Adaptive planning, as opposed to the conventional ‘predict-and-act’ approach, has emerged as a paradigm to
increase the resilience of our built environment and infrastructure systems. However, we have a limited understanding
of the broader governance environment that can enable or hinder adaptive planning. Research is
dominated by individual case studies, which limits the generalisability of findings. We conducted a meta-analysis
of 40 cases of real-world application of adaptive planning globally. We assessed the extent to which those
processes have adhered to key elements of an ‘ideal’ adaptive approach, and identified the enablers and barriers
to implementation. Our results show that adaptive planning applications are far from ideal. The enablers and
barriers identified across all cases, and tested for statistical significance, indicate that enacting adaptive planning
requires dedicated governance structures that take on the coordination and brokering role, long-term investment
strategies that go beyond short-term budgetary cycles, and transdisciplinary environments that challenge simplistic
assumptions entrenched in disciplinary experiences. Adaptive planning also requires a redefinition of
performance and success indicators, from delivering a quick fix, onto longer term benefits that can be achieved
through experimentation. We conclude by presenting the makings of a meta-governance framework that can
guide adaptive planning in practice.