Climate Change in Iquitos, Peru: Describing Governmental Organizational Readiness for Change

Abstract

Background. Iquitos, the largest city in the Peruvian Amazon, is vulnerable to climate change health risks due to factors inherent to its location, its reliance on climate-sensitive resources, and its existing vulnerable populations. Its population is exposed to the health risks posed by climate change, and current mitigation and adaptation measures are being undermined by specific barriers.Objectives. This study aims to explore how governmental stakeholders characterize the change commitment and change efficacy constructs as described by Weiner in climate change action in Iquitos, Peru, and the contextual factors shaping them. Methods. A qualitative, exploratory-descriptive design was employed to perform a secondary data analysis of a subset of seven transcripts from semi-structured interviews of key stakeholders conducted in Iquitos during June 2025 in Iquitos, Peru. Data were analysed thematically with the Weiners’ Organizational Readiness for Change framework to frame the study, analyse data, and interpret results. Results. Stakeholders' change commitment is shaped by their perception of the benefits that climate change activities could bring to their organization. In this context, uneven climate change knowledge and misinformation may explain why these activities are not prioritized, as they are not seen as relevant on their own for organizational productivity. Regarding change efficacy, stakeholders demonstrated high confidence in their ability to participate in collaboration opportunities. In addition, they describe contextual factors acting as barriers that are addressed through regional-level intergovernmental collaboration, demonstrating a high level of collective trust. Stigma and misinformation regarding vulnerable populations suggest that these social perceptions may influence ORC as a contextual factor related to community participation and responsiveness. Conclusion. Stakeholders in Iquitos’ readiness perceptions are shaped by their unique views of the regional needs of Loreto and their organization. These findings underscore the necessity to contextualize ORC assessments not only to reflect their local organizational environment but also social biases and perceptions as well.