Climate Ready Learning Project Final Report

Climate Ready Learning Project
Climate Change Adaptation Training Needs Assessment (TNA)
February 2013 Environment Agency

315482 EVT EES 4 a C:\DOCUME~1\dun49685\OTLocal\PIMSLI~1\Workbin\5AE10C90.1\Clim ate Ready Learning Project Final Version_v4.doc 01 February 2013
Climate Change Adaptation Training Needs Assessment (TNA)
February 2013
Environment Agency
Climate Ready
Mott MacDonald, Demeter House, Station Road, Cambridge CB1 2RS, United Kingdom t +44 (0)1223 463500 f +44 (0)1223 461007, W www.mottmac.com
Issue and revision record

Revision 1 Date 12/11/12 Originator JD/PC/KS Checker DV Approver AH Description 1st draft report Initial draft of project direction and engagement documents
10/01/13
JD
DV
AH
1st draft final report Initial draft of project direction
20/01/13
JD
DV
AH
2nd draft final report
1/02/13
JD
DV
AH
Final Report
This document is issued for the party which commissioned it and for specific purposes connected with the above-captioned project only. It should not be relied upon by any other party or used for any other purpose.
We accept no responsibility for the consequences of this document being relied upon by any other party, or being used for any other purpose, or containing any error or omission which is due to an error or omission in data supplied to us by other parties. This document contains confidential information and proprietary intellectual property. It should not be shown to other parties without consent from us and from the party which commissioned it.
Mott MacDonald, Demeter House, Station Road, Cambridge CB1 2RS, United Kingdom t +44 (0)1223 463500 f +44 (0)1223 461007, W www.mottmac.com
Content
Chapter Title Page i 1
Executive Summary 1.
1.1 1.2
Introduction
Background________________________________________________________________________ 1 Methodology _______________________________________________________________________ 1
2.
2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 2.9
Building Sector Learning Adaptive Capacity
Introduction ________________________________________________________________________ 3 Cross Sector _______________________________________________________________________ 3 Natural Environment _________________________________________________________________ 7 Agriculture and Forestry _____________________________________________________________ 11 Built Environment __________________________________________________________________ 17 Infrastructure______________________________________________________________________ 21 Business and Economy _____________________________________________________________ 24 Local Authorities ___________________________________________________________________ 29 Health and Community Resilience _____________________________________________________ 34
3.
Conclusion
39
Appendices
Appendix A. A.1. A.2. A.3. Appendix B. B.1. B.2. B.3. B.4. B.5. B.6. B.7. B.8. Appendix C. C.1. C.2. C.3. Appendix D.
43
44 44 44 45 49 49 49 50 52 54 57 58 59 62 62 64 65 99
The Issue of Learning Adaptive Capacity ________________________________________________ Introduction _______________________________________________________________________ Requirements for Adaptive Capacity Building_____________________________________________ Understanding Sectoral and Organisational Learning_______________________________________ Overview Sector Adaptive Capacity ____________________________________________________ Introduction _______________________________________________________________________ Natural Environment ________________________________________________________________ Agriculture and Forestry _____________________________________________________________ Built Environment __________________________________________________________________ Infrastructure______________________________________________________________________ Business and Economy _____________________________________________________________ Local Authorities ___________________________________________________________________ Health and Community Resilience _____________________________________________________ Summary of Online Survey Findings____________________________________________________ Executive Summary ________________________________________________________________ Introduction _______________________________________________________________________ Main Findings _____________________________________________________________________ Overview of Interview and Workshop Issues Raised _______________________________________
315482/EVT/EES/4/a 01 February 2013 C:\DOCUME~1\dun49685\OTLocal\PIMSLI~1\Workbin\5AE10C90.1\Climate Ready Learning Project Final Version_v4.doc
Executive Summary
Mott MacDonald was commissioned to evaluate current learning, training and development provision within seven key sectors covered by the governments National Adaptation Programme. The outputs of this project are expected to guide the Environment Agency Climate Ready team strategy for providing advice and support to businesses, public sector and other organisations to help them adapt to a changing climate. A Training Needs Assessment process was used to consider the skills, knowledge and behaviours of the people in stakeholder organisations and how to develop them, both to deliver the organisations strategic objectives and support the individuals career progression. This information was gathered by engaging with over 200 stakeholders through an online survey targeting a broad spectrum of stakeholders, a climate change adaptation TNA workshop, and telephone interviews. Key learning capacity development issues identified for each sector are outlined below.
Natural Environment
High importance Develop higher level learning capacity Communicate practical climate change adaptation information Build cross sector networks and partnerships Medium importance Develop smaller organisations' capacity Low importance Develop larger organisations' capacity Raise awareness across the sector
Agriculture and Forestry

High important Develop a practical understanding of sector-specific risks and opportunities Build learning capacity to integrate climate change adaptation strategic thinking Medium importance Develop a global understanding of climate change risks to agriculture Low importance Integrate climate change adaptation into agriculture and forestry academic courses
Built Environment
High importance Encourage innovation Raise awareness of climate change risk, opportunities and responses Develop SME adaptive capacity Create knowledge and skills sharing networks and partnerships Develop climate change adaptation skills Medium importance Develop advanced learning adaptive capacity of planners and engineers Encourage life-cycle thinking Raise awareness of climate change adaptation of operators Low importance Raise awareness of climate change adaptation of planners and engineers
Infrastructure
High importance Encourage a greater level of thinking within the sector in relation to climate change adaptation Promote a change in approach to risk to focus on costs/ benefits of design Integrate climate change adaptation into government design guidance Medium importance Develop advanced learning adaptive capacity for planners and engineers Encourage life-cycle thinking Raise awareness of climate change adaptation of operators Low importance Raise awareness of climate change adaptation of planners and engineers
Local Authorities
High importance Raise awareness of climate change risks and opportunities with leaders Develop knowledge transfer throughout the sector Build the learning capacity of the planning teams Understand and communicate the costs of climate change and potential savings from adaptation Medium importance Develop skills and capacity for engineering, planning, economics, business planning, commissioning, and project management Low importance Develop climate change adaptation knowledge
ii
Business and Economy

High importance Translate risks and opportunities into tangible action and management techniques Develop learning adaptive capacity of SMEs Raise awareness of climate change adaptation risks and opportunities amongst leaders Medium importance Build the skills of those currently working in the sector to support a strong learning adaptive capacity Develop the learning adaptive capacity of larger organisations Low importance Ensure that those entering the sector have the skills that support strong learning adaptive capacity
Health and Community Resilience

High importance Support the NHS Sustainable Development Unit Raise awareness of climate change risks to assets and services Medium importance Encourage the focus on climate change mitigation to shift to adaptation Support Health Education England Low importance Develop larger organisations' capacity In evaluation of these issues, the following recommendations for Climate Ready actions to support the development of sector learning adaptive capacity are provide below.
iii
Summary of recommendations for the Natural Environment, Forestry, Agriculture and Built Environment sectors
iv
Summary of the recommendations made for the Infrastructure, Business and Economy, Local Authorities, and Heath and Resilience sectors
1. Introduction
1.1 Background
Mott MacDonald was commissioned to evaluate current learning, training and development provision within seven key sectors covered by the governments National Adaptation Programme: Natural Environment Agriculture and Forestry Built Environment Infrastructure Business and Economy Local Authorities Health and Wellbeing This report explores learning adaptive capacity in England in the context of each of these sectors to develop recommendations for capacity building measures. The outputs of this project are expected to guide the Environment Agency Climate Ready team strategy for providing advice and support to businesses, public sector and other organisations to help them adapt to a changing climate. 1.2 Methodology
1
The approach used in this assessment tailors the Training Needs Assessment (or Analysis) (TNA) process to explore current learning, training and development provision in this context. A TNA is an evaluation of the learning needs in an organisation. It considers the skills, knowledge and behaviours of the people in the organisation and how to develop them, both to deliver the organisations strategic objectives and support the individuals career progression. TNA can be used by different organisations to assess the learning requirements needed by individuals to 2 enable them to deliver aims effectively. Specifically for climate change adaptation, the process is dependent on the nature of the organisation and the issue explored; therefore, it is often bespoke and 3 based on the principles outlined in Figure 1.1. These principles have been used to evaluate training and educational provision across sectors vulnerable to climate change to support the development of capacity building actions. The climate change adaptation TNA is as follows: Stage1: Clarify aims of the TNA process Ensure the exercise meets the project requirements. Stage 2: Scoping of the issue and identification of stakeholders Review of the issue of developing learning adaptive capacity for key sectors vulnerable to climate risks and identify and collate details of key stakeholders likely to have roles, responsibilities and expertise relevant to climate change adaptation. Stage 3: Define required competencies Clarify levels of stakeholder training, skills, education, experience and knowledge to build sectoral capacity to adapt, taking into account basic needs and levels of knowledge required by different roles.
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1 2
See Appendix A for an outline of the issue of learning adaptive capacity Institute for Sustainability, University of the West of England (2011) Guidance on conducting a training needs analysis on climate change and resource security Institute for Sustainability, University of the West of England (2011) Training Needs Analysis on Climate Change and Resource Security: Results and Conclusions
Stage 4: Research and stakeholder engagement Research and analysis to explore current learning, training and development provision within the key sectors. Stage 5: Results and conclusions Provide evidence to better understand skills based adaptive capacity within the key sectors.
Figure 1.1: Climate change adaptation Training Needs Assessment process
1.2.1
Engagement with stakeholders
Stakeholder consultation is an essential element of any decision making process. Engaging stakeholders increases the likelihood that climate change adaptation, or as in this case learning capacity building initiatives, will be locally appropriate, and thus adopted and sustained. In support of the TNA process, stakeholder consultation was focused on gathering information on the following issues to support the evaluation of each sectors learning adaptive capacity: Understanding of vulnerability to current climate and projected climate change risks (positive/negative) Current or potential responsibilities for climate change adaptation The importance of adaptation and current, planned or desired climate change adaptation position Relevant knowledge, skills and training Knowledge, skills and training requirements Enabling knowledge, skills and training factors and opportunities Knowledge, skills and training barriers and mitigations This information was gathered by engaging with over 200 stakeholders through the following methods: Online survey targeting a broad spectrum of stakeholders (186 responses) A climate change adaptation TNA workshop held between the project team and over 20 key stakeholders One to one telephone interviews with key sector representatives Information gathered from this process was analysed using a mixture of quantitative and qualitative assessment techniques to explore learning, training and development provision within each sector, supported by analysis of relevant literature (Appendix B) and expert judgement.
2. Building Sector Learning Adaptive Capacity

2.1 Introduction The following chapter summarises our findings. It builds a picture of the current learning adaptive capacity across and within each sector, together with gaps and opportunities for future development. 2.2 Cross Sector
This section outlines the cross sector issues identified in this assessment, although these issues often have sector specific contexts which are outlined in the subsequent sections of this chapter. The primary cross sector issues raised by stakeholders were a lack of knowledge transfer and the capacity limitations of the current workforce and new employees entering the workforce. In response to these issues we have identified the following recommendations for response. Building necessary skills within the current workforce was a particular concern for stakeholders, although the importance of different skills varied from sector to sector which can be seen in Figures 2.1 and 2.2. Figure 2.1 shows the skills that stakeholders believe their sectors currently have, while Figure 2.2 shows the skills that stakeholders believe need to be further developed. Comparing the two therefore highlights gaps in current skills which should be focused on. Create and facilitate cross sector knowledge sharing networks and partnerships Smaller organisations in particular often do not have the necessary resources to be able to find information on climate change, consider future climate risks and develop adaptation plans. Sharing information more efficiently will engage a wider audience as well as avoid duplication of work or even maladaptation. Partnerships and networks can be used for a variety of aims, from raising awareness to disseminating technical information and solutions. In response to developing the wider knowledge and skills required by the sector to support effective climate change adaptation action partnerships and networks are important. Building on its cross sector networks, Climate Ready can have a significant role in knowledge transfer activities and in building the appropriate networks to allow organisations to build their learning adaptive capacity. The infrastructure theme within Climate Ready, for example, has already built a strong network and partnership programme. This good practice should be used as a model to develop network and partnership programmes within other sectors, although applied in a sector specific context. Work with key sector institutions to integrate climate change adaptation into CPD and professional qualifications Professional institutions, such as the Institute of Environmental Management and Assessment (IEMA) or the Institution of Civil Engineers (ICE) for example, fulfil a significant role in developing technical skills and knowledge by providing clear development pathways and advising employers on the skills and knowledge required for professional roles. For those currently working in the sector, the role of continued professional development (CPD) in building learning adaptive capacity is identified as a significant and effective tool.
IEMA has for example has undertaken significant work in integrating climate change adaptation skills, knowledge and training in support of cross sector learning adaptive capacity building. As part of this programme IEMA developed a framework which outlines the skills, knowledge and training development that environment and sustainability professionals require to apply their knowledge effectively, in addition to 4 sector specific knowledge. The key competencies include: Knowledge and understanding Analytical thinking Communication Sustainable practice Leadership for change The framework provides a clear pathway to build the knowledge and skills required for environmental and sustainability roles which can also be expanded to include other sectors. The approach that IEMA has undertaken is an example of what other institutes can adopt across a variety of sectors. Taking into consideration the importance of professional development in learning adaptive capacity building, there is an opportunity for Climate Ready to advise and work with other key institutions, leading from IEMAs example, to encourage the building of skills, knowledge and training that support climate change adaptation. Work with universities and academic institutions to integrate climate change adaptation into sector specific undergraduate and postgraduate programmes The focus of this activity should be to integrate the skills required to support the practical application of climate change adaptation into academic courses, to develop the learning capacity of those entering the various sectors. This could be achieved through: Building links and partnerships between organisations and universities Working with course leaders to integrate practical climate change adaptation considerations or the development of specific skills into programmes Involvement in programmes, such as targeted seminars Promotion of university programmes within sectors Funding places on courses where there is a lack of capacity
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4
http://www.iema.net/system/files/iema-skills-map-download_0.jpg
Figure 2.1:
Skills relevant to climate change adaptation that each sector currently possesses
Figure 2.2:
Skills relevant to climate change adaptation that each sector would like to have developed
2.3
Natural Environment
Overview of key learning capacity development issues
There is a high level of knowledge and awareness of climate change risks facing the natural environment and significant climate change adaptation expertise in this sector, which supports a number of current and planned future change adaptation initiatives and activities. Actions are focused on immediate effects requiring a short term response, particularly in relation to river environments and water, as well as on long term impacts and the development of responses to manage risks to vulnerable species or habitats. The Natural Environment sector has shown a variety of strengths in terms of its capacity to adapt to climate change. Many smaller organisations that rely on a few members of staff do not have the skills necessary to interpret climate change data and develop climate change adaptation strategies. Budgets restrict the hiring of new staff, so these smaller organisations will need to focus on improving the knowledge of their existing staff. The Environment Agency and Natural England are key organisations leading climate change adaptation activities in the Natural Environment sector and its interactions with other sectors. There is a relatively high level of awareness due to the nature of work within the sector itself as well as internal training and awareness raising programmes. This can be seen in Figure 2.3; over 90% of the stakeholders were aware that their sector is vulnerable to climate change risks.
Figure 2.3: Overview of stakeholder understanding of sector vulnerability to climate change risks
100% 90% 27.3 33.3 80% 70% 60% 50% 40% 14.3 30% 37.5 20% 10% 8.3 0% Natural Agriculture and Built Environment forestry (15) Environment (24) (11) 6.7 26.7 9.1 23.8 18.2 6.2 4.8 15.5 1.7 1.7 Infrastructure Business and Local (16) Economy (21) Authorities (58) 18.8 50 18.8 33.3 45.5 54.2 42.9 31.2 14.3 20.7 12.5
12.5
50
5 - High
60.3
4 3 - Neutral 2 1 - None
Health and Wellbeing (Community) (16)
The Environment Agency, for example, provides a climate change e-learning course for its staff while Natural England is seen as a climate change network and think tank. The basis for such action has been developed over a number of years and is reflected in initiatives such as Natural Englands Climate Change Embedding and Risk Assessment programme, which has worked to assess and manage climate risks to 5 achieve core objectives and to integrate climate change adaptation into operations and work. This organisation-wide policy and leadership, built on an understanding of the importance of climate change adaptation to the organisation and the sector, has provided the opportunity to enhance the skills and knowledge required to develop adaptive capacity and therefore also a strong basis on which to deliver climate change adaptation actions.
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5
Natural England (2010) Assessing and responding to climate risks to Natural Englands objectives
Although much work has been done within these key organisations, in terms of supporting the development of sector adaptive capacity, the dissemination of information and good working practices in a practical manner is a priority. Partnership building and communication skills are important in this context, but rely on the capacity of those within the Environment Agency and Natural England to interpret climate change adaptation information. In addition to these facilitation and communication skills, stakeholders find risk assessment, leadership and business planning skills important areas to develop within their sector (seen by comparing Figure 2.1 and Figure 2.2). There is an opportunity for all organisations in this sector to ensure that staff at all levels have the necessary climate change understanding to support the application of this expertise in day-to-day practice through CPD activities. Figure 2.4 illustrates the level of training required to respond to this issue and to support climate change adaptation capacity building within the sector. Training needs to focus on developing more complex levels of understanding, with can be achieved through higher levels of education.
Figure 2.4:
100% 90% 80%
Levels of climate change adaptation training requirements by sector

Not Applicable)
18.2 28 11.4 27.8
22.2 36 8.3 47.1
23.7
Level 8 (Doctorates or equivalent)
70% 60% 50% 40% 30% 20% 10% 0% 13.6
8 12 15.9 16 6.8 11.4 6.8 4.5 4.5 6.8

Natural Environment (44)
10.5 4 4 16 1.5 7.4 10.3 12 4.4 4.4 2.9 22.1 13.2
8.3 22.2 13.9 11.1 5.6 11.1 8.3 5.6 5.6 2.8 13.9
Infrastructure (36)
Level 7 (Postgraduate degrees, chartership, advanced profressional awards or equivalent) Level 6 (Bachelor degrees, graduate certificates, diplomas or equivalent) Level 5 (Diplomas of higher education, foundation degrees or equivalent) Level 4 (Certificates of higher education or equivalent)
13.2 7.9 7.9 2.6 5.3 5.3 10.5
12 8 8 4 4.0
Agriculture and forestry (25)
5.6 5.6 5.6 16.7

Built Environment (18)
28
Level 3 (AS/A Levels or equivalent)
Business and Local Economy (25) Authorities (68)
Level 2 (GCSEs graded A*-C or equivalent)
Level 1 (GCSEs graded D-G or equivalent)
Entry level (entry level Vocational Qualifications or equivalent)
2.3.1
Recommendations for Learning Adaptive Capacity Development
Support the development of internal training programmes tailored to specified contexts or specialist issues within the sector As the capacity of this sector grows there will be an increasing requirement to support the development of more advanced capacity, such as consideration of the interdependencies with other aspects of the natural environment and other sectors, in the construction of climate change adaptation responses. Internal climate change adaptation training programmes can provide relevant staff with a base from which the consideration of climate change adaptation could be developed. However, due to the complex nature of the natural environment any training responses will need to be tailored to specific contexts. Climate change adaptation training or awareness raising programmes could be developed by organisations such as Natural England or the Environment Agency. To support the integration of climate change adaptation into delivery and practices, these programmes will need to be tailored to specific contexts or may need to focus on more advanced capabilities such as Ecosystem Based Adaptation. Programmes developed by technical teams in Natural England and/or the Environment Agency, supported by the Climate Ready Service, could meet this need and be distributed further. Create and facilitate cross sector knowledge sharing networks and partnerships Building on its cross sector networks, Climate Ready can have a significant role in knowledge transfer activities and in building the appropriate networks to allow organisations to build their learning adaptive capacity. This can also be supported by the broad networks of Natural England and other areas of the Environment Agency. Networks and partnerships tailored and developed in response to need and meeting requirements can be highly successful in building knowledge and capacity.
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Work with key sector institutions to integrate climate change adaptation into CPD and professional qualifications IEMA has also undertaken significant work in integrating climate change adaptation skills, knowledge and training in support of cross sector learning adaptive capacity building. The approach that IEMA has undertaken is an example of what other institutes can adopt across a variety of sectors. Taking into consideration the importance of professional development in learning adaptive capacity building, there is an opportunity for Climate Ready to advise and work with other key institutions, leading from IEMAs example, to encourage the building of skills, knowledge and training that support climate change adaptation. In support of the development of learning adaptive capacity within the Natural Environment sector, an example includes engaging with bodies such as the Institution of Environmental Sciences to include climate change adaptation in their Chartership programme. Consultation with IEMA should continue to form a key part of this process. Work with universities and academic institutions to integrate climate change adaptation into sector specific undergraduate and postgraduate programmes Academic qualifications can also support learning adaptive capacity. A large proportion of graduates entering the field will have degrees in science-based subjects ranging from environmental science to conservation or hydrology. Many of these courses will contain aspects of climate change and adaptation. Assuring that the skills required to support climate change adaptation are integrated into degree and postgraduate programmes therefore needs to be a priority. This can apply to technically specific or climate change focused degrees and postgraduate programmes. 2.4 Agriculture and Forestry
Agriculture and forestry will be considered separately for the purposes of this report as their issues and potential actions are relatively different. Overview of key learning capacity development issues
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2.4.1
Agriculture
Those in the agriculture sector are generally well informed of direct climate risks, including the direct effects of flooding, droughts and windstorms, secondary effects such as disease, and coupled risks such as the price elasticity of products. The appreciation of these risks is predominantly focused on the short term. Longer term risks such as changing crop cultivars and types are generally not as well considered. Agriculture faced a number of environmental challenges, locally, nationally and internationally over the last 20 years. Loss of agricultural land, changing crop types and the lack of strategic thinking in relation to climate change are identified as key risks faced by the sector. Agricultural businesses are reactive in nature and there is evidence that the sector has a strong capacity to adapt to immediate climate risks, through short term responses such as regular crop cycles. However, its ability to manage the long-term climate risks is more limited. This is highlighted by comparing Figure 2.1 and Figure 2.2 stakeholders stated that STEM (Science, Technology, Engineering and Maths), climate change science and business planning skills need to be developed to improve their adaptive capacity. Once farmers can understand the long term impacts, they will need the long term business planning skills to be able to plan adaptation actions into their practices. In addition, the sector includes many small businesses run by independent farmers. Reaching a consensus and taking consistent action is challenging. This is compounded by the sector facing significant regional climate change challenges along with national risks. This regionalisation is true for many other sectors in this study, although the significant dependency of agricultural yields on climatic cycles and the impact of extreme weather events make this issue particularly pertinent for agriculture. A key area for improving the learning adaptive capacity of agriculture is developing an understanding of the risks and opportunities in practical terms. This will allow organisations to build informed risk management decisions into their operational practices, which is urgent as the sector is already experiencing significant economic impacts from weather events and a changing climate. This sector is also particularly susceptible to global climate change risks and the resulting impacts on product prices for UK commodities. The understanding of key climate change risks and the practical considerations of responding to them will therefore need to extend beyond a UK focus. Farmers are, however, restricted by time and resources, limiting already low capacity to interpret and integrate climate change adaptation into decision making.
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2.4.2
Support sector sustainability websites in the communication of practical climate change adaptation information, knowledge and resources Sector specific sustainability websites, such as Farming Futures, are a useful resource for awareness raising within the sector. Initiatives such as this provide an opportunity to share practical information in the field of climate change adaptation and thought leadership in the agricultural and forestry sectors. Information provided through communications such as websites and newsletters, for example, is a popular learning method as illustrated in Figure 2.5. However, these often have limited resources to meet the capacity development needs of the sector. There is an opportunity for Climate Ready to partner with, and promote these websites to enable them to host sector specific climate change adaptation information, promote training programmes or provide links to sector organisations to relevant partners. In support of this knowledge transfer, key organisations for example the NFU, Growers Associations, the Country Land and Business Association or Natural England need the appropriate skills, knowledge and training to develop and communicate sector specific climate change adaptation information. Climate Ready could support these activities with knowledge, information, networks and resources. Trusted advisors or influential individuals could be identified as specialist champions or leaders in the integration of long term risk management into agricultural processes. This would present an opportunity to provide leadership to capacity building actions and also promote the issue.
6
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6
http://www.farmingfutures.org.uk/
13
Figure 2.5:
100%
Summary of training methods used by each sector to support learning development

7.3 3 13.5 13.6 10.6 1.4 11.6 0.9 12.2 9.5 4.7 9.4 14.1
Other
9.3 7 4.7
90% 80% 70% 60% 50%
11.5
17.3 24 23.3 17.3
14.5
21.2
14.5
18.1 18.8
Accredited learning (e.g. working towards a specific qualification/certification)
21.9 40% 30% 20% 10% 0%

Natural Environment (96)
19.5 25.6 17.3 18.2 24.6 20.3 18.6 14.1
Activity based learning (e.g. role shadowing, on the job training)
16.7
9.3
13.5
13.6
11.6
Information provided through communications (e.g. newsletters, emails, magazines) Information provided through presentations
18.8
20.9
21.2
19.7
21.7
21.3
18.8
Infrastructure (66)
Online training courses
Face to face training courses
Train sector specific climate change adaptation advisors in key organisation Climate change adaptation advisors could be trained within key organisations, such as the NFU for example, to provide a knowledge transfer role within the sector. Newly recruited advisors would ideally hold undergraduate and postgraduate qualifications which include elements of climate change adaptation and current advisors could attend sector specific training courses to strengthen the high skilled sector specific workforce. There is an opportunity for the Climate Ready Service to advise and work with institutions within this sector to be able to provide these sector specific training courses and professional qualifications. Stakeholders in the agriculture sector highlighted that farmers often go to advisors for advice and support such as Natural England or other paid-for consultants. There is therefore also the potential for these advisors to provide support on climate adaptation as they are already trusted sources of information. Training for such a roles could be provided through CPD level courses. Create and facilitate cross sector knowledge and skills sharing networks and partnerships, supported by specialist champions Improving climate change adaptation knowledge is a priority capacity building measure for the sector. There is a need to improve communication to strengthening its adaptive capacity through linking theory to practice. The exchange of current thinking and practical best practice solutions to support climate change adaptation action within and outside the sector can be realised by building on current networks within the sector.
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2.4.3
Forestry
The sustainable development of this sector depends on its ability to adapt to a changing climate. The timescales associated with forestry activities (i.e. 30 - 200 years) are expected to amplify the challenges and limit opportunities for identifying and managing climate change risks. The sector has a good potential learning capacity to manage climate change risks as planning is undertaken on long-term timescales and there is a high level of technical skill. This is demonstrated by the forestry industrys significant knowledge and experience of historic changes in climate over the last 100 years. Awareness of climate impacts as well as the integration of climate change adaptation into long-term decision making is low and this should be addressed as a priority. As with agriculture, a comparison of Figure 2.1 and Figure 2.2 shows that stakeholders identified STEM (Science, Technology, Engineering and Maths), climate change science and business planning as priority skills to develop and improve their adaptive capacity. Once foresters understand the long term impacts, they will require long term business planning skills to be able to integrate adaptation actions into their practices. The lack of integration of adaptation into decision making is also often due to ownership; many privately owned woodlands and forests have little investment in them due to low economic returns. Similarly, economically viable woodland has been managed as single age stands which are less resilient to extreme weather events or the arrival of new pests and diseases. Organisations such as the Forestry Commission have a good understanding of climate change impacts and are conducting research on the implications on forestry which are expected to benefit the sector. Although many forestry academic courses include climate change adaptation at an undergraduate and postgraduate level, there is the potential to focus on people already working within the sector to bring them to a similar level of understanding as recent graduates as there are relatively few new entrants coming into the sector. 2.4.4 Recommendations for Learning Adaptive Capacity Development
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Support sector specific sustainability websites in the communication of practical climate change adaptation information, knowledge and resources As with agriculture, websites are often used as sources of information. The Forestry Commission, for 7 example, has a section on climate change and the impacts it will have on the sector. Initiatives such as this provide an opportunity to share research findings and practical information on climate change adaptation and thought leadership. There is an opportunity for Climate Ready to partner with and promote these websites to enable them to host sector specific climate change adaptation information, promote training programmes or provide links to sector organisations and relevant partners. In support of this knowledge transfer, key organisations such as the Forestry Commission or Natural England need the appropriate skills, knowledge and training to develop and communicate sector specific climate change adaptation information. Climate Ready could support these activities with knowledge, information, networks and resources. Trusted advisors or influential individuals could be identified as specialist champions or leaders in the integration of long term risk management into forestry processes. This would present an opportunity to provide leadership to capacity building actions and also promote the issue. Work with key sector institutions to integrate climate change adaptation into CPD and professional qualifications Stakeholders identified that many people working in the forestry sector have already done so for a long time. The number of new entrants into forestry is relatively low and, therefore, it is necessary to improve the skills of the current workforce so that they can work at a level similar to recent graduates. Short courses such as Rural Development Programme for England (RDPE) training provided by the Forestry Commission, can improve their ability to understand climate change science and produce risk assessments when uncertainty is involved. Work with universities and academic institutions to integrate climate change adaptation into sector specific undergraduate and postgraduate programmes Within the forestry sector many undergraduate and postgraduate courses consider climate change adaptation already; however, there is an opportunity for Climate Ready to build this capacity as outlined in the final recommendation in Section 2.2. Create and facilitate cross sector knowledge and skills sharing networks and partnerships, supported by specialist champions Improving climate change adaptation knowledge is a priority capacity building measure for the sector. There is a need to improve communication to strengthen its adaptive capacity through linking theory to practice. The exchange of current thinking and practical best practice solutions to support climate change adaptation action within and outside the sector can be realised by building on current networks within the sector.
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7
Forestry Commission (2013) Forests and Climate Change. Available at: http://www.forestry.gov.uk/forestry/INFD-7m8f59, last accessed 28th Jan, 2013
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2.5
Built Environment
A relatively low proportion of stakeholders in the Built Environment sector were aware of any climate change adaptation initiatives in the sector (Figure 2.6). The sector also shows a relatively low level of learning adaptive capacity, although there are signs that climate change adaptation training is beginning to be developed in certain areas of the industry by organisations such as BRE and CIRIA. Some training is also given by large contractors to their supply chain in response to client requirements. Contractors, small and medium-sized enterprises (SMEs) and micro-contractors are identified as a priority response area for developing learning adaptive capacity within the sector. This will initially include awareness raising and the development of a general understanding of climate change risk and the necessity to adapt. The development of the technical skills required to implement climate change adaptation then needs to follow. Generic training and awareness raising needs to be undertaken with a wide audience within the sector, ranging from the general public (as owners of existing homes) to installers and land use planners, although these groups will need to be targeted using different approaches. Including climate adaptation into building regulations would also make it mandatory to consider the issue during the design of buildings.
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Figure 2.6: Stakeholder awareness of climate change initiatives currently in place, within their respective organisations, for each sector
100% 12.5 90% 80% 70% 60% 50% 87.5 40% 30% 20% 10% 0% Natural Environment (24) Agriculture and forestry (15) Built Environment (11) Infrastructure (16) Business and Local Economy (21) Authorities (58) Health and Wellbeing (Community) (16) 80.0 61.9 54.5 87.5 87.9 81.2 20 38.1 45.5 12.5 12.1 18.8
No Yes
The technology required to improve the adaptive capacity of the sector in already available and often implemented in other countries, in addition to technologies currently being developed such as flood resilient buildings, for example. In many cases these are simple solutions, for example painting houses white to reduce solar gain. In support of resilient design and technical responses stakeholders identify that innovation is key to encouraging progressive and sustainable development. This is a theme that transcends all sectors but which is most essential in the built environment sector. Building users will also be required to change their standard practice to take advantage of these innovations and the benefits that they bring. Stakeholders would like to see skill development in the areas of STEM, climate change science, and research to be able to understand the potential risks and innovate, but also in the areas of planning and networking to be able to take advantage of best practice already undertaken elsewhere. These learning requirements are all highlighted when comparing Figure 2.1 and Figure 2.2. However, the sector is largely driven by building regulations and legislation, which are viewed as inflexible and/or static. Sector responses are therefore slow in advancing over the regulatory minimum. This issue, together with liability risks to engineers and designers in proposing new solutions as well as cost limitations can restrict innovation. Identifying opportunities to support innovation, while working within these limitations, is key to improving the adaptive capacity of the sector.
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2.5.1
Communicate sector specific climate change adaptation information to raise awareness The general public is identified as a key stakeholder for the built environment sector. Raising its awareness of climate risks and potential practical responses and opportunities through the provision of information could encourage action as it has the potential to promote demand and therefore drive supply. Stakeholders indicate that such information needs to be in plain English and made publicly available through websites. Climate Ready should work with sector representative organisations such as the Carbon Trust, BRE and CIRIA or local authorities to develop and communicate such information. Climate change adaptation awareness raising is also a significant issue for key sector organisations including developers, contractors, planners, engineers and architects. These organisations require practical information, including information to support the development of solid business cases as identified by stakeholders. Work with key sector skills councils and institutions to integrate climate change adaptation into CPD, professional qualifications and skills training In support of the resilient design and construction, there must also be a sufficient number of qualified installers. A range of accredited courses were created for PV installers once the solar industry began to expand. Similarly, there is the opportunity to engage with training providers such as City and Guilds to develop learning adaptive capacity to support potential demand. Sector Skills Councils are also suggested as important knowledge sharing tools to the sector at present. Climate Ready can work with these organisations to facilitate the development of specific training on climate change adaptation in the built environment, or to promote the inclusion of the climate change agenda into existing tailored training programmes. Trade associations are also identified as key stakeholders in this process.
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Work with universities and academic institutions to integrate climate change adaptation into sector specific undergraduate and postgraduate programmes Graduates from a wide range of backgrounds enter the Built Environment sector, from engineers to planners and architects. Universities offering undergraduate Royal Town Planning Institute (RTPI) accredited courses, Building Services Engineering degrees, Architecture and Architectural Design degrees, or Civil Engineering degrees for example will all require engagement to include climate change adaptation into core modules. Work with government bodies to develop the learning capacity to integrate climate change adaptation into guidance Including climate adaptation considerations into Building Regulations would make it a requirement to consider climate change impacts during the design of buildings in a consistent way throughout the country. This would be a lengthy process and this report will not suggest that Climate Ready undertake this work. However, there is the potential to begin a dialogue with the Department for Communities and Local Government to build their awareness and learning capacity so that climate change adaptation can be included into the building regulations in the future. Create and facilitate cross sector knowledge and skill sharing networks and partnerships Networks and partnerships were identified by stakeholders as particularly important for smaller companies that may not have the required resources or awareness, but also useful for larger companies who will deliver more impact. There is an opportunity for Climate Ready to be able to help build the necessary networks and partnerships to be able to share knowledge and best practice around successful retrofit measures as there is currently more focus on new builds than on the existing building stock. This kind of information will be especially useful for smaller companies that may not have the resources or awareness to find the information themselves. If clients are ready to accept a higher capital cost for a more resilient building then contractors and other companies will be more willing to investigate technologies outside their comfort zones. In addition to this, there is the important issue of who should pay if adaptation is not built into design and of whether it should be the client.
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2.6
Infrastructure
Awareness of current and future climate change risks facing the infrastructure sector is high in comparison to other sectors. This leads on to the belief that climate change adaptation is very important. Figure 2.7 shows that approximately 55% of the stakeholders believe that climate change adaptation is important or very important. Although it is believed that adaptation should be a priority within the stakeholder group, there are challenges associated with the design of climate resilient infrastructure in the long-term. As in the built environment sector, these challenges are associated with the siting and design of new infrastructure as well as retrofitting and building resilience into existing infrastructure. Stakeholders identify that the sector would benefit from a greater level of strategic thinking, so that it is possible to understand the potential impacts and locations of a changing climate prior to the engineering commission. As can be seen by comparing Figure 2.1 and Figure 2.3, leadership and especially long term business planning are identified as key skills to be developed which will improve strategic thinking. Research and climate change science were also highlighted as key skills to be improved. Engaging appropriately qualified town planners and engineers as well as external consultants with a high level of climate change expertise would further enhance the adaptive capacity of this sector.
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The technical capability of the infrastructure sector to be able to incorporate climate risks and uncertainty into projects is relatively high. Planners and engineers are already comfortable using probabilities when conducting risk assessments and all that would be required is a new set of specifications (in terms of climate data) to work towards when putting together designs. Government-led guidance documents, 8 design standards, and tools that are widely used (such as WebTAG for the transport sector) will be the ideal lead on providing information on a managed approach to risk.
Figure 2.7: Summary of sector-specific views on how important climate adaptation is to respective organisations
100% 8.6 90% 80% 45.8 70% 60% 50% 40% 30% 20% 10% 13.3 0% 4.2 9.1 26.7 27.3 41.4 25 38.1 13.3 18.2 12.5 6.2 4.8 Health and Wellbeing (Community) (16) 5.2 12.1 6.2 12.5 25 18.8 19 46.7 27.3 14.3 31.2 18.2 37.5 32.8 23.8 25
5 - Very important 4 3 - Neutral 2 1 -Not important
50
Natural Agriculture Built Infrastructure Business and Local Environment and forestry Environment (16) Economy (21) Authorities (24) (15) (11) (58)
It was suggested by stakeholders that there needs to be a shift in thinking about design in general. Instead of focusing on infrastructure that is completely resilient to climate change, it should be accepted that specific weather events will have a negative impact which will simply be inconvenient. It may be agreed, for example, that a certain stretch of road will flood and that it is not worth the cost of protecting it from all flood events.
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8
The Department for Transport (2013) Transport Analysis Guidance WebTAG. Available at http://www.dft.gov.uk/webtag/, last accessed Jan 21st, 2013
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There is a cost-benefit argument for this kind of approach: completely climate-proofing a road or coastline for example is likely to be more costly than letting the road or coastline flood during specific events. However, critical infrastructure may require an increasingly risk adverse response to resilience planning due to the significant costs associated with loss, as demonstrated by the 2007 floods. When, for example, the Mythe water treatment works in Gloucestershire was flooded, 350,000 people had no water supply for 9 17 days. While climate change and resistance to severe weather needs to be considered when designing an infrastructure project, it also needs to be considered during its use. Specialist training for staff such as train operators may also be necessary so they are prepared for snow in winter months but also warmer summers. Work performed outdoors should be addressed in particular as it may be necessary, for example, to make the use of sun protection mandatory. This also highlights that not only engineers and planners need to be engaged with. Accountants and finance teams will also require training to be able to be more knowledgeable when working with uncertainties and risk as they help engineers and planners put together proposals for clients. 2.6.1 Recommendations for Learning Adaptive Capacity Development
Create and facilitate cross sector knowledge and skill sharing networks and partnerships A greater emphasis on cross-sector knowledge sharing will help to quickly build the knowledge base from which engineers and planners can find solutions. There is the potential to find solutions to address future climate risks in other countries, and there is also a need to understand how adaptive solutions here may adversely impact on the adaptation capacity of other sectors. As described in Section 2.2, the strong network and partnership working that the infrastructure theme within Climate Ready has built should be developed further and also used as a model for other themes.
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9
Institution of Civil Engineers (2009) The State of the Nation - Defending Critical Infrastructure. Available at http://www.ice.org.uk/getattachment/5e93aedd-3b4c-44db-acfa-d176e0ccbb0e/State-of-the-Nation--Defending-CriticalInfrastruc.aspx, last accessed Jan 28th, 2013
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Work with key sector institutions to integrate climate change adaptation into CPD, training and professional qualifications Professional institutions such as the Institution for Civil Engineers, the Institution for Structural Engineers or the Royal Academy of Engineers can also assist with the climate change agenda by offering information and including the issue in the training they provide so that the skills of the current workforce can be developed. Work with universities and academic institutions to integrate climate change adaptation into sector specific undergraduate and postgraduate programmes Engineering undergraduate and postgraduate degrees should include climate change adaptation in core modules to help raise awareness and promote long term planning so that graduates are comfortable with these subjects before entering their chosen profession. Work with government bodies to develop the learning capacity to integrate climate change adaptation into guidance Climate Ready has the opportunity to engage with the organisations that develop the toolkits and guidance documents mentioned previously to ensure that this option to enhance adaptive learning capacity is taken advantage of. It has been found that engineers are generally willing and capable to consider climate adaptation if the right tools are there to use. Information sessions and webinars aimed at engineers or planners can help raise awareness initially which can then be followed by the more detailed training. 2.7 Business and Economy
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Many smaller SMEs will often not have the resources and skills necessary to interpret climate change data to then be able to develop climate change adaptation strategies. Larger organisations have more resources to potentially manage climate change adaptation; however, levels of concern about the risk to business from climate change remain low as illustrated by Figure 2.8. A primary barrier to learning within the sector is that the issue is not on organisational agendas.
Figure 2.8:
100% 10 90% 80% 70% 60% 6 50% 40% 34 30% 16.1 20% 10% 0%
Natural Environment (50) Agriculture and forestry (31) Built Environment (29) Infrastructure (31) Business and Local Economy (37) Authorities (162) Health and Wellbeing (Community) (32)
Factors limiting organisations providing training by sector

3.4 16.1 3.2 12.9 20 6.5 17.2 9.7 13.5 13.8 12.9 6.5 35.5 24.1 16.1 21.6 21.6 15.6 10.8 8.1 13.6 15.6 9.4 16.7 12.5 10.3 22.6 21.6 5.4 6.8 6.2 9.9 15.6
Other
9.4
2 10
Subject area is not on your organisations agenda Lack of expertise in the subject area
Lack of internal support (e.g. from senior managers) Lack of external support (e.g. from government or sector institution) Time taken away from your day job
25.8 18
31 16.1 18.9
25.3
21.9
Cost of training
Translating current climate change risks into tangible action and management techniques is a priority area for this sector. The institutional capability to adapt to change is pivotal. The capacity of an organisation to both project and adapt to a changing climate will allow UK businesses manage economic impacts already experienced in many cases from weather events, and importantly, enable them to position themselves to realise opportunities. However, short term financial profit is and will remain the primary driver which presents a significant barrier to the management of long term risks. A priority for building adaptive capacity within the sector is raising the awareness and knowledge of leaders and decision makers. Stakeholders identified the need for climate change adaptation training to be primarily targeted at those in senior positions, specifically directors and senior management (Figure 2.9). This aims to support the consideration of climate change risk management into strategic planning, enabling the integration of climate change adaptation throughout organisations. Stakeholders identify that to target leaders, information needs to be practical and focus on risks and opportunities to assets and services.
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Figure 2.9: sector
Stakeholders views of who within their organisation should receive climate change adaptation training by
Other
100% 90% 80%
5 12.5 12.5 16.7 3.3 6.7 16.7
3 9.1 12.1
4.3 13.2 5.3 13.2 17 8.5
4.6 8.2 16 13.7 11.8
Junior staff
70% 60% 50% 40% 30% 20% 10% 0%

Natural Environment (80) Agriculture and forestry (30)
18.2 14.9 21.1
17.5
14.9
19.6
Designated team or individual with responsibility for climate change adaptation Technical specialists
18.8
20
18.2 21.1 38.3
21.1
13.7 11.8
20
20
24.2 23.7 18.4 17.6
Middle management
13.8
16.7
15.2
17 7.9
Infrastructure (38) Business and Economy (47)
11.3
Local Authorities (194)
11.8
Directors and senior management
Chairman/managing director
In terms of the skills required to support climate change adaptation, businesses will have experience in managing many risks associated with climate change, but these risks may become more severe and / or more frequent. Skills which would support a strong learning adaptive capacity within the sector include climate change science, climate change adaptation, research, and leadership as can be seen by comparing Figure 2.1 and Figure 2.2. Businesses need to be made aware of the likely impacts that climate change will have on their business and what other companies have done to adapt. General business planning also needs to begin including a long term focus. To develop the learning adaptive capacity of the sector of those already working within the sector, CDP and professional development are important. For those entering the sector, teaching new business planning skills such as planning under uncertainty, relating science to business, business continuity planning, creating iterative flexible planning approaches and challenging the status quo are key skills that will support sector learning adaptive capacity development.
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2.7.1
Develop leadership awareness raising programmes in partnership with key sector representative organisations such as BIS and LEPs Businesses with planned measures in place to manage climate risks and take advantage of opportunities will achieve a market edge. Awareness raising programmes on climate change adaptation knowledge should therefore be tailored to highlight developing responses to these issues in a business sector context. These programmes need to be targeted at business leadership, aiming to support the integration of climate change adaptation into strategic planning. The Department for Business, Innovation & Skills (BIS) and Local Enterprise Partnerships (LEP) are key organisations with which Climate Ready can develop partnerships to support such learning adaptive capacity development. BIS can engage with stakeholders and businesses on adaptation, communicating and disseminating the latest research and evidence of climate change risks and opportunities as they already do so on a wide variety of subjects. Local Enterprise Partnerships are led by local authorities and businesses across natural economic areas. They provide the vision, knowledge and strategic leadership needed to drive sustainable private sector growth and job creation in their areas. This could include ensuring that planning and infrastructure investment support business needs, and working with Government to support enterprise, innovation, global trade and inward investment. By combining strong business leadership with groups of local authorities whose planning, regulatory and public realm roles are critical to growth, an integrated approach across real economic geographies can be delivered. Bodies such as the British Retail Consortium or the Confederation of British Industry can also be targeted by Climate Ready.
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Train sector climate change adaptation advisors in key organisations Climate Ready should work with organisations such as BIS and LEPs to develop training and information to support the development of sector learning adaptive capacity, ensuring businesses receive the right support to help them manage risks and respond to opportunities. Information, such as guidance documents and training developed at the short course or CPD level to prepare businesses for climate change, can then be promoted and hosted by these key sector organisations. This partnership building and networking should also be extended to help businesses share information and best practice among themselves. An emphasis on business to business learning will be useful as they already speak the same language (risk management or financial resilience for example) and the applicability seems more obvious in comparison to information coming from external sources. Climate Ready can support this process by training individuals within these key organisations to enable them to act as sector climate change adaptation champions. Leadership is identified as a primary driver for climate change adaptation capacity building which will then allow for the integration of climate change adaptation into strategic thinking, corporate planning, and current operational practices. Information and training developed should initially be aimed at raising the awareness and knowledge of leadership within the sector, followed by a focus on the development of skills that support adaptation action, such as risk management, business planning and organisational change, and STEM (Science, Technology, Engineering, and Maths) in a climate change adaptation context, and building on current capacity. Create and facilitate cross sector knowledge and skills sharing networks and partnerships Partnerships and knowledge sharing networks will be important for developing learning adaptive capacity within the sector, particularly for overcoming resource issues for smaller businesses. However, there may be unwillingness from commercial organisations to share ideas so that they can keep their competitive advantage. Climate Ready and its key sector partners would have a role to collect and communicate this information to encourage this knowledge transfer. Work with key sector institutions to integrate climate change adaptation into CPD, training and professional qualifications Professional institutions such as the Chartered Management Institute or the Institute of Small Business Management can assist with the climate change agenda by offering information and including the issue in the business management training they provide. Work with universities and academic institutions to integrate climate change adaptation into sector specific undergraduate and postgraduate programmes Supporting professional and academic institutions will play a crucial role in developing learning adaptive capacity within the Business and Economy sector. Engaging with these institutions to support climate change adaptation considerations and promote alternative business practices such as creating and integrating long term business plans into key programmes is essential.
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2.8
Local Authorities
Local authorities are identified as having a good understanding of the risks presented to the sector. The National Indicator Set for Local Governments (specifically NI 188), which has now been abolished, helped push local authorities to address climate adaptation at a relatively early stage. Work around identifying and managing risks to council services and local authority areas has already begun (Figure 2.10), but due to the removal of NI 188 and the current funding cuts, this activity has slowed and capabilities have reduced. Politics and financial resources, which are managed over short time scales, are major barriers to building adaptive capacity within local authorities, compounded by the lack of awareness of leaders of the risks and opportunities from climate change adaptation. Figure 2.10 also highlights this issue by showing that most adaptation initiatives are already being implemented or planned for the short term.
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Figure 2.10: Timescales over which climate change adaptation initiatives are being carried out by sector
100% 90% 80% 70% 60% 50% 40% 30% 50.0 20% 10% 0% Natural Agriculture Built Infrastructure Business and Local Health and Environment and forestry Environment (14) Economy Authorities Wellbeing (21) (12) (6) (13) (51) (Community) (13) 50 85.7 78.6 61.5 66.7 84.6 25 4.8 9.5 16.7 7.1 7.1 7.1 8.3 50 38.5 21.6 2 9.8 7.7 7.7
Beyond 20 years (longer term)
10-20 years (long term)
5-10 years (medium term)
Over the next 15 years (short term)
Initiatives are already being implemented (current)
Local authorities are identified as having a significant capacity to response to climate change risks, as they often produce coordinated measures and responses to risks. Work to increase adaptive capacity is being undertaken in the areas of emergency response planning and water management, but these actions are prompted by resilience planning rather than climate change adaptation activities. There is an opportunity to improve partnership formation and leadership skills to be able to communicate best practice. This was highlighted by stakeholders and shown in Figure 2.1 and Figure 2.2. Some local authorities are continuing to work to respond to adaptation, with many authorities retaining individual specialist or small sustainability teams with responsibilities including climate change adaptation and the integration of climate change risk management into operations and services. Learning adaptive capacity is often most prominent at the County Council level, with knowledge and resources transferred down to districts and other aspects of the sector. However, this capacity across the sector was reduced with a significant loss of skills during funding cuts. Stakeholders also identified a lack of clarity around responsibility to adapt and whether it is at the county or district level. In response to the resource limitations, local authorities have seen an increasing use of external consultants. This illustrates that senior public sector planners will also need to focus on the development of commissioning and management skills, to negotiate value-for-money contract rates, monitor and manage performance, and ensure that agreed goals are achieved. These skills may be of increasing value in response to learning adaptive capacity gaps faced by the sector.
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The shift in service provision due to on-going funding cuts within local authorities means that services and teams are now expected to deliver projects that will save money and preferably make money for the council wherever possible. There is a general perception that the future of these teams and services depends on this. Within the environmental and climate change teams the focus has therefore shifted to being able to make money, which often directs attention to investing in renewable energy technologies for their estate. Adaptation strategies will therefore need to be able to prove their money-saving capabilities, within timescales of three to five years, to be considered by management, which is often not possible as they recuperate savings in the long term. However, there is also an opportunity to promote adaptation actions to reduce the risk of reputational damage from a loss or disruption to service delivery (e.g. vital welfare services not being accessible due to damaged roads). 2.8.1 Recommendations for Learning Adaptive Capacity Development
Create and facilitate cross sector knowledge and skills sharing networks and partnerships working with key sector institutions to integrate climate change adaptation into CPD, training and professional qualifications The primary barriers to climate change adaptation capacity building in the Local Authority sector are leadership, politics and funding. Awareness raising of climate change risks and opportunities with leaders, decision-makers and senior staff is identified as a measure which could increase the consideration of climate change adaptation within the sector. The Local Government Association developed an awareness 10 pack for elected members and there is an opportunity for Climate Ready to build on strong links that have already been established between the two organisations to help promote such information sources.
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10
Local Government Association (2010) What do the latest climate projections mean for you? Available at http://www.climatesoutheast.org.uk/images/uploads/UKCP09_Guide_for_Councillors.pdf last accessed 28th Jan,2013
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Approaches need to consider the implications for sustainable (economic, social and environmental) development; although there may need to be a focus on the economic, statutory and legal risks and opportunities to encourage response in the current political and economic climate. However, most climate change adaptation projects will not be able to support short-term financial return targets. There could be a focus on quick-wins, although decision-makers will also need to be made aware of the viability of longerterm projects rather than merely focusing on the short-term gains which may lead to maladaptation. In relation to planning, integrating climate change adaptation into Local Development Documents is seen as key in raising awareness in general and also ensuring that climate adaptation gets considered during the planning process. Knowledge and awareness of climate change risks for leadership and decisionmakers is essential to achieving this goal. This needs to be a specific target of learning adaptive capacity building exercises. Supporting local authority decision-makers through information and knowledge could be used by the Climate Ready Service to develop basic learning adaptive capacity for leaders. Further action is expected to be prompted through the development of partnerships and networks specifically focused on passing on experience, skills, knowledge and training to release the benefits of climate change adaptation measures. Supported by Climate Ready, this network would consist of organisations which have implemented and realised the benefits of climate change adaptation measures and those which can support such activities. For example, this may include local authorities which have demonstrated costs savings associated with implementing measures to manage risks currently experienced, such as flooding and coastal management. Networks such as Climate UK could play a significant role in building such partnerships or communication information. Work with universities and academic institutions to integrate climate change adaptation into sector specific undergraduate and postgraduate programmes Engineers and planners are highly skilled and those entering the Local Authority sector primarily have degree or higher level qualifications. 27 universities offer RTPI-accredited qualifications in planning, as outlined in Table 2.1. RTPI accredited undergraduate courses tend not to include climate change adaptation within the programme. This is less the case for postgraduate courses, as there are a wider variety of sustainability-related modules but they do not necessarily address climate change adaptation. Encouraging universities to include this in modules will ensure that graduates have the skills to consider climate change adaptation throughout their careers.
Table 2.1: RTPI accredited undergraduate courses
Queens University Belfast Sheffield Hallam University University College Cork University College Dublin University College London University of Birmingham University of Brighton University of Cambridge University of Dundee University of Glasgow University of Liverpool University of Manchester University of Reading University of Sheffield University of Strathclyde University of Ulster University of the West of England University of Westminster
Anglia Ruskin University Birmingham City University Cardiff University Heriot Watt University Kingston University Leeds Metropolitan University London South Bank University Newcastle University Oxford Brookes University
Source:
http://www.rtpi.org.uk/education-and-careers/information-for-universities/accredited-qualifications/
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Assist the development of CPD level training courses in the application of key learning adaptive capacity skills Key roles that will support improvements in the Local Authority sectors learning adaptive capacity are: Engineering and planning Economics and business planning Project management and commissioning Engineers and planners currently working for the council could build climate change adaptation knowledge and skills through CPD and professional qualifications through their respective organisations (ISE, ICE, RTPI-accredited bodies etc.). Climate Ready will need to work with these institutions to integrate climate change adaptation into these programmes. Local authorities have strong economic and business planning capabilities, although the application of these capabilities to support climate change adaptation activities is low. CPD level training courses to support climate change risk management activities could be a valuable tool in increasing learning adaptive capacity of the sector, while working within resource and budget constraints. Widely available training courses in project management and commissioning could also be promoted to build learning adaptive capacity in support of action under resource constraints. Joint-working initiatives across local governmental boundaries can also help respond to gaps in skills and resources. In response to planning resource gaps, there are a number of conversion courses for mid-life professionals who may wish to switch careers to planning, based on the model used in teaching and the legal profession. Promote project management, commissioning, and procurement strategies The use of external consultancies could fill this knowledge gap to help develop responses and strategies. Increasingly consultancies are required to leave legacies from their projects ensuring that the skills, knowledge and learning remain with the organisation. In instances where the use of technical consultants is required for projects, there is an opportunity to promote capacity and capability across this and other sectors. For example, the Government Procurement Service - Environmental and Sustainability Advice, Support and Delivery Services framework incorporates a broad range of environmental and sustainability requirements, including climate change, to assist all public sector organisations in meeting their 11 environmental targets and objectives. Develop leadership awareness raising programmes in partnership with key sector representative organisations Local authorities with planned measures in place to manage climate risks will avoid reputational loss due to a loss of service provision during, for example, severe weather events. Awareness raising programmes on climate change adaptation knowledge should therefore be tailored to highlight the development of responses to these issues in a public sector context. These programmes need to be targeted at senior decision makers, aiming to support the integration of climate change adaptation into strategic planning.
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11
http://gps.cabinetoffice.gov.uk/contracts/rm830
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The Local Government Association (LGA) is a key organisation with which Climate Ready can build its existing partnership to support such learning adaptive capacity development. The LGA can engage with local authorities at different levels (city, county or district council) on adaptation and disseminate the latest research and evidence of climate change risks and opportunities as they already do on a wide variety of subjects. 2.9 Health and Community Resilience
The health and community resilience sector provides an essential function supporting all members of 12 society. Climate change is the biggest global health threat of the 21st century . Managing climate change risks to assets and services is expected to be significant and complex. It is noted that the health sector is under significant pressure due to budget cuts and high numbers of people requiring its services. This leads to climate change adaptation dropping to a lower priority. This should be reversed as climate change will change the demand for these services, if not increase it. While the sector as a whole has a relatively low capability for climate change adaptation, there are some areas of high awareness. The NHS, Department of Health and Joseph Rowntree Foundation (JRF) are leading capabilities and knowledge within the sector, supported by a high sector specific skill base. An example of this is the development of the national Heatwave Plan. Smaller health institutions and community organisations are less well equipped, often due to higher demands on fewer resources. Stakeholders identified skills such as STEM, sustainability, climate change science, climate change adaptation and risk assessment as the key skills that need to be addressed to begin developing climate change adaptation capacity (seen by comparing Figure 2.1 and Figure 2.2). Only once organisations understand the implications that climate change will have, will they be able to begin incorporating adaptation into service plans.
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Costello A, Abbas M, Allen A, Ball S, Bell S, Bellamy R et al., 2009. Managing the health effects of climate change. London: The Lancet, Vol 373, no. 9676, pp.1693733
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In the charity and community sector, funders are less aware of the importance of climate change adaptation, and while sustainable development is noted as an objective, climate change is mainly focused on mitigation. In a similar trend there is an observable lack of awareness of climate change and the potential impacts on their beneficiaries.
The NHS Sustainable Development Unit
The NHS Sustainable Development Unit (SDU) provides technical support to the NHS in the climate change field. This unit provides a strong platform on which to build sector specific climate knowledge and is also currently working with Climate Ready. The SDU published Adaptation to Climate Change for Health and Social Care organisations - Co-ordinated, Resilient, Prepared in 2012 which links to further sources of information and forums surrounding climate change and health. This provides the beginning of a firm learning adaptive capacity base to support future action. However, the unit is too small to be able to do so throughout the whole organisation and wider across the sector.
The NHS Sustainable Development Unit was established in 2008 to help the NHS become a low carbon and sustainable healthcare provider. Main priorities include: Acting as a source of leadership, expertise and guidance concerning sustainable development to all NHS organisations in England; Raising awareness of the actions and responsibilities that the NHS has regarding sustainable development and climate change; Helping shape NHS policy, locally, nationally and internationally to make sustainable development necessary and possible for every NHS organisation; Ensuring that best practice is evaluated and costed, and that mechanisms for implementation are made fully available to all NHS organisations; and Working in partnership with the NHS, government, 13 industry and the third sector to achieve the above.
The primary focus of this sector for this report is the NHS, although we recognise the wider scope of the health sector (i.e. private). A more holistic approach is being developed through the creation of the Health and Wellbeing Boards. These, as well as Health Education England which is currently being established, are expected to help push forward the climate change adaptation agenda. Health and Wellbeing Boards will be in a position to influence future community planning although there will be no capability within these to interpret climate data. However, given the right tools and information, they will be able to influence community planning which does not only cover health, but also local infrastructure for example. Health Education England will be a new body that will oversee all health education curricula. With support there is an opportunity for this organisation to be able to incorporate climate change and its risks to health into curricula, if it can be framed as an important issue for health and wellbeing. This includes supporting the development of a greater understanding of climate science and adaptation to inform leadership and management, risk assessment and business planning. The JRF is working to ensure that people or places facing poverty and disadvantage are not disproportionately affected by climate change, or by policy or practice responses to it. Their research on climate change and social justice seeks to: Fill gaps in knowledge Provide evidence on the social impact of climate change in the UK, in order to raise awareness Support the development of fair responses to climate change among policymakers, practitioners and communities undertaking mitigation and adaptation activity at a national and local level
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Sustainable Development Unit (2013) What We Do. Available at http://www.sdu.nhs.uk/about-sdu/what-we-do.aspx, last accessed 28th Jan, 2018
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Research such as this can play a pivotal role in improving the capacity of this sector to adapt to climate change risks. However, there are learning adaptive capacity development challenges, specifically associated with the communication, interpretation and integration of such information into effective action. Throughout the consultation exercise stakeholders highlighted the importance of continued awareness raising across the health and community sector. It was noted that many of the community members represented by this sector are more susceptible to climate change, e.g. people with disabilities, the elderly and vulnerable people. Many of the risks faced within this sector are the same as those for other sectors but there is a wide range of vulnerabilities which should be actively managed. Increased awareness of these vulnerabilities at a decision-making level is necessary to facilitate active management in planning and operations. For example, each NHS department has environmental targets, which may be an opportunity to integrate a climate risk management measure. In addition, vulnerable people may be more susceptible to the effects of a changing climate and may be less able to seek assistance. The financial implications of a changing climate have amplified effects on vulnerable members of society as they have fewer resources to adapt their homes, for example. Consideration of vulnerable communities should be firmly on the agenda of decision-makers and a raised awareness of the challenges and impacts on these members of society are identified as a priority. The development of the skills required to support climate change adaptation action is also identified as a priority. Partnership building, networking and communication skills, in addition to building on operational skills, are identified as important to be able to disseminate information and good working practices to their target departments and even other organisations. Stakeholders outlined that many organisations would like to see more web-based information on how climate change can affect them. Quite often they do not have the resources and time to allocate a member of staff to carry out the research, and information that is easy to access and understand would be extremely helpful to get them moving in the right direction. It was identified that it is often possible to find local expertise on the impacts of climate change, such as flooding or the effects of heatwaves, for example, either through local authorities or other organisations. Partnerships to help spread this knowledge should be a priority. Once this basic level of information is available senior and operation-level training should be offered (as above) to help discover why adaptation is important and how to carry out the work. More detailed training for specific staff, such as awareness of the impacts of climate change on mental health for care workers, will also be helpful.
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2.9.1
Support key organisations in developing awareness raising programmes and tailored training programmes Capacity building at a decision making level is a priority. For example, there is the potential that Climate Ready can provide greater resource capacity on the pioneering work being undertaken by the SDU and share with a wider audience. Climate change adaptation training or awareness raising programmes could be developed by organisations such as the JRF or NHS to support the integration of climate change adaptation into delivery and practices. These programmes will need to be tailored to specific contexts or may need more advanced capabilities such as a focus on building management systems. Stakeholders found that a priority action within the sector is to develop and improve E-learning courses and online tools available to members within the sector. Using remote training methods offers flexibility, has fewer restrictions to the number of participants who may attend the course, and can offer support to smaller organisations that may not have the capacity to undertake face-to-face training. Create and facilitate cross sector knowledge and skills sharing networks and partnerships The Strategic Health Asset Planning and Evaluation (SHAPE) for health professionals is a web-enabled, evidence-based application which informs and supports the strategic planning of services and physical assets across a whole health economy. SHAPE can be used to locate health and social care facilities and map clinical activity, public health and health inequality demographics. In support of the NHS climate change adaptation and resilience planning, SHAPE information could be overlaid with climate change risk information, such as Environment Agency flood risk mapping, to support the determination of vulnerability 14 to climate change risks. Working with organisations to build the skills necessary to be able to undertake such work in-house should be a priority.
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14
http://shape.dh.gov.uk/
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Greater access to communities of practice and expertise, for example peer support, is identified as a significant opportunity. These opportunities may be realised by other sectors such as community level environmental and climate change charities. For small community organisations the opportunity lies in greater communication, through increased networking or web and social media. This could be used to share stories and evidence of what a changing climate means for voluntary and charity organisations and successful management measures. Climate Ready may support the initiation of such networks through their own media or support of sector media. An example of this could be the promotion of JRF climate change adaptation research. Work with key sector institutions to integrate climate change adaptation into CPD, training and professional qualifications Professional institutions, such as British Dental Association, British Medical Association, General Medical Council and Health and Care Professions Council offer a significant role in leading knowledge in relevant medical fields. For those currently working within the sector, the role of CPD in building learning capacity is identified as a significant and effective tool. The support of such institutes in their academic and practical knowledge, and in their development of appropriate training is recommended. Climate Ready could provide guidance to support smaller community organisations with limited resources, either through signposting to tailored CPD initiatives or through partnering with community organisations with similar interests to build knowledge networks at a local scale. Work with universities and academic institutions to integrate climate change adaptation into sector specific undergraduate and postgraduate programmes Doctors and social care providers will need to be aware of and prepared for the implications that climate change can have on health, whether that is heatstroke during heatwaves or increased levels of stress and anxiety during flood events. Universities that offer courses from Adult Nursing to Medicine can therefore be encouraged to include climate change and adaptation into core modules to raise awareness. There is also the opportunity to engage with universities that provide Building Services Engineering degrees as these graduates will be managing the performance of the hospitals and surgeries that doctors and social care providers work in. Improving their knowledge of climate change risks will help ensure that buildings remain healing centres rather than overheat during heatwaves, for example.
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3. Conclusion
This analysis has identified the gaps for training needs across the seven sectors. Figure 3.1 summarises the recommendations and how they relate to the seven sectors.
Figure 3.1: Summary matrix of the recommendations made for each sector
Ec on om Au y th or He ity al th an d Re C o si mm li e nc un e ity Fo re st y an d
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nv iro
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Bu is in
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Support the development of internal training programmes tailored to specified context or specialist issues within the sector Create and facilitate cross sector knowledge sharing networks and partnerships Work with and promote key sector institutions and professinal skills to integrate of climate change adaptation into CPD and professional qualifications Work with universities and academic institutions to integrate climate change adaptation into sector specific undergraduate and postgraduate programmes Support sector sustainability websites in the communication of practical climate change adaptation information, knowledge and resources Train sector climate change adaptation advisors in key organisation Communicate sector specific climate change adaptation information to raise awareness Work with government bodies to develop the leaning capacity to integrate climate change adaptation into guidance Develop leadership awareness raising programs in partnership with key sector representative organisations Promote project management, commissioning and procurement strategies
Lo ca l
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Three recommendations that have uniformity across the sectors are: Create and facilitate cross sector knowledge sharing networks and partnerships A cross sectoral approach to addressing training needs is required. We propose that Climate Ready targets its resources on those areas where there is greatest capacity and willingness for cross sectoral working and knowledge sharing by: Organising national and regional workshops that bring together representatives of all sectors. These workshops need to be facilitated to ensure that knowledge can be shared across sectors and regions. Outputs would be demonstrable new partnerships, case studies and information about best practice. Commissioning a report to highlight cross sectoral knowledge, identify focal points and best practice. Case studies can be used to demonstrate best practice and benefits of working across sectors.
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Work with and promote key sector institutions and professional skills to integrate of climate change adaptation into CPD and professional qualifications The professional bodies that represent sectors are pivotal to ensuring that new concepts and ideas are taken up by their professions. The continuing professional development function of these bodies provides the perfect vehicle for incorporating adaptation training into career pathways of junior and established staff. Identify the Professional Institutions that represent the sectors and provide them with information about what functions Climate Ready can perform and the results of this project. This can be done by arranging one to one meetings with the Educational Leads of the identified Professional Institutions to open dialogue and inform them about the role of Climate Ready. Construct case studies which demonstrate the most effective methods for incorporation of climate change adaptation into professional development. Currently IEMA and CIWEM are starting the internal dialogue on how this can be undertaken. Facilitate development workshops with the Professional Institutions to demonstrate the need for inclusion of climate change adaptation into CPD. This will need to be supported by clear evidence of the risks associated with climate change. Work with universities and academic institutions to integrate climate change adaptation into sector specific undergraduate and postgraduate programmes Universities and further educational institutes provide specialised degree courses tailored to specific areas and sectors. There is clearly a need to demonstrate to the Higher Educational Sector that there is a downstream demand for courses to contain teaching about climate change adaptation. Working with the professional institutions, engage Higher Educational institutes to demonstrate the need for climate change adaptation to be mainstreamed across courses. This would need to be framed around the requirements of CPD. For example, IEMA is including climate change adaptation modules in response to changing EU policy.
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The seven following recommendations had a more fragmented distribution across the sectors. These have been ranked in order of priority in terms of impacts and knowledge of sector. Communicate sector specific climate change adaptation information to raise awareness Knowledge of climate change adaptation across all sectors can be seen as limited (see results of survey). There is often confusion in terminology, for example between the use of mitigation and adaptation. We recommend, therefore, that Climate Ready distils the results of the UK Climate Change Risk Assessment into easily accessible terminology and makes it widely available. This work should be targeted more specifically at those sectors which demonstrate the lowest levels of understanding. Develop leadership awareness-raising programmes in partnership with sector representative organisations The role of individuals as motivators and leaders cannot be understated. Leadership qualities are required at all levels within an organisation; however it is the top down approach which has been demonstrated to yield most success. For example when the Chief Executive of an organisation recognises an action to address an issue there is generally acceptance throughout an organisation. We recommend: Working across government, for example with Defra, DoH, Decc, Bis, to identify key individuals likely to lead climate change learning and adaptation. These individuals are likely to include business representatives, civil servants and politicians; Facilitate the development and delivery of formal briefing sessions on climate adaptation, which should include information about why climate change adaptation is important to their organisation or sector, and the economic benefits of adaptation. Work with government bodies to develop the learning capacity to integrate climate change adaptation into guidance It has been shown that organisations respond to government advice and regulation. By influencing the relevant government bodies policy measures can be implemented that subsequently have a wide impact. This requirement was only identified with the infrastructure and built environment sectors, this however is economically important as well as being responsible for long term decisions. We recommend that dialogue with the relevant government departments and agencies is initiated. We recommend that Climate Ready, therefore, produces an engagement strategy for identifying and targeting key stakeholders in the infrastructure and built environment sectors. Train sector climate change adaptation advisors in key organisations Many organisations now have leads on sustainability, typically with an internal role focusing on mitigation issues. With these existing posts Climate Ready has an existing focal point. We recommend that Climate Ready therefore: Builds a database of Sustainability Leads, focussing initially on Agriculture and the Business sectors and provides targeted electronic information to these focal points about adaptation and surrounding issues.
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Organises training workshops for those responsible for adaptation, focussing primarily on the private sector as this is where we identified the highest skill deficit (see results for example). Support the development of internal training programmes tailored to specified contexts or specialist issues within the sector The Natural Environment and Health sectors have both developed on-line training tools for staff. These have been designed to meet specific applications. These training materials are provided by a web interface and can be easily disseminated to large numbers of staff. There is a requirement for support with the further development and enhancement of these programmes. We therefore recommend: Climate Ready provides tailored support to the organisations that have already developed training programmes. This will be to enhance the materials available, provide and ensure consistence use of terminology. Develops generic online training materials that can be easily modified for use across all sectors with supporting advice and best practice examples. Support sector sustainability websites in the communication of practical climate change adaptation information, knowledge and resources There are many websites on sustainability but few of them deal explicitly with climate change adaptation. These web sites are often managed by key stakeholder organisations with a wide and diverse audience, they provide an ideal platform to distribute information and raise awareness about climate change adaptation. We recommend that Climate Ready identifies the most relevant partners with the best sector representative websites. Working with these websites, specific tailored information on climate change adaptation can be provided by Climate Ready with links to other suitable resources, for example sector specific case studies. This information could then be used to provide generic resources which can easily be modified and tailored to other sectors. Promote project management, commissioning and procurement strategies Promote project management, commissioning and procurement strategies. Any organisation is required to manage their supply chain to ensure business continuity and operation. The larger the business the greater the leverage they have to control the behaviour of suppliers. Many organisations have not effectively addressed how well their procurement strategies have built in adaptation to climate risks. We recommend that Climate Ready communicates with all organisations the capacity available to support climate change adaptation. This capacity is often found in external third party organisations, such as Universities, government agencies and consultancies.
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Appendices
Appendix A. Appendix B. Appendix C. Appendix D. The Issue of Learning Adaptive Capacity ________________________________________________ Overview Sector Adaptive Capacity ____________________________________________________ Summary of Online Survey Findings____________________________________________________ Overview of Interview and Workshop Issues Raised _______________________________________ 44 49 62 99
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Appendix A. The Issue of Learning Adaptive Capacity

A.1.
Introduction
The UK is becoming increasingly vulnerable to changes in weather extremes as a result of climate change. In response to the current and projected climate, actions are required to manage this increasing vulnerability in the form of climate change adaptation. Climate change adaptation refers to adjustments or changes in decision environments, which work to enhance resilience or reduce vulnerability to current or 15 projected changes in climate or their effects, or which moderate harm or exploit beneficial opportunities. 16 In working to manage such risks, climate change adaptation can be categorised into initiatives that either: Deliver adaptation actions Deliver direct actions that help to reduce vulnerability to climate risks or to exploit opportunities Build adaptive capacity Initiatives that build capacity to adapt, creating the information (research, data collecting and monitoring, awareness raising), support social structures (organisational development, working in partnership, institutions), and support governance (regulations, legislations, and guidance). Capacity building actions are a fundamental foundation of delivering adaptation actions. A key aspect of capacity building is to develop the skills and knowledge to support climate change adaptation activities, through information sharing, learning, training and development. Learning capacity is important, highlighted by evidence that the UK does not have adequate skills to adapt some of the vulnerable sectors. For example decision-makers need to learn how to interpret and use climate change adaptation information, particularly the UKCP09 projections, which will require appropriate training.
A.2.
Requirements for Adaptive Capacity Building
Developing a successful response to climate change risks will depend on individuals and organisations from different sectors preparing for a changing climate not only in the long term but also in the short and medium term. This requires a strong unifying vision, scientific understanding, openness to face challenges, develop solutions, stakeholder involvement and commitment at the highest level. The development of climate change adaptation skills, training and knowledge can support the building of an adaptive capacity which can provide the base from which these decisions can be made. However, this requires recognition of the necessity to adapt, knowledge about available options, the capacity to assess them, and the ability to implement the most suitable ones.
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Adger et al (2007) Assessment of adaptation practices, options, constraints and capacity. Climate Change 2007: Impacts, Adaptation and Vulnerability. Contribution of Working Group II to the Fourth Assessment Report of the Intergovernmental Panel on Climate Change, Parry et al Eds., Cambridge University Press, Cambridge, UK, 717-743. http://www.ukcip.org.uk/essentials/adaptation/adaptation-types/
16
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Decision-makers need to develop their understanding of the aspects of climate change that affect their sector or area of work. Individuals and organisations however do not necessarily need to be experts in climate change science and adaptation to have the capacity to implement effective adaptation decisions. An understanding of the key issues, limits and barriers, and opportunities can adequately inform decisionmakers to incorporate climate change adaptation into policies, plans and programmes within their own 17 sector. In order to provide decision-makers with the skills, training and knowledge to adapt to climate change the scientific and research community is also required to develop and communicate climate change science in an accessible way that directly informs policymaking. In the UK a number of scientific and research organisations are working to support climate change adaptation activities. For example the UK Climate Impacts Programme (UKCIP) coordinates and influences research into adaptation, and shares the outputs 18 in ways that are useful to stakeholders. This role is now undertaken by the Environment Agencys Climate Ready Service. In addition to this, the UK Climate Projections (UKCP09) have been developed to provide climate information and data designed to help those needing to plan how they will adapt to a changing climate. UKCP09 reflects our best understanding of how changes in the global climate system will manifest themselves in the context of the UK. These scenarios aim to provide greater spatial and temporal detail and more information on uncertainty than pervious climate scenarios in order to allow for improved 19 consideration of such information in decision-making. Effective interpretation and understanding, however, of UKCP09 scenarios in decision-making require the appropriate skill, knowledge and training which many organisations are unlikely to possess or require.
A.3.
Understanding Sectoral and Organisational Learning

20
Challenges in developing climate change adaptation responses include: Decision-making under uncertainty Managing the complexity of the issue of climate change Path dependency and integration of climate change adaptation initiatives Understanding of the equity and efficiency of climate change adaptation responses These challenges are an unavoidable aspect of climate change adaptation, yet rather than preventing action, appropriate knowledge, skills and training can allow for the consideration and management of these issues to support robust planning and decision-making. There are also barriers to developing these learning capabilities: As identified by the Intergovernmental Panel on Climate Change (IPCC) 4th Assessment Report (AR4), informational and cognitive barriers complicate the issue and further limit to climate change adaptation responses. Awareness of issues, knowledge, personal experience, and a sense of urgency of being personally affected can constitute a necessity to respond but alone are consider insufficient to support the implementation of changes in policy 21 and decision-making.
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UNISDR et al (2011) Climate Change Adaptation and Disaster Risk Reduction in Europe: A Review of Risk Governance http://www.ukcip.org.uk/about-ukcip/ Murphy et al (2009), UK Climate Projections Science Report: Climate change projections. Met Office Hadley Centre, Exeter. The Royal Commission on Environmental Pollution (2010) Adapting Intuitions to Climate Change Adger et al, 2007: Assessment of adaptation practices, options, constraints and capacity. Climate Change 2007: Impacts,
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Perceptions of risk, vulnerability, motivation and capacity to adapt can support response to climate change risk. However, these perceptions can vary among individuals, groups, and organisations. These informational and cognitive barriers are explored further in Table A.1.
Table A.1: Informational and cognitive barriers to climate change adaptation
Knowledge of climate change causes, impacts and possible solutions does not necessarily lead to adaptation There is an assumption that providing individuals with scientifically sound information will result in information assimilation, increased knowledge, action and support for policies based on this information. Individuals interpretation of information is mediated by personal and societal values and priorities, personal experience and other contextual factors. As a consequence, an individuals awareness and concern either do not necessarily translate into action, or translate into limited action. Perceptions of climate change risks are differ. Climate change can induce different responses influenced by trust in others such as institutions and collective action resulting in adaptive, non-adaptive, and maladaptive behaviours. Individuals also prioritise the risks they face, focusing on those they consider rightly or wrongly to be the most significant at a particular point in time. Furthermore, a lack of experience of climate-related events may inhibit adequate responses. Although concern about climate change is widespread and high amongst UK society, it is not here and now or a pressing personal priority for most people, in comparison to issues such as the economic recession. Strong instinctive reactions towards the risk of climate change are needed to provoke adaptive behavioural changes. Perceptions of vulnerability and adaptive capacity are important. Those who perceive themselves vulnerable to certain environmental to risks also perceive themselves to be more at risk from other environmental hazards of all types. Furthermore, perceptions of those vulnerable to risks of the barriers adaptation limit adaptive actions, even when there are capacities and resources to adapt. Appealing to fear and guilt does not motivate appropriate adaptive behaviour. Appealing to fear and guilt does not succeed in fostering sustained engagement with the issue of climate change. There is also public confusion when scientific arguments are contrasted in a black-and white, for-and-against manner. Calls for effective climate-change communication have focused on conveying a consistent, sound message, with the reality of anthropogenic climate change at its core. This, coupled with making climate change personally relevant through messages of practical advice on individual actions, helps to embed responses in peoples locality. Visualisation imagery is being increasingly explored as a useful contribution to increasing the effectiveness of communication about climate change risks. Source: Adger et al. (2007)22
To build adaptive capacity the learning needs to be integrated into the organisational culture and values. However, the challenge for many organisations is that they do not posses the internal skills, training and 23 knowledge to develop the tools or methods required. Skills, training and knowledge that could support organisations in managing climate change risk may include: Research and science Climate change science and adaptation Sustainability and sustainable development Sector specific technical knowledge Policy and organisational awareness Facilitation and communication Leadership, management and negotiation Networking and partnership formation Risk assessment and evaluation Business planning Project management STEM Science, Technology, Engineering and Maths Planning
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Adger et al, 2007: Assessment of adaptation practices, options, constraints and capacity. Climate Change 2007: Impacts, Adaptation and Vulnerability. Contribution of Working Group II to the Fourth Assessment Report of the Intergovernmental Panel on Climate Change, Parry, O.F. Canziani, J.P. Palutikof, P.J. van der Linden and C.E. Hanson, Eds., Cambridge University Press, Cambridge, UK, 717-743. The Scottish Government (2009) Scotlands Climate Change Adaptation Framework
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Individuals limit an organisations ability to adapt if they are untrained or lack awareness. Climate change adaptation requires the right number of people with the right skills, knowledge and training to support the management of risks presented across a variety of professions and sectors. Understanding organisational learning, in relation to why and how sectors and organisations change their behaviour, is a key consideration in developing adaptive capacity. Determining how different organisations learn from direct experience, how they learn from others and how they develop conceptual frameworks for interpreting that experience all can help shape capacity building responses. Research by the Tyndall Centre for Climate Change Research characterises organisational learning into the following processes: Operating routines: Means by which organisations carry out activities by matching appropriate procedures to situations, including rules, procedures, strategies, technologies, conventions, cultures and beliefs. These routines have been selected as being advantageous through a process of experience and learning. Routines can be modified when the organisation experiences situations where appropriate procedures have not yet been developed, when existing routines prove to be unsuccessful, or when alternative routines offer greater advantages. In these situations, routines are adapted. However, modification requires effort and specific capabilities to implement. Operational and dynamic capabilities: Operational capabilities are those that enable a firm to carry out its routine business activities; and dynamic capabilities enable a firm to change and adapt operational activities including the ability to integrate, build and reconfigure internal and external competencies and routines. Signalling and interpretation: Routines change in response to direct organisational experience. However, this needs to be initiated by a signalling mechanism that allows for recognition that existing routines are inappropriate or ineffective. Experience and evidence can prompt changes in routines, however this may fail to be recognised and interpreted as significant due to issues such as scarcity of evidence, blindness to evidence, and uncertainty. Experimentation and search: Organisations initiate changes in routines through trial-and-error experimentation and exploration and research of alternative ways of response. Evaluation and integration of options: Options are exposed to an evaluation process that identifies a subset deemed appropriate and legitimate for the organisation to implement. Ambiguity in options and their performance can limit selection. Also the evaluation process for new or reconfigured routines can be a resource-intensive process. Feedback and iteration: Once routine has been established, evidence from experience will continue to validate it through feedback, showing whether the response is effective.
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Scheraga and Grambsch (1998) Risks, opportunities, and adaptation to climate change. Climate Research, 10, 8595. Tyndall Centre for Climate Change Research (2004) Business and Climate Change: Measuring and Enhancing Adaptive Capacity
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Responses that effectively support and build on organisational learning can include: Enhancing knowledge of internal leadership: To support the consideration of integration of climate change adaptation within plans, policies and programmes, an understanding of the issue of climate change adaptation needs to be developed by senior personnel, teams and other individuals who are likely to take responsibility for adaptation. Ensuring relevant people are equipped and supported to manage climate change risks: Raising awareness and providing the skills, knowledge and training to help people understand how climate change can affect their organisation and respond. Encourage effective working with partners: Work collaboratively and share information and best practice to improve sector adaptive capacity. Encouraging innovation: Encouraging innovative (non-standard) approaches to problems
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Appendix B. Overview Sector Adaptive Capacity

B.1.
Introduction
As the level of vulnerability to climate change for key sectors will vary, so will their capacity to adapt to such risk. Even within these sectors organisational adaptive capacity can be different, particularly in relation to their climate change adaptation skills, knowledge and training. We reviewed some of the recent literature on each of the sectors, in order to better understand the challenges.
B.2.
Natural Environment
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As identified by the UK Climate Change Risk Assessment (CCRA) the adaptive capacity of the natural environment sector could be improved. The natural environment is typically complex, multi-scale and dynamic with complex interdependencies across all other sectors. Knowledge of functions and services is incomplete and guided by data from the past and limited modelling exercises which is only likely to provide a partial guide to future responses. An example of an organisation that has a relatively high capacity would be Natural England. It has committed to developing strong evidence base, through learning and training in order to provide the public and industry with best practice examples and advice on how to integrate climate change principles into their planning developments. To promote a common level of understanding of climate change issues among Natural England staff a bespoke web-based training course was developed covering an introduction to climate science, as well as including modules on adaptation, mitigation and communicating climate change. More detailed climate change training for specific groups of staff, such as land management advisors, is expected to follow (these are then the people who will then be able to interpret the relevant evidence base effectively and provide the most appropriate land management advice). Natural England is also working to build positive, effective partnerships with other sectors through a shared understanding of the way in which the natural environment underpins our economic and social development. Examples of partnerships with other authorities include: 27 Responding to the impacts of climate change on the natural environment in the Broads, 28 The development of climate change adaptation indicators for the natural environment Ideally, best practice like this would be disseminated to other organisations. However, current structures across government and other interested agencies hinder opportunities to share information, particularly from national to regional to local scales. Effective climate change adaptation will require a better use of organisational resources to share knowledge and use it to improve adaptive capacity.
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DEFRA (2012) UK Climate Change Risk Assessment: Climate Change Risk Assessment for the Biodiversity and Ecosystem Natural England (2009) Responding to the impacts of climate change on the natural environment: The Broads Natural England (2010) Climate change adaptation indicators for the natural environment
Services Sector
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Stakeholders identified that there are limits on staff resources to scope and implement adaptation actions, together with an often more pressing requirement to deal with short-term requirements. There is also a general reluctance to revisit or change working practices and procedures particularly where they have been established through cross-agency and cross-sectoral agreement and with land managers. A more flexible approach that is regularly reviewed is also required, rather than fixed conservation objectives that may prove unsustainable in the long term or lack a strong evidence base. A major challenge for this sector is to allow for better representation of the complexity of the natural environment. Research has often been focused upon an individual species, location or habitat type. The development of Ecosystem-based Adaptation (EbA), which is in its early stages, can improve understanding of the many interactions within the natural environment, and their links to the human environment. In support of such future activity the Natural Environment sector must develop more advanced learning adaptive capacity such as communication, leadership, facilitation, partnership building and networking.
B.3.
Agriculture and Forestry
Agriculture and forestry businesses face a high degree of uncertainty associated with climate change risk. This is a significant challenge to these businesses; however, risk management is fundamental to the sustainability of the sector. Attitudes towards climate change in the agriculture and forestry sector are mixed due to the uncertainty of the effect climate change is having. However, awareness and concern of climate change impacts does not directly result in the implementation of action to adapt or become more resilient to change. Actions and views on climate change in the agriculture sector can be driven by short term impacts, such as extreme weather events. Decision-making is mostly reactive in how climate impacts are managed, although some agricultural management decisions positively address climate change and include: Maintaining good water quality Conserving water resources Conserving soils and nutrient management. Those in the sector are more willing to act and change when presented with clear and simple information 29 which presents the cost and benefits of adopting alternative management practices. B.3.1. Agriculture
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As illustrated by the UK CCRA , agricultures adaptive capacity is characterised by: Decision timescales: Decision timescales for climate change are beyond the normal planning horizon of much sector activity, such as crop rotations and machinery replacement cycles, therefore few of the shorter-term decisions made now may become long term maladaptation. Climate change impacts from the 2030s onwards may, however, be experienced within the lifetimes of some important longer-term decisions, leaving them potentially subject to maladaptation. These include irrigation, water storage, crop storage, land acquisition, drainage, and long term forestry.
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HM Government (2012) UK Climate Change Risk Assessment: Government Report DEFRA (2012) UK Climate Change Risk Assessment: Climate Change Risk Assessment for the Agriculture Sector
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Activity levels: Management practices are always changing. This provides regular opportunities to put in place adaptation measures and learn by doing so. Maladaptation: Decisions taken now may influence their potential for maladaptation, within this sector and with other sectors. Sector complexity: There are around 300,000 farms in the UK, ranging from international agribusinesses to family farms, and from outdoor cultivation to indoor livestock. Although farmers are often able to act independently to modify their management techniques, collaborative action can be needed for longer term adaptation as they are influenced by EU level agri-environment policies (e.g. Single Farm Payments). Organisational adaptive capacity of the agriculture sector varies significantly, since each farmers approach varies according to size of the farm or estate, culture, focus of the business and a range of other influences. Price fluctuations for both inputs and outputs are substantial, driven by events well outside the control of the business, and annual weather variation is unavoidable. Underlying changes in the farming systems occur regularly. The typical arable farm is very different from the farms of the 1970s, themselves vastly different from the farms of the 1930s. Technological developments have revolutionised farm machinery, economic developments have led to the dominance of supermarkets as buyers in many sectors, and political developments have periodically reversed the support mechanisms. Within this context of major underlying change, adapting to climate change has been described by some farmers as just one more thing, and has a low priority for businesses in the sector. Adaptive capacity can, however, vary significantly. Many of the horticultural businesses for example are 31 highly innovative and can adapt quickly , while small family run units in marginal farming areas are likely to have fewer resources to draw on to implement adaptation measures. While skills such as risk management and business planning are already strong for this sector, they are mainly used for short-term planning rather than for long-term adaptation, such as investing in irrigation systems that will be adequate in future summers or planning to change crops in the long-term which may require different machinery. Raising awareness of this will be beneficial and could be carried out through partnership building and networking so that lessons can be learned and passed on to others efficiently. Support in developing capacity to adapt in the farming sector is being provided from a variety of sources: The NFU and others (including the Environment Agency and Defra) have been working to promote cooperation of the type necessary to address common water issues, for example by supporting Water Abstractor Groups. Defras sub-programme Climate change impacts and adaptation in agriculture aims to estimate the likely impacts of climate change on agriculture (both production and ecosystem services) and its ability to adapt, and thence to inform policy development on adaptation to climate change. A review of research on options for adaptation to climate change in agriculture, forestry and land management was undertaken in 2007/08, which pulled together results from a long running programme on the prediction of impacts and adaptation in agriculture, as well as more recent work on the impacts of extreme events on UK agriculture. Adaptive capacity will also be enhanced by government support for training, variously provided across a range of funding mechanisms. Programmes such as the BBSRC Advanced Training Partnerships bring
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DEFRA (2012) UK Climate Change Risk Assessment: Climate Change Risk Assessment for the Agriculture Sector DEFRA (2012) UK Climate Change Risk Assessment: Climate Change Risk Assessment for the Forestry Sector
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farming companies together with research and training organisations. While not yet directly related to climate change adaptation, such programmes provide a resource that can be used to assist it in the future. There are a number of measures available under the Rural Development Programme for England help farmers adapt to climate change. From 1 January 2012, the new Farming Advice Service offers a onestop-shop to farmers needing advice on a number of subjects, including adaptation to climate change, 33 which will help raise farmers awareness of the challenges. B.3.2. Forestry
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As illustrated by the UK CCRA , the forestry sector is characterised by strong lead organisations (e.g. the Forestry Commission) and large landholdings (i.e. woodland owned by the Forestry Commission) as well as a large proportion of UK forest that is owned by multiple small landowners. As demonstrated through a range of climate change capacity building actions dating back to 1990, the forestry sector needed to consider long timescales in its planning processes. The adaptive capacity of the forestry sector is characterised by: Decision timescales are generally long due to the long growing period and lifetime of trees. Trees planted today need to be capable of surviving in future climatic conditions. However, trees that are planted to survive future climatic conditions must also be able to survive under current conditions. Barriers: uncertainty; long time-frame of tree growth and low levels of planting, providing a maximum of 0.5% of the total woodland area a year open to adaptation; conservative attitudes and tradition; and a lack of information. Maladaptation may be an issue in the future as the long decision lifetimes mean that tree species planted decades ago may be maladapted to future climate conditions (for example growing Beech trees in southern England, and more recently issues with Ash die back, Chalara fraxinea). The potential magnitude of impacts relating to climate change requires further research in order to be better 35 understood, which the Forestry Commission has begun . Research into climate change impacts is being driven by the devolved government administrations, and senior management and policy development takes climate change into account. Initiatives are in place to integrate climate change adaptation into normal forestry management practice, though there is work to do to accomplish this. While it is presently hard to assess adaptive capacity in privately owned forests and woodland (due to the wide range of types and sizes of owners), the sector in general has a high level of awareness and adaptive capacity. There is the potential to develop skills such as communication and networking to disseminate information gathered by larger organisations to private owners.
B.4.
Built Environment
Land use planning faces difficult trade-offs between climate change and other shorter-term priorities. There is limited evidence that local authorities are taking account of long-term costs when deciding on the strategic location of new developments. This suggests that a strategic approach is needed to manage vulnerability at community and individual property scale.
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HM Government (2012) UK Climate Change Risk Assessment: Government Report DEFRA (2012) UK Climate Change Risk Assessment: Climate Change Risk Assessment for the Agriculture Forestry Commission (2010) Climate Change: Impacts and Adaptation in Englands Woodland. Available at http://www.forestry.gov.uk/pdf/FCRN201.pdf/$FILE/FCRN201.pdf, last accessed Jan 14, 2013
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There has been variable uptake of adaptation measures at the property level in development applications. Nearly all applications in areas of river and coastal flood risk included adaptation and around half the applications in areas of surface water flooding risk included adaptation. Other climate risks, for example 36 heat stress and overheating, are not as widely considered within development applications. Buildings and developments are a priority area for adaptation. Decisions concerning the design, construction and renovation of buildings are long lasting and potentially costly to reverse. The Government has taken some action to address the climate risks facing the residential sector and generally focusing on new developments. This is because it is more economical to include adaptation measures at the time of 37 construction than to retrofit them later on. Uptake is higher for flood resilience and water saving 38 measures than for measures to reduce the risk of overheating (without resorting to air-conditioning). Limited evidence for the uptake of adaptation measures in existing homes has been found and identified, which can be attributed to the fact that there is less regulation. There are around 26 million homes in the UK, and around 85% of them are expected to still be in use in 2050. These homes were at best designed to be resilient and suited to the climate of recent decades and earlier, rather than future climate. The uptake of cost effective measures to reduce the scale of climate change impacts on the current housing stock is low because: there is a general lack of awareness; limited availability of skilled installers; pay back periods 39 are relatively long, and there are concerns about inconvenience. Sufficient incentives are, therefore, required for householders to take action. The adaptive capacity of the built environment sector is low, although it is slightly higher for new build. In building projects, capital cost and mandatory standards imposed by regulation are the most important drivers for decision-making. Adaptation actions must bring in cost-savings to be put forward for retrofit 40 projects. Capital versus lifecycle cost of a project is rarely considered. For many stakeholders (especially those being built for lease and rent), the issue of climate change is external to return on investment in the current economic climate. However, businesses which position themselves as the first movers in developing and testing adaptation strategies for new and existing 41 buildings should have a significant competitive advantage in the future. Research and innovation is underway, but as with the Natural Environment sector, innovation is focused on 42 single technologies or materials and it is difficult for a non-expert to be able to access this kind of information. Adaptation in the Built Environment sector will require more technical knowledge by designers, architects and planners, as well as training for engineers and installers. The relevant Trade Associations (from the Association of Plumbing & Heating Contractors to the National Federation of Roofing Contractors for example) could be engaged with to help raise awareness or even provide training. Improved communication skills and partnership building would also be helpful.
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DEFRA (2012) UK Climate Change Risk Assessment: Climate Change Risk Assessment for the Built Environment Sector BRE (2012) TSB Research Project. Design for Future Climate Developing an Adaptation Strategy, Admiral Headquarters, Cardiff. Available at http://www.bre.co.uk/filelibrary/pdf/projects/D4FC.pdf, last accessed Jan 14, 2013 DEFRA (2012) UK Climate Change Risk Assessment: Climate Change Risk Assessment for the Built Environment Sector House of Commons Environmental Audit Committee (2010) Adapting to Climate Change BRE (2012) TSB Research Project. Design for Future Climate Developing an Adaptation Strategy, Admiral Headquarters, Cardiff. Available at http://www.bre.co.uk/filelibrary/pdf/projects/D4FC.pdf, last accessed Jan 14, 2013 DEFRA (2012) UK Climate Change Risk Assessment: Climate Change Risk Assessment for the Built Environment Sector A list of what BRE is involved in can be found on their website at http://www.bre.co.uk/page.jsp?id=1849, last accessed Jan 14, 2013
38 39 40
41 42
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B.5.
Infrastructure
Research has shown and the impacts of observed events have demonstrated that climate change will have significant implications for infrastructure. As infrastructure assets have long operational lifetimes they are 43 sensitive not only to the existing climate, but also to climate variations over the decades of their use. The UKs existing infrastructure is already vulnerable to todays climate and climate change is expected to increase this vulnerability. Infrastructure is fundamental to how our economy and society operates. Infrastructure sectors are increasingly interconnected, which means failure in one sector can quickly lead to problems in others. Improved resilience to climate risks is required, therefore, to protect against cascade failure over the longer term. Managing national infrastructure is a systems issue, requiring collaboration, planning and sharing of information between all sectors. Systems resilience, rather than sector resilience, is required to adapt to climate change. Current geographical and organisational boundaries need to be overcome by culture and any other available levers to build a picture of the state of the entire infrastructure system and local 44 subsystems. More highly-skilled engineers able to deal with complex infrastructure systems will be needed to develop and implement adaptation measures (this would require new engineers to be sufficiently trained and existing engineers to have training or professional development to update their skills set). Adaptation, mitigation measures, and the demands of a growing population and economy all make demands on engineering capacity. There is a need, therefore, to balance these demands and expand capacity. Developing engineering expertise in adaptation will create marketable engineering skills and solutions for export. The expected impacts of climate change in the UK will lead to conditions no more extreme than those currently experienced and dealt with elsewhere in the world. Technologies for adaptation exist in many of these locations, and given that many UK engineering firms, particularly within civil engineering, have worldwide experience, there are good opportunities to learn from both technologies and regulatory frameworks overseas. The challenge is to build the necessary partnerships and information sharing networks to be able to efficiently spread knowledge. Engineers need to develop further their ability to use probabilistic methods and flexible solutions to deal with complex risk scenarios. Promoting these skills is essential, as is using modelling techniques and the methods of scenario planning. The professional engineering bodies (The Institution of Structural Engineers for example) should lead on promoting and developing skills in systems thinking within the workforce. Research and experiences from each sector need to be shared. A catalogue of the key standards and process of coordination to bring together the existing knowledge would be beneficial in supporting planning and investment more effectively. As with the Built Environment sector, a lot of research is being done thoroughly but with almost no coordination and information dissemination.
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HM Government (2011) Climate Resilient Infrastructure: Preparing for a Changing Climate Environment Agency Climate Ready Support Service (2012) Infrastructure
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There must be coordination of various adaptation investments, research and other activities in order to avoid duplication of work, and to ensure results are disseminated. This depends in turn on 45 common means for defining resilience and classifying vulnerabilities. B.5.1. Energy Infrastructure
The adaptive capacity of energy infrastructure will need to be able to consider risks over many decades and establish pathways to manage uncertain impacts over extended periods. The energy sector is large and includes many different industries and it is unclear whether organisational adaptive capacity is sufficiently advanced to take advantage of anticipated opportunities and threats to adapt. As determined by 46 the UK Climate Change Risk Assessment, the adaptive capacity of the energy sector is characterised by: Decision timescales are often long, particularly for generation companies, with new power stations expected to last many decades. This presents a challenge for adaptation as decisions must take into account the uncertainty related to potential climate change impacts in the future. Activity levels are set to rise, with much capital expenditure being expected over the next decade. This provides an opportunity for relatively low-cost adaptation to take place. The high level of activity that is just about to begin makes any existing maladaptation (e.g. to flooding) less of an issue than it otherwise might be. However, if these opportunities to adapt are not taken and seriously maladapted infrastructure results, change is likely to become much more difficult for several decades. While the overall sector is complex, the complexity of differing sub sectors is relatively low, with relatively few large companies with long-established working relationships with each other and with regulators, etc. More than 50% of electric utilities companies have carried out a physical risk assessment on climate change while other energy companies report lower activity. There is a suggestion that there is a surprisingly low level of capacity within the sector when considering access to capital and the effects of 47 climate change on the energy sector. Electricity distribution companies, however, are reported as being well advanced with their adaptation programmes. Skilled resources, particularly technical, are an ongoing concern for many companies. For example, National Grid plc uses Internships, Years in Industry, Industrial Placements, Sponsored Students, and Graduate and Foundation Engineer programmes to help find new staff and develop its future capacity. The 48 resource from these programmes also assists to satisfy current business requirements. B.5.2. Transport Infrastructure
Operation and maintenance of the UKs transport networks is vulnerable to weather, with the greatest risks for all modes posed by individual extreme weather events (e.g. windstorms and flooding). The transport system in the UK is vulnerable to climate change as extreme weather events increase in frequency and magnitude. Analysis of the three transport authorities (Highways Agency, Network Rail and Trinity House)
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Engineering the Future (2011) Infrastructure, Engineering and Climate Change Adaptation Ensuring services in an uncertain future DEFRA (2012) UK Climate Change Risk Assessment: Climate Change Risk Assessment for the Energy Sector DEFRA (2012) UK Climate Change Risk Assessment: Climate Change Risk Assessment for the Energy Sector
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National Grid (2010) Gas Transmission and Distribution UK: Climate Change Adaptation Report
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Adaptation Reporting Power Benchmark Reports suggests that there is a focus on risk analysis rather than risk management and adaptation planning. Further work on the interdependencies of climate change risks is required, together with training to fully understand climate risk assessment 49 methodologies. Developing the right skills is an important element of adaptation within the transport sector, alongside the requirements for low carbon skills. The skills for delivery of effective adaptation are likely to be relevant to all transport modes, and be specialisations or extensions of existing technical disciplines such as climate 50 and environmental science, risk management, surveying, planning and engineering. B.5.3. Water Infrastructure
In the UK, pressures in the Water sector are increasing due to changes in climate and land use, and a rising demand for water. The water industry and its regulators have a high level of understanding of climate change risk and the implications that climate change has, for example on the sectors flood resilience and 51 52 water supply: For over 15 years, the potential risks of climate change have been considered in water companies Water Resources Management Plans (WRMPs). The planning horizon on security of supply is currently 25 years and this has played a key role in increasing the sectors ability to adapt to climate change. However, water companies have a strong understanding of resource issues beyond a 25-year horizon. As part of the five-year planning process, regulators have provided advice and guidance on appropriate ways of including climate change within the plans, which also consider other factors impacting the provision of water services, such as changes in demand, population growth and environmental legislation. Water companies in England are reporting authorities for Adaptation appointed in response to the Climate Change Act (2008). As such, they are required to prepare reports detailing assessments of current and future climate risks that they have undertaken on their assets, as well as potential adaptation options. If the sector is to further increase its ability to adapt to climate change, the following are particular priorities: Developing a better understanding of water quality and asset deterioration issues; Developing a better understanding of biodiversity issues; Ensuring that more decisions about water take account of water security beyond the regulated period of 25 years; and Better understanding of future urban development and land use change. These priorities will require specialist knowledge to carry out any additional research and information gathering which is often carried out by UK Water Industry Research. However, it is important for this information to be shared with other water companies perhaps facing the same issues. It is important that the developing competition agenda does not prevent the industry from acting as one which Ofwat can enforce. Skills in risk management and business continuity planning need to be expanded to include risks beyond the usual 25 year period.
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DEFRA (2012) UK Climate Change Risk Assessment: Climate Change Risk Assessment for the Transport Sector Department for Transport (2010) Climate Change Adaptation Plan for Transport 2010-2012: Enhancing resilience to climate change DEFRA (2012) UK Climate Change Risk Assessment: Climate Change Risk Assessment for the Water Sector Ofwat (2011) Summary of a Hydraulic Modelling Exercise Reviewing the Impact of Climate Change, Population and Growth in Impermeable Areas up to Around 2040
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A key challenge with respect to adaptation is the lack of clear evidence regarding water quality changes resulting from complex interactions between land-use change, aquatic ecosystems and climate change. Areas where further investigation is needed also include: The environmental impacts of drought; Incentives and mechanisms to encourage water trading between water companies; Mechanisms to encourage increased efficiency in water use; The impacts of changes in water demand on river flows. The research should also strengthen information sharing, whether that is sharing research results between water companies or sharing information on successful engagement techniques from other countries or sectors.
B.6.
Business and Economy
The skills-base of the workforce directly affects how well an economy can adapt to changing conditions and new challenges and hence its productivity over the longer-term. Skilled workers are better able to embed new technologies and identify market opportunities. As climate change presents new challenges to all parts of the economy, workforces in all sectors and industries will need new skills, additional capabilities and knowledge. Failing to assess and manage climate change is a significant risk for business. These wide ranging impacts will have diverse implications, for example, security of supply chains and natural resources for raw materials to implications for workforces and the operational performance of assets. Businesses should be thinking about outward-facing adaptation (relating to business opportunities and risks) as well as inwardfacing adaptation (relating to employees skills or health and safety). Businesses have already experienced the impacts of severe weather events on the transport infrastructure upon which they heavily rely. With climate change, such events may last longer or become more frequent. Failure to consider climate risk and adaptation in decision-making processes could, therefore, have severe 53 consequences for the UK economy with further impacts felt across all other sectors. Research suggests that levels of concern about the risk to business from climate change remains too low. While over 80% of the FTSE100 companies see climate change as a risk, less than half of them have adaptation strategies. Some companies are addressing adaptation issues already, but not under the 55 climate change adaptation banner. Evidence of good practice needs to be presented in a format that can be integrated into business decision-making. This is particularly useful for SMEs that may not have the resources to interpret climate data and produce adaptation strategies themselves.
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HM Government (2012) UK Climate Change Risk Assessment: Government Report Firth, J. and Colley, M. (2006) The Adaptation Tipping Point: Are UK Businesses Climate Proof? Carbon Disclosure Project (2012) Insights into Climate Change Adaptation by UK Companies. Available at http://archive.defra.gov.uk/environment/climate/documents/cdp-adaptation-report.pdf, last accessed Jan 14, 2013
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The physical impacts of climate change are sometimes presented or viewed as uncertain due to the sensitivity of emissions assumptions and uncertainty inherent in climate projections. Businesses may be reluctant to commit funds or investment in adaptation because of uncertainty in future climate projections and unproven adaptation technologies, especially for low-risk, high-impact events. Behavioural barriers to early/pre-emptive adaptation measures also include high search costs for information, particularly in the 56 case of small firms. This however conflicts with many decisions which are based on short-term and highly uncertain economic forecasts. Addressing both the potential key risks of climate change impacts and some of the opportunities which may be seized could lead to future growth. There are a number of potential positive aspects that may result as a consequence of climate change. These are centred on: Exploiting market shifts, through repositioning and the development of new products and services Improving business processes Showing business leadership. Being able to take advantage of these opportunities will require skills such as communication, business planning and development, networking and project management to be able to develop these new technologies and services and successfully market them. Those UK companies that are, by their very nature innovators (both in terms of technology and process), are likely to be some of the most equipped to 57 deal with the risks, and exploit the opportunities presented by climate change in a global market.
B.7.
Local Authorities
Local authorities have a crucial role in enabling their communities to manage risks from climate change effectively and harness any benefits through: Land use planning Designing and renovating buildings Managing natural resources Providing infrastructure Emergency planning Previous assessments have questioned whether adaptation is adequately resourced within local authorities 58 and whether climate risk has been given sufficient weight in local authority decision making. Some examples of good practice had emerged but overall capacity remained low. Since 2010, the loss of NI188 on adapting to climate change, as well as local authority funding cuts may have further reduced local authority capacity to act on adaptation. Local authorities planning functions have the potential to adapt localities to a changing climate. It is particularly important, therefore, that local authorities use their planning and development functions to promote this agenda. Strategies include the use of green infrastructure and sustainable drainage systems, or considering flood risk when siting new developments.
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BIS DEFRA (2012) UK Climate Change Risk Assessment: Climate Change Risk Assessment for the Business, Industry and Services Sector Committee on Climate Change (2012) How local authorities can reduce emissions and manage climate risk
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However, the potential of the planning system to build community resilience to climate change impacts is not being realised due to weaknesses in planning guidance, some local authorities not treating adaptation as a priority, gaps in skills and lack of (political) leadership. The shortage of planning skills on climate change in part reflects a longer-term and wider problem of an overall shortage of staff and skills in planning departments. Although, increased joint working across local governmental boundaries could help meet the 59 needs of the planning system.
B.8.
Health and Community Resilience
The health and wellbeing theme covers public health, social care services, emergency planning and how we ensure our communities, especially the vulnerable in society, are prepared for extreme weather and st climate change. Climate Change is recognised as the biggest threat to public health during the 21 60 Century. Health and social care organisations are at the forefront of action to address the health impacts of climate change and need to adapt to, and prepare for, these circumstances. Adverse weather events and climate change are affecting people and services now and this is predicted to increase in the future. There are two areas of adaptation that can be addressed, namely internal issues such as building design and external issues such as public health. B.8.1. Health Sector
There is evidence that population acclimatisation and adaptive capacity can influence the level of certain health risks associated with climate change. Also, public health protection measures such as warning systems, health alerts, public awareness campaigns and home-based prevention advice can help reduce the health risks associated with climate. The provision of these is a sign of capacity to adapt to short term climate risks (such as heatwaves). Longer-term adaptation actions may have substantial implications for the health sector services and assets. Meeting these needs will require long-term planning and investment dependant on the availability of resources, skills and knowledge as it is likely that health needs and specialties may shift. Areas such as respiratory medicine, emergency medicine and mental health are likely to experience a rise 61 in demand due to due climate change impacts. Health practitioners, managers and decision-makers may not have a detailed technical knowledge to implement such change. Therefore, consideration for adaptation needs to be taken in asset management and service delivery including training requirements and potential guidance.
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Committee on Climate Change (2012) How local authorities can reduce emissions and manage climate risk NHS Sustainable Development Unit (2012) Adaptation to Climate Change for Health and Social Care Organisations. Available at http://www.sdu.nhs.uk/documents/publications/Adaptation_Guidance_Final.pdf, last accessed Jan 14, 2013 DEFRA (2012) UK Climate Change Risk Assessment: Climate Change Risk Assessment for the Health Sector
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Within the NHS in England, the Sustainable Development Unit (SDU) promotes adaptation action across the NHS (and is the reporting agency for Adaptation) and is supporting various projects that seek to build adaptive capacity and identify robust adaptive responses such as reducing the risk of summer overheating in hospitals. According to the NHS SDU, transformational shifts will be required for a more sustainable health and care system. Examples of this include focusing on healthy lifestyles and early intervention to prevent illness rather than medical care, and moving from health and social care that is isolated and led by 62 institutions to integrated care that is part of the community. The NHS SDU is working with the Department of Health and the Department for Environment, Food and Rural Affairs to ensure that the health and social care system integrates climate change adaptation into 63 routine governance. Local networks of health and adaptation expertise have also been established in several parts of the UK, each driving initiatives that seek to address local climate-related health risks. Communication and partnership working will be key skills to be able to raise awareness and spread information as widely as possible. Ongoing health reforms (for example the role proposed in England for local authority health and wellbeing Boards and Directors of Public Health) will present important opportunities for locally determined action informed by the local assessment of climate risk. B.8.2. Community and social care sector
Climate change will present risks to communities across the UK, requiring climate change adaptation responses. However, the effects of climate change will not be evenly distrusted. People and places facing poverty and disadvantage are expected be most vulnerable to climate impacts, but that are the least well prepared to address them. The Local Authority sector has an important role in managing climate change risks to the community and social care sector. Other organisations such as those in the community and voluntary sector also have a role in supporting community and social care and, in turn, in building community resilience to climate change risks. Considerable effort has been made to understand patterns of current and future hazard-exposure; although much less effort has been spent on addressing social, personal and environmental factors that render people more or less vulnerable to losses in well-being. Climate adaptation and capacity building initiatives need to consider and address these social factors, with social development initiatives needing to consider climate change adaptation challenges. However, many social development activities are neither specifically concerned with climate change nor traditionally included in adaptation responses although they are of real 64 importance in addressing the social vulnerability to climate change risk.
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NHS Sustainable Development Unity (2011) Route Map for Sustainable Health NHS Sustainable Development Unit (2012) Sustainability in the NHS: Health Check List Joseph Rowntree Foundation (2011) Climate change, justice and vulnerability
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The Joseph Rowntree Foundation (JRF) has researched climate change and social justice, aiming to: Fill gaps in knowledge Provide evidence on the social impact of climate change in the UK, in order to raise awareness Support the development of fair responses to climate change among policymakers, practitioners and communities undertaking mitigation and adaptation activity at a national and local level. Research such as this can play a pivotal role in improving the capacity of this sector to adapt to climate change risks. However, there are learning adaptive capacity development challenges, specifically associated with the communication, interpretation and integration of such information into effective action.
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Appendix C. Summary of Online Survey Findings

C.1.
Executive Summary Mott MacDonald was commissioned by the Environment Agency to undertake research with organisations across seven key sectors (Natural Environment, Agriculture and Forestry, Built Environment, Infrastructure, Business and Economy, Local Authorities and Health and Wellbeing) to assess and analyse current learning, training and development provision in relation to climate change adaptation. This was carried out using an online survey distributed to organisations who work with the Environment Agency in this area. Key findings: Over half (69.3%) of respondents identified some level of vulnerability to climate change risks within their organisation. Key emergent themes in terms of respondents explanations of their vulnerability rating include flooding, climate change, extreme weather events and environmental issues. In terms of the timescales within which climate change risks are likely to begin affecting organisations, around two thirds of the overall sample (67.2%) felt that these risks and issues are currently affecting their organisation. Just over four fifths of respondents (80.6%) are aware of initiatives currently in place within their organisation in response to climate change risks. Almost two thirds of respondents (65.3%) indicated that such climate change adaptation initiatives are implemented across their whole organisation, as opposed to lower levels such as specific departments (19.3%), teams (6.7%) or offices (4%). Over 70% (72.7%) of respondents stated that climate change adaptation initiatives are currently implemented within their organisation. Short term implementation, that is implementation within the next 1-5 years, was the second highest category, accounting for almost a fifth of responses (18.7%). When asked to indicate who should receive further training and support on planning and implementing climate change adaptation initiatives, over half of the responses (55.7%) indicated that some form of management should receive this (Chairman/Managing Director: 13.6%; Directors and Senior Management: 23.4%; Middle Management: 18.5%). Technical specialists (16.3%) and designated teams or individuals with responsibility for climate change adaptation (13.6%) were also identified as the suggested recipients of this training and support within over 10% of responses respectively. Key factors identified by respondents in explaining their choice of who should receive training and learning support include the fact that awareness is required at all levels, the wide ranging impact of climate change on roles across organisations and the importance of both knowledge transfer and leadership. Around three quarters (75.3%) of respondents are aware of future plans to respond to climate change risks within their organisation. In terms of what such future plans entail, emergent themes include flood management, adaptation plans, water resource management plans and inter-organisational plans.
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Just over three fifths (62.4%) of respondents indicated that there are some further actions in response to climate change risks, which are not currently in place or planned, that should be taken by their organisation. Of those further actions which respondents felt should be undertaken within their organisations, key themes include research, risk assessment and evaluation and a focus on resilience. When asked about the extent to which climate change adaptation is a priority within their organisation, over half of respondents (54.3%) indicated that this had some level of importance (Level 4: 29.6%; Level 5 (Very important): 24.7%). Key areas of expertise currently held within organisations in relation to climate change adaptation were identified as sustainability and sustainable development (10.5%), policy and organisational awareness (10.4%), climate change adaptation (8.8%) and networking and partnership formation (8.8%). Areas of expertise in which a requirement for greater learning support was identified include climate change adaptation (11.8%), climate change science (10.4%), risk assessment and evaluation (9.3%) and leadership and management (8.5%). In terms of the motivations and reasons behind climate change adaptation training, organisational policy and objectives (23%) and advice and guidelines from external sources (e.g. government, best practice (18.2%) were key themes to emerge. By way of contrast, a relatively small proportion of responses identified individual benefits (e.g. career development) as a key driver behind such training within organisations. When seeking to provide training on climate change adaptation, entry level (entry level vocational qualifications or equivalent) (13.7%, level 6 (bachelor degrees, graduate certificates, diplomas or equivalent) (13.7%) and level 7 (postgraduate degrees, chartership, advanced professional awards or equivalent) (11.7%) were the key levels identified amongst. In relation to the level at which climate change adaptation skills and expertise are sought and secured through recruitment, a tendency towards higher levels including level 6 (bachelor degrees, graduate certificates, diplomas or equivalent) (24.2%), level 7 (postgraduate degrees, chartership, advanced professional awards or equivalent) (22%) and level 8 (doctorates or equivalent) (13.8%) was evident. When asked to identify the factors which may limit organisations ability to provide climate change adaptation training, both financial (23.6%) and time (24.3%) constraints were highlighted as key barriers to such provision. Face to face training courses (20.5%), information provided through presentations (20.5%) and information delivered through communications (e.g. newsletters, emails, magazines) (19.2%) were identified as key training methods currently employed in the delivery of training and learning. When asked to provide any other comments in relation to climate change adaptation and associated issues, respondents reinforced issues such as leadership, a need for universal training, recognition of varying training needs and financial issues.
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C.2.
C.2.1.
Introduction Methodology
Mott MacDonald was commissioned by the Environment Agency (EA) to undertake research with organisations across seven key sectors (Natural Environment, Agriculture and Forestry, Built Environment, Infrastructure, Business and Economy, Local Authorities and Health and Wellbeing) to assess and analyse current learning, training and development provision in relation to climate change adaptation. Respondents were asked a range of questions regarding their need for climate change adaptation training, current provision, and future training or support requirements using a questionnaire designed by Mott MacDonald in conjunction with EA staff. A copy of the questionnaire is included at the end of this short report. The research was undertaken via an online survey, which was distributed to organisations across these seven key sectors by the EA. Two distribution methods were employed; a tracked email including the survey web-link and an untracked open link to the survey. The tracked email method enabled the completion of the survey to be monitored and reminders sent out to those who had been sent the email invitation but had not yet completed the survey. The untracked, open link to the survey was able to be freely distributed across organisations, however without the ability to monitor individual completion or issue reminder emails to potential respondents. The survey was live for just over two weeks, from Monday 26 November 2012 to mid-morning on th Thursday 13 December 2012. The survey received a total of 186 responses. A number of questions enabled respondents to provide more than one answer, or to tick all that apply, therefore in these cases findings are presented in terms of the total number of responses taking into account the potential for each individual respondent to select more than one option. Valid response bases for each question are outlined within each chart, with multiple response questions labelled as such. C.2.2. Document structure
th
The document is structured to reflect the flow of questions in the questionnaire. Analysis is presented at general level broad analysis based on responses to each question and sector-specific level. At sectorspecific level the volume of responses is lower and we have incorporated analysis at this level only where notable patterns and remarks are identifiable.
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C.3.
C.3.1.
Main Findings Responses by sector
This section outlines the main findings of the Climate Ready Learning Project online survey. The findings are presented in terms of both the overall sample and also by sector, indicating the responses from respondents across each of the seven key sectors identified by the EA (Natural Environment, Agriculture and Forestry, Built Environment, Infrastructure, Business and Economy, Local Authorities and Health and Wellbeing). The following graph presents a breakdown of respondents in terms of which sector they work in:
100%
9.9
90%
80%
70%
36 Health and Wellbeing (Community) Local Authorities Business and Economy 13 Infrastructure Built Environment 9.9 Agriculture and Forestry Natural Environment
60%
50%
40%
30%
6.8 9.3
20%
10%
14.9
0%
Sector
Source:
Climate Ready Learning Project Survey
Base: 161
Interestingly, just over one-third (36%) of respondents classified themselves as being in the local authority sector.
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C.3.2.
Vulnerability to climate change risks
Respondents were initially asked how vulnerable they felt their organisation was to climate change risks, ranking this level of vulnerability from none (1) to high (5). The following graph presents this perceived level of vulnerability across the overall sample:
Question 1: Please indicate on a scale of 1 (no vulnerability) to 5 (high vulnerability), how vulnerable you think your organisation is to climate change risks?
100%
90%
24.7
80%
70%
60%
5 - High
50%
44.6
40%
30%
20%
21
10%
0%
7.5 2.2 Please indicate, on a scale of 1 (no vulnerability) to 5 (high vulnerability), how vulnerable you think your organisation is to climate change risks?
Source:
Climate Ready Learning Project Survey
Base: 186
Over two-thirds (69.3%) of the sample indicated they felt their organisation was vulnerable to climate change risks; with just over two-fifths rating this vulnerability at level 4 (44.6%) and almost one-quarter (24.7%) indicating a level 5, high level of vulnerability, on this Likert scale.
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The following graph presents a breakdown of this vulnerability rating by sector:
Question 1: Please indicate on a scale of 1 (no vulnerability) to 5 (high vulnerability), how vulnerable you think your organisation is to climate change risks? - Sector
100% 90% 27.3 33.3 80% 70% 60% 50% 40% 14.3 30% 37.5 20% 10% 8.3 0% Natural Agriculture and Built Environment forestry (15) Environment (24) (11) 6.7 26.7 9.1 23.8 18.2 6.2 4.8 15.5 1.7 1.7 Infrastructure Business and Local (16) Economy (21) Authorities (58) 18.8 50 18.8 33.3 45.5 54.2 42.9 31.2 14.3 20.7 12.5
12.5
50
5 - High
60.3
Source: Climate Ready Learning Project Survey Base: See Graph
As is evident from this graph, those working within the Natural Environment and Local Authority sectors display the greatest proportion of those rating their organisations level of vulnerability as 4 or 5 (moderate or high level vulnerability). The greatest proportion of neutral responses in terms of perceived organisational vulnerability to climate change risks is evident within the Infrastructure sector. Those within the Business and Economy sector may also be seen to have the greatest proportion of those identifying low level (23.8%) or no risk (4.8%) to their organisation from climate change. Respondents were asked to elaborate on their answer to this question relating to the level of vulnerability they felt their organisation was faced with in terms of climate change risks. A range of responses were given to this, with key factors including flooding, climate change, extreme weather events and environmental issues. These factors highlight the understanding of climate change risk in the context of these largely environmental and weather related issues amongst respondents. Sector specific issues were also highlighted by a number of respondents, namely issues which related specifically to the nature of their sector and the impact of climate change risks on their sector specifically.
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As well as understanding the level of vulnerability associated with climate change risks, the research also sought to understand the timescales which respondents felt these risks were likely to operate within. The following graph presents respondents views of these timescales and when they feel that climate change risks will begin to affect their organisation:
Question 2: Please tell us when you believe climate change risks will begin to affect your organisation?
100%
3.2 6.5 4.8 11.3 7.0 I do not feel that my organisation will be affected by climate change Beyond 20 years (longer term) 10-20 years (long term) 5-10 years (medium term)
90%
80%
70%
60%
50%
In next 1-5 years (short term) Climate change risks are already affecting our organisation (Current) 67.2
40%
30%
20%
10%
0%
Please tell us when you believe climate change risks will begin to affect your organisation?
Source: Climate Ready Learning Project Survey Base: 186
Over two thirds (67.2%) of the sample indicated that climate change risks are already affecting their organisation. A medium term timescale of the next five to ten years was the next highest timescale category highlighted by respondents, with just over 10% (11.3%) indicating that this is when they feel that climate change risks will begin to affect their organisation. Interestingly, 3.2% of respondents felt that climate change would not affect their organisation.
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Analysing these timescales by sector indicates that those working within the Natural Environment (87.5%) and Local Authority (81%) sectors represent the greatest proportion of those who feel that climate change is already affecting their organisation:
Question 2: Please tell us when you believe climate change risks will begin to affect your organisation? - Sector
100% 90% 80% 6.7 70% 60% 12.5 6.2 50% 87.5 40% 30% 20% 10% 0%
Natural Environment (24) Agriculture and forestry (15) Built Infrastructure Business and Environment (16) Economy (21) (11) Local Authorities (58) Health and Wellbeing (Community) (16)
4.2 8.3
6.7 13.3
9.1 9.1
6.2
4.8 4.8
6.9 1.7 5.2 5.2
12.5 6.2
18.8
9.5
I do not feel that my organisation will be affected by climate change Beyond 20 years (longer term)
6.7 6.7
18.2 12.5 28.6 25
9.5 81 63.6 50 42.9 50
60.0
In the next 1-5years (short term)
Climate change risks are already affecting our organisation (current)
Both the Natural Environment and Local Authority sectors are also the only sectors with no respondents who felt that climate change would not affect their organisation.
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C.3.3.
Climate change adaptation current initiatives
Awareness of current initiatives underway in organisations, in response to climate change risks, was another important component of the research. The majority of the sample was aware of such current initiatives (80.6%).
Question 3a: Are you aware of any initiatives currently in place within your organisation in response to climate change risks?
19.4%
Yes No
80.6%
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In terms of analysing this awareness by sector, a relatively high level of awareness is evident across all sectors, with over half within each indicating that they are aware of some initiatives in response to climate change risks:
Question 3a: Are you aware of any initiatives currently in place within your organisation in response to climate change risks? - Sector
100% 12.5 90% 80% 70% 60% 50% 87.5 40% 30% 54.5 20% 10% 0% Natural Environment (24) Agriculture and forestry (15) Built Environment (11) Infrastructure (16) Business and Local Economy (21) Authorities (58) Health and Wellbeing (Community) (16) 80.0 61.9 87.5 87.9 81.2 20 38.1 45.5 12.5 12.1 18.8
No Yes
The greatest proportions of those who were not aware of any such initiatives are within the Built Environment (45.5%) and Business and Economy (38.1%) sectors.
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In terms of the level at which such initiatives are implemented, almost two thirds of respondents indicated that these were in place across the whole organisation (65.3%):
Question 3b: At what level are any climate change initiatives being implemented within your organisation?
100% 90% 80% 19.3 70% 60% 50% 40% 30% 20% 10% 0% Level climate adaptation initiatives are being implemented 65.3
4.7 6.7 4
Other Team Office or location Department Whole organisation
Almost one fifth of respondents indicated that climate change initiatives were implemented at a departmental level within their organisation (19.3%), whilst less than 10% of respondents highlighted office (4%) or team level (6.7%) implementation.
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Whilst implementation at an organisational level is evident across all sectors, the greatest proportion of respondents indicating this level of implementation appears within Infrastructure (85.7%), Business and Economy (76.9%) and Natural Environment (71.4%):
Question 3b: At what level are any climate change initiatives being implemented within your organisation? - Sector
100% 90% 80% 70% 60% 50% 40% 71.4 30% 47.1 20% 10% 0% Natural Agriculture Built Infrastructure Business and Local Health and Environment and forestry Environment (14) Economy Authorities Wellbeing (21) (12) (6) (13) (51) (Community) (13) 66.7 66.7 85.7 76.9 69.2
4.8 4.8 16.7 33.3 8.3 8.3
7.1 7.1 23.1
3.9
7.7
17.6 2
15.4
19
7.7
29.4
Other Team Office or location Department Whole organisation
The only sector with respondents indicating implementation was carried out at a team level was Local Authority (17.6%).
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In terms of the timescales within which climate change initiatives are being introduced across organisations, the majority of respondents indicated that such actions and initiatives are already in place (72.7%):
Question 3c: Over what timescales are climate change adaptation initiatives being implemented within your organisation?
100% 90% 80% 70% Beyond 20 years (longer term) 60% 10-20 years (long term) 50% 40% 72.7 30% 20% 10% 0% Timescales for implementation of climate change adaptation initiatives 5-10 years (medium term) Over the next 1-5 years (short term) Initiatives are already being implemented (current) 18.7
3.3 4.7
0.7
Roughly 91% of initiatives are being implemented over short timescales. Only a small proportion of the overall sample indicated that such initiatives were being implemented on a medium (4.7%), long (0.7%) or longer (3.3%) term basis within their organisation.
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Across all sectors, at least half of climate change initiatives are currently being implemented rather than planned for the future:
Question 3c: Over what timescales are climate change adaptation initiatives being implemented within your organisation? - Sector
100% 90% 80% 70% 60% 50% 40% 30% 50.0 20% 10% 0% Natural Agriculture Built Infrastructure Business and Local Health and Environment and forestry Environment (14) Economy Authorities Wellbeing (21) (12) (6) (13) (51) (Community) (13) 50 85.7 78.6 61.5 66.7 84.6 25 2 9.8 7.1 7.1 8.3 50 38.5 21.6 7.7
4.8 9.5 16.7
7.1
7.7
Beyond 20 years (longer term)
Over the next 15 years (short term)
Initiatives are already being implemented (current)
Greater proportions of those within the Natural Environment (85.7%), Infrastructure (78.6%) and Health and Wellbeing (84.6%) indicated that such climate change initiatives are currently implemented within their organisations. Infrastructure is the only sector within which long term implementation of climate change initiatives was identified (7.1%). Longer term implementation, that is, beyond 20 years, was only identified by respondents within the Natural Environment (4.8%), Infrastructure (7.1%) and Local Authority (2%) sectors.
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When asked who within their organisation should receive further training and support on both planning and implementing climate change adaptation initiatives, over half (55.5%) of respondents identified some form of management, ranging from middle management to chairmen and managing directors:
Question 4: Please tell us who within your organisation you feel should receive further training and support on planning and implementing climate change adaptation initiatives? (Multiple Response)
25
23.4
20
18.5 16.3
Directors and senior management Middle management
15
13.6
13.6
Technical specialists
%
10
8 6.7
5
Designated team or individual with responsibility for climate change adaptation Junior staff
Other
0 Please tell us who within your organisation should receive further training and support on planning and implementing climate change adaptation initiatives?
Source: Climate Ready Learning Project Survey Base: Multiple Response Valid Responses: 550
Directors and senior management was the most popular staff group suggested to receive further training and support on climate change adaptation (23.4%). Technical specialists (16.3%) and designated teams or individuals responsible for climate change adaptation (13.6%) were also highlighted within over 10% of responses respectively. Only a relatively small proportion of responses indicated that junior staff should receive further training or support in relation to climate change adaptation (8%).
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Broadly, similar trends are evident across each sector in terms of the staff levels that should receive further support and training in relation to climate change adaptation:
Question 4: Please tell us who within your organisation you feel should receive further training and support on planning and implementing climate change adaptation initiatives? (Multiple Response) - Sector
Other
100% 90% 80%
5 12.5 12.5 16.7 3.3 6.7 16.7
3 9.1 12.1
4.3 13.2 5.3 13.2 17 8.5
4.6 8.2 16 13.7 11.8
Junior staff
70% 60% 50% 40% 30% 20% 10% 0%

Natural Environment (80) Agriculture and forestry (30)
18.2 14.9 21.1
17.5
14.9
19.6
Designated team or individual with responsibility for climate change adaptation Technical specialists
18.8
20
18.2 21.1 38.3
21.1
13.7 11.8
20
20
24.2 23.7 18.4 17.6
Middle management
13.8
16.7
15.2
17 7.9
Infrastructure (38) Business and Economy (47)
11.3
Local Authorities (194)
11.8
Directors and senior management
Notably, a greater proportion of those within Business and Economy felt that directors and senior management should receive this training and support, with over a third of responses in this sector relating to this staff group (38.3%). Also, no one within the Business and Economy sector indicated that junior staff should receive such training or support. Of those who selected the other category in response to this question, a key response was the view that all staff/volunteers within an organisation should receive further training and support. This universal approach was an interesting finding to emerge from this open ended question. Councillors, Planners, Elected members and Trustees were also identified by small numbers of respondents within the sample, whilst a range of other individual suggestions were made such as specific teams (transformation, financial and risk teams), working groups and other various stakeholders and service users such as patients and visitors. These wide ranging suggestions indicate the broad spectrum of potential training and support areas identified by respondents within the sample. In terms of the reasons behind respondents selection of who should receive further training and support, a sense that awareness is required at all levels was a key point highlighted and one which reinforces the range of individuals highlighted as suitable candidates for further training and support within organisations. The fact that climate change has an impact across whole organisations and all roles within them was also highlighted as a key issue in response to this question.
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Ensuring knowledge transfer across networks and the organisation itself was also noted by a number of respondents in terms of who should receive training and support, reinforcing the supposition that cascading knowledge and expertise is an important factor in delivering climate change adaptation training and selecting the recipients of this. A sense that leadership is an important factor in the selection of who should receive training and support was also reinforced throughout these open comments. This supports both this view of cascading knowledge and skills and also the prevalence of management in the responses to this question in terms of who should receive climate change adaptation training. C.3.4. Climate change adaptation future plans
Around three-quarters (75.3%) of respondents indicated that they were aware of future plans within their organisation to respond to climate change risks:
Question 5: Are you aware of any future plans within your organisation to respond to climate change risks?
24.7%
Yes No
75.3%
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In terms of the seven sectors within the sample, the highest level of awareness of future plans in relation to climate change risks is evident within the Natural Environment (83.3%), Infrastructure (93.8%) and Local Authorities (82.8%).
Question 5: Are you aware of any future plans within your organisation to respond to climate change risks? - Sector
100% 6.2 90% 80% 70% 60% 50% 93.8 40% 30% 20% 10% 0% Natural Environment (24) Agriculture and forestry (15) Built Environment (11) Infrastructure (16) Business and Local Economy (21) Authorities (58) Health and Wellbeing (Community) (16) 83.3 66.7 63.6 57.1 82.8 62.5 16.7 33.3 36.4 42.9 17.2 37.5
No Yes
When asked about the future plans that they were aware of, key themes which emerged from the open ended question include flood management, adaptation plans, water resource management plans and interorganisational plans. Issues such as the environment and undertaking vulnerability and risk assessments were also highlighted by a number of respondents.
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Around three-fifths of respondents felt there were other actions that should be taken by their organisation in response to climate change risks (62.4%).
Question 6: Are there any other actions (that are not currently in place or planned) that you feel should be taken by your organisation in response to climate change risks?
37.6%
Yes No
62.4%
80
When broken down by sector, those within the Natural Environment (75%) and Local Authorities (72.4%) have the greatest proportion of respondents feeling that there are some other actions which should be taken by their organisation in relation to climate change risks.
Question 6: Are there any other actions (that are not currently in place or planned) that you feel should be taken by your organisation in response to climate change risks? - Sector
100% 90% 80% 53.3 70% 60% 50% 54.5 50 62.5
25 38.1
27.6
No
40% 30% 46.7 20% 10% 0% Natural Environment (24) Agriculture and forestry (15) Built Environment (11) Infrastructure (16) Business and Local Economy (21) Authorities (58) Health and Wellbeing (Community) (16) 45.5 50 37.5 75 61.9
Yes
72.4
When asked to identify those additional actions that respondents felt should be taken by their organisations, key themes included research, risk assessment & evaluation and a focus on resilience.
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Over half of respondents (54.3%) felt that climate change adaptation was a priority within their organisation, rating this either a level 4 (29.6%) or 5 (24.7%) on this Likert scale:
Question 7: Please indicate, on a scale of 1 (not important) to 5 (very important), how great a priority climate change adaptation is for your organisation?
100%
90%
24.7
80%
70%
60%
29.6 5 - Very important 4 3 - Neutral 2 1 - Not important 26.3
50%
40%
30%
20%
11.3
10%
8.1
0% Please indicate, on a scale of 1 (not important) to 5 (very important), how great a priority climate change adaptation is for your organisation?
Conversely, less than 10% of respondents indicated that climate change adaptation was not important in terms of their organisations priorities (8.1%).
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In terms of individual sectors within the sample, high levels of importance are be placed upon climate change adaptation by organisations within the Natural Environment (Level 4: 50%; Level 5 Very Important: 45.8%) and Agriculture & Forestry (Level 4: 26.7%%; Level 5 Very Important: 46.7%):
Question 7: Please indicate, on a scale of 1 (not important) to 5 (very important), how great a priority climate change adaptation is for your organisation? - Sector
100% 8.6 90% 80% 45.8 70% 60% 50% 40% 30% 20% 10% 13.3 0% 4.2 9.1 26.7 27.3 41.4 25 38.1 13.3 18.2 12.5 6.2 4.8 Health and Wellbeing (Community) (16) 5.2 12.1 6.2 12.5 25 18.8 19 46.7 27.3 14.3 31.2 18.2 37.5 32.8 23.8 25
5 - Very important 4 3 - Neutral 2 1 -Not important
50
Natural Agriculture Built Infrastructure Business and Local Environment and forestry Environment (16) Economy (21) Authorities (24) (15) (11) (58)
Also, no respondents within these respective sectors felt that climate change adaptation was not important in terms of their organisations priorities. A higher proportion of those rating climate change adaptation at the lower levels of 1 (4.8%) or 2 (38.1%) on this Likert scale of importance and organisational priorities is evident within those in the Business and Economy sector. The Build Environment and surprisingly the Local Authority sectors also had a relatively high response rate for not important (1) or low level of importance (2).
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C.3.5.
Knowledge and learning
This section of the survey explores levels of knowledge and training in relation to climate change adaptation which is both present and required across organisations. In terms of the areas of expertise respondents felt are currently in place within their organisations, key areas highlighted include Sustainability and sustainable development (10.5%), Policy and organisational awareness (10.4%), Climate change adaptation (8.8%) and Networking and partnership formation (8.8%):
Question 8: Please indicate which areas of expertise you feel colleagues within your organisation currently hold that enable climate change adaptation? (Multiple Response)
12
10.5 10.4 8.8 8.1 7.8 6.8 7.6 8 7.7
10
8.8
8
6.7
6
4.9
4
2.5
2 0
1.2
Source: Climate Ready Learning Project Survey Base: Multiple Response Valid Responses: 1,323
The fact that just under 10% of respondents felt that climate change adaptation was already an area of expertise within their organisation (8.8%) is an interesting finding suggesting this is an area where some organisations are already developing specialised skills and knowledge.
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Similar proportions of each area of expertise were identified across each of the seven key sectors, with no notable patterns or trends to report. In terms of those who selected the other option in response to this question, community issues/engagement and environmental management were mentioned as key themes by a small number of respondents. Other individual comments ranged from capacity building and support for other voluntary organisations to property development, water resource planning and land management. By way of contrast, the following graph presents the areas of expertise which respondents felt that colleagues within their organisation required greater learning support or training:
Question 9: Please indicate which areas of expertise where colleagues within your organisation require greater learning support to enable climate change adaptation (Multiple Response)
14 12
10.4 11.8
10
8.3 8.1 6.8 6.9 5.1 8.5
9.3
8
6.4 6.6
6 4 2 0
5.1 3.7 3
Climate change adaptation (11.8%), Climate change science (10.4%), Risk assessment & evaluation (9.3%) and Leadership and management (8.5%) are key areas identified where colleagues required greater learning support in within their organisations. Similar proportions of each area of expertise were identified across each of the seven key sectors, with no notable patterns or trends to report.
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Amongst those who selected the other option for this question, a range of broadly individualistic comments were made highlighting issues such as property development, contingency planning, engagement programmes and mitigation. Although only representing a small number of comments, one issue highlighted by two individual respondents was gaining an awareness of what others are doing or have done in the area of climate change adaptation a suggestion which ties in with the concept of sharing ideas and best practice as a method of gaining expertise and knowledge. The following graph presents a comparative analysis of expertise already possessed and those areas in which it is felt that colleagues require greater learning support and training:
Questions 8 and 9: Comparative graph of expertise held and learning support required
Q8. Current Expertise 14 12
10.4 11.8 10.5 8.8 10.4 8.5 7.6 6.8 6.8 6.9 5.1 3.7 2.5 3 1.2 5.1 8.8 8 9.3 7.7
Q9. Require Greater Learning Support
10
8.1 8.3 6.6
8
6.7 6.4 4.9
7.8
8.1
6 4 2 0
Source: Climate Ready Learning Project Survey Base: Q8. Multiple Response Valid Responses: 1323/ Q9. Multiple Response Valid Responses: 727
Interestingly a number of areas received similar levels of responses to both questions. These include Research, Business planning, Sector specific technical and Facilitation & communication. This suggests that whilst these are areas in which some level of expertise was felt to be in place, respondents also indicated that they would like greater support in these areas. Areas in which the need for greater learning support surpassed the current level of expertise include Climate change science, Climate change adaptation, Leadership and management, Risk assessment & evaluation and STEM (Science, Technology, Engineering and Maths). This suggests these are areas in which respondents would also like greater support and training, relative to their current level of expertise.
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The motivation behind climate change adaptation training was also explored within the research, with respondents asked to indicate the key factors which they felt underpinned the implementation of such training within their organisation:
Question 10: Please give us your views on why you think training on climate change adaptation is undertaken within your organisation (Multiple Response)
25
23
20
18.2 15.5 16 15
15
%
10
6.8 5.5
0
Advice/guidelines from external sources (e.g. government,best practice) Organisation policy/objectives Organisational benefits (e.g. efficiency) Individual benefits (e.g. career development) Sustainability concerns No climate change adaptation training is undertaken Other
Key factors outlined in this respect were Organisational policy and objectives (23%) and Advice and guidance from external sources such as government or examples of best practice (18.2%) showing a topdown requirement. Following this, relatively few respondents felt that such training was undertaken to benefits the individuals of such training (6.8%). Interestingly, 15% of respondents stated that no climate change adaptation training is undertaken within their organisation.
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Broadly similar responses are evident across each of the seven sectors:
Question 10: Please give us your views on why you think training on climate change adaptation is undertaken within your organisation (Multiple Response) - Sector
Other
100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Natural Agriculture Built Infrastructure Business and Local Health and Environment and forestry Environment (39) Economy Authorities Wellbeing (48) (39) (24) (47) (111) (Community) (39) 14.6 20.5 25 23.1 14.9 17.1 20.5 29.2 17.9 12.5 12.5 10.3 4.2 12.5 20.5 25 15.4 25.5 22.5 23.1 10.3 15.4 4.3 17 12.5 10.3 2.6 18.8 17.9 20.8 17.9 14.9 12.6 4.5 15.4 14.4 15.4 5.1 12.5 5.1 12.8 4.3 19.1 6.3 10.3 10.3
22.5
No climate change adaptation training is undertaken Sustainability concerns
Individual benefits (e.g. career development) Organisational benefits (e.g. efficiency) Organisation policy/objectives Advice/guidelines from external sources (e.g. government, best practice)
Notably, a lesser proportion of those within Agriculture and Forestry (2.6%) indicated that no climate change adaptation is undertaken within their organisation, compared to each of the other sectors. In terms of those who selected the other option in response to this question, a range of individual comments were made which highlighted issues such as informing clients, benefiting member companies, gaining on-the-ground experience and initiatives such as Climate Week as motivations for training within respondents organisations.
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The following section of the survey explored the levels of education and skills which organisations seek to both provide internally and also to recruit in order to bolster their climate adaptation strategies and initiatives. In terms of the levels which organisations focus on in the provision of training, both lower and higher level skills and qualifications were highlighted by respondents:
Question 11: Which level does/would your organisation focus on when seeking to provide training on climate change adaptation? (Multiple Response)
35 30 25 20
29.3
% 15
10 5 0
13.7
13.7 11.7 6.7 6.3 6.3
4.3 2.3
5.7
Entry level Level 1 Level 2 Level 3 (AS/A Level 4 Level 5 Level 6 Level 7 Level 8 Not Applicable (entry level (GCSE's (GCSE's Level or (Certificates of (Diplomas of (Bachelor (Postgraduate (Doctorates or vocational graded D-G or graded A*-C equivalent) higher degrees, degrees, equivalent) higher qualifications equivalent) or equivalent) education or education, graduate chartership, or equivalent) equivalent) foundation certificates, advanced degrees or diplomas or professional equivalent) equivalent) awards or equivalent)
Equal proportions of responses indicate that both Entry level (13.7%) and Level 6 (13.7%) qualifications were focused on by respondents organisations in terms of training provision. Level 7 qualifications were also highlighted within over 10% of responses (11.7%), highlighting the broad spectrum and seemingly polarised nature of climate change adaptation training across organisations.
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When analysed by sector, a greater proportion of Entry level qualification training is evident within the Business and Economy (28%) and Local Authorities (22.1%) categories relative to the other sectors within the sample.
Question 11: Which level does/would your organisation focus on when seeking to provide training on climate change adaptation? (Multiple Response) - Sector
100% 90% 80% 11.4 70% 60% 50% 40% 30% 20% 10% 0% 13.6 12 15.9 16 6.8 11.4 6.8 4.5 4.5 6.8
Natural Environment (44) Not Applicable)
18.2 28 27.8
22.2 36 8.3 47.1
23.7
8 22.2
10.5 4 4 16 1.5 7.4 10.3 12 4.4 4.4 2.9 22.1 13.2
8.3 13.9 11.1 5.6 11.1 8.3 5.6 5.6 2.8 13.9
Infrastructure (36)
13.2 7.9 7.9 2.6 5.3 5.3 10.5
12 8 8 4 4.0
5.6 5.6 5.6 16.7

28
90
In terms of those levels of skills and qualifications which organisations seek to obtain through recruitment, a greater focus on higher levels is evident amongst the sample:
Question 12: Which levels does/would your organisation focus on when recruiting or securing expertise for climate change adaptation? (Multiple Response)
30 25 20 15
13.8 24.2 22 19
%
10
5.2 8.3 4 0.6 1.2 1.8
5 0
Entry level Level 1 Level 2 Level 3 (AS/A Level 4 Level 5 (entry level (GCSE's (GCSE's Level or (Certificates of (Diplomas of vocational graded D-G or graded A*-C equivalent) higher higher qualifications equivalent) or equivalent) education or education, or equivalent) equivalent) foundation degrees or equivalent)
Level 6 Level 7 Level 8 Not Applicable (Bachelor (Postgraduate (Doctorates or degrees, degrees, equivalent) graduate chartership, certificates, advanced diplomas or professional equivalent) awards or equivalent)
60% of responses indicate that Level 6 qualifications such as bachelor degrees or higher are desirable when recruiting or seeking to secure expertise in relation to climate change adaptation.
91
Question 12: Which levels does/would your organisation focus on when recruiting or securing expertise for climate change adaptation? (Multiple Response) - Sector
100% 90% 16.3 80% 70% 24.5 60% 50% 40% 30% 20% 10% 0% 8.2 7.4 8.2 2 2 2 4.1
Natural Environment (49) Not Applicable)
6.1 22.2
7.4 11.1 23.5 21.9 25.6 20

9.4 18.5 33.3 15.6 14.8 26.5 22.2 8.8 14.8 7.4 3.7
2.4 23.3 23.2
14.7
14.7 20 22.2 14.7 21.9 30.5 15.6 3.1 12.5 7.3 2.4 2.4 1.2 4.9 23.3
3.7 3.7 3.7 3.7

5.9 2.9 2.9 2.9 8.8

Infrastructure (34)
3.3 3.3 6.7

The focus on higher level qualifications when recruiting new staff for climate adaptation can be seen throughout the sectors, with the highest focus (71.3%) in the Built Environment and the lowest with Infrastructure (44.1%) and Business and Economy (46.3%).
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The following graph presents a comparative analysis of both the skills that organisations focus on within both training and recruitment respectively:
Questions 11 and 12: Comparative graph of level of training and level of recruitment
35 30 25 20
24.2 22 19 13.8 11.7 29.3
%
15 10
5.2 13.7 13.7 8.3 4.3 2.3 0.6 1.2 5.7 1.8 Level 6 Level 7 Level 8 Not Applicable (Bachelor (Postgraduate (Doctorates or degrees, degrees, equivalent) graduate chartership, certificates, advanced diplomas or professional equivalent) awards or equivalent) 6.7 4 6.3 6.3
5 0
Entry level Level 1 Level 2 Level 3 (AS/A Level 4 Level 5 (entry level (GCSE's (GCSE's Level or (Certificates of (Diplomas of vocational graded D-G or graded A*-C or equivalent) higher higher qualifications equivalent) equivalent) education or education, or equivalent) equivalent) foundation degrees or equivalent)
Q11. Training Expertise
Q12. Recruitment/Securing Expertise
Source: Climate Ready Learning Project Survey Base: Q11. Multiple Response Valid Responses: 300/ Q9. Multiple Response Valid Responses: 327
The prevalence of higher level qualifications within both training and recruitment is evident within responses, indicating a sense that these are valued in terms of both developing and securing climate change adaptation expertise. An interesting point to note is the greater proportion of responses focusing on Entry level qualifications within training within organisations, but to a lesser degree in terms of securing qualifications through recruitment.
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Another area covered within this research is limitations to the provision of training within an organisation. Financial (23.6%) and time (24.3%) resource constraints were highlighted as key limitations to organisations ability to provide training on climate change adaptation:
Question 13: Please can you indicate which factors you feel limit your organisations ability to provide training on climate change adaptation? (Multiple Response)
9.2%
Cost of training
7.5%
23.6%
Time taken away from your day job Lack of external support (e.g. from government or sector institution) Lack of internal support (e.g. from senior managers) Lack of expertise in the subject area
11.3%
14.2%
24.3%
Subject area is not on your organisation's agenda Other
9.9%
Lack of both internal (14.2%) and external (9.9%) support for such training was highlighted within around 10% of responses to this multiple response question, highlighting that support for climate change adaptation training is either not there from senior management, or there is a lack of awareness of where to go.
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Although financial and time resource issues are evident across all sectors, these are particularly apparent within the Agriculture and Forestry (Cost: 25.8%; Time: 35.5%), Built Environment (Cost: 31%; Time: 24.1%) and Natural Environment (Cost: 18%; Time: 34%):
Question 13: Please can you indicate which factors you feel limit your organisations ability to provide training on climate change adaptation? (Multiple Response) - Sector
100% 10 90% 80% 70% 60% 6 50% 40% 34 30% 16.1 20% 10% 0%
Natural Environment (50) Agriculture and forestry (31) Built Environment (29) Infrastructure (31) Business and Local Economy (37) Authorities (162) Health and Wellbeing (Community) (32)
3.4 16.1 3.2 12.9 17.2 9.7 10.3 22.6
5.4
6.8 6.2
Other
9.4 15.6
2 10
21.6
9.9
20
6.5
13.5 13.8 12.9 6.5 10.8 8.1 16.1
16.7
12.5
Subject area is not on your organisations agenda Lack of expertise in the subject area
13.6
15.6 9.4
35.5
24.1
21.6 21.6 15.6
Lack of internal support (e.g. from senior managers) Lack of external support (e.g. from government or sector institution) Time taken away from your day job
25.8 18
31 16.1 18.9
25.3
21.9
Cost of training
Interestingly, both the Business and Economy (21.6%) and Health and Wellbeing (15.6%) sectors have the largest proportion of those who felt that climate change adaptation was not on their organisations agenda. Of those who selected other in response to this question, key issues highlighted included the fact that such training is not a priority, general lack of resources or capacity within organisations, specific funding issues and also the fact the appropriate training is already being undertaken.
95
The most prevalent training methods employed across organisations in terms of climate change adaptation are face-to-face training (20.5%), information provided through presentations (20.5%) and information provided through communications (e.g. newsletters, emails, magazines) (19.2%):
Question 14: Please tell us which training methods your organisation uses when supporting colleagues through learning? (Multiple Response)
25
20.5 20
20.5 19.2
15.7 15 11.6
%
10
10.9
5 1.8 0
Information provided Information provided Activity based learning Accredited learning (e.g. through presentations through communications (e.g. role shadowing, on working towards a (e.g. newsletters, the job training) specific emails, magazines) qualification/certification)
Other
Online training courses were also relatively common, with just over 15% of responses indicating that their organisations had utilised this method when delivering climate change adaptation training (15.7%).
96
When analysed by sector, similar proportions for each training method were found across each of the sectors:
Question 14: Please tell us which training methods your organisation uses when supporting colleagues through learning? (Multiple Response) - Sector
100% 7.3 90% 80% 70% 60% 50% 21.9 40% 30% 20% 10% 0%
Natural Environment (96) Agriculture and forestry (43) Built Environment (52)
9.3 7 4.7
3 13.5 13.6 10.6
1.4 11.6
0.9 12.2 9.5
4.7 9.4 14.1
Other
11.5
17.3
14.5
24
23.3 17.3 21.2
14.5
18.1 18.8
Accredited learning (e.g. working towards a specific qualification/certification)
19.5 25.6 17.3 18.2 24.6 20.3 18.6 14.1
Activity based learning (e.g. role shadowing, on the job training)
16.7
9.3
13.5
13.6
11.6
Information provided through communications (e.g. newsletters, emails, magazines) Information provided through presentations
18.8
20.9
21.2
19.7
21.7
21.3
18.8
Infrastructure (66)
For those who selected other in response to this question, a range of individual comments were made relating to the training methods employed within respondents organisations. These include conferences developing plans, self-directed exercises and in-house DVD based training. A range of more practical approaches were also identified including work experience, apprenticeships and demonstrations. These other responses, whilst only based on a small number of comments, highlight different approaches to climate change adaptation training from more traditional training techniques to those which seek to actively engage trainees and encourage practical learning. The delivery of climate change adaptation training in the context of work experience and apprenticeships also suggests that organisations are seeking to impart such knowledge to young people who are working with or joining their organisation. Finally, respondents were asked to provide any other comments they had following completion of the survey relating to the issues raised. This question produced a range of individual comments, highlighting issues such as leadership, the need for universal training across organisations, varying training needs and financial issues such as the availability of training grants.
97
A number of comments highlighted the fact that the respondent has no training in climate change something which reinforces previous findings and identifies that such training may not yet be universally available or taken up. The fact that such training is not a priority for particular respondents and their organisations was also highlighted within a small number of these final comments again reflecting a sense that some respondents did not identify strongly with climate change adaptation as a particular training need.
98
Appendix D. Overview of Interview and Workshop Issues Raised

The outcomes of the stakeholder interviews around building learning adaptive capacity, as well as the workshop on developing their sectors learning adaptive capacity will be summarised for the seven key sectors identified by Climate Ready: Natural Environment Agriculture and Forestry Built Environment Infrastructure Business and Economy Local Authorities Health and Community Resilience Natural Environment The capability to be able to address climate change adaptation is mixed within the natural environment sector, although awareness is already relatively high and most organisations work towards 20+ year strategic plans (along with shorter term management plans). While larger organisations, such as Natural England or the National Trust, have the resources to employ staff with specialist skills, many smaller organisations rely on a number of generalist staff that do not have the time to research climate adaptation and develop adaptation strategies. They therefore often look to the larger organisations that can conduct research and offer examples of good practice. It was highlighted that smaller organisations do not need research-level skills as research is being carried out by others and they simply need to be able to identify and understand the general information that is already available. An ideal solution that was suggested would be a short (one or two day) course to help develop understanding and raise awareness. Subjects to be included ranged from what the climate is predicted to look like in the area, how to create a business plan for adaptation, and where to find more detailed information if so required. Agriculture and Forestry Coordination within the sector is low and although some activity that could be classified as adaptation is already occurring, it tends to come under different headings. Farmers, for example, are responding to weather rather than climate change by changing crops for example (if it will be a wet spring they will sow more autumn crops). Both sectors are currently focused on mitigation but the supply chain is beginning to think about climate adaptation following the weather impacts of the last few years (flooding, snow etc.). Similar to the Natural Environment sector, the nature of the work within the sector leads people and organisations to be aware of the potential impacts of climate change, but find the long-term nature overwhelming. Having a small number of organisations from which information and examples of best practice are available would be beneficial for smaller farms and companies that do not have the resources to do this kind of research themselves.
99
It was highlighted that there are often seminars and information sessions on the benefits of renewable energy and that there may be an opportunity to add climate adaptation onto agendas. There are a number of local groups that provide training for their areas and are good at reaching out to local businesses. These can be targeted to provide training on climate risks, business continuity and planning with uncertainty for example. There are a number of organisations that have a relatively large amount of influence over farmers and foresters (e.g. the NFU or the Forestry Commission) and these can be used to encourage adaptation considerations by providing information in the relevant language (usually this will be financial). An issue related to the forestry sector specifically is that new entrants into the sector are well versed but there are fewer of them. Training on climate change and its impacts is quite good at the university and college level, but the sector is under-trained in general due to the relatively large proportion of older staff. Bringing climate adaptation into professional and CPD training should therefore take priority over engagement with colleges and universities for example. Built Environment The adaptive capacity of the built environment sector is low, although it is slightly higher for new build. This is due to an increased demand for eco-homes and sustainable construction by some clients. However, capital cost and mandatory standards imposed by regulation are the most important drivers for decisionmaking. The built environment sector is currently addressing adaptation issues such as river and coastal flood risk because the impacts are already being felt. However there is a lack of awareness around other issues such as higher summer temperatures and these are currently not being considered within development applications. Some training is being developed and delivered in areas of the industry such as BRE and GRIA, but these alone are not capable to raise awareness throughout the entire sector. There is also a requirement to engage with the general public as supply will follow demand and the existing buildings will need to be retrofitted to reduce their vulnerability to climate risks. It was often suggested to include climate change adaptation considerations into building regulations and design standards to ensure that everyone does work to the same standard. However, engineers, planners and architects will first need to be made aware of climate risks and how to factor in uncertainty when working with risk so that they will have the knowledge to meet the standards set out in regulations. Research and innovation is often focused on single technologies or materials and it is difficult for a nonexpert to be able to access this kind of information. Although adaptation will require more technical knowledge by designers, architects and planners, as well as training for engineers and installers, improved communication skills will be necessary to be able to disseminate best practice and new technologies. Building on existing partnerships provided by Trade Associations, for example, may be useful.
100
Infrastructure It was suggested that there may need to be a rethink about design in general. Rather than climate-proofing a piece of infrastructure, it may be necessary to accept that there will be an agreed amount of time that that particular road or rail line, for example, will not be in use. Although there is a cost associated with it being unusable, there are reduced capital and maintenance costs which would need to be assessed and compared. Engineers generally have the technical capability to include climate risks into their designs it is simply an issue of being provided with the correct parameters to which they need to design a particular piece of infrastructure. There is an opportunity to include adaptation into design standards and guidance documents, such as WebTAG for the transport sector, to ensure that long term climate risks are considered at the design stage of infrastructure projects. Although engineers are able to incorporate climate change risks into designs, there needs to be a demand from the client (usually government bodies) for them to do so. Currently clients will focus on flood risk because they are experienced regularly. However, other issues such as heatwaves or snow during winter months are not considered as often. Engagement with bodies such as the Highways Agency for example, will ensure that project specifications include consideration of long term climate risks. Business and Economy Climate change adaptation is often recognised as an issue, especially among larger companies, but little action is put in place to address it. Businesses are generally focused on short term decision making and planning which provides a significant barrier to including long terms such as climate change into business plans. Whilst technical skills to be able to interpret climate data will be required to be able to understand the implications of climate change, soft skills such as collaboration, leadership and working with uncertainty will be necessary to build capacity so that it is possible incorporate the technical expertise into business planning. Business schools will need to promote a shift from short term to long term planning to ensure that new entrants into the sector can promote a different way of thinking. Buy in from senior decision-makers is usually necessary within businesses as decisions tend to be fed from the top down to lower levels. Buy-in through awareness raising programmes and CDP training would therefore be effective for the business sector to begin building adaptive capacity. Local Authorities Awareness of climate change adaptation is relatively high due to National Indicator 188, but its importance has dropped down the agenda since the Indicators were abandoned. Adaptation is now starting to be addressed more widely again following recent flood events. However, rather than local authorities working independently, collaboration should be promoted to avoid work being carried out twice.
101
Ideally, climate change adaptation should not be a separate strategy; it should be embedded in business as usual. Branding as resilience and business continuity within local government could help gain that strategic level buy-in. Sustainability or environmental officers will therefore require training to be able to frame their position in a relevant way (rather than using language such as climate change and predicted changes in temperature, there should be a focus on risk, resilience, financial savings, and uninterrupted service delivery for example). Senior-level training and awareness raising will also be necessary so that they are able to make informed decisions. Breakfast meetings or workshops are often successful and could be used in this context. Health and Community Resilience The focus, when considering the climate change agenda, tends to be on mitigation, rather than adaptation. Although business continuity is a high priority, learning has not been developed after the flooding experiences of the last few years and changes have not been made. The NHS will require support to address climate change adaptation, as it is a relatively new concept compared to mitigation and there is therefore not much knowledge at Board Level. Workshops have been found to provide a valuable tool for engagement and learning. The NHS Sustainable Development Unit is looking to establish tools and guidance as well as address perceived barriers to promote the need for transformational change. The Health and Wellbeing Boards and the NHS Commissioning Boards may also be partners to help raise awareness and Health Education England will hopefully be able to incorporate climate change adaptation into curricula once established. Stakeholders identified that support will be needed to facilitate discussion and cascade information through the health sector so it is embedded in: governance, risk management, planning, and business decision making. Skills such as communication and partnership working will therefore be vital. There is also an option to include awareness raising for all key staff through CPD training which is updated on a yearly basis. These key staff can include champions within different organisations that can ensure that best practice is followed.
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Climate Ready Learning Project

Climate Change Adaptation Training Needs Assessment (TNA)

February 2013 Environment Agency