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\Climate Ready Learning Project Final Version_v4.doc

01 February 2013


Climate Change Adaptation Training Needs Assessment (TNA)

February 2013

Environment Agency

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

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

Revision Date Originator Checker Approver Description 1 12/11/12 JD/PC/KS DV AH 1st draft report – Initial draft of project

direction and engagement documents

2 10/01/13 JD DV AH 1st draft final report – Initial draft of project direction

3 20/01/13 JD DV AH 2nd draft final report

4 1/02/13 JD DV AH Final Report

Issue and revision record

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.

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


Chapter Title Page

Executive Summary i

1. Introduction 1

1.1 Background________________________________________________________________________ 1

1.2 Methodology _______________________________________________________________________ 1

2. Building Sector Learning Adaptive Capacity 3

2.1 Introduction ________________________________________________________________________ 3

2.2 Cross Sector _______________________________________________________________________ 3

2.3 Natural Environment _________________________________________________________________ 7

2.4 Agriculture and Forestry _____________________________________________________________ 11

2.5 Built Environment __________________________________________________________________ 17

2.6 Infrastructure______________________________________________________________________ 21

2.7 Business and Economy _____________________________________________________________ 24

2.8 Local Authorities ___________________________________________________________________ 29

2.9 Health and Community Resilience _____________________________________________________ 34

3. Conclusion 39

Appendices 43

Appendix A. The Issue of Learning Adaptive Capacity ________________________________________________ 44

A.1. Introduction _______________________________________________________________________ 44

A.2. Requirements for Adaptive Capacity Building_____________________________________________ 44

A.3. Understanding Sectoral and Organisational Learning_______________________________________ 45

Appendix B. Overview Sector Adaptive Capacity ____________________________________________________ 49

B.1. Introduction _______________________________________________________________________ 49

B.2. Natural Environment ________________________________________________________________ 49

B.3. Agriculture and Forestry _____________________________________________________________ 50

B.4. Built Environment __________________________________________________________________ 52

B.5. Infrastructure______________________________________________________________________ 54

B.6. Business and Economy _____________________________________________________________ 57

B.7. Local Authorities ___________________________________________________________________ 58

B.8. Health and Community Resilience _____________________________________________________ 59

Appendix C. Summary of Online Survey Findings____________________________________________________ 62

C.1. Executive Summary ________________________________________________________________ 62

C.2. Introduction _______________________________________________________________________ 64

C.3. Main Findings _____________________________________________________________________ 65

Appendix D. Overview of Interview and Workshop Issues Raised _______________________________________ 99

Content


i


Mott MacDonald was commissioned to evaluate current learning, training and development provision within

seven key sectors covered by the government’s 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 organisation’s strategic

objectives and support the individual’s 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

Executive Summary


ii


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


iii


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.


iv


Summary of recommendations for the Natural Environment, Forestry, Agriculture and Built Environment sectors


v


Summary of the recommendations made for the Infrastructure, Business and Economy, Local Authorities, and Heath and Resilience sectors


1


1.1 Background

Mott MacDonald was commissioned to evaluate current learning, training and development provision within

seven key sectors covered by the government’s National Adaptation Programme:

� Natural Environment

� Agriculture and Forestry

� Built Environment

� Infrastructure

� Business and Economy

� Local Authorities

� Health and Wellbeing

This report explores learning adaptive capacity1 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

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 organisation’s strategic objectives and support

the individual’s career progression.

TNA can be used by different organisations to assess the learning requirements needed by individuals to

enable them to deliver aims effectively.2 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

based on the principles outlined in Figure 1.1.3 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.

_________________________

1 See Appendix A for an outline of the issue of learning adaptive capacity 2 Institute for Sustainability, University of the West of England (2011) Guidance on conducting a training needs analysis on climate

change and resource security 3 Institute for Sustainability, University of the West of England (2011) Training Needs Analysis on Climate Change and Resource

Security: Results and Conclusions

1. Introduction


2


� 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 sector’s 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.


3


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.

2. Building Sector Learning Adaptive Capacity


4


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

sector specific knowledge.4 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 IEMA’s 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

_________________________

4 http://www.iema.net/system/files/iema-skills-map-download_0.jpg


5


Figure 2.1: Skills relevant to climate change adaptation that each sector currently possesses


6


Figure 2.2: Skills relevant to climate change adaptation that each sector would like to have developed


7


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.


8


Figure 2.3: Overview of stakeholder understanding of sector vulnerability to climate change risks

6.7 4.81.7

18.2

6.2

23.8

1.7

18.8

8.3

26.79.1

50

14.3

15.5

18.837.5

33.3 45.5

12.542.9

60.3

50

54.2

33.327.3

31.2

14.320.7

12.5

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

NaturalEnvironment

(24)

Agriculture andforestry (15)

BuiltEnvironment

(11)

Infrastructure(16)

Business andEconomy (21)

LocalAuthorities (58)

Health andWellbeing

(Community)(16)

5 - High

4

3 - Neutral

2

1 - None

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 England’s ‘Climate Change

Embedding and Risk Assessment programme’, which has worked to assess and manage climate risks to

achieve core objectives and to integrate climate change adaptation into operations and work.5 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.

_________________________

5 Natural England (2010) Assessing and responding to climate risks to Natural England’s objectives


9


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: Levels of climate change adaptation training requirements by sector

6.8 4.0

16.7 13.9

2822.1

10.54.5

5.62.8

5.34.5

4

5.62.9

5.36.8

8

5.6 5.64.4

2.6

11.4

8

5.6 8.3 4.47.9

6.8

12

5.6

11.1

12 7.9

15.9

16 11.1

13.9

16

10.3

13.2

13.6

1222.2

8.3

4

7.4

13.2

11.4

8

8.3

4

1.5

10.5

18.2

28 27.822.2

36

47.1

23.7

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

NaturalEnvironment

(44)


BuiltEnvironment

(18)

Infrastructure(36)



Health andWellbeing

(Community)(38)

Not Applicable)

Level 8 (Doctorates orequivalent)

Level 7 (Postgraduatedegrees, chartership,advanced profressional awardsor equivalent)

Level 6 (Bachelor degrees,graduate certificates, diplomasor equivalent)

Level 5 (Diplomas of highereducation, foundation degreesor equivalent)

Level 4 (Certificates of highereducation or equivalent)

Level 3 (AS/A Levels orequivalent)

Level 2 (GCSEs graded A*-Cor equivalent)

Level 1 (GCSEs graded D-G orequivalent)

Entry level (entry levelVocational Qualifications orequivalent)


10


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.


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.


11



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 IEMA’s 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.



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.



12


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.


13



Support sector sustainability websites in the communication of practical climate change adaptation

information, knowledge and resources

Sector specific sustainability websites, such as Farming Futures,6 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 http://www.farmingfutures.org.uk/


14


Figure 2.5: Summary of training methods used by each sector to support learning development

18.8 20.9 21.2 19.7 21.7 21.3 18.8

16.7 9.313.5 13.6 11.6

18.6

14.1

21.925.6 17.3 18.2

24.619.5

20.3

2423.3

17.3 21.214.5

18.1

18.8

11.5

4.717.3 10.6 14.5

9.514.1

7.3

7

13.513.6

11.6 12.29.4

9.33 1.4 0.9

4.7

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

NaturalEnvironment

(96)


BuiltEnvironment

(52)

Infrastructure(66)



Health andWellbeing

(Community)(64)

Other

Accredited learning (e.g.working towards a specificqualification/certification)

Activity based learning (e.g.role shadowing, on the jobtraining)

Information provided throughcommunications (e.g.newsletters, emails,magazines)

Information provided throughpresentations

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.


15


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 industry’s 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.



16


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

example, has a section on climate change and the impacts it will have on the sector.7 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.


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.



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.

_________________________

7 Forestry Commission (2013) Forests and Climate Change. Available at: http://www.forestry.gov.uk/forestry/INFD-7m8f59, last

accessed 28th Jan, 2013


17


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.


18


Figure 2.6: Stakeholder awareness of climate change initiatives currently in place, within their respective

organisations, for each sector

87.5

80.0

54.5

87.5

61.9

87.981.2

12.5

20

45.5

12.5

38.1

12.118.8

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

NaturalEnvironment

(24)


BuiltEnvironment

(11)

Infrastructure(16)



Health andWellbeing

(Community)(16)

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.


19



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.


20




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.


21


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.


22


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,

design standards, and tools that are widely used (such as WebTAG8 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

9.16.2 4.8

12.1 12.5

4.2

13.3

18.2

12.5

38.1

5.2 6.2

13.3

27.3

25

19

41.4

2550

26.7

27.3

18.8

14.3

32.8

31.2

45.8 46.7

18.2

37.5

23.8

8.6

25

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

NaturalEnvironment

(24)

Agricultureand forestry

(15)

BuiltEnvironment

(11)

Infrastructure(16)


LocalAuthorities

(58)

Health andWellbeing

(Community)(16)

5 - Very important

4

3 - Neutral

2

1 -Not important

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.

_________________________

8 The Department for Transport (2013) Transport Analysis Guidance – WebTAG. Available at http://www.dft.gov.uk/webtag/, last

accessed Jan 21st, 2013


23


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

17 days.9

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.


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.

_________________________

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-Critical-Infrastruc.aspx, last accessed Jan 28th, 2013


24


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.



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.



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



25


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: Factors limiting organisations providing training by sector

1825.8

31

16.1 18.925.3 21.9

34

35.5 24.1

16.1

21.6

21.6

15.6

6

13.8

16.18.1

13.6

9.4

206.5

17.2

6.510.8

16.7

15.6

10

12.9

10.3

12.9

13.5

9.9

12.5

2

3.2

3.4

9.7

21.6

6.2

15.6

1016.1

22.6

5.4 6.8 9.4

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

NaturalEnvironment

(50)


BuiltEnvironment

(29)

Infrastructure(31)



Health andWellbeing

(Community)(32)

Other

Subject area is noton your organisationsagenda

Lack of expertise inthe subject area

Lack of internalsupport (e.g. fromsenior managers)

Lack of externalsupport (e.g. fromgovernment or sectorinstitution)

Time taken awayfrom your day job

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.


26


Figure 2.9: Stakeholders’ views of who within their organisation should receive climate change adaptation training by

sector

13.8 16.7 15.27.9

1711.3 11.8

2020 24.2

18.4

38.3

23.717.6

18.820 18.2

21.1

14.9

21.1

11.8

17.516.7 18.2

21.1

17

14.9

13.7

12.5 6.7

12.1

13.2

8.5

16

19.6

12.5

3.3

9.1

5.3

8.2

11.8

5

16.7

3

13.24.3 4.6

13.7

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

NaturalEnvironment

(80)


BuiltEnvironment

(33)

Infrastructure(38)


LocalAuthorities

(194)

Health andWellbeing

(Community)(51)

Other

Junior staff

Designated team orindividual withresponsibility for climatechange adaptation

Technical specialists

Middle management

Directors and seniormanagement

Chairman/managingdirector

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.


27



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.


28


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.



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.



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.


29


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.


30


Figure 2.10: Timescales over which climate change adaptation initiatives are being carried out by sector

85.7

50.0 50

78.6

61.566.7

84.6

9.5

25

50

7.138.5

21.6

7.7

8.3

9.87.7

7.1

4.8

16.7

7.12

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

NaturalEnvironment

(21)


(12)

BuiltEnvironment

(6)

Infrastructure(14)

Business andEconomy

(13)

LocalAuthorities

(51)

Health andWellbeing

(Community)(13)

Beyond 20years (longerterm)

10-20 years(long term)

5-10 years(medium term)

Over the next 1-5 years (shortterm)

Initiatives arealready beingimplemented(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.


31


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).


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


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

pack for elected members10

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.

_________________________

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


32


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 longer-

term 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 decision-

makers 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.



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

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

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

Source: http://www.rtpi.org.uk/education-and-careers/information-for-universities/accredited-qualifications/


33


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

environmental targets and objectives.11

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.

_________________________

11 http://gps.cabinetoffice.gov.uk/contracts/rm830


34


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

society. Climate change is the biggest global health threat of the 21st century12

. 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.

_________________________

12 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.1693—733


35


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 (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 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

_________________________

13 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

The NHS Sustainable Development Unit

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, industry and the third sector to achieve the above.

13


36


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.


37



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

to climate change risks. 14

Working with organisations to build the skills necessary to be able to undertake

such work in-house should be a priority.

_________________________

14 http://shape.dh.gov.uk/


38


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.



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.



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.


39


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

Natu

ral E

nviro

nment

Agri

cultu

re a

nd Fore

sty

Built

Envi

ronm

ent

Infra

stru

cture

Buis

ines

s and E

conom

y

Local A

uthorit

y

Heal

th a

nd Com

muni

ty

Resi

lience

Support the development of internal training

programmes tailored to specified context or


x x

Create and facilitate cross sector knowledge

sharing networks and partnerships x x x x x x x

Work with and promote key sector institutions

and professinal skills to integrate of climate

change adaptation into CPD and professional

qualifications

x x x x x x x

Work with universities and academic

institutions to integrate climate change

adaptation into sector specific undergraduate

and postgraduate programmes

x x x x x x x

Support sector sustainability websites in the

communication of practical climate change

adaptation information, knowledge and

resources

x

Train sector climate change adaptation advisors

in key organisationx x

Communicate sector specific climate change

adaptation information to raise awarenessx

Work with government bodies to develop the

leaning capacity to integrate climate change


x x

Develop leadership awareness raising programs

in partnership with key sector representative

organisations

x x x

Promote project management, commissioning

and procurement strategiesx x

Three recommendations that have uniformity across the sectors are:


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.

3. Conclusion


40


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.



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.


41


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.



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.


42


� 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


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.


43


Appendix A. The Issue of Learning Adaptive Capacity ________________________________________________ 44

Appendix B. Overview Sector Adaptive Capacity ____________________________________________________ 49

Appendix C. Summary of Online Survey Findings____________________________________________________ 62

Appendix D. Overview of Interview and Workshop Issues Raised _______________________________________ 99

Appendices


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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

projected changes in climate or their effects, or which moderate harm or exploit beneficial opportunities.15

In working to manage such risks, climate change adaptation can be categorised into initiatives that either:16

� 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.

_________________________

15 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.

16 http://www.ukcip.org.uk/essentials/adaptation/adaptation-types/

Appendix A. The Issue of Learning Adaptive Capacity


45


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 decision-

makers to incorporate climate change adaptation into policies, plans and programmes within their own

sector. 17

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

in ways that are useful to stakeholders.18

This role is now undertaken by the Environment Agency’s 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

consideration of such information in decision-making.19

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

Challenges in developing climate change adaptation responses include:20

� 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

and decision-making.21

_________________________

17 UNISDR et al (2011) Climate Change Adaptation and Disaster Risk Reduction in Europe: A Review of Risk Governance 18 http://www.ukcip.org.uk/about-ukcip/ 19 Murphy et al (2009), UK Climate Projections Science Report: Climate change projections. Met Office Hadley Centre, Exeter. 20 The Royal Commission on Environmental Pollution (2010) Adapting Intuitions to Climate Change 21 Adger et al, 2007: Assessment of adaptation practices, options, constraints and capacity. Climate Change 2007: Impacts,


46


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 individual’s 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 people’s 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

knowledge to develop the tools or methods required. 23

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

_________________________

22 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.

23 The Scottish Government (2009) Scotland’s Climate Change Adaptation Framework


47


Individuals limit an organisation’s ability to adapt if they are untrained or lack awareness.24

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 Research25

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.

_________________________

24 Scheraga and Grambsch (1998) Risks, opportunities, and adaptation to climate change. Climate Research, 10, 85–95. 25 Tyndall Centre for Climate Change Research (2004) Business and Climate Change: Measuring and Enhancing Adaptive Capacity


48


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


49


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

As identified by the UK Climate Change Risk Assessment (CCRA)26

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:

� Responding to the impacts of climate change on the natural environment in the Broads,27

� The development of climate change adaptation indicators for the natural environment28

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.

_________________________

26 DEFRA (2012) UK Climate Change Risk Assessment: Climate Change Risk Assessment for the Biodiversity and Ecosystem

Services Sector 27 Natural England (2009) Responding to the impacts of climate change on the natural environment: The Broads 28 Natural England (2010) Climate change adaptation indicators for the natural environment

Appendix B. Overview Sector Adaptive Capacity


50


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

which presents the cost and benefits of adopting alternative management practices. 29

B.3.1. Agriculture

As illustrated by the UK CCRA30

, agriculture’s 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.

_________________________

29 HM Government (2012) UK Climate Change Risk Assessment: Government Report 30 DEFRA (2012) UK Climate Change Risk Assessment: Climate Change Risk Assessment for the Agriculture Sector


51


� 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 farmer’s 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

highly innovative and can adapt quickly 31

, 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: 32

� 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.

� Defra’s 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

_________________________

31 DEFRA (2012) UK Climate Change Risk Assessment: Climate Change Risk Assessment for the Agriculture Sector 32 DEFRA (2012) UK Climate Change Risk Assessment: Climate Change Risk Assessment for the Forestry Sector


52


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 one-

stop-shop to farmers needing advice on a number of subjects, including adaptation to climate change,

which will help raise farmers’ awareness of the challenges. 33

B.3.2. Forestry

As illustrated by the UK CCRA34

, 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

understood, which the Forestry Commission has begun35

. 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.

_________________________

33 HM Government (2012) UK Climate Change Risk Assessment: Government Report 34 DEFRA (2012) UK Climate Change Risk Assessment: Climate Change Risk Assessment for the Agriculture 35 Forestry Commission (2010) Climate Change: Impacts and Adaptation in England’s Woodland. Available at

http://www.forestry.gov.uk/pdf/FCRN201.pdf/$FILE/FCRN201.pdf, last accessed Jan 14, 2013


53


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

heat stress and overheating, are not as widely considered within development applications. 36

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

construction than to retrofit them later on. 37

Uptake is higher for flood resilience and water saving

measures than for measures to reduce the risk of overheating (without resorting to air-conditioning).38

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

are relatively long, and there are concerns about inconvenience.39

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

projects.40

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

buildings should have a significant competitive advantage in the future.41

Research and innovation is underway, but as with the Natural Environment sector, innovation is focused on

single technologies or materials42

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.

_________________________

36 DEFRA (2012) UK Climate Change Risk Assessment: Climate Change Risk Assessment for the Built Environment Sector 37 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 38 DEFRA (2012) UK Climate Change Risk Assessment: Climate Change Risk Assessment for the Built Environment Sector 39 House of Commons Environmental Audit Committee (2010) Adapting to Climate Change 40 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 41 DEFRA (2012) UK Climate Change Risk Assessment: Climate Change Risk Assessment for the Built Environment Sector 42 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


54


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

sensitive not only to the existing climate, but also to climate variations over the decades of their use.43

The

UK’s existing infrastructure is already vulnerable to today’s 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

subsystems.44

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.

_________________________

43 HM Government (2011) Climate Resilient Infrastructure: Preparing for a Changing Climate 44 Environment Agency Climate Ready Support Service (2012) Infrastructure


55


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

common means for defining resilience and classifying vulnerabilities.45

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

the UK Climate Change Risk Assessment, 46

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

climate change on the energy sector.47

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

resource from these programmes also assists to satisfy current business requirements.48

B.5.2. Transport Infrastructure

Operation and maintenance of the UK’s 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)

_________________________

45 Engineering the Future (2011) Infrastructure, Engineering and Climate Change Adaptation – Ensuring services in an uncertain

future 46 DEFRA (2012) UK Climate Change Risk Assessment: Climate Change Risk Assessment for the Energy Sector 47 47 DEFRA (2012) UK Climate Change Risk Assessment: Climate Change Risk Assessment for the Energy Sector

48 National Grid (2010) Gas Transmission and Distribution UK: Climate Change Adaptation Report


56


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

methodologies.49

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

and environmental science, risk management, surveying, planning and engineering.50

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 sector’s flood resilience and

water supply:51

52

� 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 sector’s 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.

_________________________

49 DEFRA (2012) UK Climate Change Risk Assessment: Climate Change Risk Assessment for the Transport Sector 50 Department for Transport (2010) Climate Change Adaptation Plan for Transport 2010-2012: Enhancing resilience to climate change 51 DEFRA (2012) UK Climate Change Risk Assessment: Climate Change Risk Assessment for the Water Sector 52 Ofwat (2011) Summary of a Hydraulic Modelling Exercise Reviewing the Impact of Climate Change, Population and Growth in

Impermeable Areas up to Around 2040


57


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 ‘inward-

facing 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

consequences for the UK economy with further impacts felt across all other sectors.53

Research suggests that levels of concern about the risk to business from climate change remains too low.54

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

climate change adaptation banner. 55

Evidence of good practice needs to be presented in a format that can

be integrated into business decision-making. This is particularly useful for SME’s that may not have the

resources to interpret climate data and produce adaptation strategies themselves.

_________________________

53 HM Government (2012) UK Climate Change Risk Assessment: Government Report 54 Firth, J. and Colley, M. (2006) The Adaptation Tipping Point: Are UK Businesses Climate Proof? 55 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


58


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

case of small firms. 56

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

deal with the risks, and exploit the opportunities presented by climate change in a global market.57

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

and whether climate risk has been given sufficient weight in local authority decision making.58

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.

_________________________

56 BIS 57 DEFRA (2012) UK Climate Change Risk Assessment: Climate Change Risk Assessment for the Business, Industry and Services

Sector 58 Committee on Climate Change (2012) How local authorities can reduce emissions and manage climate risk


59


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

needs of the planning system.59

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

climate change. Climate Change is recognised as the biggest threat to public health during the 21st

Century.60

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

in demand due to due climate change impacts.61

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.

_________________________

59 Committee on Climate Change (2012) How local authorities can reduce emissions and manage climate risk 60 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 61 DEFRA (2012) UK Climate Change Risk Assessment: Climate Change Risk Assessment for the Health Sector


60


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

institutions to integrated care that is part of the community.62

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

routine governance.63

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

importance in addressing the social vulnerability to climate change risk.64

_________________________

62 NHS Sustainable Development Unity (2011) Route Map for Sustainable Health 63 NHS Sustainable Development Unit (2012) Sustainability in the NHS: Health Check List 64 Joseph Rowntree Foundation (2011) Climate change, justice and vulnerability


61


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.


62


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.

Appendix C. Summary of Online Survey Findings


63


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.


64


C.2. Introduction

C.2.1. 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 26th November 2012 to mid-morning on

Thursday 13th 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

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 sector-

specific level the volume of responses is lower and we have incorporated analysis at this level only where

notable patterns and remarks are identifiable.


65


C.3. Main Findings

C.3.1. 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:

14.9

9.3

6.8

9.9

13

36

9.9

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Sector

Health and Wellbeing (Community)

Local Authorities


Infrastructure

Built Environment


Natural Environment

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.


66


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?

2.2

7.5

21

44.6

24.7

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Please indicate, on a scale of 1 (no vulnerability) to 5 (high vulnerability), how vulnerableyou think your organisation is to climate change risks?

5 - High

4

3 - Neutral

2

1 - None


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.


67


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

6.7 4.81.7

18.2

6.2

23.8

1.7

18.8

8.3

26.79.1

50

14.3

15.5

18.837.5

33.3 45.5

12.542.9

60.3

50

54.2

33.327.3

31.2

14.320.7

12.5

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

NaturalEnvironment

(24)


BuiltEnvironment

(11)

Infrastructure(16)



Health andWellbeing

(Community)(16)

5 - High

4

3 - Neutral

2

1 - None


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.


68


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?

67.2

7.0

11.3

4.8

6.5

3.2

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Please tell us when you believe climate change risks will begin toaffect your organisation?

I do not feel that my organisation willbe affected by climate changeBeyond 20 years (longer term)

10-20 years (long term)

5-10 years (medium term)

In next 1-5 years (short term)

Climate change risks are alreadyaffecting our organisation (Current)


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.


69


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

87.5

60.063.6

50

42.9

81

50

6.7

18.2

9.5

5.2

6.2

8.3

6.7

9.1

12.5

28.6

5.2

25

4.2

6.7

12.5

9.5

1.7

6.213.3

18.8

4.8

6.96.7 9.16.2 4.8

12.5

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

NaturalEnvironment

(24)


(15)

BuiltEnvironment

(11)

Infrastructure(16)


LocalAuthorities

(58)

Health andWellbeing

(Community)(16)

I do not feel that myorganisation will beaffected by climatechange

Beyond 20 years (longerterm)


5-10 years (mediumterm)

In the next 1-5years(short term)

Climate change risks arealready affecting ourorganisation (current)


Base: See Graph

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.


70


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?

80.6%

19.4%

Yes

No


Base: 186


71


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

87.5

80.0

54.5

87.5

61.9

87.981.2

12.5

20

45.5

12.5

38.1

12.118.8

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

NaturalEnvironment

(24)


BuiltEnvironment

(11)

Infrastructure(16)



Health andWellbeing

(Community)(16)

No

Yes


Base: See Graph

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.


72


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?

65.3

19.3

4

6.7

4.7

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Level climate adaptation initiatives are being implemented

Other

Team

Office or location

Department

Whole organisation


Base: 150

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.


73


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

71.466.7 66.7

85.7

76.9

47.1

69.2

19

8.3

33.3

7.1 23.1

29.4

7.7

4.8

8.3

7.1

2

15.417.6

4.8

16.7

3.97.7

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

NaturalEnvironment

(21)


(12)

BuiltEnvironment

(6)

Infrastructure(14)

Business andEconomy

(13)

LocalAuthorities

(51)

Health andWellbeing

(Community)(13)

Other

Team

Office or location

Department

Whole organisation


Base: See Graph

The only sector with respondents indicating implementation was carried out at a team level was Local

Authority (17.6%).


74


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?

72.7

18.7

4.70.7

3.3

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Timescales for implementation of climate change adaptationinitiatives

Beyond 20 years (longer term)


5-10 years (medium term)


Initiatives are already beingimplemented (current)


Base: 150

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.


75


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

85.7

50.0 50

78.6

61.566.7

84.6

9.5

25

50

7.138.5

21.6

7.7

8.3

9.87.7

7.1

4.8

16.7

7.12

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

NaturalEnvironment

(21)


(12)

BuiltEnvironment

(6)

Infrastructure(14)

Business andEconomy

(13)

LocalAuthorities

(51)

Health andWellbeing

(Community)(13)

Beyond 20years (longerterm)

10-20 years(long term)

5-10 years(medium term)


Initiatives arealready beingimplemented(current)


Base: See Graph

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.


76


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)

13.6

23.4

18.5

16.3

13.6

86.7

0

5

10

15

20

25

Please tell us who within your organisation should receive further trainingand support on planning and implementing climate change adaptation

initiatives?

Chairman/managing director


Middle management


Designated team or individualwith responsibility for climatechange adaptation

Junior staff

Other

%


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%).


77


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

13.8 16.7 15.27.9

1711.3 11.8

2020 24.2

18.4

38.3

23.717.6

18.820 18.2

21.1

14.9

21.1

11.8

17.516.7 18.2

21.1

17

14.9

13.7

12.5 6.7

12.1

13.2

8.5

16

19.6

12.5

3.3

9.1

5.3

8.2

11.8

5

16.7

3

13.24.3 4.6

13.7

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

NaturalEnvironment

(80)


BuiltEnvironment

(33)

Infrastructure(38)


LocalAuthorities

(194)

Health andWellbeing

(Community)(51)

Other

Junior staff

Designated team orindividual withresponsibility for climatechange adaptation


Middle management


Chairman/managingdirector


Base: See Graph

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.


78


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?

75.3%

24.7%Yes

No


Base: 186


79


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

83.3

66.763.6

93.8

57.1

82.8

62.5

16.7

33.336.4

6.2

42.9

17.2

37.5

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

NaturalEnvironment

(24)


BuiltEnvironment

(11)

Infrastructure(16)



Health andWellbeing

(Community)(16)

No

Yes


Base: See Graph

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 inter-

organisational plans. Issues such as the environment and undertaking vulnerability and risk assessments

were also highlighted by a number of respondents.


80


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?

62.4%

37.6%

Yes

No


Base: 186


81


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

75

46.7 45.550

61.9

72.4

37.5

25

53.3 54.550

38.1

27.6

62.5

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

NaturalEnvironment

(24)


BuiltEnvironment

(11)

Infrastructure(16)



Health andWellbeing

(Community)(16)

No

Yes


Base: See Graph

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.


82


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?

8.1

11.3

26.3

29.6

24.7

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Please indicate, on a scale of 1 (not important) to 5 (very important), how great a priority climatechange adaptation is for your organisation?

5 - Very important

4

3 - Neutral

2

1 - Not important


Base: 186

Conversely, less than 10% of respondents indicated that climate change adaptation was not important in

terms of their organisations priorities (8.1%).


83


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

9.1 6.2 4.8

12.1 12.5

4.2

13.3

18.2

12.5

38.1

5.2 6.2

13.3

27.3

25

19

41.4

2550

26.7

27.3

18.8

14.3

32.8

31.2

45.8 46.7

18.2

37.5

23.8

8.6

25

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

NaturalEnvironment

(24)


(15)

BuiltEnvironment

(11)

Infrastructure(16)


LocalAuthorities

(58)

Health andWellbeing

(Community)(16)

5 - Very important

4

3 - Neutral

2

1 -Not important


Base: See Graph

Also, no respondents within these respective sectors felt that climate change adaptation was ‘not important’

in terms of their organisation’s 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).


84


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)

6.7

4.9

8.8

10.5

8.17.8

10.4

6.8

7.6

8.8

8

2.5

7.7

1.2

0

2

4

6

8

10

12

%


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.


85


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)

6.4

10.4

11.8

6.6

8.3 8.1

6.8 6.9

8.5

5.1

9.3

3.7

5.1

3

0

2

4

6

8

10

12

14

%



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.


86


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

6.7

4.9

8.8

10.5

8.17.8

10.4

6.8

7.6

8.8

8

2.5

7.7

1.2

6.4

10.4

11.8

6.6

8.3 8.1

6.86.9

8.5

5.1

9.3

3.7

5.1

3

0

2

4

6

8

10

12

14

Q8. Current Expertise

Q9. Require Greater LearningSupport

%


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.


87


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)

18.2

23

15.5

6.8

1615

5.5

0

5

10

15

20

25

Advice/guidelinesfrom externalsources (e.g.

government,bestpractice)

Organisationpolicy/objectives

Organisationalbenefits (e.g.

efficiency)

Individual benefits(e.g. career

development)

Sustainabilityconcerns

No climate changeadaptation 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 top-

down 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.


88


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

14.620.5

25 23.114.9 17.1 20.5

29.2 17.9

25

15.425.5 22.5

23.1

12.5 20.5

12.5

15.417

14.415.4

12.5 10.3 4.2

10.3 4.34.5

5.1

18.8 17.9 20.817.9

14.912.6

15.4

12.5

2.6

12.5

12.819.1

22.510.3

10.35.1 4.3 6.3

10.3

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

NaturalEnvironment

(48)


(39)

BuiltEnvironment

(24)

Infrastructure(39)

Business andEconomy

(47)

LocalAuthorities

(111)

Health andWellbeing

(Community)(39)

Other

No climate changeadaptation training isundertaken

Sustainability concerns

Individual benefits (e.g.career development)

Organisational benefits(e.g. efficiency)

Organisationpolicy/objectives

Advice/guidelines fromexternal sources (e.g.government, bestpractice)


Base: See Graph

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.


89


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)

13.7

2.3

4.35.7

6.7 6.3

13.7

11.7

6.3

29.3

0

5

10

15

20

25

30

35

Entry level(entry levelvocational

qualificationsor equivalent)

Level 1(GCSE's

graded D-G orequivalent)

Level 2(GCSE's

graded A*-Cor equivalent)

Level 3 (AS/ALevel or

equivalent)

Level 4(Certificates of

highereducation orequivalent)

Level 5(Diplomas of

highereducation,foundationdegrees orequivalent)

Level 6(Bachelordegrees,graduate

certificates,diplomas orequivalent)

Level 7(Postgraduate

degrees,chartership,advanced

professionalawards orequivalent)

Level 8(Doctorates or

equivalent)

Not Applicable

%



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.


90


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

6.8 4.0

16.7 13.9

2822.1

10.54.5

5.62.8

5.34.5

4

5.62.9

5.36.8

8

5.6 5.64.4

2.6

11.4

8

5.6 8.3 4.47.9

6.8

12

5.6

11.1

12 7.9

15.9

16 11.1

13.9

16

10.3

13.2

13.6

1222.2

8.3

4

7.4

13.2

11.4

8

8.3

4

1.5

10.5

18.2

28 27.822.2

36

47.1

23.7

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

NaturalEnvironment

(44)


BuiltEnvironment

(18)

Infrastructure(36)



Health andWellbeing

(Community)(38)

Not Applicable)











Base: See Graph


91


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)

5.2

0.6 1.2 1.8

4

8.3

24.2

22

13.8

19

0

5

10

15

20

25

30



Level 1(GCSE's


Level 2(GCSE's

graded A*-Cor equivalent)


equivalent)



Level 5(Diplomas of








equivalent)

Not Applicable

%



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.


92


Question 12: Which levels does/would your organisation focus on when recruiting or securing expertise for climate

change adaptation? (Multiple Response) - Sector

4.1 3.78.8

12.54.9 6.72

2.92 3.7

2.9

1.22 3.7

3.7

2.9

2.4

8.2 3.7

7.4

5.9

3.12.4 3.3

8.27.4 14.8

8.8

15.6

7.33.3

26.5

22.222.2

14.721.9

30.5

23.3

24.5

14.8

33.3

14.7

15.6 23.2

20

16.3

18.5

11.1

14.79.4 2.4

23.3

6.1

22.2

7.4

23.5 21.925.6

20

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

NaturalEnvironment

(49)


BuiltEnvironment

(27)

Infrastructure(34)



Health andWellbeing

(Community)(30)

Not Applicable)











Base: See Graph

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%).


93


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

13.7

2.3

4.35.7

6.7 6.3

13.7

11.7

6.3

29.3

5.2

0.6 1.2 1.8

4

8.3

24.2

22

13.8

19

0

5

10

15

20

25

30

35



Level 1(GCSE's


Level 2(GCSE's

graded A*-C orequivalent)


equivalent)



Level 5(Diplomas of








equivalent)

Not Applicable

Q11. Training Expertise Q12. Recruitment/Securing Expertise

%


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.


94


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)

23.6%

24.3%

9.9%

14.2%

11.3%

7.5%

9.2% Cost of training

Time taken away from your dayjob

Lack of external support (e.g.from government or sectorinstitution)

Lack of internal support (e.g.from senior managers)

Lack of expertise in the subjectarea

Subject area is not on yourorganisation's agenda

Other



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.


95


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

1825.8

31

16.1 18.925.3 21.9

34

35.5 24.1

16.1

21.6

21.6

15.6

6

13.8

16.18.1

13.6

9.4

206.5

17.2

6.510.8

16.7

15.6

10

12.9

10.3

12.9

13.5

9.9

12.5

2

3.2

3.4

9.7

21.6

6.2

15.6

1016.1

22.6

5.4 6.8 9.4

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

NaturalEnvironment

(50)


BuiltEnvironment

(29)

Infrastructure(31)



Health andWellbeing

(Community)(32)

Other

Subject area is noton your organisationsagenda

Lack of expertise inthe subject area

Lack of internalsupport (e.g. fromsenior managers)

Lack of externalsupport (e.g. fromgovernment or sectorinstitution)

Time taken awayfrom your day job

Cost of training


Base: See Graph

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.


96


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)

20.5

15.7

20.5

19.2

11.610.9

1.8

0

5

10

15

20

25

Face to face trainingcourses

Online training courses Information providedthrough presentations

Information providedthrough communications

(e.g. newsletters,emails, magazines)

Activity based learning(e.g. role shadowing, on

the job training)

Accredited learning (e.g.working towards a

specificqualification/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%).


97


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

18.8 20.9 21.2 19.7 21.7 21.3 18.8

16.7 9.313.5 13.6 11.6

18.6

14.1

21.925.6 17.3 18.2

24.619.5

20.3

2423.3

17.3 21.214.5

18.1

18.8

11.5

4.717.3 10.6 14.5

9.514.1

7.3

7

13.513.6

11.6 12.29.4

9.33 1.4 0.9

4.7

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

NaturalEnvironment

(96)


BuiltEnvironment

(52)

Infrastructure(66)



Health andWellbeing

(Community)(64)

Other

Accredited learning (e.g.working towards a specificqualification/certification)

Activity based learning (e.g.role shadowing, on the jobtraining)

Information provided throughcommunications (e.g.newsletters, emails,magazines)

Information provided throughpresentations

Online training courses

Face to face training courses


Base: See Graph

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.


98


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.


99


The outcomes of the stakeholder interviews around building learning adaptive capacity, as well as the

workshop on developing their sector’s 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.


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.

Appendix D. Overview of Interview and Workshop Issues Raised


100


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 decision-

making.

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 non-

expert 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.


101


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.


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.


102


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.