Climate Adaptation Framework for NHS organisations – Further Guidance
o Develop adaptation aims, outcomes and/ or a vision that clearly communicates what your organisation is aiming to achieve. o Make sure that any goals are measurable so that data can be captured over the implementation of the adaptation work. o Assess and highlight how your adaptation aims and objectives contribute to or enhance other corporate responsibilities and priorities ( OC1A ), such as tackling inequalities and achieving better health outcomes.
PI1B Identify a range of existing and potential adaptation actions
Your organisation will already be taking actions that deliver adaptation, even if they are not always recognised as such. By identifying some of these actions you can demonstrate alignment with your organisation’s functions – and show that you have already begun an adaptation journey. Compile an initial set of options for actions that your organisation could take – either alone or with partners. It is important to consider a wide range of actions, both short- and long-term, easy and difficult.
Further guidance:
• Identify work that is already occurring within your organisation to progress adaptation or build capacity to adapt. These activities may not be formerly called or recognised as adaptation. o Review the on-going activities, plans or policies within various different services or departments of your organisation and consider how they may support climate adaptation. For example your Estates team may be considering climate adaptation in the form of ensuring buildings are able to deal with flooding, resist severe storms and cope with overheating. • There is an overview of the different types of adaptation actions in the glossary on this website. For a list of potential adaptation techniques and guidance on choosing those most relevant to your organisation, see Adapt to Survive: a suite of resources for adaptation planning. PI1C Identify relevant NHS internal structures and requirements for adaptation Planning adaptation will require you to interact with stakeholders from across the NHS. Map out NHS structures and how you fit into these. Start conversations about adaptation with existing NHS networks and structures and identify new ways to engage with internal structures and contacts to drive adaptation. Ensure a diversity of stakeholders. Engaging across multiple services enables you to understand potential conflicts of interest, identify where actions have benefits for multiple services and helps to avoid taking actions with negative side-effects.
Further guidance:
• Read Adapt to Survive to help understand drivers for adaptation within NHS, including internal and external requirements such as the National Adaptation Programme, Adaptation Reporting Power, TCFD-aligned disclosure, and the EPRR Core Standards.
Authors: Sustainability West Midlands; Sniffer Partners: NHSE North East & Yorkshire, NHSE North West, NHS Greater Manchester
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