Working Together - Advanced

Your organisation is working with partners on a regular basis to deliver a range of shared adaptation actions. Collaboration is supported by formalising partnership arrangements and you are actively seeking to involve diverse stakeholders in your adaptation planning. You are linking to wider networks to share ideas, experience and seek opportunities to collaborate.

Capability Stages

Starting 1 Intermediate 2 Advanced 3 Mature 4

WT3A Begin to formalise partnership working

As you work with partners more frequently and on larger projects, you will need to formalise partnership arrangements - agreeing roles, responsibilities and funding allocations. This might build upon existing arrangements or might need you to establish a new partnership.

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Subtasks

Identify whether partnership working can be delivered as part of an existing partnership/ governance arrangement or whether a new partnership needs to be established. Identify different options for formalising partnership working and assess the strengths and weaknesses of each. Considering the role and remit of partnership working and developing a business case will assist with this process.

Consider the role and remit of partnership working:
- What is the vision, aims and objectives that the partnership is seeking to achieve?
- What will the partnership deliver? For example will the partners deliver a joint strategy or plan? Will the remit of the partnership extend to implementing the plan and delivering joint action? Or do partners want to focus on delivering a specific project?
- How will the partnership be structured? For example will the partnership be made up of one partnership board/ an open networking group/ a combination?
- What legal structure does the partnership require?
- What is the lifespan of the partnership? Will it operate for a limited time? Or be open ended?
Develop a business case for partnership working arrangements. It is good practice to consider the Five Cases included in the HM Treasury Green Book Guidance on Appraisal and Evaluation:
- Strategic case - What is the case for change and what is the rationale for proposed partnership working? How does it fit with the wider priorities and objectives that organisations are working towards?
- Economic case - What is the value to society of partnership working compared to continuing with Business As Usual?
- Commercial case – What will partnership working deliver?
- Financial case - What are the capital and revenue costs?
- Management case – Are there realistic and robust delivery plans?

Resources

The Green Book: Central Government Guidance on Appraisal and Evaluation

Edinburgh Adapts Terms of Reference

Climate Ready Clyde Prospectus

WT3B Engage a wide range of stakeholders

Delivering adaptation needs to involve a diverse range of stakeholders including communities, businesses and the third sector - look beyond the ‘usual suspects’. Authentic engagement will allow for adjustment of your plans and an opportunity for you to influence others.

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Subtasks

Develop a stakeholder engagement plan. This should be informed by previous work to develop a vision (Task WT2C) and/ or explore adaptation pathways / theory of change (Task PI3A). As a first step it is important to identify individuals and organisations that can influence and/ or will be influenced by the change(s), outcomes and impact that you are seeking to achieve. The stakeholder engagement plan should identify engagement activities that are likely to be effective in reaching these individuals and organisations.

Consider climate justice – at an early stage reflect on how you are climate justice is considered as part of your engagement on adaptation. How can you enable vulnerable groups to influence the adaptation actions that affect them?

For risk assessment and adaptation planning processes - research different formats for engagement workshops. Adaptation Scotland has many examples of workshop templates, resources and processes.

Identify partner organisations that may be well placed to reach target stakeholders. For example if you are seeking to engage the business community then trade associations or local business forums are an obvious starting point.

For place based projects working at a localities scale - Identify other projects/ partnerships/ initiatives that are seeking to influence change within the location that you are targeting. At a localities scale it is important to work with others to integrate adaptation as part of projects and initiatives that are addressing the outcomes and priorities that communities have identified.

Find ways of involving cultural and creative practitioners as part of your approach to engagement. Creative approaches can help people engage with adaptation in new ways and generate a wide range of ideas.

Resources

Climate Just Tool

Aberdeen Adapts - engaging communities through community practice

Levenmouth Adapts

Creative Carbon Scotland's Library of Creative Sustainability

WT3C Implement further joint actions

Ongoing collaboration with partners can help you deliver an expanding range of adaptation actions and achieve shared outcomes. It is likely that many adaptation actions cannot be effectively delivered without the involvement of partners.

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Subtasks

Take continued action with partners to build on and further develop initial joint actions.
- Further activities may range from sharing learning, creating a new tool or resource, contributing to adaptation action plans or physical implementation of actions.
- Identify and take advantage of opportunities to incorporate adaptation considerations into current or future projects..
- Begin to implement larger and more diverse joint adaptation actions. Through aligning and delivering actions you can enhance effectiveness and efficiency of the adaptation process.
Monitor and evaluate the delivery and implementation of shared actions and assess their impact.

Learn from other partnerships or groups who are undertaking joint adaptation actions.
- Participate in Adaptation Scotland’s Adaptation Learning Exchange (ALE) and learn from others.
Identify current and future opportunities for more joint collaborative projects that address your shared risks or priorities.
- Undertake long-term planning and look for projects or issues that would benefit from collaboration.

Resources

Tweed Forum

Metropolitan Glasgow Strategic Drainage Partnership

WT3D Join networks and link with peer organisations

Adaptation benefits from sharing experience and learning with others. Your organisation and adaptation ‘champions’ can join key networks – in Scotland and beyond. Aim to link with peer organisations to share ideas, experience and seek opportunities to collaborate.

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Subtasks

Continue engaging with the adaptation community in Scotland.
- Attend Adaptation Scotland’s Adaptation Learning Exchange (ALE) events
- Contribute to discussions and be an active member on Adaptation Scotland’s Knowledge Hub
Ensure ongoing capacity building activities undertaken by the partnership.
- Build adaptive capacity in partnership through knowledge exchanges - share learnings from good practice as well as failures – be open to sharing learning from mistakes.
- Attend and deliver training workshops
- Identify creative and innovative ways to make connections and exchange ideas and knowledge on adaptation.
- Involve your ‘Adaptation Champions’ in networking events and learning
Share your learnings and learn from others both at home and abroad.
- There are many international organisations that you may benefit from sharing your experience with and learning from their members, including:
Benefit from and contribute to research and innovation.
- Build on UC3D ‘Identify knowledge gaps, seek expertise and foster links with research and innovation’ to develop links with research and innovation groups.

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