Embedding climate change considerations has been an important part of the dialogue within the Adaptation space in recent years. While much work is called ‘embedding’, there was limited understanding of what embedding is and how it can be practically implemented. So Loop and Co, a boutique adaptation consultancy, along with Arup, partnered with RMIT and various councils, to firstly understand the theory behind embedding and then put the theory into action. 

The RMIT literature (Turner et al. 2016) review highlighted that adaptation can be seen as a process of organisational change, and understanding organisational context is an important starting point (Turner et al 2015). In this context, embedding must be understood in light of many internal and external factors such as leadership, external conditions, organisational capabilities and judgement. From this research, six strategies of embedding were defined.

Putting the research into action, Loop and Co, worked with Arup and RMIT, to apply the findings of the literature through a project with five Gippsland councils. Through the project we were able to test embedding strategies to investigate how the strategies could assist us to understand a council’s context. Further, this understanding assisted us to then develop and deliver a training program to assist each council to establish embed climate risk throughout their organisation.

 This presentation outlines the key findings of the project and makes recommendations for process application to other councils.