Government Climate Capability Framework - the framework

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Government Climate Capability Framework updated April 2026 (PDF 174Kb)

Updated April 2026.

Objectives	Improve understanding of climate change among government staff and decision makers	Increase capability and capacity to consider climate change risks and opportunities in government decision making	Embed consideration of climate change in decision making across government
Outcomes and indicators	Government staff and decision makers have increased awareness of climate change mitigation (emissions reduction) and adaptation (adapting to climate-related risks), and legislated priorities for action on climate change. Government staff and decision makers have increased understanding of how climate change relates to their work.	Government staff and decision makers have increased capability, capacity and confidence to consider climate change risks and opportunities in their work. Government staff and decision makers know how to access climate-related information, advice and support. More government decisions, programs, processes, policies, strategies, plans and services (internal and external) include climate change considerations and/or components. Increased government prioritisation and focus on climate resilience and risk management.	Government demonstrates leading practice for considering climate change in decision making. Considering climate change is ‘business as usual’. Increased accountability for decision making relevant to climate change. Improved government resilience to climate-related risks. Strengthened climate change mitigation and adaptation outcomes in Tasmania. Government and the community experience co-benefits (such as budget efficiency, improved service delivery outcomes, brand value).

Objectives

Improve understanding of climate change among government staff and decision makers

Increase capability and capacity to consider climate change risks and opportunities in government decision making

Embed consideration of climate change in decision making across government

Outcomes and indicators

Government staff and decision makers have increased awareness of climate change mitigation (emissions reduction) and adaptation (adapting to climate-related risks), and legislated priorities for action on climate change.

Government staff and decision makers have increased understanding of how climate change relates to their work.

Government staff and decision makers have increased capability, capacity and confidence to consider climate change risks and opportunities in their work.

Government staff and decision makers know how to access climate-related information, advice and support.

More government decisions, programs, processes, policies, strategies, plans and services (internal and external) include climate change considerations and/or components.

Increased government prioritisation and focus on climate resilience and risk management.

Government demonstrates leading practice for considering climate change in decision making.

Considering climate change is ‘business as usual’.

Increased accountability for decision making relevant to climate change.

Improved government resilience to climate-related risks.

Strengthened climate change mitigation and adaptation outcomes in Tasmania.

Government and the community experience co-benefits (such as budget efficiency, improved service delivery outcomes, brand value).

Areas of action	Building understanding and knowledge of climate change across government	Improving confidence to consider climate change risks and opportunities in decision making	Adaptive management and continuous review and improvement
Activities	Initial engagement to establish climate change leads in agencies. Desktop review and information request to understand existing consideration of climate change in government programs, processes, policies, plans, and services (internal/external) and agency capability needs and/or gaps. Establish a government climate change community of practice or similar network. Identify future opportunities for climate change considerations, links and/or synergies aligned with the Framework.	Develop and distribute communications materials to support consideration of climate risks and opportunities (fact sheets, case studies, guidelines, management approaches, decision tools). Develop and deliver education and training based on identified capability gaps and agency needs. Work with central agencies to incorporate climate change considerations in whole-of-government and departmental templates where relevant (such as risk management, project management, procurement, work health and safety, budget submissions, human resources). Implement any additional opportunities/activities aligned with the Framework.	CCO provides ongoing training, support and advice to government staff and decision makers. Ongoing learning, review, reflection and reporting on the Framework and its implementation – including through the: annual Climate Change Activity Statement (annually) and the 2024 25 Independent Review of the Climate Change (State Action) Act 2008. Ongoing alignment with key Climate Change Office programs including Tasmania’s Risk Assessment for Climate Change 2024 and the Government Operations Emissions Reduction and Resilience Plan.

Areas of action

Building understanding and knowledge of climate change across government

Improving confidence to consider climate change risks and opportunities in decision making

Adaptive management and continuous review and improvement

Activities

Initial engagement to establish climate change leads in agencies.

Desktop review and information request to understand existing consideration of climate change in government programs, processes, policies, plans, and services (internal/external) and agency capability needs and/or gaps.

Establish a government climate change community of practice or similar network.

Identify future opportunities for climate change considerations, links and/or synergies aligned with the Framework.

Develop and distribute communications materials to support consideration of climate risks and opportunities (fact sheets, case studies, guidelines, management approaches, decision tools).

Develop and deliver education and training based on identified capability gaps and agency needs.

Work with central agencies to incorporate climate change considerations in whole-of-government and departmental templates where relevant (such as risk management, project management, procurement, work health and safety, budget submissions, human resources).

Implement any additional opportunities/activities aligned with the Framework.

CCO provides ongoing training, support and advice to government staff and decision makers.

Ongoing learning, review, reflection and reporting on the Framework and its implementation – including through the: annual Climate Change Activity Statement (annually) and the 2024 25 Independent Review of the Climate Change (State Action) Act 2008.

Ongoing alignment with key Climate Change Office programs including Tasmania’s Risk Assessment for Climate Change 2024 and the Government Operations Emissions Reduction and Resilience Plan.

Underpinning principles

Principle	Description
1. Sustainable development and social equity	Climate action, and any government action that has a direct impact on climate change mitigation or adaptation efforts, should provide benefit to both current and future generations of Tasmanians. In particular, action should consider vulnerable communities and Tasmanian Aboriginal people and First Nations practices.
2. Transparency in reporting	Reporting on climate change action should be timely, transparent and accurate and made available to the public.
3. Science-based approach	Climate change action should be scientifically substantiated and align with limiting global warming to no more than 1.5 degrees Celsius above preindustrial levels.
4. Integrated decision making	Decision making on climate change action is integrated, addressing environmental, social and economic considerations over short, medium and long-term timeframes.
5. Risk management	Climate change action adequately reflects assessed risks, and risks of action and inaction are addressed.
6. Community engagement	Proposed climate change action takes into account the views of interested and relevant members of the community, through appropriate engagement.
7. Complementarity	Climate change action should reflect an appropriate level of cohesion with relevant state, national, and international climate change developments.

Government Climate Capability Framework - the framework

​Underpinning principles​

Underpinning principles