So the planning phase. This is often a phase that doesn't get as much attention as it could. So what I'm going to do is, I'm going to take you through a very detailed process that you can follow for designing your adaptation action. So we'll get started into the first section which is the rationale. The rationale is actually a section that you've pretty much already done. So with the rationale, we're really thinking about the background information, the justification for what it is that you're setting out to do. So in this section, you would want to incorporate information about your prioritization, the pathways that we discussed last week, you're going to want to actually talk about the adaptation action that you're proposing, you'll identify your stakeholders, and then you'll talk about readiness. So if you want to get into the details for each of those sections. For the climate and health prioritization, you're including information about your climate exposure. You're including information about your health outcome of interest and your population of concern. So you'll actually go back to your prioritization matrix, which you've already done, and you'll use that to help justify how that particular issue ranked in relation to the other areas that you were concerned about. You can include that information or you cannot. You can say, we're mostly concerned about wildfires in this population because wildfires have been increasing in our jurisdiction. So that's where you would really just lay out what it is that you're interested in and why. You'll expand on that and your exposure outcome pathway. So as mentioned, you've already done this but you'll describe what it is that's happening with that pathway and what you know about that pathway. So you'll talk about your exposure, you'll talk about your outcome, and you'll talk about the population of concern. Then you'll move into the logical follow-up of we've identified that this particular action is what we want to do. You'll incorporate those three main components that you thought about as you were researching and looking into different adaptation actions, the methodology, the context, and the strength of evidence. So again, you're justifying why it is that you selected this one activity. You'll also include your stakeholder identification. So you'll want to identify who the groups and the people and the organizations are that you did last week. So these are your implementers and your recipients of that adaptation action. Then lastly, you'll talk about your readiness assessments. So you'll provide scores from your implementation readiness and your community readiness assessments. When I say implement or you'll provide your scores, your not going to say we scored a four and we scored a three. You'll want to interpret those. So you could say generally, like there was moderate adaptation actions specific capacity amongst this population. Because what that is ultimately telling you is, how you can leverage those stakeholders and those groups in designing your plan in a way that is going to consider the readiness of your stakeholders. So we'll jump into an example right now with our wildfire example. So we're familiar with this and we're going to keep working through it. So we created this fictitious place in Oregon, which sounds lovely, Cloud County. So in this section of the paper or the plan, we say that there was this number of wildfires in 2017. It's an increase from what we've seen in the past. The median family income is X, Y and Z. Then we have some numbers on the percent of residents that are reporting poor mental health. So all of those components map back to what we identified as our exposure of concern, our population of concern, and maybe some of those interstitial explanations between the exposure and the outcome. So we might have a population that is at higher risk. So we also note that in our experience, as the Office of Emergency Management, that we are concerned about the mental health outcomes from wildfire because, we've anecdotally seen and perhaps personally experienced some stress that's related to the wildfires. We know of people that have had some depression following that event. So we justify it in that way in this section. Then in the next section, we get into more detail about what that exposure or outcome pathway is. So we identify the unmet mental health needs that are exacerbated by wildfire. We talk a bit about the lack of means or the resources to build amongst our population of concern making it perhaps more likely to add stress to their daily lives. Then lastly, we note that it's possible that our first responder community and all the other things that they have to focus on, they might not be well equipped to provide any type of support on mental health outcomes, whereas they could for some of the more physical presentations of these outcomes. So naturally, we've identified our adaptation action. So we did our research and we found that there's this possible training that we could do, a psychological first aid. So we decided that we want to provide education on psychological first aid to improve the mental health outcomes for wildfire responders. It states hurricane responders here because what we're doing is we're justifying that the evidence suggests from hurricane examples, that maybe this is something we can use for wildfire. So similarly, with our strength of evidence, since there is no evidence on using this for wildfires, we cite the evidence that comes from those hurricane responses to justify or booster the rationale for selecting this particular action. Then we identify our stakeholders. So, we know that our implementers are going to be folks from the emergency management. Those are the Office of Emergency Management and the health department. They're going to work together to put together this training. Then the community survivors are going to be the recipients of this training. So lastly, our readiness assessments. So we've already gone through this in terms of interpreting our scores, the implementation readiness scores, we know that we have a highly motivated group working within an institution that might have the low general capacity, but moderate capacity to do a psychological first aid training for this community. So really to just review what I just talked about for this section, the rationale section. The rationale section is like your intro but it needs to do a really good succinct thorough job of laying the foundation for the reasoning behind your adaptation action and you want to include some form of evidence. Ideally, you're going to pull from what you have in Weeks one, two and three so that you can say that there's evidence behind some of these activities. There's a scientific basis. The rationale also establishes your target audience. So if you've ever done a large project as often times, you get two thirds of the way through, halfway through and you're like what am I doing? So you could come back to this section and say, who was my target audience again? Just double-check and that's where this is important, just to remind yourself where you're at. Then lastly, it introduces the action. So the bulk of what's remaining for your plan at this point is all the real big stuff that talks about the adaptation action in specific and we will get into that in the next video.
