10.2. Case study: Rwanda...Climate Resilience Strategy (GGCRS) was commissioned in 2011. The strategy lays out Rwanda’s vision for a climate-resilient, low-carbon economy by 2050

32

10.2. Casestudy:RwandaUseofappraisingresultstoconvincedecisionmakers,inparticularthosethatunderstandmostlyeconomiclanguagePresentedbyMrPatrickMugabo,ClimateChangeAdaptationOfficer,MinistryofEnvironment,RwandaEnvironmentManagementAuthority

The Presenter highlighted that Rwanda used economic evidence-based information to convincedecisionmakers toembrace theappropriateadaptationoptions.Evidencewasgenerated throughanassessmentoftheeconomiccostsofclimatechangeimpactsinRwanda,inastudycommissionedin 2009, funded by the Department for International Development (DfID) and undertaken byStockholm Environment Institute in collaboration with local partners. The study utilized severalapproaches such as aggregated analysis (top-down), sector assessment (bottom-up) and casestudies. The keymessage from the studywas that adaptation can reduce the economic costs ofclimatechangebutatacost.Severaladaptationoptionswererecommended,thus;

- Top-downaggregatedestimatesof the costs of adaptation include addressing the currentadaptationdeficitandincreasingsocialprotection,

- Tackling future climate risks involved building adaptive capacity and enhancing climateresilience.

The study emphasized the sectoral bottom-up approach to give greater insights into sectoralplanning. A case study calculated economic costs of climate change using flooding in 2 of the 30districts togainmore insightsonanticipated futurecosts resulting fromsomeof thevulnerabilityfactors.

Anationalstrategyonlowcarbondevelopmentsandclimateresilientgrowth,theGreenGrowthandClimate Resilience Strategy (GGCRS) was commissioned in 2011. The strategy lays out Rwanda’svision for a climate-resilient, low-carbon economy by 2050 through 14 Programmes of Action.Integrated planning and data management is one of the five enabling pillars of the GGCRS. Thedevelopmentofmonitoring,reportingandevaluationsystemstakespriorityas itwillcontributetoimprovedplanningandprovidetheevidencebaseformobilizingclimatefinance.

The GGCRS also informs Rwanda’s Nationally Determined Contribution (NDC) which identifiesAgriculture,ForestryTourism,WateruseandLanduseasthefoursectorscontributingtoadaptationand articulates the relevant crosscuttingmeasures. TheNDC implementation strategy utilizes thesame pillar as the GGCRS and emphasizes data management and integrated planning among allrelevantsectors.Theemphasisonintegratedplanningatnationallevelhasfacilitatedmainstreamingofadaptationintosectoralstrategicplansanddevelopmentplansatlocalgovernmentlevels.

Groupexercises:UnderstandingthepracticalitiesofCBAandMCAParticipantsweredividedintotwogroups;onegroupwoulddoanexerciseontheMCAwhilstthesecondgroupworkedwithonCEA.FordetailsofthegroupexerciseseeAnnex6.

Issuesarisingfromsession8ParticipantsindicatedthattheywouldhavewantedtodoboththeMCAandCBAexercisesastheyfound them important for future work. They recommended a future plan that would enableparticipantstopracticeoneachappraisaltool.Aftertheexercise,Participantsappreciatedthevalueofdataandinformationindecision-making.

33

11. RecapofDay2andIntroducingDay3

11.1. ReviewofDay2TheFacilitatorinvitedParticipantstoscoretheworkshoponthetopicscoveredthusfar.TheissuestobevotedonwerebasedoncommentsfromthereviewofDay1.EachParticipantwouldchoosean impression (smiley emoticons) from 3 options, voting on all the five aspects presented; Timemanagement,Timeallocation,Relevanceoftopics,Relevanceofgroupexercises,andparticipation.Participantswere satisfiedwith theworkshopwith respect to the indicatedaspects, although thetimeallocationtosessionswasscoredtheleastsatisfactory(Annex7).

Participants were also given questions to think through and discuss during the evening. ThesequestionswouldbeusedforrecaponthemorningofDay3.

RecapactivityforDay3wasareflectionontheworkshopexpectationsarticulatedonDay1andananalysisofhowtheworkshopproceedingshadgoneinfulfillingtheseexpectations.OnDay1uponregistration each participant was given two pink cards on which they were to indicate theirworkshop expectations. These were later clustered to produce the following common issues.Participantsexpectedtheworkshopto:

i. CreateanunderstandingofhowdataandinformationsystemsguidedecisionmakingintheNAPSprocess

ii. CreateanunderstandingonClimateChangeAdaptationplanningandthepracticalpayoffs.iii. DevelopabetterunderstandingofthechallengesandbarrierstotheNAPprocess.iv. IncreasedcapacitiesforimplementationofNAPsv. Strengthen technical capabilities to implement NAPs, through an increase in technical

knowledgeandskillsforformulationand/orimplementationoftheNAPs,vi. Beaforumforregionalexchangeandsharingofexperiencesthus,giving lessonsforthose

thatareyettoformulateorimplementtheirNAPs

OnDay3,Participantsusedcoloredstickersforvoting,bystickingfullorhalfdotsrespectively,onthe expectations that they considered fully or partially addressed or by choosing not to stickanythingonthetopicsthatwerenotyetadequatelycovered.Figure2showstheParticipants’viewsontheextenttowhichtheirexpectationshadbeenaddressedbyendofday2.

34

Figure2 AssessmentofthecoverageofworkshopexpectationsonDay3

The dots signify expectations that have been met by end of Day 2. The number of dots on therespective topics showed that “understanding NAPs’ was satisfactorily covered while ‘Experiencesharing and lesson learning’ and ‘challenges and barriers to the NAP process’ received the leastvotes.Theprogrammewasstructuredinawaythatallowedforsharingofexperiencesthroughcasestudiesthroughoutthecourse.FurtherdiscussionsrevealedthattheParticipantsfeltthatthetimeallocatedtodiscussionswaslimitingthecross-countrysharingofexperiences.

IntroducingDAY3agendaTheFacilitatorintroducedtheprogrammeforDay3.ThepresentationsondaythreefocusonFormulatingNAPs(Rationale,Strategy,ChecklistandReporting)

TheissuespresentedinDaythreeare:

i. EssentialcomponentstobeincludedintheNAPs(alignmentwithguidelines,ParisAgreement),

ii. NAPsasstrategicinstrumentsforadaptationplanning,iii. Liberia’sJourney:challengesandlessonslearned,iv. ReportingadaptationeffortstotheUNFCCC,v. EnsuringinclusionofsubnationalstakeholdersandprioritiesinallphasesoftheNAPvi. LinkagesbetweenNAPs,DRR,SDGs,vii. Casestudies:learningfromEthiopiaandSudan

35

viii. Activity:MappingtheParticipants’countryix. Activity:Plottingthenextsteps…whattodonow?

12. Session9:EssentialcomponentstobeincludedintheNAPsDrDesankerguidedtheparticipantsthroughthefollowingelementsonNAPcomponents;

- UNFCCCNAPTechnicalGuidelinesbuildingblocks- AlignmentandcoherencewithreportingundertheParisAgreement- SubmissionstoNAPCentral

Dr Desanker gave the timeline of the climate change adaptation activities, culminating into theestablishment of the NAP process and the Green Climate Fund at COP 16 (2010), and the ParisAgreement at COP 17 (2015). He highlighted the climate adaptation objectives as stipulated inDecision5/CP17,thetechnicalguidelines,keystepsandsampleoutputsgiventoguideLDCsintheNAPprocess28.Hepointedout thatcountrieshaveengaged in theNAP formulationprocessbut itwasimperativetonowmoveforwardtotheimplementationoftheNAPs,ensuringcoherenceandsynergywithnationalplansandpolicies.Theguidingprinciplesaretobecountry-drivenandflexible,basedoncountrycontexts,thusgovernmentsweretotakeadvantageoftheNAPs.

Complementarilyandsupplementationamongplansandpolicies,withrespecttothe internationalagreements,wasalsoemphasized.TheNAP-SDGiFrame,promotingasystemsapproachtoclimatechangeadaptation,washighlighted.Therelevantinternationalagreementsforwhichlinkageswithclimatechangeadaptationwasvitalincluded;theSendaiFrameworkforDisasterRiskReduction,theUrban Agenda, and SDGs, and the national plans and priorities for achieving these. For example,climate change impacts directly and indirectly affectmany of the sustainable development goals.Thus,ensuringsynergybetweendevelopmentandadaptationgoals,concurrentimplementationofM&E frameworks for SDGand adaptation, and coherence in thedocumentationof outcomeswillensure effective integration. It was important to realize the interconnectedness of the efforts byunravelling the bigger issues to be addressed and visualizing the inter-linked systemof goals andtargets.

ThePresenterposedvariousscenariostodemonstratesystemsapproachtothe“theme”,unravelingthe essential function(s), structure, and integration with other systems, the applicable risk/vulnerabilityframeworks,andtheeventualdistillationofthemainadaptationoptions.Consideringafoodsecuritymodel, forexample,demonstratesthemulti-facetednatureof foodactivities (Figure3). Any disturbance on the food systems activities; Production, Processing and packaging,Distribution and retailing, and Consumption will affect food security. Some of the activities areclimate responsivewhile others respond to socio-economic aspects. Evenwhen food is available,aspects of food utilization and access affect food security. On the other hand, the scalemay bespatial (geographical area), temporal (of time and durations) or administrative (of jurisdiction),progressingfromlocaltoglobal.

28http://unfccc.int/7279

36

Dr Desanker used the NAP-SDG iFrame on “crop production” to demonstrate a simplifiedinterconnectedframeworkofthemeslinkingthevariousclimatechangeimpactswithseveralSDGs,aswellasthedifferentSectors,Actors,Spatialunitsandrelevantthemes innationaldevelopmentplans (Figure 4). Amore complex integrationmap emerges when several sectors are consideredtogether in the solutionspace.Applying the systems thinkingapproachduringassessment,designandimplementationofmedium-tolong-termadaptationplansthroughdetailedanalysisofsystems/sectors/ places etc., produces integratedmaps illustrating the interconnectedness of systems andprocesses.ThechallengeinformulatingNAPsisarticulatingtheleveragepointsthatwouldachievethemost impact.Thus,NAPsmust communicatea country’s climateadaptationprioritiesand themultiple scales and levels throughwhich to achieve them. Hence, the NAP is a tool for resourcemobilizationthatarticulatesadaptationsneedsandambitions.

Figure3 Multi-facetednatureoffoodsystemsactivitiesAdaptedfromEricksen200929(foodsystemsconceptdiagram).Thediagramillustratesthevariousaspectsinteractingandcontributingtofoodsecurity.

29https://doi.org/10.1016/j.envsci.2009.04.007

37

Figure4Systemsapproachdemonstratingsimplified

13. Session10:NAPsasstrategicinstrumentsforadaptationplanning

ThefollowingimportantaspectsofNAPswereessential;

- NAPsasatoolforriskinformeddecisionmaking- NAPsasatoolforenhancingintegrationofadaptationintodevelopmentplanningandbudget

processes.- ReflectingsubnationaladaptationeffortsinNAPsorothernationalstrategicdocuments

13.1. ReflectingonsubnationaladaptationeffortsinNAPsorothernationalstrategicdocuments

Thefollowingwashighlightedastheobjectivesofthissession• To understand some general considerations for effective involvement of subnational

stakeholdersinNAPs,• Todiscussseveralissues/challengesinreflectingsubnationalprioritiesinNAPs,• Todescribesomeapproaches/examplesforaddressingtheseissues.

Dr Keith Bettinger linked the session objectives to concepts from previous sessions thatdemonstrated that climate adaptation is a local process and discussions on the importance ofsubnationalstakeholderinputsintoNAPformulationandimplementation.

38

The essential LEG Guidelines30 that guide these concepts were also highlighted including;stocktaking, addressing capacitygapsand integrating climate changeadaptation intonational andsubnationaldevelopmentandsectoralplanning.

The Presenter described the identification of vulnerabilities and opportunities, mobilization ofresources, and implementation as entry points for incorporating subnational priorities into NAPprocesses. Practical examples of subnational stakeholder inclusion into the planning andimplementationprocessescomprised;

- Inclusionofsubnational leaders insteeringcommitteesandtechnicaladvisorycommittees(e.g.provincialgovernors,citymayors,nationalNGOs,etc.),

- Participatoryreviewofsubnationalplans,policiesandplanningprocesses(e.g.subnationaldisaster risk reduction (DRR) plans and development plans) to identify priorities or entrypoints,

- Incorporatingagenciesresponsibleforsubnationalaffairs(e.g.InteriorMinistry,MinistryforSubnationalGovernment,MinistryforVillageAffairs,etc.)intotheplanningprocesses.

ThePresenter highlighted several issues relevant to creating anenabling environment for climatechangeadaptation.

Issue1: Inmany cases, the subnational stakeholders lackawarenesson climate changeprocessesandtheneedforadaptation.Severalactivitiescanbedesignedtoaddresstheidentifiedchallenges.ThefollowingactivitiesexemplifiedwhatcouldbedesignedasReadinessProjects;

- Identifyingknowledgegapsandopportunitiesatsubnationallevels,- Developingappropriate“knowledgeproducts”andcapacitybuildingopportunities,- Identifyingtheappropriatepartnersatsubnationallevels.

Issue2:Workonadaptation/resiliencebuildingatsubnationallevelsmayhavebeenconducted,buthas not been tracked. A stocktaking exercise would therefore help to identify these subnationalinitiativesandformabaselineinventory.Stocktakingmayinvolvethefollowing;

- Vulnerabilityassessments,- Smallscaleadaptationprojectsorpilots,- ClimateChangeRiskandVulnerability(CCRV)plans,- TheactivitiesoflocalandinternationalNGOs.

Issue 3: Most climate financiers and accredited entities work with national level agencies. It isthereforedifficulttochannelclimatechangefinancestosubnationallevelsandtoidentifyentry

30 A2: Stocktaking to identify available information on climate impacts, vulnerability & adaptation, andassessing gaps and needs for creating an enabling environment forNAPs (stocktaking of past and on-goingadaptation activities and synthesis of available analyses of current & future climate at broad national andregional levels;A3: Addressing capacity gaps andweaknesses in undertaking theNAPprocess (Identify andenhance awareness on potential opportunities for integrating climate change adaptation into developmentplanningatdifferentlevels,anddesignandimplementprogrammesonclimatechangecommunication,publicawareness-raising, and education;B5: Integrating climate change adaptation into national and subnationaldevelopmentandsectoralplanning;C1:Prioritizingclimatechangeadaptationintonationalplanning

39

points for subnational stakeholders. The following interventions may address the financingchallenges;

- Aggregating vulnerabilities may achieve the economies of scale required for designingcompounded“national”projects/programsforaddressingtheidentifiedproblems.

- Establishingnational climate changeadaption funds thatmaybe supported fromnationalbudgetsor fromdonor funds.Casesof such initiatives include thePeople’s Survival Fund,BangladeshClimateChangeTrust(BCCT)andIndonesiaClimateChangeTrustFund,

- Capacitybuildingtoparticipateinregionalentitiese.g.theObservatoryfortheSaharaandSahel,wouldenabletheadaptationeffortstoaccessregionalfunding,

- Resource mobilization through other accredited granting agencies, as exemplified byMicronesiaConservationTrust.

Issue 4: Subnational units have no tools or processes to address their adaptation needs.Representative pilot areas can be identified and used for capacity building/ institutionalstrengthening.AcasestudyforMyanmarClimateChangeAlliance(MCCA)wasusedforillustration.Keyprocessesincluded;

- Identifyingrepresentativeareas(e.g.Mountains,dryzones,deltas),- Establishingsubnationalcouncilse.g.townshipcouncils,- Conductingvulnerabilityassessment,- Identifyingpriorityprojects,and- Formulatingresilienceplans.

13.2. PlenarydiscussionQuestion: In your example of establishing councils at subnational levels, what was the fundingmechanismforthesecouncils?Howaretheysustainableaftertheprojectfunding?

Response:Weworked inacollaborativeprocessbetweentheministryresponsibleforsubnationalaffairs and Myanmar Climate Alliance throughout the project, from the selection representativesites.Wealsomadestakeholdersunderstandthatthiswasapilot,butwithpotentialforreplicationinmanyplacesandPhase2forupscalingthelocallevelprocessesandbuildonthelessonslearned.

Question:WasthereanengagementwiththeMinistryofFinancetolobbyfornationalgovernmentfundingbeyondtheexternalfunding?

Response: There is an on-going engagement with the internal affairs to lobby for support fordomesticsourcesoffinance,theMinistryofFinancehastobeinvolvedofcourse.

Comment:TakingtheNAPprocesstothesubnationallevelsraisesconcernsintermsoftransparentmanagement, procurement, documentation and reporting. Oftentimes subnational levels fail ataccountabilityandM&E.

Response: Capacity building and setting up of accountability measures goes on before projectimplementation. Thus, the councils only get to control themoney after setting up accountabilitymeasures. However, there aremany examples of breakdown of projects due to lack of capacity,oversightorreporting.

Question:Asfollowuptothepreviousconcernsonsubnationallevelimplementation,canaprivatesectorentityorlocalNGOsimplementaprojectthatisintheNAP?

40

Response: There's no reason why the private sector cannot be involved in implementing somepriorities in theNAPs.However, inmost countries there is inadequateprivate sector involvementandawarenessonclimatechange impacts.Establishingbuy-infromprivatesector isthefirststep.Theprivatesectorshouldbeengagedtounderstandtherelevanceofclimatechangeadaptationtotheirbusinesses.Privatesectorentitiescanbeaccredited to theGCF.Several infrastructurebanksareaccredited to theGCF.Public-privatepartnerships canbe setup,but the rightbuildingblocksshouldbeputinplace.WithrespecttotheGCF,elementsofcapacitybuilding,awarenessraisingandwidestakeholderengagementwiththeprivatesectorarevital.

Question: An article on 'money it matters ' stated that very little funding goes to the mostvulnerable.Howcanchallengesatthesubnational levelsbeaddressedtoensuretricklingdownofthemostneededfinances?

Response: Aggregation of the NAP; putting subnational vulnerability aspects together andconstituting national projects can make up national level project management units. Thus, themanagementcanbeatnational leveland the interventionsbeasclose to thegroundaspossible.OneoftheobjectivesoftheNAPSistoensurethatadaptationisbroughttothegrassroots

Comment: Frompersonal experience, accountability is best at the lowest levels.Anyonewhohasworkeddirectlywithcommunitiesknowsthat.Smallamountsofgrantmoneycanmakeadifferenceif channeled directly the grassroots. Issues of capacity can be addressed with training. Somecommunitylevelpartnersweworkedwithhavebecomelegalentities.Sometimestheconcernsfromnationalauthoritieswarranted.Mechanismsforfundingsubnationallevelscanbefruitful

Comment: Through a USAID initiative we are in the process of drafting a manual based on ourexperiencesspecificallytargetedtoassistcommunitiesinaccessingsmallgrants.Themanualcoversall the sections required for a funding proposal. People at the grassroots may understand theproblem,thestakeholders,whatactionsarerequired,etc.butmanypeoplestruggletostructureabudget,forexample.Themanualputsallthatinformationtogether.

Question:DoyouhaveanysuggestionsonimplementationofNAPSinverylargecountries;intermsofinclusivenessandsufficientlyaddressingtheneedsofthepopulace;comparedtosmallcountries?

Response: Theneeds are bigger in a bigger country. A small countrywith 18 000people has thesame access tomultilateral financiers as onewith 18million, thus can have the same amount ofmoney.However,small islandstatesfacebarrierstoprivatesectorfundingandpartnerships.Theireconomiesareverysmallanddependentmostlyonremittancesanddonorfunds.Abigcountryhasmoreopportunitiesforpartnershipsandresourcemobilization,includingfromtheprivatesector.

The question prompted a discussion among the Participants. Liberia shared an experiencewheretheyhadtoselectonlya fewprotectedareas foraprojectdue tocapacitychallenges.Commentsarisingincludethefollowing.Comment:Implementationalsodependsonthecapacities.Absorptivecapacitiesaremostlikelylowerinthesmallercountries,whichisadisadvantage.

Comment: The ability to develop bankable projects is important. The large countries can use theNAPasaspringboardtomobilizemoregrants.

41

13.3. CASESTUDY:Liberia:

TheLiberiaNAPJourney,E.AbrahamT.TumbeyJr.,NAPProgrammeManager

ThePresenterhighlightedLiberia’sgeographicalandnaturalresourcecharacteristics(including42%of land under tropical forest and long coastline) and the impacts on climate change on climate-sensitive sectors such as agriculture and sustainable natural resource utilization. Climate changeimpactshave resulted in food insecurity, lossofbiodiversityand increased riskof climate-induceddisasters(e.g.flooding,stormsandheatwaves).

Liberia’s NAP journey started with stocktaking in 2015. Articulating climate change goals anddevelopment strategies was an ambitious undertaking requiring mobilization of political will asLiberiahadnotyetratifiedtheParisAgreement.Liberia´sNAPreadinessproposalwasawardedbythe GCF in 2017. An Inception Workshop to launch the implementation of the NAP ReadinessProgramme and to raise awarenesswas convened in 2018. The goal for Liberia is to develop theknowledgebaseandcapacitiesrequiredtoreducevulnerability toclimatechangeandto facilitatethe integration of climate change adaptation into national development planning processes. Theidentified climate-sensitive sectors include agriculture, energy, waste management, forestry andhealth.ThecoastalareasinLiberiaalsoreceivedspecialmention.Stakeholdermappingidentifiedanumberofpartners.TheexpectedoutputsfromtheNAPincluded;

- Strengthening institutional frameworks and coordination for implementation of the NAPsprocess,

- Expansionoftheknowledgebaseforscalingupadaptation,- Buildingcapacityformainstreamingclimatechangeadaptationintoplanning,andbudgeting

processesandsystems,and- Formulation of financingmechanisms for scaling up adaptation (including public, private,

nationalandinternational).

HighlightsofLiberia’sprogressintheprocesstoformulateandimplementNAPsinclude;

- ThedevelopmentoftheClimateChangePolicyandResponseStrategy,- RatificationoftheParisAgreementbyLiberia(August2018),- ThedevelopmentofaGraduateProgramonEnvironmentandClimateChangeunderwayat

theUniversityofLiberia,- Local and international capacity building efforts to develop the required expertise

(MultidisciplinaryassessmentteamshavebeentrainedtosupporttheNAPprocess),- Climatechangeimpactassessmentsthatincludegenderandsocialconsiderations,- DisasterRiskAssessmentstoinformDisasterRiskReduction(DRR)strategy,- Communitybasedadaptationtoolsandtraining,- Sectoral climate risks and vulnerability assessments and adaptation strategies for

agriculture, forestry, fisheries and coastal areas (Process in other sectors hindered by theneed to build technical capacity to integrate climate change in development planningandimplementationprocesses),

- Stakeholder identificationandengagement including;activeengagementofprivatesector,development partners and civil society organizations (resources and expertise fromdevelopment partners andprivate sector, normally to support the geographic localities inwhich they operate; stakeholders encouraged to document interventions from privateefforts),

42

- Establishingarepositoryforinformationsharingandknowledgemanagement,- Developing concept notes /project ideas for funding proposals grounded in the identified

adaptation action plans (in alignment with Liberia's Pro-Poor Agenda for Prosperity andDevelopment(PAPD),theNDCandtheclimatechangepolicy).

Challengesandbarriers

- NAPprojectimplementationdelayedduetopoliticalandoperationalchallenges,- Recruitmentofqualifiedconsultantscomplicated,- Limiteddataavailabilityandaccesstoinformation,- Capacityretentionachallengeforgovernmentministriesandagencies(aknowledgesharing

strategy to build institutional capacity in addition to the individual capacities beingdeveloped).

Lessonslearnt

- Highlevelpoliticalwilliscriticalfordrivingclimateaction,- NAPfocalpointsandchampionsshouldbeidentifiedinsectoralentitiestosupporttheNAP

processandenhancecoordination,- Broadstakeholderengagementwitharobustcoordinationandcommunicationmechanism

isimportantforsuccessinimplementation(includingprivatesectorandacademiaforscalingup climate changeadaptationandknowledgemanagement, and themedia for awarenessandsensitization),

- NAP isauseful tool forsupportingtheattainmentofNDCandSDGtargetsat thenationalandlocalleveland,

- NAPisasoftproject-doesnothavetangibledeliverablestoaddressurgentclimatechangechallenges.

13.4. IssuesarisingfromtheLiberiacasestudyQuestion:HasLiberiaconsidered IKSandhowhasthisbeen integrated intheNAPs?Howmuch isgovernmentsupportfinancially?

Response:IKSadaptationinitiativesarealreadybeingimplementedoverthelast20+years.FundingissolelybytheGCF.However,localtechnicalexpertisecontributesasco-finance.

Question:Canyoushareexperiencesonengagementwiththeprivatesector?

Response: The private sector and development partners have been involved in small-scaleadaptation initiatives. Liberia has initiated a platform for private sector stakeholders to shareexperiencesonsmallbutverymeaningfulinitiatives?Thiswillencouragenetworkingandreplicationof efforts and strategies.We are documenting these efforts so that Liberia can account for andreporttheseefforts.

Question:Whatarethefundingopportunitiesforthesmall-scaleadaptationefforts?

Response:ConceptnotesaredevelopedinalignmentwithLiberia'sNationalDevelopmentPlan,thePro-PoorAgenda forProsperityandDevelopment (PAPD), theNDCandtheclimatechangepolicy.Thisshouldfacilitateticklingdownoffinancestothelocallevels.

43

13.5. ReflectingonwaystocreatelinkageswithSDGs,SendaiFrameworkonDRRandotherframeworksinNAPsByExcellentHachileka,UNDPRegionalBureau

MrHachileka31,UNDPRegionalBureau,highlightedthe2015“trinity”ofthethree(3)internationalagreements;theAgenda2030forSustainableDevelopmentandtheSendaiFrameworkforDisasterRisk Reduction and the Paris Agreement, resulting in the interface of environment, sustainabledevelopmentandresilience.MrHachileka’spresentationwascenteredonthelinkagesamongtheseinterconnectedframeworks.

ThePresenterinvitedtheParticipantstocommentonwhichofthethreeagreementstheyperceivedtobethemostimportant.Theensuingdiscussiondemonstratedtheinterconnectednessofactivitiesandresultsamongthethreeframeworks.Thus,allthreeareofequalimportance.Thoughonemaybe ‘overarching,’ they feed into each other. For example, a natural disaster can cause majordrawbacks indevelopmenttargets;demonstratingthe influenceofclimatechangeondisasterriskreductionandonsustainabledevelopmentgoals.Climatechange is increasinglybecomingamajordriver of disasters and risks. SDG1332 calls for urgent action to combat climate change and itsimpacts.Climateimpactsannuallycauseeconomiclossesandpushmillionsofpeopleintopoverty,ultimatelyposingsignificantriskstodevelopmentandpovertyalleviationefforts.

ThePresenterposedascenariotobediscussedbyParticipantsintheirgroups;“IsDRRacrucialpartofadaptationorclimatechangeadaptationshouldbeembeddedinDRRasoneofthemanyfactorsaffecting vulnerability?” The discussion points were to be contextualized within the functions ofnational and subnational sectors and institutions. Lively discussions ensued,with arguments overwhether DRR was part of climate change adaptation or it should be a standalone initiative. Theconvergence of DRR and climate change adaptation objectives was obvious. So too should theinternational agreements be viewed as components of the same framework. Together theseframeworksprovidearoadmapforamoresustainableandresilientworld.

Thethreeagreementssharecommonobjectivesonreducingvulnerability,enhancingresilienceandadvocatingforcoherenceonDRR,climatechangeandsustainabledevelopment.Thedevelopmentgoals are the same, thus sectors must be aware of their reinforcing functions and implementactivities inan integratedmannertoavoidworking insilosandduplicatingefforts.ClimatechangeadaptationandDRRareimplementedthroughthesectoralpoliciesofagriculture,waterresources,health,landuse,environment,financeandplanning.Coherenceofeffortsintheimplementationofeach framework is vital, as individual efforts lead to siloed approaches, duplicationof efforts andcreationoftensionsacrosssectors.

Another discussion point was on:Which was bigger; climate change adaptation or NAPs? Theagreement was that NAPs inform CCA. NAPS help to articulate what are we adapting, taking asystemsthinkingapproachtounderstandingadaptationplanningandimplementation.ObjectivesoftheNAPare to reduce vulnerability to climate change and to integrate adaptation considerationsintoallrelevantdevelopmentplans,policiesandstrategies.Usingthesameinterconnectivity

31SeeAnnex1forbiography32SDG13:ClimateAction-takeurgentactiontocombatclimatechangeanditsimpacts

44

argument,NAPsarethereforeatoolforachievingbothclimatechangeadaptationanddevelopmentgoals.ThechallengeishowtosituateNAPswithinthebroaderclimateadaptationefforts.

The implementation of each agenda by Parties has led to the creation of various institutionalarrangements, funding mechanisms and M&E frameworks. UNDP has worked with national andregional bodies on coherence of policies and actions on sustainable development, DRR and CCA.Governanceissuesareatthecenterofexploitingopportunitiesforverticalandhorizontalcoherentandsynergetic implementationofDRRandCCA,aswellasovercomingthechallengesandbarrierssuchas;

- Absence of a common understanding on the importance of coherence among the threeGlobal Agreements due to lack of awareness on synergies and symbiotic CCA and DRRactivitiesthatcouldbringtherelevantsectorstogether;

- Working in silos; differentiated mandates for the relevant sectors and turf protection,leadingtoweakcollaborationandfragmentedimplementation;

- Fragmented legislation, conflictingpoliciesand/orabsenceof institutionalmechanisms tofacilitateintegrationofCCAandDRRintoplanningandgovernancesystems,

- Limited human and institutional capacities to coordinate and mainstream climate anddisasterresponseactivitiesintorelevantplansandpriorities;

- Different focus areas as disaster risk management pertains more to rescue and relief(humanitarianoperations),whileCCAcentersonlong-termtransformativeefforts;

- Institutional barriers emanating from the different domestic and international fundingmodalitiesforprogrammesandprojects.

Havingdemonstratedthechallengesandbarrierstointegratedimplementationofthethreeglobalframeworks,thePresenterinvitedtheParticipantstodiscusswhichwasmoreimportant,verticalorhorizontal integration, andwhichwas easier to achieve? Participants pointed out that adaptationpriorities came from the bottom. Hence, a bottom-up approach was vital for impactfulimplementation of any of the frameworks. However, priorities in the form of implementationactions,financesandcoordinationcamefromthetop.Thus,bothverticalandhorizontalintegrationwere important.Vertical integration ispower related, e.g. it is easier to get information from thelowerechelonswhenfundingisusedasacarrot.However,horizontalintegrationismorechallengingduetopowerstruggles,competinginterestsandturfprotection,asillustratedbytheDRRandCCAintegrationcase.

One of the UNDP actions is promoting, advocating and championing of joint and integratedimplementation of DRR and CCA, ensuring that climate change adaptation forums involve therelevantstakeholders.Actionsincludearrangingcommonmeetingstohelpbringsynergyamongtherelevantactors.IfatnationallevelDRRandCCAarenotintegrated,thesubnationaleffortsarealsonotcohesive.Hence,mechanismsandguidanceatbothregionalandnational levelarerequiredtopromote coherence of policies and actions, and thus overcome the siloed approaches and theduplication of efforts in implementation, ultimately fostering policy coherence for risk-informeddevelopment.

45

Recommendationsforimprovedintegrationandcoherence

Takingsystemsthinkingapproachtoimplementationoftheglobalframeworkactivities(disasterriskreduction and climate change adaptation) will enhance coherence and integration through theexchange of knowledge and tools, and ultimately optimize resources utilization for sustainabledevelopment.Manycountrieshavelimitedknowledgeofwhattheyshouldadaptto,particularlyonfuture climate change risks. The following actions will contribute to better integration andcoherence;

• Capacity development on hazard and risk information for the timely provision of easilyaccessibleclimateservicestoinformplanningonDRMandCCA.Thismayinclude;

- multi-hazard early warning systems and information clearing house mechanisms forintegrateddataandinformationgenerationandsharing,

- Exploitingexistingregionalmechanismsonclimateandseasonalweatherforecasting.• Buildingcapacitiesforthedevelopmentandutilizationofcommonassessmentsandanalysesof

disastervulnerabilityandclimateriskinformation,• Joint programming (common data analysis, common repository (clearing housemechanisms),

commonM&Eframeworks);- DevelopingpolicyframeworksandstrategiesthatpromoteintegrationofDRRandCCA

intosectoralplanningandbudgetingtoachievecoherenceandholisticinterventionsforaddressingvulnerabilityandresilience,

- Integratedimplementationofinterventionstoincreaseopportunitiestoaccess,mobilizeandutilizefundingfrombothclimateandDRRfinancingsources,

- SynchronizationofprogrammingtomaximizeimpacttowardsattainmentofSDGs,- Inter-sectoral committees for planning, implementation, monitoring and review and

reportingofactivitieswithcross-cutting impacts reporting toensurecommonalityandcomplementarity.

• Developing capacities and mechanisms for integratedM&E frameworks and indicators to beusedbyallrelevantstakeholdersfortrackingresiliencebuilding,

• Capacitybuildingopportunitiesandexistingplanninginstruments,and• ParticipationofDRRandCCA representativesonnational coordinationcommittees/platforms

forimplementationofSDGs.

TheUNDPconcludedwithaquotationfromtheUNSecretaryGeneralillustratingthatfragmentedeffortswilldonothingtosolveglobalchallenges33.

13.6. Issuesemergingfromthediscussions• Integrationrequiredpoliticalwillatahigherlevel.Forexample,inLiberia,theintegrationof

DRR and CCA is easier because the current director at DRR previously worked at climateprotection. Therefore, there is a high level understanding of the required alignment andintegration.

33“IfIhadtoselectonesentencetodescribethestateoftheworld,Iwouldsayweareinaworldinwhichglobalchallengesaremoreandmoreintegrated,andtheresponsesaremoreandmorefragmented,andifthisisnotreversed,it’sarecipefordisaster.”AntonioGuterres,UNSecretary-General,January2019,WEF

46

• Many governments are struggling to integrate DRR and CCA. The recommendation onharmonizationof technicalandsteeringcommitteesmayassist in reducing turfprotectionchallengeswithregardstosectoralmandates.

• In one case where an inter-sectoral committee was constituted, only one joint technicalcommitteewasconvenedintwoyears.

• There is need to integrate high level political representation in these inter-sectoralcommittees. Exemplar cases included; managing inter-sectoral committees under thepresident’soffice;appointinghighlevelrepresentation(e.g.thevicepresident)tochairsuchcommittees to ensureprogress. For example, a caseof in-fighting for 6 years until a newleader(thevicepresident)gaveanultimatumanddemandedaresolution.

• In one country, many different ministries have varying mandates on environmental andclimateissues,aswellasondevelopmentandsocial issues. Insuchcases,thereisneedtonominate/ identify a champion for specific plans andpriorities. Theproblem is not in themultiplicity of sectors but in the policy frameworks, for example overlapping mandatehierarchies.

• Conflicts may occur in one central ministry with several departments or across severalseparate ministries. The challenge is that policies frameworks must clearly define roles,responsibilitiesandauthorities.Policyguidanceisrequiredinsuchcases.

13.7. CASESTUDY:EthiopiaCountryexperiencesinformulatingNAPsandinsightsintotheirnextsteps

ByAsratYirguSenato34,ClimateChangeAdaptationAdvisor

MrSenatoinformedthatmeetingthatEthiopia’sNAPdocumenthadbeensubmittedandapproved,making Ethiopia one of the few LDCs to submit their NAPs. The NAP articulated the nationalresponse to climate change.Hehighlightedambitions to transformEthiopia intoamiddle-incomecountry by 2025 and the climate resilient green economy strategy35 based on four pillars;agriculture,forestry,powerandindustry(includingtransportandinfrastructure).Heemphasizedtheclimatechange impacts thatEthiopiahas to respondto including;elevatedtemperatures,variablerainfall patterns, and increased incidence of extreme events (e.g. flash floods, severe flooding insomeareas,severedroughts,heatwaves,etc.).Hepointedouttheresultingclimatevulnerabilitiesand the affected sectors, adding that both the agriculture and energy sectors are rain-fed. Therecent energy rationingwas caused by limited power generating capacity, a consequence of lowrainfalls. Crop productivity has subsequently dropped by up to 30%.However, themost frequenthazard was floods, followed by drought. Climate change has also led to increased incidences ofhuman, animal and crop diseases. The evident climate change impacts were described for thevarioussectors;agriculture,forestry,waterresources,transport,energy,health,etc.Theeconomiccostsofclimatechangeimpactshavealsobeenestimatedpersector.Thus,EthiopiahasrespondedbyincorporatingrelevantclimatepoliciesforinformingtheNAP.Ethiopia'sNAPusedandbuiltuponlessonsfromtheNAPAimplementation.

34SeeAnnex1forbiography35https://www.undp.org/content/dam/ethiopia/docs/Ethiopia%20CRGE.pdf

47

Ethiopia’sNAPprocess

Ethiopia’sNAP (ETH-NAP), launched in Sept 2017, has a verywide scope that embracedmultiplesectors.Itarticulatedfive(5)strategicprioritiesand18adaptationoptions.FormulationoftheNAPinvolvedaparticipatoryprocessthatarticulatedthe“Who”,“how”,“where”,“when”,etc.ETH-NAPis a country-driven, gender sensitive, participatory and fully transparent approach, and takesvulnerablegroups, communitiesandecosystems intoconsideration;aims tobeguidedby thebestavailablescienceandtraditionalandindigenousknowledgeasappropriate;withaviewtointegrateclimate adaptation into relevant social, economic and environmental policies and actions, whereappropriate. The NAP formulation approach involved first ‘connecting the dots’ rather thanreinventing the wheel. Poor documentation practices presented challenges to this process.DocumentsusedtoinformETH-NAPincluded;(GrowthandTransformationPlanII)GTPIIdocument,Ethiopia’s Second National Communication to the UNFCCC 2015, Ethiopia’s NAPA 2017, RegionalAdaptationPlans,SectoralAdaptationPlans,Ethiopia’sProgrammeofAdaptationtoClimateChange(EPACC), Climate Resilient Green Economy (CRGE) Strategy, Ethiopia’s (Intended) NationallyDetermined Contribution ((I)NDC), Climate Resilience Strategy for Agriculture and Forest Sectors,Climate Resilience Strategy for Water and Energy Sectors, Technology Needs Assessment (draft)2016. The EPACCwas a programmeof action to build a climate resilient green economy throughsupport for adaptation at the sectoral, regional, and community levels. The EPACC was used toupdate the NAPA. The EPACC aims to mainstream climate change adaptation throughoutgovernmentsectors;intogovernmentplansandpoliciesthroughSectoralClimateProgrammesandActionPlans.Climateresponseadaptationstrategieswerealsoformulatedpersector.TheETH-NAPformulationprocess(Table4)highlightssomeofthesteps.

Table4 ETH-NAPformulationprocess

PhasesofNAP-ETH Processesandsteps

Initiationandmandatesetting

• Establishhighlevelinter-ministerialsteeringbodytooverseethedevelopmentoftheNAP-ETH• MandateMEFCCtocoordinate,leadandmonitorthedevelopmentandimplementationofthe

NAP-ETHatthenationallevel• Assignmulti-disciplinarytechnicalteamtodevelopandmonitortheNAP-ETH

IdentificationofinputsforNAP-ETHprocess

• Reviewofclimatechangeresilientstrategies/plansalreadydevisedfortheCRGEsectorsandbyEthiopia’sregions

• Reviewotherrelevantdocuments,includingtheINDC(2015),SecondNationalCommunication(2015),EPACC(2010),NAPA(2008),CRstrategies,Regionaldrafts

Preparationphases • Identifyrelevantinformation,policyandstrategydocuments• Developdraftdocumentinvolvingrelevantstakeholders• OrganizeconsultationsandtargeteddiscussionsinvolvingpersonnelwithintheMEFCC• Organizeexternalconsultationswithallstakeholdersincludingsectors,regionsandrelevant

institutionsandactors

Implementationstrategies

• Developguidelinetomainstreamadaptationinthenationalplanningprocess,andintosectorandregionalstrategiesandactionplans

• Identifyresourcemobilizationapproachesandstrategiesforadaptationfinances

48

Gapanalysis

Acapacitygapanalysisidentifiedthefollowingneeds;- Capacity tobuildandmaintaindataarchives/databaseson impactsof climate change for

agro-climaticzones,vulnerablegroupsandecosystems,etc.,- Capacity to run climate models, providing predictions and scenarios, including validation

withreferencetoon-the-groundhistoricaldataandlevelofassessingcertainty-atnationalandregionalscales,

- Capacity toassessstatusofvulnerabilityanddeterminerequiredadaptationresponses forthe major development sectors and for all agro-climatic zones, vulnerable groups andecosystems,

- Capacity to design multi-sector adaptation programs; outlining overlapping or sharedresponsibilities,

- Mobilization of the private sector and its involvement in climate change adaptationinvestments,

- Engagement of the general populace in implementing and monitoring climate resilienceactions,

- Mobilization and involvement of non-state actors; including professional societies,developmentpartners,donors,andcivilsocietyorganizations,

- Development of institutional, financial, technical and material capacities for theimplementationofclimateadaptationprograms.

NextstepsforETH-NAPimplementation

ETH-NAPhasbeenfinalized,submitted,andapprovedbytheGCF.Ethiopia iscurrentlydevelopingtheroadmapandcompletionistargetedforDecember2019.ThegenderanalysisfortheETH-NAPinvolved exploring issues to be taken into consideration in implementation of NAP-ETH. Issuesanalyzedincluded;

- Genderdifferencesinadaptationneeds,opportunitiesandcapacities,- Equitableparticipationandinfluenceinadaptationdecisionmakingprocesses,- Equity between women and men in access to finance and other benefits arising from

adaptationinvestments.

Ethiopia is currently developing the implementation roadmap and a financing strategy for theimplementationofNAP-ETH.AnM&Eframeworkisalsobeingdeveloped.

13.8. CASESTUDY:Sudan

Sudan’sNationalAdaptationPlan

PresentedbyDr.NoureldinAhmedAbdallaSaeed,SecretaryGeneral,HigherCouncilofEnvironmentandNaturalResources

ObjectivesoftheNAPinclude;- Toreducevulnerabilitytothe impactsofclimatechangebybuildingadaptivecapacityand

resilience;and,- To facilitate the integration of climate change adaptation into development planning

processeswithinallrelevantsectorsandatdifferentlevels,asappropriate;

According toSudan’sNAPassessment,vulnerability isa functionofbothclimaticandnon-climaticfactors to which a system is exposed. Long-term projections predict a steady increase intemperature, and inconsistent precipitation patterns. Non-climatic factors include; inadequateinfrastructure and basic services; inadequate technologies, skills and capacities; Socio-economic

49

factors such as poverty, limited livelihood opportunities and the associated population dynamics;naturalresourcesmanagementanduse(e.g.misuse, landdegradationanddesertification); limitedaccesstofundingopportunities;conflictsandsecurityfactors.

PreparatorystepsforSudan’sNAPinvolvedlayingthegroundworkbyassessingandaddressingthegaps,including;

- Identification and assessment of institutional arrangements, programmes, policies andcapacitiesrelevantfortheNAPformulationprocess,

- Assessmentofavailableinformationonclimatechangeimpacts,vulnerabilityandadaptationmeasuresthatcanbetakentoaddressclimatechange,includingneedsandgapsatnationalandregionallevels;

- Comprehensiveanditerativeassessmentsofdevelopmentneedsandclimatevulnerabilities.

The preparatory elements included; assessments of medium- and long-term adaptation anddevelopment needs and climate vulnerabilities; activities aimed at integrating climate changeadaptation into national and subnational development and sectoral planning; participatorystakeholderconsultations;andpublicawareness-raisingandeducation.

Sudan is particularly vulnerable to climate change impacts due to over-dependence on naturalresources,andlowadaptivecapacityduetotherealitiesofothernon-climaticchallenges.Recurrentdroughtshaveledtofoodinsecuritycausingconflictsoverresourcesandmigrations.Climatechangeimpactsare impedingnationaldevelopmentobjectives,particularlyonthewater,agriculture,foodsecurity and health sectors. Identifying suitable adaptation options and integrating these intonationalplanningwillcontributetotheachievementofSudan’sdevelopmentobjectives.

TheNAPpreparationprocess

Sudan’s NAP is implemented through a cooperation agreement between UNEP and the HigherCouncil for Environment and Natural Resources, Sudan (HCENR) in collaboration with thegovernmentsofSudan’s18states.TheNAPisfundedbyDfIDaspartoftheUNEP-Sudanumbrellaproject; Sudan Integrated Environment Project (SIEP). The project grant amounts toUSD 790,000andin-kindcontributionsfromthenationalandstategovernments.

PreparationoftheNAPisoneofthemainobjectivesofSudan’sNational ImplementationStrategyforclimatechange.UnliketheNAPA,theNAPformulationismorecomprehensive;coveringallthestates and articulating the medium- and long-term adaptation needs. Activities implemented atstatelevelincludedstrengtheningnationalinstitutionalframeworksandconsultations;

- Institutions were established/ strengthened; all the states consist of focal points andtechnicalexpertteams.ThroughouttheNAPformulationprocess,supportforstrengtheningstateinstitutionsandfordatacollectionwasprovidedbytheseexpertteams;

- 4 national workshops for capacity building and exchange of experiences among stateexperts;

- 5zonal/ regionalworkshops forawarenesscreation,capacitybuilding, lesson learningandconsultationonpoliciesandinstitutionalissues;and

- 18 state-level workshops for awareness creation, capacity building and identification ofpriorityadaptationsneeds.

50

Assessmentswerecarriedouttocharacterizevulnerabilitytoclimatechangeinthreeprioritysectors(water, agriculture and health sectors), and to identify adaptation strategies, including policies,technologiesandprogrammes.Thescopeoftheassessmentincludes;

- Keyclimaticfactorsaffectingvulnerableareas,sectorsandsystems;- Currentandprojectedvulnerabilities;- Non-climaticfactorscontributingtovulnerability,and- TherangeofpossibleadaptationoptionstobeintegratedintotheNAP.

TheNAPdocumentincludesannexeswithstate-leveladaptationplans(SAPs)andcontainsdetailsoftheadaptationoptionsforthestates.Theseweredefinedthroughstate-levelconsultativeprocessesandwereendorsedby therespectivestategovernments.Thedataand information input into theNAPalsoincludedseveralknowledgeproductssuchas;

- Vulnerability and adaptation assessment reports on three sectors (water, agriculture andhealth),

- Sectoralreportspreparedbynationalconsultants,- Vulnerability and adaptation assessment reports on coastal and marine resources (coral

reefs,mangrove,seagrassesetc.),- Climatescenariosstudyreport,- Assessment report on the adequacy of research and systematic observation for climate

changeadaptation,- Reports on vulnerability hotspot mapping, climate proofing and investment and finance

flows.

HowSudanhasbenefitedfromtheNAP

The NAP has been used to mobilize resources for further projects and programmes notably;adaptation projects implemented by theHCENR; the ThirdNational Communication, Climate RiskFinance,andEco-BasedAdaptationApproach in collaborationwithGEFandUNDP,and improvingthelivelihoodinthegreaterHornofAfricaincollaborationwithGEFandtheAfricanDevelopmentBank (AfDB), and capacity building for the NDA at individual and institutional level. Sudan willcontinue developing concepts and project proposals to support priority adaptation options.Fundraising for NAP implementation will target the central government, UNFCCC funds, otherbilateralandmultilateralsources.

13.9. IssuesemergingfromquestionsandcommentsontheSudanandEthiopiaNAPprocesses

Question:Droughtandfloodsareidentifiedasmajorclimatevulnerabilityareasleadingtoeconomiclosses.WhatarethepopulationnumbersofthoseaffectedandhowhavethesebeenaddressedintheNAPs?

Response Ethiopia: I do not have the numbers. However, the lowland areas represent quitesignificantnumbers.Thesenumbersareavailablebecausevulnerabilityassessmentsweredone inthoseareas.

ResponseSudan:Wehaveidentifiedwhatwecallhotspotareasforvulnerability inbothruralandurbansettings.AstheUN-Habitatemphasizedontheimportanceofresilienceincitiesandhumansettlements,wealsoincludedthatintoourNAPs.

51

Question:TheNAPprocessespresentedbythetwocountriesdemonstrateremarkableparticipatoryengagements.HowisdataandinformationusedtoarriveattheNAPprioritiesbeingsecured,beingreferredbacktoandusedindevelopingNAPs?

Response Ethiopia: Knowledgemanagement is a priority identified in the ETH-NAP. Strategies toimprove data management systems nationally have received great political buy-in. There areregistriesthataresetbyacommissionbutthat informationisnotenoughasthesehavenotbeenimplemented by all sectors. Also in Ethiopia,most of the adaptation initiatives are implementedoutside of government. There is a need for engaging these sectors to ensure alignment withgovernmentpolicies,includingdatamanagementsystemsthatembracethesamescope.

ResponseSudan:DuringourNAPformulation,weneededdatafromMeteorology,butMetputabigpricetagonthedata.ThatspurredtheneedforadataprotocolinSudan.Nowgovernmententitiesareentitledtogivedataforfree.Datarescue isalso importantbecausewerealizedaftertheNAPprocess and the first national report that all the data used was lost within the sectors and thesubnationalentities.Thus,Sudanhasnowcreatedunitsatsubnationallevelsthatdealwithdataandclimatechangeonadailybasis.Theseunitshavebeenprovidedwithcomputersandequipmentfordatacapturing.WehavealsobuiltcapacitywithintheMetdepartmentfordatarescueandarchivingprojects.Historicaldataisstillinpaperformat.

Comment: Keyelementshighlighted theneed fordata and information systemsand thebarriers.Whensystemsareinplace,monitoringandevaluationbecomeseasier.SudanandEthiopia’sNAP,aswellasotherapprovedNAPsareavailableonline.TheSudaneseNAPisveryimportantduetothe18state levelLAPs,agoodexampleofhowto incorporatesubnational levels in theNAP formulationprocess. Anotherway is to develop sectoralNAPs. In all cases, vulnerability and risk assessmentshave to be done for the different states or sectors. In Sudan, did the states decide on themethodologies for the vulnerability assessments, orwas it decidedat thenational level andeachentitycapacitatedtoimplement?

Response Sudan: Sudan applied both top-down and bottom-up approaches. Where technicalaspectswererequired,weimplementedtop-down.Whereinformationwasrequiredfromthestatesweusedthebottom-upapproachbecausetherewereveryuniqueprioritiesacross thestatesandwewantedtheseneedstobeuniquelyarticulated.

Comment: Applying common methodologies for risk and vulnerability assessments enablescomparisonandhomogenizationofsomeresults.

52

Table5 GroupexerciseDay3

GroupExerciseDay336

Step1:Mapyourcountry

Basedonyourgroup’scountrycircumstances,drawamapofyourcountry.Include;- Countryoutline(boundaries,coasts),- Administrativeboundaries(provinces,counties,prefectures,)- Naturalfeatures(e.g.climatezones,rivers,mountains,volcanoes,plains,sea,forests,

desert,etc.),- Keyinfrastructure(e.g.roads,ports,airports,etc.),- Populationcenters(cities,towns,villages),- Majorsubsistence&economicactivities(e.g.agriculture,forestry,fishing,mining,etc.),- Placesofinterest(protectedareas,etc.),Considerchangingclimateconditions...Whatarethey?Labelareasofexposure/climaterisk.

Step2:Adaptationplanning

YouhavedecidedtocreateaNationalAdaptationPlan;- Considerthepotentialrisksandvulnerabilitiestoaddress,basedonyourmap.- Whatstakeholdersshouldbeinvolvedintheprocess?- Whatkindsofdataandinformationmightyouneed?- Howwouldyougeneratethedataandinformationthatyouneed?

Step3:Reflectonyourdataandinformationsystems

Reflectontheconceptualmapforyourdataandinformation.Isitsufficienttomeettheneedsofyourcountry?Arethereanymodificationstobemadetoachieveaneffectiveandfunctioninginstitutionalarrangements(includingrolesandresponsibilities)for;- Productionofdataandinformation?- Useofdataandinformation(includingcommunication)?- Coordination?

14. Session11:ReportingadaptationeffortstotheUNFCCCDrPaulDesanker(UNFCCC)informedthemeetingthatreportingundertheParisAgreementisnewandcanbequiteinvolved.Hispresentationincludedpointersonhowtoreduceduplication,asthedifferent reportingmechanism to theUNFCCCand theParisAgreementhave significant overlaps.OfficialcommunicationstotheUNFCCCandParisAgreementrequiredelementsmightbemanagedfromseparatesectors.Heexpandedonthefollowingreportingobligations;

a) ReportingonprogressonNAPs,b) CommunicatingadaptationprioritiesandambitionsthroughNDCs,c) Communicatingprogressonadaptationthroughtheadaptationcommunication.

Promotingcollaborationacrossallrelevantstakeholdersisdifficult.ThePresentergavepointersonhow to align efforts in order to minimize duplication, adding that reporting under the ParisAgreement was quite elaborate. On the other hand, reporting on NAPS was viewed as beingdifferentfromthatofNAPAs;thetwoareviewedasseparateprojectswithseparatemanagementmodalities.Heemphasizedthatreportingrequirementsamongthedifferentrelevantsectorsareaplatformforexploringavenues for integration to reduceduplicationofefforts.Asalreadypointedoutinearlierdiscussions,differentsectorsmayberesponsibleforclimatechangeadaptationandforDRR,forexample.

36ContinuationofgroupactivityfromDays1and2inassignedGroups1-5

53

ReportingonprogressonNAPs

Countries are expected to submit Adaptation Communications by 2023, in time for the GlobalStocktake. TheGlobal Stocktakewill include a summaryof national adaptationpriorities, plansofactionetc.andprogressmadeonadaptation.DrDesankerencouragedtheLDCstohavetheirNAPsdoneby2020,to includetheinformationintheNDCs,andtostartsubmittingNationalReportssothattheGlobalStocktakecanaccountfortheseefforts.HeaddedthatsubmittingtheNAPSdoesnotprevent Parties from accessing additional funding from the GCF e.g. to improve the NAPs. HeexpressedthehopethatNAPimplementationwouldaccruesomebenefitsthatcanbereportedtothe Global Stocktake through the Adaptation Communication. It was also vital to use the resultsfromtheNAPformulationprocesstoinformtheNDCs.

CommunicatingadaptationprioritiesandambitionsthroughNDCs

The NAPAs and NAPs are plans of action that contain national adaptation priorities. NAPAs areurgentandimmediatewhileNAPsarecomprehensivemedium-tolong-termadaptationsplansthatarticulate national priorities. NDCs contain both adaptation and mitigation plans. NDCs are animportant commitmentunder theParisAgreement. ImplementationofNDCsmeansdeliveringonwhatthePartieshavepromised.Figure5illustrateshowtheNDCinterfaceswiththeNAP.Thetwoshouldbeintersectingandmutuallyreinforcing.

Figure5 HowtheNDCinterfacestheNAP

Some countries have developed the NDC before the NAPs. NAPs are an articulation of what isimportanttothecountrytoensureclimateadaptationandresilience.Thetwoeffortsmayappeardisconnectedbut theyactually intersect.Afterdoing theNAP, theNDCcanbeadapted toensurethatwhatisintheNAPsiscaptured.Thus,theNAPSandNDCSspeaktoeachother.CommunicatingprogressonadaptationthroughtheAdaptationCommunication

UNFCCCemphasizedthatreportsareusedtomakedecisions.Thus,thesereportsmustcontainsolidinformationonthedifferentframeworkrequirements. ItwasuptothePartiestodecidewhereto

54

put this information; recognition of efforts in the Adaptation Communications, the NAPs, or inTransparencyReports.ThoughthepresentationfocusedontheParisAgreement,reportingwasalsorequiredfortheSendaiFrameworkandforprogressonSDGs.Countrieswereencouragedtoaimforcoherenceas the sameactivitiesandoutcomescontribute to thedifferent frameworks.Using thesamedataandM&Etoolsacrossallsectorswasencouragedtopromotetherequiredcoherence.

14.1. IssuesarisingfromreportingadaptationeffortstotheUNFCCCDiscussions around the reporting requirements were mostly based on Participants seekingclarificationonthemodalities.Question:Lookingatthescheme,isthereawayofgettingtotheNDCifthereisnoNAPinplace?ItseemsthecontentrequiredfortheNDCissimilartothatinNAPs.Intermsofpracticability,whichoneisrecommendedtobedevelopedfirst?Response:ThereisnoneedtohaveaphysicalNAPinordertoappreciateadaptationpriorities.Mostexperts in the different country sectors would have an idea of the adaptation priorities (to beexpressedintheNDC).TheNAPprocessisanobjectivewayofvalidatingthesepriorities,includinginputs fromstakeholders, ina transparentprioritizationprocess.TheNAPprocess takes time,buttheseprioritiescanbeoutlinedintheNDCasissuesthatthecountryneedstoaddress.AlthoughtheNDC does not require in-depth elaboration of the priorities, there is need to articulatewhat theissues are andwhy theymatter. In addition, there shouldbe concreteoptions for addressing thepriorityissues.Thus,theNDCshouldreflectthestateofknowledgeonclimatechangeandhighlightthe priority issues. The documents can be declared as being based on current knowledge. Thesedocuments can then be updated at any time. The NDC is flexible because it is voluntary andnationallydetermined.Itcanberetractedatanytimeorupdatedtoincreasecountryambitions.

15. Day4 AddressingBottleNecksintheNAPprocessReflectiononDay3

AsawaytoreflectonthetopicscoveredonDay3,theFacilitatorpresentedthreequestionsforParticipantsBox7.Participantswererequestedtorespondindividuallybywritingoncoloredpaper(Annex9)

Box7 KeyquestionsfromDay3

15.1. Session12:Countries’needs-countrypresentation15.2. Presentationofgroupactivitiesonimaginarycountries

PracticalapplicationofNAPformulationprocessesGroup activities on Days 1, 2 and 3 were according to the groups assigned to Participants uponregistration.ThegroupexerciseonDay1hadbeencumulativelydevelopedonDays2and3,basedon theconceptsand themespresentedanddiscussedduring theworkshop.Eachgroupelectedarepresentativetopresentthefinishedworkaccordingtoinstructions(Box5).Figure6presentsthehypothetical countries conceptualized by the 5 groups and the vital elements on climate changeadaptationpositedbygroupmembersthroughouttheworkshop,learningfromtheproceedings.

1. WhatlessonsfromEthiopiaandSudanNAPexperiencescanhelpindevelopingyourcountry’sNAP?2. HowcansynergiesbetweenCCAandDRRbeidentifiedandmaximizedinyourNAP?3. HowcanadequateresourcesforNAPimplementationatthesubnationallevelbemobilized?

55

15.3. PresentationofthegroupidealdataandinformationinfrastructuresandhowtheyinformNAPformulationandimplementation

Thegroupsusedtheir imaginarygeographicalmapstohighlightpriorityclimatechangeissuesthatrequired attention in the ‘ideal’ data infrastructure. The groups also highlighted the vitalenvironmental and economic features, the relevant climate change impacts, how the ideal datasystem would produce the relevant data and information, how the information would beappropriatelyused,theidealinstitutionalarrangements,availableexpertise,capacitybuildingneedsandgaps,thedifferentsectorsinvolvedandhowtheycooperate,thedisseminationanduseoftheinformation, funding channels, etc. Annex 10 compounds the imaginations of the 5 groups inpresentingtheNAPformulationfortheirimaginarycountriesandcontexts

Vitalconceptsandthemesfromthegrouppresentations

Groupactivitiesondevelopingcharacteristicsofthedifferent‘ideal’dataandinformationsystemsproducedthefollowingelements;

1. Addressingbarriers,needsandgaps• TherequirementtodrawageographicalmappromptedtheParticipantstorethinkthedataand

informationinfrastructurewithrespecttoreallifeneedsandgaps,• Participantsconsideredhowthedataandinformationinfrastructurewouldcontributerelevant

informationtotheNAPformulationprocesses,• Highlevelpoliticalbuy-inwasvitalincreatingeffectiveinstitutionalarrangementsandenabling

environments(manysituatedthedataandinformationportfoliosinthe(vice)president’sofficeorhadahighrankinggovernmentofficialsittingoninter-sectoralcommittees)

2. Stakeholderengagementandbuy-in• Sectoralcoordinationandintegrationrequireshigh-levelpoliticalbuy-in

- E.g.ANAPsstandingcommitteechairedbytheMinisterofEnvironment- E.g. A vice president chairs committee to ensure effective participation and efficient

coordination• Integratedplanningandmonitoringutilizedtopreventduplicationofeffortsandensure inter-

relatedness• Both bottom-up and top-down approaches; data analyzed and communicated to all policy

makers• Appreciationofwhat typeof information to synthesize for thedifferent users of tailor-made,

sectorspecificinformationtargetingdifferentneeds.

3. Financing• Mainstreamingofdataandinformationinfrastructureintoallsectors,• Mainstreaminginformationproductionanduseintonationalplansandpriorities,• MinistryofFinanceprovidesresourcesfromcentralgovernment,• Galvanizing politicalwill to enact policies for financial support e.g.Ministry of Finance uses a

portionofearningfromnaturalresourcesfromcontributiontowardclimatechangeadaptation.4. Dataproduction,disseminationanduse

• Reflectiononwhatdetailsarerequiredforsettingup idealprocessesguidedthedesignofthedataandinformationinfrastructure,

56

• Structuresrequiredtoproducedataandinformationforallrelevantsectors;- Identificationofprioritysectors,- Developingnationalandsectoralstrategies,- Creatingcommitteesincludingbothdataproducersanduserstoensurethatdatacollected

andinformationsynthesizedisrelevantandusable,• Usemediasectortoassistwithdissemination,• Thedifferentecosystemsthatrequirespecificattention.Thus,dataandinformationsystemsto

incorporateecosystemsbiology,• Considerationofexistingsituationsthatcanbeaggravatedbyclimateimpacts,e.g.Naturallyarid

areasandunsustainableresourceusepractices,• Extensiveconsultationsandinteractionindatainfrastructuretoenablecoordination,• Inter-sectoral coordination at high level, e.g. MoUs between Ministry of Environment and

sectoralagencies,• Datageneratedisfedtorelevantsectors.

15.4. MajorcountrychallengesandsupportneedsonformulatingandimplementingNAPs

DrBettingerpresentedascenariototheParticipants.Thescenarioillustratedthateachcountrywillfacemajor challenges, and theNAP should be formulated to put in place support for addressingpriorityproblems.HeassignedParticipants into fourgroupsaccording to their countriesandgaveeach group themes to deliberate on. In analyzing these problems and solutions, countries wereencouragedtoconsiderthepre-workshopassignmentoncountryneedsandchallenges(Annex11),incorporatingtheseelementsneedsandchallengesandusingthewhyquestiontotesttheaspectsforwhichinterventionprojectscouldbedesigned.

WorkshopresourcepersonswereavailabletodiscussandassistParticipants intheirdeliberations.ThisactivitytooktheplaceoftheMarketPlaceconsultations.

Box8 Groupexerciseonproblemandsolutiontrees

57

Issuesarisingfromthegroupdiscussionsonneedsandchallenges

1) The coordinationof sectors andother stakeholders is a challenge. There is need for technicalcapacitytoassistwith;

- Policyframeworksoninstitutionalarrangementsthatwouldeffectivelysupportclimatechangeadaptation,anddevelopmentplansandpriorities,

- Definingrolesandresponsibilitiesoftherelevantstakeholders.2) Resource mobilization is challenging. Additional technical support from other partners; e.g.

Technicalsupportindevelopingproposals(suchasproposalwritingworkshops)wouldhelp3) Humanresourcesandtechnicalcapacity;e.g.thereisnofundingforcapacitydevelopmenttofill

dataneedsandgaps,e.g.capacitytoproducetherelevantclimatedataanduseit4) Thescopesofsomeprojectsdonotmeetthespecificneedsandgaps;e.g.thespecifictechnical

needsofacountrywillnotbecoveredintheprojectscope.Technicalsupportprovidedshouldbe context-specific, e.g. The ideal coordination, infrastructure, legal and institutional policies,dependonthecountryrealities

15.5. WorkshopclosureandcertificationTheworkshopclosurewasmarkedbyafinalworkshopassessmentwhenparticipantsupdatedtheirvotes to the expectations chart (Figure 2), adding dots on aspect covered up to the end of theworkshop.Participants commented theworkshoporganizers, resourcepersonsand facilitators foran interactive workshop that enabled them to learn by doing as well as learn from others’experiences.

The UN Environment distributed stainless steel straws to all the participants in an initiative toencouragepeopletocarryreusablestrawsratherthandisposableplastics.

Tourism is a major contributor to Hawaii’s economy. On the other hand, homelessness is a majorchallenge.Overnight, thehomeless canpitch tentsorbuild shackson thebeautifulbeaches.Ononeoccasion,whilewalkingwithmysix-yearolddaughteronthebeach,wesawsomerecentlybuiltshacks.Sheasked,“Whydidthepeoplebuildhousesonthebeach?”,towhichIanswered“Becausetheydon’thavehouses.”Butinthemannerofallsmallchildren,shekeptasking“why”toeveryanswerIgave.

Thetaskforeachgroupwastoconsidertheallocatedtheme,and identify improvementstosystems,processes,procedures,designsorculturalpractices.Theanalysisinvolvedidentifyingtherealissuesbyasking“Why”repeatedlytoidentifytherootcause(s)thus;

Identifyissuesthatcanbesolved,(forexample,consideringthehomelessnessproblemabove,acausesuch as “because they are lazy” cannot be solved. Real problems are those to which there areactionablesolutions.

The4themesassignedeachtoagroupwere;

i. Awarenessraisingandstakeholderengagement,ii. Resourcemobilisation,iii. Climateinformationincludingvulnerabilityandriskassessments,iv. Institutionalarrangements.

Thus,thediscussionprocessforthegroupswas;

- The“Why”interrogationtoidentifytheneeds,- Identifyleverageandentrypointsforthesuggestedsolutions,- IdentifyadaptationneedsfordevelopingandformulatingNAPs.