Global Climate Change Alliance: Intra-ACP Programme Training Module Mainstreaming Climate Change

1. Global Climate Change Alliance: Intra-ACP Programme Training ModuleMainstreaming Climate Change Module 8Strengthening institutional capacity Ms Isabelle MamatySenior ExpertClimate Support Facility

2. Strengthening institutional capacity • Learning objectives: • To understand that strengthening institutional capacity is at the core of mainstreaming climate change into development planning • To understand that mainstreaming climate change implies institutional changes to provide lasting results • Expected outcomes: • Increased knowledge of the principles for institutional and capacity strengthening • Increased knowledge of the steps in institutional and capacity strengthening

3. Terminology • Institutions • the rules, norms, structures and other social arrangements that shape and regulate human behaviour and interactions, and notably support decision making • institutions ≠ organisations • institutions can be formal or informal • Institutional framework • a system made up of rules, laws, policies and institutions, in which various organisations interact with each other

4. Key institutional requirementsfor effective mainstreaming Powerful champions at national level e.g. office of prime minister, ministries of finance/budget/planning Cross-sectoral & cross-level coordination, cooperation Integration of new thinking, new research in planning & monitoring systems & processes Effective mainstreaming Experience sharing, dissemination of good practices Strengthening of capacities of stakeholders at various scales Timely stakeholder participation at various scales

5. Roles & responsibilities ofmain stakeholders Adapted from: Schipper et al (2008)

6. Source: UNDP-UNEP (2011) Principles for institutionalising climate change mainstreaming

7. Which institutional model? • There is no single, ‘blueprint’ institutional model for effective mainstreaming of climate change • Each country has to determine the most suitable institutional arrangements based on: • current institutional structures • a clear diagnosis of their strengths and weaknesses • a clear plan for overall governance improvement • However, there are some agreed principles and examples of good practice

8. Principles for institutional and capacity strengthening (1) • Move coordination of climate adaptation/mitigation to a central body with a coordination mandate and decision-making power over line ministries • e.g. China: National Development & Reform Commission • e.g. Kenya: Office of the President • Establish or strengthen coordination mechanisms, with a clear allocation of responsibilities and permanent arrangements • e.g. Mexico: Inter-Ministerial Commission on Climate Change (CICC) with dedicated working groups Source: UNDP-UNEP (2011)

9. Principles for institutional and capacity strengthening (2) • Build on pre-existing intersectoral coordination mechanisms wherever possible • e.g. coordination structures for food security, disaster risk reduction and management, sustainable land management, environmental management • Institutionalise flexibility • e.g. commitment to regular policy/strategy revisions and reassessment of available knowledge • Institutionalise adaptation/mitigation mainstreaming • e.g. in guidelines, procedures, systems, criteria for screening and prioritising programmes and projects Source: UNDP-UNEP (2011)

10. Principles for institutional and capacity strengthening (3) • Develop effective national–local coordination mechanisms, identifying the most suitable level at which to cooperate/coordinate • e.g. Rwanda: annual performance contracts between various levels of government, with clear definition of goals, indicators and activities • Strengthen institutions at the sub-national level, matching the transfer of competences with the transfer of resources Source: UNDP-UNEP (2011)

11. Tools and actions for supporting institutional and capacity strengthening

12. Steps in institutional and capacity strengthening Needs assessment National capacity self-assessment Stakeholder analysis Working mechanisms Inst’l arrangements Management framework Work plan Learning by doing Training, exchange visits, on-the-job learning, lesson learning/dissemination Mainstreaming as standard practice Source: UNDP-UNEP (2009)

13. Needs assessment: capacity development for whom, for what? Start by determining: ‘Capacity development for what?’-> Define specific objectives • Capacity development (CD) should take place at three complementary levels: • the ‘enabling environment’ or ‘system level’ (overall institutional level) • the organisation level • the individual level Source: UNDP (2011)

14. Needs assessment: stakeholders’CD needs for mainstreaming Planning & prioritisation skills Information systems & analytical skills Participatory engagement & empowerment skills Stakeholder capacity building Political & communication skills Specific technical skills Monitoring, evaluation & learning skills ‘Functional capacities’ ‘Technical capacities’ Source: Dalal-Clayton & Bass (2009)

15. Needs assessment: national capacity self-assessments • Based on existing or ad hoc institutional assessments, consider for all relevant organisations: • Level of education & awareness of climate change • Organisations’ mandates & functions with regard to climate-related issues • Influence of climate risks on capacity to function • Technical, financial, legal/regulatory capacities & information systems in relation to climate-related issues • Planning, decision-making, budget allocation & programming mechanisms • Collaboration & coordination structures & mechanisms Source: UNDP-UNEP (2011)

16. Setting up working mechanismsfor a mainstreaming initiative • Define institutional arrangements (political and technical) (e.g. steering and technical committees) • Set up a management framework • Leadership arrangements • Human resources • Financial arrangements • M&E arrangements • Develop an operational work plan Source: UNDP-UNEP (2011)

17. Learning-by-doing: multiple approaches • Formal training on mainstreaming and on specific technical aspects • Exchange visits • On-the-job learning through national mainstreaming programmes (e.g. GCCA-funded) including: • Interdisciplinary teams • Twinning between organisations • Technical assistance • Demonstration projects • Lesson learning and dissemination Source: UNDP-UNEP (2009)

18. Turning words into action

19. Discussion what are the institutional and capacity needs in your organisation in order to enable the mainstreaming of climate change in your sector or at your level ? • Questions and answers • Strengthening institutional capacity

20. Presentation of case studies • Presentation of case studies of institutional strengthening approaches

21. Learning process exercise: Working group • Exercise: development of an institutional map of your country

22. Recap – Key messages • Institutional and capacity strengthening (rooted in a good diagnosis of the strengths/weaknesses of existing structures and efforts to improve governance) is a key condition for successful climate change mainstreaming • Needs assessment, the setting up of effective working mechanisms and ‘learning by doing’ can support the mainstreaming process

23. Key references • UNDP (2011) Practitioner’s Guide: Capacity Development for Environmental Sustainability. United Nations Development Programme, New York • UNDP-UNEP (2011) Mainstreaming Adaptation to Climate Change into Development Planning: A Guide for Practitioners. UNDP-UNEP Poverty-Environment Initiative • UNDP – Integrating environment into development: http://www.undp.org/mainstreaming/

24. Thank you Contact: Dr. Pendo MARO, ACP Secretariat pendomaro@acp.int or +32 495 281 494www.gcca.eu/intra-acp