10 Case Studies in the Asia-Pacific Region

Ministry of the EnvironmentGovernment of Japan

NAP Process and Actions 2015

2

A variety of stakeholders in developing countries have greatly contributed to mainstreaming adaptation into national development strategies/ plans in different ways (national adaptation planning (NAP) process) as well as implementing adaptation actions, which are compatible to sustainable development. Bilateral and multilateral donors have provided support to such process and implementation of actions in developing countries.

There are a variety of experiences of, best practices of, and lessons learned from each process and action, however, they have not been well shared among relevant actors. It is the reason why Ministry of the Environment, Japan decided to take an initiative to develop case studies of the NAP processes and adaptation actions in different sectors which have been implemented in the Asia-Pacific region. In collaboration with office of Natural Resources and Environmental Policy and Planning, Ministry of Natural Resources and Environment, Kingdom of Thailand, we also organized a workshop in Pattaya, Thailand, in October 2015, to share these case studies among stakeholders in the Asia-Pacific region.

As an outcome of these works, this booklet consists of ten case studies (five for the NAP processes and five for adaptation actions), lessons learned from the studies, and a process of main donors’ assistance. It is our hope that this booklet helps policy makers and any other relevant stakeholders to learn lessons and good practices from existing NAP process and adaptation actions and to utilize them into further planning and actions in the future.

Soichiro SEKIVice-Minister of the Environment, Japan

Akiko URAKAMIDeputy Directorfor International CooperationOffice for International Strategy on Climate Change Global Environment Bureau Ministry of the Environment, Japan

FOREWORD

3

CONTENTS

FOREWORD 2

1 INTRODUCTION 4

2 SUMMARY OF LESSONS LEARNED FROM CASE STUDIES 6

3 PROCEDURE FOR RECEIVING SUPPORT FROM MULTI / BI-LATERAL AGENCIES 11

CONCLUSION 15

ANNEX － CASE STUDIES

ACKNOWLEDGEMENTSThe authors would like to thank the following people for taking the time to share their insights and experiences in preparing case studies and this booklet:Abdullah, Saiful Alam, Ahsan Habib, Mohammad Rafiqul Islam, S M Mahbubur Rahman, Sayfuddin, Asif M. Zaman (Bangladesh), Chan Thou Chea, Ponlok Tin, Thy Sum (Cambodia), Mua Metuisela (Fiji), Mulyadi Hendiawan, Ali Muharam, Budhi S (Indonesia), Leopoldo A. Casio, Jr., Helena T. Gaddi, Jon Adrian Narag, Maria Obdulia D. Vitug-Palanca, Fortunato D. Peralta, Edgardo R. Piamonte (Philippines), Le Duc Chung, Anh Tien Do, Huynh Thi Lan Huong, Doan Thi Tuyet Nga, Le Minh Nhat, Nguyen Van Son, Tran Thanh Thuy, Kien Tran-Mai (Vietnam), Hem Chanthou, Elma Morsheda, Norio Saito (ADB), Vuthy Va (CCCA), Agnes Balota, Regina Bernhard, Nele Bünner, Phan Van Hoang, Benjamin Hodick, Bernd-Markus Liss, Julia Olivier (GIZ), Sarder Shafiqul Alam (ICCCAD), Saleemul Huq (IIED), Misaki Kawaguchi, Masato Kawanishi, Kazuki Matsuura, Junko Morizane, Hayato Nakamura, Ichiro Sato, Hideki Sawada, Jin Wakabayashi, Norihito Yonebayashi (JICA), Osamu Koyama (JIRCAS), Kiyoshi Takahashi, Yasuaki Hijioka (NIES), Julien Chevillard, Dao Xuan Lai (UNDP), Taikan Oki, Toshio Koike (the University of Tokyo), and Shiro Chikamatsu (2ES).

I. Adaptation Policy Planning1-1 Bangladesh’s Experiences of Mainstreaming

Adaptation into Development Plans1-2 Mainstreaming Adaptation through the

Experiences on Climate Change Strategic Plan in Cambodia

1-3 How to Mainstream Adaptation into Local Level Planning in Indonesia

1-4 Strategic Budgeting Process for Successful Implementation of Climate Change Action Plan in the Philippines

1-5 Mainstreaming Adaptation into Development Plans in Vietnam

II. Implementing Adaptation Measures2-1 Project for Strengthening the Climate

Resilience of Water Sector Infrastructure in Khulna, Bangladesh

2-2 Community-based Disaster Risk Management Project in Fiji

2-3 Rice Crop Insurance Pilot Project in Indonesia2-4 Sustainable Disaster Risk Finance in the

Philippines: Restoration Activities after Typhoon Haiyan

2-5 Integrated Coastal Management Programme (ICMP) in Mekong Delta, Vietnam

Cover photos: Planning Commission, Ministry of Planning, Bangladesh

4

INTRODUCTION

The IPCC Fifth Assessment Report states that many of the observed changes in the climate system since the 1950s are unprecedented over decades to millennia. Continued GHG emission will cause further long-lasting changes, increasing the likelihood of severe, pervasive and irreversible impacts for the environment. For reducing and managing the risks of climate change, it is important to implement adaptation measures together with mitigation efforts.

To adapt to and cope with the impacts of climate change, both developed and developing countries have engaged in mainstreaming adaptation into mid- and long-term national development plans and other relevant plans/actions to reduce vulnerabilities and increase resilience in different levels of regions and sectors. To meet the request from developing countries, international communities have cooperated to assist their work.

This booklet draws on ten actual case studies (four pages per each) in the Asia-Pacific region, which consist of background, institutional arrangements, process of several phases, and lessons learned and policy recommendations (attached in the Annex). Each case study was conducted through literature reviews and interviews with multiple relevant stakeholders such as policy makers of ministries and local governments, researchers, international organizations and donors. Based on these case studies, summary of lessons learned from the NAP process and its implementation were developed in an inductive way.

It was realized that five countries have engaged in mainstreaming adaptation into development plans and other relevant sectoral plans in different ways and levels, based on existing inter-ministerial institutional arrangements, involving with ministries of planning and finance. Various stakeholders, such as local researchers and non-governmental organizations, have also actively engaged in a series of the process. While some governments have developed a budget allocation system to further enhance the implementation of actions through tagging and scoring process, others have engaged in collecting data and information for elaboration of scientific analysis such as impact assessment, and improvement of the future planning process. Furthermore, there are good practices in existing implementing projects, such as climate-resilient water management of river and coastal areas, rice crop insurance pilot projects, and restoration activities after disaster.

1

6

SUMMARY OF LESSONS LEARNEDFROM CASE STUDIES

This section summarizes findings from the 10 case studies. To share the lessons learned from experience, it provides useful information for developing and improving adaptation plans and implementing adaptation measures in an effective way.

The chart below shows a structure of 12 key elements for mainstreaming adaptation into development strategies/plans and implementing adaptation measures, extracted from the case studies. These elements can be grouped into five categories: Institutional arrangements, Planning, Implementation, Monitoring and Evaluation (M&E), and Capacity Building.

The following sections discuss the key issues mentioned above, accompanied by specific examples from the case studies. Detailed information can be found in the individual case studies (attached in the Annex).

Planning

M&E Implementation

4. Linkage between NAP and strategies/plans to secure budget for implementation

5. Laws/regulations and budget allocation to implement adaptation

9. Data collection and analysis

10. Policy assessment11. Adaptive

management to address uncertainties

6. Cooperation beyond provinces and sectors

7. Enhancing actions in the local level

8. Sharing local knowledge

Mainstreaming Adaptation

Capacity Building12. Capacity building for adaptation measures in local areas

Institutional Arrangements1. Inter-ministerial coordination in national government2. Coordination between national and local governments3. Establishing participatory approach

Figure 2-1 12 Key Elements for Mainstreaming Adaptation

2

7

Institutional Arrangements1. Inter-Ministerial Coordination in National Government

Summary of Lessons Learned from Case Studies

In the process of mainstreaming adaptation into national development plans and other relevant sectoral plans, inter-ministerial coordination is essential. Adaptation policies and measures in major strategies and plans should be harmonized to optimize limited resources. It is effective to establish a committee to enhance inter-ministerial coordination.

● In the Philippines, the Climate Change Commission (CCC) was established to coordinate, monitor, and evaluate governmental programs related to climate change in 2010. The CCC functions under the direct control of the President Office, and coordinates related ministries/agencies including the Department of Budget and Management. It has implemented the “National Climate Change Adaptation Plan” in cooperation with the National Economic and Development Authority and the National Disaster Risk Reduction and Management Council. (1-4 Philippines)

● In Cambodia, the National Climate Change Committee (NCCC) was established to coordinate national climate change responses in 2006. The Climate Change Department under the Ministry of Environment was appointed as the secretariat of the NCCC. Afterwards, a new council called the National Council for Sustainable Development was established in May 2015 to enhance inter-ministerial coordination. This has contributed to involving all relevant ministries in the national adapta-tion planning process. (1-2 Cambodia)

2. Coordination Between National and Local Governments

Coordination between national and local governments is critical, when disseminating the national adaptation plan to local level and implementing adaptation actions. It is essential to establish an organization that connects stakeholders of national and local levels.

● In Vietnam, institutionalized vertical and horizontal (in-ter-provincial) cooperation has been promoted through the establishment of a regional committee, which could act as a bridge between national and local governments and promote mutual communications, for successfully implementing multi-sectoral solutions. For example, various sectors such as mangrove rehabilitation, agri-culture and aquaculture etc. have been implemented in the Integrated Coastal Management Programme in the southern provinces. (2-5 Vietnam)

● In Indonesia, the National Development Planning Agency (BAPPENAS) conducted a series of workshops to disseminate the National Action Plan for Climate Change Adaptation (RAN-API) among local stakehold-ers in cooperation with JICA. For example, in February 2015, BAPPENAS hosted a meeting to share basic adaptation concepts with the local governments for their capacity building. (1-3 Indonesia)

3. Establishing Participatory ApproachEstablishing a participatory approach for relevant stakeholders is important. Incorporating opinions and suggestions of the main stakeholders will lead to the smooth and effective implementation of plans or projects in each country.

● The government of Bangladesh faced strong opposition from the civil society in launching its “Bangladesh Climate Change Strategy and Action Plan 2008,” because the government did not provide the opportunity to be involved with relevant stakeholders in developing the planning process. The government reflected opinion through a new participatory process, and revised the plan in 2009. (1-1 Bangladesh)

● In the climate-resilient water management project of Bangladesh, a bottom-up approach is found to be effective when implementing projects in a beneficial way for local communities. Collecting and considering opinions and suggestions from local stakeholders are

important from the initial planning stage of the project. (2-1 Bangladesh)

● The government of Indonesia found it helpful to establish a regional-level project committee to promote mutual communication among stakeholders and to enhance the capacity of project implementation. It also learned that it was important to share the overall picture of the adapta-tion strategy with stakeholders first; and then discuss the roles of such stakeholders. (1-3 Indonesia)

8

Planning4. Linkage between NAP and Other Strategies/Plans to Secure Budget for Implementation

Even if national adaptation strategies/plans are developed, such strategies/plans do not function well without a budget allocation. Some governments are struggling to secure a new budget, because adaptation is not always recognized as a top-priority political agenda in many countries. Therefore, it would be useful to link such strategies/plans with other related national development plans and sectoral plans that already have their own budget allocation.

● In Vietnam, when National Strategy on Climate Change (NSCC) was developed in 2011, the latest economic development strategy/plan (SEDS (2011-2020) and SEDP (2011-2015)) was referred to NSCC. Since then, this process has maintained consistency between climate- related policies and existing economic development plans. (1-5 Vietnam)

● The National Climate Change Action Plan (NCCAP) in the Philippines is aligned with the cycle of the Philippines Development Plan (PDP). NCCAP and PDP are also harmonized at the sectoral agency level, where national government agencies integrate climate change into their action plans. (1-4 Philippines)

● In the Philippines, tagging process worked well when the national government identified and classified climate- related policies and measures. Because some criteria and guidelines for the tagging process have already been developed, it has become easier for ministries and local governments to identify and classify relevant adaptation measures to be linked with relevant national develop-ment plans. (1-4 Philippines)

Tagging in a series of case studies means to identify and classify policies and action plans that are related to climate change adaptation in national strategies /plans. The tagging process can be used to track expenditure and manage adaptation measures in a country. This is useful in processes /actions for promoting mainstreaming adaptation. After the tagging process, implementation of scoring process should be considered to assess how effectively the selected (tagged) plans and actions have worked.

5. Laws / Regulations and Budget Allocation to Implement Adaptation

To mainstream adaptation and secure budget, it is important for the government to develop proper laws and regulations, which stipulate the roles of relevant ministries or local governments. Substantial funding sources are necessary to implement adaptation actions. Allocating a national budget for actions that focus specifically on adaptation is crucial.

● In the Climate Change Act, the Government of the Philippines clearly defines the roles of ministries /agen-cies and promotes cooperation among them, enabling the government to allocate limited budget effectively allocation. The Act also requires the local government units to integrate climate change and disaster risk management concepts into local plans. (1-4 Philippines)

● In Bangladesh, two funds for climate-related actions were established to implement actions under “Bangladesh Climate Change Strategy and Action Plan 2009.” The Bangladesh Climate Change Trust Fund is sourced from the domestic budget, while the Bangladesh Climate Change Resilience Fund is a multi-donor fund raised by international donors. Establishing funds can help each ministry secure and allocate budgets for adaptation measures on the ground. (1-1 Bangladesh)

Tagging and Scoring Process (See Key element 4 and 10)

Checking of road network Climate Change Commission

9

● To recover from natural disaster in the Philippines, the government has introduced a common risk insurance pool for local government units (LGUs), and a number of LGUs take part in this scheme. Reserves are to be accumulated by participating LGUs’ contributions. (2-4 Philippines)

7. Enhancing Actions in the Local Level

Developing adaptation strategies and / or plans is not sufficient to implement adaptation actions. It is important for the government to consider how to be involved with local stakeholders for implementing adaptation actions. Providing incentives for local stakeholders will be one of the essentials to enhance actions.

● Implementing pilot projects for agricultural insurance in Indonesia has helped farmers to understand the basic concept of the insurance scheme, led them to realize that the scheme could be practical for their farms, and promoted their participation in the scheme. The key to success was the government’s decision to start the pilot project on a small scale. (2-3 Indonesia)

● In the Philippines, time required for processing pay-ments should be kept as short as possible to maintain the participants’ willingness to join the insurance program. A parametric insurance scheme is considered to be a key solution, because it ensures prompt insurance payouts. Besides, it can be operated with a relatively small amount of human resources compared to existing indemnity- based insurance. (2-4 Philippines)

8. Sharing Local KnowledgeIt is important to collaborate with local communities and incorporate local knowledge so that adaptation policies and measures can be implemented effectively. Local communities have their own networks for disseminating information and local knowledge in an area. The existing local network should be taken into account when necessary actions are developed and implemented.

● An early-warning system for the local area in Fiji has been implemented in collaboration with local voluntary groups such as housewives and/or youth in the commu-nity. It is clearly proved that adaptation measures can be

conducted effectively by collaborating with those local groups. It can be said that coordination and collabora-tion of all related stakeholders is the key to success. (2-2 Fiji)

Implementation6. Cooperation beyond Provinces and Sectors

At a regional level, cross-sectoral cooperation among local governments is crucial for effectively implementing projects such as coastal management and agriculture / aquaculture. Through intensive communication with several relevant local governments, it is possible to optimize implementing processes and to identify comprehensive solutions for a project.

● Through the Integrated Coastal Management Programme in Vietnam, relevant stakeholders at national and provincial levels were able to share common issues, such as coastal management, rice production and aquaculture, for five provinces in the Mekong Delta region and have an opportunity to find comprehensive solutions and to implement measures effectively. (2-5 Vietnam)

Summary of Lessons Learned from Case Studies

Construction of an embankment

10

10. Policy Assessment

Adaptation policies and measures should be monitored and evaluated based on a series of criteria. The results will be useful for operating the policies and measures and improving them continuously. The methodologies will take an important role for enhancing transparency of policy framework. Capacity building for local governments should also be enhanced to achieve further implementation nationwide.

● Tagging and scoring processes (See Key Element 4) are being considered as a method to identify climate-related policies and measures. In Vietnam, a trial method, called the “Climate Public Expenditure and Investment Review

(CPEIR),” has been established. The results contributed to enhancing the capacity to analyze key climate-related policies. (1-5 Vietnam)

11. Adaptive Management to Address Uncertainties

The government has difficulty in planning adaptation projects because there are high level of uncertainties related to climate change. These uncertainties make it difficult to implement adaptation measures, especially under a limited budget. Adaptive management with continuous monitoring is useful and practical because it contributes to developing action plans by incorporating sufficient flexibility in terms of how to deal with these uncertainties.

● In Bangladesh, to address issues of salinity intrusion, an impounding reservoir is to be implemented to control salinity concentration in river water. The reservoir is designed so that it is possible to expand capacity in the future, because the degree of future salinity intrusion

level is uncertain. In this way, the risk of over-spending on climate resilient infrastructure is avoided, while being prepared to take actions when such infrastructure becomes necessary. (2-1 Bangladesh)

Capacity Building12. Capacity Building for Adaptation Measures in Local Areas

When implementing adaptation actions in local areas, there are several options that can be taken to make implementation successful. One possible way is to develop guidance for implementing adaptation actions. Another is to establish a training system for local stakeholders.

● A training of trainers (ToT) program is now being considered by the National Development Planning Agency (BAPPENAS) in Indonesia as an effective system for capacity building in local areas. The ToT program is a program to train local leaders who will be able to

train others and disseminate information on adaptation measures in a local area. The Project Management Office (PMO) will then operate and manage the ToT program for local governments in collaboration with JICA. (2-3 Indonesia)

● In Indonesia, effective data collection has been performed by enhancing collaboration among ministries. The National Development Planning Agency (BAPPENAS) has contributed to collecting climate projection data from the Agency for Meteorology, Climatology and Geophysics, impact assessment data from the Ministry of Environment and Forestry, and regional monitoring data from the Ministry of Home Affairs. (1-3 Indonesia)

● In Bangladesh, national and international research com-munities have developed a knowledge-sharing platform for

climate change research called Gobeshona. It has taken a good role to enhance implementing adaptation policies and measures. (1-1 Bangladesh)

● In Vietnam, the Institute of Meteorology Hydrology and Climate Change (IMHEN) under MONRE has contributed to provide knowledge and information such as climate projections and impact assessments datasets for local governments to develop regional adaptation plans. IMHEN has conducted several pilot projects to support local governments handling climate-related datasets. (1-5 Vietnam)

Monitoring and Evaluation (M & E)9. Data Collection and Analysis

Data collection is critical for planning, implementing, and monitoring adaptation policies and measures. Adaptation-related data and information dispersed across different agencies should be gathered and stored in a common data-collection platform. In parallel, it is crucial to develop capacity to collect and update not only monitoring data, but also climate projections and impact assessment data so that the future climate change and its impact can be considered accurately.

11

PROCEDURE FOR RECEIVING SUPPORT FROM MULTI / BI-LATERAL AGENCIES

Multi/bi-lateral agencies have provided financial and technical support with developing countries, which have conducted national adaptation planning (NAP) processes and implemented adaptation actions. This section introduces examples of the processes for support that Japan International Cooperation Agency (JICA), Asian Development Bank (ADB), and The Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) provides.

One of the important things is that recipient countries communicate their needs on adaptation with donor’s branch offices in their neighboring countries to prioritize their requests.Information in this section is provided mainly based on the survey results from the interviews with JICA, ADB and GIZ, and their websites. Note that it does not represent official views of each of the agencies.

Arlynn Aquino EU / ECHO

3

A town damaged by Typhoon Haiyan

12

1. JICAJICA’s assistance consists of three main schemes: (1) Grant Aid, (2) Technical Cooperation, and (3) Concessional Loan (ODA Loan)/Private Sector Investment Finance. This booklet focuses on the Technical Cooperation, which is the most relevant to technology transfers.

The needs of developing countries are becoming increasingly diverse and multifaceted. While some needs may be met with financial support, there is also a growing need for assistance focused on capacity development to tackle diverse and ever-changing development issues including climate change.

To respond to such wide-ranging and changing needs, JICA’s Technical Cooperation supports human resource development, strengthening organizational capabilities, research and development, technology transfers, and development of institutional frameworks, which are essential for sustainable economic and social development in partner countries.

● Technical cooperation projects, which consist of Dis-patching Expert, Accepting Participants for Training, and/or Providing Equipment, are the core operations of JICA’s Technical Cooperation.

● To request JICA’s technical cooperation, government of the recipient country needs to submit an official request to the Government of Japan through the Embassy of Japan. Usually, Japanese embassies undertake a needs survey of technical cooperation (together with other types of cooperation) between June and August to collect requests. The collected requests are sent to Tokyo for review by the end of August. It is recommended to con-sult the Japanese embassy or JICA office for the schedule

and process of the needs survey because they vary from country to country. To request concessional loans (ODA loan) or grant aid, it is also recommended to contact the Japanese embassy or JICA office to confirm eligibility, as well as the process and schedule of project formulation.

● Contact information of a local JICA Office can be found from the link below.

(http://www.jica.go.jp/english/about/organization/over-seas/index.html)

● Governments should also check the Country Assistance Policy for Respective Countries published by the Govern-ment of Japan from the link below.

(http://www.mofa.go.jp/policy/oda/assistance/country2.html)

Notes

Ex-post EvaluationFollow-up Cooperation (if necessary)

Follow-up / Ex-post Evaluation

O�cial Request and Approval

Project Identi�cation and Formulation

Project Planning / Ex-ante Evaluation

Project Implementation

if approved

Policy Dialogues and Preparatory Survey (if necessary)

Review of the Request by Gov. of Japan

O�cial Request through Diplomatic Channel

Basic/Detailed PlanningSurvey Ex-ante Evaluation

Sign the Record of Discussions (R/D)

Implementation of Project Activities Monitoring

Expert Assignment Training Program Equipment Provision of

Figure3-1 Operational Flow of Technical Cooperation Projects

Source: JICA

13

Procedure for Receiving Support from Multi/Bi-Lateral Agencies

2. ADBADB offers a range of financial products that help developing member countries (DMCs) build economic growth and social development. These tools include loans, technical assistance, and grants. Sovereign lending or financing secured by a government guarantee forms the greater part of ADB’s development assistance*1.

ADB provides financing for projects that effectively contribute to the economic and social development of the country concerned, and have the strongest poverty reduction impact in conformity with country and ADB strategies. The various stages from country programming to project completion and evaluation are known collectively as ADB’s project cycle. The documents produced in the course of a project are disclosed throughout the project cycle according to the disclosure requirements specified under the Public Communications Policy*2.

● The recipient country should check not only its own development strategy, but also the Country Partnership Strategy (CPS) between the recipient country and ADB.

● Frequent contact with key ministries (e.g. Ministry of Finance) is needed to prioritize the areas/issues for what support is necessary. Identified support needs should be included in the Country Partnership Strategy or Country Operations Business Plan through policy dialogue with ADB, which is held every year.

● ADB conducts thematic and sector analyses and assessment studies in preparation for a new CPS. More information can be found from the link below. The information is regularly updated on the following website.

(http://www.adb.org/countries/documents/country-strategies-programs-under-preparation)

Figure3-2 Operational Flow of Financial and Technical Cooperation*2

Notes

4. Loan Negotiation • The draft loan agreement and draft project proposal is submitted to all parties

involved including the Government for review. Feedback is collected, and the Government is then called for negotiation with ADB.

7. Loan E�ectiveness • ADB's legal counsel and Project O�cer review if the conditions are met, after

which the loan is formally declared e�ective (generally, the conditions are limited to the legal requirements such as legal opinion, cross-e�ectiveness of co-�nancing, and execution of subsidiary loan agreements).

5. Board Approval • The loan proposal is submitted to ADB's Board of Directors for approval. This

report is known as the Report and Recommendation of the President (RRP).

6. Loan Signing • Following the authorization from the cabinet, the loan agreement is signed by

ADB's President and the Representative of the Government.

3. Due diligence • project feasibility – the project's technical, �nancial, economic, environmental,

marketing, and management aspects and potential social impact.

1. Country Partnership Strategy • ADB works with each DMC to de�ne a medium-term development strategy and

operational program called a country partnership strategy (CPS).

2. Project Identi�cation/Preparation • project/program preparatory technical assistance (PPTA)

– to help the government identify and prepare feasible projects. • an initial poverty and social analysis – to identify those people who may be

bene�cially or adversely a�ected.

*1 Public Sector (Sovereign) Financing (http://www.adb.org/site/public-sector-financing/main)

*2 Public Communications Policy (http://www.adb.org/site/disclosure/public-communications-policy)

14

3. GIZDirect development cooperation between Germany and its partner countries rests on two main instruments: Financial and Technical Cooperation.

GIZ is Germany’s leading provider of international technical cooperation services. As a federal enterprise, GIZ supports the German government in achieving its objectives in the field of international cooperation for sustainable development. GIZ is wholly owned by the Federal Republic of Germany, which is represented as the shareholder by the Federal Ministry for Economic Cooperation and Development (BMZ) and the Federal Ministry of Finance (BMF).

● Technical Cooperation consists mainly of advisory services and supplying materials and equipment.

● The substance and volume of intergovernmental Technical Cooperation are laid down between the German government and the government of the individual partner country within the framework of government negotiations, and are enshrined in an official agreement. GIZ is generally contracted by the German government to implement projects pertaining to these

cooperation measures agreed at the government level.

● You can refer to the strategies for your region or country on the following BMZ webpage. (http://www.bmz.de/en/what_we_do/countries_regions/index.html) Priority areas of German development cooperation with each country can also be checked.

Figure3-3 Planning and Implementation of Financial Cooperation and Technical Cooperation*3

Notes

Partner Country’s strategy / ongoing policy dialogue in partner country / country strategy

Support Proposal (partner country)Priority Area Strategy

(BMZ / partner country / implementing organisation) If appropriate, pre-selection

(BMZ)

Programme clari�cation, programme proposal (BMZ / implementing organisation / priority

area coordinator)

Brief assessment(implementing organisation)

Preparation / appraisal of development

cooperation module (implementing organisation)

Preparation of programme proposal

(priority area coordinator)

Discussion of brief assessment; implementing organization

commissioned with carrying out an appraisal and preparing the intervention

(BMZ / implementing organisation)

Approval of funding /

agreement under international law

(BMZ /Federal Foreign O�ce)

Programme proposal; this may comprise one joint part plus modules under the responsibility of several di�erent

implementing organisations (implementing organisation)

Placing of contract(BMZ)

Implementation of support(implementing organisation)

Reporting (Joint reporting where appropriate)(implementing organisation)

Evaluation(BMZ / implementing organization / external experts)

1

2

3 4

5

6 6 7

8

9

10

11

12

*3 The Federal Ministry for Economic Cooperation and Development (BMZ), Bilateral cooperation http://www.bmz.de/en/what_we_do/approaches/bilateral_development_co operation/approaches/index.html

Procedure for Receiving Support from Multi/Bi-Lateral Agencies

15

Climate change is a global issue. Adapting climate change is challenging for both developing countries and developed countries. All countries will continue to develop and implement policies and measures on adaptation, taking into consideration different aspects, including region, geography, meteorology and culture. Many countries have made efforts to mainstream adaptation into each national plan, enhance adaptive capacity, and find better solutions, which will fit their own situations. In that context, we are now learning various things by doing them in the process. Everyone, who has engaged in working on the process, can contribute to sharing experiences for mainstreaming adaptation into existing development policies.

Ministry of the Environment, Japan (MOEJ) conducted ten case studies and indentified key elements for mainstreaming adaptation based on the lessons of the case studies. This booklet shares technical tips that three aid agencies have provided. MOEJ did their best to describe lessons learned and policy recommendations of each case study, which was compiled based on the real message from policy makers and other relevant stakeholders who are actually addressing and facing the issues.

Through our case studies, importance of inter-ministerial coordination, establishment of participatory approach, cooperation beyond provinces and sectors during the processes of mainstreaming adaptation are clearly identified as common key elements. Similarly, data collection and analysis are found out as common challenging issues in most countries. Developing capacity to collect and analyze scientific data and information is crucial for further improving climate change projection and impact assessment.

MOEJ hopes that this booklet will be beneficial for everyone who is interested in climate change adaptation policies and measures, and that it will stimulate the interest and motivation of all stakeholders.

Contributors Mitsubishi Research Institute, Inc. Shingo Takahashi, Takuya Nakashima, Reina Maeda, David Helsing, and Takahiro Shibata

CONCLUSION

Planning and Editorial Supervisor: Ministry of the Environment, JapanEditing: Mitsubishi Research Institute, Inc. Design: Nikkei BP Consulting, Inc.

Ministry of the EnvironmentGovernment of Japan