Mr. BAMALI Tahontan Didier

NAP Focal Point

Technical Secretary of NAP Comity in Togo

Directorate of Environment

Country dataWest Africa

with a long period ofmonsoon in the south and a short period in thenorth.

7 552 318 hab. (2015)

3%; youth : 60%

5.9% (2014)

$ 1100 US

38% of GDP, 66% of working population ; 33.9% of the population is threatened by hunger

58.7%

Recent climate trends in Togo

Compared with the periodfrom 1961-1985, 1986-2012period recorded a increase intemperature but a decrease inrainfalls and an intensificationof coastal erosion

(∆T)

(∆P)

+ 1.2 °C; 41.8 mm

+ 0.7 °C; -4.3 mm

+ 1.0°C; -3.3 mm

+ 0.7°C; -81 mm

Atakpamdé

Lomé

Mango

Sokodé

Climate scenarios for Togo

These climate risks will affect almost all parts of society and imply newobstacles to poverty reduction, food security and economic growth inTogo.

• Increases in temperatures;

• small increase in rainfall but insufficient to offset the effects of the high increase in temperature

• More pronounced variations in precipitation patterns; increasing droughts, floods and bushfires;

• Intensification of coast erosion due to sea level rising

To complement these efforts and to address medium and long-term adaptation needs, Togo engages in the UNFCCC NationalAdaptation Plan (NAP) process.

1. Agriculture,

2. Management of water

resources,

3. Coastal protection,

4. Housing,

5. And health.

What has Togo done so far?

The NAP process in Togo

Initiating and launching of the NAP process

Stocktaking: identifying available information on climate change impacts, vulnerability and adaptation

Stocktaking: assessing gaps and needs of the enablingenvironmentfor the NAP process

Addressing capacity gaps and weaknesses in undertaking the NAP process

Mandate for the NAP process

Adressingcapacity gaps and weaknesses of actorsinvolved in planning and budgeting in undertakingCCA in the guidebook for planning officers

Formulatingguidelines of mainstrea-ming ACC in planning and budgeting

Formulatingthe PNA Reference Document

Mid-term evaluation:

review of the roadmap

4

3

21

5

67

8

Stakeholders involved in the process

Water resources

Forestery

PLANIFICATION & FINANCES

NATIONAL ASSEMBLY

Stakeholders engagement in the process NAP process in Togo

• Joint Ministerial Order, No.008/2014/MPDAT/MEF /MERF wasissued on July 21, 2014; establishing the Technical CoordinationCommittee of adaptation mainstreaming in the planning andbudgeting in Togo.

• Composition:

o Chairman (DPPD/MPDAT),

o 1st vice-president (DB/MEF),

o 2nd vice-president (DP/MERF),

o Technical Secretary (DE/MERF)

o 1st reporter (DE/MERF),

o 2nd reporter (Civil Society Organization).

Stakeholders engagement in the process NAP process in Togo

• Objective: To prepare the NAP document.

The team leader is the Planning Directorate

• Composition: Members are from

o Planning and Development Policies Directorate

o Budgeting Directorate

o Environment Directorate

Stakeholders engagement in the process NAP process in Togo

• Objective: To prepare the NAP document.

The team leader is the Environment Directorate• Composition: Members are from

o Environment Directorate

o General Secretary of the ministry of agriculture

o Directorate in charge of planning, monitoring and evaluation of water policy

o Planning and Development Policies Directorate

o Budgeting Directorate

o Directorate in charge of planning, monitoring and evaluation of environment policy

o A national expert to moderate and technically support the team.

NAP institutional arrangements

Planning and Development Policies DirectorateBudgeting Directorate

Ministry of Environment and Forestry Resources

Ministry of Economy and Finance

Ministry of DevelopmentPlanning

UNFCCC Focal Point Technology transfert Focal

Point NAMA coordinator NAP Focal Point

Environment DirectorateTechnical Coordination Committee of

the NPA process

3 NGOs (includinga women's NGO)

National Employers Council

NAPCC Editorial TeamAdaptation Mainstreaming Guidelines Editorial Team

Technical Secretariat (NAP FP) Climate Change Division

Challenges encountered

1. How to structure the NAP document: there is lack of a standardstructure for the NAPs to help.

2. Motivation of to the NAP committee members : no money tosupport the Committee members (per diem, transportation).

3. Bureaucracy/administrative hassle: for an activity to be funded,we must make a request to GIZ at least 2 weeks beforeNational technical advisor : the committee should negotiate firstwith the National technical advisor and the Internationaltechnical advisor to get an agreement; then prepare a requestthat the International technical advisor send to the NAP Programmanager and finally to the director of GIZ. Therefore, anactivity listed in the operational plan (jointly prepared) and theNAP Committee meetings, were not funded.

Challenges encountered

4. Poor grasp of the technical guidelines of NAP process by thePlanning Directorate. That affects its abilities to lead theprocess.

5. Difficulty in mobilizing the national contribution to supportthe implementation of the NAP Committee activities.

6. Harmonizing NAP process with the priorities of thedepartments involved.

7. Gaps in knowledge on climate change and adaptation toclimate change that affect the participation of manystakeholders in the NAP process.

8. How to fill gaps in the vulnerability assessments conductedas part of national communications to avoid or to reduce therisk of maladaptation?

1. NAPs can serve as an important tool to continuallyrevitalize/galvanize institutional collaboration.

2. NAPs can serve as an important tool for ensuring commonunderstanding and communicating progress towards reducingvulnerability and integrating adaptation into developmentplanning.

3. A permanent communication on outputs and outcomes of theNAP process makes it more effective participation ofstakeholders involved and increase their concern/interest tomainstreaming adaptation. Therefore it is critical to considerthis issue when planning NAP process activities.

4. The national counterpart as promoted by GIZ, althoughrelevant, is of itself, the risk of derailing the process.

5. The national counterpart as required by GIZ, althoughrelevant for developing a sense of responsibility LDC andpromoting their ownership of the NAP process, is animportant threat to fail the process as well.

Lessons learned

Best practices1. The high level interdepartmental meetings that help to

create an atmosphere of trust between the ministry ofdevelopment planning, the ministry of finance and theministry of environment.

2. The leadership role entrusted to the directorates ofdevelopment planning and budgeting in the NAP process:makes easier the concrete mainstreaming of ACC in thedevelopment planning and budgeting and ensure themonitoring of the implementation of the NAPs.

3. The joint Ministerial Order, No.008/2014/MPDAT/MEF/MERF issued to put in place the Technical CoordinationCommittee of the NPA process.

Best practices5. The position of Technical Secretariat that the environment

ministry occupies in the NAP process : this position is a verystrategic one to effectively play its role of driving forcebehind in the involvement and enhanced accountability of allnational stakeholders all the NAP process along.

6. Establishment of a mailing list of committee member of NAP.

7. Sending invitation to the meeting by email, by letter and byphone (call and SMS).

8. A continuous monitoring of the process through theorganizing of one meeting per month for the NAP Committee;two per month for the Ministry of Environment and GIZ; andalmost one meeting per week for the NAP focal point, thenational adviser and the International Technical Advisor.