''Framework for water security and water resilient development'' by Alex Simalabwi

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Presentation made by Alex Simalabwi, GWP Senior Network Officer & WACDEP Coordinator, Consulting Partners Meeting, 26 August 2012, Stockholm, Sweden

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  • CDKN supported GWP and AMCOW to develop the Framework for Water Security and Climate Resilient Development Strategic Framework: Launched at Africa Water Week in May Technical Background Document: Launched tomorrow at WWW 5 Policy Briefs Capacity Development Strategy Framework will be presented by Alex in more detail, but at a high level it recommends activities at different stages of planning and investment cycles, for different decision-makers (central ministries, line ministries, local government, transboundary bodies, civil society), to develop no/low regrets investment decisions to achieve water security and climate resilience. Highlight that CDKN is a “happy donor”, we benefit from GWPs wide networks across Africa, their engagement style, the technical expertise they bring and we have great working relationships at an operational level
  • ''Framework for water security and water resilient development'' by Alex Simalabwi

    1. 1. Framework for Water Security and Climate Resilient Development Investing in water security for climate resilient growth and development 2012 GWPCP meeting Stocholm 25 August 2012
    2. 2. The Framework is key for Climate Resilient growth and developmentHelps to identify and put in place investments that can withstand multiple climate scenarios- No/low Regret investments
    3. 3. Framework provides: Guidance on the development of no/low regrets investments and financing strategies for water security and climate resilient development and integration into development planning processes Making best Short-term No / low regrets use of existing integration and investments and emerging longer term give benefits climate funds mainstreaming under a range for climate of climate of climate resilient resilience into scenarios development development priorities planningPage 3 © HR Wallingford 2007
    4. 4. 3 types of investments1. climate justified2. climate risk3. No/low regrets © HR Wallingford 2007
    5. 5. 3 types of investmentsRate of return on investment No/low regret: Good rate of return in all climate change scenarios Rate of return acceptable Rate of return unacceptable Modification to reduce climate risks Climate change justified: Climate change risky: Poor rate of return Good rate of return but unless climate change reduced by the impacts of occurs climate change No climate change Severe climate change Level of climate change impact
    6. 6. Framework for Water Security & Climate Resilient Development © HR Wallingford 2007
    7. 7. PHASE 1Page 7 © HR Wallingford 2007
    8. 8. The Strategic Framework process – Phase 1 Understanding the problem •Making the case for climate resilience – This involves taking an overview of the main climate vulnerabilities, development priorities and existing initiatives •Gaining stakeholder perspectives – Understanding the institutions and individuals who will influence the development of a strategy for climate resilience •Defining information needs – Reviewing existing studies and mapping gaps in the knowledge which must be addressed to make informed decisions. TOOL – Climate impact and vulnerabilities studies , and information needsPage 8 © HR Wallingford 2007
    9. 9. The Strategic Framework process – Phase 1 • Commission climate impact and vulnerability mapping tools •Literature review of national assessments (e.g. NAPA) and technical studies (e.g. research institutions, RLBOs) •Sector wide studies (agriculture, water resources, disaster risk) using specialist modelling tools •Community and livelihoods vulnerability assessments (e.g. Cristal tool) •Vulnerability or hazard TOOL – Climate impact and vulnerabilities studies, hotspot mapping and information needs Impact of CC on hydropowerPage 9 © HR Wallingford 2007
    10. 10. The Strategic Framework process – Phase 1 OUTPUT •Key challenges identified and strong case for climate resilience developed •Stakeholder partnerships built •Review of available information, gaps identified, and studies commissioned (where necessary)Page © HR Wallingford 200710
    11. 11. PHASE 2Page © HR Wallingford 200711
    12. 12. The Strategic Framework process – Phase 2 • Identify and appraise options •Identifying options to improve resilience of existing assets, ongoing or planned development activities TOOL – Screening tool for climate risks •Cross sector dialogue to identify new opportunities for no/low regret investments. Building partnerships to drive innovation and manage resources effectively •Building a robust portfolio of no/low regrets priority investments TOOL – Robust Decision Making (RDM) • – Benefit Cost Analysis (BCA), Cost TOOLMaking the economic case for priority options Effectiveness (CE), Multi Criteria Analysis (MCA)Page © HR Wallingford 200712
    13. 13. The Strategic Framework process – Phase 2 • Screening for climate risks •Generic approach can be applied across sectors and scales •Requires simple climate TOOL – Screening tool for climate risks change scenarios •Risk reduction; •reduce uncertainty • Examples for screening; •do things differently •Infrastructure development •do different things (e.g. energy, transport, •bear the risks agriculture) •Water resources policies, projects and programmes •Urban planning policies and regulationsPage © HR Wallingford 200713
    14. 14. The Strategic Framework process – Phase 2 Cross sector dialogue to identify new opportunities for no/low regret investments. Building partnerships to drive innovation and manage resources effectivelyPage © HR Wallingford 200714
    15. 15. The Strategic Framework process – Phase 2 • Robust Decision Making (RDM) •Process for making decisions under uncertainty •Uses multiple scenarios of climate and development futures to ‘test’ performance of investment options •No/low regrets investment options prioritised over climate risky investments •Risk reduction measures promoted to deal with residual risks TOOL – Robust Decision Making (RDM)Page © HR Wallingford 200715
    16. 16. The Strategic Framework process – Phase 2 • Making the case for priority options •Economic appraisal techniques are key to make the case for investment •Estimating social and environmental costs is also important in ensuring decisions are equitable. An ecosystems approach can highlight ecosystems services. TOOL – Benefit Cost Analysis (BCA), Cost Effectiveness (CE), Multi Criteria Analysis (MCA)Page © HR Wallingford 200716
    17. 17. The Strategic Framework process – Phase 2 OUTPUT Balanced portfolio of no/low regret priority investment options and measures for risk reduction to existing assets and planned projects / programmes. Portfolio presents a strongly argued case for options using RDM to test resilience and economic appraisal techniques to ensure viability.Page © HR Wallingford 200717
    18. 18. PHASE 3Page © HR Wallingford 200718
    19. 19. The Strategic Framework process – Phase 3 • D e l i v e r i n g s o l u t i oPage n © HR Wallingford 200719
    20. 20. The Strategic Framework process – Phase 3 • Delivering solutions •Developing financing strategies for priority investment options and bringing financiers together with planners, making use of innovative approaches 3 Ts (Tariffs / Taxes / Transfers)and emerging funding sources •Repayable loans (e.g. WB, AfDB, EIB) •Non-OECD finance •Public Private Partnerships •Finance blending (EU Infrastructure Trust Fund) •Catastrophe risk finance •Specialist climate funds •Green Climate Fund •Global Climate Change Alliance •International Climate Initiative •Adaptation Fund •Least Developed Countries Fund •Special Climate Change Fund •Millennium Development Goal Fund •Pilot Programme for Climate ResiliencePage © HR Wallingford 200720
    21. 21. The Strategic Framework process – Phase 3 OUTPUT Investment strategies integrated into development planning Investment strategies developed for priority optionsPage © HR Wallingford 200721
    22. 22. PHASE 4Page © HR Wallingford 200722
    23. 23. The Strategic Framework process – Phase 4 • Monitoring and moving forward •Lessons learnt from the Framework process •What can be upscaled, mainstreamed and repeated? •Monitoring indicators and processes for measuring progress towards implementation •Indicators for Framework implementation (short / medium term) •Indicators for implementation outcomes (long term) •Expenditure review (CPEIR) • Examples of indicators for Framework implementation (IIED, 2011) • number of programmes using climate information in design; • performance of national planning system in conducting adaptation; • proportion of programmes modified in design to become more climate resilient; • number of mechanisms that target climate vulnerable people; • use of a regulation requiring effective screeningPage © HR Wallingford 200723
    24. 24. Advice for Ministers 5 Policy Briefs communication Tools © HR Wallingford 2007
    25. 25. Advice for Ministers 5 Policy Briefs communication Tools © HR Wallingford 2007
    26. 26. © HR Wallingford 2007
    27. 27. © HR Wallingford 2007
    28. 28. © HR Wallingford 2007
    29. 29. © HR Wallingford 2007
    30. 30. © HR Wallingford 2007
    31. 31. Framework for Climate Resilient growth and development © HR Wallingford 2007
    32. 32. FRAMEWORK BEING USED © HR Wallingford 2007
    33. 33. At least 33 Ministers and theirrepresentatives witnessed the launch © HR Wallingford 2007
    34. 34. © HR Wallingford 2007
    35. 35. Water, Climate and Development Programme for Africa…. aims to integratewater security andclimate resilience indevelopment plans inAfrica23 Countries to benefit inpilot phase8 pilot countries5 pilot basins/aquifer © HR Wallingford 2007
    36. 36. Thank THANK YOUPage © HR Wallingford 200736

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