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Presentation 2 inst analysis overview
- 1. UNDP Project Inception Workshop PPCR Phase I Project “ Technical Assistance on Capacity Assessment and Awareness-Raising in Tajikistan” June 9, 2011 Dushanbe Slides: Susan Legro, MIA/MPH
- 6. Source: Lim et. al., ADB Impacts/Outcomes Key Outputs Core Organizations Local Regional National Global
Editor's Notes
- Good morning, I’d like to follow up on what we just heard about the project and how it will work with two short presentations: This first presentation will explain the component of the project that will assess capacity needs in Tajikistan for climate change resiliency. The second presentation will cover he approach that will be used in the training workshops,which will also be a part of the project.
- First, I would like to say that if you are attending this workshop, you have probably been involved in an assessment of climate change issues, and perhaps you yourselves have even done a stocktaking report related to climate change. There is a very impressive amount of analysis that has taken place since Tajikistan ratified the UN Framework Convention on Climate Change more than 10 years aqo. This analysis that covers many sectors and many stakeholders. What we do NOT want is a report that will re-state the findings of many other reports…and gather dust on a shelf in an office somewhere.
- What we do want is what I would call a roadmap -- a document that will tell us how to reach the capacity that is necessary. For this reason, the actual stocktaking exercise has two components. First, it is to take many analyses on climate change mitigation and adaptation that have focused on Tajikistan and to look specifically at capacity gaps -- i.e. areas where systems, organizations, and individuals lack what is necessary to respond to the threats presented by climate change. Second, it should identify specific steps to address these capacity gaps and should propose how to measure improvements in capacity. It is very fortunate that because of the way this project is structured, the recommendations made in this phase I project can actually be funded by the Phase II project.
- The reason why we focus on capacity is because it directly effects the climate vulnerability of Tadjikistan, and we know that Tadjikistan is probably the most vulnerable country to climate change in the region. As you can see from the slide, climate vulnerability is a function of exposure to threats, sensitivity to threats, and capacity to prevent and respond to threats, or what we call adaptive capacity. While it is very difficult to change, for example, exposure to climate threats, we can take measures to improve capacity.
- As you can see, most capacity assessments divide capacity into three levels: systemic, organizational, and individual. Systemic capacity is the capacity of the institutions in a country, or of the system as a whole. These include the political, social, economic, policy, legal, and regulatory systems in which organizations and individuals operate. For example, lack of enforcement of environmental regulations is a common systemic capacity issue in many countries. Another example would be the exclusion of the Ministry of Environment from the group of agencies that receive core governmental budget support. Organizational capacity covers the capacity of many different types of organizations -- how they are structured, financed, and governed. Organizational capacity may be the ability of a municipal water utility to finance improvements and carry out an investment project according to the specifications of an international lender. It might also be the ability of a sectoral ministry to cover climate change issues by having staff dedicated to this issue and given proper time and financial support to attend national and international meetings. Individual capacity may mean improved knowledge of the potential economic impacts of climate change by an individual employee at the Ministry of Finance. It might also mean that a farmer has enough information to change irrigation practices or to select species of cotton that are more drought-resistant.
- As you can see here, a stakeholder analysis works backwards. We start with the impacts that we would like to see; for example, a government strategy on adaptation that is funded and implemented. Then we work down to the outputs -- trained personnel, new policies and subregulations, and other elements. Then we look at the core organizations that will be involved in producing those outputs. Examples of key organizations at the local level are farmers, local businesses and governments, water utilities, and vulnerable groups. Examples of key organizations at the regional level are research institutions and regional governments. Examples of national organizations include ministries and committees. And finally examples at the global level can include the GEF, the World Meteorological Organization, and bilateral and multilateral donors
- Yet another to look at capacity is to divide it into two broad types: functional capacity and technical capacity. Functional capacity refers to capacity to carry out some process, while technical capacity refers to a particular skill.
- This is one last way to look at capacity - it was developed by the international NGO CARE for community-based adaptation projects. Examples of capacity related to resilient livelihoods would be monitoring climate information related to livelihoods like farming and integrating climate change issues into agricultural policies and measures Examples of capacity related to disaster risk reduction include collecting and disseminating disaster risk information. Capacity development looks at the government’s ability to collect, analyze, disseminate, and act on climate information. And addressing underlying causes of vulnerability refers to whether policy-makers understand and consider the special needs of vulnerable groups, and whether civil society (NGOs) is involved in adaptation planning.
- Finally, I would just add that in order to complete the process, when we have the recommended measures, we still have to undertake two more steps. First, it is important to look at the key groups that will be able to facilitate the change. This exercise considers the oversight of the measures, who will advocate for change, and who will be supporting the changes (and who has the legal authority to do this). There are several analytical exercises that are standard practice for Asian Development Bank that will allow the project team to do this. Second, the team will develop indicators to measure change in capacity over time. For example, for community-level capacity development, the project should measure what percent of the targeted population is aware of the predicted adverse impacts of climate change and appropriate responses, and this data should be disaggregated by gender. For institutional capacity building, ratings of key institutions range can be scored -- for example, with the highest score for institutions that have demonstrated their ability to apply adaptation measures or concepts, a medium score for substantial training (e.g. in adaptive measures), a lower score for those who have had some limited awareness raising (such as through a workshop), and the lowest score being institutions where no capacity was built.
- Prioritize “early and often:” In fact, that is actually what we’ll be doing after the coffee break. Find linkages: For example, there is currrently a low-carbon development strategy being developed in Kazakhstan that is designed to fit with the country’s poverty alleviation strategy and other economic development goals. At the local level, there is an interesting example in Hamburg, where the adaptation strategy is linked to the city’s urban development plan and economic development goals Be patient: A recent UNDP study found that many capacity building projects in the environmental sector are simply too short, and they do not allow for real change, which takes a lot of time and effort. Be flexible: For example, . There may be a new need for a policy or measure, or new issues may arise that require new capacity
- Find sources: Many of the donors here today have experience with public sector administrative reform projects or research and education partnerships. The new UNDP study I mentioned reminds us that these experts have skills that are valuable to environmental governance, and specifically to climate change. Don’t underestimate: A recent OECD review of capacity development projects in many countries found that starting in communities where there was interest and commitment was often better than a large-scale, national capacity development program with uncertain outcomes. I think this last point speaks for itself.
- Thank you very much for your attention, and I hope that many of you will be able to share your thoughts during this process ,both later today and in the coming months.