ENHANCING THE OPERATIONALIZATION OF THE AFRICAN UNION’S CLIMATE CHANGE AND RESILIENT DEVELOPMENT STRATEGY AND ACTION PLAN (2022-2032) 17-19 October 2022 AU Climate Strategy Experts and Partners meeting Kasane, Botswana Acronyms AfDB African Development Bank ICT Information and Communications Technology AFCTA African Continental Free Trade Area IPCC Intergovernmental Panel on Climate Change AGN African Group of Negotiators IUCN International Union for AICCRA Accelerating the Impacts of Conservation of Nature CGIAR Climate Research for Africa M&E Monitoring and Evaluation AMCEN African Ministerial Conference MRV Monitoring, Reporting and on the Environment Verification AU African Union MS Member State AUC African Union Commission NDC Nationally Determined Contribution AUDA- African Union Development NEPAD Agency – New Partnership for NGO Non-Governmental Africa’s Development Organization CAHOSCC Committee of African Heads of PAMACC Pan African Media Alliance for State on Climate Change Climate Change CBIT Capacity building for PRC Permanent Representatives Transparency Committee of the AU COMESA Common Market for Eastern RECs Regional Economic and Southern Africa Communities COP Conference of the Parties SADC Southern African Development Community COP27 27th Conference of the Parties of the UNFCCC SDG Sustainable Development Goal COVID Coronavirus disease SEBE Sustainable Environment and Blue Economy Directorate DRR Disaster Risk Reduction STC Specialised Technical CSA Climate Smart Agriculture Committee ECOWAS Economic Community of West TORs Terms of Reference African States UN United Nations EU European Union Report compiled by Romy Chevallier, UNDP United Nations Development Accelerating the Impacts of CGIAR GCCA Global Climate Change Programme Climate Research in Africa (AICCRA), Alliance Sabrina Chesterman AICCRA UNECA United Nations Economic GESI Gender Equal and Social Commission for Africa Inclusion UNFCCC United Nations Framework GIZ The German Agency for Convention on Climate Change International Cooperation WMO World Meteorological GWP Global Water Partnership Organization Table of contents Background On 6 February 2022, the African Union’s BACKGROUND 1 Climate Change and Resilient Development Strategy and Action Plan (2022-2032) was OVERVIEW OF THE AU CLIMATE CHANGE AND 3 endorsed at the 35th Ordinary Session of RESILIENT DEVELOPMENT STRATEGY the African Union (AU’s) Assembly of African Heads of State and Government. This Strategy Aims and expectations of the meeting 3 is Africa’s first collective climate action plan, seeking to harmonise the continent’s response BACKGROUND AND OVERVIEW OF THE STRATEGY’S 4 to climate change over the next decade, KEY PRIORITIES AREAS, INTERVENTION AXES AND and setting out the key guiding principles, ACTIONS priorities, and intervention areas for enhanced Ms. Leah Wanambwa Naess cooperation. While the adoption of the AU Climate Strategy represents a key step in shaping Africa’s long-term climate change REFLECTIONS ON DEVELOPMENT PROCESS 6 response and presenting a unified voice Ms. Romy Chevallier presentation towards COP27 and beyond, there is an urgent need to translate the commitments and priority OPERATIONALIZATION OF THE STRATEGY 9 areas outlined in this document into tangible Moderator – Mr. Kidanemariam Tiruneh and meaningful action. Enhanced programmatic alignment with key policies, 11 For the Strategy to succeed, immediate actions initiatives and stakeholders across multiple scales are needed to maintain momentum and to enhance its operationalisation. In this regard, Thematic prioritization of areas for program 13 the African Union Commission invited experts development - conceptualization of project ideas and to a meeting to discuss the key elements and mapping of partners activities needed for the operationalisation of the Strategy. This includes the planning of specific mechanisms to enhance the Strategy’s A communication, sensitization and outreach plan 14 broad-based ownership and increase programmatic synergies and alignment, as well Gender and Social inclusion 16 as actions to promote its political prioritisation, sensitisation and dissemination, partnership Monitoring, Evaluation and Reporting 17 development, resource mobilisation, and to support transparency and accountability. Partnership development and partner engagement 20 Planned activities for COP27 21 This report details the first experts and partners meeting that took place in Kasane, Botswana Develop a coordination structure 21 from 17-19 October 2022 to further enhance the operationalisation of the AU Climate Strategy. The development of an implementation roadmap 22 1 OVERVIEW OF THE AU CLIMATE CHANGE AND RESILIENT DEVELOPMENT STRATEGY Moderator – Mr. Harsen Nyambe Aims and expectations of the meeting • Articulate areas for implementation for 5 years/ set stage/ look at partnerships. • Clarify how the Strategy promotes regional integration. Workshop participants • Identify bespoke interventions. • Articulate priority areas for • Tanya Merceron, BIOPAMA regional • Mwanahamisi Singano, Global Policy implementation for 5 years coordinator for west and central Africa, Lead, Women’s Environment and • Brainstorm and prioritise International Union for Conservation of Development Organization (WEDO) partnership development. Nature (IUCN) • Caroline Tagwireyi, Environmental • Clarify how the Strategy • Maximillian Heil, European Union (EU) Scientist/ International Climate Change promotes regional liaison and policy advisor, The German Monitoring, Reporting and Verification integration. Agency for International Cooperation (GIZ) (MRV) Expert • Definie bespoke interventions • Kidanemariam Tiruneh, Water and climate • Daisy Mukarakate, Regional Climate that canbe operationalised advisor to the AU, Global Water Partnership Policy Specialist, Regional Service Center at field scale. • for Africa, UNDP Romy Chevallier, AICCRA policy and • Clarify the process to engagement consultant • Tinashe Dirwai, Lecturer: Soil- and Crop- operationalise the Strategy and Climate Sciences, Faculty: Natural and initiate programme and • Harsen Nyambe Nyambe, Director of the and Agricultural Sciences, University of proposal development Directorate for Sustainable Development Bloemfontein • Recommend the next steps and Blue Economy, African Union required tooperationalise Commission • Mclay Kanyangarara, Independent Strategy. • climate change consultant, previous Leah Wanambwa Naess, Directorate COMESA • Clear in terms of process – of Sustainable Development and Blue and next steps required to Economy, African Union Commission operationalise Strategy. • Feben Tegegne, Directorate of Sustainable Development and Blue Economy, African Union Commission 2 3 BACKGROUND AND OVERVIEW OF Guiding Principles Methodology – a People Centred Approach THE STRATEGY’S KEY PRIORITIES 1 A People 5 Evidence and Centred practice Regional stakeholder and outreach AREAS, INTERVENTION AXES Approach 6 African-led and meetings hosted by the African Union 2 Conserving African-owned Commission in collaboration with the United AND ACTIONS and restoring Nations Economic Commission for Africa. natural capital 7 Whole of Extensive feedback was received from economy key stakeholders from various Regional Ms. Leah Wanambwa Naess 3 Aligning plans approach Economic Communities, academia, and priorities 8 Intersectionality United Nations agencies and civil society 4 Leave no one organisations. behind/a just 9 Common but Multiple sectoral experts were directly Vision A sustainable, prosperous, equitable and climate- resilient Africa. transition differentiated approached for their specific input. approach Goal To provide a continental framework for collective action and enhanced cooperation in addressing climate change issues that improves livelihoods and well-being, promotes adaptation capacity, and achieves low- emission, sustainable economic growth. Context and Justification KEY SECTORAL CHALLENGES AND OPPORTUNITIES RELATED TO CLIMATE AFRICA’S CLIMATIC CHANGE CHANGE CONDITIONS AND VULNERABILITY Overall Building the resilience of African communities, ecosystems and Multiple sectoral challenges and Objective economies, and supporting regional adaptation. Aridity – Africa is the driest continent with 45% opportunities are identified, some include: of its land mass falling under dry lands. Climate- change induced water stress is projected to Food systems, health and nutrition affect up to 700 million people. Challenges: decline in major crop yields, 4 sub-objectives Extreme heat - Since 1797, the number of decline in livestock productivity and 1 2 3 4 extreme hot days in Africa have increased production, changes in pests and diseases sevenfold. distribution and occurrence, income vulnerability increasing food insecurity, Strengthening Pursuing Enhancing Africa’s Enhancing inclusion, Extreme events - Africa is likely to experience under- and malnutrition and associated the adaptive equitable and capacity to alignment, cooperation, an increase in droughts in several regions. health risks, reduced labour productivity capacity transformative mobilise resources and ownership of Heavy precipitation events and associated of affected low emission, and improve climate strategies, flooding are projected to increase in frequency Opportunities: infrastructure development, communities and climate-resilient access to and policies, programmes and intensity almost everywhere in Africa. digital technology, policy innovations ICT- managing the development development of and plans across all enabled farming, climate-resilient crops risks related to pathways. technology for spheres of government AFRICA’S SOCIO-ECONOMIC DEVELOPMENT and breeds, research and innovation climate change. ambitious climate and stakeholder CONTEXT AND CLIMATE CHANGE Energy and infrastructure action. groupings. Africa is one of the most vulnerable continents Challenges: damage to infrastructure, due to its high exposure and low adaptive reduced operating efficiency, increased 4 Strategic Intervention Axes capacity. Improving the continent’s climate energy demand, reduced hydropower resilience is key to unlocking its development output, unequal access – women and girls Axis 1 Axis 2 Axis 3 Axis 4 potential. Opportunities: a global political Strengthening 9 Pathways towards Enhancing Implementation Leveraging Policy and Transformative Climate- towards Climate-Resilient Regional Flagship • Demographics - highest rate of population commitment that goes beyond Governance Resilient Development Development Initiatives growth globally in the coming decades, youth extraction, innovative and interdisciplinary bulge, urban population growth, dietary approaches, energy justice framework, transitions and health risks, food insecurity research and development, renewable energy technologies, off-grid solutions, • Gender inequality – Africa is the least gender policy frameworks and programmes 1 Food systems under a 4 Promoting 6 Building low-carbon, resilient equal region globally, women have less changing climate low-carbon, urban areas political, social and economic power than Blue economy resilient mobility men Challenges: coastal erosion, sea level 2 Protecting land-based and transport 7 Enhancing resilient water • Poverty - high and persistent levels of extreme rise, saltwater intrusion, coral bleaching, ecosystems systems systems poverty particularly in rural areas biodiversity loss, habitat loss, reduced fish • Economic growth - low levels of economic stock, loss of tourism, loss of livelihoods 3 Enhancing climate- 5 Inclusive, 8 Building a climate-resilient resilient and low- resource- blue economy growth and high levels of inequality in access Opportunities: ecosystem-based adaptation carbon energy to key productive assets approaches, mangrove restoration, mapping efficient infrastructural systems industrialisation 9 Digital transformation • Land degradation – a major constraint to and analysis of ecosystems services, raising the continent’s agricultural productivity integrated coastal zone management, ecosystem-based governance, research, • Energy access – low levels of access to existing regional institutions and programmes, energy particularly in rural areas 4 joint implementation 5 REFLECTIONS ON Laying the Foundations INFONOTE DEVELOPMENT PROCESS JUNE 2022 Ms. Romy Chevallier presentation A framework structure was an essential part Developing a Continental Climate Change Strategy of the Strategy process to inform and guide Reflections from the African Union Climate Change Strategy and Action Plan AICCRA its overall development, especially to ensure (2022-2032) Romy Chevallier | Sabrina Chesterman | Alex Benkenstein | Dr Michael Bassey | Harsen Nyambe the often complex and interrelated issues Key messages to be addressed could be presented in an • A framework structure is essential from the outset of a strategy development process to inform and guide its accessible and coherent manner. overall structure. This needs to include a vision and goal statements, objectives, strategic axes and specific action areas. • To be truly inclusive there needs to be direct intervention The structure was refined and modified through and input opportunities defined throughout the strategy process, including several regional consultations, direct consultation and validation processes. requests for expert inputs, and validation processes. • There is a need to consistently align the African Union Climate Change Strategy with other climate-related national, regional and continental policy frameworks and initiatives, as well as with existing negotiating positions and structures. • Following the African Union Climate Change Strategy’s approval, much work is still needed to ensure that Methodology – a people commitments are translated into tangible actions. This will require sustained and committed implementation support, both financial and technical, as well as a centred approach Photo: ©Noaa Led (Unsplash) coordinated approach across multiple partners. Background To be truly inclusive there needs to be direct In 2009, African Heads of State and Government mandated the African Union Commission (AU Commission) to develop a continental Climate Change Strategy. A draft Strategy was produced in 2014 but was ultimately not developed to a stage where it could be endorsed. With global agreements on climate change and development intervention and input opportunities defined through the Paris Agreement and the Agenda 2030 Sustainable Development Goals established in 2015, it became clear that the draft Africa Climate Change Strategy would require substantial updating and revision. The growing Developing a throughout the Strategy process, including recognition of substantial impact and risk to the African continent from climate change provided an added urgency for the development of a robust and coordinated policy response at the continental level. several regional consultations, direct requests continental for expert input and validation processes. climate change strategy: Policy alignment reflections Participatory Strategy Align with, and enhance: development from the • Africa’s existing climate-related national, African Union regional and continental policy frameworks The COVID-19 pandemic limited and initiatives (Nationally Determined opportunities for in-person engagement, Climate Change Contributions (NDCs), Long-Term Strategies). virtual and hybrid events served as key opportunities to sensitise stakeholders on and Resilient • Existing regional flagship initiatives • the Strategy. Africa’s negotiating positions and structures Development Technical thematic inputs were secured from a diverse range of African experts Strategy and (authors from the Intergovernmental Panel Action Plan on Climate Change (IPCC) 6th Assessment Report, while others were drawn from Key Reflections existing African Union Commission (AUC) networks). The adoption of the Strategy should be seen as the first, but not final, major outcome of the A standardized submission template policy process. assisted with the coordination of inputs. The Strategy development process is an Integration of inputs required time and important milestone which has laid the sensitivity (accounting for country/ regional foundation for joint climate action at continental specificities, addressing duplication gaps, level. However, steps are now needed to clarifying messages). bring the Strategy into the operational and implementation phase and provide entry points for engagement and support. 6 7 OPERATIONALIZATION OF THE STRATEGY Moderator – Mr. Kidanemariam Tiruneh Brainstorming on KEY elements and steps needed to operationalize of the strategy 8 9 Areas to be addressed in order to operationalise the Strategy Enhanced programmatic alignment with key policies, initiatives and stakeholders across multiple scales Enhanced programmatic Thematic prioritization of areas alignment with key policies, for program development and the initiatives and stakeholders conceptualization of project ideas across multiple scales Brainstorming and ideas: Set up a dedicated team and Update strategies to reflect new governance structure. thinking. Steering committee/ coordination unit What are we aligning to? to push strategy implementation. Someone needs to drive Strategy’s Alignment with non-traditional implementation actors (i.e. Trade/ industrialisation/ innovation/ digital space). Complementary approach – will Monitoring, Gender and social A communication, have value addition evaluation and inclusion sensitization and Mainstream climate into development reporting outreach plan plans and budgeting processes. Stocktaking, what’s happening where, national, RECs, continental/ Mainstream climate change in what’s missing finance/ planning and development Partnership issues – office of prime ministers/ When countries develop new development centralised (for example Kenya – strategies they need to refer to the climate issues are discussed and AU Climate Strategy chaired by the State president). Linking to strategy to development Deliberate alignment with sectors that planning/ budget processes/ have lower capacity and receive less programme implementation support. Government needs to align with 9 Consider indigenous people and local pathways (stock take on all these communities - bring indigenous and areas) – coherence country level knowledge to the fore. Aligning to existing activities - how Social inclusion is critical, including do you complement activities that clear groupings and how to ensure have already started? Planned activities for 27th Conference Develop a The development of needs are met and no-one is left of the Parties of the United Nations coordination an implementation behind. Framework Convention on Climate structure roadmap Change (UNFCCC) (COP27) KEY 10 Action 11 • Thematic prioritization of areas for program Audit / conduct a policy assessment of • Assessment on elements in what exists, such as ECOWAS’ official AU flagships that are aligned development and the conceptualization of project ideas climate position. or contravene strategy. • Countries have just revised NDCs. Develop • Climate Commissions have an assessment/ synthesis report for Africa already been formed – analysed with regards to the Strategy - deteremine how to identifying where NDCs are coherent/ communicate and align. aligned with existing goals and objectives/ • Conduct stakeholder and where there are contradictions – scoping and mapping. AXIS 2 develop a continental NDC. Priority areas around Civil which to develop society Parliamentarians programs and proposals Government – Pan-African UNFCCC champions Parliament Climate Youth Food systems under a Ambassadors changing climate Private 2 of the Strategy’s 4 sector Axes are related to 2 of the Strategy’s 4 enhancing an enabling Axes are related to Protecting land-based environment programming ecosystems Cities Africa council Disabled Enhancing climate- of churches groups resilient and low (Nairobi- carbon energy and based)/ infrastructural systems faith-based Develop a groupings AXIS 1 AXIS 2 stakeholder Promoting low-carbon, Existing African Union Strengthening Adopting Pathways engagement plan, resilient mobility and partners, including African Governance and Policy Towards Transformative at multiple scales transport system Group of Negotiators Climate Resilient (AGN), African Ministerial Actors can include: Development Faith based Inclusive, low-emission Conference on the leaders and resource efficient Environment (AMCEN), industrialisation United Nations Economic Commission for Africa (UNECA), NEPAD AXIS 3 AXIS 4 Building low-carbon, Enhancing Means Leveraging resilient urban areas Gender of Implementation Regional groups Children towards Climate Flagship Enhancing resilient and youth Resilient Development Initiatives Development water systems Rural/ urban/ partners – literate/ Local donors round Building a climate- illiterate actors and table in Addis resilient African blue divide municipalities (coordination) economy Digital transformation 12 13 A communication, sensitization and outreach plan Develop a communications plan that must: • Be developed in conjunction with To enhance the visibility of the stakeholder engagement plan and scoping. Strategy, develop a Visibility • Plan – understand what Is targeted at specific audiences: Brainstorming session related we are wanting to achieve Communication departments in MS and (change of behaviour, to the tools and actors needed RECs. increase consciousness), to disseminate the Strategy’s • Packaged for specific audiences -i.e. inter linkages with different key objectives Animation work, Q and A about strategy, stakeholders. podcast about Strategy, social media, radio. Develop • Young people are important for popularizing Identify and make use of communication tools the Strategy and for using it as a tool to climate policy champions to explain what the promote accountability. – youth ambassadors, policy strategic value of this • Language, different modes of leaders at the continental, Strategy communications, including arts and music, regional and national level, • football (world cup), Africa Cup of Nations plus sector-ambassadors, Briefings should be for (AFCON). including political people specific audiences and • (AU climate envoy), AU highlight the added value App on the mobile photos/ gaming. • Commissioner (package to member states and RECs, Children’s educational on climate change. the 5 key messages), AU including why they should • Clarify what are we communicating for Youth envoy, Kenya chair of buy-in and support AUC. – the Strategy? Are we communicating Committee of African Heads • for action? Communicating for resource of State on Climate Change Write a concept note on mobilisation, communicate about results we (CAHOSCC) – champion value addition of strategy have achieved?. engage with Kenya. for member states, RECs, private sector, non-state • Messaging must be consistent / branding. actors, development • Engage African network of journalists (focal community and donors points) – arrange an exclusive briefing with (and include requested the network to help spread messages (Pan action areas). African Media Alliance for Climate Change • (PAMACC). • Develop a platform The concept note should • Sponsor a specific media award on climate for policy champions address what the Strategy and develop key means for a member change. • communication country and how it can Make use of social media platforms. material for high-level be translated into national • Communication materials for those with engagement. structures. disabilities. • AU must be more visual and • Highlight document very year – linked to communicate with radios, reporting (on Strategy implementation main TV, and schools. achievements). 14 15 Gender and Social inclusion Monitoring, Evaluation and Reporting Ideas for enhancing the Strategy’s role in gender and social inclusion • How is the Strategy actually trying to change lives of vulnerable groupings, so that it Look at other on-going, existing processes contributes towards building gender equality, Discussion related to improving the such as the global stocktake under Support entities in these social social inclusion? (i.e. Minimising inequality, norm roles to do their jobs building adaptive capacity of specific monitoring and reporting of the UNFCCC, Sustainable Development Strategy Goals (SDGs), Sendai review. effectively. groupings). The Sendia framework has made Change mindsets across • How does Strategy include people with societies. disabilities and young children?. • Establish a monitoring and progress –it has developed an evaluation plan. implementation framework, 5 indicators More inclusive engagement of • How do we deal with lack of capacity on only for the continent. It has a database. women on key areas, especially continent – engage woman focal point?. • Develop monitoring, learning and climate finance, innovation, evaluation plan to outline the For global stocktake for UNFCCC – no existing monitoring tools and see solution yet – member states need to energy and mitigation. Women are better represented related • Ensure that gender specific indicators how they can be used to align with own the Strategy, they will cite it and to expertise on climate progress made within Strategy. reference it. and requirements are included in adaptation. the Monitoring and Evaluation (M&E) Request AU member states to give system of the Strategy, as well as Refer to example of the Utilise existing structures: reports to centralised structure at the AU financial streams. UNFCCC gender app which – reporting purposes of what they have tracks UNFCCC progress and • Develop a gender and social inclusion • RECs can report as a permanent achieved to support AU Strategy and news and was designed as a action plan to unpack some of the agenda item of high-level RECs (potentially using existing platforms). resource for negotiators. specific gender considerations of meeting – using existing structure Strategy. Gender equality and social (AMCENs, STCs, AGN). Make use of the UNFCCC Capacity Strategy speaks about the inclusion (GESI) that takes an intersectional building for Transparency (CBIT). increased participation of approach. • At an operational level, AUDA/ women. • African Development Bank Develop a flagship programme of There is an existing platform, namely (AfDB)/ UNECA already have Strategy that brings together the the coalition of Ministers of finance coordination structures (put onto national gender focal points for Africa and planning for climate action. • agenda of those platforms). Development a flagship (mandated by UNFCCC under the programme that works Gender for Action). Currently they are not • Two levels of reporting needed: Mainstream this work into existing at increasing the coordinated, and we are therefore missing units within the AUC with strategic • Frequency – quarterly report participation of women in an opportunity for cross-learning, missing oversight/ secretariat. on projects as it depends on negotiations, including in opportunities to drive agendas (United contracting obligations of donors/ official delegations/ opening Nations Development Programme -UNDP), • GCCA+ funds can be used to overall on Strategy once a year up spaces for women in driving force to implement Strategy, Africa strengthen coordination capacity • Mid-term review after 5 years terms of accreditation/ Group is blocking negotiations because at RECs and AUC to implement numbers/ speaking gender national focal points are not climate change actions opportunities. supported. This is the capacity we need (programmes under thematic areas). • Develop a mid-term report to advocate for this. Build capacity of (Plan now for that). national focal points within governments. 16 17 Two levels of reporting Need to harmonise indicators with other Build on existing platforms but also needed: existing systems and higher-level frameworks promote new actors that may want – such as the STC. to contribute. • How are country and REC activities aligned with Agenda 2063 reporting – 10-year Mobilising development partners – the Strategy? How do implementation plan – internal reporting development partners, implementing countries report? system – outcomes are linked. Action: meet partners, knowledge partners, private with unit who deals with the Agenda 2063 to sector partners, political partners. • How much are we synchronise reporting. progressing in terms of Biannual climate reports/ existing overall implementation of Inclusive reporting, to include platforms for mechanisms to update AU – this Strategy? non-state actors to report, framework for countries/ Recs must review country Joint Action – brings stakeholders together policies - countries must mention and • How will we report on so that the report on what is being done with refer to this strategy in their reporting progress made in terms of and without our support (alignment is key). – how to ensure this and not to programmatic activities? add additional work for member Take learnings from the wildlife platform countries? • How are we going to report -study the strategies of RECs, looked at what progress – status of Africa is common across regions, what are the How can the AU use the STC platform Climate Report (annually) – indicators or monitoring plans, compared strategically for communication of this year we published 2021. this with the AU wildlife strategy - mapping key messages related to Strategy, to Combined reporting product. and ticked overlapping areas. In design garner support, report etc.? (World Meteorological create a usable excel sheet that includes Organization (WMO) report/ state and non-state actors can report on Member states are also signatories to climate scientist)? specific areas. Template for users and then many UN Conventions – what other collate. Online tool! (Policy, enforcement, reporting channels exists that we can • Coordination and trade/ CITES need access to report – utilise? coordinated reporting to submitted by Director for overall report). continental bodies – how do SDG financing – how to integrate we improve this? Usability of reporting – simple and easy to change aspects to SDG financing report (yes/ no, explain, prioritisation). streams into that? • Reflect possibilities for basket funding? Dashboard on the AU site? • Consider governance for Strategy – how well is funding being used? Impact? • Develop tools for monitoring resilience - Resilience benchmarks – resilience indicators. Each programme should embed. How to you assess resilience?. • Develop an engagement plan for investment and resources (technical, financial data/ information, knowledge) including plan of action and request for finance that guides investors (technical support). 18 19 Planned activities for COP27 Partnership building and partner engagement Communication tool for the event - briefing about the Strategy (1pager) – laid out and printed for the event (+50-70 People). • 9 November 2022: Dinner dialogue, in partnership with Google, AICCRA and AU, in Innovation Hub • 8 November 2022: COP27 side event, hosted by AICCRA and AU, in Food and Agriculture Create a partners development Pavilion plan. • Utilising other platforms and mainstream Strategy across other event: Keynote addresses of Establish a partners coordination Ministers, champions of Strategy. mechanism – multistakeholder • AGN/CAHOSCC. forum/ platform for those interested in climate change – self-appointed, progress report, review performance. Develop a coordination structure Develop a strategy needs analysis/ project needs assessment - checklist of what is needed to support strategy ‘match making’/ inventory of partners in climate change in Africa - then match with needs. Establish a partnership coordination mechanism – who is doing what. Utilise Africa’s existing climate Link to PRC ambassadors dealing with Work with partners to develop structures that includes: issues related to the environment. proposal that align with the strategy’s objectives / and that • CAHOSCC – take report to AU AMCEN – ministers of environment of align partners goals (co-support). Assembly. member states. • AUC – coordination, fundraising, Established REC platform/ forums for alignment with MS/ RECs/ Partners. Climate Change, Disaster Risk Reduction • (DRR) and Meteorology to meet Enhance technical capacity quarterly or twice a year. needed at SEBE. Established STC – meet every two years. 20 21 Implementation roadmap for the Strategy Outcomes of 1st Meeting of Experts and Partners on operationalizing Implementation roadmap the Strategy 1. Sensitization and enhanced understanding of the Strategy’s key objectives and pillars. 2. The identification of priority areas for implementation during the first 5 years of the strategy. Launch and showcase the 3. Identification of institutions to lead and contribute to the development of program and Strategy at Develop Convene project ideas under the key sectors and thematic areas identified COP27 and concrete Stakeholder other important program/ engagement 4. A clearer understanding of the process required for developing sectoral and regional climate events project ideas and a partners’ programs to implement the strategy November December dialogue forum to Organize 5. 2022 showcase program The development of a roadmap for the operationalisation of the strategy – February regular partners’ ideas and garner 2023 dialogues 6. Clear goals for COP27 events and dissemination opportunities support for proposals 2023-2027 Sustainable Environment and Blue Economy Directorate’s role in the June 2023 operationalisation of the Strategy • To provide strategic guidance to partners, especially in terms of defining priorities areas for October- implementation support. January 2023 2027 • To provide technical guidance (and on-going) Conduct Mid- in discussions with experts and Outreach and February- 2023-2027 Term Review partners related to the Strategy sensitization June 2023 Implement • through dialogue Advance programs/ Mobilising and coordinating forums and the program/project projects partners for the implementation development of concept notes of the Strategy. communication and funding • Coordination and management materials proposals of the operationalisation of the Strategy, with a need to strengthen its capacity around program coordination and monitoring and evaluation 22 23 au.int