Looking to a Future Climate-Smart Development in Bangladesh: A Critical Review of Bangladesh Climate Change Strategy and Action Plan

Dhaka, December 2013

Oxfam in Bangladesh
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Research Team This report has been prepared by a group of experts under the over-all guidance of Dr. M. Asaduzzaman, BIDS, Dhaka. Other members of the team are: 1. Dr. Mahfuzul Haque, Formar Secretary and Adjunct Professor, DU, Dhaka 2. Dr. Mizan R. Khan, Professor, Department of Environmental Sciences, NSU, Dhaka 3. Md. Ziaul Haque, Deputy Director, Department of Environment (DoE), Dhaka. 4. Mirza Shawkat Ali, Deputy Director, Department of Environment (DoE), Dhaka. Mohammad Reazuddin, Acted as Contact and Coordinator to study. The members produced their set pieces which were further developed and synthesized by Dr. Asaduzzaman who is finally responsible for the errors and omissions in the report.

Executive Summary There is an increasing awareness that climate change may nullify much of the hard earned economic and social gains in Bangladesh. In addressing the problems associated with climate change, the Government prepared the Bangladesh Climate Change Strategy and Action Plan (BCCSAP), a 10-year program, in 2008 which was revised somewhat later in 2009. The BCCSAP, purportedly a knowledge-based action plan is a 10 year action plan to build capacity and resilience with in the country to meet climate change challenges over the next 20-25 years under six thematic areas for action. These thematic areas are : (i) food security, social protection, and health; (ii) comprehensive disaster management; (iii) infrastructural development; (iv) research and knowledge management;(v) mitigation and low-carbon development; and (vi) capacity building and institutional strengthening. The BCCSAP had been an approved programme of the Government which has been subsumed within the Sixth Five Year Plan as well as the Perspective Plan for the country. To operationalise the BCCSAP, the Government also established the National Climate Change Fund and allocated about $45 million to it in the budget for the year 2008-09 which has been replenished several times since then. Furthermore, a Bangladesh Climate Change Resilience Fund, multi-donor trust fund was established to pool funds from development partners to implement a long-term strategy to adapt to the adverse effects of climate change in Bangladesh. Despite all these, there are concerns regarding the slow pace of implementation of the BCCSAP. Furthermore there had been issues which have come up since the formulation of BCCSAP. These issues have implications for proper implementation of the Action Plan. Time is now ripe to revisit the BCCSAP and critically review a few issues of importance related to the Action Plan. Oxfam Bangladesh therefore contracted out the present study on Review of BCCSAP-2009 to review and identify barriers and constraints to its implementation including its prioritization, mainstreaming and monitoring & evaluation in particular. As the magnitude and long-term nature of the climate change threat is increasingly better understood, it is becoming clear that simply implementing a set of adaptation projects, although useful, is not going to be sufficient. If long-term resilience to climate change impacts is to be built into the economy and society of the country, then climate change adaptation (as well as mitigation) needs to be embedded (or mainstreamed) into regular national development planning and actions at all levels. The present study therefore aims to identify barriers & constraints to and to provide a policy direction towards enhanced of implementation of BCCSAP. To realize the broad objective, several activities were envisaged. The specific objectives included the following: i. ii. a prioritization of the programmes and projects under BCCSAP; explore principles of adaptation and its mainstreaming into development plan;

iii. prepare for mitigation with the formulation of a NAMA (a post-BCCSAP development); iv. monitoring and evaluation of the BCCSAP activities; and v. knowledge management. The only limitation here in terms of content is that it leaves out many other relevant issues such as whether policies have been harmonized so far. Prioritisation Discussion and analyses have identified the limitations of implementation of BCCSAP in terms of the above elements under study. Prioritisation principles have been discussed and it has been pointed out that the sensible approach at the moment would be to use a few specific criteria which may include the following: - Relevance to the national plans or sectoral Plans - Strategic alignment to BCCSAP - Project benefits and costs - Sustainability of the projects and

- Institutional and human capacity of the implementing agency. Using a suggested matrix and the above criteria, a ranked list of projects may be prepared and further action may be taken accordingly. Mainstreaming of Climate Change Adaptation in Development Planning The process of mainstreaming has to be grounded on certain principles that include inter alia: precautionary principle, stitching the NAPA and NAP into a coherent whole, realizing co-benefits with mitigation, principle of learning by doing, accountability and transparency, participation of all stakeholders, efficiency and cost-effectiveness, synergy with national and sectoral policy objectives and other multilateral environmental agreements (MEAs), flexibility and adaptiveness and subsidiarity i.e decentralization of decision-making, etc. Moreover, mainstreaming climate change into planning needs to be done at every level, not just national plans. Thus sectoral ministries such as water management, agriculture, health and others also need to mainstream climate change into their respective sectoral plans. Also very important is the need to mainstream into local level planning where possible. It is to be also noted that NGOs have a very strong role to play, especially in mainstreaming of adaptation. Many NGOs are working already at local level for enhancing the community-level adaptive capacity. Climate change adaptation is mainly local, and NGOs have access to remote, marginalized areas in Bangladesh. While adaptation projects are a useful place to start, the long-term nature of climate impacts will require an altogether greater effort to develop a climate resilient economy. Thus, instead of developing separate, stand-alone, National Adaptation Plans (NAP) as many countries are doing, it is better to mainstream climate change into regular national plans. Therefore, the NAP process should be seen as a process of mainstreaming rather than producing a stand-alone plan. Nationally Appropriate Mitigation Actions (NAMA) Since Bali when the issue of NAMA was first raised, the NAMA process is still developing an initial shopping list for NAMA sectors may include the following; i) ii) Energy production and Supply Transport and its Infrastructure

iii) Industry iv) Residential and Commercial Buildings v) Agriculture vi) Forestry vii) Waste Management, etc. Note that all these have been mentioned under the 5 pillar of the BCCSAP. Given the overwhelming importance of energy production and use in green house gas emission and that energy services are absolutely necessary for sustainable development, the following may be taken as the first partial list of sectors and activities for initial NAMA mainly for improved efficiency in electricity generation and use: a) Combined Cycle Gas Turbine (CCGT) to replace Steam Turbine (ST) plants, b) Rehabilitation and modernization of old power plants, c) Upgrading and rehabilitation of transmission and distribution lines of electricity for the reduction of loss, d) Coal fired supercritical boilers in place of sub-critical boilers, e) Biomass gasification or biogas plant based electricity fed to the grid,
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f)

Waste based electricity fed to the grid,

g) Efficiency improvement of rice parboiling, h) Industrial cogeneration or utilization of waste heat from captive generators, i) j) l) Wind and solar PV electricity fed to the grid, Solar PV irrigation pumps to replace diesel or present on-grid electricity driven pumps, Solar PV lanterns to replace kerosene lamps,

k) Improved cook stoves, m) Use of efficient lighting devices, etc Monitoring and Evaluation For any large scale programme of action by any entity, the success or failures along with the constraints and also for learning from them for future actions, a system of monitoring and evaluation should be built into them. This issue was not specifically included in BCCSAP possibly because the implementation mechanism was not certain at the time of its formulation and/or revision. Attention is to be provided to put in place a robust monitoring and evaluation procedures to monitor implementation of the projects under the two funds which support BCCSAP. The BCCTF, the domestically financed und for implementation of the BCCSAP, has under its guidelines logical frameworks for project designing. As has been shown such a logframe can be turned into a tool for performance or result based monitoring which is strongly advocated for BCCSAP projects. Illustrations have been provided for adaptation projects under agriculture and for solar energy projects. Knowledge management The BCCSAP, under the pillar of research and knowledge management suggested to establish a Centre for Research and Knowledge Management on Climate Change (or a Network of Centres) to ensure Bangladesh has access to the latest ideas and technologies from around the world, and to ensure that data is widely and freely available to researchers. While quite a few knowledge management and data banks apparently have been set up in Bangladesh, these suffer from inadequate attention and proper planning. In order to get a Climate Change Knowledge Management (CCKM) system functioning, one needs to prepare a complete inventory of knowledge available on climate change and climate variability and all related information. CCKM would be the national node for knowledge on climate change and vulnerability as well as mitigation activities and scientific knowledge and expected to use information technology to identify, create, structure and share knowledge. It would help improving decision-making and dissemination at the grass-roots level. CCKM would build innovative community partnership with evolved technologies to encourage a positive impact at the grassroots with respect to climate change risk management and adaptation. CCKM is expected to develop a National Road Map on science and technology for climate change adaptation and mitigation and all supporting activities. It would collect, document and disseminate in user-friendly form all information and data in original and processed form, if so demanded, related to climate change science, technology, adaptation concepts and practices, mitigation concepts and practices and their impact, funding opportunities, technology and intellectual property rights and climate change talks and their implication and analyses. Some of these will be available directly while for others adequate references and links may be provided. Under CCKM system, the following specific activities may be undertaken: a) Establishment of a Database/Knowledge Bank; b) Setting up of a Web-Portal; c) Using of Mobile-SMS based Applications; d) Introduce Radio messages; e) Establish Call-Centre; f) Information Centre; and g) Hackathon. It may be mentioned here that none of the knowledge management networks or centres so far have not matched these ideas in practice.

Way Forward None of the issues discussed above have so far been really put in practice or been practiced only in very limited manner. The prime need right now is to have climate change issues, more specifically NAP and NAMA to be integrated with development planning. Some related activities such as climate proofing of development projects or designing projects with built-in climate proofing has just begun by introducing climate change issues in the Development Project Proformas. But integration of BCCSAP into development planning is yet to begin. The implementation of BCCSAP would also require significant strengthening of the coordination capacity of the Ministry of Environment and Forests (MOEF) with relevant ministries and agencies. While the integration goes on, this should not keep other things in waiting. These include prioritization, M&E activities and knowledge management. NAP and NAMA may also not wait but needs to be carefully done. Pilot NAP and NAMAs may be prepared and attempts should be made to integrate them with appropriate development programmes and policies so that over time with the experience gained in planning may be further improved for better integration. In fact, it appears that given the experience so far of the implementation of the BCCSAP under two funds, probably time is ripe for revisiting it and integrate into it the issues discussed and analysed in this report. Such a review may give attention to, apart from those that have been described above) several of the missing issues such as loss and damage and their estimation, break down BCCSAP into elements of NAP and NAMA, integration of NAP and NAMA into development planning process, policies for climate change management in all its aspects (adaptation, mitigation, finance, technology, capacitybuilding), and harmonization of existing policies. With regard to the barrier of its implementation, the issue of institutionalization needs to be given clearer focus, particularly the roles of different ministries, particularly the MoEF and MoP as well as major stakeholders. Furthermore, the role of the private sector and the non-state actors will have to be clarified. If need be the Rules of Business of the ministries may be revisited and reformulated because climate change and its effects permeate every endeavour of human action and hence unless clear ideas emerge and practice done based on the specific roles of various administrative arms of the government, it would be a chaotic situation and the price would be paid dearly by the nation, particularly the poor.

Towards Climate-Smart Development in Bangladesh: A Critical Review of Bangladesh Climate Change Strategy and Action Plan I. Introduction Bangladesh, despite many odds, natural and man-made, has over time come a long way from the nineteen seventies when seventy percent of its population of 75 million at that time, were poor. Now almost four decades later, near about 30% of the estimated 160 million people are estimated to be poor. This has been possible due to rising growth rate of GDP which is still not that high while agriculture despite all its inefficiencies had been able to feed the people. In about a decades time, if everything goes as expected, the country may graduate out of the league of least developed countries as a lower midincome country. This will necessitate a rise in its GDP growth from present 6% or thereabout to somewhere 8% and beyond. However, in the mean time, the ugly spectre of climate change (CC) has reared its head to devour all the gains of the past decades and keep semi-permanently in chains of low productivity-low employment and income-low quality of life. Given the countrys extreme vulnerability to the adverse impacts of CC has become now the most pressing development concern in Bangladesh. The footprints of CC is increasingly becoming visible all over the country and is manifested in rise in average temperature, rainfall anomalies of shifting seasonal distribution, drought during traditional rainy months, signs of a rise in sea level and salinity ingress, and an increase in the frequency and intensity of tropical cyclones and storm surges. Much of the evidence, however, is still largely anecdotal and is yet to be rigorously scientifically investigated and modeled. On the other hand, the third round effects on the human system while better documented can not thus be related specifically to climate change as this remains to be scientifically probed. Given this, however, and that globally this has been proved beyond doubt and the manifestations in many countries including the impact on human systems already documented, there can be no doubt that near absence of rigorous scientific proof can not be an argument for inaction. Tomorrow or day after, CC will manifest itself with all its adverse impact and it is the poor, the weak and the infirm in the society who will suffer most. At least this much is known that the climatic variability and weather uncertainties already play a major role in constraining the growth path of the country. Hence it becomes a wise move to prepare for the eventuality in earnest and with all seriousness. The potential impact of climate change threatening the significant achievements Bangladesh has made over the last few decades in increasing incomes and reducing poverty, including those related to the Millennium Development Goals on eliminating poverty and hunger; ensuring food, health security, and human rights; and promoting environmental sustainability. Additionally, in association with other socioeconomic, environmental and political factors in Bangladesh, climate change is expected to amplify the countrys existing environmental stresses, contributing further to food insecurity and conflict over natural resources. In addressing the problems associated with climate change, the Government prepared the Bangladesh Climate Change Strategy and Action Plan (BCCSAP), a 10-year program, in 2008 which was 1 revised somewhat later in 2009. The BCCSAP, purportedly a knowledge-based action plan is a 10 year action plan to build capacity and resilience with in the country to meet climate change challenges over the next 20-25 years under six thematic areas for action. These thematic areas are : (i) food security, social protection, and health; (ii) comprehensive disaster management; (iii) infrastructural development; (iv) research and knowledge management;(v) mitigation and low-carbon development; and (vi) capacity building and institutional strengthening. The BCCSAP had been an approved programme of the Government which has been subsumed within the Sixth Five Year Plan as well as the Perspective Plan for the country. To operationalise the BCCSAP, the Government also established the National Climate Change Fund and allocated about $45 million to it in the budget for the year 2008-09 which has been replenished several times since then. Furthermore, a Bangladesh Climate Change Resilience Fund, multi-donor trust fund was established to pool funds from development partners to implement a long-term strategy to adapt to the adverse effects of climate change in Bangladesh.

The BCCSAP revision in 2009 was cosmetic in that only a few programmes were added while no thrust theme was changed. 2 This does not of course means that each and every project or action, even if very small, has to consider cliamet change management issues one way or other. It may not simply be at all cost-effective to do so. 7

Despite all these, there are concerns regarding the slow pace of implementation of the BCCSAP. Furthermore there had been issues which have come up since the formulation of BCCSAP. These issues have implications for proper implementation of the Action Plan. Time is now ripe to revisit the BCCSAP and critically review a few issues of importance related to the Action Plan. Oxfam Bangladesh therefore contracted out the present study on Review of BCCSAP-2009 to review and identify barriers and constraints to its implementation including its prioritization, mainstreaming and monitoring & evaluation in particular. The ToR for the study is given in Annex 1 to this section. II. Broad and Specific Objectives The present study aims to identify barriers & constraints to and to provide a policy direction towards enhanced of implementation of BCCSAP. To realize the broad objective, several activities were envisaged. The specific objectives included the following: vi. a priritisation of the programmes and projects under BCCSAP; vii. adaptation and its mainstreaming into development plan; viii. preparing for mitigation with the formulation of a NAMA; ix. monitoring and evaluation of the BCCSAP activities; x. knowledge management.

III. Rationale for the particular focus and specific objectives The BCCSAP can be divided into two parts. The first part provides the background based on physical and climate contexts, core socio-economic realities and policies in the country and the consequent rationale for a strategy on climate change. The thrust of the strategy is on sustainable development, poverty reduction and increased well-being of all vulnerable groups in society with special emphasis on gender sensitivity. The second part elaborates a set of programmes based upon six pillars or broad areas of intervention which have been elaborated in the first part. The BCCSAP sums up Bangladeshs current thinking on desirable activities to build climate resilience into the economy and society of Bangladesh through adaptation to climate change as well as mitigation for a low carbon development path and associated complementary activities related to knowledge creation and knowledge management as well as capacity building. However, as the magnitude and long-term nature of the climate change threat is increasingly better understood, it is becoming clear that simply implementing a set of adaptation projects, although useful, is not going to be sufficient. If long-term resilience to climate change impacts is to be built into the economy and society of the country, then climate change adaptation (as well as mitigation) needs to be 2 embedded (or mainstreamed) into regular national development planning and actions at all levels. But in doing that a few principles must be kept in mind. Need for prioritization: The resources (financial, institutional, human skill as well as awareness) available for implementing the BCCSAP are limited. That means some kind of prioritization has to be done to implement them. BCCSAP has prioritized the project ideas very broadly as those of immediate need and those which may be taken up over the short, medium and long run. It has also indicated which ministries and agencies might be involved for developing the project ideas fully and implementing them. In any case there is a necessity for a full-blown prioritization exercise. The Sixth Plan has made a priority list which appears to be quite at odds with what the background paper to the Sixth Plan had suggested. There are other such anomalies also. In any case, what should be the nature of these priorities and what should be the outcome of such an exercise. Are the prioritization principles generate conflicts or complementarities? The prioritization principles and the practice so far are discussed first in this report.
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This does not of course means that each and every project or action, even if very small, has to consider cliamet change management issues one way or other. It may not simply be at all cost-effective to do so.

Integrating climate change into development plans and actions: Development planning is by its nature intended for laying the basis of and working for long term development of a country. Climate change impacts are also long term in nature. Even if the emission of all the green house gases are stopped today, the accumulated gases in the earth systems will continue to be influenced by them and continue to impact adversely on the environment and earth systems and consequently the human systems of agriculture, water management, infrastructure, industry, transportation and the poor who are involved in these human systems. That means that while adaptation programmes and projects are a useful place to start, the long-term nature of climate impacts will require an altogether greater effort to develop a climate resilient economy. Thus, instead of developing separate, stand-alone, plans such as National Adaptation Plans (NAP) as many countries are doing, it is more effective and cost-wise probably more efficient to mainstream climate change into regular national development plans and their constituents. Against this backdrop, the National Adaptation Plan (NAP) process should be seen as a process of mainstreaming rather than producing a stand-alone plan. And it may be noted here that the need for such integration had been highlighted under the BCCSAP as the second programme under the sixth pillar on capacity-building. Right after the prioritization exercise, we therefore get into the one of how adaptation and development planning and action may be integrated with each other. Low carbon development and NAMA: The Bali COP in 2007 in its decision 1/CP13 called for nationally appropriate mitigation actions by developing countries including LDCs. This was at that time voluntary. But by now, as has been decided in Durban COP in 2011, all countries will come under a legally binding agreement for cutting green house gas emission on mandatory basis. This will necessitate the preparation of a plan for Nationally Appropriate Mitigation Action or NAMA. Indeed, the BCCSAP has low carbon development as one of its six themes. The very first action that had been stated under the pillar is to Develop a strategic energy plan and investment portfolio to ensure national energy security and lower green house gas emissions which is the essence of NAMA. So far this has not been attempted in the country but will be necessary if international support is to be attracted in terms of finance, technology and capacity building. For this reason, an attempt has been made here to find out how such a move may be undertaken. Monitoring and evaluation: For any large scale programme of action by any entity, the success or failures along with the constraints and also for learning from them for future actions, a system of monitoring and evaluation should be built into them. This issue was not specifically included in BCCSAP possibly because the implementation mechanism was not certain at the time of its formulation and/or revision. For this reason, it has been decided to explore the issue along with an examination of the procedures for the implementation of projects under the two funds which support BCCSAP. Knowledge management: From the very beginning, BCCSAP has put thrust on research and knowledge management because much of the impacts of CC are still uncertain as to their timing, extent and severity as well as spatial spread. Without continuous research and knowledge management including tracking whatever is happening elsewhere, it would become extremely difficult for taking policy decisions regarding types of programme pr projects to be undertaken. So far there is no clear guideline on this issue. Summary: The ideas of basic contents of this report may now be summarized. The report will discuss and analyse issues related to (i) prioritization; (ii) adaptation and its integration with development planning; (iii) low carbon development and NAMA; (iv) monitoring and evaluation; and (v) knowledge management. The only limitation here in terms of content is that it leaves out many other relevant issues such as whether

policies have been harmonized so far. Despite being a part of the Sixth Plan and the Perspective Plan, the BCCSAP is yet to be subsumed in sectoral policy thinking. Note however that some similar exercise at least in case of agriculture and food policies have already been completed recently which hopefully will 3 complement the exercise here. For this reason and to avoid duplication and resource conservation, we have not attempted to carry out this exercise here. IV. Methodology The study team after careful analysis of ongoing activities on BCCSAP by different actors chalked out a work plan for its work and placed before the inception workshop. The inception workshop held on 10 July 2012, after detailed review and discussion recommended the following work programme A critical review of BCCSAP and a study on policy harmonization for enabling policy environment. Developing the methodology and approach and the institutional framework for economy wide exercises for preparation NAP and NAMA with participation of relevant Ministries, private sector and NGO/CBO,s. Prioritization of BCCSAP action programs in view of 6 5 year plan, resiliency development in the vulnerable areas and for providing relief to the already affected population. Developing a country framework for mainstreaming adaptation. architecture for institutional coordination and tracking investments and preparation of tools and guidelines to assist implementation.. Developing a framework of indicators for monitoring and evaluation (M&E) of BCCSAP programme. Developing a framework on knowledge management on climate change
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Note that it has already been stated earlier that of these the policy review part has not been attempted while the NAP was also later dropped from consideration although a lot of the NAP issues are subsumed under mainstreaming adaptation. The preliminary findings of the study were shared in a workshop (2 workshop under the study) on 30 March 2013. Based on the recommendation of the interim workshop, the study elements methodology and approach were further fine tuned.
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V. Prioritization of BCCSAP Identified Adaptation Actions Preamble The issue of prioritization is extremely important as indicated earlier when resources including financial, institutional capacity and human capability are limited. This becomes more so when a lot of activities need to be taken up. The present Climate Change Trust Fund (CCTF) has allocated BD. Taka 2355 crore from financial year 2009-2010 to 2013-2013. So far, 139 projects are under implementation by different 4 government agencies with allocation of 1531.89 Crore taka from CCTF. In addition 63 projects of different NGOs and private sectors with a financial outlay of 25.06 crore taka has also been provided by CCTF. For selection of projects, there is an elaborate mechanism but CCT doesnt follow any prioritization process. Against this backdrop, we try to reflect upon the concept of prioritization while also briefly clarify available project prioritization process. In addition, an attempt will be made to shed light on how prioritization was considered in previous adaptation initiatives in the country. We will also discuss the
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Asaduzzaman, M and M. Qamar Munir, Policy and Policy Harmonization for Adaptation and Mitigation in Agriculture under Climate Change in Bangladesh, 2013, a study carried out for IFPRI, Delhi, Sustainable Development Networking Foundation, Dhaka (unpublished).
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MoEF/CCTF website; accessed in August 2013

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prioritization under the Sixth Five year plan on climate change interventions. Finally, recommendations have been made on a prioritization method for the future CCTF projects. Concept of prioritization The most generic principle of prioritization of programmes, projects or actions is to choose the ones that serves the main purpose of these programmes, projects or activities. Having said this, there are a few issues that need to be considered first. For whom the prioritization is being done? Is it the private sector or the public or the non-state actors such as NGOs. For the private corporate sector, the main consideration is profit maximization. Hence any prioritisation they do has an eye on profit. The main purpose of the public sector action is not profit per se but ensuring maximum welfare to the public in general and the poor in particular. What is meant by welfare may vary by type of action as well as the main problem that is being managed. In case of climate change adaptation, the main issue is minimization of vulnerability of people in all aspects, physical, economic and social. This immediately tells us what should be the basic prioritization principle. If there are two projects both dealing with adaptation, nature and extent of vulnerability have to be first defined or understood and then the one which can ameliorate the vulnerability most should be chosen in the first step. But the question remains how do we understand vulnerability? Is it the number of people affected, the area under crops that is damaged or the damage that is done to the infrastructure without which the future economic activity will be harmed greatly. May be all will have to be considered in some degree. But this is not all. The project not chosen initially is not taken from the list yet, One will then have to look into the technical aspects and associated costs of the project, the time of implementation, availability of funds, necessary institutional steps and their legal basis or its lack, availability of the necessary technology, and finally, the cost-benefit analysis or cost-effectiveness. Note that all these prioritization activities are exercises for determining technical, economic, social, environmental and finally to get an integrated picture. Only then the final prioritization can be done. It would be instructive here to review the global guidelines for NAPA preparation. Annotated guidelines for the preparation of NAPA included the following criteria for selecting priority activities and techniques for prioritization. 1. Level or degree of adverse effects of climate change; 2. Poverty reduction to enhance adaptive capacity; 3. Synergy with other multilateral environmental agreements and 4. Cost-effectiveness. Note that the very first issue relates to vulnerability as pointed out earlier as the basic premise. The second one relates to social acceptability and third one to environmental considerations as well as cobenefits. And the fourth indicates getting the job done most cheaply. NAPA guide also suggests three techniques for selection and prioritization of projects; these are; Cost Benefit Analysis (CBA) Cost Effectiveness Analysis (CEA) and Multi-criteria Analysis (MCA).

Of these the first two relates to economic criteria while the multi-criteria is an amalgam of several indicators and may be the penultimate prioritization method. One needs to take note here that prioritization of projects and programmes may not be the same. What we are discussing here is prioritization among projects under a programme. We shall be coming to the prioritization of programmes in a short while when we discuss that under BCCSAP. Prioritisation in BCCSAP BCCSAP includes six thematic areas which are

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1. Food Security, Social Protection and health 2. Comprehensive Disaster Management 3. Infrastructure 4. Research and Knowledge Management 5. Mitigation and Low Carbon Development 6. Capacity Building and Institutional Strengthening Each thematic area has several programme areas, in total there are 44 programme areas and various activities under each programme area. The thematic areas or pillars have no prioritization as such but food security and security of life, and property are most basic to human existence, the first two are the most important with food security taking precedence over all others. Except for pillar 5 on low carbon development (to be discussed in the following section), the rest of the themes are actually supportive in nature. Thus, theme three on infrastructure basically relates to water management which is a precondition for many of the adaptation activities as vulnerabilities often arise due to too much or too little water and at the anomalies they create in agriculture and food production as well as intensifying natural hazards. BCCSAP has also made another prioritization in terms of the time line within which a programme should be examined and relevant actions taken. These indicate which ones to be taken immediately and which ones later over the short, medium and long run. Thus, while the Programme T!P1 on institutional capacity and research towards climate resilient cultivars and their dissemination is a medium to long term programme as it takes quite a while to make institutional changes and also because these may be quite resource intensive. The programme T2P1 on improvement of flood forecasting and early warning systems on the other hand is for immediate and continuing action because unless done so, peoples lives and livelihood would be under grave threat. In a similar vein, T2P2 on improvement of cyclone and storm surge warning is for immediate action. What BCCSAP has not done is the inter se priority among activities or project ideas within a given programme. But here too, one often finds that the activities are listed some kind of logical sequence. However, any given activity may be carried out in different formats, under organizational, technological and financial arrangements. Thus these may become different among which one may have to prioritise. Prioritization in the Sixth Five Year Plan The sixth Five Year Plan includes Climate Change in Chapter 8 and named it as Environment, Climate Change and Disaster Management for Sustainable Development. Under this Chapter less than a page has been dedicated to prioritization; nevertheless, it has identified two priorities for 2011-2015 period; 1. The first priority is the repair and maintenance of coastal polders and defences which have been washed away first by Cyclone Sidr and then by Cyclone Aila and 2. The second priority is the mainstream of Climate Change issues of adaptation, Mitigation and capacity building. It is worthwhile to mention that there appears to be some apparent divergence in the priorities of BCCSAP and Sixth Five Year Plan. In the sixth five year plan repair and maintenance of coastal polders and defences which have been washed away during Cyclone Sidr and Cycloe Aila have been given the highest priority, while in the BCCSAP this is not mentioned. It should be pointed out however that Aila did not happen when BCCSAP was formulated. Secondly, the background paper for the Sixth Plan on 5 climate change issues did indicate immediate priority for repair and maintenance of coastal polders. And exactly that is what had been done in the Sixth Plan in the particular context.
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Asaduzzaman, M, Ahsanuddin Ahmed, A. K. M. Enamul Haque and M. Qamar Munir, Towards a ClimateResilient and Climate Sensitive Development in Bangladesh, in Mujeri, M. K. and Shamsul Alam, Sixth Five Year Plan of Bangladesh: Background Papers, Vol. 2, Economic Sectors, September 2011

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In the sixth five year plan the second priority is the mainstream of climate change issues of adaptation, mitigation and capacity building; while the mainstreaming of climate change issues of adaptation and mitigation is under Capacity Building which is described last. Two things should be noted here. First as indicated earlier capacity building is a supportive activity and this point always comes last not because it is the least important but because one needs to understand first the necessities of different activities and then decide what capacity needs to be built up. Second, again this was recommended as another immediate activity in the background paper and exactly that is what the Sixth Plan has done. Bangladesh Climate Change Trust Fund priorities Government of Bangladesh has established a Climate Change Trust Fund to finance adaptation activities in the country. In 2009-2010 government allocated US$ 100 million to the Trust Fund. During the next 3 Financial Year government allocated additional US$250 million from its own resources. The trust fund is operated by a 16 member Trustee Board. A climate change Unit was established to provided secretarial support to the Board. Recently the Unit has been transformed into a Climate Change Trust. Financing and prioritization of adaptation projects from Climate Change Trust Fund Ministry of Environment and Forests seek project proposals from various Ministries, Divisions, Research Organizations and Departments in prescribed formats. Which is then scrutinized by the officials of MoEF and Climate Change Unit/Trust, placed it to the Technical committee for evaluation. If approved by the technical committee then the selected projects are placed in the trustee Boards meeting for final endorsement for funding. To guide the implementation of the projects under the Trust Fund a Trust Act, 2010 has been enacted. No specific guidance or direction in the Act on how project prioritization should be considered. According to the Trust Act the projects that will be funded through the trust fund will be in addition to the existing development and revenue Projects. The fund will provide support to short, medium and long term development projects. So, it may be concluded that while selecting or prioritization of the projects duplication of the projects should be avoided. The Act further suggests that the projects that will be funded should be in line with the Bangladesh Climate Change Strategy and Action Plan (BCCSAP, 2009). So, these issues may be considered while suggesting any future prioritization idea or matrix. Prioritization in NAPA Bangladesh prepared its NAPA in 2005. The objective of NAPA was to support the immediate and urgent adaptation activities. The question was then as to which ones are the immediate and urgent adaptation activities. For the exercise, fifteen vulnerable sectors were clustered into six sectoral groups. The six sectoral groups later came up with about sixty priority projects and later through a consultation and prioritization process 15 priority projects were identified for the NAPA document. Note that while the selection of the projects were through a consultative process and so in a sense reflected economic and social desirability based on peoples ideas of vulnerability, the detailing of project costs and other details were left out to be elaborated by project sponsors at a later stage. Proposed Prioritization for CCTF for the future In relation to the above discussion it may be suggested that the two priorities identified in the sixth five year plan should be given the highest priority, together with, alignment to the thematic areas of BCCSAP, while selecting the projects from submitted projects from various Ministries. As discussed earlier the major criteria for the matrix may be as follows; though ideally the prioritization Team or officials may discuss and finalize the criteria depending upon the type or group of projects. 1. Relevance to the national plans or sectoral Plans 2. Strategic alignment to BCCSAP

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3. Project benefits and costs 4. Sustainability of the projects and 5. Institutional and human capacity of the implementing agency. Using the suggested matrix (see below) and methodology described above, a ranked list of projects may be prepared and placed by the Technical committee to the Trustee Board for final approval for funding. Prioritization Matrix Criteria Characteristics Relevance/Strategic Alignment Sixth Five Year Plan Sectoral Priority Strategic Alignment with thematic areas of BCCSAP, programme and activity Project costs Financial cost (discounted) Social cost (discounted) Project Benefits Economic benefits (based on discounted value) - Cost-benefit ratio - Internal rate of return - Net present value Social benefits (poverty reduction/employment) Social benefits (gender sensitivity, ethnic sensitivity) Environmental benefits Sustainability of the project Exit strategy of the project (how to sustain after the project completion) Risk Analysis (what would happen if project is delayed or incomplete properly) Cascading effect on similar sectors/projects Address Climate Change issues at local level & enhance capacity of the local people Institutional capacity Expertise to carry out the project Logistical support Total score Note: A scale of 1-5 may be used for evaluating the projects. Relative importance/relevance with score Highly Very Relevant Slightly Not relevant relevant relevant relevant 5 4 3 2 1 Aggre gate score

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Any of the above characteristics may be manifested in several ways as is the case with economic benefits. Relative Scales may be as follows: Highly relevant: 5 Very relevant Relevant Not relevant :4 :3 :1

Slightly relevant: 2

VI. Mainstreaming Adaptation into Development Process Introduction Developing a climate-resilient society is the ultimate goal for mainstreaming adaptation into development planning. However, at the international level, this mainstreaming is a contested issue for several reasons both from conceptual and practical points of view. Though the rationale for mainstreaming is not contested any more, but how to go about or sources of support for doing it are issues of great contestation in the UNFCCC negotiations. The world does not have much experience in addressing this new set of problems. The Sixth Five Year Plan (SFYP) and the BCCSAP have adopted a pro-poor climate change management strategy and an integrated approach that `avoids a dichotomy between environment and development. The approach sounds realistic, but the challenge, as mentioned, is how to contexualize this in Bangladesh? How to arrest the undoing of development efforts from increasing climate disasters? How to mainstream locale-specific adaptation measures into national and sectoral development strategies? What are the policy, institutional and process parameters for the purpose? Where will resources come from? These are the challenges that stand in the way. This section attempts to lay down a roadmap for mainstreaming adaptation into the development process. Approach and methodology for mainstreaming Approach: The present roadmap has been developed based on a participatory and consultative approach, involving stakeholders at different levels - government, private sector, NGO/CBOs and development partners. An inception workshop was held where a draft of the roadmap was presented. It was participated by both GO and NGO representatives. As a result, it is expected that the ownership of the larger stakeholders including the government for the proposed roadmap will be ensured. Methodology: The preparation of the roadmap is based on both secondary and primary data and information. Literature review, both of international and national, formed the sources of secondary data. Primary data has been collected from a review of government documents and discussions with officials of different development ministries and agencies including the Ministry of Environment and Forests (MoEF) and the Department of Environment (DoE), while taking the Ministry of Agriculture (MoA) as the Case Study. This Ministry has been selected because agriculture is the most impacted sector from climate change impacts. How the MoA works in its adaptation effort to CCIs has been analyzed, based on discussions with senior officials of the Ministry as well as with its retired officials. Besides, several meetings have been held among the study team for fine-tuning the focus and methodology of the study. The findings are expected to be validated in a national workshop, to be participated by all the stakeholders, both from the GOs, NGOs and donor communities. Conceptualizing the Relationship between Development and Adaptation Unlike the straightforward approach of defining mitigation, adaptation is really difficult to conceptualize and define, because of its inseparable linkage with development issues. It is difficult to distinguish climate change and climate variability (Gupta, 1997, 146). Actually, the conceptual controversy over

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climate change adaptation is attributed to the definition of climate change risk under the Convention, which attributed such risks only to human-induced climate change, rather than vulnerability in general. The Convention understanding of adaptation does not include risks from climate variability. It has no specific article on adaptation, and as noted by Schipper (2006), `the lack of specific definition of adaptation, even more confused by its association with other aspects of the climate convention, posed a significant constraint to furthering policy on adaptation (p.90). Besides, this does not incorporate the locally and contextually specific nature of climate vulnerability (Ayers, 2009; Adger, 2003). The latter is a result very much of a combination of physical impacts from climate change as well as from socioeconomic and political factors prevailing in a country. It is well recognized that vulnerability is a social construct as well (Adger, 2003). However, IPCC in their conceptualization of adaptation includes climate variability. So the capacity to adapt depends upon local and national factors such as access to resources and information, income level, education and training, social capital, and so on. In other words, adaptation to human-induced climate change impacts and the building of climate resilient societies are difficult to separate from general development initiatives in a society. We believe that a `development first approach to adaptation that addresses the complex context of vulnerability, rather than addressing just the impacts of climate change, is a vastly more useful perspective (Schipper, 2006; Burton, 2004; Adger et al., 2003; Khan and Roberts, 2013; Khan 2013). Differentiating between mitigation, development and adaptation is reflected in how adaptation is being funded (Ayers, 2009). Bodansky (1993, 451) argues that the concept of `incremental cost establishes a type of causation test for adaptation activities under Article 4.3, which proves difficult for countries seeking aid for adaptation. Lemos and Boyd (2010) argue that some rules of access to adaptation funding, specifically additionality, may not only fail to support vulnerable countries to prepare for, cope with and adapt to climate change, but may also place further burdens on these countries. They argue that this is the case for three reasons. First, developing nations are required to invest upfront in proving additionality. Second, they may be incentivized to prioritize policies that meet additionality rather than sustainable development criteria and needs of local communities. Finally, in countries where structural inequality and lack of resources critically shape vulnerability, the additionality requirement may obstruct policies that integrate climate adaptation into development policy and create positive synergies between them (see also Klein et al. 2007; Lemos et al 2007). For example, in meeting the additionality criteria, it is easier for developing country governments to build water storage structures or to invest in drought resistant crops than to implement household income diversification policies that have shown to improve adaptive capacity regardless of what the weather does (Agrawal 2008; Eakin 2000). However income diversification or income stabilization policies involve costs, which are not covered by additionality criteria coming from funding agencies. In fact, climate change is among many stresses that define vulnerability, and it makes little sense to prioritize additionality over the need to integrate across policies to adapt to multiple stresses (Bizikova, et al 2007; Huq et al 2005; Jerneck and Olsson 2008; Klein et al. 2007). Ayers et al. (2010) usefully point to several factors that hinder the integration of climate adaptation and development planning. First, a climate-impacts view of adaptation discourages investment in adaptation because of the inevitable uncertainty in measuring and predicting when and how climate change is actually going to unfold on the ground. Therefore, pre-emptive action against an uncertain threat may actually be maladaptive (Ayers, 2009). Second and very importantly, technology-based measures that address climate impacts are only partially effective because they dont address nonclimatic factors that underline and drive particular vulnerability of poor communities and developing countries. Polder building, particularly its management is a typical example of technology-based adaptation to climate variability. But it has been proved that it was a maladaptation in Bangladesh. Further, the lack of social, political, and economic resources of the poor is the main factor of their inability to cope with climatic change (Adger 1999; Sen 1999). And third, a technology-based discourse on adaptation excludes non-technical expertise for adaptation on the ground. Technical knowledge and expertise about adaptation turns out to be far less useful in predicting what measures will be successful for adaptation in a community than is local understanding of the sources of social vulnerability, and what has worked to overcome it in the past. There are well-documented instances of initiatives for reduction of poverty which actually increased vulnerability (Klein, 2010). For example, in Bangladesh conversion of mangrove forests into shrimp farming brings in more income, but it leaves the coastal communities more vulnerable to climate disasters and health and nutrition hazards from saline intrusion and lack of fresh water.

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Other analysts argue that fixation or preoccupation with additionality may not serve the purpose of integration of adaptation into development planning (Fankhauser and Burton, 2011). McGray et al (WRI, 2007) identify a continuum of measures that address both development and adaptation needs in the following lines: a) policies to reduce vulnerability more broadly include human development and poverty reduction; b) creation of `response capacity in resource management practices, planning and building effective public institutions; c) management of current climate risks including floods, droughts, disaster preparation and risk management, i.e. integrating disaster risk reduction with adaptation planning, and d) policies specifically addressing climate change impacts, such as sea level rise and increased incidence of extreme weather events. Similar approaches have been suggested by other analysts (Klein and Persson, 2008). Yohe and Tol (2002) estimated that for every percentage point in economic growth in a country, vulnerability falls by the same degree. Obviously, climate-resilient development and poverty reduction provide the best form of adaptation, as socio-economic indicators like level of income, literacy and institutional capacity are positively associated with lower vulnerability (Leary et al, 2008). Noy (2009) shows that countries with better adaptive capacity can better withstand disaster shocks. This is the reason perhaps Thomas Schelling, the Nobel Laureate in Economics, argued over two decades ago that investments in development and good governance are the best forms of adaptation (Schelling, 1992). In a similar vein Stern very cogently argues that Adaptation is development in adverse climate (Stern, 2008). However, from international policy and funding perspective the physical vulnerability of poor countries, imposed from beyond, should not be mixed with existing socio-economic vulnerability that communities suffer from. So the proposed solution of a development focused adaptation and resiliencebuilding does not absolve the industry countries of their agreed responsibility under Convention Article 4.4 of meeting adaptation costs in the developing countries. Therefore, the question of what is fair in terms of responsibility underlines the political struggle between the developed and developing countries in setting the rules for adaptation funding (Lemos and Boyd, 2010). So, Klein (2010) concludes that from operational point of view, it makes `common sense to integrate adaptation with development strategy, but from policy perspective, it makes problematic to differentiate between adaptation finance and overseas development assistance (ODA). However, adaptation as development blurs the distinction between adaptation finance and ODA, which is favored obviously by the development agencies, and some donor partners. Developing countries are apprehensive that this dilution of adaptation and development might be `a ploy to avoid new and additional funding for adaptation (Klein, 2010: 46). It may be recalled that over a decade ago, back in September 2002 at the LDC Capacity Building Conference held at Hotel Sonargaon in Dhaka, when this author, a resource person of this project, made a presentation, together with a UK colleague from the Department for International Development (DFID), on mainstreaming adaptation into development, there was fierce opposition from the delegates. The reason was that the LDC negotiators saw in this attempt a dilution of the agreed `new and `additionality principles in funding of adaptation in these countries. In fact this issue of `additionality in funding is blurred in this framing of `mainstreaming adaptation. So the developing country apprehension is not unfounded, and this is the reason they support for stand-alone adaptation projects (Klein, 2010), with realization that all the MDG goals are directly or indirectly related to climate change, and hence the rationale of mainstreaming adaptation. Figures 1 and 2 show this rationale and the kind of anticipatory/planned adaptation needed for addressing the challenge. So, while summarizing the above discussion, we can say that there are basically two approaches to operationalizing adaptation: The first approach is that adaptation should address only the climate change impacts: Adaptation leads to vulnerability reduction, which leads to development. This is an impact-based approach. However, the second approach to adaptation is that it needs a broader focus, with inclusion of socio-econ vulnerabilities, since the latter is very much a social construct. So, this is a vulnerability-focused approach. Under this approach, climate-resilient development leads to vulnerability reduction, which leads to impact reduction, and hence results in stronger adaptation.

So, basically adaptation is development in adverse climate, which includes both climate change and climate variability. In this framing, all kinds of vulnerabilities both physical and socio-economic, are taken into consideration. This Vulnerability-focused understanding better suits for mainstreaming, but the problem remains with funding: Climate finance is blurred with ODA in this approach! So at the moment, it

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is suggested that generation of sources for adaptation funding should be kept separate from mobilization of ODA, while utilization of adaptation finance in vulnerable developing countries could be integrated into the conventional ODA, as additional. Without this separation of the two at source level, the apprehension in developing countries of diverting ODA to implementation of adaptation projects of donor interests and preference will persist. Therefore, this requires a constant monitoring of the trends in ODA and climate finance at global and country levels. It may be mentioned that if the Annex II countries fulfill their longagreed target of providing 0.7% of their GNI as ODA, more than $200 billion extra funding becomes available for much-needed development. However, current level of ODA is less than half of this share in real terms. Against this broken promise, Annex II Parties fight for even providing $10-15 billion a year as climate finance. And the share of adaptation money is just about 20% of overall climate finance. However, several EU countries already fulfill this target, and the UK promised to reach this target by end of 2013. Conceptualizing Mainstreaming Approaches: Mainstreaming refers to inclusion of concerns of climate change and climate variability, both current and projected, into development discourse and planning and making sure that each ministry, agency and sector considers climate change in what it does and adapts its own policies and programs accordingly. The SFYP indicates an integrated approach to mainstreaming climate change issues. It seems integration goes much farther than even mainstreaming. There is a debate over integrating versus mainstreaming adaptation. A UK-based NGO, Tearfund (2011) suggests that integration goes further than mainstreaming, as the latter has limited effectiveness. It argues that Integrated adaptation is holistic, coordinating the interactions between agencies operations from the beginning, rather than optimizing them separately. It is about action across government ministries and involving all levels of society. This approach involves senior political leadership, undertakes consultative and participatory evidence-gathering, improves communication, develops robust, inclusive, country-strategic adaptation plans, aligns national development plans with adaptation strategy, establishes dedicated adaptation fund, builds capacity at local government and community level and promotes alignment with donor agencies. However, in a workshop in Tanzania held in October 2012 on mainstreaming adaptation, the participants discussed progress on this issue, and they coined the term: mainstreamlining as a more accurate approach to integration of adaptation into development process. In any case, whatever way mainstreaming is conceived, it relates to making is as part of the whole planning exercise for development, and not an add-on with projects, but as an internalized process. This will require coordination of review of legislative, regulatory, policy, strategy and implementation arrangements at all levels. Principles of Mainstreaming: The process of mainstreamlining, if we call it, has to be grounded on certain principles, which can be the following: Precautionary principle: Article 3.3 of the UNFCCC prescribes this principle on the understanding that climate change has the danger of irreversibility. So based on projections of future climate change, an anticipatory planning process needs to be introduced. Stitching the NAPA and NAP into a coherent whole: NAPA process for the LDCs was based on immediate and urgent needs and the LDCs have already submitted them. Many countries are already implementing some NAPA projects. And the NAP process as mid-and long-term planning has just begun. However, these two planning processes need to be stitched into a coherent whole, aligning the short, medium and long-term goals of adaptation as part of development. Realizing co-benefits with mitigation is another principle. There are many co-benefits from pursuing either adaptation or mitigation projects, for example, in areas of energy efficiency and conservation, renewable energy, and in agriculture. So, projects with co-benefits should be put on a preference scale, given the limited resources. This has to be done, with clear assessments of proposed programs and projects.

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Principle of learning by doing, in light of past lessons. As there are elements of uncertainty in how the climate change unfolds, despite the IPCC findings, the approach to planning for development needs to be built on the lessons from experiences of coping with past climate disasters. Accountability and transparency: As mainstreaming involves the whole strata of the society, accountability and transparency in activities of all stakeholders has to be ensured, so that each loop in the chain is transparently linked and can function as a coordinated team. Participation of all stakeholders including politicians: This is the key to success in the exercise of integrating adaptation into development. Active participation particularly from higher political leadership will create ownership of this national project. Efficiency and Cost-effectiveness: Because of the paucity of resources of all types, this aspect needs to be taken care of so that maximum can be achieved with minimum input. This will require developing options. Subsidiarity - decentralization of decision-making: Adaptation virtually is local, and therefore, the local governments have to be the main loop in the process, with full autonomy of decision-making and resource mobilization. The national government has to serve as the coordination and facilitation center for the purpose. Synergy with national and sectoral policy objectives and other multilateral environmental agreements (MEAs): As any country will have national and sectoral policies and plans, along with being party to many MEAs, integration of adaptation considerations needs to be stitched into a coherent whole, so that synergy can be achieved in the process. Flexibility and adaptiveness: This integration business has an element of learning by doing because of uncertainty with how climate system works & how extreme events unfold, there has to be elements of flexibility and adaptiveness in the planning process, so that it can adjust with new understanding and developments.

Elements of Mainstreaming Participatory and consultative process in impact and vulnerability assessments (IVAs) including cost estimation of loss and damage. This is very important in view of the practical value of indigenous knowledge in specific locales. However, this exercise at specified intervals, to be decided by the stakeholders, needs to be based on the evolving interdisciplinary adaptation science. This latter combines community knowledge. Disaster risk reduction and rehabilitation: This is very much a part of the process. Based on the Hyogo Framework of Action, integration of adaptation needs to be built into the DRR process. Research has shown that investment in ex-ante DRR is more cost-effective than ex-post rehabilitation and recovery, though the latter would be needed to some extent in any case. NGOs and private sector role: The former in many countries are involved very much in the process particularly for soft measures of adaptation. However, the private sector is not yet there as needed. The assets and properties of private agents are very much at stake from climate change, so they need to be involved more intimately for both soft and hard adaptation options. Financing of adaptation mainstreaming: As mentioned before, this is the most crucial issue in view of the burden on the LDCs imposed from beyond, with their extremely little contribution to the problem. So, a climate fiscal and financial framework needs to be in place, which can combine both national budgetary and international grant flows. It may be mentioned that adaptation finance for the LDCs needs to be accepted only as grant allocation, based on the UNFCCC Article 4.4. Implementation of the mainstreaming agenda: In many developing countries, particularly in the LDCs, implementation of policies and programmes is the weakest link in the policy cycle. So, a clear-cut implementation plan needs to be in place, with clear assigning of responsibilities across the line agencies.

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Assessment framework for M & E: This is an important element, because the taste of the pudding is what matters at the end. So, a framework with clearly-identified set of both quantitative and process indicators for M & E has to be worked out. International networking with Governments and NGOs: This is very important for LDCs, as the burden cannot and should not be borne by the country alone. So, resource and capacity mobilization through active climate diplomacy and networking needed for projecting both the predicaments from climate change and the national level efforts in addressing the challenge. Capacity Building for all these elements is utterly critical, as many LDCs lack capacity in developing and planning for projects and utilization of money. There are some provisions under the UNFCCC and other channels for the purpose. This needs to be harnessed. Coordination and communication at multiple levels and sectors. This is often another weak link in a multi-scalar and multi-level process exercise. Mainstreaming process involves both horizontal and vertical levels including local governments and sectors. So, an effective coordination and communication strategy is a vital part. Above all, an enabling policy and institutional framework is what all the other elements depend on for success of the whole exercise of main/streaming/streamlining adaptation. The whole policy, planning and institutional processes need to be geared into a coherent whole, which can avoid bureaucratic red tape and institutional bottlenecks.

A Reality Check of Adaptation Niche in Bangladesh: Status and Barriers As one of the most vulnerable countries to climate change impacts, Bangladesh has from the beginning been active in taking measures against the challenge. The successive governments have initiated adaptation projects of different kinds. The sensitivity of the government was evident from the fact that around 34 times climate change issues were mentioned directly in the earlier PRSP of Bangladesh. Again Bangladesh as one of the pioneer countries submitted its NAPA to the UNFCCC Secretariat back in 2005. Also the Second National Communications is ready to be submitted. The SFYP has included climate change concerns in details, as evident from the following elements: Recognition of Bangladesh as one of the MVCs. Strategy and approach: a pro-poor climate change management strategy and an integrated approach that avoids `Development versus `Environment dichotomy. Priorities mentioned in the SFYP Strategy are the following: Adaptation DRR Low carbon development Mitigation Technology transfer, and Mobilization of adequate finance, particularly international Again, Bangladesh is perhaps the pioneer country among the developing world which has developed a strategy and action plan to address climate change and also set up two funds which have been discussed before. Now, about 6-7% of our budget is spent on climate-sensitive activities. However, several lacunae can be observed in the policy-institutional process: Loan funding in climate change activities dominate (82%), 97% of which is in adaptation activities. Sectoral investments of over one billion dollar/year for climate change activities are not based on a coherent and coordinated, mainstreamed approach; it is done kind of an ad-hoc basis. The strategy is not transacted yet into policy-institutional terms yet: No plan is based on costs of assessed needs for adaptation.

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Based on BCCSAP, no prioritization of adaptation activities has been done yet. Climate change adaptation is mostly local, but no local-level climate resilient development plan yet has been undertaken for integrating into national development plans. Planning commission is yet to play more active and coordinating role in balancing among national, sectoral policy goals and BCCSAP targets and communicating across scales, sectors and agencies. The above lacuna in policy-institutional arena can be ascribed to many barriers, such as weak knowledge and sensitization base, particularly at senior policy and political levels, poor coordination, lack of human resource and managerial capacities and their absence in the rights places, meager budgets relative to needs, lack of fully transparent and accountable fund management, as well as sufficient policyinstitutional support, etc. Here is a synopsis of the discussion on barriers/bottlenecks in the way of mainstreaming. These candid discussions were held at different levels of government officials as well as with some NGO leaders. So, no names have been ascribed to particular ideas. However, discussions with officials of the Ministry of Agriculture were given prominence, for its being the most hard-hit sector from climate change. 1. Many senior officials rarely heard about climate change in their ministry considerations, or the need of its consideration for adaptation mainstreaming into their ministry activities. This shows that there is no awareness or sensitization in many ministries about mainstreaming of adaptation. 2. Here are few other barriers/obstacles that came out in the way of discussion: a. The government agencies work in a manner, where they respond to issues of their own agency interests and programs. If any agency has stakes in an issue, discussed with other agencies or in inter-ministerial meetings, the ministry or agency then takes it up for consideration within its own domain. b. However, if there is any specific project to be undertaken on mainstreaming, then only the ministries/ agencies react. So, the approach is project-based yet. c. Usually, the program/project review meetings in all ministries, other than the host ministry, are attended by junior officials, who even dont report back to the senior hierarchy if the concerned ministry/agency has no direct relevance; in like manner, the ministries organize project review meetings, with participation of other agency officials, with the main purpose of validating their projects and activities. This process is regarded as mere formality. d. Bureaucrats in the ministries get transferred on a regular basis; so they dont develop any specific commitment to issues, viewed by the society as important and topical. Also, the officials react only to issues directed by their bosses. e. The existing planning cells of the ministries may make good TAPPs, but dont have the vision or expertise in mainstreaming, for which a wider vision and perspective is needed while examining the project details. So, here is the question of specific capacity for mainstreaming of adaptation. f. The MoEF as the coordinating body of mainstreaming climate change issues including adaptation is very weak, in terms of officers, staff and budget, compared to other ministries. Usually, the strength of any ministry/agency is reflected in the size of the government budget it handles. In this regard, MoEF has a tiny budget compared to, for example, the MoA or some other development ministry. Obviously, the MoEF does not have the clout over other more powerful ministries. To this is added the fact that many officials with ambition of moving up dont prefer to be posted in weak ministries, or agencies, such as the Planning Commission. This stands in the way also of MoEFs being as the effective coordinator of environmental/climate change issues. However, during the last years, things have improved a lot under the leadership of the incumbent MoEF Minister. g. The departments/agencies within the ministries are not empowered enough to act on their own, even they dont operate within the discretion given. But the departments under ministries serve as the main institutional memory for continuity of any policy/program. This shows that technical agencies under the ministries are lot weaker than needed. h. The Agriculture Policy of 1998 does not have anything about mainstreaming of climate change issues, nor has it been revised as yet.

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i.

The NGOs in the environment and climate change arena still work mainly in the shadows of political and administrative hierarchy; so they dont have autonomous power to influence policy choices or instruments.

A Roadmap for Mainstreaming/Mainstreamlining/Integration of Adaptation Policy process: How to do it?: The whole mainstreaming process has to be grounded on the nine generic principles mentioned above. Here it can be mentioned again, because of its great salience for the purpose. These are: i) pre-cautionary principle, ii) Stitching the NAPA and NAP development and implementation into a coherent whole, iii) Co-benefits of adaptation and mitigation, iv) Accountability and transparency at all levels, v) Consultative process, vi) Principle of subsidiarity, vii) Synergy with other MEAs implementation, viii) Learning by doing and ix) Flexibility and adaptiveness. Based on these principles, the following roadmap can be followed: A holistic approach for policy development, planning, coordination and implementation among different relevant hubs from the outset, and not optimizing them separately (Fig. 1). Two types of Integration have to be ensured: Horizontal integration of adaptation activities among ministries, agencies and sectors into national development plans. Vertical - integration of adaptation activities among hierarchical levels, inclusive of all stakeholders, such as local, national, regional and international. For example, mainstreaming adaptation in the geographical milieu of Bangladesh warrants a regional approach, particularly in disaster planning and water resource management. This approach generates a holistic picture international, national, sectoral, local, community into a climate-resilient development, creating synergy. However, as the SFYP prescribes, a propoor adaptation framework requires to be undertaken (Fig. 2), in which resilience building and capacity development of poor get priority. But measuring mitigation is easier than adaptation; the latter with no baseline is difficult to quantify and this difficulty is compounded by the difficulty of segregating climate change and climate variability. But the approach should be resilience building to face existing climate variability; once this can be done successfully, facing climate change eventualities will be lot easier. Based on such a holistic approach, this mainstreaming has to be done in two phases: Policy/plan preparation phase and their implementation phase (Huq & Khan, 2003). Integration of Adaptation during the Preparation Phase of National Development Strategy: Establish a Ministerial level National Adaptation Team: very high profile, team leader must come from the Finance Ministry, two Deputy leaders from the MoEF and the Planning MInistry, and at least one member from the Parliamentary Standing Committee on Environment (PSCoE). Review of all existing national plans and policies, to see the space allocated for adaptation: SFYP, BCCSAP, Water Policy, Agriculture Policy, etc. Inclusion of adaptation issues spatial (national, regional and local), sectoral (development sectors), and temporal dimensions (immediate, short, medium and long-term; this virtually is the integration of NAPA and NAPs in a coherent chain). Public and community consultation of adaptation agenda. Coordination and communication across national and local levels. However, as Fig. 1/Fig.3 shows, the process can begin with a step-based approach: awareness/sensitization programs at all levels, then capacity building through targeted training at the relevant loops, then initiating pilot projects for learning by doing. In this step, as Fig. 6 shows, some screening with an appropriate adaptation lens has to be done to ensure that the project has

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internalized the adaptation agenda. The final step is full-scale mainstreaming adaptation into development process.

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Then comes the integration during Implementation Phase of the development strategy, represented by the Gob documents, such as the SFYP and the BCCSAP: two kinds of interventions likely will facilitate the process of integration: Reorient policies and practices that already integrate current climate variability. The purpose is to internalize projected climate change impacts. Examples: o o o o Designing and enforcing appropriate construction codes across all regions, including coastal and physical structures. Disaster management practices to focus on ex-ante, not ex-post coping mechanisms. Integrated management of land and water systems; and Ensuring synergies in implementing the measures under the UNFCCC, CBD and UNCCD.

The second group of interventions focuses on filling policy gaps to address climate variability; achieving this would enhance resilience of the society to climate change. Few examples of actions are given below: o Provision of insurance and microinsurance to cushion the security of assets against climate shocks. This needs to be done particularly in view of the latest decision at COP18 in Doha in December 2012 regarding loss and damage, which decided to establish institutional arrangements including an international mechanism to address loss and damage. Appropriate pricing of water and natural resources to improve efficiency in management; also to ensure sustainable access of the poor. Land use management and agricultural practices that improve productivity and protect soil and water; here in view of the new agenda of Agriculture under the UNFCCC, some projects of synergy (win-win options) between adaptation and mitigation may be undertaken. Land use planning that avoids marginalizing the poor and forcing them to live in hazard zones. Community-based resource management, which has already shown great promise in Bangladesh through community-based adaptation, particularly in the north-east region, and also in the south-west coastal belt of the country. Strengthening health services of the poor, and Budgetary allocation for adaptation, particularly from the Climate Resilience Fund.

o o

o o

o o

Institutional framework for Mainstreaming The following steps are vital: As mentioned before, establishing a high-level national climate change adaptation Focal Point (CCAFP), with sectoral CCAFPs as members. This committee led by the Planning Commission will work at the operational level, with guidance from the National level Adaptation Committee, headed by the Minister of Finance. A chain of adaptation committees, down from the Union Parishad, upwards to UpaZilla, Zilla, Division and National levels, to be formed and made functional on a regular basis, both for plan development and implementation phases. A strong team to negotiate for defining climate finance and align the inflow for mainstreaming with the budgetary process. New focus to be given on implementing the COP decisions for climate-resilient development.

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Strengthening local governments as the main loop as an immediate priority for the purpose. Appropriate mechanisms for ensuring fiduciary standards in fund management. Focused and targeted capacity building for mainstreaming, as mentioned above. Building a strong bridge among policy-makers, academia and action research. Monitoring and Evaluation of Mainstreaming: Sample of Few Indicators of M & E In Bangladesh, the weakest link is the implementation loop. So, it is of utmost importance that a set of effective indicators of M & E needs to be developed, in order to measure Progress in adaptation mainstreamlining. These M & E should touch both the policy and operational level, to ensure `climateproofing of development at every level and scale. Again, a bridge needs to be built up between top-down institutional monitoring and bottom-up community-level monitoring. Below is a set of sample indicators for the M & E roadmap: 1. Financial indicators: share of GDP devoted to adaptation actions; Donor contribution to adaptation, Costing of adaptation options, etc. 2. Adaptation-awareness development indicators: these can be adapted from indicators for the MDGs and Sustainable Development; there are overlaps among these goals, and also statistical information is there for the MDGs and SD. 3. Sectoral policy indicators: Adaptation issues considered in Project Proforma and investment decisions. Indicators to reflect interactions between sectors and climate change impacts including positive and negative feedbacks of sectoral activity on climate variability, cost-benefit analysis of sectoral adaptation measures, etc. 8. What Role NGOs and Civil Society can Play: Since independence of Bangladesh, NGOs have started working in the development and disaster management sector. Gradually, the scope of works of the NGOs increased over time, and they have become a vivrant sector in the society. In the service delivery sector, particularly the NGOs have been playing a very effective role. This has been recognized both by the development partners as well as by the Government. The development strategy of Bangladesh now has an inclusive approach, with recognition of their participation and contribution in the development of the country. In the adaptation activities in particular, NGOs have a very strong role to play, especially in mainstreaming of adaptation. Many NGOs are working already at local level for enhancing the community-level adaptive capacity. Climate change adaptation is mainly local, and NGOs have access to remote, marginalized areas in Bangladesh. Here NGOs can play a really potent role, together with the Government. The NGOs can assist the local governments in drawing local adaptation plans with taking each Upazila as the unit for such planning. Further, NGOs can have very active representation and participation in adaptation committees from Upazila to national levels. In this regard, OXFAM UK and its Bangladesh office can play the lead role on behalf of theNGOs. Besides, OXFAM GB has its many partner NGOs. Together, it can form a network specifically meant for implementing the proposed roadmap for mainstreaming adaptation. Learning from and transferring NAPA experience into the NAP Process As mentioned before, stitching the NAPA and NAP into a coherent whole should be the goal as a vital element of mainstreaming adaptation. NAPA process for the LDCs including Bangladesh was based on immediate and urgent needs and Bangladesh has submitted the NAPA to the UNFCCC Secretariat back in 2005. Bangladesh is already implementing few NAPA projects. And the NAP process as mid-and long-term planning has just begun. However, these two planning processes should be aligned together, as a continuum from short to medium and long-term goals of adaptation as part of development and mainstreaming. However, the lessons learnt from the NAPA process need to be considered for preparing the NAP. One basic lacuna, as this author observed then as a member of the LDC Expert Group, was that the Bangladesh NAPA was not a participatory process in the real sense of the term. At the beginning, six

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agencies were selected for developing their sectoral perspectives of NAPA. Of course, there were public consultations organized by these agencies, but community inputs were not reflected much in the final outcome. The priorities of these agencies were given preference in selecting 15 NAPA projects. Later, a revision process was initiated. So, the NAP process should begin with real participation of the communities of each and every ecological zones in Bangladesh. These first hand inputs can be processed by national level experts, with their scientific and planning expertise. Again, the draft NAP should be put to public consultations and hearings from local to national levels. Thus, an iterative process should guide the NAP preparation exercise. Finally, the adaptation committees at different levels as representatives of all stakeholders in the process, should vet the final output for adoption. In all these exercises, mainstreaming of adaptation measures into sectoral, regional and national development strategies should be the target goal. Conclusion The above discussion shows that adaptation and its mainstreaming, though sounds an easy process, is actually extremely tricky, in view of its dilution with the development process. But as discussed, a country like Bangladesh has to adopt a development first approach, with a vulnerability-focused strategy to address adaptation. This will strengthen development process, with reduction of poverty. Also keeping the sources of generation of adaptation finance and ODA separate is extremely important to gauge the new and additional aspects in climate financing. There is a strong move on the part of the donors to blur these differences and providing adaptation finance even as loans. There are already precedents for that even in the LDCs. This needs to be guarded. Taking all these considerations into the proposed Roadmap, the paper concludes with the final suggestions, culled through the discussions with stakeholders at GO and NGO levels: a. There is a need for revision of many sectoral policies including the Agriculture Policy, with insertion of the agenda for mainstreaming, its rationale and direction. Though in most of the cases, policies dont matter so much in the day-to-day activities of any ministry, a good policy at least serves as a reference point and a moral pressure for implementation along the prescribed track. b. As mainstreaming is a real issue for internalization into policy process, the actions have to be initiated both up and down, as mentioned above. Here is a summary, with few added elements: i. First, the senior hierarchy of the government needs to be sensitized. In the case of MoA, the Minister who is usually a senior and influential member of the Cabinet, needs to be convinced first by officials within her/his ministry; then the Minister can take up the issue at the Cabinet meetings attended by his/her colleagues and the highest authorities of the government. In this process, the Cabinet may issue a Decree or a Rule to the effect of mainstreaming climate change into development strategies of the country. Only then, all the ministries will take up the issue seriously for carrying forward. This culture of centralized management, though not good, but operates in Bangladesh. Also, the Parliamentary Standing Committees of each ministry should be taken on board, because they represent the voter constituencies, who may put pressure on the government for sustaining their respective programs and projects. ii. In this process, the Ministry of Finance and the Ministry of Planning, with the Planning Commission hold the key to mainstreaming, because they control the resource flow and the process. iii. With a Cabinet decree, a climate change mainstreaming cell should be created under the High-level Ministerial Committee, as mentioned before, which may be headed by the Chair of the BARC, who holds a secretary level position. With his/her expertise and long years of working experience with the government, she/he will have easy access to the highest authority and can exert her/his clout for the purpose. This body should be empowered with necessary budget for effective coordination. BARC Chair is the right position for carrying out such a role, as BARC has done a good job of institutionalizing important and effective agricultural research and their

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iv.

v.

vi. vii. viii. ix. x.

implementation in Bangladesh, through its elaborate National Agricultural Research System. Together, a bottom-up approach should also be pursued. The communities of important agriculture and ecological zones in Bangladesh, such as food granary and coastal belts, should be sensitized about the need for mainstreaming adaptation. Then they can put pressure on the government authority at different levels. In this task, the NGOS, with appropriate backgrounds, may be involved for mass mobilization. Together, the local governments including the Upazila Chairmans office should be strengthened and decision-making authority should be decentralized, particularly in handling climate change issues, since adaptation is mostly local and communitybased. Without this, mainstreaming will never be successful. Each ministry should strengthen the planning cell, with internalizing the expertise needed for mainstreaming climate change into development projects and programs. An inventory of agricultural lands including existing so-called wastelands may be initiated, to understand the impacts of climate change on specific eco-zones. This will help in strategizing on how to mainstream in specific areas. A series of policy briefs on mainstreaming targeting constituencies, both up and down, can be prepared and disseminated on a regular basis. The language and vocabulary of these briefs should be easily understandable by the target audience. As mentioned before, the NGO/CBO representation, particularly with democraticallyrun NGO/CBOs, should form an important part of the mainstreaming exercise. Here OXFAM-GB can lead the NGO/CBO stakeholder group. Private sector needs to be taken on board in earnest, as it was not involved so much in adaptation business historically. Both on a business and corporate social responsibility (CSR) model, the private sector needs to be made an important stakeholder in terms of their property and asset stakes.

Finally, there was agreement among the stakeholders that for a sustainable mainstreaming of climate change issues into the development planning process, the current project-based approach as done with call for Proposals by the government agencies and NGOs, will not serve the purpose. This approach, done incoherently, with no prioritization and no backward or forward linkage, is not effective at all. Instead, each ministry and agency, taking the science-based short, medium and long-term impacts of climate change, should develop their plans and programs, in a phased manner, align with national plans and then go for their implementation as loops in the chain. In this process, NGOs can serve as facilitator for community mobilization and reaching out to all rural and urban communities. In such an approach, budgetary allocations should automatically be internalized, based on the estimated costs of mainstreaming of adaptation activities. This part of the budget needed for implementing the mainstreaming activities, both for concrete projects and the related facilitative and capacity building activities, must come from international climate finance. References Adger, W.N. et al. Adaptation to Climate Change in the Developing World, Progress in Development Studies 3(3), 2003:179-195. Adger W. N. 1. Social vulnerability to climate change and extremes in coastal Vietnam, World Develoment 27, 1999: 249-269. Agrawal, A. The Role of Local Institutions in Livelihoods Adaptation to Climate Change, in Social Dimensions of Climate Change, Washington, DC: Social Development Dept, World Bank, 2008. Ayers, J. Financing urban adaptation, in J. Bicknell, D. Dodman and D. SAtterthwaite (eds), Adapting Cities to Climate Change. London: Earthscan, 2009. Ayers, J and D. Dodman. Climate change adaptation and development: the state of the debate, Progress in Development Studies, 2010 10(2): 161-168. Ayers, J and S. Huq, Supporting adaptation through development: what Role of ODA? Development Policy Review 27(6) 2009: 675-692.

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Bernauer, T. and Gampfer, R. `Effects of civil society involvement on popular legitimacy of global environmental governance, Global Environmental Change, 2013, 23: 439-449. Bernauer, T. and Betzold, C. `Civil Society in Global Environmental Governance, The Journal of Environment and Development, 2012, 2191): 62-68. Biermann, F. and I. Boas. `Preparing for a Warmer World: Towards a Global Governance System to Protect Climate Refugees, Global Environmental Politics 10(1), 2010: 60-68. Bizikova, L.J, L. J. Robinson and S. Cohen. Linking Climate Change and Sustainable Development at the Local Level, Climate policy 7, 2007: 271-77. Burton, I. Deconstructing Adaptation ! and Reconstructing, 5:1 Delta, 1994: 14-15. Burton, I. `Beyond borders: the need for strategic global adaptation, in Sustainable Development Opinion 2008, IIED, London. Burton, I. The growth of adaptation capacity: practice and policy. In Smith J. et al. eds. Adapting to Climate Change: An International Perspective, Springer-Verlag, New York, NY, USA, 1996. Ciplet, D., Field, S., Madden, K., Khan, M. and Roberts, T. The Eight Unmet Promises of Fast-Start Climate Finance. International Institute for Environment and Development (IIED) Briefing, November 2012. Policy briefing. Govt of Bangladesh, 2009: Bangladesh Strategy and Action Plan, Ministry of Env & Forests, Dhaka. Gupta, J. The Climate Change Convention and Developing Countries: From Conflict to Consensus? (Boston, London, Dordrecht: Kluwer Academic Publishers, 1997). Houghton, J.T. et al. (eds), Climate Change 2001: The Scientific Basis, IPCC WG1 contribution to the Third Assessment Report (Cambridge University Press, 2001). Huq S et al. Linking Climate Adaptation and Development: A Synthesis of Six Case Studies from Asia and Africa, IDS Bulletin IDS 36(4), 2005: 117-122. Huq, S. & Reid, H. `Mainstreaming Adaptation in Development IDS Bulletin 2005 35(3), 15-21. IPCC. Summary for Policymakers, in M.L. Parry, M.L Conziani, J.P. Palutikof, P.J. van der Linden and C.E. Hanson (eds), Climate Change 2007: Impact, Adaptation and Vulnerability: Contribution of the Working GroupII to the Fourth Assessment Report of the Intergovenmental Panel on Climate Change P(London, Oxford University Press, 2007). Jerneck, A and L. Olsson. Adaptation and the Poor: development, resilience and transition, Climate Policy 8, 2008: 170-82. Khan, Mizan and Roberts, J.T. Towards a Binding Adaptation Regime: Few Levers and Instruments in Moser, S and Max, B. (eds) Toward Successful Adaptation, forthcoming by Routledge in early 2013. Khan, M.R. 2013. Toward A Binding Climate Change Adaptation Regime - A Proposed Framework London: Routledge/Earthscan. Khan, M. R. and Roberts, J.T. 2013. Adaptation in International Climate Policy, WIREs Climate Change 4: 171-189. Klein, R.J.T. et al. Portfolio screening to support the mainstreaming of adaptation to climate change into development assistance, Climatic Change 84, 2007: 23-44. Lemos, M.C. et al. Developing Adaptation and Adapting Development, Ecology and Society 12, 2007. Lemos, M.C. and E. Boyd. The Politics of Adaptation Across Scales: The Implications of Additionality to Policy Choice and Development, in Boykoff, M (ed), The Politics of Climate Change: A Survey (Routledge: London and New York: 2010). Mcgray H et. al., Weathering Storms - Framing Adaptation and Development, Washington, DC. WRI, 2007.

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MoEF, 2005. Ministry of Environment and Forest Government of the Peoples Republic of Bangladesh : The National Adaptation Program of Action (NAPA). Final Report Prowse, M. Grist, N. and Sourang, C. ODI Project Briefing, No. 21, ODI, 2009. Schipper, L. `Conceptual history of Adaptation in the UNFCCC process, Review of European Community and Inernational Environmental Law 15, 2006: 82-92. Schelling, T. `Some economics of global warming, American Economic Review 1992, 82: 1-14. Sen, A.K. Develooment as Freedom (Oxford, UK: Oxford University Press, 1999). SMRC, 2000. SAARC Meteorological Research Center, Dhaka. Stern, N. The Economics of Climate Change, American Economic Review 98, 2008: 1-37. Stern, Nicholas (2006), Stern Review: The Economics of Climate Change: Executive Summary, London, UK Treasury. Tearfund, Adaptation United, Building Blocks from developing countries on integrated adaptation, March 2011, available at: http://tilz.tearfund.org/research. Yohe, Gary and Tol, Richard, 2002: Economic Coping Capacity: Moving toward a Working Definition of Adaptive Capacity, Global Environmental Change 12, 25-40.

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VI. Nationally Appropriate Mitigation Actions (NAMA) Introduction The UNFCCC in 1992 framed its objective as: ''The ultimate objective of this Convention and any related instruments that the Conference of the Parties may adopt (e.g. adoption of Kyoto Protocol in 1997) is to achieve, in accordance with the relevant provisions of the Convention, stabilization of greenhouse gas concentrations in the atmosphere at a level that would prevent dangerous anthropogenic interference with the climate system." But the global community is still far away from achieving this objective. However, the Cancun Agreement of COP 16 is considered a significant step forward that moved the important elements of Copenhagen Accord of COP15 forward by agreeing with the following fundamental global positions: i) Global long term goal of holding the increase in global average temperature below 2 deg C above pre-industrial levels, and strengthening this global goal on the basis of available scientific knowledge, including in relation to a global temperature rise of 1.5 deg C; Parties would cooperate in achieving the peaking of global and national GHG emissions as soon as possible.

ii)

Question is how to achieve those objectives particularly when large developing countries are emitting no less than the developed countries. Here in lies the importance of NAMA in developing countries. In this section we try to basically detail out a generic NAMA process beginning with the tortuous journey it had from the Bali COP13. Towards the end, however, we also delineate ideas regarding what had been done so far in mitigation activities in the country whether by design or not. Furthermore we try to find a link between NAMA elements and the pillar 5 of BCCSAP namely low carbon development and mitigation. Evolution of NAMAs The term NAMAs (Nationally Appropriate Mitigation Actions) for developing countries entered as a topic in the climate policy debate through the 2007 Bali Action Plan when COP13 to the UNFCCC agreed to using NAMAs to address mitigation in a broader scale. The language is: Nationally appropriate mitigation actions by developing country Parties in the context of sustainable development, supported and enabled by technology, financing and capacity-building, in a measurable, reportable and verifiable manner. It was agreed in Cancun COP16 that developing country Parties would take NAMAs in the context of sustainable development, supported and enabled by technology, financing and capacitybuilding, aimed at achieving a deviation in emissions relative to business as usual emissions in 2020. In fact, Cancun Agreement provided the basic inputs for the elaboration of NAMAs and other associated issues like MRV (Measurement, Reporting and Verification) of NAMAs, MRV of support for NAMAs by developed countries, Biennial Update Report (BUR) for developing countries, NAMA Registry, International Consultation and Analysis (ICA) for developing countries mitigation, etc. Durban COP17 further moved these elements forward by adopting necessary decisions. With regard to NAMA Registry, COP17 decided to set up a web-based, dynamic prototype registry to record NAMAs seeking international support, and to facilitate matching of finance, technology and capacity-building support for these actions together with the function of international recognition for mitigation actions of developing countries. Doha COP18 Decided to establish a work programme to further the understanding of the diversity of NAMAs under the Subsidiary Body for Implementation, with a view to facilitating the preparation and implementation of those NAMAs, including on: i) The needs for financial, technology and capacity-building support for the preparation and implementation of specific measurable, reportable and verifiable nationally appropriate mitigation actions, as well as support available and provided, access modalities and related experience gained; and The extent of the matching of mitigation actions with financial, technology and capacity building support under the registry.

ii)

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The gradual development of NAMAs Elaboration of NAMAs There is as yet no internationally agreed definition of NAMAs. So it is to a high degree up to the individual country to define this. Therefore, NAMAs will probably not be limited as long as they are in line with national development policies and plans resulting in mitigation of GHG emissions, and have an impact that can be measured, reported and verified (MRVed). The political and administrative framework for NAMAs will probably be evolving, but NAMAs seem to be new standard element of the international climate policy regime. As of now, NAMAs are! meant to support sustainable and low-carbon economic growth, and not to create additional economic burden to developing countries; voluntary (not legally binding); nationally determined; instruments for structural transformation; an opportunity to leapfrog over polluting development pathways; NAMA should be embedded in an over-arching low emission deve-lopment strategy (LEDS); in line with economic development and poverty eradication priorities; in accordance with the capabilities and social and economic conditions of the country

NAMA can be financed domestically from public and private funding sources; supported and enabled by technology transfer, financing and capacity building by developed countries measurable, reportable and verifiable

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Classification of NAMAs Internationally recognised NAMAs Unilateral supported NAMAs- This is solely a domestic administrated and supported system. International supported NAMAs- This is international supported system with different types of support. Possible future credited NAMAs Sectoral crediting- Sectoral crediting would be based on an agreed emissions threshold or no-lose target at sectoral level. That is, countries would agree on a level of emissions for a sector. This threshold could be either in terms of absolute emissions or intensity-based, for example in terms of emissions per unit of GDP, emissions per unit of electricity generated, etc. The developing country could then undertake actions to reduce its emissions to the agreed level, either unilaterally or with some international support. If emissions are reduced below the target, the developing country would receive credits. If the target is not achieved, there would often be no penalties. But a model with penalties could be established. Sectoral trading- Sectoral trading would follow the cap-and-trade approach The sectoral target would be a mandatory cap and the developing country would receive tradable units ex ante, essentially equivalent to the assigned amount units (AAUs) industrialised countries receive under the Kyoto Protocol. If the country manages to reduce its emissions below its target, it would thereby achieve a surplus of trading units which it could sell. If the country does not achieve the sectoral target, it would need to buy trading units to cover the shortfall. Types and sectors of NAMAs The figure below provides ideas on the sectors and types of NAMAs.

Opportunities for international support for NAMAs As expressed earlier in this section, mitigation discussions got prominence in international climate change talks. Though developing countries put greater emphasis on providing adequate support to meet their adaptation needs in the negotiations, yet commitments of support by developed countries are centred on mitigation activities. It is clearly reflected in the major decisions adopted by COPs on finance, in particular with the issue of mobilizing USD 100 billion a year by 2020. It was first brought up in the Copenhagen Accord of COP15 in the following language: In the context of meaningful mitigation actions and transparency on implementation, developed countries commit to a goal of mobilizing jointly USD 100 billion dollars a year by 2020 to address the needs of developing countries. Again in Cancun Agreement of COP16, this issue was reflected in paragraph 98 under finance chapter: Recognizes that developed country Parties commit, in the context of meaningful mitigation actions and transparency on implementation, to a goal of mobilizing jointly USD 100 billion per year by

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2020 to address the needs of developing countries. Similar languages were also used in Durban Outcome of COP17 and Doha Decisions of COP18 under long-term finance. Furthermore, developing country Parties were encouraged during COP16, COP17 and COP18 to develop low-emission development strategies, recognizing the need for financial and technical support by developed country Parties for the formulation and implementation of these strategies. So, it is envisaged that a significant part of international fund would be dedicated to providing support to mitigation activities in developing countries. Since the NAMA provides the necessary platform and right vehicle for mitigation activities in developing countries, there is a significant opportunity of bringing international support through bilateral and multilateral funding agencies for preparation and implementation of NAMA as indicated in previous COP decisions. To this end, a good example is the establishment of the NAMA Facility. The NAMA Facility has been officially announced by Germany and the UK at the sidelines of COP-18 in Doha 2012. Germany and the UK will jointly provide !70m Euro of funding to provide support for the implementation of transformational NAMAs in developing countries as part of industrialized countries commitment to mobilise US$ 100bn international climate finance annually by 2020. So domestic, bilateral, multilateral as well as Green Climate Fund (GCF) are considered the major funding sources for NAMAs support. This is shown in the next figure which provides a broad picture.

A broad picture of financing possibilities for support to mitigation actions How to develop NAMAs The NAMA-Tool developed by GIZ Environment and Climate Change Division provides developers and implementers of NAMAs with brief step-by-step instructions on how to develop a NAMA. The tool navigates users to the relevant information, knowledge, instruments, and publications available. The process is structured into ten steps. The 10-step approach is designed to supply users with more data and accessible instruments for certain aspects of the NAMA development. Even though this tool helps prepare for the implementation of NAMA, it is first and foremost a navigation tool, guiding practitioners through the process of developing a NAMA. It is not an instrument for the implementation of NAMAs itself. This tool also does not give sector-specific instructions, but includes links to sector-specific expertise and handbooks. The tool is publicly available at www.mitigationpartnership.net .

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When developing an individual NAMA, the sequence of 10 steps does not require to be followed strictly nor chronologically nor completely. However, an ambitious NAMA should complete all steps somewhere along the process. The ten steps are: 1. Assess framework conditions, analyse policy gaps and identify needed measures ! ! Assess national framework conditions for mitigation, including the political and governance framework and general barriers for climate policy implementation. Consider relevant national strategies or plans as well as time horizons in the global climate process until 2015 (when a global agreement shall be negotiated) and 2020 (when the global emission peak must be reached). Assess bottom-up where gaps remain in existing policies in order to address national development needs and priorities and identify needed measures to be implemented applying emission reduction targets to them. A LEDS given one exists already is intended to provide a framework for the development and implementation of NAMAs, as well as help identify synergies

2. Evaluate technical emission reduction potential & co-benefits ! Evaluate the technical emission reduction potential and associated costs at national and sectoral level through ex-ante estimates, which should be based on the application of internationally recognized methodologies that quantify emission reductions and costs and avoid double counting. The evaluation should additionally consider co-benefits, as well as economic incremental costs. Make sure to apply a do-no-harm approach. Check for co-costs and negative effects of the envisioned NAMAs.

3. Identify potential actions & NAMA implementers ! Identify potential actions, possibly with the help of a Marginal Abatement Cost curve, and select an action which is cost-efficient and contributes to long-term sustainable emission reductions. Conduct sector-by-sector participatory assessment, planning and consultation processes, e.g. workshops, to identify reduction potential and development gains and to plan for concrete activities. Develop and discuss criteria for good and ambitious NAMAs. Prioritize sectors and actions for potential NAMAs, considering the best available options and ones that are realistic for implementation. Evaluate financial, political and socio-cultural feasibility. Identify and involve potential financiers, discuss planned NAMAs and potential NAMAs implementers with them.

! ! !

4. Define baselines A baseline is a level of emissions that provides a reference level to establish a goal or target and/or to measure progress. The following points need to be worked out: ! Determine the purpose of the baseline: what does the NAMA seek to achieve (e.g. is it setting a target?), or what would happen in the absence of the NAMA? (e.g. will the baseline measure performance?) Collect data to set up a GHG baseline. Define boundaries, consider leakages as well as uncertainty, pay attention to net emission reductions. Include additionally non-GHG co-benefits in the baseline.

! !

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5. Design a MRV plan While guidelines for reporting (Biennial Update Reports) and verification (International Consultation and Analysis) of national-level mitigation information under the UNFCCC do exist, no international agreement has been reached in the UNFCCC negotiations yet on MRV guidelines for monitoring individual NAMAs. Until such an agreement has been reached on MRV guidelines for NAMAs, the NAMAs developer and those supporting the NAMAs whether it be national or international supporters may design MRV plans for NAMAs that suit the parties involved. Development cooperation experience with project monitoring, sectoral experience with measuring and reporting, and CDM experience with verification offer valuable lessons for NAMAs developers. 6. Detail the NAMA planning ! ! ! ! Plan NAMAs according to an international NAMAs template to make the NAMA process timeefficient and transparent. Define a timeline for a set of activities and responsibilities of the NAMA implementer(s). Conceptualize and Design NAMAs with the help of a NAMA template. Develop and apply tools for different interventions: a. for planning the policy framework and creating an enabling environment; b. for regulation and setting up effective institutions; c. for economic incentives to form appropriate structures; d. for generating and disseminating relevant information; e. for promoting investments in technologies for implementation; f. for avoiding any potential negative impacts of the NAMA In the detailed development of NAMAs, existing sector-specific NAMA handbooks can be helpful references for the application of appropriate instruments. 7. Identify needed resources ! ! Develop a professional business plan jointly with implementers to present NAMAs to potential public/private financiers. The design process of NAMAs should pro-actively engage the private sector and remove barriers to its involvement. Public-private roundtables, for example, can establish a continuous communication process. Depending on cost structure and revenue streams, the major portion of NAMA financing will have to come from domestic sources through the creation of economic incentives, e.g. putting a price on carbon or regulatory interventions to cap (and trade) emissions. Therefore, NAMAs must form part of national plans and strategies.

If private and domestic resources are not sufficient, identify needs for technological, capacity building and financial support and potential sources for this support. International climate finance will have to play a complementary and catalytic role. In addition private sector engagement will be necessary to meet the financing needs. At a later stage, carbon markets may also be a mechanism in the long run to attract resources for NAMAs. 8. Submit to UNFCCC NAMA registry The Registry has the function of enhancing transparency by tracking mitigation actions and thus allowing an overview on whether the planned and implemented actions are sufficient to achieve the

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global 2C target. Additionally, the Registry has a knowledge management function and is supposed to facilitate the matching of needs of NAMA host countries with support from developed countries. Since submission to the Registry is voluntary, a country may decide to use the Registry as a means of attracting international support or as a means of showcasing internationally NAMAs that may already be under implementation. It is worthwhile to mention that in response to decisions of COP16 and COP17, the UNFCCC Secretariat has developed, as a part of web-based prototype Registry, two separate templates: NAMA Seeking Support for Preparation and NAMA Seeking Support for Implementation. These are presented as Annexures 1 and 2. Implement NAMA & MRV Once implementation is underway, a timeline for planned interventions should be followed, financial and organizational management must be carried out, and progress should be monitored. The MRV plan that was agreed upon during the NAMAs design phase (see Step 5) must be operationalized to measure, report and verify ex-post the emission reductions, as well as other MRV-able aspects of the NAMA, such as its co-benefits. Also, while the NAMA developer may have the responsibility of designing the MRV plan for a NAMA, the NAMA implementer should carry out the MRV plan. During the MRV design process, it would have been decided what to measure, how to measure, when to measure and who should measure. The answers to these four questions can be used to set up an implementation plan for this step. Identify best practices Instigate a learning process by starting early action and getting experience on the ground in developing and implementing NAMAs and identify best practice. Lessons can be drawn from: " " " Annex 1 country implementation of policies and measures Annex 1 Reporting Requirements, e.g. MRV of Policies and Measures Implementation of the CDM and Programmes of Activity under the CDM*

* while NAMAs go clearly beyond individual projects and are not necessarily linked to the international carbon market. Organisational structure for NAMA development In addition to the 10 step process of NAMA development, governments should assess the existing institutional structures if the country needs a designated organisational set-up to facilitate NAMA development and implementation. There is no official requirement for such an institutional structure. However, harnessing existing capacities can strengthen ownership. To this end, following important points need to be considered: " Options for such organizational structures could be a new mandate for an existing institution, or an inter-institutional committee. In general, organizational structures should be based on existing structures and not establish new institutions. The organizational structure should ideally have a facilitating role, rather than steering NAMA development top-down, which might be inefficient. The NAMA development process should involve a variety of in-country stakeholders and activities. The organizational structure should network the different line ministries involved.

"

For an example of inter-ministerial cooperation of different line ministries in the MRV of NAMAs in Indonesia, one may consult the NAMA Sourcebook, (2012), p. 35.

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Bangladesh approach towards mitigation Bangladesh is considered one of the most climate vulnerable countries in the world while its contribution to global warming is negligible. The per capita per year GHG emissions of Bangladesh is less than 0.3 ton. Yet, in line with the Bali decisions Bangladesh voluntarily agreed to a low carbon development path subject to 4 inviolate security concerns which are security of food, livelihood, water, and energy. Indeed the country already has several policies and practices which help in designing a NAMA and implementing it. In the sphere of policy Bangladesh formulated National Renewable Energy Policy 2008 where it envisioned that at least 10% of the total energy would be generated from renewable sources by 2020. Furthermore, Bangladesh prepared BCCSAP under which mitigation and low carbon development was considered as one of the cornerstones of the strategy. Here energy efficiency, energy conservation and renewable energy got necessary emphasis as mitigation activities. Bangladesh made good efforts to streamline regulatory and institutional settings by creating following new Acts/Rules/Authorities: Bangladesh Energy Regulatory Commission (BERC) Act 2003, Sustainable and Renewable Energy Development Authority (SREDA) Act 2012, Draft Energy Efficiency and Conservation Rules 2013, Draft Interim Action Plan for Improvement of Energy Efficiency & Conservation 2012, etc. As a part of the Governments initiatives towards mitigation, more than two million Solar Home Systems (SHSs) have already been installed in collaboration with partner NGOs across the country particularly in the areas that are not connected to national grid. The expansion of these SHSs programmes has been backed by the loans and subsidies provided by a Government Institution, Infrastructure Development Company Ltd. (IDCOL) created with the financial support of the World Bank and other bilateral and multilateral funding agencies. The Government has envisioned achieving 500 MW solar power developments in Bangladeswith the support of domestic and external resources. To this end, various programmes are underway including installation of solar irrigation pumps, solar electrification at railway stations, rooftop solar power solutions for commercial and residential buildings, remote education centres, rural healthcare centres, Union information service centres, etc. Installation of solar panel in new buildings has been made prerequisite before they get connected to national grid. The Government has exempted all taxes from the devices and equipments used for the utilization of renewable energy in particular solar energy. The country has also taken initiative to build new energy efficient Combined Cycle Power Plants as well as to replace old energy inefficient Single Cycle Power Plants with Combined Cycle Power Plants. On energy conservation, the Government is implementing a project styled Efficient Lighting Initiatives of Bangladesh to replace around 30 million household incandescent bulb with energy efficient CFLs. With the partnership of many NGOs, INGOs, research organizations, the Government has taken up a number of initiatives to install and disseminate hundreds of thousands of Biogas Plants, Improved Cook Stoves, Improved Rice Per-boilers, etc. Bangladesh is making good efforts to tab the wind power taking into account the potentials as indicated in the survey of wind mapping. Furthermore, several mitigation activities are being implemented in solid waste management, brick manufacture industries, transport sector, and some other industrial sectors. The government has already taken initiative to improve the transport sector by implementing key modal shifts (BRT, Metro, circular water ways, etc.) which require significant amount of investments from both public and private sector. Since seeking support for sectoral NAMAs is seen to be one of the effective ways to attract international climate finance, we need to link ongoing and future mitigation activities to the framework of NAMAs. Development of sectoral NAMAs in Bangladesh As already indicated, the BCCSAP has low carbon development and mitigation as one of the six pillars of the BCCSAP. It already has 10 programmes under it. These are quite naturally mainly in the energy production, distribution and consumption activities. Bit agriculture, urban waste, transport and built environment all have received some attention. It is noteworthy therefore that all the main sectors/subsectors responsible for emission of GHGs have received some attention. Since mitigation potentials as well as financial and technological implications vary from sector to sector, it would be wise however not to mix them together and it may be prudent to first develop sector specific NAMAs as expressed earlier. The sectors having good mitigation potentials are as follows:

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viii) Energy production and Supply ix) Transport and its Infrastructure x) Industry xi) Residential and Commercial Buildings xii) Agriculture xiii) Forestry xiv) Waste Management, etc. Note that all these have been mentioned under the 5 pillar of the BCCSAP. Note also that information provided in Bangladesh 2 National Communication to UNFCCC indicates total emissions of CO2 and CH4 in 2005 are 59067.85Gg and 1879.30Gg respectively. Out of this total emissions, energy sector is the largest source of GHG emissions (37949.60Gg CO2 and 26.03Gg CH4) followed by Industrial Processes and Land-use Change and Forestry. On the other hand, Agriculture sector (1215.69Gg CH4) followed by Waste Management are the largest CH4 emitting sectors in the country. Under Energy sector, Energy Industries (12780Gg CO2) followed by Manufacturing Industries including Construction, Transport, and Residential & Commercial Buildings have taken the lead in GHG emissions. The list of potential areas of interventions in energy sector as NAMAs are presented in the next subsection. Potential areas of intervention The GHG mitigation measures in energy sector generally includes (i) Energy Conservation, (ii) Energy Efficiency, and (iii) Increased Reliance on Renewable Energy. Here Energy sector also includes power or electricity generation, which is the most significant source of CO2 emissions in the energy industries category. However, the following mitigation measures may be undertaken in Energy sector as potential NAMAs: n) Combined Cycle Gas Turbine (CCGT) to replace Steam Turbine (ST) plants, o) Rehabilitation and modernization of old power plants, p) Upgrading and rehabilitation of Transmission and Distribution lines of electricity for the reduction of loss, q) Coal fired supercritical boilers in place of sub-critical boilers, r) t) Biomass gasification or biogas plant based electricity fed to the grid, Efficiency improvement of rice parboiling, s) Waste based electricity fed to the grid, u) Industrial cogeneration or utilization of waste heat from captive generators, v) Wind and solar PV electricity fed to the grid, w) Solar PV irrigation pumps to replace shallow tube-wells, x) Improved cook stoves, y) Solar PV lanterns to replace kerosene lamps, z) Use of efficient lighting devices, etc The generic structure of sectoral NAMA document Since there is no internationally agreed format of NAMA document, it is up to the individual country how to furnish all relevant information related to sector specific mitigation initiatives seeking international
nd th

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support for implementation. Taking this into consideration it is assumed that sectoral NAMA document should contain following information in a structured manner: 1. Name of the Sector 2. Title of Mitigation Action 3. Linkage with National Policies/Strategies/Action plan 4. Description of Mitigation Actions with Identification of Appropriate Technologies (Inputs drawn from Technology Needs Assessment) 5. Geographical Location 6. Estimated Emission Reduction (if available, information on methodological approach followed under MRV framework) 7. Estimated Full-cost of Implementation 8. Estimated Incremental Cost of Implementation (if necessary) 9. Estimated Timeframe for Implementation 10. Comments on Support Requireda) Financial Support b) Technological Support c) Capacity Building Support 11. National Implementing Entity 12. Name and Address of Contact Person and Alternative Contact Person Institutional ownership for sectoral NAMAs In order to ensure the ownership of sectoral NAMA initiatives as well as their effective implementation, relevant sectoral Ministries and line Departments/Agencies should take the lead for both the preparation and implementation of NAMAs. Here, the Ministry of Environment and Forests and the Department of Environment may have the coordination and facilitative role in providing necessary policy related and technical support drawing from international discussions around NAMAs. On the other hand, Ministry of Power, Energy and Mineral Resources will take the lead to developing NAMAs in energy sector. Since, Power Division has already taken significant mitigation initiatives in the field of energy conservation, energy efficiency and renewable energy, Power Division is in a good position to take the NAMA concept forward by developing and implementing those NAMAs with the help of bilateral and multilateral funding agencies or development partners. Here, subsidiary organizations, such as Power Cell, Bangladesh Power Development Board, Power Grid Company of Bangladesh, Rural Electrification Board, Bangladesh Energy Regulatory Commission, and newly created Sustainable and Renewable Energy Development Authority (SREDA) may definitely play a significant role in promoting and implementing NAMAs in energy sector. Furthermore, there are good opportunities for NGOs, private companies and other relevant organizations in developing and implementing NAMAs under public-private partnership in collaboration with domestic and international assistance. VII. Monitoring and Evaluation Framework for BCCSAP Projects Introduction Bangladesh has already established two funds for financing climate change projects. These are as already mentioned earlier in this report, the Bangladesh Climate Change Trust Fund (BCCTF) based on revenue from the national budget, and another namely, Bangladesh Climate Change Resilient Fund (BCCRF).

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The government of Bangladesh has approved 202 BCCTF projects till April 2013. Total cost for these projects are nearly 15.57 billion BDT. To assess the results delivered from these projects towards climate resiliency, project monitoring and evaluation needs to be carrying out with utmost importance. This section intends to present some tools and techniques for monitoring and evaluation (M&E) of BCCSAP projects as M&E provides with better means for learning from past experience, improving service delivery, planning and allocating resources and demonstrating results as part of accountability to key stakeholders. Monitoring, Evaluation and Indicators Monitoring can be defined as a continuing function that aims primarily to provide the management and main stakeholders of an ongoing intervention with early indications of progress, or lack thereof, in the achievement of results. An ongoing intervention might be a project, programme or other kind of support to an outcome (Handbook on Monitoring and Evaluation for Results, UNDP) Evaluation is a rigorous and independent assessment of either completed or ongoing activities to determine the extent to which they are achieving stated objectives and contributing to decision making. Evaluations, like monitoring, can apply to many things, including an activity, project, programme, strategy, policy, topic, theme, sector or organization. Evaluations are done independently to provide managers and staff with an objective assessment of whether or not they are on track. They are also more rigorous in their procedures, design and methodology, and generally involve more extensive analysis. However, the aims of both monitoring and evaluation are very similar: to provide information that can help inform decisions, improve performance and achieve planned results A clear framework, agreed among the key stakeholders at the end of the planning stage, is essential in order to carry out monitoring and evaluation systematically. This framework serves as a plan for monitoring and evaluation, and should clarify: " " " " " " What is to be monitored and evaluated The activities needed to monitor and evaluate Who is responsible for monitoring and evaluation activities When monitoring and evaluation activities are planned (timing) How monitoring and evaluation are carried out (methods) What resources are required and where they are committed

In addition, relevant risks and assumptions in carrying out planned monitoring and evaluation activities should be seriously considered, anticipated and included in the M&E framework Good indicators are a critical part of monitoring and evaluation. In particular, indicators can help to: " " " " " Inform decision making for ongoing programme or project management Measure progress and achievements, as understood by the different stakeholders Clarify consistency between activities, outputs, outcomes and impacts Ensure legitimacy and accountability to all stakeholders by demonstrating progress Assess project and staff performance

The process of formulating indicators should begin with the following questions: " " " How can we measure that the expected results are being achieved? What type of information can demonstrate a positive change? What can be feasibly monitored with given resource and capacity constraints?

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" "

Will timely information be available? What will the system of data collection be and who will be responsible?

The attributes of the good indicators are as follows: " " " " " Specific: Is the indicator specific enough to measure progress towards the results? Measurable: Is the indicator a reliable and clear measure of results? Attainable: Are the results in which the indicator seeks to chart progress realistic? Relevant: Is the indicator relevant to the intended outputs and outcomes? Time-bound: Are data available at reasonable cost and effort?

Scope of M&E under BCCTF projects There is some guidance for projects under the BCCTF. These projects are to be completed within 2-3 years a shorter project cycle than development projects under the national planning process. Eligible parties submit proposals based on the BCCSAP and the proposal guidelines to the Ministry of Environment and Forests. The proposals are reviewed by the Technical Committee (or the Sub-Technical Committee, for NGO projects), which submits its recommendations to the Board of Trustees for the final decision. Project budgets submitted by grant-seeking agencies are further reviewed and finalized with the assistance of the Climate Change Unit, on the basis of the governments procurement and sectoral implementation plans. The office of the Comptroller and Auditor General audits on-budget (government) projects and activities. The Board of Trustees of the BCCTF also has the authority to assign an independent audit of projects. Projects implemented by non-government agencies are audited by the Climate Change Unit, and may also be subject to independent audits based on a decision by the Board of Trustees. While the planning unit of each ministry monitors on-budget projects and activities. Climate Change Unit monitors projects implemented by non-government agencies. A guideline was gazetted by MOEF for project development, process, approval, revise, implementation, fund disbursement and policy for BCCTF projects. This guideline provided the logical framework which is a 4X4 matrix (Annex 1) and monitoring and evaluation plan (Annex-2). Implementing ministries are responsible for monitoring and evaluation of CCTF projects. The process is same as ADP projects and report to the Climate Change Unit (CCU) of MOEF. Project directors of CCTF projects prepare the completion report as per prescribed format and report to CCU of MOEF. The completion report consists of six parts. Part-D of the prescribed format has provision to report the Achievement of the Target of the Project and Part-E has Monitoring and Auditing portion. Part-F has provision of Descriptive Report and it helps to identify the Impact of the Project to climate change adaptation and mitigation, sustainability, and contribution to poverty alleviation. Frameworks and indicators of M&E Successful projects are usually well designed, focused on their purpose with clear aims, objectives and actions. The same is true for the successful assessment of programs and projects. It is important to have a clear framework and plan of action for M&E activities that is incorporated into the overall project plans. Logical Framework Approach BCCTF projects have adopted Logical Framework (LF) approach. The LF helps to clarify the objectives of any project, program, or policy and improve the quality of M&E design. It aids in the identification of the expected causal links the program logic - in the following results chain: inputs, processes, outputs, outcomes, and impact. It leads to the identification of performance indicators at each stage in this chain, looks at the evidence needed to verify these indicators as well as the assumptions that underlie them and the risks which might impede the attainment of results.

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Table 4.1 Logical Framework Matrix of CCTF Projects Narrative Summary Goal Purpose/ Objective Outputs Inputs Table 4.2 Logical Framework Matrix Summary Program /Project Logic at different levels Goal/Overall Project Objectives: What are the wider problems which the Project will help to resolve? This is the development impact to which the project contributes - at a national and/ or sectoral level. Purpose/Objective Outcome What are the expected benefits (or dis-benefits) and to whom will they go? What improvements or changes will the project bring about? Project Outputs: The direct measurable results (goods and services) of the project which are largely under project management's control Performance or Objective Verifiable Indicators (OVIs) The measures for judging whether or not the goal has been achieved. Measures of the extent to which a sustainable contribution to the goal has been made. Sources of Verification (SOV) Sources of information and methods used to collect and report on the goal /overall objectives Assumptions or Risks What are the external factors needed to sustain the goal achievement? What are the risks that might prevent this sustainable achievement? Objectively Verifiable Indicator (OVI) Means of Verification (MoV) Risk/ Important Assumption (IA)s

Measures by which achievements at the end of the project can be quantified - indicating that the purpose has been achieved and that these benefits are sustainable. Measures of the quantity and quality of outputs and the timing of their delivery.

Sources of information and methods used to collect and report on achieving the purpose

Sources of information and methods used to collect and report on achieving the project outputs

Project Activities: The activities or tasks that need to be undertaken to accomplish or deliver the identified project outputs. Project Inputs The resources needed to deliver the project activities (funds, people

Implementation/work program targets.

Sources of information & methods used to collect & report on project activities

Implementation/work program targets.

Sources of information to report on inputs are needed to produce the projects activities

What are the assumptions and hence risks concerning the purpose/goal linkage i.e. achievement of the project purpose towards the project goal or overall objectives What are the assumptions and hence risks concerning the output/purpose linkage. What are the external factors outside of the control of the project which, if not present, will restrict or stop the project achieving its purpose What are the assumptions /risks concerning the activity/ output linkage? What external factors are needed to achieve the project outputs? What are the assumptions /risks concerning the input/activity/ linkages.

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Program /Project Logic at different levels equipment etc)

Performance or Objective Verifiable Indicators (OVIs)

Sources Verification (SOV)

of

Assumptions or Risks

What external factors are needed to achieve the project activities LF not only encourages clarity of purpose and practice for project implementation but also provides the same for the nature and form of project M&E to be undertaken. Training is often required to promote the effective use of LFs. Other M&E tools The Performance-based M&E combines both, the traditional approach of monitoring implementation with the assessment of performance and results. It is this linking of both implementation progress with progress in achieving the desired objectives or goals of government policies and programs that make PM&E most useful as a tool for public management. Implementing PM&E system allows the organization to modify and make adjustments to the implementation processes for achievement of desired results and outcomes. The Performance indicators are variables to measure changes towards progress of results and should be identified for each output and outcome. Performance indicators should answer the question, What will be observed if the result is achieved? If a result is to improve or increase knowledge or capacity, baseline data may need to be collected early on during project implementation to allow measurement of what has changed. Table 4.8: Performance based monitoring framework Performance Performance Rating Category A B Monitoring and On or above Slightly below Evaluation current target current targets Financial On or under Up to 15% above budget budget Timeline On or ahead of Slightly delayed plan Overall On track with all Some areas of performance underperformance categories Description of overall performance rating Source: IFC

C Significantly below current target More than 15% above budget Significantly delayed Significant underperformance

Whenever a performance indicator is difficult to identify, it may suggest that the result needs to be redefined. Although it may not be possible to measure impact-level results, where feasible, these indicators should also be identified. Ideally, each result should be measured by a mix of both qualitative and quantitative indicators. The performance indicators should be objectively verifiable. A performance monitoring plan is a critical tool for planning, managing, and documenting data collection. It contributes to the effectiveness of the performance monitoring system by assuring that comparable data will be collected on a regular and timely basis. This is essential to the operation of a credible and useful performance-based management approach. It involves the regular collection of information on actual results and demonstrates whether a project, program, or policy is achieving its stated goals. Table 4.7: Example of Results Based Monitoring Framework Results Impact statement (Ultimate benefits for Indicators Measure progress of Baseline Target Means of Verification Risks & Assumptions Assumptions made from outcome to impact. Risks

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Results target population)

Indicators against impact

Baseline

Target

Means of Verification

Risks & Assumptions that impact will not be achieved. Assumptions made from outputs to outcome. Risks that outcome will not be achieved.

Outcome statement Measure of (Short- to medium progress term change in against development outcome situation) Outputs (Products Measure of Assumptions made from and services progress activities to outputs. tangible and against output Risks that outputs may intangibledelivered not be produced. or provided) Activities Milestones or Preconditions for (Tasks undertaken in key targets for implementation of order to produce production of activities. research outputs) outputs Source: Handbook on Planning Monitoring and Evaluating for Development Results, UNDP Goal (impact) Results (Long term, widespread, improvement in climate and environment)

Outcomes

(Intermediate effects of outputs on climate)

Outputs

(Products and services produced by the programme/ project)

Implementation

Activities

(Tasks undertaken by the programme/ project management to transform input to outputs)

Inputs

(Financial, human, material resources, policy)

Figure: Result oriented Monitoring Approach

Indicators Log Frame for a project involves identifying performance indicators (or OVIs) which are going to help us objectively verify whether or not our interventions have achieved the intended activities, outputs, outcomes and impact. The fundamental challenge is to develop appropriate performance indicators which measure project performance. These indicators measure the things that projects do, what they produce, the changes they bring about and what happens as a result of these changes.

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In order to choose indicators, decisions must be made about what to measure. Having the right indicators underpins effective project implementation and good M&E practice. Therefore time, effort, debate and thought should be given to their identification, selection and use. To measure something it is important to have a unit or variable in which or by which a measurement is made i.e. an indicator. For example, in BCCSAP projects if the aim is to provide capacity building training and climate change adaptation techniques, then number of vulnerable people being trained and numbers of people have been supported with the alternative livelihood are useful indicators. There is a need to distinguish indicators for different levels of assessment, that is monitoring, evaluation and impact indicators. The former (monitoring) concern tracking the progress of project implementation and primarily relate to inputs and activities. The latter two (evaluation) relate to measuring the results of the project: the outputs, the outcomes and ultimately, impact. Each aspect of implementing a project or program has typical types of indicators illustrating performance at each project level. Table 4.3: LF Indicators Examples Level of Indicators Inputs/ Activities Outputs Typical examples " " " " " " " " " " " " Impact Human resource Financial resources Material resources Training Products Recommendations/Plans Studies/Reports Legislations drafted Change in knowledge behavior Improved practices Increased services Legislation passed and/or BCCSAP Examples " " " " " " " " " " " " " " Training of vulnerable group Existing policy and guideline Specialized Consultants etc. Reports Policy Paper Research findings Press releases Legislative drafting Climate resilient crop adaptation CO2 emission reduced Green technology adopted Biodiversity reserved ECA reserved Legislation passed

Outcomes

" Decrease vulnerability " Food security enhanced " Increased sustainability " Change in livelihood " Increased employment " Capacity to combat climate disaster " Increased profitability Indicators, wherever possible, need to generate consistent measurements. They need to be selected or constructed so that when different observers measure performance, they will come to the same conclusion. Different types and aspects of interventions may require different types of indicators or a combination of indicators. Selection of indicators The following table sets out the main types of indicators that are used in evaluation work, how they are used. It is important to use both qualitative and quantitative forms of data in M&E practice because each can bring a different perspective to the same event or change and act as a check on the other sources as a means of verification or refute. Table 4.4: Indicator, characteristics and use Indicator types Direct Indirect Characteristics and use For observable change resulting from activities and outputs Useful when the objective is not directly observable e.g. adaptation is not a

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Indicator types (proxy) Qualitative

Quantitative Process Crosscutting Formative Summative

Characteristics and use thing as such but comprises a bundle of performance criteria including an increase in crop production, increase in income A way of measuring levels of participation, attitudinal change, behavioral change; emergence of leadership, access to political processes, evidence of consensus e.g. popularity of climate resilience crop production, attitudes of farmers, the experience of women to the system Can measure frequency, growth rates e.g, numbers of laws that need reform or acres of barren land being cultivated Allows measurement of how things are being done; belief that better implementation and real problems and needs will be considered; often qualitative Often used to describe indicators relating to gender, diversity, environment Set up within a timeframe to be measure during a phase of intervention. Used to measure performance at the end

For BCCSAP projects, the following conceptual framework can be used to develop indicators. The conceptual framework shows the interdependencies among categories of climate change projects activities and input, output and performance vectors.

"#$%&'(!")&*+(! ,*'(+-&'$.*! ! /&0('1!.0!')(!,*'(-2(*'$.*! $*!")&*+$*+!"#$%&'(!

,*9?'!@(4'.-!

B?'9?'!@(4'.-! :*.;#(7+(!<&*&+(%(*'=! "&9&4$'1!>?$#7$*+!&*7! /.4$&#!".%%?*$4&'$.*! 3*)&*4(!5(6$#$(*4(!&*7! 87&9'&'$.*! A(-0.-%&*4(!@(4'.-!

Figure: Conceptual Diagram for Framework Indicators

From the conceptual framework sets of indicators (quantitative or other) can be developed. The following tables are examples of indicators might be of BCCSAP projects. Table 4.5 : Examples of Indicators for Agriculture Sector in coastal areas Category Climate change integration Dimension Scenarios of climate change Measurable indicator (examples) Trends in rainfall in (mm) O Trends of temperature ( C) Inundated area (ha)

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Category

Dimension

Prediction modeling

Measurable indicator (examples) Agricultural drought area (ha) Salinity area (ha) Soil salinity (DS/m) Cyclone & Storm surge, flood and drought prediction maps (scenarios) Area (ha) of crop loss due to flash flood Area (ha) of crop loss due to flood Area (ha) of crop loss due to draught, cold spell, access rain Tons estimated loss of crops % Change of fresh water to brackish water Cyclone and storm warning lead time increased compared to baseline Warning disseminated to number of people GHG emission reduction by crop production Number of silo established Number of climate resilient crops established and Area under effective flood protection Kms of embankment developed Km of embankment upgraded to a height beyond predicted flood depth Area (ha) under improved irrigation system Land zoning map developed considering changed conditions % of irrigation area increased % of fallow land decreased Area (ha) of agriculture ecosystem protected Area (ha) under adaptive agricultural practices e.g. drip irrigation, mulching, diversification, etc Area (ha) under saline tolerant rice Area (ha) under drought resistant variety, etc Energy (MW) for agriculture MW of energy saved due to energy efficient and renewable energy uses in agriculture Number of people adopt climate tolerant crop varieties Number of people adopt energy efficient agriculture system Number of people have access to information relating climate resilient agriculture Number of people have access to information about energy efficient agriculture practice Number of adaptation options identified and tested Number of awareness and sensitization book let prepared Number of loss and damage tools developed Number of training module and manual and guidelines prepared

Early warning Low carbon development Infrastructures Risk reduction management

Interventions in the changing climate

Enhance resilience adaptation

Environment / Ecosystem Agriculture

Energy Knowledge management, capacity building and social communication Capacity Social communication

Knowledge

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Table 4.6: Examples of Indicators for solar energy sector Category Climate change integration Enhance resilience / adaptation Dimension Low carbon development Energy Measurable indicator (examples) Tons/ year CO2 reduced for introducing solar energy system MW of electricity generation from solar energy MW of electricity saved through energy efficiency Energy efficient appliances and technologies Tons of CO2 GHG reduced through solar energy uses Number of solar infrastructure system developed Number of people have access to information Number of people trained and awared about solar electricity generation and application of solar energy Number of professionals trained about solar energy Number of article published in print media Number of TVC/ Programme aired in electronic media Number of rally organized Number of seminar organized Number of awareness and sensitization book let prepared Number of training module and manual and guidelines prepared Number of guidelines developed

Intervention in changing the climate Knowledge management, capacity building and social communication

Infrastructure Capacity

Social communication

Knowledge

Evaluation and impact assessment Monitoring and evaluation are complementary and yet distinct aspects of assessing the result of a development intervention. The function of monitoring is largely descriptive and its role is to provide data and evidence that underpins any evaluative judgment. As monitoring is ongoing, providing information on where a policy, program or project is at any given time (and over time) relative to its respective targets and outcomes. The function and role of evaluation is to build upon monitoring data, bring together additional information and examine whether or not the project results have been achieved. Usually project evaluation is undertaken in line with donor reporting requirements and typically takes place at designated stages in the program cycle (often termed mid-term or project progress review), or immediately after the program intervention is completed (post-program evaluation or completion reporting). Covering all of the core criteria in all evaluations may be an ideal but is not always practical. The evaluation may be conducted at too early a stage to assess impact or sustainability in the longer term. However, in any evaluation it should always be possible to assess some degree of relevance, effectiveness and efficiency as minimum criteria. Criteria Questions Instruments Questions & the information collection method Conclusion Answers Evaluation questions to Recommendations

Figure: The Anlytical Evaluation Process.

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An evaluation cannot answer every question that various stakeholders want answered, without becoming burdensome and too time-consuming for those being evaluated and too expensive for those undertaking it. It is important to focus on a set of key questions regarding the output, outcome and impact indicators identified in the Log Frame or plan. These should be set against the core evaluation criteria. The project cycle of M&E Good practice suggests that to be effective, M&E should be addressed as part of project planning and integrated alongside project implementation and management systems. Attention should be given to both the processes and content of doing M&E and Impact Assessment. The central challenges for the project M&E are legitimizing and learning function (or proving and improving) with the overall demands of the project cycle. In an ideal world, decisions about M&E and Impact Assessment would be made at the earliest stage of the program. There may only be some basics characteristics about the proposed project and the context in which it will be take place. In many cases responsibility for M&E is split between different sections within the organization. Responsibility for ongoing monitoring is usually undertaken by the local program team together with their counterparts in local partner organizations. Responsibility for evaluating immediate outputs and outcomes is also usually undertaken by the local team but with support from external consultants and specialist M&E staff. Once a program has been approved for implementation, the next stage is to set about operationalizing the M&E activities. The first task will be to update the M&E framework and plan and completing a more detailed program management framework seeking to: Reflect any changes in the original time table; Detail M&E tasks and responsibilities identified and allocate to internal PM/M&E officers; Prepare final TORs for any external consultant to co-conduct the M&E and agree recruitment procedure and timetable; and Ensure M&E systems and reporting procedures and documentation are linked to project reporting systems.

Data are collected from M&E activities throughout the project and hence analysis of the findings should be undertaken alongside this work. Undertaking analysis on an ongoing basis and discussing findings as they are reported is important if the informing and learning roles of M&E are to be achieved. The tools needed to undertake the analysis of the data collected through M&E activities will depend upon and reflect the methodology adopted the range of data collection instruments used and the volume and nature of the data collected. Data needs to be analyzed for different groups, compared between groups and over time periods. External expertise may be required for the analysis of data, both in terms of guidance as to what tools should be used and related to this, how data should be recorded and stored as well as undertaking the actual analysis once the data has been collected. While M&E findings are regularly reported through project management systems, it is not unusual to find that they are not communicated beyond this, either internally and externally. It is so often the case that those involved in M&E, especially impact assessment activities, devote a lot of time to the design and implementation of M&E systems and not enough time to considering how their findings will be used. If M&E practice is to fulfill both its learning and proving roles and its findings are going to influence development thinking, policy and practice, then it is important to have a sound dissemination strategy in place.

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Annex 1 Logical Framework 10. Log frame (i) Planned date for project completion: (ii) Date of this summary preparation: Narrative Summary Goal Purpose/ Objective Outputs Inputs Objectively Verifiable Indicator (OVI) Means of Verification (MoV) Risk/ Important Assumption (IA)s

Annex-2 Monitoring and Evaluation Plan of the Project Name of the Main Activity 1: Key Indicators with Definition 1. 2. Baseline (if applicable) Intended results/ targets Data source Frequency of data collection Method/ Approach of Data Collection Responsible

Name of the Main Activity 2: Key Indicators with Definition 1. 2. Baseline (if applicable) Intended results/ targets Data source Frequency of data collection Method/ Approach of Data Collection Responsible

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VIII. Knowledge Management on Climate Change Preamble BCCSAP has given a major emphasis on knowledge creation for removing uncertainties related to CC vulnerability, relevant adaptation and mitigation activities as well as those related to financing, availability of technology and matters of capacity building. In every sphere there is a burgeoning literature and information, rather information overload. Without a proper knowledge management, it would become wellnigh impossible to see through the maze. Here in lies the rational and importance of knowledge management the subject matter of this section. Methodology Knowledge Management being fairly a new topic, emphasis was given more on secondary sources of literature available in printed reports and also in internet. Interviews were conducted with officials of relevant government offices, departments, projects and NGOs in order to get first-hand information on field experience and research findings on climate resilience and various adaptation measures related to climate change. Reports of some research organizations and NGOs were also consulted to obtain community knowledge on adaptation measures. The author also took note of the comments and views expressed by the participants present in the inception workshop held on 10 July 2012 and the mid-term workshop held on 30 March 2013. It is hoped that the final workshop would further generate more information, views and comments in fine-tuning the report. Knowledge Management One of the six pillars of the Bangladesh Climate Change Strategy and Action Plan (BCCSAP) deals with Research and Knowledge Management (Pillar No. 4), which aims to predict the likely scale and timing of climate change impacts on different sectors of economy and socioeconomic groups; to underpin future investment strategies; and to ensure that Bangladesh is networked into the latest global thinking on science, and best practices of climate change management. Under this pillar, it was suggested to establish a Centre for Research and Knowledge Management on Climate Change (or a Network of Centres) to ensure Bangladesh has access to the latest ideas and technologies from around the world, and to ensure that data is widely and freely available to researchers. To start with, it is perhaps advisable to deliberate on the terminology called Knowledge Management (KM). It involves blending of internal and external information and turning it into an actionable knowledge via a technology platform. KM is established by encouraging communication, offering opportunities to learn and promoting sharing of appropriate knowledge artifact. It may also be called as Intellectual Capital. Knowledge mapping (a map of knowledge repositories within an organization, accessible by all) is a prerequisite to knowledge management. Climate change knowledge sources Almost every day, nay every hour, data are generated on various aspects of climate change; climate resilience, climate variability, mitigation and adaptation measures. They could be broadly grouped as a) Scientific Information; b) Official Reports and Documents; c) Community Knowledge; and d) Media Reports. a) Scientific Information: Scientific data on climate resilience and vulnerability are developed by various organizations engaged in research and development; academic institutions; UNFCCC documents; COP resolutions; IPCC Reports etc. There are also various scientific studies regularly undertaken by national governments globally. Various CC models are discussed in international conferences. Adaptation measures include finance, funding agencies, funding mechanism and funding modalities. Many a times it was echoed that the technology transfer should be socially and culturally acceptable, economically viable and least-cost. The issue of accessibility of reliable, authentic and updated scientific data has been raised by many countries.

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b) Official Reports and Documents: National governments from time to time prepare policies, plans and strategies related to climate change vulnerability and adaptation measures. Some of the strategic documents are Bangladesh Climate Change Strategy and Action Plan (BCCSAP), National Adaptation Plan of Action (NAPA) published by the Ministry of Environment and Forests in 2009. Among the funds, there are Bangladesh Climate Change Trust Fund (BCCTF) of the government and Bangladesh Climate Change Resilience Fund (BCCRF) funded by the donors. There are also survey reports, weather forecast and time series data on wind, rain and temperature by Met Office, information on agriculture, biodiversity and forestry by Agriculture Extension dept, ocean and coastal management by Marine Science dept, land use and soil by Soil Research Institute, health and socio-economic by Health Dept etc. These data are relevant prior to undertaking of a project or plan on climate change, climate resilience and adaptation. c) Community Knowledge: Local community through generations have developed many indigenous knowledge and practices as they have been facing vagaries of nature, like flood, cyclone, tidal surge, drought and desertification. They are the storehouse of such knowledge, which remain largely un-documented. Moreover, there are ethnic communities in many parts of the world, who have developed unique systems to address climate variability. There are many NGOs engaged in field research and studies on climate change and adaptation of the local community. Community-based adaptation strategy developed by these people over many generations, remain scattered and uncared for. Such knowledge runs the risk of disappearance in the event of a major disaster causing loss of lives of the whole community (e.g., cyclones in coastal districts of Bangladesh killed 300,000 in November 1970 and 140,000 in April 1991).

d) Media Reports: Newspaper, electronic and print media, websites, twitter are a storehouse of information regularly generated on climate change and adaptation measures. They are available and accessed mainly by a small group of people. A central office storing all such information would be a useful idea to make them easily available to the stakeholders. Stakeholders Let us deliberate on the questions related to who are the stakeholders and who needs such information? Well the stakeholders are various sectoral Ministries and departments of the government dealing with agriculture, fisheries, livestock, disaster risk reduction, health and sanitation, water and irrigation, environment and forests etc. The academicians, research and development bodies, development partners, UN bodies need these information too. The members of the parliament, local government, UP members need such data. Officials of NGOs, civil society bodies and vulnerable communities need to be involved in knowledge sharing on climate change. Farmers, fishermen, agriculturists, boatmen, women, health workers, disaster risk reduction workers also need to access such data on climate change. Chambers, business community, insurance companies, banks also need to access such data. Climate Change Knowledge Management (CCKM) There is a felt need to develop a robust knowledge management system on climate change. Through CCKM, we could manage the knowledge generated on climate change, climate variability, climate resilience and adaptation measures stored in various sectors of development. Unfortunately, there is no safe storehouse to preserve this knowledge and in absence of a common forum, users are confused and are unable to get due benefit. Knowledge remains scattered within various agencies and people with no coordination. Global Scenario: UNEP RISO, Denmark At the global level, there are a number of initiatives undertaken to network on climate change knowledge management. United Nations Environment Programme (UNEP) RISO Centre on Energy, Climate and Sustainable Development (URC) established in Denmark with the objectives of promoting and facilitating incorporation of environmental and developmental aspects into energy policy and planning worldwide, especially in the developing countries. With UNEPs Energy Programme increasing focus on climate

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change, the URC activity focus has included the emerging carbon markets and the Clean Development Mechanism (CDM). The Low Carbon Development (LCD) programme facilitates analysis, research and technical assistance on emerging mitigation policies, strategies and instruments such as Nationally Appropriate Mitigation Actions (NAMAs) and works extensively with the CDM mechanism. One of the focus areas is to facilitate access to the Carbon Market through provisions of knowledge and information. Through CDM Pipeline, it provides free and easy access to CDM statistics by gathering data and analyzing the performance of the CDM. A supplementary web-based tool is the CDM methodology and technology selection for the policy makers. UNEP RISO Centre hosts the CDM Bazaar in close cooperation with UNFCCC Secretariat. In addition to achieving the knowledge dissemination and capacity building, this programme produces guidebooks, analytical tools to fill the gap in the carbon market. UNEP RISOs Climate Resilient Development (CRD) programme carries out research, methodology development, capacity building and implementation of actions and strategies to reduce climate variability and enhance the climate resilience of the developing countries. Regional Scenario: CTCN at AIT, Bangkok Asian Institute of Technology (AIT), Bangkok has been partnering with UNEPs Climate Technology Centre and Network (CTCN) aiming at establishing an information platform for improved sharing of knowledge related to climate technologies. UNEP-led CTCN is a consortium of 11 international research th and development bodies including AIT. The creation of CTCN was initiated at the 16 Conference of Parties (COP-16) to UNFCCC held in Cancun in 2010, when the countries agreed on a new technology mechanism for improvement of transfer of climate related technology encompassing energy efficiency, renewable energy and early warning systems. The formal decision to establish CTCN was taken at the th 18 Conference of Parties (COP-18) held in Doha in 2012. At the regional level, CTCN has started networking with other organizations involved in climate change activities. National Network: CCKN, DOE A single and common platform is badly needed to disseminate climate change related information in a users-friendly way. Different organizations and institutes involved in climate resilience and change need an easy way to disseminate their data. End users need easy access to data generated by various organizations and bodies. Accessing data available on indigenous knowledge and practices remain mostly un-documented. CCKM will help to identify the knowledge gaps and bridge the gaps for its efficient use by the stakeholders. With this aim in mind, Department of Environment (DOE) has established a Climate Change Database (CCD) at the Climate Change Cell (CCC) of DOE. Main objectives of CCD were to gather experiences and knowledge on how to develop a user-friendly web enabled climate change database at the CCC to be widely used by the stakeholders. In order to develop an updated web enabled climate change database, a Climate Change Knowledge Network (CCKN) has been established at the DOE in June 2010. Stakeholders of CCKN are around 41 of which 25 government organizations, 6 international organization, 3 national NGOs, and 7 universities. It is tasked for climate change knowledge management; mapping of CCKN Roadmap; and fixing up operational issues and activities related to climate change. The other organization, for long networking on this issue is Climate Change Information and Knowledge Management Network (CCIKMN) web-portal established under Comprehensive Disaster Management Programme (CDMP) of the Ministry of Relief and Disaster Management. CDMP has been supporting 2,000 Union Disaster Management Committees (DMCs), 200 Upazila DMCs in 40 districts. DMCs are to incorporate disaster risk issues into the planning process. CDMP is expanding livelihood adaptation (crop, livestock and fisheries) to climate change in 200 Upazila across 40 most vulnerable coastal districts. It is also strengthening 400 farmers schools to ensure their access to climate adaptation technological options. Under phase-II, CDMP has been focusing on institutional strengthening in risk

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reduction; managing adaptation to climate risk; disaster-proofing; rural and urban risk reduction; and improving disaster preparedness and response measures. It offers an outstanding opportunity to improve linkages with and synergies between disaster risk reduction and adaptation to climate change. Similar Web-Portal has been suggested under Climate Change Capacity Building & Knowledge Management (TA 7848: BAN) TA project of ADB being implemented by BCAS, Dhaka for the MOEF. Functioning of CCKM In order to get CCKM functioning, we are to prepare a complete inventory of knowledge available on climate change and climate variability. Efforts are to be taken to document, who are doing what and to what extent? Whether the data available are reliable, authentic, updated, users-friendly and easily accessible? Whether there are any gaps exist between and among the data? How to bridge the gaps? Whether the repository institutions can effectively disseminate the data? Do they have the capacity to effectively handle such data? These are the questions to be resolved as the first few steps to function CCKM. CCKM would be the national node for knowledge on climate change and vulnerability as well as mitigation activities and scientific knowledge and expected to use information technology to identify, create, structure and share knowledge. It would help improving decision-making and dissemination at the grass-roots level. CCKM would build innovative community partnership with evolved technologies to encourage a positive impact at the grassroots with respect to climate change risk management and adaptation. CCKM Scope It is expected that the CCKM would assimilate and create multi-scale knowledge on climate variability and climate change. It would use long-term observation data to forecast and appraise people for strategic development. It would provide knowledge in newer technologies that may enhance awareness and support learning process of societies to cope with climate change and climate extremes at national and sub-national level. It would generate national and international co-operation on research and development and compile, integrate and synthesize multi-scale knowledge on climate variability and climate change that are relevant to national and local development agenda. CCKM would use long-term observation data and integrated system modeling tools to foresight and assess for strategic development visions in the context of future climate and other environmental regimes. It would communicate and identify new knowledge that may enhance awareness and support learning process of societies to cope with climate change and climate extremes in both immediate and long time scales. It would render support for science and technology capacity building at national and local level toward the climate resilience society and coordinate and engage in national and international research and development services and networks in the area of climate and development. Planned Activities of CCKM CCKM is expected to synthesize for advanced knowledge on climate change in the context of development from relevant research and studies in Bangladesh and elsewhere in the world using suitable knowledge management approach and technology, with high priorities given to development and planning of the large coastal population, vulnerable people of the drought and disaster-prone areas. It is expected to develop a National Road Map on science and technology for climate change adaptation to be endorsed by the Ministry of Environment and Forests and to be followed by all stakeholders engaged in development projects and planning. It would coordinate and facilitate for applications of long-term observation data and modeling in vulnerability and adaptation assessments. It would communicate for science-based knowledge on climate change, climate variability and extreme weather events and their relevancies to short and long-term developments agenda at various temporal and spatial scales. It would document community knowledge on climate resilience and provide network services to local NGOs and CBOs engaged is such development activities.

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Under CCKM system, following specific activities are to be undertaken: a) Establishment of a Database/Knowledge Bank; b) Setting up of a Web-Portal; c) Using of Mobile-SMS based Applications; d) Introduce Radio messages; e) Establish Call-Centre; f) Information Centre; and g) Hackathon. Database/Knowledge Bank A comprehensive climate change related database (Knowledge Bank) is to be established to incorporate all climate change related knowledge. Activities include: collection of data from all sources; analysis and sorting of data; common formatting; updating; verify reliability and authenticity of data. The sources of data are scientific data available at various a) Government Offices (Met office, agriculture and fisheries offices, water resources), b) Research and Academic Institutions; c) Community knowledge available with NGOs and private sector; d) International Organizations; and e) popular articles in Newspaper and Websites etc.

Databank/Knowledge Management Model: Sources of Data

Web-Portal An interactive web-portal is to be developed which will contain the database/knowledge bank. Activities are to assess the requirements; design and application of data architecture and users interface; develop a Content Management System (CMS); develop Frequently Asked Questions (FAQs) and provide access to all stakeholders. Main features are to develop the a CMS for multi level access control and archiving system; uploading daily news, research and policy documents; interactive data and maps; graphs and reports; and link various blogs and social media. It is to be mentioned that a Climate Change Information and Knowledge Management Network (CCIKMN) web-portal has been established under Comprehensive Disaster Management Programme (CDMP), being implemented by the Ministry of Relief and Disaster Management, Government of Bangladesh with UNDP assistance.

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Similar Web-Portal has been suggested under Climate Change Capacity Building & Knowledge Management (TA 7848: BAN) TA project of ADB being implemented by MOEF with the assistance of BCAS, Dhaka. Preliminary findings of the TA project suggest setting up of a Climate Change Knowledge Network interactive web-portal aimed at archiving all CC related data. Major features of the web-portal would be to develop a Content Management System (CMS) for multilevel access control and archiving system; to upload daily news, research and policy documents; to interact climate change related data, maps, bolgs and forums, photo and video gallery; custom search including plugging in social media like google-plus, facebook and twitter etc. It could be housed at Climate Change Trust (CCT) of the Ministry of Environment and Forests or Government may consider Climate Change Cell, Department of Environment to host this network. This Web-portal would be connected to super-highway with Access to Information (A2I) programme established at the Prime Ministers Office and Cabinet Division under UNDP assistance. A2I aims to ensuring national e-Governance in the context of local best practices. It would provide advisory services on e-Governance Driver projects; enabling environment projects; and technical assistance to eGovernance Cell. It is suggested that the National CC Web-portal would be connected with A2I through an MOU in order to ensure continuity and sustainability of the network. It is hoped that the on-going study would draw on experience of this existing and proposed integrated web-portals. Web-Portal
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Notes: A2I: Access to Information; CCC: Climate Change Cell; CCIKMN: Climate Change Information and Knowledge Management Network; CCT: Climate Change Trust; CMS: Content Management System; UISC: Union Information and Services Centres

Mobile-SMS based Applications People will get access to information/data not only by visiting the web-portal, but also though mobile based SMS services, to be integrated with web-portal knowledge bank. Under CDMP, an Interactive Voice Response (IVR) has been established and people can get information concerning flood, cyclone warning, weather forecast, warning for marine fishermen by using cell phones through dialing 10941. We can add a few more data in order to develop IVR instead of creating a new one based on success and failure of the existing applications.

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Radio Messages Climate change information related to agriculture, seeds, irrigation, fertilizer, floods, cyclones, warnings can be accessed through Radio messages, specially generated by Radio stations of the coastal districts. People of 16 cyclone-prone districts could access such information through local radio stations. Such programme has been undertaken within CDMP under the Ministry of Relief and Disaster Management of Bangladesh. There are Radio Listeners Clubs to help disseminate climate change related information. It could be hooked with the existing 400 farmers field schools to ensure their access to climate adaptive technological options. This programme could be further developed and improved upon. Call Centre A Call-Centre is to be established to answer all questions related to climate change, climate variability, climate resilience and adaptation. The likely place could be at the Climate Change Cell of the DOE or at CDMP of the Ministry of Relief and Disaster Management, where call centre people will be equipped with all climate resilience and change related knowledge and information. The Call Centre is intended to provide information services on agriculture, seedling, irrigation, fisheries, weather, salinity, drought, adaptation measures and community knowledge and practices. Information Centres Knowledge Bank will tie up with the existing Union Information and Services Centres (UISC) which have physical existence in rural areas. The Bank will share information with these centres, enabling the local community accessing such information. LGED has so far set up Union Information Centres in 4,502 unions under the Governments Access to Information (A2I) programme servicing the local community on various issues. UISC has been providing ICT based health, education and training services. It helps in mobile banking, payment of bills for insurance, electricity, conduct soil tests, fertilizer advice, accessing government forms and notification, birth and death registration, results of public exams, legal advice etc. It has now been easier to obtain copies of khatian and Parcha by applying at UISC. The Knowledge Bank would share information with these Centres where the local people will come to get necessary information related to climate change, weather pattern, disaster risk reduction etc. Hackathon Day-long hackathons are to be organised for ensuring consultation with people representing various domains related to climate change and disaster risk reduction. Future challenges There are many future challenges, which could impede progress of CCKM. They are: Where to host CCKM? It was suggested that Climate Change Trust (CCT) under the Ministry of Environment and Forests could host such a network. Perhaps, possibility of CCKN recently established at the Climate Change Cell of the DOE could be a viable candidate for such hosting; How to make CCKM easily accessible to the policy makers and officials of the government, semiautonomous bodies, research organizations, development partners, NGOs, local community, indigenous peoples and the vulnerable groups? Experts have to device such a mechanism; How to ensure continuous flow of funds for running CCKM and to ensure sustainability of the CCKM Centre and to make it a users-friendly one? One suggestion could be mainstreaming the centre by incorporating it in the revenue budget; How to establish a network with the global climate change networking organizations, like UNEP RISO Centre on Energy, Climate and Sustainable Development (URC), Denmark and regional agency like Climate Technology Centre and Network (CTCN) at AIT, Bangkok? Besides these agencies, CCKM Centre should establish regular contact with the UNFCCC Secretariat, Bonn and with other nodal agencies;

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How to connect National CC Web-portal with Access to Information (A2I) established at the Prime Ministers Office and Cabinet Division and to ensure its continuity and sustainability with proper funding? Mainstreaming of the Centre is only the viable option; On data management, the challenges are its accessibility. Whether the data are reliable, authentic, applicable and updated targeting the users demand and requirements? In order to maintain the quality of data, routine mutual consultation among the stakeholders is necessary; On regular updating of CCKM, the challenges are how to help the feeder agencies in strengthening their institutional capacity in supplying reliable, authentic, users-friendly and updated data? Probable way out could be availability of a fund dedicated on strengthening and training of these agencies; While linking media (electronic and print) and social media (Blogs, FB, Twitter etc), the challenges are to make the climate change data users-friendly ones and demand driven. Only continuous dialogue among all stakeholders could solve this issue; On fund accessing, challenges are on how to access information relating to funding mechanism, application procedures, guidelines, formats and how to make evaluation process transparent and easily accessible to the stakeholders. Keeping all information, guidelines, application procedures, Frequently Asked Questions (FAQs) etc. posted on the wall could be a way out; On accessing very sensitive community knowledge and practices, challenges are how to document them, where to start, how to reach the community, the vulnerable groups, how to access the indigenous knowledge and practices on climate change and climate variability, whom to compensate, from whom to take Prior Informed Consent (PIC) etc. Generally, some NGOs and research bodies are documenting such knowledge. They are to be strengthened and brought under the wider network; On implementation of BCCSAP, the challenges are how to easily access BCCSAP in a usersfriendly language, how to access the Climate Change Trust Fund and other funds being maintained by the government and other development partners and information related to funding mechanism. Perhaps, posting of Bangla translation of BCCSAP in users-friendly language along with all answers related to FAQs would help in this regard.

Conclusion Through this study, an effort has been taken to revisit BCCSAP and to prioritise adaptation action programmes, finding out of a framework for mitigation response, developing indicators for monitoring and evaluation and mainstreaming adaptation needs. For documentation and coordination of the outcomes of these reports, the proposed knowledge management network as suggested by this specific study could play an important role. Hosting of these reports for easy accessing by the stakeholders in user-friendly language and style is a viable option. BCCSAP formulated in 2009 has a long way to go in making it a fully functional one. The establishment of a Network Centre under Pillar No. 4 entitled Research and Knowledge Management is a daunting task. Being one of the most vulnerable countries to climate change, Bangladesh has so far conducted a number of studies on vulnerability and adaptation to climate change and a pioneer in this regard. Bangladesh has also been very proactive in participating COPs and other UNFCCC meetings which help generate scientific information on climate change for Bangladesh in particular and the world in general. Assessment Reports of IPCC deliberated more scientifically on the vulnerability of Bangladesh to climate change and not much on how to make this knowledge available to the stakeholders. UNEP RISO Centre, Denmark could be further strengthened to provide technical expertise to the developing countries in establishing and functioning of such a network. It is hoped that the Climate Cell set up at the Ministry of Environment and Forests would pioneer this knowledge management issue by establishing a network for easy accessing by all stakeholders. Perhaps, CCKN recently established at the Climate Change Cell of the DOE could play an important role in this regard. In order to achieve that, as a first step, future challenges as elaborated above are to be met in earnest.

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Annex List of officials interviewed: 1. Mr Mohammad Abdul Quayyum, National Project Director (Additional Secretary), Comprehensive Disaster Management Programme (CDMP), Ministry of Disaster Management and Relief, 92-93 Mohakhali C/A, Dhaka. 2. Mr. Md Didarul Ahsan, Coordinator (Additional Secretary), Climate Change Unit, Old Bana Bhaban (5 floor), Mohakhali, Dhaka. 3. Mr A Shah, Assistant Director (Planning and Development) Climate Change Unit, Old Bana Bhaban, Mohakhali, Dhaka. 4. Mr Sukanta Sen, Executive Director, BARCIK, House. 50, Rd. 27, Dhanmondi, Dhaka. 5. Kazi Monirul Islam, Deputy Chief, Ministry of Environment and Forests and National Project Director, Climate Change Capacity Building and Knowledge Management in Bangladesh (TA-7848 BAN), TA project of MOEF funded by Asian Development Bank and outsourced to BCAS, Dhaka. 6. Mr Md Abdul Wahed Tomal, ICT Specialist, Climate Change Capacity Building and Knowledge Management in Bangladesh (TA-7848 BAN). 7. Mr Morshed, UNDP (facilitating A2I project). Some Climate Change related Networks are as follows: a) Bangladesh Disaster Knowledge Network (BDKN) b) Bangladesh Environment Network (BEN) c) Bangladesh Youth Environmental Initiative (BYEI)Climate and Development Knowledge Network (CDKN) d) Climate Change Knowledge Network (CCKN), DOE, MOEF, Dhaka e) Climate Change Information and Knowledge Management Network (CCIKMN) web-portal, CDMP, Dhaka f) Climate and Disaster Risk Reduction, Solution Exchange g) Global Development Learning Network (GDLN) h) Network on Climate Change, Bangladesh (NCC,B) i) The South Asian Network for Development and Environmental Economics (SANDEE), Kathmandu j) UNEP RISO Centre on Energy, Climate and Sustainable Development (URC), Denmark k) UNEPs Climate Technology Centre and Network (CTCN), AIT, Bangkok IX. Summary and Way Forward There is an increasing awareness that climate change may nullify much of the hard earned economic and social gains in Bangladesh. In addressing the problems associated with climate change, the Government prepared the Bangladesh Climate Change Strategy and Action Plan (BCCSAP), a 10-year program, in 2008 which was revised somewhat later in 2009. The BCCSAP, purportedly a knowledge-based action plan is a 10 year action plan to build capacity and resilience with in the country to meet climate change challenges over the next 20-25 years under six thematic areas for action. These thematic areas are : (i) food security, social protection, and health; (ii) comprehensive disaster management; (iii) infrastructural development; (iv) research and knowledge management;(v) mitigation and low-carbon development; and (vi) capacity building and institutional strengthening. The BCCSAP had been an approved programme of the Government which has been subsumed within the Sixth Five Year Plan as well as the Perspective Plan for the country. To operationalise the BCCSAP, the Government also established the National Climate Change Fund and allocated about $45 million to it in the budget for the year 2008-09 which has been replenished several times since then. Furthermore, a Bangladesh Climate Change Resilience Fund, multi-donor trust fund was established to pool funds from development partners to implement a long-term strategy to adapt to the adverse effects of climate change in Bangladesh.
th

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Despite all these, there are concerns regarding the slow pace of implementation of the BCCSAP. Furthermore there had been issues which have come up since the formulation of BCCSAP. These issues have implications for proper implementation of the Action Plan. Time is now ripe to revisit the BCCSAP and critically review a few issues of importance related to the Action Plan. Oxfam Bangladesh therefore contracted out the present study on Review of BCCSAP-2009 to review and identify barriers and constraints to its implementation including its prioritization, mainstreaming and monitoring & evaluation in particular. As the magnitude and long-term nature of the climate change threat is increasingly better understood, it is becoming clear that simply implementing a set of adaptation projects, although useful, is not going to be sufficient. If long-term resilience to climate change impacts is to be built into the economy and society of the country, then climate change adaptation (as well as mitigation) needs to be embedded (or mainstreamed) into regular national development planning and actions at all levels. The present study therefore aims to identify barriers & constraints to and to provide a policy direction towards enhanced of implementation of BCCSAP. To realize the broad objective, several activities were envisaged. The specific objectives included the following: xi. a prioritization of the programmes and projects under BCCSAP; xii. explore principles of adaptation and its mainstreaming into development plan; xiii. prepare for mitigation with the formulation of a NAMA (a post-BCCSAP development); xiv. monitoring and evaluation of the BCCSAP activities; and xv. knowledge management. The only limitation here in terms of content is that it leaves out many other relevant issues such as whether policies have been harmonized so far. The key findings from the five specific area of examination and analyses may be summed up as follows: Prioritisation The principles of prioritization in a poor, climate threatened, food insecure country needs to be properly understood. And here the earlier guidelines of NAPA may be of help as it includes the fur basic principles such as level and extent of vulnerability to be addressed, synergy with poverty reduction, environmental synergy and cost-effectiveness. These are principles to be kept in view in choosing projects within a programme. And there is generally not much debate about that. But BCCSAP is actually about the types of programmes that needs to be undertaken. BCCSAP includes six thematic areas as discussed earlier. Each thematic area has several programme areas, in total there are 44 programme areas and various activities under each programme area. The thematic areas or pillars have no prioritization as such but food security and security of life, and property are most basic to human existence, the first two are the most important with food security taking precedence over all others. Except for pillar 5 on low carbon development (to be discussed in the following section), the rest of the themes are actually supportive in nature. Thus, theme three on infrastructure basically relates to water management which is a precondition for many of the adaptation activities as vulnerabilities often arise due to too much or too little water and at the anomalies they create in agriculture and food production as well as intensifying natural hazards. BCCSAP has also made another prioritization in terms of the time line within which a programme should be examined and relevant actions taken. These indicate which ones to be taken immediately and which ones later over the short, medium and long run. Similarly other programmes related to climate change also made certain prioritization. Given all these the final prioritization may be based on the following criteria: - Relevance to the national plans or sectoral Plans - Strategic alignment to BCCSAP - Project benefits and costs - Sustainability of the projects and - Institutional and human capacity of the implementing agency. Using a suggested matrix and the above criteria, a ranked list of projects may be prepared and further action may be taken accordingly.

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Mainstreaming adaptation into national planning process The process of mainstreaming has to be grounded on certain principles that inter alia include: precautionary principle, stitching the NAPA and NAP into a coherent whole, realizing co-benefits with mitigation, principle of learning by doing, accountability and transparency, participation of all stakeholders, efficiency and cost-effectiveness, synergy with national and sectoral policy objectives and other multilateral environmental agreements (MEAs), flexibility and adaptiveness and subsidiarity i.e decentralization of decision-making, etc. Moreover, mainstreaming climate change into planning needs to be done at every level, not just national plans. Thus sectoral ministries such as water management, agriculture, health and others also need to mainstream climate change into their respective sectoral plans. Also very important is the need to mainstream into local level planning where possible. It is to be also noted that NGOs have a very strong role to play, especially in mainstreaming of adaptation. Many NGOs are working already at local level for enhancing the community-level adaptive capacity. Climate change adaptation is mainly local, and NGOs have access to remote, marginalized areas in Bangladesh. While adaptation projects are a useful place to start, the long-term nature of climate impacts will require an altogether greater effort to develop a climate resilient economy. Thus, instead of developing separate, stand-alone, National Adaptation Plans (NAP) as many countries are doing, it is better to mainstream climate change into regular national plans. Therefore, the NAP process should be seen as a process of mainstreaming rather than producing a stand-alone plan. Nationally Appropriate Mitigation Actions (NAMA) The Bali COP in 2007 in its decision 1/CP13 called for nationally appropriate mitigation actions by developing countries including LDCs. This was at that time voluntary. But by now, as has been decided in Durban COP in 2011, all countries will come under a legally binding agreement for cutting green house gas emission on mandatory basis. This will necessitate the preparation of a plan for Nationally Appropriate Mitigation Action or NAMA. Appropriate policy direction and action programmes are required to attract national and international private sectors and other related stakeholders on NAMA. Several of the stepping stones for preprartion of a NAMA are already there in the form of several policies and activities. But conceptually the substantive issues related to NAMA are already in some form in the thematic area 5 on low carbon development. True, the actual NAMA will be not simply what is to be done but also include how, by whom, when and with what systems of financing and monitoring, verification and reporting are these to be implemented. The issues of financing and technology transfer and development will be major features of any NAMA along with the international monitoring, reporting and verification. Furthermore it must be kept in mind that the whole framework will be sustainable development of the country concerned. Given these, and that the NAMA process is still developing an initial shopping list for NAMA sectors may include the following; xv) Energy production and Supply xvi) Transport and its Infrastructure xvii)Industry xviii) Residential and Commercial Buildings xix) Agriculture xx) Forestry xxi) Waste Management, etc. th Note that all these have been mentioned under the 5 pillar of the BCCSAP. Note also that information provided in Bangladesh 2 National Communication to UNFCCC indicates total emissions of CO2 and CH4 in 2005 are 59067.85Gg and 1879.30Gg respectively. Out of this total emissions, energy sector is the largest source of GHG emissions (37949.60Gg CO2 and 26.03Gg CH4) followed by Industrial Processes and Land-use Change and Forestry. On the other hand, Agriculture sector (1215.69Gg CH4) followed by Waste Management are the largest CH4 emitting sectors in the country.
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Under Energy sector, Energy Industries (12780Gg CO2) followed by Manufacturing Industries including Construction, Transport, and Residential & Commercial Buildings have taken the lead in GHG emissions. The list of potential areas of interventions in energy sector as NAMAs on the basis of above may be the following: aa) Combined Cycle Gas Turbine (CCGT) to replace Steam Turbine (ST) plants, bb) Rehabilitation and modernization of old power plants, cc) Upgrading and rehabilitation of Transmission and Distribution lines of electricity for the reduction of loss, dd) Coal fired supercritical boilers in place of sub-critical boilers, ee) Biomass gasification or biogas plant based electricity fed to the grid, ff) Waste based electricity fed to the grid, gg) Efficiency improvement of rice parboiling, hh) Industrial cogeneration or utilization of waste heat from captive generators, ii) Wind and solar PV electricity fed to the grid, jj) Solar PV irrigation pumps to replace shallow tube-wells, kk) Improved cook stoves, ll) Solar PV lanterns to replace kerosene lamps, mm) Use of efficient lighting devices, etc Monitoring and Evaluation For any large scale programme of action by any entity, the success or failures along with the constraints and also for learning from them for future actions, a system of monitoring and evaluation should be built into them. This issue was not specifically included in BCCSAP possibly because the implementation mechanism was not certain at the time of its formulation and/or revision. Attention is to be provided to put in place a robust monitoring and evaluation procedures to monitor implementation of the projects under the two funds which support BCCSAP. The BCCTF, the domestically financed und for implementation of the BCCSAP, has under its guidelines logical frameworks for project designing. As has been shown such a logframe can be turned into a tool for performance or result based monitoring which is strongly advocated for BCCSAP projects. Illustrations have been provided for adaptation projects under agriculture and for solar energy projects. Knowledge Management One of the six pillars of the Bangladesh Climate Change Strategy and Action Plan (BCCSAP) deals with Research and Knowledge Management (Pillar No. 4), which aims to predict the likely scale and timing of climate change impacts on different sectors of economy and socioeconomic groups; to underpin future investment strategies; and to ensure that Bangladesh is networked into the latest global thinking on science, and best practices of climate change management. Under this pillar, it was suggested to establish a Centre for Research and Knowledge Management on Climate Change (or a Network of Centres) to ensure Bangladesh has access to the latest ideas and technologies from around the world, and to ensure that data is widely and freely available to researchers. While quite a few knowledge management and data banks apparently have been set up in Bangladesh, these suffer from inadequate attention and proper planning. In order to get a Climate Change Knowledge Management (CCKM) system functioning, one needs to prepare a complete inventory of knowledge available on climate change and climate variability and all related information. Efforts are to be taken to document, who are doing what and to what extent? Whether the data available are reliable, authentic, updated, users-friendly and easily accessible? Whether there are any gaps exist between and among the data? How to bridge the gaps? Whether the repository institutions can effectively disseminate the data? Do they have the capacity to effectively handle such data? These are the questions to be resolved as the first few steps to function CCKM. CCKM would be the national node for knowledge on climate change and vulnerability as well as mitigation activities and scientific knowledge and expected to use information technology to identify, create, structure and share knowledge. It would help improving decision-making and dissemination at the grass-roots level. CCKM would build innovative community partnership with evolved technologies to

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encourage a positive impact at the grassroots with respect to climate change risk management and adaptation. CCKM is expected to develop a National Road Map on science and technology for climate change adaptation and mitigation and all supporting activities. It would collect, document and disseminate in user-friendly form all information and data in original and processed form, if so demanded, related to climate change science, technology, adaptation concepts and practices, mitigation concepts and practices and their impact, funding opportunities, technology and intellectual property rights and climate change talks and their implication and analyses. Some of these will be available directly while for others adequate references and links may be provided. Under CCKM system, the following specific activities may be undertaken: a) Establishment of a Database/Knowledge Bank; b) Setting up of a Web-Portal; c) Using of Mobile-SMS based Applications; d) Introduce Radio messages; e) Establish Call-Centre; f) Information Centre; and g) Hackathon. It may be mentioned here that none of the knowledge management networks or centres so far have not matched these ideas in practice. Way Forward None of the issues discussed above have so far been really put in practice or been practiced only in very limited manner. The prime need right now is to have climate change issues, more specifically NAP and NAMA to be integrated with development planning. Some related activities such as climate proofing of development projects or designing projects with built-in climate proofing has just begun by introducing climate change issues in the Development Project Proformas. But integration of BCCSAP into development planning is yet to begin. The implementation of BCCSAP would also require significant strengthening of the coordination capacity of the Ministry of Environment and Forests (MOEF) with relevant ministries and agencies. While the integration goes on, this should not keep other things in waiting. These include prioritization, M&E activities and knowledge management. NAP and NAMA may also not wait but needs to be carefully done. Pilot NAP and NAMAs may be prepared and attempts should be made to integrate them with appropriate development programmes and policies so that over time with the experience gained in planning may be further improved for better integration. In fact, it appears that given the experience so far of the implementation of the BCCSAP under two funds, probably time is ripe for revisiting it and integrate into it the issues discussed and analysed in this report. Such a review may give attention to, apart from those that have been described above) several of the missing issues such as loss and damage and their estimation, break down BCCSAP into elements of NAP and NAMA, integration of NAP and NAMA into development planning process, policies for climate change management in all its aspects (adaptation, mitigation, finance, technology, capacitybuilding), and harmonization of existing policies. With regard to the barrier of its implementation, the issue of institutionalization needs to be given clearer focus, particularly the roles of different ministries, particularly the MoEF and MoP as well as major stakeholders. Furthermore, the role of the private sector and the non-state actors will have to be clarified. If need be the Rules of Business of the ministries may be revisited and reformulated because climate change and its effects permeate every endeavour of human action and hence unless clear ideas emerge and practice done based on the specific roles of various administrative arms of the government, it would be a chaotic situation and the price would be paid dearly by the nation, particularly the poor.

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For Detail: Nuzhat Imam, Campaign Officer, Oxfam nimam@oxfam.org.uk ____________________________________________________________________________________

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