with UNDP for the Republic of Niger 31 January 2018 Adaptation Planning

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1 with UNDP for the Republic of Niger 31 January 2018 Adaptation Planning

2 PAGE 1 OF 40 ver. 10 Feb.2017 Readiness and Preparatory Support Proposal How to complete this document? - A readiness guidebook is available to provide information on how to access funding under the GCF Readiness and Preparatory Support programme. It should be consulted to assist in the completion of this proposal template. - This document should be completed by National Designated Authorities (NDAs) or focal points with support from their delivery partners where relevant. - Please be concise. If you need to include any additional information, please attach it to the proposal. - Information on the indicative list of activities eligible for readiness and preparatory support and the process for the submission, review and approval of this proposal can be found on pages of the guidebook Where to get support? - If you are not sure how to complete this document, or require support, please send an to countries@gcfund.org. We will aim to get back to you within 48 hours. - You can also complete as much of this document as you can and then send it to countries@gcfund.org. We will get back to you within 5 working days to discuss your submission and the way forward. Note: Environmental and Social Safeguards and Gender Throughout this document, when answering questions and providing details, please make sure to pay special attention to environmental, social and gender issues, in particular to the situation of vulnerable populations, including women and men. Please be specific about proposed actions to address these issues. Consult page 4 of the readiness guidebook for more information. 1

3 PAGE 2 OF 40 ver. 10 Feb SECTION 1: SUMMARY 1. Country submitting the proposal 2. Date of initial submission 3. Last date of resubmission (if applicable) 4. Which entity will implement the Readiness and Preparatory Support project? (Provide the contact information if entity is different from NDA/focal point) 5. Title of the Readiness and Preparatory Support Proposal 6. Brief summary of the request(500 words) Please describe the current status of NAP in country and what the readiness support is aiming to achieve Country name: Niger Name of institution (representing National Designated Authority or Focal Point): Executive Secretariat of the National Council on Environment for Sustainable Development, Government of Niger Name of official: Kamayé Maâzou Position: Executive Secretary Telephone: Full Office address: B.P Niamey, Niger 11/11/ /02/2017, 26/10/17, 15/12/2017 National Designated Authority Accredited Entity Delivery Partner kamayemaazou@yahoo.fr (Please provide contact information if the implementing partner is not the NDA/focal point) Name of institution: United Nations Development Programme (UNDP) Name of official: Rohini Kohli Position: Lead Technical Specialist Telephone: +66 (2) , ext rohini.kohli@undp.org Full Office address: UNDP Global Environmental Finance, Bureau for Policy and Programme Support, 304 East 45th Street, FF 914, New York, NY 10017, USA Advancing medium and long-term adaptation planning and budgeting in Niger The Government of Niger launched its process for the formulation and implementation of a National Adaptation Plan (NAP) in May A NAP process and stocktaking was undertaken, and a NAP road-map was prepared in late 2014 which detailed activities, and a timeline over a three to five year period. These activities are aligned with the Nigeriens Nourish the Nigeriens Initiative (Initiative 3N), the Sustainable Development and Inclusive Growth Strategy (SDDCI), the National Economic and Social Development Plan (PDES), and the National Climate Learning Strategy. However, previously actions included in the roadmap could not be implemented due to lack of funding. A first funding proposal was developed and submitted to the GEF-LDCF which included adaptation planning and monitoring activities, as well as an operational component to expand the irrigation network. This project was endorsed by the GEF CEO in March 2017 after this NAP-GCF project was submitted, and discussions ensued to build synergies and avoid overlaps between the two projects. The proposed project will address the main challenges to integrating climate change adaptation into planning and budgeting, as identified in the May 2014 National Adaptation Plan (NAP) Stocktaking Report and under the framework of the 2012 LEG Technical Guidelines on NAP and will complement. These challenges and proposed interventions were confirmed by stakeholder consultations held in August Thus, the proposed project seeks to address the challenges through an integrated strategy 2

4 PAGE 3 OF 40 ver. 10 Feb.2017 which includes the following: The first output, National mandate, strategy and steering mechanisms are in place and gaps are assessed and addressed, will aim to strengthen the NAP and climate change adaptation (CCA) coordination mechanisms in Niger. It will facilitate stakeholder and cross-sectoral engagement, and will develop a long-term approach to capacity development for national adaptation planning and climate change responses in Niger. The second output, Preparatory work for the NAP undertaken to develop a knowledge base and compile a NAP, will ensure that adaptation planning relies on the best available climate and socio-economic information. By providing an appraisal of adaptation options and establishing a knowledge-base of existing information, the assessment and filling of gaps and the adaptation options will become easier and more evidence-based. The third output, NAP implementation facilitated, will facilitate the integration of CCA into national development planning and budgeting processes. It will support the alignment of NAP with national priorities and strategic frameworks. The fourth output, Mechanisms for Reporting, Monitoring and Review of NAPs and adaptation progress in place, will strive to reinforce monitoring and evaluation mechanisms to assess and share the results of CCA initiatives. It will contribute to an integrated national CCA platform to support the organization, management and provision of ready access to such data as well as to align it with other existing or upcoming systems in other sectors. This would also help strengthen the monitoring and evaluation mechanisms for wider development planning. The fifth and final output, Funding strategy for the NAP and CCA is available, will address the constraints of the financial resources in Nigerien government processes for climate change adaptation through costing adaptation needs, engaging the private sector, and identify financing opportunities, particularly for national actors such as the National Implementing Entity (NIE), and local authorities. 7. Total requested amount and currency This project will be steered at country level by the Executive Secretariat of the National Council of Environment for Sustainable Development (SE/CNEDD), which is the coordinating body for all Rio Conventions and climate change-related initiatives and the National Designated Authority to the GCF. It will closely engage the Ministry of Planning and the Ministry of Finance, as well as key sectoral ministries, national training and research institutions and civil society, including the private sector. It will closely coordinate with other related initiatives such as the GEF-LDCF adaptation planning in the water sector project, the EU-funded PARC-DAD and the World Bank Pilot Programme for Climate Resilience 2,997, USD 8. Anticipated duration Total proposal period is for 4 years [48] months ( ). 9. Is the country receiving other Readiness and Yes No 3

5 PAGE 4 OF 40 ver. 10 Feb.2017 Preparatory Support related to the GCF? The country is finalising a request for readiness support to the GCF with UNEP. It is also in the process of accrediting an entity to the Adaptation Fund as part of the support from the EU-funded PARC-DAD (Support Project to Climate Resilience for Sustainable Agriculture) and has submitted all the requested documentation. This could potentially support the entity to build capacities to gain accreditation under the GCF. 4

6 PAGE 5 OF 40 ver. 10 Feb

7 PAGE 6 OF 40 ver. 10 Feb.2017 SECTION 2: COUNTRY READINESS LOGICAL FRAMEWORK 1 Please complete the table below, which enables a country to assess its capacity and set targets for advancing its NAP, including proposed outputs and activities to improve the country s institutional capacity to achieve key objectives of NAP. OUTPUTS AND ACTIVITIES BASELINE 2 TARGET INPUTS (including key deliverables where applicable) 1. National mandate, strategy and steering mechanism are in place and gaps are assessed and addressed Re-launch the NAP process 0 X X Strengthening the steering, coordination, and monitoring mechanism for the NAP process, led by the National Council on Environment for Sustainable Development s Executive Secretariat (SE/CNEDD). This will start with a comprehensive institutional assessment, including a gap analysis, of coordination mechanisms, stakeholders engagement, key sectors, and other relevant institutional functions for the NAP process as informed by the stakeholder consultations which were held in August Deliverable: 1 institutional assessment validated by stakeholders. (Y1, Q1) Recruiting technical experts on CCA to support the SE/CNEDD Deliverable: Recruitment of 3 experts. (Y1, Q1) Strengthening the CNEDD s National Climate Change Commission and its technical Secretariat (CNCVC) by allocating resources for its meetings and providing technical assistance for it to play its role as the advisory body on all matters pertaining to climate change. Deliverable: 12 meetings will be organized (Y1, Q2 Y4, Q4) Updating and adopting a NAP roadmap that includes activities and institutional roles and time line for the NAP process Deliverable: 1 roadmap available and validated through 1 workshop. (Y1, Q1) Reinforcing the collaboration between SE/CNEDD and the National Mechanism for Disaster and Food Crises Prevention and Management (DNPGCCA) as most disasters in Niger are linked to weather events and both are under the responsibility of the Prime Minister s Office. This would start with an assessment of existing coordination mechanisms for DRR and DRM under the 1 Please provide detailed logical framework provided as Annex I 2 Scale: 0) Inexistent to limited progress, 1) Good progress towards the output, 2) Substantial progress towards the output 6

8 PAGE 7 OF 40 ver. 10 Feb.2017 DNPGCCA, including the disaster database and early warning systems. This would help ensure that climate related risks are better integrated into the DNPCCA and its strategies. Deliverable: The revised Strategy for Disaster and Food Crises Protection fully integrates climate change and aligns with the Climate Change Policy (Y1, Q2-Q4) 1.2 Conduct stocktake, identity available information on climate change impacts, vulnerability and adaptation, and assess gaps 1.3 Address capacity gaps and weaknesses in undertaking the NAP process 0 X X Conducting a comprehensive assessment of available information on climate change impacts, vulnerability and adaptation. This would start by a thorough revision, updating and completing of a previous stocktaking report prepared in 2014, and identifying any changes since then. Deliverable: 1 assessment report will be compiled. (Y1, Q1) Proposing recommendations and steps to collect and produce additional climate information and vulnerability assessments to inform the NAP and which would be addressed in output 2. Deliverable: 1 action plan is produced and validated through a workshop (as part of 1.2.1) (Y1, Q2) X X Conducting a comprehensive assessment, including a gap analysis, of capacities relevant for CCA adaptation and the NAP process of the main climate change and development planning and budgeting institutions, namely SE/CNEDD, Ministry of Planning, Ministry of Finance and key sectoral ministries Deliverable: 1 report on capacity gaps will be conducted. (Y1, Q2) Establishing partnerships with key national (e.g. ENAM, University of Niamey - Department of Geography, FAST- Msc en Environment Studies, EMIG, University of Diffa, ESCAE, Ecole des Cadres) and regional (AGRHYMET, ACMAD) institutions for designing and implementing training packages. Also developing a long-term training programme at national and regional levels for government officials engaged in CCA Deliverable: At least 2 agreements signed (Y1, Q2) and 2 training programs implemented (Y1, Q3 Y4, Q3) Building the capacities of the National School of Administration and Justice (ENAM), and other relevant higher education and continuing education institutions by updating and developing up-todate curriculum on CCA mainstreaming, as well as other relevant modules for climate change integration to integrate into regular courses for civil servants and for students of continuing education. Deliverable: At least 1 curriculum updated at the ENAM. (Y1, Q3-Q4) In partnership with ENAM and other relevant higher education institutions, implement a training programme in priority areas for key Ministries and civil society at national and regional level over a four-year period based on the capacity needs assessment. Deliverable: 1 training program to be conducted (Y2, Q1 Y4, Q3) Advocating for an increased importance of climate change in higher and continuing education 7

9 PAGE 8 OF 40 ver. 10 Feb Comprehensively and iteratively assess development needs and climate vulnerability 2 Preparatory work for the NAP undertaken to develop a knowledgebase and compile a NAP 2.1 Analyse current climate and future climate change, and socioeconomic scenarios in partnership with key institutions Deliverable: Signed commitments from 4 institutions for including climate change in curriculum. 1 higher education conference on climate change (Y2, Q1-Q3) X X Identifying synergies between development and adaptation objectives, policies, plans and programmes, including synergies with sustainable development goals and wider strategic frameworks (3N Initiative, PDES, SDDCI) in partnership with the Ministry of Planning Deliverable: 1 study to be conducted and validated through a national workshop (Y2, Q1-Q2) Conducting a gender analysis of the link between climate change and sustainable development and Identifying barriers to gender mainstreaming in climate change activities Deliverable: 1 study to be conducted (Y1, Q2) Organising consultation workshops with key stakeholders at national and regional levels to raise awareness on risks and opportunities related to climate change and the NAP process in particular, and to identify and prepare detailed documentation on synergies between adaptation and development objectives Deliverable: 5 workshops to be conducted (Y1, Q2-Q4) Identifying and documenting good practices in gender mainstreaming emerging from the consultative workshops as well as desk reviews of on-going adaptation related initiatives in conjunction with activity Deliverable: 1 report is available. (Y2, Q1-Q2) 0 X X Implementing the recommendations drawn through the stocktaking in activity by compiling and synthesising available analyses of current and future climate, at national and/or regional level, especially from the Third National Communication and Africa Adaptation Programme, as well as available scenarios downscaled from West African scenarios. Update climate information if required Deliverable: Updated climate scenarios are produced using updated regional data (Y1, Q3 Y2, Q2) Compiling and synthesising available socio-economic scenarios at national and/or regional level, especially scenarios produced for the formulation of the SDDCI, PDES, I3N and other key modelling exercises conducted at national and regional levels Deliverable: All studies are compiled (Y1, Q3-Q4) Formulating a climate information and knowledge management strategy to strengthen the information collection, production and dissemination mechanisms for iterative updating of cli- 8

10 PAGE 9 OF 40 ver. 10 Feb Assess climate vulnerabilities and identify adaptation options at the sector, subnational, national and other appropriate levels 2.3 Review and appraise adaptation options 2.4 Compile and communicate National Adaptation Plan mate-relevant knowledge Deliverable: 1 strategy is produced and validated through a workshop (Y1, Q4) 0 X X Conducting an assessment of on-going and past adaptation activities to identify gaps and scaling-up opportunities to complement the stocktake in activities 1.2 and 2.1 Deliverable: 1 assessment to be conducted (Y1, Q3-Q4) Compiling adaptation options for most vulnerable sectors identified under activity 2.1 Deliverable: 1 study to be conducted and validated through a workshop (Y2, Q1-Q2) In partnership with research institutions, conducting a review of existing criteria, appraisal and evidence-based tools, including multi-criteria, cost-benefit analysis, integrated assessment analysis and other economic and non-economic appraisal tools for their suitability of use in the Nigerien context, identify tools to be applied, and train Government staff and national economists on these tools Deliverable: 1 report on tools, and 3 trainings organised (Y2, Q1-Q4) X X Selecting up to 5 priority sectors in up to 3 geographical areas as specified by the NAP roadmap or through assessments conducted in 2.1 and 2.2. The water sector will be left out as it s covered by the GEF-LDCF project Deliverable: 1 workshop to be conducted during which the 5 sectors will be identified (Y2 Q2) Conducting appraisal for adaptation interventions through the definition of the geographical scale, the undertaking of gender-disaggregated surveys and collection of data on potential impact, costing and stakeholder consultations and application of selected appraisal tools. Deliverable: 1 appraisal report is available (Y2, Q2 Y3, Q2) Prioritising adaptation options in key sectors and geographical areas in light of their contribution to medium-and long-term sustainable socioeconomic development, their costs, effectiveness and efficiency Deliverable: 1 national workshop and 3 regional workshops to be conducted (Y3, Q1-Q2) X X Compiling a draft NAP including adaptation priorities, planned activities (policies, projects, and programmes), integrating comments from stakeholders (relevant private and public sector actors), based on preparatory work done in activities 2.1, 2.2 and 2.3, and through the analyses conducted for the water sector under the GEF-LDCF NAP project. This would also be complemented by the CPEIR and CPrEIR under activity 3.3 Deliverable: A draft of the NAP will be produced through this activity (Y3, Q3-Q4) Validating (e.g. via peer review and technical review) and disseminating the NAP Deliverable: 1 Peer Review to be conducted & 1 technical workshop to validate the NAP (Y3, Q4) 9

11 2.5 Integrate climate change adaptation into national and subnational development and.sectoral planning and budgeting READINESS AND PREPARATORY SUPPORT PAGE 10 OF 40 ver. 10 Feb X X Reviewing and revising existing integration guidelines such as the mainstreaming methodology for local development plans, mainstreaming methodology for sectoral policies and strategies and DRR mainstreaming guidelines, to complement guidelines and integration conducted under the GEF-LDCF project. Deliverable: 3 guidelines updated (Y4, Q1-Q2) Designing additional guidelines as required (especially mainstreaming tools in Regional Development Plans) Deliverable: 1 Guidelines produced (Y4, Q2) 3 NAP implementation facilitated Prioritize climate change X X Reviewing development planning processes and setting up institutional mechanisms for CCA adaptation in national planning and budgeting integration through cross-sectoral technical working groups, definition of gender-sensitive criteria for prioritizing implementation, objectives, targets and indicators for the monitoring and evaluation mechanisms. This would especially focus on the I3N, under axis 5, to complement training activities on climate risks prevention and management, and the Planning Directorate and Local Development Directorate of the Ministry of Planning Deliverable: 3 sensitization workshops. (Y1, Q2 Y2, Q1) 3.2 Develop a national adaptation implementation strategy 3.3 Enhance capacity for planning, budgeting and implementation of adaptation X X Formulating a NAP implementing strategy which will provide operational guidance on implementation including network of implementing institutions and relevant roles of the implementing institutions at national and sub-national levels, as well as appropriate private sector actors Deliverable: 1 NAP implementation strategy is available and validated through 1 workshop (Y4, Q1) X X Training and building awareness on usefulness of climate-sensitive budgeting among ministries, and in particular the Ministry of Finance. Deliverable: 1 Training Programme for officials from the MoF with at least 3 trainings (Q1, Q3-Q4) Conducting a Climate Public Expenditure and Institutional Review (CPEIR) and Climate Private Expenditure and Institutional Review (CPrEIR),building on the policy and institutional analysis conducted under Outputs 1, 2 and 3, and focusing on the review of the budgeting processes. Deliverable: 1 CPEIR review & 1 CPrEIR review reports (Y1, Q3 - Y2, Q4) Adapting budget tagging and tracking tools for climate finance, including contribution of the private sector, with a particular focus on adaptation, to the Niger context and assisting sector budget and planning departments to apply tagging tools. Deliverable: 1 Guidelines produced (Y3, Q1-Q2) Improving capacity on climate monitoring and budgeting in the public and private financial management framework, based on recommendations from the CPEIR 10

12 PAGE 11 OF 40 ver. 10 Feb Promote coordination and synergy at the regional level and with other multilateral environmental agreements 4 Mechanisms for Reporting, Monitoring and Review of NAPs and adaptation progress in place 4.1 Enhance capacity to monitor the NAP process and adaptation progress Deliverable: 3 trainings conducted (Y3, Q3-Q4) X X Participating in South-South events or international events to share experience on the NAP Deliverable: 4 missions (Y2, Q4; Y3, Q3, Y4, Q4) Analysing Niger s responses to international and regional sustainable development, disaster risk reduction and climate change frameworks, specially SDGs, Sendai and the Paris Agreement Deliverable: 1 study validated through a workshop (Y3, Q3-Q4) X X Mapping existing monitoring and evaluation systems for tracking progress for national and sectoral priorities, including the system put in place through the PARC/DAD and GEF-LDCF projects. Mapping existing indicators and identifying those with climate change adaptation relevance and Recommending additional indicators with sources of verification, in particular those useful to monitor private sector s adaptation interventions. Identifying appropriate gender-sensitive indicators for monitoring climate change impact and develop recommendations on a system for collecting data for these indicators Deliverable: 1 study and 1 workshop (Y2, Q1-Q2) Strengthening the CNEDD monitoring / evaluation system in synergy with the European Union's PARC /DAD project Deliverable: All climate information is uploaded on the web platform (Y1, Q2 Y4, Q4) 4.2 Review the NAP process to assess progress, effectiveness and gaps Contributing to annual and mid-term reviews of the PDES to ensure CCA integration Deliverable: MTR report of PDES includes climate change adaptation priorities across outcomes (Y2, Q4 Y 3, Q1) X X Establishing and maintaining an effective M&E system for NAP at CNEDD and linked to Ministry of Planning s M&E mechanism for development, and in close partnership with other already established M&E systems and using outputs of input Deliverable: An M&E system, with appropriate indicators to measure progress (Y2, Q3-Q4) 4.3 Conduct outreach on the NAP process and report on progress and effectiveness X X Implementing the existing National Communications Strategy on Climate change and Adaptation Deliverable: At least 10 actions of the strategy are implemented (Y1, Q2 Y4, Q4) 11

13 PAGE 12 OF 40 ver. 10 Feb Assessing and communicating progress on the NAP and the NDC to the UNFCCC Secretariat and in relevant fora Deliverable: 2 reports to the UNFCCC is drafted and communicated (Y2, Q4 Y4, Q4) 5 Funding strategy for the NAP and CCA is available 5.1 Assess costs of meeting integrated adaptation needs 5.2 Identify, analyze and recommend policy and strategic options for scaling up financing for adaptation investments, including through public-private partnerships 5.3 Conduct study or research programmes to inform future investments in adaptation across sectors X X Evaluating capacity of national government institutions to mobilise and channel funds for adaptation Deliverable: 1 Study (Y2, Q1-Q2) Assessing the costs of implementing the NAP compiled under output 2 and developing a funding strategy for priority programmes, based on existing level of assessments and costing options for scaling up, and through comprehensive stakeholders consultations. Deliverable: 1 funding strategy and 1 round table organized (Y4, Q3-Q4) X X Assessing private sector s engagement and developing a strategy to leverage private sector finance and private sector development, including measures to strengthen the enabling environment for crowding-in private sector investments at national, regional and international levels exists. Deliverable: 1 study (Y2, Q3-Q4) Assessing local government s budgeting and financing frameworks and developing a strategy to leverage private sector engagement through local government, especially in the water sector in close cooperation with the GEF-LDCF project. Deliverable: 1 study (Y3, Q1-Q2) X X Built the capacity on project development of key staff at the NIE and other key staff in ministries and civil society, based on the Financial Resource Mobilisation Study conducted in 2015 by the SE/CNEDD and on input , through a comprehensive training programme. This will include the training of the main actors on results-based management as well as on the various climate funds and their financial mechanisms. This would be incorporated into the curricula of training plans for these agencies. Deliverable: 2 trainings organised (Y2, Q3-Q4) In line with the GCF Country Programming undertaken through the GCF Readiness Programme, identify and prioritise at least two project concept ideas, usually the prioritization exercise conducted in activity 2.2 with potentially one on the water sector based on the GEF-LDCF project outputs 12

14 Deliverable: 2 project idea concept notes to be developed (Y3, Q3-Y4, Q1) READINESS AND PREPARATORY SUPPORT PAGE 13 OF 40 ver. 10 Feb

15 PAGE 14 OF 40 SECTION 3: ADDITIONAL INFORMATION Please explain how this grant will help deliver on the country s NAP as identified above and build on institutions, processes or existing work already underway in the country (maximum 1000 words) Please provide a brief description of: a. Context b. Baseline situation with regards to each output c. Objectives, outcomes and impact d. Stakeholders consultation Niger is a Sahelian landlocked country of approximately 18 million people with a surface of 1,267,000 sqm mainly consisting of savannah, dotted with trees in the southern part and bushes in its northern part. The country was ranked 188 out of 188 in the United Nations Development Programme s (UNDP) s Human Development Index in 2015, with 89.8% of the population living in multidimensional poverty 3. In Niger, 42.8% of the GDP comes from agriculture, forestry and the livestock sectors, and 80% of the workforce are employed in these areas 4. Climate change is expected to worsen climate risks over the next decades, with an increase in the frequency of (i) droughts, resulting in a decrease in agricultural production, an increase in grazing pressure on pastoral ecosystems, and consequently soil erosion on a mass scale; and (ii) floods resulting from the heavy rainfall and overflow of rivers. This exposure to climate risks, associated with its position as a Sahelian landlocked country, makes Niger one of the most vulnerable countries in the world and threatens food security even further. In terms of climate projections, the wet scenario projects an average increase in precipitation, compared to the reference period , ranging from less than 10% in Niamey to almost 90% in Agadez. The dry scenario projects an increase in precipitations ranging from 25% in Agadez to a decrease of around 10% in Niamey or Tillabéry. Compared to the same reference period, the maximum and minimum average temperatures are projected to increase from 0.5⁰ C in Tahoua (dry scenario) to more than 2⁰C to (wet scenario) in Maradi and Agadez in The Government of Niger recognises the pressing need of tackling climate change to safeguard food security and to reduce poverty. Therefore, the Government of Niger has set up institutional arrangements to address this need. The National Technical Commission on Climate Change and Variability (CNCVC) was set up in July To coordinate climate change and disaster related interventions, the Government of Niger has also established the National Council on Environment for Sustainable Development (CNEDD) and the National Mechanism for Disaster and Food Crises Prevention and Management (DNPGCCA). The Government has also signed and ratified various international conventions and agreements, such as the three Rio Conventions, the Paris Agreement, and the Sendaï Framework for DRR. This grant will facilitate the implementation of activities to strengthen adaptation-related prioritisation and planning, financing and capacity development for the medium term. Reducing Niger s vulnerability to climate change requires greater investments and greater integration of CCA and DRR into on-going development programmes. The foundations have been built through the preparation of the National Adaptation Programme of Action (NAPA) in 2006 with support from the United Nations Development Programme / Global Environment Fund (UNDP / GEF) in The NAPA identified urgent and most immediate needs in seven vulnerable sectors and fourteen priority adaptation interventions. The National Climate Change Policy (PNCC) adopted in 2013 provides the overall strategic framework to tackle climate change. To move beyond urgent and immediate needs, and towards a medium-term approach, Niger intends to integrate climate change into medium- and long-term development planning and budgeting through the NAP process, under its obligation towards the UNFCCC and as stated in its PNCC. This process will contribute to ensuring that the country s long-term development strategy, starting with its Sustainable Development and Inclusive Growth Strategy (SDDCI) and its National Economic and Social Development plans, be based on an understanding of climate-related risks and opportunities for inclusive growth and sustainable development. In this context, the GoN has been advancing its NAP process by conducting a preliminary stocktake of relevant 3 UNDP (2015) Human Development Report 4

16 PAGE 15 OF 40 initiatives on climate adaptation and mainstreaming to identify gaps, needs. A NAP road-map was subsequently drafted, which outlined the main steps and timeline of advancing the NAP process in Niger. These were confirmed through consultations with key national stakeholders in August In 2014 with the support of UNDP, GWP and UNITAR. Furthermore, the GoN has submitted its Intended Nationally Determined Contributions (INDC) in September 2015, signifying a commitment to address both mitigation and adaptation challenges. In terms of adaptation, the INDC has identified the urgent need to support the agriculture, livestock and forestry sectors. This project will complement a project funded by the GEF-LDCF and entitled Planning and financing adaptation in Niger. The project concept was approved in March 2017 after this proposed project was first submitted. Both projects stemmed from the initial stocktake as financing was uncertain. As the GEF-LDCF project has only recently started its preparation phase, the Government of Niger has decided to revise the scope of the activities so that it would entirely focus on the water sector and the subnational level where water resource management investment are planned. The activities regarding adaptation planning and financing will contribute to the national-level activities which the present project will support. Under this grant, activities under Output 1 will build on existing mechanisms, by focusing on the CNEDD and its Secretariat, under national climate change strategic frameworks such as the National Climate Change Policy. They will start addressing capacity gaps needs and complement on-going capacity building activities. They would rely on existing higher education and continuing education institutions such as the Universities of Niamey and Diffa, the National School of Administration and Justice as well as private education institutions to ensure long-term capacity building outcomes. Under Output 2, the project will build on the significant climate-related knowledge base that has already been developed for the formulation of the Third Communication, as well as through previous initiatives such as the UNDP Japan-funded African Adaptation Programme which produced a considerable amount of assessment and vulnerability studies. The grant will therefore help compile existing information and subsequently fill the gaps. It will conduct complementary activities to develop the necessary information in view of compiling a NAP. Activities under this project will also build on the results of the following projects and initiatives executed: PAC-RC, one of the four PPCR projects: Approach taken and the tools developed to integrate climate change and adaptation into national, sectoral, and local planning processes; NAPA-Agriculture and Water Resilience Project: Funded by LDCF and Canadian Ministry of External Cooperation: experience in terms of gender mainstreaming and capacity building of institutions for climate risk management among others; Africa Adaptation Programme: Capitalisation on the number of studies and assessments produced EU-GCCA PARC-DAD Project: Monitoring and evaluation system on climate change, biological diversity and desertification. Activities under Output 3 will lay the ground for the implementation of the NAP and focus on analysing the current state of mainstreaming in planning and budgeting, especially through a climate public expenditure and institutional review. There are several entry points for mainstreaming CCA into budgets, from budget planning and formulation, execution and implementation, to monitoring and review. Only three sectors (education, water and health) currently have mid-term expenditure frameworks, but the country aims to have them available for all sectors, in line with the West African Economic and Monetary Union (WAEMU) 2009 Guidelines on Finance Laws which request countries to draft Multi-Annual Expenditure Programming Documents by Through this process, a comprehensive diagnosis of public finance management capacities and an expenditure review were undertaken, and a priority action plan developed. This has sensitised General Secretaries, Study and Foresight Directors, and Administrative and Finance Directions of technical Ministries. In addition, multiannual budgets were drafted based on the

17 PAGE 16 OF 40 WAEMU template. The NAP project could continue strengthening these capacities through trainings to ministries, and technical assistance to draft sectoral multi-year expenditure frameworks with a climate lens. In addition, the grant would assist mutual exchange and learning opportunities in the form of study visits to selected countries. Activities under Output 4 will strengthen the monitoring, review and reporting of the NAP. This will build on work completed under the UNDP Japan-funded Africa Climate Adaptation and Food Security Programme. The SE/CNEDD developed a data platform to collect and disseminate climate-related information, as well as GIS tools. Regarding social and economic data, several scenarios were constructed based on an extensive collection of data to formulate the SDDCI. Work under the output will also rely on information from existing data platforms, such as the National Statistics Institute and the High Commission on the 3N Initiative. This activity will complement the PARC-DAD project s activities related to strengthening monitoring and evaluation of CCA and the integration into the I3N M&E mechanisms. The post-gresql / postgis database management system (DBMS) was installed and configured in the AAP-2 project. Additional needs are a reliable system for data retrieval and integration into the database, hence the need for qualified experts and for the maintenance of the system. Activities under Output 5 will contribute to Readiness activities. They will help identify financing sources and opportunities and contribute to enhancing access to climate finance by national actors, especially the NIE. The project will support the engagement of the private sector through a comprehensive assessment of the enabling environment and barriers to leveraging its engagements, especially through local governments, in line with Niger s priorities in terms of decentralisation and development of the private sector. It will also support pre-feasibility analyses and other assessments required to develop a funding proposal for a project with transformational impacts. As part of the government consultations at national level held in 2014 and 2016 with the support of UNDP, approximately 70 stakeholders were consulted and 25 interviews and meetings were conducted. During the development of this project, a note was formulated by government and validated through a meeting of the national GCF committee, which is comprised of representatives of SE/CNEDD, Ministries of Planning, Agriculture, Economy, Energy, Finance, High Commission on I3N, and the National Meteorological Institute among others. The Ministries of Finance and Planning and the High Commission for the 3N Initiative were also consulted on the priority interventions of the project. Going forward, stakeholders will be consulted and engaged at all stages, from the launch to implementation and review of the NAP. This will be done through sensitisation, consultation, and training workshops. Stakeholders will represent Government institutions, financial and technical partners, international non-governmental organisation, and local civil society. A gender analysis will be conducted to assess the status of gender mainstreaming and to promote gender-responsive adaptation planning. SECTION 4: PROJECT/PROGRAMME DESCRIPTION Describe the main activities and the planned measures of the project/programme according to each of its components. The proposed project will advance medium and long-term adaptation planning and budgeting in Niger. The project will address the main challenges to climate adaptation integration into planning and budgeting, as identified in the NAP Stocktaking report and subsequent stakeholders consultations. Project implementation will address all four elements of the LEG Guidelines, from which the Outputs are derived, and will foster sustainability through an output of financing and private sector engagement. It will not address the water sector, which is the focus of the GEF-LDCF project, but will use the outputs of that project for the overall national adaptation planning process Output 1: National mandate, strategy and steering mechanisms are in place and gaps are assessed and addressed Activity 1.1: Re-launch the NAP process This activity will build on existing mechanisms, by focusing on the CNEDD and its Secretariat in particular, under

18 PAGE 17 OF 40 strategic frameworks such as the National Climate Change Policy and the DRR national Strategy. It will contribute to the implementation of Element A Step 1 Initiating and launching the NAP process as outlined in the LEG Guidelines. It will focus on: Advancing the NAP process through the allocation of a national mandate and the setting up of a steering and monitoring mechanism, including the definition of a mandate, timelines, means of cooperation, roles of actors determined, under the responsibility of the SE/CNEDD, through strengthening the National Climate Change Commission and its technical Secretariat; Updating and adopting a NAP roadmap and developing a monitoring plan; Reinforcing the collaboration between SE/CNEDD and the National Mechanism for Disaster and Food Crises Prevention and Management (DNPGCCA). Activity 1.2: Conduct stocktake, identity available information on climate change impacts, vulnerability and adaptation, and assess gaps Climate data are the groundwork for every climate initiative. These data provide the baseline situation as well as future projections that will justify the need for CCA interventions. The already-completed stocktake exercise serves as the basis for the present project, and will be furthered through a review of available climate modelling and scenario information. These data are currently used and developed by regional centers such as the Agrhymet and the ACMAD and downscaled for the Niger context. Significant documentation already exists in terms of assessing the impacts of climate change in the AAP project (Phase 1 and 2), national climate change communications, and other studies conducted as part of the PPCR formulation. However, gaps exist in the areas of data quality and projections, as well as evaluations of the socio-economic impacts of climate change. To this end, this activity would focus on conducting a comprehensive assessment, including a gap analysis, of coordination mechanisms, stakeholders engagement, key sectors, and other relevant institutional functions for the NAP process. Activity 1.3: Address capacity gaps and weaknesses in undertaking the NAP process As part of an initial skills assessment already carried out by UNDP and UNITAR, technical and management/functional skills required implement the NAP s process were identified. A long-term training programme will be designed and delivered to train ministries staff and civil society both in terms of technical skills and functional skills as identified in the stocktaking report. The activity will include: Conducting a comprehensive assessment, including a gap analysis, of capacities relevant for CCA and the NAP process, establishing partnerships with key national (e.g. ENAM, University of Niamey - Department of Geography, FAST- Msc en Environment Studies, EMIG, University of Diffa, ESCAE, Ecole des Cadres) and regional (AGRHYMET, CILSS, ACMAD) institutions for designing and implementing training packages, and developing a long-term training programme at national and regional levels; Building the capacities of the National School of Administration and Justice (ENAM), and other relevant higher education and continuing education institutions by updating curricula on climate information and risks and developing climate change mainstreaming modules, as well as other relevant modules for the NAP; Implementing a training programme in priority areas for key Ministries and civil society at national and regional level; Advocating for an increased importance of climate change in higher and continuing education in partnership with key institutions. Activity 1.4: Comprehensively and iteratively assess development needs and climate vulnerability The essence of the NAP process is to integrate climate change adaptation into development planning. It is therefore essential to adequately analyse development needs, climate change risks and vulnerabilities, and the links between CCA and development.

19 PAGE 18 OF 40 It would focus on: Identifying synergies between development and adaptation objectives, policies, plans and programmes, including synergies with sustainable development goals and wider strategic frameworks (3N Initiative, PDES, SDDCI); Organizing consultation workshops with key stakeholders at national and regional levels to raise awareness on risks and opportunities related to climate change and the NAP process in particular, and to identify and prepare detailed documentation on synergies between adaptation and development objectives; Conducting a gender analysis of the link between climate change and sustainable development. Output 2: Preparatory work for the NAP undertaken to develop a knowledge-base and compile a NAP This activity will start with a stocktaking of available information collected and produced through other initiatives. Additional assessments, analyses and modelling will be produced to complement existing information. Information collected and produced will be made available through the information platform developed under the CNEDD Executive Secretariat through the Africa Climate Change and Food Security Project and supported through the PARC-DAD project. It would also build on research institutes such as the National Agricultural Research Institute and the International Crops Research Institute for semi-arid tropics (ICRISAT). Activity 2.1: Analyse current climate and future climate change, and socio-economic scenarios This activity will be implemented through: Implementing the recommendations drawn through the stocktaking in activity by compiling and synthesising available analyses of current and future climate, at national and/or regional level, especially from the Third National Communication and Africa Adaptation Programme, as well as available scenarios downscaled from West African scenarios. Update climate information if required; Compiling and synthesising available socio-economic information and scenarios at national and/or regional level, especially scenarios produced for the formulation of the Sustainable Development and Inclusive Growth Strategy (SDDCI), the National Economic and Social Development Plan (PDES) and the Nigeriens Nourish the Nigeriens Initiative (I3N) and other key modelling exercises that may be useful for sectoral planning purposes; Formulating a strategy to strengthen the information collection, production and dissemination mechanisms for iterative updating of climate-relevant knowledge. Activity 2.2: Assess climate vulnerabilities and identify adaptation options at the sector, subnational, national and other appropriate levels Many interventions have already been implemented in Niger following the formulation of the NAPA in 2006, and as shown in the Stocktaking Report. The NAPA identified seven priority sectors (agriculture, herding, water resources, wildlife, health and wetlands) and fourteen adaptation options. This activity will identify medium and long-term adaptation options, based on risks and vulnerabilities in these sectors, with relevant social and economic information, compiled and produced through Activity 2.2. Additional sectors will be considered based on the analysis of development/adaptation linkages under Activity 1.4. This activity will be undertaken through: Conducting an assessment of ongoing and past adaptation activities to identify gaps and scaling-up opportunities; Compiling adaptation options for most vulnerable sectors identified under activity 2.1 in partnership with research institutions, reviewing existing criteria and appraisal tools, including multi-criteria, cost-benefit analysis and other economic and non-economic appraisal tools for their suitability of use in the Nigerien context, identifying tools to be applied, and training Government staff and national economists on these tools.

20 PAGE 19 OF 40 Activity 2.3: Review and appraise adaptation options Adaptation options compiled through activity 2.2 will be appraised especially with regard to their transformative potential, using a mix of economic and non-economic appraisal methods identified in activity 2.2. This will be conducted through: Selecting the priority sectors and geographical areas to determine which options will be appraised; Applying a range of relevant tools, such as those to support analysis of gender issues; Prioritising the adaptation options in light of their contribution to medium-and long-term sustainable socioeconomic development, their costs, effectiveness and efficiency. Activity 2.4: Compile and communicate National Adaptation Plan A NAP document would be compiled under this activity using the outputs of all preceding assessments and appraisals and would be validated through a thorough stakeholder engagement process. Activity 2.5: Integrate climate change adaptation into national and subnational development and sectoral planning and budgeting Under this activity, the existing guidelines developed through several other projects such as the AAP, the PAC-RC, and the PANA Resilience, will be reviewed and revised as required. These include the Mainstreaming Guidelines for CC for school curricula and for local development plans. Output 3: NAP implementation facilitated Mainstreaming climate change into planning and budgeting is still at a nascent stage in Niger despite the threat climate change poses to the country s development. It is still in part considered a sectoral issue and needs to be further integrated into development planning and budgeting, and aligned with national priorities and strategic frameworks, such as the SDDCI, the PDES and the I3N. The NAP process deals with the full integration of climate change concerns and climate risks into planning, budgeting and decision-making processes in all relevant sectors and at all adequate levels. This output will facilitate the NAP implementation, in particular by reinforcing the current budgeting framework, and supporting the integration of CCA into future budgets. It will also include developing an implementation strategy for the NAP. Activity 3.1: Prioritize climate change adaptation in national planning and budgeting This activity will consist in reviewing development planning processes and setting up institutional mechanisms for CCA integration through cross-sectoral technical working groups, definition of gender-sensitive criteria for priorising implementation, objectives, targets and indicators for the monitoring and evaluation mechanisms. This would especially focus on the I3N, under axis 5, to complement training activities on climate risks prevention and management, and the Planning Directorate and Local Development Directorate of the Ministry of Planning. Activity 3.2 Develop a national adaptation implementation strategy Under this activity, a NAP implementation strategy will drafted through extensive stakeholders consultation, and will include a clear distribution of roles for Government agencies, technical and financial partners, civil society and the private sector. Activity 3.3: Enhance capacity for planning, budgeting and implementation of adaptation This activity would start with a diagnosis in the form of a Climate Public Expenditure and Institutional Review (CPEIR). It would then address gaps in climate change integration at the different stages of the budgeting processes, in consultation with relevant institutions. The aim would be to assist Niger in making more informed planning decisions related to climate change. This will result in enhanced understanding of how to incorporate budget codes for climate change and how to track climate finance effectively. Building institutional knowledge in this area will support Niger s case for additional financing from public and private sources. This result is anticipated for several

21 PAGE 20 OF 40 reasons, one of which is the expected improvements in transparency of expenditures. This activity will be conducted through: Training and building awareness on the usefulness of climate-sensitive budgeting and CPEIR; Conducting a CPEIR, building on the policy and institutional analysis conducted under Outputs 1, 2 and 3, and focusing on the review of the budgeting processes; Adapting budget tagging and tracking tools for climate finance, with a particular focus on adaptation, to the Niger context and assisting sector budget and planning departments to apply tagging tools; Improving capacity on climate monitoring and budgeting in the public financial management framework, based on recommendations from the CPEIR. This activity would focus on training and building awareness on the usefulness of climate-sensitive budgeting and CPEIR. Further capacity development would be required to implement the recommendations of the CPEIR in another phase of the project. Additionally, as per the Stocktaking Report, there are avenues for private sector investment, in particular, for the provision of climate change adaptation services. Activity 3.4: Promote coordination and synergy at the regional level and with other multilateral environmental agreements Coordination across sectors and synergies with other development processes is a key outcome of the NAP process. The Niger has adhered to several processes, such as the Sustainable Development Goals (SDGs), the Sendai Framework and the Paris Agreement, as well as other Rio Conventions. This activity will pave the way for further synergies between the different multilateral agreements by: Participating in South-South events or international events to share experience on the NAP; Analysing Niger s responses to international and regional sustainable development, disaster risk reduction and climate change frameworks, especially SDGs, Sendai and the Paris Agreement to foster alignment and synergies. Output 4: Mechanisms for Reporting, Monitoring and Review of NAPs and adaptation progress in place This output will contribute monitoring, review and updating of adaptation plans over time, to ensure progress and effectiveness of adaptation efforts and to demonstrate how gaps are being addressed. It will also go beyond the NAP, to include monitoring of adaptation interventions into a wider development framework. Activities under this output will also support reports and outreach on the NAP process to stakeholders nationally and internationally visà-vis progress on adaptation under the UNFCCC convention. Activity 4.1: Enhance capacity to monitor the NAP process and adaptation progress The availability of up-to-date and quality data upon which to base decisions, on prioritisation for example or on decisions about training needs, has a very significant impact on management effectiveness for CCA. At present in Niger, it is evident that putting in place a harmonised data collection and distribution platform on CCA is essential, and that staff positions and related skills to support this work need to be defined and put in place. At present there is no centralised record of training and capacity building activities, which enable follow-up to gauge uptake. This output will complement ongoing capacity building activities, as well as those related to CCA monitoring and evaluation under existing projects and initiatives, especially the EU-funded PARC-DAD and I3N. The activity would focus on: Mapping existing monitoring and evaluation systems for tracking progress for national and sectoral priorities, including the system put in place through the PARC/DAD and GEF-LDCF projects. Mapping existing indicators and identifying those with climate change adaptation relevance and Recommending additional indicators with sources of verification, in particular those useful to monitor private sector s adaptation interventions. Identifying appropriate gender-sensitive indicators for monitoring climate change impact and develop recommendations on a system for collecting data for these indicators

22 PAGE 21 OF Strengthening the CNEDD monitoring / evaluation system in synergy with the European Union's PARC /DAD project Contributing to annual and mid-term reviews of the PDES to ensure CCA integration Activity 4.2: Review the NAP process d to assess progress, effectiveness and gaps Based on the results of activity 4.1, recommendations will be implemented to establish and maintain effective M&E system for NAP to ensure that existing data, if relevant, can inform, or be useful to, NAP implementation. Activity 4.3 Conduct outreach on the NAP process and report on progress and effectiveness A National Communications Strategy on Climate change and Adaptation was drafted in the framework of the UNDP Adaptation to Climate Change and Food Security Project, and will be implemented through this project to provide public information on climate change to the general public and promote informed discussions with The activity would focus on: Implementing the National Communications Strategy on Climate change and Adaptation; Assess and communicate progress on NAP and NDC to the UNFCCC Secretariat and in relevant fora; Output 5: Funding strategy for the NAP and CCA is available The NAP should serve as an investment framework and as a means of attracting domestic and international funding, both from public and private sources. Adaptation options will be costed, appraised and prioritised, ahead of NAP compilation. This output will also help identify financing sources and opportunities and contribute to enhancing access to climate finance by national actors, especially the national implementing entity (NIE), as well as local authorities. Activity 5.1: Assess costs of meeting integrated adaptation needs This activity will focus on developing a funding strategy for the NAP, including an approximate costing of NAP implementation. This activity will involve conducting a more comprehensive costing of a selection of priority programmes in view of developing project proposals in activity 5.3. Activity 5.2: Identify, analyse and recommend policy and strategic options for scaling up financing for adaptation investments, including through public-private partnerships Based on the implementation strategy of the NAP developed under Output 3, a funding strategy will be necessary to implement the NAP. It will be developed following the CPEIR and in parallel to the budget coding exercise, as a way to effectively mobilise and utilise funding sources for adaptation. It will aim at leveraging innovative mechanisms for funds mobilization and private sector involvement. This activity will consist of: Assessing the private sector s engagement and developing a strategy to leverage private sector finance and private sector development, including measures to strengthen the enabling environment for crowding-in private sector investments at national, regional and international levels exists; Assessing local government s budgeting and financing frameworks and developing a strategy to leverage private sector engagement through local government. Activity 5.3: Conduct study or research programmes to inform future investments in adaptation across sectors A Nigerien National Implementation Entity (NIE) will be supported through the PARC-DAD project. Sound investment proposals will be necessary to achieve adaptation outcomes and they would require adequate feasibility studies, social and environment impact assessments, and consultations to ensure wide inclusiveness, in particular of women and other vulnerable groups, to promote quality investments. To ensure the sustainability of

23 PAGE 22 OF 40 the project, this activity will assist Government staff, especially at the NIE, to develop project proposals and leverage funds for NAP implementation, as well as support the development of at least three interventions. This activity will be conducted through: Developing a project development curricula to build the capacities of key staff at the NIE and other key staff in ministries, building on the Financial Mobilisation Study conducted by SE/CNEDD in 2015; Identifying at least two adaptation interventions as prioritised in Output 2.2 and formulating at least three project proposals.

24 PAGE 23 OF 40 SECTION 5: BUDGET, PROCUREMENT, IMPLEMENTATION AND DISBURSEMENT GCF Output/Atlas Activity Donor Name ATLAS Budget Description Amount Year 1 (USD) Amount Year 2 (USD) Amount Year 3 (USD) Amount Year 4 (USD) Total Note Service Contracts 82, , , , , a Local Consultants 9, , , , , Travel 15, , , , , Training, workshops and conferences 35, , , , , b c d Output 1. National mandate, strategy and steering mechanism are in place and gaps are assessed and addressed GCF Office Supplies IT Equipment Audio Visual&Print Prod Costs 4, , , , , , , , , , , , , , , e f g Miscellaneous 3, , , , , h International Consultants 10, , , , , i Contractual services - companies 15, , , , , j Output 2. Preparatory work for the NAP under-taken to develop a knowledge-base and compile a NAP GCF Total Output 1 International Consultants Local Consultants 184, , , , , , , , , , , , , , , k l

25 PAGE 24 OF 40 Contractual services - companies 50, , , , m National UNV 12, , , , , Travel 29, , , , , Training, workshops and conferences 25, , , , , n o p IT Equipment Professional services Audio Visual&Print Prod Costs 25, , , , , , , , , , , , , , , q r s Miscellaneous 3, , , , , h Service Contracts 10, , , , , a Total Output 2 242, , , , , Travel - 5, , , , t Output 3. NAP implementation facilitated GCF International Consultants 15, , , , , Training, workshops and conferences 10, , , , , Miscellaneous 9, , , , , u v h Local Consultants 18, , , , , w Audio Visual&Print Prod Costs Service Contracts 3, , , , , , , x a

26 PAGE 25 OF 40 Total Output 3 Professional services Audio Visual&Print Prod Costs 56, , , , , , , , , , , , , , r y International Consultants 10, , , , , z Output 4. Mechanisms for Reporting, Monitoring and Review of NAPs and adapta-tion progress in place GCF Miscellaneous 3, , , , , Training, workshops and conferences - 15, , , , Service Contracts 44, , , , , aa ab a Travel 10, , , , , ab International UNV 74, , am Total Output 4 143, , , , , International Consultants - 30, , , , ac Output 5. Funding strategy for the NAP and CCA is available GCF Local Consultants - 10, , , , Travel - 10, , , , Training, workshops and conferences - 15, , , , ad ae af Total Output 5 Project Management GCF Service Contracts Audio Visual&Print Prod Costs - 65, , , , , , , , , , , , , ah ai

27 PAGE 26 OF 40 IT Equipment 5, , , , , aj Delivery Partner fee Total PM TOTAL OUTPUTS Grand TOTAL 32, , , , , , , , , ,724, , , , , , , , , , ,997, Note a b c d Description of cost item OUTPUT 1 Service contracts for lead NAP technical specialist/cc Policy Expert who also acts as project manager (SB5-5, USD/year), communications and knowledge management expert (SB4, USD/year), M&E expert (SB4, USD/year) Local consultants for specific workshop interventions USD/day depending on expertise days Travel cost for national expert and local consultants Costs of consultation workshops at national and regional levels (9) and technical meetings (12) at national level

28 PAGE 27 OF 40 e Office supplies for national climate policy expert and capacity building expert f IT equipment (laptop and peripherals) for technical staff of the project g Printing of NAP material for workshops h Contingency (<5%) i International consultant for specific training resources USD/per day depending on expertise (140 days) j Framework agreement with 3 university/training institutions: design of training package, delivery of training, assessment of trainees OUTPUT 2 k l m n o p q r s t u v 2 International consultants for advisory support on climate/socioeconomic/vulnerability assessments, 2 on appraisal, costing and prioritisation of climate change adaptation options for key sectors, 1 for advisory support on integration tools, USD depending on expertise, 300 total days 3 local consultants to compile and assess climate and socioeconomic scenario, compile and assess vulnerability studies (3* 60 days*300 USD), and 5 for the appraisal and costing of climate change adaptation options for key sectors (5*80*300 USD), 1 local Consultant to support compilation of documentation & compilation of NAP document (75*300 USD), 1 consultant to train on, revise and draft integration tool (30*300) Companies to carry out additional climate scenario, socio economic and vulnerability analysis, and to conduct multicriteria analysis and other economic and non-economic appraisal tools to appraise and prioritize adaptation measures National UNV gender/social impact ($12000/y for 4 years) Travel cost for international, national experts and local consultants to 3 regions 10 consultation and validation workshops on climate/socioeconomic/vulnerability assessments, appraisals of options, NAP (( USD/workshop depending on number of participants and location) Software and small hardware for information management Contract for audit services (external) Printing of assessment and analyses reports OUTPUT 3 Travel costs for international experts and travel to local and international events 1 international consultants on climate vulnerability and policy response, 1 international consultant on decentralisation, 1 international consultant on public finance USD depending on experience, 140 days in total 10 consultations and trainings workshops/meetings USD per workshops depending on size and location

29 PAGE 28 OF 40 w x y z aa ab am ac ad ae af ah ai aj 1 national consultant on decentralisation 80*300 USD, 1 national consultant on public finance 80*300 USD, 1 statistician 80*300 USD Printing of CPEIR and training material OUTPUT 4 Printing of training materials and publications 3 international consultants to train on and support the M&E mechanism, the communications strategy and support to NAP USD depending on expertise, Total max of 100 days 4 consultation meetings Travel to international meetings International UNV with climate change and M&E expertise to be recruited to support project implementation in year 1; Yé-4 will be covered by the GEF-LDCF project OUTPUT 5 4 International consultants on appraisal, costing and prioritisation of climate change adaptation options for key sectors (40*700), pre-feasibility study (60*600), environmental and social impact assessment and safeguards (30*600), gender analysis (30*500); 1 international consultant to support the private sector strategy (30*600). 2 local consultants to undertake stocktaking of financing options and draft funding strategy (80*300) and support project developments (90*300 USD) Travel cost for national expert and local consultants 6 consultation and training workshops USD depending on size and location PROJECT MANAGEMENT Administrative and Financial Assistant (SB3-5, 27000/year) Printing of M&E reports and others 1 laptop, 1 printer, & small IT supplies for the PMU

30 PAGE 29 OF 40

31 PAGE 30 OF 40 Procurement plan Atlas Budget Description Service Contract Service Contract General Description Lead NAP technical Specialist/Project Manager Communications/KM Expert Contract Value Recruitment Method 1 240, Test, interview 128, Test, interview Advertisement Method Advertisement Date (quarter/year) QTR1-YR1 QTR1-YR1 Service Contract M&E Expert 146, Test, interview QTR1-YR1 Service Contract Admin. And fin. Assistant 160, Test, interview QTR1-YR1 National UNV Gender expert 48, Test, interview International UNV Local consultant Local consultant Local consultant Local consultant Local consultant Local consultant Local consultant Climate Change and M&E Expert 3 local training experts 3 local consultants for vulnerability assessments 5 local consultants for the appraisal and costing of options 2 local consultants for NAP compilation and dissemination National Integration tools consultant 1 decentralization expert 1 public finance expert 74, Test, interview 36, Desk Review 54, Desk Review 120, Desk Review 22, Desk Review 9, Desk Review 24, Desk Review 24, Desk Review Local consultant 1 statistician 24, Desk Review Local consultant Local consultant International consultant International consultant International consultant 1 funding mobilization expert 1 project developer 6 experts for trainings 2 international consultant on vulnerability assessment 2 experts on appraisal, costing and prioritization of climate change adaptation options 24, Desk Review 27, Desk Review 70, Desk Review 60, Desk Review 60, Desk Review QTR1-YR1 QTR1-YR1 QTR1-YR2 QTR3-YR1 QTR2-YR2 QTR3-YR3 QTR1-YR4 QTR3-YR1 QTR3-YR1 QTR3-YR1 QTR3-YR2 QTR3-YR3 QTR1-YR2 QTR2-YR2 QTR2-YR2

32 PAGE 31 OF 40 International consultant International consultant on climate change mainstreaming 30, Desk Review QTR1-YR1 International consultant 1 International consultant on climate vulnerability and policy response 36, Desk Review QTR3-YR1 International consultant international consultant on public finance 24, Desk Review QTR3-YR1 International consultant international consultant on decentralization 24, Desk Review QTR3-YR1 International consultant 1 M&E Expert 20, Desk Review QTR2-YR2 International consultant 1 Communications Expert 12, Desk Review QTR3-YR1 International consultant International consultant International consultant International consultant International consultant CS companies CS companies IT Equipment Professional services Audio Visual&Print Prod Costs 1 Climate Policy Expert private sector strategy expert international consultant for feasibility study international consultant for economic analysis international consultant for ESIA Companies to carry out additional climate scenario, socio economic and vulnerability analysis Contractual service companies to conduct multicriteria analysis and other economic and noneconomic appraisal tools Various IT Equipment (Laptops, printer etc) PS for M&E Activities Various Printing Material 18, Desk Review 18, Desk Review 36, Desk Review 28, Desk Review 18, Desk Review 160, , International Advert** International Advert** 56, Desk Review 30, Desk Review 75, Desk Review Office Supplies Office Supplies 7, Desk Review Disbursement schedule TOTAL 2,010, CS with Advert CS with Advert QTR1-YR4 QTR3-YR2 QTR2-YR3 QTR2-YR2 QTR2-YR2 QTR3-YR1 QTR3-YR1 QTR1-YR1 QYR2-YR2 QTR4-YR1 QTR2-YR1

33 PAGE 32 OF 40 Disbursement requests will be managed at portfolio level by UNDP-GEF MPSU in NY, as agreed in the Framework Readiness and Preparatory Support Grant Agreement between GCF and UNDP. Under Clause 4 of said Framework Agreement, the Delivery Partner shall be entitled to submit two Requests for Disbursement each year. Each such Request for Disbursement must be submitted to the Fund within 30 days of receipt by the Fund of the Portfolio Report referred to in Section UNDP-GEF is entitled to submit its first request for disbursement at any time for newly approved projects. Thereafter, UNDP-GEF will submit cash disbursement requests for six months (portfolio level) twice a year. Indicative Disbursement Schedule Description Scheduled date GCF Project Funds For Year 1 Activities 1-Jan , For Year 2 Activities 1-Jan , For Year 3 Activities 1-Jan , For Year 4 Activities 1-Jan , Total 2,997,282.20

34 PROPOSALTEMPLATE PAGE 33 OF 40 ver. 10 Feb SECTION 6: IMPLEMENTATION ARRANGEMENTS AND OTHER INFORMATION Please attach an implementation map or describe how funds will be managed by the NDA/FP or delivery partner The project will be implemented following UNDP s Direct Implementation Modality (DIM), according to the Readiness and Preparatory Support Grant Framework Agreement between the GCF and UNDP. Letters of agreement could be signed between UNDP and national executing entities to facilitate implementation, pending adequate capacity assessment. The Project Management Unit will carry out project implementation, with the support of a Financial and Administrative Assistant. The management arrangements for this project are summarized in the chart below: PROJECT BOARD Executive Secretary of SE/CNEDD, Min. of planning, Min.of Finance, HC3N UNDP (Represented by Deputy Resident Representative (Programme) Project Assurance UNDP (Country Office- Niamey, Regional Service Center, Addis Ababa, and HQ-New York) Project Management Unit Project Manager (NAP Technical Specialist) Administrative and Financial Assistant Project Support - Climate Change Advisors at SE/CNEDD - Executive Secretariat of the National Climate Change Commission - National Green Climate Fund Committee - UNDP-UNEP National Adaptation Plans Global Support Programme s The implementation of the project will be carried out in full collaboration with and consultation of Niger, the Executive Secretariat of the CNEDD (UNFCCC and GCF Focal Point), the Ministry of Planning and the Ministry of Finance. As per the GCF framework readiness and preparatory support grant agreement, the project will be implemented according to the UNDP Direct Implementation Modality. It will be guided by the United Nations Programme / United Nations Development Assistance Framework (UNDAF) for , and UNDP s Country Programme Document (CPD) for for Niger. Guided by these above-mentioned country programme frameworks, the DIM will be applied in a way to consider potentials for maximum cost-effectiveness and tailored capacity development of counterpart government institutions. UNDP s overall role as an Accredited Entity is to provide oversight and quality assurance through its Headquarters, Regional and Country Office units. This role includes: (i) project preparation oversight; (ii) project implementation oversight and supervision, including financial management; and (iii) project completion and evaluation oversight. It also includes oversight roles in relation to reporting and knowledge-management. The project assurance function of UNDP is to support the Project Board by carrying out objective and independent project oversight and monitoring functions. This role ensures appropriate project management milestones are managed and completed. The senior supplier role of UNDP is to represent the interests of the parties that provide funding and/or technical expertise to

35 PROPOSALTEMPLATE PAGE 34 OF 40 ver. 10 Feb the project (designing, developing, facilitating, procuring, and implementing). The senior supplier s primary function within the Board is to provide guidance regarding the technical feasibility of the project. The two functions will be segregated as per UNDP Internal Control Framework (ICF) to ensure impartiality and a firewall between oversight and implementation. The Project Board is comprised of UNDP and the SE/CNEDD. UNDP acts as the Executive. It also provides quality assurance for the project, ensures adherence to the DIM guidelines and ensures compliance with GCF and UNDP policies and procedures. The Project Board 5 is responsible for approving workplans, by consensus, and to provide guidance is required by the Project Manager. Project Board decisions will be made in accordance with standards that shall ensure management for development results, best value money, fairness, integrity, transparency and effective international competition. In case a consensus cannot be reached within the Board, final decision shall rest with the UNDP. The Project Board will meet twice year. The Project Steering committee is comprised of the Executive Secretary of SE/CNEDD, a representative of Ministry of planning, a representative of Ministry of Finance, and a representative of HC3N, as well as Ministry of Water. UNDP, the World Bank, the EU and other key development partners will also be part of the committee. They will provide guidance on the technical elements of the project and ensure coordination among different initiatives which contribute to adaptation planning, such as the GEF-LDCF, the PARC-DAD and the PPCR. This committee will also steer the GEF-LDCF project. The Project Management Unit will be based at the SE/CNEDD. The NAP Technical Specialist will act as Project Manager and run the project on a day-to-day basis on behalf of UNDP within the constraints laid down by the Project Board. His/her function will end when the final project terminal evaluation report and other documentation required by the GCF and UNDP has been completed and submitted to UNDP. He/she is responsible for day-to-day management and decision-making for the project. His/her prime responsibility is to ensure that the project produces the results specified in the project document, to the required standard of quality and within the specified constraints of time and cost. He/she will be supported by an administrative and a financial assistant for operational aspects of the project. In additional, a M&E expert, a communications and knowledge management expert and a national UN Volunteer (Gender Specialist) will provide guidance and deliver specific activities of the project. The PMU will be partly shared with the GEF-LDCF PMU as they will both be based at the SE/CNEDD. Project Support will be provided by the SE/CNEDD s Climate Change advisors, and be guided by the National Climate Change Commission, which includes all key stakeholders including civil society organisations, and the National Green Climate Fund Technical Committee. Local stakeholders and community members have a key role in the implementation and monitoring of the project. During the inception phase of the project, UNDP, will consult with all stakeholders, including vulnerable community members, NGOs, civil society, women organizations, etc., to facilitate an understanding of the roles, functions, and responsibilities within the Project's decision-making structures, including reporting and communication lines, and conflict resolution mechanisms. The project Logic Framework (indicators, means of verification, assumptions) will be reviewed and the quarterly and annual plans will be refined engaging the communities from the targeted counties. The stakeholders will also be engaged during the mid-term and final evaluations to assess the progress of the project and enable adaptive project management in response to the needs and priorities of the communities. Technical Assistance: The UNDP s National Adaptation Plan Global Support Programme, in partnership with UNEP, will extend the support provided already through the ongoing NAP GSP to the Government of Niger by delivering additional technical support to overcome capacity gaps, in line with the objectives of the programme. The objective of the programme is to further strengthen the institutional and technical capacities of countries to start and/or advance their NAP process. This will assist in adapting to the impacts of climate change by providing these countries with an enhanced capacity to plan, finance, and implement adaptation interventions through integration of climate change into medium- to long-term development frameworks. The programme objective will be achieved by: i) ex- 5 Sample ToR for Project Board:

36 PROPOSALTEMPLATE PAGE 35 OF 40 ver. 10 Feb panding technical support with tailored one-on-one support; ii) building on the ongoing NAP GSP project to further develop and disseminate tools and methodologies that support important steps of the NAP process; iii) organising targeted training workshops on key elements of the NAP process; and iv) further facilitating the exchange of knowledge and lessons learned through South-South and North-South cooperation with a view to enhancing the capacity for advancing the NAP process. Other relevant information This box provides an opportunity to include any important information you wish to bring to the attention of the GCF Secretariat, but did not have an opportunity to provide in the sections above. The project will be conducted with very extensive consultations at the national and local levels to guarantee a participative approach and avoid any social issue. Moreover, the project will build the capacities of decision-makers at different levels to measure and evaluate the exposure of communities to climate-related hazards for the integration of these risks into planning and budgeting. The project does not include the construction of any infrastructure and will focus on soft interventions, including capacity building activities, sensitization interventions and policy development support, having minimal to no negative impact on the environment. These activities are expected to strengthen the understanding of the challenges and impacts climate change will have on the economy and the development of the country and therefore, incentivize the national identification and development of adaptation initiatives including projects, programmes, policies, strategies, etc. Specific care will be given to highlight the need for extensive consultations and thorough studies and assessments to avoid any social and environmental negative impacts due to the inadequate and deficient selection of future adaptation interventions. Gender considerations are also at the centre of the NAP process as it insists on gender inclusiveness in climate change adaptation planning and budgeting and recognizes that adaptation cannot be successful without the involvement of all the Nigeriens, in particular women, who are the main actors of the education of future generations. During the implementation process, gender concerns will be brought to the forefront through (i) the sensitization of official beneficiaries on the crucial role women are playing in the society and in the adaptation process and how essential it is to involve them in every aspect of this process; (ii) the engagement of women decision-makers in the trainings, meetings, workshops, etc.; (iii) the development support, evaluation and selection of gender-sensitive initiatives for further implementation. Activity 1.4 and activity 2.3 in particular will strengthen gender mainstreaming through the undertaking of a gender analysis as well as the support to produce and collect gender-disaggregated data. This project will be directly aligned with the gender policy of the GCF which identifies six priority areas to implement its policy, namely (i) Governance and institutional structure; (ii) Operational guidelines; (iii) Capacity building; (iv) Outputs, outcomes, impacts and paradigm-shift objectives used for monitoring, reporting and evaluation; (v) Resource allocation and budgeting; and (vi) Knowledge generation and communications. The project, by covering a large range of areas of adaptation, will address all of these six priorities and put an emphasis on addressing gender inequality along its implementation and operationalisation. SECTION 7: ARRANGEMENTS FOR MONITORING, REPORTING AND EVALUATION Please provide project/programme specific institutional setting and implementation arrangements for monitoring and reporting and evaluation. Please indicate how the interim/mid-term and final evaluations will be organized, including the timing.

37 PROPOSALTEMPLATE PAGE 36 OF 40 ver. 10 Feb The project results will be monitored and reported annually and evaluated periodically during project implementation to ensure the project effectively achieves these results. Project-level monitoring and evaluation will be undertaken in compliance with UNDP requirements as outlined in the UNDP POPP and UNDP Evaluation Policy. While these UNDP requirements are not outlined in this project document, the UNDP Country Office will work with the relevant project stakeholders to ensure UNDP M&E requirements are met in a timely fashion and to high quality standards. Additional mandatory GCF-specific M&E requirements will be undertaken in accordance with relevant GCF policies. M&E oversight, results monitoring and reporting responsibilities: Project Manager: The Project Manager is responsible for day-to-day project management and regular monitoring of project results and risks, including social and environmental risks. The Project Manager will ensure that all project personnel maintain a high level of transparency, responsibility and accountability in M&E and reporting of project results. The Project Manager will inform the Project Board, the UNDP Country Office and the UNDP-GEF Regional Technical Advisor of any delays or difficulties as they arise during implementation so that appropriate support and corrective measures can be adopted. The Project Manager will develop annual work plans to support the efficient implementation of the project. The Project Manager will ensure that the standard UNDP and GCF M&E requirements are fulfilled to the highest quality. The Project Manager will collect the following indicators to monitor the project progress and report the results to the stakeholders. Project Board: The Project Board will take corrective action as needed to ensure the project achieves the desired results. The Project Board will hold project reviews to assess the performance of the project and appraise the Annual Work Plan for the following year. In the project s final year, the Project Board will hold an end-of-project review to capture lessons learned and discuss opportunities for scaling up and to highlight project results and lessons learned with relevant audiences. This final review meeting will also discuss the findings outlined in the project terminal evaluation report and the management response. UNDP: will retain all project records for this project for up to seven years after project financial closure in order to support any ex-post reviews and evaluations undertaken by the UNDP Independent Evaluation Office (IEO) and/or the GCF. UNDP is responsible for complying with all UNDP project-level M&E requirements as outlined in the UNDP POPP. This includes ensuring the UNDP Quality Assurance Assessment during implementation is undertaken annually; the regular updating of the ATLAS risk log; and, the updating of the UNDP gender marker on an annual basis based on gender mainstreaming progress reported in the Annual Project Report and the UNDP ROAR. Any quality concerns flagged during these M&E activities (e.g. Annual Project Report quality assessment ratings) must be addressed by the Project Manager. UNDP will initiate and organize key M&E activities including the Annual Project Report, the independent mid-term review and the independent terminal evaluation. UNDP will also ensure that the standard UNDP and GCF M&E requirements are fulfilled to the highest quality. UNDP Country Office: The UNDP Country Office will support the Project Manager as needed, including through annual supervision missions. The annual supervision missions will take place according to the schedule outlined in the annual work plan. Supervision mission reports will be circulated to the project team and Project Board within one month of the mission. The UNDP Country Office and the project team will support GCF staff (or their designate) during any missions undertaken in the country, and support any ad-hoc checks or ex post evaluations that may be required by the GCF. UNDP-Global Environmental Finance Unit (UNDP-GEF): Additional M&E and implementation oversight, quality assurance and troubleshooting support will be provided by the designated UNDP-GEF Regional Technical Advisor and the UNDP-GEF Directorate as outlined in the management arrangement section above. i. Audit:

38 PROPOSALTEMPLATE PAGE 37 OF 40 ver. 10 Feb The project will be audited according to UNDP Financial Regulations and Rules and applicable audit policies on DIM implemented projects. 6 Additional audits may be undertaken at the request of the GCF. ii. Additional monitoring and reporting requirements: Inception Workshop and Report: A project inception workshop will be held within two months after the project document has been signed by all relevant parties to, amongst others: a) re-orient project stakeholders to the project strategy and discuss any changes in the overall context that influence project strategy and implementation; b) discuss the roles and responsibilities of the project team, including reporting and communication lines and conflict resolution mechanisms; c) review the results framework and finalize the indicators, means of verification and monitoring plan; d) discuss reporting, monitoring and evaluation roles and responsibilities, and finalize the M&E budget; identify national/regional institutes to be involved in project-level M&E; e) identify how project M&E can support national monitoring of SDG indicators as relevant; f) update and review responsibilities for monitoring the various project plans and strategies, including the risk log (Ref to pre-identified Risk Assessment Summary included at the end of this Section); g) review financial reporting procedures and mandatory requirements, and agree on the arrangements for the audit; and h) plan and schedule Project Board meetings and finalize the first year annual work plan. The Project Manager will prepare the inception workshop report no later than one month after the inception workshop. The inception workshop report will be cleared by the UNDP CO and the UNDP-GEF Regional Technical Advisor, and will be approved by the Project Board. Annual Project Report: The Project Manager, the UNDP Country Office, and the UNDP-GEF Regional Technical Advisor will provide objective inputs to the annual project report covering the calendar year for each year of project implementation. The Project Manager will ensure that the indicators included in the project results framework are monitored annually in advance so that progress can be included in the report. Any environmental and social risks and related management plans will be monitored regularly, and progress will be included in the report. The Annual Project Report will be shared with the Project Board. UNDP will coordinate the input of other stakeholders to the report as appropriate. The quality rating of the previous year s report will be used to inform the preparation of the subsequent report. Lessons learned and knowledge generation: Results from the project will be disseminated within and beyond the project intervention area through existing information sharing networks and forums. The project will identify and participate, as relevant and appropriate, in scientific, policy-based and/or any other networks, which may be of benefit to the project. The project will identify, analyse and share lessons learned that might be beneficial to the design and implementation of similar projects and disseminate these lessons widely. There will be continuous information exchange between this project and other projects of similar focus in the same country, region, and globally. Independent Mid-term Review (MTR): Should the project be extended beyond the initial three years, an independent mid-term review process will begin after the second Annual Project Report has been submitted to the GCF. The MTR findings and responses outlined in the management response will be incorporated as recommendations for enhanced implementation during the final half of the project s duration. The terms of reference, the review process and the MTR report will follow the standard templates and guidance prepared by the UNDP IEO for GEF-financed projects available on the UNDP Evaluation Resource Center (ERC). As noted in this 6 See guidance here:

39 PROPOSALTEMPLATE PAGE 38 OF 40 ver. 10 Feb guidance, the evaluation will be independent, impartial, and rigorous. The consultants that will be hired to undertake the assignment will be independent from organizations that were involved in designing, executing or advising on the project to be evaluated. Other stakeholders will be involved and consulted during the terminal evaluation process. Additional quality assurance support is available from the UNDP-GEF Directorate. The final MTR report will be available in English and will be cleared by the UNDP Country Office and the UNDP-GEF Regional Technical Advisor, and approved by the Project Board. Terminal Evaluation (TE): An independent terminal evaluation (TE) will take place upon completion of all major project outputs and activities. The terminal evaluation process will begin at least three months before operational closure of the project allowing the evaluation mission to proceed while the project team is still in place, yet ensuring the project is close enough to completion for the evaluation team to reach conclusions on key aspects such as project sustainability. The Project Manager will remain on contract until the TE report and management response have been finalized. The terms of reference, the evaluation process and the final TE report will follow the standard templates and guidance prepared by the UNDP IEO for GEF-financed projects available on the UNDP Evaluation Resource Center. As noted in this guidance, the evaluation will be independent, impartial and rigorous. The consultants that will be hired to undertake the assignment will be independent from organizations that were involved in designing, executing or advising on the project to be evaluated. Additional quality assurance support is available from the UNDP-GEF Directorate. The final TE report will be cleared by the UNDP Country Office and the UNDP-GEF Regional Technical Advisor, and will be approved by the Project Board. The TE report will be publically available in English on the UNDP ERC. Final Report: The project s final Annual Project Report along with the terminal evaluation (TE) report and corresponding management response will serve as the final project report package. The final project report package shall be discussed with the Project Board during an end-of-project review meeting to discuss lesson learned and opportunities for scaling up.

40 PROPOSALTEMPLATE PAGE 39 OF 40 ver. 10 Feb ANNEX: GANTT Chart Year1 Year2 Year3 Year4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Outcome 1: National Mandate, strategy and steering mechanisms are in place, and gaps are assessed and addressed. 1.1: Re-launch the NAP process. 1.2: Conduct stocktake, identify available information on climate change impacts, vulnerability and adaptation, and assess gaps. 1.3: Address capacity gaps and weaknesses in steering the NAP process. 1.4: Comprehensively and iteratively assess development needs from a climate perspective. Outcome 2: Preparatory work for the NAP undertaken to develop a knowledge base and compile a NAP. 2.1: Analyse current climate and future climate change and socio-economic scenarios. 2.2: Assess climate vulnerabilities and identify adaptation options at the sector, subnational, national, and other appropriate levels. 2.3: Review and appraise adaptation options. 2.4: Compile and communicate National Adaptation Plan. 2.5: Integrate climate change adaptation into national and subnational development and sectoral planning and budgeting. Outcome3: NAP Implementation Facilitated. 3.1: Prioritize climate change adaptation in national planning and budgeting. 3.2: Develop a national adaptation implementation strategy. 3.3: Enhance capacity for planning, budgeting, and implementation of adaptation.

41 PROPOSALTEMPLATE PAGE 40 OF 40 ver. 10 Feb : Promote coordination and synergy at the regional level and with other multilateral environmental agreements. Outcome 4: Mechanisms for Reporting, monitoring, and review of NAPs and adaptation progress in place. 4.1: Enhance capacity to monitor the NAP process and adaptation progress. 4.2: Review the NAP process to assess progress, effectiveness and gaps. 4.4: Conduct outreach on the NAP process and report on progress and effectiveness. Outcome 5: Funding strategy for the NAP & CCA is available. 5.1: Assess costs of meeting integrated adaptation needs. 5.2: Identify, analyse and recommend policy options for scaling up financing for adaptation investments, including through publicprivate partnerships. 5.3: Conduct study or research programmes to inform future investments in adaptation across sectors.

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