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The analysis reveals that while many countries link adaptation to disaster risk management and prioritize insurance—particularly for agriculture—there is a need for better risk analysis, adaptive social protection, and stronger dialogue between finance ministries and private CDRFI providers.

The evaluation of Burkina Faso's 2015-2020 National Climate Change Adaptation Plan (NAP) found that 67% of planned actions were either completed or in progress, though the average physical completion rate was lower at 49%. While institutional capacity building (Strategic Area 1) saw a 93% completion rate, sectors like housing and infrastructure and cross-cutting areas for women and civil society struggled significantly due to poor resource mobilisation and a lack of institutional leadership. Key physical achievements included the Zagtouli solar power plant and extensive land recovery, but the report highlights critical failures in monitoring, evaluation, and gender-disaggregated data collection.

The evaluation of Burkina Faso's 2015–2020 National Adaptation Plan (NAP) reveals a mixed record of implementation. While 67% of planned actions were either completed or are ongoing, the overall physical realization rate stands at 49%. Success was highest in the livestock (75%) and water (84%) sectors, while gender-related and civil society actions saw 0% completion due to a lack of institutional leadership. Key barriers included insufficient financial resource mobilization, security instability, and the COVID-19 pandemic. The report recommends strengthening institutional accountability, improving resource mobilization strategies, and better integrating gender and civil society into future adaptation frameworks.

The report outlines a comprehensive communication strategy for Haiti's National Adaptation Plan (NAP), launched in August 2019. It identifies key target groups across the public sector, civil society, and private sector, and proposes specific messaging and activities to integrate climate adaptation into national planning and budgeting. The strategy emphasizes the need to reduce information asymmetry and foster a change in public attitude toward climate change, utilizing a mix of digital tools, press relations, and inter-institutional coordination through a proposed Adaptation Coordination Committee (CCA).

The document argues that adaptation and mitigation should be treated as complementary processes rather than separate tracks. It emphasizes that integrated planning increases political support, reduces costs, and improves stakeholder dialogue. The text highlights challenges in sectoral understanding—specifically that mitigation-focused sectors often underestimate adaptation needs—and the difficulty of measuring resilience and combining reporting for both approaches. It suggests integrating Nationally Determined Contribution (NDC) components into national measurement, reporting, and verification (MRV) systems and calls for international cooperation to share data and case studies on integrated planning.

The document argues that sustainable development, healthy ecosystems, and climate mitigation and adaptation are inextricably linked, requiring integrated policy-making to avoid ad hoc implementation. It highlights nature-based solutions as a primary example of integrated approaches and identifies institutional silos and the lack of high-level mandates as key barriers to scaling these solutions.

Fiji has integrated Ecosystem-based Adaptation (EbA) as a strategic priority within its National Adaptation Plan (NAP), which was formally communicated to the UNFCCC on December 12, 2018. The NAP identifies 160 adaptation measures across five priority sectors, emphasizing the role of healthy ecosystems as the foundation for economic growth and the protection of vulnerable groups. Practical implementation is exemplified by the use of vetiver grass for riverbank protection and erosion reduction, supported by a nursery opened in July 2020 in Labasa. The process aligns international commitments, including the Paris Agreement, Sustainable Development Goals, and the Sendai Framework, while engaging the private sector and utilizing both traditional and scientific knowledge.

The report assesses Turkmenistan's institutional capacity for climate change adaptation, highlighting the critical vulnerability of the water and agriculture sectors. It identifies the Inter-Sectoral Commission on environmental protection as a key driver for the National Adaptation Plan (NAP) process and recommends formalizing institutional frameworks, harmonizing legislation, and improving cross-sectoral data exchange to mainstream adaptation into national planning.

The report identifies critical gaps in Tonga's climate communication, including a lack of public awareness data, insufficient Tongan-language materials, and minimal formal engagement between the government and mainstream media. It recommends establishing formal government-media partnerships, developing a Tongan-language handbook for climate terms, conducting a baseline survey on public understanding, and increasing the use of social media and creative content to reach diverse audiences.

The NAP Global Network responds to an external evaluation of its 2015–2020 activities, committing to integrate findings into its 2021–2025 Strategy. Key commitments include revising its Theory of Change, expanding support to 30 new countries by 2025, and shifting focus from 'paper NAPs' toward the actual implementation of adaptation priorities. The Network also aims to enhance private sector engagement, vertical integration, and the alignment of NAP processes with the Paris Agreement's Global Stocktake and Nationally Determined Contributions (NDCs).

The Republic of the Marshall Islands is developing a National Adaptation Plan (NAP) using a participatory, bottom-up consultative process known as the "Reimaanlok" Process. The NAP is intended as an umbrella document to mobilize financial resources and guide sustainable adaptation interventions across urban centres, intermediate centres, and outer atoll islands. Key milestones include a 2021 climate vulnerability assessment for Majuro Atoll and an expected completion date for the full NAP in June 2022. The process is overseen by the Tile Til Eo Committee (TTEC), which coordinates policy advice and decision-making on climate priorities. Priority sectors for adaptation include water, food security, fisheries, health, education, infrastructure, livelihood, coastal resources, and policy development. Observed and anticipated climate impacts include sea-level rise, loss of fresh water, drought, salinization of groundwater, and declining coral reef health.

The report finds that while health is a priority in National Adaptation Plans (NAPs), SRHR is largely overlooked in overarching documents, creating a gap between sector-specific health planning and national climate strategy. It argues that realizing SRHR is a foundation for climate resilience and recommends integrating SRHR into vulnerability assessments, gender analyses, and monitoring systems.

The report analyzes 19 general NAP documents, five health-sector NAPs, and five Green Climate Fund proposals to assess the integration of sexual and reproductive health and rights (SRHR) in climate adaptation planning. It finds that while health is universally prioritized, specific SRHR issues are rarely addressed in general NAPs and often disconnected from sector-specific health plans. The document argues that SRHR is a fundamental basis for climate resilience, as its denial limits women's agency and participation in climate action. It provides eight recommendations to better integrate SRHR through gender-responsive vulnerability assessments, inter-agency collaboration, and systemic health sector adaptation.

The report analyzes 19 National Adaptation Plan (NAP) documents, sectoral health plans, and Green Climate Fund proposals to assess the integration of sexual and reproductive health and rights (SRHR). It finds that while health is universally prioritized as a sector for adaptation, specific SRHR issues are rarely addressed. The document argues that climate change negatively impacts SRHR and that the denial of these rights increases climate vulnerability. It recommends using existing gender and health guidelines, incorporating SRHR into vulnerability assessments, and fostering collaboration between government bodies responsible for climate, gender, and health to ensure inclusive and rights-based adaptation strategies.

Between 2018 and 2020, Côte d'Ivoire implemented several political, legal, and institutional measures to integrate gender equality into climate action. Key achievements include the creation of the National Gender and Climate Change Strategy 2020–2024, the establishment of a National Gender and Climate Change Platform, and the integration of gender as a cross-cutting theme in the revised Nationally Determined Contributions (NDCs). The government also developed methodological guides for vulnerability assessments and provided national gender advisors to the Ministry of the Environment.

Between 2018 and 2020, Côte d’Ivoire implemented a series of policy, institutional, and financial measures to mainstream gender into climate action. Key achievements include the creation of the National Gender and Climate Change Strategy 2020–2024, the establishment of a National Gender and Climate Change Platform, and the integration of gender considerations into the National Adaptation Plan (NAP) funding proposal and the revised Nationally Determined Contributions (NDCs).

The NAP Global Network's 2020-2021 report highlights a shift toward short-term technical assistance via its Country Support Hub and a focus on transitioning from adaptation planning to implementation. Key achievements include supporting 20 countries with their first Adaptation Communications (ADCOMs), facilitating peer learning on gender-responsive action and conflict-sensitive planning, and developing knowledge products on climate and disaster risk finance and insurance (CDRFI). The Network's 2025 strategy emphasizes enhancing monitoring, evaluation, and learning (MEL) systems and elevating underrepresented voices, particularly women, in adaptation decision-making.

The NAP Global Network Strategy to 2025 establishes a framework to accelerate climate-resilient development in developing countries by enhancing National Adaptation Plan (NAP) processes. The strategy focuses on three main priorities: expanding tailored technical support, innovating peer learning, and making NAP knowledge more accessible and compelling. It aims to reach 30 new developing countries by 2025, ensure 30% of support goes to least developed countries (LDCs), and assist at least 15 countries in transitioning from planning to implementation. The Network operates through a Theory of Change that links activities like South-South peer exchange and the Country Support Hub to longer-term outcomes of higher-quality NAP processes and increased strategic investment in adaptation.

The document argues that while ecosystem-based adaptation (EbA) is a cost-effective pillar of nature-based solutions, it remains underused due to economic paradigms, lack of political will, and financing gaps. It positions the National Adaptation Plan (NAP) process as the primary strategic vehicle to mainstream EbA across sectors and levels of government. The guide provides eight guiding principles for integration, ranging from using ecosystem-level vulnerability assessments to ensuring long-term financing and inclusive, participatory planning.

The NAP Global Network provides demand-driven support to developing countries through long-term in-country programs and short-term technical inputs via its Country Support Hub. Over five years, the Network has helped countries like Colombia, Ethiopia, Fiji, Ghana, Kiribati, Peru, Saint Lucia, and South Africa achieve milestones including the adoption of NAP documents, the creation of sectoral adaptation strategies, and the establishment of monitoring and evaluation (M&E) systems. Key lessons emphasize that building trust-based relationships with government partners is essential and that a 'value chain' of technical assistance, peer learning, and knowledge resources accelerates the transition from planning to implementation.