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The document argues that while using country systems (UCS) respects sovereignty and promotes national ownership, MDBs are hindered by financial, reputational, and technical risks. It recommends moving away from 'one-size-fits-all' safeguards toward tailored approaches, strengthening local capacity, and empowering MDB country offices to manage risks more effectively.

The document argues that closing the gap between climate ambitions and implementation requires a shift from general capacity building to targeted 'capability development'. CDKN defines capability as the ability to apply tools, skills, and knowledge effectively combined with the willingness to act. The paper identifies four essential types of capability: technical, relational, strategic, and institutional. It proposes a seven-step iterative process for development, emphasizing context analysis, co-owned agendas, and adaptive programming. Case studies from Rwanda and India are used to illustrate how these capabilities enable governments to secure climate funding and implement action plans.

The document explores how the Climate and Development Knowledge Network (CDKN) has applied various organisational learning models to address the complexities of integrating climate challenges into development action. It details six specific frameworks: levels of learning, complexity models, adaptive and generative learning, action-reflection cycles, learning for change design principles, and the building blocks of a learning organisation. The paper argues that in unpredictable environments, organisations must move beyond technical expertise to embed a culture of continuous learning, experimentation, and iterative adaptation to be effective.

The document examines the efforts of the UN General Assembly and the Preparatory Committee (Prepcom) to create a legally binding instrument under UNCLOS for the conservation and sustainable use of marine biological diversity in areas beyond national jurisdiction (ABNJ). It highlights significant divergences between developed and developing states regarding access and benefit-sharing (ABS) of marine genetic resources, the application of the 'common heritage of mankind' principle, and the design of institutional structures. While Prepcom 4 produced an outcome document identifying areas of convergence and divergence, the brief emphasizes the need for a focus on non-monetary benefits—such as capacity building and technology transfer—to address the technical and economic disparities between nations without disincentivizing marine scientific research.

The IAI Science Policy Advisory Committee (SPAC) report outlines strategic recommendations to improve the visibility, engagement, and financing of science-policy linkages. It details a December 2016 workshop in Mar del Plata, Argentina, where researchers and decision-makers collaborated on five thematic areas: health and diseases, land use and hydrology, weather forecasting and early warning, coastal and marine management, and urban monitoring. The report advocates for increased IAI Directorate capacity, specifically in outreach and fundraising, and suggests strengthening participation in international conventions and private sector engagement to enhance the application of scientific data in regional governance.

The Inter-American Institute for Global Change Research (IAI) reported a strengthened financial position as of April 30, 2017, with cash balances 179.8% higher than the previous year. While total revenues reached US$1,424,975, the institute faces ongoing challenges with unpaid contributions from some member countries, totaling US$1.31 million. Budget performance through February 2017 showed expenses 13.1% lower than the budget, though salaries were higher than expected. Administratively, the IAI implemented new accounting software and continues to work toward the full implementation of Tripartite Agreements in Argentina and Brazil.

The document describes a project in Madurai, India, aimed at 'future proofing' the city by strengthening its blue-green infrastructure—comprising hydrological systems and land-based natural habitats. The project, implemented by Atkins in partnership with University College London and DFID, with the DHAN Foundation as the delivery partner, emphasizes the necessity of multi-stakeholder engagement and the role of intermediary organisations in bridging the gap between government and communities to ensure the sustainability of climate-resilient development plans.

The document outlines the structural and methodological questions countries must address to implement the global stocktake, the five-year cycle designed to assess collective progress toward the Paris Agreement's goals. It emphasizes the need for common methodologies to aggregate diverse mitigation commitments, a framework for tracking context-specific adaptation progress, and clear modalities for accounting for public and private finance flows. The author argues that the stocktake must be both backward-looking (assessing progress) and forward-looking (identifying opportunities for enhanced action) to serve as the 'engine' of the Paris Agreement.

Carbon Market Watch outlines recommendations for the three frameworks under Article 6 of the Paris Agreement: cooperative approaches, the Sustainable Development Mechanism (SDM), and non-market mechanisms. The organization emphasizes the need for robust accounting to prevent double counting, the integration of human rights safeguards, and the use of the SDM for results-based finance and transformational change.

The Republic of the Sudan has implemented a National Adaptation Plan (NAP) that emphasizes vertical integration by building the capacity of its 18 state-level governments to lead adaptation action. Efforts have focused on establishing state-level planning bodies, providing downscaled climate data and vulnerability assessments, and delivering technical training on climate modelling and financing. While state governments hold significant legislative and executive authority, the document notes that financial decentralization remains limited. In the Eastern States (Kassala, Red Sea, and Al Qadarif), adaptation plans specifically target agriculture, water, and coastal zones, while highlighting women's empowerment as a key enabling factor.

The Simiyu Climate Resilience Project is a proposed adaptation initiative in Tanzania's Simiyu Region. It seeks 102.7 million EUR in grant funding from the GCF, with a total investment of 143.4 million EUR, to address water scarcity and food insecurity caused by climate change. The project focuses on constructing a bulk water supply system from Lake Victoria, improving sanitation, and implementing climate-smart agriculture for approximately 495,000 beneficiaries.

As of March 2017, the Green Climate Fund (GCF) has engaged with 111 countries on 172 readiness requests, committing a total of USD 27.4 million. The programme focuses on strengthening national designated authorities (NDAs), supporting the accreditation of direct access entities, and assisting with adaptation planning and strategic frameworks. While 83 requests have been approved (USD 24.2 million), only 48 have seen disbursements (USD 4.5 million). The GCF plans to process approximately 160 new requests in 2017 and is automating its administration through the Fluxx system.

The document details the development of a qualitative M&E framework for South-South cooperation (SSC), resulting from a 20-month process of consultations and field tests. It proposes 20 indicators across five dimensions—inclusive national ownership, horizontality, self-reliance and sustainability, accountability and transparency, and development efficiency—as an alternative to OECD-DAC standards, which the authors argue are not suited for Southern partnerships.

The research examines the role of emerging donors, specifically South Africa and Turkey, in peacebuilding within fragile states. It finds that while these providers often deliver more resources and exhibit greater flexibility and respect for national sovereignty than traditional donors, they lack a coherent theory of change and struggle with internal coordination and transparency. The study highlights a tension between the rhetoric of solidarity and the reality of strategic economic interests, such as trade and energy potential.

The briefing outlines three core areas of challenge and opportunity for national monitoring and evaluation (M&E) of adaptation: stakeholder engagement, methods and tools, and resources. It emphasizes that effective M&E is essential for accountability, adaptive management, and climate-resilient development. Key recommendations include involving diverse stakeholders in system design to foster ownership, utilizing SMART indicators and existing baseline data, and mobilizing diverse funding sources such as the GCF readiness program to address capacity and financial gaps.

The paper examines how insurance can mitigate high resource and drilling risks to attract private sector investment in geothermal energy, specifically focusing on capacity-building efforts in Kenya and Ethiopia.

The document argues that while community-level action is important, national governments are essential for providing strategic oversight, accessing finance, and creating the enabling environment for large-scale climate adaptation in the Caribbean. It highlights the need to integrate climate considerations into sectoral policies and plans, as evidenced by a case study in Belize where a lack of sectoral integration hindered tourism resilience. The brief promotes the use of the CCORAL tool for policy screening and the ARIA toolkit for assessing institutional adaptive capacity, noting that assessments in Trinidad and Tobago and Saint Lucia revealed gaps in vulnerability assessments and cross-sectoral coordination. Furthermore, it emphasizes the role of government as a 'bridge' to translate national priorities into local action through networked governance and public-private partnerships, citing the Sandals Whitehouse Special Fishery Conservation Area in Jamaica as a successful example of co-management.

The document defines vertical integration as the creation of strategic linkages between national and sub-national actors to ensure climate adaptation is coordinated across all levels of government and society. It identifies institutional arrangements, information sharing, and capacity development as the three key enabling factors for this process. The brief emphasizes that while decentralization provides a strong foundation for vertical integration by applying the principle of subsidiarity, countries with less advanced decentralization must find alternative ways to engage local organizations and communities to ensure adaptation benefits reach the most vulnerable groups.

The document defines vertical integration in the context of National Adaptation Plans (NAPs) as the creation of strategic links between national and subnational levels of climate adaptation. It argues that involving subnational actors—including local authorities, organizations, and communities—is essential for integrating climate adaptation into policies and supporting vulnerable groups. The process relies on three key enabling factors: institutional agreements, information exchange, and capacity development. Furthermore, the text highlights that existing national decentralization efforts provide a critical foundation for this integration, as they establish the necessary mechanisms for transferring resources and decision-making power to the lowest feasible administrative level.

The document defines vertical integration as the process of linking national and sub-national adaptation planning to ensure that climate considerations are integrated across all levels of government. It identifies three essential factors for success: institutional arrangements, information sharing, and capacity building. The text emphasizes that decentralization provides a critical foundation for this integration by delegating power and resources to the local level, where climate risks are most localized. It argues that an effective NAP process requires a mix of top-down and bottom-up approaches, necessitating collaboration between national coordinators, sub-national authorities, and local communities.