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The proposal addresses the vulnerability of the Caribbean agricultural sector to climate change and its historical lack of prioritization in climate finance. It aims to increase the sector's profile by improving the collection and analysis of agricultural data, strengthening institutional capacities for GCF programming, and developing a pipeline of bankable, low-emission, and climate-resilient projects. Key activities include regional scoping studies on NDCs, the creation of a knowledge management portal, and the development of occupational competency standards for youth in climate-smart agriculture.

The document details a project in Campierganj, India, where the Gorakhpur Environmental Action Group (GEAG) implements climate-smart agriculture training. By focusing on gender-responsive approaches and empowering women—who comprise over 40% of the local agricultural workforce—the initiative has improved crop yields, increased women's income, and enhanced their social standing and leadership roles within the community.

The Caribbean Development Bank (CDB) is seeking Project Preparation Facility (PPF) funding to design a programme that blends GCF and CDB resources to provide concessional loans to Development Finance Institutions (DFIs) in Belize, Jamaica, and St. Lucia. These DFIs will then on-lend to micro, small, and medium enterprises (MSMEs) and homeowners for climate mitigation and adaptation projects. The programme aims to address financial barriers, such as high interest rates and perceived risks, while providing technical assistance to improve the capacity of both lenders and borrowers to implement bankable climate projects. Tentative targets include reducing at least 0.6 million tCO2eq and benefiting at least 375,000 people.

The document highlights how a gender-responsive approach and the introduction of 'women-friendly' tools accelerated the adoption of climate-smart agriculture in Nepal's Gandaki province. It identifies key barriers to implementation, such as government staff's lack of technical knowledge and male bias in technology design, and outlines strategies to overcome them, including 'travelling seminars' for political leaders and site-specific agricultural plans.

The NAP Costing Methodology (NAP-CM) is a pragmatic framework designed for Fiji's Ministry of Economy to produce rapid, comparable cost estimates for climate adaptation measures. It primarily employs a bottom-up engineering cost approach, adding individual activity costs to determine the total cost of a measure. The methodology is divided into two phases: Phase 1 focuses on rapid evaluation using a simple Excel tool, while Phase 2 allows for optional, advanced economic analyses such as cost-benefit analysis (CBA) for high-investment projects. The tool incorporates both 'calculated cost' and 'aggregate cost' approaches, handles discounting using a default rate of 5.75%, and includes mechanisms for sensitivity analysis and uncertainty adjustments. The methodology was tested through pilots in the agriculture and human settlements sectors, emphasizing the need for policy decisions to define the specific activities that constitute each general NAP measure.

The NAP Implementation Roadmap for Ethiopia details a strategic framework to reduce climate vulnerability from 2020 to 2030. It focuses on five implementation components: agriculture and water, natural resource management, health, livelihoods and social protection, climate services and adaptation technologies, and infrastructure. The roadmap identifies 18 adaptation options and five strategic priorities, emphasizing the mainstreaming of climate adaptation into national development plans like the Growth and Transformation Plan (GTP). Key goals include achieving food security by 2030 and expanding access to safe water. The document highlights significant capacity gaps at sub-national levels and the need for a resource mobilization strategy to meet an estimated implementation cost of USD 90 billion.

The Ceres/WWF AgWater Challenge Progress Report evaluates the efforts of a cohort of global food and beverage companies to address water risks in their agricultural supply chains. It details specific company achievements in sustainable sourcing, water-risk assessments, and regenerative agriculture, while identifying five key lessons for corporate water stewardship, including the necessity of funding transitions for farmers and the importance of holistic, soil-health-focused approaches over single-issue programs.

The project aims to reduce the discharge of treated wastewater into wadis by implementing an integrated management approach at two treatment plants: Al Lajoon in Karak and Wadi El-Sir in Amman. It focuses on providing cost-effective reclaimed water to vulnerable farmers, introducing climate-resilient crop varieties, and deploying solar-powered water-pumping systems. The initiative seeks to reduce pressure on groundwater and improve livelihoods through a new pricing strategy and the promotion of green technologies like composting. The project expects to benefit 158,000 direct and 450,000 indirect beneficiaries, representing 7% of Jordan's population, with a total estimated cost of 9,725,000 USD.

The We Mean Business coalition calls on governments to integrate climate action into economic recovery plans following the Covid-19 pandemic. Citing support from over 700 businesses, the statement advocates for prioritizing investments in clean power, electric mobility, zero-carbon infrastructure, and nature-based solutions to avoid future systemic shocks and create a sustainable labour market.

Energy Innovation modeled a subset of the U.S. House Select Committee on the Climate Crisis's recommendations, finding that these policies could reduce U.S. greenhouse gas emissions by 40% below 2005 levels by 2030 and 89% by 2050. The analysis projects that net carbon dioxide emissions would reach zero by 2048, avoiding 62,000 premature deaths annually by 2050 and generating approximately $8 trillion in monetized health and climate benefits (at a 3% discount rate). The modeling covers sectors including electricity, transportation, buildings, industry, oil and gas, agriculture, and natural climate solutions, assuming a transition to 100% clean electricity by 2040 and 100% zero-emission vehicle sales for light-duty vehicles by 2035.

The report outlines the design and operationalization of a monitoring and evaluation (M&E) system for Grenada's National Adaptation Plan (NAP). It identifies gaps in current data management—such as reliance on anecdotal knowledge and fragmented storage—and proposes a system to track goal achievement, implementation of Programmes of Action, and vulnerability reduction. The document recommends appointing a NAP M&E Coordinator and consolidating NAP indicators with the National Climate Change Policy (NCCP) outcomes to ensure a coherent approach to climate resilience.

The National Adaptation Plan Framework for Botswana provides a high-level strategic guide for integrating climate change adaptation into national and subnational development planning. It outlines a multi-sectoral approach emphasizing horizontal and vertical integration, ecosystem-based adaptation, and community-centered planning. The framework proposes a governance structure led by a National Climate Change Unit (NCCU) and a National Committee on Climate Change (NCCC), while prioritizing the needs of youth, women, and vulnerable groups. It also details strategies for mobilizing domestic and international climate finance and aligning the NAP with existing policies like Vision 2036 and NDP 11.

Nigeria’s National Adaptation Plan (NAP) Framework establishes a coordinated, sectoral approach to building climate resilience. It outlines an institutional structure led by the Department of Climate Change, emphasizing gender-responsiveness, youth engagement, and the integration of indigenous knowledge. The framework aims to align adaptation efforts with national development plans like the Economic Recovery and Growth Plan and international commitments under the UNFCCC's Cancun Adaptation Framework, while identifying pathways for domestic and international climate finance.

The case study describes a climate-smart agricultural model launched in 2014 by Swayam Shikshan Prayog (SSP) to support women farmers in the drought-prone Marathwada region of Maharashtra. By promoting sustainable farming, diversifying livelihoods, and improving water management, the model has reduced farming costs and improved soil fertility and food security. The initiative has scaled to reach over 60,000 women farmers across 810 villages in six districts.

The case study examines the Solar Pump Irrigators’ Cooperatives Enterprise (SPICE) in Dhundi, Gujarat, which uses solar pumps to provide irrigation and sell excess electricity to the grid. This model has increased farmer incomes, reduced water costs for buyers, and lowered carbon emissions by replacing diesel pumps. Key success factors include a 25-year power purchase agreement with the local utility, MGVCL, and a financial structure combining farmer contributions with research grants. The project demonstrates that solar power can act as a 'cash crop' for farmers, provided incentives exist to prevent groundwater over-exploitation.

The document details a climate-smart agricultural model in Maharashtra, India, that empowers rural women by combining sustainable farming techniques, financial support, and capacity building. Since 2015, 41,000 women have adopted the model, managing 30,000 acres of dry land through organic farming and water conservation. The approach has increased crop yields by 25%, raised incomes by 25%, and saved households approximately US$497 annually. Key components include the use of local seeds, biopesticides, drip irrigation, and the creation of a community-resilient fund. The model has since scaled to over 60,000 women across 810 villages in Maharashtra and has been replicated in Bihar and Odisha.

The strategy identifies key climate-vulnerable sectors in Ghana—including agriculture, construction, finance, and mining—and outlines a roadmap for integrating private sector actors into the National Adaptation Plan (NAP). It analyzes barriers such as high interest rates, low awareness, and limited technical capacity, proposing solutions like blended finance, sector-specific training, and the use of business membership organizations (BMOs) as conduits for engagement. The document emphasizes a 'business case' for adaptation, focusing on risk management and new market opportunities, and provides a set of guiding principles to ensure dynamic and efficient public-private collaboration.

The toolkit outlines a strategic framework for governments to integrate the private sector into National Adaptation Plans (NAPs), emphasizing that private actors are not only sources of finance but also key implementers of adaptation options. It structures engagement across four elements: laying the groundwork, preparatory elements, implementation strategies, and reporting/monitoring. The document argues that early engagement is critical for sustainability and provides a business case for private sector participation based on risk management, new market opportunities, and regulatory compliance.

The document serves as a supplement to the UNFCCC technical guidelines, outlining how to integrate private companies and financiers into the four main elements of the NAP process. It argues that private sector involvement is critical for financing, implementation, and the overall sustainability of climate adaptation efforts. The guide details a step-by-step approach: analyzing the national context, establishing communication, creating enabling environments (addressing information, finance, and capacity gaps), and integrating private sector data into monitoring and evaluation (M&E) systems. It emphasizes the importance of including MSMEs and women-led businesses to ensure gender-responsive and inclusive adaptation outcomes.

The proposal seeks $2,184,555 over 36 months to develop a comprehensive National Adaptation Plan (NAP) for Zambia. The project aims to strengthen institutional coordination, integrate climate adaptation into national and sub-national planning and budgeting, and prioritize adaptation actions across key sectors. It focuses on moving beyond short-term projects to a long-term strategic framework aligned with Zambia's Vision 2030 and the 7th National Development Plan.