AFRICAN TECHNOLOGY POLICY STUDIES NETWORK (ATPS)ATPS

PANAFRICAN CLIMATEUSTICE ALLIANCE

Gregory University,
Uturu - Nigeria

TRAINING MANUALMONITORING THE IMPLEMENTATION OF NATIONALLY
DETERMINED CONTRIBUTIONS (NDCs) USING TRACKINGTOOLS AND INDICESAFRICA
CLIMATECHANGEFU N DNATIONALLY DETERMINED CONTRIBUTIONS (NDCs)
IMPLEMENTATION MONITORING TRAINING MANUAL

Published by:
African Technology Policy Studies Network (ATPS)
Executive Director:
executivedirector@atpsnet.org
8th Floor Chancery Building,Valley Road,
P. O. Box 10081-00100, Nairobi, Kenya.
Tel: +254 (020) 2714092
www.atpsnet.org

The African Technology Policy
Studies Network (ATPS) is atransdisciplinary network of
researchers,
policymakers,
private sector actors and thecivil society promoting thegeneration, dissemination, use
andmasteryof
Science,Technology and Innovations(STI) for African development,
environmental sustainability andglobal inclusion. In collaboration
with like-minded institutions,
ATPS provides platforms forregionalandinternational
research and knowledge sharing
in order to build Africa’s
capabilities
in
STI
policyresearch, policymaking andimplementation for sustainable
development.

Published by the African Technology Policy Studies
Network (ATPS)
P. O. Box 10081, 00100-GPO, Nairobi, Kenya©2024
ISBN: 978-9966-124-65-4

TABLE OF

CONTENTS
About the project
About the Project Partners
Acknowledgement
About the Training Manual
Objectives of the Training Manual
Facilitation Approaches and Techniques
Evaluation of Training Sessions
How to use the Training Manual

i
iii
vi
vii
viii
x
xiii
xiv

UNIT 1: Introduction to Nationally Determined
Contributions (NDCs)

01

Session 1.1: Presenation on the NDC concept,
genesis, and purpose

02

Session 1.2: Group work
Session 1.3: Plenary discussion

02
03

UNIT 2: NDC Components

09

Session 2.1: Presentation on the different types
of NDC targets and componetnts

10

Session 2.2: Group Work
Session 2.3: Plenary Discussion
UNIT 3: NDC Implementation Frameworks
Session 3.1: Presentation on the approaches to
NDC Implementation

10
11
15
16

TABLE OF

CONTENTS
Session 3.2: Group Work
Session 3.3: Plenary discussion

16
17

UNIT 4: Measurement, Reporting, andVerification (MRV) of NDC Implementation

19

Session 4.1: Presentation on the MRV component

20

Session 4.2: Group Work
Session 4.3: Plenary discussion

20
21

UNIT 5: Financing NDC Implementation

28

Session 5.1: Presentation on the NDC
financing Mechanisms

29

Session 5.2: Group Work

29

Session 5.3: Plenary discussion

30

UNIT 6: Tracking NDC Implementation
using NDC Index Tool

43

Session 6.1: Presentation on the NDC tracking
tools

44

Session 6.2: Plenary discussion

44

UNIT 7: Country Rating and Generation of NDC
Indexes for the Different Components

60

Session 7.1: Presentation on thegeneration of NDC indexes

62

Session 7.2: Group Work

62

Sessopm 7.3: Plenary discussion
ANNEXES
Annex I: NDC Implementation Index and Tracking
tool

62

63

ABOUT THE

PROJECT

Numerous attempts have been made globally to regulate climate-induced
challenges through mitigation and adaptation measures. The three mostpotent Conventions, Protocols, and Agreements that come into mind
include the United Nations Framework Convention on Climate Change(UNFCCC) of 1994, the Kyoto Protocol of 1997, and the Paris Agreement of2015. From the Rio Summit of 1992 to the Paris Agreement in the Conferenceof Parties (COP) 21, they all aim at reducing greenhouse gas (GHG)
emissions. However, the coming into force of the Paris Agreement, a legallybinding treaty based on the Party’s voluntary submissions was seen as amajor milestone towards bringing years of near-deadlock negotiations to aconclusion and progressive global responsibility by all aimed at combating
the rising GHGs. The Nationally Determined Contributions (NDCs), withconditional and unconditional commitments, are key by-products of theAgreement and require all the countries to spell out their intended actions toaddress climate change over 5-year periods in terms of adaptation,
mitigation, and means of implementation as well as opportunities arising
therefrom and sustainable development co-benefits for the continent.
Despite the Paris Agreement providing little guidance on what and how
climate change adaptation would be included in the NDCs, most African
NDCs highlight a number of cross-cutting strategies to address their
mitigation ambitions as well as their adaptation needs.
This is purblind considering
the continent is alreadydealingwithincreased
severity and frequency ofclimate risks and hazards
due to its geographicalpositioning, overreliance on
climate-sensitive production
sectors such as agriculture,
tourism,
resource,
andinfrastructure deficit, andthelimitedadaptive
capacity of the people.

i

ii
It is against this background that the ATPS and its partners, in 2019,
developed and piloted an NDC implementation monitoring, tracking tools,
and index to gauge the status of NDC implementation in countries against
the targets indicated in their submitted NDCs. This was measured across thefive (5) NDC components [Governance, Finance, Mitigation, Adaptation andMeasurement, Reporting and Verification (MRV)] as depicted in themonitoring tool and Index.
The Index will indicate areas among the components where each country is
performing well and where they are not performing well, hence, enabling
policy decisions to improve in areas where performance is low. Moreover,the Index promotes comparability among countries/regions which can spur
healthy competition to improve country/regional compliance based on the
Index results. The “Building the Capacity of Selected sub-Sahara African
Countries to Effectively Measure Progress in their Nationally Determined
Contributions’ Implementation Using Tracking Tools and Indexes” project,
therefore, seeks to utilize the key product from this pilot study (monitoring
and tracking tools) already developed and validated in eight (8) Africancountries to build the capacity of focal persons/champions in twelve (12)selected SSA countries (Botswana, Côte d'Ivoire, Ethiopia, Ghana, Kenya,
Namibia, Nigeria, Sierra Leone, Tanzania, Uganda, Zambia and Zimbabwe) to
effectively measure their NDCs implementation progress using the tracking
tools and Indexes. As part of the project, this training manual has beendeveloped to aid in building the capacity of Africans to monitor and track
their NDC implementation.

ABOUT THE PROJECT

iii

PARTNERSThe African Technology Policy Studies Network (ATPS) is a transdisciplinary network of researchers, policymakers, private sector actors, andcivil society actors that promote the generation, dissemination, use, andmastery of Science, Technology and Innovation (STI) for African
development, environmental sustainability, and global inclusion.
ATPS has over 5,000 network members and 3,000 stakeholders in over 51
countries in 5 continents with institutional partnerships worldwide. In theyear 2000, ATPS became an autonomous international organization with
diplomatic status in Kenya and working on transdisciplinary STI themes for
African development. Whilst retaining the STI focus, ATPS has moved
towards a “knowledge for development” network for Africa. Programs are
implemented at least cost through members in national chaptersestablished in 30 countries (27 in Africa and 3 Diaspora chapters in Australia,
USA and UK). The ATPS implements its projects through the National
Chapters that are headed by National Coordinators who are statutorily
constituted. The ATPS and partners have longstanding technical expertiseand experience in climate change research, policy, practice anddevelopment. Most specifically ATPS has developed and designed the NDCs
implementation, monitoring and tracking tools for measuring the progressof countries in meeting their NDCs targets.
During the 2019 and 2020 periods, the partners piloted the development of
NDCs implementation index, monitoring and tracking tools in eight Africancountries namely:
Botswana

Kenya

Cote d’Ivoire

Nigeria

Ethiopia

Tanzania

Gabon

Zambia

iv
The tools were validated with participation fromkey stakeholders from the respective countries
and partners including the AfDB, UNECA, RECs,
etc.
Reports from this study were published and available on
the project link above.
ATPS has also successfully implemented other African Development Bank(AfDB) Projects recently under the Climate for Development in Africa(ClimDev) Special Fund (CDSF) such as the “Bridging climate information
gap to strengthen capacities for climate-informed decision making in
Africa”.
Reports from this study were published and available on the project link
above. ATPS has also successfully implemented other African Development
Bank (AfDB) Projects recently under the Climate for Development in Africa(ClimDev) Special Fund (CDSF) such as the “Bridging climate information
gap to strengthen capacities for climate-informed decision making in
Africa”.
The Pan African Climate Justice Alliance (PACJA) is a consortium of morethan 1,000 organisations from 51 African countries and brings together adiverse membership drawn from Faith-based Organizations, Communitybased Organizations, Non-Governmental Organizations, Trusts, Foundations,Indigenous Communities, Farmers and Pastoralist Groups with a sharedvision to advance a people-centred, rights-based, equitable, just andinclusive approach to climate response. Currently, PACJA is implementing avariety of projects that traverse direct programming, policy and advocacy,
sub-granting and capacity building, mainly focusing on the most vulnerable
groups which are “unreachable” in traditional development paradigms. The
Alliance plays a central role in key African processes spearheaded by African
Union, UN Economic Commission for Africa (ECA) and AfDB, among them,
the flagship ClimDev Programme.
It is a Partner in the Adaptation of African Agriculture on Climate Change
Initiative (AAA), whose main goal is to build resilience for the mainly
smallholder agriculture from climate change shocks. The Alliance also
supports several governments through its national Platforms, in addition toother key Actors such as media, parliamentarians and sector-based
networks through targeted and dedicated initiatives tailor-made forrespective stakeholder groups.

v
PACJA is successfully implementing a 10-country sub-grant Project
supported by the World Bank’s Forest Carbon Partnership Facility (FCPF),
which aims to build the capacity of forest communities on REDD+ (Reducing
Emissions from Forest Degradation and Deforestation in Developing
Countries). It is also receiving another stream of funding to sub-grantcommunities in eight other countries most of which are proposed in thisproject to mobilise and strengthen networking for resilience building andadaptation to climate change impacts. To support its activities, PACJA’s
main financial funding comes from the Swedish International Development
Agency (SIDA) and the World Bank.
Other partners, such as Germany’s GIZ, UK’s Department for International
Development (DFID), USAID, the Netherlands Ministry of Foreign Affairs,
NORAD and the EU support specific Projects and Initiatives directly or
through intermediaries. Oxfam International, Christian Aid, Trocaire, OpenSociety Foundations, Diakonia, Bill and Melinda Gates Foundation, Save theChildren, WaterAid and SNV also work with PACJA in specific sector-based
Projects, campaigns and initiatives at the counties, national or regional
levels.
The West Africa Green Economic Development Institute (WAGEDI),
Gregory University Uturu (GUU) Abia State Nigeria is a research andadvocacy institute with the mandate to promote low carbon, resources
efficient development pathways in Africa and beyond. It was established in2018 with research members drawn from some African countries with theoverarching objective of bringing to the fore research on green innovations
and creating a linkage and synergy between academic research outcomeswith the industry, government, civil society, etc. So far WAGEDI is incollaborative relationships with the ATPS, ECREEE, Africa Union, Scientific,
Research and Innovative Council, some relevant Ministries, Department
Agencies (MDAs) in Nigeria, and Green Economics Institute, UK, amongst
others.

vi
We also render consultancy services and training programmes for public
and private sectors, civil society and the likes. Some milestones recorded by
WAGEDI include but are not limited to the following: Engagement withmembers of Non-Key Experts (NKE) in the implementation of ongoing EUfunded 4-year Nigeria Climate Change Response Programme (NCCRP);
Engagement with Nigeria’s Rural Electrification Agency (REA) for Nigeria
Electrification Project (NEP), World Bank assisted Clean Development
Mechanism (CDM) Project. The project has received a Letter of No Objection
from the Department of Climate Change Federal Ministry of Environment
following the submission of the Project Idea Note. This involves GHGs
emission reduction in the Power sector thereby enhancing Nigeria's profile
on climate actions; Climate Change and Sustainable Development Focus on
Sahel and Sahara Region of Africa: Sustainability Analysis Study. WAGEDI
received a letter for Mohammed VI Prize in Morocco as a Potential Prize
Nominee for the 2019 Mohammed VI Prize for Climate and Sustainable
Development; Member of the Governing Inclusive Green Growth in Africa(GIGGA) Network, scoping study on inclusive green growth in Africa in fivepilot countries- Nigeria, Kenya, Ethiopia, Rwanda and South Africa.

Acknowledgment
The ATPS on behalf of the consortium, wishes to express its
gratitude to the African Development Bank (AfDB) throughits African Climate Change Fund (ACCF) facility forsupporting this project both financially and technically. We
also take this special opportunity to thank all the countries
and their focal points for their support and cooperation.
Special thanks to the various stakeholders involved in the
project and staff of the ATPS and partners for their
dedication in ensuring the successful implementation of
the project as well as the development of the Training
Manual.

vii
About the Training Manual
The African Technology Policy Studies Network (ATPS) and its partners PanAfrican Climate Justice Alliance (PACJA) and West Africa Green Economic
Development Institute (WAGEDI) are implementing the “Building the
Capacity of Selected sub-Sahara African Countries to Effectively Measure
Progress in their Nationally Determined Contributions’ (NDCs)
Implementation using Tracking Tools and Indexes” project. As part ofproject implementation, a stakeholder mapping study on the Nationally
Determined Contributions (NDC) implementation in twelve (12) selected
Sub-Saharan African countries namely Botswana, Côte d'Ivoire, Ethiopia,
Ghana, Kenya, Sierra Leone, Namibia, Nigeria, Tanzania, Uganda, Zambia,
and Zimbabwe were conducted. This led to the identification of focal
persons and climate change champions who will be trained to be Trainers ofTrainer (ToT) on the use of NDCs.
The Manual will cover vital areas including:
The Manual will cover vital areas including:Introduction to Nationally Determined Contributions (NDCs)
NDC Components
NDC implementation frameworks
Measurement, reporting, and verification (MRV) of
NDC implementation
Financing NDC implementation
Tracking NDC Implementation using
NDC index tool
Rating of a country and generation
of NDC indexes for the different
components

viii
Objectives of the ManualThis Manual on NDC implementation and tracking tools has the following
general objectives:
Equipping policy makers, scientists, focal persons, climate change
champions, and practitioners with knowledge and skills on NDC
implementation and the use of various tools to track progress.
Equipping policy makers, scientists, focal persons, climate change
champions, and practitioners with content and skills to train others on
NDC implementation and the use of various tools to track progress.
Motivating policy makers, scientists, focal persons, climate change
champions, and practitioners to appreciate the value and importanceof the timely collection and accurate data for NDC implementation.
Providing instruction and skills on how to use NDC implementation
tracking tools and indexes.
Use of the data and indexes to track progress and interpret them forpolicy makers, scientists, focal persons, climate change champions,and practitioners for climate action in line with the Paris Agreement.

These objectives should be written on amanila card, white board, newsprint, or
chalkboard or use a transparency andoverheadprojector
or
any
other
appropriate material to share them withyour colleagues and trainees.

ix
Some Assumptions
This training Manual has been designed with several assumptions in mind,
including the following:
Policy makers, scientists, focal persons, climatechange champions, and practitioners can makewell-informed decisions when they have complete,accurate, and unbiased information.
Policy makers, scientists, focal persons, climatechange champions, and practitioners haveopportunities to gain the appropriate informationand skills about collecting, analysing, synthesising,and maintaining evidence-based data and tools for
decision-making.

Experiential
learning,
includingrole-playing,games, and songs, is an excellent way to learn.

One of the most crucial assumptions that this manual makes is about the facilitator.
The facilitator is the key to the success of this intervention. The facilitator shouldhave the following traits:
Be social and enjoy interacting with people fromdifferent backgrounds.
Be knowledgeable about climate change, policies
and climate information and services.
Be knowledgeable about NDC, its processes andimplementation
Be respectful of others and their opinions.
Be enthusiastic about facilitating this Manual.
Have good communication and group facilitation
skills.
Be non-judgmental.
Be proficient at using a variety of participatory
and experiential programme techniques.
Facilitators are free to add questions to exercises or alter the sessions in otherappropriate ways to make the content more relevant to the participants. If you aretraining people who have little experience with this subject matter, facilitators areadvised to present the training in its entirety. If trainees have had some exposure to thistype of information, conduct a needs assessment to determine what information they
have and what gaps exist. Then, select the topics that best fulfil their training needs.

xFacilitation Approaches & TechniquesExperiential Education
Experiential activities in this Manual are designed to help trainees gain
information, examine attitudes, and practise skills. There are structured
exercises in which the trainees do something and then process the experience
together, generalising what they learned and, ideally, attempting to see how the
information would apply to their work. Experiential learning is participantcentred. Although the role of the facilitator is crucial, creating the learning
experience is ultimately a group responsibility.
One way to make this training successful is to involve the trainees in their own
education. Here are some tips for conducting experiential activities:
Review the unit and activities thoroughly until you feel comfortable withthe steps.
If possible, do a ‘dry-run’ before introducing a new activity to the group.
Consider the learning points of the activity and prepare questions totrigger discussion.
Keep an eye on the clock so there is sufficient time for group sharing anddiscussion.
Remember that although doing the activity is fun, it is in processing theexperience that learning takes place.

Specific Techniques
The training Manual employs a variety oftechniques, some of which you may be more
comfortable with than others. Do not be afraid
to try new techniques. There are manydifferent kinds of activities, including roleplays, games, values clarification and voting,brainstorming, small group work, problemsolving scenarios, and presentations by guest
speakers. Here is a brief description of sometraining techniques:Visualisation in Participatory Programmes (VIPP)

xi

VIPP involves the use of different shapes ofcoloured cards so that everything that is done
during a session, either individually or collectively,
can be visualised, processed, synthesised andshared. VIPP encourages everyone to participate
and is based on well-founded theories of adultlearning.
Lecturette
A lecturette is a short (10 to 15 minutes), structured, and orderlypresentation of information delivered by a facilitator. A lecturette can beused to impart knowledge or introduce skills. A lecturette that allows for an
exchange between the speaker and the trainees is usually more effective.
Discussions
Discussions are useful in both large and small groups.
Small groups may offer shy or less-verbal learners
more of an opportunity to speak. During group
discussions, the facilitator should try to control theflow of conversation, if necessary.
Role-plays
Role-plays are short dramas in which learners canexperience how someone might feel in a situation, try
out new skills, and learn from each other. Roleplaying in small groups or pairs is usually lessthreatening for learners and allows more people achance to participate. Ask for volunteers, because
many people are embarrassed or uncomfortable
acting in front of a large group. After the role-play, besure to declare the role-play over and ask questions
about it.
Case studies/scenarios
Case studies are stories, either fictional or true, that put information into
context by describing a problem and discussing how it might be or was
resolved. Feel free to adapt any scenarios in the Manual to better suit yourtrainees. Asking the trainees to come up with case studies or scenarios,
sometimes as an assignment, is a good way to ensure realistic situations andlanguage.

Brainstormingxii

Brainstorming is a free-flowing exchange of ideas on a given topic. You ask aquestion, pose a problem, or raise an issue, and learners suggest answers orideas. Write all suggestions down for the group to see. No editorial comment
or criticism is allowed. When the brainstorming is finished, the group
evaluates the ideas together, perhaps to identify those they consider mostuseful or to categorise them in some helpful way.

Guest speakers
Guest speakers can bring a topic alive by discussing personal experiences
and sharing their feelings. Identify guest speakers and invite them in earlyenough to ensure they can participate in the workshop. Make sure they are
dynamic, knowledgeable about the topic, and comfortable speaking in frontof an audience. Prepare the trainees for the speaker ‘s presentation so thatthey know what to expect, are ready with questions, and act respectfully.
Prepare the speaker with information about the group and a clear
understanding of your expectations.
Games and exercises
Games and exercises are very much a part of this training. They include suchthings as introductions, energisers, and warm-ups. These games andexercises enhance the amount and the quality of interaction in the group.
Energisers and warm-ups can be done just before the start of a session,
immediately before or after a break, or just before the end of the day‘ssessions. You can use the ones that are described here or substitute others.

Evaluation of Training Sessions

xiii

The training will be evaluated in several ways.
Moodmeter: At the beginning of the topic, prepare achart called “The Moodmeter”. The mood meter is an
instrument for the subjective measurement of themood and atmosphere of the group. It is not directly
related to the content of the workshop.
Prepare a chart on newsprint with the total number ofdays or sessions written in a horizontal line. In acolumn, draw at least three different mood symbols:for example, faces showing happiness, indifference,sadness,
frustration,oranger.
Alternatively,
temperature indicators such as 15 F/25 F/35 F can beused. Ask the trainees to place an X or a dot in line withthe emotion they are feeling at the end of the day or
the session. You can draw a line through the dots or Xs
that reflect the group feeling or the ups and downs of
the group. This could be used to discuss the energy
level of the group or possible success or
dissatisfaction.
Flash: Stand in a circle with the participants. Ask a direct question to thegroup: for example, “Tell me how you feel about the workshop today?” or“What two new things did you learn today?” Ask each person to give a
personal opinion in a very short statement, going round the circle. It is called“flash” because of the speed in which opinions are given. It should not takemore than 30 seconds for each person. No discussion is allowed while theflash is going on.

Your role is always to ask the opinions of the trainees and permit a variety ofideas to be stated. However, you should remind the group to be constructivein their criticisms and to look for ways to improve the training.

How to Use the Training ManualxivThis Manual is primarily intended for use by trainers and programmemanagers. However, it can also be used to train field workers and service
providers. It has been written specifically for the African context. You may
need to adapt it to suit the needs of the trainees or learners in yourorganisation.
In total, the Training Manual has five units, as follows:
UNIT 1: Introduction to NDCs
UNIT 2: NDC Components
UNIT 3: NDC Implementation Frameworks
UNIT 4: Measurement, Reporting, and Verification (MRV) of NDC
implementation
UNIT 5: Financing NDC Implementation
UNIT 6: Tracking NDC Implementation using NDC index tool
UNIT 7: Country rating and generation of NDC indexes for the different
components
Each unit is broken into sessions. Some sessions have experiential activities
that address the topic’s objectives in a variety of interesting ways. Each unit
specifies the purpose, the materials needed, the approximate time required,
and the steps to follow. Each unit specifies the preparation that must be
done before the session. Some sessions have handouts for the trainees.
To design and conduct a programme tailored to the needs of yourcolleagues, you need to do the following:
Familiarise yourself with the entire Training Manual. Note that each unit
may have several sessions.
There is a pre-prepared presentation for all the units in this manual. Thiscan be accessed here. You can modify sections depending on theaudience.
The time allocated to each session is only a guide. Adjust the time
according to the needs of the trainees.
Prepare handouts or other materials that may be needed before thesession begins. If guest speakers are required, make sure they are invited
well ahead of time and have been properly briefed about what you
expect of them.
Introduce each unit by presenting the unit’s objectives.

UNIT 1: Introduction to Nationally Determined Contributions (NDCs)

Content

This unit will describe:
The concept of Nationally Determined
Contributions (NDCs)
The genesis and purpose of NDC, and
The international climate change agreements

Objectives

At the end of this unit, participants will be able to:i) Explain the concept of NDCs;ii) Understand the genesis and purpose of NDCs;iii) Formulate NDC goals and targets;iv) Explain the relationship between the NDC andParis Agreement (2015);v) Explain some other international climatechange Conventions and Protocols such as
UNFCCC (1994) and Kyoto Protocol (1997)

Method of training

Participatory training/facilitation methodologies,
lectures, group discussions, case studies etc.

Training material

Flip charts, notebooks and pens, marker pens,
white board, white board markers

Classroom setup

This will depend on the facilitator and themethodology adopted

Duration

90 mins

Evaluation

The facilitator to decide the most appropriate
evaluation method

Reference materials

List of Parties to the Paris Agreement
What are NDCs and how do they drive climate
action?
'Tough' to meet climate finance targets aheadof COP26
Pocket Guide to NDCs
What are Nationally Determined
Contributions (NDCs)?
The Paris Agreement and NDCs
Global Stocktake

01Session 1.1: Presentation on the NDC concept, genesis, and purpose
The facilitator will make a short 10-15 minutes presentation introducing theunit and outlining the objectives of the unit and the expected outcomes. The
presentation will also set the scene for further discussions in the subsequentsessions. Key issues regarding this unit will be pointed out by the facilitator
while the participants will also make inputs into the discussion.
Session 1.2: Group Work
Assuming that there are 30-40 participants in the workshop, divide theparticipants into 5 groups (6-8 people per group). Ensure that the groups
have a good mix in terms of gender and type of stakeholder. Assign eachgroup an exercises as provided below. This activity will be conducted within
30 minutes. The group members will appoint a chairperson, a scribe, and arapporteur.

G r o u p 1 : Why are NDCs important in the context of global climate action?
What role do they play in addressing climate change concerns?

Can you provide examples of specific mitigation and adaptation

G r o u p 2 : actions or measures that a country might include in its NDCs?

How do NDCs contribute to achieving targets in respective

G r o u p 3 : country’s commitment under the Paris Agreement?

What challenges might countries face when implementing theirG r o u p 4 : NDCs? How can these challenges be addressed effectively?

How would you prioritize your country’s NDC type based on theG r o u p 5 : sectors captured? Give reason(s) for the priority focus.

Note: Each group will write on flip charts as clearly as possible. They will becollected at the end of the session.

02

Session 1.3: Plenary discussion
The groups will make 5-minute presentations of their work in session 1.2.
There will be open discussions on the presentations where all participants will
make inputs guided by the facilitator. This session will take approximately 45
minutes.

Facilitator’s notes
The Paris Agreement is an international agreement within the United Nations
Framework Convention on Climate Change (UNFCCC), dealing withgreenhouse gas emissions mitigation, adaptation, and finance in the year
2015. The agreement aims to limit global warming to well below 2 degrees
Celsius, preferably to 1.5 degrees Celsius, compared to pre-industrial levels.
NDCs are the cornerstone of the Paris Agreement. They are climate pledges
made by countries to reduce their greenhouse gas emissions and adapt to
the impacts of climate change. NDCs has unconditional and conditional levelsof commitment
The unconditional commitments are based on a country-driven approach,meaning that each Party decides its own contribution according to its
national circumstances, capabilities and capacities. The conditional
commitment is dependent on international support in the form of technicaland capacity building; technology transfer or acquisition; and /or outrightfunding.
NDCs are required to be updated every five years with more stringent targets
and actions, in order to enhance the global ambition over time and reach abalance between emissions and removals by sinks in the second half of thiscentury.
NDCs cover both mitigation and adaptation aspects of climate action, andcan include measures across various sectors, such as energy, transport,
agriculture forestry and other land use (AFOLU), health, water, industry,
waste, infrastructure, tourism, and more.
NDCs represent politically backed commitments by countries and can also
serve as a catalyst for addressing other systemic challenges, such as
biodiversity loss, energy security, poverty eradication and sustainable
development.

03

04
Concept
NDCs are country-specific, and they aredesigned to be ambitious but achievable. They
should be tailored to each country's individual
circumstances and capabilities.
NDCs should include measures to reduce emissions fromallsectorsoftheeconomy,includingenergy,transportation, agriculture, and forestry. They should also
include measures to adapt to the impacts of climatechange, such as sea level rise, extreme weather events,
and droughts.
GenesisThe concept of NDCs was first proposed in the Bali Action Plan, which was
adopted by the UNFCCC in 2007. The Bali Action Plan called for countries todevelop "nationally appropriate mitigation actions" (NAMAs) to reduce theirgreenhouse gas emissions. NAMAs were seen as a way to bridge the gap
between the developed and developing countries in the lead-up to the Paris
Agreement. The Paris Agreement took the concept of NAMAs and made them
mandatory for all countries. NDCs are now the central pillar of theinternational climate regime.
PurposeThe purpose of NDCs is to reduce greenhouse gas emissions and adapt to theimpacts of climate change. NDCs are also designed to build trust andcooperation between countries. By committing to ambitious NDCs, countries
are showing their willingness to take action on climate change. NDCs are also
a way to track progress towards the goals of the Paris Agreement. Countries
are required to submit their NDCs every five years, and they are also required
to report on their progress in implementing their NDCs. This reporting allows
countries to learn from each other and to improve their NDCs over time.
NDCs are a critical part of the international climate regime. They are the only
way to ensure that countries are taking action on climate change. NDCs arealso a way to build trust and cooperation between countries. By committing
to ambitious NDCs, countries are showing their willingness to take action on
climate change.

05
What are Nationally Determined Contributions and where do theycome from?
The Paris Agreement changed the face of climate action. The legally binding
international treaty, which was adopted in 2015 by all 196 Parties to the UN
Climate Convention in Paris, established universal global goals endorsed by
all countries. Primarily, this includes ensuring global average temperature riseis held well below 2°C above pre-industrial levels and pursuing efforts to limit
the increase to 1.5°C. It also includes an aim to increase the ability to adapt toclimate impacts and make finance flows consistent with country needs toachieve these goals.
The Paris Agreement reflected a major change in international climate
negotiations, creating a universal, country-driven approach to achievecollective climate goals, while also creating a framework for transparent
monitoring and reporting of global progress.
One of the primary instruments for achieving the Paris Agreement goals is
Nationally Determined Contributions (also known as NDCs). These are thenational climate pledges that each Party is required to develop that articulate
how they will contribute to reducing greenhouse gas (GHG) emissions andadapting to impacts.
NDCs represent short- to medium-term targets and typically include
measures for both adaptation and mitigation action and are required to be
updated every five years. Each update is required to be more “ambitious”,
thus having more stringent targets and helping the world get closer to 1.5°C.
What can I expect to find in a country's NDC?
In their NDCs, countries provide a projected analysis of both climate risks andimpacts. They also outline their plans to reduce emissions from thegreenhouse gases causing climate change. NDCs specifically include
countries' commitments to reducing these emissions and adapting to theseclimate impacts with either quantitative or qualitative targets, timelines, and aset of actions across priority sectors, such as energy, transport, agriculture,
health, water, infrastructure, tourism, and much more. Most countries havealso included estimated budgets for achieving their climate goals, with many
developing countries indicating the need for external financial support toimplement some or all of their actions when they lack the necessary domestic
resources. Technology transfer and capacity-building support are also often
requested by developing countries. When targets are dependent on externalfinancial support, these are marked as “conditional” targets. The targets a
country can achieve without external financial support are referred to as“unconditional”.

06
Do NDCs matter?
The short answer is that yes, NDCs do matter. A lot, in fact.
First, NDCs matter because they reinforce the global goals agreed under theParis Agreement and show exactly what each country is committing to reachthese goals. They show us how much each Party aims to reduce their GHG
emissions, by when, and which actions they will implement to get there.
Taken collectively, NDCs can also demonstrate how close (or far) the world is
to meeting our collective climate goals.
Next, NDCs are significant because they represent politically supported plansfor investing in crucial areas that have the potential not only to meet climate
goals but also to power sustainable development. For example, 100% of NDCs
supported by UNDP's Climate Promise have energy targets or policies, and
90% cover the agriculture sector. Meeting these targets then not only
addresses the climate crisis but can also help meet development priorities –like access to energy or food security.
As a result, NDCs can help governments to prioritize actions across all sectors
and align their policies and legislation with climate objectives. For example,
both Uganda and Nigeria enacted the National Climate Change Acts in 2021,
giving force of law to the Paris Agreement and their NDC. Third, NDCs areuniversal. They are required by all countries – both developed and developing– and have been endorsed at the highest-level of government. So, if usedright, they could serve as our pathway to addressing the current crises facing
the world – not just the climate crisis, but also rising energy and food prices,
insecurity and instability, migration, the Covid-19 pandemic and so on.
The Paris Agreement and NDCs
NDCs are at the heart of the Paris Agreement and the achievement of its longterm goals. NDCs embody efforts by each country to reduce nationalemissions and adapt to the impacts of climate change. The Paris Agreement(Article 4, paragraph 2) requires each Party to prepare, communicate andmaintain successive NDCs that it intends to achieve. Parties shall pursue
domestic mitigation measures, with the aim of achieving the objectives ofsuch contributions.

07
What does this mean?
The Paris Agreement requests each country to outline and communicate
their post-2020 climate actions, known as their NDCs. Together, theseclimate actions determine whether the world achieves the long-term goals of
the Paris Agreement and reaches global peaking of greenhouse gas (GHG)
emissions as soon as possible and undertakes rapid reductions thereafter inaccordance with the best available science, so as to achieve a balance
between anthropogenic emissions by sources and removals by sinks of GHGs
in the second half of this century. It is understood that the peaking ofemissions will take longer for developing country Parties and that emission
reductions are undertaken on the basis of equity, and in the context ofsustainable development and efforts to eradicate poverty, which are criticaldevelopment priorities for many developing countries.
Submissions of NDCs
The Paris Agreement recognizes that the long-term goals specified in Articles
2 and 4.1 will be achieved through time and, therefore, builds on a ratcheting
up of aggregate and individual ambition over time.
NDCs are submitted every five years to the UNFCCC secretariat. In order toenhance the ambition over time the Paris Agreement provide that successive
NDCs will represent a progression compared to the previous NDC and reflect
its highest possible ambition.
Parties are requested to submit the next round of NDCs (new NDCs or
updated NDCs) by 2020 and every five years thereafter (e.g. by 2020, 2025,2030), regardless of their respective implementation time frames.
Moreover, Parties may at any time adjust their existing nationally determined
contribution with a view to enhancing their level of ambition (Article 4,paragraph 11).

08
Taking stock and informing the preparation of successive NDCs
Starting in 2023 and then every five years, governments will take stock of theimplementation of the Agreement to assess the collective progress towards
achieving the purpose of the Agreement and its long-term goals. The
outcome of the global stocktake (GST) will inform the preparation ofsubsequent NDCs, in order to allow for increased ambition and climate action
to achieve the purpose of the Paris Agreement and its long-term goals. To
learn more about the GST[1].
In 2018 the COP convened a facilitative dialogue among Parties to take stockof the collective efforts of Parties in relation to progress towards the longterm and to inform the preparation of the next round of NDCs. To learn more
about the Talanoa Dialogue in 2018[2].

[1] https://unfccc.int/topics/global-stocktake/global-stocktake[2] http://unfccc.int/items/10265.php

09

UNIT 2: NDC COMPONENTS

Content

This unit will describe:
The different types of NDC targets and goals,
such as mitigation, adaptation, and finance, andtheir role in achieving climate action in thefollowing: Energy sector, Industries, Agricultural
sector, Transport sector, Waste sector,
Institutions, and Individuals

Objectives

At the end of this unit, participants will be able to:i) Explain the types of NDC targets and goals;ii) Understand the components: governance,
mitigation, adaptation, finance, and MRV issues in
NDCs;iii) Explore the Nationally Appropriate Mitigation
Actions (NAMAs) strategies/interventions acrossthe respective countries' NDC type covering bothnational and sectoral projects.

Method of training

Participatory training/facilitation methodologies,
lectures, group discussions, case studies etc.

Training material

Flip charts, notebooks and pens, marker pens,
white board, white board markers

Classroom setup

This will depend on the facilitator and themethodology adopted

Duration

90 mins

Evaluation

The facilitator to decide the most appropriate
evaluation method.

Reference materials

Pocket Guide to NDCs
The Nature Conservancy

Session 2.1: Presentation on the different types of NDC targets andcomponents

10

The facilitator will make a short 10-15 minutes presentation introducing theunit and outlining the objectives of the unit and the expected outcomes. The
presentation will also set the scene for further discussions in the subsequentsessions. Key issues regarding this unit will be pointed out by the facilitator
while the participants will also make inputs into the discussion.
Session 2.2: Group Work
Assuming that there are 30-40 participants in the workshop, divide theparticipants into 5 groups (6-8 people per group). Ensure that the groups
have good mix in terms of gender and type of stakeholder. Assign each groupexercise as provided below. This activity will be conducted within 30 minutes.
The group members will appoint a chairperson, a scribe and a rapporteur.

G r o u p 1 : How do conditional and unconditional targets differ in NDCs? What
are some scenarios where conditional targets might be more
appropriate?

G r o u p 2 : Can you provide examples of short-term and long-term goals
commonly found in NDCs? How do these goals contribute to a
country's climate action strategy?

Can you identify some specific NDC components: governance,G r o u p 3 : mitigation, adaptation, finance and MRV strategies that countries
often include in their NDCs?

What are some examples of sectoral approaches that countries

G r o u p 4 : take to align NDCs with their national policies and development
priorities?

How can countries ensure that NDC implementation involves

G r o u p 5 : meaningful engagement with various stakeholders, including theprivate sector and civil society?

Note: Each group will write on flip charts as clearly as possible. They will becollected at the end of the session.

Session 2.3: Plenary discussion

11

The groups will make 5-minute presentations of their work in session 2.2. There
will be open discussions on the presentations where all participants will makeinputs guided by the facilitator. This session will take approximately 45 minutes.

Facilitator’s notes
Nationally Determined Contributions (NDCs) components typically encompass
a combination of cross-cutting goals, and targets. These targets and goals
include:Mitigation Targets:
Emission Reduction Targets: NDCs often include specific commitments
to reduce greenhouse gas emissions, either in absolute terms or as
reductions relative to a baseline year.
Emission Intensity Targets: Some NDCs focus on reducing emissions
per unit of economic output, promoting decoupling economic growthfrom emissions.
Carbon Neutrality or Net-Zero Targets: Some countries aim to achievecarbon neutrality by balancing their remaining emissions with carbon
removal techniques like reforestation or carbon capture and storage orutilization.
Renewable Energy Targets: NDCs may set goals for increasing theshare of renewable energy in the energy mix, contributing to atransition away from fossil fuels.
Energy Efficiency Targets: NDCs may include commitments to improveenergy efficiency in various sectors, reducing energy consumption andassociated emissions.

Adaptation Targets and Goals:

12

Vulnerability Assessments: NDCs may outline plans to assess thevulnerabilities of sectors, regions, or communities to climate impacts,
identifying areas that require adaptation measures.
Resilience Building: NDCs often set goals to enhance the resilience ofinfrastructure, ecosystems, and communities to climate-related risks
such as extreme weather events, sea-level rise, and changing
precipitation patterns.
Adaptive Capacity Enhancement: NDCs can include goals tostrengthen institutional capacity, develop early warning systems, andimprove disaster preparedness and response.
Biodiversity and Ecosystem Protection: Some NDCs may target theconservation and sustainable management of ecosystems to enhancetheir capacity to provide ecosystem services and adapt to climatechange.
Finance and Support Goals:
Climate Finance Commitments: NDCs may include pledges to mobilizefinancial resources for both mitigation and adaptation efforts indeveloping countries.
Technology Transfer and Capacity Building: NDCs can outline goals fortransferring clean and sustainable technologies to developing
countries, along with building their capacity to implement thesetechnologies effectively.
Capacity-Building Goals: Some NDCs focus on enhancing institutionaland human capacities to plan, implement, and monitor climate-related
actions.
Knowledge Sharing and Collaboration: NDCs may promotecollaboration between countries, stakeholders, and internationalorganizations to share experiences, best practices, and lessons learned.

Governance Goals
Appropriate institutional structures: The Governance component isconcerned with the goal of putting in place NDCs appropriate
institutional structures, processes and building capacity withingovernment.
Drive and coordinate climate action: The Governance component willseek to drive and coordinate climate action of the NDC type.
Engage key stakeholders: The Governance component seeks to engage
key stakeholders in the implementation of NDC types of the respective
countries.
Development of legal frameworks: This is with the goal of improving
the ability to set, coordinate, and implement climate change policies.
Measurement, Reporting and Verification (MRV) goals
MRV of GHG emissions: conducted at national, organisational, and/or
facility level to understand an entity’s emissions profile and report it in
the form of an emissions inventory.
MRV of mitigation actions (e.g., policies and projects): to assess their
GHG effects and sustainable development (non-GHG) effects as well as
to monitor their implementation. This type of MRV focuses on
estimating the change in GHG emissions or other non-GHG variables.
MRV of support (e.g., climate finance, technology transfer, andcapacity-building): to track provision and receipt of climate support,monitor results achieved, and assess impact.

13

14

Cross-Cutting Goals:
Sustainable Development Integration: Many NDCs aim to integrate
climate action with broader sustainable development goals, ensuringthat climate efforts contribute to poverty reduction, social equity, andeconomic growth.
Gender and Social Inclusion: NDCs may set targets to ensure thatclimate action takes into account gender-specific vulnerabilities andpromotes social inclusion and equity.
Transparency and Reporting: NDCs often include commitments totransparently report progress on their climate actions, providing
accountability and facilitating international assessment.

It's important to note that the specific types of targets and goals within
NDCs can vary widely based on a country's unique circumstances, priorities,
capacities, and development stage. NDCs serve as a country's contribution
to global climate action while considering their national circumstances.

UNIT 3: NDC IMPLEMENTATION FRAMEWORKS

Content

This unit will describe:
Thedifferent approaches to implementing NDCs,
including national policy and regulatory
frameworks, institutional arrangements, andstakeholder engagement.

Objectives

At the end of this unit, participants will be able to:i) Explain the different approaches toimplementing NDCs;ii) Understand the national policy and regulatory
frameworks for NDCs implementation;iii) Explore institutional structures and processes
in the NDC implementation and stakeholder
engagements.

Method of training

Participatory training/facilitation methodologies,
lectures, group discussions, case studies etc.

Training material

Flip charts, notebooks and pens, marker pens,
white board, white board markers

Classroom setup

This will depend on the facilitator and themethodology adopted

Duration

90 mins

Evaluation

The facilitator to decide the most appropriate
evaluation method

Reference materials

Brief on NDCs Implementation Preparedness
Is Africa Ready for NDCs Implementation?
Nationally Determined Contributions (NDCs)
https://climateactiontracker.org/
https://www.wri.org/research/implementingnationally-determined-contributions-ndcs

15

Session 3.1: Presentation on the approaches to NDC implementation

16

The facilitator will make a short 10-15 minutes presentation introducing theunit and outlining the objectives of the unit and the expected outcomes. The
presentation will also set the scene for further discussions in the subsequentsessions. Key issues regarding this unit will be pointed out by the facilitator
while the participants will also make inputs into the discussion.
Session 3.2: Group Work
Assuming that there are 30-40 participants in the workshop, divide theparticipants into 5 groups (6-8 people per group). Ensure that the groups
have a good mix in terms of gender and type of stakeholder. Assign eachgroup exercise as provided below. This activity will be conducted within 30
minutes. The group members will appoint a chairperson, a scribe and arapporteur.

G r o u p 1 : How does an adaptation-first approach to NDC implementationdiffer from a balanced approach that addresses both mitigation
and adaptation? What factors might influence a country's choice?

G r o u p 2 : How can countries align their existing national policies andregulations with the goals and targets outlined in their NDCs?

What role do legal frameworks play in ensuring that NDCs areintegrated into national development plans andstrategies?

G r o u p 3 : effectively

How can countries establish effective institutional arrangements

G r o u p 4 : to oversee and coordinate NDC implementation across different
ministries and agencies?

What strategies can countries use to ensure active engagement

G r o u p 5 : and participation of civil society organizations, private sector
entities, and other stakeholders in NDC implementation?

Note: Each group will write on flip charts
as clearly as possible. They will becollected at the end of the session.

Session 3.3: Plenary discussion

17

The groups will make 5-minute presentations of their work in session 3.2. There
will be open discussions on the presentations where all participants will makeinputs guided by the facilitator. This session will take approximately 45 minutes.

Facilitator’s notes
The are different approaches to implementing NDCs. They include throughnational policy and regulatory frameworks, institutional arrangements, andstakeholder engagement:
National policy and regulatory frameworks: NDCs can be implemented
through a variety of national policy and regulatory frameworks. Theseframeworks can include:
Climate change laws and regulations: These laws and regulations
can set targets for emissions reduction, establish carbon pricing
mechanisms, and regulate the development and use of clean
energy technologies.
National development plans: These plans can include climatechange mitigation and adaptation objectives, as well as specificmeasures to achieve these objectives.
Sectoral policies and regulations: These policies and regulations
can address specific sectors of the economy, such as energy,transportation, and agriculture. They can set standards foremissions performance, promote the use of clean energy
technologies, and support the development of renewable energy
sources.

18
Institutional arrangements: NDCs can be implemented through a variety
of institutional arrangements. These arrangements can include:
National climate change agencies: These agencies can be
responsible for developing and implementing NDCs, as well as for
coordinating with other government agencies and stakeholders.
Climate finance institutions: These institutions can provide
financial support to countries to help them implement their
NDCs.
Research and development institutions: These institutions canconduct research on climate change mitigation and adaptation,and they can develop and disseminate new technologies.

Stakeholder engagement: NDCs can be implemented more effectively ifthere is strong stakeholder engagement. Stakeholders can include
businesses, civil society organizations, and the public. They can provide
input on the development of NDCs, and they can help to implement
NDCs at the local level.

Note: There is no one-size-fits-all
approach to implementing NDCs.
The best approach will varydepending on the country's
circumstances and capabilities.
However, all countries need todevelop a comprehensive plan for
implementing their NDCs. This
plan should include clear goals,
specific measures, and a timeline
for implementation. It should also
be based on sound scientificevidence, and it should be open to
stakeholder engagement.

UNIT 4: MEASUREMENT, REPORTING, AND VERIFICATION (MRV) OF
NDC IMPLEMENTATION

Content

This unit will describe:
The importance of MRV for tracking progress
towards achieving NDC goals and targets andprovide an overview of the MRV process.

Objectives

At the end of this unit, participants will be able to:i) Explain the MRV as an important NDC
component;ii) Understand the MRV processes for NDCs
implementation.

Method of training

Participatory training/facilitation methodologies,
lectures, group discussions, case studies etc.

Training material

Flip charts, notebooks and pens, marker pens,
white board, white board markers

Classroom setup

This will depend on the facilitator and themethodology adopted

Duration

90 mins

Evaluation

The facilitator to decide the most appropriate
evaluation method

Reference materials

https://www.worldbank.org/en/news/feature/2022/07/27/what-you-need-to-know-about-themeasurement-reporting-and-verification-mrv-ofcarbon-credits

19

Session 4.1: Presentation on the MRV component

20

The facilitator will make a short 10-15 minutes presentation introducing theunit and outlining the objectives of the unit and the expected outcomes. The
presentation will also set the scene for further discussions in the subsequentsessions. Key issues regarding this unit will be pointed out by the facilitator
while the participants will also make inputs into the discussion.
Session 4.2: Group Work
Assuming that there are 30-40 participants in the workshop, divide theparticipants into 5 groups (6-8 people per group). Ensure that the groups
have a good mix in terms of gender and type of stakeholder. Assign eachgroup exercise as provided below. This activity will be conducted within 30
minutes. The group members will appoint a chairperson, a scribe and arapporteur.

G r o u p 1 : Why is Measurement, Reporting, and Verification (MRV) considereda crucial component of NDC implementation? How does it
contribute to transparency and accountability?

G r o u p 2 : What are the key steps involved in the MRV process for NDC
implementation? How do these steps ensure accurate and reliabledata collection?

Discuss the potential benefits of using MRV data to identify trends,
and opportunities for enhancing climate action andachieving NDC targets.

G r o u p 3 : gaps,

Discuss the role of MRV in enhancing transparency in your country.

G r o u p 4 : How does this contribute to building trust and cooperation with theinternational community?

G r o u p 5 : How can countries build the necessary technical and institutional
capacities to effectively carry out MRV for NDCs? What role dointernational partnerships play in capacity building?

Note: Each group will write on flip charts
as clearly as possible. They will becollected at the end of the session.

Session 4.3: Plenary discussion

21

The groups will make 5-minute presentations of their work in session 4.2. There
will be open discussions on the presentations where all participants will makeinputs guided by the facilitator. This session will take approximately 45 minutes.

Facilitator’s notes
Measurement, reporting, and verification (MRV) is essential for tracking
progress towards achieving NDC goals and targets. MRV allows countries to:
Measure their emissions: MRV can be used to measure a country's
greenhouse gas emissions from all sectors of the economy. This
information is essential for tracking progress towards emissions
reduction targets.
Report their emissions: Countries are required to report theiremissions to the UNFCCC every five years. This reporting allows
other countries to assess the progress that each country is making
towards its NDC targets.
Verify their emissions: MRV can also be used to verify a country's
emissions reports. This ensures that countries are accurately
reporting their emissions and that they are not overstating theirprogress.
MRV is also important for ensuring the transparency and accountability of NDC
implementation. By tracking progress and verifying emissions, MRV can help toensure that countries are taking action on climate change and that they aremeeting their commitments.
Here are some of the benefits of MRV for tracking progress towards achieving
NDC goals and targets:
Improved transparency: MRV can help to improve transparency byproviding information on countries' emissions and their progress in
implementing their NDCs. This information can be used by othercountries, stakeholders, and the public to assess the performanceof countries and to hold them accountable for their commitments.
Increased accountability: MRV can help to increase accountability
by providing a mechanism for verifying countries' emissions
reports. This can help to ensure that countries are accurately
reporting their emissions and that they are not overstating theirprogress.

22
Enhanced policy-making: MRV can help to enhance policymaking by
providing information on the effectiveness of climate change
mitigation and adaptation measures. This information can be used
to improve the design and implementation of policies and to ensurethat they are meeting their objectives.
Improved coordination: MRV can help to improve coordination by
providing a common framework for measuring, reporting, andverifying emissions. This can help to ensure that countries are using
the same data and methods and that they are able to compare theirperformance with each other.
Overall, MRV is an essential tool for tracking progress towards achieving NDC
goals and targets. It can help to improve transparency, accountability,
policymaking, and coordination. By providing information on countries'
emissions and their progress in implementing their NDCs, MRV can help toensure that countries are taking action on climate change and that they aremeeting their commitments.
The MRV process consists of three steps:
Measurement: This step involves measuring the amount of greenhousegas emissions from all sectors of the economy. This can be done using avariety of methods, such as emission inventories, monitoring, andmodeling.
Reporting: This step involves reporting the measured emissions to the
UNFCCC. Countries are required to report their emissions every five
years. This reporting allows other countries to assess the progress thateach country is making towards its NDC targets.
Verification: This step involves verifying the reported emissions. Thiscan be done by an independent third party, such as the UNFCCC's
Technical Expert Review Body (TERB). Verification ensures thatcountries are accurately reporting their emissions and that they are notoverstating their progress.

23
The MRV process is complex, and it can be challenging to implement. However,
it is essential for tracking progress towards achieving NDC goals and targets. By
measuring, reporting, and verifying emissions, MRV can help to ensure thatcountries are taking action on climate change and that they are meeting theircommitments.
Here are some of the challenges that can be encountered in the MRV process:
Data availability: Not all countries have the same level of data
availability. This can make it difficult to measure and report emissions
accurately.
Technical expertise: MRV requires technical expertise that may not be
available in all countries. This can make it difficult to implement MRV
effectively.
Cost: MRV can be expensive to implement and maintain. This can be abarrier for some countries.
Political will: MRV requires political will to be implemented effectively.
This can be a challenge in some countries.
Despite these challenges, MRV is an essential tool for tracking progress towards
achieving NDC goals and targets. It is important to work to overcome thesechallenges and to ensure that MRV is implemented effectively in all countries.
Here are some of the ways to overcome the challenges of MRV:
Improve data availability: Countries can improve data availability by
investing in data collection and reporting systems. They can alsocollaborate with other countries to share data.
Build technical expertise: Countries can build technical expertise bytraining staff and by partnering with international organizations.
Reduce costs: Countries can reduce the cost of MRV by using costeffective methods and by sharing resources with other countries.
Build political will: Countries can build political will by raisingawareness of the importance of MRV and by engaging withstakeholders.

24
By addressing these challenges, countries can make MRV more effective andmore accessible. This will help to ensure that all countries are able to trackprogress towards achieving their NDC goals and targets.
What is MRV and why is MRV important to mitigation efforts?
Measurement, Reporting, and Verification(MRV) refers to the multi-step process tomeasure the amount of greenhouse gas(GHG) emissions reduced by a specificmitigation activity, such as reducing emissions
from deforestation and forest degradation,over a period of time and report these findings
to an accredited third party. The third party
then verifies the report so that the results canbe certified, and carbon credits can be issued.
MRV seeks to prove that an activity has actually avoided or removed harmful
GHG emissions so that actions can be converted into credits with monetary
value. One credit equals one ton of reduced GHG emissions expressed in tonsof CO2 equivalent (tCO2eq). These credits are the results that the World Bank
pays for through specific results-based climate finance arrangements, like
Emissions Reduction Payment Agreements (ERPAs). They are also the basic
units traded in international carbon markets and used to fulfil countries’
Nationally Determined Contributions (NDCs) under the Paris Agreement. MRV is
the key to unlocking climate finance and showing progress on climate goals.
Paying for carbon credits can stimulate climate action and ambition - andthrough the World Bank’s inclusive ERPA programs, benefit-sharing plans
ensure the funds get to the local communities who need them most. But MRV
requires careful measurement, reporting, and verification to ensure results arereal before payments are made. MRV systems are complex and require multiple
steps to get from emissions reduced on the ground to payments received in
hand.
Paying for carbon credits can stimulate climate action and ambition - andthrough the World Bank’s inclusive ERPA programs, benefit sharing plans
ensure the funds get to the local communities who need them most.
While the carbon marketplace continues to mature, the World Bank is helping
developing countries increase their experience with carbon credit transactions
built on high environmental integrity and accounting standards, throughinclusive programs and projects with fully integrated community participationfrom inception to completion. Other organizations offer similar services using
other methodologies. The World Bank provides results-based climate finance tohelp countries generate high-quality carbon credits and maximize their value.

25
Can you walk us through the MRV process?
To start, every emission reduction program must determine a “baseline” or“reference level” against which performance is measured periodically. The
assumptions upon which these baselines are established, and the accounting
methodologies used to calculate emission reductions vary by sector andprogram scale. Standard-setters, such as the World Bank, define therequirements that these baselines and MRV activities must meet to ensure thehighest accounting standards for the most trustworthy results.
For example, within the forestry and land-use sector, the Forest Carbon
Partnership Facility (FCPF) administered by the World Bank has developed astandard for measuring forest-related emission reductions at the jurisdictional
scale, covering entire provinces, regions, or states within countries. It wasdeveloped with broad partnership and community participation and is gaining
traction among key carbon market players. Similarly, the Partnership for Market
Implementation (PMI) program administered by the World Bank, developed an
open-source MRV system that supports capturing emissions, emission
reductions and finance received by each mitigation activity and tracks these at
individual project, sector and national level. The system is currently deployed in
Jordan, Sri Lanka and the State of Palestine.
Once project or program activities are underway, data is collected andprocessed to calculate emission reductions achieved against the baseline
during the monitoring period. Depending on the program, data collection could
entail tracking the operation of clean cookstoves, reading electricity meters onhome solar power units, or surveying changes in tree cover, among otheractivities. Local communities can also help monitor implementation of
mitigation activities, especially in hard-to-reach locations. Their involvement
can help pinpoint high-performing program areas and participants to support
the eventual distribution of results-based payments based on benefit-sharing
plans.
Emission reductions results are then compiled into a report that is subject tothird-party verification by an entity accredited per the requirements of thestandard being used. Verifiers often need to sift through large volumes of data,
so well-documented results that thoroughly demonstrate accuracy,transparency, and compliance with the standard can help smooth the process.

26
Once emission reductions are verified, the standard-setter certifies them,signalling the applicable emission reduction transaction registry to issue ERCs.
In the case of the World Bank-led standards, these credits are issued andtransferred to the Bank’s transaction registry so buyers, including World Bank
trust funds like the FCPF, can pay the country for the proven results. The Bank
may also retransfer some or all of the ERCs to the country for NDC fulfilment
and credit retirement. The entire MRV cycle can take a year or more tocomplete.
Understanding the Measurement, Reporting, and Verification (MRV) of
Carbon Credits
Once project or program activities are underway, data is collected andprocessed to calculate emission reductions achieved against the baseline
during the monitoring period. Depending on the program, data collection could
entail tracking the operation of clean cookstoves, reading electricity meters onhome solar power units, or surveying changes in tree cover, among otheractivities. Local communities can also help monitor implementation of
mitigation activities, especially in hard-to-reach locations. Their involvement
can help pinpoint high-performing program areas and participants to support
the eventual distribution of results-based payments based on benefit-sharing
plans.

It sounds quite technical. What are some of the challenges to implementing
MRV?
It is, and many low-income countries new to emissions reduction transactions
lack the capacity to do MRV themselves. Many rely on international firms, which
can be costly and undermine sustainability and country ownership. MRV
capacity building figures heavily into the grants that trust funds like the FCPF
provide to countries to prepare emissions reduction programs. This up-front
investment in readiness precedes ERPAs and helps to ensure their success.

27
For example, the World Bank and the FCPF helped Mozambique set up a robust
MRV team prior to entering into an ERPA. The team is able to monitor forest
cover on a regular basis and report to different fora thanks to greater funding
and better staff training, remuneration, and retention assured by World Bank
investment operations. It has since led Mozambique through the entire MRV
process to earn its first results-based payment under its ERPA with the FCPF:
US$6.4 million for 1.3 million ERCs over a 12-month period. This model will betaken forward in the new Scaling Climate Action by Lowering Emissions(SCALE)*, a new umbrella trust fund managed by the World Bank that offers
results-based climate finance for emission reductions programs across theforestry, landscapes and the Blue Economy, infrastructure, fiscal and financial
sectors. Innovations in MRV can help expand climate action worldwide andunleash the potential of climate finance and the carbon marketplace to combat
climate change.
How is technology innovating MRV?
Digital MRV will be a game-changer! Current methods to measure, report, andverify emission reductions can be costly and time-consuming, often relying on
manual operations. Digital technologies can streamline data collection,
processing, and quality control in MRV processes, helping to reduce the cost
and time to ERC issuance. The World Bank is helping to expand the use of smart
sensors, satellites and drones, cloud computing, artificial intelligence, andblockchain encryption.
For example, the World Bank is piloting an electronic database and information
management system in Uganda to support the implementation of a rural
electrification program. The system will use a mobile application, pre-paid
electricity meters, and a web-based application to track customer data andpower consumption on over 1 million connections nationwide and automaticallygenerate emissions reduction reports for verification.
Digital MRV systems are still complex and expensive to implement, but longterm, they will reduce the cost of generating carbon credits while increasingtransparency and security. They will enable more efficient verification and themove toward real-time generation of carbon credits. Innovations in MRV canhelp expand climate action worldwide and unleash the potential of climate
finance and the carbon marketplace to combat climate change.

UNIT 5: FINANCING NDC IMPLEMENTATION

Content

This unit will describe:
The different financing mechanisms available for
NDC implementation, including public and private
sector finance, climate finance, and carbon
pricing.

Objectives

At the end of this unit, participants will be able to:i) Explain the different financing mechanisms
available for NDC implementation;ii) Understand the public and private sector
finance, climate finance, and carbon pricing.

Method of training

Participatory training/facilitation methodologies,
lectures, group discussions, case studies etc.

Training material

Flip charts, notebooks and pens, marker pens,
white board, white board markers

Classroom setup

This will depend on the facilitator and themethodology adopted

Duration

90 mins

Evaluation

The facilitator to decide the most appropriate
evaluation method

Reference materials

https://www.worldbank.org/en/news/feature/2
022/07/27/what-you-need-to-know-about-themeasurement-reporting-and-verification-mrvof-carbon-credits
https://www.sei.org/wpcontent/uploads/2018/05/private-finance-forsub-saharan-africa-1.pdf

28

Session 5.1: Presentation on the NDC financing mechanisms

29

The facilitator will make a short 10-15 minutes presentation introducing theunit and outlining the objectives of the unit and the expected outcomes. The
presentation will also set the scene for further discussions in the subsequentsessions. Key issues regarding this unit will be pointed out by the facilitator
while the participants will also make inputs into the discussion.
Session 5.2: Group Work
Assuming that there are 30-40 participants in the workshop, divide theparticipants into 5 groups (6-8 people per group). Ensure that the groups
have good mix in terms of gender and type of stakeholder. Assign each groupexercises as provided below. This activity will be conducted within 30
minutes. The group members will appoint a chairperson, a scribe, and arapporteur.

G r o u p 1 : What are the various financing mechanisms that countries can tap

into for supporting their NDC implementation efforts? How dothese mechanisms vary in terms of accessibility and effectiveness?

G r o u p 2 : How can countries align their NDC financing strategies with theirnational development priorities? What considerations should theytake into account?

Discuss the role of public sector financing in supporting NDC
What are some examples of direct public
investments in climate-related projects and initiatives?

G r o u p 3 : implementation.

What is climate finance, and how does it contribute to fundingG r o u p 4 : climate-related activities, including NDC implementation? Can you
provide examples of international climate finance mechanisms?

G r o u p 5 : What are some common challenges that your country is facing insecuring adequate financing for their NDCs? How can thesechallenges be addressed to ensure sustainable funding?

Note: Each group will write on flip charts
as clearly as possible. They will becollected at the end of the session.

Session 5.3: Plenary discussion

30

The groups will make 5-minute presentations of their work in session 5.2. There
will be open discussions on the presentations where all participants will makeinputs guided by the facilitator. This session will take approximately 45 minutes.

Facilitator’s notes
Finance is critical for the implementation of the mitigation and adaptation
actions set out in countries’ NDCs. International public financing sources, suchas the Green Climate Fund, will not be able to provide the large-scale
investment needed on their own; hence, financing sources such as the private
sector and domestic fiscal budgets will be required. Strengthening financefrom domestic and external sources will also support the implementation of theSDGs, in particular those on ending poverty (SDG 1), economic growth (SDG 8)
and reducing inequalities (SDG 10). Similarly, many of the INDCs submitted
included conditions for their full implementation, such as additional orenhanced international support in the form of finance, technology transfer,technical assistance, and capacity-building. Improving access to public andprivate financing sources is therefore a high priority.
Many countries are considering the development of a country climate
investment plan. These set out the programme of investments required to
implement their NDC and include a strategy for meeting those financing needs(noting that most NDCs do not include sufficient detail to represent investment
strategies). In order to access finance, countries need clear project concepts
as a minimum, and financing propositions need to be developed. Furthermore,
specific institutional capacities may need to be demonstrated, and theenabling environment for policy implementation and private sector
engagement may need to be enhanced (being mindful to address not only
financial barriers but also relevant technical and institutional barriers).
The specific funding criteria and access requirements differ between financing
sources, but there are common underlying principles that countries canaddress to increase financial flows and improve their readiness for financing.
Many climate funds have specific requirements (e.g. relating to gender,
fiduciary criteria and/or environmental and social safeguards), as well as
seeking demonstrated synergies between climate projects and national
development priorities.
When reviewing this Manual, countries may find it useful to refer to themitigation and adaptation Manuals to consider the financing needs of individual
mitigation and adaptation actions; the MRV Manual with regards to tracking
climate finance flows; and the governance Manual with regards to theinstitutional structures and processes needed for climate finance.

31

Source (https://ndc-guide.cdkn.org/book/)
Figure 1: Key activities in the Finance Manual
The specific funding criteria and access requirements differ between financing
sources, but there are common underlying principles that countries can address
to increase financial flows and improve their readiness for financing. Many
climate funds have specific requirements (e.g. relating to gender, fiduciary
criteria and/or environmental and social safeguards), as well as seeking
demonstrated synergies between climate projects and national development
priorities.
Finance and the Paris Agreement
Developed country Parties shall provide financial resources to assist developing
country Parties with respect to both mitigation and adaptation in continuation of
their existing obligations under the Convention. – Article 9.1

Finance is primarily covered by Article 9 of the Paris Agreement, which reestablishes the precedent that developed countries should take the lead formobilising finance (Article 9.3). Details on the finance pledged and provided will
be biennially communicated by developed countries (Articles 9.5 and 9.7).
Developing countries can also contribute to finance but this obligation isvoluntary (Article 9.2). The provision of financial resources should aim to achievea balance between adaptation and mitigation (Article 9.4). Note that Article 6 of
the Paris Agreement covers the use of market mechanisms, which may also
provide a source of finance for mitigation and adaptation actions.

Key activity 1: Review of the current climate finance landscape32

1a. Review the NDC

Identify any international support requirements that may have been specified in
the NDC, including financial, capacity-building, technology transfer or othertypes of international support.

1b. Review the current status of climate finance strategies

Climate finance strategies could include: any existing climate investment plansor policies that may be in place, whether at the national, subnational or sectorallevel; work programmes established with any specific bilateral or multilateral
funders; Clean Development Mechanismproject pipelines; and Nationally
Appropriate Mitigation Action (NAMA) project pipelines or work programmes.

Key activity 2: Establish institutional arrangements for the oversight andcoordination of climate finance activities

2a Identify and delineate key roles in climate finance within the country

Consider internal government focal points with important bilateral andmultilateral funders for adaptation and mitigation projects.
Consider establishing a cross-ministerial working group to enhancecoordination on climate finance issues between these parties.

2b Identify a team within government to lead national climate financecoordination

This could be within the ministries of finance or environment, planningcommissions, or the prime minister’s office. It should ideally be a genderbalanced team and have the mandate to:Strategically plan and coordinate the access, mobilisation, disbursement andtracking of climate finance across the country
Establish and maintain communication with government focal points and withbilateral and multilateral funders
Ensure coordinated engagement with funders via these government focal
pointsDisseminate information to country stakeholders regarding funding criteria
and the operational requirements and procedures of major funders.

2c. Mainstream climate change into national budgeting processes

33

This will ensure NDC implementation priorities are reflected in budgets,
helping existing policies, programmes, and project pipelines to be ‘green’.
This can potentially increase domestic, as well as international, fiscal support
for climate change initiatives.

Key activity 3: Compile an overall costing for the NDC

3a Undertake a desk review to identify and cost the main sub-actions withineach mitigation and adaptation action

Costing each action involves identifying the cost for sub-actions, including
upfront capital costs (e.g. infrastructure), ongoing maintenance costs,
capacity-building or training, and the human resources needed to implement
the action.
A desk review could include an assessment of similar actions previously
completed within the country, at national and/or subnational levels, as well as
reviewing how similar countries may have costed such actions.
Note that costs for some actions may change over time; it may be necessary
to reconsider cost estimates as new information comes to light. For example,
costs may decrease over time due to falling technology costs or barriers
being removed by relevant policies.

3b Check these desk-based estimates with relevant national experts andstakeholders

Checking the results of the desk-based review with relevant experts canprovide additional confidence that the costings are roughly correct and thatno important elements have been overlooked.
Relevant national experts could include government ministries, departments
and agencies that are expected to lead the implementation of the actions,have been involved in implementing similar actions, or have experience incosting similar actions (e.g. planning or finance departments). They could also
be private sector investors or academics.

Key activity 4: Identify funding gaps and needs

34

and prioritise the actions to be undertaken during NDC
4a Scope
implementation
Scoping and prioritising the actions; in summary, this will likely involve:
Identifying the range of actions that could be undertaken to implement the
mitigation and adaptation components of the NDC
Prioritising these actions, in close consultation with key country stakeholders
Undertaking a broad barriers analysis, and other analyses, to assess theenabling environment for each action (e.g. domestic policy support
frameworks, institutional barriers) and understand the mix of financial andnon-financial measures required to successfully implement each action.

4b Assess the funding status of each priority NDC action

Identify existing and projected domestic budgetary support for each priority
NDC action, for example through the development of Climate Public
Expenditure and Institutional Reviews or other frameworks.
Consider available domestic budgetary support, as well as any expectedbilateral and/or multilateral support and private sector finance.
Identify which actions and sub-actions have yet to be fully funded.

4c Identify the level and type of support needed to address each funding gap

Assess the amount and type of support required to close each funding gap(e.g. capacity-building, technical assistance, finance) and the likely type offunding source (e.g. government, bilateral and multilateral funders andprivate sector).

Key activity 5: Assess public and private financing options

5a Assess the potential for further domestic fiscal support for each action
Review existing development policies, programmes and infrastructure projectpipelines to assess the potential for ‘greening’ these activities, for example,
extending or amending these to include NDC priorities and screening theclimate risks or mitigation potential associated with these projects.
Identify opportunities to mainstream climate change priorities into thenational budgetary and infrastructure planning process. This can indirectly
increase domestic and international fiscal support for climate change
initiatives. See the governance Manual for more details regarding integrating
NDC implementation across government.

35
Additional engagement with key departments may be required, including
planning, finance, and sectors involved with NDC implementation, at both thenational and subnational levels.
Consider what information on the co-benefits of climate action might beuseful to these departments, to obtain buy-in and support.
the eligibility of each action against bilateral and multilateral funding
5b Assesssources
Consider the country’s history of accessing funds from bilateral andmultilateral sources to identify potential funders with whom the country
already has a relationship. These could potentially be approached in the
short-to-medium term regarding financing for priority NDC activities.
Identify any new sources of multilateral and bilateral finance that could
potentially support the actions.
Assess the eligibility of each action against the funding criteria for existingand potential new bilateral and multilateral funding sources.
Identify the best method for the country to access each funding source, forexample, direct access (this is relevant for a limited number of funds; indirectaccess, or NAMA development.

5c Assess options for private sector investment for each action

Assess the suitability and potential attractiveness of each action to theprivate sector. This can be done by determining if the action is likely togenerate a predictable future revenue stream that can cover the costs andgenerate profit (e.g. electricity sales to consumers where there is large unmet
energy demand), or if the government may consider directly paying private
sector investors (e.g. a public–private partnerships where assets are built andthe government pays investors for delivering services).
If the annual net cash flows will be insufficient, a range of financial and nonfinancial interventions can be considered.
If investors are hesitant to make significant investments in climate-related
projects, consider whether smaller, more manageable projects can befinanced initially (e.g. demonstration or pilot projects), thereby improving thefinancial track record for the sector or technology, which should increase
market interest.

Key activity 6: Develop a country climate investment plan36

A country climate investment plan sets out the programme of investments
required to implement each priority action in the NDC, as well as a strategy
for meeting those financing needs. Examples of sector-specific climate
investment plans can be found on the Climate Investment Funds website.
Developing the country investment plan will involve consolidating the analysis
undertaken across activities 3, 4 and 5 within this Manual, and making
decisions regarding which funding options are most appropriate for eachaction.
When developing the climate investment plan, it may be useful to review how
peer countries deliver and finance similar projects and what lessons can belearned.
The country climate investment plan should build on and strengthen any
existing climate investment plans in place, as well as drawing on Clean
Development Mechanism or NAMA project pipelines and country programmesthat have been developed for specific bilateral or multilateral funders.
Key activity 7: Secure direct access to international climate funds for nationaland subnational institutions
A limited number of international funds allow direct access, including theGreen Climate Fund, the Adaptation Fund, the Global Environment Fund andthe European Commission Directorate-General for International Cooperation
and Development.
Direct access involves national or subnational institutions directly receiving
finance from funding sources and disbursing them to relevant projects, i.e.
without an international agency managing and overseeing the funds as anintermediary.
Each fund has different accreditation requirements for institutions seeking
direct access, including demonstrating capacities such as financial andadministrative management, monitoring and evaluation (M&E), project
management, gender mainstreaming and equity, and environmental andsocial management.
Countries that are interested in direct access may find it useful to initially
screen a selection of national and subnational institutions against theaccreditation requirements for the relevant fund or funds, to identify
potential eligible institutions and the resources required to fully meet theaccreditation requirements.
For countries with institutions that are already accredited (depending on thefunding source, these may be referred to as ‘accredited entities,‘implementing entities’ or similar), the next step may be to develop a projectpipeline and put forward funding proposals so that finance can be accessed.
Note that the institutions that will be seeking to access financing sources may
not necessarily be the same as those leading the implementation of theactions.

Key activity 8: Develop a project pipeline and financing propositions that canbe put forward to different financing sources

37

technical and relational capacities within government ministries to
8a Builddevelop a project pipeline
Capacities that can support the development of a project pipeline include:
The ability to undertake financial and technology needs assessments acrossthe country’s priority sectors, to assess where efforts need to be focused andensure projects are robust
Technical understanding of available technologies to ensure the mostsuitable and effective technology is being used
Coordination with relevant ministries to develop joint project proposals andnavigate ministerial priorities
Financial modelling and cost-benefit analysis expertise to determine thefinancial feasibility of the proposed projects and ensure projects stay within
the country’s budget
Writing skills to develop business cases and project concept notes, to ensure
the most effective outcomes for implemented projects
The capability to design and select climate change projects and programmes.
funding proposals that can be shared with bilateral and multilateral
8b Develop
funders
Many bilateral and multilateral financing sources allow for the submission ofproject concept notes, so that initial feedback can be received on theeligibility and viability of the project, before preparing a full funding proposal.
Requirements for full funding proposals will vary between funders, withtypical requirements including information about financing requirements(e.g. co-financing to be provided by the country), as well as a detailed
description of project activities and the anticipated results.
When preparing funding proposals, be mindful of any concept note or
proposal templates provided by the funder, as well as the eligibility criteria.
Some funders may provide support for the development of project concepts
and proposals.
It may be useful to meet with the funder to receive early feedback on projectideas, and how they fit with the funder’s selection criteria.

38funding proposals that can be shared with potential private sector
8c Develop
financing sources
It may be useful to meet private sector investors to receive early feedback
on project ideas, for example through roundtable discussions andconsultations.
The private sector will typically seek funding proposals that address thefollowing concerns:
Is the technical solution well thought through?
Does the technology have a track record?
Are there the skills available within or outside the country to develop the
project?
What remedies are available if projects are poorly built or operating costs arehigher than expected (e.g. enforceable performance bonds fromconstruction companies)?
Where will revenues to pay financiers come from (e.g. sales to customers,
government support, concessions)?
What reassurance can be given that the revenues will be achieved (e.g.
additional government support, government-backed guarantees and credit
ratings, minimum price agreements and realistic demand forecasts)?
Key activity 9: Increase private sector engagement and overcome barriers toinvestment

9a Assess and enhance the domestic investment environment
Identify the barriers to private sector investment across relevant priority
actions for NDC implementation. These can include perceived or actual
risks (e.g. credit risks, policy or political risks, technology risks), the scale ofinvestment opportunity available (e.g. transaction costs are too high in
relation to the size of the opportunity), or returns are too low (e.g. due tointerest rates and taxes).
Identify the range of financial and non-financial interventions needed toaddress barriers to private sector investment across relevant priority
actions for NDC implementation.

39
Financial interventions include: risk-mitigation instruments (e.g. policy risk
insurance, government or donor-backed partial guarantees); concessionary
loans (e.g. to improve the financial viability of projects); grants (e.g. toimprove the financial viability of projects or climate-risk assessments andenergy-efficiency audits); aggregation instruments (e.g. to increase the scaleof investment opportunity); tax breaks (e.g. for low-carbon or climateresilient technologies); feed-in tariffs (e.g. to incentivise renewable energy);
and public–private partnerships.
Non-financial interventions include: strengthening the rule of law (e.g. so thatinvestors can seek compensation if energy companies do not honour offtakeagreements); developing ‘matchmaking’ services (e.g. between project
developers and financiers); capacity-building for the financial sector (e.g. toaddress perceived risks associated with low-carbon or climate-resilient
technologies); and knowledge transfer (e.g. writing step-by-step guides fordeveloping projects, preparing legal templates for power purchaseagreements, rental agreements and loan agreements).
Develop public–private financing structures and launch pilot projects toshowcase viable business models and attract further climate investment.
Review the approaches used by peer countries for public–private financing
and consider whether they could be applicable.
the capacity of relevant departments to identify and develop
9b Strengthen
financially viable opportunities for the private sector
Capacities that can support government officials to identify and develop
financially viable opportunities for the private sector include:
understanding how projects similar to the actions being considered arenormally financed in the country, to help build financial models for individual
projects; this includes understanding: what loan sizes are common in the
country? How long do most loans last for? In which currency are most loans?
What interest rates are normally charged? Is there a bond market or an active
equity market? Do banks from outside a country lend to a project?
knowledge of financial and investment terminology (e.g. payback periods,
internal rates of return, equity returns, pre-tax and pre-finance project
returns)
understanding of the constraints and requirements of investors (e.g. banks
typically need to see sufficient net cash flows to comfortably pay loans)knowledge of the range of financial and non-financial mechanisms available
to increase the financial viability of projects for the private sector, and to
reduce risks (e.g. the risk of cost overruns, revenue streams being lower than
anticipated), as well as different ways to call for private sector involvement inprojects (e.g. funding competitions, bidding for projects)
skills and experience in conducting commercial negotiations with the private
sector.

40
private sector engagement in national climate policies, strategies,
9c Increase
coordinating committees and national financing bodies
Promote greater public–private dialogue on climate finance through regularforums and institutions. These can include sectoral associations, investor
platforms and public consultations.
Increasing public–private dialogue can lead to an increased understanding ofclimate change opportunities within the private sector, as well as anincreased appreciation of investment barriers and how these can beaddressed.
Involve the private sector in the design and implementation of national
climate change policies and projects, to better understand investment
barriers and jointly explore opportunities.
Key activity 10: Design and implement a climate finance MRV system

10a Identify climate-related spending across all relevant finance flows
Building on any finance MRV systems that are in place (e.g. for Biennial Update
Reports), develop standard methodologies and key performance indicators
for a climate finance MRV system, including agreeing a definition – with all
relevant stakeholders – of what constitutes climate change-related activities.
Identify all the relevant departments and institutions that are likely to receive
climate finance, and put in place data-sharing agreements (e.g. memorandaof understanding) between relevant departments and institutions, and theclimate finance tracking team.

10b Track and report climate-related spending across all relevant finance flows
Introduce regular reporting on climate activities for government ministries
and implementing entities, using standard key performance indicators toensure data comparability.
Develop a central tracking system that allows users to input data using
standard templates.
Process and analyse data on a regular basis, delivering findings in a reportthat can be used to guide the strategic thinking of the team leading national
climate finance coordination.

10c Expand and improve the MRV of climate financeRefine the MRV system based on the lessons learned and extend the scope offunding tracked to all donors and all relevant institutions over a number ofyears.
If Biennial Update Reports have presented data on international climate
finance received, assess and revise definitions to ensure they match the NDC
targets and ensure the list of institutions involved is complete.
Assess gaps and close them, step by step, over a longer time frame.

41
Summarised notes
There are various financing mechanisms available to support the implementation
of NDCs, which are central to achieving climate goals. These mechanisms involvea mix of public and private sector finance, climate-specific funding, andinnovative strategies like carbon pricing. Here are some key financing
mechanisms:
1.Public Sector Finance:
Domestic Budget Allocation: Governments allocate funds from their national
budgets to support NDC implementation, which can cover activities likepolicy development, capacity building, and infrastructure projects.
Climate Funds: Governments may establish dedicated funds, such as national
climate funds, to mobilize resources for climate-related projects andprograms.
Official Development Assistance (ODA): Developed countries provide financial
support to developing countries through ODA to help them implement their
NDCs, build resilience, and mitigate climate impacts.
2.Private Sector Finance:
Domestic and Foreign Direct Investment: Private companies and investors
contribute to NDC implementation by investing in renewable energy projects,
sustainable agriculture, energy-efficient technologies, and other climaterelated initiatives.
Green Bonds: Companies and governments issue green bonds to raise funds
specifically for environmentally beneficial projects, aligning with NDC goals.
Public-Private Partnerships (PPPs): Collaboration between the public andprivate sectors can facilitate funding for large-scale infrastructure projects,
promoting sustainable development in line with NDCs.
3.Climate Finance:
Multilateral Climate Funds: International financial institutions, like the Green
Climate Fund (GCF) and the Global Environment Facility (GEF), provide grants
and concessional loans to support climate adaptation and mitigation projects
in developing countries.
Bilateral Climate Finance: Developed countries provide climate-specificfinancial support directly to developing countries through bilateralagreements and partnerships.
Climate-Related Investments: Institutional investors and development banks
invest in projects that align with climate objectives, such as renewableenergy, sustainable agriculture, and low-carbon technologies.

42
4.Carbon Pricing
Carbon Tax: Governments impose a tax on carbon emissions to incentivize
emission reductions and raise revenue for climate initiatives.
Emissions Trading Systems (ETS): Cap-and-trade systems allow companies tobuy and sell emission allowances, encouraging emission reductions andcreating a market for carbon trading.
Results-Based Payments: Climate finance mechanisms may offer payments tocountries or projects based on verified emissions reductions or other climate
outcomes.
5.Innovative Financing Strategies
Debt-for-Nature Swaps: Countries with significant biodiversity may exchange
a portion of their debt for investments in conservation and sustainable
development.
Microfinance and Community-Based Financing: Small-scale, community-level
financing mechanisms can support local climate initiatives and enhance
resilience in vulnerable communities.
6.Private Sector Partnerships
Corporate Climate Initiatives: Companies collaborate with governments andorganizations to fund and implement climate projects that align with theirsustainability goals.
Philanthropic Contributions: Foundations and philanthropic organizations
provide grants and donations to support NDC-aligned projects and programs.
7.Blended Finance
Combining Public and Private Finance: Blended finance models combine
public funding with private investment to leverage resources for NDC
implementation.
8.Technology Transfer and Innovation Support
Technology Financing: Funding mechanisms are established to facilitate thetransfer of climate-friendly technologies to developing countries.

UNIT 6: TRACKING NDC IMPLEMENTATION USING NDC INDEX TOOL

Content

This unit will describe:
The NDC tracking tools and indexes anddemonstrate how it is used..

Objectives

At the end of this unit, participants will be able to:i) i)Use the NDC tracking tools to measureprogress in NDC implementation;ii)Generate the NDC index for their respective
countries using collected data;
Utilise the NDC indexes to provide policy advice
and advocacy.

Method of training

Participatory training/facilitation methodologies,
lectures, group discussions, case studies etc.

Training material

Flip charts, notebooks and pens, marker pens,
white board, white board markers

Classroom setup

This will depend on the facilitator and themethodology adopted

Duration

90 mins

Evaluation

The facilitator to decide the most appropriate
evaluation method

Reference materials

https://atpsnet.org/wpcontent/uploads/2019/07/NDCsImplementation-Report-final.pdf

43Session 6.1: Presentation on the NDC tracking tools

44

The facilitator will make a presentation introducing the unit and outlining theobjectives of the unit and the expected outcomes. The presentation will also
provide the procedure for tracking and measuring NDCs. Key issues
regarding this unit will be pointed out by the facilitator while the participants
will also make inputs into the discussion.
Session 6.2: Plenary discussion
There will be open discussions on the presentation where all participants will
make inputs guided by the facilitator. This session will take approximately 45
minutes.

Facilitator’s notes
Overview of NDC Implementation and Tracking Progress\
The Paris Agreement established an ETF of action and support under which
Parties are required to provide “information necessary to track progress madein implementing and achieving its nationally determined contribution under
Article 4” (Article 13.7b). All Parties, except least developed country Parties andsmall island developing States, shall submit information reported under Article
13.7 “no less frequently than on a biennial basis” (paragraph 90, Decision
1/CP.21).
The Paris Agreement’s proposed system of tracking progress consists of aseries of different informational elements to be provided by Parties. Articles 4, 6
and 13 of the Agreement broadly outline what these informational elements
consist of and the ongoing negotiations of the so-called “Paris rulebook” willfurther define these elements. Article 4 mandates Parties to prepare andcommunicate an NDC every 5 years (Articles 4.2 and 4.9) against which
progress will be tracked. Along with their NDCs, Parties will also communicate
information for clarity, transparency and understanding (CTU, Article 4.8) of the
NDC. Article 4 also requires Parties to account for their NDCs (Article 4.13).
Parties are to account for internationally transferred mitigation outcomes(ITMOs, Article 6) during the processes of accounting for and tracking progress
towards NDCs. Article 13 negotiations will develop MPGs for a reporting andreview system under the ETF through which Parties will provide information for
tracking progress.
These Articles are each a core element of the system to track progress andthere are significant linkages between them. Identifying substantive andprocedural linkages between these Articles can help improve the coherence ofa system for tracking progress.

Information needs for tracking progress towards NDCs Implementation

45

Tracking progress under Article 13 towards Parties’ NDCs requires informationon the implementation and achievement of the NDC (e.g. indicators comparing
current or projected and reference emissions) and information that facilitates
the understanding of the NDC target (e.g. scope and coverage of the NDC).
Both quantitative (e.g. indicators such as percentage reduction of base year
emissions) and qualitative (e.g. information on implementation status ofpolicies and measures (PaMs)) information are needed to allow a clear
understanding of progress towards the NDCs. Annex I Parties have experience
reporting quantitative and qualitative information to track progress towards
mitigation targets under the Kyoto Protocol and the Convention.
Quantitative information reported under this framework includes a summary of
inventory information, mitigation actions and their effects and emissions
projections to 2020 and 2030. Qualitative information includes a description of
PaMs and information on changes in Parties’ domestic institutionalarrangements. The majority of Non-Annex I Parties however have limited
experience of reporting in this area, which may affect their reporting on
tracking progress towards NDCs under the ETF.
One key difference between tracking progress under the Paris Agreement andthe Kyoto Protocol is that under the Paris Agreement “Parties will be tracking
progress towards different types of mitigation targets in NDCs. The diversity oftargets under the Paris Agreement means that different sets of information will
be needed to track progress towards each specific type of target. For example,
information needed to describe an economy-wide absolute GHG target will
include levels of GHG emissions and removals at base year (Tier 1). Information
describing intensity targets for GHG emissions per unit of GDP or per capita will
include, besides information on GHG emissions and removals, information on
the relevant socio-economic indicator (Tier 2).
Current textual proposals for the MPGs recognize certain informational
elements as relevant for tracking progress. These include a description of the
NDC; indicators comparing e.g. current to reference emissions levels; NDC
accounting information; Article 6 information; PaMs; and GHG projections
resulting from implemented policies. GHG inventories are mandated to bereported under Article 13.7a and are fundamental to accounting for NDCs andfor tracking progress towards GHG emissions targets. Information on GHG
emissions and removals in inventories are also key to inform GHG-based
indicators and GHG projections.

46
Annex I countries currently report on GHG inventories annually and provide
GHG data for year X-2 at year X. Reporting on GHG inventories by Non-Annex I
Parties has been irregular, and the vintage of inventory data relatively old. For
example, out of 94 Non-Annex I Parties having submitted inventory data in NCs
or BURs published in 2015 or later, 2% reported data on year X-2 and 46% on
year X-6 or older. As GHG inventories are the basis for tracking progress
towards most NDC targets (80% of all Parties submitted GHG targets in their
NDC), it would be important for the MPGs to consider how this time-lag issue
could be resolved.
Some NDCs lack transparent and clear information that allows forquantification of targets by a third party. Possible reasons for this insufficient
information include the lack of clear guidance and technical difficulties inproviding information (e.g. lack of in-country data). Information describing the
NDC is similar in substance and linked to information needed for CTU of NDCs(Article 4). Information for CTU will be communicated along with the NDC andat any other time the NDC is updated. The NDC description information is to bereported throughout the implementation period of the NDC as part of thebiennial reporting on its progress. This information describing the NDC would
re-iterate, complement or update CTU information and consistency acrossthese sets of information will be important. For example, any updates made toe.g. the methodologies and assumptions during the NDC period (and reported
under the ETF) would need to be captured within the next round of CTU
information.
Given the diversity of NDC mitigation targets types, a range of different typesof indicators are needed to track progress towards those targets. As indicators
can be very diverse, it is crucial that they are accompanied by transparent
information on definitions, data sources, methodologies, and assumptions. In
order to facilitate the use of indicators, MPGs could identify broad categories ofindicators for different types of targets. Parties would then define whichindicators within these categories they will use to track progress towards their
NDCs. For example, Parties with GHG mitigation targets need to selectindicators that are emissions-based while targets formulated as reductions
from business-as-usual (BAU) would need to provide BAU reference levels.

47
It is however currently less clear how to account for non-GHG targets incountries’ NDCs, and several options are available. For example, accounting fora renewable energy policy could involve reporting on the implementation statusof the policy to account for the Gigawatt hours (GWh) of renewable capacity
installed, and/or the GHG impact of the renewable energy policy. The
accounting tables need to accommodate these different NDC targets while
facilitating comparability as this will facilitate aggregation for collective
stocktaking purposes. Accounting guidance needs to consider that in order to
add and subtract the flows in the tables they need to be expressed in the same
unit of measurement.
The textual proposals for the MPGs are also considering that Parties report on
mitigation actions and PaMs when tracking progress. Parties could report on
mitigation actions in different ways. First, it could report on the implementation
status of adopted policies. Secondly, an assessment of PaMs could quantify theemission reductions associated with policies that are being or will be
implemented. Estimating the impact of PaMs could be a useful way to evaluate
the implemented policies and to plan new climate policies. There can be someuncertainty in quantifying the effects of policies involving e.g. methodologicalchallenges to calculate or estimate the impacts of one or more groups ofpolicies.
Parties have experience in reporting on policies and measures and, to a lesser
extent, on their impacts on current and projected GHG emissions. Annex I
Parties have reported on domestic measures and GHG projections “withmeasures” in their BRs. This information was reported as contextual information
on progress towards implementation of mitigation targets. Non-Annex I Parties
have experience reporting on policies and measures in their National
Communications (NCs) and their BURs, and some experience in reporting on
emissions projections, although the number of Parties that do so is limited.
MPGs could ask those Parties that have provided such information to continue
to do so under the ETF to avoid backsliding.

Definition and Delineating Scope of NDCs Implementation Index

48

The detailed measures and activities for Definition, and Delineating Scoping of
NDC implementation are set out in five components that guide NDCs
Implementation namely: Governance; Mitigation; Adaptation; MRV and; Finance.
The Governance component is concerned withputting in place theappropriate institutional structures and processes to drive and coordinate
climate action and to engage key stakeholders.
Mitigation component addresses long-term mitigation strategies that are
aimed at reducing GHG emissions through national and sector plans thatare aligned with development priorities.
The adaptation component is concerned with integrated adaptation
planning that helps to build long-term resilience to the impacts of climatechange by mainstreaming adaptation into national and sectoral plans.
MRV also known as transparency comprises systems to track
implementation and apply the lessons learned, thus enhancing
understanding about which actions work best, and why.
Finally, finance component comprises a climate finance framework that isdesigned to match a country’s needs against funding streams and include
strategies to access the funding streams.
As an integral part of definition and delineating of scoping the NDC
implementation index that includes measures/activities that are used anddimensions that are covered, we present the NDCs Implementation Gap
Analysis as adopted from Ricardo/CDKN (2016) and summarized in Table 1.

49
Table 1: NDCs Implementation Gap Analysis

NDC
Implementation
Component

Governance

Mitigation

Adaptation

Activity

1. Review current institutional arrangements
2. Establish an NDC implementation coordination team
3. Set up institutional arrangements
4. Build capacity within government
5. Engage external stakeholders
6. Develop legal frameworks

1. Review the current mitigation policy landscape
2. Set up institutional arrangements for the coordination andoversight of mitigation activities
3. Analyze the national mitigation potential to identify priority
sectors and mitigation options
4. Conduct a detailed appraisal of priority actions for key
sectors
5. Design mitigation policies
6. Access financing for mitigation actions
7. Implement mitigation policies
8. Design and implement a mitigation MRV system
9. Prepare for future NDCs

1. Review the current adaptation policy landscape
2. Undertake groundwork and governance
3. Undertake preparatory work for adaptation plans
4. Access financing for adaptation actions
5. Implement policies, projects and programmes
6. Monitor and report on progress and the effectiveness ofadaptation actions

50
NDC
Implementation
Component

Finance

Transparency/M
RV(Measuring,
Reporting andVerification)

Source: Ricardo/CDKN (2016)

Activity

1. Review the climate finance landscape
2. Establish institutional arrangements for the oversight andcoordination of climate finance activities
3. Compile an overall costing for the NDC
4. Identify funding gaps and needs
5. Assess public and private financing options and develop acountry climate investment plan
6. Develop a country climate investment plan
7. Secure direct access to international climate funds fornational and subnational institutions
8. Develop a project pipeline and financing propositions thatcan be put forward to different financing sources
9. Increase private sector engagement and overcome barriers
to investment
10. Design and implement a climate finance MRV system

1. Review current MRV activities
2. Establish institutional arrangements for the oversight andcoordination of MRV activities
3. Assess data gaps and needs
4. Design the MRV system for mitigation, adaptation andfinance
5. Establish data management processes
6. Build MRV capacity
7. Improve the MRV system over time

NDC Implementation Indicators

51

Despite availability of enormous volume of information on the number and typeof NDC implementation indicators, from the more conceptual to the moredetailed and technical, there are a number of gaps as regards the NDC
implementation indicators. Based on the review of NDC documentation, as wellas in-country experience, the development of additional knowledge andcapacity development material, in the form of tools and guidance, isrecommended under each of the five components of NDCs implementation as
outlined below:a) Governance
Under the Governance component, the likely qualitative and quantitative NDCs
implementation indicators to be encountered include:
Integration of NDCs into national and sub-national planningUser-friendly tools and info-graphic material - especially to track emission
reductions
Terms of reference for NDC focal point and implementing stakeholders
Development of a comprehensive stakeholder engagement plan
Innovative stakeholder engagement tools, such as prototyping
Innovative awareness tools, such as videos, documentaries, social media
platforms - to move away from guidance only for practitioners and to open
more widely to the public
Development of messages for different audiences (from government to
private and financial sectors, to schools and communities)
Incentives for data sharing across implementing entities
Coordination, integration, capacity building, stakeholder engagement, anddevelopment of legal frameworks
Stakeholder mapping and Institutional responsibilities
Link with NDC coordination
Communication and outreach strategyb) Mitigation

52

Under the Mitigation component, the likely qualitative and quantitative NDCs
implementation indicators to be encountered include:
Integration of NDCs with BURs and National Communications
Development of low carbon emissions pathways (in a consultative manner)
Appraisal of policy options and cost-benefit analysis tools
Integration of actions into NDC and sectoral action plans
Analyze mitigation potential and priority sectors
Design mitigation policies
Start preparation of future NDCsc) Financing
Under the Finance component, the likely qualitative and quantitative NDCs
implementation indicators to be encountered include:
Costing of NDC actions (both direct and indirect or cross-cutting)Updated sources of finance mapping, especially for mitigation
Breaking down of NDC information for the private and financial sector
Repository of information on accessing finance
Blended finance tools - with varying degrees of concessionality
Ways to incentivize the private sector to participate in policy development,
without creating conflicts of interest
Development of a climate investment plan and project pipeline
Review climate finance landscape and assess costs and funding gaps
Develop a climate investment plan and project pipeline
Enhance private sector engagement
Enhance private sector engagement
Finance needs
Finance sources
Projects in pipeline
NDC implementation framework
Sector-level MRV frameworkd) MRV/Transparency

53

Under the MRV/Transparency component, the likely qualitative and quantitative
NDCs implementation indicators to be encountered include:
Two-way linkages to UNFCCC and COP websites and documentation
Easy to use toolkit for Paris Rulebook (and perhaps tailor-made tools toserve specific needs like those of Africa), and considerations to keep inmind for the next negotiations.
Development of an MRV/transparency system (adaptation, mitigation,
finance) and improvement over time
Establishment of institutional arrangements
Assessing data gaps and needs
Designing sectoral MRV system
Establishing data management process
Capacity buildinge) Adaptation
Under the Adaptation component, the likely qualitative and quantitative NDCs
implementation indicators to be encountered include:
Creation of NAP-NDC linkages
Design a (cross-)sectoral M&E system
Establish coordination of finance activities
Vulnerability and impacts
Adaptation measures

The Award and Weighing Criteria for the NDC Indicators

54

The award and weighing criteria for the NDCs implementation indicators was
guided by a number of underlying factors which among others include:
The hierarchy of the indicators in the development of sectoral or subsectoral GHG emissions over time including tracking sectoral level
progress in cutting down emissions.
The extent to which the indicator is able to inform the overall direction of
travels within high-level sectors and subsectors that are most alignedwith the NDC sectors, as they are defined by IPCC Common Reporting
Format (CRF) Framework in the national Greenhouse Gas Intensity(GHGI).
The role of the indicator as a sectoral driver of GHG emissions in terms ofserving as the emissions factors and/or source of activity data used to
calculate emissions.
The role of the indicators in illustrating the progress and effectiveness ofcertain mitigation measures or groups of mitigation measures that areincluded in each NDC sector action plan.
Role of the indicator as source of institutional responsibilities foroversight of implementation and monitoring of progress including:
Mapping of existing institutional mandates
Determinationof
optimalalignmentofinstitutions
withimplementation objectives, including links for finance and planningministries
Devolution of implementation responsibilities to line ministries andagencies
Gap analysis of institutional capacity requirements
Integration of sector level information collection and reporting
processes
Role of the indicator in knowledge development and dissemination on
Paris Agreement implications and benefits that include:
Understanding of long-term sector implications of the Paris
Agreement
Analysis of potential benefits, related to sector development
objectives and the key interests/objectives of influential stakeholders
Identification of links between mitigation targets and SDGs

55
Role of the indicator in influencing planning for ambition throughstrategy alignment and long-term decarbonization planning that include:
Complete alignment of sector level strategy with climate policy
strategy
Stock-take and integration of subnational and non-state actions
Determination of long-term full de-carbonization targets for thesectorTranslation of sector level targets to sub-sector targets
Role of the indicator in analysis of potential for ambition raising that
include:Analysis of regional best practice policies
Targets for sub-sectors not yet covered in climate strategy
Role of the indicator in collation of all information and targets into atarget-based roadmap
Role of the indicator in investment planning for resource allocation anddetermination of support needs including evaluation of investment
requirements for preferred Measures that include evaluation of:a) Private sector investment capacity;b) Public finance requirements;c) International support requirements.
Role of the indicator in medium-term investment planning to align nonprivate capital requirements with existing national and multilateralfinancing rhythmRole of the indicator in analysis of persisting barriers to NDCs
implementation that include (financial, political, institutional, cultural)
Role of the indicator in identification of project concepts that address
the barriers for NDCs implementation and/or international support (e.g.
NAMAs)

56

Identifying the Target Groups and Sources of Data for NDC Implementation
Index
The target groups for NDCs implementation index are the supply side which
comprises the government, while the demand side comprises the private
sector, civil society, service providers, and other stakeholders such as
development partners that are involved in training and capacity building. The
major sources of data are energy, AFOLU, Industrial Process and Products Use(IPPU), waste and transport. Tracking the NDCs performance indicators
horizontally and vertically in a linear form will be implemented in the context of
the roles and actions by the government policymakers (national, sub-national,
and local levels); financial support and investment in tracking NDCs
performance indicators; technology and innovations in the realm of tracking
NDCs performance indicators; roles and activities of stakeholders involved intracking the various NDCs performance indicators and the role of Civil Society
as well as other Non-State Actors (NSAs).
Interpretation of the NDCs Implementation Scores
The five NDC components (Governance, MRV, Climate Financing, Adaptationand Mitigation) were assigned weights on the scale of 1% to 100%. Each of theindicators provided for each NDC component were scored between 1-5 basedon the achievement compared to the baseline and the target set in the NDC
implementation framework/plan. Using available literature and data collected,
the 5 NDC Implementation components were weighted as provided in Table 2
below:
Table 2: Assigned Weights for NDC Implementation Components

NDC Implementation
Parameter

Governance

Weighted/MaximumScore (%)

30

Justification

Policies, Strategies, Legislations, Programmes
and Projects for NDCs Implementation
already in place in the countries; Governanceshould receive the highest weight due to its
foundational role in ensuring that the othercomponents function effectively. It acts as the
backbone of the entire NDC framework,
ensuring that policies are not only created but
also effectively implemented and monitored.

57

MRV

Mitigation

Adaptation

25

All the 8 study countries have submitted atleast one National Communication (NC) and 2
countries submitted Biennial Update Reports(BURs) MRV is key to the implementation ofrespective countries NDCs; MRV systems are
essential for tracking progress, ensuringtransparency, and holding parties
accountable. Effective governance ensuresthat MRV systems are robust, accurate, andtransparent.

20

Mitigation actions have informed the content
of the National Communications. Mitigation
actions are also key to the attainment of
NDCs Implementation Targets. All countries
are supposed to develop their Nationally
Appropriate Mitigation Actions (NAMAs);
Mitigation is critical as it directly addresses
the reduction of greenhouse gas emissions,which is the primary goal of the Paris
Agreement. Effective governance canenhance the implementation of mitigation
strategies.

15

Adaptation is a sympathy measure based onservices to vulnerable group of people to help
them build resilience to the impact of climatechange. This explains why it is a priority
intervention for most African Countries
because of immediate impact to the mostvulnerable; Adaptation is essential for building
resilience to the impacts of climate change.
Effective governance ensures that adaptation
measures are integrated into national
planning and executed efficiently.

58

Finance10

Although there is international commitment
for climate financing by Annex I countries, theflow of the resources to Annex II countries is
not always direct but through otherdevelopment partners, hence impact notdirectly felt. ; Finance is crucial for enabling
mitigation and adaptation actions. However,
without strong governance, financial
resources might not be allocated or utilized
effectively.

Based on the country-specific outcomes of the analysis of the influences ofactivities/actions
associated
with
each
of
the
five
macro-levelindicators/components on NDCs Implementation, an award and weighting
criteria for the indicators was developed. Based on the criteria and thejustification articulated hereof, Governance was allocated a weighting of 30%’
MRVs 25%; Mitigation 20%; Adaptation 15%, and; Finance 10%. There is enoughjustification based on the literature encountered during the country-specificanalyses for the higher weighting figure of 30% allocated to Governance because
the potency of NDCs implementation is a function of first and foremost thestrong institutional, regulatory, and legal frameworks. Private investors for
instance, cannot be attracted to invest in various projects in any country inabsence of legal and regulatory frameworks to back and protect theirinvestments and other associated interests. All the eight study countries had
developed and were at varying stages of operationalizing various climate-related
policies, strategies, and legislations.
MRVs have been allocated weighting of 25% because they are mandatory indevelopment and submission of NCs and BURs that preclude submission of
NDCs. All countries that are signatory to Paris Agreement are thus, expected to
be MRVs compliant - they must be involved in tracking progress in their GHG
inventory. Apart from providing a clear line of sight towards achieving GHG
emissions reduction, MRVs also seeks to guide adaptation actions towards
mitigating the adverse impacts of climate change.

59
MRV has three important components and processes entailed in theirimplementation which include: GHGI; NAMAs, and; Support (Funding, Technology
Acquisition, and Training/Capacity Building). Mitigations have been allocatedweighting of 20% because reducing emissions is one of the yardstick measuresof adherence to NDCs. All countries are expected to develop NAMAs in order toqualify for participation in the multi-billion-dollar business models expected
therefrom. There is an already established annual NAMAs calls by UNFCCC, hence
reducing emissions is critical and all countries are expected to reduce theiremissions conditionally and un-conditionally in respective percentages
presented in their preceding NDCs. Adaptations have been allocated a weightingof 15% because measures for coping with adverse effects of the vagaries ofclimate change are key to sustainability of climate resilience systems. At present
there are no regular/annual Nationally Appropriate Adaptation Actions (NAAAs)
calls from UNFCCC. However, various countries have developed their National
Adaptation Plans (NAPs).
Climate Financing has been allocated a weighting of 10% because both indirect
and direct funding is required for operationalization of climate-related policies,
strategies, programmes, plans, and legislation. However, despite the hugecommitments for climate financing from mainly Annex I countries[1] and otherbilateral and multilateral donors, there is limited direct access to climate
finances by most of the study countries. Most of the finances are accessed
through third-party agencies such as GEF and UN organizations with resultant
minimal direct impacts on the ground among the targeted countries. For
instance, most of these third-party agencies come with their own technicalsupport teams, which constrains local capacity building in climate-related
issues. The funding through these third-party agencies have been constant or
declining and as such not sustainable in addressing climate related issues, which
points to the need for domestically generated resources in addressing climaterelated matters. However, due to perennial financial constraints faced by mostof the Sub-Saharan African countries, such domestically generated financial
resources are generally never adequate for effective support to implementationof identified climate interventions as part of NDCs implementation. The countryspecific analyses also helped to develop a guide on presentation andinterpretation of scores and findings including generating of the ultimate NDCs
Implementation Index as presented in Appendix II.

Analysis and Visualization of NDCs Implementation Index

60

The analysis and visualization of the NDCs implementation index with a view toguide policy direction was achieved in two steps. The first step involved detailed
elaboration of the country-specific status with regard to achieving the NDC
targets as regards Governance, Climate Financing, MRV, Mitigation and
Adaptation Components of NDC implementation activities as captured andsummarized in section 5.3. The outcome of this step provided the informationthat guided the rating of the achievements of desired targets in lieu of theidentified component-specific indicators in each of the 8 study countries. The
second step involved use of the averaged indicator ratings and component
weightings in the development of NDC implementation Indices.
Table 3 provides the scale of rating for the indicators and the description of eachrating based on the progress of achieving the set targets for each of theindicators while Table 4 provides the meaning/interpretation of the total averagescore/Index for the 5 combined components of the NDCs.
Table 2: Assigned Weights for NDC Implementation Components

Scale of Rating1-

0-15% achievement of target

Description

Very Poor

2- >15%-35% achievement of targetPoor

3- >35%- 50% achievement of target

Unsatisfactory

4- >50%- 75% achievement of target

Satisfactory

5- >75%- >100% achievement of target

Outstanding

Table 4: Total Score (Index) per country and its description in relation to NDC
implementation

Index Rating (Total Score)

Description of Index (Total Score)

Below 30 Index

Poor> 30 to 50 Index

Unsatisfactory> 50 to 75 Index

Satisfactory> 75 Index

Outstanding

UNIT 7: COUNTRY RATING AND GENERATION OF NDC INDEXES FOR
THE DIFFERENT COMPONENTS

Content

This unit will describe:
The process of using NDC tracking tools togenerate indexes for informed decisions forpolicy and practice in NDC implementation.

Objectives

At the end of this unit, participants will be able to:i) Generate the NDC index for their respective
countries using collected data;ii) Utilise the NDC indexes to provide policy
advice and advocacy.

Method of training

Participatory training/facilitation methodologies,
lectures, group discussions, case studies etc.

Training material

Flip charts, notebooks and pens, marker pens,
white board, white board markers

Classroom setup

This will depend on the facilitator and themethodology adopted

Duration

90 mins

Evaluation

The facilitator to decide the most appropriate
evaluation method

Reference materials

https://atpsnet.org/wpcontent/uploads/2019/07/NDCsImplementation-Report-final.pdf

61

Session 7.1: Presentation on the generation of NDC indexes

62

The facilitator will make a short 10-15 minutes presentation introducing theunit and outlining the objectives of the unit and the expected outcomes. The
presentation will also set the scene for further discussions in the subsequentsessions. Key issues regarding this unit will be pointed out by the facilitator
while the participants will also make inputs into the discussion.
Session 7.2: Group Work
Divide the participants in the workshop into 5 groups. Ensure that the groups
have a good mix in terms of gender and type of stakeholder. Assign eachgroup exercise as provided below. This activity will be conducted within 30
minutes. The group members will appoint a chairperson, a scribe and arapporteur.
Come up with arbitrary figures representing your country for each of theindicators of the 5 NDC components and rate the performance against theset targets. Come up with the respective rating for each component as wellas the overall rating for your country.
Each country represented by 6 people will come up with case studies in theircountry where different stakeholders are doing exemplary work in climatechange governance, mitigation, adaptation, financing and MRV. The casestudies will clearly show the best practices, challenges, and opportunities.
Note: Each group will write on flip charts as clearly as possible. They will becollected at the end of the session.
Session 7.3: Plenary discussion
The work in session 7.2 will be presented through 5-minute presentations.
There will be open discussions on the presentations where all participants will
make inputs guided by the facilitator. This session will take approximately 45
minutes.
See Annex I for the rating table and scale.

Number of
institutionaI
arrangements
reviewed andrestructured forclimate action

1.4 Percentage ofgovernment
officials trained in

1.2

Official gazettenotifications, legal
documents establishingthe institutions,operational reports,
organizational charts,
and annual reports
Training reports, posttraining surveys,
testimonials,

OfficiaI reports or
minutes fromrestructuring meetings,
organizational charts
before and after
restructuring,
government circulars or
memos documenting
the changes
Meeting agendas,
minutes, attendance
records, reports on
outcomes and action
points from meetings

Evidence/Support
Documents

Governance

Number of multisectoral
coordination
meetings held by
the NDC teamannually
1.3 Number ofoperational
climate action
institutions
established1.1

1Major Indicators

Country
Target(As inNDC orNa onal
Policies)

Evidence of the
Achievement/Meansof veriﬁca n(Jus ﬁca%
Achievement

5

5

5

5

{l=Very Poor &Ra(x)Score for eachindicator on a
5 point scale

ANNEXES
Annex I: NDC Implementation Index and Tracking tool

5.00

5.00

5.00

5.00

Weight (y)

25.00

25.00

25.00

25.00

Weighted
ra
(z)
z=xy

30

AverageRa

63

63

Copies of enacted laws,
regulations, or policies,
legislative records,
enforcement agency
reports, and official
government publications

Engagement session
reports, participant lists,
stakeholder feedback
forms, summaries ofoutcomes, and media
reports on stakeholder
eventsperformance evaluation
reports, and records of
implemented projects

completeness of
BUR and BTR
submissions
according to
UNFCCC
deadlines

Submission confirmationfrom UNFCCC, copies of
BUR and BTR,
correspondence with
UNFCCC, and review
feedback from UNFCCC

Measurement, Reporting andVerification (MRV)

2.1 Timeliness and

2

Sub Total
Score

related legal
instruments
developed,
passed, andenforced

1.6 Number of NDC-

stakeholder
engagement
activities
conducted
annually with
documented
outcomes

1.5 Number ofclimategovernance whoreport applying
new skills in their
roles

5

5

5

3.57

30.00

5.00

5.00

17.86

150.00

25.00

25.00

64

25

64

Number of MRV
institutions fully
operational withassigned roles
andresponsibilities

Number of data
gap assessments
conducted andrecommendations
implemented

Number of data
management
protocolsestablished andused across M RV
institutions

Number oftechnology needs
assessmentscompleted andprioritized for
implementation

Number of MRV
personnel
certified annually
through capacitybuilding programs

Percentage
improvement in

2.2

2.3

2.4

2.5

2.6

2.7

MRV audit reports,
before-and-after

Certificates ofcompletion, training
attendance records,
certification exam
results, and posttraining evaluation
reports

Technology needs
assessment reports,prioritization criteria
documents, andimplementation
planning reports

Official data
management protocols,
training materials,
implementation reports,
and compliance audit
reports

Data gap assessment
reports, implement at ionplans, progress reports
on recommendations,and follow-up
assessment reports

Organizational charters,
terms of reference,
operational guidelines,
staff lists, and activity
reports from MRV
institutions

17.86

17.86

3.57

3.57
5

17.86

5

3.57

17.86

3.57

5

5

17.86

3.57

5

17.86

3.57

5

65

65

Percentage ofexisting
mitigation
policies reviewed
and updated

3.1

3.4

3.2

sectoral plans
Percentage of
mitigation actions
tracked andreported throughNumber offunctional
coordination
mechanisms for
mitigation actions
established3.3 Percentage ofnational
mitigation
potential
analyzed andintegrated into

Mitigation

3

Sub Total
Score

data accuracy andreportingtimeliness as per
MRV system
auditsdatabase extracts,
tracking dashboards,
audit reports, and

MRV system reports,

Policy review reports,
updated policy
docum ent s, government
gazette notices, andstakeholder consultation
records
Coordination
mechanism charters,
operational guidelines,
meeting records, andcoordination outcome
reports
Sectoral mitigation
potential assessment
reports, sectoral plans,
policy briefs, andintegrat ion workshop
reports

comparison studies,
data quality assessment
reports, and timelinessstatistics

2.22

5

2.22

2.22

5

5

2.22

5

25.00

11.11

11.11

11.11

11.11

125.0020

66Percentage of
mitigation
policies fully
implemented andcontributing to
GHG emissions
reduction

State and level ofnational
preparedness for
future NDCs

3.9

total needed

Amount offunding secured
for mitigation
actions as apercentage of thePercentage of
mitigation actions
appraised andready forimplementation
Number of
mitigation
policies designed
and aligned withnational targets

3.8

3.7

3.6

3.5

the national MRV
systemNational Strategy
Documents;
Documentation of
established institutionaI
arrangements, such as
inter-ministeriaI
committees or

Implementation
progress reports, GHG
inventory updates,
emissions reduction
reports, and policy
impact assessments

Financial agreements,
funding pledges, bankstatements, grant award
letters, and financing
gap analysis reports

Appraisal reports,
feasibility studies, costbenefit analyses, andproject implementation
plans
Draft and final policy
documents, alignment
reports, consultation
workshop reports, andpolicy endorsement
letterssummary statistics on
mitigation actions

2.22

2.22

5

2.22

5

5

2.22

2.22

5

5

11.11

11.11

11.11

11.11

11.11

67

67

Adaptation

Number ofadaptation
policies reviewed
and integrated
into national
plans

Percentage ofclimate risk
assessmentscompleted inpriority sectors

Number ofadaptation
actions
implemented,
with measurable
benefits

Number of
personnel trainedin climate
adaptation
strategies, withfollow-up

4

4.1

4.2

4.3

4.4

Sub Total
Score

Training records,
certificates, follow-up
assessment reports, casestudies of applied
strategies, andProject implementation
reports, monitoring andevaluation reports,
beneficiary feedback,and impact assessment
studies

Climate risk assessment
reports, sectoraI risk
profiles, risk mitigation
strategies, andworkshop reports

Policy review andintegration reports,
national adaptationplans, official
government
publications, and policy
briefscoordination bodies;
Readiness Assessment
Reports.

2.50

2.50

2.50

2.50

5

5

5

5

20.00

12.50

12.50

12.50

12.50

100.006

1568

Financial budgets andreports

Vulnerability assessment
reports for the key areas
identified

adaptation project
reports

Total climate
finance mobilized
as a percentageof the required
funding for NDC
implementation

Transferclimate financegovernancestructures

Governance structure
charters, operationalguidelines, staffing
records, and fi nanciaI
management reports

Financial reports,
funding agreements,
grant award letters,bank statements, and
NDC implementationbudgets

Finance and Technology

5.2 Number of

5.1

5

Sub Total
Score

allocated andutilized foradaptation
projects in the
country

4.6 Percentage funds

assessments
conducted andcomplet ed in thevarious prioritizedareas

4.5 Vulnerability

assessments ofskill application

5

5

5

5

1.00

1.00

15.00

2.50

2.50

5.00

5.00

75.00

12.50

12.50

6

10

69

5.6

Number oftechnology needs
assessmentscompleted andprioritized for
implementation

innovation hubsor programs
established tosupport climate
technology

5.5 Number of

5.4

climate financetracked andreported, withaudit outcomes
Level ofdevelopment ofCountry Climat e
Investment Plan

5.3 Percentage ofestablished andoperational

Technology needs
assessment reports,prioritization criteria
documents, andimplementation
planning reports

Program charters, hub
establishment reports,
funding agreements,
operational reports, andsuccess stories or casestudies

Financial tracking
reports, audit reports,
compliance reports, andsummary financial
statements
Drafts and final versionsof the Climate
Investment Plan;
Consultation meeting
minutes and reports;
Stakeholder feedback
and integration reports;
Endorsement letters orapproval documentsfrom relevant
authorities;
Implementation
roadmaps and timelines

5

5

5

5

1.00

1.00

1.00

1.00

5.00

5.00

5.00

5.00



70

5.8

Level of official
effort innegotiating andaccessing climate
finances

technology
transfers
facilitated, withadoption rates byrecipient sectors

5.7 Number ofRecords of negotiations
with international
financiaI institutions(e.g., meeting minutes,
emails, agreements);
Official reports on
climate financemobilization efforts;
Government
communications or
policy briefs on climate
finance strategies;
Documentation of
ap plications submitted
for climate finance (e.g.,
Green Climate Fund,
Adapt at ion Fund);Agreements ormemoranda ofunderstanding (MoUs)
with funding entit ies;
Progress reports onaccessed climate financeand fund disbursement
records

Technology transfer
agreements; adoption
rate surveys;
implementation reports;and sectoral technology
adoption case studies

5

5

1.00

1.00

5.00

5.00



71

No. of bankableproject pipelines
and financing
propositions
developed

No. of private
sector players
involved inclimate financing
in the country

5.9

5.1

Lists and records ofprivate sector
participants in climate
finance initiatives;
Memoranda ofunderstanding {MoUs)
or partnershipagreements with private
sector entities; Financial
reports showing private
sector contributions toclimate projects;
Participation records inclimate financeworkshops, forums, or
consultations; Case

Project pipeline
documentation,
including projectdescriptions, objectives,and expected outcomes;
Feasibility studies andfinanciaI viability
assessments; Businessplans and financing
proposals; Investor
presentations and pitch
decks; Funding
applications andsubm issi on records;
Letters of interest orcommitment frompotential financiers

5

5

1.00

1.00

5.00

5.00



72

Total Score [A+B+C+D+E] (Index)

Sub Total Score

studies or successstories of private sector
involvement in climate
finance; Reports on
public-private
partnerships (PPPs) forclimate action

10.00

50.00



100

73

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