79 CCAP2 highlights that “effective adaptation and mitigation actions cannot be undertaken without an enabling environment.” An enabling environment has three parts, including: the Bank and its capacity; RMCs, their policy environments, and capacities; and other stakeholders including civil society and the private sector. Coordination is important as are partnerships and governance arrangements involving these stakeholders. Other key themes to emerge from the thematic analysis of CCAP-related evaluations and annual reports include the Bank’s processes, monitoring, evaluation, reporting and learning, knowledge generation, communication, and NDCs. Mainstreaming climate change at the Bank One of the indicators from the CCAP2 Indicative Results Framework was “% of Bank’s Policies integrating climate change.” It is unclear exactly what percentage of the Bank’s policies integrate climate change, but there has been progress mainstreaming climate change into the Bank’s projects and operations. For example, the “Evaluation of Mainstreaming Green Growth and Climate Change into the Bank’s Interventions” noted “…as CSPs, RISPs, TYS, CCAP, and RMF have been updated and revised periodically, there is a clear progression in acknowledging and explicitly mentioning GG-CC as one of the important cross-cutting issues to be addressed…”. Climate change needs to be a consideration in project design and implementation. While operations need to address climate change at the design stage of projects and operations, climate change also needs to be a consideration in all decisions to ensure climate ambitions are delivered. For this to be effective, the Bank’s staff need to have an awareness of climate change adaptation and mitigation, especially task managers. PECG is an essential part of the CCAP, but at the same time it is important to ensure PECG has adequate capacity to support CCAP delivery and support other parts of the Bank with guidance and advice as required. This includes provision of guidance documents and tools. When it comes to the Africa Water Facility (AWF), climate change mainstreaming has been successful apparently due to the tightly coupled relationship between water and climate. In such a tightly coupled system, it is difficult to ignore climate change, especially when dealing with transnational water flows. Other areas are more challenging to mainstream climate change, especially where linkages may not be as direct. It was noted in the CCAP2 extension request that “consistent leadership by the Bank’s management on CCGG agenda constitutes a great success factor.” However, it was also noted that “increased communication from top management is important to ensure staff buy-in and effective CCGG mainstreaming into the Bank’s operations.” Hence, mainstreaming requires more than just tools, but also requires capacity and institution-wide buyin and understanding. To improve coordination between PECG staff and sector experts, a protocol has been developed to be implemented and tested in North Africa Regional Development and Business Delivery Office (RDGN) and, if succeeded, to be expanded into other regions. There is a question as to whether PECG should be higher in the Bank hierarchy, or to which extent training the Bank’s staff can help fulfil the CCAP. The Bank could consider becoming the African Sustainable Development Bank, with such a clear focus on climate change, green growth, and sustainable development, that staff would evaluate these aspects as core considerations. The Bank’s mainstreaming include issues of capacity, partnerships, processes, knowledge, and communication, which are addressed in the sections below. The creation of the enabling environment to support the mainstreaming could include for example the policy reforms, institutional set ups, capacity building, communication and partnerships — support (2) resource mobilizations such as incentives, capacity building — technical assistance etc. The Bank’s capacity The CCAP2 Indicative Results Framework includes the indicator: “Number of Bank staff trained on climate changes issues.” While it is unclear how many Bank staff have been trained in total since 2016, there have been over a dozen capacity-building activities in two years. From the thematic analysis of CCAPrelated evaluations and annual reports, to support the mainstreaming of climate change into projects, the Bank needs adequate internal capacity—not only in PECG but across the Bank and its operations. From evaluations related to CCAP1, training programs were identified as being important. Evaluations related to CCAP2 indicate there is widespread awareness of adaptation and mitigation, although a review from 2021 indicates more needs to be done clarifying what constitutes green growth, and the relationship between climate change and green growth. With the rise of finance related to Environmental, Social, and Governance (ESG) particularly in the private sector, it could be timely to unpack these issues and develop training materials for staff. Staff recruited for their climate change related experiences and skills also need Green growth in Africa — current initiatives and future developments
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