85 Knowledge services The CCAP2 Indicative Results Framework include the results chain “Increased knowledge services” with indicators consisting of the number of Economic and Sector Works (ESWs) and climate-related publications; the percentage of new operations with climate-informed design; and operations with satisfactory environmental and social risk mitigation measures With regards to these indicators, new operations with climate-informed design mostly exceeded targets. For example, in 2019, 90% of new operations had climate-informed design, exceeding the target of 83%. The Bank-wide target for 2025 is to have at least 95% of projects with climate-informed design. Knowledge generation High quality data and information need to not only monitor progress but to support decision-making at all stages of the project or operations cycle. For resilience-related projects, this can include vulnerability maps and data collections, adaptation scenario development, socioeconomic vulnerability analyses, as well as taking ecosystem-based adaptation approaches. All projects should include a budget for knowledge generation, starting with MERL, but also including funds for other aspects of knowledge generation, such as research, innovation, or metastudies. The CCAP2 Indicative Results Framework includes the indicator “Number of ESWs and climaterelated publications” with the target of having this number increasing. ESWs refers to analyses at the economic or sectoral level. There were generally more ESWs and media releases in the CCAP1 period than in the CCAP2 period. Media releases drop in 2020 presumably due to COVID-19 affecting the priorities and media activities of the Bank. Notably, a set of climate profiles were published in 2019. Communication It was noted in the Multi-Donor AFTF Annual Report 2016 that there are numerous projects, making it challenging to publicize all projects launched. The need to target stakeholder audiences was also noted in the AWF evaluation, and an AFT evaluation noted that apart from just social media, traditional media platforms such as radio, television, and newspapers also need to be used. Communication needs to cover the range of social media platforms and can be enhanced by using each of these platforms. It would also be useful to monitor the type of stakeholders that use each platform to facilitate targeted messaging and communications through these platforms accordingly. A key audience for the Bank’s communications is high level decision makers, including politicians, academic researchers, and other development partners and actors. This includes targeting donors to raise and mobilize funds, as well as others to create partnerships and engagement on key issues. From the thematic analysis of CCAPrelated evaluations and annual reports, a communication strategy and set of policies are needed, with the aim of increasing the number of people knowing about Bank’s climate finance and information, and increasing the pool of people and organizations capable of accessing climate finance and knowledge products. It is important to make sure potential beneficiaries are aware of possible sources of finance. At the same time, making more potential beneficiaries aware may increase the workload of the Bank’s staff processing project applications. The design of information-sharing platforms will be important along with ensuring sufficient information is available for stakeholders when it comes to terms and conditions related to each source of finance. Expectations need to be communicated to recipients of finance, including when they will be expected to report on progress and update the Bank and related stakeholders. It is important to manage expectations of fund recipients. For example, the MultiDonor AFTF Annual Report noted that some recipients saw the grant as an entitlement, forgetting the need to fulfil the grants goal. Communication is a two-way activity. More stakeholder feedback on the Bank’s climate change activities is needed through workshops or other means. It is also possible to use events as an opportunity to showcase the Bank’s work, engage stakeholders, and form partnerships. Multiple key actors can attend these events, making participating in these events an efficient mission for engagement, both formal and informal. NDCs The CCAP2 Indicative Results Framework includes the indicator: “Status of operational partnerships under the NDC Partnership Hub.” While the exact number of partnerships under the NDC Partnership Hub is unclear, the thematic analysis identified pathways forward with implications for NDCs. For example, Africa has many challenges and as such it is difficult reconciling climate change with immediate development challenges. However, this is ever less true, for example, renewable energy technologies are not only competitive and scalable but, in many places, the Green growth in Africa — current initiatives and future developments
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