111 should not be a one-off exercise, and may be more effective upstream, for example, in universities and other tertiary organizations, rather than training of staff in the workplace. In some cases, it may be possible to mobilize capacity as well, including between institutions, recent graduates, and even knowledgeable members of the diaspora. At the level of project and operational processes, there are many challenges. For example, the design of bidding and evaluation processes related to funds influences the projects considered, and may limit the diversity of stakeholders able to make successful bids. Careful consideration needs to be made around diversity and inclusivity. The extent to which processes are rigid and robust versus flexible and inclusive is important. At the same time, setting expectations with stakeholders is very important. Each project is a form of capacity development with lessons to be learned by both the Bank and the stakeholders, some of whom may never have been involved in such projects before. In some cases, beneficiaries have been found to have slow or bureaucratic processes. In other cases, they have provided the wrong information or not accounted for expenditures in the ways required. All of these issues take time to resolve. The extent to which guidance and training can be given to potential applications and beneficiaries in advance of being part of a project is something the Bank may need to explore. Another complicating factor in meteorological, hydrological, or other projects assessing hazards is the need for the procurement of specialized equipment. In many cases, there are a limited number of providers and Bank staff lack the knowledge to assess procurement requests or the quality of equipment being purchased. Streamlining processes related to climate change and projects in general is a common theme from CCAP related evaluations and annual reports. Streamlining needs to be part of a continuous process, taking into account context, changing technologies, and practices available. To help with continuous and periodic streamlining, it is important to understand what is working and what is not working so well. Monitoring and evaluation are very important in this regard, as is reporting and learning from results. Unfortunately, CCAP-related reporting appears to be intermittent. For example, annual reports are only available for 2018 and 2019. Likewise, annual reports for internal funds also seem to be somewhat intermittent. However, the evaluations that have taken place are valuable and have helped greatly with the evaluation of the Bank’s enabling environment. At the same time, increased frequency of reporting will be welcome. A recent IDEV evaluation of PECG noted the need for improved reporting of results and a database of Bank projects and mainstreaming activities. Likewise for the CCAP, the Bank should consider how reporting is done and the extent to which Bank staff and other interested stakeholders can engage with the data, including moving beyond PDF reports in isolation to including data as downloadable files for further analysis by interested organizations and individuals such as from research organizations. This can help with learning and widen the pool of people able to assess Bank activities and share lessons learned. The database could also include performance indicators in a downloadable format (e.g. CSV) or presented as a dashboard. Given the need for capacity development, knowledge services and generation are important. Importantly, the Bank exceeded its own target for new operations with climate-informed Key lessons and recommendations Commercial viability of climate action in relation to RMC ambition levels Source: Adapted from Webb 2021 Ambition levels Non-commercial climate action options available Commercial climate action options available High ambition Climate action cannot be ignored Climate action could include governments providing unilateral, bilateral, or multilateral investments, grants, and subsidies. Responses could also include coordinated policy interventions. Business and social leaders might also undertake research and development of long shot technologies or practices. Climate action is an opportunity Commercial climate action opportunities create strategic interests in expanding markets, gaining market share, establishing industries, generating employment and profits. Business competition drives innovation in new technologies and practices, accelerated with subsidies and other forms of government support. Climate actions meet the needs of society. Low ambition Climate action deferred Limited cooperation on research and development of technology and practices. Information sharing on research, and limited experimentation with technologies, markets and policies. Climate action is politically or socially unattractive Commercial climate action opportunities are forfeited for political or social reasons. Business competition drives innovation and the development of technologies and practices with little or no government support.
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