Climate Change Data

Environmental Metrics

ESG Focus Areas

• Climate Change Adaptation
• Disaster Risk Reduction
• Community Resilience

Environmental Achievements

• Restored 55.3 hectares of mangrove forests.

Social Achievements

• Developed a peer-reviewed course on CCA and DRR, delivered via in-person training and as a free online course.
• Engaged community-based organizations via a grant mechanism to implement awareness campaigns to increase vulnerable communities’ adaptive capacity.
• Designed climate-resilient construction techniques and model houses; built 22 model homes.

Governance Achievements

• Developed and operationalized emergency standard operating procedures (ESOPs) for Quelimane, Pemba, and Nacala.
• Developed vulnerability maps and integrated them into cadaster systems.
• Developed climate change local adaptation plans (PLAs) for four cities.

Climate Goals & Targets

Environmental Challenges

• Siloed approach to climate adaptation within government institutions.
• Addressing community adaptation when basic development needs are unmet.
• Design flaws in initial mangrove restoration efforts.

Mitigation Strategies

• Convened broad coalitions of stakeholders to improve coordination.
• Incorporated community members as agents of change.
• Redesigned mangrove restoration strategy based on early results and expert consultation.

Supply Chain Management

Climate-Related Risks & Opportunities

Physical Risks

• Cyclones
• Floods
• Droughts
• Erosion
• Saltwater intrusion

Sustainable Products & Innovation

• Climate-resilient housing techniques

Environmental Metrics

ESG Focus Areas

• Low Emissions Development (LED)
• Climate Change Mitigation
• Renewable Energy
• Sustainable Agriculture
• Energy Efficiency
• Waste Management
• Transport

Environmental Achievements

• Reduced 858,000 metric tons of carbon dioxide equivalent (CO2e) by 2030 through program interventions
• Developed 12.95 megawatts (MW) of clean energy generation capacity

Social Achievements

• Trained 793 individuals in LED (six times the target of 130 individuals)
• 232 individuals that were trained in LED later applied the new knowledge and skills gained through the trainings
• Biogas in Schools initiative engaging youth and communities
• Multiple benefits assessment of 10 LED initiatives highlighting socio-economic and environmental benefits

Governance Achievements

• Assisted in proposing, adopting, or implementing 12 laws, policies, regulations, or standards to address LED
• Improved capacity of 28 institutions to address LED issues

Climate Goals & Targets

Environmental Challenges

• Limited capacity and funding for sub-national LED projects
• Lack of technical expertise for LED projects
• Unsupportive enabling environment for green growth
• Limited understanding of LED technology and regulatory framework among investors
• Municipalities struggling to understand their role in national low-carbon transition
• Securing sustained funding or financing for LED projects beyond the programmatic period

Mitigation Strategies

• Provided targeted technical assistance to develop LED projects
• Built capacity and created an enabling environment for LED at the sub-national level
• Mobilized or leveraged more than $200 million to support LED initiatives
• Developed 12 technical products or tools to facilitate LED projects
• Adaptive management approach and flexibility
• Iterative learning approach
• Targeted communications from program managers
• Identifying and supporting champions in municipalities
• Establishing longer and more flexible timelines
• Developing a resource library for municipalities

Supply Chain Management

Responsible Procurement

• LCOE model for cost-efficient procurement of solar PV assets

Climate-Related Risks & Opportunities

Opportunities

• Development of renewable energy projects
• Energy efficiency improvements

Reporting Standards

Frameworks Used: ICAT (Initiative for Climate Action Transparency)

Environmental Metrics

ESG Focus Areas

• Improved Service Delivery
• Improved Internal Management
• Community Engagement and Cohesion
• Municipal Investment and Recovery
• Gender Equity and Social Inclusion (GESI)

Environmental Achievements

• Equipped 13 parks and five sports fields in 10 municipalities
• Implemented a pilot project to control stray dog populations
• Implemented a municipal cleanliness campaign employing 116 people
• Developed 27 municipal solid waste management improvement plans

Social Achievements

• Established youth committees to strengthen youth participation and community dialogue
• Established one adolescent center
• Implemented a six-month cleanliness campaign employing 110 workers and six supervisors, 26 of whom are females and seven are persons with disabilities
• Increased female staff in all partner municipalities between 2018 and 2019
• Supported the creation of CVDB’s Equal Opportunities Division
• Supported the creation of MOLA’s Equal Opportunities Unit
• Mainstreamed GESI in local services

Governance Achievements

• Improved coordination among municipalities through the development of a master plan for three municipalities and a pilot project to control stray dog populations
• Developed 72 local development plans
• Developed 10 governorate strategic development plans
• Developed one master plan for three municipalities
• Improved access to data through implementation of the modernized financial management information system (FMIS)
• Developed a municipal fixed assets management database for MOLA and CVDB
• Developed an online dashboard for MOLA to readily access and compare municipal financial data
• Institutionalized multi-year budgeting, including gender budgeting
• Developed organizational charts for municipal financial affairs departments
• Conducted pre- and post-human resources audits for 33 municipalities
• Developed a consolidated list of municipalities’ street names with uniform spelling, in English and Arabic
• Installed street names on 5,062 streets in collaboration with nine municipalities
• Developed maps of street names and building numbers for 90 out of 91 municipalities
• Trained 29 young engineers in the preparation of maps of street names and building numbers and the preparation of bill of quantities
• Developed a “Street Naming and Building Numbering: A Practical Guide” manual
• Developed a cost recovery analysis model for solid waste collection fees
• Coached and mentored staff at partner MLDUs to enhance their technical skills in transforming investment ideas into properly written and presented project profiles and feasibility studies
• Developed a single, simplified process for development and revision of policies and procedures ministry-wide
• Institutionalized MOLA’s training programs by developing policies and procedures to identify and prioritize training needs
• Developed a one-year training plan for MOLA staff
• Developed a database to gather basic personal and employment data of MOLA staff
• Developed a multi-year Strategic Plan for MOLA
• Supported the development of MOLA’s first annual report
• Supported MOLA’s meeting of conditions for the first and second municipal sector policy loan agreements with the French Development Agency (AFD)
• Developed three options for organizational structures based on the new draft Law on Local Administration

Climate Goals & Targets

Environmental Challenges

• Limited data for local development planning, especially in smaller municipalities
• Gaps in business licensing procedures leading to losses in municipal revenue
• Lack of access to data impeding financial analyses and government decision-making during the COVID-19 pandemic
• Late approval of budgets hindering municipalities’ implementation of activities and services
• Inconsistencies between the Law on Municipalities of 2015 and other laws and regulations
• Weaknesses in the regulatory framework and implementation of procurement processes at municipalities
• Difficulties in enforcing the utilization of street names and building numbers
• Deficiencies in the FMIS system
• Gaps in municipal/community engagement
• Factors affecting community cohesion
• Limited resources for municipalities, especially smaller ones
• Rapid population growth, large influx of Syrian refugees, and the impact of the coronavirus on revenues and expenditures
• Delays in the implementation of the project’s grants
• Supply-chain interruptions caused by the COVID-19 pandemic
• Travel restrictions limiting technical staff from conducting field visits
• Changes in leadership and organizational changes in the Government of Jordan
• Reluctance to participate in youth-led initiatives on the part of women

Mitigation Strategies

• Developed two methodologies for local development planning: a data-intensive/advanced methodology and a simplified methodology
• Devised a cost recovery analysis model for solid waste collection fees
• Developed an online dashboard for MOLA to access municipal financial data
• Developed multi-year and gender-responsive budget preparation instructions
• Proposed recommendations to increase clarity in the regulatory framework governing municipalities
• Proposed recommendations to strengthen the regulatory framework and implementation of procurement processes at municipalities
• Proposed recommendations to facilitate the implementation of street naming and building numbering nationally
• Proposed changes to the draft Law on Local Administration
• Provided targeted technical assistance to the 33 primary partner municipalities to guide their transition to automation and improve the FMIS
• Developed communications and outreach strategies and tools
• Developed community cohesion interventions’ matrices
• Established a system for strengthening municipal ability to address challenges and opportunities affecting local communities
• Provided in-kind support to municipalities
• Expedited the in-kind assistance application process
• Increased support to MOLA to help develop its capacities and vision
• Adapted the project’s approach from supporting decentralization through a separate team to an integrated project approach
• Increased support to CVDB
• Mobilized support to MOLA and municipalities through procuring non-medical personal protective equipment (PPE), sprayers and cleaning equipment during the COVID-19 pandemic
• Developed a “General Guide to Cleaning and Disinfecting Premises”
• Developed a plan for MOLA’s return to work as quarantine restrictions were lifted
• Adapted MOLA’s health and safety guidelines and materials for online learning
• Developed a questionnaire to assess employees’ satisfaction with telework and the process of returning to work
• Trained the directorate’s staff on how to conduct a survey online and analyze staff responses

Supply Chain Management

Responsible Procurement

• In-kind support to municipalities
• Procurement of non-medical PPE, sprayers and cleaning equipment during the COVID-19 pandemic
• Procurement of video editing software

Climate-Related Risks & Opportunities

Environmental Metrics

ESG Focus Areas

• Education
• Gender Equality
• Inclusive Education

Social Achievements

• Improved reading outcomes for students in Grades 1 through 4 in more than 75 percent of schools across Tajikistan.
• Printed children’s books in Braille, marking the first time since 1990 that these types of books had been produced in Tajikistan; also printed informational children’s books in Braille for the first time in Tajikistan.
• Featured sign language interpretation in project-developed TV episodes.
• Successfully piloted a blended learning approach for in-service training in the education system.
• Provided free learning games to children in the Tajik language, including the first mobile application for Tajik language acquisition.
• Used regional book exhibition events to bring famous children’s book authors and illustrators to remote districts.

Governance Achievements

• Worked closely with the MoES to conduct an internationally recognized, nationwide assessment for reading to promote a culture of evidence-based decision-making for education policies.
• Creation of methodological videos, mobile applications, TV programs, and supplementary materials for the Tajikistan reading context.
• Introduced an approach that led to the systemic use of librarian logbooks.

Climate Goals & Targets

Environmental Challenges

• Lack of age-appropriate reading materials in Tajik and Russian.
• Lack of supplementary reading materials.
• Lack of a training platform for teachers to learn independently.
• COVID-19 pandemic.

Mitigation Strategies

• Developed and procured books available on the local market.
• Built the capacity of authors, illustrators, and designers to develop and produce 85 books.
• Developed supplementary materials (leveled reading cards, posters, picture dictionaries, methodological videos, audio books, phonetic games).
• Developed a teacher and mentor digital platform (Bozomuzii Dastras).
• Adapted training approach to smaller, bite-sized events spread over time.
• Facilitated smaller CBMU sessions with safety protocols; took public outreach efforts online through TV programming and radio programs.

Supply Chain Management

Responsible Procurement

• Collaboration with printing houses and MoES Material Development Working Group to procure and develop books.

Climate-Related Risks & Opportunities

UN Sustainable Development Goals

• SDG 4 (Quality Education)

The project contributed to improving the quality of education by improving reading outcomes for primary school students.

Sustainable Products & Innovation

• Mobile applications (Feed Me, Kitobdust), TV programs, supplementary materials.

Environmental Metrics

ESG Focus Areas

• Health
• Sustainability
• Financial Inclusion
• Gender Equality
• Community Development

Environmental Achievements

• Not disclosed

Social Achievements

• Improved quality of and access to essential healthcare services, resulting in increased utilization and client satisfaction. Recruited 526 healthcare professionals. Implemented a quality management system (QMS) resulting in a QMS maturity score increase from 69 to 92. Implemented a quality improvement model increasing the quality of ANC visits from 0% to 70% and VD services from 0% to 85%. Delivered more than 8,000 SHN staff training contacts. Launched an e-learning platform for continuous professional development.
• Empowered women in leadership roles within the Surjer Hashi Network.

Governance Achievements

• Successfully transitioned 369 clinics from 25 NGOs to a single not-for-profit private company (Surjer Hashi Network). Established a board and governance system for SHN. Implemented a performance-based funding mechanism to improve financial sustainability. Secured multi-year funding commitment from the Government of Bangladesh.

Climate Goals & Targets

Environmental Challenges

• Initial NGO opposition to the centralized approach of transitioning clinics to SHN. Low utilization in many clinics leading to financial unsustainability. Declining service utilization in rural areas. High rate of cesarean sections. Declining brand visibility. Funding gap after USAID funding ended.
• Data inconsistency in recording, reporting and data management systems by clinics.

Mitigation Strategies

• Fast-tracked the operationalization of SHN. Optimized the network by reducing the number of clinics from 369 to 134, prioritizing urban areas. Implemented measures for revenue protection and growth, including standardized minimum pricing and a revised discount policy. Implemented systems for financial management and health information management. Streamlined procurement of drugs and OTC products. Developed a comprehensive quality policy and strategy. Implemented a performance-based funding mechanism. Secured funding commitment from the Government of Bangladesh. Implemented a brand refresh campaign.

Supply Chain Management

Supplier Audits: Not disclosed

Responsible Procurement

• Standardized suppliers for drugs and OTC products. Negotiated better prices.

Climate-Related Risks & Opportunities

Physical Risks

• Flooding

Transition Risks

• Not disclosed

Opportunities

• Not disclosed

Reporting Standards

Frameworks Used: Null

Certifications: Null

Third-party Assurance: Not disclosed

UN Sustainable Development Goals

• SDG 3: Good Health and Well-being

Initiatives contribute to improved health outcomes, increased access to healthcare, and strengthened health systems.

Sustainable Products & Innovation

• Not disclosed

Awards & Recognition

• Not disclosed