CARE International's Adaptation Learning Programme (ALP) presentation at ICCS5 2017

1. Adaptation Learning Programme
ICCS5 Cape Town
March 1st 2017
Scaling Climate Services

2. Why co-development? Resilience goal
Changing, unpredictable climatic patterns and extremes add a new layer
of risk and uncertainty which threatens to reverse development gains.
Adaptation is not simply moving to new technologies; resilience is not a
stable future state. A continuous process of adjustment and decision-
making in response to dynamic changes, understanding past and future
climate + uncertainty – and for this to be possible:
1
• Farmers and pastoralists themselves
make their own, informed decisions
• All people – including most
vulnerable – have capacity to
continuously contend with a range of
future climatic possibilities &
impacts. They
• Anticipate, absorb, adapt and
transform their livelihoods
• in relation to the changing climate and
other factors.

3. Participatory Scenario Planning (PSP)
- County climate outlook forums
• Sub-national Multi-stakeholder
forum – meteorological services,
communities, government sectors,
NGOs, research, private sector etc.
• Share & combine seasonal
climate forecasts – local &
scientific sources.
• Review past season – relating to
local realities and context
• Collectively interpret seasonal forecast & probabilities into context
specific local livelihood & sector seasonal advisories.
• Advisories communicated to users through agreed local channels.
• Enable decision making and planning which responds to seasonal
climatic risk, uncertainty & opportunities.

4. PSP Upscaled in Africa 2016
March 13, 2017
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By:
NMHS: National
met services
Ministries of
agriculture
CARE / other NGOs
Sub-national
planners
Adaptation,
resilience and
agriculture
programmes

5. Phases towards upscaling PSP
1. Idea development, pilot in one county, √
2. Interest, support to demand for replication in 3
counties √
3. Capacity building at scale – all 47 counties:
 NMHS county directors on user information needs
and communication skills
 Programmes and sector services on climate
information and PSP approach
 Work with national and sub national sector systems
4. Implementation at scale, multiple actors and roles
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6. Lead Roles towards scaling
County Task
Force
NMHS Sector Support
Programme (ASDSP)
NGO/CKB
CARE
Multi-sector CI forecast
delivery
Convening and finance $ Coordinating, + $
County
ownership
Subnational
communication
Integration in agriculture
value chains development
Mobilise user
participation
Sustainable but
limited to
individual
county
National support
systems
Cross county linkages and
reviews
Quality assurance,
Convening reviews,
refreshers, cross
county to national
learning
Potential for
formalisation
Ownership: CIS
plans and County
Outlook forum
Monitoring and evaluation
of benefits
Innovation,
continuous
improvement,
generate evidence
Sustainable but
limited to NMHS
role?
But, project based But, project based
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7. Success factors
• Multi-stakeholder linkages
• Clear purpose and use
• Flexible approach – embedded within
existing systems
• Distributed ownership across actors
• Developing an evidence base
• Collective review, refreshers, planning –
national, subnational and cross sub-
national
• Demand driven products
• Supply educated by demand
• Bottom up and top down
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8. Challenges to scaling
Maintaining:
Integrity and quality of approach
Participation and voice of users
Cross sector /silo interaction
Collective interpretation
Communication of information
and uncertainty/ probability
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Accessing sustainable resources
Responding to dynamics of science and product
development and changing user demands

9. Emerging Learning
• Scaling processes: capacity building and replication, embedding in
mainstream systems and evidence based advocacy
• Design for scale – with future mainstream actors engaged from the
start
• Identify what can be scaled – eg. co-development product and
service processes, service delivery principles, not locally dependent
• Scaling success depends on governance frameworks where all
actors have equal weight and commitment to resourcing
• Transformation of existing services and relationships – towards
demand driven
• Change is constant and multiple 
• Scaling of innovation, learning, capacity building and knowledge
brokering (CKB) roles are as important as scaling of services and
products
• CKB critical in achieving ownership, scale, relations, feedback and
learning loops
• ICPAC knowledge brokering consortium exampleMarch 13, 2017
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10. Thank you
alp@careclimatechange.org
http://careclimatechange.org/our-work/alp
ALP is supported by