1. Online Survey

Dear stakeholder of the Adaptation Fund,

We are reaching out to you, with a request to provide your inputs and views on the Adaptation Fund’s second Medium-Term Strategy (2023 to 2027).

 The current, first Medium-term Strategy (2018–2022) of the Fund was developed following decisions by the Adaptation Fund Board (the Board) in 2016 and was adopted by the Board at its 30th meeting in October 2017.

The Board at its 37th meeting in October 2021 considered a process for developing a Medium-term Strategy for the Fund for the period 2023-2027 (MTS 2023–2027). In Decision B.37/38, the Board decided to develop the MTS 2023 – 2027 and to request the secretariat to undertake preparatory work towards it, taking into account the findings and recommendations of the Mid-Term Review of the medium-term strategy for the period 2018–2022, as contained in document AFB/EFC.28/7 and related Board discussions.

As part of the process to develop the MTS 2023 - 2027, the Board also requested the secretariat to solicit inputs through open and inclusive consultations of the various stakeholders of the Fund, including the Board, contributor and recipient governments, accredited implementing entities, AF NGO Network and other civil society representatives, and other relevant stakeholders.

The survey responses and results will feed into a document to be prepared by the secretariat, which contains elements and options for the MTS 2023–2027, to be considered by the Board at its thirty-eight meeting (14 – 18 March 2022), with a view to developing the final draft strategy for consideration by the Board at its thirty-ninth meeting (10 – 14 October 2022).

The survey consists of 16 questions and you can answer those questions that seem most relevant to your work and experience with the Fund. 

Additional comments and questions can also be submitted via email to the AFB secretariat to afbsec@adaptation-fund.org.

In order for your views to be reflected in the Board document mentioned above, kindly submit your inputs through filling in this online survey by 31 January 2022.

Many thanks in advance and we look forward to hearing from you!

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* Background information

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* Stakeholder group - Kindly select the stakeholder group that you represent

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* For Implementing Entity, kindly select the type of Implementing Entity that applies:

Topic I: Overall context and theory of change (Part I, Section II, MTS 2018 – 2022)

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* Question 1: What do you see as the biggest barriers to achieving the UNFCCC and Paris Agreement’s goals on climate adaptation and adaptation finance between now and 2030?

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* Question 2: What do you see as the Adaptation Fund’s general role and niche in addressing these barriers to help serve developing countries’ adaptation needs in the context of the Paris Agreement?

Question 3:  The current MTS 2018 – 2022 is anchored in an implied Theory of Change (ToC) derived from SDG13 and the Paris Agreement (see illustration 1 below.)

This ToC was developed by the Adaptation Fund through its MTS development process, as a working concept to outline the broader objectives set by the international community, as the relevant context in which the Adaptation Fund is considered to work and contribute to those objectives.

The MTS explains that “[a] “Theory of Change” (ToC) describes what it will take to reach a desired end. It is an outcomes-based framework for helping stakeholders clearly define long-term goals and then map backwards to identify preconditions of success” (page 9).

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Illustration 1: Theory of Change derived from the Agenda for Sustainable Development & Paris Agreement (see MTS 2018 - 2022, page 10)

<span style="text-decoration: underline;">Illustration 1:</span> Theory of Change derived from the Agenda for Sustainable Development &amp; Paris Agreement (see MTS 2018 - 2022, page 10)

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* Question 3: Do you think that this implied ToC, in its main features, remains broadly relevant and up to date?

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* Question 4: Which new elements do you see that should be brought in, updated or strengthened to inform the implied ToC for the next MTS?

Topic II: Evolving external and internal conditions (Part I, MTS 2018 – 2022)

a)      External operating environment (Section 3, MTS 2018 - 2022)

The operating environment of the Adaptation Fund has changed in the last 5 years, with the number of adaptation funders and the volume of adaptation finance provided both having significantly increased. The field of adaptation finance has also evolved in terms of types and instruments of finance. Adaptation and access to finance issues have gained increased political recognition as a priority within the UNFCCC and beyond.

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* Question 5: From your perspective, what do you see as the most significant and relevant changes and evolutions in the Fund’s external operating environment?

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* Question 6: What do these changes mean for the Fund’s strategic direction in the next five years and how can they be reflected in the next MTS 2023 – 2027?

a)      Internal factors and conditions (Section 4, MTS 2018 – 2022)
The first MTS in section 4 outlined characteristics and strategic competencies that enable the AF to deliver in the context of evolving climate finance architecture.

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* Question 7: From your perspective, what do you see as the Adaptation Fund’s distinguishing features, characteristics, and competencies in this evolving context?  

Topic III: Overall strategic focus (Part II, MTS 2018 - 2022)

 a) Mission and vision

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Illustration 2: Summary framework of the Adaptation Fund’s Medium Term Strategy 2018 - 2022 (MTS page 22)

<span style="text-decoration: underline;">Illustration 2:</span>&nbsp;Summary framework of the Adaptation Fund&rsquo;s Medium Term Strategy 2018 - 2022 (MTS page 22)

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* Question 8: Does the AF’s current strategic focus, including its vision, mission, goal, impact (see illustration 2 above), remain broadly relevant in the next five years, and possibly beyond?

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* Question 9: Based on your role and experience with the Fund, would you suggest any changes or updates to the Fund’s vision, mission, goal, and impact, as set out in the current MTS?

a)      Strategic focus and pillars

 The first MTS 2018 – 2022 introduced three strategic pillars (action, innovation, and learning and sharing), which are complemented by the 4 crosscutting themes (see illustration 3 below).

 The Mid-Term Review of the MTS found that “progress during the first half of the MTS has been significant. It has launched seven new funding windows, including those associated with two new pillars of innovation and learning and sharing, and it has enabled the Fund to go beyond past achievements in concrete adaptation projects. Attention to quality and project compliance have increased. The funding windows have received significant response. The MTS has helped carve out the Fund’s niche, which helped to further consolidate relationships with other funds.”

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Illustration 3: Strategic Foci and Crosscutting themes (MTS 2018 - 2022, page 7)

<span style="text-decoration: underline;">Illustration 3:</span>&nbsp;Strategic Foci and Crosscutting themes (MTS 2018 - 2022, page 7)

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* Question 10:  Based on your experience with the Fund, do you think that the strategic pillars and cross-cutting areas broadly reflect the Fund’s current work and niche?

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* Question 11: Do you see a need for changes, additions or updates to the current strategic pillars and cross-cutting areas to reflect the Fund’s current role and/or new areas of work that could strengthen the Fund’s relevance and value proposition in the future?  If so, kindly specify:

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* Question 12: How do you see the three strategic pillars and/or four crosscutting themes are currently linked and whether any of these links should be further developed?

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* Question 13: In the context of your role, has the first MTS’ strategic focus generally helped to facilitate your engagement with the Adaptation Fund, and if so, how?

Topic IV: Enabling structures and systems (Part III of MTS 2018 - 2022)

The first MTS 2018 – 2022 identified the following areas as part of the Fund’s “Success Strategy”, based on the Fund’s solid track record of supporting concrete adaption projects/ programmes in vulnerable countries through established systems, standards, and relationships:

a.      Niche;
b.      Governance and institutional arrangements;
c.       Principles and modalities;
          i.      Operating policies and guidelines
          ii.      Environmental and social safeguards
         iii.      Gender
         iv.      Transparent and open governance
          v.      Learning and sharing
d.      Complementarity, coherence and coordination;
e.      Culture and competencies; and
f.        Resource mobilization.

Also, the first MTS outlined management systems, including: adaptive results-based management; risk management system; and human resources management system.

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* Question 14:  Which of these elements of the Fund’s enabling systems and success strategy are most important and what would you like to see for the Fund to advance in these areas?

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* Question 15: Considering the experience with the Covid-19 pandemic and the prospect of potential other future shocks, do you think the Fund should adapt its strategic direction, to help it remain relevant for vulnerable developing countries? Kindly use the text box to elaborate further.

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* Question 16: Under the new MTS, what potential do you see for the Fund to enhance its engagement with the Fund’s existing stakeholders, as well as with potential new stakeholders and players?

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Thank you for your participation!

For more information, please contact the Adaptation Fund Board Secretariat: afbsec@adaptation-fund.org

<span style="font-size: 14pt;"><strong>Thank you for your participation!</strong> </span><br><br><span style="font-size: 14pt;">For more information, please contact the Adaptation Fund Board Secretariat: <a href="mailto:afbsec@adaptation-fund.org" rel="nofollow" target="_blank">afbsec@adaptation-fund.org</a></span>
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