Ghana’s MRV set-up - “Climate ambition reporting program – CARP”

“reforming the government structure to be responsive to MRV”

Daniel Benefoh (dbenefor2000@yahoo.com)“Lead - transparency of action and support”

Climate change unit, EPA - Ghana1

Important take-home messages

• Institutionalization of MRV into government set-up in the surest way to achieve long-term sustainability”

• Assimilating MRV functions into the government set-up can be daunting.

• Government set-up - reach, legitimacy/authority, durable, processes, mandates backed by laws.

Important take-home messages

• Phase-out approach (progressive improvement)

• Build-on already existing structures

• Involvement of statistics office, planning commission and Ministry of Finance crucial

• Expensive, time consuming, frustrating but can yield positive results in future

• Investment in “systems”, “capacity” and “processes” can take time to yield results

Ghana’s national circumstances

0

2

4

6

8

10

12

14

16

Emis

sion

s (M

tCO

2e)

Energy IPPU AFOLU Waste

Socio-economic, vulnerabilities & policies GHG emission profile

0.00

0.20

0.40

0.60

0.80

1.00

1.20

1.40

0

200

400

600

800

1000

1200

1400

1600

1800

1990

1992

1994

1996

1998

2000

2002

2004

2006

2008

2010

2012

Emis

sion

/Cap

ita

GD

P/ca

pita

GDP/Capita Emission/Capita

21.76

35.78

58.84

4.43

16.86

35.24

474.86

28.12

13.02

5.80

191.20

0 50 100 150 200 250 300 350 400 450 500

Benin

Cote d'Ivoire

Ghana

Guinea-Bissau

Liberia

Mali

Nigeria

Senegal

Sierra Leone

Togo

Cameroon

Source : CAIT, 2015

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Ghana’s NDCs emission reduction goals

NDCs and SDGs – Vehicle for future prosperity (building blocks for NDC implementation)

WP:5Support and partnerships

WP:4Monitor

impacts of NDC actions

•Public funding

•Involving private sector

•International support

WP: 3 Track

progress of NDC goals

•Data management

•Strengthening existing MRV system

•Reporting NDC actions

WP: 2Institutions & engagements

•National system for tracking.

•Linkage with domestic MRV

•Capacity needs

WP:1Early actions

for NDC1

•Strengthening & coordination

•Stakeholder engagements

•Awareness & communication

6

• Prioritize NDC actions

• Sector “allocations”

• Linkages with pre-2020 actions

GH-NDC

Partnership

NDC Actions

Research & Private sector

Engagement Institutions

Mobilize Finance

Transparency

NDC institution engagement support proposal to UNEP

Gender-responsive NDC planning proposal to UNDP

Preparation of Implementation planMainstream in 40 year plan

Climate data hub upgraded to include NDC and GCF portal

1. Resilience Landscape -GCF

2. Solar for Irrigation- GCF3. Ghana Shea Landscape REDD+ - GCF

4. NAP Readiness - GCF

5. Accra BRT Project??- GCF

3. UNEP DTU on assessment of “policy effects” - ICAT

Ghana Joined NDC Partnership

1. FNC/BUR2 launched

2. REDDplus NFRL Review underway

6. Ghana Cocoa Forest REDD+ Prog. - WB

Agric & Forestry working group co-chair

7. Scale up rooftop solar- GCF

8. AF Project- AF

What’s CARP about?

National plan to put in place and operate an “integrated national system” for:

Continuous data measurements & collection on GHG emissions (in place) mitigation actions (new) climate support (new) track progress of NDC targets (new)

Preparation & compilation

Domestic disclosure and international reporting

Technical and “policy” review (verifications)8

MRV for GHG

emissionMRV for actions

MRV for “support”

Track NDC goals

Our vision: “Build-on and…. into” existing public administration set-up

• Make MRV “culture” part of the “routine”

• Efforts should progressive, sustained towards integration (step-wise)

• Aim at long-term permanence of task

• Build on existing GHG MRV

• Integrate into existing “public administration” set-up

Public administration framework

Policy planning

Budgeting

Implementation

M & E

Line Ministries

Local Governm

ent

Non-state actor

Public servicesVehicle to delivering sustainable development actions

Ghana’s NDC

Climate actions MRVSupport

Benefits of using existing public administration arrangement

• Formulated around the “government approach” model• Channel for public administration (planning, implementation and M & E) • It has the reach – ministries, local government and non-state actors • Convening power • Legitimacy and authority • Time test structures, processes and continuous reforms• Success depend on the entry point

2. Planning, Budgeting and Overall Coordination

Core (development authorities) - NDPC

Sector policy formulation and coordination institutions - MESTI

Core budgeting coordination institutions - MoF

Budgeting & Implementation

Coordination Institutions(NCCC)

(Re)formulation and Planning

Relevant institutions &

extensiveStakeholders consultation

Monitoring & Evaluation

Research & Knowledge Generation

GHG, Mitigation, Adaptation and Support MRV institutions

International reporting

National CommunicationsBiennial Update reports

4. Monitoring and Reporting Institutions

3. Implementation Institutions

Ministries, Department and Agencies Institutions. E.g. Energy, Transport, Waste, Environment, Housing &

Infrastructure, Forestry, Industry and Agriculture

Institutions for sectoral coordination and harmonization of climate change actions

Institutions for mobilizing investments for Climate Change

Private sector and Businesses

1. Strategic level institutions

Office of President/Cabinet Parliamentary Select Committee

Environment & Natural Resource Advisory Council (ENRAC)

Private sectorCivil Society OrganizationsDevelopment PartnersPublic InstitutionKnowledge community

Municipal, Metropolitan, District Assemblies

(Local Government Authorities)

Development M & E (NDPC)

Institutional arrangement relevant to climate change based on the public administration set-up

NDCs functions

Identify institutions

Define roles and responsibilities

Mainstream NDC activities

Improve capacity

governance process (MOUs, agreement,

administrative directive, statue)

Data generation and sharing

Plan and implement NDCs

Track progress

Report impact

Mobilize support

Putting to Practice – staging

Planning and coordination institutions Implementation institutions Technical facilitation institutions

Mobilize support

Data generation and sharing

Track progressTrack progress

Institutions

Roles and responsibilities

Report impacts

Plan and implement NDCs

1. Planning &Staging

2. Integration 3. Pilot and Test 4. Deployment

December, 15 Install IT Infrastrucuture

Set up data collection and sharing network

Consultation and Institutional structure

Develop protocols for data generation and sharing

Develop and test facility level reporting templates

Identify and integrate mitigation and co-benefits indicators in APRs Decem

ber, 2018

December, 2019

Make necessary changes in MRV setup and operations

Collect feedback from users and data providers

Pilot MRV setup in selected institutions

Publish data from MRV system

Open Registry to public

Deploy MRV to all institutions Decem

ber, 2020

Post 2020

Continuous training

System audit and upgrade

5.First Upgrade

Launch MRV Prototype Hands on training for data providers and network owners

National arrangement and procedures ( example of GHG MRV)

• EPA Act 490• LI 1652

• Online data hub • 2006 IPCC guidelines• National GHG Inventory plan • Templates for data collection• National QA/QC plan

• Decentralized tasks to line ministries

• MOUs

• 5 sectoral teams

• National, corporate & projects levels

• Continuous training

• UNFCCC roster of expertsSkill sets &

scope Institutions

& roles

Legal basisData,

methods & IT

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Screenshot of online data hub

National arrangement – online archiving

Achievements so far

• National system for GHG inventory has been in operation since 2000

• Progressively improved with new reforms to improve institutional arrangement.

• Compiled 3 national communications, 2 national inventory reports and 1 BUR

• Successfully completed ICA (Technical review and FSV workshop).

• 30 experts from 16 public and private institutions constitute national team.

• Next reporting plan under preparation.

• MRV of climate action, MRV of finance and tracking of NDC goals are new tasks

• First carbon accounting report from the “Largest Power Producer in Ghana” (Volta River Authority)

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Latest international reports

Barriers

• Full implementation of “domestic MRV” can be a slow and “tough” endeavor.

• Limited funds (donor-dependent and no/low national budgetary allocation)

• Low visibility of MRV results for policy decision-making

• Access to good quality data (missing data, non-existing data)

• Capacity gap

• General lack of awareness

• How to effectively capture adaptation actions and their effects (indicators)

Lessons and good practices

• MRV in practice works better with development M & E. There is no need to reinvent the wheel, what is needed is a greater orientation and continuous capacity for existing structures.

• It could be expensive and difficult to start all afresh by introducing new data collection regimes. What is important is to pay attention to existing data systems that are already working and strengthen it to work better.

• The roles of National Statistics Offices, Ministries of finance and National Planning Authorities in data collection and mobilizing various ministries to get involved in sector MRV functions very crucial.

Lessons and good practices

• For the sake of long-term sustainability of domestic MRVs, it is important to start with what can work presently but ensure consistent progression to mainstream into the core activities of Ministries.

• For MRV to work effectively especially for industry, it must have a certain level of legitimacy and legal authority to get companies to make data available and report correctly on time. Use of existing environmental assessment procedures (usually backed by laws) for industry is crucial in getting industries involved.

• Continuous investments in data collection and putting in place data exchange system is indispensable.

Success factors

• Integration approach – build MRV into existing M&E system

• Phase-out approach – progressive improvements

• Decentralization of MRV tasks to line ministries (long-term sustainability & ownership)

• Incentive for career development (acquire new skills)

• Continuous training of team members

• Dedicated team (leadership, commitments, motivation, consistent team)

Thank you

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