 Tanzania already experiences climate variability – droughts and floods Projections of climate change  Increased temperature  Future changes in rainfall  Changes in extreme events  Sea level rise  Impact through to river basins, agriculture, ecosystems  Noting uncertainty Key Messages from Day 1 – Projections

Tanzania’s economy is very dependent on the climate, because a large proportion of GDP is associated with climate sensitive activities, particularly agriculture. Current climate variability, i.e. extreme events such as droughts and floods, already lead to major economic costs in Tanzania. Future climate change could lead to large economic costs - further 1 to 2 % of GDP/year by 2030 Important impacts across all sectors – could affect achievement of sectoral plans Climate change is an economic and finance issue – not just an environmental problem But it will have strong distributional inequalities as well – hit the poor hardest Key Messages from Day 1 – Impacts/Costs

 Adaptation can reduce the impacts of climate change but it has a cost.  Significant funding is required - existing adaptation deficit - future climate change.  Need to plan robust strategies to prepare for the future, rather than using uncertainty as a reason for inaction.  Adaptation is an opportunity – major new finance flows  But accessing adaptation funds will require the development of effective policy, institutions and mechanisms. Key Messages Day 1 – Adaptation

 Tanzania currently very low emissions  The current use of energy in Tanzania does have economic, social and environmental impacts  Emissions will grow – associated with development – under business as usual  A more sustainable, low carbon pathway would be in Tanzania’s self interest – but will require external funding  Following a low carbon path unlock climate finance opportunities Key Messages Day 1 – Low Carbon

 Forestry – Reducing Emissions from Deforestation and Degradation  Tanzania is a REDD+ country - Climate Change Partnership - Norway  Potential for contributing to national foreign income, poverty reduction, sustainable management, ecosystem based adaptation  Draft National REDD+ Strategy  Benefit from a post-2012 internationally approved system for forest carbon trading  Extensive consultation  2 nd phase – technical working groups Key Messages Day 1 – REDD+

 How to make it practical  How to integrate in sectors and ministries  Synergies and cross government  Co-ordination  Local communities  Addressing uncertainties  Institutional and capacity Discussion Morning - Day 1

 Drivers for climate change – reliance on natural resources, recent flood events,  How set the vision – national climate change committee (NCCC) and CC Vision  Chaired by Ministry of Env and champion for national CC programme  High level vision, policy, strategy and action plan  How move to developing a strategy  Recognise national development goals  Promote integration and co-ordination of programmes of various sectors  Part of 2 nd National communication (UNFCCC)  Need to mainstream adaptation and mitigation in development goals  Enhance synergies amongst sectors  Institutional and financial capacity strengthening  Plan useful to help to explain to donors Global experience - Namibia

 Drivers for climate change – emissions (C intensive), impacts, opportunity  Setting Vision.  Led Department for Environmental Affairs – Climate Action Now (2005) and participatory - informed policy development  Setting strategy. Midrand plan of action  Mitigation focused (LTMS)  Inter ministerial committee on climate change  Inform negotiating position  Participatory – stakeholder focused – built on consensus  2008 Cabinet approved  2009 summit – consensus based – required by science, sustainable development  Draft green paper – internal governmental consultation (inter governmental)  Issues (how much, by whom, strategic) – adaptation – risk based approach  Mainstreaming not new policies Global experience – South Africa

 Drivers for climate change  Political interest and leadership (President) and local state governors  Previous experience to receive international resources  National development plan. Inter-secretarial commission on climate change – 10 ministries  Special climate change programme, PECC working group of CICC  Capacity building – officials and local research institutions  How set the vision  Capacity building of officials, development of research  Separate those national resources vs those international support vs future  Lessons  Private participation, capacity building official from different ministries, institutionalisation of processes, strategic partnerships multi- and bi-lateral agencies Global experience – Mexico – Emission Targets

 Drivers for climate change – Government Ministry of tourism, environment and natural resources) – and dedicated unit (CC facilitation unit) – national climate change response strategy  How set the vision – analysis of risks, evidence, participatory approach, prioritisation in consultation with stakeholders  Incorporate CC tools into development planning and implementation (mainstreaming),  Consistent with national development priorities, promoting sustainable development and indigenous knowledge  How move to developing a strategy – national and regional workshops, summary version  Implementation framework (concrete programmes), investment programme (financing needs), institutional framework  Adaptation and DRR, mitigation and low carbon, cross cutting, governance, finance and investment Global experience - Zambia

 Organisational lead  High level champion  Capacity building officials (non environmental ministries)  Capacity building (new units or strengthened units)  Inter-departmental (cross ministries)  Participatory (stakeholders)  Promoting sustainable development  Recognising national goals  Mainstreaming in existing plans  Partnering with multi- and bi-lateral agencies  Investment plans, as well as implementation and institutional  Governance  But also lots of questions ! Global experience - Lessons

 Information of existing process (already process in place) – jumping on a moving bus  To get high level buy-in (ministerial) - also highlighted co-ordination Tanzania and Zanzibar  Inter department and inter ministerial buy–in  To mainstream in current policy - not stand alone  Dedicated or co-ordinating unit (Zambia) to push along  High level champion (president, vice president) – and linkage vice president and CC committees  Regional process (EAC)  Level of participation and consultation (multi-sectoral, regional, private sector, civil society, ngos)  Providing new information (on top of 1NC, NAPA)  Political will (at all levels - from bottom up to top level) – engage parliament  Data, information and arguments to convince decision makers  Capacity  Financing – (capacity to get finance, financial support to undertake activities)  Institutional arrangement – to encourage ownership – position and leadership  Policy versus strategy (and sequence) – and approval process (Cabinet)  Power to the CC committees to co-ordinate  Awareness Key Challenges in setting vision and strategy

 Very high, linked with economic growth – learn lot from examples  Participatory approach and buy-in for vision and plan  Learning from workshop  Ownership by sectors (cabinet and Parliament) What is the relevance to Tanzania ?

 VP to take on and become champion  (and knowledge, interest and passion to take on)  National steering committee on CC – reinvigorate and strengthen – co-ordination  Communication and awareness – simple messages (recent rains, big $ numbers)  Strengthen from best practice examples  High level support is key  Consultation from the beginning  Visioning process must be broad  Ownership of strategy  Co-ordinating mechanisms and synergies  ‘Windhoek communique or recommendations’ – debriefing What are the take home messages ?