Overview:

The JP aimed to help Egypt align its climate risk management and human development efforts in order to achieve the MDGs. It sought to reduce poverty and mitigate risk by developing mitigation and adaptation strategies with special attention given to the poor and the most vulnerable populations of Egypt.

Under outcome 1 the JP supported the Cabinet of Ministers and the Ministry of State for Environmental Affairs for Mitigation, while Outcome 2 worked on Adaptation by supporting the Ministry of Water Resources and Irrigation and the Ministry of Agriculture and Land Reclamation. Outcome 3 focused on advocacy  to strengthen the impact of all project activities.

As a result of the JP’s actions there is increased awareness on energy at government level. In addition, market dialogues have been initiated in three targeted sectors to promote solar water heaters at a national level. The Energy Efficiency Unit (EEU) was strengthened and the Awareness and Promotion Unit (APU) was created. Policy recommendations were provided and the Environmental Protection Fund is now supporting the implementation of certain projects.

The JP sought to strengthen capacity of staff at the level of policy making and to increase awareness to climate change. An economic analysis was performed to identify priority adaptation measures. In addition, a one of a kind Regional Circulation Model was developed for the Nile basin to forecast precipitation under higher temperatures expected as a result of climate change.

The JP was the first time the UN system supported identification of climate change risks and development of climate change policies to mitigate and to adapt to these risks in Egypt. Intervention strategies were proposed, and as a result new programmes were created under the auspices of other donors, including: integrated coastal zone protection from sea level rise, monitoring of salt water intrusion to minimize impacts to agriculture sector, new carbon mechanisms, and energy efficiency.

New programmes valued at US$15 million were created with support from other International Agencies including: integrated coastal zone protection from sea level rise, monitoring of salt water intrusion to minimize impacts to agriculture sector, new carbon mechanisms, and energy efficiency.

Outcome 1:

Mainstreaming GHG Mitigation and CDM into National Policy and Expanding Access to Finance Frameworks.

Outcome Achievements:

• The JP helped raise awareness on the importance of energy. The mainstreaming of energy efficiency as a greenhouse gas mitigation tool into national policy is a gradual process that will continue to strengthen.
• Market dialogues were initiated in three targeted sectors to promote solar water heaters as part of the national programme.
• The programme supported the strategic transfer of the Energy Efficiency Unit (EEU) - the hub for energy efficiency related issues, to strengthen sustainability of the JP’s actions.
• A Clean Development Mechanism (CDM) Awareness and Promotion Unit (APU) was set up inside the Egyptian Environmental Affairs Agency. To serve as a hub for information on the benefits of carbon trading and energy efficiency.
• Under the Ministry of Environment, the Environmental Protection Fund is helping support the implementation of the charcoal kilns project under the CDM Component.

Outcome 2:

Enhanced capacity to adapt to climate change.

Outcome Achievements:

• The capacity of staff at the level of policy makers was developed with an increased awareness to climate change.
• The support provided for the improvements of forecasting of water resources helped the Ministry of Water Resources and Irrigation (MWRI) become a center of excellence and Egypt will extend its support to one of the interested Nile Basin countries.
• Climate Change Policy Recommendations, providing a true technical understanding of the issues at stake, were provided to the decision makers to promote continuity.
• Economic analysis was performed to identify priority adaptation measures.
• A one of a kind Regional Circulation Model was developed for the Nile basin to forecast precipitation under higher temperatures expected under climate change.  This regional circulation model is run by the ministries’ staff.

Outcome 3:

Advocacy and Awareness Raised.

Outcome Achievements:

• A communication strategy was developed to increase awareness and support for the Climate Change Risk Management Program and the MDG Fund both at policy and general public level.  The target audiences were divided into three categories:  Level one: Implementing partners, stakeholders, and governmental organizations; Level two: Local NGOs, private sector, investors, donors, and consultants; Level three: General public.
• Activities conducted include: A website to communicate the program to the public; Leadership Training for governmental network partners; a study on the Economic Impact of Climate Change on the Economy was published. This study provides important recommendations for adaptation.
• Based on the findings of the programme, Policy Statements were prepared.
• Inception Workshop was held in 2009 to share the programmes objectives and to solicit feedback to the programmes strategy and management plan.
• Midterm Workshop was held in 2011 to share the interim results of the programme and to agree on remaining efforts, and a  Final Workshop was held on April 4, 2013.

Best practices:

• Uniting many government partners and UN agencies to work together to solve the Climate Change challenges. The programme was working at an inter-ministerial level managed and led by the government itself.

Lessons learned:

• It is important to be clear at the beginning of the programme in regard to roles and responsibilities of the various partners.
• It is important to ensure that the UN and governmental partners included in the programme are able to provide added value to the programme.
• By bringing different stakeholders together, one can expand or complement efforts of other programmes to achieve a greater impact.
• It is beneficial to share experiences with other similar programmes around the world and should be done at least once per year. This can be done remotely.
• As the government is the final owner of programme outputs, it is good to ensure that they are a signatory to the contracts with the subcontractors.
• It is key that the partners have active representation at the local level and are able to provide an added value.

More details can be found in the documents below.