Organisational response to climate change challenges

What enables an organisation to take on climate change? How does an organisation know when it has stalled ? Do we understand what we need to do to progress ? How do we start to think about organisational response ? What can we learn from others?
The views expressed in this presentation are the views of the author(s) and do not necessarily reflect the views or policies of the Asian Development Bank (ADB), or its Board of Directors or the governments they represent. ADB does not guarantee the source, originality, accuracy, completeness or reliability of any statement, information, data, finding, interpretation, advice, opinion, or view presented, nor does it make any representation concerning the same.

DFID /ADB Kathmandu Nepal June 2010

Why do we need to rethink our organisational response ?
Nature of the CC challenge ‡ ‡ ‡ ‡ ‡ ‡ International Interconnected Long term Highly distributed Uncertain It is impacting on people now

What shall we do ««and also the how

How do we respond to climate change challenge ?

Awareness Agency Association Action

Stages in organisational response to CC response
PACT framework ‡ ‡ ‡ ‡ ‡ ‡ Non responsive Compliant Effective management Breakthrough projects Strategic resilience The champion organisation
http://www.bath.ac.uk/management/news_events/events/lowcarbon/ Performance acceleration for climate tool

Increased levels of: ‡Competence ‡Sophistication ‡Effectiveness

Insider voices

Development pathways Awareness Agency Leadership Agents of change Working together Learning Managing operations Programme scope and coherence ‡ Expertise ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡

D Ballard PACT

Examples from DFID¶s journey to share
‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ It is about change Champions/ senior leadership is critical Networks, building and sustaining Distributed dialogue Resources (human and time) Frameworks and shared language help Tools and guidance (+/-) Learning from elsewhere ?

Champions : Lesson from experience shared .
‡ ‡ No champions no change Three types of champion ± Formal ± appointed ( often this can mean champion in name only) ± Informal but recognised ± Informal but not recognised by the organisation The ability to select champions and the ability to use them well is a strong signal to the response level the organisation is operating at ( 6 level model ) Characteristic, Passion and they worked ahead of the organisation so could stimulate change Search for agency ability to respond in a meaningful way Agency needs to be supported Keep your champions ahead of the game Real passionate champions can appear to be difficult to an organisation which values conformity Champions have energy Champions will learn faster and in a more relevant way than others , they can therefore make a fantastic resource for strategic programme development

‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡

Lesson from Hampshire Country Council and Netherlands . Hand book and benchmarking tool kit

Alexander Ballard Ltd.

DFID Strategic Programme reviews
Objective To integrate climate change into development planning in country, Ensure programme and policy decisions respond strategically to the impacts of climate change: to make aid climate smart. Principles ‡Responsive ‡Ownership ‡Participatory

Be piloted in 5-8 countries by the end of 2010, with a lesson sharing exercise in the autumn 2010 Result in new guidance or best practice for DFID country offices by end 2010

Early lessons SPR
‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ Needs time Balance between quick / responsive and organic Started work before we built and secured leadership Need connections between policy and practice , these need to be built /maintained Worked well with committed leaders Can not be tick box Guidelines and tools help but not sufficient Needs to recognise different starting points /entry points Cant depend on linear bureaucratic processes, spot or create space for change Learning, reflection is essential

Thank you

J-clark@dfid.gov.uk

Subjective

Objective

Individual

Self and conscious I believe that««.

Brain and organism Show me the evidence ..

Collective

Culture and world view We need to change our behaviour «..

Social systems and environment What systems need to change

Wilber

High

?

Level of Authority Control

Low Narrow Dispersed

Population dispersal

High

Directive

Proactive up stream engagement

Level of Authority Control

Limited or no Public engagement

Distributed dialogue

Devolved Well promoted Collaborative Open Mixed methodology Influential

Low Narrow Population dispersal
Ref Talking for Change involve AE Anderson et al

Dispersed

5 questions to support managing change

1 Where have we come from?

2 Where are we now?

3 Where are we going?

4 How are we going to get there?

5 How will we measure

success?
Charles Whitehead

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