Dialogues on climate resilience are structured to share domain knowledge and develop practical ways forward for investment. Our project on Private Markets for Climate Resilience uses a blended approach, reported here.

1. Dialogue for Resilience
in Dynamic Markets
Private Markets for Climate Resilience, February 2017

2. Dialogues among decision makers and experts:
To establish a baseline of understanding1
Starting with actors in decision spaces2
Designed to engage, capture dynamic change3

3. A dialogue for resilience in dynamic markets is…

4. The dialogue is interactive
communications with
experts & stakeholders that
shares understanding of
the challenges and
opportunities for investing
in climate resilience
• Working closely together, with people who
want to share their expertise and learn
together
• Dialogues in conversations that continue
throughout the project (and beyond); more
than an event
• Benefits all parties: what does each take home
from the event and the ongoing conversation?
• Establishes a common understanding of ways
forward
• Purposeful: Not a survey of all views, nor a
campaign to convince all actors
Dialogue to document shared knowledge

5. What are we trying to achieve?
Who
•Who are the actors in climate resilience?
•How are the linked together?
Stake
•What is their current and potential investment in resilience?
•What are the incentives for investment?
Knowledge
•What are current business processes and outcomes?
•How is resilience incorporated in current processes at present?
Actions
•What are current options?
•What investment is needed to promote effective actions?
Market
structure
•What is the current stage of the market for climate resilience goods and services?
•Are there market-wide actions required to promote private sector investment in climate resilience?
The Private Markets for Climate Resilience project uses dialogues as the first step in
building a business case for climate resilience products and services in the private
sector. The steps link to the analysis of risks and options (the B°Resilient Process
Models) and the analysis of the market structure (maturity in supply and demand)
for climate resilience products and services.

6. Dialogues for resilience
have several outputs that
lead to an ‘insiders’
understanding of the
market for climate
resilience products and
services
• Who acts leads to an assessment of potential
partners for fund managers and investment
projects. This is also the foundation of the analysis
of the market structure.
• The stake and knowledge underpin the business
case for investing with this actor. There is a range of
business cases that we will explore—from building
capacity across the sector network to the direct
financial benefits to a single company that provides
a climate resilience ‘product’
• The actions step is the link to the process models of
outcomes and options for enhancing resilience. The
close dialogue should come up with an extended list
of current practice and potential innovations.
Steps

7. Getting started…

8. Actors act! Their interest in
climate resilience is related
to who they are.
List types of actors with a simple description:
• Constitution:
• Single person
• Informal group or voluntary network
• Organization with formal management
• Competence: Level of understanding to expert knowledge about
climate change and resilience
• Champion and capacity to act to achieve resilient processes,
especially in working with our team
• Involvement in resilience process (elaborated in the process
model template):
• Consensual in supporting resilience outcomes
• Contracted agent to deliver a climate resilience product or
service
• Competitor that may prevent an outcome from being
achieved
Who are the actors?

9. Actors act in relationship to
other actors. Networks
provide new opportunities
(what if a new actor comes
in?) and also barriers (some
actors control the actions
of others).
Use an actor-network map to take a
quick look at the context for making
decisions about climate resilience:
• A simple network with few actors in clear
links that work to achieve resilience?
• A complex web with many actors in links
that may compete with each other and no
consensus as to desired outcomes?
• Which actors are champions who want to
work with us to promote private sector
investment in climate resilience?
What is their decision space?

10. No single method for
understanding actors is
perfect and not all are
required. The dialogues for
resilience are dynamic,
people-centred, iterative.
They are not protocols that
you have to follow.
Some of our favorite approaches:
• Synthesize from articles and trade literature. Much is already
documented and experts have a good knowledge base to start with.
• Inventory actors in a typology, noting key attributes. A more formal
method is a use case—an illustrative example of the actor as a story.
• Interviews fill in the gaps and test out our ideas of who acts and what
is important to the actors. Analysis of narratives is helpful. Formal
questionnaires may be more useful later when the questions are
more specific.
• A matrix of competence and leadership locates actors on this issue.
The matrix can then be used to ask ourselves, where do we want this
actor to be as a result of working with us? And from there plan
further dialogues and capacity building.
• Actor-netmap protocol from IFPRI has been adapted for climate
resilience with a growing library of real examples. It can be a very
interactive exercise with stakeholders, or equally a quick snapshot
done by experts.
How do we learn, together?

11. Actor-network map from St Lucia
Influence matrix
Competence…
Leadership…
Learning journey to
become an expert-
champion
Example using the Actor-Netmap protocol (adapted for climate resilience with the
option to classify barriers to action). This map shows the weak connection between
two groups at different scales. The analysis can be extended to explore what
happens if a new actor comes into the space.
The influence matrix is a classic in targeting communications. A party with low
competence and leadership (the red squiggle) might be targeted to support in
moving to be a champion for resilience (the blue circle).

12. Designing dialogues…

13. Starting with what is
already documented,
the dialogue deepens
the conversation in
several cycles.
Familiar steps:
• Choose people to work with, starting with ‘friends of the family’.
• Pilot dialogues to confirm what is already documented and test
approaches for further dialogues
• Interviews and initial contacts
• First dialogue on private sector climate resilience to establish the
processes of climate resilience and canvas initial ideas regarding
options for investment
• Second dialogue to review B°Resilient Process Models and priorities
for climate resilience investment including an initial discussion on the
nature of the market
• Third dialogue to review the market analysis and follow up
recommendations for priority investments and enhanced climate
resilience products and services
A progression of learning

14. The first dialogue
focuses on structuring
business processes in
the sector and agreeing
on what would be
practical resilience
outcomes.
B°Resilient Process Model Exercise:
• Choose people to work with, starting with ‘friends of the family’.
• Pilot dialogues to confirm what is already documented and test
approaches for further dialogues
• Interviews and initial contacts
• First dialogue on private sector climate resilience to establish the
processes of climate resilience and canvas initial ideas regarding
options for investment
• Second dialogue to review B°Resilient Process Models and priorities
for climate resilience investment including an initial discussion on the
nature of the market
• Third dialogue to review the market analysis and follow up
recommendations for priority investments and enhanced climate
resilience products and services
First dialogue

15. The second dialogue
uses the process models
to refine what could be
done, including the
initial analysis of the
demand for climate
resilience products and
services.
Resilience options in a market analysis:
There are likely to be hundreds of options for each sector. Choose
options to focus on in the market analysis:
• Relate the options to the business processes and choose the most
likely processes for early investment, given the stage of the market.
• Score the options using simple criteria directly related to the potential
for effective private sector investment. There will be many good
things to do, and some options require public action—to be noted.
Think of our user as an investment fund manager.
What is the nature of the market? At this stage, the dialogue should flag
up how the stakeholders see the current market (in the sector and for
enhancing climate resilience) and any frameworks and analyses that
they use. We are working on the market appraisal approach—ideas and
feedback from key actors is welcome!
Second dialogue

16. The project results
deserve a third round in
the conversation with
stakeholders. The purpose
is to ensure the people
you have worked with
benefit from their
involvement in the
dialogue and to test the
waters for next steps.
Working toward influencing the market:
• We may not have funds and time for a full third dialogue.
• Various forms of communication can be developed, as appropriate.
• Look for opportunities to engage through existing networks, other
workshops and directly with the stakeholders.
• We are keen to test the waters for follow up services we can offer—
the goal of the project is to build a shared business service and not
just another assessment.
• If we have time and funding for a third dialogue, we can explore
methods such as role playing games, visioning exercises and other
creative ways to look at change-making.
Third dialogue

17. The market for climate
resilience products and
services is emerging in many
sectors and countries. This
assessment supported by the
MIF and NDF pioneers
practical methods to identify
investment-ready
opportunities in developing
countries.
• Main focus on Colombia, South Africa and The Philippines
• Supporting assessments in Nicaragua, Kenya and Vietnam
• Agriculture: value chains for major commodities and subsistence
crops
• Transport: coastal and relating to agricultural markets
• Scaled methodology:
• Dialogues for Resilience in the Dynamic engage stakeholders and experts
• B°Resilient Process Models document risks and actions to improve resilience in business
processes
• Integrate demand and supply in an analysis of Market Maturity for Climate Resilience
• Preliminary reports: August 2017 to be reviewed in the Oxford
Adaptation Academy
• Final presentations: November and December 2017 in Helsinki and
Washington
Private Markets for Climate Resilience
This SlideShare draws upon the Private Markets for Climate Resilience project supported by
the MIF and NDF through the ProAdapt initiative. © Creative Commons License.
Contributors: , J Colvin, E Downing, T Downing, , A Kareem, C Lacambra, J Lacambra, D
Molloy, B Smith, P Tiongson, M Velas-Suarin, G Wilson

18. Join us in the LinkedIn Group:
Private Markets for Climate Resilience
For more information, contact the project co-directors:
Tom Downing, TDowning@ClimateAdaptation.cc
Carmen Lacambra, Carmen@GrupoLaera.com