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How can the process balance the need to leverage the CIL’s skills during design to ensure a thorough and quick assessment (not overwhelming design team), while also best building the capacity of the mission staff and implementation team to take over the CRM process and lead iterative management?

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Lack of ownership at missions outside of CILs, MEOs, technical environmental officers

** how do we amend the CRM process or use it to support this aforementioned issue areas

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How far into the future does the CRM project? How much certainty do we need to have about potential climate impacts? Who collects the data and how reliable is it? Which models are used for climate projections?

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The introductory CRM training modules refer to a handful of resources for information (somewhat scattered in different places) that could be useful in conducting a Climate Risk Assessment. As the CRM model of analysis consists of a tiered approach, beginning at the CDCS level, can the resources be presented in a manner that clearly delineates which resources could be more useful at each level (understanding that there would be some overlap). Also, is there a glossary of terms for CRM? I found some of the definitions for terms in the modules to be almost synonymous.

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Have there been efforts, or opportunities, to link this assessment to other sectoral assessments (e.g., environmental impact assessment, DALYs Assessment [Disability Adjusted Life Years], GLIMS [Global Livestock Impact Mapping Systems], etc.)? If there are not, is that something that could be developed (internally)?

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The new changes to the ADS 201 state that PADs are no longer required. How will this new streamlined program cycle process affect CRM? Will there be new CRM processes to balance this?

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Provide additional clarity on final clearance process/chain of command for CRM and CRS.

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Does it make sense to have the CRA done externally during the strategy design phase since it informs all the other assessments at the project/activity levels? Or is this usually done internally as well?

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Can we create a “one stop shop” for CRM tools and resources, and can we incorporate that into our individual OU training and guidance for activity design?

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What are best practices for conducting CRM post-award? One major challenge in designing research awards, for example, is that specific sub-award activities are not specified in the solicitation.

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Program cycle ADS has changed (not due at every stage). What is the thinking/will the training have to be redone and what are the concerns if we are no longer doing PADs/CRM at multiple stages in the process?

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Most design teams see this as a check the box/or they lack the time or capacity to build this in (gender, sustainability, local ownership, etc.). This is also in the context of their being under a lot of pressure to achieve their main goal and to move fast (all the steps already take a lot of time). How do we best manage those competing priorities?

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For activities with a global or regional scope, is there guidance on a two-stage assessment and approval process: stage 1 assessing the general activity design, and stage 2 assessing specific planned country activities?

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When will the Environmental Compliance Database (ECD) Services be restored again?

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Is there any guidance on a ballpark percentage of an activity’s resources that we expect may be devoted to CRM? (This is helpful in determining if an intervention is appropriate or perhaps too costly in terms of needed mitigation measures.)

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Discuss practices on CRMs for activities with a global or regional scope.

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What is the impact of the Self Reliance Program on CRM? Can we have some lessons learned?

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Are there special funding lines for CRM?

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Provide additional clarity on funding/time of CRM across USAID/Washington and missions personnel.

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How can cascading risks of climate change best be incorporated into the CRM process?

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Is there any information on cost effectiveness of CR mitigation and adaptation efforts coming from the CRM process? If so, do those data support the hypothesis that, “an ounce of prevention is worth a pound of cure” (B. Franklin, FF of USA)?

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What are some examples for using MEL plans for implementing and adaptively managing activities? How best could information be used iteratively to support implementing partners in revisiting TOCs/activities/indicators in the MEL plan based on new information on climate risks? Examples?

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We place a large emphasis on adaptation.  How can we design better for mitigation such as to try to make the net emissions of an Activity and the ensuing interventions are as close to carbon-zero as possible, proactively reducing and even negating climate risks (if possible), and to develop incentives for beneficiaries to profit from these measures, such as how forestry projects can eventually lead to REDD+ and income from carbon credits/offsets? How can/should we in the CRM, and is it cost-efficient, to ask/require implementers to be as climate-neutral as possible (ex. Vehicle choice), especially as we try to move to more local partners?

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How can we incentivize better integration of CRM at the project and activity level? Right now it perhaps feels a bit like an unfunded mandate. Is there a role for something like an “Adaptation Challenge Fund” or other mechanisms to incentivize the integration of more robust adaptation interventions in response to identifying climate risk to projects/activities?

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What are the current measurement methods within CRM and how can we best measure the impact of programs at multiple levels (e.g., individual, household, community, etc)?

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What are best practices for ensuring that OUs/partners systematically revisit and update the CRM mechanism during implementation?

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How are the costs of CRM measures accounted for in activity design or solicitation? Is it easy or difficult to add them to the overall budget or must other parts of the activities be sacrificed?

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For the CRM process where do we examine and include how a strategy or project may reduce emissions or promote climate reliance? E.g. solar powered water supply systems, water conservation techniques, or green infrastructure?

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When carrying out internal evaluations, does USAID ever collect its own data or are internal assessments solely those that rely on currently available data? How involved would USAID’s assessment process have to be before it would be more appropriate for a third party to get involved?

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How can the CRM conversation and the subsequent awareness be approached in a context where there are congressional restrictions in funding/engaging with the host government?

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Once a climate assessment is made, how are the adaptation strategies implemented? Who pays for them? Who builds and maintains them?