Stratagy Papers

Farmers Climate Schools (FCS)  
Participatory Climate Monitoring (PCM)  
Climate Change Adaptation Committees (CCACs) Vision Building Exercise  

Mass Awareness Campaign (MAC)

 

Formation of Climate Change Adaptation Committees (CCACs)

 

Project Partner’s Meeting (PPM)

 
Project Monitoring and Evaluation (PME)  
General Communication  
   

Farmers Climate School (FCS)

Farmers Climate School (FCS) is a year-long school coinciding with the hydrological year and continues through different cropping seasons. FCS sessions start in June and continue till May. FCS involves a more sustained approach of engaging the community to build their adaptive capacity to climate change/variability. The Farmer Climate Schools are at a conceptual stage. They use participatory and experiential methods to engage farmer participants in a discovery learning processes. The FCS starts with a basic premise that farmer participants are a rich resource in the learning process and that they bring along a wealth of experience, knowledge, and skills. The aim is to facilitate a synthesis of indigenous knowledge with existing scientific knowledge. The Farmer Climate Schools are based on the positive experience of the Andhra Pradesh Farmer Managed Groundwater Systems (APFAMGS) Project in the implementation of Farmer Water Schools.

 

Participatory Climate Monitoring (PCM)

Participatory Climate Monitoring (PCM) refers to a set of activities carried out by farmers, with initial support of experts, to monitor climate parameters. It involves recording of viz., rainfall, humidity, temperature, evaporation, wind velocity, wind direction and sunshine hours.  PCM is a tool that is intended to trigger discussion on the climate variability and its impact on their land and water resources, thereby triggering household/farm-level adaptation.

 

Climate Change Adaptation Committees (CCACs) Vision Building Exercise

To facilitate creation of sustainable institutions at the ground level it is important to instill a sense of ownership and accountability from the beginning. Assisting a CBO in creating a vision and developing a follow up action plan serves as a guiding tool and acts as a key ingredient in infusing a sense of ownership and accountability. Further, the vision building exercise helps clarify the objectives and goals of the institution to its constituent members. Apart from that, it synchronizes the goals of the CBOs with those of the project objectives. Additionally, the outputs of this exercise could serve as inputs in designing project inputs/activities, monitoring progress, and evaluating outcomes.

Accordingly, one-day orientation camps were organized in the pilot HUs for CCAC members to facilitate vision building exercise and development of action plans. The outputs and outcomes of this exercise served as inputs to the Project Annual Plan for 2012.

 

Mass Awareness Campaign (MAC)

The Strategic Pilot on Adaptation to Climate Change (SPACC) Project uses mass awareness communication tools as a first means of disseminating the concepts of climate change, variability, projected impacts, viable adaptation practices, and ways of integrating SLWM practices with climate variability adaptation options. The principal objective of the Mass Awareness Campaign (MAC) is to improve general awareness on climate variability and changes, projected impact on farm productivity and rural livelihoods, and viable adaptation options in the selected villages of pilot Hydrological Units. MAC is intended to inspire and encourage farmers, individually and collectively, to adapt their current SLWM practices (such as organic farming, reduce use of chemical fertilizers, improve water use efficiency, and thereby improve crop yields) to current and future changes/variability in climate.

MAC is carried out using four methods viz., cultural shows, audio-visual shows, wall writings, and distribution of leaflets. Each of these methods is briefly discussed below:

 

Formation of Climate Change Adaptation Committees (CCACs)

The Strategic Pilot on Adaptation to Climate Change (SPACC) Project facilitated the formation of CBOs, called as Climate Change Adaptation Committees (CCACs). Considering that the SPACC Project perceives climate change adaptation in relation to drought risk and groundwater scarcity, these groups need to be given adequate representation in the CCACs. Rather than create new institutions, this was accomplished by reconfiguring the GMCs and the HUNs as Climate Change Adaptation Committees (CCACs). This was facilitated by expanding the membership of the GMCs and HUNs to other vulnerable groups and extending their terms of reference. Members of GMC/HUN led this process. At the habitation level, GMCs were reconfigured to form CCACs. To facilitate this, GMC expanded its membership to facilitate adequate representation of groups vulnerable to drought and groundwater scarcity due to climate variability/change. The habitation-level CCACs federate at the Hydrological Unit level into HU-level CCACs. Of the 63 HUs, covered under APFAMGS project, five were very small (constituted with a single habitation or consisting of abandoned habitations). Therefore, HU-level CCACs were formed in 58 HUs and habitation-level CCACs will be formed in 638 habitations.

CCACs serve as a platform for populations vulnerable to drought and water scarcity because of climate change/variability. They are key farmers’ institutions that manage the climate monitoring system at the habitation and hydrological unit level and disseminate information and knowledge on climate variability/change. This includes identification of site for establishing climate monitoring system, selection of volunteers, data collection, and update climate change database. Their participation was crucial for effective conduct of the Knowledge Attitude and Practice (KAP) study. Their assistance was sought in the selection of farmer participants’ for the KAP study. Further, they will lead the organization and conduct of Farmers Climate Schools (FCS). This will include curriculum design, organize village meetings, select FCS farmer participants, identify Community Resource Persons (CRPs), form Common Interest Groups (CIGs), conduct of FCS sessions, identify pilots to test adaptation measures, select field sites for pilots, prepare climate change adaptation plans, conduct field days, and disseminate project lessons and results. The PNGOs will back stop the CCACs in implementing these activities. The PNGOs will sign a MOU with the HU-level CCACs for effective implementation of project activities, monitoring, and development of annual work plans. 

 

Project Partnerís Meeting

Project Partner’s Meeting (PPM) provides a platform for all the stakeholders to come together and deliberate upon the status of the implementation, on a quarterly basis. Objective of the PPM are:

 

 

Project Monitoring and Evaluation

The SPACC Project uses the Results Based Management System (RBMS) to monitor the achievement of project results and objectives. A Project Monitoring System (PMS) is used to keep track of the project progress, of the approved work plan and budgets. PMS ensures that the project is well managed, implemented, within budget and on time to result in the expected outputs. Project Monitoring System is carried out using two tools viz., Physical Progress Monitoring System (PPMS) and Financial Progress Monitoring System (FPMS). Monthly Progress Reports of the Field/Support Units form the basis for PPMS, using MS Excel as platform of data management. Progress is reported against a detailed list of indicators and respective targets proposed in the Annual Work Plan and Budget (AWPB) 2011 documents. Financial Progress Monitoring is carried out mainly using Tally package.

 

General Communication

The SPACC Project uses a host of communication strategies to disseminate concepts of climate change, variability, projected impacts, viable adaptation practices, and ways of integrating Sustainable Land and Water Management (SLWM) practices with climate variability adaptation options; facilitate effective communication amongst project stakeholders; and monitor program progress.

The communication strategies can be broadly categorized as follows:

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