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CLIMATE AND CLEAN AIR COALITION TO REDUCE SHORT-LIVED CLIMATE
POLLUTANTS
Achieving Full Potential of the Coalition
Background, Context, Issues and Way Forward
BACKGROUND
The Coalition was established in February 2012 as a voluntary international partnership for concrete
and substantial action to accelerate efforts to reduce short-lived climate pollutants (SLCPs) to protect
the environment and public health, promote food and energy security, and protect regional and global
climate.
The Coalition has made significant progress since its launch in February 2012. Its membership has
grown to include 20State and REIO Partnersand 16non-State Partners (as of 29 October 2012);
seveninitiatives have been launched; a governance structure has been established; a Scientific
Advisory Panel convened;commitments of $14 million from several Partners have been pledged; and a
series of successful high-profile events has been conducted.
A key challenge is now to ensure that the Coalition, as it matures and grows,maintains its momentum
andachieves its full potential to mitigate SLCPs at a globally relevant scale, while delivering tangible
benefits at the regional, national and local level.
Based on inputs from Partners, this paper highlights the Coalition’s specific characteristics and current
challenges and opportunities, and defines key areas for progress toward achieving its full potential. A
compilation of suggestions made by Partners for concrete, near term actions to support progress is
included in an annex. All Partners are encouraged to make additional suggestions and to identify those
activities they would be interested in leading on and/or undertaking.
THE NATURE, P URPOSEAND COMPARATIVE ADVANTAGES OF THE COALITION
To achieve its full potential, the Coalition should build on and take advantage of its specific nature,
purpose and comparative advantages. The Coalition is the first global effort to treat SLCPs as a
collective challenge. It is a voluntary multi-stakeholder partnership bringing together many diverse,
experienced, and influential governments, intergovernmental organizations, NGOs and representatives
of the civil society and business community. This uniqueness has helped the Coalition develop an
increasingly well-recognized brand.
The Coalition's primary strategy is to leverage high-level engagement and political will across its
diverse membership to deliver policies, know-how, investments and actions that will measurablyreduce
SLCPs around the world. Its initiatives will building on existing efforts andbebased on sound
scientificand policy analysis informed by experts working together across countries and
organizations.The Coalition is a Partner-led effort and its ultimate success will depend directly
on the interest and ability of all Coalition Partners to participate actively through dedicated
personnel, financial support and high-level political leadership.
By demonstrating the co-benefits of measures that mitigate climate change and improve local air quality
the Coalition has the potential to mobilize constituencies working at the global, regional, national and
local levels. It has the advantage of a light governance structure and can to tap into the institutional
capacity of other entities, such as international financial institutions, policymaking bodies and research
institutions.
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IMMEDIATECHALLENGES AND OPPORTUNITIES
Thus far, the Coalition hasfocused in its start-up phase on organizational and programmatic details. It
is now time to turn to more strategic considerations as to how it can achieve is full potential over the
longer term. Initiatives approved so far reflect a wide diversity of strategies that should provide the
Coalition with the opportunity to learn rapidly from successes and setbacks.
Feedback received so far from Coalition Partners suggests four key areas for progress in the near term:
1) scaling up existing initiatives, 2) scaling up Coalition’s activities in addition to initiatives, 3) fully
engaging existing and attracting new Partners and actors 4) scaling up access to financial resources.
Cutting across each of these four key areas, some general themes emerge that suggest the Coalition
should:

continue to focuson generating and leveraging high-level political commitment to the unique and
complementary role that action on SLCPs can play in generating global and local benefits;

focus onthose initiatives with the greatest demonstrable potential to reduce SLCP
emissions,including by defining and setting initiative-specific long-term goals and strategic
roadmaps,

explore the potential for developing new initiatives in SLCP sectors not covered under existing
initiatives while planning to phase out any initiatives that are not demonstrating potential;

invest in creating dedicated institutional capacity for those initiatives that are succeeding;

strengthen each initiative's potential to tackle structural challenges to progress including through
awareness raising, technology transfer, capacity building, and by addressing gender issues;

identify and encourage opportunities in addition to CCAC initiatives, for Coalition Partners to
demonstrate leadership by taking actions to address SLCPs;

encouragethe involvement inSLCP activities by key actors including multilateral development
banks, other financial institutions and businesses;

strengthen the Coalition's catalytic role in promoting the development and implementation of
policies and programs in both developed and developing countries at the domestic and
international levels;

continue to ensure that the Coalition’s actions build on sound science and underline the linkages
between sustainable development and SLCP reductions;

encourage all Partners to be fully engaged, including through financial support to the participation
of developing country Partners;

raise awareness of the Coalition and the SLCP issue among key stakeholders, including potential
large developing country and least developing country Partners and in key international fora such
as the G8 and G20;

secure and increase contributions to the Coalition's Trust Fund and develop a better shared
understanding of the role of these resources in scaling up the Coalition's potential;and

catalyzeincreasedpublic and private investment in SLCP reductions, including though national and
international development funding.
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ACHIEVING FULL POTENTIAL OF THE COALITION – KEY AREAS FOR PROGRESS
The following outlines key areas of progress for the Coalition to focus its efforts in the near-term. This
list and accompanying table draw upon suggestions from Partners to date. All Partners are encouraged
both to recommend additional suggestions and identify those they would be interested in leading on
and/or undertaking.
Goal 1: Scaleup Coalition’s initiatives
Expected accomplishments:
a. Integrate actions focused on leveraging political will into initiatives
b. Improve the Coalition’s capacity of to assess the mitigation reduction potential of
initiatives,identify targeted measurable long-term goals for each initiatives and demonstrate
emissions reductions over time, as well as to close down initiatives that are not delivering
c. Increase collaboration and coordination with existing efforts through initiatives
d. Strengthening of awareness raising, technology transfer and capacity building activities within
initiatives
e. Ensure initiatives are addressing gender issues
f. Strengthen organizational foundations of the initiatives to support scaled-up activities andscaled
up capacities dedicated to initiatives
g. Establishment of a framework to ensure strategic use of Trust Fund resources for scaled-up
activities and increase dedicated financing over time
Goal 2:Scale up Coalition’s action in addition to initiatives
Expected accomplishments:
a. Active high-level political leveraging by all Coalition Partners and SAP members as appropriate,
including through direct engagement with real-world decision-makers and involvement in high
level awareness raising and outreach activities
b. Strengthenthe catalytic role of the Coalition to promote the development and implementation of
policies and programs in both developed and developing countries
c. Ensure that Coalition’s actions build on sound science and underline linkages between health,
agriculture, energy and sustainable development and SLCPs
d. Engage with the media for promotion of the SLCP issue in traditional and new medias
Goal 3:Fully engage key Partners and actors
Expected accomplishments:
a. Active participation of all Partners in the Coalition initiatives and other activities, including
personal participation of high level representatives
b. Demonstrate action on SLCPs in Partners countries and organizations including full
interagency/inter-ministerial coordination domestically
c. Engagekey new Partners and actors in the Coalition, ensuring a balance of developed and
developing countries and geographic regions, and other relevant criteria
Goal 4: Scale up financial ambition
Expected accomplishments:
a. Identify projected funding needs and funding opportunities for the Coalition
b. Increase countries’ access to financing mechanisms
c. Mainstream SLCPs into national development funding
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d. Engage with the private sector and financial institutions including Partners’ Development
Agencies, Regional and Multilateral Development Banks, the GEF
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ANNEX
SPECIFIC RECOMMENDATIONS FROM PARTNERS FORACHIEVING THE FULL POTENTIAL OF THE COALITION
EXPECTED ACCOMPLISHMENT
SPECIFICRECOMMENDATIONS
Goal 1: Scale up the Coalition’s initiatives
 Update the Coalition’s initiative “template” to reinforce the central importance of scaling-up and leveraging political will.
 Avoid provision of funds to any initiatives or activities that do not seem likely to achieve substantial scale, or discontinuing
funding for those initiatives or activities are not achieving substantial scale.
a. Integration of actions focused on
leveraging political will into
initiatives
 Request initiative leads to update materials for the next Working Group and High-Level Assembly meetings to explicitly make
note of the efforts to scale-up and leverage high-level political will.
 Each initiative could be presented at the High Level Assembly and the presentation could include an overall vision, including
how to scale up from a project on SLCPs to a supporting policy framework.
 Ensure initiative leaders and technical experts have an opportunity to get an overall feel for the broader Coalition and the
possibility of tapping into broader Coalition resources and political will.
b. Improvement of the Coalition’s
capacity of to assess the mitigation
reduction potential of initiatives,
identify targeted measurable longterm goals for each initiatives and
demonstrate emissions reductions
over time, as well as to close down
initiatives that are not delivering
c. Increased collaboration and
coordination with existing efforts
through initiatives
d. Strengthened awareness raising,
technology transfer and capacity
building activities within initiatives
 Identification of targeted measurable long-term goals for each SLCP – within and across sectors and scale
 Identification of targeted easily communicable long term goals for each initiatives
 Continue development of tools to ensure adequate prediction of emission reductions as well as improved monitoring
 Encourage Lead Partners to develop terms of reference to guide Partner’s participation and strategic roadmaps to guide scaledup actions
 Encourage Partners to link Coalition initiatives with other relevant efforts in which they are involved and Coalition’s branding of
these efforts where relevant
 Request identification of an awareness and communication strategy as part of each initiative
 Promote technology transfer and capacity building programmes
 Ensure initiatives are addressing gender issues
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e. Ensure initiatives are addressing
gender issues
f. Strengthened organizational
foundations of the initiatives to
support scaled-up activities and
scaled up capacities dedicated to
initiatives


Encourage Partner countries to dedicate at staff to the Coalition, including one staff to coordinate efforts and technical and
expert staff to support Coalition initiatives
Fully operationalized the Secretariat, ideally with at least one dedicated person per initiative
g. Establishment of a framework to
ensure strategic use of Trust Fund
resources for scaled-up activities and
increase dedicated financing over
time
Goal 2:Scale up Coalition’s action in addition to initiatives
 Regular contact of ministers with real-world decision-makers, including business and financial institutions
a. Active high-level political
leveraging by all Coalition Partners
and SAP members as appropriate,
including through direct engagement
with real-world decision-makers and
involvement in high level awareness
raising and outreach activities
 Annually appoint a Coalition’s ambassador and regional ambassadors and/or establish a group of heads of state, or former heads
of state, to promote the Coalition’s work.
 Engage Ministers in Coalition’s events – e.g., launch of initiatives, workshops, and bilateral meetings
 Develop recommendations for Ministers involvement to be presented at the next HLA
 Promote and encourage specific meetings between high-level policy makers and members of the SAP
 Develop communication material showcasing high level support to the Coalition (e.g. video clip of each Partner minister and
organization, quotes document of presidents, ministers, Op-ed or “commitment” statement signed by top officials of the
Coalition).
 Launch a Coalition’s annual high profile award for companies/others to reward particularly noteworthy records on SLCPs.
b. Strengthening of the catalytic role of
the Coalition to promote the
development and implementation of
policies and programs in both
developed and developing countries
 Build up outreach to governments and other stakeholders in countries with significant emissions sources
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 Establish a mechanism for engaging scientists from developed and developing countries and support exchange of knowledge on
SLCPs within the scientific community
c. Ensure that Coalition’s actions build
on sound science and underline
linkages between health, agriculture,
energy and sustainable development
and SLCPs
 Get support from the SAP to identify key and up to date scientific messages and to engage the broader scientific community in
producing key information and figures tailored to a policy maker audience
 Develop messages focused on making the link between SLCP and sustainable development and relevant to major high profile
initiatives such as the MDGs, Sustainable Energy for All, etc.
 Develop annual plan identifying key high profile events in health, agriculture, energy and development for a for high level
representation of the Coalition.
 Produce a primer on SLCPs
d. Engagement with the media for
promotion of the SLCP issue in
traditional and new medias
 Fully implement the Coalition’s Outreach and Media Strategy, including by Partners taking ownership and leading specific
media outreach efforts
Goal 3: Fully engage key partners and actors
a. Active participation of all Partners in
the Coalitioninitiatives and other
activities, including participation of
high level representatives to
Coalition’s meetings and relevant
activities

Develop a tutorial system supported by Steering Committee members to facilitate new Partners integration, targeting Partners
focal points and high level representatives and a new comer kit including an updated “executive summary” document, as well
as concise, standard documents describing each initiative

Develop a longer term support mechanism to developing country Partners (e.g. twinning arrangements)

Establish a mechanism to support active participation of new Partners in initiatives in collaboration with initiative leads (e.g.,
create a specific “wish list” of ways they could scale-up or expand with additional support from Partners).

Organize relatively frequent HLA (especially at the beginning stages of the Coalition).

Request each Partner to nominate a communication focal point for the Coalition

Encourage non-state partners to provide the Coalition with a menu of services through which they can support Coalition
activities and SLCP activities within Partner countries
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b. Demonstrate action on SLCP in
Partners countries and organizations
including full interagency/interministerial coordination domestically
c. Engaging key new Partners and actors
in the Coalition, ensuring a balance of
developed and developing countries
and geographic regions, and other
relevant criteria

Create a “governance” subgroup among Partners to ensure mechanisms for country Partners to learn from each other on
successes and lessons learned.

Develop communication material on SLCPs for use by Partners to engage local NGOs and national media or specialized press.

Develop a SLCP seminar kit for use by Partners to raise awareness in their governments and organization.

Translate of all communication material, press releases, etc. in Spanish, French and Chinese.

Develop a Coalition Newsletter highlighting recent activities of the Coalition and the latest science, or a specific case study of
success.

Develop a capacity building program, analogous to the Montreal Protocol process.

Make the Coalition’s website a central depository of information on SLCPs and executable lessons learned (create a clearing
house of existing initiative and scientific publications, information-sharing platforms)

Develop mechanisms and tools for sharing information on SLCPs and executable lessons learned among Partners and with
others, (e.g. clearing house, information-sharing platforms).

Encourage Partner countries to dedicate at one staff to coordination on SLCP issues to support mainstreaming across
ministries

Compile and regularly update registry / list of all SLCP-related activities being undertaken by Partners and develop methods
for showcasing success and sharing information to media, other non- Partners, etc.(e.g. Partners profile on Coalition’s website)

Explore ways for Coalition’s branding of Partners’ activities on SLCPs
 Coordinate and strategize outreach efforts to key Partners, especially large developing countries and other key stakeholders like
the regional development banks.
 Develop and communicate a menu of opportunities and services offered by the Coalition to developing and developed Partners
countries to support outreach efforts.
 Strengthen relationships and synergies between the Coalition and other key organizations and efforts, such as the Arctic Council.
Goal 4: Scale up financial ambition
 Develop and implement a multi-year funding strategy
a. Identify projected funding needs and
 Encourage Partners to provide the Coalition with an idea of the funds they will commit to Coalition’s activities in the coming
funding opportunities for the Coalition
years
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b. Increase countries’ access to finance
mechanisms
c. Mainstream SLCPs into national
development funding
d. Engagement with the private sector
and financial institutions including
Partners Development Agencies,
Regional and Multilateral
Development Banks, the GEF
 Provide project development expertise to developing countries
 Utilize the Coalition’s finance initiative to focus on financial capacity building, perhaps through a “SWAT Team” mechanism
for deploying expertise where there is interest in developing a feasible project.
 Encourage developed country Partners to integrate SLCP considerations into their broader development funding
 Organize minister-level meetings with heads of financial institutions, companies CEO companies and other powerful
institutional actors, including at the domestic level, to get these leaders and entities to mainstream SLCP considerations in their
activities
 Establish partnership with the private sector and financial institutions (possibly one of the more achievable and important nearterm deliverables to show scaled-up, real-world impact from the Coalition).
 Give leading companies credit for their support to SLCP mitigation, including through aggressive use of media.
 Institute mechanisms for sharing lessons learned among financial institutions, perhaps through a workshop and/or informationsharing mechanisms and platforms.
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