 Alright, good afternoon, good morning. You're joining us here for, I guess one of the first learning sessions that we've had on the principles for locally that adaptation, since they were launched at the kind of adaptation summit and first gets the first learning about the confession hosted in January. Anyway, to the session, and my name's Maric Sones, I'm a researcher in the International Institute for the Environment Development. I am just a student I'll just introduce and I'll come over to you. And I am, and one of the client finance leads at IID have been working on the local adaptation principles for the last couple of years. We're hosting this session with you all today, and we've got a fantastic session and a lot of speakers and lots of opportunities to interact so I'm really looking forward to getting going. But just a bit of the goals about the session today. So this is one of the second learning event as part of the principles for local adaptation. This session is really about improving the CBA communities, understanding and engagement with these eight principles to deepen your understanding and our own understanding of what group practice in them looks like, and to unpack what implementation may look like in practice and what the challenges may be. So our agenda today, we've got a mix of panel interviews to cover the first four principles today and we actually have a sister session tomorrow to cover the second four principles. So we're going to have the first two principles interviews, and I'll tell you through that who that is in a moment, followed by an opportunity to have a breakout session on one of those principles and then we'll have an interview panel with the principles three and four, and then we will have another breakout session be followed by some closing remarks from from Sheila Mattel. So just before we get cracking just to give everyone a bit of a recap of what these principles are. So the Global Commission adaptation actually launched a locally led action track, and a couple of years ago, over its year of action. And as part of that IID, WRI, ECADS, some of those international, BRAC international, along with many other organizations like the Foiro Commission and others collaborated to develop a set of eight principles for local adaptation to really to help guide what collectively we thought good adaptation practice to support locally led action put more power in the hands of local people look like to guide the adaptation community. Now, in real brief terms and in the session the whole point is to get deep in our understanding on the first four of those those on the left hand side. So quickly take me through what those are, they are about devolving decision making to the lowest appropriate level, so closer to communities placing more power in local communities, enterprises and civil society organizations, addressing the structural inequalities that prevent particularly excluded people from participating and abounding their role adaptation, whether that be tenure rights or rights to participate or power to participate, providing more patient predictable funding that can be more easily in local communities, local governments, local enterprise investing in the capabilities of these local organizations so they are sustainable and can facilitate adaptation effectively over time. The fifth to build a robust understanding of climate risk and uncertainty recognizing that climate change is incredibly uncertain we don't know how it's going to manifest in the in the years to come, but we need to support adaptation on the ground that can deal and maximize around this uncertainty, and particularly through flexible programming and learning that allows local communities to really thrive in doing different things learning from how that happens and not recognizing failure of different things to be necessarily bad. And seventh is ensuring transparency and accountability so that communities, local governments, local enterprises really know where the money's going, what adaptation they can affect and participate in, and be able to hold other actors accountable for their adaptation actions. And finally collaborative action investment recognizing we have a huge range of actors in play, whether it be public actors, civil society, private enterprise but also different types of finance overseas development systems, domestic finance, private finance, climate finance, and social system needs to work effectively together across different layers of governance across the whole of society to deliver adaptation effectively. So as I said, we're going to focus on the first four of these today, but basically we're in a real great time to have this session we've got 50 endorsements to these principles so far they've been growing steadily since the climate adaptation summit in January that was hosted by the Dutch government. And actually most recently the COP26 president the UK government which many of you may have engaged with so far actually supported these eight principles as a good framework for supporting adaptation on the ground at their climate and development at the end of March and the G7 which just finished last week actually noted the principles as part of their foreign development office to be the case a real political momentum rising and the usefulness of these principles we really this session is incredibly important for keeping that tangible discussion with local actors going. So as I said, is a critical part of the learning journey on these principles so the three events that we've identified in organizations those 50 organizations that have endorsed are committed to learning around. So the questioner the community based adaptations events which we're here at today and developing climate based so CBA and the community of those of you who are here today incredibly important for maintaining the learning around, around these principles. So just before I'm going to hand over to Sir Anjana Fupta from the Fuaro Commission is going to be chairing our panel discussion today with four fantastic guests. And we have on the first principle Sophie DeConnick from locale, Mia from the Yakima emergency unit of our commission member, Jamie Williams from Islamic Relief Worldwide and I anchor Granderson from Canary. And I'll let Sir Anjana introduce them more in a second but just before we kick off I saw a hand being raised I think Sheila may have had a comment to raise I just want to check if that's still wants to come in with that comment. No, I'm sorry I was just checking the reactions. No problem. Great. So reactions are working she does test of the reaction so please do use it. Yeah, just to say the hands up function. If you do want to come in you can use that hands up function. But just if you do have me as I said any technical issues. So I'm going to use a sitar of who's our tech wizard behind the scenes can help you. So if you want to drop a message to her during the session if you're having any issues, please feel free to do so. Okay, so I think I'm going to be handing over to Sir Anjana now I'm going to stop sharing my screen and let Sir Anjana pick up the next phase of the talk so to you Sir Anjana. Okay, hello everyone. And I'm really very pleased to be here today at this session that's going to talk about not just the eight principles but how people actually thinking about putting these eight principles for locally led adaptation to work. So we have four very different speakers who represent different institutions who have endorsed the principles for locally led adaptation. And I'm going to talk to them a little bit about how they interpret these principles. What they intend to do to put these principles into practice, and also some challenges that they might encounter on in their efforts to put these principles to work on the ground at the local level, or wherever it is that their institution actually works. So, without going into too many details I thought let's hear what the guests have to say, and let's start with Sophie Dekonic. She represents local. Hi Sophie, and you're with locale which is the UNCDF's local program and you're going to talk about the devolved decision making principle and tell us how you see your organization putting this principle to work. So if you first give us a couple of minutes on how you intend to put this principle to work, and then going to ask you a follow up question of what challenges you might face in doing so. Thank you. Thank you very much to Rangana for the question. So, first I'd like to clarify that locale is not a program of UNCDF maybe it was born like that 10 years ago but it's not anymore. It has evolved in what we understand or present as a mechanism or an instrument some partners might use as terminology. So the reason for that it's because it's outgrown the earlier work of UNCDF and in fact it provides a mechanism that is embedded in country that is particularly decentralization processes and structures and ensuring decision making power is de facto using those structures devolved to the local level so first to local governments, but from there working closely with communities, so that they can be equipped with tools and connected with both financial resources and capacity building in case to identify adaptation responses that meet their needs. So for that purpose the instrument is called performance based climate resilience grants and it's channeling finance to the local level. So, as it's using country systems it's not creating parallel project approach and it leads also to scalability so some of the earlier countries because we started this work 10 years ago, like Bhutan have scaled up to 100 local government over the years so it's a long term effort but that proved to be scalable. The principles also took to the assessment so here we work on one hand on self assessment, but also on third party neutral assessment that are called performance assessment that inform both capacity building but also the finance so we are talking about transparency accountability that is part of how it is deployed. So, in a nutshell that's what it is. It's now engaged with 28 countries essentially least developed countries 22 LDCs and six small island states. It's reached 100 million, which is a drop in the ocean but already still a decent amount to get started and hopefully go to scale over the years, the country's governance, and we provide support to the countries participating. Okay, let me stop you there but let me quickly ask you for one clarification on another question. What is this performance based thing what what are you actually evaluating and because that seems to be the uniqueness about this with this mechanism. Please help us understand that and also, what do you foresee as the challenges in moving forward what might you have to rethink in the way in which you're putting this principle on devolved decision making to work. So, effectively, the performance element provides so so local governments are assessed every year, against a range of pre agreed target indicators so at the time of setting up the system those target indicators are designed and agreed on, and they cut across for example, collection of meteorological data use of climate information mainstreaming into the plants, participation, very important element gender issues environment, and also the good execution of the finance so the local governments that score better in the next year a slightly bigger grants and related capacity building and vice versa so that creates this positive emulation amongst local governments to improve across a range of issues which is important to use the finance they get, but to change the operations more widely as well. Do you see yourself having to do anything differently in the next few years in order to advance this principle. Yeah, I think we committed to both last at the summit, the cast summit in January we committed to try and double at least the size of the initiative over the next years because more and more countries and partners and local governments are coming to ask to benefit from the mechanism so that's one practical commitment we've taken. We also committed to keep to to increase the understanding of the local dynamics and feed that into the mechanism so we're now working planning a review of the portfolio with the World Nations Institute to assess how it is contributing to the LLA principles or sell or a number of them so that learning will continue. And then we also work with countries so that they can directly access international climate funds like green climate so that we limit the number of intermediaries between those international climate funds and the local level. We work currently with 12 countries, and that's about 200 million dollars of portfolio moving, limited of course by the size of accreditation of these national entities. So we committed to continue working along that line towards enhanced direct access to scale up and help more people benefit from climate finance. Thank you very much Sophie, and I thought what was interesting there is that there seems to be a greater investment in more learning and feedback loops feeding back into the design of the process what I liked is the performance based indicators are worth looking at if you call on us should take a look at that and see what we can learn from there, and the flexibility and the resources and the capacities which you provide to local governments thank you very much. Sophie, and let's move on to the next panelist today. My name is Agnes or Mia. Mia works for Yakum emergency unit in Jogjakarta, Indonesia. They're a member of the viral commission. Hi, I don't see Mia on the screen there. Yes, I'm here. Hello, hi good afternoon Mia thank you for joining us. Mia, you're going to speak about the second principle on locally led adaptation, which focuses on addressing structural inequalities, and I'm looking at the underlying vulnerabilities and risks, which allow vulnerabilities to climb a change to persist over time things that have accumulated and risk that has accumulated for a long time because of various social and political and economic processes. So, now tell us how you as Yakum emergency unit interprets this principle, and what you're going to do to implement it. Thank you for the question and hello everyone so we are working with the rural community like the grassroots women groups and in traditional agricultural community like most women farmer group they do not have the privilege of owning the farm and land plot and that's why we need to have the privilege to empower them to do more like traditionally or conventionally access control and decision making in the traditional community belongs to generally with the man so we think that the first step we think about this principle is that we need to provide opportunity for grassroots women, especially to have access control and decision making of financial resources, like what we do is in the form of providing the opportunity to manage the community resilience fund. It's a strategy like to stimulate their action or initiatives in adaptation and second since many grassroots women groups also do not have legal entity, so there is need to empower them to have a capacity in financial management and accountability standards like like in the bookkeeping and how to be eligible so they can access funding from largest stakeholders and later, allow us also to share a short video from Warsi last year is one of the grassroots women groups that already has the best practices in strengthening her group so they have like a better position in the community so they can negotiate negotiate with the decision making in her village on how to access the programs from the government and also other stakeholders. Thank you, but before we go to Ibu Varsila's video. Let me ask you. What do you think what you described is the work that you're already doing, but in moving forward and expanding and strengthening and deepening this work, what do you think are some of the major challenges, which require you to think differently and to perhaps shift from strategies in empowering marginalized and poor women to drive adaptation processes. Yes, like we think that the committee racial fund strategy is a good and proven effective in encouraging them but they cannot do the action or initiatives alone so we need to have also linked with the local government and other stakeholders who hold the decision power so we like in our government we have the one and a half strike strategy where the government involves the non government actors in decision making, like for example in the development planning and other sexual issues, forums consultancy and others methods then we need it is important also to strengthen the local grassroots women and their groups also to build partnership with the government, both local and upper level so that they can sit together with them to have a dialogue like local to local dialogue as a way to give influence in the government and decision making that they made with other stakeholders, because by having the local to local dialogue the grassroots women will learn about the decision making process of the pathway even if they are not yet taking the the decision making by themselves but they know the root of the pathway on how to influence the decision making process and how to participate so they can voice their concern to the upper level. Okay, so basically saying that you're addressing structural inequalities the inequalities faced by women by putting more resources into their hands giving them the capacities to manage and control those resources and use them for local development and adaptation priorities and also giving them opportunities to learn about decision making processes and how to influence them. Thank you so much and let's now before we end your segment let's go and watch the video of Ibu Varsila who's a community leader from Indonesia. Thank you. So thanks so and thank you so much Mia and we're going to try and do a quick video now. I'm Varsila. Thank you. Good day. Thank you. Thank you. Thank you. Fantastic. So hopefully that worked for everyone and thank you Mia so much for introducing the the Faro Commission, the Yukama Emergency Trust and the video that was fantastic. So, moving on now we all have an opportunity for everyone to share their own thoughts on those first two principles. So we've heard some two examples from local and Yukama Emergency, how they're thinking about principle one development decision making and principle two around addressing structural inequalities. Now it's an opportunity for you to provide your input. So we've got two questions for the breakouts. What does implementation of this principle mean in practice for an endorsing organization or any organization. And what are the challenges to an institution in implementing this principle in practice so what does implementation actually look like actually delivering developed decision making or addressing structural inequalities and one of the challenges in the current system or for your organization for doing that. So I'm sure that was probably too tight a time to really, I'm sure there's some hopefully some great points raised I popped my head in. I think everyone's breakout group. So we're running a bit behind schedule. So, Mark, we still have people coming back. You can get it just around 30 seconds. No worries. So we're running. And so thank you everyone I popped my head in, in most breakout groups and everything seems to be going, some really detailed discussion. So we're running behind schedule. And so we're going to skip the plenary report back verbally. And but what we're going to do is, and I'm just going to ask everyone what we're going to do is something called a chat shower. So I'm just going to share my screen really really really quickly. And basically, all it simply is is I'm just going to go and ask you in a moment. I have about 20 seconds to have a have a little think about the answer to this question. So what you're going to do is a quick chat show a question about what was the biggest challenge that you heard in your group to operationalizing the principle that the public decision making to the lowest level to the most appropriate level, or to addressing structure and qualities what was the biggest challenge you thought and just to have a think about that not start the time in a second and basically what I want you to do is in 20 seconds time when I say go everyone to don't send it yet, but get ready to send it in the chat box and when I say go everyone to pop their comments in the chat box. Or if you click it too soon, no problem, but if you wait for 20 seconds, which I'm just starting out to have a think, and just to say, while you're having think about what the biggest challenge you thought for operationalizing the principle was, please do keep your Jamboard links if you did use a Jamboard, keep them open for the whole session you can add further thoughts and comments on the challenges or how to operationalize them throughout the session and after the session so we can keep those Jamboards for you to keep your ideas. So, is everyone ready, my colleagues do spirit fingers I'm not going to do that I'm not quite as good at doing that but I'm ready, steady, go to pop your idea in the chat box, so we've got coming out. Plenty of ideas popping in. Great, fantastic. We need to build a cup at the past of local organizations for shifting perceptions, the transparency is absolutely key definitional issues are really important into accept learning lack of understanding a participatory processes this is fantastic really really great. Thank you very much. Okay, so in the interest of time. We've now such a busy packed agenda we're now going to hand back to Surajana in a moment to take us through the final two panelists in our sessions. So. We first heard from me from Yakima emergency unit and Sophie did connect from local. So the next panel discussion before we go into breakouts again. This time hopefully all smoothing smoothly. We've got Jamie Williams from Islamic Relief, and he's going to talk about providing patient predictable funding and the challenges around that and we've got the Caribbean natural resources through INCF and investing in local capabilities to leave institutional legacy so I'm going to stop, stop sharing my screen and hand over to Surajana. Thanks Mike. And I am going to talk to Jamie Williams of Islamic Relief to talk about to find out more about what he thinks are some of the major concerns and challenges around providing patient and predictable funding to communities. For those of us who work with communities at the local level. This is a really critical issue, because most project funding provides money in a siloed lumpy short term way to communities. Most of these things are sort of starting to take shape and, you know, after three years communities are actually in a building capability and starting to move forward. Suddenly project funding ends, and their support, you know, is over they, they, they stuck and So the idea of doing work that is transformative and actually changes the lives of poor people requires patient funding, I think funding that is provided and from which funders learn and and stay and trust a process and stay with it over a period of time instead of asking for quick success and and the predictable nature has to do with a steady flow of funding that communities can expect to continue their work over a period of time and to test to innovate to scale up and so on. With that I'm going to ask Jamie Williams, what he thinks of this particular principle and patient and predictable funding and what his experience has been in trying to get patient and predictable funding to communities that Islamic Relief works with. Hi Jamie, maybe you can tell us a little bit about your experience in Islamic Relief on trying to get a longer term funding and what kinds of barriers you've come up against and meet yourself. That's always a good idea isn't it. Thank you so engine. I would really Islamic Relief we calculated in September last year that we were working in 20 countries on about 50 projects which climate adaptation related. So we've we've got very broad we, we, our whole model is working locally. We have a very particular in with a lot of hard to reach communities that we take advantage of. I think I just make it clear that our funding primarily comes from donors to our organization. So, essentially it's people putting their hands in their pockets and handing over the money, especially during Ramadan and the Eids to Islamic Relief in the United States in Germany in UK. And that's that's our source of funding so that might seem that it's quite easy to say it right we're going to have a long term funding I mean when we talk about patient when we talk about predictable. I would say, and I think it's generally accepted that that sort of a five to seven years span where the where the money needs to be available. So we put it to our donors. Yeah, we want to consistent funding. But it really doesn't. It's not easy at all. They need people are used to giving money they see that there's a disaster in in East Africa and they put their hands in their pockets and give to that disaster. And that's a sort of level that most of the people to give us money are at what we need to do is first of all develop products that we can sell to our donors that say right well you're committing yourself to a longer term thing we do have child sponsorship schemes, which are far more sophisticated than actually with that name that entire that naming, but we need to develop that into project work and have products like child sponsorship that we can sell to people, but also we need to educate we need our people, the people are giving and we need to know that we need this long term commitment because the communities that we work with, as you said Sir Angina need that consistency in order to make to have an effective intervention. That said, that we are in this rather rare refined state we're not looking to institutional donors but I guess that we're going to find a very similar answer possibly from other organizations that are more like bilateral funded multilateral funded. So what's been your experience in Bangladesh, for example, where you've had an opportunity to get slightly longer term funding and what have you learned from that. What we have in Bangladesh is a period of 25 years of funding more by let's say accident and design it wasn't set out in 1995 to be this is what we're going to this is what we're going to do but as it happens, the funding has been consistent. It's not that we've been working with individual communities but our model has been one of sustainability so we go back to communities we were working within the early 2000s and we find that the the institutions that we established that were established under our programs there are still maintained. And this system has been picked up by by bigger organizations UNDP for instance as being a model of work. But the effectiveness of it is entirely due to this consistency. It's been the commitment Islamic relief Bangladesh made in order to keep following project after project. It was an iterative process where we were learning we were learning and that learning was easily communicable to the communities that were doing the actual work. And we came up with a there is a model now of work in Bangladesh which is which is probably celebrated throughout the world so I think that that shows the strengths. I'm talking very generally and forgive me I'm I work with Islamic relief worldwide and I'm not, I'm not there in Bangladesh with the people who are most affected by by climate disaster. I feel that Islamic relief worldwide is an umbrella for a lot of people who are in that position who are themselves being empowered to make a difference to their ability to adapt and their ability to survive in those contexts. I'm a white bloke as you can see talking from UK but I hope that's what I have to say resonates, because you can draw on the experience of people in the field, not just in Bangladesh but throughout Asia and East Africa. Thank you so much Jamie I think the point you made about working with individual donors who are used to giving money for what are big visible emergencies is a very important point and I think many people who are working on more long term issues are struggling with that. I think it's it's also the case with many institutional donors and philanthropists that they prefer to provide funding for those kinds of more sort of short term visible things. So with that I'm going to close the segment with you thanks so much Jamie and let's go to our next guest. She is young younger grander son from Canary in the Caribbean. It's very early in the morning there that much I know. Hi, good morning. Good morning. You made it. And thank you for being with us today and I'm going to start by asking you to give us a couple of sentences that help us understand what canary does, and how do you interpret this principle number four that talks about investing in local capabilities in ways that leaves behind a legacy. So thanks to Ron Jana for the introduction and also thanks to the IID team for the opportunity to engage. Greetings to everybody from not so sunny Trinidad. For those of you who are not familiar with us, the Caribbean Natural Resources Institute or Canary for sure it is a regional nonprofit technical Institute that has worked for over 30 years across the Caribbean islands to promote stakeholder participation and stewardship of natural resources and the development of sustainable rural livelihoods with local communities resource users and partners from government and the private sector. So for us, in terms of principle four on investing in local capabilities. So we have been focusing on strengthening civil society organizations, including community based organizations and local resource user groups like Fisher for corporatives and associations and other local institutions like you know community level committees and village councils. So they can play a more significant role in designing and implementing adaptation and resilience actions, as well as in climate change advocacy and influencing policy over the longer term. And this is a specific area of focus on our new resilience program that I manage, which aims to build the resilience of local communities their livelihoods and the ecosystems they depend on to climate change and other disasters. And I think without strong and effectively run organizations, you know the efforts by community based organizations local resource users, etc, really can't be sustained or scaled up for impact. And so one of the some of the key areas that we've been looking at in terms of strengthening have been financial management for sustainability human resource management and succession planning, strategic planning, good governance, as well as partnership building. And so the one last thing I wanted to say is that we try to take a really multi-pronged approach to that strengthening, recognizing for example that one off training is absolutely not effective. And so we really look at doing both targeted training based on needs assessment, but also peer learning and exchanges to share experiences and lessons, small grants to really support learning by doing and pilot innovation, as well as coaching and mentoring with the organizations and we've really started these small grants and the one-on-one mentoring with a trained and experienced mentor over at least like one and a half to two years has been particularly effective for local organizations that we work with, including fisherfolk associations, etc. And so, you know, we've really been looking at establishing a regional network of mentors and training them up on how to really do that organizational strengthening properly, drawing on the lessons that we've learned over the last 10 years or more. So that sounds like something new that you're looking at doing this network of mentors that is going to stay with, you know, hand holding other people within the network over a period of time. Is there anything else, do you foresee any kind of challenges that are pushing you to rethink your capacity development strategies? Yeah, so I think one other area that's new for us is that we've been expanding our focus to looking at how we can strengthen local communities, small and micro enterprises, in addition to these local organizations and institutions, particularly those within the informal sector, recognizing that these are really critical for resilient local livelihoods, as well as resilient ecosystems, because many of them are natural resource-based. And they're an important pathway we see for the transition to a more inclusive, blue and green economy and resilient development. And so we've been piloting tools recently that we're going to try to scale up, and actually one of them showcased in the CBA-15 marketplace on climate-proofing and strengthening local green enterprises in the Caribbean, so people can check that out to see more about what we're doing. But I think in terms of the key challenges for our work on strengthening local organizations and now enterprises is that it really requires sustained efforts and commitment from both the target organizations and enterprises, but also their partners and funders. And in particular, we really need longer-term programmatic support. And this requires a shift not just from that project-based support that we typically see to programmatic support that's flexible and tailored to the needs of these different types of organizations and enterprises, but also a shift from a narrow focus on technical training and assistance to really supporting organizational capacity building and strengthening broadly and specifically. And we feel that we're really valuable as well for a lot of these organizations to have direct access to funding, to really empower them to direct their own development and work as well as to support them to better partner with government and private sector, particularly based on what I think Jamie just highlighted under principle three and that discussion around more patients and flexible sort of funding. Thank you, Anka. I think you said some really important things. A couple of things that stood out to me is just not just technical support for something narrow but broader organizational development, not just looking at a technical change in the way in which enterprise is undertaken, but shifting relationships and building partnerships with government and other actors. I think both those sort of point to the need to kind of broaden our approach, create more integrated approaches to supporting locally focused organizations to drive adaptation. So let me stop there and thank you very much and hand it back to Mark. Thank you very much, Sir Anjana. And thank you, I and Jamie. That was fantastic to provide again some brilliant ideas for the breakouts. Now, hopefully this time you all know what you're doing but just to quickly give you that overview again. We're going to do the same thing with going into two sets of breakouts. So you've got to decide on the breakout group again and ask, we're going to be asking again two questions, what does implementation of the principle look like in practice and one of the challenges. Now just a quick note to Rappato's, apparently I've made an error in the facilitation guidelines. Rappato's please go into the same breakout groups as you did last time, same breakout groups as you did last time, we're not changing it up. So these are the groups again. So for principle three, we've got three groups, A, B and C and principle four, A, B and C. And this is what it looked like last time so I've got it actually up. I take the screenshot to avoid the carnage is again this will pop up if it doesn't you click on the breakout icon at the bottom right and if not just message me all the resources pop out of state and we can pop you in a breakout group of your choice. So we've got around 20 to 25 minutes bit less because we're running slightly behind schedule. I'm going to stop sharing my screen and allow Larissa to open the breakout groups again. So if you'd like to do principle three you've got your first three groups to choose from principle four on investing in local capabilities to choose the last two, the last three groups. Hi everyone. Everyone starts to trickle in. Hopefully you had another really great discussion there. And the principle three and four. Great. All right, everyone's back from breakouts hopefully you had a really another rich discussion again I pop my head around in a few meetings and it was sounding really fantastic really. I'm really getting in especially the challenges of really operational is operationalizing these principles. So, again, we're just, we're really close to time now, and I want to leave enough time. And to allow a bit of comments potentially from Sheila, if she is able to. And but also to tell you a bit about tomorrow session and give you a bit of information about how you can continue to stay engaged in these principles. So we're going to do another chat shower and just to get everyone's kind of headline comments again on some of the challenges. But just before I do that I just want to emphasize that if you if you did manage to use the jam boards in your sessions. If you may keep those jam boards open. And if you maybe save the link to that jam board somewhere you can continue to access that jam board. So if you still have any ideas. And after the session, or even if you're joining the session tomorrow and you have ideas on the principles we covered today, you can continue to think about that whether that be ideas on implementing the principle if you've got some examples that really highlight that well, or some challenges, you can add that in so please do keep those jam board links and you can keep those ideas for me. So I did the previous question I'm just going to let me just pop up my previous slide that we had. So, just a quick chat shower given the time we've got very limited time left. Again, like last time, just give you 20 seconds to move over to so think about it type it into the chapter don't consent. What what was the biggest challenge you thought in operationalizing the principle that you were discussing what for you, whether it was either your thought or thought from another colleague in your breakout group. What was the real challenge that hit home to you about operationalizing either principle three on patient predictable funding or patient principle for in investing in local capabilities to leave institutional legacy. What was your real big challenge give a few more seconds to think, hold your, hold your, if your quick send don't worry but try and hold that for a few more seconds. Five more seconds. So, five, four, three, two, one, click enter click send see what ideas we've got coming in. I now can't see the chats I can't see it. There it is. So, we need to focus on monitoring progress and impacting local capabilities. So, recommendations from implementing from each constituency that's really great to recognize the difference the practicality of these principles are for different stakeholders in adaptation. And don't always patient that they need to do some learning from that. We need to influence their mindset. We need to change the narrative from aid, recognize that we're from charities or top down responses. Great, some great ideas that keep them coming in so that was fantastic. So just before I give you a bit more information about the next session so I just wondered if I want to hand over to and if Sheila tells we've got Sheila here who you may have met in a couple of groups. I think we'll also be speaking tomorrow. Sheila used to be a well, I guess still technically is the, the commissioner from the global commission adaptation particularly really helping the political support around the local action track, before the commission sunset so I just wanted to pass over to Sheila to add a few remarks on what she's heard today, particularly from the panel discussions but also in that in the breakout group you were in on on what are we hearing in terms of the ways to practically implement these first four principles and the challenges in doing so just to pass over to you Sheila for a couple of minutes. I think my first reflection is that we need to have many more of these discussions both within our own organizations and between all the different stakeholders who we believe have to change. But the more we think about it the more reactions we get about the changes we need to do amongst our own functioning our own asks our own ways of functioning. And the, the collective asks that we have off those institutions whose inability to change and move seems very difficult when we deal with them individually so that's the sense that I get and I think that, especially in championing the local adaptation. These breakthroughs are going to be very important and I think that what came out very strongly for me is that the extent to which we presently been able to utilize the accountability sort of national and international organizations. It does breach the sort of opaqueness of how choices of a timing types of resources going where have begun so our education being as grassroots organizations and intermediary organizations will only improve and then get enhanced as we learn to understand how they function what they do and begin to develop relationships with those institution people within those institutions, because institutions don't change us out of external barraging but also from internal changes that leadership brings in. But I also feel that all of us as intermediary institutions have to reflect on how we have been very reactive on our own rules, what we have accepted as aid and assistance even though we know it's dysfunctional. And how we've been caught in a trap of accepting things and actions and monitoring and evaluation systems that are not 365 degrees so we allow everybody to intrude into what we do. But we don't ask people to give us money to look at how they look at these things. So I'll just stop here but the, the, it would be fantastic to get all the shower that you have done to help me. But I feel that even in our work conference, there's going to be no silver bullet we just have to struggle through lots of things that lots of us have to do and I think the more people who joined this process and feel accountable to them. The more effective will be and basically it's going to be staying power. Can we track this year after year and and call duty bearers to be transparent about why they do what they do. Thank you. Thanks Sheila. That's fantastic. That's some fantastic to get some real food for especially given tomorrow we're going to be one of the principles we'll be talking about is is transparency and accountability and I can wrap up the session in just one second but just to give you a bit of information. And obviously you know with the CBA this year we have the slack channel and I have created a specific channel on the principles for that adaptation currently. There's four people in it. It's just from my ID. So I please invite all of you participate today to please join that and join the discussion and add some of the thoughts that you heard today, share some stories. And we also really do ask those who have endorsed the principles and we're going to do the same thing we're going to post our endorsement to the principles on that slack channel so people can have a look at it, provide comments even provide some critique on ourselves we do promote those who have endorsed please do the same. If you're looking for some examples of what the principles are and what they mean we did a collaborative paper that came out in January, which is on this but we'll share these slides I believe and we'll be consolidating all of these great notes your great inputs and I think it's really hugely for the for participating in the session and just to say before we finish, huge thank you obviously for Sheila for wrapping up with those comments, but also all our facilitators, Mr. Kaseke Ayesha, and Christina Barry, all our rapporteurs, and I'm sorry I can't, and I'm just not going to wrap up everyone's name but thank you for all the notes that you've been keeping. Thank you, Lisa for being the tech wizard in the background. Also, thank you for to Sam for doing all the organization so and thank you hugely and I'm just before I'm working on I'm just seeing I've got a hand raised from Jamie. So, can you just add the link that's on the screen. Yeah, add that to the chat. Yeah, I'll just have to stop sharing my screen. I'll add it to the chat right away before I finish the session. I'm going to do something because it's not as invisible at the moment the locally led adaptation channel I just jumped into slack. Okay. Cool, I will make sure I will investigate that it's all learning for me as well so if I can't use it, I don't think anyone else. People are the people are going to have a struggle accessing that so I obviously need to do some learning myself. So there's the slack channel link. I will pop the paper link in there and I will make sure that I follow with all of you who on the session about how to actually engage in that slack channel. So I'm making it actually transparent and engageable. So thank you very much for engaging and hopefully we'll see you tomorrow at the same time for the next four principles. So yeah, just one final thank you. And I'll end it there. Yeah, have a good, have a good lunch. If it's your lunchtime, have a good, hopefully have a nice evening or any other sessions that you're joining this afternoon UK time. Thanks very much.