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1、Catalysing Climate Action in Asia:Unlocking the Power of Philanthropic-Public-Private PartnershipsI N S I G H T R E P O R TN O V E M B E R 2 0 2 3In collaboration withPhilanthropy Asia AllianceContentsImages:Getty Images 2023 World Economic Forum.All rights reserved.No part of this publication may b

2、e reproduced or transmitted in any form or by any means,including photocopying and recording,or by any information storage and retrieval system.Disclaimer This document is published by the World Economic Forum as a contribution to a project,insight area or interaction.The findings,interpretations an

3、d conclusions expressed herein are a result of a collaborative process facilitated and endorsed by the World Economic Forum but whose results do not necessarily represent the views of the World Economic Forum,nor the entirety of its Members,Partners or other stakeholders.With contributions from Clim

4、ateWorks FoundationForewordExecutive summaryIntroduction:The state of affairs1 Setting the scene2 Where philanthropies want to go and how to get there3 The role of GAEA4 Identifying the challenges and gaps for PPPPs in Asia 4.1 Giving is not focused on climate and nature in Asia4.2 Lack of green tal

5、ent and competition among each“P”4.3 Lack of giving,data and talent is leading to a gap in bankable projects5 PPPPs driving opportunities and solutions in Asia5.1 PPPPs as an alliance builder and convener5.2 PPPPs as a capacity builder5.3 PPPPs as a driver towards dynamic innovation6 Success criteri

6、a for PPPPs6.1 Aligning systems thinking strategy and values6.2 Building win-win-win collaborations at scale6.3 Adopting innovative financing approaches6.4 Supporting people-centric capacity and capability building7 Case study examples:living out success criteria for a will-to-winLooking ahead:an in

7、vitation from the planetAppendixContributorsEndnotes35677 52526262733343940Catalysing Climate Action in Asia:Unlocking the Power of Philanthropic-Public-Private Partnerships2ForewordWe are facing a global climate crisis,and now is the time for transformative and collective acti

8、on.InAsia,the impact of climate change is particularly acute as temperatures are rising two times faster than the global average.This results in record heatwaves,extreme floods,wildfires and more frequent and severe storms.Addressing this challenge requires us to adopt a systems lens and holistic ap

9、proach to achieve nature-positive outcomes while ensuring better living for all.Philanthropy is a critical partner as it helps catalyse greater investment from the public and private sectors by being nimble and willing to take risks.With the growing interest among local philanthropy in the region to

10、 invest in climate,health and education solutions,this report is a useful resource showcasing the unique strength of philanthropic-public-private partnerships(PPPPs)to drive collective action for the benefit of people and the planet.It seeks to understand the gaps and opportunities for climate actio

11、n and learn from best practice examples.PPPPs can harness the power of policy,markets and finance,technology,as well as culture to co-create a sustainable and prosperous future across generations.In many instances,philanthropic giving plays a critical role in sowing the early seeds for positive chan

12、ge.There is no doubt that the multistakeholder value chain can drive impactful change as we collectively take steps to solve the climate challenges in Asia.This piece of work can be a catalyst for deeper involvement and collaboration of philanthropic,public and private partners to exchange knowledge

13、 and mobilize capital in a meaningful way.We need to capitalize on current learnings and pull stakeholders together to match the level of ambition and opportunity comingoutof Asia.Gim Huay Neo Managing Director,World Economic ForumSeok Hui Lim Chief Executive Officer,Philanthropy Asia AllianceHelen

14、Mountford President and Chief Executive Officer,ClimateWorks FoundationCatalysing Climate Action in Asia:Unlocking the Power of Philanthropic-Public-Private Partnerships November 2023Catalysing Climate Action in Asia:Unlocking the Power of Philanthropic-Public-Private Partnerships3ForewordWe are wit

15、nessing the reimagining of philanthropy.We expect to see a substantial increase in philanthropic capital in the coming decades,especially in Africa and Asia.Philanthropy has an enormous capacity to be an“accelerator”linking up entrepreneurs,start-ups and public sector organisations to“co-create”solu

16、tions to local and international social and environmental challenges.Alongside access,we need coordinated and strategic deployment of this capital to scale philanthropic impact.It is in the PPPP model that we find collaboration and collective responsibility to steer our societies towards a better an

17、d more equitable future for all.We must expand philanthropys role and use every opportunity to dismantle key barriers as we take practical steps to maximize the efficiency and effectiveness of strategic philanthropy.Across PPPPs,we can generate a multiplier effect on philanthropic impact,which the w

18、orld needs today,perhaps more than ever.Badr Jafar Chief Executive Officer,Crescent Enterprises,COP28 Special Representative for Business and PhilanthropyCatalysing Climate Action in Asia:Unlocking the Power of Philanthropic-Public-Private Partnerships4Executive summaryCountries in the Asia-Pacific

19、region are at risk of losing 35%of gross domestic product(GDP)by 2050 from the effects of climate change and natural hazards,effectively undoing over 30 years of efforts to reduce poverty,tackle food security and advance human development.These challenges must be addressed through supporting enhance

20、d climate resilience and adaptation,protecting and restoring nature,and rapidly reducing greenhousegasemissions.1 Increasing awareness is the first step,and beyond this,there is a need for financing support.Funding for climate and nature in Asia,however,remains insufficient due to the lack of awaren

21、ess and understanding of applicable implementable solutions to deal with these challenges.Coupled with the lack of structured data collection and measurable outcomes,as well as mismanagement of expectations on the time horizon of delivery,thechallenge is exacerbated.Over 50 actors from nine countrie

22、s were interviewed to gain greater insights,from global(with operations in Asia)and Asia-based philanthropists to the finance community,institutes focused on capacity building and convening,and universities.Toguidethe conversation,the report first articulates the challenges and opportunities surroun

23、ding philanthropic-public-private partnerships(PPPPs).It then identifies the core characteristics that successful partnerships share and sheds light on how stronger and better PPPPs can help deliver successful outcomes to resolve the climate and nature crisis through a series of case studies.What th

24、e findings have shown is that there is great hope.The conclusion is that greater involvement from the philanthropic community in the region and worldwide is essential for solving the climate and nature crisis.Within climate and nature philanthropy,funders are increasingly interestedinPPPPs.PPPP mode

25、ls are the building blocks for scale,and this brings about massive opportunities in the region.Asian philanthropic forces are growing substantially and can go further and faster through collective action.With PPPPs,there can be a focus on building capacity and capabilities and bringing together dive

26、rse actors to drive dynamicinnovation.Over the past 60 years,temperatures in the Asia-Pacific have increased faster than the global mean.Catalysing Climate Action in Asia:Unlocking the Power of Philanthropic-Public-Private Partnerships5Introduction:The state of affairsIn a major review of global cli

27、mate progress,the United Nations found that the global economy must urgently find ways to unlock and redirect trillions in financing to meet global investment needs for low-emission,climate-resilient development.3 The first global stocktake report also found that the world is not currently on track,

28、with too much public and private finance still underwriting harmful and high-emissions activities.On the philanthropic side,research by ClimateWorks Foundation reveals that giving to prevent climate change remains under 2%of global philanthropic giving annually.4 Even less of this funding addresses

29、climate issues specific to Asia.From 2017 to 2021,only 12%of foundation giving to prevent climate change focused on Asia.Bycomparison,30%of these same funds targeted the US and Canada,and 16%targeted Europe.This discrepancy in regional giving is particularly stark when viewed alongside the significa

30、nt need to protect and restore nature,decarbonize economies,and build climate resilience throughout Asia.Countries within the broader Asia region are projected to contribute approximately half of all global emissions reductions needed by 2050,with particularly significant reductions coming from the

31、power sector and industrial sector.Theneed to pursue these emissions reductions while also building regional resilience and adaption and pursuing rapid and equitable development pathways presents a complex challenge for policy-makers,investors,and philanthropists at the ready to support these transi

32、tions.Yet,there is an opportunity for change.Not only is Asia a region that has deep roots in philanthropy,but it is also a region that has,over the last four decades,grown faster than any other developing region.There is a growing interest in using philanthropy as a lever for innovation to drive pr

33、ogress on climate and nature.Trillions of dollars in financing are needed annually to reach net zero and secure a green economy by 2050.2Catalysing Climate Action in Asia:Unlocking the Power of Philanthropic-Public-Private Partnerships6Setting the scene1The report seeks to scan the horizon by survey

34、ing the priorities of climate and nature philanthropies.Catalysing Climate Action in Asia:Unlocking the Power of Philanthropic-Public-Private Partnerships7Nature:Includes work to protect and restore nature,as well as to decarbonize nature-based sectors,including food systems,oceans,forests and other

35、 natural systems.Adaptation and resilience:Includes work to limit the negative impacts of climate change by supporting societies,infrastructure and ecosystems to adapt to and be more resilient to current and future climate change.Energy:Includes both energy use decarbonizing end-use sectors of the e

36、conomy and energy supply transitioning energy supply away from fossil dependency.Multi-sector and other:Includes holistic strategies,work on super-pollutants and other strategies not captured elsewhere.Respondents could select multiple sectors and so may be counted across multiple categories.0481216

37、Nature16Adaptation and resilience16Energy15Multi-sector and other09Insights in this report emerge from a series of in-depth interviews and case studies,as well as a survey of philanthropies working on climate and nature causes within Asia.The survey represents the views of 24 respondents,including b

38、oth global and Asian philanthropy with nine of the philanthropies headquartered within Asia and 15 elsewhere,predominantly in the US and Europe.These organizations granted more than$3.7 billion last year,including at least$1.9 billion to climate and nature globally and$580 million to climate and nat

39、ure in Asia.Not all respondents were able to disclose funding amounts at this time,and therefore,this figure likely underrepresents total giving from this group.They work across a diversity of climate-and nature-related causes across all sub-regions within Asia and support the full spectrum of clima

40、te and nature solutions.Through questions focused on their current and future grant-making priorities,the state of climate philanthropy in Asia can be further understood.According to Figure 1,funders within climate philanthropy are relatively evenly focused across nature(67%of respondents work in na

41、ture),adaptation and resilience(67%),and energy(63%),including both decarbonizing end uses of energy(58%)and greening the energy supply(54%).More than a third(37%)of respondents work on multi-sector or other strategies.See Figure 3 for additional details on strategies within each of these sectors.Nu

42、mber of funders working in the sectorsFIGURE 1Source:ClimateWorks Foundation,Philanthropy Asia Alliance and the World Economic Forum,Climate and Nature Philanthropy in Asia Survey,2023.Catalysing Climate Action in Asia:Unlocking the Power of Philanthropic-Public-Private Partnerships802468101214Renew

43、able energyEnergy supplyEnergy useNatureAdaptation and resilienceMulti-sector14Fight dirty energy14Resilience in energy supply5Other4Industry13Buildings and built environment10Transport9Other9Food and agriculture decarbonization14Protect forests11Food and nature adaptation9Oceans9Conservation7Other1

44、1Community resilience9Infrastructure2Other4Holistic7Super-pollutants5Other sectors1Funders already working in a given sectorFunders considering expanding to this sector in the next five years292311Through the survey,respondents shared that the largest funding gap was

45、 in protecting and restoring nature.These areas were also found to be where funders were keen to expand their funding in the region.Respondents saw significant opportunities for conserving terrestrial and marine ecosystems,including through implementing the 30 x30 Global Biodiversity Target and cata

46、lytic philanthropic financing,as well as a strong call for resilient and sustainable agriculture.See Figure 2 for an overview of where survey respondents are currently working and sectors of interest for expansion.Number of funders working in the sectors:current and futureFIGURE 2Source:ClimateWorks

47、 Foundation,Philanthropy Asia Alliance and the World Economic Forum,Climate and Nature Philanthropy in Asia Survey,2023.Catalysing Climate Action in Asia:Unlocking the Power of Philanthropic-Public-Private Partnerships9Where philanthropies want to go and how to get there2The next generation of funde

48、rs is seeking to expand beyond more traditional philanthropic areas to more innovative funding mechanisms.Catalysing Climate Action in Asia:Unlocking the Power of Philanthropic-Public-Private Partnerships10There has been substantial growth in family offices across the region as the next generation o

49、f wealth owners look to be part of the solution for their future.5 As the intergenerational wealth transfer occurs,funders are increasingly expanding beyond traditional philanthropic areas and are exploring more innovative funding mechanisms,including support of climate and nature initiatives.There

50、is strong alignment behind climate and nature in the region by philanthropic funders and a growing interest in the sector.As shown in Figure 3,funders are working in countries throughout the region,with a relatively stronger focus on South-East Asia and large economies such as China and India.This r

51、eports research shows that there are entry points for climate and nature regardless of a funders starting point.Funders working on a range of areas including agriculture,economic development,health,livelihoods,data and technology,nutrition,women and girls,and education all recognized relevant strate

52、gies to fund within climate and nature.The survey conducted for this report showed a growing interest in expansion plans in the areas of adaptation and resilience,as well as nature-related programmes such as conservation.Number of funders working in geography:current and futureFIGURE 30369121518Indo

53、nesia18Philippines14South-East Asia General13China12Vietnam12India10South Korea10Japan10Singapore9Cambodia7Bangladesh6Asia Regional6Thailand5Australia5Malaysia4South Asia4Myanmar3Oceania3Pakistan3Lao Peoples Democratic Republic2Timor Leste1Funders already working in a given geographyFunders consider

54、ing expanding to this geography in the next five years9292625185442Source:ClimateWorks Foundation,Philanthropy Asia Alliance and the World Economic Forum,Climate and Nature Philanthropy in Asia Survey,2023.Catalysing Climate Action in Asia:Unlocking the Power of Philanthropic-P

55、ublic-Private Partnerships11There is a magnetism of philanthropy to attract capital,which is more nimble,agile,and tolerant to risk,to unlock even bigger sustainable funding sources.As ambition grows in Asia,the opportunity is now to strengthen philanthropys scope.PPPPs can come together to strategi

56、ze and fund,multiply money,and allow philanthropic funds to be the ignitor and the biggest return on the catalytic dollar.However,this ambition must be matched.The crucial first step is understanding the challenges and gaps,which vary by region.There is a need to do more than adapt the approach to t

57、he local context.The interviews conducted for this report reveal a consensus of a strong appetite and willingness to collaborate,kickstart convening and share knowledge across different regions.There is strong belief that climate and nature have the potential to unite civil society and the private a

58、nd public sectors to build a common agenda.Global,systemic,complex problems need this unification.This is undoubtedly where PPPPs can add value:through building consistency and oversight in a fragmented environment towards strong and effective collaboration.Philanthropy and businesses are looking at

59、 intersections across climate change,food,health and livelihoods to build resilience.Dasra,Indias leading strategic philanthropy foundation6This reports interviewees believe the role of PPPPs extends beyond pure financing to allow the creation of ignitor platforms.Especially in its early development

60、,these platforms can help unite people and capacity on the ground behind a strategic vision,key performance indicators(KPIs)and a roadmap to breakthrough for urgent climate and nature action.PPPPs are here to stay and will continue to grow.It is only through the partnership model across stakeholders

61、 that there can be progress at the scale and speed the world needs to see,especially when it comes to targeting the allocation of funds and enabling government action.The Rockefeller Foundation and theJohnD.and Catherine T.MacArthur Foundation,through the establishment of the Zero Gap Fund,have comm

62、itted$30 millionin catalytic investments.Asof 2022,this sum has,in turn,mobilizedmore than$795million in private capital for projects aimed at achieving the Sustainable Development Goals(SDGs),including forest restoration and climate adaptation projects.Source:The Rockefeller Foundation,Zero Gap Fun

63、d:Stateof the Portfolio,2022.Zero Gap FundBOX 1Catalysing Climate Action in Asia:Unlocking the Power of Philanthropic-Public-Private Partnerships12The role of GAEA3GAEA convenes across critical stakeholders of the value chain to drive ambitious climate and nature action through PPPPs.The World Econo

64、mic Forums Giving to Amplify Earth Action(GAEA)initiative convenes across critical stakeholders of the value chain,including investors,companies,think tanks and academics,the public sector,and philanthropy to drive ambitious climate and nature action through PPPPs.Together with Philanthropy Asia All

65、iance(PAA)and ClimateWorks Foundation,this report serves as a deep dive into Asia to better understand PPPPs in this critical and diverse region.The report evaluates what is and isnt effective regarding PPPPs to facilitate rapid learning and scaling.In this report,three methods of research are used:

66、quantitative data collection,interviews and case study examples.The research is clear:Asia is the region to watch.Asian actors can be a leader in the space,levelling up the playing field and giving the world a chance to solve this crisis with additional catalytic regional spending.It is hoped that t

67、his evidence-based report can be the multiplier effect to PPPPs to unlock even bigger sustainable funding sources through philanthropic capital and bring more philanthropists in.Through this research,it is observed that PPPPs are not only growing but are the flywheel of collaboration and acceleratio

68、n in the fight for climate and nature.Catalysing Climate Action in Asia:Unlocking the Power of Philanthropic-Public-Private Partnerships13Identifying the challenges and gaps for PPPPs in Asia4The fundamental challenge of any complex global problem is the lack of technical understanding and focus.Und

69、erstanding the challenges and gaps is the most crucial step to building better and more effective PPPPs.The main consensus among actors was not simply the lack of awareness of issues in climate and nature but that the area was seen as too technical and not well-understood.Coupled with the lack of ap

70、plicable implementable solutions,stakeholders may deprioritize this as an immediate urgent cross-cutting priority and shelve it as an isolated issue on the horizon.Additionally,a lack of structured data collection and measurable KPIs fuelled mismanagement of expectations around time horizons and the

71、 realistic impact that can be made in the short term,resulting in further reduced willingness to invest in the space.There is also a very clear message around the lack of giving,talent and data that gives rise to the challenge of building a business case backed by evidence for bankable,long-term,sus

72、tainable projects.Catalysing Climate Action in Asia:Unlocking the Power of Philanthropic-Public-Private Partnerships14Beyond the time factor on goals measurement,it is also hard to quantify and measure goals or KPIs,for instance,to account for carbon credits,palm oil yields and projections.Prospecti

73、ve projects need to answer challenging questions around how to get started,which geographical area to focus on,which project(s)to prioritize,which target audience(s)to focus on,what the roles and responsibilities of the stakeholders in solving the problem are and what realistic impact can be deliver

74、ed in the short term.The inability to do so contributes to a weakening of interest in supporting the space.Reaching climate and nature ambition starts with data disclosure and transparency to build trust.There is a huge knowledge and data gap,which Asia Philanthropy Circle(APC)cites as a need for da

75、ta to be seen as a public good.7 Better structured data collection and analysiscan support the understanding of the current status and where the contributions are being directed.This can inform the remaining gaps and the necessary actions to take.It is possible to learn from the accountability drive

76、 of other public and private stakeholders,which Dasra believes would help drive competition around data rankings and raise ambition levels on climate and nature.Some partners believe that there is strong appetite for a regional research hub looking at impact and solving the challenge of climate and

77、nature through philanthropy.However,to get this up and running,the right tools and processes need to be put in place towards the end goal of a successful data repository in Asia.First,a common language must be developed to bridge the gap.This involves a shared taxonomy and mutual understanding of th

78、e data and its practical use.Developing a public data tool across regions and sectors could be a strategic lever for change.Giving is not focused on climate and nature in Asia4.1Problems and solutions related to the lack of giving on climate and nature in AsiaFIGURE 4New funding collectives,for exam

79、ple UBS Optimus Foundation,are learning from one another to share data regionally and nationally against established frameworks such as the Task Force on Climate-Related Financial Disclosures(TCFD)and the Taskforce on Nature-related Financial Disclosures(TNFD)and co-invest to make a positive measura

80、ble impact.Source:UBS and UBS Optimus Foundation.Interview.Conducted by GAEA,6 April 2023.Platforms to learn from each otherBOX 2Problems:Hard to quantify and measure KPIsHuge knowledge and data gapData disclosure and transparency to build trustBetter structured data collection and analysisRegional

81、research hub looking at impactCommon language/taxonomy bridging the gapSolutions:Catalysing Climate Action in Asia:Unlocking the Power of Philanthropic-Public-Private Partnerships15Green talent is lacking in the region and globally.When“P”s act in isolation,there is competition between the sectors o

82、f collectively growing capability for the space.Recruiting and retaining talent in this field is challenging due to the highly technical skills required around research and accounting.Competitive salaries in the private sector are also seen as a drain on talent.These skill and technical gaps are hav

83、ing a knock-on effect on knowledge and hindering successful capability building.According to the National University of Singapore,there is a need to build a South-East Asia green talent pipeline.8 Instead of competing against each other for the already limited green talents,each“P”of PPPPs can work

84、collaboratively to bring together new talents,industry experts and policy-makers.The MAVA Foundation has set up a Leaders for Nature Academy,an intergenerational leadership programme focused on building skills and sector knowledge.9 There is strong cross-over between people and capacity building on

85、the ground.Most stakeholders interviewed saw the solution in convening and being more purposeful about coordination and capacity building to drive optimal outcomes.PPPPs are seen as the engine to drive this forward,ensuring the build phase is established through common objectives and shared language

86、.Lack of green talent and competition among each“P”4.2Problems and solutions related to the lack of green talentFIGURE 5Problems:Highly technical skills requiredLower salaries in the philanthropic and publicsectors compared to the private oneWork collaboratively to bring together new talents,industr

87、y experts and policy-makersEstablish common objectives and shared languageSolutions:Catalysing Climate Action in Asia:Unlocking the Power of Philanthropic-Public-Private Partnerships16Beyond the overall lack of funding in the region for climate,investors highlighted the challenge of securing investa

88、ble bankable projects.There was agreement that the region lacks both funding and the data necessary to guide investors to potential initiatives.This lack of“shovel-ready projects”is prominent in the context of cross-geography investment.It is not simply about perfecting the elemental parts of the pr

89、oject.Putting the right people in the same room together and connecting them is what gets the engines moving.It is essential to understand the challenges and gaps in the Asian setting to be able to develop appropriate responses to them.This will allow for increased confidence in tackling these clima

90、te and nature challenges and establish the role the“P”s can play in driving positive impact.There was consensus among the interviewees that support to identify concrete projects for funding would be beneficial.In particular,there is a need for clearer direction to show where philanthropy should focu

91、s and use its resources most effectively to unlock change.Lack of giving,data and talent is leading to a gap in bankable projects4.3Problems and solutions related to the gap in bankable projectsFIGURE 6Problems:Lack of funding and necessary data to guide investors to potential initiativesIdentify co

92、ncrete projects that need to be fundedIndicate where philanthropy should focus and use its resources most effectively to unlock changeSolutions:Catalysing Climate Action in Asia:Unlocking the Power of Philanthropic-Public-Private Partnerships17PPPPs driving opportunities and solutions in Asia5A sign

93、ificant group of funders are already working on public-private partnerships and philanthropic-public-private partnerships.Catalysing Climate Action in Asia:Unlocking the Power of Philanthropic-Public-Private Partnerships18PPPP models are the perfect building blocks to scale the challenges and gaps i

94、dentified into opportunities,as they use the combined strengths of each actor to scale existing institutions and partnerships.Nearly three-quarters of funders are also already working on PPPs and PPPPs.Number of funders using a given strategic approach:current and futureFIGURE 7A new survey conducte

95、d in July and August 2023 by the Asia Business Council on approaches to climate action shows that among those businesses contributing to climate philanthropy,the most common mode of philanthropic climate action selected was through partnerships with external charitable institutions working on climat

96、e,followed closely by philanthropy through corporate foundations.The results indicate substantial interest in climate partnerships and the potential to scale actions.Source:Asia Business Council,Survey on the approach of businesses to climate action,2023.All the solutions exist,we need to now operat

97、ionalize rather than develop something new.Clean Air Fund10Asia business perspectiveBOX 305101520Policy-based approaches22Technical assistanceand capacity building20Finance-based approaches18PPP and PP partnerships17Systems change/holistic16Movement building and mobilization13Unrestricted and core s

98、upport13Just transition-rooted approaches12Technology research,development and deployment11Other advocacy strategies10Legal strategies8Air quality-based approaches8Climate justice-rooted approaches7Other research6Other tactics1Funders already using a given strategic approachFunders considering expan

99、ding to this strategic approach in the next five years22202331113Source:ClimateWorks Foundation,Philanthropy Asia Alliance and the World Economic Forum,Climate and Nature Philanthropy in Asia Survey,2023.Catalysing Climate Action in Asia:Unlocking the Power of Philanthropic-Pub

100、lic-Private Partnerships19There are massive opportunities for scale in the region.There is a sense of willingness,ambition and openness to collaborate,innovate and progress.There is a desire to decarbonize a high-emitting region,transition to low carbon and renewables and a history of philanthropic

101、giving to nature preservation and conservation.There is excitement about partnering up and the role big philanthropy can play as a first mover.Based on the analysis,the following areas were identified as opportunities for successful partnerships.A unique strength of PPPPs is the ability to create sp

102、aces for actors to connect and collaborate to feed the need for information and bring diverse voices to the table.Where there is no clear structure and a limited system for consolidating the work of various entities,the need for an alliance builder and convener is even more crucial.PPPPs create the

103、opportunity to celebrate progress and showcase what is possible throughcollectiveaction.An example is the building of alliances with like-minded partners to facilitate information sharing and scale impact.Resilient Cities Network,a leading urban resilience network,is building resilience to climate c

104、hange across 40 countries,including 11 in Asia-Pacific,which face the greatest threat from climate change.In total,99 of the 100 most vulnerable and populous cities are in Asia-Pacific,and there are opportunities to deploy and scale nature-based solutions(NBS)to transform them.11,12 This network is

105、working on more than 4,000 projects around resilience and circularity to build safe and equitable cities.In addition,through collaboration with Temasek Foundation,it is investing in new technology and learning tools to bring NBS closer to communities,including children,by making schools in the Phili

106、ppines more climate resilient.Each city has somethingvaluableto share.From the research,there is also a clear focus on policy advocacy nearly always directed at governments as the top approach used by philanthropies to create change(see Figure 7).PPPPs can be the ignitor of radical collaboration wit

107、h governments.Supportive policy regimes with trust and cooperation on PPPPs can solve complex challenges like carbon markets.Engagement across multistakeholders and governments can create national action plans on oceans,as evidenced by the Biodiversity Beyond National Jurisdiction(BBNJ)Oceans treaty

108、 agreement for a South-East Asia blue economy governance framework.13 The Rockefeller Foundation shared the potential scaled impact that would be observed if philanthropy were successfully channelled into more direct climate action and organized coordinated activities backed by government support.14

109、 In resolving climate and nature challenges,companies face the collective action problem and cannot do it alone.The philanthropy ecosystem can drive collaboration in designing roadmaps across the public and private sectors and serve as a catalyst for policy advocacy.There is a need to build incentiv

110、es for each of the Ps through building a common agenda and motivation for the private sector to engage on climate and nature and then invite governments to have a seat at the table at the right time.Collective accountability can be created through a purposeful and shared design process.PPPPs as an a

111、lliance builder and convener5.1Catalysing Climate Action in Asia:Unlocking the Power of Philanthropic-Public-Private Partnerships20Through the survey,it was observed that technical assistance and capacity building are key tactics employed in dealing with climate and nature,as well as top areas that

112、philanthropies called out as needing more investment.It can be challenging working across Asian countries,as administrative and cultural norms can change drastically from one nation to another.Actors often dedicate a large amount of time to building up informal relationships with local administrativ

113、e partners before projects take off.Changes in administration and policy can also massively affect the execution of projects.PPPPs will allow the engagement of the appropriate actors to create the enabling policy environment through supporting capacity building on multiple fronts,such as by creating

114、 a shared language and plugging data gaps.With a clear mapping of the systemic data gaps,there can then be a collective effort to support the knowledge-sharing process across actors.This is under the assumption that a single P could already own some form of data to bridge understanding of the proble

115、m statement.A deeper comprehension of the requirements of the challenges at hand can encourage funders to make more informed decisions in identifying suitable areas for investment as well as provide them with clearer guidance on how to allocate their resources,thereby optimizing the impact of their

116、investments.This is essential to scaling operations.Research for this report revealed that half of those who currently engage in technical assistance and capacity-building efforts do not rely on partnership efforts.The ability to reach out to this segment to understand the reasons for the lack of en

117、gagement and how to support the adoption of PPPPs will be an immense opportunity that could scale impact.PPPPs as a capacity builder5.2Number of funders employing partnership models and how often they employ other strategic approachesFIGURE 805101520Policy-based approaches22Technical assistance andc

118、apacity building20Finance-based approaches16PPP and PP partnerships15Systems change/holistic approaches13Movement building andmobilization11Technology research,development and deployment10Unrestrcted and core support10Just transition-rooted approaches9Other advocacy strategies9Legal strategies8Air q

119、uality-based approaches7Other research6Climate justice-rooted approaches4Other tactics1Engages in 3P/2P partnership modelNot yet engaged576653423Source:ClimateWorks Foundation,Philanthropy Asia Alliance and the World Economic Forum,Climate and Nature Philanthropy in Asia Survey

120、,2023.Catalysing Climate Action in Asia:Unlocking the Power of Philanthropic-Public-Private Partnerships21In the PPPP model,there is the opportunity to build strategic partnerships to support reach and awareness through impact storytelling and roll out of successes regionally and globally.“Philanthr

121、opy starts and ends with people”,said Kwee Family Office,the philanthropic arm of the Pontiac Land Group.15 Given Asias diversity,the local context matters.Many foundations spoke about the need to keep“the end recipient”in mind,even as they create,implement,provide seed funding,monitor and mentor th

122、e community.Ultimately,the local community owns the project and must be empowered to drive sustainable long-term outcomes.The power of PPPPs is the ability to engage local people and non-governmental organizations on the ground for real-life read-outs in action to ensure a sense of reality check in

123、the implementation.For instance,the Oak Foundation is incorporating miners and indigenous people in the just transition of retiring coal.16 By involving local actors and beneficiaries,PPPPs can empower communities with the right skills,tools and knowledge to drive systemic changes and sustain the po

124、sitive benefits of projects.PPPPs bring together diverse actors to make use of their unique capabilities and strengths.According to Clime Capital,there is a need to build a new capital dynamic and risk-taking capability.17 There is massive investment potential in the region,but local expertise is es

125、sential to unlocking it.It is also key to move towards looking into innovative finance tools such as blended financing or refreshed platforms such as marketplaces.This heavily depends on the ability to build depth and local knowledge around capital structuring.Often,the philanthropic fund serves as

126、the initial investor and can act as the risk bearer to catalyse a project.The public sector provides credibility andstructure,while the private sector brings innovative technology and sustains the projects past theirinitial phase.An opportunity presented by PPPPs is to join research and investment:t

127、he National University of Singapore believes the solution lies in matching the research to projects to financing.By bringing academia and the private sector closer together,innovative solutions are co-created.There is an opportunity to change focus from pure research to operational research,collabor

128、ation and communication.Another area where partnerships can help is by assisting translational research to help drive innovation from lab to commercial use with meaningful action on climate and nature.PPPPs as a driver towards dynamic innovation5.3It is critical to galvanize the public,private and p

129、hilanthropic sectors to overcome the climate challenges that impact the most vulnerable communities,especially smallholder farmers.The philanthropic and private sectors have a pivotal role to play,taking on some of the financial risks of catalysing innovations and partnering with governments and oth

130、er stakeholders to help address these challenges at scale.Hari Menon,Director,South and Southeast Asia,Bill&Melinda Gates Foundation18Catalysing Climate Action in Asia:Unlocking the Power of Philanthropic-Public-Private Partnerships22The opportunity for measurement of co-benefits through PPPP:Throug

131、h PPPPs,actors across industries can collaborate to gain co-benefits of projects.Climate and health are,for example,intertwined.One cannot speak of the impacts of climate change without considering its intersection with health.This theme has been consistent at global convenings,with Wellcome Trust a

132、nd the World Health Organization(WHO)speaking about the benefits of climate in health projects at the Convention of Parties(COP).Synergos is also prioritizing the measurement and evaluation of collective action.UBS and UBS Optimus Foundations work is driving progress through research innovation,conv

133、ening and on-the-ground capacity building and implementation.Source:Wellcome,Julia Gillard speaks in Glasgow during COP26 Press release,6 November 2021;Synergos.Interview.Conducted by GAEA,6 April 2023;UBS and UBS Optimus Foundation.Interview.Conducted by GAEA,6April2023.As the worlds largest consum

134、er and producer of energy,the Asia-Pacific region is tackling 43%of total global emissions.Survey respondents saw the just energy transition in the region as a key opportunity to support growing South-East Asian economies in decarbonizing energy production,with a strong focus on expanding renewables

135、 and integrating them into the grid.Closing coal plants also has the added benefit of addressing temperature changes caused by carbon emissions in both industrial and residential areas.Cooling in a warming world is a priority that cuts across climate change and human health.Significant investments a

136、nd climate-resilient health systems supported by national policy and development are critical.These are just some examples of complex global problems that require both investment and philanthropic intervention with the ability to think and be incentivized by long-term impact.Philanthropy not only pr

137、ovides the upfront capital but also helps to quantify and monetize carbon emissions avoided from the early retirement of plants to help build a business case.This covers the positive impact that reduced carbon emissions have realized,such as the number of people getting access to health benefits and

138、 jobs created by renewable energy.This is a new way of thinking;PPPP models offer opportunities to drive the transition to low carbon,build scale and use climate and nature smart planning and financing.One example of this new thinking in action is Clime Capital,which,through PPPPs,has helped take st

139、akeholders on a journey to better understand the challenge of accelerating the low-carbon transition and how to intervene in long and complex supply chains across multiple regions.Clime Capital has been able to break through the early-stage gap in funding,especially in Vietnam,Indonesia and the Phil

140、ippines,by raising capital,building compelling business cases and increasing on-the-ground capacity and capabilities.In this research,several funders also mentioned the Just Energy Transition Partnership(JET-P),which offers bi-and multilateral financing to support the transition to clean energy.Two

141、of the four operational JET-Ps are in Asia(Indonesia and Vietnam,in addition to a third in South Africa and a just-announced JET-P for Senegal).These PPPPs are showing how actors across industries are collaborating to gain even greater co-benefits for projects and drive bigger systems action and imp

142、act.Source:Clime Capital.Interview.Conducted by GAEA,24April 2023.Collective action at the intersection of the Sustainable Development Goals(SDGs)The PPPP model in action:PPPPs as the scalable solution to the energy transitionBOX 4BOX 5Catalysing Climate Action in Asia:Unlocking the Power of Philant

143、hropic-Public-Private Partnerships23Success criteria for PPPPs6Complete synergy,synchronicity,trust and mutual respect are key to making the mechanics of a partnership flow.What are the ingredients for a successful PPPP model?How can partners be more than the sum of their parts?The language these st

144、akeholders are using,in terms of shared agendas and values with a common aim,is the core to breaking through.Common themes shared were around going beyond the self to ask,what value can be brought to partners?What innovations can be driven together to solve a problem?And how can the right people be

145、brought to the table so that they arrive with the appropriate motivations and a greater potential for impact?Through the collection and analysis of interviews and PPPP case studies shared by partners,four key characteristics of successful case studies were shared:1 Aligning systems thinking strategy

146、 and values 2 Building win-win-win collaborations at scale 3 Adopting innovative financing approaches4 People-centric capacity and capability building With these characteristics,PPPPs hit the sweet spot and drive better outcomes for businesses and communities.Synergy,synchronicity,trust and mutual r

147、espect make partnerships flow.It is hoped that these case studies can inspire and inform everyone to progress further and faster together.Catalysing Climate Action in Asia:Unlocking the Power of Philanthropic-Public-Private Partnerships24Bringing together multi-sector partners is complex and require

148、s strong alignment from the outset.Through active discussions,all partners need a common understanding and agreement on objectives,outputs and outcomes to be measured and tracked during the project.There must be intentional decisions taken on the structure,sequencing and staging of the project.This

149、requires strong leadership and clear agreement on roles and responsibilities.All partners can then channel their resources and efforts with a clear focus on the shared end goal.When partners understand the shared goals and motivations and co-create projects that help each other towards win-win-win o

150、utcomes,PPPPs can thrive.Building incentives for each“P”at different stages of the project development is important.Projects that achieve co-benefits across a shared agenda,for example,at the intersections between traditional silos,can better rally support from multi-sector partners who can see how

151、their combined partner objectives are being met.By working collaboratively to design,develop,implement and monitor progress,all parties can learn from each other and the project.Over time,if learning is shared,new projects can progress further and faster,building on learnings throughearlycollaborati

152、on.Aligning systems thinking strategy and valuesBuilding win-win-win collaborations at scale6.16.2Catalysing Climate Action in Asia:Unlocking the Power of Philanthropic-Public-Private Partnerships25Bringing together stakeholders from across the philanthropic,public and private sectors requires innov

153、ative ways to structure collaboration and new ways to build out mutually beneficial financing structures.Philanthropic capital may be convinced to come to de-risk projects as first loss capital where needed.However,since philanthropic funds are not unlimited,commercial capital from the private secto

154、r can be the next part of the capital stack when projects become bankable and commercially viable.Concurrently,the public sector can play an important leadership role to enable these collaborations to thrive and to scale impact at levels that neither of the other two sectors can achieve alone.Succes

155、sfully identifying,retaining and engaging talent requires a mindset of putting people at the centre of building PPPPs.This includes adopting tools for capacity building,such as using data to not only determine problem statements but also to develop tools to track and evaluate implementation outcomes

156、.There is also a need to build a community of talent to support this process.Strong stakeholder integration is essential across funders,project implementers and people on the ground who should be actively involved to drive successful outcomes for people and the planet.Strong stakeholder communicatio

157、ns help to educate,show results,raise voices and translate science into accessible actions.The best partnerships include efforts to engage communities at every turn,and with practical communication,stakeholders can operationalize and drive change.Adopting innovative financing approachesSupporting pe

158、ople-centric capacity and capability building6.36.4Catalysing Climate Action in Asia:Unlocking the Power of Philanthropic-Public-Private Partnerships26Case study examples:living out success criteria for a will-to-win7PPPPs adopt a new mindset around radical collaboration across the value chain:takin

159、g risk with added reward.PPPPs adopt a new mindset around radical collaboration across the entire value chain.They are about building belief,trust and value-added business cases for the investment of hard dollars,energy and time.It is about taking risk with added reward into unchartered territory.It

160、 is about building the bridge between the public and private sectors through philanthropy to show what finance models,engagement and measurement are possible.By showcasing successful case studies,it is hoped that this report can aid philanthropists,public entities,and private sectors in gaining new

161、perspectives and directing their resources more effectively towards nature and climate benefits.These examples are leading the way and showing philanthropists how to take tangible action to build a larger ecosystem that enables PPPPs to succeed,thus creating the positive loop of a favourable policy

162、environment,a data-sharing culture,and a focus on capability andcapacitybuilding.Catalysing Climate Action in Asia:Unlocking the Power of Philanthropic-Public-Private Partnerships27Overview:Rythu Sadhikara Samstha(RySS)is a state-owned organization for farmers empowerment set up by the Government of

163、 Andhra Pradesh(AP).Its mandate,since 2016,is to implement the AP Community-managed Natural Farming programme(APCNF),which is considered the largest agro-ecological programme in India in terms of farmers enrolment.This is driven by a strong science and research centre providing technical support,rig

164、orous annual monitoring and real-time data.The project drives climate-resilient,remunerative and sustainable farm livelihoods.The universalization approach of RySS ensures systemic changes in the villages and ensures the sustainability of practices and approaches.It takes three to five years for a f

165、armer to transform and eight to 10 years for a whole village to transform.Currently,630,000 farmers are enrolled in 3,730 villages across Andhra Pradesh.The programme works with more than 140,000 women self-help groups and their more than 5,000 federations in villages to steer the programme further.

166、The goal is to reach six million farmers and six million hectares of cultivable land under natural farming by 2031.Actions,outcomes and impacts:The transformation to natural farming has helped reduce cultivation costs,significantly increased crop yields between 25%and 43%for crops(such as paddy,grou

167、ndnut and red gram),created sustainable sources of income for farmers,produced nutrient-dense food,and improved soil health and biodiversity to enhance resilience to extreme weather events.Farmers also reported a strong sense of economic empowerment and dignity of labour.The PPPP has allowed the gov

168、ernment to scale up natural farming initiatives,providing legitimacy and enabling convergence with other associated and non-governmentagencies.Seeing the inspiring work in Andhra Pradesh,many states have also approached RySS for technical support.The work has grown to support Madhya Pradesh,Rajastha

169、n,Meghalaya and Odisha,and international entities are looking to adopt the APCNF model.RySS has also been declared as the national support organization to provide support to other states for grounding natural farming.Key PPPP success criteria and learnings:Aligning systems thinking strategy and valu

170、es:The universalization approach of RySS ensures systemic changes in the villages and the sustainability of practices.These clear long-term objectives are supported by strong and credible leadership.Designated roles and responsibilities across the value chain from village level to state level are ve

171、ry clear so there is alignment on what each team needs to focus on.Building win-win-win collaborations at scale:Take-up rates show marginalized and vulnerable groups such as scheduled castes,scheduled tribes,landless tenants,marginal farmers and especially women have higher participation rates among

172、 natural farming interventions over conventional chemical-based agriculture.Through training and experience,trainers emerge from the same village,which builds scale.Digital platforms such as YouTube and WhatsApp are also used to ensure connectivity in the field,information dissemination and query re

173、solution along with facilitating discussions.Credible leadership has helped in manoeuvring the project at the central and state government levels.Partnership through state government support has helped,as has national and international partnership support.Adopting innovative financing approaches:As

174、a government programme,the funding comes from centrally sponsored schemes.Government funding ensured the agriculture department onboarding.This secured funding from the Azim Premji Philanthropic initiative of 100 crores in 2016-17.This catalytic funding supported innovations,technical support,strate

175、gy,leadership,partnerships and research.Support from the Azim Premji Foundation was crucial to unlock other sources of centrally sponsored schemes for programme implementation around further technical support and the integration of professionals,communities and departments to work in partnership.Sup

176、porting people-centric capacity and capability building:RySS ensures cross-learning for best on-the-ground practices and hands-on training in key practices and through case studies.The apprenticeship model,coupled with the methodology of learning by doing and teaching by doing,makes the RySS system

177、of knowledge creation and dissemination very effective and uses up to 86%of the programmes funds towards capacity development and institution building.In addition,beyond clear data collection and robust ICT tools by the field team to monitor progress,third-party evaluations are put in place to condu

178、ct impact assessments.Regarding capability building,a talent pipeline has been developed with more than 10,000 farmers,and there are specific programmes to develop young farmers and interns who go on to work in government and research areas.In Andhra Pradesh,almost 90%of women in rural areas are org

179、anized into self-help groups that mobilize,plan,track and are accountable.This drives inclusivity and empowerment.Federations managed by a transformation team are supported by specialists in ICT,health and nutrition,marketing and value chains to build additional capacity.RySS makes use of around 58%

180、of its women field staff to disseminate knowledge and champion farmers as agents of change.CASE STUDY 1Andhra Pradesh community-managed natural farmingPartnersPhilanthropyAzim Premji Foundation,co-impactPublicRythu Sadhikara Samstha(RySS),Andhra Pradesh State Government;Government of India Schemes f

181、or Promoting Natural FarmingPrivateKfW Bank,GermanyCatalysing Climate Action in Asia:Unlocking the Power of Philanthropic-Public-Private Partnerships28Overview:Wildfowl and Wetland Trust(WWT)have a long history in environmental conservation and are experts in wetland restoration and engagement.They

182、have worked for over 10 years in the Anlung Pring protected landscape to build climate-resilient sustainable agriculture to improve livelihoods and biodiversity habitat quality.To mitigate the impact of a changing climate and rapid development that the Mekong Delta is currently experiencing,the team

183、 worked with the International Union for Conservation of Nature(IUCN)and local communities to conduct climate change vulnerability assessments and mitigation plans,which helped prepare communities for the future.The development of the advisory report also helped to align all environmentally sensitiv

184、e agriculture projects in the area,building on a value chain analysis to link communities to high-value markets.It was crucial to gain buy-in from the farmers as most of them were struggling in their communities to make ends meet,and one failed crop would have significant implications for them and t

185、heir families.Actions,outcomes and impacts All rice producer members have agreed to follow farming contracts around the prohibition of hunting or trading wildlife,encroachment and land expansion in the restricted areas,as well as to prevent illegal fishing or overuse of chemicals affecting habitats

186、of wild birds and fish production.Farmers underwent training to allow the scale-up of knowledge and capability building.Beyond this,the key measurable impact was the reduction of chemical fertilizer used by 150 farmers in rice production by 15%,as well as the introduction of drought-tolerant,biodive

187、rsity-friendly red jasmine rice over 150 hectares.Key PPPP success criteria and learningsAligning systems thinking strategy and values:There was a clear process of project design where multistakeholder workshops were held to understand needs and identify what success looks like for everyone.Once agr

188、eed upon,the team looked at the barriers to success and developed strategies to overcome them.At the start of each project,detailed workplans for all parties were established,including an activity summary,budget,detailed log frame,project timeline with key objectives and outputs.Building win-win-win

189、 collaborations at scale:Communication is key.Weekly meetings were held between the project manager and field teams to track progress,alongside monthly workplan meetings to review progress and plan activities and logistics.The field teams of all the different partners joined each others field work t

190、o promote cross-organizational support and understanding.At Anlung Pring,it was necessary to also build trust with the farmers and give them the opportunity to pilot the sustainable agriculture approach to build confidence in the project,which directly affected their livelihoods.Once there was wides

191、pread farmer support,the only constraint to scaling was funding.The identification of a local partner with proven success in this field was key.Adopting innovative financing approaches:Philanthropic funding has created the platform to allow engagement with communities,build trust,trial approaches an

192、d develop market-based mechanisms for transitions to more sustainable approaches.Moving forward,the plan is to sustain favourable market conditions for the farmers,such that they choose to continue producing climate-resilient sustainable rice.As the project is scaled and more rice is produced,local

193、farmers can also better justify transport costs.There will then be opportunities to scale sustainable agriculture in other areas in the Cambodian Mekong Delta.A lesson learnt for future projects is to build in increased market-based support costs in the early years of funding.Supporting people-centr

194、ic capacity and capability building:The project was designed to support capacity building and ensure that local farmers have the resources and knowledge to sustain practices and be successful in the future.This is done through active training,in-the-field support and follow-up sessions with farmers.

195、The partnership also includes an environmental education programme at schools around Anlung Pring.There is an ongoing internal capacity-building programme among local project staff to ensure technical knowledge about all elements of the projects,critically appraise ideas and find solutions to overco

196、me barriers.CASE STUDY 2Building climate-resilient sustainable agriculture to support biodiversity habitatsPartnersPhilanthropyWildfowl and Wetland Trust,CambodiaPublicLocal government organizations in CambodiaPrivateMandai Nature InternationalCatalysing Climate Action in Asia:Unlocking the Power of

197、 Philanthropic-Public-Private Partnerships29Overview:Despite good air quality monitoring coverage,air quality enforcement officers in Cangzhou(China)were not equipped with the methodology to identify pollution hotspots and take measures correspondingly.Through a partnership with the Environmental De

198、fense Fund(EDF),the Beijing Huanding Environmental Big Data Institute and the municipality,the full potential of the citys air quality monitoring system was unlocked by supporting enforcement officers to use smart tech and methodology.The team built a new tool to map air quality across the city.It“f

199、ills in the gaps”between fixed government monitoring stations using mobile instruments fitted to 50 taxis covering an average of 5,000 kilometres(km)per day and taking a measurement every 3 seconds.The result is a hyperlocal real-time view of air quality across the city to identify pollution hotspot

200、s,which is then passed on to enforcement officers through a user-friendly app to follow up on.The PPPP model has enabled the team to go faster in producing outcomes while keeping people at the heart of improving lives.Chinas Ministry of Ecology and Environment remarked that the Cangzhou Pilot has ef

201、fectively promoted the improvement of regional air quality and accumulated experience for the comprehensive promotion of the hotspot grid management system in the Beijing-Tianjin-Hebei region and its surrounding areas.This project could be scaled toother cities.Actions,outcomes and impacts:In three

202、months from September 2020,more than 1,300 pollution hotspots were identified from traffic,construction,restaurant,industry and other domestic sources.Field inspections located an emitting source in more than 60%of the areas in proximity to hotspots.That is compared to a 6-7%detection rate of the re

203、gular random inspection,making this approach potentially much more efficient in identifying pollution hotspots.The pilot project was endorsed by Chinese officials and experts and informed broader government air quality management strategies.It also demonstrates the potential of hyperlocal air qualit

204、y monitoring tools in supporting targeted air quality enforcement,serving as a model to help other cities in China and around the world in reducing air pollution.Key PPPP success criteria and learnings:Aligning systems thinking strategy and values:During the project development,stakeholders were ali

205、gned on joint initiatives through collaboration,communication and shared goals.Responsibilities were delegated to stakeholders based on their expertise,capabilities and areasofinfluence.Therewere regular facilitated communication and engagement platforms such as stakeholder meetings,site visits,work

206、shops and consultations.This provided opportunities for stakeholders to share their perspectives and exchange ideas.It created a collaborative environment where all stakeholders had a voice in shaping the project and aligning efforts towards success.Building win-win-win collaborations at scale:The p

207、roject consortium played a crucial role in project management and coordination to build at scale.The Government of Cangzhou provided support and collaboration regarding local governance and necessary infrastructure.This was a pilot to demonstrate the effectiveness of hyperlocal monitoring technologi

208、es in improving air policy enforcement efficiency,and it was designed to be replicable.Experiences and lessons learned have been shared with other cities facing similar air pollution challenges.Scaling could be done by developing a comprehensive strategy,which would include securing additional fundi

209、ng and engaging more stakeholders and government entities to promote the replication of the hotspot identification algorithms and enforcement procedures in other Chinese cities.Adopting innovative financing approaches:This is a form of innovative financing from the Clean Air Fund,CIFF and other EDF

210、donors.Traditional funding sources,such as government grants from Cangzhou,supported local enforcement activities.At the same time,PPPPs helped secure necessary resources,such as the research and development of hyperlocal monitoring methods for the project,which might not be feasible through traditi

211、onal funding sources alone.Philanthropic funding was catalytic in providing not only financial support but also expertise,networks and guidance.This involvement helped mobilize additional resources,attract other funders and raise awareness about the projects objectives.The project was able to take a

212、 long-term view and paved the way for broader engagement and investment from other stakeholders.Supporting people-centric capacity and capability building:The project was delivered by a consortium convened by EDF China.Members were selected based on their expertise and experience.To facilitate capac

213、ity building,training programmes,workshops and knowledge-sharing sessions were conducted to enhance the skills and knowledge of local governmental officials.Knowledge levels,professional abilities and cultural backgrounds varied widely,and when working with officials,it was important to respect cult

214、ural heritage,knowledge systems and working habits.The team engaged in meaningful consultation and collaboration with them to understand their specific needs,aspirations and concerns,which drove engagement andempowerment.CASE STUDY 3Cutting air pollutants using innovative technology and tools for im

215、pactPartnersPhilanthropyClean Air Fund,Environmental Defense Fund(EDF),Childrens Investment Fund Foundation(CIFF)PublicCangzhou City GovernmentPrivateBeijing Huanding Environmental Big Data Institute,SUSTech Engineering Innovation Centre,Nova TechnologyCatalysing Climate Action in Asia:Unlocking the

216、 Power of Philanthropic-Public-Private Partnerships30Overview:Most of the agricultural sectors in Indonesia are rain-fed.Access to irrigation facilities is limited to only 30 percent of Indonesias total agricultural land area.The sector is vulnerable to climate change due to reduced availability of

217、groundwater,changes in rainfall patterns,increasing frequency of floods and droughts,as well as increasing plant pest disturbances.These effects of climate change will increasingly reduce food security and have downstream socioeconomic impacts.Desa Tani is an economic empowerment programme for horti

218、cultural farmers in Lembang,West Bandung.The beneficiaries are low-income farmers(non-landowners).The Desa Tani programme intervenes both on-and off-farm.The on-farm interventions focus on increasing crop yields,both by improving quality and quantity,through the introduction of smart farming technol

219、ogy.This makes it more efficient(by introducing time savings)and effective(by making processes easier)for farmers.For instance,there is soil scanning technology,data management,GPS access and online plant maintenance activities,such as watering plants and cooling greenhouses automatically.The off-fa

220、rm interventions focus on strengthening the market network where beneficiaries received assistance in carrying out product packaging and branding according to the quality of the product.This allowed farmers to enter new and premium markets,while maintaining a presence in traditional markets.Actions,

221、outcomes and impacts:Based on research results,the introduction of smart farming technology increased crop productivity.During the harvest period,each tree produced 5 kilograms(kg)of tomatoes with higher quality grades,in comparison to 3kg of tomatoes per tree using conventional methods.The workforc

222、e of agricultural labourers also benefitted from this project by not just receiving higher income of 30%,but also getting access to capital to manage their own land.In addition,farmers became well-equipped with vegetable cultivationtechniques.Key PPPP success criteria and learnings:Aligning systems

223、thinking strategy and values:To facilitate stakeholder alignment on coordinated activities,all partners agreed on the strategy,objectives and resourcing required to deliver on it.The roles were clearly defined based on the partners strengths and competencies.Building win-win-win collaborations at sc

224、ale:The Desa Tani has grown year-on-year,starting as a pilot project in 2019.The increase seen is in both number of beneficiaries and the amount of managed land.To prevent oversupply,the scale of managed land is modified and determined based on market demand.Scale has been achieved by building local

225、 farmer expertise in collaboration with local leaders.Corporate and individual donors have acted as supply sources.University research and technology has also formed a strong base for programme development to scale.Adopting innovative financing approaches:The project funds were provided by Dompet Dh

226、uafa with a revolving fund scheme managed by Agronative Cooperative.Capital loans were given by the cooperative to farmers in the form of infrastructure to support agricultural production.Philanthropic capital has been a catalyst for further funding from business,thus providing more practical suppor

227、t and mentoring.Dompet Dhuafa also created a cooperative to serve as a forum for farmers.Agronative has increased the number of stakeholders involved in collaboration based on trust within the farmer community.This has resulted in universities,other third-party businesses and governmental entities j

228、oining the cooperative.Supporting people-centric capacity and capability building:Through the programme,farmers have managed to upskill significantly and build the knowledge base,such as in intervention in crop disease control.The success of the project also hinged on the identification of the right

229、 people to empower the community(i.e.respected local leadership).This attracted support from other farmers in the community to work towards a shared goal.The team identified that future projects should focus on the management of local institutional governance in addition to the technical components

230、of agricultural cultivation.Additionally,local leaders should be equipped to create financial reports,control institutional cash flow and create business development plans.CASE STUDY 4Improving the adaptive capability of farmers through smart agriculturePartnersPhilanthropyDompet Dhuafa(member of Fi

231、lantropi Indonesia)PublicKementerian Coordinator Bidang PerekonomianPrivateHabibie Garden,BPR Syariah HIK Parahyangan,PT Perkebunan Nusantara VIII,Bank IndonesiaCatalysing Climate Action in Asia:Unlocking the Power of Philanthropic-Public-Private Partnerships31Overview:There is an urgent need to sup

232、port the market in the Philippines to develop new and significant renewable resources and improve the affordability,flexibility and resilience of the national power grid.Currently,wind power makes up a small but growing proportion of the energy system in the Philippines.There is significant potentia

233、l to expand the generation of wind power,especially offshore,where wind farms generate more power because of higher wind speeds.In August 2022,through an effort conceived and organized by the low-carbon transition investor Clime Capital,Aboitiz Power Corporation(a key player in the Philippines energ

234、y industry)launched in partnership with RMI a feasibility study to develop up to 3 gigawatts(GW)of offshore wind projects in the Philippines.The United States Trade and Development Agency(USTDA)supports the feasibility study and aims to advance existing research on offshore wind power.Actions,outcom

235、es and impacts:The top 19 sites were identified based on wind resource potential.They were evaluated and ranked based on bathymetry,distance to interconnection points and distance to possible ports by a technical working group.From the original 19 sites,AboitizPower selected six sites for further re

236、search.The funding assisted in the detailed assessment of the six sites.The detailed studies included the identification of conflicts from any protected marine areas and ongoing community economic activity(fishing,tourism,etc.).The funding also supported initial engagement with local regulatory bodi

237、es and government units to further the teams understanding of existing and lacking regulations and permitting processes for offshore wind.The studies will guide the team in filtering sites ineligible due to potential environmental and social concerns.The philanthropic funding from Tara was provided

238、to RMI with a mandate that the study of the unselected sites will be shared publicly so that the information is available to all related stakeholders keen on advancing offshore wind in the Philippines.The study that will be shared publicly includes a review of the national offshore wind regulatory l

239、andscape,wind resources,water depth,available transmission capacity,distance to interconnection points,distance to ports,and environmental and community impact analysis of three specific geographic areas.Key PPPP success criteria and learnings:Aligning systems thinking strategy and values:Strong pub

240、lic and private stakeholders alignment with a joint agreement and focus on outcomes.There was strong accountability on milestones.Most importantly,Tara and the team commit to sharing the data for the unselected sites publicly for transparency and to inform about future offshore wind development in t

241、he Philippines.Building win-win-win collaborations at scale:Taras philanthropic funding accelerated the initiative,mainly providing funding to understand the countrys readiness for offshore wind development and aligning with the Philippines governments priorities given the urgency of climate change.

242、Funds were leveraged to set up and scale local programmes,all supported by RMI,AboitizPower and Clime Capital,who were responsible for the site assessment and release of the study.This is a successful model that can now acceleratesimilar PPPPs.Adopting innovative financing approaches:Innovative fund

243、ing means and upfront capital were supplied at the point of need.Tara recognized that the non-profit,public and private sector stakeholders had the right people to manage the project.The funding from Tara facilitated the crowding-in of technical assistance funding from USTDA and partnership with Abo

244、itizPower.Supporting people-centric capacity and capability building:A core element to developing talent and expertise on the ground was through training,networks and orchestrated engagement of local consultants andemployees.CASE STUDY 5Unlocking private-sector investment for the advancement of offs

245、hore wind in the PhilippinesPartnersPhilanthropyTara Climate FoundationPublicUS Trade and Development Agency(USTDA)PrivateAboitiz Power Corporation,Clime Capital ManagementNot-for-profitRocky Mountain Institute(RMI)Catalysing Climate Action in Asia:Unlocking the Power of Philanthropic-Public-Private

246、 Partnerships32Looking ahead:an invitation from the planetPhilanthropists have the social capital and can take on an independent,patient,and flexible funding approach.Now is not the time for isolated incremental activities.Only meaningful partnerships across stakeholders can drive the business,innov

247、ations,technologies,and policies to co-create a just and equitable future in Asia.This report is the first step in looking at the current status across a very diverse and extensive region.The aim is to unite stakeholders in the region to exchange perspectives and co-create solutions and partnerships

248、 necessary to structure and solve the immediate challenges of 2023 and beyond.A whole ecosystem approach is needed to help support philanthropy in better understanding how it can engage more meaningfully in the region through concrete project ideas and funding for maximum impact.Moving forward,consi

249、dering the following five recommendations could strengthen the understanding of PPPP models and enhance their success in addressing climate and naturechallenges:1 Develop an implementation model for PPPPs,including the roles,responsibilities and formula for when to introduce the specific steps of fi

250、nance and public policy engagement.2 Establish a regional data hub and research centre as the“go-to”for robust and transparent data across the region.3 Explore issues in the space of climate intersections(e.g.climate health,climate resilience)and determine the effectiveness of applying the PPPP mode

251、l to managing challenges in the space.4 Conduct periodic research and data collection in Asia to monitor new trends and progress across the region.5 Develop an interactive library of best-in-class case study examples throughout the region to recognize success,build awareness and provide evidence of

252、practical implementation.This will show the proven glide path to success.This could be extended to a stakeholder-led consultancy model to develop capacity,learning and accelerate progress.This is an invitation from GAEA and its community of partners to build on existing best practices and success st

253、ories to create a new generation of PPPPs in Asia.Please join the conversation.Catalysing Climate Action in Asia:Unlocking the Power of Philanthropic-Public-Private Partnerships33AppendixAdditional case studiesA1Time management:Enhancing climate resilience and productivity in rice-wheat systems Over

254、view:Planting delays of cereal staples are the norm rather than the exception in the rice-wheat cropping systems of the eastern Indo-Gangetic Plains(EIGP).In EIGP,about 75%of farmers plant wheat late,resulting in low yield and impact from heat.Impact:Using data,an optimized annual cropping calendar

255、of the rice-wheat cropping system has ensured more resilience for smallholder farmers vulnerable to climate variability and extremes.The rice-and wheat-based interventions have generated a production gain of$1.88 million tonnes of wheat per year,with a farmgate revenue gain of more than$421 million

256、per annum.Through data and precision targeting,it is possible to lower costs,reduce water use and methane outputs,and provide more food security.CASE STUDY 6Bill&Melinda Gates FoundationPartnersPhilanthropy and donorBill&Melinda Gates Foundation,USAIDPublicInternational Maize and Wheat Improvement C

257、enter(CIMMYT),Indian Council of Agricultural Research(ICAR),Agricultural Technology Application Research Institutes(ATARIs),Krishi Vigyan Kendras(KVKs),State Agricultural Universities(SAUs),State Department of Agriculture,State Rural Livelihood Missions(SRLM)like Jeevika for gender inclusionPrivateB

258、ayer CropScience,Corteva AgriSciences,BASF,ITC,machine manufacturers,input dealers and private service providers,champion/progressive farmers and self-help groupsClimate action and sustainable communities:Regional Energy Management Initiative(REMI)Overview:This project provides catalytic support ove

259、r a three-year period to projects and businesses deploying energy efficiency and demand-side management technologies in Indonesia,Vietnam and the Philippines the fastest-growing economies in South-East Asia where it is critical that growth be driven by efficient,low-carbon technologies.Impact:Across

260、 the three target countries,REMI is promoting more resilient and energy-efficient economic growth by crowding-in more investment for the low-carbon transition while creating new jobs in clean technology and helping countries achieve their emissions reductions targets.CASE STUDY 7Clime CapitalPartner

261、sPhilanthropyPhilanthropy Asia AlliancePublicVillage EnergyPrivateClime CapitalCatalysing Climate Action in Asia:Unlocking the Power of Philanthropic-Public-Private Partnerships34Building energy-climate capacity of Association of Southeast Asian Nations(ASEAN)policy-makersOverview:This PPPP collabor

262、ation enabled the experience of international energy experts and public and private investors to be shared with senior ministerial officials from all 10 ASEAN member states in a trusted dialogue to facilitate the transition to net zero in the region.Impact:A joint study from Climateworks Centre and

263、the ASEAN Centre for Energy(ACE),published in 2022,made several recommendations for a successful energy transition in the region.The report became a launch point for a more robust ASEAN-Australia energy and climate collaboration.In total,30 senior officials from all 10 ASEAN member states participat

264、ed in the convened workshops,leading to increased capacity building and collaboration in the energy-climate nexus and unlocking funding from the Department of Foreign Affairs and Trade(DFAT).CASE STUDY 8Climateworks CentrePartnersPhilanthropyClimateworks Centres philanthropic fundersPublicAustralian

265、 Governments Partnerships for Infrastructure initiative,ASEAN Centre for EnergyPrivateClimate bond initiative,Clean Energy Council,Australian Energy CouncilAchieving Sustainable Development Goals(SDGs)through collaborative forest restoration Overview:This is a collaborative forest restoration projec

266、t enabling local communities to prepare tree saplings and plant and maintain trees.It focuses on restoring degraded forests and planting threatened tree species to improve andenlargenatural habitats.Impact:This Indonesia-based project has enlarged the habitat of at least 228 species of plants,27 spe

267、cies of mammals and 136 species of birds in the remaining nearby forest.It has planted over 17,000 plants in about 70 hectares of degraded forest.It contributed to achieving SDGs 12,13,15 and 17.CASE STUDY 9Filantropi IndonesiaPartnersPhilanthropyBelantara Foundation(member of Filantropi Indonesia)P

268、ublicForest Management Unit of Minas Tahura,Forest Farmer GroupPrivateAPP Sinar MasCatalysing Climate Action in Asia:Unlocking the Power of Philanthropic-Public-Private Partnerships35Shifting to plant water-saving millet for groundwater conservation Overview:This is a partnership focused on reducing

269、 agricultural water use by incentivizing farmers to shift from planting water-intensive maize to planting drought-resistant,water-saving millet to protect groundwater and recharge in the agricultural area of Alxa.Impact:With evidence from experimental plantation,SEE Foundation has helped the Peoples

270、 Government of Zuoqi County put in place an annual water use limit.As of the end of 2022,a total of 33,565.4 mu of water-saving millet were planted,759 farmer households cumulatively participated in the project and a total of 14,862,981 cubic metres of water saved.CASE STUDY 12Society of Entrepreneu

271、rs and Ecology(SEE)FoundationPartnersPhilanthropySEE FoundationPublicThe Peoples Government of Barunbieli Township,Zuoqi County,The Peoples Government of Zuoqi CountyPrivateBeijing We SEE Agricultural Development;We SEE CooperativeDecarbonizing Indonesias State Electricity Company through start-up a

272、ccelerationOverview:This is a collaboration to accelerate the decarbonization of Indonesias State Electricity Companys(PLN)internal operations and entire supply chain through support of start-ups.This is the worlds first PPPP scheme whereby philanthropic funding is used to connect sustainability sta

273、rt-ups with a high-emitting state-owned enterprise to accelerate decarbonization.Impact:It supported 10 sustainability start-ups from over 300 applicants across Indonesia with mentorship,seed funding,networking opportunities and a three-month product trial.The curated start-ups generated a range of

274、solutions,from asset and resource innovation,software and analytics to electricity generation.CASE STUDY 10Pijar FoundationPartnersPhilanthropyPijar FoundationPublicPLN,Ministry of State-Owned Enterprises,West Java Regional Government(creative economy and digital economy divisions),Kedaireka(an agen

275、cy under the Indonesian Ministry of Education and Culture)PrivateAlpha JWC Ventures,Xendit,Shinhan Futures Lab,Instellar,Start-up Campus,Bandung Institute of Technology(ITB)Alumni AssociationEnhancing the infrastructure for sustainable businesses in South-East AsiaOverview:Business success depends o

276、n embedding the value of people and the planet,creating a positive impact.This partnership seeks to create an environment that de-risks ambition and innovation for business leaders while building an accountability system with key stakeholders that compels laggards to act.Impact:Focus on targeted pol

277、icies and regulations that reduce the cost of innovation and penalize inaction.Making high-quality resources and data more accessible to stakeholders enables them to hold companies accountable for their environmental and social performance.Using engagement and pressure to motivate the leaders and de

278、velop the laggards.CASE STUDY 11PorticusPartnersPhilanthropyPorticusPublicGovernment bodies and agencies in South-East AsiaPrivateGlobal Reporting Initiative(GRI),International Sustainability Standards Board(ISSB),Global Steering Group for Impact Investment(GSG),family businesses in South-East AsiaC

279、atalysing Climate Action in Asia:Unlocking the Power of Philanthropic-Public-Private Partnerships36Sustainable Energy-Led Climate Action Program(SELCAP)Overview:Health centres in India are typically dependent on energy generated from fossil fuels and impacted by irregular energy supply disrupting no

280、rmal service.SELCAP has created decentralized energy-efficient solutions,particularly in heat-stressed regions,to provide a continual energy and healthcare service for local communities.Impact:This project has reduced costs by 35%through efficiencies.Meghalaya faces unreliable electricity,but by int

281、roducing a continual energy supply,local healthcare access has improved,for example,by reducing maternal mortality and enhancing access to vaccines needing cool storage.In the past four years,SELCO has implemented over 1000 sustainable energy-driven healthcare interventions,saving lives.CASE STUDY 1

282、3SELCO Foundation(part of the ClimateRISE Alliance anchored by Dasra)PartnersPhilanthropySELCO Energy Access Fund,Atal Incubation Centre-SELCO Foundation,MacArthur Foundation,Ford Foundation,Oak FoundationPublicState National Health Mission,Ministry of Health and Family WelfarePrivateSELCO Solar is

283、a SELCO family umbrella organizationThe South-East Asia nature-based solutions(NBS)incubator Overview:NBS are necessary to deliver on climate and nature goals.South-East Asia hosts a very high potential for carbon and biodiversity returns from investments in NBS.However,investments mobilized through

284、 carbon markets are risk averse,requiring that projects demonstrate a degree of commercial readiness that far exceeds the current starting point for most prospective NBS projects in South-East Asia.This project helps develop a pipeline of“investable”NBS projects.Impact:Many financial officers(FOs)in

285、 South-East Asia see the value and potential of NBS and are interested in carbon finance but have limited access to technical knowledge,financing and technology to scope,develop or manage.The NBS incubator helps FOs in South-East Asia launch.It will deliver scientific,governance,technical(including

286、safeguards),technological,financial and business development support to FOs at various stages of NBS project development,from pre-feasibility through to commercial readiness.It also helps facilitate knowledge sharing between FO participants.The number of FOs participating has increased,as has the nu

287、mber of climate projects,confidence and private-sector investment in NBS.CASE STUDY 14The Nature Conservancy(TNC)PartnersPhilanthropyBirdlife International,Conservation International Asia-Pacific,Mandai Nature,The Nature Conservancy,Wildlife Conservation Society,World Wide Fund for Nature Singapore,

288、World Resources Institute(WRI)IndonesiaPublicIDH,the Sustainable Trade Initiative(private and public)PrivateGoogle.org,Boston Consulting Group(BCG)Catalysing Climate Action in Asia:Unlocking the Power of Philanthropic-Public-Private Partnerships37Enabling a blue carbon market in South-East AsiaOverv

289、iew:This is a collective impact approach to identifying and supporting innovative actions and organizations,focusing on the potential of blue carbon solutions.Primarily,coastal and marine NBS deliver both direct and systemic impact in South-East Asia(Vietnam and Indonesia)and beyond.Impact:Currently

290、 supporting 25 implementing partners through nine organizations in South-East Asia on NBS to mitigate climate change,enabling vulnerable coastal communities to become more resilient and protecting and restoring biodiversity.Actions include the drafting of a Blue Carbon Impact Framework,the start of

291、community patrols protecting 7,000 hectares of Indonesian coastal ecosystems,and an initial mapping of Indonesian mangrove and seagrassecosystems.CASE STUDY 15UBS Climate CollectivePartnersPhilanthropyUBS Optimus FoundationPublicLocal provincial and regional government in Vietnam and IndonesiaPrivat

292、eLocal communities,farmers and landowners in Vietnam and IndonesiaCommunity participation for clean HimalayasOverview:Waste Warriors(WW)is catalysing systemic change for sustainable solid waste management solutions in the eco-sensitive Indian Himalayan region.Impact:By co-creating better processes f

293、or waste management through community engagement,building capacity,driving behaviour change and generating livelihoods in the waste sector to tackle climate change,the project has engaged more than 200,000 citizens and tourists.In the last 10 years,close to 6,000 million tonnes(MT)of waste has been

294、processed from the region,which would have otherwise ended up in landfill,mitigating 414.6 MTs of CO2 and 82.6MTs of methane.CASE STUDY 16Waste Warriors(part of the ClimateRISE Alliance anchored by Dasra)PartnersPhilanthropyRainmatter Foundation,HT Parekh Foundation,Lal Family foundation,Make My Tri

295、p Foundation,Rohini Nilekani Philanthropies,EdelGive FoundationPublicUrban Local Bodies,Pollution Control Board,Tourism Department,Forest Department,Gram Panchayats,Panchayati Raj InstitutionsPrivateGodrej Consumer Products,HDFC Bank Parivartan,Precision Wires India,LIC Housing Finance,Smith&Nephew,

296、Livguard Batteries,DCB Bank,Tetra Pak,Sud-ChemieCatalysing Climate Action in Asia:Unlocking the Power of Philanthropic-Public-Private Partnerships38ContributorsAcknowledgementsProductionWorld Economic Forum Luis AlvaradoHead,GAEA,Strategic PPP PartnershipsAnnika BaudinOperations LeadDamien Gilbert K

297、nowledge Specialist,Strategic PPP PartnershipsYvonne LeungGlobal Strategic Engagement Lead,Strategic PPP PartnershipsRob Van Riet Senior Adviser,Centre for Nature and ClimateClimateWorks FoundationHelene DesanlisDirector,Climate Philanthropy,Global IntelligenceHannah RoeyerSenior AdviserPhilanthropy

298、 Asia AllianceSharon KohDirector,Knowledge and InsightsJessica LooAssociate Director,Knowledge and InsightsAsia Business Council Asia Philanthropy Circle AVPN Bill&Melinda Gates Foundation Childrens Investment Fund Foundation Clean Air Fund ClimateRISE Alliance Climateworks Centre ClimateWorks Found

299、ation Clime Capital Dasra Energy Foundation China Filantropi Indonesia Gordon and Betty Moore Foundation Growald Climate Fund Hewlett Foundation High Tide Foundation Imperial College Kwee Family Office Mandai Nature MAVA Foundation Monetary Authority of Singapore National University of Singapore Oak

300、 Foundation Packard Foundation Pijar Foundation Quantedge Advancement Initiative Resilient Cities Network SEE Foundation Sequoia Climate Foundation Synergos Syngenta Foundation for Sustainable Agriculture Tara Climate Foundation Temasek Foundation Temasek Trust The Rockefeller Foundation UBS UBS Opt

301、imus Foundation Wealth Management Institute(WMI)Wildlife Conservation Society +additional anonymous organizationsThe authors would also like to thank the following individuals for their valuable input:Claire Barraclough,Emma Benameur and Anthony Hobley.Laurence Denmark Creative Director,Studio MikoM

302、artha Howlett Editor,Studio MikoGeorge Messer Designer,Studio MikoCatalysing Climate Action in Asia:Unlocking the Power of Philanthropic-Public-Private Partnerships39Endnotes1.“Adaptation and Resilience in ASEAN:Managing Disaster Risks from Natural Hazards”,Open Access Government,3 November 2021,htt

303、ps:/www.openaccessgovernment.org/asean-climate-change/123591/.2.McKinsey&Company,The net-zero transition:What it would cost,what it could bring,2022.3.United Nations Framework Convention on Climate Change,Technical dialogue of the first global stocktake:Synthesis report by the co-facilitators on the

304、 technical dialogue,2023.4.ClimateWorks Foundation,Achieving global climate goals by 2050,2023.5.Botha,Francois,“The Gloves Are Off:Hong Kong Vs.Singapore And The Fight To Lure Family Offices”,Forbes,9 July 2023,https:/ by GAEA,6 April 2023.7.Asia Philanthropy Circle.Interview.Conducted by GAEA,19 M

305、ay 2023.8.National University of Singapore.Interview.Conducted by GAEA,15 May 2023.9.MAVA Foundation.Interview.Conducted by GAEA,21 April 2023.10.Clean Air Fund.Interview.Conducted by GAEA,25 April 2023.11.Resilient Cities Network.Interview.Conducted by GAEA,4 May 2023.12.Nichols,Will,“Asian cities

306、in eye of environmental storm-global ranking”,Verisk Maplecroft,12 May 2021,https:/ by GAEA,5 May 2023.14.The Rockefeller Foundation.Interview conducted by GAEA,20 April 2023.15.Kwee Family Office.Interview.Conducted by GAEA,2 May 2023.16.Oak Foundation.Interview.Conducted by GAEA,6 June 2023.17.Cli

307、me Capital.Interview.Conducted by GAEA,24 April 2023.18.Bill&Melinda Gates Foundation.Interview.Conducted by GAEA,21 August 2023.Catalysing Climate Action in Asia:Unlocking the Power of Philanthropic-Public-Private Partnerships40World Economic Forum9193 route de la CapiteCH-1223 Cologny/GenevaSwitze

308、rland Tel.:+41(0)22 869 1212Fax:+41(0)22 786 2744contactweforum.orgwww.weforum.orgThe World Economic Forum,committed to improving the state of the world,is the International Organization for Public-Private Cooperation.The Forum engages the foremost political,business and other leaders of society to shape global,regional and industry agendas.