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Best practice and lesson 4: Envisioning the involvement of NAPA teams in the long term helps raise awareness and ensures the continuity of adaptation programmes and activities in the country
 
For all LDCs, support for the NAPA team ceased with the closure of NAPA preparation projects, leading, in many cases, to a disbanding of the NAPA team. However, as opportunities for adaptation arise, it will become important to build on existing capacity and promote continuity.
LDCs have suggested that a mechanism could be established to maintain national NAPA preparation teams beyond the preparation of NAPAs; the teams could serve as a catalyst to mainstream climate change issues into national development plans by engaging line ministries. The NAPA teams could also assist in the mobilization of resources for the implementation of NAPAs, including supporting the understanding, appreciation and reasoning for co-financing, if it has to be provided.
Experience has indicated that cohesion of the NAPA implementation team is important for the successful implementation of NAPA projects. The need for institutional continuity is perceived to be necessary, not only to bridge the NAPA preparation and implementation phases, but also to link the NAPA process to the implementation of the remaining elements of the LDC work programme, the other multilateral environmental agreements and the preparation of national communications.
The engagement of national experts/consultants and continuous collaboration with all relevant stakeholders across all sectors is also perceived to be a significant factor that positively influences the effectiveness of the implementation of NAPAs.
Best practice: Countries that have maintained continuity in the institutional framework between NAPA preparation and implementation tended to be more effective in the implementation of their NAPA.

Lessons learned: Continued support for the NAPA team to oversee the design of the implementation phase, beyond the end of the NAPA preparation project, is widely seen as a critical need for many LDCs, in order to avoid any delays in implementation and nurture the great capacity built in LDCs during the preparation phase. This can be facilitated by allocating some of the budget for the preparation of the NAPA towards maintaining the team during the design of implementation. In addition, promoting local expertise is seen by many as a means of ensuring stronger national ownership of NAPA projects, as personnel will remained and have gained useful local knowledge after the NAPA preparation project has been finalized.  

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