Power & Action in A

B U I L D I N G POWER & ACTION IN A CLIMATE EMERGENCY

C A N A N N U A L S T R A T E G Y S E S S I O N R E P O R T A R U S H A , T A N Z A N I A , 2 5 - 2 9 F E B R U A R Y 2 0 2 0

C L I M A T E A C T I O N N E T W O R K INTRODUCTION

Climate Action Network’s annual strategy meeting held in Arusha, Tanzania, at the MS Training Center for Development Cooperation (MS TCDC) from 25-29 February 2020 was attended by nearly 135 participants from the Network, with strong representation of our Nodes and Node members from the global South and Africa, in particular.

Representatives from key partner constituencies and funders also participated. The meeting was hosted by CAN Tanzania who welcomed and supported all the participants.

The program included a mix of scene-setting panel discussions, working sessions, bootcamps and field trips to local community projects. The strategy meeting further deepened the work from our previous annual strategy in Costa Rica and sharpened our strategy to become a more bottom-up node- driven network that builds power through supporting movements.

The CAN Secretariat plans to address the climate emergency are far more focused and we now have a strategy for 2020 as well as the contours of a strategy for the next decade. A strategy on building power underpins all the work we will do. CAN will continue focussing on building movements on the ground, mobilisation, effective coordination with other constituencies and calling out governments, corporations and systems that fuel the climate crisis.

2 | I n t r o d u c t i o n B u i l d i n g P o w e r a n d A c t i o n i n a C l i m a t e E m e r g e n c y SETTING THE SCENE

After a welcome by Sixbert Mwanga, Executive Director of CAN Tanzania and opening remarks by Tasneem Essop, Executive Director of CAN International, the first day of the meeting started with a scene-setting video from Colette Pichon (Climate Justice and Human Rights lawyer from USCAN).

In her speech, Pichon calls for radically restructuring the economic and social systems that are driving the climate crisis and pushing the most vulnerable to the limits of adaptation and entrenching poverty. She shares how we can cultivate collective resilience, better prepare for disaster and advance human rights for all.

To frame the discussions for the strategy workshop, two panels (one for partners and one for funders) responded to the following questions:

“What does it mean for civil society/funders to build power in this climate emergency; what are they doing to respond to the crisis and what do they believe is CAN’s role.”

C l i m a t e A c t i o n N e t w o r k S e t t i n g t h e S c e n e | 3 w w w . c l i m a t e n e t w o r k . o r g These are some highlights from the rich and challenging interventions and discussions:

PANEL 1: WHAT DOES IT MEAN FOR CIVIL SOCIETY TO BUILD POWER IN A CLIMATE EMERGENCY, WHY DO WE NEED TO DO IT AND HOW?

Sharan Burrows (General Secretary, ITUC) Bridget Burns (Executive Director, Women’s via a video message addressing the meeting Environment and Development Organization) participants, highlighted the need to build trust flagged the need for a feminist perspective in our between constituencies through a commitment response to the climate emergency. She stressed to working for a Just Transition and pledged to the need to build movements by articulating continue to work in solidarity with CAN and solutions centered on justice, respecting rights of others to transform every sector of society. indigenous people, creating gender equality and ensuring human rights. She recognised that the Jennifer Morgan (Executive Director, threat of climate change is the start of our Greenpeace International) emphasised the collective work but outlining the pathways and important role CAN has in connecting and solutions to this crisis and analysing the supporting local, national and international implications of these would be necessary in movements and to help build alignment. She also deepening our partnerships. thanked CAN for inviting philanthropies to the workshop and called on the network to help shift Lidy Nacpil (Coordinator, Asian Peoples' the paradigm of foundations so that funding can Movement on Debt and Development) argued go into movement-building and mobilisation and that in order to achieve transformational change the continued work in the United Nations we need to work on regime change and not just Framework Convention on Climate Change advocate for shifts in policies. Such a strategy on (UNFCCC).

4 | S e t t i n g t h e S c e n e B u i l d i n g P o w e r a n d A c t i o n i n a C l i m a t e E m e r g e n c y

its own will not deliver the radical Vanessa Pérez Cirera (Global Deputy Director transformation necessary to address the climate Climate and Energy, WWF) reflected on the crisis. She called for broad movement building state of the climate movement and concluded on the basis of simple yet powerful and that while the movement has become more accessible messages and ideas to win over powerful, and has deepened system thinking, it millions of people around the world. still only reaches a small layer of society. We lack connection to the needs of people, particularly in Asad Rehman (Executive Director, War on the South. She challenged CAN to think about Want) spoke about the need for a vision for an how to connect climate demands to a vision for inclusive global Green New Deal that takes into a caring society. account the power relations and inequities between the Global North and South and that is built on the needs of individual countries. He also challenged CAN to use it’s power to influence appropriate policies in the UNFCCC that helps build the movement on the outside.

Nathan Thanki (Network Coordinator, Demand Climate Justice) reflected on the role of CAN to carry and translate the demands of movements into the national and international policy space and challenged CAN to assess this role to decide where it should follow rather than lead, stepping back and ceding space to other movements. He also challenged CAN to expand on it’s thinking on “what is possible” and not be constrained by “what is realistic”.

Vanessa Nakate (Fridays for Future climate activist, Uganda) challenged CAN to move beyond its comfort zone and communicate with and to the people facing climate impacts already. Speaking to the converted is not going to be enough to address the climate emergency she emphasised.

Bert Maria E. De Welt (Climate Policy Officer ITUC) reinforced the message from Sharon around the need for a Just Transition and the need to work together as diverse constituencies.

C l i m a t e A c t i o n N e t w o r k S e t t i n g t h e S c e n e | 5 w w w . c l i m a t e n e t w o r k . o r g PANEL 2: WHAT IS THE ROLE OF PHILANTHROPIES IN A CLIMATE EMERGENCY?

Keith Porter (Director of Communication and Sabine Minninger (Policy Advisor on Climate Outreach, Stanley Centre for Peace and Change, Bread for the World) critically Security) reflected on the transition CAN is going reflected on the role of philanthropies in the through and advised that we should question current context of a climate emergency. As a how much of the old needs to be preserved when challenge for the future she suggested that we are creating something new. He pointed out funders need to invest in the next generation of that more money is going towards climate leaders, to inspire not just top-down but also protection while recognising that there are articulate this from the bottom-up. She also funding gaps for movement building and funding encouraged funders to look at ways of for climate change projects in Africa. combining resources for more impact.

Ruth Cherono Sego (Program Associate, ClimateWorks) highlighted the role that ClimateWorks plays in coordinating foundations and acknowledged the gap for sustainable grassroots funding to support the climate movement.

6 | S e t t i n g t h e S c e n e B u i l d i n g P o w e r a n d A c t i o n i n a C l i m a t e E m e r g e n c y

Emanuel Guérin (Executive Director of the International Group, European Climate Foundation) observed a trend and a need in moving away from mainly funding policy work towards movement building work as well as a move from the international to more national and regional funding. He pointed to some examples on how this has happened in the past in order to learn for the future.

Ian Keith (Director, Climate Emergency Collaboration Group) talked about the need for more flexible and responsive funding during the climate emergency, with a focus on getting funding to the ground where it is needed most and can have immediate impact. He also called for more innovation in the way we work and particularly the need to do digital campaigning and using the internet more strategically to counter fake and denialist information on climate change.

FRAMEWORK FOR BUILDING POWER

As part of the first day’s scene-setting, Keya Chatterjee, Executive Director of USCAN presented a ‘Framework for Building Power’ that was developed by and is currently being rolled out by USCAN members. The Framework was shared for inspiration and potential replication by other nodes in the CAN network, as a basis for its movement- building work in their own contexts.

C l i m a t e A c t i o n N e t w o r k S e t t i n g t h e S c e n e | 7 w w w . c l i m a t e n e t w o r k . o r g STRATEGY DEVELOPMENT

WORKING LAB 1: BUILDING POWER THROUGH MOVEMENTS

Overview

Working Lab 1 was designed to ensure that 2020, a decisive year in climate action, delivered on pushing governments through a political and advocacy strategy to deliver strong climate targets. With a packed political calendar, people revolting on the streets, but political will nowhere near what is needed, the session identified the key priorities and developed the strategies that will build power and create the momentum we need in 2020.

Session Outcomes

CAN challenged itself to become a movement -not moment-driven network. This working lab focused on how to achieve this and build power through movements within CAN. Inspired by the inputs from the previous day and the model from the USCAN presentation on the front-loading process for movement- consolidation, the working lab reflected about applying this model in different national and regional contexts. Participants recognised that the front-loading process can be applied to build movements but needed to be adapted to suit each national or regional context.

Participants in the Lab explored a working definition of what we mean by ‘Power’ and agreed to the following working definition: 1) the ability to deliver consequences and to influence decision makers, and 2) creating the community we need to survive and thrive. As an outcome of the work in this working lab three pillars of work were identified:

1.Building community-based movements 2.Tailored capacity building and training 3.Collaboration and communication in the form of peer learning and rapid response

These pillars were put into a work plan, including webinars, a train-the-trainers program and doing SWOT (Strength, Weakness, Opportunity and Threat) analyses in nodes amongst others.

8 | S t r a t e g y D e v e l o p m e n t B u i l d i n g P o w e r a n d A c t i o n i n a C l i m a t e E m e r g e n c y WORKING LAB 2: A 2020 STRATEGY

Overview Session Outcomes

Working Lab 2 took participants Building on an analysis of the status quo of climate politics and key on an exciting journey to political timelines and deliveries at international and national explore what we need in CAN to levels, the working lab identified three key priorities for 2020: bring ourselves to deliver our full potential and build the 1.Centering climate impacts and people to ensure governments’ power we need amongst us to respond to the climate crisis tackle the climate crisis. It 2.Exposing and undermining the fossil fuel industry (including in explored elements that have multilateral spaces) made movements successful 3.Climate ambition and action through transformative, just, and what we can learn from equitable, rights-based and inclusive Climate Action Plans these. It drew out what our (CAPs) /Nationally Determined Contributions (NDCs) based on unique strengths are and civil society inputs. looked at where we can put our weight to shift the needle. The These priorities are implemented on top of and integrated within goal was to build a strategy and the traditional work of CAN and relevant working groups such as action-able workplan around finance, adaptation and loss & damage, transparency, and in the elements that can build power UNFCCC and other spaces. Furthermore, the group recognised in CAN. building power as a cross-cutting element to all activities in 2020 and acknowledged the need to specifically plan for an inside and outside strategy.

C l i m a t e A c t i o n N e t w o r k S t r a t e g y D e v e l o p m e n t | 9 w w w . c l i m a t e n e t w o r k . o r g 2020 STRATEGY

1. Centering climate impacts and people to ensure governments act with urgency:

Forefronting and amplifying the voices and stories of frontline and impacted communities in all the work we do at national and international levels Holding governments accountable for action on climate impacts, specifically on adaptation and loss and damage CAN impacts campaign elevating climate catastrophes including rapid and effective responses to climate disasters

2. Exposing and undermining the fossil fuel industry (including in multilateral spaces): Undermine the influence of the fossil fuel industry and vested interests, nationally and internationally. Supporting and leveraging existing campaigns, initiatives and coalitions. Litigation (exploring a global class action against carbon majors)

3. Climate ambition and action with transformative, just, equitable, rights-based and inclusive CAPs/NDCs have significantly increased and include civil society inputs: Building pressure and support for the formulation and implementation of transformative climate action plans/NDCs Development of a communications and campaigns strategy to build pressure for transformational climate action plans/NDCs. Socialise the idea an build capacity and knowledge in the network on transformative climate action plans/NDCs

1 0 | S t r a t e g y D e v e l o p m e n t B u i l d i n g P o w e r a n d A c t i o n i n a C l i m a t e E m e r g e n c y WORKING LAB 3: 2021-2030 STRATEGY

Overview Session Outcomes

The scale and urgency of the climate emergency Using the 2030 Vision for CAN as agreed to compels the climate movement to push the envelope at our last Annual Strategy Meeting in and be as strategic and effective as possible to achieve Costa Rica, this working lab focused on our goals; to make the most of the collective resources developing a network strategy for the next we have at our disposal; and achieve the highest impact decade with a plan up to 2025. possible. Over the next decade it is clear that business Participants scoped out the landscape for as usual is no longer an option. Together, we need to the decade and identified key milestones work smarter, reach higher and further, and galvanise and moments around which CAN’s work support deeper and wider than ever before. could be focused. Based on this scoping, general trends and strategically important In Arusha, participants emerged from Working Lab 3 levers were identified which could help l with a clear and shared understanding of the issues that catalyse transformational change through may arise over the next 10 years and how these may harnessing the power of people. impact our work. We identified where CAN would need to make strategic interventions to shift the needle towards positive change; developed a plan of collaborative action; and took stock of what resources and capacity we require to be fit-for-purpose and successful by 2030.

C l i m a t e A c t i o n N e t w o r k S t r a t e g y D e v e l o p m e n t | 1 1 w w w . c l i m a t e n e t w o r k . o r g MILESTONES (UP TO 2025) From a horizon scanning exercise, participants identified the following key milestones from 2021 to 2025. The year 2020 was not included as that was considered by Working Lab 2.

G20 (Italy) Follow-up on real economy platforms (ICE 2021 Building on good from Glasgow commitments, development finance) Global Stocktake Design Universal periodic exam of human rights in countries African Union (AMCEN) by UN IPCC AR 6 SDG review all two years starting 2021 Impacts I.S. harder overcoming despair CoP27 supporting science Raise climate impacts and L&D Link SDGs/Climate #13 goal Regional Climate Weeks US Election impact Not useful for high-level, but useful for civil Getting engaged in UNEA World Food Summit society convening? September 2021 Pre-Cop Escazu Agreement (Potentially) African COP27? 2022 Rio + 30! UNFCCC CoP (annually or two-yearly?) Global moment of collective awareness on G7 Germany progress and issues Global Stocktake design Chance to put mass pressure on industry National elections in key blockers or ‘progressives’ blockers Brazil Elections CBD 2020 & 2022G20 (India 2020) IPCC Reports ARG 20222 - 2022

Tipping points Global Stocktake 2023 and 2028 2023 Big emitters elections Court’s decision on climate change litigation NDC review 2024 Mostly national campaigning National Elections Campaign to ensure high ambition NDCs in 2025 Uganda CoP review (+2030) USA 2024 Link RES roadmaps (bottom up) National Development Plans LTS, including land-use planning on low carbon and resilience Energy efficiency planning 2025 2025 Stocktake SDGs Stocktakes\2025 NDCs

1 2 | S t r a t e g y D e v e l o p m e n t B u i l d i n g P o w e r a n d A c t i o n i n a C l i m a t e E m e r g e n c y MAIN THEMES, PRIORITY INTERVENTIONS AND GENERAL TRENDS

Recognising that we have to take a selective approach, participants moved to a discussion around general trends and priority interventions after the initial discussion on milestones. Using the horizon scanning exercise as basis, participants identified a ‘long list’ of general trends (see Annex 1) from which tentative clusters emerged. These include issues around international carbon markets; increase in philanthropy; tipping points; litigation; shrinking civil society space; corporate accountability and more.

From these, the following main themes were identified:

1.Mobilisation and Power 2.Trade 3.Impacts/Adaptation/Resilience and the SDG Nexus 4.False Solutions 5.Private Sector 6.Pressure Points 7.Economic Booms and Busts 8.Politics 9.Net-Zero Contestation 10.Litigation (Increase) 11.Green New Deal 12.Multilateral Processes

They also identified top priority interventions (in order of priority as groups presented these):

1.Building a rights-based movement 2.National Ambition 3.Financing 4.EnergyImpacts 5.Challenging False Solutions

C l i m a t e A c t i o n N e t w o r k S t r a t e g y D e v e l o p m e n t | 1 3 w w w . c l i m a t e n e t w o r k . o r g STRATEGIC APPROACH 2021 - 2025/30

The strategies for the next ten years were broadly categorised around three galvanising themes:

1. Shutting Dirty Down: this will include all the work on fossil fuels, false solutions, big agriculture, and other polluting sectors. It also includes working against the rise of autocratic, right wing governments, organisations and media.

2. Catalysing transformative change: this strategy will present the alternative solutions to the current systems that are causing the climate and social crisis, and would include the work we do around renewables, just transition, building resilient communities, addressing social injustice and inequalities, amongst others.

3. Building power through movements: as the important element underpinning the way we do our work.

1 4 | S t r a t e g y D e v e l o p m e n t B u i l d i n g P o w e r a n d A c t i o n i n a C l i m a t e E m e r g e n c y CONSENSUS & NEXT STEPS

The reports from the three working labs were presented to all participants. The workshop reached consensus on the proposals for CAN’s high-level strategies for each of the areas of work. There was also agreement on the next steps including the time-lines for these.

WORKING LAB 1: BUILDING POWER THROUGH MOVEMENTS

Cross-cutting Joint tactical moment campaigns, mobilization, cross-movement collaboration, cede space in solidarity with others, etc. 1. Community Owned Movements (Nodes: scoping and planning 2. Tailored Capacity Building and Training 3. Collaboration and Communication Rapid response for frontline defenders/climate impacts

C l i m a t e A c t i o n N e t w o r k S t r a t e g y D e v e l o p m e n t | 1 5 w w w . c l i m a t e n e t w o r k . o r g WORKING LAB 2: A 2020 STRATEGY

1.Centering Climate Impacts and People to Ensure Governments Respond 2.CAPs: Climate Action Plans (NDCs+) that are transformative, equitable, just , rights-based, and inclusive 3.Exposing and Undermining the Fossil Fuel Industry (in multilateral spaces)

WORKING LAB 3: 2021-2030 STRATEGY

1.Shutting Dirty Down - Fossil fuels, right-wing autocratic governments, right wing media 2.Catalysing Transformative Change - Solutions, alternatives, just transitions, resilience, equity

1 6 | C o n s e n s u s & N e x t S t e p s B u i l d i n g P o w e r a n d A c t i o n i n a C l i m a t e E m e r g e n c y NEXT STEPS

EARLY MARCH Operationalisation at Node Coordinator Meeting Operationalisation at CAN-I Retreat: how, who, and when

ASYMETRICAL CONSULTATION PROCESS

End of March: Finalise 2020 & Building Power Strategies End of April: Draft 2021-2030 Strategy (this deadline has been shifted to mid-May due to the impact of COVID-19) April-June (these dates have changed to mid-May to August): Systematic consultation of 2021-2030 strategy, e.g. survey, webinars, calls, etc.

Final input session at Intersession Meeting in Bonn in June (this will no longer be possible due to the postponement of the session) July (this deadline is changed to August): revised 2021-2030 Strategy August (this date has been changed to September): Final 2021-2030 Strategy

C l i m a t e A c t i o n N e t w o r k C o n s e n s u s & N e x t S t e p s | 1 7 w w w . c l i m a t e n e t w o r k . o r g PS: A NEW REALITY

As the Annual Strategy Meeting came to an end, it became clear that the world around us was changing rapidly in ways that none of us could fully comprehend at the time. What started off with sporadic flight disruptions to get home, quickly escalated into a major global crisis.

Our first priority now is to be compassionate and stand in solidarity with those most impacted by the COVID-19 pandemic. Their physical, social, economic and political wellbeing is paramount.

We also recognise that the current crisis is unfolding against the backdrop of an ongoing ecological and developmental crisis. Neither of these respects international political borders and whilst our attention is currently focussed on keeping those most vulnerable safe, we cannot waiver in our commitment to avert the climate emergency.

The strategies and plans that have emerged from the Arusha process remain as appropriate and relevant as ever. So our work continues, albeit under different and innovative new ways to accommodate the new reality we all have to contend with.

1 8 | C o n s e n s u s & N e x t S t e p s B u i l d i n g P o w e r a n d A c t i o n i n a C l i m a t e E m e r g e n c y FIELD TRIPS Participants were invited to join a selection of field trips to community-led climate projects in the local area. The purpose of these field trips was to gain practical knowledge about how communities are finding solutions to the climate crisis at a grassroots level in Tanzania. Visits to the following local climate action initiatives were organised:

Water Purification & Biogas Plant (TAHUDE Foundation) is an initiative to build low- carbon and resilient communities by providing access to clean drinking water and energy.

Climate-Smart Agriculture (ACT) is a community-led action agricultural initiative, which provides training to farmers on climate- smart agriculture techniques such as water conservation (bases/pots technique), short harvesting period, intercropping and mulching materials.

Climate-Smart Coffee Farming by Solidaridad is also a community-led initiative which provides training to coffee farmers on climate-smart coffee farming practices such as developing pest resistant methods, water harvesting/ conservation, short harvesting cycle crops, nursery practices, intercropping and shade coffee management.

Water for Livestock (Oikos) is part of the ECOBOMA initiative which is a project to build the adaptive capacity of the vulnerable Tanzanian community to cope with the adverse effects of climate change and reduce poverty in rural areas.

Tree Planting & Forest Conservation (Arumeru District Government)

C l i m a t e A c t i o n N e t w o r k F i e l d T r i p s | 1 9 w w w . c l i m a t e n e t w o r k . o r g BOOTCAMPS

A series of parallel bootcamps were organised to Media Training Bootcamp: a practical skills to provide a space for practical learning, building session to build the capacity and strengthen the capacity and providing information. The member’s ability to be spokespersons and to following bootcamps were held: deliver powerful messages for press conferences and interviews.

Leadership & Diversity and Building a Grassroots-Driven Network Bootcamp: the objective of this session was to build members’ knowledge and understanding of how to link policies with people and navigate power and privilege to facilitate diverse inclusion and create safe, engaging spaces for grassroots leadership and organising across CAN.

Developing Funding Proposals Bootcamp: the purpose of this session was to provide members with concrete ideas and shared thinking on good and effective fundraising. The bootcamp facilitated discussions on key elements of fundraising, a good elevator pitch and how to approach funders and keep the communication lines open.

Fossil Fuels Non-Proliferation Treaty Bootcamp: this session provided members with a background and overview of the Non- Proliferation Treaty for Fossil Fuels Initiative. This initiative uses the experience and outcomes of the Non-Proliferation Treaty on Nuclear as a basis and is trying to adapt this to dealing with fossil fuels. The session explored a set of high leverage strategies that this initiative could galvanise around such as the phase-out of fossil fuels and shifting narratives on fossil fuels, strengthening local action to stand against fossil fuel expansion, and bolster international cooperation to stop fossil fuel proliferation, including through a Fossil Fuel Non-Proliferation Treaty.

2 0 | B o o t c a m p s B u i l d i n g P o w e r a n d A c t i o n i n a C l i m a t e E m e r g e n c y ANNEX 1. Full list of general trends

2021- 2030: Model Green New Deal Policies Passed Big finance moments Major Union strikes Youth Mobilisation strikes Major Trade Deals Africa Continental Free Trade Agreement (ACFTA) Turmoil, protest, fear, awareness Resilience/Adaptation/Mitigation/sustainability nexus (RAMS): integration of issues in planning including nature restoration/ nature- based solutions Implementation: national and sub-national implementation of climate plans and evaluation of progress Finance: All public finance out of fossil fuel (multilateral development banks, central banks, ODA/export credits and subsidies) and private finance like subsidies (Powering past oil + gas alliance) Global Days (Env, Women, Youth…) National Reporting (NatComs and BUR) Litigation National elections in many countries in the next decade Political instability in Southern Africa and the Impact on Region Global GHG are 50% of 2020 level Increase of Philanthropy Public pressure points (shrinking population, meat consumption and increasing individual actions) (growing population in the south, increase Economic Boom! (developing national middle-class rise) meat and energy consumption) Climate tragedies General fight on the definition of Net Zero (what counts) Regular cyclone seasons (South East Asia, Southern Africa) Geo-engineering and esp. Markets Things to look into (Eskon outcomes, Fracking in Europe, oil and gas Env, economical and social rights (threat) deals) and things to work towards (treaty for fossil fuel non proliferated, Tipping points MDB/DFI - develop finance plans alignment, better support for dealing WEF trends with impacts and European Green Deal (2021), + Diplomacy) Corporate accountability/ private sector Mass Migration 20 (or X number) of countries announce plans to stop all new Fossil Fuel More green government and politics projects Urgency on Action as well as the emergence of issues like inequality etc. Fuel projects Half global emission by 2030 EU green deals System Change (global processes, finance, legal framework, local to 5 Years Ago: All G20 countries end their fossil fuel subsidies finance global approach) Change in power structure (coalition building, bottom-up approach, dealing with fossil fuel industries) CAN leave the comfort zone (Radical, transformative visions, no false solution, mobilising the power, drive system change) Financial Stagnation/crises in big economies Civil Disobedience: Non-violence people power Trade deal G7/G20 Growing corporate regulation (UN treaty, national law) Major technology advancement (energy transition) Health/CC NDCs - natural resources, impact etc Integration of climate + biodiversity for mitigation and resilience - the restoration of the planet - no false solution, role of finance Climate-related global food crises Shrinking NGO space Increased adaptation burden on govts from south communities Climate change denial Global apathy and rejection of political structure # basic anarchy International carbon markets

C l i m a t e A c t i o n N e t w o r k A n n e x | 2 1 w w w . c l i m a t e n e t w o r k . o r g BUILDING POWER AND ACTION IN A CLIMATE EMERGENCY

www.climatenetwork.org [email protected] @CANIntl @can.international

C L I M A T E A C T I O N N E T W O R K