FINANCING PLAN (IN US$):€¦  · Web viewContribution to Key Indicators of the Business Plan: This project will provide the countries undertaking the National Capacity Self-Assessments

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CONTRIBUTION TO KEY INDICATORS OF THE BUSINESS PLAN: This project will provide the countries undertaking the National Capacity Self-Assessments (NCSAs) with methodological support and knowledge management mechanisms. It will also give substantive inputs for the implementation of the Strategic Approach to Enhance Capacity Building (GEF/C.22.8).      

Record of endorsement on behalf of the Government(s):(Enter Name, Position, Ministry) Date: (Month, day, year)

FINANCING PLAN (US$)GEF PROJECT/COMPONENT

Project 1,883,852PDF APDF B      PDF C      Sub-Total GEF  1,883,852CO-FINANCING*     GEF Agency      Government      Bilateral      NGOs      Others 975,000Sub-Total Co-financing:      Total Project Financing:  2,158,852FINANCING FOR ASSOCIATED ACTIVITIES IF ANY:      LEVERAGED RESOURCES IF ANY:      

*Details provided under the Financial Modality and Cost Effectiveness section

PROJECT EXECUTIVE SUMMARYJULY 2004 INTERSESSIONAL WORK PROGRAM SUBMISSION

GEF Agency

* Indicate approval date of PDFA

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AGENCY’S PROJECT ID: 3187GEFSEC PROJECT ID: 2495COUNTRY: GlobalPROJECT TITLE: Support Programme for the National Capacity Self-Assessments (NCSAs)GEF AGENCY: UNDP/UNEPOTHER EXECUTING AGENCY(IES): UNOPSDURATION: 3 YearGEF FOCAL AREA:      Multi-FocalGEF OPERATIONAL PROGRAM: Enabling ActivityGEF STRATEGIC PRIORITY: Capacity BuildingPipeline Entry Date: May 2004ESTIMATED STARTING DATE: October 2004IA FEE: USD 131,870

This proposal has been prepared in accordance with GEF policies and procedures and meets the standards of the GEF Project Review Criteria for      approval.

Yannick Glemarec     Deputy Executive Coordinator

2 August 2004

Project Contact Person: Bo LimTel. and email:1-212-906-5730, [email protected]

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PART I - PROJECT CONCEPTA - SUMMARYThe proposed Support Programme will provide technical assistance to countries with respect to implementation of the Strategic Approach to Enhance Capacity Building (GEF/C.22.8)(hereafter referred to as the Strategic Approach), which was approved by the GEF Council during its 22nd session. In particular, the Support Programme will provide methodological support and conduct policy analysis relevant to the four pathways envisaged in the Strategic Approach, with an emphasis on Pathway I:

Pathway I: National Capacity Self-Assessments (NCSAs)Pathway II: Strengthening the capacity building components of GEF projectsPathway III: Targeted capacity building projects, both within and across focal areasPathway IV: Country capacity building programmes in LDCs and SIDS

The Support Programme will provide technical backstopping to countries to ensure timely completion of Pathway I, which focuses on the potential synergies between the three global environmental conventions on biodiversity, climate change, and land degradation. The strategy of this project is to identify, on an ongoing basis, countries’ needs for supporting NCSA activities, over and above what they are receiving through national NCSA projects. The aim is to meet this demand with the rapid mobilization of technical backstopping and opportunities for countries to share experiences related to the preparation of NCSAs. The Support Programme will be structured as a learning process and knowledge management mechanism, with an initial emphasis on analysing information and knowledge generated by the NCSA process, which will be used as substantive inputs in the development of the other Pathways in four ways: 1) develop targets and indicators for capacity building in the context of the NCSAs; 2) generate regional synthesis reports and “good practices” documents, which could form a foundation in designing the other Pathways; 3) review previous and ongoing capacity development activities, and develop proposals for the modality of Pathway IV; and 4) advise on ways to ensure the most effective and cost-efficient way of providing country-focused technical support services to all GEF enabling activities.

The Support Programme will form partnerships with relevant institutions and initiatives, in particular UNDP's Energy and Environment Group (EEG), and UNDP's Capacity Development Group (CDG). The EEG is expected to offer co-financing of USD 225,000 in cash. The EEG manages UNDP’s initiatives for Energy and Environment, which is one of the five key practice areas of UNDP. The EEG works in six priority areas: 1) frameworks and strategies for sustainable development; 2) effective water governance; 3) access to sustainable energy services; 4) sustainable land management to combat desertification and land degradation; 5) conservation and sustainable use of biodiversity; and 6) national/sectoral policy and planning to control emissions of Ozone Depleting Substances (ODS) and Persistent Organic Pollutants (POPs). The EEG has been assisting countries in strengthening their capacity to address challenges in these priority areas at global, national, and community levels, seeking out and sharing best practices, providing innovative policy advice, and linking partners through pilot project that help poor people build sustainable livelihoods. The CDG has been leading various capacity building initiatives including Capacity 2015, which assists countries in developing capacities to meet the Millennium Development Goals (MDGs). Capacity 2015 is based upon the successful experience of Capacity 21, which assisted countries in formulating national and local Agenda 21s in UNDP's country programmes based on the formula of integration, participation, and information.

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The Support Programme will also be implemented in close collaboration with the GEF-funded medium-sized project, “Capacity-Building Programme for the Development of Sub-Regional Environmental Action Plans for the New Partnership for Africa's Development” (hereafter referred to as the NEPAD MSP), approved in June 2004 with three overall objectives: 1) develop five sub-regional plans which will identify and prioritize the environmental issues of relevance to each of the sub-regions in line with the NEPAD Environmental Action Plan; 2) through stocktaking and gap analysis, develop a coordinated and strategic approach within GEF and with other donors to assist countries to implement the NEPAD Environmental Action Plan, including a plan of implementation and mobilization of funds for identified projects; and 3) strengthen, through technical backstopping and training, the capacity of the African Regional Economic Communities, the NEPAD Secretariat and the national focal points for the Rio Conventions and GEF funded projects particularly the NCSA focal points, to prepare and implement the sub-regional NEPAD environmental action plans and to mainstream environmental issues into their regular activities.

Regional institutions will play a central role in the implementation of the Support Programme by assisting countries, assessing emerging needs and developing training strategies. The regional institutions will promote regional ownership and sustainability of the outcomes of the Support Programme. Therefore the active role of the regional institutions is the key to success of the Support Programme. Depending on the expertise needed, a number of regional institutions in a given sub-region may be involved in technical backstopping activities. The regional institutions will also participate in the preparation of good practice documents, as part of the learning approach. A follow-up mechanism will be designed to facilitate a proactive engagement of national teams in order to establish an effective forum for technical discussions on the implementation of NCSA activities. A Programme Support Unit, which consists of one Senior Programme Coordinator (SPC), one Programme Specialist (PS), and 0.5 Programme Associate (PA), will be established to implement and supervise the Support Programme’s activities. The Programme Support Unit will be based in New York, but its work will be decentralised through the Regional institutions. Under the supervision of the UNDP-GEF Capacity Development and Adaptation Cluster, the Programme Support Unit will work in close coordination with UNEP Nairobi, UNDP-GEF Regional Coordination Units, EEG, CDG's capacity building initiatives, in particular Capacity 2015, and the NEPAD MSP.

1. Background and Context

The National Capacity Self-Assessments (NCSAs) represent the first concrete step in an evolving approach to capacity development underway within the GEF. The primary purpose of the NCSA process is to provide countries with the opportunity to identify or validate priority capacity needs as they respond to global environmental obligations contained within the three global conventions on biodiversity, climate change and desertification. In addition, the NCSA process has an unprecedented focus on the potential synergies and cross-cutting dimensions of capacity issues across these three themes and presents countries with an opportunity to explore the interface between their national sustainable development priorities and their global environmental management commitments.

Capacity building for global environmental management has become a significant area of focus for the Global Environment Facility (GEF). During its 22nd session, the GEF Council approved the Strategic Approach (GEF/C.22.8) and requested that a proposal for a technical support programme for capacity building be submitted for Council consideration. This

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proposed Support Programme responds to the Council decision and takes into consideration previous and current efforts by the GEF to respond to capacity building issues.

The GEF business plan (05-07) identifies capacity building as “a strategic priority of the GEF that cuts across all focal areas” and anticipates that resources will be targeted to support capacity building in countries. The Strategic Approach proposes that resources be channelled through four pathways: 1) National Capacity Self-Assessments, 2) strengthening the capacity building components of GEF projects, 3) targeted capacity building projects, and 4) activities to remove critical capacity building bottlenecks, especially for Least Developed Countries (LDCs) and Small Island Developing States (SIDS).

Pathway 1, the National Capacity Self-Assessments (NCSAs), was launched in 2001 and is now fully operational. As of 23 July 2004, a total of 101 NCSA projects (72 UNDP + 29 UNEP) have been approved by the GEF. In addition, about 46 NCSA proposals are currently being formulated and will be submitted to the GEF by December 2004, 3 through UNEP and 43 through UNDP. The total NCSA portfolio is expected to reach 147 projects, with 77% administered by UNDP and 23% by UNEP.

The proposed Support Programme will provide technical backstopping to countries on Pathway I and will build upon the progress already made through the NCSA process, consistent with the Capacity Development Initiative (CDI). It also takes into consideration national reports and decisions related to capacity building of the United Nations Framework Convention on Climate Change (UNFCCC), the United Nations Convention on Biological Diversity (UNCBD), and the United Nations Convention to Combat Desertification (UNCCD).

Furthermore, the Support Programme will give substantive inputs for the implementation of the Strategic Approach in four ways: 1) design a set of targets and indicators for the NCSAs that can provide inputs for the other Pathways, and thereby assisting countries in effectively monitoring progress in their efforts to develop national capacity necessary for global environmental issues; 2) produce synthesis reports and "good practices" documents on the NCSAs, which could form a good foundation in developing and implementing the other Pathways; 3) formulate proposals for the modality of Pathway IV by reviewing previous and ongoing capacity development activities; and 4) develop options for a country-focused technical support programme for all GEF enabling activites.

The Support Programme will form partnerships with relevant institutions and initiatives, including the United Nations Institute for Training and Research (UNITAR), United Nations University (UNU), the NEPAD MSP, EEG, and CDG's capacity building initiatives, in particular Capacity 2015. The main objective of Capacity 2015 is to help countries to develop capacities so that they may benefit from globalization, and meet or surpass the MDGs while achieving sustainable development. Proposed areas of action under Capacity 2015 include: stimulating sustainable development in the Small Island Developing States (SIDS) while reducing their vulnerability; and creating knowledge, learning, and information networks for capacity development at a local level. The Support Programme could tap on these activities, and also capitalise on the methodologies and national coordination mechanism established under Capacity 21 and other CDG's capacity building initiatives. Capacity 2015 will contribute parallel funding of USD 600,000 to the Support Programme. The Technical Unit will co-ordinate with the NEPAD MSP by encouraging countries to identify relevant capacity needs through the NCSAs and to integrate their needs in the context of the five sub-regional environmental action plans of NEPAD.

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2. Current Status of NCSA Technical Support

In October 2001, the GEF released the Operational Guidelines for Expedited Funding of National Self-Assessments of Capacity Building Needs. In December 2001, in collaboration with UNITAR and the Implementing Agencies (IAs), GEF produced "A Guide for Self-Assessment of Country Capacity Needs for Global Environmental Management" (hereafter referred to as the UNITAR Guide) to provide information on methodological issues to countries undertaking an NCSA. While the UNITAR guide has proven to be a useful reference for countries during the proposal preparation phase of the process, project teams have indicated a need for further guidance on project implementation.

Early experience with NCSA implementation indicates that there remains a need for additional technical guidance on how best to assess the capacity baseline and additional capacity building requirements for more effective Convention implementation through synergies. Project teams have also requested more detailed descriptions of the various outputs envisaged from the NCSA process than those contained in the UNITAR Guide. Content of early thematic profiles and draft assessment reports have varied in terms of quality, scope, and technical detail. This combined with the absence of specific guidance on action planning in the UNITAR guide threatens to weaken the overall impact of the NCSA process.

To begin addressing some of these issues, UNDP developed an NCSA Resource Kit to complement the UNITAR guide. The UNDP NCSA Resource Kit contains information on the various administrative and methodological issues likely to be addressed in the NCSA process. It provides step-by-step guidance for NCSA project managers, consultants and stakeholders on how to manage the various aspects of the process. While it does not prescribe a specific methodological approach, the Resource Kit contains advice on how a spectrum of tools and methodologies might be used during the assessment process. Together, the UNITAR guide and the NCSA Resource Kit form the foundation for the technical support that UNDP is currently providing to countries that have begun to implement their NCSAs. Nonetheless, experience has shown that significant methodological gaps remain.

Similarly, UNEP drafted a Technical Resource Kit and Project Management Guidance Notes to help project teams implement the NCSA process. In addition to provision of overall guidance on the NCSA process, the draft UNEP Technical Resource Kit compiled an extensive list of conventions' technical resources, in particular related to the issue of capacity building and institutions involved. The Resource Kit also referred to various tools and methodologies that are in use elsewhere. The Project Management Guidance Notes are intended to assist with overall planning and management of the project processes, including the reporting requirements. For both Kits to achieve publication quality, however, considerable investment of staff time and convention inputs will be required, which are beyond the existing support capability of UNEP intended for the NCSA.

In January 2004, UNEP conducted a preliminary survey of its 16 active NCSA projects to explore the most effective way of providing technical and operational support to facilitate smooth and timely implementation of NCSAs and subsequent capacity building initiatives. The eight responses to the survey provide an illustrative and instructive overview of the kinds of technical support sought by project teams responsible for implementing NCSAs (full survey results are provided in Annex I). The identified needs can be divided into three broad categories: 1) direct technical support, including more guidance on the outputs of the NCSAs, prioritisation, mainstreaminig the NCSAs into broader policy context, and indicators for capacity buidling; 2) knowledge sharing, including online knowledge management mechanisms to exchange experiences and lessons learned among countries; and 3) policy

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guidance on the positions of GEF, the Conventions for Biodiversity, Climate Change, and Land Degradation for capacity building.

3. Project Approach

The strategy of the Support Programme is to identify, on an ongoing basis, countries’ assistance needs to ensure successful completion of NCSA activities, over and above what they are receiving through national NCSA projects. The aim is to meet this demand with the rapid mobilization of technical backstopping, training and opportunities for countries to share experiences related to the preparation of NCSAs. The Support Programme will also help the other Pathways envisaged in the Strategic Approach to be implemented smoothly by capturing lessons learned from the NCSA process.

The Support Programme will be structured as a learning mechanism, with an initial emphasis on analyzing information and knowledge generated by the NCSA process and sharing best practices. Operationalising such a learning mechanism is essential to ensuring that NCSA outputs adequately inform key stakeholders and policy makers. In addition to effectively capturing and disseminating the knowledge that emerges from individual NCSAs, learning from the overall process will involve assessing both project successes and failures.

A key component of the Support Programme will be to provide value-added by collecting and synthesizing the information generated at the national level and disseminating major lessons learned through a variety of knowledge management techniques for use in further implementation of the Strategic Approach. An effective learning mechanism must make use of appropriate practices and tools that obtain constant feedback from constituencies. In this case, the Support Programme will make strategic use of online tools such as an interactive website, email list servers, and online surveys to track user needs and feedback.

Knowledge management activities under the Support Programme will build on UNDP and UNEP experience. UNDP’s knowledge management approach is built around a cycle comprised of three main elements: knowledge generation, knowledge codification and sharing and application. This cycle is being operationalised through knowledge tools and products (e.g. templates for lessons learned, best practice notes). The Support Programme will analyse ways to adopt a similar approach, making use of the technical resources already available. It will also look at UNEP initiatives in this area to ensure cost-effective generation and use of knowledge.

Consistent with the Strategic Approach (paragraph 45), the Support Programme will work closely with recognized regional institutions to facilitate decentralized delivery of technical support through workshops, networking of regional experts and learning exchanges. The active involvement of the regional institutions promotes sustainability of the outcomes and impacts of the Support Programme and regional ownership. Therefore, the regional instiuttions are the key to success of the Support Programme. Working with the GEF and the Convention Secretariats, the Support Programme will solicit the involvement of regional institutions based on agreed criteria and operational modalities, to establish appropriate partnerships and strategic alliances. The rationale is three-fold: 1) to optimise utilisation of scarce resources and to make all capacity-related activities more targeted, strategic and complementary to each other; 2) to use the NCSA as a tool to mobilise other national and local level capacity-building activities to ensure synergies and to ensure an integrated approach across global, national and local levels; and 3) to promote regional ownership and ensure long-term sustainability of the impacts of the Support Programme.

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Regional institutions will play a central role in assisting countries in the implementation of NCSA activities. The regional institutions will promote regional ownership and sustainability of the outcomes of the Support Programme. Therefore, the active involvement of the regional institutions is the key to success of the Support Programme. Such regional institutions may include Institut de l’Energie et de l’Environement de la Francophonie (IEPE), International Union for the Conservation of Nature (IUCN), the United Nations University (UNU), Association of South East Asian Nations (ASEAN), South Asia Co-operative Environment Programme, Asia-Pacific Centre of Excellence, and the South Pacific Regional Environment Programme (SPREP). The Support Programme will work closely with these institutions to ensure that countries’ needs are addressed systematically, building on similar experiences and related work. A follow-up mechanism will be designed to facilitate a proactive engagement of national teams in order to establish an effective forum for technical discussions on the implementation of NCSA activities. Depending on the expertise needed, a number of regional institutions in a given sub-region may be involved in technical backstopping activities. The institutions will also participate in the preparation of good practice documents, as part of the learning approach.

Cooperation arrangements with the regional institutions will depend on specific responsibilities and activities to be carried out. Through this approach, the Support Programme will seek to build partnerships and enhance regional ownership of technical assistance and dissemination activities. It will also help to foster and strengthen regional networks for capacity development on the basis of existing institutions. One approach could be to retain global functions with the GEF Implementing Agencies, while responsibility for regional and national activities could be with regional institutions.

The Support Programme will work with UNEP Nairobi, the UNDP-GEF Regional Coordination Units, EEG, CDG's capacity building intiatives, in particular Capacity 2015, the NEPAD MSP, the UNDP Country Offices and the NCSA National Project Coordination Units, and other relevant initatives to identify opportunities for greater impact. Coordination mechanisms will be established at the global, regional, and national levels, and systematic reports on progress in coordination will be prepared at select key points (See E-Institutional Coordination and Support, 1) Core Commitments and Linkages for coordination mechanisms.) These reports will provide valuable information inputs that will help the Support Programme to make any necessary adjustments of technical backstopping activities to meet countries needs and priorities.

Benchmarking the progress of projects or development activities against a set of established indicators is a valuable management practice that is essential to ensure that NCSAs establish a good foundation for capacity development for global environmental management. The Support Programme will develop a set of criteria against which technical backstopping and information dissemination activities will be measured. These benchmarks will be developed in consultation with the regional institutions on the basis of the services to be provided by the Support Programme.

4. Project Objectives, Activities and Outcomes

Overall objective

One of the important best practices in capacity development is the need to design capacity development efforts based on a self-assessment of capacity needs. This is what has motivated the GEF’s support to NCSAs. The Support Programme will provide technical backstopping to countries to ensure timely completion of NCSAs that are not only defined by the high

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quality of outputs, but also by widespread political support of the process and findings. In particular, the Support Programme will provide methodological support to assist national teams on the basis of their priorities and needs. Furthermore, the Support Programme will also analyze information and knowledge generated by the NCSA process to help the other three Pathways envisaged in the Strategic Approach to be formulated and implemented by developing a set of targets and indicators, proposing the modality for Pathway IV, and formulating options for a country-focused technical support programme for all GEF capacity building activities.

Immediate objective 1: To establish a support mechanism for NCSA activities

A Programme Support Unit will be established to implement and supervise the Support Programme’s activities on a daily basis. The Programme Support Unit will be based in New York, and will work closely with UNEP Nairobi, the UNDP-GEF Regional Coordination Units, CDG's capacity building initiatives, in particular Capacity 2015, the NEPAD MSP, and 10 sub-regional institutions. While the overall management of the Support Programme will be the responsibility of the Programme Support Unit, technical backstopping activities to countries will be decentralised through the involvement of regional institutions.

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Activity 1.1: Establish a Programme Support Unit

A Senior Programme Coordinator(SPC) will be hired through a competitive process organized by UNDP, in close consultation with UNEP and other members of a Project Advisory Committee of the Support Programme to manage and coordinate the Support Programme’s activities with all the partners. A Programme Specialist (PS) will be also hired by UNEP, in close consultation with UNDP and other members of the Project Advisory Committee to manage and supervise some of the activites and to support the SPC. This PS positon will exist for the first two years only when the activities require intensive technical backstopping. As the activities start to phase out during the 3rd year, the SPC will provide all the technical backstopping. A Programme Associate (PA) will be assigned half-time to assist the SPC and the PS. The Support Programme will cover all the expenses for the SPC and the PS, but only 50% of the costs for the PA. The Programme Support Unit will be based in New York. The PS will visit UNEP Nairobi on a regular basis to ensure close coordination between the Support Programme and the NEPAD MSP. The Programme Support Unit will focus on analytical aspects of the Support Programme and will provide guidance to the regional institutions. The SPC will develop a detailed workplan for the Support Programme and will be primarily responsible for the timely implementation of activities, in coordination with the regional institutions. The PS will support the SPC by providing technical backstopping to regional intitutions and consultants for some of the activities. The division of responsibilities between the SPC, PS and PA are specified in the activities sections below and in Annex IV (ToRs). · Develop detailed workplan for the Support Programme Identify partner regional institutions, based upon a set of criteria to be developed by the

SPC· Agree on regional partner institutions in consultation with the Project Advisory Committee and establish contractual modalities Establish coordination mechanisms between the Support Programme and relevant

institutions and initiatives· Implement a follow-up mechanism to ensure timely technical assistance to countriesOutputs:· Programme Support Unit established· Support Programme workplan developed· Cooperation arrangements with regional institutions fully operational Coordination mechanisms with relevant institutions and initiatives fully operational

Activity 1.2: Establish a Project Advisory Committee and a Project Technical GroupA Project Advisory Committee and a Project Technical Group will be established to provide strategic policy direction and technical guidance, respectively. Their roles and responsibilities are described in more detail in Section 6: Implementation Arrangements and Annex IV: Terms of References. · Organise and document regular teleconferences Outputs:· Project Advisory Committee and Project Technical Group established· Teleconferences organised and documented

Immediate objective 2: To establish a learning mechanism for generating, disseminating and applying methodological support for NCSAs and future capacity building initiatives

The Support Programme will identify needs for technical backstopping on the basis of capacity and methodological constraints that countries face in the implementation of NCSA activities. In doing so, the Support Programme will work closely with appropriate regional

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institutions to ensure that assistance is provided in a timely manner while strengthening regional involvement and capacities in the NCSA process. Identification of good practices, dissemination of information, and knowledge management will be key components of the Support Programme. The objective is to establish an active learning and consultation mechanism that countries can make use of during the implementation of NCSA activities. The regional institutions are expected to play an important role in this component. Lessons learned, technical material and relevant information will be disseminated on a regular basis while encouraging exchange among countries on their NCSA outcomes. As part of the learning mechanism, national teams will be encouraged to play an active role in disseminating their experience on their thematic assessments and stakeholder consultations.

This component is also aimed at helping the other Pathways proposed in the Strategic Approach to be developed and implemented by conducting an analytical work necessary to formulate a set of targets and indicators for capacity development activities, proposing the modality of Pathway IV, and formulating options for a country-focused technical support programme for all GEF capacity building activities.

Activity 2.1: Develop targets and indicators for measuring the results and impacts of capacity building activitiesThe Support Programme will undertake the analytical work necessary to propose indicators that allow effective benchmarking and assessing outcomes and impacts of the four Pathways envisaged in the Strategic Approach, in collaboration with the Monitoring and Evaluation Units of GEF, UNDP, UNEP, and the Worldbank. Develop indicators for benchmarking and outcomes/impacts assessments of the four

Pathways of the Strategic Approach

Activity 2.2: Update existing NCSA Resource Kits to reflect the emerging needs of NCSA project teamsThis activity will be supervised by the SPC. · Revise the NCSA Resource Kits on the basis of feedback on country experiences · Seek active country participation in the review process to ensure that current gaps are adequately addressed Coordinate closely with UNITAR to ensure complementarity between UNITAR Guide

and the NCSA Resource Kits. Work closely with Capacity 2015 to capitalise on the methodologies developed under Capacity 21.

· Prepare and disseminate revised NCSA Resource KitsOutputs:· Revised NCSA Resource Kits

Activity 2.3: Develop a toolbox for specific methodological support to respond to the needs of the NCSAsThe Support Programme will work closely with the Convention Secretariats of Multilateral Environmental Agreements (MEAs), UNITAR, UNU, EEG, CDG Capacity Building Initiatives including Capacity 2015, NEPAD MSP, and other relevant institutions and initiatives so that their technical inputs during the preparation of the toolbox are taken into consideration. The toolbox will employ two approaches – top-down and bottom-up. The top-down approach will study experience at the regional and global level, capture lessons, and will trickle down the regional and global experience to the national level. The bottom-up approach will study experience at the local and national level, capture lessons, and trickle up

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to the regional and global levels. The SPC will supervise the bottom-up approach and the PS the top-down approach.· Identify areas that are not covered by UNITAR guide and the NCSA Resource Kits· Identify training priorities on the basis of countries needs· Consult and agree with countries on a strategy to fill gaps through toolbox Develop a toolbox. The toolbox will be prepared based on two approaches – top-down

and bottom-up. Tentative areas of work may include: 1) mainstreaming MEAs/NCSAs into existing policies and programmes; 2) prioritising actions to address capacity needs and gaps; 3) developing a framework for monitoring and evaluating capacity needs; and 4) developing criteria for crosscutting analysis

Develop a training package for toolbox· Implement a user-friendly approach to provide basic methodological training to countries via Internet, as appropriateOutputs:· Two toolbox approaches developed (top-down & bottom-up) Two training packages (top-down & bottom-up) developed for toolbox. · Training materials posted on the website

Activity 2.4: Organize sub-regional workshops The Support Programme will organise sub-regional training and exchange workshops through the regional institutions on the basis of countries’ needs. The workshops will address technical and implementation issues, while promoting the exchange of experiences and networking. GEF and Convention focal points will be invited to workshops to ensure that the NCSA remains anchored in ongoing political processes. Workshops will also be synchronized with related events/ processes. The regional institutions will work with countries to define training agendas, ensuring active engagement of national teams in workshop design and content. Given that countries will likely be at different levels of implementation, the workshops will need to bring together countries with similar needs at a given stage of the NCSA process with those countries that are more advanced in their NCSA process to promote south-south collaboration. This approach will ensure more effective training and opportunities for addressing gaps and building capacity. The PS will supervise the workshops in the Caribbean and East and South Africa, and the SPC the other subregions.Outputs:· Ten sub-regional workshops held in Latin America, Caribbean, Asia, Pacific, Eastern Europe, CIS, North Africa, East & South Africa, West & Central Africa, and Middle East. Reports of proceedings widely disseminated · National NCSA teams have a better understanding of methodologies for conducting NCSAs and approaches for gaining widespread political support for mainstraming MEAs into national development plans Experiences and lessons learned shared between countries

Activity 2.5: Establish and maintain a GEF NCSA website, list server and newsletterThe GEF NCSA website will host technical information, training material, e-discussion forum, event calendar, contact information, resource library, links to other sites, newsletters and expert roster. The website will be housed in UNDP and supervised by the SPC.· Design website, including interactive forum to facilitate on-line discussions among countries, and links to methodologies, tools and best practices compiled by the Support Programme. The website could be linked to the Information and Learning Networks (ILN) developed under Capacity 2015 · Update the website twice a month· Establish and maintain an electronic list server· Establish a roster of experts on the website

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· Compile a quarterly electronic newsletter

Activity 2.6: Document and analyze selected components of NCSAs as a means to disseminate interim outcomesThis activity will be implemented by the regional institutions under the strategic guidance of the PS. There are several components of the NCSA process, e.g. stocktaking, thematic profiles, cross-cutting analysis, national reports, and national action plans. The Regional Institutions will review the components submitted from the countries, analyse and synthesise the findings and good practices.· Establish practical procedures for countries to report on outcomes of NCSA activities· Assess materials to be documented, in coordination with countries· Disseminate reports on selected NCSA components (e.g. stocktaking, thematic profiles, cross-cutting analysis, national reports, and national action plans)

Activity 2.7: Produce and share a synthesis report of NCSAs on an annual basis This activity will be implemented by the regional institutions under the strategic guidance of the SPC, and based upon the documents to be produced in Activity 2.6, and progress reports on implementation of NCSAs that will be provided by the IAs.· Analyze information generated as a result of NCSA implementation on a regional basis · Prepare and disseminate an annual synthesis report

Activity 2.8: Draw lessons and prepare “good practices” documents on the basis of countries’ experiencesThis activity will be implemented by the regional institutions under the strategic guidance of the SPC. The SPC will establish the review committee.· Develop guidance for countries on how to prepare good practices notes Develop a template for lessons learned documents · Identify and document good practices during sub-regional workshops· Establish a review committee for quality control of good practice notes that are produced· Disseminate good practices notes through the learning mechanism that is established Activity 2.9: Assess previous knowledge management approach on capacity development activities relevant to the NCSAs and design a mechanism for Pathway 4 of the Strategic ApproachThis activity will review previous and ongoing capacity development activities for the MEAs, analyze the results, and develop proposals for the modality of Pathway IV, based upon the analytical work. · Compile and disseminate information on capacity building activities for the multilateral environmental conventions· Prepare information notes on other relevant capacity building activities · Prepare summaries and bibliography of relevant technical publications and methods Develop proposals for Pathway 4 based on the information and knowledge generated

from past and ongoing enabling activites.

Activity 2.10: Develop options for a country-focused technical support programme for all GEF capacity building activitiesThe GEF has supported a number of technical support programmes such as the National Communications Support Programme, the Biodiversity Support Programme and the Biosafety Framework. It is expected that eventually an integrated, country-focused technical support programme will be formulated and implemented for all GEF capacity building activities. This activity will review the past and ongoing GEF technical support programmes,

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identify lessons learned and best practices, and design a country-focused technical support programme for all GEF capacity building activties under the guidance of the Project Advisory Committee. Review past and ongoing GEF technical support programmes Identify lessons learned and best practices Develop options for a country-focused technical support programme for all GEF

enabling activities

Outputs (for Activities 2.5-2.10):· Website established and updated twice a month· List server established Outputs of the NCSA documented and analysed by the regional institutions Annual regional synthesis reports produced

· Good practices from national experiences prepared and disseminated· Annual synthesis reports prepared and disseminated Proposals for Pathway 4 formulated Formulate options for a country-focused support programme for all GEF capacity

building activities

Mid-term and Final Evaluation:The Support Programme will conduct a mid-term and a final project evaluation to measure the outcomes and impacts of the project. An independent evaluator will be hired for the evaluations. Outputs A mid-term and a final evaluation conducted

B - COUNTRY OWNERSHIP1. COUNTRY ELIGIBILITYThe countries preparing NCSAs are eligible for receiving support from the Support Programme.

2. COUNTRY DRIVENNESSThe NCSA is an entirely country driven process, undertaken by national institutions and national experts to the extent possible. A preliminary survey of 16 NCSA projects (See Annex I) revealed that there was a strong need for knowledge management and methodological backstopping. The Support Programme will therefore meet the demand while cooperating closely with the existing implementation support provided by the IAs.

C – PROGRAM AND POLICY CONFORMITY1. PROGRAM DESIGNATION AND CONFORMITYThis project fully supports the GEF Operational Guidelines for preparation of National Capacity Self-Assessments in the strategic area of capacity building.

2. PROJECT DESIGNThe NCSA is a country-driven process, which is embedded in the particular institutional, political and social context of the country undertaking the assessment. Furthermore, the NCSA is sufficiently flexible to allow countries to design a process that complements and links to existing national development and planning processes. In all cases, the participation of a broad range of governmental and non-governmental stakeholders ensures a comprehensive approach to the assessment and promotes country ownership.

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Due to its multi-focal nature, the NCSA will represent an important challenge to most countries. The cross-cutting dimension of the NCSA process is particularly significant. Through the NCSA countries are expected to take stock of previous and ongoing activities related to capacity building, produce a list and description of capacity building needs in the three thematic areas, identify cross-cutting issues and synergies, and, in most cases, draft a plan of action to meet the prioritised needs, including a mechanism for monitoring and evaluating progress. Carrying out these activities will require a significant effort in information compilation, assessments and consultations. Adequate technical support and guidance on best practices in capacity assessment and development will be critical to ensure the success of the NCSA. (See Annex I for a summary of country capacity needs). Another critical aspect for the sustainability of NCSAs will be the need to support consultations at the national level so as to gain widespread political support. The success of the NCSA is key to ensure effective implementation of the following Pathways envisaged in the Strategic Approach, as these Pathways will be built on the outputs and outcomes of the NCSAs.

Providing timely and well designed technical support to countries implementing GEF projects, particularly enabling activities, has proven to be an effective approach. The GEF has supported a number of technical support programmes such as the National Communications Support Programme, the Biodiversity Support Programme and the Biosafety Framework. The lessons from these support programmes as well as the findings of the CDI clearly point to the need to provide countries with information, tools, methodologies, and good practices to help identify, develop and implement effective and sustainable capacity building measures for global environmental management. Country missions carried out by UNDP and UNEP as well as the UNEP survey (Annex I) reveal that these needs are only partially met by the existing technical support provided by the IAs, and additional efforts are needed. More specifically, targeted support is needed to ensure: 1) the quality and comprehensiveness of the major products of NCSAs; 2) widespread political support and the maintenance of a consultation approach with countries; and 3) sub-regional exchange of information, experiences and expertise. Although as of 23 February 2004, 101 countries received approval for their NCSAs, implementation has been relatively slow. As they enter the implementation phase, NCSA teams are confronting a number of key methodological questions for which they lack adequate technical support. This lack of support has led to a loss of momentum in a number of countries.

To facilitate the implementation of the NCSA, a number of methods and tools for assessing capacity exist. However, these methods have not been extensively tested in a convention context, nor been used for assessing synergies among the conventions. Existing methods will have to be tailored to meet these needs.

The proposed Support Programme will examine a number of new or emerging issues that are relevant to individual focal areas or which cut across all of them. The range of proposed activities ensures that technical backstopping to countries extends beyond training workshops and the development of methodologies. The Support Programme gives a central role to a learning mechanism that intends to generate and disseminate information and knowledge in a proactive manner. The Support Programme will be flexible enough to respond to emerging needs and country priorities. The Support Programme will also capture lessons learned in the NCSAs and assist the formulation and implementation of Pathway II, III, and IV, and a country-focused technical support programme for all GEF enabling activities. The attached logical framework provides an overview of the various activities proposed (Annex II).

3. SUSTAINABILITY (INCLUDING FINANCIAL SUSTAINABILITY)

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The Support Programme will work with regional institutions to strengthen regional ownership of technical backstopping activities. It will also engage countries in a proactive exchange of information and technical discussions that seek to enhance technical capacity at the national and regional levels. By establishing coordination mechnisms at the global, regional, and national levels, it will promoting linkages with other relevant institutions and initiatives to facilitate synergies.

4. REPLICABILITY     5. STAKEHOLDER INVOLVEMENT/INTENDED BENEFICIARIESThe primary stakeholders are the national teams involved in the NCSA activities. The secondary stakeholders are the broader range of institutions consulted during the stocktaking and national consultations.

D - FINANCING1) FINANCING PLAN This is a full-size project for the total project budget of USD 1,883,852. See Annex III for the budget breakdown.

The agreed IA fees for the implementation of the NCSA enabling activities are 15% of the total project budget. The IA fees are used to provide the countries undertaking the NCSA with backstopping related to project formulation, implementation, monitoring and evaluation, and mainstreaming services. These services are provided by the two support teams, one in UNDP for UNDP countries and the other in UNEP for UNEP countries. These support teams will work closely with this Support Programme, exchanging information and knowledge (Annex V for the institutional arrangement).

This Support Programme will cover the execution costs associated with technical assistance, knowledge management and methodological development that go beyond the services that IAs provide under the existing fee arrangement for implementation of enabling activities. The support costs for the project are $107,952, which corresponds to 8% of UNOPS support costs. UNOPS provides support to the activities to be managed by UNDP only.

2) CO-FINANCINGUNDP’s CDG is expected to provide the Support Programme with parallel funding of USD 600,000. The co-financing will be provided through the following CDG’s capacity building initiatives, in particular Capacity 2015: The Information and Learning Network (ILN), which is an information system at the

local level to promote information and knowledge sharing A Resilience Facility (RF), which provides SIDS with support to mitigate the effects of

vulnerability to exogenous forces The methodologies for capacity development, which were developed under Capacity 21 National-level sustainable development strategies Lessons learned documents from previous capacity development activities

In addition, UNDP’s Environment and Energy Group (EEG) is expected to offer co-financing of USD 225,000 in cash. UNEP is also expected to provide the Support Programme with co-financing of USD 150,000 in cash. The Support Programme is seeking additional co-financing from relevant institution and bilateral partners.

Co-financing Sources

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Name of Co-financer (source) Classification Type Amount (USD) Status

UNDP EEG Multilateral Cash 225,000

To be confirmed; discussions underway.

Capacity 2015 of UNDP Multilateral Parallel 600,000

To be confirmed; discussions underway.

UNEP Multilateral Cash 150,000

To be confirmed;discussions underway.

Sub-Total Co-financing 975,000

E - INSTITUTIONAL COORDINATION AND SUPPORT1) CORE COMMITMENTS AND LINKAGESCoordination mechanisms will be established at global, regional, and country levels to ensure close linkages between the Support Programme and relevant institutions and initiatives, in particular UNITAR, UNU, Capacity 2015, and the NEPAD MSP. At the global level, the Support Programme will collaborate with these institutions and initiatives through the Project Advisory Committee and the Project Technical Group. At the regional level, regional task forces, which will be chaired by representatives from UNDP-GEF Regional Coordination Units and will consist of representatives from Capacity 2015 Regional Offices, and other relevant regional initiatives, will be established in seven regions: 1) Africa; 2) Arab States; 3) Asia; 4) the Pacific; 5) Eastern Europe and CIS; 6) Latin America; and 7) the Caribbean. At the national level, national task forces, which will be chaired by representatives from UNDP Country Office, and will comprise the Project Managers of the national NCSA and Capacity 2015 projects, GEF Operational Focal Points, the National Focal Points of the Conventions for biodiversity, climate change, and land degradation, and representatives from other relevant national initiatives, will be established firstly in seven pilot countries, and then replicated to the rest of the countries undertaking the NCSA (One country in each region will be selected for the pilot; these pilot countries will be selected later.) (See Annex IV for the Term of References for the Project Advisory Committee, Project Technical Group, Regional Task Force, and National Task Force.)

The CDG and the UNDP’s NCSA Team, which has been supporting the implementation of the NCSAs under the IA fees, will sign a Memorandum of Understanding (MoU) to establish a formal partnership. This partnership is aimed at establishing long-term cooperation between UNDP’s capacity building activities for MDGs and GEF/UNDP’s capacity building activities for global environmental issues. This partnership will promote mainstreaming the impacts of GEF-funded capacity building activities into broader national and regional policy processes for sustainable development. The MoU is under development.      2) CONSULTATION, COORDINATION AND COLLABORATION BETWEEN AND AMONG IMPLEMENTING AGENCIES, EXECUTING AGENCIES, AND THE GEF SECRETARIAT, IF APPROPRIATE.The Support Programme will have two advisory bodies – a Project Advisory Committee and a Project Technical Group. The Project Advisory Committee will be chaired by the GEF

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Secretariat and will involve representatives from UNDP-GEF, CDG, UNEP, the NEPAD MSP, and the Worldbank. The Technical Advisory Group will include representatives from the United Nations Framework Convention for Climate Change (UNFCCC), the United Nations Convention on Biological Diversity (UNCBD), the United Nations Convention to Combat Desertification (UNCCD), UNITAR, UNU, CDG, and the NEPAD MSP(See Annex IV for the Terms of References for the Committee and the Group.)

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3) IMPLEMENTATION/EXECUTION ARRANGEMENTSThe Support Programme will be managed by the GEF and will be implemented by UNDP and UNEP, on the basis of assigned responsibilities and corresponding budget allocations (see Budget in Annex IV). The division of activities proposed is based on the share of the NCSA portfolio between UNDP (approximately 77% of total number of NCSA projects) and UNEP (approximately 23% of total). The SPC will be responsible for the overall managemement and supervision of all the project activities with support from the PS and PA (See Annex IV for the Terms of References).

The Programme Support Unit, which will consist of 1 SPC (UNDP), 1 PS (UNEP), and 0.5 PA (UNDP), will be located in New York under the joint supervision of the UNDP-GEF Capacity Development and Adaptation Cluster (CDAC) and UNEP Nairobi. This Cluster was established in response to the new opportunities and challenges represented by GEF 3. CDAC is well positioned to undertake a supervisory role of the Programme Support Unit, given its mandate to take the lead on supporting traditional capacity development interventions such as the Enabling Activities (EAs). CDAC is also responsible for supporting the six UNDP-GEF Regional Coordination Units and UNDP country offices in the development and implementation of EAs. This management arrangement for the Support Programme will help to ensure that NCSA activities will develop adequate linkages with on-going relevant capacity development activities.

A Project Advisory Committee will be established to give overall policy direction to the Support Programme. The Committee will be chaired by the GEF Secretariat, and will include one member each from UNDP-GEF, UNEP, WB, EEG, CDG, and the NEPAD MSP, the PSC and PS of the Support Programme, and two representatives from the Regional institutions, if deemed appropriate. The Committee will focus on overall managerial issues of the Support Programme, reviewing its workplan, as needed, and providing strategic implementation guidance (See Annex IV for the Term of References for the Committee.)

A Project Technical Group will be established to provide technical advice and to support project implementation. This Group will be mainly composed of representatives of the Programme Support Unit, UNDP-GEF, CDG, EEG, UNEP, the NEPAD MSP, UNU, UNITAR, the Convention Secretariats, and the regional institutions that are directly responsible or involved in the implementation of the Support Programme’s work plan (See Annex IV for the Term of References for the Group.)

The Implementing Agencies, through the Programme Support Unit, will ensure that progress reports are provided in advance of each Project Advisory Committee and Project Technical Group meeting. These reports should include summaries on implementation of NCSA activities at the national level and on technical assistance provided to countries through the regional institutions. The reports should also highlight emerging issues that would need the attention of the Project Advisory Committee and the Project Technical Group.

The Support Programme will be executed through UNOPS as the collaborating executing agency. UNOPS will be responsible for services related to recruitment of staff and consultants, travel, sub-contracting, and organization of regional workshops for the activities to be managed by UNDP only.

The NCSA projects are nationally executed. UNDP country offices and UNEP will assist countries in identifying potential linkages between the NCSA and other relevant UN initiatives by providing national teams with pertinent information, where appropriate. These include the poverty reduction strategies, the Common Country Assessment (CCA) and UN

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Development Assistance Framework (UNDAF) processes/documents, other UN and UNDP efforts such as National Agenda 21, and other GEF projects. National execution will help to promote synergies.

The project will be subject to an annual audit and a tripartite review (joint meeting of the representatives of the GEF, UNDP and UNEP). The Senior Programme Coordinator shall prepare a joint UNDP-UNEP Annual Project Review for a tripartite review to be held annually. Additional evaluations may be requested, if necessary, during the project. A Project Terminal Report will be prepared for consideration at the terminal tripartite review. A draft shall be prepared sufficiently in advance to allow the review and technical clearance.

The Support Programme will focus on knowledge management and methodological backstopping for the NCSAs while the IAs will continue to provide other services, which are covered by the implementation fees. The fees will cover the staff cost for the NCSA teams housed in UNDP and UNEP (UNDP: 0.5 G6, 1 P2, and 1 P4. UNEP: 1 P4), who provide the following services: project formulation, project implementation, monitoring and evaluation, and mainstreaming services. The Support Programme and the IAs will work closely on a continuous basis to exchange information and experience and to identify emerging needs and opportunities (See Annex VI for the chart for implementation arrangements).

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F – RESPONSE TO PROJECT REVIEWS

The comments received have been addressed as follows:

GEFSEC Comment UNDP/UNEP ResponseCo-financing: GEFSEC has an institutional policy concern about the use of implementation fees for co-financing as indicated in Paragraph D: Financing on Page 15.

There was an error in the original project concept. The project is expected to receive co-financing of USD 975,000. USD 600,000 of the USD 975,000 will come from UNDP’s Capacity 2015 Programme as parallel funding, USD 225,000 from Energy and Environment Group of UNDP in cash, and the remaining USD 150,000 from UNEP in cash.

Coordination with the NEPAD MSP: The NCSA Support Programme should establish a close linkage with the NEPAD MSP.

The Support Programme will collaborate closely with the NEPAD MSP and its technical support unit. The Programme Specialist (PS) will visit UNEP Nairobi on a regular basis to maintain close coordination with UNEP’s on-going activities, especially the NEPAD MSP. The budget and the terms of references for the PS post have been revised accordingly.

Staffing Cost: It should be more cost-effective. After several consultations between

GEF, UNEP, and UNDP, it has been agreed that the Programme Support Unit would need three staff to effectively deliver the Support Programme: 1 SPC (P5 – UNDP), 1 PS (P3 – UNEP), and 0.5 PA (G6 – UNDP). Accordingly, the overall cost increased slightly from USD 886,500 to USD 920,500.

Location of the Programme Support Unit: The proposal should indicate the location of the Programme Support Unit.

The Programme Support Unit will be based in New York to benefit from UNDP’s Capacity 2015 Programme and UNDP’s EEG. The PS will visit UNEP Nairobi on a regular basis to maintain strong linkages with UNEP’s ongoing initiatives.

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Budget for Activities Under Objective 2: The budgets should be reviewed and revised to be more cost-effective.

The budgets of the following activities have been reduced:

Activity 2.3 (develop a toolbox) from USD 160,000 to USD 65,000.

Activity 2.6 (document and analyze selected components) from USD 90,000 to USD 50,000.

Activity 2.7 (produce and share regional synthesis reports) from USD 90,000 to USD 60,000.

Activity 2.8 (draw lessons and prepare “good practices” documents) from USD 120,000 to USD 60,000.

The total reduction amounts to USD 225,000.

UNOPS Execution Fees:The fees are too high. UNOPS will provide services for the

activities to be managed by UNDP only. UNDP will be responsible for USD 1,349,400. UNOPS’ execution fees are, therefore, USD 107,952, which is 8% of the USD 1,349,400. Accordingly, the UNOPS execution fees decreased from USD 154,152 to USD 107,952.

Total Project Budget: The total budget is too high. With the above changes, the total

project budget has been reduced slightly from USD 2,081,052 to USD 1,883,852.

The Text:The text should be enhanced to emphasize that this Support Programme is aimed at not only timely completion of the NCSAs but also the effective implementation of the other Pathways envisaged in the Strategic Approach. In addition, the text should highlight that the NCSAs have unprecedented focus on promoting synergies among global Conventions for biodiversity, climate change, and land degradation, and that success of the NCSAs is key to effective implementation of the other Pathways as they will be built on

The text has been revised accordingly.

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the outcomes of the NCSAs. 3rd Paragraph in Section 3: Project Approach:Add a phrase, “for use in further implementation of the GEF Capacity Building Strategy”.

The phrase has been incorporated.

9th Paragraph in Section 3: Project Approach: Add the following sentence, “The UNDP office will also ensure that there is national level coordination meetings through quarterly meetings with the GEF national focal point and project directors”.

The proposed sentence has been revised slightly as follows and has been added to the paragraph, “The UNDP offices will also ensure that there are national level coordination through quarterly meetings with the GEF national focal points and project directors to ensure smooth implementation of an NCSA within the country”.

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Activity 2.1: Develop targets and indicators for measuring the results and impacts of capacity building activities:Replace the following sentence, “The Support Programme will formulate indicators…” with “The Support Programme will undertake the analytical work necessary to propose indicators…”.

Remove the following sentence, “The Support Programme will also identify the capacity necessary for the 3 Rio Conventions, in coordination with the Convention Secretariats. This activity will be supervised by the SPC”.

The change has been made.

The sentence has been removed.

Activity 2.4: Organize regional/sub-regional workshops:More information is required on sub-regional workshops.

More information has been added.

Activity 2.9: Assess Previous Knowledge Management Approach: Remove the following sentence, “This activity will compile and disseminate lessons learned and best practices of past and ongoing enabling activities for the Rio Conventions under the guidance of the SPC. The identified information and knowledge will for the foundation for designing the modality of Pathway 4”.

The sentence has been removed.

B. Country Ownership: Remove the following sentence, “The countries that have ratified one of the Rio Conventions, namely the UNFCCC, the UNCBD, and UNDCD, are eligible for the NCSA”.

The sentence has been removed.

C: Programme and Policy Conformity, 2. Project Design, 2nd Paragraph:Change the phrase, “best practices in capacity development”, into “country capacity needs”.

The change has been made accordingly.

Terms of References for the SPC and PS:Their TORs should be revised to reflect all the changes made.

The ToRs have been revised to incorporate all the changes made. The SPC will be responsible to ensure close coordination between the Support Programme and relevant ongoing initiatives, especially Capacity 2015 and the NEPAD MSP.

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In addition to the above changes, following changes are made to reflect comments from UNEP and UNDP:

Activity 2.1: Develop Targets and Indicators: This activity should be implemented in collaboration with the Monitoring and Evaluation Units of not only GEF and UNDP, but also UNEP and the Worldbank.

The change has been made accordingly.

Activity 2.3: Develop a Toolbox:The tentative areas of work are not clear. The previous sentence, “Tentative areas of work

may include: defining prioritization criteria, linking NCSA with relevant policies; and criteria for crosscutting analysis”, has been replaced with the following sentence, “Tentative areas of work may include: 1) mainstreaming Multilateral Environmental Agreements (MEAs)/NCSAs into existing policies and programmes; 2) prioritizing actions to address capacity needs and gaps; 3) developing a framework for monitoring and evaluating capacity needs; and 4) developing criteria for crosscutting analysis”.

Activity 2.10: Develop Options for a Country-focused Technical Support Programme: This activity should be implemented under the guidance of the Project Advisory Committee, not the SPC.

The change has been made accordingly.

The Project Steering Committee and Project Technical Group: A representative from CDG in particular Capacity 2015 and the NEPAD MSP should be represented on the Committee and the Group.

The Committee and the Group will have one representative from both CDG (Capacity 2015) and the NEPAD MSP.

Coordination Mechanisms with relevant institutions and initiatives

Coordination mechanisms will be established at the global, regional, and national levels to ensure close linkages between the Support Programme and relevant institutions and mechanisms.

A formal partnership will be established between CDG and UNDP CDAC to promote coordination between their interventions and mainstreaming of GEF/UNDP activities for global environmental issues into broader global, regional, and national policy processes for sustainable development, including the MDGs.

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Annex I: UNEP National Project Coordinator/Manager Survey Results

Objective/Support Category

Needs Expressed by National Project Coordinators/Managers

Information Updates & Knowledge Sharing

Provision of basic knowledge on NCSA processes & resultsRegular updates on GEF policies, procedures and guidance with regard to capacity building Conventions, CoPs & GEF guidance with regard to capacity building Background material on conceptual issues of synergies Synthesized/summarized state of technical knowledge with regard to synergiesBasic knowledge about developing an action plan with examplesGEF business planning and resource allocationsTechnical material on Capacity building indicatorsCreating a website for NCSA

Formal & Informal Networking

Facilitate networking among project coordinators and creating technical e-discussion group on NCSAsSharing similar experiences/reports from other NCSAs Creating e-discussion group for the NCSASharing a complied and summary progress report on all NCSAs E-mail dissemination of new relevant articles, papers, web links, publications

Direct Technical Support

Analysing priority issues, priority setting & consensus buildingLearning more about process leading to the production of the profiles & assessmentsWriting model TORs and establishing the assessment expert team Identification of international expertise with whom you can link to understand more about particular issues, tools, or methodologies. Assisting with writing up synergies reportAssistance with categorizing, anal sizing and priority setting of synergistic issuesAssisting with setting up NCSA monitoring frameworkResource mobilisation and proposal writing issuesProposing actions/projects that meet GEF Concepts & eligibility criteriaStrategies for Integrating NCSA into national development planningArranging monthly conference calls between project coordinator and UNEP Task ManagerEstablishing a roster of national experts on NCSA mattersArranging regional/sub-regional consultation meetings on NCSA matters Conducting training activities for nationals involved in NCSA matters 

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ANNEX II: Proposed Logical Framework Objectives Outputs Activities Indicators Verifier/Source of

VerificationGeneral ObjectiveTo ensure timely completion of National Capacity Self Assessments (NCSAs) and provide inputs for implementation of the Strategic Approach

All NCSAs completed within the timeline of the projects

Modality for Pathway IV and options for a country-focused technical support programme developed

NCSAs completed in a timely manner

Modality for Pathway IV and options for a country-focused technical support programme developed

NCSA reports submitted to the Implementing Agencies

Modality for Pathway IV and options for a country-focused technical support programme formulated

Immediate Objectives

Outputs Activities Indicators Verifier/Source of Verification

1. To establish a support mechanism for NCSA activities

Programme Support Unit established

Support Programme’s workplan developed

Cooperation arrangements with regional institutions fully operational

1.1 Establish a Programme Support Unit 1.2 Establish a Project Advisory Committee and a Project Technical Group

Number of countries that have received backstopping from the Support Programme

Policy and technical guidance provided to the Programme Support Unit throughout the implementation of the Support Programme

Number of Regional institutions involved in technical assistance activities for NCSAs.

Responses to technical request from countries (e.g. emails, reports provided, other records of technical support)

Minutes of meetings with clear recommendations and actions taken

Terns of reference and contracts with regional institutions

2. To establish a learning mechanism for generating, disseminating and applying methodological support for NCSAs and for future capacity building initiatives

Technical materials and tools developed and disseminated

Training workshops held (2005-6)

Website established and maintained

Communication and dissemination activities implemented

Global roster of experts

A modality for Pathway 4 developed

Options for a country-focused technical support programme developed

2.1 Develop targets and indicators for benchmarking and impact assessments

2.2 Update the Resource Kits to reflect the emerging needs of NCSA project teams

2.3 Develop a toolbox for specific methodological support to respond to the needs of the NCSAs

2.4 Organize regional/sub-regional workshops2.5 Establish and maintain a GEF NCSA website, list server, newsletter2.6 Document and analyze selected components of NCSAs as a mean to

disseminate interim outcomes2.7 Produce and share a synthesis report of NCSAs on an annual basis 2.8 Draw lessons and prepare “good practices” documents on the basis of

countries’ experiences2.9 Assess previous knowledge management approach on capacity

development activities relevant to the NCSAs and develop a mechanism for Pathway4

2.10 Develop options for a country-focused technical support programme for all GEF Capacity Building activities

Indicators developed and used by NCSAs

Updated Resource Kits distributed to all countries

Toolbox of methods and guidelines developed on the basis on countries priorities

National experts trained in the use of different tools

A modality for Pathway 4 developed

Options for a country-focused technical support programme for all GEF Capacity Building activities developed

Country surveys on the usefulness of Resource Kits and toolbox

Countries’ feedback and consultations on technical materials documented throughout project implementation

Workshop reports and technical materials used in training activities

Country evaluations on training activities carried out

A modality for Pathway 4 Options for a country-

focused technical support programme

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31

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Annex IV: Budget (USD)Objectives Activities 2,004 2,005 2,006 2,007 Total Agency1. To establish a support mechanism for NCSA activities

1.1 Establish a Programme Support Unit 100,500 344,000 314,000 162,000 920,500 UNDP/UNEP (1)

1.2 Establish a Project Advisory Committee and a Project Technical Group & support their activities

500 2,000 2,000 1,500 6,000 UNDP  Subtotal 101,000 346,000 316,000 163,500 926,500 ---2. To establish a learning mechanism for generating, disseminating and applying methodological support for NCSAs and future capacity building initiatives

2.1 Develop targets and indicators20,000 20,000 0 0 40,000 UNDP

2.2 Update the NCSA Resource Kit 20,000 0 0 0 20,000 UNDP2.3 Develop a toolbox for specific methodological support

0 65,000 0 0 65,000 UNDP/UNEP(2)2.4 Organize regional/sub-regional workshops

0 216,000 244,000 0 460,000 RI/UNDP/UNEP(3)2.5 Establish and maintain a GEF NCSA website.

4,800 3,200 3,200 3,200 14,400 UNDP2.6 Document and analyze selected components of NCSAs

0 10,000 20,000 20,000 50,000 RI/UNEP2.7 Produce and share regional synthesis reports of NCSAs

0 20,000 20,000 20,000 60,000 RI/UNDP2.8 Draw lessons and prepare "good practices" documents

0 20,000 20,000 20,000 60,000 RI/UNDP2.9 Assess previous knowledge management approach on

capacity development activities relevant to the NCSAs and develop a modality for Pathway 4 0 10,000 10,000 0 20,000 UNDP

2.10 Develop options for a country-focused technical support programme 0 10,000 10,000 0 20,000 UNDP

Subtotal 44,800 374,200 327,200 63,200 809,400 *(4)34

Mid-term and final evaluation 0 20,000 0 20,000 40,000 UNDP (7)Total without UNOPS execution fees 145,800 740,200 643,200 246,700 1,775,900 ---

  UNOPS Execution Fees 9,264 42,376 38,176 18,136 107,952 *(5)    TOTAL 155,064 782,576 681,376 264,836 1,883,852  

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Note 1:

The Programme Support Unit will consist of 1 Senior Programme Coordinator (SPC)(P5 - UNDP), 1 Programme Specialist (PS)(P3 - UNEP), and 0.5 Programme Assistant (PA)(G6 - UNDP). The Programme Support Unit will be based in New York. The SPC will work full-time throughout the project lifetime. The PS will work for the first two years (3 months in 2004, 12 months in 2005, and 9 months in 2006) and his/her workload will decrease to 0% during the 3rd year. The 0.5 PA will work full-time in 2004 (3 months), 2005 and 2006 (9 months), and his/her workload will decrease to 50% during the 3rd year.

USD 680,500 of USD 920,500 (SPC & PA) will be managed by UNDP while the remaining USD 240,000 (PS) by UNEP.

Note 2:This activity consists of top-down and bottom-up approaches. UNEP will manage the top-down approach while UNDP the bottom-up approach. The PS will visit UNEP Nairobi to coordinate with UNEP and the NEPAD MSP, and this traveling budget, USD 20000, has been incorporated into this budget. UNDP and UNEP will manage USD20,000 and USD 45,000 (including the traveling budget), respectively.

Note 3:

There are 10 sub-regions: North Africa; East & South Africa; West & Central Africa; Asia; the Pacific; Latin America; the Caribbean; Arab States; Eastern Europe; and CIS. One sub-regional workshop will be organized in each sub-region.The Regional Institutions (RI) will arrange the logistics of the workshops. The cost for a representative from the Programme Support Unit will be managed centrally. Technical backstopping will be provided from the Programme Support Unit to the RIs to support their activities. The PS will supervise 2 sub-regions - the Caribbean and East and South Africa and the SPC the other sub-regions.

UNDP will manage USD 368,500 and UNEP USD 91,500 for Activity 2.4.

Note 4:Of the total project budget (excluding the UNOPS execution fees) of USD 1,775,900, UNDP and UNEP will manage USD 1,349,400, and USD 426,500, respectively. These figures represent 76 percent and 24 percent of the USD 1,775,900. This division is close to the size of the NCSA portfolio managed by UNDP and UNEP(UNDP 77 percent, UNDP 23 percent).

Note 5:UNOPS will provide services to the activities to be managed by UNDP only. The budget to be managed by UNDP is USD 1,349,400. UNOPS's execution fees are therefore USD 107,952, which represents 8% of UNDP's budget.

Note 6: Co-financing will consist of: 1) 225,000 from UNDP's Energy and Environment Group (EEG) in cash; 2) USD 600,000 from Capacity 2015 as parallel-funding; and 3) USD 150,000 from UNEP in cash.

Note 7: A mid-term and a final evaluations are estimated at USD 20,000 and USD 30,000, espectively.

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Annex IV: Terms of ReferenceSenior Programme Coordinator

Under the supervision of the Senior Technical Advisor of the UNDP Capacity Development and Adaptation Cluster (CDAC), the Senior Programme Coordinator (SPC) will manage the NCSA Support Programme. He/she will be recruited by UNDP, in close consultation with UNEP and other members of the Project Advisory Committee, and will report to both UNDP and UNEP. He/she will provide policy and technical guidance during the implementation of the Support Programme’s activities and will ensure that budget and administrative procedures adopted are consistent with UNDP rules and regulations. He/she will also assist the partner regional institutions in building their capacities by providing technical guidance on the activities to be undertaken by the partner regional institutions, and by mentoring and coaching the regional institutions. The SPC will assume the following responsibilities:

DUTIES:

1. Establish and Manage the NCSA Support Programme Support Unit: The SPC is responsible for the overall strategic direction, planning and implementation of the Support Programme (Activity 1.1 & 1.2). This task includes:

Ensure proper and effective management of all Support Programme activities

Prepare a detailed work plan for the Support Programme, outlining all activities, outputs, benchmarks, and estimated dates of completion

Develop a set of criteria to identify partner regional institutions. Identify regional institutions, based upon the criteria;

Oversee subcontracting for regional institutions and technical assistance activities

Guarantee that budgetary plans are met and that disbursements and contractual arrangements follow UNDP procedures

Provide annual reports on expenditures Establish a Project Advisory Committee and a Project Technical Group,

and hold regular teleconferences to obtain strategic guidance on the technical and training activities under the Support Programme

Organize internal workshops and advisory committee meetings for the shaping of the Support Programme’s strategy and its implementation

10% Continuous

2. Strategic Technical Advice on Project Implementation: In collaboration with the Project Advisory Committee, the Project Technical Group and the Programme Specialist (PS) of this Support Programme, the SPC will provide guidance to the regional institutions and to consultants, as needed. This task includes:

Provide technical and strategic guidance to the regional institutions and consultants regularly to ensure smooth implementation of activities

Make sure that the project activities are in line with the overall strategic direction of the Support Programme and take any corrective actions, if needed

10%Continuous

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3. Supervise Development of Methods and Tools: The SPC will supervise the following tasks, to be implemented by international consultants:

Develop targets and indicators (Activity 2.1) Update the NCSA Resource Kits (Activity 2.2) Develop bottom-up toolbox of methodological support (Activity 2.3)

(Note that the top-down toolbox will be managed by the PS. The SPC will supervise the top-down toolbox activity). See the ToR for the PS.)

Establish and maintain a GEF NCSA website, list server, newsletter (Activity 2.5)

Assess previous knowledge management on capacity building activities and develop a modality for Pathway 4 (Activity 2.9)

Develop options for a country-based technical support programme (Activity 2.10)

15%Continuous

4. Supervise Regional Institutions and review inputs and outputs. The regional Institutions are responsible for Activities 2.4, 2.6, 2.7 and 2.8 under the Support Programme. The SPC will supervise and provide guidance for the following activities to ensure quality outputs. (Note that the activities not listed below will be managed by the PS and supervised by the SPC. See the ToR for the PS.):

Organize sub-regional workshops, excluding the Caribbean and East & South Africa (Activity 2.4)

Produce and share sub-regional synthesis reports of NCSAs (Activity 2.7) Draw lessons and prepare “good practices” documents (Activity 2.8)

Other tasks could include: Assist in establishing regional initiatives to facilitate linkages with

existing relevant capacity development activities Assist in building regional partnership with other regional centers of

excellence and regional experts for capacity building Mentor and coach the regional institutions on various technical issues to

build their capacities.

15%Continuous

5. Ensure the Impact of the Support Programme and Incorporate Evaluation Recommendations: With inputs from the M&E Units of UNDP and UNEP, the SPC will:

Define indicators to measure Support Programme outputs Set benchmarks for the Support Programme Organise annual reviews of the project activities to assess performance

and level of success Provide a detailed annual report to GEF Secretariat on the NCSA Provide progress reports to the Project Advisory Committee and the

Project Technical Group

10% Continuous

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6. Establish and Maintain Knowledge Management Mechanism: The SPC is responsible for ensuring that lessons learned/best practices from capacity development activities under the NCSA process are captured. As described in Activity 2.8, this task will include:

Review the documents produced by the RIs including selected components of the NCSAs, annual synthesis reports and good practice documents

Identify emerging issues and needs to ensure that adequate solutions are adopted to address such needs in a timely manner

Formulate and implement actions to deal with issues and needs identified Prepare and implement a communications and outreach strategy for the

NCSA Support Programme; including supervision of, and guidance to, the Programme Associate on tasks under Activity 2.5, namely:- Content of the quarterly newsletter- Content of the website to facilitate the dissemination of materials and information at the global level- Content of the list-server- Establishment of a roster of experts

30% Continuous

7. Maintain Close Coordination with On-going Initiatives: The SPC is responsible for coordinating with CDG’s capacity building initiatives, in particular Capacity 2015, the NEPAD MSP and other relevant on-going initiatives. This task will include:

Hold consultations with relevant institutions and initiatives, including UNITAR, UNU, CDG’s capacity building initiatives, in particular Capacity 2015 and the NEPAD MSP, on a regular basis for information and knowledge sharing

Identify any other relevant on-going initiatives to the Support Programme and establish a partnership

10%Continuous

QUALIFICATIONS: MA or MSC in physical or social science and broad knowledge of capacity development, environmental management, policy, and law At least 10 years of relevant experience or global environmental programmes, with technical specialization in one or more GEF focal areas Demonstrated increasing responsibilities in an environmental field related to sustainable policy development, technical support and capacity

development Substantial experience in Government, and in interdepartmental procedures Familiarity with international environmental conventions and negotiation processes of the GEF Excellent managerial, organizational, diplomatic, networking, conflict resolution, and communication skills Excellent written and oral skills in English, and knowledge of at least one other UN language Full proficiency with computer and professional office software packages (Microsoft Office) Extensive experience in working in developing countries and able to travel

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Programme Specialist

Under the supervision of the Senior Programme Coordinator (SPC), the Programme Specialist (PS) will provide technical backstopping to some of the Support Programme activities. He/she will be recruited by UNEP, in close consultation with UNDP and other members of the Project Advisory Committee, and will report to the SPC and UNEP.

DUTIES:1. Assist the NCSA Support Programme Support Unit: The PS will support the SPC

for the smooth implementation of Activity 1.2. This task includes: Assist the SPC in preparing for meetings for the Project Advisory

Committee and the Project Technical Group by providing any technical inputs

Participate in the internal workshops and advisory committee and technical group meetings

10% Continuous

2. Facilitate Coordination with UNEP’s On-going Initiatives: The PS will visit UNEP Nairobi on a regular basis to ensure that the Support Programme collaborates closely with UNEP’s ongoing activities, especially the NEPAD MSP.

15%Continuous

3. Supervise Development of Methods and Tools: The PS will manage the following tasks, to be implemented by international consultants.

Develop top-down approach of the toolbox of methodological support (Activity 2.3)

30%Continuous

4. Supervise Regional Institutions and review inputs and outputs. The PS will manage and provide guidance to the regional institutions for the following activities to ensure quality outputs. The PS will be supervised by the SPC:

Organize sub-regional workshops for the Caribbean and East & South Africa (Activity 2.4)

Document and analyse selected components of NCSAs (Activity 2.6)Other tasks could include:

Assist in establishing regional initiatives to facilitate linkages with existing relevant capacity development activities

Assist in building regional partnership with other regional centers of excellence and regional experts for capacity building

Mentor and coach the regional institutions on various technical issues to build their capacities.

35%Continuous

5. Technical backstopping: The PS will provide technical backstopping to the SPC as and when requested by the SPC.

10 % Continuous

QUALIFICATIONS: An advanced degree (MA or MSC) in a subject related to environmental management

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A minimum of 5-7 years of relevant experience and increasing responsibilities in an environmental field related to capacity development for Multilateral Environmental Agreements (MEAs)

Demonstrated ability in managing projects/supervising project activities Substantial experience in Government and in interdepartmental procedures Familiarity with international negotiations and processes under the UNCBD, UNFCCC, and UNCCD; Experience in website design and maintenance considered a plus Familiarity with computer; word processing Ability to review, prepare and present training material High proficiency of English required. Knowledge of at least one other UN language desirable

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Programme Associate

Reporting to the Senior Programme Coordinator (SPC), the half-time Programme Associate 1 will be primarily responsible for overseeing the administrative and communications aspects of the Programme Support Unit, with a focus on daily follow up to keep an adequate record of targets and deadlines. The Programme Associate will be responsible for the following activities:

DUTIES1. Programme Administration: Carry out all the aspects of the Support Programme

administration for the Programme Support Unit, including: Draft correspondence and Terms of Reference, as requested Identify emerging needs and opportunities through a tracking matrix on the

implementation of NCSA projects, based upon feedback from UNDP Regional Coordination Units and UNEP Nairobi Office

Maintain a shadow budget and follow up on expenditures with UNOPS Organize teleconferences for the meetings of the Project Advisory

Committee, the Project Technical Group, and keep a record of the proceedings

Liaise with Regional institutions (RIs) on workshop logistics and deliverables, as needed

15%

2. Maintain an Online Support System and Oversee Communications and Outreach Activities: Primarily under Activity 2.5, the Programme Assistant will carry out the following tasks under the guidance of the SPC:

Collect the content for the website from NCSA projects, under the supervision of the SPC, and update the content on a regular basis

Collect the content for an electronic list-server, in coordination with UNDP- GEF Regional Coordination Units on a regular basis; and maintain the list-server subscribers

Create and maintain a roster of experts, in coordination with UNDP-GEF Regional Coordination Units

25%

3. Manage communications and outreach for the NCSAs: Collect the content for a quarterly newsletter, and compile the draft

newsletter for review by the SPC

15%

QUALIFICATIONS: University degree and experience in a subject related to environment Minimum of 5 years of relevant experience, preferably in an international organization Experience with governments, especially developing countries Experience in publication and professional editing and proof-reading Experience in organization of international meetings1 The remaining 50% of the Programme Associate’s time will be funded by UNDP-GEF through the NCSA implementation fees.

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Extensive experience in office management, administration and budgeting Experience in web design and maintenance High level of proficiency in written English, knowledge of another UN language an asset Advanced level of computer and word processing skills in WORD, EXCEL and ACCESS is essential

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Regional Institutions

Under the guidance of the Project Advisory Committee, Regional Institutions (RIs) will be identified for each of the 10 sub-regions2 and will be nominated as programme regional partners. The Senior Programme Coordinator (SPC) will supervise the activities of RIs and provide them with any necessary technical backstopping for quality outputs of the RIs. The Programme Specialist (PS) will also supervise some of the activities to be implemented by the RI. The RIs will assume the following responsibilities:

DUTIES:

1. Organise one regional/sub-regional workshop: Under Activity 2.4, each RI will be responsible for the following activities, under the supervision of the SPC and the PS (Note: the PS will be responsible for the Caribbean and East & South Africa while the SPC responsible for all the other sub-regions.) with guidance from the Project Advisory Committee and Project Technical Group:

Organise logistics for workshop (conference and hotel facilities, travel, interpretation, visa assistance, etc.)

Act as workshop facilitator and propose workshop expert(s) for resource team Identify regional/sub-regional issues and emerging needs, and develop workshop agenda

accordingly, with input from Project Advisory Committee, Project Technical Group, and participants

Prepare a workshop report

2 Regional Support for Project Implementation: As inputs to, or outputs of, the workshops, the RIs will be responsible for the following activities:

Document and analyze selected components of NCSAs (Activity 2.6) Produce and share sub-regional synthesis reports of NCSAs (Activity 2.7) Draw lessons and prepare “good practices” documents (Activity 2.8)

These activities will provide the basis for the RIs also to: Summarise technical information relevant to NCSA process Assess emerging needs and to propose strategies to address these needs Identify regional/sub-regional training needs Assist in the development of benchmarks

3. Reporting: The RIs will communicate with the Programme Support Unit on a regular basis to inform them of the progress of tasks, including:

Participate in Project Advisory Committee teleconferences, as requested Prepare periodic progress reports for the SPC and the PS (Note: Reporting to the PS for

Activity 2.3 (top-down approach), Activity 2.4 (the Caribbean and East & South Africa) and Activity 2.6. Reporting to the SPC for the other activities)

2 There are 10 sub-regions: North Africa; South & East Africa; West and Central Africa; Asia; the Pacific; Latin America; the Caribbean; Arab States; Eastern Europe; and CIS.44

Contribute to the Support Programme’s Knowledge Management, Communications, and Outreach activities

4. Technical backstopping: The RIs will provide technical backstopping to countries as and when

requested by the SPC, and in direct response to country requests.

QUALIFICATIONS:

Substantive relevant experience and increasing responsibilities in an environmental field related to capacity development Demonstrated ability in managing /supervising project activities Demonstrated experience in capacity building and technical backstopping to countries Demonstrated ability to review, prepare and deliver training materials and activities Substantial experience in working with governments and international organisations Familiarity with international negotiations and processes under the UNCBD, UNFCCC, and UNCCD; Familiarity with the organisation of workshops Good communication facilities, Internet access, and experience in word processing

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Project Advisory Committee

The Project Advisory Committee will be chaired by the GEF Secretariat, and will comprise: 1) one member each from UNDP-GEF, EEG, CDG, UNEP, the NEPAD MSP, and the Worldbank; 2) the SPC and PS of the Support Programme; and 3) two representatives from the regional institutions, if deemed appropriate. The Committee will give overall policy direction to the Support Programme. The Committee will focus on overall managerial issues of the Support Programme, reviewing its workplan, as needed, and providing strategic implementation guidance. The Committee will assume the following responsibilities:

DUTIES:1. It is anticipated that the Project Advisory Committee will meet regularly via conference calls

(frequency and procedures for its meetings will be decided at the Committee’s first meeting). These conference calls would be held at least every three months, but more frequent meetings may be scheduled in the first year of the Support Programme or on the basis of special requests from its members. Representatives of regional institutions may be asked to participate depending on the needs to assess progress at the regional level. The issues to be discussed include:

Provide oversight in relation to the establishment of the Programme Support Unit; Monitor and provide oversight of the Support Programme Guide the implementation of the work plan and address specific implementation

problems, as needed Assist in the identification and approve selection of regional institutions to be

involved in the project Review the project interim progress reports and project outputs, as well as inputs

from different institutions and experts involved in the project's realisation Ensure that NCSA Support Programme outcomes are linked to the overall Strategic

Approach Ensure that the Support Programme maintain close linkages with relevant initiatives

to promote synergies and avoid overlaps and missed opportunities

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Project Technical Group

The Project Technical Group will provide technical advice and support project implementation, and will comprise: 1) the SPC and PS of the Support Programme; 2) one representative each from UNDP-GEF, EEG, CDG, UNEP, and the NEPAD MSP; 3) one representative each from UNITAR and UNU; 4) representatives from the Convention Secretariats; and 5) representatives from the regional institutions, if deemed appropriate. The Group assumes the following responsibilities:

DUTIES:1. The Group will meet at least every three months via conference calls (frequency and procedures

for its meetings will be decided at the Group’s first meeting.) The Group may meet more frequently in the first year of the Support Programme on the basis of special requests from its members. The agenda and any other necessary documents for the meeting will be prepared by the SPC. The issues to be discussed by the Group include:

Review project activities during implementation, and provide technical guidance Assist in scoping the terms of reference of the various components of the project Monitor and evaluate the technical quality of the project outputs Assist in the identification of emerging issues and provide recommendations on ways to

address them Review the project’s progress reports and highlight issues needing attention from the

Project Advisory Committee. Coordinate with relevant institutions and initiatives on methodologies for capacity

development for MEAs Reflect the positions of the Convention Secretariats in the Support Programme by

providing technical guidance

·

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ANNEX V: Implementation Arrangement

Countries Undertaking the NCSA

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Country Level

Regional Level

Global Level

Regional Level

Global Level

UNDP Country Offices

UNDP-GEF CDAC

UNEP Nairobi

10 Sub-regional Institutions

SPC/PS/PA

Project Advisory

Committee

Project Technical

Group

IAs Support Project formulation, implementation monitoring & evaluation, mainstreaming services

Support Programme(NEW)

Knowledge management, and methodological support

6 UNDP-GEF Regional

Coordination Units