PROPOSAL FOR FUNDING FOR THE PREPARATION OF NATIONAL
ADAPTATION PROGRAMME OF ACTION (NAPA)
PROPOSAL FOR FUNDING FOR THE PREPARATION OF
NATIONAL ADAPTATION PROGRAMME OF ACTION (NAPA)
COUNTRY NAME:
Tuvalu
PROJECT TITLE:
Preparation of National Adaptation
Programme of Action
GEF IMPLEMENTING AGENCY:
United Nations Development Programme
GEF OPERATIONAL FOCAL POINT:
Secretary to Government, Office of the Prime
Minister
CLIMATE CHANGE FOCAL POINT:
Secretary to Government, Office of the Prime
Minister
NATIONAL EXECUTING AGENCY:
Environment Department, Office of the Prime
Minister
COUNTRY ELIGIBILITY:
i) LDC STATUS:
Tuvalu is a Least Developed Country
ii) DATE OF UNFCCC
RATIFICATION:
26 October 1993
GEF FINANCE:
US $200,000.00
GOVERNMENT CONTRIBUTION:
US $ 20,000 (in kind)
ESTIMATED STATING DATE:
March 2003
DURATION:
18 Months
1. Background
Tuvalu is a group of nine small atoll islands located in the central Pacific and situated
between longitudes 176-179° east and latitudes 5-11° south. The islands are all low-lying,
with an average elevation of not more than 3m above mean sea level (MSL). They spread
for 580km in a northwest-southeast orientation, and result in Tuvalu having an Exclusive
Economic Zone of 900,000 km2.
The national population is approximately 12,000, distributed unevenly over the nine islands,
and with Funafuti having the highest population of approximately 4,000 people. On an
island basis, population changes show considerable variation, with some islands having a
zero increase while others have population increases of over 3% per annum. The national
population increase over the past two decades is 1.7% per annum.
Climate change, climate variability and sea-level rise are the key issues that have
concerned the people of Tuvalu, due to the physical, economic and social impacts. These
were further verified during the recent climate change enabling activities that were
implemented by the country under the Pacific Islands Climate Change Assistance Project
(PICCAP). The Government of Tuvalu is well aware of the extent to which these issues now
influence the well being of the country, but limited economic status and funding sources
from Government have prevented effective actions to respond to the above impacts.
Located near the cyclone belt, the islands in the past have been hit by several severe
tropical cyclones, including cyclone Bebe in 1972 which devastated Funafuti, cyclone Ofa in
1990 which devastated Vaitupu’s multi-million dollar harbour project, and cyclones Gavin,
Hina and Keli in 1997 which destroyed all vegetation on Tepukasavilivili islet (Funafuti) and
Niuelesolo islet (Nukufetau), and also caused serious coastal erosion on the two islands.
Tuvalu generally has a warm and pleasant climate with temperature ranging from 26° to
32°C. Although the climate seems to be very warm most of the time, the north- and south–
easterly trade winds do have a moderating effect.
Rainfall is unevenly distributed in Tuvalu, with the northern islands having an annual
average of 260cm while the central and southern islands receive 365cm. The El Nino
Southern Oscillation (ENSO) is a climate phenomenon that brings heavy rains to most
countries in the Pacific region, followed by serious droughts. Associated with the 1997-98 El
Nino event Tuvalu experienced a severe drought lasting 10 to 12 months, causing serious
potable water shortages on all the islands and resulting in heavy crop yield losses e.g., over
60% for coconuts, 50% for bananas, and 50% for root crops and breadfruit trees.
Climate variability and change highlight the need for Tuvalu to maintain and to develop
more water storage systems like cisterns and reservoirs, in order to meet national
development and residential water needs. Without this activity, the impact of drought
becomes more severe and the islands could become uninhabitable.
Health problems, including diarrhea, heat stress and influenza, are on the rise and are often
associated with long periods of droughts, as experienced in past. Some pest outbreaks are
also associated with droughts, as experienced on the island of Nanumanga in the same
period 1997-98, when the coconut scale pest – Aspioditus destructor – devastated several
crops including coconuts, breadfruit, pandanus and assorted ornamentals.
1
Storm surges, especially when they coincide with cyclones, give rise to very severe coastal
erosion on all islands, resulting in heavy vegetation and land losses. Inundation and
flooding, typically experienced during the king tides season (January-April) each year, is
another problem that will be exacerbated by sea-level rise. Storm surges cause
considerable damage to food crops as well as to under ground water sources obtainable
through dugout wells.
Based on nine years of data for Funafuti, a short-term trend in sea level of +3.1mm per
annum has been identified.1 The Intergovernmental Panel on Climate Change has predicted
a long-term trend in global sea level of 1-2mm per annum.2
With a gross domestic product (GDP) of A$ 20m in 2001, the economy of Tuvalu is quite
small compared to those of its nearby neighbors like Fiji and Kiribati. The Government
employs just over 600 civil servants, with another 200 plus employed in the private sector.
People on the outer islands still live a subsistence way of life. Government sources of
revenue are from income taxes, license fees for overseas fishing boats, interest from the
Tuvalu Trust Fund (TTF), sales of stamps, remittances and from aid money. There are no
major industries operating in Tuvalu, except for a small-scale fishing industry operating on
all the islands and targeting the local domestic market as well as the national market on
Funafuti.
A few copra cutters on some of the islands practice copra production. A small-scale coconut
oil extracting machine is operational on Nanumea, just for the production of coconut oil for
cooking and body oil. A small quantity of copra is exported to Fiji.
Other small-scale businesses in Tuvalu include house construction, hardware, printing,
groceries, bakeries, car repair, laundry, pig farming, fish marketing and restaurants.
The need for Tuvalu to adapt to climate change is not a new issue, but rather a need of long
standing that has already been communicated to international organizations, nations and
donors through different forums, beginning at the UN Conference on Environment and
Development in 1992.
To date, few substantive adaptation activities have been undertaken in Tuvalu, for three
fundamental reasons:



1
2
There is insufficient information on which to base the identification of priority adaptation
activities and for determining the most appropriate form of the specific actions to be
taken;
Tuvalu has a shortfall in the technical- and policy-related capacity needed to support the
required major investments in adaptation activities, and ensure such resources are used
in an effective and efficient manner; and
Tuvalu lacks the financial resources to undertake the adaptation activities.
Sea Level and Climate: Their Present State, Pacific Country Report: Tuvalu, South Pacific Sea Level and Climate
Monitoring Project, Phase III, National Tidal Facility, Australia.
Climate Change 2001: The Scientific Basis. Contribution of Working Group I to the Third Assessment Report of
the Intergovernmental Panel on Climate Change (IPCC), Cambridge University Press, Cambridge, UK.
2
The NAPA, as proposed, will address the first and last barriers and, to some extent, the
second barrier as well, namely the shortfall in capacity.
One key area that was not wholly taken up through PICCAP was the need to address
climate change and sea level rise research needs and to establish a long-term study as part
of an overall capacity building initiative.
The Environment Department, Office of the Prime Minister, oversees international
environmental responsibilities and national projects related to the multilateral environmental
agreements, which Tuvalu has signed, ratified or acceded to. In addition to the UNFCCC,
these include the following:














United Nations Convention to Combat Desertification (acceded on 14 September 1998
and entered into force on the 13 December, 1998);
Convention on Biological Diversity (signed on 8 June 1992, and ratified on 20
December, 2002);
Convention on the Protection of the Ozone Layer (acceded on 15 July 1993 and ratified
on 13 October 1993);
Montreal Protocol (acceded on 15 July 1993);
Convention on the Prevention of Marine Pollution by Dumping Wastes and Other Matter
(Party to the Convention through ratification by the United Kingdom on 17 November
1975);
Convention for the Prohibition of Fishing with Long Driftnets in the South Pacific (signed
on 13 February 1990);
Niue Treaty on Cooperation in Fisheries Surveillance and Law Enforcement in the South
Pacific Region (ratified on 9 July 1992);
Nauru Agreement concerning Cooperation in the Management of Fisheries of Common
Concern (ratified on 15 May 1991);
South Pacific Forum Fisheries Convention (ratified on 10 July 1979);
International Convention for the Prevention of Pollution from Ships (acceded on 22
August 1985);
International Convention for the Prevention of Pollution from Ships (MARPOL), Annex V
Garbage (entered into force 31 December 1988);
United Nations Convention on the Law of the Sea (signed and is yet to ratify);
South Pacific Nuclear Free Zone Treaty (ratified on 11 December 1986); and,
Convention for the Protection of the Natural Resources and Environment of the South
Pacific Region (Party to the Convention and its Related Protocols).
2. Institutional Context
The Secretary to Government, Office of the Prime Minister, is the national focal point for
both the Global Environmental Facility (GEF) and United Nations Framework Convention on
Climate Change (UNFCCC). The Department of Environment, Office of the Prime Minister,
is responsible for the planning and execution of all related activities on climate change,
biodiversity conservation, waste management and environmental protection. The
institutional arrangements for climate change activities were established at national level
under the PICCAP, with a team approach being endorsed.
3
Under the Tuvalu Development Plan 1995-19983, called Te Kakeega of Tuvalu, the
Government’s focus, amongst others, has been on good governance, improved food
security, strengthened biodiversity conservation, provision of housing and infrastructure,
promotion of environmental education aiming to achieve sustainable development, and
pursuit of development using a balanced approach.
The Kaupules (formerly Island Councils) on each of the eight islands are the working
partners for Government at the island level, and to date they have work closely with the
Climate Change Country Team in the execution of PICCAP and other climate-related
projects implemented in Tuvalu.
To date, Tuvalu has only limited legislation and regulations that can be used to maintain or
enhance resilience to climate variability and change, and facilitate adaptation. Section 3c
shows that, under the National Environmental Management Strategy, legislation is currently
being strengthened. It is anticipated that the NAPA formulation project will accelerate this
process. An example of existing legislation, which is relevant to addressing climate change,
is the Foreshore and Land Reclamation Ordinance. It prohibits a person from removing from
the foreshore, or any part of Tuvalu, any sand, gravel, reef mud, coral or other like
substances, without first having obtained a license from the appropriate Kaupule. Any
person who contravenes subsection 2 or any condition on the license is liable to a fine of
AUD250. With respect to “reclamation” of land on the foreshore from private adjacent lands,
the Ordinance does not acknowledge that landowner’s have the right to claim. However,
this reclamation is believed to be continuously occurring. Because the State owns the
foreshore, landowner’s can claim a “private right” which prevails over the State’s rights. The
land reclamation provision of the Foreshore and Land Reclamation Ordinance allows for
public input into the decision making process; this model should be used in other areas of
environmental law.
The Falekaupule Act assigns functions to the Kaupule, many of which can be used to
address the adverse consequences of climate variability and change. The functions include:











3
to regulate by by-laws areas and methods of planting and types of crops and trees;
to prevent and control the outbreak or the prevalence of any disease among animals in
accordance with the Quarantine Act;
to provide by-laws for building lines and the layout of buildings;
to regulate and control by by-laws the erection and construction, demolition, re-erection
and reconstruction, conversion and re-conversion, alteration, repair, sanitation and
ventilation of public and private buildings and structures;
to prohibit or regulate by by-laws the making of pulaka pits or other excavations;
to plant and tend trees in and remove trees from any public place;
to prevent and control erosion of land by the sea or other cause;
to regulate by by-laws the areas and methods of planting and types of crops in areas
which are liable to drought or famine;
in time of famine or drought to provide or arrange for the provision of appropriate relief;
to safeguard and promote public health, including preventing and dealing with any
outbreak or the prevalence of any disease, in accordance with the Public Health Act;
to exterminate and prevent the spread of mosquitoes, rats, bugs and other vermin;
A new development plan is currently in preparation.
4



to establish, maintain and carry out services for the removal and destruction of or
otherwise dealing with all kinds of rubbish, refuse or excreta and by by-laws to require
householders to contribute to such services;
to provide, erect and maintain a public water supply, and impose water rates in
accordance with the Water Supply Act; and
to regulate or prohibit by by-laws the planting, cutting or destruction of any tree or
vegetation growing along any street, road, and path or in any public place.
In light of the difficulties of ensuring security of water supply in Tuvalu, the Water Supply
Ordinance gives power to the Superintendent of Public Works Department to acquire lands
for construction of water infrastructure.
3. Objectives, and Linkages to On-going Activities
a) Objectives
The principal objective of the NAPA project is to identify and elaborate an integrated series
of adaptation activities for each of the islands of Tuvalu. Initial consultations and studies will
provide a basis for subsequent investigations that will identify specific needs for more
comprehensive assessments, thereby leading to the development and description of a
programme of project-based adaptation activities requiring urgent and immediate
implementation. The NAPA project will also provide a platform for developing funding
proposals for longer-term adaptation strategies and projects as well as the opportunity to
facilitate dialogue and consultations designed to identify and elaborate the immediate and
urgent adaptation issues and appropriate activities, by conducting a comprehensive
assessment of the available and necessary information on Tuvalu’s vulnerability to climate
variability and change and of the response measures and other activities needed to
enhance the resilience of the most threatened parts of Tuvalu’s natural heritage, society
and economy. Given Tuvalu’s vulnerability status with regards to climate variability and
change, and sea-level rise, the NAPA project will provide an avenue to raise awareness and
understanding at all levels in society, with respect to vulnerability and adaptation issues of
greatest significance to the country. The initiatives that must be undertaken to identify and
implement appropriate activities in priority sectors, in order to enhance the resilience of
Tuvalu to climate change (including extreme events), through adaptation, will also be
identified and documented.
The Government of Tuvalu is committed to developing a realistic strategy and programme
of action that will ensure Tuvalu addresses the need, and maximizes the opportunities, to
adapt to climate change in a timely, technically sound and cost effective manner. The
programme will include identification of the required financial and technical support.
Previous national studies undertaken through PICCAP, including the national greenhouse
gas inventory, vulnerability and adaptation assessments, preparation of the Initial National
Communication under the UNFCCC, and preparation of the National Implementation
Strategy (NIS), will contribute in ways that will set clear directions for the NAPA.
Tuvalu is one of the nations most vulnerable to climate change and sea-level rise. The
NAPA will address this situation by developing a countrywide programme of immediate and
urgent project-based adaptation activities that focus on the current and anticipated adverse
effects of climate variability and change, including extreme events.
5
While the ultimate goal of the NAPA will be to reduce vulnerability to climate change, it is
widely recognized that the most effective, efficient and assured path to meeting this goal is
to reduce vulnerabilities to current climate variability, including extreme events. Such an
approach will be inherent in the activities proposed in the preparation of the NAPA for
Tuvalu. The NAPA will include a countrywide set of strategies for undertaking the immediate
and urgent actions required to address the adverse impacts of climate change and sea-level
rise. These strategies will include a set of planning, prevention, survival and recovery
options for both the immediate and near-term future. It is our understanding that developing
a NAPA will only be the first step. More extensive work will be required to develop a full
understanding of the vulnerabilities of Tuvalu, which will be part of the NAPA formulation
process. Based on these more comprehensive studies, Tuvalu will need to develop a more
thorough, long-term adaptation strategy. This long-term strategy may even include such
options as relocating Tuvaluans to other countries.
The extreme vulnerability of Tuvalu to the impacts of climate change and sea level rise,
make the preparation of a NAPA an essential process in the forward planning of the nation.
The conclusions from Tuvalu’s First National Communication need to be developed further
so that the country has a clear vision on how it will respond to the impacts of climate
change. Tuvalu has already undertaken a very preliminary process of exploring possible
adaptation strategies through preparation of the National Implementation Strategy for
Climate Change. The NAPA process will be a very effective mechanism for undertaking the
key activities identified in the National Implementation Strategy.
As part of the preparations for submitting its Initial National Communication, Tuvalu
undertook a comprehensive assessment of the country’s vulnerability to climate change and
variability as well as sea level rise, and including extreme events. These studies have made
it possible to identify priority sectors for urgent and immediate implementation of adaptation
activities. These sectors are:





Hydrology and water resources
Coastal zone and marine ecosystems
Agriculture, agro forestry and food security
Human health
Human settlements and infrastructure
Preparation of the NAPA will include additional consultations and studies to confirm the
above as priority sectors, and to identify other sectors that require urgent and immediate
adaptation activities in order to avoid or reduce the adverse consequences of climate
change and variability.
b) Status of Climate Change and Biodiversity Enabling Activities
As noted above, the United Nations Framework on Climate Change Convention (UNFCCC)
has been ratified by Tuvalu (on 21 March 1994), and the Convention on Biological Diversity
(CBD) on 20 December 2002.
6
All enabling activities related to preparation of Tuvalu’s First National Communication under
the UNFCCC were undertaken within the framework of the PICCAP. This covered ten
Parties in the Pacific Islands Region. Activities included preparation of the national
greenhouse gas emissions inventory, mitigation options for greenhouse gases, vulnerability
and adaptation assessments, production of the Initial National Communication and
preparation of a draft National Implementation Strategy. The United Nations Development
Programme (UNDP) was the implementing agency while the South Pacific Environment
Programme (SPREP) was the executing agency.
The Climate Change Coordination Office (PICCAP), formerly under the Ministry of
Environment, Energy and Tourism (MEET) but now in the Office of the Prime Minister, has
conducted consultations with Kaupules (formerly Island Councils) and other stakeholders to
develop sustainable programmes. As a result of the lack of technical expertise and financial
constraints on the islands, it is a difficult task to successfully develop and implement a
programme that the civil society has little knowledge on. PICCAP is currently undertaking
an awareness programme on all the islands. Some of the priorities in the UNCCD which are
addressed in the climate change awareness programme are:

Reduce Vegetation Degradation and Promote Re-vegetation Activities.
The awareness programme focuses on climate change, with vegetation growth as the major
natural way of removing the culprit greenhouse gas (carbon dioxide) from the atmosphere.
To this end, civil society is advised not to degrade vegetation cover at all costs, but to
revegetate open or non-vegetated areas. In contrast, the focus of the UNCCD is that
vegetation is important for holding down or stabilizing the soil, and for maintaining soil
fertility. Clearly the activities for the above aims are the same, i.e., to encourage the planting
of trees and other appropriate forms of vegetation. Poverty elimination requires that
resources be allocated for the restoration of degraded lands; otherwise this problem will
increase into the future.

Resource Conservation
Land and coastal marine resource conservation is being practiced through the
establishment of the Funafuti Conservation Area (FCA). This is supported by active and
ongoing climate change awareness raising programmes, through workshops and media
releases. Some islands, including Vaitupu, Nukulaelae and Nui, have practiced traditional
resource management without financial and advisory support from Government, and have
been successful. Traditional resource management is fully supported by Government and
there are long term plans by Government to integrate conventional conservation techniques
into local resource management systems, which are cost effective and successful.
Vegetation is a resource, yet vegetation degradation and destruction, such as burning and
clearing, is an ongoing problem. It produces vegetation waste – another resource in the
wrong place. The Tuvalu Waste Management Project aims to improve practices by
promoting recycling of organic waste to produce organic compost. The recycling of organic
waste for compost making has increased local vegetable production considerably.
Combustion of organic waste on the other hand, not only increases land degradation, but
also creates additional greenhouse gas emissions for Tuvalu.
7
In relation to the Convention on Biodiversity (CBD), it is worthwhile noting that island
inhabitants have long been practising traditional biodiversity conservation. Advanced
biodiversity conservation policies and practices, such as institutionalised marine protected
areas, have been introduced only recently. These technologies have been slowly integrated
into existing traditional systems.
c) Status of Previous Related Activities
In 1997 the Government of Tuvalu launched its National Environment Management
Strategies (NEMS). The strategies reflected and built on the findings of Tuvalu’s first State
of the Environment Report, published in 1994. That identified 17 priority programmes and
projects related to the natural environment, the human environment, the economic and built
environment, and managing the environment.
The significance of NEMS is that it identified 15 detailed programme profiles, which directly
aimed at responding to pressing environmental problems that might have an impact on the
local environment in the future and took a holistic approach in creating cooperation between
government agencies to work together towards addressing the 15 priority environment
issues. In order to effectively implement the 15 programmes identified, political commitment
was necessary through the development of policies for each of the 15 priority programme
areas and to create a proper climate for sustainable development. The programmes, and
their current status are:















Development and application of standard EIA guidelines – in progress
Prepare and guide development of the national Environment Act – to be undertaken
Review the role of local government in environmental management and investigate
options for other technical assistance – substantial progress achieved
Curriculum development in environmental education for primary, secondary and tertiary
systems – on going
In-service training workshops for teachers – on going
Establishment of a focal point for environmental education and information – being
implemented jointly by Education Department and Environment Unit
Environmental awareness programmes and workshops – on going
Documentation and integration of traditional knowledge and management systems into
education programmes – on going by Fisheries Department and Kaupule
Development of population policy and management plan – on going
Land-use and development plans – Lands Department
Vulnerability assessment and coastal zone protection – on going
Fisheries resources assessment – on going
Development of marine park at Funafuti – implemented
Alternative energy programme – being implemented through the Pacific Islands
Renewable Energy Project
Development of an integrated monitoring and reporting system for the environment –
implementation imminent
Under the UN Convention to Combat Desertification (UNCCD), the National Action Plan
(NAP) has not yet been developed. The National Focal Point is relying on the UNCCD
Secretariat for technical assistance in developing the NAP. However, several other
initiatives identified in the UNFCCC also combat desertification processes and activities.
8
These programmes include reduction of vegetation waste combustion, deforestation and
land degradation, promotion of water conservation in households and planting of exposed
and unvegetated land areas.
Desertification processes are amplified by drought events. Droughts occur in Tuvalu during
La Nina events when the South Pacific Convergence Zone is westward of its usual position.
This, coupled with lower surface temperatures, results in reduced convective activity and an
absence of rainfall for long periods.
Since the National Action Plan (NAP) has not been formulated, neither have any
participatory process in support of the NAP been conducted. This delay results in a lack of
information and understanding of the desertification issue by the general public. The
Government of Tuvalu lacks the financial resources needed to disseminate and raise the
awareness of civil society. Therefore information dissemination and awareness nurturing
must be accomplished with financial assistance from donors. These activities need to target
the key stakeholders, including those in civil society, as they are the prime actors in the
implementation of the Convention.
4. Project Activities and Outputs
Figure 1 presents the four components of the proposed project, and describes the activities
associated with each component. Activities in Component 1 are concerned with project
implementation and ongoing management. Component 2 addresses the need for
consultation with stakeholders and key players, raising of their awareness and undertaking
technical studies in order to confirm and, as necessary, augment the priority sectors and
establish benchmarks.
The activities in Component 3 involve identification of interim adaptation activities, and
implementation of these adaptation demonstration projects in order to confirm their
effectiveness and acceptability to stakeholders. The resulting experience, and identification
of effective and sustainable adaptation activities, will facilitate identification of the full-scale
adaptation activities, which will be described in the project profiles that form part of the
NAPA. Capacity building will take place under Component 3, in order to ensure that Tuvalu
has the necessary capacity to implement the full-scale projects in a timely and competent
manner.
The formal, consultative process of developing, endorsing and disseminating the NAPA,
including preparation of the project profiles describing the full scale adaptation activities, will
be undertaken under Component 4.
Component 1: Implementation and Management of the NAPA Process
Activity 1.1: Establish Institutional and Management Arrangements
A proposed organizational chart for Tuvalu’s NAPA Formulation Project, and climate
change activities in general, is provided as Figure 2.
9
Project Implementation
and
Management
National and
Community-based
Activities
Preliminary
Adaptation
Activities
Preparation
and Endorsement
of the NAPA
• Establish institutional and management arrangements
• High-level mainstreaming and support
• Awareness raising and consultation amongst stakeholders
• Mobilising Technical and Other In-country Expertise
• Monitoring, review, evaluation and reporting
• Consultation and awareness raising
• Benchmarking
• Vulnerability and adaptation assessments
• Development of criteria
• Potential adaptation strategies
• Assessing effectiveness of adaptation strategies
• Preparation of the draft NAPA
• Review and revision of NAPA
• Endorsement of the NAPA
• NAPA document dissemination
Figure 1. The four project components and the associated activities for preparation of
Tuvalu’s National Adaptation Programme of Action (NAPA).
Government will strengthen the existing Environment Department (recently moved to the
Office of the Prime Minister) so that it can assume the added responsibility of managing the
NAPA project. The current Climate Change Country Team (CCCT), supported by the
Environment Department, will prepare Terms of Reference (TOR) for the key NAPA project
personnel, namely the NAPA Project Coordinator and the NAPA Assistant. Once appointed,
the NAPA Coordinator will work with the current members of the CCCT, and other
stakeholder representatives, to strengthen the CCCT to strengthen the Country Team and
reconstitute it as Tuvalu’s NAPA Team. This will enhance the NAPA Team’s ability to
oversee implementation of the NAPA project and ensure successful project outcomes,
through the mainstreaming of immediate and urgent adaptation activities. The strengthening
will be conducted in an open and flexible manner, through a process that is inclusive and
transparent. The end result will be a strengthened NAPA Team, comprising representatives
of key Government departments, of the production, consumption and service sectors and of
civil society organizations.
10
Government
of Tuvalu
National Development
Coordinating Committee
Secretary
Finance
Secretary
to Govt.
Aid Coordinating Unit
Environment Dept
(within Office of PM)
Related Sustainable
Development Projects
NAPA
Coordinator
& Assistant
Secretary
HARD
Kaupules
Environmental
Advisor
Non-governmental
Organizations
Tuvalu
NAPA Team
Government
Agencies
Multidisciplinary
Working Groups
Private Sector
Representatives
Figure 2. Proposed organizational chart for Tuvalu’s NAPA Formulation Project
Composition of the NAPA Team will include one member each from the following key
departments or ministries, namely Fisheries, Agriculture, Education, Meteorology, Health,
Public Works, Tuvalu Media, Planning, Conservation and Environment, and will include two
representatives from non-governmental organizations (NGOs). The mandate for the NAPA
Team will be to fully implement the NAPA formulation project. This will involve conducting
all consultation meetings with communities on all islands, execution of field studies, data
collection, assessments, synthesis of the data, identification of priority sectors and
preparation of adaptation project profiles and project proposals.
Under the guidance and with the assistance of the NAPA Coordinator, the NAPA Team will
have ultimate responsibility for preparing the NAPA and ensuring its eventual endorsement
by Government, and for ongoing coordination and oversight of NAPA activities. This will
include developing a detailed work plan.
11
The NAPA Coordinator will be recruited to work full time in the coordination and the
implementation of the prescribed work plan. He/She will work closely with, and be
supported by, the NAPA Assistant. Principal responsibilities for the latter will relate to
consultation and project activities on the outer islands, allowing the NAPA Coordinator to
focus on liaising with the NAPA Team, the Multidisciplinary Working Groups and
Government Officials, including coordinators of related projects.
Outputs:




TORs for, and appointment of NAPA Coordinator and NAPA Assistant
Strengthened National Climate Change Country Team, reconstituted as Tuvalu’s NAPA
Team
Detailed work plan for NAPA formulation project
TORs for all project inputs, personnel and activities
Activity 1.2: Ensuring High Level Mainstreaming and Support for the NAPA Process
At least three times during the project, all Cabinet Ministers will be briefed on project aims
and status. The Cabinet will be expected to formally endorse the main project output,
Tuvalu’s NAPA. In order to help ensure the effectiveness of adaptation activities undertaken
when the NAPA is implemented, members of Cabinet will be encouraged to come up and
put in place relevant regulatory measures in parallel with the development of adaptation
plans.
The Secretary to Government, Office of the Prime Minister, will also provide regular
briefings to the National Development Coordinating Committee, of which he is a member.
The Secretary chairs the current Climate Change Country Team and will chair meetings of
the NAPA Team.
Outputs:



At least three ministerial level briefings
Regular briefings of the National Development Coordinating Committee
NAPA endorsed by Government
Activity 1.3: Awareness Raising and Consultation Amongst Key Stakeholders
An analysis to identify key opinion leaders and representatives of important stakeholders
will be undertaken, using as input information and understanding developed through
activities undertake during preparation of the Initial National Communication and in
subsequent studies. Awareness raising materials will be prepared in the Tuvaluan and
English languages, taking into account the general capacities, needs and concerns that will
also be identified in the stakeholder analysis. A national conference, with multi-stakeholder
participation, and associated media campaigns, will be conducted in order to begin the
process of ascertaining and reflecting the concerns of the entire Tuvaluan society regarding
climate change. However, emphasis will be placed on interacting with those in sectors and
locations, which are most vulnerable and least able to cope with the adverse consequences
of climate variability and change. The consultations will serve the purpose of introducing
12
and promoting the project (objectives, activities and outputs), receiving guidance and
feedback from the outer islands, and identifying target groups and participants in future
project activities. A media campaign will be formulated and implemented, to support the
consultation and awareness raising initiatives, maximize the benefits of the national
conference and ensure that key stakeholders and identified and kept informed. Information
related to the NAPA project will be shared with related projects (see Section 5) and
mechanisms to ensure ongoing interactions will be established.
Outputs:







Awareness raising materials in the Tuvaluan and English languages
National conference on climate change
Media campaign
Documentation on key stakeholders and relevant initiatives that complement the NAPA
process
Briefings for, and consultation with, key stakeholders in most vulnerable sectors and
locations
Guidance and feedback from key stakeholders in the priority sectors
Information shared with related projects and other initiatives, and ongoing linkages
established
Activity 1.4: Mobilizing Technical and Other In-country Expertise
The NAPA Coordinator, working with the NAPA Team, will establish a multidisciplinary
Working Group for each of the priority sectors (see Section 3, above), comprising relevant
members of the NAPA Team, and other individuals as and where required
By drawing on many disciplines and on the expertise of individuals familiar with the priority
sectors as well as with their interactions, the final NAPA will be more needs relevant,
integrated and crosscutting. It will capture all the components of sustainable development,
including social, economic and environmental. The membership and specific responsibilities
and tasks of the Working Groups will evolve over the life of the project. This is because the
project, and hence the activities of the Working Groups will progress from undertaking
broad consultation and technical assessments of vulnerability and adaptation within the
priority sectors, to preparing project profiles for the specific adaptation activities to be
undertaken within the priority sectors. Amongst other activities, the Working Groups will
draw on existing information in order to advise the NAPA Team with respect to:





methodologies and criteria to be used in developing the NAPA;
available information resources, information gaps and how these gaps might best be
addressed;
capacity building requirements;
findings arising from a synthesis of all available information on the adverse effects of
climate change for Tuvalu, and on coping strategies (local, national, regional and
international);
findings of a participatory assessment of the vulnerability of Tuvalu’s priority sectors to
current climate variability and extreme weather events, and of an assessment as to
where climate change is likely to cause increased risks to society, the economy and the
environment; and,
13

a pool of possible climate change adaptation activities from which will be selected those
which address urgent and immediate adaptation requirements.
Based on advice from its Working Groups, outputs from an initial consultations with key
stakeholders in the priority sectors (see Activity 1.3), and from consideration of relevant
information available through Government agencies and other sources, the NAPA
Coordinator will develop an action plan designed to enhance the capacity of the
Government and private sectors, and of civil society, in order to ensure that key players and
stakeholders can play an appropriate, meaningful and productive role in the development
and ultimate implementation of the NAPA. The draft action plan will be submitted to the
NAPA Team, and through it to the National Development Coordinating Committee, for their
consideration and eventual approval. Emphasis will be on the following:




ensuring all stakeholders in the priority sectors, and especially those representing local
communities, can engage in the participatory process leading to the preparation of the
NAPA; key roles will be as sources of information on the current coping strategies the
NAPA will seek to enhance and as people who can articulate the needs and capacities
of the potential beneficiaries of the NAPA;
ensuring the appropriate technical information is available, and in a form that facilitates
quality and timely decision making;
ensuring a complementary approach that builds on existing plans and programmes, and
especially those initiatives where a bottom-up participatory process has been followed in
order to establish priorities for action based on a thorough and comprehensive
knowledge and stakeholder involvement;
building capacity in ways that result in:
o
o
o
o


enhanced technical competency in relevant Government departments;
synergies among multilateral environmental agreements;
the mainstreaming of climate change adaptation policies and plans;
sound environmental management and sustainable development;
recognizing that women and the rural people in the outer islands are disproportionately
affected in adverse ways by climate change and woman are often the main repository of
vital local and traditional knowledge; and
a cost effective, needs-driven approach with large multiplier effects.
Capacity enhancement activities will be undertaken, building on the initial, broad awareness
raising activities undertaken under Activity 1.3, and consistent with the action plan. The aim
will be to ensure that key players and stakeholders will play an appropriate, meaningful and
productive role in the development and ultimate implementation of the NAPA.
Experience has shown that it takes considerable time to enhance national and local
capacity to implement adaptation measures. Another part of this capacity building activity
will focus on addressing two needs associated with the specific adaptation activities that are
designated as urgent and immediate. These are as follows:

Address the urgent need for personnel who have the technical understanding of
vulnerability to climate change and of possible adaptive responses, who are competent
in applying methodologies for vulnerability and adaptation assessment, who can
translate their technical knowledge and skills into recommendations for policy- and
14

decision-makers and who can assist in providing long- term and continuous assistance
towards implementing project-level adaptation activities, including project design,
implementation and monitoring; and
Address the need for enhanced awareness at both high (e.g. political) and community
levels, in relation to the current vulnerability of Tuvalu to climate and sea-level variability,
to the potential increase in climate hazards and associated risks as a result of climate
change, and to the opportunities to reduce the vulnerability and risks through
adaptation, including the specific adaptation activities to be included in the NAPA.
Training activities will be undertaken to build the technical knowledge and skills of relevant
individuals in government, the private sector and community-based organizations, including
project design, implementation and monitoring. Targeted awareness raising materials will
be prepared in the Tuvaluan and English languages, taking into account the capacities,
needs and concerns of the stakeholders in the urgent and immediate adaptation activities.
These materials will be disseminated through conventional information pathways, including
targeted media campaigns.
Outputs:







Multidisciplinary Working Groups to support the work programme of the Tuvalu’s NAPA
formulation project.
Action plan for building the capacity of Government, private sector civil society
stakeholders in climate change adaptation
Key players and stakeholders better able to play appropriate, meaningful and productive
roles in development and ultimate implementation of the NAPA
Personnel who have enhanced technical- and policy-relevant knowledge and skills
related to adaptation
Awareness raising materials in Tuvaluan and English languages
Media campaigns
Enhanced awareness at high and community levels, in relation to vulnerability and
adaptation to climate change
Activity 1.5: Monitoring, Review, Evaluation, and Reporting
In conjunction with the Implementing Agency for the Project, the NAPA Team and the NAPA
Coordinator will be responsible for monitoring, reviewing, evaluating and reporting on the
project implementation and achievement of the specific outputs. These procedures will be
consistent with those required by the Government of Tuvalu and by the Implementing
Agency. The Government of Tuvalu will comply fully with all Implementing Agency reporting
requirements. This should include an annual review, mid-term review, and final evaluation.
The purpose of these reviews will be to ensure that the project is conforming to all GEF,
UNDP and Government of Tuvalu project implementation requirements.
All relevant stakeholders will be involved in project monitoring and evaluation. This includes
relevant national agencies and institutions, the GEF, UNDP and the Government of Tuvalu.
Outputs:

Required and optional information on project implementation and performance
15


Findings of project reviews and evaluations
Required and optional reports
Component 2: National and Community-based Activities
Activity 2.1: Consultations and Awareness Raising
The development of the NAPA will be based on a nationwide, community-based
consultative process. This process will be facilitated by community-based NAPA focal
points, with the assistance of community consultative committees. Each community
consultative committee will consist of representatives from churches, Kaupule, NGOs,
women groups, and government officials.
Communities on all nine islands will be visited by members of the NAPA Team, to hold
consultation meetings with communities and the civil society on the issues of climate
change, climate variability and sea level rise. Arrangements for the consultations will be
handled through a working relationship between the NAPA Team (represented by the NAPA
Coordinator) and the secretary to each Kaupule on the outer islands. The consultations will
provide the Team with anecdotal, baseline information on climate variability and change and
on sea-level rise, and will facilitate realistic assessments of the resulting impacts and
potential adaptation responses.
Outputs:


Comprehensive understanding of views of key stakeholders in all island communities,
with respect to the actual and anticipated impacts of climate variability and change and
sea-level rise, and of potential and preferred adaptation options for the priority sectors.
Anecdotal, baseline information on climate variability and change and on sea-level rise
Activity 2.2: Benchmarking
A community-based benchmarking process will be undertaken. With the aid of the NAPA
focal points (and other experts), communities will be encouraged to monitor a series of
environmental and human health parameters that are likely to be, or are already being,
affected by climate change. This process will establish a series of benchmarks related to:






Rate and consequences of coastal erosion;
Water quality and quantity;
Human health indicators (especially water borne diseases);
Coral reef health (including incidences of coral bleaching);
Indicator fish species; and
Health and productivity of agricultural crops.
The specific indicators and other measures used to define the benchmarks will be
determined after consultation with relevant stakeholders and after an assessment is made
of the capacity to undertake the necessary information gathering tasks.
16
The purpose of the benchmarking is to provide a baseline that can be used for two
purposes:


Assessment of the effectiveness of adaptation activities, in terms of enhanced resilience
and reduced vulnerability for the relevant sector or an exposure unit within that sector, in
order to judge the effectiveness of the prescribed adaptation activities; and
Comparison of the vulnerability and resilience of given sectors, and/or their constituent
exposure units, in order to assign priorities to the allocation of resources and other
inputs required for the adaptation activities.
Outputs:

Quantitative, baseline information on key environmental and human health conditions
Activity 2.3: Vulnerability and Adaptation Assessment
Vulnerability and adaptation assessments will be carried out on each of the nine islands,
guided by the priorities established in Activity 2.1. The NAPA Coordinator and Assistant will
facilitate and coordinate all assessments, drawing on the expertise of the Multidisciplinary
Working Groups (see Activity 1.4).
An assessment methodology, relevant for use in the capital and outer islands of Tuvalu, will
be developed, tested and applied by the Multidisciplinary Working Groups, building on the
experience gained in undertaking assessments required for the Initial National
Communication. This assessment methodology will be used on each of the islands, using a
chartered inter-island vessel to carry out this work. All stakeholders from grass root farmers,
fishermen, and housewives to government civil servants, including policy makers, will
participate in the vulnerability assessment studies, in order to make the studies more
representative.
This work will be undertaken in parallel with the benchmarking exercise. Once the
assessments are carried out they will be analysed in the context of national priority,
accuracy and quality. The resulting information will be used to define the nature of the
preliminary adaptation activities (Component 3) and in development of the project profiles
(Component 4).
Outputs:

Vulnerability and adaptation assessments for all nine islands, focusing on the sectors
and locations that consultations have been identified as being of high priority for
adaptation activities
Component 3: Preliminary Adaptation Activities
Activity 3.1: Development of Criteria for Assessing and Prioritizing Adaptation
Activities
All adaptation activities will be assessed and prioritized using criteria that will be developed
by the Multidisciplinary Working Groups, through a consultation process with key
17
stakeholders, and subsequently endorsed by the NAPA Team. Criteria which will be
considered might well include the following: ability to reduce vulnerability; ability to enhance
resilience; the local situation, including the potential of the local community to undertake the
adaptation activities physically, financially, technically); sustainability of the proposed
adaptation measure; and community and country driven, including targeting the most
affected part of the national population, namely people living on the outer islands.
This activity will be enhanced through the sharing of work plans, success stories, and
lessons learned, and “best” practices with other LDCs that are engaged in preparation of
NAPAs. While the focus will be on sharing and exchanging information, experience,
methodologies, criteria and project outputs with LDCs from the Pacific Islands Region, such
cooperation will extend to LDCs in other regions, as and when appropriate.
In addition, Tuvalu will encourage other LDCs to share the cost of experts and other project
inputs, where it is possible to achieve economies of scale without compromising national
priorities and requirements.
Coordination and cooperation can best be fostered through LDC meetings that may lead to
joint implementation of project activities. Contingent upon the agreement of the other Pacific
LDCs at least, it is proposed to hold three such meetings, with one being held very early in
the project cycle.
Outputs:

Criteria for assessing and prioritizing adaptation activities
Activity 3.2: Potential Adaptation Strategies
The NAPA Team will identify and elaborate potential adaptation strategies, based on the
outputs of Activity 2.3 and on previous analyses associated with preparation of Tuvalu’s
First National Communication. The general aim of the adaptation strategies will be to
preserve the natural defenses of Tuvalu against the impact of climate change, and to
maintain or enhance the quality of human life and well being. For each of the islands,
possible adaptation strategies will likely include:






Developing locally appropriate shoreline protection strategies;
Developing freshwater conservation strategies;
Exploring options for alternative agricultural practices to minimize the impact of sea
water intrusion;
Developing sewerage and solid waste management strategies that avoid reducing the
resilience of natural ecosystems to climate variability and change, and to sea-level rise;
Developing protected areas and fisheries management zones for each of the islands, in
order to enhance food security; and
Identification, documentation and application of traditional adaptation strategies.
Initial efforts will be made to compile and disseminate information on locally appropriate
adaptation activities, with emphasis on traditional knowledge and practices.
18
Resulting from the consultation meetings with each island community, and application of the
criteria developed in Activity 3.1, the four most appropriate adaptation strategies will be
selected. The priority issues for Tuvalu will likely include water quality and quantity, human
health, human settlements and infrastructure, coastal area restoration, coastal fisheries
management and agricultural improvement.
Outputs:



Descriptions of locally appropriate adaptation strategies
Compendium of traditional coping strategies, based on experiences of older Tuvaluans
Dissemination of information, including that compiled in the compendium of traditional
coping strategies, including use of radio, leaflets, church process and school curricula
Activity 3.3: Assessing Effectiveness of Potential Adaptation Strategies
The NAPA Team will implement a small number of adaptation assessment projects. These
will be undertaken on a number of the islands, as a means of testing and evaluating the
feasibility, sustainability and likely effectiveness of adaptation strategies identified in Activity
3.2, at a larger scale. For example, despite the development of coping and adaptation
strategies, disasters are inevitable in such a vulnerable country as Tuvalu. The NAPA Team
will work with the National Disaster Committee, the National Disaster Preparedness
Working Group and Island Disaster Committees, to examine the effectiveness of measures
to strength the existing National Disaster Plan and relevant national and island capabilities.
These activities will be undertaken in order to better prepare for, and recover from, the
adverse effects of extreme events associated with climate variability and change, including
cyclones, droughts and storm surges.
To ensure the effectiveness of adaptation activities during the NAPA implementation, and
based on the NAPA consultative process, and in line with Activity 1.2., a study will be
carried out to examine the effectiveness of government efforts in establishing regulatory and
other measures to ensure that the adaptation strategies are incorporated into government
planning.
Outputs:


Information on the feasibility, sustainability and effectiveness of selected adaptation
strategies
Strengthened national and island capabilities to prepare for, and recover from, the
adverse effects of extreme events associated with climate variability and change
Component 4: Preparation and Endorsement of the National Adaptation Programme
of Action
Activity 4.1: Development of the Draft NAPA Document
Based on outputs from Component 3, an integrated adaptation strategy and action plan will
be prepared. This will include profiles for full scale adaptation projects.
19
The strategy/action plan will identify prioritized activities to address the adverse impacts of
climate change. It will also indicate how each priority activity is related/linked to ongoing
and/or planned activities supporting sustainable development and those related to, for
example, land degradation and biodiversity conservation. The NAPA document will also
include a strategy for monitoring and evaluating the outcomes of the action-oriented
adaptation activities. Furthermore, it will describe stakeholder roles and responsibilities;
partners and partnership building; financing options; and time lines.
The proposed adaptation programme will include: i) capacity building such as human
resources development, institutional strengthening and information acquisition and
management; ii) policy reform; iii) integration of adaptation into sectoral policies and
decision making; and iv) specific proposals (in the form of project profiles) for priority
project-level activities to address needs arising from the adverse effects of climate variability
and change, including extreme events. As part of the process of preparing the draft NAPA,
the NAPA Coordinator, on the advice of the NAPA Team and the National Development
Coordinating Committee, will:




Develop a framework for the proposed adaptation programme, based on the information
assembled during the vulnerability and adaptation assessments;
Draw on the results of the national consultative workshop, and use the ideas expressed
during the island consultations, to help frame, elaborate and strengthen the descriptions
of the specific adaptation activities that will be included in the NAPA as a result of their
high priority;
Ensure that the proposed adaptation activities, as well as the overall Programme of
Action, have complementarity with Tuvalu’s National Development Plan and with
national, sectoral and local policies and action plans, including those related to land
degradation and biodiversity conservation; and
Prepare profiles of priority project-level activities for adaptation in Tuvalu, including
objectives, description of activities, required inputs, short-term outputs, potential longterm outcomes, institutional arrangements, risks and barriers, evaluation and monitoring,
and the financial and other resources required.
The NAPA Document will include specific adaptation projects that the NAPA Team will
design. These will be undertaken on a number of the islands, and would likely be based on
4 of the adaptation strategies identified in Activity 3.2. Some examples are given in Annex
1. The final projects will be selected through a community consultation process, and
application of the criteria developed in Activity 3.1. The demonstration projects will be
undertaken at the community level. Local schools and other relevant groups will be invited
to participate in the projects.
Output:

Draft NAPA document, including specific proposals for adaptation activities
Activity 4.2: Review and Revision of National Adaptation Programme of Action
The NAPA document will be prepared in an iterative manner. All drafts will be reviewed in a
participatory manner through a series of island and national workshops participated in by all
relevant stakeholders. After each consultation, the draft will be revised accordingly. The
20
NAPA Coordinator, advised by the NAPA Team and through it by the National Development
Coordinating Committee, will be responsible for reviewing and responding to the proposed
revisions.
The relevant media will be encouraged to report on all the island and national consultations,
in order to facilitate the flow of information to key players and all stakeholders.
National and international stakeholders, at a national workshop convened for that specific
purpose, will review the final draft NAPA document. The final draft will be sent to all
participants in advance of the national workshop, to allow for their timely review.
The final version of the NAPA will be prepared. It will be no more than five pages in length,
with two to three additional pages for each project profile.
Outputs:



Island and national consultative workshops
Media reports on the consultation process and on the outcomes, including the content of
the NAPA itself
Final version of the NAPA, reflecting the results of an extensive, consultative and
participatory review process
Activity 4.3: Endorsement of the National Adaptation Programme of Action
Through the NAPA Team and the National Development Coordinating Committee, the
finalized NAPA will be submitted to the Cabinet of the Government of Tuvalu, and other key
stakeholders, for their approval and endorsement, subject to any revisions required.
Outputs:

A NAPA document endorsed by the Government of Tuvalu and other key stakeholders
Activity 4.4: NAPA Document Dissemination
Dissemination of the NAPA document will reflect the two main reasons for its preparation,
namely:


to make information on the actions and activities required to address Tuvalu’s urgent
needs for adaptation available to the entity that will operate the LDC fund, and to other
sources of funding, in order to secure the provision of financial resources to implement
the proposed adaptation activities; and
to inform stakeholders in Government, civil society and the private sector, as well as the
public at large, of the urgent need for action to reduce the current vulnerability of Tuvalu
to climate and sea-level variability and to address the potential increase in climate
hazards and associated risks as a result of climate change, and to inform them of the
opportunities to reduce these vulnerabilities and risks through adaptation, including
implementation of the specific adaptation activities that are included in the NAPA.
21
The NAPA, with Government endorsement, will be submitted to relevant international (e.g.
GEF) and bilateral organizations, for their consideration to fund and/or co-finance specific
adaptation activities. The Government of Tuvalu will also provide copies of the endorsed
NAPA document to the UNFCCC and to the Least Developed Countries Expert Group,
among others.
In order to ensure wide awareness and acceptance of the NAPA, the NAPA document will
be translated into the Tuvaluan language. The Tuvaluan and English versions of the NAPA
document will be distributed, as appropriate, to Kaupules and stakeholder groups, including
those which studies show are especially vulnerable to the adverse effects of climate and
sea-level variability and change, including extreme events. Media campaigns and
awareness raising workshops will also be conducted, making use of key players and
opinion leaders to convey key messages to the main target groups in order to provide a
constructive enabling environment for the ultimate implementation of the proposed urgent
and immediate adaptation activities.
Outputs:



The endorsed NAPA document, submitted to relevant international and bilateral
organizations for their consideration
Tuvaluan and English versions of the NAPA document
Widespread awareness and acceptance of the NAPA, by Government, the private
sector and civil society, assisted by the efforts of key players and opinion leaders
5. Institutional Arrangements for Oversight and Coordination
The Environment Department, recently made part of the Office of the Prime Minister, is the
lead agency for all climate change activities. It has the mandate to ensure that all proposed
activities are appropriately coordinated, monitored and executed according to an agreed
timetable.
The institutional arrangements (see Figure 1) for the implementation of the NAPA will
conform to this mandate and build on the experience, which has already been developed.
Through their membership of the NAPA Team, Public Works, Health and Waste will
manage the implementation of the water activities, Fisheries, Conservations and Waste will
oversee the activities on coastal fisheries management, and Agriculture, Lands, Public
Works and Waste will mange the shoreline restoration and agricultural activities. Financial
management for the project will be the responsibility of the Aid Coordinator. Based on
approved requests made by the Secretary to Government on the recommendation of the
Environment Department, the Aid Coordinator will disburse the funds as requested.
The NAPA Coordinator, working through the Office of the Prime Minister, will be responsible
to the Government of Tuvalu, and to the Implementing Agency, for the successful
implementation and completion of the NAPA formulation project. The NAPA Assistant and
the NAPA Team will assist him/her. Collectively they will be responsible for coordination of
all activities with line ministries, NGOs and the teams responsible for undertaking other
national development and management projects. The NAPA Coordinator, Assistant and
Team will work closely with those responsible for activities under the UNCCD and the
Tuvalu Waste Management Project, to ensure complementarities between all initiatives.
22
The findings and outputs of the NAPA project will be made available to all stakeholders. Any
constraints that are identified during execution of the project will be brought to the attention
of the NAPA Team, for and early resolution of the problem.
At least three briefing sessions will be held with Cabinet ministers during the life span of the
NAPA formulation project, in order to update Cabinet Ministers on progress made during
execution of the project, and implications for the implementation of the proposed adaptation
projects.
The mandates for individual members of the NAPA Team in the execution of the NAPA
programme rest with the Secretary to Government, in the Office of the Prime Minister. It is
normal practice in Tuvalu that once Cabinet has made a decision on any project proposal, it
is final and civil servants earmarked for specific tasks or activities have the mandate to
produce the required input to a particular programme. Such will be the case for the NAPA
project.
Consultancy requirements for the NAPA will be entertained through the advice provided by
the Tuvalu Environment Adviser and the LDC Expert Group (LEG), if so required.
Final endorsement of the NAPA document rests with Cabinet, which will also give the
clearance for the proposed project to be implemented.
As one of the 5 LDCs in the Pacific Region, Tuvalu’s NAPA project can take advantage of
the unique opportunity for sharing experience and expertise with the 4 other Pacific LDCs.
The implementation of some joint activities will be explored together with these countries,
whereby inputs may be shared in order to achieve economies of scale; the Tuvaluan NAPA
project staff could participate in meetings to plan and coordinate activities and share
experience and expertise.
As Tuvalu is under UNDP’s Fiji parish, UNDP-Suva will monitor and support implementation
of the NAPA formulation project in line with standard procedures. Refer to Annex 2 for
specific M&E activities.
23
6. Timetable:
Component/Activity
Component No. 1: Implementation and
Management
Establish Institutional and Management
Arrangements
Ensuring High Level Mainstreaming and Support
for the NAPA Process
Awareness Raising and Consultation Amongst
Stakeholders
Mobilize Technical and Other In-country
Expertise
Monitoring, Review, Evaluation, and Reporting
Component No. 2: National and Communitybased Activities
Consultation and Awareness Raising
Benchmarking
Vulnerability and Adaptation Assessments
Component No. 3: Preliminary Adaptation
Activities
Criteria for Assessing and Prioritizing Adaptation
Activities
Potential Adaptation Strategies
Assessing Effectiveness of Potential Strategies
Component No. 4: Preparation and
Endorsement of the NAPA
Preparation of the Draft NAPA
Review and Revision of NAPA
Endorsement of the NAPA
NAPA Document Dissemination
Year 1
Year 2
1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6
M
M
R
R
M
R
7. Budget (US $)
ACTIVITY
STOCK
TAKING
ASSESSMENT AND PRIORITISATION
1) Information gathering and
synthesis, assessment of
vulnerability
i) Gathering of available information 10,000
on adverse effects of climate change
and coping strategies
ii) Synthesis of available information
on adverse effects of climate change
and coping strategies
iii) Participatory assessment of
vulnerability to current climate
variability and extreme weather
events, and associated risks
2) Identification of adaptation
measures, and criteria for priority
activities
i) Identification of past and current
4,000
practices for adaptation to climate
change and climate variability
ii) Identification of key climate
1,000
change adaptation measures
ii) Identification and prioritization of
criteria for selecting priority
activities
TOTAL (assessment and
15,000
Prioritization)
Development of Proposals for priority activities
1) National/ Sub-national
consultative process for short listing
potential activities
2) Selection and Identification of
priority activities on the basis of
agreed criteria
3) Prepare profiles of priority
activities in the prescribed format
TOTAL (Development of proposals 0
for priority activities)
Preparation, Review and finalization of the NAPA
1) Public review
2) Final review by government and
civil society representative
PROCESS:
(ASSESSMENT,
CONSULTATION,
WORKSHOPS, ETC)
PRODUCT:
ASSESSMENT
REPORTS/
STRATEGY
AND ACTION
PLAN
TOTAL
3,000
13,000
4,000
1,000
5,000
32,750
4,050
37,250
5,500
2,800
12,300
7,300
3,400
11,700
1,500
800
2,300
54,050
12,500
81,550
10,000
3,500
13,500
5,400
2,500
7,900
9,600
3,000
12,600
25,000
9,000
34,000
8,000
3,300
6,500
3,650
14,500
6,950
ACTIVITY
STOCK
TAKING
3) Printing, Publishing and
translation of the final NAPA
4) Dissemination
TOTAL (Preparation, review and
0
finalization of NAPA)
Technical Assistance
1) Assistance requested from LDC
expert Group
2) Other technical assistance
2,000
TOTAL (technical Assistance)
2,000
Project Coordination and Management
TOTAL (project Coordination and 5,000
Management)
TOTAL
22,000
PROCESS:
(ASSESSMENT,
CONSULTATION,
WORKSHOPS, ETC)
11,300
PRODUCT:
ASSESSMENT
REPORTS/
STRATEGY
AND ACTION
PLAN
TOTAL
10,200
10,200
6,000
26,350
6,000
37,650
0
5,000
5,000
2,750
2,750
9,750
9,750
22,100
10,050
37,050
117,350
60,650
200,000
Annex 1
Potential Adaptation Projects
The NAPA Team will identify and design specific adaptation projects. These will be
undertaken on a number of the islands. Some of these could serve also as a means of
testing and evaluating the feasibility, sustainability and likely effectiveness of various
adaptation strategies at a larger scale. The adaptation projects will be based on four of the
adaptation strategies identified in Activity 3.2. Some of the possible projects are:




A community coastal vegetation restoration project – designed to prevent or slow down
coastal erosion, and to enhance biodiversity;
A community freshwater storage and sanitation project – designed to increase the
security of freshwater supplies and to prevent degradation of groundwater;
A community composting and vegetable garden project – designed to bring pulaka pits
back into production after salt water contamination, and to increase the diversity of
crops being grown, thereby enhancing food security; and
A community animal waste recycling project – designed to achieve same benefits as the
preceding project.
The final projects will be selected through a community consultation process, and
application of the criteria developed in Activity 3.1. The projects will be undertaken at the
community level. Local schools and other relevant groups will be invited to participate in the
projects.
Annex 2
Tuvalu NAPA Formulation Project: Monitoring and Evaluation
The project will be monitored and evaluated following UNDP-GEF rules and procedures.
The Executing Agency (Ministry of Environment, Energy and Tourism) will be required to
prepare quarterly and annual work plans and to report to UNDP on progress in achieving
targets. The Quarterly Progress Reports (QPRs) would provide a brief summary of the
status of project inputs and output delivery, explain variances from the work plan, and
present work plans for each successive quarter for review and endorsement. These
quarterly reports will include financial statements and the work plan for the subsequent
quarter. Annual Progress Reports (APR’s) would provide a more in-depth summary of workin-progress, measuring performance against both implementation and impact indicators.
APR’s would inform decision-making by the Project Steering Committee, which would
evaluate whether any adjustment in approach is required. A terminal report would be
completed prior to the completion of the project detailing achievements and lessons
learned.
The Environment Unit (EU) of the Ministry of Environment, Energy and Tourism (MEET) will
undertake continuous, self-monitoring. After GEF approval of the NAPA proposal brief it will
be converted into a UNDP Project Document. Among the important items that will be
included in the project document will be a detailed work program that will include the
success indicators or objectively verifiable indicators for each activity that will be carried out
under the NAPA formulation project. These indicators, which will be reviewed for their
practicability and completeness prior to project implementation, are the parameters that
have to be monitored by the EU-MEET under the NAPA formulation project. Additional
activities may be included (if necessary) to verify the attainment of some specific indicators.
The extent by which the NAPA formulation project goal is achieved can be evaluated from
the monitored results.
The EU-MEET and UNDP-Suva shall be responsible that the overall monitoring and
evaluation framework for the NAPA formulation project and together will appropriately and
holistically assess the quality and appropriateness of the various outputs/results of the
project activities vis-à-vis the adaptation and national development goals of the country.
The project will be subject to a Tri-partite Review (TPR) organized by UNDP-Suva. The EUMEET will prepare and submit to UNDP an Annual Project Report (APR) two months prior
to the TPR meeting. APRs would provide a more in-depth summary of work-in-progress,
measuring performance against both implementation and impact indicators. APRs would
inform decision-making by the NACCC, which would evaluate whether any adjustment in
approach is required. A Terminal Report would be completed prior to the completion of the
project detailing achievements and lessons learned. UNDP will also undertake annual
monitoring visits to the country to assess project developments in accordance with UNDP
procedures for Monitoring and Evaluation.
Financial Reports will be prepared by the EU-MEET and submitted to UNDP on a quarterly
basis in accordance with the Guidelines for National Execution.