United Nations Development Programme
GLOBAL ENVIRONMENT FACILITY SMALL GRANTS PROGRAMME
Invitation of Project Proposals from CSOs
The Global Environment Facility Small Grants Programme (GEF/SGP) of the United Nations Development Programme in Nepal invites
civil society organizations (CSOs) or NGOs to submit a Project Proposal for preparing a Country Programme Strategy (CPS) for the
Operational Phase 6 (OP6) 2015-2018 of the GEF/SGP.
Terms of reference (TOR), Project Proposal Form, and Country Programme Strategy (Template) can be obtained from the GEF/SGP
Country Office or downloaded from our webpage <www.sgp,org.np>. Should you require further clarifications, please communicate to
GEF /SGP not later than 9 October 2015. The proposal should be delivered before 5 pm Friday 9 October 2015.
The National Steering Committee is responsible for reviewing and approving the project proposals. The Steering Committee reserves the
right to accept or reject without any reason whatsoever. Only the proponents of the selected proposals will be informed before end of
October 2015.
For further information please contact:
National Coordinator
UNDP Global Environment Facility Small Grants Programme (GEF/SGP)
Bhanimandal Chowk, Ekantakuna, Lalitpur, Tel: 5000119
Mailing Address: GEF/SGP, UN House, Pulchowk, P.O. Box 107, Kathmandu
E-mail: gefsgp@grsherchan.wlink.com.np Web: www.sgp.org.np
1
1.
2. Letter of Invitation
30 September 2015
The Global Environment Facility Small Grants Programme (GEF SGP) of the United Nations Development
Programme (UNDP) in Nepal hereby invites NGOs and/ or Civil Society Organizations to submit a Project
Proposal for preparing a Country Programme Strategy (CPS) for the Operational Phase 6 (OP6) 2014-2018 of
the GEF SGP.
Following documents are included:
1 This Letter of Invitation – LOI
2 Call for proposal (CFP)/ Terms of reference (TOR)
3 Project Proposal Form that consists of all three Annexes:
Annex A – Textual part that is Methodology with Workplan
Annex B – Financial part that is Budget, and
Annex C – supporting documents and statements for eligibility and qualifications
4. Country Programme Strategy (CPS) for the Operational Phase 6 (OP6) 2014-2018 of The GEF SGP - Template
ALL THREE PARTS – Annex A, B and C with accompanying documents and statements should be in ONE
PACKAGE at the following address, hand delivered:
GEF SGP Country Office Nepal
Bhanimandal Ckowk, Ekantakuna, Jawalakhel, Lalitpur Tel: 5000119
REF: Country Programme Strategy 2015-2018
DEADLINE:
The Project Proposal should be received by The GEF SGP Country Office Nepal before Friday 09 October 2015
at 17:00 hrs.
Should you require further clarifications, kindly communicate not later than 17:00 Hrs of 09 October 2015 at
gefsgp@grsherchan.wlink.com.np with Subject: <issue for SGP CPS OP6 [NGO requesting name]>
We thank you for your interest and willingness to apply.
The GEF SGP Country Office Nepal
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PREPARATION OF PROPOSALS
Cost
The Proposer will bear any and all costs related to the preparation and/ or submission of the Proposal,
regardless of whether its Proposal was selected or not. GEF SGP shall in no case be responsible or liable for
those costs, regardless of the conduct or outcome of this process.
Language
The Proposal, as well as any and all related correspondence exchanged by the Proposer and The GEF SGP
Nepal, shall be written in English language.
Upon conclusion of a contract, the language of the contract shall govern the relationship between the
contractor and The GEF SGP as represented as UNOPS.
Proposals submitted by two (2) or more Proposers shall all be rejected if they are found to have any of the
following:
a. they have at least one controlling partner, director or shareholder in common; or
b. any one of them receive or have received any direct or indirect subsidy from the other/s; or
c. they have the same legal representative for purposes of this Call for Proposal CFP; or
d. they have a relationship with each other, directly or through common third parties, that puts them in a
position to have access to information about, or influence on the Proposal of, another Proposer regarding
this RFP process;
e. they are subcontractors to each other’s Proposal, or a subcontractor to one Proposal also submits another
Proposal under its name as lead Proposer; or
f. an expert proposed to be in the team of one Proposer participates in more than one Proposal received for
this CFP process. This condition does not apply to subcontractors being included in more than one
Proposal.
Information relating to the examination, evaluation, and comparison of Proposals, and the recommendation
of contract award, shall not be disclosed to Proposers or any other persons not officially concerned with such
process, even after publication of the contract award.
Any effort by a Proposer to influence The GEF SGP or the National Steering Committee NSC member(s) in
the examination, evaluation and comparison of the Proposals or contract award decisions may, at The GEF
SGP’s decision, result in the rejection of its Proposal. IMPRORTANT: NO ACTIVE NSC MEMBERS CAN BE
PART OF THE PROPOSAL OR RECEIVE GEF SGP MONEY; their NGOs ALSO CAN’T RECEIVE GEF SGP MONEY.
The DECISION OF THE NSC on Project Proposal selection is FINAL.
The price proposal of the Proposals will be evaluated only for submissions that passed the minimum technical
score of 70% of the obtainable score of 70 points in the evaluation of the technical proposal (Annex A).
The offer with the lowest price (Annex B) will receive the total 30 points. Total Max Score is 100. Offers with
higher prices will receive their respective scores according the following formula:
Lowest Bid / Proposed Bid x 30
The Proposal will be awarded with the highest aggregate score based on the Annex A and Annex B,
only when documents in Annex C are relevant and valid.
The GEF SGP reserves the right to undertake a post-qualification exercise aimed at determining, to its
satisfaction the validity of the information provided by the Proposer. Such post-qualification shall be fully
documented.
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CALL FOR PROJECT PROPOSAL (CFP)/ Terms of Reference (TOR)
SGP 6th Operational Phase [2015-2018]
Country Programme Strategy Development Process
List of acronyms:
GEF
SGP
CPS
OP6
NC
NSC
TAG
BD
CC
IW
POPs
LD
Ch or Chem
REDD+
COMPACT
COMDEKS
VRA
GEB
CPMT
The Global Environment Facility [www.thegef.org]
Small Grants Programme, corporate part of The GEF [www.sgp.undp.org]
Country Programme Strategy (of the GEF SGP country at hand)
The Sixth Operational Phase of GEF 2014-2018
National Coordinator of the GEF SGP country at hand
National Steering Committee, voluntary
Technical Advisory Group for the GEF SGP country, voluntary experts
Biodiversity
Clime Change
International water
Persistent Organic Pollutants
Land degradation
Chemicals
Reducing Emissions from Deforestation and forest Degradation
Community Management of Protected Areas Conservation
Community Development and Knowledge Management for the Satoyama Initiative
Vulnerability Reduction Assessment
Global Environmental Benefits
Central Programme Management Team
1. Background:
The Global Environment Facility (GEF) Small Grants Programme (SGP) provides non-governmental and
community-based organizations (NGOs/CBOs) in developing countries with grants to enable them to tackle
global environmental challenges1 while addressing local sustainable development needs. SGP is a GEF
corporate programme, implemented by UNDP and executed by UNOPS. SGP Nepal started financing projects in
1998. Since then, it has succeeded in funding and providing technical support for over 206 grant projects
including 7 COMDEKS and 4 Every Drop Matters (EDM) projects.
In its 6th Operational Phase (OP6) which will be under implementation during 2015 to 2018, SGP has the
following objective: “to support the creation of global environmental benefits and the safeguarding of the
global environment through community and local solutions that complement and add value to national and
global level action”.
The table below presents the key components or “strategic initiatives”2 which are multi-focal in character
and that will guide SGP grant-making in OP6. Countries will be able to prioritize and select from among
these strategic initiatives based on national priorities and following country level multi-stakeholder
consultations.
1
The GEF’s focal areas include: biodiversity, climate change, sustainable land management, international waters, and
chemicals.
2
Supporting information is available upon request via email to gefsgp@grsherchan.wlink.com.np with Subject:
<strategic initiatives, [NGO requesting name]>
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1.
2.
3.
4.
5.
6.
7.
SGP OP6 Strategic Initiatives:
Community landscape conservation
Climate smart innovative agro-ecology
Low carbon energy access co-benefits
Local to global chemical management coalitions
CSO-government policy and planning dialogue platforms
Promoting social inclusion:
i. Gender mainstreaming
ii. Youth involvement
iii. Indigenous Peoples fellowships
Global reach for citizen practice based knowledge programme
i. Digital library of community innovations
ii. South-South community innovation exchange
A key element of SGP’s implementation in OP6 will be the development of landscape approaches within
countries to better focus grant-making and promote strategic programming and clustering of small grant
projects with the aim to achieve greater impact and lead to synergies and opportunities for scaling up.
Depending on size and context of countries, as well as available funding for grant-making, countries may select
one or more landscapes within which community projects will be supported. SGP will focus on supporting and
coordinating concrete actions at the grassroots level by providing small-scale finance for local community-led
projects within given priority landscapes, to achieve landscape-scale impacts in developing countries. SGP will
also review, analyze, and codify results of these on-the-ground actions to distill and disseminate lessons which
can be used for replication within the country and in other parts of the world.
Another key element of SGP’s approach in OP6 will be to enhance its role as a Grantmaker+ by strategically
planning for the provision of services needed for achievement of greater portfolio impact, this may be done
through selective use of capacity development grants as well as non-grant support services, networks and
partnerships.
This call for proposals is to solicit civil society organizations to put forward proposals that help SGP undertake a
preparatory process to develop its strategy for OP6. This will involve multi-stakeholder consultations,
development of baseline assessment(s) of priority identified landscape(s), and elaboration of the Country
Programme Strategy (CPS) for OP6 in close coordination with the SGP National Coordinator and National
Steering Committee NSC in Nepal. The key steps in this preparatory process and the key deliverables expected
are described in detail below.
2. Key steps in the OP6 Country Programme Strategy elaboration process
Step 1. OP6 Country Programme Strategy consultations and Scoping exercise
To initiate the development of the SGP OP6 Country Programme Strategy (OP6 CPS) an assessment and
scoping exercise should be undertaken which will take stock of the results and achievements of the SGP
country programme thus far and identify the priority directions for programming in OP6 in line the SGP OP6
project document, the country’s national priorities, GEF 6 programming directions, and potential for synergy
with UNDP and other partner agencies.
5
This CPS consultation and scoping process will extend beyond the NSC to involve relevant
stakeholders from government, civil society, UNDP country office, sector agencies and other partners. Its
purpose is to identify the niche of SGP for programming in OP6 in order to focus the programme to deliver the
strategic impact expected in terms of the OP6 directions and initiatives.
This process will include the following broad elements:
a) Communications, outreach and capacity development about OP6 and its strategic initiatives. Such
communications should serve to explain the need to focus SGP on landscape areas for achievement of
greater strategic impact through clustering of projects and achievement of synergies.
b) Multi-stakeholder consultations. This consultation process should include the NSC, TAG and other
relevant partners from government, civil society, UNDP, partner agencies etc. in order to achieve a
broad consensus on the country programme approach in OP6.
c) Selection of the landscape area(s) of focus, with consideration given to SGP’s niche, opportunities,
challenges, and potential for synergies, etc. Depending on country size and grant resources available
country programmes may select one or more landscapes or seascapes. For smaller countries, such as
SIDS, the entire country may be considered as one landscape or seascape – in such cases, the
programme would need to identify a thematic focus or niche to ensure that SGP grantmaking is
strategic and achieves greater impact.
d) Grant-making outside the selected landscape area(s). In OP6, up to 30% of grant resources could be
allocated outside of the landscape areas, provided that these funds are utilized strategically. Criteria
for prioritization of projects and a typology of projects may be identified in the General Evaluation and
Scoping Exercise. For example priority may be given by the country programme to grants outside the
landscape area(s) that:
- Projects that promote innovation in relation to SGP OP6 strategic initiatives and directions
- Projects that provide new opportunities for partnerships and replication.
- Help translate landscape lessons into policy or promote uptake
- CSO-government dialogue platforms that promote civil society engagement with government in
the context of multilateral environmental agreements
Key outputs to be produced at this stage would include: (a) a short report documenting the consultation and
scoping process with key agreements on the CPS approach recorded, and (b) a draft outline of the CPS already
developed to the extent possible with the landscape approach still to be fully elaborated in Step 2.
Step 2. Selected Landscape Baseline Assessment
The Landscape Baseline Assessment process will be guided by the CPS Consultation and Scoping Exercise in the
country which lays out the consensus for the priorities and planning for delivering OP6 outcomes in the
country.3 The Landscape Strategy developed for each country programme will describe the landscape
3
For SGP country programmes with ongoing and new co-financing programmes which have developed detailed site/
community level consultations such as in the SIDS Community Based Adaptation VRA process or Community Based
REDD+, or COMPACT, and COMDEKS, the experience and results of these approaches will be drawn upon. In cases where
the OP6 CPS will be targeting areas where these projects have been/are active, information will be drawn from existing
documents and similar baselines assessment reports to the extent possible into the OP6 CPS document so as not to
6
approach for supporting global environmental activities in line with the selected strategic
initiatives in the SGP Country Programme Strategy that contribute to sustainable development at the
community level.
The objective of the baseline assessment is to assist SGP NC and NSC a) to elaborate a landscape -wide
baseline, b) to develop a landscape strategy that will guide grant-making with typology of projects proposed,
and sets of indicators for selected SGP strategic initiatives identified. The baseline assessment provides
information about the current state of the landscapes s, through consultations with local communities and
stakeholders which can be used as a basis for setting goals and desired outcomes.
The Landscape Baseline Assessment will study the key challenges, global environmental issues, and identify the
opportunities for community and CSO actions. The baseline assessment process will include community
consultations, and ensure participation of the range of stakeholders in the landscape, including local
authorities, civil society, community organizations, and other relevant partners. The baseline assessment will
include the following key elements:
a) Baseline analysis. Identification of the landscape context and background, including threats to the global
environment, sustainable development, and key actions and plans underway, and identification of relevant
stakeholders within and outside the landscape who need to be involved and play a role. The boundaries of
the landscape should be identified along with an analysis of the baseline activities that the SGP Country
programme can build on as well as the gaps that it can intervene to address.
b) Elaborating SGP OP6 Strategic initiatives within the landscape context. Based on results of the CPS
Consultation and Scoping process, the country will have identified the selective strategic priorities for
grantmaking. Within the Baseline Assessment the implementation of the priority OP6 strategic initiatives
selected by countries will be elaborated within the landscape context with (a) typologies of projects
developed, (b) indicators and targets and results framework developed.
c) Modalities for implementation will be proposed, such as possibilities for linking and connecting projects
within the landscape for learning and exchange, fostering engagement with local authorities, identifying
policy influence and scaling up opportunities, promoting participatory M&E that enables community
involvement, and facilitating knowledge management and capture and dissemination of results.
As a key output of the Landscape Baseline Assessment process a report will be produced that will present the
baseline analysis, the elaboration of the SGP strategy within the landscape and the modalities for
implementation. The report will also present the consultative process followed and the results of community
consultations held. This report will be presented to the NSC and NC and should be prepared in Nepaln
language as appropriate (note it will not be required for review by the SGP Central Programme Management
Team (CPMT) at SGP headquarters).
3. Country Programme Strategy Finalization
Based on the above steps and once the Baseline Assessment process for the selected Landscape area(s) of
focus has been completed and agreed, the SGP OP6 Country Programme Strategy (CPS) will be fully elaborated
and finalized. A draft of the complete CPS (no more than 25 pages in total length) will be produced for review
engage communities and local stakeholders in duplicative consultation processes. If necessary earlier consultation results
could be built on, revisited and updated within the baseline assessment process foreseen for OP6 CPS development.
7
and comment by the NC and NSC. It will also be shared for review and approval by the CPMT.
Any final comments from the NSC and CPMT will be taken into account and addressed in the final draft of the
CPS which will then be widely shared and posted online for public information.
4. Scope of the assignment:
The Grantee’s main responsibilities will include to undertake all of the key steps 1 through 3 outlined in 2
above, based on the needs and specific agreement with the SGP Nepal country programme. The Grantee will
be expected to produce the key deliverables foreseen under the various key steps in a professional and timely
manner. The timely completion of all key deliverables will be critical for this project given that it will prepare
the CPS which will be needed for further grant-making within the selected landscape area(s) of focus. It is
foreseen that the entire project, if undertaking steps 1 through 3, be within a minimum three and maximum
four months period with one additional month for Reporting and project closing.
The grantee will design preparatory exercises and help prepare for and facilitate consultations throughout the
key steps outlined above, including the preparation of necessary information and background documents as
needed. The grantee will capture and document key points of discussion and agreement from stakeholder
consultations at national and landscape level.
The grantee will work closely with the SGP National Coordinator (NC) and, IF APPROPRIATE, National Steering
Committee (NSC) members (and Technical Advisory Group (TAG) members) in completing steps 1 through 3.
5. Who can submit proposals:
An appropriate, experienced national or local NGO (and for or partner with an academic institution as an onthe-ground capacity building project and financed by a grant). Preferences will be given to VAT exempted CSOs
or NGOs.
The proposal will clearly present the experience of the applicant and its partner organizations in the issues
to be addressed.
6. Competencies Required for the project: all within the period 2009-2014 (These are part of
the supporting documents of Annex C; must be relevant and valid)
1. Demonstrated capacity for strategic thinking and analysis: min 1 project on National level preparing
National Strategy or Policy, Programme or Plan (own written statement)
2. Proven experiences in working with community-led initiatives as well as experience in community and
stakeholder participatory processes: min 1 project on National state level and/or 2 on Local
geographical level (own written statement)
3. Expertise on global environment and sustainable development issues: min 1 project on National level
(own written statement)
4. Expertise in landscape management: to have or hire such expert with relevant university degree, min 5
years of relevant experience, and CV in EU format no older than 6 months accompanied with signed
Statement of Availability for the CPS project duration
5. Proven capacity to produce high quality qualitative research and ability to absorb, analyze and
synthesize large amounts of complex information within tight deadlines: min 1 project where National
Strategy and/or Policy and/or Programme and/or Plan was prepared from its beginning to end. (own
written statement)
8
5.a. Provide list of the following Experts in:
1. Biodiversity
2. Climate Change,
3. Persistent Organic Pollutants – POPs/ Chemicals,
4. Land Degradation/ Sustainable Land Management and
5. International waters
with relevant university degree, minimum 5 years of relevant experience, and CV no older than 6
months accompanied with signed Statement of Availability for the CPS project duration, minimum 1 in
each focal area. If relevant, one expert can cover max two focal areas.
6. Strong presentation and facilitation skills: own written and signed statement listing all relevant
projects.
7. Exceptional writing skills of policy and communication materials for a variety of audiences, including
the civil society and policymakers: provide min 1 strategic National document managed / prepared by
your association of citizens
8. Excellent writing, presentation, communication and facilitation skills in Nepaln and English languages:
own written and signed statement listing all relevant projects.
7. Budget:
The maximum amount per grant award for the entire project is expected to be $25,000 USD, with applicants
required to provide a detailed budgetary estimate in Annex B – Budget.
8. Period of services
The entire process comprising the 3 key steps should be initiated and completed within a minimum three
and maximum four months period with one additional month for Reporting and project closing. The First
Step should completed within a month or shorter. The time period and responsible persons must be
presented in a Work Plan part of Annex A.
For proposal submission and more information, contact:
Mr. Gopal Sherchan, National Coordinator, GEF Small Grants Programme Nepal at
gefsgp@grsherchan.wlink.com.np with Subject: <issue for SGP CPS OP6 [NGO requesting name]> no later than
17.08.2015.
The Project Proposal should be delivered preferably by hand and received by The GEF SGP Nepal before
09.10.2015 at 17:00 hrs at this postal address:
GEF SGP Country Office Nepal
Bhanimandal Ckowk, Ekantakuna, Jawalakhel, Lalitpur
REF: Country Programme Strategy 2015-2018
9
LIST OF SUGGESTED SUPPORTING DOCUMENTATIONS
Third National Communication on Climate Change:
National Water Resources Strategy
National Strategy for Sustainable Development
Biodiversity Strategy and action plan
National Implementation Plan for reduction and elimination of Persistent Organic Pollutants
Gender and Climate Change
Strategy for energy development
Action Plan of youth Employment
National strategy for employment
Strategy for cooperation of the government with the civil sector
Other relevant documents
10
Proposal Submission Form
[insert: Location]
[insert: Date
To:
GEF SGP Country Office Nepal
Dear Sir/Madam:
We, the undersigned, hereby offer to provide professional services for [insert: title of services] in accordance
with your Request for Proposal dated [insert: Date] and our Proposal. We are hereby submitting our Proposal,
which includes the Technical Proposal and Financial Proposal sealed under a separate envelope.
We hereby declare that:
a)
All the information and statements made in this Proposal are true and we accept that any
misrepresentation contained in it may lead to our disqualification;
b)
We are currently not on the removed or suspended vendor list of the UN or other such lists of other
UN agencies, nor are we associated with, any company or individual appearing on the 1267/1989 list of the UN
Security Council;
c)
We have no outstanding bankruptcy or pending litigation or any legal action that could impair our
operation as a going concern; and
We confirm that we have read, understood and hereby accept the Terms of Reference describing the
duties and responsibilities required of us in this RFP.
We undertake, if our Proposal is accepted, to initiate the services after 10 calendar days of contract
signing.
We fully understand and recognize that The GEF SGP is not bound to accept this proposal, that we
shall bear all costs associated with its preparation and submission, and that The GEF SGP will in no
case be responsible or liable for those costs, regardless of the conduct or outcome of the evaluation.
We remain,
Yours sincerely,
Authorized Signature [In full and initials]:
Name and Title of Signatory:
Name of Firm:
Contact Details: (phone, email)
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3. Project proposal Forms
Annex A – Textual part that is Methodology with Workplan
Annex B – Financial part that is Budget, and
Annex C – supporting documents and statements for eligibility and qualifications (including 5.1-5.8 documents
of the Call for Proposal – CFP / Terms of Reference - TOR)
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-------------Beginning of the Project Proposal Form------------To be filled in by GEF SGP Nepal
Date of submission
Country:
Project number
Title of the project
To be filled in by GEF SGP Nepal
PROJECT PROPOSAL FORM(cover page)
Submitted:
dd/mm/yyyy
Title of the project:
Beginning of the projectdd/mm/yyyy
Duration of project: #
of months
End of the project: dd/mm/yyyy
Information about the organization:
Organization:fill in the name of the organization
Year of
Number of active
registration
members
Number of projects implemented
Representative of the organization: (Name and surname)
Address:
Street, City, telephone, fax, e-mail, webpage
Project
coordinator
Street, City, telephone, fax, e-mail, webpage
Project Assistant
Street, City, telephone, fax, e-mail, webpage
Banking details of the organization
Name, address and phone of the bank
, Account holder
Financing
Amount sought from GEF/SGP:
Co-financing in cash
Total amount of project:
$USD
, Account numberMKD
Co-financing in kind
$USD
$USD
$USD
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Annex A – Textual part that is Methodology with Workplan
1. Expertise of Firm/Organization – this section should provide details regarding
management structure of the organization, organizational capability/resources, and
experience of organization/firm, the list of projects/contracts (both completed and on-going,
both domestic and international) which are related or similar in nature to the requirements
2. Proposed Methodology, Approach and Implementation Plan – this section should
demonstrate the Proposer’s response to the Terms of Reference by identifying the specific
components proposed, how the requirements shall be addressed, as specified, point by point;
providing a detailed description of the essential performance characteristics proposed;
identifying the works and demonstrating how the proposed methodology meets or exceeds the
specifications, while ensuring appropriateness of the approach to the local conditions and the
rest of the project operating environment. This methodology must be laid out in an
implementation timetable – WORK PLAN that is within the duration of the contract – min 3
months and max 4 months upon delivery plus 1 month for Reporting.
(mark the months with “X”)
Work plan and Reporting Schedule
Title of the project:
Name of Proposer
List the activities necessary to fulfil this objective. Indicate who
is responsible for each activity and an indicator of activity
accomplishment.
Activity
Responsible Indicator
Party
1.1
Name
1.2
Name
1.3
Name
1.4
Name
etc
Progress and Final
Name
Report
Project Start and End Dates:
Duration of Activity in Months
10
2015
11
12
Month/year
Date, signature and stamp of the organization:
________________________________
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3. Management Structure and Key Personnel – This section should include the curriculum
vitae (CVs) of key personnel that will be assigned to support the implementation of the
proposed methodology, clearly defining the roles and responsibilities vis-à-vis the proposed
methodology. CVs should establish competence and demonstrate qualifications in areas
relevant to the TOR. Detail requirements are in section V of the CFP.
Note: In complying with this section, the Proposer assures and confirms to The GEF SGP that the
personnel being nominated are available for the Contract on the dates proposed. If any of the
key personnel later becomes unavailable, except for unavoidable reasons such as death or
medical incapacity, among other possibilities, The GEF SGP reserves the right to consider the
proposal non-responsive. The personnel replacement is only with The GEF SGP’s approval who
shall be either of equal or superior credentials as the one being replaced.
15
Annex B – Financial part that is Budget
The Financial Proposal shall be prepared using the attached form. Each personnel and/or other
services needed for the activities/ actions laid out in the Annex A, should have their reflection in
the Budget of the Annex B template. All prices should be in United States Dollars (USD$).
Budget line
Nr of
units
Total
US$
5=3x4
5=6+7
1. Persons engaged in project activities
1
1.1
1.2
1.3
1.4
Unit
Unit
cost
US$
2
3
4
GEF SGP
US$
cash
Proposer
US$
Cash and
In kind
6
7
Project coordinator (name)
Project assistant (name)
Expert 1 (name)
Expert 2 (name)
Etc…
Total Persons engaged in the project:
2. Capacity Development (Workshops/ Public hearings/ Presentations)
2.1 Total for Workshop 1
2.2 Total for Workshop 2
Etc…
Total Capacity Development:
3. Office Consumables (paper, ink/laser toner-s, paper notepads, folders, pencils, etc.)
3.1 Article 1
3.2 Article 2
3.3 Etc…
Total consumables:
4. Transport
4.1 Transport (from-to/to-from)
4.2 Overnight-s
4.3 Other
Bus/car/train
Total transport
5. Project Office-s/ Project Premise-s
5.1 Project office expenses (Electricity,
Month
heating, water, waste, maintenance)
Month
5.2 Communication (phone)
Month
5.3 Communication (mobile)
Month
5.4 Communication (internet)
5.5 Communication (post services)
Month
n/a
n/a
Project Office-s/ Project Premise-s
6. Knowledge Management
6.1 Translation and Editing
6.2 Other
Total Knowledge Management:
GRAND TOTAL:
---
---
---
(%) Percentage
---
---
---
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Annex C – Supporting documents and statements for eligibility and
qualifications
1. Copy of the Registration certificate of the organization and its renewal
2. Copy of the organization’s statute
3. Written confirmation that the Proposer is not a subject of any legal action or prosecution
4. Documents stated in 5.1-5.8 of the CFP/TOR
Annex C – supporting documents and statements for eligibility and qualifications (including 5.1-5.8 documents
of the Call for Proposal – CFP / Terms of Reference – TOR)
Check List for all supporting documents

Supporting documents
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
Copy of the Registration certificate of the organization
Copy of the organization’s statute
Written confirmation that the Proposer is not a subject of any legal action or prosecution
Demonstrated capacity for strategic thinking and analysis: min 1 project on National level preparing
National Strategy or Policy, Programme or Plan (own written statement)
Proven experiences in working with community-led initiatives as well as experience in community and
stakeholder participatory processes: min 1 project on National state level and/or 2 on Local
geographical level (own written statement)
Expertise on global environment and sustainable development issues: min 1 project on National level
(own written statement)
Expertise in landscape management: to have or hire such expert with relevant university degree, min 5
years of relevant experience, and CV in EU format no older than 6 months accompanied with signed
Statement of Availability for the CPS project duration
Proven capacity to produce high quality qualitative research and ability to absorb, analyze and
synthesize large amounts of complex information within tight deadlines: min 1 project where National
Strategy and/or Policy and/or Programme and/or Plan was prepared from its beginning to end. (own
written statement)Provide list of the following Experts in:
1. Biodiversity
2. Climate Change,
3. Persistent Organic Pollutants – POPs/ Chemicals,
4. Land Degradation/ Sustainable Land Management and
5. International waters
with relevant university degree, min 5 years of relevant experience, and CV in EU format no older than 6
months accompanied with signed Statement of Availability for the CPS project duration, min 1 in each
focal area. If relevant, one expert can cover max two focal areas.
Strong presentation and facilitation skills: own written and signed statement listing all relevant projects.
Exceptional writing skills of policy and communication materials for a variety of audiences, including the
civil society and policymakers: provide min 1 strategic National document managed / prepared by your
association of citizens
Excellent writing, presentation, communication and facilitation skills in Nepaln and English languages:
own written and signed statement listing all relevant projects.
CVs of the Project Coordinator and Project Assistant
Etc….
---------- End of the project Proposal Form-----------17
4. GEF SGP COUNTRY PROGRAMME STRATEGY FOR OP6(TEMPLATE)
-------------------------------------------------------------------------------------------------------[Times New Roman 11 font in text, 10 font in tables, except where otherwise indicated]
COUNTRY [capital letters, bold]
OP6 resources (estimated US$)4
a. Core funds:
b. OP5 remaining balance:
c. STAR funds:
d. Other Funds to be mobilized:
Background:
As a GEF corporate programme, SGP aligns its operational phase strategies to that of the GEF, and provides a
series of demonstration projects for further scaling up, replication and mainstreaming. Action at the local level
by civil society, indigenous peoples and local communities is deemed a vital component of the GEF 20/20
Strategy (i.e. convening multi-stakeholder alliances to deliver global environmental benefits and contribute to
UNDP’s Strategic Plan and focus on sustainable development).5 At the global level, the SGP OP6 programme
goal is to “effectively support the creation of global environmental benefits and the safeguarding of the global
environment through community and local solutions that complement and add value to national and global level
action.”
1.
SGP country programme - summary background (1 page)
1.1.
In the above context, please describe briefly:
(a) the most important national results and accomplishments achieved by the country programme
from previous phases and up to OP5:
(b) any link of these accomplishments to helping achieve global environmental benefits. Please mention
aggregated results in each focal area, international awards, upscaling achieved, replication and mainstreaming of
demonstration projects and key lessons learnt by the SGP country programme:
4
The level of SGP OP6 resources is an estimated total of: (i) the GEF6 core grant allocation (to be reviewed annually by
CPMT on the basis of performance, co-financing and strategic partnerships, demonstrated NSC commitment rates, and
UNOPS delivery); (ii) approved STAR resources; as well as (iii) other sources of third party cost sharing & co-financing
(country, regional and/or global levels). Note that countries with remaining OP5 balances that have not been pipelined, will
be expected to use these balances in line with the OP6 strategic approach in order to be coherent in terms of SGP
programming and results expected.
5
The initial SGP OP6 concept was incorporated into the strategic directions for the overall GEF-6 replenishment, and
subsequently approved by the GEF Council paper “GEF Small Grants Programme: Implementation Arrangements for GEF6” (GEF/C.46/13) in May 2014.
18
1.2
Please present an overallsituation analysis for the SGP country programme in OP6,
including: major partnerships, and existing sources of co-financing (including from government, international
donors, and other sources):
1.3.
Please indicate how the experience and resources (e.g. major partnerships and the sources of cofinancing as in 1.2 above, supportive networks, model projects that can be visited) of past projects can serve as a
foundation for the effective implementation of SGP initiatives in OP6:
2.
SGP country programme niche (3 pages)
2.1.
Alignment with national priorities. Please list the dates of the country ratification of the relevant Rio
Conventions and relevant national planning frameworks:
Table 1. List of relevant conventions and national/regional plans or programmes
Rio Conventions + national planning frameworks
Date of ratification / completion
UN Convention on Biological Diversity (CBD)
CBD National Biodiversity Strategy and Action Plan (NBSAP)
Nagoya Protocol on Access and Benefit-Sharing (ABS)
UN Framework Convention on Climate Change (UNFCCC)
UNFCCC National Communications (1st, 2nd, 3rd)
UNFCCC Nationally Appropriate Mitigation Actions (NAMA)
UNFCCC National Adaptation Plans of Action (NAPA)
UN Convention to Combat Desertification (UNCCD)
UNCCD National Action Programmes (NAP)
Stockholm Convention on Persistent Organic Pollutants (POPs)
SC National Implementation Plan (NIP)
Poverty Reduction Strategy Paper (PRSP)
GEF National Capacity Self-Assessment (NCSA)
GEF-6 National Portfolio Formulation Exercise (NPFE)
Strategic Action Programmes (SAPs) for shared international
water-bodies 6
Minamata Convention on Mercury
Others (list) as relevant
2.2.
Given the country environmental priorities as represented in Table 1 above, what are the opportunities
(relate this also to assessments of accomplishments in section 1 above) to promote the meaningful involvement
of communities and civil society organizations in their further development or updates as well as national
implementation? Which of these priorities need immediate preparation and capacity building for (i.e. climate
COP 21 will be by December 2015, SDGs will be adopted in September 2015 and countries will then develop
national implementation plans, etc.) so that opportunities for community and CSO involvement in them are fully
exploited?
6
Please identify existing IW regional projects and the regional SAPs adopted by countries sharing international
waterbodies so as to align SGP local interventions. Please check this website to find some of the SAPs:
http://iwlearn.net/publications/SAP
19
2.3.
As part of the OP6 strategic directions at the national level, please describe below (with a short
summary in Table 2) the potential for complementary and synergy of your selected OP6 strategic initiatives
with:
 Government funded projects and programmes (put summary or bullet points in column 3 of Table 2
below):
 UNDP CO/UN System projects and programmes to implement the CPD, UNDAF, Strategic Plan
etc.(put summary or bullet points in column 4 of Table 2 below):
 GEF funded projects in the countries, i.e. National Portfolio Formulation Exercises (NPFEs), ongoing
and planned FSPs, MSPs, and Integrated Approach Pilots (IAPs) as relevant(put summary or bullet
points in column 3 of Table 2 below):
 Other major Donor projects and programs (put summary or bullet points in column 3 of Table 2 below):
 Other NGO-led/funded projects and programs (put summary or bullet points in column 3 of Table 2
below);
Table 2. SGP contribution to national priorities / GEF-6 corporate results
1
SGP OP6 strategic
initiatives
2
GEF-6 corporate results by
focal area
Community
landscape/seascape
conservation
Maintain globally significant
biodiversity and the ecosystem
goods and services that it
provides to society
Innovative climatesmart agro-ecology;
Community
landscape/seascape
conservation
Sustainable land management
in production systems
(agriculture, rangelands, and
forest landscapes)
Community
landscape/seascape
conservation
Promotion of collective
management of trans-boundary
water systems and
implementation of the full
range of policy, legal, and
institutional reforms and
investments contributing to
sustainable use and
maintenance of ecosystem
services
Energy access cobenefits
Support to transformational
shifts towards a low-emission
and resilient development path
3
Briefly describe the SGP
Country Programme niche7
relevant to national
priorities/other agencies 8
4
Briefly describe the
complementation between the
SGP Country Programme
UNDP CO strategic
programming
7
“Niche” refers to the role or contribution that the Country Programme is best fitted to perform and for which
the other stakeholders agree with
8
Describe only for those OP6 strategic initiatives which will be programmed by the SGP country programme.
20
1
SGP OP6 strategic
initiatives
2
GEF-6 corporate results by
focal area
Local to global
chemicals coalitions
Increase in phase-out, disposal
and reduction of releases of
POPs, ODS, mercury and
other chemicals of global
concern
CSO-Government
dialogue platforms
Enhance capacity of civil
society to contribute to
implementation of MEAs
(multilateral environmental
agreements) and national and
sub-national policy, planning
and legal frameworks
Social inclusion
(gender, youth,
indigenous peoples)
GEF Gender Mainstreaming
Policy and Gender Equality
Action Plan and GEF
Principles for Engagement
with Indigenous Peoples
Contribution to
global knowledge
management
platforms
Contribute to GEF KM efforts
3.
3
Briefly describe the SGP
Country Programme niche7
relevant to national
priorities/other agencies 8
4
Briefly describe the
complementation between the
SGP Country Programme
UNDP CO strategic
programming
OP6 strategies
3.1. Cross-cutting OP6 grant-making strategies (1 page)
From national level consultations, assessments in Section 1 and scoping exercise results described in Table 2,
please identifycritical cross-cutting OP6 projects that can be supported at national level outside of the selected
landscape/seascape focus areas. Examples may include importantinitiatives that will strategically position the
country programme and prepare stakeholders to later implement OP6 initiatives pertaining to capacity
development;knowledge management; policy and planning; CSO-government dialogue platforms;as well as
fellowships for indigenous peoples.9
NOTE: Section 3.1 finishes Step 1 of the CPS development process. A Step 1 report consolidating results of
sections 1 to 3.1, preferably 3 pages max, and with Table 2 attached should be produced. Please seek NSC
agreement on this report. To speed up getting such an agreement, NCs can either secure this through a
formal meeting or individual NSC member consultations, should a meeting be difficult to convene.
In OP6 cross-cutting projects outside of specific landscape/seascape areas of focus may utilize up to 30% of the
SGP OP6 grant allocations (Core and STAR) once the criteria for prioritization and selection of such projects
are agreed upon, as described in the “Call for Proposals for OP6 Country Programme Strategy Development
Process”..
9
21
Then submit to CPMT the NSC-agreed first step report that includes the list of the nonlandscape/seascape based initial projects that can be supported early with the estimated grant amounts that
can be allotted for such projects. It is suggested that only a portion of the 30% of funds that can be allocated
outside of the selected landscape/seascape be utilized at this point as there would be need for such types of
projects in later years of OP6)
---------------------------------------------------------------------------Landscape/seascape-based OP6 grant-making strategies10 (2 pages)
3.2
Please describe the process for selecting the landscape/seascape11 in which most of OP6 grantmaking will be
focused, with particular attention on measures taken to ensure objectivity, transparency, and the fullest
participation of relevant stakeholders.
(Note: For those country programmes not required to take a landscape/seascape approach (i.e. in SIDS)
consider the whole country as the landscape/seascape and do the same tasks as below)
In the selected landscape/seascape, describe the process adopted to conduct the baseline assessment, including
the participatory engagement of stakeholders (within the landscape/seascape but also those external but
influencing the landscape/seascape) leading to the formulation of a landscape/seascape focused CPS design
(only put here a summary version; the detailed version should be put in Annex 1).
Please also provide a map of the areaas well as photos of potential project sites for the selected initiatives as
well as of stakeholders that could be involved. Aerial photos or satellite imageries of the selected
landscape/seascape will provide not only visual reference but also valuable baseline info.





Briefly describe which OP6 strategic initiatives will be prioritized for support in the selected
landscape/seascape.
Please explain the specific strategy over the next 4 years (e.g. types of projects, stakeholders to be
prioritized, timetable, etc.) for grantmaking in the landscape/seascape for each of the +selected OP6
strategic initiatives.
How will synergy between different initiatives be enhanced to achieve greater impact from multifocal
approaches at landscape and seascape level?
How will additional funds and resources be mobilized to support the projects and overall work in the
selected landscape/seascape?
If resources will be reserved for projects outside the landscape/seascape (up to 30%) please describe
how all or some of these resources will be utilized in a strategic and supportive manner to the projects
and overall work of the selected landscape/seascape
10
Refer to the various guidance documents on landscape/seascape selection and assessments.
The countries could focus on existing landscape/seascape the country programme is already focused on or select a new
landscape/seascape focus through stakeholder consultations, then conduct the baseline assessment. (described in the Call
for Proposals for the OP6 Country Programme Strategy Development Process, as well as in the suggested table of contents
for a baseline assessment). Please note that in some SIDS and small countries it may not be practical to identify separate
landscapes, hence the country programme strategy may cover the entire country territory, or propose a specific thematic
focus where relevant.
11
22
3.3.
Grant-maker+ strategies (2 pages)12
3.3.1. CSO-Government Dialogue Platform
Please describe your country program’s plans to organize CSO-government dialogue platforms and sustain
them. Dialogues should help promote role of CSOs, create a “bridge” to link the grassroots to high level
national planners and policy-makers, facilitate the uptake of good practices, and enhance communications (i.e.
possible thematic examples may include joint CSO-Government preparations for environmental convention
COPs, SDG country implementation, local to global chemical coalitions; networks of agro-ecology farmer
leaders and producer organizations; national federations of ICCAs, south-south development exchange solutions
etc.).
3.2.2.
Policy influence
Aside from the CSO-Government Dialogue Platform initiative, please describe how the SGP country
programme will use experiences and lessons learnt from SGP to inform and influence policy as part of its role as
‘Grant-makers+’ in OP6 at the local, regional and national levels (i.e. identify key policy processes such as
updates of NBSAP, NAMA, NAPA, etc. that SFP can be involved with and relevant networks that can be tapped
as partners).
3.2.3.
Promoting social inclusion (mandatory)
Please describe the SGP country programme’s plans and strategies to: (i) promote women’s empowerment and
gender equality (in particular for the selected OP6 landscape/seascape); (ii) empower indigenous people (in
particular through the appropriate recognition of indigenous peoples and community conserved territories and
areas (ICCAs), including through IP fellowships and other means to promote CSO champions);13and (iii)
involve youth and children in country portfolio programming.14
3.2.4. Knowledge management plan
Please describe theSGP country programme’s plans to capture, share, and disseminate the lessons learned and
good practices identified through the country portfolio of SGP projects with civil society, government, and other
12
The OP6 Grant-maker+ strategies and related activities may either be outside of the selected
landscape/seascapes, or promote partnership building, networking and policy development within the target
areas.
13
Through the CBD COP10 and 2020 Aichi targets, state parties agreed in 2010 to expand the global coverage
of protected areas from 12% to 17% by 2020 (including through “other effective area-based conservation
measures” such as ICCAs). Both the UNDP 2012-2020 Strategic Framework on Biodiversity and Ecosystems,
as well as the GEF-6 Strategic Framework, further recognize the central role of ICCAs in reaching the Aichi
targets and national sustainable development priorities. In this context, in 2014 the Federal Government of
Germany provided additional co-financing of $16.3M to support a ‘Global ICCA Support Initiative’ to be
delivered through the SGP in at least 20 countries (to be also articulated in the present OP6 CPS).
14
In the case of the SIDS-CBA funded by the Government of Australia, an additional focus will be placed on the
needs of peoples with disabilities as a sector especially vulnerable to disasters and climate change. As
articulated under the UN Convention on the Rights of Peoples’ with Disabilities (UNCRPD), all UN agencies
are encouraged to develop projects and approaches to consider the needs of this target population.
23
relevant stakeholders (i.e. process for generating knowledge; type of knowledge products;
knowledge fairs; peer to peer exchanges; use of demonstration sites) so as to generate greater impact, and foster
replication and scaling up of community innovations. Please specify the contribution required from each SGP
country programme towards the OP6 digital library and global South-South exchange.
3.2.5. Communications Strategy
Please describe your strategy to communicate and engage with key stakeholders and CSO’s in your country and
selected landscape to promote participation, build relationships and foster partnerships; as well as to articulate
the contribution of the SGP to the national priorities, GEF programming, and UNDP strategies, as described in
Section 2 of the CPS.
4.
Expected results framework
4.1.
Please fill in the table below (Table 3) which showsin Column 1 the OP6 global project components and
global targets (in number of countries) as described in the GEF CEO Endorsement document.
For your SGP country programmes, put in Column 2 , 3, and 4 your national-level CPS targets, activities, and
indicators for each of the relevant integrated (multi-focal area) OP6 strategic initiativesyou have selected to
focus on (countries may select to work on all or only some of the priority initiatives).
The indicators and targets identified in the CPS should include some that contribute to the global portfolio level
indicators of SGP OP615 as identified in the OP6 CEO Endorsement Document’s Results Framework, while
including others that are specific to the national or landscape/seascape context (that may be identified through a
detailed baseline assessment process).16
For Column 5, put in any additional means of verification that is applicable and practical to your country and
selected landscape/seascape.
15
For more information refer to the SGP OP6 CEO Endorsement Document, Annex A “Project Results
Framework”.
16
Specific indicators and targets relevant to grant-making in selected landscape/seascape areas of focus should
be identified through the baseline assessment process, which will identify typologies of community projects in
the landscape or seascape relevant to country priorities and the selected SGP OP6 strategic outcomes.
24
Table 3. Consistency with SGP OP6 global programme components
1
OP6 project components
SGP OP6 Component 1:
Community Landscape and Seascape
Conservation:
1.1 SGP country programmes
improve conservation and
sustainable use, and management of
important terrestrial and
coastal/marine ecosystems through
implementation of community based
landscape/seascape approaches in
approximately 50 countries
2
CPS targets
3
Activities
Outline of proposed landscape and
seascape areas of focus at the country
level
Approx. # and
typology of
projects18
Number and typology17 of
landscapes/seascapes: 1 to 3 target
areas for approx. 70% of OP6 grantmaking resources
List of IW SAPs supported in
river/lake basin management and
coastal and ocean management (e.g.
in the areas of habitat management,
fisheries and land-based pollution)
4
Indicators
Target # of hectares
Landscape/seascape
baseline assessment
indicators (TBD)
See Annex 1 and 2
5
Means of verification
Individual project
reporting by SGP
country teams
Baseline assessment
comparison variables
(use of conceptual
models and partner data
as appropriate)
Annual Monitoring
Report (AMR)
Country Programme
Strategy Review
(NSC inputs)
17
Typology here means the kind of landscape (mountain, low-lying plain, valley, riverine, etc.) and seascape (wetland/mangrove, river basins,
bays, seagrass to corals, etc.). There could also be a combination of a landscape with a seascape (i.e. from upper watersheds to coastal mangrove,
seagrass and coral ecosystems) which is actually preferred as it covers the continuum of related ecosystems and communities. For the other
initiatives, typology means the practice/technology utilized such as solar, minihydro, wind, biogas, clean efficient stoves, etc. for energy access
and co-benefits and organic farming. silvipasture, agroforestry, etc. for climate smart innovative agroecology.
18
The estimated number of OP6 projects should distinguish between the utilization of OP6 core grants (which can apply across GEF focal areas)
and non-core GEF STAR resources (which need to be directly linked to the relevant GEF focal areas). In accordance with the GEF Steering
Committee decision (March 2010), up to 20% of non-core GEF resources mobilized may be used for secondary focal areas.
25
1
OP6 project components
SGP OP6 Component 2:
Climate Smart Innovative Agroecology:
2
CPS targets
Outline of proposed agro-ecology
practices, climate resilience, including
integration into priority production
landscapes and seascapes
3
Activities
Approx. #
projects
3.1 Low carbon community energy
access solutions successfully
deployed in 50 countries with
alignment and integration of these
approaches within larger frameworks
such as SE4ALL initiated in at least
12 countries
19
Target # of hectares
Landscape/seascape
baseline assessment
indicators (TBD)
2.1 Agro-ecology practices
incorporating measures to reduce
CO2 emissions and enhancing
resilience to climate change tried and
tested in protected area buffer zones
and forest corridors and disseminated
widely in at least 30 priority
countries
SGP OP6 Component 3:
Low Carbon Energy Access Cobenefits:
4
Indicators
See Annex 1 and 2
5
Means of verification
Individual project
reporting by SGP
country teams
Socio-ecological
resilience indicators for
production landscapes
(SEPLs)
Annual Monitoring
Report (AMR)
Country Programme
Strategy Review
(NSC inputs)
At least one innovative typology of
locally adapted solutions
demonstrated and documented
At least (insert appropriate country
target number) households achieving
energy access
Co-benefits such as resilience,
ecosystem effects, income, health and
others rigorously estimated19
Approx. # of
projects
Number of typologies
of communityoriented, locally
adapted energy
access solutions with
successful
demonstrations for
scaling up and
replication
Number of
households achieving
energy access with
locally adapted
community solutions,
with co-benefits
AMR, country reports
AMR, global database,
country reports
Special country studies21
Country Programme
Strategy Review
(NSC inputs)
Only applies to lead countries in this strategic initiative
26
1
OP6 project components
SGP OP6 Component 4:
Local to Global Chemical
Management Coalitions:
4.1 Innovative community-based
tools and approaches demonstrated,
deployed and transferred, with
support from newly organized or
existing coalitions in at least 20
countries for managing harmful
chemicals and waste in a sound
manner
SGP OP6 Component 5:
CSO-Government Policy and
Planning Dialogue Platforms
(Grant-makers+):
2
CPS targets
Outline of innovative tools and
approaches to:
 pesticide management
 solid waste management
(plastics, e-waste, medical
waste and so on),
 heavy metals management,
and
 local to global chemical
management coalitions
Outline of CPS focus for “CSOGovernment Policy and Planning
Dialogue Platforms” as part of
expanded OP6 Grant-makers+ role
3
Activities
Approx. #
projects
21
20
Outline of CPS approach to social
inclusion, including assumptions with
regards to national content for
estimated and
valued20
Target #
beneficiaries (gender,
youth, indigenous
peoples, and
disability
disaggregated)
5
Means of verification
Individual project
reporting by SGP
country teams
Strategic partnership
with IPEN country
partners
Annual Monitoring
Report (AMR)
Global level
OP6 priority
Cross-cutting
priority for the
CPS at the
national level
5.1 SGP supports establishment of
“CSO-Government Policy and
Planning Dialogue Platforms”,
leveraging existing and potential
partnerships, in at least 50 countries
SGP OP6 Component 6:
Promoting Social Inclusion (Grant-
4
Indicators
Global level
OP6 priority
Target # “CSOGovernment Policy
and Planning
Dialogue Platforms*
initiated
* CPS to specify
thematic and/or
geographic focus for
platforms
CSO networks
strengthened if one
of 25 lead countries
Target #
beneficiaries (gender,
youth, indigenous
Country Programme
Strategy Review
Individual project
reporting by SGP
country teams
SGP Global Database
Annual Monitoring
Report (AMR)
Country Programme
Strategy Review
Individual project
reporting by SGP
country teams
Only applies to lead countries in this strategic initiative
Only applies to lead countries in this strategic initiative
27
1
OP6 project components
makers+):
2
CPS targets
supporting vulnerable and
marginalized populations
6.1 Gender mainstreaming
considerations applied by all SGP
country programmes; Gender
training utilized by SGP staff,
grantees, NSC members, partners
3
Activities
Cross-cutting
priority for the
CPS at the
national level
4
Indicators
peoples, and
disability
disaggregated)
Target # indigenous
fellows (individuals)
5
Means of verification
SGP Global Database
Annual Monitoring
Report (AMR)
Country Programme
Strategy Review
6.2 IP Fellowship programme awards
at least 12 fellowships to build
capacity of IPs;
implementation of projects by IPs is
supported in relevant countries
6.3 Involvement of youth and
disabled is further supported in SGP
projects and guidelines and best
practices are widely shared with
countries
SGP OP6 Component 7:
Global Reach for Citizen PracticeBased Knowledge program (Grantmakers+):
7.1 Digital library of community
innovations is established and
provides access to information to
communities in at least 50 countries
7.2 South-South Community
Innovation Exchange Platform
promotes south-south exchanges on
global environmental issues in at
least 20 countries
Connections between CPS and global
priorities for the digital library and
SSC Innovation Exchange Platform
(i.e. examples of tested technologies,
comparative advantage and
experience of SGP country
programme)
Global level
OP6 priority
SGP country
teams (NC and
PA) global
database
inputs
Target # of country
innovations to be
shared and
disseminated at the
global level*
* Examples may be
drawn from OP6
period, as well as
earlier SGP
Operational Phases
(including Upgrading
country programmes)
SGP Global Database
Annual Monitoring
Report (AMR)
Country Programme
Strategy Review
28
5.
Monitoring & Evaluation plan (1 page)
5.1.
The M&E Plan at the country programme level22 should be based on the indicators and targets set
in Table 3 of the CPS. Indicators at the country level should be tracked and reported on through the
Annual Country Reports (ACR), when progress towards the CPS outcomes is assessed and appropriate
adaptive management measures may be identified as necessary. The M&E Plan should also describe how
progress will be tracked and results reported by grantee partners at the project level. M&E activities
appropriate to the size and scope of any given project should be planned, with guidance and capacity
development provided to grantees where needed to support participatory M&E and adaptive
management.Below please describe the country level M&E plan to monitor the implementation of the
CPS, with particular reference to the targets and indicators set in Table 3 within your selected landscape/
seascape(s).23
5.2
Please indicate how M&E of individual SGP grantee partners (i.e. national NGOs, CBOs, or
intermediary organizations) will be strengthened and adaptive management promoted. Details on the
frequency of monitoring visits and plans for project/portfolio evaluations should be provided. Where
possible partnerships with other grant-makers, foundations and academic institutions should be explored
to help enhance participatory M&E and adaptive management.
5.3
Please describe how local stakeholders, community members and/or indigenous peoples’ will
participate in setting project objectives and outputs; how they will participate in monitoring with what
kind of method and periodicity; and how progress will be documented and reported.
5.3
Please describe the strategy for how the results of SGP individual projects will be aggregated at
the country programme portfolio level. The following table provides the key country programme level
M&E tools and templates.
Table 4. M&E Plan at the Country Programme Level
M&E Activity
Purpose
Responsible
parties
Budget source
Timing
Country Programme
Strategy
elaboration
Framework for
identification of
community
projects
NC, NSC,
country
stakeholders
, grantee
Covered under
preparatory grant
At start of operational
phase
Annual Country
Programme
Learning; adaptive
management
NC, NSC,
CPMT
Covered under country
programme operating
Reviews will be
conducted on annual
basis24 to ensure CPS
22
For more information please refer to the SGP OP6 CEO Endorsement Document’s M&E Plan (Section
C).
23
Where relevant please describe the use of any particular SGP frameworks for M&E such as
COMDEKS, COMPACT, CBA, and CBR+ (where these are already piloted, or replication of these
approaches is planned).
24
The CPS is a living document, and should be reviewed and updated as deemed necessary by the NSC
27
M&E Activity
Purpose
Responsible
parties
Strategy Review
Budget source
Timing
costs
is on track in achieving
its outcomes and
targets, and to take
decisions on any
revisions or adaptive
management needs
NSC Meetings for
ongoing review of
project results and
analysis
Assess
effectiveness of
projects,
portfolios,
approaches;
learning; adaptive
management
NC, NSC,
UNDP
Covered under country
programme operating
costs
Minimum twice per
year, one dedicated to
M&E and adaptive
management at end
of grant year
Annual Country
Report (ACR)25
Enable efficient
reporting to NSC
NC
presenting to
NSC
Covered under country
programme operating
costs
Once per year in June
Annual Monitoring
Report
(AMR)26Survey
(based on ACR)
Enable efficient
reporting to CPMT
and GEF;
presentation of
results to donor
NC
submission
to CPMT
Covered under country
programme operating
costs
Once per year in July
Strategic Country
Portfolio Review
Learning; adaptive
management for
strategic
development of
Country
Programme
NSC
Covered under country
programme operating
costs
Once per operational
phase
6.
Resource mobilization plan (1 page)
6.1. Please describe the OP6 resource mobilization plan to enhance the sustainability of the SGP Country
Programme grantmaking and grant-makers+ roles with reference to:
on a periodic basis as part of the annual strategy review.
25
The country programme should be reviewed in consultation with the NSC members, national Rio
Convention focal points, and the associated reporting requirements. The Annual Country Report should
be presented at a dedicated NSC meeting in June each year to review progress and results and take
decisions on key adaptive measures and targets for the following year.
26
The AMR Survey will essentially draw upon information presented by the country in the Annual
Country Report (ACR) with few additional questions. It will enable aggregation of country inputs by
CPMT for global reporting.
28
(i) ways to enhance or increase cash and in-kind co-financing at:
 Project level
 Landscape/seascape level
 Country level
(ii) diversify funding sources to achieve greater impact (i.e. non-GEF resources that help address
post-2015 UN Sustainable Development Goals, SDGs);
(iii) an approach to recover costs to co-finance a share of the SGP country programme non-grant costs
(i.e. UNDP TRAC, national host institutions, government contributions, bilateral donors);
and
(iv) opportunities for SGP to serve as a delivery mechanism.
(v) In the “Grantmaker+” role, the SGP team including the NSC and TAGs can be tapped to help
communities and CSOs develop proposals to access other donors and funding facilities.
While the funds may not go directly to SGP, this activity can be considered part of resource
mobilization as there is increased flow of resources to SGP stakeholders through its support.
o
o
o
7.
How can this role be effectively performed?
What are the possible proposals that can be developed and donors and funding facilities
(i.e. perhaps the Green Climate Fund) that can be approached?
What are the potential for private sector funding (i.e. in support of successful sustainable
enterprises for scaling up)?
Risk Management Plan (1 page)
7.1
Please identify any key risks that you anticipate in the implementation of the CPS during OP6,
with reference to the following aspects: (i) social and environmental risks (as reflected in UNDP’s Social
and Environmental Safeguards);27 (ii) climate risks; (iii) other possible risks. For any identified risks,
please complete the table below with an estimation of the degree and probability of risk, as well as the
relevant risk mitigation measures.
Table 5. Description of risks identified in OP6
Describe identified risk
Degree of risk (low,
medium, high)
Probability of risk (low,
medium, high)
Risk mitigation measure
foreseen
7.2
Please indicate how these risks will be tracked. It is recommended that risks are tracked during
the implementation of the OP6 CPS and review during the CPS Annual review. At that time the degree of
risk, or probability of risk may be adjusted. Identified risks may also be removed and new risks added if
necessary with appropriate mitigation measures identified.
27
http://www.undp.org/content/dam/undp/library/corporate/Social-and-Environmental-Policiesand-Procedures/UNDPs-Social-and-Environmental-Standards-ENGLISH.pdf
29
8. National Steering Committee Endorsement
Note: The signature of endorsement at this point is for the complete and final CPS duly reviewed by
the NSC and agreed as the guide to the implementation of OP6 by the SGP Country Programme.
NSC members involved in OP6 CPS development,
review and endorsement
Signatures
(Add more rows as necessary)
Annex 1:
OP6 landscape/seascape baseline assessment
Participatory OP6 landscape/seascape baseline assessment (please attach report)
Annex 2:
OP6 donor partner strategy annexes
Please attach a detailed CPS Annex for specific partnership with donor partners as required (i.e.
Australian government-funded SIDS CBA; Community Based REDD+ (CBR+) with UN-REDD;
Japanese government supported Satoyama-COMDEKS initiative, EU NGO governance programme, and
German BMUB Global ICCA Support Initiative).
30