GEF-6 REQUEST FOR PROJECT APPROVAL PROJECT TYPE: TYPE OF TRUST FUND: For more information about GEF, visit TheGEF.org
PART I: PROJECT INFORMATION Project Title: Building core capacity for the implementation, monitoring and reporting of Multilateral Environmental Agreements (MEAs) and relevant Sustainable Development Goals (SDGs) in Botswana Country(ies): Botswana GEF Project ID:1 9808 GEF Agency(ies): UNEP GEF Agency Project ID: 01577 Other Executing Partner(s): Ministry of Environment, Natural Submission Date: February 12, Resources Conservation and Tourism 2018 (MENT) GEF Focal Area (s): Multi-focal Areas Project Duration (Months) 36 Integrated Approach Pilot IAP-Cities IAP-Commodities IAP-Food Security Corporate Program: SGP Name of Parent Program n/a Agency Fee ($) 91,899
A. FOCAL AREA STRATEGY FRAMEWORK AND OTHER PROGRAM STRATEGIES2 Focal Area Objectives/Programs CCCD-1 CCCD-3
Focal Area Outcomes To integrate global environmental needs into management information systems. To integrate Multilateral Environmental Agreements’ provisions within national policy, legislative, and regulatory frameworks
Total project costs
Trust Fund GEFT F GEFT F
(in $) GEF Project Financ-ing 694,501
Confirmed Cofinancing 747,219
272,850
452,781
967,351
1,200,000
B. PROJECT DESCRIPTION SUMMARY Project Objective: To strengthen national capacity for environmental information and knowledge management for the implementation, monitoring and reporting of Multilateral Environmental Agreements (MEAs) and relevant Sustainable Development Goals (SDGs) in Botswana (in $) Finan GEF Confirme Project Components/ Project Trust cing Project Outputs Project d CoPrograms Outcomes Fund Type3 Financfinancing ing 1. Strengthening of a TA 1.0 A system 1.1 A comprehensive analysis GEFTF 650,551 528,719 coordinated for the conducted of Botswana's current environmental management of environmental information systems knowledge and environmental and data flows information information and management system knowledge is 1.2 Mechanism for streamlining data fully collection and sharing established operational for among line ministries and agencies, use in decision- in line with shared environmental making, information systems principles assessment, planning and 1.3 Definition of nationally reporting appropriate environmental indicators based on MEAs, SDGs and other sources for use in different reporting 1 Project ID number remains the same as the assigned PIF number. 2 When completing Table A, refer to the excerpts on GEF 6 Results Frameworks for GETF, LDCF and SCCF and CBIT programming directions. 3 Financing type can be either investment or technical assistance. GEF6 CEO Endorsement /Approval Template-August2016
1
and assessment processes. 1.4 Training on data collection and management methodologies, including use of the Environment Live knowledge platform. 1.5 Streamlined indicator-based monitoring and reporting system established (to MEAs, indicators for the environmental dimension of SDGs and other relevant mechanisms, including by use of the Indicator Reporting Information System (IRIS)). 2. Enhancement of institutional and technical capacities to mainstream, develop, and utilize policies for effective implementation of the Rio Conventions, other MEAs and relevant SDGs
TA
2.0 Enhanced capacities to develop and implement policies, plans and programmes integrating MEAs and related SDGs
2.1 Guidelines on national Strategic Environmental Assessment (SEA) produced and applied.
GEFTF
228,900
GEFTF
879,451 87,900
234,281
2.2 National collaboration mechanism established/enhanced for the effective implementation of obligations under Rio Conventions, other relevant MEAs and related SDGs. 2.3 Pilot project with community organizations to demonstrate the application of an integrated approach to environmental information management. 2.4 Environmental education for sustainable development and awareness raising activities conducted. 2.5 Sustainability strategy developed for continued implementation of MEAs and the environmental dimension of SDGs.
Subtotal Project Management Cost (PMC)4
Total project costs
967,351 967,351
763,000 437,000
1,200,00 0
4 For GEF Project Financing up to $2 million, PMC could be up to10% of the subtotal; above $2 million, PMC could be up to 5% of the subtotal. PMC should be charged proportionately to focal areas based on focal area project financing amount in Table D below.
GEF6 CEO Endorsement /Approval Template-August2016
2
C. CONFIRMED SOURCES OF CO-FINANCING FOR THE PROJECT BY NAME AND BY TYPE Please include evidence for co-financing for the project with this form. Sources financing
of
Co-
Name of Co-financier
Type Cofinancing
Recipient Government
Botswana
In-kind
1,000,000
GEF Agency
UNEP
In-kind
200,000
Total Co-financing
of
Amount ($)
1,200,000
D. TRUST FUND RESOURCES REQUESTED BY AGENCY(IES), PROGRAMMING OF FUNDS
COUNTRY(IES), FOCAL AREA AND THE (in $)
GEF Agency UNEP
Trust Fund
Country Name/Global
GEF Botswana TF Total Grant Resources
Focal Area
Multi-focal Areas
of GEF Project Financing (a) Cross-Cutting 967,351 Capacity Development Programming Funds
967,35196 7,351
Agency Fee a) (b)2 91,899 91,89991,8 99
Total (c)=a+b 1,059,2501, 059,250 1,059,2501, 059,250
a ) Refer to the Fee Policy for GEF Partner Agencies
GEF6 CEO Endorsement /Approval Template-August2016
3
E. PROJECT’S TARGET CONTRIBUTIONS TO GLOBAL ENVIRONMENTAL BENEFITS5
Provide the expected project targets as appropriate. Corporate Results
Replenishment Targets
1. Maintain globally significant biodiversity and the ecosystem goods and services that it provides to society 2. Sustainable land management in production systems (agriculture, rangelands, and forest landscapes) 3. Promotion of collective management of transboundary 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
Improved management of landscapes seascapes covering 300 million hectares
4. Support to transformational shifts towards a low-emission and resilient development path 5. Increase in phase-out, disposal and reduction of releases of POPs, ODS, mercury and other chemicals of global concern
6. Enhance capacity of countries to implement MEAs (multilateral environmental agreements) and mainstream into national and sub-national policy, planning financial and legal frameworks
and
hectares
120 million hectares under sustainable land management
hectares
Water-food-ecosystems security and conjunctive management of surface and groundwater in at least 10 freshwater basins;
Number of freshwater basins
20% of globally over-exploited fisheries (by volume) moved to more sustainable levels
Percent of fisheries, by volume
750 million tons of CO2e mitigated (include both direct and indirect)
metric tons
Disposal of 80,000 tons of POPs (PCB, obsolete pesticides)
metric tons
Reduction of 1000 tons of Mercury
metric tons
Phase-out of 303.44 tons of ODP (HCFC)
ODP tons
Development and sectoral planning frameworks integrate measurable targets drawn from the MEAs in at least 10 countries
Number of Countries: 1
Functional environmental information systems are established to support decision-making in at least 10 countries
Number of Countries: 1
F. DOES THE PROJECT INCLUDE A “NON-GRANT” INSTRUMENT?
5
Project Targets
NO
Update the applicable indicators provided at PIF stage. Progress in programming against these targets for the projects per the Corporate Results Framework in the GEF-6 Programming Directions, will be aggregated and reported during mid-term and at the conclusion of the replenishment period.
GEF6 CEO Endorsement /Approval Template-August2016
4
PART II: PROJECT JUSTIFICATION A. DESCRIBE ANY CHANGES IN ALIGNMENT WITH THE PROJECT DESIGN WITH THE ORIGINAL PIF6 A.1. Project Description. Elaborate on: 1) the global environmental and/or adaptation problems, root causes and barriers that need to be addressed; 2) the baseline scenario or any associated baseline projects, 3) the proposed alternative scenario, GEF focal area7 strategies, with a brief description of expected outcomes and components of the project, 4) incremental/additional cost reasoning and expected contributions from the baseline, the GEFTF, LDCF, SCCF, CBIT and co-financing; 5) global environmental benefits (GEFTF) and/or adaptation benefits (LDCF/SCCF); and 6) innovativeness, sustainability and potential for scaling up. A.1.1 Global environmental challenges in Botswana As semi-arid country Botswana is vulnerable to the impacts of climate change and therefore places high priority on adaptation to reduce vulnerability. According to its Intended Nationally Determined Contribution submitted to the UNFCCC, Botswana is vulnerable to the impacts of climate change as rainfall has been highly variable, both spatially and temporally (i.e. high inter and intra annual variations). For instance, extreme droughts based on low rainfall and soil conditions are most common in south-western Botswana, and high rainfall events with risks of floods are most likely in north-eastern Botswana (where several large dams have since been constructed). Droughts are projected to increase in frequency and severity. Botswana is already witnessing impacts of climate change with constrained agricultural production, increasing food insecurity and increasing water stress, which will worsen with time, as projected. Land use practices driving environmental change in Botswana include livestock production, urbanization and extractive industries. Rangelands, particularly in the eastern part of the country, are overstocked and this has led to land degradation, especially around watering points and settlements. Urbanization has led to the conversion of grazing land for residential purposes. According to the NBSAP (2016), there are a number of causes to biodiversity loss in Botswana, among them being habitat destruction, habitat conversion and disturbance, barriers to wildlife movement, high populations of elephant concentrated in an ecologically sensitive area, increase in poaching, disruption of natural fire regime, unsustainable use of wild plant species, alien invasive species, climate change and changes to hydrology and water quality of inflowing rivers. Furthermore, the Botswana economy is mineral-driven but mining has not been without negative impact on the environment as it has led to among others high levels of sulphur dioxide emissions and in surface waters, high levels of pH, total dissolved solids, sulphates and nickel in discharged effluent. In terms of environmental disasters, Botswana experiences occasional flooding, veld fires, vector-borne diseases such as malaria, diarrhoea and foot and mouth disease outbreaks amongst livestock and invasions by crop pests. A.1.2 Baselines National policies and plans baseline: National development planning has been a feature of Botswana’s development history since independence was proclaimed in 1966. Botswana has formulated its development plans into six yearly documents called National Development Plans (NDPs), until the current NDP11 8. The NDP11 is the first medium term plan towards the implementation of the country’s Vision 2036 9. The NDP11 will run from 2017 to 2023 and is taking into account the development challenges facing the country, and the need to align the focus of the Plan with global, continental and regional initiatives such as the UN’s Sustainable Development Goals, AU Agenda 2063, and the Revised SADC Regional Indicative Strategic Development Plan. 6 For questions A.1 –A.7 in Part II, if there are no changes since PIF , no need to respond, please enter “NA” after the respective question. 7 For biodiversity projects, in addition to explaining the project’s consistency with the biodiversity focal area strategy, objectives and programs, please also describe which Aichi Target(s) the project will directly contribute to achieving.
8 Find the eleventh National Development Plan at: https://www.tralac.org/images/Resources/By%20country/Botswana/Botswana%2011th %20National%20Development%20Plan%202017-2023.pdf 9 Find Botswana Vision 2036 at: http://www.hrdc.org.bw/sites/default/files/Vision%202036.pdf
GEF6 CEO Endorsement /Approval Template-August2016
5
Through the projects core interventions/ outcomes – establishment of a coordinated environmental knowledge and management system; and enhancing institutional/ technical capacities in mainstreaming, developing and implementing policies – this project will essentially supplement Botswana’s efforts towards the achievement of its second (“Implementation of Policies and Programmes”) and third (“Data for Planning, Monitoring, Evaluation and Decision Making”) UNDAF/UNDSF 2017-2021 strategic priorities. The initiation of a National Strategy for Sustainable Development (NSSD) is further demonstration of the country’s intent to ensure nationally driven implementation and local ownership of sustainable development plans and actions.The draft National Framework for Sustainable Development defines the initial scope of Botswana’s sustainable development, focusing on a set of building blocks, around which specific sustainable development strategic actions will be built. These are:
Changing behaviors, attitudes and practices of all development actors; Building resilience and capacity to adapt to shocks; Changing to sustainable consumption and production patterns; Anchoring development planning, policies and priority sectors on sustainable development principles and approaches; Measuring real development progress and accounting for all forms of capital; whilst realizing that real progress involves progress in the social, economic and environmental dimensions, and accounting for all forms of capital (natural, social, economic); Integrating sustainable development principles into investment and financing for the benefit of Botswana; Investing in education, research, technology and indigenous knowledge systems for sustainable development; Creating and exploiting new opportunities provided by sustainable development-oriented technologies, innovations and markets.
The 2030 Agenda and its Sustainable Development Goals (SDGs) have added further impetus to the implementation of MEAs10. For instance, around 96 out of 241 global indicators are related to the environmental dimension and many are linked to MEA targets and indicators. Pursuant to the provisions for capacity building under MEAs, Botswana has undertaken assessments of existing capacity, including through the National Capacity Self-Assessment (NCSA) process and the National Biodiversity Support programme. It has also completed activities to build capacity for the implementation of the UNCCD, UNFCCC and CBD as well as in related specialized areas such as environmental impact assessment. Despite these efforts, the high qualifications of staff in some departments, as well as the institutional mechanisms that have been established, individual, institutional and systemic capacity constraints still persist. These constraints include:
Lack of technical skills in specialized areas. Lack of specific competencies, such as environmental law, intellectual property or reviewing EIA reports. The absence or inadequacy of holistic thinking within the different disciplines involved in environmental management, which is increased by limited team work. Lack of prioritization of issues that should be addressed, given limited capacity in some departments. Fragmented responsibilities across institutions. Insufficient coordination between government institutions. Inadequate financial and technical capacity within community organizations. Absence of measures of the impact of environmental interventions. Insuffucient negotiation skills on MEAs during regional and global fora, and
10 At the national level, Botswana has signed/ ratified/ internalized a number of MEAs, which create a basis for building the national capacity to implement them. These relate to: Climate change:(UNFCCC, Kyoto Protocol, Paris Agreement), Biodiversity (CBD, Biosafety, Nagoya Protocol, CITES), Chemicals (Basel, Stockholm, Rotterdam, Minamata), Desertification (UNCCD), and Ozone (Vienna Convention).
GEF6 CEO Endorsement /Approval Template-August2016
6
Discontinuous and inadequate engagement with the secretariats of the MEAs between the meetings of the Conference of Parties.
A common challenge in implementing MEAs, which is also relevant to the environmental dimension of SDGs, is the lack of a coordinated approach to the management of data, information and knowledge. This leads to fragmented data collection and storage by different national and sub-national entities, sub-optimal use of data, challenges in reporting, lack of operationalization of monitoring plans, lack of linkages among databases of various ministries and ultimately a lack of evidence-informed planning and decision making on the environment. During the preparation phase of the project the GEF Capacity Development Scorecard was filled out by representatives of the MENT, which provided a framework for the use of capacity development indicators to establish baselines and, in future, will help to monitor progress made. Thereby, it was used as a tool to assess the existing capacities as well as to identify the capacity gaps within a programme or project. Indicators with particular relevance for this project relate to capacities to generate, access and use information and knowledge (Outcome 1) and capacities for strategy, policy and legislation development (Outcome 2). In essence, the capacity gaps in these areas that Botswana faces in 2018 are matching those that have already been identified in the 2008 NCSA. The capacity for engagement with the Botswana Government scored relatively high: the Department of Environmental Affairs (DEA) is the lead environmental organization and its degree of legitimacy is high. Co-management mechanisms have been formally established, as well as consultation mechanism with the relevant environmental stakeholders. These stakeholders are aware of global environmental issues but information on MEAs at the top decision-making levels does not trickle down to other stakeholders. At the technical-officers’ level, the environmental information is partially available but fragmented and not systematically shared. Strikingly, no formal linkage exists between environmental research/ science and policy development (therefore the project seeks to strengthen the collaboration between academia and research institutions and the MENT). Adequate environmental plans and strategies are produced but these are only partially implemented because of capacity gaps, e.g. in most instances the necessary required skills and technology are not available, the needs of the intended beneficiaries are not identified (an issue that was prominently stressed in the NCSA), and implementing entities have funding constraints. Additionally, the environmental information that is available is at times insufficient, non-digital (i.e. paper-based, thus not easily shared) or outdated, and hence not adequate to support environmental decision-making processes.
A.1.3 The GEF Alternative The project will address several priorities identified in capacity needs assessment such as the NCSA (e.g. building technical skills and competencies, instituting holistic and coordinated approaches to reduce fragmentation in MEA implementation), and thereby generating multiple global environment benefits in all GEF focal areas. A cross-cutting element in all MEAs is the need for a coordinated system for the management of data, information and knowledge to be used for reporting but also public awareness raising and education about the MEAs and the issues they seek to address. This will serve as a preventive and mitigation measure to meet obligations under the conventions. Moreover, the project facilitates the meeting of obligations of Botswana towards MEAs, specifically on reporting with consistency and transparency. It will utilize and present data of environmental monitoring, analyses, decision making, information sharing and for creating awareness among the citizens, on issues related to Botswana’s environment and global environmental issues in a user friendly manner. In particular, it will build capacity for Strategic Environmental Assessment (SEA) and operationalise the national MEA coordination mechanism. Existing platforms and systems such as national databases, existing global platforms of the MEAs, the Environment Live platform, the UNEP Indicator Reporting Information System (IRIS) and InforMEA will be utilized, enhanced and streamlined at country level, thus achieving efficiency and reducing duplication in data and information management (see Annex O for graphics showing the possible linkages between Botswana’s EIS and UN Environment’s signature products).
GEF6 CEO Endorsement /Approval Template-August2016
7
Furthermore, by building capacity on monitoring and reporting on MEAs and the related environmental dimension of the SDGs, and by mainstreaming environmental considerations into policies and strategies, the Government of Botswana will take important measures to sustain the project’s interventions. A key component of the project is therefore the building of technical and institutional capacity of national government, community organizations and nonstate stakeholders to tackle MEAs and the environmental dimension of SDG in a synergistic manner, and assist local communities in the understanding and adhesion to the relevant goals and targets. This will ensure the long-term planning and implementation of MEAs and related SDGs. Capacity building for the public sector, private sector and NGOs with a focus on engagement with local communities will also contribute to the sustainability of the project and avoid redundancy and promote complementarities and cost-effectiveness. In addition, MEAs mainstreaming will be demonstrated through targeted capacity building efforts in key sectors using an integrated and more effective approach to MEAs implementation, increasing ecosystem services and providing benefits to local communities. Description of expected Outcomes and Outputs During the project preparation phase UNEP and the country representatives from Botswana developed the Theory of Change (ToC) for the project together to describe how Outputs need to be designed and timed in order to make a significant contribution to the Outcomes, and how the two Outcomes link to the Objective. In that way, the ToC helped to develop a comprehensive illustration of how and why the desired change (i.e. an operational system for the management of environmental information and enhanced capacities to develop and implement policies, plans and programmes that integrate MEAs and related SDGs) is expected to happen in Botswana. The tool was also used to map out the “missing middle” between what the project does (its Activities and Outputs) and how that logically links to the desired Outcomes and the Objective. The Logial Framework (Annex A) is the descriptive result of this particepartory and explanatory ToC exercise. The below, simplified table shows the project’s Outcomes and Outputs per Component with short descriptions of each Output. Objective: To strengthen national capacity for environmental information and knowledge management for the implementation, monitoring and reporting of Multilateral Environmental Agreements (MEAs) and relevant Sustainable Development Goals (SDGs) in Botswana Component 1: Strengthening of a coordinated environmental knowledge and information management system Outcome/ Outputs Outcome 1.0: A system for the management of environmental information and knowledge is fully operational for use in decisionmaking, assessment, planning and reporting Output 1.1 A comprehensive analysis conducted of Botswana's current environmental information systems and data flows Output 1.2 A mechanism for streamlining data collection and sharing established among line Ministries and Agencies, in line with shared Environmental Information Systems principles Output 1.3 Definition of nationally appropriate Environmental Indicators (number to be determined) based on MEAs, SDGs and other sources for use in different reporting and assessment processes. Output 1.4 Training on data collection and management methodologies, including Environment Live Platform
GEF6 CEO Endorsement /Approval Template-August2016
Brief description An operational system for the management of environmental information and knowledge are prerequisite for Outcome 2.0. A situational analysis of data flows and of Botswana’s environment statistics system (including analysis of the link between the policy demands for data and the availability and quality of data), and an inventory of Botswana’s current (dysfunctional) EIS will be used to develop an Action Plan. A Coordination Unit within the MENT for data collection and sharing data among key line Ministries will be developed. A national dialogue will be used to develop a Protocol on data sharing that will be signed by data providers. Public policies will be reviewed and the existing indicator framework will be improved, updated and approved.
Training needs on data collection and management methodologies will be identified. Training will be conducted for key stakeholders on environmental statistics (data collection, sharing and
8
Output 1.5 Streamlined indicator-based monitoring and reporting system established
management). Based on the results of Output 1.1 a EIS will be (re-) developed and implemented, integrating the indicator framework (Output 1.3). Users will be trained on the system and IRIS.
Component 2: Enhancement of institutional and technical capacities to mainstream, develop, and utilize policies for effective implementation of the Rio Conventions, other MEAs and relevant SDGs Outcome/ Outputs Outcome 2.0: Enhanced capacities to develop and implement policies, plans and programmes integrating MEAs and related SDGs Output 2.1 Guidelines on national Strategic Environmental Assessment (SEA) produced and applied Output 2.2 National collaboration mechanism established/ enhanced for the effective implementation of obligations under Rio Conventions, other relevant MEAs and related SDGs
Output 2.3 Pilot project with community organization/s to demonstrate the application of an integrated approach to environmental information management.
Output 2.4 Environmental Education for Sustainable Development and awareness raising activities conducted
Output 2.5 Sustainability strategy developed for continued implementation of MEAs and the environmental dimension of SDGs
Brief description Chronologically, this Outcome is a logical continuation of Outcome 1. While some project Outputs will be implemented simultaneously, most of the Outputs under Outcome 2 build upon the achievements of Outcome 1. SEA guidelines for policies, programmes and plans will be developed. A capacity needs assessments on SEA key sectors will be used to conduct SEA training for Government staff and environmental practitioners. The existing collaboration structures will be reviewed to identify weaknesses and to establish a new collaborative mechanism, inclusive of major groups and stakeholders. Members will attend an induction workshop while MEA Focal Points will receive further training. The pilot will support the development of a Management Oriented Monitoring System (MOMS) to enables the Department of Wildlife and National Park to move from a paper-based system to an e-based system, which will be housed in the Botswana Wildlife Monitoring platform (http://www.botswanawildlife.org/) and, ultimately, linked to the EIS. Lessons learnt and best practices will be distributed between decision-making and other relevant stakeholders to enable up scaling and replication. Activities from the National Environmental Education Strategy and Action Plan (NEESAP) that have not yet been implemented will be selected for implementation among groups with a special need for environmental education. Priority will be given to awareness activities for non-state actors on the Nagoya Protocol. Activities will be preceded by baseline identification on existing awareness. A survey on change of awareness among targeted communities will be conducted at project closure. This Outputs is essential for the linkage of both Outcomes to the Objective. A Resource Mobilization Plan will be developed as part of the Sustainability Strategy. The Coordination Unit (Output 1.2) is going to be established as a permanent structure within the MENT. This will ensure continued use and maintenance of the EIS and that positions, especially the technical ones, are created permanently. Additionally, a funding proposal to the National Environmental Fund will be submitted to continue funding for reporting and implementing of MEAs and related SDGs after project closure.
A.1.4 Incremental reasoning
GEF6 CEO Endorsement /Approval Template-August2016
9
Botswana faces several environmental challenges including climate change, loss of biological diversity and land degradation. Climate change has with exacerbated the deterioration of natural resources and particularly affected vulnerable populations. Botswana has taken several steps to address these challenges through joining Multilateral Environmental Agreements (MEAs), national sustainable development planning etc. However, its capacity to implement MEAs in an optimal manner is constrained by several factors as identified in capacity needs assessments. The proposed GEF CCCD project will enhance Botswana’s core capacity to implement MEAs and by extension SDGs. The added value of the proposed GEF support is its ability to provide a common platform for the management of environmental information and coordination of MEA implementation, thereby supporting the achievement of global environmental benefits. This holistic approach is a unique feature of the GEF CCCD programme that adds value across MEAs, sectors, levels of government and stakeholders. Both the Government of Botswana and UNEP will contribute co-financing to this project. UNEP’s scientific, technical and administrative staff will provide ongoing expertise and advisory services to the project, including on tools such as the Environment Live platform and the Indicator Information Reporting System (IRIS), and benefiting from the incountry experience of the UNDP-UNEP Poverty and Environment Initiative (PEI). Key stakeholders from the Ministry of Environment, Natural Resources Conservation and Tourism (MENT) were invited to a project preparation workshop in Nairobi from 6-10 November 2017. The workshop was used to develop high quality, innovative and evidence-based project documents. Following suit MENT brought two additional departments ((i) Deaprtment of Information Technology, and (ii) Statistics Botswana) of high relevance to MEA reporting on board, which resulted in an considerable increase of co-financing from initially 100,000 USD to 1,000,000 USD, now. A.1.5 Global environmental benefits As per the GEF-6 strategy on Cross-Cutting Capacity Development (CCCD), this project focusses on addressing barriers and challenges common to different environmental conventions, and therefore cutting across different GEF focal areas. By providing a common platform for information management and coordination, the project will put in place preconditions for achieving global environmental benefits related to biodiversity, sustainable land management, chemicals and waste management amongst others. It will also enhance national environmental governance through the engagement of key stakeholders from multiple sectors, government levels and ministries. Specifically, the project will enhance the capacity of Botswana to implement MEAs (and by extension relevant SDGs) and mainstream them into national and sub-national policy, planning financial and legal frameworks, which is one of the global environmental benefits targeted under GEF-6 . The project will therefore significantly contribute to achieving the shared obligations of the Rio and other Conventions in Botswana. A.1.6 Innovation, sustainability and potential for scaling-up The innovativeness of the project is illustrated by its approach to environmental information management at country level, blending global environmental indicators derived from MEAs, SDGs, and others with national and local priorities and indicators. By applying the principles of shared environmental information systems (SEIS), the project will contribute to the data revolution in Botswana as called for in the 2030 Agenda for Sustainable Development. Data will be collected once and used for multiple purposes: not only for reporting on MEA and SDGs progress but also for more SOE reporting. In addition, open access linkages will be established between global and national systems and platforms for the management of environmental information. The inclusive multi-stakeholder approach is another innovative aspect of the project (see Annex H for more details). It is expected that this innovative approach will generate commitment by multiple stakeholders, i.e. from Government, civil society, academia, and private sector, to up-scale the coordinated management of environmental information, and replicate activities in different areas within the environmental dimension of sustainable development.
GEF6 CEO Endorsement /Approval Template-August2016
10
The project will be anchored in the MENT. Sustainability will be ensured through the engagement of key stakeholders, including sub-national government levels, throughout the project. A key element for institutional sustainability will be the establishment of interministerial consultative mechanisms to coordinate Botswana’s implementation of the Rio Conventions and other MEAs, which will also support the achievement of related SDGs targets and indicators. A sustainability strategy for continued implementation of MEAs in Botswana including a resourse mobilization plan will be a dedicated Output (see Work plan, Output 2.5) of the project and will ensure that the interventions of the project are continued or scaled-up. The sustainability plan will also ensure the continued financing of the EIS. Through the inclusion of some targeted demonstration efforts, the project will showcase integrated approaches with community organizations. Up-scaling of these projects at local levels will be promoted by disseminating the results and lessons learned through public environmental education and advocacy. A.2. Child Project? If this is a child project under a program, describe how the components contribute to the overall program impact. N/A A.3. Stakeholders. Identify key stakeholders and elaborate on how the key stakeholders engagement is incorporated in the preparation and implementation of the project. Do they include civil society organizations (yes /no )? and indigenous peoples (yes /no )? 11 The below table shows the identified stakeholders for each Output of the project, what engagement is expected from them and how they will benfit from the intervetions: Outputs Output 1.1 A comprehensive analysis conducted of Botswana's current environmental information systems and data flows Output 1.2 A mechanism for streamlining data collection and sharing established among line Ministries and Agencies, in line with shared Environmental Information Systems principles
Stakeholders
Responsiblities
Benefits
Line Ministries and other relevant Agencies/ Environmental data providers, NGOs, Research Institutions Line Ministries and Agencies
Collaborate with the project team, engage in review/ stocktaking process, provide necessary data and processes.
Comprehensive inventory of Botswana’s current EIS and data flows and an action plan that will enable an informed decision on a national EIS (Output 1.5)
Support the establishment of a Coordination Unit within the MENT for data collection and sharing. Commit to the Protocol and actively engage in data collection and sharing.
Improved data availability, decreased workload due more efficient and better-coordinated work processes. A Protocol for national data collection, sharing and reporting that spells out roles and responsibilities and is binding for all signatories.
11 As per the GEF-6 Corporate Results Framework in the GEF Programming Directions and GEF-6 Gender Core Indicators in the Gender Equality Action Plan, provide information on these specific indicators on stakeholders (including civil society organization and indigenous peoples) and gender.
GEF6 CEO Endorsement /Approval Template-August2016
11
Output 1.3 Definition of nationally appropriate Environmental Indicators based on MEAs, SDGs and other sources for use in different reporting and assessment processes.
Output 1.4 Training on data collection and management methodologies
Output 1.5 Streamlined indicator-based monitoring and reporting system established Output 2.1 Guidelines on national Strategic Environmental Assessment (SEA) produced and applied
Output 2.2 National collaboration mechanism established/ enhanced for the effective implementation of obligations under Rio Conventions, other relevant MEAs and related SDGs
MEA, SDG and SOER Focal Points, Public Policy Makers
Sharing of existing indicators and data, active contribution to the identification of additional indicators and areas of improvement. Use of newly approved indicators for the production of a new SOER. MEA/ SDG Focal Attend training tailored to Points, each target group on data Government staff, collection and management Environmental methods, and apply and practitioners, replicate gained knowledge Academia, among peers. Researchers, Scientists MENT staff to attend and Technicians training on the Environment Live Platform and an Indicator Reporting Information System, if requested.
Workable, realistic indicators and data that facilitate the work of the Focal Points and enable Public Policy makers to make informed decision. Resuming work on the SOER which was last produced in 2002. Improved knowledge on data collection and management methods.
System users; System host; Government staff involved in MEA and SDG implementation.
Attend system training; Maintain the system; Feed quality information into system and use the system for MEA, SDG, SOE reporting.
MENT staff, NGOs, Environmental practitioners, Private sector
Attend training on new SEA guidelines for policies, programmes and plans.
A one-stop EIS that integrates the environmental indicator framework (Output 1.3) will facilitate more and better information sharing for the monitoring of MEAs and SDGs and related reporting, e.g. the SOER. SEA guidelines for policies, programmes and plans which do not yet exist in Botswana.
MEA/ SDG Focal Points, Government staff, Environmental practitioners, Academia, Research institutions, NGOs Private Sector
Environmental stakeholders involved in the implementation of obligations actively contribute to the establishment of a participative decisionmaking processes; Provide information existing data, structures and work processes needed for the situation analysis and to develop the mechanism’s ToR.
GEF6 CEO Endorsement /Approval Template-August2016
A National collaboration mechanism for the effective implementation of obligations under Rio Conventions, other relevant MEAs and related SDGs, which does not yet exist.
12
Output 2.3 Pilot project with community organization/s to demonstrate the application of an integrated approach to environmental information management.
Output 2.4 Environmental Education for Sustainable Development and awareness raising activities conducted Output 2.5 Sustainability strategy developed for continued implementation of MEAs and the environmental dimension of SDGs
Department of Wildlife and National Parks, Communities engaged in community-based natural resource management (CBNR M) DEA, NEEC University of Botswana's Centre for Scientific Research, Indigenous Knowledge & Innovation (CESRIKI) DEA Private Sector
Support the development of an e-based Management Oriented Monitoring System (MOMS); Provide timely and adequate information on CBNRM, e.g. wildlife monitoring information; Collide and distribute lessons learnt and best practices. DEA, NEEC seek active cooperation with on-going GEF-funded Nagoya Protocol project; Develop awareness material, identify relevant non-state actors. CESRIKI to conduct baseline and activity-closure survey DEA to support funding proposal to the National Environmental Fund; explore private sector synergies and Public-Private Partnerships; Develop resource mobilization plan.
Improved capacity to apply information management methods and to manage MEA and SDG relevant information in an inclusive, e-based approach. Effective advocacy tools and potential for replication and /or scale-up. Increased awareness on the Nagoya protocol among nonstate actors.
Coherent and inclusive sustainability strategy for longterm implementation of MEAs and SDGs. Continued funding of reporting and implementing of MEAs and related SDGs after project closure
Additionally, representatives of community-based and non-governmental organizations as well as the University of Botswana will be permanent members of the Project Steering Committee, which is in charge of project oversight and overall guidance. This will ensure involvement of civil society in all major decisions related to the project. Ministerial representatives from two additional African Countries – Benin and Mauritania - that are simultaneously developing CCCD projects with UN Environment also attended the above mentioned preparation workshop and worked closely with the Botswana team, which will ensure regional exchange of experience and an active community of practice. A.4. Gender Equality and Women's Empowerment. Elaborate on how gender equality and women’s empowerment issues are mainstreamed into the project implementation and monitoring, taking into account the differences, needs, roles and priorities of women and men. In addition, 1) did the project conduct a gender analysis during project preparation (yes /no )?; 2) did the project incorporate a gender responsive project results framework, including sex-disaggregated indicators (yes /no )?; and 3) what is the share of women and men direct beneficiaries (women 12 X%, men X%)? While SDG indicators are generally not gender blind, gender dimensions in MEAs can certainly still be improved. This project will actively contribute to this improvement by developing an MEA and SDG indicator framework (Output 1.3) that will contain priority indicators that will produce sex and age disaggregated data, wherever possible. Statistics stemming from this disaggregated data will not only improve MEA implementation but also inform public policy makers on how environmental issues concern women and girls differently from their male counterparts and the related policy action needed. Cross cutting capacity development targets both, women and men in Botswana. Among relevant stakeholders in the environmental sector and decision makers women and men will equally benefit from the capacity development provided 12 Same as footnote 8 above.
GEF6 CEO Endorsement /Approval Template-August2016
13
by the project i.e. training on MEA and relevant SDG reporting and monitoring, data collection, sharing and management methods, the EIS, indicator definition, and SEA methodology. Information shared by the planned Coordination Unit within the Ministry of Environment, Natural resources, Conservation and Tourism (MENT) will be available to all. The ratio of men versus women in Botswana high-ranking in government positions as well as in the private sector is unequal in Botswana (favouring men); however, the project team will seek gender balance for its own set-up and for all project activities. There will be conscious inclusion of female participation in the various training sessions and the CBNRM pilot project. A.5 Risk. Elaborate on indicated risks, including climate change, potential social and environmental risks that might prevent the project objectives from being achieved, and, if possible, the proposed measures that address these risks at the time of project implementation.(table format acceptable): Risk Level (Low, Medium, High)
Risk
Mitigation Measure
High staff turn over disrupts and delays project implementation.
The project team will comprise of three full-time, professional-level positions that will work on operational and programmatic tasks. Should e.g. the Project Manager leave, one of the two others would be able to become Officer in Charge. The Director of the Department of Environmental Affairs (DEA) who is going to be the National Project Coordinator and whose position is fully funded by the DEA, can - should need be - temporarily coordinate the Project Management Unit (PMU).
M
Project arrangements are not sustainable and interventions do not continue after project closure.
The Coordination Unit (Output 1.2) is going to be established as a permanent structure within the MENT. This will ensure continued use and maintenance of the EIS and that positions, especially the technical ones, are created permanently.
L
Government of Botswana does not pay sufficient attention to MEA coordination as it is a low priority..
No funds availability for the EIS beyond project duration means the EIS will not be maintained.
The intention to create a collaboration mechanism and an institutionalized Coordination Unit is already an expression of increased Government attention to MEAs. One of the roles for the collaboration mechanisms will be to convey key messages timely and to translate emerging issues related to MEAs and their coordination into non-expert language suitable to decision-making government staff. The Coordination Unit will ensure that the communication collection and sharing protocol (Output 1.2) is being adhered to by the signatories. An important Output of the project is the development of a sustainability strategy, which starts during the first project year. Part of this Output is the development of a resource mobilization plan that also explores cofinancing opportunities, including public private partnerships. Additionally, a funding proposal to the National Environmental Fund will be submitted to continue funding for reporting and implementing of MEAs and related SDGs after project closure.
L
L
A.6. Institutional Arrangement and Coordination. Describe the institutional arrangement for project implementation. Elaborate on the planned coordination with other relevant GEF-financed projects and other initiatives. UN Environment Science Division is the Implementing Agency (IA) on behalf of the GEF. Its main roles are project oversight and ensuring that both GEF and UN Environment standards are met (technical, fiduciary, M&E). The IA will also provide targeted technical support to the project and is in charge of organizing the mid-term review and the terminal evaluations.
GEF6 CEO Endorsement /Approval Template-August2016
14
The Ministry of Environment, Natural Resources Conservation and Tourism (MENT) is the Executing Agency (EA) of the project on behalf of the Botswana Government. The EA is accountable to the IA. The EA oversees that the project runs according to the agreed workplan, budget and reporting tasks. Therefore it will establish and house the Project Managment Unit (PMU). The PMU is responsible for the daily implementation of the project, including all reporting and monitoring and evaluation duties, as well as the follow-up of all contractual tasks. The PMU liaises with all project partners, and receives their technical advise and support. At the same time, the PMU serves as Secretariat to the Project Steering Committee (PSC). The PSC is the main oversight body for the project. Membership will cover the IA and representatives of all main partners and stakeholder groups. The PSC is chaired by the Accounting Officer for the EA, being the Permanent Secretary. The PSC will get technical advice from the Project Advisory Committee (PAC). The PAC will also assure linkages and synergy with other government and non-governmental initiatives. This committee will meet quarterly, in advance of the annual PSC meeting, as its body is meant to provide technical guidance and recommendations to the PSC. The project will create possible linkages with several ongoing initiatives that include a capacity building and strategic support focus, including:
Botswana's Third National Communication (TNC) to the UNFCCC and First Biennial Update Report (FBUR) Support to Alignment of Botswana’s National Action Programme to the UNCCD 10-Year Strategy implementation and Reporting review Process Support to Eligible Parties to Produce the Sixth National Report to the CBD (Africa-1) Enabling Activities for the Stockholm Convention on POPs Support to Preparation of the Third National Biosafety Reports to the Cartagena Protocol on Biosafety Demonstration of Effectiveness of Diversified, Environmentally Sound and Sustainable Interventions, and Strengthening National Capacity for Innovative Implementation of Integrated Vector Management (IVM) for Disease Prevention and Control Development of Minamata Initial Assessment
Additional Information not well elaborated at PIF Stage: A.7 Benefits. Describe the socioeconomic benefits to be delivered by the project at the national and local levels. How do these benefits translate in supporting the achievement of global environment benefits (GEF Trust Fund) or adaptation benefits (LDCF/SCCF)? At the national level, the (re-) establishment of an Environmental Information System (EIS) will be the foundation for systematically collecting not only environmental but also related socio-economic data, e.g. on differing priorities or uses of ecosystems and their services, or approaches to addressing environmental challenges according to social strata and gender. The indicator framework to be developed under Outcome 1 will ensure that socio-economic and gender disaggregated data will be incorporated into the EIS and be used for ensuing assessments. The second component will ensure that the enhanced management of environmental information and knowledge, including socio-economic data translate into the development and implementation of policies, plans and programmes that integrate MEAs and related SDGs. At a local level, the development and training on SEA guidelines will protect communities against unsustainable development of their environment. Simultationusly, local, non-state actors will be provided with knowledge about pressing issues realted to the Nagoya Protocol.
GEF6 CEO Endorsement /Approval Template-August2016
15
Lessons learnt and best practice examples from the CBNRM pilot will be documented and used for advocacy and development planning in order to be replicated or scaled up. This will enhance civic engagement in supplying input to development planning and raising awareness on environmental issuses, and the need to mainstream environment and related socio-economic data and information into development planning. A.8 Knowledge Management. Elaborate on the knowledge management approach for the project, including, if any, plans for the project to learn from other relevant projects and initiatives (e.g. participate in trainings, conferences, stakeholder exchanges, virtual networks, project twinning) and plans for the project to assess and document in a userfriendly form (e.g. lessons learned briefs, engaging websites, guidebooks based on experience) and share these experiences and expertise (e.g. participate in community of practices, organize seminars, trainings and conferences) with relevant stakeholders. Knowledge management is a major element of this project through the strengthening of a coordinated EIS, which will ensure that data is collected once but shared and used multiple times. This will assist Botswana in using environmental information not only for monitoring and reporting but also for Strategic Environmental Assessments (SEAs), planning and decision-making and interaction with regional and global knowledge platforms. Data and information form the backbone for national policy analysis and for developing evidenced-based policy. However, Botswana’s lack of necessary environmental data and statistics, including related to MEAs and the SDGs and their synergies, restricts the ability of its policy makers to make informed decisions. Botswana has recognized the importance of environment statistics in the context of the MEAs and SDGs and its demand for data emphasizes the need for improved data collection, increased use of administrative and other data sources, and enhanced national capacity to turn the data that is collected into information that can be used for policy analysis (i.e. statistics and national environmental indicators, which follow agreed methodologies and are available at regular intervals – Output 1.3). The Environment Live Knowledge platform, UNEP’s signature product, will provide Botswana open access to global, regional and national environmental data and knowledge and integrated support for assessment and policy decisionmaking at country level. Its key tool, the Indicator Reporting Information System, IRIS, provides technology to support countries in monitoring, reporting to MEAs and SDGs, and capacity development at country level. It can either be a standalone installation on a country server, or be hosted remotely on the UNEP servers. The project will provide training on reporting and, should the MENT request for it, also the IRIS tool itself, along with implementation support and user training. The environmental education activities will be selected from the National Environmental Education Strategy and Action Plan (NEESAP), which is coordinated by the DEA. The strategy, which has yet not been fully implemented, is meant to put the national conservation objectives into action and is instrumental in guiding national development planning. It provides a basis for partnership and coordination efforts in the environmental sector as it aims to engage all stakeholders - including the private sector - in activities that are relevant to their organisations/ companies. These kind of partnerships and collaboration will also catalyze the sharing of knowledge and competencies among actors and stakeholders. Furthermore, Project team members will attend training on indicator-based monitoring & reporting outside Botswana and share their experience on MEA implementation, monitoring and reporting with other countries in the region. The envisioned Coordination Unit (Output 1.2) will be established for exactly that purpose in the MENT and will retrieve and share information between stakeholders and engage in the compilation of the State of the Environment Report. To support the Coordination Unit and the MEA Focal Points in their efforts, the project will also provide training on another UNEP online tool, the InforMEA, which presents the UN information portal on MEAs. It provides easy access to nationa, regional and global information, and free courses on MEAs. (See Annex O for more information on UN Environment’s signature products).
GEF6 CEO Endorsement /Approval Template-August2016
16
Lessons learned from other ongoing GEF-funded CCCD projects in regards to e.g. information management and institutional capacity building are continuiously collected by UN Environment and the executing agencies, and will continue to inform this project’s approach. B. Description of the consistency of the project with: B.1 Consistency with National Priorities. Describe the consistency of the project with national strategies and plans or reports and assessements under relevant conventions such as NAPAs, NAPs, ASGM NAPs, MIAs, NBSAPs, NCs, TNAs, NCSAs, NIPs, PRSPs, NPFE, BURs, INDCs, etc.: As in the PIF. C. Describe the budgeted M&E plan: The monitoring and evaluation (M&E) process is expected to be a key component of each Outcome area, within the project, based on a three-year implementation plan. M&E will be conducted utilising the results based management approach. The Logical Framework provides performance indicators for project implementation along with corresponding means of verification. M&E will be an on-going process and is based on the following strategic directions: •
An effective coordinating mechanism with roles and responsibilities clearly defined and under the aegis of Botswana Ministry of Environment, Natural Resources Conservation and Tourism (MENT)
•
The M&E process is participatory, consultative and aimed at ensuring delivery of project outputs and achievement of associated defined targets. Evaluation will be based on the status of implementation, through identification of gaps, and the measurement of impacts and level of success in the application of best practices.
UN Environment will be responsible for managing the mid-term review (MTR) and the terminal evaluation (TE). The Project Manager and partners will participate actively in the process. The purpose of the MTR is to provide an independent assessment of project performance at mid-term, to analyze whether the project is on track, what problems and challenges the project is encountering, and which corrective actions are required so that the project can achieve its intended outcomes by project completion in the most efficient and sustainable way. In addition, it will verify information gathered through the GEF tracking tools. The Project Steering Committee will participate in the MTR and develop a management response to the evaluation recommendations along with an implementation plan. It is the responsibility of the UNEP Task Manager to monitor whether the agreed recommendations are being implemented. The MTR will be managed by the UNEP Task Manager. An independent TE will take place at the end of project implementation. The UNEP Evaluation Office (EO) will be responsible for the TE and liaise with the UNEP Task Manager throughout the process. The TE will provide an independent assessment of project performance (in terms of relevance, effectiveness and efficiency), and determine the likelihood of impact and sustainability. It will have two primary purposes: i. ii.
To provide evidence of results to meet accountability requirements, and To promote learning, feedback, and knowledge sharing through results and lessons learned among UNEP and executing partners.
While a TE will review use of project funds against budget, it will be the role of the financial audit to assess probity (i.e. correctness, integrity etc.) of expenditure and transactions. The TE report will be sent to project stakeholders for comments. Formal comments on the report will be shared by the EO in an open and transparent manner. The project performance will be assessed against standard evaluation criteria using a six point rating scheme. The final determination of project ratings will be made by the EO when the report is
GEF6 CEO Endorsement /Approval Template-August2016
17
finalised. The evaluation report will be publically disclosed and will be followed by a recommendation compliance process. The direct costs of reviews and evaluations will be charged against the project evaluation budget. See the costed M&E Work Plan below (Annex G).
ANNEX G: MONITORING AND EVALUATION BUDGET AND WORKPLAN : Botswana M & E Activity Inception Meeting Inception Report Measurement of project indicators (outcome, progress and performance indicators, GEF tracking tools) at national level Semi-annual Progress/ Operational Reports to UNEP National Steering Committee meetings Reports of PSC meetings PIR Monitoring visits to field sites
Responsi ble Parties
Budg et from GEF
Budg et cofinan ce
Time Frame
EA, UNEP
3,000
5,000
Within two months of project start-up
EA
0
500
EA
0
2,000
EA
0
1,000
Within one month of the end of reporting period i.e. on or before 31 January and 31 July
8,000
Annual meetings
1,500
Annually
1,500 15,00 0 10,00 0 10,00 0 30,00 0
Annually, part of reporting routine
EA
12,00 0 0
EA
0
EA
0
EA
Mid Term Review/Evaluation
UNEP
Terminal Evaluation
UNEP
20,00 0 25,00 0
Audit
EA
0
Project Final Report
EA
0
500
Co-financing report
EA
0
500
EA and UNEP
0
2,000
60,00 0
87,50 0
Publication of Lessons Learnt and other project documents Total M&E Plan Budget
GEF6 CEO Endorsement /Approval Template-August2016
One month after project inception meeting Outcome indicators: start, mid and end of project Progress/perform. indicators: quarterly; GEF tracking tool: biannually
As appropriate At mid-point of project implementation Within six months of end of project implementation Annually Within two months of the project completion date Within one month of the PIR reporting period, i.e. on or before 31 July Annually, part of semi-annual reports & Project Final Report
18
PART III: CERTIFICATION BY GEF PARTNER AGENCY(IES) A. GEF Agency(ies) certification This request has been prepared in accordance with GEF policies 13 and procedures and meets the GEF criteria for CEO endorsement under GEF-6. Agency Coordinator, Agency Name Kelly West, Senior Program Manager & Global Environment Facility Coordinator Corporate Services Division
Signature
Date (MM/dd/yyyy ) February 12, 2018
Project Person
Contact
Telephone
Email Address
Jochem Zoetelief Senior Programme Officer, Science Division, UNEP
+254 20 762386
jochem.zoetelief@ un.org
13 GEF policies encompass all managed trust funds, namely: GEFTF, LDCF, SCCF and CBIT GEF6 CEO Endorsement /Approval Template-August2016
19
ANNEX A: PROJECT RESULTS FRAMEWORK (either copy and paste here the framework from the Agency document, or provide reference to the page in the project document where the framework could be found). ANNEX A: LOGICAL FRAMEWORK FORMAT FOR UNEP GEF PROJECTS
Targets & Monitoring Milestones
Project Objective
Objective level Indicators*
To strengthen national capacity for environmental information and knowledge management for the implementation, monitoring and reporting of Multilateral Environmental Agreements (MEAs) and relevant Sustainable Development Goals (SDGs) in Botswana
Limited capacity, distribution of Improved capacities roles and for environmental responsibilities information and and data knowledge availability Completeness and management for the hampers effective accuracy of implementation, and inclusive environmental monitoring and environmental data. reporting of MEAs information and and relevant SDGs. knowledge Completeness and management. quality of MEA Botswana meets its Consequently, reports SOER & MEA and implementation, SDG reporting monitoring and Botswana requirements. reporting of MEAs performance on and relevant SDGs environmental Over time Botswana’s is still substandard. indicators performance against environmental Lack of a SOER & indicators will MEA framework improve due to better for reporting MEA implementation. causes irregular reporting.
Project Outcome
Outcome Indicators
Baseline
Baseline
Targets and Monitoring Milestones
Means of Verification
Assumptions
UNEP MTS reference
MEA reports SOER Environmental policies, programmes and plans Indicator performance
An agreed sustainability strategy (Output 2.5) for continued implementation of SOER, MEAs and the environmental dimension of SDGs is in place by the end of the project
Sub programme 7: Environment Under Review
Sustainability strategy
Means of Verification
Assumptions
MTS Expected Accomplishment
Outcome 1.0 A system for the management of environmental information and knowledge is fully operational for use in decision-making, assessment, planning and reporting
Outcome 2.0 Enhanced capacities to develop and implement policies, plans and programmes (PPPs) integrating MEAs and related SDGs
SOER report compiled by the established Coordination Unit by end of project. EIS with complete and updated data entry is operational.
Environmental information is incomplete and scattered. Data flow is limited and unregulated.
% of required MEA reports submitted.
% of SEA reports following standardized guidelines. % of decision made within the MEA Collaboration Committee have taken major groups’ contribution into account. % of new PPPs
Plans and programmes are developed but not implemented and do not often have an integrated approach.
The established system, including the list of priority indicators, and the Coordination Unit enable users to produce better MEA, SDG and SOE reports and to identify and close data gaps. 100% of required MEA reports submitted. (Stocktaking activities will be concluded by the end of year 1. By mid point the Coordination Unit will be established, indicators identified and training on data collection will have started.) 100% of SEAs follow standardized guidelines. 100% of decisions made in the committee are inclusive of major groups’ voices.
Existing environmental policy lacks 90% of new PPPs enforcement due to integrate MEAs and limited capacity. SDGs. There is little awareness on SEA
SOER EIS and indicator based monitoring system MEA reports
Available reports (with lessons learnt and recommendations) and plans are revisited to avoid duplication and for action oriented planning of Outcome 1.
SDG reporting
SEA reports Community Survey Committee’s outputs PPPs Best practice reports, potential responses
Key ministries collaborate and participate in the MEA committee. Representatives of major groups receive membership. Government will support the development of SEAs. DEA wants the National Environmental Education Strategy
SP7 EA(a): Governments and other stakeholders use quality open environmental data, analyses and participatory processes that strengthen the science-policy interface to generate evidence-based environmental assessments, identify emerging issues and foster policy action
that integrate MEAs and SDGs.
Project Outputs Output 1.1 A comprehensive analysis conducted of Botswana's current environmental information systems and data flows Output 1.2 Mechanism for streamlining data collection and sharing established among line ministries and agencies, in line with shared environmental information systems principles Output 1.3 Definition of nationally appropriate environmental indicators based on
Output Indicators
and no standazied guidelines within the Competent Authority and among environmental practitioners, hence the lack of integration of MEAs and SDGs at PPP level. (Re Act. 2.3.4 establishing baselines). Baseline
Analysis report developed.
An overview of what is available and what is Action Plan based missing does not on analysis exist. developed. A Coordination Unit established in MENT that retrieves and shares info and compiles SOER. Protocol on data sharing signed by key ministries. List of national environmental indicators defined.
Data collection and sharing is not streamlined. There is no coordination mechanism in place.
and Action Plan (NEESAP) to be implemented.
Targets & Monitoring Milestones Comprehensive analysis and practical action plan developed (before end of year 1).
Means of Verification
Analysis report Action Plan
Coordination Unit established.
SOE reporting stopped in 2007.
Protocol on data sharing signed by key ministries. (Both targets to be achieved by end of year 1).
Only a few biodiversity indicators are currently available for MEA
Complete list of actionable/ prioritised/ gendersensitive national environmental
ToR of Unit and established positions Signed Protocol
Approved list of environmental indicators
Assumptions
All stakeholders support the review process.
There is commitment and willingness amongst ministries and agencies to share information. MENT wants to continue the SOER. Review of existing and missing indicators will result in a manageable and realistic set of crucial
PoW Output Reference Number 716. National and regional reporting systems based on shared environmental information system principles generating open access to information
MEAs, SDGs and other sources for use in different reporting and assessment processes.
Where possible, indicators are gender-sensitive.
Output 1.4 Training sessions on data collection and management methodologies, including use of the Environment Live knowledge platform Output 1.5 Streamlined indicatorbased monitoring and reporting system established (to MEAs, indicators for the environmental dimension of SDGs and other relevant mechanisms, including by use of the Indicator Reporting Information System (IRIS)
% of male/ female Staff has some staff engaged in experience with data colection and indicator but not management sufficient for trained. appropriate collection and info management.
Output 2.1 Guidelines on national Strategic Environmental Assessment (SEA) produced and applied
Output 2.2 National
Indicator based monitoring and reporting system in place.
reporting.
Botswana had an EIS funded by UNDP but it is dysfunctional.
indicators approved.
95% of relevant male/ female staff trained. (Female participation is consciously promoted.)
A streamlined system in place and used.
indicators for MEA and SDG reporting.
Inventory of staff trained Training material and agenda
EIS and indicator-based monitoring and reporting system established (e.g. IRIS)
MEA Focal Points, ministerial staff and major groups have a strong interest in enhancing their data collection and management skills.
MENT and UNDP redevelop the existing EIS or will look for alternatives.
95% of relevant staff trained on system
SEA Guidelines developed.
# of MEA
There is little awareness on SEA within the Competent Authority and among environmental practitioners and no national guidelines, hence the lack of integration of MEAs and SDGs at PPP level. There have been
SEA guidelines SEA guidelines adopted. (By end of year 1)
1 Committee in place
Training participant list
Trainers are available at the regional level.
End of training exam
DEA and practitioners have strong interest in receiving SEA training.
Membership
NGOs, CBOs,
collaboration mechanism (Committee) established for the effective implementation of obligations under Rio Conventions, other relevant MEAs and related SDGs Output 2.3 Pilot project with community organization/s to demonstrate the application of an integrated approach to environmental information management. Output 2.4 Environmental education for sustainable development and awareness raising activities conducted Output 2.5 Sustainability strategy developed for continued implementation of MEAs and the environmental dimension of SDGs
implementation mechanism (Committee) that includes major groups, including women representatives is in place.
# of demonstration pilot projects implemented.
# of environmental awareness activities implemented.
proposals for an inter-ministerial Committee to coordinate MEAs in the past but it has to be revived and its structure and ToR (re-) developed. There are currently no projects implemented that could demonstrate the application of an integrated approach.
list, ToR and working.
1 pilot project (At mid point implementation will have started)
Four awareness There is little activities (two awareness among conducted at mid non-state actors on point) Nagoya Protocol.
Schedule of meetings and minutes of the committee
Project documents Lessons learnt/ best practice report
Awareness activity material Survey
. There is no sustainability Sustainability strategy in place to Sustainability strategy strategy document ensure the document developed. developed. continued implementation of MEAs.
Adopted Sustainability strategy
* Indicators will provide data that is divided by gender (and age or ethnic group, where necessary).
business community and local communities want to be consulted and be part of the decision-making process.
Pilots will be used to demonstrate an integrated approach that can be replicated or scaled up.
The National Environmental Education Strategy and Action Plan (NEESAP) lists awareness raising activities that still need to be implemented. Botswana Government and donors will make budgetary provision for the time after the project.
ANNEX B: RESPONSES TO PROJECT REVIEWS (from GEF Secretariat and GEF Agencies, and Responses to Comments from Council at work program inclusion and the Convention Secretariat and STAP at PIF). Annex B attached below
ANNEX C: STATUS OF IMPLEMENTATION OF PROJECT PREPARATION ACTIVITIES AND THE USE OF FUNDS14 A. Provide detailed funding amount of the PPG activities financing status in the table below: PPG Grant Approved at PIF: USD 50,000 GETF Amount (USD) Project Preparation Activities Implemented
Budgeted Amount in USD
Amount Spent To date - USD
International Consultant
15,000
National project preparations (transfer to Executing Agency)
20,000
Project preparation workshop and follow-up travel (A one week project development workshop (facilitated by UNEP experts and the International Consultant) was held in the UNEP global Headquarters office at Nairobi (6 – 10 November 2017) in which two representatives from the Execution Agency participated)
15,000
13,000
2,000
-
-
-
50,000
28,000
22,000
Total
15,000 Pending financial statement from the EA
Amount Committed USD 0 20,000
14 If at CEO Endorsement, the PPG activities have not been completed and there is a balance of unspent fund, Agencies can continue to undertake the activities up to one year of project start. No later than one year from start of project implementation, Agencies should report this table to the GEF Secretariat on the completion of PPG activities and the amount spent for the activities. Agencies should also report closing of PPG to Trustee in its Quarterly Report.