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Capacity Building and Training Needs in NAPA Project Design, Formulation and Implementation

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Process government signature of project document ... review(TPR) meetings and ensuring that decisions are taken on important issues ... – PowerPoint PPT presentation

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Title: Capacity Building and Training Needs in NAPA Project Design, Formulation and Implementation


1
Capacity Building and Training Needs in
NAPAProject Design, Formulation and
Implementation
  • Least Developed Countries Expert Group
    stocktaking meeting on
  • NAPA preparation and implementation
  • Bangkok, Thailand
  • 3-5 September 2007
  • Benjamin S. Karmorh, Jr

2
Outline
  • Rationale of NAPA
  • Assessing Capacity building and Training Needs
  • Design and Formulation of NAPA Projects
  • The Role of GEF and IAs in the design and
    formulation Process
  • Implementation Strategies
  • Conclusion

3
Rationale of NAPA
  • To feedback build awareness about climate risks,
    solicit on urgent and immediate needs, and
    synthesize a wide range of information

4
Assessing Capacity Building and Training Needs
  • The following needs are common to LDCs and SIDS
  • Inadequate human resources
  • Inadequate funding sources
  • Poor institutional framework for NAPA
    preparation(integration into national planning
    and key)
  • Lack of monitoring and evaluation of
    Vulnerability
  • Limited access to data and information(from
    existing national, regional and global sources)
  • Project Profile Development and Proposal Writing

5
Assessing Capacity Building and Training Needs
(Contd)
  • Learning from others best practices, data,
    solutions, lessons, etc examples on
    mainstreaming, implementation strategies
  • Education, training and public awareness raising
    on climate change
  • Lack of basic knowledge of Vulnerability
    Assessment Methodological Tools(GIS, GPS, etc.)
    and Procedures(PRA, EIA etc.)
  • Low level of participation in international
    negotiations
  • Documentation of Integrating indigenous knowledge
    in dealing with past and present vulnerabilities
    to climate extremes and other stresses
  • Low level of research and systematic observation

6
Design and Formulation of NAPA Projects
  • Use of the Annotated Guideline for the
    Preparation of NAPA is essential
  • Country Driven Approach
  • Employ Multi-Sectoral Considerations
  • National level Stakeholder participation and
    consultation
  • NAPA Projects should be placed into the broader
    national sustainable development framework and
    goals, eg. PRSP, MDGs, etc.

7
The Role of GEF and IAs in the design and
formulation Process
  • I. Global Environment Facility(GEF)
  • Operating entity of the financial mechanism
  • TASK
  • To Provide financial resources to developing
    country parties, in particular the LDCs and SIDS
  • ACTIVITIES
  • Strengthening, in particularly vulnerable
    countries and regions in Stage I II(NAPA
    Preparation and Implementation)
  • Establish pilot/demonstration project that will
    serve as basis to show how adaptation planning
    and assessment can be translated into projects of
    real benefits
  • Support the continuation of the country-team
    approach, which enhances the collection,
    management, archiving, analysis, interpretation
    and dissemination of climate change data

8
  • II. Implementing Agencies
  • United Nations Environment Programme(UNEP),
    United Development Programme(UNDP),World Bank

9
  • Role of IAs
  • (a) Development
  • Review, appraise and provide guidance on the
    concept/project idea
  • Defennd concept/project idea eligibility as
    needed
  • Support project formulation
  • Support co-financing negotiations
  • Defend proposal as needed
  • Participates in policy negotiations as needed
  • Support project Document formulation
  • Facilitates and participates in project document
    appraisal
  • Prepare response to GEF Council comments for
    project document endorsement by GEF CEO

10
  • (b) Preparation
  • Process UNDP,UNEP, World Bank signature of
    project document
  • Process government signature of project document
  • Process executing agent signature of project
    document as relevant
  • Finalize agreement with HQs on project support
    services(tasks and reimbursement)

11
  • (c) Implementation
  • Management oversight
  • Project launching
  • Steering committee meetings
  • Monitoring the implementation of the workplan and
    timetable
  • Field visits ensure visit to the project site
    atleast once a year prepare and circulates
    reports no later than two weeks after visit
    completion
  • Problem identification and troubleshooting
  • Project document revision
  • Review, editing and response to reports
  • Technical back stopping as needed
  • Policy negotiations
  • Operational completion activities in agreement
    with GEF RCU determining whether the project is
    operationally completed and advising all
    interested parties accordingly

12
  • Financial Management and Accountability
  • Financial Management(verifying expenditures,
    advancing funds, issuing combined delivery,
    ensuring no over expenditure of budget
  • Ensuring annual audit
  • Timely issuance of the Intitial Annual Work
    Plan(AWP) and subsequent budget revisions

13
  • Evaluation
  • Ensure preparation and completion of Annual
    Project Reports(APRs) by the due date, two weeks
    before the tripartite review(TPR)
  • Organize and attend tripartite review(TPR)
    meetings and ensuring that decisions are taken on
    important issues
  • Ensure preparation and completion of the GEF
    Project Implementation Review(PIR) reports by the
    due date
  • Arrange evaluations(mid term, final, post-final,
    independent etc), hiring personnel, planning
    mission) as agreed upon with the GEF RCU and
    ensuring that GEF specific requirements with
    regard to Monitoring and Evaluation are met in
    accordance with the IAs GEF Programming Manual

14
Implementation Strategies
  • Identify specific needs, options and priorities
    on a country-driven basis
  • Utilize services of regional centres that can
    support activities at the national, sub-regional
    and regional levels
  • Strengthen coordinating mechanisms through focal
    points and national coordinating entities
  • Facilitate the dissemination and sharing of
    information
  • Develop and enhance technical capabilities and
    skills so as to integrate V A assessments into
    sustainable development programme and develop
    national adaptation programme of action
  • Enhance public awareness
  • Invite the will of bilateral, multilateral and
    national level potential groups/firms for
    matching funds(Co-financing)

15
Conclusion
  • Capacity building is a continuous process that
    takes into consideration national circumstances.
    The NAPA Projects implementation will depend on
    the level of response to changing capacity needs
    at all levels.
  • Key to this issue is an adaptive participatory
    process, whereas, the planning and implementation
    involve people at all levels of the community so
    as to ensure sustainable development.

16
  • THANK YOU
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