Download Appendix 5 Preparing Component Programmes 2013-16

Preparing Component
Programmes
January 2011
INTERNATIONAL UNION FOR CONSERVATION OF NATURE
Global and Component Programmes
• The Global Programme is the framework of Core and Thematic
Priority Areas and the associated Global Results:
– Each Component Programme – covering Global Thematic
Programmes, Commissions and Regions – prepares their own
programme as a contribution to the Global Programme;
– Most Commission plan with their Global Thematic Programme
counterpart (e.g. Species Survival Commission and the Species
Programme submit a joint programme);
– Collaboration between components is highly desirable, particularly in
the case of CEL and CEESP, who can make valuable inputs into other
component programmes due to their specialized expertise.
2
Development of the IUCN Programme 2013-16
3
Generic guidelines for preparing a component
programme plan
• Each component of IUCN prepares a component programme plan,
following the same basic rules:
– The document must contain a clear situation analysis (diagnosis)
and justification for the results which are proposed;
– The proposed results must align with the Global Programme Areas
and Results;
– The results must actually be results-based, indicating a clear
change in policy, governance or behaviour in an intended audience
(policy platform, government, person or organization);
– Proposed results which are a means to achieving a result in
another component must be clearly linked;
– The results must specify targets and indicators of success.
4
Generic steps for preparing a generic Programme
Plan 2013-16
5
6
IUCN’s Value Proposition
Derived from our unique structure
and characteristics
 Credible, trusted knowledge
 Partnerships for action
 Global to local / Local to global reach
 Standards and practices
7
Situation Analysis/ justification
• A situation analysis is a systematic approach to preparing a diagnosis
that will help determine what issues are most important for the region to
focus upon:
– Based on secondary sources: published reports and/or data sets;
– Should contain an analysis of the major state, condition and trends of
human and ecosystem wellbeing, covering:
 Major biomes, status of resources, pressures and responses;
 Human wellbeing issues such as demographic change, wealth/poverty, economy,
etc., particularly as pressures on the environment
– Should map out important policy processes (directly linked, supportive, :




Global policy processes and influence on the region;
Regional or transboundary policy processes;
National policy processes (dialogues, legislation, regulatory mechanisms);
Sub-national policy processes
– Should map out key stakeholders (often linked to the policy processes)
8
Situation analysis for CEESP
• A traditional situation analysis may not meet CEESP’s needs for
sorting out the priorities.
• Key questions for CEESP:
– What are the main areas (up to five to seven) in which CEESP
proposes to work? – what is the situation in these areas? Key actors?
Key policy processes? Where is attention most urgently needed?
What are the potential entry points for IUCN?
– What do other components of IUCN need from CEESP? (e.g.
GPAP/WCPA needs solutions for working with local communities and
indigenous peoples in and around protected areas);
9
Identifying and filtering a long list of priority issues
• From the situation analysis, a long list of possible issues to be
addressed can be developed, organized by:
– The five IUCN Programme Areas: conserving biodiversity, climate
change, energy, livelihoods and green economy;
– The countries of the region and the regional level;
– The existing thematic programmes of ROWA: water, biodiversity
conservation and marine.
• The long list should then be filtered by:
–
–
–
–
The value proposition;
Contribution to biodiversity conservation/ ecosystem resilience
IUCN’s general policy
Suitability in terms of IUCN’s capacity, ability to attract funding, track
record in delivering successful results, timeliness
• To arrive a short list of issues that can form the basis for a set of
results
10
Role of IUCN General Policy
• Each World Conservation Congress considers proposed motions
(150+ in Barcelona) which can become Resolutions if agreed by
the Membership;
• Implications for ROWA:
– Resolutions which call upon IUCN to do something in the region;
– Resolutions which call upon IUCN to do something on a certain topic
that is pertinent in the region
11
Identifying results and targets
• Results identify the four year policy, governance or behavioural
change IUCN intends to influence;
• Should identify no more than 20 for a regional office with a
significant funding base.
• Results and targets, an example:
• National climate change action plans in the region identify
ecosystem based adaptation as a key element of the strategy, in:
– Lebanon’s National Climate Change Strategy (target);
– Syria’s new legislation on climate adaptation; and
– Jordan’s Action Plan on Climate Change.
• The target is more specific than the result, showing where and
what will be influenced (this is new for 2013-16)
12
Identifying means to achieve ends
• The means or sub-results shows how the result will be achieved.
• In IUCN’s case, this is a combination of different aspects of the
value proposition and other strategies commonly used:
– Trusted knowledge, but also what kind of knowledge, packaged in
what way?
– Convening and partnerships: who can IUCN bring together,
particularly those who would not normally convene?
– Global to local to global reach: how can IUCN leverage its reach, its
experience outside of this region, to bring to bear on the issue?
– Standards and practices: deployment of tied and tested tools and
approaches
• Also
– Empowerment and capacity building
13
Indicators of success
• A well formed result will immediately suggest an indicator
• Indicators should be:
–
–
–
–
–
S - specific
M - measurable
A – achievable and appropriate
R – realistic and reliable
T – time-bound
• IUCN often focuses results on policy changes, so it is important to
identify indicators that capture:
– The qualitative change in the policy that IUCN wants – e.g. Does it
refer to IUCN positions or advice regarding biodiversity conservation?
14
More on indicators
• Even with policy influence, important to establish scope of the
change:
– The achieved change in the protected areas legislation, now brings
26,000 ha of protected areas under a management effectiveness
regime (indicator: extent of protected areas in ha covered by the
policy change);
– The establishment of two new protected areas, provides protection for
6 Red listed reptiles and 15 red listed plants (indicator: number of red
listed species provided protection in the newly established protected
areas)
• A big one for IUCN:
– Extent of protected areas managed under the IUCN management
effectiveness guidelines
 Answer: 175 million to 225 million ha under GEF 5
15
Leveraging the network for thematic work
• You are not alone!
– Protected areas: Global Programme on Protected Areas, World Commission
on Protected Areas, PACO Protected Areas, Core Programme Area Network
Coordinator
– Water: Water Programme, WANI team
– Marine: Global Marine Programme
– Species and biodiversity conservation: Species Programme, Species Survival
Commission, Core Programme Area Network Coordinator
– Climate Change: Climate Change Network Coordinator, Ecosystem
Management Programme, Climate Change and Development project in Africa
16
Timelines and deliverables
• Ideal situation:
– Consultation with multiple component programmes based on the
situation analysis – April to September
– Participation in multiple Regional Conservation Forums – April to
September
– First draft of CEESP programme developed early (May) based on an
internal situation analysis and discussions
– Revised by end of September (or by global deadline for all component
programme submissions);
17