UNDP Project Document National Biodiversity Planning to Support ...

PRODOC PIMS Fiji 2nd Generation BD EA 1

UNDP Project DocumentNational Biodiversity Planning to Support the implementation of the

CBD 2011-2020 Strategic Plan in Fiji

Government of FijiExecuting Agency: Department of Environment, Ministry of Local Government, Urban Development,

Housing & Environment

United Nations Development Programme - UNDPGlobal Environment Facility – GEF

UNDAF Outcome (s): UNDAF Outcome 4: The mainstreaming of environmental sustainability andsustainable energy into regional and national policies, planning frameworks and programmes; and Pacificcommunities sustainably using their environment, natural resources and cultural heritage (2008-2012)Expected CP Outcome (s): Environmental sustainability and sustainable energy are mainstreamedinto regional and national policies, planning frameworks and programmes.Expected CPAP Output (s): Strengthened national capacity improves access to and management ofmultilateral environmental agreements and reporting requirements.Executing Entity/ Implementing Partner: Department of Environment, Ministry of Local Government,Urban Development, Housing & EnvironmentImplementing Entity/ Responsible Partner: UNDP

Brief description: This project is part of the second generation of Biodiversity Enabling Activities (BD EA) under the GEF.Fiji has been Party to the Convention on Biological Diversity (CBD) since 25 February 1993. The project addresses thecountry’s need to continue to fulfill its obligations under the CBD, with particular focus on the Convention’s Article 6 and theCBD COP Decision X/2. Above all, the project is a significant contribution to Fiji’s efforts towards implementing the CBDStrategic Plan 2011-2020 at the national level. The project builds on the current status and achievements of Fiji with respect tobiodiversity planning and reporting. It aims to integrate Fiji’s obligations under the CBD into its national development andsectoral planning frameworks through a renewed and participative ‘biodiversity planning’ and strategizing process. Thisprocess is expected to produce measurable targets for biodiversity conservation and sustainable use. It will equally ensure thatthe value of ecosystems’ goods and services for men and women, and specific population groups, is taken into considerationin the process, as well as the challenges and opportunities for ecosystem-based adaptation and resilience.. The project willachieve its objective through the implementation of three components, whose activities are thoroughly described in the GEFapproved proposal for BD EA. They are: (1) A participatory and inclusive stocktaking exercise on biodiversity planning takesplace and national biodiversity targets are developed in response to the global Aichi Targets; (2) The NBSAP isrevised/updated and it fully integrates new aspects of the CBD strategic plan, such as mainstreaming and anchoring theimplementation of the plan into national development frameworks, valuing ecosystem services and promoting ecosystem-based adaptation and resilience; and (3) National frameworks for resource mobilization, Convention reporting and exchangemechanisms are strengthened.


Programme Period: 2013 to 2014

Key Result Area (Strategic Plan): Energy andenvironment

Atlas Award ID: 00070676

Atlas Project ID: 00084528

Start date: October 2012

End Date: September 2014

PAC Meeting Date: 26 September 2012

Management Arrangements: National Implementation

Total resources required: US$ 440,000

Total allocated resources:

GEF: US$ 220,000

In-kind contribution:

National government: US$ 220,000


Table of Contents

Overview of Approved Proposal........................................................................................................................ 4

SECTION I: Elaboration of the Narrative .......................................................................................................6PART I: Situation Analysis ........................................................................................................................... 6

Point of Departure ................................................................................................................................ 6Stakeholder Analysis and Engagement ................................................................................................ 7

PART II: Strategy ..........................................................................................................................................8Project Goal, Objective, Outcomes and Outputs/activities .................................................................. 8Project Risks......................................................................................................................................... 9

PART III: Management Arrangements .......................................................................................................9PART IV: Monitoring and Evaluation Plan and Budget .........................................................................12

Monitoring and reporting ................................................................................................................... 121.1 Monitoring responsibilities and Events........................................ Error! Bookmark not defined.1.2 Project Monitoring Reporting ...................................................... Error! Bookmark not defined.Communications and visibility requirements..................................................................................... 13

PART V: Legal Context............................................................................................................................... 14

SECTION II: Project Results Framework and GEF Increment..................................................................15PART I: Indicator Framework and Project Outputs ...............................................................................15

SECTION III: Total Budget and Workplan ..................................................................................................19

SECTION IV: ADDITIONAL INFORMATION .......................................................................................... 21PART I: Other agreements ......................................................................................................................... 21

Co-financing Letters........................................................................................................................... 21PART II: Terms of References for key project staff .................................................................................22

Project Manager ................................................................................................................................. 23NBSAP principal technical advisor.................................................................................................... 24

Project Annexes.................................................................................................................................................28Annex 1. Approved GEF proposal for BD EA (Headings Overview on page 5).....................................28Annex 2. GEF CEO Approval Letter .........................................................................................................61


Overview of Approved Proposal

Sdt EA Proposal: Headings Overview (Blue Template)

PART I: PROJECT IDENTIFIERSA. EA FRAMEWORK

B. CO-FINANCING FOR THE EA BY SOURCE AND BY NAME

C. GRANT RESOURCES REQUESTED BY AGENCY, FOCAL AREA AND COUNTRY

D. EA MANAGEMENT COST

PART II: ENABLING ACTIVITY JUSTIFICATIONA. ENABLING ACTIVITY BACKGROUND AND CONTEXT

B. ENABLING ACTIVITY GOALS AND OBJECTIVES

C. DESCRIBE THE EA AND INSTITUTIONAL FRAMEWORK FOR PROJECT IMPLEMENTATION

D. DESCRIBE, IF POSSIBLE, THE EXPECTED COST-EFFECTIVENESS OF THE PROJECT

E. DESCRIBE THE BUDGETED M&E PLAN

F. EXPLAIN THE DEVIATIONS FROM TYPICAL COST RANGES (WHERE APPLICABLE):

PART III: APPROVAL/ENDORSEMENT BY GEF OPERATIONAL FOCAL POINT(S) AND GEF AGENCY(IES)A. RECORD OF ENDORSEMENT OF GEF OPERATIONAL FOCAL POINT(S) ON BEHALF OF THE GOVERNMENT(S):B. CONVENTION PARTICIPATION

C. GEF AGENCY(IES) CERTIFICATION

Annex A: CONSULTANTS TO BE HIRED FOR THE ENABLING ACTIVITY

Annex B: OPERATIONAL GUIDANCE TO FOCAL AREA ENABLING ACTIVITIES

-- Refer to Annex 1 for the approved proposal --


Acronyms

APR/PIR Annual Project Review / Project Implementation ReportBD EA Biodiversity Enabling ActivitiesCBD Convention on Biological DiversityCDR Combined Delivery ReportCHM Clearing House MechanismCO Country Office (UNDP)COP Conference of the PartiesGEF Global Environment Facility

NBSAP National Biodiversity Strategy and Action PlanPoWPA CBD’s Programme of Work on Protected AreasQOR Quarterly Operational ReportsTBW Total Budget and WorkplanTEEB The Economics of Ecosystems and BiodiversityUNDP United Nations Development Programme


SECTION I: Elaboration of the Narrative

PART I: Situation Analysis

POINT OF DEPARTURE

1. This Project Document (PRODOC) serves to operationalize at the level of UNDP andgovernment, the proposal for Biodiversity Enabling Activities approved by the GEF on 21 Aug2012. This proposal is appended to the PRODOC in Annex 1 and the GEF CEO Letter ofApproval is in Annex 2.

2. The project builds on the current status and achievements of Fiji with respect to itsobligations vis-à-vis the Convention on Biological Diversity (CBD), in particular the country’sbiodiversity planning and Convention reporting processes, and its commitment to implement, atthe national level, the CBD’s Strategic Plan for the period 2011-2020. These processes andachievements are summarised in a matrix in Annex 1, under the heading ‘Enabling ActivityBackground and Context’.

3. In particular, the NBSAP for Fiji was completed in 1999. This version of the NBSAPdoes not include a number of elements of the CBD Strategic Plan’s Aichi Targets and newerCOP guidance. The new CBD Strategic Plan, adopted at CoP-10 in 2010 in Nagoya, clearlyaddresses the need for updating NBSAPs, stating in Target 17 that “By 2015, each Party hasdeveloped, adopted as a policy instrument, and has commenced implementing an effective,participatory and updated national biodiversity strategy and action plan.” The strategic plan alsocovers a range of issues that will need to be incorporated into the revised NBSAPs, includingguidance to countries to: a) fully realise the value of biodiversity and ecosystem services, andincorporate these values into national and local development and poverty reduction strategies(Targets 1 and 2); b) increase the global terrestrial protected area estate from 12% to 17% andthe marine estate from 6% to 10% (Target 11); c) restore and safeguard key ecosystem services,especially for water, health and livelihoods (Target 14); and d) strengthen ecosystem resilience toclimate change and promote ecosystem-based approaches to climate change adaptation andmitigation (Target 15).

4. The achievements and shortcomings of previsous biodiversity planning processes in Fijiare described in the GEF proposal (Annex 1), under heading ‘The Baseline Project: TheCurrent NBSAP and the new CBD Strategic Plan’.

5. Together, all of the above elements constitute the ‘Point of Departure’ and generalcontext for the current Biodiversity Enabling Activities project of Fiji.


STAKEHOLDER ANALYSIS AND ENGAGEMENT

6. There is an extensive body of guidance explaining how those responsible for biodiversityplanning can approach the task of identifying stakeholders. In its guidance to Parties on theorganization of NBSAPs and preparation of national reports, the COP has repeatedly stressedthat, if the necessary transition from biodiversity planning to biodiversity implementation is to bemade, then everyone with a stake in the outcome of the NBSAP needs to be engaged.

7. The stakeholder engagement process in Fiji will start with the CBD national focal points,the NBSAP responsible authority the Department of Environment; and thereafter it will expandto include a much broader range of national actors. Developing and implementing Fiji’s NBSAPwill be a widely inclusive and participatory process.

8. A NBSAP Steering Committee that comprises chairs and vice chairs of the 7 differentthematic groups of NBSAP and some other key stakeholders forming part of the workinggroupwill be proposed for accompanying the process of developing national targets, updating theNBSAP and preparing the national reports. The thematic groups include Coastal Development.Inshore Fisheries, Inland Waters. Invasive Alien Species, Forest conversion, Speciesconservation and Protected Areas. As far as possible, the steering committee will includerepresentatives of all sectors. Below is an overview of the potential role of different stakeholdersand the rationale for their involvement in the project. Additional stakeholders will be involved asfelt necessary by the government.

Table 1. Stakeholder MatrixSector Agency/department Potential role in the project and rationale for involvement

Biodiversityconservation

NationalEnvironmentProtection Agency

Lead government agency for national environmental and conservationpolicy. This will be the lead agency for the execution for this project,in its role as the National Focal Point for the United NationsConvention on Biological Diversity and Global EnvironmentalFacility (GEF).

SustainableAgriculture,Fisheries andForests

Ministry of PrimaryIndustries

National Policy and administrative arm of the Government that housesmany agricultural projects and provides coordination role for manynational programs.

As they are lead national agency for Forest Conservation, InshoreFisheries and Species Conservation their role is critical forbiodiversity conservation. Therefore for this project they will be keyimplementers as partners under NBSAP. In addition, they will also bekey contributors on issues of Agrobiodiversity and wild relatives ofagricultural crops.

Climate Change Ministry of ForeignAffairs

They are the National Adaptation and Mitigation focal Point, and theyare also the Government focal point for climate change negotiationsand coordinate National climate Change programs.Under the NBSAP, Climate Change adaptation is well addressed inCoastal Development, Forest Conversion etc. They will be key inensuring coherence and linkages between NBSAP and NationalClimate Change Policy.

Protected Area National Trust ofFiji

The Trust is responsible for protected areas in Fiji and currently playsthe role of the secretariat for the national Protected Area Committee.


Sector Agency/department Potential role in the project and rationale for involvementThey will chair the Protected Area thematic area under the NBSAP toensure that protected areas related work is strongly incorporated intothe NBSAP.

NonGovernmentOrganization

WWFWWF currently chairs the NBSAP Thematic Area under SpeciesConservation. It will work closely with other stakeholders who areworking on species conservation to stock take existing work andlessons learnt so that new NBSAP fully builds on past work.

Women’sOrganizations

SoqosoqoVakamarama and ITaueki Board

Will support and ensure gender analysis of the issues throughparticipation in biodiversity working groups, and help strengthengender aspects in the NBSAP – on the involvement of women in andtheir equitable access to benefits

NationalFinance andBudgeting

Ministry of Finance Government Financial Institution which will ensure proceduraladherence, proper procurement, planning, and proper utilization offunds under government rules and procedures. Plays a role of financialover-sight for government

StrategicPlanning

Ministry of StrategicPlanning, NationalDevelopment andStatistics

As the project will be based within a government agency, it ismandatory that any projects and activities are continuously workingtogether with national planning unit to see that all activities arelinked/aligned to national priorities and development plans includingMillennium Development Goals. As such, Strategic Planning officewill provide the project planning, strategizing skills and also properutilization of resources as per government policies and priorities inline with the annual work plan for the project.

PART II: Strategy

PROJECT GOAL, OBJECTIVE, OUTCOMES AND OUTPUTS/ACTIVITIES

9. The project’s goal is to enable Fiji to integrate its CBD obligations into nationalplanning processes, in light of the CBD’s Strategic Plan 2011-2020.

10. The project objective is to integrate [Country’s] obligations under the Convention onBiological Diversity (CBD) into its national development and sectoral planning frameworksthrough a renewed, gender-sensitive and participatory ‘biodiversity planning’ and strategizingprocess, in a manner that is in line with the global guidance contained in the CBD’s StrategicPlan for 2011-2020.

11. In order to achieve the above objective, three ‘outcomes’ (corresponding to GEFcomponents) are expected from the project:

Outcome 1 – A participative stocktaking exercise on biodiversity planning takes placeand national biodiversity targets are developed in response to the global Aichi Targets

Outcome 2 – The NBSAP is revised/updated and it fully integrates new aspects of theCBD strategic plan, such as mainstreaming and anchoring the implementation of the planinto national development frameworks, valuing ecosystem services and promotingecosystem-based adaptation and resilience


Outcome 3 – National frameworks for resource mobilization, Convention reporting andexchange mechanisms are established and strengthened

12. The Outcomes of the project, as well as the expected outputs and activities under those,are thoroughly described in the GEF proposal in Annex 1.

PROJECT RISKS

Table 2. Project Risks Assessment and Mitigation Measures

IDENTIFIED RISKSRISK

ASSESSMENT

MITIGATION MEASURES

Cross sectoral supportmay not b very strongas biodiversity isconsidered a purelyenvironmental agenda,leading to ineffectiveparticipation andcontribution by othersectors to nationalbiodiversity committee

LowThe NBSAP process has been designed to bring in stakeholders from keysectors together to jointly develop targets and actions. The importance ofecosystems for providing services that are relevant to other sectors willalso be strongly advocated. Project will work through existingbiodiversity networks established by Department of Environment

Inadequatemainstreaming ofbiodiversityconservation intonational planning andbudgetary processes

Medium The project will involve the relevant authority and illustrate theimportance of biodiversity for national development. The Department ofEnvironment will use the updated NBSAP as an ongoing advocacydocument with all relevant authorities

Fragmentation of dataand information maydelay the successfuldelivery of thestrategic studies

Medium The CHM will be enhanced in such a way that it is beneficial to allstakeholders and users that provide information. Tools and incentives willbe developed to collaborate and share knowledge and expertise andinformation. The involvement of different sectors in providing reviewsand inputs into the studies will ensure that data sources are quicklyidentified and accessed.

PART III: Management Arrangements

13. The institutional and management arrangements for this project are described in the GEFproposal in Annex 1 under the heading ‘Project Implementation Arrangement’.

14. In the applicable descriptions in Annex 1, a Project Steering Committee (PSC) isproposed to serve as the project’s coordination and decision-making body. The Committee willequally function as the ‘Project Board’, as per guidance in UNDP’s Programme and OperationsPolicies and Procedures (POPP). The following will be the composition of the PSC for theproject:


The Project Steering Committee will be the NBSAP steering Committee. This committeecomprises a smaller working group based on the 7 thematic under the NBSAP ImplementationFramework. The thematic area groups meet once in each quarter for the purpose of reportingand monitoring. The steering committee however meets at least twice per year to review andmonitor the performance of the project. The PSC will include NBSAP stakeholder group,thematic area working group and some key people involved in planning and implementingNBSAP activities. This may include other key government Ministries and departments. Themain aim of the NBSAP steering Committee is to oversee and review the effectiveness andperformance of the project.

15. Until the PSC has met and has deliberated, the following are the proposed TOR for theCommittee (the TOR may be amended by the committee):

Provide policy and strategic oversight and support to the implementation of the project, inparticular to the process of updating the NBSAP, developing the country’s CHM and ofcompleting and submitting national reports to the CBD with full government endorsement.

Advise and ensure stakeholder involvement on matters of biodiversity sectoral anddevelopment mainstreaming, biodiversity valuation and on the nexus biodiversity-climatechange.

Review and approve project’s annual workplans, as well as other project planning andimplementation instruments.

Provide inputs to the projects’ APR/PIR. Support project evaluations, if applicable Deliberate on the TOR and membership for other committees and working groups that are

expected contribute to the implementation of project activities and the achievement of itsoutcomes.

Discuss and make recommendations on any matter involving an alteration in the mandate,terms of reference, membership, or structure of the PSC

Any other relevant task as applicable.

16. Besides the roles and responsibilities of different stakeholders outlined in this PRODOCand in the approved proposal in Annex 1, the following project diagram represents the expectedkey relationships governing the project.


17. Project Board is responsible for making management decisions for a project in particularwhen guidance is required by the Project Manager. The Project Board plays a critical role inproject monitoring and evaluations by quality assuring these processes and products, and usingevaluations for performance improvement, accountability and learning. It ensures that requiredresources are committed and arbitrates on any conflicts within the project or negotiates a solutionto any problems with external bodies. In addition, it approves the appointment andresponsibilities of the Project Manager and any delegation of its Project Assuranceresponsibilities. Based on the approved Annual WorkPlan, the Project Board can also considerand approve the quarterly plans (if applicable) and also approve any essential deviations from theoriginal plans.

18. In order to ensure UNDP’s ultimate accountability for the project results, Project Boarddecisions will be made in accordance to standards that shall ensure management for developmentresults, best value money, fairness, integrity, transparency and effective internationalcompetition. In case consensus cannot be reached within the Board, the final decision shall restwith the UNDP Project Manager.

1) An Executive: individual representing the project ownership to chair the group.2) Senior Supplier: individual or group representing the interests of the parties concerned which

provide funding for specific cost sharing projects and/or technical expertise to the project. TheSenior Supplier’s primary function within the Board is to provide guidance regarding thetechnical feasibility of the project.

Project Manager

Project BoardSenior Beneficiary:Ministry of National

Planning

Executive:

Department of Environment

Senior Supplier:UNDP

Project AssuranceNational Steering

Committee

Project CoordinationUnit

Project Organisation Structure

NBSAP Thematic GroupMainstreaming / “NaturalCapital & Development’’Targets 2, 3, 4, 14, 16 and 20

NBSAP Thematic GroupCHM and 5th NR

editorial WG

NBSAP Thematic Group(s)Protected areas

Target 11


3) Senior Beneficiary: individual or group of individuals representing the interests of those whowill ultimately benefit from the project. The Senior Beneficiary’s primary function within theBoard is to ensure the realization of project results from the perspective of project beneficiaries.

4) The Project Assurance role supports the Project Board Executive by carrying out objective andindependent project oversight and monitoring functions. The Project Manager and ProjectAssurance roles should never be held by the same individual for the same project.

19. Project Manager: The Project Manager (PM) has the authority to run the project on aday-to-day basis on behalf of the Implementing Partner within the constraints laid down by theBoard. The Project Manager’s prime responsibility is to ensure that the project produces theresults specified in the project document, to the required standard of quality and within thespecified constraints of time and cost.

20. Project Support: The Project Support role provides project administration, managementand technical support to the Project Manager as required by the needs of the individual project orProject Manager.

21. Audit: The project audit will be conducted according to UNDP Financial Regulationsand Rules and applicable Audit policies.

22. In order to accord proper acknowledgement to GEF for providing funding, a GEF logoshould appear on all relevant GEF project publications, including among others, projecthardware and vehicles purchased with GEF funds. Any citation on publications regardingprojects funded by GEF should also accord proper acknowledgment to GEF. The UNDP logoshould be more prominent -- and separated from the GEF logo if possible, as UN visibility isimportant for security purposes.

PART IV: Monitoring and Evaluation Plan and Budget

MONITORING AND REPORTING

Within the UNDP Monitoring and Evaluation system:

On a quarterly basis, a quality assessment shall record progress towards the completionof key results, based on quality criteria and methods captured in the Project M & EFramework.

An Issue Log shall be activated in Atlas and updated by the Programme Analyst tofacilitate tracking and resolution of potential problems or requests for change.

A risk log based on the Project Design Document of the CFP shall be activated in Atlasand regularly updated by reviewing the external environment that may affect the projectimplementation.

Based on the above information recorded in Atlas, Quarterly Progress Reports (QPR)shall be submitted by the Programme Analyst to the Project Board through ProjectAssurance, using the standard UNDP report format. The signed QPR for the previousquarter shall be submitted with the Quarterly Work Plan and FACE by each NIM projectto the concerned programme units for the release of quarter advance.


A project Lesson-learned log shall be activated and regularly updated to ensure on-goinglearning and adaptation within the organization, and to facilitate the preparation of theLessons-learned Report at the end of the project

A Monitoring Schedule Plan shall be activated in Atlas and updated to track keymanagement actions/events

Field visits will take place as required

Annual Review Report. An Annual Review Report shall be prepared by the ProjectCoordinator and Programme Analyst and shared with the Project Board. As minimumrequirement, the Annual Review Report shall consist of the Atlas standard format for theQPR covering the whole year with updated information for each above element of theQPR as well as a summary of results achieved against pre-defined annual targets at theoutput level. The M & E Framework and updated Tracking Tool will be annexed to theAnnual Review Report.

Annual Project Review. Based on the above report, an annual project review shall beconducted during the fourth quarter of the year or soon after, to assess the performance ofthe project and appraise the Annual Work Plan (AWP) for the following year. In the lastyear, this review will be a final assessment. This review is driven by the Project Boardand may involve other stakeholders as required. It shall focus on the extent to whichprogress is being made towards outputs, and that these remain aligned to appropriateoutcomes. If necessary, following the Annual Project Review, the Annual Review Reportshould be revised and finalized.

COMMUNICATIONS AND VISIBILITY REQUIREMENTS

23. Full compliance is required with UNDP’s Branding Guidelines. These can be accessed athttp://intra.undp.org/coa/branding.shtml, and specific guidelines on UNDP logo use can beaccessed at: http://intra.undp.org/branding/useOfLogo.html. Amongst other things, theseguidelines describe when and how the UNDP logo needs to be used, as well as how the logos ofdonors to UNDP projects needs to be used. For the avoidance of any doubt, when logo use isrequired, the UNDP logo needs to be used alongside the GEF logo. The GEF logo can beaccessed at: www.thegef.org/gef/GEF_logo. The UNDP logo can be accessed athttp://intra.undp.org/coa/branding.shtml.

24. Full compliance is also required with the GEF’s Communication and VisibilityGuidelines (the “GEF Guidelines”). The GEF Guidelines can be accessed at:www.thegef.org/gef/sites/thegef.org/files/documents/C.40.08_Branding_the_GEF%20final_0.pdf.Amongst other things, the GEF Guidelines describe when and how the GEF logo needs to beused in project publications, vehicles, supplies and other project equipment. The GEFGuidelines also describe other GEF promotional requirements regarding press releases, pressconferences, press visits, visits by Government officials, productions and other promotionalitems.

25. Where other agencies and project partners have provided support through co-financing,their branding policies and requirements should be similarly applied.

http://intra.undp.org/coa/branding.shtml

http://intra.undp.org/branding/useOfLogo.html

www.thegef.org/gef/GEF_logo

http://intra.undp.org/coa/branding.shtml

www.thegef.org/gef/sites/thegef.org/


PART V: Legal Context

26. This document together with the CPAP signed by the Government of Fiji and UNDP on9th June, 2008 which is incorporated by reference constitute together the instrument envisaged inthe Supplemental Provisions to the Project Document, attached hereto.

27. Consistent with the above Supplemental Provisions, the responsibility for the safety andsecurity of the implementing partner and its personnel and property, and of UNDP’s property inthe implementing partner’s custody, rests with the implementing partner.

28. The implementing partner shall:a) put in place an appropriate security plan and maintain the security plan, taking into

account the security situation in the country where the project is being carried;b) assume all risks and liabilities related to the implementing partner’s security, and the

full implementation of the security plan.

29. UNDP reserves the right to verify whether such a plan is in place, and to suggestmodifications to the plan when necessary. Failure to maintain and implement an appropriatesecurity plan as required hereunder shall be deemed a breach of this agreement.

30. The implementing partner agrees to undertake all reasonable efforts to ensure that noneof the UNDP funds received pursuant to the Project Document are used to provide support toindividuals or entities associated with terrorism and that the recipients of any amounts providedby UNDP hereunder do not appear on the list maintained by the Security Council Committeeestablished pursuant to resolution 1267 (1999). The list can be accessed viahttp://www.un.org/Docs/sc/committees/1267/1267ListEng.htm. This provision must be includedin all sub-contracts or sub-agreements entered into under this Project Document.

http://www.un.org/Docs/sc/committees/1267/1267ListEng.htm


SECTION II: Project Results Framework and GEF Increment

PART I: Indicator Framework and Project Outputs

Objective/ Outcome Indicator Baseline End of Project targetSource ofInformation

Risks andassumptions

Objective – To integrate Fiji’sobligations under the Conventionon Biological Diversity (CBD) intoits national development andsectoral planning frameworksthrough a renewed and participatoryand inclusive ‘biodiversityplanning’ and strategizing process,aligning the results of the process tothe global guidance contained in theCBD’s Strategic Plan for 2011-2020.

Number of sectoral planningframeworks that include gender-sensitive and measurable biodiversityconservation and sustainable usetargets

Variable incorporationof biodiversity targetswith moderateincorporation in somesectors to very little inothers

At least the following sectoralplanning frameworks include gender-sensitive and measurable biodiversityconservation and sustainable usetargets from amongst the following:

Agriculture Forestry Tourism, Trade, Travel and

Transport Development planning and

Finance Fisheries Water

Published governmentsectoral policies andplans

Risks:Developmentsectors and othergovernment sectorsconsiderbiodiversityconservation andsustainable use as asectoral issues to beaddressed byMinistry ofEnvironment Only

Assumption: Thevalue of biodiversityconservation andsustainable use canbe communicated ina short time to othersectors

Number of development frameworksthat include inclusion of gender-sensitive and measurable biodiversityconservation and sustainable usetargets

Low integration ofgender-sensitivebiodiversityconservation andsustainable use measuresinto developmentframeworks

At least three of the following includegender-sensitive and measurablebiodiversity conservation andsustainable use targets1. Land-use management, including

spatial and infrastructuraldevelopment planning

2. Development Finance3. Food Security4. Population & urban planning5. Poverty alleviation6. Rural development and livelihoods7. Climate change mainstreaming8. Health provision, including

traditional medicine9. Traditional Ecological Knowledge

Published governmentpolicies and plans

Outcome 1 – A participatory,inclusive and gender-balancedstocktaking exercise on biodiversityplanning takes place and national

Output 1.1 Review and stocktaking of products and results from previous biodiversity planning processes at the national level are carried out inparticipatory and gender-balanced manner

Output 1.2 In response to the global Aichi Targets, national biodiversity targets are developed in a manner that is attuned to (Country’s) reality.

Output 1.3 The achievement of national targets, developed in line with the global Aichi Targets, is duly monitored during the project duration and




biodiversity targets are developedin response to the global AichiTargets

beyond, and this is reported upon to the CBD through national reports and other means.

Output 1.4 In an iterative manner, Fiji taps into useful information on, and participates in, global networks and initiatives on biodiversity data andindicators (such as the Biodiversity Indicators Partnership1, Global Biodiversity Information Facility2 and the World ConservationMonitoring Centre3, the Global Environment Outlook portal4, among other relevant ones).

Effective establishment of a multi-sectoral/multi-stakeholder workinggroup or Committee, includingseveral women’s organizations

No working group/committee isestablished

By end of 2012, a multi-sectoral/multi-stakeholder workinggroup / committee is established and itcompletes the stock-taking exercise.

Project reportsCBD NationalReports

Conflicting viewsand tradeoffsbetween multipleinterests ofstakeholders can beeasilyaccommodated thatwill benefitbiodiversityconservation, in thecontext of rapideconomicdevelopment

Development of a national targets inresponse to the global Aichi Targets

No national targets havebeen developed

By 2012, national targets in responseto the global Aichi Targets aredeveloped.

Project reportsCBD NationalReportsOfficial gazette (e.g.on PA establishment)National State of theEnvironment Report ;Reports from non-governmentalorganizationsimplementingenvironmentalconservation projectsNational Capacity forSelf AssessmentReportCountry nationalreports to secretariatfor UN Conventionsof Biodiversity,CombatingDesertification andClimate Change

Outcome 2 – The NBSAP isrevised/updated and it fullyintegrates new aspects of the CBDstrategic plan, such asmainstreaming and anchoring the

Output 2.1 A National Biodiversity Strategy and Action Plan (NBSAP) for (Country), anchored into national development frameworks, is revised andupdated, in a manner that is participatory, gender-sensitive and widely disseminated and fully integrates new aspects of the CBD strategicplan, such as: (i) mainstreaming; (ii) the valuing of ecosystem goods and services for men, women and specific population groups; and (iii)the incorporation of challenges and opportunities linked to ecosystem-based adaptation and resilience. The following elements are taken inparticular into consideration:

1 www.bipindicators.net2 www.gbif.org3 www.unep-wcmc.org4 geodata.rrcap.unep.org

www.bipindicators.net

www.gbif.org

www.unep-wcmc.org




implementation of the plan intonational development frameworks,valuing ecosystem services with agender-sensitive perspective, andpromoting ecosystem-basedadaptation and resilience

The updated NBSAP Strategy integrates the principles of sustainable development into national development frameworks andreverses the loss of environmental resources (targets of millennium development framework)

The updated NBSAP strategy is inclusive of gender targets and measurable indicators

Output 2.2 The updated and fully endorsed NBSAPs for (Country) is submitted to the CBD preferably within the deadline set by the COP.

Status of NBSAP vis-à-vis the guidance inthe CBD Strategic Plan (2011-2020)

NBSAP is out of dateand does not considernewer guidance

By early 2014, theFiji’s NBSAP is fullyupdated, it is in linewith the guidance inthe CBD StrategicPlan (2011-2020) andhas been submitted tothe CBD COP

CBD Website. New emerging risks suchas climate change will befully internalized in therevision/ updating ofNBSAP

Stakeholders committed tomainstreaming MGDsand genderNational Development Frameworks

inclusive of sex disaggregated data, genderanalysis and indicators of millenniumdevelopment Goal 7

gender equality andMGDs partiallymainstreamed intonational developmentframeworks

Gender –aware andMillenniumdevelopment goalsmainstreamed intonational developmentframeworks

National MDG reports

Endorsement by decision makersdocumenting their approval (e.g. nationalEnvironment Council and cabinet)

Current NBSAP isoutdated needingreview and endorsedby decision makers

Updated NBSAP Planendorsed bygovernment

Minutes of consultationswith national environmentcouncil and cabinetresponses notingapproval

Lack of awarenessamongst decisionmakers and politicalsupport for NBSAPExecuting agency hasgood networks withdecision makingbodies/individuals suchas nationalEnvironmental Counciland PermanentSecretaries

Outcome 3 – National frameworksfor resource mobilisation,Convention reporting and exchangemechanisms are established andstrengthened

Output 3.1 National frameworks for NBSAP implementation is in place and includes: (i) institutional leadership for implementation is established andstrategic partnerships forged (nationally and internationally), including women’s organizations; (ii) a costed and prioritized Action Plan isappended to the NBS; (iii) gender-sensitive needs assessments on capacity, technology and finance are carried out; and (iv) a strategy forresource mobilization for the implementation of the NBSAP is produced and includes a baseline assessment of existing biodiversityfinance.

Output 3.2 An effective, user-friendly and easily updatable country-driven CHM site is developed; it is linked up to the CBD’s global CHM networksand to other information and knowledge exchange network on biodiversity.




Output 3.3. Immediate CBD reporting obligations are met by Fiji in a timely manner: (1) The Second National Report to the Cartagena Protocol by30th September 2011; and (2) The Fifth National Report to the CBD by 31 March 2014.

Status of the national clearinghousemechanisms (CHM)

CHM is not kept up todate and is not linked upto the CBD’s globalCHM networks and toother information andknowledge exchangenetwork.

By 2013, the national CHM iscomplete the kept up-to-date and hasbeen improved in line with AichiTargets

CBD WebsiteCHM national site(s)

CHM will alsoprovide informationthat is relevant tolocal communities

Status of the capacity, technology andfinancial frameworks forimplementing the revised NBSAP

No framework exists By 2014, a complete plan forimplementing the NBSAP, includingcapacity, technology and financeneeds assessment, has been producedand underpins NBSAPimplementation

Project APR/PIRBiodiversity SupportProgramme Website(being revamped)

31. A detailed activity list and a chronogram of activities per output will be finalised / updated upon project inception.


SECTION III: Total Budget and Workplan

Award ID: 00070676 Business Unit: FJI10

Project ID: 00084528 Project Title: National Biodiversity Planning to Support the implementation of the CBD2011-2020 Strategic Plan in Fiji

Award Title: PIMS 4908 BD EA NBSAP Implementing Partner(Executing Agency)

Department of Environment, Ministry of Local Government, UrbanDevelopment, Housing & Environment

GEFComponent(Outcome)

/Atlas Activity

Responsible Party/Implementing Agent

FundID

Donor Name

ERP /ATLASBudgetCode

Altlas Budget DescriptionTOTALAmount(USD)

AmountYear 1(USD)

AmountYear 2(USD)

BudgetNotes

Comp 1.Stocktaking andnational targetsetting

Dept of Environment 62000 GEF-10003 71400 Contractual Services-Individ 24,000 12,000 12,000 iDept of Environment 62000 GEF-10003 72100 Contractual Services-Companies 25,000 20,000 5,000 ii

GEF Subtotal Atlas Activity 1 (Comp 1) 49,000 32,000 17,000 -

TOTAL ACTIVITY 1 (Comp 1) 49,000 32,000 17,000 -

Comp 2.NBSAP update

Dept of Environment 62000 GEF-10003 71400 Contractual Services-Individ 24,000 12,000 12,000 iDept of Environment 62000 GEF-10003 72100 Contractual Services-Companies 22,000 15,000 7,000 iiiDept of Environment 62000 GEF-10003 72100 Contractual Services-Companies 17,000 14,000 3,000 ivDept of Environment 62000 GEF-10003 74200 AudioVisual & Print Prod Costs 2,000 1,000 1,000 vDept of Environment 62000 GEF-10003 74500 Miscellaneous Expenses 2,000 1,000 1,000 vi

GEF Subtotal Atlas Activity 2 (Comp 2) 67,000 43,000 24,000

TOTAL ACTIVITY 2 (Comp 2) 67,000 43,000 24,000Comp 3.Nationalframeworks forNBSAPimplementation,CDB reportingand exchangemechanisms

Dept of Environment 62000 GEF-10003 71400 Contractual Services-Individ 14,000 7,000 7,000 iDept of Environment 62000 GEF-10003 72100 Contractual Services-Companies 20,000 10,000 10,000 viiDept of Environment 62000 GEF-10003 72100 Contractual Services-Companies 12,000 7,000 5,000 viiiDept of Environment 62000 GEF-10003 72100 Contractual Services-Companies 25,000 16,000 9,000 iiiDept of Environment 62000 GEF-10003 74200 AudioVisual & Print Prod Costs 7,000 5,000 2,000 ixDept of Environment 62000 GEF-10003 74100 Professional Services 4,000 2,000 2,000 x

GEF Subtotal Atlas Activity 3 (Comp 3) 82,000 47,000 35,000

TOTAL ACTIVITY 3 (Comp 3) 82,000 47,000 35,000

Project MgtDept of Environment 62000 GEF-10003 71600 Travel 5,000 2,500 2,500 xiDept of Environment 62000 GEF-10003 71400 Contractual Services-Individ 15,000 11,000 4,000 xiiDept of Environment 62000 GEF-10003 72400 Communic & AudioVisualEquip 2,000 1,000 1,000 xiii


GEFComponent(Outcome)

/Atlas Activity

Responsible Party/Implementing Agent

FundID

Donor Name

ERP /ATLASBudgetCode

Altlas Budget DescriptionTOTALAmount(USD)

AmountYear 1(USD)

AmountYear 2(USD)

BudgetNotes

GEF Subtotal Atlas Activity 4 (Proj Mgt) 22,000 14,500 7,500

TOTAL ACTIVITY 4 (Project Management) 22,000 14,500 7,500GRAND TOTAL 220,000 136,500 83,500

BUDGET NOTES

iPrincipal Technical Advisor: to provide technical guidance to NBSAP Action plan and implementation process. Aprox. 90 weeks @ $688.88, spread overComponents 1, 2 and 3. (See Annex A for the TOR).

iiSupport for the preparation of; undertaking and consolidation of information needed for Bioregional level stocktaking and target setting consultations. (Annex E-4)

iii

Under component 2: A study to assess the current status, conservation and sustainable use options (including barriers and opportunities) to meet Aichi Targets 10and 11 related to marine and coastal ecosystems (Annex E-2 for $22K). Under component 3: Development of the costing of NBSAP implementation and designof a financial strategy for the NBSAP. This should include a guidance document on financial instruments and mechanisms and methodologies for cost estimate asan input to sub-national stocktaking and target setting and the costing of the NBSAP. This includes also the development of a resource mobilization strategy forimplementation of the NBSAP. (Annex E-3 for $25K)

ivSupport to design; preparation and undertaking of consultations with regional governments and stakeholders that constitute the bioregions : preparation ofinformation on specific timelines and strategies for each and consolidation of this into building the national strategy that is in line with regional implementationcapacities. Additionally support will be need to complete consultations with sectors at the national level. (Annex E-4)

vCost associated with the preparation of documentations (typesetting, printing and distribution) of materials needed for regional and national stocktaking andtarget setting and national strategy exercises

vi Miscellaneous costs. May include contribution to audit.vii Consultancy for the redesign of the CHM and database that is aligned with Aichi Targets/ new NBSAP (Annex E-1).viii Support for the consultations and analysis for finalization the implementation needs : sub-national capacity needs assessment processes (Annex E-4).ix Cost associated with the preparation and dissemination of the final NBSAP and related documents typesetting, printing and distribution)x Professional translation servicesxi Travel costs associated with project managementxii Part time project managerxiii Communication costs – including telephones and other costs

Final GEF 5 Enabling Activity Template for Agency – 11-23-2010 21

SECTION IV: ADDITIONAL INFORMATION

PART I: Other agreements

GEF OFP ENDORSEMENT LETTER


PART II: Terms of References for key project staff

TOR Background (standard for all posts)The new United Nations Convention on Biological Diversity (CBD) Strategic Plan, adoptedat CoP-10 in 2010 in Nagoya, clearly addresses the need for updating National BiodiversityStrategies and Action Plans (NBSAP), stating in Target 17 that “By 2015, each Party hasdeveloped, adopted as a policy instrument, and has commenced implementing an effective,participatory and updated national biodiversity strategy and action plan”.

The NBSAP or known as National Policy on Biological Diversity in Fiji was completed in1999 and have not been updated since. The existing version of the Fiji’s NBSAP does notinclude inter alia the following elements of the CBD Strategic Plan’s Aichi Targets:

A plan for integrating the value of biodiversity into national and local developmentand poverty reduction strategies and planning processes and are being incorporatedinto national accounting, as appropriate, and reporting systems (Target 2);

A plan for creating positive incentives for the conservation and sustainable use ofbiodiversity are developed and applied in harmony with the CBD taking into accountnational socio-economic conditions. (Target 3).

A plan for developing landscapes that have sustainable production and consumptionand ensure the use of natural resources falls well within the safe ecological limits(Target 4).

A plan for fully implementing the Programme of Work on Protected Areas, includingincreased protection and mindscape/seascape connectivity (Target 11).

A plan for restoring and safeguarding ecosystems that provide essential services,including services related to water, and contribute to health, livelihoods and well-being (Target 14).

A plan for strengthening ecosystem resilience and the contribution of biodiversity tocarbon stocks, including the restoration of at least 15 per cent of degraded ecosystems(Target 15).

A plan for the mobilization of financial resources for effectively implementing theStrategic Plan for Biodiversity 2011 – 2020 from all sources (Target 20).

The GEF has recently approved a Biodiversity Enabling Activities project for Fiji which issupported by UNDP. This project seeks to fully incorporate the above issues into the NBSAP.This ‘new generation’ of NBSAP will help set a national standard of excellence by creating anational road map for achieving the Aichi Targets. Special emphasis will be placed onanchoring the NBSAP into Fiji development frameworks. This will be done bymainstreaming biodiversity into development plans, incorporating protected area networksand sustainable production systems into ecosystem-based climate adaptation and resilienceplans, and creating sustainable finance for biodiversity conservation through the fullvaluation of key ecosystem services. In connection with it, the nexus biodiversity-economyfor Fiji will also be explored upon and addressed.

The project objective is “To integrate Fiji’s obligations under the Convention on BiologicalDiversity (CBD) into its national development and sectoral planning frameworks through arenewed and participative ‘biodiversity planning’ and strategising process, in a manner that isin line with the global guidance in the CBD’s Strategic Plan for 2011 – 2020”.

UNDP in collaboration with Department of Environment, Ministry of Local Government, Urban


Development, Housing & Environment would like to contract a qualified candidate for theabove mentioned post for the period of maximum 3 years. The contract will be performance-based and yearly renewable based on a positive assessment of the incumbent’s performance.Terms and conditions of service linked to type of proposed contract will apply.

PROJECT MANAGER

Location: Suva City, Fiji, FijiApplication Deadline: [30 days after publication]Category Environment and EnergyType of Contract: [Individual Contract]Languages Required: Written English; good oral command of

English. Ability to understand/communicatein either Fijian or Hindi is advantageous[second language, if applicable] is a plus

Starting Date (date when the selectedcandidate is expected to start):

By November 10, 2012

Duration of Initial Contract: One year renewable up to another 1 year.Expected Duration of Assignment: 2 years, if funding permits.

Duties and Responsibilities Under the guidance of the National Director, this is a part time position for a lead

consultant to be responsible for the following tasks: Directing and executing the project at national and regional levels. Implementing and executing the project under instruction of the National Director. Leading the design, programming and implementing of the work plan and the

coordination of inputs and outputs of all consultants (contractors) to develop the project. Ensure that project Objective, Outcomes, Outputs and Activities are executed in a timely

and appropriate manner. Define the tasks, articulation of roles and skills for the implementation of products and

byproducts that have been proposed. Reviews studies and analysis undertaken but the different consultant to identify

compliances with ToR and major gaps still remaining Contributes to the development of all project results (components and / or products), and

its tracking and monitoring. Establish and maintain linkages with national government departments, non governmental

organization, provincial councils, statutory bodies, tertiary institutions, regionalorganizations, international organizations and persons which/who can be of assistance tothe objectives of the Project.

Provide timely reporting (narrative and financial) of project status as required by theProject Committee and the UNDP. This includes quarterly and annual reports.

Maintain records of Project Committee meetings, decisions, actions etc. Oversees administrative tasks related to project implementation A successful candidate would in addition to managerial skills also have expertise in

biodiversity planning.

Competencies


Writes clearly and convincingly. Focuses on achieving results Sets priorities, produces quality outputs, meets deadlines and manages time efficiently Shares knowledge and is willing to provide support to others who request advice or

help Works toward creative solutions by analyzing problems carefully and logically Demonstrates sufficient technical knowledge to perform effectively in own specialty Leads and supports team decisions Maintains strong relationships with partners and clients Facilitates meetings effectively and efficiently and to resolve conflicts as they arise

Required Skills and ExperienceCore skills:

Ability to communicate effectively orally and in writing in order to communicatecomplex, technical information to technical and general audiences

Skills in negotiating effectively in sensitive situations Skills in achieving results through persuading, influencing and working with others Skills in facilitating meetings effectively and efficiently and to resolve conflicts as

they arise Ability to perform multiple tasks Strong leadership qualities Must be a team player Sound knowledge of stakeholders (e.g. government, NGO’s, regional agencies) and

their respective roles towards biodiversity conservation and management A teamplayer

Experience in planning, coordination and facilitation ofworkshops/conferences/national consultations

Good reporting skillsRequired experience:

A university degree with expertise in the area of environmental management ingeneral and with a specialization profile in biodiversity conservation and protectedarea management..;Advanced tertiary qualifications is advantageous.

At least 5 years of professional experience, of which at least five are at internationallevel

Strong skills in monitoring and evaluation, and experience in implementingenvironmental projects;

Previous experience with GEF projects is an added plus; Ability to effectively coordinate a large, multidisciplinary team of experts and

consultants; Be an effective negotiator with excellent oral and presentation skills; Excellent writing skills in English; A good working knowledge of [additional language, if applicable] is an added plus.

NBSAP PRINCIPAL TECHNICAL ADVISOR

Duties and Responsibilities

The principal technical advisor is responsible for ensuring the overall technical quality of all


of the components of the NBSAP, including the biodiversity valuation, mainstreaming, andclimate resilience and adaptation issues. Specific responsibilities include participate in hiringprocesses of appropriate consultants and contracting with service providers, providingtechnical oversight to all aspects of the NBSAP and its components, and monitor the overalltechnical quality of all aspects of the work. Provide oversight the technical quality of theresults thereof, in liaison with relevant national technical staff.

The Principal technical advisor should act as team leader of technical consultants involved inthe project, to ensure strict adherence to the agreed deadlines and quality control.

This consultant will work under the guidance of the national director and undertake thefollowing tasks:

Component 1:- Develop planning methodologies and processes for the national and sub-national

technical meetings and consultations with public services and others stakeholders toensure that the development process of the NBSAP (national and regional) isparticipatory, increasing the likelihood of successful implementation.

- Review base documents for the inputs to the national and sub-national technical meetingsand consultations with public services.

- Work on the preparation of base documents for technical meetings.- Generate baseline information at the national level and lead convening of stakeholders.- Identify barriers and challenges in the political and technical environment for effective

biodiversity conservation and sustainable use.- Play a pivotal role in producing the following products:

Review of the Biodiversity Planning Process in Fiji and the mechanisms topromote biodiversity conservation and sustainable use.

Biodiversity Targets for Fiji as part of national efforts to implement the CBD’sStrategic Plan for 2011-2020.

Component 2- Together with support from the Department of Environment (MMA), Ministry of Local

Government, Urban Development, Housing & Environment technical staff review theconsolidated results of the regional consultations

- Develop methodologies for the national validation of the national targets and draftNBSAP

- Work closely with the teams that will carry out consultancies foreseen in Annex E, butalso with regional public services and authorities.

- Provide inputs for evaluation of institutional capabilities.- Work with local experts and government authorities to collect available information on

biodiversity.- Form and lead three Working Groups (WG) of capable nationals to prepare: (1) the Study

on Ecosystem Valuation in Fiji, i.e. “TEEB-like” with WG ‘Natural Capital &Development’; (2) Study on Advances in Sectoral Mainstreaming of Biodiversity in Fiji,with the WG on Mainstreaming; and (3) Incorporating climate change issues intoNBSAPs with the WG on Climate Change & Biodiversity.

- Ensuring that key programmatic and policy issues are considered: terrestrial, marine andcoastal areas and inland aquatic, adaptation and mitigation to climate change consideredin the second national communication on climate change, conservation of species andgenes, ecosystem services and sustainable use of biodiversity.

- Play a pivotal role in producing the following products:


The Fiji TEEB. NBSAP Mainstreaming Chapter.

- Be the lead or coordinating author of several chapters of the NBSAP.

Component 3- Provide inputs to the development of the NBSAP implementation plans.- Make sure that proposed methodology for preparing the report on Costs and financing

strategy for the NBSAP- Work closely, provides inputs, check, following up and advice activities of the team in

charge of carry out consultancy regarding to financing and resource mobilization plan tofund NBSAP and Eco-regional Biodiversity Strategy.

- Play a pivotal role in producing the following products: Set of ‘straight-forward’ and feasible NBSAP implementation plans, which ensure

the effective implementation of the Action Plan contained in the NBSAP Fully functional CHM for Fiji, based on best international practice on the matter.

- Form and lead the Fifth National Report Working Group.- Responsible for gathering and compiling the information Fifth National Report of

Biodiversity.Be the lead or coordinating author for Fiji’s Fifth National Report of Biodiversity.

Competencies Writes clearly and convincingly. Focuses on achieving results Sets priorities, produces quality outputs, meets deadlines and manages time efficiently Shares knowledge and is willing to provide support to others who request advice or

help Works toward creative solutions by analyzing problems carefully and logically Demonstrates sufficient technical knowledge to perform effectively in own specialty Leads and supports team decisions Maintains strong relationships with partners and clients Facilitates meetings effectively and efficiently and to resolve conflicts as they arise

Required Skills and ExperienceCore skills:

Ability to communicate effectively orally and in writing in order to communicatecomplex, technical information to technical and general audiences

Skills in negotiating effectively in sensitive situations Skills in achieving results through persuading, influencing and working with others Skills in facilitating meetings effectively and efficiently and to resolve conflicts as

they arise

Required experience: Advanced university education (MS or PhD) with expertise in the area of

environmental management in general and with a specialization profile in biodiversityconservation, protected area management and sustainable management..];

At least 10 years of professional experience, of which at least five are at internationallevel and/or regional level;

Strong skills in monitoring and evaluation, and experience in implementingenvironmental projects;

Previous experience with GEF projects is an added plus;


Ability to effectively coordinate a large, multidisciplinary team of experts andconsultants;

Be an effective negotiator with excellent oral and presentation skills; Excellent writing skills in English; A good working knowledge of local languages and/or is an added plus.


Project Annexes

Annex 1. Approved GEF proposal for BD EA (Headings Overview on page 4)

PART I: PROJECT IDENTIFIERS

EA Title: National Biodiversity Planning to Support the implementation of the CBD 2011-2020Strategic Plan in Fiji

Country: Fiji GEF Project ID: t.b.d.GEF Agency: UNDP GEF Agency Project

ID:4908

Other ExecutingPartner:

Department of Environment (MMA), Ministryof Local Government, Urban Development,Housing & Environment

Submission Date: August 13, 2012

GEF Focal Area: Biodiversity Project Duration 24 MonthsCheck ifapplicable:

NCSA NAPA Agency Fee ($): 22,000

A. EA FRAMEWORK

EA Objective: To integrate Fiji’s obligations under the Convention on Biological Diversity (CBD) into its national developmentand sectoral planning frameworks through a renewed and participative ‘biodiversity planning’ and strategizing process, in amanner that is in line with the global guidance contained in the CBD’s Strategic Plan for 2011-2020.

EAComponent

GrantType

ExpectedOutcomes Expected Outputs

GrantAmount

($)

ConfirmedCo-

financing($)

1)Stocktakingand nationaltarget setting

TA - By end 2012,a multi-sectoral/multi-stakeholderworkinggroup isestablishedand itcompletes thestock-takingexercise.

- By end 2012,nationaltargets inresponse tothe globalAichi Targets

1.1 Review and stocktaking of products and results fromprevious biodiversity planning processes at the national levelare carried out in participatory manner.

1.2 In response to the global Aichi Targets, nationalbiodiversity targets are developed in a manner that is attunedto Fiji’s reality.

1.3 The achievement of national targets, developed in linewith the global Aichi Targets, is duly monitored during theproject duration and beyond, and this is reported upon to theCBD through national reports and other means.

1.4 In an iterative manner, Fiji taps into useful informationon, and participates in, global networks and initiatives onbiodiversity data and indicators (such as the BiodiversityIndicators Partnership5, Global Biodiversity InformationFacility6 and the World Conservation Monitoring Centre7,

49,000 70,000

5 www.bipindicators.net6 www.gbif.org7 www.unep-wcmc.org

REQUEST FOR BIODIVERSITY ENABLING ACTIVITYPROPOSAL FOR FUNDING UNDER THE GEF TRUST FUND

www.bipindicators.net

www.gbif.org

www.unep-wcmc.org


EAComponent

GrantType

ExpectedOutcomes Expected Outputs

GrantAmount

($)

ConfirmedCo-

financing($)

are developed. the Global Environment Outlook portal8, among otherrelevant ones).

2) NBSAPupdate

TA - By early2014, Fiji’sNBSAP isfully updated,it is in linewith theguidance inthe CBDStrategic Plan(2011-2020)and has beensubmitted tothe CBD COP

2.1 A National Biodiversity Strategy and Action Plan(NBSAP) for Fiji, anchored into national developmentframeworks, is revised and updated, in a manner that isparticipatory, widely disseminated and fully integrates newaspects of the CBD strategic plan, such as: (i)mainstreaming (positioning, aligning and incorporating it);(ii) the valuing of ecosystem goods and services; and (iii)the incorporation of challenges and opportunities linked toecosystem-based adaptation and resilience.

2.2 The updated and fully endorsed NBSAPs for Fiji issubmitted to the CBD preferably within the deadline set bythe COP.

67,000 50,000

3) Nationalframeworksfor NBSAPimplementation, CBDreportingandexchangemechanisms

- By 2013,complete theupdating andimprovementof nationalclearinghousemechanisms

- By 2014,complete planforimplementingthe NBSAP,includingcapacity,technologyand financeneedsassessment

3.1 National frameworks for NBSAP implementation is inplace and includes: (i) institutional leadership forimplementation is established and strategic partnershipsforged (nationally and internationally); (ii) a costed andprioritized Action Plan is appended to the NBS; (iii) needsassessments on capacity, technology and finance are carriedout; and (iv) a strategy for resource mobilization for theimplementation of the NBSAP is produced and includes abaseline assessment of existing biodiversity finance.

3.2 An effective, user-friendly and easily updatable country-driven CHM site is developed; it is linked up to the CBD’sglobal CHM networks and to other information andknowledge exchange network on biodiversity that fullyincorporates Aichi Targets/ updated NBSAP’s targets.

3.3. Immediate CBD reporting obligations are met by Fiji ina timely manner: (1) The Fifth National Report to the CBDby 31 March 2014.

82,000 50,000

Subtotal 198,000 170,000EA Management Cost9 22,000 50,000Total EA Cost 220,000 220,000

B. CO-FINANCING FOR THE EA BY SOURCE AND BY NAME

Sources of Co-financing Name of Co-financier Type of Co-financing Amount ($)National Government Department of Environment Grant 170,000National Government Department of Environment In Kind 50,000Total Co-financing 220,000

C. GRANT RESOURCES REQUESTED BY AGENCY, FOCAL AREA AND COUNTRY

GEFAgency

Type ofTrust Fund Focal Area Country

Name/GlobalEA Amount

(a)Agency Fee

(b)Total

(c)=(a)+(b)

UNDP GEF TFBiodiversity (Focal

Area Set Aside)Global 220,000 22,000 242,000

Total Grant Resources 220,000 22,000 242,000

8 geodata.rrcap.unep.org9 This is the cost associated with the unit executing the project on the ground and could be financed out of trust fund or co-financing sources.


D. EA MANAGEMENT COST

Cost Items[GEF only] TotalEstimatedPerson Weeks

GrantAmount($)

Co-financing($)

EA Total($)

Local consultants* 30 15,000 5,000 20,000International consultants* 0 0 0Office facilities, equipment, vehicles andcommunications*

2,000 20,000 22,000

Travel* 5,000 5,000 10,000Others**(government staff time ) 0 20,000 20,000Total 22,000 50,000 72,000

* Details to be provided in Annex A. ** Other items to be clearly specified.

ADDITIONAL INFORMATION FOR TABLE D, IF APPLICABLE:

If costs for office facilities, equipment, vehicles and communications, travels are requesting for GEF financing, pleaseprovide justification here:

The $2,000 in the table above refers to communication costs, including telephones and other costs. Refer to AnnexD, Total Budget and Workplan for more details.

PART II: ENABLING ACTIVITY JUSTIFICATION

A. ENABLING ACTIVITY BACKGROUND AND CONTEXT (Provide brief information about projects implemented since acountry became party to the convention and results achieved):

BACKGROUND AND CONTEXT

Fiji consists of more than 300 islands and about 100 are inhabited, covering a total land area of 18,376 squarekilometers. The two largest islands of Viti Levu and Vanua Levu comprise of more than 85% of the total area. Most ofthe islands are volcanic.

The Fiji population stood at 837, 271 with annual growth rate of -0.5% in 2007 and -0.1% in 2008. Around 51% of thepopulation lives in urban areas. Fiji has a mild tropical climate with plentiful rain. It is however subject to potentiallycatastrophic climatic events such as cyclones and flooding. During El Nino years droughts can be severe on the westernparts of the larger islands especially during the May to October dry season.

Diverse ecosystems exist in Fiji including significant areas of natural forest and a range of coastal and marineecosystem including extensive systems of mangrove and coral reefs. These resources form the basis of Fijian culture,employment and food supply, thus the need to be well maintained for future generations. The remaining area of naturalforest is approximately 860,000 ha and the current rate of deforestation is moderate.Fiji’s EEZ covers 1.3 million square kilometers and contains rich marine resources. Reef systems include barrier,fringing and platform reefs. Some are under pressure from pollution, coral mining and hurricane damage. A significantportion of Fiji’s economy is dependent on exploitation of Fiji’s natural resource base. This includes agriculture,forestry, fisheries, mining and tourism.

Gross earnings from tourism for 1st quarter, 2009 have been estimated at $167.6 million. This represents a decrease of$25.4millin or 13.2% below the gross earnings of $193.0 million for 1st quarter of 2008. Due to impacts to theenvironment, any planning for economic development, especially in the tourism sector, needs to include theconservation and management of these resources in a sustainable manner.

Fiji’s biodiversity is summarized in the table below:


Group Total number ofspecies

Number ofintroduced species

Number ofendemic species

Number ofthreatened orendangered

Birds 68 11 27 17Terr. Mammals 17 11 1 2Amphibians 3 1 2 2Terr. Reptiles 27 6 12 3Terr. Invertebrates >5100 Research ongoing Research ongoing Research ongoingFreshwater fish 161 10 11 Research ongoingPlants 2543 949 893 281Marine fish 1198 15 14 49Marine mammals 12 Research ongoing Research ongoing 8

SUMMARY OF DIRECT THREATS TO BIODIVERSITY

Damage of reefs: Cyclones regularly cause damage to Fiji reefs. Strong waves cause massive destruction andphysically break up the more fragile species. Lowered salinity and sedimentation following flooding and coralbleaching regularly affect coral reefs on a large scale. Large scale destruction of reefs has also occurred as a result ofoutbreaks of the Crown-of- Thorns starfish (Acanthaster planci). Localised severe damage to reefs and shoreenvironment in Fiji has been due to the construction of ports; wharves and marinas, sea walls and reclamations. Majorareas of mangroves have been cleared and reclaimed for farming, for tourism and for urban development. Dredging ofsilt from estuaries also created silting on nearby reefs. Dredging for coral sand to be used in the manufacture of cementhas been done in the Suva lagoon.

Over-fishing& Exploitation: Invertebrates which are widely overfished but not biologically threatened include thetrochus, mud crabs and certain species of bech-de-mer. Some species which have been overfished and threatenedinclude turtles, giant clams and coconut crabs. Many species in heavily populated areas are grossly overfished and thestock severely depleted. Destructive fishing practices are a serious problem in certain parts of Fiji. Dynamiting is apractice that destroys and kills marine organisms indiscriminately. Traditional fish poisons such as duva is a commonpractice. Sometimes modern pesticides and bleach are also used.

Pollution and water quality: Potential sources of pollution in Fiji include: mining, shipyards and slipways, moorings,tourist developments, sugar mills, timber mills, cement factories, municipal waste disposal sites, sewage, agriculturalpesticides and herbicides, changing land use and various industries. A review of pollution in the Suva Harbour foundelevated biochemical oxygen demand, elevated amounts of nutrients (nitrates and phosphates), high suspended solids,ph and high coliform bacterial levels in discharges from a large number of light and medium industries in the city.Levels of tributyl tin (TBT) were higher in Suva Harbour than any other port. Levels of heavy metals in Suva Harbourare also high and are equal to the most polluted harbours in Australia. Lagoonal sediments and shellfish from the Lamiarea have high levels of mercury, zinc and lead.

Litter is fast becoming a problem in marine and aquatic environments in Fiji. Solid wastes such as plastic bags, metalcans, glass etc are often discarded and indiscriminately dumped on beaches, in mangrove areas and in the sea. Dumpslocated close to mangrove areas, rivers and the sea elevate the problem.Sedimentation following large scale clearing of land for agricultural purposes poses an agricultural problem in the wettropics and a major problem for coral reefs. The problem of high nutrient level may not just be confined to urban areasof Fiji since large amounts of fertilizer applied to sugar cane and rice may increase in adjacent waters.

Aquatic invasive alien species: Several species of fish, shellfish and crustaceans have been introduced into Fiji. Somewere introduced as ornamentals, for sports fishing or biological controls. Most were introduced for aquaculture. Atleast 21 species of fish (brown trout, bass, mollies, guppies, carps, tilapia etc), four species of prawns, six species ofbivalves and one species of seaweed (Eucheuma) have been introduced into Fiji.


INSTITUTIONS RESPONSIBLE FOR MANAGING BIODIVERSITY

The government institutions responsible for managing biodiversity within Fiji include:1. Dept. of Environment2. Dept. of Forestry3. Dept. of Agriculture4. Dept. of Fisheries5. Dept. of Regional Planning6. Department of Culture and Heritage7.Department of Lands and Survey8.Department of Tourism9. Ministry of Indigenous Affairs10.Ministry of Education11.Ministry of Health12.Ministry of Provincial Development13.Department of Mineral Resources

The regional organizations and non government institutions working with Department of Environment directly orindirectly for managing biodiversity within Fiji include:

1. Birdlife International2. Environment Law Association3. iTaukei Affairs Board4. Fiji Islands Locally Marine Managed Areas (FLMMA)5. Fiji National University6. Fiji Pines Limited7. Wildlife Conservation Society8. Conservation International9. Worldwide fund for Nature10. Young Women’s Christian Association11. University of The South Pacific12. Secretariat of the Pacific Community13. International Union for Conservation of Nature14. South Pacific Geoscience Commission

THE PROTECTED AREA SYSTEM

Fiji has 48 terrestrial protected areas covering 488 km2 or 2.7% of the nation’s land area (Chape et al 2008). Four yearsafter an in-depth study on protected areas, the 1992 State of Environment Report noted that although neighbouringPacific nations had internationally recognised protected areas, Fiji had none: ‘Unless a system …….. is set up quicklyvaluable aspects of Fijian heritage, both natural and cultural, will be lost.’ The report noted that: Protection forests (a Forestry Dept. classification with no legal standing) had no long term security for conservation Forest and Nature Reserves are under departmental and not national authority with inadequate legislation and

institutional support to resist political or social pressure. De-reservation of Forest Reserves had increased in recent years. Because of the land ownership system and lack of economic returns to landowners, current reserves had no long

term security. Planning and limited attempts at implementation of reserves had been made by at least four institutions with

inadequate objectives and co-ordination. With inaction Fiji risks the danger of picking up pieces that are left – without any basis of ecological or heritage

values.


The associated National Environment Strategy (NES) drew up a list of 140 Sites of National Significance, proposingthat a formal legislative process be enacted to give them greater protection from destructive development. In the 15years since the NES, a several forest areas have been reserved either through formal leasing arrangements withlandowners or through informal agreements. Notable among these are Waisali – established through a formal lease in1996; and the ‘Heritage Parks’ of Bouma and Abaca, the former established as a result of an MoU between thelandowners, NLTB, DoF and the New Zealand Government. These latter two areas were the key products of a pushfrom NLTB to establish community-based ecotourism projects associated with forest conservation. They have attractedsignificant donor funds and Abaca was one of the regional sites of the GEF-Supported South Pacific BiodiversityConservation Programme.

Significantly, the 20,000-hectare Sovi Basin is now well on the way to reserve status with an associated trust fund forlandowners. Equally significant has been the establishment of over 200 locally managed marine areas.

The Navua Gorge Conservation Area is a privately managed protected area of a Site of National Significance, leased bythe NLTB on behalf of the landowners. It was subsequently nominated and listed as Fiji’s first Ramsar site, as awetland of international significance.

The Department of Water and Sewerage and the Fiji Electricity Authority hold reserves, leased from their landowners,for water catchment protection purposes in areas that are also of ecological significance. Amongst these are some ofgreat ecological significance for example: Vaturu, Monasavu and Savura.

Currently the Fiji Locally Managed Marine Areas number some 216 sites which cover approximately 10,233 squarekilometres or almost a third of Fiji’s inshore fishing area. Many of these have management plans (seewww.lmmanetwork.org for more information).

Fiji’s currently recognised protected areas are summarised below.

Terrestrial Sites Institutional Arrangement IUCNCategory

Year of Establ-ishment

Area (ha)

Protected Areas - legally established- regarded as secure

Sigatoka Sand Dunes National Park Cabinet Decree II 1988 240JH Garrick Memorial Park Freehold owned by National Trust II 1986 428Ravilevu

Nature Reserve (Forestry Decree).Vuo, Draunibuto-Labiko andVunamoli have no ecologicalsignifiance

I 1959 4,020Naqarabuluti I 1958 279Nadarivatu I 1956 93Tomanivi I (II) 1958 1,322Vuo I (II) 1960 1.2Draunibota, Labiko I (II) 1959 2.16Vunimoli I (II) 1968 20.2Namenalala island

99 year lease by NLTB withconservation conditions

II 1984 43Yadua Taba island Ia 2004 50Waisali Reserve II 1991 120

Monasavu Catchment99 year lease by NLTB (conditionsnot known)

VI2004 c.1,000

Navua Gorge - Ramsar Site25 year lease by NLTB withconservation conditions

II1997 c. 640

Sovi Basin Reserve 5 year 'temporary lease' II 2006 20,421Other Protected Areas (without legalsecurity)Taveuni Forest Reserve

Forest Reserve (Forestry Decree)VI 1914 11,160

Wabu Forest Reserve I (II) c.1,200Coloisuva Amenity Park II 1952 91

Bouma National Heritage ParkMemorandum of Understanding –99 years. NLTB, DoF, NZGovt.Landowner managed

II (VI)1990 1,417

Koroyanitu National Heritage Park Landowner managed II (VI) 1989 1,200Total 43,748

Water Supply Catchmentsc.30 for metered water supplies. Thefollowing of ecological importance

Most of the older, larger onesgazetted under the Water SupplyAct. Many have no legalarrangement but this is changing

VI

Tamavua-Savura 1&2 VISomosomo VI

www.lmmanetwork.org


Waievu VIVaturu VI

Marine Sites Institutional Arrangement Year ofEstablishment Area (ha)

Ulunikoro Marine Reserve Marine Reserve – Fisheries Act 2003216 Locally Managed Marine Areas None 1995-2008 1,023,285

BARRIERS TO IMPLEMENTING THE CBD STRATEGIC PLAN

The most recent national capacity self-assessment report10 for Fiji identified the following constraints for implementingthe CBD:

Ineffective/inadequate policy: The main issues about ‘Policy and Legislation are overlapping and inappropriatelegislation and policies, legislation developed in a non-participatory manner, inadequate awareness-raising onrelevant legislation, and ineffective implementation.

Inadequate institutional linkages: Institutional linkages are poorly defined and often overlapping. Manyproblems are caused by lack of communication (or networking) and/or occasional non-communication betweengovernment and non-government stakeholders.

Research: Ownership and lack of information sharing often lead to competition, inefficiencies in resource use,and overall lack of awareness. The need for a centralised information system is clear. In Fiji, integratedresearch and monitoring is limited. A policy for data acquisition and national ownership should be developedand make use of a central information management system.

Technical skills: More technically skilled Fijians should be available to steer national convention-relatedactivities, including CBD, but this aim is hampered by the lack of access to professional training in Fiji. Schoolcurricula need ‘environmental’ updating also. Better project management and reporting skills are required forstaff in Government also.

Awareness: Lack of awareness of the importance of the environment pervades all levels of Government and thepublic in Fiji. This lack of awareness has had an effect on Fiji’s current environment and Governmentprogrammes and resource allocation. A public environmental awareness strategy is needed as a matter ofurgency, in conjunction with a big increase in environment awareness programmes.

Institutional capacity: Weak institutional capacity and infrastructure is a severe constraint in key (mainlyGovernment) stakeholders in implementation of all three conventions, including the Department ofEnvironment, Disaster Management Office, Fiji Meteorological Service, Landuse Section of the Department ofAgriculture, Forestry Department, and Fisheries Department.

Funding constraints: The lack of funding is a perennial problem for stakeholders. Often it obliges Governmentstakeholders to abrogate their roles in favour of NGOs, or cut down service delivery. It explains the partialfailure by convention focal points and ministries to relay the importance of the conventions, include theirobligations in their corporate plans and mission statements, and clearly demonstrate to national planners thelink between environmental health, social welfare and sustainable development.

Inter-department collaboration: Given the nature of sectoral coordination required for NBSAPs, the currentlevel of collaboration and coordination amongst Departments/NGOs and civil society organizations are notcurrently adequate to support a robust NBSAP process, and needs to be strengthened.

1) National Reporting to CBD

10 See http://web.undp.org/mainstreaming/docs/ncsa/ncsa-reports/finalreportsandplan/ncsa-fiji-fr-ap.pdf


Reports Date of Submissionto CBD Secretariat

CurrentStatus*

Comments

National Biodiversity Strategy andAction Plan

1998-01-07 Submitted Confirmed at CBD site. The FNBSAP wasendorsed by Cabinet of the Fiji Governmentin 2003.

2nd NBSAP Under development Not yetsubmitted

Funds applied for through this project

1st National Report 1998-01-07 Submitted Confirmed at CBD site2nd National Report 2001-05-15 Submitted Confirmed at CBD site3rd National Report Not completed Not submitted Not funded through GEF4th National Report 2010-07-08 Submitted Confirmed at CBD site

2) Capacity Needs Assessments carried out YES NOStart Date: January, 2008 End Date: July, 2009

CBD Programme of Work and cross-cutting themes that were addressed in the Biodiversity EnablingActivities Capacity Needs Assessments:11

Dates

Forest biodiversity July, 2009 Invasive Alien Species July, 2009 Agricultural biodiversity July, 2009 Marine and coastal biodiversity July, 2009 Climate change and biodiversity July, 2009 Protected Areas July, 2009

3) Clearing House Mechanism (CHM) established? YES NO

CHM link(s):Is the CHM website maintained up to date? YES NOHow many people currently operate and maintain the national CHM? Does not applyHow many people visited the national CHM website in the past 12 months? Does not applyNote: The CHM that was developed in 1998 through GEF funds is now out of date, and needs to be updated. In a recent annualreport on implementation of the NBSAP (see full report at http://www.environment.gov.fj/pdf/nbsap/Annual_Report.pdf), thegovernment notes the following plans to strengthen a CHM that builds on the new Aichi Targets. This will include:

1) Strengthening coordination and collaboration amongst key stakeholders who are directly involved in biodiversity work. Thisbuilds on the successful work that was carried out as part of the NBSAP.2) Information on biodiversity, CBD and other relevant conventions and agreement will be centralized and coordinate throughthe CHM focal point housed within the Department of Environment, and will ensure strong links to Fiji’s commitments to theAichi Targets and is aligned to the new NBSAP3) Integration of biodiversity conservation issues and principles into national policies and plans through regular informationupdates passed through the CHM to all relevant stakeholders.4) Increased public awareness on statues of national implementation of CBD activities and related programmes, and a betterunderstanding of the roles and responsibilities of each stakeholder group and individuals.5) Reliable and accurate biodiversity information systems established to provide information pertinent to sound decision-makingon the conservation and sustainable uses of Fiji’s biodiversity.

Since the project will finish in 2012, some further assistance is required to update and build on the initiatives from the project.This will mean that the clearing house Mechanism that is currently hosted on www.environment.gov.fj needs to be linked to aspecialized and systematic database on Fiji biodiversity, conservation status and biogeography of Fiji’s flora and Fauna.

B. ENABLING ACTIVITY GOALS AND OBJECTIVES

11 See http://web.undp.org/mainstreaming/docs/ncsa/ncsa-reports/finalreportsandplan/ncsa-fiji-fr-ap.pdf

http://web.undp.org/mainstreaming/docs/ncsa/ncsa-reports/finalreportsandplan/ncsa-fiji-fr-ap.pdf

http://www.environment.gov.fj/pdf/nbsap/Annual_Report.pdf

www.environment.gov.fj


The Baseline Project: The Current NBSAP and the new CBD Strategic Plan

The new CBD Strategic Plan, adopted at CoP-10 in 2010 in Nagoya, clearly addresses the need for updating NBSAPs,stating in Target 17 that “By 2015, each Party has developed, adopted as a policy instrument, and has commencedimplementing an effective, participatory and updated national biodiversity strategy and action plan.” The strategic planalso covers a range of issues that will need to be incorporated into the revised NBSAPs, including guidance to countriesto: a) fully realise the value of biodiversity and ecosystem services, and incorporate these values into national and localdevelopment and poverty reduction strategies (Targets 1 and 2); b) increase the global terrestrial protected area estatefrom 12% to 17% and the marine estate from 6% to 10% (Target 11); c) restore and safeguard key ecosystem services,especially for water, health and livelihoods (Target 14); and d) strengthen ecosystem resilience to climate change andpromote ecosystem-based approaches to climate change adaptation and mitigation (Target 15).

Fiji’s NBSAP was completed in October 1999, but due to political events of 2000 to 2002, it was only endorsed byCabinet in 2003.The current Fijian NBSAP does not fully include the following elements of the CBD Strategic Plan’sAichi Targets:

A plan for integrating the value of biodiversity into national and local development and poverty reductionstrategies and planning processes and are being incorporated into national accounting, as appropriate, andreporting systems (Target 2) – although there is a brief mention in the 4th National Report and in the existingNBSAP on mainstreaming, this is mostly limited to environmental impact assessments.

A plan for creating incentives and removing harmful subsidies (Target 3) – this has already been identified as aweakness in the existing capacity self-assessment;

A plan for developing landscapes that have sustainable production and consumption and ensure the use ofnatural resources falls well within safe ecological limits. (Target 4) – overfishing and destructive fishing is amajor threat in Fiji, and the NBSAP will identify pathways toward sustainable fishing levels;

A plan for fully implementing the Programme of Work on Protected Areas, including increased protection andlandscape/seascape connectivity (Target 11) – some work has been accomplished on protected areas, includingthe completion of a recent gap assessment with GEF funds, however additional work is needed to ensure thatthe elements of Target 11 are fully met;

A plan for restoring and safeguarding ecosystems that provide essential services, including services related towater, and contribute to health, livelihoods and well-being (Target 14) – because parts of Fiji are verysusceptible to drought and other climate-related impacts, water provisioning will be a major focus of therevised NBSAP;

A plan for strengthening ecosystem resilience and the contribution of biodiversity to carbon stocks, includingthe restoration of at least 15 per cent of degraded ecosystems (Target 15) – this is particularly important for theresilience of the coral reef system, upon which the economy of Fiji rests;

A plan for the mobilization of financial resources for effectively implementing the Strategic Plan forBiodiversity 2011-2020 from all sources (Target 20).

However in 2010, the NBSAP was reviewed, and an implementation framework was developed – the NBSAPImplementation Framework 2010-2012 – in full consultation with key stakeholders. The NBSAP IF 2010-2014 tried tocapture some of the goals of the Aichi targets and is embedded into the framework. Although this has been done, it islargely incomplete and by end of 2012, plans are to review and update the NBSAP so that Aichi targets are capturedfully in the document.

In addition to the Aichi targets mentioned above, a more detailed analysis is needed for the other Aichi targets as theseare covered in varying degrees of depth and scope in the current NBSAP of Fiji. In this context the most relevanttargets that need strengthening are Targets 1, 6, 9, 12, and 19.

Proposed Response and Rationale: The new generation of BD EA.

This project seeks to fully incorporate the above issues into the NBSAP. This ‘new generation’ of NBSAP will help seta regional standard of excellence by creating a national road map for achieving the Aichi Targets. Because theadministrative division and territorial organization of Fiji is functionally and geographically decentralized, the NBSAP

http://web.undp.org/mainstreaming/docs/ncsa/ncsa-reports/finalreportsandplan/ncsa-fiji-fr-ap.pdf


definition process will adopt a bioregional approach starting with the bioregional classification of biodiversity threats,and the relevant biodiversity planning actions that need to be addressed by the regional institutions within each.Special emphasis will be placed on mainstreaming biodiversity into development plans both at national and at regionallevels, incorporating protected area networks and sustainable production systems into ecosystem-based climateadaptation and resilience plans, and creating sustainable finance for biodiversity conservation through the full valuationof key ecosystem services.

Alignment with Focal Area Outcome(s):

BD5 Objective: Integrate CBD Obligations into National Planning Processes through Enabling Activities (hereinserving as the ‘Project Development Goal’)

Focal Area Outcome 5.1: Development and sectoral planning frameworks at country level integrate measurablebiodiversity conservation and sustainable use targets.

The Project Objective is:To integrate Fiji’s obligations under the Convention on Biological Diversity (CBD) into its national development andsectoral planning frameworks through a renewed and participative ‘biodiversity planning’ and strategizing process, in amanner that is in line with the global guidance contained in the CBD’s Strategic Plan for 2011-2020.

This will be achieved through the following Outcomes (corresponding to components described in detail below): Outcome 1 – A participative review of the stocktaking exercise conducted on biodiversity planning takes place

and national biodiversity targets are developed in response to the global Aichi Targets

Outcome 2 – The NBSAP is revised/updated and it fully integrates new aspects of the CBD strategic plan, suchas mainstreaming and anchoring the implementation of the plan into national development frameworks, valuingecosystem services and promoting ecosystem-based adaptation and resilience

Outcome 3 – National frameworks for resource mobilization, Convention reporting and exchange mechanismsare established and strengthened

Refer to Part I, Table A and to the next section for more details.

How the project plans to build national capacity

Enabling Activities are considered foundation activities within the framework of the GEF.

The ultimate goal of Biodiversity Enabling Activities is to build national capacity across the board for biodiversitymanagement. The effective achievement of global biodiversity benefits depend on the development of national capacityfor managing biodiversity. The more robust this capacity is in a given country, the more effective the nationalimplementation of the CBD will be.

The approach to building of national capacity in this proposal follows the guidance from the GEF Strategic Approachto Enhance Capacity Building (2003)12 under the GEF’s cross-agency Capacity Development Initiative. Three levelsof capacity were identified: individual, organizational and systemic. Quoting from a recent GEF publication on thetheme of capacity (GEF 2010)13:

“At the individual level, capacity development refers to the process of changing attitudes and behaviors, mostfrequently through imparting knowledge and developing skills through training. However it also involveslearning by doing, participation, ownership, and processes associated with increasing performance throughchanges in management, motivation, morale, and improving accountability and responsibility.

12 GEF, 2003: “Strategic Approach to Enhance Capacity Building”. Global Environment Facility. See also: GEF Evaluation Office, 2006:“Evaluation of GEF Capacity Development Activities. Approach Paper”. GEF EO.13 GEF Capacity Development Initiative, Global Support Programme for National Capacity Self-Assessment, 2010: “Monitoring Guidelines ofCapacity Development in GEF Operations”.


Capacity development at the organizational level focuses on overall performance and functioning capabilities,such as developing mandates, tools, guidelines and management information systems to facilitate and catalyzeorganizational change. At the organizational level, capacity development aims to develop a set of constituentindividuals and groups, as well as to strengthen links with its environment.

At the systemic level, capacity development is concerned with the “enabling environment”, i.e., the overallpolicy, economic, regulatory, and accountability frameworks within which organizations and individualsoperate. Relationships and processes between organizations, both formal and informal, as well as theirmandates, are important.”

In this light, this project will build national capacity in Fiji in the following manner:

Individual

Much of the work under this project will be carried out through working groups or focal groups. The Ministrywill take advantage of previously created stakeholder dialogue platforms, such as the Regional Commissionsfor Biodiversity. This is an ideal forum for imparting knowledge among different individuals involved inbiodiversity planning and in environmental matters in Fiji in general. For many of the civil servants and NGOstaff in Fiji, the opportunity for working within a project like this is a form of training. Furthermore,consultation, participation and ownership are guiding principles of biodiversity planning processes. These arean essential part of this proposal. In particular, Fijian civil servants will strengthen their knowledge and skillsregarding the management of marine ecosystems, wetlands and invasive species.

Organizational

In particular, the following activities are specially targeted at building organizational capacity: Taking stock of the NBSAP and identifying barriers to its implementation Taking stock of the lessons learned in the use of promotion mechanisms for the conservation and

sustainable use of biodiversity. Setting targets and priorities Developing implementation plan for the revised NBSAP Assessing and strengthening capacity needs Developing the clearinghouse mechanism Developing a permanent framework for reporting to the CBD

Systemic

In particular, the following activities are specially targeted at building systemic capacity: Zoning of the country into bioregions will strengthen institutional responses to biodiversity threats

that are specific to different ecosystems Assessing and integrating ecosystem services through economic valuation Mainstreaming biodiversity into regional plans, development policies, plans and practices and into

sectoral plans and strategies Incorporating climate change issues into NBSAPs Integrating the NBSAP implementation plan with the CBD Program of Work on Protected Areas

implementation plan and Nagoya Protocol, among others. Securing sustainable finance for NBSAP implementation Monitoring and reporting on the status of biodiversity under climate change scenarios

C. DESCRIBE THE ENABLING ACTIVITY AND INSTITUTIONAL FRAMEWORK FOR PROJECT IMPLEMENTATION(discuss the work intended to be undertaken and the output expected from each activity as outlined in Table A ).

Detailed Description of Activities per Project Component / Outcome

The description that follows has been organized in five modules (I -V), following the GEF’s guidance, but which forthe sake of simplicity were grouped within the three already mentioned Components / Outcomes. The following aremodules:

Component Outline of modules for NBSAP Revision and Related Activities Percentage of total GEFfunding in the proposal

1I. Preparation

16%II. Setting national targets, principles, & main priorities of the strategy

2 III. Strategy and action plan development 45%3 IV. Development of Implementation plans and related activities 30%


V. Institutional, monitoring, reporting and exchange- Management 9%

Component 1. Stocktaking and national target setting

Key Outputs expected under this component includes the following:

1.1 Review and stocktaking of products and results from previous biodiversity planning processes at the nationallevel are carried out in a participative manner.

1.2 In response to the global Aichi Targets, national biodiversity targets are developed in a manner that is attuned toFiji’s reality.

1.3 The achievement of national targets, developed in line with the global Aichi Targets, is duly monitored duringthe project duration and beyond, and this is reported upon to the CBD through the 5th national report, andthrough other means.

1.4 In an iterative manner, Fiji taps into useful information on, and participates into, global networks and initiativeson biodiversity data and indicators (such as the Biodiversity Indicators Partnership, Global BiodiversityInformation Facility and the World Conservation Monitoring Centre, the Global Environment Outlook portal,among other relevant ones).

Key Outcomes:- By end 2012, a multi-sectoral/multi-stakeholder working group is established and it completes the stock-taking

exercise.- By end 2012, national targets in response to the global Aichi Targets are developed.

Key Products resulting from activities: Review of the Biodiversity Planning Process in Fiji and the mechanisms to promote biodiversity conservation

and sustainable use. Biodiversity Targets for Fiji as part of national efforts to implement the CBD’s Strategic Plan for 2011-2020.

Key Activities (I - II)

I. Preparing for the NBSAP revision

Taking stock of the NBSAP and identifying barriers to its implementation: This activity will focus on rapidlybut accurately taking stock of existing plans, policies and practices, and of the root causes of biodiversityloss. Within country-specific contexts, the aim is not only to identify key threats, but to understand thedrivers behind these threats, as well as the key aspects of the policy environment that are barriers andchallenges to effective conservation/sustainable use. Based on existing studies and analyses, the emphasis ofthis activity will be on identifying key gaps in the existing NBSAP, understanding the primary drivers androot causes, and identifying the means of overcoming existing barriers and challenges. The main output ofthis exercise will be a stock-taking report. The National Biodiversity Planning Analyst will play a key role inprepare the key products associated with stock-taking and barrier identification exercise.

• Stakeholder consultation and participation: This activity will focus on ensuring a robust consultative processthat engages representatives from key sectors, administrative leaders, and traditionally under-representedgroups. The aim is to develop and sustain a participatory process in order to increase the likelihood ofsuccessful implementation of the NBSAP. This is especially important relative to the goals of mainstreamingbiodiversity into national development plans, and promoting resilient landscapes that include productionsectors. Different Working Groups (WG) composed primarily of scientists and technical people, but alsogovernment staff, CSO members and others. These WGs will concentrate of themes such as protected areas,economic valuation, sectoral mainstreaming and the interface biodiversity and climate change among otherrelevant themes. To the extent possible, WG that already exist and were engaged in the BD EA Add-On


project will be carried over.

II. Setting targets

• Setting targets and priorities: This activity focuses on setting specific, measurable, achievable and time-bound targets for the NBSAPs based on the global Aichi Targets, including targets on restoration ofecosystems, protected area coverage, overall biodiversity loss, and other aspects of the Strategic Plan. Thisactivity, which is linked to priority setting among different aspects within the NBSAP, will be completed byOctober, 2012 (by CoP-11). The work of setting / reviewing targets for Fiji needs to be done collectively anditeratively. The Working Groups will play a key role in supporting this process under the leadership of thePrinciple Technical Advisor.

Component 2. NBSAP Update

Key Outputs expected under this component includes the following:

2.1 A National Biodiversity Strategy and Action Plan (NBSAP) for Fiji, anchored into national developmentframeworks, is updated, in a manner that is participative, widely disseminated and fully integrates new aspectsof the CBD strategic plan, such as: (i) mainstreaming (positioning, aligning and incorporating it); (ii) the valuingof ecosystem goods and services; and (iii) the incorporation of challenges and opportunities linked to ecosystem-based adaptation and resilience.

2.2 The updated and fully endorsed NBSAPs for Fiji is submitted to the CBD preferably within the deadline set bythe COP.

Key Outcomes:- By early 2014, Fiji’s NBSAP is fully updated, it is in line with the guidance in the CBD Strategic Plan (2011-

2020) and has been submitted to the CBD COP 12.

Key Products or Publications resulting from activities

National policy on Conservation and Sustainable Use of Biodiversity. Fiji shall develop the national policy,which has not yet been defined as such, whose application tool will be the Strategy.

National Biodiversity Strategy and Action Plan for Fiji 2012-2020 Sub-product 1: Baseline analysis document on ‘Natural Capital & Development’, with an emphasis on

ecosystem services (Study on Ecosystem Valuation in Fiji, i.e. “TEEB-like”). It will include recommendationsfor inter-sectoral planning and inclusion in the nation’s Development Plan and suggestions for revisions of theAichi Targets.

Sub-product 2: Study on Advances in Sectoral Mainstreaming of Biodiversity in Fiji, based on an analysis ofnational planning for the thematic area and the existing mechanisms to promote conservation and sustainableuse.

Sub-Product 3: Assessment of the current status, conservation and sustainable use options, including barriers andopportunities, to meet Aichi Targets 10 and 11 related to marine and coastal ecosystems

In connection with the above outputs and deliverables, and as a result of the activities outlined below, Fiji willstrive to achieve the following outcome vis-à-vis its CBD obligation and related processes:

- By early 2014, Fiji’s NBSAP is fully updated, it is in line with the guidance in the CBD Strategic Plan (2011-2020)and has been submitted to the CBD COP14

14 The actual submission of the NBSAP to the CBD Secretariat is the responsibility of the government of the Republic of Fiji, not UNDP.


Key Activity (III)

III. Developing the NBSAP

This step will seek to achieve the following: (i) Developing the strategy and actions to implement the agreedtargets though national consultations; (ii) Application of the NBSAP to sub-national entities through sub-nationaland local consultations; and (iii) Sectoral integration including mainstreaming into development, povertyreduction and climate change plans through sectoral consultations.

While the project will focus on updating all aspects of NBSAPs, it will place particular emphasis on thoseaspects that are both highlighted in the 2011-2020 CBD Strategic Plan, and that are absent from Fiji’s NBSAP.These include the following:

• Assessing and integrating ecosystem services through economic valuation: The study on the Economics ofEcosystems and Biodiversity (TEEB) has drawn attention to the global economic benefits of biodiversity andecosystem services and to the growing costs of biodiversity loss and degradation. However, we have not yetlinked the value of biodiversity and ecosystem services to our own national development goals, includingpoverty eradication and sustainable livelihoods. Through this activity, we will be able to demonstrate thebenefits and values of ecosystems and biodiversity at a national level, and better link ecosystems and prioritysectors in national development plans, in order to guide allocation of resources. The aim is to strengthen thepoint that biodiversity not only underpins human well-being, but that biodiversity and associated ecosystemservices can make a significant contribution to poverty reduction and economic development. By engagingnational specialists and providing support from global specialists, hard economic data will be collected andprocessed at the country level to demonstrate the costs and benefits of investing in biodiversity management.Capacity to carry out the assessments and make important links to priority economic sectors will besimultaneously built within the country.

Specific steps in this process include:

a. Identify and assess the full range of values of key ecosystem services within thecountry, based on existing local, national, regional and global studies on the value ofecosystems and biodiversity, including: the valuation of protected areas, any othernational ecosystem services studies that have been conducted (e.g., water, carbon),and existing global and regional maps and overlays of key ecosystem services

b. Identify the implications of these services for different stakeholder groups withinthe country, including those who benefit from, and pay for, the maintenance of theseecosystem services, and those that degrade ecosystems through unsustainable use.

c. Estimate and demonstrate the value of key ecosystem services (using methodsappropriate to each service), including the value of the ecosystem service incontributing to climate resilience, adaptation and mitigation; reducing poverty, andsustaining livelihoods.

d. Where appropriate, this activity will also identify potential means of capturing thevalue of targeted ecosystem services including through policies such as paymentsfor ecosystem services and other positive incentives.

As part of this process, Fiji will commend a specific study to be incorporated into the updated NBSAP. Thiswill entail a baseline analysis on ‘‘Natural Capital & Development’’, with an emphasis on ecosystemservices. In short, it will be called ‘Study on Ecosystem Valuation in Fiji, TEEB-like’. Specialized technicalservices will be engaged for the purpose. It will include recommendations for intersectoral planning andinclusion in the nation’s Development Plan and suggestions for revisions of the Aichi Targets. The NBSAPReview Working Group will play a key role in providing, data, advice and in reviewing drafts of the product.

• Mainstreaming biodiversity into development policies, plans and practices and into sectoral plans andstrategies: Mainstreaming has been defined as the internalization of biodiversity conservation goals into


economic and development sectors, policies and programs, such that they become an integral part of theirfunctioning of these sectors.15

As part of this process, we will focus on the following sectors:

AgricultureForestryTourism, Trade, Travel and TransportDevelopment planning and FinanceFisheriesWater

The Project will also focus on the following development areas / topics:

Land-use management, including spatial and infrastructural development planningDevelopment FinanceFood SecurityPopulation & urban planningPoverty alleviationRural development and livelihoodsClimate change mainstreamingHealth provision, including traditional medicineTraditional Ecological Knowledge

Specific steps in this process will include:

Forming partnerships between relevant stakeholders interested in biodiversityconservation issues and in development issues

Explicitly identifying key stakeholders’ interests, and desired outcomes Identifying potential conflicts and trade-offs, and work towards mutually acceptable

solutions, including strategies that serve mutually beneficial interests and achievemutually beneficial outcomes

Embedding and institutionalizing these strategies in the institutions, policies,agreements, programs and mechanisms of each sector

A set of capacity building modules on national biodiversity strategies and action plans, and other aspects ofimplementation of the Convention, is available at the CBD website.16 Module B-3 on mainstreamingbiodiversity into sectoral and cross-sectoral strategies, plans and programmes has been updated in 2011. Itfocuses on the theme of biodiversity mainstreaming both into (i) national development and poverty reductionframeworks, as in (ii) production sectors. The guidance also suggests a number of tools that can be used forthe purpose with examples and further guidance. Fiji will seek inspiration from these materials in itsmainstreaming activities in connection with the NBSAP update.

• Incorporating climate change issues into NBSAPs: The previous NBSAP did not adequately address aspectsof climate change. This activity will involve incorporating aspects of climate change into NBSAPs,including, for example:

a) Identifying, protecting and appropriately managing areas important for carbon sequestration;b) Updating the country’s ecological gap assessment to include predicted future distribution of biodiversity

under climate change scenarios;c) Assessing the impact of climate change on the functioning of ecosystem services, such as water;d) Identifying areas important for improving nature’s ability to adapt to climate change, such as altitudinal

gradients and conservation corridors

15 Petersen, C and B. Huntley. 2005. Mainstreaming Biodiversity in Productive Landscapes. Working Paper 20. Washington DC: GEF.16 See www.cbd.int/nbsap/training.


e) Identifying areas of particular importance for restoration in order to improve climate resilience,adaptation and mitigation.

The inputs from the National Environment Council that acts as the steering committee for the NBSAPSteering Committee and the NBSAP Review Working Group will be essential to ensure the successfulincorporation of climate change issues in the NBSAP.

Component 3. National frameworks for NBSAP implementation, CDB reporting and exchange mechanisms

Key outputs expected under this component includes the following:

3.1 National frameworks for NBSAP implementation is in place and includes: (i) institutional leadership forimplementation is established and strategic partnerships forged (nationally and internationally); (ii) a costed andprioritized Action Plan is appended to the NBS; (iii) needs assessments on capacity, technology and finance arecarried out; and (iv) a strategy for resource mobilization for the implementation of the NBSAP is produced andincludes a baseline assessment of existing biodiversity finance.

3.2 An effective, user-friendly and easily updatable country-driven CHM site is developed; it is linked up to theCBD’s global CHM networks and to other information and knowledge exchange network on biodiversity.

3.3 Immediate CBD reporting obligations are met by Fiji in a timely manner: (1) By 2012 Fiji has developednational targets to achieve the CBD Strategic Plan; and (2) The Fifth National Report to the CBD by 31 March2014.

Key Outcomes:- By End 2013, complete the updating and improvement of national clearinghouse mechanisms- By End 2013, complete plan for implementing the NBSAP, including capacity, technology and finance needs

assessment

Key Products or publications combined into one:

Set of ‘straight-forward’ and feasible NBSAP implementation plans, which ensure the effective implementationof the Action Plan contained in the NBSAP

Fully functional CHM for Fiji, based on best international practice on the matter Fifth National Report to the CDB

Key Activities (IV - V):

In the several sub-activities mentioned below, Fiji will focus on ensuring the transfer of skills from consultants,coordination and the different Working Groups to the different institutions and organizations responsible forbiodiversity management in Fiji. This will be achieved through close collaboration and coordination. The processwill involve a wide range of stakeholders, as it will be elaborated further down, with due consideration of theparticipation of NGOs/CSOs, women and indigenous groups.

IV. Developing implementation plansThis activity will focus on developing an overall plan for implementing the NBSAP. This implementationplan will include the following sub-activities:

a) Developing an overall implementation plan: The primary output of this activity is an overall implementationplan that delineates major steps, responsible parties, costs for main activities, expected outcomes and atimeline.

b) Integrating the NBSAP implementation plan with the CBD Program of Work on Protected Areasimplementation plan: The National System of Conservation Areas (SINAC) has in fact already established a

www.cbd.int/nbsap/training


number of targets. Much of the work with respect to biodiversity planning carried out by SINAC has alreadyincorporated the guidance from the PoWPA. The work to be done here is to ensure that, in light of theupdating of the NBSAP and in light of the Aichi Targets, Fiji’s PoWPA implementation plan to be rolled outby SINAC has been harmonized.

c) Securing sustainable finance for NBSAP implementation: Article 20 of the Convention mentions the needfor Parties “to provide, in accordance with its capabilities, financial support and incentives in respect ofthose national activities which are intended to achieve the objectives of this Convention.” In the past fewyears, there has been a wide proliferation of innovative biodiversity finance mechanisms, such as paymentsfor ecosystem services, conservation trust funds, biodiversity offsets and bio-carbon funding, among manyothers. We are still in the early stages of exploring these mechanisms. This activity will therefore focus onthe following:

Identifying the existing financial gap for implementing the NBSAP Identifying potential sources of revenue for filling these gaps Assessing the feasibility for these revenue sources Developing a detailed plan for operationalizing these revenue sources

d) Assessing and strengthening capacity needs: One of the primary areas of enabling activities is the assessmentof capacity needs. The decisions at CoP-10 place new and ambitious demands on countries, includingrequirements to protect and sustainably manage their lands and water, to develop comprehensive plans thatintegrate climate change into their land use, development and sectoral plans and strategies, and to developappropriate biodiversity and climate policies, laws and incentives. This activity will ensure that we develop aroad map for strengthening these specific capacities. Building on existing capacity needs assessment, andusing existing guidance, we will identify capacity-building strategies to fill the following gaps:

Capacity to identify key biodiversity areas, including areas important for climate resilience andadaptation.

Capacity to identify and implement mechanisms for sustainable finance. Capacity to assess the value of biodiversity, including of protected areas, and to mainstream those

values into national accounting, sectoral plans and development plans. Capacity to identify key sectors for mainstreaming into biodiversity, and opportunities for

mainstreaming biodiversity into key sectors. Capacity to develop and maintain data management systems, including for clearinghouse

mechanisms and national reporting.

V. Institutionalizing, monitoring and reporting

• Monitoring and reporting on the status of biodiversity under climate change scenarios: Monitoring andreporting on the status of biodiversity is a key aspect of several Programmes of Work within the CBD. Todate, efforts to monitor and report on the status of biodiversity have been sporadic and have typically nottaken into full account the status and trends of biodiversity, the status of effective conservation, thecontribution of ecosystem services (such as water and carbon), and the likely impacts of climate change onbiodiversity and ecosystem services. Through this project, Fiji will ensure that future monitoring andreporting on the status of biodiversity and ecosystem services is comprehensive, and fully incorporatesclimate change issues. The National Biodiversity Monitoring Systems Consultant will play an essential rolein proposing systems that will allow the country to monitor and report on the status of biodiversity underclimate change scenarios.

• Developing clearinghouse mechanisms (CHM): Of the 90 countries that accessed funding under the FourthNational Report joint global project (UNDP-UNEP/GEF), only 44 had national CHM sites, and of those, 25were kept up-to-date (data from 2010). At the same time that CHMs are largely out of date, reliance ondigital information has increased exponentially. Fiji is no exception. There is a CHM established in thecountry, but it should be strengthened in order to meet its objective of becoming the focal point for


systematization and national transfer of information on the theme. Currently, there is limited information onany of the government-run websites. At the same time, there are several public and private institutions,including NGOs and research centers that maintain information on biodiversity in different formats. What isrequired for the country is a more powerful and suitably coordinated CHM, with computerized data tocentralize all information and, above all, to be able to transfer it adequately. Plans are to make the currentCHM more user friendly and collaborate with NBSAP partners to develop a fully fledged database on theflora and fauna that will be linked to the CHM. The research institutions, government ministries anddepartments and other organizations in Fiji that have different forms of data related to biodiversity will bebrought into a simpler, usable and a format that will be helpful to understand Fiji’s biodiversity resources. Indoings so, plans are also to ensure that partner agencies conservation projects and additional data are alllinked up to the existing CHM so that it becomes the hub of information on biodiversity for Fiji.

This activity will be mostly carried out by a consultancy outfit (refer to Annex E-1), but will count on theactive engagement and contribution from the NBSAP Principal Technical Advisor and the different WorkingGroups.

• Developing a permanent framework for reporting to the CBD: Parties to the CBD committed to submitting afifth national report by 2014. The capacity that is necessary for institutionalising the reporting tasks in theresponsible entities will follow recommendations that will be prepared by the Needs Assessment andCapacity Development Consultant. In this project, Fiji will submit a 5th National Report that fully covers theNBSAPs, key changes in the status and trends in biodiversity status, threats and conservation, and willdevelop a long-term reporting framework that will enable us to better track changes over time.

Project consistency with national strategies and plans or reports and assessments relevant for the CBD, aswell as other cross-cutting assessments and priority setting exercises

Fiji ratified the UN Convention of Biological Diversity in 1993 and it is making important efforts to fulfil itsobligations under it, as well as to implement the Convention at the national level, including several of itsProgrammes of Work. Yet, there are gaps linked to national capacity and for which Fiji needs external assistance toaddress.

The proposed project is fully in line with the Fiji Government’s strategic development where the preservation ofcritical natural assets is a priority, including the Roadmap for Democracy and Sustainable Socio-EconomicDevelopment 2009 – 2014, which is the overall plan for Fiji.

The new NBSAP will be produced within the current policy and legal framework relevant for biodiversitymanagement. The project is generally consistent with this framework, but the NBSAP itself will also serve toinfluence national and sectoral policies in many different ways, so as to gradually make them more biodiversity-friendly. The following policies and laws are worth mentioning:- National Environment Strategy (NES) and the Environment Management Act (2005);- Land Conservation and Improvement Act (LCIA), in place since 1953 and still pertinent;- The Fisheries Policy, the Rural Land Use Policy, the Forestry Policy, the Tourism Development Policy and the

Urban Planning Policy.

Part II, Section A of this proposal contains a matrix listing different reports and assessments relevant for the CBD, aswell as other cross-cutting assessments and priority setting exercises. This proposal fits well with the progresspresented in the mentioned matrix, including the several gaps that need to be fulfilled in connection with thisprogress so far.

Collaboration and synergies with related initiatives

Fiji has two on-going biodiversity planning initiatives:

The Pacific Plan – The Auckland Declaration of April 2004 saw Pacific Forum Leaders agreeing to the


development of a ‘Pacific Plan’ with the goal to ‘Enhance and stimulate economic growth, sustainabledevelopment, good governance and security for Pacific countries through regionalism.” In this Plan there isan overt reference to ‘Improved Natural Resource Management and Environmental Management’ and inStrategic Objective No.5, with initiatives being promoted for the first three years in: sustainabledevelopment, fisheries, forestry, coastal waters, waste management, energy, freshwater management,biodiversity and climate change.

The ‘Action strategy for Nature Conservation in the Pacific Islands Region’ developed by the Roundtablefor Nature Conservation was the result of the 7th Conference on Nature Conservation & Protected Areas,held in 2002. Its mission is to ‘protect and conserve the rich natural and cultural heritage of the PacificIslands forever for the benefit of the people of the Pacific and the world’ . A revised strategy for 2008-2012was discussed at the Alotau Conference in October 2007.

In addition, this project will directly benefit from several on-going GEF-funded projects, including:

GEF-funded project to provide additional funding (Add-On) of the Biodiversity Enabling Activity (PIMS2514): The aim of this project is to increase public awareness of biodiversity issues, which ultimately leadsto effective and sound decision-makings of the conservation and sustainable use of biodiversity at all levels.From the time Fiji became a Party to the CBD, information dissemination was carried out on an ad hoc basiswith no formal mechanism in place to ensure all relevant stakeholders receive this information through acentralized CHM, filtering this information right down to the grassroots levels promoting a betterunderstanding of biodiversity and in particular the programmes and obligations set out under the CBD. Theproject is reaching its operational end in the second semester of 2012. Efforts will be made to ensure aseamless transition between the previous BD EA project and the current proposed one with respect to assets,institutional memory, but also structures such as committees and working groups. The aim is to keep the‘biodiversity sector’ in Fiji active and engaged.

GEF-funded PoWPA Early Action Grant to Fiji (PIMS 2613): This project provided support to conduct anational gap assessment, which has recently been completed. This study will directly link to the NBSAP byidentifying key areas important for biodiversity that are not yet protected, and will help with fleshing outnational targets consistent with Aichi Target 11.

Additionally there are other donor-funded projects that will be complemented by this project within the Departmentthat are already working in various thematic areas of the NBSAP such as the

Mangrove Ecosystem Climate Change Livelihood Adaptation ( MESCAL) : They work with the InshoreFisheries ( Thematic area 3 of Fiji’s NBSAP), Coastal Development (thematic area 4 of Fiji’s NBSAP) andalso play the secretariat role of the integrated coastal management committee.

Coral Triangle Pacific (CTP) is a new project within the department that is also working with communitiesthat address thematic area 4 of the NBSAP.

These projects are partners of NBSAP and thus duplication is clearly avoided. The can provide essential data to thenew NBSAP and project managers and focal points will act as resource persons in key NBSAP events. Furthermore,the experience and lessons from these projects, programmes and initiatives can make important contributions to thenew strategy. During project inception, the Project Manager and Principle Advisor will gather a thorough list of suchinitiatives and establish the key contacts with the responsible entities.

Project implementation arrangement:

The project will be implemented over a period of 24 months. The Department of the Environment (MMA) is thegovernment institution responsible for the implementation of the project and will act as the National ExecutingAgency. UNDP is the GEF Agency for the project and accountable to the GEF for the use of funds. The project isnationally executed (NEX), in line with the Standard Basic Assistance Agreement between the UNDP and theGovernment of Fiji, and the Country Programme Action Plan (CPAP) for 2011-2014.


The overall responsibility for the project implementation by Department of the Environment implies the timely andverifiable attainment of project objectives and outcomes. The Department of the Environment will provide supportto, and inputs for, the implementation of all project activities. The Ministry of the Environment will nominate a highlevel official who will serve as the National Project Director (NPD) for the project implementation. The NPD willchair the Project Steering Committee (PSC) , and be responsible for providing government oversight and guidance tothe project implementation The NPD will not be paid from the project funds, but will represent a Governmentcontribution to the Project. The NPD will be technically supported by a project technical team as well as UNDP’stechnical backstopping provided by the UNDP/GEF Regional Technical Advisor responsible for the project and theUNDP Environment Focal Point at the Multi Country Office.

All consultants hired by the project will be recruited using standard UNDP-MCO recruitment procedures and willreport directly to the NPD.

Working closely with the Department of the Environment, the UNDP Multi Country Office (UNDP-MCO) will beresponsible for: (i) providing financial and audit services to the project; (ii) recruitment of project staff andcontracting of consultants and service providers; (iii) overseeing financial expenditures against project budgetsapproved by PSC; (iv) appointment of independent financial auditors and evaluators; and (iv) ensuring that allactivities including procurement and financial services are carried out in strict compliance with UNDP/GEFprocedures. A UNDP MCO staff member will be assigned with the responsibility for the day-to-day managementand control over project finance.

A National Project Steering Committee (PSC) will be convened by the Department of the Environment, and willserve as the project’s coordination and decision-making body (Project Board). The PSC will include representationof all the key project stakeholders. The PSC meetings will be chaired by the NPD. It will meet according thenecessity, but not less than once in 6 months, to review project progress, approve project work plans and approvemajor project deliverables. The PSC is responsible for ensuring that the project remains on course to deliver productsof the required quality to meet the outcomes defined in the project document.

The day-to-day administration of the project will be carried out by a Project Coordinating Unit (PCU), comprising aProject Manager (PM), Project Coordinator and Project Assistant who will be located within the Department of theEnvironment, The Project Coordinator and Assistant will be recruited using standard UNDP recruitment procedures.The PM will manage the implementation of all project activities. The Project Manager will liaise and work closelywith all partner institutions to link the project with complementary national programs and initiatives. The PM isaccountable to the Ministry of the Environment, and the PSC for the quality, timeliness and effectiveness of theactivities carried out, as well as for the use of funds. The PM will also be technically supported by contractednational and international consultants and service providers. Recruitment of specialist services for the project will bedone by the PM, in consultation with the UNDP and the Ministry of the Environment.

Comparative advantage of UNDP in Fiji with respect to this project:

UNDP has historically been the largest GEF implementing agency in terms of assisting countries in undertakingbiodiversity enabling activities, having assisted more than 100 countries with it through several projects. The GEF2global project ‘Biodiversity Support Programme’ was jointly implemented with UNEP and has set the stage at theglobal level in the field of biodiversity planning among GEF eligible countries.

UNDP assisted Fiji in the preparation of its existing NBSAP as well as with previous Reports to the CBD. TheGovernment of Fiji has requested UNDP assistance in designing and implementing this project due t UNDP’s trackrecord in assisting governments with the management of biodiversity. UNDP currently supports the development andimplementation of three GEF projects in Fiji in biodiversity, has recently completed two more and has had a longstanding and successful SGP programme. UNDP has an established Representation in Suva, with well-developedworking relationships with the key stakeholders for this project. The Country Office Five environmentalists withthree staff having Master’s Degrees in Geography, Environmental Science, International Relations,Chemistry and a PhD. and two holding bachelor’s degrees. Technical support will also be provided from thespecialists in UNDP’s Environment and Energy Practice in Asian Service Centre based in Thailand and throughUNDP’s global network of biodiversity specialists. UNDP also has extensive experience in integrated policy


development, human resources development, institutional strengthening, and non-governmental and communityparticipation.

Project’s alignment with UNDP’s programme for Fiji

The current UNDP Country Programme Document and its accompanying Action Plan (CPAP) for Fiji covers theperiod 2008-2012. The United National Development Assistance Framework (UNDAF) also covers 2011-2014.Environment and the fight against poverty will be important themes within these programming documents. Inparticular, the CPAP aims to ensure that, by 2012, the country will have advanced in the design of policies favouringenvironmental and energy sustainability. The UNDAF also aims to improve environmental management skills torevert degradation processes; strengthen biodiversity and sustainable use of natural resources by SIGAP and improvebusiness opportunities compatible with sustainable development.

UNDP is the lead agency for this strategic area, promoting, environmental protection and management andcontributing to the sustainable management of natural resources (water, soil, forests) and to an increase in forest areaand land management, throughout the country. As for the current CPAP, a key outcome defined in it is the supportthe government to lift certain barriers to the sustainable management of natural resources and the improvement ofrural and urban people's livelihoods. More specifically, this project will contribute to establishing andoperationalising the institutional and legal framework necessary for biodiversity conservation and the sustainable useof natural resources as a contribution to the CPAP.

Stakeholder involvement in the implementation of the project

The stakeholder involvement element is embedded in the description of several activities within this proposal whichwill have a consultative and participatory character, under Department of Environment’s leadership. A fullstakeholder involvement plan will be developed in connection with the preparation of the UNDP Project Documentthat will operationalize this proposal at the level of UNDP, allowing Fiji to access the funding. This plan will departfrom the following indicative and non-exhaustive list:

Government DepartmentsDept. of EnvironmentDept. of ForestryDept. of AgricultureDept. of FisheriesAttorney General’s OfficeDept. of Regional PlanningMinistry of Foreign AffairsMinistry of Education - Curriculum Development UnitMinistry of Finance –Ministry of Strategic Planning

Statutory BodiesNational Trust of FijiFiji MuseumiTaukei Affairs BoardiTaukei Land Trust Board

Non-Government OrganisationsWorld Wide Fund for NatureFiji Council of Social ServicesFoundation of the Peoples of the South PacificPacific Development InstituteChristian Youth Development Association of FijiFood & Nutrition Committee


Wildlife Conservation SocietyInternational Union for Conservation NatureBirdlife InternationalConservation InternationalFiji Locally Managed Marine Area

University of the South PacificBiology DepartmentGeography DepartmentInstitute of Applied ScienceMarine Studies ProgrammeSouth Pacific Regional Herbarium

Fiji National UniversitySchool of Applied Science

At least 3-4 Working Groups (WG) are planned to be set up for assisting in the achieving the different outcomesforeseen in this project: (1) ‘Natural Capital & Development’; (2) Sectoral Mainstreaming; (3) Climate Change &Biodiversity; (4) Fifth National Report. TOR will be developed in due course.

The participation of NGO and CSO stakeholders in the implementation of this project will be ensured in everystage of implementation, including through membership of the different WGs. The government of Fiji welcomes theefforts engendered by NGOs and CSOs active in the environment arena, noting that there is scope for strengtheningthose efforts. These organisations, either national or international, play an important advocacy and ‘watchdog’ rolewith respect to biodiversity. Many of them count on extensive networks of stakeholders and have produced researchdata that can help enrich the products that this project will be concerned with. These advantages will be explored infull during project implementation.

Indigenous Peoples. Fijian people are the major indigenous people of the Fiji Islands, and live in an area informallycalled Melanesia. The Fijian people are believed to have arrived in Fiji from western Melanesia approximately 3,500years ago, though the exact origins of the Fijian people are unknown. As of 2005, Fijians constituted slightly morethan half of the Fijian population. Other ethnic groups in Fiji include Indo-Fijians and the Rotuman people. Manymembers of indigenous and traditional groups in Fiji live lifestyles that are closely linked to nature and the use ofbiological resources for their survival. Their knowledge on the use of these resources places them in a privilegedposition to play a role of custodians of biodiversity in the implementation of the NBSAP and the achievement of theAichi Targets.

The project coordination will ensure that the voice of indigenous and traditional groups will be duly heard and takeninto consideration in the preparation of the new NBSAP. Special attention will be paid to CBD’s guidance on theengagement of traditional and indigenous peoples in biodiversity planning processes. Specific COP guidance on thematter, linked to implementation of the Convention’s Article 8(j), will be followed.17

Gender marking

Fiji enjoys a relatively high gender equality index within the Pacific region, and Fiji has introduced a number ofsignificant reforms to improve women’s status. The most significant of these is a Women’s Plan of Action whichidentifies five priority areas for the promotion of women’s rights: formal sector employment and livelihood, equalparticipation in decision-making, the elimination of violence against women and children, access to basic services,and women and the law. The project coordination will ensure that gender considerations become part and parcel ofthe updated NBSAP. COP guidance will be followed.18 More specifically two are worth mentioning: (i) COPDecision 1X/24 on the approval and endorsement of the CBD Gender plan of Action; and (ii) COP Decision X/19,which amongst other matters invited Parties to consider gender as a core cross-cutting issue in the implementation of

17 See e.g. www.cbd.int/traditional.18 See e.g. www.cbd.int/doc/nbsap/nbsapcbw-pac-02/nbsap-nadi-scbd-gender.pdf and www.cbd.int/doc/publications/cbd-ts-49-en.pdf.

www.cbd.int/traditional


biodiversity-related activities.

During the project inception the mandatory UNDP gender marker will be applied. This requires that each project inUNDP's IPSAS/ATLAS system be rated for gender relevance. This will for example include a brief analysis of howthe project plans to achieve its environmental objective by addressing the differences in the roles and needs ofwomen and men.

Furthermore, gender marking implies the production of the following data by the project's year 2 and by its end:- Total number of full-time project staff that are women- Total number of full-time project staff that are men- Total number of Project Board members that are women- Total number of project Board members that are men- The number jobs created by the project that are held by women- The number jobs created by the project that are held by men

D. DESCRIBE, IF POSSIBLE, THE EXPECTED COST-EFFECTIVENESS OF THE PROJECT:

The proposed GEF project will ensure that a national strategy and action plan guide all stakeholders and partners inthe conservation of the biodiversity assets in the country. This is one way of making optimal use of biodiversityplanning resources. Furthermore it will ensure that the different stakeholders and parties responsible forimplementation are consulted to maximise existing opportunities for implementation and reflect the realities of thecountries decentralised administration. To reduce the costs associated with 15 separate consultations (administrativeunits) or across all 9 ecoregions, the GoC are proposing a bioregional approach i which different administrative unitsare grouped into larger bioregions and stocktaking and targets setting undertaken at this level. This is a cost effectiveway of ensuring the process reflects Fiji’s characteristics whilst falling within the generic guidance provided by theGEF for the NBSAP updating process. It will be built upon the strong foundation of the previous developed NBSAP,Capacity Assessments and National Reports and will work in coordination ad close collaboration with other relevantprojects reducing the costs of this undertaking in such a large and diverse country.

The project combines GEF funding with national government co-financing and investment in order to ensurenational compliance with CBD Strategic Plan. The government contribution to the project include the staff time of aProject Director and of support staff at the Ministry of Environment for number of project activities, organization ofand participation in Project Board meetings, plus other work related to reporting, workplan approvals, signing off onspecific reports and studies. This makes more effective the use of requested resources.

The cost-effectiveness of the proposed activities will be further ensured by combining government internal, nationaland international expertise in implementing similar projects.

E. DESCRIBE THE BUDGETED M&E PLAN:

Type of M&Eactivity

ResponsibleParties

Budget US$Excluding project team staff time

Timeframe

Inception WorkshopProject CoordinatorUNDP COUNDP GEF

$5,000Within first threemonths of project startup

Inception ReportProject TeamUNDP CO

NoneImmediately followingIW

Measurement of Means ofVerification for Project PurposeIndicators, Project Progress andPerformance (measured on anannual basis)

Oversight by Project ManagerProject team

To be finalized during theinception phase and determinedas part of the Annual Work Plan'spreparation.

Annually prior toARR/PIR and to thedefinition of annualwork plans

Simplified BiodiversityEnabling Activities AnnualProject Review / ProjectImplementation Report(APR/PIR)

Project TeamUNDP-COUNDP-GEF

None Annually

Quarterly progress reports Project team None QuarterlyCDRs Project Manager None QuarterlyIssues Log Project Manager

UNDP CO Programme StaffNone Quarterly

www.cbd.int/doc/nbsap/nbsapcbw-pac-02/nbsap-nadi-scbd-gender.pdf

www.cbd.int/doc/publications/cbd-ts-49-en.pdf


Risks Log Project ManagerUNDP CO Programme Staff

None Quarterly

Lessons Learned Log Project ManagerUNDP CO Programme Staff

None Quarterly

Terminal ReportProject teamUNDP-CO

Printing costs only, if anyAt least one monthbefore the end of theproject

Lessons learned Project teamUNDP-GEF RegionalCoordinating Unit (suggestedformats for documenting bestpractices, etc.)

To be determined as part of theAnnual Work Plan's preparation.

Yearly

AuditUNDP-COProject team

$2,000 in totalTo be included in the CO auditplan.

Yearly

TOTAL indicative COSTExcluding project team staff time and UNDP staff and travelexpenses

US$ 7,000

F. EXPLAIN THE DEVIATIONS FROM TYPICAL COST RANGES (WHERE APPLICABLE):

Does not apply

PART III: APPROVAL/ENDORSEMENT BY GEF OPERATIONAL FOCAL POINT(S) AND GEF AGENCY(IES)

A. RECORD OF ENDORSEMENT OF GEF OPERATIONAL FOCAL POINT(S) ON BEHALF OF THE GOVERNMENT(S):(Please attach the country endorsement letter(s) with this template).

NAME POSITION MINISTRY DATE (Month, day, year)Jope Davetanivalu Director for

EnvironmentMinistry of Local Government, UrbanDevelopment, Housing and Environment

1st August 2012

B. CONVENTION PARTICIPATION*CONVENTION DATE OF RATIFICATION/

ACCESSION (mm/dd/yy)NATIONAL FOCAL POINT

UNCBD 25/02/1993 Jope Davetanivalu*To be filled for NCSA proposals only

C. GEF AGENCY CERTIFICATION

This request has been prepared in accordance with GEF policies and procedures and meets the standards of theGEF Project Review Criteria for Biodiversity Enabling Activity approval.

AgencyCoordinator,Agency name

SignatureDate

(Month, day,year)

Project Contact Person Telephone E-mail Address

Adriana Dinu,UNDP/GEF

DeputyExecutive

Coordinator

August 13,2012

Sameer KarkiRegional Technical

Advisor – Ecosystemsand Biodiversity,

UNDP

+662-3049100 Ext.

[email protected]

mailto:[email protected]


ANNEX A. CONSULTANTS TO BE HIRED FOR THE ENABLING ACTIVITY

PositionTitles

$ / PersonWeek

EstimatedPersonWeeks

Tasks to be Performed

For EA ManagementLocal

ProjectManager(Part time)

500 30

Under the guidance of the National Director, this is a part time position for alead consultant to be responsible for the following tasks:

Directing and executing the project at national and regional levels. Implementing and executing the project under instruction of the National

Director. Leading the design, programming and implementing of the work plan and the

coordination of inputs and outputs of all consultants (contractors) to developthe project.

Ensure that project Objective, Outcomes, Outputs and Activities are executedin a timely and appropriate manner.

Define the tasks, articulation of roles and skills for the implementation ofproducts and byproducts that have been proposed.

Reviews studies and analysis undertaken but the different consultant toidentify compliances with ToR and major gaps still remaining

Contributes to the development of all project results (components and / orproducts), and its tracking and monitoring.

Establish and maintain linkages with national and international organizationsand persons which/who can be of assistance to the objectives of the Project.

Provide timely reporting of project status as required by the ProjectCommittee and the UNDP.

Maintain records of Project Committee meetings, decisions, actions etc. Oversees administrative tasks related to project implementation A successful candidate would in addition to managerial skills also have

expertise in biodiversity planning.For Technical AssistanceLocal

NBSAPPrincipalTechnicalAdvisor

688.88889* 90

The principal technical advisor is responsible for ensuring the overall technicalquality of all of the components of the NBSAP, including the biodiversityvaluation, mainstreaming, and climate resilience and adaptation issues. Specificresponsibilities include participate in hiring processes of appropriate consultantsand contracting with service providers, providing technical oversight to all aspectsof the NBSAP and its components, and monitor the overall technical quality of allaspects of the work. Provide oversight the technical quality of the results thereof,in liaison with relevant national technical staff.

The Principal technical advisor should act as team leader of technical consultantsinvolved in the project, to ensure strict adherence to the agreed deadlines andquality control.

This consultant will work under the guidance of the national director andundertake the following tasks:

Component 1:- Develop planning methodologies and processes for the national and sub-

national technical meetings and consultations with public services and othersstakeholders to ensure that the development process of the NBSAP (nationaland regional) is participatory, increasing the likelihood of successfulimplementation.

- Review base documents for the inputs to the national and sub-nationaltechnical meetings and consultations with public services.

- Work on the preparation of base documents for technical meetings.- Generate baseline information at the national level and lead convening of

stakeholders.


PositionTitles

$ / PersonWeek

EstimatedPersonWeeks

Tasks to be Performed

- Identify barriers and challenges in the political and technical environment foreffective biodiversity conservation and sustainable use.

- Play a pivotal role in producing the following products: Review of the Biodiversity Planning Process in Fiji and the mechanisms to

promote biodiversity conservation and sustainable use. Biodiversity Targets for Fiji as part of national efforts to implement the

CBD’s Strategic Plan for 2011-2020.

Component 2- Together with support from MMA technical staff review the consolidated

results of the regional consultations- Develop methodologies for the national validation of the national targets and

draft NBSAP- Work closely with the teams that will carry out consultancies foreseen in

Annex E, but also with regional public services and authorities.- Provide inputs for evaluation of institutional capabilities.- Work with local experts and government authorities to collect available

information on biodiversity.- Form and lead three Working Groups (WG) of capable nationals to prepare:

(1) the Study on Ecosystem Valuation in Fiji, i.e. “TEEB-like” with WG‘Natural Capital & Development’; (2) Study on Advances in SectoralMainstreaming of Biodiversity in Fiji, with the WG on Mainstreaming; and(3) Incorporating climate change issues into NBSAPs with the WG on ClimateChange & Biodiversity.

- Ensuring that key programmatic and policy issues are considered: terrestrial,marine and coastal areas and inland aquatic, adaptation and mitigation toclimate change considered in the second national communication on climatechange, conservation of species and genes, ecosystem services and sustainableuse of biodiversity.

- Play a pivotal role in producing the following products: The Fiji TEEB. NBSAP Mainstreaming Chapter.

- Be the lead or coordinating author of several chapters of the NBSAP.

Component 3- Provide inputs to the development of the NBSAP implementation plans.- Make sure that proposed methodology for preparing the report on Costs and

financing strategy for the NBSAP- Work closely, provides inputs, check, following up and advice activities of the

team in charge of carry out consultancy regarding to financing and resourcemobilization plan to fund NBSAP and Ecorregional Biodiversity Strategy.

- Play a pivotal role in producing the following products: Set of ‘straight-forward’ and feasible NBSAP implementation plans, which

ensure the effective implementation of the Action Plan contained in theNBSAP

Fully functional CHM for Fiji, based on best international practice on thematter.

- Form and lead the Fifth National Report Working Group.- Responsible for gathering and compiling the information Fifth National

Report of Biodiversity.- Be the lead or coordinating author for Fiji’s Fifth National Report of

Biodiversity.* Included with five digits to avoid round-off errors.


ANNEX B. SCHEDULE OF ACTIVITIES

Comp Modules Guiding activities under each module Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q41) Stocktakingand nationaltarget setting

I. Preparation 1. Rapid stocktaking and review of relevant plans,policies and reports

2. Identification of stakeholders; consultationsand awareness3. Rapid assessment of the causes andconsequences of biodiversity loss highlighting thevalue of biodiversity and ecosystem services andtheir contribution to human well-being

II Settingnational targets,principles, &main prioritiesof the strategy

4. Setting national targets, principles, & mainpriorities of the strategy though nationalconsultations

2) NBSAPupdate

III. Strategyand action plandevelopment

5. Developing the strategy and actions toimplement the agreed targets though nationalconsultations6. Application of the NBSAP to sub-nationalentities through sub-national and localconsultations7. Sectoral integration including mainstreaminginto development, poverty reduction and climatechange plans through sectoral consultations

3) Nationalframeworks forNBSAPimplementation,CDB reportingand exchangemechanisms

IV.Development ofImplementationplans andrelated activities

8. Development of a plan for capacitydevelopment for NBSAP implementation.9. Technology needs assessment10. Development of a communication andoutreach strategy for the NBSAP.11. Development of a plan for resourcemobilization for NBSAP implementation

V. Institutional,monitoring,reporting andexchange

12. Establishment/ strengthening of nationalcoordination structures13. CHM development.14. Development of indicators and monitoringapproach15. Fifth national reports

ANNEX C. OPERATIONAL GUIDANCE TO FOCAL AREA ENABLING ACTIVITIES

Biodiversity GEF/C.7/Inf.11, June 30, 1997, Revised Operational Criteria for Enabling Activities GEF/C.14/11, December 1999, An Interim Assessment of Biodiversity Enabling Activities October 2000, Revised Guidelines for Additional Funding of Biodiversity Enabling Activities (Expedited Procedures) GEF5 Focal Area Strategy (download)

ANNEX D. UNDP TOTAL BUDGET AND WORKPLAN [INCLUDED IN THE PRODOC]


ANNEX E. TECHNICAL ASSISTANCE SERVICE PROVISION: TOR FOR LAUNCHING A REQUEST FORQUOTES

As per the Total Budget and Workplan (TBW) in Annex D of this proposal, three technical output-basedconsultancies are planned under the project. This Annex describes the work under each of them. Thecontent herein will form the basis to prepare complete Requests for Quotes19 for each consultancy.Below is the overview:

# Title of the Output-based consultancy Amount reserved in the TBW ($)Budget

Note

1Strengthen the clearing house mechanism (CHM) to alignwith Aichi Targets and the updated NBSAP

20,000 viii

2

A study to assess the current status, conservation andsustainable use options (including barriers and opportunities)to meet Aichi Targets 10 and 11 related to marine andcoastal ecosystems 22,000

iii (Comp.2)

3 Costs and financing strategy for the NBSAP.25,000

iii (Comp.3)

4

Facilitation support at the regional and national levels for:• Preparatory Work on Biodiverisity Planning (Component

1)• Multi-sectoral participatory dialogue and consultation

(All Components)• Capacity Assessments, Implementation and

Communication with respect to the NBSAP (Component3)

54,000 ii; iv; viii

Services will be tendered out to qualified national consultancy service providers. Services may be assigned to acentre of excellence or NGO that can avail the required expertise and field staff. TOR for consultancies #7 and#8 will be developed during project inception and are not detailed herein.

The complete Requests for Quotes prepared by UNDP normally has the following structure:i. Instructions to Offerorsii. General Conditions of Contractiii. Terms of Reference (TOR)iv. Proposal Submission Formv. Price Schedule

In this annex, only the TOR is described. The remainder of the chapters of the Requests for Quotes will becompleted before launching the tenders and after due validation by UNDP.

The complete TOR for Requests for Quotes will include the following headings:(1) Summary(2) Background(3) Objective of the Consultancy(4) Scope of Work(4) Expected Results(5) Duty station

19 With reference to the applicable procurement process for the type of services being sought and budget allocated to financingthem.


(6) Requirements to the documents(7) Responsibility(8) Qualification requirements(9) Available information(10) Selection Process

Section 1 of the TOR is the same for all four output-based consultancies and it is presented further down. Itscontents may be further detailed in Section 2, though this is not included here (may be prepared later or suppressed).Sections 5, 6 and 7 are also common to all four output-based consultancies and are included after the description ofSection 1. Sections 8, 9 and 10 are to be completed before launching the tenders.

The number of minimum mission days and schedule of payment are to be completed when composing the finaldocumentation for the Request for Quotes.

Common Sections to all TORs

(1) Summary

Fiji is in the process of implementing a GEF biodiversity planning project whose objective is to integrate thecountry’s obligations under the Convention on Biological Diversity (CBD) into its national development andsectoral planning frameworks through a renewed and participative ‘biodiversity planning’ and strategizing process,in a manner that is in line with the global guidance contained in the CBD’s Strategic Plan for 2011-2020.

The following key outcomes are sought as part of the project, each representing one Component of the project:

1) Revision of the Biodiversity Planning Process in Fiji and the mechanisms to promote biodiversity conservationand sustainable use.

2) Fiji’s NBSAP fully updated, it is in line with the guidance in the CBD Strategic Plan (2011-2020) and has beensubmitted to the CBD COP

3) Set of ‘straight-forward’ and feasible NBSAP implementation plans, which ensure the effective implementationof the Action Plan contained in the NBSAP

The ultimate goal of the project is to build national capacity within the topic of biodiversity planning. This impliesprocuring knowledge and capacity building services that are usually not available within State Institutions, due tothe specificity of the topics at hand and the technical requirements.

[Areas of expertise are specific to each consultancy]

(5) Duty station:Santiago de FijiHome based, for the completion of certain reports*Note: all travel expenses should be included into the breakdown of contract total amount by submission of financialproposal.

(6) Requirements to the documents- Draft and final documents should be submitted in Spanish in MS Word (2007 and later). Used font: Arial, size:

12;Presentational documents should be prepared in Power Point.– May be complemented when composing the final documentation for the Request for Quotes –

(7) Responsibility Agrees the above results with the NBSAP Project Coordinator;


Ensures timely and quality execution of the Terms of Reference; Ensures unconditional implementation of requirements of the contract

Specific Sections for each of the TORs

[Annex E-1]Re-designing of the CHM and database to align with Aichi Targets/ updated NBSAP.

Areas of expertise: Coordination, logistics, organisation of meetings, data-base and web-development.Competencies: Consulting firm specializing in bioinformatics, with proven experience in generating and informationtechnology systems over 5 years experience in generating spatial information and documents and Web sites,manage, and have proven experience in international standards and protocols and bioinformatics have networkingnationally and internationally. With knowledge in public policy, communications, and bioinformatics

Services will be restricted to nationally-based expertise and quotes for qualified companies a centre of excellence orNGOs should be presented as a package of services, including honoraries, travel expenses and administrative costs.In order to complement national expertise enshrined in working groups and stakeholder institutions andorganizations involved in the Enabling Activity Project, an international Request for Quote is being launched inview of having services rendered by a group of specialist consultants within the following areas of expertise:

(A) The interface between biodiversity & climate change(B) Environmental economics, finance and biodiversity mainstreaming(C) Web-design and editorial support

Services be based on expertise of international caliber, though the CVs presented may be of nationals. Quotes forqualified companies should be presented as a package of services, including honoraries, travel expenses and admincosts

(3) ObjectiveThe main objective of the Consultancy is to provide regionally-based stakeholder engagement support to the entireBiodiversity Planning Process in Fiji outlined in the Enabling Activities project, specifically offering an effective,user-friendly and easily updatable country-driven CHM site for the country.

(4) Scope of WorkThis is a specialized consultation to support the renovation and redesign of the platform of the CHM / Fiji inaccordance with the requirements of the CBD with output indicators, reporting and networking.

[The complete scope of the work and the specific tasks for this consultancy will also be developed during theproject’s inception phase. ]

(4) Expected Results

Ensure an automated platform to update the metadata information through relevant information on existingbiodiversity

Installation of bioinformatics capabilities for maintaining and updating the CHM, within the National System ofFiji and Environmental Information

Generating reports on reports that account on interim progress and final evaluation of the consultancy Support dissemination, communication and information to monitor the ENBD.


An effective, user-friendly and easily updatable country-driven CHM site is developed; it is linked up to theCBD’s global CHM networks and to other information and knowledge exchange network on biodiversity.

[Annex D-2]OUTPUT-BASED CONSULTANCY 2:

Assessemnt of the current status, conservation and sustainable use options (including barriers andopportunities) to meet Aichi Targets 10 and 11 related to marine and coastal ecosystems

Areas of expertise:Professional with over 3 years of experience in marine conservation, environment and especially in the coastalmarine environment, biodiversity and conservation.Experience in national and international public policy with respect to biodiversity and knowledge in this area.

(3) Objective of the ConsultancyAssessment of status and options on Marine and Coastal Conservation to meet Aichi Targets 6, 10 and 11.

(4) Scope of the WorkAmong others, key tasks will include the following:

Review current status of work on coastal and marine conservation work through literature review andstakeholders consultations to identify current status of progress

Highlight best practices and also identify bottlenecks to achieve Aichi Targets 6, 10 and 11 Identify options and assess through SWOT the best steps to achieve the targets

In fulfilling the key above tasks, the consultancy will also: Support the revision of the National, Regional and / or Bioregional and an action plan through the

development of a draft Marine and Coastal Conservation Strategy for the country, recommending actionsfor the protected areas, the sustainable use of coastal resources and ecosystems and ocean, as well as foractivities related to aquaculture, fisheries, mining, energy and other productive sectors.

Participate actively and design and implement a methodology for gathering information to make a regionaland national ENBD component with emphasis on the ocean - coastal, ensuring a participatory process ofpublic consultation to determine Bioregional biodiversity strategies and their respective articulation in thenational strategy with emphasis on these ecosystems.

Coordinate with other professionals and consultants to support project implementation to ensure propersynergy in thematic integration of ENBD and be responsible for monitoring and monitoring of outcomesfor the Marine Conservation Strategy.

Given the context in Fiji, two Aichi Targets are particularly important:

Target 6: By 2020 all fish and invertebrate stocks and aquatic plants are managed and harvestedsustainably, legally and applying ecosystem based approaches, so that overfishing is avoided, recoveryplans and measures are in place for all depleted species, fisheries have no significant adverse impacts onthreatened species and vulnerable ecosystems and the impacts of fisheries on stocks, species andecosystems are within safe ecological limits.

Target 10: By 2015, the multiple anthropogenic pressures on coral reefs, and other vulnerable ecosystemsimpacted by climate change or ocean acidification are minimized, so as to maintain their integrity andfunctioning.

Target 11: By 2020, at least 17 per cent of terrestrial and inland water, and 10 per cent of coastal andmarine areas, especially areas of particular importance for biodiversity and ecosystem services, areconserved through effectively and equitably managed, ecologically representative and well connected


systems of protected areas and other effective area-based conservation measures, and integrated into thewider landscapes and seascapes.

At the same time, Aichi Targets relate to each other and all other targets are also relevant to the study in differentways. In this manner, the study will also be concerned with Target 7 (as it relates to aquaculture), Target 8 (as itrelates to the nutrification of the marine environment and especially on the impact on coral reefs ecosystems).


(4) Expected Results Marine and Coastal Conservation Strategy for Fiji assessing the status and options on Marine and Coastal

Conservation to meet Aichi Targets 10 and 11 Direct contribution to the Baseline analysis document on ‘Natural Capital & Development’


COSTS AND FINANCING STRATEGY FOR THE NBSAP

(3) ObjectiveTo start up and lead activities to estimate costs, identify funding sources and develop a financial plan to implementNBSAP.

4) Scope of work

A costed and prioritized Action Plan appended to the NBS including Bioregional and administrative-unit specificinformation, including assessments on capacity, technology and finance.



Significant contributions to the following results:- Develop a guidance document on financial instruments and mechanisms and methodologies for cost estimate as

an input to strategy implementation and its associates instruments.- Draw up a cost estimate for implementing NBSAP.

Carry out research to identify appropriate institutional donors, including trust funds, non profits and governmentagencies.

- Identify funding opportunities and follow-up on them.- Identify potential donors.- Survey national and provincial agencies, civil society organizations, institutions and other funding sources to

obtain short and long-term funding.- Develop a structured database to manage information on all prospects and donors to enable follow-up and

evaluation.- Develop a financing plan with specific mechanism for ensuring revenue and fund raising in the short, medium

and long term.


CAPACITY DEVELOPMENT PLAN FACILITATOR (REGIONAL / NATIONAL LEVELS)


(2) Objective

Coordination, facilitation and supports the process of consultation at national and regional level. These tasks willinclude a multi-sectoral and participatory dialogue and an implementation and Capacity Assessment for the NBSAPupdate process.

(3) Scope of Work

Provide knowledge and capacity building services to the government of Fiji, as well as to other keystakeholder involved in the implementation of the Biodiversity Enabling Activities Project

Facilitate dialogue and use appropriate tools with key stakeholder groups to identify keycapacity gaps and help them design learning/ capacity building actions that can beinstitutionalized within their sectors

Identify opportunities for developing multi-sectoral approach for mainstreaming biodiversityconservation into each sector such that it puts in process a sustained long term capacitybuilding action and partnerships in Fiji

Based on the above, prepare and training sessions for a target audience comprised ofgovernment officials, technical staff in government and NGOs/CSOs engaged in the project,women’s and indigenous groups’ leaderships on the value of biodiversity and steps tomainstream biodiversity into development. Where applicable, the materials from thementioned CBD websites will be drawn in, presented and discussed. Training sessions areexpected to be lively, interactive, and include case-studies focused on real-life issues andsolutions, always contextualised to the reality in Fiji.



Provide capacity strengthening support to the Government in facilitating articulation of capacitydevelopment needs and drawing up on capacity development plans for effective implementation of theNBSAP

Identify and prioritise the capacity development needs required to effectively implement CBDobligations at all levels within central government.

Assess whether the identified primary and secondary duty bearers have the necessary human resourcesto meet the specific obligations.

Update and validate NBSAP with the participation of public and private stakeholders at regional andnational levels.

Sistematized and spread results of the strategy updated, with the objective of raise the citizen’sbiodiversity awareness.

(8) Qualification requirements

Professional with over 5 years of experience in Capacity development and training plans or any otherrelevant fields; prior work experience in development partner’s community, including multilateraldevelopment agencies. Application of participatory methodology and experience in environmental issues isrequired.


Annex 2. GEF CEO Approval Letter

UNDP Project Document National Biodiversity Planning to Support ...

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