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GEF PACIFIC ALLIANCE FOR SUSTAINABILITY (Concept)

GEF PACIFIC ALLIANCE FOR SUSTAINABILITY (Concept). Samuel Wedderburn The World Bank. Program Description. Overall Program Objective

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GEF PACIFIC ALLIANCE FOR SUSTAINABILITY (Concept)

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  1. GEF PACIFIC ALLIANCE FOR SUSTAINABILITY(Concept) Samuel Wedderburn The World Bank

  2. Program Description • Overall Program Objective • to increase the efficiency and effectiveness of GEF support to PICs, thereby enhancing achievement of both global environmental and national sustainable development goals. • Address main barriers preventing sustainable ENRM • Common set of goals and implementation framework for all GEF Agencies • Eligible activities have to be linked to GEF Strategic Priorities, national sustainable development priorities and to country absorptive capacity

  3. Programmatic Approach: GEF Umbrella Project • Regionally coordinated program of nationally and regionally executed activities • Portfolio of country investment projects, innovative regional or sub-regional programs, cross cutting capacity building selected according to agreed criteria • Covers all GEF Focal Areas as relevant to individual countries and considers integration across Focal Areas • Phased: preparation begins in all countries at the same time, but implementation readiness depends on capacity constraints, preparation speed, etc

  4. Key Principles • Commitment to consensus building through consultation; • Appropriate engagement with all relevant stakeholders; • Identify and reflect national needs, concerns, proposals and capacities; • Equal access to GEF by all PICs • Clear benchmarks for deliverables at national and regional levels

  5. Key Principles continued • Build on past efforts and reflect previous successes and lessons learned; • Realistic and pragmatic approaches, in order to achieve timeliness and certainty while avoiding delays and diversions; • Deliver win-win outcomes through efficient and effective processes that meet both national and global priorities. • Strengthened collaboration and coordination of the region’s technical agencies • Lead agency works with all other agencies to achieve overall program goals

  6. Program Value Added • More efficient allocation of resources based on a defined framework for programming resources • Partnership allows greater opportunities to mobilize co-financing • More equitable access by PICs to GEF resources and predictable resource flows • Optimization of GEF IA support to countries • More effective coordination • Better integration across GEF FA and ability to address cross-cutting support

  7. Role of the Countries • Selected investments to be demand driven • Investments to represent national, sub-regional and regional priorities as they intersect with GEF FA strategic priorities • Link to other existing strategies such as NCSAs NBSAPs, NIPs for POPs, NAPAs, NAPs • Link to on-going initiatives such as the Micronesia Challenge • Select GEF Agency for implementation • Emphasis on consultation and participation

  8. Roles of the GEF Agencies • Different roles at country, sub-regional and regional levels or by theme • Possible criteria for participation: • Comparative advantage of the agency • Convening power • Presence in the region • Country preference or experience

  9. Program Preparation Phase I: define investment matrices • National and regional consultations to confirm priorities • Led by consultant teams with OFP • Output: investment matrices • Direct management of process by the World Bank

  10. Program Preparation Phase II: Development of investment program • GEF Agencies selected for country-level; sub-regional or regionalproject development • Work with countries to prepare specific PIFs and PPGs • Agencies obtain direct PPG support from GEF Sec

  11. Identification of Priorities • Determine priorities with respect to achievement of both national sustainable development goals and global environmental goals as reflected in the GEF Focal Area Strategic Priorities; • Identify the investments and activities required to achieve these goals; • Develop the criteria and guidelines for identifying and selecting specific investment projects; • Define the requirements and modalities for capacity enhancement, enabling activities, and support to both civil society and the private sector in order to ensure their full and productive involvement in investment projects and related initiatives; and • Discuss and provide recommendations on the need for, and the roles and responsibilities of, a High Level Advisory Board.

  12. Follow Up • Agreeing on Program Framework • Assist those countries that have not yet identified priorities; • Support countries in ensuring that priorities identified are compatible with the program framework • Finalization of investment matrices • Selection of GEF Agencies

  13. WORK FLOW – FOR PROJECT PREPARATION PIF+PPG (June 2007) CEO ENDORSES (August 2007) UMBRELLA WORK PROGRAM DOCUMENT (with individual PIFs) GEF council approval (April 2008) Individual projects by each responsible agency (May 2008) CEO endorsement Implementation begins (2008/9)

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