lecb project document - philippines (final) pending

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United Nations Development Programme

Country: Philippines

PROJECT DOCUMENT

Project Title: PHILIPPINES: CLIMATE CHANGE CAPACITY BUILDING PROJECT IN THE

FRAMEWORK OF THE LOW-EMISSION CAPACITY BUILDING PROGRAMME

UNDAF Outcome(s): Area 4 – Resilience towards Disasters and Climate change

UNDP Strategic Plan Environment and Sustainable Development Primary Outcome:

Catalyzing environmental finance

UNDP Strategic Plan Secondary Outcome: Climate Change Adaptation

Expected CP Outcome(s): Adaptive capacities of vulnerable communities and ecosystems are

strengthened to be resilient to threats, shocks, disasters and climate change.

Expected CPAP Output (s): Increased capacities of key duty-bearers and claim-holders to lead

and support a sustainable national anticipatory climate change adaptation process.

Executing Partner: United Nations Development Programme - Philippines

Implementing Partner: Climate Change Commission – Philippines

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Table of Contents

Subject Page

1. Situation Analysis 5

2. Strategy 6

3. Project Results Framework 9

4. Total Budget and Work Plan 12

5. Management Arrangements 15

6. Monitoring and Evaluation Framework 23

7. Legal Context 29

Appendix A: Technical components of the project proposal 31

Appendix B: Terms of Reference 39

Appendix C: Endorsement letter 51

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Acronyms

ALU Agriculture and Land Use

AWP Annual Work Plan

ASoG Ateneo School of Government

BAS Bureau of Agricultural Statistics

BAR Bureau of Agriculture Research

CAI-Asia Clean Air Initiatives for Asian Cities

CCC Climate Change Commission

CDR Combined Delivery Report

CI Conservation International -Philippines

CPD Country Programme Document

DA Department of Agriculture

DOE Department of Energy

DENR - EMB Department of Environment and Natural Resources– Environment Management

Bureau

DILG Department of the Interior Local Government

DTI-BOI Department of Trade and Industry/Board of investments

DOTC Department of Transportation and Communication

EU European Union

FR Financial Report

FMB Forest Management Bureau

FACE Funding Authorization and Certificate of Expenditures

GSC Global Support Component

GoP Government of the Philippines

GHG Greenhouse gas

IP Implementing Partner

INC Initial National Communication

ICRAF – UPLB International Center for Research in Agroforestry / University of the Philippines –

Los Baños

LGUs Local government units

LEDS Low-emission development strategies

LULUCF Land Use, Land Use Change and Forestry

MO Manila Observatory

MRV Measurable, Reportable and Verifiable

MOU Memorandum of Understanding

M&E Monitoring and evaluation

NCCAP National Climate Change Action Plan

NCs National Communications

NEDA National Economic and Development Authority

NSWMC National Solid Waste Management Commission

NSC National Steering Committee

NAMAs Nationally Appropriate Mitigation Actions

NGO Non-governmental organization

PAGASA Philippine Atmospheric, Geophysical and Astronomical Services Administration

PBE Philippine Business for the Environment

PCCI Philippine Chamber of Commerce and Industry

PCAARRD –

DOST

Philippine Council for Agriculture, Aquatic and Natural Resources Research and

Development– Department of Science and Technology

PMCJ Philippine Movement for Climate Justice

PEI Preferred Energy Incorporated

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PTFCC Presidential Task Force on Climate Change

PAC Project Advisory Committee

PCR Project Completion Report

PFP Project Focal Point

PMS Project Management and Secretariat

PM Project Manager

PRF Project Results Framework

QA/QC quality assurance/quality control

REAP Renewable Energy Association of the Philippines

SEA GHG Regional Capacity Building Project for Sustainable National GHG Inventory

Management Systems in Southeast Asia

SNC Second National Communication

SIBAT Sibol ng Agham at Teknolohiya– Wellspring of Science and Technology

TO Technical Officer

TWGs Technical Working Groups

CO The UNDP Country Office

UNDAF United Nations Development Assistance Framework

UNDP United Nations Development Programme

UNFCCC United Nations Framework on Climate Change Convention

USAID United States Agency for International Development

CTS UP National Center for Transport Studies

EC-LEDS USAID Programme on Enhancing Capacity for Low emission Development

Strategies

WWF World Wildlife Fund -Philippines

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PHILIPPINES: CLIMATE CHANGE CAPACITY BUILDING PROJECT

IN THE FRAMEWORK OF THE LOW-EMISSION CAPACITY BUILDING PROGRAMME

1. SITUATION ANALYSIS

The Philippines has already been experiencing the ever-increasing impacts of climate change, which

have affected directly development strategies at the national and local levels. As in many affected

countries, the need to understand and manage a tremendous amount of related technical information

and at the same time to bring various stakeholders together to address climate change concerns

coherently becomes a big challenge in the midst of scarce resources.

In 2009, the Climate Change Commission (CCC) was established with the enactment of the Republic

Act 9729 known as the Climate Change Act. Among its powers and functions include recommendation

of legislations, policies and strategies on climate change adaptation and mitigation as well as oversee

the dissemination of information on climate change-related issues. Furthermore, the Commission is

also mandated to formulate strategies on mitigating greenhouse gases and other anthropogenic

causes of climate change.

As a Party to the United Nations Framework Convention on Climate Change (UNFCCC), the Philippines

has prepared two national communications, which included the GHG National Inventories. For the

Initial National Communication, submitted to the UNFCCC in 2000, the Philippines reported its national

GHG emissions, with 1994 as its base year. The Philippines is set to submit its Second National

Communication (SNC) containing the national GHG inventory for 2000. Despite the fact that the

Philippines is not a major emitter, it acknowledges the importance of accounting for its GHG emissions

as one possible strategy for achieving sustainable development. The SNC saw the need to

institutionalize the GHG inventory process in relevant government agencies. GHG inventory

institutionalization is a critical component to help the Philippines be in a position to conduct the

inventory on a regular basis. This activity would not just help the Philippines fulfill its obligations to

the UNFCCC but also enable the country to transition towards a more climate-friendly development

path by providing a good basis for formulating mitigation strategies. Initial attempt at mitigation

analysis was included in the SNC but data included was limited. There is therefore a need to come up

with a more comprehensive mitigation analysis.

The Philippine National Framework Strategy on Climate Change (2010 – 2022) articulates the national

commitment and highlights the clean development path for the country and the mutually beneficial

relationship between climate change mitigation and adaptation, where mitigation is seen as a function

of adaptation. A National Climate Change Action Plan has been issued by the Climate Change

Commission in compliance with Republic Act No. 9729 or the Climate Change Act of 2009 and its

Implementing Rules and Regulations and with international commitments. As stated in the UNDAF

2012 – 2018, the UN will collaborate with the Climate Change Commission (CCC), Local government

units (LGUs) and vulnerable communities in climate proofing (i.e. integrating climate change

adaptation activities) national, regional and local plans, planning and programming guidelines, and

regulatory processes; the development and testing of climate and impact monitoring systems at all

levels; the development and testing of competency development programs for agencies, communities

and other key stakeholders; and the development or strengthening of knowledge management and

technical support systems.

In the Philippines, there is an increasing awareness and resolve to take action and cooperation on the

parts of the Public Sector and Industry. However, the capacity for systematic reporting of greenhouse

gas (GHG) emissions needs further strengthening. Likewise, the country also faces some concerns in

defining Nationally Appropriate Mitigation Actions (NAMAs) and designing low-emission development

strategies (LEDS), as well as the associated Measurable, Reportable and Verifiable (MRV) systems.

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Industry’s participation in adopting mitigation actions, particularly in carbon-intensive sectors, plays a

crucial role and is slowly gaining ground.

The Low Emission Capacity Building Project (or also referred herein as the LECB Project) will be

implemented under UNDP rules and procedures. The Philippines is among the 15 phase 1 countries to

be provided support for their national efforts to integrate climate change into strategies and plans and

ensure appropriate linkages between policy making and options for financing. UNDP works with

national governments while collaborating with other UN agencies in order to help UN Country Teams

and governments integrate climate risk into the formulation and implementation of key UN

cooperation frameworks such as the United Nations Development Assistance Framework (UNDAF).

The LECB Project will act as a liaison between Industry and the Public Sector to achieve this

cooperation.

Responding to climate change and achieving low-carbon growth and development will be a major

challenge for a developing country, requiring significant action and cooperation from both the public

and industrial sectors. Industry‘s enormous role in meeting this challenge consists of spearheading the

investment and technological innovation that will underpin low-carbon growth, of providing financing

for mitigation and adaptation, of adopting low-carbon production processes, and of encouraging and

facilitating more climate-conscious purchasing decisions by consumers. Nevertheless, reporting tools

and technical expertise must be made available.

As stated in the Country Programme Document (CPD) 2012-2016, the overall approach will be to

strengthen capacities of the local government and communities including climate change adaptation

(which includes mitigation as an adaptive approach) while ensuring that human rights and gender are

integrated into local policies, processes, programs and budgets.

The Climate Change Commission (CCC), by virtue of Climate Change Act of 2009 and the attendant

National Climate Change Action Plan (NCCAP) adopted by the GoP, provides the policy, institutional

and legal frameworks for the climate change agenda for the country. In the institutional mapping

exercise conducted, six sectors have been identified that need climate change capacity building as

described above, namely: energy, transport, agriculture, industry, forestry/land use, and waste

management. Currently, the CCC is engaged in proposing one (1) project and implementing two (2)

endeavors related to mitigation issues such as GHG inventory, LEDS and MRV. The proposed project is

the subject of this Proposal Document. The first ongoing project is the Regional Capacity Building

Project for Sustainable GHG Inventory Management Systems in Southeast Asia (SEA GHG) Phase II.

This project is in collaboration with the UNFCCC and the US Government where they provide only

technical assistance or advice in developing a sustainable inventory management system. Training for

the Agriculture and Land Use Greenhouse Gas Inventory (ALU) software is conducted focusing on the

Agriculture and Land Use, Land Use Change and Forestry (LULUCF) sectors. The second ongoing

endeavor is the Enhancing Capacity for Low Emission Development Strategies (EC-LEDS) Project. A

Memorandum of Understanding was signed between Climate Change Commission (CCC) and the

United States Agency for International Development (USAID). This activity focuses primarily on GHG

Inventory, among other topics.

As decided in the consultation meetings, the LECB Project will focus on four sectors: transport,

agriculture, waste, and industry, while the other two sectors (energy and forestry/land use) will be

given attention also through the United States Agency for International Development (USAID) program

on Enhancing Capacity for Low Emission Development Strategies (EC-LEDS). The SEA GHG Phase II

project will assist the CCC in completing a template for the institutional arrangements, QA/QC and

archiving as well as provide technical assistance in using the ALU software for the agriculture and

forestry/land use sectors. The CCC will oversee all the sectors under its national mandate and

program to ensure the complementation of projects. Under the LECB Project, the Philippines will focus

on Area 1: Public Sector capacity building on national GHG inventory systems, MRV, NAMAs and LEDS.

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The Global Support Unit of the overarching LECB Programme will help the Philippines – among other

participating countries – build the needed capacities. The Philippine participation in the LECB

Programme therefore provides very important synergistic opportunities for the country with its other

related ongoing and planned initiatives in the environmental, political, and institutional aspects.

2. STRATEGY

The Philippine project rationale is consistent with the LECB Programme rationale that countries need

support in terms of providing technical expertise and assistance in developing capacity of the Public

Sector (since the Philippines is a participant to Area 1 of the LECB Programme). Capacity development

is central to the country’s efforts to tackle climate change. This includes increasing institutional

capacities to provide appropriate mechanisms of support and coordination when addressing climate

risks. It includes strengthening technical knowledge in order to better understand and make use of

climate information, and increasing relevant data and access to data for planning and decision-making.

In these areas, the LECB Programme can play an important role in helping the Philippines understand

how to take climate change into account more effectively when developing planning strategies and

designing and implementing policies.

The project strategy is also in line with the LECB Programme strategy to support the formulation and

implementation of smaller, more specific projects at the national level in each country through the

Programme’s Global Support Component (GSC). Thus, this Project Document includes details of the

expected outcomes and activities, which are planned to take place under the Philippine individual

national project according to the country’s needs and priorities, with technical support foreseen from

the overall programme.

As part of the Programme’s inception phase, and as guided by the GSC, the Philippines carried out

stocktaking exercise and stakeholder consultations for the design of its national project. This included

an assessment of needs as part of the stocktaking exercise, which included gap identification based on

desk research, stakeholders consultation and the experiences in the initial and second National

Communications as well as results from related complementary initiatives, actions and programs. The

stocktaking has identified the needed scope and nature of the country’s project proposal and the

potential synergies with ongoing projects and/or policy matters which is incorporated in this project

document that will have to be reviewed by the National Steering Committee. This process ensures that

this project complies with UNDP processes and is aligned with the interests and needs identified at the

country level considering the country’s available resources, capacities and interests. As appropriate,

this project shall include cross-cutting practices such as gender, poverty reduction and capacity

development and shall link with the UNDAF focus for the Philippines, as maybe appropriate.

The guiding strategy therefore is for UNDP to ensure the necessary linkages of this national project

with the UNDAF in close coordination with the GoP more specifically by:

• Understanding both the beneficial and detrimental linkages between climate change and

development;

• Using this knowledge to strengthen the national development framework and UNDAF

priorities;

• Addressing climate change related risks and opportunities as early as possible in UN-supported

programmes and projects; and

• Tracking progress towards achievement of UNDAF outcomes, including their contribution to

climate resilience and low-carbon development at the national level.

This Project Document includes the proposed activities within the Programme’s Area 1: Public Sector

capacity building on national inventory systems, and MRV, NAMAs and LEDS in four identified sectors

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of the country: Transport, Agriculture, Waste and Industry, as a result of the stocktaking exercise and

context assessment for the Philippines. In the process of project development and a series of

stakeholder consultations, country ownership has been achieved to ensure that this project is aligned

with the political and institutional mandates in climate change. As such, the project’s activities and

outcomes have been designed to likewise ensure sustainability and replicability beyond the

programme’s four-year term.

The design of the Project Document is guided by existing policies of the government on mitigation.

The project is consistent with the goal of the Philippines’ National Climate Change Action Plan to “build

the adaptive capacities of women and men in their communities, increase the resilience of vulnerable

sectors and natural ecosystems to climate change, and optimize mitigation opportunities towards

gender-responsive and rights-based sustainable development”.

Furthermore, the project document builds on the identified gaps and needs of key undertakings such

as Second National Communications, among others. Initial work on the identification of key

institutions for the national GHG inventory was done and there is a need to review the institutional

structure and identify mechanisms to address sectoral needs. A more comprehensive study for

identifying and prioritizing mitigation options and design a system for reporting and archiving data are

also seen as important activities.

It will be important to have effective coordination mechanisms and synergistic approaches between

the LECB project and other similar and complementary initiatives, such as EC LEDS and SEA GHG

(Phase II), through regular meetings among the respective project working groups in the planned

dialogue platforms. Additionally, close coordination among the UNDP, USAID and other partners will

be undertaken particularly on the NAMA expectations in the course of project implementation. This

coordination will ensure that a coherence framework or methodological approach to develop the

NAMAs is used across the sectors covered under the two initiatives.

As part of Philippine participation in Area 1: Public Sector Capacity Building on GHG Inventory systems,

NAMAs, LEDS, and MRV in the designated four sectors composed of the Transport, Agriculture, Waste

and Industry sectors, the following are the expected outcomes from which the project objectives are

directed to and as described and outlined in Appendix A:

� Outcome 1: Robust national system for preparation of GHG emission inventories have been

established at a national level

� Outcome 2: NAMAs and 4 sectoral road maps have been formulated within the context of

national development priorities

� Outcome 3: MRV systems have been designed to support implementation and evaluation of

NAMAs and LEDS/sectoral road maps

3. It is very important to note that while this project focuses on the Public Sector in general, its

project activities and outputs will involve participation to some extent of the private sector as well.

To have a flexibility that will ensure that, where feasible, the country will have and can benefit

from this capacity-building support to the fullest extent. Furthermore, potential linkages and

synergies between the Public and Private sectors will identify opportunities for public-private

partnerships to address key climate change priorities under the project in a coordinated manner.

In this context, the country will be able to identify the most suitable options to engage the private

sector in the formulation and implementation of the project and its activities. For this project, and

consistent with Area 1 focus, the Public sector can play a key role in the design of policies,

regulations and incentives to facilitate the active engagement of the private sector in efforts to

address climate change concerns. On the other hand, the private sector can identify and

implement concrete actions on the ground, at the sectoral or industrial level, to reduce GHG

emissions while ensuring linkages with development needs and economic growth.

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4. PROJECT RESULTS FRAMEWORK

This project will contribute to achieving the following Country Programme Outcome as defined in CPAP or CPD: Adaptive capacities of vulnerable communities and ecosystems are

strengthened to be resilient to threats, shocks, disasters and climate change

Country Programme Outcome Indicators: Number of mechanisms, tools, systems and procedures on Environment and natural Resources, sustainable energy development and use,

climate change adaptation and environment risk management

Primary applicable Key Environment and Sustainable Development Key Result Area: Catalyzing environmental finance

Indicator Baseline Targets

End of Project Source of verification

Project Objective1: Public

Sector Capacity Building

on GHG Inventory

systems, NAMAs,

LEDS/sectoral road maps,

and MRV

• Preparation and submission of

NAMAs and LEDS/sectoral road

maps to the Climate Change

Commission

• Mitigation measures limited to

general description under the Initial

(1994) and Second (2000) National

Communications.

• Limited strategies for low carbon

growth

• NAMAs prepared by 2014

• Sectoral road maps prepared by

2014

• Final reports and findings adopted

by the relevant institutions

• Reports on NAMAs/sectoral

road maps produced

• Reports on Systems and

processes established

Outcome 12

Robust national system for

preparation of GHG

emission inventories have

been established at a

national level

• Number of training and

seminar/workshops conducted in

developing and in introducing the

national GHG inventory system

and the participants role in its

implementation

• Number of participants applying

the training on the national GHG

inventory system in its actual

implementation

• Limited; only during the conduct of

NCs

• Archived/documented

systematically

• Based on the training needs

assessment done

• 85%

• Training reports

• Post-training evaluation and

assessment report by

Training Specialist

1 Objective (Atlas output) monitored quarterly ERBM 2 All outcomes monitored bimonthly and quarterly.

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• Rules of procedure established

(e.g., for documentation,

archiving, and spreadsheet

management/data sharing)

• QA/QC and maintenance strategy

developed

• None or partial rules of procedure

documented

• No systematic QA/QC and

maintenance

• Rules of procedure detailed as

part of a GHG inventory manual

(incl. timelines, budget, system

sustainability, etc.) by end of Yr 1

• QA/QC strategy and maintenance

system documented and adopted

by Q3 Yr 3

• Manual of procedures

• Memorandum on the

adoption of the QA/QC

strategy and maintenance

system

• Key institutional collaboration

arrangements codified

• Institutional collaboration on ad hoc

basis

• MOUs prepared with key

institutional partners by Q4 Y3

• Signed MOUs

• Continuous data measurement

and analysis system established

• Inventory improvement strategy

prepared

• Data collected on an ad hoc basis

when the National Communications

were compiled

• No strategy in place

• Data measurement and analysis is

institutionalized by Q3 Yr 3 to

generate reports on periodic basis

• Strategy approved by end of Yr 3 ,

along with decision on yearly

periodic updates

• External expert review

• Project documentation

Outcome 2

NAMAs and 4 sectoral

road maps have been

formulated within the

context of national

development priorities


seminar/workshops conducted

based on training needs

assessment done on the

understanding of the coordination,

planning, design, implementation,

and evaluation of NAMAs and

LEDS sectoral road maps and the

participants role in its

implementation starting Q2 Yr1


NCs


assessment done


• Percentage of participants

applying the training on the

understanding of the coordination,

planning, design, implementation,

and evaluation of NAMAs and

sectoral road maps

• No data • 85% • Post-training evaluation and


Training Specialist

• NAMAs and roadmaps formulated

for 4 sectors at the national level

• None • NAMAs and roadmaps formulated

for 4 sectors at the national level

by Q1 Year 2

• Project documentation on

roadmaps

• NAMA concepts

• Number of specific mitigation

options identified and prioritized

• None • Mitigation options identified and

prioritized specific for the


identification and

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for the selected industry groups

(e.g. metals, cement, etc.)

industry groups prioritization of specific

mitigation options.

• NAMAs identified and prioritized

for the Transport, Agriculture,

Waste and Industry Sectors by Q1

Yr 3; 4 sectoral road maps

prepared

• Mitigation measures limited to

general description under the Initial

(1994) and Second (2000) National

Communications

• NAMAs identified and prioritized

for the Transport, Agriculture,

Waste and Industry Sectors by Q1

Yr 3; 4 sectoral road maps

prepared


NAMAs identified and

prioritized

• NAMAs and LEDS/sectoral policy

instruments, technology options,

and funding strategies Identified

and established

• Limited strategies for low carbon

growth

• NAMAs and LEDS/sectoral policy

instruments, technology options,

and funding strategies Identified

and established Q3 of Yr 3


NAMAs and LEDS/sectoral

policy instruments,

technology options, and

funding strategies

• Policy-ready and investment-

ready portfolio containing NAMAs

and sectoral road maps

• . None

• Policy-ready and investment-

ready portfolio containing NAMAs

and sectoral road maps that are

adopted by NSC and endorsed to

the financial sector for future

implementation by Q3 Yr 3.

Portfolio document on

NAMAs/sectoral road maps

produced and endorsed by

the NSC to the Banking and

financial Sector

Outcome 3

MRV systems have been

designed to support

implementation and

evaluation of NAMAs and

LEDS


seminar/workshops conducted on

MRV tools for NAMAs and

LEDS/sectoral road maps


NCs


assessment done


• Number of government officials

and local personnel trained

• Percentage of participants

applying the training on MRV tools

for NAMAs and sectoral road maps

• No data • 85% • Post-training evaluation and


Training Specialist

• MRV system designed and

approved for plant level mitigation

measures prioritized for selected

industry groups (e.g. metals,

cement, etc.)

• None • MRV design approved by the NSC

and endorsed for consideration of

the CCC by Q2 Yr 2

• Design documentation

• MRV system designed and

approved by the NSC and

endorsed for consideration of the

CCC

• None or partially developed in the 4

selected sectors

• MRV design approved by the NSC

and endorsed for consideration of

the CCC by Q2 Yr 2

• Design documentation

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• National technology system

developed and applied by CCC

• No information system that could

directly support NAMAs and LEDs

implementation

• National technology system

developed and applied by CCC by

Q1 Yr 3

• Project documentation and

manual of operation on

information systems,

databases and

inventory/data gathering

processes established

• Monitoring reports produced

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5. TOTAL BUDGET AND WORK PLAN

Award ID: 00061970 Project ID: 00079132

Award Title:

Project Title: Low Emission Capacity Building Programme

Business Unit: PHL10

Project Title: LECB Programme Country Name: Philippines

PIMS No: 4807

Implementing Partner (Executing Agency): Climate Change Commission

Outcome/Atlas

Activity

Responsible

Party/

Implementing

Agent

Fund ID Donor

Name

Atlas

Budgetary

Account

Code

ATLAS Budget Description

Amount

Year 1

(USD)

Amount

Year 2

(USD)

Amount

Year 3

(USD)

Total (USD)

1. OUTCOME 1:

Robust national

systems for

preparation of GHG

emission

inventories have

been established at

a national level.

UNDP

Philippines/

Climate

Change

Commission

30079

EU,

German

Govt and

Australian

Govt

71300 Local Consultants 17,455 17,455 17,455 52,365

71400 Contractual services - Individual 17,727 17,727 17,727 53,181

71600 Travel 8,591 8,591 8,591 25,773

72100 Contractual services -

Companies - 8,500 - 8,500

72400 Communications 2,727 2,727 2,727 8,181

74500 Miscellaneous Expenses 1,364 1,364 1,364 4,092

75700 Learning Cost 25,455 25,455 25,455 76,365

Total Outcome 1 73,319 81,819 73,319 228,457

OUTCOME 2:

NAMAs and LEDS

have been

formulated in the

context of national

UNDP

Philippines/

Climate

Change

Commission

30079

EU,

German

Govt and

Australian

Govt


71600 Travel 8,527 8,527 9,727 26,781


Companies 44,000 44,000 88,000

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Outcome/Atlas

Activity

Responsible

Party/

Implementing

Agent

Fund ID Donor

Name

Atlas

Budgetary

Account

Code


Amount

Year 1

(USD)

Amount

Year 2

(USD)

Amount

Year 3

(USD)

Total (USD)

development

priorities 72400 Communications 1,818 2,727 1,818 6,363

75700 Learning Cost 8,182 27,273 26,364 61,819

Total Outcome 2 81,345 101,345 56,727 239,417

OUTCOME 3: MRV

systems to support

implementation

and evaluation of

NAMAs and LEDS

have been

developed

UNDP

Philippines/

Climate

Change

Commission

30079

EU,

German

Govt and

Australian

Govt

71300 Local Consultants 21,455 21,455 21,455 64,365


71600 Travel 9,346 9,618 4,945 23,909

72205 Information Technology

Equipment 9,000 - - 9,000

72400 Communications 1,818 1,818 1,818 5,454

75700 Learning Cost 3,635 3,635 3,636 10,906

Total Outcome 3 64,072 55,344 50,672 170,088

Project

Management,

including

Monitoring and

evaluation

UNDP

Philippines/

Climate

Change

Commission

30079

EU,

German

Govt and

Australian

Govt


71600 Travel 1,160 1,136 1,136 3,432


Companies - 15,909 17,500 33,409

72200 Equipment and furniture 5,000 2,000 1,000 8,000

72205 Information Technology

Equipment 4,000 500 500 5,000

72505 Offices Supplies 2,854 2,364 2,364 7,582

72400 Communications 682 682 682 2,046

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Outcome/Atlas

Activity

Responsible

Party/

Implementing

Agent

Fund ID Donor

Name

Atlas

Budgetary

Account

Code


Amount

Year 1

(USD)

Amount

Year 2

(USD)

Amount

Year 3

(USD)

Total (USD)

75700 Learning Cost 4,205 1,136 1,136 6,477

Total Project Management 33,265 39,091 39,682 112,038

PROJECT TOTAL 252,001 277,599 220,400 750,000

UNDP General Management Support (GMS) 7% Fee 52,500

GRAND TOTAL 802,500

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WORKPLAN

Year 1 (2012) Year 2 (2013) Year 3 (2014)

Outcomes/Activities Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Implementation arrangements and project inception

1. Finalization of the Project Document

2. Approval of the Project Document

3. Project Inception Workshop

4. Finalization of Project Implementation and Institutional Arrangements and M&E Plan

5. Project Staffing and Operational Procedures

Outcome 1: Robust national systems for preparation of GHG emission inventories have been established starting with the Transport, Agriculture, Waste and Industry Sectors

1.1 Build capacity for national systems for the preparation of GHG national inventory system

1.2 Design and establish national systems for the preparation of GHG inventories and necessary

sustained maintenance

1.3 Establish institutional frameworks and coordination mechanisms that ensure periodic GHG

inventory updates

1.4 Institutionalize mechanisms at the national and institutional levels to link GHG Inventories to

MRV-related activities for long term sustainability

Outcome 2: NAMAs and sectoral road maps have been formulated within the context of national development priorities as applied to the Transport, Agriculture, Waste and

Industry Sectors

2.1 Build capacity to coordinate, plan, design, and implement mitigation actions/sectoral road maps

2.2 Identify and prioritise mitigation actions in key sector

2.3 Identify policy, financing, and technology instruments to implement mitigation actions and

sectoral road maps

2.4 Establish and facilitate dialogue platforms for mitigation actions and sectoral road maps

Outcome 3: MRV systems have been designed to support implementation and evaluation of NAMAs and sectoral road maps as applied to the Transport, Agriculture, Waste and

Industry Sectors

3.1 Build capacity in MRV-related activities in order that high government officials can support

mitigation actions and sectoral road maps

3.2 Design a MRV system to support the implementation of mitigation actions and sectoral road

maps and revisit system

3.3 Develop national technology systems for information and monitoring

Project Management, including M&E

1.Establish the Project Management and Secretariat

2. Regular Implementation/Periodic Monitoring

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6. MANAGEMENT ARRANGEMENTS

The National Project Management arrangement is characterized as a multilateral system, comprised

of the designated government institution at a lateral level with the UNDP Country Office on a

nationally-executed scheme. While this project focuses on the Agriculture, Transport, Waste, and

Industry sectors, it also primarily aligns itself with the National Climate Change Action Plan (NCCAP)

which covers all the sectors under all programs and projects of the Government of the Philippines

(GoP) on climate change through the Climate Change Commission. This project management

arrangement therefore pertains to this LECB Project only and the scope it has on climate change

mitigation.

The management/organizational structure that define the implementing arrangements among the

project participants through the Project Management and Secretariat and the Technical Working

Groups is shown in Fig. 1 below.

Figure 1: Management Arrangements for Implementing the Project

Implementing Partner

The designated government institution and lead implementing partner is the Climate Change

Commission (CCC). Being the Implementing Partner (IP), the CCC is fully responsible and accountable

for managing the project and ensuring the on-the-ground implementation of the project, the

achievement of the expected project outcomes and outputs and the effective use of the project

resources. The IP chairs the project National Steering Committee (NSC). Specifically, the IP shall

prepare the Annual Work Plan (AWP) for the approval of the National Steering Committee; review

and sign the Combined Delivery Report (CDR) at the end of the year; and sign the Financial Report

(FR) or the Funding Authorization and Certificate of Expenditures (FACE). The IP works closely with

Climate Change Commission

(Implementing Partner)

UNDP Philippines CO

National Steering Committee

Management Structure for Implementing the

Climate Change Capacity Building Project: Philippines

TWG 1 GHG Emission

Inventories

TWG 2 NAMAs and LEDS

TWG 3 MRV Systems

Project Management and Secretariat

19

the UNDP Country Office (CO) in defining, assessing and monitoring program outputs and

achievements towards desired development outcomes. The project relies on strong collaboration

among the participating Philippine government departments and agencies and other stakeholders

for which the CCC is at the vantage point as it is also administratively under the GoP Office of the

President. A high-level official of CCC is appointed as the Project Focal Point (PFP), thus ensuring

country ownership and the effective and efficient steering of the project towards outcomes and

outputs that are of relevance and interest to the Philippines.

UNDP Country Office

The UNDP CO (through the Country Director or designated UNDP staff) is responsible for the

successful execution of program outcomes and monitoring of interdependencies between projects

and managing changes within and among projects. At the same time, UNDP CO co-chairs the NSC.

While project assurance is the responsibility of each NSC member, the UNDP assumes the overall

project assurance role in support of the NSC by carrying out objective and independent project

oversight and monitoring functions, and ensures that appropriate project management milestones

are managed and completed.

National Steering Committee

The NSC acts as the Project Board and provides the overall guidance and direction in implementing

the project with the full cooperation of all the NSC members from relevant main government and

sectoral counterparts. It is responsible for making consensus management decisions for the project.

It is consulted by the Project Management and Secretariat (PMS) for decisions when project

management tolerances (normally in terms of time and budget) have been exceeded.

Based on the approved Annual Work Plan (AWP), the NSC will meet quarterly with one meeting

dedicated for an Annual Review to review and approve project annual and quarterly plans when

required and authorizes any major deviation from these agreed quarterly plans. It is the authority

that signs off the completion of each quarterly plan as well as authorizes the start of the next

quarterly plan. These meetings should take place in person and thorough minutes must be kept.

Follow-up actions will be identified and concrete recommendations made on how to address

specific issues that may arise during the implementation of the project.

The NSC is composed of the following members to be represented by designated key officials:

Chair: Climate Change Commission

Vice Chair: UNDP Philippine Country Office

Members:

- Department of Transportation and Communication (DOTC)

- Department of Energy (DOE)

- Department of Trade and Industry (DTI)

- Department of Agriculture (DA)

- Department of Environment and Natural Resources (DENR)

- National Economic and Development Authority (NEDA)

- National Solid Waste Management Commission (NSWMC).

- Representative from the Private Sector

- Representative from the Academe

- Representative from the Civil Society

- Relevant Bilateral Donors

20

Project Management and Secretariat

The Project Management and Secretariat (PMS) group is headed by the designated Project Focal

Point (PFP) from CCC who acts as the overall Project Manager (PM). The PM is assisted by a

Technical Officer, a Project Assistant and an Admin Officer to be hired by the project. The NSC

provides guidance whenever required by the PFP and the Technical Officer.

The PM has the authority to run the project on a day-to-day basis on behalf of the IP and the NSC

within the policies and guidelines set by the NSC. The PM will facilitate the hiring of a team of

consultants to help in delivering the Project Outputs. Experts on training and capacity development,

greenhouse gas (GHG) inventory, NAMAs/LEDS, MRV systems, information technology, promotion

and knowledge management, M&E and audit will comprise the team of consultants.

The PMS will provide technical coordination of the three technical working groups in their respective

areas and in the cross-cutting activities, operating concerns and secretariat services for the project.

Technical Working Groups

There will be three Technical Working Groups (TWGs) that will be organized to assist the IP firm up

the methodologies, framework and strategies to be delivered under the Project. The TWGs will be

the technical arms of the Project. They will be tapped to ensure technical soundness and logical

consistency of outputs with current policies and programs on climate change mitigation for the

country in the three key result areas of the project:

1. Technical Working Group 1: GHG Emission Inventories

2. Technical Working Group 2: NAMAs and LEDS

3. Technical Working Group 3: MRV Systems

The TWGs will be composed of technical experts from key institutions and stakeholders of the

project as identified during the project development to be assisted by the consultants to be hired

through the project.

Stakeholder Consultations

In the course of project development there were several stakeholder consultations conducted

including the following for the purpose of identifying relevant stakeholders for the project

development, and subsequently, for the project implementation:

− At the initiation of the stocktaking work, a meeting was held on October 4, 2011 among the

UNDP Country Office in Manila, Climate Change Commission and the Project Development

Consultant in order to plan for the conduct of the preparatory work for the Project

Document;

− A Focused Group Discussion was held on October 7, 2011 in order to organize a core group

of agencies who will be the possible main stakeholders of the proposed project:

o Philippine Council for Industry, Energy & Emerging Technology Research &

Development of the Department of Science & Technology (PCIEERD-DOST)

o Energy Policy and Planning Bureau, Department of energy

o Department of Industry/Investment Priorities Plan

o Road Transportation Planning Division, Department of Transportation and

Communications

21

o Forest Management Bureau, Department of Environment and Natural Resources

o Environmental Management Bureau, Department of Environment and Natural

Resources

o National Solid Waste Management Commission

− At the stage of identifying priorities for the project, national consultations with relevant

stakeholders and participants in the proposed project were done on October 21, 2012 and

January 12, 2012. Various government agencies and private and non-governmental

organizations participated comprising of sectoral groupings, as follows: Forestry and Land

Use, Energy, Industry, Agriculture, Transportation, and Waste Management.

Name of institutions /

stakeholders consulted

Reasons for inclusion (e.g. leading institution

of a given sector/area, relevant research,

data management, etc.)

Role in the context-

assessment process (e.g.

consultation, preparation

of draft report, data

provider)

Overall

Climate Change

Commission

Sole agency of the GoP in charge of policy

making, program implementation and

management regarding climate change; in

the process of revising the implementing

rules of R.A. 9729 or the Climate Change Act

of 2009. On the overall, CCC is now

responsible for climate change policy and

program implementation.

Main proponent;

preparation of the

reports and draft project

document of the

Climate Change Capacity

Building Project for

Philippines

Department of

Environment and Natural

Resources (DENR) –

Environment

Management Bureau

(EMB)

Leading institution on environmental

management and conservation of natural

resources with the EMB as lead agency.

DENR is also the Designated National

Authority (DNA) on CDM to facilitate the

development and approval of projects under

this program.

Consultation, data

provider

Department of Energy

(DOE)

Leading institution on energy development

and supply which serves other sectors

including agriculture, industry and

transportation; implements the Energy

Conservation Law, Renewable Energy Act

and the Biofuels Act which are closely

related to climate change mitigation.

Consultation, data

provider; (Energy Sector

was decided to be

covered in the USAID EC-

LEDS project)

National Economic and

Development Authority

(NEDA)

GoP, through NEDA, is taking efforts to

mainstream sustainable development

policies and the inclusion of climate-proofing

strategies in key development plans and

processes as a means to adapt to climate

change

Consultation, data

provider

Transportation Sector

Department of

Transportation and

Communication (DOTC)

Leading institution in the Transport Sector;

DOTC and other transport-related agencies

formulated a National Environmentally

Sustainable Transport Strategy (NESTS) for

the country

Consultation, data

provider

UP National Center for

Transport Studies (CTS)

Leading institution in transportation

research, capacity building and sustainable

transport systems

Consultation, data

provider

Agriculture Sector

22










provider)

Department of

Agriculture

Leading institution in the Agriculture Sector;

DA has issued its Framework Strategy and

Policy and the Implementation Program on

Climate Change including GHG emissions

reduction and strategies based on

sustainable development and treating

mitigation as a function of adaptation

Consultation, data

provider

Bureau of Agricultural

Statistics (BAS)

Leading institution that provides data and

information on agricultural indicators system

pertinent to climate change in agriculture

Consultation, data

provider

International Center for

Research in Agroforestry

(ICRAF) / University of the

Philippines – Los Baños

(UPLB)

Leading institution in agricultural research

and application of trees and in securing

environmental services in production and

related capacity building

Consultation, data

provider

Bureau of Agriculture

Research (BAR)

Leading institution on responding to climate

change through R&D in agriculture; BAR

spearheaded the formulation of the climate

change R&D program to provide guidance on

appropriate adaptation and mitigation

research and extension efforts to

strategically respond to climate change in

agriculture. SEARCA through its established

networks and linkages within and outside

Southeast Asia has provided assistance to

the DA-BAR in its capability-building program

related to climate change.

Consultation, data

provider

Industry Sector

Department of Trade and

Industry/

Board of investments

(DTI-BOI)

Leading institution in industry sector; DTI

also issued the MSMED Plan 2011-2016

which aims to develop MSMEs and serves as

the framework for the convergence of global

themes and cross-cutting issues including

climate change.

Consultation, data

provider

Other Sectors

Philippine Council for

Agriculture, Aquatic and

Natural Resources

Research and

Development (PCAARRD)

– Department of Science

and Technology (DOST)

Lead institution on the national S&T agenda

for agriculture, aquatic and other natural

resources R&D as a consolidated response to

related national issues in these sectors,

including climate change, in consultation

with national experts, the member agencies

of the National Agriculture and Resources

Research and Development System

(NARRDS), and key national stakeholders

Consultation, data

provider

Forest Management

Bureau (FMB)

Lead institution on the 25-year Philippine

Master Plan for Forestry Development

(MPFD) under the primary responsibility of

DENR

Consultation (Forest Sector

was decided to be covered

in the USAID EC-LEDS

project)

National Solid Waste

Management Commission

(NSWMC)

Lead institution to implement the Ecological

Solid Waste Management Act of 2000

Consultation, data

provider

23










provider)

General/NGOs

Department of the

Interior Local Government

(DILG)

Leading institution in the mainstreaming and

implementation of all local-based, including

climate-change related, projects and

programs through the local government

units in cooperation with the general public

Consultation

World Wildlife Fund

(WWF)-Philippines

Leading world organization in sustainable

development through its Climate Change

and Energy Program that focuses on

increasing the resiliency of vulnerable areas

through local stakeholder engagement,

capacity-building exercises, public-private

cooperation and policy-making consistent

with GoP policies and programs to ensure

that adaptation measures are implemented

on the ground.

Consultation

Sibol ng Agham at

Teknolohiya (SIBAT) –

Wellspring of Science and

Technology

Leading NGO in sustainable development by

enabling poor communities achieve self-

reliance through appropriate science and

technology; supportive of instituting and

strengthening climate change adaptation

and mitigation measures in its current

programs and projects in renewable energy

and sustainable agriculture.

Consultation

Clean Air Initiatives for

Asian Cities (CAI-Asia)

Leading multi-stakeholder initiative by the

World Bank, ADB and USAID to promote

better air quality and livable cities by

translating knowledge to policies and actions

that reduce air pollution and greenhouse gas

emissions from transport, energy and other

sectors.

Consultation

Manila Observatory (MO) Leading organization providing technical

services in emissions inventory, RE

resources, training courses on climate

change, project development and education

resources

Consultation

Philippine Atmospheric,

Geophysical and

Astronomical Services

Administration (PAGASA)

Main agency for providing climatological and

agrometeorological services and

information.

Consultation

Geosphere Technologies,

Inc.

Leading service provider in industrial and

environmental solutions

Consultation

Conservation

International (CI) -

Philippines

Leading movement in promoting healthy

ecosystems by engaging governments,

NGOs, and the private sector in a science-

driven process of designing and creating

networks of protected areas and on zero and

low carbon development initiatives focusing

on thematic responses, supported by field

demonstration in priority areas.

Consultation

Philippine Chamber of Leading business organization through its Consultation

24










provider)

Commerce and Industry

(PCCI)

Environment Committee promotes

environmental responsibility and sustainable

development in the Philippine business

sector by examining environmental policy

issues and advocates for environmental

protection in the context of sustainable

development with the end in view of

promoting business growth and bringing

better quality life for all.

Philippine Business for the

Environment (PBE)

Leading not-for-profit organization of

businesses focused on environmental issues

with agenda details, missions, training,

publications and project information

Consultation

Ateneo School of

Government (ASoG)

Leading academia-based program on policy

and governance capacity building; heavily

involved in addressing environmental issues

particularly climate change also at the

national level to address climate change

impacts; projects on capacity building for

local government units, technology and

innovations, social accountability, disaster

risk management, and climate change

adaptation and mitigation.

Consultation

Aksyon Klima Pilipinas Leading national network of more than 40

CSOs working on diverse climate- and

development-related issues

Consultation

Yellow Ribbon Movement Leading moral transformation drive on a

nationwide coverage to support the present

GoP leadership on various thematic areas,

including environmental protection and

climate change.

Consultation

Renewable Energy

Association of the

Philippines (REAP)

Leading non-stock, non-profit organization of

companies and private individuals committed

to the nationwide development, promotion,

utilization and commercialization of renewable

energy technologies/systems for sustainable

energy generation as a means of climate

change mitigation strategy.

Consultation

Preferred Energy

Incorporated (PEI)

Leading service provider with the goal of

creating a favorable market for renewable

energy and energy efficiency in the country.

Consultation

Philippine Movement for

Climate Justice (PMCJ)

Leading organization advocating people-

oriented support for climate-related issues.

Consultation

Private Sector

Representatives from

various private companies

(Tiger Carbon, San Miguel

Corporation, AGC Flat

Glass Phil Inc.,

FIS Inc./Amertech)

Various private companies and business

ventures with varied interests in climate

change related ideas and projects.

Consultation

25

Institutional support will also come from several government departments and agencies that are

also involved in the formulation of climate change-related policies and programs and for this

project, those that are involved in the Transport, Agriculture, Waste, and Industry sectors which

were selected as the four sectors to be included in the LECB Project.

The Climate Change Commission will be the main implementing partner for the project, in

coordination with relevant institutions in the said sectors included in the project.

Through the capacity building activities and measures of the project, all the stakeholders will be

strengthened in the areas where they are weak or need support as validated during the course of

project implementation.

The project cooperation agreements, Terms of Reference (TOR) for staff or major contracts, etc. are

included in Appendix B.

7. MONITORING AND EVALUATION FRAMEWORK

Project progress will be monitored according to UNDP rules and regulations by using quarterly and

annual reviews against a set of implementation milestones. Monitoring will be ongoing, involving

data collection and assessment of the project’s field implementation and will involve key project

staff meeting to review operations and field implementation periodically and to assess whether new

priorities require a shift in the project’s implementation approach.

Progressive indicators measuring processes, outputs, and outcomes have been included in the

Project Results Framework (PRF). Indicators are both qualitative and quantitative.

Monitoring Project Progress

Tools for monitoring the Project’s timely completion, quality of the outputs and the efficient use of

allotted resources (financial, human and physical) will include:

Within the annual cycle, on a quarterly basis

- On a quarterly basis, a quality assessment shall record progress towards the completion

of key results, based on quality criteria and methods captured in the Quality Management

table below.

- An Issue Log shall be activated in Atlas and updated by the Project Manager to facilitate

tracking and resolution of potential problems or requests for change.

- Based on the initial risk analysis submitted, a risk log shall be activated in Atlas and regularly

updated by reviewing the external environment that may affect the project implementation.

- Based on the above information recorded in Atlas, a Project Progress Reports (PPR) shall be

submitted by the Project Manager to the NSC through UNDP acting the role of Project

Assurance, using the standard report format available in the Executive Snapshot.

- A project Lesson-learned log shall be activated and regularly updated to ensure on-going

learning and adaptation within the organization, and to facilitate the preparation of the

Lessons-learned Report at the end of the project

- A Monitoring Schedule Plan shall be activated in Atlas and updated to track key

management actions/events.

26

Annually

- Field visits: Representatives from the UNDP and EU Offices in Manila should visit the project

at least once a year. Field visits serve the purpose of results validation, especially when

undertaken in the first half of the year. If undertaken in the latter part of the year, the field

visit should provide latest information on progress for annual reporting preparation. Field

visits should be documented through brief and action-oriented reports, submitted within

the week of return to the office.

- Annual Review Report: An Annual Review Report shall be prepared by the Project Manager

and shared with the NSC. As a self-assessment by the project management, it does not

require a cumbersome preparatory process. As minimum requirement, the Annual Review

Report shall consist of the Atlas standard format for the PPR covering the whole year with

updated information for each above element of the PPR as well as a summary of results

achieved against pre-defined annual targets at the output level. As such, it can be readily

used to spur dialogue with the NSC and partners.

- Annual Project Review: Based on the above report, an annual project review shall be

conducted during the fourth quarter of the year or soon after, to assess the performance of

the project and appraise the Annual Work Plan (AWP) for the following year. In the last year,

this review will be a final assessment. This review is driven by the NSC and may involve

other stakeholders as required. It shall focus on the extent to which progress is being made

towards outputs, and that these remain aligned to appropriate outcomes. Once cleared, key

elements of the reports shall feed directly into the annual reporting exercise on results at

the outcome level.

Audit and External Evaluation

- The project will also be subject to at least one external management audit in accordance

with established UNDP regulations.

- The project will also be subject to at least one independent evaluation, i.e. mid-term review,

to be conducted by an external team to assess progress on outputs/outcomes and identify

areas for strategic, budgetary, or programmatic adjustments if necessary.

- Apart from the external audit mentioned above, the project is also subject to internal UNDP

and EU Office spot checks/audits.

At project completion

- The project’s Terminal or Project Completion Report (PCR) that will sum up the level of the

project’s accomplishments in meeting its objectives, outcomes and outputs. The PCR will

also highlight the breakthroughs and innovative contributions of the project in the field of

coordination system development which are worth replicating in similar projects to be

undertaken in other countries. It will also set out the strategies to efficiently managing

resources.

- Results from the Project will be disseminated within and beyond the Project intervention

through information sharing networks and/or through publications. For publications,

proper acknowledgement to UNDP and programme donors for providing funding will be

ensured.

27

Adaptive Management and Project Revisions

- The monitoring framework and indicators will provide the project management with regular

information on the project status. In addition, regular feedback will come from the Project

Board. Collectively, this feedback will enable the project management to continuously learn

lessons and modify approaches and strategies, and to overcome challenges and exploit

opportunities.

- Budget revisions/amendments to the contract will be done through a formal exchange of

letters between UNDP and the Climate Change Commission along with a revised Work and

Financial Plan. Depending on the nature of the amendment, the proposed revision will be

subject to UNDP and EU processes and procedures.

Quality Management for Project Activity Results

Outcome 1: Robust national systems for preparation of GHG emission inventories have been established in

the Transport, Agriculture and Industry Sectors

Activity Result 1.1

(Atlas Activity ID)

Understanding of the requirements for GHG inventories

and National Communications (NCs) and a description of

institutional arrangements in the selected sectors

Start Date: Q2 Yr 1

End Date: Q2 Yr 2

Purpose

To take into account the potential requirement for reliable national system and more

frequent GHG inventory reporting

Description

Build capacity for national systems for the preparation of GHG inventories through

training and seminar/workshops for relevant government officials and staff involved in

the activity

Quality Criteria Quality Method Date of Assessment

Number of training and

seminar/workshops conducted on the

preparation of GHG inventory systems

On-training evaluation by

participants and training reports on

the on the preparation of GHG

inventory systems vis-a-vis the

training needs assessment done

During every training and

seminar/workshop

Number of government officials and

local personnel trained

Percentage of participants applying the

training on the national GHG inventory

system in its actual implementation

Post-training evaluation and

assessment report by Training

Specialist

Q1 Yr 3

Activity Result 1.2

(Atlas Activity ID)

Well designed and established national systems for the

preparation of GHG inventories as applied to the selected

sectors

Start Date: Q3 Yr 1

End Date: Q4 Yr 2

Purpose

To improve national system for GHG inventory

Description

Design and establish national systems for the preparation of GHG inventories and

necessary sustained maintenance


Rules of procedure detailed as part of a

GHG inventory manual (incl. timelines,

budget, system sustainability, etc.) by

end of Yr 1

Manual of procedures Q4 Yr 2

QA/QC strategy and maintenance

system documented and adopted by

Q3 Yr 3

Documentation and policy adoption Q4 Yr 3

Activity Result 1.3

(Atlas Activity ID)

Appropriate institutional frameworks and arrangements

established to ensure regular updates of GHG inventories

Start Date: Q2 Yr 2

End Date: Q2 Yr 3

Purpose To ensure that actual data required for GHG inventories is compiled on a regular basis

28

and in the required format by relevant institutions

Description

Establish institutional frameworks, organizational mandates and coordination

mechanisms that ensure periodic GHG inventory updates


MOUs prepared with key institutional

partners by Q4 Y3

Policy adoption and

institutionalization

Q3 Yr 3

Activity Result 1.4

(Atlas Activity ID)

Established linkages between the GHG inventory systems

and MRV system for NAMAs and LEDS

Start Date: Q2 Yr 3

End Date: Q4 Yr 3

Purpose

To institutionalize the linkage between the GHG inventory system and the MRV

schemes adopted to support decision making and program outcome monitoring and

evaluation

Description

Institutionalize mechanisms at the national and institutional levels to link GHG

Inventories to MRV-related activities for long term sustainability

Quality Method Date of Assessment

Data measurement and analysis is

institutionalized by Q3 Yr 3 to generate

reports on periodic basis

External expert review Q4 Yr 3

Strategy approved by end of Yr 3 ,

along with decision on yearly periodic

updates

Project documentation Q3 Yr 3

Outcome 2: NAMAs and sectoral road maps have been formulated within the context of national

development priorities as applied to the Transport, Agriculture, Waste and Industry Sectors

Activity Result 2.1

(Atlas Activity ID)

Understanding of the coordination, planning, design,

implementation, and evaluation of NAMAs and sectoral

road maps

Start Date: Q2 Yr 1

End Date: Q2 Yr 2

Purpose

To build synergies with national priorities, national policies that can be upgraded to

NAMAs

Description

Build capacity to coordinate, plan, design, and implement mitigation actions and

sectoral road maps



seminar/workshops conducted the

coordination, planning, design,

implementation, and evaluation of

NAMAs and sectoral road maps

On-training evaluation by participants

and training reports on the



NAMAs and sectoral road maps vis-a-

vis the training needs assessment

done


seminar/workshop




training on the understanding of the



NAMAs and sectoral road maps


assessment report by Training

Specialist

Q1 Yr 3

Activity Result 2.2

(Atlas Activity ID)

Creation of NAMAs and sectoral

roadmaps at the national level

Start Date: Q1 Yr 2

End Date: Q1 Yr 3

Purpose

To align mitigation actions and sectoral road maps with the country’s short- and long-

term national development goals.

Description

Identify and prioritize mitigation actions in the key sectors


NAMAs and sectoral roadmaps

formulated at the national level Q1 Yr 2

NAMAs and sectoral roadmaps

approved by the NSC

Q2 Yr 2

29

NAMAs prioritized for the Transport,

Agriculture, Waste and Industry Sectors

by Q1 Yr 3, and sectoral road maps

prepared

NAMAs identified and sectoral

roadmaps approved by the NSC

Q2 Yr 3

Activity Result 2.3

(Atlas Activity ID)

Establishment of NAMAs and sectoral

policy instruments, technology

options, and funding strategies

Start Date: Q1 Yr 2

End Date: Q4 Yr 2

Purpose

To develop financing strategies to secure funding for short- to medium-term activities.

Description

Identify policy, financing, and technology instruments to implement mitigation actions

and low emissions strategies


NAMAs and sectoral policy

instruments, technology options, and

funding strategies Identified and

established Q3 Yr 3

Approval of NAMAs and sectoral

policy instruments, technology

options, and funding strategies by the

NSC

Q4 Yr 3

Policy-ready and investment-ready

portfolio containing NAMAs and

sectoral mitigation measures that are

adopted by NSC and endorsed to the

financial sector for future

implementation by Q3 Yr 3.

Consultation and endorsement Q4 Yr 3

Activity Result 2.4

(Atlas Activity ID)

Consensus reached in mitigation

actions and sectoral roadmaps among

stakeholders and interested actors

Start Date: Q3 Yr 1

End Date: Q4 Yr 3

Purpose

To provide the basis for continuous interaction with stakeholders for reaching

consensus and for monitoring of the project’s activities

Description

Establish and facilitate dialogue platforms for mitigation actions and low-emissions

strategies


Mitigation actions and sectoral road

maps approved for endorsement by

NSC to CCC by Q1 Yr 3

Series of consultation and consensus

building

Q2 Yr 3

Lessons learned report validated by Q3

Yr 3

Dialogue and project documentation Q4 Yr 3

Outcome 3: MRV systems have been designed to support implementation and evaluation of NAMAs and LEDS

as applied to the Transport, Agriculture, Waste and Industry Sectors

Activity Result 3.1

(Atlas Activity ID)

Training of government officials and local personnel in

MRV tools for NAMAs and LEDS

Start Date: Q2 Yr 1

End Date: Q2 Yr 2

Purpose

To develop capacity of the stakeholders in the relevant government institutions under

the selected sectors in connection with the design of the MRV systems

Description

Build capacity in MRV-related activities in order that government officials and ;local

personnel can support mitigation actions and low-emissions strategies



seminar/workshops conducted on MRV

tools for NAMAs and LEDS

On-training evaluation by participants

and training reports on MRV-related

activities in support mitigation actions

and low-emissions strategies vis-a-vis

the training needs assessment done


seminar/workshop




training on MRV tools for NAMAs and


assessment report by Capacity

Q1 Yr 3

30

LEDS Building Specialist

Activity Result 3.2

(Atlas Activity ID)

MRV systems for NAMAs and LEDS

developed

Start Date: Q4 Yr 1

End Date: Q2 Yr 2

Purpose

To select and develop appropriate methodologies and monitoring protocols for

planned the MRV systems

Description

Design a MRV system to support the implementation of mitigation actions and low-

emissions strategies and revisit system for further improvement


MRV design approved by the NSC and

endorsed for consideration of the CCC

by Q2 Yr 2.

Design and review process Q1 Yr 3

Activity Result 3.3

(Atlas Activity ID)

Assessment of technology needs to

develop a national information

system

Start Date: Q2 Yr 2

End Date: Q1 Yr 3

Purpose

To determine the requirements and methodology for developing national technology

systems

Description

Develop national technology systems for information and monitoring according to the

country’s needs


National technology system developed

and applied by CCC by Q1 Yr 3

Independent evaluation based on the

assessment of technology needs

made by the project

Q3 Yr 3

Project Inception

A Project Inception Workshop will be held within the first 2 months of project start-up with those

with assigned roles in the project organization structure, the UNDP CO and, where

appropriate/feasible, regional technical policy and programme advisors, as well as other

stakeholders. The Inception Workshop is crucial for building ownership regarding the project results

and to prepare the Year 1 Annual Work Plan.

The Inception Workshop will address a number of key issues including:

a) Assist all partners to fully understand and take ownership of the project. Discuss the roles,

functions, and responsibilities within the project's decision-making structures, including

reporting and communication lines, and conflict resolution mechanisms. The Terms of

Reference for project staff can be discussed again as needed.

b) Based on the Project Results Framework (Section 3), finalize the Year 1 Annual Work Plan,

review and agree on the indicators, targets and their means of verification, and recheck

assumptions and risks.

c) Provide a detailed overview of reporting, monitoring and evaluation requirements. The

M&E work plan and budget should be agreed and scheduled.

d) Discuss financial reporting procedures and obligations.

e) Plan and schedule NSC meetings. Roles and responsibilities of all project organization

structures should be clarified and meetings planned. The first NSC meeting should be held

within the first 12 months following the Inception Workshop.

An Inception Workshop Report is a key reference document and will be prepared and shared with

participants to formalize various agreements and plans decided during the meeting. It should be

considered a key deliverable of the project.

31

Learning and Knowledge Sharing

As noted earlier, it will be important to have effective coordination mechanisms and synergistic

approaches between the LECB project and other similar and complementary initiatives, such as EC

LEDS and Third National Communication, through regular meetings among the respective project

working groups in the planned dialogue platforms. Additionally, close coordination among the

UNDP, USAID and other partners will be undertaken particularly on the NAMA expectations in the

course of project implementation. This coordination will ensure that a coherence framework or

methodological approach to develop the NAMAs is used across the sectors covered under the two

initiatives.

Furthermore, potential linkages and synergies between the Public and Private sectors will identify

opportunities for public-private partnerships to address key climate change priorities under the

project in a coordinated manner. In this context, the country will be able to identify the most

suitable options to engage the private sector in the formulation and implementation of the project

and its activities.

Results from the project will be disseminated within and beyond the project intervention zone

through existing information sharing networks and forums at the sub-national, national, regional,

and global levels. The national management unit will work closely with the Programme’s Global

Support Component in this context.

The project team will also identify and participate, as relevant and appropriate, in scientific, policy-

based and/or any other networks, which may be of benefit to project implementation through

lessons learned.

The project will identify, analyze, and share lessons learned that might be beneficial in the design

and implementation of similar future projects. There will be a two-way flow of information between

this project and other projects of a similar focus, supported by the Programme’s Global Support

Unit. Specific agreed activities for ensuring uptake of lessons learned and best practices are detailed

in Appendix D.

M&E Work Plan

Type of M&E activity Responsible Parties Time frame

Inception Workshop and Report � Project Manager

� UNDP CO, UNDP EEG

Within first two months of

project start up

Bimonthly report on output and

implementation

� Oversight by Project Manager

� Project team

Every two months

Quarterly report (Atlas and ERBM) � UNDP CO Quarterly

Periodic status/ progress reports � Project Manager and team Every six months

Project Terminal Report � Project Manager and team

� UNDP CO

At least three months before the

end of the project

Audit � UNDP CO

� Project Manager and team

End of project

8. LEGAL CONTEXT

This Project Document shall be the instrument referred to as such in Article I of the Standard Basic

Assistance Agreement between the Government of the Philippines and the United Nations

Development Programme, signed by the parties on 21 July 1977. The host country implementing

agency shall, for the purpose of the Standard Basic Assistance Agreement, refer to the government

co-operating agency described in that Agreement.

32

The UNDP Resident Representative in Philippines is authorized to effect in writing the

following types of revision to this Project Document, provided that he/she has verified the

agreement thereto by the European Union Office in the country and is assured that the other

signatories to the Project Document have no objection to the changes:

a) Revision of, or addition to, any of the annexes to the Project Document;

b) Revisions which do not involve significant changes in the immediate objectives, outputs or

activities of the project, but are caused by the rearrangement of the inputs already agreed

to or by cost increases due to inflation;

c) Mandatory annual revisions which re-phase the delivery of agreed project inputs or

increased expert or other costs due to inflation or take into account agency expenditure

flexibility; and

d) Inclusion of additional annexes and attachments only as set out here in this Project

Document

Consistent with the Article III of the Standard Basic Assistance Agreement, the responsibility for the

safety and security of the implementing partner and its personnel and property, and of UNDP’s

property in the implementing partner’s custody, rests with CCC as the Implementing Partner. CCC

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.

UNDP reserves the right to verify whether such a plan is in place, and to suggest modifications to the

plan when necessary. Failure to maintain and implement an appropriate security plan as required

hereunder shall be deemed a breach of this agreement.

The implementing partner agrees to undertake all reasonable efforts to ensure that none of the

UNDP funds received pursuant to the Project Document are used to provide support to individuals

or entities associated with terrorism and that the recipients of any amounts provided by UNDP

hereunder do not appear on the list maintained by the Security Council Committee established

pursuant to resolution 1267 (1999). The list can be accessed via

http://www.un.org/Docs/sc/committees/1267/1267ListEng.htm. This provision must be included in

all sub-contracts or sub-agreements entered into under this Project Document”.

This project forms part of an overall programmatic framework under which several separate

associated country level activities will be implemented. When assistance and support services are

provided from this Project to the associated country level activities, this document shall be the

“Project Document” instrument referred to in: (i) the respective signed SBAAs for the specific

countries; or (ii) in the Supplemental Provisions attached to the Project Document in cases where

the recipient country has not signed an SBAA with UNDP, attached hereto and forming an integral

part hereof.

This project will be implemented by the agency (name of agency) (“Implementing Partner”) in

accordance with its financial regulations, rules, practices and procedures only to the extent that they

do not contravene the principles of the Financial Regulations and Rules of UNDP. Where the

financial governance of an Implementing Partner does not provide the required guidance to ensure

33

best value for money, fairness, integrity, transparency, and effective international competition, the

financial governance of UNDP shall apply.

The responsibility for the safety and security of the Implementing Partner and its personnel and

property, and of UNDP’s property in the Implementing Partner’s custody, rests with the

Implementing Partner. 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. UNDP reserves the right to verify whether

such a plan is in place, and to suggest modifications to the plan when necessary. Failure to maintain

and implement an appropriate security plan as required hereunder shall be deemed a breach of this

agreement.

The Implementing Partner agrees to undertake all reasonable efforts to ensure that none of the

UNDP funds received pursuant to the Project Document are used to provide support to individuals

or entities associated with terrorism and that the recipients of any amounts provided by UNDP

hereunder do not appear on the list maintained by the Security Council Committee established

pursuant to resolution 1267 (1999). The list can be accessed via

http://www.un.org/Docs/sc/committees/1267/1267ListEng.htm. This provision must be included

in all sub-contracts or sub-agreements entered into under this Project Document.

34

9. APPENDICES

Appendix A

TECHNICAL COMPONENTS OF THE

PHILIPPINES: CLIMATE CHANGE CAPACITY BUILDING PROJECT

Introduction

The Low Emission Capacity Building Programme (or briefly referred herein as the LECB Programme

or the Overall Global Programme) will be carried out in fifteen phase 1 countries, including the

Philippines, over a four-year period. The national project for the country is referred to as the

“Philippines: Climate Change Capacity Building Project” or referred herein also as the Project.

The Overall Global Programme will strengthen national capacities to do the following: 1)

Develop/establish greenhouse gas inventory management systems; 2) Formulate Nationally

Appropriate Mitigation Actions (NAMAs) and/or low-emission development strategies (LEDS) in the

context of national development; 3) Design MRV systems to support implementation and evaluation

of NAMAs and LEDS; and, in a few select countries, 4) Facilitate the design and adoption of

mitigation actions by selected industries; and 5) Support the design of the associated MRV systems

for industrial mitigation measures. The Philippines will focus on outcomes 1 to 3.

A Global Support Unit is providing technical assistance to countries in the design and

implementation of project activities at the national level, in response to the need for capacity

development at the country level, as well as to opportunities that have been identified for engaging

Public Sector and Industry support and participation in addressing the issue of climate change. The

Programme will operate at the global and national levels and will seek to engage relevant

stakeholders at all levels to meet the objectives of the Project.

1. Description of project outcomes and key activities

As part of Philippine participation in Area 1: Public Sector Capacity Building on GHG Inventory

systems, NAMAs, LEDS, and MRV in the designated four sectors composed of the Transport,

Agriculture, Waste, and Industry sectors, the following are the expected outcomes from which the

Project objectives are directed to produce the desired outputs and results.


established at a national level

� Outcome 2: NAMAs and sectoral road maps have been formulated within the context of

national development priorities


NAMAs and LEDS/sectoral road maps.

It is very important to note that while this Project focuses on the Public Sector in general, its project

activities and outputs will involve participation to some extent of the Industry sector as well. To have

a flexibility that will ensure that, where feasible, the country will have and can benefit from this

capacity-building support to the fullest extent. In fact, the capacity building of the Industry sector

which will cover GHG-intensive manufacturing companies will be covered in the Area 1 focus.

Furthermore, potential linkages and synergies between the Public and Industry sectors will identify

opportunities for public-private partnerships to address key climate change priorities under the

project in a coordinated manner. In this context, the country will be able to identify the most

35

suitable options to engage the private sector in the formulation and implementation of the project

and its activities.

For this Project and consistent with Area 1 focus, the Public sector can play a key role in the design

of policies, regulations and incentives to facilitate the active engagement of the private sector in

efforts to address climate change concerns. On the other hand, the private sector can identify and

implement concrete actions on the ground, at the sectoral or industrial level, to reduce GHG

emissions while ensuring linkages with development needs and economic growth.


established in the Transport, Agriculture, Waste, and Industry Sectors

The Project will support technical and institutional capacity development geared toward

improving GHG inventories, including for MRV-related activities. The technical advice should

facilitate the establishment and long-term sustainability of national technical teams for the

preparation of upcoming national communications, including GHG inventories, on a continuous

basis. The Project’s expected outputs under Outcome 1 are:

• Output 1.1: Understanding of the requirements for a GHG inventory system and a

description of institutional arrangements

Activity 1.1: Build capacity for national systems for the preparation of GHG inventories. This

must take into account the potential requirement for more frequent GHG inventory and NC

reporting. Work includes training in understanding requirements, analyzing key emitters,

and describing institutional arrangements.

The outputs of this activity will be produced through training and seminar/workshops for

relevant government officials and staff involved in the GHG inventory activity. The training

program will be based on a training needs analysis to be conducted by a Capacity Building

Specialist. The relevant government officials and staff will the participants in the training and

seminar/workshops conducted in developing and introducing the national GHG inventory

system. The participants’ role in GHG inventory system development and implementation

will be presented and discussed. On-training evaluation will be accomplished by participants

during every training and seminar/workshop conducted. The work will build on the results

and lessons learned from the GHG inventory prepared under the Second NC and will ensure

the necessary coordination with the Third NC project, as appropriate3. A post-evaluation of

the training program effectiveness and impact will be conducted by the Capacity Building

Specialist as participants apply the acquired learning in their actual duties and

responsibilities.

• Output 1.2: Well designed and established national systems for the preparation of GHG

inventories and NCs

Activity 1.2: Design and establish national systems for the preparation of GHG inventories

and NCs. This includes training in the use of tools, the use of enhanced documentation

formats, QA/QC, the use of archiving systems, and planning inventory improvement. The

IPCC Good Practice Guidelines will be used as the basis for the design of the inventory

systems that will be sustained and maintained in the long term.

3 The Philippines has not started its Third NC, but it is expected that the preparatory phase will be initiated later

in 2012. The LECB project team will work closely with the NC team to avoid any potential duplication and

identify areas of collaboration and complementarity.

36

A GHG inventory system manual containing the rules of procedure and other details as part

of a manual (incl. timelines, budget, system sustainability, etc.) shall be developed and

disseminated. In order to ensure that the system developed will effectively meet the sector

and country requirements a quality assurance/quality control (QA/QC) strategy and

maintenance system shall be documented and adopted by the NSC for endorsement to CCC

for the latter’s implementation.

• Output 1.3: Appropriate institutional frameworks established to ensure regular updates of

GHG inventories

Activity 1.3: Establish institutional frameworks and coordination mechanisms that ensure

periodic GHG inventory updates. This will entail the creation of the institutional structure

and appropriate mandates to ensure that actual data required for GHG inventories can be

compiled on a regular basis and in the required format. A coordinated structure will seek to

integrate GHG inventory work into the institutions responsible for the relevant sectors for

long term sustainability.

In order to ensure the official policy adoption and institutionalization of the GHG inventory

system as well as the budgetary, organizational and sustainability arrangements, a

Memorandum of Understanding (MOU) shall be prepared with key institutional partners.

• Output 1.4: Established linkages between the GHG inventory system and MRV system for

NAMAs and LEDS

Activity 1.4: Institutionalize mechanisms at the national and institutional levels to link GHG

Inventory system to MRV-related activities on a sustained basis. To institutionalize the

linkage between the GHG inventory system and the MRV schemes adopted to support

decision making and program outcome monitoring and evaluation.

Standards in data acquisition, measurement and analysis shall be established and

institutionalized in order to generate quality reports on regular periodic basis. These should

be part of the overall strategy that shall be adopted and approved at the project level by the

NSC for subsequent adoption by the CCC in cooperation with various stakeholders, along

with a decision for yearly periodic updates and maintenance. For purposes of continuing

improvement of the GHG inventory system, an external expert review shall be conducted

toward the end of the project.

� Outcome 2: NAMAs and sectoral roadmaps have been formulated within the context of

national development priorities as applied to the Transport, Agriculture, Waste, and Industry

Sectors

The Project will support the Philippines’ planning, design, implementation, and evaluation of

mitigation strategies and programs. Support will be provided in the areas of a) developing

methodologies and tools to carry out mitigation analysis, b) prioritizing mitigation measures in

accordance with development priorities, c) designing the institutional mechanisms to support

adoption of mitigation measures, and d) setting up the reporting structure for monitoring the

implementation of mitigation measures and evaluating their effectiveness, including the design

of indicators to measure progress. In order to build synergies with national priorities, national

policies that can be “upgraded” to NAMAs will be identified, taking into account different

37

potential sources of financing, such as domestic, international, or carbon market financing. The

choice of appropriate methodologies and/or tools will consider best practices that are known

and applicable to the Philippine situation.

Outcome 2 is expected to produce substantive lessons learned for replication in future activities

or as useful examples for other countries. These lessons learned will be related to a high-level

coordination framework for mitigation programs, a NAMA and LEDS roadmap toolkit, and NAMA

and sectoral roadmap case studies. The expected outputs and activities under Outcome 2 are:

• Output 2.1: Understanding of the coordination, planning, design, implementation, and

evaluation of NAMAs and sectoral roadmaps (as precursor to a LEDS)

Activity 2.1: Build capacity to coordinate, plan, design, and implement mitigation actions and

low-emissions strategies. This activity will build upon the results of the mitigation analysis

carried out previously under the NCs. It will include the definition of the business-as-usual

and mitigation scenarios for the selected sectors and involve the participation of key

stakeholders. This includes training courses and workshops in which mitigation measures are

formulated jointly and action plans are specified for implementation and monitoring.

Training activities will be carried out in close coordination with the initiatives supported by

USAID and GIZ.

Aside from the usual on-training evaluation by participants, a post-training evaluation by the

Capacity Building Specialist shall be conducted to assess if the participants are applying the

training and knowledge gained on the understanding of the coordination, planning, design,

implementation, and evaluation of NAMAs and LEDS.

• Output 2.2: Formulation of NAMAs and sectoral roadmaps at the national level

Activity 2.2: Identify and prioritize mitigation actions in the key sectors. This will include

alignment with the target country’s short- and long-term national development goals.

NAMAs and sectoral roadmaps will be formulated in four sectors using national level

workshops and related synthesis studies. This will involve public and private actors for both

autonomously implemented NAMAs as well as those requiring international support. The

work includes joint specification of clear indicators to identify priority actions for the

Transport, Agriculture, Waste, and Industry Sectors.

As a result of the activity, the sectoral roadmaps that are formulated at the national level

will aid in identifying and prioritizing NAMAs for the Transport, Agriculture, Waste, and

Industry Sectors.

• Output 2.3: Establishment of NAMAs and sectoral policy instruments, technology options,

and funding strategies

Activity 2.3: Identify policy, financing, and technology instruments to implement mitigation

actions and low emissions strategies. This will involve the development of financing

strategies, with priority given to efforts to secure funding for short- to medium-term

activities and related policy instruments. The goal is put forward a policy-ready and

investment-ready portfolio of activities that will be developed in the Project. Having done

sufficient consultations and adopted NAMAs and sectoral policy instruments, technology

options, and funding strategies at the NSC level, this could lead to adoption at the national

level through the CCC. Ultimately, the Project shall endeavor to introduce the portfolio to

38

the banking and financial sector for their future inclusion in their overall banking portfolio

and implementation.

• Output 2.4: Establishment of dialogue platforms for stakeholders and interested actors

Activity 2.4: Establish and facilitate dialogue platforms for mitigation actions and low-

emissions strategies. These platforms will provide the basis for continuous interaction with

stakeholders and for the monitoring of the project’s activities. The sharing of experiences

and documentation of progress in the adoption of mitigation actions and low emissions

strategies that are in line with the country’s developmental needs and priorities shall

generate lessons learned and best practices that can be shared in various fora in the country

and in international symposia. These will be done through sectoral dialogues, consultation

and consensus building in Transportation, Agriculture and Industry which can be integrated

in the final stages of the Project to have a national level platform of exchange and

documentation.


NAMAs and LEDS/sectoral roadmaps

In the Philippines, among other selected countries where the focus is on formulation of effective

NAMAs and/or LEDS, attention will be paid to designing MRV systems. This will be done by

establishing appropriate indicators for monitoring mitigation actions, as well as by helping to

create conditions necessary to support future investment in mitigation measures. The focus will

be on establishing scopes, metrics/indicators, reporting mechanisms, verification mechanisms,

and time frames. An improved MRV system will take into account whether NAMAs and/or

LEDS/sectoral roadmaps are implemented autonomously, through support from developed

countries, or through an international crediting mechanism. Suggested criteria for the MRV

systems include: credibility, cost effectiveness, timeliness, and a simple and clear procedure

which provides enough flexibility for a wide range of mitigation actions.

Outcome 3 could also result in a set of publications, examples of which include: a MRV system

training toolkit and compilations of case studies of MRV Protocol, LEDS Protocol, and MRV

system work.

The Project’s expected outputs and activities under Outcome 3 are:

• Output 3.1: Training of local personnel in MRV tools for NAMAs and LEDS/sectoral roadmaps

Activity 3.1: Build capacity in MRV-related activities in order that high government officials

can support mitigation actions and low-emissions strategies. This includes the different

executive departments such as Department of Environment and Natural Resources,

Department of Finance, Department of Transportation and Communication, Department of

Agriculture, Department of Trade and Industry, etc. Activities will consist primarily of tailor-

made information sessions. At the outset, a training needs assessment shall be done by a

Capacity Building Specialist which shall form the basis of the implementation plan and the

evaluation to be conducted to assess the outcome of the activity.

• Output 3.2: MRV systems for NAMAs and LEDS/sectoral road maps developed

Activity 3.2: Design a MRV system to support the implementation of mitigation actions and

low-emissions strategies. Among other things, work here includes the selection of

39

appropriate methodologies and monitoring protocols, training for the use of protocols and

tools, establishment and organization of a reporting process, and selection of verification

bodies.

• Output 3.3: Develop a national technology information system

Activity 3.3: Develop national technology systems for information and monitoring. This

activity will be built on current initiatives with GEF funding to help the country conduct their

technology needs assessments in the four selected sectors under the project. At the

baseline, there is no formally established information system that could directly support

NAMAs and LEDS/sectoral roadmaps implementation. The activity will start with the

Transportation, Agriculture, Waste, and Industry Sectors.

The Global Support Component

UNDP will support national project teams through a Global Support Component (GSC) by providing

guidance and capacity-development support. In particular, the GSC will work with countries to

identify key capacity challenges and barriers to implementation; monitor progress at both the

output and outcome levels; disseminate relevant resources, tools and training materials countries to

support national project activities; and disseminate knowledge and best practices within the global

cohort in order to enhance south-south learning and exchange of experiences.

At the beginning of project implementation, the GSC will discuss specific technical assistance needs

with the Philippines in order to design a strategy for technical backstopping in different areas and

identify a possible schedule for any needed trainings. The GSC will also.

2. Strategy to link process and outcomes of the project to relevant planning and decision making

processes

The overall Work Plan is to build capacities for the GHG National Inventory System, NAMAs & LEDS,

and MRV systems in parallel, since the work areas are so closely linked to one another. For more

effective and productive implementation of related activities, the dialogue platforms for NAMAs and

LEDS will provide an opportunity for continuous engagement of the GHG and MRV teams and the

regular meeting and sharing of results among all the project working groups.

The Project will be implemented within a strong policy, legal and institutional infrastructure through

the Climate Change Commission operating under and overseen by the Office of the GoP President.

Its project development went through rigid stakeholder consultations to ensure that the climate

change capacity needs are well articulated and therefore ownership and sustainability of the

program are properly lodged at the national and institutional levels. The Project is aligned with and

supports directly the National Climate Change Action Plan of the country. A strategy has been

agreed upon by the stakeholders to replicate the project results from the selected sectors of

Transport, Agriculture and Industry to the other sectors under the management and supervision of

the CCC, while also considering results from other related CCC projects and initiatives.

The stakeholder meetings and the context assessment exercise point to the need to prepare the

participants to the climate change program in the light of emerging global conventions and

commitments. This should be balanced with the inherent requirements of the Philippines in

addressing its own national and local climate change-related concerns and sectoral priorities. Each

40

sector has its own unique technical and policy agenda in terms of addressing the key result areas of

the Project vis-à-vis the country’s National Climate Change Action Plan and institutional structures.

The observations and conclusions provided the basis for the formulation of this LECB Project in line

with the Overall LECB Programme.

While this Project focuses on four sectors only (viz., Transportation, Agriculture, Waste and Industry

Sectors), the outcomes will definitively be linked with the national development priorities, processes

and plans as the results of this Project are combined with those of the projects for the other sectors

that are being done in parallel with assistance by other international support arrangements, i.e.

USAID and GIZ. These will be consolidated under the overall management of the Climate Change

Commission in close coordination with the stakeholders. Therefore, the Project will address and

strengthen a number of policy priorities on sustainable management of the very broad area of

climate change while maintaining focus on mitigation measures consistent with the government

policy direction.

The National Framework Strategy on Climate Change, the Climate Change Act of 2009 and other

relevant government issuances that institutionalized the organization and mandate of the Climate

Change Commission will unify various approaches in cooperation with relevant government

agencies and institutions as they gain knowledge and build their capacities in the Project’s key result

areas. The Project’s National Steering Committee will be the venue in which various stakeholders

reach consensus, make decisions and create synergies.

Moreover, the UNDAF and the Country Program Document that also articulate how the UNDP

supports the country’s overall development agenda will serve as additional guide posts (to those

mentioned above) in ensuring the sustainability and replicability of the Project and its outcomes.

The Project has taken the results-based approach to work planning and the review of the work plan

regularly. This work plan serves as a mechanism to link inputs, budget, activities, outputs and

outcomes, which are monitored and evaluated periodically. As lessons are learned, a flexible

approach to implementing the project should accommodate constant adjustments to ensure that

the Project’s outputs and other interventions are credibly linked to the achievement of the desired

outcomes and outputs through the various forms of assistance provided by the Project.

41

Appendix B

Terms of Reference

A. Project Management

A.1 Project Manager

A.2. Technical Officer

A.3 Project Assistant

A.4 Administrative Officer

B. Consultants

B.1 IT Professional

B.2 GHG Inventory Expert

B.3 NAMAs/LEDS Consultant

B.4 MRV Consultant

B.5 Promotion and Knowledge Management

42

SAMPLE TERMS OF REFERENCE

A. Project Management

A.1 TOR: Project Manager

The Project Manager (PM) will serve as the overall GoP manager of the project. The PM has the

overall authority to oversee the Project on behalf of the IP and the NSC within the policies and

guidelines set by the NSC. He/She will be assisted by the Technical Officer, a Project Assistant and an

Administrative Officer (as described below) to be hired by the Project. He/She will facilitate the

hiring of a team of consultants to help in delivering the Project Outputs.

He/ She will be a senior serving member of the Climate Change Commission (CCC) and designated by

the CCC Secretary.

Key Responsibilities

• To provide overall leadership and supervision to the Project Management and Secretariat

(PMS)

• To serve as focal point for the Project interaction with relevant Government counterparts,

donor agencies, private sector, NGOs and other stakeholders

• To be responsible for provision of all project M&E reporting, including progress reports,

project accounts and budgets, project annual work plans, Terms of Reference, etc. as

required by the GoP, UNDP, and donors

• To ensure achievement of the overall objectives and specific outputs of the Project, by

utilizing the project financial resources in an efficient, effective and transparent manner

• To review and endorse the progress and terminal reports of the Project to the National

Steering Committee.

Qualifications

• A senior government officer at the Climate Change Commission

• Strong knowledge of government policies and strategies

• Strong understanding about global and national climate change and environmental issues

• Good interaction with participating line departments/bureaus and other stakeholders;

• Demonstrated strong leadership and partnership

• Demonstrated ability to liaise and foster cooperation between agencies, including

government, private sector participants, NGOs and other stakeholders.

.

A.2 TOR: Technical Officer

A Project Technical Officer (TO) will be recruited for the Project. He/She will be responsible for the

overall implementation of the project activities under the direction of the PM. The TO will be a full-

time staff member for the duration of the project and will be assisted by a full-time Project Assistant

and Administrative Officer. The TOC will lead the Project Management and Secretariat (PMS) and

will be a primary coordinator who will also provide support to the three Technical Working Groups

and the Project Consultants. He/She will coordinate cross-cutting activities for the four (4) sectors

through the TWGs and the Project Consultants, including the development of sectoral road maps;

identification of capacity building needs; design and conduct of seminar/training workshops;

43

development of training modules and manuals; and monitoring of the progress of the different

activities in producing the outputs towards desired outcomes.


• Managing and coordinating the day-to-day project activities including activities of the PMS

and project consultants

• Supervise and coordinate the production of project outputs through the TWGs and the

Project Consultants

• Maintain good communication and coordination with Government counterparts, donor

agencies, private sector, NGOs and other stakeholders

• Review and update the overall project work plan and budget allocation, in coordination with

the CCC and UNDP-CO,

• Participate in the preparation of TORs and organize interviews for selection of candidates for

consultants and sub-contractors

• Provide necessary guidance and technical support to consultants and sub-contractors in

performing their functions

• Organize and facilitate the National Steering Committee and Technical Working Groups

meetings and any other meetings with Government counterparts, donor agencies, private

sector, NGOs and other stakeholders

• Keep regular monitoring of the progress of the project and take corrective actions to ensure

that the project is achieving expected outputs within the given timeframe and budget

• Prepare monthly progress updates, quarterly and annual reports as required by the GoP, EU

and UNDP

• Supervise project personnel in conducting administrative and logistical functions and ensure

timely and effective implementation of project activities

• Certify and monitor the delivery of financial and non-financial resources

• Ensure that project assets are properly recorded and used for implementation of the Project

• Draft a terminal report to the GoP, UNDP, and donors

• Perform any other functions as required by the Project.

Qualifications

• Filipino National with advanced degree or higher (Master’s or higher) in areas relevant to

climate change, environment and national development

• Good knowledge of global and national climate change issues

• A minimum of 3 years of professional experience in the area relevant to the Project and

demonstrating ability in project administration and managing donor’s funds

• Demonstrated strong leadership, effective management skills, good coordination ability and

team working spirit

• Good organizational skills, with strong experience in organizing and facilitating meetings,

workshops and writing reports

• Good interpersonal/communication skills

• Good oral and written communication skills in English

44

A.3 TOR: Project Assistant

A Project Assistant (PA) will be recruited to provide daily assistance to the TO and the Project

management and Secretariat. The PA will be hired as a full-time project staff member for the

duration of the project.


• Assist the TO to establish and maintain good communication and coordination with

Government counterparts, donor agencies, private sector, NGOs and other stakeholders

• Assist the TO to review the overall project work plan and budget allocation

• Organize meetings, including NSC and TWG meetings and taking minutes of the meetings

• Provide administrative and logistical support such as drafting correspondence letters,

organize filing system and record/update project inventory list

• Assist the TO in preparing monthly progress updates, Quarterly and Annual reports to the

GoP, EU and UNDP

• Assist the TO in preparing the terminal report to the GoP, UNDP, and donors

• Perform any other functions as required by the Project.

Qualifications

• Filipino National with College degree with a minimum of 3 years professional experience in

Administration and project management or equivalent

• Extensive experience in organizing meetings, workshops and writing reports

• Good interpersonal and communication skills

• Good organizational skills

• Strong computer skills especially for presentations, Word Processing and Spreadsheets


A.4 TOR: Administrative Officer

An Administrative Officer (AO) will be recruited to provide daily assistance to the TO and the Project

Management and Secretariat. The AO will be hired as a full-time project staff member for the

duration of the project.


• Process financial transactions such as payments to consultants, supplies and logistical

requirements as well as monitor project expenditures

• Maintain books of accounts

• Prepare and update financial reports

Qualifications

• Filipino National with College degree in Business Administration, Accountancy or other

relevant degrees.

• Minimum of 5 years professional experience in Administration and project management or

equivalent

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• Good interpersonal and communication skills

• Good organizational skills

• Strong computer skills especially for Word Processing and Spreadsheets


• Knowledge of UNDP and other foreign-assisted project implementation procedures,

including procurement, disbursements and reporting and monitoring is highly preferable.

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B. Consultants

B.1 TOR: IT Professional

The role of Information Technology (IT) Professional shall be to lead the development of a national

interlinked database of climate change-related information particularly pertaining to GHG inventory,

NAMAs/LEDS and MRV systems. Much of this information currently exists in national agencies and

stakeholders identified in previous stocktaking work and during the preparation of the National

Communications and other government initiatives.

The IT Professional will be part of the Project Management and Secretariat and will report to the

Project Manager in coordination with the NPA/C.

Other relevant data will be researched, analyzed and incorporated in the information system to be

designed by the IT Professional in connection with the objectives of the Project. The consultant will

be responsible for needs assessment and data consolidation capabilities to make important climate

change-related information readily accessible to users. Arrangements will be made for managing and

up-dating databases based on the needs and capabilities of the participating agencies. The ultimate

goal is to make information publicly web-accessible and this will be behind conceptual approaches to

database formatting and presentations. Parallel strategies for making data publicly available should

be developed recognizing that agencies will have differing capabilities in providing data

electronically. The IT Professional will work with the GHG Inventory Expert, NAMAs/LEDS Consultant

and MRV Consultant to develop a strategy for developing the databases and information exchange

system to make them useful for said project key result areas and accessible to relevant users.

Tasks

1. Identify data available, data gaps, data formats, and data readiness for electronic transfer,

organizational capacity needs assessment and other relevant information technology

applications useful to the Project activities

2. Assess information needs of climate change database users, implementation issues and

recommend priority actions on data requirements, data access points, electronic access

issues, etc.

3. Design a national Integrated Climate Change Database and Information Exchange System

among the Project stakeholders, linked through a website via the Internet

4. Implement database development and/or upgrade depending on the status of such in the

Project stakeholders and assist in the development of database management programs as

specified in the design

5. Assist in the implementation of sectoral Integrated Climate Change Information Exchange

Website, which can be expanded to a national level system.

Deliverables

• Sectoral (Transportation, Agriculture, Waste, and Industry) climate change database and

information exchange needs analysis applicable to GHG inventory system, NAMAs/LEDS and

MRV schemes

• Sectoral (with national integration capability) Climate Change Database and Information

Exchange development strategy

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• A national Web-ready Climate Change Database network and Operations / training work

plan

• An operational Climate Change Website for the database and networking

• A national climate change database and information exchange promotion program.

Qualifications

• Extensive experience in the design and development of databases and information exchange

systems

• Proven track record of research work involving measurement and evaluation of data analysis

• Credible skills in field measurements, data collection, database development, website

development and modeling

• Knowledge of the use of methodologies for data documentation, abstracting of technology

articles, preparation of project profiles

• Professional staff fluent in the English language.

B.2 TOR: GHG Inventory Expert

Working under the direct supervision of the Project Manager, the GHG Inventory Expert will provide

technical knowhow for capacity assessment and for design of GHG inventory systems in the sectors

covered by the Project (viz., Transportation, Agriculture, Waste and Industry). Relevant project

activities that will involve the services of the GHG Inventory Expert are under Outcome 1: Robust

national systems for preparation of GHG emission inventories have been established in the

Transport, Agriculture, Waste and Industry Sectors which includes the following activities:

• Activity 1.1: Build capacity for national systems for the preparation of GHG inventories

• Activity 1.2: Design and establish national systems for the preparation of GHG

inventories

• Activity 1.3: Establish institutional frameworks and coordination mechanisms that

ensure periodic GHG inventory updates

• Activity 1.4: Institutionalize mechanisms at the national and institutional levels to link

GHG Inventory system to MRV-related activities on a sustained basis

Tasks

1. Provide technical inputs for needs and capacity assessment and for design of GHG inventory

systems in the sectors covered by the Project (viz., Transportation, Agriculture, Waste and

Industry)

2. Act as technical expert and resource person in the design and conduct of training

seminar/workshops in the development and implementation of the GHG inventory system

3. Design and assist in the establishment national systems for the preparation of GHG

inventories for the four sectors

4. Recommend institutional frameworks and coordination mechanisms that ensure periodic

GHG inventory and NC updates

5. Recommend mechanisms at the national and institutional levels to link GHG Inventory

system for MRV-related activities on a sustained basis

6. Other tasks that the NSC will identify as necessary to the success of the Project in attaining

its objectives.

Deliverables

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• Report on needs and capacity assessment for the GHG inventory systems in the sectors

covered

• Technical inputs in the design of capacity building program on GHG inventory system

• Sectoral training needs analysis and program requirement report

• Proposed training program and design of training and seminar/workshops

• Sectoral training materials/manuals

• Training and seminar/workshop report with on-training assessment

• Report on the design and development plans of the GHG Inventory system applicable to the

three sectors

• Recommendations on the institutional frameworks and coordination mechanisms that

ensure periodic GHG inventory updates

• Recommendations on the linkage of GHG Inventory system with MRV-related activities

Qualifications

• Advanced degree or higher (Master’s or higher) in areas relevant to climate change,

environment and national development



demonstrating ability in development of computer-based inventory systems


team working spirit





B.3 TOR: NAMAs/LEDS Consultant

Working under the direct supervision of the Project Manager, the NAMAs/LEDS Consultant will

provide technical knowhow for capacity assessment and for design of GHG inventory systems in the

sectors covered by the Project (viz., Transportation, Agriculture, Waste and Industry). Relevant

project activities that will involve the services of the GHG Inventory Expert are under Outcome 1:

Robust national systems for preparation of GHG emission inventories have been established in the

Transport, Agriculture, Waste and Industry Sectors which includes the following activities:

• Activity 2.1: Build capacity to coordinate, plan, design, and implement mitigation

actions and low-emissions strategies.

• Activity 2.2: Identify and prioritize mitigation actions and sectoral strategies in the

key sectors under the Project.

• Activity 2.3: Identify policy, financing, and technology instruments to implement

mitigation actions and low emissions strategies

• Activity 2.4: Establish and facilitate dialogue platforms for mitigation actions and

low-emissions strategies

Support will be provided in the areas of a) developing methodologies and tools to carry out

mitigation analysis, b) prioritizing mitigation measures in accordance with development priorities, c)

designing the institutional mechanisms to support adoption of mitigation measures, and d) setting

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up the reporting structure for monitoring the implementation of mitigation measures and evaluating

their effectiveness, including the design of indicators to measure progress. In order to build

synergies with national priorities, national policies that can be “upgraded” to NAMAs will be

identified, taking into account different potential sources of financing, such as domestic,

international, or carbon market financing. The choice of appropriate methodologies and/or tools

will consider best practices that are known and applicable to the Philippine situation.

Tasks

1. Provide technical inputs for NAMAs/roadmap development in the sectors covered by the

Project (viz., Transportation, Agriculture, Waste, and Industry)

2. Act as technical expert and resource person in the design and conduct of training and

seminar/workshops in the development and implementation of the NAMAS/sectoral road

maps

3. Design and assist in the establishment of NAMAs/roadmaps for the four sectors

4. Recommend institutional frameworks and coordination mechanisms that ensure successful

development and implementation of the NAMAS/roadmaps


its objectives.

Deliverables

• Report on needs and capacity assessment for the development and implementation of the

NAMAS/roadmaps in the sectors covered

• Technical inputs in the design of capacity building program on NAMAs/roadmaps



• Sectoral training materials/manuals


• Report on identification and prioritization of mitigation actions and low-emissions strategies

in the key sectors under the Project.

• Report on the identification of policy, financing, and technology instruments to implement

mitigation actions and low emissions strategies

• Report on design and conduct dialogue platforms for mitigation actions and low-emissions

strategies

Qualifications





demonstrating ability in development of policy measures and implementation plans that can

also be applied to NAMAS/LEDS development


team working spirit





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B.4 TOR: MRV Consultant

Working under the direct supervision of the Project Manager, the MRV Consultant will provide

technical knowhow for capacity assessment and for design of Measurable, Reportable, and

Verifiable (MRV) systems in the sectors covered by the Project (viz., Transportation, Agriculture,

Waste and Industry). Relevant project activities that will involve the services of the MRV Consultant

are under Outcome 3: MRV systems have been created to support implementation and evaluation of

NAMAs and/or LEDS which includes the following activities:

• Activity 3.1: Build capacity in MRV-related activities in order that high government

officials can support mitigation actions and low-emissions strategies

• Activity 3.2: Design a MRV system to support the implementation of mitigation

actions and low-emissions strategies

• Activity 3.3: Develop national technology systems for information and monitoring.

Tasks

1. Provide technical inputs for MRV system development in the sectors covered by the Project

(viz., Transportation, Agriculture, Waste and Industry)

2. Act as technical expert and resource person in the design and conduct of training and

seminar/workshops in the development and implementation of the MRV system

3. Design and assist in the establishment of MRV system for the four sectors


development and implementation of the MRV system


its objectives.

Deliverables

• Report on needs and capacity assessment for the development and implementation of the

MRV system in the four (4) sectors covered

• Technical inputs in the design of capacity building program on MRV system

• Report on design and implementation plan for the development and implementation of the

MRV system

• Report on the recommendations on institutional frameworks and coordination mechanisms

that ensure successful development and implementation of the MRV system



• Sectoral training modules and materials/manuals


Qualifications



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demonstrating ability in development of results-based monitoring and evaluation systems

that can also be applied to NAMAS/LEDS development and implementation


team working spirit





B.5TOR: Promotion and Knowledge Management Consultant

Working under the direct supervision of the Project Manager, the Promotion and Knowledge

Management Consultant will provide technical knowhow for capacity assessment and for planning,

design and implementation of the learning and Knowledge Sharing aspect of the Project. Under

UNDP policy guideline, activities should be dedicated to capturing best practices and lessons

learned, and raising the visibility of the project – both internally and externally. This sub-contract will

be guided by the related policies of the project which is seen in Appendix D: Visibility and Outreach

under the LECB Project and other pertinent guidelines.

Results from the project will be disseminated within and beyond the project intervention zone

through existing information sharing networks and forums at the sub-national, national, regional,

and global levels. The Project Management and Secretariat will work closely with the Programme’s

Global Support Component in conducting this activity to be assisted by the Promotion and

Knowledge Management Consultant.

The project team will also identify and participate, as relevant and appropriate, in scientific, policy-

based and/or any other networks, which may be of benefit to project implementation through

lessons learned.

The project will identify, analyze, and share lessons learned that might be beneficial in the design

and implementation of similar future projects. There will be a two-way flow of information between

this project and other projects of a similar focus, supported by the Programme’s Global Support

Unit. The Promotion and Knowledge Management Consultant shall assist the Project Management

and Secretariat in establishing and facilitating dialogue platforms for mitigation actions and low-

emissions strategies.

Tasks

1. Provide inputs for development and implementation of a promotion and knowledge

management program for the Project on GHG Inventory, NAMAS/LEDS and MRV system in

the sectors covered by the Project (viz., Transportation, Agriculture, Waste, and Industry)

2. Act as technical expert and resource person in the conduct of training and

seminar/workshops related to promotion and knowledge management program for the

Project

3. Design and assist in the establishment of a promotion and knowledge management

program for the project

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development and implementation of the promotion and knowledge management program

in GHG Inventory, NAMAS/LEDS and MRV system

5. Prepare a report on lessons learned derived from the Project implementation on GHG

Inventory, NAMAS/LEDS and MRV system


its objectives.

Deliverables

• Report on the promotion and knowledge management program for the Project

• Inputs for the conduct of training and seminar/workshops related to promotion and

knowledge management

• Report on lessons learned from the Project

• Report on the dialogue platform designs and conduct of related activities.

Qualifications





demonstrating ability in development and implementation of promotion and knowledge

management plans


team working spirit





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APPENDIX C: VISIBILITY AND OUTREACH UNDER THE LECB PROJECT

CONTEXT

The Low Emission Capacity Building Programme is considered by its donors as an innovative

pathfinder project – allowing national governments to build capacities to plan their own low-

emission development pathways within the context of national circumstances and national

development goals. National teams are in the best position to identify on-the-ground experiences

that can be collated and disseminated.

As such, national LECB project teams are encouraged to program approximately 5% of their budget

for learning, knowledge sharing, communication and outreach activities and materials4. Visibility is a

major criterion from donors for measuring success and national teams are encouraged to develop an

outreach strategy the beginning of the project that is regularly monitored. At times, national teams

may be called upon to provide updates on their project progress for featuring in donor publications.

Required Visibility Products

National Fact Sheet/Case Study

Each national team is expected to prepare a National Factsheet/Case study that can be used at the

national and global levels (via the LECB Programme’s global website, newsletter, and other outreach

tools) to promote national project results and activities.

Lesson Learned/Best Practices Documents

Each national team is expected to produce a lessons learned/best practices document at the

completion of each project component to showcase their results and impacts. The Global Support

Unit will provide guidance on how to develop these best-practice documents, which will also be used

as guidance for other developing countries embarking on a LEDS/NAMA process.

Contributions to LECB Programme newsletter

The Global Support Unit will prepare a quarterly newsletter. National teams are required to

contribute with at least one newsletter article during the life of the project.

Recommended Visibility Products

National web page

National teams are requested to develop a web page or, at minimum, post relevant project activities

on the most appropriate institutional website. The Global Support Unit will link to the national page

from the global programme site, www.lowemissiondevelopment.org, and encourages similar

linkages to the global site wherever programme promotion is featured.

National media reports

National teams are requested to liaise with the communications focal point in the UNDP Country

Office regarding any media produced by or about the project, and to share media reports with the

Global Support Unit for global promotional efforts, including featuring on the programme website,

www.lowemissiondevelopment.org.

4 It is noted that these funds may be embedded in other activities, such as producing a Lessons Learned

document at the end of a project component, or developing a joint webpage with the government ministry

implementing the project and need not appear as a separate budget line or activity.

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Appendix D

Endorsement Letters

Please include endorsement letter from the appropriate government representative/focal point

within the institution responsible for the project