INTERNATIONAL UNION FOR CONSERVATION OF NATURE Preparing Component Programmes January 2011

2 Global and Component Programmes The Global Programme is the framework of Core and Thematic Priority Areas and the associated Global Results: –Each Component Programme – covering Global Thematic Programmes, Commissions and Regions – prepares their own programme as a contribution to the Global Programme; –Most Commission plan with their Global Thematic Programme counterpart (e.g. Species Survival Commission and the Species Programme submit a joint programme); –Collaboration between components is highly desirable, particularly in the case of CEL and CEESP, who can make valuable inputs into other component programmes due to their specialized expertise.

3 Development of the IUCN Programme

4 Generic guidelines for preparing a component programme plan Each component of IUCN prepares a component programme plan, following the same basic rules: –The document must contain a clear situation analysis (diagnosis) and justification for the results which are proposed; –The proposed results must align with the Global Programme Areas and Results; –The results must actually be results-based, indicating a clear change in policy, governance or behaviour in an intended audience (policy platform, government, person or organization); –Proposed results which are a means to achieving a result in another component must be clearly linked; –The results must specify targets and indicators of success.

5 Generic steps for preparing a generic Programme Plan

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7 IUCN’s Value Proposition Credible, trusted knowledge Partnerships for action Global to local / Local to global reach Standards and practices     Derived from our unique structure and characteristics

8 Situation Analysis/ justification A situation analysis is a systematic approach to preparing a diagnosis that will help determine what issues are most important for the region to focus upon: –Based on secondary sources: published reports and/or data sets; –Should contain an analysis of the major state, condition and trends of human and ecosystem wellbeing, covering:  Major biomes, status of resources, pressures and responses;  Human wellbeing issues such as demographic change, wealth/poverty, economy, etc., particularly as pressures on the environment –Should map out important policy processes (directly linked, supportive, :  Global policy processes and influence on the region;  Regional or transboundary policy processes;  National policy processes (dialogues, legislation, regulatory mechanisms);  Sub-national policy processes –Should map out key stakeholders (often linked to the policy processes)

9 Situation analysis for CEESP A traditional situation analysis may not meet CEESP’s needs for sorting out the priorities. Key questions for CEESP: –What are the main areas (up to five to seven) in which CEESP proposes to work? – what is the situation in these areas? Key actors? Key policy processes? Where is attention most urgently needed? What are the potential entry points for IUCN? –What do other components of IUCN need from CEESP? (e.g. GPAP/WCPA needs solutions for working with local communities and indigenous peoples in and around protected areas);

10 Identifying and filtering a long list of priority issues From the situation analysis, a long list of possible issues to be addressed can be developed, organized by: –The five IUCN Programme Areas: conserving biodiversity, climate change, energy, livelihoods and green economy; –The countries of the region and the regional level; –The existing thematic programmes of ROWA: water, biodiversity conservation and marine. The long list should then be filtered by: –The value proposition; –Contribution to biodiversity conservation/ ecosystem resilience –IUCN’s general policy –Suitability in terms of IUCN’s capacity, ability to attract funding, track record in delivering successful results, timeliness To arrive a short list of issues that can form the basis for a set of results

11 Role of IUCN General Policy Each World Conservation Congress considers proposed motions (150+ in Barcelona) which can become Resolutions if agreed by the Membership; Implications for ROWA: –Resolutions which call upon IUCN to do something in the region; –Resolutions which call upon IUCN to do something on a certain topic that is pertinent in the region

12 Identifying results and targets Results identify the four year policy, governance or behavioural change IUCN intends to influence; Should identify no more than 20 for a regional office with a significant funding base. Results and targets, an example: National climate change action plans in the region identify ecosystem based adaptation as a key element of the strategy, in: –Lebanon’s National Climate Change Strategy (target); –Syria’s new legislation on climate adaptation; and –Jordan’s Action Plan on Climate Change. The target is more specific than the result, showing where and what will be influenced (this is new for )

13 Identifying means to achieve ends The means or sub-results shows how the result will be achieved. In IUCN’s case, this is a combination of different aspects of the value proposition and other strategies commonly used: –Trusted knowledge, but also what kind of knowledge, packaged in what way? –Convening and partnerships: who can IUCN bring together, particularly those who would not normally convene? –Global to local to global reach: how can IUCN leverage its reach, its experience outside of this region, to bring to bear on the issue? –Standards and practices: deployment of tied and tested tools and approaches Also –Empowerment and capacity building

14 Indicators of success A well formed result will immediately suggest an indicator Indicators should be: –S - specific –M - measurable –A – achievable and appropriate –R – realistic and reliable –T – time-bound IUCN often focuses results on policy changes, so it is important to identify indicators that capture: –The qualitative change in the policy that IUCN wants – e.g. Does it refer to IUCN positions or advice regarding biodiversity conservation?

15 More on indicators Even with policy influence, important to establish scope of the change: –The achieved change in the protected areas legislation, now brings 26,000 ha of protected areas under a management effectiveness regime (indicator: extent of protected areas in ha covered by the policy change); –The establishment of two new protected areas, provides protection for 6 Red listed reptiles and 15 red listed plants (indicator: number of red listed species provided protection in the newly established protected areas) A big one for IUCN: –Extent of protected areas managed under the IUCN management effectiveness guidelines  Answer: 175 million to 225 million ha under GEF 5

16 Leveraging the network for thematic work You are not alone! –Protected areas: Global Programme on Protected Areas, World Commission on Protected Areas, PACO Protected Areas, Core Programme Area Network Coordinator –Water: Water Programme, WANI team –Marine: Global Marine Programme –Species and biodiversity conservation: Species Programme, Species Survival Commission, Core Programme Area Network Coordinator –Climate Change: Climate Change Network Coordinator, Ecosystem Management Programme, Climate Change and Development project in Africa

17 Timelines and deliverables Ideal situation: –Consultation with multiple component programmes based on the situation analysis – April to September –Participation in multiple Regional Conservation Forums – April to September –First draft of CEESP programme developed early (May) based on an internal situation analysis and discussions –Revised by end of September (or by global deadline for all component programme submissions);