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 2013-16

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 2013-16

6

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 2013-16)

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);