PROJECT DOCUMENT

Project Title: Support to and Capitalization on the European Union Land Governance Programme - Phase II

Project symbol: GCP/INT/696/EC

Recipient Country(ies): The Republic of Angola, the Federative Republic of Brazil, the Republic of Burundi, the Republic of Cameroon, the Republic of Colombia, the Republic of Côte d’Ivoire, the Federal Democratic Republic of Ethiopia, the Republic of Ghana, the Republic ofGuinea-Bissau, the Republic of Kenya, the Republic of Malawi, the Republic of Niger, the Islamic Republic of Pakistan, the Federal Republic of Somalia, the Republic of South Sudan, the Republic of Sudan, the Kingdom of Swaziland and the Republic of Uganda

Government(s)/other counterpart(s):

In-country projects of the European Union Land Governance Programme (Phases I and II)

European Union

Expected EOD (Starting Date): 1st of January 2017 (to be revised in line with signature of Contribution Agreement)

Expected Not-to-Exceed (NTE)(End Date):

31st of December 2020 (to be revised in line with signature of Contribution Agreement)

Contribution to FAO’s Strategic Framework:

(Indicate as appropriate)

FAO Strategic Objective 1: “Contribute to the eradication of hunger, food insecurity and malnutrition”

Outcome 1: “Member Countries and their development partners make explicit political commitments in the form of policies, investment plans, programmes, legal frameworks and the allocation of necessary resources to eradicate hunger, food insecurity and malnutrition”

Environmental and Social Risk Classification:

low risk moderate risk high risk

Gender Marker: G0 G1 G2a G2b

Total Budget: EUR 2 500 000 (United States Dollars [USD] 2 787 069)

Executive Summary

For billions of people in the world, their food security depends on their tenure security. The

eradication of hunger and poverty and the sustainable use of the environment, depend in large measure on how people, communities and others gain access to land, fisheries and forests. The livelihoods of many, particularly the rural poor, are based on secure and equitable access to and control over these resources. They are the source of food and shelter: (i) the basis for social, cultural and religious practices; and (ii) a central factor in economic growth. Inadequate and insecure tenure rights to natural resources often result in extreme poverty and hunger.

Issues around access to and control over land, fisheries and forests have always existed. Yet, in recent times the intensity of competition for these resources has increased due to population growth, climate change, environmental degradation, conflicts, and the growing demand for land for agriculture. Governing institutions find it increasingly difficult to adapt to this growing intensity of competition.

At the global scale, the recently endorsed Sustainable Development Agenda and its Sustainable Development Goals (SDG) and the Voluntary Guidelines on the Responsible Governance of Tenure of Land, Fisheries and Forests in the Context of National Food Security (VGGT) provide unprecedented global momentum and a framework for States and other stakeholder groups to improve tenure governance. In the African context, this momentum is further strengthened by the provisions of the African Union Declaration on Land Issues and Challenges in Africa and its Framework and Guidelines on Land Policy in Africa (F&G).

In 2014, following the endorsement of the VGGT (in 2012) and the F&G (in 2009) theEuropean Union embarked on an ambitious plan to support ten African countries, (the Republic of Angola, the Republic of Burundi, the Republic of Côte d’Ivoire, the Republic of Niger, the Federal Democratic Republic of Ethiopia, the Republic of Kenya, the Republic of Malawi, the Federal Republic of Somalia, the Republic of South Sudan, and the Kingdom of Swaziland) in turning the principles of these two soft law instruments into action under the “Support to Land Governance in sub-Saharan Africa in the scope of the VGGT Programme” (hereinafter referred to as “theEuropean Union Land Governance Programme).

In recognition of the Food and Agriculture Organization of the United Nations (FAO)’s expertise in the field of tenure governance, the European Union, under the “Support to and Capitalization on the European Union Land Governance Programme in Africa” Project (hereinafter referred to as “Transversal Support Phase I” [GCP/GLO/539/EC]), funded by FAO to provide Transversal Support Phase I to the ten in-Country projects under the European Union Land Governance Programme. In addition, in collaboration with the Swiss Development Cooperation (SDC), this Project also supported the attachment of a FAO Land Tenure Officer to the Land Policy Initiative (LPI) of the African Union Commission (AUC), the United Nations Economic Commission for Africa (UNECA) and African Development Bank (AfDB) with a view to strengthening the joint implementation of the F&G and VGGT on the African continent (hereinafter referred to as “the Pan-African Component”).

Transversal Support Phase I (GCP/GLO/539/EC) started in May 2014 and will continue until September 2019 with a total budget of USD 2 391 065. The objective is to strengthen the individual in-country implementation projects including by facilitating the mainstreaming of the VGGT, sharing of lessons learnt across the multiple countries involved, presenting available capacity development materials, providing guidance in targeted areas of expertise, joint monitoring and evaluation and achieving important leverage effects through the development of a Web-based knowledge management platform.

In 2015, the European Union extended its support under this Programme to eight additional countries, including three outside of the African continent (the Federative Republic of Brazil, the

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Republic of Cameroon, the Republic of Colombia, the Republic of Ghana, the Republic ofGuinea-Bissau, the Islamic Republic of Pakistan, the Republic of Sudan and the Republic of Uganda). Building on the success to date under Transversal Support Phase I (GCP/GLO/539/EC), the European Union requested FAO to accordingly expand its transversal support to these additional countries and additional capacity development needs identified in Phase I (GCP/GLO/539/EC).

This Project responds to this request by providing Transversal Support for a Phase II for a duration of 54 months with a total amount of EUR 2 500 000. The project aims to facilitate the integration of the eight new in-Country projects into the existing mechanisms for Transversal Support Phase I and enhances support by building on lessons learnt and additional needs particularly in the area of capacity development, identified in Phase I (GCP/GLO/539/EC). All activities under Phase II will be interlinked, jointly implemented and mutually supportive of each other and of activities planned under Phase I (GCP/GLO/539/EC). In particular, the following areas of work will be addressed under Phase II:

1. VGGT are mainstreamed in the project during the project start-up phase.2. Activities of the in-Country projects are capitalized and coordinated.3. Capacities of project staff, national counterparts and other stakeholders are developed.4. In-Country projects under the European Union Land Governance Programme receive

direct support from FAO.5. Monitoring is enhanced and lessons learnt are documented and disseminated.

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Table of Contents1.1 GENERAL CONTEXT..............................................................................................................

1.1.1 Rationale...........................................................................................................................................

1.1.2 Alignment and Strategic Fit.............................................................................................................

1.1.3 FAO’s Comparative Advantage........................................................................................................

1.1.4 Stakeholder Consultation and Engagement....................................................................................

1.1.5 Knowledge Sharing and Lessons Learned.......................................................................................

1.2 EXPECTED RESULTS.............................................................................................................

1.2.1 Impact.............................................................................................................................................

1.2.2 Outcome.........................................................................................................................................

1.2.3 Assumptions...................................................................................................................................

SECTION 2 – FEASIBILITY

2.1 RISK MANAGEMENT...........................................................................................................

2.1.1 Significant Risks Facing the Project.................................................................................................

2.1.2 Environmental and Social Risks........................................................................................................

2.1.3 Risk Management Strategy...............................................................................................................

2.2 IMPLEMENTATION AND MANAGEMENT ARRANGEMENTS..............................................

2.2.1 Institutional Framework and Coordination......................................................................................

2.2.2 Strategy/Methodology....................................................................................................................

2.2.3 Technical Support............................................................................................................................

2.2.4 Government Inputs..........................................................................................................................

2.2.5 Resource Partner Inputs...................................................................................................................

2.2.6 Management and Operational Support Arrangements...................................................................

2.3 MONITORING, PERFORMANCE ASSESSMENT AND REPORTING......................................

2.3.1 Scope and Purpose.........................................................................................................................

2.3.2 Focus on Achievement of Results (Outputs and Outcome).............................................................

2.4 COMMUNICATION AND VISIBILITY...................................................................................

2.5 MONITORING AND REPORTING........................................................................................

2.6 EVALUATION.......................................................................................................................

SECTION 3 - SUSTAINABILITY OF RESULTS

3.1 ENVIRONMENTAL SUSTAINABILITY...................................................................................

3.2 GENDER EQUALITY............................................................................................................

3.3 INDIGENOUS PEOPLE.........................................................................................................

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3.4 HUMAN RIGHTS BASED APPROACHES (HRBA)................................................................

3.5 CAPACITY DEVELOPMENT..................................................................................................

APPENDIX I..................................................................................................................................

FAO LOGICAL FRAMEWORK.........................................................................................................

APPENDIX II.................................................................................................................................

WORK PLAN.................................................................................................................................

APPENDIX III................................................................................................................................

TERMS OF REFERENCE.................................................................................................................

APPENDIX IV................................................................................................................................

BUDGET.......................................................................................................................................

Section B: Environmental and Social Risks................................................................................................

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ACRONYMS

AfDB African Development Bank

AU African Union

AUC African Union Commission

CFS Committee on World Food Security

CPF Country Programming Frameworks

CSO Civil Society Organization

DEVCO European Commission Directorate General for International Cooperation and Development

ECA Economic Commission for Africa

ESM Social Risk Management

ESP Social Protection Division

EST Trade and Markets Division

FAFA Financial and Administrative Framework Agreement

EU European Union

FAO Food and Agriculture Organization of the United Nations

FIA Fisheries and Aquaculture Policy and Resources Division (within FAO)

FOA Forest Policy and Resources Division (within FAO)

FPMIS Field Programme Management Information System

FSTP Food Security Thematic Programme (European Union’s)

F&G Framework and Guidelines on Land Policy in Africa

FPIC Free, Prior and Informed Consent

GCP Government Cooperative Programmes

HRBA Human Rights Based Approaches

ICT Information Communication Technology

IFAD International Fund for Agricultural Development

KM Knowledge Management

LEGN Legal and Ethics Office (within FAO)

LPI Land Policy Initiative

LTO Lead Technical Officer

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M&E Monitoring and Evaluation

MoU Memorandum of Understanding

MoV Means of Verification

MTR Mid-Term Review

NTE Not-to-Exceed

NGO Non-Governmental Organization

OCC Office for Corporate Communication (within FAO)

OED Office of Evaluation (within FAO)

OPC Partnerships, Advocacy and Capacity Development Division (within FAO)

OPCA Advocacy Unit (within FAO)

OPCC Capacity Development Unit (within FAO)

OPCP Partnerships Unit (within FAO)

PSC Project Steering Committee

REDD+ Reducing Emissions from Deforestation and Forest Degradation in Development Countries (Countries' efforts to reduce emissions from deforestation and forest degradation, and foster conservation, sustainable management of forests, and enhancement of forest carbon stocks)

SDA Sustainable Development Agenda

SDC Swiss Development Cooperation

SDG Sustainable Development Goals

SFE Subregional Office for Eastern Africa

SOLA Solutions for Land Administration (software application)

SRC Subregional Coordinator for Eastern Africa

SSF Guidelines Voluntary Guidelines for Securing Sustainable Small-Scale Fisheries in the Context of Food Security and Poverty Eradication

TCI Technical Cooperation – Investment Centre Division (within FAO)

ToR Term of Reference

TSS Technical Support Services

UNECA United Nations Economic Commission for Africa

USD United States Dollars

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VGGT Voluntary Guidelines on the Responsible Governance of Tenure of Land, Fisheries and Forests in the Context of National Food Security

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SECTION 1 - RELEVANCE

1.1 GENERAL CONTEXT

1.1.1 Rationale

For billions of people in the world, their food security depends on their tenure security. The eradication of hunger and poverty, and the sustainable use of the environment, depend in large measure on how people, communities and others gain access to land, fisheries and forests. The livelihoods of many, particularly the rural poor, are based on secure and equitable access to and control over these resources. Secure tenure rights are the source of food and shelter; the basis for social, cultural and religious practices; and a central factor in economic growth. Inadequate and insecure tenure rights to natural resources often result in extreme poverty and hunger.

Issues around access to and control over land, fisheries and forests have always existed. Yet, in recent times the intensity of competition over these resources has increased due to population growth, climate change, environmental degradation, conflicts, and the growing demand for land for agriculture. Governing institutions find it increasingly difficult to adapt to this growing intensity of competition. Weak government policy, legal frameworks and institutions have played a significant part in the difficulties governments face in addressing tenure issues.

At the global scale, the recently endorsed Sustainable Development Agenda and its Sustainable Development Goals (SDG) and the Voluntary Guidelines on the Responsible Governance of Tenure of Land, Fisheries and Forests in the Context of National Food Security (VGGT) provide unprecedented global momentum and a framework for States and other stakeholder groups to improve tenure governance. In the African context, this momentum is further strengthened by the provisions of the African Union Declaration on Land Issues and Challenges in Africa and its Framework and Guidelines on Land policy in Africa (F&G).

The Sustainable Development Goals, were formally adopted by the United Nations General Assembly, for the period 2015–30. They include clear targets which place tenure firmly on the global agenda. These include the following:

all men and women, in particular the poor and the vulnerable, have equal rights to economic resources, as well as access to basic services, ownership and control over land and other forms of property;

agricultural productivity and incomes of small-scale food producers – in particular women, indigenous peoples, family farmers, pastoralists and fishers – are doubled, through secure and equal access to land;

reforms give women equal rights to economic resources, as well as access to ownership and control over land and other forms of property;

access for all to adequate, safe and affordable housing is ensured.

The VGGT are the first globally negotiated document that provides guidance on how tenure and access rights to land, fisheries and forests should be handled. They present an unprecedented international agreement on the governance of tenure that promotes secure tenure rights and equitable access to land, fisheries and forests as a means of eradicating hunger and poverty, supporting sustainable development and enhancing the environment. The VGGT were officially endorsed by the Committee on World Food Security (CFS) on 11 May 2012. Since then implementation has been encouraged by G20, Rio+ 20, United Nations General Assembly and Francophone Assembly of Parliamentarians.

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In the African context, the Declaration on Land Issues and Challenges in Africa states the inten-tion of Heads of States and Governments of the African Union to prioritize and initiate land policy de-velopment and implementation in a participatory and consultative manner; support the emergence of the institutional framework required for the effective development and implementation of land policy and implementation and allocate adequate budgetary resources for land policy development and implementation processes including progress monitoring. The Declaration also endorses the F&G as a reference for policy reform on the continent.

In Africa, the F&G and VGGT provide complementary soft law instruments in support of the realisation of the provisions of the African Union Declaration on Land Issues and Challenges in Africa:

the VGGT offer a consensus on internationally accepted principles and standards for responsible practices in governance of tenure across a comprehensive range of areas which are relevant to tenure governance, such as the recognition and allocation of tenure rights, administration of tenure rights and transfers of rights. They provide a framework that States can use when developing strategies, policies, legislation, programmes and activities. They allow governments, civil society, the private sector and citizens to judge whether their proposed actions and the actions of others constitute acceptable practices;

the F&G provide a framework for understanding land issues on the African continent and draw out the importance of addressing them. In addition, they provide guidance for the process of policy development, implementation, and monitoring.

The Food and Agriculture Organization of the United Nations (FAO) has worked on land tenure since 1947 and responsible governance has been implicit in this work. The VGGT and their broad international partnerships are a direct outcome of that work. As a neutral United Nations technical organization, FAO is appropriately positioned to successfully bring all stakeholders together in the quest for improving global governance of tenure while addressing political and technical issues alike. Following the endorsement of the VGGT, FAO, in collaboration with its partners, developed a Programme on “Support to the implementation of the Voluntary Guidelines of Responsible Governance of Tenure of Land, Fisheries and Forests in the Context of National Food Security” (FAO VGGT Programme). At the global level, FAO is supporting the mainstreaming of the VGGT into policy, legal and institutional processes, based on five mutually supportive programme components creating links between both its normative and operational work: (i) awareness-raising and dissemination; (ii) capacity development; (iii) targeted technical support to countries; (iv) developing and strengthening partnerships; and (v) monitoring.

The Land Policy Initiative (LPI) is a joint programme of the tripartite consortium consisting of the African Union Commission (AUC), the African Development Bank (AfDB) and the United Nations Economic Commission for Africa (ECA). The LPI is mandated by the AUC to assist member states of the African Union in the implementation of the Declaration on Land Issues and Challenges in Africa in order to achieve socio-economic development, peace and security, and environmental sustainability. The LPI is supported by the European Union through an ongoing complementary project for which a new phase (2017-2020) is under preparation.

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Building on a Memorandum of Understanding (MoU), signed on 27 of June 2014, between the United Nations Economic Commission for Africa (UNECA) and FAO, in Africa FAO works in partnership with the LPI to address the complementary implementation of the F&G and the VGGT. Close coordination with between FAO and LPI in the provision of Transversal Support Phases I and II is hence essential.

In 2014, following the endorsement of the VGGT (in 2012) and the F&G (in 2009) theEuropean Union embarked on an ambitious plan to support ten African countries (the Republic of Angola, the Republic of Burundi, the Republic of Côte d’Ivoire, the Federal Democratic Republic of Ethiopia, the Republic of Kenya, the Republic of Malawi, the Republic of Niger, the Federal Republic of Somalia, the Republic of South Sudan and the Kingdom of Swaziland) in turning the principles of these two soft law instruments into action through the “Support to Land Governance in sub-Saharan Africa in the scope of the VGGT” Programme (the European Union Land Governance Programme).

Recognizing FAO’s expertise in the field of governance of tenure, the European Union funded FAO through the “Support to and Capitalization on the European Union Land Governance Programme in Africa” (Transversal Phase I [GCP/GLO/539/EC]) project, in order to provide Transversal Support to the ten in-Country projects under the European Union Land Governance Programme. In addition, a collaboration with the Swiss Development Cooperation (SDC) enabled the programme to attach an FAO Land Tenure Officer to the LPI in order to strengthen the joint implementation of the F&G and VGGT on the African continent (hereafter referred to as the Pan-African component).

The Transversal Support Phase I Project (GCP/GLO/539/EC) started in May 2014 and will continue until September 2019 with a total budget of USD 2 391 065. The objective is to strengthen the individual in-country implementation projects including by facilitating the mainstreaming of the VGGT, sharing of lessons learnt across the multiple countries involved, presenting available capacity development materials, providing guidance in targeted areas of expertise, joint monitoring and evaluation, and achieving important leverage effects through the development of a Web-based knowledge management platform.

In 2015 the European Union extended its support under this programme to eight additional countries, including three outside of the African continent (the Federative Republic of Brazil, the Republic of Cameroon, the Republic of Colombia, the Republic of Ghana, the Republic of Guinea Bissau, the Islamic Republic of Pakistan, the Republic of Sudan and the Republic of Uganda) Building on the success to date under Transversal Support Phase I (GCP/GLO/539/EC), the European Union requested FAO to accordingly expand its transversal support to eight additional countries and building on needs identified in Phase I (GCP/GLO/539/EC), increase support to capacity development and knowledge sharing for all active in-country projects under Phases I and II.

This Project responds to this request by providing Transversal Support for active in-Country projects of Phase I of the European Union Land Governance Programme and in-Country projects of Phase II for a duration of 54 months and a total amount of EUR 2 500 000. The project aims to facilitate the integration of the eight new in-country projects into the existing mechanisms for transversal support under Phase I (GCP/GLO/539/EC) and enhance support by building on lessons learnt and additional needs identified particularly in the area of capacity development, in Phase I (GCP/GLO/539/EC). All activities under Phase II will be interlinked, jointly implemented and mutually

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supportive of each other and of activities planned under Phase I (GCP/GLO/539/EC) and the FAO VGGT Programme, creating links between both its normative and operational work (in specific, the following areas of work will be addressed under Phase II):

1. VGGT are mainstreamed in the project during the project start-up phase.2. Activities of the in-Country projects are capitalized and coordinated.3. Capacities of project staff, national counterparts and other stakeholders are developed. 4. In-Country projects under the European Union Land Governance Programme receive direct

support from FAO.5. Monitoring is enhanced and lessons learnt are documented and disseminated.

1.1.2 Alignment and Strategic Fit

The project is in synergy with Phase II of FAO’s Umbrella Programme “Supporting Implementation of the Voluntary Guidelines on the Responsible Governance of Tenure of Land, Fisheries and Forests” (Umbrella Programme [PGM/MUL/2016-2020/VG]) and both contribute to FAO’s Strategic Objective 1: “Contribute to the eradication of hunger, food insecurity and malnutrition”, and its respective Outcome 1: “Member countries and their development partners make explicit political commitments in the form of policies, investment programmes, legal frameworks and the allocation of necessary resources to eradicate hunger, food insecurity and malnutrition”.

The impact (goal) of the Umbrella Programme (PGM/MUL/2016-2020/VG) and correspondingly the project is identified as “Improved governance of tenure of land, fisheries and forests contributing to the eradication of hunger and poverty, to sustainable development and to the sustainable use of the environment”.

The project (and correspondingly Umbrella Programme (PGM/MUL/2016-2020/VG)) impact is linked to Outcome 1 of FAO’s Strategic Objective 1 as explicit political commitments in the form of policies, investment programmes, legal frameworks and the allocation of necessary resources to improve governance of tenure contribute to the eradication of hunger, food insecurity and malnutrition.

The project Outcome is identified as “In-country project staff and government counterparts of the European Union “Support to Land Governance in the scope of the VGGT Programme” (Phases I and II) promote more effectively VGGT implementation through increased capacity and the capitalization of knowledge”.

The project Outcome contributes to Outcome 2 of the Umbrella Programme (PGM/MUL/2016-2020/VG), “Improved frameworks for regulating the tenure of land, fisheries and forests based on wide participation, non-discrimination, transparency and mutual accountability”.

The Project Outcome is linked to the Outcome of the Umbrella Programme (PGM/MUL/2016-2020/VG), as increased capacity of the In-country project staff and government counterparts of the European Union “Support to Land Governance in the scope of the VGGT Programme” (Phases I and II) and the capitalization of knowledge should ultimately contribute to “Improved frameworks for regulating the tenure of land, fisheries and forests based on wide participation, non-discrimination, transparency and mutual accountability”.

Synergies between the Project and the Phase II of FAOs Umbrella programme (PGM/MUL/2016-2020/VG) derive from the fact that the Project will actively promote the use of

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supporting materials (e.g. tenure specific guidelines and training modules developed by the Umbrella programme [PGM/MUL/2016-2020/VG]) by the 18 in-Country projects. Experiences made by these projects and needs for further supporting material will be communicated regularly to the FAO Umbrella programme. This will help the FAO Umbrella programme (PGM/MUL/2016-2020/VG) to take into account demand from field level for the conceptualisation of further supporting material.

The MoU, signed on 27 of June 2014, between UNECA and FAO sets the foundation for supporting country-level implementation of the African Union Declaration on Land Issues and Challenges in Africa and hence the provision of transversal support to the African in-country projects under Phases I and II.

The project also draws links where appropriate to complementary international soft law instruments such as the Voluntary Guidelines to Support the Progressive Realization of the Right to Adequate Food in the Context of National Food Security (Right to Food Guidelines), Voluntary Guidelines for Securing Sustainable Small-Scale Fisheries in the Context of Food Security and Poverty Eradication (SSF Guidelines) and the CFS Principles for Responsible Investment in Agriculture and initiatives such as the International Land Coalition.

Transversal Support is provided directly to the in-country implementation teams. The government is usually a member of the implementation team. Thus, indirect support is provided to governments. The in-Country projects are negotiated between concerned European Union Delegations, governments and implementing partners. Therefore, the objectives of the in-Country projects are aligned with the cooperation agreements between the European Union and the country.

Six of the total of eighteen in-country projects (under Phases I and II) are directly implemented by FAO. These include Kenya and Somalia (under Phase I) and Colombia, Guinea Bissau, Pakistan and Sudan (under Phase II)1. In this case, projects are aligned to the FAO Country Programming Frameworks (CPFs) and European Union country strategies.

1.1.3 FAO’s Comparative Advantage

FAO has worked on land tenure since 1947 and responsible governance of tenure has been implicit in this. The VGGT and their broad international partnerships are a direct outcome of that work. As a neutral United Nations technical organization, FAO is appropriately positioned to successfully bring all stakeholders together in the quest for improving global governance of tenure while addressing political and technical issues alike. Following the endorsement of the VGGT, FAO, in collaboration with its partners, developed the Programme “Support to the implementation of the Voluntary Guidelines of Responsible Governance of Tenure of Land, Fisheries and Forests in the Context of National Food Security” (FAO VGGT Programme). At the global level, the VGGT are being mainstreamed into policy, legal and institutional processes, based on five mutually supportive programme components creating links between both its normative and operational work: (i) awareness-raising and dissemination; (ii) capacity development; (iii) targeted technical support to countries; (iv) developing and strengthening partnerships; and (v) monitoring. The wealth of products and knowledge generated through FAO’s VGGT Programme will feed into Transversal Support under Phases I and II.

In line with the VGGT principles, the activities under this Programme are implemented in partnership with all relevant stakeholders including governments, technical and financial partners, civil society, farmers’ organizations, grassroots organizations, indigenous peoples’ organizations, tenure professionals, private sector, and academia. Although the governance of tenure is a sensitive 1 Please refer to the six in-Country project documents to read more specifically on the alignment to the government strategy, country

programmatic framework and FAO Strategic Objectives.

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issue as diverging interests of various stakeholders are concerned, FAO’s position as a neutral broker with acknowledged technical expertise facilitates the process of bringing together all stakeholders.

The FAO house-wide Task Force for the implementation of the VGGT includes different areas of internationally recognized expertise in tenure, including land tenure, forest tenure, fishery rights, the Right to Food, water rights, legal aspects of tenure, agriculture investments, emergencies, capacity development as well as the Reducing Emissions from Deforestation and Forest Degradation in Developing Countries (REDD+) Programme. The Task Force comprises representatives from different departments including the Climate and Environment Division, the Land and Water Division, the Forestry Department, the Fisheries and Aquaculture Department, Agriculture and Consumer Protection Department, Economic and Social Development Department, Technical Cooperation and Programme Management Department, the Legal and Ethics Office, the Partnerships, Advocacy and Capacity Development Division and the Decentralized Offices. Members of the Task Force operate not only in their individual sectors of specialisation, but also in close cooperation with other units to realise synergies arising from common challenges and areas of interest.

The Task Force also ensures that links to complementary international soft law instruments such as the Voluntary Guidelines to Support the Progressive Realization of the Right to Adequate Food in the Context of National Food Security (Right to Food Guidelines), Voluntary Guidelines for Securing Sustainable Small-Scale Fisheries in the Context of Food Security and Poverty Eradication (SSF Guidelines) and the CFS Principles for Responsible Investment in Agriculture are drawn when appropriate.

1.1.4 Stakeholder Consultation and Engagement

1.1.4.1 Stakeholders

The primary beneficiaries of Phase II transversal support are the core implementers of18 in-Country projects of the first and second phase of the European Union Land Governance Programme (the Republic of Angola, the Federative Republic of Brazil, the Republic of Burundi, the Republic of Cameroon, the Republic of Colombia, the Republic of Côte d’Ivoire, the Federal Democratic Republic of Ethiopia, the Republic of Ghana, the Republic of Guinea-Bissau, the Republic of Kenya, the Republic of Malawi, the Republic of Niger, the Islamic Republic of Pakistan, the Federal Republic of Somalia, the Republic of South Sudan, the Republic of Sudan, the Kingdom of Swaziland and the Republic of Uganda). These include governments, technical assistance organizations, international and national Non-Governmental Organizations (NGOs), and involved United Nations Agencies. These primary beneficiaries will be reached as the target audience for capacity development and exchanges of lessons learnt. In particular, they will be invited to participate in trainings, capitalization meetings and to use the developed tools including the common reporting template, the core indicators for the Monitoring and Evaluation (M&E) system, the learning programmes and the Web-based knowledge management platform.

Furthermore, FAO will also provide support aimed at strengthening political buy-in and thereby enhancing sustainability and impact of the in-country projects. Most of the in-country projects aim to achieve impact at the level of legal and institutional frameworks and their application. To achieve this impact, the involvement of parliamentarians, influential civil society members and high-ranking officials is instrumental. The need of training at this specific level requires tailored materials.

In addition, to these primary beneficiaries, transversal support under Phase II aims at ensuring

that the capacities developed and the enhanced uptake of the VGGT at country level will help to reach further beneficiaries. These beneficiaries include the most vulnerable, namely, farmers and other small-scale producers, indigenous peoples, local communities, ethnic minorities, women,

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orphaned children, widows, illiterate populations, disabled people and the elderly. Besides the most vulnerable stakeholders, the in-Country projects will be encouraged to adopt inclusive approaches through awareness raising and multi-stakeholder, multi-sector workshops ensuring participation of academia and research organizations, the private sector, NGOs, the Civil Society Organizations (CSOs) and grassroots organizations and cooperatives.

All in-Country projects are implemented in close cooperation with the respective governments. Transversal Support is and will remain particularly tailored to ensure an inclusive approach in all the activities undertaken under its direct responsibility and will undertake a follow-up of the stakeholders after participation in activities.

The European Union Delegations, in collaboration with the European Commission Directorate General for International Cooperation and Development (DEVCO), have been responsible for the involvement of concerned governments and stakeholders during the call for proposals and negotiations of the funding agreements for the in-Country projects. FAO has been involved in discussions with the European Union (headquarters and delegations) with a view to the provision of transversal support and requirements for the in-Country project implementation teams. Further support has been provided on an ad hoc basis to the European Union Delegations on technical aspects prior to the launch of the call for proposals (the Republic of Cameroon) or during start up activities for Phase I (the Federal Democratic Republic of Ethiopia, the Republic of Côte d’Ivoire, the Republic of Malawi and the Kingdom of Swaziland) on a pro-bono basis.

As core principles of the VGGT, a gender balanced, sensitive and non-discriminatory approach will be emphasized in discussions with the in-Country projects. FAO will train the in-Country project teams on already developed tools and methods and support them in the adaptation of those tailored to their specific country and technical project context.

1.1.4.2 Stakeholder Engagement Stakeholder engagement is already a reality for in-Country projects included in Phase I of the

European Union Land Governance Programme. Members of the implementation team (including concerned ministries, technical assistance and European Union Delegations officers) from the tenin-Country projects have participated in at least one capitalization meeting and are having regular exchanges with the transversal support coordinator. These regular contacts have confirmed the stakeholders’ engagement and have helped to map extra support needed, in addition to Transversal Support under Phase I (GCP/GLO/539/EC), to enhance the in-Country take-up of the VGGT (and the F&G in Africa) and the overall impact of the European Union Land Governance Programme.

Phase II of the European Union Land Governance Programme will extend support to eight new in-Country projects, of which four are directly implemented by FAO. These four projects, led by FAO Country Representations in continuous dialogue with the government, have benefited from the technical support of FAO Land Tenure Officers to develop the in-Country project proposals. Discussions and the respective design of activities benefitted from experiences made under the present transversal support Phase I (GCP/GLO/539/EC). The remaining four in-Country projects (the Federative Republic of Brazil, the Republic of Ghana, the Republic of Cameroon, the Republic of Uganda) are still under preparation. Therefore, only the European Union Delegations Officers have been approached to present and further discuss the projects upon their request.

1.1.4.3 Grievance Mechanism

As this project supports the European Union in-Country projects with no direct field activities deployed, the transversal support presents “none” to “Low Risk” of violations of FAO’s social and

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environmental commitments (see Appendix IV). Therefore, no project specific grievance mechanism has been set up. However, to ensure that the Organization’s policies and objectives to prevent fraud and misconduct are respected, the transversal team will be informed of the existing grievance mechanism and is required to inform all consultants hired under the project of their duties and rights. In particular, all staff will be invited to consult FAO’s Environmental and Social Management Guidelines (http://www.fao.org/3/a-i4413e.pdf) and Grievance Handling mechanism (http://www.fao.org/ aud/en/ and http://www.fao.org/aud/48643/en/), which came into force on 15 March 2015.

1.1.4.4 Disclosure

The concept of transversal support Phase II was officially shared with the European Union Delegations of the respective eight new in-Country projects on 5 June 2015 by the Policy Officer of the Directorate General for Development and Cooperation - EuropeAid, DEVCO/C1 - Rural Development, Food Security, Nutrition, in charge of the European Union Global Land Governance Programme based in the European Union. All feedback has been channelled to FAO and no mitigations were implied.

1.1.5 Knowledge Sharing and Lessons Learned

As part of its activities in capacity development in support of the VGGT, FAO has undertaken a capacity needs assessment as part of a workshop held in July 2012 which brought together country-level tenure actors from twenty-three organizations to assess the learning needs for the implementation of the VGGT at national level. While it is recognized that the implementation of the VGGT is the responsibility of a wide spectrum of stakeholders, the consultative workshop identified “change agents”, who, as part of their job responsibilities can have a direct impact on introducing changes in policies, legislation, administration rules and procedures, institutional structures, planning and monitoring tools and mechanisms. The workshop provided an assessment of the learning needs of these change agents which include policy makers, administrators, service deliverers, and dispute resolution actors; as well as advocacy, control and monitoring professionals. The outputs of this capacity assessment are supporting a wide spectrum of capacity development and knowledge sharing activities. The Mid-Term Review (2015) of FAO’s VGGT Programme described these activities as an “impressive body of work” with a “very high potential for replication” that is “available globally, free of charge”.

This project will build on existing material and previous lessons learnt. In addition, knowledge management and capacity development will be core activities under this project, as specified in more detail in Section 1.2.2 “Outcome”. Particularly, planned activities under Outputs 2, 3 and 5 aim at responding to several challenges by increasing the use of global public goods already produced through encouraging knowledge exchange (Output 2) targeted training (Output 3); and enhancing monitoring and documenting and disseminating lessons learnt (Output 5).

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1.2 EXPECTED RESULTS

1.2.1 Impact

The impact of the project is “Improved governance of tenure of land, fisheries and forests contributing to the eradication of hunger and poverty, to sustainable development and to the sustainable use of the environment”.

More responsible and transparent governance of tenure of land, fisheries and forests should contribute to FAO’s Strategic Objective 1: Contribute to the eradication of hunger, food insecurity and malnutrition, the specific objective: Contribute to increased capacities and the capitalization of generated knowledge of the in-Country projects under the European Union “Support to Land Governance in the scope of the VGGT Programme” (Phases I and II) and FAO’s Strategic Outcome 1.1: “Member countries and their development partners make explicit political commitments in the form of policies, investment plans, programmes, legal frameworks and the allocation of necessary resources to eradicate hunger, food insecurity and malnutrition”, the project will focus on five outputs, as described below.

1.2.2 Outcome

The outcome of this project is that: “In-Country project staff and government counterparts of the European Union “Support to Land Governance in the scope of the VGGT Programme” (Phases I and II) promote more effectively VGGT implementation through increased capacity and the capitalization of knowledge”. To this end the project will focus on the following five outputs:

Output 1: VGGT are Mainstreamed in the Project during the Project Start -up Phase

Lessons learnt during Phase I (GCP/GLO/539/EC) of the transversal programme strongly emphasize the need to support project focal points and relevant partners during the project start-up phase (design, inception, early implementation period):

the VGGT (and the F&G in Africa) provide a framework that in-Country projects can use when developing their own strategies, programmes and activities. They allow governments, civil society, the private sector and citizens to judge whether the proposed strategies, programmes and activities constitute acceptable practices;

the participatory process associated with VGGT implementation is instrumental in ensuring buy-in from stakeholders and thereby laying the ground for sustainable impact. FAO is well- positioned to provide a neutral forum for tabling issues for debate;

the provisions of the VGGT (and the F&G in Africa) may provoke a new way of addressing tenure issues, e.g. by acknowledging the wealth of tenure rights and their potential to overlap, different forms of tenure, addressing the question around legitimacy of tenure rights and the cross-sectoral aspects of tenure;

getting the design right during the inception phase is key to achieving successful project implementation;

knowledge about existing global tools in support of VGGT (and the F&G in Africa) implementation and experiences gained around the world, particularly with a view to participatory processes, may substantially enhance project design.

In addition, lessons learnt from Phase I (GCP/GLO/539/EC), emphasize the need to expand the number and range of stakeholders involved in the project start-up phase. Phase I (GCP/GLO/539/EC) training of on average two to three participants per country through the capitalization meetings has

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been extremely useful in terms of sharing lessons learnt across countries and capacitating small groups of project staff. However, these meetings do not trigger important leverage effects, such as the development of a critical mass of trained key stakeholders (project staff, government staff, and representatives of other stakeholder groups such as CSOs, the private sector and academia); political buy-in; visibility; and strengthening links to complementary initiatives of other organizations such as the World Bank, IFAD, regional development banks or bilateral cooperation agencies.

Building on lessons learnt under Phase I (GCP/GLO/539/EC), Phase II will therefore widen its scope to provide training to a larger number of relevant project focal points and relevant partners and more in-depth start-up support with workshops taking place at the country level. Within the framework of national priorities, Output 1 will therefore aim to provide support at the country-level aiming at:

clearly incorporating the VGGT (and the F&G in Africa) into the project design, in terms of process, content and existing tools;

providing technical expertise in the review of project documents when required; contributing to stakeholder buy-in and thereby laying the ground for sustainable impact.

Activities under Output 1 will focus on the eight new in-Country projects under Phase II, which will still be in their inception phase upon project start and, upon request, projects under Phase I (GCP/GLO/539/EC), which have a delayed start-up date. All activities will be interlinked, jointly implemented and mutually supportive. This includes activities planned under Phase I (GCP/GLO/539/EC). Specific activities will include:

Activity 1.1: design of a facilitated event “How to incorporate and mainstream the VGGT (and F&G in Africa) into your project”;

Activity 1.2: delivery of the facilitated event “How to incorporate and mainstream VGGT (and F&G in Africa) into your project”;

Activity 1.3: provision of technical support to in-Country project design during the project design and inception phase.

Activity 1.1: Design of a Facilitated Event “How to Incorporate and Mainstream the VGGT (and F&G in Africa) into your Project”

FAO will design a facilitated workshop aimed at assisting project stakeholders in incorporating and mainstreaming the VGGT (and F&G in Africa) in their projects in terms of process, content and existing tools and the existing capitalization mechanisms including the common reporting format, M&E indicators, and the knowledge management platform. The development of this methodology will allow for a systematic approach, which can be tailored to the given context for all target countries. The methodology will be developed with inputs from FAO’s Capacity Development Team in the Partnerships, Advocacy and Capacity Development Division.

The training will be designed for a duration of two-three days and include 20 to 25 participants per project country, including representatives from different stakeholder groups and sectors, where appropriate. It will be developed at the project start in order to facilitate project implementation.

Activity 1.2: Delivery of the Facilitated Event “How to Incorporate and Mainstream VGGT (and F&G in Africa) into your Project ”

In-Country participants of the workshops will be selected in collaboration with the in-Country projects and European Union Delegations and could include partners involved in project

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development, such as project focal points, representatives of Government institutions and other relevant stakeholder groups, such as CSOs, the private sector and academia and organizations such as the World Bank, the International Fund for Agricultural Development (IFAD), regional development banks or bilateral cooperation agencies and from different sectors where appropriate. Participation from staff of the European Union Delegations and FAO country offices will be sought as their support is seen as instrumental in facilitating dialogue and enhancing neutrality and genuine participation of all stakeholders. The training should be delivered during the project start-up phase (design, inception, early implementation period).

In order to maximize the impact of the missions, the learning needs assessment and technical needs assessment (Activities 3.2 and 4.1) will be carried out during the same mission.

Activity 1.3: Provision of Technical Support to in- Country Project Design during Inception Phase

In-Country projects under Phase I (GCP/GLO/539/EC) were highly interested in receiving FAO feedback on proposed project documents. Where project documents are not yet finalized or are under revision during the inception phase, European Union Delegations, FAO will review project documents upon request of country projects and European Union Delegations. This review aims at strengthening the incorporation of the VGGT (and the F&G in Africa) into the project design in terms of process, content and existing tools. It is envisaged that this support will be provided as a follow up to Activity 1.2, Delivery of the facilitate event “How to incorporate and mainstream VGGT (and F&G in Africa) into your project”.

FAO has already provided this service as a contribution to some of the in-Country projects (through alternative funding sources) prior to the commencement of this project.

Output 2: Activities of the in- Country Projects are Capitalized and Coordinated

This Output will ensure full complementarity between Transversal Support under Phases I and II by allowing the new in-Country projects to incorporate the pre-existing capitalization mechanisms and coordination tools developed for the ten in-Country projects supported by Phase I (GCP/GLO/539/EC). Activities under Output 2 will focus on the eight in-Country projects under Phase II. All activities will be interlinked, jointly implemented and mutually supportive including activities planned under Phase I (GCP/GLO/539/EC). Specifically, activities will include:

Activity 2.1: support to the organization and conduct of capitalization meetings; Activity 2.2: facilitating coordination of activities.

Activity 2.1: Support to the Organization and Conduct of Capitalization Meetings Under Phase I (GCP/GLO/539/EC), capitalization meetings are organized on a semi-yearly basis

for ten countries. In Phase II, the capitalization meetings will include eight new countries (including in two new regions).

Organizing the capitalization meetings requires substantive efforts to ensure participatory, demand-driven and results-oriented processes. With the increase in regional scope, number of countries, languages and themes to be addressed, facilitation efforts required to plan, prepare, conduct, facilitate, report and follow-up of the workshops will increase significantly. Activities under Phase II will address this need by:

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i) supporting the Transversal Coordinator in developing enhanced facilitation concepts to accommodate the increased number of countries;

ii) facilitating the meeting preparation in collaboration with the eight new in-Country projects (i.e. summary of activities, challenges analysis, etc.) which will help to extract the transversal topics to be addressed during the capitalization meetings;

iii) supporting the conduct and follow-up of the meetings.

In addition, this Activity will contribute to the provision of translation of the meeting materials and interpretation during the meetings to ensure meaningful participation of all participants despite language constraints. The level of needs for translation and interpretation required will be assessed once the projects are operational and the language skills of project staff and government counterparts who will be participating have been identified.

Activity 2.2: Facilitating Coordination of Activities This Activity aims to facilitate the use of the capitalization tools developed under Phase I

(GCP/GLO/539/EC) (common reporting templates, Web-based knowledge management platform, common indicators for the M&E system) by the eight new in-Country projects. This Activity will entail translation, communication, and dissemination of existing tools and an assessment of potential adaptations of the Web-based knowledge management platform required to integrate the newin-Country projects.

Output 3: Capacities of Project Staff, National Counterparts and other Stakeholders are Developed

Phase I (GCP/GLO/539/EC) was designed with a limited scope for the provision of targeted technical support and support to capacity development. Lessons learned from Phase I (GCP/GLO/539/EC) clearly emphasize existing demands for capacity development and technical expertise from the in-Country projects. Activities under Output 3 respond to this demand. They will focus on the eight in-Country projects under Phase II and, may include the ten countries under Phase I (GCP/GLO/539/EC), upon request. All activities will be interlinked, jointly implemented and supportive of each other and of activities planned under Phase I (GCP/GLO/539/EC). Lessons learnt in the roll-out of the capacity development initiatives at country level will feedback into FAO’s global capacity development portfolio.

This Output includes the following activities:

Activity 3.1: development of a VGGT implementation toolbox; Activity 3.2: preparation and delivery of learning needs assessments; Activity 3.3: development and roll-out of in-depth VGGT thematic trainings; Activity 3.4: mentoring in-Country tailor-made use of VGGT tools; Activity 3.5: provision of funds for contracts to support the use of VGGT tools.

Activity 3.1: Development of a VGGT Implementation Toolbox Existing global tools in support of the VGGT implementation may substantially facilitate the

implementation of in-Country projects. This Activity will develop a toolbox of existing FAO tools in support of VGGT implementation. The toolbox will be made readily available for the in-Country projects. The provision to the in-Country projects with background documentation will help them to assess the potential and feasibility of use. The toolbox will include:

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The Solutions for Land Administration (SOLA) and Open Tenure Software Applications; Legal VGGT Assessment Tool; Forestry Tenure Assessment Framework Tool; Training on Free, Prior and Informed Consent (FPIC); Training for CSOs Capacity Development on VGGT; Learning Programme on Gender and Land.

Activity 3.2: Preparation and Delivery of a Learning Needs Assessment

This Activity will be conducted in strict complementarity and under the auspices of the first mission of the transversal team member during the inception phase of the in-Country projects (see Activity 1.2) to deliver a facilitated event on “How to incorporate and mainstream the VGGT (and F&G in Africa) into your project”. Building on the results of Activity 1.2, this will be an opportunity to undertake a learning needs assessment with project staff and counterparts in order to identify concrete learning needs to be addressed in the course of the project. Building on existing tools, a specific methodology will be developed for this purpose. This Activity will be delivered to the eight new in-Country projects under Phase II and those in-Country projects under Phase I (GCP/GLO/539/EC) with a delayed start date that would benefit from an early in-Country training (Activity 1.2).

Activity 3.3: Development and Roll -out of in- Depth VGGT Thematic Trainings

The in-Country projects will most likely be facing common issues which will be crucial for the sustainability and impact of their projects. The aim of this Activity is to develop tailored trainings for the in-Country projects to support addressing challenges identified during the capitalization meetings and the learning needs assessments (Output 2 and Activity 3.2). This could include thematic trainings or trainings for specific stakeholder groups, such as parliamentarians and/or CSOs. This Activity will be delivered to the 18 in-Country projects and in synergy with the Pan-African component under Phase I (GCP/GLO/539/EC). The target audience for these trainings will be either in-Country project staff and counterparts or specific stakeholders as described above. The delivery of the trainings will be achieved by adding some days to the capitalization meetings or at country level during the second transversal support mission. The trainings will benefit from the range of FAO in-house expertise.

Activity 3.4: Mentoring in- Country Tailor -made Use of VGGT Tools

Within the framework of the available budget, support will be provided to the 18 in-Country projects to backstop the use of FAO’s VGGT tools. This support could also include support to in-Country training delivery by the transversal team.

Activity 3.5: Provision of Funds for Contracts to Support the Use of VGGT Tools

During the course of the projects, managers are often made aware of additional opportunities to support the VGGT implementation that have not been budgeted for during the planning phase. In addition, the formulation process of some of the in-Country projects took place while the in-Country projects had limited knowledge of existing tools in support of implementation. These opportunities could include convening national or regional multi-stakeholder, multi-sector workshops, promoting self-organized training for civil society, promoting training on FPIC to specialized government agencies or private sector representatives, and funding translation of the VGGT into local languages. The provision of funds for contracts to support the use of VGGT tools will, within the framework of the available budget, allow the in-Country projects to respond flexibly to upcoming demands for activities conducted by the in-Country projects themselves, FAO or third parties.

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The selection of countries for the provision of these services will be based on a selection mechanism to be determined during the inception phase.

The in-Country projects will assess which activities and which national partners may be involved in order to broaden the uptake of the VGGT and increased sustainability. This Activity will be open to the 18 in-Country projects.

Under a PAGoDA Delegation Agreement the internal procedures of FAO for contracting will apply. FAO may conclude and manage contracts to procure services and other support for the purpose described above. The rules for the provision of funds for contracts to support the use of VGGT tools will be elaborated during the inception phase and discussed with the European Union. The scheme will become operational in the second year of Phase II. So there is no need to discuss with European Union.

Output 4: In- Country Projects under the European Union Land Governance Programme Receive Direct Support from FAO

FAO support to the implementation of the VGGT at country level addresses different sectors and the broad spectrum of technical areas related to tenure governance including through the use of standardized tools, which can be adapted to specific national contexts.

It is likely that the in-Country projects would benefit in some aspects from direct technical support of the Project Officers or other FAO staff through Technical Support Services. While the scope for in-depth technical support from FAO to each project is limited, it is intended that specificshort-term interventions and guidance will be provided where these are expected to have a beneficial and catalytic effect to the overall in-Country project implementation. Upon request, and within the frame of the available budget, the support would be provided by FAO staff or consultants contracted by FAO ad hoc.

Activities under Output 4 will focus on all eighteen in-Country projects under Phase I (GCP/GLO/539/EC) and II. All activities will be interlinked, jointly implemented and mutually supportive. Specifically, activities will include:

Activity 4.1: in-Country project technical support needs analysis led by the transversal team; Activity 4.2: mobilization of In-house or specifically recruited expertise.

Activity 4.1: in-Country Project Technical Support Needs Analysis Led by the Transversal Team

Upon request, and within the framework of the available budget, FAO will provide a technical needs analysis to the in-Country projects on selected priority areas of intervention. Depending on the subject of interest, the needs analysis can be undertaken by adding additional days to the mission undertaken to deliver the facilitated event “How to incorporate and mainstream VGGT (and F&G in Africa) into your project” and the learning needs assessment (Activities 1.1 and 3.2).

Activity 4.2: Mobilization of In-house or Specifically Recruited Expertise

Depending on the results of the technical needs analysis, the mobilization of further expertise for specific technical support will be sought from Officers of decentralized offices and headquarters through the FAO house-wide Task Force on the implementation of the VGGT. The selection of countries for the provision of these services will be based on a selection mechanism to be determined during the inception phase.

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Output 5: Monitoring is Enhanced and Lessons Learnt are Documented and Disseminated Phase II aims at identifying critical aspects for effective implementation of the VGGT through

monitoring and documentation of good practices. This Output aims to extract lessons learnt in the implementation of the VGGT (and F&G in Africa) from each in-Country project and ensure that les-sons learnt are available to all 18 countries under Phase I (GCP/GLO/539/EC) and II as well as the broader public. In addition, the lessons learnt will provide input to the European Union Strategic planning on governance of tenure and contribute to reporting needs of the European Union on the European Union Land Governance Programme and the European Union’s monitoring initiatives. Activities underOutput 5 will focus on all eighteen in-Country projects under Phase I (GCP/GLO/539/EC) and II. All activities will be interlinked, jointly implemented and mutually supportive. Specifically, activities will include:

Activity 5.1: support to systematic documentation of lessons learnt; Activity 5.2: ensure dissemination of lessons learnt; Activity 5.3: organize one high-level international event for the 5 th Year Anniversary of the En-

dorsement of the VGGT; Activity 5.4: progress of in-County projects is regularly monitored and information prepared

for reporting to higher levels (e.g. CFS).

Activity 5.1: Support to Systematic Documentation of Lessons Learnt

The documentation of lessons learnt is particularly relevant when prepared by those who have been through the process that has led to the creation of specific good practices. Therefore, it is im-portant that these good practices are first documented by the in-Country projects. Unfortunately, the documentation of good practices is often undertaken only at the end of a project, which creates additional costs. It is also particularly time consuming to retroactively identify the specific achieve-ments and lessons learnt throughout the project duration. Documenting good practices on a regular and systematic basis will lower costs and maximize the possibility for co-learning in between in-Coun-try projects during their implementation. This Activity will enhance the opportunity for exchange of lessons learnt under Phases I and II through capitalization meetings by providing systematic inputs for these capitalization meetings and ensuring that good practices are documented regularly. The capitalization meetings will enhance the process of documenting lessons learnt by providing a plat-form to validate and finalize the documentation and the possibility to address specific questions that project focal points may have on the documentation. It will build on the primary information already extracted from the in-Country projects through the joint monitoring and evaluation system and the common reporting templates under Phase I (GCP/GLO/539/EC). Finally, this Activity will also provide inputs to reporting needs of the European Union under the European Union Land Governance Pro-gramme.

Activity 5.2: Ensure Dissemination of Lessons Learnt

This Activity will aim to ensure wide, systematic, and regular dissemination of the documenta -tion of lessons learnt, including through higher visibility. Building on the communication strategy de-veloped under Phase I (GCP/GLO/539/EC), this will specifically include:

developing a visual identity; developing and supporting the tailoring and dissemination of awareness raising materials, such

as videos, leaflets, policy briefs, and other required material; contributing to translation, printing and distribution (physically and electronically) of de-

veloped materials;

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in-Country projects participating in conferences and, together with partners, organizing dedic-ated sessions on the lessons learnt in relevant conferences and international fora.

Activity 5.3: Organize one High -level International Event for the 5 th Year Anniversary of the Endorsement of the VGGT

The momentum created by the endorsement of the VGGT and subsequent uptake by many global and regional actors provides an opportunity to chart a new era of sustainable development through the responsible governance of tenure that firmly acknowledges the importance of partner-ships and the involvement of all stakeholders.

Four years after the endorsement of the VGGT, there is: i) a widespread take-up of the VGGT at global, regional and country levels by all stakeholder groups; ii) a promotion of the VGGT as the primary reference point for tenure in related initiatives; and iii) significant support to their imple-mentation from a broad range of stakeholders.

This Activity will support the preparation of a dedicated event to mark the 5 th Year Anniversary of the Endorsement of the VGGT. The event will provide an excellent opportunity to take stock of les -sons learnt in VGGT implementation at global, regional and country levels from different stakeholder groups and organizations; to show the different approaches and issues that can be addressed through the implementation of the VGGT; and to provide visibility to the achievements of the 18 in-Country projects participating in the European Union Land Governance Programme under Phases I and II as well as initiatives of partners.

The event aims at promoting increased political will to support the implementation of the VGGT, exchange of lessons learnt, and provide feedback into the Strategic planning process of the European Union. In order to ensure broad participation and interest, the preparation of the event will be based on an inclusive process. In view of the substantial public interest in such an event and the range of issues to be considered the provision of further details of this event will be the first result of the preparation phase.

Activity 5.4: Progress of in- County Projects is Regularly Monitored and Information Prepared for Reporting to Higher Levels (e.g. CFS)

Progress of in-Country projects will be monitored in the course of the preparation, conduct and follow up of capitalization meetings (Output 2) including through written reporting and follow-up in -terviews. Reporting will be done at least once a year and build on templates used for reporting in pre -vious capitalization meetings. Results will feed into reporting requirements at higher levels, such as the CFS.

1.2.3 Assumptions

The Transversal Support Phase II is built on assumptions that are summarized as follows: (i) there is a broad consensus that the VGGT provide balanced, useful and practical guidance to governments, civil society and the private sector; (ii) even if the in-Country projects are implemented at local scale, the transversal support will enhance the creation of feedback policy loops and political buy-in of the national level; and (iii) the in-Country projects and respective European Union Delegations will engage in the transversal activities.

The first assumption on the highly participatory process of negotiations lays at the origin of the

VGGT and on the high interest demonstrated by all the stakeholders. The second assumption relies on the planned mechanisms set throughout the transversal support Phase II to enhance political will to

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implement the VGGT. The third assumption is based on the experience of Phase I (GCP/GLO/539/EC) that has shown high commitment to engage with the transversal activities by in-Country projects even at their own cost. The role of the European Union Delegation will be key to ensure persistence of this engagement of the in-Country projects for the overall duration of Phase II.

SECTION 2 – FEASIBILITY 2.1 RISK MANAGEMENT

2.1.1 Significant Risks Facing the Project

Improving governance of tenure is a highly sensitive issue, which involves a broad range of stakeholders with different interests. The main risk in the implementation of the VGGT is that, in spite of the broad consensus on the importance and usefulness of the VGGT, individual powerful key stakeholders who benefit from weak governance will be reluctant to join others in the consensus. More specifically, the successful implementation of the VGGT at country and local levels strongly depends on the political will of decision makers as well as on the attitudes and influences of private investors.

Most of the in-Country projects contribute to improving governance of tenure by focussing on

specific aspects, such as testing the implementation of a specific law in a specific area, and promoting new ways of doing business. This project provides transversal support to enhance these efforts but does not implement them itself. Hence, risk factors in this regard are hence limited. Moreover, transversal support contributes to minimizing the risks the in-country projects face.

However, the project does face its own risks, which would delay, limit or prevent its capacity to

provide support to ongoing efforts of in-Country projects. For example, under Phase I (GCP/GLO/539/EC), this was the case in South Sudan and Burundi, due to increasing conflict and/or delays in government agreement for the project (e.g. the Federal Democratic Republic of Ethiopia and the Kingdom of Swaziland). These factors would be beyond the control of the project itself.

2.1.2 Environmental and Social Risks

The nature of the project is such that it will cause no or minimal adverse environmental or social impacts. The VGGT are based upon the principle of social and environmental safeguards and sustainability. Activities under this project, including training of local stakeholders, will raise social and environmental awareness and encourage the sustainable use of natural resources. Clearance provided by FAOs Environmental and Social Risk Management (ESM) Unit certifies this classification as low.

2.1.3 Risk Management Strategy

A Project Risk Log is prepared (Appendix IV) and will be reviewed during the Inception Phase and yearly thereafter. The identified risks, most of which are beyond the control of the project, are well defined in the Risk Log. The responsibility for close monitoring for these risks falls mainly with the project coordinators (Transversal Coordinator and Land Tenure Officer employed under Phase I (GCP/GLO/539/EC) and II), the managers of the in-Country projects and with the donor. Mitigation actions to assess if and when risks occur are generally coordinated at higher government policy or financial levels. The in-Country project staff, the donor and project coordinators will bring the need for action to each other’s attention if and when risks occur in their sphere of activities.

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2.2 IMPLEMENTATION AND MANAGEMENT ARRANGEMENTS

2.2.1 Institutional Framework and Coordination

The project will be implemented by the VG-Tenure Secretariat housed in FAO’s Partnerships, Advocacy and Capacity Development Division (OPC) in close collaboration with LPI with regard to countries in Africa.

Under the overall supervision of the Deputy Director (OPC) and the Senior Land Tenure Officer

in charge of FAO’s Trust Fund projects under the Global Implementation Programme, the project will be managed by the Transversal Coordinator/Land Tenure Officer (P4-level, funded under Phase I (GCP/GLO/539/EC) and partly under Phase II, based in Addis Ababa and attached to the LPI) and the Land Tenure Officer (P3-level, funded under Phase II, based at FAO headquarters in Rome).

The partnership between FAO and UNECA (within the framework of the MoU between the two organizations) aimed at a joint approach in improving governance of tenure through an integrated implementation of the VGGT and F&G will remain in place over the duration of both projects(Phases I and II). Support to LPI is restricted to the attachment of the Transversal Coordinator (P4-level, based in Addis Ababa) to the LPI including through a 14 months extension of contract of this position under Phase II to bridge the gap in project durations between Phases I and II and does not entail further financial or human resources implications. Fourteen months of this Officer’s time will be charged to Phase II.

The Transversal Coordinator (P4-level, based in Addis Ababa) under Phase I (GCP/GLO/539/EC),

attached to LPI, retains the overall supervision of activities related to transversal support of allin-Country projects in Africa. This provision aims to ensure a coherent approach in the provision of transversal support under Phases I and II, and the integrated implementation of the VGGT and F&G in support of the African Union (AU) Declaration, in partnership with the LPI, in Africa.

The Transversal Coordinator (P4-level, based in Addis Ababa) under Phase I (GCP/GLO/539/EC) will also lead the preparation and delivery of the capitalization meetings, preparation and use of the common monitoring and evaluation indicators, preparation and use of the common reporting tools, development, operation of the tools for knowledge exchange (Web-based knowledge management platform) and implementation of the communications strategy.

The Land Tenure Officer (P3-level, based in Rome) under Phase II will support the Transversal Coordinator (P4-level, based in Addis Ababa) by reviewing the existing mechanisms with a view to potential adjustments in order to facilitate the integration of additional countries. In addition, the Land Tenure Officer (P3-level, based in Rome) under Phase II enhances the provision of transversal support. This includes, but is not limited to, the extra-African geographical expansion and the addition of new streams of work (see Phase II Outputs 1, 3, 4 and 5), which are valid for countries underPhases I and II. This Officer will work full time for the project.

As Outputs 1, 3, 4 and 5 will require the mobilization of inputs from various teams at FAO headquarters, such as those working on land tenure, forest tenure, fishery rights, gender, Right to Food, water rights, legal aspects of tenure, work on investment, emergencies and capacity development, the Land Tenure Officer (P3-level, based in Rome) will be the responsible focal point and liaison person between the in-Country projects and technical expertise and existing products at headquarters.

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Coordination between transversal support under Phases I and II will be provided through:

i) weekly meetings between the Transversal Coordinator (P4-level, based in Addis Ababa) and the Land Tenure Officer (P3-level, based in Rome);

ii) a headquarters-based project task force to allow the involvement of all the concerned technical units to insure mobilization of internal expertise and enhanced synergies with projects/ programmes operating in the same countries. Meetings of the task force will be held at least once a year;

iii) due to the high share of African in-Country projects (15 of 18) and the existing Steering Committee (under Phase I (GCP/GLO/539/EC)), the Steering Committee set up for Phase I (GCP/GLO/539/EC) will be extended to include Phase II. The Steering Committee, consisting of the European Union, FAO and LPI will meet once a year and the host institution will remain the Land Policy Initiative in Addis Ababa. The Steering Committee will provide management oversight by reviewing progress achieved with respect to the work plan and make timely adjustments to the project when appropriate.

Existing coordination mechanisms such as those with the FAO Subregional Office for Eastern Africa (FAO SFE) and the LPI will remain as described under Transversal Support Phase I (GCP/GLO/539/EC).

The project will mobilize expertise through the Transversal Coordinator (P4-level, based inAddis Ababa) and the Land Tenure Officer (P3-level, based in Rome) through the VGGT Task Force, including the following units at FAO headquarters and decentralized offices:

Partnerships Unit (OPCP); Advocacy Unit (OPCA); Capacity Development Unit (OPCC); Fisheries and Aquaculture Policy and Resources Division (FIA); Investment Centre Division (TCI); Forest Policy and Resources Division (FOA); Social Protection Division (ESP); Legal and Ethics Office (LEGN); Trade and Markets Division (EST).

2.2.2 Strategy/Methodology

The driving strategy of Phase II is to facilitate the take up of the VGGT in-Country by providing specialized and action oriented trainings and by strengthening the political buy-in for the implementation of the VGGT to support the in-Country projects. The expectation is that the activities undertaken in the 18 in-Country projects will offer experiences from which to extract good practices and to monitor the impacts of these activities for improved governance of tenure. This knowledge will be turned into a public good to trigger broader implementation of the VGGT and to feed into the FAO VGGT Programme and the Strategic planning process of the European Union.

The primary beneficiaries will be those stakeholders closely linked to the in-Country projects.

The transversal team will ensure regular contact with the primary beneficiaries of the project, follow up on activities and provide ad hoc support. Regarding the secondary beneficiaries (the beneficiaries of the in-Country projects), the new in-Country projects will be encouraged to adopt the same core indicators as the in-Country projects under Phase I (GCP/GLO/539/EC). These indicators will be disaggregated by gender and group of stakeholders to monitor the inclusiveness of the methodologies applied. The capitalization meetings and trainings will emphasize this inclusiveness in

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accordance with the implementation principles of the VGGT, and, in particular, the inclusiveness and balanced participation of women.

2.2.3 Technical Support Technical support will be provided according to two scenarios:

i) those in-Country projects that foresee FAO as the implementing agency will receive regular internal FAO support by the Lead Technical Officers as described in their own project documents. The tasks of the FAO Officers involved in this technical support will be technical backstopping, supervision and the support of visits to the projects. The transversal support will technically support the FAO implemented in-Country projects by enabling them to participate in the transversal activities, benefitting from training, from the capitalization mechanisms and participating in the documentation of good practices;

ii) The in-Country projects implemented by other agencies will benefit equally from technical support (as described under Output 4). Depending on results of the needs analysis of thein-Country projects carried out by the Transversal Coordinator and the Land Tenure Officer (see Activity 4.1), the mobilization of further expertise for specific technical support will be sought from Land Tenure Officers of decentralized offices and headquarters and through the FAO house-wide Task Force on the implementation of the VGGT. The Lead Technical Officer (LTO) will be the Senior Land Tenure Officer based at FAO headquarters in OPC Division. 2.2.4 Government Inputs The project supports the 18 in-Country projects funded under the European Union Land

Governance Programme in their efforts to improve governance of tenure. As such, FAO is only indirectly involved at the country level through the respective in-Country projects.

The respective in-Country projects each have designated modalities to operate with the host country Government that differ by country and are described in their respective project documents.

2.2.5 Resource Partner Inputs The European Union is funding country projects to improve land governance in ten countries

(the Republic of Angola, the Republic of Burundi, the Republic of Côte d’Ivoire, the Republic of Niger, the Federal Democratic Republic of Ethiopia, the Republic of Kenya, the Republic of Malawi, the Federal Republic of Somalia, the Republic of South Sudan and the Kingdom of Swaziland) under the “Support to Land Governance in sub-Saharan Africa in the scope of the VGGT Programme” (European Union Land Governance Programme – Phase I [GCP/GLO/539/EC]).

Under the “Support to and Capitalization on the European Union Land Governance Programme

in Africa” Project (Transversal Support Phase I [GCP/GLO/539/EC]), the European Union is currently funding FAO to provide transversal support to the ten in-Country projects under the European Union Land Governance Programme. Transversal Support Phase I (GCP/GLO/539/EC) started in May 2014 and will continue until September 2019 with a total budget of EUR 2 039 353. This support is channelled and managed through an FAO-European Union (GCP type) project.

In 2015, the European Union extended its support to country projects to eight additional countries, including three outside of the African continent (the Federative Republic of Brazil, the Republic of Cameroon, the Republic of Colombia, the Republic of Ghana, the Republic of Guinea-Bissau, the Islamic Republic of Pakistan, the Republic of Sudan and the Republic of Uganda). Building

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on the success to date under Transversal Support Phase I (GCP/GLO/539/EC), the European Union requested FAO to accordingly expand its transversal support to these additional countries.

This project responds to this request by providing transversal support for a Phase II for a duration of 54 months with a total amount of EUR 2 500 000.

Adequate financial provisions have been made for operational support to FAO country offices

for the implementation of this project. All staff recruited to this project will be remunerated only for the time contributed exclusively to this project. Cost efficiency and effectiveness of results will be the guiding principles on assigning staff. Not all staff constituting the management structure will be working on this project for the entire duration of the project. Percentages of their time spent on the project are indicated below in the description of International Staff and Consultants, in Budget of the action in Annex III to Contribution Agreement and in the Terms of Reference (ToRs) of staff in Appendix III.

All the administrative and operational staff not working full time for the project will file a Monthly Activity Report of her/his activities and outputs of those activities. S/he will submit the Re-port to the Budget Holder via e-mail for review and certification. Staff contributing to the project for periods of time less than one month, will produce an Activity Report for the periods established in their specific ToRs. These Reports will be kept in the records of the FAO Budget Holding Unit, along with e-mails of certification in case of future verifications.

FAO technical staff that will provide backstopping to the project will produce Back to Office Reports that will have the same function as Monthly Activity Reports. Back to Office Reports are cleared by the supervisors of the technical staff and uploaded in the Field Programme Management Information System (FPMIS) as the corporate documentation repository. This staff is accounted for as Technical Support Services and will be seconded to the project in accordance with the number of days that they will contribute to the project and as per established FAO secondment rates depending on the staff’s grade.

a) International Staff

A Land Tenure Officer, P3-level, based at FAO headquarters in Rome (see attached terms of reference) for the full duration of the project (54 months) will be hired. This position is required in order to support the Transversal Coordinator, P-4 level, in his capacity to respond to the new in-Country projects and new streams of work and to perform a liaison role with required expertise at headquarters level. The Land Tenure Officer, P3-level, based in Rome will spend 100 percent of his/her time on this project exclusively.

In order to bridge the gap in project durations between Phases I, and II Transversal Support Phase II will support the position of the Transversal Coordinator, P4-level, based in Addis Ababa (see attached ToRs) for a period of 14 months. Once on board, The Land Tenure Officer, P4-level, based in Addis Ababa will spend 100 percent of his/her time on this project exclusively, once recruited.

In view of the strong focus on capacity development, a Capacity Development Officer, P3-level, based in Rome, will support the team in the design and roll-out of events and the preparation of materials. The Capacity Development Officer will be hired for a period of six months. The Capacity Development Officer will spend 11 percent of his/her time on this project exclusively.

A Programme Officer, P3-level, based in Rome, will be recruited for a period of 12 months to

contribute to the set-up of the project and provide budgetary management and monitoring support. The Programme Officer will spend 23 percent of his/her time on this project exclusively.

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b) Consultants

The extension of the transversal support to eight new in-Country projects will require increased provisions for translation and interpretation for capitalization meetings and the use of the transversal mechanisms. At least three different official United Nations languages are spoken among the different countries of the European Union Land Governance Programme. Provisions have been made to meet these needs for Outputs 1, 2, 3 and 5. Translation Officer will be hired for a total period ofsix months and will spend 100 percent of their time on this project exclusively. Interpretation Officer will be contracted for a total period of six months and will spend 100 percent of their time on this project exclusively.

Under Output 1 and 5, an Information and Knowledge Management Officerwill be contracted to support the Transversal Team in the systematic collection of good practices from thein-Country projects and to establish and follow up on contracts established for the production of communication materials. The Information and Knowledge Management Officer will be recruited for a period of 32 months and will spend 60 percent of her/his time on this project exclusively.

Under Output 2, an In-house Web Knowledge Management Officer will be contracted for a

period of one month to update the knowledge management platform designed under Phase I (GCP/GLO/539/EC) according to the needs of Phase II. The In-house Web Knowledge Management Officer will be recruited for a period of one month and will spend two percent of her/his time on this project exclusively.

A National Policy and Monitoring and Evaluation Officer will be hired to coordinate and

harmonize the M&E system developed under Phase I (GCP/GLO/539/EC) for the eight new in-Country projects of the European Union Land Governance Programme. The National Policy and Monitoring and Evaluation Officer will be recruited for a period of seven months and will spend 13 percent of her/his time on this project exclusively.

In view of the number of capitalization meetings, workshops and trainings to take place, it is foreseen to hire Facilitation Officer on an ad hoc bases, with individual contracts focusing100 percent exclusively on the project totalling 20 months.

c) Contracts

It is envisaged to partially outsource the production of communication materials through several partners. In addition, it is envisaged to make available funds for contracts for selected in-Country projects under Output 3 to support the use of VGGT tools. Under a PAGoDA delegation agreement the internal procedures of FAO for contracting will apply. FAO may conclude and manage contracts to procure services and other support for the purpose described above. The rules for the provision of funds for contracts to support the use of VGGT tools will be elaborated during the inception phase. The scheme will become operational in the second year of Phase II.

d) Travel

The budget for travel includes missions of the Land Tenure Officer to the capitalization meetings, missions of the Transversal Coordinator and Land Tenure Officer to in-Country projects, and missions by recruited consultants or headquarters based technical staff to in-Country projects as provided for under the described activities. The selection of countries for the provision of these

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services, particularly under Output 3.5 and Output 4.2 will be based on a selection mechanism to be determined during the inception phase.

e) Expendable Equipment

Expendable is envisaged to be used for editing, layout-editing, printing and disseminating communication and knowledge products developed (specifically under Outputs 3 and 5).

f) Non Expendable Equipment

In terms of Non Expendable equipment a computer will be purchased for project staff at headquarters, to be exclusively used for the project. Follow up will ensure that the computer is only used for the project in practice.

g) Technical Support Services

Technical Support Services from different FAO units at headquarters and the decentralized level are envisaged for the provision of technical expertise, backstopping the in-Country projects and programme support. Supporting documentation related to these costs will include secondment reports, Back-to-Office reports, Travel expense claims, etc. The provision for a final narrative report is also included.

h) General Operating Expenses

General Operating Expenses are essential for the smooth running of project activities and

include items such as fuel, postal and pouch services and to cover the costs for catering and venues for the provision of meetings. All five project Outputs include General Operating Expenses and therefore this budget line will be used at headquarters, in Addis Ababa and in support of the activities within the countries.

The budget for the 5th Anniversary Event (Activity 5.3) is currently allocated under General Operating Expenses. In view of the substantial public interest that such an event is likely to generate and the wide range of issues to be considered (including broad public participation) detailed planning forms part of the Activity itself and will take place engaging a wide range of stakeholders during the inception phase. The final budget (amount and allocation to budget lines) of this event will be further reviewed with a budget revision and determined as planning progresses during the project inception phase.

2.2.6 Management and Operational Support Arrangements The Land Tenure Officer based in headquarters will report to the Transversal Coordinator based

in Addis Ababa through the weekly meetings and to the Senior Land Tenure Officer in charge of the trust fund programmes under FAO’s VGGT Programme based in headquarters on a day-to-day basis. The Transversal Coordinator remains with the same reporting lines as defined under Phase I (GCP/GLO/539/EC). The Budget Holder will be the Deputy Director of OPC.

The Land Tenure Officer (P3-level) based in headquarters, will be responsible for liaising with and mobilizing expertise from the VGGT Task Force, including the following units:

Partnerships Unit (OPCP); Advocacy Unit (OPCA);

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Capacity Development Unit (OPCC); Fisheries and Aquaculture Policy and Resources Division (FIA); Investment Centre Division (TCI); Forest Policy and Resources Division (FOA); Social Protection Division (ESP); Legal and Ethics Office (LEGN); Trade and Markets Division (EST).

The Transversal Coordinator (P4-level) and the Land Tenure Officer (P3-level) will maintain regular e mail contact conduct skype calls (when appropriate) with FAO decentralized offices (regional and country representations) in the countries and regions concerned to ensure the management and operational support arrangements are adapted to the national environment and context.

No additional resources will be required for their involvement as their support to the in-Country projects will be mobilized through the Technical Support Services (TSS). The inputs of the various teams will be discussed through the project task force. No management supervision is expected from the other teams. The responsible staff will prepare Terms of Reference and mission reports for each backstopping mission.

The project supports the 18 in-Country projects funded under the European Union Land Governance Programme in their efforts to improve governance of tenure. As such, FAO is only indirectly involved at the country level through the respective in-Country projects.

The respective in-Country projects each have designated modalities to operate with the host country Government that differ by country and are described in their respective project documents. FAO encourages the in-Country projects to establish in-Country teams which consist of project staff and designated focal points in relevant ministries and from relevant stakeholder groups. All activities offered by FAO through this project are open to and encouraged to be used by the full project team per country.

The Transversal Coordinator (P4-level) and the Land Tenure Officer (P3-level) liaise with the managers of the in-Country projects and the in-Country teams through regular e mail exchange and through the capitalization meetings. Countries in Africa are encouraged to take part in capitalization meetings at a semi-yearly basis, while in-Country project teams in the Federative Republic of Brazil, the Republic of Colombia and the Islamic Republic of Pakistan will take part once a year due to the relatively more expensive travel costs associated with their participation.

The primary beneficiaries, the in-Country projects, will bear the responsibility to participate in the capitalization meetings and trainings at their own cost.

The Steering Committee set up for Phase I (GCP/GLO/539/EC) will be extended to include Phase II. The Steering Committee will meet once a year and the host institution will remain the Land Policy Initiative in Addis Ababa. The Steering Committee will provide management oversight by reviewing progress achieved with respect to the work plan and make timely adjustments to the project when appropriate.

2.3 MONITORING, PERFORMANCE ASSESSMENT AND REPORTING

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2.3.1 Scope and Purpose To monitor results, FAO will use the monitoring and evaluation reports of FAO Strategic

Objective 1 for higher-level indicators. Outcome and output level indicators will be monitored through the VGGT–F&G integrated implementation M&E system and indicators developed under Transversal Support Phase I (GCP/GLO/539/EC).

Reporting to the European Union will cover Transversal Support under Phases I and II, through normal reporting procedures and tools for European Union-funded Government Cooperative Programmes (GCP) projects. Reporting tools and formats (indicators, M&E frameworks) will seek to harmonize as much as possible the reporting of all the activities in support of the implementation of the VGGT. In addition, they will define integrated, compatible formats of reporting for all activities under the current programme, including summaries of the activities of the 18 in-Country projects. The Transversal Coordinator and the Land Tenure Officer will be responsible for project monitoring both in terms or progress towards results and timeliness in the implementation of the work plan. The monitoring report will be developed once a year circulated to the technical units providing technical support to ensure completeness and accuracy and will be cleared through regular FAO procedures before transmission.

As all activities under Transversal Support Phases I (GLO/GCP/539/EC) and II (GCP/INT/696/EC) will be interlinked, jointly implemented and mutually supportive of each other unified reporting for transversal support to all 18 countries rather than for the individual phases, may provide a more realistic reflection of activities and outcomes and help avoid conceptions of double reporting, e.g. both projects will make contributions to capitalization meetings, trainings, TSS, etc. Hence, it has been agreed with the resource partner to prepare common narrative progress reports for Transversal Support Phases I (GLO/GCP/539/EC) and II (GCP/INT/696/EC), but separate financial progress reports and final reports. Details for this requirement will be defined with the European Commission Special Conditions.

The progress towards the indicator targets as presented in the logical framework will be monitored partially through the progress reports of the 18 in-Country projects and by the performance reports of at the transversal level. The assumption and risk will be duly monitored and addressed - if needed- through the Transversal Support Task Force and the Project Steering Committee (PSC).

2.3.2 Focus on Achievement of Results (Outputs and Outcome)

The 18 in-Country projects are responsible for their own monitoring and performance assessments. However, a set of common indicators to monitor the implementation of the VGGT (and F&G in Africa) has been established under the transversal project Phase I (GCP/GLO/539/EC), which will feed into the reporting of the in-Country projects.

Transversal Support (Phases I and II) will also report against the indicators presented in the LogFrame. The preparation of the relevant reports will be the responsibility of the Transversal Coordinator and the Land Tenure Officer. The Senior Land Tenure Officer in charge of the trust fund projects under FAO’s VGGT Programme and the budget holder will be responsible for clearance.

2.4 COMMUNICATION AND VISIBILITY

Visibility and related communication for the Programme will be developed in line with Communication and Visibility Plan of the project, attached in Annex VI of the Delegation Agreement

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that had followed the Joint Visibility Guidelines for European Union - United Nations Actions in the Field2. Communication activities will focus on the outputs and outcomes of the transversal project in relevant countries as well as in the European Union. This will be done in consultation with relevant European Union officials at European Union headquarters and in the field in order to identify key messages and target audiences. In addition, communication will be aligned with FAO’s corporate communication strategy and will benefit from existing expertise and facilities in FAO’s Office for Corporate Communication (OCC) as well as the communication strategy developed for the project (Phases I and II). The logo of the European Commission will be included in every report, paper, publication or press release resulting from the project.

All communication materials developed under the Transversal Project will be duly preserved in FAO’s repositories and made available for the use of the European Commission.

Output 5 of the present project will support the production of knowledge management products and increase the visibility of the achievements of the in-Country projects. In addition, the production of material will enter into the communication strategy that will be established under Phase I (GCP/GLO/539/EC). The communication strategy of Phase I (GCP/GLO/539/EC) will be reviewed to allow for the integration of materials produced under Phase II to enhance dialogue and visibility.

2.5 MONITORING AND REPORTING

To monitor results, FAO will use the monitoring and evaluation reports of the CFS and of FAO Strategic Objective 1. Monitoring will also be done through the VGGT–F&G integrated implementation M&E indicators prepared during under Phase I (GCP/GLO/539/EC) of the Project and reviewed under Phase II.

Management and reporting (technical and financial reporting) of activities will be realized through the normal reporting procedures and tools for European Union-funded (Government Cooperative Programme) GCP projects. Annual reports will be presented in parallel with the reporting cycle of GCP/GLO/539/EC. Reporting tools and formats (indicators, M&E frameworks) developed under Phase I of the project and reviewed under Phase II, seek to harmonize as much as possible the reporting of all the activities in support of the implementation of the VGGT in general. The tools will define integrate, compatible formats of reporting for all the activities under the current programme, the activities of eighteen in-Country projects, and the activities for the implementation of the F&G. Terminal reports will be provided within three months of the Not-to-Exceed (NTE) as per FAOs standard policy procedure.

The development and monitoring of both Phase I (GCP/GLO/539/EC) and II of this project will be done through: i) the aggregation and consolidation in one report of the eighteen in-Country projects’ programming and monitoring on the implementation of the relevant sections of the VGGT–F&G; and ii) the development and monitoring of the transversal level.

2.6 EVALUATION

In accordance with the Article 1.4 of the Financial and Administrative Framework

Agreement (FAFA), the evaluation mission that the Commission may wish to perform will be planned and completed in a collaborative manner between the United Nations staff and the Commission representatives.

2 http://ec.europa.eu/europeaid/visibility/index_en.htm

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SECTION 3 - SUSTAINABILITY OF RESULTS

3.1 ENVIRONMENTAL SUSTAINABILITY

The main assumption is that improving governance of tenure contributes to higher environmental sustainability. Insecure land rights in particular can undermine the sustainability of household farming on at least, two levels by: i) deterring financial investment, for example, improving drainage or irrigation systems; and by ii) hindering social relationships which are the basis for setting up local governance systems to sustainably manage natural resources. On the other hand, adopting a rights based approach - such as promoted by the VGGT - to ensure secure tenure rights and access to resources without discrimination against women or vulnerable groups, encourages families to plan and sustainably use natural resources from a long-term perspective.

3.2 GENDER EQUALITY

Gender equality is one of the core ten implementation principles of the VGGT and will be a priority area of the in-Country projects. A Specific Technical Guide “Governing land for women and men” has been developed along with an e-Learning Module “Governing land for women and men” and a Specific Training “Gender and land”, which is being rolled out in countries.

The transversal support will address gender equality in its activities and promote work on

improving gender-equitable governance of tenure for the in-Country projects. However, it is ultimately the in-Country projects that, as part of their implementation plans, can determine how much their activities will focus on this issue. Specific trainings on how to promote gender equality using material already developed by FAO will be used to support the in-Country projects. Promotion of gender-equitable governance of tenure will also be addressed during the capitalization meetings. In addition, the project report templates and indicators for monitoring and evaluation (prepared under Phase I [GCP/GLO/539/EC]) give particular attention to the participation of women in project activities and processes.

3.3 INDIGENOUS PEOPLE

Rights of indigenous people are mainstreamed throughout the VGGT and are specifically

addressed in Section 9 “Indigenous people and other communities with customary tenure systems”. An FAO Technical Guide “Respecting free, prior and informed consent” provides guidance on this issue. From this a specific training programme on FPIC has been developed and tested, in partnership with the Forest Peoples Programmes.

As with gender equality, while the transversal support will address issues pertaining to

indigenous people in its activities and promote the acknowledgement of their rights to the in-Country projects, it is ultimately the in-Country projects that can determine how much their activities will focus on this issue. Deriving from this technical guide specific trainings on FPIC and on the recognition of legitimate rights of indigenous people will be delivered, upon request, at the transversal level. Specific monitoring for the in-Country projects concerned will be promoted.

3.4 HUMAN RIGHTS BASED APPROACHES (HRBA)

The VGGT place tenure rights in the context of human rights. There is currently no international consensus that a tenure right is a human right. However, tenure rights, which provide access to land, fisheries and forests, are important for the realization of human rights, such as the right to a standard of living adequate for the health and well-being of individuals, including food and housing (Universal

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Declaration of Human Rights, Article 25; International Covenant on Economic, Social and Cultural Rights, Article 11).

The governance of tenure may affect the enjoyment of various human rights. The VGGT recommend that states should ensure that all actions regarding tenure and its governance are consistent with their obligations under national and international law, and with due regard to their voluntary commitments under applicable regional and international instruments. All programmes, policies and technical assistance to improve governance of tenure through the implementation of the Guidelines should be consistent with states’ existing obligations under international law. As per paragraph 1.1, the VGGT are mainly aimed at states and “seek to do so for the benefit of all, with an emphasis on vulnerable and marginalized people, with the goals of food security and the progressive realization of the right to adequate food…”. Paragraph 1.1 also states “the implementation of these Guidelines [VGGT] should be consistent with States’ existing obligations under international law, including Universal Declaration of Human Rights and other international human rights instruments”.

The ten implementation principles of the VGGT are as follows:

1. Human dignity.2. Non-discrimination.3. Equity and justice.4. Gender equality.5. Holistic and sustainable approach.6. Consultation and participation.7. Rule of law.8. Transparency.9. Accountability.10. Continuous improvement.

These principles will be mainstreamed through all of the activities carried out under the project.

3.5 CAPACITY DEVELOPMENT

A recently commissioned Mid-Term Review (MTR) of FAO’s VGGT Programme acknowledged FAOs’ work on Capacity Development Tools and Approaches as an “impressive body of work” with a “very high potential for replication” that is “available globally, free of charge”. Moreover, the MTR considered the work “to be very effective and capable of achieving significant impact” and therefore recommended the “launch of a massive capacity development campaign to expand the use of the (then) complete set of e-learning material, technical guides and case studies”. The MTR also saw this work as a priority to “support […] complementary translation of e-learning and technical guides and manuals and to promote systematic country-level adaptation of learning packages in more countries.”

The implementation of activities of the in-Country projects is expected to be led mainly by technical experts. However, it is also recognized that the level of pre-existing knowledge of the VGGT, on responsible governance of tenure, and on tools to support efforts to improve governance of tenure is likely to vary. To mitigate this diversity, the project will focus on capacity development including by providing an introduction of the VGGT and of techniques to mainstream them in projects at an early stage (see Output 1); implementing regular trainings based on a conducted learning needs assessment (see Output 3); on-going mobilization of expertise (Output 4); facilitating the exchange of lessons learnt (Output 2); and monitoring is enhanced and lessons learnt are documented and disseminated (Output 5).

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By ensuring regular documentation of good practices, deriving from their experiences and impacts, the in-Country projects will undertake regular self-learning sessions. The support given by the transversal support to prepare the lessons learnt for broader dissemination will allow the in-Country projects to gain higher visibility, political support and enhanced sustainability of the progress made towards responsible governance of tenure by replicating the activities at broader scale or triggering review of national frameworks on governance of tenure.

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APPENDICES

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APPENDIX I

FAO LOGICAL FRAMEWORK

Results Chain AssumptionsIndicators Baseline Target Means of Verification (MoV)

Impact

Improved governance of tenure of land, fisheries and forests contributing to the eradication of hunger and poverty, to sustainable development and to the sustainable use of the environment in the18 countries.

Number of countries in which improved governance of tenure has contributed to the eradication of hunger and poverty, to sustainable development and to the sustainable use of the environment.

Assessment of the status of governance of tenure in-Country will be carried out by the country under eachin-Country project.

½ of the countries have improved governance of tenure.

Transversal M&E system.

There is a broad consensus that the VGGT provide balanced, useful and practical guidance to governments, civil society and the private sector.

There is political will and commitment to work systematically, adopting participatory and inclusive approaches, towards the review of existing policy and regulatory frameworks on land tenure to ensure alignment with VGGT principles.

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Outcome

In-Country project staff and government counterparts of the European Union “Support to Land Governance in the scope of the VGGT Programme” (Phases I and II) promote more effectively VGGT implementation through increased capacity and the capitalization of knowledge.

Number of stakeholdersin-Country with improved knowledge on the VGGT.

Pre-existing knowledge of the VGGT by the stakeholders targeted by the project will be assessed at the beginning of thein-Country projects.

All countries have increased the number of stakeholders who are knowledgeable of the VGGT and use them to improve governance of tenure.

In-Country project reports.

Transversal monitoring and evaluation system.

There is a broad consensus that the VGGT provide balanced, useful and practical guidance to governments, civil society and the private sector.

Capacity development ofin-Country project staff and national counterparts will lead to a trickle-down effect in the project activities, i.e. to increase the number of stakeholders promoting the VGGT in-countries.

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Outputs

1. VGGT are mainstreamed in the project during the project start-up phase.

1.1 Facilitation plan for event “How to incorporate and mainstream the VGGT (and F&G in Africa) into your project” designed.

Facilitation plan not readily available.

One facilitation plan available.

Status reports, list of events conducted.

1.2 Number ofin-Country project staff that can demonstrate knowledge on how to mainstream the VGGT (and F&G) and transversal mechanisms into their projects.

The level of knowledge will be assessed before the training.

75 percent (of which 30 percent women) of training participants project staff and government counterparts can demonstrate knowledge on how to mainstream the VGGT (F&G in Africa) in their projects.

Plans for mainstreaming the VGGT within relevant projects in each country are available by the end of year one.

List of workshops held, list of participants of workshops, workshop final evaluations, minutes from workshops, seminars and meetings on implementation planning.

The starting dates (inception phase) of in-Country projects and the start of Phase II correspond in that they allow for timely Transversal Support fromPhase II.

1.3 Number of in-Country projects

None of the four new countries

100 percent ofin-Country projects

Transversal support project The in-Country projects and

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which received support in reviewing project documents in response to their request.

which are not implemented by FAO has received ad hoc support during the formulation or inception phase.

Uneven integration of in-Country projects in transversal level activities.

received ad hoc support in project formulation or during the inception phase, upon request.

All projects have integrated transversal level activities (work plans and budgets) during the first year of implementation.

reports.

In-Country project documents.

In-Country inception phase reports.

responsible European Union Delegations will use ad hoc support offered by FAO.

The in-Country projects and concernedEuropean Union Delegations will engage in the transversal activities.

2. Activities of the in-Country projects are capitalized and coordinated.

2.1 Number ofin-Country projects under Phase II participating in the capitalization meetings.

In-Country projects in Phase I (GCP/GLO/539/EC) participate intwo capitalization meetings per year. In-Country projects Phase II have not yet participated.

One capitalization meeting a year for the18 in-Country projects participating and one regional capitalization meeting per year for the Africa region.

In-Country project reports.

Transversal project reports.

Reports and attendance lists of capitalization meetings.

Respectivein-Country projects and delegations will engage with the transversal level activities.

The in-Country projects fund participation of project staff/ government officials in the capitalization meetings.

In-Country project staff speak at least English or French.

2.2 Number of in-Country projects

In-Country projects under Phase I

100 percent of the in-Country projects

In-Country project reports. Respectivein-Country projects

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under Phase II benefitting from the transversal coordination mechanisms.

(GCP/GLO/539/EC) have common coordination mechanisms (reporting, converging M&E indicators). In-Country projects under Phase II are not yet integrated into the support mechanism.

The support mechanism has not been adapted to allow the same level of efficiency in the case of inclusion of additional countries.

use the coordination mechanisms.

Transversal mechanisms reviewed to allow integration of new countries at same level of efficiency.

Transversal project reports.

Reports and attendance lists of capitalization meetings.

and delegations will engage with the transversal level activities.

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3. Capacities of project staff, national counterparts and other stakeholders are developed. 3.1 Tool box of

FAO’s VGGT tools created.

There is no comprehensive list including background information on FAO tools supporting VGGT implementation.

The tool box is created by the end of year two.

Transversal project reports; availability of knowledge management platform.

3.2 Learning needs assessed at transversal level.

Learning needs of the in-Country project team has been partially done for Phase I (GCP/GLO/539/EC) in-Country projects but not for Phase II in-Country projects.

One Generic learning needs assessment developed.

The eight new in-Country projects have their learning needs assessed by the end of year 2017.

Generic learning needs assessment available.

Learning needs assessment reports prepared by the Phase II project.

Concerned in-Country projects and delegations will engage with the transversal level activities.

3.3 In-Country project staff demonstrate knowledge on specific VGGT thematic issues.

Stakeholders require increased capacity on specific aspects of improving governance of tenure.

75 percent (of which 30 percent women) of in-Country project staff and government counterparts can demonstrate increased knowledge after each training session.

Analysis of the pre and post training knowledge; training evaluation, reports.

Concerned in-Country projects and delegations will engage with the transversal level activities.

Trainings can be organized several times to accommodate region/languages/ thematic interests by groups of in-Country projects, without

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substantive additional cost requirements.

3.4 Request for technical backstopping on use of VGGT tools met.

Stakeholders require increased capacity to use VGGT tools.

100 percent of requests for technical backstopping on the use of VGGT tools met.

Budget for technical backstopping exhausted.

Concerned in-Country projects and delegations will engage with the transversal level activities.

The available budget for technical backstopping will suffice.

3.5 Provision of funds for contracts to support the use of VGGT tools based on selection mechanism.

No selection mechanism exists

No funds available for contracts for selected in-Country projects under Phase I.

Selection mechanism established.

Funds for contracts exhausted.

Transversal project and in - Country progress reports.

In-Country projects will require additional funding to serve specific activities which fall under this mechanism.

4. In-Country projects under the European Union Land Governance Programme receive direct support from FAO.

4.1 Technical support needs analysis is completed for the in-Country projects to enhance VGGT implementation.

No Technical support needs analysis has been undertaken for the in-Country projects Phase I (GCP/GLO/539/EC) and Phase II.

Technical needs of 100 percent of in-Country projects under Phase II have been assessed.

Back to Office reports.

Technical support needs sheets per in-Country projects.

The in-Country projects will work in close cooperation with the transversal teams.

4.2 Number of days of direct

No support is yet mobilized beyond

At least 20 experts days

Terms of reference of the support requested.

Concerned in-Country projects and

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technical support provided to enhance VGGT implementation of the in-Country projects.

given support by the transversal team.

mobilized per year from year two onwards.

Inputs reports or back to office reports of in-Country missions.

delegations will engage with the transversal level activities.

Expertise may be headquarters based or in-Country support.

5. Monitoring is enhanced and lessons learnt are documented and disseminated.

5.1 Good practices to improve governance of tenure are documented.

Documentation of the achievements and lessons learnt of the in-Country projects to improve governance of tenure not started.

Before the end date of each in-Country project, at least three good practices fact-sheets are created.

Good practices fact sheets.

In-Country projects wish to and actively engage in documenting their good practices.

5.2 Good practices to improve governance of tenure are disseminated.

Dissemination of the achievements and lessons learnt of the in-Country projects to improve governance of tenure not started.

Before the end date of each in-Country project, at least three good practices fact-sheets are distributed.

Monitoring of physical and electronic distribution.

In-Country projects wish to and actively engage in documenting their good practices.

5.3 One international event for the5th Year Anniversary of the Endorsement of the VGGT conducted.

There is currently no global VGGT stock-taking event planned that will also provide visibility for the in-Country projects.

One event to be organized in Brussels or Rome for at least one day.

Number of participants of which 30 percent

Participants list.

Report of the event.

VGGT implementation will have been undertaken in several in-Country projects. Experiences from stakeholders would be worth sharing and have been recorded.

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women.

5.4 Progress of in-Country projects regularly monitored

FAO currently does not report on progress of the in-Country projects themselves.

Report on progress of in-Country projects recorded as a result of each capitalization meeting.

Draft report.In-Country projects report to FAO on progress made.

1. VGGT are mainstreamed in the project during the project start-up phaseActivity 1.1 Design of a facilitated event “How to incorporate and mainstream the VGGT (and F&G in Africa) into your project”Activity 1.2 Delivery of the facilitated event “How to incorporate and mainstream VGGT (and F&G in Africa) into your project”Activity 1.3 Provision of technical support to in-Country project design during inception phase

2. Activities of the in-Country projects are capitalized and coordinatedActivity 2.1 Support to the organization and conduct of capitalization meetingsActivity 2.2 Facilitating coordination of activities

3. Capacities of project staff, national counterparts and other stakeholders are developed

Activity 3.1 Development of a VGGT implementation toolboxActivity 3.2 Preparation and delivery of learning needs assessmentsActivity 3.3 Development in-depth VGGT thematic training modulesActivity 3.4 Mentoring in-Country tailor-made use of FAO’s VGGT toolsActivity 3.5 Provision of funds for contracts to support the use of VGGT tools

4. In-Country projects under the European Union Land Governance Programme receive direct support from FAOActivity 4.1 In-Country project technical support needs analysisActivity 4.2 Mobilization of In house or specifically recruited expertise

5. Monitoring is enhanced and lessons learnt are disseminatedActivity 5.1 Support to systematic documentation of lessons learntActivity 5.2 Ensure dissemination of lessons learntActivity 5.3 Organize one high level international event for the 5th Year Anniversary of the Endorsement of the VGGTActivity 5.4 Progress of in-Country projects is regularly monitored and information prepared for reporting at higher levels (e.g. CFS)

Note: Indicators will be verified and amended if required during the inception phase of the project (first six months).

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APPENDIX II

WORK PLAN

2017 2018 2019 2020Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Activity 1.1

Design of a facilitated event “How to incorporate and mainstream the VGGT (and F&G in Africa) into your project”

Activity 1.2Delivery of the facilitated event “How to incorporate and mainstream VGGT (and F&G in Africa) into your project”

Activity 1.3Provision of technical support to in-Country project design during the pro-ject design and inception phase

Activity 2.1 Support to the organization and con-duct of capitalization meetings

Activity 2.2 Facilitating coordination of activities

Activity 3.1 Development of a VGGT implementa-tion toolbox

Activity 3.2 Preparation and delivery of learning needs assessment

Activity 3.3 Development and roll-out of in-depth VGGT thematic trainings

Activity 3.4 Mentoring in-Country tailor-made use of VGGT tools

Activity 3.5 Provision of funds for contracts to support the use of VGGT tools

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Activity 4.1In-Country project technical support needs analysis led by the transversal team

Activity 4.2 Mobilization of in-house or specifically recruited expertise

Activity 5.1 Support to systematic documentation of lessons learnt

Activity 5.2 Ensure dissemination of lessons learnt

Activity 5.3Organize one high-level international event for the 5th Year Anniversary of the Endorsement of the VGGT

Activity 5.4Progress of in-Country projects is reg-ularly monitored and information pre-pared for reporting at higher levels (e.g. CFS)

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APPENDIX III

TERMS OF REFERENCE

Project title: Support to and Capitalization on the European Union Land Governance Programme Phase II

Position title: Land Tenure Officer, Partnerships, Advocacy and Capacity Development Division (OPC), 48 months.

Grade level: P- 3

Duty station: Rome, Italy

Duties and Responsibilities

Under the supervision of the Deputy Director of the Partnership, Advocacy and Capacity Development Division (OPC) and liaising with the Transversal Coordinator based in Addis Ababa, and relevant units at headquarters, the Land Tenure Officer will provide technical support ensuring coordination of activities and supporting the development of strategies and activities for the Support to and Capitalization on the European Union Land Governance Programme Phase II project and, in particular, will:

ensure mobilization of technical expertise at headquarters level through liaison with the task force members;

ensure the preparation of technical trainings on the VGGT which entails collecting all the relev-ant knowledge, prepare learning events and corresponding materials;

coordinate delivery of the technical trainings to the in-Country project staff and government counterparts;

support the Land Tenure Officer in Addis Ababa in the preparation of the capitalization meet-ings;

ensure the set-up of a systematic collection of good practices; coordinate the preparation of the 5th Year Anniversary of the Endorsement of the VGGT Event; undertake support missions to the in-Country projects; collaborate with other FAO units working on VGGT in order to mobilize headquarters expertise

for the in-Country projects; advise on the selection of consultants for the FAO direct support to in-Country projects under

the European Union Land Governance Programme; ensure supervision and backstopping of the consultants; prepare the project progress reports; perform other duties as required.

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Project title: Support to and Capitalization on the European Union Land Governance Programme Phase II

Position title: Land Tenure Officer, Partnership, Advocacy and Capacity Development Divi-sion (OPC): 14 months

Grade Level: P-4

Duty Station: Addis Ababa, Ethiopia

Duties and Responsibilities (as stated in the project document of Phase I [GCP/GLO/539/EC])

Under the supervision of the Coordinator of the Subregional Office for Eastern Africa (SFE) and Representative to Ethiopia, and the technical guidance of the Deputy Director of the Partnership, Advocacy and Capacity Development Division (OPC), in collaboration with the African Union/African Development Bank/United Nations Economic Commission for Africa Land Policy Initiative (LPI), the Land Tenure Officer will provide technical support ensuring coordination of activities and supporting the development of strategies and activities within for the Support to and Capitalization on the European Union Land Governance Programme Phase II project, and, in particular, will:

lead FAO’s liaison with the European Union’s Food Security Thematic Programme (FSTP) sup-ported national programmes on governance of tenure, and facilitate relations between these national programmes, with the Land Policy Initiative (LPI) Secretariat and relevant regional partners;

contribute to FAO’s liaison between global VGGT implementation processes, European Union-FSTP programme, and implementation of the F&G in Africa; together with LPI Secretariat and the FAO Senior Officer attached to LPI Secretariat, ensure coherence between these processes and programmes;

support national European Union-FSTP programmes in various phases and aspects (formula-tion, inception, capacity development, trainings, monitoring, capitalization and sharing of les-sons learned and good practices, communication) as relevant in order to enhance the sharing of lessons and experiences and to strengthen global awareness and uptake of the achieve-ments and lessons of the national projects ;

contribute to information exchange and technical assistance for capacity development required for the support and the implementation of the VGGT;

participate in selected country meetings and in Subregional/regional meetings to develop ca-pacities, to share lessons and experiences, and to develop a sense of regional ownership;

plan, organize or co-organize the meetings as needed; represent FAO at technical meetings and workshops to promote the awareness and imple-

mentation of the VGGT, their linkages with Regional Economic Commissions (RECs) and Pan-African processes including LPI;

support the development of synergies between the ten European Union-FSTP programmes and regional/global processes aiming to improve governance of tenure and strengthen land policies;

collaborate with other FAO units in work on the VGGT; advise on the selection of consultants; prepare technical and other reports; perform other duties as required.

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Project title: Support to and Capitalization on the European Union Land Governance Programme Phase II

Position title: Capacity Development Officer, Partnership, Advocacy and Capacity Development Division (OPC), six months

Grade Level: P-3

Duty Station: Rome, Italy

Duties and Responsibilities

Under the supervision of the Deputy Director of the Partnerships, Advocacy and Capacity Development Division (OPC) and liaising with the Land Tenure Officers based in Addis Ababa and in Rome, the Programme Officer will support the team from a capacity development perspective for the Support to and Capitalization on the European Union Land Governance Programme Phase II project.

Key Functions In particular the Capacity Development Officer, will:

plan and support the development and/or adaptation of capacity development materials re-lated to the VGGT (and F&G in Africa) in coordination with the respective counterparts;

lead and/or contribute to the planning, organization and implementation of technical meetings and workshops, in coordination and distribution of the materials in the region;

contribute to the identification and preparation of advocacy and information products, includ-ing guides and learning materials;

contribute to the planning and implementation of support for country-level actions guided by FAO’s Country Programming Frameworks (CPFs) to provide technical and capacity development advice, with particular reference to country-level support;

undertake, for select countries, capacity needs assessments to support the analysis, formula-tion and adaptation of FAO’s knowledge and learning products into Arabic and selected local languages;

analyse and monitor key developments in the Governance of tenure, and provide guidance in areas related to capacity development;

prepare clear and concise reports related to activities undertaken and capacity needs assess-ments;

file Monthly Activity Report indicating Activities and Outputs of the same for a given month and submitted to the budget holder for approval via e-mail;

perform other duties as required.

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Project title: Support to and Capitalization on the European Union Land Governance Programme Phase II

Position title: Programme Officer, Partnerships, Advocacy and Capacity Development Division (OPC), 12 months

Grade level: P- 3

Duty station: Rome, Italy

Duties and Responsibilities

Under the supervision of the Deputy Director of the Partnerships, Advocacy and Capacity Development Division (OPC) and liaising with the Land Tenure Officers based in Addis Ababa and in Rome, the Programme Officer will contribute to the set-up of the programme to support the Support to and Capitalization on the European Union Land Governance Programme Phase II project, developing contacts with donors to promote and maintain the programme and providing budgetary management and monitoring support.

Key Functions In particular, the Programme Officer will:

collaborate and coordinate with the management team on the implementation of the Volun-tary Guidelines on the Responsible Governance of Tenure of Land, Fisheries and Forests with the Trust Fund Projects;

handle day-to-day management and team support operations; contribute to Strategic programme documents and appeals; coordinate with other units and the field offices the follow-up to the requests, in particular the

preparation of the project agreements and collaborates with technical divisions concerned on the formulation of project agreements;

collaborate with concerned professional staff in FAO’s technical, operational and administrative divisions at headquarters and in the Regional and Subregional Offices, in relation to the pro-jects;

support the preparation of project work plans to achieve organizational and donor related tar-gets;

facilitate contact with potential partners to explore funding opportunities, supports negoti-ations of funding agreements and project proposals with governments; maintains effective working relationships with key stakeholders throughout the project cycle, including to support implementation, facilitates monitoring and compliance issues and ensures submission of re-ports, as required;

administer and monitors budget related trust funds. Prepares allotments, staffing, authoriza-tions and redeployments of funds, analyses budget submissions, obtains clearances, clarifica-tions and justifications;

prepare budget performance reports, narrative reports and programme documents; support the preparation of the monitoring and evaluation plan to ensure project monitoring,

achievement of project objectives and impact in line with the implementation arrangements and obligations of the approved projects;

provide project implementation recommendations through all stages of their cycle including: identification, formulation, implementation, monitoring, reporting and closure, in cooperation and consultation with relevant units;

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provide operational and administrative support during the project implementation; update operational and pipeline project data and follows-up with technical, operational and

administrative units concerned, both at Headquarters and in the decentralized offices; and keep abreast of FAO internal and external policies, procedures and priorities; keep abreast of donors’ policies and priorities and provide advice to the team accordingly both

at headquarters and in the field; organize and participate, on behalf of FAO, in official meetings with donors and member coun -

tries; prepare project reports and briefs by relevant personnel, reviewing and approving donor re-

ports on the use of project resources, with due attention to donors’ rules, agreed reporting formats and schedule;

contribute to the preparation of progress and financial reports for both internal and external use (addressed to specific donors);

file Monthly Activity Report indicating Activities and Outputs of the same for a given month and submitted to the budget holder for approval via e-mail;

perform any other duties as required.

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Project title: Support to and Capitalization on the European Union Land Governance Programme Phase II

Position title: Information and Knowledge Management Officer, Partnership, Advocacy and Capacity Development Division (OPC), 32 months

Duty Station: Rome, Italy

Duties and Responsibilities

Under the overall supervision of the Deputy Director of the Partnerships, Advocacy and Capacity Development Division (OPC) and the Land Tenure Officers based in Addis Ababa and in Rome, the Knowledge Management Officer will support the Support to and Capitalization on theEuropean Union Land Governance Programme Phase II project team from a knowledge management perspective. This project supports VGGT implementation in 18 in-Country projects. The transversal support helps in-Country projects to mainstream the VGGT and its principles into the implementation, to get familiar with the tools promoting the exchange of information and lessons learnt, enhance technical direct support, strengthening the capacity development of the in-Country staff and government counterparts, documenting and disseminating good practices. Managing the information and the knowledge generated by the 18 in-Countries projects and making broadly available is a crucial aspect.

Key Functions

In liaison with other FAO teams, the Information and Knowledge Management Officer will:

provide guidance for content and regularly update documents on good practices and Know-ledge Management in French and English, supervise the Spanish adaptation as well as graphic design in the three languages;

provide technical support to the in-Country projects on experience capitalization and good practice;

provide support for the facilitation of events; represent the team in internal and external events in Rome or abroad; provide assistance to organize international events on the VGGT; provide assistance to facilitate inputs gathering from a broad range of stakeholders for interna-

tional VGGT events; provide assistance in the design and follow up of contracts for the production of advocacy ma-

terial; file Monthly Activity Report indicating Activities and Outputs of the same for a given month

and submitted to the budget holder for approval via e-mail; perform other duties as required.

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Project title: Support to and Capitalization on the European Union Land Governance Programme Phase II

Position title: In-House Web Knowledge Management Platform Officer, one month, two percent

Duty station: Addis Ababa, Ethiopia

Duties and Responsibilities

Under the supervision and direction of the Subregional Coordinator for Eastern Africa (SRC) and FAO Land Tenure Officer in Addis Abba, the staff will support the Web-based Knowledge Management (KM) platform for the project “Support to and Capitalization on the European Union Land Governance Programme in Africa”. The support is to ensure the continuous and effective functioning of the platform and the updating of the platform to the needs of the new in-Country projects under Phase II of the European Union Land Governance Programme.

Key Functions

In particular, House Web Knowledge Management Platform Officer will:

keep content of the platform up to date, upload new materials and track platform usage and views or hits;

monitor and respond to platform contributions and feedback related to the projects at thePan-African, Transversal and in-Country levels;

support the use and implementation of the platform for knowledge sharing and services, mon-itoring and evaluating their success; strengthen knowledge sharing processes between the Pan-African, Transversal and in-Country projects;

provide support on knowledge products and knowledge sharing tools to users of the platform; provide support for use of e-learning modules for land governance on the platform; participate in professional training and capacity development activities, particularly in events

related to the programmes’ Outputs so as to develop capacity and knowledge in these areas; provide on-line assistance and responses to queries on the use of the platform; train key project implementers in the ten in-Country projects in the use of the system; facilitate a roll out of the system to other stakeholders through demonstrations, presentations,

training documentation and training workshops; ensure the quality of material posted on the platform, (consolidated replies, e-discussion sum-

maries, updates, newsletters etc.); support Experts in arranging and moderating the community of practice; support the organization of capitalizations meetings for the transversal component of the Pro-

ject; support SFE Information, Communication Technology (ICT) unit in areas determined by the ICT

Officer; file Monthly Activity Report indicating Activities and Outputs of the same for a given month

and submitted to the budget holder for approval via e-mail. perform other duties as required; performs other functions as may be determined by FAO-SFE.

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Project title: Support to and Capitalization on the European Union Land Governance Programme Phase II

Position title: National Policy and Monitoring and Evaluation Officer, seven months, 13 percent

Duty station: Addis Ababa, Ethiopia

Duties and Responsibilities

Under the supervision of the FAO Land Tenure Officer in Addis Ababa, and the FAO Land Tenure Officer in Rome, the staff will coordinate and harmonize the M&E system of the “Support to and Capitalization on the European Union Land Governance Programme” developed under Phase I (GCP/GLO/539/EC) for the eight new in-Country projects of the European Union Land Governance Programme. Key Functions In particular, the Translation Officer will:

elaborate a common set of indicators to monitor the integrated implementation of the VGGT and F&G at the Pan-African level;

design and operationalize the Project’s M&E system at the transversal level and develop indicators for monitoring five key VGGT and F&G thematic issues at the that level: awareness raising, capacity development, support to countries, partnerships and effectiveness of the M&E system;

assess the country level M&E systems for the ten in-Country projects including framework, baseline indicators, strengths and weaknesses, gaps, etc.;

design a consolidated M&E system and indicators with 80 percent convergence for the tenin-Country projects to be piloted in the Republic of Niger and the Republic of Malawi;

develop and implement a piloting strategy for the M&E system in the Republic of Niger and the Republic of Malawi, including country level capacity for the pilot implementation;

design a capacity development component/strategy to support the process in the two pilot countries;

train selected project staff at the three levels in the use of the systems: Pan-African, transversal levels and ten in-Country projects;

Perform other duties as required.

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Project title: Support to and Capitalization on the European Union Land Governance Programme Phase II

Position title: Translation Officer (English, French, Spanish, local languages), six months

Duty station: Addis Ababa, Ethiopia

Duties and Responsibilities

Under the supervision of the FAO Land Tenure Officer in Addis Ababa, and the FAO Land Tenure Officer in Rome, the staff will translate all relevant documents required to support the implementation of the “Support to and Capitalization on the European Union Land Governance Programme Phase II” project into English, French and Spanish and if required local languages of the in-Country projects. Key Functions In particular, the Translation Officer will:

translate all relevant documents for the Capitalization meetings; translate all text on the interface of the knowledge management platform; translate all relevant documents for trainings and workshops.

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Project title: Support to and Capitalization on the European Union Land Governance Programme Phase II

Position title: Interpretation Officer (English, French, Spanish, local languages), six months

Duty station: Addis Ababa, Ethiopia

Duties and Responsibilities

Under the supervision of the FAO Land Tenure Officer in Addis Ababa, and the FAO Land Tenure Officer in Rome, the staff will be responsible for interpretation into English, French and Spanish and potentially local languages of in-Country projects required under the “Support to and Capitalization on the European Union Land Governance Programme Phase II” project. Key Functions In particular, the Interpretation Officer will:

interpret during Capitalization meetings; interpret if and when required at other meetings in countries such as for training and work-

shops.

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Project title: Support to and Capitalization on the European Union Land Governance Programme Phase II

Position title: Facilitation Officer, 20 months

Duty station: Multiple Duty Stations

Duties and Responsibilities

Under the supervision of the FAO Land Tenure Officer in Addis Ababa, and the FAO Land Tenure Officer in Rome, the staff will facilitate events related to implementation of the “Support to and Capitalization on the European Union Land Governance Programme Phase II” project.

Key Functions

In particular, the Facilitation Officer will:

facilitate the Capitalization meetings; facilitate trainings and workshops; support the design of facilitated processes.

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APPENDIX V

PROJECT RISK LOG

Section A: Risks

Risk No. Risk statement

Impact [effect on project organizationif risk were to occur: H, MH, ML or L]

Likelihood[estimate of likelihood: H, MH, ML or L]

Overall ranking (Red/Amber/ Green)

Mitigating action

Action owner[person/unit appointed to monitor this risk]

Target date

1 Inadequate coordination between the implementation partners (FAO, European Union, in-Country implementers).

ML-possibility to slow down project implementation and lower quality of the lessons learnt.

MH Amber Bi-yearly senior management level negotiations.

Day to day liaison between the Land Tenure Officer based in LPI and FAO headquarters.

Regular contacts between FAO, European Union delegations and in-Country projects implementers.

Project Land Tenure Officer and Transversal Coordinator.

To be monitored and updated regularly during implementation.

2 The in-Country projects and concerned European Union delegations do not support/engage with the transversal level activities.

MH-in case of lacking engagement in transversal activities, FAO will not be in a position to support take up of the VGGT.

L- European Union delegations have expressed willingness for the in- country projects to engage at the transversal level.

Green Regular contacts between FAO, European Union delegations and in-Country projects implementers.

Project Land Tenure Officer and Transversal Coordinator.

To be monitored and updated regularly during implementation.

3 Implementation periods of the in-Country projects vary a lot.

ML-possible impact on the delivery of capitalization meetings and trainings.

MH Amber Specific provisions have been made under Phase II (Outputs 1 and 2) to ensure specific support for the in-Country projects with a late start.

Project Land Tenure Officer and Transversal Coordinator.

To be monitored and updated regularly during implementation.

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Section B: Environmental and Social Risks

ESS Standard Risk Description Mitigation hierarchy

Mitigation action Responsible Timeframe Indicator

ESS1 None – Phase II aims at supporting VGGT Implementation byin-Country projects

- - - - -

ESS 2 Non relevantESS 3 Non relevantESS 4 Non relevantESS 5 Non relevantESS 6 Non relevantESS 7 Non relevantESS 8 Participation of women in

events of the in-Country projects might not be equal to the participation of men

medium Specific attention will be drawn to gender-equitable participation in events and gender sensitive indicators in the M&E framework at transversal and in-Country projects levels.

Project land tenure officers

Regularly monitored through the bi-yearly capitalization meetings and the in-Country project reports.

% of women participating to the in-Country project events.

ESS 9 None – the project is supporting the implementation of the VGGT in the 18 in-Country projects. This includes promoting respect for legitimate tenure rights of indigenous communities.

- Specific attention will be drawn to specific needs of indigenous communities.

Project land tenure officers

Regularly monitored through the bi-yearly capitalization meetings and the in-Country project reports.

Sensitization on issues pertaining to indigenous communities done (yes/no)

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