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United Nations Development Programme Country: BOTSWANA

PROJECT DOCUMENT

Project Title: National Biodiversity Planning to Support the implementation of the CBD 2011-

2020 Strategic Plan in Botswana

UNDAF Outcome(s): A diversified economy whose growth is rapid, inclusive, sustainable and generates decent

employment opportunities by 2016. UNDP Strategic Plan Environment and Sustainable Development Primary Outcome: Strengthen national capacity to manage

the environment in a sustainable manner while ensuring adequate protection of the poor. Mobilizing environmental financing.

UNDP Strategic Plan Secondary Outcome: Mainstreaming environment and energy.

Expected CP Outcome(s): 1.1 Enhanced national and district capacity to support inclusive community-driven Development.

2.2 Technical and institutional capacity to develop, implement and monitor inclusive development polices and strategies is

strengthened in key ministries

2.3 The institutional and regulatory environment for inclusive trade and private sector development is strengthened.

Expected CPAP Output (s):

1.1.1 Evidence based responsive policies, legislation, programmes and projects formulated by government to accelerate progress

towards Vision 2016 goals,

NDP10 goals, MDGs and Millennium Declaration.

National Executing Entity

The Department of Environmental Affairs (DEA) under the Ministry of Environment, Wildlife and Tourism (MEWT).

Brief Description: This project is part of the second generation of Biodiversity Enabling Activities (BD EA) under the GEF. Botswana has been Party to

the Convention on Biological Diversity (CBD) since 1995. The project addresses the country’s need to continue to fulfill its obligations under the CBD,

with particular focus on the Convention’s Article 6 and the CBD COP Decision X/2. Above all, the project is a significant contribution to Botswana’s

efforts towards implementing the CBD Strategic Plan 2011-2020 at the national level. The project builds on the current status and achievements of

Botswana with respect to biodiversity planning and reporting. It aims to integrate Botswana’s obligations under the CBD into its national development and

sectoral planning frameworks through a renewed and participative ‘biodiversity planning’ and strategizing process. This process is expected to produce

measurable targets for biodiversity conservation and sustainable use. It will equally ensure that the value of ecosystems’ goods and services, as well as the

challenges and opportunities for ecosystem-based adaptation and resilience are taken into consideration in the process. The project will achieve its

objective through the implementation of three components, whose activities are thoroughly described in the GEF approved proposal for BD EA. They are:

(1) A participative stocktaking exercise on biodiversity planning takes place and national biodiversity targets are developed in response to the global Aichi

Targets; (2) The NBSAP is revised/updated and it fully integrates new aspects of the CBD strategic plan, such as mainstreaming and anchoring the

implementation of the plan into national development frameworks, valuing ecosystem services and promoting ecosystem-based adaptation and resilience;

and (3) National frameworks for resource mobilization, Convention reporting and exchange mechanisms are strengthened.

Programme Period: 2010-2016

Award Title: PIMS 4844 GEF5 BD

EA Botswana

Atlas Award ID: 00062664

Project ID: 00080153

PIMS #: 4844

Start date: March 2012

End Date: August 2015

Management

Arrangements: NEX

PAC Meeting Date: 25 Jan 2012

[A + B] Total resources required (total project funds) $757,008

[A] Total allocated resources

(UNDP managed funds under this award) $637,008

Regular (UNDP TRAC) $165,000

GEF $207,000

Government cost-sharing $265,008

[B] Other (partner managed resources)

- Government (in-kind) $120,000

- NGOs and others (not monetised) -

Agreed by (Government):

Date

Agreed by (Executing Entity):

Date

Agreed by (UNDP):

Date

http://www.cbd.int/convention/articles/?a=cbd-06

http://www.cbd.int/decision/cop/?id=12268

PRODOC. v.220212 4844 GEF5 BD EA Botswana 2

Table of Contents

Overview of Approved Proposal........................................................................................................................ 3

SECTION I: Elaboration of the Narrative ....................................................................................................... 5 PART I: Situation Analysis ........................................................................................................................... 5

Point of Departure ................................................................................................................................ 5 Stakeholder Analysis and Engagement ................................................................................................ 5

PART II: Strategy .......................................................................................................................................... 7 Project Goal, Objective, Outcomes and Outputs/activities .................................................................. 7 Project Risks ......................................................................................................................................... 8

PART III: Management Arrangements ....................................................................................................... 8 PART IV: Monitoring and Evaluation Plan and Budget ......................................................................... 11

Monitoring and reporting ................................................................................................................... 11 PART V: Legal Context ............................................................................................................................... 13

SECTION II: STRATEGIC RESULTS FRAMEWORK (SRF) AND GEF INCREMENT ..................... 14 PART I: Strategic Results Framework, SRF (formerly GEF Logical Framework) Analysis ............... 14

Indicator framework as part of the SRF ............................................................................................. 14

SECTION III: Total Budget and Workplan .................................................................................................. 18

SECTION IV: ADDITIONAL INFORMATION .......................................................................................... 21 PART I: Other agreements ......................................................................................................................... 21

Co-financing Letters ........................................................................................................................... 21 PART II: Terms of References for key project staff ................................................................................. 21

National Project Coordinator ............................................................................................................. 22 Project Assistant ................................................................................................................................. 23 Project Consultants ............................................................................................................................. 24

Project Annexes................................................................................................................................................. 25 Annex 1. Approved GEF proposal for BD EA (Headings Overview on page 3) ..................................... 25 Annex 2. GEF CEO Approval Letter ......................................................................................................... 46 Annex 3. Minutes of the Local Project Appraisal Committee (LPAC) Meeting .................................... 47 Signature Page .................................................................................................. Error! Bookmark not defined.


Overview of Approved Proposal

EA Proposal: Headings Overview

PART I: PROJECT IDENTIFIERS A. EA FRAMEWORK

B. CO-FINANCING FOR THE EA BY SOURCE AND BY NAME

C. GRANT RESOURCES REQUESTED BY AGENCY, FOCAL AREA AND COUNTRY

D. EA MANAGEMENT COST

PART II: ENABLING ACTIVITY JUSTIFICATION

A. ENABLING ACTIVITY BACKGROUND AND CONTEXT

B. ENABLING ACTIVITY GOALS AND OBJECTIVES

C. DESCRIBE THE EA AND INSTITUTIONAL FRAMEWORK FOR PROJECT IMPLEMENTATION

D. DESCRIBE, IF POSSIBLE, THE EXPECTED COST-EFFECTIVENESS OF THE PROJECT

E. DESCRIBE THE BUDGETED M&E PLAN

F. EXPLAIN THE DEVIATIONS FROM TYPICAL COST RANGES (WHERE APPLICABLE):

PART III: APPROVAL/ENDORSEMENT BY GEF OPERATIONAL FOCAL POINT(S) AND GEF AGENCY(IES)

A. RECORD OF ENDORSEMENT OF GEF OPERATIONAL FOCAL POINT(S) ON BEHALF OF THE GOVERNMENT(S):

B. CONVENTION PARTICIPATION

C. GEF AGENCY(IES) CERTIFICATION

Annex A: CONSULTANTS TO BE HIRED FOR THE ENABLING ACTIVITY

-- Refer to Annex 1 for the approved proposal --


Acronyms

APR/PIR Annual Project Review / Project Implementation Report

BD EA Biodiversity Enabling Activities

CBD Convention on Biological Diversity

CDR Combined Delivery Report

CHM Clearing House Mechanism

CO Country Office (UNDP)

COP Conference of the Parties

CPAP Country Programme Action Plan

DOE Department of Environment

DEA Department of Environmental Affairs

GEF Global Environment Facility

MCST Ministry of Communications, Science and Technology

MEWT Ministry of Environment, Wildlife and Tourism

MFDP Ministry of Finance and Development Planning

NBDA National Biodiversity Authority

NBSAP National Biodiversity Strategy and Action Plan

NIM National Implementation Modality (UNDP’s)

NPC National Project Coordinator

NPD National Project Director

QOR Quarterly Operational Reports

TBW Total Budget and Work plan

TEEB The Economics of Ecosystems and Biodiversity

UNDP United Nations Development Programme

UNEP United Nations Environment Programme


SECTION I: Elaboration of the Narrative

PART I: Situation Analysis

POINT OF DEPARTURE

1. This Project Document (PRODOC) serves to operationalise at the level of UNDP and

government, the proposal for Biodiversity Enabling Activities approved by the GEF on

[November 3rd

2011]. This proposal is appended to the PRODOC in Annex 1 and the GEF CEO

Letter of Approval is in Annex 2.

2. The project builds on the current status and achievements of Botswana with respect to its

obligations vis-à-vis the Convention on Biological Diversity (CBD), in particular the country’s

biodiversity planning and Convention reporting processes, and its commitment to implement, at

the national level, the CBD’s Strategic Plan for the period 2011-2020. These processes and

achievements are summarised in a matrix in Annex 1, under the heading ‘Enabling Activity

Background and Context’.

3. In particular, the NBSAP for Botswana was completed in 2007.1 This version of the

NBSAP does not include a number of elements of the CBD Strategic Plan’s Aichi Targets and

newer COP guidance. The new CBD Strategic Plan, adopted at CoP-10 in 2010 in Nagoya,

clearly addresses the need for updating NBSAPs, stating in Target 17 that “By 2015, each Party

has developed, adopted as a policy instrument, and has commenced implementing an effective,

participatory and updated national biodiversity strategy and action plan.” The strategic plan also

covers a range of issues that will need to be incorporated into the revised NBSAPs, including

guidance to countries to: a) fully realise the value of biodiversity and ecosystem services, and

incorporate these values into national and local development and poverty reduction strategies

(Targets 1 and 2); b) increase the global terrestrial protected area estate from 12% to 17% and

the marine estate from 6% to 10% (Target 11); c) restore and safeguard key ecosystem services,

especially for water, health and livelihoods (Target 14); and d) strengthen ecosystem resilience to

climate change and promote ecosystem-based approaches to climate change adaptation and

mitigation (Target 15).

4. The achievements and shortcomings of previsous biodiversity planning processes in

Botswana are described in the GEF proposal (Annex 1), under heading ‘The Baseline Project:

The Current NBSAP and the new CBD Strategic Plan’.

5. Together, all of the above elements constitute the ‘Point of Departure’ and general

context for the current Biodiversity Enabling Activities project of Botswana.

STAKEHOLDER ANALYSIS AND ENGAGEMENT

1 See www.cbd.int/reports/search

http://www.cbd.int/reports/search


6. There is an extensive body of guidance explaining how those responsible for biodiversity

planning can approach the task of identifying stakeholders. In its guidance to Parties on the

organization of NBSAPs and preparation of national reports, the COP has repeatedly stressed

that, if the necessary transition from biodiversity planning to biodiversity implementation is to be

made, then everyone with a stake in the outcome of the NBSAP needs to be engaged.

7. The stakeholder engagement process in Botswana will start with the CBD national focal

points, the NBSAP responsible authority - The Department of Environmental Affairs (DEA)

under the Ministry of Environment, Wildlife and Tourism (MEWT); and thereafter it will expand

to include a much broader range of national actors. Developing and implementing Botswana’s

NBSAP will be a widely inclusive and participative process.

8. A national steering committee and one or more working groups will be proposed for

accompanying the process of developing national targets, updating the NBSAP and preparing the

national reports. The steering committee will include representatives of all sectors. Below is an

overview of the potential role of different stakeholders and the rationale for their involvement in

the project.

Table 1. Stakeholder Matrix

Sector Agency/department Potential role in the project and rationale

for involvement

Biodiversity

conservation

Ministry of Environment, Wildlife and Tourism

Executing agency of the project and

responsible for development of policy and

legislation

Sustainable

agriculture

District Land Use Planning Unit

Ministry of Agriculture

Steering committee member

Academia University of Botswana

Botswana College of Agriculture

Okavango Research Institute

Tertiary and research institutions with

extensive local scientific, technical and

research capacity

Private Sector CARACAL

Game lodges, Trophy hunting and Safari

companies

HATAB

Potential to contribute further close the

biodiversity “funding gap”

Tourism Department of Wildlife and National Parks

Department of Tourism

Botswana Tourism Organisation

Tourism in Botswana is by and large based on

Biodiversity. Their involvement is key.

Non-governmental

Organizations

Birdlife Botswana

Kalahari Conservation Society

Botswana Council of Non-Governmental

Network

Experience in implementing biodiversity

conservation and sustainable development

work on the ground, as well as an

understanding of the needs of local

communities whose livelihoods are directly

dependent on biodiversity, and who are

vulnerable in specific ways to climate change

National Finance

and Budgeting

Ministry of Finance and Development Planning

Key decisions that affect biodiversity are made

in this Ministry. Their involvement is therefore

very important.

Women’s

organizations

Ditshwanelo-Human Rights

Gender is one of the development topics that

were selected for mainstreaming under

component 2, activity “Mainstreaming

biodiversity into development policies, plans


Sector Agency/department Potential role in the project and rationale

for involvement

and practices and into sectoral plans and

strategies”. The involvement of women’s

groups is therefore important. Refer also to

explanations on gender marking in Annex 1,

Part II, section C.

Energy Department of Energy Affairs

Steering committee members

Indigenous and

local community

organizations

Botswana Community Based Organisation

Network

21 Community Trusts in Okavango region

Community Trusts in Chobe-Linyanti

region, e.g. the Chobe Enclave

Conservation Trust-CECT,Kazungula

Lesoma Pandamatenga Community Trust-

KALIPA

Ngamiland District CBNRM Forum

CBNRM Forum and support programme

These could possibly be involved in the project

as steering committee members (for decision

by the Local Project Appraisal Committee).

Involvement of indigenous and local

community organizations Is very important for

the success of BD EA projects.

PART II: Strategy

PROJECT GOAL, OBJECTIVE, OUTCOMES AND OUTPUTS/ACTIVITIES

9. The project’s goal is to enable Botswana to integrate its CBD obligations into national

planning processes, in light of the CBD’s Strategic Plan 2011-2020.

10. The project objective is to integrate Botswana’s obligations under the Convention on

Biological Diversity (CBD) into its national development and sectoral planning frameworks

through a renewed and participative ‘biodiversity planning’ and strategizing process, in a manner

that is in line with the global guidance contained in the CBD’s Strategic Plan for 2011-2020.

11. In order to achieve the above objective, three ‘outcomes’ (corresponding to GEF

components) are expected from the project:

Outcome 1 – A participative stocktaking exercise on biodiversity planning takes place

and national biodiversity targets are developed in response to the global Aichi Targets

Outcome 2 – The NBSAP is revised/updated and it fully integrates new aspects of the

CBD strategic plan, such as mainstreaming and anchoring the implementation of the plan

into national development frameworks, valuing ecosystem services and promoting

ecosystem-based adaptation and resilience

Outcome 3 – National frameworks for resource mobilization, Convention reporting and

exchange mechanisms are established and strengthened

12. The Outcomes of the project, as well as the expected outputs and activities under those,

are thoroughly described in the GEF proposal in Annex 1.


PROJECT RISKS

Table 2. Project Risks Assessment and Mitigation Measures

IDENTIFIED

RISKS

RISK

ASSESSMENT

MITIGATION MEASURES DATE OF

RECORDING OF

RISK IN ATLAS*

Limited human

and technical

capacity to

implement the

project

Moderate The DEA will nominate a high level official who will serve as

the National Project Director (NPD) for the project

implementation..The Project Director will be a senior

government official with extensive experience in biodiversity

conservation. S/he will be supported by an Enabling Activities

Advisor with prior experience in biodiversity planning.

The NPD will be technically supported by the Enabling

Activities Technical Manager and his/her team, as well as by

the UNDP’s technical backstopping provided by the

UNDP/GEF Regional Technical Advisor responsible for the

project and the UNDP Environment Focal Point at the Country

Office

The NBSAP Lead Consultant will also technically lead the

development of the NBSAP.

t.b.d.

Inability to reach

consensus among

the various

stakeholders on

an agreed

strategy and

action plan

Low The Enabling Activities Technical Manager will establish and

convene a wider working group (or several thematic working

groups to be defined) to oversee a robust consultative process

that engages representatives from key sectors, administrative

leaders, and traditionally under-represented groups. Within this

working group, the specialist sub-group will work more closely

with the lead NBSAP consultant to support the development of

specific products under this project and ensure the broad

participation

t.b.d.

Lack of

willingness to

share available

biodiversity

conservation

outside

environmental

ministries and

authorities

Low An effective, user-friendly and easily updatable country-driven

CHM site will developed and linked up to the CBD’s global

CHM networks and to other information and knowledge

exchange network on biodiversity. It will be beneficial to all

stakeholders and users that provide information. This will

include advance information search, discovery, retrieval and

dissemination functions. Also uniform identity attributes,

information security standards, information access rules, user

authorization and access control will be put in place to promote

common trust. Tools and incentives will be developed to

collaborate and share knowledge and expertise and information

t.b.d.

* These risks are to be entered in Atlas shortly after PRODOC signature and prior to issuance of ASL.

PART III: Management Arrangements

13. The institutional and management arrangements for this project are described in the GEF

proposal under Project Implementation Arrangement’. The project execution modality is NEX.

The National Executing Entity is DEA MEWT. The National Biodiversity Authority may function as

Implementing Entity for certain activities linked to availing technical expertise and ensuring stakeholder

mobilisation. This form of engagement has been endorsed by the Local Project Appraisal Committee as


the minutes of the meeting, which deemed that the pre-selection of the National Biodiversity Authority as

Implementing Entity is in line with UNDP procedures.

14. The existing National Biodiversity Authority (NBDA) will serve as the Project Steering

Committee (PSC) and will be convened by the DEA, and will serve as the project’s coordination

and decision-making body. The Committee will equally function as the ‘Project Board’, as per

guidance in UNDP’s Programme and Operations Policies and Procedures (POPP).The PSC will

include representation of all the key project stakeholders. It will meet according to the necessity,

but not less than once in 6 months, to review project progress, approve project work plans and

approve major project deliverables. The PSC is responsible for ensuring that the project remains

on course to deliver products of the required quality to meet the outcomes defined in the project

document.

15. Until the PSC has met and has deliberated, the following are the proposed TOR for the

Committee

Provide policy and strategic oversight and support to the implementation of the project, in

particular to the process of updating the NBSAP, developing the country’s CHM and of

completing and submitting national reports to the CBD with full government endorsement.

Advise and ensure stakeholder involvement on matters of biodiversity sectoral and

development mainstreaming, biodiversity valuation and on the nexus biodiversity-climate

change.

Review and approve project’s annual workplans, as well as other project planning and

implementation instruments.

Provide inputs to the projects’ APR/PIR.

Support project evaluations, if applicable

Deliberate on the TOR and membership for other committees and working groups that are

expected contribute to the implementation of project activities and the achievement of its

outcomes.

Any other relevant task as applicable.

16. Besides the roles and responsibilities of different stakeholders outlined in this PRODOC

and in the approved proposal in Annex 1, the following project diagram represents the expected

key relationships governing the project.

17. Project Board is responsible for making management decisions for a project in particular

when guidance is required by the Project Manager. The Project Board plays a critical role in

project monitoring and evaluations by quality as suring these processes and products, and using

evaluations for performance improvement, accountability and learning. It ensures that required

resources are committed and arbitrates on any conflicts within the project or negotiates a solution

to any problems with external bodies. In addition, it approves the appointment and

responsibilities of the Project Manager and any delegation of its Project Assurance

responsibilities. Based on the approved Annual WorkPlan, the Project Board can also consider

and approve the quarterly plans (if applicable) and also approve any essential deviations from the

original plans.


18. In order to ensure UNDP’s ultimate accountability for the project results, Project Board

decisions will be made in accordance to standards that shall ensure management for development

results, best value money, fairness, integrity, transparency and effective international

competition. In case consensus cannot be reached within the Board, the final decision shall rest

with the UNDP Project Manager.

Potential members of the Project Board are reviewed and recommended for approval during the

PAC meeting. Representatives of other stakeholders can be included in the Board as appropriate.

The Board contains three distinct roles, including:

1) An Executive: Senior officer from the Department of Environmental Affairs, representing the

project ownership to chair the group.

2) Senior Supplier: individual or group representing the interests of the parties concerned which

provide funding for specific cost sharing projects and/or technical expertise to the project. The

Senior Supplier’s primary function within the Board is to provide guidance regarding the

technical feasibility of the project. These will be representatives of the Department of Wildlife

and National Parks, the UNDP Country office and, when applicable, UNDP/GEF.

3) Senior Beneficiary: individual or group of individuals representing the interests of those who

will ultimately benefit from the project. The Senior Beneficiary’s primary function within the

Project Manager

(Enabling Activities

Technical Manager)

Project Board

Senior Beneficiary: Ministry of

Environment, Wildlife and

Tourism (MEWT), NGOs, CBOs,

Women’s groups

Executive: The

Department of

Environmental Affairs

Senior Supplier:

Department of Wildlife

and National Parks, CO

and UNDP/GEF

Project Assurance UNDP

Project Support

Project Assistant

International Consultant on

Technical BD & Mainstreaming

Issues

Project Organization Structure

TEAM A

NBSAP Lead Consultant

+ other national consultants

BD Capacity Needs Assessment

Technical BD & Mainstreaming

Issues

Expert in the interface Biodiversity

and Climate Change

Environmental Economist &

Finance Specialist

TEAM C

CHM and 5NR

Team

TEAM B

Group of experts in

biodiversity and

economic and

development

sectors

Support


Board is to ensure the realization of project results from the perspective of project beneficiaries.

These will be Ministry of Environment, Wildlife and Tourism (MEWT), NGOs, CBOs, Women’s

groups.

4) The Project Assurance role supports the Project Board Executive by carrying out objective and

independent project oversight and monitoring functions. The Project Manager and Project

Assurance roles should never be held by the same individual for the same project. The UNDP

Country Office, supported by UNDP/GEF, provide project assurance.

19. Project Manager: The Project Manager (PM) (“Enabling Activities Technical

Manager”) has the authority to run the project on a day-to-day basis on behalf of the

Implementing Partner within the constraints laid down by the Board. The Project Manager’s

prime responsibility is to ensure that the project produces the results specified in the project

document, to the required standard of quality and within the specified constraints of time and

cost.

20. Project Support: The Project Support role provides project administration, management

and technical support to the Project Manager as required by the needs of the individual project or

Project Manager.

21. Audit: Audit will be conducted according to UNDP Financial Regulations and Rules and

applicable Audit policies.

PART IV: Monitoring and Evaluation Plan and Budget

MONITORING AND REPORTING

22. At the initial stage of the project, the project Monitoring and Evaluation system,

composed of following components will be developed:

a) Monitoring plan, with defined benchmarks, indicators and targets, based on results and

resources framework to be developed by the PM/coordinator in consultation with relevant

UNDP programme staff;

b) Risk, issues and quality logs to be created by the PM and relevant program officer;

c) Quarterly project planning (with detailed activities and budget) and reporting to be

conducted by the PMU;

d) Quarterly project reporting and monitoring, conducted by the PMU and the Project Board

(also to include risk and issues monitoring and development of lessons learned reports);

e) Annual project planning (with general activities and budget) and reporting to be

conducted by the PMU;

f) Annual project review to be conducted by the Executive Board on the basis of monitoring

reports and products prepared by the project (also to include proposal for eventual

changes to the project strategy or even project revision)

23. All main reports will be complied by the PMU and endorsed by the Project Board.

Regular financial reports will be submitted to UNDP according to the UNDP financial rules and

regulations. The M&E System should include standardized formats (aligned with UNDP

procedures and formats) for the following documents:


- quarterly action plan

- quarterly progress report, including financial report

- quarterly monitoring report, including risk monitoring report

- quarterly lessons learned report

- annual action plan

- annual report, including financial report2

- the simplified Biodiversity Enabling Activities Annual Project Review / Project

Implementation Report (APR/PIR)

- PMU monthly workplans and progress reports

- task reports

- final report, including lessons learned

COMMUNICATIONS AND VISIBILITY REQUIREMENTS

24. Full compliance is required with UNDP’s Branding Guidelines. These can be accessed at

http://intra.undp.org/coa/branding.shtml, and specific guidelines on UNDP logo use can be

accessed at: http://intra.undp.org/branding/useOfLogo.html. Amongst other things, these

guidelines describe when and how the UNDP logo needs to be used, as well as how the logos of

donors to UNDP projects needs to be used. For the avoidance of any doubt, when logo use is

required, the UNDP logo needs to be used alongside the GEF logo. The GEF logo can be

accessed at: www.thegef.org/gef/GEF_logo. The UNDP logo can be accessed at

http://intra.undp.org/coa/branding.shtml.

25. Full compliance is also required with the GEF’s Communication and Visibility

Guidelines (the “GEF Guidelines”). The GEF Guidelines can be accessed at: www.thegef.org/gef/sites/thegef.org/files/documents/C.40.08_Branding_the_GEF%20final_0.pdf. Amongst other things, the GEF Guidelines describe when and how the GEF logo needs to be

used in project publications, vehicles, supplies and other project equipment. The GEF

Guidelines also describe other GEF promotional requirements regarding press releases, press

conferences, press visits, visits by Government officials, productions and other promotional

items.

26. Where other agencies and project partners have provided support through co-financing,

their branding policies and requirements should be similarly applied.

2 Biodiversity Enabling Activities use an abridged

http://intra.undp.org/coa/branding.shtml

http://intra.undp.org/branding/useOfLogo.html

http://www.thegef.org/gef/GEF_logo

http://www.thegef.org/gef/GEF_logo



http://www.thegef.org/gef/sites/thegef.org/files/documents/C.40.08_Branding_the_GEF%20final_0.pdf


PART V: Legal Context

27. This document together with the CPAP signed by the Government and UNDP which is

incorporated by reference constitute together a Project Document as referred to in the SBAA and

all CPAP provisions apply to this document.

28. Consistent with the Article III of the Standard Basic Assistance Agreement, the

responsibility for the safety and security of the implementing partner and its personnel and

property, and of UNDP’s property in the implementing partner’s custody, rests with the

implementing partner.

29. The implementing partner shall:

a) put in place an appropriate security plan and maintain the security plan, taking into

account the security situation in the country where the project is being carried;

b) assume all risks and liabilities related to the implementing partner’s security, and the

full implementation of the security plan.

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

modifications to the plan when necessary. Failure to maintain and implement an appropriate

security plan as required hereunder shall be deemed a breach of this agreement.

31. The implementing partner agrees to undertake all reasonable efforts to ensure that none

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

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

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

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

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

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

http://www.un.org/Docs/sc/committees/1267/1267ListEng.htm


SECTION II: STRATEGIC RESULTS FRAMEWORK (SRF) AND GEF INCREMENT

PART I: Strategic Results Framework, SRF (formerly GEF Logical Framework) Analysis

INDICATOR FRAMEWORK AS PART OF THE SRF

Objective/ Outcome Indicator Baseline End of Project target Source of

Information

Risks and

assumptions

Objective – To integrate

Botswana’s obligations

under the Convention on

Biological Diversity

(CBD) into its national

development and sectoral

planning frameworks

through a renewed and

participative ‘biodiversity

planning’ and strategizing

process, aligning the

results of the process to the

global guidance contained

in the CBD’s Strategic

Plan for 2011-2020.

The inclusion of measurable

biodiversity conservation and

sustainable use targets into the

following sectoral planning

frameworks:

Agriculture (livestock and arable)

Forestry

Wildlife

Trade

Tourism,

Energy

Mining

Transport

Development Planning & Finance

Water

Note: The above list makes corrections

to the choice of sectors that have been

indicatively mentioned in the GEF

approved EA Proposal (refer to Annex 1,

Part II, Section C, Activity III

(Developing the NBSAP, under

Component 2), sub-activity

‘Mainstreaming biodiversity into

development policies, plans and

practices and into sectoral plans and

strategies’)

During the stocktaking exercise,

the level of mainstreaming for

these specific sectors will be

assessed based on the following

criteria (answer “Y” or “N” and

justify: - Biodiversity considerations are

mentioned in sector policy

- Biodiversity considerations are

mentioned in sector policy through

specific legislation

- Regulations are in place to

implement the legislation

- The regulations are under

implementation

- The implementation of regulations

is enforced

- Enforcement of regulations is

monitored

[Results to be presented in matrix

form. Alternatively, the yes or no

answer may be substituted by a

numeric indicator for the degree of

mainstreaming’]

Target to be set during the

stocktaking exercise

Approved NBSAP

Annual budgets and

workplans

Approved

Assumptions:

The choice of

sectors and

development topic

are the most relevant

for Botswana.

Risks (applies to all

components):

Limited human and

technical capacity to

implement the

project.

Inability to reach

consensus among

the various

stakeholders on an

agreed strategy and

action plan.

Lack of willingness

to share available

biodiversity

conservation outside

environmental

ministries and

authorities.

The inclusion of measurable

biodiversity conservation and

sustainable use targets into the

following development frameworks:

During the stocktaking exercise,

the level of mainstreaming for

these specific development topics

will be assessed based on the

following criteria :

Target to be set during the

stocktaking exercise

Approved NBSAP

Annual budgets and

work plans

Approved



Information

Risks and

assumptions

Land-use management, including

spatial and infrastructural

development planning

Development finance

Poverty alleviation

Rural development and livelihoods

Food security

Local development and

decentralization

Gender

Climate change mainstreaming

Population & urban planning

Health provision, including traditional medicine

Note: The above list makes corrections

to the choice of sectors that have been

indicatively mentioned in the GEF

approved EA Proposal (refer to Annex 1,

Part II, Section C, Activity III

(Developing the NBSAP, under

Component 2), sub-activity

‘Mainstreaming biodiversity into

development policies, plans and

practices and into sectoral plans and

strategies’)

- Biodiversity considerations are part

and parcel in current policies and

practices pertaining to the

development topics in question

(answer “Y” or “N”)

- Explain how.

[Results to be presented in matrix

form. Alternatively, the yes or no

answer may be substituted by a

numeric indicator for the degree of

mainstreaming’]

Outcome 1 – A

participative stocktaking

exercise on biodiversity

planning takes place and

national biodiversity

targets are developed in

response to the global

Aichi Targets

Output 1.1 Review and stocktaking of products and results from previous biodiversity planning processes at the national level are carried out in

participative manner.

Output 1.2 In response to the global Aichi Targets, national biodiversity targets are developed in a manner that is attuned to Botswana’s reality.

Output 1.3 The achievement of national targets, developed in line with the global Aichi Targets, is duly monitored during the project duration and

beyond, and this is reported upon to the CBD through national reports and other means.

Output 1.4 In an iterative manner, Botswana taps into useful information on, and participates into, global networks and initiatives on biodiversity data

and indicators (such as the Biodiversity Indicators Partnership, Global Biodiversity Information Facility and the World Conservation

Monitoring Centre, the Global Environment Outlook portal, among other relevant ones).

Effective establishment of a multi-

sectoral/multi-stakeholder working

group (or Committee)

No working group /committee is

established

By end of 2012, a multi-

sectoral/multi-stakeholder

working group / committee is

established and it completes the

stocktaking exercise.

Project reports

CBD National

Reports

Assumptions:

The establishment

of a multi-

sectoral/multi-

stakeholder

working group will

be sustained

throughout the

lifetime of the

Development of a national targets in

response to the global Aichi Targets

No national targets have been

developed

By 2012, national targets in

response to the global Aichi

Targets are developed.

Project reports

CBD National

Reports

Official gazette (e.g.

on PA



Information

Risks and

assumptions

establishment) project.

Outcome 2 – The NBSAP

is revised/updated and it

fully integrates new

aspects of the CBD

strategic plan, such as

mainstreaming and

anchoring the

implementation of the plan

into national development

frameworks, valuing

ecosystem services and

promoting ecosystem-

based adaptation and

resilience

Output 2.1 A National Biodiversity Strategy and Action Plan (NBSAP) for Botswana, anchored into national development frameworks, is developed /

revised / updated, in a manner that is participative, widely disseminated and fully integrates new aspects of the CBD strategic plan, such as:

(i) mainstreaming; (ii) the valuing of ecosystem goods and services; and (iii) the incorporation of challenges and opportunities linked to

ecosystem-based adaptation and resilience.

Output 2.2 The updated and fully endorsed NBSAPs for (Botswana) is submitted to the CBD preferably within the deadline set by the COP.

Status of NBSAP vis-à-vis the

guidance in the CBD Strategic Plan

(2011-2020)

NBSAP is out of date and does not

consider newer guidance

By early 2014, the Botswana’s

NBSAP is fully updated, it is in

line with the guidance in the

CBD Strategic Plan (2011-

2020) and has been submitted

to the CBD COP

CBD Website. Assumption:

Botswana new

NBSAP will be the

country’s best

response to the

CBD’s Strategic

Plan (2011-2020)

and the Aichi

Targets.

Outcome 3 – National

frameworks for resource

mobilisation, Convention

reporting and exchange

mechanisms are

established and

strengthened

Output 3.1 National frameworks for NBSAP implementation is in place and includes: (i) institutional leadership for implementation is established and

strategic partnerships forged (nationally and internationally); (ii) a costed and prioritized Action Plan is appended to the NBS; (iii) needs

assessments on capacity, technology and finance are carried out; and (iv) a strategy for resource mobilization for the implementation of the

NBSAP is produced and includes a baseline assessment of existing biodiversity finance.

Output 3.2 An effective, user-friendly and easily updatable country-driven CHM site is developed; it is linked up to the CBD’s global CHM networks

and to other information and knowledge exchange network on biodiversity.

Output 3.3. Immediate CBD reporting obligations are met by Botswana in a timely manner: (1) The Second National Report to the Cartagena Protocol

by 30th September 2011; and (2) The Fifth National Report to the CBD by 31 March 2014.

Status of the national clearinghouse

mechanisms (CHM)

- CHM is not kept up to date

- It is not linked up to the CBD’s

global CHM networks

- It is not linked to other

information and knowledge

exchange network.

By 2013, the national CHM is

complete the kept up-to-date

and has been improved

CBD Website

CHM national site(s)

Assumptions:

Botswana will

develop the national

capacity to keep the

revamped CHM up-

to-date and to report

periodically to the

CBD. Status of the capacity, technology

and financial frameworks for

implementing the revised NBSAP

No framework exists By 2014, a complete plan for

implementing the NBSAP,

including capacity, technology

and finance needs assessment,

has been produced and

underpins NBSAP

implementation

Project APR/PIR

Biodiversity Support

Programme Website

(being revamped)

32. A detailed activity list and a chronogram of activities per output will be finalised / updated upon project inception.


CHRONOGRAMME OF ACTIVITIES (UPSTART IN 2012)

Comp Modules Guiding activities under each module 2012 2013 2014

Q1 Q2 COP 11

Q4 Q1 Q2 Q3 Q4 Q1 Q2 COP 12

Q4

1 I. Preparation 1. Rapid stocktaking and review of relevant plans, policies and

reports X X

2. Identification of stakeholders; consultations and awareness X X

3. Rapid assessment of the causes and consequences of biodiversity

loss highlighting the value of biodiversity and ecosystem services

and their contribution to human well-being

X X

II Setting national targets,

principles, & main priorities

of the strategy

4. Setting national targets, principles, & main priorities of the

strategy though national consultations X X D

2 III. Strategy and action plan

development

Completion before COP12

5. Developing the strategy and actions to implement the agreed

targets though national consultations X X X X

6. Application of the NBSAP to sub-national entities through sub-

national and local consultations X X X

7. Sectoral integration including mainstreaming into development,

poverty reduction and climate change plans through sectoral

consultations

X X X X D

3 IV. Development of

Implementation plans and

related activities

8. Development of a plan for capacity development for NBSAP

implementation. X X X X

9. Technology needs assessment X X X

10. Development of a communication and outreach strategy for the

NBSAP. X X X X X

11. Development of a plan for resource mobilization for NBSAP

implementation X X X X X

V. Institutional, monitoring,

reporting and exchange

12. Establishment/ strengthening of national coordination structures X X X X X X X X X X X

13. CHM development. X X X X X X X X X X X X

14. Development of indicators and monitoring approach X X X X X X X X X X X X

15. Fifth national report (deadline Mar 2014) X X X X X D


SECTION III: Total Budget and Workplan

Award ID: 00062664 Business Unit: BWA10

Project ID: 00080153 Project Title: National Biodiversity Planning to Support the implementation of the CBD

2011-2020 Strategic Plan in Botswana Award Title: PIMS 4844 GEF5 BD EA Botswana Executing Agency Department of Environmental Affairs

GEF

Component

(Outcome)

/Atlas

Activity

Impl.

Agent

Fund

ID Donor Name

ERP /

ATLAS

Budget

Code

Atlas Budget Description

TOTAL

Amount

(USD)

2012

(USD)

2013

(USD)

2014

(USD) Notes

Comp 1.

Stocktaking

and national

target setting

NEX 62000 GEF-10003 71400 Contractual Services - Individ 9,750 3,750 3,000 3,000 a

NEX 62000 GEF-10003 71600 Travel 12,500 12,500 0 0 b

NEX 62000 GEF-10003 72800 Information Technology Equip 7,000 5,000 1,000 1,000 c

NEX 62000 GEF-10003 74200 Audio Visual & Print Prod Costs 6,568 4,568 2,000 0 d

GEF Subtotal Atlas Activity 1 (Comp 1) 35,818 25,818 6,000 4,000

NEX 04000 UNDP TRAC - 00012 71200 International Consultants 35,000 10,000 18,000 7,000 e

NEX 04000 UNDP TRAC - 00012 71600 Travel 24,000 7,000 12,000 5,000 f

NEX 04000 UNDP TRAC - 00012 72300 Materials & Goods 45,324 12,000 17,000 16,324 g

NEX 00070 Progr Cost Sharing - 30071 71300 Local Consultants 24,800 8,000 6,000 10,800 h

NEX 00070 Progr Cost Sharing - 30071 74500 Miscellaneous Expenses 1,500 500 500 500 i

Cash Co-finance Subtotal Atlas Activity 1 (Comp 1) 130,624 37,500 53,500 39,624

TOTAL ACTIVITY 1 (Comp 1) 166,442 63,318 59,500 43,624

Comp 2.

NBSAP

update

NEX 62000 GEF-10003 71200 International Consultants 10,000 0 5,000 5,000 e

NEX 62000 GEF-10003 71300 Local Consultants 24,000 14,000 10,000 0 h,j


NEX 62000 GEF-10003 72100 Contractual Services-Companies 15,000 6,000 7,000 2,000 k

NEX 62000 GEF-10003 74100 Professional Services 10,000 0 5,000 5,000 l

NEX 62000 GEF-10003 74200 Audio Visual & Print Prod Costs 14,000 5,000 5,000 4,000 m

NEX 62000 GEF-10003 71600 Travel 15,000 0 15,000 0 f

NEX 62000 GEF-10003 74500 Miscellaneous Expenses 932 632 200 100 i


NEX 00070 Progr Cost Sharing - 30071 71200 International Consultants 20,000 0 10,000 10,000 e

NEX 00070 Progr Cost Sharing - 30071 71400 Contractual Services - Individ 24,000 8,000 8,000 8,000 a

NEX 00070 Progr Cost Sharing - 30071 71300 Local Consultants 29,200 7,200 11,000 11,000 h

NEX 00070 Progr Cost Sharing - 30071 71600 Travel 21,932 0 10,966 10,966 n

NEX 00070 Progr Cost Sharing - 30071 74100 Professional Services 12,000 0 6,000 6,000 o



Comp 3. NEX 62000 GEF-10003 71200 International Consultants 5,000 0 5,000 e


GEF

Component

(Outcome)

/Atlas

Activity

Impl.

Agent

Fund

ID Donor Name

ERP /

ATLAS

Budget

Code

Atlas Budget Description

TOTAL

Amount

(USD)

2012

(USD)

2013

(USD)

2014

(USD) Notes

National

frameworks

for NBSAP

implementatio

n, CDB

reporting and

exchange

mechanisms

NEX 62000 GEF-10003 71300 Local Consultants 21,000 4,000 7,000 10,000 h

NEX 62000 GEF-10003 71400 Contractual Services - Individ 7,800 7,800 a

NEX 62000 GEF-10003 71600 Travel 12,000 2,000 5,000 5,000 m


NEX 04000 UNDP TRAC - 00012 71300 Local Consultants 10,000 0 5,000 5,000 j

NEX 04000 UNDP TRAC - 00012 71600 Travel 30,000 0 15,000 15,000 n

NEX 04000 UNDP TRAC - 00012 72100 Contractual Services-Companies 8,000 0 4,000 4,000 p

NEX 04000 UNDP TRAC - 00012 72300 Materials & Goods 8,000 0 3,000 5,000 g

NEX 04000 UNDP TRAC - 00012 72400 Communic & Audio Visual Equip 4,000 0 4,000 0 q

NEX 00070 Progr Cost Sharing - 30071 74100 Professional Services 9,000 0 4,000 5,000 r

NEX 00070 Progr Cost Sharing - 30071 74200 Audio Visual &Print Prod Costs 10,876 0 5,876 5,000 o

NEX 00070 Progr Cost Sharing - 30071 74500 Miscellaneous Expenses 4,500 2,000 1,500 1,000 i



4. Project Mgt


GEF Subtotal Atlas Activity 4 (Proj Mgt) 18,000 9,000 5,000 4,000

NEX 00070 Progr Cost Sharing - 30071 71400 Contractual Services - Individ 73,200 23,068 25,000 25,132 a

NEX 00070 Progr Cost Sharing - 30071 71600 Travel 24,000 15,000 5,000 4,000 s

NEX 00070 Progr Cost Sharing - 30071 72100 Contractual Services-Companies 4,000 4,000 0 0 t

NEX 00070 Progr Cost Sharing - 30071 72500 Supplies 1,000 500 400 100 u

NEX 00070 Progr Cost Sharing - 30071 73200 Premises Alternations 5,000 0 0 5,000 v

NEX 04000 UNDP TRAC - 00012 74500 Miscellaneous Expenses 676 676 0 0 i

Cash Co-finance Subtotal Atlas Activity 4 (Proj Mgt) 107,876 43,244 30,400 34,232

TOTAL ACTIVITY 4 (Project Management) 125,876 52,244 35,400 38,232

.

SUB-TOTAL GEF 207,000 80,400 81,350 45,250

SUB-TOTAL CASH CO-FINANCE (GOVT & UNDP) 430,008 97,944 172,242 159,822

.

GRAND TOTAL (in cash) 637,008 178,344 253,592 205,072


Budget Notes a Project Support Staff over 3.2 years: (1) Enabling Activities Technical Manager @ US$600 per week (i.e. a total of US$100,800); and (2) Project Admin Assistant @ US$300

per week (i.e. a total of US$50,400). The 3.2 year duration corresponds to 168 weeks in total, of which 60 weeks are financed by GEF and the rest by the Programme Cost

Sharing. Both positions are full time and are budgeted for here under Contractual Services Individual budget lines combined. The GEF portion of the Project Admin Assistant

is budgeted for under GEF Management Costs.

b Air-Travel for International Consultant, with provision for DSA and local travel.

c 1 laptop computer for Project manager, printer and scanner to support documentation and upload onto CHM.

d Communicating the progress and results of the project to wider stakeholder body through print and electronic media.

e International Consultant on Technical Biodiversity and Mainstreaming Issues - US$69,000 ($15,000 of GEF funds) - total of 23 weeks @ US$3000 per week (from all

International Consultant budget lines combined).

f Local-Travel by road, DSA for participants attending district workshops.

g Workshop running costs (venue & meals) for workshop participants @ US$3,000 each.

h NBSAP Lead Consultant totalling US$90,000 financed by GEF ($36K) and Programme Cost-Sharing (from all Local Consultant budget lines combined).

i Bank charges, insurance and other miscellaneous expenses.

j Group of experts in biodiversity and economic and development sectors

k Upgrading Botswana's CHM: Satellite images, data sets, publications.

l Editorial & layout services for Final Report. Audit and translation to local languages.

m Printing services for the final report and the Country-study Reports.

n Travel DSA for district stakeholders workshops x 6 and a national validation workshop x 2 @ US$16,000

o Editorial, printing and publicity services

p Workshops and meetings, including facilitation and hosting services.

q Communication costs

r Web design

s International travel for Conference Participation

t Miscellaneous services to be defined.

u Cleaning products, office supplies, coffee and tea.

v Office upgrading


SECTION IV: ADDITIONAL INFORMATION

PART I: Other agreements

LETTERS OF ENDORSEMENT AND CO-FINANCING

[ -- Refer to separate file -- ]

Letters of Endorsement and Co-financing 4844 GEF5 BD EA Botswana.pdf

PART II: Terms of References for key project staff

TOR Background (standard for all posts)

The GEF approved funding for Biodiversity Enabling Activities in Botswana. UNDP is the GEF implementing

agency for the project, whose title is “National Biodiversity Planning to Support the implementation of the CBD

2011-2020 Strategic Plan in Botswana”

The project aims to integrate Botswana’s obligations under the Convention on Biological Diversity (CBD) into

its national development and sectoral planning frameworks through a renewed and participative “biodiversity

planning” and strategizing process, including revising the country’s NBSAP to reflect effectively the emerging

issues identified in the CBD Strategic Plan for 2011-2020.

This will be achieved through three inter-related outcomes:

Outcome 1) A participative stocktaking exercise on biodiversity planning takes place and national

biodiversity targets are developed in response to the global Aichi Targets

Outcome 2 ) The NBSAP is revised/updated and it fully integrates new aspects of the CBD strategic

plan, such as mainstreaming and anchoring the implementation of the plan into national development

frameworks, valuing ecosystem services and promoting ecosystem-based adaptation and resilience

Outcome 3) National frameworks for resource mobilization, Convention reporting and exchange

mechanisms are established and strengthened

UNDP, in close collaboration with the national implementing agency, the Department of Environmental Affairs,

under the Ministry of Environment, Wildlife and Tourism, would like to contract a qualified candidate for the

above mentioned post for rendering services to the project.

The contract will be performance-based. Terms and conditions of service linked to type of proposed contract

will apply for the specific position.


NATIONAL PROJECT COORDINATOR (ENABLING ACTIVITIES TECHNICAL MANAGER)

Location: Gaborone, Botswana

Application Deadline: [30 days after publication]

Category Environment and Energy

Type of Contract: [Will depend on which institution issues the contract]

Languages Required: Written English; good oral command of [second

language, if applicable] is a plus

Starting Date (date when the selected candidate is

expected to start):

[date]

Duration of Initial Contract: 1 year renewable

Expected Duration of Assignment: Up to 3.2 years

Duties and Responsibilities

Managerial responsibilities (funded by co-financing covering approx 81 weeks):

- Be responsible for the all general administrative requirements of the project, including those related to

project management and funding.

Technical responsibilities (60 weeks funded by GEF and the rest by co-financing):

- Ensure that project Objective, Outcomes, Outputs and Activities are executed in a timely and appropriate

manner.

- Develop annual work plans and budgets, and submit these to the Steering Committee and to the UNDP

Country Office for approval.

- Develop TORs for Consultants for technical services, consultants, experts, and specifications of materials as

required by the project, in consultation with the Project Director/UNDP.

- Facilitate, guide and monitor the work of consultants, and approve their deliverables in association with the

Project Committee.

- Organize and assist in project related activities, where required. These may include planning for meetings,

local and national consultations, trips, and other project related activities.

- Establish and maintain linkages with national and international organizations and persons which/who can be

of assistance to the objectives of the Project.

- Provide timely reporting of project status as required by the Project Committee and the UNDP.

- Maintain records of Project Committee meetings, decisions, actions etc.

- Coordinate with other initiatives and programs whose outcomes and outputs are relevant to this project’s

objectives.

- Any other duties assigned by the Project Committee that have direct relevance to the project.

Competencies

- Writes clearly and convincingly.

- Focuses on achieving results

- Sets priorities, produces quality outputs, meets deadlines and manages time efficiently

- Shares knowledge and is willing to provide support to others who request advice or help

- Works toward creative solutions by analyzing problems carefully and logically

- Demonstrates sufficient technical knowledge to perform effectively in own specialty

- Leads and supports team decisions

- Maintains strong relationships with partners and clients

- Facilitates meetings effectively and efficiently and to resolve conflicts as they arise.


Required Skills and Experience

Core skills:

- Ability to communicate effectively orally and in writing in order to communicate complex, technical

information to technical and general audiences

- Skills in negotiating effectively in sensitive situations

- Skills in achieving results through persuading, influencing and working with others

- Skills in facilitating meetings effectively and efficiently and to resolve conflicts as they arise.

Required experience:

- Bachelor’s degree in management, administration, environmental management or related field

- with a minimum of 5 years management experience at a senior level, or an advanced degree with 3 years

management experience.

Knowledge and understanding of the relevant UN Convention, environmental issues in Botswana, good

leadership, coordination, communication, and facilitation skills are essential.

- Strong skills in monitoring and evaluation, and experience in implementing environmental projects;

- Previous experience with GEF projects is an added plus;

- Ability to effectively coordinate a large, multidisciplinary team of experts and consultants;

- Be an effective negotiator with excellent oral and presentation skills;

- Excellent writing skills in English.

PROJECT ASSISTANT

Duties and Responsibilities

- Provide support on the general administrative requirements of the project, including those related to project

management and funding.

- Assist in ensuring that project Objective, Outcomes, Outputs and Activities are executed in a timely and

appropriate manner.

- Facilitate, guide and monitor the work of consultants, and approve their deliverables in association with the

Project Committee.

- Assist in project related activities, where required. These may include planning for meetings, local and

national consultations, trips, and other project related activities.

- Maintain linkages with national and international organizations and persons which/who can be of assistance

to the objectives of the Project.


- Any other duties assigned by the Project Manager that have direct relevance to the project.

Competencies

- Writes clearly professional correspondence adequately.

- Is a highly organized person (with filing, tidiness, time and “self” management)

- Sets priorities, produces quality outputs, meets deadlines and manages time efficiently

- Shares knowledge and is willing to provide support to others who request advice or help

- Works toward creative solutions by analyzing problems carefully and logically

- Demonstrates sufficient technical knowledge to perform effectively in own specialty

- Supports team decisions

- Maintains professional relationships with supervisors, co-workers and clients

Required Skills and Experience

Required experience:

- Bachelor’s degree in management, administration, environmental management or related field with a


minimum of 2 years project management experience.

- Knowledge and understanding of environmental issues in Botswana.

- Excellent writing skills in English.

PROJECT CONSULTANTS

Consultant Number of

weeks Deliverables

National NBSAP Lead Consultant 36

Refer to Annex 1 A for details, upon which

publishable TOR will be prepared by the

Group of national experts in biodiversity and

economic and development sectors 18

International Consultant on Technical

Biodiversity and Mainstreaming Issues 23


Project Annexes

Annex 1. Approved GEF proposal for BD EA (Headings Overview on page 3)

PART I: PROJECT IDENTIFIERS

EA Title: National Biodiversity Planning to Support the implementation of the CBD 2011-2020 Strategic

Plan in Botswana

Country(ies): Botswana GEF Project ID: 4705

GEF Agency(ies): UNDP GEF Agency Project ID: 4844

Other Executing

Partner(s):

Department of Environmental Affairs (Ministry

of Environment, Wildlife and Tourism)

Submission Date: October 19, 2011

GEF Focal Area (s): Biodiversity Project Duration (Months) 42

Check if applicable: NCSA NAPA Agency Fee ($): 20,700

A: EA FRAMEWORK

EA Objective: To integrate Botswana’s obligations under the Convention on Biological Diversity (CBD) into its national

development and sectoral planning frameworks through a renewed and participative “biodiversity planning” and strategizing process,

including revising the country’s NBSAP to reflect effectively the emerging issues identified in the CBD Strategic Plan for 2011-2020

EA COMPONENT

GRAN

T

TYPE

EXPECTED

OUTCOMES EXPECTED OUTPUTS

GRANT

AMOUNT

($)

CONFIRME

D CO-

FINANCING

($)

1) Stocktaking

and national

target setting

TA - By end of 2012, a

multi-

sectoral/multi-

stakeholder

working group is

established and it

completes the

stock-taking

exercise.

- By 2012, national

targets in

response to the

global Aichi

Targets are

developed.

1.1 Review and stocktaking of products and results from

previous biodiversity planning processes at the national

level are carried out in a participative manner.

1.2 In response to the global Aichi Targets, national

biodiversity targets are developed in a manner that is

attuned to Botswana’s reality.

1.3 The achievement of national targets, developed in line

with the global Aichi Targets, is duly monitored during the

project duration and beyond, and this is reported upon to the

CBD through national reports and other means.

1.4 In an iterative manner, Botswana taps into useful

information on, and participates into, global networks and

initiatives on biodiversity data and indicators (such as the

Biodiversity Indicators Partnership3, Global Biodiversity

Information Facility4 and the World Conservation

Monitoring Centre5, the Global Environment Outlook

portal6, among other relevant ones).

35,818 130,624

2) NBSAP TA - By early 2014, the 2.1 A National Biodiversity Strategy and Action Plan 107,382 167,132

3 www.bipindicators.net 4 www.gbif.org 5 www.unep-wcmc.org 6 geodata.rrcap.unep.org

REQUEST FOR BIODIVERSITY ENABLING ACTIVITY PROPOSAL FOR FUNDING UNDER THE GEF TRUST FUND

http://www.bipindicators.net/

http://www.gbif.org/

http://www.unep-wcmc.org/

http://geodata.rrcap.unep.org/


EA COMPONENT

GRAN

T

TYPE

EXPECTED

OUTCOMES EXPECTED OUTPUTS

GRANT

AMOUNT

($)

CONFIRME

D CO-

FINANCING

($)

update Botswana’s

NBSAP is fully

updated, it is in

line with the

guidance in the

CBD Strategic

Plan (2011-2020)

and has been

submitted to the

CBD COP

(NBSAP) for Botswana becomes ‘anchored’ into national

development frameworks; it is revised and updated, in a

manner that is participative, widely disseminated and fully

integrates new aspects of the CBD strategic plan, such as:

(i) mainstreaming; (ii) the valuing of ecosystem goods and

services; and (iii) the incorporation of challenges and

opportunities linked to ecosystem-based adaptation and

resilience.

2.2 The updated and fully endorsed NBSAP for Botswana is

submitted to the CBD within the deadline set by the COP.

3) National

frameworks for

NBSAP

implementation,

CDB reporting

and exchange

mechanisms

- By 2013,

complete the

updating and

improvement of

national clearing-

house

mechanisms

- By 2014,

complete plan for

implementing the

NBSAP,

including

capacity,

technology and

finance needs

assessment

3.1 National framework for NBSAP implementation is in

place and includes: (i) institutional leadership for

implementation is established and strategic partnerships

forged (nationally and internationally); (ii) a costed and

prioritized Action Plan is appended to the NBS; (iii) needs

assessments on capacity, technology and finance are carried

out; and (iv) a strategy for resource mobilization for the

implementation of the NBSAP is produced and includes a

baseline assessment of existing biodiversity finance.

3.2 A CHM section of the National Environmental

Information System (www.eis.gov.bw) website is created

according to guidance on CHMs; it is linked up to the

CBD’s global CHM networks and to other information and

knowledge exchange network on biodiversity and it is kept

up-to-date.

3.3. Immediate CBD reporting obligations are met by

Botswana in a timely manner: the Fifth National Report is

sent to the CBD by 31 March 2014.

45,800 144,376

Subtotal 189,000 442,132

EA Management Cost7 18,000 107,876

Total EA Cost 207,000 550,008

a

List the $ by EA components.

B: CO-FINANCING FOR THE EA BY SOURCE AND BY NAME

Sources of Co-

financing Name of Co-financier Type of Co-financing Amount ($)

National Government

Ministry of Environment Wildlife & Tourism,

Department of Environmental Affairs (Programme

Cost-Sharing under the UN Operational Programme)*

Grant 265,008

National Government Ministry of Environment Wildlife & Tourism In-Kind 120,000

GEF Agency UNDP Country Office Gaborone with own core funds* Grant 165,000

Total Co-financing 550,008

* Both the Programme Cost-Sharing amount and the UNDP core funds (TRAC) have been budgeted for and will be managed

together with the GEF contribution under the same budgetary award. Refer to Annex C for details. Refer also to co-financing

letters in a separate file.

7 This is the cost associated with the unit executing the project on the ground and could be financed out of trust fund or co-financing sources.

http://www.eis.gov.bw/

http://gefweb.org/Documents/Council_Documents/GEF_C21/C.20.6.Rev.1.pdf


C: GRANT RESOURCES REQUESTED BY AGENCY, FOCAL AREA AND COUNTRY

GEF

Agency

Type of

Trust Fund Focal Area

Country

Name/Global

EA Amount

(a) Agency Fee (b)

Total

(c)=(a)+(b)

UNDP GEF TF Biodiversity (Focal

Area Set Aside) Botswana 207,000 20,700 227,700

Total Grant Resources 207,000 20,700 227,700

D: EA MANAGEMENT COST

COST ITEMS [GEF ONLY] TOTAL

ESTIMATED

PERSON WEEKS

GRANT

AMOUNT

($)

CO-

FINANCING

($)

EA

TOTAL

($)

LOCAL CONSULTANTS* 60 18,000 73,200 91,200

INTERNATIONAL CONSULTANTS* 0 0 0 0

OFFICE FACILITIES, EQUIPMENT, VEHICLES AND

COMMUNICATIONS* 0 10,676 10,676

TRAVEL* 0 24,000 24,000

OTHERS** 0 0 0

Total 18,000 107,876 125,876

* Details to be provided in Annex A. ** Other items to be clearly specified.

ADDITIONAL INFORMATION FOR TABLE D, IF APPLICABLE:

If costs for office facilities, equipment, vehicles and communications, travels are requesting for GEF financing, please provide

justification here:

n/a

PART II: ENABLING ACTIVITY JUSTIFICATION

A. ENABLING ACTIVITY BACKGROUND AND CONTEXT

Botswana is a landlocked semi arid country of 582,000 square kilometres, and it shares a border with South Africa, Zimbabwe,

Namibia and Zambia. The country is relatively flat, at 900 metres above sea level with occasional rocky outcrops. The bio-physical

and natural resource endowments and their distribution partly account for the varied population density. The population of Botswana

was estimated to be 1.7 million during the last census of 2001, and is concentrated in the eastern part of the country where extensive

arable farming is practised, on account of the relatively more favourable climatic and soil conditions. Botswana’s major towns and

villages are also found in this part of the country. The eastern part has relatively better infrastructure and economic development as

compared to other parts of the country which explains the higher population densities. Botswana’s climate is semi-arid with seasonal

and highly variable rainfall. The mean annual rainfall varies from less than 250 mm in the extreme south-western part of the country to

over 650 mm in the north. The rains fall mostly in summer between October and March. Winter rainfall, though a rare phenomenon,

has been recorded during some years between May and September.

Botswana has achieved significant economic growth rates, which are amongst the highest in the world. Real economic growth

averaged 13% in the twenty years after political independence. The high growth rates reflect the low resources at independence and

the transformation of the economy from a primarily agrarian economy to a mineral dominant one. However, in recent years, the

tourism sector of Botswana, which is largely biodiversity dependent, has grown significant in its contribution to the country’s

economy. Still, the remarkable economic growth rates conceal social inequalities. The proportion of people living below the poverty

datum line fell from 49% in 1993/4 to 30% in 2002/03 and is estimated to have reduced further to 23% by 2009. Poverty and

unemployment remain major issues. These problems are further compounded by the declining rural economy, the narrow base of the

non-mining productive sector and the inadequacy of human resources and entrepreneurial talent. The Government of Botswana

continues to address these issues by delivering programmes on agriculture and manufacturing mostly targeted at the rural poor.

Botswana’s major comparative advantage, as far as economic growth is concerned, is its diverse abundant wildlife and unique

habitats. These resources are sought after by tourists globally and are a significant contributor to all developments that take place

within the country. The tourism sector holds major potential for sustainable economic growth and job creation. Direct employment in

the sector is estimated at between 10 000 and 15 000 employees, i.e. between 3% and 4% of the formally employed labour force.


Tourist arrivals into the country have increased at a higher rate during the past six years, it is estimated that the sector’s contribution to

GDP has grown to more than 4.5% while tourist arrivals grew from 794 544 to 1 036 558 at an average rate of 6.7 % during the same

period.

Though much of the country is characterized by nutrient-poor sandy soils, fossil river valleys and pans, with sporadic rainfall,

Botswana harbours significant biodiversity, and it is counted among the 50 most species-rich countries in the world8. The country is an

in situ conservation front-runner, having established an impressive PA estate which incorporates some 40% of the total land territory

or approximately 243,000 km, of which about 7.7% constitutes national parks, 10.3% game reserves, and 24% Wildlife Management

Areas.

An area of important biodiversity is the Okavango Delta and associated wetlands in Northern Botswana. The Okavango, a perennial

river flowing into Botswana through Namibia from the Angolan highlands, drains into the Kalahari Desert to form a large complex of

permanent and seasonal wetlands. These wetlands support viable populations of many threatened or endangered species of mammal

and bird. They form a major part of the Zambezian Flooded Savannah ecoregion, one of WWF’s top 200 ecoregions of global

significance. The Okavango Delta is one of the largest Ramsar sites in the world. Also part of this ecoregion is the Chobe-Kwando-

Linyanti ecosystem in the north-east. Its variable flood regime and complex mosaic landforms all combine to create unusually high

beta diversity. The ecosystem is home to huge herds of elephant, buffalo, and Burchell's zebra and high densities of predators such as

Lion, Leopard, Spotted hyena and Cheetah; rare antelope species like Roan and Sable, Puku, Tsessebe, Eland, Red Lechwe,

Waterbuck, and about 440 species of birds. The area is also listed as one of the 12 Important Bird Areas (IBA) in Botswana.

In spite of this impressive endowment, Botswana’s biodiversity is under threat from a variety of factors. Threats include climate

change, pollution and overexploitation. Botswana is a dry country with a fragile ecosystem and at a threat of being affected by climate.

Botswana is expected to be faced with increased temperatures accompanied by unpredictable rainfall therefore affecting the

biodiversity of the country as it will change the prevalent vegetation and vegetation cover, in turn affecting species types, composition

and distribution. It is also projected that Botswana will experience decreased rainfall which could lead to water scarcity, and that

climate change is likely to affect the Okavango delta (Botswana Environmental and Climate Change analysis, 2008). Water scarcity

for an extended period would results in drought which leads to devastating effects on agriculture and biodiversity. Okavango delta

faces a threat of reduced inflow from upstream and rainfall over the delta and the lower envelope of flooding is expected to be reduced

by 68% (Okavango delta Management Plan, 2008).

Pollution to water and air threatens biodiversity in Botswana. Air pollution occurs as a result of various human activities such as

mining (sulphur and heavy metals), and agricultural (spraying of insecticides for control of tsetse fly in the Okavango delta). Water

pollution, both surface and underground occur due to poor disposal of hazardous chemical from mines, industrial sites and human

waste which contaminate the water sources. Leaching of toxic chemicals as a result of agricultural activities pollutes the underground

water reducing its quality for consumption and other purposes.

Overexploitation of natural resources leads to loss of biodiversity. Veld products such as phane, grapple plant and thatching grass are

faced with a threat of being exploited and in Botswana these resources are essential for subsistence and thus buffers for poor people. A

survey conducted in villages around Makgadikgadi area showed that natural resources used for subsistence purposes are firewood,

grass and wild fruits/berries. It also indicated that 86.5% of all households use wood for purposes of cooking and lighting which could

lead to their depletion (Makgadikgadi Framework Management Plan, 2010). Population pressure has led to exploitation of the natural

resources thereby affecting biodiversity. Land area under pastoral farming has increased rapidly creating pressure on the rangelands. It

has being shown that bush encroachment is likely to occur within several years and there is clear evidence of vegetation changes

around livestock watering points and settlements (Biodiversity Analysis and Technical support team, 2008).

The Department of Environmental Affairs (DEA) in the Ministry of Environment, Wildlife and Tourism (MEWT) is the national focal

point for the CBD and for most of MEAs. The department is responsible for coordination of environmental issues to ensure

environmental sustainability. It works on CBD issues in partnership with relevant stakeholders nationally. Key among the stakeholders

is the Department of Wildlife and National Parks (DWNP) which deals with the fauna aspect, the Department of Forestry and Range

Resources (DFRR) dealing with flora, and the Ministry of Agriculture (MoA) on issues relating to agro-biodiversity. In ensuring

sustained stakeholder engagement and more enhanced decision making processes as well the provision of overall guidance in the

management of biodiversity is the National Biodiversity Authority (NBDA). It is multi-stakeholder committee that works with the

national focal point on all national issues that concern the management of biodiversity.

The management of biodiversity in Botswana continues to improve as mechanisms have been put in place to provide support to

NGOs/CBOs. MEWT has the Community Conservation Fund, Community Trust Fund and the NGO Assistance Fund. Through these

modalities, community organisations continue to benefit financially and technically. This greatly assists in terms of biodiversity

management at the grassroots level. In terms of sustainability in the availability of financial mechanisms for biodiversity related

8 World Conservation Monitoring Center (1994) Priorities for conserving global species richness and endemism. Caldecott, J.O., Jenkins, M.D.,

Johnson, T. and Groombridge, B. World Conservation Press, Cambridge, UK. 36 pp


activity, the MEWT has recently established the National Environment Fund (NEF) which will be used to Fund biodiversity related

activities and other environmental management proposed by all stakeholders. It will be used to also tap on the willingness of the

private sector to engage financially and output wise on the environmental agenda. It is a structure that will enhance the achievement of

convention objectives.

The current challenges in attaining visible impact in biodiversity management in Botswana speak mainly to disparate biodiversity

planning and the low integration of biodiversity concerns and targets in other sectors, especially production sectors. Pilot work done

through the University of Botswana’s Okavango Research Centre, UNDP and the GEF has provided some of the impetus to increase

visibility of biodiversity management.

The current planning in Botswana cascades from the 11 District Development Plans to the National Development Plan. The challenge

is to reflect enough of the community-level development issues which include the management of biological resources and production

inputs, and their conservation requirements; as well as review of sectoral plans and policies to identify potential threats to biodiversity.

The NDP has been a sector-based plan but changed the current one (NDP-10) to focus on themes that cover multiple sectors. This

presents a better opportunity for integrating biodiversity into planning. An additional challenge to biodiversity planning is the lack of

evidence on economic benefits of biodiversity mainstreaming into the various production sectors. Work through the UNDP/UNEP

Poverty and Environment Initiative is only starting but presents an opportunity for generating the economic evidence to link

agriculture, tourism and water sectors to biodiversity.

1) National Reporting to CBD

Reports Date of Submission

to CBD Secretariat Current

Status*

Comments

National Biodiversity

Strategy and Action

Plan

5th

May 1998 Final Was under implementation for approximately 6-7 years. It became

outdated sometime in the mid 2000s.

Revision of NBSAP 14th

October

2010

Final The strategy was finalised in 2007 and covers the period 2006-2011. It

was implemented but was only formally submitted to the CBD in 2010. It

is now due for updating again, to address new guidance from the

Convention, as well as a number of emerging threats to biodiversity and

new opportunities for integrating biodiversity into national development

planning.

1st National Report 5

th May 1998 Final Submitted to the CBD.

2nd

National Report 16th

May 2001 Final Submitted to the CBD.

3rd



4th



2) Capacity Needs Assessments carried out YES NO

Start Date: 2004 End Date: 2009 Please list all of the CBD Program of Work and cross-cutting themes that were addressed in

the Biodiversity Enabling Activities Capacity Needs Assessments: Dates

Assessment of Capacity Building Needs in biodiversity monitoring programmes, including taxonomy 2004-2008

National Capacity Self- Assessment: Cross-cutting capacity needs assessments for the implementation of the Rio

Conventions This was conducted, with a focus on government institutions with mandates for implementation of

CBD, UNFCCC, and UNCCD.

2004- 2009

3) Clearing House Mechanism (CHM) established? YES NO

CHM link(s): The Department has completed the groundwork necessary for establishing a national CHM website as part of the

National Environmental Information System (www.eis.gov.bw). As part of this project, the architecture will be

created to complete the process, establishing the CHM facility online and linking it to the CBD’s global CHM

networks to enable reporting and information and knowledge exchange on biodiversity.

Is the CHM website maintained up to date? YES NO How many people currently operate and maintain the national CHM? n/a

How many people visited the national CHM website in the past 12 months? n/a

B. ENABLING ACTIVITY GOALS AND OBJECTIVES



The Baseline Project: The Current NBSAP and the new CBD Strategic Plan The new CBD Strategic Plan, adopted at CoP-10 in 2010 in Nagoya, clearly addresses the need for updating NBSAPs, stating in

Target 17 that “By 2015, each Party has developed, adopted as a policy instrument, and has commenced implementing an effective,

participatory and updated national biodiversity strategy and action plan.” The strategic plan also covers a range of issues that will need

to be incorporated into the revised NBSAPs, including guidance to countries to: a) fully realise the value of biodiversity and

ecosystem services, and incorporate these values into national and local development and poverty reduction strategies (Targets 1 and

2); b) increase the global terrestrial protected area estate from 12% to 17% and the marine estate from 6% to 10% (Target 11); c)

restore and safeguard key ecosystem services, especially for water, health and livelihoods (Target 14); and d) strengthen ecosystem

resilience to climate change and promote ecosystem-based approaches to climate change adaptation and mitigation (Target 15).

Although the 2nd

NBSAP for Botswana was concluded in 2007, and implementation of some elements began at that time, it was

formally submitted and accepted by the CBD only at a late stage – in October in 2010. The 2nd

NBSAP was prepared to cover

approximately a 5 year period, although some activites have a longer time frame. Although many of the strategy’s elements are under

implementation, its time span is reaching the end.

A number of new factors are now in operation, necessitating the development of a revised NBSAP for the period 2012 - 2016. Firstly,

there are a number of new policies, frameworks and laws that have been put in place since 2007, including the Framework

Management Plan for Makgadikgadi Wetlands Systems, the Okavango Delta Management Plan, the Environmental Management Bill,

the Draft Forest Policy and the Draft Wildlife Conservation Act. Secondly, the picture has changed since the last revision of the threats

to biodiversity, with new knowledge on the threats posed by climate change, and emerging threats from increased poaching and

wildfires, which need to be addressed in innovative ways. Finally, there are exciting new opportunities for mainstreaming biodiversity

into local, district and national development planning, using the new structure of the National Development Plan. This includes

ensuring that biodiversity objectives are taken up in development programmes, such as Botswana’s Poverty Eradication Drive, food

production initiatives under Agriculture, Rural Development and Economic Diversification Drive.

A particular opportunity exists for this enabling activities project to draw on and add value to the GEF-funded project on “Strategic

Partnerships to Improve the Financial And Operational Sustainability of Protected Areas” currently under implementation, which aims

to develop a strategy and implementation plan for PA financing, as this is an important element of the overall plan to resource strategic

priorities for biodiversity conservation nationally.

Synergy with existing tools will also be ensured, with a new emphasis on economic valuation, in line with the outcomes of the 10th

Conference of the Parties to the CBD. The NBSAP will create the framework through which biodiversity concerns can be

incorporated into plans, programmes and projects using Strategic Environmental Assessment and Environmental Impact Assessment,

Natural Resources Accounts (water, minerals and livestock), Economic Valuation of some key resources (Okavango Delta Ramsar

Site and Makgadikgadi Wetland Systems) and the Botswana Environment Outlook and State of the Environment Report.

Finally, there is a need to ensure better synergy between the NBSAP and the country’s approach in terms of the other major

Conventions - to adaptation to climate change and sustainable land management. The adoption of the CBD Strategic Plan sets a higher

bar for biodiversity management worldwide and the Government of Botwana sees the need to step up its efforts to help meet global

targets.

Much of the importance of the 3rd NBSAP will lie in its ability to catalyze active stakeholder participation in the process, rather than

simply emphasizing the production of a document. This enabling activities project is designed in such a way as to draw stakeholders

into the process of tackling the key elements of the CBD Strategic Plan’s Aichi Targets, setting appropriate national targets, drawing

out the implications for stakeholder mandates and budgets, and keeping the targets and mechanisms to achieve them top of mind at all

times. The new NBSAP will include:

A plan for integrating the value of biodiversity into national and local development and poverty reduction strategies and planning

processes, and natural resources accounting process (undertaken for minerals, livestock and water) and reporting systems, as

appropriate (Target 2)

A plan for creating incentives and removing harmful subsidies (Target 3)

A plan for developing landscapes that have sustainable production and consumption and ensure the use of natural resources falls

well within safe ecological limits. (Target 4)

A plan for fully implementing the Programme of Work on Protected Areas, including increased protection and landscape/seascape

connectivity (Target 11)

A plan for restoring and safeguarding ecosystems that provide essential services, including services related to water, and

contribute to health, livelihoods and well-being (Target 14)

A plan for strengthening ecosystem resilience and the contribution of biodiversity to carbon stocks, including the restoration of at

least 15 per cent of degraded ecosystems (Target 16)

A plan for the mobilization of financial resources for effectively implementing the Strategic Plan for Biodiversity 2011-2020 from

all sources (Target 20).


Proposed Response and Rationale: The new generation of BD EA. This project seeks to fully incorporate the above issues into the

NBSAP. This ‘new generation’ of NBSAP will help set a regional standard of excellence by creating a national road map for

achieving the Aichi Targets. Special emphasis will be placed on mainstreaming biodiversity into development plans, incorporating

protected area networks and sustainable production systems into ecosystem-based climate adaptation and resilience plans, and creating

sustainable finance for biodiversity conservation through the full valuation of key ecosystem services.

Alignment with GEF Focal Area Outcome(s):

BD5 Objective: Integrate CBD Obligations into National Planning Processes through Enabling Activities (herein serving as the

‘Project Development Goal’):

Focal Area Outcome 5.1: Development and sectoral planning frameworks at country level integrate measurable biodiversity

conservation and sustainable use targets.

The Project Objective is:

To integrate Botswana’s obligations under the Convention on Biological Diversity (CBD) into its national development and sectoral

planning frameworks through a renewed and participative ‘biodiversity planning’ and strategizing process, in a manner that is in line

with the global guidance contained in the CBD’s Strategic Plan for 2011-2020.

This will be achieved through the following Outcomes (corresponding to components described in detail below):

Outcome 1 – A participative stocktaking exercise on biodiversity planning takes place and national biodiversity targets are

developed in response to the global Aichi Targets

Outcome 2 – The NBSAP is revised/updated and it fully integrates new aspects of the CBD strategic plan, such as

mainstreaming and anchoring the implementation of the plan into national development frameworks, valuing ecosystem

services and promoting ecosystem-based adaptation and resilience

Outcome 3 – National frameworks for resource mobilization, Convention reporting and exchange mechanisms are established

and strengthened

Refer to Part I, Table A and to the next section for more details.

How the project plans to build national capacity

Botswana has previously undertaken assessments of existing capacity, including through the National Capacity Self-Assessment

process and the National Biodiversity Support Programme. It has also completed activities to build capacity for the implementation of

the UNCCD, UNFCCC and CBD as well as in related specialised areas such as environmental impact assessment. Despite these

efforts, the impressive qualifications of staff in some departments, as well as the institutional mechanisms that have been established,

individual, institutional and systemic capacity constraints are still perceived. These constraints include:

lack of technical skills in specialised areas (e.g. operating climate change models and interpreting results)

lack of specific competencies, such as environmental law, intellectual property or reviewing EIA reports

the absence or inadequacy of holistic thinking within the different disciplines involved in environmental management, which is

increased by limited team work

lack of prioritisation of issues that should be addressed, given limited capacity in some departments

fragmented responsibilities across institutions (for biodiversity management)

insufficient coordination between government institutions

inadequate financial and technical capacity within community organisations

absence of measures of the impact of environmental interventions

lack of negotiation skills

discontinuous and inadequate engagement with the secretariats of the MEAs between the meetings of the Conference of Parties.

A number of these areas will be addressed through the project, which aims to develop capacity in Botswana at the individual level, the

organizational level and the systemic level. Examples of each of these in elation the gaps identified above are outlined in the table

below.

Individual It is anticipated that all the individuals participating in the process of undertaking biodiversity planning to support the

implementation of the CBD Strategic Plan 2011 – 2020 will develop their capacity significantly through the process.

This includes local project staff and consultants, as well as the member of the multi-stakeholder working group and the

specialist sub-group of the working group. The specialist group, in particular, will benefit from being part of the

national target setting exercise, guided by the experience of the international consultant. The process of taking stock of

biodiversity planning efforts until now will develop participants’ evaluative capacity, while participating in defining

strategic priorities will develop their analytical capacity. The teamwork involved and the broad, interdisciplinary

nature of the exercise will contribute towards the development of holistic thinking within the different disciplines


involved in environmental management. This will be further enhanced by the widening of the discussion to include

mainstreaming into national development planning – examining the links between biodiversity conservation and socio-economic development, and the implications for different economic sectors and national development trajectories.

Organizational UNDP’s approach to Biodiversity Enabling activities in GEF-5 goes beyond the production of documents and the

development of a website. Much of the importance of the 3rd NBSAP will lie in its ability to draw various levels and

sectors of government into the process of tackling the key elements of the CBD Strategic Plan’s Aichi Targets,

contributing to the achievement of national targets. The involvement of these role-players in this enabling activities

project will develop their capacity by actively involving them in drawing out the implications of the targets for their

mandates and approaches to resource allocation. Organizational capacity will also be built through the process of

developing a permanent framework for reporting to the CBD and for maintaining the CHM with vital, up-to-date

information. Specifically, organizational capacity will be built through taking stock of the existing NBSAP and

identifying barriers to its implementation, setting targets and priorities, developing implementation plans for the

revised NBSAP, working out how to develop capacity further, developing the clearing-house mechanism, and developing a permanent framework for reporting to the CBD.

Systemic The approach that UNDP has developed for Biodiversity Enabling Activities in GEF5 is transformational with respect

to systemic capacity elements (i.e. policy, economic, regulatory, and accountability frameworks within which

organizations and individuals operate). The aim is to ensure that the objectives, targets and guidance from the CBD

Strategic Plan (2011-2020) become fully anchored into national development frameworks. This will be achieved by

the development of the following new aspects of the CBD strategic plan: (i) the valuing of ecosystem goods and

services; (ii) mainstreaming; and (iii) the incorporation of challenges and opportunities linked to ecosystem-based

adaptation and resilience. The knowledge developed through these activities will become part of Botswana’s new

NBSAP and will have a greater chance of influencing and even becoming policy. In particular, the following activities

are specially targeted at building systemic capacity:

assessing and integrating ecosystem services through economic valuation

mainstreaming biodiversity into development policies, plans and practices and into sectoral plans and strategies

incorporating climate change issues into NBSAPs

integrating the NBSAP implementation plan with the CBD Programme of Work on Protected Areas

implementation plan

securing sustainable finance for NBSAP implementation monitoring and reporting on the status of biodiversity under climate change scenarios.

C. DESCRIBE THE ENABLING ACTIVITY AND INSTITUTIONAL FRAMEWORK FOR PROJECT IMPLEMENTATION

Detailed Description of Activities per Project Component / Outcome

The description that follows indicates precisely how the project will develop national capacity and how the project will ensure the

sustainability of its outcomes. This description has been organized in five modules (I -V), following the GEF’s guidance, but which

for the sake of simplicity were grouped within the three already mentioned Components / Outcomes. The following are the modules:

Component Outline of modules for NBSAP Revision and Related Activities

Indicative percentage of total

GEF funding in the proposal

1 I. Preparation 10%

II. Setting national targets, principles, & main priorities of the strategy 10%

2 III. Strategy and action plan development 55%

3 IV. Development of implementation plans and related activities 10%

V. Institutional, monitoring, reporting and exchange 15%

Component 1. Stocktaking and national target setting

Key outputs expected under this component includes the following:

1.1 Review and stocktaking of products and results from previous biodiversity planning processes at the national level are carried out

in participative manner.

1.2 In response to the global Aichi Targets, national biodiversity targets are developed in a manner that is attuned to Botswana’s

reality.

1.3 The achievement of national targets, developed in line with the global Aichi Targets, is duly monitored during the project

duration and beyond, and this is reported upon to the CBD through national reports and other means.

1.4 In an iterative manner, Botswana taps into useful information on, and participates into, global networks and initiatives on

biodiversity data and indicators (such as the Biodiversity Indicators Partnership, Global Biodiversity Information Facility and the


World Conservation Monitoring Centre, the Global Environment Outlook portal, among other relevant ones).

Key products or publications (may be combined into one):

Brief Review of the Biodiversity Planning Process in Botswana

Biodiversity Targets for Botswana as part of national efforts to implement the CBD’s Strategic Plan for 2011-2020

In connection with the above outputs and deliverables, and as a result of the activities outlined below, Botswana will strive to

achieve the following outcomes vis-à-vis its CBD obligation and related processes:

- By end of 2012, a multi-sectoral/multi-stakeholder working group is established and it completes the stock-taking exercise.

- By 2012, national targets in response to the global Aichi Targets are developed.

Key activities (I-II):

I. Preparing for the NBSAP revision

• Taking stock of the NBSAP and identifying barriers to its implementation: This activity will involve the Group of experts in

biodiversity and economic and development sectors in Botswana. Under the leadership of the Enabling Activities Technical

Manager and with support from the NBSAP Lead Consultant, they will undertake a rapid stock-take of existing plans,

policies and practices, and of the root causes of biodiversity loss. The aim of the stock-take is not only to identify key threats,

but to understand the drivers behind these threats, as well as the key aspects of the policy environment that are barriers and

challenges to effective conservation/sustainable use. Based on existing studies and analyses, the emphasis of this activity will

be on identifying key gaps in the existing Botswana NBSAP, understanding the primary drivers and root causes, and

identifying the means of overcoming existing barriers and challenges. Because of the emphasis in this new NBSAP on

mainstreaming into national development planning, the scope of the stock-taking exercise will be broad.

• Stakeholder consultation and participation: Beyond the Group of experts in biodiversity and economic and development

sectors, which is a more restricted, the Enabling Activities Technical Manager will establish and convene a wider working

group (or several thematic working groups to be defined) to oversee a robust consultative process that engages

representatives from key sectors, administrative leaders, and traditionally under-represented groups. Within this working

group, the specialist sub-group will work more closely with the lead NBSAP consultant to support the development of

specific products under this project and ensure the broad participation (TOR are in Annex A.) The aim is to develop and

sustain a participatory process in order to increase the likelihood of successful implementation of the NBSAP. This is

especially important relative to the goals of mainstreaming biodiversity into national development plans, and promoting

resilient landscapes that include production sectors.

Specific steps in this process will include:

Establishing a multi-stakeholder working group involving relevant stakeholders interested in biodiversity

conservation and development issues to oversee the enabling activity project and development of the NBSAP

Explicitly identifying key stakeholders’ interests, and desired outcomes

Identifying potential conflicts and trade-offs, and work towards mutually acceptable solutions, including strategies

that serve mutually beneficial interests and achieve mutually beneficial outcomes

Embedding and institutionalizing these strategies in the institutions, policies, agreements, programs and mechanisms

of each sector.

II. Setting targets

• Setting targets and priorities: This activity will be overseen by the specialist group within the working group, guided by the

Project Steering Committee, and supported by an international consultant with technical expertise in biodiversity target

setting. The process will focus on setting specific, measurable, achievable and time-bound targets for the 3rd

NBSAP, based

on the global Aichi Targets, including targets on restoration of ecosystems, protected area coverage, overall biodiversity loss,

and other aspects of the Strategic Plan. Botswana’s target setting, which will be linked to priority setting among different

aspects within the NBSAP, will be completed by CoP-11.

Component 2. NBSAP Update


2.1 A National Biodiversity Strategy and Action Plan (NBSAP) for Botswana becomes ‘anchored’ into national development

frameworks; it is revised and updated, in a manner that is participative, widely disseminated and fully integrates new aspects of

the CBD strategic plan, such as: (i) mainstreaming; (ii) the valuing of ecosystem goods and services; and (iii) the incorporation of

challenges and opportunities linked to ecosystem-based adaptation and resilience. .

This is supported by consultations and the following specific studies:

Integrating the challenges to Protected Areas in the 21st Century into the NBSAP and the national implementation of the

CBD’s Programme of Work on Protected Areas (PoWPA)


“Localisation” of the TEEB (The Economics of Ecosystems and Biodiversity9): Assessing and capturing value in

ecosystems’ goods and services in Botswana

Exploring and costing options for ecosystem-based adaptation to climate change in Botswana

2.2 The updated and fully endorsed NBSAP for Botswana is submitted to the CBD within the deadline set by the COP.

Key products or publications:

Third National Biodiversity Strategy and Action Plan for Botswana

Sub-product 1: Challenges and Opportunities for Botswana’s Protected Areas in the 21st Century

Sub-product 2: Study on Ecosystem Valuation and Sectoral Mainstreaming of Biodiversity in Botswana

Sub-product 3: Study on the Incorporation of Challenges and Opportunities linked to Ecosystem-Based Adaptation and Resilience

in Botswana


achieve the following outcome vis-à-vis its CBD obligations:

- By early 2014, the Botswana NBSAP is fully updated, it is in line with the guidance in the CBD Strategic Plan (2011-2020) and

has been submitted to the CBD COP.

Key Activity (III):

III. Developing the NBSAP

This step will seek to achieve the following: (i) Developing the strategy and actions to implement the agreed targets though

national consultations; (ii) Application of the NBSAP to sub-national entities through sub-national and local consultations; and

(iii) Sectoral integration including mainstreaming into development, poverty reduction and climate change plans through sectoral

consultations.

While the project will focus on updating all aspects of NBSAP, it will place particular emphasis on those aspects that are

highlighted in the 2011-2020 CBD Strategic Plan. These include the following:

• Assessing the implementation of the CBD’s Programme of Work on Protected Areas (PoWPA) in light of emerging trends

affecting Protected Areas in the 21st Century: During the CBD COP10, UNDP launched in collaboration with the GEF and

the CBD Secretariat, a seminal publication on the lessons and it has learned from its GEF portfolio with respect to protected

areas.10

Following the methods outlined in the publication, Botswana’s performance will be evaluated in relation to these

lessons about the management of protected areas, especially in light of key challenges that these will face in the 21st century,

such as increased competition for land and water, climate change and scarcity of public funding. This study will be part and

parcel of the sub-products that will corroborate to Botswana new NBSAP. The following themes will be touched upon:

Enabling Policy Environment for Protected Areas

Management Planning, Research, Monitoring and Assessment

Assessment of Threats to Protected Areas and of ecosystem restoration needs

Protected Area Governance and Participation

Protected Area Capacity

Sustainable Finance

Protected Area Networks and Ecological Gap Assessments (including in scenarios of climate change)

Connectivity Corridors and Transboundary Protected Areas

• Assessing and integrating ecosystem services through economic valuation: The study on The Economics of Ecosystems and

Biodiversity (TEEB) has drawn attention to the global economic benefits of biodiversity and ecosystem services and to the

growing costs of biodiversity loss and degradation. Botswana has done some valuable groundwork through the UNEP-UNDP

Poverty Environment Initiative (PEI), which needs to be built on through this enabling activities project. However, Botswana

has not yet explicitly linked the value of biodiversity and ecosystem services to its own national development goals, including

poverty eradication and sustainable livelihoods. Through this activity, the project will be able to demonstrate the benefits and

values of ecosystems and biodiversity at a national level, and better link ecosystems and priority sectors in national

development plans, in order to guide allocation of resources. The aim is to strengthen the point that biodiversity not only

underpins human well-being, but that biodiversity and associated ecosystem services can make a significant contribution to

poverty reduction and economic development. By engaging national specialists and providing support from global specialists,

hard economic data will be collected and processed at the country level to demonstrate the costs and benefits of investing in

biodiversity management. Capacity to carry out the assessments and make important links to priority economic sectors will

be simultaneously built within the country. The local consultant will access the relevant data and the international consultant

will provide support on analysing the data to “make the case” for biodiversity and facilitate the process of mainstreaming

9 www.teebweb.org 10 Ervin, J., N. Sekhran, A. Dinu. S. Gidda, M. Vergeichik and J. Mee. 2010. Protected Areas for the 21st Century: Lessons from UNDP/GEF’s

Portfolio. New York: United Nations Development Programme and Montreal: Convention on Biological Diversity.

http://www.teebweb.org/


biodiversity into sectoral planning through concrete biodiversity valuation examples.

Specific steps in this process include:

a. Identify and assess the full range of values of key ecosystem services within the country, based on

existing local, national, regional and global studies on the value of ecosystems and biodiversity,

including: the national TEEB valuation results, the valuation of protected areas, any other national

ecosystem services studies that have been conducted (e.g., water, carbon), and existing global and

regional maps and overlays of key ecosystem services

b. Identify the implications of these services for different stakeholder groups within the country,

including those who benefit from, and pay for, the maintenance of these ecosystem services, and

those that degrade ecosystems through unsustainable use.

c. Estimate and demonstrate the value of key ecosystem services (using methods appropriate to each

service), including the value of the ecosystem service in contributing to climate resilience,

adaptation and mitigation; reducing poverty, and sustaining livelihoods.

d. Where appropriate, this activity will also identify potential means of capturing the value of

targeted ecosystem services including through policies such as payments for ecosystem services

and other positive incentives.

• Mainstreaming biodiversity into development policies, plans and practices and into sectoral plans and strategies:

Mainstreaming has been defined as the internalization of biodiversity conservation goals into economic and development

sectors, policies and programs, such that they become an integral part of their functioning of these sectors.11

The Project Steering Committee, guided by the NBSAP lead consultant, will make a selection of 4-5

priority sectors to focus on for the proposed Biodiversity Planning process, selecting from the following

list:

Agriculture

Forestry

Wildlife

Livestock

Tourism,

Trade

Transport

Energy

Mining

Development Planning & Finance

Water

The Project Steering Committee, guided by the NBSAP lead consultant, will make a selection of 4-5

priority development areas / topics to focus on in the project, selecting from the following list:

Land-use management, including spatial and infrastructural development planning

Development finance

Poverty alleviation

Rural development and livelihoods

Food security

Local development and decentralization

Rights of indigenous groups

Gender

Climate change mainstreaming

Population & urban planning

Health provision, including traditional medicine

• Incorporating climate change issues into NBSAP: The previous NBSAP did not adequately address aspects of climate

change. Botswana already has a gap analysis completed in 2009 of the protected area estate in relation to biodiversity

conservation priorities. This will be updated through this activity, taking into account the following additional factors, and

feeding the results into the NBSAP:

a) identifying, protecting and appropriately managing areas important for carbon sequestration;

b) updating the country’s ecological gap assessment to include predicted future distribution of biodiversity under climate

change scenarios;

c) assessing the impact of climate change on the functioning of ecosystem services, such as water;

d) identifying areas important for improving nature’s ability to adapt to climate change, such as altitudinal gradients and

conservation corridors

11 Petersen, C and B. Huntley. 2005. Mainstreaming Biodiversity in Productive Landscapes. Working Paper 20. Washington DC: GEF.


e) identifying areas of particular importance for restoration in order to improve climate resilience, adaptation and

mitigation.

Component 3. National frameworks for NBSAP implementation, CDB reporting and exchange mechanisms


3.1 National frameworks for NBSAP implementation is in place and includes: (i) institutional leadership for implementation is

established and strategic partnerships forged (nationally and internationally); (ii) a costed and prioritized Action Plan is appended

to the NBSAP; (iii) needs assessments on capacity, technology and finance are carried out; and (iv) a strategy for resource

mobilization for the implementation of the NBSAP is produced and includes a baseline assessment of existing biodiversity

finance.

3.2 A CHM section of the National Environmental Information System (www.eis.gov.bw) website is created according to guidance

on CHMs; it is linked up to the CBD’s global CHM networks and to other information and knowledge exchange network on

biodiversity and it is kept up-to-date..

3.3 Immediate CBD reporting obligations are met by Botswana in a timely manner: the Fifth National Report to the CBD by is due

by 31 March 2014.

Key products or publications (first two may be combined into one):

Straightforward and feasible NBSAP implementation plan, which ensures the effective implementation of the Action Plan

contained in the NBSAP

Fully functional CHM for Botswana, based on best international practice on the matter

Fifth National Report


achieve the following outcomes vis-à-vis its CBD obligation and related processes:

- By 2013, complete the updating and improvement of national clearing-house mechanisms

- By 2014, complete plan for implementing the NBSAP, including capacity, technology and finance needs assessment

Key Activities (IV-V):

IV. Developing implementation plans

This activity will focus on developing an overall plan for implementing the NBSAP. This implementation plan will include

the following components:

a) Developing an overall implementation plan: The primary output of this activity is an overall implementation plan that

delineates major steps, responsible parties, costs for main activities, expected outcomes and a timeline

b) Integrating the NBSAP implementation plan with the CBD Programme of Work on Protected Areas implementation plan:

Botswana will place particular emphasis on those aspects of Target 11 from the CBD Strategic Plan, including our plans for

improving management effectiveness, sustainably financing protected areas and integrating protected areas into the wider

landscape.

c) Securing sustainable finance for NBSAP implementation: Article 20 of the Convention mentions the need for Parties “to

provide, in accordance with its capabilities, financial support and incentives in respect of those national activities which are

intended to achieve the objectives of this Convention.” In the past few years, there has been a wide proliferation of innovative

biodiversity finance mechanisms, such as payments for ecosystem services, conservation trust funds, biodiversity offsets and

bio-carbon funding, among many others. We are still in the early stages of exploring these mechanisms. This activity is

critical in ensuring that resources are in place to implement the NBSAP. It will focus on the following:

Identifying the existing financial gap for implementing the NBSAP

Identifying potential sources of revenue for filling these gaps

Assessing the feasibility for these revenue sources

Developing a detailed plan for operationalizing these revenue sources

d) Assessing and strengthening capacity needs: One of the primary areas of enabling activities is the assessment of capacity

needs. The decisions at CoP-10 place new and ambitious demands on countries, including requirements to protect and

sustainably manage their lands and water, to develop comprehensive plans that integrate climate change into their land use,

development and sectoral plans and strategies, and to develop appropriate biodiversity and climate policies, laws and

incentives. This activity will ensure that Botswana develops a road map for strengthening these specific capacities. As per the



NCSA report, Botswana is currently faced with a number of challenges on prevailing capacity needs. The ‘Needs

Assessment’ will be incorporated into the NBSAP Implementation Plans. The critical components vary from systemic,

institutional down to individual capacity. Building on existing capacity needs assessment, and using existing guidance, the

Enabling Activities Technical Manager, with support from the Working Group and the Lead NBSAP Consultant, will identify

the following gaps inter alia, along with capacity-building strategies to fill those gaps:

Development of relevant and specific biological diversity (BD) regulatory framework under overarching national

environmental polices including development of ABS legislation: policy, regulations and guidelines

Development of district specific biodiversity action plans for purposes of role clarity and implementation and prioritise

biodiversity projects based on specific needs of respective districts

Designation of various NFP across the economy for the programmes of work under the CBD and operationalize the

obligations and regulations of the convention.

There is need for skills that implementers within and outside government need including Environmental law, Ecology,

Biotechnology. The staff from different implementing departments need skills on raising awareness and implementation

of the CBD including budgeting and financial management and Project management

V. Institutionalizing, monitoring and reporting

• Monitoring and reporting on the status of biodiversity under climate change scenarios: Monitoring and reporting on the status

of biodiversity is a key aspect of several Programmes of Work within the CBD. To date, efforts to monitor and report on the

status of biodiversity have been sporadic and have typically not taken into full account the status and trends of biodiversity,

the status of effective conservation, the contribution of ecosystem services (such as water and carbon), and the likely impacts

of climate change on biodiversity and ecosystem services. Through this project, we will ensure that future monitoring and

reporting on the status of biodiversity and ecosystem services is comprehensive, and fully incorporates climate change issues.

• Developing clearinghouse mechanisms (CHM): Botswana has a done the groundwork to gather information for an up-to-date

CHM which captures not only biodiversity information but includes all thematic areas within the environment domain. This

project will enable this information to be made available online through the National Environmental Information System

(www.eis.gov.bw) and to link to the CBD network and other international networks.

• Developing a permanent framework for reporting to the CBD: Parties to the CBD committed to submitting a fifth national

report by 2014. In this project, Botswana will submit a 5th

National Report that fully covers the NBSAP, key changes in the

status and trends in biodiversity status, threats and conservation, and will develop a long-term reporting framework that will

enable us to better track changes over time. This framework touches three aspects, which will be strengthened by a number of

different activities under this project: (i) the abovementioned setting up of the CHM for Botswana; (ii) the strengthening of

national capacity and leadership for managing biodiversity planning in the country; and (iii) the availability of national

finance on a recurrent basis for the purpose of CBD reporting, so that GEF and other mechanisms become gradually

complementary in this respect.

Project consistency with national strategies and plans or reports and assessments relevant for the CBD, as well as other cross-

cutting assessments and priority setting exercises

Botswana ratified the UN Convention of Biological Diversity in 1995 and it is making important efforts to fulfil its obligations under

it, as well as to implement the Convention at the national level, including several of its Programmes of Work. Yet, there are gaps

linked to national capacity and which Botswana needs external assistance to address.

Part II, Section A in this proposal contains a matrix listing different reports and assessments relevant for the CBD, as well as other

cross-cutting assessments and priority setting exercises. This proposal fits well with the progress presented in the matrix, including the

several gaps that need to be fulfilled in connection with this progress so far.

This proposed enabling activities project is consistent with the following national policy, legislation, plans and strategies:

- National Biodiversity Strategy and Action Plan (2007), although now outdated

- Framework Management Plan for Makgadikgadi Wetlands Systems

- Okavango Delta Management Plan

- Wetlands Inventory Report

- Emerging legislation: Environmental Management Bill, Draft Forest Policy, Draft Wildlife Conservation Act

Project implementation arrangement:

The project will be implemented over a period of 3.2 years. The Department of Environmental Affairs (DEA) under the Ministry of

Environment, Wildlife and Tourism (MEWT) is the government institution responsible for the implementation of the project and will

act as the Executing Agency. UNDP is the GEF Agency for the project and accountable to the GEF for the use of funds. The project is

nationally executed (NEX), in line with the Standard Basic Assistance Agreement (SBAA, 15-Feb-1982) between the UNDP and the



Government of Botswana (GoB).

The overall responsibility for the project implementation by DEA implies the timely and verifiable attainment of project objectives

and outcomes. The DEA will provide support to, and inputs for, the implementation of all project activities. The DEA will nominate a

high level official who will serve as the National Project Director (NPD) for the project implementation. The NPD will chair the

Project Steering Committee (PSC) as well as the working group and specialist sub-group set up to drive the stock-taking and target

setting work in Component 1, and will be responsible for providing government oversight and guidance to the project implementation.

The NPD will not be paid from the project funds, but will represent a Government in kind contribution to the Project. The NPD will be

technically supported by the Enabling Activities Technical Manager and his/her team, as well as by the UNDP’s technical

backstopping provided by the UNDP/GEF Regional Technical Advisor responsible for the project and the UNDP Environment Focal

Point at the Country Office.

All consultants hired by the project will be recruited using standard recruitment procedures of the Executing Agency (Department of

Environmental Affairs) and will report directly to the Enabling Activities Technical Manager and indirectly to the NPD. Some of the

first tasks of the Enabling Activities Technical Manager with respect implementation are to: (1) refine the TORs for project

consultants assigning clear responsibility for specific products in accordance with the profiles of the selected candidates; (2) prepare

detailed workplans for the project; and (3) ensure that consultants complete time sheets detailing activities. It is possible that technical

expertise and support to implementation can be sourced from the University of Botswana, particularly from the Okavango Research

Institute.

Working closely with the DEA, the UNDP Country Office (UNDP-CO) will be responsible for: (i) providing financial and audit

services to the project; (ii) recruitment of specialised consultants and service providers (when requested by DEA); (iii) overseeing

financial expenditures against project budgets approved by PSC; (iv) appointment of independent financial auditors; and (iv) ensuring

that all activities, including procurement and financial services, are carried out in strict compliance with UNDP/GEF procedures. A

UNDP staff member will be assigned with the responsibility for the day-to-day management and control over project finance.

The existing National Biodiversity Authority (NBDA) will serve as the Project Steering Committee (PSC) and will be convened by the

DEA, and will serve as the project’s coordination and decision-making body. The PSC will include representation of all the key

project stakeholders. It will meet according to the necessity, but not less than once in 6 months, to review project progress, approve

project work plans and approve major project deliverables. The PSC is responsible for ensuring that the project remains on course to

deliver products of the required quality to meet the outcomes defined in the project document.

The day-to-day administration of the project will be carried out by a dedicated Project Coordinating Unit (PCU), comprising a

Enabling Activities Technical Manager and Project Assistant, who will be located within the DEA offices. The Enabling Activities

Technical Manager will liaise and work closely with all partner institutions to link the project with complementary national programs

and initiatives. The Enabling Activities Technical Manager is accountable to the DEA, and the PSC for the quality, timeliness and

effectiveness of the activities carried out, as well as for the use of funds.

UNDP’s comparative advantage for Biodiversity Enabling Activities

UNDP has historically been the largest GEF implementing agency in terms of assisting countries in undertaking biodiversity enabling

activities, having assisted more than 100 countries with it through several projects. These projects helped countries prepare their

original Biodiversity Strategy and Action Plans, prepare their reports to the CBD COP, from the first to the fourth, and assess capacity

needs in a number of countries. UNDP supported Botswana with its first generation of Biodiversity Enabling Activities. The project

was financially closed in 2005 and produced all of its expected results. Botswana accessed funding for its fourth national report

through the GEF UNDP-UNEP project in 2008 and also produced the expected report. The monitoring of this global project was

carried out by the Botswana Country Office. Furthermore, UNDP has a large and active GEF biodiversity portfolio in Botswana and

two professional staff dedicated to monitoring it.

These synergies will be created primarily with the following projects, but not restricted to them:

- The newly approved UNDP/GEF project under development “Improved Management Effectiveness of the Chobe-Kwando-

Linyanti Matrix of Protected Areas”

- The UNDP/GEF BiOkavango Project “Building Local Capacity for Conservation and Sustainable Use of Biodiversity in the

Okavango Delta”

- The UNDP/GEF Project “Strategic Partnerships to Improve the Financial and Operational Sustainability of Protected

Areas”

- The WB/GEF project “Human-Wildlife-Coexistence Management Project in Northern Botswana”

The UNDP Country Office in Gaborone, Botswana includes an Energy and Environment Programme, with a dedicated Environmental

Focal Point (EFP) supported by technical and administrative staff. The EFP is also supported by the Regional Technical Advisor for

Ecosystems and Biodiversity for Eastern and Southern Africa, based at the Regional Services Centre in Pretoria, South Africa.


Successful implementation of this proposed enabling activities project will also rely on UNDP's country-level coordination experience

in integrated policy development, human resources development, gender issues, institutional strengthening, and non-governmental and

community participation. All of these elements are all part of UNDP’s programme in Botswana.

Project’s alignment with UNDP’s programme for Botswana

This project is in line with the objectives of the United Nations Development Assistance Framework (UNDAF) for 2010 - 2016, which

prioritises the environment and the fight against poverty.

The UN-GoB Programme & Operational Plan of 2010-2014 places special focus on environmental matters and the protection of the

Botswana’s biodiversity endowment as a key to its successful development.

The relevant Environment Outputs identified by the Country Programme with respect to this project are:

Global environmental concerns and commitments integrated in national planning and policy

Improved awareness and understanding among decision makers and the public of linkages between environmental sustainability

and human poverty and well-being

Improved national capacity to negotiate and implement global benefits.

Stakeholder involvement in the implementation of the project

NGO Fund under MEWT to assist NGOS in implementation of biodiversity related projects - allocated $500,000 during NDP 9 (2003-

2009) Creation of Environment Fund to fund environmental reclamation projects by Community Based Organizations (CBOs)

The stakeholder involvement element is embedded in the description of several activities within this proposal which will have a

consultative and participatory character. A full stakeholder involvement plan will be developed in connection with the preparation of

the UNDP Project Document that will operationalise this proposal at the level of UNDP, allowing Botswana to access the funding.

The following is an indicative and non-exhaustive list of stakeholders to be involved:

21 Community Trusts in Okavango region

Community Trusts in Chobe-Linyanti region, e.g. the Chobe Enclave Conservation Trust-CECT,Kazungula Lesoma

Pandamatenga Community Trust-KALIPA

Ngamiland District CBNRM Forum

CBNRM Forum and support programme

People and Nature Trust

CARACAL

Ditshwanelo-Human Rights

Botswana Community Based Organisation Network

Botswana Council of Non-Governmental Network

Trust for Okavango Cultural and Development Initiatives

Birdlife Botswana

Kalahari Conservation Society

Private sector, especially game lodges, trophy hunting and safari companies

University of Botswana

Botswana College of Agriculture

Okavango Research Institute

Department of Environmental Affairs

Department of Wildlife and National Parks

District Land Use Planning Unit

Makgadikgadi Pans Wetland System

Ministry of Communications, Science and Technology

Ministry of Environment, Wildlife and Tourism

Ministry of Finance and Development Planning

National Liaison Committee

These stakeholders will be consulted in the establishment of a multi-stakeholder working group, and where appropriate will be directly

involved in the working group, which will drive the stock-taking and target-setting work to be undertaken in Component 1. They will

equally be involved in the implementation of the remainder components.


It will be important at this early stage of the project to draw on the wide range of expertise represented by these stakeholder groupings

which includes:

tertiary and research institutions with extensive local scientific, technical and research capacity

government departments and non-governmental organisations with experience in policy formulation and implementation

NGOs and community-based organizations with experience in implementing biodiversity conservation and sustainable

development work on the ground, as well as an understanding of the needs of local communities whose livelihoods are directly

dependent on biodiversity, and who are vulnerable in specific ways to climate change

private sector role-players who are currently investing in biodiversity conservation and tourism, and have the potential to

contribute further to closing the biodiversity “funding gap”

sectors of government at various levels whose mandate influences or is influenced by biodiversity conservation and who have the

potential to contribute to mainstreaming biodiversity conservation into development planning and resource allocation.

Gender marking

Gender equality is enshrined in Botswana's constitution, and women have the same civil rights as men. The Botswana government has,

however, identified the need to ensure that all legislation fully supports this principle. This is a complex undertaking because the

country has a dual legal system in which common law and customary law exist side by side, as well as a long history of traditional

laws, upheld by tribal structures and customary courts.

As a result, the position of women in rural areas can be affected by restrictions on women’s property rights and economic

opportunities.

UNDP works with national and local partners in the region to accelerate the integration of gender sensitive policies in all sectors,

including the environment, creating more an inclusive environment for both women and men.

More specifically, this project will explore the nexus gender-biodiversity in Botswana through the different studies that will contribute

to the country's new NBSAP.

During the project inception the mandatory UNDP gender marker will be applied. This requires that each project in UNDP's ATLAS

system be rated for gender relevance. This will for example include a brief analysis of how the project plans to achieve its

environmental objective by addressing the differences in the roles and needs of women and men.

Furthermore, gender marking implies the production of the following data by the project's year 2 and by its end:

- Total number of full-time project staff that are women

- Total number of full-time project staff that are men

- Total number of Project Steering Committee members that are women

- Total number of Project Steering Committee members that are men

- The number of jobs created by the project that are held by women

- The number of jobs created by the project that are held by men

D. DESCRIBE, IF POSSIBLE, THE EXPECTED COST-EFFECTIVENESS OF THE PROJECT:

Botswana has achieved an economic growth which is amongst the highest in the world, partly through transformation of the economy

from a totally agricultural to a mineral-dominant economy.

However, in recent years, the tourism sector of Botswana, which is largely biodiversity-dependent, has grown and contributed to the

country’s economy. Government recognizes the importance of the biodiversity and tourism sector to the economy, but this has not yet

been reflected fully in budgeting and planning processes, partly because the links between conservation and development have not

been made clear.

The proposed GEF project will ensure that a national strategy and action plan guides all stakeholders and partners in the conservation

of these precious resources, in order to avoid duplication and to ensure the application of resources in the most critical areas.

The cost-effectiveness of the proposed activities will further be ensured by combining government internal, national and international

experience in implementing similar projects.

Consultation costs financed by GEF will be kept to a minimum, as government and UNDP can finance much of it from co-financing

resources.

http://www.thegef.org/gef/sites/thegef.org/files/documents/C.25.11%20Executive%20Summary.pdf


Other options were considered, e.g. the sub-contracting of an NGO or a management consultancy to carry the Enabling Activity on

behalf of government. This was considered costly and also not effective with respect to stakeholder ownership and capacity building.

It could also create a risk of bias in the development of what is to be a veritable national strategy.

E. DESCRIBE THE BUDGETED M&E PLAN:

These costs are part and parcel of the project’s budget.They may be funded by either GEF or UNDP funds, including the

Programme Cost-Sharing.

Type of M&E activity Responsible

Parties

Budget US$

Excluding project team staff

time

Time frame

Measurement of Means of Verification

for Project Purpose Indicators, Project

Progress and Performance (measured

on an annual basis)

Oversight by Project Manager

Project team

To be finalized during the

inception phase and determined

as part of the Annual Work

Plan's preparation.

Annually prior to ARR/PIR

and to the definition of

annual work plans

Simplified Biodiversity Enabling

Activities Annual Project Review /

Project Implementation Report

(APR/PIR)

Project Team

UNDP-CO

UNDP-GEF

None Annually

Quarterly progress reports (QOR) Project team None Quarterly

Terminal Report Project team

UNDP-CO

local consultant

$1,000 for printing costs

At least one month before

the end of the project

Lessons learned Project team

UNDP-GEF Regional

Coordinating Unit (suggested

formats for documenting best

practices, etc.)

To be determined as part of the

Annual Work Plan's

preparation.

Yearly

Audit UNDP-CO

Project team

$2,000 in total

To be included in the CO audit

plan.

Yearly

TOTAL indicative COST

Excluding project team staff time and UNDP staff and travel expenses ~ US$ 3,000

F. EXPLAIN THE DEVIATIONS FROM TYPICAL COST RANGES (WHERE APPLICABLE):

-- n/a--

PART III: APPROVAL/ENDORSEMENT BY GEF OPERATIONAL FOCAL POINT(S) AND GEF

AGENCY(IES)

A. RECORD OF ENDORSEMENT OF GEF OPERATIONAL FOCAL POINT(S) ON BEHALF OF THE GOVERNMENT(S): (Please attach the country endorsement letter(s) with this template).

NAME POSITION MINISTRY DATE Ingrid Mpundu Otukile Chief Natural Resources Officer Environment, Wildlife and Tourism 09-29-2011

B. GEF AGENCY(IES) CERTIFICATION

This request has been prepared in accordance with GEF policies and procedures and meets the standards of the GEF Project Review

Criteria for Biodiversity Enabling Activity approval.

Agency Coordinator,

Agency name Signature

Date

(Month, day,

year)

Project Contact Person Telephone E-mail Address

Yannick Glemarec,

UNDP/GEF Executive

Coordinator

October 19,

2011

Alice Ruhweza, Regional

Technical Advisor, EBD

Africa.

+27123548120 [email protected]

http://thegef.org/gef/node/1713


ANNEX A [TO THE GEF EA PROPOSAL]. CONSULTANTS TO BE HIRED FOR THE ENABLING ACTIVITY

Position Titles

$ / Person

Week

[GEF only]

Estimated

Person

Weeks

[GEF

only]

Tasks to be Performed

For EA Management

Local

Project Assistant

(3.2 years or 168

weeks in total, of

which 60 weeks are

financed by GEF and

the rest by the

Programme Cost

Sharing)

300 60

- Provide support on the general administrative requirements of the project, including those related to


- Assist in ensuring that project Objective, Outcomes, Outputs and Activities are executed in a timely

and appropriate manner.

- Facilitate, guide and monitor the work of consultants, and approve their deliverables in association

with the Project Committee.

- Assist in project related activities, where required. These may include planning for meetings, local

and national consultations, trips, and other project related activities.

- Maintain linkages with national and international organizations and persons which/who can be of

assistance to the objectives of the Project.


- Any other duties assigned by the Project Manager that have direct relevance to the project.

Selection criteria: should have a Bachelor’s degree in management, administration, environmental

management or related field with a minimum of 2 years project management experience. Knowledge and

understanding of the relevant UN Convention, environmental issues in Botswana, good leadership,

coordination, communication, and facilitation skills are essential.

For Technical Assistance

Local

Enabling Activities

Technical Manager

(3.2 years or 168

weeks in total, of

which 60 weeks are

financed by GEF and

the rest by the

Programme Cost

Sharing)

600 60

Managerial responsibilities (funded by co-financing covering approx 81 weeks):

- Be responsible for the all general administrative requirements of the project, including those related to


Technical responsibilities (60 weeks funded by GEF and the rest by co-financing):

- Ensure that project Objective, Outcomes, Outputs and Activities are executed in a timely and

appropriate manner.

- Develop annual work plans and budgets, and submit these to the Steering Committee and to the

UNDP Country Office for approval.

- Develop TORs for Consultants for technical services, consultants, experts, and specifications of


Position Titles

$ / Person

Week

[GEF only]

Estimated

Person

Weeks

[GEF

only]


materials as required by the project, in consultation with the Project Director/UNDP.

- Facilitate, guide and monitor the work of consultants, and approve their deliverables in association

with the Project Committee.

- Organize and assist in project related activities, where required. These may include planning for

meetings, local and national consultations, trips, and other project related activities.

- Establish and maintain linkages with national and international organizations and persons which/who

can be of assistance to the objectives of the Project.

- Provide timely reporting of project status as required by the Project Committee and the UNDP.


- Coordinate with other initiatives and programs whose outcomes and outputs are relevant to this

project’s objectives.

- Any other duties assigned by the Project Committee that have direct relevance to the project.

Selection criteria: should have a Bachelor’s degree in management, administration, environmental

management or related field with a minimum of 5 years management experience at a senior level, or an

advanced degree with 3 years management experience. Knowledge and understanding of the relevant UN

Convention, environmental issues in Botswana, good leadership, coordination, communication, and

facilitation skills are essential.

NBSAP Lead

Consultant ($90K over

3 years, of which $36K

are financed by GEF

and the rest by the

Programme Cost

Sharing).

1000 36

- Review and stocktaking of products and results from previous biodiversity planning processes at the

national level and are carried out in participative manner.

- Develop national biodiversity targets are developed in a manner that is attuned to Botswana’s reality.

- Revise and update the National Biodiversity Strategy and Action Plan (NBSAP) for Botswana in a

manner that is participative, widely disseminated and fully integrates new aspects of the CBD

strategic plan, such as: (i) mainstreaming; (ii) the valuing of ecosystem goods and services; and (iii)

the incorporation of challenges and opportunities linked to ecosystem-based adaptation and resilience.

- Develop national frameworks for NBSAP implementation and this includes: (i) institutional

leadership for implementation is established and strategic partnerships forged (nationally and

internationally); (ii) a costed and prioritized Action Plan is appended to the NBS; (iii) needs

assessments on capacity, technology and finance are carried out; and (iv) a strategy for resource

mobilization for the implementation of the NBSAP is produced and includes a baseline assessment of

existing biodiversity finance.

- Develop an effective, user-friendly and easily updatable country-driven CHM site; it is linked up to

the CBD’s global CHM networks and to other information and knowledge exchange network on

biodiversity.

Key Deliverables:


Position Titles

$ / Person

Week

[GEF only]

Estimated

Person

Weeks

[GEF

only]


Botswana’s NBSAP finalised and Validated after due national consultation (will be produced with

the assistance of other consultants)

Set of ‘straight-forward’ and feasible NBSAP implementation plans, which ensure the effective

implementation of the Action Plan contained in the NBSAP

Contributions to:



Sub-product 2: Study on Ecosystem Valuation and Sectoral Mainstreaming of Biodiversity in

Botswana

Sub-product 3: Study on the Incorporation of Challenges and Opportunities linked to Ecosystem-

Based Adaptation and Resilience in Botswana

Group of experts in

biodiversity and

economic and

development sectors

500 18

To assist the Enabling Activities Technical Manager and the NBSAP Lead Consultant in taking stock of

the success of the existing NBSAP, developing national targets in line with the global Aichi Targets and

updating Botswana’s NBSAP. The experts will cover the main sectors and areas linked to biodiversity

conservation (Agriculture, Economics, Forestry, Tourism, Trade, Travel and Transport, Fishery, Land-

use management, including spatial and infrastructural development planning, Food security, Gender,

Climate change mainstreaming, Population & urban planning). The group will be formed by 4-5

specialists in key domains. The key tasks of the group related to all described areas and sectors are:

Stocking of existing plans, policies and practices in Botswana that result in biodiversity conservation

or loss.

Identify the root causes of biodiversity loss in Botswana by first identifying the threat and then the

drivers behind the threats.

Identify the key barriers and challenges in the policy environment to effective biodiversity

conservation/sustainable use.

Based on existing studies and analyses, identify key gaps in the existing NBSAP in each sector or

area.

Identify the means to overcome existing barriers and challenges.

Submit all required information by team leaders for finalizing the NBSAP activities.

The group of experts will work extensively with all consultants responsible for specific products.

Contribution to the following deliverables:

Brief Review of the Biodiversity Planning Process in Botswana

Second National Biodiversity Strategy and Action Plan for Botswana


Sub-product 2: Study on Ecosystem Valuation and Sectoral Mainstreaming of Biodiversity in

Botswana


Position Titles

$ / Person

Week

[GEF only]

Estimated

Person

Weeks

[GEF

only]


Sub-product 3: Study on the Incorporation of Challenges and Opportunities linked to Ecosystem-

Based Adaptation and Resilience in Botswana

Set of ‘straight-forward’ and feasible NBSAP implementation plans, which ensure the effective

implementation of the Action Plan contained in the NBSAP


International

Consultant on

Technical Biodiversity

and Mainstreaming

Issues (23 weeks, of

which 5 weeks are

financed by GEF and

the rest from UNDP

TRAC funds and the

Programme Cost

Sharing)

3000 5

- Provide assistance on technical issues where international experience is of particular relevance. This

list and key deliverables under this consultancy will be more fully developed during project

implementation, but is likely to include the following:

- Analysing data and technical information to set biodiversity targets

- Incorporating climate change adaptation factors into the gap analysis of protected areas

- Collating and analysing conservation and development data, particularly economic valuation

data on key ecosystem services in Botswana in relation to socio-economic development

- Crafting simple and powerful messages that make the case for biodiversity conservation as a

key strategy for achieving national economic development and poverty reduction goals

- Supporting the biodiversity sector within government and the EA Project Manager in liaising

directly with senior government officials and politicians in other sectors, in making the case

for mainstreaming biodiversity into local, district and national development planning and for

increasing resource allocation to strategic biodiversity conservation priorities highlighted in

the NBSAP.

Note: Annexes B and C to the GEF EA Proposal, containing the TBW and the Chronogramme, are now included directly into the

PRODOC.


Annex 2. GEF CEO Approval Letter


Annex 3. Minutes of the Local Project Appraisal Committee (LPAC) Meeting

[Refer to separate file]