UNITED NATIONS DEVELOPMENT PROGRAMME

PROJECT DOCUMENT

GEF Global: Strengthening Capacity for Global Knowledge Sharing in International Waters

Project Title: Component 1: International Waters Distance Learning Project (IW:LEARN)

Project Number: GLO/98/G33/A/1G/71

Duration: 3 years

Project site: Global

ACC/UNDP sector 0400

& sub-sector: 0650 Marine Environment / 1940 Development & Technology Transfer / 2040 Awareness & Education

E

Implementing agency: UNDP in partnership with the

World Bank, UNEP, & GEFSEC

UNDP-GEF inputs $1,930,400

Parallel funding $2,887,090

UNDP PAC approval date: 30 November 1998

Estimated Start Date: 1 October 1999January 2000

Estimated End Date: 30 September31 December 2002

GEF Task Manager: Andrew HUDSON

Summary Project Description The purpose of this project is to improve global management of transboundary water systems by increasing capacity to replicate best practices and lessons learned in each of the GEF International Waters Operational Programs. The project consists of three components:

Component I, the International Waters Distance Learning Project (IW:LEARN) is an innovative inter-institutional partnership to build a Web-based “knowledge community” among transboundary waters projects. The purpose is to expand knowledge-sharing so that people who live in and manage transboundary water systems can better learn from and teach each other. IW:LEARN will draw upon the experiences and intellectual resources of GEF and its three Implementing Agencies (UNDP, World Bank, and UNEP), co-financing partners, and 40+ regional waters projects. During Phase 1 (19992000-2002), IW:LEARN will:

(1) Train and mobilize a Web-based Implementation Team (representing at least 20 countries) whose members will catalyze and carry out knowledge-sharing activities within and across their respective home projects;

(2) Develop waters-related knowledge products (e.g., courses, seminars, Web sites) to be shared and tested by the IW:LEARN Implementation Team, making use of new communications technologies and drawing upon intellectual resources of the participating projects, UNDP, World Bank, UNEP, and other partners;

(3) Create a globally accessible “Web space” (i.e., an extranet) dedicated to learning and knowledge-sharing about International Waters, integrating no fewer than 8 support sites, 30 hubs, 180 “portable classrooms”, and dial-up connections from anywhere on the Internet;

(4) Articulate future-oriented methodologies for building Web-based knowledge communities in developing countries, demonstrating results and work-in-progress at the GEF International Waters strategic planning and assessment meetings to be held in 2000 and 2002.

With external co-financing and institutional partnerships, IW:LEARN will intensify Implementation Team training and on-the-ground activities, especially in Africa. With continued global extension of the Internet, Phase 2 (20023-20054) will emphasize regionalization, scaling up successful virtual community-building methods, and financial models that vastly expand access to learning.

Component 2, TRAIN-SEA-COAST, will establish six new regional centers for course development, each to produce three courses using the TRAIN-X methodology. Course selection will be guided in part by a participatory Needs and Resources Assessment (December 1996) in which mature GEF-financed International Waters projects identified training and education as their main priority. IW:LEARN and TSC will targeting new areas for the development of TSC curricular materials and will facilitate the conversion of selected TSC courses/modules into distance learning formats.

Component 3, biennial GEF International Waters meetings, will be arranged in 2000 and 2002 for portfolio-wide strategic planning and exchange of project experience and lessons learned. A plan to scale up IW:LEARN activities will be presented at the second of these meetings of project managers, scientists, and policy makers.

On behalf of: Signature Name/Title Date

UNDP _______________________ _____________________________ _________________

Executing Agency:

The Tides Center _______________________ _____________________________ _________________

TABLE OF CONTENTS

I. CONTEXT . . . 1

1. Background . . . 1

II. PROJECT JUSTIFICATION . . . 1

2. Needs Addressed by GEF-financed International Waters Projects . . . 1

3. Lost Knowledge and Dissipation of Learning . . . 1

4. Potential of the Internet to Improve Knowledge-Sharing . . . 3

5. The Evolution of International Waters: LEARN . . . 3

6. Iinfrastructure for a Knowledge Community . . . 5

III. DEVELOPMENT OBJECTIVE . . .142

IV. OBJECTIVES, OUTPUTS, AND ACTIVITIES . . .142

9. Immediate Objectives . . .142

10. Outputs and Indicators of Success . . .142

11. Implementation of Activities by Objective . . .1764

12. Project Timeline . . .220

V. RISKS, ASSUMPTIONS, SUSTAINABILITY . . .21239

13. Risks and Assumptions . . .21239

14. Financial Sustainability and the Overall 5-Year Plan . . .21249

VI. IMPLEMENTATION AND EXECUTION . . .25321

15. IW:LEARN as a Component within Larger GEF-Financed Project . . .25321

16. Expanded activities in Africa . . .2753

17. Virtual Project Management Model . . .275

18. NGO Execution by the Tides Center . . .286

VII. PRIOR OBLIGATIONS AND PREREQUISITES . . .30287

VIII. MONITORING, EVALUATION, REPORTING, AND DISSEMINATION . . .30287

IX. BUDGET . . .31298

LIST OF TABLES AND FIGURES

Tables

Table 1 A Thumbnail History of International Waters:LEARN . . . 4

Table 2 First Cohort of GEF IW Projects participating in IW:LEARN . . .119

Table 3 Learning Hubs: Illustrative Products and Activities . . .1311

Table 4 Outputs of IW:LEARN: Year by Year . . .153

Table 5 Participation in IW:LEARN Training Program: Present and Planned . . .197

Table 6 Overview of IW:LEARN Financial History and Sustainability Plan . . .24220

Table 7 GEF International Waters “Umbrella Project”: By Components . . .25321

Table 8 Budget: UNDP-GEF Input s by Calendar Year . . .31299

Table 9 Budget Breakdown of Inputs: By by Co-financing Partners . . .32030

Figures

Figure 1 The International Waters Knowledge Community Waters Knowledge Commons (Map) . . . 67

Figure 2 Global Server Network . . . 7

Figure 3 Learning Hub Concept .. . . 8

Figure 4 Portable Classroom Concept .. . . 9

Figure 5 Local Dial-In Network . . . 10

Figure 6 Project Timeline: Implementation of Activities by Objective . . . 220

LIST OF ANNEXES

Annex A Overview of the Tides Center: General Description, Relationship with UNDP, Management and Administrative Services, Finance, Employee Benefits, Overhead Rates

Annex B Project Cooperation Agreement: UNDP-Tides Center (NGO)

Annex C Capacities: Assessment and Action Plan for NGO Execution

Annex D Rationale for Waiver from Competitive Bidding

Annex E Terms of Reference: Roles and Functions

1. IW:LEARN Implementation Team

2. IW:LEARN Steering Committee

3. Technical Advisory Panel

4. Key staff positions: (4a) Chief Technical Advisor; (4b) Administrative Officer; (4c) Tides Project Coordinator; (4d) Technology Director, (4e) Education/Training and Program Development OfficerOperations Director

5. Knowledge Management Partnership (with World Bank)

6. International Waters Best-Practices Data Base (with UNEP)

Annex F GEF International Waters Project Descriptions

I. CONTEXT

1. Background

The earth’s great water systems are in crisis. In every region of the globe, fisheries are declining. Lakes, rivers, and oceans are being polluted by industries and urban sprawl. Coastal and river ecosystems are being super-fertilized with nitrogen-laden agricultural run-off and untreated wastes. Ships and currents are spreading species into ecosystems where they cause havoc. Groundwater is being depleted faster than it is being recharged. The earth’s coral reefs are bleaching and dying for reasons not fully understood. Everywhere, biologically rich wetlands, estuaries, and mangroves are declining at alarming rates.

An array of national, regional, and international agreements attempts to protect the world’s water systems. Fishing, shipping, pollution, groundwater, and the protection of critical habitat are well regulated—in principle. A vast body of law and protocol exists on paper. Yet the complexity of these agreements, insufficient financing, fragmentation of institutional responsibilities, uneven national commitments, institutional weakness, conflict among parties, ambiguities in jurisdiction, and lack of enforcement capacity all serve to undercut what is written and nominally agreed to.

In most countries, water resource management is the bailiwick of a thin stratum of under-financed environmental ministries, regional programs, commercial interest groups, scientific researchers, and NGO activists. Regionally, few institutions have the mandate, political authority, financial clout, or implementation capacity to enforce or carry out multiparty agreements. At all levels—national, regional, and global—research, long-term planning, continuing dialogue, public education, political negotiation, new financial commitments, and consensus building are urgently needed so that agreements on paper can translate to sustainably managed water systems.

II. PROJECT JUSTIFICATION

2. Needs Addressed by GEF-financed International Waters Projects

Taken together, GEF initiatives and their associated co-financing represent the world’s single largest source of financing to protect transboundary waters systems. By the end of FY1998, GEF will havehad invested about $215 million in these activities, with roughly equivalent co-financing from national governments, other development donors, and private sources. By the year 2001, GEF and its partners will have launched 40+ international waters projects, representing nearly $1 billion in total financing. These projects will involve conservation and management activities and implementation of regional strategic action plans in nearly every large marine ecosystem and in most major freshwater systems in developing and transitional countries.

The projects address a wide range of needs, including:¹

• Degradation of water quality from land-based sediment, debris, toxic chemicals, nutrient dumps, or the introduction of oxygen-demanding wastes;

• Degradation of wetlands, mangroves, estuaries, and coral reefs as a result of land conversion, dredging, coastal construction, and irrigation;

• Introduction of non-indigenous species from untreated ballast discharges

• Depletion of living and non-living resources due to over-fishing and excessive freshwater withdrawal.

3. Lost Knowledge and Dissipation of Learning

GEF’s project portfolio encompasses a vast but egregiously underutilized wealth of institutional and human experience. Driven by an overall mandate for innovation, virtually every major International Waters policy theme and every area of cutting-edge scientific inquiry is reflected in GEF’s portfolio. GEF’s projects reflect the latest thinking in regional planning and Integrated Coastal Zone Management. They incorporate a full range of participatory planning and public participation methods. They test the latest technologies for pollution monitoring, measurement, and scientific visualization. They invent new data gathering techniques, new indicators, and new analytic approaches. They conduct inventories and launch research in the world’s least known and most poorly understood water systems. Everywhere, they generate data, findings, recommendations, debate, and written products.

Despite the overall wealth of experience and expertise, GEF projects are not normally able to extend and recycle the knowledge that they produce. In effect, the fruit is grown, but rarely harvested. Loss of knowledge and dissipation of learning is a costly weakness that debilitates and undercuts the system as a whole:

• Projects under formulation rarely have access to projects that have “been there and done it.” Lessons learned through hard years of trial and error typically translate as aphorisms or a slick final report.

• Although the directors of GEF projects all encounter (and solve) many of the same problems on a day-to-day basis, they rarely have the opportunity to meet, discuss, or learn from each other. When projects end, international consultants serve as the purveyors and translators of institutional memory.

• Virtually all GEF International Waters projects engage in a lengthy process of policy analysis and consensus building. They are required to produce a blueprint for regional action, the Strategic Action Plan (SAP). Projects financed under Operational Programs 8 and 9 include the obligation to carry out a Transboundary Diagnostic Analysis (TDA). This includes a catalogue of regional issues, an analysis of root causes, and the role of stakeholders in the problems and potential solutions. However, a great investment of time and resources is required to produce, first, a Transboundary Diagnostic Analysis and, then, to agree upon a Strategic Action Plan. If the process is done inefficiently (i.e., new projects not learning the how-to from older projects), then the lion’s share of resources ends up in planning rather than in implementation of the plan.

• For mid-level and junior personnel -- the core to the next generation of planners and doers -- training opportunities are highly limited, or at best, classroom-bound. Opportunities for cross-project internships, apprenticeships, and international site visits do not exist. Participation in international scientific meetings, specialized technological training, and collaborative research are limited primarily to senior staff. Opportunities to earn advanced degrees are inaccessible to all but a few senior staff.

• The idea of “technical assistance” is associated with institutional cultures that provide expensive, specialized, mobile international consultants. While peer-to-peer technical assistance and South-South learning are often cited as values, few practical mechanisms are in place to translate values into reality.

• Each GEF Implementing Agency has formidable comparative advantage in International Waters. (e.g., UNDP: Capacity-building experience in fisheries, coastal zone management, and project implementation. UNEP: International Waters convention, agreements relating to the marine environment, international action involving shared water bodies. The World Bank: Loan and technical assistance financing, policy reform, knowledge management. The GEF umbrella should harmonize the strengths and create synergy among the three Implementing Agencies. Yet too often the Implementing Agencies divide rather than share responsibilities. They view projects as “theirs.” Beyond exchanges of documents -- generally at the top -- few concrete means are in place whereby proponents on the ground can meaningfully benefit from each other’s experiences.

4. Potential of the Internet to Improve Knowledge-Sharing

Growth of the Internet has created new capacity with which GEF can address weakness in inter-project and inter-institutional knowledge sharing. Four trends are at work:

• Exponential Internet growth in developing countries. At the present rate, all GEF and other international projects and the overwhelming majority of associated government agencies, NGOs, and universities are likely to be connected to the Internet within the next few years. The coming Internet will be far more interactive, multilingual, multimedia, graphic, information-rich, and searchable than even the Internet of today.

• Significant GEF investment in information technology. GEF international waters projects typically invest no less than 15 percent of their budgets (often more) in computer-related hardware and associated training—conservatively, at least $60 million (including co-financing) thus far. This amount will more than double within the next three years. Project proponents are increasingly able to put these new capacities to work. Schools and NGOs are often better equipped than government agencies and regional organizations.

• Interlinking of information initiatives among UN agencies, government bodies, NGOs, and community-based organizations. Within the UN and its partner agencies, new synergies are possible within a growing number of information technology, scientific, and policy initiatives—for example, the Global Waters Partnership, the UNDP Strategic Initiative for Oceans and Coastal Management (SIOCAM), the Sustainable Development Network and program, Global International Waters Assessment (GIWA), and others.

• A creative boom is underway in the field of distance learning. Information technology is revolutionizing education’s content, assumptions, methods, and cost factors. Nowhere is the potential greater than in developing countries. The boom in distance learning will provide unimagined training opportunities for those who live in and manage the world’s water systems.

5. The Evolution of International Waters:LEARN

The International Waters Learning Exchange and Resources Network (IW: LEARN) has conceptual and organizational roots in a regional meeting of Latin American NGOs that was held in La Paz, Bolivia in 1993 (a consulta popular sponsored by UNDP). The consulta served as a brainstorming forum on the use of information technology to address poverty alleviation and environmental deterioration. Subsequent steps lead to the creation of IW:LEARN, as summarized in Table 1.

-- Table 1 goes here, “A Thumbnail History of IW:LEARN” –

(Table 1)

6. Infrastructure for a “KnowledgeLearning Community”

The term “Learning Knowledge Community” is used here to refer to individuals and organizations who are distributed around the globe geographically but who function as a “community” on the World Wide Web. Knowledge communities of this sort were scarcely conceivable a few short years ago, but they are rapidly coming to life with the spread of the Internet. The “newest” part of this phenomenon is not the spread of technology but the corresponding spread of vision and the shared commitments that technology makes possible. The sociology, economics, and politics of knowledge communities are far less understood than their enabling infrastructure.

The present initiative will help a Knowledge Community come to life in the area of International Waters. As shown in Figure 1, at least 20+ GEF-financed regional waters projects constitute the building blocks of the nascent community. During year 1, approximately 8-10 projects will launch the effort to extend, test, and refine the technological infrastructure upon which the Knowledge Community will be built. UNDP, World Bank, and UNEP will collaborate to create the initial infrastructure framework. Additional projects (GEF and non-GEF-financed) will join the initiative during the second and subsequent years of implementation. S several core themes, .i.e., areas of shared knowledge and interest, are shown illustratively in Figure 1.

-- Figure 1, map, “The International Waters Knowledge Community”, to be inserted on following page --

(Figure 1 here.)

Technologically, the Knowledge Community will be made up of six infrastructure elements:

1. A Global Server Network. The key to IW:LEARN infrastructure is an “extranet” that will support the social and organizational evolution of the shared “community space”. Technically, the term “extranet” refers to the intranets and the Local Area Networks (LANs) of participating projects, GEF Implementing Agencies, and other partners that are linked on and across the Internet. As shown in Figure 2, the extranet is defined by a configuration of servers. The Global Server Network, will be extended through high-speed links with commercial hosting services, global Internet Service Partners, institutional partners (e.g., UNDP, World Bank), and IW:LEARN-maintained servers. The servers support and unify the proliferation of project-related web hosts, information services, support services, communications nodes, and the like.







,

Figure 2



The Global Server Network can be deployed across the globe to exploit the high-speed infrastructure established by the communication industry. It can be extended by links to commercial hosting services, satellite and terrestrially-based Internet Service Providers, institutional partners (e.g., UNDP, World Bank), and IW:LEARN-maintained servers.

2. Support sites. “Support sites” are physical locations for training, provision of technical support services, and the hosting of servers and services. As shown in the accompanying figure, above, some support sites “mirror” (i.e., replicate) the information structure of databases or the services from other support sites. Mirroring serves as a form of backup to provide redundancy in the event of system failure and improves overall speed of access across the system. (By dial-in to a regionally based site, users can avoid the “traffic jams” that frequently clog intercontinental Internet traffic during periods of peak demand.) A wide range of technical services can be managed from the support sites – web hosting, information archives, online data bases, streaming media, conferencing, course hosting, etc. In some cases, NT servers are operated from the support sites. In other cases, a corporate telecommunications provider maintains high-end machines on or close to the Internet backbone but specific content is managed virtually by the IW:LEARN technical team. As of late 1999, a UK Support Site (Royal Holloway, University of London Royal Holloway) offers a distance Masters program. A Washington DC Support Site is being set up as a training center and co-location facility for collaborative activities with the World Bank. The first regional support sites will be set up in Africa in 2000.

3. Learning Hubs. “Learning hubs” are institutional nodes from which trained members of the IW:LEARN Implementation Team can develop and support country-based programs. Learning hubs have both technical and substantive components. The skills to operate or managed a Learning Hub are introduceddevelop during intensive 5-week “Training, Brainstorming, and Planning Workshops”. Not all persons trainees attending the workshop are expected to have the skills, resources, or institutional mandate to return home to manage a Learning Hub. A curriculum on “How to Develop and Manage a Learning Hub” will be developed for subsequent training workshops. Examples of knowledge-sharing activities that can be developed at a Learning Hub are shown in Table 3.






A Learning Hub is a server location technically or programmatically managed by a trained, country-based member of the IW:LEARN Implementation Team. The hub is equipped with the tools, software, and services specific to the regional knowledge community. It can serve as a reflector site and as a dial-in access point in a Virtual Private Network (VPN).




In the 5-week “Brainstorming, Planning, and TrainingTraining, Brainstorming and Planning Workshop” (proposed for Spring 2000), each of the Implementation Team Members will return to his or her country with the specifications for equipment and managerial capability of setting up a full Learning Hub. Learning Hubs are critical to the extension of a content-specific dedicated teaching/learning environment at the national or project level. “Portable Classrooms” extend that capacity to the community, school, or ministry level.

Figure 3

4. Portable Classrooms. “Portable classrooms” are hardware/software systems that are designed and configured to allow field-based members of the Knowledge Community to bed linked remotely to the virtual learning environment. A “portable classroom” consists of these elements: a trained individual with ideas or commitments related to international waters; an inexpensive,a portable multimedia-equipped computer system that can connect to the Internet at a minimum speed of 28.8 kilobytes per second; a suite of software tools that facilitate communication and knowledge-sharing with other members of the Knowledge Community; a physical space, such as a “real classroom”, where teaching, learning, and other community activities can take place. As shown below, Figure 4, the Portable Classroom is linked by modem or direct connection to a Learning Hub, and directly or indirectly, to the Internet. The Portable Classroom also can function as an offline, standalone publication center.

Figure 4

A “Portable Classroom” refers to a durable multifunction computer (portable desktop or laptop machine), associated peripherals, software, and integration of the hardware with a set of services and distance learning applications that are supported on a virtual private network dedicated to this project.

Portable Classrooms are conceptualized as the model work environment for people participating in this project who are working on the ground in schools, training centers, government offices, NGOs, research centers, etc. They are relatively low-cost, modular systems that are integrated with peripherals and pre-selected software. They serve as portals to dedicated services on the World Wide Web, but they can also function as standalone units fully usable in the offline environment.

5. Dial-in connections. Each participating GEF International Waters project (Table 2) maintains relationships with hundreds of organizations, research centers, teaching institutions, and government offices. Most projects are active in several countries. In most of these countries, the availability of bandwidth is steadily increasing; its costs areis going down; and Internet services are being extended to secondary cities, field stations, and increasingly, to mobile locations such as research vessels. Each year, thousands of new schools, offices, and homes acquire dial-in capacity. The Learning Hub – Portable Classroom configuration can be replicated and scaled up within each of the participating projects, as shown below in Figure 5.

Local Dial-in Network

Portable Classrooms, Virtual Offices, and individuals dial-in to a Learning Hub housed in a local project

The Local Dial-in Network exploits the gateway to the Knowledge Community in the context of the needs and connectivity of individual projects, communities, cities, countries, etc.

6. Offline information flow. Portable Classrooms are intended to function primarily in the offline mode. In most instances, dial-in connection is occasional rather than continuous. Once information is uploaded/downloaded via the Local Dial-in Network, the Portable Classroom serves as an information-enriched environment for teaching/learning. Regularly updated CD ROM disks can be reproduced inexpensively to capture and mirror the online content of a dynamic Learning Hub that is connected to the Knowledge Community through a more robust connection. CDs can then be distributed by mail or hand, enabling schools, libraries, and small research centers to acquire specialized resources. An inexpensive printer converts any Portable Classroom into a formidable publication unit. A Portable Classroom is similarly designed to integrate with local cable television or new kinds of services, such as digital radio via satellite.

Table 2

First Cohort of GEF International Waters Projects participating in IW:LEARN Training

Note: Italics country name shown in Column D reflects countries represented in first cohort of participants.

Table 3

Learning Hubs: Illustrative Products and Activities

III. DEVELOPMENT OBJECTIVE

IW:LEARN is an innovative distance learning initiative program whose development objective is to build a Web-based “knowledge community” among transboundary waters projects. The purpose is to expand knowledge sharing so that people who live in and manage transboundary water systems can better learn from and teach each other. The knowledge community will incorporate intellectual resources, organizations, and individuals from GEF, its three Implementing Agencies (UNDP, World Bank, and UNEP), co-financing partners, 40+ regional waters projects, and the global science and advocacy communities.

The benefits of a knowledge community will be:

• Knowledge-sharing among national, regional, and global stakeholders in International Waters environments regardless of institutional affiliation

• Enhanced capacities for South-to-South communication, project-to-project information exchange, and peer-to-peer technical assistance

• Expanded access among waters projects to global science and policymaking

• Improved institutional capacity within GEF, its Implementing Agencies, and partners to manage, support, and learn from its fast-growing portfolio of International Waters projects.

• Outreach activities to grassroots level within GEF projects, includingespecially capacity building through distance education, community participation including involving women and schoolchildren in public awareness, and promoting gender equity in access to, and sustainable financing for, environmental education and training.

Through improved knowledge sharing, IW:LEARN will strengthen countries’ capacity to integrate sustainable water resources management into regional and national planning, thereby reinforcing establishment and compliance with agreements and conventions in the area of International Waters. The global benefit will be advances in the sustainable management and protection of transboundary water systems.

IV. OBJECTIVES, OUTPUTS AND ACTIVITIES

9. Immediate objectives

Over the next three years, IW:LEARN will produce the following outputs (shown in boldface): and activities:

(1) Train and mobilize a Web-based Implementation Team (representing at least 20 countries) whose members will catalyze and carry out knowledge-sharing activities within and across among their respective home regional projects;

(2) Develop waters-related knowledge products (e.g., courses, seminars, Web sites) to be shared and tested by the IW:LEARN Implementation Team, making use of new communications technologies and drawing upon intellectual resources of the participating projects, UNDP, World Bank, UNEP, and other partners;

(3) Create a model for a scalable globally accessible “Web space” (i.e., an extranet) dedicated to learning and knowledge-sharing about International Waters, integrating no fewer than 8 6 support sites, 30 20 learning hubs, 180 50 “portable classrooms”, and dial-up connections from anywhere on the Internet;

(4) Articulate future-oriented methodologies for building sustainable Web-based knowledge communities in developing countries, demonstrating results and work-in-progress at the GEF International Waters strategic planning and assessment meetings to be held in 2000 and 2002.

10. Outputs and Indicators of Success

Table 4

Outputs of IW:LEARN: Year by Year

11. Implementation of Activities by Objective

OBJECTIVE 1: Train and mobilize a Web-based Implementation Team (representing at least 20 countries) whose members will catalyze and carry out knowledge-sharing activities within and across their respective home projects

Output 1: A trained team of country-based professionals with the skills, equipment, and the external support necessary to facilitatelead distance learning activities within their “home” International Waters projects.

Activity 1.1 Conduct at least three “Training, Brainstorming, and Planning Workshops (81999, 2000, 2001, 2002). These workshops will train Members of the IW:LEARN Implementation Team, who will produce work plans for in-country activities to be developed within the sponsoring projects. (The first 15 Implementation Team Members were trained Fall 1998, see Table 2, Table 5). These individuals will launch field-based activities at the outset of the present project. The Workshops will cover topics such as: project planning (in-country, intra-project and inter-project knowledge sharing activities); Internet connectivity; tools for building virtual communities; Web site development; use of the Internet for curriculum development and community education and outreach; innovative resource mobilisation.

Sustainable development theory

Inputs. Table 8, BL 32.01. $132,000. Training costs for at least 40 individuals from 20 projects will be shared by GEF, EC, the sponsoring waters projects, further development of and national donorssustainable financial mechanisms initiated through infoDev grant, and other prospective partner agencies.

.

Activity 1.2 Develop a distance Masters program. This program serves as (i.) a significant capacity building benefit/incentive to selected Members of the Implementation Team, and as (ii.) a distance learning “demonstration product”and (iii) a significant capacity-building option for GEF projects. Persons Implementation Team trainees participating in the Masters program attend the 5-week training Workshop, followed by one year of rigorous academic work combined with practical in situ project-related research. Elements in the degree program include: An intensive core course in development studies; intensive training in information technology; intensive training in International Waters; elective academic work; and a practical Masters research project that combines academic training with a high-priority research area or practical problem emanating from the needs of the sponsoring project

Inputs. Table 8, GEF inputs BL 32.02. $102,000. Significant counterpart expected from regional and national sources.

.

Activity 1.3 Create models for the sustainable financing of distance study. Develop “student aid” models and packages, and leverage counterpart funding .Activity 1.3. Create models for the sustainable financing of distance study. Develop “student aid” models and leverage counterpart funding.

Inputs. Table 8, B.L. 32.03, seed funding of $40,000 from GEF. IW:LEARN will seek matching fundinged from others sources.

Table 5

Participation in IW:LEARN Training Program: Present and Planned

* Participateding in Fall 1998 IW:LEARN training program , through PDF-B funds, infoDev co-financing, and contributions from each project.

† Participation in IW:LEARN training program expected or likely to be expanded in 1999-2000.

** EC-funded projects for which support is under consideration.

OBJECTIVE 2: Develop waters-related knowledge products (e.g., courses, seminars, Web sites, best practices database) to be shared and tested by the IW:LEARN Implementation Team, making use of new communications technologies and drawing upon intellectual resources of the participating projects, UNDP, World Bank, UNEP, and other partners.

Output 1: High-quality Web-accessible learning products, derived from the needs of the participating International Waters projects and associated national and regional stakeholders. These products will draw upon the lessons learned by the projects themselves, from GEF, from the three GEF Implementing Agencies, and their partners.

Activity 2.1 Develop 2-4 water related distance-learning products in partnership with the World Bank. (See Annex E.5, “ “World Bank International Waters Knowledge Management Partnership”” for Terms of Reference and forcriteria to guide the use of these funds.)

Inputs. Table 8, BL 21.01. $350,000 from GEF with counterpart from the World Bank. Consultancies, equipment, training, and travel for IW:LEARN Team members working with consultants, staff members, or stakeholders associated with World Bank.

Activity 2.2 Develop an interactive International Waters Best Practices Database in partnership with UNEP. This data based will capture institutional memory (“lessons learned”) across the three GEF Implementing Agencies, but will not be exclusive to GEF projects alone. An award scheme incentive will encourage users to “self-populate” the database. (See Annex E.6, “International Waters ‘Best Practices’ Data Base”” for Terms of Reference and criteria for use of these funds.)

Inputs. Table 8, BL 21.02. $150,000

Activity 2.3 Assist to expand and develop GEF’s “Web presence” in International Waters through training of IW project personnel. This activity will entail: (i) working with the GEF Secretariat to improve the design, functionality, and content of waters-related sites, (ii) help to develop new functions (e.g., distance learning, online data bases) within the existing waters site., (iii) assist regional GEF IW projects to develop and link their sites within the framework of GEF, (iv) train Web developers at the respective sites. In late spring, 19992000, IW:LEARN will host a “GEF International Waters Web Developers Workshop”.

Inputs. Table 8, BL21.03. Web Developers Workshop (spring 20001999). Consultancies for trainers and workshop developers, i.e., 6 person months, part-time @ $5,000 = $30,000); travel and accommodations for Web developers representing 12 GEF IW projects, @$3,500 = $42,000; additional equipment, $12,000; communications and follow-up costs, $16,000.

Activity 2.4 Identify needs and intellectual resources of existing regional projects; help existing projects to develop and integrate distance-deliverable learning products – for example, project-to-project technical assistance visits. Work with training and course-building institutions to adapt existing courses to Web-accessible formats..

Inputs. Table 8, BL 21.04. Four “new product” initiatives, @ $10,000, including project-to-project technical support visits, continued opportunities for in-person brainstorming, and the development of regional networking.

OBJECTIVE 3: Create a globally accessible “Web space” (i.e., an extranet) dedicated to learning and knowledge-sharing about International Waters, integrating no fewer than 68 support sites, 230 hubs, 5180 “portable classrooms”, and dial-up connections from anywhere on the Internet

Output 3: Globally accessible Web Space for the ‘Knowledge Community’

Activity 3.1 Install the following “support sites”:

An education and training services site based at Royal Holloway, University of London; a Washington DC site for training, and technical R&D; four regional technical support sites (the first to be set up in East Africa, -2000)Administrative services from Tides Center, Washington or Sa

n Francisco

Education and training services based at Royal Holloway, University of London

Inputs. Table 8, BL 46.01, $32.000. Servers, peripherals and installation @ 4 sites @$8,000, with matching funds to be sought from other donors.

Activity 3.2 Install at least one “learning hub” (a well-managed Web server and at least one trained member of Implementation Team) within each major project site. Develop capacity to support intra-regional spin-off activities.

Inputs. Table 8, BL 46.02, $30,000 . Server for learning materials based within GEF-related project sites, national implementing agencies, universities, or government agenciesother project partners. (Illustrative costs: Low-end server, $3,000; tape streamer backup, $125; ink jet printer, $250; flatbed scanner, $150; portable zip drive, $150 = total, @ $ 3,675)

Activity 3.3 Install at least 180 50 “portable classrooms” across the Global Knowledge Communityons (i.e., inexpensive hardware/software systems that allow individual points to be linked interactively to the full virtual learning environment, or alternatively, to serve as a stand-alone off-line publication sites through use of CD ROM and digital radio.

Inputs. Table 8, BL 46.03, $60,000. Illustrative costs: Multimedia PC with 17” monitor, @$ 2,775 Estimated: high-quality audio card, $180; desktop camera, $150; amplified loud speakers, $ 75; microphone headsets, $30; audio splitter box, $120; and miscellaneous parts, $200.

OBJECTIVE 4: Present preliminary project results (1999)at first GEF International Waters meeting in Europe in 2000 and a present a plan to scale up and intensify successful activities (2001) at 2000 global meetings of project managers, scientists, and policy makers to be held under GEF aegisin June 2002. (location to be decided). These participatory meetings will serve in lieu of a PDF-B in providing a framework for the planning and preparation of IW:LEARN Phase II2.

Output 4: Articulate future-oriented methodologies for building Web-based knowledge communities and a plan to intensify and scale up successful learning activities, including the mobilization of adequate financial resources among GEF, other donors, and national counterparts for the development of Phase II2.

Activity 4.1 With virtual and on-site participation by Members of the Implementation Team, present IW:LEARN’s work-in-progress to project managers, scientists, and policy makers who will attend GEF’s first International Waters meeting in (2000). Prepare presentations for workshops, plenary sessions, evaluative meetings, and hands-on training.

Inputs. Table 8, BL 11.02—11.05, approximately 3 person months..

Activity 4.2. Secure funding commitments for intensification and scaling up of intra-project activities to be proposed for Phase II2 (2003-2005).

Inputs. From Table 8, BL 11.02

Activity 4.3 Present plan to scale up and intensify successful activities at a global International Waters meeting in 2002 f (2001) followed by plan for Phase II to be submitted to GEF.F

followed by plan for Phase II2 to be submitted to GEF

Inputs. From BL 11.02. From BL.16.0151.03, results of external evaluation, $20,000.

12. Project Timeline

Figure 6

Project Timeline: Implementation of Activities by Objective

V. RISKS, ASSUMPTIONS, AND SUSTAINABILITY

13. Risks and Assumptions

The following risks and assumptions are entailed:

• Successful training, bonding, shared purpose, and adequate logistical support for the IW:LEARN Implementation Team by means of Workshops and distance training

• Hardware and technical support sufficient at the project level to support effective participation from within a significant number of project sites

• Continuous improvement in Internet access among all groups of stakeholders

• Successful local spin-off activities developed by members of the Implementation Team

• Technology must perform to expectations and needs

• National project sites continuously upgrade hardware, staff technical skills, and Internet access

• Funds released in timely fashion, allowing activities to be carried out systematically.

14. Financial Sustainability and the Overall 5-Year Plan

IW:LEARN will establish financial sustainability through several means:

• Participation by donors other than GEF

• Substantial cost-sharing by GEF Implementing Agencies

Substantial cost-sharing by all GEF Implementing Agencies

Most on-the-ground activities to be financed at the national level

• Contributions for Implementation Team members’staff training and their subsequent on-the-ground implementation activities by 40+sponsoring GEF projects

• Creation of new sources of financial assistance to support distance study, e.g., virtual internships, apprenticeships, guaranteed loans, scholarships, work-study programs

• Establishment of project region or country-based educational/environmental management financing mechanisms;

• guaranteed loans, scholarships

• Extremely lLow core program cost relative to its size and reach due to highly efficientintensive use of information technology, including virtual offices, electronic financial management, extensive use of virtual conferencing.

• NGO project execution to provide efficient project management with tightly capped administrative costs.

The financial history and sustainability plan for the project is shown in Table 6 below.

Table 6

Overview of IW:LEARN Financial History and Sustainability Plan

VI. IMPLEMENTATION AND EXECUTION

15. IW:LEARN as a Component within Larger GEF-financed Project

IW:LEARN was approved by GEF Council in July 1998 as one of three components within a global umbrella project, entitled “Strengthening Capacity for Global Knowledge Sharing in International Waters”. Table 7, below, summarizes each of the three components:

Table 7

GEF International Waters “Umbrella Project”: By Components

16. Expanded activities in Africa

Expansion of activities in Africa will be co-implemented is under consideration by the European Commission (Directorate for Development Cooperation, Natural Resource Unit, DG-VIII) and will be proposed to other partners.

If approved, co-implementation will take place primarily through the formation of project-to-project relationships, especially in areas where GEF and potential co-financing partners sponsor projects that overlap geographically and thematically (e.g., EC-financed transboundary waters projects in Lake Chad, Western Indian Ocean, Okavango River Basin).

Examples of proposed partnership activities:

• Development of region-specific “Training, Brainstorming, and Planning Workshops” and support for local spin-off activities

• Participation in the Web Developers Workshops

• Development of distance learning, knowledge products, reflecting institutional experience and expertise

• Development of a scholarship fund for internet-supported virtual studydistance education

• Establishment of sub-regional technical support sites, regional workshops, and mobile training labs

• Participation in the infoDev-financed demonstration project in which participating IW:LEARN project sites will participate virtually in international marine and aquatic science meetings.

Co-financing partners would participate on the IW:LEARN Steering Committee and on its Technical Advisory Panel. (See Annex E.3 and Annex E.4).

17. Virtual Project Management Model

IW:LEARN is unique as a GEF project in that it innovates with “virtuality” as an organizational and management model. The project seeks to achieve significant cost savings through virtuality. and Examples and illustrations include:

• Use of home office design configuration and mobile offices

• Wide-area networking for office work, including the production, distribution, and filing of documents; contact management, scheduling of meetings, etc.

• Use of Internet services rather than paid project staff to “farm out” organizational tasks such travel booking, procurement of equipment, and banking.

• Substitution of audio conferencing, real-time messaging and and desktop video for some travel, allowing strategic use of limited travel budgets

• Internet-supported cConferencing rather in order to expand participation and geographic representation on f the Technical Advisory Panel

• Continuous technical and administrative support among widely distributed Members of the IW:LEARN Implementation Team, permitting the development of team-oriented projects on a regional and global level

18. NGO Execution by The Tides Center

Overview of the Tides Center. The Tides Center is a San Francisco and Washington-based NGO that provides financial and management services to non-profit programs working in areas of social justice, community affairs, economic policy, international affairs, and the environment. The Tides Center was created in 1996 as an offshoot of the Tides Foundation, which has provided non-profit management and support services for more than 20 years. The Tides Center currently manages about 300 programs, representing roughly $30 million in annual program expenditure. Tides’ operating revenues are generated by fees for services (generally 9% overhead on grant funds administered) and donations from large foundations. Today, the Tides Center is the largest and best known fiscal administrator for the non-profit and philanthropic communities in the US. Tides-managed programs now extend to at least 130 countries.

-- See Annex A (first section) for provides a general description of the Tides Center and its contractual relationship with UNDP—

Current status and services to be provided to IW:LEARN. IW:LEARN was accepted as a program of the Tides Center in Fall 1998. In December, the World Bank (infoDev) approved the Tides Center as NGO executing agency for its $140,000 grant to IW:LEARN. The European Commission has tentatively approved Tides to execute $550,000 in co-financing contribution to IW:LEARN (see Table 9). Under the terms of the present “UNDP-Tides Project Cooperation Agreement,” (Annex B), Tides would provide to IW:LEARN with:

• Management and administrative services. These include: an Administrative Coordinator assigned by the Tides Administrative Office, effectively working as a part-time member of the IW:LEARN team; an overall management framework, including annual reports and reporting to donors; equipment procurement; templates, advice, and signature on contracts; insurance; assistance with leases for office space; assistance with intellectual property issues; letters of credit and backing for credit card applications; and staff training in selected areas of human resource management.

• Financial management services. These include: assistance with annual and quarterly budgeting; timely accounting; up-to-date information on available cash flow; expense tracking; payroll for staff; prompt payment of invoices; monthly balance sheets and income statements; direct payments for expenditures greater than $3,000; corporate credit card accounts; cash reserve set-aside to cover one-month of operating expenses, filing of all required taxes and reports; annual audits by professional firms.

• Employee benefits. These include: full employee status, health insurance, dental insurance, insured travel, grievance procedures against unfair employment practices, direct payroll deposit, withholding of taxes and reporting to IRS, disability insurance, life and accidental death insurance, participation in annuity and retirement plans

-- See Annex A, second through fourth section) for summary ofizes Tides servicesCenter services

-- See Annex B foris the standard NGO Project Cooperation Agreement to be signed between UNDP and the Tides Center.

Rationale for Waiver of Competitive Bidding. UNDP procedures for NGO project execution are set forth in UNDP Procedures for Project Execution by a Non-Governmental Agency (UNDP Administrator’s Office, September 1997). In following theose procedures, an array of universities, training centers, international NGOs, and technology providers were considered as potential executing agents for IW:LEARN. Most were deemed unacceptable for one or more of the following reasons: (1) Overhead rates too high, ranging from 20% to nearly 100%; (2) Not equipped, prepared, or experienced to deal effectively with a technology-intensive “virtual program”; (3) Not experienced with a global program, the UN system, or on-the-ground realities of developing country implementation; (4) Start-up times that would entail delay, significant reconfiguration of program, and loss of current momentum; and (5) Regional commitments, geographic biases, program objectives, or institutional interests that would drain, compete with, or divert IW:LEARN from the objectives and workplan approved in this Project Document.

As a potential executing agency for IW:LEARN, the Tides Center was constrained by none of these limitations. In addition, the Tides Center uniquely met all of the following criteria: (1) Extensive successful experience with project management and provision of financial services—at a low overhead rate; (2) High satisfaction with services among current programs; (3) Capacity to handle a virtual mode of operation; (4) Experience with management of international computer networking projects’ (5) Experience with UN system and GEF; (6) An internal programmatic agenda focused on high-quality administrative and project management services; (7) Capable of quick start-up without loss of momentum

; (8) Capacity to “graduate” IW:LEARN program into a self-sustaining permanent organization; and (9) Employee benefits package to attract and hold quality staff .

-- See Annex C foris a matrix used to assess the Tides Center’s capacities to execute this project.

-- See Annex D foris a Rationale for Waiver of Competitive Bidding.

VII. PRIOR OBLIGATIONS AND PREREQUISITES

None.

VIII. MONITORING, EVALUATION, REPORTING, AND DISSEMINATION

The project will be subject to the evaluation and review mechanisms of UNDP, including Project Performance and Evaluation Review, Tri-partite Review, and an external Evaluation and Final Report prior to the conclusion of the project. Since the Tides Center is a ‘first time’ NGO Executing Agency for UNDP, the UN Office of Project Services (OPS) will be contracted to provide financial oversight services to assist Tides in financial reporting according to UNDP rules and regulations. The project will also participate in the annual PIR (Project Implementation Review) exercise of the GEFF. In 1999 and 2001, GEF will host biennial global meetings 2000and 2002) in which senior managers of international waters projects will assess the overall international waters portfolio. These meetings will provide additional opportunity for evaluative input from the GEF projects that are served by IW:LEARN.

Since all IW:LEARN activity will be conducted over the Internet, all activity will be highly visible, transparent, and readily accessible to a full range of stakeholders and other participants. Since an electronic record is automatically created as a result of digital activities, monitoring and evaluation will be significantly simplified and expedited.

Table 9:

Budget Inputs: By Co-financing Partners

Notes on Table 9/

^a/ UNDP proposal for co-financing to the European Commission is under final review (DG-VIII Steering Committee).

^b/ Col. G, “Participating IW Projects”, refers to counterpart and matching contributions from regional IW projects. In 1998, regional projects contributed approximately $60,000 for participation in the training workshops and MSc programs. Regional IW projects are expected to contribute counterpart for equipment, network operating expenses, and development of curriculum materials.

^c/ World Bank 1-to-1 co-financing can include staff counterpart, Bank-paid administrative overhead, direct project costs, or support through Bank trust funds for co-implemented activities.

^d/ A proposal is currently under development in partnership with the UN Volunteers program to seek support for personnel to manage two Mobile Demonstration Labs (see Budget Line 46.04). To be submitted to bilateral donor programs, Autumn 1999. UN Volunteers program is also considering the creation of three technical “cyber volunteer” positions (pro rata costs to come from the technical support budget line, BL 11.05).

^e/ Personnel costs under the category of “technical support” include technical interns, apprentices, short-term TA for specialized services, user support, and local technical support in Southern, East, and West Africa.

f/ Central costs for operating IW:LEARN Virtual Private Network.

^g/ Costs of developing, supporting, maintaining virtual office services and physical support supports.

^h/ Line 90, Overhead rates. Overhead support rates vary by donor guidelines, e.g., the maximum allowable EC overhead rate, 6%, i.e., $550,000 X .06 = $33,000

i/ Tides Center plus UNOPS financial oversight

Col G, “Participating Projects”. Counterpart and matching contributions from participating regional GEF projects. In 1998, UNDP, World Bank, and UNEP-implemented regional IW projects contributed nearly $60,000 to sponsor participants in “Training, Brainstorming, and Planning Workshop” (London, Sept-Nov 1998)n additional in-kind contributions were made to cover participants’ travel. Budget assumes approximately equivalent contributions over the next coming three years, i.e., $1480,000. $40,000 for aring is a conservative estimate of expenditures from projects’ budget for educaional, toject mandate which will be leveraged by e equipment already budgeted by participating GEF projects and national implementing agencies which will be leveraged by IW:LEARN equipment, training and support to innowledge to carry out project mandates. For example, computers and servers installed by SAP initiativel International Waters Knowledge Community although also used for other scientific or administra

Col H, “World Bank.” Matching contribution from World Bank for Knowledge Management Activities. See Annex F. Bank funds are not yet committed (Nov 1998).

Line 90. Overhead rates. Overhead support rates vary by donor guidelines, e.g., the maximum allowable EC overhead rate, 6%, i.e., $550,000 X .06 = $33,000

ANNEXES

Annex A An Overview of the Tides Center: General Description, Relationship with UNDP, Management and Administrative Services, Finance, Employee Benefits, and Overhead Rate

Annex B Project Cooperation Agreement: UNDP-Tides Center (NGO)

Annex C Capacities: Assessment and Action Plan for NGO Execution

Annex D Rationale for Waiver from Competitive Bidding

Annex E Terms of Reference: Roles and Functions

1. 1. IW:LEARN Implementation Team

2. 2. IW:LEARN Steering Committee

3. 3. Technical Advisory Panel

4.

4. Key staff positions:

(4a) Chief Technical Advisor

(4b) Administrative Officer

(4c) Tides Project Coordinator

(4d) Technology Director,

(4e) Education/Training and Program Development OfficerDirector for Operations

5. Knowledge Management Partnership (with World Bank)

6. 6. International Waters Best-Practices Data Base (with UNEP)

Annex F GEF International Waters Project Descriptions

Annex B

PROJECT COOPERATION AGREEMENT

between

THE UNITED NATIONS DEVELOPMENT PROGRAMME

and

THE TIDES CENTER

Whereas the United Nations Development Programme (hereinafter referred to as “UNDP”) the Tides Center (hereinafter referred to as “the NGO”) have, on the basis of their respective mandates, a common aim in the furtherance of sustainable human development;

Whereas UNDP has been entrusted by its donors with certain resources that can be allocated for cooperative programmes and projects, and is accountable to its donors and to the Executive Board of UNDP and the United Nations Population Fund (UNFPA) for the proper management of these funds and can, in accordance with the UNDP Financial Regulations and Rules, make available such resources for cooperation in the form of a Project;

Whereas the NGO, its status being in accordance with national regulations, is committed to the principles of participatory sustainable human development and development cooperation, has demonstrated the capacity needed for the activities involved, in accordance with the UNDP requirements for project execution; is apolitical and not profit-making;

Whereas the NGO and UNDP agree that activities shall be undertaken without discrimination, direct or indirect, because of race, ethnicity, religion or creed, status of nationality or political belief, gender, handicapped status, or any other circumstances;

Now, therefore, on the basis of mutual trust and in the spirit of friendly cooperation, the NGO and UNDP have entered into the present Agreement.

Article I. Definitions

1. For the purpose of the present Agreement, the following definitions shall apply:

(a) “Parties” shall mean the NGO and UNDP;

(b) “UNDP” shall mean the United Nations Development Programme, a subsidiary organ of the United Nations, established by the General Assembly of the United Nations;

(c)© “The NGO” shall mean The Tides Center, a non-governmental organization incorporated under the laws of the State of California for the purpose of providing financial and administrative management services to non-profit organizations working in the areas of social justice, community affairs, economic public policy, international affairs, and environment and natural resources;

(d) “The Agreement” or “the present Agreement” shall mean the present Project Cooperation Agreement, which incorporates the Project Objectives and Activities, Project Work Plan, Project Inputs being provided by UNDP resources, and Project Budget, and all other documents agreed upon between the Parties to be integral parts of the present Agreement;

(e) “Project” shall mean the activities as described in the Project Document, “International Waters Distance Learning Project (IW:LEARN)”; Project Number: GLO/98/G33/A/1G/71);

(f) “Government” shall mean the government of states participating in global International Waters projects;

(g) “UNDP Resident Representative” in the case of a Global Project shall mean the Executive Coordinator in charge of the UNDP-GEF Central Unit, or the person acting on his behalf;

(h) “Person in charge of the Project” or “Project Director” shall mean the person appointed by the NGO, in consultation with UNDP, who acts as the overall coordinator of the Project and assumes the primary responsibility for all aspects of it;

(i) “Expenditure” shall mean the sum of disbursements made and valid outstanding obligations incurred in respect of goods and services rendered;

(j) “To advance” shall mean a transfer of assets, including a payment of cash or a transfer of supplies, the accounting of which must be rendered by the NGO at a later date, as herein agreed upon between the Parties;

(k) “Income” shall mean the interest on the Project funds and all revenue derived from the use or sale of capital equipment, and from items purchased with funds provided by UNDP or from revenues generated from Project outputs;

(l) “Force Majeure” shall mean acts of nature, war (whether declared or not), invasion, revolution, insurrection, or other acts of a similar nature or force;

(m) “Project Work Plan” shall mean a schedule of activities, with corresponding time frames and responsibilities, that is based upon the Project Document, deemed necessary to achieve Project results, prepared at the time of approval of the Project, and revised annually.

Article II. Objective and Scope of the Present Agreement

1. The present Agreement sets forth the general terms and conditions of the cooperation between the Parties in all aspects of achieving the Project Objectives, as set out in the Project Document, Annex I of the present Agreement.

2. The Parties agree to join efforts and to maintain close working relationships, in order to achieve the Objectives of the Project.

Article III. Duration of Project Agreement

1. The term of the present Agreement shall commence on February 1, 1999 and terminate on January 31, 2002. The Project shall commence and be completed in accordance with the time frame or schedule set out in the Project Document.

2. Should it become evident to either Party during the implementation of the Project that an extension beyond the expiration date set out in paragraph 1, above, of the present Article, will be necessary to achieve the Objectives of the Project, that Party shall, without delay, inform the other Party, with a view to entering into consultations to agree on a new termination date. Upon agreement on a termination date, the Parties shall conclude an amendment to this effect, in accordance with Article XVII, below.

Article IV. General Responsibilities of the Parties

1. 1. The Parties agree to carry out their respective responsibilities in accordance with the provisions of the present Agreement, and to undertake the Project in accordance with the document “UNDP Procedures for Project Execution by a Non-governmental Organization”, which forms an integral part of the present Agreement.

2. Each Party shall determine and communicate to the other the person (or unit) having the ultimate authority

and responsibility for the Project on its behalf. The Person in charge of the Project or Project Director shall be appointed by the NGO, in consultation with UNDP.

3. The Parties shall keep each other informed of all activities pertaining to the Project and shall consult once every three months or as circumstances arise that may have a bearing on the status of either Party in the country or that may affect the achievement of the Objectives of the Project, with a view to reviewing the Work Plan, Budget and implementation of the Project.

4. The Parties shall cooperate with each other to facilitate the obtention of any licenses and permits required by national laws, where appropriate and necessary for the achievement of the Objectives of the Project. The parties shall also cooperate in the preparation of any reports, statements or disclosures which are required by national law.

5. The NGO may only use the name and emblem of the United Nations or UNDP in direct connection with the Project, and subject to prior written consent of UNDP;

6. The Project Director will be responsible for day-to-day contacts with relevant national authorities participating in the global project and UNDP on operational matters during the implementation of the Project. The UNDP GEF Executive Coordinator or his representative will act as the principal channel for communicating with the national coordinating authorities regarding the activities under the Project Cooperation Agreement

7. The UNDP-GEF Executive coordinator will facilitate access to information, advisory services, technical

and professional support available to UNDP and will assist the NGO to access the advisory services of other United Nations organizations, whenever necessary. The Division of Policy and Procedures (DOPP) in the Operations Support Group (OSG) will provide information, technical support, and guidance in issues related to NGO project execution. The UNDP-GEF Senior Advisor for International Waters shall serve as the primary liaison and focal point for communication between UNDP and the Project.

8. The Parties shall cooperate in any public relations or publicity exercises, when these are deemed appropriate or useful by the Executive Coordinator.

Article V. Personnel Requirements

1. The NGO shall be fully responsible for all services performed by its personnel, agents, employees, contractors or subcontractors (hereinafter referred to as “Personnel”).

2. The NGO’s Personnel shall not be considered in any respect as being the employees or agents of UNDP. The NGO shall ensure that all relevant national labour laws are observed.

3. UNDP does not accept any liability for claims arising out of the activities performed under the present Agreement, or any claims for death, bodily injury, disability, damage to property or other hazards that may be suffered by NGO Personnel as a result of their work pertaining to the project. It is understood that adequate medical and life insurance for Personnel, as well as insurance coverage for service-incurred illness, injury, disability or death, is the responsibility of the NGO.

4. The NGO shall ensure that its Personnel meet the highest standards of qualification and technical and professional competence necessary for the achievement of the Objectives of the Project, and that decisions on employment related to the implementation of the Project shall be free of discrimination on the basis of race, religion or creed, ethnicity, ethnicity or national origin, gender, handicapped status, or other similar factors. The NGO shall ensure that all Personnel are free from any conflicts of interest relative to the Project Activities.

Article VI. Terms and Obligations of Personnel

1. The NGO undertakes to be bound by the terms and obligations specified below, and shall accordingly ensure that the Personnel performing project-related activities under the present Agreement comply with these obligations:

(a) The Personnel shall be under the direct charge of the NGO which functions under the general guidance of UNDP and the laws of the State in which the NGO is registered to operate;

(b) Further to subparagraph (a) above, they shall not seek nor accept instructions regarding the activities under the present Agreement from any other authority external to UNDP;

(c)© They shall refrain from any conduct which would adversely reflect on the United Nations, and shall not engage in any activity which is incompatible with the aims and objectives of the United Nations or the mandate of UNDP;

(d) Subject to the requirements outlined in the document “UNDP Public Information Disclosure Policy”, information that is considered confidential shall not be used without the authorization of UNDP. In any event, such information shall not be used for individual profit. The Project Director may communicate with the media regarding the methods and scientific procedures used by the NGO, however, UNDP clearance is required for the use of the name UNDP in conjunction with Project Activities in accordance with Article IV, paragraph 5, above. This obligation shall not lapse upon termination of the present Agreement, unless otherwise agreed between the Parties.

Article VII. Supplies, Vehicles and Procurement

1. UNDP shall contribute to the Project the resources indicated in the Budget section of the Project Document.

2. Technical and logistical equipment, non-expendable materials, or other property furnished or financed by UNDP shall remain the property of UNDP and shall be returned to UNDP upon completion of the Project or upon termination of the present Agreement, unless otherwise agreed upon between the Parties, and in consultation with the national coordinating authorities. During Project implementation and prior to such return, the NGO shall be responsible for the proper custody, maintenance and care of all equipment. The NGO shall, for the protection of such equipment and materials during implementation of the Project, obtain appropriate insurance in such amounts as may be agreed upon between the Parties and incorporated in the Project Budget.

3. UNDP will place on the supplies, equipment and other materials it furnishes or finances such markings as will be necessary to identify them as being provided by UNDP.

4. In cases of damage, theft or other losses of vehicles and other property made available to the NGO, the NGO shall provide UNDP with a comprehensive report, including police report, where appropriate, and any other evidence giving full details of the events leading to the loss of the property.

5. In its procedures for procurement of goods, services or other requirements with funds made available by UNDP as provided for in the Project Budget, the NGO shall ensure that, when placing orders or awarding contracts, it will safeguard the principles of highest quality, economy and efficiency, and that the placing of such orders will be based on an assessment of competitive quotations, bids, or proposals, unless otherwise agreed to by UNDP.

6. UNDP shall make every effort to assist the NGO clearing all equipment and supplies through customs at places of entry into the country(ies) where Project activities are to take place.

7. The NGO shall maintain complete and accurate records of equipment, supplies and other property purchased with UNDP funds and shall take periodic physical inventories. The NGO shall provide UNDP annually with the inventory of such equipment, property and non-expendable materials and supplies, and at such time and in such form as UNDP may request.

Article VIII. Financial and Operational Arrangements

1. In accordance with the Project Budget, UNDP has allocated and will make available to the NGO funds up to the maximum amount of $1,900805,400. The first installment of $385,000180,500 will be advanced to the NGO within 15 working days following signature of the present Agreement. The second and subsequent installments will be advanced to the NGO quarterly when a Financial Report and other agreed upon documentation, as referenced in Article X, below, for the activities completed have been submitted to and accepted by UNDP as showing satisfactory management of use of UNDP resources.

2. The NGO agrees to utilize the funds and any supplies and equipment provided by UNDP in strict accordance with the Project Document. The NGO shall be authorized to make variations not exceeding twenty (20) per cent on any one line item of the Project Budget, provided that the total Budget allocated by UNDP is not exceeded. The NGO shall notify UNDP about any expected variations on the occasion of the quarterly consultations set forth in Article IV, paragraph 3, above. Any variations exceeding twenty (20) per cent on any one line item that may be necessary for the proper and successful implementation of the Project shall be subject to prior consultations with and approval by UNDP.

3. The NGO further agrees to return within two (2) weeks any unused supplies made available by UNDP at the termination or end of the present Agreement or the completion of the Project. Any unspent funds shall be returned within two (2) months of the termination of the present Agreement or the completion of the Project.