Spreadsheet: 547b51d2-9880-4038-867f-3dfb563fa7fb
Sheet: Sheet1

Sustainable Land Management in the High [NAME] and [NAME] | Unnamed: 1 | Unnamed: 2 | Unnamed: 3 | Unnamed: 4 | Unnamed: 5 | Unnamed: 6 | Unnamed: 7 | Unnamed: 8 | Unnamed: 9 | Unnamed: 10 | Unnamed: 11 | Unnamed: 12 | Unnamed: 13 | Unnamed: 14 | Unnamed: 15 | Unnamed: 16 | Unnamed: 17 | Unnamed: 18 | Unnamed: 19 | Unnamed: 20 | Unnamed: 21 | Unnamed: 22 | Unnamed: 23 | Unnamed: 24 | Unnamed: 25 | Unnamed: 26 | Unnamed: 27 | Unnamed: 28 | Unnamed: 29 | Unnamed: 30 | Unnamed: 31 | Unnamed: 32 | Unnamed: 33 | Unnamed: 34 | Unnamed: 35 | Unnamed: 36 | Unnamed: 37 | Unnamed: 38 | Unnamed: 39 | Unnamed: 40 | Unnamed: 41 | Unnamed: 42
GEF/UNEP/UNU PROJECT No. GF/2328-2770-4984
COLOUR LEGEND
 | 2008 (months) |  |  |  |  |  |  |  |  |  |  |  | 2009 (months) |  |  |  |  |  |  |  |  |  |  |  | 2010 (months) |  |  |  |  |  |  |  |  |  |  |  | 2011 (quarters) |  |  |  | 2012
Component Activity & Key Tasks | J | F | M | A | M | J | J | A | S | O | N | D | J | F | M | A | M | J | J | A | S | O | N | D | J | F | M | A | M | J | J | A | S | O | N | D | 1 | 2 | 3 | 4 | 1 | 2
Component 1 Improving The Enabling Legal, Policy, Institutional, And Strategic Planning, Environment For Sustainable Land Management
Component 1.1 Formulation of Pamir-Alai Trans-boundary Strategy and Action Plan (PATSAP)- (CDE)
1. 1.1 Establishment and orientation of PATSAP team (contracts, workplan, guidelines)
1. 1.2 Establishment of linkages with project teams working on other components (1.2, 3.1, 4.1)
1.1.3 PATSAP training/planning workshops (in cooperation with component 1.2)
1.1.4 Baseline data collection, analysis and reporting (ecosystems, legal and policy issues, natural hazards)
1.1.5 National stakeholder workshops (determination of the constraints & opportunities for [NAME])
1.1.6 PATSAP wrap-up workshop
1.1.7 Formulation of draft strategy & action plan
1.1.8 Regional stakeholder workshop
1.1.9 Review & finalisation of the strategy & action plan
1.1.10 Submission to Government Authorities for review & endorsement of PATSAP
1.1.11 Dissemination of PATSAP
1.1.12 Report on lessons learnt and recommendations for up-scaling and replication
Component 1.2  Development of an improved enabling legal and regulatory framework (UNE)
1.2.1 Establishment and orientation of legal task forces (contracts, workplan, guidelines)
1.2.2 Establishment of linkages with project teams working on other components (1.2, 3.1, 4.2)
1.2.3 Legal task forces training/planning workshops (regional, held joint with PATSAP initial workshop)
1.2.4 Baseline data collection, analysis and reporting (key principles, issues, options, research gaps)
1.2.5 National stakeholder consultations (at PATSAP stakeholder consultation workshops)
1.2.6 Legal Task Force wrap-up workshop
1.2.7 Formulation of discussion papers on strategic needs and options and recommendations for improving the enabling legal & regulatory framework
1.2.8 Regional stakeholder consultations (at PATSAP regional stakeholder workshop)
1.2.9 Development and finalisation of proposals for improving the enabling legal & regulatory framework
1.2.10 Submission to Government Authorities for review & endorsement
1.2.11 Dissemination of enabling legal and regulatory framework
1.2.12 Report on lessons learnt and recommendations for up-scaling and replication
Component 1.3 Mainstreaming of Sustainable Land Management Concepts and Principles (UNU, NEAs)
1.3.1 Development of workplan in consultation with the lead agencies of related components
1.3.2 Development of materials for SLM maintreaming
1.3.3 Government officials consultations/briefing sessions (joint with PATSAP stakeholder meetings)
1.3.4 [NAME] workshops for planners & technical specialists
1.3.5 Field visits/open days
1.3.6 Study tours within the [NAME] region
1.3.7 International study tour
1.3.8 Report on lessons learnt and recommendations for up-scaling and replication
Component 2 Capacity Building For Sustainable Land Management.
Component 2.1 Building the Capacity of Public and Private Sector Advisory Support Service Providers (UNU, NEAs, MSDSP & Osh University)
2.1.1 Development of detailed capacity building program
2.1.2 Hands-on capacity building for community-based land use planning facilitators (KG&TJ)
2.1.3 Training on participatory land degradation and livelihoods assessment and mapping (KG&TJ)
[NAME] on soil fertility and [NAME] (KG&TJ)
2.1.5 TJ: Training on agro-technical rules in crop development  (TJ)
2.1.6 Training on planting and cultivation of early growing vegetables in green houses (TJ)
2.1.7 Training on sustainable pasture use and management (KG&TJ)
2.1.8 Training on cultivation and planting of fodder crops (TJ)
2.1.9 ToT on veterinary norms for livestock breeding (KG)
2.1.10 ToT on alternative income generation  (KG)
2.1.11 ToT on business plan development (KG)
2.1.12 ToT on alternative energy technologies (TJ)
2.1.13 ToT on ecological balance in nature (TJ)
2.1.14 Soil health assessment and capacity building for land rehabilitation and soil fertility management (TJ)
2.1.15 Disaster risk assessment and capacity building for disaster preparedness (KG&TJ)
2.1.16 Human rights and land degradation assessment and workshop (TJ)
2.1.17 Training workshop on biosphere reserve management (KG&TJ)
2.1.18 Preparation of guidelines, training materials, extension literature etc
Component 2.2 Building the Capacity for Targeted Research on the Problems of Sustainable Land Management in High Mountain Regions (UNU)
2.2.1 Call for proposals from research consortia
2.2.2 Review of proposals and identification of research themes
2.2.2 Implementation of research proposals
TJ: Identification and assessment of SLM technologies and the potential for up-scaling them in GBAO (TJ SI)
TJ: Exploration of the potential for Improved fodder crop production under conditions of climate change in GBAO (TJ PBI)
TJ: Exploring the the potential for cashmere goat breeding and wool export in GBAO (TJ NGO)
KG: Assessment of hydropower potential for hydropoer and irrigation ([NAME])
KG: Market-chain analysis of wool, berries and medical herbs (KG RDF)
KG&TJ: Exploration of the economic potential for sustainable agriculture through selected case studies in the Pamir-Alai region (NU, Japan)
KG&TJ: Exploration of geological sites of interest and development of maps for eco-geotourism tourism in the Pamir-Alai region (HU, Japan)
KG&TJ: Exploration of the linkages between energy and land management  in the Pamir-Alai region (UNU)
KG&TJ: Assessment of social preferences for collective action in NRM under alternative economic and institutional conditions in the Pamir-Alai region (UNU)
2.2.3 Establishment of SLM demonstration sites
2.2.4 Assessment and dissemination of research results
Component 3 Poverty Alleviation Through Community-Based Sustainable Land Management
Component 3.1 Community-based ecosystem resource assessment and land use planning (MSDSP & Osh University)
3.1.1 Selection of pilot study/demonstration areas
3.1.2 Establishment of facilitating expert teams and development of detailed workplans
3.1.3 Community organisational capacity building in each pilot area
3.1.4 Training of community facilitators on participatory resources assessment & SLM planning and implementation
3.1.5 Community assessment of ecosystem resources and degradation status & land use planning  at village level
3.1.6 Formulation of community-based land use plans at Sub-District Unit (SDU) level
Component 3.2 Poverty Alleviation through Sustainable Land Management Interventions (MSDSP & Osh University)
3.2.1 Training of community members and technical backstopping by facilitators
3.2.2 Development of SLM investment micro-project proposals for each pilot area
3.2.3 Screening of SLM investment micro-project proposals for each pilot area
3.2.4 Approval of SLM investment micro-project proposals for each pilot area
3.2.5 Implementation of approved SLM investment micro-project proposals in each pilot area
3.2.6 Participatory impact assessment of SLM measures implemented at pilot sites
3.2.7 Reporting on lessons learnt and recommendations for up-scaling and replication
Component 4 – Evaluating the Impact, and Determining the Lessons for Replicating Project Experience
Sub-component 4.1 Developing the tools and indicators for assessing the impact of SLM within the Mountains of Central Asia (UNU)
4.1.1 Workplan specification
4.1.2 Coordination, mobilization and training of baseline assessment experts
4.1.3 Development of tools and indicators for community-based participatory impact assessments
4.1.4 Development of tools and indicators for assessing the project impact
4.1.6 Baseline surveys & methodolgy validation
4.1.7 End-of-project surveys & data analysis to assess changes & impact
4.1.8 Publication of M&E impact assessment guidelines
4.1.9 Presentation & expert review of results
Component 4.2 Development of generic guidelines for replicating and scaling up project experience (UNU & UNEP)
4.2.1 MTR of project performance
4.2.2 Terminal evaluation of project performance
4.2.3 Development of generic guidelines for project up-scaling and replication
4.2.4 Determine generic lessons for GEF SLM/LD strategic priorities
Component 5 Project Management
Component 5.1 Regional/Trans-boundary level management arrangements (UNU)
5.1.1 Recruitment of Regional Project Officer
5.1.2 Establishment of project administrative support unit within UNU
5.1.3 [NAME] with, & supervision of, the NEAs (on project management issues)
5.1.4 [NAME] with, & supervision of, the NEAs (on project admin and finance)
5.1.5 Regional inception workshop
5.1.6 Preparation & consolidation of overall project annual work plans & budget
5.1.7 [NAME] with, and reporting to, UNEP as the GEF IA
5.1.8 Annual regional project progress review workshop
5.1.9 Appointment of members to International Steering Committee (ISC)
5.1.10 Half yearly meetings of the ISC (1 with the regional progress review meeting, 1 by tele-conference)
5.1.11 Short-listing and appointment of National / Regional Advisors
5.1.12 Periodic consultations with project technical and scientific advisors
5.1.13 [NAME] with, & coordination of activities and inputs from co-financing agencies
5.1.14 Contracting of international/regional level consulting services (individuals & institutions) |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | a | s |  | r | e | q | u | i | r | e | d
5.1.15 Design of second phase/follow up project
5.1.16 Preparation of terminal report
Component 5.2 National level project management arrangements (NEAs)
5.2.1 Confirmation of national executing agencies and appointment of National Project Heads
5.2.2 Recruitment of National Project Officers & other GEF funded staff
5.2.3 Operationalisation of National Project Management and Field Offices
5.2.4 Equipment procurement for the national and field offices
5.2.5 Appointment of members to National Steering Committees (NSCs)
5.2.6 Semi-annual meetings of the NSCs
5.2.7 Regular liaison and coordination with UNU and the counterpart NPO
5.2.8 Prepare / revise as needed annual workplans and budgets
5.2.9 Preparation & submission of routine activity and financial reports to UNU
5.2.10 Contracting of national level experts/consulting/advisory services (individuals & institutions) |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | a | s |  | r | e | q | u | i | r | e | d
5.2.11 Provide administrative, technical & financial support for the implementation of project activities/events
5.2.12 Design of second phase/follow up project
5.2.13 Preparation of terminal report