Funding

GEF Portal
GEF SGP 7th Operational Phase – Core (Part 1)
Part I: Project Information
GEF ID
10084
Project Type
FSP
Type of Trust Fund
GET
Project Title
GEF SGP 7th Operational Phase – Core (Part 1)
Countries
Global,
Agency(ies)
UNDP,
Other Executing Partner(s):
United Nations Office for Projects and Services
Executing Partner Type
GEF Agency
GEF Focal Area
Multi Focal Area
Taxonomy
Focal Areas, Land Degradation, Food Security, Sustainable Land Management, Sustainable Forest, Integrated and Cross-sectoral
approach, Sustainable Fire Management, Drought Mitigation, Sustainable Agriculture, Sustainable Livelihoods, Improved Soil and
Water Management Techniques, Income Generating Activities, Sustainable Pasture Management, Community-Based Natural
Resource Management, Forest, Drylands, Amazon, Congo, Forest and Landscape Restoration, REDD - REDD+, Climate Change,
United Nations Framework Convention on Climate Change, Sustainable Development Goals, Nationally Determined Contribution,
Climate Change Mitigation, Renewable Energy, Agriculture, Forestry, and Other Land Use, Energy Efficiency, Community-based
adaptation, National Adaptation Plan, Small Island Developing States, Climate resilience, Chemicals and Waste, Best Available
Technology / Best Environmental Practices, Plastics, Persistent Organic Pollutants, Pesticides, DDT - Other, Mercury, Artisanal and
Scale Gold Mining, Sound Management of chemicals and waste, Disposal, Ozone, Waste Management, eWaste, Hazardous Waste
Management, International Waters, Coastal, Learning, Freshwater, River Basin, Lake Basin, Mangrove, Coral Reefs, Acquaculture,
Fisheries, Pollution, Nutrient pollution from Wastewater, SIDS : Small Island Dev States, Biodiversity, Biomes, Wetlands, Tropical
Rain Forests, Mangroves, Rivers, Temperate Forests, Grasslands, Lakes, Tropical Dry Forests, Desert, Species, Threatened Species,
Plant Genetic Resources, Crop Wild Relatives, Invasive Alien Species, Animal Genetic Resources, Wildlife for Sustainable
Development, Livestock Wild Relatives, Acess to Genetic Resources Benefit Sharing, Mainstreaming, Agriculture and
agrobiodiversity, Tourism, Protected Areas and Landscapes, Productive Seascapes, Terrestrial Protected Areas, Coastal and Marine
Protected Areas, Productive Landscapes, Community Based Natural Resource Mngt, Influencing models, Transform policy and
regulatory environments, Strengthen institutional capacity and decision-making, Demonstrate innovative approache, Convene multi-
stakeholder alliances, Stakeholders, Civil Society, Community Based Organization, Academia, Non-Governmental Organization,
Local Communities, Communications, Public Campaigns, Education, Awareness Raising, Behavior change, Indigenous Peoples, Type
of Engagement, Partnership, Information Dissemination, Consultation, Participation, Private Sector, Individuals/Entrepreneurs, SMEs,
Beneficiaries, Gender Equality, Gender Mainstreaming, Sex-disaggregated indicators, Gender-sensitive indicators, Women groups,
Gender results areas, Knowledge Generation and Exchange, Participation and leadership, Access and control over natural resources,
Capacity Development, Access to benefits and services, Integrated Programs, Commodity Supply Chains, Smallholder Farmers, Food
Systems, Land Use and Restoration, Integrated Landscapes, Smallholder Farming, Food Security in Sub-Sahara Africa, Food Value
Chains, Sustainable Cities, Urban Resilience, Urban Biodiversity, Municipal waste management, Green space, Energy efficiency,
Capacity, Knowledge and Research, Knowledge Exchange, South-South, Exhibit, Peer-to-Peer, Conference, Field Visit, Indicators to
measure change, Adaptive management, Innovation, Knowledge Generation, Workshop, Professional Development, Course, Training,
Climate Finance (Rio Markers), Climate Change Mitigation 1, Climate Change Adaptation 1, Climate Change Adaptation,
Supplementary Protocol to the CBD, Illegal Wildlife Trade, Aquifer, Marine Protected Area, Large Marine Ecosystems, Nutrient
pollution from all sectors except wastewater, Land Degradation Neutrality, Land Cover and Land cover change, Land Productivity,
New Persistent Organic Pollutants, Transport and Mobility
Duration
4
In Months
Agency Fee($)
2,461,538
Submission Date
11/19/2018
A. Indicative Focal/Non-Focal Area Elements
Programming Directions Trust Fund GEF Amount($) Co-Fin Amount($)
SGP GET 61,538,462 64,000,000
Total Project Cost ($) 61,538,462 64,000,000

B. Indicative Project description summary
Project Objective
To promote and support innovative and scalable initiatives, and foster multi stakeholder partnerships at the local level to tackle global
environmental issues in priority landscapes and seascapes
Project Financing Project Project Outputs Trust GEF Co-Fin

Component Type Outcomes Fund Amount($) Amount($)
Community-based Technical Community- Improved management GET 20,957,041 21,880,000

conservation of Assistance based models effectiveness of
threatened and approaches protected areas through
ecosystems and promoted for community-led
species conservation initiatives including
and sustainable partnership with private
use of sector and government
threatened (10 million ha of
ecosystems terrestrial, freshwater
and species in and marine PAs)
priority
landscapes and
seascapes.
Community-led
biodiversity friendly
practices and approaches
(agriculture, forestry,
fisheries and
infrastructure) promoted
covering at least 2
million ha of
landscapes/seascapes
At least two community-

based protected
area/conserved area
designations and/or
networks strengthened in
each country
Community-led actions
to enhance protection of
threatened species
including enhancing
transboundary
conservation
Sustainable Technical Community- At least 2 million ha of GET 10,234,834 10,685,000

agriculture and Assistance based climate production landscapes
fisheries, and food resilient and seascapes
security agriculture, management, including
sustainable restored degraded areas,
land applying climate-smart
management, agriculture, sustainable
fisheries and land management,
food practices fisheries and food

in production practices for improved
landscapes and productivity, food
seascapes that security, and livelihoods
improve of smallholder
productivity farmers and supports
and improve achievement of national
supply chain LDN targets.
tested and
scaled up
A suite of integrated
management practices,
including community
innovation and
traditional knowledge
related to natural
resource management,
are promoted in
agriculture, rangeland,
and fisheries and
improves food security.
Viable linkages and

partnerships between
communities and private
sector (esp. SMEs)
established in at least 50
countries for sustainable
and improved food
production practices
(such as diversification
and sustainable
intensification) and
supply chain
management
Low-carbon energy Technical Low carbon, Increased total installed GET 10,234,834 10,685,000
access co-benefits Assistance viable and renewable energy
appropriate capacity (at least 300
technologies KW) from innovative
and approaches and appropriate
demonstrated technologies
and scaled up
in partnership
with private
sector and At least 50 bottom-up,
government low-cost appropriate
that improves innovative low carbon
community energy solutions
energy access, demonstrated and
in line with deployed leading to
larger multiple benefits
frameworks including:
such as SDGs
and NDCs - at least 15,000 ha of
forest and non-forest
lands restored and
enhanced carbon stocks
- at least 15,000
households achieving
energy access
Local to global Technical Innovative At least 300 tons of POP GET 5,848,477 6,106,000
coalitions for Assistance community- and mercury contained
chemicals and waste based tools and materials and products
management approaches removed/disposed
demonstrated,
deployed and
transferred,
with support At least 2 local to global
from sound coalitions and networks
chemicals and strengthened (e.g. IPEN
waste and Zero Mercury
management Working Group of
platforms. European Environment
Bureau GOLD) program
Awareness and outreach

strategy for sound
chemicals, waste
management and
mercury implemented in
at least 50 SGP
countries.
Catalyzing Technical Appropriate Improved capacities to GET 1,462,119 1,526,000

sustainable urban Assistance integrated promote community-
solutions community- driven, socially inclusive
oriented and integrated solutions
sustainable to address low-emission
urban solutions and resilient urban
promoted in development in at least
partnership 25 countries
with private
sector and
government
At least 25-30
innovative socially-
inclusive urban
solutions/ approaches
(including waste and
chemical management,
energy, transport,
watershed protection,
ecosystem services and
biodiversity)
demonstrated
Viable public-private
partnership approach for
low carbon energy
access for marginalized
urban communities is
implemented (no of
countries to be
determined)
CSO-Government- Technical Community At least 50 national level GET 1,457,551 1,522,000

Private Sector Assistance voices and targeted CSO-
Policy and Planning participation government-private
Dialogue Platforms are promoted sector dialogues
and enhanced convened to support and
in global and bring community voices
national policy, into policy, strategy, and
strategy planning development in
development relation to key

related to multilateral
global environmental
environment agreements and
and sustainable sustainable development
development goals.
issues
At least 4 global level

CSO-government-
private sector and other
stakeholder dialogue
facilitated informing
global policy discourse
on key global
environment issues
At least 10-15 CSO-

government private
sector/business forum
facilitated in SGP
countries to mobilize
and promote public-
private partnership on
key global
environmental issues
Promoting social Technical Social At least 40% of SGP GET 2,274,641 2,375,000
inclusion Assistance inclusion, projects are led by
particularly women and/or institute
empowerment concrete mechanisms for
of women, increased participation
indigenous of women in decision-
peoples, youth making
and people
with
disabilities, is
mainstreamed Women and girls
and enhanced constitute more than
in SGP 50% of beneficiaries of
initiatives on all SGP projects
environment
and livelihood
improvement
At least 20% of relevant
SGP country programs
globally include targeted
support for Indigenous
Peoples.
At least 35% of SGP

country programs
demonstrate appropriate
models of engaging
youth and persons with
disabilities.
Guidelines and best

practices generated from
SGP projects on
engagement with
women, indigenous
peoples, youth and
persons with disabilities
are widely shared
Monitoring & Technical A common, Project implementation GET 3,474,559 3,627,000

evaluation and Assistance robust M&E is monitored, issues and
Knowledge strategy is challenges identified and
management developed and documented, and lessons
implemented learnt shared widely and
in all countries systematically integrated
at all levels into design of new

(project, projects with active
country and participation of CSOs
global) and local communities.
Updated SGP database

developed and
maintained for effective
collection, archive and
management of M&E
data and
information/knowledge
sharing.
Networking
and knowledge
sharing
leverage local Citizen-based
actions for knowledge platform
global change (digital library of
to safeguard community innovations)
global maintained and actively
environment utilized by SGP
stakeholders
Global and regional

knowledge transfer and

replication of
appropriate technology,
tool, and approach on
global environmental
issues through at least
30-40 south-south
community innovation
exchanges
Sub 55,944,056 58,406,000

Total
($)
Project Management GET 5,594,406 5,594,000

Cost (PMC)
Total Project Cost ($) 61,538,462 64,000,000
For multi-trust fund projects, provide the total amount of PMC in Table B and indicate the list of PMC among the different
trust funds here:
Please provide justification
PMC is agreed at 10% for SGP
C. Indicative sources of Co-financing for the Project by name and by type
Sources of Co-finiancing Name of Co-financier Type of Co-finiancing Investment Mobilized Amount($)
Private Sector TBD In-kind Recurrent expenditures 1,500,000
Private Sector TBD In-kind Investment mobilized 1,500,000
Beneficiaries TBD In-kind Recurrent expenditures 23,000,000
GEF Agency UNDP Grant Recurrent expenditures 1,000,000
GEF Agency UNDP Grant Investment mobilized 3,000,000
Donor Agency TBD Grant Recurrent expenditures 3,000,000
Donor Agency TBD Grant Investment mobilized 3,000,000
Government TBD Grant Investment mobilized 8,000,000
CSO TBD In-kind Recurrent expenditures 20,000,000
Total Project Cost($) 64,000,000
Describe how any "Investment Mobilized" was identified

The SGP CPMPT is currently in discussion with several partners including multilateral and bilateral donors, programme country
governments, CSOs and CBOs and the private sector to identify co-financing. Details of all co-financing including investment
mobilized will be provided at the time of the CEO endorsement.
D. Indicative Trust Fund Resources Requested by Agency(ies), Country(ies), Focal Area and the Programming of Funds
Agency Trust Fund Country Focal Area Programming of Funds Amount($) Fee($)
UNDP GET Global Multi Focal Area Small Grant Program 61,538,462 2,461,538
Total Project Cost($) 61,538,462 2,461,538
E. Project Preparation Grant (PPG)
PPG Amount ($)
PPG Agency Fee ($)
Agency Trust Fund Country Focal Area Programming of Funds Amount($) Fee($)
Total Project Costs($) 0 0

Core Indicators
Part II. Project Justification
1a. Project Description

Briefly Describe
a. The global environmental and/or adaptation problems, root causes and barriers that need to be addressed;
b. The baseline scenario or any associated baseline Programs;
c. The proposed alternative scenario with a brief description of expected outcomes and components of the Program;
d. alignmenet with GEF Focal Area and/or Impact Program Strategies
e. Incremental/additional cost reasoning and expected contributions from the baseline, the GEFTF, LDCF, SCCF, CBIT
and co-financing;
f. global environmental benefits (GEFTF) and/or adaptation benefits (LDCF/SCCF); and
g. Innovation, sustainability and potential for scaling up.
1.1 Global environmental and/or adaptation problems, root causes and barriers that need to be addressed
Global environmental problems and root causes: The most serious environmental problems of the twenty-first century have the
potential to alter the course of life on this planet. Global warming, biodiversity decline, depletion of natural resources, problems with
toxic waste, water and air pollution, acid rain, and shrinking energy supplies are serious challenges that may threaten our future if we
do not face up to them. Take for example biodiversity decline. Biodiversity has continued to decline globally. The global rate of
species extinction is escalating and is now estimated to be up to 1000 times the natural rate. Evidence is growing that critical
ecosystem services are under great pressure globally. According to one estimate, approximately one quarter of the potential net
primary production has been converted by humans, either through direct cropping, land-use-induced productivity changes, or human-
induced fires. Such is the indication of the substantial impact of humans on natural ecosystems. National and international attention
has focused on the political imperative to convert international target into hard economic decisions, concerted implementation, and
concrete national actions, and despite some encouraging achievements these came up short of halting the biodiversity decline. This is
partly because where conservation targets have been established, lack of appreciation of the effective contribution of customary
sustainable management of natural resources have often-times resulted in top-down approaches that often exclude local actors. In
many countries, policies and programmes still do not adequately support or promote indigenous peoples and local communities
(IPLCs) traditional knowledge on natural resource management and the conservation of biodiversity. In the worst cases, conservation
effort may even negatively affect IPLCs through exclusionary approaches, leading to human rights violations, with detrimental results
to biodiversity and the long-term viability and health of ecosystems.
Moreover, new evidence provided in a recent report ( footnote 2: https://www.wri.org/blog/2018/09/safeguarding-carbon-stored-
indigenous-and-community-lands-essential-meeting-climate) from the Rights and Resources Initiative, Woods Hole Research Center,
World Resources Institute (WRI) and Environmental Defense Fund shows that Indigenous Peoples and local communities worldwide
manage massive amounts of carbon in the trees and soil of their forests—at least 293,061 million metric tons.
That's 17 percent of the total carbon stored in the world's forestlands, which if released at once, would equal 33 times the total global
energy emissions of 2017. Increased policy action such as the adoption of the Strategic Plan for Biodiversity 2011-2020 and Aichi
Targets mean a stronger recognition of the role of IPLCs in voluntarily conserving biodiversity. CBD Aichi Target 11 now includes a
reference to “other effective area-based conservation measures” (OECMs) including Indigenous Community Conservation Areas
(ICCAs) and private protected areas, as central to expanding the global coverage of protected areas (PAs) from 12% to 17%. Scientific
consensus is also emerging that government-managed protected areas will not avert the biodiversity crisis.
The situation is similar with regards to food production and land degradation. While there may be sufficient potential for food
production in the world, there will still be problems of food security at the household or national level. In urban areas, food insecurity
usually reflects low incomes, but in poor rural areas it is often inseparable from problems affecting food production. The focus of
sustainable land and forest management focal areas should be geared towards enhancing climate smart innovative agroecology
practices and up holding agroecology principles. These principles will be realized through appropriate climate-sensitive agriculture
and improved agroecosystem service provision to achieve short-and-long-term agricultural development priorities at local level. These
approaches will help to enhance community and ecosystem resilience and to integrate other land-based development priorities in the
production landscapes.
Similarly, increased risks of exposure to toxic and hazardous chemicals and wastes predominantly affect the poor, who routinely face
such risks because of their occupation, poor living standards and lack of knowledge about the detrimental impacts of exposure to these
chemicals and wastes. According to the World Health Organization (WHO), acute pesticide poisoning affects three million people and
account for 20,000 unintentional deaths each year. In many communities and nations, those living in poverty, women and children
continue to be disproportionately exposed to pesticides, making this an issue of fairness and environmental justice. Between 2005 and
2020, the accumulated cost of illness and injury linked to pesticides in small scale farming in sub-Saharan Africa alone could reach
USD $90 billion. According to some assessments (footnote 3: For example, UNEP’s Global Mercury Assessment 2013) , the total
anthropogenic emissions of mercury to the atmosphere in 2010 are estimated at 1960 tonnes. Artisanal and small-scale gold mining
(ASGM) and coal burning are the largest sources of anthropogenic mercury emissions to air, followed by the production of ferrous
and non-ferrous metals, and cement production. Annual emissions from ASGM are estimated at 727 tonnes, making this the largest
sector accounting for more than 35% of total anthropogenic emissions. E-waste is the fastest growing waste stream. In the United
States, an estimated 70% of heavy metals in landfills come from discarded electronics. This negative trend is spreading to the rest of
the world, including developing countries. Another study by UNEP, "Recycling - from E-Waste to Resources," estimated that the
amount of e-waste being produced - including mobile phones and computers - could rise by as much as 500 percent over the next
decade in some countries, such as India.
Climate change remains a defining issue of our time, despite recent significant progress in development of new low carbon technology
and growing momentum for climate action. The concentration of greenhouse gases in the atmosphere continues to rise and the impacts
are increasingly felt around the globe with climate-related disasters responsible for thousands of deaths and $320 billion dollars in
losses during the last year ( footnote 4: Source: Secretary-General remarks at launch of New Climate Economy Report). The poor and
vulnerable populations are disproportionally affected with economic and security risks amplifying and runaway change beyond the
adaptive ability of human societies and natural ecosystems is a real possibility. The historic Paris Agreement has put in place a
framework defining countries’ climate action for the next few decades, setting up a mechanism for countries to put forward and
implement Nationally Determined Contributions (NDCs) outlining their commitments. The next 2-3 years are crucial for successful
implementation of the agreement, as the NDCs are required to be updated every 5 years and the challenge now is to raise the ambition
and accelerate the transition to low -carbon resilient economy. The time to stop catastrophic climate change is running out and many
investment decisions taken today will shape the future for decades.
In this regard, the energy sector, producing two thirds of global emissions, presents a large scope for cost effective emissions
reductions. Besides, energy access is a crucial area for investment, as expanded access to electricity and clean cooking improves
productivity, reduces poverty and improves health with the largest benefits for women. According to the New Climate Economy
report from the Global Commission on the Economy and Climate (footnote 5: https://newclimateeconomy.report/2018/ ) , 1 billion
people do not have access to electricity, and over 2.9 billion people do not have access to clean cooking. By 2030, planned policies are
expected to deliver clean energy to millions, but population growth is expected to outpace progress, leaving 674 million people
lacking electricity access and more than 2 billion people without clean cooking. The report calls for increased government support for
and investment in decentralized electricity and clean cooking as a crucial step to accelerate climate action and transition to new low-
carbon economy. Investing in local solutions and mobilization of civil society is also key for raising the ambition of NDCs,
galvanizing support and ensuring their implementation.
Global environmental problems are inter-connected and require an integrated approach: It is now increasingly recognized that a
powerful and complex web of interactions is contributing to unprecedented global trends in environmental degradation. These forces
include rapid globalization and urbanization, pervasive poverty, unsustainable consumption patterns and population growth. Often
serving to compound the effects and intensity of the environmental problems, global environmental challenges require concerted
responses on the part of the international community. In an influential paper (footnote 6: Nakicenovic, N et. al., (2016). Global
Commons in the Anthropocene: World Development on a Stable and Resilient Planet. Stockholm Resilience Centre, Working Paper
No WP-16-019) , Nakicenovic, N et. al., (2016) discuss how “in a globalized world, effects of individual actions and decisions are
leading to emergent behavior at the Earth system scale, the “Anthropocene Effect ” ( footnote 7: The Anthropocene Effect describes
the interaction between the global human population and our planet changes the Earth’s life support system. This “highlights the
problems of scaling from local and regional environmental consequences to planetary, where impacts operate on different scales, often
both in terms of time and space. For example, the adverse health impacts of indoor air pollution are immediate and local, and the
benefits of elimination are immediate too. In contrast, climate change is a global and cumulative problem and mitigation, or a lack
thereof cast a long shadow into the future.”) behavior that cannot be predicted from analysis of individual parts”. Given the scale of
industrial impacts, the authors suggest that if previously effective common resource management approaches and regimes could be re-
applied to govern and steward the “global commons”, significant benefits and advances could be felt. Due to the unprecedented
impacts we are having on our planet’s life support system, they note that human beings must be part of the solution arguing “that
humanity must be the steward of the planet’s natural resources – the ecosystems, biomes and processes that regulate the stability and
resilience of the Earth system, or what is termed as the global commons”.
Moreover, it is becoming increasingly evident that the major environmental problems — biodiversity, land degradation, climate
change, energy, issues with food security -- cannot be understood or addressed in isolation. They are systemic problems, which means
that they are all interconnected and interdependent. Many environmental thinkers describe this interconnected and interdependent
nature of the global environmental challenges. For instance, Lester Brown (footnote 8: Lester Brown 2009), Plan B. Mobilizing to
save civilization, of the World Policy Institute, posits that the vicious circle of demographic pressure and poverty leads to the
depletion of resources — falling water tables, shrinking forests, collapsing fisheries, eroding soils, and so on — and how this resource
depletion, exacerbated by climate change, produces failing states whose governments can no longer provide security for their citizens,
some of whom may even turn to terrorism in sheer desperation. Brown notes that to address global environmental challenges, requires
“a radical shift in our perceptions, our thinking, our values” – to one that considers a systemic, interconnected, and integrated
approach. Moreover, within a globalized world, such an interconnected and interdependent approach is also critical from a policy
perspective. Well-written policies made in one country cannot achieve success in combating threats to the global commons without
concerted actions in tandem with other governments, civil society actors and the private sector.
Further, as described in a recent guidance document (footnote 9: Bierbaum, R. et al. 2018. Integration: to solve complex
environmental problems. Scientific and Technical Advisory Panel to the Global Environment Facility. Washington, DC.) issued by the
Scientific and Technical Advisory Panel (STAP) of the GEF, “a lack of integration is a major detriment to achieving sustainability.
For example, a review of progress in achieving global environmental goals, including those Multilateral Environmental Agreements
(MEAs) supported by the GEF, underscored fragmentation as a major cause of slow progress. The review emphasized the need for
integration between (i) types of problems and identified solutions; (ii) the responsibilities and resources available to implementing
institutions; and (iii) in governance structures. Among others, the STAP document recommended that the GEF project design process
“engage stakeholders, including local communities, civil society networks, industry associations or other key private sector actors as
appropriate (not just government officials) from project inception and from design through completion”. This is where the SGP can
play an important role by piloting such integrative approaches including building on its decades of experience in participatory design
and implementation and lesson-sharing.
This need for an integrated and inclusive approach is also reflected in the UN 2030 Sustainable Development Goals (SDGs). The
SDGs that were unanimously adopted in September 2015 marked a turning point in the target-setting of the United Nations for human
development. The 17 SDGs provide a time-bound and comprehensive narrative for achieving the desired future and normative human
development goals – a world free from hunger, injustice and absolute poverty, a world with universal education, health and
employment with inclusive economic growth, based on transparency, dignity and equity, including an explicit call for the protection of
the Earth system. The SDGs acknowledge that the challenges faced across the 17 goals are interrelated and interconnected and should
be achieved in such a way as to maximize synergies and minimize tradeoffs. Achieving one SDG will very often contribute to
achieving others. For example, achieving SDG 7, the energy goal, can support goals related to water, health and climate. Moreover,
the SDGs call for inclusive development, including vulnerable and marginalized communities such as women, indigenous peoples,
youth, and persons with disabilities, under the approach on “leaving no one behind.”
GEF 7 strategy provides for this integrated approach: As described, it is increasingly recognized that “safeguarding the health of the
global environment requires both responding to pressures and an expanding focus on addressing the drivers of environmental
degradation” ( footnote 10: GEF 7 Programming Directions). This approach calls for greater integration across sectors and promotion
of transformational change in key economic systems that continue to erode the health of the global environment. Accordingly, to
safeguard the health of the global commons, the GEF has adopted a strategy to shift the focus of its operations to tackling the drivers
of environmental degradation, rather than just its effects, to causes rather than consequences. This recognizes that: (a) environmental
drivers must be tackled in a more integrated and multi-sectoral manner, (b) GEF investments be made coherent with sustainable
development objectives, and (c) that the GEF should continue to be catalytic and innovative while actively seeking to effect permanent
and transformational change.
The GEF-7 Programming directions are thus seeking for maximum impact across its focal areas through integrated programming
under a multi-sectoral approach, including government, private sector, and civil society organization. The GEF2020 strategy argues
that achieving the objectives of multilateral environmental agreements (MEAs) requires the GEF to support country priorities that are
ultimately aimed at tackling the drivers of environmental degradation in an integrated fashion. For this reason, the focal areas, which
remain the central organizing feature in the GEF-7 Programming Directions Paper, provide countries with the opportunity to
participate in selected “Impact Programs” focusing on (i) Food systems, Land Use and Restoration (FOLUR); (ii) Sustainable Cities;
and (iii) Sustainable Forest Management (SFM). The Impact Programs are designed to help countries pursue holistic and integrated
approaches for transformational change in these key systems in line with countries’ national development priorities. The Impact
Programs hold the potential to enhance synergies and integration across GEF focal areas, as illustrated in table 1 below. Impact
programs will also allow the GEF to better crowd-in other stakeholders, including the private sector, enhance knowledge sharing and
learning, and ensure a more effective use of GEF resources. They will help ensure that each of the GEF’s focal areas provides
maximum contribution to the goals of their respective conventions as described in the GEF focal areas.
The Community-led solutions – role of SGP to address global environmental issues: The SGP is a proven GEF programme that was
set up to support community-based initiatives led by the civil society organizations and local initiatives dealing with the environment
and development issues of global relevance. Many evaluations of the programme including the 2015 Joint Evaluation conducted by
the UNDP and GEF Independent Evaluation Offices (IEO) indicates that the “SGP grants continue to support projects that have high
levels of success in securing global environmental benefits in both mature and newer program countries”. Thus, the SGP is
successfully achieving its aim as described in the GEF-7 Programming Directions to enable “communities as solution providers and
key partners to address the drivers of global environmental degradation and engine for systemic change”. Based on the IEO
Evaluation, lesson learned and inputs from stakeholder consultations, including with government, Convention focal points, and the
private sector, under GEF-7 the SGP will place greater focus on promoting strategic and results-based investments at the local level in
alignment with the GEF’s proposed focal area investments and Impact Programs. SGP financed projects will have greater focus in
promoting and supporting innovative and strategic initiatives at the local level to address global environment issues in priority
landscapes and seascapes. It will also support projects that would serve as “incubators” of innovation, with the potential for broader
replication of successful approaches through larger projects supported by the GEF and/or other partners. SGP grantees and partners
will also act as an effective and important social constituency to mobilize bottom up, civil society movements for systemic change,
and in promoting environmentally sound sustainable development at the national, regional, and global levels. Several barriers
however impede the above long-term solution proposed for the SGP.
Barrier 1: Limited diffusion of effective models related to scalable community-based management and governance for the
conservation of biodiversity constrain the realization of the full potential of the role of local communities including indigenous
peoples in the conservation and sustainable use of threatened ecosystems and species. In many rural areas of the world, local
communities possess vast knowledge of the local species and ecosystems and have been effective conservation stewards of
biodiversity. However, their role has been often undermined in national policies and actions related to biodiversity conservation and
sustainable use. Lack of knowledge and incentive at the community level on “biodiversity friendly” methods of production in
agriculture, forestry and fisheries is another important barrier. This is often exacerbated by the limited experience that government
agencies and related stakeholders (often also local communities) have in incorporating biodiversity conservation and sustainable use
objectives into land and resource use practices. Moreover, local level strategies for community based natural resource management
often stop at measures that promote participation in specific activities such as providing labour for agriculture and plantations, and do
not meaningfully involve communities as partners in the effective governance of ecosystems and species with clarified roles and
responsibilities. There is a need to recognize that many communities and indigenous peoples as solution providers that have been
managing and conservation key biodiversity areas.
Barrier 2: Community level capacities for adopting sustainable agriculture, fisheries and food security strategies and practices are
limited. While the focus on land degradation focal area is geared towards enhancing climate smart innovative agroecology practices
and up holding agroecology principles as well as adopting sustainable land management practices, at the local level, this is often
constrained by limited capacities and incentives to adopt them. Local communities lack exposure to appropriate sustainable land
management (SLM) technologies and have limited knowledge and access to climate smart innovative agriculture practices. In order
that strategies and approaches will ensure enhancement of community and ecosystem resilience, design and implementation of climate
smart agriculture, fisheries and food strategies should be accompanied by appropriate capacity building measures including farmer
training, extension messaging (i.e. through master farmers for horizontal knowledge exchange) and targeted support to farmers to
adopt practices which green the production and supply chains of key local commodities. In many part of the world, small-scale
artisanal farmers, pastoralists and fisher-folk continue to lack adequate market knowledge and have limited exposure to key marketing
strategies such as certification, and ecolabeling.
Barrier 3: Community-level limitations restrict adoption of low carbon technologies and improved land-use and forestry practices that
reduce GHG emissions. Significant emissions savings from adoption of low carbon technologies at the community level are currently
not implemented due to several community level constraints. First, many communities are not aware of low carbon technologies and
land-use practices and associated health, economic, nutritional and environmental co-benefits. Second, even when the technologies
are available at the market, specific solutions for use in local contexts are not yet available. As these technologies are new, innovative
adaptations are needed to tailor them to productive needs even in advanced countries, much more so in developing countries. Another
important barrier is severely limited know-how of various low carbon technology options and even when such technologies are
distributed, their use is limited as communities lack the knowledge and ability to operate and maintain them. Local stakeholders
generally are also not able to afford the upfront costs related to purchase of even low-cost technologies particularly due to lack of
public-private partnership model that could facilitate and overcome such issues. Also adopting climate friendly land use and forestry
practices requires learning and initial investment of time and resources. Further investment is needed in developing local expertise as
well as in supporting entrepreneurs involved in the energy service business to ensure affordability and sustainability.
Barrier 4: Inadequate experience with dealing with sound management of chemicals and waste: Many communities are at the forefront
of threats related to chemicals and waste as users of consumers. However, they lack the necessary knowledge of the harmful effects of
such chemicals and, even when aware, using or consuming such harmful chemicals remains their only option either due to availability
and cost, or because their livelihoods depend on such industries. Further, many countries, particularly SIDS and LDCs still lack
necessary legislation and management system to reduce and control the use of harmful chemicals and wastes. There is a need to
provide target support at the community level for safe disposal of chemicals and waste including those of global concern including
mercury and plastic wastes. There is also a need to engage with local academic institutions and other relevant actors to develop and
promote practical, viable and acceptable waste and chemicals management strategies, while awareness raising on harmful chemicals
and waste should be implemented in tandem. Targeted support for specific chemicals and sectors such as artisanal and small-scale
gold mining to reduce the use of mercury is necessary.
Barrier 5: Limited or absence of inclusive community-oriented urban solutions: Urbanization is a defining trend all over the world and
especially in developing regions of Asia, Africa and Latin America. Some estimates point that by 2030, over sixty percent of the
global population will be urban residents. It is widely accepted that cities can be hotspots of extreme deprivation and environmental
degradation especially where the bulk of poor will be located with potentially serious impacts from environmental hazards. This calls
for innovative partnerships for sustainable urban solutions such as provision of affordable renewable energy, water supply and waste
management services that will benefit the urban poor while delivering on the global environmental outcomes. However urban poor
and vulnerable communities currently do not have the capacities themselves to adopt such solutions while municipalities and city
governments may not be in the position to fully integrate different needs of the population particularly women and girls, youth and
persons with disability in their plans due to financial and other constraints. There is a need for public-private partnership promoted by
civil society and local communities to provide an integrated package of sustainable urban solutions for energy, waste management and
other environmental services. Support is also needed to open space for CSOs for engagement and participation in local decision-
making and inform better urban governance and accountability related to urban environmental issues.
Barrier 6: There is limited availability of community-oriented tools, mechanisms and platforms that are inclusive and facilitate local
communities to meaningfully participate and provide inputs to national / global environmental and development policy making. While
the capacity of CSOs and local communities on policy advocacy has improved over the years,, there is still a great need to demonstrate
inclusive community-oriented networking and support systems, that can not only connect community groups with each other but can
also link up communities with the government and private sector for policy and programme dialogues related to environment and
sustainable development both at the national and global levels. Barriers remains particularly for vulnerable population, including
women and girls, indigenous peoples, youth and persons with disabilities to effectively participate, voice their concerns, and influence
policy decisions that affect their lives. development. Enabling environment needs to be created to expand community-based action at
scale through positive national policy dialogue and development planning that brings in the different needs, knowledge, and
opportunity of community and CSO stakeholders at large.
1.2 The baseline scenario and any associated baseline projects,

Civil society organizations and local communities continue to play an under-utilized and under-valued role in addressing global
environmental and sustainable development issues in most parts of the world. CSOs and CBOs can play a variety of critical roles and
can be extremely effective agents for the necessary transformative change in society and flip the current trajectory on global
environmental crisis by: (i) catalyzing innovation, testing new approaches, and responding to emerging challenges and opportunities
bringing global experience and good practice to local contexts; (ii) transferring innovative and traditional knowledge and skills and
knowledge to government agencies and the private sector, leading to better policy and business practices; (iii) catalyzing innovation,
testing new approaches and responding to emerging challenges and opportunities; (iv) brokering partnerships among traditional and
non-traditional actors; and (iv) ensuring that projects and programs are beneficial to local people, such as by protecting vital
ecosystem services and providing sustainable livelihood options.
The SGP, as a GEF corporate program is the primary mechanism through which the GEF supports community level environmental
actions through CBOs and CSOs. It remains one of the GEF’s most successful flagship initiatives and enjoys strong and broad support
from its stakeholders. The SGP, though a decentralized national level delivery mechanism has implemented more than 22,000 projects
in 125 countries, with a total grant size of over $600 million. During the past 25 years, participating countries to the SGP has steadily
increased from the initial 35 countries to the current 125 countries. Most of the countries that SGP serves (77 in total), are Least
Developing Countries (LDCs) and Small Island Development States (SIDS), including several which are in post-conflict or crisis
situations. The SGP funds small grants up to maximum of $50,000, with an average grant amount of approximately $25,000. A
strategic project window has also been added for grantmaking up to a maximum of $150,000 to allow for scaling up and to support
initiatives that cover many communities, either within in a critical landscape or seascape, or towards a thematic priority. Small grants
are targeted primarily towards local communities and civil society organizations, the poor and vulnerable, to access appropriate level
of funding as they develop their capacity, take measured risks in testing new methods and technologies, and to innovate at the local
level. Each SGP country programme has a multi-sectoral National Steering Committee (NSC) which assures a country-driven
approach to SGP implementation and allows civil society leadership and capacity development in the management of a country
programme.
The 2015 Joint Evaluation by the GEF and UNDP’s IEOs concluded that the SGP continues to play a key role in promoting the GEF’s
objectives. It specifically noted that SGP continues to support projects that are relevant, effective and efficient in achieving global
environmental benefits, while addressing issues of livelihoods, poverty, gender equality and women’s empowerment. The evaluation
also reported evidence of strong replication, scaling-up, sustainability, and mainstreaming of the Programme activities. The Sixth
Comprehensive Evaluation of the GEF (OPS6) noted long-term support through SGP has enabled small-scale interventions to be
broadly adopted. It recognizes SGP’s role in providing GEF presence and visibility at the community level, and further concludes that
SGP delivers grants that address local environmental concerns of global relevance at the national or subnational level, and links
communities to long-term environmental management through income-generating activities. The evaluation mentions that one of the
main characteristics differentiating the SGP from other GEF programs is its ability to function as a demand-based type of community
support, thereby engendering community/country ownership. The SGP has also been cited as an effective channel to share information
and raising awareness among stakeholders at the local level in several countries. The Evaluation of GEF Engagement with Indigenous
Peoples (IPs) 2017, further specifies SGP’s value addition on social inclusion, noting that the SGP is the primary modality for the
GEF’s engagement with indigenous peoples within the GEF partnership.
The SGP plays an important role in meeting the objectives of the Multilateral Environmental Agreements (MEAs), for which the GEF
serves as financial mechanism. For example, the MEAs emphasize the need for social inclusion and broader participation, including
involvement of civil society organization, indigenous peoples, and local communities. The SGP has been effectively implementing
socially inclusive, integrated approaches that promote multi-sectoral solutions to environmental challenges across the MEAs. The
Conference of the Parties of the Convention on Biological Diversity (CBD) has provided specific guidance to the SGP to further
strengthen and expand its support to local communities in the developing countries, including Least Developing Countries (LDCs) and
Small Island Development States (SIDS). In each participating country, the SGP is facilitating close linkages and synergies with MEA
related policies and strategies such as National Biodiversity Strategy and Action Plan (NBSAP), National Action Plan (NAP),
Nationally Determined Contributions (NDC), and others, all of which emphasize the importance of engaging wider stakeholders,
including CSOs, IPs, and gender, to achieve the objectives. Finally, it may be noted that the GEF 7 period coincides with the key
phase in implementing the Paris Agreement that requires multi-stakeholder efforts, including civil society and communities, in
meeting its goal. On the chemicals and wastes, the Stockholm and the Minamata Conventions are also increasingly recognizing the
role of civil society in addressing their challenges and have been closely working with the SGP to reach out to the local and
community level. The Programme’s strategic importance and relevance is further recognized, particularly with the adaption of the
Sustainable Development Goals and recognition for a socially inclusive sustainable development.
Despite efforts made by other related initiatives, local CSO and community involvement in global environment and sustainable
development actions could continue to be limited and slow in engagement without the facilitative role of GEF SGP. Given the
accelerating global environmental threats, inclusive environmental governance at all level is crucial. Good environmental governance
considers the role of all sectors and actors including that of the local CSOs and communities, so that effective cooperation is achieved
towards a sustainable future. As recommended by the STAP guidance on integration (2018), for integrated projects to be successful,
all sectors and actors including local communities, civil society networks, industry associations or other key private sector actors as
appropriate should be engaged. SGP’s role to enhance the capacity of local CSOs and communities to engage in such process and
influence the design of interventions to address global environmental challenges gains prominence. However, without such support,
contributions from the CSOs and CBOs, particularly by vulnerable and marginalized communities will remain limited. Furthermore,
there is also needing to consolidate assets of projects that supported such local CSO and communities’ capacity building for scaling
up, mainstreaming and replication. The many community-based and CSO-led projects that SGP has supported, as well as its
development as a funding modality that are highly regarded by both CSOs and government in participating countries, can be
considered as built-up assets that can serve as effective foundation for expanded work in GEF-7.
Portfolio overview: Since its inception in 1992, the SGP has implemented over 22,000 projects in total 133 countries (some SGP
country programme have closed as they graduated from being an eligible country of the GEF), providing grants totaling USD 611.6
million in global and upgraded country programmes. During GEF-6, total of 3435 new projects were approved and 4,187 projects
have been completed. With regards to focal area distribution during GEF-6, biodiversity focal area remained as the largest portfolio
(39%), followed by climate change mitigation (23%), land degradation (21%), capacity development (6%), chemicals and wastes
(3%), international waters (3%), and climate change adaptation (4% - funded by non-GEF resource). Below illustrates some of the key
aggregated results and achievements through the SGP projects that were completed during the GEF-6 period (July 2014-June 2018):
• Biodiversity: Positively influenced management of 1,782 protected areas, including Indigenous Peoples and Community Conserved
Territories and Areas (ICCAs), covering approximately 33 million hectares.
• Climate Change Mitigation: Application of low-carbon technologies, with 41 percent of the portfolio concentrated on renewable
energy, 28 percent on energy efficiency solutions, and 26 percent on conservation and the enhancement of carbon stocks. Projects
have supported 54,636 households in their efforts to achieve energy access co-benefits, including increased income, health benefits
and improved environmental services.
• Land Degradation: 1.6 million hectares of land were brought under improved management practices, including forests, agricultural
land, and water courses. 992,370 community members were able to improve agricultural land and forest management practices; and
2,008 farmer organizations and networks disseminated enhanced climate smart agro-ecological practices.
• International Waters: 103,186 hectares of marine and coastal areas and fishing grounds brought under sustainable management.
• Chemicals and Waste Management: 159 tons of pesticides appropriately disposed of, and 55,098 tons of solid waste avoided from
open burning.
• Capacity Development: The SGP has strengthened the capacities of 3,490 CSOs and 2,793 CBOs, comprising over 95,174 people, to
address multiple challenges across all the relevant MEAs.
Grantmaker Plus: Results
Under GEF-6, the SGP employed a strategy to expand its role beyond that of grantmaking. Grantmaker Plus enhances the overall
effectiveness of the GEF-6 portfolio by engaging in knowledge platforms, policy dialogues, and social inclusion. During the GEF-6
period, the introduction of the Grantmaker Plus initiative has yielded the following key results:
• Knowledge Sharing and Capacity Development: SGP supported 2,547 peer-to-peer exchanges; 3,754 training sessions on varied
themes relating to global environment and project management. During this period, as an annual average -78% of SGP country
programmes worked on strengthening grantee networks; 74% of SGP country programmes connected grantees with enabling NGOs;
and 72% of SGP country programmes connected grantees with government extension services. In addition, SGP supported the
knowledge flow and technology transfer among countries and regions by facilitating South-South exchanges.
• CSO-Government Dialogue: SGP policy dialogue platforms have leveraged existing and potential partnerships, as well as built trust
and fostered joint networking relationships between civil society and government partners on national policies, strategies, and
development plans. During GEF-6 period, 298 such dialogue platforms were initiated, involving 9,699 CSO/CBO-represented
dialogues relating to policy and development planning. For example, SGP has facilitated CSO-Government Dialogues in 26 countries
to bring local voices to their INDC development, as a critical process leading to the Paris Agreement.
• Social Inclusion: The SGP continues to head the way and increase integration of marginalized groups in environment and
development initiatives, including women, indigenous peoples, youth, and persons with disabilities. The improvement of livelihoods
remains a key strategy of the SGP, since the sustainable management of land, biodiversity, and other ecosystem resources directly
affects the generation of global environmental benefits that contribute to the wellbeing of local communities. On average, during GEF-
6 period, 30% of completed projects were led by women, 16% addressed and engaged issues.
Broader Adoption: Scale Up and Replication
Broader adoption of SGP project results and approaches, including their scale up, replication, and mainstreaming continued to be a
core objective of GEF-6 SGP programming. Under GEF-6, at least 626 completed projects were reported to have been replicated or
scaled up through CSOs/CBOs and governments, and 377 projects had influenced policy, representing an average of 15 percent and 9
percent, respectively, of closed projects each year. In addition, investments and assets also resulted from SGP’s work with GEF Full-
Sized Projects (FSPs), in synergy as well as in a supportive role, in implementing community components of these projects. Globally,
several UNDP and donor co-financed programmes have also been implemented by the SGP, including inter alia: (i) Community-
Based Adaptation programme funded by AusAid; (ii) Community-Based REDD+ programme in partnership with UNREDD and with
financing from Norway; (iii) Community Development and Knowledge Management in the Satoyama Initiative (COMDEKS) funded
by the Japan Biodiversity Fund in collaboration with UNEP and UNU; the (iv) EU funded Environmental Governance and NGO
Strengthening project.
All these foundational assets and existing investments from government, bilaterals, donor agencies and international NGOs will be
treated as “baseline” from which SGP Country Programme Strategies will develop its priorities and approaches which then feed into
supporting the development (i.e. partnership and co-financing components) and selection of individual small grants projects to ensure
the strategic and catalytic nature of SGP OP7 grantmaking.
1.3 The proposed alternative scenario with a brief description of expected outcomes and components of the project
Reiterating the challenges recognized through the GEF 2020 Strategy, the GEF-7 Programming Directions Paper points that the global
environment—the ecosystems, biomes and processes that regulate the stability and resilience of the Earth system—are being stretched
to a breaking point. Radical transformation of human activities are required to reverse such degradation trends. The GEF Small
Grants Programme (SGP), implemented by United Nations Development Programme on behalf of the GEF Partnership, is a key
mechanism of the GEF that contributes to such transformational change by mobilizing and empowering civil society and local
communities from the bottom up.
The SGP is a GEF Corporate Program that finances community-led initiatives to address global environmental and sustainable
development issues. It is specifically designed to mobilize bottom up actions by empowering local civil society organizations, and
poor and vulnerable communities, including indigenous peoples and women. Local communities have a profound understanding and
knowledge of their environment and community needs and play a key role as stewards of the local and global commons. The program
works to empower them to find innovative solutions in addressing global environmental challenges. The active participation of local
communities in developing, testing and applying innovative solutions can play a key catalytic role for transformational change across
a range of socio-economic settings, ranging from LDCs, SIDS, as well as middle and upper-middle income countries.
In line with the approved GEF Council paper on GEF Small Grants Programme: Implementation Arrangements for GEF-7 , SGP
financed projects will have greater focus in promoting and supporting innovative and scalable initiatives at the local level to address
global environment issues in priority landscapes and seascapes. SGP will also support projects that would serve as “incubators” of
innovation, with the potential for broader replication of successful approaches through larger projects supported by the GEF and/or
other partners. In this context, the SGP will strengthen its partnership approach as a CSO-led multi-stakeholder platform, by working
closely particularly with private sector and government. The SGP grantees and partners will act as effective and important force to
mobilize bottom up, civil society movements for systemic change in promoting environmentally sound sustainable development at the
national, regional, and global levels.
GEF-7 SGP Key Approaches: The SGP will adopt and strengthen the following approaches to increase the effectiveness of program
implementation under GEF-7:
(a) Empowering local communities

As a unique global mechanism and platform which aims to empower local communities, particularly vulnerable peoples, to address
global environmental challenges, during OP7 the SGP will increasingly strengthen social inclusion by effectively reaching out to local
communities with a focus on women, indigenous peoples, youth, and persons with disabilities. Most of the grants will be provided
directly to the beneficiaries while, at the same time, supporting those CSOs that act as facilitators and intermediaries. Communities
targeted by SGP are often the poorest and most vulnerable; they typically have low levels of personal and institutional capacity to
adequately address global environmental problems. Building on the evidence base of the 2015 IEO and other evaluations, the SGP has
inter alia been recognized as the prime modality for GEF engagement with indigenous peoples (GEF, 2017c), and plays a leading role
on gender equality and the empowerment of women (GEF, 2017a).
(b) Targeting support to LDCs and SIDS

Under GEF-7, the SGP will further strengthen its support to LDCs and SIDS by providing (i) priority access to funding and support;
(ii) capacity development and training; and (iii) learning, sharing, and networking. Approaches and tools promoted through SGP
projects are considered particularly relevant to LDCs and SIDS, where the capacity of CSOs and local communities remains limited.
Furthermore, the relatively smaller scale of interventions through SGP projects can ensure significant and lasting impact in many of
the smaller countries. The SGP is currently operational in 69 LDCs and SIDS that are eligible for GEF funding. As opportunities arise,
the SGP aims to include a few additional LDCs and SIDS that have requested SGP participation. Notwithstanding the above, the SGP
continues to contribute to a vital unmet need in many middle and upper-middle income countries, consolidating lessons learned and
results through the UCPs and other mature SGP country programmes for dissemination at the global level through the global South-
South knowledge transfer platform.
(c) Supporting community innovation on emerging issues

Innovation often arises when there is freedom to experiment and take calculated risks, and local conditions and situations are respected
during project development and implementation. The SGP seeks to maximize local knowledge and capacity by providing greater
flexibility and enhancing project adaptability. Communities are thus empowered to seek solutions and make decisions through SGP
project support. Such a demand-driven approach, combined with flexibility, accessibility, and risk taking constitute the SGP as an
incubator and accelerator of innovation. The 2015 Joint IEO Evaluation noted that the “SGP pilots, innovates, and contributes to
knowledge about what works and what does not in different contexts. Seeking to measure only ‘results’ overlooks this and could even
discourage innovations and risk-taking” (GEF and UNDP, 2015: page 44). To encourage SGP Country Programmes and communities
to adopt innovative solutions, the SGP proposes to launch several programs under GEF-7 to identify and support emerging new
themes under its strategic initiatives. The SGP will combine its country-driven approach in terms of project identification and
selection, with greater global strategic guidance, capacity development, and knowledge sharing on emerging issues. It also intends to
scale up and mainstream successful practices on a global scale by leveraging partners that include philanthropic foundations, the
private sector, and other donors. By coordinating with other GEF-7 Impact programs and multi-agency initiatives , the SGP plans to
support various emerging issues, including inter alia: (i) community-based, artisanal, small-scale gold mining and mercury
management; (ii) sustainable dryland management in the Sahel and other arid regions; (iii) community-based conservation of
threatened landscapes and seascapes, including recognition of new governance types of conserved areas, and conservation of the
habitat of iconic species; (iv) inclusive conservation approach partnering with indigenous peoples in the Congo Basin, Amazon and
other globally important forests; and (v) women and eco-entrepreneurship to crowd in partnerships in support of sustainable value
chains.
(d) Promoting partnerships and broader adoption: scaling up and replication results
Building on its mission, Local Actions, Global Impact, the SGP provides a network of local ideas and approaches that contribute to
and influence policies and strategies at all levels. The Sixth Comprehensive Evaluation of the GEF (OPS6) highlights the success of
broader adoption (e.g., scaling up, replication, and mainstreaming), demonstrated by SGP projects. Adoption of successful initiatives
will continue to increase through the SGP’s CSO-Government-Private Sector Dialogue Platform and its Global Knowledge Platform
(e.g., South-South cooperation, digital library, knowledge fairs), as well as by the creation of spaces for CSOs/CBOs to engage in
policy and program development at the national and subnational levels. The SGP also will seek active partnership with relevant
institutions to leverage resources and scale up its initiatives for more wide-reaching results and impacts.
(e) Serving as a dependable global community-based grant mechanism and platform for the environment
Building on its 25 years of experience, the SGP is well positioned to act as a dependable community-based and grant mechanism and
platform to address global environmental issues in many developing countries. The SGP aims to strengthen its partnership and
synergies with organizations and initiatives to effectively benefit CSOs and local communities at the global, regional, and local levels.
The SGP also will liaise closely with the GEF Secretariat and GEF agencies on relevant programs and projects, including its Impact
Programs and Programmatic Approaches, as well as Full-sized and Medium-sized projects, particularly in relation to community
issues. The SGP has already played a key role as a community-based grant mechanism under several FSPs, such as the “child”
projects under GEF Programmatic Approaches on Wildlife Management and International Waters and the Integrated Approach Pilot
on Food Security. This collaboration between different modalities of GEF funding available to countries has created strategic linkages
between SGP and other GEF projects at the country level. It is also intended to ensure that innovative local actions, supported by the
SGP, will be scaled up at the national and subnational levels within the parameters of GEF FSPs.
Objective and Strategic Initiatives:

The presentation of this PIF is for the whole GEF-7 implementation of the SGP for both the GEF core funding as well as additional
GEF STAR funds that are endorsed to the programme. In GEF-7, core funds amounting to US$128 million are used to support the
SGP Global Programme, including Country Programmes in interested and eligible GEF recipient countries. Eligible and interested
GEF recipient countries that have a STAR country allocation may use such allocations to participate in the GEF-7 SGP. Countries use
of their GEF-7 STAR allocations is subject to the following restrictions: countries use of (a) countries that received core funds can
use up to 10% of their STAR country allocations, and up to US$2 if their allocations exceed US$15 million; and (b) upgraded
countries could use up to US$5 million from their STAR country allocations.
The objective of the SGP OP7 project is “to promote and support innovative and scalable initiatives, and foster multistakeholder
partnerships at the local level to tackle global environmental issues in priority landscapes and seascapes”.
This objective will be achieved through several strategic initiatives as described below. In alignment with the overall GEF-7
programming, the SGP will focus its efforts on targeted strategic initiatives that promote integrated approaches in addressing key
global environmental issues. As an overarching strategy, the SGP will adopt and strengthen its landscape and seascape approach to
focus and concentrate its programming on globally recognized important ecosystems (including Key Biodiversity Areas). It will seek
synergies, implement multi-sectoral approaches by involving communities at the landscape/seascape levels, and facilitate community
actions to effectively manage the complex mosaic land/seascapes. The SGP will seek participation in further conceptualizing Impact
Programs and relevant focal area programs
and projects, at the same time welcoming local community perspectives.
Depending on country and stakeholder priorities under the updated SGP Country Programme Strategy, each SGP Country
Programmes may elect to focus on only a few of the strategic initiatives to further sharpen the scope of SGP grantmaking and achieve
greater strategic impacts.
Strategic Initiative 1 – Community-based conservation of threatened ecosystems and species:

Under this Strategic Initiative, the SGP will demonstrate for conservation and sustainable use of threatened ecosystems and species in
priority landscapes and seascapes through an integrated approach in alignment with GEF-7 biodiversity, land degradation, and
international focal area strategies and Impact Program on Sustainable Forest Management. The SGP grants under this strategic
initiative will focus on both conservation and sustainable use: including management of protected areas and corridors, integrated river-
basins, and large marine ecosystems with active involvement of communities (e.g. Indigenous and Communities Conserved Areas
(ICCAs) and private protected areas) as well as mainstreaming biodiversity in key production sectors (e.g. agriculture, forestry,
fisheries, and infrastructure). Specifically, the SGP will support at least 2 community-based protected area/landscape management
plans in each priority landscape covering at least 10 million ha of terrestrial PAs and MPAs. With the active involvement of civil
society organizations (CSOs) and IPLCs, the OP7 biodiversity grant-making will be expected inter alia to target the: (i) management
and governance of protected areas; (ii) conserved areas such as Indigenous Peoples and Community Conserved Territories and Areas
(ICCAs), private protected areas, KBAs and other effective conservation measures (OECMs); (iii) corridors and areas of connectivity
conservation; (iv) integrated river-basin management and governance; and (v) coastal seascape conservation, and local actions in
support of large marine ecosystems (LMEs). Moreover, the SGP will also target species conservation, and address human-wildlife
conflicts.
The OP7 seascape approach will promote a ‘polycentric governance’ approach, involving coordinated actions and interventions from
different actors, including the government, communities, and private sector. Priority seascape areas will be identified taking into
consideration partnerships with relevant GEF FSPs, as well as other projects and partners, to enhance local capacity to form regional
networks of communities to deepen cooperation among stakeholders of shared waterbodies.
Strategic Initiative 2 – Sustainable agriculture and fisheries, and food security:

This strategic initiative will aim to test and promote community-based climate resilient agriculture, fisheries and food practices that
improve productivity and increase ecological connectivity and deliver other benefits. The SGP will also promote community-based
biodiversity friendly practices and approaches (agriculture, forestry, fisheries and infrastructure) through focusing the grant-making
strategy to provide consolidated support to target sectors in previous SGP operational cycles, including: (i) supply chains to target
biodiversity-based products; (ii) agrobiodiversity and small-holder farmers; (iii) conservation of landraces and genetic resources; (iv)
agroecological production methods; and (v) organic agriculture, fair trade, and other relevant certifications schemes.
Specifically, under OP7, the SGP will work with local farmers and fishers to promote and shift to sustainable agricultural and fisheries
production, support transformation of consumer level production systems and re-focusing attention to increasing efficiency and
effectiveness of overall food production and value chain addition processes both on-farm and off farm. In addition, support will be
provided for integrated projects that aim at restoring ecosystem services or reducing the negative environmental trends such as land
degradation and deforestation, biodiversity loss and climate change emissions induced anthropogenic activities on land. This strategic
initiative will aim at promoting diversification and improved livelihoods, such as through water harvesting, post-harvest management,
business skills development to empower communities to better manage their natural resources and lead to global environment benefits.
Specifically, this outcome will develop and implement at least 1 community-based land use plans per landscape that integrate climate
resilient sustainable practices and other standards (e.g. land tenure, community participation) complemented by at least 2
CBOs/farmer leaders adopt and demonstrate improved climate resilient SLM practices per landscape. In this way, more than 2 million
ha of landscapes and over 100,000 ha of marine habitats will be brought under improved management and/ or restored for multiple
benefits while appropriate and improved SLM technologies will be applied to at least 280,000 ha.
Strategic Initiative 3 – Low-carbon energy access co-benefits:

Under this initiative, the SGP will aim to demonstrate and scale up low carbon, viable and appropriate technologies and approaches
demonstrated and scaled up in partnership with private sector and government that improves community energy access, in line with
larger frameworks such as SDGs and NDCs. The focus will be on providing low-cost bottom-up energy solutions with high potential
for carbon emissions reductions using integrated approach going beyond energy sector aiming at increasing climate resilience,
reducing poverty, enhancing gender equality and achieving the sustainable development goals. Such solutions will continue to form a
crucial part of the “decarbonization” and transition to low carbon economy, while laying the groundwork of new infrastructure at
community level, addressing energy service needs of rural, urban and remote communities and entrepreneurs, who cannot be served
by the central grid in case of electricity or centralized distribution systems in case of cooking and heating fuels. SGP will continue
documenting community innovations, tracking typologies of new community technologies, particularly those emerging from South-
South exchanges.
SGP will support innovative technologies and approaches with initial catalytic financing and then encourage wider deployment and
scaling up. SGP will focus on capacity building, knowledge management and systematization, putting in place enabling frameworks
and mechanisms at the community level and will partner with national and global initiatives to ensure that innovations are
implemented based on an OP7 programmatic approach creating larger impacts.
Strategic Initiative 4 – Local to global coalitions for chemicals and waste management:
The SGP will aim to demonstrate, deploy and transfer innovative community-based tools and approaches demonstrated, deployed and
transferred, with support from sound chemicals and waste management platforms. Under this the SGP will focus its support towards
communities in the forefront of threats related to chemicals and waste either as users or consumers. Activities will include support for
innovative, affordable and practical solutions to chemicals and waste management in joint effort with partners including with
government agencies, research institutions, private sector and international agencies. The SGP will seek to establish systems of local
certification of producers and/or their products, which could then expand to the national level through producer-consumer agreements
scaled up to national policies.
The SGP will consolidate its work particularly on pesticide management, waste management, and mercury, and work with partners to
promote local to global coalitions and networks that could effectively bring local knowledge and experiences to policy dialogue and
vice versa. The SGP will also build on its successful OP-6 projects on community-level artisanal and small-scale gold mining in
reducing/eliminating use of mercury, and coordinate with the related GEF programs for further replication and scaling up. During
OP7, the SGP will develop a viable portfolio of community-based circular economy projects and continue engagement with at least
two local to global coalitions and networks (e.g. IPEN and Zero Mercury Working Group of European Environment Bureau GOLD).
As for POPs containing materials and products, the SGP will remove/dispose around 300 tons. Other chemicals of global concern (e.g.
mercury) and their waste will also be reduced, disposed, eliminated and avoided through targeted initiatives while a comprehensive
awareness and outreach strategy for sound chemicals and waste management will be implemented all SGP countries.
Strategic Initiative 5 – Catalyzing sustainable urban solutions:
This strategic initiative will support the promotion of appropriate integrated community-oriented sustainable urban solutions in
partnership with private sector and government. The SGP will pilot activities to target vulnerable people and communities in urban
contexts. During the rapid urbanization process, traditional connections, linkages and networks among local communities can be
disrupted and lost, making urban environmental governance more challenging. The SGP will promote an integrated management
approach to address urbanization challenges from the point of origin (i.e. in rural areas and migration corridors) to the destinations of
people’s movement during this urbanization transition.
The SGP will focus on improving capacities of key service providers at the local municipality level to promote community-driven and
integrated solutions to address low-emission and resilient urban development. These solutions will be socially inclusive and will cover
at least 25 SGP countries. In addition, working with various sectors and actors including the private sector, in at least 25-30 countries,
the SGP will demonstrate selected urban solutions addressing several key urban environmental issues – these may include waste and
chemicals management; urban wetland and watershed management; energy and transport; ecosystem services and biodiversity
conservation. Further, in several countries the SGP will develop and implement a viable public-private partnership approach for low
carbon energy access for marginalized urban communities.
Strategic Initiative 6 – CSO-Government-Private Sector Policy and Planning Dialogue Platforms:

The aim of this is to ensure that community voices and participation are promoted and enhanced in the global and national strategy
development related to global environment and sustainable development issues. During OP7, the SGP will expand its innovative CSO-
Government Dialogue Platforms towards a greater engagement of private sector to leverage its potential to invest and support
sustainability at the local level. These platforms will also provide opportunities to discuss possible shifts in relevant policies and
practices to promote sustainability. In total around 35 national-level targeted CSO-Government dialogues will be convened to support
policy and planning development of the government and key stakeholders. At the international level, around 5 global CSO-
government and other stakeholder dialogue on the global environment will be organized while to expand the dialogue platform for
greater engagement of private sector. At the national level, around 20 CSO-government private sector/business forum will be
facilitated to foster CSO-Govt-private sector dialogue on environment.
Strategic Initiative 7 – Enhancing social inclusion:
The SGP is well recognized for its inclusive approach that promotes social inclusion and equity by working and engaging with
women, youth, indigenous peoples and persons with disabilities. It will continue to champion and advocate for the involvement and
active participation of vulnerable groups as key stakeholders for environmental action and advocacy. This strategic initiative aims to
ensure that social inclusion, particularly empowerment of women, indigenous peoples, youth and persons with disabilities, is further
mainstreamed and enhanced in SGP initiatives on environment and livelihood improvement. The SGP Country Programmes will
actively support actions to promote women’s role in implementation of projects and promote gender equality and women’s
empowerment relevant to the local context. To this end, all SGP country programmes will ensure that gender mainstreaming
considerations are applied consistently. SGP will contribute to the GEF gender strategy by the following: concrete contributions will
be made to close gender gaps in access to and control over resources in at least 40% of SGP OP7 portfolio; at least 40% of SGP
projects are led by women or institute mechanisms for increased participation and decision-making by women; women and girls
constitute at least 50% of beneficiaries of all SGP projects.
On Indigenous Peoples, the SGP will expand the Indigenous Peoples’ Fellowship Program, and further build capacity of IPs through
targeted support for IPs to have an increased role in the decision-making in relevant countries. Further, in alignment with the GEF 7
biodiversity focal area on inclusive conservation (i.e. role of ICCAs to the CBD Aichi and post-2020 Targets), and in complementarity
with efforts to increase IPs engagement with climate mitigations efforts (i.e. CBR+ and other REDD+ standards), the SGP IP
Fellowship program will be expanded to include IPs across a range of SGP national-level activities including inter alia: (i) governance
and membership of National Steering Committees (NSCs); (ii) OP7 country programme strategy (CPS) development, including a
dedicated funding window and/or call for proposals from IP organizations as relevant; and (iii) monitoring and evaluation of SGP
project outputs and outcomes, including culturally-appropriate formats and methodologies.
Finally, the SGP will continue to demonstrate the involvement of youth and persons with disabilities in SGP projects in at least 30 to
35 percent of its projects. Guidelines and best practices on engaging youth and persons with disabilities will be developed and widely
shared with countries.
Strategic Initiative 8 – Monitoring and Evaluation and Knowledge Management:
This strategic initiative aims to ensure that a common, robust M&E and knowledge management strategy is implemented in all
countries. Building on the recommendations of the 2015 Joint GEF-UNDP Evaluation, efforts will be made to improve existing M&E,
design more streamlined and useful tools and activities that balance the need to measure and capacity of local CSOs and
communities. SGP will revamp its Results Based Management Strategy, capturing key objectives, processes and responsibilities. An
online database to support generation of both quantitative and qualitative analytics will be undertaken. The SGP will also monitor,
measure and report its contribution in alignment with 7 of the 11 most relevant GEF-7 results framework and indicators.
With regards to knowledge management, specific knowledge management grants will be envisioned to strengthen project and country
level activities. At the global level, knowledge exchanges and innovation will be promoted through SGP’s revamped knowledge
platforms: The Digital Library of Community Innovations and the South-South Exchange Initiative. The digital library is an effort to
document and curate the innovative solutions developed by indigenous peoples and local communities to environment and sustainable
development challenges. The SGP will partner with relevant organizations to expand the reach and use of these practices. The South-
South Exchange initiative will continue to support knowledge transfer and exchange across countries and regions encouraging
replication of good practices supported by the portfolio. These initiatives produce high impact and scaling up of the innovations and
practices developed by SGP grantees, as well as other CSOs at the regional level. Another is Communities Connect
( http://data.communitiesconnect.net/ ), a collaborative platform started in partnership with the GEF CSO Network, to promote the
solutions created by communities and civil society organization to sustainable development issues which will be revamped and
strengthen during OP7.
1.4 Alignment with GEF focal area and/or Impact Program strategies
As a GEF corporate programme, SGP has always aligned its operational phase strategies to that of the GEF with the expectation that
its role is to translate such strategies to community and local CSO actions and provide a testing and evidence base for further scaling
up. SGP contributes to achieving GEF’s strategy outcomes by supporting innovative initiatives at the level of communities. The
results framework for the GEF-7 SGP and associated targets for global environmental benefits will also align with the overall GEF-7
results architecture.
Action at the local level by civil society, indigenous and local communities is therefore deemed vital through its convening role of
multi-stakeholder alliances, as well as for broader participation in strengthening capacity and decision-making processes. Whilst
individual SGP projects are small, their aggregated impacts over time in around 125 countries, particularly as SGP now focuses its
grant-making to target landscape/seascape management, will contribute significantly to global environmental benefits. As outlined in
the GEF-7 SGP Implementation Arrangement paper, the SGP will seek participation in further conceptualizing Impact Programs and
relevant focal area programs and projects, at the same time as welcoming local community perspectives. Further details on the
alignment and involvement with the relevant Impact Programs will be clarified as the OP7 programs are further developed and
articulated.
During GEF-7, a key vehicle for the GEF to help countries pursue holistic and integrated approaches for greater transformational
change in key economic systems, and in line with their national development priorities are the Impact Programs. These collectively
address major drivers of environmental degradation and/or deliver multiple benefits across the many thematic dimensions the GEF is
mandated to deliver. The Impact Programs also contribute in significant ways to each of the Focal Area Strategies while at the same
time delivering multiple benefits across several MEAs. As noted under the GEF Small Grants Programme: Implementation
Arrangements for GEF-7, SGP will seek to coordinate and provide community-level inputs to the Food, Land Use, and Restoration
Impact Program through its activities under the OP7 Strategic Initiative on Sustainable Agriculture and Fisheries, while the
approaches under the Strategic Initiative on Catalyzing Sustainable Urban Solutions will be implemented and closely aligned with
GEF−7 Impact Program on Sustainable Cities. Modality for coordination will be further explored as the Impact Programs are being
designed.
SGP grantmaking at the country level will be implemented based on the Country Programme Strategy (CPS) for GEF-7. The OP7
CPS will be prepared by each country to enable country-driven and integrated investments at the country and landscape/seascape
levels. In all countries, the OP7 CPS development process will be undertaken in a consultative manner to identify SGP's value added
within the priority global environmental issues in line with the concerned MEAs and national policies and plans to guide SGP
grantmaking and ensure its complementarity with other donor and country supported initiatives. The OP7 CPS will ensure that the
SGP grant-making strategy is consistent with the GEF-7 Programming Direction and specific focal area strategies. For example, in
Biodiversity, the project will support the CBD's Aichi targets, those related to protected areas (11), ecosystem services (14) and
traditional knowledge, innovations and practices (18), and contribute to the negotiations and development of the post-2020 targets to
be agreed upon at CBD COP15 in China in 2020. During OP7, SGP will contribute directly to the relevant GEF core indicators such
as the area of terrestrial and marine PAs under improved management and governance effectiveness, area of landscapes/seascapes
under improved management to benefit biodiversity and ecosystems. Similarly, for Land Degradation, SGP initiatives will promote
sustainable agriculture, fisheries and food systems at the community level through improving productivity, livelihoods diversification
and improvement and promotion of technologies such as sustainable land management, harvesting, post-harvest management,
business skills development to empower communities to better manage their natural resources. It will contribute directly to GEF-7
core indicators such as the area under SLM.
Strengthening results management, monitoring and evaluation (M&E) will a key priority for the Small Grants Programme during OP7.
Building on the recommendations of the Joint GEF-UNDP Evaluation, 2015, a systematic approach will be rolled out to improve
existing M&E, including the design of streamlined tools and activities that balance the need to measure with the need to provide
support to local communities in tackling environmental issues.
With a focus on utilizing both monitoring and evaluation modalities, SGP’s revamped M&E system is envisioned to (i) track progress
and assess change; (ii) inform strategies across technical and Grant-Maker plus pillars, and (ii.) contribute with thought leadership by
providing insights on ‘what’ works and ‘why’ in the communities served by the programme, generating evidential bases for
innovations, scaling up, replication and policy influence of SGP interventions.
Building on a solid foundation from previous Operational Phases, the development of a multi-year SGP Results Based Management
(RBM) Strategy, capturing key objectives, processes and responsibilities, is an immediate step going forward. An agile RBM system
integrated across project, country and global levels, will address needs for accountability, adaptive management with informed
decisions and actions, and learning from both success and failure. Principally, across the three levels (i) there will be a focus on
developing normative frameworks; (ii) development of an enhanced online database as a mechanism to manage and report on the
varied needs of grantees, country programmes and global portfolio; (iii) build robust capacities of people, processes, and systems- and
institutionalize a programme-wide RBM culture; (iv) enhance data quality and assurance mechanisms; and (v.) introduce M&E
innovations to capture non-linear and long term developmental change and impact.
1.5 Incremental/additional cost reasoning and expected contributions from the baseline and co-financing
The SGP provides support to communities and CSOs in their work to contribute to both local and global environmental benefits
( footnote 14: The important role of local impact to progress towards larger system impact is highlighted in the OPS5 Report (see
Figure 7.2). A defining characteristic that differentiates the SGP from other GEF programs is its ability to function as a demand-based
type of support modality, thereby engendering strong community/country ownership. This is evidenced by the strong global
environmental benefits (as described under the results section above) that are derived from the SGP operations at the local and
national scales.
Furthermore, the SGP is an excellent facilitator of replication of innovations supported by the GEF. The GEF IEO 2015 evaluation
report demonstrated broader replication in GEF by describing how replication of SGP innovations occurs at different scales – from
local to national, to global levels. Replication of innovation is often identified at the local level from neighbor to neighbor, ultimately
being mainstreamed at the local scale, wherein local governments integrate SGP interventions into their plans and strategies. The same
IEO report cites an example of how SGP grantees in Uganda worked with the local governments to introduce and implement waste
management programs -- the results of which directly helped attract additional investment, including from the World Bank. Similarly,
broader adoption at the national level is facilitated by the SGP through influencing national government policies and frameworks. For
example, SGP support to community-based PA management in Jordan resulted in wider changes in the protected area laws in the
country. In some cases, promising innovations of the SGP are picked up by multi-lateral development banks (MDBs) for large scale
replication – a case in point being the scale up of an SGP grantee project on sustainable extraction of oil from coconuts by the Inter-
American Development Bank in Panama.
Without the GEF support through SGP grant-making, building on the strong results on environmental protection, rehabilitation and
overall sustainable development delivered so far, replication and scaling of innovations that have been nurtured by the SGP will not be
taken to the next level. The baseline scenario described shows that much more needs to be done as increasing populations of poor and
vulnerable communities try to increase their agricultural productivity, access energy, and use fisheries, often-times through
unsustainable means, further jeopardizing their livelihoods and the ecosystems these depend on. While many developing country
governments have started to put more resources to local development and to CSOs as partners, the demand for socio-economic
development coupled with the lack of awareness, as well as mechanisms to integrate this demand to similarly compelling
environmental concerns, have led to an imbalance in the allocation that is inimical to environmental needs. Moreover, for many
disadvantaged groups including Indigenous Peoples, the SGP remains one of the only sources of concrete support. This is true even in
the case of the GEF, as supported by a dedicated GEF Independent Evaluation Office (IEO) brief (footnote
15: http://www.gefieo.org/sites/default/files/ieo/signposts/files/indigenous-peoples-2017-brief.pdf ) that assessed the engagement of
the GEF with Indigenous peoples.
In addition, the SGP has formed robust and mutually beneficial long-standing partnership with a broad range of international, national
and community-level initiatives and partners. During GEF-7, the SGP will strengthen these partnership models, including with a
possibility to strengthen donor platform coupled with a proven decentralized delivery mechanism. The program will actively seek
closer coordination and synergy with relevant partners, including foundations and the private sector. This is a win-win for all parties as
the tried-and-tested mechanism can effectively and efficiently support delivery of community-level interventions for GEF FSPs and
other large-scale initiatives. This is fully supported by the findings of the GEF IEO 2015 evaluation report which underscores that
“good integration of well-established SGP national programs with the respective overall GEF country portfolio—possibly through a
formal mandate to deliver the community-level components of GEF projects with the active participation of local communities—can
increase the likelihood of sustainability and generate cost savings to the GEF as a whole”.
Beyond that, the SGP will mobilize partnership for complementary activities that support further scaling up of community-based
initiatives building on the strong collaboration established with the governments of Australia, Germany, Japan and Norway among
others. Further, the SGP will work with the private sector to upscale pilot innovations to the mainstream as discussed above. The SGP
will act as an incubator helping to connect successful and promising initiatives with other channels for continued support while
advocating for enabling environment and supportive policies. Finally, the SGP will actively promote linkages with relevant GEF-7
Impact Programs and Focal Area programs for cooperation and complementarity. The SGP will seek to develop coordination
mechanism with the relevant programs at the global and country levels and continue to identify opportunities to share successful
methodologies and approaches and to support implementation of community components of GEF Full-sized and Medium-sized
Projects. Evaluative evidence gathered from many countries and stakeholders supports such a role for the SGP. According to IEO
2015 report the SGP “has been cited as an effective channel to share information and raise awareness among stakeholders at the local
level in a number of countries”
1.6 Global environmental benefits
The GEF SGP provides support to achieve global environmental benefits at the community level. The SGP strengthens the capacity
of communities and civil society organizations, increases their knowledge and awareness about environmental threats, and provides
them financial support to overcome short-term decision-making that negatively affects environmental resources. Many SGP projects
have direct links to achievement of global environmental benefits thematically when these projects focus on globally important and
critical endangered species and geographically when these projects are in critically important landscapes and seascapes. Successful
innovative projects of high relevance oftentimes neglect inclusion of vulnerable population, such as indigenous peoples, women,
youth, and persons with disabilities. SGP provide models or examples for designing larger national efforts as well as filling in
important national policy gaps.
Within the GEF, UNDP, and other agencies, tested SGP approaches, lessons learned, country staff, and stakeholder networks have
become resources in the design and/or implementation of larger projects. The SGP’s overall objective for OP7 is to secure GEBs
through community-based initiatives and actions. The IEO 2015 Joint Evaluation of the SGP confirms that past SGP programs
“objectives and targets for achieving global environmental benefits … conform to the overall GEF strategic priorities for each GEF
focal area”. The report further notes that “evidence collected in the countries visited by the evaluation team indicates that SGP grants
continue to support projects that have high levels of success in securing global environmental benefits in both mature and newer
program countries”.
During GEF-7, SGP has plans to deliver the following global environmental benefits:
• On biodiversity, grant-making approach will target to improve management and governance effectiveness of 10 million hectares
protected areas and indigenous and community conserved areas (ICCAs) and significant area of MPAs (to be determined).
Community level biodiversity compatible practices will also be promoted in around 2 million hectares of production landscapes and
seascapes.
• On climate change mitigation, SGP portfolio will apply low carbon technologies that will target around 15,000 households and
increase installed total renewable energy (RE) capacity of 300 KW from around 50 technologies that will be demonstrated. SGP
interventions will also support 15,000 hectares of forest restoration/avoided deforestation. Likewise, for sustainable urban solutions,
SGP will identify, test and demonstrate around 25 innovative integrated urban energy solutions.
• On land degradation, a total of 2 million hectares of land (forest, agricultural and other production sector lands) will be brought
under improved management practices, while at least 100,000 hectares of marine habitats will be positively impacted; improved SLM
technologies at the farm level will be applied to around 280,000 hectares while several CBO/farmer leaders will be established to
promote and demonstrate climate resilient SLM approach.
• For international waters, efforts will be implemented to curb land-based pollution, including solid waste, sewerage, waste water, and
agricultural waste from entering the waterbodies, and open burning avoided, will be continued (target to be assigned).
• On chemicals and waste management, a total of 300 tons of POP containing products/materials will be removed or disposed while a
comprehensive strategy to deal with all chemicals of global concern will be implemented together with an awareness and outreach
strategy on sound chemicals management in all countries.
• In CSO/CBOs capacity development, SGP will support CSO-Government-Private Sector dialogues in at least 50 countries.
• Under social inclusion, the SGP will ensure that 40% of its projects are led by women, that at least 50% of all SGP beneficiaries are
women, and that all relevant SGP country programs integrate appropriate models to engage youth and disabled people.
The discussion in earlier sections on SGP strategic approaches and initiatives for GEF-7 describes an enhanced set of strategies to
ensure that SGP contributes to GEBs at multiple levels, starting from the global level, prioritized at the national level through the CPS,
and translated into small grant actions in the field. Firstly, SGP priorities will be fully aligned to that of the GEF-7 Programming
Directions Paper and its outcomes to meet the GEF-7 targets. Secondly, greater attention will be focused to creating synergy among
individual projects using landscape or seascape approaches, as well as taking all opportunities for complementation with larger
projects of the GEF and other donor agencies. Thirdly, SGP local initiatives will link to global initiatives such as SE4ALL as well as
fostering joint efforts with global networks such as the GEF NGO Network and IPEN. Finally, the implementation of “Grantmaker+”
set of roles has been designed to support scaling up, mainstreaming and replication that will provide higher level capacity
development (i.e. IP Fellowships), networking and institutional support, knowledge sharing (i.e. South-South Technology Exchange
Platform), and advocacy mechanisms at national levels (i.e. CSO-Government-Private Sector Dialogue Platforms), and where
relevant, all of these to extend to regional and global levels.
1.7 Innovation, sustainability and potential for scaling up
SGP supports communities in developing innovations that customize local solutions to global environmental challenges. The SGP
approach encourages local innovation and creativity through its bottom-up and participatory practice in the design of projects, in the
recognition of the relevance and value of local or traditional knowledge, and in allowing greater flexibility and adaptive management
of projects. The wide diversity of countries, local situations, and stakeholders the SGP works with creates a situation which requires
an openness to many new creative project concepts which if approved lead to field testing, incubation and capacity development, and
relatively ‘rapid iterations’ of learning-by-doing ready to be reinvested in future SGP grant-making cycles and partnership
development.
Community innovations in SGP are manifested in the testing and ground-truthing of low-cost technologies and sustainable production
methods, in new methodologies for the involvement of stakeholders, and in integrating traditional decision-making processes within
the wider frameworks and actions relevant to meeting country commitments to international environmental agreements. Since SGP
funding is modest and its interventions are designed to be initially small scale, the programme can readily support community-based
experimentation. Once a novel idea has been tested on the ground and proven to be effective in meeting community needs, it can often
take off more widely through grantee networks as well as networking with other CSOs, further resulting in more innovations and
eventually attracting additional donor and or government support for wider application. This innovation process is supported through
digital library of community innovations, building on the tens of thousands of SGP-supported projects, as well as a South-South
Community Innovation Exchange Platform to share these innovations across countries.
To encourage innovation within the portfolio, and to fully explore the potential of the SGP to be an incubator to test and refine
technologies and approaches prior to seeking greater investment both from GEF FSPs and other financing sources, SGP will further
test and implement Innovation Programs with interested and relevant SGP Country Programmes with the objectives to: 1) enable
targeted investment on emerging environmental issues that could be potentially scaled up, replicated and mainstreamed in SGP and
other programs; 2) pilot innovative approaches and tools on specific thematic issue among a group of participating countries; 3)
promote knowledge and experience sharing among participating countries on specific thematic issues; and 4) promote partnership and
leverage resources with other interested organizations.
Following the regular SGP’s decentralized project management system and within the SGP core fund allocation to the country, the
aim of the Innovation Programmes will be to have a group of SGP Country Programmes to work together on a relevant emerging
theme and implement projects and other initiatives at the country level as well as participate in capacity development and knowledge
sharing activities at the global/regional level. For example, Innovation Programme on Artisanal Small-Scale Gold Mining, which is
an emerging issue under the Chemical and Waste Management, is being tested among 10 interested SGP Country Programmes that are
most relevant, and in line with the OP6 SGP Global and Country Programme Strategies. Each participating country will implement a
set of country level community-led grants and have targeted opportunity to share lessons at the regional and global levels with the
participating countries to foster innovation and best practices on the theme. The program is also closely aligned with the GEF GOLD
program and bring community innovation and participation to the initiative. A few relevant thematic issues could be selected and
tested during OP7 with a view to further the innovation, capacity building, and knowledge sharing on emerging issues by possibly
partnering and leveraging resources with interested organizations.
Achieving sustainability of project outcomes is central to SGP. According to IEO Joint Evaluation in 2015, the SGP has secured a
high success rate in sustaining project results. Project proponents are required to build measures into their project design that increase
the likelihood of outcome sustainability, including through the development of an appropriate exit strategy. The screening of project
proposals by the National Steering Committee (NSC) includes a systematic assessment of whether such measures are sound and based
on realistic assumptions. Project logical frameworks include outcome indicators that are monitored periodically. Project monitoring
activities are designed to verify that initial assumptions hold, and that the required elements for outcome sustainability are in place.
Most grants include a capacity development component and a sustainable livelihoods component to ensure that achievements will be
sustained at the smallholder and resource-user level. Proactive adaptive management is applied throughout the life of the projects by
the National Coordinator (NC) who works with SGP grantees to take corrective action whenever there are indications that project
outcomes may be compromised or may not be sustained after the project ends. SGP does not generally support the creation of new
organizations, but rather strengthens existing CBOs and NGOs.
Although most communities continue applying acquired skills in their day-to-day work, SGP ensures retention of new skills through
various means: (i) inviting leaders or members of former grantee organizations to new training; (ii) using former SGP grantees as
trainers for other communities and projects; (iii) continuing monitoring former grantees and trouble-shooting as much as possible; and
(iv) establishing mentoring and peer-to-peer support among communities. Ultimately, the sustainability of SGP projects results from
the strong ownership of the community or CSO grantee-partners to the actions taken and resulting outcomes, the empowerment built
in the process of implementation, and the fact that these projects are meeting their most important needs particularly for sustainable
livelihoods. The GEF-7 Strategic Initiative “Beyond grantmaking: Grantmakers Plus Initiatives” is specifically geared towards
sustainability and will promote an enabling environment to scale up the impacts of SGP Strategic Initiatives, nationally and globally,
through networking and knowledge exchange.
With regards scaling up, the majority of SGP innovations have scaling up potential. This is because successful SGP projects are
solutions that are relevant to a thousand-fold more communities under similar situations within the country of implementation, and
across other countries. Community-based approaches are inherently more cost-effective in their utilization of existing resources and
hitherto untapped resources thereby providing a good model for larger projects concerned with efficiency and sustainability. The
highly consultative and participatory processes, including the direct access to funds, practiced in SGP projects, can provide valuable
lessons for larger government and donor programs. Notable too is the global reach of SGP – 128 participating countries – which
combined with good sharing systems, can scale up, mainstream, and replicate successful community projects.
Scaling up, as well as mainstreaming and replication, however, are processes that require a proactive approach and additional
resources especially for communities and CSOs that have only recently completed their first projects. SGP’s main role in the scaling
up process is to demonstrate or showcase the successful innovation to a wider set of stakeholders, as well as to establish
networks/linkages for pooling of effort and resources by various actors. At the portfolio level, SGP has utilized its NSCs, grantee-
partner networks and allied CSO networks to have community innovations and successes recognized and adopted at the national level
by policy-makers. SGP will implement measures to increase the potential for scaling up through strengthened partnerships at national
and global levels. Further, to facilitate upscaling in GEF-7, SGP will also partner with national and global initiatives as the
“Sustainable Energy for All” and related processes such as the development of NAMAs and NDCs. These larger initiatives will
provide a platform for scaling up SGP work as well as possible co-financing and joint efforts in national and global planning and
policy advocacy. SGP will also encourage strong partnerships with the private sector to commercialize successful projects with the
aim to shift renewable energy projects from pilot innovations to the mainstream. This will be achieved through, but not limited to, the
CSO-Government-Private Sector dialogue platforms.
1b. Project Map and Coordinates
Please provide geo-referenced information and map where the project interventions will take place.
2. Stakeholders
Select the stakeholders that have participated in consultations during the project identification phase:
Indigenous Peoples and Local Communities
Civil Society Organizations
Private Sector Entities
If none of the above,please explain why:
SGP operates through a multi-stakeholder approach engaging a range of stakeholders including NGOs, CBOs, indigenous peoples, the
private sector, government, academia, and donor partners.
In addition, provide indicative information on how stakeholders, including civil society and indigenous peoples, will be
engaged in the project preparation, and their respective roles and means of engagement.
Civil society organizations (CSOs) will be both beneficiaries and direct participants in SGP through their inclusion in NSCs, where
non-governmental members must be in the majority, as well as by taking on the role as National Host Institutions (NHIs) and other
key roles related to knowledge sharing and policy advocacy. Although grants are targeted towards CSOs particularly community-
based and non-governmental organizations, a broad range of stakeholders are engaged as active partners in program management and
during grant implementation, including inter alia research institutes, local and municipal governments, international NGOs, as well as
national and international volunteers.
Regarding indigenous peoples and marginalized populations, SGP follows a set of principles that advocate for a flexible, time
sensitive, and simple project cycle to allow these groups to access SGP support. The programme has pioneered numerous user-friendly
modalities to work with poor and marginalized groups including alternative proposal formats such as participatory video (PV),
Almanario, photo stories, and community theatre, and allowances are made for concept and project submission in local and vernacular
languages so long as these concepts and proposals adhere to the basic project elements. SGP also allows for flexible disbursement
terms to cope with indigenous peoples’ culture, customs and seasonal movements. SGP makes extra efforts to reach out people and
groups that are often marginalized or disadvantaged. Empowering women and engaging youth are two important initiatives of SGP.
SGP NSC at the country program level designated focal points for gender and youth to ensure their voices are heard. Additionally,
through stakeholder workshops, communication through mass media and targeted outreach by the NC in respective countries, CSOs
can learn of SGP projects and activities and provide inputs on how to improve on them.
As for the private sector, SGP will include mechanisms for engaging with private sector through both targeted platforms such as the
CSO-Government-Private sector dialogues and through regular grant projects by fostering enhanced involvement of private sector
through public-private partnership and other means. In line with the GEF 7 Programming Directions emphasis on engagement with the
private sector, the SGP will enhance its engagement with private sector through a number of ways: by developing a private sector
strategy by reviewing past and existing portfolio and analyze potential ways to enhance engagement with private sectors: including
engagement at the local/national level to influence businesses toward sustainable practices and options that generate multiple
environmental benefits, and explore potential opportunities for finance and technical support that can help scale up SGP innovations.
Please see section 4 below for a detailed consideration of how SGP will engage with the private sector.
3. Gender Equality and Women's Empowerment
Briefly include below any gender dimensions relevant to the project, and any plans to address gender in project design (e.g.
gender analysis).
An internal review carried out as part of the AMR reporting to assess gender equality and women’s empowerment in its portfolio
during the GEF-6 period which showed that 82% of total SGP projects completed were reported to be gender responsive, while at least
30% of completed projects were led by women. These efforts have been recognized. For instance the UNDP publication “Evaluation
of UNDP’s Contribution to Gender Equality and Women’s Empowerment, 2015 report that (i) the majority of the CPSs mention
practical steps to promote gender in SGP projects; (ii) the majority of stakeholders of SGP at the national level (60%) find that the
SGP grant selection process includes consideration of gender equality to a great extent and 47% find that grants have effectively
contributed to gender equality and women’s empowerment; (iii) NCs and NSCs are perceived to have some level of gender expertise;
and (iv) actual results on the ground are evident and half of the projects were found to have benefitted women and men equally, or to
have disproportionately benefited women. Many other projects benefited women, although not to the same extent as men.
In In OP7, the SGP will build on these strong results to deliver concrete gender outcomes by reviewing and enhancing its gender
strategy and guideline for program and project operation. This could include reviewing strategy to enhance gender equality in SGP
governance (e.g. National Steering Committee and Country Program team composition), and grant selection and management.The
SGP will also fully roll out the GEF Gender Implementation Strategy in the grant-making process, the four action areas. At the
portfolio level, the SGP will measure and report on the GEF gender tags such as: (a) contributing to closing gender gaps in access to
and control over resources; (b) improving the participation and decision-making of women in natural resource governance; and (c)
targeting socio-economic benefits and services for women. The current project has established targets for these gender tags (please see
table B).
Furthermore, the SGP has been an active member of the GEF Gender Partnership, contributing to the review of gender indicators and
the gender policy. The GEF Gender Partnership launched the first online course on gender and environment during the 5th GEF
assembly in June 2018. In OP7, the SGP will expand the online course to offer modules in French and Spanish. The SGP will also
pilot a focused innovation programme on women entrepreneurship with the objective to upgrade and expand existing green women-
led enterprises for wider replication and scale up. This programme will provide women-led enterprises with business management
training, technical training, product development and design, business counselling, marketing assistance, finance facilitation and
business networking and business linkages.
Does the project expect to include any gender-responsive measures to address gender gaps or promote gender equality and
women empowerment? Yes
closing gender gaps in access to and control over natural resources;
improving women's participation and decision-making; and/or
generating socio-economic benefits or services for women.
Will the project’s results framework or logical framework include gender-sensitive indicators?
Yes
4. Private sector engagement
Will there be private sector engagement in the project?
Yes
Please briefly explain the rationale behind your answer.
In line with the GEF 7 Programming Directions emphasis on engagement with the private sector, the SGP will enhance its
engagement explore opportunities to engage with private sector through a number of ways: by developing a private sector strategy by
reviewing past and existing portfolio and analyze potential ways to enhance engagement with private sectors: including engagement at
the local/national level to influence businesses toward sustainable practices and options that generate multiple environmental benefits;
and explore potential opportunities for finance and technical support that can help scale up SGP innovations. The SGP projects at the
local and national levels are designed to provide community-based solutions to complex environmental problems. Given the inter-
related and integrated nature of such environmental problems, engagement with and partnership with a wide variety of stakeholders
and actors including the private sector will be important if the programme is to effect meaningful and transformative change – be this
through transforming policies and regulatory frameworks or through building capacities at the community level. SGP will include
mechanisms for engaging with private sector through both targeted platforms such as the CSO-Government-Private sector dialogues
and through regular grant projects by fostering enhanced involvement of private sector through public-private partnership and other
means. unstructured means such as by sharing information on SGP operations widely and facilitating private sector-grantee linkages.
In GEF 7, SGP financed projects will give more attention to the promotion and support of innovative and scalable initiatives at the
local level to address global environment issues in priority landscapes and seascapes. It also will support those projects that could
serve as incubators of innovation, with the potential for broader replication of successful approaches through larger projects supported
by the GEF and/or other partners. In this context, the SGP will strengthen its partnership approach as a CSO-led multi-stakeholder
platform by working closely with the private sector and with governments. With this aim, in GEF 7, the SGP will expand its
innovative CSO-Government Dialogue Platform toward greater engagement of the private sector to leverage its potential to invest and
support sustainability at the local level, including businesses relating to tourism, agriculture, forest and other relevant sectors. These
platforms will provide opportunities to discuss possible shifts in relevant policies and practices to promote sustainability.
Engagement with the private sector will be explored across all the thematic areas. For instance, in the agriculture and food, the SGP
will foster partnerships with the private sector and other stakeholders to explore innovative, affordable, and practical solutions to
chemicals and waste management while also seeking to establish systems of local producer and/or product certification as an initial
step toward expanding to producer-consumer agreements – a process in which the private sector should be fully engaged with.
Likewise, in the climate change thematic area, the role of the private sector is critical in ensuring the sustainability and affordability of
low carbon technologies promoted at the community-level and similarly private sector partnership and support will be crucial for
delivering the GEF 7 Strategic Initiative on catalyzing sustainable urban solutions. In biodiversity, SGP projects will explore
opportunities to engage with private sector in supporting community-based eco-tourism activities to generate incentives to local
communities for managing / conserving biodiversity. Private sector involvement is also important under the sustainable agriculture,
fisheries and food security Strategic Initiative. SGP country programs will explore opportunities to link smallholder producers and
pastoralists to markets and technologies. Finally, under the chemicals thematic area, SGP country programs will work with other
national and local stakeholders to identify and support exploration of incentives for private sector involvement to sustainably eliminate
chemicals. To this end, the SGP will strive to share information on its operations in respective countries widely with the private sector
and explore opportunities for cooperation.
5. Risks
Indicate risks, including climate change, potential social and environmental risks that might prevent the Project objectives
from being achieved, and, if possible, propose measures that address these risks to be further developed during the Project
design (table format acceptable)
SGP has had wide experience of community projects affected by and adapting to weather extremes. In fact, many projects which were
designed to develop tools and measures to adapt to these extremes as surrogate to what could be increased impacts of climate change
have gone beyond the pilot and into the scaling up and replication stage. As such, SGP community projects will draw on lessons and
tools developed through its Community-Based Adaptation (CBA) projects to integrate climate change adaptation measures. The
design of projects will include vulnerability assessments and the inclusion of effective measures generated by communities in similar
situations. As far as social risks are concerned, it should be noted that SGP grant-making is demand-driven and community-based. As
such, each project, by community design and commitment, is developed not only to meet environmental objectives but also the social,
cultural and economic needs of its members, a form of prior informed consent, not only for indigenous people communities but for
other local communities as well. SGP NSCs that review project proposals include focal points for gender and women empowerment,
for youth, and where relevant for IPs, to ensure that key concerns and needs of these sectors are fully considered.
UNDP has also developed its Social and Environmental Standards (SES) and accompanying Social and Environmental Screening
Procedures (SESP). SGP will apply the UNDP’s SESP to the design of the Project Document and in the review for approval of SGP
Country Programme Strategies. Related compliance mechanism and accountability frameworks will also be referred to. For ad-hoc
issues that may arise in the process of grantmaking, the NSCs are tasked to manage the appropriate conflict resolution measures. The
use of the landscape and seascape approach allows more frequent visits to clustered projects and risks can be more regularly
monitored and mitigated. The SGP also plans to strengthen its Technical Advisory Groups (TAGs) to include those experts that can
advise on risk assessments and management at both project design and implementation stages. The system of grant-making will also
provide for capable assisting NGOs to support first-time community and CBO implementers. Given all the above checks and balances
in place, the potential risk of any negative social and environment impact of SGP projects is expected to be negligible.
6. Coordination
Outline the institutional structure of the project including monitoring and evaluation coordination at the project level.
Describe possible coordination with other relevant GEF-financed projects and other initiatives.
As a GEF Corporate Program, the SGP is guided by a Steering Committee. The Steering Committee was established in 2006 to
provide overall strategic guidance to the SGP and improve engagement across GEF Agencies. Given broad country presence, UNDP
will continue to implement the SGP while the executing agency will continue to be UNOPS. As UNDP Country Offices will play a
key role in providing the necessary support at the country level, coordination with other related GEF-financed UNDP projects will
also be facilitated. At all levels – local, national and global – the SGP will ensure that other GEF Agencies, particularly international
NGOs, including Conservation International (CI), International Union for Conservation of Nature (IUCN), and World Wildlife Fund
(WWF), are closely involved with SGP operations. Among others, this will be made possible by the fact that representatives of
international NGO country offices are frequently involved as NSC members. SGP NCs are also regularly invited to be part of the
international NGO due diligence process, such as by the Critical Ecosystem Partnership Fund (CEPF), managed by Conservation
International. Local CSO partners of these GEF Agencies have also been mobilized to apply for and access SGP grants. Moreover,
these GEF Agencies are often engaged in co-financing SGP projects, knowledge sharing, and collaboration on related events and
workshops at the country level.
Under GEF-7, the SGP will continue to proactively pursue collaboration with other GEF Agencies for relevant activities and events to
enable mutual learning and knowledge exchange, as well as to explore strategic partnerships at the global and country levels. There is
also potential of a SGP Country Programme to act as a community-based granting mechanism for GEF and non-GEF funded projects
of GEF Agencies. The SGP Central Programme Management Team (CPMT) at UNDP has overall responsibility for monitoring and
supervising country programme performance, and for the technical and substantive quality of SGP country portfolios. CPMT will
ensure that global guidelines and standards in the development of SGP projects are developed with a view to integrate lessons from
GEF FSPs and other related initiatives.
Finally, the SGP NSC in each country is composed of government representatives and a majority of non-governmental membership to
reflect the programme’s mandate for CSO capacity building. Given that the NSC will provide overall country guidance and provide
direct linkages to national policy-making, development planning, knowledge dissemination, and leveraging of SGP's catalytic role, the
diverse representation on the NSC will ensure that country level SGP programmes are fully coordinated with other related initiatives,
including exploring potential for the SGP to act as incubators of ideas and approaches that can be scaled up with larger sources of
finance. The SGP Country Programme Strategy, which guides the operations of the SGP in the country, is usually developed in a
participatory manner to include views and concerns of all actors including articulating how the SGP supports national and GEF
strategic priorities.
7. Consistency with National Priorities
Is the Project consistent with the National Strategies and plans or reports and assesments under relevant conventions
Yes
If yes, which ones and how: NAPAs, NAPs, ASGM NAPs, MIAs, NBSAPs, NCs, TNAs, NCSAs, NIPs, PRSPs, NPFE, BURs,
INDCs, etc
The project is consistent with NAPA, NAP, ASGM NAP, MIA, NBSAP, NC, TNA, NCSA, NIP, PRSP, NPFE and BUR. The SGP is
a country-driven programme and operates in countries where specific requests to initiate the programme have been received from the
appropriate national authorities, represented by the GEF Operational Focal Point (OFP). By first requesting and subsequently
supporting implementation of the SGP, a country demonstrates that the SGP will be a country-driven and owned initiative, supporting
community-level and civil society environmental projects.
As mentioned above, SGP grant-making for an operational phase proceeds based on a Country Programme Strategy (CPS) developed
by each SGP country. While the GEF Council-approved PIF and the CEO Endorsement Document provide the global strategic
framework, the CPS lays down country priorities and directions of community and civil society action to be supported with grants.
The CPS will identify the landscape/seascape the country programme will focus on for greater impact and complementation with other
national efforts the process requires a review of national strategies and action plans, such as NBSAPs, NAPs, NIPs, TNAs, PRSPs,
NPFE, etc. to also include those related to sustainable development objectives and goals. To ensure consistency with such national
strategies and plans, the CPS template includes a specific section in which a table details the SGP country programme’s alignment
with such strategies and plans. The CPS development is facilitated by the SGP country team and involves iterative consultations with
key national stakeholders from government, civil society, academia, and other sectors.
SGP country-drivenness and alignment to key national strategies and plans is continually reinforced both by the National Steering
Committee (NSC) and/or the National Focal Group (NFG) for countries under an SGP Sub-regional Programme modality. The NSC is
composed of key government officials and leading representatives of the non-governmental community. The GEF OFP is a core
member of this NSC. The NSC conducts the review and endorsement of the SGP CPS as well as the review and approval of grant
projects. NSC members also provide support in resource mobilization and in linking programme successes and lessons learned to
national planning and policy-making, thus necessitating their taking on the task of strategically positioning the country programme
and its projects to complement with other related national efforts. As mentioned above, SGP has also established TAGs to broaden the
pool of experts in support of the proper design or review of submitted grant proposals. To further assure that SGP projects will fully
support Convention-related priority action in the country, experts from the country’s Convention focal point agencies are invited to be
members of the TAG. UNDP, as the implementing agency, also contributes to ensuring SGP’s consistency with national priorities
especially along sustainable development objectives shared with the UNDP GEF as a core member of the SGP NSC. As such, critical
information from national assessments and programming that the UNDP Country Office (UNDP CO) is often asked to facilitate flows
to inform the SGP country programme through NSC meetings, or also directly when the SGP Team participates in UNDP CO strategy
workshops and related meetings. In certain cases, the SGP serves as a delivery mechanism to UNDP CO programs and projects linked
to the implementation of national strategies and plans that require the meaningful participation of communities and civil society.
Finally, the SGP Country Teams are increasingly asked to actively participate in GEF National Portfolio Formulation Exercises
(NPFEs) by presenting the accomplishment and progress of its past operational phase and the strategic direction and plans for an
upcoming phase. Whenever invited, the SGP also makes the same presentations during GEF’s Extended Constituency Workshops
(ECWs). In both cases, SGP acquires valuable information and feedback to ensure higher level alignment while it plans very local
community level grantmaking.
8. Knowledge Management
Outline the Knowledge management approach for the Project, including, if any, plans for the Project to learn from other
relevant Projects and initiatives, to assess and document in a user-friendly form, and share these experiences and expertise
with relevant stakeholders.
Knowledge Management is crucial to SGP as it supports wider adoption of the innovative solutions in its portfolio at national and
global levels. All SGP projects incorporate training and capacity building components that help improve the capacities and skills of
the CSOs and communities. All SGP CPS documents integrate knowledge management as an important component. At the portfolio
level, SGP provides support through strategic training on key areas for the successful implementation such as through stakeholder
workshops and knowledge dissemination means (such as knowledge fairs and network aggregation of grantee networks). In OP6, SGP
supported 214 projects that strengthened the capacities of 3,490 organizations and 2,793 community-based organizations, improving
the capacities of 95,174 people to address global environmental issues at the community level. The SGP also supported 2,547 peer-to-
peer exchanges and 3,754 training sessions and produced 4,270 project fact sheets, case studies, brochures, publications, videos and
how-to toolkits to capture good practices.
In addition to these, SGP uses several strategies to support knowledge exchange and networking of its grantees and partners. During
OP6, around 78% SGP country programmes strengthened grantee networks, 74% connected grantees with capacitated NGOs, 80%
promoted peer to peer exchanges, 72% organized training on different subjects, 72% connected grantees with government extension
services. These will be strengthened in OP7 through three inter-related initiatives namely the “Digital Library of Community
Innovations for the Global Environment” as an expanding section of the SGP website that curates tested methods and technologies,
many of them original innovations, developed by SGP and its partner CSOs. It is a key component of SGP’s knowledge management
strategy. This is a library of case studies, fact sheets, in-depth reports, evaluation, how-to-tool-kits and other publications that captures
and distills useful solution to environmental and sustainable development programs in an easy to find and filter manner. The objective
is to facilitate knowledge transfer and technology from a community in one country to other communities, CSOs, policymakers and
development practitioners;
(b) Communities Connect (http://data.communitiesconnect.net/) is a collaborative platform started in partnership with the GEF CSO
Network, to promote the solutions created by communities and civil society organization to sustainable development issues will be
revamped; (c) the “South-South Community Innovation Exchange Platform” that promotes knowledge exchange between SGP
countries to encourage cross country/region replication of good practices.
Beyond this, SGP is also contributing to UNDP’s work in South-South cooperation and has collaborated with the United Nations
Office for South-South Cooperation. A total of 4 case studies were contributed to the second volume of the “Good Practices in South-
South and Triangular Cooperation for Sustainable Development”, a publication that features more than 100 notable solutions at the
national, sub regional, regional and global levels to crucial challenges faced by developing countries ranging from efforts to eradicate
poverty, reduce inequality, support climate change action and create peaceful and cohesive societies. These will be continued in OP7.
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 Operational Focal Point endorsement letter with this template).
Name Position Ministry Date

ANNEX A: Project Map and Geographic Coordinates
Please provide geo-referenced information and map where the project intervention takes place
Please see separate file (Annex A Map)
ANNEX B: GEF 7 Core Indicator Worksheet
Use this Worksheet to compute those indicator values as required in Part I, Table F to the extent applicable to your proposed project.
Progress in programming against these targets for the program will be aggregated and reported at any time during the replenishment
period. There is no need to complete this table for climate adaptation projects financed solely through LDCF and SCCF.
ANNEX C: Project Taxonomy Worksheet
Use this Worksheet to list down the taxonomic information required under Part1 by ticking the most relevant keywords/topics//themes
that best describes the project

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GEF Portal

GEF SGP 7th Operational Phase – Core (Part 1)

Part I: Project Information

Programming Directions Trust Fund GEF Amount($) Co-Fin Amount($)

SGP GET 61,538,462 64,000,000

Total Project Cost ($) 61,538,462 64,000,000

Project Financing Project Project Outputs Trust GEF Co-Fin

Community-based Technical Community- Improved management GET 20,957,041 21,880,000

At least two community-

Sustainable Technical Community- At least 2 million ha of GET 10,234,834 10,685,000

food practices fisheries and food

Viable linkages and

Awareness and outreach

Catalyzing Technical Appropriate Improved capacities to GET 1,462,119 1,526,000

CSO-Government- Technical Community At least 50 national level GET 1,457,551 1,522,000

development relation to key

At least 4 global level

At least 10-15 CSO-

At least 35% of SGP

Guidelines and best

Monitoring & Technical A common, Project implementation GET 3,474,559 3,627,000

at all levels into design of new

Updated SGP database

Global and regional

knowledge transfer and

Sub 55,944,056 58,406,000

Project Management GET 5,594,406 5,594,000

Total Project Cost ($) 61,538,462 64,000,000

Sources of Co-finiancing Name of Co-financier Type of Co-finiancing Investment Mobilized Amount($)

Private Sector TBD In-kind Recurrent expenditures 1,500,000

Private Sector TBD In-kind Investment mobilized 1,500,000

Beneficiaries TBD In-kind Recurrent expenditures 23,000,000

GEF Agency UNDP Grant Recurrent expenditures 1,000,000

GEF Agency UNDP Grant Investment mobilized 3,000,000

Donor Agency TBD Grant Recurrent expenditures 3,000,000

Donor Agency TBD Grant Investment mobilized 3,000,000

Government TBD Grant Investment mobilized 8,000,000

CSO TBD In-kind Recurrent expenditures 20,000,000

Total Project Cost($) 64,000,000

Describe how any "Investment Mobilized" was identified

Total Project Cost($) 61,538,462 2,461,538

E. Project Preparation Grant (PPG)

PPG Amount ($)

PPG Agency Fee ($)

Total Project Costs($) 0 0

1a. Project Description

1.2 The baseline scenario and any associated baseline projects,

(a) Empowering local communities

(b) Targeting support to LDCs and SIDS

(c) Supporting community innovation on emerging issues

Objective and Strategic Initiatives:

Strategic Initiative 1 – Community-based conservation of threatened ecosystems and species:

Strategic Initiative 2 – Sustainable agriculture and fisheries, and food security:

Strategic Initiative 3 – Low-carbon energy access co-benefits:

Strategic Initiative 6 – CSO-Government-Private Sector Policy and Planning Dialogue Platforms:

1.7 Innovation, sustainability and potential for scaling up

Indigenous Peoples and Local Communities

Civil Society Organizations

Private Sector Entities