1. WWW.UNEPSCS.ORG GEF PROGRAM STUDY ON INTERNATIONAL WATERS LESSONS LEARNED 1 Project Cycle: UNREALISTIC DONOR EXPECTATIONS Development of SCS project considered by GEF Secretariat too slow – 6 years, However this allowed: consolidation of government commitments more detailed elaboration of operational documents clear understanding of the management framework trust and confidence building SLOW DEVELOPMENT CAN BE ADVANTAGEOUS

2. WWW.UNEPSCS.ORG 2Transboundary Diagnostic Analysis: PERIODIC UP-DATES; ALL ENCOMPASSING STAKEHOLDER ANALYSIS; IDENTIFIED CAPABILITIES AND DEFINED RESPONSIBILITIES. SCS TDA & outline SAP completed 1998; Preparatory phase 2002 – 2004 revised components of the TDA in greater depth; Foci of operational phase 2005 – 2007 are: SAP and NAP elaboration; Demonstration site operation: and, Regional exchange and site networking TDA REVISION EVERY TEN YEARS ? GEF PROGRAM STUDY ON INTERNATIONAL WATERS LESSONS LEARNED

3. WWW.UNEPSCS.ORG 3.Value of Demonstration Projects BUILD CONFIDENCE THROUGH TANGIBLE LOCAL BENEFITS; MULTI-DISCIPLINARY APPROACHES. SCS experience suggests: National interlocutor vital to ensure full engagement of local stakeholders Sites strengthen regional networks Sites build network components at levels below Federal/National Government level Sites strengthen South-South Exchange and enhances self-reliance THE ONLY WAY TO ENGAGE PROVINCIAL, & LOCAL GOVERNMENTS IN REGIONAL PROJECTS ? GEF PROGRAM STUDY ON INTERNATIONAL WATERS LESSONS LEARNED

4. WWW.UNEPSCS.ORG 4.Selection of appropriate scales for assessment and management: CONFLICT BETWEEN SYSTEM BOUNDARIES AND POLITICAL CONSIDERATIONS; SCS experience indicates necessity for Separation of S & T issues from Political decision making S & T advice should come from neutral sources Experts and consultants should preferably be from the region Political decision making in the project should be the sole prerogative of the governments without IA, GEF or donor influence KEEP SCIENTIFIC AND TECHNICAL MATTERS SEPARATE FROM POLITICAL DECISION MAKING GEF PROGRAM STUDY ON INTERNATIONAL WATERS LESSONS LEARNED

5. WWW.UNEPSCS.ORG 4.Selection of appropriate scales for assessment and management: SITE SELECTION PROCESS Site Selection in SCS involved building from ground up regional and national consensus on: a. biological, environmental, transboundary and socio- economic indicators b. assembling maximum number of site related data sets c. conducting a cluster analysis to group the sites d. agreeing the scale or scores for criteria and indicators e. ranking sites within clusters f. Deciding on the sites PROCESS DISCUSSED AND AGREED AT ALL STAGES AND ALL LEVELS; ONCE COMPLETE NO DISAGREEMENT GEF PROGRAM STUDY ON INTERNATIONAL WATERS LESSONS LEARNED

6. WWW.UNEPSCS.ORG 5Value of Strategic Planning: DECLARATORY APPROACH DIFFICULT TO IMPLEMENT; COMBINATION OF SAP AND NAPS SCS approach to: Develop NAP ’ s as TDA data are refined; Review framework SAP targets regionally; Feed regional targets into national level NAP discussions Regional discussion of NAP ’ s prior to individual government approval Take NAP drafts as inputs to Regional SAP Consolidation of SAP and initiation of intergovernmental approval STEPS 1, AND 2 COMPLETED; STEP 3 ONGOING; STEPS 4 & 5 NOV. 2005; STEP 6 2006/2007 GEF PROGRAM STUDY ON INTERNATIONAL WATERS LESSONS LEARNED

7. WWW.UNEPSCS.ORG 6.The Inter-Ministry Process: POLITICAL MOMENTUM, SENIORITY OF REPRESENTATION SCS Inter-Ministry Committee ’ s: Work well in some countries, not in others Concerned only with cross sectoral matters not with scientific or technical issues When Chaired by Senior Officials or Ministers/Deputy Minister ’ s IMC attracts higher level representation from other sectors SUCCESS OR FAILURE REFLECTS INDIVIDUAL’S COMMITMENTS AND EFFORTS RATHER THAN THE EFFECTIVENESS OF THE GOVERNMENT CONCERNED GEF PROGRAM STUDY ON INTERNATIONAL WATERS LESSONS LEARNED

8. WWW.UNEPSCS.ORG 7.Project Operational Arrangements and Support: INTER- PROJECT CO-ORDINATION AD HOC AND DEFICIENT; SCS Inter-project Co-ordination, with PEMSEA SCS collaboration with PEMSEA, must remain superficial since the organisational structures, participating countries and mode of management are different in each project. The purposes and functions of the demonstration sites are fundamentally different. SCS focuses on rural, local community based management of sites; PEMSEA generally focuses on integrated management of urbanised areas with multiple use conflicts COLLABORATION NOT POSSIBLE JUST BECAUSE PROJECTS ARE IN THE SAME REGION; COMPLEMENTARITY MAY BE OF GREATER IMPORTANCE GEF PROGRAM STUDY ON INTERNATIONAL WATERS LESSONS LEARNED

9. WWW.UNEPSCS.ORG 7.Project Operational Arrangements and Support: FORMAL ACCOUNTING OF COUNTERPART CONTRIBUTIONS; SCS Procedures 1 st Project Steering Committee meeting, October 2001, agreed the full project document including: A Cost Coefficient of US$ 70/day inclusive of office support costs, salary, and benefits to be used in estimating in-kind co-financing; A commitment of 25% of the time of each Focal Point from each Executing Agency to the project; A time estimate for in-kind contributions during the preparatory phase; Complete budgetary transparency (Full budget on the web). GEF PROGRAM STUDY ON INTERNATIONAL WATERS LESSONS LEARNED AGREE THE ESTIMATES UP FRONT

10. WWW.UNEPSCS.ORG 7.Project Operational Arrangements and Support: FORMAL ACCOUNTING OF COUNTERPART CONTRIBUTIONS; SCS Procedures for verifying co-financing Each six month report lists the meetings, their duration, agenda, report, and list of participants. Possible to calculate the actual in-kind co-financing, realised through participation of individuals in national level meetings. A second verifiable element is the costs of time of members participation in the regional scientific and technical committee (RSTC) and project steering committee (PSC) meetings. The estimated in-kind co-financing for these elements from January 2002 to June 2004 that can be verified is 1,086,225 (29%) of the total 3,751,038 million US$. GEF PROGRAM STUDY ON INTERNATIONAL WATERS LESSONS LEARNED VERIFICATION BECOMES A ROUTINE MANAGEMENT TASK

11. WWW.UNEPSCS.ORG GEF PROGRAM STUDY ON INTERNATIONAL WATERS LESSONS LEARNED 7.Project Operational Arrangements and Support: FORMAL ACCOUNTING OF COUNTERPART IN-KIND CONTRIBUTIONS; VERIFICATION ENCOURAGES BACKSLIDERS TO IMPROVE Total Components EstimateActual US $ Cambodia123,200140,420 China86,10062,790 Indonesia123,200174,475 Malaysia123,20010,150 Philippines123,200180,670 Thailand123,200348,705 Viet Nam123,200159,040 Total825,3001,076,250 Percentage130

12. WWW.UNEPSCS.ORG 1. Production and use of an accessible GEF International Waters Focal Area Manual 2. To develop a comprehensive M & E System for IW Projects 3. Incorporation of a regional level co-ordination mechanism 4. Redefinition of the GEF International Waters Task Force. GEF PROGRAM STUDY ON INTERNATIONAL WATERS RECOMMENDATIONS WE FORSEE THAT ALL THESE RECOMMENDATIONS WILL RESULT IN AN INCREASED WORK LOAD FOR PROJECT MANAGERS BUT WITH LITTLE COMENSURATE BENEFIT