The international "4 per 1000" Initiative 'Soils for Food Security and Climate' was launched in 2015 at the UNFCCC COP 21 in Paris. In 2020, it developed and adopted its strategic plan. It includes 24 objectives with clearly defined targets for 2030 and 2050, contributing to 6 goals to strengthen the different phases of the transformation continuum.
For each objective, a Task Force (TF) was established. The primary goal of the Task Forces is to develop a catalog of coordinated actions and projects that represent compelling investment opportunities, which will be brought to the attention of decision-makers and funders in the public and private sectors through the "4 per 1000" initiative.
To start the process, 126 task force experts participated in a systematic global consultation process in 2020 and 2021 to develop an implementation strategy for each objective. First, they specified the underlying problem of each objectiv, its consequences, and its causes. In the second step, they reached a consensus on the activities that need to be invested in, the obstacles that need to be overcome, and the critical success factors that need to be considered to achieve the objectives. The resulting strategy document serves as a global framework for coordinated actions and projects to achieve the "4 per 1000" vision for 2050: "Globally healthy and carbon-rich soils to combat climate change and end hunger."
From now on, task forces will focus on implementation.
The primary purpose of the Strategy Implementation Cycle (SIC) is to systematically assist Initiative partners in planning and searching for funds for projects and activities that contribute to the goals of the "4 per 1000" strategy. Under the leadership of Task Force Leaders (TFL) and Regional Representatives (TFRR), they will develop project ideas and work in project teams to forge alliances and partnerships for project development and facilitate access to funding.
The "4 per 1000" Executive Secretariat will support and monitor this process. Responsibility for the resulting actions and projects rests solely on implementing alliances and partnerships.
The secondary purpose of the Strategy Implementation Cycle (SIC) is to provide an overview of relevant ongoing activities and gaps to facilitate the coordination of investments by funding agencies and governments while demonstrating progress in implementing the strategy.
Before the Strategy Implementation Cycle (SIC) starts, the Executive Secretariat will Consolidate the Task Forces to allow for decentralized management of activities.
The annual cycle includes six steps:
I. Stocktaking & Planning: Inventory current projects, activities and associated sponsors, analyze gaps and plan task force activities.
II. Ideation & Team Building: Develop project ideas and form project teams to address gaps.
III. Project Conception: Develop concise project concepts of 2 to 3 pages using a standard template highlighting the project’s relevance to strategic objectives.
IV. Scouting for Funding: Present project concepts to decision makers, as investment opportunities, and to funding institutions to foster project teams to submit a full project proposal or to direct them to appropriate funding programs.
V. Securing Funding: Prepare and submit a complete project proposal following funder guidelines.
VI. Implementation: Project implementation
The Executive Secretariat Supports & Monitors progress throughout the cycle.
Activities, actors, and responsibilities
|Step||#||Activities||Purpose / Description||Output||Executive Secretariat||STC||Bureau||Task Force Leader & Regional representative||Project Team leaders||Timing|
|Consolidate Task Forces (TF)||1|
The Executive Secretariat (ExSec) asks Task Force Members (TFM) to review their membership and encourages all other members to join them. When joining, partners indicate their preferred role (Task Force Leader (TFL); Task Force Regional Representative (TFRR); ordinary Task Force Member (TFM)) and provide information about their relevant expertise and experience. The STC will review which member will take on the Role of Scientific Advisor for which Task Force.
|2||Nominate TF Leaders (TFL) and Regional Representatives (TFRR)|
The ExSec will ask Task Force Leader candidates and TF Regional Representatives to
a) update their profiles,
b) list critical global and regional players, and
c) explain why they believe they are qualified for the role.
The ExSec will use the feedback to propose TFLs and TFRRs for each Task Force for approval by the Bureau.
|3||1st Task Force Leaders Meeting||Task Force Leaders will be briefed regarding their roles and responsibilities and the structure and expected outcome of the SIC.|
|I. Stocktaking & Planning||4||Planning of Task Force activities|
The TFLs exchange and meet virtually with the TFRR to share the results of the TFL planning meeting (see activity 3) and review the implementation strategy and list of members.
Together, they draft a TF-specific action plan that includes (a) a brief description of the general approach explaining how the TF will be organized to achieve the 2030 and 2050 targets, (b) a list of indicators, and an overview of the modalities for monitoring progress, and (c) a work plan for the first cycle indicating TFL and TFRR responsibilities for successful execution of subsequent activities.
|5||Inventory of project and sponsors|
Based on the information resulting from activities 1 and 2, the TFL and TFRR will exchange with their members to compile information on relevant past and ongoing activities (title, region, sponsor, ...).
|November 2022 - January 2023|
|II. Ideation & Team Building||6||Task Forces meeting(s)|
The Task Forces hold one or more meetings to review the status (implementation strategy, list of past and ongoing projects, funding opportunities, ...), identify gaps, exchange project ideas, and form Project Teams. A single idea may lead to forming several Project Teams covering different regions or thematic areas that are part of concerted action. This might be an option for more significant actions requiring the support of multiple donors.
|February to May 2023|
|III. Project Conception||7||Project Team meeting||The Project Team meets to start completing the 4p1000 - Project Concept Note Template and to define an action plan for the completion.||March to August 2023|
|8||Complete project concept notes||Members of the Project Team complete the 4p1000 - Project Concept Note Template||May to August 2023|
|9||2nd Task Force Leaders Meeting||Evaluate progress and prepare a list of concept notes for the assessment by the STC and validation of the bureau||June to July 2023|
|IV. Scouting for funding||10|
Assess the relevance of concept notes
|Verify the relevance of the project for the Initiative's strategy and the quality and completeness of the concept note||September 2023|
Search and advocate for financial support
|Exchange of concept papers with funding bodies (call for investment interest). The aim is to get an expression of interest to invest and to convince funding bodies to request the submission of a complete proposal following their guidelines.||June to November 2023|
|12||3rd Task Force Leaders Meeting||Evaluate progress and formulate recommendations for improvement of the SIC||announce at COP 28 / 4p1000 Day|
|V. Securing funding||13||Develop and submit a full proposal||Preparation of full proposals following the guidelines of the funding agencies.||July to December 2023|
|VI. Implementation||14||Implement projects||Projects that work toward the objectives of the strategy are implemented||Permanent|
|Support & Monitoring||15||Support||Exchange regularly with TFL and TFRR and assist them if required||Permanent|
|16||Monitoring||Document progress and prepare an annual progress report on the SIC and the projects that are underway and ongoing. How far have they progressed? To what extent do they contribute to achieving the strategic objectives?||Permanent|