Page History
English (US) |
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ContextThe international |
Hi Everybody, this page has been moved. I am putting you in here with the (@) to make sure you can all see the progress
Background
In 2020, 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 |
From now on, task forces will focus on implementation. They generate project ideas, forge alliances and form partnerships for project development, facilitate access to funding, and monitor progress.
Purpose
The Project Initiation Process (PIP) is designed to help initiative partners design and acquire funding for projects and activities that contribute to the goals of the "4per1000" strategy, facilitate coordination of investments by funding agencies and governments, and monitor progress in implementing the strategy.
Process
The PIMS includes 6 stages with the following objectives:
I. Consolidate Task Forces: Strengthen the capacity of the initiative by enabling decentralized management of project inception and monitoring activities.
II. Stocktaking: Inventory of ongoing projects and activities, analysis of gaps, and identification of funding opportunities.
III. Ideation & Team building: Generate project ideas and form partnerships for project development to fill gaps.
IV. Project Conception: Develop project concept notes using the standard tabular template.
V. Scouting for funding: Advertising the concept notes to funding agencies to obtain an expression of interest
VI. Securing funding: Preparation and submission of the full proposals
. 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. |
French |
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ContexteL'initiative internationale "4 pour 1000", intitulée "Les sols pour la sécurité alimentaire et le climat", a été lancée en 2015 lors de la COP 21 de la CCNUCC à Paris. En 2020, elle a élaboré et adopté son plan stratégique. Il comprend 24 objectifs avec des cibles clairement définies pour 2030 et 2050, contribuant à 6 buts pour renforcer les différentes phases du continuum de transformation. Pour chaque objectif, une Task Force (TF) a été créée. L'objectif principal des Task Forces est d'élaborer un catalogue d'actions et de projets coordonnés qui représentent des opportunités d'investissement convaincantes, qui seront portées à l'attention des décideurs et des bailleurs de fonds des secteurs public et privé par le biais de l'initiative "4 pour 1000". Pour lancer le processus, 126 experts du groupe de travail ont participé à un processus de consultation mondiale systématique en 2020 et 2021 afin d'élaborer une stratégie de mise en œuvre pour chaque objectif. Dans un premier temps, ils ont précisé le problème sous-jacent de chaque objectif, ses conséquences et ses causes. Dans un deuxième temps, ils sont parvenus à un consensus sur les activités dans lesquelles il faut investir, les obstacles à surmonter et les facteurs critiques de réussite à prendre en compte pour atteindre les objectifs. Le document stratégique qui en résulte sert de cadre mondial pour des actions et des projets coordonnés visant à concrétiser la vision "4 pour 1000" à l'horizon 2050 : "Des sols globalement sains et riches en carbone pour lutter contre le changement climatique et mettre fin à la faim". Désormais, les Task Forces se concentreront sur la mise en œuvre. |
Spanish |
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ContextoLa iniciativa internacional "4 por 1000" "Suelos para la seguridad alimentaria y el clima" se lanzó en 2015 en la COP 21 de la CMNUCC en París. En 2020, desarrolló y adoptó su plan estratégico. Incluye 24 objetivos con metas claramente definidas para 2030 y 2050, que contribuyen a 6 metas para fortalecer las diferentes fases del continuo de transformación. Para cada objetivo se creó un Task Force (TF). El objetivo principal de los Task Forces es desarrollar un catálogo de acciones y proyectos coordinados que representen oportunidades de inversión atractivas, que se presentarán a los responsables de la toma de decisiones y a los financiadores de los sectores público y privado a través de la iniciativa "4 por 1000". Para iniciar el proceso, 126 expertos del Task Forces participaron en un proceso sistemático de consulta global en 2020 y 2021 para desarrollar una estrategia de implementación para cada objetivo. En primer lugar, especificaron el problema subyacente de cada objetivo, sus consecuencias y sus causas. En el segundo paso, llegaron a un consenso sobre las actividades en las que hay que invertir, los obstáculos que hay que superar y los factores críticos de éxito que hay que tener en cuenta para alcanzar los objetivos. El documento estratégico resultante sirve de marco global para las acciones y proyectos coordinados con el fin de alcanzar la visión "4 por 1000" para 2050: "Suelos globalmente sanos y ricos en carbono para combatir el cambio climático y acabar con el hambre". A partir de ahora, los Task Forces se centrarán en la implementación. |
English (US) |
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PurposeThe 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. |
French |
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ObjectifL'objectif principal du cycle de mise en œuvre de la stratégie (SIC) est d'aider systématiquement les partenaires de l'Initiative à planifier et à rechercher des fonds pour des projets et des activités qui contribuent aux objectifs de la stratégie "4 pour 1000". Sous la direction des leaders de Task Forces (TFL) et des représentants régionaux (TFRR), ils développeront des idées de projets et travailleront en équipes de projet pour forger des alliances et des partenariats pour le développement de projets et faciliter l'accès au financement. Le secrétariat exécutif de "4 pour 1000" soutiendra et suivra ce processus. La responsabilité des actions et des projets qui en résultent incombe uniquement aux alliances et partenariats de mise en œuvre. L'objectif secondaire du cycle de mise en œuvre de la stratégie (SIC) est de fournir une vue d'ensemble des activités pertinentes en cours et des lacunes afin de faciliter la coordination des investissements des agences de financement et des gouvernements tout en démontrant les progrès réalisés dans la mise en œuvre de la stratégie. |
Spanish |
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ObjectivoEl objetivo principal del Ciclo de Implementación de la Estrategia (SIC) es ayudar sistemáticamente a los socios de la Iniciativa a planificar y bouscar fondos para proyectos y actividades que contribuyan a los objetivos de la estrategia "4 por 1000". Bajo el liderazgo de los Líderes de los Task Forces (TFL) y los Representantes Regionales (TFRR), desarrollarán ideas de proyectos y trabajarán en equipos de proyectos para forjar alianzas y asociaciones para el desarrollo de proyectos y facilitar el acceso a la financiación. La Secretaría Ejecutiva de "4 por 1000" apoyará y supervisará este proceso. La responsabilidad de las acciones y proyectos resultantes recae exclusivamente en la ejecución de las alianzas y asociaciones. El objetivo secundario del Ciclo de Implementación de la Estrategia (SIC) es proporcionar una visión general de las actividades relevantes en curso y de las carencias para facilitar la coordinación de las inversiones por parte de los organismos de financiación y los gobiernos, al tiempo que se demuestran los avances en la implementación de la estrategia. |
English (US) |
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ProcessBefore 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. |
French |
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ProcessusAvant le début du cycle de mise en œuvre de la stratégie (SIC), le Secrétariat exécutif consolidera les Task Forces pour permettre une gestion décentralisée des activités. Le cycle annuel comprend six étapes : I. Inventaire et planification : Inventorier les projets et activités en cours et les sponsors associés, analyser les lacunes et planifier les activités des groupes de travail. II. Idéation et créer des équipes : Développer des idées de projet et former des équipes de projet pour combler les lacunes. III. Conception de projets : Développer des concepts de projet concis de 2 à 3 pages en utilisant un modèle standard mettant en évidence la pertinence du projet par rapport aux objectifs stratégiques. IV. Prospection de financement : Présenter les concepts de projet aux décideurs, en tant qu'opportunités d'investissement, et aux institutions de financement afin d'encourager les équipes de projet à soumettre une proposition de projet complète ou de les orienter vers les programmes de financement appropriés. V. Assurer le financement : Préparer et soumettre une proposition de projet complète en suivant les directives des bailleurs de fonds. VI. Mise en œuvre : Mise en œuvre du projet Le Secrétariat exécutif Soutient & Surveille les progrès tout au long du cycle. |
Spanish |
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ProcesoAntes de que comience el ciclo de implementación de la estrategia (SIC), la Secretaría Ejecutiva consolidará los Task Forces para permitir la gestión descentralizada de las actividades. El ciclo anual incluye seis pasos: I. Inventario y planificación: Inventario de los proyectos actuales, actividades y patrocinadores asociados, análisis de las carencias y planificación de las actividades de los grupos de trabajo. II. Ideación y crear equipos: Desarrollar ideas de proyectos y formar equipos de proyectos para abordar las carencias. III. Concepción de proyectos: Desarrollar conceptos de proyecto concisos de 2 a 3 páginas utilizando una plantilla estándar que destaque la relevancia del proyecto para los objetivos estratégicos. IV. Búsqueda de financiación: Presentar los conceptos del proyecto a los responsables de la toma de decisiones, como oportunidades de inversión, y a las instituciones de financiación para animar a los equipos del proyecto a presentar una propuesta de proyecto completa o dirigirlos a los programas de financiación adecuados. V. Garantizar la financiación: Preparar y presentar una propuesta de proyecto completa siguiendo las directrices de los financiadores. VI. Ejecución: Ejecución del proyecto La Secretaría Ejecutiva apoya y supervisa el progreso a lo largo del ciclo. |
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Activities, actors, and responsibilities
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Activités, acteurs et responsabilités
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Actividades, actores y responsabilidades
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Activities, actors and responsibilities
Call for joining task forces
Give members of TFs the opportunity to review their membership and new partners the opportunity to join them. When joining, they indicate their preferred role (leader (L), regional representative (RR), team member) and provide information about their relevant "Expertise" ( work experience/projects, skills, capacities ...)
- Consolidated list of Task Force members with a link to their personal organizational profile (e.g. A1-Task Force Members)
- List of Task Force Leaders and Regional Representatives aspirants
- adjust the 24 task force registration forms
- prepare all the documents
- launch call
- updating of the list of members
Ask Task Force Leaders and Regional Representatives aspirants to update their personal profile and provide a) a vision for the task force, b) landscape of key global and regional players, c) rationale: why do you think you are qualified for that role?
The ExSec will make a proposal about TFLs and TFRRs wich must be approved by the bureau.
- Updated profiles of TFL and TFRR aspirants
- Official List of Task Force Leaders and Regional Representatives
- Prepare documents and forms
- Launch call
- Evaluate feedback
- Elaborate a list of people to be nominated
- Publish list of nominated TF Leaders and RR
- Validation of the list and nomination of Task Force Leaders and Regional Representatives
- A shared understanding about the PIP
- Empowered Task Force Leaders and Regional Representatives
- Agenda for TF-Meetings
- List of expected results
- Presentation and discussion of the PIP (procedure, outputs/deliverables, modalities ...)
- Propose an agenda for the TF-Meetings
- Share results with TF members
- Publish PIP
- Provide templates to facilitate documentation by task forces
- Give impulse to individual meetings between TFL and TFRR
- present concept note template and tips for project development
- Validation of PIP
- Participate in TFL-Meeting
- Elaborate an action plan for subsequent activities with TFRR
Stocktaking & Planning
- Updated organizational and personal profiles of TF members
- Launch call to all members to update their profiles
- provide contact details of TF members to Task Force Leaders (information compiled by join the taskforces survey)
- review implementation strategy and proposed indicators for tracking progress
- TFL&TFRR meeting to develop a task force specific action plan using a template
- develop implementation strategy and propose appropriate indicators for tracking progress
Based on the information that TF members have provided during phase 1, 2, 4 and 5, the TFL and TFRR compile information on relevant past and ongoing activities (titel, region, sponsor, ...).
- List of relevant activities and sponsors
- Provide a simple form for the elaboration of a list providing key information about past and ongoing activities (name, owner, URL, supporting body, ...)
- compile information about ongoing activities and sponsors on the wiki
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. It is possible that a single idea may lead to the creation of several project teams covering different regions or thematic areas that are part of a concerted action. This might be an interesting option for larger actions requiring the support of multiple donors.
- Report of the meeting with a list of project ideas and corresponding teams
- Concept note template for each project team
- invite TF members to join the meeting
- moderate the meeting
- present results of stocktaking
- discussion to gather project ideas
- formation of project teams
- prepare minutes of the meeting and share with ExSec
- list of draft concept notes
- action plans for concept note completion
- meeting reports
- provide the concept note and action plan template on the wiki for the various project teams and assure correct permission settings
- provide a technical help-desk to assist to project teams
- follow up with TF leader to monitor progress
- assist project team leaders
- if required, help find suitable partners to complete the project teams
- organize project team meetings
- start completing the 4p1000 - Project Concept Note Template
- define an action plan for completion.
- completed concept notes
- check concept notes of different task forces and identify potential overlaps/synergies and accordingly connect teams
- coordinate completion of project concept notes with project partners
- batch of concept notes
- report on progress
- organize the meeting
- meeting report
- report on progress (present list of concept notes and teams)
Assess relevance of concept notes
- letter of support for relevant and validated concept notes
- organize the assessment
- organize the validation
- issue letters of support to project team leaders
- assess relevance of concept note
- validate relevant concept notes
Search and advocate for financial support
- expression of interest and/or call for the submission of a full proposal by funding / supporting agency
- support in the identification of funding opportunities
- Help to convince donors to invest in project teams
- report on progress
- recommendations for improvement of the PIP
- organize meeting
- report on progress
- share experience and ideas for improvement
- submission of full project proposals
- Liaise with donors
- Develop and submit full proposal with project team
Contract negotiations
- project agreements
- Contract negotiations
- Implemented project
- Report