Page History
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ContextThe international |
Creation of Task Forces - Purpose
Purpose of Task Forces
In the context of the"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 |
To initiate a constructive and result-oriented cooperation, the initial tasks for each task force are:
- to map relevant on-going actions and projects in order to get a shared vision of the point of departure
- to elaborate implementation strategies that allow reaching the targets for 2030 and 2050 and
- to outline action and project plans for future activities for reaching the targets.
Task Forces are also a consultative and advisory body expected to provide advice to third parties upon request.
Background
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. In a first step, its 126 experts specified the problem underlying each objective and its consequences and examined the causes in a global consultation process. In a second step, they developed detailed implementation strategies. They identified 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 reference framework for actions and projects that contribute to achieving 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. They develop project ideas, forge alliances and partnerships for project development, facilitate access to funding, and monitor progress.
Purpose
The primary purpose of the Strategy Implementation Cycle (SIC) is to systematically assist Initiative partners in planning and raising funds for projects and activities that contribute to the goals of the "4 per 1000" strategy. In addition, this process will provide an overview of relevant ongoing activities and gaps, facilitating the coordination of investments by funding agencies and governments while demonstrating progress in implementing the strategy.
Process
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 and activities, analyze gaps, explore funding opportunities, 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 provides Support & Monitors progress throughout the cycle.
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. |
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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. |
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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. |
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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. |
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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. |
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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. |
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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. |
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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. |
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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 (TF)
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.
- Consolidated list of Task Force Members with a link to their personal and organizational profiles.
- List of Task Force Leaders and Regional Representatives aspirants
- Adjust the 24 Task Force registration forms
- Prepare all the documents
- Launch the call "4p1000 Join our Task Forces"
- Update the list of TF Members according to feedback (e.g., A1-Task Force Members)
- Adjust the group settings of TF Members on the collaborative platform
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.
- Updated profiles of TFL and TFRR aspirants
- Official List of Task Force Leaders and Regional Representatives
- Overview of relevant regional and global players
- Prepare documents and forms
- Launch call
- Evaluate feedback
- Elaborate on a list of people to be nominated
- Publish the list of nominated TFLs and TFRRs
- Adjust the group settings of TFL and TFRR on the collaborative platform
- Validate the list and officially nominated TFLs and TFRRs
(at COP27)
- A shared understanding of the SIC
- Empowered Task Force Leaders and Regional Representatives
- A tentative agenda for the TF meetings
- List of expected results
- Present and discuss the SIC (procedure, outputs/deliverables, modalities ...)
- Propose an agenda for the TF Meetings
- Share results with TF members
- Publish SIC Strategy Implementation Cycle
- Provide templates to facilitate documentation by Task Forces
- Give impulse to individual meetings between TFL and TFRR
- Present concept note template and tips/rules for project development
- Validation of SIC
- Participate in the TFL Meeting
- Elaborate on an action plan for subsequent activities with TFRR
December 2022
(after COP27)
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.
- Draft approach for reaching the objective
- Propose a roadmap for reaching the targets 2030 and 2050
- Task Force specific Action Plan baseline
- List of indicators for tracking progress
- Provide an action plan template on the wiki
- Review the implementation strategy and propose indicators for tracking progress
- The TFL shares information with the TFRR and organizes a TF planning meeting
- TFL & TFRR meet to develop a Task Force-specific action plan
- Elaborate on a list of appropriate indicators for monitoring progress
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, ...).
- Baseline about relevant activities and sponsors (1st cycle)
- Progress reports about relevant activities and sponsors (2nd cycle and following)
- Provide a simple online form for creating a list with essential information about past and ongoing projects/activities (name, owner, URL, supporting institution, ...)
- Exchange with TF Members and compile information about ongoing activities and sponsors on the wiki
- Report(s) of the TF meeting(s)
- Gaps analysis
- List of project ideas and corresponding teams
- Provide templates facilitating systematic reporting
- Invite TF Members to join the meeting
- Moderate the meeting
- Present results of stocktaking & planning
- Analise gaps
- Discussion to gather project ideas
- Formation of Project Teams
- Prepare minutes of the meeting and share them with the ExSec
- List of draft concept notes
- Action plans for concept note completion
- Meeting reports
- Provide a concept note template on the wiki for the various project teams and ensure correct permission settings
- Provide a technical help desk to assist Project Teams
- Follow up with TFL 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 Project Teams
- Coordinate completion of project concept notes with project partners
- Batch of concept notes
- report on progress
- Organize the meeting
- Elaborate on a meeting report
- Report on progress (present list of concept notes and teams)
Assess the 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 the relevance of concept notes
- Validate relevant concept notes
Search and advocate for financial support
- Expression of interest and 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 SIC
- Organize meeting
- Report about progress at the 7th "4p1000" Day / COP28 in 2023
- Report on progress
- Share experience and ideas for improvement
- Submission of full project proposals
- Liaise with donors
- Develop and submit a full proposal with Project Team
Contract negotiations
- Project agreements
- Contract negotiations
- Implemented projects
- Implement projects
- Task Forces are successful
- Assist Task Forces
- Annual progress report
- Monitor progress
- Prepare the annual report
- Provide an annual TF progress report
- Report on progress at the 4p1000 Day