Project Document The gef small Grants Programme Fourth Operational Phase (gef-4) July 2007 – June 2010 The gef small Grants Programme Fourth Operational Phase (gef-4) Table of Contents

1. 
   Consultations with NSCs and NCs regarding transition to post GEF SGP status.
   
2. 
   Consultations with IAs/EAs and other development partners re feasibility/desirability of and demand for services of Country Programme post GEF-4.
   
3. 
   SWOT analysis of each Country Programme
   
4. 
   Case study by the GEF Evaluation Office on the impact on the SGP of GEF funding phase out for mature country programmes.
   
5. 
   Identification and consolidation of non-GEF sources of funding (see activities below)
   
6. 
   Development of individual country business models using non-GEF financing
   
7. 
   Pilot projects to test business models
   
8. 
   Monitoring and evaluation of business model performance
   

9. 
   Capacity needs assessment for NSCs/NCs: planning, management, business development
   
10. 
    Training of Country Programme teams in planning, management, business development
    
11. 
    Technical assistance, as needed
    

12. 
    Global and country level consultations with donors (bilaterals; multilaterals) and analysis of potential integration into UNDAF process
    
13. 
    Consultations with private sector to identify social responsibility opportunities, opportunities for payment of ecosystem services, long term thematic partnerships, etc.
    
14. 
    Consultations with foundations to identify collaborative arrangements
    
15. 
    Consultations with NGOs and other organizations at local and global levels to identify collaborative relationships
    
16. 
    Negotiations and agreements with donors, private sector, NGOs, foundations and/or others
    

17. 
    Analysis of potential institutional viability of transitioned Country Programmes
    
18. 
    Identification of institutionalization requirements – legal, financial, due diligence, governance, communications, etc.
    
19. 
    Institutionalization of Country Programmes – formal, legal establishment as independent entities or components of other institutions and organizations
    
20. 
    Identification of institutional partners: government, NGO, private sector, foundations
    
21. 
    Negotiations and agreements with institutional partners.
    

Amount of cash and in-kind resources raised

SGP has always met its 1:1 cash and in-kind cofinancing targets mainly from bilateral and multilateral donors and grantee partners. Non-traditional partners such as the business and finance sectors have not yet been fully tapped. National government cofinancing also needs to be strengthened.

Annual reporting of cash and in-kind cofinancing from SGP country programmes through SGP database and Performance and Results Assessment.

1. 
   Assessment of existing and potential partnerships with donors, government and the private sector implemented at country and global levels.
   
2. 
   Strengthening of NSCs/NFGs with additional members (e.g. private sector, representative of Ministries of Finance/Economic Development) and the organization of resource mobilization units in such NSCs/NFGs.
   
3. 
   Preparatory activities for new partnerships: development of tailor made portfolios, conduct of due diligence reviews and preparation of appropriate communication materials
   
4. 
   Conduct donor fora in all country programmes and at the global level with guidance from GEF SGP Steering Committee and support from IAs/EAs
   
5. 
   Training for and preparation of project portfolios designed to generate additional resources (e.g. savings-led financing, microfinance, blended loans, carbon finance, etc.)
   
6. 
   Intensified partnership activities focused on the business and finance sector.
   
7. 
   Participation in or organization of like-minded small grants networks as well as donor networks working on similar themes
   
8. 
   Intensification of resource mobilization efforts particularly in country programmes moving out of dependence on GEF grant funds with focused support from SGP CPMT and GEF SGP Steering Committee to be provided.
   
9. 
   Mainstreaming of SGP grant making with MDG and poverty reduction programs of LDCs/SIDS for expanded co-financing.
   

1. 
   Align country programme capacity building objectives to NCSAs with focus on SGP’s niche in capacity building of communities, CBOs, NGOs and other civil society groups.
   
2. 
   Develop guidance and support for Country Programmes for alignment of Country Programme Strategies with RAF country priorities
   
3. 
   Develop focused guidance and capacity-building activities related to mainstreaming, scaling-up and replication
   
4. 
   Identify and support projects that could serve as “learning laboratories” or “centers of excellence” to support training and site visits
   
5. 
   Set up a mentoring system for new country programmes
   
6. 
   Strengthen existing grantee networks and organize new ones.
   
7. 
   Establish linkages of SGP grantee networks to: (a) local and national bodies involved in sustainable development planning and policy-making (b) the GEF NGO Network, and; (c) to NGOs involved in active discussions and negotiations on the Conventions for which GEF is a financial mechanism
   
8. 
   Conduct focused training programs on project sustainability particularly as related to business planning and marketing as well as working with the business and finance sectors.
   
9. 
   Recruitment, selection and training of capable NGOs that could adopt SGP as a programme or continue its approach particularly in SGP country programmes that would move out of dependence on GEF funds.
   
10. 
    Consolidate lessons learned in projects and in country programme operations from LDCs and SIDS for sharing and training purposes.
    

1. 
   Review and enhance NSC/NFG structure in consonance with SGP OP4 strategic priorities and also taking note of the need to align SGP activities to the country’s RAF business plan and sustainable development strategies and priorities.
   
2. 
   Participation of the SGP country programme in the development and implementation of the country’s RAF strategies and priorities as well as those related to sustainable development matters.
   
3. 
   Strengthen institutional links of SGP country programmes as well as select SGP CBOs/NGOs or networks to the country and global development aid community through the IA and EA members of the GEF SGP Steering Committee
   
4. 
   Enhance participation of government NSC members in SGP stakeholders’ workshops, in site M&E and visits, and other NGO activities supported by SGP.
   
5. 
   Support through the NSC, joint preparations between government and non-government sectors the country’s preparation and participation in COPs of GEF-related conventions.
   
6. 
   Include GEF Focal Points and other key government officials in the Knowledge Management Platform of the programme.
   

Enhanced enabling environment for community involvement in addressing GEF priorities in both policy and practice.

Agreements for information exchange with Convention Secretariats, GEF IAs and EAs and relevant NGOs.

No. of projects and programmes using SGP knowledge for design and implementation.

No. local and national policies informed.

SGP informing GEF reports to Conventions and participating in side events to CoPs.

SGP small grants approached utilized by programmes, i.e. the World Bank (NBI) UNF (COMPACT), UNDP (CWI).

SGP National Steering Committees have taken role to link SGP to national policy development

Systematic information flow with Convention Secretariats as well as NGO-networks involved in Convention negotiations established and in active operation.

All SGP country programmes have established information exchange links with national policy making bodies involved with GEF priorities

Convention documents, agreements, Performance and Results Assessments from country programmes and references to SGP approaches in outcome and policy documents.

GEF IAs and EAs collaborate actively with GEF SGP on community-level good practice dissemination