United Nations Development Programme

Project Document for nationally implemented projectsfinanced by the Green Climate Fund (GCF)

Project title: Scaling up climate resilient water management practices for vulnerable communities in La Mojana

Country: Colombia

Implementing Partner: Fondo Adaptación (National Adaptation Fund) Management Arrangements : National Implementation Modality (NIM) 1

UNDAF/Country Programme Outcome:

Expected outcome 2.4: increasing social/environmental resilience and sustainability to address effects of climate change, sustainably using natural resources, and effectively managing risks of disaster

UNDP Strategic Plan Output:

Output 1.4.1: Solutions scaled up for sustainable management of natural resources, including sustainable commodities and green and inclusive value chains

UNDP Social and Environmental Screening Category: Moderate

UNDP Gender Marker for each project output: insert either 1, 2, or 3. Note that a gender maker of 0 (zero) is not appropriate. Each Atlas output will require a unique gender marker rating. See further information at https://intranet.undp.org/unit/bpps/sdev/gef/default.aspx

Output 1: gender marker rating = 2

Output 2: gender marker rating = 3

1 In all cases NIM implementation modality will be understood as "CO support to NIM" in accordance with the Letter of Agreement signed by the parties.

1 | P a g e

Output 3: gender marker rating = 2

Output 4: gender marker rating = 2

Atlas Project ID/Award ID number: 00112383 Atlas Output ID number: 00110941

UNDP-GEF PIMS ID number: 5757 GCF ID number: FP056

Planned start date: November 2018 Planned end date: December 2018

LPAC date: 24/07/2018

Brief project description:

Extreme events, such as intense flooding and prolonged dry seasons have caused significant impacts to the population of the La Mojana region with climate projections expecting these to become more frequent and intense. Loss of agricultural crops that sustain livelihoods, significant changes to ecosystems that have previously provided a buffer to flooding, and adverse impacts from prolonged dry periods are common and worsening with time. In addition, climate change induced pressures are straining already stressed water sources in the region of La Mojana, affecting both supply and quality. The project will in turn support the Government of Colombia (GoC) in scaling up climate resilient integrated water resource management practices in La Mojana, one of the poorest and most climate vulnerable regions in Colombia.

The government of Colombia has formulated and is investing the Climate Change Adaptation Action Plan for La Mojana (La Mojana Action Plan) that promotes a comprehensive approach combining structural and ecosystem-based measures tailored to the environmental and socio-economic conditions of the local population, in order to adapt to projected floods (See Section 3.2.1 Annex II). The Action Plan, implemented by the National Adaptation Fund (NAF), prioritizes investment in adaptive and sustainable infrastructure, sanitation, socio-economic development, environmental dynamics recovery and strengthening of Governance and local capacities. The plan while innovative, however mainly focuses on flood mitigation aimed at protecting large economic drivers and investing in infrastructure such as housing, public works, and wetland canal restoration.

GCF funding used in the project will be used to complement the implementation of the La Mojana Action Plan through investments with the overarching goal of enhancing the climate resilience of vulnerable communities in the La Mojana region to both extended dry periods and floods as impacting rural populations and local governments. This will be achieved through long term adaptive solutions that address the supply, use and risk management pertaining to floods and lack of water such as systemized knowledge management, climate information services and direct interventions that will ensure that the information is shared with relevant stake holders at a community, rural productive and local planning level thus addressing the information and capacity gaps. Key results through on the ground interventions such as water supply access and crop diversification will create a positive incentive for active community engagement by directly improving the lives of the community while ensuring long term resilience.

The project will advance a new disaster and climate risk management model based on adaptive and not reactive solutions for long term resiliency to climate change scenarios that signal the need for comprehensive water use management solutions for climate impacts. The solutions will account for household and agricultural climate resiliency and reestablish the natural capacity of the ecosystem to (through restored eco-systemic functions) to reduce the impacts of extreme climate change events while providing the local capacity to prevent loss of life and livelihoods through early warning alerts and correct planning. Once implemented, these integrated measures will help local authorities better manage flooding and overcome water shortages during periods of prolonged dry seasons.

2 | P a g e

Project investments are focused on four outputs aimed at (1) a strengthened understanding and systemization of knowledge on the impacts of climate change to water management in the region; 2) enhancing water system infrastructure for enhanced drinking water supply in rural communities and restored ecosystem services for water management; 3) early warning systems adapted to climate change; and 4) water resilient agroecosystems to enhance rural livelihoods. Activities will focus on developing technical models and guidelines to enable decision making for long term local water management planning, systemizing existing and new knowledge on water management in projected climate scenarios, investing in alternative water solutions, wetland restoration, developing climate adapted rural productive practices through scientific research and the collection of traditional best practices and providing rural extension services, enhancing regional early warning systems monitoring and products, investing in climate resilient home gardens and household solutions for climate resiliency amongst the most vulnerable. The project will focus on the core region of La Mojana, consisting of the 11 municipalities within the plains bound on the east by the Cauca river, on the west by the San Jorge river and the Ayapel marsh, on the northeast by the Loba branch of the Magdalena river and on the south by the Ayapel Mountain Range. The targeted interventions will affect an area of 1,089,200 hectares approximately in four departments (Bolivar, Sucre, Cordoba and Antioquia). An estimated 203.918 people will benefit directly from this intervention. The project is aligned with the development goals on climate change adaptation plan of the GoC, including Colombia’s 2015 Nationally Determined Contributions. The proposal is informed by significant local and national consultations and has been endorsed by the National Designated Authority (NDA).

The measures foreseen through the project will reduce the vulnerability of people, communities and their assets thus advancing a paradigm shift for operationalizing a comprehensive climate adaptive regional development plan that includes adopting a long-term climate change risk informed disaster risk reduction strategy revolving around the restoration of the hydrology of the wetlands, adapting the local economy and livelihoods to their seasonal variation augmented by climate change. This will provide a shift towards climate resilience and away from the historical “rationalization” of water management in the region. The project scales up results that have already been tried and tested in Colombia and considers significant community involvement to promote long-term resiliency and foster project ownership, with a gender-balanced focus and ensuring indigenous community participation.

FINANCING PLAN

GCF grant 38,495,980.00 USD

(1) Total Budget administered by UNDP 38,495,980.00 USD

PARALLEL CO-FINANCING (all other co-financing (cash and in-kind) administered by other entities, non-cash co-financing administered by UNDP)

National Adaptation Fund 61,800,000.00 USD2

Presidential agency for international cooperation 35,714 USD

Universidad de Córdoba 1,091,360 USD

2 The co-financing by the National Adaptation Fund is financed through allocations provided by the National General Budget and authorized future funds (vigencias futuras) approved by the Upper Council for Fiscal Policy (CONFIS) during its January 18, 2017 session, in accordance to communication 2-2017-009083, on the investment project "Construction and reconstruction of the areas affected by the winter wave - Decree 4580 of 2010 National". Co-financing by the National Adaptation Fund will hence be certified in Colombian pesos (COL); valued at COL $173.04 billion (equivalent to USD$61.8 million applying an exchange rate of COL $2,800 / 1USD). Co-financing is comprised of projects in execution worth COL $106.34 billion and projects to be contracted for the value of COL $ 66.67 billion, as established in the matching letter provided by the National Adaptation Fund included in Annex 3. The projects to be contracted are included in the budget planning of the Entity and the fiscal space of 2018 and 2019. The current Green Climate Fund project is strategically articulated to the Adaptation Fund investment in the La Mojana region. The non compliance of the co-financing puts the project at risk of cancellation.

3 | P a g e

Institute Alexander von Humboldt 182,500 USD

8 Municipalities (Achí, Ayapel, Caimito, Majagual, Guaranda, San Benito Abad, San Marcos, Sucre)

1,358,286.00 USD

District of Sucre 5,571,428.00 USD

Corporación Autónoma Regional de los Valles del Sinú y San Jorge - CVS

6,329,330.00 USD

Universidad de Sucre 688,000.00 USD

Corpomojana 1,660,640.00 USD

(2) Total co-financing 78,717,258.00 USD

(3) Grand-Total Project Financing (1)+(2) 117,213,238.00 USD3

SIGNATURES

Signature (PRODOC):

Iván Mustafá DuránManager of National Adaptation Fund

Agreed by Implementing Partner

Date/Month/Year:

Signature (PRODOC):

Martín SantiagoUNDP Resident Representative

Agreed by UNDP Date/Month/Year:

3 The National Adaptation Fund, as an implementing partner, and in close work with other government entities, will make co-financing effective for the related entities, in accordance with the co-financing letters contained in Annex 3.

4 | P a g e

I. TABLE OF CONTENTS

I. Table of Contents.............................................................................................................................................5II. Development Challenge...................................................................................................................................6III. Strategy............................................................................................................................................................9IV. Results and Partnerships................................................................................................................................12V. Feasibility.......................................................................................................................................................34VI. Project Results Framework.............................................................................................................................45VII. Monitoring and Evaluation (M&E) Plan..........................................................................................................50VIII. Governance and Management Arrangements...............................................................................................54IX. Financial Planning and Management..............................................................................................................62X. Total Budget and Work Plan...........................................................................................................................66XI. Legal Context..................................................................................................................................................78XII. Annexes..........................................................................................................................................................79

5 | P a g e

II. DEVELOPMENT CHALLENGE

Climate change has exacerbated Colombia’s vulnerability as the impacts of La Niña and El Niño have become more frequent and more intense. The most recent La Niña phenomenon (between 2010-2011) was particularly destructive causing sustained damage to much of the country’s infrastructure, economy and human lives 4. Colombia has, in the last decades, recorded an increased incidence of flooding and prolonged dry periods 5. These impacts are likely to be magnified as projected changes in precipitation and temperature unfold6.

National climate change projections suggest that regions across Colombia will be affected differently. Some areas will receive more precipitation. Other regions are expected to face a reduction of rainfall, which coupled with higher temperatures, threaten the availability of water in those regions. For example, projected average precipitation between 2071 and 2100 is expected to decrease by between 10-30% in a third of the total national territory. Municipalities in 14% of the national territory are projected to experience an increase of 10-30% in precipitation during the same period7. With the prevalence of six very different climatic zones in Colombia, anticipated climate change projections call for adaptive solutions that are appropriate for each region.

The region of La Mojana is a large floodplain located between the northern foothills of the Andes and the plains in the Caribbean region (Figure 1a). It comprises 11 municipalities8 spread throughout 4 districts (Sucre, Bolivar, Cordoba and Antioquia), with a total population of 405,625 9. La Mojana is characterized as a fluvial-deltaic overflow plain, which provides diverse ecosystems with multiple structures and functions, including wetland systems and interconnected marshes that act as a buffer system for the Magdalena, Cauca, and San Jorge Rivers, all of which flow from the Andean region (Figure 1b and 1c).

4 OCHA estimates its direct impact to 4 million people, caused 491 deaths, left 43 people missing, and destroyed 16,269 homes and damaged 545,940 others throughout the country. Close to 1 million hectares of productive farmland were flooded, which included the loss of approximately 200,000 hectares of crops. 5 D. Guha-SaAPR, R. Below, Ph. Hoyois - EM-DAT: International Disaster Database (www.emdat.be). Université Catholique de Louvain – Brussels – Belgium.6 Temperature increases are projected to be 1.4 C (2010-2040), 2.4 C (2041-2070), 3.2 C (2071-2100). DNP (2011). National Adaptation Plan to Climate Change: Conceptual Framework and Guides. Bogota7 DNP. Plan Nacional de Adaptacion al Cambio Climatico.8 Achi, Ayapel, Caimito, Guaranda, Magangué, Majagual, Nechí, San Benito Abad, San Jacinto del Cauca, San Marcos9 Official National Projections by DANE for 2015 based on 2005 National Census. https://www.dane.gov.co/index.php/estadisticas-por-tema/demografia-y-poblacion/proyecciones-de-poblacion

6 | P a g e

Figure 1. Location in Colombia and general characteristics of La Mojana region

a. Location of La Mojana in Colombia b. Permanent (dark blue and blue) and temporary (light blue) wetland areas

c. Natural areas (green) and transformed areas (orange)

Climate projections state that most of La Mojana will see a reduction of total precipitation levels by 14% coupled with higher temperature projections (0.9°C- 2.2°C by 2100)10. The El Niño Sothern Oscillation (ENSO) phenomenon has an important influence on the climate in La Mojana. During La Niña years, La Mojana experiences extreme rainfall patterns and higher flood levels. La Mojana was severely affected by the La Niña event of 2010-2011, the IADB and ECLAC recorded 162,368 people (48% of the total population at the time) and 25,364 homes (38.4% of all homes in the region) as affected in the region.11 La Mojana is also vulnerable to anomalous prolonged dry seasons particularly during El Niño years. These pose a significant threat to water supply throughout the year. In 2015, and the initial months of 2016, the effects of the El Niño affected all La Mojana, resulting in a reduction of the wetland areas by approximately 70%. During this event, the entire rice harvests was lost resulting in significant food insecurity. Data from the Institute of Hydrology, Meteorology and Environmental Studies (IDEAM) indicates that the average dry periods (days with no rain) is currently 85 days/year. However, when climate projections are taken into account, including a 35% reduction in precipitation in the most affected districts,12 the number of dry days extends to between 97 and 115 days.

In La Mojana poverty levels exceed 1.5 times the median poverty levels in the country. According to the last municipal measurement to the Multidimensional Poverty Index, La Mojana it is one of the poorest regions of the country. In 2005, 83.8% of the population of La Mojana was classified as poor (as measured by GoC’s multidimensional poverty index) when compared with 49.6% of the national average 13. This situation is a result of highly climate vulnerable work (agriculture and livestock based) that has been recurrently affected by extreme climate (flooding and extended dry periods), rural isolation, lack of basic services (water, sanitation and health) and low education achievement.

Access to reliable sources of safe drinking water is one of the most critical issues in La Mojana. Over 42% of the population has no access to drinking water, and where water is available, the access is extremely unequal. 20% of the population in Magangué lack access to water. In contrast, more than 80% of the population in Achi and Ayapel

10 IDEAM (2015). Tercera Comunicación Oficial: Nuevos Escenarios de Cambio Climático para Colombia.11 The IADB and ECLAC (2011). Valoración de daños y pérdidas Ola invernal en Colombia 2010-2011. The report collects the findings of a joint mission conducted by IADB and ECLAC to Colombia to quantify immediate damages. 12IDEAM (2015). Tercera Comunicación Oficial: Nuevos Escenarios de Cambio Climático para Colombia. 13 DANE, (2005). 2005 figures are used as this is the date of the latest official census. In 2015, national poverty estimates calculated poverty levels at 42.4% still considerably higher than the national average.

7 | P a g e

do not have access to safe water. This situation is only going to be compounded and exacerbated by the projected reduction in precipitation and the higher incidence of more intense and frequent extreme events such as floods and prolonged dry periods. These extreme events, which are already observed today, will not only affect water supply (particularly during prolonged dry periods), but also water quality. During floods, polluted water infiltrates wells and results in contamination of groundwater. The impact on increased morbidity among the population is a concern. For example, in Achi, the second leading cause of death for children under 5 is acute diarrheal diseases (ADD) related to poor drinking water quality14.

The economic base of La Mojana is mainly rural, with high dependence on agricultural activities. The reliance on agriculture makes the area extremely vulnerable to climate variability and the impacts from floods and prolonged dry seasons. In recent years, towns in the region have had changes in their production systems attributable to floods and droughts. This includes the disappearance of sorghum15 and the shortage of fodder for cattle.

At the same time, agricultural activity affects the natural water flow dynamics in La Mojana, as there is increased pressure from cattle ranching on the natural wetlands, as well as water use from crop and livestock production that affect the natural ecosystem and water regulation in La Mojana. In La Mojana, community livelihoods are based on the services provided by the wetlands. The wetlands also provide important services in the form of natural flood protection, water and sediment purification and water supply as well as their economic value through agro-productive use (water for livestock and agriculture and fishing) 16.

Climate change has increased the community’s reliance in these services as water has become more scarce due to prolonged dry periods that have overtaxed the existing water infrastructure. Flooding in the region has and will become more frequent as climate change intensifies, increasing the need for the wetlands to act as buffer to the region. However, the capacity of the local wetlands, already stressed due to management inefficiencies and pollution, is compounded as a result of extreme weather events. The increased intensity and frequency of floods has destroyed forest areas and extended dry periods have stopped the regeneration processes of the riparian forest and river mangroves (zapales), both which have an important role in water purification.

The key barriers that have held back climate resiliency in La Mojana include: i) Capacity constraints of governments to include climate adaptation and risk management in planning processes; ii) Water related infrastructure that is unsuitable to the increasing likelihood of flooding and prolonged dry periods; iii) Limited capacities and knowledge for treatment of potable water at household and local level in the face of decreasing quality of water as climate change impacts worsen; iv) Access and availability of alternative sources of water for vulnerable households and communities; v) Capacity (technical, financial) of communities and local government on practicing risk informed water and natural resources management techniques (including for wetlands management); vi) Access to and awareness of, early warning services including risk information; vii) Limited knowledge of traditional and technical best practices and their implementation on wetland dynamics including the practice of climate smart agriculture by local communities, productive associations and the public sector; viii) Participation and empowerment of local communities (especially women) and associations on proper wetland management and ix) Control capacity of local government and communities on unsustainable water and agricultural/farming practices.

To mainstream climate change mitigation and adaptation with national and local policies in 2016 the GoC established the National System for Climate Change (SISCLIMA). SISCLIMA is coordinated through the Interagency Commission for Climate Change (comprised of the Ministries of Finance, Environment, Interior, Energy, Agriculture, Transport, International Relations and the DNP) and Regional Nodes for climate change (interinstitutional consultation committees at a local level) to ensure that planning and decision making at a sectorial and regional level is articulated in a coordinated manner with national policies. The project will be benefited through this national and local coordination structure.

14Municipal Mayor's Office of Achí (2012) Diágnostico de infancia y adolescencia en el municipio de Achí, Bolivar [Diagnosis of childhood and adolescence in the town of Achi, Bolivar]. Achí: Municipal Mayor's Office of Achí.15Economia y Desarrollo Rural, Corpoica Ciencia, Tecnologia,Agropecuaria (2013)14,(2), 165-18516 Corpomojana (2016), Draft Action Plan 2016 -2019. Development Corporation Sustainable of Mojana and San Jorge.

8 | P a g e

The Integral Regional Plans of Climate Change are key tools to align local planning with climate change mitigation and adaption actions. These regional plans acknowledge the cross-cutting nature of climate change between mitigation and adaptation and furthermore, between public and private sector as well as civil society. Hence, their implementation requires a vertical alignment between the national, the regional and the local conditions when executing mitigation and adaptation actions. In that sense, the Mojana Project will contribute to the local adaptation goals of this region, while supporting the broad guidelines of the national policies, through an inter-institutional coordination of activities. The implementation of the La Mojana Action Plan, with the support of the GCF, provides an important paradigm for the future implementation of such regional plans and puts itself forward as a strategy for integrating climate needs at all levels.

As such, the proposed intervention in La Mojana forms part of the GoC’s national vision for climate change adaptation. Its broader vision for long term climate adaptation and resilience to this region, will serve as a guide to future disaster risk strategies in the country. In this context, adaptation to climate change, disaster risk management and local development represent common challenges which focus on reducing the vulnerability of human populations, decreasing their level of exposure and handling the environmental degradation conditions. The project’s objective, in keeping with the GoC’s national vision for La Mojana, is creating resiliency in La Mojana to climate impacts (flooding and extended dry periods).

III. STRATEGY

Given the high vulnerability of La Mojana to extreme climate events, the GoC, has developed multiple studies, plans, policies, programs and projects for La Mojana with the objective to prevent flooding. These interventions have had a strong bias towards heavy infrastructure investment in the form of levees and dikes and have usually been timed right after an aggressive La Niña season. These interventions were not designed or constructed to be climate resilient but rather as a reactive strategy to address flooding. Little effort was made through these investments to reduce the overall risk from comprehensive climate change induced risks. With the objective of reducing the overflow of water canals were closed and swamps were drained to stem the overflow of water 17. The impact of these investments resulted in transferring the risk of flooding to other areas in La Mojana as water and natural river flows were diverted to more rural areas were water was concentrated above its capacity.

It was not until the La Nina climate cycle in 2011 and the creation of the NAF that the need to enhance the resiliency of the region to climate change risks was identified as a main pillar to achieve sustainable development. As such, the NAF with the support of UNDP has developed a comprehensive approach that promotes sustainable and adapted development in this region based on climate risk informed management of floods and droughts, while reducing vulnerability of communities, people and assets. In 2012-2013, the Ministry of Environment and the National Adaptation Fund (MADS-AF) with UNDP support leveraged Adaptation Fund resources to develop a climate adaptation project that targeted 3 of the most vulnerable regions of La Mojana (Ayapel, San Marcos y San Benito Abad) and designed strategies to enhance resiliency at a household level through the promotion of adapted infrastructure and the creation of home gardens. The project innovated in piloting water efficient agriculture techniques for rice, invested in the enhancement of a regional flood early warning system, and promoted regional associations as a manner to inform the local population and local leaders on the impact they will face from climate change in the region. The project is an important foundation for the current GCF funded project including the creation of a governance structure such as the creation of local groups and community organizations, sensitizing climate change projections to local leaders and vulnerable populations as well as to productive associations.

This project will upscale these best practices to all 11 municipalities within La Mojana and thus represent an integrated adaptive approach to climate change for informed disaster risk management at the territorial level, hence providing a paradigm shift in the way regional and risk planning this includes adaptation measures designed to address water availability which were identified as a key issue within the Adaptation Fund project. GCF funds will enhance overall climate resiliency in La Mojana, by addressing the following key barriers: i) Capacity

17 Fondo Nacional de Adaptacion (2015). Plan de Accion Intregral Para la Reduccion del Riesgo de Inundaciones y Adaptacion al Cambio Climatico en la Region de la Mojana.

9 | P a g e

constraints of governments to include climate adaptation and risk management in planning processes; ii) Water related infrastructure that is unsuitable to the increasing likelihood of flooding and prolonged dry periods; iii) Limited capacities and knowledge for treatment of potable water at household and local level in the face of decreasing quality of water as climate change impacts worsen; iv) Access and availability of alternative sources of water for vulnerable households and communities; v) Capacity (technical, financial) of communities and local government on practicing risk informed water and natural resources management techniques (including for wetlands management); vi) Access to and awareness of, early warning services including risk information; vii) Limited knowledge of traditional and technical best practices and their implementation on wetland dynamics including the practice of climate smart agriculture by local communities, productive associations and the public sector; viii) Participation and empowerment of local communities (especially women) and associations on proper wetland management and ix) Control capacity of local government and communities on unsustainable water and agricultural/farming practices.

The theory of change articulated below details the problems the project must address in order to achieve greater resilience in La Mojana. The diagram also details the outputs and activities of the project that were designed to address identified barriers. Results of the project will be monitored and documented, building an evidence base to support further replication and upscaling in priority basins. Water resource management tools, which include climate change and variability considerations for water basins, are a priority under Colombia’s Nationally Determined Contribution (NDC), as is integration of climate change into key sectors including agriculture and health. Potential sites for replication include hydrological systems downstream of La Mojana towards the Caribbean coastal area. The Mojana model also has broader replication potential in regions and departments in Colombia with similar tropical climate and associated climate induced risks for development.

10 | P a g e

The overarching goal is to enhance climate resilience of vulnerable communities in the La Mojana region. This will be achieved through long term adaptive solutions that address the supply, use and risk management pertaining to floods and extended dry periods impacting water availability. The solutions are both technical in nature and include systemized knowledge management mechanism and activities that will ensure that the information is shared with relevant stake holders at a community, rural productive and local planning level thus addressing the information and capacity gaps identified above through active community participation.

Including community engagement as well as a variety of new stakeholders in the form of respected local and national institutions as key allies in creating resiliency and disaster risk management in the region is highly innovative for Colombia. Not only does it break from past experiences that were isolated from the communities they were trying to protect but it also provides an opportunity for actions to be highly informed so that they are locally appropriate and address information barriers in a manner that favors practical consultations and best practices. It also ensures ownership, governance, and sustainability.

Interventions through the proposed project will provide practical solutions that are compatible with community needs as identified through the implementation of the MADS-AF project. In addition, key results such as crop diversification and water supply access will be seen within the project lifetime thus creating a positive incentive for active community engagement. Linking solutions that are directly linked in improving the lives of the community has been among the lessons learned from both the MADS-AF project and past infrastructure based interventions that failed to address overall risk to the region.

Partnering with local and national institutions such as the Institute von Humboldt, FEDEGAN and FEDEARROZ, and local universities among others will provide an opportunity not only in ensuring that lessons learned are spread throughout a large variety of stakeholders but also for them to see their own role in comprehensive risk management. This will be particularly the case of universities, knowledge institutions, rural extension workers and productive associations.

The project revolves around restoring the original hydrology of the wetlands of the La Mojana region, adapting the local economy and livelihoods to the natural variation in the level of water in the wetlands through the seasons and their projected changes. This results in a clear paradigm shift towards resilience in the context of climate change, away from the historical “rationalization” of water management, wherein water was evacuated rapidly from the region to allow for agricultural intensification.

Output 1 is designed to lay the foundation to the project by addressing key institutional capacity and information gaps related water management and systematization of knowledge on adaptive planning to projected climate shocks: both flood and reduced precipitation as viewed in prolonged dry seasons. A comprehensive knowledge management programme will be established and maintained at a local university, to document and share the results of these studies allowing the systematic capturing and dissemination of lessons learned and best practices, as a key vehicle for further upscaling and replication of experiences generated in La Mojana. Importantly, this knowledge base will complement the work of the GoC on addressing water quality monitoring and general regional planning. Replication and upscaling of project results and lessons learnt will be also facilitated through the National Adaptation Programme, and its National System of Climate Change (SISCLIMA).

Output 2 addresses water supply needs s of the most vulnerable rural population of La Mojana as affected by flood and drought condition, through community managed systems combining rainwater harvesting and storage (RWH) and climate-proofing of existing micro-aqueducts. In order to comprehensively address adaptive management of water resources under this output, major wetland and natural channel restorations will take place, through direct involvement of communities, especially women, while providing training to communities on the importance of wetlands in providing water-related ecosystem services and adapting their livelihoods to a sustainable landscape approach that protects wetland services in water management.

Output 3 will strengthen early warning and climate information services, and related capacities (including the observation network, data management, generation and dissemination of early warning and climate information

11 | P a g e

products) – generating practical and user tailored information to allow decision making in the management of water resources, agricultural production and health services, thus enabling the implementation of preventive and effective adaptation measures. Climate information can be further tailored to address other sectors detailed in the NDC, specifically transport, energy, housing, trade, tourism and industry.

Output 4 builds the agriculture extension services to support effective water management and climate-smart agriculture at the community level. Is focused on the promotion of agro-diverse and climate resilient crops in the region and the implementation of climate adapted productive practices to enhance rural livelihoods and enable resiliency to future climate outlooks for La Mojana.

The project will directly benefit 203,918 people (45% of which are women) that account for the rural population in La Mojana. This cohort of people has been targeted due to their high level of climate vulnerability as a result of their isolation, proximity to flood prone areas and limited access to sustainable alternative water sources 18. The target population can be classified in terms of their rural isolation with those living in the most remote areas as the rural disperse population19 (44,714 people of which 20,269 are women20) and those residing rural areas at a closer proximity from urban centers as the rural nuclei population (159,264 people). Both populations account for nearly 50% of the total population in La Mojana and are the most vulnerable to climate shocks.

Indirect beneficiaries will be an additional 201,707 people (49% women)21 who reside in more urban areas within the region and who will benefit from EWS alerts. The project will further benefit the population) living within the area of influence of the hydrological systems downstream of La Mojana in adjacent sub-regions towards the Caribbean coastal area.

The project is aligned with the UNDP Development Assistance Framework (UNDAF) 2015-2019 for Colombia, which centers around peace-building and sustainable development. The project is consistent with the second output area of UNDAF, namely Sustainable Development, and one of its four results: Colombia will have achieved to enhance resilience and social-environmental sustainability in order to tackle climate change effects, and sustainable use of natural resources and effective management of disaster risks.

The project is also aligned with the UNDP´s Country Programme Document which aims to foster the development of resilient livelihoods in the most vulnerable areas. The project will provide support for the achievement of outcome 1: Growth is inclusive and sustainable, incorporating productive capacities that create employment and livelihoods for the poor and excluded.

IV. RESULTS AND PARTNERSHIPS

i. Expected Results :

The project will focus on the core region of La Mojana, consisting of the 11 municipalities within the plains bound on the east by the Cauca river, on the west by the San Jorge river and the Ayapel marsh, on the northeast by the Loba branch of the Magdalena river and on the south by the Ayapel Mountain Range. The targeted interventions will affect an area of 1,089,200 hectares approximately in four departments (Bolivar, Sucre, Cordoba and Antioquia). An estimated 203.918 people will benefit directly from this intervention, which accounts for the entire rural population of La Mojana. This intervention is innovative in creating a disaster management solution that is 18 DANE (2014). Tercer Censo Nacional Agropecuario. https://www.dane.gov.co/index.php/estadisticas-por-tema/agropecuario/censo-nacional-agropecuario-2014. The census documents, 8,223 of rural disperse households currently having no access to water infrastructure and travel to the nearest mini aqueduct requires a 3-hour long motorcycle ride. While 17,813 rural households have no access to water infrastructure yet are a shorter distance away from a mini aqueduct. 19 The DNP classifies rural disperse areas as population centers with less than 50 inhabitants/km2 20 DANE (2014). Ibid. The total rural disperse population can also be grouped into 13,100 rural disperse households 21 DANE (2013) Información Estadística Proyecciones de Población por Municipio al 2015.

12 | P a g e

based on enhancing resiliency through an environmental and adaptive approach to climate change that if successful will create a paradigm shift in the GoC’s approach to disaster risk management for the country as a whole.

A new disaster and climate risk management model for La Mojana based on adaptive and not reactive solutions will ensure long term resiliency to climate change scenarios that signal the need for comprehensive water use management solutions which are adapted to address increased flooding and longer dry periods. The solutions proposed account for household and agricultural climate resiliency and reestablish the natural capacity of the ecosystem to (through restored eco-systemic functions) to reduce the impacts of extreme climate change events while providing the local capacity to prevent loss of life and livelihoods through early warning alerts and correct planning. Once implemented, these integrated measures will help local authorities better manage flooding and overcome water shortages during periods of prolonged dry seasons. The measures will significantly reduce the vulnerability of people, communities and their assets.

Output 1. Systemizing knowledge management and dissemination of the impacts of climate change on water management for planning.

Under Output 1, the project will use GCF funds to ensure that knowledge is managed and disseminated effectively to enhance decision making and long-term planning in a manner that streamlines adaptation to identified climate risks in the region. This will be done through the development of technical models and guidelines. It will also include a knowledge management program and capacity building system (see output 4.2) that will be cross cutting and will ensure the systemization of knowledge for use as a planning tool not only in the region but also nationally. The output is structured across 2 activities.

Activity 1.1. Develop technical models and guidelines to enable decision making for long term water management planning for La Mojana

GCF funds will be used to develop a groundwater flow and quality model to ascertain the long-term dependability of groundwater solutions- (a solution that has been implemented in the past through both legal and informal ground water wells at a household and productive level and has become more common as water has become more scarce). The analysis for this model will include information on aquifer dynamics (recharge and yield capacity) to understand long term sustainability in view of the existing demand as well as an inventory of legal and informal (artisanal built) water wells to measure current demand. The model will provide an estimated lifespan of the aquifer to provide valuable information on the quantity and quality of ground water for the region. GCF Funds will also be used to develop a guide for decision makers in the region (Corporaciones Autonomas, local mayors) to help them use this model in future planning and decision making thus ensuring that the technical results are transferred into practical planning actions and decision making. The guide will be presented to decision makers and will include training and support and on how to apply it in daily decision making. Results from this model will be a key component for integrated water management and adaption plans the region.

Activity 1.2 Management of adaptation knowledge on water management

GCF funds will implement a knowledge management program that will create a data bank on adaptive water management, systematize lessons learned and implement training and capacity building programs targeted to relevant stakeholders at the national, regional and local level. The data bank will systematize the lessons learned from the GCF Project and will serve to develop knowledge management tools created to target stakeholders in the region such as municipal authorities, community councils, community leaders, extension workers, productive associations and national authorities. This will include the development of training material (web courses, workbooks, planning guides, etc.) and targeted workshops. The databank will be maintained by a service provider. The Provider among other activities, will establish an electronic platform to ensure information and knowledge products are made available publicly as well as develop the knowledge management tools that are required for relevant stakeholders. Both the Universidad de Cordoba and the Universidad de Sucre (local universities) have been identified as potential service providers and could act collaboratively to conduct this activity. Both institutions

13 | P a g e

have access to research facilities, staffing and funding necessary to continue to the performance of this service once the program ends have stated their interest to participate in this project and commitment to continue it beyond GCF Funds. Selection of institutions will follow UNDP procurement rules to ensure compliance with UNDP criteria. Technical criteria for the identification of the service provider will also be based on their experience working in La Mojana region, as well as their capacity (human and institutional) to provide ongoing support and commitment beyond the duration of the GCF financing in this project.

The National Adaptation Fund will work with the selected entity to ensure that the information is tailored towards practical solutions for the region. Particular emphasis will be made to providing training to local and municipal authorities. Knowledge management will provide support to the GoC’s efforts in establishing a regional interagency water board that that will serve as an interagency planning mechanism to ensure that all planning decisions (economic, development, infrastructure) streamline water management impact and use in the region.

Technical and knowledge management support (as part of co-financing) from the Presidential Agency for Cooperation (PAC Colombia) will also be provided through its national Col-Col Cooperation Program to diffuse best practices from La Mojana to similarly impacted regions in Colombia as well as through its South-South program to share international best practices.

This Activity will also complement the GoC’s efforts to develop a multipurpose land registry to serve as a land management and territorial database for La Mojana that will be developed through co financing. The database will collect information from the project implementation to provide georeferenced information and territorial management for agricultural and livestock activities as well as wetland management. This tool will ensure that water management and adaptation planning is streamlined in zoning decisions and is used in adaptive landscape planning. In this case GCF funds will provide the knowledge management platform to consolidate the information required to establish the land registry database.

Output 2. Promote climate resilient water resources infrastructure and ecosystem restoration by vulnerable households and communities

Activities through this output are focused on diffusing regionally appropriate climate change risk sensitive water management solutions among rural communities in La Mojana (among both rural disperse and rural nuclei). Under Output 2 GCF funds will procure goods and services to put in place flood resilient water infrastructure and undertake wetland restoration works. These solutions will advance climate resilient, sustainable and safe water access to La Mojana’s most water vulnerable communities and be congruent to regional climate projections. Sub activities are adapted and differentiated to address the different access needs based on the level of dispersion and water vulnerability of the population

Activity 2.1 Establish Climate Resilient Water Solutions

The GoC is looking to implement through the GCF funds long term regionally appropriate integrated water solutions that look to multiple water supplies to address this vulnerability, these include: the use of rain water harvesting technology (the average annual precipitation rate of 2,793ml in the region) and the adaptation of current water infrastructure to be made climate resilient.

Activity 2.1.1. Provide household water solutions for the most water vulnerable populations in rural disperse areas.

GCF resources will be used to invest in household rainwater harvesting tanks (for both water collection and storage) to provide sustainable drinking water access for a four-month period (120 days) to 19,512 people that make up the rural disperse population in 7 of La Mojana’s most water vulnerable municipalities that currently has no access to water infrastructure (4,878 households). The project will make the funding available to ensure year-round access to safe drinking water for the targeted population via the placement of 4,878 tanks (5,000 liters per tank) on households (one per household). This solution will provide storage for over 40L per water a day for a four-month period (120 days) for each 4-person household.

14 | P a g e

The water tanks will be built by the community themselves with guidance of extension workers (see Activity 4.2). This activity will take the lessons learned from the Emaus community that has documented the building practice and has established technical guidance on how to build and maintain these tanks. The water tanks will be treated (inside coated) through epoxic paint for potable water tanks to ensure tank durability. Maintenance of this tank is minimal and can last over 20 years without any treatment other than annual cleaning. The water tanks will be raised through concrete ringed structures that will allow the individual tanks to be built above projected water flooding levels. Levels will be measured using the existing hydrological water model produced by the NAF. Rooftop structures through wooden stilting will be built or roofing of existing structures (constructed shades for washing in the patio, etc.) will be adapted to ensure proper roofing exists to channel rain water unto tanks (guttering, use of eternity sheet for roofing structure). Based on the experience of the Emaus project USD 970 per household is needed per tank. This includes the adaptation of roof tiling and the actual cost of the material to build the tank and include a water filtration system.

Roofing structures (wood stilting) will be created or adapted to include gutters and downpipes (cost included in budget). Guttering will be fitted with steel mesh to stop leaves entering the gutters. This will have a two-fold benefit. Firstly, accumulated leaves can result in the rusting of the gutters over time. By not allowing the leaves to enter the gutters, this will significantly reduce this impact. Secondly, by not allowing leaves to accumulate in the gutters and decompose, this will provide better quality water into the rainwater tanks. Within the downpipe at first flush diverters will be installed on all guttering to remove residue that might accumulate on roof of buildings over time. To ensure water quality each household will be provided with a 40L water container and ceramic water filters to further purify water. The program will ensure that each household has 2 filters to last at least 8 years. Commercial costs per filter are estimated at USD89 with replacements costing USD20 and are locally available and sold. The project will look to establish long term procurement agreements with a local provider that provides extension service on their use and to ensure cost efficient agreements that may be applicable beyond the scale of the project.

Given that the region receives more than 2,500 mm of rain a year, these tanks provide the most practical and sustainable solution to meet the demands of the 4,878 households residing in the rural disperse regions of La Mojana. A household level intervention is required due to the high level of dispersion in the region as there are no real spaces that are central for community based solutions in water distribution.

Water capture and retention from the rainwater harvesting tanks will fulfill the total daily water requirements for 4,878 households (39,470,400 liters or 40L a day for 120 days per household) based on available rainfall data even in the worst-case scenario (three-month dry season). The tanks would be topped up during rainy seasons thereby providing a constant and very important water resource, even during the projected extended drought scenarios and considering the projected reduction in average precipitation.

Support will be provided to the local communities via the rural extension program (Activity 4.2) to ensure proper water treatment as well as the operation and maintenance of the system. This will ensure that the communities understand the process for water purification and how to ensure its quality.

Activity 2.1.2 Provide community water solutions for water vulnerable populations22

Activity 2.1.2 will use GCF funds to invest in community water supply solution to target an additional 8,560 rural households of La Mojana with no access to water infrastructure. Dispersion rates in these communities (less than 500 meters per household) allow for community based solutions. This activity is focused on ensuring that drinking water supply covers the entire rural population of La Mojana that currently has no access to water infrastructure.

22 In the La Mojana Macro Action Plan approved for 2018, the construction of 3 hospitals, 37 educational centers and 1 higher education headquarters of SENA has been defined. This infrastructure constitutes the entire investment of the health and education sectors in the La Mojana region that can be strategically used to build the rainwater collection tanks, to which the aforementioned goal refers. From the above infrastructure, the following will be contributed as co-financing for the project: 1 hospital, 7 educational centers and 1 SENA headquarters.

15 | P a g e

Funds for this activity will be used to build 2,514 twenty thousand (20,000) liter rain water harvesting tanks that will be installed in 2,140 households, 334 existing schools in rural areas and 40 buildings that will be built through GoC co financing funds through the NAF (12 health centers and 28 schools). This will ensure that these areas have access to quality drinking water, particularly as they may serve as shelters in case of climate contingencies. The twenty thousand-liter tanks to be built in the 2,140 households have been identified by their central location based on geo-referenced data using aerial photography by the NAF and local census. Building each water tank has an estimated cost of USD 2,679 including costs of filters, guttering and rain catchment.

The tanks located in households will be communal in nature attending to 16 people per tank, thus providing water for 4 households located within 500m of each other (no more than 20 minutes walking distance). Tanks require approximate 55 m2 of space as demonstrated through the experience of the Emmaus case study. Ample patio space is available to create stilted roofing structures for these tanks at a household level. In the case of schools and health centers roofing will be adapted by guttering and canals, roofing area of new buildings will allow for multiple tanks to be installed at these locations. First flush filters on all guttering will be included to remove residue that might accumulate on roof of buildings over time. The water tanks will be built by the community themselves with ferrocement with guidance of extension workers (see Activity 4.2) and using the Emaus case study as guidance. The water tanks will be raised through concrete ringed structures that will allow the individual tanks to be built above projected water flooding levels. Levels will be measured using the existing hydrological water model produced by the NAF.

Water management (use and quality) and system maintenance will be agreed upon by the household groupings (4 households) that will receive support from the rural extension program in creating necessary agreements that may be needed to maintain (yearly cleaning of the tank by the community members themselves) these systems as well as to establish water supply protocols. Each family will be provided with their individual 40L water tank and ceramic filter to filter the rain water they use at home. The project will provide water filters for at least 8 years of the project. Filters have an average lifespan of 4 years and are locally made and available.

Plastic 40-liter water containers with ceramic filters will also be provided per houshold. These have an initial cost of USD 89. These filters have a lifespan of 4 years and replacement filters have a cost of USD 20 when bought commercially. The project will establish long term procurement agreements with a local provider that provides extension service on their use and to ensure cost efficient agreements that may be applicable beyond the scale of the project. To sustain these systems hospitals and health centers will use their own funds while schools will be able to collect a fee from students (a fee per family) that will feed into the community water board system. These arrangements will build upon common community structures and practices as indicated in the funding proposal presented to the GCF.

Household groupings and targeted schools and hospitals will also receive the support of the rural extension service (Activity 4.2) on training on system management and water quality monitoring. Support from the knowledge management service (Activity 1.2) will also be provided to ensure that correct governance capacity exists within the community assemblies and to provide assistance in the creation of water boards and to establish community agreements in fee collection and maintenance plans, this includes the support in developing revolving funds to collect fees.

Activity 2.1.3. Adaptation of existing water infrastructure solutions in the region.

GCF funding will reinforce 96 existing mini aqueducts in rural areas located within 7 of the most water vulnerable municipalities in La Mojana. These micro aqueducts, that currently provide water to 48,840 people, have been consistently failing due to old pumping and tank systems. This has caused shortages in the daily supply of water required to meet the needs of the communities. Municipalities have stated that each of these aqueducts have been experiencing functional failure for an average of 60 days a year, often leaving communities without water for long periods of time- particularly during the long summer dry seasons when the system reaches over exhaustion. With the increasing needs for water due to longer dry periods, the current systems are becoming more prone to functional failure and increasingly vulnerable to flooding and contamination. Through GCF funding, repairs will be

16 | P a g e

made to these micro aqueducts to ensure that they are more resilient to climate change so as to provide sufficient water according to current and future needs, to better withstand flooding and operate at full capacity. This will include (see figure 02):

Sustainable pumping system: All fuel/electrical based pumps will be replaced by solar powered pumps that have the required power capacity to extract water during dry periods. Solar panels have been used successfully in the region (see Annex II) and require little maintenance other than cleaning the surfaces. The solar panels have long life spans and few movable parts. Current pumping systems, which form the most common cause of malfunction in fuel/electrical based pumps, represent the highest portion of costs due to over pumping, high electrical consumption and electrical malfunction. The solar panels will provide power for only three hours of continuous pumping which will prevent over pumping and allow time for the aquifer to recharge. In addition, the power produced will allow the tanks to fill up to meet water needs.

Climate resilient regulation tanks and filtration systems: This includes: investments in larger tanks when needed; enhanced well casing to ensure that leakage and contamination are prevented and proofed from projected increases in flooding; the relocation of well screens to ensure higher water yields during prolonged dry periods; the replacement of initial and end caps to prevent surface and deep contaminated water leakage; the installation of new piezometers to assess well efficiency; and the inclusion of an activated carbon filter.

Figure 02. Scheme of resilient micro-aqueducts

To ensure that the climate adapted mini aqueducts are sustainable for the long term, the GoC will look to the municipalities to ensure funding for maintenance and upkeep (see co financing letters). Total co-financing from the municipal authority for micro-aqueducts and new water supply schemes based on ground water wells is US $1,000 per year, which will ensure the provision of spare parts and maintenance of the system. This does not include the money that will be saved from solar paneling. This co financing will be complemented by existing water tariffs that are collected by community water boards that are legally mandated to provide system maintenances.

The use of existing community structures such as community elected water boards will be enhanced and leveraged to ensure funding for general system maintenance through a community settled fee structure to pay for overall supervision of the system, basic system maintenance and for necessary expenditure related to purchasing spare parts and costs of hiring engineers as needed. The project will work with these water boards through extension services and access to existing government subsidies to ensure that water tariffs are used for direct system maintenance provide support through the development of water board revolving funds that will be housed in formal local financial institutions.

Proper maintenance of the micro aqueducts will further be supported through the rural extension service (Activity 4.2) that will provide guidance to community assemblies on how to properly maintain the resilient micro

17 | P a g e

aqueducts. Support will also be provided through the knowledge management service (Activity 1.2) to community assemblies that do not have water boards in order to help them develop water boards and establish community agreements needed for collecting fees, establishing revolving funds to house fees and develop and implement maintenance programs.

Activity 2.2. Increase the adaptive capacity of natural ecosystems and ecosystems-based livelihoods

GCF funds will be used to prepare and guide the implementation of community restorations plans for 40.000 ha of the wetlands (lentic ecosystems) as well as to address the main underlying causes of wetland degradation- livestock use and over grazing. GoC co financing funds will restore 50 km of wetland channels to reestablish the natural water flow of the three rivers in La Mojana. Restoration will ensure community participation and ownership through strategies aimed at reincorporating wetlands to their livelihoods. GCF funds will also be used for preparing a guide and prioritization plan for future restoration work by the GoC.

Activity 2.2.1. Establish an integrated wetland restoration plan and monitoring system

GCF funds will be invested in the development of a restoration management plan for the 40.000 ha of wetlands in La Mojana and the development of a monitoring system that measures wetland dynamics (flood pulse and water retention) and water flow in a manner is consistent with the restoration management plan. GoC co-financing from the NAF will go into the restoration of a further 40000 ha of wetlands; local environmental authorities will also provide co financing for further areas of wetland restoration that will prioritize wetland channels.

The NAF will work with the Ministry of Environment and the Institute for Investigation of Biological Resources Alexander von Humboldt, the research arm of the GoC’s National System of Environment (SINA) and coordinate with the local environmental authorities (Corporaciones Autonomas) to develop a wetland restoration and monitoring plan. The plan will employ a landscape management approach and consultation with communities to guide the recovery of the wetland areas. Rehabilitation efforts will be carried out through the joint participation of local environmental authorities and landowners of the areas selected for rehabilitation. Furthermore, rehabilitation efforts will include the establishment of permanent conservation areas, protection of stream banks and buffer areas, reforestation of the riparian forest, and improvements in connectivity among forest and other ecosystem remnants.

Restoration for the 40,000 ha of wetlands will foresee the reforestation and the reintroduction of native species to natural ecosystems that are resilient to both flooding and climate change as well as management actions to reduce pressures and ensure the rehabilitation of wetland functions. Buffer areas will include the establishment of natural (and temporary) physical fencing. Restoration areas will include both zapal and riparian forest areas that provide valuable water management services to the region. Direct restorative work will be developed by the communities themselves (Activity 2.2.2) thus ensuring that knowledge of wetland management will be kept within the communities and will be coupled with territorial management. Implementation of the restoration activities will be guided directly by the Ministry of Environment and will act on the lessons learned from the baseline adaptation projects in La Mojana that have successfully employed a four-phase methodological approach for the prioritization, socialization and implementation of restorative actions.

The MADS National Restoration Plan has prioritized the restoration of 121,614 hectares of wetlands in La Mojana (see Feasibility study presented in the FP and included as an Annex 15 to the Project Document and below Figure 03). Spatial identification along with community consultation will be used to prioritize more areas for restoration. Satellite imaging has already identified key areas with potential for restoration seen through affectedness from past flooding, potential for ecological connectivity opportunities and evidence of severe transformations due to land degradation and land use change. In addition, the NAF has a hydro dynamic model of the wetlands that evaluates flood pulse and flow which has provided further support in identifying strategic areas (see annex 15 -Feasibility study). Agreements have been made with the local environmental authorities and the NAF to ensure complementarity of prioritized areas. Through these processes, wetlands in Guaranda, San Jacinto del Cauca, Majagual and Achi have been identified as areas of intervention (See annex 15 -Feasibility study). Consultation with

18 | P a g e

the communities in close proximity to the wetlands will be approached to prioritize more areas of restoration on the basis of the environmental services provided to the region and to community livelihoods.

Figure 03. Prioritized wetland restoration areas

The MADS and the Institute von Humboldt will work to assist affected communities in establishing community restoration plans that include a landscape management approach in areas selected for restoration. This includes targeting specific areas for conservation, areas for sustainable agroforestry and areas for silvo-pastoral activities. A sustainability analysis will be carried out to ensure long term sustainability of the restoration process and to ensure that land tenure conflicts do not arise from restoration actions. This phase will include community outreach directed at collecting local knowledge of wetland management as well as establishing community restoration plans and agreements on long term maintenance and commitments to wetland management. This process has been carried out successfully in a limited number of areas by the MADS-AF project and as such is being used as a best practice for this process. Guaranda, San Jacinto del Cauca, Majagual and Achi will be targeted as they are located in

19 | P a g e

the prioritized wetland areas. Activities and costs will be agreed on by communities and will form a part of the restoration plan as a formal community agreement.

Community agreements will include the following:• The names of responsible community leaders and their duties;• Description of work in quantifiable terms and photography to show the current situation of the work

site;• The total amount of work-hours required to complete the work;• The means of recruiting local people to undertake the work;• The tools and materials that will be purchased throughout the program• The means of verifying the completion of agreed works (before and after photographs)• The means of verifying the work-hours by establishing a time sheet• Description of how tools will be distributed in the community after the completion of the works • The start and end-date of the Community Agreement.

The land ownership aspects of these community agreements are supported by a land tenure diagnoses developed by NAF. Based on this, NAF, the National Planning Department and the National Land Agency will build a multipurpose cadaster through government co financing and work to regularize all the land ownership at the eleven municipalities of La Mojana.

An estimated one hundred restoration management plans will be enacted (depending on county size and community agreement), each covering an average of 400 ha to cover the full the 40,000 ha of wetland area.

The monitoring system created under the restoration plan will be managed and housed by the Institute Alexander von Humboldt which is consistent to their role as the investigative arm of the SINA. An impact evaluation framework will be used within the monitoring system to ensure that wetland impacts are being assessed. Direct monitoring will be enacted by the women’s group of La Mojana who will be trained to develop this activity as detailed in Activity 2.2.4 Monitoring will include the use of relevant variables such as changes in plant structure and composition, presence of wildlife, changes in water levels, extent of flooding as well as monitoring of total suspended solids which will allow assessment of changes in sedimentation. Women’s groups of La Mojana will be trained to collect the needed samples and record observations on paper and photographic form which will then be collected and housed by the Institute Alexander von Humboldt.

2.2.2 Implementing community restoration plans for integrated wetland restoration plan.

Co-financing funds from environmental local ministries and the NAF will be used in the implementation of the community restoration plans enacted under Activity 2.2.1. An estimated 100 integrated wetland management restoration plans will be implemented by communities under the guidance of the Institute van Humboldt. While the MADS and the Institute Alexander von Humboldt may guide the wetland restoration activities, the actual restoration work will be developed by members of the communities themselves. This strategy will: 1) build community ownership of the wetland restoration processes and 2) provide training to the communities on wetland management and restoration practices thus addressing the immediate barriers caused by the lack of technical capacity of communities in water and natural resources management. Community identification for this intervention will be concerted with the regional and local Governments that will identify target communities located in the most strategic wetlands.

Each community restoration plan will provide a basis for activity planning. Women’s organizations and community members from nearby communities that partook in the planning process will be directly involved. This practice builds upon the successful experiences of the MADS-AF project in which women and children from nearby wetland communities were involved in restoration work. The NAF will work with the MADS and the Institute Alexander von Humboldt to guide the restoration activities and training programs for the involved communities.

20 | P a g e

Co-financing form the NAF will also be used for the restoration of 50kms of wetland channels. This will have the objective of regaining the hydraulic connectivity of wetland channels that have been degraded by reduced precipitation and occurrence of extreme events (floods and droughts), as well as the construction of dams and roads. Channel restoration will be guided on the basis of a prior connectivity study developed by NAF and will ensure full compliance with ESS framework.

2.2.3 Create ecosystem compatible livelihoods.

Project funds for this activity will be used to identify best practices in wetland management for agro-productive activities that maintain the natural balance of the wetland, which includes the management of community nurseries for plant supply used in reforestation activities. Project resources will be used to support an estimated 18,379 people residing in the restoration areas by identifying economic opportunities and best agro-productive practices that are compatible with long term wetland management and are available to the people.

GCF funds will thus be employed in conducting market assessments to identify climate resilient livelihood options in line with the community restoration plans such as fishing, harvesting medicinal plants, adapted agriculture and etc. Resources will also be used for consultations with communities, investigation of best practices appropriate for wetland management and analysis of feasibility and market development. Special consideration will be given to economic opportunities led by women (the management of native species nurseries, harvesting and etc.). The assessments will be conducted through a local university or research institution, that will act as a service provider to the program in areas of agro-ecosystems livelihood diversification research, in conjunction with the Institute Alexander von Humboldt, who will be leading the restoration activities. Extension and training will be implemented by the agro extension service described in Activity 4.2.

These activities will build on analysis of lessons learnt and good practices generated from a number of initiatives and institutions, including the MADS-AF project (specifically in aspects such as wetlands restoration, home gardens, silvopastoral systems, efficient irrigation and water management), Institute Alexander von Humboldt (wetlands restoration and biodiversity, ecosystems services and land use monitoring), Federation of Cattle-ranchers of Colombia (Fedegán) – through its Colombian Sustainable Cattle Ranching project-, and the National Federation of Rice Farmers (Fedearroz)- Through its research and applied programmes on climate, environmental change, soil, water, seed, agricultural work and social aspects.

2.2.4 Enhance women’s leadership in ecosystem restoration informed by climate change risks.

This activity will contribute to the empowerment of women residing in the restoration areas who undertake activities that promote ecosystem restoration by taking climate change risks into account. GCF funds will be directed towards the designing of curricula, training materials and workshops for approximately 8,526 women who reside in the restoration targeted areas. Through the funds, women’s roles in wetland ecosystem restoration, monitoring and incorporating correct wetland management in their home practices will be enhanced. Training and targeting of the women will be done through the 35 existing women’s associations in La Mojana, many of which have already been actively establishing nurseries of native plant species for their restoration in the region. The training program will be designed jointly by the Institute Alexander von Humboldt and the National Adaptation Fund and will be implemented by the rural extension institution identified in Activity 4.2. The training provided will be focused on wetland management, including adaptive agro-productive activities, and will include information regarding the environmental services provided by the wetland systems for adaptation (particularly as buffers for flooding) as well as a comprehensive view of restoration activities, its impacts and monitoring. Through this activity, women will have a leading role in the restoration process as well as in subsequent monitoring activities, with a specific role in observing and monitoring the buffer capacity of wetlands in absorbing flood water and in water management (filtering) services. This activity will serve not only as a tool to empower women and the existing women’s associations but also as a way to ensure that women have a leading role in protecting the wetland restoration process and policing their use in the future.

2.2.5. Develop code of practice for cattle livestock along the wetlands.

21 | P a g e

Activity 2.2.5 will use GCF funds to address a key driver of wetland degradation and support the long term sustainability of community wetland restoration plans by developing a code of good practices for cattle livestock in wetlands. The code of good practices will include provisions for limited cattle access to wetland restoration areas, processes for defining minimum pasture cover and grazing periods, among others. The code will be designed in consultation and through socialization with the 66 cattle associations in the region (such as FEDEGAN). Based on participatory exercises, it will support the definition of a management plan for cattle-ranching in La Mojana, proposal of good practices for cattle ranching (suitable areas and periods for grazing, improvement of pasturelands, silvo-pastoral practices) and provisions to limit cattle access to wetland conservation areas. Enforcement of the code will be through the cattle associations themselves who will generate social pressure for the compliance of their members. This code of conduct will be a useful tool to the Ministry of Agriculture, can be extended for use in other environmental fragile areas in Colombia or can be transformed into a formal normative action after the lessons learned from this programme have been institutionalized.

Through this activity the Cattle Ranchers Association will be strengthened to enforce the application of the code and support compliance among their members. The Colombian Sustainable Cattle-Ranching project (lead by Fedegan) will provide technical assistance to the restorations plans based on relevant lessons learned, support the elaboration of the management plan with a territorial/landscape approach specific for La Mojana and will support the implementation of good practices among local farmers. All those activities will be implemented in close coordination with National Cattle Ranchers Federation (Fedegan) in such a way that technical assistance that this organization provides to their members involve best practices for La Mojana and promote agreements to reduce pressure on wetlands. It is important to high light that cattle ranchers recognize that increasing pressure on wetlands affect the productivity and efficiency of their business, so cattle ranchers are willing to implement alternative practices that reduce risks of economic loses.

Promoting a landscape approach for restoration would also contribute to reduce pressure of cattle ranching on wetlands. The Project is intended to support local farmers in the implementation of silvopastoral systems and best practices for cattle –ranching, integrated to restoration measures and involved in the proposed community restoration plans (Activity 2.2.1, Activity 2.2.2). These actions will build on existing experiences of the MADS-AF project, which has successfully been promoting cattle ranching best practices integrated to wetland management in close coordination with the Colombian Sustainable Cattle Ranching project lead by the. More details about the Landscape Approach for wetlands restoration can be found in the Section 5.2 of - Feasibility Study. In order to prevent risks, best practices resulting from the code of practice also will be involved in the integrated rural extension program that will be implemented under Output 4, Activity 4.2.

Enacting this code of best practices is a simple and cost-effective solution to address a key driver of wetland degradation, thus ensuring the long term sustainability of wetland restoration. It will also create awareness among large land owners that have not been addressed through the project but whose involvement is important to ensure proper landscape management for the wetlands and continued ecosystemic adaptive functions. This activity will also serve to complement the GoC’s efforts to invest in sustainable livestock production through silvo-pastoral strategies in the region. Together these practices will also promote sustainable landscape management for the wetlands.

Output 3. Improved Early Warning Systems for Climate Resiliency

Output 3 will apply GCF funds to enhance the current early warning system through improved monitoring and forecasting capacity, increased hydrological coverage, and the dissemination of regional and productive relevant alerts that are tailored to users’ needs and communication channels. Management arrangements for the implementation process will include national government agencies such as IDEAM, the local environmental authorities (Corporaciones Autonomas), and the Regional Forecasting Center that is being created with co-financing from the GoC.

Activity 3.1. Enhancement of EWS

22 | P a g e

GCF resources will be used to enhance the current early warning system in La Mojana by increasing the region’s forecasting capacity through real time data processing from the current stations, enhancing data management capacities and integrating data in the national monitoring system managed by IDEAM and the FEWS network. Funds will also be aimed at enhancing the ability of the networks to develop weather alerts with regional information that is tailored to users’ needs and communicated through relevant messaging and communication channels. Implementation will be managed by MADS (IDEAM) and through the Regional Forecasting Center, who will be responsible for system management and operation during and after the life of the GCF project.

Funds will be used for capacity building and staffing of expert meteorologists and hydrologists on meteorological, hydrological and climatological numerical modeling, data and signal analysis, building experience in GIS and GDB construction as well as purchasing hydromet equipment and software licensing for data modeling and forecasting. Specifically, funds be used for the following actions:

• Consolidation of the available climate and risk data for the region: This action will include the consolidation of hazard and risk maps, the analysis and completion of historical data, the identification of climate variability indicators for rainfall and temperature and consolidation of all available data for La Mojana from national and regional sources in GDB format.

• Integration of hydrological and regional models: This includes the construction of meteorological models to improve spatial and temporal resolution forecasts, integrating hydro- meteorological real-time stations, meteorological forecast WRF00 and hydrological and hydraulic modeling of La Mojana into the FEWS-Colombia system, and providing capacity training to local experts on meteorological, hydrologic and hydraulic modeling. These experts will work directly in the regional forecasting center.

• Installation of automatic hydromet equipment to increase coverage and of forecasting and data processing software: This includes hydromet and forecasting hard and software to ensure coverage of the 11 municipalities in La Mojana as well as to provide the system requirements to enhance forecasting and real time data monitoring. Investments have been prioritized by IDEAM based on a regional plan created for La Mojana to enhance its regional network. The acquired hydro meteorological stations will be integrated into IDEAM’s network. IDEAM will be responsible for their use and maintenance during and after the end of the GCF project. Forecasting software, server and equipment will be integrated into the Regional Forecasting Center that is being established at the University of Cordoba that will be responsible for operation and maintenance during and after the end of the GCF project. Hard and software to be acquired include:o Three new hydrological stations with rainfall and level sensors, a data collection platform, a Yagi

antenna, a satellite transmitter, a solar energy feeding system and protection system with a lightning rod and cabinet construction. Stations will be located as follows: 1 station along the Cauca River between existing La Coquera y Las Varas, 1 station along the San Jorge River between existing Marralú and San Antonio, 1 station along the Caribona River upstream the confluence with the Cauca.

o Two climatological stations with rainfall, temperature, humidity, atmospheric pressure, radiation, wind speed, path and direction sensors, a Yagi antenna, a data collection platform, a satellite transmitter solar energy feeding system, protection system with a lightning rod and cabinet construction. Locations of the stations are as follows: 1 in the San Jorge basin, 1 in the Cauca Basin.

o Forecasting software o Funds will also be used to refurbish the equipment of two hydrological stations located in the San

Jorge River basin to allow the generation of real time data and the integration of the data into the national system. This will be done by changing the water level sensors, adding a rainfall sensor, a Yagi Antenna, a GOES Satellite transmitter, a data collection platform and a solar energy feeding system.

• Capacity building to generate alert products based on continuous monitoring of all regional stations (those already existing and those that will be invested through Activity 3.2): This includes the generation of monthly agro bulletins; real time information products; alert bulletins at an hour, daily and weekly basis as well as 1, 3, and 6-month weather and climate prediction bulletins. Capacity

23 | P a g e

building will be geared at training meteorologists within the regional observation center and local environmental authorities (Corporaciones Autonomas) and will be focused on identifying specific alerts and messaging required to address climate and weather information needed by the users.

• Enhance capacity to reach communities with early alert messaging and ensure actionable results: This will include consultations with the existing risk management local committees (RMLC) as well as providing capacity building on EWS protocols and mobilization strategies, designing emergency evacuation plans at a community level and providing communication equipment (radio) to the RMLC (11 total) to ensure a direct communication line to community leaders in the case of emergencies. This action will harness the existing communication network (radio, television) that exists within the Universidad de Cordoba and will become an integral part of the early warning system.

Further information on the EWS, technical and budget details are presented in the Feasibility Study.

Output 4 Enhance rural livelihoods through climate resilient agroecosystems

Output 4 is focused on the promotion of agro-diverse and climate resilient crops in the region and the implementation of climate adapted productive practices to enhance rural livelihoods and enable resiliency to future climate outlooks for La Mojana. GCF funds under output 4 will be used for research and implementation of adaptive local agriculture and livestock practices to favor correct water management at a household, productive and landscape level. The output will enable water resiliency in the region to ensure that livelihoods are adapted to climate projections.

Activity 4.1. Conduct Agro-ecosystems based livelihood diversification research

To support climate-resilient agriculture practices in the region, GCF funds will support research on adapted agro-ecosystems. Local universities such as the Universidad de Cordoba and Universidad de Sucre and/or research institutions will act as a service provider to the project, in consultation with productive associations will be engaged in researching water efficient best practices for adapted agriculture, crop rotation and livestock production adapted to the region and their market impact. Both local universities have the capacity to conduct this activity as they have the research facilities and funding necessary to continue to the performance of this service once the program ends. Both Universities have demonstrated their interest to participate in this project and to continue this program beyond GCF funds. As the selected institution will be receiving GCF Funds for this action, selection will follow UNDP procurement rules to ensure compliance with UNDP criteria. Technical criteria for the identification of the service provider will also be based on their experience working in La Mojana region, as well as their capacity (human and institutional) to provide ongoing support and commitment beyond the length of the GCF project.

Investigation will also be made in the identification of local seed varieties that are resilient to flood and drought and that can provide alternative productive livelihoods for the region. Technical information to develop technological packages for best practices will be recorded based on project implementation, systematized for their use in the region and utilized to project possible yields and income derived from their use. Results will be shared among rural extension service providers and financial institutions in the case that they provide loans to the productive associations. Lack of this information has often prevented accurate predictions on yields and risks that are difficult to predict without highly technical inputs.

To ensure that local knowledge, particularly that associated to indigenous groups, is collected and built upon, the service provider will be instructed to support directly at least 9 indigenous associations (cabildos) to lead collection of local knowledge and identification of traditional productive practices relevant for climate change adaptation as well as to facilitate, with GCF funds, the in-field testing of those production practices in their communities. In field experimentation will be led by the cabildos (indigenous associations) in their own communities and fields under the guidance of the service provider (to ensure scientific standards), who will then work to record and systemize the information. Through this effort the project will promote local knowledge as well as provide a forum to rescue

24 | P a g e

traditional adaptive practices and create and opportunity for local communities to define their own adaptive solutions.

An agroproductive territorial management map that will support improved landscape and water management in La Mojana will be developed. Information derived from this activity will be structured in technological packages (set of best practices) to guide the information disseminated through the climate resilient agriculture extension service (Activity 4.2). A partnership will be formalized with the government Unit for Rural Agro Livestock Planning for long term sustainability and impact as well as with FEDEARROZ and FEDEGAN.

Activity 4.2 Improve rural extension for climate resilient adaptation and production

GCF resources will be used to design and implement an integrated technical assistance programme through extension services targeted to train a minimum 17,000 to 20,000 local producers to cover the 17,722 Agricultural Production Units recorded in the last agricultural census. Extension services will include water supply practices, wetland restoration, agro-ecosystems and early warning systems as well as promoting and socializing the best practices and research identified through Activity 4.1 for the diversification of agroecosystems. GCF funds will also be used to tailor the extension program to support the maintenance of water supply schemes identified in Output 2 as well as to support beneficiaries of the home gardens who will be implementing Activity 4.3.

The technical assistance programme will be provided by a local university (such as the Universidad de Cordoba, Universidad de Sucre) or research/learning institute that will act as a service provider to the project. As they will be receiving GCF Funds for this action, selection will follow a competitive tender process that prioritizes local learning centers and ensures that all bidders must comply with UNDP criteria. Technical criteria for the identification of the service provider will also be based on their experience working in La Mojana region, their experience providing rural services, their level of expertise in rural productive development (a nationally recognized school or program associated with the institution that specializes in productive rural development) as well as their capacity (human and institutional) to provide ongoing support throughout the length of the GCF project.

The rural extension programme will use a farmer field school approach that implements participatory methods in which the land users have the opportunity to learn about specific crop production problems and solutions through their own observation, discussion and participation in practical learning-by-doing in their own land/parcels. Curricula development will be in association with agriculture associations, communities, women’s group and indigenous cabildos. Its design will be based on the following analysis to be conducted as part of this activity: i) characterization of target areas and activities ii) assessment of target potential beneficiaries, their needs, and local extensions workers. This assessment will allow the formation of rural extension units (REU), which will group a number of municipalities or farmer associations depending on the characteristics of the territory and needs for facilitation in training implementation and execution of capacity building activities. The service provider will be in charge of creating and implementing participatory capacity building plans targeted for each REU based on their needs (per activity) and special circumstances. An REU tailored for indigenous peoples will be implemented in indigenous communities to ensure that training and capacity building considers traditional knowledge and best practices related to climate change adaptation. The extension work will complement GoC’s efforts and government co-financing to provide productive extension services for rice and cattle production to larger productive units.

The service provider will work with the information produced in Activity 4.1 and will work with the community leaders and productive associations to provide training on how to implement best practices for correct water management in the region, and how to use of climate resilient crops and adapted agriculture techniques appropriate for La Mojana. This will ensure that not only communities receive training but also that local extension officers are created, thus enhancing local field capacities and life time of the project.

Activity 4.3 Improve water resource management in vulnerable households for food production systems

This activity will support the establishment of home gardens as sustainable household food systems to reduce household vulnerability during extreme events such as floods and droughts. These gardens will not only address

25 | P a g e

immediate household climate vulnerability but will also diversify food consumption in the region thus addressing region wide climate vulnerability. The gardens will be built using techniques to reduce drought risks (such as irrigation, soil and water conservation and agro-ecological practices), as well flood damages (such as using elevated garden beds or linear dikes). Through the use of water efficient practices such as drip water irrigation and the re use of grey water, households will be ensuring correct water management to address the water scarcity in the region. In order to meet the demand of water hungry staple crops at a household level, households with enough means are currently digging informal wells to compensate for water shortages thus exacerbating ground water sources. This activity prevents this phenomenon by building upon an existing best practice implemented by the NAF through the MADS-AF project in three municipalities of La Mojana. The experiences from the MADS-AF demonstrate benefits both in household income and health (due to greater variety of food). For further technical details of adaptive home garden techniques pleases see the Feasibility Study.

Through the GCF project, the experience from the MADS-AF will be up scaled to include all households (totaling 4,878) located in rural disperse communities that in turn have been identified as the most water vulnerable (Activity 2.1.1).

Activity 4.3.1. Improving household water use for climate resiliency

Rural disperse households will receive a home garden preparation kit that includes material to prepare a homemade filter made of sand, clay and gravel to enable the reuse of household grey water and soil to elevate the garden beds and provide plastic covering to make them resilient to floods, crop shading and mulching. This will prevent evaporation of water and the fitting of recycled hoses and sprinklers as irrigation pipework. Support from the rural extension program will be provided through activity 4.2 to guide households in the preparation of their home gardens including the creation of filters and treatment of grey water for irrigation. These technologies are simple and require little maintenance. The initial capital cost will be provided through GCF funds to facilitate uptake; however, the cost of maintenance will be the responsibility of the households themselves. It should be noted that the experience from the MADS-AF has shown that the total cost of the gardens is offset by the households after the first year as a result of extra income from trading or selling the planted crops as well as by the reduction of food expenses.

Activity 4.3.2 Enable crop diversification for climate change resiliency

This activity will be focused on establishing nurseries, fields and seedbanks for crop research of local seeds and varieties to their resilience for climate change and their suitability for home gardens. Research will be focused on collecting, testing, and systemizing best agricultural practices for home gardens including the creation of dry gardens (through mulching and drought resilient crops), implementing methods to address soil fertility through soil treatment or the planting of leguminous trees and other barriers that have been faced in various parts of the region.

Research and investigation will be conducted through the use of the service provider for Activity 4.1 and through community engagement (community producer associations), particularly women and indigenous groups (cabildos) who are already actively creating local nurseries to ensure seed provision. The promotion of best practices and knowledge exchange among the households will be implemented through the service provider in charge of Activity 4.2.

Research activities will include:• Identification of native crops to be prioritized through this initiative based on their value (nutrition,

local preferences and diet) to the community as identified through household surveys and their potential economic value as well as to their resiliency to flood and extended dry periods. Crop identification should also be sensitive to the specific conditions of each district within La Mojana to ensure local solutions.

26 | P a g e

• Replication and in field testing of best practices and their endurance to extended dry seasons and flood conditions as well as temperature increase. Information will be collected on productive techniques and costs, resiliency, yields and environmental impact.

• Systematization of the information produced through the infield testing through the creation of technological packages and manuals and information targeted at rural extension workers, productive associations, rural financial institutions, rural development practitioners and communities.

The research will test and build upon the anecdotal experiences, local knowledge and best practices that have been identified through the MADS-AF home garden program so that they may be packaged and up scaled throughout the region. This includes highly specific information needed for planting and to predict projected yields for each crop variety.

To ensure that local knowledge, particularly that associated to indigenous groups, is collected and built upon, the service provider contracted through Activity 1.2 will support directly at least 9 indigenous associations (cabildos) to lead the collection of local knowledge and identification of traditional productive practices relevant for climate change adaptation as well as to facilitate with GCF funds the in-field testing of those production practices in their communities. In field experimentation will be led by the cabildos (indigenous associations) in their own communities and fields under the guidance of the service provider (to ensure scientific standards), who will then work to record and systemize the information for replication. Through this effort the project will promote local knowledge provide a forum to rescue traditional adaptive practices and create opportunities for local communities to define their own adaptive solutions.

ii. Partnerships :

Implementing Partner and Responsible parties for project implementation are the following:

Output Activities Entity in charge / Responsible

Party

1. Systemizing knowledge management and dissemination of the impacts of climate change on water management

1.1 Develop technical models and guidelines to enable decision making for long term water management planning for La Mojana

NAF

1.2 Management of adaptation knowledge on water resources

NAF

2. Improved water resources management by vulnerable households and communities

2.1 Establish Climate Resilient Water Solutions NAF

2.2 Increase resilience of natural ecosystems and ecosystems-based livelihoods

UNDP

3. Strengthened Early Warning Systems

3.1 Strengthen monitoring and early warning systems MADS

27 | P a g e

4. Enhanced climate-resilient agroecosystems-related rural livelihoods

4.1 Conduct Agroecosystems livelihood diversification research

NAF

4.2 Enhance climate resilient agro-extension programmes UNDP

4.3 Improve water resource management in household-level food production

NAF

Main partners that will support Responsible Parties to achieve results will be:

Institution Link with the project outputs

Role

Ministry of environment and sustainable development – MADS

2.2 Increase resilience of natural ecosystems and ecosystems-base livelihoods

The Ministry will lead the implementation of activity 2.2 providing guidelines, in coordination with regional environmental authorities and the Institute for Investigation of Biological Resources Alexander von Humboldt, to ensure that restoration is carried out with a landscape analysis approach and harmonized with national restoration policies and other regulations. The Ministry will act on the lessons learned from the baseline adaptation projects in La Mojana that have successfully employed a four-phase methodological approach for the prioritization, socialization and implementation of restorative actions

Institute of Hydrology, Meteorology and Environmental Studies – IDEAM/MADS

3.1 Enhancement of EWS IDEAM/MADS will provide technical guidelines and accompanying the process of strengthening the early warning system for La Mojana region. They will also coordinate the maintenance and operation of the hydrometeorological warning system, and with the University of Córdoba will define the best way to process the information collected and distribute it to the communities in a timely manner.they should include, during the implementation of the EWS, recommendations made by entities such as the Ministry of Environment and the Disaster Risk Management Unit. This partnership will also allow to integrate data in the national monitoring system managed by IDEAM and the FEWS network.

Ministry of agriculture and rural development -MADR

4.1 Conduct Agro-ecosystems based livelihood diversification research4.2 Improve rural extension for climate resilient adaptation and production4.3 Improve water resource management in vulnerable households for food

The Ministry will be responsible for advising on the decisions required for the implementation of output 4 activities. It will also be responsible for using the lessons learned from the project on rural development adapted to climate change for the construction of public policy, plans, programs and projects for the sector in different parts of the country.

28 | P a g e

production systemsRegional environmental authorities – CARs

1.1 Develop technical models and guidelines to enable decision making for long term water management planning for La Mojana2.2 Increase the adaptive capacity of natural ecosystems and ecosystems-based livelihoods3.1 Enhancement of EWS

The CARs will be responsible for giving sustainability to the restoration processes carried out by the project, including a strategy within its three-year plans in order to provide support and assistance to the communities in actions that maintain the recovered areas.They will also be responsible for hosting the results of the studies of activity 1.1 to improve the decision-making on their jurisdiction, in relation to the sustainable management of the water resources.Additionally, they will be involved in the decisions related to the implementation of the EWS, with the purpose of taking advantage of the communication resources and others with which the Corporations count.

Presidential agency for international cooperation – APC

4.3 Improve water resource management in vulnerable households for food production systems

The cooperation agency will support decisions related to the training processes that will be developed with the project, ensuring that their methodologies and lessons learned are replicable in other areas of Colombia and in other countries within the framework of South-South cooperation

Ministry of Housing, Cities and Territory - MVCT

2.1. Establish Climate Resilient Water Solutions

In charge of providing advice on the actions planned in activity 2.1 related to the implementation of climate resilient water solutions, with the purpose of articulating these actions with the projects carried out by the national government on water and basic sanitation. In addition, the lessons learned from the implementation of water solutions that will be financed with GCF funds can be configured as inputs for the development of public policy, as well as plans, programs and projects that promote alternative water use resilient to the climate in other areas of Colombia

National Organization of Indigenous - ONIC

4.2 Improve rural extension for climate resilient adaptation and production4.3 Improve water resource management in vulnerable households for food production systems

Responsible for providing advice on relationship strategies with indigenous communities in the region of La Mojana, as well as taking the recommendations or claims of these communities to the technical and management committees. It will be guarantor of the effective inclusion of the indigenous peoples present in La Mojana in the strategies agreed with them, such as the research strategy for crop diversification and recovery of native seeds and climate resilient varieties (Act 4.2.2), and in the implementation of the rural extension program that will have a specific Rural Extension Unit for indigenous communities where training and capacity building will be led by them to ensure the inclusion of traditional knowledge (Activity 4.3)

National Council of Women Rights - ACM

2.2. Increase the adaptive capacity of natural ecosystems and ecosystems-based livelihoods

The counseling will be the guarantor of the effective application of the gender action plan proposed in the framework of the project. It will also provide advice at all times on the gender equity approach in the execution decisions of the project.

Institute for Investigation of Biological Resources Alexander von

2.2. Increase the adaptive capacity of natural ecosystems and ecosystems-based livelihoods

Responsible for the conceptual and methodological development of the restoration strategy, as well as the formulation and accompaniment of landscape restoration plans that will be implemented by the communities, ensuring, during the different stages of construction of the plans, the

29 | P a g e

Humboldt – IavH/ MADS

active participation of the local communities. In addition, it will carry out the participatory monitoring strategy and support the process of formation of the communities for the implementation of the strategy.The products described previously must be agreed and approved by the MADS.

Regional Universities (Cordoba´s University and Sucre´s University)

4.1 Conduct Agro-ecosystems based livelihood diversification research4.3 Improve water resource management in vulnerable households for food production systems

They will provide support to the research process in diversification of livelihoods based on agroecosystems, providing elements of analysis on issues such as efficient water management for agriculture adapted to climate change, and crop rotation and adapted agricultural production.They will be able to take charge (after completing a competitive process) of the field implementation of the rural technical assistance program in the topics identified in activity 4.3.

iii. Stakeholder engagement :

The project was developed with significant multi-stakeholder discussions and participation. More than 600 people participated in several consultations conducted between November 2016 and February 2017. The National Adaptation Fund, the National Planning Department, the Ministry of Environment and Sustainable Development and UNDP led the discussions. Local authorities and community-based organizations have also been fully engaged in the process. At the national level several agencies were fully involved such as the Ministry of Housing and Water, the Ministry of Agriculture and Rural Development, the Presidential Agency for Cooperation, the IDEAM and Humboldt Biological Research Institute (both ascribed to the MADS).

The following table highlights the stakeholder Engagement Strategy detailing out the stakeholders for the outputs and activities for the lifetime of this project

OUTPUT ACTIVITIES STAKEHOLDER1. Systemizing knowledge management and dissemination of the impacts of climate change on water management

1.1 Develop technical models and guidelines to enable decision making for long term water management planning for La Mojana

Ministry of Housing and Water, National Geologic Service, Local communities, IDEAM, Ministry of Agriculture and Rural Development

1.2 Management of adaptation knowledge on water resources

Presidential Agency of Cooperation, National Adaptation Fund, Ministry of Environment and Sustainable Development, Ministry of Agriculture and rural Development, Local public universities, regional environmental authorities

2. Improved water resources management by vulnerable households and communities

2.1 Establish Climate Resilient Water Solutions

National Adaptation Fund, Ministry of Environment and Sustainable Development, Ministry of Housing and Water, local authorities, communities

2.2 Increase resilience of natural ecosystems and ecosystems-based livelihoods

Regional Environmental Authorities, Alexander von Humboldt research Institute, Ministry of Environment and Sustainable Development, local communities

30 | P a g e

3. Strengthened Early Warning Systems

3.1 Strengthen monitoring and early warning systems

IDEAM, local public Universities, Regional Environmental Authorities, Local Governments, community based organizations

4. Enhanced climate-resilient agroecosystems-related rural livelihoods

4.1 Conduct Agroecosystems livelihood diversification research

Ministry of Agriculture and Rural Development, Ministry of Environment and Sustainable Development, National Adaptation Fund, Regional Environmental Authorities, Local Governments, community based organizations

4.2 Enhance climate resilient agro-extension programmes

Ministry of Agriculture and Rural Development, Ministry of Environment and Sustainable Development, National Adaptation Fund, Regional Environmental Authorities, Local Governments, community based organizations

4.3 Improve water resource management in household-level food production

Ministry of Agriculture and Rural Development, Ministry of Environment and Sustainable Development, local public universities, National Adaptation Fund, Regional Environmental Authorities, Local Governments, community based organizations

More details are presented within the Environmental and social management framework in the section of the stakeholder engagement and consultation plan.

iv. Mainstreaming gender :

A gender assessment to provide an overview of the gender situation in Colombia with a specific focus on integrated water management in La Mojana region was developed; to identify gender issues that are relevant to the project; and to examine potential gender mainstreaming opportunities. As result of the assessment, the main issues regarding women's vulnerabilities and capacities to face Climate Change were identified:

Women’s participation in community meetings is limited for several reasons (meetings are far from their homes and it is expensive to get there or patriarchal cultural patterns inhibit them). That means they will not have the same information regarding the effects of Climate Change in their communities including to water access which prevents them from taking the necessary measures and action against climate change.

Women's roles in the management of natural recourses are not valued among the communities or the institutions. For these reasons the project and the community initiatives usually do not take into account their knowledge and needs.

Female household have less resources to face not only the effects of Climate Change, but also the productivity of their land in general. Female households not only have less access to land, machinery and knowledge but they live in single-parent households and they do not have a partner to share responsibilities with.

The visible and invisible gender-based violence not only inhibits their participation, but also undermine their self-esteem and their trust making them more vulnerable to Climate Change impacts.

The lack of co-responsibility for family related issues not only undermine the importance of women's role but also relegate them to certain tasks considered of less importance (cooking for the community meetings for instance) and also causes them not to have time to participate or acquire the knowledge and expertise to diversify their employment opportunities.

Considering these barriers, specific actions were proposed in order to address them during all phases of the project. The actions include (a detailed Gender Mainstreaming Plan is included in Annex 5):

OUTPUT ACTIVITIES ACTION

31 | P a g e

1. Systemizing knowledge management and dissemination of the impacts of climate change on water management

1.1 Develop technical models and guidelines to enable decision making for long term water management planning for La Mojana

Ensure that the differentiated water needs of men and women, including water access and ground water solutions are addressed in the decision makers guide.Ensure that the developed training plan for national and municipal environment and water authorities is gender-mainstreamed.

1.2 Management of adaptation knowledge on water resources

Identify gaps in access to information for men and women, categorize tailored dissemination methods to ensure that equitable access to information is providedEnsure equitable participation of men and women in the development of training material and in workshops, and training activities.Ensure integration of gender perspectives in the training materials and knowledge management tools.Ensure the inclusion of gender-based approach in all of the program’s components.

2. Improved water resources management by vulnerable households and communities

2.1 Establish Climate Resilient Water Solutions

Ensure equitable participation of both men and women in water supply solutions, adaptation of existing water infrastructures and in the installation and maintenance of rainwater-harvesting tanks.Ensure women’s participation in water committees by formulating and implementing criteria pertaining to water committees.Prioritize female-headed households’ access to water through formulation and implementation of a protocol.

2.2 Increase resilience of natural ecosystems and ecosystems-based livelihoods

Ensure equitable participation of men and women in wetlands restoration processes.Ensure the recollection of sex-disaggregated data and the gender analysis in the wetlands restoration and productive landscape planning process.Carry out a study on the participation of women in current productive practices and methods in wetland areas to identify which activity is being lead or developed by women.Ensure women’s participation in identifying best practices in wetland management for agro-productive activities and stimulate their active participation in these activities through capacity building and strengthening existing women’s organizations.Promote leadership of women in wetland management and restoration through specific scientific based training on wetland monitoring protocols and overall wetland management.

3. Strengthened Early Warning Systems

3.1 Strengthen monitoring and early warning systems

Design early warning systems that ensure women and men have access to information via the most appropriate communication channels.Ensure gender related issues are addressed in the development and implementation of training procedures for generating early warning alerts and protocols

32 | P a g e

Engage proactively with men, women, local communities and municipal authorities in consultations, to ensure the identification of high-priority factors pertaining to the early warning system for both men and for women.Ensure women’s participation in the implementation and use of the hydrometeorological stations.Ensure the messages transmitted through the Regional Forecasting Center and IDEAM are important and relevant for women and men.

4. Enhanced climate-resilient agroecosystems-related rural livelihoods

4.1 Conduct Agroecosystems livelihood diversification research

Include gender desegregated information in terms of economic and sector based participation in the agro-productive map that will be developed from the activityDevelop a knowledge-exchange process between gender mechanisms (national and local), the university and the Rural Woman Program (Ministry of Agriculture) in order to profoundly examine the role of women in adaptive agriculturalsystems, including in all phases of the production cycle.Ensure equitable participation of men and women in the development of adaptive technological packages. Taking into consideration access to inputs (machinery, seeds, etc.)Include the development of a technological packages/ productive techniques that address the areas of participation where women are most active.

4.2. Enhance climate resilient agro-extension programmes

Ensure equitable participation of men, women, women’s groups and communities in the technical assistance programme.Ensure that the rural school extension approach is planned so that it is located in a manner that is conducive to women’s participation (near to where women meet and at appropriate times).Use the analysis conducted in Activity 2.2 and 4.1 to inform the training on implementation of best practices on water management and use of climate resilient crops and adapted agriculture techniques.Ensure that women within the communities are playing a lead role in the rural extension program.

4.3. Improve water resource management in household-level food production

Ensure that home vegetable garden adaptation kits established are focused on female-headed households.Empower women through the creation and/or strengthening of organizations involved in the use and preservation of drought- and flood-resistant seeds, and plant supply nurseries.

The project will yield positive outcomes related to health and well-being, decision making, access to resources, livelihoods, and income generation for women through the project interventions. The time saved through an improved, and in the case of rural disperse households direct, access to clean water supply will facilitate the participation of women in other economic activities. The governance structures created and the role of community leaders will in turn expand women’s sphere in decision-making. Women through their involvement in project actions, will benefit from training and educational activities as part of the rural extension program and knowledge management activities and exchanges related to climate change, adaptation and water management. This in turn will serve to empower them within the community.

The project will contribute to the implementation of Colombia’s normative and policy framework, aiming at reducing the current gender gap. These frames include the Political Constitution of Colombia and its Article n. 43

33 | P a g e

that includes special considerations about women discrimination, and the Gender Equity Public Policy that seeks to guarantee that all women can exercise their rights based on equal principles and no discrimination.

v. South-South and Triangular Cooperation (SSC/TrC) : this section should describe how the project intends to use SSC/TrC to achieve and sustain results, if applicable.

The partnership with the Presidential Cooperation Agency will allow the sharing of knowledge and lessons learned through its South-South and Triangular Cooperation programs, seeking to contribute to sustainable development and positioning of Colombia in the world. The agency has committed to the project, through a letter of co-financing, with the dissemination of experiences in other regions vulnerable to climate impacts of the country and with other countries in the region.

vi. Knowledge :

Component 1 has the purpose of systematizing, managing and disseminating knowledge regarding the impacts of climate change on water resource management. This will address a main barrier identified when designing the project that included a limited access to knowledge management products by local communities, productive associations and local government on water management planning to climate change including best practices, wetland dynamics and resilient agriculture. The studies that will be conducted under Activity 1.1 will be integrated into Regional Autonomous Corporations systems (CAR) with the purpose of providing guidance for making decisions in the territory. These studies will be accompanied by training activities that will support longer term institutional capacities in these areas and will help them use the model in future planning processes.

The knowledge management program and data bank to be set up through Activity 1.2 will also benefit from the project’s investment in on-field testing of climate resilient crops and techniques as well as from the development and of the collection of best productive practices compatible with wetland management. This information will be collected and made public through the data base and will provide inputs to the training activities and the rural extension service. The rural extension program will ensure that research on adapted livelihoods and on the ground investigation regarding best agro-ecological practices are recorded and packaged in a manner that can be used by rural extension workers and even financial institutions when analyzing loans. The execution of the extension program also facilitates the sharing of lessons learned in the region on subjects of high impact at a household level such as water treatment and management as well as household irrigation systems for home gardens.

The generation of a knowledge base and the involvement of national level agencies has been designed to facilitate the scaling up and replication of the proposed at a wider national level in the future. As such, the knowledge management program and data bank foreseen in Activity 1.2 will be managed by NAF in coordination with the University of Cordoba and University of Sucre, as well as the Presidential Cooperation Agency (with a key role of continued dissemination of lessons and good practices and fostering South-South cooperation). This will support upscale potential and replication at a regional, national and possible international level. Linking the program through the GoC’s Col-Col Program facilitates the dissemination of this lessons in a cost effective and seamless manner.

The Ministry of Environment and Sustainable Development, under the Climate Change Division is also a beneficiary of this information and will use it for the formulation of different public policies. The training materials will be used for the implementation of the Integrated rural extension program for climate change adaptation described in Output 4.

V. FEASIBILITY

34 | P a g e

i. Cost efficiency and effectiveness :

The effectiveness of proposed solutions has been tested in a number of national projects at varying scale. This involves solutions for water supply, home gardens for household food-security, wetland restauration, and climate early warning system that have been piloted through the project Reducing risk and vulnerability to climate change in the region of La Depresión Momposina in Colombia (Implemented by GoC with UNDP support, funded by the Kyoto Adaptation Fund). The actions planned for the rural extension programme are based on methods and processes well tested through the project “Inclusive Rural Economic Development Strategies for transforming Colombian agriculture” (IRED) implemented by UNDP Colombia, and through experience developed by the National Technical School (SENA). The geographic, hydro-climatic and socio-economic suitability of the recommended activities offer the most effective and efficient solutions to the climate induced risks on local water resources in La Mojana region of Colombia.

The project is substantially co-financed through the National Adaptation Fund, the main government funding vehicle for the implementation of the Climate Change Adaptation Action Plan for La Mojana. In addition, government staff and local communities will provide in-kind co-financing in terms of staff time and facilities. The Climate Early Warning deliverables will be fully integrated into IDEAM’s institutional and technical structure and system. The project and broader programme will build synergies with related initiatives, particularly with those of key national and regional producer associations, like FEDEARROZ and FEDEGAN.

The costs of investments have been estimated using comparable benchmarks from other initiatives, including unit costs of installations for rainwater harvesting facilities, refurbishment of micro-aqueducts, or restoration of a Ha of wetland, as these are presented in the detailed budget breakdowns of the technical sheets attached to the Feasibility Study presented with the Funding Proposal and also included as an annex 15 to the project document.

Community participation in the implementation and operational stages will ensure cost-effectives of the investments, particularly in the monitoring of restoration activities, the development of the water supply infrastructure at a household and community level as well as in the installation of the home gardens. Previous experience shows that in many instances (e.g. for nursery operations, water supply installations, etc.) labour is usually volunteered by communities. The RWHs, micro-aqueducts, home gardens and nurseries for wetland restoration will be managed by the communities, thereby reducing the operation and maintenance costs for the government in the long term (coordinated with Municipal support). Similarly, the community contribution (coordinated through IDEAM and local education and research institutions involved) to the management of hydro-meteorological stations can make the maintenance cost-effective because this will reduce the inputs (travel, salaries and accommodation) from the project. The data collected by the communities from the manually operated rainfall and river flow gauges will be made available to IDEAM, which will enhance the current weather information database, and the resolution of forecasting, reducing operation costs of government agencies. University of Cordoba would house and run the Regional Forecasting Center for La Mojana, to ensure that information is available and the forecast and alert services continue once the project ends, after that the University will support the regional forecasting center, in terms of annual server and workstations maintenance, as well as personal required to process the data collected and disseminate the information.

Alternative solutions were considered in the design of the proposed interventions: RWH and micro-aqueducts are the 2 most viable alternatives for year-round drinking water in the region,

and RWHs systems have been prioritized also considering cost-effectiveness, while existing micro-aqueducts will be refurbished with technologies that are more cost-effective (e.g. solar powered pumps that have less O&M costs than pumps with fuel engine). Both of these water solutions are locally managed schemes by communities which are more cost-effective than larger infrastructure extending the reticulated water supply system from town centers too remote and disperse rural communities the

35 | P a g e

project targets. The use of local technology for the development of the RWH and involving the community directly in its development ensures cost efficiency as well local appropriation.

According to the results of the Financial Analysis presented within the Funding Proposal: Output 1 aims to improve the decision making capabilities of the stakeholders involved such as the municipalities in the long run by equipping them with models, data banks and associated training materials. Output 2.2 will prepare and implement community restorations plans for 41,532 ha of the wetlands (lentic ecosystems) and the restoration of 127 km of wetland channels (lotic ecosystems). Output 3 will enhance the current early warning system through improved monitoring and forecasting capacity, increased hydrological coverage, and the dissemination of regional and productive relevant alerts that are tailored to users’ needs and communication channels. Output 4, except for Activity 4.2.1, is not intended to generate direct cost savings or incremental revenues for the households. The activities mentioned above result in benefits that are macro-economic and indirect. These benefits are larger-good in nature and accrued directly to the environment and the ecosystem, before indirectly impacting the livelihoods through improved productivity. Hence, financial analysis isn’t considered pertinent for this output, given the long-term, public good nature of these activities that are unlikely to generate any significant direct and quantifiable financial benefits to any of the project stakeholders.

Detailed financial analysis, however, has been conducted for Activity 2.1, Activity 2.1.1, Activity 2.1.2. Activity 2.1.3 and Activity 4.2.1 and was presented with the Funding Proposal. The FIRR computed in accordance with the GCF guidelines for Activity 2.1, Activity 2.1.1 and Activity 2.1.3 is higher than the WACC / hurdle rate when the GCF grants supplement the GoC co-financing, thus ensuring financial viability and operational sustainability. GCF funding is proposed to be used judiciously to finance primarily training/capacity building/technical assistance/social mobilization costs, with government co-financing being used largely to fund installation of assets etc..

ii. Risk Management : Complete the UNDP risk log template included in Annex based on the risk information provided in section G.2 Risk Factors and Mitigation Measures in the GCF funding proposal. This risk table will then be entered into the online UNDP project risk log in Atlas by the UNDP Country Office. The following standard text must be completed and included in the UNDP GCF project document:

Risk factors associated with the project implementation include technical and operational, social and environmental. Risks are considered to be low to moderate, and mitigation measures have been identified to minimize effects. Please see Risk Log in Annex for full details on risk management.

As per standard UNDP requirements, the Project Manager will monitor risks quarterly and report on the status of risks to the UNDP Country Office. The UNDP Country Office will record progress in the UNDP ATLAS risk log. Risks will be reported as critical when the impact and probablity are high (i.e. when impact is rated as 5 and probablity is 1,2,3,4, 5 or when impact is rated as 4 and probability is rated at 3 or higher). Management responses prepared by PMU, reviewed, vettted and cleared by UNDP, to critical risks will also be reported in the Annual Project Report (APR).

iii. Social and environmental safeguards :

The project has been screened against UNDP’s Social and Environmental Standards Procedure and is determined to be a moderate risk (Category B project). An Environmental and Social Management Framework was developed in the design of the project and will be followed and monitored during the implementation of the project. Specific project risks are briefly listed below, together with appropriate mitigation measures that were presented and approved by the GCF. Any potential deviations from the ESS screeneing requires prior identifiation and will require

36 | P a g e

a discussion with UNDP-Global Environmental Finance Unit, and possibly also the GCF Secretariat, in order to determine appropriate ways to move forward.

EnvironmentThe project is expected to have some short term small to medium scale environmental impacts particularly in relation to Output 2, resilient water supply solutions (introducing rainwater harvest and storage facilities and refurbishing existing micro-aqueducts), and the wetland channel reconditioning actions. The risks are mainly related to earth works to be undertaken for the installations of water supply small infrastructure (tanks, pipes, boreholes) and for the wetland channel works. These risks will be mitigated through the preparation of a full site evaluation to be undertaken to assess all sites. Further, any excavations, which are currently anticipated to be extremely minor, will follow the erosion and sediment control plan contained in the Environmental and Social Management Framework. The plan should contain aspects including but not limited to the installation of sediment curtains to reduce sediment movement and the quick placement of footing material. These impacts will be spatially and temporally restricted. It will be also assured that any earthworks will be undertaken during the dry season and compacted sufficiently to reduce sediment movement.

In terms of climate change impacts, the project will not result in the production of significant emissions. Emissions will be restricted to works associated with the development of the rainwater tank pads, the use of solar panels in place of electrical/fuel based pumping systems and the rehabilitation works undertaken in the wetland and channels that includes landscape management solutions with silvopastoral and agroforestry practices.

The water supply and wetland rehabilitation measures will have significant long lasting environmental and social benefits, including the provision of year-round and safe water supply that will also have positive impact on health conditions, or the enhancements in biodiversity conservation and provision of access to water transport and fishing through the restored wetlands and channels. It should be also noted that a healthy wetland can provide significant mitigation benefits through sequestering carbon dioxide.

SocialThere are limited social impacts associated with the project. These include potential beneficiary conflict on water use from communal water tanks, that will be mitigated through the functions of the Community Action Groups that will serve as local water associations. There is the potential for the project to impact on archaeological heritage (an extensive pre-Hispanic system of channels, ridges and embankments). Through proper planning and consultation with the community, and in particular Indigenous Peoples, there is less likely to be an impact to archaeological and cultural heritage in the form of the channels. It should be noted that both UNDP and the Adaptation Fund are well aware of the hydraulic system (small canals) developed during the Pre-Hispanic Era. These canals have been documented and mapped out by both parties to guide their own work in the La Mojana region and will continue to do so to avoid any impact to these zones. The tentative UNESCO Heritage area is in fact focused in 2 of the 11 municipalities included within the project, none of which have been targeted for any intervention through wetland and canal restoration. It should also be noted that particular consultations were held with representatives of the Afro Colombian community and the Zenú indigenous people habiting La Mojana (from communities to the level of the High Regional Council of the Zenú People), and as a result an Indigenous People’s Planning Framework was developed for the project and will be monitored throughout the project implementation.

GenderThe project has 201,707 indirect beneficiaries, of which 49% are female. The project was designed in consultation with women’s organizations and CBOs in the field and through a structured consultation. As a result, a Gender Action Plan has been drawn up, specifying gender-oriented actions in each of the activities that have been included within the project planning particularly in output 2. Women´s leadership is particularly recognized in activities

37 | P a g e

related to ecosystem restoration and monitoring, as well as in managing home gardens as a key means to ensure household food security in the face of climate change risks.

Grievance Redress MechanismThe project has developed a Grievance Redress Mechanism to ensure any complaints or concerns are fully addressed. The project allows those that have a complaint or that feel aggrieved by the project to be able to communicate their concerns and/or grievances through an appropriate process. The Complaints Register and Grievance Redress Mechanism set out in the Environmental and Social Management Plan and to be used as part of the project will provide an accessible, rapid fair and effective response to concerned stakeholders, especially any vulnerable group who often lack access to formal legal regimes. The Grievance Redress Mechanism utilizes existing frameworks that have been proven to work in Colombia through a two tier structure.

Social and environmental complaints by communities and people affected by the project can be submitted to UNDP’s Social and Environmental Compliance Unit (SECU). SECU will respond to claims that UNDP is not in compliance with applicable environmental and social policies. Complaints can be submitted by e-mail to project.concerns@undp.org or the UNDP website. Project-affected stakeholders can also request the UNDP Country Office for access to appropriate grievance resolution procedures for hearing and addressing project-related social and enviornmental complaints and disputes. Environmental and social grievances will be monitored and reported in the annual APR.

iv. Sustainability and Scaling Up :

The proposed project has been designed in close consultation with and involvement of relevant government agencies at the national, regional and local levels, as well as with community based organizations in the target area of La Mojana. These consultations and discussions, combined with tried and tested models for improved and resilient water management that are detailed out in the Feasibility Report presented with the Funding Proposal and included as an Annex to this Project Document (Annex 15) provide the project with a sound approach and suite of interventions which are implemented with strong community participation and engagement of local officials. Building on this foundation, the project ensures that the investments as well as the results of the interventions are sustained beyond the project period and in the longer-term through the following elements of project design and implementation.

A key innovative feature of the project is the strengthening of associative capacities of community and farmers’ through participatory approaches. This represents key arrangements towards longer term sustainability and replicability of the adaptation measures introduced at community level. Output 2 of the initial project will manifest in establishing and strengthening community water associations for the operation and maintenance of the rainwater harvesting and storage facilities and the micro-aqueducts. These water associations will be attached to existing community governance structures and elected from community members by the assembly of Communal Action Committee, and as part of an O&M manual to be developed through the project, it will define minimum water tariffs (according to economic possibilities of the community) to cover infrastructure maintenance costs. The formalization of these will be done through community revolving funds that will be housed in local financial institutions, as well as om support arrangements harmonized between the community associations and the municipalities. Associative and co-management arrangements will be promoted also for the longer term and sustainable management of wetland conservation efforts, involving local communities and landlords, and the application of a code of practice for livestock. This will build up on the lessons learned from past projects including the MADS-AF project.

The longer term sustainability of the project investments will be assured through a combination of elements and mechanisms that builds ownership and the technical, financial, operational and institutional capacities of the

38 | P a g e

national and sub-national governments and local communities to maintain and derive economic, social, environmental benefits from the proposed investments:

Leveraging co-investments by the National Adaptation Fund and considerable community co-investments for the proposed activities in the installation and O&M of water solutions, home gardens and wetland restauration processes. The project will thereby promote ownership and catalyse further public sector financing to sustain activities beyond the project lifetime

Building on and further strengthening the community associative structures rooted into existing community governance frameworks, such as the Community Action Groups and community water boards, will have a key part in O&M functions of the decentralized water supply solutions to be introduced and wetland conservation efforts as well as the producer associations that will give continuity to the agricultural livelihood related measures. Under the MADS-AF projects, community councils and dialogue platforms (roundtables) were created and can be replicated and harnessed for longer term sustainability of the acquired community’s capacities.

Establishing a regional interagency water board, through the GoC’s co-financing contribution, will serve as an interagency planning mechanism to ensure that all planning decisions (economic, development, infrastructure) streamline water management impact and use in the region for the long term.

Building partnerships with regional and national Universities and Research Centres for the long term and continuous provision of training programmes, supported through the development of training materials, and knowledge management and communication actions of the propose project. These partnerships will also support institutional functions, such as the provision of climate early warning information, e.g. through the envisaged Regional Forecasting Centre, to be operated through the University of Cordoba, or the provision of support to wetland monitoring functions by the Institute for Investigation of Biological Resources Alexander von Humboldt

Building on traditional systems with innovative climate-resilient technologies and best practices, particularly considering the traditional knowledge of use and management of wetlands and natural wetland channels, or the operation of micro-aqueducts and home gardens that will be enhanced with adaptation techniques and technologies, in order to continue to operate these for recurring benefits that will ensure operational and financial viability beyond the project period;

Promoting entrepreneurship among communities and producer associations to deliver a suite of new technologies for water resilient agriculture and agro-ecosystems, drinking water and climate information. The project will particularly target women as stewards of wetland restoration, home gardening and water supply functions, which will increase livelihood options and income sources that will enable financial viability and impact of the project beyond its lifetime.

Supporting institutional capacities of regional and municipal authorities to ensure O&M costs are budgeted into municipal and regional development plans, while territorial planning instruments (POMCAS, POTS) will ensure systematization of wetland conservation processes.

Promoting low maintenance technological solutions through the project to ensure that O&M costs are minimal requiring little else than manual effort (cleaning of tanks, maintenance of home gardens). This will be linked to considerable technical support to communities to ensure that they have the capacities to maintain these solutions and ensure their quality.

Prospects for financial sustainability of the results/impacts beyond the lifetimeof the project need to be tracked and monitored closely on an annual basis. Risks associated with long term financial sustainability of the results/impacts need to be identified and measures introduced to minimize such risks. The tracking of such risks should be captured in the annual performance review.

The following O&M arrangements are built into the project design. Systemizing knowledge management and dissemination of the impacts of climate change on water management for planning (Output 1): The studies conducted under Activity 1.1 will be integrated into Regional Autonomous Corporations systems with the purpose of providing guidance for making decisions in the territory. These studies will be accompanied by training activities that will support longer term institutional capacities in these areas and

39 | P a g e

will help them use the model in future planning processes. The knowledge management program and data bank to be set up through Activity 1.2 will be managed by NAF with support from the University of Cordoba and University of Sucre, as well as the Presidential Cooperation Agency (with a key role of continued dissemination of lessons and good practices and fostering South-South cooperation). The Ministry of Environment and Sustainable Development, under the Climate Change Division is also a beneficiary of this information and will use it for the formulation of different public policies. The training materials will be used for the implementation of the Integrated rural extension program for climate change adaptation described in Output 4.

Resilient water supply solutions - rainwater harvesting and micro-aqueducts (Output 2): Equipment will be sourced with low-maintenance and long life considerations. Longer term O&M functions will be sustained by households themselves as well as by municipal authorities. In the case of community solutions, these are comprised of small household groupings (4) that will collect a small fee from users to cover maintenance costs, the project will work with the groupings to establish water boards and develop revolving funds as mechanism to house water collection fees from which O&M costs will be sourced. Municipalities will provide O&M budget for spare parts and bigger repairs as needed (e.g. tanks, solar pump, wells). Community water boards and associations will also be enhanced these currently have the capacity and experience to collect small fees from communities.

Wetland restoration (Output 2): Long term maintenance of restored wetlands will be carried out by local community-based association and women groups, which will be trained in managing nurseries and related activities, so that they can continue future restoration projects in the area. The process will promote a landscape productive approach to restoration and wetland management that will ensure that livelihoods will not be substantially impacted or may be complemented through creating alternative livelihood options as incentives such us ecotourism, fishing and handicrafts from none timber products. Regional Environmental Authorities (Corporacion Ambiental Regional -CAR) will integrate restoration strategies as part of their three-annual year term plans and continue with the restoration process, supported by local communities aware of the importance of this activity and trained to continue leading local processes.

Wetland reconditioning will be supported by Communal Action Groups, especially by women, fishermen and boat owners as main beneficiaries. Labour force from the community is expected to develop these activities. Municipal and regional environmental authority will invest resources to ensure the provision of machinery (backhoe), if needed, as is the current practice. UNDP and NAF will work with the CARs to ensure that they have the capacities and are able and directly working with communities to ensure the long term sustainability of restoration investments within the wetlands.

The code for livestock production, to be developed through the project and the silvo pastoral support to livestock producers to be financed through GoC co financing will also serve to support wetland conservation against unsustainable livestock practices.

Early Warning System (Output 3): New hydrological and climatological stations will be integrated to IDEAM network. In that sense, IDEAM will ensure sustainability of these stations. O&M annual costs will be close to US$19,500 and will come from their operation annual budget. Annual server and workstations maintenance after the end of the project (US$63,500) will be assumed by University of Cordoba who will run the regional forecasting center under its own budget and with the support of the NAF that has set aside initial funding (as co-financing to this project) to establish the regional forecasting center in La Mojana. These institutions will then invest resources to ensure the provision of spare parts and maintenance in general as is the current practice. The maintenance of the software investments and data processing required for the regional forecasting center will be assumed by the University of Cordoba with support of the NAF. Regional Environmental Authorities could also ensure the sustainability of the EWS, processing data and disseminating the information to the communities during and beyond project cycle through the local authorities as well as the local emergency committees based in each municipality.

40 | P a g e

Home gardens (Output 4): As per current practice, home garden operations have a strong community component, in which main actors from the Community Action Groups and women have a very important role. While men`s role will be important for setting up the gardens (physical work in preparing beds, fencing, elevated structures), women will have the key role of cultivating and maintaining the gardens. Women will be supported by capacity building and extension program to adopt the above mentioned techniques through learning by doing approach. The project will additionally provide communities with start-up training on best practices, including operations and maintenance processes and techniques, and will articulate the results of this program with the expected phase 2 of the project which will focus on more resilient agro-ecosystems. Low maintenance practices are preferred in the present approach. Only periodic maintenance of the elevated gardens beds and irrigation systems is anticipated.

Operation and Maintenance arrangements, including availability of financing from co-financiers need to be tracked and reported in the annual performance review.

v. Economic and/or Financial Analysis : See following sections from the GCF proposal: E.1 Economic and Financial Analysis; F.2 Technical Evaluation

The economic analysis of the project was carried out in accordance with the Guidelines for the Economic Analysis of Projects of United Nations Development Program. The economic efficiency of the investment was determined by computing the economic net present value (NPV) with an assumed 10% discount rate, and the economic internal rate of return (IRR). For consistency purposes, all proposals developed with the support of UNDP have opted to use a 10% discount rate, in line with the existing practice of multilateral development banks.

Economic values (costs and benefits) are all measured in real terms of 2017. Economic costs of the project are net of taxes, duties, and price contingencies. Furthermore, the analysis assumes a shadow wage rate of 1.00 for unskilled and semi-skilled labour in Colombia. Provided that the economic cost of labour in Colombia is expected to be lower than the market wage rate (financial cost), we expect this assumption leads to significantly over-estimating the economic cost of the project, and under-estimating the true net economic value of the project.

As is common when undertaking the economic analysis of investment projects, numerous assumptions were used to delineate the “with project scenario” from the “without project scenario”. These assumptions are presented and discussed in details below. Assumptions were always made so as to under-estimate the true net economic value of the proposed investment project.

Output 2, 3, and 4 have been subjected to an economic analysis. The cost of output 1 and 5 have been distributed across Output 2, 3, and 4.

Output 2: Water supply provisionThe project aims to provide an additional 20L of water per household per day across households. For purpose of sensitivity analysis, the willingness-to-pay is assumed to range between $0.02 and $0.08. The net present value (NPV) and internal rate of returns are presented in Table 1 below. The economic analysis shows the favourable economic efficiency of the project even at low willingness-to-pay.

Table 1Water Supply Provision: NPV and IRR

NPV (if WTP = 0.12) 49,440,690 NPV (if WTP = 0.08) 14,148,691 NPV (if WTP = 0.06) - 3,497,30

41 | P a g e

8

NPV (if WTP = 0.04)- 21,143,3

07 IRR (if WTP = 0.12) 22.0%IRR (if WTP = 0.08) 13.6%IRR (if WTP = 0.06) 9.1%IRR (if WTP = 0.04) 3.7%

Output 2: Ecosystem and channel restorationEven under these conservative assumptions, the NPV of Output 2.2 is shown to reach in excess of $715 million, with an internal rate of return of approximately 60.9%.

Early warning systemsEarly warning systems have demonstrably shown capable at saving lives. Early warning systems (EWS) have been subjected to several economic analyses around the world. The benefits include direct tangible benefits (in the form of damage avoided by households and various sectors due to appropriate responses by utilizing the lead time provided by the early warning) as well as indirect tangible benefits such as avoidance of production losses, relief and rehabilitation costs, and costs involved in providing such services. All show high economic returns, with the benefit–cost ratio ranging from 7.33 (Fiji) to 558 (Bangladesh). A key factor explaining these results is that EWSs are cost–effective ways of saving lives, preventing injuries, and reducing damage to assets and infrastructure associated with extreme events.23 In this economic analysis, only the benefits of saving statistical lives are accounted for. In doing so, the analysis may significantly underestimate the total benefits of the projects as the mitigation of damages to assets and properties are not included. Under conservative assumptions, this component of the project delivers positive NPV (Table 2).

Table 2Early Warning Systems: NPV and IRR

NPV if statistical lives saved is 2.9 $21,753,022NPV if statistical lives saved is 1.5 $8,479,109

IRR if statistical lives saved is 2.9 45.9%IRR if statistical lives saved is 1.5 26.6%

Home gardensResults from the MADS AF project show considerable income gains for households with home gardens. Households that plant a variety of garden crops, such as peppers, tomatoes, beans, and squashes have yielded incremental net incomes of approximately $1,135 per year. This value accounts for reductions in household spending on food and any income that a household receives from selling surplus yields. For purpose of sensitivity analysis, we have assumed a value of incremental benefit of $1,135 per garden per year, $900, $700, and $500.

As shown in Table 3, even if net incremental benefits were less than half of what has been estimated in other projects, this output yields a positive net present value and an IRR in excess of 10%.

Table 3

23 Teisber, T.J. and R.F. Weiher. 2009. Benefits and Costs of Early Warning Systems for Major Natural Hazards. Global Facility for Disaster Reduction and Recovery, World Bank. Washington, DC. Other references also include: Carsell, K.M. et al. 2004. Quantifying the benefit of a flood warning system. Natural Hazards Review 5(3): 131-140.

42 | P a g e

Early Warning Systems: NPV and IRR

NPV if 1,135 20,678,992NPV if 900 13,284,633NPV if 700 6,991,561NPV if 500 698,489

IRR if 1,135 27.3%IRR if 900 21.4%IRR if 700 16.2%IRR if 500 10.7%

Overall, each key output of the project (Output 2, 3, and 4) yield a positive net present value under a set of conservative assumptions. As shown above, the results are not sensitive to scenarios where expected benefits are assumed to be significantly lower than otherwise estimated in a baseline scenario.

Economic Efficiency of Entire ProjectWe have assessed the economic efficiency of the entire project under the worst case scenario where the willingness-to-pay for incremental water is assumed to be $0.04, the net operational benefits of gardening is assumed to be $500, and the number of statistical lives saved is assumed to be 1.5. The internal rate of return is estimated to be 35.9% under this worst case scenario.

We have also computed the economic efficiency of the project assuming that the value of statistical lives saved were to be nil (or alternatively, that the early warning system would result in no lives saved). In this circumstance, the internal rate of return of the entire project decreases to 35.3%. This result indicates that the economic efficiency of the project does not depend on including the economic benefit of saving statistical lives in the analysis.

Financial AnalysisLa Mojana is highly vulnerable to climate risks and has suffered repeated economic losses and damages from natural disasters over several decades. In addition, climate change induced pressures are straining the already stressed water sources in the region, affecting both supply and quality. Climate change projections forecast higher average temperatures, reductions in average overall rainfall but increases in extreme precipitation and drought across La Mojana. A new disaster and climate risk management model for La Mojana based on adaptive and not reactive solutions needs to be adopted to ensure long term resiliency to climate change scenarios. Once implemented, these measures will help local authorities better manage flooding and overcome water shortages during periods of prolonged dry seasons. The measures will significantly reduce the vulnerability of people, communities and their assets. More than 203,918 people, the total rural population residing in Colombia’s La Mojana region, will be direct beneficiaries, with a further 201,707 people benefitting indirectly.

The project will deliver 4 outputs, these are further classified into activities and sub-activities. In accordance with the UNDP Guidelines for the Financial Analysis of Projects, the financial analysis has been carried out only for activities and sub-activities that can produce direct and quantifiable benefits in monetary terms, either to the beneficiaries or to the capital providers. Only Activity 2.1.1, Activity 2.1.2, Activity 2.1.3 and Activity 4.2.1 result in direct quantifiable savings or incremental revenue generation for the beneficiaries and hence only for these activities, the financial analysis has been conducted.

43 | P a g e

For Activity 2.1.1, Activity 2.1.2 and Activity 2.1.3, when the GCF grants are replaced with high cost micro-credit from domestic MFIs, the investments turned out to be financially unviable since the Financial IRR (FIRR) computed in accordance with the GCF guidelines is lower than the WACC / hurdle rate. However, for Activity 4.2.1, even with the high cost MFI loans replacing the GCF grants, the project continued to be financially viable. In line with the FIRRs calculated, beneficiaries under Activity 4.2.1 (home gardens) can potentially be asked to pay. However, it should be noted that the calculation was made without factoring labor and time and other inputs required to grow crops within these home gardens. Field analysis also showed the unfeasibility of a loan as a financial mechanism for these households due to: 1) high rural dispersion rate of the target population-50kms- that elevate operative costs, beyond the cost of the loan, for financial institutions 2) lack of predictable and provable income from the target population 3) lack of access to collateral 4) little financial literacy. Currently only 4.2% of all microfinance loans made nationally are directed to rural areas in Colombia, in the case of rural disperse populations the rate is negligible

In summary, the financial analysis clearly demonstrates and directs that the GCF funding in the form of grant is much needed to achieve the financial viability of activities Activity 2.1.1 (RWH – Households), Activity 2.1.2 (RWH – Communities) and Activity 2.1.3 (Mini Aqueducts). It can also be seen that the Output 2,1, which comprises the above mentioned sub-activities, does not turn financially viable even under improved benefits or reduced costs, as shown by the sensitivity analysis. While the financial analysis indicates the financial viability of Activity 4.2.1 (Home gardens), in-field analysis demonstrated this solution to be unfeasible for the target population.

44 | P a g e

VI. PROJECT RESULTS FRAMEWORK

This project will contribute to the following Sustainable Development Goal (s): Goal 13: Take urgent action to combat climate change and its impacts. Goal 6: Ensure availability and sustainable management of water and sanitation for all.

This project will contribute to the following country outcome included in the UNDAF/Country Programme Document: UNDAF 2.4: Colombia will have achieved greater resilience and socio-environmental sustainability to face the effects of climate change, take advantage of sustainable natural resources and effectively manage disaster risks

This project will be linked to the following output of the UNDP Strategic Plan: 1.4.1 Solutions scaled up for sustainable management of natural resources, including sustainable commodities and green and inclusive value chains

GCF Paradigm shift objectives: Increased climate-resilient sustainable development. - Increased community and local capacity to manage climate change related risk and vulnerability in La Mojana-

Objective and Outcome Indicators Baseline Mid-term Target End of Project Target Assumptions

SDG indicatorsBased on those defined in the Global indicator framework and with the indicators prioritized by GoC in the CONPES 3918 “Strategy for the implementation of the SDGs in Colombia”

Number of people affected in their assets, infrastructure or livelihoods after the impact of a recurring event, per 100,000 inhabitants (13.1).

Proportion of local governments that adopt and implement local disaster risk reduction strategies in line with national disaster risk reduction strategies (13.1.3)

Access to drinking water in rural areas measured through the percentage of the population that accesses adequate water supply methods, with respect to the total population (6.1).

Areas in the process of restoration – hectares (15.1)

http://unstats.un.org/sdgs/indicators/database/

4056824

3

0

0

3861725

5

49%

40000

35690

11

49%

40000

The national designated authority-DNP- is also responsible (with the DANE) for monitoring and updating progress in the implementation of the SDGs, therefore, the inclusion of the project information in national indicators platforms will be coordinated with the DNP, according to the guidelines defined in the CONPES.

24 Based on the total number of people affected during La Niña – 2010 in the 11 municipalities of La Mojana (162.272 affected in a total population of 405.625)25 Based on the total of beneficiaries of all components (19512 from rural disperse population). The assumption for mid-term target is 40% and the other 60% at the end of the project.

45 | P a g e

UNDP Strategic Plan Indicators1.4.1.2 Natural resources that are managed under a sustainable use, conservation, access and benefit-sharing regime: Area of land under improved sustainable land management regime (hectares)

0

0 40000

FUND LEVEL IMPACT: Fund level Impact:A2.0 Increased resilience of health and well-being, and food and water security

A2.1 Number of males and females benefiting from improved health due to safe drinking water supply despite climate shocks and stresses

A2.2 Number of food secure households (in ‐areas/periods at risk of climate change impacts)

A2.3 Number of males and females with year-round access to reliable water supply despite climate shocks and stresses.

0

0

0

99,832 with access to safe drinking water

4,878 with home gardens installed

99,382 with access to water infrastructure

* of which 49% are women

99,832

4,878

99,382

* of which 49% are women

Completed water infrastructure

Households and communities are properly trained in the use and maintenance of water infrastructure

Completed installation of home gardens

Fund level Impact:A4.0 Improved resilience of ecosystems and ecosystem services

A4.1 Area (ha) of habitat rehabilitated (e.g. reduced external pressures such as overgrazing and land degradation through logging/collecting); restored (e.g. through replanting); or protected (e.g. through improved fire management; flood plain/buffer maintenance)

A4.2 Area of agroforestry projects, forest-pastoral systems, or ecosystems –based adaptation systems established or enhanced

0

0

40,000 Ha Under community restoration plan

40, 000 Ha Under community restoration plan

40,000 Ha

40,000 Ha

PROJECT OUTCOMES: Project OutcomesA7.0 Strengthened adaptive capacity and reduced exposure

Number of vulnerable households with improved productive activities, climate related services and climate resilient plans and strategies to respond to climate

People, of which 49% are women

405,625 people, of which 49% are women

Infrastructure, adapted rural life activities and climate services are completed and implemented successfully in the 11 municipalities

46 | P a g e

to climate risks variability in La Mojana of La Mojana covered by project

Project OutcomesA6.0 Increased generation and use of climate information in decision making‐

Number of climate information products/services in decision making in ‐climate sensitive sectors developed, ‐delivered, and used

0 products/services with none targeted to women

2 Climate information products/services relevant to communities that incorporate gender sensitive messaging

Regional Forecasting Center is operational and with capacity to deliver relevant climate information. Partnerships with regional productive associations are made to identify relevant needed products and leverage capacities in messagingGender considerations are appropriately identified

PROJECT OUTPUTS: Project Outputs1. Strengthened understanding and systemizing knowledge of the impacts of climate change on water management in La Mojana

1.1 Water management in line with climate projections for the region integrated into local planning instruments (POTS, etc.) and decision making

3 municipalities ,0 departments,0 (CARs)

1 government plan per municipality, 1 government plan per department and 1 government plan per local environmental authority (CARs) that streamline water management

Development and use of: 1 decision maker guide on the use of water quality and flow model, 1 multipurpose land registry incorporating territorial water management, 1 data bank.

Willingness of government and local associations to absorb knowledge specific to climate change impact on water management produced by the project

Government and local authorities are willing to adjust existing planning instruments

Alignment project implementation timeframes to cycle of planning and Government priorities

GoC coordination in place for development of land registry

1.2 Local stakeholders have access to information and increased understanding of the impacts of climate change on water management (tools, people trained)

0 mayor ships, 0 districts, 0 CARs, 0 SSCLIMA nodes

Each mayorship (11), district (4) and local environmental authorities (4), and SSCLIMA nodes reference project

47 | P a g e

derived information on adapted local water management in their formal decision making processes

Project Outputs2. Improved access and management of water resources in the region

2.1Number of households with year round access to reliable and safe water supply

0 24,958 households with access to 40 L per household per day during dry period up to 120 days, meeting national quality standards

No major disaster occurs in the project locations that may delay the implementation of water infrastructure at household and community-level as well as the ecosystem restoration work.

Sufficient rainfall can be collected to help achieve water security.

Local communities are interested in taking part in the ecosystems restoration work.

2.2 Ha of natural wetland with capacity to mitigate flooding (water flow and retention capacity)

0 40,000 Ha and 50 kms wetland channels

2.3 Ha of wetlands regulated under a productive landscape approach

0 40,000 Ha

Project Outputs3. EWS is established and implemented to protect and promote adaptive actions to climate change for agriculture and flood risk management

3.1 Percentage of population in La Mojana reached by community-based automated early warning systems and other risk reduction measures established (disaggregated by gender, locality and population dispersion).

0 100% of which 49% are women

Smooth integration of EWS into the national climate observation network

Sufficient capacities exists with the relevant authorities to uptake additional mechanisms under the EWS

Agro-hydrometeorological infrastructure established according to the timeline

Sufficient efficiency of the specialized communication systems for all the EWS

3.2 EW alerts with regional information are timely, communicated and promote action at all levels

0 1 agromet bulletin and weekly forecasts

EWS SOP in 4 districts with adjoining mobilization strategies

4. Climate resilient agro ecosystems enhancing

4.1 Number of technological packages developed that incorporate adaptive water management practices

0 10 of which 3 most be focused for women driven

No major disaster occurs in the project locations that may delay the implementation of the

48 | P a g e

rural livelihoods practices household climate resilient agroecosystems

Uptake of training and capacity building on development of climate resilient agricultural practices by local communities

4.2 Number climate resilient households (food supply and correct water management i.e. treatment and use)

1300 households, MADS-AF project

4,878 households

4.3 Percentage of productive units in the La Mojana implementing water adaptive productive practices

0 80% disaggregating those which are women led or made up of mainly female producers

49 | P a g e

VII. MONITORING AND EVALUATION (M&E) PLAN

The project results as outlined in the project results framework will be monitored and reported annually and evaluated periodically during project implementation to ensure the project effectively achieves these results.

Project-level monitoring and evaluation will be undertaken in compliance with UNDP requirements as outlined in the UNDP POPP and UNDP Evaluation Policy. While these UNDP requirements are not outlined in this project document, the UNDP Country Office will work with the relevant project stakeholders to ensure UNDP M&E requirements are met in a timely fashion and to high quality standards. Additional mandatory GCF-specific M&E requirements will be undertaken in accordance with relevant GCF policies.

In addition to these mandatory UNDP and GCF M&E requirements, other M&E activities deemed necessary to support project-level adaptive management will be agreed during the Project Inception Workshop and will be detailed in the Inception Workshop Report. This will include the exact role of project target groups and other stakeholders in project M&E activities including national/regional institutes assigned to undertake project monitoring.

i. M&E oversight and monitoring responsibilities:

Project Manager: he Project Manager is responsible for day-to-day project management and regular monitoring of project results and risks, including social and environmental risks. The Project Manager will ensure that all project staff maintain a high level of transparency, responsibility and accountability in M&E and reporting of project results. The Project Manager will inform the Project Board, the UNDP Country Office and the UNDP-GEF Regional Technical Advisor of any delays or difficulties as they arise during implementation so that appropriate support and corrective measures can be adopted.

The Project Manager will develop annual work plans to support the efficient implementation of the project. The Project Manager will ensure that the standard UNDP and GCF M&E requirements are fulfilled to the highest quality. This includes, but is not limited to, ensuring the results framework indicators are monitored annually in time for evidence-based reporting in the Annual Project Report, and that the monitoring of risks and the various plans/strategies developed to support project implementation (e.g. Environmental and social management plan, gender action plan etc..) occur on a regular basis.

Project Board: The Project Board will take corrective action as needed to ensure the project achieves the desired results. The Project Board will hold project reviews to assess the performance of the project and appraise the Annual Work Plan for the following year. In the project’s final year, the Project Board will hold an end-of-project review to capture lessons learned and discuss opportunities for scaling up and to highlight project results and lessons learned with relevant audiences. This final review meeting will also discuss the findings outlined in the project terminal evaluation report and the management response.

Project Implementing Partner: The Implementing Partner is responsible for providing all required information and data necessary for timely, comprehensive and evidence-based project reporting, including results and financial data, as necessary and appropriate. The Implementing Partner will strive to ensure project-level M&E is undertaken by national institutes, and is aligned with national systems so that the data used by and generated by the project supports national systems.

UNDP Country Office: The UNDP Country Office will support the Project Manager as needed, including through annual supervision missions. The annual supervision missions will take place according to the schedule outlined in the annual work plan. Supervision mission reports will be circulated to the project team and Project Board within one month of the mission. The UNDP Country Office will initiate and organize key M&E activities including the Annual Project Report, the independent mid-term evaluation and the independent terminal evaluation. The UNDP

50 | P a g e

Country Office will also ensure that the standard UNDP and GCF M&E requirements are fulfilled to the highest quality.

The UNDP Country Office is responsible for complying with all UNDP project-level M&E requirements as outlined in the UNDP POPP . This includes ensuring the UNDP Quality Assurance Assessment during implementation is undertaken annually; the regular updating of the ATLAS risk log; and, the updating of the UNDP gender marker on an annual basis based on gender mainstreaming progress reported in the Annual Project Report and the UNDP ROAR. Any quality concerns flagged during these M&E activities (e.g. Annual Project Report quality assessment ratings) must be addressed by the UNDP Country Office and the Project Manager.

The UNDP Country Office will support GCF staff (or their designate) during any missions undertaken in the country, and support any ad-hoc checks or ex post evaluations that may be required by the GCF.

The UNDP Country Office will retain all project records for this project for up to seven years after project financial closure in order to support any ad-hoc checks or ex post evaluations that may be required by the GCF.

The UNDP Country Office will retain all project records for this project for up to seven years after project financial closure in order to support any ex-post reviews and evaluations undertaken by the UNDP Independent Evaluation Office (IEO) and/or the GCF.

UNDP-Global Environmental Finance Unit (UNDP-GEF): Additional M&E and implementation oversight, quality assurance and troubleshooting support will be provided by the UNDP-GEF Regional Technical Advisor and the UNDP-GEF Directorate as outlined in the management arrangement section above.

ii. Audit : The project will be audited according to UNDP Financial Regulations and Rules and applicable audit policies on NIM implemented projects.26 Additional audits may be undertaken at the request of the GCF.

iii. Additional monitoring and reporting requirements:

Inception Workshop and Report: A project inception workshop will: a) Re-orient project stakeholders to the project strategy and discuss any changes in the overall context that influence project strategy and implementation; b) Discuss the roles and responsibilities of the project team, including reporting and communication lines and conflict resolution mechanisms; c) Review the results framework and finalize the indicators, means of verification and monitoring plan;d) Discuss reporting, monitoring and evaluation roles and responsibilities and finalize the M&E budget; identify national/regional institutes to be involved in project-level M&E; e) Identify how project M&E can support national monitoring of SDG indicators as relevant;f) Update and review responsibilities for monitoring the various project plans and strategies, including the risk log; Environmental and Social Management Plan and other safeguard requirements; the gender action plan; and other relevant strategies; g) Review financial reporting procedures and mandatory requirements, and agree on the arrangements for the periodic audit; andh) Plan and schedule Project Board meetings and finalize the first year annual work plan.

The inception report must be submitted to the GCF within six months of project start (i.e. project effectiveness). The inception report will be cleared by the UNDP Country Office and the UNDP-GEF Regional Technical Adviser, and approved by the Project Board.

26 See guidance here: https://info.undp.org/global/popp/frm/pages/financial-management-and-execution-modalities.aspx

51 | P a g e

GCF Annual Project Report (due 1 March each year of project implementation): The Project Manager, the UNDP Country Office, and the UNDP-GEF Regional Technical Advisor will provide objective input to the annual project report covering the calendar year for each year of project implementation. The Project Manager will ensure that the indicators included in the project results framework are monitored annually in advance so that progress can be included in the report. The APR will include reporting of: environmental and social risks and related management plans, gender, co-financing and financial commitments, GCF ‘conditions precedent’ outlined in the FAA, amongst other issues. The annual project report will be due for submission to the GCF in the first quarter of each year for the duration of the project. The last APR will be due for submission within 3 months after the project completion date.

The Annual Project Report submitted to the GCF will also be shared with the Project Board. The UNDP Country Office will coordinate the input of other stakeholders to the report as appropriate. The quality rating of the previous year’s report will be used to inform the preparation of the subsequent report.

Lessons learned and knowledge generation: Results from the project will be disseminated within and beyond the project intervention area through existing information sharing networks and forums. The project will identify and participate, as relevant and appropriate, in scientific, policy-based and/or any other networks, which may be of benefit to the project. The project will identify, analyse and share lessons learned that might be beneficial to the design and implementation of similar projects and disseminate these lessons widely. There will be continuous information exchange between this project and other projects of similar focus in the same country, region and globally.

Independent Mid-term Review (MTR): An interim independent evaluation report will be completed by March 2022. The findings and responses outlined in the management response to the interim independent evaluation will be incorporated as recommendations for enhanced implementation during the final half of the project’s duration. The terms of reference, the evaluation process and the evaluation report will follow the standard templates and guidance prepared by the UNDP IEO available on the UNDP Evaluation Resource Center (ERC). As noted in this guidance, the evaluation will be ‘independent, impartial and rigorous’. The consultants that will be hired to undertake the assignment will be independent from organizations that were involved in designing, executing or advising on the project to be evaluated. Other stakeholders will be involved and consulted during the evaluation process. Additional quality assurance support is available from the UNDP-GEF Directorate. The final interim evaluation report will be available in English and will be cleared by the UNDP Country Office and the UNDP-GEF Regional Technical Adviser, and approved by the Project Board.

Terminal Evaluation (TE): A final independent evaluation report will be completed by 2026. The final evaluation will take place upon completion of all major project outputs and activities. The final evaluation process will begin at least three months before operational closure of the project allowing the evaluation mission to proceed while the project team is still in place, yet ensuring the project is close enough to completion for the evaluation team to reach conclusions on key aspects such as project sustainability. The Final Independent Evaluation report is due for submission to the GCF within 6 months after the project completion date.

The Project Manager will remain on contract until the final evaluation report and management response have been finalized. The terms of reference, the evaluation process and the final evaluation report will follow the standard templates and guidance prepared by the UNDP IEO available on the UNDP Evaluation Resource Center . As noted in this guidance, the evaluation will be ‘independent, impartial and rigorous’. The consultants that will be hired to undertake the assignment will be independent from organizations that were involved in designing, executing or advising on the project to be evaluated. Additional quality assurance support is available from the UNDP-GEF Directorate. The final evaluation report will be cleared by the UNDP Country Office and the UNDP-GEF Regional Technical Adviser, and will be approved by the Project Board. The final evaluation report will be publicly available in English on the UNDP ERC.

52 | P a g e

The UNDP Country Office will include the planned project terminal evaluation in the UNDP Country Office evaluation plan, and will upload the final terminal evaluation report in English and the corresponding management response to the UNDP Evaluation Resource Centre (ERC).

Final Report: The project’s final Annual Project Report along with the final independent evaluation report and corresponding management response will serve as the final project report package. The final project report package shall be discussed with the Project Board during an end-of-project review meeting to discuss lesson learned and opportunities for scaling up.

Mandatory GCF M&E Requirements and M&E Budget:

GCF M&E requirements Primary responsibility

Indicative costs to be charged to the Project

Budget27 (US$)

Time frame

GCF grant Co-financing

Inception Workshop UNDP Country Office USD 11,000 add Within two months of project document signature

Inception Workshop Report Project Manager USD 2,500 None Within two weeks of inception workshop

Standard UNDP monitoring and reporting requirements as outlined in the UNDP POPP

UNDP Country Office None None Quarterly, annually

Monitoring of indicators in project results framework (including hiring of external experts, project surveys, data analysis etc…)

Project Manager Per year: USD 10,000

None Annually

GCF Annual Project Report (APR) Project Manager and UNDP Country Office and UNDP-GEF team

None None Annually

NIM Audit as per UNDP audit policies UNDP Country Office USD 5,000 None Annually

Lessons learned, case studies, and knowledge generation (using impact evaluation approaches)

Project ManagerPMU Knowledge Management Coordinator

USD 3,210,039 Project total USD 35,714 on year 6

Estimated Total

Monitoring of environmental and social risks, and corresponding management plans as relevant

Project ManagerUNDP CO

Per year: USD 5,286

add On-going

Monitoring of gender action plan Project ManagerPMU Gender SpecialistUNDP CO

Per year: USD 4,000

add On-going

Monitoring of stakeholder engagement plan

Project ManagerUNDP CO

Per year: USD 4,000

add On-going

Addressing environmental and social grievances

Project ManagerUNDP Country Office

USD 42,284 add Costs associated with missions, workshops, BPPS

27 Excluding project team staff time and UNDP staff time and travel expenses.

53 | P a g e

GCF M&E requirements Primary responsibility

Indicative costs to be charged to the Project

Budget (US$)

Time frame

GCF grant Co-financing

BPPS as needed expertise etc. can be charged to the project budget.

Project Board meetings Project BoardUNDP Country OfficeProject Manager

Per year: USD 2,500

None At minimum annually

Supervision missions UNDP Country Office None28 None Two per year

Oversight missions UNDP-GEF team USD 90,000 ¡Error! Marcador no definido.

None Troubleshooting as needed and for IDEAM site visits

GCF learning missions/site visits UNDP Country Office and Project Manager and UNDP-GEF team

None add To be determined.

Independent Mid-term Review (MTR) and management response

UNDP Country Office and Project team and UNDP-GEF team

USD 17,500 add March 2022

Independent Terminal Evaluation (TE) included in UNDP evaluation plan, and management response

UNDP Country Office and Project team and UNDP-GEF team

USD 17,500 add July 2026

Translation of MTR and TE reports into English

UNDP Country Office USD 10,000 add As required. GCF will only accept reports in English.

TOTAL indicative COST Excluding project team staff time, and UNDP staff and travel expenses

USD 3,613,111 35,714

VIII. GOVERNANCE AND MANAGEMENT ARRANGEMENTS

i. Roles and responsibilities of the project’s governance mechanism :

The project will be implemented following UNDP’s National Implementation Modality (NIM)29, according to the Standard Basic Assistance Agreement between UNDP and the Government of Colombia signed on May 29, 1974, and the Country Programme and policies and procedures outlined in UNDP’s Programme and Operations Policies and Procedures (POPP) (see https://info.undp.org/global/popp/ppm/Pages/Defining-a-Project.aspx).

The Implementing Partner for this project is the National Adaptation Fund (NAF) of Colombia . The Implementing Partner is responsible and accountable for managing this project, including the monitoring and evaluation of project interventions, achieving project outcomes, and for the effective use of UNDP resources. The Implementing Partner is responsible for:

28 The costs of UNDP Country Office and UNDP-GEF Unit’s participation and time are charged to the GCF Agency Fee.29 Refer to footnote 1 in the Project Document

54 | P a g e

Approving and signing the multiyear workplan; Approving and signing the combined delivery report at the end of the year; and, Signing the financial report or the funding authorization and certificate of expenditures.

UNDP, in agreement with the GoC, will provide extensive implementation support (support to NIM) as agreed in the letter of agreement (LOA) signed between NAF (public establishment with legal status attached to the Ministry of Finance and Public Credit, entity of the Government of Colombia) and the UNDP. UNDP will also provide oversight through the Country Office in Colombia, and BPPS/UNDP Global Environmental Finance Unit in Panama and HQ.

A Responsible Party is defined as an entity that has been selected to act on behalf of the implementing partner on the basis of a written agreement or contract to purchase goods or provide services using the project budget. In addition, the responsible party may manage the use of these goods and services to carry out project activities and produce outputs. All responsible parties are directly accountable to the implementing partner in accordance with the terms of their agreement or contract with the implementing partner. Implementing partners use responsible parties in order to take advantage of their specialized skills, to mitigate risk and to relieve administrative burdens.

The following responsible party will enter into agreements with NAF:

MADS, including its ascribed entities such as IAVH and IDEAM.

As it was agreed for this project the UNDP will implement output 4 -activity 4.2, and output 5 (PMU). During the first quarter of the project implementation, the UNDP will enter into an agreement with MADS in the direct support of the implementation of activity 2.2 and output 3 as has been requested by MADS. Based on the agreements of the prior consultation with the indigenous peoples, it was requested that UNDP act as technical and administrative manager of the resources related with activities implemented with indigenous communities. This decision will be presented to the project's steering committee during the first quarter in order to define the mechanism of implementation.

Output Activities Entity in charge / Responsible Party

1. Systemizing knowledge management and dissemination of the impacts of climate change on water management

1.1 Develop technical models and guidelines to enable decision making for long term water management planning for La Mojana

NAF

1.2 Management of adaptation knowledge on water resources

NAF

2. Improved water resources management by vulnerable households and communities

2.1 Establish Climate Resilient Water Solutions

NAF

2.2 Increase resilience of natural ecosystems and ecosystems-based livelihoods

UNDP

55 | P a g e

Project Manager(PM Unit)

Project Board

Senior Beneficiary: Representative of local authorities and

representative of environmental authority

Executive:National Adaptation Fund

Senior Supplier:UNDP

UNDP Project Oversight and Quality Assurance

UNDP (Colombia Country Office, Global Environmental

Finance Unit)

Project Support29MADS (IDEAM, IAVH), MVCT, MADR,

ADR, Corpomojana, Coroantioquia, CVS, CSB, Regional Universities, ONIC, ACM,

Fedearroz, Fedegan, CSO, UNDP, Reps of municipalities

Project Organisation Structure

MADS (Responsible Party)

3. Strengthened Early Warning Systems

3.1 Strengthen monitoring and early warning systems

MADS

4. Enhanced climate-resilient agroecosystems-related rural livelihoods

4.1 Conduct Agroecosystems livelihood diversification research

NAF

4.2 Enhance climate resilient agro-extension programmes

UNDP

4.3 Improve water resource management in household-level food production

NAF

The project organisation structure is as follows30:

Project Board: The Project Board (also called Project Steering Committee) is responsible for making by consensus, management decisions when guidance is required by the Project Manager, including

recommendations for UNDP/Implementing Partner approval of project plans and revisions and addressing any project level grievances. In order to ensure UNDP’s ultimate accountability, Project Board decisions should be made in accordance with standards that shall ensure management for development results, best value money, fairness, integrity, transparency and effective international competition. In case a consensus cannot be reached within the Board, final decision shall rest with the UNDP Programme Manager.

30 1: Ministry of environment and sustainable development 2: Presidential Agency for International Cooperation 3: National planning department 4: Ministry of housing 5: National institute of hydrology, meteorology and environmental assessments 6: National Indigenous Organization of Colombia 7: Presidential Council for women's equality 8: National Adaptation Fund 9: National institute of biological resources research “Alexander von Humboldt” 10: Ministry of agriculture 11: Agricultural development agency 12: Rice producers federation 13: Cattle Farmers Federation

56 | P a g e

Technical CommitteeMADS (IDEAM, IAVH), APC, DNP, MVCT,

ONIC, ACM, FNA, UNDP

UNDP (RP)

Specific responsibilities of the Project Board include: Provide overall guidance and direction to the project, ensuring it remains within any specified constraints; Address project issues as raised by the project manager; Provide guidance on new project risks, and agree on possible countermeasures and management actions

to address specific risks; Agree on project manager’s tolerances as required; Review the project progress, and provide direction and recommendations to ensure that the agreed

deliverables are produced satisfactorily according to plans; Appraise the annual project report, including the quality assessment rating report; make

recommendations for the workplan; Provide ad hoc direction and advice for exceptional situations when the project manager’s tolerances are

exceeded; and Assess and decide to proceed on project changes through appropriate revisions.

The Project Board will be comprised of representatives from the Ministry of Environment and Sustainable Development, Presidential Agency for Cooperation, National Planning Department (that acts as the Colombian DNA- Designated National Authority, Climate Change Secretariat), Ministry of Agriculture and Rural Development, Ministry of Housing, Cities and Territory, Institute of Meteorology and Environmental Studies (IDEAM), a Representative of the Indigenous People from the National Organization of Indigenous (ONIC), National Council of Women Rights, the National Adaptation Fund and UNDP. As the Senior Beneficiary, 1 representative of the local authorities and 1 representative of the environmental authorities will have a seat in the Project Board, each of the representatives must rotate every year to allow participation and presence of institutions in the region. The implementing partner is part of the board and the Manager of the NAF will chair the board. Furthermore, as the Senior Supplier, UNDP will be part of the board and provides quality assurance for the project, ensures adherence to the NIM guidelines and ensures compliance with GCF and UNDP policies and procedures. There could be invited as observer representatives from each responsible party. In order to ensure UNDP’s ultimate accountability, Project Board decisions should be made in accordance with standards that shall ensure management for development results, best value money, fairness, integrity, transparency and effective international competition. In case a consensus cannot be reached within the Board, final decision shall rest with the UNDP Programme Manager. The Project Board will meet at least twice year or more as needed.

The composition of the Project Board must include the following roles: 1) Executive: The Executive is the National Adaptation Fund.

The Executive is ultimately responsible for the implementation of the project, supported by the Senior Beneficiary and Senior Supplier. The Executive’s role is to ensure that the project is focused throughout its life cycle on achieving its objectives and delivering outputs that will contribute to higher level outcomes. The executive has to ensure that the project gives value for money, ensuring cost-conscious approach to the project, balancing the demands of beneficiary and suppler.

Specific Responsibilities: (as part of the above responsibilities for the Project Board) Ensure that there is a coherent project organisation structure and logical set of plans; Set tolerances in the AWP and other plans as required for the Project Manager; Monitor and control the progress of the project at a strategic level; Ensure that risks are being tracked and mitigated as effectively as possible; Brief relevant stakeholders about project progress; Organise and chair Project Board meetings.

2) Senior Supplier: The Senior Supplier is an individual or group representing the interests of the parties concerned which provide funding and/or technical expertise to the project (designing, developing, facilitating, procuring, implementing). The Senior Supplier’s primary function within the Board is to provide guidance regarding the technical feasibility of the project. The Senior Supplier role must have the authority to commit

57 | P a g e

or acquire supplier resources required. If necessary, more than one person may be required for this role. Typically, the implementing partner, UNDP and/or donor(s) would be represented under this role.

The Senior Suppler is: UNDP.

Specific Responsibilities (as part of the above responsibilities for the Project Board) Make sure that progress towards the outputs remains consistent from the supplier perspective; Promote and maintain focus on the expected project output(s) from the point of view of supplier

management; Ensure that the supplier resources required for the project are made available; Contribute supplier opinions on Project Board decisions on whether to implement recommendations on

proposed changes; Arbitrate on, and ensure resolution of, any supplier priority or resource conflicts.

3) Senior Beneficiary: The Senior Beneficiary is an individual or group of individuals representing the interests of those who will ultimately benefit from the project. The Senior Beneficiary’s primary function within the Board is to ensure the realization of project results from the perspective of project beneficiaries. The Senior Beneficiary role is held by a representative of the government or civil society. The Senior Beneficiary is: 1 representative of the local authorities and 1 representative of the environmental authorities.

The Senior Beneficiary is responsible for validating the needs and for monitoring that the solution will meet those needs within the constraints of the project. The Senior Beneficiary role monitors progress against targets and quality criteria. This role may require more than one person to cover all the beneficiary interests.

Specific Responsibilities (as part of the above responsibilities for the Project Board) Prioritize and contribute beneficiaries’ opinions on Project Board decisions on whether to implement

recommendations on proposed changes; Specification of the Beneficiary’s needs is accurate, complete and unambiguous; Implementation of activities at all stages is monitored to ensure that they will meet the beneficiary’s

needs and are progressing towards that target; Impact of potential changes is evaluated from the beneficiary point of view; Risks to the beneficiaries are frequently monitored.

A Technical Committee will be comprised of representatives in a technical level of the same institutions that are part of the steering committee (MADS, APC, DNP, MVCT, IDEAM, ONIC, ACM, FNA, MADR, UNDP), Project Team and relevant technical agencies could be also invited (Humboldt Institute, Rural Development Agency, CSO). The TC will be delegated to provide more regular and periodic (quarterly) guidance and implementation support to the PMU. UNDP will participate in sub-committee meetings in its oversight capacity as and when needed.

Project Manager: The Project Manager has the authority to run the project on a day-to-day basis on behalf of the Project Board within the constraints laid down by the Board. The Project Manager is responsible for day-to-day management and decision-making for the project. The Project Manager’s prime responsibility is to ensure that the project produces the results specified in the project document, to the required standard of quality and within the specified constraints of time and cost.

The Implementing Partner appoints the Project Manager, who should be different from the Implementing Partner’s representative in the Project Board.

Specific responsibilities include:

Provide direction and guidance to project team(s)/ responsible party (ies); Liaise with the Project Board to assure the overall direction and integrity of the project; Identify and obtain any support and advice required for the management, planning and control of the

project;

58 | P a g e

Responsible for project administration; Plan the activities of the project and monitor progress against the project results framework and the

approved annual workplan; Mobilize personnel, goods and services, training and micro-capital grants to initiative activities, including

drafting terms of reference and work specifications, and overseeing all contractors’ work; Monitor events as determined in the project monitoring schedule plan/timetable, and update the plan as

required; Manage requests for the provision of financial resources by UNDP, through advance of funds, direct

payments or reimbursement using the fund authorization and certificate of expenditures; Monitor financial resources and accounting to ensure the accuracy and reliability of financial reports; Be responsible for preparing and submitting financial reports to UNDP on a quarterly basis; Manage and monitor the project risks initially identified and submit new risks to the project board for

consideration and decision on possible actions if required; update the status of these risks by maintaining the project risks log;

Capture lessons learned during project implementation; Prepare the annual workplan for the following year; and update the Atlas Project Management module if

external access is made available. Prepare the Annual Project Report (APR), and submit the final report to the Project Board; Based on the PAR and the Project Board review, prepare the AWP for the following year. Ensure the mid-term review process is undertaken as per the UNDP guidance, and submit the final MTR

report to the Project Board. Identify follow-on actions and submit them for consideration to the Project Board; Ensure the terminal evaluation process is undertaken as per the UNDP guidance, and submit the final TE

report to the Project Board;

Project Assurance: UNDP provides a three – tier supervision, oversight and quality assurance role – funded by the agency fee – involving UNDP staff in Country Offices and at regional and headquarters levels. Project Assurance must be totally independent of the Project Management function. The quality assurance role supports the Project Board and Project Management Unit by carrying out objective and independent project oversight and monitoring functions. This role ensures appropriate project management milestones are managed and completed. The Project Board cannot delegate any of its quality assurance responsibilities to the Project Manager. This project oversight and quality assurance role is covered by the accredited entity fee provided by the GCF.

As an Accredited Entity to the GCF, UNDP delivers the following GCF-specific oversight and quality assurance services: (i) day to day project oversight supervision covering the start-up and implementation; (ii) oversight of project completion; and (iii) oversight of project reporting. A detailed list of the services is presented in the table below.

Function Detailed description of activity

Day-to-day oversight supervision

1. Project start-up: In the case of Full Funding Proposals, prepare all the necessary documentation

for the negotiation and execution of the Funding Activity Agreement (for the project) with the GCF, including all schedules

In the case of readiness proposals, if needed assist the NDA and/or government partners prepare all the necessary documentation for approval of a readiness grant proposal

Prepare the Project Document with the government counterparts Technical and financial clearance for the Project Document Organize Local Project Appraisal Committee Project document signature

59 | P a g e

Function Detailed description of activity

Ensure quick project start and first disbursement Hire project management unit staff Coordinate/prepare the project inception workshop Oversee finalization of the project inception workshop report

2. Project implementation: Project Board : Coordinate/prepare/attend annual Project Board Meetings Annual work plans : Quality assurance of annual work plans prepared by the

project team; issue UNDP annual work plan; strict monitoring of the implementation of the work plan and the project timetable according to the conditions of the FAA and disbursement schedule (or in the case of readiness the approved readiness proposal)

Prepare GCF/UNDP annual project report : review input provided by Project Manager/team; provide specialized technical support and complete required sections

Portfolio Report (readiness): Prepare and review a Portfolio Report of all readiness activities done by UNDP in line with Clause 9.02 of the Readiness Framework Agreement.

Procurement plan : Monitor the implementation of the project procurement plan

Supervision missions : Participate in and support in-country GCF visits/learning mission/site visits; conduct annual supervision/oversight site missions

Interim Independent Evaluation Report : Initiate, coordinate, finalize the project interim evaluation report and management response

Risk management and troubleshooting : Ensure that risks are properly managed, and that the risk log in Atlas (UNDP financial management system) is regularly updated; Troubleshooting project missions from the regional technical advisors or management and programme support unit staff as and when necessary (i.e. high risk, slow performing projects)

Project budget: Provide quality assurance of project budget and financial transactions according to UNDP and GCF policies

Performance management of staff : where UNDP supervises or co-supervises project staff

Corporate level policy functions : Overall fiduciary and financial policies, accountability and oversight; Treasury Functions including banking information and arrangements and cash management; Travel services, asset management, and procurement policies and support; Management and oversight of the audit exercise for all GCF projects; Information Systems and Technology provision, maintenance and support; Legal advice and contracting/procurement support policy advice; Strategic Human Resources Management and related entitlement administration; Office of Audit and Investigations oversight/investigations into allegations of misconduct, corruption, wrongdoing and fraud; and social and environmental compliance unit and grievance mechanism.

Oversight of project completion

Initiate, coordinate, finalize the Project Completion Report, Final Independent Evaluation Report and management response

Quality assurance of final evaluation report and management response Independent Evaluation Office assessment of final evaluation reports; evaluation

guidance and standard setting Quality assurance of final cumulative budget implementation and reporting to

the GCF Return of any un-spent GCF resources to the GCF

60 | P a g e

Function Detailed description of activity

Oversight of project reporting

Quality assurance of the project interim evaluation report and management response

Technical review of project reports: quality assurance and technical inputs in relevant project reports

Quality assurance of the GCF annual project report Preparation and certification of UNDP annual financial statements and donor

reports Prepare and submit fund specific financial reports

ii. The Project Management Unit will have a project coordinator for technical and strategic guidance of the entire project, and four technical leaders who will be in charge of guiding components 2, 3 and 4. A high level adviser will be located in the offices of the NAF in Bogotá (political capital of Colombia) in order to guarantee a high level of articulation between all relevant stakeholders. There will be a team of technical experts to support the correct implementation of each component at the local and national level, and to liaise with responsible parties. The leader of component 1 of the project will also support the knowledge management, supervision and reporting tasks, facilitating effective monitoring of the project in accordance with the norms and procedures of the UNDP and the GCF. There will also be an expert on gender and safeguards, and a support team for administrative, procurement and financial tasks.

iii. Agreement on intellectual property rights and use of logo on the project’s deliverables: In order to accord proper acknowledgement to the GCF for providing grant funding, the GCF logo will appear together with the UNDP logo on all promotional materials, other written materials like publications developed by the project, and project hardware. Any citation on publications regarding projects funded by the GCF will also accord proper acknowledgement to the GCF as per the GCF branding guidelines.

61 | P a g e

iv. Disclosure of information : Information will be disclosed in accordance with relevant policies notably the UNDP Disclosure Policy31 and the GCF Disclosure Policy32.

v. Carbon offsets or units : As outlined in the AMA agreement between UNDP and the GCF, to the extent permitted by applicable laws and regulations, the Implementing Partner will ensure that any greenhouse gas emission reductions (e.g. in emissions by sources or an enhancement of removal by sinks) achieved by this project shall not be converted into any offset credits or units generated thereby, or if so converted, will be retired without allowing any other emissions of greenhouse gases to be offset.

IX. FINANCIAL PLANNING AND MANAGEMENT

The total cost of the project is USD 117,213,238.00. This is financed through a GCF grant of USD 38,495,980.00 and USD 78,717,258.00 in parallel co-financing. UNDP, as the GCF Accredited Agency, is responsible for the oversight and quality assurance of the execution of GCF resources and the cash co-financing transferred to UNDP bank account only. All co-financing must be verified in terms of availability and use as per the budget lines in the approved GCF Proposal and reported to the GCF Secretariat on an annual basis. The PMU will be required to track and prepare reports on co-financing including evidence of availability to UNDP annually. This will be reported to GCF in the annual performance review. Failure to verify and report on co-financing will place the project at risk of cancellation.

i. Project Financing 33

Component Outputs

Financing institution

Total (US$)GCF Government UNDP

Grant Grant Grant

Component 1. Output 1. Systemizing knowledge management and dissemination of the impacts of climate change on water management for planning.

3,581,689.00 2,835,714.00 6,417,403.00

Output 2. Promote climate resilient water resources infrastructure and ecosystem restoration by vulnerable households and communities

18,696,319.00 68,002,184.00 86,698,503.00

Output 3. Improved Early Warning Systems for Climate Resiliency

2,937,000.00 1,689,680.00 4,626,680.00

Output 4. Enhance rural livelihoods through climate resilient

11,075,549.00 6,189,680.00 17,265,229.00

31 See http://www.undp.org/content/undp/en/home/operations/transparency/information_disclosurepolicy/32 See https://www.greenclimate.fund/documents/20182/184476/GCF_B.12_24_-_Comprehensive_Information_Disclosure_Policy_of_the_Fund.pdf/f551e954-baa9-4e0d-bec7-352194b49bcb33 UNDP will be responsible for tracking and working with co financiers to mobilize and secure committed co financing. This will be done with the support of the National Adaptation Fund. The National Adaptation Fund will only be responsible for its own co financing contribution.

62 | P a g e

agroecosystems

Project Management 2,205,423.00 2,205,423.00

Total 38,495,980.00 78,717,258.00 117,213,238.00

ii. GCF Disbursement schedule

GCF grant funds will be disbursed according to the GCF disbursement schedule. The Country Office will submit an annual work plan to the UNDP-GEF Unit and comply with the GCF milestones in order for the next tranche of project funds to be released. All efforts must be made to achieve 80% delivery annually. The request to the GCF for the release of subsequent tranches will be subject to the achievement of annual delivery targets. At least a 3 month period will be required form the time of request to the availability of funds when such requests for release of subsequent tranches are made.

Description Indicative Scheduled date (USD million) Milestones

For Year 1 Activities

Within 4 weeks after the date of effectiveness of the FAA 7,990,110.25 Fulfilment of conditions for the first disbursement

have been met.

For Year 2 Activities

12 months after the previous disbursement 12,178,557.46

Submission of annual progress reports (APRs) and financial reports in form and substance satisfactory to the Fund.

For Year 3 Activities 12 months after the previous

disbursement 8,485,233.92 Submission of APRs and financial reports in form and substance satisfactory to the Fund.

For Year 4 Activities 12 months after the previous

disbursement 2,527,641.77 Submission of APRs and financial reports in form and substance satisfactory to the Fund.

For Year 5 Activities 12 months after the previous

disbursement 2,110,191.42 Submission of APRs and financial reports in form and substance satisfactory to the Fund.

For Year 6 Activities 12 months after the previous

disbursement 1,848,041.85 Submission of APRs and financial reports in form and substance satisfactory to the Fund.

For Year 7 Activities 12 months after the previous

disbursement 1,822,282.51 Submission of APRs and financial reports in form and substance satisfactory to the Fund.

For Year 8 Activities 12 months after the previous

disbursement 1,533,920.82 Submission of APRs and financial reports in form and substance satisfactory to the Fund.

Total : 38,495,980.00

iii. Budget Revision and Tolerance :

GCF requirement: 10% of the total overall projected costs can be reallocated among the budget account categories within the same project output. Any budget reallocation involving a major change in the project’s scope, structure, design or objectives or any other change that substantially alters the purpose or benefit of the project requires the GCF’s prior written consent.

63 | P a g e

As outlined in the UNDP POPP, the project board will agree on a budget tolerance level for each plan under the overall annual work plan allowing the project manager to expend up to the tolerance level beyond the approved project budget amount for the year without requiring a revision from the Project Board (within the GCF requirements noted above). Should such deviation occur, the Project Manager and UNDP Country office will seek the approval of the UNDP-GEF Unit.

Any over expenditure incurred beyond the available GCF grant amount will be absorbed by non-GCF resources (e.g. UNDP TRAC or cash co-financing).

iv. Direct Project Services as requested by Government : services provided to government directly under NIM The UNDP Country Office will also deliver a pre-determined set of project-specific execution services at the request of the Government. To ensure the strict independence required by the GCF and in accordance with the UNDP Internal Control Framework, these execution services should be delivered independent from the GCF-specific oversight and quality assurance services (i.e. not done by same person to avoid conflict of interest).

These execution services will be charged to the project budget in accordance with the UNDP’s Harmonized Conceptual Funding Framework and Cost Recovery Methodology . The letter of agreement for these direct project costs is included in Annex to this project document.

The government has requested UNDP to undertake the following services:

Services(description)

Schedule of the provision of support services UNDP reimbursement amount (USD)

1. Payments, disbursements and other financial transactions

During the implementation of the project 120,054.40

2. Creation of vendors One time at the beginning of each contract 613.343. Hiring of consultants Including web publication, review and selection of candidates, and issuance of contracts

During the implementation of the project 12,030.80

4. Contracting processes with and without local CAP. Including identification, selection, tracking and issuance of purchase orders.

During the implementation of the project 51,981.46

v. Refund to GCF:

Unspent GCF resources must be returned to the GCF. Should a refund of unspent funds to the GCF be necessary, this will be managed directly by the UNDP-GEF Unit in New York.

vi. Project Closure :

64 | P a g e

Project closure will be conducted as per UNDP requirements outlined in the UNDP POPP.34 On an exceptional basis only, a no-cost extension beyond the initial duration of the project will be sought from in-country UNDP colleagues and then the UNDP-GEF Executive Coordinator.

vii. Operational completion : The project will be operationally completed when the last UNDP-financed inputs have been provided and the related activities have been completed. This includes the final clearance of the Final Independent Evaluation Report (that will be available in English) and the corresponding management response, and the end-of-project review Project Board meeting. The Implementing Partner through a Project Board decision will notify the UNDP Country Office when operational closure has been completed.

UNDP and the Implementing Partner agree that any durable assets or equipment purchased during the implementation of the project (such as vehicles or office equipment) will upon operational completion of the project be transferred to the Implementing Partner. Any funds or proceeds received from the sale of such assets will be transferred to the GCF.

i. Financial completion : The project will be financially closed when the following conditions have been met: a) The project is operationally completed or has been cancelled; b) The Implementing Partner has reported all financial transactions to UNDP; c) UNDP has closed the accounts for the project; d) UNDP and the Implementing Partner have certified a final Combined Delivery Report (which serves as final budget revision).

The project is required to be financially completed within 12 months of operational closure or after the date of cancellation. Between operational and financial closure, the implementing partner will identify and settle all financial obligations and prepare a final expenditure report. The UNDP Country Office will send the final signed closure documents including confirmation of final cumulative expenditure and unspent balance to the UNDP-GEF Unit for confirmation before the project will be financially closed in Atlas by the UNDP.

34 see https://info.undp.org/global/popp/ppm/Pages/Closing-a-Project.aspx

65 | P a g e

X. TOTAL BUDGET AND WORK PLAN Budget as presented and approved by the GCF with initial disbursement dates set at July 2018.Total Budget and Work PlanAtlas35 Proposal or Award ID: 00112383 Atlas Primary Output Project ID: 00110941

Atlas Proposal or Award Title: Mojana, Clima y VidaAtlas Business Unit COL10

Atlas Primary Output Project Title Gestión resiliente del agua

UNDP-GEF PIMS No. 5757

Implementing Partner National Adaptation Fund

Out

put GCF

Output / Atlas

Activity

Responsible party

Financing

Source

Atlas Budget Account

Code

Atlas Budget Account

Description

Amount Amount Amount Amount Amount Amount Amount Amount

TOTAL (USD)

Budget Notes

(Atlas Implementing Agent)

Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8

(USD) (USD) (USD) (USD) (USD) (USD) (USD) (USD)

1

Systemizing

knowledge

management and

dissemination of

the impacts

of climate change on

water managem

ent for planning.

National Adaptation

FundGCF

71400

Contractual Services

- Individual

29,226.24 29,226.24 29,226.24 29,226.24 29,226.24 31,174.66 33,123.07 33,123.07 243,552.00 1A

71600 Travel -

- 75,000.00

- -

-

-

- 75,000.00 1B

75700

Training, Workshop

s and Conferenc

e

-

- 50,000.00

- -

-

-

- 50,000.00 1C

72100

Contractual Services

- Companie

s / Nat-Serv

185,739.31 280,764.27 460,458.12 184,002.40 160,557.96 163,873.18 163,793.88 163,793.88 1,762,983.00 1D

35 See separate guidance on how to enter the TBWP into Atlas

66 | P a g e

72100

Contractual Services

- Companie

s / Int-Serv

507,553.90 652,569.30 290,030.80 -

-

-

-

- 1,450,154.00 1E

Presidential Agency

for Cooperatio

n

Presidential Agency for

Cooperation

$ 35,714.00 35,714.00

National

Adaptation Fund

National

Adaptation Fund

2,800,000.00 2,800,000.00

1 Cofinancing Total 2,800,000.00 0.00 0.00 0.00 0.00 35,714.00 0.00 0.00 2,835,714.00

1 Total 722,519.45 962,559.81 904,715.16 213,228.64 189,784.20 195,047.84 196,916.95 196,916.95 3,581,689.00 2 Promote

climate resilient

water resources infrastructure and ecosyste

m restoratio

n by vulnerabl

e househol

ds and communi

National Adaptation

Fund

GCF

71400

Contractual

Services- Individual

27,035.73 36,047.64 36,047.64 37,850.03 40,853.99 40,853.99 40,853.99 40,853.99 300,397 2A

72100

Contractual Services

- Companie

s / Nat-Serv

3,036,707.61 4,698,302.34 3,724,264.05 11,459,274 2B

72100 Contractual Services

- Companie

s / Int-Serv

436,114.21 674,742.74 534,857.05 1,645,714 2C

67 | P a g e

ties

MADS

71400Contractual Services Individual

25,345.25 102,150.62 170,507.58 170,507.60 170,507.58 170,507.58 170,507.58 138,441.21 1,118,475 2D

72300 Materials & Goods 48,286.00

- -

-

-

-

- 48,286 2E

72800

Information

Technology

Equipment

10,000.00 -

-

-

-

-

-

- 10,000 2F

75700

Training, Workshop

s and Conferenc

e

9,000.00 173,500.00 225,500.00 13,000.00 421,000 2G

72100

Contractual Services

- Companie

s / Nat-Serv

1,003,110.55 1,914,812.45 158,200.00 158,410.00 108,360.00 110,880.00 113,400.00 126,000.00 3,693,173 2H

National Adaptation

Fund

National

Adaptation Fund

12,731,958.00 22,980,151.00 17,487,891.00 0.00 0.00 0.00 0.00 0.00 53,200,000.00

Institute V Humboldt

Institute V

Humboldt

60,800.00 60,850.00 60,850.00 182,500.00

8 Municipali

ties

Municipalitie

s 529,143.00 264,572.00 264,571.00 1,058,286.00

District of

Sucre

District of

Sucre 2,785,714.00 1,392,857.00 1,392,857.00 5,571,428.00

68 | P a g e

CAR delos

Valles

CAR de los

Valles 3,164,665.00 3,164,665.00 6,329,330.00

Corpomoja

na

Corpomojan

a 622,740.00 622,740.00 415,160.00 1,660,640.00

2 Total Cofinancing 19,834,220.00 28,485,785.00 19,621,329.00 60,850.00 0.00 0.00 0.00 0.00 68,002,184.00

2 Total GCF 4,538,313.35 7,483,341.79 4,797,376.32 592,267.63 332,721.57 322,241.57 324,761.57 305,295.20 18,696,319.00 3

Improved Early

Warning Systems

for Climate

Resiliency

National Adaptation

FundGCF

71400Contractual Services Individual

70,299.47 86,050.42 86,789.70 89,007.56 89,007.56 89,007.56 89,751.00 78,163.73 678,077.00 3A

71300Local

Consultants

92,563.16 116,776.16 84,290.89 295,658.93 246,748.30 195,196.56 187,689.00 1,218,923.00 3B

71600 Travel 25,200.00 30,600.00 34,200.00 90,000.00 3C

75700

Training, Workshop

s and Conferenc

e

125,000.00 125,000.00 125,000.00 125,000.00 500,000.00 3D

72100

Contractual Services

- Companie

s / Int-Serv

100,000.00 350,000.00 450,000.00 3E

National Adaptation

Fund

National

Adaptation Fund

533,333.00 266,667.00 800,000.00

Universidad de

Cordoba

Universidad

de Cordo

ba

55,134.00 58,441.00 61,948.00 65,664.00 69,604.00 73,780.00 78,207.00 82,902.00 545,680.00

69 | P a g e

Universidad de Sucre

Universidad

de Sucre

43,000.00 43,000.00 43,000.00 43,000.00 43,000.00 43,000.00 43,000.00 43,000.00 344,000.00

3 Total Co finance 631,467.00 368,108.00 104,948.00 108,664.00 112,604.00 116,780.00 121,207.00 125,902.00 1,689,680.00 3 Total GCF 170,299.47 678,813.58 359,165.86 332,498.45 509,666.49 335,755.86 284,947.56 265,852.73 2,937,000.00

4

Enhance rural

livelihoods through climate resilient

agroecosystems

National Adaptation

FundGCF

71400Contractual Services Individual

40,452.20 147,636.16 183,096.34 183,096.34 183,096.34 183,143.59 184,512.54 183,769.49 1,288,803.00 4A

72200Equipmen

t and Furniture

- 48,286.00 -

-

-

-

-

- 48,286.00 4B

72800

Information

Technology Equipmt

10,000.00 -

-

-

-

-

-

- 10,000.00 4C

75700

Training, Workshop

s and Conferenc

e

- 5,880.00 23,520.00 32,340.00 33,712.00 34,888.00 36,260.00 29,400.00 196,000.00 4D

72100

Contractual Services

- Companie

s / Nat-Serv

2,234,621.51 2,583,501.57 1,945,593.66 869,525.75 593,581.61 508,976.71 531,106.13 265,553.06 9,532,460.00 4E

National Adaptation

Fund

National

Adaptation Fund

0.00 2,761,276.00 2,238,724.00 5,000,000.00

Municipality

Municipality 300,000.00 300,000.00

Universidad de

Universidad 55,134.00 58,441.00 61,948.00 65,664.00 69,604.00 73,780.00 78,207.00 82,902.00 545,680.00

70 | P a g e

Cordobade

Cordoba

Universidad de Sucre

Universidad

de Sucre

43,000.00 43,000.00 43,000.00 43,000.00 43,000.00 43,000.00 43,000.00 43,000.00 344,000.00

4 Total Co finance 98,134.00 3,162,717.00 2,343,672.00 108,664.00 112,604.00 116,780.00 121,207.00 125,902.00 6,189,680.00 4 Total 2,285,073.71 2,785,303.73 2,152,210.00 1,084,962.09 810,389.95 727,008.30 751,878.67 478,722.55 11,075,549.00

PMC Project Managem

ent

UNDP GCF71400

Contractual Services Individual

140,275.13 152,095.20 152,509.02 152,922.86 134,300.60 128,093.18 132,412.12 132,643.89 1,125,252.00 5A

71600 Travel 42,928.80 42,928.80 42,928.80 42,928.80 42,928.80 42,928.80 44,313.60 44,313.60 346,200.00 5B

72200Equipmen

t and Furniture

20,000.00 -

-

-

-

-

-

- 20,000.00 5C

73100

Rental & Maintena

nce-Premises

42,556.80 42,556.80 42,556.80 42,556.80 42,556.80 42,556.80 43,929.60 43,929.60 343,200.00 5D

74200

Audio Visual &

Print Prod Costs

0 2,814.21 5,628.42 13,132.98 19,699.47 26,265.96 14,071.05 12,194.91 93,807.00 5E

74596Service to Projects –

GOE22,900.32 22,900.32 22,900.32 22,900.32 22,900.32 22,900.32 23,639.04 23,639.04 184,680.00 5F

72100

Contractual Services

- Companie

s / Nat-Serv

5,243.22 5,243.22 5,243.22 5,243.20 5,243.22 5,243.22 5,412.35 5,412.35 42,284.00 5G

74100 Professional Services

- Nat

0 0 0 25,000.00 0 0 0 25,000.00 50,000.00 5H

71 | P a g e

5 Total 273,904.27 268,538.55 271,766.58 304,684.96 267,629.21 267,988.28 263,777.76 287,133.39 2,205,423.00 GCF Total 7,990,110.25 12,178,557.46 8,485,233.92 2,527,641.77 2,110,191.42 1,848,041.85 1,822,282.51 1,533,920.82 38,495,980.00

Cofinance Total 23,363,821.00 32,016,610.00 22,069,949.00 278,178.00 225,208.00 269,274.00 242,414.00 251,804.00 78,717,258.00Grant Total 31,353,931.25 44,195,167.46 30,555,182.92 2,805,819.77 2,335,399.42 2,117,315.85 2,064,696.51 1,785,724.82 117,213,238.00

*As agreed upon for this project UNDP will support MADS and NAF in the implementation of work and expenditures related to community work and facilitation for Outcome 4.

72 | P a g e

Budget Notes

Note Description of cost item

1A 1 National expert on knowledge management, monitoring and evaluation for project implementation and coordinating component 1 (US$243,552).

1B Ground and air (when needed) travel to the field by practitioners and participants to field central workshop locations and if needed per diem rate (50 visits x 1,500 USD = 75,000)

1C Preparation of 50 workshops (four 1-day workshops per municipality- 11 municipalities- and 6 at national offices) to present the ground water flow model and its tailored application in decision making to local and national decision makers. Preparation costs are estimated at USD 1,000 per workshop (50 workshops x 1,000 USD each = 50,000)

1D Company to provide 11 on the ground specialist/technicians to be based for a year in the office of each municipality to ensure the internalization of the model into the municipalities back office and everyday planning activities and decision making (US$425,000).

National research/education institution to develop and maintain the online repository of information on water management ensuring its accessibility to the public and continuous update (US$836,735).

National research/education institute to provide knowledge management products that 1) systematize lessons learned 2) design and 3) implement training and online capacity building programs targeted to relevant stakeholders regionally and nationally (US$501,248)

1E International hydrological firm hired to develop two outputs: 1) a ground water flow and quality model (inventory of ground water demand, aquifer capacity, etc.) to assess long term reliance of ground water in La Mojana and 2) a decision maker guide on its practical application (permits, zoning, planning) (US$1,450,154)

2A 1 National expert to serve as Water Solutions Component Coordinator for PMU (US$300, 397).

2B Technology and infrastructure provider to deliver the package of material needed to build RWH, unit cost per tank for 4,878 tanks (see feasibility study) (US$4,726,782).

Technology and infrastructure provider to deliver the packet of material needed to build RWH tank, unit cost per 2,514 tanks is 2,678 USD each (see feasibility study) (US$6,732,492).

2C Hire an international electrical engineering and technology provider to deliver equipment and technical guidance in the adaptation of the pumping well of existing water infrastructure, building regulation tanks, and replacement of pumping system where needed (cost per intervention per micro aqueduct in feasibility study) (US$1,645,714).

2D 1 National expert to act as Wetland Restoration Component Coordinator for PMU (US$264,013).

6 national experts to act as community restoration technicians to provide on the ground support during the restoration process to manage community outreach and provide technical advice on how to implement wetland productive management practices (US$770,340 for 6 contracts).

1 national support member to provide logistic and security support in the coordination and verification of the implementation of the restoration plans (US$84,122)

2E 1 4x4 vehicle for technicians and community outreach personnel to travel to restoration locations (US$48,286)

2F 5 electronic tablets with software for census taking and monitoring inventory (indicators). Each tablet is USD 2000 (US$10,000)

73 | P a g e

Note Description of cost item

2G Preparation of 100 workshops (1 per restoration plan) to provide training to communities on monitoring protocols. Unit is 1 workshop at USD 650.00 and includes logistic costs and materials needed for the workshops (US$65,000).

Provide 319 training workshops delivered to each productive association (319) within the wetland restoration areas on adapted productive practices compatible with wetland management (US$319,000).

Prepare 40 in field workshops to provide training to women on wetland monitoring and valorization of the wetlands ecosystem services. One workshop will be aimed at each women's association and 5 will be held to be open to high schools within the targeted restoration area (US$12,000).

Hiring a national learning institution with community and environmental expertise to develop curricula and information material (guides, workbooks) on wetland management and monitoring to be used in the capacity development (US$20,000).

5 workshops directed cattle ranchers and cattle associations, US$1,000 each workshop (US$5,000).2H Hiring 1 NGO or learning institution to develop 100 community restoration plans. Unit cost is estimated USD 28,381.73

per restoration plan (US$2,838,173)

Hiring a national NGO or environmental research institution to develop a wetland monitoring tool, including appropriate indicators and monitoring protocols as well as a database to collect the monitoring information (US$35,000).

Commissioning a study to identify potential productive practices with low impact to wetlands prioritizing those activities that are identified as most potentially promising in terms of market trends (US$20,000).

Commissioning a study to collect current productive practices and methods in wetland areas and identifying potential returns from these. The study will associate when possible gender considerations to identify which activity is being lead or developed by women (US$15,000)

Commissioning individual market studies on identified potential products/methods. The market study will identify market value chains, access to financing and potential growth (US$140,000).

National rural extension/consultancy firm to enhance existing women's association through capacity building on climate change projections as impacted in the region, technical knowledge on adaptive productive activities and practices to enhance water management as well as wetland management best practices for agro-productive activities identified as relevant to the associations and women in general. Support per women's association (total 35 association) is valued at USD 18,000 (US$630,000).

Hiring one national consultancy firm to identify national best practices based on local drivers of wetland degradation by livestock practices. Output would be the identification of practices to be adopted by the code of conduct (US$15,000).

3A 1 National Expert to act as EWS Component Coordinator (US$369,643).

Technical inputs in incorporating gender into EWS products (US$ 113,017)

Technical support in managing interinstitutional arrangements with IDEAM, CARs, AF, municipalities (US$122,624)

74 | P a g e

Note Description of cost item

Technical inputs in ME and consolidating KM on EWS products (US$63,236)

Support in enlisting community management for EWS monitoring (US$9,557)3B 14 national consultants to support with: meteorology information (data and historical analysis), geodatabases and SIG,

statistical analysis, climatological and meteorological modelling to develop climatological models for the Regional Forecasting Center, hydrological and hydraulic alerts and expertise, software development and coding support, technical support for systems maintenance, meteorological and climatological modelling,, SIG with master on hydro-sciences, meteorology to integrate and incorporate the FEWS model with La Mojana data (US$1,218,923).

3C Field trips by IDEAM and Regional Forecasting Center Staff (ground and per diem) to set up of weather stations in the field (150 visits x US$600 per visit = 90,000).

3D Hiring a provider to develop and impart a short training and certification program on EWS and risk management for community leaders and local authorities in charge of risk management at a ground level (US$500,000).

3E Establishing 1 contract with an international hydrometeorological equipment provider for purchase, in field delivery, installation and maintenance services of hydrometeorological stations and equipment (US$250,000).

Establishing 1 contract with an international hydrometeorological firm/ software provider for purchase, delivery and technological integration of software and hardware equipment required for Regional Forecasting Center (US$200,000).

4A 1 national expert to act as coordinator for the rural livelihood and extension component (US$306,789).

6 national experts to build capacities during project implementation within the communities and coordinate with community facilitators (US$864,030 for 6 contracts), 1 national support member to provide logistic and security support to technicians on the ground (US$94,353), Contributions to integrate rural livelihood component within landscape restoration areas and activities (US$23,631)

4B Purchasing 1 4x4 vehicle for deployment of technical staff to locations and communities to provide in field support (US$48,286).

4C Purchasing 5 tablets with software to provide training and document (through monitoring tool) the implementation of the project activities (US$10,000).

4D Logistic costs of implementing the farmer field school workshops and meeting to provide in field training to communities. Each one is valued at USD 350 (US$196,000).

4E 1 contract to a national research institution to identify seed and crop varieties with market potential resilient to flooding and extended dry periods, include georeferential information (US$500,000);

1 contract to a national research institution to provide information (include georeferential) and in field experimentation of rural productive techniques adapted to La Mojana that are water efficient and resilient to long term flooding (US$500,000);

1 contract to a national productive association, NGO or research institute to produce manuals on indigenous best practices and provide protocols for infield technology and replication (US$ 465,768);

1 contract to a national extension provider or education institution to design and implement a rural extension curricula appropriate for the project that is based on a farmer field school approach and incorporates the socialization of the long term climate scenarios and implications for La Mojana (US$ 2,222,469);

1 national contract to provide home gardening kits and grey water re-use technology kits. Each home gardening kit is worth USD 1,200 and 3,578 will be provided throughout the project (US$ 4,293,600);

75 | P a g e

Note Description of cost item

1 national contract to a research institution to develop research for home gardens, including collecting best practices and indigenous consultation (US$1,533,023). (All 6 contracts include inputs, experimentation costs and documentation of results and products.

44 Workshops to socialize the project extension component and identify community knowledge facilitators (4 workshops per municipality-11- each valued at USD 400) (US$17,600).

5A 5 national experts to provide management and administrative support during the project lifetime for the PMU, including project manager, administrative support and oversight (expense reporting and tracking), procurement expert to manage national and international contracts, gender monitoring and interinstitutional coordination (Total for 5 contracts US$ 1,125,252.00).

5B Travel for project management staff to municipalities and project locations (US$346,200).5C 8 work stations (computer, telephones, software and printers) for project management office (US$20,000). * Account

72800 will be used when required, according to the expenditure. 5D Office Costs for Project Management Support Office in Bogota for 8 years (US$84,480).

Office costs for Project Management Office in Monteria (on field) for 8 years (US$258,720).5E Hiring one media/publications firm to publish reports and publications related to the project (US$93,807).5F Admin services/support related to procurement and finance including: processing terms of reference, consultant

recruitments, advertising, short-listing & selection, and contract issuance, payments, creation of vendor forms, issuing cheques (US$184,680).

5G Firm through an LTA retainer to provide support in address complaints and channeling community grievances (US$42,284).

5H Commissioning 2 independent evaluations (MTE and TE external evaluations) (US$45,000). Project audit (US$5,000)

76 | P a g e

Summary of Funds: 36

 Amount Amount Amount Amount Amount Amount Amount Amount

TotalYear 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8

GCF 7,990,110.25 12,178,557.46 8,485,233.92 2,527,641.7

7 2,110,191.4

2 1,848,041.

85 1,822,282.5

1 1,533,920.8

2 38,495,980.00

Presidential Agency for

Cooperation

-

- - -

- 35,714.00

-

-

35,714.00

National Adaptation

Fund

16,065,291.00

26,008,094.00

19,726,615.00 - - - - - 61,800,000.0

0

Institute Alexander

von Humboldt

- 60,800.00 60,850.00 60,850.00

-

-

-

-

182,500.00

8 Municipalities 529,143.00 564,572.00 264,571.00

-

- -

-

-

1,358,286.00

District of Sucre 2,785,714.00 1,392,857.00 1,392,857.00

-

-

- -

-

5,571,428.00

CVS 3,164,665.00 3,164,665.00 - -

-

-

-

- 6,329,330.00

Corpomojana 622,740.00 622,740.00 415,160.00 -

-

-

-

-

1,660,640.00

University of Cordoba 110,268.00 116,882.00 123,896.00 131,328.0

0 139,208.

00 147,560.

00 156,414.0

0 165,804.0

0 1,091,360.0

0 University of

Sucre 86,000.00 86,000.00 86,000.00 86,000.00

86,000.00

86,000.00

86,000.00

86,000.00

688,000.00

TOTAL 31,353,931.25

44,195,167.46 30,555,182.92 2,805,819.

77 2,335,399.4

2 2,117,315.8

5 2,064,696.5

1 1,785,724.

82 117,213,238.0

0

36 Summary table should include all financing of all kinds: GCF financing, co-financing, cash, in-kind, etc... and must match the total project financing table in the GCF term sheet.

77 | P a g e

XI. LEGAL CONTEXT

i. Additional legal conditions Any designations on maps or other references employed in this project document do not imply the expression of any opinion whatsoever on the part of UNDP concerning the legal status of any country, territory, city or area or its authorities, or concerning the delimitation of its frontiers or boundaries. By signing this UNDP GCF project document, the Implementing Partner also agrees to the terms and conditions of the GCF Funded Activity Agreement (FAA) included in Annex and to use the GCF funds for the purposes for which they were provided. UNDP has the right to terminate this project should the Implementing Partner breach the terms of the GCF FFA.

ii. Legal Context Standard Clauses

This project document shall be the instrument referred to as such in Article 1 of the Standard Basic Assistance Agreement between the Government of Colombia and UNDP, signed on 1974. All references in the SBAA to “Executing Agency” shall be deemed to refer to “Implementing Partner.”

iii. Risk Management Standard Clauses

1. Consistent with the Article III of the SBAA [or the Supplemental Provisions], the responsibility for the safety and security of the Implementing Partner and its personnel and property, and of UNDP’s property in the Implementing Partner’s custody, rests with the Implementing Partner. To this end, the Implementing Partner shall:

a. put in place an appropriate security plan and maintain the security plan, taking into account the security situation in the country where the project is being carried;

b. assume all risks and liabilities related to the Implementing Partner’s security, and the full implementation of the security plan.

2. UNDP reserves the right to verify whether such a plan is in place, and to suggest modifications to the plan when necessary. Failure to maintain and implement an appropriate security plan as required hereunder shall be deemed a breach of the Implementing Partner’s obligations under this Project Document [and the Project Cooperation Agreement between UNDP and the Implementing Partner]37.

3. The Implementing Partner agrees to undertake all reasonable efforts to ensure that no UNDP funds received pursuant to the Project Document are used to provide support to individuals or entities associated with terrorism and that the recipients of any amounts provided by UNDP hereunder do not appear on the list maintained by the Security Council Committee established pursuant to resolution 1267 (1999). The list can be accessed via http://www.un.org/sc/committees/1267/aq_sanctions_list.shtml. This provision must be included in all sub-contracts or sub-agreements entered into under/further to this Project Document.

4. Consistent with UNDP’s Programme and Operations Policies and Procedures, social and environmental sustainability will be enhanced through application of the UNDP Social and Environmental Standards (http://www.undp.org/ses) and related Accountability Mechanism (http://www.undp.org/secu-srm).

5. The Implementing Partner shall: (a) conduct project and programme-related activities in a manner consistent with the UNDP Social and Environmental Standards, (b) implement any management or mitigation plan prepared for the project or programme to comply with such standards, and (c) engage in a constructive and timely manner to address any concerns and complaints raised through the Accountability Mechanism. UNDP will seek to ensure that communities and other project stakeholders are informed of and have access to the Accountability Mechanism.

37 Use bracketed text only when IP is an NGO/IGO

78 | P a g e

6. All signatories to the Project Document shall cooperate in good faith with any exercise to evaluate any programme or project-related commitments or compliance with the UNDP Social and Environmental Standards. This includes providing access to project sites, relevant personnel, information, and documentation.

XII. ANNEXESThe following documents are mandatory annexes and must be included as part of the final project document package. These documents must be posted to open.undp.org, and can also be posted to the UNDP County Office website as appropriate.

1. GCF Term sheet and Funding Activity Agreement2. Direct project cost letter of agreement and between the Implementing Partner and Responsible Parties3. Letters of co-financing4. Social and environmental screening procedure (signed) and management plan for moderate risk projects 5. Gender analysis and action plan 6. Map of project location with GPS coordinates7. Monitoring Plan 8. Evaluation Plan 9. Timetable of project implementation (included in the FAA)10. Procurement plan (included as Annex to the GCF project document)11. Terms of reference for Project staff 12. UNDP Project Quality Assurance Report (to be completed by UNDP Country Office) 13. UNDP Risk Log 14. Results of the capacity assessment of the project implementing partner and HACT micro assessment (to

be completed by UNDP Country Office) 15. Feasibility study

79 | P a g e

Annex 7. Monitoring Plan: The Project Manager will collect results data according to the following monitoring plan.

Monitoring Indicators DescriptionData

source/Collection Methods

Frequency Responsible for

data collectionMeans of

verificationAssumptions and Risks

SDG indicator 13.1 Number of people affected in their assets, infrastructure or livelihoods after the impact of a recurring event, per 100,000 inhabitants

National Information System for Disaster Risk Management - Consolidated emergency care-, or Databases consolidated by National Disaster Risk Management Unit.

Biannually or annually in case of an immediate event

KM-M&E Specialist and Project Coordinator

National statistics report

National Disaster Risk Management Unit will regularly track this indicator

13.1.3 Proportion of local governments that adopt and implement local disaster risk reduction strategies in line with national disaster risk reduction strategies

Periodic project monitoring and follow-up

Biannually KM-M&E Specialist and Project Coordinator

Plans, programs or projects developed or adopted by local governments

Willingness of the decision makers to incorporate climate change aspects and risk managements into de local planning processes

6.1 Access to drinking water in rural areas measured through the percentage of the population that accesses adequate water supply methods, with respect to the total population.

Periodic project monitoring and follow-up

Biannually KM-M&E Specialist, component 2 coordinator and Project Coordinator

Project baseline, mid-term and end term surveys, Mid-term review and terminal evaluation

No major disaster occurs in the project locations that may delay the implementation of water infrastructure at household and community-level.

15.1 Areas in the process of restoration – hectares.

Periodic project monitoring and follow-up

Biannually KM-M&E Specialist, component 2 coordinator and Project Coordinator with

Project baseline, mid-term and end term reviews, that includes results from wetland monitoring systems

Local communities are interested in taking part in the ecosystems restoration work.No major disaster occurs in the project locations

80 | P a g e

Monitoring Indicators DescriptionData

source/Collection Methods

Frequency Responsible for

data collectionMeans of

verificationAssumptions and Risks

support of IAVH/MADS

created by the Project

that may delay the implementation of ecosystem restoration work.

UNDP Strategic Plan IRRF Indicators

1.4.1.2 Natural resources that are managed under a sustainable use, conservation, access and benefit-sharing regime: Area of land under improved sustainable land management regime (hectares)

Periodic project monitoring and follow-up and wetland monitoring systems created by the Project.

Biannually KM-M&E Specialist, component 2 coordinator and Project Coordinator with support of IAVH/MADS

Project baseline, mid-term and end term reviews, and reports from wetland monitoring systems created by the Project

Local communities are interested in taking part in the ecosystems restoration work.No major disaster occurs in the project locations that may delay the implementation of ecosystem restoration work.

Fund level Impact:A2.0 Increased resilience of health and well-being, and food and water security

A2.1 Number of males and females benefiting from improved health due to safe drinking water supply despite climate shocks and stresses

Periodic project monitoring and follow-up, from an initial baseline survey to be followed up for MTR and TE

Annual KM-M&E Specialist, component 2 coordinator and Project Coordinator

Project baseline, mid-term and end term surveys.

Completed water infrastructure

A2.2 Number of food secure‐ households (in areas/periods at risk of climate change impacts)

Periodic project monitoring and follow-up from an initial baseline survey to be followed up for MTR and TE

Annual KM-M&E Specialist, component 4 coordinator and Project Coordinator

Project baseline, mid-term and end term surveys.

Completed installation of home gardens

A2.3 Number of males and females with year-round access to reliable water supply despite climate shocks and stresses.

Periodic project monitoring and follow-up from an initial baseline survey to be followed up for MTR and TE

Annual KM-M&E Specialist, component 2 coordinator and Project Coordinator

Project baseline, mid-term and end term surveys.

Households and communities are properly trained in the use and maintenance of water infrastructure

81 | P a g e

Monitoring Indicators DescriptionData

source/Collection Methods

Frequency Responsible for

data collectionMeans of

verificationAssumptions and Risks

Fund level Impact:A4.0 Improved resilience of ecosystems and ecosystem services

A4.1 Area (ha) of habitat rehabilitated (e.g. reduced external pressures such as overgrazing and land degradation through logging/collecting); restored (e.g. through replanting); or protected (e.g. through improved fire management; flood plain/buffer maintenance)

Periodic project monitoring and follow-up and wetland monitoring systems created by the Project.

Annual KM-M&E Specialist, component 2 coordinator and Project Coordinator with support of IAVH/MADS

Project baseline, mid-term and end term surveys.Monitoring system created through the Project

Local communities are interested in taking part in the ecosystems restoration work.No major disaster occurs in the project locations that may delay the implementation of ecosystem restoration work.

A4.2 Area of agroforestry projects, forest-pastoral systems, or ecosystems –based adaptation systems established or enhanced

Periodic project monitoring and follow-up

Annual KM-M&E Specialist, component 2 coordinator and Project Coordinator with support of IAVH/MADS

Project baseline, mid-term and end term surveys.Monitoring system created through the Project

Local communities are interested in taking part in the ecosystems restoration work.No major disaster occurs in the project locations that may delay the implementation of ecosystem restoration work.

Project Outcome:A7.0 Strengthened adaptive capacity and reduced exposure to

A7.1 Number of vulnerable households with improved productive activities, climate related services and climate resilient plans and strategies to respond to climate

Project monitoring and evaluation system and follow-up

Annual KM-M&E Specialist, component 2, 3 and 4 coordinators and Project Coordinators

Project baseline, mid-term and end term evaluationsGender sensitive evaluation monitoring for the project

Infrastructure, adapted rural life activities and climate services are completed and implemented successfully in the 11 municipalities of La Mojana covered by project.

82 | P a g e

Monitoring Indicators DescriptionData

source/Collection Methods

Frequency Responsible for

data collectionMeans of

verificationAssumptions and Risks

climate risks variability in La Mojana

Project Outcome:A6.0 Increased generation and use of climate information in decision‐ making

A6.0 Number of climate information products/services in decision making in‐ climate sensitive‐ sectors developed, delivered, and used

Periodic project monitoring and follow-up

Annual KM-M&E Specialist, component 3 coordinator and Project Coordinator with support of the Regional Forecasting Center

Project baseline, mid-term and end term evaluationsGender sensitive evaluation monitoring for the project

Regional Forecasting Center is operational and with capacity to deliver relevant climate information. Partnerships with regional productive associations are made to identify relevant needed products and leverage capacities in messagingGender considerations are appropriately identified.

Project Output:1. Strengthened understanding and systemizing knowledge of the impacts of climate change on water management in La Mojana

1.1 Water management in line with climate projections for the region integrated into local planning instruments (POTS, etc.) and decision making

Surveys collected from municipal authorities as part of project monitoring

Annual KM-M&E Specialist, Project Coordinator and NAF

Number of tools developed and being used in the decision making process.

Government and local authorities are willing to adjust existing planning instruments

Alignment project implementation timeframes to cycle of planning and Government priorities

GoC coordination in place for development of land registry

1.2 Local stakeholders have access to information and increased

Training workshop reports, Staff surveys at beginning and end of training, and information

Annual KM-M&E Specialist, Project Coordinator

Mid Term Review; Project Evaluation Report.Administrative

Willingness of government and local associations to absorb knowledge specific to

83 | P a g e

Monitoring Indicators DescriptionData

source/Collection Methods

Frequency Responsible for

data collectionMeans of

verificationAssumptions and Risks

understanding of the impacts of climate change on water management (tools, people trained)

from an initial baseline survey to be followed up for MTR and TE

manuals that detail the flow of decision making (or SSCLIMA meeting minutes) that reference the active use of the water quality flow model process or information systemized within the databank in decision making

climate change impact on water management produced by the project

Project Output:2. Improved access and management of water resources in the region

2.1 Number of households with year-round access to reliable and safe water supply

Periodic project monitoring and follow-up from an initial baseline survey to be followed up for MTR and TE

Annual KM-M&E Specialist, component 2 coordinator and Project Coordinator

Project baseline, mid-term and end term surveys, Mid-term review and terminal evaluation

No major disaster occurs in the project locations that may delay the implementation of water infrastructure at household and community-level.

2.2 Ha of natural wetland with capacity to mitigate flooding (water flow and retention capacity)

Periodic project monitoring and follow-up and wetland monitoring systems created by the Project.

Annual KM-M&E Specialist, component 2 coordinator and Project Coordinator, IDEAM/MADS y IAVH/MADS

Project baseline, mid-term and end term reviews, that includes results from wetland monitoring systems created by the Project

Local communities are interested in taking part in the ecosystems restoration work.No major disaster occurs in the project locations that may delay the implementation of ecosystem restoration work.

2.3 Ha of wetlands regulated under a productive landscape approach

Periodic project monitoring and follow-up and wetland monitoring systems created by the Project.

Annual KM-M&E Specialist, component 2 coordinator and Project

Coverage of community restoration plans under active implementation

Local communities are interested in taking part in the ecosystems restoration work.

84 | P a g e

Monitoring Indicators DescriptionData

source/Collection Methods

Frequency Responsible for

data collectionMeans of

verificationAssumptions and Risks

Coordinator with support of IAVH/MADS

Signed community agreements

Project Output:3. EWS is established and implemented to protect and promote adaptive actions to climate change for agriculture and flood risk management

3.1 Percentage of population in La Mojana reached by community-based automated early warning systems and other risk reduction measures established (disaggregated by gender, locality and population dispersion).

Periodic project monitoring and follow-up. Project baseline, mid-term and end term surveys reports.

Annual KM-M&E Specialist, component 3 coordinator and Project Coordinator, IDEAM and Regional Forecasting Center

Project baseline, mid-term and end term surveys, Mid-term review and terminal evaluation

Sufficient capacities exist with the relevant authorities to uptake additional mechanisms under the EWS.Sufficient efficiency of the specialized communication systems for all the EWS.

3.2 EW alerts with regional information are timely, communicated and promote action at all levels

Periodic project monitoring and follow-up.

Annual KM-M&E Specialist, component 3 coordinator and Project Coordinator, with support from CARS and Regional Forecasting Center

Products developed (bullets, forecasts), uptake of products.

EWS SOP developed and applied by local environmental authorities with alert times that compare with international best practices.

Smooth integration of EWS into the national climate observation network.Agro-hydrometeorological infrastructure established according to the timeline.Sufficient efficiency of the specialized communication systems for all the EWS.

Project Output:4. Climate resilient agro

4.1 Number of technological packages developed that incorporate adaptive water management practices

Periodic project monitoring and follow-up

Annual KM-M&E Specialist, component 4 coordinator and Project Coordinator

Technological packages developed and recorded by KM service provider

Uptake of training and capacity building on development of climate resilient agricultural practices by local communities.

85 | P a g e

Monitoring Indicators DescriptionData

source/Collection Methods

Frequency Responsible for

data collectionMeans of

verificationAssumptions and Risks

ecosystems enhancing rural livelihoods

4.2 Number climate resilient households (food supply and correct water management i.e. treatment and use)

Periodic project monitoring and follow-up and project monitoring and evaluation system

Annual KM-M&E Specialist, component 4 coordinator and Project Coordinator

Project baseline, mid-term and end term surveys, Mid-term review and terminal evaluation

No major disaster occurs in the project locations that may delay the implementation of the household climate resilient agroecosystems.

4.3 Percentage of productive units in the La Mojana implementing water adaptive productive practices

Periodic project monitoring and follow-up

Annual KM-M&E Specialist, component 4 coordinator and Project Coordinator

Project baseline, mid-term and end term surveys, Mid-term review and terminal evaluation

No major disaster occurs in the project locations that may delay the implementation of the household climate resilient agroecosystems

Mid-term Review

N/A N/A To be outlined in MTR inception report

Submitted to GEF same year as 3rd APR

Independent evaluator

Completed MTR

Environmental and Social risks and management plans, as relevant.

N/A N/A Updated SESP and management plans

Annually Project ManagerUNDP CO

Updated SESP

Gender action plan as relevant

Provided separately inGender Action Plan

Project monitoring and evaluation system with gender sensitive information including information from baseline survey to be followed up for MTR and TE.

Annual KM-M&E Specialist, Gender and safeguards officer and Project Coordinator

Gender action plan follow-up report

Women and men will be participating during all project lifetime

Stakeholder engagement plan as relevant

Provided separately in Stakeholder engagement plan

Project monitoring and evaluation system that incorporates information disaggregating targets

Annual KM-M&E Specialist, Gender and safeguards officer and Project

Stakeholder action plan and follow-up report

Stakeholders will be active participants during the project lifetime

86 | P a g e

Monitoring Indicators DescriptionData

source/Collection Methods

Frequency Responsible for

data collectionMeans of

verificationAssumptions and Risks

for main stakeholders (indigenous people, women and productive associations)

Coordinator

87 | P a g e

Annex 8. Evaluation Plan:

Evaluation Title Planned start date

Month/year

Planned end dateMonth/year

Included in the Country Office Evaluation Plan

Budget for consultants38

Other budget (i.e. travel, site

visits etc…)

Budget for translation

Interim independent evaluation

January - 2022 April - 2022 Yes USD 15,000 USD 4,200 USD 5,000

Terminal Evaluation

April - 2026 July - 2026 Yes USD 15,000 USD 4,200 USD 5,000

Total evaluation budget USD 48,400

38 The budget will vary depending on the number of consultants required (for full size projects should be two consultants); the number of project sites to be visited; and other travel related costs. Average # total working days per consultant not including travel is between 22-25 working days.

88 | P a g e

ANNEX 13: OFFLINE UNDP RISK LOGTo be entered into Atlas by UNDP Country Office

# Description Date Identified Type Impact & Probability Countermeasures / Mngt response

Owner Submitted, updated by

Last Update Status

1 Capacity of IPs and RPs to absorb and to deliver as planned

(In Atlas, use the Description field. Note: This field cannot be modified after first data entry)

At FP formulation

(In Atlas, select date. Note: date cannot be modified after initial entry)

Technical and operational

(In Atlas, select from list)

P = 1

I = 3

(in Atlas, use the Management Response box. Check “critical” if the impact and probability are high)

Implementation arrangements set, including: i) mechanisms to improve coordination at regional and local level (committees, platforms, communications), ii) Procurement plan and arrangements set through the NAF and UNDP to support the mobilization of funds, contracting, monitoring, and financial reporting; iii) UNDP will develop a financial capacity assessment for all regional responsible parties and will provide specific technical assistance and management support to each agency based on the results of such assessments.

(in Atlas, use the Management Response box. This field can be modified at any time. Create separate boxes as necessary using “+”, for instance to record updates at different times)

UNDP Country office

(in Atlas, use the Management Response box)

UNDP Country office

(In Atlas, automatically recorded)

At FP formulation

(In Atlas, automatically recorded)

no change

(in Atlas, use the Management Response box)

2 Long term sustainability of investments

At FP formulation Technical and operational P = 3

I = 3

An O&M Plan will be formalized through the associative community governance mechanisms to ensure that the RWH and micro-aqueduct installations and facilities, as well wetlands will be maintained and remain operational for the long term. The Project is also providing technical capacity building for all infrastructure development and wetland management to ensure that communities and local actors know how to operate and take care of equipment and manage productive practices in a matter that sustains wetland

Adaptation Fund – UNDP Country office - MADS - Project Management unit

UNDP Country office At FP formulation

No change

89 | P a g e

management. 3 Environmental

risks associated with earthwork during the installation of water supply facilities (tanks, pipes), and the wetland channel restoration actions.

At FP formulation Social and environmentalP = 3

I = 1

These risks will be mitigated through preparation of a full site evaluation to be undertaken to assess all sites. Further, any excavations, which are currently anticipated to be extremely minor, will follow the erosion, drainage and sediment control plan (EDSCP) contained in the Environmental and Social Management Framework. The plan should contain aspects including but not limited to the installation of sediment curtains to reduce sediment movement and the quick placement of footing material. These impacts will be spatially and temporally restricted. It will be also assured that any earthworks will be undertaken during the dry season and compacted sufficiently to reduce sediment movement. Throughout the earthworks there is also a potential for the release of chemicals, nutrients, heavy metals. To mitigate this part of the risk, the EDSCP will involve testing of sediment prior to movement. Furthermore, water quality monitoring for the sources will be designed to identify potential impacts in proactive manner.

Adaptation Fund – MADS – Project management unit

UNDP Country office At FP formulation

No change

4 Limited awareness and preparation of communities can impede adoption of the technologies, practices, and information advanced through the project

At FP formulation Technical and operational

P = 3

I = 1

The following mitigation actions will be taken: i) As part of the project design, there will be a training programme for community members, community leaders, and civil authorities will raise awareness about locally important issues related to climate change and adaptation; ii) the rural extension service to be set up through the project will directly involve a network of extension workers who will support direct communication of awareness raising and technical

Adaptation Fund – UNDP Country office – Project management unit

UNDP Country office At FP formulation

No change

90 | P a g e

assistance information.5 Security issues

in the region disrupt project activities

At FP formulation Other P = 1

I = 1

Implementation will be informed by United Nations Department of Safety and Security (UNDSS) protocols, and adjustments made to workplans as appropriate.

UNDP Country office

UNDP Country office At FP formulation

No change

6 Climate shocks can lead to risk of damage to the project investments affecting implementation as well as sustained impact post-project

At FP formulation Social and environmental P = 1

I = 3

The adaptation measures for water supply and agricultural production, and wetland restoration measures will factor in projections of extreme weather events in their design. Construction elements of the project will be timed to minimize impacts during project implementation and infrastructure design. An O&M Plan will be formalized through the associative community governance mechanisms to ensure that the RWH and micro-aqueduct installations and facilities, as well as restored wetland channels will be maintained and operational to withstand projected climate events.

Adaptation Fund – UNDP Country office – MADS – Project management unit

UNDP Country office At FP formulation

No change

7 Impacts due to flooding of the intervention areas of the project caused by the rupture or discharge of the Hidroituango hydroelectric plant located on the Cauca River

At PRODOC formulation Social and environmental P = 2

I = 3

The project team will coordinate with the government entities in charge of monitoring the risk, and will inform the steering committee in a timely manner about the potential effects on the project. Institutional articulation will be promoted, through the steering committee, to make informed decisions about the implementation of the project.

AF - UNDP – Steering committee - PMU

UNDP Country office At PRODOC formulation

No change

Determine overall risk rating as follows:

Score

Rating

5 Critical

91 | P a g e

4 Severe

3 Moderate

2 Minor

1 Negligible

Rating the ‘Probability’ of a Risk

Score Rating

5 Expected

4 Highly Likely

3 Moderately likely

2 Not Likely

1 Slight

The combination of impact and probability is then used to determine the overall significance of the risk (Low, Moderate or High) using Table 4 as a guideline.

Determining ‘Significance’ of Risk

Impa

ct

5

4

3

2

1

1 2 3 4 5

Probability

Green = Low, Yellow = Moderate, Red = High

92 | P a g e

93 | P a g e