PAGE Operational Manual · Web viewdescribe in a short and clear way current operational procedures agreed by all partners; minimize bureaucratic burden for implementation. The manual

Partnership for Action on Green Economy (PAGE)

Operational Manual July 2016

Contents

1 Introduction........................................................................................................................................................3

1.1 Purpose of the Operational Manual.............................................................................................................3

1.2 Background on PAGE.................................................................................................................................3

1.3 PAGE Partners............................................................................................................................................4

2 PAGE Governance Structure............................................................................................................................5

2.1 PAGE Governance at the Global Level.......................................................................................................5

2.1.1 Management Board............................................................................................................................5

2.1.2 Donor Steering Committee.................................................................................................................5

2.1.3 Technical Team..................................................................................................................................6

2.1.4 PAGE Secretariat...............................................................................................................................6

2.2 PAGE Governance at the Country Level.....................................................................................................7

2.2.1 National Steering Committee..............................................................................................................7

2.2.2 Government Lead Agencies and Government Focal Point................................................................7

2.2.3 UN Lead Agency.................................................................................................................................7

2.2.4 Country Interagency Group................................................................................................................8

2.2.5 National PAGE Coordinator................................................................................................................8

2.2.6 National Implementing Partners.........................................................................................................9

3 Selection of PAGE Countries............................................................................................................................9

3.1 Call for Applications.....................................................................................................................................9

3.2 Country Selection......................................................................................................................................10

4 Planning and Budgeting..................................................................................................................................10

4.1 Global Planning and Budgeting.................................................................................................................10

4.1.1 Global Results Framework...............................................................................................................11

4.1.2 PAGE Operational Strategy 2016-2020............................................................................................11

4.1.3 Global Annual Work Plan and Budget..............................................................................................11

4.2 National Planning and Budgeting..............................................................................................................14

4.2.1 Country Logframes...........................................................................................................................14

4.2.2 Annual Country Work Plans and Budgets........................................................................................14

5 Financial Management and Reporting.............................................................................................................15

5.1 Financial Management and Reporting at the Global Level........................................................................15

5.1.1 Global PAGE Trust Fund..................................................................................................................15

5.1.2 UN to UN Interagency Agreements..................................................................................................15

5.1.3 Narrative and Financial Reports by Agencies...................................................................................15

5.1.4 Narrative and Financial Reports to Donors.......................................................................................16

5.2 Financial Management and Reporting at the Country Level.....................................................................16

5.2.1 Execution of Country Activities.........................................................................................................16

5.2.2 Reporting on Country Projects..........................................................................................................16

1

6 Monitoring and Evaluation...............................................................................................................................17

6.1 Global Level...............................................................................................................................................17

6.2 National Level............................................................................................................................................17

7 Communication, Branding and Document Management.................................................................................18

7.1 Communication and Branding at the Global Level....................................................................................18

7.1.1 Global PAGE Website, Newsletter and Social Media.......................................................................18

7.1.2 Document Management...................................................................................................................18

7.1.3 Branding Guidelines.........................................................................................................................19

7.2 Communication at the National Level........................................................................................................19

7.2.1 National News and Press Releases.................................................................................................19

7.2.2 National Webpages..........................................................................................................................19

Annex 1: Sample TOR – National Steering Committee..........................................................................................20

Annex 2: Sample TOR – National Coordinator.......................................................................................................22

Annex 3: Template – Narrative Reports by Agencies.............................................................................................24

Annex 4: Template – Financial Reports by Agencies.............................................................................................25

Annex 5: Template – National Narrative Reports...................................................................................................28

2

1 IntroductionThis chapter provides a brief introduction to the partnership and the purpose of the guidelines.

Document to read:

PAGE Programme Document

1.1 Purpose of the Operational ManualThis manual provides guidance on operational aspects of the Partnership for Action on Green Economy (PAGE) considered of direct relevance to the five PAGE partner agencies. It therefore targets UN staff and consultants working on PAGE at global, regional and national levels, including National PAGE Coordinators. While the document may be publically available, it includes detailed information on administrative, finance and planning procedures that are mainly relevant for staff in the five PAGE partner agencies. Information for national governments and stakeholders participating or interested in PAGE is included in the ‘Guidance Note for PAGE Partner Countries: Planning and Implementing a National PAGE Partnership’, which complements the present manual.

Specific objectives of the Operational Manual include to:

give an overview of global and national coordination arrangements; describe in a short and clear way current operational procedures agreed by all partners; minimize bureaucratic burden for implementation.

The manual builds on relevant UN policies and guidelines, in particular the UN Development Group (UNDG) guidance and Standard Operating Procedures for ‘Delivering as One’. It is a ‘living document’ and will be regularly up-dated, based on collaborative decisions of all partners and operational circumstances.

1.2 Background on PAGEPAGE is a One UN initiative that seeks to put sustainability at the heart of economic policymaking to advance the 2030 Agenda for Sustainable Development. Bringing together the expertise and broad convening power of five UN agencies — United Nations Environment Programme (UNEP), International Labour Organization (ILO), United Nations Development Programme (UNDP), United Nations Industrial Development Organization (UNIDO), and United Nations Institute for Training and Research (UNITAR) – and working closely with national Governments, private sector and civil society, PAGE offers a comprehensive, coordinated and cost-effective package of analytical support, technical assistance and capacity building services to countries and regions to transform their economies into drivers of sustainability and social equity.

PAGE was launched in 2013 as a multi-year programme that aims to assist by 2020 a total of 20 countries in their efforts to embark on green economy pathways. Beyond 2020 the PAGE Operational Strategy sketches out a growth trajectory to 2030 that aligns PAGE with the Sustainable Development Goals (SDGs).

3

1.3 PAGE Partners The added value of PAGE is the integration of the five UN agencies’ expertise in a package of services provided to countries in a coordinated and complementary way. To provide a legal basis for cooperation, the five managing partners have signed a Letter of Agreement (LOA), which spells out the objectives and main areas of cooperation. UNDP joined PAGE in 2014 through an Amendment to the LOA.

The following paragraphs outline the role of each agency in the partnership.

UNEP – The lead organization on the global environment in the UN system, plays a central role in facilitating the PAGE programme and hosts the PAGE Secretariat (see section 2.1.4). At a substantive level, UNEP brings in its expertise in the use of economics for ensuring environmental sustainability. The specific role of UNEP under the partnership is:

to bring to PAGE its original thinking on the concept of a green economy and its experience in producing a number of significant reports on green economy, including one at the UN interagency level, and one on trade opportunities arising from the transition to a green economy;

to bring to PAGE the experience of engaging with over 20 countries at different stages of green economy policy making;

to use existing partnerships such as the Green Growth Knowledge Platform involving the World Bank, OECD, GGGI, and UNEP, and the Green Economy Coalition – a network of civil society organizations plus international agencies (including ILO and UNEP) devoted to facilitating a participatory approach to green economy worldwide.

ILO – The specialized UN agency on social and labour issues. Its responsibilities under PAGE includes:

to bring to PAGE its knowledge and experience on employment, the greening of enterprises, green jobs, gender equality and skill building. ILO in its Green Jobs Programme has developed and is applying analytical tools to assess the employment and income implications of promoting a greener economy;

experience on an extensive network of UN agencies and other partners, such as business/employers’ organizations and trade unions, which are core ILO constituents. This unique relationship greatly facilitates the organization of social dialogue and consultation, which in turn creates national ownership and contributes to capacity building;

within PAGE, ILO leads on methodologies for green jobs and skills assessment at the enterprise and sector levels, feeding into national level assessments. ILO also contributes to the development of national actions plans on employment and labour market related policies and measures, covering productive work, sustainable enterprises, just transitions, and social protection;

it helps to target labour market instruments to youth and vulnerable groups. In high-level dialogues, ILO can mobilize and lead discussion with its constituencies;

for capacity building ILO hosts global training programmes (ILO training center in Turin) with technical inputs from other PAGE partners and leads on national level trainings on green jobs assessment.

4

PAGE Goals and Objectives

Impact: Countries are transforming their economies to eradicate poverty, increase jobs and social equity, strengthen livelihoods and environmental stewardship, and sustain growth in line with the Sustainable Development Goals.

Overall Outcome: Countries reframe economic policy around sustainability and put in place enabling policy conditions, reforms, incentives, business models, and partnerships to catalyze greater action and investment in green technologies, and natural, human, and social capital.

1) Outcome 1: Countries have reinforced and integrated inclusive green economy (IGE) goals and targets into SDG-aligned national economic and development planning through multi-stakeholder collaboration.

2) Outcome 2: Countries are implementing evidence-based sectoral and thematic reforms in line with national IGE priorities

3) Outcome 3: Individual, institutional and planning capacities for IGE action strengthened at the national and global level

4) Outcome 4: Countries have improved their knowledge base for advancing IGE

UNIDO – The specialized agency of the United Nations that promotes industrial development for poverty reduction, inclusive globalization and environmental sustainability. Under PAGE, UNIDO:

provides expertise in evidence-based industrial policy advice to both Governments and to industry from developing countries and economies in transition. More specifically, UNIDO contributes to reviewing national environmental assessments, industrial and sectorial baselines and targets and the evaluation of inter-sectorial implications of policy options.

alongside its PAGE partners, UNIDO provides its technical knowhow to support policy implementation, South-South cooperation and public-private partnerships and ensure industry engagement in policy consultations and related sectorial strategies and action plans;

through the Green Industry Platform which brings together businesses, governments, international and civil society organizations to introduce and strengthen sustainability practices throughout the global manufacturing process, UNIDO contributes at a global level to knowledge creation, sharing and dissemination.

UNITAR – The dedicated training arm of the UN System. UNITAR brings to PAGE its longstanding experience in delivering adult learning, strengthening national education and training systems and managing country-driven projects in collaboration with Government, UN partners, private sector and civil society. UNITAR’s contribution to PAGE focuses on:

developing and delivering high-quality capacity building tools and training programmes, leveraging the substantive expertise of other PAGE partners;

providing foundational learning to key stakeholders at national level to facilitate informed policy dialogues on green economy policy development and implementation;

supporting countries in identifying green economy learning priorities and strengthening the capacity of national education and training institutions;

facilitate multi-stakeholder processes for effective implementation of PAGE country projects.

UNDP – Helps countries eradicate poverty and reduce inequalities and exclusion by finding global and national solutions for: 1) adopting economically, socially, and environmentally sustainable development pathways, 2) strengthening inclusive and effective democratic governance and advancing gender equality, and 3) building resilience, through on-the-ground policy, programming, capacity development, South-South cooperation, and coordination across the United Nations system and with partners in more than 170 countries and territories. The role of UNDP under PAGE is to:

expand cross-sectorial and multi-disciplinary expertise; create synergies with complimentary programming; enhance longer-term programmatic mainstreaming and capacity development approaches; increase regional and country presence, expand engagement with key government, private and civil society

stakeholders; expand options for in-country support including through joint programmes and national implementation

modalities, as well as leveraging additional financial resources at all levels.

2 PAGE Governance StructureThis chapter gives a brief overview of the governance bodies involved in PAGE and describes their main functions and mode of operation.

2.1 PAGE Governance at the Global LevelPAGE has set up a governance structure (with a Secretariat, Management Board, Technical Team and Donor Steering Committee). The following sections describe the role of each body.

2.1.1 Management BoardThe Management Board includes one director-level representative from each PAGE partner agency and is chaired and coordinated by UNEP. Specific responsibilities of the Board include:

approve core documents that guide the PAGE partnership (e.g. operational strategies, global logframe, terms of reference for evaluations, etc.);

5

approve annual budgets and work plans; approve new partner countries; decide on the overall development and strategic positioning of the partnership.

The Management Board usually convenes two or three times a year at major milestones in programme planning which require management decision. In addition to face-to-face meetings, phone calls are organized to discuss urgent issues.

2.1.2 Donor Steering CommitteeThe Donor Steering Committee (DSC) is a group of governments and institutions that provide financial support to PAGE and follow the development and implementation of the partnership. The DSC meets once or twice per year to receive an up-date on PAGE implementation and provide overall strategic guidance. The official DSC meetings are usually preceded by a closed consultation among donors. The role of the DSC includes:

provide recommendations to help guide the Management Board and the Technical Team on strategic aspects of implementation;

provide feedback on global work plans and associated budget frameworks and providing advice in the selection of new PAGE countries;

in relation to the monitoring and evaluation of PAGE, the DSC works closely with the Management Board to ensure that rigorous and independent evaluations are carried out and that related findings and recommendations are addressed.

2.1.3 Technical TeamThe Technical Team consists of staff members from all five PAGE partners. The team meets on a biannual basis – or more often as needed. Specific responsibilities include:

review and provide inputs to draft annual budgets and work plans; plan and share progress on the implementation of activities; identify opportunities for resource mobilization; ensure consistency among national and global activities and alignment with the global results framework; make proposals to the Management Board for strategic decisions, such as country selection.

In addition to the Technical Team, agencies form smaller working groups to collaborate on the development of specific outputs, for example major global events or knowledge and training products. In this case, the lead agency focal point coordinates activities, initiates discussions in the working group and monitors progress.

2.1.4 PAGE SecretariatThe PAGE Secretariat (hosted by UNEP) serves as the central liaison point between the PAGE partners, and provides services to the Technical Team, the Management Board and the Donor Steering Committee. It assists with the overall coordination of the partnership under the direction of the Technical Team. The Secretariat is involved in all operational aspects of PAGE, i.e. communication, document management, programme planning, reporting and monitoring and evaluation. More specifically the Secretariat provides the following services, in cooperation with PAGE agencies:

development of draft annual work plans and budgets; organization of Technical Team, Management Board and Donor Steering Committee meetings and

development of related documents; development of consolidated annual progress and financial reports as well as other specific reports, as

requested by donors; monitoring of overall programme implementation and coordination of programme reviews/evaluations; development and maintenance of global communication tools, such as website and brochures;

communication through social media channels; and support to national or regional communication efforts; initiation and coordination of PAGE Global Conferences with host country; compilation of expressions of interest received from countries and coordination of country selection process; liaison with donors, development of proposals and agreements with interested governments.

6

The PAGE Secretariat includes 2-3 professional staff (including Head of Secretariat and Secretariat Coordinator), as well as support by general services and consultants. UNEP’s role in providing the Secretariat is separate from UNEP’s role in the implementation of activities under the four outputs of the programme.

Figure 1: Illustration of the global governance structure.

2.2 PAGE Governance at the Country LevelDue to different requirements and conditions of PAGE countries, there is no uniform model for the national-level implementation structure, and frameworks are likely to differ between countries. In principle, the main entities involved at the country level are a National Steering Committee, the national Government lead agency with the Government Focal Point, the UN Lead Agency, the Country Interagency Group and the National PAGE Coordinator.

Document to read: Guidance Note for PAGE Partner Countries:

Planning and Implementing a National PAGE Partnership

2.2.1 National Steering Committee The main oversight and directive body at the national level is a National Steering Committee (NSC), specific to PAGE, or an existing inter-ministerial committee, with a larger mandate covering areas supported by PAGE. This is depending on the country’s specific circumstances. The NSC typically consist of high-level representatives of key ministries and UN representatives in the country, directing and supervising the PAGE country work. It may also include, as appropriate, representatives of the private sector and civil society. The roles of the NSC usually includes:

endorsing the national results framework for PAGE; providing strategic oversight for the country project, including identification of funding opportunities and

potential partnerships; providing feedback on annual work plans and associated budgetary frameworks; endorsing country programme evaluation.

The NSC should meet at least twice per year to ensure continuity and country ownership. A sample Terms of Reference for a National Steering Committee is included in Annex 1.

Other coordination mechanisms may be established depending on country needs, such as a Technical Committee or Advisory Group which provides feedback to studies, participates in events, capacity building activities, implementation of demonstration projects and planning meetings.

2.2.2 Government Lead Agencies and Government Focal PointThe NSC is usually chaired by a government agency that takes the lead on PAGE. These can be located at different levels in the Government, not only in the ministries of environment but also in the finance and economic planning ministries. If the lead agencies are not directly linked to a central coordination body, such as the Prime Minister’s Office or a Central Planning Commission, at minimum two ministries need to take a lead role and ensure inter-ministerial coordination.

7

A Government Focal Point should be nominated within the lead agency to ensure regular and efficient communication and collaboration between Government and PAGE partners, in close collaboration with the PAGE National Coordinator. The Government Focal Point typically has the following responsibilities:

ensure regular meetings of the NSC; provide initial feedback on the country logframe, annual reports, work plans and budgetary frameworks

before submission to the NSC; ensure communication with other Ministries and key stakeholders outside Government.

2.2.3 UN Lead Agency For each country, one of the five PAGE partners is identified as the lead agency. The decision on who is taking the lead on a new partner country is taken by the PAGE Management Board based on a proposal by the PAGE Technical Team. The lead agency has the following responsibilities:

organize the discussion in the country interagency group (see below); identify and hire the National PAGE Coordinator; in collaboration with the National Coordinator develop first drafts of the country logframe, annual work plans

and related budget allocations - based on the consultations with the Government and inputs from the other agencies;

act as a liaison between the country-level and the global level, mainly with the PAGE Secretariat and the Technical Team;

review annual country reports before submission to the PAGE Secretariat; keep relevant country documents (country logframe, work plans and budgets) within the internal PAGE

document management system up-to-date; ensure regular up-dates of the country page on the global PAGE website; identify opportunities for ensuring the sustainability of PAGE support in the partner country.

While the lead agency together with the National PAGE Coordinator is responsible for overall coordination of PAGE activities, each PAGE agency takes the lead role in the implementation of specific workstreams in the country programme.

The focal point within the lead agency can be based either at the regional or headquarters level and can receive additional support from an agency representative based at national level in a country office.

2.2.4 Country Interagency GroupAll PAGE partners nominate a focal point who works closely with the lead PAGE agency and the National PAGE Coordinator to prepare, discuss and coordinate operational matters, such as budget preparation, work plan development, etc. The country interagency group meets on a regular basis (at least once every two months) via phone conference, for the following purposes:

discuss latest political or socio-economic developments in the partner country; develop a national results framework; discuss country work plans and budgets; analyze reasons of weak, late or no implementation of some activities in the work plan and provide

feedback; provide feedback on annual country reports; organize joint events; identify opportunities for resource mobilization; provide recommendations on sustainability strategy beyond 4-years implementation process.

While the interagency group is an internal UN coordination mechanism it is recommended to regularly invite the Government focal point to strengthen transparency and country ownership.

2.2.5 National PAGE CoordinatorThe National Coordinator is a consultant hired by the PAGE lead agency to coordinate all activities on behalf of all PAGE agencies with national and local-level partners. Main responsibilities include:

facilitate the implementation of the agreed work plan under all workstreams;

8

organize technical and high-level PAGE events in the country; maintain relations with key stakeholders inside and outside Government; prepare draft annual reports; draft regular up-dates for the PAGE website.

Sample TORs for National PAGE Coordinators are included in Annex 2.

2.2.6 National Implementing PartnersTo carry out studies or other implementation activities, PAGE partner agencies often hire selected national institutions. In particular, most of the assessment work undertaken at the beginning of a PAGE project is carried out by a national research institute. In contracting a national implementation partner each agency applies its own rules and regulations.

Figure 2 illustrates the national governance structure of PAGE.

Figure 2: Illustration of the national governance structure.

9

Monthly Check List for National Coordinators

Send up-date for PAGE website to Secretariat. Meet with Government Focal Point. Schedule next country-interagency group and follow-up on action items. Identify bottlenecks in implementation of work streams. Up-date key partners inside and outside Government on latest developments. Any other issues?

3 Selection of PAGE CountriesThis section describes the operational aspects of selecting PAGE partner countries. Detailed guidance for countries on how to apply is included in the PAGE Application Form and Guidance Note.

Document to read:

PAGE Application Form and Guidance Note

3.1 Call for ApplicationsA call for applications can be sent out once sufficient financial resources to accommodate additional partner countries has been secured. The decision to send out a new call is taken by the Management Board, based on a recommendation by the Technical Team and guidance provided in the Operational Strategy.

The application form comprises four sections to be completed by the applicant countries taking into account their national situation and governance structure. Supporting letters and documents must be enclosed in the application dossier.

The PAGE Secretariat with support of partner agencies and the Technical Team provides necessary advice and recommendations to relevant Government bodies to go through the application process from the beginning till the official submission of the application documents for review and approval.

3.2 Country SelectionOnce the call for applications has been closed, all submissions will be reviewed according to the following process:

1. All applications are screened by the Secretariat to determine if they meet the basic selection criteria (see below);

2. The PAGE Technical Team reviews the applications and seeks formal advice from the UN Resident Coordinators, as well as relevant regional and country offices. It seeks the advice of the PAGE Donor Steering Committee. It then makes a recommendation to the PAGE Management Board;

3. The PAGE Management Board reviews the applications and makes a final decision;4. The final decision is communicated to the applicant country by the Secretariat.

The criteria taken into account during the review process are the following:

Demonstrated high-level support and commitment of key ministries, evidence of inter-ministerial coordination, a written expression of interest, and a clear demand for technical assistance;

Identified linkages between potential national activities to be carried out through PAGE and relevant national planning processes, as well as United Nations Development Assistance Frameworks (UNDAFs);

Presence and/or existing activities of the five PAGE agencies in the country and agencies’ capacity to respond, including through complementary programming such as PEI;

Capacity of national counterparts to join the programme.

In selecting partner countries, PAGE seeks to ensure regional balance and inclusion of both larger and smaller economies. The partnership also aims to collaborate with partner countries that are of strategic importance globally/regionally. Once the selection process is finalized the PAGE Secretariat sends letters to all countries which applied to notify them about the Management Board decision.

Countries which are not selected during a given application round will (1) either be considered for selection in the next application cycle without needing to reapply unless country circumstances change significantly, or (2) asked to revise their application for resubmission in case the proposal was incomplete or did not meet the criteria above.

4 Planning and Budgeting This section describes the different planning and budgeting processes and tools that are used under PAGE and

10

gives practical guidance on how to apply them.

Documents to read: PAGE Global Results Framework PAGE Operational Strategy 2016-2020

4.1 Global Planning and BudgetingThe foundational documents for global planning and budgeting are the original PAGE Programme Document (version from July 2013 and its amendment) and the Operational Strategy 2016-2020. The Operational Strategy includes the latest version of the global results framework, which provides the basis for overall PAGE programme planning and monitoring. The PAGE Programme Document and Operational Strategy are translated into concrete activities through the annual PAGE work plans and related budgets. The complete work flow is illustrated in Figure 3 below.

4.1.1 Global Results Framework The global results framework presents in a structured way the intended impact, overall outcome, four main outcomes, and outputs of PAGE. For each result, specific indicators, sources/means of verification and assumptions/external factors are defined. Changes in the results framework at indicator level can be approved by the Technical Team. Changes in outputs or outcomes need to be approved by the Management Board, in consultation with the Donor Steering Committee.

In support of the global results framework an indicators reference sheet and a monitoring framework have been developed (see chapter 6 on monitoring and evaluation).

4.1.2 PAGE Operational Strategy 2016-2020The Operational Strategy was developed by partner agencies in 2015 to reflect a “shared vision of how PAGE will evolve and grow to serve more countries”. The Strategy builds on the original 2013 programme document, the recommendations provided in the PAGE Inception Review, and the lessons learned from the three years of PAGE operations. The Operational Strategy presents the:

the PAGE strategy for 2016-2020 and beyond, including plans for growing the Partnership and extending the PAGE offer to more countries;

the PAGE approach to engaging with countries nationally and globally; an outline of PAGE objectives and principles; the process of change to which PAGE contributes, and the link to the global sustainability agenda; PAGE partnerships and sustainability plans; and an overview of PAGE efforts to monitor progress, evaluate impact and incorporate lessons learned into

future plans.

The Operational Strategy also presents an overview of PAGE finances and resource requirements for supporting PAGE operations during 2016-2020. It sets out an estimated total budget of USD 43.5 million for this five-year period and provides a split-up per year and service/outcome area, as shown in Table 1 below.

Activity 2016 2017 2018 2019 2020 Totals

4-yearcountry

engagement

11 countries500/country:

5,500


7,500


8,000


7,000


4,500 32,500

Global capacity building activities

600 600 600 600 600 3,000

Global knowledge

creation and sharing

600 600 600 600 600 3,000

11

PAGE Secretariat

1,000 1,000 1,000 1,000 1,000 5,000

Total 7,700 9,700 10,200 9,200 6,700 43,500

Table 1: Total budget estimate for PAGE 2016-2020 (all costs in USD thousands).

4.1.3 Global Annual Work Plan and BudgetThe development of the annual work plan and budget is usually initiated during the fourth quarter of the preceding year. Given that donor commitments are often only confirmed in the first quarter of the following year the process can go into the first months of the year for which the work plan and budget is being developed. The process includes three elements as further outlined below and illustrated in Figure 3.

Figure 3: Global planning and budgeting process.

1) Overall Allocations per Outcome Area (Step 1 in Figure 3): Based on the allocations specified in the Operational Strategy (see Table 1) and expected resources, the Secretariat proposes overall allocations for global activities under Outcomes 3 and 4 and for Secretariat services. All country-specific activities (Outcomes 1 to 3) are included in one overall allocation (see Table 2 below).

Cost items Related Outcomes Proportion in the Operational

Strategy

Available budget based on

contributions

Country level budget(X number of countries)

Outcomes 1 to 3

% USD XX

Global capacity building budget Outcome 3 % USD XX

Global knowledge Outcome 4 % USD XX

12

1

creation/sharing and communications budget

PAGE Secretariat budget n/a % USD XX

Project Support Costs (PSC) n/a % USD XX

Total overall allocations 100% USD XX

Table 2: Budget allocation based on provisions of the Operational Strategy and available funds.

2) Annual Work Plan and Budget (Step 2 in Figure 3): Following the definition of overall allocations a more detailed annual work plan and budget is being developed, including allocations per country and for global activities. This process is two-fold:

a. Step 2a: The Technical Team defines overall allocations per country depending on expected absorption capacity, funding needs and availability of resources. Detailed country-level activities are suggested and discussed through the Country Interagency Group (see section 4.2).

b. Step 2b: For global activities, PAGE partner agencies develop short proposals, based on the overall allocations, and submit them to the Secretariat. The proposals should include information about objectives and rationale of the activity, budget envelop, potential for collaboration with other agencies/initiatives, as well as linkages with outputs in the PAGE results framework. In case a global activity is implemented by two or more agencies the cost split-up needs to be communicated to the Secretariat.

Based on the above submissions, and taking into account the overall allocations provided in Table 2 above, the PAGE Secretariat compiles a first draft of the annual work plan and budget and circulates it to the Technical Team for feedback. The overall annual work plan includes (see Table 3 below):

an overall allocation for each country with a justification; an overall allocation and description for each global activity; an overall allocation for the PAGE Secretariat; a lead agency for each country and global activity.

Work Plan Elements Budget

Country level

Country 1 USD XX

Country 2 USD XX

Country … USD XX

Country level – subtotal USD XX

Global capacity building

Activity 1 USD XX

Activity 2 USD XX

… USD XX

Global capacity building – subtotal USD XX

Global knowledge creation/sharing and communications

Activity 1 USD XX

Activity 2 USD XX

… USD XX

Global knowledge and communications – subtotal USD XX

PAGE Secretariat budget USD XX

Project Support Costs (PSC) USD XX

Total Global Annual Work Plan USD XX

13

2

Table 3: Global annual work plan and budget.

The annual work plan and budget is approved by the Management Board and then provides the starting point for developing detailed work plans and budgets for countries. Later in the planning process, the Technical Team may alter the allocations for countries/global activities by up to 10 per cent without further Management Board approval, as long as the grand total remains the same.

3) Final Allocations per Agency (Step 3 in Figure 3): The PAGE Secretariat collects and compiles country and global activity budgets based on inputs from the country interagency groups and Technical Team members. Out of this it will derive the overall amount that each agency will receive for the implementation of the activities that it is leading or contributing to (see Table 4). For each agency an overview is developed that summarizes the country activities and global activities for which it will receive funding and the related budget. The amount and agency specific work plan is submitted to the Management Board for approval. Following Management Board approval, each agency will receive its share from the Trust Fund either in full, or by priority of urgency. The budget may be divided in several fund transfers subject to total amount available in the Trust Fund at the time of the transfer.

Agency Allocation

UNEP USD XX

ILO USD XX

UNIDO USD XX

UNITAR USD XX

UNDP USD XX

PAGE Secretariat USD XX

Sub-total USD XX

Project Support Costs (PSC) USD XX

Total global annual work plan USD XX

Table 4: Total annual allocation per agency based on global and country level activities.

4.2 National Planning and Budgeting4.2.1 Country LogframesThe starting point for the planning process at country level are the country logframes. During the first six month of a new country project a national results-framework (‘logframe’) is developed including intended outcomes and outputs, and performance indicators. The logframe ideally cover results planned for the full year project period, but can be also up-dated on an annual basis, subject to new developments in a country. The logframe is country-specific but with clear linkages to the global results-framework as well as to the UN Development Assistance Framework of the respective country. The logframe is usually accompanied by another narrative document (such as a national project document), which describes intended results, major workstreams, linkages with existing programmes, the national governance structure, and monitoring and evaluation arrangements.

A first draft logframe is usually developed by the National Coordinator in collaboration with the UN lead agency. It is then shared for feedback with the country interagency group, followed by review and comments by the National Steering Committee.

4.2.2 Annual Country Work Plans and BudgetsThe process of developing an annual country work plan and budget is an integral part of the global planning and budgeting process (see step 2a of Figure 3).

Based on the country log-frame and the annual allocation for the country (see process described in section 4.1.3), the lead agency initiates a discussion in the country interagency group to develop a detailed work plan and budget. Once the interagency group agrees on activities and related costs, they are reviewed by the National

14

3

Steering Committee. The final work plan and budget is prepared by the lead agency and submitted to the Secretariat. A template for the annual country work plan and budget is provided below (Table 5).

As a standard, the UN lead agency receives a flat rate of 32k USD per year to cover coordination costs; plus an allocation to cover the fee of the National Coordinator (rate depends on country context).

Once the annual work plan is finalized, all activities should be reflected within the activity section of the country logframe.

Activities per Outcome

Allocation by agency Total allocation per activity

UNEP ILO UNIDO UNITAR UNDP

Outcome 1

Activity 1 USD XX USD XX USD XX USD XX USD XX USD XX


…

Outcome 2



…

Outcome 3


Activity 2… USD XX USD XX USD XX USD XX USD XX USD XX

…

Coordination costs

Lead agency (32k) USD XX

National Coordinator USD XX

Total by agency USD XX USD XX USD XX USD XX USD XX USD XX

Table 5: Annual country work plan and budget.

5 Financial Management and ReportingThis section provides guidance on the technicalities of how funds are managed within PAGE, from the reception of funds by the Trust Fund to the transfer to PAGE partners. It also explains procedures in terms of financial and narrative reporting.

5.1 Financial Management and Reporting at the Global Level5.1.1 Global PAGE Trust FundTo be completed once arrangements with Multi-Donor-Trust-Fund are finalized

5.1.2 UN to UN Interagency AgreementsTo be completed once arrangements with Multi-Donor-Trust-Fund are finalized

5.1.3 Narrative and Financial Reports by Agencies Narrative Reports by Agencies

For global activities under Outcomes 3 and 4, the respective lead agencies are responsible for compiling an annual report and providing it to the Secretariat. Usually the report is due end of January of the following year. In addition, interim narrative reports might be necessary depending on reporting deadlines set by funding partners. All reporting dates are specified in the UN to UN agreements.

15

The narrative reports clearly indicate the links between the implemented activities and the global results framework. In particular, information is provided on how an activity has contributed to the different output and outcome indicators described in the indicators reference sheet.

A template for global narrative reports is included in Annex 3. Country-level activities are part of one joint report per country (see section 5.2.2).

Financial Reports by Agencies

Partner agencies provide the PAGE Secretariat with financial reports on a yearly basis. Usually agencies provide an interim financial report by end of January of the following year and a final financial statement by end of March. 31 January. Additional reporting during the year might be required depending on the funding source. All reporting dates are specified in the UN to UN Interagency Agreements.

The Agencies prepare their reports in accordance with their financial regulations, rules, policies and procedures. All reports need to:

differentiate expenses for funds provided by different donors; provide certified information on expenses per inputs (personnel costs, travel, contractual services, etc.); provide uncertified information on expenses per outcome and country; provide uncertified information about in-kind contributions.

A template for financial reports is included in Annex 4.

5.1.4 Narrative and Financial Reports to DonorsDuring the first quarter of each year, the Secretariat prepares consolidated annual narrative and financial reports for the previous year.

The narrative report is based on the agency and country reports (see sections 5.1.3 and 5.2.2). A comprehensive version for funding partners, and a shorter version for a wider public are being prepared.

The financial reports are a compilation of the financial data submitted by agencies. All reports are send for review to the Technical Team and then shared with the Donor Steering Committee.

5.2 Financial Management and Reporting at the Country Level5.2.1 Execution of Country ActivitiesCountry activities are financially executed based on the rules and regulations of each agency. Usually two different types of execution are used:

Direct Execution

This modality means that payments are done for each activity by the Agency either through headquarters or country offices. In case agencies don’t have a local presence, payments can be done through UNDP country offices taking its worldwide presence.

Sub-contracting of National Inst itut ions

In some countries with strong national institutions and availability of solid financial management system, national institutions can be subcontracted for delivering certain outputs. This includes Government partners such as Ministries, as well as organizations outside Government.

At the start of a new country project, PAGE partners should make sure they are aware of any financial management guidelines issued by the UN Country Team.

5.2.2 Reporting on Country ProjectsNarrative Country Reports

For each country project a joint narrative report is compiled on an annual basis. The process includes the following steps:

16

1. A first draft of the annual report is prepared by the National Coordinator during the month of January of the following year.

2. The report is being reviewed by the interagency country group and the National Steering Committee during the month of February.

3. The UN lead agency is responsible for providing a final review of the report and submitting it to the PAGE Secretariat by end of February.

The annual report outlines progress towards the achievement of the outcomes and outputs in the national and global results-frameworks. That means progress under the different workstreams is always presented in the context of the overall project objectives and intended results, and with clear links to relevant indicators. A template for national narrative reports is included in Annex 5. The National Coordinator in collaboration with PAGE resident agencies (e.g. UNDP country offices) makes sure that PAGE results and activities feed into UNDAF reporting.

Financial Country Reports

Financial information on country activities are part of the financial reports prepared by each agency (see section 5.1.3).

6 Monitoring and Evaluation This section provides guidance on procedures for monitoring and evaluation.

Documents to read: Monitoring Framework Indicators Reference Sheet

6.1 Global LevelGlobal Monitoring

The overall progress of the PAGE programme is monitored by the PAGE Secretariat under the leadership of the PAGE Technical Team. The main tools used for global monitoring are:

the Indicators Reference Sheet which provides a definition of each indicator in the global logframe and describes how relevant information is collected;

the Monitoring Framework which provides a baseline for each indicator and helps to keep track of progress made over time.

The Monitoring Framework is up-dated by the PAGE Secretariat on an annual basis based on the agency and country reports (see sections 5.1.3 and 5.2.2). The up-dated Framework is reviewed by the Technical Team to identify any issues towards achieving intended results.

In addition to the annual up-date and review of the Monitoring Framework, the Technical Team discusses implementation challenges during its biannual meetings and feeds lessons learned back into national and global programming.

Global Evaluations

Global evaluations of the PAGE programme are undertaken on a regular basis in line with the UNEP Evaluation Policy and the UNEP Programme Manual (i.e. a mid-term evaluation is conducted half way through a give programming cycle and a final evaluation at the end of a programming cycle). The evaluations are conducted by an independent consultant under the overall responsibility and management of the UNEP Evaluation Office (EO) in consultation with the PAGE Secretariat and the PAGE Management Board.

The draft Terms of Reference for the evaluation are developed by the UNEP EO together with the Secretariat and approved by the Management Board. The independent evaluation consultant is selected by the UNEP EO in consultation with the Secretariat.

6.2 National LevelNational Monitoring

17

National activities are monitored against the respective country work plans and results-based frameworks. The main responsibility for formal annual monitoring is with the UN lead agency and the National Coordinator who is drafting the annual country report (see section 5.2.2). In addition, the country interagency groups regularly discuss implementation challenges and feed lessons learned back into national programming.

National Evaluations

National evaluations are conducted after an initial four-year period. The evaluations are conducted by an independent consultant under the overall responsibility and management of the PAGE Technical Team in consultation with the PAGE Secretariat, the country interagency group and the National Steering Committee.

The draft Terms of Reference for national evaluations are developed by the Technical Team together with the Secretariat and approved by the Management Board. The independent evaluation consultant is selected by the Technical Team in consultation with the Secretariat, the country interagency group and the National Steering Committee.

7 Communication, Branding and Document ManagementThis section provides practical instructions on PAGE communication and outreach, as well as on where to store and find key documents.

Documents to read: PAGE Communication Strategy Publication Guidelines

7.1 Communication and Branding at the Global Level7.1.1 Global PAGE Website, Newsletter and Social MediaGlobal Website

A dedicated website (www.un-page.org) has been created to give an overview of PAGE’s objectives and partners, feature global learning and knowledge products, highlight PAGE news and events, and describe progress made in partner countries. The website also hosts the PAGExchange, an online forum for sharing green economy stories beyond PAGE partner countries. The website is managed by the PAGE Secretariat which updates it regularly with relevant information. Partners and National Coordinators are responsible to provide the PAGE Secretariat with new resources, country stories, news articles at least once per month.

PAGE Newsletter

A PAGE newsletter is sent out on a monthly basis. The newsletter is compiled by the Secretariat based on inputs received by partners and National Coordinators. A draft is circulated among the Technical Team before the newsletter is sent out.

Social Media

The PAGE Secretariat manages a PAGE Twitter and a YouTube account. Partners and National Coordinators are asked to send draft tweets (ideally with pictures) from all major events.

All communications should be written in simple language designed for a non-expert, non-technical audience.

7.1.2 Document ManagementInternal information (draft documents, budgets, financial reports, etc.) can be accessed by PAGE partners in a password protected space on the PAGE website. Each country has its space on the website which should be regularly up-dated by the country lead agency (including the latest version of the national logframe, country work plan and budget). Once a new document is up-loaded the Secretariat should be notified.

The website also includes a section with the latest version of all main documents including the global logframe, the Operational Strategy, global annual budget and work plan, the Monitoring Framework and Indicators Reference Sheet, etc.

The protected space is likewise used to post draft documents in advance of meetings of the Technical Team, the Donor Steering Committee or the Management Board.

18

http://www.un-page.org/

7.1.3 Branding GuidelinesAll PAGE materials, including flyers, brochures, reports, etc. should include the PAGE logo, as well as the five partner and all donor logos. All logos are available in the protected space of the PAGE website. More detailed guidance for the layout of PAGE publications is provided in the publication guidelines.

7.2 Communication at the National Level7.2.1 National News and Press Releases Short up-dates on PAGE country level activities are to be prepared by National Coordinators every month, discussed with lead agency and submitted to PAGE Secretariat to be placed on the website. The document should be a summary of all activities of PAGE in the country during the month.

For all major events and achievements, the National Coordinator is preparing a news article for the PAGE website as well as a press release to be shared with national media. National newspapers, radio and television should be invited to all major PAGE events.

7.2.2 National WebpagesCountry interagency groups can consider developing dedicated national PAGE websites. The websites should correspond to PAGE branding in terms of logos and colors used.

19

Annex 1: Sample TOR – National Steering Committee

NATIONAL STEERING COMMITTEE

TERMS OF REFERENCE

1. Purpose

PAGE is a One UN initiative, bringing together the expertise of 5 UN agencies – UNEP, ILO, UNIDO, UNDP and UNITAR, which works closely with national governments to provide a comprehensive and coordinated package of technical assistance, policy support and capacity building services to interested countries to develop, adopt and implement green economy policies and strategies

In [Month Year], [Country] became the Xth country to join the Partnership. The [Institution] is the national coordinating ministry, while the [UN Agency] serves as the lead PAGE agency for the country. The National Steering Committee for PAGE [Country] is established to direct and supervise PAGE country work, and shall act in good faith to give effect to the objectives of PAGE in [Country] whilst advancing national policies, strategies and programmes.

2. Functions

The National Steering Committee must exercise leadership, enterprise, integrity and judgment and, support the vision of PAGE in [Country]. The primary responsibility of the National Steering Committee shall be the oversight management of performance of PAGE [Country], through inter alia:

2.1. Providing advice, guidance and strategic oversight for the achievement of the objectives of PAGE [Country].

2.2. Approving the Country Indicative Framework, work plan and targets for PAGE [Country].

2.3. Aligning PAGE activities with national policies, strategies and programme within the Green Economy thematic focus;

2.4. Reviewing and endorsing PAGE [Country]’s founding documents and amendments thereto, including the country programme document and evaluation framework.

2.5. Providing guidance on the conditions and implementation of terms of reference (TORs) for specific work streams, and establishing additional technical coordination mechanisms such as sub-committees if deemed appropriate.

2.6. Receiving and evaluating progress reports on PAGE [Country] on agreed intervals.

2.7. Regularly reviewing and evaluating risks which may impact the strategic direction of PAGE [Country], and ensuring the existence of appropriate internal controls to mitigate against such risks.

3. Membership

3.1. The members of the National Steering Committee are appointed jointly by the national coordinating ministry and lead PAGE agency based on their experience, work portfolio and expertise.

3.2. The National Steering Committee shall consist of at least X persons (including the Chairperson). The secretary to the committee shall be an ex officio member of the National Steering Committee. The following organisations will each have one representative on the Committee:

… … …

20

3.3. Members (and alternatives) of the National Steering Committee shall be appointed by the respective organisations and shall serve on the National Steering Committee for the duration of the PAGE programme in [Country].

3.4. Members are to maintain the confidentiality of National Steering Committee proceedings.

3.5. Members serving on the National Steering Committee will receive no remuneration for their time or travel costs.

3.6. Members may co-opt additional members to address specific areas of competence or other issues as relevant and necessary, including representatives of the private sector, the academia, civil society, other UN agencies, development partners and donors.

4. The Chairperson

4.1. The Chairperson of the National Steering Committee will be a [Title, Institution].

4.2. The Chairperson must bring firm and objective leadership to the National Steering Committee. The Chairperson’s primary function is to preside over Committee meetings and to ensure the smooth running of the Committee in the interests of good governance.

5. Meetings and Procedures

5.1. The meetings of the National Steering Committee shall be held at least four times per annum, with authority to convene additional/ special meetings, as circumstances require.

5.2. The meeting agenda shall be determined by the national coordinating ministry in consultation with the lead PAGE agency and approved by the Committee.

5.3. The quorum for the National Steering Committee shall be 50%.

5.4. Notice of each meeting, confirming the venue, the time and date and enclosing the agenda and supporting documentation of items to be discussed, shall, other than under exceptional circumstances be forwarded to each member of the National Steering Committee not less than seven days prior to the meeting.

5.5. If the Chairperson of the Committee is not available to chair a meeting, the Chairperson may delegate another Committee member who is present to act as chairperson of the Committee for the meeting.

5.6. All decisions of the Committee shall be made by consensus. Where consensus cannot be met, decision will be by way of a simple majority. The Chairperson shall not have an additional or casting vote.

5.7. An attendance register shall be kept to record the attendance of all members.

5.8. A copy of the minutes of the Committee meetings shall be distributed to all members for consideration and approval.

5.9. The Secretariat shall prepare and finalise minutes containing the proceedings and resolutions of the meetings which shall be signed by the Chairperson of the National Steering Committee in evidence thereof.

5.10. The National Steering Committee may invite external parties to attend meetings and provide pertinent information, as necessary from time to time.

21

Annex 2: Sample TOR – National Coordinator

NATIONAL COORDINATOR

TERMS OF REFERENCE

Name:

Overview: [Country] is a partner country of the Partnership for Action on Green Economy (PAGE), a joint initiative of UNEP, ILO, UNIDO, UNITAR and UNDP. PAGE supports nations and regions in reframing economic policies and practices around sustainability to foster economic growth, create income and jobs, reduce poverty and inequality, and strengthen the ecological foundations of their economies. The partnership offers a comprehensive and coordinated package of technical assistance and capacity building services.

The National Coordinator will support PAGE engagement and policy coordination related to PAGE in [Country], including identification of linkages with important national and international processes, such as the Sustainable Development Goals. The National Coordinator will be hosted by the Ministry of […] under a contract administered by [UN Agency] on behalf of PAGE Partners.

General Objectives of the Contract: The National Coordinator will support [Ministry] in planning, coordinating and implementing PAGE activities in [Country] and facilitate linkages with relevant national government agencies, policy processes and international development partners.

Responsibilities:

Specific tasks of the National Coordinator include:

Support coordination and implementation support for PAGE priorities and work streams, including:

Green Economy Modelling and Policy Assessment [Name of workstreams] …

Support the national PAGE Technical Committee

Support [Ministry] in holding regular meetings of the national PAGE Committee. Assist, if demanded by government, in establishing an inter-ministerial sustainable development

coordinating mechanism.

Facilitate communication between [Ministry], government ministries and international PAGE partners

Facilitate regular communication among [Ministry] and relevant key ministries including Ministry of […], etc.

Facilitate regular communication with international PAGE and other development partners engaged in green development.

Regularly provide news articles about PAGE activities in [Country] for the global PAGE website. Support PAGE communication and outreach at the national level.

Support PAGE medium-term programme planning and policy integration

Support the initiation of a green development programme with a larger funding base, going beyond the current partnership.

Facilitate linkages between PAGE and relevant national policy processes (e.g. SDGs). Support mobilization of national and international resources for Programme implementation.

Support PAGE events in [Country]

Support organization of a high-level PAGE event in [month].

22

Ensure smooth logistics, including ensuring translation facilities and suitable conference venue. Ensure participation from government representatives and stakeholders and major international actors. Collaborate with [Ministry], PAGE partners concerning event objectives, implementation, etc.

Support work planning and reporting

Develop draft budgets and work plans. Develop an annual report for all PAGE activities in the country in consultation with national and global

partners.

Measurable outputs:

Effective support and communication concerning PAGE work streams. Meetings of inter-ministerial PAGE technical committee effectively supported. Regular communication performed with relevant ministries, stakeholders and PAGE partners. PAGE meeting organized in with high-level participation of government and development partners. Timely annual reporting.

Reporting structure: The Consultant will report to [UN Agency Focal Point] with substantive guidance and oversight provided by [Government Focal Point].

Duration of contract:

Fees:

23

Annex 3: Template – Narrative Reports by Agencies

NARRATIVE REPORT

[Month] to [Month] [Year]

Activities implemented by [UN Agency] under the Partnership for Action on Green Economy (PAGE)

[Agreement Reference Number]

[Reporting Date]

1. Introduction

Provide short context to the report and overview of activities.

2. Outcome 1 – Integration of IGE Goals into National Economic and Development Planning

Provide short summary of country engagement under Outcome 1 – details are provided in country reports.

3. Outcome 2 – Implementation of Evidence-Based Sectoral and Thematic Reforms

Provide short summary of country engagement under Outcome 2 – details are provided in country reports.

4. Outcome 3 – Capacity Development for IGE Action a National and Global Level

Provide description of results achieved under Outcome 3 at global level (e.g. new learning products developed and how they have been applied). In addition, provide short summary of country engagement under Outcome 3 – details are provided in country reports.

5. Outcome 4 – Knowledge Creation and Sharing

Provide description of results achieved under Outcome 4 at global level (e.g. new knowledge products developed and how they have been applied).

6. Results Achieved and Way Forward

Provide a summary of results achieved during the reporting period with reference to PAGE’s intended outcomes. Include a table that indicates how the results under Outcome 3 and 4 contribute to the global results framework (see sample below). Give an outlook of future plans (e.g. how will learning and knowledge products be disseminated, used and further developed).

Result achieved Relevant indicator(s) Contribution to indicator in quantifiable terms

Completion of training package for introductory IGE training

Indicator #3.3.3: Number of IGE training programmes and specific training modules being offered to countries (at global and national level)

1 additional package

Delivery and evaluation of e-course on Green Fiscal Reform

Indicator #3.3.1: Number of people that have been trained on IGE in globally or regionally offered on-line training programmes and on- campus training programmes.

Indicator #3.1: Number of people using knowledge and skills acquired from the PAGE training and capacity development activities

50 course participants

45 respondents to ex-post evaluation indicating to having used knowledge and skills acquired from the e-course

….

Annexes

24

Attach a copy of all outputs produced during the reporting period.

25

Annex 4: Template – Financial Reports by Agencies

FINANCIAL REPORT

[Organization’s letterhead]

FINAL FINANCIAL STATEMENTFor the Partnership for Action on Green Economy

Covering period: from [Date] to [Date]

In United States Dollars

(A) CERTIFIED Financial Expenditure Report

Object code

Description[ Financial statement should be presented with the same detail as the Budged attached to the Agreement unless otherwise agreed ]

(A)Budgetas per Agreement

(B)Actual expenditure either as per (a) IPSAS definition 1 or (b) actual disbursements (cash basis)Note 1

(C)Commitments/ Obligations2;

(D=A-B-C)Balance, funds available for new commitments

1161 Staff and other personnel costsDescription: all expenditure related to Partner’s staff salaries and consultants’ remuneration/fees.

1561 TravelDescription: all expenditure related to all travel+daily subsistence allowance (DSA), terminal expenses and other travel related costs for travel of staff, consultants, experts, meeting participants and other.

2161 Contractual ServicesDescription: contracts for services and goods from commercial companies that involve procurement. Please note consultancy contracts for individual’s services are recorded under 1161.

2261 Transfers and grants to counterpartsDescription: funds that the Partner is transferring to other entities to implement

4161 Supplies, Commodities, Materials

4261 Equipment, vehicles and Furniture

5161 General operating and other direct costs

1 The column "Expenditure" includes costs as defined by the International Public Sector Accounting Standards, IPSAS. IPSAS defines expenditure on accrual basis accounting that entails the recognition of expenses when they occur and when goods and services are delivered and not necessarily when disbursements are made. The expenditure can also be submitted on cash basis, based on what actually was disbursed.

2 The column "Unliquidated Obligations" is provided for information only, as it shows all the commitments the project has entered for programme implementation but for which the goods/services delivery has not been completed.

26

Description: expenditure that do not fit in the above categoriesDirect expenditure, subtotal

5661 Partners indirect support cost

Grand total

(B) UNCERTIFIED Expenditure Report by Outcome and Country (Includes both disbursements and commitments/obligations)

PAGE Outcome Country X(pls specify)

Country Y(pls specify)

Country Z(pls specify)

Global/General

costs

Total outcome for all countries

Outcome 1:

Countries are implementing evidence based sectoral and thematic reforms in line with national IGE priorities policies

N/A

Outcome 2:

Countries have reinforced and integrated inclusive green economy (IGE) goals and targets into SDG aligned national economic and development planning through multi-stakeholder collaboration

N/A

Outcome 3:

Individual, institutional and planning capacities for IGE action strengthened at the national and global level

Outcome 4:

Countries have improved their knowledge base for advancing IGE

Total

(C) UNCERTIFIED Partner’s In-Kind Contribution

Type [Year]Staff timeActivity costsOther costTotal in-kind contribution

(D) Cash flow statement:

Installment Date Amount USD

27

1st installment [when received]

Balance remaining with UNEP:

This is to certify that the above financial statement (A) is an extract from our official financial records, is correct and that we have the supporting documentation on file for the expenditure incurred, as well as, that the expenditure were incurred in connection with the approved project(s) for which funds have been received.

[Signature + STAMP of Organization’s Chief finance officer or Certifying Officer]

____________________________

[Name, Title]

___________________________

Date

28

Annex 5: Template – National Narrative Reports

Annual Report PAGE [Country]

[Year]

1. Basic Project Details

Executing agencies and implementing partners: Project duration: Annual budget: Reporting period:

2. Project Overview

Summary of project and annual work plan.

3. Progress and Achievements

3.1 Outcome Level

With reference to the Outcomes in the national logframe and corresponding indicators, provide a brief narrative highlighting results at the outcome level which have been identified (if any) during the reporting period.

3.2 Output Level

For each output list corresponding indicators from national logframe followed by description of results achieved. Within relevant outputs, also indicate:

Where possible, PAGE contribution to the promotion of human rights and gender equality. Use qualitative and quantitative information.

Where possible, PAGE contribution to poverty reduction and inclusion of vulnerable groups concerns in policy making and implementation. Use qualitative and quantitative information.

What global tools/products were applied. Coordination with national, regional and international partners. The financial delivery rates and explanation for any under or over spend.

4. Success / Human Interest Stories

Provide a selection of success/human interest stories that were produced and shared during the reporting period. Success/human interest stories should consist of a concise narrative – in a journalistic form – highlighting a significant “change” / achievement resulting from PAGE.

5. Lessons Learned

Provide details on lessons learned emanating from the national PAGE project. A “lesson learned” is knowledge gained: 1) based on actual experience; 2) based on some form of objective review and validation process (this does not need to be a formal evaluation); and 3) of potential wider relevance beyond the sub-national and country where the experience took place. Lessons are learned from successes as well as failures.

The narrative should be in a concise, clear and self-explanatory style suitable for dissemination both within and outside PAGE.

6. Risks and Assumptions

29

The most critical programmatic factors, internal or external, affecting performance (constraints and opportunities) of the county project, and how they were addressed. Make reference to the assumptions identified in the country logframe.

7. Way Forward

Insert a brief narrative on the main components (outputs, activities, events, etc.) for the next work plan period, including any emphasis or orientations resulting from achievements and lessons learned to date.

Annexes

1. Annual work plan2. Progress and achievements against national logframe

30

The Partnership for Action on Green Economy (PAGE) seeks to put sustainability at the heart of economic policymaking. The Partnership supports nations and regions in reframing economic policies and practices around sustainability to foster economic growth, create income and jobs, reduce poverty and inequality, and strengthen the ecological foundations of their economies. Bringing together the expertise of five UN agencies - UNEP, ILO, UNDP, UNIDO and UNITAR - and working closely with national governments, PAGE offers a comprehensive and coordinated package of technical assistance and capacity building services.

http://www.un-page.org/

twitter.org/PAGEXchange

[email protected]

31