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UNDP Project Document

Government of the Republic of Korea

United Nations Development Programme

Project Title: Conservation of Globally Significant Wetlands in the Republic of Korea PROJECT NUMBER (ATLAS):00038362 (PROPOSAL ID:00035647)

The key issue for wetland biodiversity in the ROK is its continuing rate of loss, leading to alteration of ecosystem structure, functions and composition. The problem has persisted because national and local government agencies have attached little importance to wetlands; biodiversity conservation has been considered a sectoral issue; and there is discordance between growing development demands and natural resource conservation efforts. Macroeconomic and economic strategies focussed primarily on achieving short-term economic stability and growth, as pursued by National and Local Governments, private sector and local communities in Korea are seen as the key causative factor in perpetuating this, manifested through a lack of co-ordination between stakeholders, a lack of a coherent policy and economic framework, and a lack of regulation and enforcement. The UNDP-GEF initiative aims to redress these issues through a series of actions focussed largely on national government, where a key partnership will be established between the Ministries of Environment, Maritime Affairs and Fisheries, and Agriculture through a Memorandum of Understanding to ensure effective implementation of the project. These will be complemented by actions at three sites representative of the range of globally significant wetland biodiversity in the ROK, where the benefits of integrated wetland planning will be demonstrated and documented for replication across other wetland sites in the ROK. The Project will promote the collaborative approach to wetland conservation through complementary integration of national and local policy and planning frameworks and by bringing communities directly into the management planning process by helping to influence local development policies, developing incentives for community-based conservation activities, and promoting the sustainable use of resources. This approach will be pursued through the implementation of strongly inter-related and mutually supportive nationally- and locally-based project activities to reach six outcomes, namely: 1) effective coordinated wetlands planning process established and operational at national and local level; 2) wetland policy and planning framework strengthened and macroeconomic environment supportive of wetlands conservation and sustainable use established; 3) regulatory and enforcement framework for sustainable use of wetlands established and enforcement procedures operative; and 4-6) integrated wetland biodiversity planning demonstrated at in three watersheds – the Lower Nakdong River Basin; the Lower Geum River Basin; and the Cheorwon Basin (DMZ). Building on and reorienting existing baseline activities and development trends, the project’s key deliverables will include: a) establishment of a National Wetlands Committee; b) establishment of a supportive legal, policy, planning, and economic framework and the institutional mechanisms to ensure its review; c) strengthened technical knowledge base and information storage and retrieval system to aid planning; d) establishment of a comprehensive regulatory framework and the capacity to enforce it; e) establishment of multidisciplinary, trans- authority wetland planning committees at three demonstration sites; f) development of collaborative wetland strategic conservation plans at three sites including multiple site management plans and species action plans; and g) raised awareness amongst all stakeholder groups of the functions and values of wetlands (particularly the global biodiversity they support in the ROK) to ensure adequate understanding, support and real commitment to wetland conservation and sustainable use.

1 Table of Contents

SIGNATURE PAGE...... 3 Part I Situation Analysis...... 4 Part II Strategy...... 4 Part III Management...... 4 Part IV Monitoring and Evaluation (M&E)...... 6 Part V Legal Context...... 7 Project Schedule...... 8 Table: Proposed Project Budget and Financing Scheme...... 12 Total Workplan and Budget...... 14 Annual Workplan and Budget...... 18 Part VI. Abbreviations and Acronyms...... 19 Annexes...... 21 RESPONSE TO COUNCIL COMMENTS...... 34 Alterations to the Project Brief and its Annexes...... 38

2 SIGNATURE PAGE Country: Republic of Korea

UNDAF Outcome(s)/Indicator(s): (Link to UNDAF outcome., If no UNDAF, leave blank)

Expected Outcome(s)/Indicator (s): GOAL 3. Energy and environment for sustainable development (Those that are linked to the project, are extracted from the CP Service Line 3.5 - Conservation and sustainable use of and are linked to the SRF/MYFF goal and service line) biodiversity

Expected Output(s)/Indicator(s): (Those that are linked to the project, are extracted from the CP and are linked to the SRF/MYFF goal and service line)

Implementing partner: Ministry of Environment (designated institution)

Other Partners: National Institute of Environmental Research (NIER) (formerly implementing agencies )

Total budget: $13,496,427 * Programme Period: From July 2004 to June 2009 Allocated resources: Programme Component: ______ GEF $2,123,905 Project Title: Conservation of Globally Significant  Government $10,189,701** Wetlands in the Republic of Korea  Other:(including in-kind contributions) Project Code: PIMS 2022 o ROK NGOs $469,591 Project Duration: 5 years o Private Sector $102,000 o IUCN $76,940 o Govt. of Australia $59,500 o Ramsar Bureau $10,460 o WWF $74,500 o Wetlands International $10,530 o CITES $ 4,920 Unidentified international donors $24,880

* Excluding Block B preparation cost

Agreed by (Government): Republic of Korea______

Agreed by (Implementing partner):______

Agreed by (UNDP):______

3 PART I SITUATION ANALYSIS

The Project will promote the collaborative approach to wetland conservation in the Republic of Korea through complementary integration of national and local policy and planning frameworks and by bringing communities directly into the management planning process by helping to influence local development policies, developing incentives for community-based conservation activities, and promoting the sustainable use of resources. A detailed description of the problem to be addressed is provided in the Baseline Section of the attached project brief. The relevant outcome in the Country Programme is; SAS 1.3.1 Social cohesion through development planning and other decision-making processes at the sub- national level

Outcome: The project aims to produce six outcomes, namely: 1) effective coordinated wetlands planning process established and operational at national and local level; 2) wetland policy and planning framework strengthened and macroeconomic environment supportive of wetlands conservation and sustainable use established; 3) regulatory and enforcement framework for sustainable use of wetlands established and enforcement procedures operative; and 4-6) integrated wetland biodiversity planning demonstrated at in three watersheds – the Lower Nakdong River Basin; the Lower Geum River Basin; and the Cheorwon Basin (DMZ).

The national institutional and legal framework is described in the Baseline Section of the attached project brief. A description of lessons learned that have influenced project design is provided in Paragraphs of the project brief. An independent review of the project design is provided in Annex of the project brief.

PART II STRATEGY

The ROK’s approach to wetland conservation and sustainable development and its national commitment to these goals are described in Table 1 in the Baseline Section of the project brief. Sustainable Environmental Management is one of the three thematic areas of UNDP’s programme in the ROK (paragraph 90-91). The specific activities undertaken through this project in support of policy development are described in Outcomes 1 and 2 (paragraphs 44-51 of the project brief). The strengthening of national capacities is emphasised throughout each of the project’s six Outcomes and their associated activities.

PART III MANAGEMENT

Government’s Role: The project will be executed by the Ministry of Environment of the Republic of Korea. Project execution will adhere to UNDP Nationally Executed (NEX) and GEF project requirements. Financial transactions, reporting and auditing will be carried out in compliance with UNDP rules and procedures for national execution. The MOE is responsible for ensuring that the project management responsibility is placed with the Nature Conservation Bureau of the MOE or the most relevant division and at the highest level to guarantee planned outputs will be met. MOE and the UNDP are jointly responsible for assessing the capacity of, and endorsing the proposed candidates for the key project management team (NPD/CTA/NPC) against the TOR provided in the Project Document, and of key implementing partners and ensuring that the selected individuals will be able to deliver individually and collectively the agreed upon outputs in a timely fashion and at the highest quality levels.

4 The MOE will ensure that the NPD (and NPC if appointed) will remain in post for at least the first three years (and preferably four years) of the project to ensure continuity, consistency, and understanding of the project. MOE is also responsible for ensuring that the PMU is provided with the required political support, at central and local levels and across relevant Ministries. MOE and UNDP will be jointly responsible for the proper administration of project funds.

More specifically, MOE’s project finance and management responsibilities will include: 1) timely preparation of project work plans and budgets to be approved by UNDP-GEF, 2) timely monitoring, tracking and certifying , reporting on all expenditures under approved budgets and work plans and maintaining all financial management and monitoring documents; 3) tracking and reporting back to UNDP-GEF and the PSCD, PSC on outputs; 4) coordinating/complementing the financing from UNDP- GEF with that from other sources at national level and 5) promoting and facilitating inter-ministerial, cross-sectoral central-local collaboration, allocation of resources for project implementation.

UNDP’s Role: The UNDP Country Office will be responsible for assessing jointly with the MOE the capacity of the proposed key project management team (NPD/CTA/NPC) and of key implementing partners and ensuring that the selected individuals will be able to deliver individually and collectively the agreed upon outputs in a timely fashion and at the highest quality levels. The UNDP Country Office will also be answerable to GEF to ensure that the project is placed in the relevant division. The UNDP Country Office will support project implementation by providing information and training to MOE and the Project team on project substantive and financial management, and NEX modalities; recruiting and contracting project personnel and consultant services on behalf of MOE as required; procuring equipment in excess of $10,000, and providing other assistance upon request of the MOE. The UNDP Country Office will also monitor project implementation and achievement of the project outputs and ensure the proper use of UNDP-GEF funds and report on the above to GEF, in line with UNDP-GEF requirements. The UNDP Country Office will carry out its day-to-day support, coordination with the project team and monitoring functions through an assigned Project Manager. In cases of non compliance with NEX rules, and /or delays in the production of work plans, budgets, reports, the UNDP Country Office will have the authority to stop the project and seek with/ask the MOE to take remedial action. Should quick remedial actions not be implemented, the UNDP Country Office will have the authority to request an independent ad hoc evaluation to assess whether or not the project can continue.

Project Steering Committee (PSC): A PSC will be established within three months of project commencement and will meet six-monthly to provide key guidance, strategic direction and support to the NPD, CTA, and NPC for timely, efficient and effective implementation of the project. One of its key functions will be to establish cross-ministerial support and provide a consultative function to facilitate the timely and active participation of all respective ministries in the implementation of relevant project activities and to inform ministries of progress and new developments promoted by the project. The PSC will have the Minister of the Environment as its Honorary Chairperson, but will be chaired de facto by the Chairperson of the Sub-committee of Natural Environment Conservation of the Presidential Committee for Sustainable Development1 and comprise one member from each of the Ministries of Environment, Maritime Affairs and Fisheries, Agriculture and Forestry, Construction and Transportation, Planning and Budgeting, and Culture and Tourism, one from each of the six main Local Government Administrations, one from the private sector, one from civil society for each of the three demonstration sites, and one from UND/GEF. Additional members may be co-opted as required. The National Project Director and/or CTA will act as Secretary to the PSC and will report as required to UNDP on compliance with agreed action plans and quantifiable indicators. The PSC will monitor the project’s implementation to ensure timely progress in attaining the desired results, and efficient coordination with other projects.

1 The chairperson of the PSC has been selected from the PCSD deliberately to ensure that project activities are in line and integrated with Government overall policy directions with respect to sustainable development.

5 Members of the PSC will be responsible for directing the implementation of project activities in their respective organizations and ensuring that cooperative activities are implemented effectively and in a timely manner. The PSC’s responsibilities are given in the TOR in Annex.

Project Management Unit: The overall project will be executed through a national Project Management Unit (PMU) established in the Nature Conservation Bureau of the MOE within the first three months of project commencement, and operative for the first four years of the project. The location for the PMU is critical to the success of the project – it requires a relevant mandate, effective influence, necessary authority, and high enough visibility. Lessons learned from other UNDP-GEF projects, notably the wetlands project in China, have shown decisively that where PMU’s are located in institutes or agencies remote from the key Ministry involved, project success is significantly limited. Given the lessons gained through the history of the PDF-B for this project in Korea, UNDP-GEF believes it imperative that the ROK Government agrees to an appropriate location at the outset of the project. The PMU will be headed by a National Project Director (NPD), assisted by an international Chief Technical Advisor (CTA), both recruited within the first three months of project commencement, and by a full-time National Project Coordinator (NPC). The PMU will be supported by a small team of technical (Technical Project Assistant, Training Officer, Data/Communications/GIS Officer), administrative (Finance/Admin Officer) and support staff.

National Project Director (NPD): The Director-General for Nature Conservation Bureau of the Ministry of Environment will be the NPD and will be responsible and accountable for the overall management, implementation, and monitoring of the project according to UNDP’S National Execution requirements, as well as to GEF’s specific requirements, and for the overall success of the project. S/he will be responsible for the strategic direction and the sound financial management of the project according to the work plan, the achievement of quality and timely project outputs, and good coordination with various counterparts.

Site Management Units (SMU) : will be established in appropriate Local Government administrations at each of the Demonstration Sites in Year 2 of the project and will operate for three years. Each will be headed by a Demonstration Site Manager, responsible to the NPD/CTA through the NPC. Each SMU will be responsible for the implementation and management of all project activities to be undertaken within its demonstration site including all financial and progress reporting to the PMU. Each SMU will be responsible for all local level coordination of involved Local Government agencies from all administration districts involved (Provincial and County levels), and with the private sector, NGOs, and civil society, and will serve as a conduit for information flow between all interested parties.

PART IV MONITORING AND EVALUATION (M&E)

Monitoring and evaluation are interactive and mutually supportive activities. Monitoring is a continuous process of collecting and analysing information to measure the progress of a project toward expected results. Monitoring provides managers and participants with regular feedback that can help determine whether a project is progressing as planned. Formal evaluations are periodic assessments of project performance and impact. Evaluations also document what lessons are being learned from experience. Reporting is the process of periodically drawing the conclusions of the monitoring and presenting progress to date on the work plan and budgets and on the achievement of planned outputs.

6 The project is designed to integrate M&E into the fabric of project implementation, in line with UNDP- GEF requirements and procedures. M&E will serve three basic purposes – those of accountability, informed planning and decision-making and learning. Monitoring will occur at several levels including inputs, activities, outputs (concrete products and services), outcomes (changes in behaviour and attitudes as a direct application of products and services) and impacts (changes in ecosystem condition and human well-being). M&E will be carried out in three ways: a) Internal periodic reviews : are standard monitoring and reporting procedures carried out by the project team and results are submitted to the PSC and UNDP-GEF (see paragraph 78 of the Project Brief). b) Independent evaluations: are assessments carried out by individuals independent of project operations and results are submitted to the project team, the PSC and the UNDP-GEF for review, comments and follow-up actions (see paragraph 79 of the Project Brief). In cases where projects are experimenting severe implementation difficulties, are not in compliance with NEX rules and regulations, where external circumstances have change to such extent that project relevance may be compromised, an ad hoc external evaluation may be called for to assist the Executing Agency and UNDP-GEF in their decision regarding the future of the project. c) Knowledge management/adaptive management and sharing best practice : Project impact and implementation indicators to gauge the performance of project interventions have been developed (see Annex C for the Results Measurement Table). As described in paragraphs 82 and 83 of the Project Brief, a detailed M&E work plan will be prepared at the inception of the project, to allow for a critical assessment of project performance by showing the schedule of related activities, their cost and the expected outputs and achievements according to the established benchmarks and milestones, as described in paragraphs 84 and 85 of the Project Brief. The M&E work plan will be the main tool for monitoring and evaluating the progress of the project. The project will use participatory and adaptive management processes to capture and integrate lessons gained through project implementation as well as from other projects and programmes, in further project planning and implementation. It will disseminate and share experiences, lessons learned and best practices at national and international levels.

PART V LEGAL CONTEXT

This Project Document shall be the instrument referred to as such in Article I of the Standard Basic Assistance Agreement between the Government of and the United Nations Development Programme, signed by the parties on 25 January 1978. The host country-implementing agency shall, for the purpose of the Standard Basic Assistance Agreement (SBAA), refer to the government co-operating agency described in that Agreement.

The following types of revisions may be brought to the project document with the signature of the UNDP Resident Representative only, provided he or she is assured that the other signatories of the project document have no objections to the proposed changes: a) Revisions in, or addition of, any of the annexes of the document; b) Revisions which do not involve significant changes in the immediate objectives, outputs, or activities of the project, but caused by the rearrangement of inputs already agreed to or by cost increases due to inflation; and c) Mandatory annual revisions, which re-phase the delivery of agreed project inputs or increased expert or other costs due to inflation or take into account agency expenditure flexibility.

7 UNDP acts in this Project as the Implementing Agency of the Global Environment Facility (GEF), and all rights and privileges pertaining to UNDP as per the terms of the SBAA shall be extended mutatis mutandis to GEF.

The UNDP Resident Representative in the ROK is authorized to effect in writing the following types of revision to this Project Document, provided that he/she has verified the agreement thereto by GEF Unit and is assured that the other signatories to the Project Document have no objection to the proposed changes: a) Revision of, or addition to, any of the annexes to the Project Document; b) Revisions which do not involve significant changes in the immediate objectives, outputs or activities of the project, but are caused by the rearrangement of the inputs already agreed to or by cost increases due to inflation; c) Mandatory annual revisions which re-phase the delivery of agreed project inputs or increased expert or other costs due to inflation or take into account agency expenditure flexibility; and d) Inclusion of additional annexes and attachments only as set out here in this Project Document.

PROJECT SCHEDULE

Note: X in the final column refers to those activities which are intended to continue indefinitely beyond the lifetime of the project as part of the sustainability of project outputs and whose progress will continue to be assessed by the MOE/NCB, PSC and UNDP-GEF and be included in UNDP-GEF’s independent Final Project Evaluation at the end of Year 5 (2008).

2004 2005 2006 2007 2008 Output /Activity Description 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 National Project Director (part-time) Chief Technical Advisor Output 1.1: Strengthened mechanisms for inter-sectoral co- ordination 1.1.1: Establish and operate national support structures for all project activities. 1.1.2: Support the establishment of a National Wetlands X Committee. 1.1.3: Develop national and local networks of wetlands specialists X and stakeholders. 1.1.4: Develop methods for capturing project experience, review results, and lessons learned and disseminate nationally and locally. Output 1.2: Enhanced decision-makers’ understanding of wetland policy issues 1.2.1: Hold national wetland information seminars for senior Government decision-makers 1.2.2: Hold national wetland information seminars for senior Local Government decision-makers Output 2.1: Strengthened ability to integrate wetland issues into national policy and planning framework

8 2004 2005 2006 2007 2008 Output /Activity Description 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 2.1.1: Review existing legal, policy and planning framework, and X support integration of wetland issues into it. 2.1.2: Institutionalise review of legal, policy and planning framework, to ensure continued adequate integration of wetland X issues. 2.1.3: Incorporate wetland issues into regular reviews of the X National Land Development Plan. 2 2.1.4: Produce wetland planning and management guidelines. 2.1.5: Strengthen technical capacity of civil servants and NGO staff to support decision-making involving wetlands. Output 2.2: Knowledge and tools for strengthened development of wetlands planning and policy 2.2.1: Improve technical knowledge base for wetland X management planning. 2.2.2: Develop centralised wetland database and GIS to support planning at national and local levels; and operate. X 2.2.3: Institutionalise regular revision of protected and threatened species lists. 2.2.4: Develop and pilot guidelines and response strategies to alien invasive species, Output 2.3: Knowledge base and capacity built for undertaking wetland economic valuation to identify incentives and financing mechanisms supportive of wetland conservation. 2.3.1: Build capacity for using economic tools for wetland management planning. Output 3.1: Regulatory framework established 3.1.1: Develop and legislate “Wetland Sustainable Development Regulations”. Output 3.2: Enforcement procedures operative 3.2.1: Build capacity of relevant enforcement agencies. X 3.2.2: Involve NGOs in watchdog functions. X Output 4.1: Strengthened local institutional capacity and co- ordination for collaborative management 4.1.1: Support establishment of trans-authority wetland planning X committee. 4.1.2: Strengthen mechanisms for local community involvement X in wetland decision-making. 4.1.3: Increase understanding of committee members and train technical support staff in wetland issues. Output 4.2: Development of collaborative wetland conservation strategy demonstrated for Lower Nakdong River Basin 4.2.1: Produce wetland biodiversity overlays within the Lower Nakdong River Basin. 4.2.2: Develop and support implementation of a collaborative wetland strategic conservation plan for the Lower Nakdong River X 4.2.3:Basin. Develop site management plans for significant wetlands X within the Lower Nakdong River Basin. Output 4.3: Wetland biodiversity values improved through implementation of collaborative measures 4.3.1: Design and pilot incentives and schemes to benefit X

2 Or as appropriate for the planning cycle of the National Land Development Plan.

9 2004 2005 2006 2007 2008 Output /Activity Description 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 waterfowl populations. 4.3.2: Develop and demonstrate organic farming and certification X systems. 4.3.3: Develop community-based schemes to redress X unsustainable use of wetland resources. Output 4.4: Local awareness-raising programme established to promote “ownership” of wetlands 4.4.1: Local level awareness-raising. 4.4.2: Promote twinning of sites in country and internationally. Output 5.1: Strengthened local institutional capacity and co- ordination for collaborative management 5.1.1: Support establishment of trans-authority wetland planning X committee. 5.1.2: Strengthen mechanisms for local community involvement X in wetland decision-making. 5.1.3: Increase understanding of committee members and train technical support staff in wetland issues. Output 5.2: Development of collaborative wetland conservation strategy demonstrated for Lower Geum River Basin 5.2.1: Produce wetland biodiversity overlays within the Lower Geum River Basin. 5.2.2: Develop and support implementation of a collaborative wetland strategic conservation plan for the Lower Geum River X Basin. 5.2.3: Develop site management plans for significant wetlands X within the Lower Geum River Basin. Output 5.3: Wetland biodiversity values improved through implementation of collaborative measures 5.3.1: Design and pilot incentives and schemes to benefit X waterfowl populations. 5.3.2: Develop and demonstrate organic farming and certification X systems. 5.3.3: Develop community-based schemes to redress X unsustainable use of wetland resources. Output 5.4: Local awareness-raising programme established to promote “ownership” of wetlands 5.4.1: Local level awareness-raising. 5.4.2: Promote twinning of sites in country and internationally. Output 6.1: Strengthened technical knowledge base for development planning in Cheorwon Basin 6.1.1. Produce wetland biodiversity overlays within Cheorwon Basin 6.1.2. Improve knowledge on requirements of flagship species in Cheorwon Basin Output 6.2: Strengthened local institutional capacity and co- ordination for collaborative management 6.2.1. Strengthen mechanisms for local stakeholder X involvement in decision-making about wetlands 6.2.2. Raise awareness and understanding of decision-makers and technical support staff in wetland issues Output 6.3: Development of collaborative wetland conservation strategy demonstrated

10 2004 2005 2006 2007 2008 Output /Activity Description 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 6.3.1. Strengthen role of communities in wetland decision- X making 6.3.2. Develop and support implementation of a collaborative X wetland strategic conservation plan for the Cheorwon Basin 6.3.3. Support appropriate protected area legislation X 6.3.4. Facilitate public purchase of land for conservation X Output 6.4: Local awareness-raising programme established to promote “ownership” of wetlands 6.4.1. Local level awareness-raising 6.4.2. Promote twinning of sites in country and internationally

11 TABLE: PROPOSED PROJECT BUDGET AND FINANCING SCHEME

Allocation of Increment Baseline Alternative Increment Local Project Outputs (US$) (US$) (US$)** Govt. co- Governm Other co- GEF (US$) finance ent co- finance (US$) finance (US$) (US$) Output 1.1 : Strengthened mechanisms for inter-sectoral co-ordination 25,000 1,659,760 1,634,760 911,460 673,300 0 50,000 Output 1.2: Enhanced decision-makers’ understanding of wetland policy issues 0 811,462 811,462 20,000 313,407 271,134 206,920 Output 2.1: Strengthened ability to integrate wetland issues into national policy 224,533 764,116 539,584 83,480 423,864 0 32,240 and planning framework Output 2.2: Knowledge and tools for strengthened development of wetlands 2,420,525 3,353,095 932,570 18,000 877,700 16,500 20,370 planning and policy Output 2.3: Knowledge base and capacity built for undertaking wetland economic valuation to identify incentives and financing mechanisms supportive 0 356,430 356,430 44,200 50,425 221,485 40,320 of wetland conservation Output 3.1: Regulatory framework established. 0 75,112 75,112 400 60,832 0 13,880 Output 3.2: Enforcement procedures operative in three demonstration sites. 1,968,750 3,027,490 1,058,740 56,440 264,300 540,000 198,000 Output 4.1: Strengthened local institutional capacity and co-ordination for 12,500 729,364 716,864 259,675 167,750 213,539 75,900 collaborative management Output 4.2: Development of collaborative wetland conservation strategy 3,870,833 7,038,380 3,167,546 61,760 170,200 2,881,586 54,000 demonstrated for Lower Nakdong River Basin Output 4.3: Wetland biodiversity values improved through implementation of 1,583,333 1,695,310 111,976 10,140 11,500 90,336 0 collaborative measures Output 4.4: Local awareness-raising programme established to promote 12,601,667 12,654,828 53,162 25,000 0 22,162 6,000 “ownership” of wetlands Output 5.1: Strengthened local institutional capacity and co-ordination for 0 539,301 539,301 209,275 167,750 136,776 25,500 collaborative management Output 5.2: Development of collaborative wetland conservation strategy 0 1,373,642 1,373,642 60,560 170,200 1,094,882 48,000 demonstrated for Lower Geum River Basin Output 5.3: Wetland biodiversity values improved through implementation of 750,000 857,776 107,776 8,940 8,500 90,336 0 collaborative measures Output 5.4: Local awareness-raising programme established to promote 1,882,917 1,936,078 53,162 25,000 0 22,162 6,000 “ownership” of wetlands Output 6.1 : Strengthened technical knowledge base for development planning 190,000 700,400 510,400 37,900 356,250 116,250 0 in Cheorwon Basin

12 Output 6.2 Strengthened local institutional capacity and co-ordination for 0 461,473 461,473 183,350 238,295 36,736 3,091 collaborative management. Output 6.3 : Development of collaborative wetland conservation strategy 0 544,207 544,207 83,325 150,950 262,832 47,100 demonstrated Output 6.4: Local awareness-raising programme established to promote 44,962 98,123 53,162 25,000 0 22,162 6,000 “ownership” of wetlands TOTAL 25,575,019 38,676,346 13,101,327 2,123,905 4,105,2233 6,038,878 833,321

3 The figure reflected is excluding the contingency fund amounting to $45,600.

13 TOTAL WORKPLAN AND BUDGET

United Nations Development Programme Republic of Korea Project No. 00038362 Project Title: Conservation of Globally Significant Wetlands in ROK

TIMEFRAME RESP. PLANNED BUDGET PARTNER EXPECTED OUTCOMES OUTPUT Y1 Y2 Y3 Y4 Source of Budget Description Amount Funds Donor 1. Effective coordinated 1-1 Strengthened mechanisms for inter- X X X 001126 62000 GEF 71200 International Consultants(CTA) 280,334 wetlands planning process sectoral coordination 00012 established and operational at 62000 71300 National Consultants (NPD/NPC) national and local level 1-2 Enhanced decision-makers' GEF 296,600 understanding of wetland policy issues X X 62000 GEF 72400 Equipment 38,750 30000 ROK 72400 Equipment 37,588

62000 GEF 71400 Service Contract Indiv. (PMU Staff) 165,000 30000 ROK 71400 Service Contract Indiv. (PMU Staff) 272,085

62000 GEF 71600 Travel 79,610 30000 ROK 71600 Travel ( including M&E) 222,921

62000 GEF 72100 Contractual Services 40,800 30000 ROK 72100 Contractual Services 80,510

62000 GEF 74100 Reporting 800 30000 ROK 74100 Reporting 24,250

62000 GEF 74500 Meeting and Conf./Audit/MISC 89,300 30000 ROK 74500 Meeting and Conf./Audit/MISC 116,594

30000 ROK 75100 F&A 23,303 GEF sub-total 991,194

14 C/S sub-total 777,251

2. Wetland policy and planning 2-1 Strengthened ability to integrated XX XXXXXXXXX 00112600012 62000 GEF 71200 International Consultants 10,000 framework strengthened and wetland issues into national policy and 30000 ROK 71200 International Consultants 19,400 macroeconomic environment planning framework2-2 Knowledge and supportive of wetlands tools for strengthened development of conservation and sustainable use wetlands planning and policy2-3 30000 ROK 71300 National Consultants 68,870 established Knowledge base and capacity built for undertaking wetland economic valuation 62000 GEF 74100 Reporting 8,000 to identify incentives and financing 30000 ROK 74100 Reporting 43,680 mechanisms supportive of wetland conservation 62000 GEF 74500 Meeting and Conference /MISC 70,000 30000 ROK 74500 Meeting and Conference /MISC 333,807

30000 ROK 72100 Contractual Services 1,334,720

62000 GEF 71600 Travel 3,360 30000 ROK 71600 Travel 19,400

30000 ROK 72400 Equipment 22,310

30000 ROK 75100 F&A 56,913

GEF sub-total 91,360 C/S sub-total 1,899,100 3. Regulatory and enforcement 3-1 Regulatory framework established X X X 001126 62000 GEF 71200 International Consultants 10,000 framework for sustainable use of 00012 wetlands established and 3-2 Enforcement procedures operative X X X 30000 71300 National Consultants enforcement procedures operative ROK 16,550

30000 ROK 72100 Contractual Services 38,800

62000 GEF 71600 Travel 4,320 30000 ROK 71600 Travel 69,840

62000 GEF 74500 Meeting and Conference /MISC 43,500 30000 ROK 74500 Meeting and Conference /MISC 44,232

30000 ROK 75100 F&A 5,238 GEF sub-total 57,820 C/S sub-total 174,660

4. Integrated wetland 4-1 Strengthened local institutional X X X 001126 62000 GEF 71200 International Consultants 16,000 biodiversity planning capacity and co-ordination for 00012

15 62000 GEF 72400 Equipment 17,750 30000 ROK 72400 Equipment 17,232

62000 71400 Site Mangement Unit (SMU) Site GEF Manager 135,000 30000 ROK 71400 Site Management Unit (SMU Staff) 96,030

62000 GEF 74500 Meeting and Conference /Training/MISC 152,985 30000 ROK 74500 Meeting and Conference /Training/MISC 95,545

62000 GEF 72100 Contractual Services (experts/specialists) 32,000 30000 ROK 72100 Contractual Services (experts/specialists) 255,110 demonstrated in the Lower Nakdong collaborative management

River Basin 4-2: Development of collaborative X X X 30000 ROK 71300 National Consultants 46,507 wetland conservation strategy demonstrated for Lower Nakdong River 62000 GEF 71600 Travel 7,200 Basin 30000 ROK 71600 Travel 12,198 4-3 Wetland biodiversity values improved X X X through implementation of collaborative 30000 ROK 75100 F&A 16,159 measures GEF sub-total 360,935 4-4 Local awareness-raising programme X C/S sub-total established to promote “ownership” of 538,781 wetlands 5. Integrated wetland 5-1 Strengthened local institutional X X X X 001126 62000 GEF 71200 International Consultants 15,000 biodiversity planning capacity and co-ordination for 00012 demonstrated in the Lower Geum collaborative management 30000 71300 National Consultants 41,463 River Basin ROK 5-2 Development of collaborative wetland X X X conservation strategy demonstrated for 62000 71400 Site Mangement Unit (SMU) Site 135,000 Lower Geum River Basin GEF Manager 30000 ROK 71400 Site Management Unit (SMU Staff) 96,030 5-3 Wetland biodiversity values improved X X X through implementation of collaborative 62000 GEF 72400 Equipment 17,750 measures 30000 ROK 72400 Equipment 17,232 5-4 Local awareness-raising programme X established to promote “ownership” of 62000 GEF 72100 Contractual Services (experts/specialists) 30,000 wetlands 30000 ROK 72100 Contractual Services (experts/specialists) 231,830

62000 GEF 74500 Meeting and Conference /Training/MISC 100,871 30000 ROK 74500 Meeting and Conference /Training/MISC 92,150

62000 GEF 71600 Travel 4,800 30000 ROK 71600 Travel 11,228

16 30000 ROK 75100 F&A 15,148

GEF sub-total 303,421 C/S sub-total 505,081

6. Integrated wetland 6-1 Strengthened technical knowledge X X 001126 62000 GEF 71200 International Consultants 11,000 biodiversity planning base for development planning in 00012 demonstrated in the Cheorwon Cheorwon Basin 30000 71300 Natioal Consultants 32,980 Basin (DMZ) ROK 6-2 Strengthened local institutional X X X capacity and co-ordination for 62000 GEF 72100 Contractual Services (experts/specialists) 51,500 collaborative management 30000 ROK 72100 Contractual Services (experts/specialists) 126,585

6-3 Development of collaborative wetland X X X 62000 71400 Site Mangement Unit (SMU) Site 135,000 conservation strategy demonstrated GEF Manager 6-4 Local awareness-raising programme X 30000 ROK 71400 Site Management Unit (SMU Staff) 96,030 established to promote “ownership” of wetlands 30000 GEF 74500 Meeting and Conference /Training/MISC 84,725 62000 ROK 74500 Meeting and Conference /Training/MISC 141,525

62000 GEF 71600 Travel 18,800 30000 ROK 71600 Travel 40,352

62000 GEF 72400 Equipment 17,750 30000 ROK 72400 Equipment 17,218

62000 GEF 74100 Reporting 400

30000 ROK 75100 F&A 14,087

GEF sub-total 319,175 C/S sub-total 468,777 TOTAL Total 6,487,555 62000 GEF 2,123,905

30000 ROK 4,363,650

17 ANNUAL WORKPLAN AND BUDGET

- See separate file

18 PART VI. ABBREVIATIONS AND ACRONYMS

APR Annual Project Report BSAP Biodiversity Strategy and Action Plan CBD Convention on Biological Diversity CCL Civilian Control Area CCF Country Cooperation Framework COP Conference of Parties CITES Convention on International Trade in Endangered Species CNA Capacity Needs Analysis CPA Cultural Properties Administration CTA Chief Technical Adviser CZMA Coastal Zone Management Act DMZ Demilitarized Zone DSM Demonstration Site Manager EAASRN East Asian-Australasian Shorebird Reserve Network EAP Environment Action Plan ECA Ecosystem Conservation Area EIA Environment Impact Analysis EPA Education and Public Awareness ESSD Environmentally Sound Sustainable Development GDP Gross Domestic Product GEF Global Environment Facility GIS Geographic Information System ICT Information and Communication Technology IUCN International Union for the Conservation of Nature KARICO Korea Agricultural & Rural Infrastructure Corporation KFEM Korean Federation for Environmental Movement KNWMP Korea National Wetland Monitoring Plan KOICA Korea International Cooperation Agency KORDI Korea Ocean Research and Development Institute KOWACO Korean Water Resources Corporation MOE Ministry Of Environment MOMAF Ministry of Maritime Affairs and Fishery MAF Ministry of Agriculture and Forestry MOCT Ministry of Construction and Transportation MOFE Ministry of Finance and Economy MOGAHA Ministry of Government Administration and Home Affairs MND Ministry of National Defence MPB Ministry of Planning and Budget M&E Monitoring and Evaluation MOU Memorandum of Understanding NCB Nature Conservation Bureau NECA Natural Environment Conservation Act NENS Nationwide Ecological Network and Strategy NEX Nationally Executive NGO Non-governmental Organization NIER National Institute of Environmental Research NLDP National Land Development Plan NLI National Land Institute NPA National Park Act

19 NPC National Project Coordinator NPD National Programme Director NPSC National Project Steering Committee NWC National Wetlands Committee OECD Organization for Economic Cooperation and Development PCB Polychlorinated Biphenyl PDF Project Development Fund PEMSEA Partnerships in Environment Management for the Seas of East Asia PIR Project Implementation Review PMU Programme Management Unit PPR Principal Project Representative PPER Project Performance Evaluation Reports PSAC Project Scientific Advisory Committee PSC Project Steering Committee QOR Quarterly Operation Reports ROK Republic of Korea SABB Standard Basic Assistance Agreement SAECI Special Act on Ecosystem Conservation of Islands such as Dokdo Island SAP Strategic Action Programme SMU Site Management Unit SSC Species Survival Commission TA Travel Authorization TDA Transboundary Diagnostic Analysis TNA Training Needs Analysis ToR Terms of Reference TPR Tripartite Review UNCED United Nations Conference on Environment and Development UNDP United Nations Development Program UNEP United Nations Environment Program UNESCO United Nations Educational, Scientific, and Cultural Organization VNDP Vice National Project Director WAP Wetland Action Plan WCA Wetlands Conservation Act WCS Wildlife Conservation Society WPA Wetland Protection Area WUP Water Utilization Program WWF Worldwide Fund for Nature YSLME Yellow Sea Large Marine Ecosystem

20 ANNEXES ANNEX 1.1 TERMS OF REFERENCE

Terms of Reference National Project Steering Committee (PSC)

Duration: Five years

Background: Successful implementation of the proposed project will require close coordination between National Government, Local Government agencies, the Private Sector, and civil society. The MOE and UNDP- GEF will establish a Project Steering Committee (PSC) within three months of project commencement. Beyond project oversight and guidance, one of the PSC’s key functions will be to establish cross- ministerial support and provide a consultative function to facilitate the timely and active participation of all respective ministries in the implementation of relevant project activities and to inform ministries of progress and new developments promoted by the project. The PSC will meet twice-yearly – for the first time at the end of the inception phase to review and approve the budget and work plans. Thereafter, it will meet at the end of the first year for the project (month 12) for the Annual Project Review, and thereafter every six months.

The PSC will have the Minister of the Environment as its Honorary Chairperson, but will be chaired de facto by the Chairperson of the Sub-committee of Natural Environment Conservation of the Presidential Committee for Sustainable Development4 and comprise members selected from: Ministries of: Environment; Maritime Affairs and Fisheries; Agriculture and Forestry Construction and Transportation Planning and Budgeting Culture and Tourism Local Government Administrations Busan Metropolitan City Changnyeong County Changwon City Cheorwon County Gunsan City Seocheon County Private Sector One representative of the Federation of Korean Industries and the Small and Medium Business Association on a rotating basis as agreed. Civil Society Three representatives5

4 The chairperson of the PSC has been selected from the PCSD deliberately to ensure that project activities are in line and integrated with Government overall policy directions with respect to sustainable development. 5 One representative will be selected by local people at each of the three demonstration sites to represent their interests on the PSC. The mechanism for the selection and reporting requirements of said representatives will be determined during the Inception Process and may involve annual rotation to ensure adequate representation. NGOs involved directly in the implementation of the project will be excluded to avoid conflict of interest.

21 UNDP-GEF 6. One representative.

Additional members may be co-opted as required.

The National Project Director and/or CTA will act as Secretary to the PSC and will report as required to UNDP on compliance with agreed action plans and quantifiable indicators.

The responsibilities of the PSC as a whole and the individual members are to:  Provide key guidance, strategic direction and support to the NPD, CTA, and NPC for timely, efficient and effective implementation of the project;  Review and assess the progress of the project (substantive, managerial and financial) and its components and monitor the project’s implementation to ensure timely progress in attaining the desired results, and efficient coordination with other projects (within ROK and internationally);  Review bi-annually and approve the work plan and updated budgets of the project and its activities and, as necessary, approve any major changes in project plans or programs prior to the changes taking effect.  Facilitate project work within each member’s respective institution, the National Wetlands Committee, the Presidential Committee for Sustainable Development, and ensure that cooperative activities are implemented in a timely manner;  Resolve any conflicts or disagreements that arise with respect to project activities that cannot be resolved by the project-working group.  Support the cross-sectoral approach of the project by facilitating mechanisms for interaction with civil society;  Facilitate the integration of project-inspired activities into existing national programmes and practices.  Continue to seek additional funding to support the outputs and activities of the project beyond the lifespan of GEF funding;  Facilitate the participation and integration of the private sector in key strategic economic initiatives and funding opportunities to further wetland conservation within the ROK.

Terms of Reference Project Scientific Advisory Committee (PSAC)

The Project Scientific Advisory Committee will be established during the Inception Period of the project in consultation with the PSC, to provide pro bono7 guidance on the scientific aspects of the project to the PSC and the Project Management Unit. This Committee will comprise national specialists and scientists of international repute including expertise in wetland ecology, wildlife conservation, and sustainable development management and planning. Full use will be made of relevant international networks.

The PSAC will to provide technical advice to the PSC/PMU through verbal or written correspondence as needed.

6 Since the Government composition of the PSC is largely the same as that for the proposed National Wetlands Committee (to be established under Activity 1.1.2), synergies should be sought between the two bodies. 7 No-fee basis. Travel expenses will be paid for any meetings as required.

22 Terms of Reference Project Management Unit (PMU)

Duration: 48 months

Background The overall project will be executed through a national Project Management Unit (PMU) established in the Nature Conservation Bureau of the MOE within the first three months of project commencement, and operative for the full four years lifetime of the project. The PMU will be headed by a National Project Director (NPD) and an international Chief Technical Advisor (CTA), both recruited within the first three months of project commencement, assisted by a full-time National Project Coordinator (NPC). The PMU will be supported by a small team of technical (Training Officer, Data/Communications/GIS Officer), administrative (Finance Officer) and support staff. All staff will be hired in an open and fair competitive basis following UNDP standard hiring procedures, and specific TOR/job descriptions will be elaborated once the NPD, CTA and NPC have been appointed.

The PMU will provide the coordination and management structure for the development and implementation of the Project, in accordance with the rules and regulations of UNDP-GEF, based on directions provided by the Steering Committee. Along with acting as a secretariat to the Project Steering Committee, it will specifically:  Manage the timely and effective implementation of all project activities;  Provide all the administrative and logistic support to the project and prepare all the required documentation, reports, list of equipment, organisation of project reviews, missions, etc.;  Prepare progress reports (administrative and financial) concerning project activities;  Ensure timely and accurate management and tracking of funds including petty cash, in accordance with UNDP rules and regulations and have all documents available for auditing at any time;  Liaise closely with, and report regularly to, all parties involved in financing the project;  Provide technical inputs to project implementing parties;  Supervise and monitor technical progress of each project component;  Facilitate and support the work of the Site Management Units (SMU) at the Demonstration Sites;  Organise and maintain up-to-date required project documentation, records, files, and reports in both electronic and hard copies;  Collect and disseminate information on policy, economic, scientific and technical issues related to the project;  Develop, update and maintain a project website accessible through the Internet;

23 Terms of Reference National Project Director (NPD)

Duration 48 months; part time.

Background

The National Project Director (NPD), will be responsible and accountable for the overall management, implementation and monitoring of the project according to UNDP’S National Execution requirements, as well as to GEF’s specific requirements and for the overall success of the project. As such, s/he will be responsible for strategy set-up, the quality, efficient and timely implementation of the project according to the work plan, for the sound financial management and for the achievement of quality and timely project outputs and impacts, good coordination with various counterparts. He/she will provide guidance and support to the CTA and NPC throughout the project implementation.

Duties

Project direction  Overall responsibility for appropriate management of the funds, achievement of the planned outputs in a timely fashion and at the highest quality.  Ensure and approve punctual delivery of all project work plans, budget revisions and, where necessary, project revisions, and that all the auditing requirements are met as specified in the project document and in the UNDP Programming Manual;  Ensure human and financial resources allocated for project activities are consistent with approved work plans in contributing to the achievement of the planned outputs;  Certify financial reports including reports on the advances and reports on the annual disbursements;  In consultation with UNDP-GEF, approve terms of references, selection of the CTA, NPC, and other project staff and of the key experts/contractors;  Approve procurement actions;  Prior to financial settlement, approve quality and relevance of reports produced by consultants;

Project monitoring  Report to the Minister of Environment, UNDP-GEF, and the PSC on the use of the project resources and achievement of the project outputs;  Approve/certify quarterly and annual progress reports, project monitoring reports (e.g. Annual Project Reports/GEF Project Implementation Review), audit reports and evaluation reports;  Ensure all documentation is complete, certified, and available for the UNDP-GEF independent project evaluations.

Political networking  Take lead role with Government ministries and agencies (particularly the PCSD) to obtain timely and practical commitment to and resources for the project;  Promote and facilitate the interaction of relevant ministries with the substantive collaborative work required;

24  Act as the principal facilitator with the Local Governments to allocate the time and resources as planned required to implement project activities and produce expected outcomes in a timely manner;  Support the formation of the NWC, ensuring that members are at the requisite level of influence, and ensure that the NWC is allocated the appropriate legal status necessary to carry out its planned mandate effectively;  Act as principal advocate for the project to the National Assembly, PCSD, MOE, the private sector, and with the media;  Seek additional funding/involvement, particularly from the private sector/foundations, for additional complementary activities derived from the project initiatives.

Terms of Reference Vice National Project Director (VNPD)

Duration 48 months; part time.

Background

The Vice National Project Director (VNPD), will be responsible and accountable for the overall management, implementation and monitoring of the project according to UNDP’S National Execution requirements, as well as to GEF’s specific requirements and for the overall success of the project. As such, s/he will be responsible for strategy set-up, the quality, efficient and timely implementation of the project according to the work plan, for the sound financial management and for the achievement of quality and timely project outputs and impacts, good coordination with various counterparts. He/she will provide guidance and support to the CTA and NPC throughout the project implementation. The Vice National Project Director (VNPD), will be positioned if the NPD was selected from Government part. The VNPD will support NPD in detailed implementation.

The director general of Department of Biodiversity will be the VNPD and s/he will provide guidance in technical and scientific issues to PMU.

Duties

Project direction  Supervise appropriate management of the funds, achievement of the planned outputs in a timely fashion and at the highest quality.  Supervise punctual delivery of all project work plans, budget revisions and, where necessary, project revisions, and that all the auditing requirements are met as specified in the project document and in the UNDP Programming Manual;  Approve and supervise the financial procedures, execution and procurement actions;

Project monitoring  Supervise annual progress reports, project monitoring reports (e.g. Annual Project Reports/GEF Project Implementation Review), audit reports and evaluation reports;  Supervise all documentation is complete, certified, and available for the UNDP-GEF independent project evaluations.

25 Terms of Reference Chief Technical Advisor (CTA)

Duration: 29 months (Full-time for 1st 2 years; 3 months in year 3 and 2 months in year 4)

Duty Station: Gwacheon, with duty travel to the three project demonstration sites in Busan, Gunsan and Cheorwon areas required.

Background: A long-term Chief Technical Advisor will be appointed to provide technical support to the UNDP/GEF funded project. The CTA will be based at the Project Management Unit (PMU) established in the Nature Conservation Bureau of the MOE in Gwacheon and will report directly to the National Project Director and the Project Steering Committee. On a day-to-day basis the CTA will work in close collaboration as a team with the NPC and provide technical support throughout the project. Extensive travel to project demonstration sites is anticipated and consultation with Local Government agencies, regional offices will be essential.

Qualifications

 Advanced degree or equivalent work experience in Environmental Management and/or other relevant fields.  At least ten years of broad experience in international project/management work involving environmental and natural resources management, preferably with experience in wetland issues with a demonstrated understanding of the practical and political issues related to natural resources management.  At least five years experience at a senior project management level.  Substantial experience in land-use planning, biodiversity conservation and wetland evaluation, and PAS management. Working experience in North-East Asia would be an advantage.  Proven ability of good coordination and negotiation skills to deal with a multi-sectoral working environment with government counterparts and various international/national consultants.  Skills in facilitating the participatory process desirable.  Familiarity with UNDP and/or GEF goals, procedures, rules and regulations an advantage.  Fluency in English required; knowledge of Korean and/or willingness to learn the language an asset.

Duties

The responsibilities of the CTA will be in the fields of project operations and management and technical input. Specifically these involve:

Project implementation and management

 Within the first three months of project commencement, and in cooperation with the NPD and NPC, review the project document and its basic assumptions and elaborate the detailed work plan, capture budgets in the Inception Report for presentation to the Project Steering Committee at the Inception Workshop;  Assist the NPD and NPC in the design, planning, management, implementation, monitoring and supervision of project activities;

26  Assist the NPD, NPC and MOE in establishing National Wetlands Committee;  Assist the NPD, NPC, the Demonstration site managers, national consultants, Local Governments in developing and supporting implementation of wetland collaborative strategic conservation plan for three demonstration sites;  Work with the NPC to prepare and finalize overall project and annual/quarterly work plans and budgets on the basis of the project document;  With the NPC, coordinate and monitor the activities described in the work plans, and ensure timeliness and quality of outputs;  Assist PMU to meet all reporting requirements including the Annual Project Report (APR)/Project Implementation Review (PIR) and Quarterly Operation Reports (QOR), updates and reviews for the NPD and Project Steering Committee.  Assist the NPD to finalise preparation of all Terms of Reference for international and national consultants and sub-contracts;  Supervise the work of all international and national consultants to ensure timeliness and quality of outputs agreed outputs;  Assist the NPD in coordination and cooperation with assigned development partners such as National government agencies in the Project Steering Committee, members of Trans-authority Wetland Management Committees, Site Management Units, international organisations and NGOs in executing the project;  Prepare and finalize quarterly financial reports, progress reports and annual programme reports, for certification by OPS, approval by UNDP, and then forwarding to UNDP-GEF;  Assure consistency between the various project elements and related activities provided or funded by other donor organizations;  Identify synergies and collaboration platform and establish close working relationships with other related national and/or regional/international initiatives to maximize efficiency and reduce duplication;  Maintain the overall responsibility for the efficient, cost-effective use of project funds, in accordance with UNDP/GEF rules and regulations;  Manage the PMU, its staff, budget, and imprest fund;  Liaise with the NFPs, NPCs, UNDP (both in China and Korea), and GEF  Liaise with other donors to ensure maximum synergy, avoid duplication with existing initiatives, and also seek additional funding for the project

Technical inputs: Dependent on the skills / qualifications of the CTA, s/he will be responsible for significant technical inputs to project development, actual project outcomes, reviews and site monitoring and visits. This will include:-

 Directly supervise International TA on project activities of direct relevance to the CTA’s skills (to be determined following appointment).  Assist the NPD in organisation of and participation in all annual reviews of project outputs with site- based project Coordinators.  Oversee the work of the short-term International and National Consultants to ensure technical quality is met.

27  Review and monitoring of site based technical demonstrations to ensure timely completion and expected results. At least two site supervision missions per year will be made to all project demonstration areas. Supervision missions will also be made to provide inputs to International and National Consultants TA at appropriate times during implementation.  Assist the NPD to review and approve the content of all project outputs to ensure their high technical/scientific standard and direct applicability to overall project direction.  Participate in relevant workshops and conferences relating to the project and to make presentations and reviews of results and outputs where necessary.  Provide technical input to and contribute directly to specialist training activities through involvement in training workshops at the national and local levels.

Terms of Reference National Project Coordinator (NPC)

Duration: 48 months - full time

Duty Station: Gwacheon, with considerable duty travel to the three project demonstration sites in Busan, Gunsan and Cheorwon areas required.

Qualifications

 Advanced degree or equivalent work experience in Environmental Management and/or other relevant fields.  At least five years of broad experience in international project/management work involving environmental and natural resources management, preferably with experience in wetland issues with a demonstrated understanding of the practical and political issues related to natural resources management.  Broad recognition as a high level specialist at central level as well as at local levels, especially at the demonstration sites.  Proven English language skills (reading, writing and speaking)  Excellent interpersonal, analytical skills  Excellent computer skills in words, excel and power point.  Proven ability of good coordination skills to deal with environmental issues with government counterparts and various international/ national consultants.  Familiarity with ROK Governmental procedures, rules and regulations an advantage.  Ability and willingness to travel

Background The National Project Coordinator will work under the direct supervision of the National Project Director.

The NPC will be the lead national to build and manage relationships and partnerships crucial to the project’s success. The NPC will be responsible for the day-to-day operational purposes and project implementation and will coordinate the overall implementation of the project. The NPC will support the CTA in the day-to-day planning, implementation, monitoring and control of the timeliness and quality of the activities, outputs and reporting of the project. The NPC will ensure full participation of required national resources and inputs and will ensure their timeliness and quality.

28 The NPC will act as the main counterpart and facilitator for the CTA and as his/her main liaison with all other national counterparts at all levels. The NPC’s interventions will be critical to ensure proper understanding by the national counterparts of the relevance/importance of the project, its objectives and the planned interventions, expected outputs and quality criteria and to ensure their full support and commitment.

Duties

Project management  Organize an Inception Workshop to ensure that all implementing actors have a full understanding of the expected outputs, objectives and time frame of the project;  Within the first three months of project commencement, and in cooperation with the CTA and NPD, review the project document and its basic assumptions and elaborate the detailed work plan, capture budgets in the Inception Report for presentation to the Project Steering Committee at the Inception Workshop;  Serve as an ex-officio member of the PSC and be responsible for the follow-up necessary for effective conduct of PSC business; liaise directly with designated officials of the PSC, and others as deemed appropriate and necessary;  In cooperation with the CTA, produce TORs, review candidatures, and make recommendations for hiring of PMU staff, consultants and sub-contractors, and subsequently organise and oversee inputs and confirm the quality of the project’s outputs;  In cooperation with the NPD and CTA, ensure efficient, cost-effective use of project funds, in accordance with UNDP-GEF rules and regulations;  In cooperation with the CTA, prepare and finalise the overall project, annual and quarterly work plans and budgets on the basis of the reviewed project document, for submission and approval by the NPD and transmittal to UNDP-GEF for final endorsement;  In cooperation with the CTA, prepare quarterly financial reports, progress reports and Annual Project Reports (APR)/Project Implementation Reviews (PIR) for submission and approval by the NPD and transmittal to UNDP-GEF for final endorsement, and support the Mid-term and Final Evaluations and annual Tripartite Reviews (TPR);  Build effective working relationships with members of the PSC, NWC, PCSD, other relevant divisions of the MOE, other concerned ministries, Local Government, and NGOs to ensure commitment of financial and human resources to the Project in a timely manner, ensure these inputs are of the highest quality, and that project activities proceed on schedule within each body;  Support the work of the PMU to build effective working relationships with the Site Management Units;  With UNDP support, train project staff, ministry partners, Local Governments, NGOs, etc. in UNDP administrative, monitoring and results orientation procedures;  Work with external partners to ensure that their activities/programmes are integrated and complementary with those of the GEF project;  In cooperation with the CTA, oversee an effective project monitoring programme and development of a process whereby the project assesses best practices as it gains experience. Encourage adaptive management in the project to focus on meaningful results rather than generating reports;  Provide early warning to the NPD, and UNDP-GEF of potential deviations from quarterly work plans and implementation difficulties and provide alternative and/or remedial options.

Support to CTA  Liaise with and support the CTA on matters regarding the implementation of the project;  Facilitate the relationship between the CTA and the national partners to ensure mutual understanding and effective collaboration;

29  Ensure full understanding by all relevant partners of the importance, expected inputs, outputs, impacts quality criteria of the project through direct contact, correspondence, and participation in workshops and other events;  Ensure national sub-contracts and other project activities are undertaken in a timely fashion, in accordance with the national quarterly work plans, and are to the required quality standards set by the NPD and CTA;  Assist the CTA by coordinating project meetings and ensuring detailed notes of their outcomes are produced;  Follow-up on the networking activities undertaken by the NPD and CTA to ensure full and timely participation of relevant parties at policy, planning and legal levels, both at central and local levels;  Assist the NPD and CTA in promoting wide stakeholder participation in the project, particularly NGOs and the private sector;  Serve as a fundraiser and lobbyist for activities included in the project but in need of funding from other partners;

Project monitoring  Monitor the progress of national experts, consultants and sub-contactors and help assure timely completion of activities and require and assist with alternative and/or remedial options in case of deviations;  Monitor and support the Site Management Unit manager’s activities and require and assist with alternative and/or remedial options in case of deviations;  Identify, analyse and communicate lessons learned that may be useful in design and implementation of similar projects;  Ensure that TOR for consultants recruited and sub-contracts let under the project incorporate mechanisms to capture and share lessons learned through their inputs to the project, and to ensure that the results are reflected in relevant reporting systems;  Develop and disseminate lessons learned and the project’s best practice’s handbook derived from the project’s experience.

Substantive Management  Contribute substantive technical input per his/her area of relevant expertise;  Participate in relevant workshops and conferences relating to the project and make presentations on the project in fora that are supportive of and relevant for the project;  Assist in the training and advocacy activities undertaken under the project;  Assist the CTA to develop and update the project website.

30 Terms of Reference Site Management Unit (SMU)

Duration: 36 months

Background Site Management Units (SMU) will be established in appropriate Local Government administrations at each of the three Demonstration Sites in Year 2 of the project and will operate for three years. Each will be headed by a Demonstration Site Manager (DSM), responsible to the NPD/CTA through the NPC.

Terms of Reference for each SMU will be as for the PMU but applicable to the local context. Similarly, the TOR for each Demonstration Site Manager, to be elaborated at the time of recruitment, will mirror those of the NPC.

31 Terms of Reference National Wetlands Committee

The project will support the establishment of a National Wetlands Committee (NWC), whose primary function will be to act as stewards for the well-being of wetlands within the ROK and to co-ordinate all interested Government agencies that depend upon, or which heavily impact, wetlands and their constituent biodiversity to ensure adequate provision for wetland biodiversity issues in Government actions. The NWC will report directly to the Presidential Committee for Sustainable Development (PCSD). The NWC, to be chaired by the Minister of Environment (MOE), will comprise senior members at the policy-and decision-making levels of the Ministries of: Maritime Affairs and Fisheries Agriculture and Forestry Construction and Transportation Finance and Economy Planning and Budgeting Government, Administration and Home Affairs Culture and Tourism National Defence plus the chairperson of the Sub-committee on Nature and Environmental Protection of the PCSD, and the chairpersons of the three trans-authority wetland planning committees established for each of the demonstration sites. In addition, up to three members may be co-opted from stakeholder organizations as required. Within six months of project inception, the MOE as the executing agency, will establish the NWC. The MOE will need to determine the appropriate level of legal or official authority necessary to carry out its responsibilities stated below and establish the appropriate legal mechanism by which the Government can grant said authority for the NWC to operate as a permanent government body. The NWC will meet for the first time once the National Project Director, Chief Technical Advisor, and National Project Coordinator have been appointed and work plans prepared for the first year of operation. The NWC will meet twice yearly, and will provide a verbal and written annual report to the Presidential Committee for Sustainable Development providing progress on the five-year National Master Plan for Wetlands established under the Wetland Conservation Act (1999). The NWC will create cross-sectoral standing thematic sub-committees in the areas of harmonization of legal, policy and regulatory development; socio-economic planning and incentives; coastal planning; river engineering; and action plans for species of national or global significance. Other standing or ad hoc sub- committees may be formed as the NWC sees fit. Sub-committees members will include technical and scientific advisors from Government. Members may also be drawn from NGOs, academia, and the private sector, on a pro bono basis (see above). Full utilisation will be made of the networks established under the project. The sub-committees will be the entry point for all wetland issues and members will be expected to provide a watching brief in their particular areas of expertise and flag relevant issues to their sub-committees. They will provide the basic technical research and analysis, and will provide recommendations to the NWC for endorsement and action. Secretariat services for the NWC will be supplied by the Project Management Unit. located within the Nature Conservation Bureau (NCB) of the Ministry of Environment for the lifetime of the project and thereafter by the NCB itself.

Individual members of the NWC will be required to act as the focal point for wetland issues within their respective Ministries or other bodies and act as conduits for information flow to and from the NWC and for negotiating agreement and consensus of recommendations reached by the NWC.

32 The responsibilities of the NWC as a whole are:  Policy guidance  reviews, agrees and coordinates the overall policy strategy for wetlands conservation as recommended by relevant sub-committee deliberations can be agreed, and coordinated through the actions of individual members;  through its relevant sub-committees undertake technical review of emerging legal, policy, regulatory and economic instruments to ensure effects of said instruments are consistent with wetland conservation objectives;  discuss, review, and make recommendations pertaining to detailed briefings prepared on specific topics provided by individual ministries;  initiate special inquiries and make recommendations on issues that may affect wetlands conservation;  Monitoring  call and coordinate an annual cross-ministerial conference to assess progress on the implementation of actions required under the Wetlands Conservation Act (1999), particularly those decreed through the five-year National Master Plan for Wetlands and to agree next steps and define corrective actions where necessary;  review progress of all actions agreed upon by the NWC and at the above conference, and implement corrective actions as appropriate;  Conflict resolution act as consultative forum with a view to reducing or removing conflict over wetland issues at the earliest opportunity and providing wherever possible recommendations for conflict resolution.

33 RESPONSE TO COUNCIL COMMENTS (Reference to GEF/C.20/3 October 14-15, 2002)

Republic of Korea: Conservation of Globally Significant Wetlands in the ROK (UNDP) ; GEF: $2.12 million; Total Project Costs: $13.15 million

Reference in the ISSUES AND RESPONSE Project Document A. COUNCIL COMMENTS FROM UNITED STATES

Comments It contains a detailed log frame with measurable indicators and targets. In some cases, such as outcome for integrated biodiversity planning, the target in the log frame – a 25% increase in the area under financing and economic incentives for wetland conservation – does not contain a specific timeline. Response The column entitled “Target (Year 5)” shows that the indicators (e.g. a 25% increase in the area under financing and economic incentives for wetland conservation) have the end of the project (Year 5) as their specific timeline (except where specifically mentioned otherwise).

Comments The development objectives listed in the beginning of the log frame aim to stop any further loss of species or wetlands and the project will do surveys to measure this. We wonder if this target is ambitious enough. Why does the target only limit any further losses and not seek to increase wetland protection?

Response The ROK Government is already attempting to expand the protected area network, but with no success not least because there are difficulties with this approach for some of the key sites in Korea because they already have a lot of human activity in or around them making designation of sanctuaries difficult/impossible. Examples include the MOE trying and failing to designate the mudflats of the south coast of Gangwha Island as an Ecosystem Conservation Area in 1996, and the Ministry of Culture and Tourism attempting and failing to designate the mudflats off the west coast of Ganghwa Island as a Natural Monument in 2002. Given such difficulties, the project seeks to remove any further loss of wetlands, particularly inter-tidal mudflats, through legal/regulatory/ local initiatives.

B. COUNCIL COMMENTS FROM SWITZERLAND

Comments The project is fully consistent with the GEF objectives and principles. It is an ambitious programme, which addresses threatened, insufficiently known and recognized ecosystems in a context of a quickly developing and changing country. Although it is not particularly innovative in the way it addresses the issues, the project is well designed and constitutes quite a laudable attempt to tackle in a comprehensive way all the root causes of the identified problems: notably a lack of coordination between numerous institutional bodies and a total lack of value recognition for wetlands under pressure of land availability. Besides three main outcomes at the level of national institutional, legal and macro-economical framework, the project aims at demonstrating effective planning and management in three selected watersheds, to be replicated in case of success to other areas of the country, and

34 possibly to other countries. We particularly appreciate:  the high financial commitment of the Republic of Korea, making this project a particularly cost-effective one if it is successful;  the good and reasonably detailed presentation of the project, which reflects a high degree of careful preparation; in particular, we note that comprehensive and clear annexes (though sometimes redundant) are available, as well as clear summarizing tables in the brief and its summarized document.  the good STAP review (contrariwise to some recent applications), clearly responded to by the project drafting team;  the decision, following the comments of the STAP reviewer, to establish an additional fifth year to the project, during which the sustainability of the project’s impacts will be assessed and lessons for replication will be drafted.

Response None required. Comment Main Concerns Although we consider the project a very good one, we would like to raise the two following points:  We feel that the potential of establishing innovative forms of collaborative or joint management at the local level have not been sufficiently considered; in this sense we find that the comments made by the STAP reviewer about participation and excessive top-down approach are insufficiently considered. In general, the ways to create “ownership” of both the project and the wetlands management are not enough documented and lack imagination in their design. We feel that even in the context of a much hierarchised society it will be possible to establish community-based management structures that would greatly contribute in raising awareness, interest, ownership and commitment of local stakeholders, and we would suggest further elaboration of the few ideas in this direction that are existing in the project.

Response During the PDF-B, consultations were made with the local stakeholders at the three See TOR for Project demonstration sites over how they wished to be involved in the project. The incorporation of Steering Committee stakeholder representation on local management committees, e.g. the trans-authority wetland (PSC) – page 21 and planning committees, as well as in the Project Steering Committee represents both a full National Wetlands response to stakeholder wishes, and breaks new ground in Korea. We acknowledge the above Committee (NWC) – comments and have included for local stakeholder representation from each of the three page 32; and Annex - demonstration sites to be included first on the Project Steering Committee and second at the Project Brief policy/decision making level the National Wetlands Committee – both firsts for Korea. We Alterations - page 38 have also included representation for the private sector on the trans-authority wetland planning committees – Activities 4.1.1, 5.1.1, 6.2.1.

Comment  Although we appreciate the frankness and realism of the assessment of the risks and possible mitigation measures (Annex G), we are concerned by the fact that some of these risks, evaluated as high, may be very difficult to mitigate and would put at risk the success of the project as a whole. For example, it is alarming to read that “it is unclear whether the (…) departments can effectively solve the problems, when the basic policy objectives of these departments conflict”… The possible conflicts of conservation policies with economic interests both at the government and the population level, though

35 quite a usual issue, seem also of particular concern and may be not sufficiently addressed in project design. In particular, the measures of support to education, and overall to development of economic alternatives, do not seem to be given enough attention and means e.g., in the demonstration watershed where organic agriculture development is envisaged, only a year quarterly is devoted to the development and demonstration of organic farming and certification systems …! [Ann. D, para. 7]). More generally, as a very large number of economical and fiscal instruments are envisaged to enhance sustainable use of wetlands, we feel that their development and testing will need much time and we fear that the project timeframe might be insufficient to get clearly efficient instruments identified, tested and implemented. Response We agree with the comments from the Swiss Council Member over the risks inherent in getting the ROK Government departments to collaborate and solve issues, but we feel that this is one of core aims of the project, which has been designed to overcome lack of coordination. One of the key roles of the NPD and NPC will be to facilitate and promote political networking across ministries and institutions at national and local levels. The composition of the PSC and of the project outputs, the NWC at the national level and the trans-authority wetland planning committees at the local level, also reflect the efforts to ensure that key concerned sectoral ministries and institutions have a forum to interact and develop solutions on these potential issues.

As regards insufficient time for the development and demonstration of activities, e.g. organic Annex 2A of the farming and demonstration systems, these have been designed to build upon extensive Brief experience already gained in Korea wherever possible (e.g. Activity 4.3.2 in Annex 2 A: Incremental Cost Analysis states “In the early 1990s the concept of organic farming was introduced into Korea as being beneficial to both the consumers’ health and to the natural environment. Products were sold at a premium price which attracted farmers. Local brands of organic produce, such as “Grasshopper rice” and “Geese rice” proliferated. However, as a result, consumer confusion and confidence over advertising claims, and ultimately trust in the product itself caused sales of organic products to decline.”). In this particular case, the aim here is to provide a catalyst through partnership with the private sector to resurrect the market – consultations with relevant local stakeholders indicate that the timing will be adequate to achieve results envisaged from the demonstration activities, and similarly with other project activities.

36 ALTERATIONS TO THE PROJECT BRIEF AND ITS ANNEXES

The changes indicated in bold have been made to the original Project Brief and its Annexes, as approved the by GEF Council, and now supersede them.

Project Brief

Un-numbered paragraph between 54 and 55.

In the DMZ, the project will build on existing legislative initiatives and support the process of developing and passing appropriate protected area legislation by providing local and national workshops for stakeholders to help build consensus on the proposed Act’s scope and provisions. It will also facilitate the public purchase of land for conservation. The project will build skills and capacity in participatory planning, collection and analysis of data, and provide coaching and demonstration in the management planning process. It will also provide technical assistance and coaching for implementing the requirements of the strategic conservation plan through a collaborative mechanism. Measures will be pursued during the project to identify the relevant institutions within the DPRK and to establish links pursuant to forging closer cooperation for trans-boundary management of the relevant waterbodies/watercourses as far as overall relations of the two governments allow at the time of project implementation. The project will increase the capacity for monitoring to strengthen subsequent management planning. Management information and retrieval systems will be strengthened and linked to the national databases.

Annex 2A: Incremental Cost Analysis

Activity 4.1.1: Support establishment of trans-authority wetland planning committee. Wetland management committees are already extant for Woopo Wetland (Woopo Committee, organised by the MOE Nakdong River Branch because Woopo is a Ramsar Site) and for Nakdong Estuary (Nakdong River Estuary Committee, organised by Busan Metropolitan City), both established in 2000. These are multi-disciplinary, multi-stakeholder bodies responsible for all management at the sites. However, meetings are irregular, the decision-making process is unclear, and they have little authority in ensure their decisions are implemented through the relevant management agencies. Junam Reservoir has no committee. The project will support the establishment of a Lower Nakdong Wetlands Co-ordinating Committee covering all three inter-related key wetlands in the Lower Nakdong River Basin. This Committee will co-ordinate wetland conservation management activities throughout the three sites, and at other riverine wetlands within the Basin to ensure a comprehensive treatment securing maintenance of the biological functional integrity of the wetland ecosystem of the Lower Nakdong River Basin. The Committee will be chaired by the MOE, and will include the Ministries of Maritime Affairs and Fisheries; Culture and Tourism; Construction and Traffic (who control the dams and Barrage on the Nakdong River through the Korean Water Resource Corporation); and Agriculture and Forestry (who operate Junam Reservoir through the Korean Agricultural and Rural Infrastructure Corporation); representatives from all Local Government (Gyeongsangnam Nam Provincial Council, Busan Metropolitan City, and nine cities including Changwon, and 10 County Councils, as well as local representatives from the National Fisherman’s Union, National Farmers Union, conservation NGOs, the private sector, and other relevant citizens’ groups. Scientific expertise will be co-opted as required. It will derive its legal status and authority from ordinances passed by the Provincial and Metropolitan City Assemblies. Implementation of decisions will be made through the auspices of MOE. To support and facilitate integrated wetland biodiversity planning in the Lower Nakdong River Basin, a small Demonstration Site Management Unit will be established and supported.

37 Activity 5.1.1: Support establishment of trans-authority wetland planning committee. It has been difficult to establish any co-ordinated committee for wetland management in the Lower Geum River Basin, because it falls under two different provincial administrations, Jeollabuk Province and Chungcheongnam Province. Although currently there are no wetland management committees in existence, the two local governments of Gunsan and Seochun cities and several NGOs (e.g. Friends of the River, Gunsan Chapter of Korea Association of Bird Protection (KABP) and Seochun Branch of Korea Federation of Environmental Movement) have been involved in conservation management of these wetlands.

The project will support the establishment of a Lower Geum Wetlands Co-ordinating Committee covering both inter-related key wetlands in the Lower Geum River Basin (Site 1: riverine wetland upstream of the barrage; Site 2: coastal wetland below barrage). This Committee will co-ordinate wetland conservation management activities throughout the Basin to ensure a comprehensive treatment securing maintenance of the biological functional integrity of the wetland ecosystem of the Lower Geum River Basin. The Committee will be chaired by either the MOE (or MOMAF), and will include the Ministries of Marine Affairs and Fisheries (or Environment); Culture and Tourism; Construction and Traffic (who control the dams and barrage on the Geum River through the Korean Water Resource Corporation); and Agriculture and Forestry (who operate irrigation for rice fields); representatives from all Local Governments (Jeollabuk and Chungcheongnam Provincial Councils, Gunsan and Iksan Cities, and Seochun and Booyeo County Councils, as well as local representatives from the National Fisherman’s Union, National Farmers Union, conservation NGOs, the private sector, and other relevant citizens’ groups. Scientific expertise will be co-opted as required. It will derive its legal status and authority from ordinances passed by the Provincial and Metropolitan City Assemblies. Implementation of decisions will be made through the auspices of MOE. To support and facilitate integrated wetland biodiversity planning in the Lower Geum River Basin, a small Demonstration Site Management Unit will be established and supported.

Activity 6.2.1 : Strengthen mechanisms for local stakeholder involvement in decision-making about wetlands No multi-disciplinary committees exist in the Cheorwon area to manage wetlands. Most, but not all, of the Cheorwon Basin lies either within the DMZ (to which there is no human access except to limited UN observer posts, for vegetation clearing to maintain military line of sight, and to a small number of scientific studies which require special permission) or within the Civilian Control Area (CCA) (to which there is restricted access for residents and tourists). The project will support the establishment of a Cheorwon Basin Wetlands Management Committee to co-ordinate wetland conservation management activities within the DMZ, the CCA, and the unrestricted areas to ensure a comprehensive treatment securing maintenance of the biological functional integrity of the wetland ecosystem. The Committee will be chaired by the MOE, and will include the UN Forces Command, the Army of the ROK, representatives of relevant Ministries (e.g. Defence, Construction and Traffic, and Agriculture and Forestry), representatives from Gangwon Provincial Council and Cheorwon County Council, as well as local representatives from stakeholders groups, e.g. National Farmers Union, local and international conservation NGOs, the private sector, and other relevant citizens’ groups. Scientific expertise will be co-opted as required. Although the Cheorwon Basin Wetlands Management Committee will derive its legal status and authority from ordinances passed by the Provincial Assembly, because of the unique security situation present along the DMZ and CCA, security considerations will remain paramount. Implementation of decisions will be made through the auspices of MOE but the UN Forces Command or other relevant military bodies will have the right of veto. To support and facilitate integrated wetland biodiversity planning in the Cheorwon Basin, a small Demonstration Site Management Unit will be established and supported.

38 Activity 6.3.2 : Develop and support implementation of a collaborative wetland strategic conservation plan for the Cheorwon Basin This activity will be the same as that described in Activity 4.2.2 with variations to take account of the difference in physical, administrative and cultural environments in the Cheorwon Basin. Measures will be pursued during the project to identify the relevant institutions within the DPRK and to establish links pursuant to forging closer cooperation for trans-boundary management of the relevant waterbodies/watercourses as far as overall relations of the two governments allow at the time of project implementation.

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