Regional-Leadership-Report-Final
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Regional-Leadership-Report-Final
REVISED DRAFT SHORT-TERM ACTION PLAN (2017-2020) TO ENHANCE AND SUPPORT CAPACITY BUILDING FOR THE IMPLEMENTATION OF THE STRATEGIC PLAN FOR BIODIVERSIT Regional-Leadership-Report-FinalTY 2011-2020 AND ITS AICHI BIODIVERSITY TARGETSINTRODUCTION1The Convention on Biological Diversity requires Parties to establish and maintain programmes for scientific and technical education and training in measures for the identification, conservation and sustainable use of biological diversity an Regional-Leadership-Report-Finald its components and provide support for such education and training for the specific needs of developing countries (Article 12, paragraph (a)). It alRegional-Leadership-Report-Final
so requires Parties to promote technical and scientific cooperation with other Parties, in particular developing countries, in the implementation of tREVISED DRAFT SHORT-TERM ACTION PLAN (2017-2020) TO ENHANCE AND SUPPORT CAPACITY BUILDING FOR THE IMPLEMENTATION OF THE STRATEGIC PLAN FOR BIODIVERSIT Regional-Leadership-Report-Finalelopment and institution building (Article 18, paragraphs 1 and 2) and the development and use of technologies, including indigenous and traditional technologies (Article 18. paragraph 4). Furthermore, it calls for establishment of a clearing-house mechanism to promote and facilitate technical and s Regional-Leadership-Report-Finalcientific cooperation (Article 18, paragraph 3).2At its previous meetings, the Conference of the Parties has adopted a number of decisions inviting PaRegional-Leadership-Report-Final
rties, relevant organizations and the Secretariat of the Convention on Biological Diversity (SCBD) to implement various measures to enhance capacity-bREVISED DRAFT SHORT-TERM ACTION PLAN (2017-2020) TO ENHANCE AND SUPPORT CAPACITY BUILDING FOR THE IMPLEMENTATION OF THE STRATEGIC PLAN FOR BIODIVERSIT Regional-Leadership-Report-Finalpport and facilitate the implementation of the Strategic Plan for Biodiversity 2011-2020 and the achievement of its Aichi Biodiversity Tatgets.13The Strategic Plan for Biodiversity 2011-2020, adopted in decision X/2, also recognizes that reversing the current rate of biodiversity loss requires multi Regional-Leadership-Report-Finalple actions, Including the enhancement of support mechanisms for capacity-building, knowledge-sharing and access to financial and technical resources.Regional-Leadership-Report-Final
Accordingly, it calls for the development of global and regional capacity-building programmes to provide technical support and facilitate peer-to-peeREVISED DRAFT SHORT-TERM ACTION PLAN (2017-2020) TO ENHANCE AND SUPPORT CAPACITY BUILDING FOR THE IMPLEMENTATION OF THE STRATEGIC PLAN FOR BIODIVERSIT Regional-Leadership-Report-Finals of experts and practitioners; and development and strengthening of national clearing-house mechanism nodes linked to the central clearing-house mechanism to facilitate access to and exchange of information, knowledge, expertise and experience.4In its decision XII/2 B, the Conference of the Parties Regional-Leadership-Report-Final recognized the importance of a coherent and mutually supportive approach to capacity-building, exchange of information, technical and scientific coopRegional-Leadership-Report-Final
eration and technology transfer under the Convention and its Protocols and requested the Executive Secretary to, inter alia, continue promoting and faREVISED DRAFT SHORT-TERM ACTION PLAN (2017-2020) TO ENHANCE AND SUPPORT CAPACITY BUILDING FOR THE IMPLEMENTATION OF THE STRATEGIC PLAN FOR BIODIVERSIT Regional-Leadership-Report-Finalticular targets where implementation has been weak.5Furthermore, in paragraph 8 of the above decision, the Conference of the Parties requested the Executive Secretary to undertake (i) an evaluation of the effectiveness of capacity-building activities that the Secretariat has supported and facilitate Regional-Leadership-Report-Finald, including recommendations on how to further integrate the needs expressed by Parties using participatory approaches: (ii) a review of related partnRegional-Leadership-Report-Final
ership arrangements and opportunities for delivery; and (Hi) an analysis of the gaps in capacity-building activities supporting the implementation of REVISED DRAFT SHORT-TERM ACTION PLAN (2017-2020) TO ENHANCE AND SUPPORT CAPACITY BUILDING FOR THE IMPLEMENTATION OF THE STRATEGIC PLAN FOR BIODIVERSIT Regional-Leadership-Report-Finalng, especially for developing countries, in particular the least developed countries and small island developing States, and countries with economies in transition, and to convene an expert group to examine the proposed short-term action plan prior to its submission to the Subsidiary' Body on Implem Regional-Leadership-Report-Finalentation for consideration at its first meeting.6Pursuant to the above decision, the Executive Secretary conducted an online survey in December 2015 tRegional-Leadership-Report-Final
o evaluate the effectiveness of capacity-building activities facilitated and/or supported by the Secretariat during the1Relevant decisions include: XIREVISED DRAFT SHORT-TERM ACTION PLAN (2017-2020) TO ENHANCE AND SUPPORT CAPACITY BUILDING FOR THE IMPLEMENTATION OF THE STRATEGIC PLAN FOR BIODIVERSIT Regional-Leadership-Report-Final24, para 10; and XIF3. paras. 30.31 and 32.Page 2period 2013-2015. The Executive Secretary also reviewed existing partnership arrangements and opportunities for delivery of capacity-building support to Parties and indigenous peoples and local communities (IPLCs). He also analysed the gaps in capacit Regional-Leadership-Report-Finaly-building activities supporting the implementation of the Strategic Plan for Biodiversity 2011-2020, based on the information provided by Parties inRegional-Leadership-Report-Final
their fifth national reports, national biodiversity strategies and actions plans (NBSAPs) and national capacity self-assessment (NCSA) reports. The reREVISED DRAFT SHORT-TERM ACTION PLAN (2017-2020) TO ENHANCE AND SUPPORT CAPACITY BUILDING FOR THE IMPLEMENTATION OF THE STRATEGIC PLAN FOR BIODIVERSIT Regional-Leadership-Report-Finalutcomes above processes, the Secretariat prepared a draft short-term action plan and made it available to the Subsidiary' Body on Implementation at its first meeting which was held 2-6 May 2016 in Montreal. The draft action plan also incorporated the input received through the online expert group di Regional-Leadership-Report-Finalscussions held from 8 to 17 February 2016- as well as relevant information contained in other documents prepared for the twentieth meeting of the SubsRegional-Leadership-Report-Final
idiary' Body on Scientific. Technical and Technological Advice (SBSTTA 20) and the first meeting of the Subsidiary Body on Implementation (SBI 1). It REVISED DRAFT SHORT-TERM ACTION PLAN (2017-2020) TO ENHANCE AND SUPPORT CAPACITY BUILDING FOR THE IMPLEMENTATION OF THE STRATEGIC PLAN FOR BIODIVERSIT Regional-Leadership-Report-FinalSubsidiary Body on Implementation took note of the draft short-term action plan (2017-2020) to enhance and support capacity-building for the implementation of the Strategic Plan for Biodiversity 2011-2020 and its Aichi Biodiversity Targets1 and requested the Executive Secretary, in collaboration wit Regional-Leadership-Report-Finalh Parties, other Governments and relevant organizations, to further streamline and focus it, and submit a revised draft for consideration by the ConfeRegional-Leadership-Report-Final
rence of the Parties at its thirteenth meeting. In the process of revising the action plan, the Executive Secretary was requested to give a particularREVISED DRAFT SHORT-TERM ACTION PLAN (2017-2020) TO ENHANCE AND SUPPORT CAPACITY BUILDING FOR THE IMPLEMENTATION OF THE STRATEGIC PLAN FOR BIODIVERSIT Regional-Leadership-Report-Finalities linked to the facilitation of collaboration and coordination among Parties, other Governments and international organizations so as to avoid duplication. The Executive Secretary was also requested to streamline the activities to remove duplications, take into account activities already funded Regional-Leadership-Report-Finaland those being facilitated by the Secretariat and/or by other organizations, take into account Aichi Biodiversity Targets with less progress and, basRegional-Leadership-Report-Final
ed on input from Parties, especially developing country Parties, Identify priority activities and those likely to be the most effective, taking Into aREVISED DRAFT SHORT-TERM ACTION PLAN (2017-2020) TO ENHANCE AND SUPPORT CAPACITY BUILDING FOR THE IMPLEMENTATION OF THE STRATEGIC PLAN FOR BIODIVERSIT Regional-Leadership-Report-Finalnse to the above recommendation, the Secretariat streamlined the activities in the draft action plan by merging related activities and removing activities to be completed by the end of 2016. This exercise resulted in a reduction of the number of activities in the earlier draft action plan from 129 t Regional-Leadership-Report-Finalo 107 activities. The streamlined draft action plan was made available to Parties at the four regional joint preparatory meetings for the seventeenthRegional-Leadership-Report-Final
meeting of the Conference of the Parties to the Convention on International Trade in Endangered Species of Wild Fauna and Flora (CITES) and the thirteREVISED DRAFT SHORT-TERM ACTION PLAN (2017-2020) TO ENHANCE AND SUPPORT CAPACITY BUILDING FOR THE IMPLEMENTATION OF THE STRATEGIC PLAN FOR BIODIVERSIT Regional-Leadership-Report-Finaleld for Asia (1-5 August 2016 in Bangkok. Thailand). Africa (8-12 August 2016 in Addis Ababa. Ethiopia). Pacific (15-19 August 2016 in Apia. Samoa) and Latin America and the Caribbean (22-26 August 2016 in Antigua. Guatemala).1 Country' representatives at those meetings were invited to review the su Regional-Leadership-Report-Finalbstantive activities in sections B. c and D of the annex and to identify their top most priorities. The priority activities identified by the represenRegional-Leadership-Report-Final
tatives of the Asian. Pacific and Latin America and the Caribbean countries that took part in those meetings (72 out of the 106 activities) are highliGọi ngay
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