Project Planning - D2ouvy59p0dg6k.cloudfront
PROJECTPLANNINGMANUALWILDLIFE MANAGEMENT SERIES
PROJECTPLANNINGMANUAL1
These guideline booklets are based on field experience and original research reports which are available from the WWF Southern African Regional Programme Office (SARPO) in Harare. WWF wishes to acknowledge the importantcontribution made by the Rural District Councils (RDCs) and their constituent communities in the development of theseries. The methods presented in the manual have been tested by the Support to CAMPFIRE Project with differentcommunities in several districts.In addition, WWF wishes to acknowledge the valuable ideas contributed by Thandie Chikomo, Champion Chinhoyi,Brian Child and Hasan Moinuddin.The Norwegian Agency for Development Co-operation (NORAD) is funding the WWF Resource Management Supportto CAMPFIRE Project which produced this guideline manual. The work undertaken here is part of a collaborativeprogramme with the Department of National Parks and Wild Life Management.Editing, illustration, design and production: ActionThis publication was also made possiblethrough support provided by the office ofUSAID Harare under the terms of project613-0241 and grant 690-0251-4-900100. The opinions expressed herein arethose of the authors and do not necessarilyreflect the views of USAID. This materialhas been produced by the authority of andfor the use of the CAMPFIRE programme inZimbabwe for information purposes only.ACTIONPublished in June, 2001 by WWF-Southern Africa Regional Programme Office (SARPO), Harare, Zimbabwe. Anyreproduction in full or in part of this publication must mention the title and credit the above-mentioned publisher as thecopyright owner. text (2001) WWF. All rights reserved.2
CONTENTSINTRODUCTIONIntroduction to the Project Planning Manual.5CHAPTER 1Background to project planning.13CHAPTER 2Identifying projects .17CHAPTER 3Project planning.21CHAPTER 4Project implementation and monitoring.29CHAPTER 5Project evaluation.35APPENDICES .339
A locally made poster highlighting the importance of CAMPFIRE projects in Masoka Ward, Guruve RDC.4
INTRODUCTIONINTRODUCTION TO THE PROJECT PLANNING MANUALWhat is the objective of this manual? Under the Communal Areas Management Programme forIndigenous Resources (CAMPFIRE), rural communitiesparticipate in, and benefit from, the management of theirwildlife and other natural resources. The money from wildlifeis used by wards for CAMPFIRE administration, theimplementation of projects and sometimes the payment ofhousehold dividends. It is through the projects, that mostpeople derive a benefit from CAMPFIRE and their wildlife.The project planning matrix: This is a simpleframework which stresses the major activities of theproject (what), their timing (when), their cost (howmuch) and who is responsible for their implementation(who). The matrix can be changed to suit the exact needsof the planners.The project planning matrix is a flexible tool and must beused to meet the needs of the planners. The manualshows how the project planning matrix can be used ateach of the following stages of the common project cycle.These are:The purpose of this manual is to improve the project planningand project implementation skills of people involved inCAMPFIRE and other natural resource managementprogrammes. The manual breaks project planning andimplementation into a series of simple stages and steps. Themethods are easy to use and can save project implementorsfrom making costly planning mistakes at the district andsub-district levels. Stage One: Project identification, Stage Two: Project planning and review, Stage Three: Project implementation andmonitoring, Stage Four: Project evaluation. What methods are used by the manual?The manual proposes using a simple project planning matrixand participatory approaches to improve project planning andimplementation.5Participation in project planning: The manual stressesthe importance of the participation of the project’s keystakeholders during planning. The project plan and itsimplementation will be improved if the planning processinitially involves as many of the key stakeholders aspossible.
The project matrix is used at every stage of the Project onand monitoring6
This will ensure that everybody involved;How were these methods developed?The project planning matrix and the visualisation methods areloosely based on the “Logical Framework Approach” (LFA)used by Governments and Non-governmental Organisations(NGOs) for planning development work. The methodsproposed in the manual were designed and tested by producercommunities and Rural District Councils during the first phaseof the WWF Support to CAMPFIRE Project. understands the project, contributes to the development of the project plan, feels part of a team.Participation in project planning is improved by; inviting people to contribute ideas, using visual planning methods.How can greater participation in project planning beachieved?It is important to allow key stakeholders to participate in, andcontribute to, project planning. Visualising the planningimproves participation by different stakeholders. There aremany ways of visualising the project planning process such asthe following: 7Cards and pin-boards - These are the best way ofvisualising the project planning process. Shortstatements are written on cards which are pinned to aboard. This method is extremely flexible - the cards canbe re-written, their position changed and they lendthemselves to the project matrix approach. Cards ofdifferent colours can be used to improve communicationbetween the participants. The disadvantage of cards andpin boards is that they are expensive. Pin boards can beborrowed from GTZ in Harare, for a small fee.
Flip charts and easel - These are a good way ofvisualising project planning. Their disadvantage is thatthey are not as flexible as cards and pinboards. Chalk and blackboard - Schools are a common meetingplace in many communities. Most classrooms in theseschools have blackboards and a supply of colouredchalk. The planning methods described in the manualcan be used on a blackboard but will have to be copiedonto paper as a permanent record. Paper and floor - If none of the above materials areavailable, a participatory project planning process canstill be achieved by using pieces of A4 paper laid out onthe floor.Who are the key stakeholders in a project?The key stakeholders of any project will depend on where theproject is, who the project is being implemented by and whothe intended beneficiaries are.8
For natural resource management and CAMPFIRE relatedprojects, the key stakeholders will normally include; Who should use this manual?Anybody who is involved in planning simple projects in eitherrural or urban areas should find this manual useful.Under CAMPFIRE the manual can be used by;rural district council executive officers,local government officials for departments such ashealth, education, natural resources and agriculture, district level planners such as executive officers andpolicy makers (councillors), sub-district level planners such as ward wildlifecommittees.traditional and political leaders,special interest groups from within the community,locally based NGOs and other aid organisations.This manual assumes that most district and sub-districtprojects are being funded with money earned from wildlife.The manual does not specifically assist with the preparation ofproject plans for donors, although Appendix 3 gives someideas of what should be included in a proposal to a donor.Most donors would be very supportive of proposals whichinclude a project planning matrix.9
10
11
How should this manual be used?The manual should be used as a guide to project planning andimplementation. Where possible, ideas are presented as stages ofthe project cycle and then as steps within each stage. A sampleproject dealing with human-wildlife conflict in Chilazi RDC isused as an example throughout the manual.How is this manual organised?This manual has five chapters as follows: Chapter One examines some of the background issues toproject planning and why it is so important to plan projectsproperly. Chapter Two discusses ways in which wildlife producercommunities and their committees can identify appropriateprojects. Chapter Three describes how to develop a simple projectplanning matrix. Chapter Four discusses how the project planning matrixcan be used during project implementation andmonitoring. Chapter Five describes why project evaluation is importantand how it can be carried out.The manual has four appendices. Appendix 1 is a glossary of keywords and terms. Appendix 2 describes the principles and stepsinvolved in a simple cost:benefit analysis. Appendix 3 describeswhat a simple project proposal to a donor should contain.Appendix 4 gives some ideas of who might fund small projects.12
We have agreedto build an extra classroomblock for our school, beforethe January 1 for aboutZ 550,000.CHAPTER 1BACKGROUND TO PROJECT PLANNINGWhy is it important to plan a project?There are two reasons why it is important to plan projectsproperly:Although this manual uses a simple four stage projectplanning cycle, the implementation and management of aproject is an ongoing commitment. Even whenimplementation has been completed, projects still need to bemanaged, the infrastructure maintained and important recordskept. Financial and human resources are always limited. Nocommunity, group or even individuals have all theresources that they require. They must plan to make thebest use of the available resources (financial, human andnatural resources) that they have. Poor planning has been shown to be the most importantreason why projects fail to meet their given objectives,exceed their given budget and/or are not completed ontime.What is a project?What are the other factors which effect the successof a project?A project is a set of related activities which, when completed,will achieve a defined objective. This objective should beachieved; The success of a project will be affected by internal andexternal factors:within a given time period,within a given budget.There is no limit to the size of a project. Generally however,bigger projects are more difficult to plan and implement thansmaller projects. If a big project can be broken down intoseveral smaller sub-projects, this will make planning andimplementation easier.13 Internal factors, such as the number and skills of peopleneeded to make a project work properly, can becontrolled by the project. External factors, such as the economic conditions(market, price) or the ecological conditions (climate,drought), cannot be controlled by the project.
I need moretraining.Project planners will try and reduce the number of externalfactors that can negatively affect the project. A robust project isone where the project overcomes important changes in theexternal factors. All project planners should aim to developrobust projects which are capable of withstanding majorchanges in their external factors.This is thethird flood in fouryears.What kind of projects are being implemented underCAMPFIRE?A wide range of projects have been planned and implementedunder CAMPFIRE. Most of the projects can be classified asfollows:Type of projectDescription and objectiveIncome generating projectsThe objective of the project is to make a profit.Example: Sanyati Bridge Lodges in Hurungwe DistrictSocial infra-structure projectsThe objective of the project is to assist a certain groupwithin the community.Example: Kanyurira Clinic, Guruve DistrictNatural resource management projectsThe objective of the project is to improve naturalresource management.Example: Repairs to Maitengwe Dam in Bulilamamangwe District14
What is the relationship between projects and naturalresource management?Under CAMPFIRE, RDCs earn revenue by leasing the rightsover wildlife to commercial safari operators. Between 1989 and1999, the fourteen major wildlife producing districts devolvedapproximately Z 119 million or US 8 million to wards andvillages. This money has been used to; pay for the administration costs of CAMPFIRE(meetings, allowances, transport) in the producer wards, pay for natural resource management activities such asgame guards, fence monitors and problem animalreporters, to pay household dividends in some wards such asKanyurira, Guruve RDC and Mahenye, Chipinge RDC, pay for the implement of projects at district, ward andvillage level. It is through these projects that most peoplein CAMPFIRE Districts experience the benefit from theirwildlife.Sanyati Bridge Lodges in Hurungwe DistrictSummaryBy planning their projects communities, will make better useof their CAMPFIRE revenue. This will strengthen the linkbetween people in the community and the wildlife resource.Kanyurira Clinic in Guruve District15
Allocation of CAMPFIRE Revenue (US ): 1989 - 1999CAMPFIRE Income (US ): 1989 - 9‘89‘90‘91‘92‘93‘94‘95Sport huntingTourismCommunitiesManagementHides & IvoryOtherLevyOther16‘96‘97‘98‘99YearNot Detailed
IdentificationCHAPTER 2EvaluationPlanningIDENTIFYING PROJECTSImplementationand monitoringHow is problem analysis carried out?There are five steps in a problem analysis, as follows:The first stage in the project cycle is Project Identification.There are many ways in which a project might be identified,for example; Step one - Identifying problems: It is important to getas wide a range of opinions as possible. Different peopleand different groups of people have very different ideasof what their problems are. In a meeting or workshop,participants should write their most serious problem ona card or piece of paper. Each person should only writeone problem.a project might be one person’s good idea,it might be the result of an analytical (problem analysis)approach as described below.What is problem analysis?Example: A problem identification from a projectplanning workshop in Chilazi Ward produced 20problems. Many of these problems were similar, forexample, the school roof is leaking and the school is old,are very similar statements of the same problem.Problem analysis aims to identify the major problems andtheir causes. When the problem analysis is being carried out, itis very important that people agree on the current situation,i.e. they should not imagine or anticipate future problems.Why is problem analysis important in project planning?In most rural areas of Zimbabwe, people have many problems.Problem analysis is especially important because; it makes people think about what their most importantproblems are. This helps to prioritise projects when thereare only limited resources available, it ensures that if the right cause of the problem isidentified, then the right solution can be found.No water at School roofProblemToo manyschoolleakinganimal control animals eatingcropsThere is noNo clinicThe clinic isfencefarPoor soilsBuffalosProblemThere is noeatingFertiliser isanimalsirrigationcotton andtoo expensivemaizeWe haveThe school isVery dry andfew cattleoldMany wildhotanimals17TransportNo busserviceThere aremanymosquitoesTransport istooexpensive
Step three - Finding the causes of the problem: Before aspecific project can be identified, the causes of theproblem must be analysed. These are the factors whichdirectly lead to the problem. Another way of identifyingcauses is to ask the question “why do we have thisproblem?”Step two - Prioritising one problem: The second step isto find and agree on the most important problem. If theproblems are written on cards or pieces of paper sort thecards into classes of similar problems. The class with thehighest number of cards often indicates the mostimportant problem. However, this is not always so and itis important to discuss, debate and finally agree as agroup, on one problem.Example: In Chilazi, there were five causes of thehuman-wildlife conflict as follows:Example: In Chilazi Ward there were five classes ofproblems. These were, the school, human-wildlifeconflict, transport, health and agriculture. The mostcommon problem identified by the participants washuman-wildlife conflict.HumanwildlifeconflictsSchoolHuman wildlife conflictTransportHealthAgricultureNo water atschoolProblem animalcontrolNo busserviceNo clinicPoor soilsSchool roofleakingToo manyanimals eatingcropsTransportThe clinic isfarThere is noirrigationTransport istooexpensiveThere aremanymosquitoesFertiliser istoo expensiveThe schoolis oldThere is nofenceProblem animalsBuffalos eatingcotton andmaizeWe have fewcattleVery dry andhotMany wildanimals18There is nobarrierbetweenpeople andwildlifeAgricultureis expandinginto wildlifeareasBuffalo andelephantsprefer cropsto naturalvegetationThe numberof buffaloandelephants inthe ward isincreasingThere is noproblemanimalcontrolsystem
Step five - The options analysis: If the steps given above havebeen followed, there will always be more than one solutionwhich can be turned into a project. The aim of the optionsanalysis is to discuss each of the options in a commonframework. This will help prioritise the options and identify oneviable project to be implemented. The options analysis asks somesimple questions about the proposed projects. The types ofquestions that need to be asked are:Step four - Solving the cause of the problem:Participants must suggest direct methods of solving thecauses of the problem. These solutions to the causes ofthe problem are the basis for identifying new projects forimplementation.Example: In Chilazi Ward, the participants identifiedsolutions to four of the five causes of the problem. Thesewere to construct an electric fence, to limit the expansionof agriculture through land use planning, to increase thequotas and to employ problem animal hunters.HumanwildlifeconflictsThere is nobarrierbetweenpeople andwildlifeConstruct anelectricfence aroundtheagriculturalareaAgriculture isexpandinginto wildlifeareasBuffalo andelephantsprefer cropsto naturalvegetationThe numberof buffaloandelephants inthe ward isincreasingThere is noproblemanimalcontrolsystemLimit theexpansion ofagriculture(no newimmigrants)?Increase thesport huntingquotaEmployproblemanimalhunters toprotectcrops How much will the project cost? (This is also known as thecapital cost of the project) How much will the project cost to run? (This is known asthe recurrent costs of the project) How difficult will the project be to implement andmanage? How likely is it that the project will solve the problem?The answers to the questions are used to rank the options whichhave been analysed. The ranking is simply the selection, in order,of the option which is most likely to solve the problem that wasidentified.19
OptionCapital costRecurrentcostImplementationLikelihood ofmeeting objectiveRankLimit the expansionof agriculture (no newimmigrants)Low capital costCould be high?Very difficult to limit new families need landLow2Construct an electricfence around thecultivated areas25km xZ 52 000/km Z 1.3 millionEstimate at 10% perannum Z 130,000Can be done - a line hasalready been agreed withall the farmersHigh1Employ problemanimal hunters toprotect cropsLow: uniforms,weapons, training etc10 persons x Z 1 000/month x 6 Z 60,000PAC only kill animals anddoes not deal with theproblemLow3Example: The option analysis for Chilazi Ward looked at threeoptions. These were; limiting agriculture, constructing an electricfence and employing problem animal hunters to protect thecrops. The options analysis used four questions, these were: Who will lose as a result of the project? There are veryfew projects where there are only winners. It isimportant to consider who might be negatively affectedby the project. If necessary, the project might have to bere-designed to reduce the negative impact of the project. What is the impact on the environment? Some projects,especially infra-structure projects, might have a negativeimpact on the environment. These need to be identifiedand ways of reducing the impact might have to beconsidered. What is the cost:benefit ratio? Instead of just looking atthe cost of the project, a cost:benefit analysis comparesthe costs to the likely benefits of the project. This is amore rigorous way of examining the options. A simpleoutline of a cost:benefit analysis is given in Appendix 2.What was the capital cost of the project?What the recurrent costs of the project were?How difficult was the project going to be to implement?That was the likelihood or chances that the project optionwould solve the problem?The participants agreed that the best option of the three was theconstruction of the electric fence i.e. it was ranked 1.What other factors should be considered in the analysis ofoptions?Other factors which might be considered in the optionsanalysis are: SummaryIf project identification is not properly done, this can result inthe wrong project being implemented. As a result, the project;Who will benefit from the project? It is important toidentify which groups of people will benefit from theproject. As a matter of principle, projects should try andbenefit all the groups within the community. 20will not solve the problem that people expected it to,will not be viable and sustainable.
IdentificationCHAPTER 23PlanningEvaluationPROJECT PLANNINGImplementationand monitoringWhat resources are needed for project planning?Like problem analysis, project planning is improved if it isdone in a participatory way. This means that the planningstage should be visualised so that everyone involved canparticipate. Visualisation can be achieved with;This chapter shows how to use the project planning matrix toplan the chosen project. The project planning matrix makes itclear; what the objective and the major activities of theproject are, when each activity will be completed by, how much each activity will cost,who is responsible for the activity.pin-boards and cards,flip chart and easel,blackboard and chalk,pieces of paper, laid on the ground.If there are only a few people involved, then it can be done onpaper with the participants seated around a table.Who should be involved in project planning?The most important people to be present at this stage are thosewho are going to implement the project. They must be able toagree that; The objective of the project is to construct anelectric fence around the cultivated areas by thestart of the next rains to stop crop destructionby elephant and buffalothe activities are feasible,when the activities are completed they will meet theproject’s objective,the activities can be completed within the given time andbudget.211.Activities(What)2. When3. Who4. Cost5. Other1. Clear theagreed fenceline of alltrees andshrubsstart beforeend of Mayand finish byend of July2001contractlabourersSupervisorS. Mutake(WWMC)5 persons per day 30 per personper day200 m per personper daylabour: 25 days x 5x 30 3,750supervisor:25 days x 40 1,000Total: 4,7501. workersto bringtheir owntools
What are the steps involved in developing the projectplanning matrix?What is the project matrix?The project planning matrix is a framework, which oncompletion, clearly shows; There are seven major steps in project matrix. These are:Step one - Agreeing on the objective: The objective ofthe project should be clearly stated at the beginning ofthe plan. Ideally, it should also include a date by whenthe project will be completed. The objective of the projectshould come from the problem analysis.the objective of the project (as a heading)what each activity consists of (column 1),by when each activity should be completed (column 2),who is responsible for the activity (column 3)the cost of each activity (column 4),Example: The objective of the fence in Chilazi Ward is to“stop crop destruction by elephant and buffalo”any other resources that are needed (column 5).The matrix can be developed and read either in rows orcolumns. The matrix is the main feature of the project plan.22
Step two - Defining the major activities: The secondstep is to decide on and list the major activities that needto be completed for the project to succeed. Each activitymust be; clearly defined so that everybody knows exactlyExample: The first activity on the Chilazi Fence Project,is to clear the agreed fence line. This should start beforethe end of May and finish before the end of July.what needs to happen, manageable either as single activity or severalrelated tasks.The activities should be listed in the order that they mustbe undertaken. Defining the activities and then listingthem in the right order might take more than oneattempt. This iterative process is an important part ofproject planning.Step four - The responsibility for each activity: Thefourth step is to identify who is responsible for theactivity. Where possible, a single person should be giventhe responsibility for the activity. If a company is beingcontracted, the name of that company should be used onthe matrix under the column “who”.Example: The construction of the electric fence in ChilaziWard has been broken down into eight activities (seeproject matrix page 27).Example: In the Chilazi Fence Project, S. Mutake amember of the Ward Wildlife Committee (WWMC), hasagreed to be responsible for clearing the fence line.Step three - The timing of each activity: The third stepis to decide when each activity will start, how long it willtake to complete and most importantly, by when it willbe finished. There are two ways of doing this. The firstway is to use actual dates, which is better as itestablishes real deadlines and target dates. The secondway, is to allocate a number of days but no fixed dates.This option should only be used when there is nodefinite starting date for the project.23
Step five - The cost of each activity: The fifth step is toestimate the cost of each activity. For each activity list;It is normal practice to include a factor for priceincreases. This is known as the contingency and isusually calculated as a percentage. The percentage usedto calculate the contingency will depend on; what materials will be required and what theywill cost, the length of the project, the rate of inflation. what time (labour / supervision / meetings /travel and subsistence ) will be required and whatit will cost,If the project is going to take six months from start tofinish and the annual rate of inflation 50%, then it wouldbe appropriate to use a figure of between 20% and 25%to calculate the contingency. what transport is required and what it will cost.For each activity, there should be a sub-total of costs. Thetotal cost of the project can then be calculated by addingup the costs of all the activities. At first, the planningmatrix will only have rough estimates of costs. As theplan is revised and improved, the costs can be mademore accurate.Contingency percentage annual rate of inflation x length of project (months)12 monthsExample: The cost of clearing the fence line will be: Example: The sub-total of the Chilazi Fence Project hasbeen estimated at Z 1,311,730. Using a contingency of25% (0.25 x Z 1,311,730) the actual contingency has beencalculated as Z 262,346. The total project now costsZW 1,574,076.labour 3,750supervisor 1,000total 4,750 sub-total Z 1,311,730 contingency Z 262,346 total project Z 1,574,07624
Example: The Chilazi Fence was to be funded out of theWard’s dividend. The project planning matrix was usedas the minutes of the meeting and copied for eachmember of the WWMC and the RDC. Copies were madeto give to the successful contractor and WWF as theNGO responsible for training fence minders.Step six - Other comments and notes: The final columnof the matrix can be used for making comments aboutthe activity or noting the need for additional resources.Example: The WWMC has decided that the workersclearing the fence must bring their own tools.Step seven - Recording the project planning matrix: Ifthe project planning matrix has been visualised, then itmust be recorded. This step can be given to the secretaryof the WWMC who should copy the project planningmatrix exactly as it has been produced by theparticipants. How the matrix is used will depend onwhether it is;Reviewing and revising the completed project plan:A project plan is never really finished, it should be constantlyrevised, improved and updated. After the first draft of theproject planning matrix has been completed, it should bereviewed and revised if necessary. Reviewing the project planmeans asking if; a locally funded and implemented project. Thematrix forms the instructions for theimplementation of the project. If possible makecopies for all the committee members and theimportant stakeholders such as the RDC.the main activities have been recorded?the project can be completed in the time given?the project can be completed within the given budget?when completed, will it fulfill its objective?The review can also be used to ask; a jointly funded and implemented project. Thematrix forms the instructions for theimplementation of the project. If possible makecopies for all the committee members and t
The project planning matrix is a flexible tool and must be used to meet the needs of the planners. The manual shows how the project planning matrix can be used at each of the following stages of the common project cycle. These are: Stage One: Project identification, Stage Two: Project planning and review, Stage Three: Project .
Amazon CloudFront Validation Checklist Detailed Description of Evidence Met Y/N 1.0 Case Study Requirements Each Customer Case Study includes the following details regarding Amazon CloudFront: Supporting information for the submitted case studies includes the following details: Amazon CloudFront use case, e.g., media and entertainment,
y el por qu de los mismos. Sistema de Informaci n sobre Salvaguardas (SIS) que levante, organice y presente infor - maci n sobre c mo se abordan y respetan las salvaguardas sociales y ambientales para REDD en el pa s. Nivel
climático. Se firmó en la Cumbre de Río de 1992 y entró en vigor en 1994 . políticas con un soporte El objetivo de la Convención es "la estabilización de las concentraciones de gases de efecto invernadero en la atmósfera a un nivel que impida interferencias antropógenas peligrosas en el
SE CONOCE EL ÁREA POTENCIAL i DEL OSO Y LA DANTA MONITOREO COMUNITARIO GRACIAS AL El pasado 4 de diciembre de 2013, Jhony López y Edison Caicedo se encontraron frente a frente a un Oso Andino mientras hacían seguimiento a esa especie en la vereda La Gaitana, del municipio de Villagarzón, Putumayo. Esa tarde,
northern Europe and Russia than in North America. The slow shift from grassy to shrubby landscapes could have profound consequences for Arctic peoples and ani-mals. Caribou, for example, require the lichens found in the open tundra and can't eat shrubs. Moose, on the other hand, graze on shrubs and their population has been growing in the North.
Cameroon, Central African Republic, Republic of the Congo, Gabon, Kenya, Madagascar, Mozambique, South Africa, Tanzania, Uganda, Zambia, Zimbabwe. The vast majority of data inputs were gathered through personal interviews conducted by surveyors within each country. Each surveyor was briefed on the survey guidelines prior to conducting .
The Emissions Gap and the Forest Sector Analysis of the Forest Sector within Forested Developing Country INDCs Opportunities for Improvement Conclusion 3 4 7 9 . forest-related mitigation and/or developing forest monitoring and inventory systems to establish emissions baselines for the LULUCF sector. Some countries, such as Costa Rica, Belize .
AWGB Zoom Beginner User Guide Participating in a Meeting If you are participating in a demo, you may have been asked to mute your microphone. To ask a question, type in the chat box and the question will be passed to the demonstrator by a moderator who is managing the demo. If you are participating in a meeting you can unmute your microphone and speak normally. Click to Unmute. Tip: Tapping .
