BCN Program Highlights - 1994

The BCN Program has five distinct modules as shown in (Program Overview). A. Develop BCN Concept and Build Internal Structure/Processes
The first BCN program module involves developing the BCN concept and creating an institutional structure and administrative systems. Although much of this work had been begun in 1993, in 1994 the BCN continued to refine its overall concept, structure, and processes. Highlights include:

• BCN grantees and staff developed a clearer understanding of BCN goals and hypotheses. BCN staff devoted extensive time and effort to discussing and clarifying BCN's overall goals and objectives and refining its core hypothesis. This investment has paid off in that BCN grantees, US-AEP and USAID staff, and BCN staff have all commented that they have a better understanding of the goals and objectives of the overall program.

• Revised Implementation Grant proposal guidelines issued. In response to the substantive and organizational shortcomings of many of the proposals that were received, BCN issued "Revised Guidelines to the Format and Content of Implementation Grants." BCN staff also made concerted efforts to meet proactively with proponents and grantees both in the U.S. and in the Asia/Pacific region to explain the program's objectives and funding criteria. As a result, the focus and quality of proposals received by the BCN has improved greatly. The BCN has also heard from numerous proponents that the new guidelines have simplified the application process.

• BCN internal systems developed. BCN has spent considerable effort working to develop its own institutional and administrative systems. Foremost among these actions in 1994 was the opening and staffing of the BCN Field Office in Manila. Since its opening in June, the Field Office staff have been working on developing administrative systems, recruiting additional program staff, and working closely with BCN funded projects, primarily in the Philippines, but increasingly in other countries. Now that the Field Office is fully functional and additional program staff are likely to come on board in early 1995, Field Office staff will play a greater role in interacting with proponents, grantees, and relevant organizations in the region.

B. Develop Analytical Framework and Select Portfolio of Projects
The second module of BCN activities involves developing an analytical framework and using it to select a portfolio of projects. The BCN staff spent most of their efforts in 1994 devoted to these activities. Highlights include:

• Rationale for project selection developed. BCN staff developed an analytical framework that provides a rationale for the systematic development and selection of a portfolio of projects. This framework lays out the elements of the BCN core hypothesis and defines the various factors that BCN is considering.

• Proposal design and review process made more systematic. As a result of the development of the analytical framework, BCN now requests that project applicants provide information that will feed into the three elements of the BCN hypothesis. Similarly, the Peer Review Committee and other external reviewers now focus on key questions that illuminate aspects of the BCN hypothesis when considering projects. This refinement has resulted in proposals being reviewed in a more systematic and objective fashion.

• 33 Planning Grants and 6 Implementation Grants selected. Through the end of 1994, BCN has reviewed over 400 proposals and concept papers, from which it has selected 33 projects to receive Planning Grants. In addition, BCN has now awarded 6 Implementation Grants. An additional 12 or so Implementation Grants will be awarded in the coming year.

C. Identify Monitoring Questions & Methods and Technical Assistance/Training Requirements
The third module of BCN activities involves developing the mechanisms by which BCN will work with project proponents to collect the information that proponents need to improve project implementation and that BCN requires to evaluate its core hypothesis. In 1994, BCN staff began work on these activities. Highlights include:

• Overall monitoring strategy designed. From the onset, BCN has realized that given the broad range of biological habitats, enterprise types, and socioeconomic conditions that exists across its portfolio of projects, it is not possible to develop "cookbook" formulas for monitoring the success of these projects. Instead, BCN is encouraging each project go through a systematic process of 1) identifying the important questions that need to be addressed, 2) determining what methodologies and resources are available to answer these questions, and 3) developing and implementing a plan to collect and analyze data and communicate the results to relevant audiences.

• Monitoring frameworks designed in conjunction with experts. BCN staff worked with outside experts to design a set of generic frameworks to address biological, socioeconomic, and enterprise monitoring issues at BCN-funded project sites. In the coming months, these frameworks will be shared with grantees to assist them to develop monitoring systems tailored to their site-specific circumstances and needs.

• Knowledge about project sites greatly improved. In 1994, BCN staff visited 18 planning grant sites in 9 countries. These visits enabled BCN to 1) meet and get to know community members and project implementors and observe first-hand the communities and the threats to and conservation measures proposed for the biodiversity of the region, 2) discuss ways in which the BCN can work in conjunction with the community members and project implementors to design a project that will meet the proponents' and BCN's needs and 3) convey the concerns of the proponents/community members to the Peer Review Committee and, if appropriate, the concerns of the Peer Review Committee to the proponents/community members.

D. Analyze Results and Distill Lessons Learned The fourth module of BCN activities involves analyzing the results and developing the lessons learned from the program. In 1994, BCN was not yet in a position to begin extensive analytical activities. Instead, activities in this area involved developing preliminary plans for how this analytical work will be conducted. Highlights include:

• Planning begun for information collection and analysis. Over the past year, BCN began designing the systems that will be used to collect and analyze information obtained from the various projects.

• Links established with other groups. In addition, BCN also began to develop links with other groups doing similar research with the hopes of being eventually able to exchange data and results so as to 1) avoid "reinventing the wheel" and 2) enhance both BCN's and the other group's abilities to learn lessons by expanding the number of comparable projects.

E. Develop Networking Functions and Communicate Results to Various Clients The fifth and final module of BCN activities involves communicating the results of the BCN program to various audiences. Here again, in 1994, BCN's activities primarily involved planning for the future. Highlights include:

• Primary "clients" identified. BCN "clients" include the communities and proponents implementing projects, USAID and US-AEP offices and missions, and the members of the Biodiversity Support Program (BSP) consortium (World Wildlife Fund, The Nature Conservancy, and World Resources Institute). In addition to meeting the needs of these clients, the BCN is also trying to provide information to an audience of the broader conservation and development community.

• Long-term strategy for impacting policy developed. BCN decided to focus its funding for projects in a given country or region so as to address key policy issues. BCN hopes that by clustering a few projects around these key issues, information can be obtained and provided to policy makers at local, national, and even international levels that in turn can be used to improve policies that affect many other sites. For example, BCN is funding a number of projects in India related to Joint Forestry Management issues and a number of projects in the Philippines addressing indigenous community tenurial rights.

• Presentations developed and given. BCN staff also presented the program to proponents and other groups that staff members met while travelling in the field and to members of the Biodiversity Support Program and its parent organizations.

• Networking strategy developed. In 1994, the BCN hired a consultant to help staff explore various networking issues and options. On the basis of the consultancy and ongoing discussions with a range of institutions and individuals, BCN has concluded that it should not try to set up its own network, but instead seek to build up the capacity of existing institutions and networks in the region that are addressing relevant issues. Through this approach, the BCN hopes not only to leverage its resources, but also to enable important networking functions to continue beyond the life of the program.

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