Manual Comite EjecutivoS2011 Primer

Manual del Comit Ejecutivo 2011
Una introduccin al Comit Ejecutivo del Fondo Multilateral para la aplicacin del Protocolo de Montreal
Secretara del Fondo Multilateral para la aplicacin del Protocolo de Montreal 1000 De La Gauchetire Street West, Suite 4100, Montreal, Quebec H3B 4W5, Canada Tel.: +1 514 282-1122 Fax: +1 514 282-0068 Correo electrnico: secretariat@unmfs.org Web: www.multilateralfund.org
Manual del Comit Ejecutivo
2011
INTRODUCCIN ...................................................................................................................................................... 3 1. 2. 3. FUNCIONES DEL COMIT EJECUTIVO ................................................................................................... 5 ACTIVIDADES QUE CONDUCEN A UNA REUNIN DEL COMIT EJECUTIVO ............................ 5 ACTIVIDADES DURANTE UNA REUNIN DEL COMIT EJECUTIVO: EL PERODO DE SESIONES ........................................................................................................................................................... 6 Apertura de la reunin ...................................................................................................................................... 6 Cuestiones de organizacin ............................................................................................................................ 6 Actividades de la Secretara ............................................................................................................................ 7 Situacin de las contribuciones y los desembolsos ..................................................................................... 7 Situacin de los recursos y la planificacin ................................................................................................... 8 Planificacin administrativa............................................................................................................................ 10 Ejecucin de programas ................................................................................................................................. 12 Examen de proyectos ..................................................................................................................................... 16 Programas de pas .......................................................................................................................................... 22 Estados de cuenta del Fondo Multilateral.................................................................................................... 22 Presupuesto trienal revisado de la Secretara del Fondo ......................................................................... 23 Subgrupo sobre el sector de produccin del Comit Ejecutivo ................................................................ 23 Informe del Comit Ejecutivo a la Reunin de las Partes ......................................................................... 24 Adopcin del informe ...................................................................................................................................... 24 4. ACTIVIDADES POSTERIORES A UNA REUNIN DEL COMIT EJECUTIVO .............................. 24
2011
INTRODUCCIN Este manual tiene por objeto proporcionar a los nuevos miembros del Comit Ejecutivo unaguadelfuncionamientodelFondoMultilateralysuComitEjecutivo.Seactualizar despus delareunin final de cadaaocivil en preparacin para los nuevos miembros queingresarnelaosiguiente. ElManualorientaalnuevomiembrodelComitejecutivoatravsdetodoelprocesode lasreuniones.Seconduceallectordesdelospreparativospreviosalassesionesconuna explicacinporcuestindelordendeldadelasactividadesdelperododesesioneshasta, finalmente, las actividades de seguimiento posteriores a la reunin. Tambin se proporcionaunbreveinformedeantecedentessobrecadacuestindelordendeldayse analizanlosdiversosaspectosylostiposdemedidasqueelComitpodraadoptar.Los nombres de los documentos relacionados con las cuestiones del orden del da correspondientesedestacanentextoennegrita.Eltextoenbastardillaorientaallectoral apndiceapropiadodondefiguranexplicacionesadicionales. En el Apndice 1 se proporciona informacin bsica de antecedentes sobre el Fondo Multilateral, sus objetivos y los conceptos principales que apuntalan las actividades del Fondo. Tambin se esbozan las estructuras fundamentales del Fondo Multilateral con brevesdescripcionesdesusdistintasfuncionesyseincluyeunorganigramaenelquese muestranlosnexosentrelasdiferentesestructuras. EnelApndice2seproporcionainformacinsobrecmofuncionaelFondoMultilateral desde la planificacin financiera, los Programas de Pas, el examen y aprobacin de proyectosylasupervisindeproyectoshastalaevaluacindelosproyectosterminados. En el Apndice 3 se proporciona un cuadro que resume las cuestiones ordinarias del ordendeldaparacadareunin.Tambinsepresentancuadrosparalasprimera,segunda ytercerareunionesenlasqueseindicanlascuestionesdelordendeldaqueserelacionan con las respectivas reuniones sobre la base del ciclo administrativo anual del Comit. TambinseincluyenelMandatodelComitEjecutivoyelReglamentoparalasreuniones delComitEjecutivo. EnelApndice4seexaminaelReglamentoparalasreunionesdelComitEjecutivoyse proporcionandetallessobrelalogsticaylosarreglosprcticosparalosparticipantesenla reunindelComitEjecutivo. EnelApndice5sebrindandetallessobrelosprincipalesrecursosdeinformacin. Una Gua del Fondo Multilateral, que incluye detalles para comunicarse con los miembros del Comit, la Secretara del Fondo, los organismos de ejecucin, los
2011
organismosbilateralesyelTesorero,tambinpuedeobtenersedelaintranetodelapropia Secretara del Fondo. Puede obtenerse informacin completa sobre las polticas y procedimientosdelComitEjecutivoenPolticas,procedimientos,criteriosydirectrices del Fondo Multilateral (PPGG), que se actualiza despus de cada reunin del Comit Ejecutivo.Tambinseincluyendossuplementosquecontienendecisionespertinentesy acuerdos de planes y proyectos de eliminacin plurianuales: Planes y proyectos de eliminacin (todas las SAO excepto los HCFC) y planes de gestin de eliminacin de HCFC. El Manual es antes que nada y principalmente una gua para los miembros del Comit Ejecutivo. La informacin adaptada a las necesidades de los funcionarios de las DependenciasdelOzononacionalespuedeencontrarseenlaGuaparalosfuncionarios delasDependenciasdelOzononacionales,preparadaporelProgramadeasistenciaal cumplimientodelaSubdivisinAccinOzonodelaDTIEdelPNUMA.
2011
REUNIONES DEL COMIT EJECUTIVO 1. Funciones del Comit Ejecutivo

Las funciones del Comit Ejecutivo comprenden la aprobacin de polticas y directrices del Fondo Multilateral (que figuran tambin en el sitio Web del Fondo Multilateral www.multilateralfund.org),talescomoloscriteriosparalaadmisibilidaddeproyectosyla aplicacin de supervisin; la elaboracin del plan trienal y del presupuesto anual del Fondo; la aprobacin de Programas de Pas y proyectos y actividades especficos; la presentacindeinformessobreeldesempeodelFondoMultilateralalaReunindelas Partes cada ao, y la supervisin de la administracin del Fondo. Estas funciones se ejecutan principalmenteatravsdetres reuniones del ComitEjecutivocelebradascada aoenmarzo/abril,junio/julioynoviembre/diciembre.
En el Apndice 1.3.1. Las Partes en el Protocolo de Montreal y el Comit Ejecutivo y el Apndice 3, AtribucionesdelComitEjecutivo,figuramsinformacinsobrelasfuncionesdelComitEjecutivo.
El programa de trabajo del Comit Ejecutivo est indicado en el orden del da de la reunin.Encadareuninsetratanvariascuestionesordinariasdelordendelda.Adems los rdenes del da de las tres reuniones comprenden varias otras cuestiones que se relacionan conlas diferentes medidas que debenadoptarse endistintos puntos del ciclo anual.Porejemplo,losplanesadministrativosparalosorganismosdebenaprobarseenla primerareunindelaocivildemodoquelosorganismospuedanpresentarsolicitudes definanciacinparalosproyectosyactividadesdesusplanesadministrativosalolargo de las tres reuniones de ese ao. Al final del ao, el Comit examina la situacin de la ejecucindelosplanesadministrativosdelaoencurso,ascomouninformeactualizado sobrelasperspectivasdelospasesqueoperanalamparodelArtculo5enrelacinconel cumplimientodelasmedidasdecontrolsiguientesyelplanmodelodeeliminacintrienal renovable para los siguientes tres aos, a efectos de poder adoptar decisiones sobre el tratamientodecuestionesdecumplimientourgentesypendientes.Cualquierdecisinde esetiposeincorporaenlaplanificacinadministrativaparaelaosiguiente.
EnelApndice3,ReunionesdelComitEjecutivo,figurancuadrosenlosquesepresentaunalistacompleta delascuestionesdelordendeldaparacadareunin.
2. Actividades que conducen a una reunin del Comit Ejecutivo

La Secretara del Fondo coordina los preparativos previos a las sesiones para las reuniones del Comit Ejecutivo y asegura que los miembros estn plenamente informadosy,porconsiguiente,encondicionesdeprepararsecomocorresponde: laSecretarapreparaelordendeldaprovisionaldeacuerdoconelPresidentey elVicepresidente;
2011
las invitaciones, el orden del da y la informacin logstica se transmiten a los miembros del Comit Ejecutivo y observadores con mucha antelacin a la reunin; los documentos de reunin previos a la sesin se publican en la intranet del Comit Ejecutivo tan pronto como son emitidos por la Secretara (la Secretara proporcionanombresdeusuariosycontraseas); losdocumentospreviosalasesinclasificadosenlacategoraGENERALestn disponiblesenelsitioWebpblicocuatrosemanasantesdelareunin.
EnelApndice4.1,Logsticayarreglosantesdelareunin,figuramsinformacinsobrelosarreglosprevios alassesiones.Antesdelareunin.
3. Actividades durante una reunin del Comit Ejecutivo: el perodo de sesiones

El Presidente es responsable de conducir la reunin y es asistido por la Directora de la SecretaradelFondo,quiensedesempeacomoSecretariadelareunin(Artculo16)1. LosMiembrostienenigualesderechosdevoto,perohastaahoralasdecisionesadoptadas en las reuniones siempre se han adoptado por consenso. En el caso de no alcanzarse consenso, las decisiones tendran que adoptarse por una mayora de dos tercios de las Partes presentes y votantes, que representa una mayora de las Partes que operan al amparo del prrafo1 del Artculo5 y una mayora de las Partes restantes presentes y votantes(Artculo17).
EnelApndice3figuramsinformacinsobreelreglamentoyprocedimientosparalasreunionesdelComit Ejecutivo.
Apertura de la reunin
ElPresidentedelComitEjecutivoinauguralareuninylaubicaenelcontextodelplan de trabajo general del Fondo Multilateral, sealando a la atencin de los miembros aspectosimportantesquehandeabarcarse.
Cuestiones de organizacin
a) Adopcin del orden del da
El Orden del da provisional establece elplande trabajo de lareunin.El Orden del daprovisionalanotadoconexo,quesirvecomoguadelareunin,contieneunabreve relacindeantecedentesdelostemasencadacuestindelordendeldaylasmedidas
Vase el Reglamento de las reuniones del Comit Ejecutivo del Fondo Multilateral para la aplicacin del Protocolo de Montreal en el Apndice 3.
1
2011
previstas del Comit. El Comit examina el orden del da y plantea cualquier otra cuestinquedeberaincluirseenelmismo. MedidasprevistasdelComitEjecutivo: ElComitEjecutivoexaminaelproyectodeordendeldaypuedesolicitaraclaracioneso presentarsugerenciasparaaadirotrascuestiones,antesdeadoptarelordendelda. b) Organizacin de las actividades
El Presidente propone el orden en que el plenario tratar cada cuestin y organiza los grupos de contacto cuyo establecimiento pueda necesitar el Comit durante la semana para tratar asuntos especficos. Dado que el Comit Ejecutivo adopta el informe de la reuninantesdelaclausuradesta,elPresidentepidealosmiembrosaquecompletenel tratamiento del orden del da para ltima hora del jueves. Esto permite a la Secretara prepararelproyectodeinformeenlamaanadelviernesydistribuirloalosmiembrosdel Comit Ejecutivo antes de la sesin final de la reunin en la tarde del viernes para su adopcin. El Presidente tambin propone el horario de trabajo para las sesiones de la reunin.
Actividades de la Secretara
Encadareunin,laDirectoradelaSecretaradelFondoinformasobrelasactividadesque laSecretaraharealizadodesdelareuninprecedente.Elinformeabarcanormalmentelas medidas de seguimiento a las decisiones del Comit Ejecutivo, el examen de las comunicacionesalareuninencurso,losdetallesdelasreunionesalasqueseconcurriy las misiones emprendidas por el personal de la Secretara, futuras interacciones con Acuerdos Ambientales Multilaterales as como aspectos relativos al personal y una actualizacinsobrelasactividadesdeinformacin. MedidasprevistasdelComitEjecutivo: ElComitEjecutivopodraexaminarytomarnotadelinforme.
Situacin de las contribuciones y los desembolsos

En cada reunin el Tesorero proporciona una actualizacin de la Situacin de las contribucionesylosdesembolsosdelFondo.Dichaactualizacincomprendeelbalance delFondo,losingresosylascontribucioneseinformacincompletasobrelasituacinpara el trienio, incluyendo datos sobre ganancias y prdidas en el Mecanismo de tipo fijo de cambiomonetario. La explicacin de la metodologa y supuestos aplicados por el Tesorero puede encontrarse en el documentoUNEP/OzL.Pro/ExCom/39/3/Rev.1(disponibleenlaintranetdelFondoMultilateral).
2011
MedidasprevistasdelComitEjecutivo: El Comit Ejecutivo examina el informe del Tesorero y trata aspectos relativos al pago puntual de las contribuciones por las Partes contribuyentes. El Comit Ejecutivo normalmentetomanotadelinformeydecidesobrecualquiermedidaqueseanecesaria.
Situacin de los recursos y la planificacin

a) Informe sobre saldos y disponibilidad de recursos
CadareunindelComitEjecutivoseiniciaconunacuestinorgnicadelordendelda denominadaSituacindelosrecursosylaplanificacinenlaqueseexamina,entreotras cosas, la disponibilidad de recursos para la reunin (decisin 41/92). El Informe sobre saldos y disponibilidad de recursos, presentado en el marco de esta cuestin, proporciona un examen de los saldos totales de los proyectos completados mantenidos por los organismos, todo costo de apoyo de organismo relacionado con los fondos remanentes de dichos proyectos completados y un clculo de la suma total de recursos disponibles al Comit Ejecutivo para nuevas aprobaciones durante la reunin. El saldo totalutilizableeslasumadelossaldosdevueltosdeproyectoscompletadosyelsaldodel FondoquefiguraenelinformedelTesorerosobrelasituacindelascontribucionesylos desembolsos. MedidasprevistasdelComitEjecutivo: El Comit Ejecutivo examina los recursos financieros totales disponibles para aprobaciones en la reunin en curso y cualquier otro aspecto relacionado con la devolucindelossaldosdeproyectoylassolucionespropuestas. b) Situacin de ejecucin de los proyectos con demoras y perspectivas de los pases que operan al amparo del Artculo 5 en relacin con el cumplimiento de las medidas de control siguientes del Protocolo de Montreal
Encadareunin,elComitEjecutivoexaminalasperspectivasdelospasesqueoperan al amparo del Artculo5 respecto del cumplimiento en el documento sobre Situacin deejecucindelosproyectoscondemorasyperspectivasdelospasesqueoperanal amparo del Artculo 5 en relacin con el cumplimiento de las medidas de control siguientesdelProtocolodeMontrealquesepresentaacadareunin.Elanlisisdela situacindelcumplimientodelospasesqueoperanalamparodelArtculo5sebasaen losdatosdelArtculo7notificadosalaSecretaradelOzonoyenlosdatosdelprograma depasnotificadosalaSecretaradelFondo.Desdela54Reunin,eldocumentoincluye informacinsobrelosproyectoscondemorasenlaejecucin.Seincluyeunanlisisde losdatosdeconsumomsrecientesjuntoconinformacinsobrelasituacindedesarrollo delosplanesdegestindeeliminacindeHCFCenlospasesqueoperanalamparodel
2011
Artculo5, los planes de gestin de eliminacin de HCFC aprobados hasta la fecha y proyectos individuales aprobados para actividades de eliminacin de HCFC. Si estn disponibles,seincluyendatosdenivelbsicodeHCFCparalospases;losdatosdenivel bsico reales estarn disponibles ms adelante en 2011, cuando se hayan notificado los datosparalosaosdebase(2009y2010). Los proyectos con demoras se supervisan de manera detallada en cada reunin. La informacinpresentadaalComitEjecutivopermiteexaminarlosproyectoscondemoras en la ejecucin, los proyectos para los que se han solicitado informes de situacin adicionales, los proyectos cuya posible cancelacin se propone en la reunin y las consecuenciasdelosproyectoscanceladosycondemorasconrespectoalcumplimiento. MedidasprevistasdelComitEjecutivo: El Comit examina la situacin del cumplimiento, la situacin de la ejecucin de los proyectosenmarchaylosdatossobrelaejecucindelosProgramasdePas.Despusdel examen, el Comit podra pedir a los organismos de ejecucin que ayuden a aquellos pasesque,segnelinforme,tienenunconsumoadmisibleynoestnincluidostodavaen losplanesadministrativos. El examen de las demoras en la ejecucin de proyectos ayuda al Comit Ejecutivo determinarlosproyectosque han decancelarse,la necesidaddemayorsupervisino la eliminacin del proyecto de la lista de demoras, as como contar con ms informacin sobre formas de evitar futuras demoras. El Comit tomar nota de los informes de situacin y de la informacin de los proyectos con demoras en la ejecucin. En algunos casos adoptar los hitos y plazos para esos proyectos y, para otros, tomar nota de la cancelacinodelaterminacindelproyecto.
EnelApndice1.2,ConceptosfundamentalesdelFondoMultilateral,figuraunaexplicacindelconceptode cumplimiento. EnelApndice2.4.2,Supervisindeproyectosdemorasenlaejecucinycancelacin,figurainformacin especficasobreprocedimientosdesupervisinycancelacindeproyectos.
2011
c)
Planificacin financiera para el trienio
UnavezcadatresaosserealizaunejerciciodeplanificacinfinancieracuandolasPartes enelProtocolodeMontrealdecidenlareposicindelFondoMultilateral.Eldocumentode Planificacin financiera para el trienio proporciona al Comit Ejecutivo presupuestos anualessugeridosydisponibilidadderecursosalaluzdelpresupuestoadoptadoporlas Partes. MedidasprevistasdelComitEjecutivo: Lascuestionesquelareuninconsiderasonloscompromisosqueyasehanestablecido para rubros tales como los acuerdos plurianuales o que han sido destinados a cubrir costosordinariosenlosqueincurreelFondo,queincluyenfortalecimientoinstitucional, presupuesto de la Secretara del Fondo y reuniones del Comit Ejecutivo, costos administrativos de las dependencias centrales de los organismos de ejecucin y programadeasistenciaalcumplimientodelPNUMA.Elplanfinancieroadoptadodebe hacercorresponderestosgastosconlascontribucionesquesepagananualmente.Sobre labasedeesteanlisis,elComitadoptaunaasignacinderecursosparacadaaodel trienio.
EnelApndice2.1.1,ReposicindelFondoMultilateral,figuramsinformacinsobrelasreposiciones.
d)
Planes administrativos del ao en curso
Laejecucindelosplanesadministrativos,incluidainformacinsobrelasdemorasenla presentacin de los tramos anuales, se coloca en esta cuestin del orden del da en la segundaytercerareunindelao.Vaselaseccinacontinuacinsobreplanificacin administrativaparaconocermsdetalles.
Planificacin administrativa
La planificacin administrativa es la herramienta que el Comit Ejecutivo aplica en la asignacinderecursosparaayudaralospasesalamparodelArtculo5aquecumplan conlosobjetivosdecontroldelProtocolodeMontreal.Sepreparaunplantrienalpara tener en cuenta una perspectiva a largo plazo de los requisitos de cumplimiento de todosycadaunodelospasesalamparodelArtculo5entrminosdelasreducciones delasSAOquehandelograrseascomodelasestrategiaspropuestasylaasignacin derecursosnecesariosparasatisfacerestosrequisitosdecumplimiento.Elplantrienal, denominado Plan modelo de eliminacin trienal renovable, se actualiza anualmente paraincluirlosrequisitosdelaosiguiente,deahsucarcterrenovable.Sepresentaal ComitEjecutivoenlareuninfinaldelaocivilenelmarcodelacuestindelorden deldaSituacindelosrecursosylaplanificacinyseutilizacomoreferenciapara
10
2011
elaborar y evaluar los planes administrativos anuales de los organismos para el ao siguiente2. Los aspectos que requieren la atencin del Comit Ejecutivo con respecto al Plan modelodeeliminacintrienalrenovablesonlossiguientes: verificarsilosobjetivosdecumplimientodetodaslassustanciascontroladasse tienenencuentaparaelperodotrienalqueseconsidera; verificarsitodoslospasesquerequierenasistenciaestnincluidos; verificarsilaasignacindefondospropuestaesapropiadayadecuada.
La segunda parte de la planificacin es la planificacin administrativa anual de los organismos de ejecucin. Dado que las contribuciones al Fondo Multilateral se pagan anualmente por las Partes contribuyentes, las actividades del Fondo Multilateral se organizanprincipalmentesobrelabasedeuncicloanual.Acomienzosdecadaaoel ciclo se inicia con la preparacin de Planes administrativos por los organismos bilateralesyorganismosdeejecucin.Enestosplanesseproponennivelesobjetivode SAO que han de eliminarse y la cuanta de los fondos que han de desembolsarse conjuntamente con otros indicadores de desempeo que proporcionan la base para la evaluacin del desempeo de los organismos. Los Planes administrativos de los organismosreflejanlasactividadesindicadasenelPlanmodelodeeliminacintrienal renovablequedebenfinanciarseyejecutarseduranteelaodemodoquelospasesal amparo del Artculo 5 puedan cumplir los calendarios de reduccin de SAO del ProtocolodeMontreal. La Secretara del Fondo refunde los planes administrativos de cada organismo en el plan administrativo refundido del Fondo Multilateral tomando como referencia los objetivosdelplanmodelodeeliminacintrienalrenovableylanecesidaddeproporcionar asistenciainmediataaaquellospasesquepuedanestarenriesgodeincumplimientode susobligacionesenelmarcodelProtocolodeMontreal. El Plan administrativo refundido del Fondo Multilateral, de carcter trienal, conjuntamenteconlosPlanesadministrativosdelosorganismos,sepresentaalaprimera reunindelComitenelaocivilparaquestelosexamineyavale.Losaspectosqueel ComitEjecutivoconsideraalexaminarestosplanesadministrativoscomprenden:
Tmese nota de la decisin 62/5. Considerando el enfoque de planificacin administrativa convenido para el perodo 2010-2014, el Comit no tom la medida habitual de adoptar el modelo de eliminacin trienal renovable para 2011-2013 como una gua flexible para la planificacin de recursos para el perodo correspondiente. El nivel bsico de referencia real de HCFC para el cumplimiento podra no conocerse hasta fines de 2011 y, por lo tanto, parecera preferible actualizar el modelo de eliminacin trienal renovable una vez que se hubiera establecido dicho nivel bsico para los HCFC.
2
11
2011
lacoherenciadelosplanesadministrativosanualesdelosorganismosconelPlan modelodeeliminacintrienalrenovable; la medida en que se estn tratando las necesidades de los pases que arriesgan incumplimiento; laadecuacindelnmerodepasesabarcados; laclaridadypropiedaddelosobjetivospropuestos.
La Secretara supervisa la ejecucin de los planes administrativos, incluida la informacin sobre demoras en la presentacin de los tramos anuales, en la segunda y tercera reunin del ao, en el marco de la cuestin del orden del da Situacin de los recursos y la planificacin, para informar al Comit sobre la medida en que se han logradolasactividadesplaneadas. MedidasprevistasdelComitEjecutivo: Enlaprimerareunindelao,elComitEjecutivoavalalasactividadesquefiguranenlos planesadministrativosyapruebalosindicadoresdedesempeoparalosorganismos.Se requiere del Comit Ejecutivo que adopte los objetivos y presupuestos en los planes administrativos anuales de los organismos y avale los objetivos de desempeo de los planes administrativos de cada organismo. No obstante, al avalar el plan individual, el ComitEjecutivonoapruebalosproyectos,nilosnivelesdefinanciacinasociados,queen l figuran. Estos proyectos y actividades deben presentarse a la aprobacin del Comit Ejecutivoduranteelao. Enlareuninfinaldelao,enelmarcodelacuestindelordendeldaSituacindelos recursos y la planificacin, el Comit examina cualesquiera proyectos y actividades remanentes en los planes administrativos que no se hayan presentado, as como las consecuencias resultantes respecto del cumplimiento. El Comit puede pedir a los organismos bilaterales y de ejecucin que incluyan estas actividades importantes en sus planesadministrativosparaelaosiguiente.ElComitEjecutivotambinexaminaelplan modelo de eliminacin trienal renovable y, sobre la base de su anlisis, proporciona orientacinalosorganismosbilateralesydeejecucinparalapreparacindesusplanes administrativosindividuales3.
EnelApndice2.1,Planificacinfinanciera,figuramsinformacinsobreesteaspecto.
Ejecucin de programas
Esta cuestin del orden del da abarca la supervisin y evaluacin de proyectos y actividadesqueseestnejecutandoporlosorganismosbilateralesydeejecucinascomo
3
Vase la nota al pie 3.
12
2011
laevaluacindeproyectosenmarchayterminados.ElComitEjecutivosecercioradeque losfondosdesembolsadosporelFondoMultilateralseutilizanrealmenteparalograrlos objetivosdelosproyectos.

En el Apndice 2.4, Supervisin, y en el Apndice 2.5, Evaluacin, figura ms informacin sobre las actividadesdesupervisinyevaluacin.
a)
Estudios de evaluacin
Las evaluaciones, normalmente basadas en un sector especfico, evalan el ciclo del proyecto desde la preparacin, a travs de la ejecucin, hasta la terminacin y evalan tambin si los objetivos de los proyectos, en cuanto a la eliminacin, han sido logrados. Los informes de evaluacin son preparados por consultores independientes, con la coordinacindelOficialSuperiordeSupervisinyEvaluacin,conarregloalprograma detrabajodesupervisinyevaluacinaprobadoporelComitEjecutivoenlareunin final de un ao civil4. Los estudios tericos se basan en los informes y documentos disponiblesalaSecretaradelFondo,mientrasquelosinformesdeevaluacinfinalesse basan en visitas de misiones y consultas con las Dependencias Nacionales del Ozono, organismosbilateralesydeejecucinyotrosinteresados. MedidasprevistasdelComitEjecutivo: El Comit Ejecutivo examina los informes de evaluacin y puede formular recomendaciones basadas en los mismos para mejorar el desempeo del Fondo Multilateral. b) Informe refundido de terminacin de proyectos
El Informe refundido de terminacin de proyectos proporciona un anlisis de los informesdeterminacindeproyectosrecibidosporlaSecretaradelFondoalolargode los doce meses anteriores. Los informes de terminacin de proyectos se preparan utilizandoformatosaprobadosporelComitEjecutivo.Elinformerefundidosepresenta alareuninfinaldelaocivilyenlseevalanlacalidadylapresentacinpuntualdelos informesdeterminacindeproyectosporlosorganismosbilateralesydeejecucin.
El puesto de Oficial Superior de Supervisin y Evaluacin fue cubierto en octubre de 2010 y, en consecuencia, el programa de supervisin y evaluacin para 2010 y 2011 se presentar a la primera reunin de 2011 (63 Reunin).
13
2011
MedidasprevistasdelComitEjecutivo: ElComitEjecutivotomarnotadelInformerefundido determinacin de proyectos y puedeadoptardecisionesrelativasaaspectosquesetrataneneldocumento. c) Proyecto de programa de trabajo de supervisin y evaluacin
Enestedocumentosedescribelasituacindelaejecucindelasactividadesdeevaluacin enmarchaydelosestudiosdeevaluacinprevistosparaelaosiguienteconjuntamente conunpresupuestoparaconsideracinporelComitEjecutivo. MedidasprevistasdelComitEjecutivo: ElComitEjecutivopuedeexaminarlaadecuacindelprogramadetrabajoyaprobarel plan. d) Informes sobre la marcha de las actividades
En la segunda reunin del ao se requiere tanto de los organismos bilaterales como de ejecucin que proporcionen al Comit Ejecutivo un Informe sobre la marcha de las actividades anual acerca de la ejecucin de sus programas de trabajo y actividades aprobadosrelativosalosprogramasdepasyproyectos.Estosinformessobrelamarcha delasactividadesconstituyenlafuentedeinformacinprincipalconrespectoalacualse supervisanlosproyectosdadoqueincluyeninformacinsobrelosiguiente: aprobacionesdeproyectosydesembolsos; actualizacionessobreterminacindeproyectos; puntossalientesdelosproyectosmundialesyregionales; indicadoresdedesempeo; situacin de los acuerdos y preparacin de proyectos por pas, as como asuntos administrativos.
Basndose en los informes sobre la marcha de las actividades de los organismos, la SecretarapreparaelInformerefundidosobrelamarchadelasactividadesquetambin sepresentaenlasegundareunindelao.Enesteinformesereseanlosprogresosyla informacinfinancieraproporcionadaporlosorganismosbilateralesydeejecucin,tanto enformanarrativacomodebasededatos. MedidasprevistasdelComitEjecutivo: ElComitEjecutivoexaminalosinformessobrelamarchadelasactividadesconmirasa asegurarquelosproyectosdelosorganismosterminarnconxitoyconmirasamejorar losserviciosprestadosalospasesalamparodelArtculo5.SobrelabasedelosInformes
14
2011
sobre la marcha de las actividades, el Comit Ejecutivo puede pedir a los organismos bilateralesodeejecucinqueproporcionenmsinformessobrelosproyectoscondemoras enlaejecucinaunareuninfuturadelComitEjecutivooquesupervisenlosproyectos comoproyectoscondemorasenlaejecucin. e) Demoras en la presentacin de los tramos anuales
Enla47Reunin,elComitEjecutivodecidiqueseincluiraunincisodelordendelda porseparadosobredemorasenlapresentacindelostramosanualesyeneldesembolso delosfondosrespectodelostramosyobligaciones.EstoayudaalComitasupervisarla aprobacindelostramosanualesylaliberacindefondosalosorganismosdeejecucin, con miras a asegurar que no haya impedimentos para completar las actividades planificadas en la partida anual. En la primera reunin del ao, el Comit Ejecutivo supervisalasdemorasdelostramosusandoeldocumentoDemorasenlapresentacinde los tramos anuales. En la segunda y tercera reunin del ao, la informacin sobre las demoras en la presentacin de los tramos se incluye en el documento que presenta el examendelaejecucindelosplanesadministrativos enelcontextodelacuestindel ordendeldasobreSituacindelosrecursosylaplanificacin. MedidasprevistasdelComitEjecutivo: ElComittomarnotadelostramosanualescondemoras,harajustesenlasfechasde presentacinytomarlasmedidasnecesariassegncorresponda. f) Informe sobre la ejecucin de proyectos aprobados con requisitos especficos de presentacin de informes
Alolargodelosaos,elComitEjecutivohaaprobadovariosproyectosparaloscualesse requierelanotificacinperidicacomoherramientadesupervisin.Estopuededebersea algunas circunstancias particulares como la introduccin de ciertos tipos de tecnologa. Los informes recibidos por la Secretara con respecto a estos proyectos se presentan a consideracin en el marco de esta cuestin del orden del da. El Informe sobre la ejecucin de proyectos aprobados con requisitos especficos de presentacin de informes proporciona reseas de los progresos logrados hasta el momento, problemas encontradosdurantelaejecucinycomentariosyrecomendacionesdelaSecretara. MedidasprevistasdelComitEjecutivo: El Comit Ejecutivo considera los informes sobre la marcha de la ejecucin de los proyectosyaspectosconexos,yadoptalasdecisionesquecorresponda.
15
2011
Examen de proyectos
EnlosprimerosaosdelFondoMultilateral,examendeproyectossolaocuparuntiempo considerable durante la reunin, en particular debido a aspectos importantes de costos adicionales identificados durante el proceso de examen. El tiempo requerido para deliberaciones acerca del examen de proyectos disminuy en gran medida durante el perodo 20012008 a medida que los esfuerzos para brindar asistencia a los pases para cumplir con las medidas de control de CFC se trasladaron a los planes de eliminacin sectoriales y nacionales, y la cantidad de propuestas de proyecto individuales que requieren deliberacin disminuy. Si bien aument la cantidad de tramos de proyectos plurianuales presentados a la Secretara para su examen, dicho examen de la Secretara juntoconampliasinteraccionesconlosorganismos,permitecolocarlostramosenlalista paraaprobacingeneral.LacargadetrabajodeexamendeproyectosdelComitEjecutivo haidoaumentandodesde2009debidoalascomplejasyprolongadasdeliberacionessobre cuestiones de criterio y de costos relacionadas con los proyectos y actividades para abordarlacongelacindelosHCFCen2013ylareduccindel10porcientoantesde2015. LaspropuestasdeproyectosyactividadesqueentraaninversinsepresentanalComit Ejecutivo con una recomendacin basada en un examen del proyecto por la Secretara. Duranteelprocesodeexamendelproyecto,puedenefectuarseconsiderablesajustesalas propuestas de proyecto, particularmente en cuanto a sus costos y, a veces, opciones tecnolgicas as como para tener en cuenta las decisiones de poltica previamente adoptadas por el Comit. Los proyectos que satisfacen todos los requisitos de admisibilidad, ypara loscualesnoexistencuestionesdepolticauotro tipo pendientes, pueden aprobarse sobre la base de la recomendacin de la Secretara para aprobacin general. La Secretara no incluye en la documentacin de la reunin, propuestas para proyectos y actividades que, para la fecha de entrega de la propuesta previa para cada reunin, no contengan toda la informacin y componentes necesarios para ser consideradascomopotencialmenteaprobables(decisin50/14a)).Enelcasodequenose resuelvanlascuestionesdecostosrelacionadasconlosproyectosunasemanaantesdeuna reunindelComitEjecutivo,losproyectosencuestintampoconosernestudiadospor el Comit Ejecutivo en dicha reunin (decisin41/80). El Comit Ejecutivo delibera y adoptadecisionesmscomplejassobrecualquierproyectoqueplanteeaspectosdepoltica. Una vez aprobada la propuesta de proyecto, el Tesorero del Fondo puede liberar la financiacin necesaria al organismo de ejecucin pertinente. Conjuntamente con el pas amparado en el Artculo 5 receptor, cada organismo es responsable de la ejecucin y supervisin de sus propios proyectos. El organismo de ejecucin debe informar anualmentealComitEjecutivosobrelamarchadesusactividades(vaselacuestindel ordendelda:Ejecucindeprogramas).
16
2011
DurantelasdeliberacionesacercadelosproyectosenlasreunionesdelComitEjecutivo, losmiembros,olosrepresentantes,debenabstenersedehacerusodelapalabraacercade losproyectosenlosquetienenunintersdirecto. EnelApndice2.3,Examenyaprobacindeproyectos,figuramsinformacinsobreelexamende proyectos. a) Resea de las cuestiones identificadas durante el examen de proyectos
El Comit Ejecutivo comienza sus deliberaciones de examen de proyectos considerando cualquieraspectoquelaSecretarapuedahaberdestacadodelacorrespondenciaparala reunin y que se presentan en la Resea de las cuestiones identificadas durante el examendeproyectos.Eldocumentodereseatambincomprendelalistadeproyectosy actividadesparaloscualesnosepresentanproblemasyquelaSecretararecomiendapara aprobacingeneralporelComitEjecutivo,ascomolalistadeproyectosyactividadesde inversinquehansidopresentadasparaconsideracinindividualporelComitEjecutivo. De conformidad con la decisin 52/3c), el documento incluye una lista de actividades presentas que no son necesarias para el cumplimiento segn el modelo orientado al cumplimiento. MedidasprevistasdelComitEjecutivo: ElComitEjecutivodebatetodoaspectodepolticaplanteadoeneldocumentoyadopta las decisiones apropiadas que correspondan. El Comit puede decidir aprobar todos o algunos de los proyectos presentados para aprobacin general conjuntamente con condicionesosalvedadesrecomendadasporlaSecretara,areservadelaconsideracinde cualquieraspectoadicionalquelosmiembrosdelComitEjecutivopuedanplantearsobre unoomsdelosproyectosyactividades. b) Cooperacin bilateral
LasPartescontribuyentespuedenaplicarhastael20porcientodesucontribucindurante eltrieniodereposicinparadesarrollaractividadesconlospasesqueoperanalamparo del Artculo5 con carcter bilateral. El Comit Ejecutivo permite a los organismos bilateralesflexibilidadencuantoalaoalqueseacreditarnlosproyectosbilaterales,a condicin de que los organismos bilaterales presenten sus planes de trabajo con antelacin suficiente al principio del ao para que la Secretara pueda transmitirlos al ComitEjecutivoparaqueseanconsideradosdurantelosdebatesacercadelosplanes administrativosenlaprimerareunindelComitdelao(decisin25/13a)). El documento de Cooperacin bilateral contiene todas las solicitudes de financiacin presentadasporlasPartesnoamparadasenelArtculo5comocooperacinbilateralenel marco del Fondo Multilateral. La cooperacin bilateral comprende la gama completa de
17
2011
proyectosyactividadesfinanciadosenelmarcodelFondoMultilateralconlaexcepcin delosproyectosdefortalecimientoinstitucional. MedidasprevistasdelComitEjecutivo: El Comit Ejecutivo considerar en forma individual cualquier proyecto o actividad bilateral que no haya sido recomendado para aprobacin general y formular recomendaciones sobre su aprobacin segn corresponda. Despus de examinar las actividades bilaterales, el Comit Ejecutivo puede decidir solicitar al Tesorero que compenseloscostosdelosproyectosbilateralesaprobadosenlareunincontraelsaldo anualdefondosdelospasescontribuyentes. c) Programas de trabajo anuales
LosProgramasdetrabajoylasEnmiendasalosprogramasdetrabajocontienentodaslas solicitudesdeactividadesdiferentesdelosproyectosdeinversinylosplanesdegestin deeliminacindeHCFC presentadosporcadaorganismoduranteel ao.Estospueden incluir proyectos de fortalecimiento institucional, preparacin de proyecto, asistencia tcnica, capacitacin y demostracin. Las propuestas que no figuraban en la lista de proyectos y actividades presentadas para aprobacin general se considerarn individualmenteyseaprobarnopostergarnsegncorresponda. Dado que todos los pases que operan al amparo del Artculo5 ahora cuentan con financiacin aprobada para la preparacin de sus planes de gestin de eliminacin de HCFC,esprobablequemayoradelasactividadesdelosprogramasdetrabajoseanpara solicitudesdefortalecimientoinstitucional,solicitudesdeproyectosmundiales/regionales ypropuestasdeasistenciatcnica. MedidasprevistasdelComitEjecutivo: El Comit Ejecutivo considerar individualmente todo proyecto o actividad que no se haya recomendado para aprobacin general y formular las recomendaciones que correspondan. d) Programa de asistencia al cumplimiento (CAP)
El Programa de asistencia al cumplimiento cubre principalmente el costode ejecucin del programa, incluido el personal de proyecto (personal del PNUMA) situado en la sede del PNUMA en Pars y las oficinas regionales as como la labor del PNUMA en cuanto a informacin y sensibilizacin del pblico y trabajo en redes. El Comit EjecutivoapruebaelpresupuestoanualdelProgramadeasistenciaalcumplimientoen la ltima reunin del ao, a fin de poder financiar los puestos de personal al ao siguiente. Las solicitudes de aumento del presupuesto del Programa de asistencia al
18
2011
cumplimientoselimitarnenelfuturoal3porciento,salvosisedemuestraalComit Ejecutivoquelaspresionesinflacionariasjustificanlocontrario. MedidasprevistasdelComitEjecutivo: El Comit Ejecutivo aprueba anualmente el presupuesto del Programa de asistencia al cumplimientoparaelaosiguiente. e) Costos administrativos para los organismos de ejecucin
Loscostosdeunidadcentralylastasasdeorganismoconstituyencostosadministrativos que estn dirigidos a proporcionar a los organismos de ejecucin fondos para tareas administrativas, personal y otros servicios administrativos generales relacionados con la ejecucindelosproyectos.En1998loscostosadministrativosdelPNUD,laONUDI,yel BancoMundialcambiarondeunatasanicadel13porcientoporproyectoaunaescala graduada y posteriormente, en diciembre de 2002, a una escala inferior que inclua una asignacin para unidad central de 1,5millones $EUA por ao por organismo (decisin 38/68).Ladecisin46/35amplilaaplicacindeladecisin38/68ysurgimendecostos administrativosparaeltrienio20062008,modificandoalmismotiempolatasabsicapara loscostosdeunidadcentralparaelPNUDylaONUDIa1,7millones$EUAenlugarde 1,5millones$EUAypermitiendolapresentacindeunasolicitudparaunaumentoanual de hasta el 3 por ciento para el PNUD, la ONUDI y el Banco Mundial. Tras una evaluacin independiente exhaustiva acerca de los costos administrativos requeridos para el trienio 20092011, el Comit Ejecutivo mantuvo el rgimen de costos administrativos existente para el trienio 20092011 (decisin56/41b)). El Comit Ejecutivoexaminaelrgimendecostosadministrativoscadaaoenlareuninfinalde ao, y puede consultarse informacin actualizada sobre el presupuesto de unidad centralyotrainformacinsobrecostosadministrativoseneldocumentopertinentedel ComitEjecutivo. ElPNUMAnotienecostosdeunidadcentral.Todalalaborrelacionadaconel programadetrabajodelPNUMAsecubrepormediodeunpresupuestoparael ProgramadeasistenciaalcumplimientodelPNUMA,mscostosdeapoyode organismode8porciento. MedidasprevistasdelComitEjecutivo: ElComitEjecutivoapruebaanualmentelassolicitudesdecostosdeunidadcentralpara losorganismospertinentes.
19
2011
f)
Proyectos de inversin
En la dcada de 1990, el Comit Ejecutivo consideraba y aprobaba la mayora de los proyectos y actividades en forma individual, en dos categoras principales. La parte principal del programa se relacionaba con la ejecucin de proyectos de inversin, que tenan por objetivo la sustitucin de tecnologas de fabricacin a base de CFC que requeran la adquisicin e instalacin de bienes de capital. El resto del programa consista en actividades ajenas a la inversin, tales como proyectos de fortalecimiento institucional, asistencia tcnica y capacitacin. Generalmente, estos proyectos no requeranlaadquisicindebienesdecapital.Tambinenladcadade1990,elComit comenzaaprobarplanesdegestinderefrigerantes.Dichosplanesestabandestinados principalmente a brindar asistencia a los pases de bajo volumen de consumo, pases con bajos niveles de consumo de CFC y con sectores de fabricacin pequeos, para cumplir con sus objetivos de cumplimiento en relacin con los CFC por medio de la reduccin de su consumo de CFC en el sector de servicio y mantenimiento de refrigeracin. Los planes de gestin de refrigerantes incluan actividades tanto de inversin(suministrodemquinasdereciclaje)comoajenasalainversin(capacitacin detcnicosyfuncionariosdeaduanas). Desde 2000, el Fondo Multilateral ha alentado la elaboracin de planes nacionales de eliminacin de SAO que trazan un plan de accin detallado para eliminar todo el consumo remanente de las SAO ms comunes en un pas. Estos planes, a menudo denominados planes nacionales de eliminacin, planes nacionales de eliminacin de CFCo,cuandoserelacionanconelsectordeservicioymantenimiento,planesparala eliminacin definitiva, son una combinacin de proyectos de inversin y ajenos a la inversin. Cada plan plurianual se rige conforme a un acuerdo entre el Comit Ejecutivo y el gobierno en cuestin. Conforme a estos acuerdos, se requiere que los organismos de ejecucin presenten un informe de verificacin sobre el logro de las metasdereduccindeSAOespecificadasenlosacuerdoscomorequisitoprevioparala liberacindelasiguientepartidadefondos.Lasprimerasdirectricesparalosproyectos plurianualesysusacuerdosfueronadoptadasenla38ReunindelComitEjecutivo. Enla54Reuninseaprobaronlasdirectricesparalosplanesdegestindeeliminacin deHCFC.LosplanesdegestindeeliminacindeHCFCtrazanunplandeaccinpara eliminarelusodeHCFCenunpaspormediodeunenfoqueporfases(decisin54/39). Se espera que se apruebe la mayor parte de los planes de gestin de eliminacin de HCFCen2010y2011,dadoquelaejecucinestosproyectosdeberaestarencaminada en2011afindeabordarlacongelacindelosHCFCen2013ylareduccindel10por cientoantesde2015.ParalospasesconsectoresdefabricacinqueutilizanHCFC,los planes de gestin de eliminacin de HCFC incluirn un plan nacional de eliminacin basadoeneldesempeo.
20
2011
Para cada pas que presenta un proyecto de inversin, un proyecto plurianual como un plandegestindeeliminacindeHCFCalareunin,laSecretarapreparadocumentosde propuestadeproyecto.Eldocumentoconsisteenunahojadeevaluacindeproyectoscon unresumendedatosdeproyecto,unabrevedescripcindelproyectoyloscomentariosy recomendaciones de la Secretara del Fondo. La documentacin de proyecto pertinente puedeanexarse,presentarseenelsitioWeboponerseadisposicindelosinteresadosque losolicitenalaSecretara. Laspropuestasdepasesdonantesbilateralessonpresentadasporelpasdonantebilateral ysepresentangeneralmentedentrodeunnicodocumentodeproyectodecooperacin bilateral, junto con el examen y las recomendaciones de la Secretara sobre dichas propuestasdeproyectos.Losproyectosplurianualespresentadospordonantesbilaterales constituyenunaexcepcin.stossepresentanenlosdocumentosbasadosenpasesalos quesehacereferenciaenelprrafoanterior.Losproyectosdefortalecimientoinstitucional ylasactividadesdeasistenciatcnicaycapacitacinytodaslaspropuestasdefinanciacin paraprepararproyectossonpresentadasalComitEjecutivoporcadaunodeloscuatro organismos de ejecucin en un programa de trabajo anual o subsiguientemente en enmiendas al programa de trabajo. Cada uno de los organismos presenta al Comit Ejecutivounprogramadetrabajoounaenmiendaalprogramadetrabajoendocumentos sobre los programas de trabajo, junto con las observaciones y recomendaciones de la Secretara. MedidasprevistasdelComitEjecutivo: TraselexamenprevioalasesinporpartedelaSecretara,queenalgunoscasosconlleva modificaciones a las propuestas de proyecto originales, la mayora de los proyectos y actividades habrn sido recomendados para su aprobacin general. El Comit Ejecutivo considera la aprobacin de la lista completa de proyectos y actividades recomendados para aprobacin general, sean stos bilaterales, de fortalecimiento institucional, de capacitacinotramosanualesdeactividadesplurianuales,enelmarcodelacuestindel ordendeldaReseadelascuestionesidentificadasduranteelexamendelosproyectos. Estaaprobacinestsujetaalospuntosdevistaquecualquierdelegacindeseeplantear acercadeunproyectooactividadespecfico. La principal medida del Comit Ejecutivo, no obstante, es considerar cada proyecto y actividad indicado para consideracin particular, y formular recomendaciones segn corresponda, lo que incluye agregar condiciones especficas para la aprobacin de los proyectos.Estosproyectosyactividadessedebenconsiderarenelmarcodelacuestin del orden del da pertinente (es decir, cooperacin bilateral, programas de trabajo o enmiendasalosprogramasdetrabajodelosorganismosdeejecucinolosdocumentos depropuestasdeproyectosbasadosenlospases).
21
2011
Programas de pas
Un programa de pas esboza la estrategia y el plan de accin que el pas seguira para eliminarelconsumoylaproduccindeSAOconarregloaloscalendariosdelProtocolo de Montreal. El programa de pas constituye tambin la base para que el Fondo Multilateralfinancieproyectosyactividadesenlospases.Cuandosepresenta, la parte correspondiente al Programa de Pas se considera en el marco de esta cuestin del ordendelda. CuandosepresentaunPrograma de pas,laSecretarapreparaunahojadeevaluacin, observaciones y recomendaciones. Tambin se adjunta la documentacin pertinente incluyendo la carta de envo del Gobierno pertinente, una Hoja de Presentacin del ProgramadePasyelResumenEjecutivopresentadoporelGobiernopertinente. MedidasprevistasdelComitEjecutivo: ElComitEjecutivopuedeaprobarelprogramadepasobservandoquedichaaprobacin no significala aprobacin delos proyectos queen lfiguran, y solicitar al Gobierno del pasencuestinquepresentealComitEjecutivoconcarcteranualinformacinsobrelos progresoslogradosenlaejecucindelprogramadepas.
EnelApndice2.2.1,ProgramasdePas,figuramsinformacinsobrelosProgramasdepas.
Estados de cuenta del Fondo Multilateral

a) Estados de cuenta finales
Los Estados de cuenta finales se preparan anualmente sobre la base de la informacin financieraproporcionadaalTesoreroporlaSecretaraylosorganismosdeejecucin.En ellos se incluyen datos financieros sobre los ingresos y gastos del Fondo para el ao en cursoyelanterior,ascomoparaelperodotranscurridodesde1991hastaelaoencurso. Estos datos normalmente se corresponden con los estados de cuenta auditados o certificados, incluyendo los detalles sobre los gastos de la Secretara en el ao en curso registradosenlosestadosdecuentadelaOficinadelasNacionesUnidasenNairobi,con respecto al presupuesto aprobado, as como los estados de cuenta certificados o provisionalesdelosorganismosdeejecucinparaelaoencursoyelanterioryparael perodotranscurridodesde1991hastaelaoencurso. MedidasprevistasdelComitEjecutivo: El Comit Ejecutivo examina los estados de cuenta finales para asegurarse de que las cuentasestnenorden.
22
2011
b)
Reconciliacin de los estados de cuenta
En los Estados de cuenta del Fondo pueden aparecer diferencias entre los fondos aprobados y los ingresos notificados por losorganismos.Para tratar estasdiferencias, el Comit Ejecutivo pidi al Tesorero, a los organismos de ejecucin y a la Secretara que presenten una conciliacin completa de los Estados de cuenta del Fondo con los datos contenidos en los informes sobre la marcha de las actividades de los organismos de ejecucinalatercerareunindelComitEjecutivocadaao(decisin38/9). MedidasprevistasdelComitEjecutivo: El Comit Ejecutivo toma nota del informe de reconciliacin y pide la adopcin de cualquiermedidaqueseanecesaria.
Presupuesto trienal revisado de la Secretara del Fondo

ElPresupuestotrienalrevisadodelaSecretaradelFondosepresentaalareuninfinal de cada ao civil. Comprende rubros para los costos de los puestos de personal en la Secretarapormsdetresaosycostosoperacionalesparalosdosprimerosaos. MedidasprevistasdelComitEjecutivo: El Comit Ejecutivo examina el presupuesto trienal y lo aprueba sobre la base de sus deliberaciones.
Subgrupo sobre el sector de produccin del Comit Ejecutivo

El Subgruposobre el sector de produccin, un rgano subsidiario del Comit Ejecutivo, fue establecidoen 1996 paraayudar al Comit Ejecutivo en la elaboracin dedirectrices paralafinanciacindeproyectosdirigidosalaeliminacindelaproduccindeSAO.Fue posteriormenteencargado,en1998,deexaminaryrecomendarlaaprobacindeproyectos enelsectordeproduccin.Noseconvocalsubgrupoentrela47yla56Reunindado quesehabanestablecidoacuerdosplurianualesquecubranlaeliminacincompletadela produccindetodaslasSAOenlospasesqueoperanalamparodelArtculo5,excepto losHCFC.ElComitEjecutivodecidiconstituiryconvocaralsubgruposobreelsectorde produccin en su 57Reunin para debatir acerca de cuestiones relacionadas con la eliminacinenelsectordeproduccindeHCFC(decisin56/64). MedidasprevistasdelComitEjecutivo: ElComitEjecutivoconsideratodoslosinformesyproyectosdedecisionesdelsubgrupo sobreelsectordeproduccinytomalasmedidascorrespondientes.
23
2011
Informe del Comit Ejecutivo a la Reunin de las Partes

El Comit Ejecutivo debe presentar un informe a la Reunin de las Partes cada ao por conducto del Presidente del Comit. En el informe, preparado por la Secretara, se resumen las actividades del Comit Ejecutivo durante el perodo de notificacin, normalmentedeunao,subrayandolaspolticasydirectricesdeimportanciaquesehan adoptado,lafinanciacinquesehadesembolsadoyelvolumendelaeliminacindeSAO quesehaalcanzado. Antes de que el Presidente presente el informe a la Reunin de las Partes, el Comit EjecutivoloexaminayloautorizanormalmenteenlareuninanterioralaReunindelas Partes.Despusdelareunin,seactualizaparaincorporarcualquierpuntoplanteadopor elComityelresultadodelareunin. MedidasprevistasdelComitEjecutivo: El Comit Ejecutivo podra decidir autorizar a la Secretara a que recopile o actualice el informealaluzdelasdeliberacioneshabidasylopresentealaSecretaradelOzonopara distribucinalasPartes.
Adopcin del informe

LaSecretarapreparaunproyectodeinformedelareunindelComitEjecutivoquees examinado por el Presidente. Este proyecto de informe se conoce como informe L.1 y contiene un proyecto de las actuaciones durante la reunin y todas las decisiones adoptadas por el Comit Ejecutivo durante esa reunin. Al momento de adoptarse el informe,puedenproponersecomentariosyenmiendasaltextodelmismo;noobstante,no se prev que los miembros del Comit mantengan deliberaciones sustantivas sobre cualesquieracuestionesdelordendelda. MedidasprevistasdelComitEjecutivo: ElComitEjecutivoadoptaelinformedelareuninsobrelabasedelproyectodeinforme quefiguraeneldocumentoL.1yloscomentariosformuladosporcualesquieramiembros delComitduranteelprocesodeadopcin.
4. Actividades posteriores a una Reunin del Comit Ejecutivo

Despus de la reunin, la Secretara finaliza el Informe de la Reunin del Comit Ejecutivo en ingls y prepara las traducciones. Este informe se traslada a todos los miembros del Comit Ejecutivo, otros participantes y a las Partes en el Protocolo de Montrealysepublicaenelsitio WebdelFondoMultilateral.Adems, se informa a los pases que operan al amparo del Artculo5 y organismos pertinentes acerca de las
24
2011
decisiones relacionadas con aprobacin de proyectos, cancelaciones, demoras en la ejecucin y demoras en la presentacin de tramos por medio de una nota de la DirectoradelaSecretaradelFondo.Paraqueelresultadodelareuninseconozcams ampliamente,sepreparauncomunicadodeprensayundocumentoenelqueseresumen lasdecisionesdelareuninseenvaporcorreoelectrnicoatodoslosparticipantesenla reunin,lasPartesenelProtocolodeMontrealy,porintermediodelaSubdivisinAccin OzonodelaDTIEdelPNUMA.Elresumendedecisionesyelartculoparalaprensase publican en la intranet y en el sitio Web pblico del Fondo Multilateral adems del informe.
25
Appendices: Executive Committee Primer
2011
1.1. 1.2. 1.3.
THE AIM OF THE MULTILATERAL FUND .......................................................................... - 2 KEY CONCEPTS OF THE MULTILATERAL FUND............................................................... - 2 KEY STRUCTURES OF THE OF THE MULTILATERAL FUND ............................................... - 5 -
APPENDIX 1. THE MULTILATERAL FUND..................................................................... - 2 -
APPENDIX 2. HOW THE MULTILATERAL FUND OPERATES ................................. - 10 2.1. 2.2. 2.3. 2.4. 2.5. FINANCIAL PLANNING ................................................................................................. - 10 COUNTRY PROGRAMMES ........................................................................................... - 12 PROJECT REVIEW AND APPROVAL .............................................................................. - 13 MONITORING............................................................................................................. - 21 EVALUATION ............................................................................................................. - 24 -
APPENDIX 3. EXECUTIVE COMMITTEE MEETINGS .................................................... 25

TERMS OF REFERENCE OF THE EXECUTIVE COMMITTEE AS MODIFIED BY THE MEETING OF THE PARTIES IN ITS DECISIONS IX/16, XVI/38 AND XIX/11 ............................................................... 25 RULES OF PROCEDURE FOR MEETINGS OF THE EXECUTIVE COMMITTEE OF THE MULTILATERAL FUND FOR THE IMPLEMENTATION OF THE MONTREAL PROTOCOL ............................................... 28 TABLE 1. STANDARD AGENDA ITEM AND ASSOCIATED DOCUMENTS ............................................ 33 TABLE 2. AGENDA ITEMS AND SUB-ITEMS OCCURRING AT THE FIRST MEETING OF THE YEAR ...... 34 TABLE 3. ADDITIONAL AGENDA ITEMS AND SUB-ITEMS OCCURRING AT THE SECOND MEETING OF THE YEAR ................................................................................................................................. 34 TABLE 4. ADDITIONAL AGENDA ITEMS AND SUB-ITEMS OCCURRING AT THE THIRD MEETING OF THE YEAR ................................................................................................................................. 35
APPENDIX 4. LOGISTICS AND ARRANGEMENTS FOR MEETINGS .......................... 37

4.1. 4.2. 4.3. PRE-SESSION: BEFORE THE MEETING ............................................................................. 37 IN-SESSION: DURING A MEETING .................................................................................... 40 POST MEETING.............................................................................................................. 42
APPENDIX 5. REFERENCE INFORMATION ...................................................................... 43

5.1. 5.2. 5.3. 5.4. ORGANIZATIONS AND PEOPLE ........................................................................................ 43 PUBLICATIONS, INFORMATION RESOURCES AND DATABASES ........................................... 43 USEFUL ACRONYMS ...................................................................................................... 51 INDEX OF FINAL REPORTS OF THE EXECUTIVE COMMITTEE............................................. 53
2011
APPENDIX 1. THE MULTILATERAL FUND

1.1. The aim of the Multilateral Fund1
The Multilateral Fund was set up by the Parties to the Montreal Protocol to assist developingcountriestocomplywiththetermsoftheMontrealProtocol,aninternational agreementthatsetsoutatimetableforthephaseoutofozonedepletingsubstances(ODS) inbothdevelopedanddevelopingcountries.TheMultilateralFundprovidesassistanceto countries who are Parties to the Montreal Protocol and whose annual per capita consumption and production of ODS is less than 0.3 kg. The developing countries that meetthesecriteriaarereferredtoasArticle5countries.ContributionstotheMultilateral FundareprovidedbythenonArticle5countryparties. 1.2. Key concepts of the Multilateral Fund
1.2.1. Incremental costs TheMultilateralFundprovidesfinancingfortheincrementalcostsofODSphaseout.The Parties to the Montreal Protocol agreed an indicative list of such costs at their fourth meetingin1992.Theyinclude: Costs involved in supplying substitutes, including converting existing production facilities and equipment or establishing new facilities, paying for patents, designs and royalties, training personnel, adapting technology to local circumstances, retiringexistingcapitalprematurelyandimportingsubstitutes. Costs involved where ODS are used in manufacturing, including converting existingequipmentandfacilities,payingforpatents,designsandroyalties,training, researchanddevelopmentandpayingforrawmaterials. Costs involved in end use, including prematurely modifying or replacing user equipment, recycling and destroying ODS and providing technical assistance to reduceconsumptionandunintendedemissions. Thetotalcostsofconversiontoozonefriendlytechnologiesarenotcovered.Forexample theinstallationofnewequipmentcanproducesavingsorbenefitsbyitselfirrespectiveof
1 ThetermsofreferenceoftheMultilateralFundcanbefoundinAnnexIXoftheReportoftheFourthMeetingof
thePartiestotheMontrealProtocolonsubstancesthatdepletetheozonelayer(UNEP/OzL.Pro.4/15)andalsointhe HandbookfortheInternationalTreatiesfortheProtectionoftheOzoneLayerpublishedbytheOzoneSecretariat.
2011
its impact on ozone depletion. Projected savings are deducted from costs to reach the figureforincrementalcosts,andwherethisisnegativetheprojectisnoteligibleforFund assistance. IndividualdecisionsoftheMeetingofthePartiestotheMontrealProtocol(MOP)haveled to some deviations from financing for incremental costs of ODS phaseout. For example decision XVI/13 of the Parties requested the Executive Committee of the Multilateral Fundtoconsiderfundingofadditionaldemonstrationprojectstohelpdemonstratethe value of replacement of CFCbased chillers, pursuant to relevant decisions of the ExecutiveCommittee. 1.2.2. Compliance period TheperiodforcompliancewiththecontrolschedulesoftheMontrealProtocolforArticle5 countries began following a tenyear grace period. It was decided to limit a countrys ODSconsumptionlevelthroughaformulathattookaccountofexistingconsumptionin anagreedbaselineyear.ThefirstcontrolmeasurewasthefreezeinCFC(AppendixA group I substances) production and consumption at the baseline level from 1 July 1999 onwards. For the purposes of the Montreal Protocol, consumption is defined as the quantities of ODS manufactured and/or imported, less those quantities exported in any given year. The table below provides a summary of the Montreal Protocols control measures.
2011
Summary of Montreal Protocol Control Schedule for main substances (freezes and reduction refer to baseline levels2)
Ozone Depleting Substance Annex A - Group I: Chlorofluorocarbons (CFCs) Non-Article 5 Countries
Control Schedules Article 5 countries
Total phase-out by 1995
Freeze at baseline level by 1/7/1999 50% reduction by 1/1/2005 85% reduction by 1/1/2007 Total phase-out by 2010 Freeze at baseline level 1/1/2002 Total phase-out by 2010 85% reduction by 1/1/2005 100% reduction by 1/1/2010 Total phase-out by 2010 Freeze at baseline level 1/1/2003 30% reduction by 1/1/2005 70% reduction by 1/1/2010 Total phase-out by 2015 Baseline is average of 2009 and 2010 production and consumption Freeze by 2013 at baseline level 10% reduction by 2015 35% reduction by 2020 67.5% reduction by 2025 97.5% reduction by 2030** Total phase-out by 2040 **The annual average of 2.5% is restricted to the servicing of refrigeration and air conditioning equipment existing during the period 2030-2040 and subject to review in 2025. Total phase-out by end 2002 Freeze at average 1995-1998 level on 1/1/2002 20% reduction by 2005 Total phase-out by 2015
Annex A - Group II: Halons Annex B - Group II: Carbon tetrachloride Annex B - Group III: Methyl chloroform (TCA)
Total phase-out by 1993 Total phase-out by 1995
Total phase-out by 1995
Annex C - Group I: Hydrochlorofluorocarbons (HCFCs)
Freeze from beginning of 1996 35% reduction by 2004 75% reduction by 2010 90% reduction by 2015 99.5% reduction by 2020* Total phase-out by 2030 *0.5% is restricted to the servicing of refrigeration and air-conditioning equipment existing during the period 2020-2030 and subject to review in 2015
Annex C - Group III: Bromochloromethane (BCM) Annex E: Methyl bromide (horticultural uses)
Total phase-out by end 2002 Freeze in 1995 at 1991 baseline level 25% reduction by 1999 50% reduction by 2001 70% reduction by 2003 Total phase-out by 2005 (with possible critical use exemptions
1.2.3.
Country compliance driven approach
FulldetailsofcontrolmeasuresarepublishedontheOzoneSecretariatswebsiteathttp://ozone.unep.org.
2011
A country is in compliance when the rules and regulations outlined in the Montreal Protocol are met. The Multilateral Funds strategy is based on a compliancedriven businessplanningapproachinwhichthelevelofODSphaseoutneededforeachcountry has been calculated so that resources can be targeted to countries appropriately. This calculationhasbeenmadeonthebasisofanagreedbaselineofeligibleconsumptionfigure (decision35/57).Multiyearperformancebasedagreementsareestablishedwithcountries toassistthemtocomplywiththecontrolmeasuresoftheMontrealProtocol. 1.2.4. Equal partnership The Multilateral Fund is governed by an Executive Committee, which has equal representationfromamongthedonor(nonArticle5countries)andtherecipientcountries (Article5countries).ThispartnershipofArticle5andnonArticle5partiesisextendedby therepresentativeconstituencysystemoftheExecutiveCommittee.Membersmaycoopt countriesfromtheirregion,makingitpossibletohaveparticipantsfromupto40countries attendinganExecutiveCommitteemeeting. 1.3. Key structures of the of the Multilateral Fund
ThekeyelementsoftheMultilateralFundare: thePartiestotheMontrealProtocol theExecutiveCommitteeoftheMultilateralFund theFundSecretariat theimplementingandbilateralagencies theTreasurer
2011
1.3.1. The Parties to the Montreal Protocol and the Executive Committee TheMultilateralFundoperatesundertheauthorityofthePartiestotheMontrealProtocol, whodecidebothonitsoverallpolicies,compositionand,everythreeyears,onthelevelof replenishmentoftheFund.DuringtheMOP,thattakesplacetowardstheendoftheyear, PartiesselectExecutiveCommitteemembersforthefollowingyear.Representationonthe ExecutiveCommitteeconsistsofrepresentativesfromsevenArticle5countriesandseven nonArticle 5 countries. Selection is based on equitable geographic representation. For Article5countries,seatsareallocatedasfollows:twoseatstoPartiesoftheAfricanregion; twoseatstoPartiesoftheregionofAsiaandthePacific;twoseatstoPartiesoftheregion of Latin America and the Caribbean; and one rotating seat among the regions referred, includingtheregionofEasternEuropeandCentralAsia.TheExecutiveCommitteeserves foronecalendaryearfrom1Januaryto31December.Membershaveequalvotingrights buttheExecutiveCommitteehasnevervoted;decisionsarebasedonconsensus.TheChair andViceChairoftheExecutiveCommitteealternateannuallybetweentheArticle5and nonArticle5countries. ArepresentativeconstituencysystemintroducedbytheExecutiveCommitteeallowseach of the 14 members to coopt additional countries from the same region. This has significantly broadened the participation of stakeholders in the decisionmaking process, andenhancedtheirsenseofownershipoftheprocess.Allcommentsfromadelegation, bothoralandwritten,shouldbecoveredbyunifiedsubmissionsdelivereddirectlyand solelyinthenameoftheExecutiveCommitteemember(decision35/62). The Executive Committee, which manages the Multilateral Fund, is responsible for developing operational policies and guidelines, drawing up the threeyear plan and budgetfortheMultilateralFund,approvingcountryprogrammesandspecificprojectsand overseeingtheMultilateralFundsadministration.TheCommitteeprimarilydischargesits responsibilitiesatthethreemeetingsitconveneseachyear. TofacilitatetheexchangeofinformationoncomplianceissuesbetweentheExecutiveand Implementation Committees, the Chair and ViceChair of the Executive Committee are invited to attend the Implementation Committees meetings3. On a reciprocal basis, the President and VicePresident of the Implementation Committee are invited to attend the ExecutiveCommitteesmeeting(decisionXIV/37).
3
The Implementation Committee examines cases of possible noncompliance by Parties, and makes recommendationstotheMOPaimedatsecuringfullcompliance.
2011
Up until the 41st Meeting, the Executive Committee functioned with two standing sub committees which carried out specific tasks. The SubCommittee on Monitoring, Evaluation and Finance (MEF) was responsible for reviewing the cycle of business planningandmonitoringapprovedprojects.TheSubCommitteeonProjectReview(PR) wasresponsibleforconsideringandreviewingallprojectsandactivitiessubmittedtothe Fund,andmakingrecommendationstotheExecutiveCommittee,aswellasdealingwith any policy issues that emanated from this process. At its 40th Meeting the Executive Committee decided that certain planning activities affecting compliance should be addressed by the full Committee (decision 40/52). The Executive Committee examined optionsforimprovementanddecidedtoeliminatetheMEFandPRsubcommitteesforthe year2004onatrialbasis(decision41/92).Thisarrangementwasrenewedandcontinuesto the present based on decision 44/57(b). All agenda items are examined in plenary with workinggroupsbeingsetuptodealwithspecificissuesasnecessary.Oneexampleisthe subgroupontheproductionsectorwhichisestablishedonaneedsbasisfrommembersof theExecutiveCommittee(decision23/50).Sincethe57thMeetingwhenitwasreconvened, thesubgroupontheproductionsectorhasbeenaddressingissueswithrespecttoHCFC productionphaseout(decision56/64(d)). 1.3.2. Fund Secretariat TheroleoftheFundSecretariatistoassisttheExecutiveCommitteeinthedischargeofits functions. The Secretariat is based in Montreal, Canada, and consists of internationally recruitedprofessionalstaffandlocalsupportstaff.TheSecretariatisheadedbytheChief Officer,whoreportsdirectlytotheExecutiveCommittee. ThetermsofreferenceoftheSecretariat4,asapprovedbytheExecutiveCommitteeatits Third Meeting,include23 specificresponsibilities, whichessentiallycover:development ofthethreeyearplanandbudgetandasystemoffundsdisbursement;managementofthe business planning cycle of the Fund; monitoring the expenditures and activities of the implementing agencies; preparation of policy papers and other documents; review and assessment of projectrelated submissions of the implementing agencies; liaison between theCommittee,governmentsandtheimplementingagencies;andservicingthemeetings oftheExecutiveCommittee.Since1997,theSecretariathasalsoincludedamonitoringand evaluationfunction,establishedexpresslybytheExecutiveCommittee. 1.3.3.
4
Implementing agencies
SeeAnnexIII.1ofthePolicies,Procedures,GuidelinesandCriteria.
2011
Indeliveringfinancialandtechnicalassistance,theMultilateralFundworkstogetherwith a number of implementing agencies: the United Nations Environment Programme (UNEP), the United Nations Development Programme (UNDP), the United Nations Industrial Development Organization (UNIDO), the World Bank, and a number of bilateralagencies. UNEP,UNDP,UNIDO and theWorldBankwere formallyinvitedby theExecutiveCommitteetobecomeimplementingagencies. Thefourimplementingagenciesworkundertheoverallguidanceandsupervisionofthe ExecutiveCommittee.Therolesoftheimplementingagenciesforprojectsapprovedunder the Multilateral Fund were outlined broadly in decision II/8 of the Second MOP. More detailed arrangements are set out in the individual agreements concluded between the ExecutiveCommitteeandUNDP,UNEP,UNIDOandtheWorldBankin1991and1992, which cover financial arrangements and reporting requirements5. Broadly speaking, UNDP, UNIDO and the World Bank are responsible for the preparations and implementation of investment projects, while the main thrust of UNEPs activities is on informationdissemination,capacitybuilding,institutionalstrengthening,networking,and assistancetolowvolumeconsuming(LVC)Article5countries. ThePartiestotheMontrealProtocolalsodecidedthatcontributingPartiescoulduseupto 20percentoftheirannualcontributiontocarryoutactivitieswithdevelopingcountrieson a bilateral basis. As of January 2011, 12 contributing Parties are engaged in a range of bilateral activities such as training, technical assistance and the introduction of ozone friendliertechnologies. 1.3.4. Treasurer TheFundTreasurerisresponsibleforreceivingandadministeringpledgedcontributions (cash, promissory notes or bilateral assistance), and disbursing funds to the Fund Secretariat and the implementing agencies based on the directive of the Executive Committee.Atits42ndMeeting,theExecutiveCommitteeapprovedanagreementbetween UNEPandtheExecutiveCommitteeontheserviceoftheTreasurerandagreedthelevelof fees(US$500,000peryear)forthefiveyearperiod2004to2009(decision42/42).6Atits62nd Meeting the Executive Committee decided to maintain the fee level at US$500,000 per annumuntil UNEP reverted to the Executive Committee andrequestedtheTreasurerto includeintheaccountsoftheFundSecretariatanindicativebreakdownoftheUS$500,000
Further information on the agreements between agencies and the Executive Committee including amendments approvedin1998canbefoundinthePolicies,Procedures,GuidelinesandCriteria.Thetextsofthefouragreements arereproducedinAnnexesII.4,II.5,II.6andII.7ofthesamedocument. 6 Thisagreementsupersededthepreviousagreementmadein1991andrevisedin2002.Forfurtherinformationsee thePolicies,Procedures,GuidelinesandCriteria(TreasureroftheFund).
5
2011
annualfeesfortheprovisionoftreasuryservices(decision62/66).Agreementsbetween the Treasurer and the four implementing agencies on thefinancialprocedures were also madein2006.7 In practice the responsibilities of the Treasurer are carried out by staff based in UNEPNairobiandbytheSeniorAdministrativeandFundManagementOfficerbasedin the Fund Secretariat. The post of Administrative Officer in the Fund Secretariat was upgraded from P4 to P5 to take on the extra responsibilities and the extra cost of this upgradeiscoveredbyTreasuryfees(decision51/39). The Treasurer attends each meeting of the Executive Committee and is responsible for preparing: astatusofcontributionsanddisbursementsforeachmeeting; theaccountsoftheMultilateralFundaswellasthereconciliationoftheaccountson anannualbasis;and anystudyrequestedbytheExecutiveCommitteeand/orbyMeetingsoftheParties totheMontrealProtocol,asrelevant.
Further information on the agreements between agencies and UNEP as Treasurer can be found in the Policies, Procedures,
GuidelinesandCriteria.ThetextsofthefouragreementsarereproducedinAnnexesI.3,I.4,I.5andI.6ofthesamedocument.
2011
APPENDIX 2. HOW THE MULTILATERAL FUND OPERATES
2.1.
Financial planning
2.1.1. Replenishment of the Multilateral Fund TheMultilateralFundhasbeenreplenishedeverythreeyearssince1994bytheParties totheMontrealProtocol.AsmandatedbythePartiesandtofacilitatediscussionsonthe replenishment,theTEAPpreparesastudyanalyzingrelevantissuesandcalculatesan appropriatereplenishmentleveltofinancetheFundsworkoverthenexttrienniumto assist the Parties. After reviewing the TEAP calculated funding needs, the OEWG normally asks for additional information and forwards a recommendation on the replenishment to the Parties. A final decision on the replenishment budget is taken at theMOPinthefinalyearoftheprecedingtriennium.Forthe20092011triennium,the Parties established a replenishment budget of US$490 million on the understanding that US$73.9 million of that budget is from anticipated contributions due to the MultilateralFundandothersourcesfromthe20062008trienniumandUS$16.1million wouldbeprovidedfrominterestaccruingtotheMultilateralFundduringthe20092011 triennium(decisionXX/10). 10
2011
For the last four replenishments (20002002, 20032005, 20062008 and 20092011), a fixedexchangerate mechanism (FERM) was agreed upon at the same MOP that consideredthereplenishmentbudget.TheFERMforthe20092011periodisbasedupon on the average United Nations exchange rate for the sixmonth period commencing 1January 2008 (decision XX/11). The impact of the FERM on the value of resources availabletotheFundismonitoredbytheTreasureraspartofhisreportontheStatusof ContributionsandDisbursementstoeachmeetingoftheExecutiveCommittee. ContributionstotheMultilateralFundaremadebynonArticle5Partiesonthebasisof theUnitedNationsscaleofassessment.Thesecontributionsmaybemadeeitherincash, throughtheuseofpromissorynotes,orinkindandbilateralcontributionsaccordingto an annual scale of contributions agreed by the Parties. The Executive Committee has requested Parties using promissory notes to do their utmost to meet the Treasurers request for their accelerated encashment in order to mitigate cash flow problems. The Committee also encouraged Parties, in the context of the 20092011 replenishment, to make their contributions in the form of cash in order not to delay project implementationbyimplementingagencies(decision51/3). 2.1.2. Resource allocation
Financialplanningforthetriennium8 TheExecutiveCommitteecarriesoutafinancialplanningexerciseeachtimetheParties adoptatriennialbudget.Theresultofthisisanannualallocationforeachyearofthe triennium based on the totalbudgetavailable,theannualscaleofcontributions based onbusinessplanningtakingintoaccountthethreeyearrollingphaseoutplan,andthe statusofcompliance. Some of the total budget will have already been committed by the Executive Committee. Committed items will include: funds for multiyear agreements or those earmarked for standard costs incurred by the Fund (institutional strengthening, the budget of the Fund Secretariat and Executive Committee meetings, implementing agencies core unit administrative costs, and UNEPs Compliance Assistance Programme(CAP)).
At its 57th Meeting the Executive Committee adopted a resource allocation of US$106 million in 2009, US$181millionin2010,andUS$203millionin2011.
8
11
2011
2.1.3.
Business planning
In 2002, the Executive Committee adopted the threeyear rolling phaseout plan (decision38/66) as the basis of business planning in the Multilateral Fund. This approach is based on the approval of certain amounts of ODS for specific countries during the triennium to enable them to comply with the Montreal Protocol control measures. The ComplianceOriented Model (COM) for a funding triennium provides the total number of ODP tonnes of substances that need to be phased out over the following three years. It is updated annually in the form of the Model rolling threeyearphaseoutplanbeforeandafterthelastmeetingoftheyear,tofacilitatethe implementing agencies preparation of their business plans that are submitted to the followingmeeting.From2008thecomplianceorientedmodel/threeyearphaseoutplan alsoincludesananalysisofHCFCs(decision54/5(b)). Each year, the implementing agencies and bilateral agencies meet with the Fund Secretariat to coordinate the annual business plans in light of both the threeyear phaseout plan and the information on the Status of implementation of delayed projects and prospects of Article 5 countries achieving compliance with the next control measures of the Montreal Protocol. Following this meeting, agencies submit theirbusinessplanstotheFundSecretariat,whichcompilestheinformationprovided by the agencies into the Consolidated business plan of the Multilateral Fund. This documentalsoaddressesanymajorpolicyissuesraisedinthebusinessplans. The implementingagenciesbusinessplansaresubmittedto theExecutiveCommittee along with the commentsandrecommendations oftheFundSecretariat. Theycontain alltheprojectedactivitiesforagivenyeartogetherwithperformanceindicators,which providethebasisfortheevaluationoftheagenciesperformance.Theannualbusiness plansarepresentedtotheExecutiveCommitteeasmultiyearbusinessplanssincethree yearsofactivitiesareincluded.Howeverthereislesscertaintywithregardtoprojects and activities for the second and third years that are not part of ongoing multiyear agreements. The Secretariat monitors the implementation of business plans at each subsequent meeting of the year to inform the Committee of the extent to which the planned activities were achieved. The Secretariat also compiles information from bilateral and implementing agencies on reasons why projects required for compliance includedinannualbusinessplansarenotsubmittedforconsideration(decision50/3). 2.2. Country programmes
AnessentialfirststepforanArticle5countrytoreceiveassistancefromtheMultilateral FundisthesubmissionofagovernmentendorsedcountryprogrammetotheExecutive
12
2011
Committee.TheMultilateralFundfinancesthepreparationofcountryprogrammesasa process to assess national compliance, formulate an action plan for phaseout and establish needs for Fund assistance. Country programmes are drawn up with the assistanceofoneoftheimplementingagencies. AnExecutiveCommitteeapprovedcountryprogrammeisinprincipleaprerequisitefor investment support from the Multilateral Fund. Approval of the country programme does not mean that all the projects identified in the country programme will be approved or will be funded at a particular funding level. Countries with a country programme have to present information annually to the Executive Committee on progress being made in the implementation of the country programme, in accordance with the decision of the Executive Committee on implementation of country programmes(UNEP/OzL.Pro/ExCom/10/40,paragraph135).TheFundSecretariatuses thesedatawhenanalysingthestatusofcomplianceofArticle5countries.Pricedataon allODS,includingHCFCsandtheiralternatives,isincludedinthecountryprogramme datareports(decision54/4). An online webbased data entry system prepared on the basis of the revised country programmeformatforusebynationalozoneunitswasmadeavailablein2007through the Multilateral Funds website (decision 50/4) allowing countries not only to submit their country programme data online. A manual on how to complete the country programmeformisalsoavailable:APracticalManualforReporting. 2.3. Project review and approval
Projects and activities financed by the Multilateral Fund 2.3.1. The Multilateral Fund provides financial assistance for projects in countries classified under Article 5 of the Montreal Protocol in order to assist them to meet the control measures of the Protocol. All projects submitted to the Fund must receive the requestingPartysapprovalbeforeconsiderationbytheExecutiveCommittee.Financial assistancecoverstheincrementalcostsofinvestmentprojectsandalsocoversthecosts of other activities such as country programme preparation, demonstration projects, institutionalstrengtheningprojects,projectpreparation,technicalassistanceortraining, as well as a Compliance Assistance Programme targeting LVC countries funded throughUNEP.CountriesthatarenotincompliancewiththeMontrealProtocolcannot receive funding from the Multilateral Fund until the underlying issues of non compliancehavebeendealtwithbytheImplementationCommittee.
13
2011
The Secretariat ensures that projects submitted to the Multilateral Fund follow guidelines elaborated in the decisions made by the Committee at its meetings. Project proposals, along with other presession documents, are available to the Executive Committee four weeks before a meeting. Any further information on these project proposalsmustbeprovidedtotheCommitteemembersatleasttwoweeksinadvance of the meeting. According to decision 41/80(a) costrelated issues associated with projects have to be resolved one week before a meeting of the Executive Committee, otherwisetheprojectsconcernedshouldnotbeconsideredbytheExecutiveCommittee at that meeting. As far as possible new policy issues regarding projects should be resolved or alternative solutions identified prior to the submission of a project. In the eventthatanExecutiveCommitteeMeetingwouldbescheduledimmediatelyfollowing a session of the OEWG or the MOP, the Secretariat would make all new documents availabletomembers15daysbeforethestartofthatmeeting(decision59/35). For detailed information on the policies and procedures affecting the project cycle, pleaserefertoSectionIX.ProjectproposalsofthePolicies,Procedures,Guidelinesand Criteria. 2.3.2.
Strategic planning of projects and activities
In the 1990s the Executive Committee divided projects into investment and noninvestmentprojects.Noninvestmentactivitiesincludedinstitutionalstrengthening projects,projectpreparation,technicalassistanceortraining.From2000,theMultilateral Fund put less emphasis on the funding of standalone projects and moved towards national ODS phaseout plans targeting the total remaining consumption of a specific controlledsubstance(s)inacountry.Thestrategicplanningframeworkadoptedin2001 hasthegoalofprovidingsupporttoenableeachArticle5countrytocomplywiththe Montreal Protocol control measures whilst fostering a country driven approach towards compliance. Funding is based on a commitment by the country to achieve sustainable, permanent reductions in consumption and production of ODS. Governmentshavegreaterresponsibilityformanagingnationalphaseoutprogrammes and there must be a demonstrated relevance between the funded activities and compliancewiththespecificMontrealProtocolcontrolmeasures(decision35/56).9This demonstrated relevance to compliance is defined as a direct and, if applicable, quantifiable linkage between the funded activities and the specific Montreal Protocol compliancetargettobeachieved.
FormoreinformationontheadjustedfundingpoliciesoftheMultilateralFundseeUNEP/OzL.Pro/ExCom/34/53 Strategicplanning:proposalsonimplementingtheframeworkontheobjective,priorities,problems,andmodalities forstrategicplanningoftheMultilateralFundinthecomplianceperiod.
9
14
2011
One important element of the strategic planning process introduced in 2001 was a definitionofastartingpoint fordeterminingthesustainedreductionofeachArticle5 countrynamely,theremainingCFCconsumptioneligibleforfunding(decision35/57). AnArticle5countrycouldchoosetobaseitsremainingeligibleCFCconsumptionfor funding on the Montreal Protocol baseline data (option 1) or the latest reported CFC consumption data (option 2). The Committee also adopted provisions for increased fundingforinstitutionalstrengthening,provisionsforcountryprogrammeupdatesand provision for attributing phaseout to noninvestment activities (decision 35/57). Noninvestment activities were given a costeffectiveness value of US$12.10/kg. This valuedoesnotapplytoLVCcountries(decision36/7). National ODS phaseout plans mapped out a detailed plan of action to eliminate the entire remaining consumption of the most common ODS in a country (excluding HCFCs). Each plan was governed by a multiyear agreement between the Executive Committeeandthegovernmentconcernedwhichspecifiedinteralia: theannualreductiontargettobeachieved; thetotalfundinglevelfromtheMultilateralFundagreedinprinciple;and ascheduleforthedisbursementoffunds. These plans, often called national phaseout plans (NPPs), national CFC phaseout plans(NCPP)or,whenrelatedtotheservicingsector,terminalphaseoutplans(TPMP), were a combination of investment and noninvestment projects. Under these agreements,theresponsibleimplementingagenciesarerequiredtosubmitaverification reportontheachievementoftheODSreductiontargetsspecifiedintheagreementsasa prerequisite for the release of the next tranche of funds. The first guidelines for the multiyear agreements were adopted at the 38thMeeting of the Executive Committee (decision38/65). If the country did not complywiththeagreement orwiththeMontreal ProtocolODS reduction compliance targets, the country was not entitled to receive funding in accordancewiththeschedulecontainedintheagreement.InthecaseofanLVCcountry that,duetoadelayintheintroductionofitsODSlicensingsystem,hadlevelsofCFC consumptionabovetheallowablelevelsundertheAgreementtheExecutiveCommittee applied the penalty in the Agreement calculated as 10 per cent of the amount of the tranche being submitted for approval, on the basis of the following three criteria: the countryconcernedwasaLVCcountry;itwasthefirsttimethatthecountryhadbeenin non compliance; and, the country had returned to compliance without additional assistancefromtheMultilateralFund(decision54/34).InthecaseofanonLVCcountry that was not in compliance with the CFC consumption targets indicated in its 15
2011
Agreement, the Committee calculated a penalty on an individual basis and set out a number of conditions in respect of the CFC consumption sector agreement (decision 54/35). Almost all the remaining funding tranches of NPPs or TPMPs in Article 5 countries were submitted to the 61st Meeting on the understanding that the governments concernedwouldconsiderimplementingactivitiestosustainzeroconsumptionofCFCs and other activities to facilitate the phaseout of HCFCs. Any outstanding funding tranchesnotsubmittedtothe61stMeetingwouldbeintegratedintotherelevantHCFC phaseoutmanagementplansofthecountriesconcerned. Information on multiyear phaseout plans and projects, including relevant decisions and the text of agreements, formerly contained in the PPCG document is available in the Phaseout plansandprojectsdocumentavailablefromtheMultilateralFundwebsiteandintranet. HCFCphaseoutmanagementplans WithinsevenmonthsofthedecisionXIX/6ofthePartiestoacceleratethephaseoutof HCFCs (September 2007), the Executive Committee approved guidelines for the preparation of HCFC phaseout management plans (HPMPs) (decision 54/39). The HPMP guidelines set out a staged approach for the phaseout of a countrys HCFCs withtheframeworkofanoverarchingstrategy.Thefirststage,StageI,ofacountrys HPMP addresses meeting the baseline freeze on HCFCs in 2013 and the 10 per cent reductionin2015.Projects,whichacceleratethephaseoutofHCFCconsumption,could beconsideredonacasebycasebasisforlowvolumeconsuming(LVC)countriesthat had a strong national level of commitment in place to support accelerated phaseout (decision 60/15). A structure for determining funding levels for preparation of HCFC investment and associated activities was agreed at the 56th Meeting (decision 56/16), and followingextensivediscussionsoveranumberofmeetings,detailedguidelinessetting out the criteria for funding available for Article 5 countries to phaseout HCFC consumptionwereapprovedin2010(decision60/44). During HPMP preparation it is critical for countries to modify their ODS legislation, regulations and licensing systems to include HCFCs and thus the coststructure for funding HPMP preparation takes into account assistance for policy and legislation. No fundingcanbeapprovedforHPMPimplementationinthoseArticle5countriesthathave notincludedHCFCcontrolmeasuresinlegislation,regulationsandlicensingsystems.The submission requirements for HPMPs are similar to those that applied to RMPs, TPMPs, andNPPswithrespecttoagreementsandreviewperiods.HPMPsshouldbesubmitted14 weeksinadvanceofExecutiveCommitteemeetingsforreviewbytheFundSecretariat.
16
2011
Like NPPs and TPMPs, each HPMP is governed by a multiyear agreement. The agreementschedulesthesubmissionoffinaltranchessothatHCFCconsumptionwouldbe reported under Article 7 of the Montreal Protocol for 2013 before approval of the last tranche of the HPMP agreement (decision 61/46). Starting in 2012, the Secretariat will provide the Committee, at the first Meeting of each year, a list of all countries with a HCFC consumption baseline of 360 metric tonnes and below that had an approved HPMP and indicate a sample of 20 per cent of countries from the list to enable the approvalofsuchasampleforthepurposesofverificationofthatcountryscompliance with the HPMP agreement for that year. HPMPs for countries other than those in the sample would not require verification. The costs of verification would be included in the work programme amendments of the agencies in the same year and submitted in conjunctionwithatrancherequestinthefollowingyear. Significant decisions concerning HPMPs
Decision Decison 53/37 Decision 54/39 Decision 55/13 Decision 55/43 Subject Prerequisite for HPMP funding: status of ratification to amendments to the Montreal Protocol (Copenhagen and Beijing amendment) Guidelines for HCFC phase-out management plans (HPMPs) Funding for the preparation of HCFC phase-out management plans Cost considerations of financing HCFC phase-out costs including the preparation and submission of initial projects to address HCFC uses in aerosol applications, foam and refrigeration manufacturing sub-sectors, fire extinguishers and solvents Cost structure for determining funding levels for preparation of HCFC investment and associated activities HCFC investment activities in advance of HPMPs their consistency with the guidelines for HPMPs (decision 54/39) and relationship to the countrys HPMP Cost of HCFC activities and equitable allocation of funds for all eligible Article 5 countries Inclusion of additional HCFC demonstration projects that demonstrate alternative or new technology in 2010 business plans Prioritization of HCFC phase-out projects Preliminary template for draft agreements for HPMPs Funding of institutional strengthening projects as part of an HPMP Submission of draft HCFC production sector phase-out strategy Accelerated phase-out of HCFCs (greater than the 10 per cent required to meet the 2015 HCFC control measure) Detailed guidelines for phase-out in the HCFC consumption sector settng out the criteria for funding available for Article 5 countries Revised template for draft agreements for HCFC phase-out management plans Consumption arising from HCFC-141b contained in pre-blended foam chemicals (polyols
Decision 56/16 Decision 57/6(b) Decision 57/6(c) and (e) Decision 59/9 Decision 59/11 Decision 59/16 Decision 59/17 Decision 59/44 Decison 60/15 Decison 60/44 Decison 61/46 Decision 61/47
17
2011
Decision 62/9 Decision 62/10 Decision 62/11 Decision 62/12 Decision 62/13 Decision 62/14 Decision 62/17
Incremental operating costs for the aerosol sector Accelerated phase-out of HCFCs beyond 2020 for LVC countries and increase in HPMP funding Submission of stage I of HPMPs to assist former LVC countries Prioritization of HCFCs Cost-effectiveness threshold for the rigid insulation refrigeration foam subsector Sub-sector on the assembly of refrigeration equipment in addition to refrigeration manufacturing and service sectors Last funding tranche of multiyear HCFC phase-out plans
See Hydrochlorofluorocarbons in Section VII (Controlled substances) of Policies, Procedures, GuidelinesandCriteria TheIndicativeoutlineandcontentsoftheHCFCphaseoutmanagementplanscanbefound inAnnexXIXofdocumentUNEP/OzL.Pro/ExCom/54/59. For further information regarding policy issues related to the HCFC production sector see FurtherelaborationandanalysisofissuespertainingtothephaseoutoftheHCFCproduction sector(decision56/64(a)and(b)).DocumentUNEP/OzL.Pro/ExCom/57/6 See also: A guide for the preparation of HCFC phaseout management plans. Available on requestfromtheFundSecretariat.July2010 Institutionalstrengthening Institutional strengthening is a very important part of the Funds activities since it is importanttoensurethattheinstitutionalandhumaninfrastructureisinplacetofacilitate implementation ofprojects and activities. Institutional strengthening isan example of an additionto theindicative list ofincrementalcosts. TheExecutive Committeeconsidersit importanttohavesufficientfundinginallArticle5countriesforafulltimenationalozone officer, who is a key player in helping countries meet their Montreal Protocol deadlines. Thus a threshold level of US$30,000 is made available to countries, provided that they assign a fulltime ozone officer to manage the ozone unit and that a national licensing systemtocontrolODSimportsisinplace..Article5countrieshavetheflexibilitytosubmit requests for institutional strengthening funding either as part of their HPMPs or separately,astheysochose(decision59/17)).Atthe60thMeetingtheExecutiveCommittee decidedtomaintainISsupportatcurrentlevelsandwouldreviewcontinuedISfundingat thoselevelsatitsfirstmeetingin2015.
18
2011
SeeInstitutionalStrengthening.SectionXofPolicies,Procedures,GuidelinesandCriteria. A summary of the development of rules and policies for the funding of institutional strengthening projects as at November 2005 can be found in Annex I of document UNEP/OzL.Pro/ExCom/47/53 and in document UNEP/OzL.Pro/ExCom/61/49 )Institutional strengthening:Optionsforfundingandformatsforrenewalrequests). ODSdisposalprojects Following decision XX/7 of the 20th MOP, the Executive Committee approved interim guidelinesforthefundingofdemonstrationprojectsforthedisposalofODSwhichset outtheconditionsunder whichalimitednumberof demonstrationprojects would be approved, the information requirements for project preparation requests and project submissions including sources of funding, and the annual reporting requirements of implementingagenciesregardingprogressandexperiencesgained(decisions58/19).A limitednumberofprojectswereapprovedatthe59th,60th,61stand62ndMeetings. 2.3.3. Project review process Implementing agencies submit funding proposals for projects and activities to the Secretariataccordingtoastricttimetable.Allstage1HPMPsandsectorplansmustbe submittedatleast14weeksbeforeanExecutiveCommitteemeeting.Othersubmissions must be submitted by an 8week deadline. The Fund Secretariat will check that submissions from the agencies have all the relevant documentation. In addition a countrysdatareportingobligationsmustbeuptodate. Webbased overview tables of multiyear agreements were developed by the Fund Secretariattofacilitatethereviewofrequestsforannualtranchesofmultiyearprojects (CFC phaseout plans). Each overview includes the latest Article 7 and country programme ODS consumption and production data (in ODP values), the amounts phasedout by the project, project costs, the tranche submission schedule, information on national policies and on the results of completed activities as well as the annual implementation plan. The overview tables are available through the intranet and the system is also used to generate theprojectcoversheetinprojectproposaldocuments. The original system has been adapted to monitor and track HCFC phaseout managementplans(HPMPs)(decisions59/7). Projectsandactivitiesthat,bythedateofthesubmissiondeadlinebeforeeachmeeting, donotcontaintheinformationorcomponentsnecessaryfortheprojecttobeconsidered aspotentiallyapprovable,arenotincludedinmeetingdocumentationforthatmeeting.
19
2011
TheSecretariatadvisestheExecutiveCommitteeofproposalsreceivedbutnotincluded inmeetingdocumentation,togetherwiththereasonsfornoninclusion(decision50/14). ProposalsforinvestmentprojectsandactivitiesarereviewedbytheSecretariatbasedon the rules and policies governing the determination of incremental costs. These criteria and guidelines have evolved through successive decisions made by the Executive Committee at their meetings. The Secretariat reviews proposals with the aim of reachinganagreementwiththeimplementingagenciesabouttechnicalandincremental costaspectsandalsotoidentifyanyemergingpolicyissuestobringtotheattentionof theExecutiveCommittee. The proposals for investment projects and activities are submitted to the Executive Committee with a recommendation based on the review by the Fund Secretariat. Significant adjustments can be made to the project proposals during this process; for example level of costs and sometimes technology choice, and to take account of the policy decisions previously taken by the Committee. Projects which meet all the eligibility requirements and for which there are no policy or other issues outstanding, maybe approved onthebasisoftheSecretariatsrecommendationforblanketapproval. The Executive Committee discusses and makes more complex decisions on any projects whichraisepolicyissues. 2.3.4. Discussion of project proposals by the Committee Proposals for projects and activities may be approved in two ways: as a blanket approval;orfollowingdiscussionbytheCommittee.InexceptionalcasestheExecutive Committeemaydecidetoproceedwithanintersessionalreviewandapprovalprocess. Sincethe42ndmeeting,alldiscussionsonprojectreviewhavetakenplaceintheplenary ofExecutiveCommitteemeetings.Fromtimetotime,acontactgroupmaybeformedto discussaparticularprojectorissueinmoredetailandreportbacktotheplenary. Route1Projectsinthelistofblanketapproval Projects which meet all the eligibility requirements and for which there are no policy or other issues outstanding, may be approved on the basis of the Secretariats recommendation for blanket approval. This list can include tranches of multiyear agreementsornationalphaseoutplans.Thelistofblanketapprovalsissubmittedtoa meetingintheOverviewofissuesidentifiedduringprojectreview.Theblanketlistof projects and activities may be approved by the Executive Committee without any furtherdiscussion.Thedocumentationforprojectsintheblanketapprovallistmaybe foundintheWorkprogrammesofagencies,theBilateralcooperationdocumentorina ProjectProposaldocumentforthecountryconcerned.
20
2011
Route2Projectsforindividualconsideration TheExecutiveCommitteediscussesandmakesmorecomplexdecisionsonanyprojects whichraisepolicyissuesbutarestillpotentiallyapprovable.TheExecutiveCommittee considerstheseproposalsforprojectsandactivitiesindividuallyandmayapprovethem with or without a number of conditions. If the project is rejected, the implementing agencymaysubmititagainatafuturedate,orseekalternateprojects. Afterapproval Following project approval, the Executive instructs the Treasurer to disburse funds to the appropriate implementing agency(ies). Following verification that proper project componentsareinplace,theagencywilldisbursefundstoinvolvedprojectentities.On some occasions the Executive Committee approves funds for tranches of MYAs on condition that the release of funds is made only after fulfilment of a number of conditions. In order to monitor the fulfilment of these conditions, the lead implementing agency concerned coordinates and confirms with the Fund Secretariat thattheconditionsforreleaseoffundshavebeenmetpriortodisbursingthefundsto thecountryconcerned. Within six months of project completion, the implementing agency should submit a projectcompletionreporttotheSecretariat. 2.4. Monitoring
TheExecutiveCommitteehasconsideredmonitoringmatterssinceitsFifthMeetingin 1991.TheFundSecretariatmonitorsactivitiesattheprojectlevelandtheagencylevel. By1995,theSecretariathaddevelopedastandardformatforprogressreportingwhich simplified oversight by the Executive Committee. Standard progress reports are submittedbyimplementingagenciestotheExecutiveCommitteeonceayear,normally atitssecondmeeting.Bilateralandimplementingagenciesalsosubmitdataonprojects withimplementationdelaystoeachmeeting. 2.4.1. Performance of implementing agencies At the second meeting of the year, the agenciesprovidean annual progressreport on both the implementation of approved activities and projects. The information in these reports is used to assess the performance of implementing agency against approved performanceindicators. 21
2011
2.4.2. Monitoring projects - implementation delays and cancellation Monitoring of projects involves periodic reporting to gauge the projects progress or lack of progress. The Secretariat scrutinizes data on the performance of projects reportedbytheimplementingandbilateralagenciesintheirprogressreports.Projects whichareexperiencingdelaysandprojectswithfinancialbalancesaremonitoredmore closelyandarereportedtoeachExecutiveCommitteemeeting. AteachofitsmeetingtheExecutiveCommitteeconsiders: projectimplementationdelays; annualtranchesubmissionsdelays;and projectcancellation. The Executive Committee considers a consolidated report on project implementation delays prepared by the Fund Secretariat based on reports from bilateral and implementingagencies.Fromthe54thMeetingthisreporthasbeenconsolidatedintothe document Status of implementation of delayed projects and prospects of Article 5 countries achieving compliance with the next control measures of the Montreal Protocolpresentedtoeachmeeting. Aprojectisclassifiedashavingadelayifitistobecompletedover12monthslateor wheredisbursementoccurred18monthsormoreafterprojectapproval.Suchprojects are monitored at each meeting for progress and are subject to the Executive Committees procedure for project cancellations. Note that the procedure only applies to standalone investment projects and is not used for institutional strengthening projectsormultiyearagreements. The Executive Committee considers cancelling a project with implementation delays that has experienced no progress for two consecutive Executive Committee meetings. Atthispoint,countriesandimplementingagenciesarerequiredtoagreedeadlinesfor projectmilestones.TheExecutiveCommitteewillinformthecountryofthepossibility ofcancellationbymeansofanofficiallettersentbytheSecretariatthatemphasizesthe importance of the project and make suggestions for more positive ways to achieve compliance (decision 50/10). The project is automatically cancelled if the agreed deadlinesfortheprojectmilestonesarenotmet.Inthevastmajorityofcases,projects are cancelled by mutual agreement between the implementing agencies and the Governmentofthecountryconcerned.Automaticcancellationonlyoccursinaboutfive percentofcases.
22
2011
The Fund Secretariat proactively seeks out information regarding causes for implementation delays, and addresses them in collaboration with the implementing agencies. 2.4.3. Monitoring multi-year agreements Since1999,multiyearagreementshadincreasinglybecomethepredominantmeansfor disbursement of Multilateral Fund resources. Under these agreements, implementing agencies are required to submit a verification report on the achievement of the ODS reductiontargetsspecifiedintheagreementsasaprerequisiteforthereleaseofthenext trancheoffunds.Atthe46thMeetingtheExecutiveCommitteeadoptednewprocedures for verifying national ODS reduction targets in these multiyear projects (decisions 46/38and46/39)sothatfurtherdisbursementsoffundstotheprojectscanbeapproved. Verification data will be collected by means of a revised reporting format for the implementationofcountryprogrammes. The Executive Committee monitors multiyear agreements through: progress/verification reports submitted with annual funding tranche requests; annual implementingagencyprogressandfinancialreports;annualmonitoringandevaluation work programme and project completion reports. At the 47th Meeting, the Executive Committee adopted a number of measures to improve the accuracy of progress reporting on multiyear agreements (decision 47/50). The Committee requested implementing agencies to record phaseout according to the actual and real levels of consumption achieved through annual tranches of multiyear agreements. Implementing agencies were also requested to inform countries of the need to exceed thephaseoutlevelindicatedinanagreementwherenecessarytomeettheobligations of the Montreal Protocol, as well as those cases where actual consumption or productiondatahadresultedinchangestothephaseoutindicatedintheagreements. TheExecutiveCommitteealsodecidedthattherewouldbeaseparatesubagendaitem ondelaysinthesubmissionofannualtranchesanddisbursementoffundsfortranches andobligations.AtthefirstmeetingoftheyeartheExecutiveCommitteemonitorstranche delaysusingtheAnnualtranchesubmissiondelaysdocument.Atthesecondandthird meetings of the year information on tranche submission delays is included in the document presenting the review of the implementation of business plans under the agendaitemStatusofresourcesandplanning.
23
2011
2.5.
Evaluation
The evaluation process considers completed and ongoing projects and provides informationonthestrengthsandlimitationsofvarioustypesofprojectsandphaseout plans, the major causes of failures to reach targets, lessons learnt during implementationandrecommendationsforactionstoimproveperformanceoftheFund. The Executive Committee started to address evaluation in 1995 at which time it approved the preparation of evaluation guidelines: for more information refer to the EvaluationGuideinAppendixXI.2ofthePolicy,Procedures,GuidelinesandCriteria oftheMultilateralFund.Henceforth,allprojectproposalsincludedmilestonesforthe completion of the various stages of the project. Completion reports are collected from bilateral and multilateral implementing agencies by the Fund Secretariat using standardized formats for different types of projects. The Secretariat consolidates the information from the agencies project completion reports including lessons learned reported in annual implementation reports on multiyear agreements (decision 48/12) into the Consolidated project completion report, for the Executive Committees consideration at the final meeting of each calendar year. Given the wealth of information in the lessons learned section of the project completion report, the Executive Committee asked all those involved in the preparation and implementation of projects to take them into consideration, and to facilitate discussion on lessons learnedduringregionalnetworkmeetings(decision50/8).Acompletionreportformat forcompletedmultiyearprojectswouldbeaddressedin2011(decision62/6). Evaluation activities are approved on an annual basis by the Executive Committee in theformoftheMonitoringandEvaluationWorkProgramme.Evaluationsareprepared by independent consultants under the coordination of the Senior Monitoring and EvaluationOfficer(SMEO).Thelessonsandrecommendationsfromevaluationstudies areaimedatimprovingthefocusandmodeofimplementationofprojectsbyproviding informationonthestrengthsandlimitationsofvarioustypesofprojectsandphaseout plans,themajorcausesofdelaysandactiontakentoovercomedifficulties(forexample lessonsfromtheevaluationofTPMPsarebeingtakenintoaccountinthepreparationof HPMPs).TheSMEOwasrequestedtoreflect,inthefutureworkplan,thediscussions heldatthe58thMeetingregardingshorttermandmediumtermneeds.(decision58/5) For further information see Evaluation Guide. Appendix XI.2. of Policies, Procedures, GuidelinesandCriteria
24
APPENDIX 3. EXECUTIVE COMMITTEE MEETINGS

Terms of reference of the Executive Committee as modified by the Meeting of the Parties in its decisions IX/16, XVI/38 and XIX/11 1. TheExecutiveCommitteeofthePartiesisestablishedtodevelopandmonitorthe implementation of specific operational policies, guidelines and administrative arrangements,includingthedisbursementofresources,forthepurposeofachievingthe objectivesoftheMultilateralFundundertheFinancialMechanism. 2. TheExecutiveCommitteeshallconsistofsevenPartiesfromthegroupofParties operating under paragraph 1 of Article 5 of the Protocol and seven Parties from the group of Parties not so operating. Each group shall select its Executive Committee members.SevenseatsallocatedtothegroupofPartiesoperatingunderparagraph1of Article 5 shall be allocated as follows: two seats to Parties of the African region, two seatstoPartiesoftheregionofAsiaandthePacific,twoseatstoPartiesoftheregionof Latin America and the Caribbean, and one rotating seat among the regions referred, includingtheregionofEasternEuropeandCentralAsia.ThemembersoftheExecutive CommitteeshallbeendorsedbytheMeetingoftheParties. 2 bis. The members of the Executive Committee whoseselection was endorsed bythe EighthMeetingofthePartiesshallremaininofficeuntil31December1997.Thereafter, the term of office of the members of the Committee shall be the calendar year commencing on 1 January of the calendar year after the date of their endorsement by theMeetingoftheParties. 3. TheChairmanandViceChairmanshallbeselectedfromthefourteenExecutive Committeemembers.TheofficeofChairmanissubjecttorotation,onanannualbasis, between the Parties operating under paragraph 1 of Article 5 and the Parties not so operating.ThegroupofPartiesentitledtothechairmanshipshallselecttheChairman from among their members of the Executive Committee. The ViceChairman shall be selectedbytheothergroupfromwithintheirnumber. 4. Decisions by the Executive Committee shall be taken by consensus whenever possible. If all efforts at consensus have been exhausted and no agreement reached, decisions shall be taken by a twothirds majority of the Parties present and voting, representing a majority of the Parties operating under paragraph 1 of Article 5 and a majorityofthePartiesnotsooperatingpresentandvoting.
25
5. The meetings of the Executive Committee shall be conducted in those official languages of the United Nations required by members of the Executive Committee. Nevertheless,theExecutiveCommitteemayagreetoconductitsbusinessinoneofthe UnitedNationsofficiallanguages. 6. Costs of Executive Committee meetings, including travel and subsistence of CommitteeparticipantsfromPartiesoperatingunderparagraph1ofArticle5,shallbe disbursedfromtheMultilateralFundasnecessary. 7. TheExecutiveCommitteeshallensurethattheexpertiserequiredtoperformits functionsisavailabletoit. 8. TheExecutiveCommitteeshallhavetheflexibilitytoholdtwoorthreemeetings annually,ifitsodecides,andshallreportateachMeetingofthePartiesonanydecision taken there. The Executive Committee should consider meeting, when appropriate, in conjunctionwithotherMontrealProtocolmeetings. 9. TheExecutive Committee shalladoptotherrulesofprocedureonaprovisional basisandinaccordancewithparagraphs1to8ofthepresenttermsofreference.Such provisional rules of procedure shall be submitted to the next annual meeting of the Parties for endorsement. This procedure shall also be followed when such rules of procedureareamended. 10. ThefunctionsoftheExecutiveCommitteeshallinclude: (a) To develop and monitor the implementation of specific operational policies, guidelines and administrative arrangements, including the disbursementofresources; (b) To develop the plan and budget for the Multilateral Fund, including allocationofMultilateralFundresourcesamongtheagenciesidentifiedin paragraph5ofArticle10oftheAmendedProtocol; (c) TosuperviseandguidetheadministrationoftheMultilateralFund; (d) To develop the criteria for project eligibility and guidelines for the implementationofactivitiessupportedbytheMultilateralFund; (e) To review regularly the performance reports on the implementation of activitiessupportedbytheMultilateralFund;
26
(f) (g)
To monitor and evaluate expenditure incurred under the Multilateral Fund; To consider and, where appropriate, approve country programmes for compliance with the Protocol and, in the context of those country programmes,assessandwhereapplicableapproveallprojectproposalsor groups of project proposals where the agreed incremental costs exceed $500,000; To review any disagreement by a Party operating under paragraph 1 of Article5withanydecisiontakenwithregardtoarequestforfinancingby thatPartyofaprojectorprojectswheretheagreedincrementalcostsare lessthan$500,000; To assess annually whether the contributions through bilateral cooperation, including particular regional cases, comply with the criteria setoutbythePartiesforconsiderationaspartofthecontributionstothe MultilateralFund; ToreportannuallytothemeetingofthePartiesontheactivitiesexercised under the functions outlined above, and to make recommendations as appropriate; To nominate, for appointment by the Executive Director of UNEP, the ChiefOfficeroftheFundSecretariat,whoshallworkundertheExecutive Committeeandreporttoit;and ToperformsuchotherfunctionsasmaybeassignedtoitbytheMeeting oftheParties.
(h)
(i)
(j)
(k)
(l)
27
Rules of procedure for Meetings of the Executive Committee of the Multilateral Fund for the Implementation of the Montreal Protocol APPLICABILITY UnlessotherwiseprovidedforbytheMontrealProtocolorbythedecisionoftheParties,or excludedbytheRulesofProcedurehereunder,theRulesofProceduresformeetingsofthe PartiestotheMontrealProtocolonSubstancesthatDepletetheOzoneLayershallapply mutatismutandistotheproceedingsofanymeetingoftheExecutiveCommittee. Rule 1 TheseRulesofprocedureshallapplytoanymeetingoftheExecutiveCommitteeforthe InterimMultilateralFundundertheProtocolonSubstancesthatDepletetheOzoneLayer convenedinaccordancewithArticle11oftheProtocol. DEFINITIONS Rule 2 Forthepurposesoftheserules: 1. Executive Committee means the Executive Committee for the Interim Multilateral FundasestablishedbydecisionII/8attheSecondMeetingofthePartiestotheMontreal Protocol. 2. CommitteemembersmeansPartiesselectedasmembersoftheExecutiveCommittee fortheInterimMultilateralFund. 3. MeetingmeansanymeetingoftheExecutiveCommitteefortheInterimMultilateral Fund. 4. Chairman means the Committee member selected Chairman of the Executive Committee. 5. SecretariatmeanstheMultilateralFundSecretariat. 6. FundmeanstheInterimMultilateralFund. PLACE OF MEETINGS Rule 3 The meetings of the Executive Committee shall take place at the seat of the Fund Secretariat, unless other appropriate arrangements are made by the Fund Secretariat in consultationwiththeExecutiveCommittee. DATES OF MEETINGS Rule 4 1. MeetingsoftheExecutiveCommitteeshallbeheldatleasttwiceeveryyear.
28
2. Ateachmeeting,theExecutiveCommitteeshallfixtheopeningdateanddurationof thenextmeeting. TheExecutiveCommitteeshallhavetheflexibilitytoholdtwoorthreemeetingsannually,ifitso decides,andshallreportateachMeetingofthePartiesonanydecisiontakenthere.TheExecutive Committeeshouldconsidermeeting,whenappropriate,inconjunctionwithotherMontrealProtocol meetings.(Paragraph8oftheTermsofreferenceoftheExecutiveCommitteeasmodifiedbythe MeetingofthePartiesinitsdecisionXIX/11. Rule 5 TheSecretariatshallnotifyallCommitteemembersofthedatesandvenueofmeetingsat leastsixweeksbeforethemeeting. OBSERVERS Rule 6 1.TheSecretariatshallnotifythePresidentoftheBureauandtheimplementingagencies interaliaUNEP,UNDPandtheWorldBankofanymeetingoftheExecutiveCommitteeso thattheymayparticipateasobservers. 2. Suchobservers may,uponinvitation oftheChairman,participatewithouttherightto voteintheproceedingsofanymeeting. Rule 7 1. The Secretariat shall notify any body or agency, whether national or international, governmental or nongovernmental, qualified in the field related to the work of the ExecutiveCommittee,thathasinformedtheSecretariatofitswishestoberepresented,of anymeetingsothatitmayberepresentedbyanobserversubjecttotheconditionthattheir admissiontothemeetingisnotobjectedtobyatleastonethirdofthePartiespresentatthe meeting. However, the Executive Committee may determine that any portion of its meetings involving sensitive matters may be closed to observers. Nongovernmental observers should include observers from developing and developed countries and their totalnumbershouldbelimitedasfaraspossible. 2.Suchobserversmay,uponinvitationoftheChairmanandifthereisnoobjectionfrom theCommitteememberspresent,participatewithouttherighttovoteintheproceedingsof anymeetinginmattersofdirectconcerntothebodyoragencywhichtheyrepresent. AGENDA Rule 8 InagreementwiththeChairmanandtheViceChairman,theSecretariatshallpreparethe provisionalagendaforeachmeeting.
29
Rule 9 TheSecretariatshallreporttothemeetingontheadministrativeandfinancialimplications ofallsubstantiveagendaitemssubmittedtothemeeting,beforetheyareconsideredbyit. Unless the meeting decides otherwise, no such item shall be considered until at least twentyfour hours after the meeting has received the Secretariats report on the administrativeandfinancialimplications. Rule 10 Anyitemoftheagendaofanymeeting,considerationofwhichhasnotbeencompletedat the meeting, shall be included automatically in the agenda of the next meeting, unless otherwisedecidedbytheExecutiveCommittee. REPRESENTATION AND CREDENTIALS Rule 11 TheExecutiveCommitteeshallconsistofsevenPartiesfromthegroupofPartiesoperating underparagraph1ofArticle5oftheProtocolandsevenPartiesfromthegroupofParties notsooperating.EachgroupshallselectitsExecutiveCommitteemembers.Themembers oftheExecutiveCommitteeshallbeformallyendorsedbytheMeetingoftheParties. Rule 12 EachCommitteemembershallberepresentedbyanaccreditedrepresentativewhomaybe accompaniedbysuchalternaterepresentativesandadvisersasmayberequired. OFFICERS Rule 13 If the Chairman is temporarily unable to fulfil the obligation of the office, the Vice ChairmanshallintheinterimassumealltheobligationsandauthoritiesoftheChairman. Rule 14 IftheChairmanorViceChairmanisunabletocompletethetermofofficetheCommittee membersrepresentingthegroup whichselectedthatofficershall selectareplacementto completethetermofoffice. Rule 15 1.TheSecretariatshall: (a) Make the necessary arrangements for the meetings of the Executive Committee, includingtheissueofinvitationsandpreparationofdocumentsandreportsofthemeeting; (b) Arrange for the custody and preservation of the documents of the meeting in the archivesoftheinternationalorganizationdesignatedassecretariatoftheConvention;and (c)GenerallyperformallotherfunctionsthattheExecutiveCommitteemayrequire. 30
Rule 16 TheChiefOfficeroftheSecretariatshallbetheSecretaryofanymeetingoftheExecutive Committee. VOTING Rule 17 DecisionsoftheExecutiveCommitteeshallbetakenbyconsensuswheneverpossible.Ifall efforts at consensus have been exhausted and no agreement reached, decisions shall be takenbyatwothirdsmajorityofthePartiespresentandvoting,representingamajorityof the Parties operating underparagraph1 ofArticle5and amajorityofthe Partiesnot so operatingpresentandvoting. LANGUAGES Rule 18 ThemeetingoftheExecutiveCommitteeshallbeconductedinthoseofficiallanguagesof the United Nations required by members of the Executive Committee. Nevertheless the Executive Committee may agree to conduct its business in one of the United Nations officiallanguages. AMENDMENTS TO RULES OF PROCEDURE Rule 19 These rules of procedure may be amended according to Rule 17 above and formally endorsedbytheMeetingofthePartiestotheMontrealProtocol. OVERRIDING AUTHORITY OF THE PROTOCOL Rule 20 Intheeventofanyconflictbetweenanyprovisionoftheserulesandanyprovisionofthe Protocol,theProtocolshallprevail. DECISIONS PERTAINING TO MEETING COSTS Costsofmeetings,includingtravelandsubsistenceofExecutiveCommitteeparticipants from Parties operating under paragraph 1 of Article 5 shall be disbursed from the MultilateralFundasnecessary. (UNEP/OzL.Pro/2/3AppendixIIofdecisionII/8,para.6). (UNEP/OzL.Pro/4/15AnnexXtodecisionIV/8,para.6).
31
TheExecutiveCommitteedecidedthatbudgetline3301couldbeusedtosupporttravel of the Chairperson or ViceChairperson of the Executive Committee, irrespective of whetherornottheyrepresentedcountriesoperatingunderparagraph1ofArticle5,if suchtravelwasrequiredtoenabletheChairpersonorViceChairpersontorepresentthe ExecutiveCommittee. (UNEP/OzL.Pro/ExCom/11/36,para.24). TheExecutiveCommitteedecidedin1992thatwhenthePresidentoftheBureauofthe Meeting of the Parties to the Montreal Protocol is a national of a developing country operating under Article 5, paragraph 1, the costs of travel and daily subsistence allowanceforhis/herattendanceorattendanceofhis/herrepresentativeasobserverat themeetingshouldbepaidfromtheFund. (UNEP/OzL.Pro/ExCom/5/16,para.65).
32
Table 1. Standard agenda item and associated documents

Agenda Items and sub-items Opening of the meeting Organizational matters Adoption of the agenda Organization of work Document associated with item
Secretariat activities Status of contributions and disbursements Status of resources and planning Report on balances and availability of resources Status of implementation of delayed projects and prospects of Article 5 countries achieving compliance with the next control measures of the Montreal Protocol
Provisional agenda & Provisional annotated agenda Provisional agenda & Provisional annotated agenda Secretariat activities Status of contributions and disbursements Report on balances and availability of resources Status of implementation of delayed projects and prospects of Article 5 countries achieving compliance with the next control measures of the Montreal Protocol Formerly: Status/prospects of Article 5 countries in achieving compliance with the initial and intermediate control measures of the Montreal Protocol Note that different business planning activities have to take place at different points in the annual cycle. See tables 2, 3 and 4 for details. Specific reports on evaluation activities and other related documents Annual tranche submission delays This item has a separate document for the first meeting. For the second and third meetings, this item is part of the document presenting the review of the current years business plan. Report on implementation of approved projects with specific reporting requirements Overview of issues identified during project review Bilateral Cooperation (Amendment to) work programme for [year] of UNEP (Amendment to) work programme for [year] of UNDP (Amendment to) work programme for [year] of UNIDO (Amendment to) work programme for [year] of the World Bank Project proposal(s): [country] Country Programme of [country] Documents as necessary L.1 - Draft report of the [number] meeting of the Executive Committee.
Business planning
Programme implementation Evaluation activities Annual tranche submission delays
Report on implementation of approved projects with specific reporting requirements Project proposals Overview of issues identified during project review Bilateral cooperation [Amendments to] work programmes for [year]
Investment projects Country Programmes Specific policy issues Other matters Adoption of the report of the meeting Closure of the meeting
33
Table 2. Agenda items and sub-items occurring at the first meeting of the year
Agenda Items/sub-item Documents associated with agenda item
Status of resources and planning Financial planning for the triennium This item occurs once every three years. Three-year Business plans Three-year consolidated Multilateral Fund business plan of the Financial planning for the triennium [year-year] Three-year consolidated business plan of the Multilateral Fund [year] business plans for bilateral agencies Business plan for the year [year] of [agency]
[year year] business plans) (Individual three-year business plans for bilateral agencies and multilateral agencies)
Table 3. Additional agenda items and sub-items occurring at the second meeting of the year
Agenda Items/sub-item Status of resources and planning [current year] business plans and annual tranche submission delays [current year] business plans and annual tranche submission delays A review of current years business plans of the agencies in light of approvals made at the first meeting of the year and submissions to the second meeting including information on annual tranche submission delays. Consolidated progress report Progress report of bilateral cooperation as at 31 December [year] Progress report of [agency] as at 31 December [year] Evaluation of the implementation of the [year] business plans Documents associated with agenda item
Programme Implementation Progress reports as at 31 December of [preceding year] Evaluation of the implementation of the preceding years business plans
Provisional [year] accounts
Provisional [year] accounts Note that these are the accounts of the preceding year.
34
Report of the Executive Committee to the [ordinal number] Meeting of the Parties (MOP)
Draft report of the Executive Committee to the [ordinal number] Meeting of the Parties Note that the Report of the Executive Committee to the MOP may be considered at either the second or third meeting of the year depending on the timing of the MOP. The draft report is considered by the Executive Committee and, following the Executive Committee meeting, is updated by the Secretariat and cleared by the Chair and Vice Chair.
Table 4. Additional agenda items and sub-items occurring at the third meeting of the year
Agenda Items/sub-item Status of resources and planning [current year] business plans and annual tranche submission delays [current year] business plans and annual tranche submission delays A review of current years business plans of the agencies in light of approvals made at the first and second meetings of the year and submissions to the third meeting including annual tranches submission delays. Model rolling three-year phase-out plan: [year- year] Documents associated with agenda item
Model rolling three-year phaseout plan10 Programme implementation Consolidated completion report project
[year] Consolidated project completion report Draft Monitoring and Evaluation work programme for the year [year]
Draft Monitoring and Evaluation work programme for the following year Project proposals Core unit costs for UNDP, UNIDO and the World Bank for the following year
Core unit costs for UNDP, UNIDO and the World Bank for [year] Compliance Assistance Programme (CAP) budget and work programme for UNEP for the following year [year]
Compliance Assistance Programme (CAP) budget and work programme for UNEP for the following year Accounts of the Multilateral Fund Final [year] accounts
Final accounts of [year] Note that these are the accounts of the preceding year
10
Note decision 62/5. In light of the business planning approach agreed for the period 2010-2014, the Committee did not take its usual step of adopting the 2011-2013 model rolling three-year phase-out plan as a flexible guide for resource planning for the corresponding period. The actual baseline for HCFC compliance might only be known at the end of 2011 and thus it would appear to be preferable to update the model three year rolling phase-out plan once the HCFC baseline had been established.
35
Reconciliation of the accounts Revised three-year budget the Fund Secretariat Report of the Executive Committee to the [ordinal number] Meeting of the Parties (MOP)*
Reconciliation of the [year] accounts Revised [year1, year2 ] and proposed [year 3] budgets of the Fund Secretariat Draft report of the Executive Committee to the [ordinal number] Meeting of the Parties Note that the Report of the Executive Committee to the MOP may be considered at either the second or third meeting of the year depending on the timing of the MOP. The draft report is considered by the Executive Committee and, following the Executive Committee meeting, is updated by the Secretariat and cleared by the Chair and Vice Chair.
36
2010
APPENDIX 4. LOGISTICS AND ARRANGEMENTS FOR MEETINGS

This section reviews the rules of procedure of meetings of the Executive Committee relevant to the logistical aspects of meetings and also provides details of the practical arrangements for meeting participants. Specific information relating to an upcoming meeting can be found in the General Information Note issued by the Secretariat approximatelysixweeksbeforethemeeting. 4.1. Pre-session: before the meeting
4.1.1. Preparation of the agenda TheprovisionalagendaforthemeetingispreparedbytheSecretariatinagreementwith the Chair and ViceChair of the Executive Committee and is sent to Executive Committeememberstogetherwiththelettersofinvitationatleastsixweeksbeforethe meeting. Theagendacontainsanumberofstandarditems(seeTable1)andotheritemsthatare related to the Executive Committees annual cycle. Tables 2, 3 and4 showsitems that arespecifictothefirst,secondandthirdmeetingsoftheyear.Theremayalsobepolicy issueswhichrespondtospecificdecisionseitherfromtheExecutiveCommitteeorthe PartiestotheMontrealProtocol. 4.1.2. Representation and attendance The Secretariat notifies Executive Committee members of the dates and venue of meetingsatleastsixweeksbeforethemeeting.Invitationsaresenttothe14membersof theExecutiveCommittee. The Secretariat also notifies the following individuals/bodies, who/which are authorized to participate as observers. Observers are allowed, upon invitation of the Chair,toparticipatewithouttherighttovoteintheproceedingsofanymeeting.These include: representativesoftheimplementingagencies representativesoftheOzoneSecretariat thePresidentoftheBureauoftheMeetingoftheParties thePresidentandVicePresidentoftheImplementationCommittee - 37 -
2010
FurthermoretheSecretariatnotifiesNGOsandotherorganizationsqualifiedinthefield relatedtotheworkoftheExecutiveCommitteethathasinformedtheSecretariatofits wishestoberepresentedatmeetings.Thesebodiescanonlyattendprovidedthereisno objection from the Committee members. Apart from the above, Executive Committee meetingsarenotopentothegeneralpublic. 4.1.3. Letter of invitation Executive Committee members should reply to the invitation as soon as possible providingnamesoftheirdelegationincludingthosefromanycooptedcountries.Itis important that Executive Committee members from Article 5 countries indicate up to threerepresentativesselectedtoreceivefinancialsupport. Information on logistics is prepared as an Information Note and sent to members by email. This provides practical details on the meeting venue, local hotels rates and information on how to access meeting documents on the intranet. Participants make their travel and hotel arrangements except for those who receive financial support whosetravelisarrangedbytheSecretariat. 4.1.4. Financial and other support Financialsupport,includingthecostoftravelandasubsistenceallowanceforeachday ofthemeeting,isprovidedfromtheMultilateralFundtothefollowing: ExecutiveCommitteeparticipantsfromArticle5countries.Threeattendeesfrom eachdelegationaresupported; thePresidentoftheBureauoftheMeetingofthePartiestotheMontrealProtocol ifshe/heisanationalofanArticle5country. TheFundSecretariatwillprovideallExecutiveCommitteememberswithassistanceto obtainanyvisasnecessaryforattendingthemeeting. 4.1.5. Time and venue of meetings Meetings of the Executive Committee take place three times per year in March/April, June/JulyandNovember/DecemberandareusuallyheldinMontreal,Canada(Rule3). TheICAOpremiseson999UniversityStreethavebeenthevenueforseveralyears. The Executive Committee may decide to hold a meeting outside Montreal if, for example, the timings of the Montreal Protocol and Executive Committee meetings - 38 -
2010
coincide. The Executive Committee considers meeting, when appropriate, in conjunctionwithotherMontrealProtocolmeetings(decisionXIX/11)andthusthetwo secretariatscoordinatearrangementstothegreatestextentpossible. InorderforthemeetingtotakeplaceoutsideMontreal,theExecutiveCommitteewill require an invitation from the host country. Following this invitation the Fund Secretariat can arrange a host country agreement. The extra costs of such meetings, if any, should be borne by the host country. In the event that the host country cannot covertheextracosts,thesecostsmustbebornefromtheSecretariatbudget. 4.1.6. Meeting documents Meetingdocumentsarenormallyavailableforeachagendaitemandareusuallywritten in English. Electronic documents are published on the intranet as soon as they are cleared by the Chief Officer of the Secretariat. Documents are available to meeting participants four weeks before the start of the meeting. All documents, with the exception of informationdocuments, aretranslated intoallthe UnitedNationsofficial languagesofthemembercountriesoftheExecutiveCommittee.Translateddocuments areusuallyavailableontheintranetapproximately7daysfollowingtheissuanceofthe English documents. For environmental and economic reasons, paper copies of documents are no longer dispatched to participants. Participants are asked to use electronicversionsofdocumentsandtobringalaptoptomeetingsinordertoconsult andaccessdownloadedoronlinedocuments. Sincethe45thmeeting,allExecutiveCommitteedocumentshavebeenforGENERAL distribution. Occasionally documents may be for LIMITED distribution, and are distributed in the first instance to the Executive Committee and assigned the GENERAL distribution status following the Executive Committees meeting. The Executive Committee decided to restrict access to any project documents that a Party requestedtobeclassifiedasrestricteduntiltheExecutiveCommitteesconsiderationof the matter. Documents with a GENERAL distribution status are made available on thepublicwebsitefourweeksbeforethemeeting. Occasionallyacorrigendumoraddendumtoadocumentmaybeissuedoradocument may not be ready by the fourweek deadline. Executive Committee participants are alerted to the issuance of any such documents. All documents, with the exception of those indicating correctionsorrevisions,mustbeissuedatleasttwoweeksbeforethe meeting.IntheeventthatanExecutiveCommitteeMeetingwasscheduledimmediately followingasessionoftheOEWGorMOP,allnewdocumentsshouldbemadeavailable
- 39 -
2010
to Committee Members 15 days before the start of that Executive Committee Meeting (decision59/35). 4.2. In-session: during a meeting
4.2.1. Practical arrangements On arrival at the meeting venue, participants should register and for security reasons collectanidentificationbadge. 4.2.2. Schedule of meetings TheExecutiveCommitteenormallymeetsdailyintwosessions: 10a.m.to1p.m. 3p.m.to6p.m. Nightsessionsmaybearrangedasandwhentheyareneeded.Meetingsofanycontact groups or presentations are arranged in consultation with the Secretariat at times adjacenttothesemeetingtimes. 4.2.3. List of participants Alistofmeetingparticipantsiscirculatedduringtheweekofthemeeting. 4.2.4. Meeting management TheChairdirectstheproceedingsofthemeeting.IftheChairistemporarilyunableto fulfil the obligation of the office, the ViceChair shall in the interim assume all the obligationsandauthoritiesoftheChair.IftheChairorViceChairisunabletocomplete thetermofoffice,theCommitteemembersrepresentingthegroupwhichselectedthat officershallselectareplacementtocompletethetermofoffice. (UNEP/OzL.Pro/3/11AppendixVIofDecisionIII/22(Rules13,14) Itemsontheagendaarenormallyconsideredintheorderindicatedintheprovisional agendaunlessthemeetingdecidestochangetheorderofitemsduringtheagendaitem Organizationofwork.
- 40 -
2010
Arrangementsformeetingsofsubgroupsandcontactgroupswillbemadeduringthe plenarysession.ThefacilitatorofanysuchgroupshouldinformtheSecretariatassoon aspossibleontheirrequirementsforameetingroom. Comments, both oral and written, provided by members of the Executive Committee should be unified submissions delivered directly and solely in the name of the ExecutiveCommitteemember(decision35/62). 4.2.5. Observers OccasionallytheExecutiveCommitteemaydecidethatpartsofitsmeetingsinvolving sensitivemattersmaybeclosedtoobservers. 4.2.6. Interpretation Simultaneous interpretation is provided during the plenary in all the United Nations officiallanguagesoftheExecutiveCommitteemembers.Interpretationisnotnormally providedformeetingsofothergroupsunlessthisisprearrangedwiththeSecretariat. 4.2.7. Conference room papers During the meeting session the Secretariat may issue one or more conference room papers (CRPs). These papers are issued in English only and are often based on text draftedbymeetingparticipants.ParticipantsshouldprovidetheSecretariatwithacopy oftheirdrafttextbyemail.CRPsarepostedontheintranet. 4.2.8. Preparation of the L.1 draft meeting report DuringthemeetingtheSecretariatpreparesadraftreport,theL.1withtheassistanceof theteamofreportwritersservicingthemeeting.TheSecretariatforwardsapreliminary EnglishversionoftheL.1totheChairforher/hiscommentsbeforeitissubmittedtothe ExecutiveCommittee. TheL.1reportisdraftedinEnglishandtranslatedovernightintimeforthestartofthe finalmeetingsessionoftheweek.NormallytheL.1reportinalllanguagesisavailable to Executive Committee members on the intranet one or two hours in advance of the finalsessionofthemeeting.
- 41 -
2010
4.3. Post meeting
4.3.1. Finalization of the meeting report The Secretariat finalizes the report in English based on the Executive Committees commentsmadeatthetimeofadoptionoftheL.1.Oncetheeditingandproofreading steps are finished, the report is translated into the official United Nations languages usedbytheExecutiveCommittee. 4.3.2. Communicating the outcome of the meeting ThereportisavailabletoallExecutiveCommitteemembers,otherparticipantsandtothe PartiestotheMontrealProtocolfromtheMultilateralFundwebsiteandintranet.Inorder tomaketheoutcomeofthemeetingmorewidelyknown,anewsreleaseispreparedanda document summarizing decisions made at the meeting is sent by email to all meeting participants,PartiestotheMontrealProtocol,andbyUNEPDTIEtotheRegionalNetwork OfficersofUNEPsCAP.Thesummaryofdecisionsandnewsitemarealsoplacedonthe MultilateralFundintranetandpublicwebsite. TheChiefOfficeroftheFundSecretariatwritestorelevantArticle5countriesinforming them of relevant decisions affecting activities in their country including project approvals, cancellations, implementation delays, and tranche submission delays. Relevant implementing and bilateral agencies receive copies of these letters. The Secretariat also contacts bilateral and implementing agencies to follow up on relevant decisionsandissues. 4.3.3. Funds for approved projects and activities Following the meeting, the Secretariat instructs the Treasurer to transfer resources coveringalltheactivitiesapprovedatthemeetingtotheimplementingagencies,and/or tocreditthemasbilateralcontributionsoftherelevantnonArticle5Parties.
- 42 -
2010
APPENDIX 5. REFERENCE INFORMATION

5.1. Organizations and people
Names,addressesandprincipalcontactsfortheExecutiveCommitteeMembers,theFund Secretariat, implementing agencies, bilateral agencies, and the Treasurer can be found in thedirectoryavailablewiththisprimer. 5.2. Publications, information resources and databases
5.2.1. Fund Secretariat Publications Creatingarealchange.June2006. The Secretariat prepared a leaflet about the Multilateral Fund for distribution at the 25thOEWG. The leaflet is targeted at government policymakers and focuses on the characteristicsoftheFundanditsachievements. Printedleaflet.PDFisavailableatwww.multilateralfund.org Creatingarealchangefortheenvironment.September2007. Thisbookletwasoriginallypreparedontheoccasionofthe20thAnniversaryoftheVienna Convention for the Protection of the Ozone Layer and was updated for the 20thAnniversary of the Montreal Protocol with the assistance of the Government of Canada.ItprovidesanoverviewofthelessonslearnedbytheMultilateralFundsince1991, andalsopresentssomeofthechallengesandopportunitiesthatlieahead. Printedbooklet.PDFisavailableatwww.multilateralfund.org. ACultureofSuccess.September2007. An interactive video on CD was produced to mark the 20th anniversary of the Montreal Protocol on Substances that Deplete the Ozone Layer. The CD contains not only an overviewvideo,butalsoanother90minutesofvideointerviews,textandimagesthatcan be accessed through an interactive menu. A Culture of Success tells the story of the Multilateral Fund and its achievement in the words of some of the people who made substantivecontributionstomaketheFundasuccess.Twentyfourintervieweestalkabout theMultilateralFund,lessonslearnedandthechallengesandopportunitiesthatlieahead. CD.Anonlineversionisalsoavailableatwww.unmfs.org/live_version/library.html.
- 43 -
2010
Monitoring,evaluationandinstitutionallearning.September2007. A fact sheet on monitoring, evaluation and institutional learning was published on 16September 2007. An extended version of the brief fact sheet is also available on the MultilateralFundwebsiteintheEvaluationLibrarysection. Printedbooklet.PDFavailableatwww.multilaterafund.org. 5.2.2. Fund Secretariat Information resources and databases MultilateralFundpublicwebsite The site provides general information on the Multilateral Fund, its history, institutional arrangements, and achievements. It includes a comprehensive documents section with meetingreports,meetingsummaries,pressreleasesandpolicy&procedures.Thesitealso includesfullmeetingdocumentationfromthe46thMeetingonwards. Onlineresource.http://www.multilateralfund.org MultilateralFundintranet The intranet can be accessed via the public web site http://www.multilateralfund.org through the Intranet option on the menu. The intranet contains web sites for each meetingfromthe27thmeetingonwards.Eachsitecontainsmeetingdocumentsandfrom the 39th Meeting includes a summary of decisions. Production sector documents, an evaluation document library, and links to key documents and key web sites can also be found. The intranet also provides a gateway to other information resources such as the MYAdatabase. Onlineresource.http://intranet.unmfs.org/Executive%20Committee/default.aspx Balancessummarydatabase Thedatabaseincludesdataonprojectsthathadbeencompleted12monthspreviouslybut had significant levels of remaining balances from the funds approved by the Executive Committee. The Secretariat started maintaining these data in 1999 which are updated at every meeting. Data include funds approved, funds disbursed, funds returned, funds obligatedandunobligated. Availableonrequest.Format:Excel. Businessplansdatabase AsummaryofthethreeyearbusinessplanningoftheMultilateralFundtoaddresscertain amountsofODSsforspecificcountriesduringthetrienniumtoenablecompliancewiththe Protocol control measure. The Secretariat started maintaining these data in 1996 and the databaseisupdatedeveryyear.DataincludethreeyearplanningvaluesandlevelsofODS phaseout. Availableonrequest.Format:Excel.
- 44 -
2010
Consolidatedprogressreportdatabase The database summarises progress and financial information on projects provided by implementingandbilateralagencies.TheSecretariatstartedmaintainingthesedatain1991 andthedatabaseisupdatedeveryyear.Dataincludethepercentageofprojectscompleted, ODPphasedout,andpercentoffundsdisbursed. Availableonrequest.Format:Excel. Countryprogrammesummarysheets This compendium presents relevant information for each Article 5 country on issues relatedtotheMontrealProtocol.Informationisprovidedonlyonthosecountriesforwhich countryprogrammeshavebeenapprovedbytheExecutiveCommitteeoftheMultilateral Fund. Information is presented by country and each country summary contains general information such as the agency responsible for the country programme, status of ratification of relevant conventions (Montreal Protocol and Vienna Convention), informationonproductionandconsumptionofcontrolledsubstances,dataonthecountry programmeandthecountrysstrategy,andaprofileofapprovedprojectsandactivities. Availableonhttp://www.multilateralfund.organdtheintranet.Format:PDFandAccess Implementationdelaysummarydatabase A summary of ongoing projects that were classified as projects with implementation delays,i.e.projectsexpectedtobecompletedover12monthslateorwheredisbursement occurred18monthsafterapprovals.TheSecretariatstartedmaintainingthesedatain1998 and thedatabaseisupdated every meeting.Dataincludesnewprogressreportremarks, assessmentofprogressandcategoryofdelays. Availableonrequest.Format:Excel. Inventoryofapprovedprojects Provides general information about projects approved by the Executive Committee, includingthecountryorregion,thesector,theExecutiveCommitteemeetingatwhichit was approved and the type of project, implementing agency, ODS phaseout and funds approvedanddisbursed. Printedcompendium. Availableonrequest.Format:PDFandAccess Multiyearagreementsdatabase Webbased overview tables of multiyear agreements (MYAs) facilitate the review of requestsforannualtranchesofmultiyearprojects.MYAtablesincludethelatestArticle7 andcountryprogrammeODPconsumptionandproductiondata,theODSphasedoutby ODP and by the project, project costs, the tranche submission schedule, information on - 45 -
2010
national policies and on the results of completed activities as well as the annual implementation plan. The overview tables are available through the intranet. The MYA databaseisusedtogeneratetheprojectcoversheetinprojectproposaldocuments. Onlineresourceavailablefromtheintranet: http://intranet.unmfs.org/mya Phaseoutplansandprojects This document contains the texts of all agreements and associated Executive Committee decisions pertaining a countrys phaseout plans and multiyear projects except HPMPs. Informationisarrangedbyalphabeticalorderofcountryname. Printedcompendium.PDFavailablefromhttp://www.multilateralfund.org. HCFCPhaseoutmanagementplans This document contains the texts of all agreements and associated Executive Committee decisionspertainingtoacountrysHPMP.Informationisarrangedbyalphabeticalorderof countryname. PDFavailablefromhttp://www.multilateralfund.org. Policies,procedures,guidelinesandcriteriaoftheMultilateralFund AllthedecisionsoftheExecutiveCommitteeaswellasthedecisionsofthePartiesrelating to the Multilateral Fund are compiled and updated after every meeting of the Executive Committee and of the Parties by the Fund Secretariat into a document called Policies, Procedures,GuidelinesandCriteria.Thepolicies,procedures,guidelinesand/orcriteria aredividedinto11sections:FinancialMechanism,ExecutiveCommittee,FundSecretariat, Bilateral Cooperation, Implementing Agencies, Article 5 Parties, Controlled substances, Country Programmes, Project proposals, Institutional Strengthening, Monitoring & Evaluation.Eachsectionisgroupedbysubjectarea.Descriptionprovidedforeachentryis quotedfromtheReportoftheExecutiveCommitteeortheReportofMeetingoftheParties to the Montreal Protocol in which the entry was adopted. Source documents and their meeting,date,arealsoindicated.AlistofanysupportingExecutiveCommitteeorMeeting oftheParties(MOP)documentsisalsoprovidedforentriesmainlyrelatedtoprocedures and guidelines. The document also provides a list of Executive Committee or MOP documentsusedinthepreparationofthePPGCanddatesandvenuesoftheMeetingsof thePartiestotheMontrealProtocolandtheExecutiveCommitteeoftheMultilateralFund. Printed compendium. PDF and searchable database available at http://www.multilateralfund.org. SeealsoSection5.4. IndexofFinalReportsoftheExecutiveCommittee
- 46 -
2010
5.2.3.
Executive Committee documents on HCFC policy issues

OptionsforassessinganddefiningeligibleincrementalcostsforHCFC consumptionandproductionphaseoutactivities Draft guidelines for the preparation and implementation of HCFC phaseoutmanagementplans Preliminary discussion paper providing analysis on all relevant cost considerationssurroundingthefinancingofHCFCphaseout(decision 53/37(i)) Revised analysis of relevant cost considerations surrounding the financingofHCFCphaseout(decisions53/37(i)and54/40) CoststructurefordeterminingfundinglevelsforpreparationofHCFC investmentandassociatedactivities(decision55/13(d)) Issuesrelatedtorelevantcostconsiderationssurroundingthefinancing ofHCFCphaseout(decision55/43(g) Prioritization of HCFC phaseout technologies to minimize other impactsontheenvironment Secondstage conversions and determination of cutoff date for installationofHCFCbasedmanufacturingequipment Furtherelaborationandanalysisofissuespertainingtothephaseoutof HCFCproductionsector(decision56/64(a)and(b)) Analysis of new approaches on secondstage conversions, determination of cutoff date and other outstanding HCFC policy issues(decision57/34) Prioritization of HCFC phaseout technologies to minimize other impactsontheenvironment(decision57/33andparagraph147ofthe Reportofthe58thmeetingoftheExecutiveCommittee) Analysis of new approaches on secondstage conversions, determination of cutoff date and other outstanding HCFC policy issues RelevantaspectsofcomponentupgradeinHCFCinconversion projects(decision59/13(b)) OutstandingHCFCissues:cutoffdate,levelofincrementaloperating costs,fundingprovidedtotheservicingsector,andincrementalcapital costs(decision59/46) Costforconversionofcomponentmanufacturingvs.incremental operatingcost(decision59/14) RelevantaspectsofcomponentupgradeinHCFCconversionprojects (decisions59/13(b)and60/43) Costforconversionofcomponentmanufacturingvs.incremental operatingcost(decisions59/14and60/45) RevisedtemplatefordraftagreementsforHCFCphaseout managementplans(decisions59/16(b)and60/46) ConsumptionarisingfromHCFC141bcontainedinpreblendedfoam chemicals(polyols)(decision59/12and60/50) Incrementalcostsrelatedtoretoolingformanufacturingheat exchangers(decision61/45) ReportontheMultilateralFundclimateimpactindicator(decision
UNEP/OzL.Pro/ExCom/53/60 UNEP/OzL.Pro/ExCom/54/53 UNEP/OzL.Pro/ExCom/54/54, Corr.1&Add.1 UNEP/OzL.Pro/ExCom/55/47 UNEP/OzL.Pro/ExCom/56/13 UNEP/OzL.Pro/ExCom/56/58& Add.1 UNEP/OzL.Pro/ExCom/57/59 UNEP/OzL.Pro/ExCom/57/60 UNEP/OzL.Pro/ExCom/57/61 UNEP/OzL.Pro/ExCom/58/47
UNEP/OzL.Pro/ExCom/59/51& Add.1 UNEP/OzL.Pro/ExCom/59/52
UNEP/OzL.Pro/ExCom/60/45 UNEP/OzL.Pro/ExCom/60/46
UNEP/OzL.Pro/ExCom/60/47 UNEP/OzL.Pro/ExCom/61/50 UNEP/OzL.Pro/ExCom/61/51 UNEP/OzL.Pro/ExCom/61/52 UNEP/OzL.Pro/ExCom/61/53 UNEP/OzL.Pro/ExCom/62/55 UNEP/OzL.Pro/ExCom/62/56&
- 47 -
2010
Add.1
59/45)
5.2.4. Information resources from the Ozone Secretariat Website:http://ozone.unep.org TheOzoneSecretariatistheSecretariatfortheViennaConventionfortheProtectionofthe OzoneLayerandfortheMontrealProtocolonSubstancesthatDepletetheOzoneLayer. This web site provides background information on the Montreal Protocol, access to Montreal Protocol meeting documents and reports. It also provides PDF version of the OzoneSecretariatspublicationsincludingtheHandbookfortheInternationalTreatiesfor theProtectionoftheOzoneLayer.Asectionprovidingdatareportingtoolsandaccessto Article7databyyear,party,andAnnexgroupofsubstanceswasadded. HandbookfortheMontrealProtocolonSubstancesthatDepletetheOzoneLayer 8thedition2009.OzoneSecretariat. The Handbook is intended to provide the reader with all details of the legal and policy actions taken by the world community to protect the ozone layer. It is divided into five sections.Section1providesthetextoftheMontrealProtocol,togetherwithasummaryof its control measures and has been modified to reflect the adjustment agreed at the 2007 Meeting of the Parties, dealing with HCFCs. Section 2 provides all the decisions of the annualMeetingsofthePartiesarrangedbyArticleoftheProtocolincludingthedecisions adopted at the 18th, 19th and 20th meetings of the Parties, plus an index to the decisions. Section 3 contains the relevant annexes to the decision of the Parties including those on destruction procedures, essential use exemptions, assessment panels, critical use exemptions for methyl bromide, the noncompliance procedure, the Multilateral Fund, financial matters and declarations by the Parties. Section 4 deals with the Rules of ProcedureforthemeetingsofthePartiestoboththeViennaConventionandtheMontreal Protocol. Section 5 provides a guide to sources of further information relevant to ozone protection. An electronic version is available to download at http://ozone.unep.org/Publications/MP_Handbook/MPHandbook2009.pdf.). HandbookfortheViennaConventionfortheProtectionoftheOzoneLayer(1985) 8thedition2009.OzoneSecretariat. TheHandbook,updatedin2009toincorporatedecisionsoftheeEighthConferenceofthe Parties in Doha, Qatar, in November 2008, is divided into four main sections. Section 1 providesthefulltextoftheViennaConventionfortheProtectionoftheOzoneLayer,and alsoincludesthedecisionsoftheConferencesofthePartiestotheConvention,arranged under appropriate Articles. Section 2 provides all the decisions of the Conference of the - 48 -
2010
PartiesinsubsectionsrelatingtoeacharticleoftheConvention.Section3dealswiththe Rules of Procedure for the meetings of the Parties to the Vienna Convention and the MeetingsofthePartiestotheMontrealProtocol.Section4isageneralindexbykeyword. An electronic version is available to download at http://ozone.unep.org/Publications/VC_Handbook/VCHandbook2009.pdf. 5.2.5. Websites of the implementing agencies UNDP Website:http://www.undp.org/chemicals/montrealprotocol.htm UNEPOzonAction Website:http://www.unep.org/ozonaction/ UNIDO Website:http://www.unido.org/doc/5072 AnoverviewofUNIDOsMontrealProtocolrelatedactivities. WORLDBANK Website:http://go.worldbank.org/KXM814CLA0 5.2.6. Websites of other conventions and related organizations GlobalEnvironmentFacility Website:http://www.thegef.org TheGEFfundsprojectsinsixfocalareas,oneofwhichisozonedepletion. TheGEFfunds projectsthatenableCountrieswithEconomiesinTransition(CEIT)includingtheRussian FederationandnationsinEasternEuropeandcentralAsiatophaseouttheiruseofozone destroying chemicals. The website includes information about participants and partners, its operational policies, focal areas and specific projects, and scheduled events and meetings. There is also a searchable database of GEF projects that includes information/dataonprojectsandlinkstoprojectandevaluationdocuments RotterdamConventiononPriorInformedConsent Website:http://www.pic.int The Rotterdam Convention, in force since 2004, covers the international trade of certain hazardous chemicals. It stipulates that the export of the most dangerous pesticides and
- 49 -
2010
chemicalscanonlybeauthorisedwiththepriorinformedconsent(PIC)ofthereceiving country. Information on the Rotterdam Convention including official documents of the IntergovernmentalNegotiatingCommittee(INC),theConferenceofPlenipotentiaries,the InterimChemicalReviewCommittee(ICRC),theChemicalReviewCommittee(CRC)and theConferenceofthePartiesandthePICCircular. The Basel Convention on the Control of Transboundary Movements of Hazardous WastesandtheirDisposal Website:http://www.basel.int TheBaselConventionontheControlofTransboundaryMovementsofHazardousWastes andtheirDisposalisacomprehensiveglobalenvironmentalagreementonhazardousand other wastes. This website provides information on the Convention, its Secretariat and associatedmeetingsandincludesdocuments,reportsandpublications.

StrategicApproachtoInternationalChemicalsManagement(SAICM) Website:http://www.saicm.org UNEP Governing Council, at its seventh Special Session in February 2002, adopted a decisiononaStrategicApproachtoInternationalChemicalsManagement(SAICM).The Strategic Approach to International Chemicals Management (SAICM) initiative aims to create a global standard for the safe use of chemicals, especially as much of their production has shifted to developing countries. This web site contains information on SAICMimplementation,andmeetingsanddocumentspertainingtotheSAICMprocess. TheStockholmConventiononPersistentOrganicPollutants(POPs) Website:http://chm.pops.int TheStockholmConventionisaglobaltreatytoprotecthumanhealthandtheenvironment from persistent organic pollutants (POPs). POPs are chemicals that remain intact in the environment for long periods, become widely distributed geographically, accumulate in the fatty tissue oflivingorganisms andare toxic to humansand wildlife. POPscirculate globallyandcancausedamagewherevertheytravel.Thewebsiteprovidesinformation on the convention, its programmes, Parties, partners and official documents and information on meetings. A new version of the Electronic Reporting System for national reportsunderArticle15oftheConventionisalsoavailable. UNEPChemicals Website:http://www.chem.unep.ch - 50 -
2010
UNEP Chemicals works to protect humans and the environment from adverse effects causedbychemicalsthroughouttheirlifecycle,andhazardouswaste.Itisthefocalpointof UNEP activities on chemicals issues and the main catalytic force in the UN system for concerted global action on the environmentally sound management of hazardous chemicals The web site include sections on UNEPs implementation of the Strategic Approach to International Chemicals Management (SAICM), the Mercury Programme, Persistent Organic Pollutants, mainstreaming of chemicals, pesticide activities, the chemical information network and links to chemicals related UNEP documents and publications. UnitedNationsFrameworkConventiononClimateChange Website:http://www.unfccc.int The Convention on Climate Change sets an overall framework for intergovernmental efforts to tackle the challenge posed by climate change. It recognizes that the climate system is a shared resource whose stability can be affected by industrial and other emissionsofcarbondioxideandothergreenhousegases.Thissiteprovidesinformationon the Framework Convention, its Secretariat and associated meetings. It includes meeting documents, reports, publications and provides access to the websites of the Clean DevelopmentMechanism(CDM,theGreenhouseGasInventoryDataandtheTechnology Information Clearing House. This CDM section of the UNFCCC website includes background information and details on the CDM institutions, a description of project activitycycleinCDM,CDMstatisticsanddocumentation. 5.2.7. Other websites MontrealProtocolWhosWho This website provides biographical details of visionaries, innovators and implementers whoaremakingtheMontrealProtocolaglobalenvironmentalsuccessstory. Available at http://www.unep.org/ozonAction/information/MontrealProtocolWhosWho.htm
5.3.
CAP CEIT CFCs COP CRP CTC FERM
Useful acronyms
Compliance Assistance Programme Country with economies in transition Chlorofluorocarbons Conference of the Parties Conference room paper Carbon tetrachloride Fixed-exchange-rate mechanism
- 51 -
2010
GEF HAP HCFC HFC HPMP IBRD ICAO LVC NCPP NPP MAC MB MCII MDI MOP MYA NGO NOU NPP ODP ODS OEWG RMP SEAP TCA TEAP TOC TPMP UNON UNDP UNEP UNEP DTIE UNIDO
Global Environment Facility Hydrocarbon aerosol propellant Hydrochlorofluorocarbons Hydrofluorocarbons HCFC phase-out management plan International Bank for Reconstruction and Development International Civil Aviation Organization Low-volume-consuming (countries) National CFC phase-out plans (NCPP) National phase-out plans mobile air-conditioning methyl bromide Multilateral Fund climate impact indicator Metered-dose inhaler Meeting of the Parties to the Montreal Protocol Multi-year agreement Non governmental organization National ozone unit National phase-out plan Ozone depleting potential Ozone-depleting substance Open-Ended Working Group Meeting Refrigerant management plan South Asia and South East Asia and the Pacific (SEAP) Network Trichloroethane Technology & Economic Assessment Panel Technical Options Committees (of the TEAP) Terminal phase-out management plan United Nations Office at Nairobi United Nations Development Programme. United Nations Environmental Programme. United Nations Environment Programme Division of Technology, Industry and Economics United Nations Industrial Development Organization.
- 52 -
2010
5.4. Index of Final Reports of the Executive Committee
FinalreportsoftheExecutiveCommitteeincludethefulltextofalldecisionstakenatthat particular meeting. Since the 17th Executive Committee Meeting, each decision has been assigned a decision number consisting of the number of the meeting followed by forward slash (/) and a running number assigned to each decision of that meeting. For exampledecision49/6isthesixthdecisionthatwastakenatthe49thMeeting.Sincethe 39th Meeting the most significant decisions and discussions of each meeting are summarizedinapostmeetingsummaryavailablefromtheMultilateralFundwebsite.
Meeting 1st 2nd 3rd 4th 5th 6th 7th 8th 9th 10th 11th 12th 13th 14th 15th 16th 17th 18th 19th 20th 21st 22nd 23 rd 24th 25th 26th 27th 28th 29th 30th 31st 32nd 33th 33rd 34th Document number of final report OzL.Pro/ExCom/1/2 UNEP/OzL.Pro/ExCom/2/5/Rev.1 UNEP/OzL.Pro/ExCom/3/18/Rev.1 UNEP/OzL.Pro/ExCom/4/13/Rev.2 UNEP/OzL.Pro/ExCom/5/16 UNEP/OzL.Pro/ExCom/6/12 UNEP/OzL.Pro/ExCom/7/30 UNEP/OzL.Pro/ExCom/8/29 UNEP/OzL.Pro/ExCom/9/20 UNEP/OzL.Pro/ExCom/10/40 UNEP/OzL.Pro/ExCom/11/36 UNEP/OzL.Pro/ExCom/12/37 UNEP/OzL.Pro/ExCom/13/47 UNEP/OzL.Pro/ExCom/14/15 UNEP/OzL.Pro/ExCom/15/45 UNEP/OzL.Pro/ExCom/16/20 UNEP/OzL.Pro/ExCom/17/60 UNEP/OzL.Pro/ExCom/18/75 UNEP/OzL.Pro/ExCom/19/64 UNEP/OzL.Pro/ExCom/20/72 UNEP/OzL.Pro/ExCom/21/36 UNEP/OzL.Pro/ExCom/22/79/Rev.1 UNEP/OzL.Pro/ExCom/23/68 UNEP/OzL.Pro/ExCom/24/47 UNEP/OzL.Pro/ExCom/25/68 UNEP/OzL.Pro/ExCom/26/70 UNEP/OzL.Pro/ExCom/27/48 UNEP/OzL.Pro/ExCom/28/57 UNEP/OzL.Pro/ExCom/29/65 UNEP/OzL.Pro/ExCom/30/41 UNEP/OzL.Pro/ExCom/31/61 UNEP/OzL.Pro/ExCom/32/44 UNEP/OzL.Pro/ExCom/33/32 UNEP/OzL.Pro/ExCom/33/44 UNEP/OzL.Pro/ExCom/34/58
- 53 -
2010
Meeting 35th 36th 37th 38th 39th 40th 41st 42nd 43rd 43rd 44th 45th 46th 47th 48th 49th 50th 51st 52nd 53rd 54th 55th 56th 57th 58th 59th 60th 61st 62nd
Document number of final report UNEP/OzL.Pro/ExCom/35/67 UNEP/OzL.Pro/ExCom/36/36 UNEP/OzL.Pro/ExCom/37/71 UNEP/OzL.Pro/ExCom/38/70/Rev.1 UNEP/OzL.Pro/ExCom/39/43 UNEP/OzL.Pro/ExCom/40/50 UNEP/OzL.Pro/ExCom/41/87 & Corr.1, 2 & 3 UNEP/OzL.Pro/ExCom/42/54 & Corr.1 UNEP/OzL.Pro/ExCom/43/61 UNEP/OzL.Pro/ExCom/43/61/Corr.1 UNEP/OzL.Pro/ExCom/44/73 & Corr.1 UNEP/OzL.Pro/ExCom/45/55 UNEP/OzL.Pro/ExCom/46/47 UNEP/OzL.Pro/ExCom/47/61 UNEP/OzL.Pro/ExCom/48/45 & Corr.1 UNEP/OzL.Pro/ExCom/49/43 UNEP/OzL.Pro/ExCom/50/62 UNEP/OzL.Pro/ExCom/51/46 UNEP/OzL.Pro/ExCom/52/55 UNEP/OzL.Pro/ExCom/53/67 UNEP/OzL.Pro/ExCom/54/59 UNEP/OzL.Pro/ExCom/55/53 & Corr.1 & 2 UNEP/OzL.Pro/ExCom/56/64 & Corr.1 UNEP/OzL.Pro/ExCom/57/69 UNEP/OzL.Pro/ExCom/58/53 & Corr.1 UNEP/OzL.Pro/ExCom/59/59 UNEP/OzL.Pro/ExCom/60/54 UNEP/OzL.Pro/ExCom/61/58 UNEP/OzL.Pro/ExCom/62/62
- 54 -

Manual Comite EjecutivoS2011 Primer

Diunggah oleh

Informasi Dokumen

Hak Cipta

Format Tersedia

Bagikan dokumen Ini

Bagikan atau Tanam Dokumen

Opsi Berbagi

Apakah menurut Anda dokumen ini bermanfaat?

Apakah konten ini tidak pantas?

Hak Cipta:

Format Tersedia

Manual Comite EjecutivoS2011 Primer

Diunggah oleh

Hak Cipta:

Format Tersedia

Manual del Comit Ejecutivo 2011

Manual del Comit Ejecutivo

Manual del Comit Ejecutivo

Manual del Comit Ejecutivo

Manual del Comit Ejecutivo

REUNIONES DEL COMIT EJECUTIVO 1. Funciones del Comit Ejecutivo

2. Actividades que conducen a una reunin del Comit Ejecutivo

Manual del Comit Ejecutivo

3. Actividades durante una reunin del Comit Ejecutivo: el perodo de sesiones

Manual del Comit Ejecutivo

Situacin de las contribuciones y los desembolsos

Manual del Comit Ejecutivo

Situacin de los recursos y la planificacin

Manual del Comit Ejecutivo

Manual del Comit Ejecutivo

Planificacin financiera para el trienio

Planes administrativos del ao en curso

Manual del Comit Ejecutivo

Manual del Comit Ejecutivo

Vase la nota al pie 3.

Manual del Comit Ejecutivo

laevaluacindeproyectosenmarchayterminados.ElComitEjecutivosecercioradeque losfondosdesembolsadosporelFondoMultilateralseutilizanrealmenteparalograrlos objetivosdelosproyectos.

Manual del Comit Ejecutivo

Manual del Comit Ejecutivo

Manual del Comit Ejecutivo

Manual del Comit Ejecutivo

Manual del Comit Ejecutivo

Manual del Comit Ejecutivo

Manual del Comit Ejecutivo

Manual del Comit Ejecutivo

Manual del Comit Ejecutivo

Estados de cuenta del Fondo Multilateral

Manual del Comit Ejecutivo

Reconciliacin de los estados de cuenta

Presupuesto trienal revisado de la Secretara del Fondo

Subgrupo sobre el sector de produccin del Comit Ejecutivo

Manual del Comit Ejecutivo

Informe del Comit Ejecutivo a la Reunin de las Partes

Adopcin del informe

4. Actividades posteriores a una Reunin del Comit Ejecutivo

Manual del Comit Ejecutivo

Appendices: Executive Committee Primer

1.1. 1.2. 1.3.

APPENDIX 1. THE MULTILATERAL FUND..................................................................... - 2 -

APPENDIX 3. EXECUTIVE COMMITTEE MEETINGS .................................................... 25

APPENDIX 4. LOGISTICS AND ARRANGEMENTS FOR MEETINGS .......................... 37

APPENDIX 5. REFERENCE INFORMATION ...................................................................... 43

Appendices: Executive Committee Primer

APPENDIX 1. THE MULTILATERAL FUND

Appendices: Executive Committee Primer

Appendices: Executive Committee Primer

Ozone Depleting Substance Annex A - Group I: Chlorofluorocarbons (CFCs) Non-Article 5 Countries

Control Schedules Article 5 countries

Total phase-out by 1995

Total phase-out by 1993 Total phase-out by 1995

Total phase-out by 1995

Annex C - Group I: Hydrochlorofluorocarbons (HCFCs)

Country compliance driven approach

Appendices: Executive Committee Primer

ThekeyelementsoftheMultilateralFundare: thePartiestotheMontrealProtocol theExecutiveCommitteeoftheMultilateralFund theFundSecretariat theimplementingandbilateralagencies theTreasurer

Appendices: Executive Committee Primer

Appendices: Executive Committee Primer

Appendices: Executive Committee Primer

Appendices: Executive Committee Primer