Conference of Parties to the International Convention against Doping in Sport. Sixth session Paris, UNESCO Headquarters, Room XI September 2017

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1 6CP Conference of Parties to the International Convention against Doping in Sport Sixth session Paris, UNESCO Headquarters, Room XI September 2017 Distribution: limited ICDS/6CP/Doc September 2017 Original: English Item 11.4 of the agenda Operational Plan : Fund for the Elimination of Doping in Sport Summary Documents: ICDS/5AP/Doc.6REV, ICDS/5AP/Doc.11, ICDS/6CP/Doc.10, ICDS/6CP/Doc.11, ICDS/6CP/Doc.12 Background: One of the key functions of the Conference of Parties is to adopt an operational plan for the strategic use of the resources of the Fund for the Elimination of Doping in Sport to strengthen the implementation of the International Convention against Doping in Sport. Drawing upon the discussions of the Approval Committee during the biennium and related analyses of the Fund s depleted revenue, this report presents an Operational Plan for The activities outlined in the Plan are designed to enhance the Fund s impact and sustainability through providing concrete opportunities to reinforce fundraising efforts and operational efficiency. Decision required: Paragraph 13

2 ICDS/6CP/Doc.13 page 2 INTRODUCTION 1. One of the functions of the Conference of Parties (hereinafter referred to as COP ) is to adopt a plan for the strategic use of the resources under the Fund for the Elimination of Doping in Sport (hereinafter referred to as the Fund ) to strengthen the implementation of the International Convention against Doping in Sport (hereinafter referred to as the Convention ). This requirement is set forth in Article 30(c) of the Convention. This report, drawing upon discussions of the Approval Committee and taking into account serious concerns related to the Fund s depleted balance and a downward trend in contributions, presents a costed Operational Plan. Activities outlined in the Plan are designed to enhance the Fund s impact and sustainability, provide concrete opportunities to revitalize stakeholder ownership and reinforce fundraising efforts for the biennium. A breakdown of costing is presented in Annex I. OPERATIONAL PLAN : TAKING STOCK AND RECALIBRATING INVESTMENT OPPORTUNITIES 2. The 10-year anniversary of the Fund represents a strategic moment to take stock of the Fund s growth, project impact and implementation, financial sustainability and future direction. An analysis of progress and trends is key to the Fund s continued relevance both in terms of recognizing the unique nature of its mandate, as the in-country operational arm of the Convention, and in terms of the tangible support it provides to a broad range of public and civil society actors to tackle anti-doping through targeted thematic interventions. With this in mind, the Fund s Operational Plan (outlined below) has been elaborated with the aim of: identifying weaknesses and strengths in project development, roll-out and legacy, to create a theory of change modelling which would support the replication and scalingup of good practice; recalibrating investment opportunities, by tapping into alternative streams of contributions and pooling resources to strengthen partnerships at the international, regional and national levels; and demonstrating the return on donor investment during the next biennial cycle through promotional campaigns and the development of new materials, such as a Good Practice book. 3. These proposals, based on consultations held with the Fund s Approval Committee and the COP Bureau during the biennium, aim at maximizing the use of remaining resources and stimulating new investment opportunities. Key activities include a comprehensive evaluation of the Fund and the development of a fundraising strategy and related documentation. During the planned evaluation, the approval of projects could be either suspended or reviewed out-of-session in the case of applications submitted by Least- Developed Countries and/or Small Island Developing States or for applications deemed crucial regarding compliance with the Convention and/or the Code. The convocation of members in a regular session of the Approval Committee would be suspended in the last quarter of 2017 and the first quarter of Members would reconvene in the last quarter of 2018, alongside COP Bureau members, to analyze outcomes and adopt a strategic direction. Contributions to the Fund should not stop during this period; rather, they should continue to accumulate and build the account s reserve.

3 ICDS/6CP/Doc.13 page 3 COMPREHENSIVE EVALUATION OF THE FUND 4. A comprehensive evaluation will target a more focused approach and effective processes to better support relevance, impact and tangible progress in the implementation of the Convention and the World Anti-Doping Code. Through an assessment of funding trends, both with respect to the Fund and equivalent grant mechanisms, it would also support the development of a new funding model. 5. This exercise is essential to determine: the return on investment which can be quantified through case-study examples and shared learning around concrete deliverables; which project components could be considered as good practice and promoted across regions; which aspects would require further improvement; whether the Fund s scope and functioning should be adapted to respond to the contemporary anti-doping landscape, with respect to both the reduction in public funding and changing dynamics within stakeholder groups (i.e. government, the Sport Movement and private sector). 6. The evaluation should include a thorough assessment of the tangible impact of all initiatives implemented under the Fund. Data gathering would include a desk review and situational analysis; questionnaires and interviews with stakeholders; and in-country sampling of national and regional projects under each of the Fund s three priorities. The outcomes of the evaluation of the Anti-Doping Convention to be presented during the Sixth Session of the Conference of Parties will also feed into this analysis. The results of the 2017 Anti-Doping Logic questionnaire should inform the evaluation and assist in identifying gaps related to the implementation of the Convention. Equally, consideration should be given to the nexus between projects and the outcomes of investigations. In parallel, the evaluation should consider the expectations of, and challenges faced by, public authorities regarding the implementation of the Convention and the World Anti-Doping Code (as an appendix of the Convention). The overarching goal should be to enhance the effectiveness, relevance, sustainability and impact of the Fund s in-country support in relation to government obligations under the Convention - but also under the World Anti-Doping Code. To support a scaling-up of good practice and project legacy, recommendations would feed into the elaboration of a new funding model anchored by a theory of change modelling. Both deliverables would be key components of the evaluation. 7. The evaluation would rely on a mixed-methods approach to data collection, including: desk review of relevant documentation - application forms, contracts, correspondence, evaluation reports and financial statements, etc. - and situational analysis of international and regional trends, including a mapping of needs versus investment priorities and the donor landscape, in both public and private sectors; the administration of questionnaires to various stakeholders, including applicants, beneficiaries, donors, partners and members of the Secretariat; grassroots and elite interviews and/or focus groups discussions where appropriate; and in-country site visits to assess projects implemented/in-progress under the Fund covering all UNESCO regions (Africa, Arab States, Asia-Pacific, Europe and North America, Latin America and the Caribbean) and all three priorities of the Fund (education, policy advice, capacity-building). Five to 10 countries should be included in the fieldwork schedule. 8. In terms of the budget and scheduling, the evaluation s terms of reference would be finalized in partnership with the COP Bureau and members of the Fund s Approval Committee and

4 ICDS/6CP/Doc.13 page 4 include input from WADA (Headquarters and Regional Offices) and WADA s network (RADOs, NADOs). The foreseen timeline for the work, to be launched following the Sixth Session of the Conference of Parties, would be approximately ten months. Recommendations, drawing on the data collected and extrapolated into a theory of change modelling, should be specific, measurable, attainable, relevant and time bound (SMART). Once compiled, evaluation outcomes will be reviewed by the Fund s Secretariat and presented to the COP Bureau and Approval Committee as detailed in paragraph 3. DEVELOPING A NEW FUNDING MODEL TO STIMULATE INVESTMENT 9. To safeguard the Fund and secure its buoyancy, the Secretariat would draw on the outcomes of the evaluation to develop a targeted and multi-level fundraising strategy, including a new funding model, to support sustainability and stimulate new avenues for investment. 10. A provisional analysis, Strategic Investment of the Fund s Resources: who does what? (ICDS/5AP/Doc.6REV), mapping the funding landscape and outlining key stakeholder groups (IOC, NOCs, WADA, RADOs, NADOs and inado), was presented to members at the April 2016 session of the Approval Committee. A key conclusion was the increasing pressure on public authorities to make multiple, and sometimes parallel, contributions to support the fight against doping. This pressure will only be exacerbated within the context of the proposal to create an independent testing authority and the recent call from WADA, following the 2017 meeting of its Governing Board, regarding the need for increased investment to support its actions. Acknowledging this and the negative trend in contributions noted during the biennium, the Fundraising Strategy would pinpoint opportunities for partnershipdevelopment and the pooling of resources to eliminate overlap between UNESCO s work and that of other international actors in this space. 11. A draft of the Fundraising Strategy, and subsequent funding model, would be submitted for the feedback and adoption of the COP Bureau and Approval Committee. Based on input received, a series of tailored (both thematically and in terms of geographical scope) fundraising proposals would be elaborated for a tiered engagement of anti-doping stakeholders, i.e. international organizations, regional mechanisms, State Party investors and the private sector. To accompany this targeted outreach, bilateral meetings would be organized between the Secretariat and representatives of interested parties. Questionnaires and interviews could also be conducted with States Parties that have not contributed to the Fund to understand why. The development of new partnerships and reinvigoration of existing ones would be a key aspect of the fundraising strategy, particularly to harmonize actions, to avoid duplication and to reinforce the research-policy-practice nexus. Moreover, fundraising outreach and partnership development should be integrated as a core responsibility of the Fund s Secretariat. DIRECT AND INDIRECT COSTS OF ADMINISTERING THE FUND 12. In Resolution 5CP/7, COP 5 approved the two-year extension of the Fund s Secretariat (professional staff member at P-3 level and programme assistant at G-4 level), to administer the special account and support the development and coordination of projects. As foreseen, this realignment of staffing has significantly enhanced the functioning of the Fund and ensured the sound management and implementation of all the new activities mentioned in ICDS/6CP/Doc.12. Accordingly, it is proposed that the Secretariat of the Fund be maintained for the biennium, for review during COP 7. Despite a depleted balance, the continuation of the human resourcing under the Fund is critical to manage the implementation of the two phases of the Operational Plan, including the translation of evaluation outcomes into tangible support for States Parties. Notably to:

5 ICDS/6CP/Doc.13 page 5 Phase I (approximately October 2017 to August 2018) coordinate and contribute to the development of the scope and process of the planned evaluation, as well as its sound implementation in partnership with field colleagues, partners and project leaders; oversee, provide technical backstopping and administer the more than 50 ongoing projects; Phase II (September 2018 onwards) support the implementation of the evaluation recommendations, including the redesign of the Fund s priority focus and process and the development of guidelines which will assist States Parties in the conception and elaboration of impact-oriented projects which connect to national and regional realities and trends; assist in the elaboration of a new funding model and mobilization of investment to support the implementation of the evaluation outcomes and relaunch of the new project cycle; organize (logistical and substantive aspects) three sessions of the Approval Committee; and prepare comprehensive periodic reporting on activities to the COP Bureau during the biennium and to States Parties during COP VII (2019). DRAFT RESOLUTION 6CP/ The Conference of Parties may wish to adopt the following resolution: The Conference of Parties, 1. Having examined documents ICDS/6CP/Doc.12 and ICDS/6CP/Doc.13, 2. Acknowledges the need to take stock of the Fund s implementation and impact and the relevance of this to the development of a new funding model, 3. Approves the costed operational plan of $1,746,250 for the implementation and administration of the Fund for the Elimination of Doping in Sport for the period , 4. Agrees that, subject to the availability of funds not earmarked for regular activities, the Bureau may approve the allocation of additional envelopes of funds up to a maximum of $160,000 over the course of the biennium to support strategic ad-hoc activities which reinforce implementation and support State Party adherence to the Convention, 5. Requests the Bureau of the Conference of Parties, in partnership with the Approval Committee of the Fund, to endorse and adopt the terms of reference for the evaluation and assess the mid-term progress of the implementation of the Operational Plan and, subject to the recommendations arising from the evaluation, oversee the realignment of investment priorities.

6 ICDS/6CP/Doc.13 Annex I page 1 Annex I Plan for the use of resources under the Fund for the Elimination of Doping in Sport for the period Activity Description Budget (USD) 1 Evaluation Assessment of project 150,000 2 implementation, funding trends and the administration of the Fund Fundraising Strategy Development of a strategic 0 3 funding model and a set of tailored fundraising proposals Funding for Projects Implementation of 750,000 4 applications submitted by States Parties to the Convention Ad-hoc assignments Roll-out of strategic adhoc 160,000 authorized by the COP Bureau activities which reinforce implementation and support State Party adherence to the Convention Organization of Approval 12,500 5 Committee meetings Development, translation, 20,000 production and distribution of information and communication tools 6 Staff Costs 495,000 7 Subtotal 1,587,500 Programme support costs 158,750 (10%) Grand total 1,746,250 1 All figures are estimates. 2 External evaluation to be conducted in cooperation with UNESCO s Internal Oversight Service. Overall budget includes the fees for the evaluation team to be recruited, as well as travel and accommodation for in-country visits. The call for tender and the selection procedure will be undertaken in conformity with UNESCO regulations and presented to the Approval Committee and the COP Bureau for information. 3 This work will be undertaken directly by the Fund s Secretariat, in partnership with the COP Bureau, Approval Committee and programme partners. 4 During the evaluation phase, applications could be presented for out-of-session approval. This would be the case only for those projects deemed critical with regards to compliance with the Convention and/or the Code or for applications submitted by Least-Developed Countries and/or Small Island Developing States. The renewal of the project approval cycle will begin only once the evaluation has been concluded and adequate resourcing to support the Fund s sustainability has been secured through the implementation of the Fundraising Strategy, i.e. in This represents the cost for three sessions of the Fund s Approval Committee (last quarter of 2018, first quarter of 2019, last quarter of 2019), including translation, interpretation and hospitality. 6 Including the Fund s Handbook, Website, Good Practice Book, Infographic, Tips and Tricks information sheet and promotional items, as well as shipment. 7 Staff costs are indicative and have been calculated as per Project Appointment standard costs for a P3 and a G4 position; grades are indicative. The amount includes a buffer in case of unforeseen entitlements and exchange rate fluctuation.