THE WORLD BANK/IFC/M.I.G.A.
OFFICE MEMORANDUM
DATE:
January 15, 2003
TO:
Mr. Mohamed El-Ashry, CEO/Chairman, GEF
FROM:
Lars Vidaeus, GEF Executive Coordinator
EXTENSION:
34188
SUBJECT:
NILE BASIN INIATIVE (for Burundi, D.R. Congo, Egypt, Ethiopia, Kenya,
Tanzania, Rwanda, Sudan, Uganda): Nile Transboundary Environmental Action
Project joint Bank/UNDP Submission for Final CEO Endorsement - Resubmission
1. Further to the joint Bank/UNDP submission of the Nile Transboundary
Environmental Action Project of November 13, 2002, it was agreed with the GEF-
Secretariat to attach an additional annex to both the Bank PAD and the UNDP Project
Document to further clarify the presentation of the sources of co-financing of the
basin-wide Shared Vision Program including the environment component
(Transboundary Environmental Action). This Annex also summarizes the comparison
between the financing plans in these documents and the GEF brief as submitted to
Council in December, 2001.
2. The co-financing is overall consistent with the GEF Project Brief. Please note, that
the funding of the relevant components of the basin-wide program has increased from
$ 84.1 million to $ 89.4 million. This has already been reflected in the incremental
cost analysis as submitted on November 13, 2002.
3. Please find attached the additional Annex (Annex 20 of the Bank PAD and Annex 1.8
of the UNDP Project Document) as agreed during our January 7, 2003, meeting with
the GEF-Secretariat, summarizing the GEF co-financing and the accordingly updated
electronic files of the Bank Project Appraisal Document (PAD) and the UNDP
Project Document for the above-mentioned project for your and Secretariat staff's
review and your final endorsement. The scheduled Board date for this project has
been moved to March 2003.
4. I understand the attached Annex meets the requirements of the GEF secretariat for
documentation of co-finance and I therefore look forward to your early endorsement
of the project for Bank Board approval and UNDP project document signature.
Many thanks.
Mohamed El-Ashry
-2-
January 23, 2003
Attachments
GEF Co-financing Annex (Annex 20 of the Bank PAD and Annex
1.8 of the UNDP project document); Nile Transboundary
Environmental Action Project Bank PAD and UNDP Project
Document
cc: Messrs./Mmes. cc: Messrs./Mmes. King, GEF PROGRAM COORDINATION
(GEFSEC); Biderman, Grey (AFTU1); Andersen, Vilceus
(AFTU2); Scobey, Bond, Crepin, Hillers (AFTES); Msellati,
Collier (MNSRE); Khanna, Wedderburn, Aryal, Hatziolos (ENV);
Pinto, Torres, Alers, Hudson (UNDP/ESDG/GEF); Cluckers
(UNDP Sudan Deputy Resident Representative); Daraghma
(UNDP Regional Coordinator); ENVGC ISC, AFTU2 Files (IRIS
for P070073)
Document of
The World Bank
Report No: 24609-AFR
PROJECT APPRAISAL DOCUMENT
ON A
PROPOSED GRANT FROM THE
GLOBAL ENVIRONMENT FACILITY
IN THE AMOUNT OF SDR 6.00 MILLION(US$8.00 MILLION EQUIVALENT)
TO THE NILE BASIN INITIATIVE
(FOR THE BENEFIT OF BURUNDI, DR CONGO, EGYPT, ETHIOPIA, KENYA, RWANDA,
SUDAN, TANZANIA, UGANDA)
FOR
NILE TRANSBOUNDARY ENVIRONMENTAL ACTION PROJECT
September 15, 2002
Nile Team
CURRENCY EQUIVALENTS
(Exchange Rate Effective )
Currency Unit = US$
FISCAL YEAR
2003 -- 2008
ABBREVIATIONS AND ACRONYMS
CAS
Country Assistance Strategy
CCBO
Community-based Organization
CCF
Country Cooperation Framework (UNDP)
CEM
Country Economic Memorandum
CG
Consultative Group
CIDA
Canadian International Development Agency
DSS
Decision Support System
EAC
East African Community
EN-SAP
Eastern Nile riparian grouping for project development: includes Egypt, Sudan and
Ethiopia
FAO
United Nations Food and Agriculture Organization
FMR
Financial Management Report
GEF
Global Environment Facility
GIS
Geographical Information System
HEP
Hydro-Electric Power Development
ICCON
International Consortium for Cooperation on the Nile
ILWM
Integrated Land and Water Management Program for Africa
IMS
Information Management System
IPM
Integrated Pest Management
IUCN
World Conservation Union
LVDP
Lake Victoria Development Strategy and Action Plan for Sustainable Development
LVEMP
Lake Victoria Environmental Management Project
NBI
Nile Basin Initiative
NBTF
Nile Basin Trust Fund
NEL-SAP
Nile Equatorial Lakes Region riparian group for project development: includes the six
countries in the southern portion of the Basin Burundi, D.R. Congo, Kenya, Rwanda,
Tanzania and Uganda as well as the downstream riparians, Sudan and Egypt
NGO
Nongovernmental organization
Nile-COM
Council of Ministers of Water Affairs of the Nile Basin
Nile-TAC
Nile Basin Initiative Technical Advisory Committee
Nile-SEC
Nile Basin Initiative Secretariat
NRBAP
Nile River Basin Action Program
PDF
Project Development Facility (GEF)
PIP
Project Implementation Plan
PIR
Project Implementation Review
PMU
Project Management Unit
PSA
Project Services Agency
PSC
Project Steering Committee
RBM
River Basin Model
SAP
Subsidiary Action Program
SGP
Small Grants Programme
Sida
Swedish International Development Agency
SMLVBP
Sustainable Management of the Lake Victoria Basin Program
SVP
Shared Vision Program
TEA
Transboundary Environmental Analysis
UNDB
United Nations Development Business
UNDP
United Nations Development Programme
UNOPS
United Nations Office for Project Services
USAID
United States Agency for International Development
WWF
World Wide Fund for Nature
Vice President:
Callisto Madavo
Country Manager/Director:
Praful C. Patel
Sector Manager/Director:
Praful C. Patel
Task Team Leader/Task Manager:
Inger Andersen
NILE BASIN INITIATIVE
NILE TRANSBOUNDARY ENVIRONMENTAL ACTION PROJECT
CONTENTS
A. Project Development Objective
Page
1. Project development objective
2
2. Key performance indicators
2
B. Strategic Context
1. Sector-related Country Assistance Strategy (CAS) goal supported by the project
3
2. Main sector issues and Government strategy
5
3. Sector issues to be addressed by the project and strategic choices
9
C. Project Description Summary
1. Project components
9
2. Key policy and institutional reforms supported by the project
15
3. Benefits and target population
15
4. Institutional and implementation arrangements
16
D. Project Rationale
1. Project alternatives considered and reasons for rejection
17
2. Major related projects financed by the Bank and other development agencies
17
3. Lessons learned and reflected in the project design
20
4. Indications of borrower commitment and ownership
22
5. Value added of Bank support in this project
22
E. Summary Project Analysis
1. Economic
23
2. Financial
23
3. Technical
24
4. Institutional
25
5. Environmental
26
6. Social
27
7. Safeguard Policies
29
F. Sustainability and Risks
1. Sustainability
29
2. Critical risks
30
3. Possible controversial aspects
32
G. Main Conditions
1. Effectiveness Condition
32
2. Other
33
H. Readiness for Implementation
33
I. Compliance with Bank Policies
33
Annexes
Annex 1: Project Design Summary
34
Annex 2: Detailed Project Description
41
Annex 3: Estimated Project Costs
72
Annex 4: Cost Benefit Analysis Summary, or Cost-Effectiveness Analysis Summary
73
Annex 5: Financial Summary for Revenue-Earning Project Entities, or Financial Summary
90
Annex 6: Procurement and Disbursement Arrangements
91
Annex 7: Project Processing Schedule
105
Annex 8: Documents in the Project File
106
Annex 9: Statement of Loans and Credits
111
Annex 10: Country at a Glance
124
Annex 11: Strategic Action Program
143
Annex 12: Public Involvement Plan Summary
144
Annex 13: Institutional Arrangements for Project Implementation
152
Annex 14: Description of the Nile Basin Initiative
162
Annex 15: Root Causes
173
Annex 16: Letters of Endorsement
180
Annex 17: STAP Roster Technical Review
191
Annex 18: Response to STAP (and IA comments as appropriate)
195
Annex 19: Integrated Safeguards Data Sheet
196
Annex 20: Summary of GEF Co-Financing
202
MAP(S)
IBRD 30967 (May 2001)
NILE BASIN INITIATIVE
Nile Transboundary Environmental Action Project
Project Appraisal Document
Africa Regional Office
Middle East and North Africa Region
Nile Team
Date: September 15, 2002
Team Leader: Inger Andersen
Sector Manager/Director: Praful C. Patel
Sector(s): General water/sanitation/flood protection sector
Country Director: Praful C. Patel
(100%)
Project ID: P070073
Theme(s): Water resource management (P) ,
Focal Area: I - International Waters
Environmental policies and institutions (P), Pollution
management and environmental health (P), Biodiversity
(P)
Project Financing Data
[ ] Loan [ ] Credit [X] Grant [ ] Guarantee [ ] Other:
For Loans/Credits/Others:
Amount (US$m): 8.0
Incremental Cost Summary:
Total project costs 43.60
Other SVP increment 76.60
Total incremental cost of program 120.20
Financing Plan (US$m): Source
Local
Foreign
Total
BORROWER/RECIPIENT
3.55
0.00
3.55
GLOBAL ENVIRONMENT FACILITY
0.00
8.00
8.00
NILE BASIN TRUST FUND
0.00
12.81
12.81
UN DEVELOPMENT PROGRAMME
0.00
18.49
18.49
NON-GOVERNMENT ORGANIZATION (NGO) OF
0.75
0.00
0.75
BORROWING COUNTRY
Total:
4.30
39.30
43.60
Borrower/Recipient: NILE BASIN INITIATIVE
Responsible agency: NILE BASIN INITIATIVE
Address: Nile Basin Secretariat, P.O. Box 192, Entebbe, Uganda
Contact Person: Mr. Meraji Msuya, Executive Director
Tel: 256 41 32 13 29
Fax: 256 41 32 09 71
Email: nbisec@nilesec.org
Estimated Disbursements ( Bank FY/US$m):
FY
2003
2004
2005
2006
2007
2008
Annual
0.02
1.30
2.18
2.40
1.40
0.70
Cumulative
0.02
1.32
3.50
5.90
7.30
8.00
Project implementation period: 5 years
Expected effectiveness date: 03/31/2003
Expected closing date: 05/30/2008
* Note: Financing Plan=Incremental Cost: comprised of the Transboundary Environmental Action Project augmented by a significant portion of the
SVP project portfolio. Separate PADs will be submitted for other SVP projects.
OCS PAD Form: Rev. March, 2000
A. Project Development Objective
1. Project development objective: (see Annex 1)
The Nile Basin Initiative. The Nile Basin Initiative (NBI) is a transitional mechanism that
includes nine Nile riparian countries as equal members in a regional partnership to promote
economic development and fight poverty throughout the Basin. The vision of the NBI is to
achieve sustainable socio-economic development through the equitable utilization of, and benefit
from, the common Nile Basin water resources.
The Nile Transboundary Environmental Action Project will support the development of a
basin-wide framework for actions to address high-priority transboundary environmental issues
within the context of the Nile Basin Initiative's Strategic Action Program. The United Nations
Development Program (UNDP) and the World Bank will jointly, as implementing agencies of
the Global Environment Facility (GEF), support the project while continuing to draw on the
comparative advantage of each of the organizations. (See section B.2 below.)
Nile Basin Transboundary Environmental Analysis. The key challenges were identified and
prioritized by a Transboundary Environmental Analysis (TEA) that was conducted jointly by the
Nile Basin States in preparation for this project. The main objective of the TEA was to help
translate existing national environmental commitments and interests into regional and basin-wide
analytical frameworks, priorities and, eventually, basin-wide actions. The TEA was initiated by
the Nile Basin countries in December 1999 with funding from the GEF Project Development
Facility (PDF), UNDP and World Bank resources. The full report was published in May 2001.
A Prioritized "Agenda for Environmental Action in the Nile Basin" emerged from the TEA
process and was incorporated in the TEA report. Consistent with this Agenda, the Nile
Transboundary Environmental Action Project will: (a) provide a forum to discuss development
paths for the Nile with a wide range of stakeholders; (b) improve understanding of the
relationship between water resources development and the environment; and (c) enhance
basin-wide cooperation. The Agenda for Environmental Action in the Nile Basin will also be
reflected in the capacity building and investment programs of the Nile Basin Initiative in key
social and economic development sectors.
2. Key performance indicators: (see Annex 1)
Performance Indicators. To facilitate a full overview of the project, the present PAD describes
both the Bank and UNDP supported components. The achievements of the Bank's components
will be judged by the following outcome indicators:
Increased regional cooperation in environmental and water management fields;
Increased basin-wide community action and cooperation in land and water management;
Effective basin-wide networks of environmental and water professionals;
Greater appreciation of river hydrology and more informed discussion of development paths;
Expanded information and knowledge base on land and water resources available to
government staff and NGOs;
- 2 -
Greater awareness of the linkages between macro/sectoral policies and the environment; and
Greater awareness of and increased capacity on transboundary water quality threats.
B. Strategic Context
1. Sector-related Country Assistance Strategy (CAS) goal supported by the project: (see Annex 1)
Document number:
Burundi
CAS 14442-BU
D.R.Congo
Transitional Sup. Strategy Report no. 22499-ZR
Egypt
CAS 22163-EGT
Ethiopia
CAS 17009-ET
Ethiopia
Interim Support Strategy 21189 ET, November 9, 2000
Kenya
CAS 18391-KY
Rwanda
CAS 17478-RW
Tanzania
CAS 20728-TA
Uganda
CAS 20886-UG
Date of latest CAS discussion:
Burundi - May 2, 1995
D.R.Congo - Transitional Support Strategy - July 9, 2001
Egypt - June 5, 2001
Ethiopia - August 19, 1997
Ethiopia - Interim Support Strategy - November 9, 2000
Kenya - September 2, 1998
Rwanda - March 17, 1998
Tanzania - June 30, 2000
Uganda - December 18, 2000
Harmonized Approach. In a reflection of the UNDP-World Bank International Waters
Partnership, the project has been designed to be in line with both the Bank's Country Assistance
Strategy (CAS) and UNDP's Country Cooperation Framework (CCF) for the countries covered
by this regional project. In general, the goals identified in the various cooperation planning
frameworks of the Bank CASs and UNDP CCFs are supported by the project. Environmental
degradation of land and water resources, and inadequate capacity to manage these resources in a
sustainable manner, have been recognized in all the CAS and CCF documents as threats to the
sustainable development of the countries concerned. The linkages between environmental
degradation and poverty are clearly established, and combating the former will result effectively
in reducing the latter and vice versa. One component is effectively targeting the grass-roots level
with the provision of small-sized grants to community-based organizations and nongovernmental
organizations (NGOs).
The Transboundary Environmental Action Project is regional in scope and will foster regional
integration and cooperation, not just in the area of environment, but also in a wider water-land
context, and as such it will contribute to the goals of the CASs and CCFs. The education sector is
weak in all the countries, in particular at the primary and secondary levels. Many of the CASs
and CCFs focus on providing support to the sector and the current project actively contributes to
this goal through its environmental education component.
- 3 -
Environment and water resources management issues are prominent in the seven CASs. Most of
the CASs recognize the centrality of sound environmental management and each of the countries
gives prominence to different aspects of the water sub-sector (water supply and sanitation,
irrigation, etc.). Environmental sustainability as well as sustainable management of the water
sectors is highlighted. This project will emphasize the transboundary nature of environment and
water resource management.
Burundi
CAS Environmental Concerns. The current project addresses directly the environmental
concerns that have been highlighted in the CAS, with improved environmental management of
watersheds.
Democratic Republic of Congo
The Bank's Transitional Support Strategy Report no. 22499-ZR, July 9, 2001 (covers a one-year
period) Rehabilitation, Promoting Stability and Conflict Resolution. The project supports this
objective through a wide range of activities fostering regional integration and cooperation, and
supporting the creation of mutual trust through exchanges with other Nile Basin States.
Egypt
CAS Improving Natural Resources Management. The project supports CAS objectives relating
to improved environmental management, particularly in the area of watershed management. The
NBI is specifically cited as one of the avenues through which sustainable use of the Nile's
resources can be achieved.
Ethiopia
CAS Agriculture and Environment. The project supports CAS objectives relating to improved
environmental and water resources management.
Kenya
CAS Capacity Building. The project supports CAS objectives relating to capacity building,
particularly in public sector institutions.
Rwanda
CAS Renewing Natural Resources. The project supports CAS objectives relating to improved
environmental and water resources management.
Sudan
Sudan's 2002 Country Economic Memorandum (CEM) is currently under preparation. It is
anticipated that water resource management, irrigation and the land and water interface will be
prominent features of the CEM.
Tanzania
CAS Sustainable Rural Development. The Transboundary Environmental Action Project
supports CAS objectives relating to improved environmental and water resources management.
- 4 -
Uganda
CAS Sustainable Rural Development. The project supports CAS objectives relating to
improved watershed management. The NBI is specifically cited as one of the avenues through
which Uganda can become more integrated with its neighbors, thereby improving development.
1a. Global Operational strategy/Program objective addressed by the project:
GEF Operational Program No. 9. The Transboundary Environmental Action Project fully
supports the objectives of GEF Operational Program Number 9, the "Integrated Land and Water
Multiple Focal Area Operational Program." Consistent with the priorities of Operational Program
Number 9, GEF can "be a catalyst for action to bring about the successful integration of
improved land and water resource management practices on an area-wide basis." It specifically
addresses the goal of the Operational Program to assist a "group of countries to utilize the full
range of technical, economic, financial, regulatory, and institutional measures needed to
operationalize sustainable development strategies for international waters and their drainage
basins." Special attention is given to "integrated land and water resources management" and the
special protection of sensitive areas since "land degradation resulting in damage to the water
resources" is often a transboundary problem that requires "political commitments on the part of
neighboring countries to work together, establish factual priorities, and decide on joint
commitments for action."
Consistency with World Bank and GEF Strategies and Guidelines. The Nile Basin Initiative,
consistent with GEF guidelines, will "achieve changes in sectoral policies and activities as well
as in leveraging donor and regular Implementing Agency participation." Its "projects focus on
integrated approaches for the use of better land and water resources management practices on an
area-wide basis." "Community involvement and stakeholder participation" are especially
important and the GEF basin-wide project is aiming to "derive lessons learned in testing
workable mechanisms to improve community, NGO, stakeholder [including the private sector]
and inter-ministerial participation in planning, implementing and evaluating projects." As an
outcome of the basin-wide project and in line with Operational Program Number 9, "political
commitments on the part of neighboring countries to work together, establish factual priorities,
and decide on joint commitments for actions" will be supported. A "strengthened multi-country
institutional arrangement is ... [an] appropriate measure for support." The program has been
designed to "test various interventions and learn from implementation." It will also provide
critical support for activities in two priority development regions for the GEF--Sub-Saharan
Africa and the Middle East and North Africa. The project is also consistent with the World Bank
corporate Environment Strategy because it supports sustainable development, promotes poverty
reduction, and improves quality of life by removing environmental constraints to economic
development and empowering people and societies to manage their environmental resources.
2. Main sector issues and Government strategy:
Nile Cooperation - Challenges and Opportunities. Cooperative management of the Nile River
Basin is one of the greatest challenges of the global international waters agenda. The Nile has
enormous potential to foster regional social and economic development through advances in food
production, transportation, power production, industrial development, environmental
conservation and other related activities. To realize this potential, the riparians have come to
- 5 -
recognize that they must take concrete steps to address current challenges and that cooperative,
sustainable development holds the greatest prospect of delivering mutual benefits to the region.
A Shared Vision. In an historic effort, the Nile Basin countries have come together within the
Nile Basin Initiative to realize a shared vision "to achieve sustainable socio-economic
development through the equitable utilization of, and benefit from, the common Nile Basin water
resources." Recognizing the tremendous benefits that can be reaped from cooperation, yet fully
aware of the challenges ahead, the Nile countries have embarked on a remarkable journey to
translate their shared vision into concrete activities and projects that will build confidence and
capacity across the Basin (the Shared Vision Program), as well as initiate concrete investments
and action on the ground at local levels (Subsidiary Action Programs).
The Shared Vision Program (SVP) includes 7 projects:
(Note 1: See Annex 14 for further background information on the Nile Basin Initiative.)
1.
Nile Transboundary Environmental Action
2.
Nile Basin Regional Power Trade
3.
Efficient Water Use for Agricultural Production
4.
Water Resources Planning and Management
5.
Confidence-Building and Stakeholder Involvement (Communications)
6.
Applied Training
7.
Socio-Economic Development and Benefit-Sharing.
SVP Financing. Total program costs for the SVP are estimated at US$130 million. The SVP is a
grant-funded program, supported by bilateral donors, international financial institutions, and
other grant mechanisms. At the request of the NBI's Council of Ministers of Water Affairs
(Nile-COM), the World Bank has taken the required steps to establish a multi-donor trust fund,
the Nile Basin Trust Fund (NBTF), as the preferred mechanism for funding SVP projects, and
will initially serve as the administrator of the NBTF. It is intended that as progress is achieved in
SVP implementation and a permanent institutional framework is established, the NBTF will be
transferred to an NBI institution following consultation between the donors, the Nile riparians
and the Bank. Current bilateral donors supporting the SVP through the NBTF include: Canada,
Denmark, the Netherlands, Norway, Sweden and the United Kingdom. While NBTF funds are
non-earmarked resources, the Canadian International Development Agency (CIDA) has
contributed to the NBTF with a particular view to support this project.
Investments at Sub-basin Levels. At the same time, groups of countries--one in the Eastern
Nile and the other in the Nile Equatorial Lakes region--have identified joint investment
opportunities. These Subsidiary Action Programs (SAPs) will consist of investment projects that
confer mutual benefits at the sub-basin level, each involving two or more countries. Identified
areas of cooperation include irrigation and water use in agriculture, hydropower development and
power trade, watershed management, flood and drought management and sustainable
management of lakes and wetlands.
SVP Building Regional Cooperation Across Sectors and Themes. As a whole, the Shared
Vision Program aims to create an enabling environment for cooperative management of the Nile
Basin, and for development and investment at the basin and sub-basin levels. Though each
- 6 -
project is different in focus and scope, all contribute to building a strong foundation for regional
cooperation by supporting basin-wide engagement and dialogue, developing common strategic
and analytical frameworks, building practical tools and demonstrations, and strengthening human
and institutional capacity. Together, they pave the way for the realization of the Vision through
investments on the ground within the Subsidiary Action Programs.
Strengthening Transboundary Environmental Management. This project will strengthen
riparian cooperation and coordination by supporting a series of measures focusing on various
aspects of transboundary environmental management. Project activities include capacity building,
training, education and awareness raising, knowledge and information sharing, development of a
decision support system, communications, environmental monitoring and field activities at
selected pilot sites. Diverse stakeholder groups will be encouraged to work together, both within
their own countries and with counterparts in other riparian countries, to help build the mutual
understanding, relationships and trust that are essential to joint problem-solving.
The Main Regional Sector Issues. The main regional sector issues, as well as their relationship
to SVP projects, are summarized below.
Utilization of Water Resources. Water resources are utilized at a high level in parts of the Nile
Basin, and, throughout, the availability of water is highly variable both in space and in time.
These factors result in considerable water stress across much of the Basin. Population growth,
urbanization, poverty, and environmental threats exacerbate this stress. These problems are
extremely difficult to tackle effectively if treated in isolation. However, the challenges can be
effectively met by taking a collaborative and integrated approach to sustainable economic
development of Nile Basin resources. Real opportunities will only be apparent through
cross-sectoral win-win planning and broad-based investment projects. Such development
scenarios and benefit-sharing will be explored within the SVP Socio-Economic Development
and Benefit-Sharing Project, while the Water Resources Management Project as well as the
Transboundary Environmental Action Project will provide the tools and strengthen capacity for
improved environment and water resources planning and management. This will support
effective analysis of potential development options.
Institutional Capacity. The institutions involved in planning and management vary widely across
the Basin, in terms of size, funding, capacity, and legal and institutional framework. Strong
national institutions are an important element in achieving regional cooperation and the joint
planning and management of the Nile Basin's shared resources and transboundary environmental
issues. The SVP projects aim to increase institutional capacity at local, national, and regional
levels.
Information. The networks, databases, and facilities needed to process and analyze
environment-related information are not well developed or are not functioning effectively in most
of the Basin countries. The data that do exist are often inconsistent and scattered across several
government departments and are difficult to access both within and from outside the countries.
More accurate information for informed decision making and priority setting at national, regional
and sub-regional levels will be critical as the level of cooperation increases. Integrated
- 7 -
management of Nile Basin resources and joint investment planning at the subsidiary (sub-basin)
level will depend upon access to reliable information, as well as adequate modeling, decision
support tools, a supportive national and basin-wide knowledge base, and effective networking
between professionals. Within the SVP, the present project, the Water Resources Project, the
Confidence Building and Stakeholder Involvement Project and the Applied Training Project, will
each address some of these issues.
Domestic Water Supply and Sanitation. Access to safe drinking water and adequate sanitation
facilities is a major challenge in most of the Nile riparian countries. Diarrhea is one of the major
causes of sickness and death among small children. This is frequently related to consumption of
drinking water and foods prepared with water polluted by discharge of partially treated or
untreated sewage, and is often compounded by insufficient hygiene education. Significant
improvements have been achieved in Egypt in recent years through programs specifically
addressing these issues, yet in other parts of the Basin waterborne intestinal diseases and death of
the young, the very old, and vulnerable groups, such as people living with HIV/AIDS, remain a
problem. Successful development and initiatives in this sector require the commitment of
national/local governments and utilities to undertake institutional, financial and technical
measures, including public-private partnership models and investment in technologies that
respond to local needs and capacities. The present project addresses public awareness raising
with regard to environmental pollution and health.
Irrigation. Agriculture is by far the largest water user in the Basin, and is of great economic and
social importance. Irrigated agriculture is found mostly in the northern part of the Basin, while
rain-fed agriculture prevails in the southern and eastern parts. There is heavy reliance on local
food production in the Basin, and food security is an important issue. Efficient water use in
agriculture is being addressed within the SVP Efficient Water Use for Agricultural Production
Project, while training and knowledge sharing aspects will be addressed in the Applied Training
Project. Furthermore, the Socio-Economic Development and Benefit-Sharing Project is taking a
strategic approach through scenario-building and macroeconomic analysis, which will necessarily
include the role of agriculture in the Basin's future.
Hydropower. While hydropower is relatively undeveloped in the Basin, power demand is
increasing rapidly and the limited availability of electricity is constraining development. There is
substantial potential for increased development of reliable, low-cost power, for example through
expansion of hydropower production and through exploring opportunities for regional power
trade. These options are being examined in the SVP project entitled Nile Basin Regional Power
Trade.
Environmental Concerns. Significant environmental issues related to water resources include
land degradation, water quality protection, aquatic weeds infestation, wetland protection, and
extreme events. Land degradation due to deforestation and cultivation on steep slopes has led to
losses of biologically important habitats, high rates of soil erosion, and sedimentation of rivers,
lakes, and reservoirs. Water quality problems are increasing, with localized pollution from
agriculture, industry, mining and domestic effluent. The proliferation of aquatic weeds,
particularly water hyacinth, is having major adverse consequences. The region contains some of
- 8 -
the world's largest and most ecologically important wetlands. Pollution and changes in flow
regimes due to water resources development could have major effects on the human use and
biodiversity conservation value of these ecosystems. Poverty and population growth impose
additional pressures on natural resources, compounded by a lack of awareness of land-water
interactions and the functioning of critical ecosystems. Furthermore, large-scale flooding and
periodic devastating droughts are a very severe problem in most of the Basin. While the priority
environmental concerns in the Basin are primarily being addressed within this Transboundary
Environmental Action Project, this project will be complemented by all of the SVP projects and
it will lay the foundation for sustainable development actions in the SAPs.
Participation and Public Awareness. Increased public awareness of the importance of
conserving water and other natural resources is urgently needed. This will be addressed in one of
the components of the present project. National and basin-wide communication programs are
also required, to create a culture of awareness of the opportunities for beneficial cooperation in
the Nile Basin. This will be addressed in the SVP Confidence-Building and Stakeholder
Involvement (Communication) Project. Stakeholder participation, with particular sensitivity to
gender issues and the effective participation of women, is an important part of all of the SVP
projects.
3. Sector issues to be addressed by the project and strategic choices:
Transboundary Environmental Threats. The Nile countries recognize that future development
of the Basin must be environmentally sustainable. Identifying the environment and development
synergies, and thus the sustainable development opportunities in the Basin, has therefore
emerged as a major priority. More effective cooperation and coordination between the riparian
countries is badly needed if the Nile Basin's environment is to be conserved in ways that help
improve the quality of life of the inhabitants. This project will strengthen riparian cooperation
and coordination through transboundary activities including capacity building, training, education
and awareness raising, knowledge and information sharing, communications, environmental
monitoring and activities at selected pilot sites. Consistent emphasis will be given to encouraging
diverse stakeholder groups to work together, not only within their own countries but especially
with counterparts in other riparian countries, as an essential contribution to building the mutual
understanding, relationships and trust that will be essential to collaborative problem-solving for
the Basin as a whole.
C. Project Description Summary
1. Project components (see Annex 2 for a detailed description and Annex 3 for a detailed cost
breakdown):
The project has been developed through an extensive participatory process (see Annex 12). It
will be financed jointly by the World Bank and UNDP with funds from the GEF and from the
Bank administered NBTF. The main text of this PAD covers the Bank financed components of
the project. The annexes reflect components financed by both, with a clear indication of whether
the activities described are Bank or UNDP financed.
The project will encourage more effective basin-wide stakeholder cooperation on transboundary
- 9 -
environmental issues by supporting the implementation of the actions prioritized by the TEA, in
the following areas:
1.
Institutional Strengthening to Facilitate Regional Cooperation
(GEF/UNDP; GEF/WB and NBTF/WB)
2.
Community-Level Land, Forest and Water Conservation (GEF/UNDP and CIDA through
NBTF/WB)
3.
Environmental Education and Awareness (GEF/UNDP)
4.
Wetlands and Biodiversity Conservation (GEF/UNDP and NBTF/WB)
5.
Water Quality Monitoring Basin-wide (GEF/WB)
The project has been designed with a phased approach. This is a function of funding constraints
present in the GEF. The five-year project has therefore been divided into two GEF funding
phases. All Bank GEF components are fully funded from the initial GEF allocation and will be
completed within the five-year time span of the full project. However, it is anticipated that
additional resources might be received for Phase II through the NBTF to address aspects of
component 4 (Wetlands and Biodiversity Conservation). At the end of the third project year, a
second submission will be made by UNDP for the additional GEF resources required.
The overall project is supported by GEF resources as outlined below (in million US$):
GEF Resources
World Bank
UNDP
Total
Phase 1
8.0
8.8
16.8
Phase 2
9.7
9.7
Project total
8.0
18.5
26.5
The overall project is supported by resources from the Bank administered NBTF. The NBTF
resources will support both UNDP and Bank financed GEF activities as outlined below:
Nile Basin Trust Fund (NBTF) Resources
COMPONENT
NBTF
NBTF donors
1.3 River Basin Model
2.7
Various
2. Land, Forests and Water Conservation
7.4
CIDA
4. Wetlands and Biodiversity Conservation
2.7
Netherlands*
Total funds from NBTF for Nile Transboundary Environmental
12.8
Action Project
*Netherlands contribution (Phase 2) to be confirmed.
Nile Country Contributions - Contributions (cash and in-kind) by the Nile riparian countries are
estimated to amount to US$4.3 million (see Annex 2 - Appendix E).
- 10 -
The funding for the overall project is summarized in the table below:
Total Project Resources
Project Funding Overview
GEF/
NBTF
GEF/UNDP
Nile
Total
World Bank
countries
8.0
12.8
8.8
4.3
33.9
9.7 (Phase 2)
9.7
8.0
12.8
18.5
4.3
43.6
The total cost of the project is therefore: US$43.6 million, of which the Bank will finance
US$20.7 million as follows:
GEF resources:
US$8.0 million
CIDA contribution to NBTF:
US$7.4 million
NBTF contribution (nonearmarked):
US$2.7 million
Netherlands contribution to NBTF:
US$2.7 million (to be confirmed).
Incremental Cost - The alternative consists of the steps needed to establish a sound basin-wide
environmental framework consistent with current and projected patterns of economic
development. This would be accomplished through GEF support of the present Transboundary
Environmental Action Project to facilitate the priority transboundary actions outlined in the
Agenda for Environmental Action in the Nile Basin, combined with additional resources from
other projects within the NBI Strategic Action Program, which are funded through the ICCON
mechanism by other international as well as domestic sources. Separate Project Appraisal
Documents will be processed for each of these SVP projects. However, a description of these
projects is provided in Annex 14.
Incremental Cost Summary
Alternative
Local
Foreign
Total
(GEF&non-GEF)
Total project costs
4.30
39.30
43.60
Other Shared Vision Program
76.60
76.60
Total Incremental Cost
115.90
120.20
The Bank financed (through GEF and NBTF) project components are described below. The
description of the full project is provided in Annex 2.
NOTE: To prevent confusion, the component and sub-component numbering of the present
World Bank PAD is being kept as it was in the discussions with the Nile countries, the Nile-SEC,
the donors and UNDP. The UNDP components are omitted from the PAD main text, but are fully
referenced in the Annexes.
- 11 -
Component 1 - Institutional Strengthening to Facilitate Regional Cooperation
This component will enable deeper and more effective cooperation on transboundary
environmental management among and between the Nile riparian countries, including
governments, NGOs, researchers and other stakeholders. Key stakeholders will gain improved
access to relevant resource management information relating to the entire Nile Basin, while some
of the key linkages between macro and sectoral policies and the environment will be highlighted
and better understood. A substantial learning process will result from the development of a River
Basin Model and Decision Support System in coordination with the SVP Water Resources
Planning and Management Project, which will increase understanding of the Nile's hydrological
behavior as well as linkages between environment and development. This component includes
the management arrangements for the entire project.
1.2 Knowledge Management (GEF/WB). This sub-component will provide project participants
and other key stakeholders across the Basin with improved access to relevant environmental and
natural resource management information, while sharing experiences and building on lessons
learned across the NBI. This sub-component will offer a tremendous opportunity for learning and
exchange of experiences across the SVP projects and for transferring lessons and providing
exchanges with the emerging Subsidiary Action Programs. Key products will be regular project
newsletters (print and electronic distribution), including special themes/topics as appropriate,
such as youth and environment, and a regularly updated project website. The sub-component will
also support setup and maintenance of connections to the NBI website and resource center which
is established at and managed by the Nile Basin Secretariat.
1.3 River Basin Model (GEF/WB and NBTF/WB). This sub-component will be a major
contributor to the development of a River Basin Model for the Nile Basin. The model, which will
be the first basin-wide, highly participatory modeling effort anchored in the Basin, will provide a
means to better understand and describe, on a regional basis, Basin hydrology and river system
behavior. It will provide a commonly developed and agreed means of assessing the impacts of
alternative development and management schemes that may have transboundary implications. It
will provide quantitative river flow information to support more detailed environmental
assessments. Broader, multi-sectoral databases and finer-scale models may be developed in
subsequent projects to address site-specific issues.
The River Basin Model will be developed as part of a Nile Basin Decision Support System
(DSS) within the context of the SVP Water Resources Planning and Management Project. The
DSS will be a basin-wide, computer-based platform for communication, information sharing and
analysis of Nile Basin water resources (i.e., the River Basin Model). The DSS is being developed
to support the assessment of transboundary opportunities for cooperative action based on
commonly shared information and analysis tools. The DSS will build the technical foundation for
and enhance the sustainability of integrated environmental and water resources planning.
This GEF project will contribute to the development and application of the River Basin Model.
The SVP Water Resources Planning and Management Project will also support model
development efforts as well as the remaining DSS components, including the strengthening of
- 12 -
institutional frameworks and human capacity for DSS development; the development of a
basin-wide information management system; and the development of guidelines for data
collection, analysis and exchange.
1.4 Macro/Sectoral Policies and the Environment (GEF/WB). This sub-component will consist
of policy studies building on two key issues identified in the Nile River Basin TEA: (a) the
relationship between deforestation for fuelwood and the dynamics of the energy markets being
supplied; and (b) the complex links between agricultural productivity, pesticide subsidies and
non-point source pollution of water supplies. This sub-component aims at increasing the
understanding of shared and high priority environmental policy issues that affect environmental
conservation in the Nile Basin. Nile Basin networks of researchers working on transboundary
environmental policy issues will be established and strengthened. Lessons learned will be widely
disseminated and exchanges encouraged across SVP projects and SAPs through knowledge
management activities (sub-component 1.2) and interaction with other SVP project activities.
Component 2 Community-Level Land, Forest, and Water Conservation
Pilot activities at selected transboundary sites will demonstrate the feasibility of local-level
approaches to land and water conservation, including mitigation actions for soil erosion,
desertification, non-point source pollution and invasive water weeds. National NGO networks
will be strengthened and NGO-government collaboration improved.
2.3 Nile Transboundary Microgrant Program (GEF/UNDP; NBTF/WB through Canadian
CIDA contribution). The Nile Transboundary Microgrant Program will support
community-driven interventions to address transboundary environmental threats on a local scale.
The Nile Transboundary Microgrant Program will also provide alternative sustainable livelihood
opportunities to communities who may otherwise be obliged to overexploit their natural
resources. The main emphasis of the Nile Transboundary Microgrant Program will be on piloting
new and promising transboundary initiatives, on the development and dissemination of best
practice and on exchanges of lessons learned. It is anticipated that there will be opportunities for
the more successful or promising initiatives to be scaled up or replicated within subsequent
phases of the NBI SAPs. The size of each grant will not exceed $25,000.
Component 5: Water Quality Monitoring Basin-wide (GEF/WB)
This project component aims at increasing understanding about the current state of water quality
and priority needs for transboundary cooperation between the Nile countries. It will contribute to
building greater capacity for water quality monitoring and management.
The Nile countries vary considerably in the extent to which they consider water quality an
immediate priority and in their technical and resource capacities to address water quality issues at
this point. The project component will take this into account and foster a regional dialogue and
cooperation between relevant agencies across the Basin. It will raise awareness on benefits/costs
of cooperation with regard to water quality management. Exchange of experiences on regulatory
- 13 -
issues and on water quality information between countries will facilitate improved decision
making by governments and other resource users. The project component also aims to create a
starting point for increased regional transboundary water quality assessment and collaborative
action through initiating a limited exchange of information. Activities related to geo-referencing
and exchange of information will be coordinated with and seek collaboration with the SVP Water
Resources Planning and Management Project activities as this project becomes operational.
The Bank funded components of the project amount to a total of US$20.81 million (divided
between GEF and NBTF resources) as depicted in the table below.
Project Cost by Component
Bank managed
Bank managed
Total Bank
GEF financing
NBTF financing
managed funds
US$million
US$million
1. Institutional Strengthening
5.07
3.63
7.77
2. Community-Level Land, Forest, and
0
7.4
7.4
Water Conservation
4. Wetlands and Biodiversity
0
2.71*
Conservation
5. Water Quality Basin-wide
2.93
0
Total Project Costs
8.0
12.81
20.81
An overview of the total project cost is provided in the table below. This table includes both the
UNDP and the Bank resources.
World Bank/GEF and NBTF Components
Indicative
Bank
% of
GEF
% of
Component
Costs
% of
financing
Bank
financing
GEF
(US$M)
Total
(US$M)
financing
(US$M)
financing
1.2 Knowledge Management
0.99
4.8
0.00
0.0
0.99
12.4
1.3 Decision Support System - River Basin Model
6.33
30.4
2.70
21.1
3.63
45.4
1.4 Macro/Sectoral Policies and the Environment
0.45
2.2
0.00
0.0
0.45
5.6
2. Land, Forests and Water Conservation
7.40
35.6
7.40
57.8
0.00
0.0
4. Wetlands and Biodiversity Conservation
2.71
13.0
2.71
21.2
0.00
0.0
5. Water Quality Monitoring Basin-Wide (World
2.93
14.1
0.00
0.0
2.93
36.6
Bank GEF)
Total Project Costs
20.81
100.0
12.81
100.0
8.00
100.0
Total Financing Required
20.81
100.0
12.81
100.0
8.00
100.0
"Bank" financing in the above table indicates financing from the Nile Basin Trust Fund (NBTF) that is managed
by the World Bank.
- 14 -
2. Key policy and institutional reforms supported by the project:
The project supports the Nile Basin countries to develop sound approaches to dealing with
transboundary environmental threats at the regional and national level. The Nile countries
recognize that future development of the Basin must be environmentally sustainable. Identifying
the environment and development synergies, and thus the sustainable development opportunities
in the Basin, is now a major priority. Focusing on transboundary issues provides the riparian
countries with a major opportunity to make significant progress towards their economic and
environmental goals in ways that have proved difficult to achieve independently. Consensus has
emerged in support of a set of activities in the riparian countries to: (a) provide a strategic
framework for the environmentally sustainable development of the Nile River Basin as part of
the SVP; (b) improve the understanding of the relationship of water resources development and
the environment throughout the Basin; and (c) provide a forum to discuss development paths for
the Nile Basin with a wide range of stakeholders.
The Policy Guidelines adopted by the Nile-COM in February 1999 further define the primary
objectives of the NBI. These objectives are:
To develop the water resources of the Nile Basin in a sustainable and equitable way to ensure
prosperity, security, and peace for all its peoples;
To ensure efficient water management and the optimal use of the resources;
To ensure cooperation and joint action between the riparian countries, seeking win-win gains;
To target poverty eradication and promote economic integration; and
To ensure that the program results in a move from planning to action.
3. Benefits and target population:
The primary regional benefits lie in strengthening cooperation and communication on
transboundary environmental and water resources management issues and enhancing regional
and national capacities in natural resources management. Cooperation on transboundary issues
provides an opportunity for regional development that is sustainable and will benefit all people in
the Basin. Regional benefits include:
Strengthened regional institutional capacity for coordinated natural resource and water
management as well as decision support tools;
Increased basin-wide community action and cooperation in land and water management;
Empowerment of local communities in the management of land and water resources;
Improved cooperation and capacities for basin-wide water quality monitoring;
Development of common understanding of Nile riparian issues in the region; and
Progress towards the NBI goals of sustainable development and poverty reduction.
Target populations and beneficiaries include:
Local communities that will benefit from improved security through better land and water
resources management; women's groups will be specifically targeted;
National and local decision makers that will benefit from better planning tools in
environment and water resources management;
- 15 -
Universities, schools, and other educational and professional organizations that will benefit
from an expansion of the overall knowledge base related to the Nile's environment and water
resources as well as increased opportunities for networking with professional colleagues
within the Basin;
Local and national governments in the recipient countries that will benefit from increased
opportunity for capacity building in their river basin monitoring and management skills,
improved knowledge of hydrology, and expanded opportunities to interact with partners from
other Nile Basin governments and NGOs; and
NBI institutions, such as the Nile-COM, the Nile Technical Advisory Committee
(Nile-TAC), and Nile Basin Secretariat (Nile-SEC), as well as regional offices of the Nile
Equatorial Lakes and the Eastern Nile Subsidiary Action Programs (see Annex 14), which
will benefit from enhanced decision making and regional coordination towards sustainable
development goals.
4. Institutional and implementation arrangements:
The Transboundary Environmental Action Project will be jointly supported by UNDP and the
World Bank, as GEF implementing agencies, each with its specialized expertise and comparative
advantage in the thematic areas of intervention. In keeping with the decentralized implementation
arrangements made for the SVP, each of the seven SVP Projects will be executed by the NBI,
through its executive arm, the Nile-SEC. The NBI will set up separate Project Management
Units based in the Basin for each of the SVP projects.
The NBI will execute the World Bank GEF and NBTF financed portions. The Nile-COM has
decided that the NBI enters into a formal partnership with the United Nations Office for Project
Services (UNOPS) through a contractual arrangement to support the NBI in project execution.
This decision from the Nile-COM was given no-objection by the Bank with the approval of the
Bank's Operations Procurement Review Committee (OPRC).
A Project Management Unit (PMU) will be set up in Khartoum, Sudan for the entire project. The
PMU is funded through the UNDP financed portion of the project. The PMU will provide
technical and managerial support to the Nile-SEC in overseeing the implementation of the
project, with a Thematic Lead Specialist recruited from the region to coordinate each major
project component. Through UNOPS as the NBI's agent, the PMU will also facilitate local
contracting, fund management, local procurement, disbursement, program administration and
project level monitoring (see Annex 13).
One National Project Coordinator in each country will provide a critical link between the
Thematic Lead Specialists based in the PMU and the national specialists and organizations
involved in implementing the various project components within the respective countries. Project
implementation will prioritize the participation of all key stakeholders, including local and
traditional communities, ministries of water, agriculture, and forestry, NGOs, educational
institutions, and private sector organizations.
A Project Steering Committee (PSC) will be established to provide oversight and guidance to
project implementation (see Annex 13).
- 16 -
D. Project Rationale
1. Project alternatives considered and reasons for rejection:
Project alternatives were reviewed through the preparation of the TEA. National experts played
key coordination and technical roles, together with UNDP and World Bank staff. One of the key
outputs was a preliminary characterization of the major basin-wide environmental threats by the
national experts. Broad national consultations and at least one stakeholder workshop were held in
each riparian country in order to ensure that the process incorporated local and national concerns
and priorities. After completing the national exercises, a regional priority setting exercise was
then undertaken to identify common transboundary environmental issues and priorities. Actions
that largely reflected national concerns, or which had limited transboundary relevance or would
require large national investments were either spun off into the SAPs or left to be addressed at
the national level. Priority actions that would enhance transboundary environmental cooperation,
learning and management were identified, and these are reflected in the project. Preparation of
the TEA fostered an impressive collaboration between the riparian countries' experts and
provided the foundation for the detailed design and implementation of the project.
The alternative to this basin-wide cooperative project would be a series of individual national
programs or projects that would be costly and likely result in duplication and inconsistencies.
Individual programs could not address transboundary issues or the need for systematic and
coordinated monitoring and assessment for regional management of Nile resources.
2. Major related projects financed by the Bank and/or other development agencies (completed,
ongoing and planned).
An initial set of seven basin-wide projects (the SVP) has been endorsed by the Nile-COM and is
being prepared for implementation in the following areas: environmental action (this project),
power trade, efficient water use for agriculture, water resources planning and management,
communications, applied training, and socio-economic development and benefit sharing.
Through the NBI, the Nile countries are now moving forward to implement a Strategic Action
Program comprised of basin-wide activities and joint investment opportunities. Initial financing
has been obtained through the International Consortium for Cooperation on the Nile (ICCON)
(see Annex 14).
The Transboundary Environmental Action Project will provide a basin-wide framework for two
follow-on programs of investment activities: (a) Nile Equatorial Lakes Subsidiary Action
Program (NEL-SAP); and (b) Eastern Nile Subsidiary Action Program (EN-SAP). These
programs are preparing investment projects in sectors that include water and agriculture,
irrigation and drainage, sustainable management of lakes and linked wetlands, watershed
management, water hyacinth and water weed control, hydropower development and power trade,
and flood and drought preparedness.
In addition to NBI activities, two particularly notable transboundary environmental initiatives
have been launched in the Lake Victoria region of the Nile Basin, namely the Lake Victoria
Environmental Management Project (LVEMP) and the joint Lake Victoria Development Strategy
- 17 -
and Action Plan (LVDP).
LVEMP. The LVEMP is a comprehensive program that covers Lake Victoria and its catchment
in Kenya, Tanzania and Uganda. Its main objective is the rehabilitation of the ecosystem--using
a regional transboundary approach--for the benefit of the inhabitants and national economies.
The project addresses the major threats facing the Lake Victoria ecosystem, including
overfishing, eutrophication and algae levels, pollution and invasive exotic species such as the
water hyacinth. The ongoing project commenced in 1994 with a Tripartite Agreement and is
funded by GEF and IDA in addition to national contributions. A follow-up project (Sustainable
Management of the Lake Victoria Basin Program, SMLVBP) is proposed and preparation is
being launched.
The present NBI GEF project will seek to build explicitly upon the lessons learned by, and
achievements of, the LVEMP, allowing replication across the ten-country Nile basin. Activities
in Kenya, Tanzania and Uganda that are part of specific LVEMP components will not receive
additional support. However, the basin-wide activities in the present project will clearly include
Kenyan, Tanzanian and Ugandan participation, which will also aid in transfer of knowledge and
lessons learned. As investment and other support needs, including activities to address
transboundary issues, are further identified in the Lake Victoria Basin through the present project
or other NBI projects, these will be integrated into the preparation of SMLVBP wherever
appropriate. In this way, SMLVBP will be a primary vehicle for Bank support to NBI SAP
investment in the Lake Victoria Basin (see also Annex 14 for additional information on the NBI
and the SAPs).
In order to optimize coordination and maximize complementarity of the present basin-wide
project and LVEMP, the LVEMP focal points of each of the countries (Kenya, Tanzania and
Uganda) will be invited to participate in yearly PSC meetings of the present Nile Transboundary
Environmental Action project. In this way the NBI GEF project will build on and disseminate the
transboundary experiences and actions of LVEMP to the basin-wide level.
Thus the Bank, using IDA and GEF resources, will be financing transboundary water and
environment actions in the Nile Basin within one "concentric" framework, at different levels:
(a)
At the Basin-wide level (10 countries);
(b)
At the Sub-basin level (e.g. 6 countries in the Nile Equatorial Lakes); and
(c)
At lower levels, in the LVEMP/SMLVBP case at the level of Lake Victoria (3 countries).
LVDP. As part of a complementary, longer-term process, the Governments of Kenya, Tanzania
and Uganda have recently re-established formal cooperation through the East African
Community (EAC). The Lake Victoria Basin has been targeted as a Growth Zone common to the
three EAC countries and a joint Lake Victoria Development Strategy and Action Plan for
Sustainable Development (LVDP) is under preparation. To promote the investments necessary
EAC has entered into a Partnership Agreement with the Governments of Sweden (through Sida),
France and Norway as well as the World Bank and the East African Development Bank (April
2001). The partners are committed to support the development of the region in the long term in a
coordinated manner.
- 18 -
A list of relevant Bank projects in the ten Nile countries is provided below. An extensive list of
all relevant projects is provided in Annex 4 (see table entitled "Other Base-Line Projects".)
Latest Supervision
Sector Issue
Project
(PSR) Ratings
(Bank-financed projects only)
Implementation
Development
Progress (IP)
Objective (DO)
Bank-financed
Regional (Kenya, Uganda, Tanzania) - Lake Victoria Environmental
S
S
International Waters - International
Management Project
Waters
Egypt - Agriculture
Egypt East Delta Agricultural
U
U
Services
Egypt - Irrigation and Drainage
Egypt Irrigation Improvement
S
S
Egypt - Irrigation and Drainage
Egypt National Drainage II
S
S
Egypt - Integrated Natural Resource
Matruh Resource Management
S
HS
Management
Ethiopia - Agricultural Research
Agricultural Research
S
S
Ethiopia - Natural Resource
Conservation and Sustainable
S
S
Management
Use of Medical Plants
Ethiopia - Power - Energy Adjustment Energy Access Project
Kenya - Natural Resource
Arid Lands
S
S
Management
Rwanda Environment
Integrated Management of
Critical Ecosystems
Rwanda - Rural Water Supply
Rural Water Supply and
S
S
-Sanitation
Sanitation Project
Tanzania - Water Resources and
River Basin Management and
S
S
Irrigation
Smallholder Irrigation
Improvement
Tanzania Environment
Wildlife and Livestock
Utilization
Uganda Hydropower plant and
Bujagali / Private Hydropower
S
S
Transmission
Uganda Environment
Bwindi Forest and Mgahinga
Gorilla NP Conservation
Uganda Enhancing Environmental
EMCBP I & II
S
S
Management Capacity
Uganda - Power, Energy Conservation Energy for Rural
Transformation Project
Uganda - Natural Resource
ICB PAMSU
S
S
Management Capacity Building
Institutional Strengthening
Uganda Advisory and Information
National Agriculture Advisory
S
S
Services
Services Project
Uganda - Biodiversity and Nature
Protected Areas Management
S
S
Conservation
and Sustainable Use
- 19 -
Uganda Water Supply
Small Towns Water Supply
S
S
Uganda Power System Expansion and UG Fourth Power Project
S
S
Rehabilitation Power Sector Reform
Uganda Fuels
Water Hyacinth Industry
Other development agencies
For projects funded by other
development agencies please refer to
Annex 4 - baseline projects
IP/DO Ratings: HS (Highly Satisfactory), S (Satisfactory), U (Unsatisfactory), HU (Highly Unsatisfactory)
For non-Bank projects, please see Annex 4, Incremental Costs.
3. Lessons learned and reflected in the project design:
Lessons learned from the NBI to date, from the region and from the broader GEF International
Waters Project portfolio, were reflected in project design. The lessons that are of the greatest
relevance to the project include:
(a)
Development of a shared vision. This important step allows development and expression
of a common overarching goal for cooperation and a common view of the objectives of
riparian involvement in a transboundary dialogue and/or institution. Goals need to take
full account of historical, environmental, and socio-economic development constraints
and opportunities.
(b)
Moving from challenges and constraints to opportunities. Long-term conflict over scarce
resources creates challenges, but also provides opportunity for cooperation, thereby
unlocking a huge development potential. In spite of a history of conflicting water
demands and difficulties, the Nile riparian countries have come together to forge a new
environment of cooperation, seeking win-win benefits. The Shared Vision Program has
been designed to provide the "software" and the enabling environment that will foster
sound transboundary cooperation and development among the Nile riparian states.
(c)
Sharing benefits not sharing water. A dialogue that moves away from a stalemate in
sharing a limited resource to sharing its benefits--especially in situations where water
quantity is at stake--can provide a much more constructive base for continued
cooperation and open an avenue for regional integrated planning. This also implies the
need for "widening the circle" from water departments alone to broader sectoral
involvement, such as agriculture, environment, planning, energy, infrastructure, and
education.
(d)
Preventive and curative measures. There is a need to identify and undertake both
preventive and curative measures to address environmental management concerns,
ensuring a careful balance of the two. Preventive measures are by far the most
cost-effective type of intervention and can be complemented by curative actions to
remediate existing problems. In the Nile context, where the water quality concerns are not
yet at critical levels, except in isolated locations (largely centered on urban centers around
Lake Victoria, around large-scale irrigation along the Nile and in the delta), the emphasis
- 20 -
on preventive measures through sustainable development planning presents a huge
opportunity for preventive action.
(e)
Institutional and legal framework. The dialogue and commitment to agree on a basic
legal and institutional framework should be supported and where necessary capacity
should be built to assist in this process. Partnership and trust among countries requires a
"leveling of the playing field" in terms of information and skills among riparian partners.
Entering into dialogue and eventually agreeing on a framework for cooperation
demonstrate national and regional political commitment and facilitate the initiation of
more concrete investment discussions.
(f)
Acceptance of principle of subsidiarity and agreed policy guidelines. The acceptance of
the commonly known principle of subsidiarity has proven immensely useful in the Nile
context. Once agreement was found and a common set of Policy Guidelines determined,
within which all agreed to operate, this provided the opportunity to explore subsidiary
actions on the sub-basin level, which would concern those countries affected by and those
involved in the proposed activities.
(g)
Trust. Developing trust and personal relations among riparian delegations from countries
that have often been in conflict for decades or more is a key ingredient to moving the
process further. Trust and confidence among and between riparian parties and between
riparians and donor partners need to be built and long-term involvement of specific
individuals can be very important.
(h)
Long-term commitment to process and product. Involvement in regional processes
requires a substantial commitment in terms of time, and long-term provision of financial
and human resources. The dialogue process and support for development of trust
underpin an enabling environment for cooperation, and a sense of ownership of and
commitment by all parties to a process that may require years to bear fruit. For donor
agencies, a key requirement is that they be able to stay with the process. Long-term
support that will not be subject to political and institutional changes must be a mainstay
of any donor involvement.
(i)
Partnerships. Building broad partnerships among and within the riparian countries and
with key international agencies and donors is essential for a coordinated process and
implementation of programs and for utilizing the comparative advantage of donor
institutions. Public support and broad ownership in the countries should be encouraged
and built early in the process.
(j)
Management structures and implementation arrangements. Financial sustainability,
careful attention to institutional set-ups and selection of staff, and consideration of
efficient, transparent and accountable management structures are all essential. Regional
projects often have high overhead costs given the inherent complexity of their tasks. The
present project has been designed with minimum organizational structures, and will
- 21 -
instead draw on consultancy expertise (preferably regional consultants) when required.
4. Indications of borrower and recipient commitment and ownership:
National Level. At the national level, the project has received strong support from governmental
institutions and NGOs, which have actively participated in project preparation activities and
workshops (Annex 12 provides a summary of the participatory process that was used in the
project preparation process and a list of the involved stakeholders). The Environment
Ministries/Agencies in the Nile countries have taken an active leadership role in the formulation
of this project, working in close consultation with their sector colleagues in the respective
ministries of water affairs (in a number of countries--Burundi, DRC, Kenya, Rwanda, Tanzania
and Uganda--water and environment are within the same ministry). In addition, broader NGO
and public participation in the preparation process was ensured through the organization of
national workshops in each country to review the TEA and the priorities which were beginning to
emerge as potential project elements.
Regional Level. At the regional level the commitment of the Nile countries has been of historic
proportions. This large group of countries, many of which have a history of tension between
them, has come together as one, united behind the NBI and the Shared Vision. This was
demonstrated to the world at the June 2001 ICCON at which the countries presented their Vision
and their program to the world's donor community.
The Nile countries realize that effective management and conservation of the Nile's unique
environment and natural resources will depend first and foremost on long-term, high-level
commitment by governments as well as the communities and peoples benefiting from the Nile.
The prospects for implementing and sustaining the benefits of the Agenda for Environmental
Action, including the initial activities within the present project, have been substantially
enhanced by being embedded within the much broader basin-wide initiative to which the
governments of the Nile countries have already committed themselves (see Annex 14). The
governments see the NBI as offering the possibility to move beyond isolated planning and
unilateral actions in a non-cooperative and possibly contentious setting, towards cooperative
development planning in the utilization of this transboundary resource, seeking win-win
opportunities within the spirit of benefit sharing. The initial basin-wide activities must therefore
be seen as a component within a much larger Nile Basin Strategic Action Program. The
governments of the region, in making their commitments to the NBI including the actions
identified through the TEA have committed themselves to finding cooperative solutions to
sustainable governance of shared natural resources and further integration. While intangible and
unquantifiable, these commitments are the most important elements underpinning long-term
sustainability of activities in the Nile Basin. The decision of the Nile riparian countries to
self-finance the recurring costs of the Nile-SEC further reflects this commitment. This measure
has been put in place to assure true ownership and control of the process.
5. Value added of Bank and Global support in this project:
The external support provided to the NBI is critical to the success of the SVP as well as the SAPs
since the Bank, UNDP and other donor partners are able to provide a wide range of practical
- 22 -
experience from a series of jointly implemented regional GEF programs (Baltic Sea, Black Sea,
Danube River Basin, Mediterranean Sea, Mekong River Basin, Lake Victoria, Red Sea, etc.). The
global support provided by GEF facilitates the mobilization of regional efforts and resources to
overcome barriers to addressing the management of transboundary environmental issues.
Without the combined resources of the Bank, UNDP, GEF and donor partners, implementation
of the Agenda for Environmental Action would proceed at a slower pace and would not fully
benefit from the experience gained from other regional environmental programs worldwide.
The recent Second Biennial GEF International Waters Conference, held in Dalian, Liaoning
Province, China, on September 25-29, 2002, demonstrated that the UNDP and the World Bank
are leading agencies in implementing GEF International Waters Projects. Considerable in-house
expertise and internationally-based knowledge of the main issues relating to such initiatives has
been developed. While the NBI is by far the largest of the ongoing international waters initiatives
at the moment, it is noteworthy that currently the World Bank is involved in the implementation
and/or preparation of some twenty-three GEF International Waters Projects in Africa, the Middle
East, Latin America, Europe and South East Asia.
E. Summary Project Analysis (Detailed assessments are in the project file, see Annex 8)
1. Economic (see Annex 4):
Cost benefit
NPV=US$ million; ERR = % (see Annex 4)
Cost effectiveness
Incremental Cost
Other (specify)
The economic evaluation methodology is the GEF incremental cost analysis. Although a number
of baseline activities touch upon the proposed project, the incremental costs are substantial.
Project investment addresses the transboundary overlay of Nile environmental management. It is
highly unlikely that the individual countries would take action independently to preserve a
resource that will be available for other, neighboring countries to use and the present project
therefore provides an essential element for sound and sustainable management of the shared
water resources.
2. Financial (see Annex 4 and Annex 5):
NPV=US$ million; FRR = % (see Annex 4)
The project builds on a number of existing national and regional activities. In terms of this
project, sustainable financing of the transboundary activities beyond GEF funding is a key issue.
A first step in ensuring the long-term sustainability of environmental management activities was
made in March 2001 when the Nile-COM endorsed the Nile TEA. This document, the
preparation of which was funded by the GEF PDF B resources, lays the foundation for sound
environmental analysis and understanding for programs which will follow. Financial
sustainability is further ensured through strong government ownership and commitment to the
NBI. In addition, the June 2001 meeting of the first ICCON secured US$140 million in donor
pledges towards the SVP and the preparation work for the first SAP (the investment projects). In
the long term, therefore, the mainstreaming of environmental management action will be secured
through the investment program, which is now under preparation.
- 23 -
Fiscal Impact:
Not applicable.
3. Technical:
The project is supporting networks, electronic communication and information dissemination to
link the Nile Countries and stakeholders in different agencies, NGOs and educational institutions
across the Basin. While it is realized that information technology infrastructure and availability in
the countries is often just emerging, experience over the past five years has shown that this
development is very fast and growing. Additionally, the information dissemination aspects do not
only rely on electronic media, but also on regular distribution of printed material.
The main technical element in the project is the River Basin Model. This component of the
project builds on existing technologies and incorporates lessons learned from these efforts. It is
the first participatory basin-wide modeling effort entirely developed in institutions in the Basin
and emphasizes capacity building and the creation of opportunities for careers for younger staff.
Some specific technical challenges associated with developing the River Basin Model relate to:
A suitable balance between the requirements of accuracy of model output and the relative
scarcity of data;
Maintenance and continuity of data collection;
Operation and maintenance of information management systems/databases at regional and
national levels;
Regional coordination regarding uniformity and quality assurance of data and information;
Design of the River Basin Model and the overall DSS so that these are useful tools at all
levels and scales: regional, sub-regional, and national; and
Creation of sustainable mechanisms of financing for activities after project completion.
The basin-wide water quality component has been designed as a starting point for coordination
and dialogue on water quality management on a basin-wide scale. There is a wide divergence in
the Nile Countries with respect to the priority accorded to water quality issues as well as
capacities to address water quality threats. Project activities are facilitating regional cooperation
through:
Capacity building;
Facilitating water quality data exchange;
Comprehensive evaluation of the current state of water quality; and
Enhanced monitoring efforts.
Support for water quality monitoring efforts will be geared towards low cost field methods with
an emphasis on synergy with project activities in the Community-Level Land, Forests and Water
Conservation component. As the emphasis of this component is to launch a basin-wide dialogue
supplemented by exchanges and training, the project will not support significant laboratory
development or equipment purchases. Additional resources are still required to upgrade national
capacities in a number of the Nile countries which are largely outside the scope of the present
regional effort. It is expected that in countries where this is considered a priority, this will form
- 24 -
elements of the SAP investment program.
4. Institutional:
The Nile Basin countries have established, through a series of legal instruments adopted at
meetings of the Nile-COM between 1999 and 2002, transitional institutional mechanisms for
cooperation, including a regional organization, the NBI, headquartered in Entebbe, Uganda. The
current NBI institutional structure is transitional in nature until a permanent institution within a
basin-wide framework for cooperation has been established. A Cooperative Framework is
currently under discussion by the Nile Basin countries. While the establishment of a permanent
regional institution will facilitate continuity and sustainability of the NBI activities, the present
project and the entire SVP will contribute to strengthening cooperation, building awareness and
supporting the development of technical tools as well as strengthening the expertise needed to
support the anticipated functions of a permanent institution when it is established.
The SVP will be executed by the NBI through Project Management Units. The preparation of the
SVP projects has been a complex, multi-country, multi-sectoral process involving more than
seventy national experts from nine countries in the preparation of the seven projects. The NBI
structure, supported by the Nile-SEC, has effectively managed this process, demonstrating Nile
riparian capacity for basin-wide coordination. Effective implementation of the present project as
well as the other SVP projects, however, will be a challenge. The creation of strong PMUs, as
well as continued attention to strengthening the regional coordination capabilities of the NBI will
be critical to the success of this project and each of the other SVP Projects.
At the national level, the present project will deal most frequently with the institutions
responsible for environment and water resources management. The human and institutional
capacities of these organizations vary across the Basin.
4.1 Executing agencies:
The NBI will execute the World Bank financed portion of the project. The NBI will act on behalf
of the Nile Basin countries, and be responsible to the World Bank to ensure that applicable rules
and procedures are adhered to. On behalf of the NBI, the UNDP portion of the project will be
executed by UNOPS. The project will be managed by a small PMU to be created in Khartoum,
Sudan. The PMU will be designed to function in close liaison and under the supervision of the
Nile-SEC. To ensure that the NBI meets its required fiduciary, procurement, and project
management responsibilities, the Bank and the NBI have agreed on an implementation
arrangement through which the NBI will contract UNOPS to support Project execution by the
NBI of the Bank managed components (see Annex 13). As no funds will transit directly through
NBI, a Procurement and Financial Management Assessment of the NBI is not required.
4.2 Project management:
Project management challenges in a multi-country regional setting cannot be underestimated. The
commitment of all the Nile countries to the NBI has been and continues to be a key for success.
The success so far of the NBI is to a large extent derived from the fact that the countries have
been firmly in the driver's seat, and that there is a keen sense of ownership of the Initiative. As
the NBI moves into the project implementation phase, close attention must be paid by the Bank
and UNDP to ensure that the PMU and the National Project Coordinators identify closely with,
- 25 -
and integrate well into the NBI structures, rather than functioning as separate entities that report
to Washington or New York. For detailed project management description, see Annex 13.
4.3 Procurement issues:
Choice of a Project Services Agency. The Bank financed portion of the project will be executed
by the NBI through Nile-SEC. The Nile-COM has decided that the NBI would contract a Project
Services Agency (PSA) for the implementation of the SVP. The purpose of the PSA is to support
the NBI in the execution of the SVP projects, through the provision of project services, in
particular financial management, procurement of goods and services and capacity building of the
NBI to oversee basin-wide projects. Following an extensive evaluation of options, the Bank
agreed to the Nile-COM's request that UNOPS be selected as the PSA. (For further information
on the choice and selection of the PSA, please see Annex 6).
Procurement of works and goods financed through the World Bank by the GEF Trust Fund and
through the NBTF administered by the World Bank will follow the World Bank's "Guidelines
for Procurement under IBRD Loans and IDA Credits" dated January 1995, and revised January
and August 1996, September 1997 and January 1999. Procurement of services financed by the
GEF Trust Fund and the NBTF will follow the World Bank's "Guidelines for Selection and
Employment of Consultants by World Bank Borrowers" dated January 1997, revised September
1997, January 1999 and May 2002. The World Bank's latest editions of standard bidding
documents and contracts will be used.
Consultant Services. It is envisaged that a large percentage of the consultants used on this
project will be individual consultants, many of whom will be selected from the Nile Basin
countries, who will work directly with specific aspects of the different components with both
national and basin-wide teams implementing those components. Consultant firms will be used
primarily for major studies and training exercises. Bank managed resources budgeted for
consultant firms amount to a total of US$7.0 million, while Bank managed resources for
individual consultants amount to a total of US$3.7 million.
Microgrants to NGOs. A large portion of the NBTF Grant (US$5.5 million) is being used to
make small grants to NGOs in the Nile Basin countries. These grants will be no larger than
US$25,000 and will be selected through a formal procedure to be established by the PMU based
on the UNDP GEF Small Grants Program procedures.
4.4 Financial management issues:
As the project implementation functions will be carried out by UNOPS for the NBI, and further
as no financial management actions will be undertaken by the NBI, a financial management
assessment of the Nile Secretariat is not required. As part of the appraisal process, a senior Bank
financial management specialist traveled to New York to discuss project financial management
issues with UNOPS.
5. Environmental:
Environmental Category: C (Not Required)
5.1 Summarize the steps undertaken for environmental assessment and EMP preparation (including
consultation and disclosure) and the significant issues and their treatment emerging from this analysis.
The project enhances transboundary cooperation and environmental quality. Training,
- 26 -
networking, improving the management of ecologically sensitive areas and information
management are among the major activities of the project. The project is anticipated to enhance
environmental management through improved information exchange and common analytical
methods for water quality monitoring. Actions on the ground involve a Microgrant Program for
community access (grants< $25,000) for improved local land management, water weed control,
soil conservation, and land and water degradation control. The activities will be implemented at
community and village levels. Screening for environmental and social aspects will be part of the
grant application process.
5.2 What are the main features of the EMP and are they adequate?
No Environmental Management Plan required.
5.3 For Category A and B projects, timeline and status of EA:
Date of receipt of final draft:
Not applicable.
5.4 How have stakeholders been consulted at the stage of (a) environmental screening and (b) draft EA
report on the environmental impacts and proposed environment management plan? Describe
mechanisms of consultation that were used and which groups were consulted?
Not applicable.
5.5 What mechanisms have been established to monitor and evaluate the impact of the project on the
environment? Do the indicators reflect the objectives and results of the EMP?
Not applicable.
6. Social:
6.1 Summarize key social issues relevant to the project objectives, and specify the project's social
development outcomes.
The development of national policies for the use and protection of natural resources is of
significant social importance in the Nile Basin countries, which are largely natural resource based
economies. It is important that regional development action reflect the concerns of society and
endorse the positive aspects of each society's values and culture while also ensuring that the
transboundary nature of the resources does not result in downstream environmental degradation.
Additionally, the present project will contribute to dialogue and decisions on possible alternative
development paths from a regional perspective, thereby contributing to sustainable management
of land and water resources. Environmental sustainability issues are largely linked to social
issues of access to resources. The project will improve the information needed to assess social
and environmental impacts of future NBI and related projects. The project itself, however, as it
focuses on the building of capacity and technical tools, is not anticipated to have any adverse
social impacts. The project will actively involve local and national NGOs and support
community action. Equal participation of the poor and women will be assured throughout project
implementation. For example, women's groups are specifically targeted by the Microgrant
Program.
6.2 Participatory Approach: How are key stakeholders participating in the project?
Key stakeholders in the project are the national water and environment ministries/agencies as
well as educators, local communities and NGOs. The ministries will participate at the level of
policy issues, and in the development of the River Basin Model and the Water Quality work. The
- 27 -
educators will participate in the development of common educational modules on transboundary
water and environment issues for primary, secondary and tertiary levels and students at these
levels will also participate through their involvement in training, networking through the creation
of school twinning arrangements, study tours, jamborees, school competitions, etc. NGOs and
community groups will participate through the Microgrant Program and through the public
awareness and outreach programs. The overall design of the project is based on open and broad
participation at multiple layers of society, with the aim of ensuring that as many points of
contacts as possible are created between the countries, therefore leading to greater understanding
and dialogue, and, eventually, trust, integration and thus an overall reduction in tension and
conflict. The conduct of frequent workshops is seen as an important means of bringing the
different countries and stakeholders together.
6.3 How does the project involve consultations or collaboration with NGOs or other civil society
organizations?
Annex 12 highlights the large number of national government and NGO institutions that were
involved in project design and preparation. Implementation of the project will involve even
larger numbers of community groups and NGOs. The Microgrant Program specifically targets
local communities and NGOs in the Nile countries, while the Environmental Education and
Awareness component will also largely be implemented by NGOs from the region. During the
pre-appraisal, extensive meetings and consultations with NGOs and community-based
organizations were undertaken. The present document reflects the findings and priorities from
these consultations.
Annex 12 also provides an overview of some of the agencies and institutions that the project
would aim to involve in the implementation phase.
6.4 What institutional arrangements have been provided to ensure the project achieves its social
development outcomes?
The implementation arrangements for the project include regular meetings of the PSC. These
meetings are intended to provide the governments, World Bank, UNDP and other co-financiers
with information on the progress of the project, and with the opportunity to modify project
activities to best accomplish overall project goals. As noted, one of these goals is community
empowerment through appropriate informational programming and through the Microgrant
Program. At the national level, the Microgrant Steering Committees will overview the
Microgrant Program and will monitor that target beneficiaries are reached.
6.5 How will the project monitor performance in terms of social development outcomes?
The Logical Framework (see Annex 1) provides initial benchmarks for project monitoring.
However, a separate monitoring unit will be established under the project to monitor and provide
information on project progress and success in achieving project outcomes. In addition, the
project will be subject to an independent mid-term evaluation. This will provide further insight
and analysis on project progress and will suggest corrective measures for under-performing
components or activities.
7. Safeguard Policies:
7.1 Do any of the following safeguard policies apply to the project?
Policy
Applicability
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Environmental Assessment (OP 4.01, BP 4.01, GP 4.01)
Yes
No
Natural Habitats (OP 4.04, BP 4.04, GP 4.04)
Yes
No
Forestry (OP 4.36, GP 4.36)
Yes
No
Pest Management (OP 4.09)
Yes
No
Cultural Property (OPN 11.03)
Yes
No
Indigenous Peoples (OD 4.20)
Yes
No
Involuntary Resettlement (OP/BP 4.12)
Yes
No
Safety of Dams (OP 4.37, BP 4.37)
Yes
No
Projects in International Waters (OP 7.50, BP 7.50, GP 7.50)
Yes
No
Projects in Disputed Areas (OP 7.60, BP 7.60, GP 7.60)*
Yes
No
7.2 Describe provisions made by the project to ensure compliance with applicable safeguard policies.
There are no anticipated issues surrounding safeguard compliance (see Integrated Safeguards
Data Sheet - Annex 19).
F. Sustainability and Risks
1. Sustainability:
Project Ownership. Sustainability of project initiatives will greatly depend on the approach
adopted during project design and implementation. First and foremost is the question of project
ownership. Through a resolutely participatory process of project design, every effort has been
made to ensure that riparian country stakeholders genuinely "own" the project. Local
communities, NGOs and the private sector have been engaged in the national and local
consultations underlying the TEA. These and other key stakeholders will need to be genuinely
engaged in project implementation and encouraged to take on ownership. Project ownership will
also be demonstrated through continued national commitment to the Nile Basin institutional
set-up.
Tangible Benefits. The second important concern is whether the project outcomes will indeed
result in tangible benefits for the local communities and farmers. It is recognized that the initial
beneficiaries of the project will be selected local communities, NGOs, educators, government
agencies and ministries, and the private sector. For long-term sustainability, project benefits must
reach policy makers, financial planners and private sector investors. Incorporating regional
experiences at the national level will need to form an important element of this strategy.
Regional Cooperation. Project sustainability will depend on the growing Nile cooperation being
maintained and strengthened among the Nile Basin countries. There is among the riparians a
strong commitment and a clear notion of "crossing the Rubicon", a sense that so much has been
invested already that the Nile Basin Initiative, including the present project, must succeed for the
process to move forward. Regional commitment to the process is high, with the specifics of the
cooperation anchored in the Policy Guidelines endorsed by the Nile Council of Ministers. The
core institutions governing the overall Nile Basin Initiative (Nile-COM, Nile-TAC and
Nile-SEC) as well as the Policy Guidelines have emphasized the importance of transparent
operational procedures, open communication networks and information sharing as key principles
- 29 -
to guide long-term regional cooperation.
2. Critical Risks (reflecting the failure of critical assumptions found in the fourth column of Annex 1):
Commitment of the Nile-Basin Countries. Project success will be critically dependent on the
countries' continued commitment to collaboration with other Nile Basin member countries, and
to achieving the objectives of the SVP program, as laid down by the Nile-TAC. This is intimately
related to political stability in the region. Many countries in the region are facing war, political
uncertainty, extreme poverty, diseases, etc. All these conditions are not conducive to a long-term
project aimed at improving an enabling environment on a regional basis. On the other hand, this
and other NBI projects seek to contribute towards building trust among the Nile Basin countries.
This very trust will work towards increasing cooperation and thereby reducing the levels of
conflicts and tension. It is therefore of crucial importance that this process have tangible benefits.
The emphasis on regional cooperation, the collaborative efforts that have been made to produce
the TEA and the regional ownership that is the result thereof are powerful instruments for not
only achieving the project's objectives, but also for accomplishing the longer term trust and
understanding.
Institutional Leadership. The project critically depends on the capability of government
institutions and staff to provide visionary leadership. This may not be forthcoming in a setting
where there is general lack of incentives for staff, research and innovation and supporting
infrastructure. Through regional learning from study tours, exchange visits and consultations, the
project endeavors to create institutional capacity and leadership that will form the basis for
implementation of project activities. It should be pointed out that the project intends to seek
visionary leadership within, and not outside, the boundaries of the Nile Basin.
Regional Coordination Capacity. The institutions of the NBI supported by the Nile-SEC, have
effectively managed a complex, multi-country sectoral process to prepare the seven projects of
the Shared Vision Program. This demonstrates capacity for basin-wide coordination. Effective
implementation of the SVP projects, however, will be a challenge. The creation of a strong
Project Management Unit has been incorporated into the project design while continued
strengthening of the regional capabilities of the NBI will take place through the present project as
well as the broader SVP.
National Institutional Capacity. Recognizing that some countries in the Basin face institutional
capacity constraints, the project has been designed to strengthen institutional and human
resources capacity in the recipient countries. Component 1 of the present project, "Regional
Capacity Building for Transboundary Environmental Management" is specifically designed to
develop a culture of good practice within national environmental management institutions.
Insecurity and Conflict. Seven of the ten countries in the Nile region are at present, or have
recently been, involved in internal or external conflict. This brings both operational as well as
political risks to a process and a project of this size. However, there is awareness at the highest
political levels of the Nile countries of the possibilities of a "cooperation and peace dividend"
which the broader Nile Basin Initiative can leverage, and thus there is a high-level commitment
to maintaining the momentum of the process, in spite of the political landscape and reality of the
- 30 -
moment. Leaders in the Nile Basin countries have made it clear that they see the Nile Basin
Initiative as a tremendous opportunity to bring further cooperation, economic exchange and
eventually greater integration and interdependence, which can yield high returns in terms of
growth, food security, sustainable development and peace. Both of the Implementing Agencies
are well represented in the ten countries concerned and manage large programs delivering both
development and humanitarian assistance in all the countries. Moreover, as far as the regional
Nile process is concerned, UNDP and the Bank have been involved since 1995 and 1997
respectively, and are confident of the agencies' ability to deliver this GEF project, as well as the
larger Nile Basin Initiative, in an efficient and effective manner.
- 31 -
Risk
Risk Rating
Risk Mitigation Measure
From Outputs to Objective
Regional and national level management/
S
Through the broader SVP program, capacities
institutional capacities are not adequate
are being built for regional management at a
to ensure effective basin-wide
variety of levels. The present project will
coordination.
contribute to this effort in the environmental
field, through regional exchanges, workshops,
study tours and targeted training.
Qualified and motivated staff and/or
M
Through mainstreaming environmental
experts for particular components are not
management in governments and through
available in the region.
exposure to training and exchange, motivation
of staff and career opportunities will be
enhanced.
Riparians are unwilling to share
M
All riparian countries have committed to share
information and collaborate in the design
information for the project-specific
and implementation of project
components. Moreover, the follow-on
components.
investment projects will act as an incentive to
mitigate this risk.
1.2 The parallel Shared Vision Program
N
Canadian CIDA has already committed funds
Confident Building and Stakeholder
through the NBTF for this component. The
Involvement Project s unable to provide
NBI has decided to fast-track this project, in
planned support to the newsletter and
view if the important service it is providing to
website.
the entire NBI.
1.3 Adequate national level institutional
S
This project sub-component is directly linked
and human capacity is not available to
to the SVP Water Resources Planning and
implement the Regional River Basin
Management Project, which is designed to
Model (RBM) component and sustain the
assist the Riparians in building both the
activity.
necessary human and institutional capacities.
1.4 Necessary economic and
S
This project sub-component will study the links
environmental data is not available over
between the environment and macro-policies.
periods necessary to develop trends and
Study topics will be selected in countries/fields
sound hypotheses.
in which data available.
2.3 Active women's participation in
M
Special efforts will be made to encourage
component activities is not achieved in
women's participation in the project
all countries.
component. M&E will particularly track
gender ratios so corrective measures can be
taken.
2.3 Community-level stakeholders are not
M
A National Microgrant Coordinator will be
ready to submit proposals and implement
appointed in each of the countries to work
grants dealing with transboundary issues.
actively with community and NGO networks
for outreach to communities and
community-based organizations.
From Components to Outputs
Pledged donor financing, including
M
The GEF Executive Council has endorsed the
second phase GEF financing, and
project brief in at the GEF Executive Council
riparian in kind financing are not
meeting in December 2001. Canadian CIDA
provided at expected levels.
has confirmed its contribution and already paid
- 32 -
the first installment. Other NBTF donors are
going through the appropriations procedures
and are expected to follow suit.
Overall Risk Rating
M
Risk Rating - H (High Risk), S (Substantial Risk), M (Modest Risk), N(Negligible or Low Risk)
3. Possible Controversial Aspects:
None
G. Main Conditions
1. Effectiveness Condition and Board Condition
a. Board Condition
The Bank will receive the following from the NBI countries, in form and substance satisfactory to it:
A letter from each of the countries' Ministers of Finance confirming their respective countries'
agreement for the NBI to execute the GEF Grant on their behalf.
b. Effectiveness Conditions
NBI, through its executive arm, the Nile Basin Secretariat, has entered into a Management Services
Agreement for project services execution to the satisfaction of the Bank;
Project Steering Committee constituted;
Regional Project Management Unit established and its staff appointed;
Procurement plan for first Project year prepared and agreed;
Submission to the Bank of a Project Implementation Manual for use in project implementation;
UNDP Project Document (UNDP/GEF funded portion of the Project) signed;
Recruitment of an independent external auditor for the yearly audit of the Project accounts; and
Establishment of an adequate financial management system for Project monitoring and
implementation.
2. Other [classify according to covenant types used in the Legal Agreements.]
Conditions to be met at all times during project implementation
Contract with the Project Services Agency continues to be in force;
Regional Project Management Unit remains adequately staffed; and
NBI, as executing agency, is able to operate in accordance with legal Instruments establishing it, and
provide funds, facilities, services and other resources required for the project (Section 3.01 (a) of
Grant Agreement).
H. Readiness for Implementation
1. a) The engineering design documents for the first year's activities are complete and ready for the
start of project implementation.
1. b) Not applicable.
- 33 -
2. The procurement documents for the first year's activities are complete and ready for the start of
project implementation.
3. The Project Implementation Plan has been appraised and found to be realistic and of satisfactory
quality.
4. The following items are lacking and are discussed under loan conditions (Section G):
I. Compliance with Bank Policies
1. This project complies with all applicable Bank policies.
2. The following exceptions to Bank policies are recommended for approval. The project complies
with all other applicable Bank policies.
Inger Andersen
Praful C. Patel
Praful C. Patel
Team Leader
Sector Manager/Director
Country Director
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Annex 1: Project Design Summary
NILE BASIN INITIATIVE: Nile Transboundary Environmental Action Project
\
Key Performance
Data Collection Strategy
Hierarchy of Objectives
Indicators
Critical Assumptions
Sector-related CAS Goal:
Sector Indicators:
Sector/ country reports:
(from Goal to Bank Mission)
The vision of the Nile Basin
Increasing levels of regional
Nile Secretariat's Annual
Continued political and
Initiative (NBI) is to achieve
cooperation and coordination
Report.
financial commitment to the
sustainable socio-economic
through the Shared Vision
NBI by the ten riparian states.
development through the
Program's seven regional
equitable utilization of, and
projects.
Continued donor support.
benefit from, the common Nile
Basin water resources.
The NBI's Shared Vision
Program aims to support the
establishment of an enabling
environment for cooperative
development.
GEF Operational Program:
Outcome / Impact
Indicators:
The Transboundary
Environmental Action project
aims to develop a framework
for basin-wide environmental
action linked to transboundary
issues within the context of the
Nile Basin Initiative's (NBI's)
Shared Vision Program under
the GEF's International
Waters Program.
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Key Performance
Data Collection Strategy
Hierarchy of Objectives
Indicators
Critical Assumptions
Global Objective:
Outcome / Impact
Project reports:
(from Objective to Goal)
Indicators:
The project aims at creating
Increased regional
Nile Basin Initiative
The Nile riparian governments
more effective basin-wide
cooperation in
Transboundary Environmental agree on the planning,
stakeholder cooperation on
environmental and water
Action Project reports that
implementation and
transboundary environmental
management fields.
clearly document basin-wide
monitoring of the project.
issues by supporting the
Increased basin-wide
cooperation on environmental
implementation of a subset of
community action and
action.
Project component work plans
actions prioritized by the TEA,
cooperation in land and
and financial arrangements for
including:
water management.
Project monitoring and
the project are in place.
Enhancing the analytical
Basin-wide networks of
evaluation reports.
capacity for a basin-wide
environmental and water
Stakeholders from both the
perspective to support the
professionals.
public sector and civil society
sustainable development,
Greater appreciation of
at large are willing to actively
management, and
river hydrology and more
participate in and collaborate
protection of Nile Basin
informed discussion of
with the project.
water.
development paths.
Engaging the full
Expanded information and
Full GEF Financing for all
spectrum of stakeholders,
knowledge base on land
planned project components.
from local communities to
and water resources
national policy makers,
available to professionals
from elementary schools
and NGOs.
to universities, from
Greater awareness of the
NGOs to line ministries, in
linkages between
management and
macro/sectoral policies
protection of the Basin's
and the environment.
shared resources.
Greater awareness and
increased capacity on
transboundary water
quality threats.
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Key Performance
Data Collection Strategy
Hierarchy of Objectives
Indicators
Critical Assumptions
Output from each
Output Indicators:
Project reports:
(from Outputs to Objective)
Component:
1.1 Institutional Strengthening 1.1 Establish PMU and Project Annual Project Report
1.1 Qualified and motivated
to Facilitate Regional
Steering Committee, including including project monitoring
staff and other resources are
Cooperation (GEF/WB &
hiring of staff (GEF/UNDP).
and evaluation, and workshop available in the region.
GEF/UNDP).
reports.
Regional Capacity Building for
Transboundary Environmental
Management (GEF/UNDP).
1.2 Communications and
1.2 PMU and National
1.2 Project newsletter.
1.2 The parallel Shared Vision
Knowledge Management
Coordinator offices connected 1.2 Regularly updated
Program Communications
(GEF/WB).
to Internet (GEF/WB).
website.
Project becomes operational
1.2 Newsletter published
and provides planned support
regularly and distributed
to the newsletter and website.
widely with best practices,
lessons learned, workshop
announcements and links to
additional resource material of
interest for all project areas
(GEF/WB).
1.2 Basin-wide environmental
web site established and used
as knowledge portal to access
NBI related environment
reports and for distributing
newsletter (GEF/WB).
1.3 River Basin Model (RBM): 1.3 Functioning river basin
1.3 Annual progress, technical 1.3 Adequate regional-level
Regional River Basin model,
planning model jointly
and financial reports to
management capacities to
coupled with human capacity
developed (GEF/WB).
Steering Committee and
ensure effective basin-wide
and institutional support,
1.3 Greater appreciation for
Nile-SEC.
coordination.
developed and facilitating
river system behavior among
1.3 External review and
1.3 Adequate national-level
water resources planning at a the riparians (GEF/WB).
evaluation reports at critical
institutional capacity and
regional level (GEF/WB &
1.3.1 River Basin Model
milestones and project
cooperation to implement and
NBTF/WB).
developed and staff trained
completion.
sustain project.
(GEF/WB)
1.3 RBM performance and
1.3 Riparians are willing to
Model developed and
training program evaluations.
share information and
calibrated based on
User guides and technical collaborate in the design and
participatory development
manuals; model test and
maintenance of the River
process.
calibration results.
Basin Model.
Core riparian staff
Workplans and training
Consensus reached on
understand and able to
logs/reports documenting
model needs and
use model.
in-basin on-the-job
approach to describing
1.3.2 Linkages between
training, in-basin
river basin system.
regional Unit and national
seminars and workshops;
Accuracy of river basin
network of users established
international study tours,
model description useful.
(GEF/WB)
etc.
Input data adequate and
Multi-sectoral network of
Interviews during visits to
consistent.
DSS/RBM users solidified
focal points and network
Partners in other sectors
at national level through
nodes .
and institutions can be
awareness building.
Technical papers
motivated to actively
National staff capable of
documenting process,
cooperate.
using model.
model results, and use of
Data exchanges take
Technical troubleshooting
test applications
place to level necessary
and country visits by
Course certificates or
for meaningful analysis.
regional DSS/RBM unit
degrees for overseas
Model results credible.
staff conducted.
training
Combinations of
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1.3.3 River Basin Model
Independent evaluations.
short-term, long-term
refined and applied (GEF/WB)
Report on institutional and
training plans, twinning
River Basin Model applied
financing options.
with international
on riparian selected test
institutions, and
cases.
involvement of local
Modeling results facilitate
universities sustain and
dialogue among riparian
update needed expertise.
staff on options for water
Critical data gaps filled.
resources management
Acceptable means to
and development.
ensure long-term financial
1.3.4 RBM use and training
sustainability instituted.
consolidated (BankGEF/WB)
Long-term training plan,
including overseas
training programs,
implemented.
RBM integrated into Nile
DSS.
1.4 Macro and sectoral
1.4 Transboundary studies of
1.4 Studies on relationships
1.4 Necessary economic and
policies and the environment
macro and sector policies and between macro and sector
environmental data available
(GEF/WB).
environment (including root
policies and environment,
over periods necessary to
causes) completed in 4
including root causes.
develop trends and sound
countries, including at least
hypotheses.
one in each of the two NBI
sub-regions (GEF/WB).
2. Community-Level Land,
Annual Project Report
Forest and Water
including project monitoring
Conservation Microgrant
and evaluation, and workshop
Program (CIDA through
reports.
NBTF/WB & GEF/UNDP).
2.1 Enhanced basin-wide
2.1 Regional training
2.1 Workshop reports
2.1 National and international
capabilities and cooperation
workshops designed and
(including reporting on
NGOs are willing to share
(GEF/UNDP).
conducted for NGO capacity
participation disaggregated by experience and collaborate
building in technical and
gender).
with the project.
organizational skills related to
2.1 Active women's
transboundary environmental
participation in component
management (GEF/UNDP).
activities is achieved in all
countries.
2.2 Improved understanding of 2.2 Transboundary
2.2 Reports on assessments
2.2 Studies provide usable
transboundary soil erosion
assessments and studies of
and studies of transboundary
insights on transboundary soil
(GEF/UNDP).
soil erosion completed in
soil erosion.
erosion to guide grant-making
Ethiopia, Sudan & Rwanda
emphasis of Microgrant
(GEF/UNDP).
Program in countries
concerned.
2.3 Nile Transboundary
2.3 Transboundary Microgrant 2.3 Transboundary Microgrant 2.3 Adequate institutional
Microgrant Program to support Program established and
Program reports on
arrangements can be made in
local-level land, forest and
functioning in NBI Countries
institutional arrangements,
each country to house,
water conservation initiatives
(GEF/WB).
organization and
manage, safeguard and
(CIDA through NBTF/WB).
2.3 Microgrants disbursed to
management.
administer the transboundary
community-based
2.3 Regional Microgrant
Microgrant Program in a
organizations and grassroots
Strategy, including eligibility
transparent and open manner.
groups across the broad base criteria, and National Action
2.3 Community-level
of stakeholder communities
Plans.
stakeholders are ready to
(GEF/WB).
2.3 Monitoring and evaluation submit proposals and
2.3 Country specific targets for reports for Microgrant
implement grants dealing with
percentage of the Microgrants Program, including monitoring transboundary issues.
to be awarded to women's
and evaluation for individual
NGOs or community
grants (tracking percent of
organizations reached
grants disbursed to women's
(GEF/WB).
groups and percent of grants
2.3 Identification of promising
for transboundary grants
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or viable approaches to
involving at least two
transboundary environmental
countries).
issues that can be scaled up
or replicated (GEF/WB).
3. Environmental Education
3.1 National Working Groups
Annual Project Report
All Nile countries ready to
and Awareness (GEF/UNDP).
established in 10 countries
including project monitoring
participate in component.
3.1 Enhanced public
(GEF/UNDP).
and evaluation, and workshop 3.1 Transboundary
awareness and understanding 3.1 National Environmental
reports.
communications can be
of Nile transboundary
Education and Awareness
3.1 Environmental Awareness established for teams to work
environmental issues
Reviews carried out in 10
Program Materials.
together in designing
(GEF/UNDP).
countries (GEF/UNDP).
3.1 Survey of environmental
awareness programs.
3.1 At least two environmental education and awareness
awareness programs designed program users to evaluate
by transboundary teams and
impact of activities.
delivered in 5 countries
(GEF/UNDP).
3.1 Enhanced public
awareness of transboundary
environmental issues
(GEF/UNDP).
3.2 Networking of secondary
3.2 Teachers trained in
3.2 Environmental education
3.2 At least one real champion
schools for project-based
project-based collaborative
and awareness program
per country can be identified
learning (GEF/UNDP).
learning (1-3 teachers per
materials.
for developing and teaching
school, a total of 80-100
3.2 Surveys of users, including environmental education
schools from 6-10 countries)
participation rates (collect
modules.
(GEF/UNDP).
gender disaggregated
3.2 National Working Groups
3.2 Environmental modules
information).
are willing to work jointly and
developed and offered to
3.2 Assessments of student
share information with
teachers in 10
learning, teachers' ability to
counterparts from other
countries(GEF/UNDP).
integrate environmental
riparian countries.
3.2 Transboundary school
education.
3.2 Institutional arrangements
environmental projects
for development and delivery
designed and carried out
of environmental education
collaboratively (a total of
programs can be made within
80-100 schools from 6-10
each country i.e. with the
countries) (GEF/UNDP).
education ministries.
3.3 Piloting enhanced
3.3 Two junior faculty or
3.3 Project reports on
3.3 Willingness of relevant
networking among universities graduate students in exchange student/faculty exchanges and institutions to participate in
and other research institutions programs from each of 10
resulting research.
exchange programs and
(GEF/UNDP).
countries (GEF/UNDP).
commit staff resources.
3.3 University course in Nile
Transboundary Environmental
Issues developed
collaboratively between
universities in at least 6 Nile
countries (GEF/UNDP).
4. Wetlands and Biodiversity
4.1 Basin-wide wetland
Annual Project Report
4.1 Wetland management
Conservation (GEF/UNDP and management network of
including project monitoring
stakeholders and experts are
possibly NBTF/WB Phase
stakeholders and experts
and evaluation, and workshop willing to participate in and
2).
established and functioning
reports.
share information through a
4.1 Regional cooperation is
effectively (GEF/UNDP).
4.1 Survey of users of wetland network facilitated by the
enhanced and capacity for
4.1 Wetland education,
management network to
project.
conservation and
training and awareness
evaluate impact of activities.
management of wetlands and programs have been
their biodiversity is improved
developed in 3
(GEF/UNDP).
languages(GEF/UNDP).
4.2 Understanding and
4.2 Ecological and economic
4.2 Reports on studies on the 4.2 Minimal level of trained staff
awareness of the role of
studies of the role of wetlands role of wetlands in sustainable available for training in
wetlands in supporting
in sustainable development
development.
countries.
sustainable development is
completed in at least one
4.2 Workshop reports; surveys
improved (Possibly NBTF/WB southern and one northern Nile assessing awareness among
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Phase 2).
country (GEF/WB).
target audience.
4.2 Wetland education, training
and awareness programs
developed in 4.1 and
complemented by studies
mentioned above, delivered
(GEF/WB).
4.3 Management capacity of
4.3 Pilot initiatives completed in 4.3 Progress reports on pilot
4.3 Wetlands and other priority
selected wetlands strengthened support of capacity building and initiatives.
transboundary sites selected for
(GEF/UNDP and possibly
management at 3 key
studies and for pilot initiatives
NBTF/WB Phase 2).
transboundary sites, involving
are accessible.
at least one southern and one
northern Nile country
(GEF/WB).
5. Basin-wide Water Quality
5.1 Regional Working Group
Annual Project Report
Commitment among the
Monitoring (GEF/WB).
established (GEF/WB)
including project monitoring and riparians to agree on common
5.1 Enhanced national
5.1 Existing national capacities evaluation, and workshop
monitoring approaches and to
capacities for water quality
assessed, including
reports.
share water quality information.
monitoring (GEF/WB).
documentation of sampling
5.1 Reports on national water Where functioning labs exist,
points in each country
quality monitoring activities and the project will rely on these
(GEF/WB).
capacities.
and provide additional financial
5.1 Existing information on
5.1 Nile water quality report
resources during the course of
water quality aggregated in Nile (may be combined and a
the project; where labs do not
water quality report (GEF/WB). chapter in the `Nile Atlas'
exist, basic capacities are built.
5.1 Common analytical
planned in the SVP- Water
Adequate arrangements,
methods selected and agreed Resources Management
including staff time and
for basin-wide use by Working Project).
computers, are made available
Group (GEF/WB).
5.1 Manual for common Nile
to continue to record national
5.1 National training workshops Basin water quality analytical
data and engage in regional
held and methods pilot tested methods.
exchange of information.
(GEF/WB).
5.1 Workshop reports.
5.1 Two regional workshops on
Technical institutions and their
water quality management
trained staff ready to engage in
regional effort.
issues conducted (GEF/WB).
National monitoring efforts and
capacity exist to support basic
field methods for water quality
analysis.
5.2 Transboundary water
5.2 International Study Tour to 5.2 Study tour report.
quality awareness raising and raise awareness on need for
5.2 Progress reports on
information sharing. (GEF/WB). transboundary cooperation
basin-wide water quality
(GEF/WB).
information and exchange of
5.2 Information on sampling
information developed by
points and parameters of
Working Group and Water
special transboundary
Quality Lead Specialist.
significance exchanged on
5.2 Report from study available.
regular basis based on priority
threats (GEF/WB).
5.2 Study on biological indices
for water quality conducted and
pilot tested (GEF/WB).
5.2 Critical evaluation of
progress undertaken and
recommendations for follow-up
action formulated (GEF/WB).
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Key Performance
Data Collection Strategy
Hierarchy of Objectives
Indicators
Critical Assumptions
Project Components /
Inputs: (budget for each
Project reports:
(from Components to
Sub-components:
component)
Outputs)
Component 1: Institutional
US$14.6m
Strengthening to Facilitate
Regional Cooperation
1.1 Regional Capacity Building US$6.9m
for Transboundary
Environmental Management
1.2 Communications and
US$1.0m
Knowledge Management
1.3River Basin
US$6.3m
1.4 Macro and sectoral
US$0.4m
policies and the environment
Component 2:
US$11.1m foreign
Community-Level Land, Forest
and Water Conservation
2.1
Enhanced basin-wide
US$2.1
capabilities and cooperation
2.2 Improved understanding of US$0.3m
transboundary soil erosion
2.3 Microgrant Program to
US$8.7m
support local-level land, forest
and water conservation
initiatives at transboundary
sites
Component 3: Environmental
US$3.4m
Education and Awareness
3.1 Public awareness and
US$2.2m
understanding of Nile
transboundary environmental
issues
3.2 Networking of secondary
US$0.8m
schools for project-based
learning
3.3 Enhanced networking
US$0.4m
among universities and other
research institutions
Component 4: Wetlands and US$7.1m
Biodiversity Conservation
4.1 Enhanced regional
US$1.3m
cooperation and capabilities
4.2 Better understanding and
US$2.7m
broader awareness of the role
of wetlands
4.3 More effective
US$3.1m
management of wetlands
Component 5: Basin-wide
US$2.9m
Water Quality Monitoring
5.1
Enhanced national
US$1.5m
capacities for water quality
monitoring
US$1.4m
5.2
Transboundary water
quality monitoring established
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Annex 2: Detailed Project Description
NILE BASIN INITIATIVE: Nile Transboundary Environmental Action Project
1. Objective
The objective of the project is to provide a strategic environmental framework for the
management of the transboundary waters and environmental challenges in the Nile River Basin.
The project will improve understanding of the relationship of water resources development and
the environment in the Basin, and provide a forum to discuss development paths for the Nile with
a wide range of stakeholders. The environmental framework established by the project will also
promote: (a) enhanced basin-wide cooperation and environmental awareness essential to the
successful implementation of the Agenda for Environmental Action in the Nile Basin through the
NBI's SVP, SAPs and other programs, and (b) a basin-wide institution, the NBI, with
substantially enhanced environmental management capacities.
More effective cooperation and coordination between the riparian countries is badly needed if the
Nile Basin's environment is to be conserved in ways that help improve the quality of life of its
inhabitants. This project will strengthen riparian cooperation and coordination by supporting a
series of measures focusing on various aspects of transboundary environmental management.
Project activities will include capacity building, training, education and awareness raising,
knowledge and information sharing, communications, environmental monitoring and activities at
selected pilot sites. All project components will require site selection and stakeholder
participation from at least two riparian countries; while many will involve all of the countries.
Consistent emphasis will be given to encouraging diverse stakeholder groups to work together,
both within their own countries and with counterparts in other riparian countries, as an essential
contribution to building the mutual understanding, relationships and trust that are essential to
collaborative problem-solving in the future.
2. Approach
Promoting a broader understanding and appreciation of transboundary environmental and water
management issues is the main thrust of this project. Hitherto, the Nile countries have generally
worked in isolation while developing and implementing their plans for the use, conservation or
development of the Nile Basin's resources. This project will help build bridges between the
countries, to better enable a variety of key stakeholders to identify and take advantage of the
opportunities offered by international collaboration. In its totality, the project aims to create many
"points of contact" among and between a large and varied set of stakeholders in the ten different
countries. As these contacts grow, and as independent networks are established around common
issues of concern, this is expected to contribute to an overall reduction of tension, to building
greater understanding and trust and, eventually paving the way for sound and environmentally
sustainable cooperative developments for poverty alleviation.
For example, through policy dialogue and capacity building the project will bring together
decision makers and environmental managers to create a variety of networks of key actors in the
region. Decision makers will become better informed about linkages, opportunities and trade-offs
as a result of the River Basin Model, thereby improving their abilities to frame more effective
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policies and plans with better sustainability prospects. Improved regional exchanges and
capacities will encourage streamlining of water quality monitoring. Bringing educators together
for joint program development and training will help nurture a new generation in the region,
which has been exposed to other Nile countries and is more aware of transboundary
environmental impacts and opportunities, thus establishing a "community of spirit" over time.
Finally, at the very grassroots, NGOs and community groups will be brought together to plan and
implement Microgrant projects that will respond to shared local community priorities within a
transboundary context.
3. Project Components
The project will encourage more effective basin-wide stakeholder cooperation on transboundary
environmental issues by supporting implementation of the actions prioritized by the TEA, in the
following areas:
1.
Institutional Strengthening to Facilitate Regional Cooperation.
2.
Community-Level Land, Forest and Water Conservation.
3.
Environmental Education and Awareness.
4.
Wetlands and Biodiversity Conservation.
5.
Water Quality Monitoring Basin-wide.
The GEF Project is being executed by the NBI and jointly financed by the World Bank and
UNDP (through GEF and NBTF resources).
By Component:
Project Component 1 - US$14.71 million
1: Institutional Strengthening to Facilitate Regional Cooperation
GEF: US$12.0 million; NBTF/WB: US$2.70 million; total US$14.7 million.
This component will enable deeper and more effective cooperation on transboundary
environmental management among and between the Nile riparian countries, including
governments, NGOs, researchers and other stakeholders. Key stakeholders will gain improved
access to relevant resource management information relating to the entire Nile Basin, while some
of the key linkages between macro and sectoral policies and the environment will be highlighted
and better understood. A substantial learning process will result from the development of the
River Basin Model and Decision Support System in coordination with the SVP Water Resources
Planning and Management Project and will increase understanding of the Nile's hydrological
behavior as well as linkages between environment and development.
1.1 Regional Coordination (GEF/UNDP)
This sub-component includes the overall management arrangements for the project, including a
Project Steering Committee, a Project Management Unit (PMU), and a National Project
Coordinator in each country.
The PMU will: (a) strengthen the capacity of the NBI to coordinate and implement the national
- 43 -
components of the project, and (b) ensure effective cooperation with the NBI Subsidiary Action
Programs as well as other environment and development programs in the Basin,
Main Activities & Tasks
1. Establish Project Steering Committee
2. Establish Project Management Unit
3. Hire National Project Coordinators
1.2: Knowledge Management (GEF/WB)
This sub-component will provide project participants and other key stakeholders across the Basin
with improved access to relevant environmental and natural resource management information. It
supports exchange of information, workshop materials and lessons learned from project activities
and across components and the NBI at large. Key products will be regular project newsletters
(printed and electronic), including special themes/topics as appropriate, e.g. on youth and
environment, and a regularly updated project website. The sub-component will also support setup
and maintenance of connections to the NBI website and resource center to be established at and
managed by the Nile Basin Secretariat.
The Knowledge Management PMU staff (one KM specialist/editor and one internet
publisher/webpage designer) will compile and make available resource materials and publish a
regular printed and electronic newsletter (not less than three times a year). Information will cover
each project component and relevant activities throughout the Basin. As this project will likely
be the first SVP project to be operational, this sub-component will also have an important role in
offering a learning opportunity through exchanges and transfer of lessons learned across the SVP
projects and the SAPs. This will feed into the emerging Information Resource Center at the
Nile-SEC. The National Project Coordinators will be responsible for coordinating information
gathering at the local and national level, including lessons learned and best practices. Short term
consultancies will support this effort as needed.
Main Activities & Tasks
1. Procure and install hardware
2. Hire Knowledge Management PMU staff
3. Develop project communications plan
4. Establish environmental knowledge base and disseminate knowledge on demand
5. Publish environmental newsletter and establish project website
1.3 Decision Support System and River Basin Modeling (GEF/WB and NBTF/WB)
This component will contribute to the development of a River Basin Model (RBM) for the Nile
Basin as part of a Nile Basin Decision Support System (DSS) being developed by the SVP Water
Resources Planning and Management Project. The DSS is being developed to support the
assessment of transboundary opportunities for cooperative action based on commonly shared
information and analysis tools. The DSS will be a basin-wide, computer-based platform for
- 44 -
1
communication, information management and analysis of Nile Basin water resources. The
analysis capabilities will be provided by the river basin model (RBM) element of the DSS which
will serve as an important regional planning tool.
This RBM will be the first basin-wide, participatory river modeling effort wholly based in the
region. Once developed and put into use, the RBM will: (a) increase regional understanding of
the hydrology and system behavior of the Nile River; (b) provide a means of assessing the
impacts of proposed development and management schemes and their transboundary
implications on river hydrology; and (c) be a source of quantitative river flow information for
environmental assessments.
This first participatory, basin-wide development effort of an RBM, at describing, on a regional
basis, the hydrology in the Basin and river system behavior with adequate accuracy and reliability
according to data availability. The model will represent a simplification of the natural system,
which is acceptable for the purpose for which it is developed. From a planning perspective, the
model will allow assessments of impacts that may have transboundary implications and will
provide quantitative river flow information to support more detailed environmental assessments.
Broader, multi-sectoral databases and finer scale models may be developed in subsequent
projects to address site specific issues.
Within the overall set of DSS activities, the present GEF project will contribute to the
development of the RBM, including training. NBTF resources shown herein but managed
through the SVP Water Resources Planning and Management Project will also support model
development efforts. In addition, the SVP Water Resources Planning and Management Project
will support the remaining DSS components; the development of basin-wide information
management system; and the development of guidelines for data collection, analysis and
2
exchange.
The GEF-supported RBM development approach will emphasize human resource development,
institutional strengthening and team building, as well as the development of technical tools. An
initial assessment of RBM training needs and system requirements will be conducted as a
consultative process with the riparian states, and will consider the data and information needs of
all NBI projects. The RBM should have an open ended architecture with the capability to
gradually evolve over time in response to needs from SVP and SAP projects and to accommodate
regional and national requirements. To ensure sustainability, the development approach will
require a multi-year, multi-disciplinary effort, which includes not only the development of
technical tools, but also team building and the development of staff and institutions. Broad
acceptance and use of the RBM will depend on demonstrating its usefulness and successful
application to decision makers at regional, sub-regional and national scales. This sub-component
therefore includes substantial interactions with decision makers as an integral part of model
development and refinement.
The development of the RBM will be managed through the SVP Water Resources Planning and
Management Project and integrated with DSS development. To ensure sustainability,
transparency and confidence in the DSS, a core team of specialists from the region will fully
- 45 -
participate in model development and application and will also serve as national lead specialists
(within the SVP Water Resources Planning and Management Project). These National DSS
Specialists will work with regional staff (e.g., project manager, project technical advisor, DSS
lead specialist, and other technical experts) and with consultants (regional and international) as
part of the core DSS team.
Main Activities & Tasks
1. Develop RBM and conduct staff training
2. Establish linkages between regional DSS unit and national user network
3. Test and apply RBM for selected projects/programs
4. Consolidate RBM use and training
(Note 1: The IMS will include the procurement and installation of hardware and software; the development of
general database architecture; the development of GIS; development of user interfaces and other applications to
support internet access; definition and development of security access; and comprehensive testing. In addition, the
data and information component of the DSS (non-GEF funded) will establish guidelines for collecting, processing,
analyzing and exchanging information through a consultative process among the Nile riparians. This will be closely
linked with the broader NBI information exchange activities supported through the Nile-SEC and its emerging
Information Resource Center.
Note 2: In addition to the DSS (estimated to cost $21 million), the $28 million grant-funded Water Resources
Planning and Management Project includes components related to water policy, and water resources planning and
management.)
1.4 Macro and Sectoral Policies and the Environment (GEF/WB)
This sub-component will consist of policy studies of the patterns of economic development and
priority transboundary environmental issues. The primary goal is to produce a synthesis suitable
for dissemination in all of the Nile riparian countries. The studies are expected to build on two
key macro and sectoral policy issues identified in the Nile Basin TEA: (a) the policy issues and
potential interventions related to the complex and variable relationship between site-specific
deforestation for fuelwood and the dynamics of the sometimes distant energy markets being
supplied; (b) the policy issues and potential interventions related to the complex and variable
links between agricultural productivity, pesticide subsidies and non-point source pollution of
water supplies.
These studies, carried out as consultancies by teams of researchers drawn from at least three Nile
riparian countries, will need to be carefully coordinated with the other project components and
other SVP projects to maximize complementarity and synergies. The results will be widely
disseminated as a key step towards a more informed environmental policy debate in the Nile
Basin.
Main Activities & Tasks
1. Identify candidate institutions and researchers, and select the study participants
2. Hold one regional workshop to plan each of the two applied research studies
3. Conduct studies through participating researchers/host institutions
4. Hold regional workshop to report on and disseminate each of the two research studies
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Project Component 2 - US$11.10 million
2: Community-Level Land, Forests and Water Conservation
GEF: US$3.72 million; NBTF/WB: US$7.38 million; total US$11.1 million
Pilot activities at selected transboundary sites will demonstrate the feasibility of local-level
approaches to land and water conservation, including mitigation actions for soil erosion,
desertification, non-point source pollution and invasive water weeds. National NGO networks
will be strengthened and NGO-government collaboration improved. This component includes
regional institutional strengthening (sub-component 2.1) and a set of problem identification and
site selection activities (2.2) that build on the basin-wide TEA. These activities will complement
the community-level actions to be financed by a Nile Transboundary Microgrant Program (2.3).
2.1 Enhanced Basin-wide Capabilities and Cooperation (GEF/UNDP)
This sub-component includes the management activities for all of project component 2 and
provides support to a series of workshops. Regional workshops will provide training and
information sharing:
(a)
For government and NGO staff on lessons learned in land and water conservation,
including issues of eutrophication and water weeds. This will include training in the
identification and mitigation of root causes of environmental degradation, and in
participatory planning and implementation of projects. Consideration will also be given to
areas most at risk and the selection of cost-effective site-specific mitigation measures;
and
(b)
For national NGO networks, on organization and management, funding options and
sources, access to cost-effective technical solutions, best practices on community-level
land, forest and water conservation, etc. NGO networking between as well as within the
Nile countries will be encouraged (although the provision of equipment, technology and
information technology training for the NGOs is not covered by the project budget and
will depend on additional financing being mobilized). Special attention will be given to
ensure that women's groups and NGOs are reached through the workshops and training.
Main Activities & Tasks
1. Hire Nile Transboundary Microgrant Lead Specialist at PMU
2. Conduct regional capacity building workshops for NGOs, NGO networks and
government staff
2.2 Priority Actions for Addressing Soil Erosion (GEF/UNDP)
Soil erosion was identified by the Nile Basin TEA as a priority issue for more in-depth analysis.
In order to identify areas where pilot and Microgrant interventions could provide the highest
impact, rapid assessment studies will be carried out in regions of high priority that have been
identified during project preparation. The rapid assessments will be limited to those places where
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relevant and adequate information is not already available.
Expert consultants will be contracted by the PMU to conduct rapid soil erosion assessment in
three countries (Ethiopia, Rwanda and Sudan). Relevant information to guide the Microgrant
activities is already available in the other Basin countries. The rapid assessments will include
mapping of erosion and deposition at critical pilot sites combined with the investigation of the
proximate and underlying causes. The knowledge gained will help to target the Nile
Transboundary Microgrant Program (2.3) as well as future NBI investment projects focusing on
land management.
Main Activities & Tasks
1. Carry out rapid assessment studies for soil erosion in Ethiopia, Rwanda and Sudan
2. Hold national and regional workshops to apply findings and initiate dissemination
2.3 Nile Transboundary Microgrant Program ( NBTF/WB through CIDA contribution)
The Nile Transboundary Microgrant Program will support community-driven interventions to
address transboundary environmental threats on a local scale. The Microgrants will also provide
alternative sustainable livelihood opportunities to communities who may otherwise be obliged to
overexploit their natural resources. The main emphasis of the Microgrants will be on piloting
new and promising transboundary initiatives, on the development and dissemination of best
practice and on exchanges of lessons learned. Special emphasis will be given to include women
and women's groups in the decision making and the activities within this Program. It is
anticipated that there will be opportunities for the more successful or promising transboundary
initiatives to be scaled up or replicated within the NBI SAPs. The institutional arrangements for
the Microgrant sub-component will draw on the best practice model of the GEF Small Grants
Programme (UNDP/GEF/SGP, see Annex 2 - Appendix A), although the specific arrangements
will vary by country (Annex 2 - Appendix B).
A national Nile Transboundary Microgrant Program will be established in each participating
country. The types of activities eligible to be supported by the Microgrants are listed in Annex 2 -
Appendix C. Priority will be given to funding projects that: (a) focus on transboundary
environmental problems and sites; (b) provide for community participation in their design,
implementation and evaluation; (c) pay attention to the needs of women and/or indigenous
peoples and practices; (d) draw on local or Nile Basin scientific and technical resources; (e)
support capacity development; and (f) communicate best practices to wider audiences.
A draft Microgrant Operational Manual for the Nile Transboundary Microgrant Program has
been prepared drawing from the best practice of the UNDP/GEF/SGP. This Operational Manual
outlines the basic procedures for grant application, institutional arrangements, and flow of funds.
The Microgrant Operational Manual will assure adherence to certain basin-wide guidelines,
minimum criteria, procedures and terms and conditions of the Microgrant Program. This includes
adherence to financial management guidelines outlined in the overall Project Implementation
Manual as well as standard UNDP and World Bank policies. No grant will be disbursed unless it
has been approved according to the requirements and criteria outlined in the Microgrant
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Operational Manual. The Microgrant Operational Manual will be annexed to the Nile
Transboundary Microgrants Strategy, which will be developed during the first year of the project
(see paragraph below).
The maximum size of individual grants will be $25,000, though it is expected that many grants
will be much smaller and the average size will probably be around $10,000. It will be encouraged
that at least 50 percent of each country's Microgrants will directly support transboundary
activities (i.e., those involving partners from at least one other Nile country), while all
single-country projects should clearly be related to transboundary environmental issues (i.e., an
environmental issue shared by at least one other Nile country). The project portfolio developed
by each national Nile Transboundary Microgrant Program will be required to demonstrate a
significant contribution to involving women and women's organizations (specific goals will be
set within each country but should be no less that 10 percent of project funds). To help address
the challenge of implementing local activities with transboundary significance, frequent
interactions and networking between the Nile countries' Microgrant programs will be facilitated
by the Microgrant Lead Specialist in the PMU.
Main Activities & Tasks
1. Establish national institutional arrangements for Nile Transboundary Microgrant
Program in each country
2. Organize a regional initial Nile Transboundary Microgrant workshop
3. Develop regional Nile Transboundary Microgrant Strategy and finalize Microgrant
Operational Manual
4. Develop National Nile Transboundary Microgrant Action Plans (each participating
country)
5. Develop reporting requirements and Monitoring and Evaluation framework (regional
and national)
6. Formulate Nile Transboundary Microgrant communication strategy
7. Organize national Nile Transboundary Microgrant launching workshop
8. Administer National Nile Transboundary Microgrants
9. Additional national and regional workshops as needed
10. Organize regional review workshop to assess progress and lessons learned
11. Prepare assessment of lessons learned and recommendations
Project Component 3 - US$ 3.43 million
3: Environmental Education and Public Awareness (GEF/UNDP)
GEF: US$3.43 million; NBTF/WB: US$0 million; total US$3.43 million
Support will be provided to develop or strengthen transboundary partnerships and networks of
environmental education and awareness practitioners. The main objectives are to build
practitioners' capacities, to introduce and build transboundary cooperation, and to demonstrate,
through pilot activities, the feasibility of developing and delivering a variety of environmental
education and awareness programs at a basin-wide level. This will contribute to a longer-term
and more ambitious objective of enhancing awareness of the nature of environmental
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inter-relatedness in the region and effects on communities.
3.1 Public Information and Awareness (GEF/UNDP)
Local and national public awareness campaigns linked to specific environmental issues have
been quite effective on a limited scale in some Nile countries, especially campaigns related to
water conservation, solid waste disposal and the protection of wetlands. Experiences gained
through these programs will help provide the foundation for raising awareness about
transboundary environmental issues. Despite some encouraging signs of progress, however, the
appreciation and understanding of how human behavior can contribute to solving environmental
problems remains generally low in the Basin.
This sub-component will support the development and delivery of a small number of
transboundary environmental awareness campaigns by basin-wide teams of practitioners drawn
from the participating countries. It will include regional training for environmental education and
awareness practitioners on the development and delivery of programs and materials, regional
briefings for media editors and journalists on transboundary environmental issues, and exchanges
of environmental journalists and other media professionals between the Nile riparian countries.
These programs will be launched through a variety of delivery mechanisms, e.g., nature clubs,
schools, youth movements, the scout movement, universities, churches, mosques, etc. A variety
of media will be used, including TV, radio, newspapers and web pages. A National
Environmental Education and Awareness Working Group will be established in each
participating country for sub-component 3.1.
Main Activities & Tasks
1. Establish National Environmental Working Education & Awareness Working Group
2. Hold regional workshop to exchange experiences and plan transboundary actions
3. Develop detailed work plan
4. Cooperatively develop transboundary environmental education materials
5. Hold additional national and regional workshops as needed
6. Hold final regional workshop to assess experiences and plan future activities
3.2 Secondary Schools (GEF/UNDP)
A very small nucleus of dedicated schools, teachers, curriculum developers, university
academics, researchers and education administrators are working with students and local
communities throughout the Nile Basin to develop environmental education, usually with very
limited financial and technical resources. Most of the initiatives carried out so far have relied on
external development agency funding. Many of the key stakeholders now have practical
experience in the design and delivery of environmental education programs in their local and
national contexts, but not in an international or transboundary context. This sub-component will
support transboundary education and awareness activities that build on these promising local and
national initiatives. Particular attention will be paid to ensuring that girls and boys benefit equally
from these initiatives.
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This sub-component will establish an electronic network of selected schools for transboundary
environmental education and will support exchanges of school staff and experiences between the
Nile riparian countries as well as community projects where students can apply knowledge
acquired in the classroom while developing values and skills for improving environmental
conditions. Finally, an award scheme or competition will be set up for outstanding Nile
Transboundary Environmental Education projects in schools and their communities. All of these
activities will be closely coordinated and managed as a single initiative. National education
authorities will continue to be consulted and involved in the design and implementation of all
school-related project activities. This sub-component will draw on existing best practice in
networking developing country schools and educators, and will be executed as a single contract.
Establishing an electronic network of schools for transboundary environmental education and
awareness will require preliminary identification of those schools capable of and interested in
participating in such a network, and which can cover the basic costs of computer equipment
purchase and maintenance, and Internet connections. A small but adequate number of schools
within the Nile Basin already participate in international educational networks and/or are
partnered with schools in other countries. Informal reviews have indicated that schools with the
requisite capacities would be ready to participate in Egypt, Ethiopia, Kenya, Rwanda, Tanzania
and Uganda. These schools can form the basis of a Nile Schools Environmental Education and
Awareness Network. Further work will be required to assess the potential for schools in the other
Nile countries to participate.
Main Activities & Tasks
1. Deliver schools networking services sub-component
2. Develop detailed work plan
3. Identify participating schools and teachers
4. Organize and conduct teacher training workshops
5. Support transboundary environmental projects within school networks
6. Organize Nile Transboundary Environmental Education award scheme
7. Hold regional workshops to assess experiences and formulate further action
8. Hold additional national and regional workshops as needed
3.3 Universities and Other Research Institutions (GEF/UNDP)
This sub-component will support exchanges of university-level environmental education
professors, other researchers and students between the Nile riparian countries. The exchange
program will be coordinated by the Environmental Education and Public Awareness Lead
Specialist in the PMU. It will also support two regional workshops as a contribution towards the
development of a university-level course on one or more Nile transboundary environmental
issues as a collaborative enterprise between participating universities from the riparian countries.
Linkages and cooperation with the Applied Training Project (e.g. for course development and
dissemination) will be sought as this project becomes operational.
Exchanges of junior faculty and graduate students engaged in environmental education will be
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supported (approximately two per country). Selection criteria will be developed during the
project. Emphasis will be put on supporting the participation of individuals from Nile Basin
countries which have had limited recent opportunities to participate in such international
programs. Participating individuals and their departmental hosts in other Nile Basin countries
will need to demonstrate the value of their proposed exchange program to building transboundary
environmental awareness and understanding in the Nile Basin.
Main Activities & Tasks
1. Prepare work plan
2. Facilitate faculty and student exchanges among Basin universities
3. Select participants for development of university course on Nile transboundary issues
4. Organize two regional workshops to facilitate course preparation
Project Component 4 - US$7.10 million
4: Wetlands and Biodiversity Conservation (GEF/UNDP and possibly Bank through NBTF
phase 2)
GEF: US$4.37 million; co-funding: US$2.73 million; total US$7.10 million
This component will improve the understanding and awareness of the role of wetlands in
supporting sustainable development, and improve management at selected transboundary wetland
sites and cross-border protected areas. The component will build on the significant number of
nationally-focused wetland conservation and management initiatives in the Nile Basin. Networks
based on existing centers of knowledge and experience will be established (including projects,
government departments, national park or protected areas management units, academia, NGOs,
etc.). The project will help provide a transboundary overlay and set of perspectives to
complement national activities in wetland conservation.
A three-pronged approach will be adopted. First a network will be created, to enhance regional
interaction and exchanges, and to help transfer knowledge and build capacity. Second, a small
number of wetlands of transboundary significance will be selected for in-depth ecological and
economic study. Third, pilot projects will be executed to strengthen management at priority
wetland protected areas and to build capacity through training.
4.1 Enhanced Regional Cooperation and Capabilities (GEF/UNDP)
Implementation of this component will be coordinated by the Wetlands and Biodiversity Lead
Specialist in the PMU, who will work closely with a Wetlands and Biodiversity Conservation
Working Group to be established as part of the project, as well as with the National Project
Coordinators in the participating countries. The Working Group is to plan joint activities,
evaluate progress and share lessons learned. Working Group members will link basin-wide
project activities with the national government agencies responsible for the management of
priority conservation sites as well as NGOs and other stakeholders.
Main Activities & Tasks
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1. Establish a Wetlands and Biodiversity Conservation Working Group
2. Elaborate selection criteria for key conservation areas to be targeted
3. Establish basin-wide network of stakeholder representatives/experts
4. Develop education, training, and awareness programs
4.2 Better Understanding and Broader Awareness of the Role of Wetlands in Supporting
Sustainable Development (possibly NBTF/WB phase 2)
This component will carry out at least two in-depth ecological and economic studies of the role
that wetlands play in supporting sustainable development, one study each in a northern and a
southern country of the Nile Basin. The project will select at least two of the most important Nile
Basin wetlands as study sites to explore: (a) ecological processes, including wetlands' role in
flood control and waste treatment (including the impact of wetland modification and loss on
these roles); (b) the economic value of wetlands; and (c) major threats to wetlands and their
underlying social and economic causes.
The results of these studies will be used, together with the wetland education, training and
awareness programs developed in the previous sub-component, in an awareness campaign that
will include a series of workshops and other forms of dissemination (publications, printed
material etc.) that will target several key audiences (government/decision makers, local
communities, private sector, conservation practitioners, etc.) in selected Nile Basin countries.
Main Activities & Tasks
1. Select study sites
2. Prepare Terms or Reference for each study and tender assignments
3. Backstop implementation of each study
4. Prepare the wetlands education, training and awareness programs
5. Carry out workshop to disseminate results and deliver training and education
materials
4.3 More Effective Management of Wetlands and Transboundary Protected Areas
(GEF/UNDP and possibly NBTF/WB phase 2)
The current levels of effective management of wetlands and transboundary protected areas in the
Nile Basin are very low and often even nonexistent. The capacities that are needed to implement
effective management are largely inadequate, at all levels, not in the least at the field level, one of
the most critical. By means of a select number of pilot sites, this component intends to
demonstrate best practices in protected area and wetland management and build the required
capacity for ensuring long-term conservation.
The selection process to determine the key intervention sites will be informed by the two
previous sub-components. Among the criteria to be used in determining this choice will be the
global significance of the biodiversity present, the level of threats, the transboundary nature of
the area and the absence of donor-financed assistance (many areas of key importance already
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receive assistance from GEF and other donors).
The approach that will be followed is to demonstrate at these selected sites effective management
schemes that have proven to lead to sustainable conservation of natural resources. After initial
baseline assessments on the status and trends of biodiversity and related social, economic and
institutional issues at each site, site-specific participatory management plans will be prepared.
The emphasis will be on multiple-use objectives, where applicable, using a process that
facilitates dialogue among key stakeholders to build consensus on the problems and opportunities
of community participation and action in and around the selected sites.
The project will also assist in the implementation of these plans, by building the necessary
capacity. Capacity building efforts will not be limited to the professional staff in charge of the
management of the protected area, but will extend to the local communities living in and around
the sites.
Main Activities & Tasks
1. Select three sites for intervention; prepare Terms of Reference for baseline assessment
and preparation of management plans
2. Contract assignments
3. Formally adopt the management plans, elaborated through participatory process
4. Start implementation of plans
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Project Component 5 - US$2.93 million
5: Water Quality Monitoring Basin-wide (GEF/WB)
GEF: US$2.93 million; co-funding: US$0 million; total US$2.93 million
Transboundary cooperation will be increasingly important to maintain appropriate water quality
for drinking water, irrigation, and industry and to support human health and livelihoods and
ecosystem functions in the Nile Basin. This project component will increase the understanding of
the current state of water quality and priority needs for transboundary cooperation between the
Nile countries and will contribute to building greater capacity for water quality monitoring and
management. Exchange of experiences on regulatory issues and on water quality information
between countries will facilitate improved decision making by governments and other resource
users. The present project component also aims to create a starting point for increased regional
transboundary water quality assessment and collaborative action through initiating a limited
exchange of information. This basin-wide dialogue among relevant stakeholders will help
develop a common vision and goal for water quality for the Nile Basin.
The Nile countries differ noticeably in the degree to which they consider water quality
management an immediate priority. Furthermore, technical and resource capacities to address
water quality issues vary considerably. The project component will therefore emphasize
awareness raising on benefits/costs of cooperation with regard to transboundary water quality
management on an institutional level. Capacity development efforts will be focused on the Nile
countries with the greatest needs in terms of formulating and enforcing regulations, analyzing
water quality and addressing immediate problems. No additional inputs in training and resources
are anticipated in countries that already receive GEF or other targeted resources for similar
activities. Support of water quality monitoring efforts will mainly be geared towards aiding
low-cost field methods to address transboundary priority actions with an emphasis on synergy
with project activities in Component 2, Community Level Land, Forests and Water Conservation
(such as erosion control, improved land management and non-point source pollution control).
As the emphasis of this component is to launch a basin-wide dialogue supplemented by
exchanges and training, the project will not support significant laboratory development or
equipment purchases. Additional resources are still required to upgrade national capacities in a
number of the Nile countries (including laboratories, equipment, identification of sampling
points, etc.), which are largely outside the scope of the present regional effort. An assessment of
the experiences from this regional engagement on water quality will provide the basis for
recommending future NBI investment and grant funded activities and the development of water
quality action plans.
5.1 Enhanced National Capacities for Water Quality Monitoring (GEF/WB)
Building on the identification of root causes and priority action steps initiated in the Nile TEA,
this sub-component will begin by assessing existing water quality information on a national and
regional scale and identifying major information gaps and needs. A detailed work plan will be
developed based on this initial overview. One product of this initial assessment will be the
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compilation of a Nile Water Quality Report (this will be coordinated with the planned activities
to publish a Nile Atlas within the SVP Water Resources Planning and Management Project and
close collaboration and synergies with this project are anticipated when it becomes operational).
One of the prerequisites of successful water quality management is to build effective institutions
and develop appropriate and enforceable regulations. Regional workshops and training events
will foster exchanges among the Basin countries and draw on lessons learned across the Basin
and worldwide. The project will especially build on and incorporate lessons learned from
ongoing regional efforts in the LVEMP and work with the same actors. Some key capacities for
regional cooperation will be enhanced, especially through strengthening dialogue and evaluation
of existing water quality data and information in a transboundary context. Agreement will also be
sought on the formulation and use of uniform analytical methods and standardized laboratory
protocols for measuring key water quality parameters.
The activities will be coordinated and supervised by the regional Water Quality Lead Specialist.
It is envisaged that the leading laboratories in the region, for example in Uganda and Egypt, will
be able to serve as training sites during the project and then as future reference laboratories. A
regional Working Group will be formed.
Main Activities & Tasks
1. Establishment of basin-wide Working Group
2. Review and summarize national water quality monitoring efforts; compile Nile Water
Quality report; set priorities and develop work plan
3. Develop common analytical methods and conduct training
4. Build capacity for water quality monitoring and enforcement
5.2 Awareness Raising and Information Sharing on Transboundary Water Quality
Monitoring (GEF/WB)
The planned activities are aimed at raising awareness on the institutional level of the relevance of
cooperation in water quality management and at providing an initial common, updated
information base on transboundary water quality issues as identified in the TEA.
Information exchanges will be initiated, emphasizing priority transboundary issues and a limited
subset of the sites identified through the analysis of gaps and needs under component 5.1.2.
Information management and communication will take advantage of existing facilities
supplemented by those established through this project and other SVP projects (SVP Water
Resources Planning and Management and the Nile-SEC supported information Resource Center
as this emerges). Critical data gaps and information needs identified will be addressed by
improved sampling and analysis methods emphasizing sustainable, low cost methods that can be
carried out in the field. This effort is limited to a realistic number of sites and hotspots of
transboundary significance, which will be selected based on the initial gaps and needs analysis
(5.1) by the Working Group under the guidance of the Water Quality Lead Specialist. Selected
sites where priority actions take place under the Component 2, Community Level Land, Water
and Forest of the present project will be especially considered.
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Information exchanged is expected to include the assessment of sediment and nutrient loads and
the protection of wetlands and be closely related to other project activities. Countries that are
already engaged in intensive monitoring efforts are likely to provide more detailed information
and contribute their own experiences. The project will seek complementarity to ongoing efforts
(e.g., LVEMP) and will not provide additional resources where other resources, including GEF
funds, are already being provided for similar activities.
Main Activities & Tasks
1. Conduct study tour to raise awareness of transboundary water quality needs
2. Develop compatible data reporting and database formats
3. Undertake transboundary Nile water quality monitoring at selected pilot sites
(including exchange of information and improvement of field methods)
4. Review and consolidate experiences and formulate recommendations for further
actions
Annex 2 Table A - Summary of Component Activities and Tasks
Component 1 Institutional strengthening to facilitate regional cooperation
Sub-component 1.1 Regional coordination
Activities & Tasks
1.
Establish Project Steering Committee
2.
Establish Project Management Unit
3.
Hire National Project Coordinators
Sub-component 1.2 Knowledge Management
Activities & Tasks
1.
Procure and install hardware
2.
Hire Knowledge Management PMU staff
3.
Develop project communications plan
4.
Establish environmental knowledge base
5.
Publish environmental newsletter and establish project website
Sub-component 1.3 River Basin Model (RBM)
Activities & Tasks
1.
Develop RBM and conduct staff training
2.
Establish and solidify linkages between regional DSS unit and national user network
3.
Test and apply RBM for selected projects/programs
4.
Consolidate RBM use and training
Sub-component 1.4 Macro- and Sectoral Policies and the Environment
Activities & Tasks
1.
Identify candidate institutions & researchers, and select the study participants
2.
Hold one regional workshop to plan each of the two applied research studies
3.
Contract with participating researchers/host institutions
4.
Hold one regional workshop to report on and disseminate each of the two research studies
Component 2 - Community-level land, forests & water conservation
Sub-component 2.1 Enhanced Basin-wide Capabilities and Cooperation
Activities & Tasks
1.
Hire Nile Transboundary Microgrant Lead Specialist at PMU
2.
Conduct regional capacity building workshops for NGOs, NGO networks and government staff
Sub-component 2.2 Priority Actions for Addressing Soil Erosion
Activities & Tasks
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1.
Carry out rapid assessment studies for soil erosion in Ethiopia, Rwanda and Sudan
2.
Hold national and regional workshops to apply findings and initiate dissemination
Sub-component 2.3 Nile Transboundary Microgrant Program
Activities & Tasks
1.
Establish national institutional arrangements for Nile Transboundary Microgrant Program in each country
2.
Organize a regional initial Nile Transboundary Microgrant workshop
3.
Develop regional Nile Transboundary Microgrant Strategy and finalize Microgrant Operational Manual
4.
Develop National Nile Transboundary Microgrant Action Plans (each participating country)
5.
Develop reporting requirements and Monitoring and Evaluation framework (regional and national)
6.
Formulate Nile Transboundary Microgrant communication strategy
7.
Organize national Nile Transboundary Microgrant launching workshop
8.
Administer National Nile Transboundary Microgrant
9.
Additional national and regional workshops as needed
10. Organize regional review workshop to assess progress and lessons learned
11. Prepare assessment of lessons learned and recommendations
Component 3 - Environmental education and public awareness
Sub-component 3.1 Public Information and Awareness
Activities & Tasks
1.
Establish National Environmental Working Education & Awareness Working Group
2.
Regional workshop to exchange experiences and plan transboundary actions
3.
Develop detailed work plan
4.
Cooperatively develop transboundary environmental education materials
5.
Additional national and regional workshops as needed
6.
Hold final regional workshop to assess experiences and plan future activities
Sub-component 3.3 Secondary Schools
Activities & Tasks
1.
Deliver schools networking services sub-component (World Links or equivalent)
2.
Develop detailed work plan
3.
Identify participating schools and teachers
4.
Organize and conduct teacher training workshops
5.
Support transboundary environmental projects within school networks
6.
Organize Nile Transboundary Environmental Education award scheme
7.
Hold regional workshops to assess experiences and formulate further action
8.
Additional national and regional workshops as needed
Sub-component 3.3 University Networks
Activities & Tasks
1.
Prepare work plan
2.
Facilitate faculty and student exchanges among Basin universities
3.
Select participants for development of university course on Nile transboundary issues
4.
Organize two regional workshops to facilitate course preparation
Component 4 - Wetlands and biodiversity conservation
Sub-component 4.1 Enhanced Regional Cooperation and Capabilities
Activities & Tasks
1.
Establish a Wetlands and Biodiversity Conservation Working Group
2.
Elaborate selection criteria for key conservation areas to be targeted
3.
Establish basin-wide network of stakeholder representatives/experts
4.
Develop education, training, and awareness programs
Sub-component 4.2 Better Understanding and Broader Awareness of the Role of Wetlands in Supporting Sustainable
Development
Activities & Tasks
1.
Select study sites
2.
Prepare Terms or Reference for each study and tender assignments
3.
Backstop implementation of each study
4.
Prepare the wetlands education, training and awareness programs
5.
Carry out workshop to disseminate results and deliver training and education materials
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Sub-component 4.3 More Effective Management of Wetlands and Transboundary Protected Areas
Activities & Tasks
1.
Select three sites for intervention; prepare Terms of Reference for baseline assessment and preparation of
management plans
2.
Contract assignments
3.
Formally adopt the management plans, elaborated through participatory process
4.
Start implementation of plans
Component 5 - Water quality monitoring basin-wide
Sub-component 5.1 Enhanced National Capacities for Water Quality Monitoring
Activities & Tasks
1.
Establishment of basin-wide Working Group
2.
Review and summarize national water quality monitoring efforts; compile Water Quality report; set priorities and
develop work plan
3.
Develop common analytical methods and conduct training
4.
Build capacity for water quality monitoring and enforcement
Sub-component 5.2 Awareness Raising and Information Sharing on Transboundary Water Quality
Activities & Tasks
1.
Conduct study tour to raise awareness of transboundary water quality needs
2.
Develop compatible data reporting and database formats
3.
Transboundary Nile water quality monitoring at selected pilot sites (including exchange of information and
improvement of field methods)
4.
Review and consolidate experiences and formulate recommendations for further actions
- 59 -
Annex 2 - Appendix A
Sub-component 2.3
The GEF Small Grants Programme (UNDP/GEF/SGP)
The UNDP/GEF/SGP has been making small grants since 1992 and now has highly-regarded,
decentralized and country-driven programs in more than fifty countries. Within the Nile Basin,
the UNDP/GEF/SGP operates in Egypt, Kenya, Tanzania and Uganda. In addition to managing
small grants for the GEF, the UNDP/GEF/SGP has also entered into agreements with EU,
DANIDA and other donors to manage additional small grants funds for each of these agencies in
certain countries as separate financing windows, each of which have their own specific
grant-making criteria. The more experienced national UNDP/GEF/SGPs typically award small
grants amounting to about $400,000 each year. The UNDP/GEF/SGP is implemented globally by
UNDP and executed by UNOPS. All SGP grant disbursements are authorized by UNOPS.
The key elements of the institutional arrangements for the UNDP/GEF/SGP in each country are
the National Steering Committee (NSC) and the National Coordinator (NC), operating with
support from the UNDP Country Office. The NC and NSC together are responsible for ensuring
that participatory, democratic, impartial, and transparent procedures for project review and
approval as well as all other aspects of program implementation are established and practiced at
the country level.
1
The UNDP/GEF/SGP NSCs are composed of voluntary members from NGOs, academic and
scientific institutions, other civil society organizations, key government agencies and UNDP,
with a majority of members coming from the nongovernmental sector. The NSC provides overall
guidance and direction to the country program, and contributes to developing and implementing
strategies for country program sustainability. In collaboration with the NC, the NSC helps to
develop a country program strategy and oversees its implementation. The NSC is responsible for
selecting and approving projects, and for ensuring their technical and substantive quality. NSC
members are encouraged to participate in pre-selection project site visits and in project
monitoring and evaluation. Most NSCs function under the principle of consensus, and rarely
resort to voting to determine whether a project is approved or a particular course of action is
taken. Members of the NSC are formally appointed by the UNDP Resident Representative.
Participation in the NSC is without monetary compensation. Travel expenses for project site
visits or to NSC meetings can be covered by the UNDP/GEF/SGP country operational budget.
UNDP/GEF/SGP experience has shown that NSC often play very constructive roles in
developing or reinforcing working relationships between government officials and NGOs. NGOs
learn to appreciate that they need to partner effectively with key government agencies in order to
achieve their own objectives and to work effectively at community levels, while government
officials benefit from the opportunity to work directly with members of the NGO community and
to exchange experiences and ideas while working towards shared objectives.
- 60 -
The UNDP/GEF/SGP NC has lead responsibility for managing country program implementation.
The NC's major functions include: (a) promoting the program's objectives, procedures, and
achievements among NGOs, community-based organizations, and other key stakeholders; (b)
developing and revising a Country Program Strategy in collaboration with the NSC and other
stakeholders; (c) implementing the Country Program Strategy, and ensuring that SGP grants and
projects meet the criteria of the Strategy; (d) assisting NGOs and community-based organizations
in the formulation of project proposals, and ensuring their technical and substantive quality; (e)
serving as the NSC's secretariat, pre-screening project proposals, and otherwise supporting the
work of the NSC; (f) facilitating NGO and community-based organizations access to technical
support services; (g) developing and implementing communications and information
dissemination strategies which will reach a wide range of target audiences; (h) ensuring sound
program monitoring and evaluation, including periodic project site visits; (i) mobilizing
resources for co-financing projects; (j) supervising other UNDP/GEF/SGP local staff; and (k)
reporting to UNDP, UNOPS and other funding agencies as required.
In some countries, the UNDP/GEF/SGP is located in a national host institution, normally a
national NGO. UNOPS administers a sub-contract with the host NGO that outlines the technical
support and administrative services to be provided as well as the operating budget. The
sub-contract contains rules of collaboration with the host organization and is supervised by
UNOPS. All country programs, whether based in the UNDP or in a host NGO, are equally bound
by the overall UNDP/GEF/SGP Strategic Framework and Operational Guidelines.
UNOPS provides program execution services for the UNDP/GEF/SGP in the following areas: (a)
personnel recruitment and contract administration for project staff and consultants; (b)
sub-contracts for host institutions; (c) authorization of country program grant allocations and
disbursements; (d) budget administration, including authorization and monitoring of
expenditures; (e) training and guidance on the above to country-level staff; and (f) support for
initiation of the program in new countries.
The Kenya and Tanzania UNDP/GEF/SGPs already participate in the six-country COMPACT
project, which should provide a useful operational model for management and contractual
arrangements for the Nile Transboundary Microgrant Program. The COMPACT project is
3
supporting small grants focused on one specific area within each country. To facilitate these
small grants and provide an on-site presence, the UNDP/GEF/SGP has hired Local Coordinators
who report directly to the National Coordinator. These Local Coordinators are based in a local
NGO which provides support services through a contract with UNOPS. There is also a Local
Steering Committee to guide the project's activities, although strategic and grant-making
decisions for the COMPACT project continue to be made by its NSC. A similar arrangement is
expected to be established for the Nile Transboundary Microgrant Program.
1 Known as National Selection Committees in some countries.
2 COMPACT = Community-Managed Protected Area Management Project (funded by the UN Foundation and the
GEF).
3 Mount Kenya in Kenya and Mount Kilimanjaro in Tanzania.
- 61 -
Annex 2 - Appendix B
Sub-component 2.3
Nile Transboundary Microgrant Institutional Arrangements
A national Nile Transboundary Microgrant Program will be established in each participating
country. The types of activities eligible to be supported by the Microgrants are listed in Appendix
C. Priority will be given to funding projects that: (a) focus on transboundary environmental
problems and sites; (b) provide for community participation in their design, implementation and
evaluation; (c) pay attention to the needs of women and/or indigenous peoples and practices; (d)
draw on local or Nile Basin scientific and technical resources; (e) support capacity development,
and (f) communicate best practices to wider audiences.
A draft Microgrant Operational Manual for the Nile Transboundary Microgrant Program has
been prepared drawing from the best practice of the UNDP/GEF/SGP. The Microgrant Manual
will be available in final form for Bank review and acceptance six months after project
effectiveness. Grants will not be disbursed until the Microgrant Manual has been completed and
accepted by the Bank. The Microgrant Manual outlines the basic procedures for grant
application, institutional arrangements, and flow of funds. The Microgrant Manual will assure
adherence to certain basin-wide guidelines, minimum criteria, procedures and terms and
conditions of the Microgrant Program. This includes adherence to financial management
guidelines outlined in the overall Project Implementation Manual as well as standard UNDP and
World Bank policies. No grant will be disbursed unless it has been approved according to the
requirements and criteria outlined in the Microgrant Manual. The Microgrant Manual will be
annexed to the Nile Transboundary Microgrant Strategy, which will be developed during the first
year of the project (see paragraph below).
The maximum size of individual grants will be $25,000, though it is expected that many grants
will be much smaller and the average size will probably be around $10,000 per grant. It will be
encouraged that at least 50 percent of each country's Microgrants will directly support
transboundary activities (i.e., those involving partners from at least one other Nile country),
while all single-country projects should clearly be related to transboundary environmental issues
(i.e., an environmental issue shared by at least one other Nile country). The project portfolio
developed by each national Nile Transboundary Microgrant Program will be required to
demonstrate a significant contribution to involving women and women's organizations (specific
goals will be set within each country but should be no less that 10 percent of project funds). To
help address the challenge of implementing local activities with transboundary significance,
frequent interactions and networking between the Nile countries' Microgrant Programs will be
facilitated by the Microgrant Lead Specialist in the PMU.
Following an initial regional workshop, the Microgrant Lead Specialist in the PMU will
coordinate and take the lead in preparing a Regional Nile Transboundary Microgrant Strategy
based on input from the participating countries. The Microgrant Operational Manual (see above)
will be annexed to the Strategy. This basin-wide Strategy will provide the substantive framework
- 62 -
for focusing resources and guiding program implementation, including the spatial and thematic
priorities to guide project selection and grant making. It will also provide a basis for the
assessment of achievements and sustainable outcomes of the Nile Transboundary Microgrant
Program through the development of overall outcome indicators. In particular, the Strategy will
document the approach to identifying, designing and implementing transboundary activities with
Microgrant support. The Strategy development process will be an important and substantive
contribution to capacity building that will strengthen the awareness and ability of key
stakeholders to address transboundary environmental and sustainable livelihood concerns in an
integrated manner.
Each participating country will then use the Nile Transboundary Microgrant Strategy as a starting
point to developing their own National Nile Transboundary Microgrant Action Plan, intended
as a concise and condensed document. The National Nile Transboundary Microgrant Action Plan
will provide a substantive framework for allocating resources, including spatial and thematic
priorities for grant making on a national level (for example, some Microgrant Programs may
target a limited spatial area within the Nile Basin or a subset of their priority environmental
issues). The National Nile Transboundary Microgrant Action Plan will also provide a basis for
the assessment of achievements and outcomes. The National Nile Transboundary Microgrant
Action Plan development process will include consultations with national stakeholders as well as
transboundary counterparts. The Nile Transboundary Microgrant Lead Specialist in the PMU will
support the development of these Action Plans and ensure their mutual compatibility and
alignment with the regional Nile Transboundary Microgrant Strategy and Microgrant Operational
Manual.
Once institutional arrangements and adequate operational procedures are in place including the
Regional Nile Transboundary Microgrant Strategy and the national Nile Transboundary
Microgrant Program Action Plans and documented to the satisfaction of the PMU and the
Project Steering Committee, each participating country will receive an initial round of fund
allocation. The initial range for this allocation will be determined at the time of allocation, but is
expected to be in the range of $200,000-$500,000 to be disbursed as Microgrants over 2-3 years.
The amount allocated to each country will be based on an assessment by the PMU of the
institutional arrangements, transparent and appropriate procedures and the absorptive capacity in
each country. Allocation of the remaining funds will be based on the effectiveness of the first
round of funding combined with a convincing plan for second and further rounds. The Project
Steering Committee and the PMU will approve all grant fund allocations to the national Nile
Transboundary Microgrant Programs.
In Kenya, Tanzania and Uganda, the Nile Transboundary Microgrant Program will coordinate
with the small grants program of the Lake Victoria Environmental Management Project
(LVEMP), possibly inviting this project to be represented on the National Steering Committees
of the UNDP/GEF/SGP (see below). In all countries, coordination with other small grants
programs with related objectives such as the Africa 2000 network, will be emphasized.
- 63 -
2.3.3 Organizational Arrangements
The component will be managed by the Microgrant Lead Specialist in the PMU, working closely
with the National Project Coordinators and National/Local Microgrant Coordinators in the
participating countries.
The institutional arrangements for the Nile Transboundary Microgrants will draw on the best
practice model of the UNDP/GEF/SGP. As such, therefore, it will be managed within each
country by an NSC and an NC. Appendix A describes the UNDP/GEF/SGP institutional
arrangements in more detail. Although the institutional arrangements for the Nile Transboundary
Microgrant Program will build on the UNDP/GEF/SGP experience, the specific arrangements
will vary by country.
i. Riparian Countries with an existing UNDP/GEF/SGP (see Appendix A)
In Egypt, Kenya, Tanzania and Uganda it is expected that the existing national UNDP/GEF/SGP
will be used as a delivery mechanism for the Nile Transboundary Microgrants. UNOPS is
executing the UNDP/GEF/SGP and the present project will avail itself of the established
UNDP/GEF/SGP mechanism.
In these countries, the UNDP/GEF/SGP has agreed to manage the Nile Transboundary
Microgrant Program as a separate funding window. The UNDP/GEF/SGPs in these four
countries already have experience in managing other small grant funds for donor agencies in
addition to their core grant making on behalf of GEF. In Kenya, Tanzania and Uganda the
UNDP/GEF/SGPs are based at or close to the UNDP Country Offices, while a national NGO, the
Arab Office for Youth and Environment, has hosted the Egyptian GEF/SGP since 1992. The
membership of the existing National Steering Committees will be reviewed and may be
expanded to service the needs of the Nile Transboundary Microgrant Program. The present
project will fund the hiring of a Nile Transboundary Microgrant Local Coordinator in Egypt,
Kenya, Tanzania and Uganda, to work under the guidance of the UNDP/GEF/SGP National
Coordinator.
In both Kenya and Tanzania, the Nile Basin occupies a portion of the country at a considerable
distance from the national capital. It is therefore planned that a local NGO located within the Nile
Basin will host the Nile Transboundary Microgrant Local Coordinator (probably in Mwanza in
Tanzania and in Kisumu in Kenya). The national UNDP/GEF/SGP Coordinator and the Nile
Transboundary Microgrant Local Coordinator will undertake a market survey, reviewing
potential NGOs which could host the program in these two countries. A proposal will be drawn
up and will be presented to the PMU for approval. Host NGOs will be selected based on criteria
stated in the Microgrant Operational Manual. Local Steering Committees may be appointed to
guide the project's activities in these two countries, although strategic and grant making
decisions will continue to be made by the National Steering Committee. This arrangement is
based on the best practice example of the model established by the COMPACT project which is
operational in Kenya and Tanzania and which is like the Nile Transboundary Microgrants an
- 64 -
add-on to the ongoing UNDP/GEF/SGP with a specific geographical focus.
ii. Riparian Countries without an existing UNDP/GEF/SGP
Institutional arrangements for the Nile Transboundary Microgrant Program in the riparian
countries without an existing UNDP/GEF/SGP will be based on the UNDP/GEF/SGP model but
will not be associated in its management with the global UNDP/GEF/SGP. In these countries a
national NGO will be selected to host the Nile Transboundary Microgrant Program based on
criteria outlined in the Microgrant Operational Manual. UNOPS will administer a contract with
the host NGO that outlines the technical support and administrative services to be provided and
an operating budget. The sub-contract contains rules of collaboration with the host organization
as defined in the offer or terms of reference, both of which are integral parts of the contract. This
contract will be supervised by UNOPS. All National Nile Transboundary Microgrant Programs,
whether based in the UNDP or in a host NGO, will respond equally to the Nile Transboundary
Microgrant Strategy and Microgrant Operational Manual.
Based on careful assessment and interviews during the three-year project preparation period, the
host NGOs for Ethiopia and Sudan have been identified and selected. In Ethiopia the Christian
Relief and Development Association (CRDA) will host the program, while in Sudan the Sudan
Environmental Conservation Society (SECS) will be the host. Each of these are umbrella NGOs
with a broad and inclusive membership. Their selection has been discussed with and agreed with
the two respective governments. Further work will be required to identify suitable institutional
arrangements in Burundi, DR Congo and Rwanda. Selection of the host NGO through a
consultative process will be approved by the Nile-TAC members, the PMU, UNDP and World
Bank. Appendix D describes the selection criteria to be used in selecting the host NGO.
Selection in the three remaining countries will aim to identify a suitable national umbrella NGO,
environmental fund, or foundation, although an independent academic/scientific institution could
also be appropriate. With the objective of strengthening Nile riparian local institutions and
NGOs, the Nile-TAC and Nile-COM have agreed that local representation of international NGOs
would not be eligible.
- 65 -
Annex 2 - Appendix C
Sub-component 2.3
Nile Transboundary Microgrant Activities
The types of activities to be supported by Nile Transboundary Microgrant Program will include:
o
Strengthening or helping to establish national and transboundary networks of NGOs working
on environment and sustainable development.
o
Capacity building and training for NGOs, communities and community-based organizations,
with special attention to the participation of women and women's groups.
o
Transboundary workshops and other activities that enhance NGO-government collaboration
on environmental management.
o
Rapid assessment studies of transboundary soil erosion to identify priority sites, processes
and opportunities for interventions, mainly based on existing information, in Ethiopia,
Rwanda and Sudan.
o
Support for local environmental planning and awareness raising.
o
Local-level pilot initiatives, adoption of best practices and exchanges of lessons learned in
relation to measures to prevent and mitigate desertification or land degradation, defined as
any form of deterioration of the natural potential of land that affects ecosystem integrity,
specifically reducing its sustainable ecological productivity or native biological richness and
resilience.
o
Environmental education and awareness raising (in coordination with Component 3).
o
Support for exchanges and dissemination of ideas, best practices and lessons learned through
a variety of media: written, audio, video, etc., including modest equipment purchases (in
coordination with Component 3).
Specific measures, including:
o
Water weed control
o
Land management, soil conservation, reforestation, afforestation and land degradation
control.
o
Physical and biological soil conservation measures.
o
Production/procurement of multi-purpose tree seedlings.
o
Water harvesting to decrease soil erosion.
o
Development and use of alternative energy and construction materials.
o
Mitigation of non-point source pollution from agriculture.
o
Integrated Pest Management (IPM) demonstration sites.
o
Environmentally sustainable farming demonstration sites (inter-cropping etc.).
o
Agroforestry demonstration plots.
Extension services to promote agricultural practices leading to less soil loss, better nutrient
retention, and less fertilizer and pesticide use.
- 66 -
Annex 2 Appendix D
Sub-component 2.3
Nile Transboundary Microgrant Program Institutional Arrangements
Selection of Host NGOs
Factors to consider in selecting the best candidate national NGO to host the Nile Transboundary
Microgrant Program in Countries where UNDP/GEF/SGP does not operate:
o
Established NGO with at least 10 years of operational experience.
o
Umbrella NGO with broad based membership preferred.
o
Independent of party politics/political movements.
o
Broadly recognized credibility and demonstrated leadership among NGO community in
country.
o
Demonstrated compatibility with the procedures, objectives, and grant-making functions
of the Nile Transboundary Microgrant Program.
o
Significant experience in community-based, participatory environment and development
activities.
o
Substantial involvement and technical expertise in environmental issues related to the
Agenda for Environmental Action described in the Nile Basin Initiative's Transboundary
Environment Analysis (2001).
o
Proven program management and administrative capacity with reliable and demonstrated
accounting systems in place.
o
Good working relationships with other NGOs and community-based organizations,
including participation in environment/development networks, and established credibility
in previous grant administration based on donor funding.
o
Established relationship with UNDP, the World Bank or CIDA.
o
Experience with small grant administration.
- 67 -
Annex 2 Appendix E
Summary Budget Tables
Table 2.1 - Overall Project Budget (US$millions)
Components
Riparian
SVP
3
GEF WB
GEF
TOTAL
GRAND
NBTF
1
Coordin
UNDP
NBTF &
4
(in kind)
TOTAL
2
GEF
ation
1. Institutional Strengthening
1.1 Regional coordination (GEF/UNDP)
3.55
0
0
0
6.92
6.92
10.47
1.2 Knowledge management (GEF/WB)
0
0
0
0.99
0
0.99
0.99
1.3 Decision Support System - River Basin
0
0.07
2.70
3.63
0
6.33
6.33
Model (GEF/WB & NBTF/WB)
1.4 Macro/sectoral policies and the
0
0
0
0.45
0
0.45
0.45
environment (GEF/WB)
Component 1 subtotal
3.55
0.07
2.70
5.07
6.92
14.69
18.24
2. Community Level Land, Forests and
Water Conservation
2.1 Enhanced Basin-wide capabilities and
0.75
0
0
0
2.07
2.07
2.87
cooperation (GEF/UNDP)
2.2 Priority Actions for Addressing Soil
0
0
0
0
0.31
0.31
0.31
Erosion (GEF/UNDP)
2.3 Nile Transboundary Microgrant
0
0.20
7.40
0
1.32
8.72
8.72
Program (NBTF/WB)
Component 2 subtotal
0.75
0.20
7.40
0
3.7
11.10
11.85
3. Environmental Education and Public
Awareness (GEF/UNDP)
3.1 Public information and awareness
0
0
0
0
2.20
2.20
2.20
3.2 Secondary Schools
0
0
0
0
0.78
0.78
0.78
3.3 Networking universities and other
0
0
0
0
0.45
0.45
0.45
research institutions
Component 3 Subtotal
0
0
0
0
3.43
3.43
3.43
4. Wetlands and Biodiversity
Conservation
4.1 Enhanced regional cooperation and
0
0
0
0
1.33
1.33
1.33
capabilities (GEF/UNDP)
4.2 Wetlands in sustainable development
0
0.07
2.71
0
0
2.71
2.71
(GEF/UNDP and possibly NBTF/WB
Phase 2)
4.3 Management of wetlands &
0
0
0
0
3.11
3.11
3.11
cross-border protection areas (GEF/UNDP)
Component 4 Subtotal
0
0.07
2.71
0
4.44
7.15
7.15
5. Water Quality Monitoring Basin-wide
(GEF/WB)
5.1 National capacity building for water
0
0
0
1.51
0
1.51
1.51
quality monitoring
5.2 Transboundary water quality
0
0
0
1.42
0
1.42
1.42
monitoring
Component 5 Subtotal
0
0
0
2.93
0
2.93
2.93
Total SVP Coordination Support
0.38
0.38
TOTAL
4.3
0.38
12.81
8.00
18.49
39.30
43.6
1 For detailed breakdown of Riparian contribution, see table 2.2.
2 SVP Coordination costs will be deducted from NBTF.
3 NBTF includes SVP Coordination.
4 Riparian (in kind) plus Total NBTF & GEF.
- 68 -
Table 2.2 Riparian Contribution (US$equivalent)
Contributions from Nile 10 NBI countries PMU Host country
NGO
TOTAL
countries
contributions
PMU Office and staff
0
330,000
0
330,000
National project offices
900,000
0
0
900,000
National staff
60,000
0
0
60,000
Nile-SEC Contribution
1,750,000
0
0
1,750,000
NGO contributions to
0
0
750,000
750,000
Microgrants
Office Furniture
20,000
3,000
0
23,000
Travel
100,000
0
30,000
130,000
Utilities
305,000
0
0
305,000
Misc. Expenses
10,000
20,000
25,000
55,000
Total
3,145,000
353,000
805,000
4,303,000
Annex 2 Appendix E
World Bank Implemented Component Budget Tables
(includes both NBTF/World Bank and GEF/World Bank financed components)
Component 1.2 - Knowledge Management
World Bank GEF
Totals Including Contingencies (US$ Million)
2003
2004
2005
2006
2007
2008
Total
I. Investment Costs
A. KM Project Staff /a
KM Staff - Writer/editor
-
0.04
0.05
0.05
0.05
0.02
0.21
KM International Consultants
-
0.01
0.01
0.01
0.01
-
0.03
KM Basin Consultants
-
0.01
0.01
0.01
0.01
0.01
0.07
Communications/Web Page Lead Specialist
-
0.06
0.06
0.06
0.06
0.02
0.25
Subtotal KM Project Staff
-
0.12
0.13
0.13
0.13
0.05
0.56
B. KM Equipment
KM Software Installation /b
-
0.01
-
-
-
-
0.01
KM PC/DTP Equipment
-
0.02
-
-
-
-
0.02
Subtotal KM Equipment
-
0.03
-
-
-
-
0.03
C. KM Expenses
KM SVP Network
-
0.04
0.04
0.05
0.05
0.05
0.23
KM Printing/Translation/dissemination
-
0.01
0.02
0.02
0.02
0.02
0.10
Total
-
0.21
0.19
0.20
0.20
0.12
0.92
UNOPS Fee (Estimated)
-
0.02
0.02
0.02
0.02
0.01
0.07
SVP Coordination Support
-
-
-
-
-
-
-
TOTAL INVESTMENT COSTS
-
0.22
0.21
0.21
0.22
0.13
0.99
_________________________________
\a KM Travel will be covered by component 1.1.
\b Assumes installations at 10 country offices and PMU.
- 69 -
Component 1.3 - River Basin Modeling
World Bank GEF and NBTF
Totals Including Contingencies (US$ Million)
2003
2004
2005
2006
2007
2008
Total
I. Investment Costs
A. RBM Consultants
Database Specialist
-
-
0.07
0.07
-
-
0.14
GIS Specialist
-
-
0.05
-
-
-
0.05
Water Resources Modelling Specialist
-
0.05
0.21
0.21
0.22
0.06
0.74
Socio-Economist
-
-
-
0.11
0.11
-
0.21
Code Developers
-
-
0.09
0.09
0.09
-
0.26
Regional Sector Specialists /b
-
-
0.04
0.04
0.02
0.02
0.12
Subtotal RBM Consultants
-
0.05
0.45
0.52
0.43
0.08
1.53
B. RBM Travel /c
0.02
0.06
0.07
0.07
0.07
0.04
0.33
C. RBM Training
Study Tours /d
-
0.11
0.11
0.11
-
-
0.32
Overseas Internships /e
-
0.09
0.09
0.09
-
-
0.28
MS in WRM at overseas universities
-
0.18
0.18
0.24
-
-
0.60
Subtotal RBM Training
-
0.38
0.38
0.44
-
-
1.20
D. RBM Modelling Contract
-
0.49
0.49
0.49
0.49
0.49
2.43
E. Oversight and M&E
Independent Reviews /f
-
-
-
0.05
0.05
0.05
0.14
Panel of Experts
-
0.03
0.03
0.03
0.03
0.03
0.17
Subtotal Oversight and M&E
-
0.03
0.03
0.08
0.08
0.08
0.30
Total
0.02
1.01
1.42
1.59
1.07
0.68
5.80
UNOPS Fee (Estimated)
0.00
0.08
0.11
0.13
0.09
0.05
0.46
SVP Coordination Support
-
0.01
0.01
0.01
0.01
0.01
0.07
TOTAL INVESTMENT COSTS
0.02
1.11
1.55
1.73
1.17
0.75
6.33
_________________________________
\a GEF Contribution to the RBM/DSS SVP Project.
\b Includes specialists in AG, water supply, hydropower, environment, etc.
\c Assumes an average of 5 trips/year @ US$10,000/trip.
\d Assumes 2 week tours for ten participants.
\e Assumes 3 month internships for 10 people.
\f Assumes 2 people per review including fees and travel.
- 70 -
Component 1.4 - Macro & Sectoral Polices and the Environment
World Bank GEF
Totals Including Contingencies (US$ Million)
2003
2004
2005
2006
2007
2008
Total
I. Investment Costs
A. Macro & Sectoral Studies /a
-
0.10
0.10
-
-
-
0.21
B. Macro & Sectoral Travel
International Trips
-
0.01
0.01
0.01
-
-
0.03
Basin Trips
-
0.01
0.01
-
-
-
0.02
Subtotal Macro & Sectoral Travel
-
0.02
0.02
0.01
-
-
0.04
C. Macro & Sectoral Training
Training and Workshops
-
-
0.08
0.08
-
-
0.16
Printing, Translation, Dissemination
-
-
0.01
0.01
-
-
0.01
Total
-
0.12
0.20
0.09
-
-
0.42
UNOPS Fee (Estimated)
-
0.01
0.02
0.01
-
-
0.03
SVP Coordination Support
-
-
-
-
-
-
-
TOTAL INVESTMENT COSTS
-
0.13
0.22
0.10
-
-
0.45
_________________________________
\a Assumes 2 topics and 4 countries/topic.
Component 2.3 - Micro-grant Fund for NGOs
NBTF - CIDA
Totals Including Contingencies (US$ Million)
2003
2004
2005
2006
2007
2008
Total
I. Investment Costs
A. National Microgrant Coordinators
NMGC - Burundi
-
-
0.02
0.03
0.02
-
0.07
NMGC - DRC
-
-
0.01
0.04
0.04
0.02
0.10
NMG Coordinator - Egypt
-
-
0.06
0.06
0.06
0.03
0.20
NMGC-Eritrea /a
-
-
-
0.02
0.02
0.01
0.04
NMGC - Ethiopia
-
-
0.03
0.03
0.03
0.01
0.09
NMGC - Kenya
-
-
0.04
0.05
0.05
0.03
0.17
NMGC - Rwanda
-
-
0.01
0.02
0.02
0.01
0.07
NMGC - Sudan
-
0.01
0.03
0.03
0.03
0.01
0.10
NMGC - Tanzania
-
0.02
0.04
0.04
0.05
0.02
0.18
NMGC - Uganda
-
0.01
0.03
0.03
0.03
0.01
0.10
Subtotal National Microgrant Coordinators
-
0.03
0.25
0.34
0.33
0.16
1.12
B. Micro-grant Administrative Costs
Microgrant Travel /b
-
0.03
0.03
0.03
0.02
0.02
0.12
Monitoring/Evaluation of Grants /c
-
-
0.03
0.03
0.08
0.08
0.22
Subtotal Micro-grant Administrative Costs
-
0.03
0.06
0.06
0.10
0.10
0.34
C. Micro-Grants
Micro-Grants (Canadian CIDA)
-
1.30
1.30
1.30
1.30
-
5.20
Total
-
1.36
1.61
1.70
1.73
0.26
6.67
UNOPS Fee (Estimated)
-
0.11
0.13
0.14
0.14
0.02
0.53
SVP Coordination Support
-
0.04
0.05
0.05
0.05
0.01
0.20
TOTAL INVESTMENT COSTS
-
1.51
1.79
1.89
1.92
0.28
7.40
_________________________________
\a Eritrea currently has observer status and is expected to become a full member of the NBI; therefore, this position is budgeted.
If Eritrea does not become a full member of NBI during the course of this Project, these funds will be re-allocated into the Micro-grants.
\b Assumes identification and supervision missions for MG LS.
\c Independent evaluation of Grants.
- 71 -
Component 4.2 - Wetlands in Sustainable Development
NBTF
Totals Including Contingencies (US$ Million)
2003
2004
2005
2006
2007
2008
Total
I. Investment Costs /a
A. Wetlands Studies
-
-
-
1.24
1.20
-
2.44
Total
-
-
-
1.24
1.20
-
2.44
UNOPS Fee (Estimated)
-
-
-
0.10
0.10
-
0.20
SVP Coordination Support
-
-
-
0.04
0.04
-
0.07
TOTAL INVESTMENT COSTS
-
-
-
1.38
1.33
-
2.71
_________________________________
\a The NBTF financed wetlands activities are to be designed during the first three years of the project
and implemented along with the UNDP GEF funded Wetlands activities, which come in Phase II
of the UNDP GEF project funding.
Component 5.1 - Water Quality Capacity Building
World Bank GEF
Totals Including Contingencies (US$ Million)
2003
2004
2005
2006
2007
2008
Total
I. Investment Costs
A. Water Quality Staff
Water Quality Lead Specialist
-
0.10
0.10
0.11
0.11
0.06
0.47
Water Quality International Consultants
-
0.02
0.03
0.03
-
-
0.08
Water Quality Basin Consultants
-
0.05
0.11
0.11
-
-
0.27
Subtotal Water Quality Staff
-
0.17
0.24
0.25
0.11
0.06
0.83
B. Water Quality Travel /a
-
0.01
0.01
0.01
0.01
0.01
0.05
C. Water Quality Training and Workshops
Water Quality Working Group Meetings
-
0.04
0.04
0.04
-
-
0.12
Water Quality Basin-Wide Workshops
-
-
0.04
0.04
0.04
-
0.12
Water Quality National Workshops
-
-
0.06
0.03
0.03
-
0.11
Water Quality Printing, Translation, and Dissemination
-
0.03
0.03
0.03
0.03
0.03
0.14
Sundry Expenses
0.00
0.00
0.01
0.01
0.01
0.01
0.03
Total
0.00
0.25
0.42
0.40
0.22
0.10
1.40
UNOPS Fee (Estimated)
0.00
0.02
0.03
0.03
0.02
0.01
0.11
SVP Coordination Support
-
-
-
-
-
-
-
TOTAL INVESTMENT COSTS
0.00
0.27
0.45
0.43
0.24
0.11
1.51
_________________________________
\a Assumes 3 international and 4 basin trips over the life of the project. Note that Lead Specialist's travel is largely funded from Project Management
(component 1.1) budget.
- 72 -
Component 5.2 - Water Quality Monitoring
Totals Including Contingencies (US$ Million)
2003
2004
2005
2006
2007
2008
Total
I. Investment Costs
A. Transboundary Water Quality Consultants
Tranboundary Water Quality International Consultants
-
0.02
0.02
0.02
0.02
0.02
0.08
Transboundary Water Quality Basin Consultants
-
0.01
0.05
0.06
0.04
0.03
0.19
Subtotal Transboundary Water Quality Consultants
-
0.03
0.07
0.07
0.06
0.05
0.28
B. Transboundary Water Quality Training and Workshops
Transboundary Water Quality Basin Workshops
-
-
0.04
0.04
-
-
0.08
Transboundary Water Quality National Workshops
-
-
0.04
0.04
0.04
0.04
0.15
Subtotal Transboundary Water Quality Training and Workshops
-
-
0.07
0.08
0.04
0.04
0.23
C. Transboundary Water Quality Expenses
Transboundary Water Quality Equipment
-
0.06
0.15
0.25
0.25
0.10
0.81
Total
-
0.09
0.29
0.40
0.35
0.18
1.31
UNOPS Fee (Estimated)
-
0.01
0.02
0.03
0.03
0.01
0.10
SVP Coordination Support
-
-
-
-
-
-
-
TOTAL INVESTMENT COSTS
-
0.10
0.32
0.43
0.37
0.20
1.42
- 73 -
Annex 3: Estimated Project Costs
NILE BASIN INITIATIVE: Nile Transboundary Environmental Action Project
Local
Foreign
Total
Project Cost By Component
US $million
US $million
US $million
1. Institutional Strengthening
3.50
13.83
17.33
2. Community Level Land, Forest, and Water Conservation
0.80
10.72
11.52
3. Environmental Education and Awareness
0.00
3.14
3.14
4. Wetlands and Biodiversity Conservation
0.00
7.14
7.14
5. Water Quality Basin-wide
0.00
2.77
2.77
Total Baseline Cost
4.30
37.60
41.90
Physical Contingencies
0.00
0.74
0.74
Price Contingencies
0.00
0.96
0.96
1
Total Project Costs
4.30
39.30
43.60
Total Financing Required
4.30
39.30
43.60
Local
Foreign
Total
Project Cost By Category
US $million
US $million
US $million
Equipment
0.00
1.95
1.95
Staff
0.00
6.99
6.99
Consultant Services
0.00
14.46
14.46
Training and Workshops
0.00
4.63
4.63
Travel
2.12
2.12
Microgrants to NGOs
0.00
7.10
7.10
Miscellaneousexpenses
2.05
2.05
In kind from riparians*
4.30
0.00
4.30
1
Total Project Costs
4.30
39.30
43.60
Total Financing Required
4.30
39.30
43.60
*See Table 2.2, Appendix E, Annex 2.
1
Identifiable taxes and duties are 0 (US$m) and the total project cost, net of taxes, is 43.6 (US$m). Therefore, the project cost sharing ratio is 18.35%
of total project cost net of taxes.
- 74 -
Annex 4 Incremental Costs
NILE BASIN INITIATIVE: Nile Transboundary Environmental Action Project
BROAD DEVELOPMENT GOALS
The Nile River Basin is home to about 160 million people in Burundi, D.R. Congo, Egypt,
Eritrea, Ethiopia, Kenya, Rwanda, Sudan, Tanzania, and Uganda, with six of these countries
among the world's poorest. The Basin contains an extraordinarily rich and varied range of
ecosystems, with mountains, tropical forests, woodlands, savannas, high and low altitude
wetlands, arid lands and deserts, culminating in a delta partially below sea level. Extreme
poverty, combined with rapid population growth, war, civil strife, drought and famine, has put
enormous pressure on these environmental resources, which in turn represent the only source of
livelihood for many millions of Africa's most impoverished people. As a result, there is an urgent
need to integrate environmental concerns into poverty alleviation and sustainable economic
development strategies, specifically through improved land and water resource management
practices.
Recognizing their common concerns and interests, the Nile riparian countries have taken a
historic step towards cooperation with the establishment in 1999 of the Nile Basin Initiative
(NBI), which provides an agreed framework to fight poverty and promote economic
development. The NBI provides a transitional institutional mechanism, an agreed vision and
basin-wide framework, and a process to facilitate substantial investment in the Nile Basin to
realize regional socio-economic development. The establishment of the NBI begins the complex,
challenging and long-term process of building confidence and realizing mutual benefits through
shared projects. To translate its shared vision into action, the NBI has launched a Strategic
Action Program, which includes two complementary components: (1) a basin-wide Shared
Vision Program (SVP), and (2) Subsidiary Action Programs (SAPs).
The SVP includes a series of technical assistance and capacity building projects to be
implemented basin-wide to help establish a foundation for transboundary regional cooperation
and provide a common vision to ensure long-term sustainability; they incorporate common
analytical frameworks, practical tools and demonstrations, and institutional and human capacity
building. The SVP project portfolio includes seven projects. Four of these projects are thematic
in nature, addressing issues related to transboundary water and environmental management (the
subject of this proposal), power trade, efficient use of water for agriculture, and water resources
planning and management; the remaining three are facilitative, supporting efforts to strengthen
confidence building and stakeholder involvement, applied training, and benefit sharing and
integration.
The SAPs will be initiated in parallel to the SVP, implementing investment projects that confer
mutual benefits at the sub-basin level while following the guidance of the overall NBI Policy
Guidelines endorsed by the Nile-COM. The Nile riparians have formed two SAPs. The Eastern
Nile (EN-SAP) includes Egypt, Sudan and Ethiopia; while the Nile Equatorial Lakes Region
(NEL-SAP) includes the six countries in the southern portion of the Basin--Burundi, D.R.
Congo, Kenya, Rwanda, Tanzania and Uganda--in cooperation with the downstream riparians,
- 75 -
Sudan and Egypt.
The identification of environment and development synergies and sustainable development
opportunities has emerged as a major NBI priority. Although political, economic and social
differences persist between them, the Nile riparian countries share several critical environmental
problems and threats that reinforce the need for regional collaborative efforts. The riparians have
recognized that focusing on issues of common concern provides them with a major opportunity
to make significant progress towards their economic and environmental goals in ways that have
proved difficult to achieve independently.
A Transboundary Environmental Analysis (TEA) has been carried out by the Nile riparians as
part of the SVP, with support from UNDP, World Bank and other international partners, and
with funding provided by the Global Environment Facility. This process identified the elements
of an Agenda for Environmental Action in the Nile Basin, based on a collective synthesis of
environmental trends, threats and priorities. This Agenda includes a recommended program of
complementary preventive and curative actions to address current and emerging environmental
issues. It delineates key measures for institutional strengthening, human resource development
and expansion of public awareness at regional, national and local levels. The Agenda is to be
implemented over the next decade or more under the NBI's Strategic Action Program in
coordination with other development activities.
The project will support the priority transboundary activities to be addressed in the initial
implementation phase of the Agenda for Environmental Action. The objectives are to provide a
strategic environmental framework for environmentally sustainable development of the Nile
River Basin, improve understanding of the relationship of water resources development and
environment in the Basin, and provide a forum to discuss development paths for the Nile with a
wide range of stakeholders. The project seeks to conserve the Basin's unique but critically
threatened environmental assets while helping to ensure that its natural resources are used in an
optimal and sustainable way to foster economic development and mitigate the appalling levels of
poverty that pervade the region.
BASELINE SITUATION
The baseline situation consists of existing projects and programs for the riparian countries
included in country-level plans and strategies for economic development, environmental
conservation and natural resource management, supplemented by other activities being planned
or conducted by individual governmental agencies at national and local levels as well as private
enterprises and NGOs. The total baseline is estimated at US$403 million as detailed in Table 1,
Project Baseline Summary at the end of this Annex. This amount includes US$77 million for the
estimated costs of defined NBI NEL-SAP projects currently under preparation. The total
estimated costs of the NBI EN-SAP projects also form part of the baseline, however, finalized
cost estimates are still not available.
Perpetuation of the baseline would limit the NBI's ability to encourage more effective integrated
land and water management within overall economic development strategies on a basin-wide
- 76 -
scale. The majority of support for natural resource management and environmental conservation
would continue to focus on independent national-level activities. Some sub-regional activities
will be implemented through the NEL-SAP and the EN-SAP projects in addition to important
existing East African activities involving Kenya, Tanzania and Uganda (such as the GEF-funded
Lake Victoria Environmental Management Project and the Sida-funded Lake Victoria Initiative).
However, none of these activities will be implemented on a basin-wide scale, which is the key to
success of the entire NBI. The ability of the Nile riparians to effectively address transboundary
environmental issues requiring coordination at the basin-wide level would remain limited,
especially for those environmental issues related to future investments in land and water
management. Key cross-border environmental issues such as environmental information sharing,
community-level land and water management (including the spread of aquatic weeds),
environmental education and awareness, transboundary benefits from wetland conservation
(including threats to migratory species) and water quality monitoring would not therefore be
addressed adequately or at the appropriate scale.
1. Institutional Strengthening to Facilitate Regional Cooperation
The baseline for this component amounts to US$93 million, with two main types of project
intervention: first, capacity building and institutional support to the water resources and
environment sectors; second, water resources assessments combined with planning, modeling,
forecasting and simulation, including environmental planning and monitoring. This baseline of
action is, significantly, largely national in character and is unevenly distributed within the Basin.
Apart from Bank and FAO-funded regional projects that were specifically designed in the context
of the wider Nile program, there are no other projects in the institutional strengthening category
which specifically target the coordination of transboundary elements required for cooperative
management of shared water resources.
2. Community-level Land, Forest and Water Conservation
The baseline is very large under this rather broad category, as would be expected, consisting of
projects totaling US$206 million, including three sub-regional NEL-SAP projects with estimated
costs of US$61 million. Many of these projects target agricultural productivity or expansion
through irrigation or other intensification as the basis for food security and poverty alleviation.
Other projects in this category attempt integrated land and water management with an emphasis
on soil conservation, as well as land rehabilitation and community-based efforts in afforestation,
reforestation and forest management. While it is recognized as cross-cutting, multi-sectoral and
interdisciplinary, the IDA portion of the Lake Victoria Environmental Management Project is
categorized as baseline under this component.
3. Environmental Education and Awareness
The TEA identified less than US$1 million in current, externally-funded baseline activities for
this category. This is mainly because most environmental education and awareness activities are
being undertaken on a relatively small scale by large numbers of NGOs and community
organizations and are widely dispersed within the Basin. There is no central project database
- 77 -
documenting these activities. While existing and emerging environmental NGOs are undoubtedly
very active in environmental education and awareness in a number of the Nile Basin countries,
their activities seem almost exclusively to be limited to local and national levels. There is no
program beginning to build awareness of interdependence and opportunities for cooperation
across national boundaries. The proposed NBI project on Communication and Stakeholder
Involvement will be the first of its kind, attempting to develop common messages and common
dialogues among the people of the Nile Basin.
4. Wetlands and Biodiversity Conservation
Non-GEF-funded baseline actions under this component are comparatively large at US$74
million, including a US$16 million NEL-SAP fisheries project for Lake Albert. This is an
impressive total for a region as pervaded by poverty and food security concerns as the Nile Basin.
The focus of these projects is mainly environmental management and planning, targeting
wetlands and other protected areas, with an emphasis on both conservation and sustainable uses.
The projects are distributed very unevenly within the Basin, however. Apart from the Lake Albert
initiative, the only project with a transboundary focus is a GEF project addressing East African
cross-boundary protected areas (since this is GEF-funded, however, it does not form part of the
baseline). The critical linkages between transboundary water resource management and the
Basin's acutely threatened and dwindling natural ecosystems is of such importance that the
significance of the transboundary wetland conservation (including biodiversity) issues can
scarcely be overestimated.
5. Water Quality Monitoring basin-wide
The baseline of action for this component amounts to US$29 million, almost entirely in Egypt,
indicating the low priority given to the transboundary aspects of water quality in the wider Nile
Basin. At a sub-basin level, the GEF and IDA-funded Lake Victoria Environmental Management
Project addresses water quality issues in the Lake Victoria basin (again, the GEF portion does not
form part of the baseline). Relatively little attention has been given to this issue in the wider Nile
Basin, however, even though it is of growing concern, particularly in the Basin's more heavily
populated and farmed areas. Pollution and water quality issues are becoming especially critical at
and around large-scale irrigation schemes with intensive use and storage of agrochemicals (e.g.,
in Egypt and Sudan), as well as larger urban and industrial settings throughout the Basin. Only in
Egypt is a large water quality monitoring program in place. Although the adverse impacts are
often fairly local and not basin-wide phenomena, water quality issues are major human health
and environmental concerns at these sites.
- 78 -
ALTERNATIVE SCENARIO
The alternative consists of the steps needed to establish a sound basin-wide environmental
framework consistent with current and projected patterns of economic development. This would
be accomplished through GEF support to facilitate the priority transboundary actions outlined in
the Agenda for Environmental Action in the Nile Basin through the present Transboundary
Environmental Action Project, together with additional resources from the projects identified in
the table below, which are funded through the International Consortium for Cooperation on the
Nile (ICCON) mechanism by other international as well as domestic sources. This joint effort
would generate sustainable global benefits embodied in mitigation of the environmental
problems identified in the TEA. GEF participation would finance the incremental costs needed to
remove barriers to regional environmental conservation and sound natural resource use,
including transaction costs for joint planning activities, development of common approaches to
sectoral policies, further cross-border data collection and analysis, knowledge management and
information sharing at a regional level, and coordination of efforts among the participating
countries.
Non GEF-Funded Alternative - NBI Shared Vision Program
As noted above, the project alternative is augmented by a significant part of the project portfolio
of the NBI's Shared Vision Program (SVP) and the Cooperative Framework project. This
consists of seven technical assistance and capacity building projects aiming to create a
basin-wide enabling environment for cooperative development. It should be noted that while
these projects form a firm part of the project alternative, they are not reflected in the financing
plan (PAD cover page and PAD cost tables on pages 10 and 14), since separate Project Appraisal
Documents will be processed for each of these projects. However, a description of these projects
(as well as of the Subsidiary Action Program) is provided in Annex 14.
Non-GEF-funded portion of the Alternative (Co-financing, in US$m)
NON GEF-FUNDED ALTERNATIVE
AMOUNT
CORRESPONDING COMPONENT
($US m)
OF PRESENT PROJECT
NBI/SVP Socio-Economic Development -
11.0
Institutional Strengthening 1
Macroeconomic Integration
Water Resources Planning and Management
21.7
Institutional Strengthening 1
Nile River Basin Cooperative Framework, Phase I
3.5
Institutional Strengthening 1
Nile River Basin Cooperative Framework, Phase II
0.4
Institutional Strengthening 1
NBI/SVP Efficient Water Use for Agriculture
5.0
Land Management 2
NBI/SVP Confidence Building & Stakeholder
15.0
Awareness 3
Involvement
NBI/SVP Applied Training
20.0
Awareness 3
Sub-total
76.6
NBI/SVP Transboundary Environmental Action
12.8
Institutional Strengthening; Land&Forest;
Biodiversity 1,2 & 4
Total
89.4
As described in the body of this Project Brief, the NBI's Strategic Action Program includes
Subsidiary Action Programs in addition to the SVP. The EN-SAP and NEL-SAP have identified
sub-basin projects. Funding for initiating project pre-feasibility studies and/or preparation has
- 79 -
been secured at the first International Consortium for Cooperation on the Nile (ICCON) in June
2001. Details of the SAP projects had not become available at the time of drafting the Project
Brief and PAD. However, it is already evident that the SAP projects in water resources
management, agriculture, communications, macro-economic planning and other economic
development sectors will add significantly to the alternative as well as to the baseline, depending
on project type.
GEF-Funded Alternative - Nile Transboundary Environmental Action Project
The GEF alternative would support a regionally led initiative to promote more effective
management and conservation of the natural resources and environmental assets of the Nile
Basin. This would greatly facilitate the ability of the NBI and the cooperating countries to
address transboundary environmental issues and common natural resource management concerns
at a basin-wide level. The GEF alternative would allow the Agenda for Environmental Action in
the Nile Basin to be initiated and undertaken with support from a variety of sources. GEF support
would also increase the visibility of and demonstrate the opportunities for more effective
transboundary environmental management in the Basin. In this way the project would
complement the innovative and far-reaching regional NBI investment programs currently being
prepared and about to be undertaken on a significant scale in a variety of economic development
sectors, including water, agriculture and hydropower. The alternative would also test and
demonstrate a variety of approaches to Nile transboundary environmental management issues, of
which the most successful and promising could be scaled up or replicated in subsequent NBI
Strategic Action Program investments.
The project is supported by GEF resources as outlined below (in million US$):
GEF Resources
World Bank
UNDP
Total
Phase 1
8.0
8.8
16.8
Phase 2
9.7
9.7
Project total
8.0
18.5
26.5
The project will encourage more effective basin-wide stakeholder cooperation on transboundary
environmental issues by supporting implementation of actions prioritized by the TEA in the
following areas:
1.
Institutional Strengthening to Facilitate Regional Cooperation
Transboundary threats to be addressed. Overall basin-wide capacities for environmental
management are quite limited and there have been relatively few efforts to exchange
environmental information and experiences among and between key resource users, research
institutions and other stakeholders throughout the Basin. Understanding of the dynamics of the
river system is insufficient to assess the downstream environmental impacts of future river
system interventions or changes in watershed management regimes. The environmental impacts
of macro and sectoral policies on the Nile Basin's land and water resources are poorly
- 80 -
understood.
Objective and global benefits. This project component will strengthen NBI's capacity in
basin-wide program management, regional coordination, knowledge management, understanding
of the Nile Basin system and policy analysis. The largest sub-component will link with the
non-GEF-funded SVP Water Resources Management Project to develop a basin-wide Decision
Support System, with GEF resources used to support the development and application of a River
Basin Model including the training of management teams from the riparian countries. This will
help provide a regional perspective on water resources management as well as the assessment of
transboundary environmental impacts of investment projects, and will support the exploration of
alternative development strategies. A Nile Basin environmental knowledge base accessible to all
key stakeholders will be developed. Transboundary impacts of national economic and sectoral
policies linked to trade, transport and migration will be further analyzed and regional dialogues
initiated with policymakers and other donor organizations. The component will also facilitate
effective implementation and coordination of all project activities at a national level. The active
participation of basin-wide Thematic Working Groups will further enhance regional cooperation
and technical transfer among the countries involved with respect to each of the other five project
components. Baseline costs of this component are US$93 million and incremental costs are
US$51.3 million (including US$28 million for the Decision Support System) of which US$9.7
million are requested from the GEF for Phase 1 funding, while additional US2.32 million will be
requested from the GEF for Phase 2 funding.
2.
Community-level Land, Forest and Water Conservation
Transboundary threats to be addressed. Relatively few local stakeholders have access to
adequate means of communication. For local stakeholders, tenure is often unclear and access to
resources inadequate. Soil erosion is a chronic problem throughout the Basin. Deforestation and
soil erosion can lead to increased sedimentation and greater flood risks downstream, while
sediments also accumulate in wetlands and reservoirs. Water hyacinth and other invasive aquatic
weeds have spread throughout many parts of the Nile Basin.
Objective and global benefits. This component will help to strengthen national and
international NGO networks within the Basin. Regional land and water conservation training
workshops will emphasize transboundary cooperation as well as government-NGO partnerships.
The component will also support in-depth examination of transboundary soil erosion and
sediment transport. Major sources and root causes will be further analyzed by teams from the
participating countries, and priority sites will be identified for pilot activities. A Microgrant Fund
will be established with GEF and Canadian support to finance pilot initiatives in the priority land
and water conservation areas identified by the TEA, including aquatic weed infestations. Key
grant selection criteria will include participation of local communities, targeting of issues with
direct cross-border impacts, identification of lessons and best practices, and the potential for
promising initiatives to be scaled up or replicated within the NBI SAP. Baseline costs of this
component are US$206 million and incremental costs are US$16 million of which US$1.7
million is requested from the GEF for Phase 1 funding, while an additional US$2 million will be
requested from the GEF for Phase 2 funding.
- 81 -
3.
Environmental Education and Awareness
Transboundary threats to be addressed. In all the riparian countries, lack of awareness and
understanding of the transboundary environmental consequences of decisions concerning land
and water resource management is a major barrier to strengthening environmental management.
Objective and global benefits. This component will develop and deliver education and
awareness programs that emphasize the way in which environmental issues are shared by the
Nile riparian countries. Economic and ecological linkages with neighboring countries upstream
and downstream will be emphasized, as well as the riparians' mutual dependence on the natural
resources and environmental assets of the entire Basin. A variety of media will be used in
programs developed by basin-wide teams of educators for delivery throughout the Basin
(translated to appropriate languages). This component aims not only to highlight the importance
of sustainable environmental management, and the role of every individual and community in
trying to achieve this, but also contribute to breaking down the mistrust between countries that
has long proved a constraint to more effective basin-wide collaboration. The component will also
support basin-wide networking among universities engaged in environmental education, with
exchanges of information, teachers and students. Baseline costs of this component are US$1
million and incremental costs are US$38 million of which US$2.5 million are requested from the
GEF for Phase 1 funding, while an additional US$1 million will be requested from the GEF for
Phase 2 funding.
4.
Wetlands and Biodiversity Conservation
Transboundary threats to be addressed. Water-dependent ecosystems throughout the Nile
Basin contribute to the stability, resistance and resilience of both natural and human systems to
stress and sudden changes. In particular, significant transboundary benefits derive from the Basin
wetlands' role in maintaining water quality, trapping sediment, retaining nutrients, buffering
floods, stabilizing micro-climates and providing storm protection. The ecological and economic
role of wetlands in supporting sustainable development in the Basin is not well understood or
widely appreciated. Key plant and animal species with habitats in adjoining countries often
require cross-border protected areas and other conservation measures for effective management.
Adequate management of protected areas and other environmental hot spots is generally lacking.
Objective and global benefits. This component will support further analysis of the key
economic and ecological role of wetlands in the transboundary Basin system and promote
awareness of the need to conserve and manage these natural resources, building on the promising
national wetland programs that have already been established in a few of the riparian countries.
The regional capacity for monitoring and managing wetland resources will be strengthened
through technical assistance and training. Programs emphasizing the multiple-use management of
internationally significant wetlands will be developed and presented through basin-wide
workshops attended by wetland managers and other key stakeholders. Pilot activities will be
undertaken to demonstrate best practice management. Baseline costs of this component are
$US74.2 and incremental costs are $US7.2 million of which $US4.4 million will be requested
- 82 -
from the GEF for Phase 2 funding.
5.
Water Quality Monitoring Basin-wide
Transboundary threats to be addressed. Physical impacts from land and water management as
well as aquatic pollutants can cross national boundaries downstream. Urbanization,
industrialization and increased use of agricultural chemicals all lead to increased runoff and
pollution that harm downstream water users. In addition, waterborne diseases are prevalent
throughout the Basin. Data and understanding related to the transboundary aspects of these issues
is lacking. Only limited work has been done to identify environmental hot spots or to carry out
systematic water quality monitoring at environmentally sensitive transboundary sites.
Objective and global benefits. This component will augment the collective capacity of the
riparian countries to monitor a limited set of agreed key water quality parameters on a basin-wide
scale. Teams from the participating countries will work together on developing common
analytical methods, identifying parameters to be measured, and preparing and delivering training
programs for key national stakeholders through regional workshops. GEF resources will also be
used to provide a systematic overview of existing monitoring stations in the Basin, to identify
gaps and to strengthen water quality monitoring in relation to transboundary environmental
threats. The result of this component will be to substantially upgrade basin-wide capacity to
make high quality and consistent water quality information available to inform decision making
and thereby target future investments more effectively. Baseline costs of this component are
US$29 million and incremental costs are US$2.9 million, requested from the GEF for Phase 1
funding.
DOMESTIC BENEFITS
Domestic benefits arising from the project are expected to be largely incidental. The project
sub-components that are expected to generate measurable domestic benefits will be financed
from non-GEF sources. These are:
(a)
Training/resources provided to NGOs under component 2.
(b)
Approximately 50-80 percent of the microgrant activities under component 2.
SCOPE OF ANALYSIS
The scope of analysis includes the geographic, institutional, market, policy and legislative issues
having a transboundary impact on the Nile Basin's environmental resources. This includes
actions at the national and regional levels, as well as actions undertaken on the ground as part of
the national development and/or conservation efforts within the parts of the countries that fall
within the Nile Basin itself. The defined baseline includes non-GEF projects outside the NBI that
were still active in 1999. Reference to the NBI's investment program, the SAP, has been made in
the text where figures exist, such as for the NEL-SAP. The size of the investment program is
expected to total several billion US dollars over the coming decades, but it is only in the
- 83 -
definition stage, and actual figures have therefore not been fully reflected in the incremental cost
analysis. Some of the projects in the investment program will form the baseline while others will
be part of the alternative.
Relevant actors/elements in the program include (a) national governments; (b) local governments
for sub-national jurisdictions within the Basin; (c) local (and community-based), national and
international NGOs active in the Basin; (d) the private sector; (e) universities and other research
institutions; (f) government policies, laws, regulations and development plans; (g) other donors
active in the Basin and (h) relevant international conventions and agreements entered into by the
Nile countries related to land and water management.
COSTS
The costs of the action are over and above those incurred by the countries to implement their
national environmental policies and environmental action plans and to comply with existing
environmental laws and regulations. The incremental cost, by which the alternative scenario
1
exceeds the costs of the baseline situation, is estimated at US$115.9 million . In addition to the
US$350,000 grant from the PDF Block B, already disbursed, GEF is requested to finance
US$26.5 million. Project co-financing is expected to amount to US$89.4 million (of which
US$76.6 million will support other NBI/SVP projects, while an additional US$12.8 million has
been raised for the project through the ICCON process to complement the GEF increment
(Funding by Canada has been confirmed and additional funds from the Netherlands are under
discussion). The costs of monitoring and evaluation, supervision and quality control,
contingencies and execution are included in these amounts. The project builds on a substantial
baseline and is complemented by significant associated financing. The nine participating Nile
Basin country governments are fully committed to the project and to the sustainability of
activities undertaken beyond the life of the project.
In line with the above, therefore, the GEF project total for Phase 1, which is requested in the
present project proposal, amounts to a total of US$16.8 million, while the GEF resources which
will be requested for Phase 2 amounts to a total of US$9.7 million.
Incremental Cost Matrix (US$M)
Component/
Category
Amount
Domestic Benefits
Global Benefits
Other Costs
1. Institutional
Baseline
93.0
The institutional framework in
Strengthening to
most riparian countries
Facilitate
includes national legislation,
Regional
environmental plans and
Cooperation
strategies, and projects for
natural resource management
and environmental
conservation.
Alternative
116.3
Some gains in institutional and
Establishment of an environmental
human capacity through training framework that will promote: (a) enhanced
and involvement of National
basin-wide cooperation essential to
Experts in the project.
successful implementation of the Agenda
for Environmental Action in the Nile Basin
through the SVP, SAPs and other programs,
- 84 -
and (2) a basin-wide institution (NBI) with
substantially enhanced environmental
management capacities.
Increment
23.3
1a. Decision
Baseline
0.0
Currently insufficient
Support System
understanding of river basin
(DSS)
dynamics to assess the
downstream environmental
impacts of future river system
interventions or changes in
watershed management regimes.
Existing efforts are fragmented
and have not included all
riparians.
Alternative
28.0
Some incidental domestic
Improved technical foundation for
benefits.
transboundary water resources planning and
management, including environmental
assessments. Improved access to information
within and between the riparian countries,
improved knowledge of shared biological
resources, enhanced understanding of river
basin dynamics, especially transboundary
effects. Also regional, integrated planning
and management of water resources.
Increment
28.0
2.
Baseline
205.9
Local-level capacities and access
Community-level
to resources and information
Land, Forest and
throughout the Basin are mostly
Water
inadequate.
Conservation
Alternative
222.0
Emphasis will be on
Improved understanding of transboundary
transboundary soil erosion hot
soil erosion processes and land and water
spot sites and areas with
conservation. Increased knowledge from
biodiversity of global
exchanges of lessons and experiences
significance. There will be some among and between national NGO
incidental domestic benefits.
networks. Improved environmental
Equipment provided to NGO
management involving activities designed
networks will be funded from
and implemented by local stakeholders plus
non-GEF sources and 50-80% of enhanced government-NGO collaboration.
micro grants will be funded from
non-GEF sources.
Increment
16.1
3. Environmental
Baseline
0.9
Low level of environmental
Education and
awareness and education on issue
Awareness
of shared water resources among
the public, students, officials and
professionals.
Alternative
39.3
Some incidental domestic
Deepened public awareness and
benefits.
understanding of riparian countries'
co-dependence on sound environmental
management. Strengthened transboundary
education and research initiatives.
Increment
38.4
4. Wetlands and
Baseline
74.2
There is generally inadequate
Biodiversity
information, awareness and
Conservation
management of wetlands and
protected areas.
Alternative
81.4
There will be some incidental
Enhanced information and knowledge of
domestic benefits.
economic and ecological contribution of
wetlands to conservation and development.
- 85 -
Increased basin-wide appreciation of
wetland functions. Improved protection of
key transboundary conservation areas and
key sites for migratory species.
Increment
7.2
5. Basin-wide
Baseline
29.0
Existing water quality
Water Quality
monitoring efforts are
Monitoring
inconsistent, uncoordinated and
mainly do not include the sharing
of transboundary information.
Alternative
31.9
Monitoring at selected sites will
Improved water quality information for
provide some incidental domestic basin-wide natural resource and
and capacity building benefits,
environmental management, especially at
net of domestic contributions.
transboundary and globally-significant hot
Non-GEF funding will be sought spot sites.
for investments in monitoring
equipment that generate domestic
benefits.
Increment
2.9
TOTALS
Baseline
403.0
Alternative
518.9
Increment
1
115.9
GEF
26.5
Non-GEF
89.4
Note 1: Reflecting donor (GEF&non-GEF) contributions. The total increment is $US 120.2 million if local contributions of
$US 4.3 million of the present project are included. However, figures for recipient contributions for the other SVP projects will
have to be added once they become available.
Project Baseline Summary
Baseline ($US millions)
Component
Total Baseline
Institutional Strengthening to Facilitate Regional
93.0
Cooperation
Land, Forest, and Water Conservation
205.9
Environmental Education & Awareness
0.9
Wetlands and Biodiversity Conservation
74.2
Water Quality Monitoring Basin-wide
29.0
TOTAL
403.0
- 86 -
Other Baseline Projects
Country
Project
Year
Budget
Implementing Agency
Donor
Location & Issues Rel. Proj.
*
(US$M)
Agency
Addressed
Comp.
BURUNDI
Integrated Development - Bututsi 2000-2002
5.6
-
Agriculture, Land
2
(1)
mgt
Support to the Mgt and Rehab of
Ongoing
3.0
General Directorate for
UNDP
Biodiv./Nature
4
Env. (wetlands component)
Land and Environment
Conservation
Mgt. (DGATE)
Rural Development Program
Ongoing
5.0
Provincial Directorate for
FIDA-
Wetlands
4
(wetlands component)
Agriculture and Livestock
OPP
(DPAE)
Agricultural Development -
2000-2002
0.1
-
Agriculture, Land
2
Muyinga (1)
mgt
Soil Erosion Program (2)
2000-2002
0.1
General Directorate for
Soil erosion
2
Land and Env. Mgt.
Forestry - World Bank (2)
2000-2001
0.1
Forestry Department
IDA
Forest mgt
2
National Biodiversity Strategy & 1996-2000
0.22 (GEF) National Institute for Env.
GEF
Biodiv./Nature
4
Action Plan
and Nature Conservation
Conservation
Sub-total of known non-GEF projects
13.9
CONGO
National Biodiversity Strategy &
0.25(GEF) Ministry of Tourism and
GEF
Biodiv./Nature
4
Action Plan
Environment
Conservation
Range Management and Pasture
5 years
2.5
Ministry of Agriculture
Land and Water
2
Improvement
Conservation
Sub-total of known non-GEF projects
2.5
EGYPT
Capacity building/Env
1998-2000
1.1
Min. of State for
Instit. Strengthening
1
Sector/Upgrade NEAP
Environmental Affairs,
Egyptian Environmental
Affairs Agency
Lake Manzala Engineered
1997-2002
4.5 (GEF) Min. of State for
GEF
Pollution
5
Wetland
Environmental Affairs,
Egyptian Environmental
Affairs Agency
Developing Renewable
1.84 (GEF) Min. of Water Resources
GEF/
Water Resources
2
Groundwater Resources in Arid
and Irrigation
UNDP
Management, Land
Lands: a Pilot Case the Eastern
and Water
Desert of Egypt
Conservation
National Oil Spill, River Nile &
2000-2002
0.9
Egyptian Environmental
Disaster mgt
5
Lake Nasser
Affairs Agency
Used Oil & Domestic
1999-2001
0.6
Min. of Water Resources,
Pollution
5
Waste/Along Nile
Egyptian Environmental
Affairs Agency
National Environmental Disaster 1999-2002
4.4
Egyptian Environmental
Disaster mgt
5
Plan
Affairs Agency
Organic Agriculture
Ongoing
0.5
Min. of Agriculture
Land and Water
2
Conservation
National water Quality and
1997-2004
21.3
National Water Resources
Canada/ WQ Monitoring,
5
Availability Management
Centre (NWRC)
Egypt
Water resources
(NAWQAM) Project
Management
National Water Resources Plan
1998-2002
3.9
Ministry of Water
Neth./
Water Resources
1
for Egypt
resources and Irrigation
Egypt
Planning
(MWRI)
DSS for Water Resources
1998-2001
1.5
National Water Resources
Italy/
DSS development
1
Planning based on
Centre (NWRC)
Egypt
Environmental Balance
Monitoring, Forecasting and
Ongoing
15.0
FAO/ Ministry of Water
USAID
Water resources
1
Simulation of the Nile River
resources and Irrigation
management
(MWRI)
Updating Meteorological
Ongoing
1.4
Government of Egypt
Egypt
Hydrological
1
Network
network
METAP III
1996-2001
4.2
Egyptian Environmental
UNDP/
Instit. Strengthening
1
Affairs Agency
WB
Wetlands &
1997-2002
2.8 (GEF) Egyptian Environmental
GEF
Instit. Strengthening
4
Coastal/Mediterranean Region
Affairs Agency
- 87 -
National Biodiversity Strategy
1995-1997
3.5 (GEF) Egyptian Environmental
GEF
Biodiv./Nature
4
& Action Plan
Affairs Agency
Conservation
Local Initiative Facility to Urban 1993-1998
0.9
NGOs
UNDP
Env.
3
Environment
Education/Awarenes
s
Italian Cooperation Project
1998-2002
2.0
EEAA, Min. Water Res. &
Italy
1
Irrigation, Min. of Culture
Sub-total of known non-GEF projects
57.7
ETHIOPIA
Conservation Strategy for
1989-to date
0.5
IUCN and Environmental
NORAD
Biodiv./Nature
4
Ethiopia (CSE) project
Protection Authority
Conservation
(EPA)
Regional Conservation Strategy
1994-1999
1.5
IUCN and National
NORAD
Biodiv./Nature
4
Projects
Regional Governments
Conservation
with the Technical Support
from EPA
National Action Program to
1997-1999
0.3
EPA
UNDP/
Biodiv./Nature
4
Combat Desertification
UNSO
Conservation
Environmental Support Project
1999-2003
12.3
Ministry of Water
Neth./
Water supply &
1
Resources (MOWR)
Ethiopia
sanitation master
plan; water res. &
env. meta database
Flow Forecasting
2000-2001
0.2
Ministry of Water
UNDP
Flow forecasting
1
Resources (MOWR)
Capacity Building of The
1998-2001
0.7
Ministry of Water
NORAD/ Data Collection
1
Hydrology Department
Resources (MOWR)
Ethiopia
Soil Conservation for Hydrology
Ongoing
1.4
Ministry of Water
EU/
Sediment transport
2
Resources (MOWR)
Ethiopia
in rivers
Ecological Sustainable Industrial 2000-2002
1.5
EPA
Neth./
Instit. Strengthening
1
Development
UNIDO
National Biodiversity Strategy & 2000-2002
0.33(GEF) Institute for Bio-diversity
GEF
Biodiv./Nature
4
Action Plan
Conservation and
Conservation
Research (IBCR)
Bird Life Project
2000-2002
0.2 (GEF) Ethiopian Wildlife and
GEF
Biodiv./Nature
4
Natural History NGO
Conservation
(EWLNHS)
Conservation of Plant Genetic
1994-1999
2.45 (GEF) National governmental
GEF
Biodiv./Nature
4
Resources
departments
Conservation
Conservation of Plant Genetic
1994-1999
3.9
National governmental
UNDP/
Biodiv./Nature
4
Resources
departments
GOV
Conservation
Sub-total of known non-GEF projects
22.3
KENYA
National Biodiversity Strategy &
Recently
Min. of Env. and Natural
GEF
Biodiv. /Nature
4
Action Plan
concluded
Resources (National
Cons.
Environment Secretariat)
Integrated Water Resource
2000-2003
0.6
Ministry of Environment
Sida/
Watershed
2
Management
and Natural Resources
Kenya
management
(MENR)
Water Resources Assessment
1996-2000
0.3
Ministry of Environment
Neth./Ken Water Resources
1
Project (WRAP 5)
and Natural Resources
ya
database & water
(MENR)
res. assessment
National Action Program to
Five Years
8.3
Min. of Env. And Natural
UNDP/
Land and Water
2
Combat Desertification
Resources
UNSO
Conservation
Sub-total of known non-GEF projects
9.2
RWANDA
National Biodiversity Strategy &
Ongoing
0.17 (GEF) Ministry of Lands and
GEF
Biodiv./Nature
4
Action Plan
Environmental Protection
Conservation
Environmental Law Formulation 2000-2001
0.1
Ministry of Lands and
UNDP
Biodiv./Nature
4
Environmental Protection
Conservation
Implementation of National
1996-2001
0.8
Ministry of Lands and
UNDP
Biodiv./Nature
4
Environmental Action Plan
Environmental Protection
Conservation
Potable Water Supply (A.E.P.)
1999-2001
0.1
Ministry of Water, Energy
Rwanda
Land and Water
2
and Natural Resources
Conservation
Capacity Building for the
Ongoing
0.3
Ministry of Public Works,
UNDP
Capacity building
1
National Meteorological Service
Transport and
Communications
(MINITRACO)
- 88 -
Database for Geology and
Ongoing
0.3
Ministry of Public Works,
IDA
Information systems
1
Mining
Transport and
Communications
(MINITRACO)
Rehab & Reforestation
Ongoing
0.4
Ministry of Geology and
EU
Environmental
2
Mining, Energy, Water
conservation.
and Natural Resources
(MINERENA)
A.E.P. Umutara
1999-2001
1.2
Ministry of Water, Energy
Denmark Land and Water
2
and Natural Resources
Conservation
A.E.P ŕ partir du lac Mugesera
1998-2000
2.0
Ministry of Water, Energy
RFA
Land and Water
2
(Karenge-Kigali)
and Natural Resources
Conservation
A.E.P. Umutara-Kibungo-Kigali 1998-2000
3.0
Ministry of Water, Energy
IDA
Land and Water
2
rural
and Natural Resources
Conservation
National Program for Soil and
1999-2001
4.3
Ministry of Agriculture
Rwanda
Land and Water
2
Water Conservation
Conservation
Management of natural Forests
2000-2001
1.2
Ministry of Agriculture
EU
Land and Water
4
in Nyungwe (cross-border w.
Conservation
natural forest of Kibira in
Burundi)
Agro-forestry in the Oriental
1997-2001
1.0
Ministry of Agriculture
EU
Land and Water
2
High Plateau
Conservation
Sub-total of known non-GEF projects
14.7
SUDAN
Biodiversity Mgt - Dinder
1999-2002
0.8 (GEF) Higher Council for
GEF
Biodiv./Nature
4
National Park
Environment & Natural
Conservation
Resources
Biodiversity Mgt - Dinder
1999-2002
0.5
Higher Council for
UNDP
Biodiv./Nature
4
National Park
Environment & Natural
Conservation
Resources
Lower Atbara Area Development 1995-2003
4.5
Ministry of International
UNDP
Land and Water
2
Scheme
Cooperation and federal
Conservation
states
Area Rehabilitation Scheme
1998-2001
1.5
Ministry of International
UNDP
Land and Water
2
Juba
Cooperation and federal
Conservation
states
Area Rehabilitation Scheme -
1998-2001
1.5
Ministry of International
UNDP
Land and Water
2
Wau
Cooperation and federal
Conservation
states
National Action Plan to Combat 1997-1999
0.3
National Desertification
UNDP
Land and Water
2
Desertification
Unit
Conservation
National Biodiversity Strategy
1999 - 2000
0.3 (GEF) Higher Council for
GEF
Biodiv./Nature
4
and Action Plan
Environment & Natural
Conservation
Resources
Sub-total of known non-GEF projects
8.3
TANZANIA
Participatory Environmental
1997-1999
10.0
Min. of Natural Resources
USAID
Biodiv./Nature
4
Resource Management Project
& Tourism
Conservation
National Action Plan to Combat 1997-1999
0.4
Division of Environment
UNDP/
Land mgt
2
Desertification
under Vice President's
UNSO
office
River Basin Management and
1997-2003
10.6
Ministry of Water
World
Water resources
2
smallholder Irrigation
Bank
mgmt. & irrigation
Improvement Project.
Capacity Building for
1998-2003
1.8
Prime Minister's office;
DANIDA Instit.
5
Environmental Management and
Mwanza municipality
Strengthening,
Pollution Abatement in Mwanza
pollution
Region
National Biodiversity Strategy
1995-1996
0.3 (GEF) Division of Environment
GEF
Biodiv./Nature
4
and Action Plan
under Vice President's
Conservation
office
Sub-total of known non-GEF projects
22.8
UGANDA
National Wetlands Conservation
July
2.2
Min. of Water Lands and
Neth.
Biodiv./Nature
4
and Management Project
1996-2001
Environment
Govt.
Conservation
Tree Seed Project
Oct
2.1
Forestry Dept, Min. of
NORAD/ Forest mgt
2
1998-2003
Water, Lands and Env.
G of
Uganda
- 89 -
South East and South West
July 99 -
3.7
Forestry Dept, Ministry of
ADB
Land mgt.
2
Integrated Watershed
2004
Water, Lands and
Management Project.
Environment
Environment Management
1996-2000
8.4
Nat. Environment
World
Instit. Strengthening
1
Capacity Building Project
Management Authority
Bank
Integrated Water Resources
1999-2004
9.4
Ministry of Local Govt.
DFID
Integrated basin
2
Management of Lakes George &
management
Edward Basin
Strengthening Water Resources
1996-2003
12.0
Directorate of Water
Danida
Water resources
1
Monitoring and Assessment
Development (DWD)
information
Services (WRAP)
National Environment
1998-2002
1.5
National Environmental
Uganda
Monitoring
1
Monitoring Agency
Management Authority
(NEMA)
National Parks and Wildlife
1995-1999
5.0
Uganda Wildlife Authority
USAID
Instit Strengthening
1
Management.
Environment Laws and
1996-1999
0.4
Ministry of Water Lands
UNEP
Instit. Strengthening
1
Institutions Project
and Environment
Kibali Wild Coffee
1999
0.8
Uganda Coffee Trade
IBRD/
Biodiv./Nature
4
Federation
GEF
Conservation
Peri-urban Plantations Project
1996-2000
1.8
Forestry Dept, Ministry of
NORAD/ Forest mgt
2
Water Lands and
G of
Environment (MWLE).
Uganda
Mt. Elgon Conservation and
1996-2000
1.4
Ministry of Water Lands
IUCN
Biodiv./Nature
4
Development
and Environment
Conservation
Biomass Study Phase III
1996-2000
0.7
Forestry Dept, Ministry of
EU
Forest mgt/Energy
2
Water Lands and
Environment (MWLE).
Development Through
1989-2002
2.8
Ministry of Tourism,
Biodiv./Nature
4
Conservation Project
Wildlife and Industry
Conservation
Water Resources Assessment
1996-2000
7.0
Directorate of Water
Danida
Water resources
1
Project
Development
Environment Management
1996-2001
11.8
Ministry of Natural
IDA
Biodiv./Nature
4
Resources
Conservation
Bwindi Forest and Mgahinga
1995-1999
4.0 (GEF) Government of Uganda
GEF
Biodiv./Nature
4
Gorilla
Conservation
National Biodiversity Strategy
0.25 (GEF) Ministry of Water Lands
GEF
Biodiv./Nature
4
and Action Plan
and Environment
Conservation
(MWLE).
Cross-border Biodiv. Project
1998-2002
1.77 (GEF) Ministry of Water Lands
GEF
Biodiv./Nature
4
(Sango Bay)
and Environment
Conservation
Protected Areas Management & 1999-2002
12.4
Ministry of Tourism,
IDA
Biodiv./Nature
4
Sustainable Use
Wildlife and Antiquities
Conservation
Protected Areas Management & 1999-2002
2.0 (GEF) Ministry of Tourism,
GEF
Biodiv./Nature
4
Sustainable Use
Wildlife and Antiquities
Conservation
Small - Towns Water Supply
1995-2001
42.3
Ministry of Water Lands
IDA
Water resources
2
and Environment
Sub-total of known non-GEF projects
125.7
Regional
Strengthening of National
2000-2002
5.3
Nile-Council of Ministers
FAO
Instit. Strengthening
1
Capacities in Nile Basin
through Nile-SEC
Operational Water Resources
1996-1999
3.6
Ministers of Water Affairs
FAO/ Italy Instit. Strengthening
1
Management and Information
- Nile Countries
Systems in the Nile Basin
Countries Project (basin-wide)
Sub-basin
NBI Eastern Nile Subsidiary
Design
tbd
Relevant sector ministries
tbd
Water Resources;
Action Program (Egy, Eth, Sud)
phase
under coordination by
Early warning
Ministers of Water Affairs
Systems and
Modeling;
Agriculture; Land
&Water
Conservation;
Power
NBI Equatorial Lakes Subsidiary
(relevant NEL-SAP
Action Program (Bur, DRC,
projects under design
Ken, Rwa, Tan, Ug) :
listed below:)
- 90 -
1. Water Use in Agriculture
Design
46.2
Relevant sector ministries
tbd
Soil & Water
2
phase
under coordination by
Conservation
Ministers of Water Affairs
2. Sustainable management
Design
16.0
Relevant sector ministries
tbd
Wetlands and
4
and Conservation of Lakes
phase
under coordination by
Biodiversity
and Linked Wetlands
Ministers of Water Affairs
3. Watershed Management
Design
10.0
Relevant sector ministries
tbd
Soil & Water
2
(three sub-projects)
phase
under coordination by
Conservation
Ministers of Water Affairs
4.Water Hyacinth and Water
Design
4.7
Relevant sector ministries
tbd
Water Resources;
2
Weed Control
phase
under coordination by
Soil & Water
Ministers of Water Affairs
Conservation
Lake Victoria Environment
1996-2001
35.0
Ministries of environment
IDA
Water Res.; Soil &
2
Management Project (LVEMP)
affairs Ken, Tan, Uga +
water conservation
many local partners
Lake Victoria Environment
1996-2001
35 (GEF) Ministries of environment
GEF
Water Res.; Soil &
2
Management Project (LVEMP)
affairs Ken, Tan, Uga +
water conservation
many local partners
Lake Victoria Water Resources
1996-1999
4.9
Ministries of Water Affairs
FAO/
Instit. Strengthening
1
Project (Ken, Tan, Uga)
- Ken, Tan, Uga
Japan
Lake Victoria Development
Planned
-
EAC- Secretariat and
Sida
Instit. Strengthening
1
Initiative
member states
Reducing Biodiv Loss - Cross
1998-2002
12.6(GEF) Gov't Tan, Gov't Ken,
GEF
Biodiv./Nature
4
Border Sites - East Africa
Gov't Uga
Conservation
East African Sub-Regional
1997-1999
0.2
Division of Environment
Denmark/ Instit. Strengthening
1
Project on Environmental Law
under Vice President's
UNEP/
office
UNDP
Institutional Support for the
10 (GEF) Gov't Tan, Gov't Ken,
GEF
Biodiv./Nature
4
Protec. E. Africa Biodiversity
Gov't Uga
Conservation
Afr NGO-Govt Partnerships
1994 - 1999
4.3 (GEF) Natl. NGOs, Govt. & intl.
GEF
Biodiv./Nature
4
Biodiv.Action/Birdlife (BkF,
NGOs
Conservation
Cam, Eth, Gha, Ken, Mad, SiL,
SA, Uga)
East African Communities'
Planned
-
NGOs and CBOs with
Instit. Strengthening
1
Organization for Management of
environment mandate
Lake Victoria Resources
within the Lake Basin
(ECOVIC)
Sub-total of known non-GEF projects
125.9
Grand Total
403.0
* Project budgets indicated as GEF funded are not added in the baseline.
- 91 -
Annex 5: Financial Summary
NILE BASIN INITIATIVE: Nile Transboundary Environmental Action Project
Years Ending
FY2008
IMPLEMENTATION PERIOD
Year 1
Year 2
Year 3
Year 4
Year 5
Year 6
Year 7
Total Financing Required
Project Costs
Investment Costs
6.6
7.6
7.8
12.1
9.5
0.0
0.0
Recurrent Costs
0.0
0.0
0.0
0.0
0.0
0.0
0.0
Total Project Costs
6.6
7.6
7.8
12.1
9.5
0.0
0.0
Total Financing
6.6
7.6
7.8
12.1
9.5
0.0
0.0
Financing
IBRD/IDA
0.0
0.0
0.0
0.0
0.0
0.0
0.0
Government
0.7
0.7
0.7
0.7
0.7
0.0
0.0
Central
0.0
0.0
0.0
0.0
0.0
0.0
0.0
Provincial
0.0
0.0
0.0
0.0
0.0
0.0
0.0
Co-financiersNBTF
2.7
1.7
1.8
3.3
3.3
0.0
0.0
World Bank GEF
1.2
2.3
2.1
1.7
0.7
0.0
0.0
UNDP GEF
2.0
2.9
2.9
6.1
4.6
0.0
0.0
NGO (inkind)
0.0
0.0
0.3
0.3
0.2
0.0
0.0
Total Project Financing
6.6
7.6
7.8
12.1
9.5
0.0
0.0
Main assumptions:
Government and NGO Contributions are inkind.
- 92 -
Annex 6: Procurement and Disbursement Arrangements
NILE BASIN INITIATIVE: Nile Transboundary Environmental Action Project
Procurement
A.
Procurement Methods (See Table A)
1. Procurement Arrangements
The Nile Transboundary Environmental Action Project is a stand-alone project. The Bank
financed portion will be executed on behalf of the Nile riparian countries by the NBI and is
funded from two distinct sources: the GEF Trust Fund in the amount of US$8.0 million
equivalent and the Nile Basin Trust Fund (NBTF) in the amount of US$12.81 million equivalent.
This Annex outlines Procurement for both the GEF and NBTF funded activities. Procurement of
works and goods financed through the World Bank by the GEF Trust Fund and through the
NBTF administered by the World Bank will follow the World Bank's "Guidelines for
Procurement under IBRD Loans and IDA Credits" dated January 1995, and revised January and
August 1996, September 1997, and January 1999. Procurement of services financed by the GEF
Trust Fund and the NBTF will follow the World Bank's "Guidelines for Selection and
Employment of Consultants by World Bank Borrowers" dated January 1997, revised September
1997, January 1999, and May 2002. The Bank's latest editions of Standard Bidding Documents
and Request for Proposals will be used.
Initially, the NBI reviewed the possibility of hiring a Project Services Agency (PSA) following a
competitive process. The focus at that time was on the provision of technical services in financial
management, procurement, and overall management that are normally bid competitively.
However, after further discussions, it became apparent that the assignment was not so much to
provide mechanical, logistic assistance but a deeper and more substantial involvement. It was
realized that the thrust of the Shared Vision Program lay in the pursuit of dialogue, cooperation,
and trust among the Nile riparians. The main role of the PSA, therefore, shifted to a close
cooperation with the NBI to maintain and enhance further these development objectives.
This in turn raised the notion of establishing a partnership between the NBI and the PSA. The
decision to select the United Nations Office for Project Services (UNOPS) was reached by the
Nile-COM after serious consultations among themselves, taking full cognizance of the shift from
the traditional client/consultant contractual relationship to that of a partner to maintain and
enhance dialogue between the Nile riparians and to further the project's developmental
objectives. The Nile-COM further recognized the fact that this approach would open (rather than
restrict, due to possible conflict of interest issues) to participation all eligible consulting firms in
the various consulting opportunities under the proposed project. The decision from the
Nile-COM was given no-objection by the Bank with the approval of the Bank's Operations
Procurement Review Committee (OPRC).
All procurement will therefore be undertaken by UNOPS, on behalf of the NBI. While the
specific arrangements will be further detailed in the Management Services Agreement (MSA)
- 93 -
negotiated between the NBI and UNOPS, it is anticipated that UNOPS will outpost a senior staff
to the NBI at the Nile Secretariat in Entebbe. This senior staff will support the operations of the
PMU in Khartoum and will draw on UNOPS services (procurement, finance, logistics, etc.).
Overall management from UNOPS's side will be from UNOPS/New York. Please also refer to
paragraphs 13 and 14 below.
2. Advertising of Procurement Opportunities
A General Procurement Notice (GPN) was published in the UN Development Business (UNDB)
on-line and print version in May 2002. The Executive Director of the Nile Secretariat, the NBI's
administrative body, was listed as the contact. The Executive Director has been advised of the
need for NBI to collect and file all inquiries that are received in response to the GPN. NBI will in
turn pass these to UNOPS for action once UNOPS has been appointed under the MSA. The GPN
will be updated when the final procurement plan is completed in order to indicate all the
procurement contracts estimated to cost the equivalent of US$100,000 or more, where
International Competitive Bidding (ICB) would be used. The GPN will be updated on an annual
basis to indicate all outstanding ICBs for goods, contracts and all International Consulting
Services.
Specific Procurement Notices (SPN) for goods to be procured under ICB and Expressions of
Interest for Consultants' Services estimated to cost the equivalent of US$200,000 and above
would also be published in UNDB as well as in the national press of the Nile riparian countries.
All consultancy assignments estimated to cost the equivalent of US$200,000 or more also will be
advertised in an international newspaper and in the UNDB. In addition, expressions of interest
may be sought from prospective consultants by advertising in national newspapers of riparian
countries or technical magazines. Assignments estimated to cost US$200,000 or less may be
advertised regionally in riparian countries and the shortlist may be made up entirely of
consultants from the Nile riparian countries, provided that no more than two individuals from
any one riparian are on the shortlist, at least three qualified firms or individuals from the Nile
riparian countries are available, and foreign consultants who wish to participate are not excluded
from consideration. Procurement notices for contracts below US$200,000 will be placed in the
regional press in each of the Nile countries.
3. Procurement Planning
An Overall Procurement Plan (OPP) for Consultants' Services and goods, which will be part of
the Project Implementation Plan (PIP) for the PMU, has been prepared by NBI and has been
made available in draft form at negotiations. The OPP includes relevant information on
Consultants' Services and goods as well as the timing of each milestone in the procurement
process. Similarly, the first year's Detailed Procurement Plan (DPP) has been made available in
draft form at negotiations. The DPPs for the remaining years of the project, indicating the
procurement method and processing time for each contract, will be prepared by UNOPS for NBI
and upon acceptance by NBI, will be submitted by the NBI to the Bank every year for the Bank's
review and comments. This will be received by the Bank not later than three months before the
end of each fiscal year.
- 94 -
The PIP, prepared during the project preparation period by consultants working for the NBI, was
made available in draft form at negotiations. NBI will review and finalize the PIP with UNOPS.
4. Goods and Equipment (GEF US$0.84 million & NBTF US$0.16 Million)
Technical equipment and other goods costing US$150,000 and more per contract will be subject
to ICB requirements. For goods in the range between US$80,000-US$150,000 contracts may be
awarded on the basis of National Competitive Bidding (NCB) it should be noted that for this
project, NCB includes all of the participating riparian countries and bidding opportunities will
therefore be published in all riparian countries for NCB. For goods contracts below US$80,000
contracts will be awarded on the basis of the Bank's Shopping procedure, where price quotations
will be obtained from at least three qualified suppliers from at least two eligible countries or from
comparison of quotations obtained from three domestic suppliers from the riparian countries.
5. Consultants' Services, including training and workshops (GEF/WB US$5.4 million &
NBTF US$5.82 million).
As the majority of work undertaken in this project is capacity building and technical assistance to
the Nile riparian countries, a large percentage of the expenditures will be for Consultants'
Services, much of which will be based in the Nile Basin. Following agreed upon criteria, the
PMU will maintain and update a list of consultants that will be used to establish shortlists. The
shortlists will be established based on expressions of interests received through GPNs and
Specific Advertisements placed in the UNDB and/or regional newspapers, depending upon the
estimated value of such assignments. Consultant firms financed under the project will be selected
in accordance with Bank Consultant Guidelines through a Quality and Cost-Based Selection
(QCBS), and by using the Bank's Standard Request for Proposals. Specialized Consultants'
Services from the Nile riparian countries, below an estimated contract value of US$50,000
equivalent, will be selected on the basis of Consultant Qualifications (CQ) from the
predetermined roster of qualified consultants. Training under the project will be implemented
according to an annual training plan that the PMU will prepare and submit to the Bank for
non-objection before implementation. More specifically, the following selection procedures
would be used for Consultants' Services:
(a)
Quality-and-Cost-based Selection: All consulting service contracts valued at more than
US$200,000 equivalent would be awarded through the Quality and Cost Based Selection
(QCBS) method. QCBS will also be used for all contracts awarded to consulting firms
between US$50,000 and US$200,000 equivalent. To ensure that priority is given to the
identification of suitable and qualified national consulting firms, short-lists for QCBS
contracts estimated at or less than US$200,000 equivalent may be comprised entirely of
national consultants from the Nile riparian countries, with no more than two firms on the
short-list from any one riparian country, (in accordance with the provisions of paragraph
2.7 of the Consultant Guidelines), provided that a sufficient number of qualified
individual or firms (at least three) are available. However, if foreign firms have expressed
interest, they would not be excluded from consideration.
- 95 -
(b)
Consultant's Qualification Selection (CQ) may be used for Consultants' Services
contracts below an estimated contract amount of US$50,000 equivalent, for research and
targeted interventions for which organizations with specialized expertise, strong
capacities to work with multinational groups and proven track records would be recruited.
CQ may also be used for the selection of training institutions for contracts to provide
training services that are estimated to cost up to US$150,000 equivalent per contract.
(c)
Consultants for services meeting the requirements of Section V of the Consultant
Guidelines will be selected under the provisions for the Selection of Individual
Consultants method. Individual Consultants (IC) will be selected through comparison of
curriculum vitae against job description requirements of those expressing interest in the
assignment, or those having been identified directly by the PMU. Civil servants from the
riparian countries cannot be hired as consultants under the project.
(d)
Indefinite delivery contracts may be used for contracts on a retainer basis. Services under
this type of contract are likely to be those which will be required on a recurrent basis and
could include, but are not limited to, services such as translation, interpretation, workshop
facilitation and community training etc.
6. Training, Workshops, and Conferences (GEF/WB US$1.82 million & NBTF US$0.2
million)
Training, workshops, conference attendance and study tours will be carried out on the basis of
approved annual programs that will identify the general framework of training and similar
activities for the year, including the nature of training/study tours/workshops, the number of
participants, and cost estimates. For national training and workshops, preference will be given to
consultants from the country in which the training is being organized, provided that a sufficient
number of qualified individuals or firms (at least three) are available. For regional training,
preference will be given to consultants from the Nile riparian countries, provided that no more
than two consultants from any one riparian are shortlisted and a sufficient number of qualified
individuals or firms (at least three) is available.
7. Research Institutions and/or Government Owned Universities (GEF/WB approximately
US$1.0 million and NBTF approximately US$2.0 million)
The regional and technical nature of this project will result in the possibility that a number of
tasks and activities may best be undertaken by existing state owned universities or research
institutions in the Nile riparian countries. The project thus will involve contracting research
institutions, think tanks and academic institutions that are government owned in the respective
countries where the services are required to be rendered. This work will likely be in the fields of:
(a) environmental economics, (b) water quality research, (c) hydrological data and modeling; (d)
environmental management with special focus on wetlands; and (e) environmental education.
As these unique assignments will be specific for the respective countries, it is very unlikely that
- 96 -
suitable expertise from private sector consultants will be available.
University professors or scientists from research institutes can be contracted individually under
Bank financing provided that they have full time employment contracts with their institution,
have regularly exercised their function for a year or more before they are contracted under Bank
funding, and selection is made on a competitive basis, with full justification, and in accordance
with relevant Bank policies.
8. Operational Expenses (GEF/WB US$1.76 million and NBTF US$1.06 million)
The project will establish and staff a PMU in Khartoum, Sudan and will also employ National
Microgrant Coordinators, through NBTF Financing, in the participating riparian countries. The
National Microgrant Coordinators will be nationals of the country in which they will work.
Project staff will be employed through UNOPS using standard UNOPS employment contracts
and those project staff employed under the World Bank funded portion of the project will be
hired in accordance with Section V of the Bank's Consultant Guidelines. Other operational costs,
such as utilities, fuel, office supplies, will be purchased based on standard UNOPS procedures.
All the above positions will be advertised in SPNs.
9. Microgrants for Nongovernmental Organizations (NBTF US$5.77 million)
A large percentage of the funds made available from the NBTF is earmarked for Microgrants to
NGOs. The PMU will establish a formal procedure for awarding and supervising those
Microgrants based on the UNDP GEF Microgrant for NGO procedures in each of the
participating Nile riparian countries. The Microgrants will be limited in size to US$25,000 each.
A Microgrant Manual will be finalized no more than six months after effectiveness of the GEF
grant agreement. It is expected that the following arrangements will be established under the
NBTF grant agreement for the Project regarding the Microgrant Component: (a) the Bank will
review and approve the Microgrant Manual and the associated procedures prior to the
implementation of the Microgrant component; (b) no Microgrants will be released until the
Microgrant Manual has been finalized and approved; (c) an annual external audit will be
undertaken of the NGOs who are hosts to the Microgrant Program (including an audit regarding
proper utilization of funds); and (d) the cost of this audit will be financed by the project (through
NBTF funds), the audit will be supervised by UNOPS, and the report will be submitted to the
Bank for review.
10. Prior Review Thresholds (Table B)
The World Bank will conduct a prior review of the following procurement documentation:
(a)
Goods and Equipment: All Contracts above US$150,000 will be submitted for prior
review.
(b)
Consultants' Services: All contracts with firms above US$200,000, will be submitted for
prior review, while the first contract with firms below US$200,000 will be reviewed.
Individual consultant contracts above US$50,000 will all be subject to prior review.
- 97 -
Terms of Reference will be written by the appropriate PMU staff (in many cases by the
Lead Specialists) and UNOPS shall be responsible for review of all Terms of Reference.
A large portion of this project will consist of small stand-alone Consultants' Services. To
streamline project operations, the Bank will not review the Terms of Reference for any
contract less than US$50,000. Moreover, the Bank will only review the first Terms of
Reference for Consultants' Services which falls in the following broad categories:
Workshop facilitation (national workshop)
Microgrant workshop facilitation (regional workshop)
Water quality training workshop facilitation (national workshop)
Water quality training workshop facilitation (regional workshop)
Interpretation/translation
IT technical support to PMU
In all cases other than the above, the Bank's no objection to the Terms of Reference shall
be obtained.
(c)
Operational expenses: All individual long term contracts (greater than six months) for
professional project staff will be subject to prior review.
(d)
The contracts that would not be subject to prior review would be subject to ex-post
review.
12. Procurement Processing
All procurement packages will be prepared either by UNOPS directly or by the Procurement
Specialist at the PMU. All procurement will be carried out in accordance with the procurement
plan and as agreed with the Bank. The PMU/UNOPS will forward the procurement packages to
the NBI for endorsement and for onward forwarding to the Bank for prior review and no
objection, as required. Detailed Terms of Reference for the PSA have been elaborated. A
summary of these is provided in paragraph 14 below.
13. Selection of a PSA
The NBI will execute the World Bank GEF and NBTF financed portion of the project. The
Nile-COM decided to contract a PSA for the implementation of the SVP. The purpose of the
PSA is to support the NBI, acting on behalf of the Nile-COM, in the execution of the SVP
projects, through the provision of project services, in particular financial management,
procurement of goods and services and capacity building of the NBI to oversee basin-wide
projects.
In an effort to identify suitable candidates to serve as a PSA, the NBI undertook a market survey,
and based on expressions of interest, the Nile-COM expressed a preference for the selection of
UNOPS, on a sole-source basis, as the agency to support the NBI in the implementation of the
SVP. The Nile-COM has agreed that UNOPS will best provide the services for the project. This
- 98 -
is based on a number of factors, including:
UNOPS has the capacity and extensive experience in the implementation of large regional
projects
UNOPS will contract suppliers of goods and services from the private sector through
opportunities for capacity building of NBI procurement skills during the course of the project.
UNOPS, through the UNDP network of offices, has a presence in all ten Nile countries,
which will greatly facilitate the implementation of this regional project.
As UNOPS is already implementing the GEF Small Grants Program (which is operational in
Egypt, Kenya, Tanzania and Uganda) and as the Microgrant Program of the proposed project will
utilize the same delivery mechanism, the selection of UNOPS as PSA will greatly facilitate the
implementation of the project.
As the project will be executed by UNOPS, and further as no procurement actions will be
undertaken directly by the NBI, a procurement capacity assessment of NBI is not required. (See
also below for a summary of the TOR for the PSA).
14. Summary of Terms of Reference for the PSA
Objective. The objective of the assignment is to support the efficient and effective
implementation of the SVP and build the capacity of the NBI to manage and implement similar
basin-wide technical assistance projects. In order to accomplish this, the PSA will: support NBI
in the effective execution and coordination of the SVP, particularly for general administration,
financial management, and procurement; build NBI capacity to execute and oversee basin-wide
projects; and support each SVP project in conferring tangible benefits to the riparian countries
and creating enabling environments for action on the ground.
Approach. The PSA will uphold the spirit of the NBI, by ensuring riparian ownership of the
Program; and enhancing cooperation and trust among the Nile countries while building capacity
within the Basin to manage and implement basin-wide projects and applying the highest quality
and fiduciary standards to the SVP.
Scope of Services. The PSA will support the NBI and each of the SVP PMUs in carrying out
standard project management activities in the following categories: general administration and
implementation support; financial management; procurement; monitoring and evaluation; and
capacity building. The PSA will strengthen NBI capacities in key administration, financial
management, procurement, coordination and monitoring functions and in adherence to specified
benchmarks. For this purpose, a periodic assessment of existing and potential capacity will be
made and a training plan will be developed and implemented for NBI and relevant PMU staff, in
areas such as project management, financial management, procurement, and monitoring. The
PSA will also encourage and develop suppliers and service providers in the Nile Basin countries.
In order to facilitate smooth project operations, the PSA, acting as NBI's Agent, will open
imprest accounts for the PMU and the National Project Coordinators. The PSA will bear full
- 99 -
responsibility and all business risks associated with those accounts.
Procurement methods (Table A)
- 100 -
Table A: Project Costs by Procurement Arrangements
(US$ million equivalent)
1
Procurement Method
Expenditure Category
2
ICB
NCB
Other
N.B.F.
Total Cost
1. Works
0.00
0.00
0.00
0.00
0.00
(0.00)
(0.00)
(0.00)
(0.00)
(0.00)
2. Goods
0.00
0.30
0.65
2.00
2.95
(0.00)
(0.30)
(0.54)
(0.00)
(0.84)
3. Services
0.00
0.00
10.70
8.36
19.06
(0.00)
(0.00)
(5.40)
(0.00)
(5.40)
4. Micro-grants to NGOs
0.00
0.00
5.77
2.08
7.85
(0.00)
(0.00)
(0.00)
(0.00)
(0.00)
5. Operational Expenses
0.00
0.00
3.39
10.35
13.74
(0.00)
(0.00)
(1.76)
(0.00)
(1.76)
Total
0.00
0.30
20.51
22.79
43.60
(0.00)
(0.30)
(7.70)
(0.00)
(8.00)
1/ Figures in parenthesis are the amounts to be financed by the Bank Grant. All costs include contingencies.
2/ Includes civil works and goods to be procured through national shopping, consulting services, services of
contracted staff of the project management office, training, technical assistance services, and incremental
operating costs related to (i) managing the project, and (ii) re-lending project funds to local government
units.
- 101 -
Table A1: Consultant Selection Arrangements (optional)
(US$ million equivalent)
Selection Method
Consultant Services
Expenditure Category
QCBS
QBS
SFB
LCS
CQ
Other
N.B.F.
1
Total Cost
A. Firms
4.50
0.50
0.00
1.50
0.00
0.50
5.50
12.50
(2.50)
(0.25)
(0.00)
(0.50)
(0.00)
(0.25)
(0.00)
(3.50)
B. Individuals
0.00
0.00
0.00
1.00
2.00
0.70
2.86
6.56
(0.00)
(0.00)
(0.00)
(0.70)
(1.00)
(0.20)
(0.00)
(1.90)
Total
4.50
0.50
0.00
2.50
2.00
1.20
8.36
19.06
(2.50)
(0.25)
(0.00)
(1.20)
(1.00)
(0.45)
(0.00)
(5.40)
1\ Including contingencies
Note: QCBS = Quality- and Cost-Based Selection
QBS = Quality-based Selection
SFB = Selection under a Fixed Budget
LCS = Least-Cost Selection
CQ = Selection Based on Consultants' Qualifications
Other = Selection of individual consultants (per Section V of Consultants Guidelines), Commercial
Practices, etc.
N.B.F. = Not Bank-financed
Figures in parenthesis are the amounts to be financed by the Bank Grant.
Prior review thresholds (Table B)
Table B: Thresholds for Procurement Methods and Prior Review
Contract Value
Contracts Subject to
Threshold
Procurement
Prior Review
Expenditure Category
(US$ thousands)
Method
(US$ millions)
1. Works
2. Goods
>150
ICB
All
80 - 150
NCB
Post review
<80
Shopping
Post review
3. Services- Firms
>200
QCBS
All
100 - 200
QCBS, QBS, LCS
First contract (each type)
<100
CQ
First contract only
4. Services - Individuals
<50
CQ
All professional project
long-term staff (>6
months)
Total value of contracts subject to prior review:
approximately
US$3.50 Million
Overall Procurement Risk Assessment
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Average
Frequency of procurement supervision missions proposed: One every 12 months (includes special
procurement supervision for post-review/audits)
- 103 -
Disbursement
Allocation of grant proceeds (Table C)
1. Allocation of GEF and NBTF Proceeds
The allocation of the Grants' proceeds is shown in tables C and C I below.
The project will be implemented over a period of five years. Disbursements will be against the
four main expenditure categories: Goods and Equipment; Consultants' Services including audit
fees; Training and Workshops; and Operating Costs.
2. Disbursement
Management Services Agreement (MSA) and Blanket Application for Withdrawal (BAW).
Following the signing of the Grant Agreement between the NBI and the Bank, the NBI will
establish a Management Services Agreement (MSA) with UNOPS. After the effective date of the
Grant Agreement, the NBI will submit to the Bank a copy of the signed MSA along with a
Blanket Application for Withdrawal (BAW) covering the total estimated cost of the services,
such application to be copied to UNOPS. This will enable UNOPS to request advances from the
Grant proceeds for the purposes agreed in the MSA; however, disbursement will not commence
until the Bank Financial Management Specialist (FMS) certifies that the accounting and financial
management systems used for the purpose of the implementation of the Project are operational
and able to produce the agreed upon Financial Monitoring Reports (FMRs).
Initial request for advance. Upon receipt by UNOPS of a notice from the Bank that the
withdrawal application has been received in good order and accepted, UNOPS will submit a
request to the Bank, with copy to the NBI, for an initial advance necessary to cover project
expenditures for the first six months of the project life. This request will be supported by the first
set of FMRs. The estimate of funds required will be consistent with the initial work plan as
reflected in the PIP, which will have been agreed between the NBI and the Bank. UNOPS will
start making obligations against the project budget when the initial advance is received.
Quarterly replenishment requests. Replenishment of the project account will be on a quarterly
basis. UNOPS will submit quarterly replenishment requests for each calendar year to the Bank,
with copies to the NBI, reflecting expenditures paid during the previous three months and an
estimate of expenditures for the ensuing six months. These quarterly requests will be in the
agreed FMR format, which will include the following for disbursement purposes:
Statements containing Institutional Information
Source of supply information
For contracts above the prior review threshold:
The contractor/consultant's name, nationality, and (where applicable) the zip code
The amount disbursed under each contract
- 104 -
For contracts below the prior review threshold:
Aggregate disbursements by country of supply
Breakdown of aggregate disbursements by legal disbursement category and disbursement
percentage
Project Account reconciliation statement
Forecast of expenditures for the next two FMR reporting periods (two quarters)
As part of each replenishment request, and in order to reconcile the advance amounts previously
made, UNOPS will submit cash-flow projections (estimate of disbursements for project
expenditures for the ensuing six months, less unspent balance of previous advances and interest
earned).
Deposit Account. Advances from the Grants' Accounts will be deposited into the UNOPS US
dollar denominated bank account with the JP Morgan Chase Bank, New York. UNOPS will
maintain separate ledger accounts for the GEF and NBTF funding of the project.
Bank Guidelines. Advances to UNOPS from the Grants' Accounts will be managed by UNOPS
in accordance with Bank Guidelines as set forth in the MSA between UNOPS and the NBI and
the Disbursement Letters to be issued by the Bank.
3. Financial Management:
For financial management of the program, the services of UNOPS would be retained by NBI
under the MSA (see above: 2. Disbursement).
Bank staff has visited UNOPS and interviewed its management and staff and is satisfied with the
capacity and systems in place and procedures and practices for project management services.
With regard to the assignment and required business standards, as part of documentation for the
negotiations of the MSA, UNOPS will produce a statement of capability, describing its capacity
and the salient features of the systems it maintains, and demonstrating its ability to perform at the
highest standards all responsibilities conferred to it through the agreement. Furthermore, along
with the proposal, financial management manuals and a copy of the FMRs will be submitted to
the Bank for review.
Prior to project effectiveness the following two actions will take place: (1) in order to ensure the
strengthening of FMS systems and procedures at Nile-SEC and the PMU for long-term
sustainability, UNOPS and NBI will develop a time-bound action plan to be implemented during
the course of the project; and (2) the Bank project team will further review the systems operated
by UNOPS and will satisfy itself that those are operational and able to produce the FMRs.
Financial Monitoring Reports. UNOPS will report on the financial progress of the project
using the quarterly FMR and the Bank will reimburse UNOPS for project expenses based on
those FMRs, the content of which has been discussed between the Bank and UNOPS. The FMR
and any supporting documentation must be provided to the NBI, with a copy to the World Bank.
- 105 -
The FMR format will be customized in a format to be agreed between the Bank, the NBI and
UNOPS, adapted to the specific needs of the project. The FMR will be submitted on a quarterly
basis by the UNOPS Finance Section and is forwarded directly by the UNOPS Finance Section to
the Bank.
UNOPS will be responsible for preparing quarterly and annual budgets and Project Monitoring
Reports, including FMRs, and the annual consolidated financial statements to be submitted to
NBI and the World Bank. All documentation relating to financial transactions, procurement,
contracts and invoices will be retained and made available to supervision missions and auditors.
Audit Reports. As UNOPS will be acting as the NBI's agent, an annual audit of the Grant will
be conducted by the UNDP Division for Audit and Management Review and/or by auditors or
audit firms contracted by it for this purpose in accordance with established practice in similar
arrangements involving UN agencies acting as project service providers under Bank financed
projects.
Flow of Funds. Upon receipt of the Blanket Application for Withdrawal from NBI and the
subsequent request for project advance from UNOPS, the Bank shall deposit the requested
project advance to a Deposit Account (see below) - funds will be advanced to the project because
of the time that it will take UNOPS to collect documentation and confirm accountability of funds
disbursed by the PMU in the recipient countries. Thereafter, the Bank shall reimburse UNOPS
for project expenses based on the quarterly FMRs and Payment Request. Separate sub-ledger
accounts will be maintained for GEF and NBTF funds (separate accounts for GEF/Bank and
NBTF/Bank resources). UNOPS in turn, based on agreed work plans and acting on behalf of the
NBI, will be responsible for contracting goods and services to achieve the project objectives.
Major expenses (salaries, ICB Contracts, QCB Contracts, etc.) shall be paid directly by UNOPS.
In order to facilitate smooth project operations and cover minor expenses, UNOPS will open
imprest accounts for the PMU and the National Project Coordinators. UNOPS will bear full
responsibility and all business risks associated with those accounts.
Deposit Account. UNOPS maintains a bank account at the JP Morgan Chase Bank to receive
funds, including funds for NBI Projects from UNDP and the World Bank - this account is
maintained in United States dollars. Therefore, UNOPS will be required to maintain separate
ledger accounts for the various funding streams for the project (GEF/World Bank, NBTF/World
Bank). It should be noted that UNOPS only serves as the project management agency, which
means that it is not the owner of any funds by mandate. Rather UNOPS is the custodian of the
funds on behalf of the NBI.
Management Fee. The level of the fee, which will be paid to UNOPS, will be agreed through
negotiations between UNOPS and the NBI, to the satisfaction of the Bank. The fee will be based
on the workload and the level of services to be provided. The fee will be requested as part of the
Quarterly Payment Requests.
Table C: Allocation of Grant Proceeds
Expenditure Category
Amount in US$million
Financing Percentage
- 106 -
Goods
0.84
100
Consultants' Services
3.12
100
Training and Workshops
1.82
100
Operating Costs
1.69
100
Unallocated
0.53
Total Project Costs
8.00
Total
8.00
The above table summarizes the Allocation of GEF Grant Proceeds (US$8.0 million) for the WB
implemented parts of the overall project, which total US$20.81 million (GEF - US$8.0 million
and NBTF - US$12.81 million).
Tables C 1 provides an additional breakdown for the GEF/WB and the NBTF/WB funds
respectively.
Table C 1 - Allocation of grant proceeds GEF/WB and NBTF/WB
Resources to support the implementation of the project ("SVP Coordination") totaling
US$380,000 will be made available from the NBTF resources as depicted below.
Expenditure Category
Amount in US$ Million
GEF/WB
NBTF/WB
1. Goods
0.84
0.00
2. Consultants' Services
including audit fees
2.48
5.07
(a) Project Activities
4.80
(b) SVP Coordination
0.21
Training and Workshops
1.82
0.00
Microgrants to NGOs
0.00
5.20
(a) Project Activities
5.20
(b) SVP Coordination
0.00
*1
Operating Costs
2.33
2.39
(a) Project Activities
2.22
(b) SVP Coordination
0.17
*2
Unallocated
0.53
0.15
Total Project Costs
12.81
(a) Project Activities
12.43
(b) SVP Coordination
0.38
Total
8.0
12.81
*1 Operational Expenses include office rental, fuel and maintenance for vehicles, equipment operation and
maintenance, miscellaneous office expenses (communication, office supplies and utilities).
- 107 -
*2 Unallocated: total of contingency amounts.
- 108 -
Annex 7: Project Processing Schedule
NILE BASIN INITIATIVE: Nile Transboundary Environmental Action Project
Project Schedule
Planned
Actual
Time taken to prepare the project (months)
33
35
First Bank mission (identification)
12/15/1999
12/15/1999
Appraisal mission departure
04/15/2002
05/19/2002
Negotiations
08/19/2002
08/19/2002
Planned Date of Effectiveness
03/31/2003
03/31/2003
Prepared by:
Preparation assistance:
Bank staff who worked on the project included:
Name
Speciality
Inger Andersen
Senior Water Resources Specialist, AFTU2, TTL
Astrid Hillers
Water Resources Specialist, AFTES
Modupe A. Adebowale
Senior Financial Management Specialist (Disbursements), LOAG2
Hassane Cisse
Senior Counsel, LEGAF
John Bryant Collier
Operations Officer, MNSRE
Katherin Golitzen
Production Coordinator/Editor, ESDQC
Jeffrey Lecksell
Cartographer, GSDGP
Stephen F. Lintner
Senior Advisor, ESDQC (peer review)
Barbara Miller
Senior Water Resources Specialist, AFTU1
Hisham A. Abdo Kahin
Consultant, LEGAF
Kristine Schwebach
Program Assistant, ESDQC
Ashok Subramanian
Lead Water Institutions Development Specialist, MNSRE (peer review)
Iraj Talai
Lead Financial Management Specialist, AFTQK
V.S. Krishnakumar
Lead Procurement Specialist, AFTPC
Michael S. Mengesha
Senior Procurement Specialist, AFTPC
People from outside the Bank who worked on the document:
Michael Wells, Lead Consultant, World Bank and
Mateos Mekiso, National Consultant, Ethiopia
UNDP
Sylvester P.M. Kiai, National Consultant, Kenya
Meraji Msuya, Executive Director, Nile Secretariat
Tharcisse Urayenaza, National Consultant, Rwanda
Marcel Alers, Regional Manager, GEF, UNDP
Babiker A.Ibrahim, National Consultant, Sudan
Anne Fouillard, CIDA Consultant
Francis J.Gumbo, National Consultant, Tanzania
Hakizimana Gabriel, National Consultant, Burundi
Justin Ecaat, National Consultant, Uganda
Katsuva Kilala, National Consultant, D. R. Congo
Hesham El Badry, National Consultant, Egypt
- 109 -
- 110 -
Annex 8: Documents in the Project File*
NILE BASIN INITIATIVE: Nile Transboundary Environmental Action Project
A. Project Implementation Plan
A draft Project Implementation Plan (PIP) has been prepared by the NBI and has been appraised. The PIP
is a "living" document that will be amended and updated during the course of project implementation.
B. Bank Staff Assessments
C. Other
Nile Basin Initiative
The following background and project documents have been prepared through a consultative process involving the
Basin stakeholders, international development organizations, and bilateral donors, as the basis for the Nile Basin
Initiative's Shared Vision Program. They are available on request. For copies, please contact Ms. Inger Andersen at
iandersen1@worldbank.org.
SVP Documents: The SVP Project Briefs were prepared under the guidance of the Council of Ministers of Water
Affairs of the Nile Basin States.
Nile Secretariat and World Bank (May 2001). International Consortium for Cooperation on the Nile (ICCON)
Nile Basin Initiative Strategic Action Program: Overview.
Nile Basin Initiative (May 2001). Nile River Basin Transboundary Environmental Analysis.
Nile Basin Initiative (May 2001). Nile Transboundary Environmental Action Draft GEF Project Brief.
Nile Basin Initiative (March 2001). Nile Basin Regional Power Trade Project Document.
Nile Basin Initiative (March 2001). Efficient Water Use for Agricultural Production Project Document.
Nile Basin Initiative (March 2001). Confidence-Building and Stakeholder Involvement (Communications)
Project Document.
Nile Basin Initiative (March 2001). Applied Training Project Document.
Nile Basin Initiative (March 2001). Socio-Economic Development and Benefit-Sharing Project Document.
Nile Basin Initiative (March 2001). Water Resources Planning and Management Project Document.
Subsidiary Action Program Documents. The Subsidiary Action Program Documents for the Eastern Nile and the
Nile Equatorial Lakes sub-regions were prepared under the guidance of the Eastern Nile Council of Ministers and the
Nile Equatorial Lakes Council of Ministers, respectively.
Nile Basin Initiative (May 2001). Eastern Nile Subsidiary Action Program (EN-SAP) Project Identification
Document.
Nile Basin Initiative (May 2001). Nile Equatorial Lakes Subsidiary Action Program (NEL-SAP) Project
Identification Document.
Transboundary Environmental Analysis Country Reports
The country reports were prepared for the Nile Basin Initiative Shared Vision Program Environmental Analysis
and Management Component by the national environmental experts and with funding provided by the Global
Environmental Facility. These country reports each reference the key background documents and other information
sources used at a national level, which are therefore not repeated here. The sources include National Environmental
Action Plans, National Biodiversity Strategies and Action Plans, National Action Plans to Combat Desertification,
National Communications to the Climate Change Framework Convention, and Tropical Forestry Action Plans.
Hakizimana, Gabriel (2000). Environmental Analysis and Management Component of the Nile Basin Shared
Vision Program: Country Report for the Republic of Burundi.
Kilala, Katsuva (2000). Environmental Analysis and Management Component of the Nile Basin Shared Vision
- 111 -
Program: Country Report for the Democratic Republic of Congo.
El Badry, Hesham (2000). Environmental Analysis and Management Component of the Nile Basin Shared
Vision Program: Country Report for the Arab Republic of Egypt.
Mekiso, Mateos (2000). Environmental Analysis and Management Component of the Nile Basin Shared Vision
Program: Country Report for the Federal Democratic Republic of Ethiopia.
Kiai, Sylvester P.M. (2000). Environmental Analysis and Management Component of the Nile Basin Shared
Vision Program: Country Report for the Republic of Kenya.
Urayenaza, Tharcisse (2000). Environmental Analysis and Management Component of the Nile Basin Shared
Vision Program: Country Report for the Republic of Rwanda.
Ibrahim, Babiker A. (2000). Environmental Analysis and Management Component of the Nile Basin Shared
Vision Program: Country Report for the Republic of Sudan.
Gumbo, Francis J. (2000). Environmental Analysis and Management Component of the Nile Basin Shared
Vision Program: Country Report for the United Republic of Tanzania.
Ecaat, Justin (2000). Environmental Analysis and Management Component of the Nile Basin Shared Vision
Program: Country Report for Uganda.
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Watson, R.T., M.C. Zinyowera, R. M. Moss, D.J. Dokken, eds. 1997. Regional Impacts of Climate Change: An
- 114 -
Assessment of Vulnerability - Summary for Policy Makers. Geneva: Intergovernmental Panel on Climate
Change.
World Bank. 1993. Water Resources Management: A World Bank Policy Study. Washington, DC: World Bank.
World Bank. 1996. African Water Resources. Challenges and Opportunities for Sustainable Development.
Washington, DC: World Bank.
World Bank. 1997. Water Pricing Experiences. Washington, DC: World Bank.
World Bank. 2000. African Development Indicators 2000, Washington, DC: World Bank.
World Conservation Union [http:// www.iucn.org].
World Resources Institute. 1999. World Resources 1998-99. Washington, DC: WRI.
World Resources Institute. 2000. World Resources 2000-2001. Washington, DC: WRI.
Worldwide Fund for Nature [http:// www.wwf.org].
*Including electronic files
- 115 -
Annex 9: Statement of Loans and Credits
AFRICA: Nile Transboundary Environmental Action Project
02-Oct-2002
Difference between expected
and actual
Original Amount in US$ Millions
a
disbursements
Project ID
FY
Purpose
IBRD
IDA
Cancel.
Undisb.
Orig
Frm Rev'd
P074602
2003 BURUNDI- ERC
0.00
54.00
0.00
53.86
0.00
0.00
P071371
2002 BURUNDI - HIV/AIDS and Orphans
0.00
36.00
0.00
38.63
0.00
0.00
P065789
2001 Regional Trade Fac. Proj. - Burundi
0.00
7.50
0.00
5.70
0.50
0.00
P064961
2001 PUBLIC WORKS AND EMPLOYMENT CREATION
0.00
40.00
0.00
36.34
-4.78
0.00
P064556
2000 BI-EERC
0.00
35.00
0.00
0.26
-13.97
0.00
P064510
2000 Social Action Project II (BURSAP)
0.00
12.00
0.00
5.00
1.48
0.00
P000216
1995 HEALTH/POPULATION II
0.00
21.30
0.00
1.25
3.45
3.48
Total:
0.00
205.80
0.00
141.03
-13.32
3.48
AFRICA
STATEMENT OF IFC's
Held and Disbursed Portfolio
Burundi
Jun 30 - 2002
In Millions US Dollars
Committed
Disbursed
IFC
IFC
FY Approval
Company
Loan
Equity
Quasi
Partic
Loan
Equity
Quasi
Partic
2001
AEF Florex
0.32
0.00
0.00
0.00
0.00
0.00
0.00
0.00
2000
AEF V&F Export
0.49
0.00
0.00
0.00
0.49
0.00
0.00
0.00
Total Portfolio:
0.81
0.00
0.00
0.00
0.49
0.00
0.00
0.00
Approvals Pending Commitment
FY Approval
Company
Loan
Equity
Quasi
Partic
Total Pending Commitment:
0.00
0.00
0.00
0.00
- 116 -
Egypt
Difference between expected
and actual
Original Amount in US$ Millions
a
disbursements
Project ID
FY
Purpose
IBRD
IDA
GEF
Cancel.
Undisb.
Orig
Frm Rev'd
P056236
2002 HIGHER EDUCATION ENHANCEMENT PROGRAM
50.00
0.00
0.00
0.00
49.50
2.40
0.00
P045499
2000 EG-NATIONAL DRAINAGE II
50.00
0.00
0.00
0.00
41.57
-1.18
0.00
P052705
1999 SOCIAL FUND III
0.00
50.00
0.00
0.00
48.90
49.81
0.00
P053832
1999 PRVT SECT.& AG. DEV.
225.00
75.00
0.00
0.00
169.26
128.46
15.79
P050484
1999 Secondary Education Enhancement Project
0.00
50.00
0.00
0.00
39.83
8.38
0.00
P066336
1999 SOC PROT INIT PROJ
0.00
5.00
0.00
0.00
4.42
1.67
0.80
P040858
1999 SOHAG RURAL DEV.
0.00
25.00
0.00
0.00
20.99
8.45
-1.51
P041410
1999 P. S. REHAB. III
120.00
0.00
0.00
0.00
103.41
73.91
0.00
P054958
1998 POLLUTION ABATEMENT
20.00
15.00
0.00
0.00
16.56
13.19
-0.50
P049166
1998 EG-EAST DELTA AG.SERV.
0.00
15.00
0.00
0.00
12.77
11.72
0.91
P045175
1998 EG-HEALTH SECTOR
0.00
90.00
0.00
0.00
82.44
62.83
0.00
P005169
1997 EG-ED.ENHANCEMENT PROG.
0.00
75.00
0.00
0.00
35.81
37.97
35.30
P005163
1996 POPULATION
0.00
17.20
0.00
0.00
11.22
12.62
11.41
P005173
1995 EGYPT IRRIGATION IMP
26.70
53.30
0.00
0.00
33.92
36.33
-6.39
P005168
1993 PVT SEC TOURISM INF & ENV
130.00
0.00
5.00
189.50
8.00
67.50
5.59
P005161
1993 BASIC EDUCATION IMPROVEMENT PROJECT
0.00
55.50
0.00
0.00
7.00
10.29
4.91
P005153
1993 MATRUH RESOURCE MANA
0.00
22.00
0.00
0.00
0.26
0.79
0.76
Total:
621.70
548.00
5.00
189.50
685.87
525.13
67.05
STATEMENT OF IFC's
Held and Disbursed Portfolio
Egypt
Jun 30 - 2002
In Millions US Dollars
Committed
Disbursed
IFC
IFC
FY Approval
Company
Loan
Equity
Quasi
Partic
Loan
Equity
Quasi
Partic
1983/91/92/94/96/98
ANSDK
0.00
11.15
0.00
0.00
0.00
11.15
0.00
0.00
1994/96/99
Abu Soma Develop
0.00
0.07
0.00
0.00
0.00
0.07
0.00
0.00
2001
Amreya
5.31
0.00
0.00
0.00
5.31
0.00
0.00
0.00
1999
CIL
0.00
1.65
0.00
0.00
0.00
1.65
0.00
0.00
1992/97/98
Carbon Black-EGT
7.50
0.00
0.00
0.00
7.50
0.00
0.00
0.00
2002
Ceramica Al-Amir
6.00
0.00
0.00
0.00
3.00
0.00
0.00
0.00
1994
Club Ras Soma
2.45
2.37
0.00
0.00
2.45
2.37
0.00
0.00
1993
Cmrcl Intl Bank
0.00
15.59
0.00
0.00
0.00
15.59
0.00
0.00
2001
EFG Hermes
10.86
0.00
0.00
0.00
10.86
0.00
0.00
0.00
1999
HC Investment
0.00
1.41
0.00
0.00
0.00
1.41
0.00
0.00
2001
IT Worx
0.00
2.50
0.00
0.00
0.00
2.50
0.00
0.00
1997
MGDK
0.00
1.47
0.00
0.00
0.00
1.47
0.00
0.00
1986/88/92
Meleiha Oil
0.00
13.00
0.00
0.00
0.00
0.00
0.00
0.00
1992
Misr Compressor
9.70
0.00
0.00
0.00
9.70
0.00
0.00
0.00
2002
OCIC
25.00
0.00
0.00
30.50
25.00
0.00
0.00
30.50
1997/99
Orascom
0.00
0.85
0.00
0.00
0.00
0.85
0.00
0.00
- 117 -
1996/01
Orix Leasing EGT
6.00
0.00
0.00
0.00
1.00
0.00
0.00
0.00
2001
Port Said
45.00
0.00
0.00
152.50
21.65
0.00
0.00
73.35
2001
SUEZ GULF
45.00
0.00
0.00
152.50
30.76
0.00
0.00
104.24
1997/01
UNI
3.00
0.00
0.00
0.00
3.00
0.00
0.00
0.00
Total Portfolio:
165.82
50.06
0.00
335.50
120.23
37.06
0.00
208.09
Approvals Pending Commitment
FY Approval
Company
Loan
Equity
Quasi
Partic
2002
Metro
15.00
0.00
0.00
0.00
1999
Sidi Krir
70.00
0.00
0.00
122.00
2000
ACB Expansn III
9.00
0.00
0.00
0.00
2001
Suez Gulf
3.00
0.00
0.00
0.00
2001
Port Said
3.00
0.00
0.00
0.00
2002
SEKEM
4.00
0.00
1.00
0.00
Total Pending Commitment:
104.00
0.00
1.00
122.00
- 118 -
Ethiopia
Difference between expected
and actual
Original Amount in US$ Millions
a
disbursements
Project ID
FY
Purpose
IBRD
IDA
SF
GEF
Cancel.
Undisb.
Orig
Frm Rev'd
P050938
2003 Capacity Building for Dec.Serv.Del.
0.00
26.20
0.00
0.00
0.00
27.38
0.00
0.00
P049395
2003 ENERGY ACCESS PROJECT
0.00
132.70
0.00
0.00
0.00
138.02
0.00
0.00
P057770
2002 CULTURAL HERITAGE
0.00
5.00
0.00
0.00
0.00
5.43
0.18
0.00
P050383
2002 FOOD SECURITY PROJECT
0.00
85.00
0.00
0.00
0.00
89.76
0.00
0.00
P074585
2002 Ethiopia Structural Adjustment Credit
0.00
120.00
0.00
0.00
0.00
127.50
0.00
0.00
P052315
2001 CONSERVATION OF MEDICINAL PLANTS
0.00
2.60
0.00
0.00
0.00
2.48
-0.19
0.00
P073196
2001 Demobilization and Reintegration Project
0.00
170.60
0.00
0.00
0.00
70.99
33.28
0.00
P069886
2001 ETHIOPIA MULTISECTORAL HIV/AIDS PROJ
0.00
59.70
0.00
0.00
0.00
46.68
11.22
0.00
P069083
2001 GLOBAL DISTANCE LEARNING
0.00
4.90
0.00
0.00
0.00
4.81
2.07
0.00
P067084
2001 EMERGENCY RECOVERY AND REHAB. PROJECT
0.00
230.00
0.00
0.00
0.00
147.24
116.25
0.00
P050342
2001 WOMEN'S DEVELOPMENT INITIATIVES PROJ
0.00
5.00
0.00
0.00
0.00
4.61
1.03
0.00
P035147
2001 CONSERV.& SUSTAIN. USE OF MEDIC. PLAN
0.00
0.00
0.00
1.80
0.00
1.74
0.30
0.00
P000756
1999 HEALTH SECTOR
0.00
100.00
0.00
0.00
0.00
48.33
47.23
0.00
P000732
1998 EDUCATION SECTOR INVESTMENT
0.00
100.00
0.00
0.00
0.00
28.39
30.49
0.00
P000733
1998 AG. RESEARC & TRAIN
0.00
60.00
0.00
0.00
0.00
33.06
24.73
0.00
P000736
1998 ET ENERGY II
0.00
200.00
0.00
0.00
0.00
81.86
66.46
0.00
P000755
1998 ROAD SEC. DEV. PROG.
0.00
309.20
0.00
0.00
0.00
134.58
145.45
65.59
P000771
1996 Social Rehab (ESRDF I)
0.00
120.00
0.00
0.00
11.48
13.17
37.83
18.27
P000764
1996 WATER SUPPLY DEV&REH
0.00
35.70
0.00
0.00
0.00
6.12
10.17
0.00
P000734
1993 ROAD REHABILITATION
0.00
96.00
0.00
0.00
0.00
14.43
20.10
-2.23
Total:
0.00
1,862.60
0.00
1.80
11.48
1,026.57
546.60
81.63
- 119 -
STATEMENT OF IFC's
Held and Disbursed Portfolio
Ethiopia
Jun 30 - 2002
In Millions US Dollars
Committed
Disbursed
IFC
IFC
FY Approval
Company
Loan
Equity
Quasi
Partic
Loan
Equity
Quasi
Partic
Total Portfolio:
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Approvals Pending Commitment
FY Approval
Company
Loan
Equity
Quasi
Partic
Total Pending Commitment:
0.00
0.00
0.00
0.00
- 120 -
Kenya
Difference between expected
and actual
Original Amount in US$ Millions
a
disbursements
Project ID
FY
Purpose
IBRD
IDA
SF
GEF
Cancel.
Undisb.
Orig
Frm Rev'd
P066490
2002 PUB.SEC.MGMT.TA
0.00
15.00
0.00
0.00
0.00
13.27
6.15
0.00
P066486
2001 Decentralized Repr. Health and HIV/AIDS
0.00
50.00
0.00
0.00
0.00
47.08
15.97
0.00
P069501
2001 Kenya Economic & Public Sector Reform
0.00
150.00
0.00
0.00
0.00
101.45
97.62
0.00
P070718
2001 Regional Trade Fac. Proj. - Kenya
0.00
25.00
0.00
0.00
0.00
19.08
1.56
0.00
P070920
2001 HIV/AIDS Project (Umbrella)
0.00
50.00
0.00
0.00
0.00
34.85
1.39
0.00
P046838
1997 LAKE VICTORIA ENV.
0.00
12.80
0.00
0.00
0.00
4.64
5.39
0.00
P046871
1997 LAKE VICTORIA ENV.
0.00
9.80
0.00
9.80
0.00
6.46
7.14
0.00
P034180
1997 EARLY CHILDHOOD DEV
0.00
27.80
0.00
0.00
0.00
11.46
13.97
4.73
P001354
1997 NARP II
0.00
39.70
0.00
0.00
0.00
7.24
-1.06
0.00
P001344
1997 KE ENERGY SECTOR REFORM
0.00
125.00
0.00
0.00
0.00
51.03
60.83
0.00
P035691
1996 NAIROBI MOMBASA ROAD
0.00
50.00
0.00
0.00
0.00
6.05
10.59
3.94
P001319
1996 URBAN TRANSPORT
0.00
115.00
0.00
0.00
0.00
22.75
28.75
0.00
P001331
1996 ARID LANDS
0.00
22.00
0.00
0.00
0.00
1.55
4.07
-0.45
P001353
1994 MICRO & SMALL ENTERP
0.00
21.80
0.00
0.00
7.83
2.82
11.94
2.31
Total:
0.00
713.90
0.00
9.80
7.83
329.73
264.30
10.52
- 121 -
STATEMENT OF IFC's
Held and Disbursed Portfolio
Kenya
Jun 30 - 2002
In Millions US Dollars
Committed
Disbursed
IFC
IFC
FY Approval
Company
Loan
Equity
Quasi
Partic
Loan
Equity
Quasi
Partic
2001
Gapco Kenya
15.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
1982/01
IPS(K)
0.00
0.66
0.00
0.00
0.00
0.66
0.00
0.00
IPS(K)-Allpack
0.00
0.05
0.00
0.00
0.00
0.05
0.00
0.00
1986
IPS(K)-Frigoken
0.00
0.06
0.00
0.00
0.00
0.06
0.00
0.00
1986
IPS(K)-Prem Food
0.00
0.11
0.00
0.00
0.00
0.11
0.00
0.00
1986
Intl Hotels-Ken
4.29
0.00
0.00
0.00
4.29
0.00
0.00
0.00
1994
K-Rep Bank
0.00
0.43
0.00
0.00
0.00
0.12
0.00
0.00
1996/99
KCL
4.63
0.00
0.00
0.00
0.00
0.00
0.00
0.00
2002
LIK
0.00
0.03
0.00
0.00
0.00
0.03
0.00
0.00
1983/91
Mabati
6.50
0.00
4.50
0.00
6.50
0.00
4.50
0.00
2000
Magadi Soda Co.
1.80
0.00
0.00
0.00
1.80
0.00
0.00
0.00
1995
Panafrican
12.64
0.00
0.00
0.00
12.64
0.00
0.00
0.00
1970/74/77/79/81/88/8 TPS (Kenya)
0.00
0.04
0.00
0.00
0.00
0.04
0.00
0.00
9/94/96
Tsavo Power
0.00
0.00
0.03
0.00
0.00
0.00
0.03
0.00
1972
AEF AAA Growers
0.48
0.00
0.00
0.00
0.48
0.00
0.00
0.00
AEF AAR Clinic
0.00
0.50
0.00
0.00
0.00
0.50
0.00
0.00
2000
AEF Bawan Roses
0.05
0.00
0.00
0.00
0.05
0.00
0.00
0.00
2000
AEF Ceres
0.93
0.00
0.00
0.00
0.93
0.00
0.00
0.00
1998
AEF Deras Ltd.
1.00
0.00
0.00
0.00
1.00
0.00
0.00
0.00
1995
AEF Equitea
0.24
0.12
0.00
0.00
0.24
0.12
0.00
0.00
1997
AEF Future Hotel
0.13
0.00
0.00
0.00
0.13
0.00
0.00
0.00
1997
AEF Landmark
0.28
0.00
0.00
0.00
0.28
0.00
0.00
0.00
1996
AEF Lesiolo
2.50
0.00
0.00
0.00
2.50
0.00
0.00
0.00
1992
AEF Locland
0.38
0.00
0.00
0.00
0.38
0.00
0.00
0.00
1996
AEF Magana
1.25
0.00
0.00
0.00
1.25
0.00
0.00
0.00
2000
AEF Makini
0.34
0.00
0.00
0.00
0.34
0.00
0.00
0.00
1998
AEF Multi Hauler
0.25
0.00
0.00
0.00
0.25
0.00
0.00
0.00
2000
AEF Redhill Flrs
0.22
0.00
0.00
0.00
0.22
0.00
0.00
0.00
1997
AEF Transenergy
0.38
0.00
0.00
0.00
0.38
0.00
0.00
0.00
1999
ANSPAR
2.00
0.67
0.00
0.00
2.00
0.67
0.00
0.00
1997
DBK
4.20
0.00
0.00
0.00
4.20
0.00
0.00
0.00
1999
Diamond Trust
0.00
0.80
0.00
0.00
0.00
0.80
0.00
0.00
1999
EARC
0.00
0.05
0.00
0.00
0.00
0.05
0.00
0.00
1980/83/98
GBHL
4.67
0.00
3.00
0.00
4.67
0.00
3.00
0.00
1982
1994/99
1998
Total Portfolio:
64.16
3.52
7.53
0.00
44.53
3.21
7.53
0.00
Approvals Pending Commitment
FY Approval
Company
Loan
Equity
Quasi
Partic
2002
Eberege Tea
1.80
0.00
0.00
0.00
2002
Itumbe Tea
1.70
0.00
0.00
0.00
Total Pending Commitment:
3.50
0.00
0.00
0.00
- 122 -
Rwanda
Difference between expected
and actual
Original Amount in US$ Millions
a
disbursements
Project ID
FY
Purpose
IBRD
IDA
SF
GEF
Cancel.
Undisb.
Orig
Frm Rev'd
P075129
2002 Demobilization and Reintegration
0.00
25.00
0.00
0.00
0.00
26.38
0.00
0.00
P064965
2001 Rwanda-Rural Sector Support Project
0.00
48.00
0.00
0.00
0.00
46.89
11.28
0.00
P057295
2001 Competitiveness & Enterprise Development
0.00
40.80
0.00
0.00
0.00
40.67
10.56
0.00
P065788
2001 Regional Trade Fac. Proj. - Rwanda
0.00
7.50
0.00
0.00
0.00
5.73
0.50
0.00
P058038
2000 AGRICULTURAL AND RURAL MARKET DEVELO
0.00
5.00
0.00
0.00
0.00
2.68
2.72
0.00
P045091
2000 Human Resource Dev.
0.00
35.00
0.00
0.00
0.00
30.06
11.16
0.00
P045182
2000 RW-Rural Water Supply & Sanitation Proje
0.00
20.00
0.00
0.00
0.00
18.33
0.06
0.00
P051931
1999 Community Reintegration (CRDP)
0.00
5.00
0.00
0.00
0.00
0.62
0.77
0.00
Total:
0.00
186.30
0.00
0.00
0.00
171.36
37.06
0.00
- 123 -
STATEMENT OF IFC's
Held and Disbursed Portfolio
Rwanda
Jun 30 - 2002
In Millions US Dollars
Committed
Disbursed
IFC
IFC
FY Approval
Company
Loan
Equity
Quasi
Partic
Loan
Equity
Quasi
Partic
2001
AEF Dreamland
0.80
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Total Portfolio:
0.80
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Approvals Pending Commitment
FY Approval
Company
Loan
Equity
Quasi
Partic
Total Pending Commitment:
0.00
0.00
0.00
0.00
- 124 -
Tanzania
Difference between expected
and actual
Original Amount in US$ Millions
a
disbursements
Project ID
FY
Purpose
IBRD
IDA
SF
GEF
Cancel.
Undisb.
Orig
Frm Rev'd
P002797
2002 TZ SONGO SONGO GAS DEV. & POWER GEN.
0.00
183.00
0.00
0.00
0.00
184.56
62.14
0.00
P058706
2002 Forest Conservation and Management
0.00
31.10
0.00
0.00
0.00
31.38
0.17
0.00
P071012
2002 Primary Education Development Program
0.00
150.00
0.00
0.00
0.00
105.23
12.50
0.00
P073397
2002 Lower Kihansi Environmental Management
0.00
6.30
0.00
0.00
0.00
6.13
1.10
0.00
P047762
2002 RURAL WATER SUPPLY
0.00
26.00
0.00
0.00
0.00
26.43
0.63
0.00
P065372
2001 SOCIAL ACTION FUND PROJECT
0.00
60.00
0.00
0.00
0.00
39.84
1.46
0.00
P069982
2001 Regional Trade Fac. Proj. - Tanzania
0.00
15.00
0.00
0.00
0.00
11.39
0.94
0.00
P049838
2000 PRIVATIZATION
0.00
45.90
0.00
0.00
0.00
33.29
19.25
0.00
P050441
2000 RURAL& MICRO FIN SVC
0.00
2.00
0.00
0.00
0.00
1.44
1.46
1.46
P057187
2000 FIDP II
0.00
27.50
0.00
0.00
0.00
17.25
15.31
0.37
P058627
2000 Health Sector Development Program
0.00
22.00
0.00
0.00
0.00
10.85
-3.91
0.00
P060833
2000 PUBLIC SERV REF PROG
0.00
41.20
0.00
0.00
0.00
31.14
-8.16
0.00
P002822
2000 TANZANIA PSAC I
0.00
190.00
0.00
0.00
0.00
118.68
-68.24
0.00
P047761
1999 TAX ADMINISTRATION
0.00
40.00
0.00
0.00
0.00
26.00
19.29
0.00
P002804
1998 AGRIC RESEARCH
0.00
21.80
0.00
0.00
0.00
8.27
5.53
0.00
P002789
1998 HUMAN RESOURCE DEV 1
0.00
20.90
0.00
0.00
0.00
2.52
0.42
0.00
P002753
1997 NAT EXT PROJ PH.II
0.00
31.10
0.00
0.00
0.00
3.52
6.09
-0.40
P038570
1997 TZ:RIVER BASIN MGM.SMAL
0.00
26.30
0.00
0.00
0.00
6.21
7.08
0.00
P046872
1997 LAKE VICTORIA ENV
0.00
9.80
0.00
9.80
0.00
0.06
0.56
0.00
P046837
1997 LAKE VICTORIA ENV.
0.00
10.10
0.00
0.00
0.00
4.67
-0.00
0.00
P002758
1996 URBAN SECTOR REHAB
0.00
105.00
0.00
0.00
0.00
21.72
22.60
0.00
P002770
1994 ROADS II
0.00
170.20
0.00
0.00
63.53
41.15
112.79
36.54
P002757
1991 RAILWAYS RESTRUCTURI
0.00
76.00
0.00
0.00
11.26
2.20
11.37
-1.96
Total:
0.00
1,311.20
0.00
9.80
74.79
733.91
220.39
36.01
- 125 -
STATEMENT OF IFC's
Held and Disbursed Portfolio
Tanzania
Jun 30 - 2002
In Millions US Dollars
Committed
Disbursed
IFC
IFC
FY Approval
Company
Loan
Equity
Quasi
Partic
Loan
Equity
Quasi
Partic
1998
AEF Blue Bay
1.45
0.00
0.00
0.00
1.45
0.00
0.00
0.00
2001
AEF Boundary Hil
0.20
0.00
0.00
0.00
0.20
0.00
0.00
0.00
1996
AEF Contiflora
0.35
0.00
0.00
0.00
0.35
0.00
0.00
0.00
1998
AEF Drop Zanziba
0.32
0.00
0.00
0.00
0.32
0.00
0.00
0.00
1997
AEF Hort. Farms
0.19
0.00
0.00
0.00
0.19
0.00
0.00
0.00
1998
AEF Maji Masafi
0.27
0.00
0.00
0.00
0.27
0.00
0.00
0.00
1996
AEF Milcafe
0.18
0.00
0.00
0.00
0.18
0.00
0.00
0.00
1994
AEF Moshi Lthr
0.00
0.19
0.00
0.00
0.00
0.19
0.00
0.00
1999
AEF Musoma Fish
1.50
0.00
0.00
0.00
1.50
0.00
0.00
0.00
1997/99
AEF Pallsons
0.32
0.00
0.00
0.00
0.32
0.00
0.00
0.00
1995
AEF Tanbreed
0.70
0.00
0.00
0.00
0.70
0.00
0.00
0.00
2000
AEF Zan Safari
0.70
0.00
0.00
0.00
0.70
0.00
0.00
0.00
2002
Exim Bank
2.50
0.00
0.00
0.00
0.00
0.00
0.00
0.00
1996
IHP
0.82
0.60
0.00
0.00
0.82
0.60
0.00
0.00
2000
IOH
2.50
0.00
0.00
0.00
2.50
0.00
0.00
0.00
2000
NBC
0.00
10.00
0.00
0.00
0.00
3.44
0.00
0.00
1993
TPS (Tanzania)
5.69
0.87
1.04
0.00
5.69
0.87
1.04
0.00
1991/97
TPS Zanzibar
0.00
0.03
0.00
0.00
0.00
0.03
0.00
0.00
1994
Tanzania Brewery
0.00
6.00
0.00
0.00
0.00
6.00
0.00
0.00
1998
Tanzania Jubilee
0.00
0.29
0.00
0.00
0.00
0.29
0.00
0.00
1994
ULC Leasing
0.00
0.38
0.00
0.00
0.00
0.38
0.00
0.00
2001
AEF 2000 Indust
1.60
0.00
0.00
0.00
0.00
0.00
0.00
0.00
1996/99
AEF A&K Tanzania
0.15
0.00
0.00
0.00
0.15
0.00
0.00
0.00
1997
AEF Aquva Ginner
0.68
0.00
0.00
0.00
0.68
0.00
0.00
0.00
Total Portfolio:
20.12
18.36
1.04
0.00
16.02
11.80
1.04
0.00
Approvals Pending Commitment
FY Approval
Company
Loan
Equity
Quasi
Partic
2002
Exim Bank
0.00
1.00
0.00
0.00
Total Pending Commitment:
0.00
1.00
0.00
0.00
- 126 -
Uganda
Difference between expected
and actual
Original Amount in US$ Millions
a
disbursements
Project ID
FY
Purpose
IBRD
IDA
SF
GEF
Cancel.
Undisb.
Orig
Frm Rev'd
P065437
2003 PAMSU
0.00
27.00
0.00
0.00
0.00
28.70
2.33
0.00
P073671
2003 UG-PRSC II
0.00
150.00
0.00
0.00
0.00
159.23
0.00
0.00
P002952
2003 Northern Uganda Social Action Fund
0.00
100.00
0.00
0.00
0.00
105.62
3.23
0.00
P069996
2002 UG: Energy for Rural Transformation
0.00
49.15
0.00
0.00
0.00
50.08
1.30
0.00
P002984
2002 UG FOURTH POWER PROJECT
0.00
62.00
0.00
0.00
0.00
59.57
6.68
0.00
P070222
2002 UG Energy/RurTrans
0.00
0.00
0.00
12.12
0.00
12.39
0.40
0.00
P065436
2002 2ND PHASE OF THE RD. DEVELOPMENT PROG
0.00
64.52
0.00
0.00
0.00
67.46
8.99
0.00
P074078
2002 Makerere Pilot Decentrl Service Delivery
0.00
5.00
0.00
0.00
0.00
5.28
0.55
0.00
P044695
2001 National Agric. Advisory Services Proj.
0.00
45.00
0.00
0.00
0.00
46.65
0.27
0.00
P050439
2001 PRIVATIZATION & UTILITY SECTOR REFORM
0.00
48.50
0.00
0.00
0.00
38.15
24.34
0.00
P070627
2001 Regional Trade Fac. - Uganda
0.00
20.00
0.00
0.00
0.00
15.09
1.10
0.00
P073089
2001 EMCBP II
0.00
22.00
0.00
0.00
0.00
19.20
8.59
0.00
P072482
2001 HIV/AIDS Control Project
0.00
47.50
0.00
0.00
0.00
43.38
18.57
0.00
P002992
2000 LOCAL GOV DEVE.PROGRAM
0.00
80.90
0.00
0.00
0.00
24.56
-51.96
0.00
P044679
2000 Second Economic and Fin. Mgmt. Project
0.00
34.04
0.00
0.00
0.00
25.42
19.60
0.00
P002941
1999 ICB-PAMSU
0.00
12.40
0.00
2.00
0.00
0.46
-1.24
-1.51
P059223
1999 NAKIVUBO CHANNEL REH
0.00
22.40
0.00
0.00
0.00
11.29
12.17
0.00
P059127
1999 AGRIC.RES & TRNG. II
0.00
26.00
0.00
0.00
0.00
17.09
7.17
0.00
P002970
1999 ROADS DEVT PROGRAM
0.00
90.98
0.00
0.00
0.00
67.44
30.91
6.95
P040551
1998 NUTRIT.CHILD DEV
0.00
34.00
0.00
0.00
0.00
7.89
2.34
0.00
P049543
1998 ROAD SECT/INST.SUPP
0.00
30.00
0.00
0.00
0.00
18.47
19.96
3.38
P057007
1998 EL NINO EMERG RD REP
0.00
27.60
0.00
0.00
16.98
5.70
24.08
0.55
P046836
1997 Lake Victoria Env.
0.00
12.10
0.00
0.00
0.00
5.65
1.63
0.00
P046870
1997 LAKE VICTORIA ENV.
0.00
9.80
0.00
9.80
0.00
1.46
2.27
0.00
P035634
1996 PRIV. SECTOR COMPETI
0.00
12.30
0.00
0.00
2.18
1.09
4.51
1.89
P002971
1995 DISTRICT HEALTH
0.00
45.00
0.00
0.00
0.00
0.00
2.93
0.00
P002963
1994 SEXUAL.TRANS.IN
0.00
50.00
0.00
0.00
0.00
0.35
1.17
0.00
P002957
1994 SMALL TOWNS WATER
0.00
42.30
0.00
0.00
0.00
1.48
2.37
0.00
Total:
0.00
1,170.49
0.00
23.92
19.16
839.14
154.25
11.26
- 127 -
STATEMENT OF IFC's
Held and Disbursed Portfolio
Uganda
Jun 30 - 2002
In Millions US Dollars
Committed
Disbursed
IFC
IFC
FY Approval
Company
Loan
Equity
Quasi
Partic
Loan
Equity
Quasi
Partic
1996
AEF Agro Mgmt
0.60
0.40
0.00
0.00
0.55
0.40
0.00
0.00
1992
AEF Clovergem
0.84
0.00
0.00
0.00
0.84
0.00
0.00
0.00
1997
AEF Conrad Plaza
0.88
0.00
0.00
0.00
0.88
0.00
0.00
0.00
1998
AEF Exec. Invmnt
0.79
0.00
0.00
0.00
0.79
0.00
0.00
0.00
1999
AEF Gomba
1.40
0.00
0.00
0.00
1.40
0.00
0.00
0.00
2001
AEF Kabojja
0.33
0.00
0.00
0.00
0.33
0.00
0.00
0.00
AEF Kiwa II
0.07
0.00
0.00
0.00
0.07
0.00
0.00
0.00
1997
AEF Ladoto
0.80
0.00
0.00
0.00
0.80
0.00
0.00
0.00
2000
AEF LongFreight
0.80
0.00
0.00
0.00
0.00
0.00
0.00
0.00
2000
AEF Makss
1.35
0.00
0.00
0.00
0.00
0.00
0.00
0.00
2002
AEF Mosa Court
0.40
0.00
0.00
0.00
0.40
0.00
0.00
0.00
1998
AEF Rainbow
0.79
0.00
0.00
0.00
0.79
0.00
0.00
0.00
1995
AEF Rwenzori
0.17
0.00
0.00
0.00
0.17
0.00
0.00
0.00
1993
AEF Skyblue
0.51
0.00
0.00
0.00
0.51
0.00
0.00
0.00
1994
AEF White Nile
0.22
0.00
0.00
0.00
0.22
0.00
0.00
0.00
1998
CelTel Uganda
2.50
0.70
0.00
0.00
2.50
0.70
0.00
0.00
1994/00
DFCU
0.00
0.60
0.00
0.00
0.00
0.60
0.00
0.00
0/84/92
Jubilee
0.00
0.10
0.00
0.00
0.00
0.10
0.00
0.00
1993
Kasese Cobalt
8.00
3.60
0.00
0.00
8.00
3.60
0.00
0.00
1996
Tilda Rice
1.43
0.00
0.00
0.00
1.43
0.00
0.00
0.00
1998
Uganda Sugar
4.02
0.00
0.00
0.00
4.02
0.00
0.00
0.00
1983
Total Portfolio:
25.90
5.40
0.00
0.00
23.70
5.40
0.00
0.00
Approvals Pending Commitment
FY Approval
Company
Loan
Equity
Quasi
Partic
2002
Bujagali
70.00
0.00
0.00
40.00
Total Pending Commitment:
70.00
0.00
0.00
40.00
- 128 -
Annex 10: Country at a Glance
NILE BASIN INITIATIVE: Nile Transboundary Environmental Action Project
Country at a Glance Information for Burundi, D.R.Congo, Egypt, Ethiopia, Kenya,
Rwanda, Sudan, Tanzania and Uganda is available in the project files, on the Bank's
website - www.worldbank.org, and in the print version of the Project Appraisal Document
prepared for Board presentation.
- 129 -
Additional Annex 11: Strategic Action Program
NILE BASIN INITIATIVE: Nile Transboundary Environmental Action Project
A "Transboundary Environmental Analysis (TEA)" has been prepared by the Nile Basin
countries in preparation for the GEF Transboundary Environmental Action Project. The TEA has
been endorsed by the Nile Council of Minister of Water Affairs of the Nile Basin States
(Nile-COM) and forms the basis for the present project. The TEA includes an "Agenda for
Environmental Action," which will serve to inform the other SVP projects, as well as form the
initial transboundary environmental context for the subsequent Subsidiary Action Programs
(SAPs). Copies of the TEA are available on request from Astrid Hillers
(ahillers@worldbank.org) and John Bryant Collier (jcollier@worldbank.org).
- 130 -
Additional Annex 12: Public Involvement Plan Summary
NILE BASIN INITIATIVE: Nile Transboundary Environmental Action Project
The preparation of this project, as well as the other projects within the SVP project portfolio, was
directed by the institutions of the NBI and involved the active participation of technical experts from
across the Basin. This complex, multi-country, multi-sectoral process, which is described below,
demonstrates riparian ownership and commitment to successful project implementation.
1. Evolution of the Shared Vision Program: Broad basin-wide consultation throughout
project formulation
The SVP evolved from four thematic areas, or pillars, as described in the NBI Policy Guidelines for a
coordinated program of seven basin-wide projects, between February 1999 and December 2000. The
process, as summarized in the table below, was executed and coordinated by the Nile-SEC, involved
active participation of and guidance from the Nile-TAC, and received formal endorsement by the
Nile-COM at critical milestones (the various organizational components of the NBI are explained in
Annex 14).
Date
Meeting/
Location
Key Outcomes
Activity
July 1998
Nile-TAC
Dar es Salaam,
Drafting of Policy Guidelines that define the SVP and 4 major
Tanzania
thematic areas of the program.
Feb 1999
Nile-COM and
Dar es Salaam, Tanzania Adoption of the NBI Policy Guidelines, and instruction by
Nile-TAC
Nile-COM to prepare a portfolio of priority SVP projects for ICCON.
May 1999
SVP Planning
Sodere, Ethiopia
Preliminary list of priority projects, including project goals and
Meeting
objectives, based on consultation and brainstorming by Nile-TAC
members and 2 additional sectoral experts from each country.
May 1999
Nile-COM and
Addis Ababa, Ethiopia
Approval of list of priority projects and project preparation process.
Nile-TAC
Nile-COM endorses GEF PDF-B project for submission to GEF
Secretariat.
Sept 1999
Nile-TAC
Entebbe, Uganda
Based on output from Sodere Planning Meeting, development of
Project Concept Notes for 7 priority projects and approval of a
detailed project preparation process and schedule for each project.
Nov 1999
PDF B Review
Washington DC
GEF SEC approved PDF B funding.
meeting
Dec 1999
Project
Entebbe, Uganda
Review and further development of Draft Project Concept
Preparation 1
Notes/Documents by Working Groups (WG). For each project, the
WGs included a Nile-TAC member and National Expert(s) from
each country. A total of 8 National Experts were involved from
each country. Each project was assisted by a Lead Consultant.
Dec 1999 - National
(Basin-wide) Nile
Lead Consultants together with National Experts prepare Draft
Nov 2000
Analysis and
Basin countries
Project Documents. Depending on the project and country,
Consultations
National Experts provided inputs through preparation of National
Reports, country consultations and/or country visits by Lead
Consultants.
Jan 2000
Nile-TAC
Entebbe, Uganda
Review of progress in project preparation and further refinement of
Project Concepts, as warranted.
Jan Apr
National
In all Basin countries
GEF PDF-B funds facilitated the holding of national consultation
2000
Consultations
workshops in each of the Nile riparian countries. This allowed for
further stakeholder involvement and consultation.
Mar 2000
Environment
Entebbe, Uganda
Review of draft National Reports. Agreements of common
Experts
transboundary priorities.
Mar 2000
Nile-TAC
Delft, The Netherlands
Review of progress in project preparation and further refinement of
project concepts/design, as warranted.
July 2000
Project
Addis Ababa, Ethiopia
Review and further development of detailed Draft Project
- 131 -
Preparation 2
Documents by WGs.
Aug 2000
Nile-COM and
Khartoum, Sudan
Approval of SVP Project Portfolio and updated Project Summaries.
Nile-TAC
Oct 2000
Nile-TAC
Via electronic mail
Review of Final Project Documents.
Feb 2001
Nile-COM and
Khartoum, Sudan
Final approval of SVP Project Portfolio and Project Documents.
Nile-TAC
June 2001
First ICCON
Geneva, Switzerland
Forum to solidify the partnership between the riparian states.
Meeting to raise donor support for the NBI and its portfolio of
cooperative projects.
Nov 7-Dec Pre-Appraisal
All NBI Countries
Preparation of the Transboundary Environmental Action Project
7 2001
Mission
Implementation Plan.
The Transboundary Environmental Analysis
Participatory. The TEA was prepared through a participatory and transparent process to ensure
maximum consultation and involvement, which in turn can translate into maximum relevance, ownership
and commitment.
Political commitment. The decision to carry out a process of environmental analysis was taken by the
Nile-COM based on the recommendations by the Nile-TAC at meetings held in Addis Ababa in May
1999, which prepared the strategic guidance for the overall SVP.
National Experts. During October November 1999, the national ministries of water affairs consulted
with their national environment authorities for the nomination of a National Environment Expert from
each of the nine countries who would serve as National Expert and Drafting Group member.
Initiation of Transboundary Analysis. The TEA process was formally launched with a one-week
workshop in December 1999 at the Nile-SEC in Entebbe, Uganda. During this workshop, participants
from each of the Nile countries studied GEF guidelines and operations, and started initial identification
of common Nile-related transboundary environmental priorities. The National Experts participated in this
workshop, together with UNDP and World Bank staff. Members of the Nile-TAC participated in several
of the workshop sessions. One of the key workshop outputs was a preliminary characterization of the
major basin-wide environmental threats by the National Experts. The workshop participants also agreed
on a basic approach and methodology for the process ahead; decided to hold broad national consultations
in each of the nine countries to ensure that the report would emerge reflecting national concerns and
priorities, and agreed on the format for the National Report which each National Expert would produce;
and, finally, committed to a challenging work plan for the following six months. For the riparian
countries, this workshop began the critical process of working together on shared environmental concerns
at an operational level, complementing the commitment to political cooperation that had already been
established through the NBI.
National Consultations. The national consultation process varied between countries, reflecting national
traditions and preferences as well as the nature of individual Nile Basin issues within each country. In
each case the National Experts started by identifying the major stakeholder groups. The national
ministries or departments responsible for water resources and for environment were usually facilitators of
the consultation as well as being important stakeholders themselves. Other key stakeholders included
national government agencies responsible for natural resources and for planning, local government
agencies, national and local NGOs, universities and other research institutions, participants in related
projects and programs, and selected individual experts (see table below for a list of stakeholders involved
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in the national consultations).
Broad Participation. At least one stakeholder workshop was held in each riparian country. All of the
workshops were led by the national Nile-TAC representative and many had ministerial-level
participation. The workshops served the dual purpose of explaining the relatively complex context for
and background to the consultations, including making sure that the NBI itself was well understood, as
well as soliciting inputs and suggestions on environmental priorities. In some cases workshop
participants were able to respond to early drafts of the National Reports. In all cases the workshop
participants were encouraged to contact the National Experts directly to request information about
progress or to provide further inputs. In countries where the national capital is outside the Nile Basin, the
National Experts traveled to the Nile Basin region of their countries for consultations. In some cases
additional workshops or briefings were conducted for NGO groups.
Coordination with Environmental Planning Initiatives. All of the riparian countries had previously
undertaken comparable national environmental planning processes aimed at diagnosing and prioritizing
environmental problems. These include national environmental action plans, national conservation
strategies, national desertification action plans, national biodiversity strategies and action plans, tropical
forestry action plans, etc. Many of these processes had themselves been based on broad consultations.
The findings from these planning frameworks were reflected in the National Reports.
National Reports. The National Experts prepared their National Reports to reflect the results of the
consultations as well as prior analytical work done in their respective countries. These reports in draft
form were made available to and reviewed by the stakeholders who had participated in the consultations.
By March 2000, the National Reports were received from each of the nine countries and a second
workshop for the National Experts was therefore held in Entebbe. The purpose of this workshop was to
review the environmental analysis in each of the reports and begin to identify common themes and
priorities, around which joint and common environmental management action could be taken.
Consolidation of Findings. Following the March 2000 workshop, a draft Consolidated Report was
produced and shared with the Nile-TAC members and the National Experts. This was followed by a final
workshop held in Addis Ababa in July 2000, during which the Consolidated Report and the project action
components were carefully reviewed and revised to fully reflect the national and basin-wide priorities.
Throughout the process, policy guidance was provided by the national Nile-TAC members and close
interaction took place between the Nile-TAC members and the National Experts. Moreover, the
Nile-SEC provided administrative and logistical support and facilitated links to related NBI activities
while UNDP and World Bank staff provided technical guidance. Coordination between the countries was
provided by an international Lead Consultant who also prepared the Consolidated Report based on the
national findings and recommendations. The core funding for these activities was provided by the GEF.
Additional funding was provided by UNDP and the World Bank.
A parallel set of activities supported by USAID involved a scoping study preparing a multi-country
technical background paper based on readily accessible and public domain information. This activity was
carried out by a US-based consulting team that consulted with stakeholders in Burundi, D.R. Congo,
Egypt, Ethiopia, Kenya, Rwanda, Tanzania and Uganda. The National Experts worked closely with the
consulting teams during their country visits. The National Experts reflected some of the results of this
scoping study in the consolidated TEA report.
The impressive collaboration between the riparian countries' Experts laid a promising foundation for the
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detailed design and implementation of the transboundary project activities proposed as a result of the
TEA.
Pre-appraisal Mission
A joint World Bank-UNDP-CIDA pre-appraisal mission visited all nine Nile countries during the period
November 7 December 7 2001. The mission held information and dialogue meetings with the NGO and
academic community in each of the countries visited. An important part of the discussion with the NGO
community was the Microgrant Program and the Environmental Education and Awareness Component.
2. The Public Involvement Plan
Introduction. The strategic approach behind this project is to ensure as large and as broad an
involvement of community groups as feasible. This will be achieved through Components 2 (Land,
Forest and Water Conservation the Microgrant Program) and Component 3 (Environmental Education
and Awareness). The overall outcome of project will be a broader civil society engagement in the NBI in
general and, specifically, increased transboundary environmental awareness and enhanced environmental
transboundary management The project increases cooperation and dialogue between the
nongovernmental and governmental sectors.
Community-Level Land, Forest and Water Conservation
The Microgrants under this component are specifically targeted at community based organizations. Each
grant will be no larger than $25,000 and will be given in accordance with agreed eligibility criteria which
will be established basin-wide. This criteria will clearly include the need for community participation, as
every Microgrant should be closely linked to a community's interest and participation. Special attention
will be paid to the needs of women and/or indigenous peoples. The main emphasis is on ensuring that
NGOs, academia and community groups in the Basin are encouraged to undertake actions that will lead
to improved environmental management and regional cooperation on environmental matters.
During the initial phase of the project, National Coordinators will be brought together to develop a
regional strategy for the Land, Forest and Water Conservation Component. This will provide an
opportunity to develop common approaches and understanding of the Microgrant Program. National
Steering Committees will be established in each country with representation from the nongovernmental
and governmental sectors and these committees will be responsible for the process of grant making based
on proposals received.
National NGO networks will be strengthened and NGO-government collaboration improved. These
grassroots activities will be profiled for the public through dissemination to the public on a regular basis.
The information on these Microgrants will be disseminated in a wide variety of ways:
NGOs and their networks (i.e. National NGO networks)
NGO extension workers involved in agriculture, forestry, relief, water-resources, environment, etc.
Radio extension programs
Television programs
Print materials: posters, pamphlets, etc.
Environmental Education and Awareness
Environmental education will make an important contribution to deepening public awareness and
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understanding of the community of interest and the ecospace which the Nile creates. It will also help
inform a generation that has broader Nile-related transboundary environmental understanding and to
create a constituency for environmental conservation. The project will support three sets of
transboundary activities: (a) environmental awareness campaigns, (b) an electronic network of selected
schools for transboundary environmental education, and (c) exchanges of university-level environmental
education researchers and students.
The development and delivery of a small number of transboundary environmental awareness campaigns
will be carried out by basin-wide teams of practitioners drawn from the participating countries. It will
include regional training for environmental education and awareness practitioners on the development
and delivery of programs and materials, regional briefings for media editors and journalists on
transboundary environmental issues, and exchanges of environmental journalists and other media
professionals between the Nile riparian countries. These programs will be launched through a variety of
delivery mechanisms, e.g., nature clubs, schools, youth movements, the scout movement, universities,
churches, mosques, etc. A variety of media will be used, including TV, radio, newspapers and web pages.
An electronic network of selected schools will be established for transboundary environmental education,
and support will be provided for exchanges of school staff and experiences between the Nile riparian
countries as well as community projects where students can apply knowledge acquired in the classroom
while developing values and skills for improving environmental conditions. An award scheme or
competition will be set up for outstanding Nile Transboundary Environmental Education projects in
schools and their communities. Informal reviews have indicated that schools with the requisite capacities
would be ready to participate in Egypt, Ethiopia, Kenya, Rwanda, Tanzania and Uganda. These schools
can form the basis of a Nile Schools Environmental Education and Awareness Network. Further work
will be required to assess the potential for schools in the other Nile countries to participate.
Exchanges of university-level environmental education professors, other researchers and students
between the Nile riparian countries will be supported. Emphasis will be put on supporting the
participation of individuals from Nile Basin countries which have had limited recent opportunities to
participate in such international programs. Participating individuals and their departmental hosts in other
Nile Basin countries will need to demonstrate the value of their proposed exchange program to building
transboundary environmental awareness and understanding in the Nile Basin. The project will also
support two regional workshops as a contribution towards the development of a university-level course
on one or more Nile transboundary environmental issues as a collaborative enterprise between
participating universities from the riparian countries.
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NGOs and Community Groups
During the project formulation process, meetings, exchanges and consultations with community groups,
NGOs, and academic institutions were undertaken in all nine countries. The list below reflects the groups
with whom visiting missions have met or who have participated in national consultations. The project
will reach out to these institutions and seek their participation. The project will also seek the involvement
and cooperation of many additional community based organizations, academic institutions and NGOs
with whom contacts have not yet been made..
COUNTRY
STAKEHOLDER
BURUNDI
Institut Géographique du Burundi (IGEBU)
Institut National Pour l'Environnement et la Conservation de la Nature (INECN)
D.R. CONGO Action Progressive pour la gestion de l'Environnement
AREC
Asmedi (eco-development NGO)
Association de Développement Culturel
Association de la Paix, de la protection de l'environnement
Bureau d'Etudes de l'Association pour le Développement de Beni et Lubero (ADEBEL)
CAIDECO
Centre National d'Information Environnementale (CNIE)
Construction et Développement Communautaire (CDC)
Eau Source de Vie
Femmes et Environnement
Foyer de la Culture
IDEE DR Congo Forests
Institut Géographique de Congo
Institut Supérieur des Techniques Appliqués (ISTA)
Notabilité de la Province du Nord Kivu
Programme Source d'eau
SPCIE/ECN
EGYPT
Ain Shams University, Engineering Department
Ain Shams University, Environmental Institute
Arab Youth and Environment Office
Bassaisa
Cairo University, Engineering Department
Climate Change and Environmental Research Institute
Egypt Youth for Development and Environment
Egyptian Environment Federation
GEF Small Grants Programme
Kenoz Sinai
Land and Water Resources Management Programme
ETHIOPIA
CARE Ethiopia
Christian Relief and Development Agency (CRDA)
ENDA-Ethiopia\
Ethiopia Environmental NGO (EENGO)
Ethiopian Aid
Ethiopian Wildlife and Natural History Society (EWNHS)
Ethiopian Wildlife Conservation Organization
HNDEE (Oromo Grass-roots Development Initiative)
Institute for Biodiversity Conservation and Research (IBCR)
Inter Africa Group
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OXFAM-Great Britain
University of Addis Ababa
KENYA
Africa Water Network
Care Kenya
Department of Civil Engineering University of Nairobi
East African Cross-Border Biodiversity Project
International Network for Water and Sanitation (NETWAS)
IUCN East African Regional Office
Kenya Association of Manufacturers
Kenya Wildlife Society (KWS)
Kipsaina Youth Conservation Group
Maseno University College
Moi University
National Museums of Kenya
Osienala Kisumu
World Wild Fund for Nature (WWF)
RWANDA
ARAMET
Association Rwandaise des Ecologistes (ARECO)
Catholic Relief Services
International Rescue Committee (IRC)
Lutheran World Federation
Morris Animal Foundation Mountain
Programme International de Conservation des Gorilles
REIE/PGZ
SUDAN
Environment Forum
Environmental Information
Environmentalist Society
Farmers Union
Geologist Trade Union
Habitat Voluntary Organisation
Institute of Disaster Management
Institute of Environment and Natural Resource Research
Juba University, College of Environment and Natural Resource Studies
Omdurman Ahlia University
Save the Children Great Britain
Sudan University for Science and Technology (SUST)
Sudanese Council of Voluntary Agencies (SCOVA)
Sudanese Environmental Conservation Society
Sudanese Social Forestry Society
Union of Engineers
University of Khartoum, College of Agriculture
University of Khartoum, Faculty of Science
University of Khartoum, Institute of Environmental Studies
TANZANIA
Agenda for Environment and Responsible Development
ENV-TEC (NGO)
Green Shinyanga Group
Journalist Environmental Association (JET)
Tanzania Association of Nongovernmental Organizations (TANGO)
Tanzania Institute for Education
Tanzania Traditional Energy and Environment Organization (TATEDO)
University of Dar es Salaam Institute for Development
Wildlife Conservation Society (WCS)
- 137 -
World Wildlife Fund (WWF)
UGANDA
Action for Rural Development
Auxfound Environmental Awareness
Clean Lakes Kampala
Climate and Development Initiatives
Environment Policy Resource Center
Friends of Wetlands
Greenwatch
IUCN, Uganda
Jinja Urban Women Wetland Organization (JUWWO)
Living Earth
Lugazi Peoples Enterprise Development
Makerere University, Faculty of Environmental Education
Makerere University, Institute of Environment and Natural Resources
National Association of Professional Environmentalist
Panos, Kampala
Uganda Environmental Protection Forum
Uganda National NGO Forum
Uganda Neem Movement
Uganda Wetlands and Resource Conservation Association
Uganda Wildlife Society
Uganda Women Tree Planting Movement
- 138 -
Additional Annex 13: Institutional Arrangements for Project Implementation
NILE BASIN INITIATIVE: Nile Transboundary Environmental Action Project
A Decentralized Approach
In March 2001, at the Extraordinary Meeting of the Nile Council of Ministers, options for the
implementation arrangements of the SVP projects were further reviewed. The Nile COM
decided, as a basic principle, that the Project Management Units (PMUs) for each of the seven
SVP projects will be located in several Nile countries in accordance with a "decentralized
approach" to enhance ownership and commitment to the program in the region. In making its
decision on PMU location, the Nile Council of Ministers took into account issues such as country
commitment, project synergies, special expertise, and donor relations. The Nile Council of
Ministers decided that to be eligible to host a PMU, a country must at minimum: (i) be up to date
in its NBI Secretariat annual dues; and (ii) have committed to funding a National NBI Office that
will serve a coordination function among the various regional and national NBI activities.
Moreover, a country interested in hosting a PMU was requested by the Nile Council of Ministers
to demonstrate commitment to the project by providing office space and
administrative-secretarial support, water and power services, operation and maintenance of the
project's premises, and other support.
Following consultations between Nile Council of Ministers members, PMU locations have been
agreed as follows:
Shared Vision Program Projects and Project Management Unit Locations
Confidence Building & Stakeholder Involvement (Communications)
Uganda (Nile Sec)
Socio-Economic Development and Benefit Sharing
Uganda (Nile Sec)
Nile Basin Regional Power Trade
Tanzania
Efficient Water Use for Agricultural Production
Kenya
Nile Transboundary Environmental Action Project
Sudan
Water Resources Planning and Management
Ethiopia
Applied Training
Egypt
- 139 -
Chart 1. Organizational chart illustrating the Shared Vision Program
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Management at the Regional Level
The PMU for the Nile Transboundary Environmental Action Project will be located in
Khartoum. Key technical and administrative staff for the PMU will be hired under the UNDP
financed portion of the project, which, on behalf of the NBI, will be executed by UNOPS . The
PMU will operate at the basinwide level and, in support of the NBI, will be responsible for
managing and implementing the project in all participating countries. In order to facilitate
smooth operations, maintain and enhance dialogue between the Nile riparians, and further the
SVP's developmental objectives, the NBI is entering into a partnership with the United Nations
Office for Project Services (UNOPS). NBI will request UNOPS to oversee the daily management
of the PMU in order to facilitate local contracting, fund management, local procurement,
disbursement, program administration, and project-level monitoring.
The Project Manager, the regional Thematic Lead Specialists for the project and other staff,
including monitoring and evaluation, procurement and finance specialists, and a knowledge
management specialist, will be located at the PMU.
The PMU will report to the project Steering Committee, which will provide it with strategic
guidance. The Steering Committee will review and approve annual work plans and will receive
and review annual substantive and financial reports on project activities. The Steering Committee
will be composed of an environment sector focal point from each participating country (Heads of
environment agencies or departments or Permanent Secretaries of the environment ministries); an
- 140 -
NBI Technical Advisory Committee member from the PMU country to ensure coordination with
the broader NBI and other SVP projects; and the NBI Secretariat. National Project Coordinators,
or the equivalent, may attend Steering Committee meetings as appropriate to the project. CIDA
(as well as any additional donor partners), the World Bank, UNOPS, and other appropriate
parties will be invited as observers to the meetings. The Steering Committee is expected to meet
at least annually in Khartoum and will be alternately chaired by the host country member of the
Steering Committee and the Nile-SEC representative. The member from Sudan will chair the
first meeting of the Committee. The PMU will provide secretariat support to the Committee.
To facilitate needs as determined by the PMU, special ad hoc basinwide Working Groups can
be convened by the PMU. These Working Groups are intended to be temporary, existing only for
the duration necessary to address the identified need. For example, a Working Group may be set
up to identify transboundary migratory species.
Specific issues for the River Basin Model component (component 1.3). The present project is
supporting the development of the River Basin Model within the DSS component of the SVP
Water Resources Planning and Development Project. To ensure integration of the model within
overall DSS development, GEF resources that are allocated to the River Basin Model will be
administered by UNOPS through the PMU for the Water Resources Project (located in Addis
Ababa). Procurement and financial management will be coordinated between the Regional
Project Manager in Addis Ababa and the Regional Project Manager in Khartoum. The Regional
Project Manager in Khartoum will receive reports from his Addis Ababa based colleagues and
will integrate these into consolidated reports to UNOPS, GEF and others (see below). NBTF
resources that form part of the Water Resources Project will be directly managed by the PMU in
Addis Ababa. The DSS Lead Specialist who will be hired by the Water Resources PMU/Addis
will coordinate with and support GEF project related reporting.
Chart 2. Organizational chart illustrating the Transboundary Environmental Action
Project
- 141 -
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Management at the national level
Project management at the national level. The project will employ a National Project
Coordinator (NPC) in each of the participating countries. The NPC will be responsible for
supervising and coordinating the implementation of project activities at the country level. The
NPC will also provide a critical link between the PMU and regional activities and national-level
organizations and project activities as well as between the Environment Project and the
respective national NBI office. The NPC will be a full-time position that is project-funded and
competitively hired. The NPCs will be housed in the Ministries of Environment or lead
Environment Agency in each of the participating countries.
Project Execution
Ownership
Ownership of the NBI by the Nile Basin countries is central to the progress made in Nile
cooperation. It is important, therefore, that this remains unquestioned as the process moves from
project planning to project implementation. Therefore, SVP implementation arrangement are
designed to maximize ownership and decision-making of the NBI institutions, the national
ministries and counterparts, and the PMUs. The implementation arrangements, in addition, aim
not to overburden these structures with unnecessary administrative and procedural functions and
to allow them to focus unhindered on the strategic guidance and daily management of the Shared
Vision Program.
- 142 -
NBI Project Executing Agency
The NBI, through its executive arm the NBI Secretariat, will be the executing agency for the
World Bank GEF and Nile Basin Trust Fund (NBTF) financed portions of the Project. The
NBTF is a multidonor trust fund established for financing NBI activities. It is initially managed
by the World Bank with the understanding that management of the NBTF will be transferred to
the NBI at an appropriate time.
The NBI therefore will manage overall fund flow and disbursements, as well as information
sharing, coordination, integration, and monitoring and evaluation. As the executing agency for
the project, the NBI will define procedures for issues such as reporting, monitoring and
evaluating. In addition, the Nile-SEC will manage an integration matrix, to be developed in
cooperation with the Socio-Economic Development and Benefit Sharing Project to ensure that
the impact and benefits from the SVP projects are maximized throughout the Nile Basin.
United Nations Office for Project Services (UNOPS)
In order to facilitate smooth operations of each of the eight SVP projects and strengthen the
capacity of the NBI to manage donor-funded regional programs, the NBI has decided to seek the
support of a Project Services Agency (PSA). Initially, the NBI reviewed the possibility of hiring
the PSA for the SVP following a competitive process. The focus at that time was on the
provision of the technical services in financial management, procurement, and overall
management that are normally bid competitively. However, after further discussions, it became
apparent that the thrust of the assignment was not so much to provide a mechanical logistic
assistance but support and project services with a view to long-term and sustainable
development. It was realized that the thrust of the SVP lay in the pursuit of dialogue,
cooperation, and trust among the Nile riparians. The main role of the PSA, therefore, shifted to a
close cooperation with NBI to maintain and enhance these development objectives.
This in turn raised the notion of establishing a partnership between NBI and the PSA. The
decision to select the United Nations Office for Project Services (UNOPS) was reached by the
Nile Council of Ministers after serious consultations among themselves, taking full cognizance
of the shift from the traditional consultant contractual relationship to that of a partner to maintain
and enhance dialogue between the Nile riparians and to further the project's developmental
objectives. The Nile Council of Ministers further recognized the fact that this approach would
open the participation of all eligible consulting firms (and not restrict due to possible conflict of
interest issues) in the various consulting opportunities under the proposed project. The
recommendation from the Nile Council of Ministers was given a no-objection by the Bank with
the approval of the Bank's Operations Procurement Review Committee (OPRC). The Nile
Council of Ministers decision is based on a number of factors, including:
UNOPS has the capacity and extensive experience in the implementation of large regional
projects.
UNOPS will contract suppliers of goods and services from the private sector through
opportunities for capacity building of NBI procurement skills during the course of the project.
- 143 -
UNOPS, through the UNDP network of offices, has a presence in all 10 Nile countries, which
will greatly facilitate the implementation of this regional project.
NBI will negotiate a Management Services Agreement (MSA) with UNOPS that will detail the
scope of UNOPS support for the project. UNOPS, through the PMUs, will be responsible for
contracting, fund management, procurement, disbursement, program administration, and
project-level monitoring. UNOPS will also support NBI by strengthening its capacity to manage
and implement basin-wide projects and apply high-quality and fiduciary standards. Overall
management from UNOPS will be from UNOPS in New York, drawing upon its extended
network of offices and staff around the world.
Reporting and Supervision
Financial reports
Financial Monitoring Reports. The NBI will be responsible for submitting quarterly FMRs as
well as annual budgets, project monitoring reports, and consolidated financial statements to the
World Bank. The NBI will request UNOPS to prepare this financial documentation for NBI
review and submission to the Bank.
Audits. Because UNOPS will be acting as the NBI's agent, an annual audit of the grant will be
conducted by the UNDP Division for Audit and Management Review and/or by auditors or audit
firms contracted by it for this purpose in accordance with established practice in similar
arrangements involving U.N. agencies acting as project service providers under Bank-financed
projects.
Project supervision
The project will be supervised in accordance with World Bank supervision rules adapted to the
unique character of the NBI Shared Vision Program. The following activities will support the
supervision process:
Annual supervision mission--Supervision missions will be fielded to review project progress.
The supervision missions will be joint undertakings consisting of the World Bank, donors
(UNDP, CIDA, etc.), and NBI Secretariat representation.
Annual Steering Committee meetings--In conjunction with the annual supervision mission, an
annual Steering Committee meeting will be held and will be attended by the Steering Committee
members, the supervision mission members, and other invited observers. The Steering
Committee will have received and reviewed the annual progress report before the meeting.
Midterm review--In accordance with standard Bank procedure, a midterm review will be
fielded. It is expected that the midterm review will take place approximately halfway through the
implementation of the project, after the completion of the independent midterm evaluation (see
below).
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Project reports
During implementation, the following reporting will be required from each SVP project:
E-mailed monthly narrative report--outlining the work accomplished in the preceding month,
the work expected to be completed during the coming month, and if appropriate, comments
and/or recommendations relating to any unforeseen conditions which may affect the progress or
the quality of the work (maximum of two pages). The responsibility for reporting is with the
project manager.
Distribution--NBI Secretariat, national project coordinators (or equivalents), and World
Bank. For internal use only.
Quarterly FMR--procurement and disbursement information for the preceding quarter and
projections for the following six months will be consolidated in the quarterly FMR. The FMRs
will also include a summary of the physical progress in project implementation, with an
explanation of variances from implementation targets.
Timing--quarterly for each fiscal year of project effectiveness.
Distribution--NBI Secretariat and World Bank.
Semiannual project implementation progress reports--Twice a year the e-mailed monthly
narrative reports will be expanded to include a narrative summary of activities undertaken during
the past six months (maximum five pages). This narrative should include:
The status of implementation progress, problems encountered and corrective actions needed
The current costs of each project component and estimated costs for completion
The degree of achievement of project objectives, as measured by the status of project
indicators.
The most recent FMR also will be attached.
Timing--July and January of each fiscal year of project effectiveness
Distribution--NBI Secretariat, National Project Coordinators (or equivalents), World
Bank, UNDP and all Steering Committee members.
Annual substantive project progress report--The Project Manager will complete an annual
substantive project progress report, which will clearly describe and assess project progress
against the established work plan, project documents, and the overall objectives of the project.
Every effort will be made to simplify and unify reporting arrangements; therefore, the project
manager will review the annual reporting requirements of the World Bank, UNDP, CIDA, and
the other relevant agencies and donors and design a unified reporting format acceptable to all that
meets most of the reporting requirements of the donors and agencies in one single report.
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Timing--First report to be submitted 12 months after project signature and two months
ahead of the first annual project review and steering committee meeting.
Distribution--All steering committee members, including observers.
Substantive work plan--will include an updated procurement plan and be attached to the
annual substantive project progress report.
GEF Project Implementation Review (GEF PIR). The project will alos complete the annual
GEF PIR. In order to minimize duplication of effort, it has been agreed that UNDP will submit
the GEF PIR on behalf of the two agencies. The Bank will have the opportunity to review the
PIR prior to submission. The Project Manager will liaise with the UNDP Task manager for this
purpose.
Timing--To be submitted annually. Normally in June of every year.
Distribution--Nile-SEC, National Project Coordinators, UNDP, World Bank. The World
Bank will ensure onward forwarding to the GEF
Secretariat.
Midterm evaluation--Resources will be set aside for each project in accordance with standard
procedure to ensure that a midterm evaluation can be carried out. The terms of reference and
timing of this evaluation will be determined through the annual review process or by
correspondence. The evaluations will normally be independent and thus carried out by
consultants not previously associated with the project.
Timing--midway through project implementation.
Distribution--all Steering Committee members. This report may be shared with other
parties, upon their request in accordance with established policy.
Ad hoc Reporting and Substantive Reports-- The project will produce a large number of ad
hoc substantive reports in the thematic areas in which it is operating. These reports will be
produced at either the national or regional levels for a variety of purposes.
Distribution--As per intention of report.
Additional distribution--All Steering Committee members.
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Recruitment of Project Management Unit Staff
Competitive and transparent selection
The PMU will be staffed by personnel who have been recruited competitively. Qualified
applicants will be shortlisted by UNOPS in cooperation with the NBI Secretariat. The World
Bank will be given the opportunity to comment on the shortlist of qualified candidates before the
final selection is made. Shortlists for regionally recruited staff will not contain more than two
candidates from any one country. In the interest of transparency, interview panels will be
established. For senior staff, the interview panels will include the NBI Technical Advisory
Committee member from Sudan, the NBI Secretariat, UNOPS, donor representatives,
international and regional organizations, and, for PMU staff, the Project Manager. Selection will
be made by these interview panels.
Selection therefore will be on a strictly competitive basis with a view to ensuring broad regional
coverage in the selection process. Preference will be given to staff from the region, with
assistance from regional or international consultants as necessary.
PMU Staff Reporting Lines. Most long-term PMU staff will be hired under the UNDP financed
portion of the GEF Project that, on behalf of the NBI, will be executed by UNOPS. Once selected
by the interview panel, the staff will be appointed by UNOPS.
PMU staff will be recruited as follows:
The Project Manager will be recruited competitively, preferably originating from the region
(other than from the country hosting the PMU), following advertisement in national, regional
and international press, seeking balance among the countries represented for the entire SVP.
The Lead Specialists and Procurement Advisor/Financial Specialist will be recruited
competitively, preferably originating from the region, following advertisement in national,
regional and international press.
Technical support staff will be competitively recruited from the PMU host country.
Basin-wide Coordination
NBI Roles and Responsibilities
The NBI is the executing agency for the Bank financed portion of the project. With respect to the
implementation of the present project, the respective roles and responsibilities of the NBI
committees and councils are as follows:
Nile-COM. Will have overall oversight of the combined project portfolio and will provide policy
advice and guidance.
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Nile-TAC. Will review the project portfolio and provide technical advice and guidance to the
Nile-COM.
Project Steering Committee. Will review and approve annual work plans and will receive and
review annual substantive and financial reports on project activities.
Nile-SEC. The NBI will sign agreements with UNDP and the Bank for the implementation of the
project. For the GEF/Bank financed portion of the Project and the associated NBTF funds, the
NBI will act as executing agency, through its executing arm the Nile-SEC. The NBI in turn, will
sign a contract with UNOPS for management support of the Bank financed components of the
project.
UNOPS. On behalf of the NBI, UNDP will execute the UNDP funded (GEF resources) project
components and will be sub-contracted by the NBI for delivery of the Bank funded (GEF and
NBTF resources) project components.
- 148 -
Additional Annex 14: Description of the Nile Basin Initiative
NILE BASIN INITIATIVE: Nile Transboundary Environmental Action Project
THE NILE BASIN
The River Nile. The Nile is one of the world's great rivers. For millennia, this unique waterway
has nourished varied livelihoods, an array of ecosystems, and a rich diversity of cultures. As the
world's longest river, it traverses nearly 6,700 kilometers, covering more than 35 degrees of
latitude and draining an area of over 3 million square kilometers - one tenth of Africa's total land
mass. It is a Basin of varied landscapes, with high mountains, tropical forests, woodlands, lakes,
savannas, wetlands, arid lands, and deserts, culminating in an enormous delta on the
Mediterranean Sea. It is generally agreed that the Nile has several sources. The principle streams
are the White Nile, which begins in the Great Lakes region of Central Africa; and the Blue Nile
(Abbay) and the Atbara (Tekeze), both flowing from the highlands of Ethiopia. The most distant
source is the Kagera River, which winds its way through Burundi, Rwanda, Tanzania and
Uganda into Lake Victoria.
A Transboundary Resource. The Nile River is shared by ten countries: Burundi, Democratic
Republic of Congo (DRC), Egypt, Eritrea, Ethiopia, Kenya, Rwanda, Sudan, Tanzania, and
Uganda. It serves as home to world-class environmental assets, such as Lake Victoria (the second
largest fresh water body by area in the world) and the vast wetlands of the Sudd. It also serves as
home to an estimated 160 million people within the boundaries of the Basin, while about twice
that number - roughly 300 million - live within the ten countries that share and depend on Nile
waters.
Challenges and Opportunities. Despite the extraordinary natural endowments and rich cultural
history of the Nile Basin, its people face considerable challenges. Today, the Basin is
characterized by poverty, instability, rapid population growth, and environmental degradation.
Four of the Nile riparian countries are among the world's ten poorest, with per capita incomes in
the range of USD 100-200 per year. Population is expected to double within the next 25 years,
placing additional strain on scarce water and other natural resources. Only one other river basin
(the Danube) is shared by more countries than the Nile, and the transboundary nature of the river
poses complex challenges. Yet the Nile holds significant opportunities for `win-win'
development that could enhance food production, energy availability, transportation, industrial
development, environmental conservation, and other related development activities in the region.
Cooperative water resources management can also serve as a catalyst for greater regional
integration, both economic and political, with potential benefits possibly far exceeding those
derived from the river itself.
Evolving Cooperation. Appreciating the benefits of cooperation, various sub-groups within the
Nile Basin have engaged in cooperative activities over the past thirty years. One of the early
regional projects in the Nile Basin was Hydromet, which was launched in 1967, with the support
of the United Nations Development Program (UNDP), to foster the joint collection of
hydrometeorologic data. Hydromet operated until 1992. In 1993, the Technical Cooperation
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Committee for the Promotion of the Development and Environmental Protection of the Nile
Basin (TECCONILE) was formed in an effort to focus on a development agenda. Also in 1993,
the first in a series of ten Nile 2002 Conferences, supported by the Canadian International
Development Agency (CIDA), was launched to provide an informal mechanism for riparian
dialogue and the exchange of views between countries, as well as with the international
community. Within the framework of TECCONILE, a Nile River Basin action plan was prepared
in 1995 with support from CIDA. In 1997, the World Bank agreed to a request by the Council of
Ministers of Water Affairs of the Nile Basin States (Nile-COM) to lead and coordinate donor
support for their activities. Thus, the World Bank, the UNDP, and CIDA began operating in
concert as `cooperating partners' to facilitate dialogue and cooperation among the riparians,
creating a climate of confidence within which an inclusive mechanism for working together
could be established.
A New Era of Regional Cooperation
Towards a Long-Term Legal and Institutional Framework. Aware that sustained Nile
cooperation requires a development focus, a permanent institution, and agreement on core legal
principles, the Nile riparians established a forum for a process of legal and institutional dialogue
in 1997, with UNDP support. With three-person teams from each country (typically senior
government lawyers and water resource specialists) a `Panel of Experts' (POE) produced the
draft text of a `Cooperative Framework' in early 2000. The draft framework has moved the
riparians a long way and important compromises have been reached. However, some key issues
remain to be resolved, and the Council of Ministers agreed in August 2000 to extend the dialogue
process to seek further agreement on the outstanding issues. A draft Transitional Committee
prepared a "Draft Agreement on the Nile River Basin Cooperative Framework" in 2001 which
was presented to the 9th Nile-COM meeting in February 2002. The Nile-COM recommended
that necessary steps be taken to form a Negotiations Committee, to resolve outstanding issues.
UNDP has pledged its continued support to the process, which by its nature requires time and
effort.
Establishment of the Nile Basin Initiative. In 1998, recognizing that cooperative development
holds the greatest prospects of bringing mutual benefits to the region, all riparians, except Eritrea,
1 joined in a dialogue to create a regional partnership to facilitate the common pursuit of
sustainable development and management of Nile waters. In an historic step, they jointly
established an inclusive transitional mechanism for cooperation until a permanent cooperative
framework is established. The transitional mechanism was officially launched in February 1999
in Dar es Salaam by the Nile-COM. In May 1999, the overall process was officially named the
Nile Basin Initiative (NBI).
Developing a Shared Vision and Objectives. Following extensive consultations, the Nile-COM,
2
at its Extraordinary Meeting in February 1999, adopted a shared vision and policy guidelines for
the NBI. The shared vision is:
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To achieve sustainable socio-economic development through
the equitable utilization of, and benefit from, the common Nile Basin water
resources.
The policy guidelines, which provide a basin-wide framework for moving forward with
cooperative action, set forth the primary objectives of the NBI:
To develop the water resources of the Nile Basin in a sustainable and equitable way to ensure
prosperity, security, and peace for all its peoples;
To ensure efficient water management and the optimal use of the resources;
To ensure cooperation and joint action between the riparian countries, seeking win-win gains;
To target poverty eradication and promote economic integration; and
To ensure that the program results in a move from planning to action.
Pursuing Cooperative Development. The Initiative provides a unique forum for the countries of
the Nile to move forward a cooperative process to realize tangible benefits in the Basin and build
a solid foundation of trust and confidence. The Nile-COM serves as the highest decision-making
body of the NBI. Chairmanship of the Nile-COM is rotated annually. The Nile-COM is
supported by a Nile Technical Advisory Committee (Nile-TAC), which is composed of two
senior officials from each member country. The NBI maintains a secretariat, the Nile-SEC,
located in Entebbe, Uganda. The Secretariat began operations in June 1999 and was officially
launched on September 3, 1999.
The NBI Strategic Action Program
From Vision to Action. To translate the Shared Vision into action, the riparians are developing a
Strategic Action Program that focuses on two complementary ideas - a shared vision and action
on the ground (Figure 1). The ideas are mutually reinforcing. A common vision provides a
framework for activities on the ground, and, in turn, these activities realize the vision. These
ideas are being translated into actions through two complementary programs: (i) a basin-wide
Shared Vision Program to create an `enabling environment' for cooperative action through
building trust and skill, and (ii) Subsidiary Action Programs to plan and implement investments
and activities `on the ground' at the lowest appropriate level, taking into account the benefits
from, and impacts of, these activities in all riparian countries (Figure 2).
- 151 -
Figure 1. Strategic Action Program For The Nile Basin
SHARED VISION
Shared
Vision
Program
Subsidiary
Action
Programs
ACTION ON THE GROUND
The Shared Vision Program (SVP). The primary purpose of the SVP is to create an enabling
environment for cooperative management and development in the Nile Basin through a limited
but effective set of basin-wide activities and projects. The Shared Vision Program project
portfolio includes the seven projects listed below and summarized in Table 1. These projects
address the major water-related sectors and cross-cutting themes deemed critical by the Nile
riparians to ensure an integrated and comprehen-sive approach to water resources development
and management. The projects may also serve as catalysts for broader socio-economic
development. The projects are:
Nile Transboundary Environmental Action;
Nile Basin Regional Power Trade;
Efficient Water Use for Agricultural Production;
Water Resources Planning and Management;
Confidence-Building and Stakeholder Involvement (Communication);
Applied Training; and
Socio-Economic Development and Benefit-Sharing.
Though each project is different in focus and scope, they build upon each other to form a
coordinated program. All SVP projects contribute to building a strong foundation for regional
cooperation by supporting basin-wide engagement and dialogue, developing common strategic
and analytical frameworks, building practical tools and demonstrations, and strengthening human
and institutional capacity. Together, the projects of the Shared Vision Program seek to lay the
foundations for the shared vision for - as well as build the capacity to achieve - the sustainable
development of the River Nile for the benefit of all.
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Table 1. Overview of Shared Vision Program (SVP) Project Portfolio
Function
Project
Objectives
Indicative
Cost*
(USD
million)
Creating an enabling
1. Nile Transboundary
Provide a strategic framework for
39
environment for
Environmental Action
environmentally sustainable development
cooperative
of the Nile River Basin.
development:
Support basin-wide environmental action
Basin-wide
linked to transboundary issues in the
engagement and
context of the Nile Basin Initiative
dialogue
Strategic Action Program.
Common strategic and
2. Nile Basin Regional
Establish the institutional means to
12
analytical frameworks
Power Trade
coordinate the development of regional
Practical tools &
power markets among the Nile Basin
demonstrations
countries.
Institutional and
3. Efficient Water Use
Provide a sound conceptual and practical
5
human capacity
for Agricultural
basis to increase availability and efficient
building
Production
use of water for agricultural production.
4. Water Resources
Enhance the analytical capacity for
28
Planning and
basin-wide perspective to support the
Management
development, management, and
protection of Nile Basin waters.
5. Confidence Building
Develop confidence in regional
15
& Stakeholder
cooperation under the NBI and ensure full
Involvement
stakeholder involvement in the NBI and its
(Communication)
projects.
6. Applied Training
Strengthen institutional capacity in
20
selected subject areas of water resources
planning and management in public and
private sectors and community groups.
Create or strengthen centers with capacity
to develop and deliver programs on a
continuing basis.
7. Socio-Economic
Strengthen Nile River basin-wide
11
Development and
socio-economic cooperation and
Benefit-Sharing
integration through:
(i) joint identification, analysis, and design
of cooperative development options and
priorities.
(ii) development of criteria, methods, and
frameworks for sharing benefits/costs, and
managing attendant risks.
Total
130
* Foreign costs only. Government contributions will be shown in the individual PADs.
The detailed preparation of the Shared Vision Program was accomplished through a unique,
multi-country, multi-sectoral and highly participatory process led by the Nile-COM and
Nile-TAC and executed by the Nile-SEC. More than seventy national experts, including eight
technical specialists from each of the nine countries, were involved in detailed project
preparation. For many, it was the first time that they have discussed common concerns and
potential opportunities with their colleagues from neighboring and co-riparian countries. The
creative energy, enthusiasm, and hope for the future engendered by this preparation process were
a visible demonstration of the strong ownership by the Nile riparian countries and their
commitment to jointly pursue their common goal.
- 153 -
The Shared Vision Program and project documents for each of the seven projects were approved
by the Nile-COM at their Extraordinary Meeting held in Khartoum, Sudan, in March 2001.
Support is now being sought for the implementation of these projects.
The Subsidiary Action Program (SAP). In parallel to the SVP, groups of countries have initiated
Subsidiary Action Programs (SAPs) to cooperatively identify and implement investment projects
that confer mutual benefits. The objective of these programs is to translate the Shared Vision into
action, realizing transboundary development opportunities within the agreed basin-wide
framework. Potential types of projects identified by the riparians for `bundling' into SAPs are
summarized in Table 2.
Table 2. Types of Projects for Consideration in Subsidiary Action Programs
I. Generic Water Resources Management
II. Other Related Joint Development Project
Project Possibilities
Possibilities
Water Supply & Sanitation
Infrastructure:
Irrigation & Drainage Development
Regional energy networks, including power
Fisheries Development
interconnection and gas pipelines
Hydropower Development & Pooling
Telecommunication development
Watershed Management
Regional transport, including: railway and road
Sustainable Management of Wetlands &
networks; river and marine navigation; and
Biodiversity Conservation
aviation.
Sustainable Management of Lakes & Linked
Trade and Industry:
Wetland Systems
Promotion of trade (including border trade)
River Regulation
Industrial development
Flood Management
Regional tourism development
Desertification Control
Promotion of private investment and joint ventures
Water Hyacinth & Weeds Control
Marketing and storage of agricultural products
Pollution Control & Water Quality Management
Forest crop harvesting.
Water Use Efficiency Improvements.
Health, Environment, other:
Malaria and other endemic diseases control
Protection of wildlife
Environmental management
Disaster forecasting and management.
The Eastern Nile Subsidiary Action Program (EN-SAP). The Eastern Nile Subsidiary Action
3
Program (EN-SAP) currently includes the countries of Egypt, Ethiopia, and Sudan. As set out in
a jointly developed strategy adopted by the Eastern Nile Council of Ministers, the primary
objectives of EN-SAP are to: ensure efficient water management and optimal use of resources
through equitable utilization and causing no significant harm; ensure cooperation and joint action
between the Eastern Nile countries seeking win-win gains; target poverty eradication and
promote economic integration, and; ensure that EN-SAP results in a move from planning to
action.
The Eastern Nile riparians recognize that potential investments need to be assessed within a
regional context and that benefits of a win-win nature are most likely to be found in the bundling
of projects within a multi-purpose context. Consequently, consensus was reached that the
objective of a first EN-SAP project referred to as the Integrated Development of the Eastern
Nile (IDEN) Project will be to "initiate a regional, integrated, multi-purpose development
- 154 -
project through a first set of investments which confer tangible, win-win gains and demonstrate
joint action between the Eastern Nile countries." IDEN includes a preparation process that
facilitates integration, options analysis based on best practice, and prioritization of sub-projects
within an overall regional, integrated framework.
IDEN, the first EN-SAP project, will comprise seven major sub-projects listed below:
Eastern Nile Planning Model Sub-Project;
Baro-Akobo Multi-purpose Water Resources Development Sub-Project;
Flood Preparedness and Early Warning Sub-Project;
Ethiopia-Sudan Transmission Interconnection Sub-Project;
Eastern Nile Power Trade Investment Program;
Irrigation and Drainage Sub-Project; and
Watershed Management Sub-Project.
Each of the sub-projects will be prepared and implemented in a phased manner, and the
sub-projects will be more fully defined during the preparation process. Some sub-project
proposals, which can clearly be identified as contributing to an integrated, regional program and
are already at advanced stages of preparation, will proceed at an accelerated pace (fast-track) to
final stages of appraisal. This will ensure that tangible results are realized early, fostering
confidence in the process. Other sub-projects will require extensive preparatory work to ensure
and maximize win-win gains in a regional context. It is anticipated that additional activities may
be identified during the project preparation process, and prepared for appraisal or fast-tracked as
appropriate. An Eastern Nile technical regional office is being established to facilitate the process
of cooperative development and assist the Eastern Nile Council of Ministers (ENCOM) and
technical team (EN-SAPT) in the joint and coordinated preparation of IDEN.
The Nile Equatorial Lakes Region Subsidiary Action Program (NEL-SAP). The Nile
Equatorial Lakes Region (NEL) includes eight Basin countries: the six countries in the southern
portion of the Nile Basin Burundi, DRC, Kenya, Rwanda, Tanzania and Uganda as well as
the downstream riparians Egypt and Sudan. The water resources of the Nile Equatorial Lakes
region include one of the world's great complexes of lakes, wetlands, and rivers. The region's
economies are characterized by rain-fed agriculture, subsistence farming, low industrialization,
and poor infrastructure development.
The objectives of NEL-SAP, as defined by the NEL Council of Ministers (NEL-COM), are to
contribute to the eradication of poverty, promote economic growth, and reverse environmental
degradation. NEL-SAP is expected to be a long-term program, with multiplier effects in broader
economic integration as the program shows results on the ground.
Twelve NEL-SAP projects, as listed below, have been identified by the Nile Equatorial Lakes
riparians in a consultative manner, targeting investments in agricultural development, fisheries
development, water resources management, water hyacinth control, and hydropower
development and transmission interconnection. Preparation and implementation of the projects
will be through joint project steering committees set up by the participating riparian countries. A
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small coordination unit is proposed to facilitate project preparation and implementation.
Preparation periods are, in most cases, between one and three years depending on the scale and
scope of the project.
These projects are being prepared within three types of programs:
(i) On-the-ground Investment Programs
Efficient Use in Agriculture
Power Development and Trade
(ii) Natural Resources Management Programs
Lake Albert and Edward Fisheries
Water Hyazinth Abatement in the Kagera River Basin
(iii) Water Resources Management and Development Program
Development of a Framework for Cooperative Management in the Mara River Basin
Kagera River Basin Integrated Water Resources Management Project
Sio-Malaba-Malakisi Water Resources Management Project
(It should be noted that these projects complement the GEF funded Lake Victoria Environment
Development Project (and its successor project the Sustainable Management of the Lake Victoria
Basin Program) and will incorporate the DRC, Burundi and Rwanda into the sub-basin
environmental management activities, since these countries are not covered by the LVEMP and
its successor project).
- 156 -
Figure 2: Nile Basin Initiative Overview
NBI Overview SVP and SAPs
Nile-COM
Policy level (basin-wide)
Nile-TAC
Basinwide
Level -
Nile-SEC
SVP
SVP Program
Projects (basin-wide)
·Confid. Buildg.
·Environment
·Power Trade
·Agriculture
·WRM
·Appl. Training
·Benefit Sharing
Sub-
Regional
NEL-COM
EN-COM
Policy level
Level -
NEL-TAC
ENSAPT
(sub-basin)
SAPs
NELCU
ENTRO
Program
NEL- Coord. Unit
Eastern Nile Tech.
Managemt. Unit
Regional Office
(sub-basin)
NEL-SAP
EN-SAP
Program Areas
IDEN Project with
-Water Use in Agr.
Subprojects on
-Sust. Mmgt. of Lakes
-IWRM
- and Wetlands
-Flood & Drought Mgmt.
-Watersehd Mmgt.
-Hydropower Devlp. & Trade
-Water Hyazinth Contrl
-Irrigation
-Power Development &
-Watershed Mmgt.
Trade
Riparian Consultative Process. The NBI facilitates riparian dialogue and cooperative action at
multiple political and technical levels. The Nile-COM provides the main policy direction for Nile
Basin cooperation, including the Strategic Action Program. The Nile-TAC, which coordinates
joint activities, is responsible to the Council for preparing and implementing the basin-wide
Shared Vision Program. While the Nile-COM and the Nile-TAC have promoted the
identification of Subsidiary Action Program projects at the sub-basin level, the responsibility for
the Subsidiary Action Programs rests with the involved riparians, within the overall basin-wide
framework. Throughout the process, high priority has been and will continue to be - placed on
strengthening the process of consultation in order to build trust and confidence. Figure 3
illustrates how country activities will take place within sub-basin frameworks, which will occur
within the broader context of the basin-wide framework. The basin-wide framework also
includes an `international discourse' to promote broad based discussion on the sustainable
development and management of Nile waters. The international discourse is currently being
developed in cooperation between a number of national and regional NGOs of the Nile Region,
the World Conservation Union (IUCN), the World Wildlife Fund and the World Bank.
- 157 -
Figure 3. Levels of Cooperation within the Nile Basin Initiative
Global
(ICCON incl. International Discourse)
Rwanda
Burundi
Ethiopia
Sudan
Tanzania
Eastern Nile Sub-Basin
Nile Equatorial Lakes Sub-Basin
(ENSAP)
(NELSAP)
Egypt
Kenya
Eritrea
DRC
Uganda
Nile Basin
(SVP, Cooperative Framework)
Supporting an Historic Process
International Consortium for Cooperation on the Nile (ICCON). An International Consortium
for Cooperation on the Nile (ICCON) has been established to support the NBI's Strategic
Action Program. Its first meeting took place in June 2001. The ICCON is a unique forum,
envisioned as a long-term partnership of the riparian states and the international community. The
first meeting of the ICCON raised funding for the portfolio of basin-wide Shared Vision Projects
and the preparation of projects identified under the Subsidiary Action Programs. The first
ICCON meeting also celebrated cooperation and demonstrated international solidarity for
cooperative development in the Nile Basin.
Partnerships. Support for the NBI has been characterized by partnership since it began. The
initial partners comprised the World Bank, UNDP and CIDA. These initial cooperating partners
have played the role of concerned facilitators, assisting the process of dialogue. As the NBI
moved into the preparation of the Strategic Action Program, the governments of Denmark,
Finland, Germany, Italy, the Netherlands, Norway, Sweden, the United Kingdom, and the United
States, together with the United Nations Food and Agriculture Organization (FAO) and the
Global Environmental Facility (GEF), have actively supported the Initiative, directly or through
World Bank trust funds. With the first ICCON, the circle of partners has widened as the
international development community committed further support for implementation of the
Shared Vision Program and for preparation of Subsidiary Action Program projects.
Riparian Ownership and Commitment. The Nile Basin countries have invested significant time,
effort, and resources in launching and sustaining the NBI. The Initiative provides a transitional
institutional mechanism for cooperation, an agreed vision and basin-wide framework, and a
process to facilitate substantial investment in the Nile Basin. The Initiative is based on the
- 158 -
recognition that the Basin has a shared past and a shared future, and that there is an urgent need
for development and for the alleviation of poverty. It represents deep commitment by the Nile
riparian countries to foster cooperation and pursue jointly the sustainable development and
management of Nile water resources for the benefit of all. Although various sub-groups of Nile
riparians have engaged in cooperative activities over the past thirty years, the Cooperative
Framework and the NBI process mark the first time that all riparians have joined together in a
joint dialogue and a cooperative initiative as equal members. The inclusion of all ten Nile
4
riparians holds the promise of meaningful, comprehensive cooperation in the Basin.
1 Eritrea attended its first Council of Ministers meeting in August 2000. It is participating actively in the Nile Basin
Initiative in an observer capacity and has stated its intention to participate fully soon.
2 Policy Guidelines for the Nile River Basin Strategic Action Program, The Council of Ministers of Water Affairs of
the Nile Basin States, February 1999.
3 Eritrea, which is located in the Eastern Nile region, participated in its first meeting of the Eastern Nile Council of
Ministers as an observer in March 2001 and may join EN-SAP in the future.
4 Eritrea is participating actively as an observer in the NBI and has stated its intension to participate fully soon.
- 159 -
Additional Annex 15: Root Causes
NILE BASIN INITIATIVE: Nile Transboundary Environmental Action Project
Issue
Symptoms/ Impacts
Immediate Causes
Root Causes
Extent Specific locations are
Severity
indicated on the country
maps attached to this report
1. Land Degradation
A.
Decreasing
Land use conversion
Poverty and population
Basin-wide
Severe
vegetation/forest
due to increasing need
pressure leading to pressure on
Deforestation
cover; loss of density
for arable land and
resources; absence of
Critical areas:
and diversity
grazing areas; slash and
alternative livelihoods and
Burundi: along Ruvubu
Deterioration of
burn practices for land
weak capacity to increase unit
River and other river
watershed: high
clearing and shifting
agricultural production
basins, along steep slopes
run-off associated with
cultivation
Insufficient energy alternatives
of high mountains
increased erosion
Uncontrolled logging
to fuelwood
D.R. Congo: Territories of
leading to loss of
for fuelwood and
Unsustainable land use
Beni, Lubero, Rutshuru
fertile soils and
charcoal production
practices perpetuated through
and Irumu; Virunga
sedimentation and
(especially with
weak policies and laws and
National Park
siltation downstream
increased fuelwood
failure to enforce laws and
Border area between D.R.
Energy crisis
prices), construction
regulations; lack of forest
Congo, Rwanda, Uganda
associated with price
material and local
protection
Ethiopian highlands
increases due to
industry fuel needs
Insufficient awareness and
Rwanda: Nyungwe
decreased availability
Unsustainable and
knowledge of sustainable land
National Forest, Gishwati
of fuelwood and
inefficient resource use
use practices and effects of
Forest
charcoal
(e.g. overgrazing,
deforestation
Sudan: Nile Basin south of
Large scale habitat
extensive cultivation on
Land tenure system leading to
Khartoum, Atbara River,
destruction and loss of
steep hillslopes and
allocation and use of marginal
Blue Nile
wildlife in terms of
uncontrolled logging)
lands and lack of incentives for
Tanzania: Several
numbers and
Lack of local planting/
sustainable land use practices
divisions in Mwanza
biodiversity;
replanting
Large number of refugees and
region; some districts in
progressive
Human migration and
resettlements without basic
Kagera region
disappearance of
resettlement;
support
Uganda: Mt. Elgon and
National Parks
encroachment into
Drought and overall arid
Rwenzori areas; SW
Variability in local
forested areas
climate and topography
highlands
climate and rainfall
patterns
B.
Loss of top soil and
Massive continued loss
Population pressure and
Regional
Severe
reduction of soil
of vegetative cover due
poverty leading to
Soil Erosion
fertility leading to
to deforestation and
unsustainable land use
Critical areas:
decrease in agricultural
loss of other land cover,
practices
Burundi: Ruvubu River
production and food
deterioration of
Topography (uneven relief,
region, steep slopes/
security
catchment buffer zones
high stream flow velocities)
hillsides
Reduction of
Inappropriate
and rainfall patterns (floods,
D.R. Congo: Lubero; near
vegetative cover and
agricultural practices
droughts, climate variability)
Kasenyi (south shore of
loss of habitats and
leading to decreased
Lack of land use policies and
Lake Albert)
biodiversity
soil quality and erosion,
improper land use
Egypt: River bank/river
Water quality
such as use of marginal
management; weak extension
bed erosion north of
degradation from high
lands, overgrazing and
service on soil conservation
Aswan dam
sediment loads,
free grazing
and lack of incentives for
Ethiopia: Blue Nile and
siltation of shallow
Lack of soil and water
conservation often connected
Tekeze area, Baro and
lakes, wetlands,
conservation measures
with prevalent land tenure
Akobo region
reservoirs, and low
and/or abandonment
system
Kenya: Trans-Nzoia
lying lands
and poor maintenance
High livestock density
district; Uasin Gishu
downstream
of anti-erosion works
Lack of awareness of
district; Kakamega/Vihiga
Degradation of river
Bush fires and slash
land-water interaction
districts; Kisii and Migori
beds and river bank
and burn practices
Lack of EIAs or systematic
districts; lakeshore
erosion; desertification
implementation of EIA for
Rwanda: Runyinya,
and wind erosion
infrastructure projects due to
Murama, Bulinga,
(northern arid regions);
lack of financial and human
Nyamutera, Kibali
sheet and rill erosion
resources
Sudan: Sobat region;
and gully formation
along Blue Nile; Atbara
(after heavy rainfall) in
region; wind erosion along
highlands
main Nile (Nile State and
Landslides and
Northern State)
- 160 -
flooding leading to
Tanzania: Steep hills in
destruction of
Mwanza, Mara, and
infrastructure (houses,
Kagera region; lakeshores
means of
Uganda: Mt. Elgon and
communication,
Rwenzori and SW
communal facilities)
mountain areas
C.
Destruction of
Poor land use and
Lack of or insufficient national Mostly sub-regional
Moderate to
vegetative cover
agricultural practices
land use plans, laws and
severe
River Bank and
especially in riparian
such as dry season
regulations, and/or enforcement Critical areas:
Lakeshore
and lakeshore buffer
cultivation near banks
of existing laws
Burundi: Lake Cohoha
Degradation
zones
and destruction of
Population pressure and rapid
Ethiopia and Sudan: Atbara
Erosion, landslides, and
vegetative cover to
growth of urban centers
and Sobat, Blue Nile and
downstream
increase arable land
Expansion of farm lands and
tributaries; main Nile
sedimentation leading
area; high animal
inadequate agricultural
(Sudan)
to change in river
density
practices near river banks and
Egypt: Nile below Lake
course
Drop in water levels and
shores, including overgrazing
Nasser
Adverse effects on
drying up of waterways
Land subsidence; relief and
Rwanda: Nyabarongo River
riverine aquatic life and
Increased urban
morphological structure of soil
Tanzania: estuaries of
lake ecosystems
development and
Climatic variability and
rivers into Lake Victoria
construction and
conditions; seasonal floods and
Uganda: Severe in seasonal
industrial activities near
intermittent increase of lake
wetlands near shore of
river banks; poorly
levels
Lake Kyoga
planned tourism centers
D.
Water and air
Use of toxic chemicals
Inadequate policy guidance,
Localized
Overall
pollution
and lack of containment
lack of or insufficient
low
Mining
Soil degradation and
and treatment facilities
safeguards (EIA,
Mining operations in the
Impacts
erosion of sites and
(esp. mercury use in
anti-pollution/ environmental
Basin include gold, coal,
adjacent river banks;
gold mining)
legislation) and enforcement
copper, diamond, iron ore,
Severe in
deforestation and
Lack of or inadequate
No regulation/ enforcement of
phosphate, manganese, tin,
certain
landslides leading to
site rehabilitation
private mining entrepreneurs
wolfram and zinc
locations
river siltation
Inadequate mining
Lack of (government) planning Critical areas mainly:
Adverse impact on
practices
and oversight
Burundi: Kibira
flora and fauna
High demand for
D.R. Congo: Irumu,
construction materials
Mahagi, and Aru regions
and indiscriminate
Rwanda: Bisesero,
clearing of vegetation
Rutsiro, Gatumba,
Rutongo, Nyakabingo,
Nemba, Rwinkwavu,
Musha
Tanzania: Mara, Mwanza,
parts of Shinyanga, and
Kagera regions
Sudan: Gissan and
Kurmuk on Blue Nile and
in northern Sudan; north
of town of Atbara
Uganda: Lake George area
(past copper and current
cobalt processing)
2. Water Quality Degradation
A.
Degradation of water
Discharge and run-off
Weak policies, laws and
Basin-wide
Moderate
quality, rendering
of untreated water from
regulations for environmental
Pollution (point
water unsuitable for
urban and industrial
protection (e.g. EIA);
and non-point
domestic, agricultural,
sources containing
insufficient enforcement and
Critical areas:
source)
industrial and other
dissolved nutrients,
monitoring especially in
Point source pollution:
uses
industrial pollutants,
respect to industrial facilities;
localized around urban
Adverse impacts on
agricultural
low budgetary provision for
centers, such as Kampala,
water-dependent flora
chemicals/fertilizers;
enforcement of existing
Khartoum, Cairo and other
and fauna; loss of
lack of recycling of
regulations; lack of sufficient
urban centers in Egypt
habitats and
waste matter;
human resources
Non-point sources:
biodiversity; nutrient
uncontrolled dumping
Point sources: Inadequate
regional problem mostly
discharges leading to
of waste
funding of investments; high
from agricultural sources.
increased
Non-point source
capital costs; high operation
Hotspots include large
eutrophication
pollution from
and maintenance costs;
irrigation schemes in
Pollution of lakes and
agriculture due to
inadequate containment and
Sudan and Egypt, and
tributaries, resulting in
improper and high
treatment of wastes and lack of
- 161 -
nutrient pollution from
contamination of
application rates of
sanitary facilities
agricultural areas around
drinking water
agro-chemicals
Non-point sources:
Lake Victoria and its
Lack of adequate
Degradation of
Unsustainable land use
tributaries
liquid and solid waste
vegetative cover
practices in combination with
disposal systems and
especially riparian
lack of security of land tenure
accumulation of refuse
buffer zones and
Inadequate zoning regulations
Decrease in
wetlands in Basin
and/or enforcement;
environmental quality,
which could act as
inadequate environmental and
disappearance of
filters
land use planning
natural habitats and
Low environmental awareness
proliferation of water
and sense of value of
hyacinth
environmental protection
B.
Pollution of drinking
Lack of water supply
Lack of environmental
Basin-wide localized
Severe
water sources (ground
systems and/or other
regulations and laws,
Sanitation
and surface water) and
reliable drinking water
monitoring and enforcement
Critical areas:
Concerns
high dissolved nutrient
source; drinking water
and general waste management
All large urban centers,
Water borne
loads resulting in
contamination with fecal
strategies
such as Kampala,
Diseases and
increasing
matter leading to spread
Rapid growth of urban centers
Khartoum, Cairo and urban
Environmental
eutrophication and
of pathogens
and lack of financial resource
centers in Nile delta
Health
spread of infectious
Lack of or insufficient
base to build needed water
Rural villages (local
diseases (diarrhea,
sewerage or alternative
supply and sanitation
threats)
malaria, bilharzia,
sanitation systems; leaks
infrastructure, combined with
dysentery, intestinal
and insufficient
lack of planning for urban
worms)
maintenance of existing
expansion and required
Risks to public health
facilities; lack of urban
infrastructure
due to poor sanitation
stormwater sewers and
High capital costs for
conditions, especially
solid waste disposal
investments; high operation and
during rainy season and
facilities
maintenance costs
floods
Insufficient sanitation
Previous low priority given to
Increased absence from
and hygiene training in
sanitation by government
work due to sickness;
conjunction with
agencies; lack of awareness of
increase in malnutrition
widespread poor sanitary
connection between sanitation
and death rates
conditions
and safe drinking water; need
especially among
Increased breeding
for better hygiene education
vulnerable groups such
ground for mosquitoes
Poverty and poor health
as small children, the
in water weed infested
condition of large parts of the
displaced and the
areas and irrigation
population
elderly
canals
C.
Algal blooms and
Discharge of nutrients
Inadequate environmental
Regional, sub-basin
Moderate
increasing invasion by
from domestic and
provisions in planning of
Eutrophi-
water weeds
industrial wastewater
industrial and urban centers
Critical areas:
cation
Decreased water
sources and agricultural
Land degradation
Lake Victoria region,
quality
run-off
Over-use of agro-chemicals
including Kagera basin
Change/reduction in
Degradation of
Poor land use and farming
(lakes and river),
fish stock
catchment area,
practices
Urban areas in delta area
especially wetlands
in Egypt
D.
Continuing spread of
High dissolved nutrient
Introduction of hyacinth;
Regional
Severe in
weeds and infestation
levels from pollutant
insufficient preventive
certain
Water Weed
of lakes and rivers,
discharge from
measures against introduction
Critical areas:
areas
Infestation
eutrophication
industrial and domestic
of foreign species in general
Burundi: Ruvubu River,
Interference with
sources and agricultural
Lack of capacity in water
Lake Cyohoha and
ecology and economy,
run-off due to poor land
resources and environment
Rwihinda
e.g. mats on water
use practices and lack
departments in some countries
D.R. Congo: Lake Albert
surface impair
of water treatment
resulting in insufficient
(severe), Lake Edward
navigation and fishing
Inadequate response
enforcement of environmental
(moderate)
activities and lead to
mechanisms
regulations
Kenya: Winam Gulf (Lake
decrease in fish yields
Delay in mobilizing funds and
Victoria)
as well as to
creating national/regional
Rwanda/Tanzania/
eutrophication
programs to combat infestation
Burundi: Kagera River
Decrease in diversity
Rwanda: Lake Cyohoha,
of certain fish species
Lake Rwero, Nyabarongo
Increase in occurrence
River, entire stretch of
of water borne
Kagera
diseases; increased
Sudan: White Nile south
water evaporation
of Jebel Aulia dam
Tanzania: Southern shore
of Lake Victoria,
- 162 -
especially in bays of Mara
and Mwanza regions
Uganda: Lake Victoria,
Lake Kyoga and Victoria
Nile
E.
Decreased life span of
Climatic conditions and
Inappropriate land
Basin-wide localized
Moderate
dams and reservoirs as
topographic features
management practices and lack
to severe
Siltation
well as siltation of
upstream (heavy rains
of soil conservation practices
Critical areas:
(varies by
flooded fields, plains
and steep slopes) as
often perpetuated by specific
Burundi: Shallow lakes in location)
and irrigation canals;
well as land practices
land tenure systems;
the NE
additional threat often
resulting in catchment
deterioration in catchment
Egypt: Aswan Dam
associated with toxic
degradation and soil
through deforestation (see
reservoir
pollutants adsorbed in
erosion (such as
above)
Ethiopia: Finchaa, Tekeze
silt particles
encroachment for
Lack of stringent enforcement
Kenya: Lower reaches of
Siltation leading to
agricultural purposes)
of environmental regulations
Yara, Nzoia, Kuja,
decrease of wetlands
and policies
Sondu-Miriu, Nyando
and reduction of
Lack of awareness of link
Sudan: Roseires, Sennar,
beneficial functions
between land based activities
Khasm el Girba reservoirs;
and uses
and water pollution
Gezira, Rahad and new
Heavy silt loads in
Halfa irrigation schemes;
water bodies;
main Nile
sedimentation leading
Tanzania: Mara River,
to formation of sand
Simiyu River, Shinyanga
bars, changes in river
and Mwanza regions
course and river bank
Uganda: Nile River system
erosion
especially Kioga
3.Disaster Preparedness and Remediation
A.
Floods:
Floods:
Floods:
Regional
Severe
Direct impacts include
Heavy rainfalls in
Irregular and large seasonal
Floods and
loss of life and
conjunction with
and year to year variability in
Droughts
property (crops/
specific natural terrain
rainfall patterns increased by
Most critical areas:
livestock and arable
features, increased by
climatic changes;
Floods:
land, housing,
certain land use
mismanagement of land and
Blue Nile and Atbara from
infrastructure); other
practices; lack of
water resources leading to soil
Ethiopian highlands to
results are food
planning of urban
erosion and increased run-off
Lake Nasser
insecurity (availability
settlements to prevent
Droughts:
Flash floods in wadis in
and increased prices),
settlement in flood
Climatic zone/ geography;
dry areas (e.g. between
loss to economy and
prone areas, aggravated
effects from El Nińo
Aswan and Cairo)
environmental impacts
by population pressure
Floods from recent rise in
and lack of land
Lake Victoria lake levels
Droughts:
ownership
Gambella plain in
Direct impacts are
Droughts:
Ethiopia, lower river
food insecurity, famine
Long/prolonged dry
reaches in Kenya (Nzoia
and human migration;
season resulting in
and Nyando River)
long-term impacts
water shortage,
include change in
Droughts:
aggravated by improper
water availability (e.g.
Severe drought prone
management of land
permanently dried
areas north of 8th parallel
and water resources
springs, perennial
Localized droughts in all
(e.g. deforestation,
rivers becoming
Nile countries
overgrazing) leading to
seasonal)
decreases in vegetative
Floods/droughts:
cover, water retention
Dislocation of people
capacity and
and problems
groundwater recharge;
associated with high
and increased
number of disaster
desertification
victims, such as food
Floods/droughts:
insecurity and high
Poorly equipped
incidence of
meteorological services
waterborne diseases
and lack of efficient
and reliable early
warning systems
contributing to lack of
disaster preparedness
B.
Pressure on and
Sudden, large-scale
Political instability, armed
- 163 -
Localized
Moderate
destruction of
refugee influxes
conflicts, governance problems
overall
Refugees and
surrounding
overwhelming local
and social unrest
Main areas of current
Displaced
ecosystems, for fuel or
capacity to provide
Natural catastrophes such as
settlements of refugees and
People
agriculture; threat to
protection, shelter and
famine
displaced people:
wildlife habitats and
food
Burundi: Rivubu River
pressure on drinking
Inadequate basic
region
water resources
subsistence resources
Ethiopia: Sudan /Ethiopia
Spread of disease in
such as fuelwood and
cross-border area near
camps, especially
water; inadequate waste
Dinder (=Alatish valley),
waterborne,
containment and
Gambella region,
contributing to poor
treatment facilities
Ben-Shangul-Gumuz
health, malnutrition
region, Baro/Akobo area,
and death
Dobus swamp area, SW
Migration of large
part of country
numbers of people to
Rwanda: south of country
refugee camps and
near Burundi border
establishment of new,
Sudan/Uganda border area
unplanned settlements
and Sudan/ Uganda/D.R.
leading to conflict with
Congo area
existing population
Sudan: Refugees in
eastern Sudan, Kassala
and Gedarif States;
displaced people along
selected areas of Nile
Tanzania: SW lakeshores,
Muleba Ngara and
Karagwe districts of
Kagera region
C.
Increase in severe
Changes in
Global phenomenon related to
Basin-wide
Low to
floods and droughts
temperature,
anthropogenic activities
moderate
Uncertain
Potential negative
precipitation and wet
leading to increased emission
Impacts of
impacts may include:
and dry cycles
of greenhouse gases
Climate
Changes in weather and
Ecosystems:
Change
rainfall patterns
Changes in species
Impacts and
distribution and
vulnerability due to
composition; changes
floods and droughts
in migration patterns;
Population pressure on
wildlife habitat
limited resources
deterioration
Food security,
agriculture and
land-use:
Decreasing food
security; land
degradation, e.g.
through landslides and
change in forest and
rangeland cover;
desertification
Water resources:
Change in local water
availability;
deteriorating water
quality
Health and
settlements:
Increase in waterborne
diseases; possible
increase in
urbanization
Economy:
Vulnerability of
- 164 -
mostly agrarian based
economies in
Sub-Saharan Africa to
climate change related
impacts
D.
Routine accidents
Poorly separated traffic
Complex navigational hazards
Subregional
Low
(collisions,
and inaccurate
(e.g. hidden channels)
overall
Navigation
groundings, wreckage)
navigation charts
combined with lack of
Risks, Aids, and
and associated
Limited navigational
mapping and insufficient
Critical incidents reported
Mapping (oil
pollution risks
devices and aids and
maintenance of waterways (e.g.
from Lake Victoria and
spills, boat
Navigation risks
lack of technology
no regular dredging)
Egyptian river traffic;
discharges)
Old and poorly
No emergency response
Oil discharge:
generally relevant in large
constructed ships and
system; lack of government
Contamination of
lakes, rivers and their
additional overloading
control
surface and
ports
as well as non-qualified
groundwater, river
Oil discharge:
boat owners
banks and lakeshores
Lack of technology for
Adverse impact on
Oil discharge:
preventive and remediation
natural habitats and
Discharge from tankers
measures; high cost of water
biodiversity and
(cleaning of tanks) and
treatment; lack of reception
species loss
bilge and ballast water
and treatment facilities at ports
as well as increasing
Industrialization of coasts and
incidences of oil spills
river banks combined with
through accidents of
lack of EIA and inadequate
tankers (ships)
control and enforcement of
Discharge of petroleum
environmental regulations
products from industrial
Lack of oil spill emergency
sectors and leaking
plans and measures
storage tanks
4. Loss of Biodiversity, Habitat and Wetlands
A.
Population pressure and
Species loss and decline Species loss and decline
Basin-wide
Severe
poverty combined with high
of ecosystems and
of ecosystems and unique
Loss and
reliance on primary natural
unique habitats:
habitats:
Destruction of
resources and income from
Disappearance of
Poaching and illegal
Areas are related to specific
Valuable
agriculture
unique animal and
trade in valuable
issues of species loss*:
Species, Special
Low financial and staff
plant species,
species as well as
Species and ecosystems/
Ecosystems and
capacity in management of
especially endemic
intensive and
unique habitat loss:
Habitats
protected areas and associated
ones; decline of
unsustainable resource
Wetlands
lack of control and monitoring;
species diversity
use and land
Forest areas
poor enforcement of laws
Decrease in numbers
management, such as
Specific protected areas
protecting gazetted forests and
of large mammals with
deforestation, wetlands
Agrodiversity:
game sanctuaries; lack of
negative impact on
conversion, expansion
Intense primary
financial resources for
tourism and associated
of agriculture (crops
agricultural areas
development and
decrease in revenue
and livestock farming,
implementation of effective
Decrease in forest
overfishing,
and relevant programs
cover constituting
uncontrolled burning
Weak agricultural extension
decrease in food, fuel,
and forest fires)
* For specific locations
services
timber and shelter
Lack of alternative
please refer to maps attached
Lack of awareness of
income sources
to this report
Loss of agrodiversity:
biodiversity concerns and
especially in areas of
Loss of genetic base
benefits from conservation
resettlement
(cattle breeds, crops,
Lack of regulations to prevent
vegetables/ fruits); loss Loss of agrodiversity:
introduction of exotic species
of benefits from local
Expansion of hybrid/
Inadequate and unregulated
variety qualities
high yielding crop and
land use practices; insufficient
(tolerance,
livestock varieties
integrated programs for people
productivity,
leading to decrease of
living in protected areas
resilience);
genetic diversity of
dependency on exotic
domestic species
seeds and breeds/
Introduction of exotic
imported varieties
species (not only
restricted to agricultural
species)
B.
Decrease and
Reclamation of
Lack of wetland protection and Basin-wide
Severe in
degradation of wetland
wetlands to expand
management regulations and
most
Wetland
areas (reclamation,
agricultural production
measures and/or lack of
Important and/or degraded
countries
Degradation
siltation, flood
Deforestation, erosion
implementation
wetlands:
- 165 -
damage; water weed
and sedimentation
Poverty and population
Burundi: Ruvubu,
infestation)
Overuse of natural
pressure; shortage of land;
Kanyaru valley and around
Decreased benefits
resources (overfishing/
inadequate land use policies
Lake Rwihinda,
from functioning
hunting/ overgrazing,
Lack of awareness of wetlands
Nyamuswaga wetland
wetlands, e.g. less
farming practices)
function and value
D.R. Congo: SW
groundwater recharge,
Pollution from
lakeshore of Lake Edward
decreased buffering of
industrial, agricultural
Egypt: Lake Nasser area,
floods, loss of filter
and domestic sources
Nile delta (shores of Lake
function to absorb and
Mariut, Burullus and
degrade pollutants and
Manzala); Qarun and
associated decrease in
Rayan
water quality;
Ethiopia: Gambella flood
decreasing ability to
plain (Baro and Akobo
act as sediment trap;
River), Lake Tana,
destruction of habitats
Finchaa area, Dobus
and loss of biodiversity
Swamp/Alatish River
Kenya: Winam Gulf/
Kisumu, estuary of Nzoia
River, Yara swamp
Rwanda: Upstream of
Risumu Falls, lakes south
of Kagera National Park
(Lakes Rwehikama,
Ihema, Hago, and
Rwanyakizinga), Lake
Cyohoha and entire Lake
Bugesera area, Lake
Rweru, Lake Mugesera
Sudan: Sudd, Machar
Marshes, Dinder wetlands
Tanzania: Simiyu river,
Lake Victoria shores,
banks of Kagera
River/swamps
Uganda: shores of Lake
Victoria, Kyoga, Lakes
Edward, George and
Albert
- 166 -
Additional Annex 16: Letters of Endorsement
NILE BASIN INITIATIVE: Nile Transboundary Environmental Action Project
Letters of Endorsement for the Project from Burundi, D.R.Congo, Egypt, Ethiopia, Kenya,
Rwanda, Sudan, Tanzania and Uganda are available in the project files and in the print
version of the Project Appraisal Document prepared for Board presentation.
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Additional Annex 17: STAP Roster Technical Review
NILE BASIN INITIATIVE: Nile Transboundary Environmental Action Project
GEF Scientific & Technical Advisory Panel (STAP)
STAP Technical Review
STAP Reviewer:
Dr. Jan O. Lunqvist
Professor, Department of Water and Environmental Studies
Linköping University, Sweden
Nile Transboundary Environmental Action. Draft GEF Project Brief (GEF-PB)
1.
Overall Impression
I am quite impressed by the level of commitment among the riparians. I am also enthused by the
systematic and coordinated approach to tackle significant development and environmental
challenges that people in the Nile Basin face. Apart from the impressions conveyed by the
GEF-PB report and also the Transboundary Environmental Analysis (TEA), I have had the
opportunity to meet colleagues who have been involved in the Nile Basin Initiative (NBI). Their
description of the NBI concurs with the tone in the GEF-PB and TEA. Actually, I have heard no
arguments which contradict this overall impression. Needless to say, it is a huge project and risks
have been identified (p. 25-27).
2.
Relevance & Priority
This project is a core component of the NBI and the Shared Vision Program. Human livelihoods,
mutual trust and the stability in this part of the world hinge on the possibilities to effectively deal
with negative environmental trends. If not abated and reversed, these trends represent mounting
threats especially to those who live off and on (marginal) lands and whose livelihood is directly
linked to environmental goods and services. To abate and reverse the negative trends, the
pertinent question is not so much who is affected but: what are the root causes behind the trends
and what measures are likely to be effective to foster sustainable development? In TEA, it is
argued that poverty tends to be seen as the general cause for environmental degradation while the
production and consumption of the non-poor account for most environmental impacts (p. 26 ff.).
In Annex 1 (pp 89 96 of GEF-PB) various root causes are listed; poverty is mentioned but
production and consumption aspects are missing. Irrespective of the relative significance of the
root causes, it is essential that both poverty and production and consumption issues are
addressed. It seems that performance benchmarks (p. 32-33) could be shaped so that project
progress is assessed in this regard. This is also motivated by the repeated argument that poverty
alleviation is a major objective of the NBI.
The GEF-PB is one out of seven basin-wide projects. I have not read documents elaborating on
the other six projects. Judging from the titles of the other six projects and the overall NBI, it is
clear that the Environmental Action Program supplements the other projects and vice versa; the
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success of the GEF-PB depends on how well it is co-ordinated with other projects.
3.
Approach
By and large, the approach seems appropriate. It builds on cooperative activities in the region
during the last couple of decades. Obviously, considerable effort has been devoted to make it a
transparent and participatory process. An active involvement of representatives from political,
scientific and other groups in ten riparian countries in the preparation of the GEF-PB, is the best
guarantee for promoting confidence and creating a sense of ownership and commitment in the
region. It is, however, not clear from the report how far down in the society that ownership
extends. Involvement and commitment of civil society is usually tricky but decisive for the
outcome. It is reassuring that the entire project has explicitly emphasized an extensive
participation by a wide range of stakeholders (p. 28; Annex F).The setting up of a Microgrant
Fund which is supposed to target communities and smaller NGOs is a very relevant component
in this connection.
Institutional Strengthening is a key component in the project and it is also the component which
has been allocated the largest share of the budget. The four issues (pp. v and 16-19) which
together make up this component are all relevant. But from the text, it is not possible to see if all
relevant institutional issues are addressed. One important issue concerns title to land. Similarly,
the institutional and legal frameworks regulating water rights (and responsibilities) are critical in
this connection. Both in GEF-PB and TEA, there is a concern about the negative effects of
unclear tenure situations and the failure to enforce laws and regulations.
4.
Objectives
The objectives are valid and focused. It is satisfactory to see that considerable thought has been
given to integrate the various projects so that the NBI can be a coherent undertaking.
5.
Background and justification
From what I have read and heard, the project fits with national priorities and commitments. The
background information, as presented in the report, is relevant. I would have liked to see more
information about land tenure, formal and traditional water rights (and responsibilities) and to
what extent existing (national) environmental policies have worked. Similarly, subsidies on
agro-chemicals, pricing of water and regulation of resource utilisation in general are important
for an understanding of the dynamics of resource utilisation and environmental trends. Many of
these aspects are of a national concern rather than transboundary issues. Maybe that's why they
are not elaborated upon in this report.
6.
Government Commitment and Sustainability
I see no reason to doubt the commitment of Governments in the basin. Mechanisms have been
established in the region, and mandates have been identified, which will make it possible to
co-ordinate national efforts. The GEF-PB gives a clear overview of how regional mechanisms are
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created. Grassroots actions are described in more general terms, for instance, in terms of
demonstration projects, activities at schools, etc. But as mentioned, there is a noticeable
commitment in the project to mobilise and support grassroots activities.
7.
Activities
Activities are organised to promote more effective basin-wide co-operation in five main areas.
During the first phase, two areas are in focus: institutional strengthening (component 1) and
water quality monitoring (component 5). It is quite logical to start with these two areas. Once the
benchmarks have been achieved, the second phase will be launched, consisting of three areas:
Community level land, forest and water conservation, Environmental education and awareness,
and Wetlands and biodiversity conservation.
Water quality monitoring should be linked to a project/program, which has the task to identify
the sources and the pathways of the polluting substances. To be effective, water quality
management must focus on the source of pollution or treatment before environmental damage
occurs. As indicated in the GEF-BP and TEA, there are a number of activities and sources behind
the pollution and the ensuing water quality degradation. In addition to pollution and sediment
load from rural based activities, it is likely that urban and industrial development and also
consumption patterns will play an increasing role. On page 25 it is mentioned that: "It is expected
that SAPs will design follow-on investment programs addressing specific water quality
interventions in the future". This is a kind of activity which is valid in the ambition to deal with
root causes.
8.
Project funding
I find it difficult to have any clear opinion about this. I note that this project will promote and
support the commencement of activities for many years to come and that the total budget for all
these activities is expected to be several billion US dollars (p. 47). I also note that the indicative
cost of GEF PB is US$39 million and that the request to GEF is for US$26.65 million (out of the
39). Some cost estimates are still not available (p. 40).
9.
Replicability
There are 261 trans-boundary (international) river systems in the world. For many of these, some
kind of agreement for collaboration exists, but in most cases, the institutional set-up is weak and
the national political commitment is not as strong as could have been desired. As far as I know,
bi-lateral collaboration is rather common but multi-lateral co-operation is less apparent.
Experiences from the NBI and especially the explicit concern for the linkages between
environmental issues and development aspirations, could be used in other basins. Every basin is
unique - in several aspects - but the principles and the approaches to overcome barriers are of
universal interest.
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10.
Time Frame
The first phase runs over three years. It consists of the full implementation of two components
(point 7 above). At the end of year 3, an assessment of the achievements will be made against an
agreed list of benchmarks. Depending upon the outcome of this evaluation, the intention is to
submit a new proposal for project funding. The time-table and procedure is reasonable.
11.
Global Environmental Benefits and Goals of the GEF
Yes, this project does definitely address issues, which qualify for GEF support. I do not foresee
any negative environmental effects. The opposite is probable.
12.
Rationale for GEF support
With reference to what has been discussed above, the project fits quite well within the overall
strategic thrust of the GEF-funded International Waters project activities and the GEF
Operational Strategy. The answers to the four bullets raised under this point are affirmative.
13.
Secondary Issues to be Addressed
The project has linkages to the biodiversity convention and there are a number of sites in the
Basin which are declared Ramsar sites. Stakeholder involvement has been discussed above. The
innovative character of the project is perhaps primarily related to the fact that the ideas that have
been a recurrent feature in discussions about sustainability have been translated into a coherent
program, which has been widely accepted. Quite an achievement!
One aspect, which is quite innovative but which unfortunately is not elaborated in the report,
concerns the essential idea: "sharing benefits not sharing water" (p. 34). Translating this idea into
policy is probably quite challenging. But for countries where competition for limited and
vulnerable water resources is more and more stiff, this idea is quite valid. -- The proposal to
establish micro-credits is not new, but it is very promising tool to reach the "grassroots".
14. Additional comments
It is a constructive and systematic project, which I do hope will progress as anticipated.
Linkoping, September 6, 2001
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Additional Annex 18: Response to STAP (and IA comments as appropriate)
NILE BASIN INITIATIVE: Nile Transboundary Environmental Action Project
The project preparation team is pleased with the STAP reviewer's strong endorsement of the
project. It is anticipated that the reviewer will remain involved in an advisory capacity during the
implementation phase of the project. The observations and comments provided in the review are
of very great relevance to the project.
Addressing production and consumption aspects of environmental degradation.
Production and consumption aspects are highlighted in the Agenda for Environmental Action
identified in the GEF funded TEA. The present project will address a priority subset of
actions of the Agenda. Production/consumption issues are addressed in the context of the
`water quality' component, as well as the `land and water' and `wetlands' components.
Land tenure, effectiveness of national environmental policies and effect of subsidies.
This is a key issue and will to a certain extent be addressed through the `macro/sectoral
policies and the environment' (component 1). However, as also noted by the reviewer,
aspects on land tenure and related policy matters are best addressed at the national level
rather than in a transboundary context
Additional note: Under points 7 and 10 of the STAP review, the reviewer outlines the
components included under phase 1 and 2 of the project. This is a slight misunderstanding, since
Phase will include components 1, 2, 3, and 5, while Phase 2 will include 1, 2, 3 and 4. This is
clarified in the Project Brief under the sub-heading: "A Program Approach".
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Additional Annex 19: Integrated Safeguards Data Sheet
NILE BASIN INITIATIVE: Nile Transboundary Environmental Action Project
Integrated Safeguards Data Sheet
Section I Basic Information
Date ISDS Prepared/Updated: March 2002
A. Basic Project Data (from PDS)
COUNTRY: Burundi, Congo, Egypt, Ethiopia, Eritrea, PROJECT ID: P070073
Kenya, Rwanda, Sudan, Tanzania, Uganda
PROJECT: Nile Transboundary Environmental Action
TTL: Inger Andersen
APPRAISAL DATE: May 2002
GEF AMOUNT ($m): 26.5
BOARD DATE: June 2002
TOTAL AMOUNT ($m): 39.3
MANAGING UNIT: AFTU1
SECTOR: Environment, Water
LENDING INSTRUMENTS: GEF Grant IW
STATUS: PAD
Portfolio / O.P. 9
Project Objectives
The objective of this project is to provide a strategic environmental framework for the environmentally
sustainable development of the Nile River Basin, to improve the understanding of the relationship between
water resources development and environmental conservation in the Basin, and to provide a forum to discuss
development paths for the Nile with a wide range of stakeholders. Focusing on transboundary issues provides
the riparian countries with a major opportunity to make significant progress towards their economic and
environmental goals in ways that have proved difficult to achieve independently.
This project will strengthen riparian cooperation and coordination by supporting a series of measures
focusing on various aspects of transboundary environmental management. Project activities include capacity
building, training, education and awareness raising, knowledge and information sharing, development of a
decision support system, communications, environmental monitoring and microgrant activities undertaken at
community levels. Diverse stakeholder groups will be encouraged to work together, both within their own
countries and with counterparts in other riparian countries, to help build the mutual understanding,
relationships and trust that are essential to joint problem-solving.
Project Description
The Nile countries recognize that future development of the Basin must be environmentally sustainable.
Identifying the environment and development synergies, and thus the sustainable development opportunities
in the Basin, has therefore emerged as a major priority. A Transboundary Environmental Analysis (TEA) has
been carried out by the Nile riparians with funding from GEF PDF resources and with support from UNDP
and the World Bank. The TEA report constitutes a collective synthesis of basin-wide environmental trends,
threats and priorities. The TEA also identifies the elements of an Agenda for Environmental Action in the
Nile Basin, to be implemented over the next decade or more under the NBI's Strategic Action Program in
coordination with other development activities.
The project will take a programmatic approach and will implement a first set of priority actions identified
through the Agenda for Environmental Action in the TEA. It will encourage more effective basin-wide
stakeholder cooperation on transboundary environmental issues by supporting priority actions through the
following project components, which will be funded through World Bank and UNDP resources respectively:
1. Institutional Strengthening to Facilitate Regional Cooperation (Phases 1 & 2)
1.1 Regional capacity building for transboundary environmental management (UNDP)
1.2 Knowledge management
(World Bank)
1.3 Decision Support System - River Basin Model
(World Bank)
1.4 Macro/sectoral policies and the environment
(World Bank)
2. Land, Forest and Water Conservation (Phases 1 & 2)
(UNDP & World Bank)
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3. Environmental Education and Awareness (Phases 1 & 2)
(UNDP)
4. Wetlands and Biodiversity Conservation (Phase 2)
(UNDP & World Bank)
5. Water Quality Monitoring Basin-wide (Phase 1)
(World Bank)
The World Bank supported areas are highlighted above. The key elements of these components are:
Component 1 - Institutional Strengthening to Facilitate Regional Cooperation
Sub-Component 1.2 - Knowledge management (GEF/WB). This component will provide key project
participants and other stakeholders with improved access to relevant environmental and resource management
information as well as enhanced abilities to communicate with one another. Project activities will facilitate
the establishment of basin-wide environmental communication email/internet, establish and maintain an
electronic environmental knowledge base and repository for resources and documents and publish an
environmental SVP electronic newsletter and establish a website.
1
Sub- Component 1.3 - Decision Support System(DSS) and River Basin Modeling (GEF/WB). This
component will afford a substantial learning process and support improved decision making by developing a
basin-wide decision support system (DSS), including a River Basin Model. This first participatory,
basin-wide development effort of the River Basin Model aims at a simplified representation of the Basin's
hydrology and river system behavior based on available data. The model will allow assessments of potential
future impacts of collaborative projects that may have transboundary implications, and will provide
quantitative river flow information to support more detailed environmental assessments.
Sub-Component 1.4 - Macro and Sectoral Policies and the Environment (GEF/WB). This component will
encourage strengthening of national policies that affect environmental conservation, as a component of
sustainable economic development and as a key step towards a more informed environmental policy debate.
Project activities will support a regional/transboundary study of the national and international policies
determining the patterns of economic development and environmental change in at least three of the riparian
states (in coordination with the SVP Benefit-sharing/Integration project).
Component 2 Community Level Land, Forest, and Water Conservation.
This component includes
regional institutional strengthening and support to national NGO networks (Sub-Component 2.1
GEF/UNDP); and rapid soil erosion studies that build on the basin-wide transboundary environmental
analysis (Sub-Component 2.2 GEF/UNDP). These activities will complement the community-level actions
to be financed by a Nile Transboundary Microgrant Program (Sub-Component 2.3 - GEF/UNDP; NBTF/WB
Canadian CIDA contribution Phases 1 & 2). The community-based microgrants (not exceeding $25,000
per grant) will support pilot activities at selected transboundary sites to demonstrate the feasibility of
local-level approaches to land and water conservation, including mitigation actions for soil erosion,
desertification, non-point source pollution and invasive water weeds.
Component 4 - Wetlands and Biodiversity Conservation (GEF/UNDP and NBTF/WB Phase 2). This
component will improve the understanding and awareness of the role of wetlands in supporting sustainable
development and improve management at three transboundary wetlands and cross-border protected areas to
be selected in Phase 2 of the project. The project component will build on the significant number of
nationally-focused wetland conservation and management initiatives in the Nile Basin. Networks based on
existing centers of knowledge and experience will be established. The project will help provide a
transboundary overlay and set of perspectives to complement national conservation activities.
Component 5 Water Quality Monitoring (GEF/WB). This component will make an important contribution
to improving water quality monitoring across the Nile Basin. Capacities for water quality vary widely in the
Basin and this component will help upgrade the skills and capacities of key stakeholders. One essential
outcome will be the establishment of standard analytical methods and improved capacities to monitor a
limited number of key water quality parameters using uniform analytical methods across the Basin.
Additionally, cost recovery options for water quality monitoring and possibilities of creating incentives for
pollution prevention will be better understood. Improved water quality information will enable better decision
making by governments and other resource users, particularly with respect to transboundary environmental
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management. A limited basin-wide water quality monitoring program at selected environmental hotspots of
transboundary significance will be initiated.
Project Location: (Geographic location, information about the key environmental and social characteristics
of the area and population likely to be affected, and proximity to any protected areas, or sites or critical
natural habitats, or any other culturally or socially sensitive areas.)
The proposed project involves all the Nile Basin riparian countries (Burundi, Congo, Egypt, Ethiopia, Eritrea,
Kenya, Rwanda, Sudan, Tanzania, Uganda). Maps outlining the Nile Basin area, areas of critical
environmental threats as well as critical habitats have been prepared and are appended to the GEF brief as
well as the Transboundary Environmental Analysis report. The maps will be appended to the PAD.
B. Check Environmental Classification A [ ], B [ }, C [X], FI [ ], TBD [ ]
Comments: The project enhances transboundary cooperation and environmental quality. Training,
networking, improving the management of ecologically sensitive areas and information management are
among the major activities of the project. The World Bank funded components will strengthen environmental
capacities and awareness through (i) enhanced information exchange, NGO networking and community level
capacity building, (ii) better understanding and broader awareness of the role of wetlands in supporting
sustainable development, and (iii) common analytical methods and transboundary information exchange for
water quality monitoring. Resources will be made available through a Microgrant Fund for community
actions (grants< $20-25,000) for improved local land management, water weed control, soil conservation,
and land and water degradation control. The activities will be implemented at community and village levels.
Screening for environmental and social aspects will be part of the grant application process.
C. Applicability of Safeguard Policies (from PDS)
Click on Policy name for brief summary of objectives, triggers and requirements
Click on Policy reference number for full policy
Yes
No
TBD
Environmental Assessment (OP/BP/GP 4.01)
[ ]
[X]
[ ]
Forestry (OP/GP 4.36)
[ ]
[X]
[ ]
Natural Habitats (OP/BP 4.04)
[ ]
[X]
[ ]
Safety of Dams (OP/BP 4.37)
[ ]
[X]
[ ]
Pest Management (OP 4.09)
[ ]
[X]
[ ]
Involuntary Resettlement (OD 4.30)
[ ]
[X]
[ ]
Indigenous Peoples (OD 4.20)
[ ]
[X]
[ ]
Cultural Property (OPN 11.03)
[ ]
[X]
[ ]
Projects in Disputed Territories (OP/BP/GP 7.60)*
[ ]
[X]
[ ]
Projects in International Waterways (OP/BP/GP 7.50)
[ ]
[X]
[ ]
* By supporting the proposed project, the Bank does not intend to prejudice the final determination of the
parties' claims on the disputed areas
- 175 -
Section II Key Safeguard Issues and Their Management
D. Summary of Key Safeguard Issues. Please fill in all relevant questions. If information is not available, describe
steps to be taken to obtain necessary data.
1. Describe any safeguard issues and impacts associated with the proposed project
There are no anticipated safeguard issues associated with the project.
2. Identify and describe any potential large scale, significant and/or irreversible impacts. Describe any
potential cumulative or long term impacts.
N/R
3. In light of 1 and 2, describe the proposed treatment of alternatives (if required)
N/R
4. Describe arrangement for the borrower to address safeguard issues
The Nile Basin countries are committed to demonstrate excellence in implementing cooperative projects.
Intensive EA training has taken place in most of the Basin countries and enhancing capacity on all aspects of
project cycle management, including EA, in a transboundary context is additionally addressed within a major
component of another basin-wide project, the Water Resources Planning and Management Project.
5. Identify the key stakeholders and describe the mechanisms for consultation and disclosure on safeguard
policies, with an emphasis on potentially affected people.
The project PAD including the ISDS will be made available through the World Bank Info Shop, will be
available from the Nile Basin Secretariat and through each National Shared Vision Program office which will
be coordinating activities of all Nile Basin Initiative basin-wide projects on the National level. The GEF
project brief has been posted on the website of the GEF Secretariat. All key documentation will be available
in English and French, the two agreed languages within the Nile Basin Initiative.
The following documents have been made available on websites or in printed versions during project
preparation:
Document
Published through
Date
Transboundary Environmental Analysis
GEF; hundreds of copies made available
5/2001
through the Nile-TAC members, UNDP
country offices/WB resident missions,
and distribution to donors and other
interested individuals; copies available
upon request through the GEF/WB and
GEF/UNDP
GEF Project Brief (draft)
Printed copies distributed at the ICCON
5/2001 (print);
meeting and through mailings; posted on
10/2001 (website)
NBI website
www.nilebasin.org
SVP overview of projects
NBI website
4/2001
www.nilebasin.org
Project Information Document (PID)
WB Infoshop (PIC)
9/2001; 4/2002
(updated)
Integrated Safety Data Sheet (ISDS)
WB Infoshop (PIC)
9/2001; 3/2002
(updated)
GEF Project Brief (final)
GEF website
11/2001
(work program submission)
www.gefweb.org; document location
(Council work program Dec. 2001):
http://www.gefweb.org/Documents/Council
_Documents/GEF_C18/Regional_Nile_Tra
nsboundary_Environmental.pdf
- 176 -
General Procurement Notice
UN Development Business and
5/2002
Development Gateway's dgMarket.
Extensive participation by a wide range of stakeholders is an explicit emphasis of the entire project. A range
of stakeholders have already participated in the national consultation processes linked to the Transboundary
Environmental Analysis, and the implementation of the project will build on these contacts and relationships.
Significant project components aim to broaden and deepen stakeholder involvement in environmental
management. The basin-wide Working Groups that will coordinate each of the project components will all
include a range of stakeholder representatives. Local stakeholders, especially communities and smaller
NGOs, are explicitly targeted beneficiaries for some of the components. A wide range of stakeholders is also
expected to be involved in and benefit from the information and knowledge management component as well
as the environmental education and awareness program. Representatives of major stakeholder groups will
also have opportunities to participate in monitoring and evaluating the project.
E. Safeguards Classification (select one). Category is determined by the highest impact in any policy. Or on basis of
cumulative impacts from multiple safeguards. Whenever an individual safeguard policy is triggered the provisions of that
policy apply.
[ ] S1. Significant, cumulative and/or irreversible impacts; or significant technical and institutional risks in
management of one or more safeguard areas
[ ] S2. One or more safeguard policies are triggered, but effects are limited in their impact and are
technically and institutionally manageable
[X] S3. No safeguard issues
[ ] SF Financial intermediary projects, social development funds, community driven development or similar
projects which require a safeguard framework or programmatic approach to address safeguard issues.
F. Disclosure Requirements
Environmental Assessment/Analysis/Management Plan:
Date of receipt by the Bank
.../.../...
or N/A
Date of "in-country" disclosure
.../.../...
or N/A
Date of submission to InfoShop
.../.../...
or N/A
For category A projects, date of distributing the Executive
Summary of the EA to the Executive Directors
.../.../...
or N/A
Resettlement Action Plan/Framework:
Date of receipt by the Bank
.../.../...
or N/A
Date of "in-country" disclosure
.../.../...
or N/A
Date of submission to InfoShop
.../.../...
or N/A
Indigenous Peoples Development Plan/Framework:
Date of receipt by the Bank
.../.../...
or N/A
Date of "in-country" disclosure
.../.../...
or N/A
Date of submission to InfoShop
.../.../...
or N/A
Pest Management Plan:
Date of receipt by the Bank
.../.../...
or N/A
Date of "in-country" disclosure
.../.../...
or N/A
Date of submission to InfoShop
.../.../...
or N/A
Dam Safety Management Plan:
Date of receipt by the Bank
.../.../...
or N/A
Date of "in-country" disclosure
.../.../...
or N/A
Date of submission to InfoShop
.../.../...
or N/A
If in-country disclosure of any of the above documents is not expected, please explain why.
Signed and submitted by:
Task Team Leader:
Name: Inger Andersen
Date: June 7, 2002
Project Safeguards Specialist 1:
Name: Astrid Hillers
Date: June 7, 2002
Project Safeguards Specialist 2:
Name
Date:
- 177 -
Project Safeguards Specialist 3:
Name
Date:
Approved by:
Deputy Regional Safeguards Coordinator
Name: Serigne Omar Fye Date: June 19, 2002
Acting Sector Manager
Name: Alain Locussol
Date: June 7, 2002
- 178 -
- 179 -
UNDP project document (prodoc)
Nile Basin Initiative
On behalf of Burundi, Democratic Republic of Congo, Egypt, Ethiopia, Kenya, Rwanda,
Sudan, Tanzania, and Uganda
United Nations Development Programme
Other partners:
UNDP and the World Bank are jointly implementing the present project for the GEF. The
project beneficiary is the Nile Basin Initiative (NBI). On behalf of the NBI, UNOPS will execute
the part of this project for which UNDP acts as Implementing Agency of the GEF. The NBI,
through its executing arm the NBI Secretariat, will be the executing agency for the World Bank
GEF and Nile Basin Trust Fund (NBTF) financed portions of the Project. The Higher Council
for Environment and Natural Resources in Khartoum, Sudan will host the PMU. Other involved
agencies are the Environmental Agencies of the participating countries. Several bilateral donors
contribute to the financing of this project through the WB managed Nile Basin Trust Fund
(NBTF).
NILE TRANSBOUNDARY ENVIRONMENTAL ACTION PROJECT
The objective of this project is to provide a strategic environmental framework for the environmentally
sustainable development of the Nile River Basin, to improve the understanding of the relationship between
water resources development and environmental conservation in the Basin, and to provide a forum to
discuss development paths for the Nile with a wide range of stakeholders. Focusing on transboundary
issues provides the riparian countries with a major opportunity to make significant progress towards their
economic and environmental goals in ways that have proved difficult to achieve independently.
This project will strengthen riparian cooperation and coordination by supporting a series of measures
focusing on various aspects of transboundary environmental management. Project activities include
capacity building, training, education and awareness raising, knowledge and information sharing,
development of a decision support system, communications, environmental monitoring and field activities
at selected pilot sites. Diverse stakeholder groups will be encouraged to work together, both within their
own countries and with counterparts in other riparian countries, to help build the mutual understanding,
relationships and trust that are essential to joint problem-solving.
The GEF program will encourage more effective basin-wide stakeholder cooperation on transboundary
environmental issues by supporting priority actions in five main areas: (1) institutional strengthening, (2)
community-level land, forest and water conservation, (3) environmental education and awareness, (4)
wetlands and biodiversity conservation and (5) water quality monitoring.
The project has been designed with a phased approach, mainly as a result of funding constraints in the
GEF. The five-year project has therefore been divided into two GEF funding phases. The GEF funding
approved so far covers the first three years of implementation of the components for which UNDP has
responsibility. All Bank GEF components are fully funded from the initial GEF allocation and will be
completed within the five-year time span of the full project. At the end of the third project year, a second
submission will be made by UNDP for the additional GEF resources. It is anticipated that additional
resources might be received for Phase II through the NBTF (WB managed) to address aspects of
component 4 (Wetlands and Biodiversity Conservation).
1
ACRONYMS AND ABBREVIATIONS
CG
Consultative Group
DSS
Decision Support System
EAC
East African Community
EN-SAP
Eastern Nile riparian grouping for project development: includes Egypt, Sudan
and Ethiopia
FAO
United Nations Food and Agriculture Organization
GEF
Global Environment Facility
HEP
Hydro-Electric Power Development
ICCON
International Consortium for Cooperation on the Nile
ILWM
Integrated Land and Water Management Program for Africa
IMS
Information Management System
IUCN
World Conservation Union
LVEMP
Lake Victoria Environmental Management Project
NBI
Nile Basin Initiative
NEL-SAP
Nile Equatorial Lakes Region riparian group for project development:
includes the six countries in the southern portion of the Basin Burundi, D.R.
Congo, Kenya, Rwanda, Tanzania and Uganda as well as the downstream
riparians, Sudan and Egypt
NGO
Nongovernmental organization
Nile-COM
Council of Ministers of Water Affairs of the Nile Basin
Nile-TAC
Nile Basin Initiative Technical Advisory Committee
Nile-SEC
Nile Basin Initiative Secretariat
NRBAP
Nile River Basin Action Plan
PCC
Project Coordination Committee
PCU
Project Coordination Unit
SAP
Subsidiary Action Program
Sida
Swedish International Development Agency
SVP
Shared Vision Program
TEA
Transboundary Environmental Analysis
UNDP
United Nations Development Programme
USAID
United States Agency for International Development
WWF
World Wide Fund for Nature
2
Table of Contents
ACRONYMS AND ABBREVIATIONS....................................................................................................2
Table of Contents.........................................................................................................................................3
PART IA SITUATION ANALYSIS ..........................................................................................................4
PART IB STRATEGY ................................................................................................................................4
PART II RESULTS FRAMEWORK ........................................................................................................5
INPUTS......................................................................................................................................................10
PART III MANAGEMENT ARRANGEMENTS ..................................................................................12
INSTITUTIONAL ARRANGEMENTS FOR PROJECT IMPLEMENTATION..........................................................12
A decentralized approach....................................................................................................................12
Management at the Regional Level - The Project Management Unit..................................................12
Management at the national level........................................................................................................13
PROJECT EXECUTION ................................................................................................................................14
Ownership............................................................................................................................................14
NBI Secretariat....................................................................................................................................14
United Nations Office for Project Services (UNOPS) .......................................................................15
Reporting and Supervision ..................................................................................................................15
Recruitment of PMU staff ....................................................................................................................17
Basin-wide Coordination.....................................................................................................................18
PART IV LEGAL CONTEXT .................................................................................................................18
BUDGET........................................................................................................................................................
PART V. IMPORTANT AND SPECIAL CONSIDERATIONS...........................................................23
MONITORING, EVALUATION AND DISSEMINATION...................................................................................23
SIGNATURE PAGE .................................................................................................................................25
ANNEXES ..................................................................................................................................................26
ANNEX 1.1 TERMS OF REFERENCE ..........................................................................................................27
ANNEX 1.2 OUTLINE WORK PLAN............................................................................................................74
ANNEX 1.3 BUDGET DETAILS ..................................................................................................................76
ANNEX 1.4 PROJECT DESIGN SUMMARY/ LOGICAL FRAMEWORK...........................................................78
ANNEX 1.5 MONITORING AND EVALUATION PLAN .................................................................................85
ANNEX 1.6 DETAILED PROJECT DESCRIPTION.........................................................................................91
ANNEX 1.7 INCREMENTAL COSTS .........................................................................................................115
ANNEX 1.8 SUMMARY OF GEF CO-FINANCING.....................................................................131
ANNEX 2 FULL GEF PROJECT BRIEF APPROVED BY THE GEF COUNCIL (AVAILABLE UPON REQUEST) .133
ANNEX 3 DRAFT PROJECT IMPLEMENTATION PLAN (PIP) (AVAILABLE UPON REQUEST) ......................133
3
PART IA SITUATION ANALYSIS
The vision of the Nile Basin Initiative (NBI) is to achieve sustainable socio-economic
development through equitable utilization of, and benefit from, the common Nile Basin water
resources. The NBI's Shared Vision Program aims to support establishment of an enabling
environment for cooperative development. The project aims to develop a framework for basin-
wide environmental action linked to transboundary issues within the context of the Nile Basin
Initiative's (NBI's) Shared Vision Program under the GEF's International Waters Program. The
project aims at creating more effective basin-wide stakeholder cooperation on transboundary
environmental issues by supporting the implementation of a subset of the actions prioritized by
the transboundary analysis. A detailed description of the problem to be addressed is provided in
the project brief (annex 2) as well as in the Transboundary Environmental Analysis (TEA) that
was undertaken as part of the preparation process of this project and which can be provided upon
request.
The project straddles the geographic coverage of two of UNDP's regional bureaux: the Bureau
for Arab States and the Bureau for Africa. The relevant outcome in the Regional Arab Bureau
(RAB) Programme is SAS G3-SGN1-SASN2 Regional Cooperation framework acceptable to
all Nile Basin countries. The relevant outcome in the Regional Africa Bureau (RAF) Programme
is G3-SGN2-SASN2 Framework agreement drafted in full consultation with all stakeholders in
all Nile River Basin countries.
The national and regional institutional and legal frameworks are described in detail in the
annexed project brief (annex 2). A description of lessons learned that have influenced project
design is also provided, as well as an independent review of the project design in Annex C of the
Project Brief (annex 2).
PART IB STRATEGY
The approach by the Nile Basin countries to sustainable development while protecting
international waters, and their national commitments to these goals are described in the section
of the project brief presenting the strategic context of the project as well as the observed baseline
course of action. UNDP's programme in support to these goals is described in the Strategic and
Institutional Context section of the project brief (annex 2), while the specific activities
undertaken through this project in support of policy development and strengthened national
capacities are described in the section on Components, Outputs and Activities. A more detailed
description can further be found in the annexed PIP (annex 3).
4
PART II RESULTS FRAMEWORK
A detailed log-frame matrix is provided in Annex B of the Project Brief (Annex 2) as well as in annex 1.4 of the current project document.
Intended Outcome as stated in the Regional Results Framework:: Cooperative framework agreement for the legitimate and equitable sharing
of water resource (RAF programme) and Improved capacity of national/sectoral authorities to plan and implement integrated approaches to
environmental management and energy development that respond to the needs of the poor (RAB programme)
Outcome indicator as stated in the Regional Programme Results and Resources Framework, including baseline and target. RAF
programme: Number of African countries formally adopting the regional and sub-regional cooperative management of shared natural resources
framework agreements; RAB Programme: Improved national capacity for project preparation and strengthened capacity in selected regional
environmental management activities (water, solid and hazardous waste, energy, dry lands); the baseline: Environmental institutions in the region
are embryonic, public awareness remains partial and investment needs are enormous; the end of SRF target: Arab countries have integrated
environmental issues into economic decision making. Arab riparian countries would have benefited from improved climate for cooperation among
riparian countries resulting in increased investments.
APPLICABLE STRATEGIC AREA OF SUPPORT: RAF PROGRAMME: G3-SGN2-SASN1 - REGIONAL COOPERATION AND
COORDINATION RAB PROGRAMME: G3-SGN1-SASN2 - INSTITUTIONAL FRAMEWORK
Partnership Strategy: RAF Programme states: UNDP is lead coordinator - coordination of technical mngt and financial support to the process
of formulating framework agreements and the implementation Regional and national institutions are lead partners for active participation in the
formulation of national and sub-regional priorities to be included in the framework agreements for the management of shared natural resources
Arab States Bureau - joint coordination of programme with UNDP Africa Bilateral and multilateral development partners provide technical
advise and financial support NGOs and CSOs are lead partners in the consultative process for the formulation, implementation and evaluation of
the framework agreements and implementation programmes; The RAB Programme states: Two existing coordination arrangements that bring
partners in the region to discuss key environmental management issues are operational. These are, the annual METAP partners meetings in which
UNDP is a full partner and the Nile Basin Team located at the World Bank, which brings UNDP and the Bank together to promote development
cooperation among the Riparian countries. The specific partners that will be engaged in achieving this outcome include, the Islamic Development
Bank (IDB), EC, EIB, the World Bank, Finland, Switzerland, Denmark, Netherlands, CIDA, SIDA, and the Riparian country governments.
PROJECT TITLE AND NUMBER: RAB/01/G31 NILE TRANSBOUNDARY ENVIRONMENTAL ACTION PROJECT
Intended Outputs
Output targets for (years)
Indicative Activities
Inputs
Result/ Component 1:
Increased regional cooperation in
Total project cost: US $ 43.6 million
Institutional Strengthening to
environmental and water management
Facilitate Regional Cooperation
fields
Of this: from GEF US $ 26.5 million (of
1. Regional Capacity Building
1.1.1 Establish Project Steering Committee
which $ 18.5 million through UNDP in two
for Transboundary
1.1.2 Establish Project Management Unit
phases: 8.8 million in phase 1; 9.7 million
Environmental Management
1.1.3 Hire National Project Coordinators
2. Communications and
in phase 2) and $ 8 million through the
1.2.1 Procure and install hardware
Knowledge Management
1.2.2 Hire knowledge management PMU
World Bank)
5
Increased basin-wide community action
staff
From the Nile Basin Trust Fund (managed
and cooperation in land and water
1.2.3 Develop communications plan
by WB; inputs from various bilaterals
management
1.2.4 establish environmental knowledge
including CIDA): $ 12.8 million
base
Basin-wide networks of environmental and
From the Nile countries (in-kind): $ 4.3
water professionals
1.2.5 publish environmental newsletter and
million
establish project website
3. Decision Support System
Greater appreciation of river hydrology and
1.3.1 develop RBM and conduct staff
(DSS) (River Basin Model)
more informed discussion of development
training
Costs of components (in brackets amount
paths
1.3.2 establish and solidify linkages
contributed by UNDP-GEF)
between regional DSS unit and national
Expanded information and knowledge base
user network
1. $ 18.24 million ($ 6.92 million)
on land and water resources available to
1.3.3 Test and apply RBM for selected
professionals and NGOs
2. $ 11.85 million ($ 3.72 million)
projects/programs
3. $ 3.43 million ($ 3.43 million)
Greater awareness of the linkages between
1.3.4 consolidate RBM use and training
4. $ 7.15 million ($ 4.37 million)
4. Macro and sectoral policies
macro/sectoral policies and the
1.4.1 identify candidate institutions &
5. $ 2.93 million ($ 0)
and the environment
environment
researchers and select the study participants
1.4.2 hold one regional workshop to report
Greater awareness and increased capacity
on and disseminate each of the two applied
Inputs by categories of expenditures:
on transboundary water quality threats
research studies
1.4.3 contract with participating
Equipment $ 1.95 m
researchers/host institutions
Staff/personnel $ 6.99 m
1.4.4 hold one regional workshop to report
Consultants $ 14.46 m
on and disseminate each of the two research
Training & workshops $ 4.63 m
studies
Travel $ 2.12 m
Microgrants to NGOs $ 7.10 m
Result/ Component 2:
Community-level Land, Forest
Miscellaneous $ 2.05 m
and Water Conservation
In-kind from riparians $ 4.30 m
1. Enhanced basin-wide
2.1.1hire Nile transboundary microgrants
capabilities and cooperation
lead specialist at PMU
2.1.2 conduct regional capacity building
workshops for NGOs, NGO networks and
government staff
2. Improved understanding of
2.2.1 carry out rapid assessment studies for
transboundary soil erosion
soil erosion in Ethiopia, Rwanda and Sudan
2.2.2 hold national and regional workshops
to apply findings and initiate dissemination
3. Micro-grant Fund to support
2.3.1 establish national institutional
local-level land, forest and
arrangements for Nile transboundary
water conservation initiatives
microgrants program in each country
at transboundary sites
2.3.2 organize a regional initial Nile
transboundary microgrants workshop
2.3.3 develop regional Nile microgrants
6
strategy & finalize Microgrants operational
manual
2.3.4 develop national Nile transboundary
microgrants action plans (each participating
country)
2.3.5 develop reporting requirements and
M&E framework (regional and national)
2.3.6 formulate Nile microgrants
communication strategy
2.3.7 organize national Nile transboundary
microgrants launching workshop
2.3.8 administer national Nile
transboundary microgrants
2.3.9 additional national and regional
workshops as needed
2.3.10 organize regional review workshop
to assess progress and lessons learned
2.3.11 prepare assessment of lessons
learned and recommendations
Result/ Component 3:
Environmental Education and
Awareness
1. Enhanced Public awareness
3.1.1 establish national environmental
and understanding of Nile
working education & awareness working
transboundary environmental
group
issues
3.1.2 regional workshop to exchange
experiences and plan transboundary actions
3.1.3 develop detailed workplan
3.1.4 cooperatively develop transboundary
environmental education materials
3.1.5 additional national and regional
workshops as needed
3.1.6 hold final regional workshop to assess
experiences and plan future activities
2. Enhanced networking among
3.2.1 deliver schools networking services
secondary schools for
subcomponent (World Links or equivalent)
project-based learning
3.2.2 develop detailed work plan
3.2.3 identify participating schools and
teachers
3.2.4 organize and conduct teacher training
workshops
3.2.5 support transboundary environmental
7
projects within school networks
3.2.6 organize Nile transboundary
environmental education award scheme
3.2.7 hold regional workshops to assess
experiences & formulate further action
3.2.8 additional naional and regional
workshops as needed
3.3.1 prepare work plan
3. Piloting Enhanced
3.3.2 select participants for development of
networking amongst
university course on Nile transboundary
universities and other
issues
research institutions
3.3.3 organize two regional workshops to
facilitate course preparation
Result/ Component 4:
Wetlands and Biodiversity
Conservation
1. Enhanced regional
4.1.1 establish a wetlands and biodiversity
cooperation and capacity for
conservation working group
conservation and
4.1.2 elaborate selection criteria for key
management of wetlands and
conservation areas to be targeted
their biodiversity is improved
4.1.3 establish basin-wide network of
stakeholder representatives/experts
4.1.4 develop training, education and
awareness programs
2. Understanding and
4.2.1 selection of study sites
awareness of the role of
4.2.2 prepare ToR for each study and tender
wetlands in supporting
assignments
sustainable development is
4.2.3 backstop the implementation of each
improved
study
4.2.4 prepare the wetlands education,
training and awareness programs
4.2.5 carry out workshop to disseminate
results and deliver training and education
materials
3. Management capacity of
4.3.1 select three sites for intervention;
selected wetlands
prepare ToR for baseline assessment and
strengthened
preparation of management plans
4.3.2 contract out assignments
4.3.3 formally adopt the management plans,
elaborated through a participatory process
4.3.4 start implementation of plans
8
Result/ Component 5:
1. Water Quality Monitoring
5.1.1 establish basin-wide working group
Basin-wide Enhanced
5.1.2 Review and summarize national water
national capacities for water
quality monitoring efforts; compile Water
quality monitoring
Quality report; set priorities and develop
work plan
5.1.3 Develop common analytical methods
and conduct training
5.1.4 Build capacity for water quality
2. Transboundary water quality
monitoring and enforcement
awareness raising and
5.2.1 Conduct study tour
information sharing
5.2.2 Develop compatible data reporting
and database formats
5.2.3 Transboundary Nile Water Quality
Monitoring
5.2.4 Review and consolidate experiences
9
INPUTS
Government Contribution Total: US $ 4,303,0001
Number
Unit Cost
US$
Personnel:
sub-total
3,790,000
Training:
sub-total
Equipment:
sub-total
23,000
Travel:
sub-total
130,000
Miscellaneous
sub-total
360,000
TOTAL
4,303,000
Third Party Contribution Total US $ 12,800,0002
Number
Unit Cost
US$
Personnel:
sub-total
Training:
sub-total
Equipment:
sub-total
Travel:
sub-total
Miscellaneous
sub-total
TOTAL
1 Includes both contributions from riparian state governments and NGOs.
2 Refers to the contributions from bilateral donors through the NBTF
10
UNDP (GEF) Contribution Total: 18.49 million $US
Phase 1 $
Phase 2 $
US$ (total)
Personnel:
2.90
3.25
6.15
sub-total
6.15
Training:
1.58
0.42
2.00
sub-total
2.00
Equipment:
0.90
0.00
0.90
sub-total
0.90
Travel:
1.08
0.36
1.44
sub-total
1.44
Miscellaneous
2.34
5.66
8.00
sub-total
8.80
9.69
TOTAL
18.49
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PART III MANAGEMENT ARRANGEMENTS
INSTITUTIONAL ARRANGEMENTS FOR PROJECT IMPLEMENTATION
A DECENTRALIZED APPROACH
In March 2001, at the Extraordinary Meeting of the Nile-COM, the options for the implementation
arrangements of the SVP projects were reviewed. The Nile-COM has decided, as a basic principle, that
the Project Management Units (PMUs) for the 7 SVP projects will be located in several Nile countries
in accordance with a "decentralized approach" to enhance ownership and commitment to the program in
the region. In making its decision on PMU location, the Nile-COM took into account issues such as
country commitment, project synergies, special expertise and donor relations. Nile-COM decided that to
be eligible to host a PMU, a country must at minimum: (i) be up-to-date in its NBI Secretariat annual
dues; and (ii) have committed to funding a National NBI Office that will serve a coordination function
among the various regional and national NBI activities. Moreover, a country interested in hosting a PMU
was requested by the Nile-COM to demonstrate commitment to the project, by providing office space and
administrative-secretarial support, water and power services, operation and maintenance of the project's
premises, and other support.
Following consultations between the Nile-COM members, PMU location has been agreed as follows:
Confidence Building & Stakeholder Involvement (Communications)
Uganda (Nile Sec)
Socio-Economic Development and Benefit Sharing
Uganda (Nile Sec)
Nile Basin Regional Power Trade
Tanzania
Efficient Water Use for Agricultural Production
Kenya
Nile Transboundary Environmental Action Project
Sudan
Water Resources Planning and Management
Ethiopia
Applied Training
Egypt
MANAGEMENT AT THE REGIONAL LEVEL - THE PROJECT MANAGEMENT UNIT
The PMU for the Nile Transboundary Environmental Action Project will be located in Khartoum. Key
technical and administrative staff for the PMU will be hired under the UNDP-implemented portion of the
project, which will be administered by the United Nations Office for Project Services (UNOPS) on behalf
of the NBI. The PMU will operate at the basin wide level and, in support of the NBI, will be responsible
for managing and implementing the project in all participating countries. In order to facilitate smooth
operations, maintain and enhance dialogue between the Nile riparians, and further the SVP's
developmental objectives, the NBI is entering into a partnership with the United Nations Office for
Project Services (UNOPS). NBI will request UNOPS to oversee the daily management of the PMU in
order to facilitate local contracting, fund management, local procurement, disbursement, program
administration, and project-level monitoring.
The Project Manager, the regional Thematic Lead Specialists for the project and other staff, including
monitoring & evaluation, procurement and finance specialists, will be located at the Project Management
Unit.
12
The PMU will report to the project Steering Committee, which will provide it with strategic guidance.
The Steering Committee will review and approve annual work plans and will receive and review annual
substantive and financial reports on project activities. The Steering Committee will be composed of an
environment sector focal point from each participating country (Heads of environment agencies or
departments or Permanent Secretaries of the environment ministries); an NBI Technical Advisory
Committee member from the PMU country to ensure coordination with the broader NBI and other SVP
projects; and the NBI Secretariat. National Project Coordinators, or the equivalent, may attend Steering
Committee meetings as appropriate to the project. CIDA (as well as any additional donor partners),
UNDP, the World Bank, UNOPS, and other appropriate parties will be invited as observers to the
meetings. The Steering Committee is expected to meet at least annually in Khartoum and will be
alternately chaired by the host country member of the Steering Committee and the NBI representative.
The member from Sudan will chair the first meeting of the Committee. The PMU will provide secretariat
support to the Committee.
To facilitate needs as determined by the PMU, special ad hoc basin-wide Working Groups can be
convened by the PMU. These Working Groups are intended to be temporary, existing only for the
duration necessary to address the identified need. For example, a Working Group may be set up to
identify transboundary migratory species.
Chart 1. Organizational chart illustrating the Shared Vision Program
Nile-
Nile COM
Nile-TAC
Policy level
Nile-
Nile SEC
Benefit Sharing /
PMU -
Integration
Regional
Level
Conf Bldg
Environ
Power
Agricul
WRM
Training
Special basin-
basin wide
-
Working Groups, ad hoc
Groups,
National NBI Office
National
(one per country)
Level
Conf Bldg
Environ
Power
Agricul
WRM
Training
Benefits
MANAGEMENT AT THE NATIONAL LEVEL
Project management at the national level. The project will employ a National Project Coordinator
(NPC) in each of the participating countries. The NPC will be responsible for supervising and
coordinating the implementation of project activities at the country level. The NPC will also provide a
critical link between the PMU and regional activities and national-level organizations and project
activities as well as between the Environment Project and the respective national NBI office. The NPC
13
will be a full-time position that is project-funded and competitively hired. The NPCs will be housed in the
Ministries of Environment or lead Environment Agency in each of the participating countries.
Chart 2. Organizational chart illustrating the Transboundary Environmental Action Project
Nile-COM
-
Nile-TAC
-
Policy level
Nile-SEC
-
Project Steering
Committee
PMU -
Regional
Project Management Unit
Project Manager
Level
Evaluation Lead S
Evaluation Lead pecialist
Finance & Procurement
PMU Staff
Lead Specialist
Lead Specialist
Lead Specialist
Lead Specialist
Lead Specialist
River Basin Model
Land/Water
Land/
Env Edu/Aware
/
.
Wetlands/PA
Wetlands
Water Quality
(WRM Project PMU)
Microgrant
National Project Coordinator
National
(one per
(one
country)
Level
National Specialists
National
Ministry of Education
E
,
Ministry of En
of E v.
v and
.
Ministries of
Ministries Water
of
,
Min. of Env., W
Min. of Env., ildlife
il
En
E v.,
v Ag.,
Ag Forestry,
Forestry
Nature Clubs,
Water,
Universities, NGOs,
Services, NGOs,
GO
Eco
E -
co
NGOs, community
NGOs,
NGOs, You
NGOs,
th
You
Groups,
G
Industries, National
Etc.
Et
tourism, etc.
groups
etc.
Labs, etc.
PROJECT EXECUTION
OWNERSHIP
Ownership of the NBI by the Nile Basin countries is central to the progress made in Nile cooperation. It is
important therefore, that this remains unquestioned as the process moves from project planning to project
implementation. Therefore, SVP implementation arrangements are designed to maximize ownership and
decision-making of the NBI institutions, the national ministries and counterparts, and the PMUs. The
implementation arrangements, in addition, aim not to overburden these structures with unnecessary
administrative and procedural functions and to allow them to focus unhindered on the strategic guidance
and daily management of the Shared Vision Program.
NBI SECRETARIAT
The NBI, through its executive arm the NBI Secretariat, is the main beneficiary of the project and will be
the executing agency for the World Bank GEF and Nile Basin Trust Fund (NBTF) financed portions of
the Project. The NBTF is a multi-donor trust fund established for financing NBI activities. It is initially
managed by the World Bank with the understanding that management of the NBTF will be transferred to
the NBI over time. The NBI will therefore manage overall fund flow and disbursements, and will also
manage information sharing, coordination, integration and monitoring and evaluation. As the executing
14
agency for the project, the NBI will define procedures for issues such as reporting, monitoring and
evaluating. In addition, the NBI will host the integration matrix component of the Socio-Economic
Development and Benefit-Sharing project, which will ensure that the impact and benefits from the SVP
projects are maximized throughout the Nile Basin.
UNITED NATIONS OFFICE FOR PROJECT SERVICES (UNOPS)
The component of the project, for which UNDP acts as Implementing Agency, will be executed by
UNOPS on behalf of the NBI. With the GEF funds made available through UNDP, UNOPS will
establish a Project Management Unit (PMU) in Khartoum, Sudan for the project. UNOPS will staff the
PMU with technical and managerial staff working on behalf of the NBI Secretariat. The PMU will
provide technical and managerial support to the NBI Secretariat in overseeing the implementation of the
project. UNOPS and the PMU will together be responsible for contracting, fund management,
procurement, disbursement, program administration and project level monitoring.
The NBI will negotiate a Management Services Agreement (MSA) with UNOPS that will detail the
scope of UNOPS support for delivery of the Bank implemented components of the Project. UNOPS,
through the PMUs, will be responsible for contracting, fund management, procurement, disbursement,
program administration, and project-level monitoring. UNOPS will also support NBI by strengthening its
capacity to manage and implement basin-wide projects and apply high-quality and fiduciary standards.
These services will essentially be the same as those to be offered by UNOPS for executing the UNDP
implemented components of the project. Overall management from UNOPS will be from UNOPS in New
York, drawing upon its extended network of offices and staff around the world.
REPORTING AND SUPERVISION
Financial reports
Financial Monitoring Reports. The NBI will be responsible for submitting quarterly FMRs as well as
annual budgets, project monitoring reports, and consolidated financial statements to UNDP and the World
Bank. The NBI will request UNOPS to prepare this financial documentation for NBI review and
submission to UNDP and the Bank.
Audits. UNOPS will submit to UNDP annual audit reports according to the established auditing rules.
Project Supervision
The project will be supervised in accordance with UNDP and World Bank supervision rules adapted to
the unique character of the NBI Shared Vision Program. The following elements make up the monitoring
and evaluation program:
Annual supervision missions: An annual supervision mission will be fielded to review project progress.
This supervision mission will be a joint undertaking consisting of UNDP, the World Bank, the donor(s) to
the project and NBI Secretariat representation.
Annual Steering Committee meetings: In conjunction with the annual supervision mission, an annual
Steering Committee meeting will be held. This meeting will be held at the location of the PMU and will
15
be attended by the Steering Committee members as well as the supervision mission members. The
Steering Committee will have received and reviewed the Annual Progress Report prior to the meeting.
Project Reports
During the implementation of the Project, the following reporting will be required:
· E-mailed monthly narrative report (maximum 2 pages): Outlining the work accomplished in the
preceding month, an outline of the work expected to be completed during the coming month, and
if appropriate, comments and/or recommendations relating to any unforeseen conditions which
may affect the progress or the quality of the work.
Distribution: NBI Secretariat, National Project Coordinators, UNDP and World Bank. For
internal use only.
Quarterly FMR--procurement and disbursement information for the preceding quarter and
projections for the following six months will be consolidated in the quarterly FMR. The FMRs will
also include a summary of the physical progress in project implementation, with an explanation of
variances from implementation targets.
Timing--quarterly for each fiscal year of project effectiveness.
Distribution--NBI Secretariat, UNDP and World Bank.
Semiannual project implementation progress reports--Twice a year the e-mailed monthly
narrative reports will be expanded to include a narrative summary of activities undertaken during the
past six months (maximum five pages). This narrative should include:
The status of implementation progress, problems encountered and corrective actions needed;
The current costs of each project component and estimated costs for completion;
The degree of achievement of project objectives, as measured by the status of project indicators;
The most recent FMR also will be attached.
Timing--July and January of each fiscal year of project effectiveness
Distribution--NBI Secretariat, National Project Coordinators (or equivalents), World Bank,
UNDP and all Steering Committee members.
Annual Substantive Project Progress Report: The Project Manager will complete an annual
substantive project progress report, which will clearly describe and assess project progress against the
established work plan, project documents, and the overall objectives of the project. Every effort will
be made to simplify and unify reporting arrangements; therefore, the project manager will review the
annual reporting requirements of the World Bank, UNDP, CIDA, and the other relevant agencies and
donors and design a unified reporting format acceptable to all that meets most of the reporting
requirements of the donors and agencies in one single report.
Timing--First report to be submitted 12 months after project signature and two months ahead
of the first annual project review and steering committee meeting.
Distribution--All steering committee members, including observers.
· Substantive Work Plan: will include an updated procurement plan and be attached to the Annual
Substantive Project Progress Report.
16
· GEF Project Implementation Review (GEF PIR). The Project will also complete the annual
GEF PIR. In order to minimise duplication of effort, it has been agreed UNDP will submit the
GEF PIR on behalf of the two agencies. The Bank will have the opportunity to review the PIR
prior to submission. The Project Manager will liaise with the UNDP and WB Task Managers for
this purpose.
Timing: To be submitted annually. Normally in June of every year.
Distribution: Nile-SEC, National Project Coordinators, UNDP, World Bank. UNDP will ensure
onward forwarding to the GEF Secretariat. This report may also be shared with parties outside the
two GEF implementing agencies, upon their request in accordance with established GEF policy.
· Mid term evaluation: Resources have been set aside in accordance with standard procedure to
ensure that a mid-term evaluation can be carried out. The Terms of Reference and timing of this
evaluation will be determined through the Annual Review process or by correspondence. The
evaluations will normally be independent and thus carried out by consultants not previously
associated with the Project.
Timing: Mid-term evaluation: During third year of Project implementation.
Distribution: All Steering Committee members. This report may be shared with parties outside
the two GEF implementing agencies, upon their request in accordance with established policy.
· Ad hoc Reporting and Substantive Reports. The Project will be producing a large number of ad
hoc substantive reports within the thematic areas in which it is operating. These reports will be
produced at either the national or regional levels for a variety of purposes.
Distribution: As per intention of report. Additional distribution: All Steering Committee
members.
RECRUITMENT OF PMU STAFF
Competitive and transparent selection: The Project Management Unit will be staffed by personnel who
have been recruited competitively following announcements and advertisements in the regional and
international press.
Qualified applicants will be short-listed by UNOPS in cooperation with the NBI Secretariat. UNDP and
the World Bank will be given the opportunity to comment on the shortlist of qualified candidates before
the final selection is made. Shortlists for regionally recruited staff will not contain more than two
candidates from any one country. In the interest of transparency, interview panels will be established.
For senior staff, the interview panels will include the NBI Technical Advisory Committee member from
Sudan, the NBI Secretariat, UNOPS, donor representatives, international and regional organizations, and,
for PMU staff, the Project Manager. Selection will be made by these interview panels.
Selection will therefore be on a strictly competitive basis with a view to ensure broad regional coverage in
the selection process. A preference exists for staff from the region, with assistance from regional or
international consultants as necessary.
17
PMU Staff Reporting Lines: Most long-term PMU staff will be hired under the UNDP financed portion
of the GEF Project that, on behalf of the NBI, will be executed by UNOPS. Once selected by the
interview panel, the staff will be appointed by UNOPS.
PMU staff will be recruited as follows:
· The Project Manager will be recruited competitively, preferably originating from the region
(other than from the country hosting the PMU), following advertisement in national, regional and
international press, seeking balance among the countries represented for the entire SVP.
· The Lead Specialists and Procurement Advisor/Financial Specialist will be recruited
competitively, preferably originating from the region, following advertisement in national,
regional and international press.
· Technical support staff will be competitively recruited from the PMU host country
BASIN-WIDE COORDINATION
NBI Roles and Responsibilities
The NBI is the executing agency for the Bank financed portion of the project. With respect to the
implementation of the present project, the respective roles and responsibilities of the NBI committees and
councils are as follows:
Nile-COM. Will have overall oversight of the combined project portfolio and will provide policy advice
and guidance.
Nile-TAC. Will review the project portfolio and provide technical advice and guidance to the Nile-COM.
Project Steering Committee. Will review and approve annual work plans and will receive and review
annual substantive and financial reports on project activities.
Nile-SEC. The NBI will sign agreements with UNDP and the Bank for the implementation of the project.
For the GEF/Bank financed portion of the Project and the associated NBTF funds, the NBI will act as
executing agency, through its executing arm the Nile-SEC. The NBI in turn, will sign a contract with
UNOPS for management support of the Bank financed components of the project.
UNOPS. Will execute the UNDP managed GEF project components on behalf of the NBI and will be sub-
contracted by the NBI for delivery of the Bank funded GEF and NBTF project components
PART IV LEGAL CONTEXT
This Project Document shall be the instrument referred to as such in Article I of the Standard Basic
Assistance Agreement between the United Nations Development Programme and respectively the
Governments of Burundi, Democratic Republic of Congo, Egypt, Ethiopia, Kenya, Rwanda, Sudan,
Tanzania and Uganda. The host country implementing agency shall, for the purpose of the Standard Basic
Assistance Agreement, refer to the government co-operating agency described in that Agreement.
UNDP acts in this Project as Implementing Agency of the Global Environment Facility (GEF), and all
rights and privileges pertaining to UNDP as per the terms of the SBAA shall be extended mutatis
mutandis to GEF.
18
The UNDP Resident Representative in Sudan is authorized to effect in writing the following types of
revision to this Project Document, provided that he/she has verified the agreement thereto by the GEF
Unit and is assured that the other signatories to the Project Document have no objection to the proposed
changes:
a) Revision of, or addition to, any of the annexes to the Project Document;
b) Revisions which do not involve significant changes in the immediate objectives, outputs or
activities of the project, but are caused by the rearrangement of the inputs already agreed to or by
cost increases due to inflation;
c) Mandatory annual revisions which re-phase the delivery of agreed project inputs or increased
expert or other costs due to inflation or take into account agency expenditure flexibility; and
d) Inclusion of additional annexes and attachments only as set out here in this Project Document.
19
BUDGET
(see also the important footnotes at the end of the tables)
Budget for Phase 1
2003
2004
2005
2006
2007
Total
project
cost
(include.
BL
Description
AOS)
total w/m GEF in US $ Total AOS w/m
US $
AOS
w/m
US $
AOS
w/m
US $
AOS
w/m
US $
AOS
w/m
US $
AOS
10 Personnel
11 International Consultants
11.01 Project Manager
495072
36
458400
36672
12
149800
11984
12
152800
12224
12
155800
12464
11.02 Micro-grant Lead Specialist
226584
28
209800
16784
4
29100
2328
12
89100
7128
12
91600
7328
11.03 Trans-boundary Soil Erosion Consultant
38448
0
35600
2848
11700
936
23900
1912
0
11.04 Environmental Education Lead Specialist
265140
33
245500
19640
9
65500
5240
12
89100
7128
12
90900
7272
11.05 Schools consultant
86292
0
79900
6392
15600
1248
31800
2544
32500
2600
11.06 Wetlands Lead Specialist
0
0
0
0
0
0
0
11.07 M&E Specialist
186840
27
173000
13840
3
18700
1496
12
76400
6112
12
77900
6232
11.08 M&E Consultant
156168
0
144600
11568
0
71600
5728
73000
5840
11.09 Procurement/Finance Advisor
241596
30
223700
17896
6
43700
3496
12
89100
7128
12
90900
7272
11.99 Subtotal
1696140
154
1570500
125640
34
334100
26728
60
623800
49904
60
612600
49008
13 Administrative support
13.01 Administrative Assistants
123228
90
114100
9128
18
24000
1920
36
44600
3568
36
45500
3640
13.02 Finance officer
75816
33
70200
5616
9
18700
1496
12
25500
2040
12
26000
2080
13.03 Drivers
43308
108
40100
3208
36
13100
1048
36
13400
1072
36
13600
1088
13.99 Subtotal
242352
231
224400
17952
63
55800
4464
84
83500
6680
84
85100
6808
15 Monitoring and evaluation
15.01 National M&E Consultants
69444
64300
5144
31800
2544
32500
2600
15.02 M&E Travel
32940
30500
2440
15100
1208
15400
1232
15.99 Subtotal
102384
94800
7584
46900
3752
47900
3832
16 Mission costs
16.01 Regional travel
824040
763000
61040
203600
16288
276900
22152
282500
22600
16.02 International travel
130896
121200
9696
33900
2712
43200
3456
44100
3528
16.03 Microgrants Basinwide Travel
105840
98000
7840
10600
848
43300
3464
44100
3528
16.04 Microgrants National Transportation allowance
178904
168200
10704
0
32500
2600
33100
2648
33800
2704
34400
2752
16.05 Transboundary Soil erosion field trips
45252
41900
3352
13800
1104
28100
2248
0
16.06 Transboundary Soil erosion operational travel
17172
15900
1272
15900
1272
0
0
16.07 Public Awareness travel
57240
53000
4240
53000
4240
0
0
16.99 Subtotal
1359344
1261200
98144
330800
26464
424000
33920
403800
32304
33800
2704
34400
2752
17 National consultants
17.01 NPC Burundi
53244
18
49300
3944
0
0
0
6
16200
1296
12
33100
2648
17.02 NPC Dem Rep Congo
75168
24
69600
5568
0
0
0
12
34500
2760
12
35100
2808
17.03 NPC Egypt
141480
28
131000
10480
4
18200
1456
12
55800
4464
12
57000
4560
17.04 NPC Eritrea
28782
20
26650
2132
0
0
0
8
10500
840
12
16150
1292
17.05 NPC Ethiopia
64584
28
59800
4784
4
8300
664
12
25500
2040
12
26000
2080
17.06 NPC Kenya
133488
29
123600
9888
5
20800
1664
12
50900
4072
12
51900
4152
17.07 NPC Rwanda
51840
26
48000
3840
2
3600
288
12
22000
1760
12
22400
1792
17.08 NPC Sudan
71280
32
66000
5280
8
16100
1288
12
24700
1976
12
25200
2016
17.09 NPC Tanzania
108756
28
100700
8056
4
14000
1120
12
42900
3432
12
43800
3504
17.10 NPC Uganda
68040
30
63000
5040
6
12300
984
12
25100
2008
12
25600
2048
17.11 Transboundary Soil Erosion Consultants
106272
0
98400
7872
23400
1872
37100
2968
37900
3032
17.12 Schools Basin consultants
85860
0
79500
6360
26000
2080
26500
2120
27000
2160
17.99 Subtotal
988794
263
915550
73244
33
142700
11416
110
371700
29736
120
401150
32092
19 Component total
4389014
4066450
322564
863400
69072
1549900
123992
1550550
124044
33800
2704
34400
2752
20 Contracts
21 Subcontracts Environmental Education
21.01 Initial EE National Reviews
56808
52600
4208
20800
1664
31800
2544
21.02 EE National Materials Development
231444
214300
17144
106100
8488
108200
8656
21.03 Education campaign
116856
108200
8656
108200
8656
21.99 Subtotal
405108
375100
30008
20800
1664
137900
11032
216400
17312
22 Subcontracts Wetlands
22.01 Regional studies
0
0
0
22.99 Subtotal
0
0
0
29 Component total
405108
375100
30008
20800
1664
137900
11032
216400
17312
30 Training
31 Fellowships
31.01 EE Teacher/Student Exchanges
94392
87400
6992
0
0
43300
3464
44100
3528
31.02 Networking Universities Student/Faculty exchanges
356076
329700
26376
0
0
129800
10384
132400
10592
67500
5400
31.99 Subtotal
450468
417100
33368
0
0
173100
13848
176500
14120
67500
5400
32 Other training (workshops)
32.01 Micro-grants basin-wide workshops
82620
76500
6120
0
0
37900
3032
38600
3088
32.02 MG stakeholder planning and selection workshops
596048
560400
35648
0
0
108000
8640
110300
8824
112500
9000
114800
9184
32.03 TBSE International workshop
42552
39400
3152
0
0
0
0
39400
3152
32.04 TBSE National workshops
59022
54650
4372
10600
848
16200
1296
16600
1328
11250
900
32.05 EE Basin-wide workshops
82620
76500
6120
37100
2968
0
0
39400
3152
32.06 EE National workshops
105192
97400
7792
31800
2544
32500
2600
33100
2648
32.07 Schools basin-wide workshops
83484
77300
6184
0
0
37900
3032
0
39400
3152
32.08 Schools national workshops
221616
205200
16416
0
0
67000
5360
68400
5472
69800
5584
32.09 Networking University Basin Workshops
95364
88300
7064
0
0
43300
3464
0
45000
3600
32.99 Subtotal
1368518
1275650
92868
79500
6360
342800
27424
267000
21360
356750 28540
114800
9184
39 Component total
1818986
1692750
126236
79500
6360
515900
41272
443500
35480
424250 33940
114800
9184
40 Equipment
45 Equipment
45.01 Expendable equipment
32400
30000
2400
30000
2400
45.02 Non-expendable equipment
1031184
954800
76384
658000
52640
199700
15976
97100
7768
45.03 Operations
772632
715400
57232
182400
14592
263900
21112
269100
21528
49 Component total
1836216
1700200
136016
870400
69632
463600
37088
366200
29296
50 Miscellaneous
52 Reporting costs
52.01 Printing, translation, dissemination
204930
189750
15180
58300
4664
59400
4752
60800
4864
11250
900
52.99 Subtotal
204930
189750
15180
58300
4664
59400
4752
60800
4864
11250
900
53 Sundries
53.01 Sundries
233602
216298
17304
61198
4896
76800
6144
78300
6264
53.02 Environmental Education Awards
90044
85500
4544
0
0
0
28100
2248
28700
2296
53.99 Subtotal
323646
301798
21848
61198
4896
76800
6144
78300
6264
28100
2248
28700
2296
59 Component total
528576
491548
37027.8
119498
9560
136200
10896
139100
11128
39350
3148
28700
2296
70 Micro-capital grants
72 Micro-capital grants - other
0
0
0
79 Component total
0
0
0
99 Total
8800000
648
8148148
651852
130 1953598
156288
254 2803500
224280
264 2715750
217260
0 497400 39792
0 177900 14232
20
Budget (see also the important footnotes at the end of the tables)
Budget Phase 2
2006
2007
Total
project
cost (incl.
BL
Description
AOS)
total w/m GEF in US $ Total AOS w/m US $
AOS
w/m US $
AOS
10 Personnel
11 International Consultants
11.01 Project Manager
346842
24
321150
25692
12 159000 12720
12 162150 12972
11.02 Micro-grant Lead Specialist
202338
24
187350
14988
12
92750
7420
12
94600
7568
11.03 Trans-boundary Soil Erosion Consultant
0
0
0
0
0
11.04 Environmental Education Lead Specialist
202338
24
187350
14988
12
92750
7420
12
94600
7568
11.05 Schools consultant
0
0
0
0
0
11.06 Wetlands Lead Specialist
202338
187350
14988
92750
7420
94600
7568
11.07 M&E Specialist
173448
24
160600
12848
12
79500
6360
12
81100
6488
11.08 M&E Consultant
18090
16750
1340
8300
664
8450
676
11.09 Procurement/Finance Advisor
72252
6
66900
5352
3
33100
2648
3
33800
2704
11.99 Subtotal
1217646
102
1127450
90196
51 558150 44652
51 569300 45544
13 Administrative support
13.01 Administrative Assistants
101142
72
93650
7492
36
46350
3708
36
47300
3784
13.02 Finance officer
57780
24
53500
4280
12
26500
2120
12
27000
2160
13.03 Drivers
30348
72
28100
2248
36
13900
1112
36
14200
1136
13.99 Subtotal
189270
168
175250
14020
84
86750
6940
84
88500
7080
15 Monitoring and evaluation
15.01 National M&E Consultants
54162
50150
4012
24850
1988
25300
2024
15.02 M&E Travel
25758
23850
1908
11800
944
12050
964
15.99 Subtotal
79920
74000
5920
36650
2932
37350
2988
16 Mission costs
16.01 Regional travel
196344
181800
14544
90000
7200
91800
7344
16.02 International travel
39258
36350
2908
18000
1440
18350
1468
16.03 Microgrants Basinwide Travel
122742
113650
9092
56250
4500
57400
4592
16.04 Microgrants National Transportation allowance
0
0
0
0
0
16.05 Transboundary Soil erosion field trips
0
0
0
0
0
16.06 Transboundary Soil erosion operational travel
0
0
0
0
0
16.07 Public Awareness travel
0
0
0
0
0
16.99 Subtotal
358344
331800
26544
164250 13140
167550 13404
17 National consultants
17.01 NPC Burundi
73656
24
68200
5456
12
33750
2700
12
34450
2756
17.02 NPC Dem Rep Congo
78192
24
72400
5792
12
35850
2868
12
36550
2924
17.03 NPC Egypt
126630
24
117250
9380
12
58050
4644
12
59200
4736
17.04 NPC Eritrea
35910
24
33250
2660
12
16450
1316
12
16800
1344
17.05 NPC Ethiopia
57780
24
53500
4280
12
26500
2120
12
27000
2160
17.06 NPC Kenya
115506
24
106950
8556
12
52950
4236
12
54000
4320
17.07 NPC Rwanda
49950
24
46250
3700
12
22900
1832
12
23350
1868
17.08 NPC Sudan
55998
24
51850
4148
12
25650
2052
12
26200
2096
17.09 NPC Tanzania
97416
24
90200
7216
12
44650
3572
12
45550
3644
17.10 NPC Uganda
56970
24
52750
4220
12
26100
2088
12
26650
2132
17.11 Transboundary Soil Erosion Consultants
0
0
0
0
0
17.12 Schools Basin consultants
0
0
0
0
0
17.99 Subtotal
748008
240
692600
55408 120 342850 27428 120 349750 27980
19 Component total
2593188
510
2401100
192088
1188650 95092
1212450 96996
20 Contracts
21 Subcontracts Environmental Education
21.01 Initial EE National Reviews
0
0
0
21
Budget Summary:
Project Activities
AOS
Total
GEF contribution phase 1
$ 8.15 million $ 0.65 million $ 8.80 million
GEF contribution phase 2 $ 8.97 million
$ 0.72 million
$ 9.69 million
Total
$ 17.12 million $ 1.37 million $ 18.49 million
Footnotes
1. We refer for further details on the budget to annex 1.3
2. It should be stressed again, that only GEF funding for phase 1 has been approved so far; funding for phase 2 is
contingent upon a resubmission at the end of year 2 that demonstrates that benchmarks, as defined in the
logframe in annex 1.4, have been reached satisfactorily, thereby clearing the way for additional funding.
3. The amounts in the budget tables include price and physical contingencies.
4. The reader will notice that although phase 1 nominally covers year 1-3 of the project, some activities have been
budgeted, as part of phase 1, in years 4 and 5; the reason for this is mainly that the phasing concept was
introduced at an advanced stage of preparation, after a budget had been drawn up for the entire project; in the
splitting exercise, it was necessary to phase some activities beyond the end of the phase, in order to consolidate
budget totals for phase 1 and 2.
22
PART V. IMPORTANT AND SPECIAL CONSIDERATIONS
The present project will be implemented through a programmatic and phased approach, to allow early
progress and successes to be consolidated prior to further expansion. The first phase of the GEF program
will consist of partial implementation of three components institutional strengthening (component 1),
land, forests and water conservation (component 2) and environmental education and awareness
(component 3) and water quality monitoring (component 5) (the funding for the component is covered in
the first phase GEF/WB funding, but the activities are spread out over the full five years of the project).
At the end of the third project year, an assessment of the achievements of the present GEF project, as well
as in the larger Nile Basin Initiative, will be made against a number of agreed benchmarks (see the logical
framework in annex 1.4).
Contingent upon satisfactory performance of the program, a new submission for the second phase will be
made to the GEF. Furthermore, suitable SAP projects may be submitted to the GEF at that time. This
second phase will launch and complete an additional component wetlands and biodiversity conservation
(component 4) and will complete components 1 (ongoing subcomponent 1.1), 2 and 3. Preliminary
performance indicators for Phase 1 completion are provided in Annex 1.4 (Logical Framework Analysis);
these will be further refined during project inception.
It is recognized that the NBI is a long-term undertaking and that progress toward the set goals will take
decades. Detailed performance benchmarks will be defined during the project design and will relate to the
GEF project components. The following parameters will shape the definition of the performance
benchmarks:
(a)
Broader appreciation of transboundary impacts of water management actions and
improved monitoring.
(b)
Increased regional cooperation in environmental and water management fields.
(c)
Increased basin-wide community action and cooperation in land and water management.
(d)
Greater basin-wide professional networks of environmental and water professionals.
(e)
Exchanges on common environment and water issues among Basin university and school
networks--south-south and north-south.
(f)
Greater appreciation of river hydrology and more informed discussion of development
paths.
(g)
Expanded information and knowledge base on land and water resources available to
professionals and NGOs.
MONITORING, EVALUATION AND DISSEMINATION
In addition to the reporting requirements that have been outlined before, a basin-wide monitoring and
evaluation program will be developed and implemented. A first draft of such a plan has been presented in
annex 1.5 and is part of the Project Implementation Plan (PIP) the latest draft of which has been annexed
to the current project document (annex 3). Activities include developing a structured work plan and
23
reporting formats, defining performance indicators, adopting a standard methodology for data collection
and analysis, and supporting capacity building in monitoring and evaluation. An independent mid-term
and final evaluation will be conducted, with broad dissemination of findings and lessons learned.
Monitoring against the broader goals set out in the Shared Vision Program will be undertaken in the
Socio-Economic Development and Benefit Sharing Project of the SVP, funded outside the scope of the
present GEF project. In that broader monitoring exercise, the following parameters will help assess how
the countries have progressed toward the long-term goals of the SVP.
(a)
Increased and active discourse on economic development scenarios, win-win investments
and trade-offs coupled with increased capacity in water policy formulation.
(b)
Increased riparian cooperation through on the ground preparation of projects and
programs for joint physical, social and economic infrastructure.
(c)
Increased private sector investment in co-riparian states.
(d)
Development of common platform of understanding of Nile riparian issues in the Basin.
(e)
Strengthened and competitive economies.
(f)
Reduced regional conflict and tension.
(g)
An agreed long-term legal and institutional set-up for Nile Basin cooperation
24
SIGNATURE PAGE
Number:
RAB/01/G31
Title:
Nile Transboundary Environmental Action Project
Duration:
5 years (in two phases of respectively 3 and 2 years)
Countries:
Nile Basin Initiative: Sudan (host country), Burundi, Democratic Republic of
Congo, Egypt, Ethiopia, Kenya, Rwanda, Tanzania, and Uganda
ACC/UNDP (Sub) Sector:
G3: Environment
GEF Focal Area:
International Waters
GEF Operational Programme:
OP 9, Integrated
UNDP and Cost-Sharing Financing (in US$):
Land & Water
GEF Implementing Agency:
UNDP (& WB)
TOTAL:
Executing Agency:
UNOPS
UNDP-Managed Funds
Estimated Starting Date:
January 2003
UNDP/GEF:
Project Phase 1:
8,800,000 (approved)3
Parallel financing:
WB/GEF:
8,000,000 (approved)
Governments, and regional/ national institutions (to
NTEAP)
4,300,000
Other donors (to NTEAP)
12,800,000
Sub-Total Parallel financing (to
NTEAP):17,100,000
Parallel financing (other SVP projects): 76,600,600
Total parallel financing:
93,700,000
Approved on behalf of the Nile Basin Initiative
______________________________________________________Date: ___________________
Approved on behalf of UNDP Sudan:
______________________________________________________Date: ___________________
Approved on behalf of UNOPS:
______________________________________________________Date: ___________________
3 Project Phase 2: 9,690,000 (subject to resubmission to GEF); UNDP/GEF Subtotal 18,490,000)
25
ANNEXES
Annex 1.1
Terms of Reference
Annex 1.2
Outline work plan (annual work plans to be developed at TPR meetings or other
appropriate venues)
Annex 1.3
Budget details
Annex 1.4
Project Design Summary/Logical framework (including benchmarks for phase 1)
Annex 1.5
Monitoring and Evaluation Plan
Annex 1.6
Detailed project description
Annex 1.7
Incremental Cost Analysis
Annex 2
Full GEF Project Brief approved by the GEF Council (available upon request)
Annex 3
Draft Project Implementation Plan (PIP) (available upon request)
26
ANNEX 1.1 TERMS OF REFERENCE
Terms of Reference 4
Nile Basin Initiative (NBI)
Shared Vision Program (SVP)
Nile Transboundary Environmental Action Project (NTEAP)
UNOPS
Support Services
Terms of Reference5
DRAFT (July 2002) <<to be finalized see Project Implementation Plan (PIP)>>
INTRODUCTION
1.
This Assignment refers to the provision of services by The United Nations Office of Project
Services (UNOPS), to the Nile Basin Initiative (NBI)6 through its executive arm, the Nile Secretariat (Nile-SEC)
based in Entebbe, Uganda. The UNOPS services aim at supporting NBI in implementing the NBTF/GEF (The
Bank) financed Nile Transboundary Environmental Action Project (the Environment Project).
2.
The SVP includes eight projects: seven basin-wide thematic projects and one project focused on
building the capacity of the Nile-SEC for program execution and coordination.
· Nile Transboundary Environmental Action
· Nile Basin Regional Power Trade
· Efficient Water Use for Agricultural Production
· Water Resources Planning and Management
· Confidence-Building and Stakeholder Involvement (Communications)
· Applied Training
· Socio-Economic Development and Benefit-Sharing
· SVP Coordination
3.
The basin-wide thematic projects finance technical assistance type activities such as definition of
best practices, studies, sharing of knowledge, and training, through activities conducted by the Nile riparians, with
assistance from regional or international consultants as necessary. The total cost of the SVP is estimated at about
US$ 122 million. The Environment Project will be implemented over a period of five years.
4.
The overall goal of this Assignment is to support the efficient and effective implementation of the
Environment Project.
OBJECTIVE
5.
The long-term aim of this collaborative Environment Project is to build basin-wide trust, capacity,
and an enabling environment conducive to sound environmental management and sustainable development in the
4 only the ToR for the positions that will be funded through UNDP-GEF have been included here; a complete
overview of all ToR can be found in the common Project Implementation Plan or PIP
5 These Terms of Reference for the services to be provided by UNOPS to the Environment project are elaborated
based on the generic Terms of Reference which were approved by the Nile Council of Ministers (Nile-COM) at the
9th Annual Meeting of the Nile-COM, Cairo, Egypt, 14 February 2002 (Meeting Minutes, Annex 9).
6 The NBI presently includes the countries of: Burundi, Democratic Republic of Congo, Egypt, Ethiopia, Kenya,
Rwanda, Sudan, Tanzania, and Uganda. Eritrea, the tenth Nile Basin country, is currently participating as an
observer and is likely to join the NBI.
27
Nile Basin. The success of the Environment Project will be judged by the realization of enhanced regional
cooperation, as well as the achievement of project-specific objectives.
6.
The specific objectives are to:
· Provide project services to support NBI in the effective execution and coordination of the Project,
particularly as relates to general administration, financial management, and procurement.
· Build capacity at the Nile-SEC to execute and oversee the Project on behalf of the Nile-COM.
· Support the Project in achieving its development objective, conferring tangible benefits to the riparian
countries and creating an enabling environment for action on the ground.
Details on the physical components of the Project are provided in the attached UNDP Project Document, World
Bank Project Appraisal Document (PAD), and the Project Implementation Plan.
APPROACH
7.
This Assignment must be carried out in a manner that upholds the spirit of the Nile Basin Initiative,
ensuring that:
· Riparian ownership of the Environment Project is maintained
· Cooperation and trust among the Nile countries are enhanced
· Capacity is built within the Basin to manage and implement basin-wide projects
· The Environment Project is implemented with the highest quality and fiduciary standards
8.
This Assignment will involve supporting operations at multiple geographic and organization levels
which are:
· At the Program level, the Nile-SEC is responsible for coordinating activities, including monitoring and
evaluations, across the Basin involving all NBI countries.
· At the regional (Project) level, the Project Management Unit (PMU) will be established in Khartoum,
Sudan. The PMU will be responsible for implementing project activities across the basin, involving all
NBI countries.
· At the national levels, the Project will implement a range of project-specific activities, involving a wide
variety of national actors.
9.
This Assignment will likely be rolled-out in a phased manner, assisting Nile-SEC in the:
· Finalization of basin-wide operational arrangements
· Start-up of the PMU and assistance in Project implementation (coordination with other projects as they
come on stream)
· PMU initiation of activities at the national levels
10.
The PMU will operate under the authority of Nile-SEC (acting on behalf of Nile-COM). A measure
of success of this assignment is the progressive transfer of UNOPS' responsibilities to the Nile-SEC (acting on
behalf of Nile-COM) in key administration, financial management, procurement functions. Specific benchmarks
towards achieving this goal will be established.
1.1
SCOPE OF SERVICES
28
11.
UNOPS will support the Nile-SEC and the Environment Project PMU (the Environment Project
PMU is in large part funded by the UNDP GEF resources) in carrying out activities such as those listed below.
1. General administration and implementation support
§ Set-up and efficient running of Environment Project PMU office.
§ Preparation of NBI generic operational manual(s), including administration, financial management,
procurement and staffing procedures; and customization of generic manual(s) to project-specific needs.
§ Preparation of work plans for the Project7.
§ Hiring of Project staff in the PMU and at national levels based on a competitive basis.
§ Ensure effective mechanisms for electronic communication and management of information are in place.
2. Financial management
§ Establishment and operationalization of financial management functions at Project PMU and at the Nile-
SEC.
§ Establishment of common computerized financial management/accounting system at PMU level and at
Nile-SEC.
§ Preparation of Project-specific financial management and internal control manuals at PMU, based on NBI
generic manual.
§ Set-up and management of imprest accounts at PMU and national levels.
§ Operationalization of disbursement procedures in accordance with Project Grant Agreement. UNOPS will
manage grant funds on behalf of and under the authority of the Nile-SEC.
§ Preparation of semi-annual financial statements for the Project, for use in submission to the Nile-COM,
NBTF Committee, and the World Bank.
§ Preparation, on a regular basis, of aggregated financial reports on funding both via NBTF and non-NBTF
funded activities for provision to ICCON Consultative Group.
§ Independent annual audits of above mentioned finical statements.
3. Procurement
§ Establishment and operationalization of procurement functions at Project PMU and Nile-SEC, including a
procurement tracking system.
§ Procurement planning, including preparation of procurement plans.
§ Preparation of standard bidding documents, using World Bank standards.
§ Recruitment of consultants (firms and individuals) and procurement of other services (e.g., training and
workshops), in accordance with World Bank consultant guidelines.
§ Procurement of goods and small works, in accordance with World Bank procurement guidelines.
§ Implementation of individual procurements at each stage of the process, from advertising to contract award.
§ Monitoring of procurement through regular updates of the procurement plans.
§ Preparation of semi-annual procurement progress reports
4. Monitoring & Evaluation
§ Ensure the design and implementation of an effective monitoring system at the Nile-SEC and at Project
PMU.
§ Facilitation of monitoring and evaluation related activities, including logistics for annual supervision
missions, effective functioning of Steering Committee, and conduct of independent mid-term evaluations.
5. Capacity building
7 A Project Implementation Plan (PIP), including work plans, procurement plans, staffing plans, and TORs for key
staff, are being prepared for the Project by an the Environment Project Lead Consultant. The PIP will be used and
updated by the PMU staff as part of the work planning process in accordance with Project needs.
29
1.1.1.1 Although responsible for the execution of the Environment Project, Nile-SEC
will remain a lean organization, staffed with a limited number of high-level
experts who will be interlocutors and supervisors.
UNOPS will:
§ Strengthen Nile-SEC capacity to ensure progressive transfer of UNOPS responsibilities to NBI in key
administration, financial management, procurement, coordination and monitoring functions in accordance
with an agreed NBI staffing plan and in adherence to specified benchmarks. For this purpose make a
periodic assessment of existing and potential capacity.
§ Develop and implement a training plan for NBI staff, in areas such as project management, financial
management, procurement, and monitoring
§ Encourage and develop suppliers and service providers in the Nile Basin countries.
REPORTS
12.
UNOPS will support the Nile-SEC and Project PMU in the preparation of reports including:
§ UNOPS will support the Nile-SEC and Project PMU in the preparation of Project financial and other
reports as deemed necessary by NBI for reporting on detail and overall progress of the Project and to
maintain transparency.
§ UNOPS will support Nile-SEC and the PMU in the format and monitoring of the following reports:
§ Semi-annual project implementation progress reports
§ Annual substantive progress reports for submission to Nile-TAC and Nile-COM, Project Steering
Committee members, CIDA and other donor(s) to the Project, the World Bank, UNDP and members of
the NBTF Committee.
§ Annual work plans
§ Financial statements and related reports
§ Statements of Expenditure from subsidiary special account
§ Procurement reports
§ Other project-specific reports to disseminate information on project findings and progress
UNOPS TEAM
13.
UNOPS team could include, inter alia, experts in general project administration and management,
financial management, selection and use of consultants, procurement of goods, information technology, and training.
Team members should have experience in the Nile Basin countries and under conditions similar to those prevailing
under the Project. UNOPS will propose the organization of the team (geographic distribution of the staff) to best
achieve the objectives of the assignment; however, it is recommended that a Senior Advisor be located at the Nile
Secretariat in Entebbe.
1.3
HOST COUNTRY CONTRIBUTION FOR THE PMU
14.
The PMU host country (Sudan) will provide professional office space and facilities upgrading for
the PMU. Host country support for the Project PMU will be specified in a Letter of Commitment.
30
TERMS OF REFERENCE FOR THE
PROJECT STEERING COMMITTEE
DRAFT (JULY, 2002) <<TO BE FINALIZED SEE PROJECT IMPLEMENTATION PLAN (PIP)>>
INTRODUCTION
A Project Steering Committee (PSC) will be established for each project of the Shared Vision Program. The
objective of the Project Steering Committee is to provide overall programmatic and strategic guidance to the project.
The Project Management Unit will report to the Project Steering Committee.
SCOPE OF RESPONSIBILITY
The primary responsibilities of the Project Steering Committee include:
Provide programmatic and strategic guidance and oversight to ensure that the project objectives are achieved and the
project remains within budget and on schedule.
· Review and approve annual work programs.
· Review and approve annual progress reports.
· Approve Terms of Reference, composition and timing of an independent mid-term evaluation.
COMPOSITION
The Project Steering Committee members will include:
· The Head of Environment Agency/Department or equivalent from each of the participating countries.
· A Nile-TAC member from the country hosting the PMU, serving as a link between the Nile-TAC and the
PMU
· A representative of the Nile Secretariat (may at times choose to be represented by Nile-TAC member from
host country)
Observers/Invited guests will include:
· The National Project Coordinator from each participating country
· CIDA representative(s)
· World Bank representative(s)
· UNDP representative(s)
· UNOPS representative
· A representative of the International Discourse (invited through the International Discourse Desk in
Uganda)
31
· Regional Coordinator for the GEF Lake Victoria Environmental Management Project/Sustainable
Management of the Lake Victoria Basin Program (LVEMP/SMLVP)
Additional technical experts may be invited to Steering Committee meetings as appropriate.
The Regional Project Manager will act as the Secretary of the Steering Committee
MEETINGS
Steering Committee meetings will be held at least once a year.
Meetings will be held at the Project Management Unit, and the PMU will provide secretariat support to the Steering
Committee. Steering Committee meetings will be chaired alternately by the host country member and the NBI
representative. The Steering Committee Member from the PMU host country will chair the first Steering Committee
meeting.
Steering Committee Meetings will be held in English, with provisions for French interpretation if required.
32
TERMS OF REFERENCE FOR THE
PROJECT MANAGEMENT UNIT
DRAFT (July, 2002) <<to be finalized see Project Implementation Plan (PIP)>>
BACKGROUND
A Project Management Unit (PMU) will be established for each Shared Vision Program Project. The PMUs will
operate at the basin-wide level and, in liaison with the Nile Secretariat, will be responsible for managing and
implementing a given SVP project in all the countries participating in the project.
The location of the PMUs for the seven SVP projects were selected by the Nile Council of Ministers in June 2001,
in accordance with a `decentralized approach.' Issues such as country commitment, project synergies, special
expertise, and donor relations were taken into account in determining PMU locations. The PMU locations for the
SVP projects are:
Confidence Building & Stakeholder Involvement
Nile-SEC
(Communications)
Nile Basin Regional Power Trade
Tanzania
Efficient Water Use for Agricultural Production
Kenya
Nile Transboundary Environmental Action
Sudan
Water Resources Planning and Management
Ethiopia
Applied Training
Egypt
Socio-Economic Development and Benefit Sharing
Uganda/Nile-SEC
INTRODUCTION
The PMU has the overall responsibility for the management and implementation of the particular Project and for
ensuring that the project operates at a regional level. The PMU will closely liaise with the Nile Secretariat to ensure
coordination and integration within the Shared Vision Program and will adhere to SVP guidelines.
SCOPE OF WORK
The primary responsibilities of the PMU include, but are not limited to:
· Organize, coordinate, and manage all activities required to implement the project, delegating specific
responsibilities to national project offices and regional working groups as appropriate.
· Liaise with the Nile Secretariat and coordinate/communicate with other SVP projects as appropriate to
ensure regional as well as inter-sectoral integration of the Shared Vision Program. The PMU will follow the
SVP standards and guidelines related to project implementation established by the Secretariat and will
maintain the necessary communication and information management systems to effect basin-wide
information exchange within the NBI.
· Prepare and appropriately submit for approval needed plans to ensure effective operation of the project:
o Annual workplans, to the Project Steering Committee, ensuring that the project achieves its
objectives and produces expected outputs on time and within budget.
33
o Procurement plans, to the project services agency, as required to ensure orderly flow of funds and
continuity of activities
o Project level monitoring and participation plans.
o Training plans, ensuring that capacity building is as integral part of all project activities at regional
and national levels.
· In liaison with the project services agency, ensue the proper financial management of the project.
· Provide technical supervision of and quality assurance for all project activities.
· Establish and facilitate the work of ad-hoc basin-wide Thematic Working Groups.
· In liaison with the project services agency, prepare technical documents, including terms of reference and
equipment specifications required for the procurement of international and local consultants, technical
services as well as goods.
· Supervise the work of international and local consultants, including the quality and appropriateness of work
and adherence to schedules.
· Ensure effective coordination and communication with and among national project coordinators and project
officers, as well as with NGOs, stakeholder groups, and other basin organizations.
· Serve as the key focal point for interaction and communication with the World Bank, supporting donors,
and the international community
· Manage project logistics, including the design and scheduling of technical, planning, and consultative
meetings, workshops, seminars, and training.
· Prepare required progress and financial reports, as well as promote transparency through the public
dissemination of project information and findings.
· Support the monitoring and evaluation of the project, including annual supervision missions, project
steering committee meetings, and mid-term evaluations.
· Provide secretariat support to the Project Steering Committee.
PMU STAFF
The core PMU staff for the project will include:
· A Regional Project Manager
· Thematic lead specialists or other professional staff
· Procurement Advisor/Financial Specialist
· Technical support staff
RECRUITMENT OF PMU STAFF
PMU staff will be recruited as follows:
34
· The Project Manager will be recruited competitively, preferably originating from the region (other than
from the country hosting the PMU), following advertisement in national, regional and international press,
seeking balance among the countries represented for the entire SVP.
· The Lead Specialists and Procurement Advisor/Financial Specialist will be recruited competitively,
preferably originating from the region, following advertisement in national, regional and international
press.
· Technical support staff will be competitively recruited from the PMU host country or
regionally/internationally depending on local market response.
HOST COUNTRY RESPONSIBILITIES
The Government of Sudan (host country) support for the PMU has been specified in a Letter of Commitment signed
by H. E. the Minister of Environment. During the pre-appraisal and appraisal process for the Transboundary
Environmental Action Project, the Bank/UNDP and the Government of Sudan have agreed that the Government of
Sudan will provide professional office space as outlined below.
Nile Transboundary Environment Management Project
· Office and related requirements to be funded by Government of Sudan
· Professional Offices required 8 offices in total
o Project Manager
o Finance/Procurement Lead Specialist
o Finance/Procurement Lead Assistant
o Land/Water Lead Specialist (Small Grants)
o Education & Awareness Lead Specialist
o Biodiversity Lead Specialist
o Water Quality Lead Specialist
o Visiting missions office
· Secretaries Stations required
o 6 Secretaries/Assistants stations
· Other facilities required
o Conference room (should be able to seat 40 people all Steering Committee meetings will be held
at PMU location not in hotel)
o Copy room
o LAN Room
o Library
35
o Staff room
o Kitchen
o Ladies'/Men's Bathroom
· Utilities required
o Telephone cable to building (Project will fund monthly bills for approx. 13 independent telephone
connections (for telephone, fax and computers)
o Electricity and water to building (project will fund monthly bills)
· Facilities upgrading required
o Dust proofing
o Electrical wiring
o Plumbing
o Wiring to carry heavy power usage (e.g. computer equipment, A/C)
o General upgrading (paint, state of repair, etc)
36
TERMS OF REFERENCE FOR THE
REGIONAL PROJECT MANAGER
DRAFT (July, 2002) <<to be finalized see Project Implementation Plan (PIP)>>
INTRODUCTION
The Regional Project Manager will provide the overall leadership for and management of the project of the Shared
Vision Program. The Regional Project Manager reports to the Project Steering Committee, to the Nile Secretariat,
acting as agent on behalf of Nile-TAC and Nile-COM, and the Project Services Agency for the effective functioning
of the Project Management Unit and the overall delivery of the project.
The Regional Project Manager will work in close liaison with the Nile Secretariat to ensure effective project
implementation, as well as regional and inter-sectoral integration within the Shared Vision Program. The Regional
Project Manager will report to the Project Steering Committee.
SCOPE OF WORK
The primary duties of the Regional Project Manager include but are not limited to:
· Serve as the head of the Project Management Unit, which provides overall support for the project and
ensures the project operates at a regional level.
· Provide the overall leadership, management, and technical guidance to ensure the achievement of project
objectives and performance indicators; the quality and timeliness of project work; fiduciary management;
effective human and resource allocation; and accurate project reporting
· Ensure effective liaison with NBI Institutions, the Nile Secretariat, and other SVP projects, as well as
maintain communication with World Bank, supporting donors, and the international community.
· Ensure effective and timely collaboration and coordination across the Nile Basin among national project
offices/coordinators and thematic working groups
· Ensure good working relations with stakeholder groups, NGOs, and other relevant Basin organizations.
· Ensure timely and quality preparation and implementation of project plans, including workplans,
procurement plans and terms of reference, monitoring plans, participation plans, and training plans,
adhering to the required approval processes.
· Ensure the timely, accurate and quality preparation of project progress, technical, financial and other
required reports.
· Foster a team environment, mentor staff, and ensure that capacity building is well integrated into all project
activities.
· Manage all activities during the complex start-up phase
· Supervise project staff, as well as the work of international and local consultants, ensuring effective
resource allocation and the quality and timeliness of work.
· Maintain quality assurance and facilitate effective project monitoring and evaluation.
· Facilitate the effective operation of the Project Steering Committee.
37
PROGRESS REPORTING
The Regional Project Manager will be responsible for reporting on the Project, including, but not limited to:
· E-mailed monthly narrative report (maximum 2 pages), outlining accomplishments, plans, and comments
and/or recommendations relating to any unforeseen conditions, which may affect the progress or the quality
of the work.
· Semi-Annual Project Implementation Progress Reports. Covering the intervals between the annual reports
and reflecting implementation progress, costs, and achievement of Project objectives. These reports will
include a special section on procurement and disbursement indicating progress of activities against
procurement plans.
· Annual Substantive Project Progress Report, describing and assessing the Project progress against the
established work plan, the Project documents, and the overall objectives of the Project. A unified format
will be used such that a single format fulfils World Bank and UNDP requirements (Annual Progress
Report) and those of other co-financiers, as appropriate.
· Substantive Work Plan, attached to the Annual Substantive Project Progress Report.
· GEF Project Implementation Review (GEF PIR). This annual report is a GEF reporting requirement. In
order to minimize duplication, it has been agreed that the UNDP will submit the GEF PIR on behalf of the
two agencies and the World Bank will have the opportunity to review the PIR prior to final submission by
UNDP. The Project Manager will liaise with the UNDP for this purpose.
· Mid term evaluation: In accordance with standard procedure an independent mid-term evaluation will be
carried out. The Terms of Reference and timing of this evaluation will be approved by the Steering
Committee through the Annual Review process or by correspondence.
· Ad hoc Reporting and Substantive Reports. The Project will be producing a large number of ad hoc
substantive reports within the thematic areas in which it is operating. These reports will be produced at
either the national or regional levels for a variety of purposes.
DURATION AND NATURE OF APPOINTMENT
The initial appointment will be for 2 years, with a 6-month probation period. Based on performance, the
appointment can be extended on a two-year basis through the completion of the project. The Regional Project
Manager will work from the PMU Head Office, and will travel within the region and internationally in accordance
with project needs and funding availability.
QUALIFICATIONS
The Regional Project Manager will preferably originate from the Nile Basin Countries and have the following
qualifications:
· At least 15 years of working experience in environmental management or related fields with recognized
technical expertise.
· A Masters level degree, or PhD, in natural resource management, geography, water resources or related
field.
· Extensive experience in the management of complex projects at national or regional levels.
38
· Strong management skills, including ability to provide strategic guidance, technical oversight, mentor staff,
build strong teams, develop workplans, and manage budgets and project expenditures.
· Excellent negotiation, multi-cultural, and inter-personnel skills, with experience and demonstrated skills in
networking with Ministry level-partners, donors, private sector, national and international NGOs, and local
community-based organizations.
· Experience working with or in international and donor organizations.
· Excellent written, analytical, presentation and reporting skills, with proven skill in writing reports and
project management plans.
· Fluency in spoken and written English language; working knowledge of French is a distinct advantage.
· Demonstrated computing skills related to project management.
· Experience working in Africa, particularly the Nile Basin countries, is preferred.
· Experience working with the implementation of participatory projects is an advantage
RECRUITMENT
This position will be recruited competitively following announcements in regional and international press. Priority
will be given to nationals originating from the Nile Basin countries, except from the host country of the PMU,
seeking balance among countries represented by regional project managers. Qualified applicants will be short-listed
by the Project Services Agency and the Nile-SEC. The World Bank will be given the opportunity to comment on the
shortlist of qualified candidates prior to the final selection being made.
The interview panel will include:
· International and/or regional organizations (representing appropriate technical expertise)
· Nile-TAC member from the country hosting the PMU
· Executive Director of the Nile Secretariat
· Donor representative (if interested)
· UNDP
· UNOPS
Normal clearances will be sought for the selected candidate from the host country of the PMU.
39
TERMS OF REFERENCE FOR THE
LEAD SPECIALIST NILE TRANSBOUNDARY MIGROGRANT PROGRAM
DRAFT (July, 2002) <<to be finalized see Project Implementation Plan (PIP)>>
INTRODUCTION/OVERVIEW
The Microgrants Lead Specialist will provide the senior technical expertise and leadership for the Community-level
Land, Forest and Water Conservation component of the Nile Transboundary Environmental Action Project. The
Nile Transboundary Microgrant Program will be the major subcomponent of the Project's Community-level Land,
Forest and Water Conservation component. The Microgrants Lead Specialist will play a key role in ensuring
effective basin-wide communication and collaboration among national specialists, relevant thematic working
groups, consultants, and stakeholder groups. The Microgrants Lead Specialist will report to the Regional Project
Manager of the Nile Transboundary Environmental Action Project.
SCOPE OF WORK
The primary duties of the Microgrants Lead Specialist include, but are not limited to the
following:
· Provide the leadership and technical guidance to achieve the targets, outputs, and performance indicators
for the Community-level Land, Forest and Water Conservation component (component 2) and especially
the Nile Transboundary Program (sub-component 2.3)
· Facilitate frequent interactions and networking between the national Microgrant programs by working
closely with the National Microgrants Coordinators and the National Steering Committees from all
participating countries and ensure effective basin-wide collaboration, information exchange, and
communication among national component specialists, consultants, and relevant thematic working groups.
· Take a leadership role in organization and implementation of regional activities and workshops, in the
formulation of the regional Microgrant Strategy, a Nile Microgrants Communication Strategy and
finalization of the Microgrant Operational Manual.
· Support the selection, appointment and start-up operations of the national NGOs hosting the Nile
Microgrant Program in the Nile countries without an existing UNDP/GEF/SGP.
· Catalyze and support the development of transboundary initiatives suitable for Microgrant support.
· Coordinate with other small grants programs with related objectives.
· Collaborate with other Project lead specialists to ensure project integration/coordination and achievement
of overall project objectives.
· Provide technical guidance and mentoring of staff to ensure the effective implementation of component
activities at the national level and that capacity building is well integrated into project activities.
· Ensure effective liaison and communication with NBI institutions, the Nile-SEC, other SVP projects and
UNOPS, as well as maintain communication with the World Bank/UNDP, supporting donors, and the
international community.
· Ensure good working relationships with component-related stakeholder groups, NGOs, and other relevant
basin organizations.
40
· Under guidance of the Regional Project Manager, manage the preparation and implementation of
component related plans, including work plans, procurement plans, monitoring plans, participation plans,
and training plans, adhering to the required approval process.
· Prepare component related terms of reference and provide technical oversight for the work of international,
regional and national consultants, ensuring the quality, timeliness and appropriateness of work.
· Prepare timely, accurate and quality progress, technical, financial and other required reports on component
activities.
· Design, schedule and organize component related meetings, workshops, seminars and training.
· Maintain quality assurance and facilitate effective component monitoring and evaluation.
· Support the Project Manager in the management and operation of the Project Management Unit, including
set-up activities.
PROGRESS REPORTING
The Microgrants Lead Specialist will report to the Regional Project Manager as follows:
· On weekly basis. Through weekly Project team meetings, the Microgrants Lead Specialist will update the
Regional Project Manager and other team members on work planning, activities, progress and other
relevant issues.
· On a monthly basis. A brief narrative report (maximum 1 page) outlining the work accomplished in the
preceding month, an outline of the work expected to be completed during the next progress reporting period
and, if appropriate, comments or recommendations relating to any unforeseen conditions which may affect
the progress or the quality of the work.
Distribution: To the Project Manger for incorporation into the monthly project report.
· On an semi-annual basis. A substantive progress report, prepared against the agreed work plan, outlining
in greater details activities undertaken, substantive accomplishments made, and a discussion of issue which
will affect the work plan for the coming 12 months.
Distribution: To the Project Manager for incorporation in the semi-annual Project Implementation Progress
Report.
· On an annual basis. A work plan outlining activities planned and the time frame for their implementation.
Distribution: To the Regional Project Manger for incorporation into the overall Project workplan to be
reviewed at the annual Steering Committee meeting.
· Ad hoc reporting: In addition to the above, the Regional Project Manager may also request the
Microgrants Lead Specialist to prepare ad hoc reports on specific aspects of the project for specific
purposes as they may arise.
DURATION AND NATURE OF APPOINTMENT
The initial appointment will be for 2 years, with a 6 month probation period. Based on performance, the
appointment can be extended on a two year basis through the completion of the project. The Microgrants Lead
Specialist will work from the PMU in Khartoum, Sudan, and will travel within the region and internationally in
accordance with project needs and funding availability.
41
1.2 Qualifications
The Microgrants Lead Specialist will preferably originate from the Nile Basin Countries and will have the following
qualifications:
· At least 10 years of related working experience with recognized technical expertise
· Advanced training, Masters level degree or higher, in a related environmental, natural resource, social
science or development field of study.
· Experience in designing, implementing and managing complex projects, at national or regional levels, and
demonstrated leadership capabilities.
· Excellent consensus-building, multi-cultural, and inter-personnel skills. Strong team building and
mentoring capabilities.
· Experience and demonstrated skills in networking with Ministry level-partners, donors, private sector and
national and international NGOs.
· Substantial experience working with local NGOs and community-based organizations.
· Deep appreciation of local, community-oriented environment and development issues, with a sound grasp
of the relationships between poverty and natural resource management.
· Excellent writing, analytical, presentation, and reporting skills.
· Outstanding English language skills. Fluency in French an added advantage.
· Good computing skills, including knowledge of software packages for word processing, databases and
spreadsheets. Familiarity with modern communication systems (such as Internet, world wide web, email,
etc)
· Experience working with or in international and donor organizations is an advantage.
· Experience working in Africa, particularly the Nile Basin countries, is preferred.
· Willing to travel extensively.
RECRUITMENT
This position will be recruited competitively based on advertisement in national, regional and international
newspapers. Priority will be given to nationals originating from the Nile Basin countries, seeking balance among
countries represented in Shared Vision Program staff as a whole. Qualified applicants will be short-listed by the
Project Services Agency and the Nile-SEC. The World Bank will be given the opportunity to comment on the
shortlist of qualified candidates prior to the final selection being made.
The interview panel will include:
· International and/or regional organizations (representing appropriate technical expertise)
· Nile-TAC member from the country hosting the PMU
· Nile-SEC representative
· Project Manger
42
· Donor representative, as interested
· UNDP
· UNOPS
43
TERMS OF REFERENCE FOR THE
LEAD SPECIALIST ENVIRONMENTAL EDUCATION
DRAFT (July, 2002) <<to be finalized see Project Implementation Plan (PIP)>>
INTRODUCTION/OVERVIEW
The Environmental Education Lead Specialist will provide the senior technical expertise and leadership for the
Environmental Education and Public Awareness component of the Nile Transboundary Environmental Action
Project. The Lead Specialist will play a key role in ensuring effective basin-wide communication and collaboration
among national specialists, relevant thematic working groups, consultants, and stakeholder groups. The
Environmental Education Lead Specialist will report to the Regional Project Manager of the Nile Transboundary
Environmental Action Project.
SCOPE OF WORK
The primary duties of the Environmental Education Lead Specialists include, but are not limited to the following:
· Provide the leadership and technical guidance to achieve the targets, outputs, and performance indicators
for the Environmental Education and Public Awareness component.
· Support the establishment of a National Environmental Education & Awareness Working Group in
participating country (as needed), in coordination with the National Project Coordinators, and aid these
groups in performing component related work and achieving project objectives.
· Organize and lead regional workshops for practitioners in environmental education and awareness, to
exchange local and national experiences and to develop/finalize plans for transboundary cooperative
activities.
· Develop detailed work plan for each sub-component, specifying activities and tasks to design and deliver
selected educational awareness programs, university exchanges and course development in environmental
education, and assuring the translation of materials into appropriate languages.
· Work closely with World Links for Development (or similar NGO group) and the National Project
Coordinators to design and implement the school networking activities, in particular providing support for
the identification and design of transboundary environmental projects within the school networks.
· Develop selection criteria for participating individuals and institutions of the university environmental
education network. Lead the identification and selection of candidates and facilitate faculty and student
exchanges.
· Collaborate with other Project Lead Specialists and other SVP projects, especially the SVP Applied
Training Project to ensure project integration/coordination and achievement of overall project objectives.
· Ensure effective basin-wide collaboration, information exchange, and communication among national
component specialists, consultants, and relevant thematic working groups.
· Provide technical guidance and mentoring of staff to ensure the effective implementation of component
activities at the national level and that capacity building is well integrated into project activities.
· Ensure effective liaison and communication with NBI institutions, the Nile-SEC, and other SVP projects,
as well as maintain communication with the World Bank/UNDP, supporting donors, and the international
community.
44
· Ensure good working relationships with component-related stakeholder groups, NGOs, and other relevant
Basin organizations.
· Under guidance of the Regional Project Manager, manage the preparation and implementation of
component related plans, including workplans, procurement plans, monitoring plans, participation plans,
and training plans, adhering to the required approval process.
· Prepare component related terms of reference and provide technical oversight for the work of international,
regional and national consultants, ensuring the quality, timeliness and appropriateness of work.
· Prepare timely, accurate and quality progress, technical, financial and other required reports on component
activities.
· Design, schedule and organize component related meetings, workshops, seminars and training.
· Maintain quality assurance and facilitate effective component monitoring and evaluation.
· Support the Project Manager in the management and operation of the Project Management Unit, including
set-up activities.
PROGRESS REPORTING
The Education and Awareness Lead Specialists will report to the Regional Project Manager as follows:
· On weekly basis. Through weekly Project team meetings, the Education and Awareness Lead Specialist
will update the Regional Project Manager and other team members on work planning, activities, progress
and other relevant issues.
· On a monthly basis. A brief narrative report (maximum 1 page) outlining the work accomplished in the
preceding month, an outline of the work expected to be completed during the next progress reporting period
and, if appropriate, comments or recommendations relating to any unforeseen conditions which may affect
the progress or the quality of the work.
Distribution: To the Project Manger for incorporation into the monthly project report.
· On an semi-annual basis. A substantive progress report, prepared against the agreed work plan, outlining
in greater details activities undertaken, substantive accomplishments made, and a discussion of issue which
will affect the work plan for the coming 12 months.
Distribution: To the Project Manager for incorporation in the semi-annual Project Implementation
Progress Report.
· On an annual basis. A work plan outlining activities planned and the time frame for their implementation.
Distribution: To the Regional Project Manger for incorporation into the overall Project workplan to be
reviewed at the annual Steering Committee meeting.
· Ad hoc reporting: In addition to the above, the Regional Project Manager may also request the Education
and Awareness Lead Specialist to prepare ad hoc reports on specific aspects of the project for specific
purposes as they may arise.
45
DURATION AND NATURE OF APPOINTMENT
The initial appointment will be for 2 years, with a 6 month probation period. Based on performance, the
appointment can be extended on a two year basis through the completion of the project. The xxx Lead Specialist will
work from the PMU in Khartoum, Sudan, and will travel within the region and internationally in accordance with
project needs and funding availability.
QUALIFICATIONS
The Education and Awareness Lead Specialist will preferably originate from the Nile Basin Countries and will have
the following qualifications:
· At least 10 years of related working experience, with recognized technical expertise in environmental
education.
· Advanced training, Masters level degree or higher, in a related environmental, natural resource, social
science or development field of study.
· Experience in designing, implementing and managing environmental education programs or projects,at
national or regional levels, and demonstrated leadership capabilities.
· Excellent consensus-building, multi-cultural, and inter-personnel skills. Strong team building and
mentoring capabilities.
· Experience and demonstrated skills in networking with Ministry level-partners, donors, private sector,
national and international NGOs, and local community-based organizations.
· Demonstrated writing skills, analytical and presentation and reporting skills.
· Outstanding English language skills. Fluency in French an added advantage.
· Good computing skills, including knowledge of software packages for word processing, databases and
spreadsheets. Familiarity with modern communication systems (such as Internet, world wide web, email,
etc)
· Experience working with or in international and donor organizations is an advantage.
· Experience working in Africa, particularly the Nile Basin countries, is preferred.
· Willing to travel extensively.
RECRUITMENT
This position will be recruited competitively based on advertisement in national, regional and international
newspapers. Priority will be given to nationals originating from the Nile Basin countries, seeking balance among
countries represented in Shared Vision Program staff as a whole. Qualified applicants will be short-listed by UNOPS
and the Nile-SEC. The World Bank will be given the opportunity to comment on the shortlist of qualified candidates
prior to the final selection being made.
The interview panel will include:
46
· International and/or regional organizations (representing appropriate technical expertise)
· Nile-TAC member from the country hosting the PMU
· Nile-SEC representative
· Project Manger, if in place
· Donor representative, as interested
· UNDP
· UNOPS
47
TERMS OF REFERENCE FOR THE
LEAD SPECIALIST WETLANDS AND BIODIVERSITY CONSERVATION
DRAFT (July, 2002) <<to be finalized see Project Implementation Plan (PIP)>>
INTRODUCTION/OVERVIEW
The Wetlands Lead Specialists will provide the senior technical expertise and leadership for the Wetlands and
Biodiversity Conservation component of the Nile Transboundary Environmental Action Project. The Lead
Specialist will play a key role in ensuring effective basin-wide communication and collaboration among national
specialists, relevant thematic working groups, consultants, and stakeholder groups. The Wetlands Lead Specialist
will report to the Regional Project Manager of the Nile Transboundary Environmental Action Project.
SCOPE OF WORK
The primary duties of the Wetlands Lead Specialist include, but are not limited to the following:
· Provide the leadership and technical guidance to achieve the targets, outputs, and performance indicators
for the Wetlands and Biodiversity Conservation component (component 4).
· Establish a Wetlands and Biodiversity Conservation Working Group for the conservation and enhanced
management of key Nile Basin conservation sites, with a representative from each participating country, in
collaboration with the National Project Coordinators.
· Together with the Working Group, lead the selection process for the key wetland conservation areas to be
targeted by the Project and the participatory preparation of management plans, including design of
activities by local communities and sustainable livelihood projects aimed at generating local benefits from
conservation and mitigating wetland and other protected area threats.
· Coordinate and backstop site-specific studies.
· Establish basin-wide network of stakeholder representatives/experts in biodiversity conservation, wetland
management, sustainable use of natural resources and sustainable livelihood initiatives involving local
communities.
· Develop education, training, and awareness programs emphasizing the transboundary aspects of wetlands
conservation, including habitat and species management, conservation and multiple use management of
wetlands, and integration of protected area management with local social and economic development as
well as sound wetland conservation and management.
· Organize and lead workshops to disseminate results and deliver training and education materials.
· Collaborate with other Project lead specialists to ensure project integration/coordination and achievement
of overall project objectives.
· Ensure effective basin-wide collaboration, information exchange, and communication among national
component specialists, consultants, and relevant thematic working groups.
· Provide technical guidance and mentoring of staff to ensure the effective implementation of component
activities at the national level and that capacity building is well integrated into project activities.
48
· Ensure effective liaison and communication with NBI institutions, the Nile-SEC, and other SVP projects,
as well as maintain communication with the World Bank/UNDP, supporting donors, and the international
community.
· Ensure good working relationships with component-related stakeholder groups, NGOs, and other relevant
Basin organizations.
· Under guidance of the Regional Project Manager, manage the preparation and implementation of
component related plans, including workplans, procurement plans, monitoring plans, participation plans,
and training plans, adhering to the required approval process.
· Prepare component related terms of reference and provide technical oversight for the work of international,
regional and national consultants, ensuring the quality, timeliness and appropriateness of work.
· Prepare timely, accurate and quality progress, technical, financial and other required reports on component
activities.
· Design, schedule and organize component related meetings, workshops, seminars and training.
· Maintain quality assurance and facilitate effective component monitoring and evaluation.
· Support the Project Manager in the management and operation of the Project Management Unit, including
set-up activities.
PROGRESS REPORTING
The Wetlands Lead Specialist will report to the Regional Project Manager as follows:
· On weekly basis. Through weekly Project team meetings, the Wetlands Lead Specialists will update the
Regional Project Manager and other team members on work planning, activities, progress and other
relevant issues.
· On a monthly basis. A brief narrative report (maximum 1 page) outlining the work accomplished in the
preceding month, an outline of the work expected to be completed during the next progress reporting period
and, if appropriate, comments or recommendations relating to any unforeseen conditions which may affect
the progress or the quality of the work.
Distribution: To the Project Manger for incorporation into the monthly project report.
· On a semi-annual basis. A substantive progress report, prepared against the agreed work plan, outlining in
greater details activities undertaken, substantive accomplishments made, and a discussion of issue which
will affect the work plan for the coming 12 months.
Distribution: To the Project Manager for incorporation in the semi-annual Project Implementation
Progress Report.
· On an annual basis. A work plan outlining activities planned and the time frame for their implementation.
Distribution: To the Regional Project Manger for incorporation into the overall Project workplan to be
reviewed at the annual Steering Committee meeting.
· Ad hoc reporting: In addition to the above, the Regional Project Manager may also request the Wetlands
Lead Specialist to prepare ad hoc reports on specific aspects of the project for specific purposes as they
may arise.
49
DURATION AND NATURE OF APPOINTMENT
The initial appointment will be for 1 year, with a 6 month probation period. Based on performance, the appointment
can be extended through the completion of the project. The Wetlands Lead Specialist will work from the PMU in
Khartoum, Sudan, and will travel within the region and internationally in accordance with project needs and funding
availability.
QUALIFICATIONS
The Wetlands Lead Specialists will preferably originate from the Nile Basin Countries and will have the following
qualifications:
· At least 10 years of related working experience, with recognized technical expertise in topics closely
related to wetlands management and biodiversity conservation
· Advanced training, Masters level degree or higher, in a related environmental, natural resource, social
science or development field of study.
· Experience in designing, implementing and managing complex conservation and/or development projects,
at national or regional levels, and demonstrated leadership capabilities.
· Excellent consensus-building, multi-cultural, and inter-personnel skills. Strong team building and
mentoring capabilities.
· Experience and demonstrated skills in networking with Ministry level-partners, donors, private sector,
national and international NGOs, and local community-based organizations.
· Excellent writing, analytical, presentation, and reporting skills.
· Outstanding English language skills. Fluency in French an added advantage.
· Good computing skills, including knowledge of software packages for word processing, databases and
spreadsheets. Familiarity with modern communication systems (such as Internet, world wide web, email,
etc)
· Experience working with or in international and donor organizations is an advantage.
· Experience working in Africa, particularly the Nile Basin countries, is preferred.
· Willing to travel extensively.
RECRUITMENT
This position will be recruited competitively based on advertisement in national, regional and international
newspapers. Priority will be given to nationals originating from the Nile Basin countries, seeking balance among
countries represented in Shared Vision Program staff as a whole. Qualified applicants will be short-listed by the
Project Services Agency and the Nile-SEC. The World Bank will be given the opportunity to comment on the
shortlist of qualified candidates prior to the final selection being made.
The interview panel will include:
· International and/or regional organizations (representing appropriate technical expertise)
50
· Nile-TAC member from the country hosting the PMU
· Nile-SEC representative
· Project Manger, if in place
· Donor representative, as interested
· UNDP
· UNOPS
51
TERMS OF REFERENCE FOR THE
FINANCE/PROCUREMENT SPECIALIST
DRAFT (July, 2002) <<to be finalized see Project Implementation Plan (PIP)>>
INTRODUCTION
In support of the NBI Secretariat (Nile-SEC), acting as agent responsible for the execution of the Shared Vision
Program (SVP) on behalf of the Nile-TAC and Nile-COM, overall financial management and procurement services
for the Project will be provided by UNOPS. In support of UNOPS, the Project Finance/Procurement Specialist will
be responsible for procurement actions and for financial management of Project funds at the Regional Project
Management Unit (PMU) level.
The Finance/Procurement Specialist will work in close liaison with the Regional Project Manger, the Nile-SEC, and
UNOPS to ensure efficient and effective project implementation in accordance with World Bank financial
management and procurement guidelines. The Finance/Procurement Specialist will report to UNOPS through the
Regional Project Manger.
SCOPE OF WORK: FINANCIAL MANAGEMENT
Under advisement of UNOPS, the primary finance related duties of the Finance/Procurement Specialist include, but
are not limited to:
· Establish and operationalize financial management functions at the PMU.
· Establish the SVP common, computerized financial management/accounting system at the PMU.
· Monitor and analyze financial transactions though the computerized financial management accounting
system.
· Implement project-specific financial management and internal control manuals at the PMU, based on
agreed SVP generic manuals.
· Set-up and manage the imprest account at the PMU.
· Operationalize disbursement procedures at the PMU and national levels in accordance with project
agreements.
· In consultation with the Regional Project Manager and Lead Specialists, design and prepare Project cost
projections for the current year expenditures, in order to make accurate delivery projections and realistic
budgeting.
· Oversee and prepare financial transactions from the PMU imprest account, payments and purchase orders,
in accordance with agreed procedures.
· In consultation with Lead Specialists and the Regional Project Manager, prepare and verify budget
revisions twice yearly, in October ("October Rephasal") and April ("Mandatory"), and in collaboration
with UNDP (for GEF/UNDP resources.
· Prepare inputs to the UNOPS semi-annual financial statements for the Project, for use in submission to the
Nile-COM, NBTF Committee, the World Bank and UNDP (for GEF/UNDP resources).
· Provide inputs to the annual audits of above mentioned financial statements.
52
SCOPE OF WORK: PROCUREMENT
Under advisement of UNOPS, the primary procurement related duties of the Finance/Procurement Specialist
include, but are not limited to:
· Establish and operationalize procurement functions at the PMU and national levels, including a
procurement tracking system.
· Coordinate and facilitate procurement planning, including preparation of procurement plans. This work
includes providing support to the Regional Project Manager and/or Lead Specialists in the preparation of
component specific procurement plans.
· Prepare inputs to standard SVP bidding documents.
· Prepare inputs as needed by UNOPS for the recruitment of consultants (firms and individuals),
procurement of other services (e.g., training and workshops), and the procurement of goods and small
works.
· Procure goods and services through the PMU imprest account in accordance with established procedure,
ensuring proper implementation of individual procurements at each stage of the process, from advertising
to contract award.
· Prepare, evaluate and collate short-list of regional suppliers based on firm capabilities.
· Monitor procurement through regular updates of the procurement plans.
· Prepare inputs to quarterly procurement progress reports.
· Maintain working files and records; prepared correspondence related to procurement activities; seek legal
advice where appropriate; prepare procurement progress reports.
· Maintain appropriate business relations with suppliers and liaise with the Regional Project Manager and
project personnel. Maintain current market knowledge by evaluation of technical data, price and payment
terms, visits and phone/e-mail interviews and contacts.
GUIDELINES
The following written and unwritten guidelines will be applied to performing the duties of the post:
Written
· UNDP Financial Rules and Regulations
· World Bank Financial Rules and Regulations
· UNDP Programme and Projects Manual (GEF/UNDP resources)
· General Administration Handbook
· UNOPS Handbook
· World Bank Procurement Guidelines (Red & Green)
53
· SVP Guidelines/Operating Manual, when established
Unwritten
· Common sense in applying proper business practice and sound purchasing principles
· Know when to negotiate and how to achieve goals successfully
· Maintain sound ethical principles, integrity and transparency of due process
PROGRESS REPORTING
The Finance/Procurement Specialist will prepare inputs to UNOPS as follows:
· Procurement reports in accordance with the requirements of the UNDP and the World Bank.
· Budget revisions for the UNDP managed funds, in accordance with standard UNDP/UNOPS procedures.
· Financial reports on the Bank managed GEF funds in accordance with World Bank requirements.
· Financial reports for the NBTF managed resources in accordance with guidelines (to be developed)
approved by NBTF Committee.
DURATION AND NATURE OF APPOINTMENT
The initial appointment will be for 2 years, with a 6 month probation period. Based on performance, the appointment
can be extended on a two year basis through the completion of the Project. The Finance/Procurement Specialist will
work from the PMU in Khartoum, Sudan, and will travel within the region and internationally in accordance with
Project needs and funding availability.
QUALIFICATIONS
The Finance/Procurement Specialist will preferably originate from the Nile Basin Countries and will have the
following qualifications:
· At least 7 years of working experience in either the procurement or project management field.
· An advanced degree in financial management, procurement services, or accountancy.
· Experience in procurement for and/or financial management of complex projects at national or regional
levels.
· Willingness to engage equally well in both requirements of the job (accountancy and procurement)
irrespective of emphasis of previous training and experience.
· Knowledge of UN / World Bank project management procedures.
· Full and up-to-date computer literacy, especially in all MS and Windows-based applications, including
Excel, World, and other relevant software, such as accounting software.
· Demonstrated writing, presentation and reporting skills.
54
· Fluency in spoken and written English language; working knowledge of French is an advantage.
· Experience working in Africa, particularly the Nile Basin countries, is an advantage.
RECRUITMENT
This position will be recruited competitively based on advertisement in national, regional and international
newspapers. Priority will be given to nationals originating from the Nile Basin countries, seeking balance among
countries represented in Shared Vision Program staff as a whole. Qualified applicants will be short-listed by UNOPS
and the Nile-SEC. The World Bank will be given the opportunity to comment on the shortlist of qualified candidates
prior to the final selection being made.
The interview panel will include:
· International and/or regional organizations (representing appropriate technical expertise)
· Nile-TAC member from the country hosting the PMU
· The Nile Secretariat
· Donor representative, as interested
· UNDP
· UNOPS
55
TERMS OF REFERENCE FOR THE
LEAD MONITORING AND EVALUATION SPECIALIST
DRAFT (July, 2002) <<to be finalized see Project Implementation Plan (PIP)>>
INTRODUCTION/OVERVIEW
The Lead M&E Specialist will provide the senior technical expertise and leadership for the M&E activities of the
Nile Transboundary Environmental Action Project. The Lead Specialist will play a key role in ensuring effective
basin-wide communication and collaboration among national specialists, relevant thematic working groups,
consultants, and stakeholder groups. The Lead M&E Specialist will report to the PMU through the Regional Project
Manager of the Nile Transboundary Environmental Action Project who will report to the Steering Committee.
SCOPE OF WORK
The primary duties of the Lead M&E Specialists include:
· Provide the leadership and technical guidance to achieve M&E related targets, outputs, and performance
indicators, ensuring quality and appropriateness of all M&E activities.
· Supervise and coordinate the development of regional and national databases (including the baseline
situation) for monitoring and evaluation working closely with the National Project Coordinators and
national M&E consultants.
· Develop the M&E Strategy and Action Plan and Tracking Matrix to monitor, evaluate and track project
activities in accordance with the PIP, the Bank PAD and the UNDP project document.
· Design, schedule and organize M&E related meetings, workshops, seminars and training.
· Support and collaborate with other project Lead Specialists to ensure that the M&E Strategy addresses
issues that reflect the achievement of overall project objectives.
· Prepare M&E related terms of reference and provide technical oversight for the work of international,
regional and national consultants, ensuring the quality and appropriateness of work, inputs, outputs, and
adherence to schedules.
· Provide technical guidance and mentoring of staff to ensure the effective implementation of M&E activities
at the national level and that capacity building is well integrated into project activities.
· Promote and ensure communication and good working relations with NBI institutions, other SVP projects,
stakeholder groups, and other relevant Basin organizations, as well as with the Nile Team, supporting
donors, and international organizations.
· Under guidance of the Regional Project Manager, manage the preparation and implementation of the M&E
related actions, including work plans, procurement plans, participation plans, and training plans, adhering
to the required approval process.
· Prepare timely, accurate and quality progress, technical, financial and other required reports on M&E
activities.
· Ensure effective basin-wide collaboration, exchange of information, and communication among national
specialists, consultants, and relevant thematic working groups.
56
· Maintain quality assurance through effective M&E.
· Support the Regional Project Manager in the management and operation of the Project Management Unit,
including set-up activities.
REPORTING
The Lead M&E Specialists will report to the Regional Project Manager as follows:
· On weekly basis. Through weekly PMU meetings, the Lead M&E Specialists will update the Regional
Project Manager and other team members on work planning, activities, progress and other relevant issues.
· On a monthly basis. A brief narrative report (maximum 1 page) outlining the work accomplished in the
preceding month, an outline of the work expected to be completed during the next progress reporting period
and, if appropriate, comments or recommendations relating to any unforeseen conditions which may affect
the progress or the quality of the work.
Distribution: To the Regional Project Manger for incorporation into the monthly project report.
· On a semi-annual basis. A substantive progress report, prepared against the agreed work plan, outlining in
greater details activities undertaken, substantive accomplishments made, and a discussion of issue which
will affect the work plan for the coming 12 months.
Distribution: To the Regional Project Manager for incorporation in the semi-annual Project Implementation
Progress Report.
· On an annual basis. A work plan outlining activities planned and the time frame for their implementation.
Distribution: To the Regional Project Manger for incorporation into the overall Project work plan to be
reviewed at the annual Steering Committee meeting.
· Ad hoc reporting: In addition to the above, the Regional Project Manager may also request the Lead M&E
Specialist to prepare ad hoc reports on specific aspects of the project for specific purposes as they may
arise.
DURATION AND NATURE OF APPOINTMENT
The initial appointment will be for 2 years, with a 6 month probation period. Based on performance, the appointment
can be extended on a two year basis through the completion of the project. The Lead M&E Specialist will work from
the PMU in Khartoum, Sudan, and will travel within the region in accordance with project needs and funding
availability.
QUALIFICATIONS
The Lead M&E Specialist will have the following qualifications:
· At least 7 - 10 years of working experience in M&E related fields, with recognized technical expertise
· Advanced training, Masters level degree or higher, in M&E related fields
· Experience supporting complex projects, recognized technical expertise and leadership capabilities.
· Good computer skills, including proficiency in wide range of software related to project management,
particularly monitoring and evaluation. Familiarity with modern communication systems (e.g., internet,
World Wide Web, email, etc).
57
· Excellent consensus-building, multi-cultural, and inter-personnel skills. Strong team building and
mentoring capabilities...
· Experience and demonstrated skills in networking with ministry level-partners, donors, private sector,
national and international NGOs, and local community-based organizations
· Demonstrated writing, analytical, presentation and reporting.
· Full fluency in spoken and written English; French an added advantage.
· Experience working with or in international and donor organizations is an advantage.
· Experience working in Africa, particularly the Nile Basin countries, is preferred
RECRUITMENT
This position will be recruited competitively based on advertisement in national, regional and international
newspapers. Priority will be given to nationals originating from the Nile Basin countries, seeking balance among
countries represented in Shared Vision Program staff as a whole. Qualified applicants will be short-listed by UNOPS
and the Nile-SEC. The World Bank will be given the opportunity to comment on the shortlist of qualified candidates
prior to the final selection being made.
The interview panel will include:
· International and/or regional organizations (representing appropriate technical expertise)
· Nile-TAC member from the country hosting the PMU
· Nile Secretariat representative
· Donor representative, as interested
· UNDP
· UNOPS
58
TERMS OF REFERENCE FOR THE
NATIONAL PROJECT COORDINATOR
DRAFT (July, 2002) <<to be finalized see Project Implementation Plan (PIP)>>
INTRODUCTION
The Project will have field operations in ten countries: Burundi, Democratic Republic of Congo, Egypt, Eritrea8,
Ethiopia, Kenya, Rwanda, Sudan, Tanzania, and Uganda. Ten National Project Coordinators will be hired to work
full time for the duration of the project. The National Project Coordinators will ensure the effective coordination and
implementation of all Project activities at the national level, as well as linkage to overall basin-wide Project
objectives and activities. The National Project Coordinators will report to the Regional Project Manager and will
work under the overall guidance of the National Environment Focal Point (in most countries, the Head of the
Environmental Agency/Ministry) and the Nile-TAC member.
SCOPE OF WORK
The primary duties of the National Project Coordinators include but are not limited to:
· Supervise and coordinate the planning and implementation of the national elements of Project activities,
assisting in actions pertaining to workplans, procurement, consultancies, recruitment, logistics, budgeting,
disbursement, etc.
· Within the country, liaise with the Nile-TAC members, the National NBI Focal Point Institution (National
NBI Office), other NBI projects (SVP and SAP), other government departments, and the World Bank and
UNDP country offices at the operational level to ensure smooth implementation of field activities.
· Coordinate with national specialists and Lead Specialists for the effective implementation of activities at
the national level, and their linkage to regional activities.
· Coordinate the work of national members of Working Groups. Prepare and facilitate their meetings,
providing them with up-to-date information on Project activities as a whole.
· Participate in regional Project meetings and other activities. Prepare and present reports/briefings on the
status of the national project implementation and plans.
· Maintain close contacts with other planned/operational projects in the relevant fields and ensure integration
of the Project regional dimension into those projects.
· Assist the Regional Project Management Unit (PMU) in monitoring and reporting to GEF/UNDP/World
Bank agencies. Be responsible for the production of the required reporting from and to (collating from
Project components) the Project regular and ad hoc reports.
· In coordination with the Regional Project Manager, manage/oversee/assist with all activities during the
complex start-up phase of the national office.
· Supervise project staff in the national office, as well as the work of consultants, ensuring effective resource
allocation and the quality and timeliness of work.
· Maintain quality assurance and facilitate effective project monitoring and evaluation.
8 Eritrea is not officially a member of the NBI but has observer status. It plans to join officially. Provisions to cover
Eritrea have been included in the current project document and budget.
59
PROGRESS REPORTING
The National Project Coordinators should be in continuous contact with the Regional Project Manager in the PMU
in Khartoum, Sudan, but will also liaise closely with the National Focal Point (in most countries, the Head of the
Environmental Agency/Ministry), and the national Nile-TAC members.
· On a monthly basis. A brief narrative e-mail (maximum 1 page) outlining the work accomplished in the
preceding month, an outline of the work expected to be completed during the next progress reporting period
and, if appropriate, comments or recommendations relating to any unforeseen conditions which may affect
the progress or the quality of the work. There is no clearance requirement for this narrative e-mail.
Distribution: Regional Project Manager, TAC members in NPC's country.
· On a semi- annual basis. A substantive progress report, prepared against agreed work plan, outlining in
greater detail activities undertaken, substantive accomplishments achieved, and a discussion of issues
which will affect the workplan for the coming six months. Report should be shared with the National Focal
Point (in most countries the Head of the Environment Agency/Ministry) and the Nile-TAC members prior
to its submission. The report will be cleared by the Regional Project Manager.
Distribution: Regional Project Manager, Other National Project Coordinators, Nile-SEC, National Focal
Point, TAC members
· On an annual basis. A workplan outlining activities planned and the time frame for their implementation.
Work plan should be shared with the National Focal Point (in most countries the Head of the Environment
Agency/Ministry) and the Nile-TAC members prior to its submission. The report will be cleared by the
Regional Project Manager.
Distribution: Regional Project Manager, Other National Project Coordinators, Nile-SEC, National Focal
Point, TAC members.
· Quarterly Financial Reports. The National Project Coordinator will be responsible for preparing
financial/expenditure reports incurred for the Project at the country level, to be incorporated into Project
requests for advance of funds. He/she will be responsible for maintaining Project ledgers, inventories, etc.
· Ad hoc reporting: In addition to the above, the National Project Coordinator may also be requested to
prepare ad hoc reports on specific aspects of the Project as the need arises.
· Technical reports as required.
DURATION AND NATURE OF APPOINTMENT
The initial appointment will be for 2 years, with a 6 month probation period. Based on performance, the appointment
can be extended on a two year basis through the completion of the project. The National Project Coordinator will be
based in his/her home country, but will travel within the region and internationally in accordance with project needs
and funding availability.
QUALIFICATIONS
The National Project Coordinator will have the following qualifications:
· At least five years of working experience in environmental management or related fields with recognized
technical expertise.
· A university degree, preferably Masters or Ph. D. level degree, in environmental sciences or related fields.
· Experience in the management of complex projects at national levels.
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· Strong management skills, including ability to provide strategic guidance, technical oversight, prepare
workplans, and manage budgets and project expenditures.
· Excellent inter-personnel and consensus building skills, with the ability to foster a strong team environment
and mentor staff.
· Experience and skills in networking with Ministry level-partners, donors, NGOs, and local community-
based organizations. Experience in the implementation of participatory projects is an advantage.
· Demonstrated writing, presentation, and reporting skills.
· Fluency in spoken and written English language; working knowledge of French is an advantage. In French
speaking countries, bilingual skills required.
· Good computing skills, including knowledge of software packages for word processing, databases and
spreadsheets. Familiarity with modern communication systems (such as Internet, world wide web, email,
etc)
· Experience with work and travel to other Nile countries an advantage.
RECRUITMENT
This position will be recruited competitively from the country. Qualified applicants will be short-listed by UNOPS
and the Nile-SEC. The World Bank will be given the opportunity to comment on the shortlist of qualified candidates
prior to the final selection being made.
The interview panel will include:
· National and/or regional organizations (representing appropriate technical expertise)
· The Nile Secretariat (may choose to be represented by Nile-TAC member from host country)
· Nile-TAC member(s) from the country
· Regional Project Manager
· Donor representative, as interested
· UNDP representative
Appointment will be reviewed and agreed by the Regional Project Manager.
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TERMS OF REFERENCE FOR THE
NATIONAL MICROGRANTS COORDINATOR (countries w/o GEF/UNDP/SGP)
and the UNDP/GEF/SGP NATIONAL COORDINATOR (countries w/ existing GEF/UNDP/SGP)
DRAFT (July, 2002) <<to be finalized see Project Implementation Plan (PIP)>>
BACKGROUND
One National Microgrants Coordinator (NMC) is appointed for each participating country where there is no
UNDP/GEF/SGP (i.e., Burundi, DC Congo, Ethiopia, Rwanda and Sudan). In participating countries with a
UNDP/GEF/SGP, the role and functions of the National Microgrants Coordinator will be carried out by the National
Coordinator (UNDP/GEF/SGP-NC) of the UNDP/GEF/SGP (i.e., Egypt, Kenya, Tanzania and Uganda). The
established TOR of the UNDP/GEF/SGP-SGP-NC will need to be expanded to cover the functions described below.
INTRODUCTION/OVERVIEW
The National Microgrants Coordinator/National Coordinator (NMC/SGP-SGP-NC) is responsible for the overall
functioning of the Nile Transboundary Microgrants Program in each participating country and for the achievements
of the benchmarks to be established in the National Transboundary Microgrants Program Action Plan.
The NMC/SGP-SGP-NC is a contracted employee of UNOPS. The NMC/SGP-NC reports to the Microgrants
Lead Specialist in the PMU in technical, substantive, and strategic areas, and to the UNOPS Portfolio Manager on
administrative and financial matters. The NMC/SGP-NC collaborates closely with the respective National Project
Coordinator. A critical aspect of the NMC/SGP-NC's job performance is to carefully monitor and supervise
nongrant expenditures and to ensure accountability and transparency.
In non-UNDP/GEF/SGP countries, the NMC is based at the host NGO but spends up to 30% of her/his time in the
field engaged in project identification, development, technical assistance, and monitoring and evaluation.
SCOPE OF WORK
The primary duties of the NMC/SGP-NC include, but are not limited to:
· Launching the national Nile Transboundary Microgrants Program and promoting its activities among key
stakeholders.
· Taking a lead in preparing the National Transboundary Microgrants Program Action Plan working closely
with the National Steering Committee and assuring consistency with the Nile Regional Transboundary
Microgrants Program Strategy.
· Disseminating guidelines and informational materials to CBOs and NGOs seeking financial and technical
support under the program.
· Organizing stakeholder workshops and project development sessions for NGOs, CBOs, and other
stakeholders to explain the program, and to assist potential applicants in making the link between local
environmental problems and the Nile transboundary priorities of the Microgrants Program.
· Working actively with CBOs and NGOs -- both in the office and in the field -- in the preparation of
project concepts and proposals to ensure that individual projects fit the criteria of the National
Transboundary Microgrants Program Action Plan, and authorizing and managing project planning grants as
needed.
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· Identifying and managing national consultants to develop awareness-raising materials about the program
and lessons learned, and to assist in the preparation, monitoring and evaluation of projects.
· Locating technical and other assistance from existing local and national programs and agencies that can be
channeled to project proponents for project preparation and/or implementation.
· Helping establish, working with and supporting the National Steering Committee, including the
Committee's process of project proposal selection and approval, especially the initial review of proposals
and assessment of eligibility.
· Making periodic visits to project sites to provide technical assistance as needed and monitoring project
progress.
· Establishing and managing mechanisms for exchange of information, experience, and lessons learned at the
local and national levels.
· Liaise effectively with the NMCs in the other Nile Basin countries to identify, develop and implement
transboundary project activities, with coordination by the Microgrants Lead Specialist at the PMU
· Liaise and communicate effectively with other national activities of the Nile Transboundary Environmental
Action Project (especially the Project's Environmental Education and Awareness Component and , as
relevant, with the Water Quality Monitoring Component) as well as the national Nile-TAC members,
national NBI office and other SVP projects, as well as maintain communication with the World
Bank/UNDP, supporting donors, and the international community.
· Maintaining the financial integrity of the program and reporting on all financial and personnel issues to
UNOPS and to the PMU on a timely basis.
· Prepare timely, accurate and quality progress, technical, financial and other required reports on component
activities. Reporting to the Microgrants Lead Specialist at the PMU on program implementation.
REPORTING
The NMC/SGP-NC will be responsible for reporting on the progress and expenditures of the national
activities of the Nile Transboundary Microgrants Program. She/He will
· Maintain a strong working partnership with (1) the Microgrants Lead Specialist at the Project Management
Unit (PMU) in Khartoum, and (2) the National Project Coordinator for the Nile Transboundary
Environmental Action Project, and ensuring they are kept well informed of all relevant Microgrants
activities.
· Provide continuous information updates in standard format as well as periodic progress reports.
· Reports to the Microgrants Lead Specialist in the PMU in technical, substantive, and strategic areas, and to
the UNOPS Portfolio Manager on administrative and financial matters. Substantive reports will be
submitted with copy to Nile-SEC, the national NBI office/national TAC members and UNOPS at regular
intervals.
DURATION AND NATURE OF APPOINTMENT (NMC ONLY)
The initial appointment will be for 2 years, with a 6 month probation period. Based on performance, the
appointment can be extended on a two year basis through the completion of the project. The NMC works from the
offices of the host national NGO [specify the NGO where already selected], and travels extensively within the
63
country and from time to time to other Nile Basin countries in accordance with project needs and funding
availability.
QUALIFICATIONS (NMC ONLY)
The NMC will normally be a national of the host country and will have the following qualifications:
· Advanced training, Masters level degree or higher, in a environment/ natural resource/ development-related
field.
· At least five years professional experience in environment and/or development fields.
· Demonstrated leadership capabilities. Proven management and administrative skills.
· Experience in community-oriented environment and development programs, and in project design,
implementation, and monitoring and evaluation.
· Excellent communication skills (written, verbal, interpersonal)
· Excellent consensus-building, multi-cultural, and inter-personnel skills. Strong team building and
mentoring capabilities.
· Demonstrated high quality writing, analytical, presentation and reporting skills.
· Outstanding language skills in English or French (if French, then competence in English required).
Adequate working capacity in prevalent local languages.
· Willingness to travel to the field for at least sixteen weeks per year.
· A deep understanding of environment and development issues within the country.
· Substantial experience working with NGOs, CBOs, and communities, and demonstrated willingness and
competence to do fieldwork.
· Preferably experienced with small grant or environment and development programs.
· Experience and demonstrated skills in networking with Ministry level-partners, donors, private sector,
national and international NGOs, and local community-based organizations
· Good computing skills, including knowledge of software packages for word processing, databases and
spreadsheets. Familiarity with modern communication systems (such as Internet, world wide web, email,
etc)
· Experience working with or in international and donor organizations is an advantage.
RECRUITMENT (NMC ONLY)
This position will be recruited competitively based on advertisements in national newspapers. Qualified applicants
will be short-listed by UNOPS and the National Project Coordinator. The World Bank will be given the opportunity
to comment on the shortlist of qualified candidates prior to the final selection being made.
The interview panel will include:
64
· International and/or regional organizations (representing appropriate technical expertise)
· Nile-TAC member from the host country.
· Nile-SEC representative
· National Project Coordinator, if in place
· Donor representative, as interested
·
UNDP
65
TERMS OF REFERENCE FOR THE
LOCAL MICROGRANTS COORDINATOR (in Kenya, Tanzania & Uganda)
DRAFT (July, 2002) <<to be finalized see Project Implementation Plan (PIP)>>
INTRODUCTION/OVERVIEW
In both Kenya and Tanzania, where the capital is located far from the Nile Basin, the Nile Transboundary
Microgrants Program will be managed by the UNDP-managed GEF Small Grants Programme (UNDP/GEF/SGP).
To implement the Nile Transboundary Microgrants Program in these two countries, the Local Microgrants
Coordinator (LMC) will each be based in a host NGO located within or adjacent to the respective country's portion
of the Nile and Lake Victoria Basin, probably Kisumu in Kenya and Mwanza in Tanzania.
In Egypt and Uganda, where the established UNDP/GEF/Small Grants Programme (UNDP/GEF/SGP) has offices
located in the capitals within the Nile Basin, the Local Microgrants Coordinator (LMC) will be located close to and
preferably in the same offices as the existing UNDP/GEF/SGP-National Coordinator.
The Local Coordinator (LMC) is responsible for the overall implementation of the Nile Transboundary Microgrants
Program and for the achievements of the benchmarks to be established in the National Transboundary Microgrants
Program Action Plan. The LMC will work under the day to day supervision of the UNDP/GEF/SGPNational
Coordinator (in Kenya and Tanzania these are based in the respective UNDP Country Offices in Nairobi and Dar es
Salaam). The LMC will report through the UNDP/GEF/SGPNational Coordinator to the Microgrants Lead
Specialist at the PMU.
The NMC will be a contracted employee of UNOPS.
SCOPE OF WORK
The primary duties of the Microgrants Local Coordinator include, but are not limited to:
· Launching the national Nile Transboundary Microgrants Program and promoting its activities among key
stakeholders.
· Providing inputs to the National Transboundary Microgrants Program Action Plan.
· Identifying key partners for Microgrants activities.
· Undertaking wide consultations with local communities, local authorities and other stakeholders to
facilitate consensus building, conflict resolution and cooperation and synergy.
· Disseminating guidelines and informational materials to CBOs and NGOs seeking financial and technical
support from the Microgrants Program.
· Identifying capacity-building and training needs of communities.
· Providing technical assistance and support to CBOs and NGOs for project development, including design
and application of indicators and grant monitoring activities.
· Locating technical and other assistance from local and national NGOs, donors and government agencies
that can be channeled to project proponents for project preparation and/or implementation.
· Managing project planning grants as needed in consultation with the Small Grants Programme National
Coordinator.
66
· Working with and supporting the National Steering Committee and its deliberations during the process of
project proposal selection and approval, especially the initial review of proposals and assessment of
eligibility.
· Making periodic visits to project sites to provide technical assistance as needed and monitor project
progress.
· Processing grant disbursement authorizations.
· Fostering linkages, cooperation and synergy with other small grants programs of government agencies,
other donors and NGOs.
· Organizing experience exchange workshops with stakeholders as well as field visits to facilitate exchange
of experience and lessons learning and enhance communication among grantees and other key
stakeholders.
· Participating in the preparation of analytical case studies on project activities and issues, which will be
disseminated to other national Nile Basin Transboundary Microgrants Programs in liaison with the
Knowledge Management sub-component.
REPORTING
The Local Microgrants Coordinator will
· Work under the day to day supervision of the Small Grants Programme National Coordinator and maintain
a strong working partnership with the UNDP Country Office and ensuring they are kept well informed of
all relevant Microgrants activities.
· Substantive reports will be submitted through the UNDP/GEF/SGP-National Coordinator to the
Microgrants Lead Specialist in the PMU, with copy to Nile-SEC, the national NBI office/national TAC
members and UNOPS.
· Maintain the financial integrity of the Microgrants Program and report on all financial issues to the
UNDP/GEF/SGP- National Coordinator and to UNOPS.
DURATION AND NATURE OF APPOINTMENT
The initial appointment will be for 2 years, with a 6 month probation period. Based on performance, the
appointment can be extended on a two year basis through the completion of the project.
The Local Microgrants Coordinator will work from the offices of the host NGO [specify the NGO where already
selected], and will travel extensively within the host country's portion of the Nile/Lake Victoria Basin, occasionally
to the national capital (Dar es Salaam or Nairobi) and possibly to other Nile Basin countries in accordance with
project needs and funding availability. The LMC will spend up to 50% of her/his time in the field engaged in project
identification, development, technical assistance, and monitoring and evaluation
QUALIFICATIONS
The Local Microgrants Coordinator will normally be a national of the host country and will have the following
qualifications:
· Degree in an environment/natural resource/development-related field.
67
· Five years professional experience in environment or development issues.
· Extensive experience in community-oriented environment and development programs, and in project
design, implementation, and monitoring and evaluation.
· Substantial experience working with NGOs, CBOs, and communities, and demonstrated willingness and
competence to do fieldwork.
· Good understanding of environment and development problems within the country.
· Sound administrative skills
· Excellent communication skills (written, verbal, interpersonal).
· Fluency in English or French (desirable).
· Willingness to be located in the field.
· Some computing skills, including knowledge of software packages for word processing, databases and
spreadsheets. Familiarity with modern communication systems (such as Internet, world wide web, email,
etc)
RECRUITMENT
This position will be recruited competitively based on advertisements in national newspapers. Qualified applicants
will be short-listed by UNOPS, the UNDP/GEF/SGP and the National Project Coordinator. The World Bank will be
given the opportunity to comment on the shortlist of qualified candidates prior to the final selection being made.
The interview panel will include:
· Nile-TAC member from the host country.
· UNDP/GEF/SGP National Coordinator
· UNDP/GEF/SGP National Steering Committee Chairperson or other representative
· National Project Coordinator, if in place
· UNDP
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TERMS OF REFERENCE FOR THE
NATIONAL MICROGRANT STEERING COMMITTEE
(in UNDP/GEF/SGP Countries: Egypt, Kenya, Tanzania and Uganda)
DRAFT (July, 2002) <<to be finalized see Project Implementation Plan (PIP)>>
These are supplementary TOR for the existing National Steering Committee for the UNDP-managed GEF Small
Grants Programme (UNDP/GEF/SGP) in each country with a UNDP/GEF/SGP that is participating in the Nile
Transboundary Microgrants Program. The original TOR for the UNDP/GEF/SGP National Steering Committee are
included as Annex 3 in the Operational Guidelines for the Second Operational Phase of the UNDP/GEF/SGP.
INTRODUCTION/OVERVIEW
The Nile Transboundary Microgrants Program is being implemented in up to 10 countries under the Nile
Transboundary Environmental Action Project. The Microgrants will support community-driven interventions to
address transboundary environmental threats on a local scale. The Nile Transboundary Environmental Action
Project has a Project Management Unit (PMU) in Khartoum, Sudan. A Microgrants Lead Specialist in the PMU has
overall responsibility for coordinating the Nile Transboundary Microgrants Program in all participating countries. A
National Project Coordinator is responsible for coordinating all Project activities within each participating countries,
reporting to national representatives of the Nile Technical Advisory Committee (Nile-TAC).
The UNDP/GEF/SGP has been contracted to manage the Nile Transboundary Microgrants Program in each of
Egypt, Kenya, Tanzania and Uganda. In each of these countries the NSC will provides overall guidance and
direction to the Nile Transboundary Microgrants Program, including the development, periodic revision, and
implementation of National Transboundary Microgrants Program Action Plan consistent with the Nile
Transboundary Microgrants Program Strategy.
The responsibilities of the NSC towards the Nile Transboundary Microgrants Program are the same as for the
UNDP/GEF/SGP except as specifically noted in these TOR and in the Nile Transboundary Microgrants Program
Operational Manual.
The NSC is responsible for selecting and approving projects to be supported with Microgrants and for ensuring and
monitoring their technical and substantive quality. NSC members are also encouraged to participate in pre-selection
project site visits, providing advice on proposal reformulation or redesign if necessary and possible, and in project
monitoring and evaluation. NSCs are encouraged to review an annual workplan proposed by the NMC, and to
conduct periodic substantive assessments of the Microgrants Program with a view to identifying success stories and
lessons for wider dissemination, as well as pitfalls to be avoided in the future. It is also expected that NSC members
will disseminate information on the Microgrants Program through their own networks and in general enhance
visibility of the Microgrants Program.
FUNCTIONS AND DUTIES
Additional functions and duties of the NSC with respect to the Nile Transboundary Microgrants Program include:
· Participation in the development and periodic revision of the National Transboundary Microgant Program
Action Plan, which should include a set of project selection criteria to help guide decisions.
· Review and approval of project proposals, submitted to the Microgrants Program by NGOs/CBOs and pre-
screened by the National Coordinator, in accordance with the National Transboundary Microgrants
Program Action Plan and the Microgrants Operational Manual.
· All other functions and duties carried out by the NSC with respect to UNDP/GEF/SGP will be applicable to
the Nile Transboundary Microgrants Program.
69
SPECIAL ARRANGEMENTS FOR MICROGRANTS
It will be essential that key national participants in the Nile Transboundary Environmental Action Project have an
adequate opportunity to influence the policies and operations of the Nile Transboundary Microgrants Program. Each
National Steering Committee should decide how best to achieve this objective. One option is to invite the National
Project Coordinator and one or both of the two national Nile-TAC representatives to join the NSC, either as full
members or only for those meetings or parts of meetings addressing Microgrants issues. Another option is to form a
subcommittee to address all Microgrants issues, which the National Project Coordinator and/or one of the national
Nile-TAC representatives would be invited as permanent members. Other options can also be considered based on
the country context. The National Project Coordinator and the Microgrants Lead Specialist in the Khartoum PMU
must approve the approach selected before any Microgrants projects can be approved or funds disbursed to grantees.
In Kenya, Tanzania and Uganda it would be advisable to also invite a representative of the LVEMP project.
NATIONAL COORDINATOR RESPONSIBILITIES
The National Coordinator (SGP-NC) is the Secretary for the NSC, and is responsible for managing communication
between and among NSC members, for sending out notices of meetings, and for maintaining substantive records of
all meetings and actions taken. In addition, the SGP-NC shall present to the NSC substantive reports on the status
and progress of the Nile Transboundary Microgrants Program and its activities, as well as project proposals for
consideration.
The SGP-NC shall prepare and present meeting minutes for review and signature by the NSC after every meeting.
Copies of all minutes referring to Microgrants issues, once signed by the NSC members involved, should be filed in
the Nile Transboundary Microgrants Program office with copies sent to the National Project Coordinator and the
Microgrants Lead Specialist in the PMU.
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TERMS OF REFERENCE FOR THE
NATIONAL MICROGRANT STEERING COMMITTEE
(in non-UNDP/GEF/SGP countries:
Burundi, D.R. Congo, Ethiopia, Rwanda, and Sudan)
DRAFT (July, 2002) <<to be finalized see Project Implementation Plan (PIP)>>
INTRODUCTION/OVERVIEW
The Nile Transboundary Microgrants Program is being implemented in up to 10 countries under the Nile
Transboundary Environmental Action Project, with a regional Project Management Unit (PMU) in Khartoum,
Sudan. A Microgrants Lead Specialist in the PMU has overall responsibility for coordinating the Nile
Transboundary Microgrants Program in all participating countries. A National Project Coordinator is responsible
for coordinating all Project activities within each participating countries.
The National Steering Committee (NSC) is a central element of the Nile Transboundary Microgrants Program in
each participating country and provides the major substantive contribution and oversight to the program, in
coordination with the National Microgrants Coordinator (NMC). The NSC provides overall guidance and direction
to the Nile Transboundary Microgrants Program, including the development, periodic revision, and implementation
of National Transboundary Microgrants Program Action Plan consistent with the Nile Transboundary Microgrants
Program Strategy.
Based on the experiences from UNDP/GEF/SGP countries, the NSC will be composed of voluntary members from
the NGO sector, academic and scientific institutions, other civil society organizations, the Nile-TAC and other
representatives of the host government. A majority of members should be from the non-governmental sector.
The NSC is responsible for selecting and approving projects to be supported with Microgrants and for ensuring and
monitoring their technical and substantive quality. NSC members are also encouraged to participate in pre-selection
project site visits, providing advice on proposal reformulation or redesign if necessary and possible, and in project
monitoring and evaluation. NSCs are encouraged to review an annual workplan proposed by the NMC, and to
conduct periodic substantive assessments of the Nile Transboundary Microgrants Program with a view to identifying
success stories and lessons for wider dissemination, as well as pitfalls to be avoided in the future. It is important that
prospective NSC members understand that, while project selection and approval is the core activity of the
committee, their contribution in the other areas mentioned here is also crucial. It is also expected that NSC members
will disseminate information on the Microgrants Program through their own networks (as well as the Knowledge
Management component at the PMU) and in general enhance visibility of the Microgrants Program.
The NSC is the key country-level body responsible for the strategic direction of the Microgrants Program and for
project selection and technical quality in accordance with the National Transboundary Microgrants Program Action
Plan and the regional Nile Transboundary Microgrants Program Strategy. No Microgrants project may be
undertaken at the country level without the approval of the NSC. As such, the NSC must do its best to ensure the
technical and substantive content of Microgrants, and the administrative and financial capacity of the NGO/CBO
grant recipients. Operationally, the decisions of the NSC are considered final provided they are consistent with the
Microgrants Operational Manual and other guidelines provided by UNOPS. However, neither the NSC as a body,
nor its individual members, hold any legal or fiduciary responsibility for the Nile Transboundary Microgrants
Program or its activities.
FUNCTIONS AND DUTIES
The principal functions and duties of the NSC include:
· Participation in the development and periodic revision of the National Transboundary Microgant Action
Plan, which should include a set of project selection criteria to help guide decisions.
71
· Review and approval of project proposals, submitted to the Nile Transboundary Microgrants Program by
NGOs/CBOs and pre-screened by the National Coordinator, in accordance with established criteria and
procedures.
· NSC members are encouraged to actively participate in site visits and ongoing monitoring and evaluation
activities associated with the NileTransboundary Microgrants Program and its projects, and to provide
technical assistance and advice to NileTransboundary Microgrants projects and NGO/CBO project
proponents.
· The NSC shall decide whether it will consider and approve project concepts and planning grants, or will
rather leave these tasks to the National Microgrants Coordinator. In the case of the latter, the NMC will
keep the NSC informed about concepts received and approved and planning grants awarded.
TERMS OF OFFICE AND APPOINTMENT
Members of the NSC serve on a voluntary basis and without financial compensation. Reimbursement of reasonable
and necessary expenses such as long-distance travel to project sites and NSC meetings may be provided.
Reimbursement of expenses such as travel should be approved prior to the actual expenditure and follow standard
procedures identified in the Microgrants Operational Manual and by UNOPS.
The NSC should consist of between [six and twelve] members, with the majority of members from the NGO sector.
[This range is given as guidance only; the specific number of members is to be determined by the National
Microgrants Coordinator in consultation with the Microgrants Lead Specialist in the Khartoum PMU, the National
Project Coordinator and national Nile-TAC representatives. Efforts should be made to ensure gender and ethnic
diversity in the committee.]
The selection and appointment of new NSC members will be approved by the Microgrants Lead Specialist in the
PMU in close consultation with the respective National Microgrants Coordinator, the National Project Coordinator,
national Nile-TAC members and existing Steering Committee Members and under advice from the World Bank and
UNDP Resident Representatives. It is expected that at least one Nile-TAC member will serve on the NSC. The
PMU may arrange for an experienced National Coordinator from another Nile country's UNDP/GEF/SGP to assist
in the initial identification and selection of the NSC.
The National Microgrants Coordinator serves ex officio on the NSC, participating in deliberations, but not voting in
the project selection process. The NMC also serves as Secretariat to the NSC.
DURATION OF APPOINTMENT
The term of office of each NSC member is for a period of [two years]. Ideally the NSC would have a [two-year]
rolling membership with members serving staggered terms. In the event that a member fails to complete a full term
of office, a new member shall be appointed. NSC members may be reappointed to serve additional [two-year] terms
based on service and commitment to the program.
NSC MEETINGS AND RULES OF ORDER
The NSC meets on a quarterly [or insert another schedule] basis to review and approve grant proposals and to
conduct other activities within its terms of reference.
The NSC nominates a Chair from among its regular members, preferably by consensus. Neither the UNDP Resident
Representative (nor his/her delegate) nor the National Microgrants Coordinator may serve as the Chair. The Chair
presides at NSC meetings in accordance with the rules of order which have been adopted, and facilitates the process
of consensus-building in NSC deliberations. The position of Chair is not permanent and rotates [every meeting,
every quarter, every semester, every year].
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Where possible, the NSC operates on the basis of consensus rather than formal voting. Specific procedures and rules
of order for NSC deliberations, including voting procedures and quorum requirements, should be proposed by the
National Microgrants Coordinator and NSC members and adopted by the NSC prior to any substantive deliberations
or determinations.
Regular meetings of the NSC ordinarily include the following agenda items:
· Report on status and progress of the Nile Transboundary Microgrants Program;
· Status reports and updates on projects and activities in implementation;
· Financial report on execution of grant allocation;
· Presentation of project proposals for consideration
NSC minutes concerning meetings in which projects are approved should be as detailed and specific as possible,
listing each project considered and including all NSC recommendations or observations about each project. The
NSC decision about each project should be clearly noted, including any reformulations required before final
approval. The list of approved projects should include the budget amount approved. The minutes should be signed
by all NSC members present.
The NSC should review and sign-off on project proposals that are reformulated or adjusted after being provisionally
approved by the NSC, prior to submitting them through the Microgrants Lead Specialist for no objection, to UNOPS
for MOA signature. A formal meeting is not required, and the review may be done on a no-objection basis.
Upon accepting appointment to the NSC, members commit themselves to ensuring the complete objectivity and
transparency of the NSC, both in fact and in appearance. The NSC must avoid the appearance of self-dealing,
conflict of interest, or undue influence. No member of the NSC shall participate in the review or approval of any
project in which that member, or an organization with which that member is associated, has an interest. In such
cases, the member shall be excused from both the discussion and decision on the project.
As a matter of principle, the NSC (and the Nile Transboundary Microgrants Program as a whole) must operate in as
transparent a manner as possible. The NMC should maintain an official record of each NSC meeting, which is
available to the public. However, in order to protect NSC members from external pressures, neither the identities of
NSC members, nor the attributed statements of NSC members during deliberations, shall be disclosed.
NATIONAL MICROGRANTS COORDINATOR RESPONSIBILITIES
The NMC is the Secretariat for the NSC, and is responsible for managing communication between and among NSC
members, for sending out notices of meetings, and for maintaining substantive records of all meetings and actions
taken. In addition, the NMC shall present to the NSC substantive reports on the status and progress of the Nile
Transboundary Microgrants Program and its activities, as well as project proposals for consideration.
Meetings of the NSC shall be convened by the NMC. Notice is to be given at least [fifteen days] in advance of the
meetings, except in the case of special or emergency meetings, for which the notice requirement may be waived.
Notice shall include the agenda for the meeting, a list of all projects to be considered at the meeting, and copies of
all relevant documents and proposals.
The NMC shall prepare and present meeting minutes for review and signature by the NSC after every meeting.
Once signed by the NSC members involved, the original should be filed in the Nile Transboundary Microgrants
Program office with copies sent to the National Project Coordinator and the Microgrants Lead Specialist in the
Khartoum PMU.
73
ANNEX 1.2 OUTLINE WORK PLAN
Implementation Schedule9
PROJECT IMPLEMENTATION SCHEDULE
FY 03/Year 1
FY 04/Year 2
FY 05/Year 3
FY 06/Year 4
FY 07/Year 5FY/08 Year 6
Jan. Feb. Mar. Apr. May Jun
1
2
3
4
1
2
3
4
1
2
3
4
1
2
3
4
1
2
1. Institutional Strengthening
1.1 Regional Coordination
1.2 Knowledge mgmt.
1.3 River Basin Modeling
1.4 Macro/Sector Policy
2. Land, Forests and Water Conservation
2.1 Basinwide cooperation
2.2 Transb soil erosion
2.3 Micro-Grant Fund
3. Environmental Education & Awareness
3.1 Public awareness
3.2 Schools
3.2 Networking univ.
4. Wetlands & Biodiverisity Conservation
4.1 Regional cooperation
4.2 Wetlands in sust dev
4.3 Wetlands mgmt
5. Water Quality Monitoring Basin-wide
5.1 Capacity building
5.2 Awareness/Information Sharing
74
9 Please note that this is a 5 year project (Year 1 and year 6 consequently cover periods of six months); FY03: Indicates GEF Funding Year 03 (June 2002 to June
2003)
ANNEX 1.3 BUDGET DETAILS
The budget that has been presented in the current document has been prepared in close consultation with the World
Bank, the GEF, the participating countries and UNDP country offices. The budget estimates and amounts shown in
the principal budget tables include physical and price contingencies. The AOS for UNOPS services has been
calculated using the standard 8% rate. It is emphasized that this rate has not yet been negotiated and is therefore used
entirely for budgetary purposes at this stage.
The budget for phase 2 is conditional upon a resubmission to the GEF Council at the end of year 3, based on the
results of a mid-term evaluation that will check for progress against agreed benchmarks. The budget has been
provided for the sake of completeness, but is necessarily very tentative in nature and will need to be revisited at the
time of resubmission.
The detailed budgets for phase 1 and 2 only cover the UNDP-GEF budget. Full details on the GEF funds for which
the World Bank acts as Implementing Agency, and the funds made available through the Nile Basin Trust Fund
(managed by the World Bank) can be found in the World Bank Project Appraisal Document (PAD), as well as the
Project Implementation Plan (PIP), which both form integral parts of the entire Nile Transboundary Environmental
Action Project, as does the current UNDP Prodoc.
The budget tables present several lines for which the estimates are aggregated amounts covering a number of items.
For the purpose of clarity, these lines have been disaggregated hereafter to provide better guidance to the project
implementation team as well as to the Project Executing Agency (UNOPS).
Budget lines covering personnel/consultant inputs
11.03 TBSE consultants, amounts based on estimated input of 15 and 30 person/days in respectively 2003/04.
11.05 Schools consultants, amounts based on estimated input of 20, 40 and 40 person/days in resp. 2003/04/05.
11.08 M&E consultants, amounts based on estimated input of 90, 90, 10 and 10 person/days in resp. 2004/05/05/07.
15.01 M&E consultants, amounts based on estimated input of 120, 120, 90 and 90 person/days in resp.
2004/05/06/07.
17.11 TBSE consultants, amounts based on estimated input of 90, 140 and 140 person/days in resp. 2003/04/05.
17.12 Schools consultants, amounts based on estimated input of 100 person/days in resp. 2003/04/05.
Budget lines covering workshops inputs
32.01 estimated number of workshops 1 each in year 2004/05/06/07
32.02 estimated number of workshops 2 each in year 2004/05 and 3 each in year 2006/07
32.03 estimated number of workshops 1 in year 2006
32.04 estimated number of workshops 2, 3, 3 and 2 in respectively 2003/04/05/06
32.05 estimated number of workshops 1 in year 2003 and 1 in 2006
32.06 estimated number of workshops 6 each in year 2003/04/05 and 10 each in year 2006/07
32.07 estimated number of workshops 1 in year 2004 and 1 in year 2006
32.08 estimated number of workshops 4 each in year 2004/05/06
32.09 estimated number of workshops 1 in year 2004 and 1 in year 2006
Budget lines covering equipment inputs
45.01 Expendable equipment; this covers notably the purchase of office furniture
45.02 Non-expendable equipment; covered under this heading are:
Vehicles (a total of 13 vehicles for project management purposes, of which 3 for the central PMU and 1 for
each National Project Coordinator; a further 7 vehicles for the Microgrants component, 1 each for 7
participating countries)
76
Up-to-date Computer equipment in conformance with the latest standards (20 computers, 20 printers, 20
software packages and 1 server for the Project Management component, to equip PMU and the 10 NPC;
another lot of 10 computers for the Microgrants component)
Smaller equipment packages including LCD projectors, CD-ROM burners etc. for the Schools and
Environmental Education components ($10,000 per country for each component) as well as Office equipment
packages (fax machines, telephones, photocopiers etc.)
45.03 Operational expenses; covered in this line are the operational costs of all vehicles, utilities and
telecommunications costs of all offices as well as the cost for organizing 2 steering committee meetings per
year.
77
ANNEX 1.4 PROJECT DESIGN SUMMARY/ LOGICAL FRAMEWORK
NILE BASIN INITIATIVE: Nile Transboundary Environmental Action Project
\
Hierarchy of Objectives
Key Performance
Means of verification
Critical Risks and
Indicators
Assumptions
Goal:
Sector Indicators:
Sector/ country reports:
(from Goal to UNDP Mission)
The vision of the Nile Basin
Increasing levels of regional
Nile Secretariat's Annual
Continued political and
Initiative (NBI) is to achieve
cooperation and coordination
Report.
financial commitment to the
sustainable socio-economic
through the Shared Vision
NBI by the ten riparian states.
development through the
Program's seven regional
equitable utilization of, and
projects.
Continued donor support.
benefit from, the common Nile
Basin water resources.
The NBI's Shared Vision
Program aims to support the
establishment of an enabling
environment for cooperative
development.
GEF Operational Program:
The Transboundary
Environmental Action project
aims to develop a framework
for basin-wide environmental
action linked to transboundary
issues within the context of the
Nile Basin Initiative's (NBI's)
Shared Vision Program under
the GEF's International Waters
Program.
Hierarchy of Objectives /
Key Performance
Means of verification
Critical Risks and
Intervention
Indicators
Assumptions
Project Objective:
Outcome / Impact Indicators: Project reports:
(from Objective to Goal)
The project aims at creating
Increased regional cooperation Nile Basin Initiative
The Nile riparian
more effective basin-wide
in environmental and water
Transboundary Environmental governments agree on the
stakeholder cooperation on
management fields.
Action Project reports that
planning, implementation and
transboundary environmental
Increased basin-wide
clearly document basin-wide
monitoring of the project.
issues by supporting the
community action and
cooperation on environmental
implementation of a subset of
cooperation in land and
action.
Project component work
actions prioritized by the TEA,
water management.
plans and financial
including:
Basin-wide networks of
Project monitoring and
arrangements for the project
Enhancing the analytical
environmental and water evaluation reports.
are in place.
capacity for a basin-wide
professionals.
perspective to support the
Greater appreciation of
Stakeholders from both the
sustainable development,
river hydrology and more
public sector and civil society
management, and
informed discussion of
at large are willing to actively
protection of Nile Basin
development paths.
participate in and collaborate
water.
Expanded information
with the project.
Engaging the full
and knowledge base on
spectrum of stakeholders,
land and water resources
Full GEF Financing for all
from local communities to
available to professionals
planned project components.
national policy makers,
and NGOs.
from elementary schools
Greater awareness of the
to universities, from
linkages between
78
NGOs to line ministries,
macro/sectoral policies
in management and
and the environment.
protection of the Basin's
Greater awareness and
shared resources.
increased capacity on
transboundary water
quality threats.
Hierarchy of Objectives /
Key Performance
Means of verification
Critical Risks and
Intervention
Indicators
Assumptions
Output from each
Output Indicators:
Project reports:
(from Outputs to Objective)
Immediate
Objective/Component:
1.Institutional Strengthening to
Annual Project Report
Facilitate Regional Cooperation
including project monitoring
(GEF/WB & GEF/UNDP).
and evaluation, and workshop
reports.
1.1 Regional Capacity Building 1.1 Establish PMU and
Annual Project Report
1.1 Qualified and motivated
for Transboundary
Project Steering Committee,
including project monitoring
staff and other resources are
Environmental Management
including hiring of staff
and evaluation, and workshop available in the region.
(GEF/UNDP).
(GEF/UNDP).
reports.
1.2 Communications and
1.2 PMU and National
1.2 Project newsletter.
1.2 The parallel Shared Vision
Knowledge Management
Coordinator offices connected 1.2 Regularly updated
Program Communications
(GEF/WB).
to Internet (GEF/WB).
website.
Project becomes operational
1.2 Newsletter published
and provides planned support
regularly and distributed
to the newsletter and website.
widely with best practices,
lessons learned, workshop
announcements and links to
additional resource material
of interest for all project areas
(GEF/WB).
1.2 Basin-wide environmental
web site established and
used as knowledge portal to
access NBI related
environment reports and for
distributing newsletter
(GEF/WB).
1.3 River Basin Model (RBM): 1.3 Functioning river basin
1.3 Annual progress, technical 1.3 Adequate regional-level
Regional River Basin model,
planning model jointly
and financial reports to
management capacities to
coupled with human capacity
developed (GEF/WB).
Steering Committee and Nile-
ensure effective basin-wide
and institutional support,
1.3 Greater appreciation for
SEC.
coordination.
developed and facilitating water river system behavior among
1.3 External review and
1.3 Adequate national-level
resources planning at a
the riparians (GEF/WB).
evaluation reports at critical
institutional capacity and
regional level (GEF/WB &
1.3.1 River Basin Model
milestones and project
cooperation to implement and
NBTF/WB).
developed and staff trained
completion.
sustain project.
(GEF/WB)
1.3 RBM performance and
1.3 Riparians are willing to
Model developed and
training program evaluations.
share information and
calibrated based on
User guides and
collaborate in the design and
participatory
technical manuals; model maintenance of the River
development process.
test and calibration
Basin Model.
Core riparian staff
results.
Consensus reached on
understand and able to
Workplans and training
model needs and
use model.
logs/reports documenting
approach to describing
1.3.2 Linkages between
in-basin on-the-job
river basin system.
regional Unit and national
training, in-basin
Accuracy of river basin
network of users established
seminars and
model description useful.
(GEF/WB)
workshops; international
Input data adequate and
Multi-sectoral network of
study tours, etc.
consistent.
79
DSS/RBM users
Interviews during visits to
Partners in other sectors
solidified at national level
focal points and network
and institutions can be
through awareness
nodes .
motivated to actively
building.
Technical papers
cooperate.
National staff capable of
documenting process,
Data exchanges take
using model.
model results, and use of
place to level necessary
Technical
test applications
for meaningful analysis.
troubleshooting and
Course certificates or
Model results credible.
country visits by regional
degrees for overseas
Combinations of short-
DSS/RBM unit staff
training
term, long-term training
conducted.
Independent evaluations.
plans, twinning with
1.3.3 River Basin Model
Report on institutional
international institutions,
refined and applied
and financing options.
and involvement of local
(GEF/WB)
universities sustain and
River Basin Model
update needed expertise.
applied on riparian
Critical data gaps filled.
selected test cases.
Acceptable means to
Modeling results facilitate
ensure long-term
dialogue among riparian
financial sustainability
staff on options for water
instituted.
resources management
and development.
1.3.4 RBM use and training
consolidated (BankGEF/WB)
Long-term training plan,
including overseas
training programs,
implemented.
RBM integrated into Nile
DSS.
1.4 Macro and sectoral policies 1.4 Transboundary studies of 1.4 Studies on relationships
1.4 Necessary economic and
and the environment
macro and sector policies and between macro and sector
environmental data available
(GEF/WB).
environment (including root
policies and environment,
over periods necessary to
causes) completed in 4
including root causes.
develop trends and sound
countries, including at least
hypotheses.
one in each of the two NBI
sub-regions (GEF/WB).
Indicators for Phase 1
Verification of Phase 1
Completion
Completion
·
Basin-wide Thematic
·
Project and DSS progress
Working Groups established
and performance reports (incl.
and functioning effectively for
needs assessment report, user
each of project components 2 to
manuals, QA reports, and
5 (WGs will continue in phase
training program assessment)
2).
·
Project monitoring and
·
Newsletter published
evaluation reports
regularly (in 3 languages) with ·
Workshop reports (with
best practices, lessons,
gender specific data)
workshops and additional
·
Project Newsletter
resource material of interest for
all project areas.
2. Community-Level Land,
Annual Project Report
Forest and Water Conservation
including project monitoring
Microgrant Program (CIDA
and evaluation, and workshop
through NBTF/WB &
reports.
GEF/UNDP).
2.1 Enhanced basin-wide
2.1 Regional training
2.1 Workshop reports
2.1 National and international
capabilities and cooperation
workshops designed and
(including reporting on
NGOs are willing to share
(GEF/UNDP).
conducted for NGO capacity
participation disaggregated by experience and collaborate
building in technical and
gender).
with the project.
organizational skills related to
2.1 Active women's
transboundary environmental
participation in component
80
management (GEF/UNDP).
activities is achieved in all
countries.
2.2 Improved understanding of 2.2 Transboundary
2.2 Reports on assessments
2.2 Studies provide usable
transboundary soil erosion
assessments and studies of
and studies of transboundary
insights on transboundary soil
(GEF/UNDP).
soil erosion completed in
soil erosion.
erosion to guide grant-making
Ethiopia, Sudan & Rwanda
emphasis of Microgrant
(GEF/UNDP).
Program in countries
concerned.
2.3 Nile Transboundary
2.3 Transboundary Microgrant 2.3 Transboundary Microgrant 2.3 Adequate institutional
Microgrant Program to support Program established and
Program reports on
arrangements can be made in
local-level land, forest and
functioning in NBI Countries
institutional arrangements,
each country to house,
water conservation initiatives
(GEF/WB).
organization and management. manage, safeguard and
(CIDA through NBTF/WB).
2.3 Microgrants disbursed to
2.3 Regional Microgrant
administer the transboundary
community-based
Strategy, including eligibility
Microgrant Program in a
organizations and grassroots
criteria, and National Action
transparent and open manner.
groups across the broad base Plans.
2.3 Community-level
of stakeholder communities
2.3 Monitoring and evaluation stakeholders are ready to
(GEF/WB).
reports for Microgrant
submit proposals and
2.3 Country specific targets
Program, including monitoring implement grants dealing with
for percentage of the
and evaluation for individual
transboundary issues.
Microgrants to be awarded to grants (tracking percent of
women's NGOs or community grants disbursed to women's
organizations reached
groups and percent of grants
(GEF/WB).
for transboundary grants
2.3 Identification of promising involving at least two
or viable approaches to
countries).
transboundary environmental
issues that can be scaled up
or replicated (GEF/WB).
Indicators for Phase 1
Verification of Phase 1
Completion
Completion
·
National and international
·
Project progress reports.
environmental NGO networks
·
Workshop reports.
established or strengthened in 3 ·
Reports on assessments and
Nile countries. Micro-grant
studies of transboundary soil
Fund established and
erosion.
functioning effectively.
·
Micro-grant Fund reports on
·
First round of grant making
institutional arrangements,
satisfactorily completed.
organization and management,
·
Two regional training
grant selection criteria and grant
workshops conducted on NGO-
making.
government collaboration with ·
Monitoring and evaluation
basin-wide participation.
reports for Micro-grant Fund.
·
Transboundary assessments
and studies of soil erosion
completed, involving at least 2
countries, including
participation of a full range of
stakeholders.
3. Environmental Education
3.1 National Working Groups
Annual Project Report
All Nile countries ready to
and Awareness (GEF/UNDP). established in 10 countries
including project monitoring
participate in component.
3.1
Enhanced
(GEF/UNDP).
and evaluation, and workshop 3.1 Transboundary
public awareness and
3.1 National Environmental
reports.
communications can be
understanding of Nile
Education and Awareness
3.1 Environmental Awareness established for teams to work
transboundary environmental
Reviews carried out in 10
Program Materials.
together in designing
issues (GEF/UNDP).
countries (GEF/UNDP).
3.1 Survey of environmental
awareness programs.
3.1 At least two
education and awareness
environmental awareness
program users to evaluate
programs designed by
impact of activities.
transboundary teams and
delivered in 5 countries
(GEF/UNDP).
81
3.1 Enhanced public
awareness of transboundary
environmental issues
(GEF/UNDP).
3.2 Networking of secondary
3.2 Teachers trained in project- 3.2 Environmental education
3.2 At least one real champion
schools for project-based
based collaborative learning
and awareness program
per country can be identified
learning (GEF/UNDP).
(1-3 teachers per school, a
materials.
for developing and teaching
total of 80-100 schools from 6- 3.2 Surveys of users,
environmental education
10 countries) (GEF/UNDP).
including participation rates
modules.
3.2 Environmental modules
(collect gender disaggregated 3.2 National Working Groups
developed and offered to
information).
are willing to work jointly and
teachers in 10
3.2 Assessments of student
share information with
countries(GEF/UNDP).
learning, teachers' ability to
counterparts from other
3.2 Transboundary school
integrate environmental
riparian countries.
environmental projects
education.
3.2 Institutional arrangements
designed and carried out
for development and delivery
collaboratively (a total of 80-
of environmental education
100 schools from 6-10
programs can be made within
countries) (GEF/UNDP).
each country i.e. with the
education ministries.
3.3 Piloting enhanced
3.3 Two junior faculty or
3.3 Project reports on
3.3 Willingness of relevant
networking among universities graduate students in exchange student/faculty exchanges and institutions to participate in
and other research institutions programs from each of 10
resulting research.
exchange programs and
(GEF/UNDP).
countries (GEF/UNDP).
commit staff resources.
3.3 University course in Nile
Transboundary
Environmental Issues
developed collaboratively
between universities in at
least 6 Nile countries
(GEF/UNDP).
Indicators for Phase 1
Verification of Phase 1
Completion
Completion
·
National Working Groups
·
Project progress reports.
established and functioning
·
Environmental education and
effectively.
awareness program materials.
·
Regional training provided to
20 stakeholders in
environmental education and
awareness program
development.
·
Environmental education and
awareness programs for public
and schools developed and
delivery plan at an advanced or
final stage.
4. Wetlands and Biodiversity
4.1 Basin-wide wetland
Annual Project Report
4.1 Wetland management
Conservation (GEF/UNDP and management network of
including project monitoring
stakeholders and experts are
possibly NBTF/WB Phase 2). stakeholders and experts
and evaluation, and workshop willing to participate in and
4.1 Regional cooperation is
established and functioning
reports.
share information through a
enhanced and capacity for
effectively (GEF/UNDP).
4.1 Survey of users of
network facilitated by the
conservation and
4.1 Wetland education,
wetland management
project.
management of wetlands and
training and awareness
network to evaluate impact of
their biodiversity is improved
programs have been
activities.
(GEF/UNDP).
developed in 3
languages(GEF/UNDP).
4.2 Understanding and
4.2 Ecological and economic
4.2 Reports on studies on the 4.2 Minimal level of trained
awareness of the role of
studies of the role of wetlands role of wetlands in sustainable staff available for training in
wetlands in supporting
in sustainable development
development.
countries.
sustainable development is
completed in at least one
4.2 Workshop reports; surveys
improved (Possibly NBTF/WB southern and one northern Nile assessing awareness among
Phase 2).
country (GEF/WB).
target audience.
82
4.2 Wetland education, training
and awareness programs
developed in 4.1 and
complemented by studies
mentioned above, delivered
(GEF/WB).
4.3 Management capacity of
4.3 Pilot initiatives completed
4.3 Progress reports on pilot
4.3 Wetlands and other priority
selected wetlands strengthened in support of capacity building initiatives.
transboundary sites selected
(GEF/UNDP and possibly
and management at 3 key
for studies and for pilot
NBTF/WB Phase 2).
transboundary sites, involving
initiatives are accessible.
at least one southern and one
northern Nile country
(GEF/WB).
Indicators for Phase 1
Completion
·
Component to begin in Phase
2
·
Phasing indicators as for
Component 1.
5. Basin-wide Water Quality
5.1 Regional Working Group
Annual Project Report
Commitment among the
Monitoring (GEF/WB).
established (GEF/WB)
including project monitoring
riparians to agree on common
5.1 Enhanced national
5.1 Existing national capacities and evaluation, and workshop monitoring approaches and to
capacities for water quality
assessed, including
reports.
share water quality information.
monitoring (GEF/WB).
documentation of sampling
5.1 Reports on national water Where functioning labs exist,
points in each country
quality monitoring activities
the project will rely on these
(GEF/WB).
and capacities.
and provide additional financial
5.1 Existing information on
5.1 Nile water quality report
resources during the course of
water quality aggregated in
(may be combined and a
the project; where labs do not
Nile water quality report
chapter in the `Nile Atlas'
exist, basic capacities are built.
(GEF/WB).
planned in the SVP- Water
5.1 Common analytical
Resources Management
Adequate arrangements,
methods selected and agreed Project).
including staff time and
for basin-wide use by Working 5.1 Manual for common Nile
computers, are made available
Group (GEF/WB).
Basin water quality analytical
to continue to record national
5.1 National training
methods.
data and engage in regional
workshops held and methods 5.1 Workshop reports.
exchange of information.
pilot tested (GEF/WB).
Technical institutions and their
5.1 Two regional workshops
trained staff ready to engage in
on water quality management
regional effort.
issues conducted (GEF/WB).
National monitoring efforts and
capacity exist to support basic
field methods for water quality
analysis.
5.2 Transboundary water
5.2 International Study Tour to 5.2 Study tour report.
quality awareness raising and raise awareness on need for
5.2 Progress reports on basin-
information sharing. (GEF/WB). transboundary cooperation
wide water quality information
(GEF/WB).
and exchange of information
5.2 Information on sampling
developed by Working Group
points and parameters of
and Water Quality Lead
special transboundary
Specialist.
significance exchanged on
5.2 Report from study
regular basis based on priority available.
threats (GEF/WB).
5.2 Study on biological indices
for water quality conducted
and pilot tested (GEF/WB).
5.2 Critical evaluation of
progress undertaken and
recommendations for follow-up
action formulated (GEF/WB).
83
Hierarchy of Objectives/
Key Performance
Means of verification
Critical Risks and
Intervention
Indicators
Assumptions
Project Components / Sub-
Inputs: (budget for each
Project reports:
(from Components to
components:
component)
Outputs)
Component 1: Institutional
US$14.6m
Strengthening to Facilitate
Regional Cooperation
1.1 Regional Capacity Building US$6.9m
for Transboundary
Environmental Management
1.2 Communications and
US$1.0m
Knowledge Management
1.3 River Basin
US$6.3m
1.4 Macro and sectoral policies US$0.4m
and the environment
Component 2: Community-
US$11.1m foreign
Level Land, Forest and Water
Conservation
2.1 Enhanced basin-wide
US$2.1
capabilities and cooperation
2.2 Improved understanding of US$0.3m
transboundary soil erosion
2.3 Microgrant Program to
US$8.7m
support local-level land, forest
and water conservation
initiatives at transboundary
sites
Component 3: Environmental
US$3.4m
Education and Awareness
3.1 Public awareness and
US$2.2m
understanding of Nile
transboundary environmental
issues
3.2 Networking of secondary
US$0.8m
schools for project-based
learning
3.3 Enhanced networking
US$0.4m
among universities and other
research institutions
Component 4: Wetlands and US$7.1m
Biodiversity Conservation
4.1 Enhanced regional
US$1.3m
cooperation and capabilities
4.2 Better understanding and
US$2.7m
broader awareness of the role
of wetlands
4.3 More effective
US$3.1m
management of wetlands
Component 5: Basin-wide
US$2.9m
Water Quality Monitoring
5.1
Enhanced national
US$1.5m
capacities for water quality
monitoring
US$1.4m
5.2
Transboundary water
quality monitoring established
84
ANNEX 1.5 MONITORING AND EVALUATION PLAN
(a detailed M& E plan will be drafted within six month after project start up)
Hierarchy of Objectives
Key Performance Indicators
Monitoring and Evaluation
Sector Related/CAS Goal
Sector Indicators
The baseline situation will include the following: levels of regional
The vision of the Nile Basin Initiative (NBI) is to achieve
Achieving sustainable socio-economic development
cooperation in general and in environment and water resources issues in
the sustainable socio-economic development through the
in the Basin States.
particular, basin-wide levels of community cooperation, networks of
equitable utilization of, and benefit from, the common
environmental and water resources experts, general knowledge of the
Nile Basin water resources.
Nile hydrology, access of NGOs to information, and levels of awareness
on micro-policies as related to the environment and water resources.
The NBI's Shared Vision Program aims to support the
establishment of an enabling environment for cooperative
development.
Establishing an enabling environment for
cooperative development.
These indicators will be monitored and evaluated at regular intervals
and reflected in appropriate reports.
The Transboundary Environmental Action project aims to
develop a framework for basin-wide environmental action
linked to transboundary issues within the context of the
Establishing an environmental framework for
Nile Basin Initiative's (NBI's) Shared Vision Program
transboundary actions.
under the GEF's International Waters Program.
Development Objective
Outcome Indicators
Method of Monitoring
The project aims at creating more effective basin-wide
Increasing levels of regional cooperation and
Subjective evaluation of the regional cooperation in general and
stakeholder cooperation on transboundary environmental
coordination through the Shared Vision Program's
particularly in environment will be compared to the base line situation
issues by supporting the implementation of a subset of the
seven regional projects
and reflected on the regular project reports.
actions prioritized by the transboundary analysis
Increased regional cooperation in environmental and
including:
water management fields
Enhancing the analytical capacity for a basin-wide
Quantitative information on community actions in the area of
perspective to support the sustainable development,
Increased basin-wide community action and
cooperation regarding land and water issues will be reported on regular
management, and protection of the Nile Basin water; and
cooperation in land and water management
reports.
Engaging the full spectrum of stakeholders, from local
communities to national policy makers, from elementary
Compared to the baseline situation, the number of networks of
schools to universities, from non-governmental
Increased number of basin-wide networks of
professionals and experts on environment will be evaluated.
organizations to line ministries, in management and
environmental and water professionals and
protection of the basin's shared resources.
increased number of experts knowledgeable on the
environment
Indicative information on informed development decisions based on
better appreciation of improved data on the Nile hydrology will be
Greater appreciation of river hydrology and more
evaluated.
informed discussion of development paths
Access to information to the general public and NGOs will be evaluated
from availability of information in the general media, particularly the
85
Hierarchy of Objectives
Key Performance Indicators
Monitoring and Evaluation
Expanded information, knowledge base and know
internet.
how on land and water resources available to
professionals and NGOs
Share of information between and among sectors will be monitored and
evaluated on regular basis.
Greater awareness of the linkages between
Number of hits indicating access to transboundary information on water
macro/sectoral policies and the environment
quality will be used to evaluate awareness and increased capacity.
Greater awareness of and increased capacity to
address transboundary water quality threats
.
Output by Component
Outcome/Impact Indicators
Means of Verification
Institutional Strengthening to Facilitate Regional
Establish PMU and Project Steering Committee,
Annual Project Report including project monitoring and evaluation,
Cooperation (GEF/WB & GEF/UNDP).
including hiring of staff (GEF/UNDP).
and workshop reports.
Regional Capacity Building for Transboundary
PMU and National Coordinator offices connected to
Environmental Management (GEF/UNDP).
Internet (GEF/WB).
Communications and Knowledge Management
(GEF/WB).
Newsletter published regularly and distributed
widely with best practices, lessons learned,
1.2 Project newsletter
workshop announcements and links to additional
resource material of interest for all project areas
(GEF/WB).
1.2 Regularly updated website
1.2 Basin-wide environmental web site established
and used as knowledge portal to access NBI related
environment reports and for distributing newsletter
(GEF/WB).
Functioning river basin planning model jointly
developed (GEF/WB).
Greater appreciation for river systems behavior
among the riparian states and people (GEF/WB).
River Basin Model (RBM): Regional River Basin model,
1.3.1 River Basin Model developed and staff trained
1.3 Annual progress, technical and financial reports to Steering
coupled with human capacity and institutional support,
(GEF/WB)
Committee and Nile-SEC.
developed and facilitating water resources planning at a
Model developed and calibrated based on
regional level (WB/GEF & NBTF/WB).
participatory development process.
1.3 External review and evaluation reports at critical milestones and
Core riparian staff understand and able to use
project completion.
model.
1.3 RBM performance and training program evaluations.
86
Hierarchy of Objectives
Key Performance Indicators
Monitoring and Evaluation
Users guides and technical manuals; Model test and calibration results.
1.3.2 Linkages between regional Unit and national
Workplans and training logs/reports documenting in-basin on-the-job
network of users established (GEF/WB)
training, in-basin seminars and workshops; international study tours,
Multi-sectoral network of DSS/RBM users
etc.
solidified at national level through awareness
building.
National staff capable of using model.
These indicators will be monitored and evaluated at regular intervals
Technical troubleshooting and country visits by
and reflected in appropriate reports.
regional DSS/RBM unit staff conducted.
Interviews during visits to focal points and network nodes
.
1.3.3 River Basin Model refined and applied
(GEF/WB)
River Basin Model applied on riparian selected test
cases.
Modeling results facilitate dialogue among riparian
staff on options for water resources management
and development.
RBM use and training consolidated (GEF/WB)
Technical papers documenting process, model results, and use of test
Long-term training plan, including overseas training
applications
programs, implemented.
Course certificates or degrees for overseas training
RBM integrated into Nile DSS.
Independent evaluations.
Report on institutional and financing options
Transboundary studies of macro and sector policies
and environment (including root causes) completed
in 4 countries, including at least one in each of the
two NBI sub-regions (GEF/WB).
1.4 Studies on relationships between macro and sector policies and
environment, including root causes.
1.4 Macro and sectoral policies and the environment
(GEF/WB).
Community-level Land, Forest and Water Conservation
2.1 Regional training workshops designed and
Annual Project Report including project monitoring and evaluation,
Microgrant Program. (CIDA through NBTF/WB &
conducted for NGO capacity building in technical
and workshop reports.
GEF/UNDP)
and organizational skills related to transboundary
environmental management (GEF/UNDP).
Enhanced basin-wide capabilities and cooperation
2.1 Workshop reports (including reporting on participation
(GEF/UNDP).
disaggregated by gender)
87
Hierarchy of Objectives
Key Performance Indicators
Monitoring and Evaluation
Improved understanding of transboundary soil erosion
2.2 Transboundary assessments and studies of soil
(GEF/UNDP).
erosion completed in Ethiopia, Sudan & Rwanda
2.2 Reports on assessments and studies of transboundary soil erosion.
(GEF/UNDP).
Transboundary Microgrant Program established and
Nile Transboundary Microgrant Program to support local-
functioning in NBI Countries (GEF/WB)
2.3 Transboundary Microgrant Program reports on institutional
level land, forest and water conservation initiatives
arrangements, organization and management.
(CIDA through NBTF/WB)
2.3 Microgrants disbursed to CBOs and grassroots
groups across the broad base of stakeholder
2.3 Regional Microgrant Strategy, including eligibility criteria, and
communities (GEF/WB).
National Action Plans)
2.3 Country specific targets for percentage of the
Microgrants to be awarded to women's NGOs or
2.3 Monitoring and evaluation reports for Microgrant Program,
community organizations reached (GEF/WB).
including monitoring and evaluation for individual grants tracking % of
grants disbursed to women's groups (target at least 10% of funds) and
2.3 Identification of promising or viable approaches
% of grants for transboundary grants involving at least two countries
to transboundary environmental issues that can be
(target 50 % of funds).
scaled up or replicated (GEF/WB).
Environmental Education and Awareness (GEF/UNDP).
3.1 National Working Groups established in 10
Annual Project Report including project monitoring and evaluation,
countries (GEF/UNDP).
and workshop reports.
Enhanced public awareness and understanding of Nile
transboundary environmental issues (GEF/UNDP).
3.1 National Environmental Education and
3.1 Environmental Awareness Program Materials.
Awareness Reviews carried out in 10 countries
(GEF/UNDP).
3.1 At least two environmental awareness programs
3.1 Survey of environmental education and awareness program users to
designed by
evaluate impact of activities.
Transboundary teams and delivered in 5 countries
(GEF/UNDP).
Enhanced public awareness of transboundary
environmental issues (GEF/UNDP).
Networking of secondary schools for project-based
3.2 Teachers trained in project-based collaborative
3.2 Environmental education and awareness program materials.
learning (GEF/UNDP).
learning (1-3 teachers per school, a total of 80-100
schools from 6-10 countries) (GEF/UNDP).
3.2 Environmental modules developed and offered
3.2 Surveys of users, including participation rates (collect gender
to teachers in 10 countries (GEF/UNDP).
disaggregated information)
3.2 Transboundary school environmental projects
designed and carried out collaboratively (a total of
3.2 Assessments of student learning, teachers' ability to integrate
80-100 schools from 6-10 countries) (GEF/UNDP).
environmental education.
88
Hierarchy of Objectives
Key Performance Indicators
Monitoring and Evaluation
Two junior faculty or graduate students in exchange
programs from each of 10 countries (GEF/UNDP).
3.3 Project reports on student/faculty exchanges and resulting research.
3.3 University course in Nile Transboundary
Environmental Issues developed collaboratively
between universities in at least 6 Nile countries
Piloting enhanced networking among universities and
(GEF/UNDP).
other research institutions. (GEF/UNDP)
Wetlands and Biodiversity Conservation (GEF/UNDP
4.1 Basin-wide wetland management network of
Annual Project Report including project monitoring and evaluation,
and possibly NBTF/WB Phase 2).
stakeholders and experts
and workshop reports.
established and functioning effectively
(GEF/UNDP).
4.1 Regional cooperation is enhanced and capacity for
4.1 Survey of users of wetland management network to evaluate impact
conservation and management of wetlands and their
4.1 Wetland education, training and awareness
of activities.
biodiversity is improved (GEF/UNDP).
programs have been developed in 3 languages
(GEF/UNDP).
4.2 Understanding and awareness of the role of
Wetlands in supporting sustainable development are
4.2 Reports on studies on the role of wetlands in sustainable
improved (Possibly NBTF/WB Phase 2).
4.2 Ecological and economic
development.
studies of the role of wetlands in sustainable
development completed in at least one southern and
one northern Nile country (GEF/WB).
4.2 Workshop reports; surveys assessing awareness among target
4.2 Wetland education, training and awareness
audience.
programs developed in 4.1 and completed by studies
4.3 Management capacity of selected wetlands
mentioned above, delivered (GEF/WB).
strengthened (GEF/UNDP and possibly NBTF/WB
Phase 2).
4.3 Pilot initiatives completed in support of capacity
building and management at 3 key transboundary
sites, involving at least one southern and one
northern Nile country (GEF/WB).
4.3 Progress reports on pilot initiatives.
Basin-wide Water Quality Monitoring (GEF/WB).
5.1 Regional Working Group established (GEF/WB)
Annual Project Report including project monitoring and evaluation,
5.1 Enhanced national capacities for water quality
5.1 Existing national capacities assessed, including
and workshop reports.
monitoring. (GEF/WB).
documentation of sampling points in each country
(GEF/WB).
5.1 Existing information on water quality
5.1 Reports on national water quality monitoring activities and
aggregated in Nile water quality report (GEF/WB).
capacities.
5.1 Common analytical methods selected and agreed
5.1 Nile water quality report (may be combined and a chapter in the
for basin-wide use by Working Group (GEF/WB).
`Nile Atlas' planned in the SVP- Water Resources Management
Project).
5.1 National training workshops held and methods
89
Hierarchy of Objectives
Key Performance Indicators
Monitoring and Evaluation
pilot tested
5.1 Manual for common Nile Basin water quality analytical methods.
(GEF/WB).
5.1 Workshop reports.
5.1 Two regional workshops on water quality
management issues conducted (GEF/WB).
5.2 International Study Tour to raise awareness on
need for transboundary cooperation (GEF/WB).
5.2 Information on sampling points and parameters
5.2 Study tour report.
of special transboundary significance exchanged on
regular basis based on priority threats (GEF/WB).
5.2 Progress reports on basin-wide water quality information and
exchange of information developed by Working Group and Water
5.2 Transboundary water quality awareness raising and
5.2 Study on biological diversity indices conducted
Quality Lead Specialist.
information sharing. (GEF/WB).
and pilot tested (GEF/WB).
5.2 Report from study available.
5.2 Critical evaluation of progress undertaken and
recommendations for follow-up action formulated
(GEF/WB).
90
ANNEX 1.6 DETAILED PROJECT DESCRIPTION
NILE BASIN INITIATIVE: Nile Transboundary Environmental Action Project
1. Objective
The objective of the project is to provide a strategic environmental framework for the management of the
transboundary waters and environment challenges in the Nile River Basin. The project will improve understanding
of the relationship of water resources development and the environment in the Basin, and provide a forum to discuss
development paths for the Nile with a wide range of stakeholders. The environmental framework established by the
project will also promote: (a) enhanced basin-wide cooperation and environmental awareness essential to the
successful implementation of the Agenda for Environmental Action in the Nile Basin through the NBI's SVP, SAPs
and other programs, and (b) a basin-wide institution, the NBI, with substantially enhanced environmental
management capacities.
More effective cooperation and coordination between the riparian countries is badly needed if the Nile Basin's
environment is to be conserved in ways that help improve the quality of life of the inhabitants. This project will
strengthen riparian cooperation and coordination by supporting a series of measures focusing on various aspects of
transboundary environmental management. Project activities will include capacity building, training, education and
awareness raising, knowledge and information sharing, communications, environmental monitoring and activities at
selected pilot sites. All project components will require site selection and stakeholder participation from at least two
riparian countries; while many will involve all of the countries. Consistent emphasis will be given to encouraging
diverse stakeholder groups to work together, both within their own countries and with counterparts in other riparian
countries, as an essential contribution to building the mutual understanding, relationships and trust that are essential
to collaborative problem-solving in the future.
2. Approach
Promoting a broader understanding and appreciation of transboundary environmental and water management issues
is the main thrust of this project. Hitherto, the Nile countries have generally worked in isolation while developing
and implementing their plans for the use, conservation or development of the Nile Basin' resources. This project
will help build bridges between the countries, to better enable a variety of key stakeholders to identify and take
advantage of the opportunities offered by international collaboration. In its totality, the project aims to create many
"points of contact" among and between a large and varied set of stakeholders in the ten different countries. As these
contacts grow, and as independent networks are established around common issues of concern, this is expected to
contribute to an overall reduction of tension, to building greater understanding and trust and, eventually paving the
way for sound and environmentally sustainable cooperative developments for poverty alleviation.
For example, through policy dialogue and capacity building the project will bring together decision makers and
environmental managers to create a variety of networks of key actors in the region. Decision makers will become
better informed about linkages, opportunities and trade-offs as a result of the River Basin Model, thereby improving
their abilities to frame more effective policies and plans with improved sustainability prospects. Improved regional
exchanges and capacities will encourage streamlining of water quality monitoring. Bringing educators together for
joint program development and training will help nurture a new generation in the region that has been exposed to
other Nile countries and is more aware of transboundary environmental impacts and opportunities, thus establishing
a "community of spirit" over time. Finally, at the very grassroots, NGOs and community groups will be brought
together to plan and implement microgrant projects that will respond to shared local community priorities within a
transboundary context.
3. Project Components
91
The project will encourage more effective basin-wide stakeholder cooperation on transboundary environmental
issues by supporting implementation of the actions prioritized by the Transboundary Environmental Analysis, in the
following areas:
1.
Institutional Strengthening to Facilitate Regional Cooperation.
2.
Community-level Land, Forest and Water Conservation.
3.
Environmental Education and Awareness.
4.
Wetlands and Biodiversity Conservation.
5.
Water Quality Monitoring Basin-wide.
The GEF Project is being executed by the NBI and jointly financed by the World Bank and UNDP (through GEF
and NBTF resources).
By Component:
Project Component 1 - US$14.71 million
1: Institutional Strengthening to Facilitate Regional Cooperation
GEF: US$12.0 million; NBTF/WB: US$2.70 million; total US$14.7 million.
This component will enable deeper and more effective cooperation on transboundary environmental management
among and between the Nile riparian countries, including governments, NGOs, researchers and other stakeholders.
Key stakeholders will gain improved access to relevant resource management information relating to the entire Nile
Basin, while some of the key linkages between macro and sectoral policies and the environment will be highlighted
and better understood. A substantial learning process will result from the development of the River Basin Model
and Decision Support System in coordination with the SVP Water Resources Planning and Management Project and
will increase understanding of the Nile's hydrological behavior as well as linkages between environment and
development.
1.1 Regional Coordination (GEF/UNDP)
This sub-component includes the overall management arrangements for the project, including a Project Steering
Committee, a Project Management Unit (PMU), and a National Project Coordinator in each country.
The PMU will (1) strengthen the capacity of the NBI to coordinate and implement the national components of the
project, and (2) ensure effective cooperation with the NBI Subsidiary Action Programs as well as other environment
and development programs in the Basin,
Main Activities & Tasks
1. Establish Project Steering Committee
2. Establish Project Management Unit
3. Hire National Project Coordinators
1.2: Knowledge Management (GEF/WB)
This sub-component will provide project participants and other key stakeholders across the Basin with improved
access to relevant environmental and natural resource management information. This sub-component supports
exchange of information, workshop materials and lessons learned from project activities and across components and
the NBI at large. Key products will be regular project newsletters (printed and electronic), including special
themes/topics as appropriate, e.g. on youth and environment, and a regularly updated project website. The sub-
component will also support setup and maintenance of connections to the NBI website and resource center to be
established at and managed by the Nile Basin Secretariat.
The Knowledge Management PMU staff (one KM specialist/editor and one internet publisher/webpage designer)
will compile and make available resource materials and publish a regular printed and electronic newsletter (not less
92
than three times a year). Information will cover each project component and relevant activities throughout the
Basin. As this project will likely be the first SVP project to be operational, this sub-component will also have an
important role in offering a learning opportunity through exchanges and transfer of lessons learned across the SVP
projects and the SAPs. This will feed into the information base and management through an emerging information
Resource Center at the Nile-SEC. The National Project Coordinators will be responsible for coordinating
information gathering at the local and national level, including lessons learned and best practices. Short term
consultancies will support this effort as needed.
Main Activities & Tasks
1. Procure and install hardware
2. Hire Knowledge Management PMU staff
3. Develop project communications plan
4. Establish environmental knowledge base and disseminate knowledge on demand
5. Publish environmental newsletter and establish project website
1.3 Decision Support System and River Basin Modeling (GEF/WB and NBTF/WB)
This component will contribute to the development of a River Basin Model (RBM) for the Nile Basin as part of a
Nile Basin Decision Support System (DSS) being developed by the SVP Water Resources Planning and
Management Project. The DSS is being developed to support the assessment of transboundary opportunities for
cooperative action based on commonly shared information and analysis tools. The DSS will be a basin-wide,
computer-based platform for communication, information management1 and analysis of Nile Basin water resources.
The analysis capabilities will be provided by the river basin model (RBM) element of the DSS which will serve as
an important regional planning tool.
This RBM will be the first basin-wide, participatory river modeling effort wholly based in the region. Once
developed and put into use, the RBM will (a) increase regional understanding of the hydrology and system behavior
of the Nile River, (b) provide a means of assessing the impacts of proposed development and management schemes
and their transboundary implications on river hydrology, and (c) be a source of quantitative river flow information
for environmental assessments.
This first participatory, basin-wide development effort of the River Basin Model aims at describing, on a regional
basis, the hydrology in the Basin and river system behavior with adequate accuracy and reliability according to data
availability. The model will represent a simplification of the natural system, which is acceptable for the purpose it is
developed for. From a planning perspective, the model will allow assessments of impacts that may have
transboundary implications and will provide quantitative river flow information to support more detailed
environmental assessments. Broader, multi-sectoral databases and finer scale models may be developed in
subsequent projects to address site-specific issues.
Within the overall set of DSS activities, the present GEF project will contribute to the development of the RBM,
including training. NBTF resources shown herein but managed through the SVP Water Resources Planning and
Management Project will also support model development efforts. In addition, the SVP Water Resources Planning
and Management Project will support the remaining DSS components; the development of basin-wide information
management system; and the development of guidelines for data collection, analysis and exchange2.
The GEF-supported RBM development approach will emphasize human resource development, institutional
strengthening and team building, as well as the development of technical tools. An initial assessment of RBM
training needs and system requirements will be conducted as a consultative process with the riparian states, and will
consider the data and information needs of all NBI projects. The structure of the River Basin Model should have an
open ended architecture with the capability to gradually evolve over time in response to needs from SVP and SAP
projects and to accommodate regional and national requirements. To ensure sustainability, the development
approach will require a multi-year, multi-disciplinary effort, which includes not only the development of technical
93
tools, but also team building and the development of staff and institutions. Broad acceptance and use of the RBM
will depend on demonstrating its usefulness and successful application to decision makers at regional, sub-regional
and national scales. This sub-component therefore includes substantial interactions with decision makers as an
integral part of model development and refinement.
The development of the RBM will be managed through the SVP Water Resources Planning and Management
Project and integrated with DSS development. To ensure sustainability, transparency and confidence in the DSS, a
core team of specialists from the region will fully participate in model development and application and will also
serve as national lead specialists (within the SVP Water Resources Planning and Management Project). These
National DSS Specialists will work with regional staff (e.g., project manager, project technical advisor, DSS lead
specialist, and other technical experts) and with consultants (regional and international) as part of the core DSS
team.
Main Activities & Tasks
1. Develop RBM and conduct staff training
2. Establish linkages between regional DSS unit and national user network
3. Test and apply RBM for selected projects/programs
4. Consolidate RBM use and training
( Note 1: The IMS will include the procurement and installation of hardware and software; the development of
general database architecture; the development of GIS; development of user interfaces and other applications to
support internet access; definition and development of security access; and comprehensive testing. In addition, the
data and information component of the DSS (non-GEF funded) will establish guidelines for collecting, processing,
analyzing and exchanging information through a consultative process among the Nile riparians. This will be closely
linked with the broader NBI information exchange activities supported through the Nile-SEC and its emerging
Information Resource Center.
Note 2: In addition to the DSS (estimated to cost $21 million), the $28 million grant-funded Water Resources
Planning and Management Project includes components related to water policy, and water resources planning and
management.)
1.4 Macro and Sectoral Policies and the Environment (GEF/WB)
This sub-component will consist of policy studies of the patterns of economic development and priority
transboundary environmental issues. The primary goal is to produce a synthesis suitable for dissemination in all of
the Nile riparian countries. The studies are expected to build on two key macro and sectoral policy issues identified
in the Nile River Basin Transboundary Environmental Analysis: (a) the policy issues and potential interventions
related to the complex and variable relationship between site-specific deforestation for fuelwood and the dynamics
of the sometimes distant energy markets being supplied; (b) the policy issues and potential interventions related to
the complex and variable links between agricultural productivity, pesticide subsidies and non-point source pollution
of water supplies.
These studies, carried out as consultancies by teams of researchers drawn from at least three Nile riparian countries,
will need to be carefully coordinated with the other project components and other SVP projects to maximize
complementarity and synergies. The results will be widely disseminated as a key step towards a more informed
environmental policy debate in the Nile Basin.
Main Activities & Tasks
1. Identify candidate institutions & researchers, and select the study participants
2. Hold one regional workshop to plan each of the two applied research studies
3. Conduct studies through participating researchers/host institutions
4. Hold one regional workshop to report on and disseminate each of the two research studies
94
Project Component 2 - US$11.10 million
2: Community-Level Land, Forests and Water Conservation
GEF: US$3.72 million; NBTF/WB: US$7.38 million; total US$11.1 million
Pilot activities at selected transboundary sites will demonstrate the feasibility of local-level approaches to land and
water conservation, including mitigation actions for soil erosion, desertification, non-point source pollution and
invasive water weeds. National NGO networks will be strengthened and NGO-government collaboration improved.
This component includes regional institutional strengthening (sub-component 2.1) and a set of problem
identification and site selection activities (2.2) that build on the basin-wide transboundary environmental analysis.
These activities will complement the community-level actions to be financed by a Nile Transboundary Microgrant
Program (2.3).
2.1 Enhanced Basin-wide capabilities and cooperation (GEF/UNDP)
This sub-component includes the management activities for all of project component 2 and provides support to a
series of workshops. Regional workshops will provide training and information sharing:
(a)
For government and NGO staff on lessons learned in land and water conservation, including issues
of eutrophication and water weeds. This will include training in the identification and mitigation of root causes for
environmental degradation, and in participatory planning and implementation of projects. Consideration will also be
given to areas most at risk and the selection of cost-effective site-specific mitigation measures; and
(b)
For national NGO networks, on organization and management, funding options and sources, access
to cost-effective technical solutions, best practices on community-level land, forest and water conservation, etc.
NGO networking between as well as within the Nile countries will be encouraged (although the provision of
equipment, technology and IT training for the NGOs is not covered by the project budget and will depend on
additional financing being mobilized). Special attention will be given to ensure that women's groups and NGOs are
reached through the workshops and training.
Main Activities & Tasks
1. Hire Nile Transboundary Microgrants Lead Specialist at PMU
2. Conduct regional capacity building workshops for NGOs, NGO networks and government staff
2.2 Priority Actions for Addressing Soil Erosion (GEF/UNDP)
Soil erosion was identified by the Nile Basin Transboundary Environmental Analysis as a priority issue for more in-
depth analysis. In order to identify areas where pilot and microgrant interventions could provide the highest impact,
rapid assessment studies will be carried out in regions of high priority that have been identified during project
preparation. The rapid assessments will be limited to those places where relevant and adequate information is not
already available.
Expert consultants will be contracted by the PMU to conduct rapid soil erosion assessment in three countries
(Ethiopia, Rwanda and Sudan). Relevant information to guide the microgrant activities is already available in the
other Basin countries. The rapid assessments will include mapping of erosion and deposition at critical pilot sites
combined with the investigation of the proximate and underlying causes. The knowledge gained will help to target
the Nile Transboundary Microgrant Program (sub-component 2.3) as well as future NBI investment projects
focusing on land management.
Main Activities & Tasks
1. Carry out rapid assessment studies for soil erosion in Ethiopia, Rwanda and Sudan
2. Hold national and regional workshops to apply findings and initiate dissemination
95
2.3 Nile Transboundary Microgrant Program ( NBTF/WB through CIDA contribution)
The Nile Transboundary Microgrant Program will support community-driven interventions to address
transboundary environmental threats on a local scale. The Microgrants will also provide alternative sustainable
livelihood opportunities to communities who may otherwise be obliged to overexploit their natural resources. The
main emphasis of the Microgrants will be on piloting new and promising transboundary initiatives, on the
development and dissemination of best practice and on exchanges of lessons learned. Special emphasis will be
given to include women and women's groups in the decision making and the activities within this Program. It is
anticipated that there will be opportunities for the more successful or promising transboundary initiatives to be
scaled up or replicated within the NBI Subsidiary Action Programs. The institutional arrangements for the
Microgrant sub-component will draw on the best practice model of the GEF Small Grants Programme
(UNDP/GEF/SGP, see Annex 2 - Appendix A), although the specific arrangements will vary by country (Annex 2 -
Appendix B).
A national Nile Transboundary Microgrant Program will be established in each participating country. The types of
activities eligible to be supported by the Microgrants are listed in Annex 2 - Appendix C. Priority will be given to
funding projects that: (a) focus on transboundary environmental problems and sites; (b) provide for community
participation in their design, implementation and evaluation; (c) pay attention to the needs of women and/or
indigenous peoples and practices; (d) draw on local or Nile Basin scientific and technical resources; (e) support
capacity development; and (f) communicate best practices to wider audiences.
A draft Microgrant Operational Manual for the Nile Transboundary Microgrant Program has been prepared
drawing from the best practice of the UNDP/GEF/SGP. This Operational Manual outlines the basic procedures for
grant application, institutional arrangements, and flow of funds. The Microgrant Operational Manual will assure
adherence to certain basin-wide guidelines and minimum criteria, procedures and terms and conditions of the
Microgrant Program. This includes adherence to financial management guidelines outlined in the overall Project
Implementation Manual as well as standard UNDP and World Bank policies. No grant will be disbursed unless it
has been approved according to the requirements and criteria outlined in the Microgrant Operational Manual. The
Microgrant Operational Manual will be annexed to the Nile Transboundary Microgrants Strategy, which will be
developed during the first year of the project (see paragraph below).
The maximum size of individual grants will be $25,000, though it is expected that many grants will be much
smaller and the average size will probably be around $10,000 per grant. It will be encouraged that at least 50% of
each country's microgrants will directly support transboundary activities (i.e., those involving partners from at least
one other Nile country), while all single-country projects should clearly be related to transboundary environmental
issues (i.e., an environmental issue shared by at least one other Nile country). The project portfolio developed by
each national Nile Transboundary Microgrants Program will be required to demonstrate a significant contribution to
involving women and women's organizations (specific goals will be set within each country but should be no less
that 10 % of project funds). To help address the challenge of implementing local activities with transboundary
significance, frequent interactions and networking between the Nile countries' microgrant programs will be
facilitated by the Microgrants Lead Specialist in the PMU.
Main Activities & Tasks
1. Establish national institutional arrangements for Nile Transboundary Microgrant Program in each
country
2. Organize a regional initial Nile Transboundary Microgrant workshop
3. Develop regional Nile Transboundary Microgrant Strategy and finalize Microgrant Operational Manual
4. Develop National Nile Transboundary Microgrant Action Plans (each participating country)
5. Develop reporting requirements and Monitoring and Evaluation framework (regional and national)
6. Formulate Nile Microgrant Communication Strategy
7. Organize national Nile Transboundary Microgrant launching workshop
8. Administer National Nile Transboundary Microgrants
9. Additional national and regional workshops as needed
10. Organize regional review workshop to assess progress and lessons learned
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11. Prepare assessment of lessons learned and recommendations
Project Component 3 - US$ 3.43 million
3: Environmental Education and Public Awareness (GEF/UNDP)
GEF: US$3.43 million; NBTF/WB: US$0 million; total US$3.43 million
Support will be provided to develop or strengthen transboundary partnerships and networks of environmental
education and awareness practitioners. The main objectives are to build practitioners' capacities, to introduce and
build transboundary cooperation, and to demonstrate, through pilot activities, the feasibility of developing and
delivering a variety of environmental education and awareness programs at a basin-wide level. This will contribute
to a longer-term and more ambitious objective of enhancing awareness of the nature of environmental inter-
relatedness in the region and effects on communities.
3.1 Public Information and Awareness (GEF/UNDP)
Local and national public awareness campaigns linked to specific environmental issues have been quite effective on
a limited scale in some Nile countries, especially campaigns related to water conservation, solid waste disposal and
the protection of wetlands. Experiences gained through these programs will help provide the foundation for raising
awareness about transboundary environmental issues. Despite some encouraging signs of progress, however, the
appreciation and understanding of how human behavior can contribute to solving environmental problems remains
generally low in the Basin.
This sub-component will support the development and delivery of a small number of transboundary environmental
awareness campaigns by basin-wide teams of practitioners drawn from the participating countries. It will include
regional training for environmental education and awareness practitioners on the development and delivery of
programs and materials, regional briefings for media editors and journalists on transboundary environmental issues,
and exchanges of environmental journalists and other media professionals between the Nile riparian countries.
These programs will be launched through a variety of delivery mechanisms, e.g., nature clubs, schools, youth
movements, the scout movement, universities, churches, mosques, etc. A variety of media will be used, including
TV, radio, newspapers and web pages. A National Environmental Education and Awareness Working Group will be
established in each participating country for sub-component 3.1.
Main Activities & Tasks
1. Establish National Environmental Working Education & Awareness Working Group
2. Hold regional workshop to exchange experiences and plan transboundary actions
3. Develop detailed work plan
4. Cooperatively develop transboundary environmental education materials
5. Hold additional national and regional workshops as needed
6. Hold final regional workshop to assess experiences and plan future activities
3.2 Secondary Schools (GEF/UNDP)
A very small nucleus of dedicated schools, teachers, curriculum developers, university academics, researchers and
education administrators are working with students and local communities throughout the Nile Basin to develop
environmental education, usually with very limited financial and technical resources. Most of the initiatives carried
out so far have relied on external development agency funding. Many of the key stakeholders now have practical
experience in the design and delivery of environmental education programs in their local and national contexts, but
not in an international or transboundary context. This sub-component will support transboundary education and
awareness activities that build on these promising local and national initiatives. Particular attention will be paid to
ensuring that girls and boys benefit equally from these initiatives.
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This sub-component will establish an electronic network of selected schools for transboundary environmental
education and will support exchanges of school staff and experiences between the Nile riparian countries as well as
community projects where students can apply knowledge acquired in the classroom while developing values and
skills for improving environmental conditions. Finally, an award scheme or competition will be set up for
outstanding Nile Transboundary Environmental Education projects in schools and their communities. All of these
activities will be closely coordinated and managed as a single initiative. National education authorities will continue
to be consulted and involved in the design and implementation of all school-related project activities. This sub-
component will draw on existing best practice in networking developing country schools and educators, and will be
executed as a single contract.
Establishing an electronic network of schools for transboundary environmental education and awareness will
require preliminary identification of those schools capable of and interested in participating in such a network, and
which can cover the basic costs of computer equipment purchase and maintenance, and Internet connections. A
small but adequate number of schools within the Nile Basin already participate in international educational
networks and/or are partnered with schools in other countries. Informal reviews have indicated that schools with the
requisite capacities would be ready to participate in Egypt, Ethiopia, Kenya, Rwanda, Tanzania and Uganda. These
schools can form the basis of a Nile Schools Environmental Education and Awareness Network. Further work will
be required to assess the potential for schools in the other Nile countries to participate.
Main Activities & Tasks
1. Deliver schools networking services sub-component
2. Develop detailed work plan
3. Identify participating schools and teachers
4. Organize and conduct teacher training workshops
5. Support transboundary environmental projects within school networks
6. Organize Nile Transboundary Environmental Education award scheme
7. Hold regional workshops to assess experiences and formulate further action
8. Hold additional national and regional workshops as needed
3.3 Universities and Other Research Institutions (GEF/UNDP)
This sub-component will support exchanges of university-level environmental education professors, other
researchers and students between the Nile riparian countries. The exchange program will be coordinated by the
Environmental Education and Public Awareness Lead Specialist in the PMU. It will also support two regional
workshops as a contribution towards the development of a university-level course on one or more Nile
transboundary environmental issues as a collaborative enterprise between participating universities from the
riparian countries. Linkages and cooperation with the Applied Training project (e.g. for course development and
dissemination) will be sought as this project becomes operational.
Exchanges of junior faculty and graduate students engaged in environmental education will be supported
(approximately two per country). Selection criteria will be developed during the project. Emphasis will be put on
supporting the participation of individuals from Nile Basin countries which have had limited recent opportunities to
participate in such international programs. Participating individuals and their departmental hosts in other Nile Basin
countries will need to demonstrate the value of their proposed exchange program to building transboundary
environmental awareness and understanding in the Nile Basin.
Main Activities & Tasks
1. Prepare work plan
2. Facilitate faculty and student exchanges among Basin universities
3. Select participants for development of university course on Nile transboundary issues
4. Organize two regional workshops to facilitate course preparation
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Project Component 4 - US$7.10 million
4: Wetlands and Biodiversity Conservation (GEF/UNDP and possibly Bank through NBTF phase 2)
GEF: US$4.37 million; co-funding: US$2.73 million; total US$7.10 million
This component will improve the understanding and awareness of the role of wetlands in supporting sustainable
development, and improve management at selected transboundary wetland sites and cross-border protected areas.
The component will build on the significant number of nationally-focused wetland conservation and management
initiatives in the Nile Basin. Networks based on existing centers of knowledge and experience will be established
(including projects, government departments, national park or protected areas management units, academia, NGOs,
etc.). The project will help provide a transboundary overlay and set of perspectives to complement national
activities in wetland conservation.
A three-pronged approach will be adopted. First a network will be created, to enhance regional interaction and
exchanges, and to help transfer knowledge and build capacity. Second, a small number of wetlands of
transboundary significance will be selected for in-depth ecological and economic study. Third, pilot projects will be
executed to strengthen management at priority wetland protected areas and to build capacity through training.
4.1 Enhanced Regional Cooperation and Capabilities (GEF/UNDP)
Implementation of this component will be coordinated by the Wetlands and Biodiversity Lead Specialist in the
PMU, who will work closely with a Wetlands and Biodiversity Conservation Working Group to be established as
part of the project, as well as with the National Project Coordinators in the participating countries. The Working
Group is to plan joint activities, evaluate progress and share lessons learned. Working Group members will link
basin-wide project activities with the national government agencies responsible for the management of priority
conservation sites as well as NGOs and other stakeholders.
Main Activities & Tasks
1. Establish a Wetlands and Biodiversity Conservation Working Group
2. Elaborate selection criteria for key conservation areas to be targeted
3. Establish basin-wide network of stakeholder representatives/experts
4. Develop education, training, and awareness programs
4.2 Better Understanding and Broader Awareness of the Role of Wetlands in Supporting Sustainable
Development (possibly NBTF/WB phase 2)
This component will carry out at least two in-depth ecological and economic studies of the role that wetlands play
in supporting sustainable development, one study each in a northern and a southern country of the Nile Basin. The
project will select at least two of the most important Nile Basin wetlands as study sites to explore: (a) ecological
processes, including wetlands' role in flood control and waste treatment (including the impact of wetland
modification and loss on these roles); (b) the economic value of wetlands; and (c) major threats to wetlands and
their underlying social and economic causes.
The results of these studies will be used, together with the wetland education, training and awareness programs
developed in the previous sub-component, in an awareness campaign that will include a series of workshops and
other forms of dissemination (publications, printed material etc.) that will target several key audiences
(government/decision makers, local communities, private sector, conservation practitioners, etc.) in selected Nile
Basin countries.
Main Activities & Tasks
1. Selection of study sites
2. Prepare Terms or Reference for each study and tender assignments
3. Backstop of implementation of each study
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4. Prepare the wetlands education, training and awareness programs
5. Carry out workshop to disseminate results and deliver training and education materials
4.3 More Effective Management of Wetlands and Transboundary Protected Areas (GEF/UNDP and possibly
NBTF/WB phase 2)
The current levels of effective management of wetlands and transboundary protected areas in the Nile Basin are
very low and often even non-existent. The capacities that are needed to implement effective management are largely
inadequate, at all levels, not in the least at the field level, one of the most critical. By means of a select number of
pilot sites, this component intends to demonstrate best practices in protected area and wetland management and
build the required capacity for ensuring long-term conservation.
The selection process to determine the key intervention sites will be informed by the two previous sub-components.
Among the criteria to be used in determining this choice will be the global significance of the biodiversity present,
the level of threats, the transboundary nature of the area and the absence of donor-financed assistance (many areas
of key importance already receive assistance from GEF and other donors).
The approach that will be followed is to demonstrate at these selected sites effective management schemes that have
proven to lead to sustainable conservation of natural resources. After initial baseline assessments on the status and
trends of biodiversity and related social, economic and institutional issues at each site, site-specific participatory
management plans will be prepared. The emphasis will be on multiple-use objectives, where applicable, using a
process that facilitates dialogue among key stakeholders to build consensus on the problems and opportunities of
community participation and action in and around the selected sites.
The project will also assist in the implementation of these plans, by building the necessary capacity. Capacity
building efforts will not be limited to the professional staff in charge of the management of the protected area, but
will extend to the local communities living in and around the sites.
Main Activities & Tasks
1. Select three sites for intervention; prepare Terms of Reference for baseline assessment and preparation
of management plans
2. Contract assignments
3. Formally adopt the management plans, elaborated through participatory process
4. Start implementation of plans
Project Component 5 - US$2.93 million
5: Water Quality Monitoring Basin-wide (GEF/WB)
GEF: US$2.93 million; co-funding: US$0 million; total US$2.93 million
Transboundary cooperation will be increasingly important to maintain appropriate water quality for drinking water,
irrigation, and industry and to support human health and livelihoods and ecosystem functions in the Nile Basin.
This project component will increase the understanding of the current state of water quality and priority needs for
transboundary cooperation between the Nile countries and will contribute to building greater capacity for water
quality monitoring and management. Exchange of experiences on regulatory issues and on water quality
information between countries will facilitate improved decision making by governments and other resource users.
The present project component also aims to create a starting point for increased regional transboundary water
quality assessment and collaborative action through initiating a limited exchange of information. This basin-wide
dialogue among relevant stakeholders will help develop a common vision and goal for water quality for the Nile
Basin.
The Nile countries differ noticeably in the degree to which they consider water quality management an immediate
priority. Furthermore, technical and resource capacities to address water quality issues vary considerably. The
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project component will therefore emphasize awareness raising on benefits/costs of cooperation with regard to
transboundary water quality management on an institutional level. Capacity development efforts will be focused on
the Nile countries with the greatest needs in terms of formulating and enforcing regulations, analyzing water quality
and addressing immediate problems. No additional inputs in training and resources are anticipated in countries that
already receive GEF or other targeted resources for similar activities. Support of water quality monitoring efforts
will mainly be geared towards aiding low-cost field methods to address transboundary priority actions with an
emphasis on synergy with project activities in Component 2, Community Level Land, Forests and Water
Conservation component (such as erosion control, improved land management and non-point source pollution
control).
As the emphasis of this component is to launch a basin-wide dialogue supplemented by exchanges and training, the
project will not support significant laboratory development or equipment purchases. Additional resources are still
required to upgrade national capacities in a number of the Nile countries (including laboratories, equipment,
identification of sampling points, etc.) which is largely outside the scope of the present regional effort. An
assessment of the experiences from this regional engagement on water quality will provide the basis for
recommending future NBI investment and grant funded activities and the development of water quality action
plans.
5.1 Enhanced National Capacities for Water Quality Monitoring (GEF/WB)
Building on the identification of root causes and priority action steps initiated in the Nile TEA, this sub-component
will begin by assessing existing water quality information on a national and regional scale and identifying major
information gaps and needs. A detailed work plan will be developed based on this initial overview. One product of
this initial assessment will be the compilation of a Nile Water Quality Report (this will be coordinated with the
planned activities to publish a Nile Atlas within the SVP Water Resources Planning and Management Project and
close collaboration and synergies with this project are anticipated when it becomes operational).
One of the prerequisites of successful water quality management is to build effective institutions and develop
appropriate and enforceable regulations. Regional workshops and training events will foster exchanges among the
Basin countries and draw on lessons learned across the Basin and worldwide. The project will especially build on
and incorporate lessons learned from ongoing regional efforts in the LVEMP and work with the same actors. Some
key capacities for regional cooperation will be enhanced, especially through strengthening dialogue and evaluation
of existing water quality data and information in a transboundary context. Agreement will also be sought on the
formulation and use of uniform analytical methods and standardized laboratory protocols for measuring key water
quality parameters.
The activities will be coordinated and supervised by the regional Water Quality Lead Specialist. It is envisaged that
the leading laboratories in the region, for example in Uganda and Egypt, will be able to serve as training sites
during the project and then as future reference laboratories. A regional Working Group will be formed.
Main Activities & Tasks
1. Establishment of basin-wide Working Group
2. Review and summarize national water quality monitoring efforts; compile NileWater Quality report; set
priorities and develop work plan
3. Develop common analytical methods and conduct training
4. Build capacity for water quality monitoring and enforcement
5.2 Awareness Raising and Information Sharing on Transboundary Water Quality Monitoring (GEF/WB)
The planned activities are aimed at raising awareness on the institutional level of the relevance of cooperation in
water quality management and at providing an initial common, updated information base on transboundary water
quality issues as identified in the TEA.
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Information exchanges will be initiated, emphasizing priority transboundary issues and a limited subset of the sites
identified through the analysis of gaps and needs under component 5.1.2. Information management and
communication will take advantage of existing facilities supplemented by those established through this project and
other SVP projects (SVP Water Resources Planning and Management and the Nile-SEC supported information
Resource Center as this emerges). Critical data gaps and information needs identified will be addressed by
improved sampling and analysis methods emphasizing sustainable, low cost methods that can be carried out in the
field. This effort is limited to a realistic number of sites and hotspots of transboundary significance, which will be
selected based on the initial gaps and needs analysis (Component 5.1) by the Working Group under the guidance of
the Water Quality Lead Specialist. Selected sites where priority actions take place under the Community Level
Land, Water and Forest component of the present project will be especially considered.
Information exchanged is expected to include the assessment of sediment and nutrient loads and the protection of
wetlands and be closely related to other project activities. Countries that are already engaged in intensive
monitoring efforts are likely to provide more detailed information and contribute their own experiences. The project
will seek complementarity to ongoing efforts (e.g., LVEMP) and will not provide additional resources where other
resources, including GEF funds, are already being provided for similar activities.
Main Activities & Tasks
1. Conduct study tour to raise awareness of transboundary water quality needs
2. Develop compatible data reporting and database formats
3. Undertake transboundary Nile water quality monitoring at selected pilot sites (including exchange of
information and improvement of field methods)
4. Review and consolidate experiences and formulate recommendations for further actions
Annex 2 Table A - Summary of Component Activities and Tasks
Component 1 Institutional strengthening to facilitate regional cooperation
Sub-component 1.1 Regional coordination
Activities & Tasks
1. Establish Project Steering Committee
2. Establish Project Management Unit
3. Hire National Project Coordinators
Sub-component 1.2 Knowledge Management
Activities & Tasks
1. Procure and install hardware
2. Hire Knowledge Management PMU staff
3. Develop project communications plan
4. Establish environmental knowledge base
5. Publish environmental newsletter and establish project website
Sub-component 1.3 River Basin Model (RBM)
Activities & Tasks
1. Develop RBM and conduct staff training
2. Establish and solidify linkages between regional DSS unit and national user network
3. Test and apply RBM for selected projects/programs
4. Consolidate RBM use and training
Sub-component 1.4 Macro- and Sectoral Policies and the Environment
Activities & Tasks
1. Identify candidate institutions & researchers, and select the study participants
2. Hold one regional workshop to plan each of the two applied research studies
3. Contract with participating researchers/host institutions
4. Hold one regional workshop to report on and disseminate each of the two research studies
Component 2 - Community level land, forests & water conservation
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Sub-component 2.1 Enhanced Basin-wide Capabilities and Cooperation
Activities & Tasks
1. Hire Nile Transboundary Microgrants Lead Specialist at PMU
2. Conduct regional capacity building workshops for NGOs, NGO networks and government staff
Sub-component 2.2 Priority Actions for Addressing Soil Erosion
Activities & Tasks
1. Carry out rapid assessment studies for soil erosion in Ethiopia, Rwanda and Sudan
2. Hold national and regional workshops to apply findings and initiate dissemination
Sub-component 2.3 Nile Transboundary Microgrants Program
Activities & Tasks
1. Establish national institutional arrangements for Nile Transboundary Microgrants Program in each country
2. Organize a regional initial Nile Transboundary Microgrants workshop
3. Develop regional Nile Transboundary Microgrants Strategy & finalize Microgrant Operational Manual
4. Develop National Nile Transboundary Microgrants Action Plans (each participating country)
5. Develop reporting requirements and Monitoring and Evaluation framework (regional and national)
6. Formulate Nile Microgrants Communication Strategy
7. Organize national Nile Transboundary Microgrants launching workshop
8. Administer National Nile Transboundary Microgrants
9. Additional national and regional workshops as needed
10. Organize regional review workshop to assess progress and lessons learned
11. Prepare assessment of lessons learned and recommendations
Component 3 - Environmental education and public awareness
Sub-component 3.1 Public Information and Awareness
Activities & Tasks
1. Establish National Environmental Working Education & Awareness Working Group
2. Regional workshop to exchange experiences and plan transboundary actions
3. Develop detailed work plan
4. Cooperatively develop transboundary environmental education materials
5. Additional national and regional workshops as needed
6. Hold final regional workshop to assess experiences and plan future activities
Sub-component 3.3 Secondary Schools
Activities & Tasks
1. Deliver schools networking services sub-component (World Links or equivalent)
2. Develop detailed work plan
3. Identify participating schools and teachers
4. Organize and conduct teacher training workshops
5. Support transboundary environmental projects within school networks
6. Organize Nile Transboundary Environmental Education award scheme
7. Hold regional workshops to assess experiences & formulate further action
8. Additional national and regional workshops as needed
Sub-component 3.3 University Networks
Activities & Tasks
1. Prepare work plan
2. Facilitate faculty and student exchanges among Basin universities
3. Select participants for development of university course on Nile transboundary issues
4. Organize two regional workshops to facilitate course preparation
Component 4 - Wetlands and biodiversity conservation
Sub-component 4.1 Enhanced Regional Cooperation and Capabilities
Activities & Tasks
1. Establish a Wetlands and Biodiversity Conservation Working Group
2. Elaborate selection criteria for key conservation areas to be targeted
3. Establish basin-wide network of stakeholder representatives/experts
4. Develop education, training, and awareness programs
Sub-component 4.2 Better Understanding and Broader Awareness of the Role of Wetlands in Supporting Sustainable
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Development
Activities & Tasks
1. Selection of study sites
2. Prepare Terms or Reference for each study and tender assignments
3. Backstop of implementation of each study
4. Prepare the wetlands education, training and awareness programs
5. Carry out workshop to disseminate results and deliver training and education materials
Sub-component 4.3 More Effective Management of Wetlands and Transboundary Protected Areas
Activities & Tasks
1. Select three sites for intervention; prepare Terms of Reference for baseline assessment and preparation of
management plans
2. Contract assignments
3. Formally adopt the management plans, elaborated through participatory process
4. Start implementation of plans
Component - 5 water quality monitoring basin-wide
Sub-component 5.1 Enhanced National Capacities for Water Quality Monitoring
Activities & Tasks
1. Establish of basin-wide Working Group
2. Review and summarize national water quality monitoring efforts; compile Water Quality report; set priorities and
develop work plan
3. Develop common analytical methods and conduct training
4. Build capacity for water quality monitoring and enforcement
Sub-component 5.2 Awareness Raising and Information Sharing on Transboundary Water Quality
Activities & Tasks
1. Conduct study tour to raise awareness of transboundary water quality needs
2. Develop compatible data reporting and database formats
3. Transboundary Nile water quality monitoring at selected pilot sites (incl. exchange of information and
improvement of field methods)
4. Review and consolidate experiences and formulate recommendations for further actions
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Annex 1.6 - Appendix A
Sub-component 2.3
The GEF Small Grants Programme (UNDP/GEF/SGP)
The UNDP/GEF/SGP has been making small grants since 1992 and now has highly-regarded, decentralized and
country-driven programs in more than fifty countries. Within the Nile Basin, the UNDP/GEF/SGP operates in
Egypt, Kenya, Tanzania and Uganda. In addition to managing small grants for the GEF, the UNDP/GEF/SGP has
also entered into agreements with EU, DANIDA and other donors to manage additional small grants funds for each
of these agencies in certain countries as separate financing windows, each of which have their own specific grant-
making criteria. The more experienced national UNDP/GEF/SGPs typically award small grants amounting to about
$400,000 each year. The UNDP/GEF/SGP is implemented globally by UNDP and executed by UNOPS. All SGP
grant disbursements are authorized by UNOPS.
The key elements of the institutional arrangements for the UNDP/GEF/SGP in each country are the National
Steering Committee (NSC) and the National Coordinator (NC), operating with support from the UNDP Country
Office. The NC and NSC together are responsible for ensuring that participatory, democratic, impartial, and
transparent procedures for project review and approval as well as all other aspects of program implementation are
established and practiced at the country level
The UNDP/GEF/SGP National Steering Committees (NSC)1 are composed of voluntary members from NGOs,
academic and scientific institutions, other civil society organizations, key government agencies and UNDP, with a
majority of members coming from the non-governmental sector. The NSC provides overall guidance and direction
to the country program, and contributes to developing and implementing strategies for country program
sustainability. In collaboration with the NC, the NSC helps to develop a country program strategy and oversees its
implementation. The NSC is responsible for selecting and approving projects, and for ensuring their technical and
substantive quality. NSC members are encouraged to participate in pre-selection project site visits and in project
monitoring and evaluation. Most NSCs function under the principle of consensus, and rarely resort to voting to
determine whether a project is approved or a particular course of action is taken. Members of the NSC are formally
appointed by the UNDP Resident Representative. Participation in the NSC is without monetary compensation.
Travel expenses for project site visits or to NSC meetings can be covered by the UNDP/GEF/SGP country
operational budget.
UNDP/GEF/SGP experience has shown that National Steering Committees often play very constructive roles in
developing or reinforcing working relationships between government officials and NGOs. NGOs learn to appreciate
that they need to partner effectively with key government agencies in order to achieve their own objectives and to
work effectively at community levels, while government officials benefit from the opportunity to work directly with
members of the NGO community and to exchange experiences and ideas while working towards shared objectives.
The UNDP/GEF/SGP National Coordinator (NC) has lead responsibility for managing country programme
implementation. The National Coordinator's major functions include: (a) promoting the programme's objectives,
procedures, and achievements among NGOs, community-based organizations (CBOs), and other key stakeholders;
(b) developing and revising a Country Programme Strategy in collaboration with the NSC and other stakeholders;
(c) implementing the Country Programme Strategy, and ensuring that SGP grants and projects meet the criteria of
the Strategy; (d) assisting NGOs and CBOs in the formulation of project proposals, and ensuring their technical and
substantive quality; (e) serving as the NSC's secretariat, pre-screening project proposals, and otherwise supporting
the work of the NSC; (f) facilitating NGO and CBO access to technical support services; (g) developing and
implementing communications and information dissemination strategies which will reach a wide range of target
audiences; (h) ensuring sound programme monitoring and evaluation, including periodic project site visits; (i)
mobilizing resources for co-financing projects; (j) supervising other UNDP/GEF/SGP local staff; and, (k) reporting
to UNDP, UNOPS and other funding agencies as required.
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In some countries, the UNDP/GEF/SGP is located in a national host institution, normally a national NGO. UNOPS
administers a sub-contract with the host NGO that outlines the technical support and administrative services to be
provided as well as the operating budget. The sub-contract contains rules of collaboration with the host organization
and is supervised by UNOPS. All country programs, whether based in the UNDP or in a host NGO, are equally
bound by the overall UNDP/GEF/SGP Strategic Framework and Operational Guidelines.
UNOPS provides program execution services for the UNDP/GEF/SGP in the following areas: (a) personnel
recruitment and contract administration for project staff and consultants; (b) subcontracts for host institutions; (c)
authorization of country program grant allocations and disbursements; (d) budget administration, including
authorization and monitoring of expenditures; (e) training and guidance on the above to country-level staff; and (f)
support for initiation of the program in new countries.
The Kenya and Tanzania UNDP/GEF/SGPs already participate in the six-country COMPACT project, which
should provide a useful operational model for management and contractual arrangements for the Nile
Transboundary Microgrant Program. The COMPACT project is supporting small grants focused on one specific
area within each country.3 To facilitate these small grants and provide an on-site presence, the UNDP/GEF/SGP
has hired Local Coordinators who report directly to the National Coordinator. These Local Coordinators are based
in a local NGO which provides support services through a contract with UNOPS. There is also a Local Steering
Committee to guide the project's activities, although strategic and grant-making decisions for the COMPACT
project continue to be made by the National Steering Committee. A similar arrangement is expected to be
established for the Nile Transboundary Microgrants Program.
1 Known as National Selection Committees in some countries.
2 COMPACT = Community-Managed Protected Area Management Project (funded by the UN Foundation and the
GEF).
3 Mount Kenya in Kenya and Mount Kilimanjaro in Tanzania.
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Annex 1.6 - Appendix B
Sub-component 2.3
Nile Microgrant Institutional Arrangements
A national Nile Transboundary Microgrant Program will be established in each participating country. The types of
activities eligible to be supported by the microgrants are listed in Appendix C. Priority will be given to funding
projects that (1) focus on transboundary environmental problems and sites, (2) provide for community participation
in their design, implementation and evaluation, (3) pay attention to the needs of women and/or indigenous peoples
and practices, (4) draw on local or Nile Basin scientific and technical resources, (5) support capacity development,
and (6) communicate best practices to wider audiences.
A draft Microgrant Operational Manual for the Nile Transboundary Microgrant Program has been prepared
drawing from the best practice of the UNDP/GEF/SGP. The Microgrant Manual will be available in final form for
Bank review and acceptance six months after project effectiveness. Grants will not be disbursed until the
Microgrant Manual has been completed and accepted by the Bank. The Microgrant Manual outlines the basic
procedures for grant application, institutional arrangements, and flow of funds. The Microgrant Manual will assure
adherence to certain basin-wide guidelines and minimum criteria, procedures and terms and conditions of the
Microgrant Program. This includes adherence to financial management guidelines outlined in the overall Project
Implementation Manual as well as standard UNDP and World Bank policies. No grant will be disbursed unless it
has been approved according to the requirements and criteria outlined in the Microgrant Manual. The Microgrant
Manual will be annexed to the Nile Transboundary Microgrants Strategy, which will be developed during the first
year of the project (see paragraph below).
The maximum size of individual grants will be $25,000, though it is expected that many grants will be much
smaller and the average size will probably be around $10,000 per grant. It will be encouraged that at least 50% of
each country's microgrants will directly support transboundary activities (i.e., those involving partners from at least
one other Nile country), while all single-country projects should clearly be related to transboundary environmental
issues (i.e., an environmental issue shared by at least one other Nile country). The project portfolio developed by
each national Nile Transboundary Microgrants Program will be required to demonstrate a significant contribution to
involving women and women's organizations (specific goals will be set within each country but should be no less
that 10 % of project funds). To help address the challenge of implementing local activities with transboundary
significance, frequent interactions and networking between the Nile countries' microgrant programs will be
facilitated by the Microgrants Lead Specialist in the PMU.
Following an initial regional workshop, the Microgrants Lead Specialist in the PMU will coordinate and take the
lead in preparing a Regional Nile Transboundary Microgrant Strategy based on input from the participating
countries. The Microgrant Operational Manual (see above) will be annexed to the Strategy. This basin-wide
Strategy will provide the substantive framework for focusing resources and guiding program implementation,
including the spatial and thematic priorities to guide project selection and grantmaking. It will also provide a basis
for the assessment of achievements and sustainable outcomes of the Nile Transboundary Microgrants program
through the development of overall outcome indicators. In particular, the Strategy will document the approach to
identifying, designing and implementing transboundary activities with Microgrant support. The Strategy
development process will be an important and substantive contribution to capacity-building that will strengthen the
awareness and ability of key stakeholders to address transboundary environmental and sustainable livelihood
concerns in an integrated manner.
Each participating country will then use the Nile Transboundary Microgrants Strategy as a starting point to
developing their own National Nile Transboundary Microgrants Action Plan, intended as a concise and
condensed document. The National Nile Microgrants Action Plan will provide a substantive framework for
allocating resources, including spatial and thematic priorities for grantmaking on a national level (for example,
some microgrant programs may target a limited spatial area within the Nile Basin or a subset of their priority
environmental issues). The National Nile Microgrants Action Plans will also provide a basis for the assessment of
107
achievements and outcomes. The National Nile Microgrants Action Plan development process will include
consultations with national stakeholders as well as transboundary counterparts. This process will be an important
and substantive contribution to capacity-building that will strengthen the awareness and ability of key stakeholders
to address transboundary environmental and sustainable livelihood concerns in an integrated manner. The Nile
Transboundary Microgrants Lead Specialist in the PMU will support the development of these Action Plans and
ensure their mutual compatibility and alignment with the regional Nile Transboundary Microgrant Strategy and
Microgrant Operational Manual.
Once institutional arrangements and adequate operational procedures are in place including the Regional Nile
Transboundary Microgrant Strategy and the national Nile Transboundary Microgrant Program Action Plans and
documented to the satisfaction of the PMU and the Project Steering Committee, each participating country will
receive an initial round of fund allocation. The initial range for this allocation will be determined at the time of
allocation, but is expected to be in the range of $200,000-$500,000 to be disbursed as microgrants over 2-3 years.
The amount allocated to each country will be based on an assessment by the PMU of the institutional arrangements,
transparent and appropriate procedures and the absorptive capacity in each country. Allocation of the remaining
funds will be based on the effectiveness of the first round of funding combined with a convincing plan for second
and further rounds. The Project Steering Committee and the PMU will approve all grant fund allocations to the
national Nile Transboundary Microgrant programs.
In Kenya, Tanzania and Uganda, the Nile Transboundary Microgrants Program will coordinate with the small
grants program of the Lake Victoria Environmental Management Project (LVEMP), possibly inviting this project to
be represented on the National Steering Committees of the UNDP/GEF/SGP (see below). In all countries,
coordination with other small grants programs with related objectives such as the Africa 2000 network, will be
emphasized.
2.3.3 Organizational Arrangements
The component will be managed by the Microgrants Lead Specialist in the PMU, working closely with the National
Project Coordinators and National/Local Microgrants Coordinators in the participating countries.
The institutional arrangements for the Nile Microgrants will draw on the best practice model of the UNDP GEF
Small Grants Programme (UNDP/GEF/SGP). As such, therefore, it will be managed within each country by a
National Steering Committee and a National Coordinator (NC). The National Steering Committees are composed of
voluntary members from NGOs, academic and scientific institutions, other civil society organizations, key
government agencies and UNDP, with a majority of members coming from the non-governmental sector. The NC
and National Steering Committee are responsible for ensuring that participatory, impartial, and transparent
procedures for project review and approval as well as all other aspects of program implementation are established
and practiced at the country level. Appendix A describes the UNDP/GEF/SGP institutional arrangements in more
detail. Although the institutional arrangements for the Nile Transboundary Microgrants Fund will build on the
UNDP/GEF/SGP experience, the specific arrangements will vary by country.
i. Riparian Countries with an existing UNDP/GEF/SGP (see Appendix A)
In Egypt, Kenya, Tanzania and Uganda it is expected that the existing national UNDP/GEF/SGP will be used as a
delivery mechanism for the Nile Transboundary Microgrants. UNOPS is executing the UNDP/GEF/SGP and the
present project will avail itself of the established UNDP/GEF/SGP mechanism.
In these countries, the UNDP/GEF/SGP has agreed to manage the Nile Transboundary Microgrants Program as a
separate funding window. The UNDP/GEF/SGPs in these four countries already have experience in managing other
small grant funds for donor agencies in addition to their core grantmaking on behalf of GEF. In Kenya, Tanzania
and Uganda the UNDP/GEF/SGPs are based at or close to the UNDP Country Offices, while a national NGO, the
Arab Office for Youth and Environment, has hosted the Egyptian GEF/SGP since 1992. The membership of the
existing National Steering Committees will be reviewed and may be expanded to service the needs of the Nile
Transboundary Microgrants Program. The present project will fund the hiring of a Nile Microgrants Local
108
Coordinator in Egypt, Kenya, Tanzania and Uganda, to work under the guidance of the UNDP/GEF/SGP National
Coordinator.
In both Kenya and Tanzania, the Nile Basin occupies a portion of the country at a considerable distance from the
national capital. It is therefore planned that a local NGO located within the Nile Basin to host the Nile Microgrants
Local Coordinator (probably in Mwanza in Tanzania and in Kisumu in Kenya). The national UNDP/GEF/SGP
Coordinator and the Nile Microgrants Local Coordinator will undertake a market survey, reviewing potential NGOs
which could host the program in these two countries. A proposal will be drawn up and will be presented to the PMU
for approval. Host NGOs will be selected based on criteria stated in the Microgrant Operational Manual. Local
Steering Committees may be appointed to guide the project's activities in these two countries, although strategic
and grantmaking decisions will continue to be made by the National Steering Committee. This arrangement is based
on the best practice example of the model established by the COMPACT project which is operational in Kenya and
Tanzania and which is like the Nile Microgrants an add-on to the ongoing UNDP/GEF/SGP with a specific
geographical focus.
ii. Riparian Countries without an existing UNDP/GEF/SGP
Institutional arrangements for the Nile Transboundary Microgrants Program in the riparian countries without an
existing UNDP/GEF/SGP will be based on the UNDP/GEF/SGP model but will not be associated in its
management with the global UNDP/GEF/SGP. In these countries a national NGO will be selected to host the Nile
Transboundary Microgrants Program based on criteria outlined in the Microgrant Operational Manual. UNOPS will
administer a contract with the host NGO that outlines the technical support and administrative services to be
provided and an operating budget. The sub-contract contains rules of collaboration with the host organization as
defined in the offer or terms of reference, both of which are integral parts of the contract. This contract will be
supervised by UNOPS. All National Nile Transboundary Microgrants Programs, whether based in the UNDP or in a
host NGO, will respond equally to the Nile Transboundary Microgrants Strategy and Microgrant Operational
Manual.
Based on careful assessment and interviews during the three-year project preparation period, the host NGOs for
Ethiopia and Sudan have been identified and selected. In Ethiopia the Christian Relief and Development
Association (CRDA) will host the program, while in Sudan the Sudan Environmental Conservation Society (SECS)
will be the host. Each of these are umbrella NGOs with a broad and inclusive membership. Their selection has been
discussed with and agreed with the two respective governments. Further work will be required to identify suitable
institutional arrangements in Burundi, DR Congo and Rwanda. Selection of the host NGO through a consultative
process will be approved by the Nile-TAC members, the PMU, UNDP and World Bank. Appendix D describes the
selection criteria to be used in selecting the host NGO.
Selection in the three remaining countries, will aim to identify a suitable national umbrella NGO, environmental
fund, or foundation, although an independent academic/scientific institution could also be appropriate. With the
objective of strengthening Nile riparian local institutions and NGOs, the Nile-TAC and Nile-COM have agreed that
local representation of international NGOs would not be eligible.
109
Annex 1.6 - Appendix C
Sub-component 2.3
Nile Transboundary Microgrant Activities
The types of activities to be supported by Nile Transboundary Microgrant Program will include:
Strengthening or helping to establish national and transboundary networks of NGOs working on environment
and sustainable development.
Capacity building and training for NGOs, communities and community-based organizations, with special
attention to the participation of women and women's groups.
Transboundary workshops and other activities that enhance NGO-government collaboration on environmental
management.
Rapid assessment studies of transboundary soil erosion to identify priority sites, processes and opportunities for
interventions, mainly based on existing information, in Ethiopia, Rwanda and Sudan.
Support for local environmental planning and awareness raising.
Local-level pilot initiatives, adoption of best practices and exchanges of lessons learned in relation to measures
to prevent and mitigate desertification or land degradation, defined as any form of deterioration of the natural
potential of land that affects ecosystem integrity, specifically reducing its sustainable ecological productivity or
native biological richness and resilience.
Environmental education and awareness raising (in coordination with Component 3).
Support for exchanges and dissemination of ideas, best practices and lessons learned through a variety of
media: written, audio, video, etc., including modest equipment purchases (in coordination with Component 3).
Specific measures, including:
Water weed control
Land management, soil conservation, reforestation, afforestation and land degradation control.
Physical and biological soil conservation measures.
Production/procurement of multi-purpose tree seedlings.
Water harvesting to decrease soil erosion.
Development and use of alternative energy and construction materials.
Mitigation of non-point source pollution from agriculture
Integrated Pest Management (IPM) demonstration sites
Environmentally sustainable farming demonstration sites (inter-cropping etc.)
Agroforestry demonstration plots.
Extension services to promote agricultural practices leading to less soil loss, better nutrient retention, and less
fertilizer and pesticide use.
110
Annex 1.6 Appendix D
Sub-component 2.3
Nile Microgrants Program Institutional Arrangements
Selection of Host NGOs
Factors to consider in selecting the best candidate national NGO to host the Nile Microgrant fund in Countries
where UNDP/GEF/SGP does not operate:
Established NGO with at least 10 years of operational experience
Umbrella NGO with broad based membership preferred
Independent of party politics/political movements
Broadly recognized credibility with broad NGO sector in country and demonstrated leadership in NGO
movement in country
Demonstrated compatibility with the procedures, objectives, and grant-making functions of the Nile
Transboundary Microgrant Program
Significant experience in community-based, participatory environment and development activities
Substantial involvement and technical expertise in environmental issues related to the Agenda for
Environmental Action described in the Nile Basin Initiative's Transboundary Environment Analysis
(2001)
Proven program management and administrative capacity with reliable and demonstrated accounting
systems in place.
Good working relationships with other NGOs and CBOs, including participation in
environment/development networks, and established credibility in previous grant administration based on
donor funding
Established relationship with UNDP, the World Bank or CIDA
Experience with Small Grant Administration
111
Annex 2 Appendix E
Summary Budget Tables
Table 2.1 - Overall Project Budget (US$millions)
Components
Riparia
SVP
NBTF3
GEF
GEF
TOTAL GRAND
n
Coordin
WB
UNDP
NBTF & TOTAL
(in
ation2
GEF
4
kind)1
1. Institutional Strengthening
1.1 Regional coordination (GEF/UNDP)
3.55
0
0
0
6.92
6.92
10.47
1.2 Knowledge management (GEF/WB)
0
0
0
0.99
0
0.99
0.99
1.3 Decision Support System - River Basin
0
0.07
2.70
3.63
0
6.33
6.33
Model (GEF/WB & NBTF/WB)
1.4 Macro/sectoral policies and the
0
0
0
0.45
0
0.45
0.45
environment (GEF/WB)
Component 1 subtotal
3.55
0.07
2.70
5.07
6.92
14.69
18.24
2. Community Level Land, Forests and
Water Conservation
2.1 Enhanced Basin-wide capabilities and
0.75
0
0
0
2.07
2.07
2.87
cooperation (GEF/UNDP)
2.2 Priority Actions for Addressing Soil
0
0
0
0
0.31
0.31
0.31
Erosion (GEF/UNDP)
2.3 Nile Transboundary Microgrant
0
0.20
7.40
0
1.32
8.72
8.72
Program (NBTF/WB)
Component 2 subtotal
0.75
0.20
7.40
0
3.7
11.10
11.85
3. Environmental Education and Public
Awareness (GEF/UNDP)
3.1 Public information and awareness
0
0
0
0
2.20
2.20
2.20
3.2 Secondary Schools
0
0
0
0
0.78
0.78
0.78
3.3 Networking universities and other
0
0
0
0
0.45
0.45
0.45
research institutions
Component 3 Subtotal
0
0
0
0
3.43
3.43
3.43
4. Wetlands and Biodiversity
Conservation
4.1 Enhanced regional cooperation and
0
0
0
0
1.33
1.33
1.33
capabilities (GEF/UNDP)
4.2 Wetlands in sustainable development
0
0.07
2.71
0
0
2.71
2.71
(GEF/UNDP and possibly NBTF/WB
Phase 2)
4.3 Management of wetlands & cross-
0
0
0
0
3.11
3.11
3.11
border PAs (GEF/UNDP)
Component 4 Subtotal
0
0.07
2.71
0
4.44
7.15
7.15
5. Water Quality Monitoring Basin-wide
(GEF/WB)
5.1 National capacity building for water
0
0
0
1.51
0
1.51
1.51
quality monitoring
5.2 Transboundary water quality monitoring
0
0
0
1.42
0
1.42
1.42
Component 5 Subtotal
0
0
0
2.93
0
2.93
2.93
Total SVP Coordination Support
0.38
0.38
TOTAL
4.3
0.38
12.81
8.00
18.49
39.30
43.6
1 For detailed breakdown of Riparian contribution, see table 2.2.
2 SVP Coordination costs will be deducted from NBTF.
112
3 NBTF includes SVP Coordination.
4 Riparian (in kind) plus Total NBTF & GEF.
113
Table 2.2 Riparian Contribution (US$equivalent)
Contributions from Nile
10 NBI
PMU Host
NGO
TOTAL
countries
countries
country
contributions
PMU Office and staff
0
330,000
0
330,000
National project offices
900,000
0
0
900,000
National staff
60,000
0
0
60,000
Nile-SEC Contribution
1,750,000
0
0
1,750,000
NGO contributions to
0
0
750,000
750,000
Microgrants
Office Furniture
20,000
3,000
0
23,000
Travel
100,000
0
30,000
130,000
Utilities
305,000
0
0
305,000
Misc. Expenses
10,000
20,000
25,000
55,000
Total
3,145,000
353,000
805,000
4,303,000
114
ANNEX 1.7 INCREMENTAL COSTS
NILE BASIN INITIATIVE: Nile Transboundary Environmental Action Project
BROAD DEVELOPMENT GOALS
The Nile River Basin is home to about 160 million people in Burundi, D.R. Congo, Egypt, Eritrea, Ethiopia, Kenya,
Rwanda, Sudan, Tanzania, and Uganda, with six of these countries among the world's poorest. The Basin contains an
extraordinarily rich and varied range of ecosystems, with mountains, tropical forests, woodlands, savannas, high and
low altitude wetlands, arid lands and deserts, culminating in a delta partially below sea level. Extreme poverty,
combined with rapid population growth, war, civil strife, drought and famine, has put enormous pressure on these
environmental resources, which in turn represent the only source of livelihood for many millions of Africa's most
impoverished people. As a result, there is an urgent need to integrate environmental concerns into poverty alleviation
and sustainable economic development strategies, specifically through improved land and water resource
management practices.
Recognizing their common concerns and interests, the Nile riparian countries have taken a historic step towards
cooperation with the establishment in 1999 of the Nile Basin Initiative (NBI), which provides an agreed framework
to fight poverty and promote economic development. The NBI provides a transitional institutional mechanism, an
agreed vision and basin-wide framework, and a process to facilitate substantial investment in the Nile Basin to realize
regional socio-economic development. The establishment of the NBI begins the complex, challenging and long-term
process of building confidence and realizing mutual benefits through shared projects. To translate its shared vision
into action, the NBI has launched a Strategic Action Program, which includes two complementary components: (1) a
basin-wide Shared Vision Program (SVP), and (2) Subsidiary Action Programs (SAPs).
The SVP includes a series of technical assistance and capacity building projects to be implemented basin-wide to
help establish a foundation for transboundary regional cooperation and provide a common vision to ensure long-term
sustainability; they incorporate common analytical frameworks, practical tools and demonstrations, and institutional
and human capacity building. The SVP project portfolio includes seven projects. Four of these projects are thematic
in nature, addressing issues related to transboundary water and environmental management (the subject of this
proposal), power trade, efficient use of water for agriculture, and water resources planning and management; the
remaining three are facilitative, supporting efforts to strengthen confidence building and stakeholder involvement,
applied training, and benefit sharing and integration.
The SAPs will be initiated in parallel to the SVP, implementing investment projects that confer mutual benefits at the
sub-basin level while following the guidance of the overall NBI Policy Guidelines endorsed by the Nile-COM. The
Nile riparians have formed two SAPs. The Eastern Nile (EN-SAP) includes Egypt, Sudan and Ethiopia; while the
Nile Equatorial Lakes Region (NEL-SAP) includes the six countries in the southern portion of the Basin--Burundi,
D.R. Congo, Kenya, Rwanda, Tanzania and Uganda--in cooperation with the downstream riparians, Sudan and
Egypt.
The identification of environment and development synergies and sustainable development opportunities has
emerged as a major NBI priority. Although political, economic and social differences persist between them, the Nile
riparian countries share several critical environmental problems and threats that reinforce the need for regional
collaborative efforts. The riparians have recognized that focusing on issues of common concern provides them with a
major opportunity to make significant progress towards their economic and environmental goals in ways that have
proved difficult to achieve independently.
A Transboundary Environmental Analysis (TEA) has been carried out by the Nile riparians as part of the SVP, with
support from UNDP, World Bank and other international partners, and with funding provided by the Global
Environment Facility. This process identified the elements of an Agenda for Environmental Action in the Nile Basin,
based on a collective synthesis of environmental trends, threats and priorities. This Agenda includes a recommended
115
program of complementary preventive and curative actions to address current and emerging environmental issues. It
delineates key measures for institutional strengthening, human resource development and expansion of public
awareness at regional, national and local levels. The Agenda is to be implemented over the next decade or more
under the NBI's Strategic Action Program in coordination with other development activities.
The project will support the priority transboundary activities to be addressed in the initial implementation phase of
the Agenda for Environmental Action. The objectives are to provide a strategic environmental framework for
environmentally sustainable development of the Nile River Basin, improve understanding of the relationship of water
resources development and environment in the Basin, and provide a forum to discuss development paths for the Nile
with a wide range of stakeholders. The project seeks to conserve the Basin's unique but critically threatened
environmental assets while helping to ensure that its natural resources are used in an optimal and sustainable way to
foster economic development and mitigate the appalling levels of poverty that pervade the region.
BASELINE SITUATION
The baseline situation consists of existing projects and programs for the riparian countries included in country-level
plans and strategies for economic development, environmental conservation and natural resource management,
supplemented by other activities being planned or conducted by individual governmental agencies at national and
local levels as well as private enterprises and NGOs. The total baseline is estimated at US$403 million as detailed in
Table 1, Project Baseline Summary at the end of this Annex. This amount includes US$77 million for the estimated
costs of defined NBI NEL-SAP projects currently under preparation. The total estimated costs of the NBI EN-SAP
projects also form part of the baseline, however, finalized cost estimates are still not available.
Perpetuation of the baseline would limit the NBI's ability to encourage more effective integrated land and water
management within overall economic development strategies on a basin-wide scale. The majority of support for
natural resource management and environmental conservation would continue to focus on independent national-level
activities. Some sub-regional activities will be implemented through the NEL-SAP and the EN-SAP projects in
addition to important existing East African activities involving Kenya, Tanzania and Uganda (such as the GEF-
funded Lake Victoria Environmental Management Project and the Sida-funded Lake Victoria Initiative). However,
none of these activities will be implemented on a basin-wide scale, which is the key to success of the entire NBI. The
ability of the Nile riparians to effectively address transboundary environmental issues requiring coordination at the
basin-wide level would remain limited, especially for those environmental issues related to future investments in land
and water management. Key cross-border environmental issues such as environmental information sharing,
community-level land and water management (including the spread of aquatic weeds), environmental education and
awareness, transboundary benefits from wetland conservation (including threats to migratory species) and water
quality monitoring would not therefore be addressed adequately or at the appropriate scale.
1. Institutional Strengthening to Facilitate Regional Cooperation
The baseline for this component amounts to US$93 million, with two main types of project intervention: first,
capacity building and institutional support to the water resources and environment sectors; second, water resources
assessments combined with planning, modeling, forecasting and simulation, including environmental planning and
monitoring. This baseline of action is, significantly, largely national in character and is unevenly distributed within
the Basin. Apart from Bank and FAO-funded regional projects that were specifically designed in the context of the
wider Nile program, there are no other projects in the institutional strengthening category which specifically target
the coordination of transboundary elements required for cooperative management of shared water resources.
2. Community-level Land, Forest and Water Conservation
The baseline is very large under this rather broad category, as would be expected, consisting of projects totaling
US$206 million, including three sub-regional NEL-SAP projects with estimated costs of US$61 million. Many of
these projects target agricultural productivity or expansion through irrigation or other intensification as the basis for
food security and poverty alleviation. Other projects in this category attempt integrated land and water management
with an emphasis on soil conservation, as well as land rehabilitation and community-based efforts in afforestation,
116
reforestation and forest management. While it is recognized as cross-cutting, multi-sectoral and interdisciplinary, the
IDA portion of the Lake Victoria Environmental Management Project is categorized as baseline under this
component.
3. Environmental Education and Awareness
The TEA identified less than US$1 million in current, externally-funded baseline activities for this category. This is
mainly because most environmental education and awareness activities are being undertaken on a relatively small
scale by large numbers of NGOs and community organizations and are widely dispersed within the Basin. There is
no central project database documenting these activities. While existing and emerging environmental NGOs are
undoubtedly very active in environmental education and awareness in a number of the Nile Basin countries, their
activities seem almost exclusively to be limited to local and national levels. There is no program beginning to build
awareness of interdependence and opportunities for cooperation across national boundaries. The proposed NBI
project on Communication and Stakeholder Involvement will be the first of its kind, attempting to develop common
messages and common dialogues among the people of the Nile Basin.
4. Wetlands and Biodiversity Conservation
Non-GEF-funded baseline actions under this component are comparatively large at US$74 million, including a
US$16 million NEL-SAP fisheries project for Lake Albert. This is an impressive total for a region as pervaded by
poverty and food security concerns as the Nile Basin. The focus of these projects is mainly environmental
management and planning, targeting wetlands and other protected areas, with an emphasis on both conservation and
sustainable uses. The projects are distributed very unevenly within the Basin, however. Apart from the Lake Albert
initiative, the only project with a transboundary focus is a GEF project addressing East African cross-boundary
protected areas (since this is GEF-funded, however, it does not form part of the baseline). The critical linkages
between transboundary water resource management and the Basin's acutely threatened and dwindling natural
ecosystems is of such importance that the significance of the transboundary wetland conservation (including
biodiversity) issues can scarcely be overestimated.
5. Water Quality Monitoring basin-wide
The baseline of action for this component amounts to US$29 million, almost entirely in Egypt, indicating the low
priority given to the transboundary aspects of water quality in the wider Nile Basin. At a sub-basin level, the GEF
and IDA-funded Lake Victoria Environmental Management Project addresses water quality issues in the Lake
Victoria basin (again, the GEF portion does not form part of the baseline). Relatively little attention has been given to
this issue in the wider Nile Basin, however, even though it is of growing concern, particularly in the Basin's more
heavily populated and farmed areas. Pollution and water quality issues are becoming especially critical at and around
large-scale irrigation schemes with intensive use and storage of agrochemicals (e.g., in Egypt and Sudan), as well as
larger urban and industrial settings throughout the Basin. Only in Egypt is a large water quality monitoring program
in place. Although the adverse impacts are often fairly local and not basin-wide phenomena, water quality issues are
major human health and environmental concerns at these sites.
117
ALTERNATIVE SCENARIO
The alternative consists of the steps needed to establish a sound basin-wide environmental framework consistent with
current and projected patterns of economic development. This would be accomplished through GEF support to
facilitate the priority transboundary actions outlined in the Agenda for Environmental Action in the Nile Basin
through the present Transboundary Environmental Action Project, together with additional resources from the
projects identified in the table below, which are funded through the International Consortium for Cooperation on the
Nile (ICCON) mechanism by other international as well as domestic sources. This joint effort would generate
sustainable global benefits embodied in mitigation of the environmental problems identified in the TEA. GEF
participation would finance the incremental costs needed to remove barriers to regional environmental conservation
and sound natural resource use, including transaction costs for joint planning activities, development of common
approaches to sectoral policies, further cross-border data collection and analysis, knowledge management and
information sharing at a regional level, and coordination of efforts among the participating countries.
Non GEF-Funded Alternative - NBI Shared Vision Program
As noted above, the project alternative is augmented by a significant part of the project portfolio of the NBI's Shared
Vision Program (SVP) and the Cooperative Framework project. This consists of seven technical assistance and
capacity building projects aiming to create a basin-wide enabling environment for cooperative development. It
should be noted that while these projects form a firm part of the project alternative, they are not reflected in the
financing plan (PAD cover page and PAD cost tables on pages 10 and 14), since separate Project Appraisal
Documents will be processed for each of these projects. However, a description of these projects (as well as of the
Subsidiary Action Program) is provided in Annex 14.
Non-GEF-funded portion of the Alternative (Co-financing, in US$m)
NON GEF-FUNDED ALTERNATIVE
AMOUNT
CORRESPONDING COMPONENT
($US m)
OF PRESENT PROJECT
NBI/SVP Socio-Economic Development - Macroeconomic
11.0
Institutional Strengthening 1
Integration
Water Resources Planning and Management
21.7
Institutional Strengthening 1
Nile River Basin Cooperative Framework, Phase I
3.5
Institutional Strengthening 1
Nile River Basin Cooperative Framework, Phase II
0.4
Institutional Strengthening 1
NBI/SVP Efficient Water Use for Agriculture
5.0
Land Management 2
NBI/SVP Confidence Building & Stakeholder Involvement
15.0
Awareness 3
NBI/SVP Applied Training
20.0
Awareness 3
Sub-total
76.6
NBI/SVP Transboundary Environmental Action
12.8
Institutional Strengthening; Land&Forest;
Biodiversity 1,2 & 4
Total
89.4
As described in the body of this Project Brief, the NBI's Strategic Action Program includes Subsidiary Action
Programs in addition to the SVP. The EN-SAP and NEL-SAP have identified sub-basin projects. Funding for
initiating project pre-feasibility studies and/or preparation has been secured at the first International Consortium for
Cooperation on the Nile (ICCON) in June 2001. Details of the SAP projects had not become available at the time of
drafting the Project Brief and PAD. However, it is already evident that the SAP projects in water resources
management, agriculture, communications, macro-economic planning and other economic development sectors will
add significantly to the alternative as well as to the baseline, depending on project type.
GEF-Funded Alternative - Nile Transboundary Environmental Action Project
The GEF alternative would support a regionally led initiative to promote more effective management and
conservation of the natural resources and environmental assets of the Nile Basin. This would greatly facilitate the
118
ability of the NBI and the cooperating countries to address transboundary environmental issues and common natural
resource management concerns at a basin-wide level. The GEF alternative would allow the Agenda for
Environmental Action in the Nile Basin to be initiated and undertaken with support from a variety of sources. GEF
support would also increase the visibility of and demonstrate the opportunities for more effective transboundary
environmental management in the Basin. In this way the project would complement the innovative and far-reaching
regional NBI investment programs currently being prepared and about to be undertaken on a significant scale in a
variety of economic development sectors, including water, agriculture and hydropower. The alternative would also
test and demonstrate a variety of approaches to Nile transboundary environmental management issues, of which the
most successful and promising could be scaled up or replicated in subsequent NBI Strategic Action Program
investments.
The project is supported by GEF resources as outlined below (in million US$):
GEF Resources
World Bank
UNDP
Total
Phase 1
8.0
8.8
16.8
Phase 2
9.7
9.7
Project total
8.0
18.5
26.5
The project will encourage more effective basin-wide stakeholder cooperation on transboundary environmental
issues by supporting implementation of actions prioritized by the TEA in the following areas:
1.
Institutional Strengthening to Facilitate Regional Cooperation
Transboundary threats to be addressed. Overall basin-wide capacities for environmental management are quite
limited and there have been relatively few efforts to exchange environmental information and experiences among and
between key resource users, research institutions and other stakeholders throughout the Basin. Understanding of the
dynamics of the river system is insufficient to assess the downstream environmental impacts of future river system
interventions or changes in watershed management regimes. The environmental impacts of macro and sectoral
policies on the Nile Basin's land and water resources are poorly understood.
Objective and global benefits. This project component will strengthen NBI's capacity in basin-wide program
management, regional coordination, knowledge management, understanding of the Nile Basin system and policy
analysis. The largest sub-component will link with the non-GEF-funded SVP Water Resources Management Project
to develop a basin-wide Decision Support System, with GEF resources used to support the development and
application of a River Basin Model including the training of management teams from the riparian countries. This will
help provide a regional perspective on water resources management as well as the assessment of transboundary
environmental impacts of investment projects, and will support the exploration of alternative development strategies.
A Nile Basin environmental knowledge base accessible to all key stakeholders will be developed. Transboundary
impacts of national economic and sectoral policies linked to trade, transport and migration will be further analyzed
and regional dialogues initiated with policymakers and other donor organizations. The component will also facilitate
effective implementation and coordination of all project activities at a national level. The active participation of
basin-wide Thematic Working Groups will further enhance regional cooperation and technical transfer among the
countries involved with respect to each of the other five project components. Baseline costs of this component are
US$93 million and incremental costs are US$51.3 million (including US$28 million for the Decision Support
System) of which US$9.7 million are requested from the GEF for Phase 1 funding, while additional US2.32 million
will be requested from the GEF for Phase 2 funding.
2.
Community-level Land, Forest and Water Conservation
Transboundary threats to be addressed. Relatively few local stakeholders have access to adequate means of
communication. For local stakeholders, tenure is often unclear and access to resources inadequate. Soil erosion is a
119
chronic problem throughout the Basin. Deforestation and soil erosion can lead to increased sedimentation and greater
flood risks downstream, while sediments also accumulate in wetlands and reservoirs. Water hyacinth and other
invasive aquatic weeds have spread throughout many parts of the Nile Basin.
Objective and global benefits. This component will help to strengthen national and international NGO networks
within the Basin. Regional land and water conservation training workshops will emphasize transboundary
cooperation as well as government-NGO partnerships. The component will also support in-depth examination of
transboundary soil erosion and sediment transport. Major sources and root causes will be further analyzed by teams
from the participating countries, and priority sites will be identified for pilot activities. A Microgrant Fund will be
established with GEF and Canadian support to finance pilot initiatives in the priority land and water conservation
areas identified by the TEA, including aquatic weed infestations. Key grant selection criteria will include
participation of local communities, targeting of issues with direct cross-border impacts, identification of lessons and
best practices, and the potential for promising initiatives to be scaled up or replicated within the NBI SAP. Baseline
costs of this component are US$206 million and incremental costs are US$16 million of which US$1.7 million is
requested from the GEF for Phase 1 funding, while an additional US$2 million will be requested from the GEF for
Phase 2 funding.
3.
Environmental Education and Awareness
Transboundary threats to be addressed. In all the riparian countries, lack of awareness and understanding of the
transboundary environmental consequences of decisions concerning land and water resource management is a major
barrier to strengthening environmental management.
Objective and global benefits. This component will develop and deliver education and awareness programs that
emphasize the way in which environmental issues are shared by the Nile riparian countries. Economic and ecological
linkages with neighboring countries upstream and downstream will be emphasized, as well as the riparians' mutual
dependence on the natural resources and environmental assets of the entire Basin. A variety of media will be used in
programs developed by basin-wide teams of educators for delivery throughout the Basin (translated to appropriate
languages). This component aims not only to highlight the importance of sustainable environmental management,
and the role of every individual and community in trying to achieve this, but also contribute to breaking down the
mistrust between countries that has long proved a constraint to more effective basin-wide collaboration. The
component will also support basin-wide networking among universities engaged in environmental education, with
exchanges of information, teachers and students. Baseline costs of this component are US$1 million and incremental
costs are US$38 million of which US$2.5 million are requested from the GEF for Phase 1 funding, while an
additional US$1 million will be requested from the GEF for Phase 2 funding.
4.
Wetlands and Biodiversity Conservation
Transboundary threats to be addressed. Water-dependent ecosystems throughout the Nile Basin contribute to the
stability, resistance and resilience of both natural and human systems to stress and sudden changes. In particular,
significant transboundary benefits derive from the Basin wetlands' role in maintaining water quality, trapping
sediment, retaining nutrients, buffering floods, stabilizing micro-climates and providing storm protection. The
ecological and economic role of wetlands in supporting sustainable development in the Basin is not well understood
or widely appreciated. Key plant and animal species with habitats in adjoining countries often require cross-border
protected areas and other conservation measures for effective management. Adequate management of protected areas
and other environmental hot spots is generally lacking.
Objective and global benefits. This component will support further analysis of the key economic and ecological
role of wetlands in the transboundary Basin system and promote awareness of the need to conserve and manage these
natural resources, building on the promising national wetland programs that have already been established in a few of
the riparian countries. The regional capacity for monitoring and managing wetland resources will be strengthened
through technical assistance and training. Programs emphasizing the multiple-use management of internationally
significant wetlands will be developed and presented through basin-wide workshops attended by wetland managers
and other key stakeholders. Pilot activities will be undertaken to demonstrate best practice management. Baseline
120
costs of this component are $US74.2 and incremental costs are $US7.2 million of which $US4.4 million will be
requested from the GEF for Phase 2 funding.
5.
Water Quality Monitoring Basin-wide
Transboundary threats to be addressed. Physical impacts from land and water management as well as aquatic
pollutants can cross national boundaries downstream. Urbanization, industrialization and increased use of agricultural
chemicals all lead to increased runoff and pollution that harm downstream water users. In addition, waterborne
diseases are prevalent throughout the Basin. Data and understanding related to the transboundary aspects of these
issues is lacking. Only limited work has been done to identify environmental hot spots or to carry out systematic
water quality monitoring at environmentally sensitive transboundary sites.
Objective and global benefits. This component will augment the collective capacity of the riparian countries to
monitor a limited set of agreed key water quality parameters on a basin-wide scale. Teams from the participating
countries will work together on developing common analytical methods, identifying parameters to be measured, and
preparing and delivering training programs for key national stakeholders through regional workshops. GEF resources
will also be used to provide a systematic overview of existing monitoring stations in the Basin, to identify gaps and
to strengthen water quality monitoring in relation to transboundary environmental threats. The result of this
component will be to substantially upgrade basin-wide capacity to make high quality and consistent water quality
information available to inform decision making and thereby target future investments more effectively. Baseline
costs of this component are US$29 million and incremental costs are US$2.9 million, requested from the GEF for
Phase 1 funding.
DOMESTIC BENEFITS
Domestic benefits arising from the project are expected to be largely incidental. The project sub-components that are
expected to generate measurable domestic benefits will be financed from non-GEF sources. These are:
(a)
Training/resources provided to NGOs under component 2.
(b)
Approximately 50-80 percent of the microgrant activities under component 2.
SCOPE OF ANALYSIS
The scope of analysis includes the geographic, institutional, market, policy and legislative issues having a
transboundary impact on the Nile Basin's environmental resources. This includes actions at the national and regional
levels, as well as actions undertaken on the ground as part of the national development and/or conservation efforts
within the parts of the countries that fall within the Nile Basin itself. The defined baseline includes non-GEF projects
outside the NBI that were still active in 1999. Reference to the NBI's investment program, the SAP, has been made
in the text where figures exist, such as for the NEL-SAP. The size of the investment program is expected to total
several billion US dollars over the coming decades, but it is only in the definition stage, and actual figures have
therefore not been fully reflected in the incremental cost analysis. Some of the projects in the investment program
will form the baseline while others will be part of the alternative.
Relevant actors/elements in the program include (a) national governments; (b) local governments for sub-national
jurisdictions within the Basin; (c) local (and community-based), national and international NGOs active in the Basin;
(d) the private sector; (e) universities and other research institutions; (f) government policies, laws, regulations and
development plans; (g) other donors active in the Basin and (h) relevant international conventions and agreements
entered into by the Nile countries related to land and water management.
COSTS
The costs of the action are over and above those incurred by the countries to implement their national environmental
policies and environmental action plans and to comply with existing environmental laws and regulations. The
121
incremental cost, by which the alternative scenario exceeds the costs of the baseline situation, is estimated at
US$115.9 million1. In addition to the US$350,000 grant from the PDF Block B, already disbursed, GEF is requested
to finance US$26.5 million. Project co-financing is expected to amount to US$89.4 million (of which US$76.6
million will support other NBI/SVP projects, while an additional US$12.8 million has been raised for the project
through the ICCON process to complement the GEF increment (Funding by Canada has been confirmed and
additional funds from the Netherlands are under discussion). The costs of monitoring and evaluation, supervision and
quality control, contingencies and execution are included in these amounts. The project builds on a substantial
baseline and is complemented by significant associated financing. The nine participating Nile Basin country
governments are fully committed to the project and to the sustainability of activities undertaken beyond the life of the
project.
In line with the above, therefore, the GEF project total for Phase 1, which is requested in the present project proposal,
amounts to a total of US$16.8 million, while the GEF resources which will be requested for Phase 2 amounts to a
total of US$9.7 million.
Incremental Cost Matrix (US$M)
Component/
Category
Amount Domestic Benefits
Global Benefits
Other Costs
1. Institutional
Baseline
93.0
The institutional framework in most
Strengthening
riparian countries includes national
to Facilitate
legislation, environmental plans and
Regional
strategies, and projects for natural
Cooperation
resource management and
environmental conservation.
Alternative
116.3
Some gains in institutional and
Establishment of an environmental
human capacity through training and framework that will promote: (a)
involvement of National Experts in
enhanced basin-wide cooperation
the project.
essential to successful
implementation of the Agenda for
Environmental Action in the Nile
Basin through the SVP, SAPs and
other programs, and (2) a basin-
wide institution (NBI) with
substantially enhanced
environmental management
capacities.
Increment
23.3
1a. Decision
Baseline
0.0
Currently insufficient understanding
Support System
of river basin dynamics to assess the
(DSS)
downstream environmental impacts
of future river system interventions or
changes in watershed management
regimes. Existing efforts are
fragmented and have not included all
riparians.
Alternative
28.0
Some incidental domestic benefits.
Improved technical foundation for
transboundary water resources
planning and management,
including environmental
assessments. Improved access to
information within and between the
riparian countries, improved
knowledge of shared biological
122
resources, enhanced
understanding of river basin
dynamics, especially
transboundary effects. Also
regional, integrated planning and
management of water resources.
Increment
28.0
2. Community-
Baseline
205.9 Local-level capacities and access to
level Land,
resources and information
Forest and
throughout the Basin are mostly
Water
inadequate.
Conservation
Alternative
222.0 Emphasis will be on transboundary
Improved understanding of
soil erosion hot spot sites and areas transboundary soil erosion
with biodiversity of global
processes and land and water
significance. There will be some
conservation. Increased
incidental domestic benefits.
knowledge from exchanges of
Equipment provided to NGO
lessons and experiences among
networks will be funded from non-
and between national NGO
GEF sources and 50-80% of micro
networks. Improved environmental
grants will be funded from non-GEF management involving activities
sources.
designed and implemented by
local stakeholders plus enhanced
government-NGO collaboration.
Increment
16.1
3. Environmental Baseline
0.9
Low level of environmental
Education and
awareness and education on issue of
Awareness
shared water resources among the
public, students, officials and
professionals.
Alternative
39.3
Some incidental domestic benefits.
Deepened public awareness and
understanding of riparian
countries' co-dependence on
sound environmental
management. Strengthened
transboundary education and
research initiatives.
Increment
38.4
4. Wetlands and Baseline
74.2
There is generally inadequate
Biodiversity
information, awareness and
Conservation
management of wetlands and
protected areas.
Alternative
81.4
There will be some incidental
Enhanced information and
domestic benefits.
knowledge of economic and
ecological contribution of wetlands
to conservation and development.
Increased basin-wide appreciation
of wetland functions. Improved
protection of key transboundary
conservation areas and key sites
for migratory species.
Increment
7.2
5. Basin-wide
Baseline
29.0
Existing water quality monitoring
123
Water Quality
efforts are inconsistent,
Monitoring
uncoordinated and mainly do not
include the sharing of transboundary
information.
Alternative
31.9
Monitoring at selected sites will
Improved water quality information
provide some incidental domestic
for basin-wide natural resource
and capacity building benefits, net of and environmental management,
domestic contributions.
especially at transboundary and
Non-GEF funding will be sought for
globally-significant hot spot sites.
investments in monitoring equipment
that generate domestic benefits.
Increment
2.9
TOTALS
Baseline
403.0
Alternative
518.9
Increment
115.9 1
GEF
26.5
Non-GEF
89.4
Note 1: Reflecting donor (GEF&non-GEF) contributions. The total increment is $US 120.2 million if local contributions of $US
4.3 million of the present project are included. However, figures for recipient contributions for the other SVP projects will have to
be added once they become available.
124
Project Baseline Summary
Baseline ($US millions)
Component
Total Baseline
Institutional Strengthening to Facilitate Regional Cooperation
93.0
Land, Forest, and Water Conservation
205.9
Environmental Education & Awareness
0.9
Wetlands and Biodiversity Conservation
74.2
Water Quality Monitoring Basin-wide
29.0
TOTAL
403.0
125
Other Baseline Projects
Country
Project
Year
Budget10
Implementing Agency
Donor Location & Issues Relevant
(US$M)
Agency
Addressed
Proj. Comp.
Integrated Development -
2000-2002
5.6
-
Agriculture, Land
2
Bututsi (1)
mgt
Support to the Mgt and Rehab Ongoing
3.0
General Directorate for Land UNDP
Biodiv./Nature
4
of Env. (wetlands component)
and Environment Mgt.
Conservation
(DGATE)
Rural Development Program Ongoing
5.0
Provincial Directorate for
FIDA-
Wetlands
4
(wetlands component)
Agriculture and Livestock
OPP
BURUNDI
(DPAE)
Agricultural Development -
2000-2002
0.1
-
Agriculture, Land
2
Muyinga (1)
mgt
Soil Erosion Program (2)
2000-2002
0.1
General Directorate for Land
Soil erosion
2
and Env. Mgt.
Forestry - World Bank (2)
2000-2001
0.1
Forestry Department
IDA
Forest mgt
2
National Biodiversity Strategy 1996-2000
0.22 (GEF) National Institute for Env. and GEF
Biodiv./Nature
4
& Action Plan
Nature Conservation
Conservation
Sub-total of known non-GEF projects
13.9
National Biodiversity Strategy
0.25(GEF) Ministry of Tourism and
GEF
Biodiv./Nature
4
& Action Plan
Environment
Conservation
CONGO
Range Management and
5 years
2.5
Ministry of Agriculture
Land and Water
2
Pasture Improvement
Conservation
Sub-total of known non-GEF projects
2.5
Capacity building/Env
1998-2000
1.1
Min. of State for
Instit.
1
Sector/Upgrade NEAP
Environmental Affairs,
Strengthening
EGYPT
Egyptian Environmental
Affairs Agency
Lake Manzala Engineered
1997-2002
4.5 (GEF) Min. of State for
GEF
Pollution
5
Wetland
Environmental Affairs,
Egyptian Environmental
Affairs Agency
Developing Renewable
1.84 (GEF) Min. of Water Resources and GEF/
Water Resources
2
Groundwater Resources in
Irrigation
UNDP
Management,
Arid Lands: a Pilot Case the
Land and Water
Eastern Desert of Egypt
Conservation
National Oil Spill, River Nile 2000-2002
0.9
Egyptian Environmental
Disaster mgt
5
& Lake Nasser
Affairs Agency
Used Oil & Domestic
1999-2001
0.6
Min. of Water Resources,
Pollution
5
Waste/Along Nile
Egyptian Environmental
Affairs Agency
National Environmental
1999-2002
4.4
Egyptian Environmental
Disaster mgt
5
Disaster Plan
Affairs Agency
Organic Agriculture
Ongoing
0.5
Min. of Agriculture
Land and Water
2
Conservation
National water Quality and
1997-2004
21.3
National Water Resources
Canada/E WQ Monitoring,
5
Availability Management
Centre (NWRC)
gypt
Water resources
(NAWQAM) Project
Management
National Water Resources Plan 1998-2002
3.9
Ministry of Water resources
Netherlan Water Resources
1
for Egypt
and Irrigation (MWRI)
ds/ Egypt Planning
DSS for Water Resources
1998-2001
1.5
National Water Resources
Italy/Egyp DSS development
1
Planning based on
Centre (NWRC)
t
Environmental Balance
Monitoring, Forecasting and Ongoing
15.0
FAO/ Ministry of Water
USAID
Water resources
1
Simulation of the Nile River
resources and Irrigation
management
(MWRI)
Updating Meteorological
Ongoing
1.4
Government of Egypt
Egypt
Hydrological
1
Network
network
METAP III
1996-2001
4.2
Egyptian Environmental
UNDP/W Instit.
1
Affairs Agency
B
Strengthening
Wetlands &
1997-2002
2.8 (GEF) Egyptian Environmental
GEF
Instit.
4
Coastal/Mediterranean Region
Affairs Agency
Strengthening
10 Project budgets indicated as GEF funded are not added in the baseline.
126
Country
Project
Year
Budget10
Implementing Agency
Donor Location & Issues Relevant
(US$M)
Agency
Addressed
Proj. Comp.
National Biodiversity Strategy 1995-1997
3.5 (GEF) Egyptian Environmental
GEF
Biodiv./Nature
4
& Action Plan
Affairs Agency
Conservation
Local Initiative Facility to
1993-1998
0.9
NGOs
UNDP
Env.
3
Urban Environment
Education/Awaren
ess
Italian Cooperation Project
1998-2002
2.0
EEAA, Min. Water Res. &
Italy
1
Irrigation, Min. of Culture
Sub-total of known non-GEF projects
57.7
Conservation Strategy for
1989-to date
0.5
IUCN and Environmental
NORAD Biodiv./Nature
4
Ethiopia (CSE) project
Protection Authority (EPA)
Conservation
Regional Conservation
1994-1999
1.5
IUCN and National Regional NORAD Biodiv./Nature
4
Strategy Projects
Governments with the
Conservation
Technical Support from EPA
National Action Program to
1997-1999
0.3
EPA
UNDP/
Biodiv./Nature
4
Combat Desertification
UNSO
Conservation
Environmental Support Project 1999-2003
12.3
Ministry of Water Resources The
Water supply &
1
(MOWR)
Netherlan sanitation master
ds/Ethiopi plan; water res. &
a
env. meta database
Flow Forecasting
2000-2001
0.2
Ministry of Water Resources UNDP
Flow forecasting
1
(MOWR)
Capacity Building of The
1998-2001
0.7
Ministry of Water Resources NORAD/ Data Collection
1
ETHIOPIA Hydrology Department
(MOWR)
Ethiopia
Soil Conservation for
Ongoing
1.4
Ministry of Water Resources EU/Ethiop Sediment transport
2
Hydrology
(MOWR)
ia
in rivers
Ecological Sustainable
2000-2002
1.5
EPA
Netherlan Instit.
1
Industrial Development
ds/
Strengthening
UNIDO
National Biodiversity Strategy 2000-2002
0.33(GEF) Institute for Bio-diversity
GEF
Biodiv./Nature
4
& Action Plan
Conservation and Research
Conservation
(IBCR)
Bird Life Project
2000-2002
0.2 (GEF) Ethiopian Wildlife and Natural GEF
Biodiv./Nature
4
History NGO (EWLNHS)
Conservation
Conservation of Plant Genetic 1994-1999
2.45 (GEF) National governmental
GEF
Biodiv./Nature
4
Resources
departments
Conservation
Conservation of Plant Genetic 1994-1999
3.9
National governmental
UNDP/G Biodiv./Nature
4
Resources
departments
OV
Conservation
Sub-total of known non-GEF projects
22.3
National Biodiversity Strategy Recently concluded
Min. of Env. and Natural
GEF
Biodiv./Nature
4
& Action Plan
Resources (National
Conservation
Environment Secretariat)
Integrated Water Resource
2000-2003
0.6
Ministry of Environment and Sida/Keny Watershed
2
Management
Natural Resources (MENR)
a
management
KENYA
Water Resources Assessment 1996-2000
0.3
Ministry of Environment and The
Water Resources
1
Project (WRAP 5)
Natural Resources (MENR)
Netherlan database & water
ds/Kenya res. assessment
National Action Program to
Five Years
8.3
Min. of Env. And Natural
UNDP/
Land and Water
2
Combat Desertification
Resources
UNSO
Conservation
Sub-total of known non-GEF projects
9.2
127
Country
Project
Year
Budget10
Implementing Agency
Donor Location & Issues Relevant
(US$M)
Agency
Addressed
Proj. Comp.
National Biodiversity Strategy Ongoing
0.17 (GEF) Ministry of Lands and
GEF
Biodiv./Nature
4
& Action Plan
Environmental Protection
Conservation
Environmental Law
2000-2001
0.1
Ministry of Lands and
UNDP
Biodiv./Nature
4
Formulation
Environmental Protection
Conservation
Implementation of National
1996-2001
0.8
Ministry of Lands and
UNDP
Biodiv./Nature
4
Environmental Action Plan
Environmental Protection
Conservation
Potable Water Supply (A.E.P.) 1999-2001
0.1
Ministry of Water, Energy and Rwanda Land and Water
2
Natural Resources
Conservation
Capacity Building for the
Ongoing
0.3
Ministry of Public Works,
UNDP
Capacity building
1
National Meteorological
Transport and Communications
Service
(MINITRACO)
Database for Geology and
Ongoing
0.3
Ministry of Public Works,
IDA
Information
1
Mining
Transport and Communications
systems
(MINITRACO)
Rehab & Reforestation
Ongoing
0.4
Ministry of Geology and
EU
Environmental
2
Mining, Energy, Water and
conservation.
RWANDA
Natural Resources
(MINERENA)
A.E.P. Umutara
1999-2001
1.2
Ministry of Water, Energy and Denmark Land and Water
2
Natural Resources
Conservation
A.E.P ŕ partir du lac Mugesera 1998-2000
2.0
Ministry of Water, Energy and RFA
Land and Water
2
(Karenge-Kigali)
Natural Resources
Conservation
A.E.P. Umutara-Kibungo-
1998-2000
3.0
Ministry of Water, Energy and IDA
Land and Water
2
Kigali rural
Natural Resources
Conservation
National Program for Soil and 1999-2001
4.3
Ministry of Agriculture
Rwanda Land and Water
2
Water Conservation
Conservation
Management of natural Forests 2000-2001
1.2
Ministry of Agriculture
EU
Land and Water
4
in Nyungwe (cross-border w.
Conservation
natural forest of Kibira in
Burundi)
Agro-forestry in the Oriental 1997-2001
1.0
Ministry of Agriculture
EU
Land and Water
2
High Plateau
Conservation
Sub-total of known non-GEF projects
14.7
Biodiversity Mgt - Dinder
1999-2002
0.8 (GEF) Higher Council for
GEF
Biodiv./Nature
4
National Park
Environment & Natural
Conservation
Resources
Biodiversity Mgt - Dinder
1999-2002
0.5
Higher Council for
UNDP
Biodiv./Nature
4
National Park
Environment & Natural
Conservation
Resources
Lower Atbara Area
1995-2003
4.5
Ministry of International
UNDP
Land and Water
2
Development Scheme
Cooperation and federal states
Conservation
SUDAN
Area Rehabilitation Scheme 1998-2001
1.5
Ministry of International
UNDP
Land and Water
2
Juba
Cooperation and federal states
Conservation
Area Rehabilitation Scheme - 1998-2001
1.5
Ministry of International
UNDP
Land and Water
2
Wau
Cooperation and federal states
Conservation
National Action Plan to
1997-1999
0.3
National Desertification Unit UNDP
Land and Water
2
Combat Desertification
Conservation
National Biodiversity Strategy 1999 - 2000
0.3 (GEF) Higher Council for
GEF
Biodiv./Nature
4
and Action Plan
Environment & Natural
Conservation
Resources
Sub-total of known non-GEF projects
8.3
Participatory Environmental
1997-1999
10.0
Min. of Natural Resources & USAID
Biodiv./Nature
4
Resource Management Project
Tourism
Conservation
National Action Plan to
1997-1999
0.4
Division of Environment under UNDP/U Land mgt
2
Combat Desertification
Vice President's office
NSO
River Basin Management and 1997-2003
10.6
Ministry of Water
World
Water resources
2
smallholder Irrigation
Bank
mgmt. & irrigation
TANZANIA Improvement Project.
Capacity Building for
1998-2003
1.8
Prime Minister's office;
DANIDA Instit.
5
Environmental Management
Mwanza municipality
Strengthening,
and Pollution Abatement in
pollution
Mwanza Region
National Biodiversity Strategy 1995-1996
0.3 (GEF) Division of Environment under GEF
Biodiv./Nature
4
and Action Plan
Vice President's office
Conservation
Sub-total of known non-GEF projects
22.8
128
Country
Project
Year
Budget10
Implementing Agency
Donor Location & Issues Relevant
(US$M)
Agency
Addressed
Proj. Comp.
National Wetlands
July 1996-
2.2
Min. of Water Lands and
Netherlan Biodiv./Nature
4
Conservation and Management 2001
Environment
ds Govt. Conservation
Project
Tree Seed Project
Oct 1998-
2.1
Forestry Dept, Min. of Water, NORAD/ Forest mgt
2
2003
Lands and Env.
G of
Uganda
South East and South West
July 99 -
3.7
Forestry Dept, Ministry of
ADB
Land mgt.
2
Integrated Watershed
2004
Water, Lands and Environment
Management Project.
Environment Management
1996-2000
8.4
Nat. Environment Management World
Instit.
1
Capacity Building Project
Authority
Bank
Strengthening
Integrated Water Resources
1999-2004
9.4
Ministry of Local Govt.
DFID
Integrated basin
2
Management of Lakes George
management
& Edward Basin
Strengthening Water
1996-2003
12.0
Directorate of Water
Danida
Water resources
1
Resources Monitoring and
Development (DWD)
information
Assessment Services (WRAP)
National Environment
1998-2002
1.5
National Environmental
Uganda Monitoring
1
Monitoring Agency
Management Authority
(NEMA)
National Parks and Wildlife
1995-1999
5.0
Uganda Wildlife Authority
USAID
Instit
1
Management.
Strengthening
Environment Laws and
1996-1999
0.4
Ministry of Water Lands and UNEP
Instit.
1
Institutions Project
Environment
Strengthening
Kibali Wild Coffee
1999
0.8
Uganda Coffee Trade
IBRD/GE Biodiv./Nature
4
Federation
F
Conservation
UGANDA
Peri-urban Plantations Project 1996-2000
1.8
Forestry Dept, Ministry of
NORAD/ Forest mgt
2
Water Lands and Environment G of
(MWLE).
Uganda
Mt. Elgon Conservation and
1996-2000
1.4
Ministry of Water Lands and IUCN
Biodiv./Nature
4
Development
Environment
Conservation
Biomass Study Phase III
1996-2000
0.7
Forestry Dept, Ministry of
EU
Forest mgt/Energy
2
Water Lands and Environment
(MWLE).
Development Through
1989-2002
2.8
Ministry of Tourism, Wildlife
Biodiv./Nature
4
Conservation Project
and Industry
Conservation
Water Resources Assessment 1996-2000
7.0
Directorate of Water
Danida
Water resources
1
Project
Development
Environment Management
1996-2001
11.8
Ministry of Natural Resources IDA
Biodiv./Nature
4
Conservation
Bwindi Forest and Mgahinga 1995-1999
4.0 (GEF) Government of Uganda
GEF
Biodiv./Nature
4
Gorilla
Conservation
National Biodiversity Strategy
0.25 (GEF) Ministry of Water Lands and GEF
Biodiv./Nature
4
and Action Plan
Environment (MWLE).
Conservation
Cross-border Biodiv. Project 1998-2002
1.77 (GEF) Ministry of Water Lands and GEF
Biodiv./Nature
4
(Sango Bay)
Environment
Conservation
Protected Areas Management 1999-2002
12.4
Ministry of Tourism, Wildlife IDA
Biodiv./Nature
4
& Sustainable Use
and Antiquities
Conservation
Protected Areas Management 1999-2002
2.0 (GEF) Ministry of Tourism, Wildlife GEF
Biodiv./Nature
4
& Sustainable Use
and Antiquities
Conservation
Small - Towns Water Supply 1995-2001
42.3
Ministry of Water Lands and IDA
Water resources
2
Environment
Sub-total of known non-GEF projects
125.7
Strengthening of National
2000-2002
5.3
Nile-Council of Ministers
FAO
Instit.
1
Capacities in Nile Basin
through Nile-SEC
Strengthening
Regional
Operational Water Resources 1996-1999
3.6
Ministers of Water Affairs -
FAO/
Instit.
1
Management and Information
Nile Countries
Italy
Strengthening
Systems in the Nile Basin
Countries Project (basin-wide)
129
Country
Project
Year
Budget10
Implementing Agency
Donor Location & Issues Relevant
(US$M)
Agency
Addressed
Proj. Comp.
NBI Eastern Nile Subsidiary Design phase
tbd
Relevant sector ministries
tbd
Water Resources;
Action Program (Egy, Eth,
under coordination by
Early warning
Sud)
Ministers of Water Affairs
Systems and
Modeling;
Agriculture; Land
&Water
Conservation;
Power
NBI Equatorial Lakes
(relevant NEL-SAP projects
Subsidiary Action Program
under design listed below:)
(Bur, DRC, Ken, Rwa, Tan,
Ug) :
Water Use in Agriculture Design phase
46.2
Relevant sector ministries
tbd
Soil & Water
2
under coordination by
Conservation
Ministers of Water Affairs
Sustainable management
Design phase
16.0
Relevant sector ministries
tbd
Wetlands and
4
and Conservation of Lakes
under coordination by
Biodiversity
and Linked Wetlands
Ministers of Water Affairs
Watershed Management Design phase
10.0
Relevant sector ministries
tbd
Soil & Water
2
(three sub-projects)
under coordination by
Conservation
Ministers of Water Affairs
Water Hyacinth and
Design phase
4.7
Relevant sector ministries
tbd
Water Resources;
2
Water Weed Control
under coordination by
Soil & Water
Ministers of Water Affairs
Conservation
Lake Victoria Environment
1996-2001
35.0
Ministries of environment
IDA
Water Res.; Soil &
2
Sub-basin
Management Project
affairs Ken, Tan, Uga + many
water conservation
(LVEMP)
local partners
Lake Victoria Environment
1996-2001
35 (GEF) Ministries of environment
GEF
Water Res.; Soil &
2
Management Project
affairs Ken, Tan, Uga + many
water conservation
(LVEMP)
local partners
Lake Victoria Water
1996-1999
4.9
Ministries of Water Affairs -
FAO/
Instit.
1
Resources Project (Ken, Tan,
Ken, Tan, Uga
Japan
Strengthening
Uga)
Lake Victoria Development
Planned
-
EAC- Secretariat and member Sida
Instit.
1
Initiative
states
Strengthening
Reducing Biodiv Loss - Cross 1998-2002
12.6(GEF) Gov't Tan, Gov't Ken, Gov't
GEF
Biodiv./Nature
4
Border Sites - East Africa
Uga
Conservation
East African Sub-Regional
1997-1999
0.2
Division of Environment under Denmark/ Instit.
1
Project on Environmental Law
Vice President's office
UNEP/
Strengthening
UNDP
Institutional Support for the
10 (GEF) Gov't Tan, Gov't Ken, Gov't
GEF
Biodiv./Nature
4
Protec. E. Africa Biodiversity
Uga
Conservation
Afr NGO-Govt Partnerships
1994 - 1999
4.3 (GEF) Natl. NGOs, Govt. & intl.
GEF
Biodiv./Nature
4
Biodiv.Action/Birdlife (BkF,
NGOs
Conservation
Cam, Eth, Gha, Ken, Mad,
SiL, SA, Uga)
East African Communities'
Planned
-
NGOs and CBOs with
Instit.
1
Organization for Management
environment mandate within
Strengthening
of Lake Victoria Resources
the Lake Basin
(ECOVIC)
Sub-total of known non-GEF projects
125.9
Grand Total
403.0
* Project budgets indicated as GEF funded are not added in the baseline
130
ANNEX 1.8 SUMMARY OF GEF CO-FINANCING11
The GEF-funded environment component of the Shared Vision Program, the Trans- boundary Environmental Action
Project, forms a major part of the larger Nile Basin Initiative (NBI) portfolio of projects. The NBI program today
consists of seven regional (9-country) basin-wide projects (the Shared Vision Program) as well as sub-basin level
investment projects (the Subsidiary Action Program). Both these programs are supported by a large and evolving
donor consortium and the majority of donor resources in support of the NBI are provided through a World Bank
managed Trust Fund, the Nile Basin Trust Fund (NBTF). The Environment Component is one of the seven Shared
Vision Program projects (the current Phase 1 is funded by GEF and CIDA).
The Nile Basin Trust Fund (TF 027862) is a multi-donor Trust Fund supporting the Shared Vision Program
implementation and also project preparation on the sub-basin scale (the Subsidiary Action Programs). Currently,
Canada, Denmark, the Netherlands, Norway, Sweden and the United Kingdom as well as the African Development
Bank are all supporting the NBI through the NBTF, while Finland, Japan, the African Development Bank, the Global
Environment Facility, and the World Bank are supporting the NBI outside the NBTF. For the purposes of this project
the total program co-financing through the NBTF will be 82.5 million.
The funding of the Nile Transboundary Environmental Action Component is summarized below (three resource
types). The GEF is financing the incremental costs needed to remove barriers to regional environmental conservation
and sound natural resources use as outlined in detail in the Incremental Cost Analysis (Annex 4 of World Bank PAD
and Annex 1.7 of the UNDP Project Document).
1. GEF Resources12
Phase 1 (present proposal)
-
GEF/WB
$8.0 million
-
GEF/UNDP
$8.8 million
Sub-total Phase 1
$ 16.8 million
Phase 2
-
GEF/UNDP
$9.7 million
GEF-total
$26.5 million
2. Nile Country Contributions - Contributions (cash and in-kind) by the Nile riparian countries are US$4.3 million
(see World Bank PAD Annex 2 - Appendix E).
3. Total co-financing for the Council approved Transboundary Environment Action Component of the Shared
Vision Program13:
NBI/SVP Socio-Economic Development
$11.0 million
Water Resources Planning and Management14
$21.7 million
Nile River Basin Cooperative Framework (UNDP)15
$3.9 million
NBI/SVP Efficient Water Use for Agriculture
$5.0 million
NBI/SVP Confidence Building &
Stakeholder Involvement
$15.0 million
NBI/SVP Applied Training
$20.0 million
Sub-total other basin-wide program
$ 76.6 million
NBI/SVP Transboundary Environmental Action
$12.8 million
Co-financing-total
$89.4 million
11 The same Annex has been added to the World Bank PAD (Annex 20). This co-financing is labeled parallel financing in UNDP
administrative terms as reflected in the UNDP project document (see signature page 25 in present UNDP project document)
12 Total GEF/UNDP contribution (Phases 1 and 2) would be $ 18.49 million UNDP will make a second submission for phase 2
funding
13 See GEF-Brief; Donor contributions only
14 Germany is contributing $US 3 million within this area
15 Consists of two UNDP allocation of $US 0.4 and 3.9 million.
131
4. The funding sources for the GEF Project (UNDP and World Bank) can be summarized in various sub-totals in
accordance with the institutional project format requirements of the agencies (see PAD cover page, UNDP signature
page, and Incremental Cost Analysis). The numbers provided below will facilitate comparison between the GEF
Project Brief, World Bank PAD and UNDP Project Document:
Total of Transboundary Environmental Action SVP component
$ 43.6 million
(GEF + Nile country contributions + NBI/SVP Transboundary Environmental Action co-financing)
Nile country contributions + basin-wide program Co-financing
$ 93.7 million
GEF + basin-wide program Co-financing
$115.9 million
(Incremental Costs without Nile country contributions)
GEF+ Nile Countries + basin-wide program Co-financing
$120.2 million
(Incremental Costs with Nile country contributions)
5. Financing Summary:
GEF (Phase 1)
(in $US million)
GEF/UNDP
8.80
GEF/WB
8.00
GEF PDF Block B
0.35
GEF- Total
17.15
Co-finance for SVP Program
NBTF (TF 027862)
82.50
Germany
3.00
UNDP
3.90
Subtotal
89.40
Nile Country contributions
4.30
Co-finance total
93.70
Total SVP Program16
110.85
16 This includes only the current Phase 1 GEF contribution and does not include non-relevant SVP components.
132
ANNEX 2 FULL GEF PROJECT BRIEF APPROVED BY THE GEF COUNCIL (AVAILABLE UPON
REQUEST)
ANNEX 3 DRAFT PROJECT IMPLEMENTATION PLAN (PIP) (AVAILABLE UPON REQUEST)
133