niger river basin autority - thegef.org · web viewregional project with participation of the...

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UNITED NATIONS DEVELOPMENT PROGRAMMERegional Project with participation of the Niger Basin Authority and the governments of:

Benin, Burkina Faso, Cameroon, Chad, Côte d’Ivoire Guinea, Mali, Niger and NigeriaProject Budget Number: GEFRAF/99/G41 Summary of UNDP and Cost-Sharing (USD m) Funding

Current Previous ChangeProject Title: Reversing Land and Water Degradation Trends in the Niger River Basin

UNDP: 7.00World Bank: 6.00

GEF Focal Area and Operational Programme: OP 9 Integrated Land & Water

Preparation Funds: 0.55Cost Sharing (in-kind)

GEF Co-implementing Agencies: UNDP & World Bank NBA 0.38Member Countries 1.69

Lead Executing/Managing Agency: UNOPS on behalf of the Niger Basin Authority (NBA) and the governments Benin, Burkina Faso, Cameroon, Chad, Côte d’Ivoire, Guinea, Mali, Niger and Nigeria

Subtotal 15.62 0Parallel Financing:

Project Site: Niger River Basin, Sub-Sahara West Africa African Develp. Bank 21.87Govt. of France 4.78

Duration: 5 years Govt. of Norway 0.16Govt. of Netherlands 0.59

Start Date: July 1, 2004 UNDP/TRIB 0.17WB: Intl. Waters 0.30

End Date: August 1, 2009 Subtotal 27.87 0

GRAND TOTAL 43.49 0Classification Information:ACC/UNDP: 041 Water Resources Planning and Development

201 Environmental Policies, Planning and Legislation202 Environmental Assessment and Monitoring203 Environmental Enhancement and Management

DCAS Sector and Sub-sector: Natural Resources/Water Resources Planning Areas of focus: C.2.3 Environmental Resources and Food Security: Establishment of Policy, Strategy,

Planning and Programme Frameworks for Sustainable Development Type of intervention: E.1: Capacity Building

Target beneficiaries: D.1 Target Groups: The Poor, Political Authorities, Public Managers, Community Leaders, Population at large

D.2. Target Organizations: Regional Institutional, Governmental, Local Governmental, Civil Society including NGOs, Private Sector, Academic & Research Institutions

D.3 Target Places: Lakes and Rivers, Wetlands, Cultivated Lands, Rangelands Brief DescriptionThe Regional Project has a five (5) year duration and concerns the nine riparian countries of the Niger River Basin. The development objective of the Project is to realize the multiple global environmental benefits of sustainable development and integrated management of land and water resources of the Basin. Achievement of the global environmental objective will contribute to reduction and prevention of transboundary ecosystem degradation related to water resources; prevention of land degradation; protection of biological resources with global importance through cooperative sustainable management of basin ecosystems; building capacity for sound decision-making at the regional and national levels and to enable real public participation in all processes of decision-making in the Basin. The Project aims at encouraging regional integration and coordination between states, and encourages local and stakeholder participation with regard to the shared resources of the Basin. Implementation of the Project will result in a Strategic Action Programme (SAP) for the entire Basin, thus contributing to the general objective of a shared vision by the riparian countries in collaboration with various partners. With regard to the UNDP managed component, the GEF alternative has a total cost of USD seven million.On behalf of the National Governments: Signature Name Title DateNBA ______________________ ______________ _________On behalf of: UNDP ______________________ ______________ _________On behalf of: UNOPS ______________________ ______________ _________

Acronyms and Abbreviations

ALG Autorité du Liptako-GourmaALWMI Africa Integrated Land and Water Management InitiativeAPR Annual Project ReviewBasin Niger River BasinCAS WB-Country Assistance StrategyCEDEAO Commission Economique des Etats de l’Afrique de l’OuestCILSS Comité Inter-Etats de Lutte contre la Sécheresse au SahelCTA Chief Technical AdvisorDSS Decision Support SystemECOWAS Economic Community of the West African StatesEEC European Economic CommunityEMF Environmental Management FrameworkFAC Fonds d’Aide et de Coopération (France)FAO Food and Agriculture Organization of the United NationsGDP Gross Domestic ProductGEF Global Environment FacilityGEF-SGP GEF Small Grants ProgrammeGIS Geographic Information SystemHDI Human Development IndexHYDRONIGER Inter-State Hydrological Forecasting CentreIA Implementing AgencyIC Incremental Cost as defined by the GEFIW International WatersIW: LEARN International Waters Learning Exchange and Resource NetworkIWRM Integrated Water Resources Management PlanJALDA Japan Agricultural Land Development AgencyLCB Lake Chad Basin LCBC Lake Chad Basin CommissionLCC Local Coordination CommitteesMAR Mean Annual RunoffM&E Monitoring and EvaluationNBA Niger Basin AuthorityNBA-NFPC NBA-National Focal Point CommitteesNEAP National Environnemental Action PlanNEPAD New Partnership for Africa’s DevelopmentNGO Non-Governmental OrganizationNPCU National Project Coordination UnitNPT National Project TeamNRB Niger River BasinNRB-PTF Niger River Basin Project Task ForceNSC National Steering CommitteeORSTOM Now referred to as Institut de Recherche pour le Développement (IRD)OP GEF Operational ProgrammeOPEC Organization of Petroleum Exporting CountriesPDF-A GEF’s Project Preparation and Development Facility Block APDF-B GEF’s Project Preparation and Development Facility Block BPIP Project Implementation PlanPIR Project Implementation ReviewPMCU Project Management and Coordination UnitPPER Project Performance and Evaluation ReviewProject Project for Reversing Land and Water Degradation Trends in the Niger

River BasinPRSP WB-Poverty Reduction Strategy PaperPTF Country Project Task ForcesSAC Scientific Advisory CommitteeSADC Southern African Development CommunitySAP Strategic Action ProgrammeSDAP Sustainable Development Action Plan for the Niger River BasinSGP Small Grants ProgrammeSOGREAH French consulting firm specializing in environment and developmentSRAPDC Sub-regional Action Plan Against DesertificationSTAP Scientific and Technical Advisory Panel of the GEFSTS Scientific and Technical Sub-CommitteeTDA Transboundary Diagnostic AnalysisTPR Tri-Partite ReviewTRIB UNDP’s Transboundary River Basin Initiative projectUEMOA Unité Economique et Monétaire Ouest-AfricaineUN United NationsUNCCD United Nations Convention to Combat DesertificationUNDAF United Nations Development Assistance FrameworkUN-DESA United Nations Department for Economic and Social Affairs UNDP United Nations Development ProgrammeUNDP-TRAC UNDP’s Target for Resource Assignment from the CoreUNEP United Nations Environment ProgrammeUNSO United Nations Sudano-Sahelian OfficeUSAID United States Agency for International DevelopmentWB The World BankWEHAB Water, Energy, Health, Agriculture, BiodiversityWSSD World Summit on Sustainable Development

TABLE OF CONTENTS

ACRONYMS AND ABBREVIATIONS..............................................................................................................2

1. PROJECT CONTEXT....................................................................................................................................5

1.1 SITUATION ANALYSIS..............................................................................................................................5

1.2 STRATEGY................................................................................................................................................5

1.3 VALUE ADDED BY THE WORLD BANK AND UNDP................................................................................5

2. PROJECT DESCRIPTION............................................................................................................................5

3. IMPLEMENTATION ARRANGEMENTS.................................................................................................6

3.1 FRAMEWORK FOR IMPLEMENTATION.......................................................................................................6

3.2 EXECUTING AGENCIES.............................................................................................................................7

3.3 CONSULTATIVE BODIES...........................................................................................................................7

3.4 ROLE AND RESPONSIBILITIES OF IMPLEMENTING AGENCIES...................................................................8

4. MONITORING AND EVALUATION..........................................................................................................8

4.1 M&E RESPONSIBILITIES..........................................................................................................................8

4.2 REPORTING REQUIREMENTS....................................................................................................................9

4.3 INDICATIVE M&E UNDP WORK PLAN AND CORRESPONDING BUDGET................................................9

5. PRIOR OBLIGATIONS AND PREREQUISITES....................................................................................10

6. LEGAL CONTEXT......................................................................................................................................10

7. RESULTS FRAMEWORK..........................................................................................................................11

7.1 INTENDED OUTCOME.............................................................................................................................11

7.2 OUTCOME INDICATORS..........................................................................................................................12

8. PROJECT RESULTS FRAMEWORK......................................................................................................13

9. BUDGET........................................................................................................................................................16

ANNEX 1: PROJECT BRIEF ...........................................................................................................................20

ANNEX 2: INSTITUTIONAL ARRANGEMENTS........................................................................................49

ANNEX 3: STAFF AND TERMS OF REFERENCE......................................................................................50

MAP......................................................................................................................................................................89

1. PROJECT CONTEXT

1.1 Situation Analysis

The resources of the Niger River Basin are at the center of national economic development, poverty reduction and livelihood in all nine riparian countries of the Basin. The lack of harmonized regulatory frameworks and policies at the regional level and the poor capacity of institutions at the regional and national levels, make it difficult to ensure sustainable and equitable management of the Basin’s resources. The Basin’s development potential has been also hampered by lack of information exchange between states and at the regional level. Given the complexity of managing a basin with such a diversity of stakeholders, it is vital to engage in cooperative sustainable transboundary management. The GEF alternative will assist in developing a strategic action programme for management of the land and water resources of the Basin. The Project will help significantly in reducing pressure on the Basin’s resources by ensuring sustainable utilisation. Elaboration of the Project is based on previous diagnostic activities and PDF A and PDF B interventions.

1.2 Strategy

Regional and national strategies have been developed; information on these is provided in the Project Brief, Section D: Regional Strategy and National Policies (Annex 1 of the present document).

1.3 Value Added by the World Bank and UNDP

Joint implementation by UNDP and the World Bank harnesses each agency’s comparative advantage for the benefit of the Basin countries. This has been the experience in other GEF international waters projects in Sub-Saharan Africa, notably in Lake Chad, and the Nile and Senegal Rivers. UNDP brings its on-the-ground presence, close partnership with governments, capacity building experience and work with community-based organizations through the GEF Small Grants Programme (SGP). The Bank brings in-depth technical analysis, convening power and access to international financial markets. In addition, both organizations have ongoing GEF international waters and other programs and projects in the region, which can assist and cooperate with this GEF Project. Their joint involvement will facilitate closer coordination with these ongoing activities, especially the broader shared vision work supported by the Bank.

2. PROJECT DESCRIPTION

The GEF Project addresses the land and water aspects of managing the Niger River Basin and focuses primarily on institutional capacity building, data management and stakeholder involvement in tackling land and water degradation. This nine-country, five-year, single-phase, USD 13 million GEF-funded Project, implemented jointly by UNDP and the World Bank, will engage stakeholders at the local, national and regional levels to ensure that activities occur at the appropriate levels. Notably, the Project works extensively with the Niger Basin Authority (NBA) in order to strengthen its ability to better serve the Basin countries, and fulfill NBA’s mandate “to promote cooperation among the member countries and to ensure integrated development in all fields.” Annex 1 details the Project design. The six Project components, total costs, and Implementing Agency (IA) support for the components are summarized below:

Component 1: Institution Building (USD 3.52 million, Bank managed): The component activities augment existing regional and national institutional capacity to manage and implement concurrent regional projects. Activities will focus on strengthening this capacity throughout the duration of the five-year GEF Project, to promote good management practices and good governance. At the regional level, a Project management and coordination unit (Unité de gestion et de coordination des programmes, PMCU) will be established jointly with the concurrent AfDB project to optimize human and financial resources.

Component 2: Capacity Building and Public Awareness (USD 1.62 million, UNDP managed): The component activities are designed to raise environmental awareness in target communities, facilitate

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consultations, and build capacity on issues relating to environmental management at the local, national and regional levels. The capacity building activities will synergize with the AfDB national and local-level program activities and the national and local capacity building efforts of Component 5. The component includes a public education and awareness program and focused training.

Component 3: Data and Knowledge Management (USD 1.13 million, Bank managed): To complement the ongoing work on water and environmental data collection that is being done in the Basin’s countries, the component will evaluate the status of the Basin’s hydrologic, environmental, and socioeconomic data, and identify the institutional modalities needed for data collection, sharing and dissemination for decision-makers. The component includes development of an Environmental Information System framework.

Component 4: Regional Forum (USD 0.38 million, UNDP managed): This component will facilitate the exchange of lessons and good practices from other regional projects in Sub-Saharan Africa, expand on IW:Learn, and strengthen the relationship with existing pan-African and international networks of Basin organizations, such as the Secretariat of the United Nations Convention to Combat Desertification (UNCCD/Sub-Regional Action Programme), the Southern African Development Community (SADC) Water Sector Coordination Unit, etc. With guidance from the two implementing agencies and support from the PMCU, the NBA will organize a forum to promote and strengthen these network relationships.

Component 5: Demonstration Pilots and Microgrant Programme. (USD 5.0 million, UNDP managed): This component aims to support two paralleling efforts in all nine Basin countries. The first assists communities in tackling environmental problems, through the implementation of nine priority demonstration pilots. These will demonstrate good practices in managing land and water resources. The second level of effort will draw on lessons from the pilots, providing support for a subsequent series of community-based, microgrant-supported interventions. This component will be managed by the national Project teams with relevant support and supervision from local field-based organizations experienced in resource management activities, and will lead to immediate action on the ground.

Component 6: TDA and SAP Preparation (USD 1.35 million, Bank managed): The component activities will finalize the preliminary Transboundary Diagnostic Analysis (TDA) conducted during Project preparation in the main stem countries (Benin, Guinea, Mali, Niger, and Nigeria) by extending the diagnostic analysis process to the remaining four riparian countries (Burkina Faso, Cameroon, Chad and Côte d’Ivoire). Through, and on the basis of, this extended priority identification process, countries will prepare a Strategic Action Programme (SAP), coordinated by the NBA. The SAP will focus on the land and water issues and complement the Shared Vision’s multi-sectoral SDAP.

3. IMPLEMENTATION ARRANGEMENTS

3.1 Framework for Implementation

During appraisal of the Project, institutional arrangements have been shaped to reflect the ongoing restructuring in the NBA Executive Secretariat as well as its institutional capacity building at both regional and national levels. The Project’s institutional arrangements (see Annex 2) have been designed to be an integrated part of the NBA’s institutional organization adopted by the Council of the Ministers, which met in January 2004 in Yaoundé, Cameroon. Annex 3 provides a list of Project institutions and personnel, with detailed Terms of Reference for these positions.

3.2 Executing Agencies

At the regional level, the PMCU will be created within the NBA’s institutional organization, under the Operations Division, which is a subdivision of the Technical Department, according to the NBA’s new arrangements as adopted in Yaoundé.

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The PMCU will also be in charge of implementing the AfDB project. The two projects will share the services of experts and staff (financial expert; procurement expert; environmentalist, monitoring and evaluation expert; communication and participative approach expert; and secretary).

Through establishment within the NBA, the PMCU will enhance NBA’s capacity building and in the long term the PMCU may become fully integrated into the organization, with responsibility for execution of sustainable development projects for the entire Basin.

At the national level, the Project will be executed by a National Project Team (NPT), which will also execute the AfDB project in the three countries (Burkina Faso, Mali, Niger) concerned by both projects. In those countries where the AfDB project will be implemented, the NPT will be located in Ministry of Environment (AfDB has made this arrangement); elsewhere, the NPT will be located in the Ministry that houses the NBA.

The NPT will be led by a National Coordinator who will be assisted by a small grant specialist and a financial administrative assistant; it is suggested that the Coordinator be appointed from within the NBA Focal Point team, provided the individual has the required background. It has been agreed by the parties that the NPT will serve as the basis for long term development of National NBA Focal Bodies, which, following the decision of the last meeting of the Council of Ministers, is intended to replace the current NBA Focal Points. The respective governments will determine where the NPT will be housed.

At the local level, during Project preparation it was determined that Project implementation would rely on existing community groups rather than create a Project unit at this level.

3.3 Consultative Bodies

At the regional level, the Regional Steering Committee (RSC) will have responsibility for oversight, direction and implementation of the Project. It was suggested that country member representation on the RSC be limited to two, the first person being the NC and the other designated by the respective government. UNDP has strongly recommended, however, that the second person should be the GEF Operational Focal Point of the member country, to allow for adequate coordination of Project activities with other GEF projects in the Basin. UNDP, the World Bank, AfDB and UNOPS will each be represented on the RSC.

The RSC will also act as the steering committee for the AfDB project. The RSC will be assisted by a Scientific and Technical Sub-Committee (STS) as is usual in GEF financed projects. The STS will be comprised of recognized high-level technicians and scientists. It is suggested that each member state provide the committee with one representative selected by the country.

The NBA Council of Ministers will provide guidance for issues related to the Basin, approve strategic actions by supporting the PMCU, and discuss when needed specific issues pertaining to Basin management. The members of the NBA Council of Ministers are representatives from water resources and related ministries. The NBA Council of Ministers reports to the Head of State in each country.

At the national level, the National Steering Committee (NSC) will be created by a NBA Minister’s decree in each participating country. The decree will specify the organization and function of the committee. The NSC will also serve as the national steering committee for the AfDB project in the countries concerned. The NSC will be located in the NBA Ministry except in the countries where the AfDB project is taking place, in which case the NSC will be hosted by the ministry of environment in line with a pre-existing agreement.

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3.4 Role and Responsibilities of Implementing Agencies

The two Implementing Agencies (IAs), namely the World Bank and UNDP, are collaborating on the Project and have determined their respective role and responsibilities. NBA, through the PMCU, will directly execute the World Bank components of the Project. The UNDP components will be executed by UNOPS. It is understood that UNOPS will not act in parallel to the PMCU, but rather will assist the NBA in the selection of qualified experts who will form the PMCU. When necessary and taking into account the comparative advantages of other traditional NBA partner organizations, such as UN-DESA or NGOS (WWF, IUCN, Wetlands International), UNOPS may sub-contract some UNDP component activities to these organizations. The DOA that UNDP will issue to UNOPS will take into account the NBA’s concerns and the comments of the WB.

4. MONITORING AND EVALUATION

4.1 M&E Responsibilities

Ongoing Project monitoring will be provided in accordance with established UNDP procedures by the UNDP Country Office, with support from UNDP/GEF. Monitoring and evaluation activities will be based on the indicators and assumptions as provided in the Project’s logical framework (results) matrix. The overall monitoring and evaluation format for the Project will follow the instructions and guidelines of the UNDP-GEF M&E Unit and will be presented in detail at the Inception (launch) Workshop (the IW will be the first Project activity to be undertaken upon Project start-up).

The NBA is responsible for ensuring that all GEF funded activities are carried out in compliance with the Project’s design and the performance and monitoring indicators outlined in the Project logical framework. The NBA/PMCU will prepare an annual work plan at the same time as the annual procurement plan and include monitoring and evaluation criteria for activity performance which comply with M&E procedures that follow the IAs’ institutional guidelines. The NBA will report to UNDP and the World Bank, who will evaluate and review Project progress according to their institutional requirements. As part of the Project Implementation Manual (PIM), which will detail all reporting requirements, a Monitoring and Evaluation Plan will be prepared to evaluate Project progress.

UNOPS, through the PMCU, will be responsible for Project reporting according to institutional procedures. Project components will be reviewed regularly, together with emerging issues, and will be evaluated annually by the RSC as noted above. It is anticipated that the STS will help to assure the scientific quality and standard of Project implementation and reporting. The PMCU will develop criteria for participatory monitoring of Project activities in consultation with key stakeholders. Appropriate participatory mechanisms and a methodology for performance monitoring and evaluation will be established at the very outset of the Project, and will follow the M&E Guidelines of UNDP-GEF as they pertain to participation.

In conducting Project reviews, emphasis will be given to emerging GEF policies regarding monitoring and evaluation of GEF international waters projects, particularly the development of process, stress reduction, and environmental status indicators for long-term monitoring of SAP implementation. The Project will also liaise with another GEF international waters Project, “International Waters Learning, Exchange and Resource Network” (IW: LEARN), which aims to ensure exchange of knowledge and lessons learned in managing international waters projects. The Project may also liaise with the GEF-UNDP project “Train-Sea-Coast,” which is currently developing a course on TDA/SAP Methodology that could be of substantial value to the Niger SAP/TDA stakeholder teams.

4.2 Reporting Requirements

There are a number of reporting requirements as part of the monitoring and evaluation and supervision process:

The PMCU will follow a reporting schedule documenting the Project’s progress, and prepare:

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- Monthly progress reports outlining the work accomplished and work to be completed, with comments and recommendations regarding the Project’s progress.

- Quarterly Operational Reports (QOR) summarizing implementation progress.

- Semi-Annual Project Completion Progress Reports reflecting implementation status and progress, extent to which objectives have been achieved, current costs, budgetary issues, and procurement and disbursement progress.

- Annual Progress Reports, which will assess progress against the established work plan and the Project’s development objectives.

The IAs require specific documents for reporting Project progress. When appropriate they will be prepared and submitted as comparable documents. The UNDP’s monitoring and evaluation process is summarized in the table below.

4.3 Indicative M&E UNDP Work Plan and Corresponding Budget

Type of M&E Activity Responsible Parties Budget Time Frame

Inception Report Project Team Executing Agency UNDP CO

None (unless the inception workshop is to be held on the Project site)

At the beginning of Project implementation

Means of Verification Project TeamTo be determined as part of the Annual Work Plan’s preparation

As indicated in the Project Annual Work Plan

APR/PIR1

Project Team Executing Agency UNDP Target Groups

NoneEvery year prepared jointly for both UNDP & WB components

TPR2 & TPR report

Government Oversight Agency

UNDP Executing Agency Project team UNDP-GEF Regional

Coordinating Unit

None Every year, upon receipt of APR3

Periodic status reports Project team To be determined by Project

team and UNDP

Technical reports Project team To be determined by Project Team and UNDP

Mid-term External Evaluation

Project team Executing Agency UNDP UNDP-GEF Regional

Coordinating Unit External Consultants

(i.e. evaluation team)

Project budget At the mid-point of Project implementation

1 Annual Project Implementation Review of the GEF.2 Tri-Partite Review/Evaluation.3 Annual Project/Programme Review.

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Type of M&E Activity Responsible Parties Budget Time Frame

Final External Evaluation

Project team Executing Agency UNDP UNDP-GEF Regional

Coordinating Unit External Consultants

(i.e. evaluation team)

Project budget At the end of Project implementation

Terminal Report

Project team UNDP Executing Agency External Consultant

None At least one month before the end of the Project

Lessons learned

Project team UNDP-GEF Regional

Coordinating Unit (suggested formats for documenting best practices, etc)

Yearly

Audit UNDP Executing Agency Project team

Yearly

Visits to field sites

Executing Agency UNDP Country

Office UNDP-GEF Regional

Coordinating Unit (as appropriate)

Yearly

5. Prior Obligations and Prerequisites

The participating governments have taken a number of preparatory measures, including budgetary allocations for the national contribution in kind. The NBA Executive Secretariat (NBA/ES) is responsible for successful Project implementation, ensuring a liaison between the UNDP, World Bank and the NBA/ES/PMCU. The remaining obligations and/or prerequisites for work to commence on the Project are as follows:

Approval of the Project Document by the governments of all participating countries.

Provision and confirmation in writing of the parallel contributions to activities as specified in this document and approved by the GEF Council; and

Signature of the Project Document by UNDP and NBA (on behalf of the countries) and UNOPS.

6. Legal Context

The present Project Document shall be the instrument referred to in Article 1 of the agreement signed between each of the participating governments and the UNDP. The NBA shall, for the purpose of the Standard Basic Assistance Agreement (SBAA), refer to the governments’ cooperating agencies described in that agreement.

All activities stipulated in the Project Document shall be implemented accordingly. However, should there be a need to make changes/modifications to any of the agreed activities, all signatories of the Project Document must concur before such changes are made. The following types of revisions may be made to this Project Document

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with the signature of the Principal Project Resident Representative (PPRR) only, provided he or she is assured that the other signatories of the Project Document have no objection to the changes:

Revisions in, or addition of, any annexes to the Project Document.

Revisions that do not involve significant changes in the immediate components, objectives, outputs, or activities of the Project, but are caused by rearrangement of inputs already agreed to due to cost increases as a result of inflation.

Mandatory annual revisions that adjust the delivery of agreed Project inputs, or other costs due to inflation or that take into account agency expenditure flexibility.

The executing agent designated on the cover page of this Project Document has been duly delegated by UNDP and the governments’ coordinating authority to carry out this Project and accordingly will follow UNDP and UNOPS accounting, financial reporting and auditing procedures set forth in the following documents as amended by UNDP from time to time.

The accounting and financial procedures set out in the UNDP Programming Manual and UNOPS Handbook.

The UNDP Audit Requirements set out in the UNDP Programming Manual.

The above documents are an integral part of this Project Document although incorporated herein only by reference. They have already been provided to the governments and said executing agent.

Auditors for the Project will be officially designated. Such auditors and/or other officially appointed auditors should undertake periodic management and financial audits of the Project in accordance with UNDP auditing procedures. In addition, all accounts maintained by UNOPS for UNDP resources may be audited by UNDP internal Auditors/the United Nations Board of Auditors or by a public accountant designated by the United Nations Board of Auditors.

7. Results Framework

7.1 Intended Outcome

The foundation for sustainable development of the Basin has been laid with completion of the preliminary TDA and planned, development, and adoption of a Strategic Action Programme (SAP). These achievements will provide a framework for priority actions for sustainable development in the Basin. The UNDP components will particularly contribute to capacity building at the regional level (NBA), the national level (the nine member countries) and the local level (communities), and also will stimulate community development activities and sharing of good practices through pilots demonstration projects and the small grant program.

In the long term, capacity building will assist the beneficiaries in the Basin to reinforce collaboration among the riparian states, contributing to sound regional cooperation in protection of the Basin ecosystem and fostering sustainable development in the region.

7.2 Outcome Indicators Outcome indicators as they pertain to UNDP implemented activities include:

Enhanced regional and local institutional capacities between and among the Basin countries and the NBA, through improved collaboration and capacity buildings tools, to better address and manage transboundary issues.

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Exchange of good management practices with other regional lake and river basin programs (Volta, Nile, Senegal, Lake Chad), and identification of processes and practices to minimize land and water degradation, and support environmental conservation and sustainable development.

Involved communities, through a community driven process to implement microgrant-supported interventions and demonstration pilot projects that promote effective land and water management practices to address targeted sector issues and incorporate lessons learned.

Enhanced local community education and awareness, host country trained in good management practices, implementation lessons exchanged or activity replication, and implementation processes monitored and evaluated.

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8. Project Results FrameworkKey UNDP

implemented activities

Expected Results Indicators Time frame (year) Respon-sibility

BudgetY1 Y2 Y3 Y4 Y5 Source BL Amount

(USD)Component 2: Capacity building and public awarenessActivity 2.1: Public education and awareness programs for all relevant stakeholders

- Increased number of national and local stakeholders to promote community participation in microgrants program, and actively participating in SAP development process through local information and actions, and lesson sharing workshops

- Diversified information sources available (radio, print material, school programs, workshops, etc.); stakeholders (notably youth) aware of Basin soil and water resources and engaged in local and national decision-making

- Public participation and information program with tools and materials for local and national multi-media campaign prepared

- National networks and target groups identified- Increased rural community awareness and

public participation effective through local media campaign and workshops

- Monitoring group hired to assess progress and lessons learned

- Multi-media campaign active during Project implementation

X X X X X NBA -UNOPS

GEF 681,580

Activity 2.2: Develop and implement regional, national and local training programs

- Assess the gaps in capacity in the Basin at the regional, national and local levels, to include but not be limited to cooperation and dialogue tools, managing environmental, social and conflict resolution issues

- Elaborate an operational Strategy for Education and Training for local, national and regional capacity building

- From capacity assessment identify specific training program needs

- Design and test tools for training and program for integrated land and water management

- Prepare draft training manuals- Conduct a series of sessions to train the

trainers- Complete increased regional national capacity

building and training at NBA and at the national level

X X X X NBA/ UNOPS

GEF 936,790

Total Component 2 1,618,370Component 4: Regional ForumActivity 4.1: Lessons leaned and linkages

- Assessment of lessons learned and good practice completed with a report disseminated to all stakeholders; and riparian representatives and NBA staff

Complete a comparative analysis of good management practices and project implementation and lessons learned from other IW projects in Africa

X NBAUNOPS

GEF 101,070

Activity 4.2: Study X NBA GEF 117,790

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Key UNDP implemented

activities



(USD)tour members have completed study

tour to strengthen linkages and have identified potential coordinated action strategies to benefit the Niger River Basin (4.1-4.2)

- Exchanges promoted between existing Basin SGP and the Project’s Microgrant Programme (4.1)

- Effective regional linkages between existing international waters programs and the Project established at a 1-week regional forum; findings shared, lessons learned and action strategies regarding land and water degradation across regional Basin communities determined among participants (4.3)

UNOPSActivity 4.3: Regional Forum

Organize and conduct a regional forum on regional international waters projects for the exchange of good management practices and lessons learned

X NBAUNOPS

GEF 162,770

Total Component 4 381,630Component 5: Demonstration Pilot and Microgrants ProgrammeActivity 5.1: Establish national institutions for demonstration pilots and Microgrant Programme

- Experiences, models and lessons learned on good practice for land and water degradation reversal from the 7 pilot projects documented and shared (5.1-5.4)

- Appropriate administrative and financial mechanism for microgrants disbursement in place (SGP/UNOPS and UNDP/UNOPS) (5.3)

- Community groups have received microgrants, executed priority actions and adopted new practice on the basis of lessons learned from

National committee for microgrant projects established in the nine riparian countries

X X X X X NBAUNOPS

GEF 742,400

Activity 5.2: Establish demonstration pilots

- Training and workshop for demonstration pilots

- Demonstration pilot established in the host countries

X NBAUNOPS

GEF 27,610

Activity 5.3: Implement demonstration pilot projects

Demonstration pilot conducted in host countries and experiences shared with other riparian countries

X X X X NBAUNOPS

GEF 1,118,557

Activity 5.4: Assess and share lessons

- Lessons learned from completed pilot-demonstration identified

- Public information and outreach program to

X X NBAUNOPS

GEF 364,405

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Key UNDP implemented

activities



(USD)implementing microgrants (and other local projects) (5.3, 5.4)

- Increased awareness of Basin environmental challenges by local groups

share lessons learned- Replication incentives prepared for post-

Project activitiesActivity 5.5: Formulate, implement and monitor community- based Microgrant Programme

- Operational manual is shared with stakeholders

- Community groups, NGOs, and women’s groups participating in Microgrant Programme

- Activities/projects to be supported by microgrant funds selected through competitive process

X X X X X NBA UNOPS

GEF 2,707,028

Total Component 5 NBAUNOPS

GEF 5,000,000

Total Project (UNDP Components) NBAUNOPS

GEF 7,000,000

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9. BudgetBUDGET (UNDP Implemented Components): NIGER RIVER BASIN GEF PROJECT

EXPECTED OUTPUTS KEY ACTIVITIES

TIME FRAME RESPONSIBLE PARTNER PLANNED BUDGETY1 Y2 Y3 Y4 Y5 SOURCE

OF FUNDSBUDGET DESCRIPTION AMOUNT (USD )

UNDP Implemented Component 2a) Increased number of national and local stakeholders to promote community participation in Microgrant Programme, and actively participating in SAP development process through local information and actions, and lessons sharing workshops

b) Diversified information sources available (radio, print material, school programs, workshops, etc,); stakeholders (notably youth) aware of Basin soil and water resources and engaged in local and national decision-making

Activity 2.1 Public education and awareness programs for all relevant stakeholdersTask 1. Prepare and implement a regional-level public awareness program

UNOPS/UNDSA NBA GEF 74200 Publication, press 10,0001 UNOPS/UNDSA NBA GEF Subtotal 10,000

Task 2. Prepare and implement a national-level public education and awareness program1 2 3 4 UNOPS/UNDSA NBA GEF 72100 Sub-contracts 135,000

2 UNOPS/UNDSA NBA GEF 74200 Publication, press 39,6002 UNOPS/UNDSA NBA GEF 74200 Publication press 36,0002 3 UNOPS/UNDSA NBA GEF 74200 Publication, press 64,8002 3 UNOPS/UNDSA NBA GEF 74200 Publication, press 247,500

Subtotal 522,900Task 3. Prepare a local-level public education and awareness program

2 UNOPS/UNDSA NBA GEF 74200 Publication, press 39,6002 UNOPS/UNDSA NBA GEF 74200 Publication, press 27,0002 3 UNOPS/UNDSA NBA GEF 74500 Miscellaneous 59,4002 3 UNOPS/UNDSA NBA GEF 71 300 National consultant 10,8002 3 UNOPS/UNDSA NBA GEF 71600 Field visits 11,880

Sub-total 148,680Activity 2.2: Develop and Implement Regional, National and Local Training Programs

Task 1. Prepare and implement a regional training program2 UNOPS/UNDSA NBA GEF 74200 Publication, press 10,0002 UNOPS/UNDSA NBA GEF Sub-total 10,000

Task 2. Prepare and implement a national training program 2 UNOPS/UNDSA NBA GEF 71 400 International Expert 21,0002 3 UNOPS/UNDSA NBA GEF 74500 Miscellaneous 594,0002 3 UNOPS/UNDSA NBA GEF 71300 National consultants 11,5502 3 UNOPS/UNDSA NBA GEF 71600 Travel outside country 59,400

Sub-total 685,950Task 3. With NGO partners Communication specialist prepare and implement a local training program

2 UNOPS/UNDSA NBA GEF 74200 Publication, press 27,0003 4 UNOPS/UNDSA NBA GEF 74500 Miscellaneous 118,8003 4 UNOPS/UNDSA NBA GEF 71300 National consultants 47,5203 4 UNOPS/UNDSA NBA GEF 71300 National consultants 23,7603 4 UNOPS/UNDSA NBA GEF 71600 Fields visits 23,760

Sub-total 240,840Component 2 Total 1,618,370

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UNDP Implemented Component 4: Regional Foruma) Assessment of lessons learned and good practice completed with a report disseminated to all stakeholders; and riparian representatives and NBA staff members have completed study tour to strengthen linkages and have identified potential coordinated action strategies to benefit the Niger River Basinb) Exchanges promoted between existing Basin SGP and Project’s Microgrant Programme,c) Effective regional linkages between existing international waters programs and the Project established at a 1-week regional forum; findings shared, lessons learned and action strategies regarding land and water degradation across regional Basin communities determined among participants

Activity 4.1: Lessons learned and linkagesTasks 1-3. Assess lessons learned

1 2 3 4 UNOPS/UNDSA NBA GEF 72400 Communication fees 81,820Task 4. Lessons learned report

3 UNOPS/UNDSA NBA GEF 74200 Publication, press 19,250Sub-total 101,070

Activity 4.2 Study TourTasks 1 and 2. Organise and conduct study tour

3 UNOPS/UNDS NBA GEF 72200 Equipment and office materials 7,7003 UNOPS/UND NBA GEF 71600 Travels 100,4653 UNOPS/UND NBA GEF 71200 International consultants 5,7753 UNOPS/UND NBA GEF 74200 Publication, press 3,850

Sub-total 117,790Activity 4.3 Regional Forum

Tasks 1 and 2. Organise and conduct regional forum4 UNOPS/UNDSA NBA GEF 74200 Miscellaneous 137,5004 UNOPS/UNDSA NBA GEF 71200 International consultant 1,1554 UNOPS/UNDSA NBA GEF 71200 International consultant 1,1554 UNOPS/UNDSA NBA GEF 71200 International consultant 2,3104 UNOPS/UNDSA NBA GEF 71 600Travel outside country 8,8004 UNOPS/UNDSA NBA GEF 71200 International consultant 3,8504 UNOPS/UNDSA NBA GEF 74200Publication, press 8,000

Sub-total 162,770Component 4 Total 381,630

UNDP Implemented Component 5. Demonstration Pilots and Microgrant Programmea) Experiences, models and lessons learned on good practice for land and water degradation reversal from 7 pilot projects documented and shared, b) Appropriate administrative and financial mechanism for microgrants disbursement in place (SGP/UNOPS and UNDP/UNOPS) c) Community groups have received microgrants, executed priority actions and adopted new practice on the basis of lessons learned from implementing microgrants (and other local initiatives)d) Increased awareness of Basin environmental challenges by local groups

Activity 5.1 Establish National and Local institutions for demonstration pilots/Microgrant ProgrammeTask 1. Evaluate national/local institutional structure

1 2 3 4 5 UNOPS, NBA GEF 71400 International expert 79,2001 2 3 4 5 UNOPS, NBA GEF 71400 National experts 264,0001 UNOPS, NBA GEF 71600 International travel 5,2801 UNOPS, NBA GEF 71600 field visits 7,920

Sub-total 356,400Task 2: Identify CLCS structure at the local level f (responsibilities)Task 3. Operationalize Local-level Coordination Committees (CLCS)

1 2 3 4 5 UNOPS, NBA GEF 74500 Miscellaneous 396,000Sub-total 396,000

DEMONSTRATIONS PILOTSActivity 5.2 Establish Demonstration Pilots

Task 1. Identify activities and responsibilities in compliance with environmental and social safeguards2 UNOPS, NBA GEF 71 600 Field visits 7,920

Sub-total 7,920Task 2. Establish a baseline for demonstration pilots (link to Comp 3)

1 UNOPS, NBA GEF 71 600 Field visits 15,840Sub-total 15,840

Task 3. Prepare monitoring/evaluation plan and criteria for drawing lessons (linkages to Component 6)2 UNOPS, NBA GEF 71 300 National consultant 3,850

Sub-total 3,850

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Activity 5.3 Implement demonstration pilotTask 1. Prepare and deliver public information and education plan related to demonstration pilot

1 2 UNOPS, NBA GEF 74 200 Publication, press 22,950Sub-total 22,950

Task 2. Conduct (CLCS and ENP) national training for demonstration pilot implementation2 UNOPS, NBA GEF 71 300 National consultant 11,5502 UNOPS, NBA GEF 74 500 Miscellaneous 99,0002 UNOPS, NBA GEF 71 300 National consultant 3,8502 UNOPS, NBA GEF 71 600 outside country mission 23,760

Sub-total 138,160Task 3. ENP Project Management training at local levels

3 UNOPS, NBA GEF 71 200 International consultant 15,4003 UNOPS, NBA GEF 71 300 National consultant 19,8003 UNOPS, NBA GEF 74 500 Miscellaneous 29,7003 UNOPS, NBA GEF 71 300 National consultant 1,9803 UNOPS, NBA GEF 71 300 National consultant 1,9803 UNOPS, NBA GEF 71 300 National consultant 1,9803 UNOPS, NBA GEF 71 600 Field visits 3286.8

Sub-total 74,126.8Task 4.National Microgrant&Coord.Implement a local training program

3 4 UNOPS, NBA GEF 71 300 National consultant 39,6003 4 UNOPS, NBA GEF 74 200 Publication, press 72,0003 4 UNOPS, NBA GEF 74 500 Miscellaneous 79,2003 4 UNOPS, NBA GEF 71 300 National consultant 15,8403 4 UNOPS, NBA GEF 71 300 National consultant 15,8403 4 UNOPS, NBA GEF 71 600 Field visits 15,840

Sub-total 238,320Task 5. Implement the demonstration pilots

2 3 UNOPS, NBA GEF 72 600 FIL/FAL 675,000Sub-total 675,000

Activity 5.4 Assess and share lessonsTask 1. Evaluate demonstration pilots

3 UNOPS, NBA GEF 74 500 Miscellaneous 19,8003 UNOPS, NBA GEF 71 300 National consultant 7,9203 UNOPS, NBA GEF 71 300 National consultant 3,9603 UNOPS, NBA GEF 71 600 Field visits 3,9603 UNOPS, NBA GEF 74 200 Publication, press 43,560

Sub-total 79,200Task 2. Regional workshop drawing lessons from demonstration pilots

4 UNOPS, NBA GEF 74 200 Publication, press 5,7754 UNOPS, NBA GEF 74 500 Miscellaneous 44,0004 UNOPS, NBA GEF 71 200 International consultant 1,1554 UNOPS, NBA GEF 71 200 International consultant 2,3104 UNOPS, NBA GEF 71 600 International travel 9904 UNOPS, NBA GEF 74 200 Publication, press 5,7754 UNOPS, NBA GEF 74 200 Publication, press 2,000

Sub-total 62,005Task 3. Disseminate at national level through a public information campaign (linkages to Component 2)

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3 4 UNOPS, NBA GEF 71 300 National consultant 39,6003 4 UNOPS, NBA GEF 74 200 Publication, press 72,0003 4 UNOPS, NBA GEF 71 300 National consultant 59,4003 4 UNOPS, NBA GEF 74 200 Publication, press 32,4003 4 UNOPS, NBA GEF 72 200 Purchase Project equipment 19,800

Subtotal 223,200Task 4. Update Microgrant Operational Manual as needed

MICROGRANT PROCESSActivity 5.5 Formulate Implement and Monitor community-based Microgrant Programme

Task 1. Public Information Campaign: advertise for, review and select Microgrant applications3 UNOPS, NBA GEF 74 200 Publication, press 22,9503 UNOPS, NBA GEF 74 500 Miscellaneous 22,770

Sub-total 45,720Task 2 Review and select microgrant application (no cost)Task 3 Advertise results of application process

3 UNOPS, NBA GEF 74 200 Publication, press 22,9503 UNOPS, NBA GEF 71 600 Field visits 29,7003 UNOPS, NBA GEF 71 600 Field visits 9,504

Sub-total 62,154Task 4. Implement and monitor microgrants

3 4 5 UNOPS, NBA GEF 72 600FIL/FAL 2537,244Sub-total 2537,244

Task 5. Reporting on program outcomes (link to Component 6)4 5 UNOPS, NBA GEF 74 500 Miscellaneous 29,7004 5 UNOPS, NBA GEF 71 300 National consultant 5,9404 5 UNOPS, NBA GEF 71 300 National consultant 5,9404 5 UNOPS, NBA GEF 71 600 Field visits 98,6044 5 UNOPS, NBA GEF 71 200 International consultant 8,4704 5 UNOPS, NBA GEF 74 200 Publication, press 2,000

Sub-total 61,910Total for Component 5 5,000,000Percentage distribution for Comp2 23.11%Percentage distribution for Comp4 5.45%Percentage distribution for Comp5 71.4%Project total (USD 13 million) UNDP implemented components

7,000,000

Management Cost 72 100 sub-contract 560,000UNDP Total Percentage of distribution Total Activities cost 6440,000

ANNEX 1: PROJECT BRIEF

REVERSING LAND AND WATER DEGRADATION TRENDSIN THE NIGER RIVER BASIN

A. COUNTRY OWNERSHIP

Eligibility and Country Drivenness:

(a) Country Eligibility. All Countries are eligible under paragraph 9(b) for the GEF instrument.

Country Date of Ratification of the Convention

Government of Benin 29 June 1994Government of Burkina 24 August 1994Government of Cameroon 31 October 1994Government of Chad 27 July 1994Government of Côte d’Ivoire 24 June 1994Government of Guinea 17 October 1994Government of Mali 4 July 1994Government of Niger 23 August 1994Government of Nigeria 12 July 1994

(b) Country Drivenness

1. The origin of the GEF Project was a request to UNDP and the World Bank from the NBA to provide assistance in preparing, with GEF support, an integrated Strategic Action Programme (SAP) to establish an inclusive framework for sustainable management of the Basin’s land and water resources. To assist the Basin countries in moving towards an inclusive framework the Bank is working with the countries to facilitate inter-riparian dialogue to formulate a broad, comprehensive Basin-wide Strategic Shared Vision and Sustainable Development Action Plan (SDAP)4 for the Niger River Basin. Therefore, the preparation of the SAP is timely, in that it has been proposed with the current preparation of the SDAP for the Niger River Basin. The GEF Project, with its emphasis on sustainable environmental management, together with the SDAP, which focuses on greater economic development of all sectors, will provide an integrated and complementary comprehensive framework for sustainable resource management and sustainable economic development in the Basin.

2. The Niger River Basin countries’ request, expressed through the NBA, builds on a number of donor-supported national-level initiatives, which have often occurred in isolation and thereby forgone any accumulative benefits. It is therefore the expectation that this Project engages the progressive involvement of the Basin countries into a longer-term process bringing together institutional support, cooperative management and investments at the national levels in a broader engagement of sustainable resource management. Therefore, the first steps of the long-term process, as reflected in the Project design, is to provide linkages with the national-level initiatives while strengthening the institutional regional, national and local-level capacities, and creating a better understanding of the water and land resource degradation issues and how to address them. Hence, through this Project the SAP will provide an environmental management framework and integrated platform with the SDAP for sustainable economic development and future investments in the Basin.

4 Programme d’Action pour le Développment Durable du Bassin (PADD).

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Indications of Recipient Commitment and Ownership

3. Recipient Commitment and Ownership. The Niger River Basin (hereafter referred to as Basin) countries have come to understand that they cannot continue to rely upon unilateral approaches to development if they are to meet the challenge of providing for a growing population from a reduced resource base. Funding for the Project and bi-lateral donors will serve as a catalytic role to augment current cooperation and the range of donor-supported initiatives5, in the Basin. The commitment of the Basin members has been demonstrated by the long-term participation in the NBA. However, the nine riparian countries (Benin, Burkina Faso, Cameroon, Côte d’Ivoire, Chad, Guinea, Mali, Niger and Nigeria) recognise the need to cooperatively manage the Basin in order to tap the development potential that lies therein. The NBA member countries have expressed their support for the GEF Project through letters of endorsement (refer to Annex C). Part of this new cooperative approach is to revitalise their Basin organization – the NBA - and to seek support as they move towards cooperative management at the regional, national and local levels.

B. PROGRAMME AND POLICY CONFORMITY

GEF Operational Programme Objective

4. This Project falls under the GEF Operational Programme 9, “Integrated Land and Water Multiple Focal Area” with a long-term objective to “ achieve multiple global environmental benefits through implementation of IW projects which utilize integrated land and water management strategies that help achieve changes in sectoral policies and activities while promoting sustainable development.” This goal is further refined “to help groups 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…prevention is stressed here while remediation is stressed in the water body-based OP.”

5. The Project also addresses the cross cutting area of land degradation by recognizing the importance of this phenomena in the Basin, and targeting this issue through demonstration activities and preliminary investments at the regional, national and local levels. The Project will maintain a flexible approach during its implementation, allowing it to respond to emerging guidance from the GEF and UNCCD on the new Focal Area of Land Degradation.

Global Environmental Objective and Benefits

6. The Project’s global environmental objectives are to reduce and prevent transboundary water-related environmental degradation, prevent land degradation, and protect globally significant biodiversity, through sustainable and cooperative integrated management of the Basin, enhance existing capacity, informed decision-making and ensure the public’s greater involvement in the Basin’s decision-making process.

7. The global environmental objectives will be achieved, through broad Basin-wide participation and implementation of cooperative decision-making and best practices, sustainable management of the Basin’s land and water resources, with special attention to the Africa Integrated Land and Water Initiative (ALWMI) of the GEF implementing agencies. The long-term global environmental benefits that would 5 Commencing in 1964 USAID support, established a NBA library and information center; 1969 UNDP and FAO assisted the NRC to formulate policies; 1977-86 USAID sponsored a Project to develop an integrated development plan; 1978-82 FAC, the French government assisted in developing a hydraulic model; EEC, UNDP and OPEC supported the HYDRONIGER forecasting system for drought and flood control; 1995 ECA funded an initiative to develop a proposal for a legal framework for management; 1985-2001 JALDA, the Japanese government supported a three-phase program to develop strategies to enhance living conditions for people living in desertified areas.

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accrue from the successful completion of the Project activities and future implementation of the SAP, include:

Strengthened regional, national, and local institutional capacity in all nine Basin countries that will support effective execution capacity for future investments and Project implementation for sustainable land and water resource management in the Niger River Basin.

An inclusive framework for regional cooperation, supported through agreements on policy/institutional and legal adjustments at regional and national levels with harmonized and coherent Basin-wide national data collection, regional modelling, monitoring and evaluation and effective data dissemination that will be valuable capacity for local, national and regional decision-makers.

Forums with other regional initiatives, that will provide a mechanism to better collaborate and communicate the exchange of good practices and better management of the Basin’s resources.

Demonstration of good practices and awareness raising in pilot sites on priority areas identified by member countries with public and increased ownership of civil society and will enable communities to understand the cause-effect of environmental and land degradation, and tackle priority issues in the Basin directly.

Strategic Action Programme provides legal, policy and institutional reforms for future sustainable investments in the Basin.

C. PROJECT DEVELOPMENT OBJECTIVE

8. To achieve the global environmental objectives, the Project’s specific development objective is to develop and implement sustainable measures for reversing trends in land and water degradation through collaborative decision-making in the Niger River Basin.

9. The development objective supports the nine Basin countries in their efforts to work together to assure the sustainable development and management of the Basin’s land and water resources, including protection of its unique dryland environment and associated biodiversity. Identified through the preliminary TDA, these elements are transboundary in nature and clearly transcend national capacities and priorities, and require financial and technical resources beyond those that can be mobilized by each riparian singly. The concurrent development of the SDAP with the SAP will help identify the linkages with the national and transboundary priorities.

Project Indicators and Outcomes

10. The Project Logical Framework (refer to Annex B) identifies the Project’s development objective, and component outputs and performance indicators. The successful achievement of the development objective will be closely monitored through the following performance indicators:

Established operational PMU with clear administrative responsibilities, transparent financial management, and effective technical capacity.

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Enhanced regional, national and local institutional capacities between and among the Basin countries and the NBA, through improved collaboration and capacity building tools, to better address and manage transboundary issues.

Improved data collection and data exchange mechanisms established in all nine countries, and agreed to cooperation protocols for greater knowledge of the Niger River as it relates to the environment and river hydrology, more specifically to land and water degradation.

Exchanged good management practices with other regional lake and river basin programs, and defined processes and practices to minimize land and water degradation, and support environmental conservation and sustainable development.

Involved communities, through community driven development process, in piloting microgrant-supported pilot activities to demonstrate and promote effective best land and water management practices to address targeted sector issues and exchange lessons learned.

Enhanced local community education and awareness, host trained on good management practices, implementation lessons exchanged for activity replication, and implementation process and successes monitored and evaluated.

Completed Transboundary Diagnostic Analysis (TDA) and adopted Strategic Action Programme (SAP), which provides a framework for priority actions for sustainable development in the Basin.

D. REGIONAL STRATEGY AND NATIONAL POLICIES

Regional Strategy

11. Strategic Shared Vision and Sustainable Development Action Plan (SDAP). Under the broader international waters work being carried out by the World Bank in the Niger River Basin, there is significant emphasis on enhancing existing capacity at the national and regional level. The Niger River Basin countries are developing a SDAP for the Niger River Basin with the support of the World Bank. Whereas the GEF Project’s SAP will focus on managing the Basin’s environment, the SDAP will deal with the broader issues of multi-sector sustainable development in the Basin. The SAP and the SDAP can be managed as complementary processes, for which the SAP is a natural precursor, the GEF TDA/SAP is identifying, characterizing and prioritizing water-related, environmental issues and sectors across the Niger River Basin member states, as well as developing a framework for environmental management for all development in the Basin. The SDAP will envelope all possible sectors, both those with environmental externalities, as well as those not before captured by the SAP process, and will build on the environmental management framework developed for the SAP. The SDAP’s main objectives include: (a) capacity building and institutional strengthening in the Basin, including the NBA, to make sound decisions for sustainable investments and development; (b) strategic planning of regional activities and sectoral analysis of all issues of regional importance for integrated and comprehensive development and sustainable investments in the Niger River Basin, and (c) coordinating contributions from development partners.

12. The process leading to the development of the SDAP was initiated at the 7th Heads of States Summit in March 2002, where the Niger River Basin countries acknowledged the threat of unilateral planning, and recommitted themselves to revitalizing the NBA. In June 2002, the Chairman of the NBA Heads of State, the President of the Niger Republic, wrote to the President of the World Bank, formally requesting the Bank’s assistance to the NBA member countries in developing a cooperative framework, which the

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Bank agreed to do. The preparation of the SAP to include all nine Basin countries will provide the framework for sustainable environmental management of the Niger River Basin, while playing an integral part in the broader SDAP. The stated complementary goals and efforts of the SDAP and SAP necessitate a coordinated timeline for preparation and implementation, which will be developed during the Appraisal phase.

13. As part of the institutional revitalization, envisaged by the Project, the strengthened technical and institutional capacity and an increased knowledge base of good management practices, will provide a the tools for a comprehensive SAP which will then become an integral part of the broader SDAP for the Basin. The two combined efforts will provide a framework, to leverage greater multi-donor support for sustainable development and investments in the Basin.

14. Reflecting both Millennium Development Goals and NEPAD Goals. The Basin countries, with the support of the World Bank, are formulating a strategic vision for the Basin’s sustainable development. The Shared Vision will be in the context of the United Nations Millennium Development Goals (MDGs) and the New Partnership for Africa’s Development (NEPAD). The MDG No. 7 promotes integrating the principles of sustainable development into country polices to reverse the loss of environmental resources. Similarly, the NEPAD framework places importance on including the environment to have sustainable socioeconomic development. This is especially so vis-à-vis water resources. The NEPAD objective is to create a “framework for regional cooperation in an integrated sustainable water resources management, harmonization of water polices and regulations.” Environmental and financial governance have been identified as critical strategies with the framework.

15. Addressing the WSSD goals as they relate to WEHAB. The Water Priority of WSSD and WEHAB promote greater efficiency (quality and quantity) in water use, shared water resource management, and to protect freshwater resources and related ecosystems, and develop sustainable water management strategies at the regional, national and local levels, which promote both equitable access and adequate supplies.

Niger Basin Authority

16. The nine Niger River Basin countries are all signatories to the Convention6 that established a Basin organization. The Niger Basin Authority’s origins are in the 1963 Niger River Commission (NRC), which was created to control navigation on the Niger River. In 1973, the agreement was amended to allow the NRC to become an implementing agency, and its administrative, executive, and policymaking structures were established. However, these modifications failed to address the institutional, financial, and technical weaknesses that the organization had been experiencing since its inception. Thus, the 1979 Heads of States Summit in Lagos recommended revitalizing the NRC. This Convention, signed in November 1980 in Faranah, assigned the NBA, the central governing institution for the Niger River, to “promote co-operation among the member countries and to ensure integrated development in all fields through development of its resources, notably in the fields of energy, water resources, agriculture, forestry, transport and communication and industry.” Details of the NBA its formation, function, and history are detailed in Annex I.

17. The NBA has been the vehicle for a number of important diagnostic studies in the last few decades and these have provided an excellent resource base for the Project preparation under the PDF-B. The NBA has been the counterpart agency for the GEF PDF-B in the preparation of the Project Brief. The Project builds on number donor-supported initiatives, which have often occurred din isolation of each other and the cumulative benefits undervalued. Project preparation provided an opportunity to identify in the five core countries (Benin, Guinea, Mali, Niger, and Nigeria) the root causes of resource degradation 6 Summit of Head of State and Government, November 21, 1980.

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in the preparation of the preliminary TDA, and will be extended to the remaining four countries (Burkina Faso, Cameroon, Chad, and Cote d’Ivoire) to address the Basin priorities, addressing comprehensive transboundary issues to improve land and water resources management, and strengthening capacity, as identified in the preliminary TDA.

National Policies

18. National Water Resources Management. The Basin’s water resources are central to the individual country policies on economic growth, poverty alleviation, and sustainable livelihoods. However, each country has its own interests which need to be coordinated if the Basin’s resources are managed sustainably. Recent efforts have focused on gaining a better understanding of the resources through links with regional and national institutions involved in water management. The national development policies of all Basin state countries are centered on maintaining or increasing rates of growth while also addressing poverty alleviation and sustainable livelihoods. Freshwater resources are critical in the pursuance of these national interests. These policy directions are divergent and need to be coordinated if the Basin resources are to be managed in a sustainable fashion. Essentially, the NBA is the key inter-governmental institution in coordinating integrated approaches to the development and protection of the Basin. Accordingly, the mandates, functions, commitments, and resources invested within NBA need to be reviewed during formulation of any program of joint management to assure member countries that it will be able to discharge its role effectively during subsequent implementation. Some recent efforts have been dedicated to gain better knowledge and understanding of resources through development of links between global and regional institutions and national institutions involved in water management.

19. National Programs. The basic framework for national-level water resources management is supported through a number of bilateral and multilateral interventions. Water resources management initiatives are mostly tied to new water supply and sanitation projects supported by donors, World Bank or UNDP, and to newly drafted poverty reduction strategies in the frame of PRSPs, UNDP Country Programs (CP), and World Bank Country Assistance Strategies (CAS).

20. UNDP Country Programs. UNDP uses two main instruments to define the areas of cooperation at the regional level and at the individual country level respectively, through the Regional Cooperation Framework (RCF) and the Country Programmes. The UNDP-CPs are active in the Basin, the UNDP–Small Grants Programmes, a number of GEF-supported activities.

21. World Bank PRSP. Most of the countries are in the process of developing their Poverty Reduction Strategy Papers (PRSPs) as well as Sustainable Development Strategies. The Project addresses these concerns, as well as priorities established within the UNDAF and UNDP Country Programs for the next few years.

22. World Bank Country Assistance Strategies. The Country Assistance Strategy (CAS) is a document that is the central vehicle for Bank’s assistance for borrowers, describing the on an assessment of priorities in the country, and indicating the level and composition of assistance to be provided based on the strategy and the country’s portfolio. The Project’s relation to sector-related goals in the nine World Bank CASs are listed below:

Benin. 2001 Interim CAS identifies environmental degradation and inadequate water supply as one focal area to fight poverty in Benin.

Burkina Faso. 2000 CAS supports Burkina Faso in implementing its PRSP.

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http://www.undp.org/rba/cpoutline.html

http://www.undp.org/rba/docs/Africa%20RCF-2.PDF

http://www.undp.org/rba/docs/Africa%20RCF-2.PDF

Cameroon. 1996 CAS supports the PRSP, which highlights the need for environmental sustainability, and in the short-term completing the National Environmental Action Plan.

Chad. 2000 amended CAS highlights strengthening capacity for natural resource management.

Cote d’Ivoire. 1997 CAS mentions protecting its biodiversity. It also includes the following performance benchmarks: (i) enacting water resource management law; and (ii) implementing priority environment policies measures based on the NEAP.

Guinea. 1997 CAS notes that Guinea’s long-term growth needs major environmental problems to be addressed as the deterioration of natural resources resulting from soil erosion, production, and is likely to dampen long-term growth prospects.

Mali. 1998 CAS supports the government’s development strategy to implement natural resource management programs and to exploit its irrigation potential.

Niger. 1997 CAS earmarks water as one of the three pillars of Niger’s development strategy (the other two are human capital development and exploitation of regional growth opportunities). Three Projects – Water Resource Management Review, Water Supply and Private Irrigation Promotion – were recently launched in support of this strategy.

Nigeria. 2000 Interim Country Strategy Note identifies agriculture and the environment as areas in which to rebuild analytical knowledge for future Project lending.

E. STRATEGIC CONTEXT AND SECTOR ISSUES

Regional Context

23. The economic, social, and environmental well being of the Basin countries depends upon the vitality and productivity of the Basin. During the Project preparation process, a better understanding of the Basin’s hydrologic, environment, and socioeconomic parameters, and the sectors issues affecting the Basin, were identified. This understanding contributed to the formulation of the Project design. In addition, by complementing and building on existing projects in the Basin, the GEF Project focuses on the increment needed to integrate management of the Basin’s land and water resources. It forms part of the concurrent development of the SDAP for the Basin.

24. In particular, the Project adds a transboundary element that captures additional benefits to the Basin’s people and their shared environment. The Project will address the broader aspects of transboundary environmental management and capacity building for the shared water resource management. In particular, the Basin countries have expressed the need to establish an overall framework for environmental management of the Basin and requested GEF support for this endeavor. It will also coordinate activities with other GEF international waters Projects in the region in the Senegal, Lake Chad, and Volta Basins.

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Hydrological Environmental Context

25. The River. The Niger River is the 3rd longest river in Africa at 4,200 km with an average annual flow of 180 km3. Its Basin covers 2.2 million km2 spread over nine countries – Benin, Burkina Faso, Cameroon, Chad, Côte d’Ivoire, Guinea, Mali, Niger, and Nigeria. The hydrologically active part of the Basin is approximately 1.5 million km2. The Niger River rises in the Fouta Djallon Highlands in Guinea, and before it enters the Inner Delta in Mali its average annual flow is 45 km 3. Its main tributary is the Benue, which rises in Cameroon, confluences in Nigeria. Though the Benue contributes 50 percent of the Niger’s flow, the hydrological significance across the Basin is lower as it only flows through one country before joining the Niger River, Annex J, the Project Map, illustrates the physical characteristics of the Basin. The Basin encompasses several climatic zones, and can be divided into four distinct hydro-geographic sub-systems:

Upper Niger extends over approximately 140,000 km² and contains three main tributaries, the Tinkisso, Milo and the Nianadan Rivers. The only significant control structure here is the Selingué Dam on the Sankarani River, a tributary of the Niger. This single purpose hydroelectric dam regulates approximately five percent of the average upstream volumes.

Inner Delta in Mali comprises a complex and geographically extensive system of influents, lakes and floodplains that have undergone significant development. The inland-delta is subject to substantial seasonal and annual variations depending on inflows from the Upper Niger River and the Bani River. The inundated area has decreased, 63 percent, from 35,000 km² in 1967 to 9,500 km² in 1984.

Middle Niger covers 900,000 km². Upstream of the Niger Republic, the river receives inflow from tributaries in Burkina Faso, which include the Garouol, Dargol and Sirba Rivers. Navigation is difficult due to rapids. Flows in the Middle Niger are significantly affected by the outflows from the Inner Delta. Mean annual flow at Niamey between 1971 and 2000 is a third less compared to the flows between 1929 and 1970. This reduced flow has resulted in earlier and shorter floods.

Lower Niger has a catchment area of 450,000 km² and receives several major tributaries including the Sokoto, Kaduna and Benue Rivers. The mean average runoff downstream of the Kainji and Jebba Dams is 1,454m³/s and rises to 5,590m³/s after the confluence with the Benue River.

26. Rainfall and Drought. Competition over scarce water resources or transboundary areas has been a source of tension between the Basin countries. Since the severe droughts of the 1970s, the riparian countries have sought to protect themselves from the negative impacts of drought. The Niger River Basin embraces different topographies and rainfall patterns, which lead to a complex and variable, flow pattern. The River’s natural variability is compounded by its management and the additional complexity of international boundaries transecting the Basin. Seasonal variability alone often results in frequent extremes in flow, either as droughts or floods. However, for the past three decades the Sahel has been experiencing persistent drought resulting in drastically changed annual mean rainfall patterns and a southward shift of rainfall zones by 100 km. The resulting changes in average runoff and flow patterns (reduced to 37 percent of average flow during 1974-1994) have in turn reduced alluvial aquifer recharge and the Niger River’s capacity to transport sand. Simultaneously, aeolian, mechanical, and hydraulic erosion has increased as desertification and degradation of the banks continues due to human and animal pressure. The consequence is increased sedimentation of the Niger River and its tributaries. Aquifer levels have yet to return to pre-drought levels because of weak floods and the time lag between a return to normal rainfall

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conditions and aquifer recovery. Consequently, most of the Basin countries are facing a water crisis, resulting from water scarcity and problems with quality and management.

27. Congruent with increasing water demand are increasing tensions between users within a country and riparians themselves. Drought and reduced water availability forced rural communities, such as farmers and cattle herders, to migrate south to more humid conditions increasing pressure on the remaining floodplains and wetlands. With this migration, traditional resources management have given way to survival needs that are ecologically unsustainable and leading to declining biodiversity and productivity of natural habitats. Yet, the Basin countries are unable to invest in costly but necessary environment monitoring.

Socioeconomic Context

28. Basin Population. The Basin population is young and growing with 44 percent under 15 years and growth rates just less than 3 percent. The economic implications of this population composition are huge. Low life expectancy (ranging from 43 to 49 in the five main stem countries) means that the workforce continually loses members who are at their prime in terms of experience and productivity. The AIDS pandemic exacerbates the problem as victims are usually in their “economic” prime. It also means that the majority of children do not have a parent, although traditional practices, where parenting duties are shared by the extended family system, go some way to reducing this problem. Annex F summarizes the human development index and some of the key economic features of these countries as reflected in the Human Development Report (2001).

29. The population is concentrated along the Niger River and its tributaries for whom it is socioeconomically, environmentally, and therefore politically important. A circular relationship between poverty and environmental degradation characterises this region, particularly in the more arid Sahelian zones on the northern margins of the Basin. Regional poverty is a severe limiting factor and compromises the ability of the countries to invest in costly yet necessary state of the environment monitoring. The human pressures on the resource base include deforestation, bush burning, and unsustainable agricultural practices. This combination of increased human pressure and drought then exacerbates desertification and the cycle continues.

30. Economic Development. Economic growth rates in the Basin improved from 1 percent at the beginning of the 1990s to approximately 5 percent in 1997. However, economic growth is heavily dependent on the performance of two primary sectors – agriculture that contributes 40 percent of GDP in the Basin, whereas mining contributes over 10 percent. The Basin’s economies therefore remain vulnerable to drought and fluctuations in world commodity prices. The Basin’s rural economy depends heavily upon natural resources. However, the environment is under severe stress, threatening rural livelihoods and increasing the rural population’s social and economic vulnerability. Current policies entrench inequity in resource distribution, which combined with inappropriate tenure policies and low commodity prices are increasing poverty. Poverty and environmental degradation are leading to increasing urbanization as rural populations move to maintain livelihoods. The economically active population is also being lost due to already low life-expectancies and the AIDS pandemic. Consequently, the economic implications for the Basin’s development are significant.

31. There are a number of dams in the Niger River Basin, most of which are within Nigeria, which is characterised by large hydropower producing dams and growing industrial production. Energy production is primarily derived from two dams, the Kainji and Jebba, which together provide 68 percent of Nigeria’s hydroelectric supply, and 22 percent of the total national power supply. At present, Nigeria’s power demand is outstripping its supply, a condition that is likely to worsen in the future. It is thus clear that increased upstream uses of water for any purpose will be of interest to Nigeria as the downstream riparian

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country has a stake in maximising downstream flows for hydroelectric power production, particularly during periods of dry season flows.

32. In many parts of the Basin, inland navigation provides essential transport for people and goods and is important economically. The length of and duration for which the river is navigable depends upon: flow regulation as provided by the dams the River’s sedimentation; and the presence of aquatic weeds. Despite the Basin’s potential, there has been limited development of the tourism sector. With negligible environmental impacts, eco-tourism may be able to provide alternative livelihoods.

Key Sector Issues

33. Preliminary Transboundary Diagnostic Analysis. The NBA has been involved in a number of diagnostic studies, which formed the basis for the Project’s preparation. During Project preparation a number of transboundary issues were identified that contribute to the degradation of the Basin’s resource base (refer to Annex G). It also achieved consensus between the five countries (Benin, Guinea, Mali, Niger, and Nigeria) involved in the preliminary TDA and how to address the issues related to the Basin’s land and water degradation. In preparation, key environmental issues were reviewed, symptoms/impacts identified, biodiversity and water resource priorities recognized, the root causes and extent determined. During the Project the TDA will be further detailed to be more inclusive, to include the remaining four countries, will then be used to prepare the Basin-wide SAP. The SAP will further identify Basin-wide priority concerns and actions, necessary for promote sustainable land and water management of the Niger River Basin.

34. The preliminary transboundary analysis included a review of the threats, root causes, at various country-level workshops across the region as part of the present Project preparatory process. These consultations occurred during Project preparation at the regional, national, and local level in five of the nine Basin countries, involving the following entities in the Project’s design through national and regional workshops: the NBA; the national governments of Benin, Guinea, Mali, Niger, and Nigeria; local communities and NGOs in the five countries; and UNDP, the World Bank and UN-DESA. During these workshops, through the discussions and review, the participants concluded that the negative consequences are associated with the failure to address these following prioritised transboundary issues, which will be further developed in the final TDA:

Inadequate Land and Water Management Frameworks: Currently national institutions retain a short-term and sector specific focus, and in some cases have yet to develop or implement a policy on land and water resources management. The region is characterized by the general absence of an integrated and regionally-based land and water management framework. National workshops held during Project preparation identified further environmental deterioration if there continues to be an absence of co-operation at all levels and if existing institutions continue to remain weak. Currently, decisions made regarding planning and development occur with low levels of public engagement and participation. Environment-centred public education and awareness programmes are virtually non-existent. Sectors within countries and the countries themselves often work in isolation with insufficient co-operation. Unharmonized legal frameworks at the regional level and the poor adaptive capability of national and regional institutions has made it difficult to effectively and equitably manage the shared water resources. Accordingly, there is little appreciation for water and environment in economic policies, while economic instruments and incentive measures receive little attention, and specific programmes to promote and support local initiatives are almost non-existent. In addition, most of the Basin countries lack a long-term vision and water resources management policy, with a low level of public engagement and participation in planning and

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development, and inadequate mechanisms to encourage and secure participation is lacking in the region.

Degradation of Renewable Resources. The lack of adequate land and water management policy frameworks has contributed to significant degradation of renewable resources. From the preliminary TDA, the Basin’s fish stock has decreased with the near disappearance of certain species, due to disturbances in the river’s flow regime and over-fishing. Inappropriate fishing techniques such as illegal fishing nets, poison and explosives all have negative environmental impacts. Current agricultural practices such as bush clearing, overgrazing, fertility loss, poor drainage systems and utilization of zones close to the river have led to extensive land and water degradation. Though agricultural pollution is limited currently, it is gradually increasing with improper use of pesticides and fertilisers. There is insufficient data on timber exploitation in the upper Basin. However, in the Sahelian countries deforestation is continuing due to the demand for wood for domestic purposes. In the lower Basin, extensive woodlands have been cleared for farming. In addition, tropical forests have been exploited for commercial purposes.

Inadequate Information and Data to Support Decisions. Though there is knowledge of the environmental resources in general, within the Basin there is no effective system for monitoring the quality of freshwater resources, nor are there effective water quality protection programmes. Subsequently, there is ineffective management of water demand and little attention is paid to adapting production methods to natural resource limitations. There is insufficient co-operation between and among sectors within countries, and between and among the countries themselves to understand the integrated management of the land and water resources. This poor adaptive capability makes it difficult if not impossible to manage shared water resources effectively and equitably.

Energy Issues. The preliminary TDA concluded that firewood and charcoal meet approximately 80 percent of the Basin’s energy requirements. Satisfying the demand for domestic fuel and commercial logging has resulted in deforestation and erosion in the Basin, particularly, in the more arid zones in Mali and Niger. Though electricity is available predominately in urban areas, these areas retain a significant demand for domestic fuel that continues the deforestation process. The Niger River Basin has a high hydroelectricity potential. Some infrastructure is already in place to tap this potential, most notably, in Nigeria where hydroelectricity generated by Kainji and Jebba dams comprises 22 percent of the national electricity supply. (In the Lower Niger Delta in Nigeria, oil exploration is threatening mangroves). Alternative sources of energy have received insufficient attention in the Basin.

Impacts from Dams. The Basin’s existing infrastructure has not optimized the Basin’s transboundary opportunities, which needs regional cooperation. The result has been an emphasis on infrastructure to control the river, and unilateral planning that has weakened the role of the Basin’s regional institutions. Dams in the Basin have been constructed without prior coordination and consultation among the various countries or even among stakeholders within the same country. The dams have also increased occurrences of waterborne diseases, water hyacinth, deforestation, population displacement, and decreased fish stock. Despite their reservoir capacities, the dams’ regulatory capabilities for eco-system protection are limited. However, even this limited support proved critical during the extreme dry years of 1984, 1985, and 1990.

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Key Sector Issues to be Addressed by the Project

35. There continue to be numerous interventions in the Basin countries to improve national and Basin-wide water resource management. Understandably, national priorities sometimes supercede regional priorities. In a shared river basin, these interests may conflict with each other, especially as national interests are often based upon immediate needs rather than their long-term impact. To tackle the root causes of the Basin’s environmental degradation a coordinated multi-country effort is required that places action at the lowest appropriate level i.e. follows the principle of subsidiarity. Only through such processes can the riparian countries protect the Basin resources by: (i) introducing effective land and water management, mitigate desertification and sedimentation problems, (ii) establishing reliable water resources monitoring and data exchange, (iii) coordinating the management of the Basin’s infrastructure, and (iv) promoting environmental action on biodiversity protection and conservation with good management practices.

36. From the preliminary transboundary analysis, it has become evident that the Basin’s main sector issues contribute to escalating and negative consequences on the land and water resources. At present, several major barriers need to be removed if the participating countries if the NBA is to make progress in its attempts to secure a sustainable future for the Niger River Basin ecosystem: A series of integrated activities were defined to establish an operational baseline for improved management of the land and water resources; these include:

Finalize the TDA in the remaining four countries. The preliminary TDA identified the priority transboundary environmental issue, to address these environmental priorities, a program of strategic actions pertaining to the legal, policy and institutional reforms and investments for sustainable land and water management will be developed, in coordination with the SAP, the SDAP, these combined efforts will provide framework for integrated sustainable development of the entire Basin.

Improve data management and better understanding of the Basin’s resources. A coordinated, harmonized effort is necessary in terms of collection at the national level and dissemination to end-users to ensure informed decision-making, this activity is in response to the current decisions that are made nationally and regionally based on poor availability of information, limited data-sharing and erratic communication.

Enhance existing capacity regionally, nationally and locally. Strengthened capacity, to address the sector issues and sustainable resource management, will assist to enshrine the principle of subsidiarity whereby action is taken at the most appropriate level, leaving the regional institutions to fulfill their mandate as facilitators for improved sustainable management of and land and water resources, in preparation of a broader program of investments. This will be completed through a range of activities to engage with the Basin’s stakeholders through improved awareness campaigns and community-based actions on the ground facilitated by microgrants, and exchange of lessons learned through a regional forum, and a series of capacity building efforts.

F. PROJECT SUMMARY

Project Preparation

37. The NBA’s request for this Project builds on a number of donor-supported which have often occurred in isolation of each other and the cumulative benefits undervalued. Project preparation provided an opportunity to begin identifying the root causes of resource degradation while beginning to identify

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coordination mechanisms for future development in the Basin amongst the nine riparian countries, which have expressed their support for the GEF Project, through letters of endorsement. Extensive consultations occurred during Project preparation at the regional, national, and local level in five (Benin, Guinea, Mali, Niger and Nigeria) of the nine Basin countries. The Project will extend these consultations to the remaining countries in completing the preliminary TDA, and SAP to the remaining four countries. The following entities were involved in the Project’s design through national and regional workshops: the NBA; the national governments of five countries; local communities and NGOs in the five countries; and UNDP, the World Bank and UN-DESA.

38. The Project design is based on a series of sequential activities, a series of diagnostic studies, and the PDF-A and PDF-B-supported activities. Initial activities were from a set of diagnostic studies that have been undertaken in the last 5 years by the NBA included:

Five country diagnostic assessments compiled by 10 independent national consultants during 2001 prepared in line with common terms of reference to ensure systematic identification of key transboundary environmental issues.

Five national workshops held in 2001 to discuss findings of national consultants and issues raised by stakeholders’ dependant on the resources of the Niger River Basin. These workshops also tabled ideas for demonstration pilot activities.

Two regional meetings to discuss transboundary issues and discuss the TDA and proposed Project Brief.

Numerous studies compiled over the last two decades (e.g., studies by JALDA, USAID, ORSTOM, and SOGREAH etc).

Lessons Learned and Reflected in the Proposed Project Design

39. Lessons learned from other GEF International Waters Projects and non-GEF Projects were included in the Project’s design. The principal lessons are:

Project design lessons: Unrealistic project planning, schedules, and assumptions are commonplace. Top down planning occurs without accounting for the beneficiaries’ needs. The use of inappropriate technologies, lack of markets or access to markets competition from abroad, lack of local capacity, lack of training in necessary techniques etc. Supervision, monitoring, and evaluation have at times been inadequate. National activities have not always taken into account the potential impacts on their neighbors. Activities such as establishing wildlife reserves of global significance have not always involved or been adequately understood by the local communities; more effort is needed to ensure there are local benefits as well as global benefits from any further developments.

Sustainability and participation: Though community-based development can be time-consuming; it can be very successful in directly addressing priority issues. Therefore, engage local communities through access to micro-finance whether as grants or credit and evidence of local ownership would be cost recovery and retention for sustainability. In other words, to involve the beneficiaries in design, implementation and evaluation of Projects on the ground.

Demonstration of best practices for integrated land and water management: Successful water resources management depends on good land management practices since a watershed’s elements are inter-related. Hence, to optimize management of the Basin, actions need to be

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coordinated Basin-wide and in concert with the skills and culture of the different peoples living throughout the Basin. Demonstrations of innovative, locally-appropriate and cost-effective best practices are an effective way to disseminate best practices for community adoption and replication through micro-finance.

Institutional capacity: The challenge is to bring about effective implementation, to ensure sustainability and to achieve benefits for the most needy. It is particularly difficult, but even more necessary when dealing with regional-scale issues and a regional organization. Without improved capacity for management, additional interventions are at risk and are unlikely to achieve the desired benefits. Hence, the Project includes strengthening regional, national, and local institutional capacity building.

Monitoring and evaluation: The GEF International Waters conference in 2002 was attended by team members and several important lessons were highlighted including the importance of ensuring a stronger and more participatory monitoring and evaluation component, including the collection of baseline data within that monitoring and collection component; and the inclusion of the local scientific academic and research community into the Project so as to close the ‘loop’ on scientific data underpinning of environmental and hydrological decision-making.

Partnership: Building broad partnerships among and within the riparian countries and with NGOs, international agencies and donors is essential for a coordinated process and to support the long-term sustainability of the shared resource base. The challenge, therefore, becomes to help foster an environment of trust, equity, and dialogue within which all stakeholders can jointly pursue their common and cooperative development aspirations.

Project Alternatives Considered and Reasons for Rejection

40. The following alternatives to the present Project’s design were considered:

Multi-phase approach to Project design and Implementation. The GEF Project, originally conceived as a multi-phased project, was determined to be inappropriate for the current opportunities in the Basin and not inclusive in the spirit of the Project objective. With the implementation of the GEF Project concurrently with the SDAP, it was determined that a single all-inclusive project would be an optimal approach to meet the paralleling efforts and outcomes from the two activities.

Single implementing agency involvement. This option would not benefit from the comparative advantages and strengths that each agency could bring to co-implementation. UNDP’s comparative advantage is its in-the-field and capacity building experience, whereas the World Bank brings technical expertise and its capacity as a convener. Moreover, experience has shown the added value to the recipients when UNDP and the World Bank co-implement. Both agencies have extensive GEF International Waters portfolios and experience in the development and management of integrated river Basin management Projects such as the Niger that employ TDA/SAP approaches.

Preparation of national programs. To address the environmentally sustainable development of the Niger River Basin, it is necessary to have a trans-national approach. Thus, not at the expense of national programs, but it’s important to note national programs would by their nature not address the Basin’s transboundary issues, and the need for coordinated

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management of the Basin’s land and water resources. Moreover, preparation of nine separate national programs would be costly and expend significant resources in coordinating activities.

A few large-scale demonstration pilot projects. This option was considered but modified, so that the Project will now assist countries in demonstrating available best practices in the priority themes and sites identified, while depending on microgrants for adoption and replication of best practices by local communities. The reason for such a modified approach is that it will allow greater participation and ownership by local stakeholders in land and water management, while benefiting from lessons learnt in conducting demonstration pilot projects.

Project Rationale

41. The Project, designed within the context of GEF OP#9, includes a transboundary increment, to strengthen the regional and national institutional capacity to address land and water degradation and management issues in the Niger River Basin. The value of this Project is that the component activities either build on initiatives and activities which are already under implementation at the national and sub-Basin levels to strengthen institutions; or it provides the necessary knowledge and tools for good management practices. Through these efforts, the Project adds a transboundary element to these actions, thereby expanding and capturing additional benefits for the shared environment.

Capacity Building. Through the capacity building components, the Project supports integrated regional capacity building of the Niger Basin Authority (NBA); national institutions to increase their knowledge base, and decision-making capacities for strategic management of, and development in the Basin; and local capacity building to manage local resources, through community-based implementation of microgrant-supported interventions.

Land and water issues. The Project’s principle focus is to reverse land and water degradation of the Niger River Basin, however this process requires an integrated approach to upper and lower Basin, land-water and environmental management. The GEF Project’s technical components, through the microgrant-supported demonstration activities, will develop an understanding of the inter-relationship of better land management practices in agriculture, forestry, and other relevant sectors; and define mechanisms to improve water quality while reducing degradation of the regional biodiversity, offering possibilities for cumulative rural socioeconomic benefits for communities that depend on the land and water resources for their livelihood.

Transboundary Increment. This GEF Project strategically address the incremental costs associated with converting the Project’s national decision-making capacity and individual national issues, which could be transboundary in nature, into regional operational context, to achieve global benefits.

Project Components

42. The Project is designed to address the Basin priorities, addressing transboundary issues, improving land and water resources management and strengthening capacity as identified in the preliminary TDA. The GEF Project will collaborate with other initiatives internal and external to the in the Niger River Basin. Intra-Basin the Project will complement the broader international waters work the nine Basin countries are undertaking assisted by the World Bank. Therefore, the GEF Project will focus on the environmental aspects of managing the Niger River Basin. The Project is anticipated to be a single phased Project of USD 13 million (GEF funding) spread over six components:

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Table 1 Project Components and GEF Budget AllocationsComponent GEF Budget

(USD m)7Implementing

AgencyComponent 1 Project Management 1.5 WBComponent 2 Capacity Building 1.5 UNDPComponent 3 Data Management 2.0 WBComponent 4 Regional Forum 0.5 UNDPComponent 5 Demonstrating Change in the Basin -

Microgrant-supported interventions 5.0 UNDP

Component 6 TDA and SAP Preparation 2.5 WB Total 13.0

43. Component 1: Project Management (USD 1.5 million): This component will augment regional, national, and local institutional capacity in all nine-Basin countries to manage and implement regional Projects. Existing institutions will be strengthened primarily at the local level to implement the Project. To support regional and national Project implementation, core personnel in existing institutions at the regional and national level will receive further training on Project management (procurement, disbursement, project cycles and implementation process etc). It is anticipated that a core group of specialists will be built within regional and national institutions that are experienced in managing regional environmental Projects.

44. In particular, establishing the Project Management/administrative Unit (PMU) within the NBA will strengthen the NBA’s Project management capacity, so that in due course the NBA can execute a broader portfolio of regional environmental interventions. The PMU will have employ Project staff, and rely upon specific inputs from consultants as needed. The mix of expertise could include, for example, Regional Project Coordinator, Financial Procurement Specialist, Land and Water Specialist, Microgrant Specialist, Data Management Specialist, Participation and Communication Specialist, but will be determined prior to Project finalization during the Appraisal phase.

45. The component activities are:

Activity 1.1: Establish the Project Management Unit (PMU);

Activity 1.2: Recruit Project staff;

Activity 1.3: Establish the Project implementation structure; and

Activity 1.4: Conduct Project management training for PMU, NBA and national staff.

46. Component 2: Capacity Building (USD 1.5 million): Effective consultation and co-ordination at the local, national and regional level is an essential pre-condition for the successful formulation and implementation of an integrated Basin management plan. This presents a prime opportunity for GEF support to help clarify policy and institutional linkages to achieve coordinated management of the functions to be performed by the NBA. The GEF Project will augment the current capacity building in two ways – by focusing primarily on the environmental aspects of Basin management, and by including local organizations in the capacity building program. It is anticipated that these local organizations will also be involved in managing and implementing the TDA/SAP process and the microgrants. The training courses will include: sharing best practices in land and water management (especially on priority themes

7 During the Project preparation process the funds were reallocated and reflected in the Budget section of the Project Document.

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identified), involving stakeholders in decision-making, design and implementation of microgrant-supported interventions and raise awareness on the transboundary environmental issues.


Activity 2.1: Assess the gaps in capacity in the Basin at the regional, national and local level (both public sector and civil society);

Activity 2.2: Elaborate an Operational Strategy for Educational and Training Strategies

Activity 2.3 Conduct training courses at all levels; and

Activity 2.4 Implement public education and awareness programs.

48. Component 3: Data management (USD 2.0 million): This component’s objective is to enable the riparians to build a robust partnership to manage water and environment data and thus enhance knowledge of the Basin. It will also draw on the work being done in Guinea as part of the GEF Project in the Senegal Basin to establish an information system framework for improved data collection and data exchange and monitoring mechanisms established in all nine countries. Though good water management needs knowledge of existing water and environmental conditions, collecting raw data by itself is insufficient to solving the Basin’s problems. It is essential to use the data to inform decision-making, which is only possible if it is shared with policy decision-makers across the Basin. Therefore, it is important to set up procedures and protocols that ensure data compatibility, processing, and dissemination and promote a mutual understanding between the riparian countries, and the decision-makers.

49. Given the large task involved, a strategic division of labor would suggest that the riparian countries collect and process the data within their national jurisdiction, and the NBA provides Basin-wide analysis and aggregation. To improve dissemination across the Basin, the NBA will work together with the riparian countries to augment existing data-sharing mechanisms. For the data to be useful, it has to inform decision-making in the Basin. Therefore, workshops will be conducted to strengthen existing communication between the technical and political communities at the national and regional levels.

50. Though the Niger River Basin has been studied extensively, a number of important gaps remain:

Systemic and integrated analysis of national and transboundary ground and surface water resources and use across the Basin and between sectors;

Hydraulic functioning of run-off in flood zones, infiltration routes, and evaporation in the Inner Delta;

Feasibility, appropriateness, potential transboundary effects, and environmental implications of structural solutions such as control structures intended to regulate flows throughout the Basin;

Linkages between natural resource use, socioeconomic concerns, the environment and the need to jointly define and prioritize issues; and

Developing a mechanism to integrate actions, ensure effective communications regionally and sectorally, monitoring and regulation.


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Activity 3.1: Assess the quality of data on water resources, and identify gaps through a series of studies on existing data, monitoring indicators, and knowledge baseline;

Activity 3.2: Build on existing knowledge on technical and protocol matters to prepare appropriate data-sharing mechanisms ensuring quality, compatibility and sharing;

Activity 3.3: Establish a Basin-wide data management protocol and implementation process for collection and data exchange by strengthening institutional links between national and regional institutions to share data;

Activity 3.4: Conduct national and regional training courses for data managers (collectors, processors, interpreters) and data users (policy decision-makers) to improve quality of data management, its monitoring and its dissemination; and

Activity 3.5 Augment the Basin-wide economic model being developed with environmental data.

52. Component 4: Regional Forum (USD 0.5 million): This component will facilitate the exchange of lessons learned and Basin management best practices in regional Projects in Sub-Saharan Africa. A Working Group will draw together lessons from other GEF River and Lake basin projects in Africa (such as Senegal River, Lake Chad, Volta Basin, Okavango Delta, Lake Tanganyika, Lake Victoria, and Lake Malawi), and other projects in the region and prepare the forum’s agenda and arrange for papers to be presented along agreed to priority themes. Following on from the GEF project in the Senegal Basin, NBA will hold an Africa Regional Forum. The forum will serve to encourage the establishment of links to other regional Projects and networks. With guidance from the two GEF Implementing Agencies and support from the regional Public Participation and Information Expert, the RPC will organize the Africa Regional Forum hosted in Niamey by the NBA Executive Secretariat.


Activity 4.1: Conduct a comparative analysis of other international Basins; and

Activity 4.2: Host a GEF regional forum on international waters projects.

54. Component 5: Demonstrating change in the Niger River Basin-Microgrant-supported interventions (USD 5.0 million): Component 5 is strategically designed to (i) provide a mechanism to support community-based interventions and improve livelihoods at the local level, while also providing opportunities to exchange, through training, know-how the lessons learned at the national and local levels, (ii) continue to draw on the issues and actions identified through the TDA/SAP process providing communities opportunities to assume control and authority over decisions and resources, (iii) promote ownership and care of local assets and resources. Most importantly, however it will also provide a platform, for lessons learned, on good management practices in the Basin, providing a valuable asset in the SAP resource management framework for future interventions and investments in the Basin.

55. Though the preliminary TDA identified a range of transboundary sector issues, through a collaborative process with the NBA members, five main sector themes (referenced in Table 2) were identified as the current priority actions for reversing land and water degradation trends in the Niger River Basin. These themes may be augmented during the full TDA/SAP process, when incorporating the reaming four (Burkina Faso, Cameroon, Chad, and Cote d’Ivoire) countries and completing the comprehensive SAP. However, to address the sector themes, and commence a program of good-management practices, a Microgrant Programme will be implemented. This Programme will complement

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the training and capacity building conducted in Component 2. Where Component 2 will include the development of models and approaches for each of the priority themes, Component 5, with relevant public authorities at the national and local levels, along with relevant NGOs and other civil organizations, and with assistance from the PMU, will develop Demonstration Pilots for each selected theme identified for a target site. Annex H provides details of indicative interventions and activities at proposed demonstration sites.

56. Before rolling out a large-scale community-based program to tackle the priority themes the countries have decided to test the appropriateness of possible interventions. Following the idea of ‘appropriateness’, and drawing upon the Basin’s prior experience with demonstrations sites; and benefiting from the success of the UNDP Small Grants Programme (SGP), one mode of piloting possible interventions is through a demonstration program combining microgrant-supported community-based interventions.

57. Local communities throughout the Basin often have to face environmental degradation head-on. However, lessons learned have shown that large-scale demonstration projects are not easily replicated by community-based organizations, and do not always benefit the community directly. Therefore, communities will be given the means to be directly involved through the proposed microgrant interventions, with each microgrant having a ceiling of USD 75,000. The microgrants’ ceiling is set to allow a larger number of land degradation and sustainable land and water management interventions to be piloted, in order to enhance both impacts and lessons learned.

58. Component 5, the Demonstration Pilots and Microgrant Programme will be based on the principles of the GEF-SGP, which has local community-based experience with a range of applicants, and through the public information and outreach program hopes to target those communities and stakeholders within the immediate context of the Project design and Project objectives. The GEF-SGP has been successful in successfully implementing projects and disbursing funds, which this Project hopes to build-on and replicate.

59. While most of the Demonstration Program is envisaged to be implemented through a microgrant facility directly managed by local NGOs and communities, some parts of the program (activities such as baseline analysis, workshops and training, harmonization of local government rules and procedures, and participatory monitoring and evaluation of the program) will be managed by relevant entities demonstrating capacity for the work.

60. Under GEF criteria, interventions that are transboundary are eligible for GEF funding. Those interventions that are ineligible for GEF funding will be addressed in other ways, including the broader international waters work being facilitated by the World Bank or other appropriate donors. Annex H provides an indicative set of interventions and sites that were developed by Member Countries and NBA for each priority theme during the April 2002 Technical Workshop in Niamey. This information will be further developed, and Programme interventions defined during the Appraisal phase. Table 2 lists the outcomes from decisions made by the countries as to the proposed seven thematic priorities for the Demonstration Program, their host/lead country, and the countries, which have already stated an interest in replicating similar interventions, which will extend throughout the Basin, since the component activities will be implemented in all nine Basin countries. In addition to the 7 thematic priorities, which can be supported by the GEF, Table 2 also includes three other themes; Themes 8 and 9 will be supported by IW funds through the World Bank. Theme 10 will be supplemented as a paralleling effort to Component 3.

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Table 2: List of Proposed Microgrant-supported Themes with Host and Interested Countries

Priority themes

Ben

inB

urki

na

Cam

eroo

nC

had

Cot

e d’

Ivoi

re

Gui

nea

Mal

iN

iger

Nig

eria

NB

A

Theme 1: Reducing Dependence on Wood (and Charcoal) for Domestic Energy

Theme 2: Improving Farming Techniques and Practices in Rain-fed Agriculture

Theme 3: Improving Farming Techniques and Practices in Irrigated Agriculture

Theme 4: Reversing Degradation of Soils, Pastures and Animal Health in the Livestock Sector

Theme 5: Promoting Sustainable Fishing and Hunting Practices

Theme 6: Supporting Eco-tourism and Environmental Protection

Theme 7: Improving Water Quality by Combating Industrial, Urban and Mining Pollution

Theme 8: Promoting Navigation Activities on the Niger River

Theme 9: Strengthening Integrated Water Resource Management in the Niger River Basin

Theme 10: Implementing the Environmental Observatory in the Niger River Basin (as part of Component 3)

* lead/host country; participating country

61. Institutionally, the microgrant-supported interventions will be implemented nationally by a sub-contracted NGO, through a transparent selection process based on eligibility criteria and in compliance with environmental and social safeguards. A Local Coordinating Committee consisting of the PMU, representative of the National Teams, representative of Local Government, and the sub-contracted NGO, will develop the Demonstration Program for each pilot Site, and assist together with the Scientific Advisory Committee, in Project design of the microgrant-supported community-based interventions. They will ensure harmonization across countries, targeting the transboundary issues, and addressing social and environmental safeguards. The operational and implementation process of Component 5 (including specific sites, verification of themes, local and national executing agencies, structure and mandate of the Local Coordinating Committees) will be determined during the Appraisal phase.

62. Successful replication by communities, of effective interventions, will be critical not only for Basin-wide success of community-based resource management, but will also provide the tools and mechanisms for national and regional level decision-makers in the developing strategic actions and recommendations in the SAP in the broader context of resource management and decision-making.

63. Institutional arrangements will be established to assist communities in designing, implementing and monitoring and evaluating the environmental benefits and cost-effectiveness, for further replication as good management practices in the Basin. The anticipated outcomes of demonstrating change in the Niger River Basin through demonstration and microgrant-supported interventions will be: (i) the accumulated effect of tens of demonstration pilot interventions compared to seven larger demonstration Projects

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addressing the Basin countries’ priority themes; (ii) community involvement in managing change in the Basin by improving local socioeconomic conditions, promoting ownership and care of local resources; (iii) closer linkages and collaborative work between government entities and civil society; and (iv) immediate action on the ground.

64. The component interventions will:

Activity 5.1: Establish Local Coordinating Committees;

Activity 5.2: Analyze baseline situation in each pilot site;

Activity 5.3: Identify priority issues from the TDA and develop site-specific Demonstration Programs;

Activity 5.4: Select and sub-contract a national NGO in each riparian country to manage the microgrant component;

Activity 5.5: Implement demonstration of best practices;

Activity 5.6: Prepare the detailed Microgrant Program Operational Manual to include compliance with environmental and social safeguards;

Activity 5.7: Community demonstration pilots replicated in other appropriate regions in the Basin;

Activity 5.8: Implement a public information campaign on best practices;

Activity 5.9: Implement accompanying measures such as local enabling activities, and land use planning; and

Activity 5.10: Monitor and evaluate the demonstration program environmental benefits and cost-effectiveness.

65. Component 6: TDA and SAP Preparation (USD 2.5 million): This component will work in complement to the broader international waters work which is developing a Basin-wide SDAP through in-depth consultations that will lead to large multi-sector investments. Consequently, the SAP being developed under the GEF Project will focus primarily on the environmental aspects. In finalizing the TDA, the component activities will complete an in-depth identification and analysis of environmental problems and issues throughout the Basin and their linkages with transboundary dynamics. The sources of the problems, their impacts on the natural and human environments as well as their root causes will be assessed and prioritized in order to highlight the most affected areas in the Basin and the transboundary priorities which need to be addressed as a result. As noted earlier, a preliminary TDA was done in the five main stem riparian countries of the Niger River Basin (Benin, Guinea, Mali, Niger and Nigeria), and this effort will be extended to the remaining four riparian countries – Burkina Faso, Cameroon, Chad and Cote d’Ivoire, to complete the TDA and develop a comprehensive understanding of the priority transboundary issues, threats to the Basin, and root causes, which then will be the basis for preparing the SAP.

66. Both the TDA and SAP will serve as critical documents to improve environmental management in the Basin; introduce relevant environmental protection policies; provide opportunities innovative community-based microgrant funded investments; and inform the public on the issues in the Basin. The SAP will be a

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strategic document for decision-makers for future actions and investments in the Basin. Local counterparts preparing the SAP will be required to identify, for the proposed priority activities, the possible environmental and social impacts, any future investments and actions will be required to comply with the riparian’s environmental policies and any future regional policies established in the Basin.

67. The SAP will facilitate transparent and sustainable Basin management through strengthening of relevant local, national and regional institutions, introduce relevant environmental protection policies and legislation, and provide opportunities for innovative community-based activities to improve community livelihoods through small microgrant investments while providing mechanisms for improved resource management.

68. Critical to the process is the complementary efforts of developing the SAP and the SDAP. Whereas the GEF Project’s SAP will focus on managing the Basin’s environment, the SDAP will deal with the broader issues of development in the Basin. The SAP and SDAP will be managed as complementary processes, for which the SAP is the natural precursor. The SAP will prioritize environmentally focused issues and sectors across the Basin member states, as well as developing a framework for environment management for sustainable development in the Basin. Subsequently, the SDAP will envelope all possible sectors, both those with the environmental externalities. Recognizing that the SAP and SDAP are complementary in their objective, vision and outcome, the Component 6 efforts and activities have a target focus, and will be coordinated with the SDAP process to avoid duplication.

69. The SAP will conform to GEF expectations and include:

A clear definition of national and transboundary priorities based on the TDA outcomes;

A concise summary of the identified threats and their root causes;

A description of public perceptions of environmental threats, development and equipment actions at the Basin-wide level, and the related transboundary management issues;

A priority ranking of national and transboundary actions according to the recommendations;

Identify and define priority actions and responsible parties;

Identify the tools and mechanisms for good management practices t o reverse land and water degradation in the Niger River; and

Identify additional capacity building necessary to facilitate SAP implementation


Activity 6.1: Finalize the TDA to include the remaining riparian countries;

Activity 6.2: Develop the SAP based upon the TDA;

Activity 6.3: Validate the SAP; and

Activity 6.4: Engage donors to support implementation of the SAP.

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Key Policy and Institutional Reforms supported by the Project

71. The Project will strengthen existing regional and national institutions in order to design and implement policies to sustainably develop the Basin’s resources. Part of the strengthening process will be to ensure activities happen at the most appropriate level (subsidiarity). At the regional level, this will allow the Basin’s regional institution, the NBA, to better serve its member countries by facilitating the Basin’s development. This will be in line with its long-term objective “to promote cooperation among the member countries and to ensure integrated development in all fields.” The Project’s daily execution will be done by a PMU, which will work closely with the NBA. Thus, the NBA will have the opportunity to strengthen its understanding of Project execution as it develops its capacities in line with the mandate given to it by its member countries. This will prepare the NBA for the broader challenges that will derive from overseeing the investment portfolio that will result from the cooperative development of the Niger River Basin by its riparian countries. At the local level, the principle of subsidiarity will engage community-based organisations in the decision-making process, and in tackling the Basin’s priority issues.

G. RISKS AND SUSTAINABILITY

Risks

72. The long term success of regional scale, multi-country management programs, such as this Project depends upon the political willingness of the participating countries to co-operate, to continue Project programs and approaches after the GEF intervention, and the extent to which activities successfully engage end-users at the community level. Despite occasional political and social tensions in the Basin, the riparian countries’ commitment to cooperate and to the NBA lends credence to a hope for successful and sustainable implementation.

73. The riparian country governments have agreed upon and are committed to achieve Project development objective, and the countries are committed to sustain the Project activities, implementing lessons learned after the Project is completed. The risk of launching an unsustainable Project is seen as moderate. Project activities are coordinated with compatible activities in the Basin and continued political commitment and support from all riparian countries will be sustained through continued cooperation between regional, national and local institutions. Annex B, the Logical Framework outlines some of the critical assumptions to be heeded during Project implementation to minimize risks.

Sustainability

74. Financial Sustainability. The Basin countries’ financial commitment is largely reflected through their NBA contributions (current national commitments are estimated at USD 2.14 million) current donor, UNDP’s and the World Bank’s ongoing work in country projects, which form the baseline for this intervention. Most importantly, national water policy reform work as integrated into an overall regional policy development process, and as part of the SDAP, will further consolidate and strengthen the long-term financial sustainability of the present intervention. In addition, a number of donors are actively supporting work in the Niger River Basin either through the riparian countries or in the NBA.

75. Government Commitment. The Basin countries’ commitment to cooperatively managing the Niger River Basin is evidenced by their request to UNDP and the World Bank for assistance in strengthening their joint management mechanisms. With specific regard to the GEF Project, the Basin countries that participated explicitly in the design worked well together during the preparation process. The involvement of national officials’ in organizing national and regional workshops, workgroups, and steering committees has been extensive and consistent. The intent of the Project is to strengthen regional

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collaboration, which is essential for reduction of tensions, to foster exchange of knowledge, skills, and know-how, and provide a conducive environment for donor support.

76. The Project’s purpose is to lay the foundation for future sustainable coordinated development in the Basin by: (i) building on national water resource Projects and initiatives already supported by UNDP and the World Bank; (ii) creating capacity for transboundary environmental management at the community, national and regional levels; (iii) setting in place strong participatory process, which will involve communities, local authorities, scientific institutions and NGOs in the management of the common transboundary resources; and (iv) designing a common TDA and SAP which will lay the technical, policy and institutional foundation for future cooperative Projects and programs.

Replicability

77. The Project potential for successful replication and reoccurrence, within the Basin and to other similar Projects is high both at the regional, national, and local levels. The principles of successful implantation practices, for institutional capacity building are integrated in the Project design, this includes but not limited to activities such as management training and cooperative workshops, and enforcing principles of accountability and transparency in the Project management and implementation. Inherent in the pilot-demonstration activities and the microgrant-supported interventions, will be the exchange of lessons learned on causes and demonstrating solutions and best practices to the address priority problems. These lessons learned and good resource management practices will be transferred to other appropriate areas of the Basin, through in the field training, workshops, and technical assistance and implementation of microgrant-supported interventions.

78. A number of other GEF international waters projects are under way or preparation in West Africa. Component 4 will promote and facilitate, through a regional forum, the exchange of experiences, and best practices in other GEF international waters projects and other comparable projects in Sub-Sahara Africa.

H. BENEFICIARIES AND STAKEHOLDERS INVOLVEMENT

Beneficiaries

79. Through the PDF-B the Project’s regional, national, and local beneficiaries and stakeholders affected by the management of the Niger River Basin’s water and land resources were engaged in the Project preparation process. The primary regional institution is the NBA; nationally the principle beneficiaries would be ministries, academic institutions, and NGOs; and at the local level the primary beneficiaries would be communities who are either involved directly in the Project through microgrant-supported interventions, or to whom indirect benefits accrue.

80. The current Project proposal builds on and adds to the level of public involvement that began during the preparatory process under the PDF-A and PDF-B. Through the PDF-B, the Basin stakeholders include the NBA, national governments, local communities, NGOs and international agencies, contributed towards finalizing the Project Brief. In addition to the national governments, local communities and NGOs will be important partners in implementing the planned activities. Many international, regional, and national institutions will also work through the NBA to secure implementation of planned activities. This involved a broad array of stakeholders including local communities, local and sub-national governments and institutions, and the NGO community.

81. The Project’s primary benefits will be a more inclusive decision-making process regarding the Basin’s resources, strengthened institutions, direct action on priority issues, upscaling of pilot activities demonstrated to have been effective, and the NBA’s growing confidence to facilitate the Basin’s future

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development. At the local level, there will be opportunities to address local priority issues through the demonstration program. The Project will address rural poverty in the context of capacity building at the local level in Project Component 2 and the financing of community-based microgrant-supported interventions improving the livelihood of rural communities. Through implementing the component activities, the overall SAP process will provide for effective resource management of the Basin. These activities will provide a basis for future benefits to the rural communities:

Successful best practices demonstrated, and adopted through microgrant-supported interventions will provide tools and empower communities to address local priority issues;

The demonstration program and microgrant-supported interventions will provide communities opportunities to find alternative livelihoods that are more sustainable;

The demonstration program will provide a means to be more involved in the local decision-making process; and

These demonstration programs and microgrant-supported activities will be able to quickly have positive impacts on the ground.

Stakeholder Participation

82. The Basin stakeholders include the NBA, national governments, local communities, NGOs and international agencies, contributed, in their own way, towards finalizing Project Brief. The current Project proposal builds on and adds to the level of public involvement that began during the preparatory process under the PDF-A and PDF-B. In addition to the national governments, local communities and NGOs will be important partners in the implementing the planned activities. Many international, regional, and national institutions will also work through the NBA to secure implementation of planned activities.

83. During preparation, provision of e-mail facilities, national and regional workshops, meetings, and interviews during visits to the entire Basin states by the Chief Technical Advisor (CTA), the GEF Focal Point, and NBA representation were part of the stakeholder participation. This involved a broad array of stakeholders including local communities, local and sub-national governments and institutions, and the NGO community. This effort was achieved with varying degrees of success in all five countries. In some countries, it was difficult to involve local communities at workshops, but many of the communities were visited during the interviews carried out by the national consultants.

84. Through the NBA, an informational and consultative process for all NBA members was established. This was achieved through keeping members informed via e-mail and during national workshops. Following the preparation of a preliminary, five country framework TDA summarizing key issues, priorities, and future options in each of the participating countries, an initial evaluation of water resources development scenarios and their individual and, to the extent possible, their combined impact on the natural and human environment.

I. PROJECT FINANCING AND INCREMENTAL COSTS

Project Financing

85. The Project designed to build-on and reinforce current activities in the Basin strengthens the regional institutional framework within which future activities, through the SAP and SDAP, are implemented. Additional financing for these future activities will be sought at the completion of these action programmes; hence, the GEF Project serves as a leverage and catalyst for further investments in the

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Basin. A detailed Project budget, corresponding to the component activities will be prepared, with the stakeholders during the Appraisal phase.

86. The Project will finance activities in the nine countries as described in Table 3 below. The Project builds on World Bank- and UNDP-supported national activities in these countries, and serves as a transboundary increment to those national actions. The Project will not fund the NBA operations and recurrent costs. These costs will continue to be funded by the countries themselves through the annual contribution to the NBA.

87. Funding for this Project is within the context of the agreed GEF Project envelope, ensures the commitment of all Governments and bi-lateral and multilateral donors who have expressed an interest in supporting NBA and the SAP and SDAP process. The Project’s co-financing funds, both of in-kind counterpart contributions and donor-supported parallel funds as they contribute to the Project components, are indicative of the on-going Project activities to contribute to the GEF Project.

88. Total Project costs are estimated to be USD 30.277 million, with a total GEF contribution of USD 13.375 million (this includes USD 0.375 million of PDF A and B funding) and additional USD 0.18 million preparation funds (USD 0.10 million from UNDP-TRIB, and USD 0.08 million from UNDP-SPPD). The remaining amount of USD 16.722 million will come from various parallel funded co-financing sources such as: national government in-kind contributions, and active donors in the Basin (USD 2.14 million from current estimated in-kind commitments, and USD 14.582 million from donors). The Project budget and financing will be confirmed during the Appraisal phase.

Table 3. Summary of Project Financing (USD million)Project Components Co-financing GEF TOTAL

USD millionsComponent 1: Project Management 1.07 1.5 2.57Component 2: Capacity Building 4.420 1.5 5.920Component 3: Data Management 0.66 2.0 2.660Component 4: Regional Forum 0.00 0.5 .500Component 5: Demonstrating Change in the Basin – Microgrant-supported interventions

10.11 5.0 15.11

Component 6: TDA and SAP Preparation 0.460 2.5 2.960TOTALS 16.722 13.00 29.722PDF (Block A and B) 0 0.375 0.375UNDP-SPPD 0 0.08 0.08UNDP-TRIB 0 0.100 0.100Total Project Financing 16.722 13.555 30.277

Incremental Costs

89. The incremental cost of is the difference between the baseline costs and GEF Alternative. The incremental costs are those associated with the regional and global benefits, linked principally to overcome transboundary barriers. Overcoming these barriers has specific capacity building implications and associated costs that lie beyond the domestic baselines of the riparian countries. Table 4 provides a summary of the incremental costs, and Annex A, the Incremental Cost Analysis, presents a summary of the domestic and global benefits associated with the baseline activities and the proposed GEF Alternative. As part of the GEF Alternative, (USD 29.722 million) the incremental cost of USD 13.00 million of this GEF Project is the costs that are beyond the baseline costs (USD 16. 722 million).

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Table 4. Summary of Incremental Costs and Baseline CostsFINANCING Baseline Scenario

(USD million)GEF Alternative

(USD million)Project Increment

GEF Contribution 13.00 13.00Co-financing: 14.582 14.582Current Estimated In-kind Contribution

2.140 2.140

16.722 29.722 13.00

Cost Effectiveness

90. The design and scope of present Project is consistent with these GEF guidelines. Further, the Project objective corresponds to GEF guidance under this OP and makes possible the formulation of the TDA and SAP prescribed as part of the International Waters Portfolio. The economic, social, and environmental well being of participating countries depends upon the vitality and productivity of entire the Niger River Basin is a transboundary in nature. The co-operatively prepared and unanimously endorsed preliminary transboundary analysis, and anticipated adoption of the SAP provide a sound technical basis for, and countries commitment to, participation in OP #9 generally and specifically the Land Degradation Component of that OP.

J. INSTITUTIONAL AND PROGRAM COORDINATION

Coordinating with GEF Projects

91. This Project will complement and work directly with, other GEF IW Projects, to the extent possible, with other Basin-wide GEF-IW Projects, such as the Gulf of Guinea Large Marine Ecosystem (LME) Project, and the Lake Chad Project, and the Senegal River Project. It will coordinate closely with the proposed Project for the Fouta Djallon highlands and the GEF-supported dryland Project in the Senegal River valley, which are concerned with land degradation issues as part of the overall GEF-supported efforts to address land and water degradation in Africa. The Project makes provisions s for co-implementation by the World Bank and UNDP to demonstrate the commitment to the Africa Land and Water Management Initiative (ALWMI), to ensure coordination with the GEF Projects in the regional and ensure effective coordination of multilateral assistance to the Niger River Basin.

Interfacing with Other Projects and Initiatives

92. There are a number of initiatives in the Basin, which should be noted as valuable efforts for developing appropriate linkages and coordinating efforts to benefit from lessons learned and so that scarce financial resources could be used more efficiently. Other Projects in the Niger River Basin include:

SDAP. Developing a Shared Vision and SDAP: In June 2002, the Chairman of the NBA Heads of State, the President of the Niger Republic wrote to the President of the World Bank, formally requesting the Bank’s assistance to the NBA member countries in developing a cooperative framework, which the Bank agreed to do. To tap the development potential in the Niger River Basin, the nine riparian countries requested the World Bank’s assistance to develop cooperative management of the Basin’s resources. In supporting the Basin countries and their Basin organization, the NBA, the Bank is facilitating the expression of a shared vision for the Niger River Basin, and the SDAP will manifest the vision on the ground. The broader process of developing a shared vision and the SDAP is still being designed but will include: (a) capacity building and institutional strengthening; (b) strategic planning of

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regional activities and sectoral analysis of regional issues; and (c) coordinating the Niger River Basin countries’ development partners.

The Sub-Regional Action Plan Against Desertification of CILSS and CEDEAO (SRAPDC) aims enhance sub-regional cooperation vis-à-vis rational management of shared natural resources and contribute West and Central Africa’s sustainable development. SRAPDC strategic objectives are to ensure food security, energy security, sustainability and quality of economic growth. To pursue this objective, eight priority areas for intervention have been agreed upon:

a) Sustainable management of shared water resources;

b) Sustainable management of shared and/or cross border plant and animal;

c) Scientific and technical cooperation;

d) Development and rational management of energy resources;

e) Control of pests affecting crops, forest species, and animals;

f) Early warning mechanisms and mitigation of drought effects;

g) Information / Education / Communication; and

h) Coordination of marketing rules and establishment of common infrastructures.

Regional IWRM Action Plan in collaboration with the Global Water Partnership: This program aims to promote the adoption of integrated water resources management (IWRM) principles in West Africa. Its operational objectives included: (a) to set-up a full participatory West African Partnership for the preparation of regional action plan; (b) to complete the process of elaborating national water visions in ten countries; (c) to build a strong alliance with ECOWAS and UEMOA to implement IWRM principles; and (d) to build capacity and awareness in the region.

FAO. The UN’s Food and Agriculture Organization (FAO) together with the African Development Bank has a three-phase program to combat hydro-erosion and sedimentation of watercourses that is in its first year. FAO is also supporting a program against aquatic weeds that is being implemented as part of the NBA’s Action Plan, which involves intervention from FAO and financial assistance from UNICEF concerning biogas and fertilizer production.

World Bank. There are number of active environment and water-related World Bank Projects in the Basin in which the objectives are relevant to the objectives of the current GEF Project which include but not limited to:

a) Benin: Rural Water Supply and Sanitation Project;

b) Burkina Faso: the Ouagadougou Water Supply Project and Community-based Rural Project;

c) Cameroon: the Regional Environmental and Information Management Program;

d) Cote d’Ivoire: Water Resource Strategy;

e) Guinea: Third Water Supply and Supplemental Project;

f) Mali: National Water Resources Strategy Preparation;

g) Niger: the Water Resource Management Sector Strategy, and Water Sector Project; and

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h) Nigeria: the Water Resource Management Strategy and the Urban Water Sector Reform Project.

UNDP. The regional international waters project, Integrated Management of the Lake Chad Basin, outside the Basin has commenced, and there are a number of ongoing UNDP country environmental projects that also complement the proposed Project. As part capacity building projects in Nigeria and Benin were included in the incremental analysis, and other projects complementary in their geographic proximity and/or objectives, prevent them as part of the of the Project baseline. The three regional/national complementary projects include but not limited to: (i) Industrial water pollution control in the Gulf of Guinea Large Marine Ecosystem, within Cote d’Ivoire, Benin, Cameroon, Ghana and Nigeria; (ii) Integrated Management of the Lake Chad Basin, Chad, Nigeria, Mali, and Cameroon; and (iii) Control of exotic aquatic weeds in rivers and coastal lagoons to enhance /restore biodiversity in Cote d’Ivoire.

K. REVIEW BY EXPERT STAP ROSTER

93. The Project review process included a two-step process, an upstream STAP review to provide a critical review of Project objectives and design and a second STAP review (refer to Annex D), provides an objective critique of the Project design. A subsequent response is provided in Annex E.

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ANNEX 2: INSTITUTIONAL ARRANGEMENTS

o T

NA

TIO

NA

LLO

CA

LAfrican Development Bank Project

Heads of State

Council of Ministers

Niger Basin Authority Executive Secretariat(NBA/ES)

Technical Department

National Coordination Units(NCU-AfDB)

(9) National Project Teams(NPT)

Beneficiaries

GEF Project

Project Management Coordination Unit (PMCU)

Sub Scientific and Technical Committee (STS)

Regional Steering Committee for GEF and

AfDB (RSC)

(9) National Steering Committees (NSC)

Local Coordination Committees (LCC)

Local Technical Committees

RE

GIO

NA

LN

BA

O

RG

AN

IZAT

ION

ANNEX 3:STAFF AND TERMS OF REFERENCE

1) Staff List

2) Terms of Reference of NBA Executive Secretariat

3) Terms of Reference of the Regional Steering Committee (RSC)

4) Terms of Reference of the Program Management and Coordination Unit (PMCU)

5) Terms of Reference of the Scientific and Technical Sub-Committee (STS)

6) Terms of Reference of the Regional Project Coordinator

7) Terms of Reference of the Financial Expert

8) Terms of Reference of the Procurement Expert

9) Terms of Reference of the Microgrant Expert

10) Terms of Reference of the Environmental Impact Assessment (EIA) and Monitoring – Evaluation Expert.

11) Terms of Reference of the GIS and Data Management Expert

12) Terms of Reference of the Communication, Education and Participatory Approach Expert

13) Terms of Reference of the National Steering Committee (NSC) Assistant

14) Terms of Reference of the National Coordinator

15) Terms of Reference of the National Project Team

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STAFF LIST FOR EACH GEF PROJECT INSTITUTIONLEVEL STAFF MEMBERS

REGIONAL LEVELRegional Steering Committee 3 members of NBA/ES, i.e.

the Regional Project Coordinator A representative of each NBA member

country NBA Focal Point 2 representatives of international NGOs 1 representative of the World Bank 1 representative of UNDP

Scientific and Technical Sub-Committee (STS)

1 representative of NBA 1 representative of NGOs The GEF Focal Point in each country Members shall be selected among RSC

members The STCS may call on anyone for his/her expertise, in the limit of 4 people.

Program Management and Coordination Unit (PMCU)

GEF – WB DONOR AfDB – AfDB DONOR GEF Regional Project Coordinator 1 Financial Expert 1 Procurement Expert 1 Microgrant Expert 1 Junior Expert in water resources

management 1 Driver

Regional AfDB Project Coordinator 1 Expatriate technical Expert 1 Environmental Impact Assessment

and Monitoring -Evaluation Expert 1 GIS and Data Management Expert 1 Communication, Education and

Participatory Approach Expert 1 Assistant Accounting Manager 2 Personal Assistants(including one

who will be shared by the 2 projects) 2 Drivers

The shared Staff are the following experts and agents GEF Financial Expert GEF Procurement Expert AfDB Environmental Impact Assessment and Monitoring – Evaluation Expert AfDB Communication and Participatory Approach Expert

NATIONAL LEVELNational AfDB and GEF Steering Committee (9

The National NBA Focal Point The national GEF focal point

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LEVEL STAFF MEMBERS countries) 1 representative per Ministry/concerned

technical structure 3 representatives of the beneficiaries 1 representative of NGOs 1 representative of development

associations The National Project Coordinator The Representative of the national

UNDP/GEF Small Grants Programme in case such a program exists in the country.

The NSC may call on any person for his or her expertise

National Project Team (NPT) (9 countries)

1 National Coordinator 1 National microgrant expert 1 Assistant (Accountant)

LOCAL LEVELLocal coordination and monitoring committee (LCMC)

1 Chairperson (Administrative Authority of the constituency)

1 Local GEF Project coordination focal point selected from within the local civil society

1 Local AfDB local coordinator to be selected form the local civil society

NCC – AfDB personnel for Mali, Burkina an Niger

1 representative of every concerned local technical service

1 representative of every beneficiary local grouping (GBE) ( !)

1 farmer 1 Stockbreeder 2 representatives of Women’s association 1 representative of Youth’s association 2 representatives of NGDS association 1 representative of the local

representatives and 1 representative of the local traditional chief

The NPC shall consider the composition of

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LEVEL STAFF MEMBERS the LCMC according to the local context and adapt it to the activities of the country PMS.

Existing Beneficiaries Groups (EBG)Community – based Implementation Units – CIU(10 countries)

Cooperatives/women’s associations Farmers associations Community-based natural resources

management organizations Grassroots Associations or NGOS Any other, beneficiary community-based

association microgrant

GEF NIGER BASIN PROJECT

TERMS OF REFERENCE

NIGER BASIN AUTHORITY (NBA)

Context

Brief description of the Project: ‘‘Reversing Land and Water Degradation Trends in Niger River Basin’’ falls into GEF Operational Category n°9. Its long term goal is to have a global impact on the region’s environment through the development of an integrated land and water management strategy in the Basin. This goal must mainly be achieved through institutional and technical capacity building, at regional, national and local levels of organizations involved in land and water degradation control. The Project, consisting of one five-year phase, represents a USD 13 million funding (GEF funding) distributed over six components.

Objectives of the Project: There are three levels of Project objectives: (i) building capacity of institutions linked to the Niger River Basin; (ii) improved management of natural resources in the Basin; (iii) alleviating poverty, which affects the overwhelming majority of the rural communities in the Basin.

Role and Duties of the Niger Basin Authority

The Niger Basin Authority (NBA shall be responsible for the implementation of the Project. On behalf of the nine Basin member countries (Benin, Burkina Faso, Cameroon, Côte d’Ivoire, Guinea, Mali, Niger, Nigeria, Chad), NBA is responsible for the good implementation of the Project vis à vis the World Bank (WB) and the United Nations Development Programme (UNDP), the 2 implementing agencies of the GEF funded Project.

As the implementing agency, NBA shall be responsible for coordinating and supervising all the activities of the Project and ensuring a satisfactory implementation (in conformity with the criteria set in the Project documents). NBA shall be also responsible for coordinating and harmonizing the Project activities with those of the AfDB project “Framework Program for Water Erosion and Niger River Basin Silting-up Control.” It shall also be NBA’s responsibility to coordinate the Project activities with those of other projects that might be implemented to promote the development of the Niger River Basin.

The NBA Executive Secretary is a de facto member of the Project Regional Steering Committee (RSC) and has the responsibility to introduce to the NBA Council of Ministers RSC conclusions and recommendations on the Project, and in particular, those relating to the implementation of the “NBA capacity Building” component.

Organization

The implementation work of the Project shall be entrusted upon a Program Management and Coordination Unit (PMCU) established within the Operations Division (in charge of development projects, national focal structures coordination, information and communication) and under the supervision of the Technical Department (according to the organization chart adopted by the Council of Ministers held in Yaoundé in January 2004).NBA Executive Secretariat shall be responsible for setting up the PMCU in conformity with the procedures set by the WB and UNDP as well as AfDB procedures. The Executive Secretary shall launch vacancy announcements for the position of Regional Coordinator (in charge of managing the Project staff) and shall submit to UNDP and AfDB a short list of three (3) candidates who meet the qualification conditions of the TDR included in these Project documents.

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NBA shall support with all its means the Regional Coordinator in setting up PMCU as well as in its running throughout the implementation of the Project.

Duties of the Executive Secretariat and Technical Department

NBA Executive Secretary and Technical Department shall also be responsible for a number of tasks relating to the Project itself:

The Executive Secretary shall prepare the TDR for external audit and submit them to WB for approval.

Consider and make proposals to WB, UWDP and AfDB on the eventual integration of PMCU into NBA (PMCU would thus be there to reinforce NBA’s technical capacities and would transform itself into a permanent project implementation unit). Such a proposal should be made at the latest one year before the closure of the Project.

Coordinate the activities of NBA Executive Secretariat and departments with those of the PMCU, in particular, with regards to the relations between NBA and member countries and NBA focal points (and eventually focal structures).

Coordinate the Project activities, Basin-wide.

Ensure that electronic information communication and management mechanisms are put in place.

Design and prepare in collaboration with PMCU the implementation of NBA capacity building component.

The Technical Department shall determine the modalities and manage the support senior officers and technicians provide to the activities of PMCU.

The Technical Director shall be in charge of coordinating the two PMCU (GEF + AfDB) teams.

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TERMS OF REFERENCE

REGIONAL STEERING COMMITTEE

Context



Role and Responsibilities of the Regional Steering Committee

The major goal of the Regional Steering Committee (RSC) of GEF Project is to see to it that the Project is well implemented, ensure a transparent decision-making process and represent the interests of all stakeholders in the Project implementation.

Being a control and supervision advisory body, the Regional Steering Committee (RSC) shall be responsible for reviewing the Project activities as well as for approving activities orientations and plans designed by the PMCU. It shall be assisted by a Technical and Scientific Sub-Committee. Its views and rulings shall be transmitted to NBA Council of Ministers by the Executive Secretary of NBA.

The RSCD shall in particular be responsible for:

Taking note of the recommendations of audit reports and seeing to it that they are implemented.

Monitoring Project progress and making relevant arrangements to overcome implementation constraints.

Giving necessary instructions to NBA/ES for a sound implementation of the Project.

RSC shall also be responsible in the same conditions for the Silting-up Control Project funded by AfDB and whose implementation has also been entrusted upon the PMCU.

Organization and Functioning

RSC shall be chaired by a non NBA employee external personality, selected among the members of the Committee and elected by them.

RSC shall meet at least once a year at NBA Headquarters and may decide to increase the frequency of its meetings. RSC may convene at the request of NBA Executive Secretary.

The agenda and work program of RSC shall be prepared by the Regional Project Coordinator and RSC Chairperson and transmitted to the members one (1) month before the meeting is held.

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RSC shall consider and approve the general annual report on the Project activity progress and the Annual Work Plan introduced by the Regional Coordinator.

The conclusions of RSC shall be made by consensus.

NBA/ES shall transmit the conclusions to NBA Council of Ministers.

RSC shall be free to ask PMCU any report deemed necessary for achieving its objectives.

Rules of procedure established by the members shall fix the practical modalities of RSC running (operation).

The Regional Project Coordinator shall serve as Secretary.

Reporting

RSC shall write a report on its proceedings and conclusions for distribution to the Council of Ministers, donors, PMCU and any other institution selected by the Committee in case of need.

Composition

RSC members shall be appointed by their institutions and shall include:

NBA Executive Secretary.

Two senior NBA officers (appointed by the Executive Secretary).

Two representatives of each member state, including the Chairperson of the NSC and the GEF Operational Focal Point, preferably.

1 representative of WB, UNDP and AfDB.

3 representatives of WB, NBA, UNDP partner NGOS which intervene in the Basin.

3 members of the Scientific and Technical Sub-Committee.

RSC may call on any other person because of his/her expertise.

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TERMS OF REFERENCE

SCIENTIFIC AND TECHNICAL SUB-COMMITTEE (STS) OF THEREGIONAL STEERING COMMITTEE

Context



Role and Responsibilities of the Scientific and Technical Sub-Committee

The Scientific and Technical Sub-Committee (STS) is the scientific and technical advisory and support body of the Regional Steering Committee (RSC). Its role consists in assisting the RSC in its supervision mission of PMCM activities by providing it with the necessary scientific and technical backing. STS may also play an advisory scientific and technical role for PMCU on any issue relating to the implementation of the Project, but shall in no case substitute for either PMCU or the technical staff of the Project.

STS shall in particular be responsible for:

Considering and giving views on the technical and scientific aspects of the annual General Report on the Project implementation progress and the Annual Work Plan of PMCU.

Writing technical notes at the request of RSC.

In the framework of Component 5, seeing to it that the Environmental and Social Management Framework (ESMF) and the Microgrants Procedures Manual are applied.

Supporting in a particular way the elaboration process of the TDA and SAP, as well as aspects related to capacity building under components 2, 3, 4 and 5.


STS shall meet prior to each RSC meeting and also at the request of either the Chairperson of RSC or the NBA Executive Secretary.

The Chairperson of STS shall be a person who doesn’t work at NBA and who has been elected by the members of the Committee.

STS shall internally decide on its organization and internal functioning.

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Three (3) representatives of the Sub-Committee shall attend RSC meetings and shall report to the other members.

The views of STS shall be transmitted to the RSC in the form of technical notes.

STS shall write an annual report at the end of each activity year.

Composition

Members of the STS shall be senior scientists and technicians, including:

1 representative of NBA.

1 representative of NBA partner NGOs which intervene in the Basin.

1 appointed representative of each country.

STS may also call on other resource persons to consider issues for which STS estimates it does not have the necessary skills. Such resorts to external resource people whose number is limited to a maximum of three (3) shall be approved by the RSC.

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TERMS OF REFERENCE

(GEF AND AfDB) PROGRAM MANAGEMENT AND COORDINATION UNIT

Context



Role and Responsibilities of PMCU

PMCU serves as a management unit for both the World Bank (WB) and the United Nations Development Programme (UNDP) Project, “Reversing Land and Water Resources Degradation in Niger Basin” and the AfDB funded project, “Framework Program for Water Erosion and Basin silting-up Control.”

In this context, PMCU shall be responsible for:

The implementation of GEF and AfDB projects in conformity with the project implementation procedure and guidelines set up by WB, UNDP and AfDB.

Coordinating GEF and AfDB projects with the view of optimizing potential synergies. Developing technical documents relating to international and national consultants and the

procurement of the necessary materials for the Project and coordinating all the activities and procedures relating to these operations.

Organizing the logistics for RSC meetings and preparing the documents to be submitted for its consideration (activity programs, annual activity reports, annual plans and budgets and any other report required by RSC).

Assisting the monitoring and evaluation missions of WB, UNDP and AfDB; Assisting and supervising the work of consultants (quality, relevance, compliance with

deadlines) hired in the framework of the projects. Coordinating and communicating with the National Project Teams (NPT), National Project

coordinators, National Steering Committees and the various stakeholders in both projects. Managing the accounts and budgets of GEF and AfDB projects. Coordinating the actions aimed at promoting and reinforcing regional expertise in the Basin. Implementing RSC decisions (GEF and AfDB) projects orientations; Monitoring and evaluating projects, including annual supervision missions, RSC meetings and

mid term evaluations. Ensuring efficient coordination and communication with the national coordinators of the

National Projects Teams (NPT) as well as with stakeholders groups and other organizations intervening in the Basin.

Designing training plans while ensuring that capacity building is part and parcel of all the activities of the Project at national and local levels.

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PMCU shall be created within Niger Basin Authority (NBA) which is responsible for the Project implementation. It shall be placed under the direct supervision of NBA’s Technical Department. The latter shall be responsible for coordinating PMCU activities with those of NBA and NBA focal Points in member countries as well as seeing to it that the activities of the two (2) PMCU regional coordinator managed projects are well coordinated.

The activities relating to GEF Project shall be by a Regional FEM Coordinator appointed by WB and UNDP on a NBA Executive Secretary’s proposal. The activities relating to the AfDB project shall be managed by a Regional AfDB Coordinator.

PMCU shall account for its activities to WB, UNDP and AfDB as well as to the Regional Steering Committee (RSC) which shall approve its implementation guidelines, activity programs and reports.

NBA senior officers and technicians shall support PMCU activities at the request of the Regional Coordinator and according to the modalities as set by NBA’s Technical Department.

NBA’s Technical Director shall be responsible for coordinating the two (GEF) and (AfDB) PMCU teams.

Staff Recruitment

The Regional Coordinator shall be responsible for supervising staff and consultants recruitment operations (vacancy announcements, selection and appointment). Applications shall be considered by an analysis committee composed of the local WB and UNDP representatives, the 2 NBA directors, the Regional Coordinator and the head of the Operations Division.

PMCU senior staff, experts and technicians shall be recruited on a competitive basis among citizens of the Niger River Basin countries and taking into consideration as much as possible the concern of balancing the representation of the various NBA member countries.

Assistants, personal assistants and drivers shall be recruited on a competitive basis once vacancy announcements have been published in the Nigerian newspapers.

National, regional and international consultants shall be hired, should the need arise, with priority given to citizens of the Niger River Basin countries.

Composition

Each PMCU managed project shall have its own staff; the 2 projects however share a number of experts and junior staff.

GEF AfDBRegional GEF Project Coordinator1 Financial expert, project manager 1 Procurement expert1 Microgrant expert1 Junior water resources management expert. 1 Administrative assistant 1 Driver

Regional AfDB Project Coordinator 1 Expatriate technical expert 1 Environment expert 1 GIS and data Management Expert 1 Communication, education and participatory

approach expert1 Assistant Accounting Manager 2 Personal assistants (including one shared by the 2

projects) 2 Drivers

Common Staff to both ProjectsGEF Financial Expert

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GEF Procurement ExpertAfDB Environment and Monitoring/Evaluation ExpertAfDB communication and participatory approach expert1 AfDB personal assistant.

Reporting

The Regional Project Coordinator shall be responsible for the publication of the following reports. To avoid any duplication, the Coordinator shall suggest a harmonization of reports which complies with GEF, UNDP and AfDB procedures.

Monthly Descriptive Report: Two pages maximum by E-mail – Stresses the major points of the work done, disbursed funds, the major events that occurred during the month, individual decisions taken and level of success, anticipated corrective measures to remedy shortcomings, timeframe for activities projected for the following month. Deadline: monthly, on the 5th of the following month, at the latest Dissemination: NBA Executive Secretary, WB, UNDP, RSC, NPT, NSC

Half-yearly Project Implementation Progress: This report shall cover: (a ) the progress of work plan, the difficulties faced and the necessary corrective measures; (b) the current costs of each Project component and the estimates for their completion; and (c) the level of achievement of the Project objectives, as shown by the state of Project indicators. This report shall also include special sections on procurements and disbursements with data on: the progress of procurement activities in conformity with the plan recommended in the Project implementation Manuel.(PIM); variations in progress, their explanations, and the actions taken to solve these problems, and Project expenses ( local and foreign costs).Deadline: every 6 months, on the 15th of the following month, at the lasted. The first half-yearly report shall be drafted at the end of the 6th month following the effective launching of the Project.Dissemination: NBA ES, RSC, WB, UNDP, PNT.

Annual General Project Progress Report: This report shall provide a clear description of the Project progress on the basis of the established work plan and Project objectives. This report shall be prepared in conformity with the Project guidelines and recommendations of WB and UNDP relating to the preparation of annual general reports.Deadline: every year, on the 15thof first following year, at the latest. The 1stannual report shall be drafted during the 13th month after the effective launching of the Project.Dissemination: NBA ES, WB, UNDP, ministries in charge of NBA in each member country, RSC NPT, NSC.

Annual Work Plan or Annual Activity Program: The work plan shall be submitted together with the annual general work progress report. It shall concern the following year.

Ad hoc general or specific reports: They shall concern any other report required by either RSC or the Council of Ministers.

Other Reports: PMCU shall be responsible for multiplying and disseminating all the reports, especially mid-term evaluation reports, annual audit reports and the Project closure report.

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TERMS OF REFERENCE

(PMCU) Regional Coordinator

Context



Job Description

The Regional Coordinator shall be responsible for the implementation of the Project as defined by the Project documents and in conformity with the guidelines and procedures established by the WB and UNDP. The Regional Coordinator shall in particular be responsible for running the GEF Project Team within PMCU. He/she shall be responsible for the financial, administrative and technical management of the Project, maintain links with all the Project partners and stakeholders ( donors, national focal points, Regional Steering Committee, etc ) and coordinate the actions of the Project with those of the AfDB development project and other regional or national projects relating to the Niger River Basin.In general, the Regional Coordinator shall be responsible for the efficient achievement of PMCU’ s missions as described in the TOR below.

The Regional Coordinator shall work under the supervision of the Technical Director

Missions, Responsibilities and Tasks

Missions

Coordination and management of all Project components at the regional level with a focus on the complex launching phase of the Project.

Implementation of RSC views and recommendations.

Supervision of Project staff, activities and consultants to be recruited.

Elaboration of the technical and financial Project implementation reports.

Supervision of the Project Team while seeing to it that capacity building is well integrated into all Project activities.

Responsibilities

Effectively liaise with RSC, NBA structures, NSC and NPT.

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Seeing to it that deadlines are respected, work plans (procurements, disbursement, staff and consultants recruitment, monitoring, training etc.) are qualitatively prepared and implemented in conformity with the appropriate WB and UNDP procedures.

Seeing to it that the annual activity programs are implemented in conformity with the set procedures;

Serve as secretary to RSC.

Operational Tasks

Lead the Project Team within PMCU through the organization of regular meetings.

Establish an information circulation and management system to ensure a permanent monitoring of Project implementation and maintain the archives of the Project.

Give instructions and guidelines relating to the administrative, technical and financial orientation with the view of achieving the objectives of the Project and set result (technical, quality, deadlines) indicators.

In collaboration with the Project Team, design and implement a monitoring – evaluation plan.

Draft any document that falls into the framework of his/her responsibility as Secretary to RSC.

Permanently liaise with the AfDB project, in particular maintain close and proper work relations with the Regional Coordinator of AfDB project.

Permanently liaise and maintain close work relations with the national NBA focal points, NSC, and NPT.

Consolidate the various reports produced by NSC, before they are forwarded to RSC, WB and UNDP.

Carry out missions to the Niger River Basin member countries and abroad, depending on service necessities and availability of funds.

As the head of the Project team, he/she shall technically assist each member of the team and guarantee its smooth running.

Manage the Project staff and (financial and material) resources, in conformity with the set rules and procedures.

Appointment and Assessment

Vacancy announcement for the position and applicant selection shall be the responsibility of NBA Executive Secretary. The Regional Coordinator shall be recruited by NBA/ ES subject to WB non-objection. His/her performances shall be assessed by NBA Technical Director as well as the external auditor and Project assessors. His/her eventual replacement shall be decided upon by NBA, WB and UNDP.

Duration and Nature of the Contract

The contract shall cover the five-year period of the Project life, with a probation period of six months. This contract may be extended, subject to good performance and provided financial resources are available for the position.

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Profile

The Regional Project Coordinator shall be recruited on a competitive basis through vacancy announcements published in the national media of NBA member countries.

Candidates to the position of Regional Project Coordinator shall apply by depositing a complete file in conformity with the vacancy announcement.

The Regional Project Coordinator shall be a citizen of one Niger River Basin member country, have a sound understanding of GEF procedures and have the following qualifications:

Basic DesiredField of competence: Environment or natural resources Degree: MBA, Engineer SMC or Ph.D.Computer knowledge: Word, Excel, Access, Power Point, Statistical softwareLanguages: Excellent control of (oral, written) French or English, with a preference for bilingual candidates

Experience:Water and or environment management, in particular, in the framework of regional projects Acknowledged capacity in project management at national or regional levels. Excellent analysis, drafting and report presentation capacities.Experience with the work of international and/or regional organizations Years of experience: 12 yearsAge conditions: 35-50 years of age.

Acknowledged capacity to manage multidisciplinary taskforces In-depth understanding of the Niger River Basin and its ecologyWork experience in the Niger River Basin member countries in the framework of international or national development organizations Acknowledged capacity in staff management Good interpersonal relationshipsExcellent negotiation qualities Proved capacity in computerized project management Understanding of WB and UND financed project management procedures

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TERMS OF REFERENCE

PROCUREMENT EXPERT

Context



Job Description

The procurement expert shall work under the supervision of the Regional Project Coordinator; he/she shall contribute his/her technical support in the area of procurement to PMCU for a smooth implementation of GEF and AfDB projects and shall have the following missions:

Conduct and supervise Project procurement operations according to the WB, UNDP and AfDB procedures in force.

Ensure technical capacity building of his/her NBA counterpart in procurement and assist him/her in the preparation of procurement documents.

Responsibilities and Tasks

Responsibilities

Ensure that the documents have actually been approved (by donors according to the agreed upon thresholds in grant agreements, lending and/or credits).

Ensure in addition to the above – cited announcements, the largest possible publicity by having published if necessary announcements in journals, Business Development, local (mass circulation) newspapers and by comminuting them if necessary to the diplomatic missions in the country.

See to that the different stages of procurement evaluation process (opening of sealed envelopes, assessment and attribution) are on the agenda of committees.

See to it that offers assessment reports are confidential and receive the necessary approvals before, asking the opinions of the concerned donors.

Ensure that the non-selected tenderers are provided with the necessary information and are reimbursed their deposits right after the decision to allocate procurements.

Report contrary practices to good governance in the process, especially, case of string pulling, conflicts of interest or insider trading.

See to it that the procurement commitments are systematically communicated to the financial expert.

See to it that the necessary arrangements have been made so that procurement implementation is supervised according to the specific requirements of each procurement operation.

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See to it that the procedures described in the agreement with donors are complied with at all stages of goods and service procurement.

See to it that the accumulated amounts of procured materials do not exceed the fixed ceilings in grant, lending and /or credit agreement.

In collaboration with the assistant accountant, participate in the elaboration and updating of report on the utilization and operation of equipment put at the disposal of the various components.

Tasks

Open and update an inventory of providers and companies on the basis of pre-selection procedures when provided for in the projects.

Also keep an inventory of qualified consultants as soon as interests are shown. Open and keep updated a file of material current unit prices. Elaborate and update the detailed and specified cost of goods and services procurements

provided for in the funding of all the stages of the Project and finalize with the components (or experts appointed to that effect) the technical characteristics and specifications.

Elaborate and update the procurement plan according to a model deemed acceptable by the Bank, including the estimates, the acceptable procurement procedure under grants or credit agreements.

Monitor the implementation and update of the procurement plan. Make sure that the procurement plan is in conformity with annex 3 of the grant agreement

(funding approaches and thresholds). Elaborate the invitation to tenders files of works and supplies and proposal applications for

consultants services and see to it that these files receive the necessary approvals of donors in conformity with the provisions of grant, lending and/or credit agreements.

Prepare, launch and update the general and specific procurement announcements. Have the general announcements, the specific announcements and shows of interest published

in order to receive expressions of interest for consultant services, the specific invitations to tender announcements of works and supplies.

Participate in and supervise the analysis and evaluation operations of the received offers as a member of the analysis and evaluation committee.

Write draft contracts and procurements relating to the Project and see to it that they are signed, approved, visited and notified according to the procedure manual and as soon as possible.

Organize supplies, works and services reception committees and ensure that these goods and services are in conformity with the procurement specifications.

Make the necessary arrangements for these goods and services to be delivered and stocked in security in places and on dates specified in conformity with the procurement provisions.

Establish and update a filing system including all the necessary documents for posteriori auditors’ reviews and supervision missions.

Keep up to date the list of procurements with indication of approaches and stages. Establish and follow up order forms. Follow up the implementation of services and supply procurement contracts. Control the outstanding orders, exposures and follow up tenderers’ bills. Produce a monthly report on internal audit works carried out during the period under

consideration. Coordinate and monitor all procurement operations. Assist components in (i) the implementation of administrative and budgetary procedures; (ii)

the elaboration of TOR, technical specifications of supplies. Establish the service contracts of consultants working in the framework of the Project. Attend on a regular and periodical basis the proceedings of supervision missions. Prepare half-yearly reports on procurements. Assist the RPC in any other task related to his/her field of competence.

The Procurement expert shall abstain from putting him/herself in a situation of conflict of interests. Should such situation occur, he/she shall immediately notify it by writing to the RPC and have another

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person replace him/her for the proceedings of the committee considering the concerned procurement. A conflict of interests refers to any situation in which the procurement expert might directly or indirectly derive profits from a procurement by PMCU or any situation in which he/she has sufficient personal or financial interests to compromise his/her impartiality in the exercise of his/her duties or that is likely to negatively affect his/her judgment.


Vacancy announcement for the post and candidates selection shall be the responsibility of NBA Executive Secretary. A morality inquiry shall be conducted on the selected candidate. The appointment of the procurement expert shall be proposed by NBA and approved by WB, UNDP and AfDB. His/her performances shall be assessed by the Regional Coordinator and the External Auditor. His/her possible replacement shall be decided upon by NBA, WB, UNDP and AfDB.


The contract shall cover the 5 year duration of the Project life, with a six month probation period. Should the need arise, this contract may be extended subject to a good performance and provided financial resources are available for the position.

Profile

The Regional Project Coordinator shall be recruited on a competitive basis through vacancy announcements published in the national media of NBA member countries.

Candidates to the position of Regional Project Coordinator shall apply by depositing a complete file in conformity with the vacancy announcement.

The Regional Project Coordinator shall be a citizen of one Niger River Basin member country, have a sound understanding of GEF procedures and the following qualifications:

Basic DesiredField of competence: Procurement, financial management of projects Degree: MBA or University Degree (minimum A’ Level + 4 years in Engineering, law management or accountancy or equivalent degree. Computer knowledge: Word, Excel, Access, Power Point, Statistical softwareLanguages: Excellent control of (oral, written) French or English, with a preference for bilingual candidates

Experience: Experience in contract procurement at the international level Acquaintance with WB, UNDP and AfDB procurement procedures as well as the WB project cycle. Excellent analysis, drafting and report presentation capacities.Experience with the work of international institutions, funding institutions or regional organizations Years of experience: 12 yearsAge conditions: 35-50 years of age.

Acquaintance with the running of Basin-based institutions Experience in a GEF projectSound management qualities, and in particular, ability to give strategic instructions and provide technical supervision Excellent communication and team leadership qualitiesCapacity to work in multicultural environmentsGuo interpersonnel relationnels

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TERMS OF REFERENCE

FINANCIAL EXPERT

Context



Job Description

The financial expert shall be responsible for the financial management of the Project and shall work under the supervision of the Regional Coordinator

Responsibilities and Tasks

The main responsibilities of the financial expert are as follows:

Conduct and supervise the computerized management of funds and the accountancy of the Project according to the WB and UNDP procedures in force.

Provide technical capacity building to the financial expert and NBA assistant accountant and assist them in the preparation of financial and accounting documents.

Accounting Tasks

Monitor and supervise accounting activities.

Prepare the establishment of financial statements.

Establish the estimated funding plans.

Control the documents to be settled and the settlement documents.

Verify the application of negotiated terms with banks and prepare possible reclamation letters.

Establish the monthly situation of actual and estimated cash flow of the Project.

Allocate settlement deadlines.

Prepare the half-yearly report on financial information.

Prepare the closure proceedings

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Collaborate with external auditors and apply their recommendations.

Financial Tasks – Budget

Establish a timeframe for budget preparation.

Establish the following consolidated budgets:

Functioning.

Investment.

General.

Cash flow.

Analyze the gaps between realizations and estimates, find out their cause, inform managers, and propose appropriate corrective measures.

Draft Quarterly Management Monitoring Reports.

Define and follow up on financial indicators.

Financial Tasks – Cash flow

Develop Cash flow estimates from the budget.

Update the estimates from real information and data.

Monitor the balance of bank accounts.

Monitor incurring and disbursements.

Follow up and monitor fund disbursement and supply requests.

Develop Cash flow Financial Report.


The Vacancy Announcement for the position and the selection of applicants are the responsibility of the NBA Executive Secretariat. The financial expert’s performances will be appreciated by the Regional Coordinator and external auditors. This possible replacement will be decided by the NBA, the World Bank and UNDP.


The contract shall cover the five year duration of the Project with an initial six- month probation period. If necessary, the contract could be extended subject to a good performance and provided that financial resources are available for the position.

Profile

The financial expert shall be recruited on a competitive basis by Vacancy Announcement published in the National Media of NBA member countries.

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The applicant to the position of a financial expert shall apply by submitting a complete file in conformity with the vacancy announcement.

The financial expert shall be a national of one of the NBA member countries and shall have the following qualifications.

Basic DesiredQualification:Competence area: Finance and Management Degree: MBA or any university degree (baccalaureate + 4 years minimum) in Business Management or Accounting and Finance or any equivalent degree.Knowledge of computer skills:Word, Excel, Access, Power point, financial and accounting management software’s. Language: excellent control of(spoken, written) French or (spoken, written) English, with a preference to bilingual applicants.

Experience: Experience in the computer finance and accounting management Experience in environmental and development project management Excellent analytical, editorial and report presentation abilities.Experience in the work of international organizations, funding institutions or regional organizations. Years of experience: 10 years minimum Age conditions: 30 to 45 years.

Knowledge the functioning of institutions in Niger River Basin Countries.Experience in a GEF projectKnowledge of management procedures of GEF, UNDF and the World Bank project or any other donor.

Sound management qualities, and in particular, ability to give strategic directives and a technical supervision.Excellent qualities in communication and team leadershipAbility to work in multicultural placesInterpersonal relationships capacity.

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TERMS OF REFERENCE

EXPERT IN COMMUNICATION, EDUCATION AND PARTICIPATORY APPROACH

Context



Description of the Position

The expert in communication, education and participatory approach shall work under the supervision of the Regional Coordinator; he shall provide his technical support to the PMCU for the implementation of the Project and more specifically Component 5 of the Project (Demonstration Pilots and Microgrant Program), and shall have the following responsibilities:

Defining a communication and participatory approach strategy at basin level with the officials of the Project implementation at natural level.

Ensuring a large participation of the Project stakeholders.

Promoting participatory approach in the Project implementation.

Harmonizing and monitoring communication activities in the Niger River Basin.

Providing technical support to National Project Teams in the framework of Project Component 5 activities.

Designing and supervising Communication Program in collaboration with the microgrants expert.

Appointment and Assessment:

Vacancy Announcement for the position and selection of applicants shall be the responsibility of the PMCU Regional Coordinator. Appointment shall be proposed by the Regional Coordinator and approved by the NBA Technical Director, the World Bank and UNDP. The performances of the expert shall be assessed by the Regional Coordinator and the Technical Director. The possible replacement of the expert shall be decided by the Regional Coordinator subject to the approval of the Regional Steering Committee.

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The contract shall cover the five year duration of the Project with an initial six-month probation period. If necessary, the contract could be extended subject to a good performance and provided that financial resources are available for the position.

Salary

The monthly salary shall be USD 1,200. This amount is fixed for all the duration of the contract, but could be reviewed by the WB and UNDP on the Regional Coordinator’s proposal, in case particular circumstances so require.

Profile

The Communication, Education, and Participatory Approach Expert shall be a national of one Niger River Basin member countries, and shall have the following qualifications.

Basic DesiredQualifications:Competence area: Communication, Education, Community-based Development.Degree: Diploma of a communication or journalism School, Master in Social Sciences or Education Knowledge of computer Skills: Word, Excel, Access, Point power.Languages. Excellent control of (spoken, written) French and (spoken, written) English.

Experience: Experience in Communication, Education and Participatory Approach activities. Experience in projects related to environment or Sustainable Development Excellent analytical, editorial and report presentation abilities.Experience in the work of international organizations or regional organizations.Years of experience: 10 years minimum.

Knowledge of the functioning of institutions in the Niger River Basin countriesGood knowledge of the Niger River Basin EcologyExperience in a GEF Project or in community-based development project.Sound management qualities, and specially abilities to give strategic directives and technical supervisionExcellent qualities of communication and team leadership.Ability to work in multicultural places.Interpersonal relationships facility.

The Communication, Education, and Participatory Approach Expert shall be recruited on a competitive basis through vacancy announcements published in the national, regional and international media.Applicants to the position shall apply by submitting a complete file in conformity with the recruitment announcement.

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TERMS OF REFERENCE

EXPERT IN ENVIRONMENTAL ASSESSMENT AND MONITORING -ASSESSMENT

Context




The expert in Environmental Assessment and Monitoring-Assessment shall work under the supervision of the Regional Coordinator; he shall provide his technical support to the PMCU for the implementation of the Project, and shall, in particular, have the following responsibilities:

Providing his expertise for the environmental management of all the Project components at regional and national levels.

Ensuring the realization of impact studies on the environment and the implementation of the environmental and social management Framework.

Setting up the environmental monitoring-assessment system.

Encouraging Basin-wide environmental data dissemination and exchanges.

Providing training for the executives and the PMCU staff, National Focal Points, And National Project Teams on environment protection tools.

Proposing ecologically rational management methodologies of natural resources in the Basin.



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Salary


Profile

The Environmental Assessment and Monitoring-Assessment Expert shall be a national of one Niger River Basin member countries with the following qualification.

Basic Desired Qualifications:Competence area: Environment and Monitoring – Assessment Degree: Engineer in Environmental Sciences or any other degree recognized equivalent knowledge of computer Skills: Word, Excel, Access, Power point and statistics software’s.Languages: Excellent control of(spoken, written) French and (spoken, written) English

Experience: Proved knowledge of the entire Basin ecology. Experience in environmental project monitoring-assessment in West Africa.Excellent analytical, editorial and reports presentation abilities.Experience of international or regional organizations. Years of experience: 10 years minimum

Knowledge of the functioning of institutions in the Niger River Basin countriesGood knowledge of management procedures of UNDP, the World Bank, or any other multi-lateral donor project.

Experience in a Regional Institution.Experience of work in multicultural or multidisciplinary environments.Excellent Communication and interpersonal relationship qualities.

The Expert shall be recruited on a competitive basis through vacancy announcements published in the national, regional and international media.

Applicants to the position shall apply by submitting a complete file in conformity with the recruitment announcement.

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TERMS OF REFERENCE

EXPERT IN GEOGRAPHICAL INFORMATION SYSTEM.

Context




The expert in Geographical Information System (GIS) and data management shall work under the supervision of the Regional Coordinator; he shall provide his technical support to the PMCU for the good implementation of the Project, and shall, in particular, have the following responsibilities:

Designing Geographical information system and managing data for the Niger River Basin.

Integrating hydrological and environmental data of the whole Basin into the Geographical Information System.

Promoting the knowledge of the Basin hydrological and environmental conditions and reinforcing communication systems among scientists and politicians for decision-making.

Establishing a strong partnership at regional level for data management in the area of environment.

Facilitating the use of GIS by experts and PMCU and NBA staffs.



Duration and nature of the Contract


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Salary


Profile

The GIS Expert shall be a national of one Niger River Basin member countries with the following qualification.

Basic DesiredQualifications: Competence area: Geographical Information System/Management Computer. Degree: engineer, master in Science or Geography, or any other equivalent degree.Knowledge of computer skills: Word, Excel, Access, Power point, GIS.Languages: Excellent control of(spoken, written) French and (spoken, written) English

Experience: Experience in data management with geographical information systemsKnowledge of measurement and analysis methods of water resources. Excellent analytical and editorial and reports presentations abilitiesExperience in the work of international organizations and funding institutions.Years of experience: 5 years minimum.

Knowledge of the functioning of institutions preferably in Niger River Basin countries.Good knowledge of the Niger River Basin ecology.Experience in a GEF project Strong management qualities such as capacity to give strategic directives, and a technical supervision.Excellent communication, and multidisciplinary team leadership qualities.Ability to work in multicultural places.Interpersonal relationships facility.

The GIS and data management Expert shall be recruited on a competitive basis through vacancy announcements published in the national, regional and international media.


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TERMS OF REFERENCE

MICROGRANT EXPERT

Context



Job Description

The microgrant expert shall work under the supervision of the Regional Coordinator, he shall provide his technical support to the PMCU for a good implementation of the Project Component 5 (Demonstration Pilot and Microgrant Program), and shall in particular have the following responsibilities:

Implementation of the Project Component 5 under the supervision of the Regional Coordinator.

Definition of an implementation strategy of the component at basin level with national component implementation officials.

Harmonization and monitoring of microgrant activities in the Niger River Basin.

Technical support to National Project Teams in the framework of microgrant activities.

Design and supervision and implementation of communication program in collaboration with Communication Expert.

Fund allocation (role in microgrant disbursement)

Monitoring and Assessment of microgrant activities.



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Salary


Profile

The microgrant expert shall be a national of one Niger River Basin member countries, and shall have a good knowledge of GEF procedures and the following qualifications.

Basic DesiredQualifications: Competence area: Finance and Community-based Development Degree: MBA or Master’s Knowledge of computer: word, Excel, Access, Power Point, Statistics Software.Languages: Excellent control of (spoken, written) French and (spoken, written) English

Experience: Experience in Financial resources managementExperience in microgrant projects managementExcellent analytical, editorial and reports presentation abilities Experience in the work of international organizations, funding institutions, or regional organizationsYears of experience: 10 years minimum

Knowledge the functioning of institutions in Niger River Basin Countries.Experience in a GEF projectKnowledge of management procedures of GEF, UNDF and the World Bank project or any other donor.Sound management qualities, and in particular, ability to give strategic directives and a technical supervision.Excellent qualities in communication and team leadershipAbility to work in multicultural placesInterpersonal relationships capacity.

The microgrant expert shall be recruited on a competitive basis through vacancy announcements published in the national, regional and international media.


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TERMS OF REFERENCE

NATIONAL STEERING COMMITTEE

Context



Roles and Responsibilities of the National Steering Committee.

The main object of the National Steering Committee (NSC) is to see to a good implementation of the Project at national level, ensure decision-making transparency, and represent the interests of all the Project implementation stakeholders at the national level.

As a consultative monitoring and supervision body, the NSC is in charge of the review of the Project activities at the national level as well as the approval of work plans designed by the National Project Team. The views and decisions of the NSC are transmitted to the PMCU, the NBA Executive Secretariat and the supervising Ministry by the National Coordinator.

The NSC is equally responsible, in the same conditions of project, for the silting up control financed by the African Development Bank (AfDB) in the three countries where this project is implemented (Burkina Faso, Mali, Niger).

The NSC is in particular responsible for:

Coordinating capacity building activities at national and local levels.

Guiding and facilitating the work program implementation at national level.

Analyzing and approving in relation with the NPT the microgrants proposals presented by the communities.

Supervising and advising the NPT on national and local actions implementation.

Analyzing and approving national progress and financial reports of the Project.

Approving monitoring and assessment reports.

Monitoring the Project progress and taking timely measures in order to solve implementation constraints.

Giving necessary directives to the NBA/ES for the implementations of the Project.

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The chairman of NSC is designated among the committee members.

The NSC meets at least once a year at the supervising Ministry or at any other Ministry (according to the case), and can increase the frequency of its meetings. The NSC can be convened on the request of the National Coordinator.

The agenda and the work program of each NSC meeting are designed by the National Project Coordinator and the NSC chairman, and are transmitted to members three (3) weeks prior to the meeting.

The NSC analyzes and approves the Annual General Report on the progress of the Project and the Annual Work Plan presented by the National Coordinator.

The views of the NSC are taken on consensus basis.

The National Coordinator transmits the views of the NSC to the PMCU.

The NSC is free to request from the NPT any report which is likely necessary to the good realization of its objectives.

An internal regulation drafted by the members will define the practical functioning modes of the NSC.

The secretariat of the NSC is assured by the National Coordinator.

The NSC reports to the PMCU.

Reports

The NSC drafts a report of its deliberations and views, and disseminates them to the PMCU, NBA, donors and to any other institution the committee will select if need be.

The NSC equally drafts, if need be, technical notes which it distributes to its members or to other Project instances whenever it proves to be necessary to Project good functioning and to good communication among members and Project instances.

Composition

The NSC members are designated ex-quality by the States or institutions and include:

The Country NBA Focal Point.

The GEF Focal Point (Political and technical) of countries (2).

1 Representative per Ministry/concerned technical structure.

3 Representatives of beneficiary groups (community organizations).

1 Representative of NGOs.

1 Representative of Development Associations.

The National Project Coordinator.

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The representative of the National Small Grants Programme in countries where such a program exists.

1 local representative of each Implementation Agency (WB and UNDP).

The NSC can call upon any other person for his/her expertise if need be.

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TERMS OF REFERENCE

NATIONAL PROJECT TEAM (NPT)

Context



Role and Responsibilities of the National Project Team (NPT)

The National Project Team (NPT) is responsible for the implementation of the Project at national level, and works under the administrative supervision of the PMCU. The NPT is responsible before the National Steering Committee, which monitors the orientations and activities and approves work plans. The NPT works closely together with the NBA Focal Point in order coordinate and harmonize the Project activities with other projects implemented in the Basin at national level.

At the end, the NPT could serve as a basis for the development of NBA National Focal Structures which has been decided in January 2004 by the Yaoundé Council of Ministers (this transformation will be studied and decided by the NBA Executive Secretariat with the support of the PMCU).

The specific responsibilities of the NPT are the following:

Designing a work plan in relation with the PMCU and ensuring its implementation.

Managing, coordinating and supervising the implementation of the Project’s activities at national and local levels and ensuring the link with the PMCU.

Implementing with the support of PMCU experts and in collaboration with UNDP, all activities relating to microgrants component by specifically ensuring its coherence with the regional strategy.

Ensuring the quality and the effectiveness of activity monitoring and assessment by the existing beneficiary groups (EBG) and LCMC.

Supervising the Project Team staff as well as the work of consultants and other stakeholders by ensuring the quality and timeliness of the works and the effectiveness in resources allocation.

Seeing to the correct execution of study, work and supply contracts signed in the framework of the different components of the Project.

Certifying work and services achieved by goods and services suppliers.

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Providing for the National Steering Committee’s meeting logistics.

Drafting reports and transmitting to the PMCU all information related to the implementation of the Project in national proportion.

Formulating microgrants program and implementing it in collaboration with UNDP implementation systems.

Taking necessary provisions to the setting up of Local Coordination and Monitoring Committee (LCMC) in the Basin.


The NPT is based at the NBA supervising Ministry.

The NPT is managed by a national coordinator who can be the NBA Country Focal Point if he/her has the required qualifications.

The NPT is responsible before the NSC and the PMCU for the implementation of the Project.

The NPT works is close collaboration with the PMCU microgrants expert as well as with the Project’s other resource persons according to needs, and in agreement with the PMCU.

The NPT localization is decided by the supervising Ministry (in case the country’s capital city is not located in the Niger River Basin).

Reports

The NPT drafts the following reports:

A short Fortnightly Electronic Letter (every two months) sent to the PMCU, the National Steering Committee and the NBA Focal Point, and by presenting the most recent developments in the Project implementation.

A Half-Yearly Report on the Project implementation, the achievement of the work plan objectives and costs, with a special section on supplying and disbursement indicating the progress of the activities with regard to procurement plans. The report is sent to the PMCU, the National Steering Committee, the NBA Focal Point and the supervising Ministry.

A General Annual Report on the progress, according to a format designed by the PMCU on WB and UNDP procedures basis. The report is sent to the PMCU, the National Steering Committee, the NBA Focal Point and the supervising Ministry.

An Annual Work Plan, attached to The General Annual Report on the progress of the Project.

Ad Hoc Reports on the request of the National Steering Committee or the PMCU.

Staff

1 National Coordinator (preferably NBA Focal Point)

1 Microgrant Expert

1 Administrative and Accountant Assistant

1 Typist84

1 Driver

The National Coordinator is selected by the supervising Ministry after the approval of the PMCU which assesses the technical qualifications of candidate(s).

The National Coordinator is in charge of carrying out staff recruitment operations (vacancy, section and employment) and consultants. Applications a shall be reviewed by an Examination Committee made up with the WB and UNDP local representatives, two NBA Directors, the Regional Coordinator and the Head of Operation Division.

The recruitment of the NPT executive staff, experts and technicians shall be done on a competitive basis of applicants originating from the Niger River Basin and with the concern, if possible, of balancing the representation of the different NBA member countries. The vacancies shall be published in the NBA member countries media.

Assistants, personnel assistants and driver shall be recruited on a competitive basis from vacancies published in Niger national press.

National, regional and international consultants shall be hired according to need, priority is given to the nationals of the Niger River Basin countries.

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TERMS OF REFERENCE

NATIONAL COORDINATOR

Context


Objectives of the Project: The objectives of the Project are located at three levels (i) capacity building of institutions linked to the Niger River Basin, (ii) improvement in the Basin natural resources management, (iii) control of the poverty which affects the overwhelming majority of the rural communities of the Basin.

Job Description

The National Coordinator is responsible for the implementation of the Project at national level according to general procedures and directives set up by the PMCU. The National Coordinator is in charge of managing the National Project Team, and is responsible for the financial, administrative and technical management of the Project at national level, guarantees the relationships among all Project partners and actors at national level (National Focal Point, National Steering Committee, supervising Ministry, Local Coordination and Monitoring Committees, etc), and coordinates the Project activities with those of the AfDB project or other national or local projects relating to the Niger River Basin. Generally, the Regional Coordinator is responsible for the good realization of the National Project Team missions such as described in its Terms of Reference (herein enclosed).

Missions, Responsibilities and Operational Tasks

Missions

Coordination and management of all Project components at national and local levels.

Implementation of NPC recommendations and views.

Responsibilities

Assuring the effective connection with the PMCU, the AfDB – NCC and the local Project structures.

Seeing to the respect of deadlines, qualitative preparation of microgrants activity program, and the work plan implementation in conformity with the appropriate WB and UNPD procedures.

Seeing to the good execution of Annual Work Plans in conformity with specified procedures.

Assuring the LCMC activities monitoring.

Assuring the NPC secretariat.

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Operational Tasks

Assuring a perfect coherence of actions and orientations between the two projects (GEF and AfDB) at national and local levels.

Seeing to the effective implementation of microgrant activities at national level.

Guiding and facilitating the work program implementation at national level.

Analyzing and approving microgrant proposals presented by communities.

Managing NPT staff and resources (financial and material) in conformity with defined procedures.


The vacancy announcement for the position and the selection of applicants are the responsibility of the supervising Ministry of National Project Team; the selected applicant shall be approved by the Regional Coordinator who bases his view on technical qualification criteria. The National Coordinator performances are assessed by the Regional Coordinator and the supervising Ministry. The possible replacement of the National Coordinator shall be decided by the Regional Coordinator subject to a non- opposition of the National Steering Committee.


The contract shall cover the five year duration of the Project with an initial six- month probation period. If necessary, the contract could be extended subject to good performance and provided that financial resources are available for the position.

Salary

The monthly salary shall be USD 1,200. This amount is fixed for all the duration of the contract, but could be reviewed by the Regional Coordinator subject to thee prior agreement of the WB and UNDP, in case particular circumstances so require.

Profile

The National Project Coordinator shall be recruited on a competitive basis of a vacancy announcement published in the national press.

Applicants to the position of a National Project Coordinator shall apply by submitting a complete file in conformity with the recruitment announcement.

The National Project Coordinator shall be a national of the concerned country. He shall have a good knowledge of GEF or other international donors’ procedures, and shall have the following qualifications.

Basic Desired Qualifications: Competence area: Environment or Natural Resources Degree: MBA or Engineering degree or Msc. Knowledge of computer skills: Word, Excel, Access, Power Point.Languages: Excellent control of (spoken, written) French and good knowledge of (spoken, written) English for Francophone country, and inversely in the case of Nigeria.

Good knowledge of the Niger River Basin and its ecology in the concerned country. Interpersonal relationship facilityExperience in the function of strategic management and technical supervision.Excellent negotiator qualities.Ability in project computer management

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Experience: Management of water and/or environment resources National projects management, and particularly development or environment protection projects,Development projects management at local or community level Good editorial, analytical and reports presentation abilities Years of experience: 10 years minimum Age conditions: 35 – 50 years

Work experience in Niger River Basin Countries, in the framework of international or national organizations involved in the development. Knowledge of UNDP, GEF and the World Bank project management procedures.

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