The establishment of a Regional Mentoring structure was considered to be very successful greatly assisting the network development, training and regional growth/awareness of the LOICZ tools and outputs. This also benefited regional regular training modules as a component of academic training and capacity building reaching a growing number of young scientists especially from developing regions.
For training workshops the project ensured that the same experts continued to participate from within the network, building on previous experiences. This network approach rather than a “single regional visit of experts” led to a committed, enthusiastic and continually involved cadre of regional scientists. These links have had other successes in developing on-going research and collaborative research actions.
The project team recognised the benefit of the final extension that led to the final report providing a ‘management perspective’ on the work. This was seen as important to achieve a management and policy relevant digest of the project bridging into the human dimensions and decision support.
1. The project developed 170 budget models for nutrients and carbon sites in coastal areas around the world, representing the aggregated effect of all the living components of the coastal ecosystem on nutrient fluxes and transformations as net ecosystem metabolism
2. Nine (9) regional and global assessments of the nutrient/carbon status and the impacts of enhanced nutrients on coastal waters were completed
3. A combined 3-region report and a global report were published with supplementary CDs and a global synthesis volume as part of the LOICZ Synthesis Book.
As a targeted research project the UNEP/GEF intervention has clear benefits to other IW programmes if the results (methods, budgets, etc.) are absorbed by new projects. It could have been reasonably expected that the ProDoc should have contained a concept of how the outputs/outcomes of this targeted research would be utilised within UNEP and the GEF IW community. The work of LOICZ is well documented but to-date there has been little focus on
Examples of catalytic benefits include:
The project began when there were only about 40 models / sites available. The GEF project added 170 models/sites to this and the work has been continuing after the completion of the project adding more data sets and using the data collected by the project. Over 400 budget models now are available at LOICZ. An example of this can be seen in the peer-reviewed scientific publication6 that clearly demonstrates the increasing desire to understand the processes of eutrophication and acknowledges the support the work received from UNEP/GEF. For example, the publication estimates that the total nutrient load of run-off to the world’s coastlines from major rivers has increased three times since the 1970s.
Adoption by universities, and EU projects and world-wide research programmes of the tools and methodologies into curricula for fundamental and applied training of regional scholars and scientists. Other follow-on activities have been seen in New Zealand7, Australia and the EU8 are making use of the developed tools (biogeochemical assessment, typology approach) in management and scientific synthesis work. Scientists in most global regions are adopting the approach in project design and development, and as research tools. Links to extended catchment information and data includes the human dimensions community to a growing extent.
National use of the tools developed in science and coastal management information assessments is leading to additional supportive research and monitoring projects, supported by national and regional funders. UNIDO has engaged with LOICZ in using the approach for a major project proposal for potential implementation in West Africa examining nutrient reduction planning, monitoring and remediation interventions. The EU is interacting with LOICZ on the relevance and implications of fluxes in the implementation of the Water Framework Directive and the Marine Strategy and so is UNEP GPA before and during its Intergovernmental Review II (Oct 2006).
INDICATOR#1 (Training of developing country scientists as regional advisors on methods and analyses, establishing a network of trained modelling advisors in developing region + Regional workshops held)
An essential aspect of the project involved advanced training for 10 scientists; 4 acted as regional mentors, 5 acted as national focal points; 1 acted as project analyst. All 10 were involved in network building, being resource people for training workshops and two were extended into postgraduate training (1 PhD and 1 MSc candidature). A network of trained modeling advisors was set up in developing regions, with about 180 scientists trained and continuing in the network. Additional scientists are being trained through adoption of methodologies in University curricula (e.g., South Africa, Philippines, Mexico, Brazil, Russia, Black Sea area). Networks continue to grow through the on-going LOICZ programme.The project adopted a Driver-Pressure-State-Impact-Response (DPSIR) framework as a means to extend the analysis subsequent to the assimilation of the data from the budget sites and initial correlation with human factors through the typology.
INDICATOR#2 (Regional budget workshops held)
A first tier of 8 preliminary regional workshops was held over a period of 20 months, beginning in 1999 and taking place in Central America, Southwest Atlantic, East Africa, West Africa, Northwest Pacific, East Asia, South Asia, and the Southeast Pacific. This was followed by a second tier of more synthetic workshops organized by ecosystem and climate type that cross-cut geographic regions and involved regional leaders.
INDICATOR#1 (Publication of regional and global assessments of the nutrient/carbon status and impacts of enhanced nutrients to coastal waters)
Nine (9) regional reports and a global assessment have been completed, during which a nutrient load model was developed and applied to regional differentiation of disturbance to coastal systems. In addition, a combined 3-region report and a global report was published with supplementary CDs and a global synthesis volume as part of the LOICZ Synthesis Book. An assessment of relative carbon sinks/sources of near coastal seas was completed and peer-review publications were released. Hardcopy reports and CDs containing analyses of impacts of enhanced nutrients on coastal carbon flux were distributed and uploaded to the LOICZ website. Peer review literature has been published and is continuously in preparation. In addition, a policy and management related synthesis is published and globally distributed.
INDICATOR#2 (Additional nutrient and data models to website) About 170 budget models were developed in workshops, while more continue to be contributed. About 400 have now been developed by the ongoing work of LOICZ. There were 40 budget models in place before the start of the project, but the focus during its implementation was on sub-tropical and tropical sites where data was previously limited, enabling more comprehensive global assessments to be made.
Benguela Current Commission
,nav,,IW3,TDA 1999
,IW3,1999 SAP
,nap,,nap,,nav,,0,,0,,nav,, 14,Persistent Toxic,UNEP,,,FSP,Toxic Substances,Regionally Based Assessment of Persistent Toxic Substances (RBA-PTS),Global,,[],"Eastern Africa, Middle Africa, Northern Africa, SIDS (Africa), Southern Africa, Western Africa, Caribbean, Central America, Northern America, SIDS (Americas), South America, Antarctica, Central Asia, SIDS (Asia), South-Eastern Asia, Southern Asia, Western Asia, Eastern Europe, Northern Europe, Southern Europe, Western Europe, Australia and New Zealand, Melanesia, Micronesia, Polynesia, SIDS (Oceania), Small island developing States",,Project Completion,International Waters,,1999-11-30,2003-12-30,,Mr. Paul Whylie; Mr. Walter Jarman,3.00,,,4.99,,GEF - 2,,,,,,,,http://www.chem.unep.ch/pts,,10; 14,"UNEP; Division of Technology, Industry and Economics (Chemicals) (UNEP/DTIE); South Pacific Regional Environment Programme (SPREP); Secretariat of the Arctic Monitoring and Asessment Programme (AMAP); North American Commission for Environmental Cooperation (CEC)",UNEP Terminal Evaluation (2004),"The project was designed, among other things “to agree on the priorities between chemical-related environmental issues”. This of course is necessary in order to focus subsequent interventions on solving or controlling these issues. However, at the same time, prioritising means ranking problems, which in turn, explicit or implicit, means answering a number of value-laden questions. Examples of such questions are: Are substances causing cancer in humans worse than those giving rise to reproductive failures in birds? Is a large quantity of a chemical no longer produced a larger problem than a smaller amount of one with rising production and use? Is an easily replaceable but less damaging chemical a higher priority than one more damaging, where no realistic alternatives exist? Is a well-investigated compound with by and large known risks, worse than one on which we have little information?
In all these cases, the answers would also have to be quantified: e.g. How many cases of human cancer correspond to ten thousand non-hatched bird eggs or an extinct bird species?
These sorts of questions obviously do not have scientific answers. Therefore, it is understandable that many of the Regional Coordinators and Regional Team Members at the onset of the project were reluctant to prioritise. Yet, when it came to the regional and global priority setting meetings, agreement or near agreement was reached on all the regional and global priorities. How was this resolved?
The key to the solution was a relatively simple scoring system, where the figures 2, 1 and 0 on one axis were used to mean Regional, Local, and No concern, respectively. The other axis had the groups Sources, Environmental levels, Eco-toxicological effects and Human effects. Scoring was done on available information, but each of the four groups also had a column for data gaps, where “0” meant supportive data existed, “1” that supportive data is limited, and “2” that supportive data are lacking.
A key feature was that there was no total score for a chemical. This is a clever and practical way to get around the unsolvable problem of comparing non-commensurable units, and one that has gained acceptance from a wide range of experts as a way to arrive at a science-based tool for administrative decision-making. It is a lesson learned with applications in a variety of fields and situations.
Another conceptual problem encountered in the project is the identification of global priorities based on regions, which differ significantly with regard to data availability, expertise, legislative framework and administrative and financial resources. As important from an ecological and toxicological point of view, is that temperature, humidity and food web structure, as well as species diversity and seasonal migration patterns (among many other parameters), may have a strong effect on sensitivity of populations and ecosystems. Similarly, human populations may have different sensitivities dependent on food habits, nutritional levels, age structure and numerous socio-economic factors.
Here the project was less innovative, and merely excluded from consideration all possible differences in sensitivity of ecosystems and human populations. Further, the global priorities came as a result of a summary that was balanced but somewhat mechanical of the priorities identified at the regional level.
A very special, possibly unique problem facing this project with regard to dissemination of results and follow up, is that the international focus on persistent substances has moved from PTS to POP, following the signing of the Stockholm Convention. There are two conceptual differences between the RBA/PTS project and the Convention. The project is region-based, whereas the Convention is basically global, with a potential for regional additions. Furthermore, the group of PTS is larger and in principle open-ended, while the Convention covers a small number - currently twelve - of specified chemicals or groups. The current situation, strengthened by the financial mechanism associated with the Stockholm Convention that provides funding through the Global Environment Facility (GEF) for, e.g., development of national implementation plans for POP, is that few of the developing country experts that were enthusiastically involved in the RBA/PTS project, work in their home countries today with any other part of PTS than the POP.
Seen from the project’s perspective, there is thus a significant risk that only those parts of the RBA/PTS that are covered by the Stockholm Convention can feed into any continuing activity. Its sustainability is thus an open question. The risks with the relative limited volume of information and the reach of the dissemination mechanisms for project results must be seen in this light.
On the practical level, a key question for the project to resolve was how to collect and evaluate a huge amount of data. The attempted solution was the development of web-based questionnaires and a GIS-based system for storage and handling of data. These two strategic decisions, using the web and geographic information, are future-oriented and commendable. It’s “lessons learned” from the project that should be remembered for numerous future applications.
However, for practical use within the project, neither the questionnaires nor the database and data handling system came to much use. In total, some 15,000 entries were made to the database using the questionnaires, which is not a small number and, as discussed elsewhere, represents a special value as much of it is data that is not available in the open literature, but was dug out from other sources and to a large extent came from regions where data are scarce. The future value of these data would be in relation to trend analyses, which could be crucial both for scientific purposes and to assess if chemicals that have been banned or for which the use has been restricted are still released. Thus the future users would be scientists and national environment protection agencies.
However, in relation to the total amount of data available for PTS, 15,000 entries is a drop in the sea. Most Regional Coordinators and Teams found the questionnaires unsuitable, either because they were too time-consuming to fill out with all the information requested, or because the information given was insufficient to assess the quality of the information. Some even used both arguments simultaneously.
It is clear that there has to be a compromise between the amount of information that has to be filled out, given the time it takes; and the amount and type of information needed for assessing the validity and relevance of the data. (See discussion by the interim reviewer on sediment sieving information!)
Unfortunately, the questionnaires developed for the project did not succeed in finding that balance.
With regard to the data-handling system, this was not used beyond testing for the evaluations and priority-settings within the project. In fact, the system is not yet bug-free. The work done is not bad, but unless a continued application is found, it will be wasted. It should probably have been foreseen that development of a data collection system, questionnaires, an evaluation mechanism for a large volume of data, a database and a data-handling system, were unattainable within the relatively short duration of the project and with the meagre staff resources available. The lesson to be learned is simply that development of data handling systems are time and resource consuming and should generally not be done ac hoc for short term uses.
In some regions of the world the main problem was not the lack of data, overall, but the vast amount of them in relation to time and personnel resources available for their collection and evaluation. This was especially true for Europe and North America. In the latter region, the strategy chosen to solve this problem was to select a “representative sub-region” – in this case the Great Lakes - and to concentrate the efforts on data from there. Judging both from many critical comments and from a careful reading of the resulting report, the conclusion is that the strategy failed to give the originally intended coverage and wide base for assessment of regional priorities. The European region’s much more comprehensive approach to the data volume problem worked far better. This lesson learned within the project should not be forgotten.
As individuals and teams with different backgrounds carried out much of the work at the regional level, it is obvious that their different traditions and expectations would lead to appearance of centrifugal tendencies, causing regions to start marching in different directions. This illustrates the classic management dilemma of how to keep experts enthusiastic, but at the same time converge their efforts towards a common coherent product. At several points during the execution of the project, such situations arose. Those occasions were handled commendably: the project’s management, with clever flexibility and some well-balanced compromises, together with a firm hand when needed, brought disparate regional efforts back in line while maintaining the good spirits of the experts involved. This is an important lesson learned in the project but one that might be difficult to generalize.
Given the complexity of the project and the administrative set-up, involving in total some 800 persons and more than 60 meetings, as well as ambitious and time-pressed programming work, it would have been extraordinary if there had been no administrative problems at all. During the project execution there were some, involving especially the Sub-Sahara and Central America-Caribbean regions. The problems were, in all except a few cases, ultimately sorted out, and the lessons appear mostly to be case-specific rather than general.
The global and regional reports and the network of experts form a good basis for replication of the project. From a content point of view there is, however, little reason to do so within the next 3-5 years, and the network will wither away if unused for such a relatively long period. As discussed elsewhere, an attractive possibility should funding become available, would be to use the network for a sustained effort to fill identified gaps in knowledge and to generate new data in regions where scarce data is a problem. In that context, the possible future use of the database and data-handling system could also be looked into.
",nap,,nap,,nap,,nap,,nap,,nap,,nap,,nap,,nap,,-1,,-1,,nap,, 6952,,UNIDO,,Mexico,FSP,Large Marine Ecosystem,Implementation of the Strategic Action Program of the Gulf of Mexico Large Marine Ecosystem,National,LME,[],Central America,Gulf of Mexico (LME),PPG Approved,International Waters,,2014-09-18,2019-09-30,,Mr. Ludovic Bernaudat,13.20,,,137.20,,GEF - 5,,,,,,,,,,,Mexico; Comision Nacional Del Agua; United States; National Oceanic and Atmospheric Administration (NOAA); SEMARNAT - The Secretariat of Environment and Natural Resources ; National Aquaculture and Fishing Commission of Mexico(CONAPESCA),,,,,,,,,,,,,,,,,,,,,,,,,,,,, 6962,,UNDP,,Azerbaijan; Georgia,FSP,Portfolio Learning/Policy,Advancing IWRM Across the Kura River Basin through Implementation of the Transboundary Agreed Actions and National Plans,Regional,River,[],Western Asia,Kura-Araks,PPG Approved,International Waters,,2014-09-18,2018-09-30,,Dr. Vladimir Mamaev,5.47,,,192.54,,GEF - 5,,,,,,,,,,,United Nations Office for Project Services (UNOPS),,,,,,,,,,,,,,,,,,,,,,,,,,,,, 6964,,WB,,Benin; Burkina Faso; Cote d'Ivoire; Ghana; Mali; Togo,FSP,River/Lake,Volta River Basin Strategic Action Programme Implementation Project,Regional,River,[],Western Africa,Volta,PPG Approved,International Waters,,2014-09-18,2019-09-30,,,7.40,,,42.80,,GEF - 5,,,,,,,,,,,Volta Basin Authority,,,,,,,,,,,,,,,,,,,,,,,,,,,,, 2101,Tanzania Coastal,WB,84213,Tanzania United Republic of,FSP,Land-Based Sources/Coastal Zone,Marine and Coastal Environment Management Project (MACEMP),National,,[],Eastern Africa,Somali Coastal Current (LME),Under Implementation,Multiple Focal Areas,,2005-06-19,2011-08-29,,Mr. Indumathie V. Hewawasam; Nicodemus Odhiambo Marcus,10.33,,,58.46,,GEF - 3,,,,,,,Africa,,,2; 8,Tanzania; Ministry of Energy and Minerals,,,,,nav,,nap,,nap,,nav,,nap,,nap,,nap,,nap,,nap,,-1,,-1,,nav,, 2020,Nubian Aquifer,UNDP,,Chad; Egypt; Libyan Arab Jamahiriya; Sudan,MSP,Groundwater,Formulation of an Action Programme for the Integrated Management of the Shared Nubian Aquifer,Regional,Groundwater,[],"Middle Africa, Northern Africa",Nubian Sandstone Aquifer System (NSAS),Project Completion,International Waters,,2005-06-20,2011-02-27,,Mr. Eric Jonathan Cole; Mr. Ismail Musa Mohamed; Mr. Andrew Garner; Dr. Andrew Hudson; Mr. Osman Mustafa Ahmed Mohamed; Lofti Ali madi; Dr. Vladimir Mamaev; Pradeep Aggarwal; Mr. Paul Gremillion; Prof Ahmed R Khater; Mr. Ahmed Ragab Allam,1.00,,,7.95,,GEF - 3,,,,,,,Aquifer; Africa; Groundwater,http://www-naweb.iaea.org/napc/ih/IHS_projects_nubian.html,,9; 1,International Atomic Energy Agency (IAEA),GEF3 IW Tracking Tool (2010),,,,III0,,III2,,III2,,,,III3,,IW3,Ministerial endorsement of SAP Sept 2013
,nap,,nav,,nav,,0,,0,,nav,, 462,Tumen River,UNDP,,China; Korea Republic of; Mongolia; Russian Federation,FSP,River/Lake,"Preparation of A Strategic Action Programme (SAP) and Transboundary Diagnostic Analysis (TDA) for the Tumen River Area, Its Coastal Regions and Related Northeast Asian Environs",Regional,River,[],"Central Asia, Eastern Europe",Tumen,Project Completion,International Waters,,1999-06-13,2001-06-30,,Dr. Andrew Hudson,5.19,,,10.66,,GEF - 1,,,,,,,Strategic Action Plan (SAP); River,http://archive.iwlearn.net/www.undp.org/gef/portfolio/writeups.html,,9; 2,United Nations Office for Project Services (UNOPS),UNDP Terminal Evaluation (2002)," Implementing the project through a network of local expert institutions significantly enhanced national ownership of the project and helped to establish a genuine regional network of scientists, politicians, government agencies and NGOs. A business network was envisaged as well.
Inherent in that approach is the need for a strong network coordinator responsible for quality control, value adding and training and resource mobilization. After project completion a similar function needs to be maintained.
Early involvement of provincial governments in SAP formulation and design enhances local ownership and ensures recommendations are politically acceptable and financially feasible.
Introduction of the private sector and private investment banks would reduce reliance on donors. This requires efforts to enhance good governance such as transparent and fair regulatory and legal systems and an efficient administration.
Use of consultants from within the region for training and support builds national capabilities and enhances regional thinking. Knowledge stays in the region and does not depart with the consultants.
1. A Transboundary Diagnostic Analysis highlighting all major issues was prepared and accepted by all project participants and a Strategic Action Programme was completed.
2. The first international environmental agreements were made between the project countries.
3. Local and regional awareness of environmental and biodiversity issues was raised significantly in the general public, government, and private sectors.
INDICATOR #1: Preparation of a Transboundary Diagnostic Analysis. [Target: A TDA accepted by all project participants.]
Four zonal TDAs were prepared (Tumen River, Daurian Steppe, Mongolian Steppe, and Supra-Regional), as well as a final overall TDA. The final TDA workshop was held in Vladivostok on 3 April 2002. The workshop approved the TDA and agreed that it would be the basis for developing the SAP.
INDICATOR #2: Strengthen national capacities to prepare a regional Strategic Action Programme (SAP) for the protection of international waters and biodiversity. [Target: SAP signed by participating countries.]
The Strategic Action Programme was the ultimate outcome of the project, though it was not formally endorsed by the countries. Using the completed TDA as its scientific foundation, the SAP was prepared by countries in early 2002, translated into local languages and scrutinized by local stakeholders in each of the project areas. National SAP task forces were established in each country to lead the national SAP process and several bilateral Memorandas of Understanding were signed between participating countries as well as between provincial governors during its preparation. These were the first international environmental agreements between the participating countries and are annexed in the final SAP dated October 2002.
National SAP Task Forces included political decision makers at many national and provincial levels: environment, foreign affairs, finance, and economic development portfolios, technical experts from the TDA phase, and NGO and business representatives. They also included the National TRADP Coordinators to ensure mainstreaming of SAP recommendations with parallel TRADP driven efforts.
INDICATOR #4: Strengthen national and regional capacities to jointly implement a Strategic Action Programme once endorsed. [Target: National teams (particularly the line ministries) implement activities included in the SAP after project completion.]
A political support platform for implementation of the SAP subsequent to endorsement was established. Regional awareness was being created and regional policy networks were established and functioning. Provincial as well as national government became heavily involved. Work was proceeding towards formulating a regional convention/treaty. The TumenNET Governors Memorandum of Understanding committed seven provincial governors to protect transboundary biodiversity and international water resources. A similar agreement was also reached with the private sector in the Republic of Korea. The project expanded into Siberia (at the northern border of Eastern Mongolia) and into the Inner Mongolia Autonomous Region (at the southern border of Eastern Mongolia), addressing more transboundary issues. The DPRK participated in selected project activities, including the one at the Musan iron ore mine - a major environmental hotspot along the Tumen River. Countries agreed to work towards a regional convention/treaty that will be based on the 1995 TRADP Memorandum of Understanding.
After completion of the project, TRADP was absorbed in 2005 into the Greater Tumen Initiative (GTI), an intergovernmental cooperation mechanism engaged in policy dialogue and implementing collaborative projects that focus on transport; trade; investment; tourism; and energy, with environment as a cross-cutting sector.
environmental protection issues. [Target: A 50% increase over two years in the number of articles on transboundary environmental issues in the 10 largest local newspapers in the Tumen River Region.]
Stakeholder workshops and press conferences were held in all countries. Mass media campaigns were implemented. Community awareness activities were funded under a small grants program. Environmental education campaigns were developed for schools. The number of environmental articles in the Tumen River region increased by 114% (200% in China and 80% in Russia).
1. The DRP has amply demonstrated the value of GEF Project support for transboundary river commissions. Critical to success is the relationship between the Project management and Commission Secretariat. These are not easy relationships to manage, since the Secretariat plays both a beneficiary role and a management role, while the PCU provides funding and technical support to the Secretariat, but also may pursue some outputs outside the scope of Secretariat responsibilities. If GEF project teams can get this relationship working well from the outset, as occurred with the DRP and ICPDR Secretariat, and can make a continuing effort throughout the project to maintain this relationship, such projects stand a real chance of achieving a high degree of success.
2. The DRP achieved considerable successes within the sphere of influence of the constituent members of the ICPDR delegations. Thus, accomplishments featured, for example, in the areas of water management, riverine monitoring,
WFD implementation, etc. The project experienced the greatest difficulties in affecting policies that fall outside of the purview of the Ministry of Environment (or its equivalent in each country), like agriculture, industry, and transport.
Such failures reflect the limited clout of environmental ministries in many countries, and the inadequacy of inter-ministerial structures in most countries. To have a greater impact on the policies and funding decisions of these resourceoriented ministries, they need to be brought into the effort early on – at the project concept stage
1) Critical to success is the relationship between project management and Commission Secretariat. These are not easy relationships to manage, since the Secretariat plays both a beneficiary role and a management role, while the Project Coordination Unit provides funding and technical support to the Secretariat, but also may pursue some outputs outside the scope of Secretariat responsibilities. If GEF project teams can get this relationship working well from the outset, as occurred with the DRP and ICPDR Secretariat, and can make a continuing effort throughout the project to maintain this relationship, such projects stand a real chance of achieving a high degree of success.
2) The project transformed an abstract concept of transboundary pollution into a neat package of recognizable problems. The identified polluting agents are clear and measurable causes of pollution. The project strengthened, as well, personal collaboration among the high-ranking officials of the various ministries. It is, therefore, possible to put a human face on an anonymous governmental decision.
3) By first undertaking a training needs assessment, the DRP learned that training activities needed to build institutional capacities (ICPDR, DEF etc.) as well as to build technical capacities (nutrient reduction, wetland rehabilitation, reduction of toxic substances etc.) to assure the increase of knowledge and the capacity to act for water management and pollution control. The training needs assessment also served as the basis for prioritizing training needs given limited resources (human and financial).
4) Increasing the public’s knowledge is a relatively easy task compared to the difficult task of changing the attitudes of beneficiaries. A systematic evaluation of the message adoption rate should be included in environmental projects. This evaluation may help in selecting the best tools and media to transmit the message. Also, it is critical to focus on developing appropriate public participation mechanisms and strategies given specific levels of activity (regional, national, sub-basin, local.)
5) Expert Groups stand a strong chance of being successful when: (a) the countries fund their own contributions and participation; (b) the persons participating in the groups are indeed technical experts rather than senior managers; (c) there is low turnover of experts, allowing greater continuity and improving trust and communications across the participants.
1. A Transboundary Diagnostic Analysis (TDA) and a Strategic Action Program were completed and implemented.
2. All Danube countries developed policies and legal instruments for sustainable water management and nutrient reduction.
3. Nutrient loads to the Danube River (specifically nitrogen and phosphorous) were reduced, and water quality was improved. The Black Sea benefitted from reduced Danube River nutrient levels, as well as the linkage and cooperation of these projects with the UNDP/GEF IW Black Sea projects
Output 2.1 sets expectations for inter-ministerial coordination (IMCM) and also identifies a set of special actions to enable Bosnia-Herzegovina to fully participate in the ICPDR and its EGs and to participate fully in the process of Danube region WFD implementation.
The BiH support was highly successful. Because of the federal / split system of governance in BiH, there was a real problem with ICPDR ands DRP coordination, which was effectively dealt with by the hiring of a country coordinator. Very much as a result of the support they received from the DRP, BiH was able to produce its first river analysis report and to contribute directly to the development of the Danube Roof Report,
The IMCM effort was generally successful. Analyses were carried out for ten countries and recommendations for six countries were subsequently agreed. There are no committees established in Moldova and Ukraine, although work is still in progress in Moldova.
Output 1.1 involved support for implementation of the WFD as well as assistance to develop sub-basin initiatives for the Tisza and Sava rivers, as well as support to the ICPDR on upgrading their geographic information system (GIS) tools, and capacity building and training on biological sampling and analysis. The highlight of this effort is surely the work done in support of the ICPDR and together with the 13 Danube countries to produce the Danube ‘Roof Report’, (entitled The Danube River Basin District, Part A – Basin wide overview, 18 March 2005). The Roof Report has been highly acclaimed as the best of the transboundary reports presented to the EC under the WFD, and is a fine accomplishment for all participants. All told, there were 58 project activities carried out to assist the ICPDR and countries in their implementation of the WFD for the Danube.
The DRP can also be praised for its achievements on the sub-basin initiatives, including political approval by all of the Sava riparian countries for a Framework Agreement for the Sava River Basin and the Sava River Commission, and completion of the Tisza river basin analysis report as the precursor to the Tisza WFD river basin management plan.
The DRP also met expectations with its assistance to the ICPDR for a Danube GIS Prototype.
Implementation of the Danube – Black Sea MOU is included as Output 2.5. Expectations were that this effort would enable a joint policy-making framework to be established and functioning in the DRB and Black Sea region for reduction of discharges of nutrients and hazardous substances into the Black Sea.
Achievements (jointly with the BSERP) include the re-establishment of the joint technical working group, which held four annual meetings since 2002. There was also a Danube – Black Sea Strategic Partnership Stocktaking meeting organized in 2004, with participation of 80 high level country representatives of the ICPDR, BSC, GEF, UNDP and other experts. Close association of the DRP and BSERP efforts was greatly enhanced at the end of 2004 with the decision to appoint the DRP CTA as overall manager of both projects.
ICPDR
,IWA,"• All ICPDR countries developed policies and legal instruments for sustainable water management and nutrient reduction. In particular, harmonisation with the European Union’s Water Framework Directive (WFD) became the driving force in the development of policies and legal instruments for improved water quality management. All of the Danube EU countries were establishing basin management plans and districts and agreed to issue a joint set of plans for the Danube. The non-EU countries indicated their interest to harmonise with the WFD requirements and most took initial legislative steps in this direction.
• Each country made progress in the areas of transboundary cooperation; improved water quality monitoring; emission control; emergency warning; accident prevention; and information management.
Outputs 1.6 & 1.7 provided technical assistance to the DRP countries in the area of tariffs and water pollution charges. Starting during Phase 1 with a review of current conditions for municipal water and wastewater utilities in eight of the Danube counties, the effort then evolved into a series of workshops coupled with municipal policy reform recommendations. The effort also included development and testing of the Accounts Simulation for Tariffs and Effluent Charges (ASTEC) model that provides a tariff adjustment tool for municipal water and waste utilities.
• 120 national small grant funded projects were launched, led by national environmental NGOs. There were also 12 regional small grant projects carried out, involving 35 NGOs working on transboundary problems.
• The Danube Environmental Forum was successfully re-activated and played useful roles as an ICPDR observer, a vehicle for public awareness raising, and an aide to NGOs across the region participating in the small grants programme.
• Public awareness of Danube environmental issues was raised through 100 articles in the regional and local media, more than 70 workshops bringing together more than 1,700 participants, and promotion of the annual Danube Day.
• Five pilot projects were managed, with manuals and training workshops developed for each; two study tours were held (US and Netherlands); two basin-wide workshops were carried out including 90 country representatives; and a final workshop was held.
• A set of 35 indicators for project monitoring and evaluation were developed and 14 indicators were tested and evaluated.
• A manual entitled Technical guidance on the integration of the nutrient reduction in riverine wetland management was produced.
1. The foundation for effective regional cooperation and project coordination set in place through the organization of a broad-based inception workshop involving all major stakeholders, the establishment of a project steering committee, national coordinating units and the adoption of the CCLME work plan.
2. Improved knowledge and capacity for management to address concerns on marine living resources, biodiversity, habitat and water quality through the organization of a number of ecosystem surveys, related trainings and the establishment of thematic working groups on priority issues – all contributing to
the formulation of the Transboundary Diagnostic Analysis.
3. Initiated demonstration of management actions to address sustainable transboundary management of shared small pelagic stocks in North West Africa, impacts of coastal shrimp trawling, transboundary comanagement of migratory coastal species of importance to artisanal fisheries, use of MPAs as tools for
multiple-resource management benefits and mangrove conservation.
• Multi-sectoral national inter-ministry committees are in the process of being established in all participating countries;
INDICATOR#2 (Functional National Inter-Ministry) [7 National Inter-Ministry established and meet]
So far, three countries have established National Inter-Ministerial Committees (Gambia, Senegal and Guinea). The remaining countries are in the process of establishment.
UNEP regional seas plus RFMO centered on collaboration UNEP + FAO
,IWA,"INDICATOR#1 (Regional management plans in place to reduce the pressure on marine living resources)
[Concerted sub-regional management policy on minimum conditions for access agreements, management of fishing effort, IUU fishing and implementation of EAF by 2015] [Management guidelines on spawning areas and other critical fisheries habitats developed by end 2013]
Work plans agreed and demonstration projects initiated on the transboundary management of shared small pelagic stocks, and of small migratory species important for coastal artisanal fisheries.
INDICATOR#1 (Preliminary TDA available and strategy for revision agreed) [Agreement on Priority issues on TDA, TDA published and communicated for management action]
The TDA working group has defined an outline of the TDA document and adopted a strategy for its elaboration. The development of the CCLME Transboundary Diagnostic Analysis (TDA) was initiated in May 2011 with the organization of a TDA training back to back with the first meeting of the TDA Working Group (16--20 May 2011).
In addition, a Climate Change Working Group established by the CCLME project to strengthen the consideration to climate change-related issues in the CCLME TDA, held its first meeting from 11 to 13 May 2011.
",nav,,0,,0,,nav,,"Since the CCLME project became operational, it has established structures to ensure effective project management and coordination. These structures are also designed to ensure that an ecosystem-based approach is taken into consideration throughout project implementation when fostering multi-state cooperation on priority concerns. These include:
• Two national representatives for CCLME have been designated in each country (project focal point and technical coordinator) to guide the project and ensure adequate input and support to activities representing both fisheries and environment departments;
• Strong relations with a range of different partners representing both environment, fisheries and development sectors to assist with implementing project activities, ensuring that activities are building upon existing foundations in the region, increasing coordination and minimizing duplication of efforts;
• Six multidisciplinary technical working groups have been established by the project. In addition, the project is supporting two existing FAO/CECAF working groups on the assessment of pelagic and demersal resources.
• To ensure adequate involvement of stakeholders from all relevant sectors, a CCLME communication and stakeholder participation strategy was elaborated and adopted.
• CCLME communication activities have so far included the development and regular maintenance of a bi-lingual website (www.canarycurrent.org) in line with IW:LEARN requirements, the bi-annual release of a CCLME newsletter and the production of information folders.
INDICATOR#1 (Assessment for monitoring the state of ecosystem) [Data available to provide scientific knowledge for application of Ecosystem approach to fisheries in the frame of TDA/SAP]
Stock assessment and ecosystem surveys are organized, in collaboration with all major institutions involved in surveys in the region, according a detailed work plan defined by the CCLME established working group on “Ecosystem Survey Planning and Analysis” and through the FAO/CECAF assessment
working groups.
Valuable data regarding the current state of the CCLME has been produced through the organization of a number of surveys, including one ecosystem survey off Cape Verde islands from 8 to 20 June 2011 and one survey to assess the coastal pelagic stocks of the CCLME region from 22 June to 7 July 2011. More
surveys are planned for the last quarter of 2011 and for 2012. The surveys are being conducted in collaboration with the EAF-Nansen project and the R/V Dr. Fridtjof Nansen, national research institutions and (where available) national research vessels. The data collected will be used to guide the development of management plans and as a baseline. An Ecosystem Survey Planning and Analysis Working Group has been established by the CCLME project to plan and coordinate the surveys in the region, consisting of national representatives from CCLME countries, representatives from institutions involved in surveys is the region (the Institute of Marine Research of Norway, the Spanish Institute of Oceanography, Atlantniro of Russia) and FAO. Various capacity building activities linked to the conducting of surveys have been undertaken.
1. The project oversaw the organization and compilation of a data bank of references, information, and studies about the river basin that had been held in private institutions. The data bank initially contained 1400 items and will be continuously updated under the supervision of the Basin Committee.
2. Established the Committee of the São Francisco Basin through an election process stemming from 39 regional meetings, 27 state meetings, and 26 meetings with Indian communities. The Committee represents the interest of over 500 municipalities in 7 states which contain over 500 million people.
3. The project created an Environmental Quality Index, which incorporates sustainable environmental components together with physiochemical, biological, economic, social and cultural components. This led to the implementation of a Water Quality Monitoring System for the Sub-Middle Basin of the São Francisco.
INDICATOR#1 (Revitalization of the São Francisco River Basin Committee)
The integrated and participative management of the Basin was one of the main goals of the project, and essential to this was the revitalization of the São Francisco River Basin Committee (CBH-SF). Under the National Policy on Water Resources (NPWR), this committee is now responsible for developing a systemof water rights and water charges.
INDICATOR#2 (Formulation of the Basin Management Program)
In order to address the main goal of the project, the TDA and SAP were both developed, which supported the preparation of an Integrated Managing Program for the basin including coastal zone management, fisheries management, navigation and water resource management, as well as including operational policies for large reservoirs. The project also provided the framework for the Brazilian Water Agency and was catalytic in helping the CBH-SF formulate its first comprehensive programme for the integrated, sustainable, and participative management of the basin and its environmental revitalization. Through directives of the Brazilian Water Law, the project helped formulate and establish effective structures, legal controls, and fiscal instruments to mitigate land and water practices that adversely affected the Basin and its coastal zone.
INDICATOR#1 (Multi-temporal analysis of dynamic alterations in riverbed morphology)
Sediment production on the middle reach of the river basin was analyzed in conjunction with a study of riverbed morphology that was done through satellite imagery, qualifying and quantifying changes in channel shapes. The images showed growth of river islands, changes in the sedimentation of riverbanks, and changes in hydraulic gradient.
INDICATOR#2 (Determination of land use in the Lower to Middle São Francisco River Basin)
A detailed physical and socio-economic characterization of the river basin subdivided land into 24 different classes based on radar and satellite images, resulting in 24 thematic maps and one integrated map which show the preserved natural coverage, the spoiled natural coverage and areas affected by anthropogenic development.
1. The common assumption, that the weakest participating country is the main limitation for the success of a regional project, has proven to be invalid; this is especially true when a strong regional institution is in place, which has the full endorsement and confidence of the different riparian countries of a shared river Basin.
2. GEF grant funding can play a critical role in leveraging an inclusive reorganization of a regional institution.
3. The TDA/SAP process played an important role for mainstreaming environment at all levels and should continue to play an important role for GEF projects targeting transboundary water bodies or river Basins.
4. Joint co-implementation of a project through two GEF implementation agencies (i.e. World Bank and UNDP) on the basis of comparative advantages identified only pays off when roles and responsibilities of the two agencies are clearly planned and laid out in advance with key reporting and supervision processes harmonized to the extend possible.
1. Leveraging institutional reform/re-organization of OVMS: This project was catalytic in building a more inclusive institutional structure for river Basin management regionally and nationally. As a result of the project, Guinean representation now spans all levels of OMVS’s institutional structure, national
legislation of Guinea is in the process of being fully aligned with the OMVS’s Water Charter (superseding national legislation), knowledge gaps on the upstream portion of the Senegal River Basin have been filled, and Guinea’s hydrology network has been fully integrated into the existing OMVS network.
2. Mainstreaming environment: The project played an important role in mainstreaming environmental aspects at all levels: from a policy/planning perspective (e.g. TDA, SAP), from an institutional perspective (e.g. new institutional capacities, new staffing additions related to environment and civil
society participation, improved knowledge and data networks), and from a Action Program perspective (sustainable land and water management principles now expected to be mainstreamed in overall Senegal River Basin Master Plan).
INDICATOR 1. OMVS and Guinea harmonize their water legislation in accordance with the existing legislation in the other riparian countries for better management of land and water resources across the basin.
Ratification of OMVS’s Water Charter by Guinean Parliament. As the Water Charter was superseding national legislation, the legal framework of Guinea was reviewed and necessary adjustments were agreed upon in order align national legislation with the OMVS Water Charter, the future regional code of
environment, and pertinent legislation in the other riparian countries. The project accelerated Guinea’s full integration into OMVS – a crucial factor for alignment of the national legislation and for better land and water resources management across the Basin. Guinea endorsed a national working group by ministerial bylaw to oversee the alignment and harmonization process, which is well underway with all revisions and improvements necessary agreed upon in multi-sectoral national stakeholder meetings and supported by the MWRD APL.
The now fully operational and compatible framework for transboundary information exchange and knowledge sharing on the environmental and water resources status of the Senegal River Basin is a major accomplishment compared to the situation in prior to the project when OMVS had no access to information on water resources and processes in the Basin headwaters in Guinea.
OMVS strengthened
,IW2,"The legal framework of Guinea has been reviewed and necessary adjustments have been agreed upon in order align national legislation with the OMVS Water Charter, the future regional code of environment, and pertinent legislation in the other riparian countries.
",IW4,"INDICATOR 2. A Transboundary Diagnostic Analysis (TDA) is prepared and completedAn impressive and comprehensive Transboundary Diagnostic Analysis (TDA) was completed, validated and printed (2006) and formed basis of development of SAP. Multidisciplinary teams at national and regional levels were strengthened and linkages to academic entities in the region established and improved. As a result of the project, a fully completed TDA has been published and widely disseminated and detailed maps showing environmental conditions throughout the Senegal River Basin are now available.
An impressive and comprehensive Transboundary Diagnostic Analysis (TDA) was completed based on the strengthened knowledge base with previous data gaps filled and data now covering the entire Basin.
INDICATOR 2. A Strategic Action Program (SAP) document is completed.A Strategic Action Program was completed based on the findings of the TDA and following an
impressively participatory and qualitative process. The SAP was reviewed and approved by Ministerial Council in Y4 (59th council meeting in August 2008), thus receiving the highest political commitment. The document was published and disseminated on a wide scale.
A Strategic Action Program was completed based on the findings of the TDA and following an impressively participatory and qualitative process. The SAP has received the highest political commitment through its adoption in August 2008 at OMVS’s inter-ministerial meeting. The GEF project represents hereby one of the first successfully completed GEF IW of that nature in the Africa region.
INDICATOR 1. Guinea's hydrology network in the Senegal Basin upstream portion has been fully assessed & upgraded to be compatible with the existing OMVS hydrology network. Guinea’s hydrology network in the upstream portion was upgraded and fully integrated into the existing OMVS hydrology network. Compared to one operational hydrology monitoring stations in the upstream Guinea Basin prior to the project, there are now 8 hydrological stations in Guinea fully rehabilitated and an additional 11 stations were upgraded and equipped throughout the overall Basin. As a result of the project, the Senegal River Basin is now equipped with water quality measurement installations and an early warning system in the upper Basin is now fully functional.
The UNDP-implemented microgrant program and public participation program delivered high impact on the ground.
1. Implementation of the Binational Commission of the Sixaola River Basin.
2. Integration of multi-ethnic communities and farmer organizations in sustainable production schemes in the buffer zones of protected areas within the Binational Sixaola River Basin.
3. Support for conservation government agencies and local NGOs for the coordination of management programs and activities in the La Amistad International Park, and the protected wetlands Gandoca-Manzanillo (Costa Rica) and San San Pond Sack (Panama).
Indicator #1.Establishment of the Binational Commission of the Sixaola River Basin [1]. This commission is composed by representatives of major government agencies, Civil Society and local governments (indigenous and non-indigenous) with presence and activities relevant to the implementation of the Sixaola Binational Project. The Commission´s 21 members, from both countries Costa Rica and Panama, have met three times in 2010 and 2011 to discuss and decide about relevant issues such as their regulations code, approbation of the 2011 Annual Operational Plan for the Sixaola Binational Project, among others.
",nav,,nap,,nap,,nap,,nap,,nap,,-1,,-1,,nav,,"Indicator #2 Community aqueducts strengthened in technical aspects for micro watershed management [10 community aqueducts]. Even though the target was to work with 10 community aqueducts, at present there are a total of 34 communities working with the Binational Project, 18 in Costa Rica and 14 in Panama.
Indicator #3 Promotion for the adoption and replication of sustainable productive practices [150 farmers]. A third important process initiated by the Sixaola Binational Project is the support of small farmers associations, organized women groups, and other indigenous and non-indigenous community groups. To date a strategy for the “seed fund” has been formulated with participation of most relevant actors (cooperants and potential beneficiaries), and its implementation will begin before the end of 2011.
More than 20 small organizations are already participating in a training program in several relevant thematic areas which augment their probabilities for accessing this fund.
1. Standing pig population covered by farms having adopted the project’s livestock waste management systems has reached 726,000 compared to a target of 417,000.
2. Reduction of livestock-induced, land-based pollution flowing into the South China Sea
3. Replication strategies have been drafted and are being finalized for each beneficiary country at a provincial or district level.
INDICATOR#1 Spatial distribution plans for livestock production and nutrient management plans for livestock waste developed and implemented [Target: Spatial distribution and nutrient management planscompleted/implemented]
Results to date: China: completed in Guangdong; Thailand: completed in Ratchaburi; Vietnam: completed in Thuong Tin District
INDICATOR#2 National (Guangdong in China) SPP implementing improved (leve 1 and 2) livestock waste management practices [Target: 50% in China (Guangdong); 40% in Thailand; and 50% in Vietnam]
Results to date: China 70%; Thailand 40%; Vietnam 40%
INDICATOR#3 Replication strategy is developed by each country [Target: Replication strategies outlined, drafted, implemented and finalized by end of years 1-4 and by project completion respectively]Results to date: Implemented in China, Thailand and Vietnam; as a result, (i) preparation of a follow-up $100 million IBRD lending operation for agricultural non-point source pollution reduction project in China has been approved by both the Bank and Chinese government and (ii) two CDM livestock waste management projects were prepared and in operation in Thailand in 2008 and 2009 respectively
INDICATOR#4 Decision support tools and related training packages delivered by RFO [Target: 6 tools and related training packages]Results to date: Spatial Planning completed, CoSiMo about 90% completed and STRAW not completed; training package for Spatial Planning delivered and trainings organized for Thailand only; a model and training package for STRAW and CoSiMo respectively completed; translation into three languages in progress; the third CoSiMo meetings in three countries (90 participants in total)
INDICATOR#5 M & E system in place and number of periodic evaluations of project outputs and impacts carried out. [Target: 2 in each year and in each country]Results to date: China: 16 farms involved and 22 reports prepared; Thailand 11 performed; 4 more pending; Vietnam 7 farms and 1 village involved and 8 reports prepared
The project results can also catalyze a lot of other international activities. For example, to create mechanisms to integrate regional administrations and local communities with global environmental networks implemented through UN agencies and international banks. The development of the Arctic Environment Fund (AEF) for financing projects can be a very positive tool for the sustainability of the Arctic protection activities. AEF will provide sustainable financing to priority environmental projects using international environmental finance instruments (e.g. soft loans from International Financial Institutions and GEF grants, in combination with traditional domestic financing from the federal and local budgets as well as Russian and international investments). It can be very a very sufficient and effective basis for broader cooperation with Arctic countries on the transboundary issues of concern, and develop a mechanism that catalyzes investment in order to meet the targets (the Bering Straits are the focus initially).
UNEP/GEF is unique and the first model programme of its kind. It has created a unique potential to achieve multiple social, political and environmental objectives. This programme should be continued and expanded. Recommendations and conclusions of the project can and will be used if the initiatives which started under this project continue under a similar forum, such as the emerging UNEP/GEF program Arctic Agenda 2020.
A lot of new technological projects as very important outputs of the evaluated projects can also attract investments in environmental technologies and innovations reducing greenhouse gas and emissions and chemicals pollution, develop a mechanism that will catalyzes investment in order to meet targets of the Arctic Strategic Action Program. It can be a reasonable basis for the establishment of a programmatic approach that includes the development of global environmental benefits through reforms, and the implementation of model demonstration projects and execute sustainable, replicable and interlinked model demonstration projects, such as transboundary pollutant abatement, large marine ecosystems, energy efficiency improvement and renewable energy development, a network of protected areas. Another important issue can be the introduction of integrated river basin management for water management and biodiversity due to the very important sources of Arctic pollution represented by the Russian big rivers.
The project inventory of the Arctic territory hot spots is a suitable tool for the development of whole Russian inventory of pollution sources, legal and illegal waste disposal sites, contaminated sites. It can be use also for the development of institutional and financial mechanism to address past environmental damage using the USA Superfund as a model.
The project tasks as well as the achieved results meet in full the tasks of the Arctic Council and its programs. It is expected that these projects will be used as a basis for activity of the Project Support Instrument established by the Arctic Council first of all to support investment projects aimed at the improvement of the environmental conditions in the Russian Arctic.
1. Completion of a Strategic Action Programme for the Protection of the Russian Arctic Environment (SAP-Arctic), directed to preserve and protect Arctic environment and to eliminate negative environmental impacts from economic and other activities.
2. Pre-investment studies were completed for all three areas (western, central, and eastern) of the Russian Arctic, resulting in a set of proposals for environmental projects which are supported by regional and local authorities. These will help set optimal sets of environmental measures which require significant investments and design remediation actions which can be implemented by the Russian Federation and its funding partners
3. Outputs of the project contributed significantly to the implementation of two international agreements: the Arctic Environmental Protection Strategy (AEPS) and the Global Programme of Action for the Protection of the Marine Environment from Land-Based Activities (GPA)
The Project played an important catalytic role in the development of a national law on environmental protection in specific conditions of the Arctic zone of Russia, a number of regulations and procedures for environmental monitoring, risk assessment, analysis, preparation of investment studies and creation of private – public partnerships for preparation and implementation of investment projects directed to social and environmental remediation.
The project results strongly supported the above-mentioned development of new actions concerning the Artic as a legal base for the effective cleaning and future protection of the arctic environment. In addition, the project played an important catalytic role in leveraging additional funds for demonstration and pilot projects. For example, the Ministry of Defence gave funds for FJL remediation project, the government of Arkhangelsk funded the remediation of former military basis, and the Murmansk administration allocated funds for cleaning of the Kola fjord.
The project has a high catalytic potential for the development of legislation concerning Arctic area conservation. Based on the project outputs, the Government of the RF adopted new strategic documents (Arctic SAP, DA) and changed its approaches to solving the environmental problems.
The project results have a very strong replication potential through UNEP and GEF projects, but also through EU and national projects. The evaluated project provides a very good level of knowledge, expertise and experiences concerning a country where the effective solution of environmental problems has been politically unacceptable and unrealistic.
The catalytic role and replication of the project results was evaluated as highly satisfactory due to its very significant role in forming the legislation.
INDICATOR#4 (Implementation of international agreements)
Outputs of this project contributed to the implementation of two principal international agreements: Arctic Environmental Protection Strategy (AEPS); and the Global Programme of Action for the Protection of the Marine Environment from Land-Based Activities (GPA) as implemented in the Arctic Region through the Regional Programme of Action for the Protection of the Arctic Marine Environment from Land- based Activities (RPA) and the Arctic Council Plan of Action to Eliminate Pollution of the Arctic (ACAP).
INDICATOR#1 (Preparation and adoption of a comprehensive Strategic Action Programme for the Russian Arctic)
A Strategic Action Program for the Protection of the Russian Arctic Environment (SAP-Arctic) was completed, with the purpose of preserving and protecting the Arctic environment and addressing damage and threats from land-based activities in the Russian Federation. The SAP was approved by the Maritime Board under the Government of the Russian Federation, who then recommended it for further promotion to the relevant government bodies. The SAP had to satisfy several requirements, which included (1) satisfying Russian requirements for the sustainable exploitation of natural resources in the Arctic (2) stipulate the fulfillment of environmental tasks under the Federal Target Oriented Programme ‘World Ocean’ (3) fully meet the aspirations of the other Arctic states and the Arctic Council, and (4) ensure the Russian contribution to the implementation of the Global Programme of Action for the Protection of the Marine Environment from Land-based Activities.
1/1, with endorsement from regional entities (e.g., Arctic Council, NAFCO)
",100,,3,,"INDICATOR#2 (Completion of a set of Pre-investment studies)
Pre-investment studies (PINS) were completed for all three selected areas (western, central, and eastern) of the Russian Arctic, resulting in a set of proposals for environmental investment projects which are supported by regional and local authorities. About 20 were selected for further development in all three of the selected regions, and will eventually result in the correction or prevention of transboundary impacts of land-based activities. These will help establish the optimal set of environmental measures requiring significant investments to be established and to design remediation actions that can be instituted by the
Russian Federation and its funding partners.
INDICATOR #3 (Preparation of environmental documents and legislation)
Within the Environmental Protection Systems Improvement component, several documents have been prepared: a Draft Report to the Government of the Russian Federation on improvement of Environmental Protection System in the Arctic Zone of the Russian Federation, analytical materials in conjunction with this Report, and two concept versions of Draft Federal Law on special regimes on natural resources use and Environmental protection in the Arctic zone of the Russian Federation. A comprehensive review on environmental legislation of Arctic states was completed, comparing these with Russian environmental legislation in relation to the Russian Arctic. In addition, a draft concept of the Report to the Government of the Russian Federation with proposals on elimination of gaps in Russian environmental legislation with regard to Russian Arctic zone has also been prepared.
1. Reduction in nutrient loads to local soil and water bodies in target micro-catchment areas:
Installation of manure management systems, including construction of manure platforms, adequate
manure storage facilities and training in optimum application of manure as fertilizers as well as
implementation of environmentally friendly agricultural practices such as shrub and tree planting is
leading to decreases in nutrient loads entering soil and water bodies from agricultural sources.
2. Increased awareness and adoption of environmental friendly agricultural practices : A broad
public awareness program of project benefits is resulting in a significant increase in the percentage of
farmers recognizing the importance of mainstreaming environmental considerations in agriculture and
implementing environmentally friendly agricultural practices.
3. Increased organic farming, leading to increased marketing of organic products and improved
household incomes.
INDICATOR #1: Development of a legal framework consistent with the EU Nitrates Directive for
good agricultural practices. Turkish legislation with respect to nitrates pollution has been harmonized
with the EU Nitrates Directive. Institutional and regulatory mechanisms are in place supporting water
quality monitoring program which has been mainstreamed into Ministry operations.
INDICATOR #2: Increased public awareness of causes, effects and mitigating measures of natural resource degradation in participating MC communities. A public awareness program has been developed; implementation of the program has been undertaken in all 28 pilot micro-catchments targeted under the project.
" 1851,Northwest Sahara Aquifer,UNEP,,Algeria; Libyan Arab Jamahiriya; Tunisia,MSP,Groundwater,Protection of the North West Sahara Aquifer System (NWSAS) and related humid zones and ecosystems ,Regional,Groundwater,[],Northern Africa,Northwest Sahara Aquifer System (NWSAS),Project Completion,International Waters,,2003-05-05,2006-06-29,,Mr. Khatim Kherraz; Djamel Latrech; Mr. Abdel Kader Dodo,1.00,,,2.64,,GEF - 3,,,,,,,Aquifer; Groundwater,http://nwsas.iwlearn.org,,9,The Observatory of the Sahara and Sahel (OSS),,,,,nav,,nav,,nav,,nav,,nav,,nav,,nav,,nav,,nav,,0,,0,,nav,, 2041,Iullemden Aquifer,UNEP,,Mali; Niger; Nigeria,MSP,Groundwater,Managing Hydrogeological Risk in the Iullemeden Aquifer System,Regional,Groundwater,[],Western Africa,Irhazer-Iullemeden Basin,Project Completion,International Waters,,2007-03-30,2008-03-30,,Mr. John Chabo; Mr. Abdel Kader Dodo; Baba sy Lamine,0.95,,,1.73,,GEF - 3,,,,,,,Aquifer; Groundwater,http://iullemeden.iwlearn.org,,9; 1,The Observatory of the Sahara and Sahel (OSS),UNEP Terminal Evaluation (2009),"1.
Project Team Design
Context: The Project Coordinator was initially in a different country than the rest of the executing agency team. This did not allow for sufficient connection and communication between the project team which was essential. Once he was moved to OSS offices and able to work in close coordination with other technical specialists and administrative staff the project activities advanced well.
Prescriptive Action: Ensure a sufficiently robust and functioning project team, which has a highly developed line of communication, particularly if members are not in the same institution. For instance instigate regular conference calls, as opposed to an as needed basis.
Other contexts: All projects.
2.
Use of Scientific Work to Drive Political Framework
Context: The project focussed on developing a solid technical understanding of the aquifers through the development of a common database and numerical model. This then drove the institutional, political and social agendas. It was instrumental in developing awareness and support at the political level. So while it did not achieve all its objectives in legal and social realms, it provided a very solid foundation to do so in the future.
Prescriptive action: Emphasise a solid and easily communicated understanding of the technical aspects of the resources in question to facilitate legal or policy development.
Other contexts: All projects where political and social awareness needs to be built.
3.
Emphasize a functional legal mechanisms
Context: One of the objectives of the project was to develop a formal legal mechanism for consultation which was agreed and signed by the countries. This proved to be beyond the ability of the project, though great advancement was made in that direction. Nevertheless, a functional mechanism exists and is being used while talks may continue regarding a formal mechanism.
Prescriptive action: Emphasise the development of functional mechanisms which should be established, such as MOUs between institutions or agencies. These can evolve and later formalised into agreements at the State level.
Other contexts: Any project where legal development is concerned.
The project has had a catalytic effect in terms of:
Scaling up efforts in the region through the promotion of a second phase, which is to include the Taudeni-Tanezouft aquifer systems which includes Algeria, Mauritania and Burkina Faso.
The ABN has developed an interest in groundwater resources as part of its ‘integrated water management programme’.
Generating interest in the IAS process at international meetings such as the 4th World Water Forum, Mexico City, March 16-22, 2006. The project was presented as workshops organized under the IWLEARN project. This carried a strong catalytic effect since many of the other groundwater projects wanted to see the IAS case, since the IAS project carried out the TDA for a shared groundwater aquifer system for the first time.
Replication of the process in the region. Mali is looking to replicate the process used to develop cooperation under the IAS program to other aquifers it shares such as in the region of Le Fosse de Naras, which are shared aquifers with Mauritania; and the Plan de Gondo aquifers, which are shared with Burkina Faso.
At a national level, academics in Mali are developing university courses in groundwater modelling to build future capacity and capability, and looking to use the tools for national issues.
iii. Existence of a joint legal and institutional Iullemeden cooperative framework, including:
(a) recognition of opportunities for institutional sustainability and integration with parallel initiatives (NBA, NNOCC) for cross-border land and water management and conservation,
Partially – discussions with ABN, ECOWAS etc
(b) mechanisms for harmonization of national policies and legislation,
Mostly – through draft protocol. (OSS, 2008i)
(c) a basin organization structure approved and committed for continuing support by the countries and their development partners
No – only temporary structure in place.
(d) existence of a transboundary aquifer monitoring system with basin-wide and national components.
Mostly – Temporary structure is functioning
vi. Existence of a legal cooperative framework and institutional and communication mechanism to address transboundary risk and water conflict,
Informal mechanism for consultation exists. And Draft protocol exists.
vii. Existence of an inter-government communication programme for effective, timely contact and consultation between national water resources institutions
Mostly, the Inter-governmental tool has been developed and agreed to. (OSS, 2008d)
xi. National governments and local communities are involved in the management of transboundary risk and uncertainty related to the IAS,
National programs to date focus on monitoring and awareness building.
Existence of a jointly prepared and politically accepted Transboundary Diagnostic Analysis, based on the country positions and perceptions, identifying transboundary concerns, risk and uncertainty in the IAS;
Yes -TDA developed and approved.
viii. Jointly adopted environmental goals and criteria identified in a joint Transboundary Diagnostic Analysis, including quantitative and qualitative indicators upon which priority actions can be identified and implemented,
TDA does not list adopted goals and indicators, this is partially covered in the Policy Elements document. (OSS, 2008g)
iv. Transboundary risk and uncertainty issues from land use change, climatic change and extractions and pollution are jointly identified and addressed;
Identified, not addressed. To be addressed under an SAP
Lesson 1:
A comprehensive approach is needed for packaging and promoting environmental investment projects, including detailed technical evaluations of alternative sites, all possible technological options, and desired project outcomes.
Lesson 2:
Credible and sustainable cost-recovery mechanisms are critical in getting investor confi dence.
Lesson 3:
Although the levels of ODA, particularly for middle-income countries, have been declining in recent years and can be expected to decline further, they are still available and remain an attractive option for some countries and their local governments.
Lesson 4:
In some countries, the role of the private sector and need for transparency and competition in the procurement process are not so clearly defi ned in law, in policy or in practice.
Lesson 5:
In some countries, even those that are supposed to have decentralized structures, the local governments are not as autonomous as they might appear on paper. National government agencies still have a big role in approving some local government projects, particularly those related to the environment. Defi nitely, national government agencies continue to have a role to play in enforcing national environmental laws and standards and in providing technical and financial support to local governments.
Lesson 6:
Institutional arrangements that clearly defi ne lines of authority and communication among the concerned local governments and national government agencies lower risks and transactions costs for private investors.
Lesson 7:
Capacity building for local government offi cials and local stakeholders promote better understanding and appreciation of and commitment to the proposed environmental projects.
Lesson 8:
Not only can the PPP approach be applied at all levels, including the village or community level, the success of projects using the PPP approach rests ultimately on the commitment and support they get from the communities involved. This can be facilitated through the promotion of Integrated Coastal Management.
Lesson 9:
Projects such as the MSP-PPP that promote PPPs at the local level for environmental infrastructure projects and that require multi-stakeholder consultations, awareness-raising and commitment should be given enough time and resources to achieve their objectives.
PEMSEA
,nav,,nap,,nap,,nap,,nap,,nap,,-1,,-1,,nav,, 2544,Dnipro River,UNDP,,Belarus; Ukraine,FSP,River/Lake,Implementation of The Dnipro Basin Strategic Action Program for the reduction of persistent toxics pollution,Regional,River,[],Eastern Europe,Dnieper,Under Implementation,International Waters,,2009-04-22,2012-10-30,,Dr. Vladimir Mamaev; Ms. Vira Profazi,2.04,,,10.07,,GEF - 4,,,,,,,Europe; Strategic Action Plan (SAP); River,http://www.undp-gef-dnipro.com,IW-2,,United Nations Industrial Development Organization (UNIDO); United Nations Office for Project Services (UNOPS),"GEF4 IW Tracking Tool (2010), 2013 Results Note","Towards the completion of the Phase 2 of the Project and accumulating the experience of the previous its stages, the outcomes of the following potential regional projects associated with the Dnipro Basin should at large focus on:
1. Establishment of the Dnipro Basin Commission.
It is a common understanding that the International Dnipro Basin Commission (hereinafter – IDBC) to be established as stipulated by the Dnipro Agreement will not substitute or replace the existing institutional framework of bilateral cooperation in transboundary waters but rather be working in close cooperation with the latter. Thus it will foster, facilitate and coordinate efforts of the three riparian states and resolve those water, natural resources and ecosystem management issues which only the river basin commission is able to effectively resolve. At the same time, the IDBC will build upon the experience the riparian states already possess in establishing or participating in joint bodies on transboundary river basins, e.g. like ICPDR.
2. Integral monitoring system/efficient information exchange mechanisms
The monitoring systems currently implemented in Ukraine and Belarus are uneven, with the well-organized, but Soviet times indicators in Belarus, and scattered and largely ineffective system with no principle subject of monitoring in Ukraine. EU WFD compliant integral monitoring program with hydro-chemical, hydro-biological and hydro-morphological indicators regularly (though automated monitoring points) checked and accessible is crucial step to enable apt and timely managerial decisions.
3. Relevant environmental legislation
The project implementation revealed that in principal all the activities, including the implementation of cleaner production technologies, elaboration of EU-compliant monitoring programs and facilitation of the establishment of key managerial structures through drafting the respective statutory documents and calling regular national and regional working groups are largely of little efficiency if the respective norms and activities are not foreseen by the existing legislation of the riparian countries. Thus the effort has to be applied into the assistance in drafting the relevant amendments and legislative acts per se as well as the assistance in supporting procedures to help the Dnipro countries to approach more environmentally conscious EU practices.
1. A draft trilateral agreement on ‘Cooperation in the Field of Protection and Sustainable Development of the Dnipro River Basin’ has been developed and is supported by Ukraine and Belarus, with Russian participation sought.
2. The recommendations derived from the analyses of the EU Directives have been incorporated into the key regulatory acts of Ukraine and the Republic of Belarus
3. A robust environmental and water resources baseline for the Dnipro has been established, which will facilitate longterm monitoring of the environmental health of the river system.
The joint TMP was elaborated for the Republic of Belarus and Ukraine. Program of Transboundary Monitoring is being adopted and implemented on the national level in the Republic of Belarus. The second phase of the Project has as its aim adoption of the TMP on the national level in 2011.
1. A draft trilateral agreement on ‘Cooperation in the Field of Protection and Sustainable Development of the Dnipro River Basin’ has been developed and is supported by Ukraine and Belarus, with Russian participation sought.
Legal and institutional mechanisms for the introduction of water sharing principles in the Dnipro Basin have been developed. Drafts of the Dnipro Basin Management Plans compliant with the EU WFD are also underway
6 EU directives have been analized in order to harmonize the Ukrainian and Belorussian legislation. The draft legislation acts are to be submitted to the Minisitries of Environmental Protection of Ukraine and Belarus in Februalry 2011 for their further review and processing
,IV3,,IV2,SAP management bodies have been established and they meet on an annual basis in Ukraine (Dnipro Basin Councils) and the formation of such bodies is underway in Belarus. Information about SAP/NAP renewal and follow-up implementation is available in the media.
,nap,,nav,,nav,,0,,100,,IV1,,"The Transboundary Monitoring Programme (TMP) has been updated and modified in line with EU Water Framework Directive (WFD) requirements. TMP expeditions are undertaken on an annual basis. There is an regular exchange of TMP information between Dnipro Basin countries both on the expert levels and via bilateral agreements, and the National and Regional Working Groups are cooperating on a quarterly basis. A TMP strategy was reviewed, updated and optimised, and a first draft Methodology on Ecological Status Assessment submitted. An NGO forum established in the first GEF project continues to function to facilitate civil society participation. The Dnipro NGO forum included participants from Russia first in 0 years. Publications based on TMP environment data are available via the Internet on an ongoing basis, and are posted on the project website (http://www.undp-gef-dnipro.com/), governmental portals and the UNDP Ukraine website (http://www.undp.org.ua/). 12 EU Directives have been analysed and round table discussions have been regularly conducted through 2011-2012. The results have been incorporated in Ukraine into the state harmonization and convergence strategy as it is stipulated by the EU-Ukraine Association Agreement; in Belarus the analyses prepared by the Project experts have been included in the new Water Code currently reviewed by the Parliament.
At least 10 awareness raising campaigns have been conducted, along with the release of 72 project publications. A joint Danube – Dnipro workshop involving senior representatives from both river basins was held to discuss the lessons from the Danube and international cooperation in the Dnipro Basin.
·Understanding the limitations of the existing infrastructure and the available capacity in the region it is understandable that progress towards the ultimate objectives would be slow. The objectives of the project embody a much longer term strategy which cannot be achieved, or finalised, in four years project but the foundations can be laid to monitor, restore and enhance the Gulf of Guinea ecosystem to provide increased potential for economic opportunities.
·The project attempted to be all encompassing and had many disparate activities. This was its strength and yet its weakness. These problems were pointed out in the 1998 „Assessment of Integrated Coastal Management in Africa‟ (UNEP Priority Actions Programme), which stated „how well the project achieved the aim of harmonising all its activities will become obvious when the project has its final evaluation.
·There were notable funding gaps in the project which allowed only token funding to be made in most of the project activities, particularly in GIS, pollution and living resources monitoring programme and the NGOs were all under funded. Problems related to the flow of funds are inherent in the UN system (there response time is far too slow). The problems, through lack of staff, in the Project Co-ordination Office, also meant that application for funding was delayed, which itself caused problems in funding certain Workshops (flow of funds did not match planning of activities). UNIDO was aware of some of these shortcomings and contributed by placing extra manpower from its own resources in the RCC.
·The enthusiasm with which policy makers, managers and experts have embraced the project, and thereby ensured its success, has meant that countries in general recognise the transboundary nature of some of the environmental and resource management problems that afflict them at the national level, and would readily embrace a common (regional) approach to their assessment and the formulation of their remedial actions.
·By involving the private sector in the project decision-making meetings and in the consultative processes, it has become evident that the private sector is anxious to be partners with Governments.
·Environmental and living resources management actions or interventions that are not community based are doomed to failure. They are more likely to succeed if the local communities around the sites of intervention are part of the consultative process and had a voice in the choice of actions, since this gives them a sense of ownership and by implication, engenders a sense of commitment to sustain the actions / interventions and obey the laws. NGOs by their very nature are steeped in such a participatory approach and therefore are more effective in reaching grassroots population (including settler communities and minors). They are therefore better placed to serve as vehicles for mass mobilisation and out-reach programs, with the help of Government structures where pertinent. Although NGOs participating in the project have proven to be able to attract additional funding for activities within the scope of the GOG-LME project, more adequate funds should have been reserved under the project to facilitate the important task assigned to them.
·The mission observed the lean structure of the RCC in Abidjan. It comprised a Regional Co-ordinator and an Associate Expert (who joined one and half years before the end of the project and was funded by UNIDO), a Personal Assistance and a driver The efficiency of the centre appeared highly satisfactory. However, to quote from the Ministerial Resolution from their First Meeting in July 1998 (Accra) “ adequate regional co-ordination structures should be put in place from the inception of phase 2 of the project, after consultations between the Ministers of Environments of the countries concerned”. This resolution embodies the sense of ownership, which the countries feel about the project and should be considered.
·Although co-operation among international organisations was foreseen as feasible and as necessary for the development and co-ordination of the project; the co-operation was less pronounced between UN agencies in some of the visited countries. However, in Ghana strong co-operation was noticed and could be taken as a template by itself of good and close co-operation. Other international organizations (either UN or other agencies) co-operated on bilateral or multilateral levels with the project. In most cases, a reporting system was maintained between NFPA and UNDP/UNIDO offices, however this co-operation needs to be strengthened.
·An outreach and capacity building oriented programme such as the GOG-LME Project should pay much attention to the distribution of information and lessons learnt through all channels accessible. The relevant national institutions, NGOs, the individual managers, policy makers and experts should therefore be involved, consulted and informed at all stages of project implementation. An intensive network of such partners becomes crucial, and should be maintained through workshops, activity groups, meetings, distribution of publications, newsletters, etc. and communication and information distribution through the internet. The funds allocated for maintaining such a network, for the printing of documentation and publications, etc. should therefore be substantial.
·Decision Support Systems based on a Geographical Information System are extremely useful tool to policy makers. An important objective of the project has therefore been the development of a basic information and decision support system. Despite this ambitious aim, however, funds allocated for such a resource intensive task were highly inadequate, and if were not for the strong country support received, this objective would not have reached a respectable level.
The Evaluation Team sees the need for better understanding of GEF processes, objectives, procedures, etc, among current and prospective stakeholders. Most of those consulted were totally unaware of the GEF focus on global environmental benefits.
If projects are meant to address the root causes of identified problems, the OFM Project would have been expected to focus on monitoring, enforcement of regulations and capacity building (mainly training) for surveillance. There is no denying that the OFM Project did indeed address these aspects, however, they were not its main focus. According to the Evaluation Team’s Terms of Reference, the Key Pilot Activities of the OFM Project centered predominantly on preparation for and participation in the MHLCs and the PrepCons together with scientific research for management. This is evident in the proportions of the budget spent on these activities – 56% in the case of the MHLCs and PrepCons (FFA) and 47% in the case of scientific research (SPC) respectively.
Project design, at least for the OFM Component was weak, hence the need to make significant changes to the Objective, Outputs and Activities. It is evident that this was an amalgam of two distinct initiatives brought together purely as a matter of convenience. No synergies between the two components were planned and none were created during implementation.
The ProDoc fell short of expectations. It did not provide adequate guidance to those implementing the OFM project; it did not build on past achievements and learn from past experiences; project design did not seem to identify problem situations adequately and their root causes; it was weak in terms of strategic planning,preparatory work and implementation strategies; having identified some risks it provided no risk management strategies; it failed to unify the two components and no synergies were planned.
The importance of full and comprehensive stakeholder consultation and input in Project design.
Ensure that the ProDoc identifies both potential risks and measures to be taken to minimize or manage risks.
The LogFrame Matrices, both the original and the revised one, have created confusion with their loose use of terminology and the lack of logical structure.
The Evaluation Team feels that the original objective for the OFM Component could not have been expected to be achieved by this project since its dimensions went beyond the boundaries of the project. On the other hand, the Evaluation Team believes that the new, revised objective has been achieved, even though there is a feeling that it might have been retrofitted to an existing and/or developing programme of work of the executing agencies.
The Outputs targeted by the project were not clearly identified and were in fact referred to as Activities.
For monitoring to be useful and effective, it must be two-way, there must be feedback.
The Evaluation Team feels that the budget allocated to the FFA has been spent appropriately and while only a small proportion was spent ‘in-country’, it was almost totally spent for the benefit of the countries.
The relative proportions of expenditure between administration, equipment, training and consultancies appear weighted in favour of the latter, however, this is to be expected in a project which had such a strong focus on capacity building and the project has been good value for money.
By “investing” its resources in a body like SPC whose OFP had on-going research activities directly related to the aims and objectives of the OFM Project; and in the FFA whose fisheries management activities mirrored and extended those proposed under the OFM Project, GEF has benefited from a broader input of expertise and resources which would not have been available otherwise.
It would seem that a lesson from this experience is the advantage of working through or investing in regional organizations (as Executing Agencies) that have a strong track record in the relevant areas and a high level of complementarity (and linkages) between the Project and their existing work programmes.
It was essential that roles and responsibilities were defined clearly, and this appears to have been the case.
The OFM Component did not involve partnerships with any third-party donors. Funds came from GEF, FFA and SPC. However, there was a high degree of complementarity between the activities of the OFM Component and other activities being undertaken by FFA and SPC but funded by other donors.
The original Objective 4 included an Activity to create a public participation programme aimed at key stakeholders for the OFM Component of the IW-Project. This intention was first revised and watered down and then, by the latest revision of the LogFrame Matrix, there was no mention of public participation
whatsoever.
As noted by SPC, stakeholder involvement in the OFM Project has been fairly weak in most aspects of the Project. However, FFA felt that the outputs of the Project have been country driven through their influence in the FFC.
The Evaluation Team acknowledges that securing direct participation in a meaningful way is a challenge for an oceanic fisheries project, but with minor exceptions, all Government level stakeholders said that they would welcome more opportunities to be directly involved.
In spite of the potential problems which could have resulted from the numerous hierarchical layers mentioned elsewhere, implementation of the OFM Component was comparatively smooth and effective. The views of stakeholders and beneficiaries on implementation arrangements have been positive in the main.
While implementation appears to have been satisfactory, coordination has not been strong. The Evaluation Team notes that apart from the handling of financial reports and cash advances, neither SPREP nor the PCU made enough effort to coordinate between the two components of the IW-Project at the implementation level.
The OFM component targeted primarily those responsible for developing and implementing effective fisheries management regimes at the national and
regional levels.
The ProDoc identified “secondary target beneficiaries” which included intergovernmental organisations (namely SPC, FFA and SPREP) and the private sector. It is important to remember that benefits to FFA and SPC as organizations are only a means to an end and that the ultimate beneficiaries should be the people and Governments of the Pacific Island States.
There is a slight misunderstanding regarding ‘sustainability’. The FFA and SPC appear to think of sustainability as the continuation of the project itself rather than the survival of the project results after the project has ended. They therefore see the proposed follow-up project as a sign of sustainability. The Evaluation Team feels that the need for a follow-up project is almost an indication that the project results are unlikely to be sustained without this further intervention.
Capacity building has been the most significant benefit of the OFM Project. But in spite of the impressive nature of the results, their sustainability is not assured. Some of the barriers to sustainability have been identified and those that are within the Project’s competence are proposed to be addressed during the Phase II Project. The Evaluation Team believes that a follow-up project will be an effective means for GEF to secure and ensure sustainability for the investment it has made in the global oceanic resources of the region.
Both FFA and SPC considered the quarterly financial and narrative reporting as somewhat excessive and would suggest that 6-monthly and annual reporting and annual work plans would be more effective. This would allow a more detailed approach to assessing progress to be taken.
The Evaluation Team does not believe that monitoring and evaluation have been used effectively as a management tool in obtaining accountability or measuring progress or in directing the implementation of the OFM Component and cannot recommend this approach for any future project support.
1) Prepare a succinct Project Document and thorough Logical Framework over a shorter, continuous process of research, consulting, planning and drafting, with continuity of leadership from SAP to Project planning and implementing.
2) Allow sufficient time and process for key stakeholder participation to adequately explore and express perspectives on priorities, problems to be tackled, causes and effects, possible solutions and alternative ways of implementing solutions.
3) Set only the broad framework, main strategies and essential principles; avoid detailed prescriptions; allow project implementation to be a continual process of pilot exercises, formative evaluation, adaptive management and learning.
1. A detailed work plan was developed for the region-wide implementation of the SAP, with funding, reporting, technical advisory, monitoring and evaluation arrangements established.
2. Thirteen participating countries were fully engaged in implementing community based pilot projects that addressed SAP focal issues and their root causes.
3. New institutional arrangements were established for the conservation and management of transboundary fish stocks, including stock assessment refinement and progress made towards creating a regional tuna fisheries commission.
Support provided for the participation of Pacific Island governments at the two last sessions of the MHLC process (which saw the adoption of the Convention) and at the five sessions (to date) of the Preparatory Conference. The PrepCon process has been crucial to establishing the administrative, financial and regulatory framework of the new Convention. The Project has also supported Pacific island attendance at the annual meetings of the Standing Committee on Tuna and Billfish.
",IWA,"INDICATOR #1: Effective project implementation support established. [Target: A detailed work plan developed for the region-wide implementation of the SAP; a communications strategy developed, including education and awareness.]
A Project Coordination Unit was fully operational with funding and reporting arrangements to support in-country project-related activities designed and established. Technical advisory and backstopping services were in place and working effectively. Monitoring and evaluation plans were in place and being used by all participating countries on a regular basis.
INDICATOR #2: Enhanced transboundary management. [Target: Formal memorandum of understanding executed by participating countries; stakeholder participation plans developed and implemented.]
Memorandums of Understanding were executed with all 13 countries participating in the implementation of the ICWM component. Stakeholder analysis, participation plans and communications strategies have all been completed. Multi-partite reviews have been held annually. National Task Forces were active in all participating countries and meeting on a regular basis.
INDICATOR #3: Strengthened processes supporting conservation and sustainable use of coastal and watershed resources and community-based stakeholder participation. [Target: National and regional project related strategies developed in the following areas: communication, social assessment, community participation, and economics.]
Regional and national communication strategies were prepared. All participating countries had prepared stakeholder analysis and participation strategies. Most countries had undertaken participatory consultations with key stakeholders to identify root causes and solutions and a few prepared plans for stakeholder participation in these activities. Four countries (Cook Islands, Fiji, Kiribati and Tuvalu) undertook economic valuation /assessments of solution options to address root causes of focal issues.
INDICATOR #4: National and regional pilot projects implemented. [Target: Guidelines developed for the design, implementation and monitoring of project related community based pilot activities. 50% of participating countries support community based activities of relevance to SAP focal issue environmental concerns.]
Guidelines were developed on project planning and design; social assessment and community participation strategy, and economic strategy. 13 of 14 participating countries were fully engaged in implementing community based pilots that address SAP focal issues and their root causes.
Coordination and collaboration between FFA and SPC strengthened. Additional meetings of the Forum Fisheries Committee (FFC) convened on the margins of the MHLC and PrepCon to facilitate regional consultation and cooperation. Other regional technical consultations, addressing aspects of the Convention, have been held.
1997 SAP
,nap,,nap,,nav,,0,,0,,nav,,"INDICATOR #1: Effective project implementation support established. [Target: A detailed work plan developed for the region-wide implementation of the SAP; a communications strategy developed, including education and awareness.]
A Project Coordination Unit was fully operational with funding and reporting arrangements to support in-country project-related activities designed and established. Technical advisory and backstopping services were in place and working effectively. Monitoring and evaluation plans were in place and being used by all participating countries on a regular basis.
INDICATOR #2: Enhanced transboundary management. [Target: Formal memorandum of understanding executed by participating countries; stakeholder participation plans developed and implemented.]
Memorandums of Understanding were executed with all 13 countries participating in the implementation of the ICWM component. Stakeholder analysis, participation plans and communications strategies have all been completed. Multi-partite reviews have been held annually. National Task Forces were active in all participating countries and meeting on a regular basis.
INDICATOR #3: Strengthened processes supporting conservation and sustainable use of coastal and watershed resources and community-based stakeholder participation. [Target: National and regional project related strategies developed in the following areas: communication, social assessment, community participation, and economics.]
Regional and national communication strategies were prepared. All participating countries had prepared stakeholder analysis and participation strategies. Most countries had undertaken participatory consultations with key stakeholders to identify root causes and solutions and a few prepared plans for stakeholder participation in these activities. Four countries (Cook Islands, Fiji, Kiribati and Tuvalu) undertook economic valuation /assessments of solution options to address root causes of focal issues.
INDICATOR #4: National and regional pilot projects implemented. [Target: Guidelines developed for the design, implementation and monitoring of project related community based pilot activities. 50% of participating countries support community based activities of relevance to SAP focal issue environmental concerns.]
Guidelines were developed on project planning and design; social assessment and community participation strategy, and economic strategy. 13 of 14 participating countries were fully engaged in implementing community based pilots that address SAP focal issues and their root causes.
Three professional positions established in the SPC Oceanic Fisheries Programme (Scientific Monitoring Supervisor, Stock Assessment Specialist and Ecosystem Modeler).
Improved knowledge of the status of the stocks. Regional stock assessments have been refined and stock assessment methodology subjected to rigorous simulation testing. Work characterising the Western Pacific Warm Pool LME, especially trophic relationships, has been carried out. Sampling programmes were designed and implemented. A preliminary ecosystem model incorporating preliminary trophic data has been developed.
Human development. Increasing the knowledge is relatively easy task in comparison to changing human's attitudes. The sustainability of environmental
projects depends on how much public, business community and decision-makers have learned about the project achievements and to what extent they are ready to change their attitude toward the environment. The success in the message transmission and its adoption by the population depends on many factors such as local cultures, traditions and taboos. The projects should systematically monitor the results of their actions. To preserve experience in this domain the
projects may maintain a database of information transmission techniques and their success.
Capacity building. Many projects help national staff in new skills and knowledge acquisition. However, there are few occasions to evaluate the use of the acquired knowledge after the project termination. The present project trained many national staff in biodiversity data collection, pollution monitoring or environmental training. The personnel were predominantly employed by governmental or state sponsored institutions that have been strengthened by the project. It would be useful for the GEF to evaluate the impact of the trained persons on the national institutions.
Make research applied. Previous projects employing scientific staff frequently experience difficulties in taking full profit from the research results. The specific
answers containing in the research papers are too narrow to be applied, the general solution advanced by scientist are frequently to impractical. It seems that
the present project experienced similar difficulties with respect to many of the scientific documents produced by the consultants. Periodic meetings of the
research staff with the managerial one may be helpful in generating constructive and practical approaches.
The project produced a draft of the Convention on the sustainable management of the Lake which represents a joint effort of senior lawyers, policy makers and key technicians from the riparian countries. As the SAP, the Convention is a participatory effort of the Lake Tanganyika riparian countries. Once signed, the Convention will become a framework for other national legislation concerning Lake Tanganyika environment protection. The country delegates expect that it will lead to other national legislation adjustments. The Convention provisions about environmental impact assessment, public awareness building and public participation in the decision making process, are new in these countries and will probably impact other domains of public life.
The Convention draft produced by the riparian countries delegates after extensive national consultations is another great project achievement.
The Convention will be binding for the riparian states. However, the Lake may be endangered by activities or events that occur in other countries situated in the lake proximity.
Legal component evaluation
The objective to formulate a regional legal framework has been achieved. A Draft Convention has been submitted as a working document for formal political
negotiations, signature, ratification and implementation by the four riparian countries. It is important to note that the Draft Convention reflects international
standard of law-making and, at the same time, is based on a consensus among the four countries.
The Draft Convention has been prepared with the involvement of the national governments of the four riparian states Burundi, Democratic Republic of Congo,
Tanzania and Zambia. The national governments through lawyers from various concerned ministries provided the necessary feedback to the drafters. The
present Draft appears to be accepted by the governmental institutions involved in the process. At the 6th Steering Committee Meeting it became clear that these governmental institutions are prepared to mobilize more support for the Draft Convention at the national levels through further consultations with other
concerned ministries and departments. An indicator of such commitment also is the support of the Strategic Action Program which provides for provisional institutional arrangements at the regional level. It can, therefore, be concluded that the governments will do all necessary, so that formal negotiations on the Draft Convention may start very soon.
According to the declaration of the interviewed countries' delegates, the countries are committed to implementing the SAP according to the guidelines of the
Convention. Implementation of this commitment requires SAP approval by technical ministries and development planning authorities within the countries.
The formal approval would require the signing of the Convention by the respective governments.
The countries' representatives stressed, that although for the time being there is no major direct government investment in realization of the objectives designed by the project, the project only recently started to propose specific actions to implement. In fact, the SAP was proposed for consideration to the Steering Committee less than one month ago. In the meantime, the countries' governments provided the project with requested facilities and detached its staff to participate in the project's launched activities and organized meetings.
In fact, the results of the project's findings show that support of the proposed actions is not only a matter of commitment to ecological ethics or a will to
preserve biodiversity, but the easiest way to assure the habitants of the Lake shores decent living conditions.
In general, the project was very successful in executing the activities that were independent (or almost independent) of the local security conditions. The process of drafting the Strategic Action Program was an example of this efficiency. The preliminary draft of the plan was produced as early as 1996. It was subsequently improved and replaced by one that was extensively discussed in national workshops. In fact, the project provided the national groups (purposely created to discuss the plan) with GEF guidelines and assistance assuring regional coherence of this document. The Lake threats diagnosis, and the protection plan were produced by national technicians and decision makers. Creation of conditions allowing national ownership of the Strategic Action Program is one of
the project's greatest achievements. The Program, however, was drafted and finalized well before the final write-up of the specific studies. As a consequence,
the technical (or scientific) justification of many of the envisaged actions is not as specific as it could be.
Both the TDA, SAP and the Diagnosis are at the stage where they indicate the actions and rank them in priority order. Such a regionally agreed upon inventory
of Lake protection priorities is a great and lasting achievement of the project. It is also an example for other regions facing a similar need to produce a common
international coherent environment protection program. There is, however, a need for the next steps that will assure implementation of the program: endorsement of the priorities by the governments, incorporation of the Plan into the national development and investment programs, preparation of specific
implementation proposals and investment projects2. These actions should be assured after the project termination (According to the initial project's work plan, beginning implementation of these investments should take place before the project termination; however, the implementation delays and difficult
humanitarian situation of the region delayed the project's program implementation.)
The Inception Report stressed the importance of involving local people at the start in project activities. This involvement remained at relatively low levels while attention was devoted to more academic subjects such as biodiversity monitoring, sedimentation study in the lake or particle movement in the Lake's water.
" 849,Sub-Saharan Africa CME,UNEP,,Cote d'Ivoire; Ghana; Kenya; Mozambique; Niger; Nigeria; Seychelles; South Africa,MSP,Land-Based Sources/Coastal Zone,Development and Protection of the Coastal and Marine Environment in Sub-Saharan Africa (CMEA),Regional,,[],"Eastern Africa, SIDS (Africa), Southern Africa, Western Africa, Small island developing States",,Project Completion,International Waters,,2000-07-24,2002-07-29,,Dr. Vladimir Mamaev; Mr. Victor Sebek,0.75,,,1.72,,GEF - 2,,,,,,,,http://archive.iwlearn.net/www.acops.org/African_Process.htm,,9,Advisory Committee on Protection of the Sea (ACOPS),UNEP Terminal Evaluation (2003),"(i) Linking the African Process to NEPAD, the African Union and the Johannesburg Summit promoted awareness of coastal and marine resources development issues and therefore support by national Governments and the international community. This ensured sustainability of the process;
(ii) The African Process provided a platform for the forging of partnerships;
(iii) The methodology was supposed to be consistently used in the 11 participating countries. However, the individual national teams, “based on expert judgments, the particular context of the country, and the availability of data and information” adjusted the methodology. Also, while some of the teams focused on sites throughout the analysis, others teams worked with sites only for the prioritization exercise, and they analysed impacts and causal chains with reference to issues as they affect the whole country. This gave room for inconsistencies in the process;
(iv) Only a few experts who participated in phase I of the project participated in phase II, which resulted in weak continuity;
(v) Not enough time was provided to undertake the scaling and scoping exercises;
(vi) The agenda of the African Process did not include discussion and building of consensus on regional institutional arrangements for implementing the portfolio of projects and programme of interventions. This has caused confusion and misunderstanding in follow-up activities as well as weak leadership and direction.
Project design:
Project cooperation between both countries is like a ‘pilot project’ in itself’. There are different legislations, standards, procedures, agendas of where to go further and somewhat similar positions at the state level. The JWC’s activities proved to be ground breaking, pivotal, instrumental and paving the way for the future key decisions and outputs for the LBMP implementation.
By keeping political issues separately from the global environmental issues there is less risk as part of the project and tasks can better reach completion.
Project delivery:
The LBMP has been developed and mostly ready for implementation while some minor structuring is needed. The LBMP is viable and feasible in its content and scope.
The Management Programme was viewed by many interviewees as a primary output of the project. Expediting the pace of negotiations between two parties on the LBPM official approval will be a crucial step since the Programme is designed for implementation in the period of 2006 and 2015
Though the Monitoring Programme was prepared in 2004 the decision to agree is still pending due to the need to harmonize national monitoring systems and requirements.
The findings, lessons learnt, best practices are recommended to consider in the follow-up project and for future programmes/projects. While planning there should be feasible correlation between scope of work and budget. A comprehensive logframe and monitoring procedures should be outlined in the tender dossier as requirements. The monitoring and evaluation bodies as well as procedures should be defined in advance.
Feasibility studies on eco-tourism were developed and CB has been done so in fact developing the areas for the future is now much easier. There are some investors that would like to develop business plans. It is for entrepreneurs, how fast are they willing to develop more. Added bonus is that it can also maybe in future replace former fishing industry as a means of livelihood for many in the region. Notably, the Russian side is especially interested in water tourism.
Project implementation:
Management process/procedures are a primary output in the new capacities for each side respectively.
Both Estonian and Russian side found the personnel efforts useful with agendas distributed before Joint Committee and Steering Committee meetings. Additionally, minutes, quarterly reports and others were found to be efficient as monitoring and progress indicators to certain extent.
UNDP/GEF and EU Tacis and Life Project Committees, as well as personnel, did discuss respective targets and methods during planning phase to avoid replications in each project scope as part of the complex.
The extensions of satellite projects and delays with the input to UNDP/GEF project brought hurdles for partial implementation of newly designed Management Programme as well as its approval by country’s high level authorities. The extensions in both case were caused by different internal and external factors, e.g. Tacis project got two extensions caused by different reasons.
Networking and information exchange was well-established and facilitated through printed materials or Web portal of the project. There were several sorts of publications, including the booklets, newsletters, manuals, guides, postcards, other printed materials. There were extensive trainings, seminars and workshops, i.e. almost 100 in total.
Stakeholders involvement:
The Committees’ (SC and JWC) perceptions enhanced awareness and activities is a signal to many stakeholders and target groups of strengthened capacity and more networking and information exchange established. With continual meetings the perceptions of Russia and Estonia Joint Committee Members did indeed progress towards mutual collaboration, cooperation, participation; albeit more negotiating and less concrete activities transpired with many smaller agreements building to larger agreements.
Committees (SC and JWC) build own management know-how and practices. There were practical and productive sessions with both Russian and Estonian sides aimed at the cost /benefit analysis of problems, projects and agendas including consideration of advantages and disadvantages of potential actions and developments.
Public awareness and the wellspring of new perception for both Russia and Estonia . The project contributed to the perception, that now the Pskov/Chudskoe/Peipsi region is looked at a whole unit; with both Estonian and Russian counterparts. Consideration now looks to the Lake Peipsi Region in total and it’s qualities and characteristics, features and attributes.
For both Estonian and Russian communities networking and information exchange has begun to build new public awareness for terms “eco, environment, nature, including the lake as an entire ecological area” along with new business and/or growth ideas correspondingly.
Environment concerns of eutrophication, measuring and monitoring became a GEF funded project and will become joint programmes for future projects/best practices/know-how transfer in: Lake Basin Management Community Schemes – public participation, NGO and development project funding advisory for multi-country approaches and transboundary. NGO’s know-how can actually provide: idea generating, cooperation building, information sharing (including lectures, seminars, best practices, etc.) for the new regions, countries, areas, nature and eco-projects development.
Farmers and school teachers are more open minded about why not to pollute, using environmental law, getting new technologies in future and how to consider changes in polluting farming behaviors. It can not be implemented immediately, yet it would consider some options to add technology or practices since they had education seminars. Yet a new ‘open-mindedness’ and willingness to get involved based on affirmations/acknowledgements from regional authorities on their using their own ‘know-how’ with eco or environment solutions. This institutional acknowledgement to the farming community, of new better practices is useful and inspiring for them.
• Coordination with other in-region projects requires a lot of time and demands extra resources – so, it is highly recommended to allocate special resources in GEF projects for cooperative activities and plan relevant time for executing such tasks.
• Experience exchange with other transboundary water basins (including UNDP/GEF projects) is very useful in terms of networking and lessons learned and best practices from colleagues.
• Relevant stakeholders’ involvement and active public participation in the decision-making processes are essential for efficient project implementation.
1. A Transboundary Diagnostic Analysis (TDA) completed for the lake basin; a management plan developed and adopted, and implementation of the management plan begun, including demonstration projects.
2. Capacity, communication, and networking strengthened between transboundary, national, and local basin protection institutions.
3. An information and education system developed and launched including a website, publications, museum, and school curricula.
Several bi-national, regional and local agreements taken place, considerable efforts and time added to the general climate of building trust between two riparian countries in different spheres of life. It resulted in the development of the crossborder cooperation networks and institutional strengthening. Furthermore, it’s worth mentioning the cooperation developed among the local authorities, small businesses for environment and tourism, and NGO networks.
Transboundary cooperation was gradually established and proved to be viable though some key issues like the agreement and approval of LBMP, Monitoring Programme and some other documents are still in process
The harmonization of standards, norms and procedures is still on-going process where there is a need of the agreement on such issues as joint water quality monitoring, similar and comparable monitoring systems, use of agreed parameters and timely data collection and sharing after validation. Furthermore, the harmonization of the norms, standards and procedures as an instrument of the LBMP implementation will ensure a sustainable use and protection of transboundary water resources through (i) maintenance and improvement of the lake’s water quality, (ii) sustainable use of transboundary waters, (iii) restoration of fish stock and sustainable use of fish resources, (iv) protection of the lake’s wildlife, and (v) joint management of the Lake’s Basin via coordinated activities, environmental monitoring, information exchange, additional research and studies, joint surveillance, public participation, financing, etc.
Center for Transboundary Cooperation
,nav,,IW3,". The TDA was prepared by Akvaplan- NIVA A/S in cooperation with other institutions from Estonia and Russia in February 2005. Since the satellite projects were still on-going it brought certain limitations to apply to full extent the final data, findings and recommendations drawn by those projects and relevant to the UNDP/GEF project. Whilst preparing the TDA there was still an uncertainty related to the pollution sources and loads from the Russian part of the Lake Peipsi due to the delay with the EU Tacis project implementation. The draft of Monitoring Programme was developed in the 3rd Quarter of 2004. There were three joint expeditions carried out in 2003 and 2004. Furthermore, previous joint monitoring results were used for data analysis.
• A TDA was completed and adoption of the Management Programme was finalized in 2006.
• A program for coordinated surface water monitoring in the two countries using UN ECE guidelines was prepared and agreed to in principle. Implementation was begun with activities such as two joint monitoring expeditions and two winter samplings.
• A Nutrient Load Reduction Plan was completed, with wastewater discharge reduction targets set for 2015.
• Two feasibility studies were conducted: one on ecological farming in the Basin; and another on water and ecological tourism around the lake.
Objective I – Management Programme – The objective included five activities with such deliverables as (i) the draft Lake Basin Management Programme and Action Program, (ii) Monitoring Programme, (iii) Transboundary Diagnosis Analysis (TDA), (iv) Nutrient Reduction Plan, (v) Public Participation Plan for the Basin Management Programme. In general, the objective was achieved and all tasks completed although with some delays caused by the external factors. The level of completion could be considered within the range of 85-90 % based on the expert assessment and the stakeholders’ estimation. The draft of LBMP was completed only in the 4th Quarter of 2005 that left no time for its partial implementation. However, some project activities greatly contributed to the agreed actions under the Programme (for example, joint monitoring etc.). The Nutrient Reduction Plan started as scheduled but also experienced the delay due to the
extension of the two satellite projects, i.e. the EC Life Environment Viru-Peipsi CAMP project (Estonia) till September 2005 and the EU Tacis CBC Baltic Line 2000 project “Environmental Management of Lake Chudskoe” till the end of 2005. Both projects are further referred as LIFE project (Estonia) and the EC Tacis project (Russia). The UNDP/GEF project expected significant inputs from those two satellite projects both for the TDA, Monitoring Programme and the LBMP. The delays had a serious impact on the timeliness and quality of this component. Despite the earlier signs and preconditions, this risk was underestimated even after the mid-term evaluation with no contingency plan set. The TDA was prepared by Akvaplan- NIVA A/S in cooperation with other institutions from Estonia and Russia in February 2005. Since the satellite projects were still on-going it brought certain limitations to apply to full extent the final data, findings and recommendations drawn by those projects and relevant to the UNDP/GEF project. Whilst preparing the TDA there was still an uncertainty related to the pollution sources and loads from the Russian part of the Lake Peipsi due to the delay with the EU Tacis project implementation. The draft of Monitoring Programme was developed in the 3rd Quarter of 2004. There were three joint expeditions carried out in 2003 and 2004. Furthermore, previous joint monitoring results were used for data analysis. The Draft Monitoring Programme was sent to the officials for the comments and feedback in order to improve the quality of monitoring. The results are still pending. To summarize, a lot of work was done to reach this objective. Nevertheless, the official approval of both the LBMP and Monitoring Programme and as well as their partial implementation did not occur during the project life span. Two feasibility studies (on eco-farming and eco-tourism) were completed in 2005 on both sides of the lake in order to evaluate potential development in this field and possible negative effects on water quality. For Estonia, the eco-farming feasibility study was also supported by an introductory level of farmers’ training on environment and pollution issues. Different sites for eco-farming were assessed and identified for crop potential.
On the Russian side, the eco-farming pilot project encompassing an assessment of impact made by agriculture on the Lake Peipsi, and eco-farming concept development could be considered fully completed. The research included the analysis of the available sites, current utilization of the agricultural lands, recent developments in plants cultivation and livestock breeding, fertilizers use, assessment of forest reserves and others. Under the eco-tourism study, some cities, towns, and areas were assessed and prioritized for potential eco-tourism development based on the local surveys. The concept of eco-tourism development was based on eight mainstreams of tourism development. In fact, this concept served as the basis of the overall Lake Peipsi ecotourism development plan to be developed and implemented under the LBMP.
INDICATOR #2: National and local institutional capacity to implement the Management Plan strengthened. [Target: Capacity raised and support provided.]
• Governments, NGOs, and other stakeholders became fully engaged in preparation and implementation of the Management Programme.
• Via more than 20 events, the Joint Water Commission, two national water authorities, five monitoring entities, and four regional and ten local environmental bodies were trained.
• More than 30 NGOs and local grassroots groups have received project support.
• Networking, cooperation, and communication of the Joint Commission with other relevant commissions and organizations have been increased.
• The Lake Peipsi/Chudskoe Forum was supported as an institutional network that incorporates agencies and stakeholders at different levels of governance across the border to promote a dialogue on water management and transboundary cooperation issues.
INDICATOR #3: An information, education and communication system developed and launched. [Target: Disseminate information via Internet, project publications and special events; create a Lake museum.]
• The Peipsi portal and project web-site were created in 2003.
• More than ten publications, including ones on the lake’s fishes, birds, wildlife, eutrophication, etc., were distributed with total reprints of up to 5000 copies.
• Educational programs have been integrated into Estonian and Russian curricula.
• The Lake Peipsi museum has been established, with a building in Estonia and a virtual museum in Russia.
· Regional Approach provides for greater aid effectiveness in small island developing states(SIDS): The regional approach provides for greater aid effectiveness through economies of scale andincreasing synergies in areas where resources, both human and financial, are limited. The regionalapproach can also help to effectively coordinate the dissemination and replication of lessons learned duringimplementation of country-specific components. Furthermore, the regional approach fosters a competitiveenvironment between countries, providing benchmarks that inspire greater performance on a national level. A regional approach may also facilitate regional compliance on international treaty issues, such asMARPOL 73/78 in this project.
· Project components must have a built in flexibility and realistic time table when dealing withmultiple countries with varying development capacities and needs. Flexibility can be achieved through a demand-driven approach. In this project, the change to a demand-driven approach had a positive impact on implementation, as countries felt they could seek assistance that best fit their needs. Possible demand-driven processes could also have been useful for the procurement of equipment. It should be noted that if faced with a similar situation today, the Bank might consider a regional Adaptable Program Loan (APL), as was done for the multi-country HIV/AIDS Prevention and Control Program. Furthermore, future projects involving multiple donors and countries will require appropriate sequencing for project activities and realistic time tables to account for the inherent complexity of a regional project.
· The provision for a Regional Coordinating Unit (RCU) is a useful method that facilitates project supervision for multiple country projects. The RCU in this project was able to provide key regional leadership that ensured regional coordination and consistency in approaches to solid waste management issues. In addition, the RCU provided crucial guidance to countries on Bank procedures and procurement which were important in helping to move implementation forward. It was also essential that the RCU maintained a separate project component with funding tied to it, to provide it with some leverage in dealing with national implementation units.
· Public awareness and education are essential in building support for major changes. Public awareness not only may help to ease difficult transitions, such as the move of government salaried employees and functions from the ministries to the SWMEs, but it can also lead to a higher level of achievement of outcome objectives. In this project, the public’s efforts to change old habits of disposing of their garbage on the roadside helped to increase the impact of the project. This was only achieved when community groups took it upon themselves to organize clean-up campaigns. Public awareness campaigns are relatively inexpensive methods for inducing significant change in community behavior.
· Importance of balancing regional standardization and potential efficiency gains with country specific needs to ensure full benefits of joint procurement: Joint procurement can provide benefits in an operational setting such as the OECS, including economies of scale, harmonization, speed of processing documentation, and efficient use of limited human and financial resources. However, experience in this project suggests that these benefits must be balanced with specific country concerns, situations and capacities.
· Dealing with sub-national island systems: Project design and implementation needs to take into account countries that are made up of multiple islands of different size, capacity and development needs. Mechanisms should be put in place to ensure that implementing agencies based on the main islands actively
supervise project activities on the smaller ones. In project design, more thought should be given to tailoring equipment and civil works procurement, taking into account the specific technical needs of the smaller islands in multiple island nations.
1. The Lake Tanganyika Authority was established and is functioning successfully with support from the UNDP/GEF Project.
2. The UNDP/GEF project has established sustainable catchment management demonstration sites in three priorityregions in the Lake Tanganyika basin. In the Democratic Republic of Congo three sub-catchments were identified for rehabilitation and 79,899 seedlings have been planted thus far, covering an area of 32 hectares. In Tanzania over 160,000 seedlings were planted, covering an area of 98.5 hectares. In Zambia: 22.5 hectares were planted in community woodlots and an additional 22 hectares on individual woodlots.
3. The project made substantial progress in increasing the number of households that benefit from environmentally friendly alternative income generation activities. In Tanzania 144 Alternative Income Generating Groups were activated,and training was provided on beekeeping and processing of bee-products. In Zambia: 837 households are involved in alternative income generation activities, including beekeeping, vegetable gardening and aquaculture using endemic fish species, with significant increases in average incomes
INDICATOR#1 (Effective national inter-ministry coordination): The Lake Tanganyika Authority (LTA) Management Committee (which includes senior members of relevant Ministries in each of the four riparian countries) is fully operational, and a regional meeting is organized at least once every year.
",III3,"INDICATOR#6 (Regional monitoring and management systems contribute to long-term sustainable management): National and international partners have been identified for Regional Integrated Environmental Monitoring Programme, and support provided for water quality monitoring through partnership with UNEP/Nanjing Institute of Geography and Limnology (NIGLAS).
",III2,INDICATOR#4 (Newly established transboundary waters institution): Directors of the LTA Secretariat installed in Burundi headquarters office and functioning with support from the four riparian countries and the UNDP/GEF Regional Project Coordination Unit.
,III0,"INDICATOR#3 (Adoption of national and regional legal,policy and institutional reforms that address priority transboundary concerns): The governments of the four riparian countries ratified the Lake Tanganyika Convention in 2008, and the process to develop protocols has been initiated.
",IW4,,IW4,"INDICATOR#2 (Stakeholder involvement in SAP implementation): Steering Committee and Ministers are involved in Conference of Ministers, local farmers in DRC, Tanzania and Zambia are actively involved in the development and endorsement of land use plans for project demonstration sites; stakeholders in Burundi and Tanzania are actively involved in awareness raising and capacity building relevant to pollution control.
",nap,,nav,,nav,,0,,0,,nav,,"INDICATOR#7 (Environmental awareness is raised among stakeholders): Outreach activities have been conducted by the PMU’s and local NGO’s, successfully targeting stakeholders in Burundi, DRC, Tanzania and Zambia.
" 614,Caribbean Contaminated Bays,UNDP; UNEP,,Cuba; Jamaica,FSP,Land-Based Sources/Coastal Zone,Demonstrations of Innovative Approaches to the Rehabilitation of Heavily Contaminated Bays in the Wider Caribbean,Regional,,[],"Caribbean, SIDS (Americas), Small island developing States",Caribbean Sea (LME),Project Completion,International Waters,,1999-05-06,2011-12-29,,Ms. Isabelle Van der Beck; Mr. Andrew Menz; Paula Caballero; Timothy Kasten; Mr. Roberto Castellanos-Perez; Ms. Dalgis Barbara Casanas Ayala,9.41,,,35.27,,GEF - 2,,,,,,,Americas; LME,,,10,Caspian Environment Programme (CEP); UNEP; Caribbean Regional Co-ordinating Unit (CAR/RCU); Caribbean Environment Programme; United Nations Office for Project Services (UNOPS),IWC6 Results Note (2011),,"1. Technological capacity strengthening on nutrient removal and sludge treatment in the Wider Caribbean Region;
2. Increased knowledge of best practices in wastewater management through convening of study tours and the dissemination of best practices and lessons learnt from the project and other related wastewater activities in the Wider Caribbean Region;
3. Strengthened national intuitional capacity for the rehabilitation and sustainable management of Havana Bay, Cuba including enhanced public awareness and educational progtrammes targeted at the general public and youth.
INDICATOR#1: Regional Training Workshops (at least two persons from each of the 28 Countries of the Wider Caribbean).
The project facilitated technological capacity strengthening on nutrient removal and sludge treatment through the convening of two regional training workshops on nutrient removal technologies and sludge utilization and organization of a study tour of Cuban experts to wastewater treatment facilities in Europe.
INDICATOR#2: Regional Workshops to transfer Lessons Learnt (at least one expert per country in the Wider Caribbean participated in at least one of two such Workshops).The project facilitated increased regional knowledge of existing best practices in wastewater management based on the experiences and lessons learned from the national demo project for Cuba and other related regional wastewater initiatives. It further supported synergies and the sharing of experiences with the GEF UNEP UNDP Integrating Watersheds and Coastal Area Management Project for Caribbean SIDS (IWCAM) and the GEF IDB UNEP Testing a Prototype Caribbean Regional Fund for Wastewater Management (CReW).
INDICATOR# 3: Strengthened national institutional capacity for the management of Havana Bay, Cuba.
The project facilitated greater awareness and strengthened institutional capacity for the management of Havana Bay. It also enabled a baseline assessment of wastewater management in Cuba and selected pollution hot spots in the Wider Caribbean Region.
The choice of implementing agency and of project coordinator is key to the successful implementation of a complex project involving several countries and partner. It is not likely that this project, involving countries with highly unequal capacities, would have been implemented successfully without the personal involvement of a particularly competent and energetic project coordinator. His understanding of both the political and environmental issues in the region, and his ability to communicate with the officials of all four island states facilitated project implementation. The IOC, whose mandate is to represent the interests of the four island states, also played an important role in maintaining the dialogue among the participating countries and in giving the project a high profile.
Obtaining government commitment during project preparation to specific arrangements for institutional and financial sustainability, and continuing to focus on the issue during implementation, helps to ensure that project investments will be sustained after the project closes. A study of institutional and financial sustainability was produced during project preparation that identified options for governments’ consideration. An update of the study following the midterm
review further refined the recommendations. A condition of Board presentation was that all governments commit to adopting mechanisms for sustainability, and all ultimately fulfilled this commitment.
Building effective partnerships with relevant organizations, industry, and governments of non-beneficiary countries can help significantly improve project design and implementation. The IMO, IPIECA, the oil and shipping industry, and the governments of South Africa and France (Réunion) all participated in designing the project, offering the insights of experience and expertise. The involvement of these entities in project preparation also led to definition of their roles and responsibilities during project implementation.
Being clear early during project preparation on the scope and nature of partners’ participation can help prevent conflicts later. The IMO could have made it clear early during preparation that it expected to play a significant role during implementation and that it expected to be paid for its services. Instead it made this clear only after appraisal was complete and its role and responsibilities laid out in the PAD. At this stage governments had already agreed to the design and did not wish to reopen the discussions. Dissatisfied, the IMO then refused to participate in project implementation. Although relations later improved and IMO returned as a partner, this conflict could have been prevented had agreement been reached early during preparation on the roles and responsibilities of the various partners.
Pairing weaker countries with stronger ones in a regional project can help to quickly build the capacity of the weaker ones. Mauritius and Seychelles, with much greater capacity, shared their knowledge and experience with Comoros and Madagascar. Being part of a regional plan provided a strong incentive for Comoros and Madagascar to build capacity, even during periods of political uncertainty.
The project design is being replicated in the follow-on Western Indian Ocean Marine Electronic Highway and Coastal and Marine Protection Project. The East African coastal states of Mozambique, Tanzania, and Kenya have requested to be included in the regional oil spill contingency plan as a means of fulfilling their obligations under the Nairobi Convention. Parties to this convention agree to cooperate in responding to pollution emergencies in the convention area and to reduce or eliminate pollution or the threat of pollution, and to this end to develop and promote, individually and jointly, contingency plans for responding to incidents involving pollution or the threat of pollution. This is a very positive outcome, given that the project was developed with replicability in mind.
",nav,,IW4,"Component 1: Legislation and regulation for conventions (US$477,000 revised to US$222,000)
Achievement of the objectives of the project is rated satisfactory. While the project’s development and global objectives were broad, which makes measuringe impacts difficult, the project has clearly helped to protect the environmental integrity of the coastal and marine ecosystems of the western Indian Ocean, and to limit the contamination of international waters by supporting the creation and maintenance of capacity to respond to oil spills. The project achieved all of its specific objectives. Comoros, Madagascar, Mauritius, and Seychelles have ratified CLC92, FUND92, and OPRC90. Comoros, Mauritius, and Seychelles in addition ratified the MARPOL 73/78 convention. All four counties have translated the provisions of the conventions into national legislation and regulations. All countries have established national capacity to respond to an oil spill, preparing and testing national oil spill contingency plans. The oil and shipping industries have played an active role in preparing and testing the national plans, and intend to actively participate in responding to oil spills. All countries now have adequate oil spill response equipment to cover their major ports. The wide distribution of equipment also ensures that the time required to respond to a spill is minimal. The project generated widespread public awareness throughout the region of the threat of oil spills and of the means to address them, assuring public support for taxes to maintain capacity. All four countries have identified mechanisms to finance periodic oil spill exercises, maintain and replenish equipment, and update oil spill contingency plans and manuals. The regional plan has been prepared and tested. Countries of the region know their responsibilities and roles in the event of an emergency and how to mobilize the assistance of neighboring countries and the oil and shipping industries should the need arise. A regional center has been established in Madagascar with financing from the French Cooperation. At the time the project closed, its staff had been appointed and equipment procured, but a permanent location to house the center had yet to be identified. No major spills had occurred in the region since implementation of the project began. Small Tier 1 oil spills did occur in the Port Louis harbor in Mauritius and in Fort Dauphin in Madagascar during project implementation, and all were effectively addressed without causing significant damage.
Component 5: Regional institutional strengthening (US$1 million revised to US$1.2 million)
Outputs of this component are satisfactory. A regional plan to coordinate countries’ response to an oil spill has been prepared and by the time the project closed had been tested twice through joint exercises. The regional plan has been significantly strengthened by drawing on the expertise of the industry and
government of South Africa in responding to oil spills for its preparation. Some details of the cooperative agreements have still to be fully articulated, such as the arrangements for clearing equipment through customs. The withdrawal of Seychelles’s offer to host the regional coordination center on the grounds that its distant location from the other islands would make coordination of regional activities difficult led to a delay of nearly two years in establishing the center. The center was finally established in Madagascar in early 2004. Staff have been appointed, and equipment to operate the center has been procured. However, at the time the project closed a suitable office for the center was being identified. French Cooperation has agreed to finance the initial start-up costs of the center and operational costs for its first years of operation. The rationale for choosing Madagascar to host the regional coordination center is not clear. Some stakeholders have expressed concern that Madagascar does not have sufficient capacity to effectively coordinate countries’ response to an oil spill, and believe that either Mauritius or Réunion would be more suitable locations for the center. Some observers argue that the regional coordination center with a
full-time staff is not necessary. Instead the responsibilities of a regional coordinator could be added to those of a national coordinator.
A. Mobilisation of scientific expertise in support of environmental management
WIO-LaB succeeding in engaging more than 500 experts, practitioners and other stakeholders in the development of the SAP and TDA through the regional and national working group structure, based on experience generated by an International Waters project in the South China Seas, and through other deliberate efforts including creation of the Forum of Heads of Academic and Research Institutions (FARI) and associated Scientific and Technical review Panel and support to the Consortium for Conservation of the Coastal and Marine Ecosystems in the Western Indian Ocean (WIO-C).
WIO-LaB‘s consultative approach has generated a high level of ownership of the TDA and SAP and effectively mobilised the regional scientific community in support of a management and sustainable development. This was a cost-effective approach that could be replicated in the design of regional science-based environmental projects requiring multi-disciplinary input at a regional scale.
B. Allow plenty of time for policy development
Allowing sufficient time for in depth consultation and legal review of the text of Protocol for the Protection of the Marine and Coastal Environment of the Western Indian Ocean from Land-based Sources and Activities resulted in a more robust and better adapted text that was owned and championed by the National Focal Points. Participants appreciated the extended consultative process to develop of the Protocol and have indicated that this should be seen as a model for further development of the Convention.
This positive lesson from experience has been highlighted in view of its immediate applicability in the context of further development of the Protocol, in view of the decision taken at the Sixth Conference of Parties to the Nairobi Convention to explore development of an ICZM protocol.
C. Work with champions within the wider framework of their host organisations
Much of the success of WIO-LaB can be attributed to the dedication of the national focal points whose roles spanned governance, coordination and oversight, policy development, and in some cases direct management of project activities such as the demonstration projects. The project relied strongly on the NFPs ability to perform these tasks effectively in a context where institutional support was highly variable amongst different countries. A number of NFPs were reassigned during the course of the project and some cases this was associated with loss of continuity and institutional memory particularly where the WIO-LaB project as a whole or a demonstration project had been strongly identified with an individual.
It is unlikely that the issue of a projects‘ dependence on key individuals or champions can be resolved in the immediate future. However, the issues of continuity and support in future projects could be addressed by ensuring that senior managers in host institutions are fully briefed on individual‘s responsibilities, are kept appraised of developments, and are aware of the need to ensure an effective handover if staff are reassigned.
D. Use regional frameworks but distinguish project implementation from core business
The WIO-LaB project benefitted strongly from being embedded in the policy framework, governance mechanisms and from extensive experience of operating in the region offered by Convention and its Secretariat, while at the same time it contributed to raising the profile of the Convention in the WIO region. The project was integrated into the workplan of the Convention. At times it became necessary to distinguish between project-related activities and the regular business of the Convention in order to clarify the extent to which the project could be expected to support the Convention‘s wider programme of work particularly where there was a shared policy interest in an activity such as a meeting.
The confusion related to responsibilities was rooted in the limited specification of implementation arrangements and weak and sometimes confusing definition of roles and responsibilities in the project document and may have been exacerbated by changing supervision arrangements during the course of the project.
The need to distinguish core business from project activities through clear definition of roles and responsibilities and implementation arrangements is of relevance for future definition and implementation of projects in contexts where project execution is linked to larger ongoing initiatives that have separate funding sources and independent work programme preparation processes.
E. Allocate sufficient funding for translation
The budget allocation for translation of documents was not sufficient to allow translation of the projects technical outputs nor of key working documents (such as legal texts) produced during the course of the project. This has limited the accessibility and usefulness of products in the francophone and lusophone countries of the WIO region and in some cases affected their participation project activities.
The simple lesson for design of projects in multi-lingual regions is to ensure that sufficient resources are allocated in project budgets for translation of documents and technical outputs.
1. The development, negotiation and adoption of the Protocol for the Protection of the Marine and Coastal Environment of the Western Indian Ocean from Land- Based Sources and Activities (LBSA Protocol); and the Amended Convention for the Protection, Management and Development of the Marine and Coastal Environment of the Western Indian Ocean (Amended Nairobi Convention), by all Contracting Parties to the Nairobi Convention.
2. Successful completion of six demonstration projects. Two of the projects namely: Municipal Waste Water Management at Shimo La Tewa Prison using wetland-lagoon system in Kenya, and Stormwater/Wastewater drainage and treatment using a lagoon/constructed wetland system on Pemba Island in Tanzania, have introduced very successful cost effective approaches in the management of municipal wastewater for urban population of up to 5,000 and 20,000 respectively at an affordable cost.
3. Revision and production of the Second Edition of the School Teacher’s Guide to Marine Environmental Education in the Western Indian Ocean region. 500 copies have been disseminated to schools in the WIO region and the demand is very high.
69. The WIO-LaB project combined foundational activities focusing on policy, regulatory frameworks, and national priority setting and relevant capacity development with demonstration activities focusing on capacity development, and technical and managerial innovation. It also helped to introduce a new strategic approach at national level in the form of NPAs.
70. The project highlighted the economic rationale for taking preventative action to limit negative impacts of LBSA on the marine and coastal environment. At the same time the project piloted a range of cost-effective solutions for reducing or preventing impacts through the demonstration projects.
71. The project largely worked within existing institutional structures of the Nairobi Convention and national inter-ministerial coordination mechanisms associated with ICZM or environmental management. At regional level it helped reinforce the institutional framework for implementation of the Nairobi Convention by providing a forum for practical engagement of the Convention‘s National Focal Points (NFPs) who also served as focal points for the project. At the national level the project breathed new life into inter-ministerial coordination mechanisms including where necessary through provision of financial support for operating costs.
72. The project contributed substantially to policy development at regional level through the LBSA Protocol and at national level through development of NPAs. It strengthened the building blocks for policy implementation including through by building capacity of institutions and individuals.
73. Follow-on funding by government and donors is discussed under financial sustainability. The adoption of the LBSA Protocol, endorsement of the SAP and development of NPAs have established a justification and rationale for mainstreaming of activities into government functions and for further project based investment.
74. The NFPs served as individual champions for the project and their ability to convene other actors and coordinate activities was central to progress at the national level. Further champions included senior staff in the national focal point institutions (NFPIs) and project coordinators in the NFPIs or partner organizations. A number of NFPs and other champions were reassigned during the course of the project, sometimes moving to strategic roles. In some cases this was associated with loss of continuity and institutional memory particularly where the WIO-LaB project as a whole, or a demonstration project, had been strongly identified with an individual.
INDICATOR#3: Protocol for the Protection of the Marine and Coastal Environment of the Western Indian Ocean from Land Based Sources and Activities (LBSA Protocol) with annexes available by middle of year 1.
RESULT: Development and negotiation of the LBSA Protocol by December 2009. The protocol was adopted by all Contracting Parties to the Nairobi Convention in April 2010.
RESULT: Development and negotiation of the Amended Convention for the Protection, Management and Development of the Marine and Coastal Environment of the Western Indian Ocean (Amended Nairobi Convention) in by December 2009. April 2010. The Amended Nairobi Convention was adopted by all Contracting Parties to the Nairobi Convention in April 2010.
NDICATOR#2: Common regional monitoring methods established and pilot monitoring programme implemented by the end of 2007.
RESULT: Common regional water and sediment quality monitoring approaches and methods were agreed upon and training and standard sampling equipment provided. A regional water and sediment Monitoring Programme designed and successfully implemented.
62. The institutional framework and governance mechanisms established or employed by the project at regional and national level are favourable in terms of allowing for the project outcomes/benefits to be sustained.
63. The WIO-LaB project was implemented under the umbrella of the Nairobi Convention and was a vehicle for delivery of part of the Convention‘s Programme of Work agreed by its Conference of Parties. This ensured the project was strongly embedded in the political and institutional framework of the Convention. The Nairobi Convention framework allowed the project to engage with France (La Réunion) and Somalia who took part as observers in later Project Steering Committee (PSC) meetings. Somalia‘s regular participation from 2007 was welcomed in PSC meeting decisions as part of a wider concerted effort to assist Somalia to participate more actively in Nairobi Convention Activities.
64. The project itself helped to raise the profile of the Convention within the WIO region, including within the parent ministries of the national focal point institutions (NFPIs) and amongst other ministries and agencies as well as with regional bodies such as the Indian Ocean Commission. The recent increase in member contributions to the Convention has been attributed to this visibility and associated recognition of the practical value and relevance of the Convention process.
65. A key result of the project and mechanism for follow up at the regional level is the Protocol for the Protection of the Marine and Coastal Environment of the Western Indian Ocean from Land-based Sources and Activities adopted in April 2010 by the Conference of Plenipotentiaries to the Nairobi Convention, and signed by eight countries including six of the eight WIO-LaB project partners. The Protocol includes provision ‗to develop and adopt procedures and mechanism to assess and promote compliance with and enforcement of this protocol.‘
66. National plans of action (NPAs) were prepared by Tanzania, South Africa, Seychelles, Kenya, Comoros and Madagascar either as stand-alone plans (Tanzania and South Africa) or integrated into wider coastal zone or environmental management strategies. Plans have been initiated in Mauritius and Mozambique.
67. There remain strong differences amongst the WIO countries in terms of capacity and technical know-how to implement measures foreseen by the LBSA Protocol, and the need for increased human resources was recognised when the Protocol was adopted. There is further potential to build on expertise-sharing initiated through the project which established and reinforced networks, identified centres of excellence and regional activity centres to support project activities at the regional level, and encouraged collaboration at laboratory level.
INDICATOR#5: National Action Programs for the protection of the marine environment from land based activities for four countries available by the end of the project.
RESULT: Preparation of National Action Programs for Comoros, Kenya, Madagascar, Seychelles, South Africa and Tanzania completed. The National Plan for Kenya has led to the drafting of a coastal management policy.
INDICATOR#1: Revised Transboundary Diagnostic Analysis on Land Based Activities and Sources of pollution degrading the coastal and marine environment of the Western Indian Ocean (TDA) available and agreed by the end of year 4.
RESULT: The completion of a country endorsed TDA which was published in 2009 and broadly disseminated. The TDA contributed to the formulation of the Strategic Action Programme for the WIO region.
INDICATOR#2: Revised Strategic Action Programme for the Protection of the Coastal and Marine Environment of the Western Indian Ocean from Land Based Sources and Activities (WIO-SAP) available and endorsed at Ministerial level by middle of year 4.
RESULT: Completion of the WIO-SAP which was endorsed by all Contracting Parties to the Nairobi Convention in April 2010. In response to issues and strategic actions identified on physical alteration and destruction of habitats the WIO-SAP has catalysed the negotiation for a protocol concerning integrated
coastal zone management.
1.Restored wetlands
2.Improved biodiversity and attracted a large number of migratory and resident bird species
3.Construction of Wetland Center
WWTP
,III1,,III3,,nap,,nap,,nap,,-1,,-1,,nav,, 405,,UNDP,,Turkey; Ukraine; Romania; Georgia; Russian Federation; Bulgaria,FSP,Large Marine Ecosystem,Black Sea Environmental Management,Regional,,[],"Western Asia, Eastern Europe",Black Sea (LME),Project Completion,International Waters,,1992-05-01,1996-06-01,,Dr. Vladimir Mamaev; Ms. Iosefina Lipan; Ms. Figen Canakci-Erpek; Ms. Basak Gunduz ; Dr. Bill Parr,0.69,,,0.73,,Pilot,,,,,,,Black Sea; LME,,,,United Nations Office for Project Services (UNOPS),,,,,,,,,,,,,,,,,,,,,,,,,,,,, 3521,,UNDP,,Russian Federation; Mongolia,FSP,River/Lake,Joint Actions to Reduce PTS and Nutrients Pollution in Lake Baikal through Integrated Basin Management,Regional,,[],"Central Asia, Eastern Europe",Baikal,Cancelled,International Waters,,2009-09-17,,,Mr. Holger Treidel; Dr. Sergey Kudelya,2.63,,,8.61,,GEF - 5,,,,,,,,,,,United Nations Office for Project Services (UNOPS),,,,,,,,,,,,,,,,,,,,,,,,,,,,, 3749,Humboldt Current LME,UNDP,,Chile; Peru,FSP,Large Marine Ecosystem,Towards Ecosystem Management of the Humboldt Current Large Marine Ecosystem,Regional,LME,[],South America,Humboldt Current (LME),Under Implementation,Biodiversity; International Waters; Multiple Focal Areas,,2009-06-30,2013-06-30,,Mr. Mariano Gutierrez Torero; Mr. Jose Luis Blanco; Mr. Andres Chipollini; Mr. Rodolfo Serra; Mr. Michael Akester; Ms. Albertina Kameya; Ms. Lenka Lazo,,,,32965000.00,,GEF - 4,,,,,,,LME,http://humboldt.iwlearn.org/,,,Institute of Fishing Promotion (IFOP); Peru; Institute of the Sea (IMARPE),,,,,nav,,IW1,,IW1,,nav,,IW2,,IW1,,nap,,nav,,nav,,0,,0,,nav,, 3977,,WB,,Albania; Algeria; Bosnia and Herzegovina; Bulgaria; Egypt; Lebanon; Libyan Arab Jamahiriya; Macedonia the former Yugoslavian Republic of; Morocco; Serbia and Montenegro,FSP,Portfolio Learning/Policy,"MED Mediterranean Environmental Sustainable Development Program ""Sustainable MED""",Regional,,[],"Northern Africa, Western Asia, Eastern Europe, Southern Europe",Mediterranean Sea (LME),Council Approved,International Waters,,2009-06-23,2014-06-29,,Mr. Paul Mifsud; Alex Lascaratos,0.00,,,0.00,,GEF - 4,,,,,,,,http://www.cmimarseille.org/Sustainable-MED.php,IW-1; IW-2; IW-3,,Marseille Center for Mediterranean Integration (CMI); United Nations Environment Programme (UNEP),,,,,,,,,,,,,,,,,,,,,,,,,,,,, 767,Lake Chad,UNDP; WB,70252,Cameroon; Central African Republic; Chad; Niger; Nigeria; Libyan Arab Jamahiriya,FSP,River/Lake,Reversal of Land and Water Degradation Trends in the Lake Chad Basin Ecosystem,Regional,Lake,[],"Middle Africa, Northern Africa, Western Africa",Chad; Lake Chad,Project Completion,International Waters,,2003-01-19,2008-12-18,,Ms. Mame Dagou Diop; Mr. Anada Tiega; Ing. Muhammad Sani Adamu; Mr. Mahir Aliyev; Mr. Johannes Grijsen; Mr. Abdoulaye Ndiaye; Mohammed Bila,10.29,,,13.42,,GEF - 2,,,,,,,Africa; Lake,http://lakechad.iwlearn.org/,,9,Lake Chad Basin Commission (LCBC); United Nations Office for Project Services (UNOPS),"IWC6 Results Note (2011), World Bank Terminal Evaluation (2009)","The full endorsement and commitment of the riparian countries of a shared Basin and of their Basin organization is a pre-requisite for successful SAP and GEF-IW project implementations. Country management units’ and country offices’ increased involvement in project supervision is critical for the regional projects’ success.
In the absence of a strong regional institution, development assistance should focus foremost on capacity building and institutional strengthening of the Recipient, rather than attempting to resolve or bypass the institution’s shortcomings by introducing outside agencies for project management and execution.
Joint project implementation through two GEF implementation agencies (i.e. World Bank and UNDP) requires that roles and responsibilities of the two agencies during project implementation are clearly elaborated and agreed upon in advance, with key reporting and supervision processes harmonized.
The Bank should be realistic regarding project implementation planning, the time it takes to complete a project of this challenging nature, and the outcome targets to be achieved.
1. Transboundary Diagnostic Analysis (TDA) and Strategic Action program (SAP) were successfully adopted.
2. Six Riparian states and the Federal Government of Nigeria approved a catchment Water Charter for the Komadugu-Yobe Basin.
3. Successful local microgrant activities were implemented in most pilot projects with intensive involvement of stakeholders.
Progress was made towards the harmonization of relevant legal frameworks, regulations and approaches in the member countries for the integrated and transboundary management of the shared land and water resources of the Lake Chad Basin. Comprehensive national and regional diagnostic reports on legal, institutional, economic and financial aspects of the transboundary management of shared land and water resources of the Basin have been prepared.. These reports complement the development and implementation of the SAP. Recommendations focused on: (i) creating transboundary IWRM Committees; (ii) harmonizing and completing the national legal frameworks through an integrated approach regarding the various uses of water, land and the environment; (iii) creating of the LCB Observatory to monitor water resources, environmental, economic, socio-economic and other aspects relevant to an implementation of IWRM; and (iv) capacity building to promote IWRM. Though national legal and institutional frameworks are yet to be harmonized, each Member State has committed to ensure that its body of laws and regulations will be coordinated and supportive of environmental policies developed through the NAP/SAP process. The NAPs, the main foundation of the SAP, were prepared based on an assessment of national priority areas of concern, including regional concerns identified in the TDA. Each country has developed
objectives and targets, proposed interventions and elaborated a resource mobilization strategy to address their objectives.
INDICATOR 2. LCBC has been reformed, is operating more effectively and its capacity to sustainably develop LCB resources has been strengthened according to an endorsed IA.
The Institutional Assessment (IA) was endorsed in the Extraordinary CoM (June 2008). CBOs and local stakeholders proposed and implemented projects addressing local concerns. National teams developed the National Action Programs for the implementation of IWRM.
The Institutional Assessment of LCBC was completed and endorsed by the member countries. The IA report contains 34 recommendations aimed at reforming LCBC into a reinvigorated, product-oriented institution. These recommendations call inter alia for the preparation of a Biennial State of the Lake Chad Basin Ecosystem Report and the establishment of: (i) a regionally-based data and information system - the Lake Chad Basin Observatory - as part of LCBC‟s capacity to undertake a systematic monitoring role for the natural resources of the basin; (ii) a Water Resources Experts Committee (WRC) comprised of senior level water resources specialists from the Member States; (iii) an Environment, Science and Planning Committee (ESPC) to provide needed scientific capacity to the LCBC; (iv) a Donor Consultative Committee (DCC) to facilitate continued donor involvement and investment in the work of the LCBC, and (v) a Staff Development Fund providing professional development opportunities for recruiting and retaining high quality staff. The IA also recommends upgrading and strengthening the fiduciary capacities of LCBC and improving its overall accountability to Member States and other contributors. Due to the late endorsement of the IA (June 2008), the project was not in a position to support the implementation of these reforms of LCBC. It should be noted, however, that the GTZ is currently supporting the LCBC in the implementation of these reforms. GTZ supported LCBC in elaborating an Action Program for the implementation of the IA. This Action Program was endorsed during the last CoM held in Nigeria on May7-8, 2009.
A comprehensive Transboundary Diagnostic Analysis (TDA) was completed at national and regional levels. The TDA analysis was conducted through a participatory process and presents the transboundary problems as identified and prioritised by the basin stakeholders. The TDA identifies three overarching root causes of the transboundary problems caused by unsustainable resources use practices, i.e. (i) the absence of sustainable development on the political agendas of the riparian countries, (ii) low standards of environmental education and awareness, and (iii) population pressure. The regional TDA identified seven priority regional environmental concerns, as follows: (i) the variability of the hydrological regime and fresh water availability, (ii) water pollution, (iii) decreased viability of biological resources, (iv) the loss of biodiversity, (v) the loss and modification of ecosystems, (vi) sedimentation in rivers and water bodies, and (vii) the presence of invasive species. The TDA highlights the need to pay special attention to institutional reform of LCBC as the bedrock for arresting the degradation trends in the Basin. LCBC lacks the power to arbitrate water conflicts in the basin. It also has no mechanism for fostering basin level IWRM by way of getting the line agencies of the member countries to harmonize their water resources development programs.
",IW3,"INDICATOR 1. Completion and adoption of the Strategic Action Program (SAP), with a framework, timeline and Financing Plan for implementation of priority activities. The SAP was endorsed by the Council of Ministers in June 2008, but the Investment Plan for SAP implementation was not developed within the duration of the project. A comprehensive Transboundary Diagnostic Analysis (TDA) was completed at national and regional levels. The TDA analysis was conducted through a participatory process and presents the transboundary problems as identified and prioritised by the basin stakeholders. The TDA identifies three overarching root causes of the transboundary problems caused by unsustainable resources use practices, i.e. (i) the absence of sustainable development on the political agendas of the riparian countries, (ii) low standards of environmental education and awareness, and (iii) population pressure. Based on the findings of the TDA, the SAP was completed as a regional policy framework for the Lake Chad Basin
Based on the findings of the TDA, a Strategic Action Program (SAP) was completed as a regional policy framework for the Lake Chad Basin; the SAP was developed in a regional consultation process and endorsed by the Extraordinary COM in June 2008. This result is commendable as few Basins in Africa have been able to complete a SAP in five years. The SAP primarily addresses the seven priority regional environmental concerns as identified in the TDA, lays down the principles of environmental management and cooperation, and establishes a long-term vision for the sustainable development of the Lake Chad Basin. It subsequently defines a set of targets and interventions to meet regionally agreed Ecosystem Quality and Water Resource Objectives (EQWRO) and related indicators for the priority areas of environmental concern, in the transboundary context of the Lake Chad Basin. These EQWROs are: (i) improved quantity and quality of water; (ii) restoration, conservation and sustainable use of bio-resources; (iii) conservation of biodiversity; (iv) restoration and preservation of ecosystems; (v) strengthened participation and capacity of stakeholders, and (vi) institutional and legal frameworks for environmental stewardship of the LCB.
The overall objective of the SAP is to contribute to poverty alleviation in the Basin through priority actions, including (i) initiating shared management of the Basin‟s water resources, (ii) implementing a basin-wide sustainable data collection system (the LCB Observatory), (iii) taking sectoral actions for enhanced water demand management, (iv) fighting against desertification and against the loss of bio-diversity, (v) preventing and controlling pollution, and (vi) improving exploitation methods of aquatic ecosystems. The Project did not prepare the Action Program for the SAP implementation., Missing components include (i) estimated costs to achieve the identified EQWROs, (ii) an Investment Plan, and (iii) a strategy and financing mechanism. Although the envisaged donor conference could not yet be held, initial SAP implementation will to an extent be supported by the AfDB-funded LCB Sustainable Development Program (PRODEBALT).
Lesson One. It is unrealistic to expect that a country like Albania, with weak environmental support and understanding of the general population and many within the administration, will, within the limited period of a five-year project implementation period, accept and implement best practice of managed and protected nature reserves. As a result, project objectives must be set realistically with due regard to the time needed to change behavior and culture.
Lesson Two. The financial and implementation risks from projects with multiple financing sources cannot be emphasized enough. The IWEMP counted upon financing from the GEF and from the EIB, both of which have their special limitations and requirements as to preparation and implementation. When the risks of underfinanced investments materialized (as a result of the cost increases of the main construction contract) yet a third source, the EU IPA-financing, was brought in to finance critical connecting interceptors to bring wastewater to the WWTP. However, the IPA-funding came with its particular implementation conditions that might have contributed to further delays.
Lesson Three. The role of the World Bank as a convener of financing from several sources (GEF, EIB, and the EU/IPA) is risky since, without its own sizable financing, it is more difficult for the Bank to adjust the financing to changed needs. The decision of the World Bank not to extend the project closing date might have been prompted by the fact the GEF grant was fully committed by the closing date. Extending the Project closing date would have been hard to justify since the Bank would have used its own scarce operating budget to supervise investments financed by other financiers.
Lesson Four. The project name is Integrated Water and Ecosystems Management Project. Yet, the project failed to apply successfully the integrated nature of wastewater projects that require attention be paid to the (i) connection of buildings to the sewerage system; (ii) the collection of wastewaters to secondary sewers in the streets; (iii) the interception of the collected wastewater and conveyance to the wastewater treatment plants; and (iv) the safe and environmentally disposal of the treated effluents.
Lesson Five. It is risky to rely on a Private Operator to solve the many problems that face water supply and wastewater operations. Specifically, the employment of a private operator presumably meant that the Government was planning to rely on private management in the future which in turn means that the IWEMP expected the Management Operator to guarantee sustainable operations of the sewerage system and of the wastewater treatment plants. After the departure of the Management Operator the capacity to operate and maintain the project infrastructure is uncertain, endangering project sustainability.
GEO Indicator 4 (IOI 5, and IOI 7): An Integrated Management Plan implemented for Kune Vain Managed Area. GEO indicator 4 has not been met. A management plan according to international standards has been prepared and finalized by the end of the project.
",nap,,nap,,nap,,nap,,nap,,-1,,-1,,nav,,"IOI 6: Implementation of a basic monitoring system of the coastal areas. IOI 1 is partly met. The project financed baseline inventories on mammals, birds, reptiles/amphibians, flora, phytoplankton of lagoon water bodies, mollusks, and seagrass. Additionally, a survey on sea turtles has been initiated along the beaches ofKune Vain and the Patoku-Lagoon. All surveys were conducted by specialists. It was intended to extract a small number of key parameters from each program to create a combined monitoring scheme for Kune Vain to be conducted by the Park Administration on a regular basis. This has only been realized for a very few parameters, in particular the number of wintering/resting birds.
IOI 8: Environmental Education and Communication Program delivered. IOI 2 is partly met. During the project several education activities have been supported.
The main lesson learnt was that it is possible to control or even eliminates malaria with environment-friendly methods and without the use of persistent insecticides. The main conditions are the combination of control strategies, the intersectorial approach and community participation. The strategies needed for this kind of intervention, such as the control of mosquito breeding sites, cleaning houses and patios are easily adopted by the communities. They also contribute to the empowerment of the communities and to the change of the understanding about their participation in malaria control (Salinas V & Narváez
A 2009).
Control of mosquito breeding sites and refugees are strategies that are easiest to adopt by the community, and it is a means for the communities to change their conception about malaria and the empowerment of malaria control activities. The personal education in every house in prior localities and the Situation Room are better strategies to educate, to involve and to empower the communities.
Malaria control requires a multi methodological approach with the combination of interventions related to: diagnosis and complete treatment (compliance), reservoir plasmodium elimination (active search for asymptomatic and febrile persons), control of mosquito breeding sites with physical and biological methods (larvae eating fish), control of mosquito refugees (clean house and clean yard), barrier mosquito-persons (Insecticide Impregnated Bed Nets).
Most malaria cases are located in specific towns and houses. That is why epidemiological stratification allows focusing the interventions in a few locations and makes the intervention more effective.
The design of a new demonstration project requires the development of a comprehensive protocol before the start of execution of: the systematization of experiences, impact assessment, cost effectiveness evaluation and surveillance, and monitoring system adapted to the strategy.
Relating to the elimination of DDT stockpiles, although PAHO has handled the component (including all difficulties) very well, a more experienced organization to conduct this type of highly specialized activity would have been more efficient. FAO is the UN entity with comparative advantage and experience in dealing with these specific activities. For future complex and multi country projects, the duration of the project should be six years, considering one year for the organization and institutional arrangements, four for implementation and one for evaluation and preparation of final reports.
Catalytic role was one of the key evaluation parameters with major success. It was rated as “highly satisfactory”; since there was an extension of the interventions to other neighbouring localities and municipalities due to an initiative of the community leaders and health workers. Only in México one locality had not replicated the model to other communities. In Mexico, Guatemala, Nicaragua and Honduras the replication was very extensive. In the last three countries there were alliances with the Global Fund Projects and other projects.
",nav,,nap,,nap,,nav,,nap,,nap,,nap,,nap,,nap,,-1,,-1,,nap,, 791,San Juan River Basin,UNEP,,Costa Rica; Nicaragua,FSP,River/Lake,Formulation of a Strategic Action Programme for the Integrated Management of Water Resources and Sustainable Development of the San Juan River Basin and its Coastal Zone (PROCUENCA),Regional,River,[],Central America,San Juan,Project Completion,International Waters,,2000-04-30,2005-06-29,,Ms. Zayda Trejos Esquivel; Ms. Isabelle Van der Beck; Mr. Pablo Gonz?lez,3.93,,,5.36,,GEF - 2,,,,,,,Strategic Action Plan (SAP); Lake; Americas; River,http://archive.iwlearn.net/www.oas.org/sanjuan/,,8,Costa Rica; Ministerio del Ambiente y Energia (MINAE); Nicaragua; Ministerio del Ambiente y los Recursos Naturales (MARENA); OAS; Unit for Sustainable Development and Environment (OAS/USDE),UNEP Terminal Evaluation (2005),"1. The complicated bureaucracy regarding the administrative aspects between OAS and the Technical Units was responsible for the long delays in preparing the TDA.
2. In general, the TDA-99 is based on estimates and theory due to the lack of basic studies. It was expensive and does not reflect the specific problems of the watersheds with regard to contaminants;
3. Too much effort was put into trying to formulate the SAP and this was in part due to the lack of knowledge of the FMMA requirements and administrative problems concerning the hiring of consultants without the approval of the responsible institutions of both governments.
4. Ninety percent of the demonstration projects of did not provide the expected elements of transference due to a lack of follow up by the executing agencies.
5. Local governments were not involved sufficiently in “demonstration projects” and this limited the necessary follow up.
6. There were long periods of ‘vacuum time’ (up to one year) for each change of government after presidential elections in both countries. This caused a slow process of involvement of new staff members responsible of the institutions in each country.
7. It would be advisable to strengthen the existing environmental organizations, such as the “municipal environmental committees” (CAM), and to include the criteria of watershed management for the sustainable management of natural resources.
8. To design and get consensus with stakeholders, the mechanisms of coordination, planning, monitoring and follow up of all activities so they are performed efficiently and effectively in the area of integrated management of hydraulic resources.
9. To consolidate the existing consulting spaces such as the units of environmental management, municipal environmental committees, watershed committees, local councils for sustainable development, designing operational instruments, with gender consideration, for decision making in the execution activities and conflict resolution.
10. To recognize the municipal development plans as a base to prepare the SAP and in agreement with the national plans.
11. Training of the stakeholders in areas such as legislation, administration and financing, and technical aspects, to insure adequate water resources management.
12. Enlarge the Bi-national Executive Committee with new stakeholders including producers, natives, fishermen, universities, research centers and non governmental organizations.
It can be concluded that the relevant authorities of both countries have been very active in finding ways to better coordinate and subscribe to binational agreements.
,IW1,"Component 5 is understood as all the actions taken to promote the formation of national and bi-national bodies in the political arena, such as the technical and administrative organizations to carry on the SJRB projects in a coordinated manner. In nine years of activities, 19 international, 14 community and 14 private organizations have participated in project activities. It is also understood that there has been considerable progress in these aspects with the participation of both Ministries of Foreign Affairs and with MARENA and MINAE coordinating more than 221 institutions and organizations directly involved in the execution of these activities. These included representation of 97 federal government organizations, 29 NGOs, 22 private companies, 20 local governments and municipalities and 8 press and media organizations. This process required the signature of 24 memorandum and 12 letters of understanding and 4 agreements (Ref. 17, p. 6). Such large numbers of organizations involved raises the question: “How is the Project supervised and monitored?”
",IW2,"Component 6 had the purpose of forming basin councils. No basin councils have been formed. Instead, the project has directed efforts towards strengthening municipal coordination. It appears that there were no clear proposals of what to expect and how to design and create basin councils. As in other countries, there are frequently conflicts in the creation of bodies for the management of areas having natural boundaries that are based on cooperation among organizations created in a politically-defined context.
",IW2,,IW2,"The draft SAP document presented in September 2004 (Ref. 20) is very extensive and descriptive. It defines most of what needs to be done in the area for the conservation of natural resources and for the reduction of the primary problems in the San Juan River Basin (SJRB). While this lacks the specifications of a project that can be directly implemented, this is not altogether inappropriate because such specifications are intended to be contained in the finalized SAP, due to be completed in early 2005. A Medium Sized GEF Project is to be proposed for activities in 2005-2007 (see Refs. 17 and 18) as an intermediate bridge to the next full GEF project phase. There are results and impacts of the current project, both within the information component and within the so-called “demonstration projects”, that have demonstrated, through experience, the possibilities of the two countries6 working together towards a common purpose. This is a very important and major indirect benefit stemming from several of the project activities as distinct from their direct results and outputs.
An analysis of the TDA was completed as part of this evaluation with the conclusion that the TDA provides an excellent basis for the development of the strategic Action Programme. Previous work by the OAS played an important role in the development of the TDA. However, there were some limitations related to the information system used in Costa Rica and Nicaragua. Data collection was fraught with difficulties to the point where the process was abandoned and then restarted. As a result, the most important analysis related to hydrology, and water resources and both countries suffered due to limited availability of data.
1. One civil works contract under implementation. Other remaining contract is under procurement. Around US$500,000 disbursed by the end of Aug.2011.
2. The capacity of the Project Manager and Service Providers has been improved i.e. around 50 staff have benefited from the training and project processing experiences.
3. Still in the construction stage, the project has attracted the interest and attention from related central/local governments, as well from local residents.
The project was signed on August 12, 2009 and effective from January 4, 2010. The GEF project is an integral part of the IDA financed Coastal Cities Environmental Sanitation Project (CCESP) which involves 3 cities of Nha Trang, Quy Nhon and Dong Hoi. GEF project is specifically implemented in Quy Nhon city, which fully coordinated with IDA funded project. The project is implemented by the Quy Nhon Project Management Unit (PMU) under direction of Binh Dinh Provincial People Committee (PPC).
" 2701,Orange River,UNDP,,Botswana; Lesotho; Namibia; South Africa,FSP,River/Lake,Development and Adoption of a Strategic Action Program for Balancing Water Uses and Sustainable Natural Resource Management in the Orange-Senqu River Transboundary Basin,Regional,River,[],Southern Africa,Orange,Under Implementation,International Waters,,2008-04-24,2013-05-30,,Ms. Akiko Yamamoto; Mr. Christoph Mor; Dr. Peter Van Niekerk; Mr. Rapule Jacob Pule; Lenka Thamae; Ms. Constance Masalila-Dodo,7.00,,,37.16,,GEF - 4,,,,,,,Africa; River,http://undp.orasecom.org/,IW-4,OP9 - Integrated Ecosystem and Resource Management,United Nations Office for Project Services (UNOPS),IWC6 Results Note (2011),,"1. The State of the Orange-Senqu River System Report: Contributing towards finalising the TDA, the 2010 Joint Orange-Senqu Survey investigated water quality issues. This Survey was the joint effort of all ICPsupported projects under ORASECOM, the Orange-Senqu River Commission. It covered physical and chemical water parameters, bio-monitoring as well as specialist surveys on heavy metals and persistent organic pollutants (POPs). The comprehensive survey of POPs in a larger river basin was a ‘first’ in the region.
2. Institutional strengthening of ORASECOM towards developing an IWRM Plan of the Basin: Planning requires informed debate and a structured approach towards consultation across national borders. The project currently develops the ORASECOM Water Information System, a web-based data and information sharing portal. Transboundary Environmental Assessment Guidelines are also currently under preparation. These Guidelines will define the process for consultations on environmental impacts in a transboundary context. They are also a ‘first’ in the region. Already other southern African river basin organizations have expressed their interest in this work.
3. The Preliminary TDA highlighted three thematic areas for practical research and action on the ground. Scoping studies on water resources management issues in the irrigation sector (the largest water user in the basin), the setting of environmental flow requirements, as well as on overcoming land degradation through community-based management approaches have been completed. Consultations with the affected communities at grassroot level have been conducted. The implementation of practical measures on the ground is now starting.
The Orange-Senqu River Commission (ORASECOM) was formalized by the Governments of Botswana, Lesotho, Namibia and South Africa through the signing of the ‘Agreement for the Establishment of the Orange-Senqu Commission’ on November 3rd, 2000 in Windhoek, Namibia (Earle et al, 2005).
",IW4,"INDICATOR#2 Transboundary EA Guidelines prepared and agreed: Transboundary EA Guidelines drafted and agreed by ORASECOM. This includes including a listing of type and size of projects to which these guidelines shall be applicable.
ORASECOM is the first commission to be established following the regional ratification of the SADC Protocol on Shared Water Course Systems. The Agreement refers to, and recognizes the following agreements:
Helsinki Rules (1966)
UN Convention on Non-Navigational Uses of International Watercourses (1997)
The SADC Revised Protocol on Shared Watercourse Systems (2000)
The Preliminary TDA highlighted three thematic areas for practical research and action on the ground. Scoping studies on water resources management issues in the irrigation sector (the largest water user in the basin), the setting of environmental flow requirements, as well as on overcoming land degradation through community-based management approaches have been completed. Consultations with the affected communities at grassroot level have been conducted. The implementation of practical measures on the ground is now starting.
",IW2,,nap,,nav,,nav,,0,,0,,nav,,"The project develops a web-based data and information portal. On the occasion of the World Water Day in March 2011 the Ministers in charge of water affairs in the four riparian States confirmed their strong commitment towards establishing transboundary EA Guidelines. A joint working group composed of respective specialists of the countries, as well as a consultant has since taken on this task. Draft guidelines will be presented to the ORASECOM Council in October 2011.
INDICATOR#1 Water Information System functional and active:" " Data and information portal created, providing access to spatial and time series data, as well as scientific information to a wide range of stakeholders from throughout the basin and internationally.
INDICATOR# 1 Priority transboundary issues are analyzed through additional studies, immediate and root causes of priority transboundary issues identified: A updated, comprehensive TDA will form a solid scientific base for the comprehensive, basin-wide IWRM Plan) of ORASECOM. Investments shall target root and underlying causes of prioritized transboundary issues.
INDICATOR#2 Limits agreed basin wide to assure preservation of ecological flows for the surface and subsurface flows of the Lower Orange: Agreement on the methodology and criteria for setting ecological flows throughout the Basin, including seasonal rivers. Setting of ecological flow to provide protection to the Orange-Senqu Estuary and its associated Ramsar site.
1. Draft country assessment reports on sustainable tourism governance and management produced for five partner countries
2. Eight demonstration projects activated
3. High level of local stakeholder engagement at the demonstration site level, indicating a high relevance of the project to addressing local tourism issues and environmental concerns
The COAST project works through a cross ministerial Steering Committee (PSC) with members drawn from the environment and Tourism Ministries, but there is no formalised legal structure beyond this
",nap,The COAST project focuses on practical small scale Demonstration projects which are then used to influence national governance and management in the Tourism and Environment Sectors
,nap,The COAST project focuses on practical small scale Demonstration projects which are then used to influence national governance and management in the Tourism and Environment Sectors
,1,,nap,The COAST project is not involved in any form of TDA
,nap,The COAST project is addressing some of the SAP activities identified under the WIOLab project
,nap,"Although the project focuses on a number of Partner countries, we do not work in ABNJ areas
",nap,The COAST project is not involved in any form of TDA
,nap,The COAST project is not involved in any form of TDA
,-1,,44,4/9. East African partners (4) are adopting elements of the WIOLab project SAP which the COAST project is supporting. Other partner countries are from West Africa and it is not known if they have adopted and GEF funded project SAPs from that region
,nap,"The COAST project is addressing some of the SAP activities identified under the WIOLab project, but is not involved in ensuring these commitments are engendered into national frameworks
","BAPs/BATs strategies for sustainable tourism demonstrated and mechanisms for sustainable tourism governance and management established
INDICATOR#1 Mechanisms for reduced degradation understood, in place and being utilised (in at least two partner country demonstration projects)
Status: At least two demo projects have developed mechanisms and are actively testing these to address issues of environmental degradation.
INDICATOR#2 Project demonstrations providing replicable BATs/BAPs (with costs & benefits in nine partner country demonstration projects)
Status: All demonstrations are actively being implemented and each has identified at least one BAT/BAP based upon the project’s thematic priorities (EMS, eco-tourism, reefs, ecosystem planning) which is being documented for sharing and knowledge management.
INDICATOR#2 ICZM working groups or committees established at demo site level (ICZM working groups or committees outputs written up to inform relevant government agencies)
Status: ICZM regional training events planned for last quarter of 2011 from which work plans for implemented by site committees for all relevant demo project sites will be agreed.
1. The completed Trnovo and Odzak Wastewater Treatment Plants already substantially contribute to the project’s major objective of reducing pollution from municipal sources into the Neretva and Bosna Rivers, whereas the currently being under construction Wastewater Systems of Zivinice and Mostar will result in Bosna and Neretva river water quality improvement shortly.
2. The feasibility study on low cost natural treatment resulted in a comprehensive overview of all currently available wastewater treatment technologies as well as recommendations to each municipality in the BiH on which treatment technique offers optimal results. The study will be soon extensively discussed during a workshop with representatives from other Balkan countries.
3. The extended Water Information System offers the government vast possibilities on efficient assessment of pollution levels, identification of polluters and determination of flow regimes.
INDICATOR#1 Improved/Clarified institutional framework for wastewater management, financing and monitoring (Component A) [Completion of Wastewater Improvement Plan.]
A Water Information System (WIS) has been developed for the entire territory of BiH (even though the Project is defined as solely for Federation of BH) and will have significant benefits in terms of a unified, country-wide approach, facilitating, therefore, water quality protection, reporting requirements of BiH as a country and the harmonization of BiH legislation with the EU.
INDICATOR#2 Percentage of the effluent discharged according to the national standard [After completion of this Project, 11% of municipal wastewater (from population which are connected to public sewage) will b e treated and discharged according to new BiH water-environment standards.] 6% of municipal waste water is now treated and discharged according to existing standards.
1. Creation and execution of a pre-TDA stage, the Marine Ecosystem Diagnostic Analysis (MEDA). The production of the nine MEDA reports represents an early delivery to the Project countries of information which is immediately useful to researchers and particularly resource managers.
2. The ASCLME Project has undertaken a Policy and Governance process which has resulted in the creation of a Policy and Governance Coordinator post within the Project.
3. ASCLME Project has built regional and international support for a “Western Indian Ocean Sustainable Ecosystem Alliance” (WIOSEA).
The ASCLME Project has undertaken several novel approaches to meeting the challenges of TDA/SAP development.
The most major one has been the creation and execution of a pre-TDA stage, the Marine Ecosystem Diagnostic Analysis (MEDA). The structure and the per-country focus of the MEDA results in a very comprehensive state-of-the-environment report, which documents all the threats to the ecosystem in each country, most of which are either transboundary in nature or cross-cutting throughout the countries. The production of the nine MEDA reports represents an early delivery to the Project countries of information which is immediately useful to researchers and particularly resource managers.
1. The project has contributed to the adoption and ratification of the Integrated Coastal Zone Management (ICZM) Protocol of the Barcelona Convention, which came into force in March 2011. It is also supporting countries for its implementation, including the integration of water resource and aquifer management, through capacity building and 13 demonstration projects.
2. The transfer of Environmentally Sound Technology (TEST) is being successfully implemented in 43 industries, using innovative measures to significantly reduce pollution loads and improve water productivity.
3. Establishment of a more effective network of Marine Protected Areas (MPAs) through capacity building and implementation of 13 demonstrations. As a result, Libya has established its first MPA, (Ain AlGhazalah), MPA management plans have been drafted in Croatia, Algeria, and Turkey, and more than 300 MPA practitioners trained throughout the region.
INDICATOR#2: Regional and National institutions strengthened in all countries through targeted capacity building activities (minimum of 30 training sessions to build capacity of institutions).
RESULTS: A total of over 20 workshops/training sessions have been undertaken so far including: the management of marine protected areas (with over 200 MPA practitioners trained), the implementation of environmental sound technology (4 workshops, 10 training sessions and total of 746 man/days of training), and four workshops for capacity building for the implementation of the ICZM protocol.
cleaner production, restored/protected habitat.
",IV2,,IV2,,nap,,nav,,nav,,0,,50,"INDICATOR#1 Preparation and adoption of regional and national policy/legal/institutional reforms in all countries (Between 5 and 10 regional and national policy documents and plans developed and adopted by relevant authorities).
RESULTS: The ICZM Protocol entered into force with 6 ratifications on March 24th 2011 (the fastest entry of all Protocols to the Barcelona Convention) and the Strategy for Water in the Mediterranean (SWM) has been drafted through an inclusive process, with final approval pending.
NDICATOR#3: Increased scientific knowledge of the Mediterranean (Min. of 6 assessments undertaken related to coastal aquifers, nutrient fluxes, MPA’s, by-catch and unsustainable fishing practices, etc).
RESULTS: Regarding aquifer management, the assessment of risk and uncertainty of coastal aquifer in the Nador Lagoon and Bou Areg aquifer is now completed, and regarding marine protected areas,Morocco , and marine surveys of the in Al-Ghazala marine and coastal area in Libya, which were used to declare the site as an MPA, were also completed .
(i) At the start of project implementation, brochures, invitations and e-advertisements were sent out to attract potential public institutions and NGOs to participate in the execution of the project. More than a hundred proposals were submitted for evaluation by a team of consultants under the supervision of UNEP-OAS and the Water Resources Secretariat. During several seminars organized in the main cities of the Alto Paraguay region, the proposals for constituent activities were presented. These proposals were presented with public participation by the potential activities coordinators. After the seminars, a team comprising the consultants, the UNEP-OAS, and the Water Resources Secretariat rated the proposals taking into consideration the proposed topic’s relevance to the GEF International Waters focal point. The activity selection methodology has merit because it includes a universe of stakeholders distributed throughout the entire Alto Paraguay region. It provided the necessary resources for research development on a multitude of critical issues in the region. This was an important lesson learned from the start.
(ii) A slightly smaller number of activities based on well-established institutions could have made the project more manageable, reduced the risk of delays and would have made it easier to focus in the main objective of the project. Such a reduction would have permitted concentration of the focus of the project on more demonstration pilot-activities.
(iii) Meetings with all sub-project coordinators were held periodically in order to provide technical, managerial and administrative orientation. The objectives of the technical coordination were to promote discussions on the objectives, methodology, intermediate products and the general coherence of each sub-project in order to assess the progress of all activities. This allowed for information exchange on their overall contribution to the broader project components and their contribution to the formulation of the Watershed Management Program for the Upper Paraguay Basin. This strongly contributed to the success of the project.
(iv) The technical coordination team, including the technical coordinator, sub-coordinator and a secretary, was subsequently relocated from Brasilia to Campo Grande, State of Mato Grosso do Sul, to facilitate communication and better support on-going activities. The performance of the project became far more effective as soon as the Technical Coordinator and his team started working in Campo Grande where most of the sub-projects took place.
(v) For a variety of reasons, the Technical Coordinator and his team was replaced twice during the duration of the project. Selecting and getting the new coordinator familiarized with the project and procedures resulted in periods of lower performance. The Technical Coordinator was selected by the Water Resources Secretariat and ANA staff. The current Technical Coordinator is very well prepared to efficiently and effectively manage the project to its conclusion.
(vi) A well-prepared manual to guide the coordinators in preparing standardised reports was formulated. Therefore, it has been learned that clear written rules are very important within the set of related activities of the project.
(vii) The project developed directives to standardise reporting formats. The use of this manual was of great value to the project and should be reproduced in other GEF projects. Congratulations to OAS Brasilian Office for the high quality of the project’s outputs.
(i) Even though sub-projects such as environmental education have been useful in training teachers and are politically correct they could be more objective. In the context of these projects there are interesting themes and observations, but there are no real concrete results, since there is no guarantee that the teachers will incorporate the content of these projects in a systematic way in their classrooms. However, the enabling and training projects leave material in the libraries that serve as consultation material to other “multipliers”.
(ii) Another type of sub-project that is also politically correct is that which deals with the Indian (Native American). The Brasilian water resource law itself recommends attention be given to the Indian population. But, in the case of the GEF – Pantanal Project, a few difficulties appeared with the change of group leader, to the understanding of how to deal with indigenous communities. This seemed to be an area where FUNAI’s special expertise was evident when they participated towards the end of the subproject’s work.
(iii) The Sub-project (3.2) has been the only one out of the activities that had and performed some intensive on-site-activity. In this Sub-project, the team rehabilitated the physical environment, in Poconé (MT) by urbanising an area degraded by the mining. They have implemented advanced techniques of stabilising and protecting slopes that became e a valuable demonstration pilot project.
(iv) As a result of the GEF Project the fact that water contamination by mercury is limited to only to a few specific areas, and was not likely to be transported into transboundary areas, became better known.
(vi) The mechanism of silting on the lowlands has been studied in detail and it is known that over 16,9 million tons per year are retained in the Pantanal causing the expansion of the flooded areas.
(vii) The GEF Pantanal Project established that the capture of fish in the Taquari river has reduced by about 20% over the last 15 years and this is a relevant problem for the IBAMA to tackle.
(viii) The characterization and elaboration of an updated map of the two main “breaching” areas, Zé da Costa and Caronal, show that they extend together over 11.000 sq km, half as much the extension of the State of Sergipe and that they cause the permanent floods in the region of Paiaguás.
(i)The activity selection methodology, due to its inclusiveness, highlighted a multitude of critical issues raised by stakeholders in the region, which means that the Project has focused on real problems;
(ii) A smaller number of Sub-Projects could have made the Project more manageable and easier to focus on the main objectives;
(iii) Dialogue was an outstanding permanent characteristic of the Project management. Meetings with all subproject coordinators were held periodically and this greatly contributed to the success of the Project; and;
(iv) A well-prepared manual to guide the coordinators in elaborating standardised reports was formulated and this facilitated communications and broader understanding of the full set of project activities.
1. A Geographic Information System (GIS) was created to support managing and monitoring activities as well as reduce the trafficking of wild animals.
2. Creation of the Taquari River Source State Owned Park, which extends over 30,000 sq. km, as well as the definition of area for the Pantanal-Cerrado Ecological Corridor.
3. In order to achieve better integrated environmental management, the project developed a transboundary system which covers 19 munipilaties in the Apa and Miranda river basins and will contribute significantly to the water quality within the region.
INDICATOR#1 (Participating in the formulation of the SAP)
The project was conceived at the time that the Brazilian Water Law was being approved, which placed special emphasis on the implementation of decentralized and participatory management of water resources at the basin level. The National Water Resources Management System which was put in place provides for the establishment of policies, plans, and regulations for the control of water use and the preservation and restoration of water resources.
The project preparation phase was based on the assumption that the most effective way to actively involve main stakeholders in the project was to involve them directly in the formulation and execution of the project activities. To this end, three regional workshops were organized in the UPR basin and involved more than 200 people representing 60 institutions, while all demonstration projects and studies remained under the coordination of the institutions that originally presented them. For the execution of its activities, the project counted on consultancies that provided additional opportunities for stakeholder involvement, and a total of 116 public events took place, involving more than 4,530 participants and 258 organizations representing the federal, state, municipal and private sectors.
The public consultation process on the SAP process comprised 5 public events, with the participation of 563 stakeholders, and special effort was made to coordinate actions with already existing plans, programs, and initiatives in the basin. Efforts were also made to promote international cooperation, with 4 workshops being held involving authorities from Bolivia and Paraguay from 2003-2005. The involvement of stakeholders provided a common space and meeting point for interaction and discussion among the different sectors working in the basin. The established collaboration with universities, research institutes, NGO’s, consultants, local governments, and governmental institutions created the basis for the institutional arrangements required to implement the SAP.
INDICATOR#3 (Integrated Watershed Management Program Implementation)
Conducted two international seminars on the Upper Paraguay River Basin and the Pantanal in 2003, as well as strengthening the CIBHAP-P to facilitate better management in the area.
INDICATOR#1 (Development of measures to rehabilitate riparian lands/MT)
Created a map of areas in the UPRB that required rehabilitation, implemented the Protection/Recuperation Plan of the headwater areas in question for the protection of natural resources, stimulated the creation of a management committee for the watershed, as well as implementing the process of rural property licensing and systematizing the process through which toxic materials used for agriculture were received. There was also a comprehensive management program put in place in the upper Miranda and Apa river basins to manage solid residue.
INDICATOR#2 (Identification of the need for an integrated hydrologoical management model for the UPRB)
Developed manuals for the estimation of surface and groundwater resources in the UPRB, identified potential conflicts in water use and environmental rights, and developed a flood control program.
1. Defining the subsidy level not only describes the cost-effectiveness of a project but also allows measuring the scale of necessary future intervention. In cases such as this one where it is obvious that the project will not sustain itself financially without state support, it is necessary to define the level of support needed.Possibly this level should be kept at a minimum to encourage farmers to engage their in contributions in kind - which seems to be prefered option, or in cash. It is crucial to provide society with a clear justification that public support is needed to obtain public benefit.
2. Politicization of project procedures should be minimized. There needs to be a detailed discussion on the form of the implementing agency for a given project. Should such an agency be necessary, a unit outside of the Ministry’s administrative constraints should be considered. That way, the PIU becomes a team of technical consultants rather than politically involved Ministry employees.
3. The project confirmed a deep necessity for the improvement of extension services in Poland. These services are seriously underdeveloped making progress of Polish agriculture questionable. It seems that the start of a discussion on modernizing extension services cannot take place without a sound discussion on development of funding mechanism of such activities.
4. Privately managed advisory firms are more effective than state ones. Similarly, the experience of LIT showed that team members independent of central institutions such as a Ministry perform their job better because they are not weighted by the administrative constraints of their home institutions.
5. Previous exposure to similar interventions influences project progress.
6. Flexibility of a demand-driven approach has a positive impact on project outcomes.
7. Convincing farmers about the necessity of certain technological solutions is possible through displaying a demonstration farm on the local scale. The farmer has to see that improvements are possible in his area, not in abstract places abroad. Such demonstrations awaken interest and hope that development is possible making the propagation of the idea a success.
8. It would be beneficial to encourage farmers to gather in groups to lower costs through joint tender procedures. Use of the tender procedure is the only way to assure cost-effectiveness of purchases for a project. The particularly low cost for construction of of manure tanks was due to the fact that the companies participating in the tender were trying to enter the market and made their offers really competitive, in some cases even below costs.
9. Gathering farmers into producers and equipment-using groups is financially beneficial to them. This proven concept needs to be supported with examples presented to the farmers as they are not easy to convince.
10. To assure sustainability, projects should consider designing a mechanism to transfer the experience of the project management into other body which may implement these projects.
11. Implementation of MIS. Development of project specific MIS requires allocation of significant resources. In the future, if possible, the system should be based on the existing systems allowing for flexible utilization and encompassing required and useful functions to avoid manual checks and additional
staff work during the project implementation.
1. Reduction in nutrient loads to local soil and water bodies in project area: Installation of manure management systems, including construction of manure platforms, adequate manure storage facilities and training in optimum application of manure as fertilizers as well as implementation of environmentally friendly agricultural practices such as shrub and tree planting led to a significant decrease in nutrient loads entering soil and water bodies from agricultural sources.
2. Increased awareness of environmental issues among farmers: A broad public awareness program was undertaken to widen understanding of the importance of agriculture and environment among farmers in the project area which led to a significant increase in the percentage of farmers implementing environmentally friendly agricultural practices, including nutrient reduction measures. The project trained agri-environmental advisors in good agricultural practices who subsequently worked with local farmers to demonstrate the benefits of environmentally responsible management on farms. This significantly increased awareness of the nexus between agriculture and environment among farmers and resulted in an increased uptake of project activities among Poland’s farming community.
INDICATOR: Increased awareness of environmental issues among farmers. The public awareness activities under the project resulted in large numbers of farmers understanding the environmental consequences of unsustainable agricultural practices, including the impacts of nutrient discharge to soil and water bodies. Surveys undertaken at time of project completion indicated that more than 90% of farmers in the project area were aware of the need for implementing environmentally friendly agricultural practices as well as the financial impacts of such practices. This awareness also grew in the neighboring
areas that did not participate in the project to about 55%.
1. Additional international conventions accessed and/or ratified by PERSGA member countries: Number of additional conventions to which Regional Organization for the Conservation of the Environment of the Red Sea and Gulf of Aden (PERSGA) member countries accessed and/or ratified range from 1 for Egypt, 2 for Yemen and Djibouti, 5 for Sudan, to 11 for Jordan and 7 for Saudi Arabia. This is 36 accessions (from 94 to 132), or a 34% increase across the region.
2. The number of inspections: In Jordan, 299 ships were inspected and 17 placed in detention in 2004, while in 1999, only 52 were inspected. Currently 37% of ships calling at Egyptian ports are inspected, and 15% of ships calling at Sudanese and Yemeni ports are inspected.
3. Additional protocols to the 1992 Jeddah Convention: PERSGA member countries have developed two additional protocols to the 1992 Jeddah Convention. These two protocols relate to (i) land based pollution control and (ii) marine protected areas and biological diversity.
1. Additional international conventions accessed and/or ratified by PERSGA member countries: Number of additional conventions to which Regional Organization for the Conservation of the Environment of the Red Sea and Gulf of Aden (PERSGA) member countries accessed and/or ratified range from 1 for Egypt, 2 for Yemen and Djibouti, 5 for Sudan, to 11 for Jordan and 7 for Saudi Arabia. This is 36 accessions (from 94 to 132), or a 34% increase across the region.
3. Additional protocols to the 1992 Jeddah Convention: PERSGA member countries have developed two additional protocols to the 1992 Jeddah Convention. These two protocols relate to (i) land based pollution control and (ii) marine protected areas and biological diversity.
PERSGA has increased awareness of the importance of maritime conventions. PERSGA member countries have developed two additional protocols to the 1992 Jeddah Convention. These two protocols relate to (i) land based pollution control and (ii) marine protected areas and biological diversity. The region’s ports and shipping have become safer, due to emphasis on Port State Control (PSC) actions – for example, in Jordan, 299 ships were inspected and 17 placed in detention in 2004 while in 1999, only 52 were inspected. Additionally, 37% of ships calling at Egyptian ports are inspected and 15% of ships calling at Sudanese and Yemeni ports are inspected.
INDICATOR #5: Geographic Information Systems
PERSGA established a regional GIS database at its headquarters, however, the system is not fully complete due to the limitations including the fact that internet access is needed to use the system, and also due to concerns about potentially nationally sensitive data.
INDICATOR #1: Implement PSC in PERSGA Member states and conduct a regional PSC seminar
The Project has increased awareness of the importance of maritime conventions, as evidenced by the
subsequent ratification of another 32 International Maritime Organization (IMO) Conventions, a 34%
increase (94 to 132) across the Region
1998
,nav,,nav,,nav,,0,,0,,nav,,"INDICATOR#1 Model ICZM Plans and ICZM Activities in the Four Southern Countries
Working groups set up in each of these countries prepared a Country Report on their ICZM experience and recommendations to make ICZM more effective, nationally and for the Reg
INDICATOR #2: Implement proposed Traffic Separation Schemes (TSS) and conduct hydrographic surveys and navigation aids.
The establishment of new TSS is a major achievement, and it helped reduce the risk of maritime accidents resulting either from vessel collisions, "near misses", or vessel groundings.
INDICATOR #3 Conduct a regional training on the use of Vessel Traffic System (VTS) and Automatic Identification System (AIS) for marine traffic.
A regional training was conducted in Hurghada, Egypt, on October 2003.
INDICATOR #4: Support for Integrated Coastal Zone Management
A Regional ICZM working Group was established and three training courses were held for its members.
The Project experience offers constructive lessons for the UNDP in areas such as human development, capacity building, and an improved understanding of transboundary pollution.
Human development. The sustainability of environmental projects depends on how much the public has learned about the environmental impact, and how much the attitude of beneficiaries towards environment has changed. Increasing the public’s knowledge is a relatively easy task compared to changing the attitudes of beneficiaries. Increasing knowledge or raising public awareness can be achieved through training sessions, documents distribution or media implication. Changing attitudes, on the other hand, is very hard. The rate of message adoption and behavioral change depend on the intrinsic value of the message, on the transmission medium, on the past experience of the subjects, and on their expectations. A systematic evaluation of the message adoption rate should be included in the environmental projects. This evaluation may help in selecting the best tools and media to transmit the message.
Capacity building. Capacity increase among the project beneficiaries depends strongly on their personal involvement in the project and on how attractive the project’s activities appear to them. One may expect a strong personal involvement in an activity that, for example, helps a person solve a similar problem in the future. For example, the Project trained hundreds of national technicians in data collection and report preparation. They have brought the acquired skills to the national levels. Virtually all information was collected nationally within the national services, using local human resources. These individuals probably still contribute to increased professionalism on the national environmental arena. It would be interesting to the UNDP and GEF to evaluate the impact of these agents on national and regional environmental activities.
Understanding transboundary pollution. Completing the Project’s activities advanced the national concerns about the basin-wide water pollution reduction problem. The increase in transboundary pollution understanding will become a lasting record since the Project transformed an abstract concept of a transboundary pollution into a neat package of identified problems. The identified polluting agents have a clear and measurable consequence of pollution. The Project strengthened, as well, personal collaboration among the high-ranking officials of the various ministries. It is, therefore, possible to put a human face on an anonymous governmental decision. Putting a recognizable features onto the vague problem of transboundary water pollution, the Project made this issue
more comprehensive than any before in the history of such regional collaboration.
• A Transboundary Analysis was carried out through the updating of National Reviews to obtain a complete knowledge base for priority pollution loads and environmental issues in the DRB.
• A Strategic Action Program was developed and accepted, and implementation begun through the Strategic Action Program Implementation Programme.
• A review of Monitoring, Laboratory and Information Management (MLIM) practices was conducted to assess needs (systems, equipment, training) to provide required environmental information.
• A Danube Accident and Emergency Warning System (AEWS) was established to adopt a common surveying and monitoring procedure throughout the region.
• A series of diagnostic missions was carried out in 17 tributary catchments of the DRB. An analysis was made of the heavily polluted tributaries with the aim of prioritising "hot-spots" for urgent action. Approximately 175 priority projects were identified: about 60% related to industrial facilities and 40% to municipal waste water treatment plants.
• Multiple environmental studies were facilitated: Surveys were conducted by Equipe Cousteau on Danube wetlands, pollution, navigation transportation and energy. An Integrated Regional Environmental Study and Inventory of Biological Resources was prepared. An Economic Evaluation of Danube flood plains was prepared by WWF. A study by WHO was used as a basis for the environmental health related issues in the SAP.
In 1998, the Danube River Protection Convention (DRPC) came into force after it was ratified by 8 Danube states and the European Commission.
",IW3,,nav,,IW2,A Transboundary Analysis was carried out through the updating of National Reviews to obtain a complete knowledge base for priority pollution loads and environmental issues in the DRB.
,IW2,"A Strategic Action Program was developed and accepted, and implementation begun through the Strategic Action Program Implementation Programme.
",nap,,nav,,nav,,0,,0,,nav,,"• A review of Monitoring, Laboratory and Information Management (MLIM) practices was conducted to assess needs (systems, equipment, training) to provide required environmental information.
• A Danube Accident and Emergency Warning System (AEWS) was established to adopt a common surveying and monitoring procedure throughout the region.
• A series of diagnostic missions was carried out in 17 tributary catchments of the DRB. An analysis was made of the heavily polluted tributaries with the aim of prioritising "hot-spots" for urgent action. Approximately 175 priority projects were identified: about 60% related to industrial facilities and 40% to municipal waste water treatment plants.
Multiple environmental studies were facilitated: Surveys were conducted by Equipe Cousteau on Danube wetlands, pollution, navigation transportation and energy. An Integrated Regional Environmental Study and Inventory of Biological Resources was prepared. An Economic Evaluation of Danube flood plains was prepared by WWF. A study by WHO was used as a basis for the environmental health related issues in the SAP.
The IWRM and Water Efficiency Plan is under development.
,nap,,IV1,New Water Act embraces the IWRM principle. The project is currently developing the national IWRM Plan.
,nap,,nap,,nap,,-1,,-1,,nav,,Implementation of the demonstration projects to promote the use of grey water and rainwater harvesting at schools. Its effectiveness to improve water use efficiency is yet to be measured.
842,Okavango River,UNDP,,Angola; Botswana; Namibia,FSP,River/Lake,Environmental Protection and Sustainable Management of the Okavango River Basin,Regional,River,[],"Middle Africa, Southern Africa",Okavango,Project Completion,International Waters,,2000-07-01,2010-08-31,,Ms. Monica Morrison; Dr. Jacob Burke; Ms. Akiko Yamamoto; Chaminda Rajapakse; Ms. Tracy Molefi; Mr. Ebenizario Chonguica,5.76,,,8.19,,GEF - 2,,,,,,,Africa; River,http://epsmo.iwlearn.org,,9,Food and Agricultural Organization (FAO),UNDP Terminal Evaluation (2010),"There are many lessons that can be drawn from the conclusions above and while most of these are applicable primarily to this project, some may be of broader value. Most arise out of roles and responsibilities, processes and procedures, and governance.
Following on its early difficulties, the project strived to carry out all the planned activities and achieve its targeted Outcomes. While the budget appeared adequate, the timescale of three years was overly optimistic. It would seem that the time allowed for stakeholder engagement in GEF projects is often too short.
The lack of clarity in the respective roles of IA and EA was a critical factor in the difficulties faced by this project. The lesson is that UNDP may need to re-consider its policy of engaging an agency that is also a GEF IA, as the EA for its regional projects,.
Another factor which created difficulties for the project was the low level of engagement by UNDP COs and in spite of the high level of engagement by the UNDP/RTA, UNDP may need to review its approach to regional projects and the role and function of COs in regional projects. This may need to be framed within the availability of IA resources that UNDP receives as a GEF Implementing Agency.
The purpose of Indicators is often misunderstood and rather than serving as an effective tool for assessing project progress, they become a useless, but time consuming exercise at project formulation and are then impossible to reconcile at project implementation. Guidance is required on setting and using Indicators so as to ensure their usefulness.
The timing of TEs needs to be reconsidered. It would probably be most effective if it is carried out soon after the final PIR is available.
The importance of a robust Exit Strategy and Sustainability Plan cannot be over-stated and there is a need for guidance on what is exactly required. In particular, a project must identify a champion and nurture it/him/her so the project legacy can be passed on.
Co-funding needs to be taken more seriously and the GEF rules and procedures surrounding cofunding must be rationalized. If in-kind contributions by government are to be accepted as cofunding they must be based on reality and must then be accounted for. If it is simply to satisfy some bureaucratic requirement at project formulation and approval, then it should not be raised to a higher level of importance than it deserves, e.g. in the PIRs.
The LogFrame or Strategic Results Framework needs to be reviewed annually, as part of the PIR exercise, and the process should extend into considerations of adaptive management, this then to be reflected in the AWP.
IW foundational projects depend on a clear understanding of the TDA/SAP process by all key stakeholders. This must be established at the beginning of the project so as to clarify the relationship between the TDA and the SAP. The MTE recommendation of a workshop on GEF, the TDA/SAP process and related matters has merit.
Although it is a tenet of GEF policy that Implementing Agencies apply their own procedures to Terminal Evaluations, there is a need to reconsider the appropriateness of an EA issuing contracts for the evaluation of its own performance – the independence of the evaluators and the quality of the evaluation could be jeopardized by this practice.
National inter-ministerial/ inter-sectoral committees (NICs) were established in all three countries in the last reporting period. In Botswana and Namibia they have met twice and in Angola once.
,IWA,Output A1 Expertise within the riparian countries strengthened to drive the necessary intergovernmental and intragovernmental technical and policy initiatives in water resource planning and management of the ORB
Result: Significant steps taken towards this objective through the TDA process where key personnel from all sectors were given hand-on practical training
The first meeting of the restructured Botswana NISC and NCU was held on the 7th and 8th of July 2008 and on the 7th of April 2009. Decisions taken by the Botswana NCU include the modalities to conduct TDA related work in Botswana, review and comments on the proposal submitted by the University of Botswana for TDA research, and monitoring of outputs related to the TDA and the first iteration of the Botswana National Action Program.
• The Namibia NCU was re-organized as an integral unit within the Government of Namibia mandated Okavango Basin Committee. The PMU and the government jointly established the Namibia Okavango Basin Committee. Basin Committee will function and the National Inter-sectoral Committee and the Executive Board of the Okavango Basin Committee will act as the National Coordinating Unit. The Namibia National Action Program will be adopted as the Basin Management Plan.
• Namibia NCU met on the 3rd and 4th of July and the 4th of October 2008. Initiated and manages the TDA process in Namibia
• Angola NCU meets on a regular basis
• Angola NISC meeting was held. Need to expand was recognized and letters were sent. Responses were received from the line ministries.
Update: In 2010 the NISC in Angola was reconstituted and met to develop the NAP. In Namibia the OkBMC referred to above organized a successful meeting also for the NAP In Botswana the NCU functions but the NISC has not been effective NISCs have met in each of the three countries in connection with TDA and NAPs
Output A3 Policy, legal, institutional and human resource initiatives launched for the ORB and linked to national policy reviews to co-ordinate water resource management approaches across the basin
Result: Comprehensive policy and governance review was conducted for the TDA. Change and strengthening in the SAP Output A4 Monitoring and evaluation procedures for implementation of joint management
Result: Through the TDA which establishes the current baseline
Output A2 Basin-wide mechanisms for stakeholder participation in basin management established and tested to secure consensus and ensure replicability and taking to scale
Result: Whenever possible project consultation and management structures were established incorporating existing national or regional structures. In Botswana the existing Wetlands management committee was strengthened to act as the ISC and the NCU, in Namibia similar approach was taken with the OkBMC
A comprehensive, in-depth legal, policy and institutional review is underway
• LoA was signed with Namibia Nature Foundation for TDA research in Namibia
• LoA was singed with University of Botswana for TDA research in Botswana
• LoA with an Angolan NGO for Community participation
• Agreement with University of Agostinho Neto Science Faculty for research works on Environmental Flows Assessment in Angola and was formalized in a meeting held in Luanda on the 20th of February.
• All consultancies were issued for TDA work in Angola
• A joint program was developed between a national GEF project in Botswana and the Okavango Project to jointly conduct the Environmental Flows Assessment component of the TDA
• All three TDA teams conducted joint surveys of the basin
• TDA integration meetings were held on 15-16 Nov and on 30th March to 8th of April, and 7th to 12th of June 2009.
• A water resources planning model and an inundation model were configured by project and national hydrologists
• A customized Decision Support System was developed for the ORB
• Capacity building meeting was held for the Angola consultant team in Mussulo (Luanda) on 05 – 06 February
• A TDA consultation workshop was conducted in Maun Botswana to capture information for the TDA on the 24th of February with wide stakeholder participation
• A partnership was initiated with the University of Cape Town to downscale Global Climate Change models for the ORB and to develop a climate change
adaptation strategy for the Okavango TDA
• All reports for the Environmental Flows Assessment Component were finalized and inserted into the Decision Support System
• 7 TDA national TDA reports were produced
• A presentation on preliminary results and methodology was held at a High-level Conference on Strengthening Transboundary Freshwater Governance held in Bangkok Thailand
Update: The first draft of the TDA was discussed by the OBSC (TTT) in November 2009. Specific recommendations were made and consultancies were commissioned to address those needs. The second draft of the TDA was made available in January 2010. Thereafter an English editor was hired to reformat the document. At the time of reporting comments were received on the final draft and are being incorporated.
All reports finalized, drafts discussed and adopted, TDA ready for the printer
• NAP development meetings were held in Namibia and Botswana on the 4th and 8th of July 2008 respectively.
NAP meeting in Angola was held in the first week of August 2008.
NAP drafts were developed
Second round of meetings in Botswana and Namibia were held in November 08
First SAP discussion to develop long list was held November 19-21, 2008.
A SAP technical Advisor was identified and contracted
NAPs remain approximately 40% completed and the SAP 20% completed27.
Update: A series of meetings were held in all three countries in Feb 2010 to identify national priorities for the SAP
A draft SAP framework was presented to the TPR in March 2010. The SAP was further elaborated by the OBSC at meeting in May 2010 A revised draft SAP was presented to the countries for comments in on the 25th of May
Comments were received and a final SAP is being formulated by the project with the support of two consultants. Three national consultancies have been launched to develop the National Action Program.
The SAP consultants will finalize the SAP, support the PMU in coordinating a regional (OKACOM) meeting to confirm objectives and commitment Three national meetings are also envisaged to confirm national ownership of SAPs
The GEFSEC was an important champion for the MSP, providing a vision in terms of the strategic importance of the planned assessment for GEF and ongoing guidance related to the GEF needs, including towards development of the FSP (Paragraphs 139, 221). Participation of the GEFSEC in Steering Committee Meetings was crucial in this context.
In contrast, the absence of GEFSEC from the PPG planning meeting in 2008 and limited participation in the inception meeting resulted in a significant drift during project development from the original vision for the project and meant that opportunities to resolve different perspectives on the nature of the integrated assessment at the outset of the project were missed (Paragraph 149). The at-times limited availability of GEFSEC to respond to questions of clarification following the reorientation of the project was a source of frustration for the Secretariat and partners.
A lesson of relevance for all GEF projects that are designed directly to respond to internal strategic or ‘corporate’ needs identified by the GEF Council, is to ensure the necessary resources for GEFSEC participation at all stages in the project development as well as in strategic meetings such as, but not limited
to, the project inception meeting and Steering Committee meetings. This is a relatively low-cost approach which would help avert any need for (potentially costly) reorientation of projects where the client needs are very specific.
The intended catalytic role of the TWAP, and its contribution to the GEF4 IW Strategic objective to catalyze transboundary action addressing water concerns, was reflected in the project rationale, namely that the results of a robust, science based assessment of the status of international waters will convince policy makers and investors to undertake the necessary actions to address the multiple and complex human induced stresses that
are degrading transboundary water systems. The extended results chain towards this outcome is described in the ROtI analysis.
At this stage, the incentives put in place to catalyze behavioural change are at the level of the assessment partnership which has been largely defined. The MSP has established a foundation for future collaboration amongst the technical partners within each group, amongst the lead partners, and between the lead partners and UNEP. This built on existing relationships but also forged new relationships in a context where appreciation of the respective partners’ roles was, at times, affected by inter-institutional politics.
In terms of institutional changes, the project has enabled partner organizations to consider how best they may be able to increase their assessment capabilities and value of ongoing assessment work over the short term, with implementation of a first assessment, and over the longer term through influencing the way in which they collect, compile and/or present data to users. The interest of UNESCO IOC in expanding the thematic scope of the global ocean observing system (GOOS) is a good example of how the project has influenced and has the potential to influence the practices of partner organizations towards eventual mainstreaming of the assessment.
The MSP has not yet contributed to external policy changes but the transboundary waters assessment during the FSP is expected to do so, as described in the ROtI analysis and project rationale.
The project has not yet contributed directly to sustained follow-on financing (catalytic financing) from Government or other donors though it has already established an important commitment in terms of in-kind support and some direct funding for a first assessment.
The GEFSEC has been an important champion for the MSP, both as client and also in providing a vision in terms of the strategic importance of the planned assessment for GEF and other organizations. The project has also created opportunities for individual experts to influence the development of the methods and bring in new and emerging ideas on issues such as cumulative impacts and governance.
[see 2700]
,[see 2700]
,,nav,,nav,,IWA,PEMSEA
,nav,,nav,,IWA,Sustainable Development Strategy 2003
,nav,,nav,,nav,,0,,0,,nav,, 1420,,UNEP,,Benin; Guinea; Mali; Mauritania; Niger; Senegal,FSP,Toxic Substances,"Reducing Dependence on POPs and other Agro-Chemicals in the Senegal and Niger River Basins through Integrated Production, Pest and Pollution Management",Regional,River,[],Western Africa,Senegal; Niger,Under Implementation,Multiple Focal Areas,,2008-06-07,2012-06-29,,Mr. William Settle,4.47,,,9.30,,GEF - 3,,,,,,,,,IW-3; PoP-3,14; 10,FAO; Integrated Pest Management Facility (IPM),,,,,,,,,,,,,,,,,,,,,,,,,,,,, 3401,,UNEP,,Burundi; Cote d'Ivoire; Congo The Democratic Republic of; Ghana; Kenya; Malawi; Mozambique; Nigeria; Senegal; Tanzania United Republic of; Uganda,FSP,,SIP-Equatorial Africa Deposition Network (EADN),Regional,,[],"Eastern Africa, Middle Africa, Western Africa",,Under Implementation,Multiple Focal Areas,,2011-09-13,2015-08-29,,Mr. Eric Onyango Odada; Mr. Mohamed Sessay,1.96,,,8.01,,GEF - 4,,,,,,,,,SP1; SP2,15; 2," United Nations University, International Network on Water, Environment and Health (UNU-INWEH); International Bank for Reconstruction and Development (WB); Africa Collaborative Center for Earth Systems Science",,,,,,,,,,,,,,,,,,,,,,,,,,,,, 3420,,WB,,,FSP,Other,PAS GEF Pacific Alliance for Sustainability,Regional,,[],"Eastern Africa, Middle Africa, Northern Africa, SIDS (Africa), Southern Africa, Western Africa, Caribbean, Central America, Northern America, SIDS (Americas), South America, Antarctica, Central Asia, SIDS (Asia), South-Eastern Asia, Southern Asia, Western Asia, Eastern Europe, Northern Europe, Southern Europe, Western Europe, Australia and New Zealand, Melanesia, Micronesia, Polynesia, SIDS (Oceania), Small island developing States",,Council Approved,Multiple Focal Areas,,2008-08-31,2013-09-29,,,0.37,,,0.37,,GEF - 4,,,,,,,,,SGP-1,,Food and Agricultural Organization (FAO); United Nations Environment Programme (UNEP); African Development Bank (ADB); United Nations Development Programme (UNDP),,,,,,,,,,,,,,,,,,,,,,,,,,,,, 3924,,WB,,,FSP,Other,Development Market Place 2009: Adaptation to Climate Change (DM 2009),Global,,[],"Eastern Africa, Middle Africa, Northern Africa, SIDS (Africa), Southern Africa, Western Africa, Caribbean, Central America, Northern America, SIDS (Americas), South America, Antarctica, Central Asia, SIDS (Asia), South-Eastern Asia, Southern Asia, Western Asia, Eastern Europe, Northern Europe, Southern Europe, Western Europe, Australia and New Zealand, Melanesia, Micronesia, Polynesia, SIDS (Oceania), Small island developing States",,Under Implementation,Multiple Focal Areas,,2010-01-31,2015-04-29,,,2.00,,,6.30,,GEF - 4,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,, 596,Caspian Sea Environment,UNEP; UNDP,,Azerbaijan; Kazakhstan; Russian Federation; Turkmenistan; Iran Islamic Republic of,FSP,Large Marine Ecosystem,Addressing Transboundary Environmental Issues in the Caspian Environment Programme (CEP),Regional,Lake,[],"Central Asia, Southern Asia, Western Asia, Eastern Europe",Caspian Sea,Project Completion,International Waters,,,2002-11-27,,Mr. Ardalan Sotoudeh; Captain Norouz Tavana ,8.34,,,18.31,,GEF - 2,,,,,,,Lake; Asia,http://www.caspianenvironment.org,,8,United Nations Office for Project Services (UNOPS); International Bank for Reconstruction and Development (WB),"Results Note (2013), Tracking Tools","1) Effort put into the NCAPs has been effort well spent. The NCAPs have done much to raise the profile of CEP in the countries and improve the understanding of the importance of working together to tackle larger transboundary problems. The NCAPs improved to a great extent Intersectoral coordination and increased environmental investments in the Caspian littoral countries. By starting with the NCAPs and building to a SAP, instead of vice versa, substantial country ownership was gained.
2) Strengthening NGOs and civil society is a major challenge requiring significant resources. It can also be an overly vague goal in the absence of specific targets. If projects are to attempt civil society strengthening, they must have very clear and realistic targets.
3) Individual small grant projects require significant managerial support, technical support and oversight. They also require clear objectives and “mini” logical frameworks. Ensure this is all included in the project design.
1. A Transboundary Diagnostic Analysis (TDA), Strategic Action Programme (SAP), and National Caspian Action Programs (NCAPs) were all successfully developed.
2. Support was provided leading to the ratification of the Framework Convention for the Protection of the Marine Environment of the Caspian Sea - also known as the “Tehran Convention.”
3. Outreach to stakeholders was made including NGOs, the oil and gas industry, the media, and the general public.
The Tehran Convention - Dialogue over the establishment of a Framework Convention for the Protection of the Marine Environment of the Caspian Sea (the Tehran Convention) started in 1995. The Convention serves as an overarching legal framework governing cooperation on Caspian environmental and sustainable bioresources management, while binding agreements on specific problems are governed by implementing protocols. Seven regional meetings were held during 1998-2003 to finalize the text, rules of procedures and financial arrangements of the Convention.
",IW1,,IWA,"National Caspian Action Programs (NCAPs) - All countries developed an NCAP prepared by national experts and overseen by a national environment committee. Each country had delivered the first drafts of the NCAPs to national fora for close scrutiny by other ministries, NGOs, and members of the public. Each NCAP reflects the issues highlighted in the TDA, and the interventions suggested towards achieving the Environmental Quality Objectives (EQOs). The issues highlighted are comparable between the NCAPs; therefore each country recognises the same national and transboundary issues facing the sustainable management of the Caspian Sea.
",IW3,"Transboundary Diagnostic Analysis - The TDA was achieved through strong regional input and in a very participatory manner, involving experts from around the region and internationally, in four regional meetings held between July 2000 and November 2001. Caspian Regional Thematic Centres were responsible for generating (through data collection and some limited research) the considerable amount of information within the TDA. It was made available on the CEP website in Russian and English. Through the TDA process, CEP has improved transparency by enabling data to be shared more freely and willingly.
",IW3,"2003 SAP - Strategic Action Programme - The SAP was in the early stages of its development by the end of Phase I. Having set out the issues relating to the sustainable use of the Caspian Sea in the TDA, together with EQOs, the SAP provides continuity to the process by presenting a road map for future policy, legislation, regulatory and investment interventions relating to the management of the environment. It is a synthesis of the major transboundary issues identified in the NCAPs and includes both baseline and incremental interventions. The SAP is a shared plan between all CEP partners and it is therefore essential that it has regional consensus, and focuses on actions and interventions that address realistic political, economic and social constraints.
",nap,,nap,,nav,,0,,0,,nav,,"CEP Website – A major accomplishment of the CEP has been the wide dissemination of data and information relating to environmental management and sustainable development through its website. The TDA, NCAPs and eventually the SAP and Framework Convention were all made available on the website, together with links to regional and international centres of expertise and experts. This transparency of information sharing was very new to the region.
" 3148,Croatia Agriculture,WB,100639,Croatia,FSP,River/Lake,Croatia: Agricultural Pollution Control Project - under the Strategic Partnership Investment Fund for Nutrient Reduction in the Danube River and Black Sea,National,,[],Southern Europe,Danube,Under Implementation,International Waters,,2007-11-15,2012-01-31,,Ms. Meeta Sehgal; Mr. Ivana Marinovic Brnicevic; Mr. Aleksandar Nacev,5.00,,,20.00,,GEF - 3,,,,,,,River; Groundwater,http://www.apcp.hr/,IW-4; IW-2,8,"Ministry of Agriculture, Fisheries and Rural Development","GEF 4 Tracking Tool (2010), IWC6 Results Note (2011)",,"1. 47 applications for investments on farms – 31 contracted, 12 in processing
2. 710 hectares of demonstration fields established
3. More than 300 workshops, seminars and media appearances – 100 % farming population informed, 30% adopting preventive and remedial measures
Improved Agricultural Prcatices
,nap,,nap,,nap,,nap,,nap,,-1,,-1,,IV3,,"INDICATOR#1 Implementation of Code of Good Agricultural Practices – CGAP implemented, all Croatian farmers informed through available media and by receiving of CGAP related material on 85 000 home addresses
INDICATOR#2 Percentage increase of rural population in project and non-project areas aware of and initiating / implementing actions related to nutrient reduction – 81,5% of population are aware or initiating related nutrient actions according to APCP surveys (started with “very low if any”)
INDICATOR#3 Multi-annual applied research into economic crop fertilizer response successfully completed – 2 researches with 2 Agronomy faculties in the process of completion
TDA finalized in December 2013.
,IW1,,nap,,nav,,nav,,0,,0,,nav,, 532,GEF IW:LEARN,UNDP; WB,,,FSP,Portfolio Learning/Policy,Strengthening Capacity for Global Knowledge-Sharing in International Waters (IW:LEARN),Global,,[],"Eastern Africa, Middle Africa, Northern Africa, SIDS (Africa), Southern Africa, Western Africa, Caribbean, Central America, Northern America, SIDS (Americas), South America, Antarctica, Central Asia, SIDS (Asia), South-Eastern Asia, Southern Asia, Western Asia, Eastern Europe, Northern Europe, Southern Europe, Western Europe, Australia and New Zealand, Melanesia, Micronesia, Polynesia, SIDS (Oceania), Small island developing States",,Project Completion,International Waters,,2000-03-09,2002-12-30,,Mr. Sean Khan; Mr. Mishal Hardenberg Hamid,5.24,,,10.04,,GEF - 2,,,,,,,,http://www.iwlearn.org/,,10,Tides Center; United Nations Office for Project Services (UNOPS); UN; Office of Legal Affairs; Division for Ocean Affairs and the Law of the Sea (UN/DOALOS),Results Note (2013),,,,nap,,nap,,nap,,nap,,nap,,nap,,nap,,nap,,nap,,-1,,-1,,nap,,nap
613,La Plata Maritime Front,UNDP,,Argentina; Uruguay,FSP,Large Marine Ecosystem,Environmental protection of the Rio de la Plata and its Maritime Front: Pollution Prevention and Control and Habitat Restoration (FREPLATA),Regional,LME,[],South America,Patagonian Shelf (LME),Project Completion,International Waters,,1998-12-31,2007-11-29,,Mr. Guillermo Enrique Gonzalez; Paula Caballero; Andres Carsen,6.00,,,10.80,,GEF - 2,,,,,,,Americas; River,http://www.freplata.org/,,8,Comisi?n Administradora del R?o de la Plata (CARP); Comisi Técnica Mixta del Frente Marítimo (CTMFM),,,,,nav,,IW3,La Plata Basin Treaty 1969
,IW3,CIC Plata
,nav,,IW1,,IW1,,nap,,nap,,nav,,-1,,-1,,nap,, 1531,Coral Reef Research,WB,78034,,FSP,Portfolio Learning/Policy,Coral Reef Targeted Research and Capacity Building for Management,Global,,[],"Eastern Africa, Middle Africa, Northern Africa, SIDS (Africa), Southern Africa, Western Africa, Caribbean, Central America, Northern America, SIDS (Americas), South America, Antarctica, Central Asia, SIDS (Asia), South-Eastern Asia, Southern Asia, Western Asia, Eastern Europe, Northern Europe, Southern Europe, Western Europe, Australia and New Zealand, Melanesia, Micronesia, Polynesia, SIDS (Oceania), Small island developing States",,Project Completion,International Waters,,2003-11-21,2010-05-30,,Mr. Andy Hooten; Mr. Mark Paterson; PhD Marea E. Hatziolos; Ms. Melanie King,11.72,,,28.81,,GEF - 3,,,,,,,,http://archive.iwlearn.net/www.gefcoral.org/,,9,University of Queensland,IWC6 Results Note (2011),,"1. Research carried out by the Project indicates that coral reefs, as we know them, will not likely survive the rapid increases in global temperatures and atmospheric CO2 that are forecast this century, and coral reefs around the world are still in such serious decline that they put at risk the environmental and economic stability of many coastal nations. The results of the research were published in a 2007 paper in the journal Science; the paper was extremely influential in informing the international debate on ecological tipping points and safe targets for CO2 concentrations surrounding negotiations for a UNFCCC post-Kyoto Protocol in Copenhagen and beyond. The paper was cited in the scientific literature over 400 times, and in the Bank’s WDR 2010 on Climate Change and in UN reports as well as in calls for setting 350 ppm as the target for a safe limit to atmospheric CO2 concentrations.
2. The Project has created a number of research breakthroughs with the information instrumental in improving management strategies for coral reefs to adapt to changes in the environment and developing management priorities that are most appropriate for their future. These include: (i) software for monitoring the health of coral reefs; (ii) methods to detect changes in coastal environments; (iii) application of remote sensing to the management of biodiversity; (iv) the creation of an Ocean Atlas and Global Atlas to manage coral bleaching and disease; (v) models and tools to predict the impact of coastal developments and climate change on coral reefs; (vi) results of reef restoration trials including valuable information on substrates to be used for outplanting, the value of natural versus artificial recruitment, the importance of water velocity, the survival of transplants on natural versus artificial coral, and obstacles to artificial rearing of corals (e.g. fish browsing), and; (vii) the establishment of an important baseline for exploring the major responses of corals to environmental pressures arising from climate change, for example background temperature, light conditions and water current.
3. Key policy or management changes have been made including: (i) Under the Local Government Initiative, the Project engaged with approximately 13 local governments or municipal councils plus numerous government departments and local stakeholders over four regions. Examples of results include:
Philippines: working with mayors and LGUs in the Philippines to identify cost-effective business practices to relieve pressure on reefs and adopt MPA Enforcement Protocol Guidelines for law enforcement to help enforcers with LGUs discharge their duties and functions more effectively. The project involved six LGUs (Municipality of Bolinao, Municipality of Bani, Municipality of Agno, Municipality of Dasol, Municipality of Burgos and Municipality of Masinloc); three government agencies (Dept of Environment and Natural Resources (Pangasinan), Bureau of Fisheries and Aquatic Resources (Region 1) and Office of the Provincial Agriculturalist (Pangasinan); six local organisations; three media outlets and; four academic institutions. Agreement was made amongst the mayors to collaborate on coastal resource management issues with local executives, policy makers and key stakeholders apprising each other of developments in coastal resource management in their areas.
Mexico: Worked with municipal-level officials, urban development agencies, state urban development and environment agencies and federal agencies for tourism, the environment (with a focus on the national protected areas commission and the environmental enforcement agency, PROFEPA) to influence better decision making for sustainable development and resource use in the region. Developed a basic guidebook of the legal framework for the region and partnered with the Mexican Center for Environmental Law to finalize a general informative publication, and served as a liaison with enforcement agencies at each governance level. Additional tools included sharing information on the legal framework, specific laws and regulations and the ongoing findings from the CRTR that could potentially inform regulations and legislative processes related to coral reef impact issues, marine turtle conservation, mangrove protection, and zoning criteria along the coast (i.e. potential impact from golf courses; habitat loss through mangrove destruction; water contamination due to inadequate waste water treatment systems, overuse of coral reefs from aquatic tourism).
(ii) In Mexico, engagement with municipal governments and the tourism industry on the damage to reefs from
contaminated groundwater as a result of accelerated coastal development has informed public debate on the
limits to tourism growth in the most tourism intensive area of Mexico, and temporarily canceled two-large scale
development projects threatening the Puerto Morelos reefs, and;
(iii) in Belize, direct policy and management implications from the Project has provided a compelling report to
the Government on the drastic decline of parrotfish and corresponding rise in macroalgae. This has led to a
change in the law banning commercial exploitation of herbivores.
Key policy or management changes have been made including: (i) Under the Local Government Initiative, the Project engaged with approximately 13 local governments or municipal councils plus numerous government departments and local stakeholders over four regions. Examples of results include:
Philippines: working with mayors and LGUs in the Philippines to identify cost-effective business practices to relieve pressure on reefs and adopt MPA Enforcement Protocol Guidelines for law enforcement to help enforcers with LGUs discharge their duties and functions more effectively. The project involved six LGUs (Municipality of Bolinao, Municipality of Bani, Municipality of Agno, Municipality of Dasol, Municipality of Burgos and Municipality of Masinloc); three government agencies (Dept of Environment and Natural Resources (Pangasinan), Bureau of Fisheries and Aquatic Resources (Region 1) and Office of the Provincial Agriculturalist (Pangasinan); six local organisations; three media outlets and; four academic institutions. Agreement was made amongst the mayors to collaborate on coastal resource management issues with local executives, policy makers and key stakeholders apprising each other of developments in coastal resource management in their areas.
Mexico: Worked with municipal-level officials, urban development agencies, state urban development and environment agencies and federal agencies for tourism, the environment (with a focus on the national protected areas commission and the environmental enforcement agency, PROFEPA) to influence better decision making for sustainable development and resource use in the region. Developed a basic guidebook of the legal framework for the region and partnered with the Mexican Center for Environmental Law to finalize a general informative publication, and served as a liaison with enforcement agencies at each governance level. Additional tools included sharing information on the legal framework, specific laws and regulations and the ongoing findings from the CRTR that could potentially inform regulations and legislative processes related to coral reef impact issues, marine turtle conservation, mangrove protection, and zoning criteria along the coast (i.e. potential impact from golf courses; habitat loss through mangrove destruction; water contamination due to inadequate waste water treatment systems, overuse of coral reefs from aquatic tourism).
(ii) In Mexico, engagement with municipal governments and the tourism industry on the damage to reefs from
contaminated groundwater as a result of accelerated coastal development has informed public debate on the
limits to tourism growth in the most tourism intensive area of Mexico, and temporarily canceled two-large scale
development projects threatening the Puerto Morelos reefs, and;
(iii) in Belize, direct policy and management implications from the Project has provided a compelling report to
the Government on the drastic decline of parrotfish and corresponding rise in macroalgae. This has led to a
change in the law banning commercial exploitation of herbivores.
[Indicator 1: Participation in IW events]
Target: Presentations with booth participation and hosting of staff/twinning
• GEF 6th IWC
• 12th ICRS (Management Mini-symposium and 100 presentations by CRTR members on CRTR research results)
• IW:LEARN events at ICRS and other fora
• Sponsored 62 Masters and Postdoctoral students, and Postdoctoral Fellows
• 53 international research institutions were involved comprising 86 researchers partnered and collaborated during the phase
• Participated in 230 events within the regions e.g training workshops, technical meetings, conferences etc
[Indicator 2: Project website]
Target: Website in line with IW:LEARN guidelines, regularly updated
• Website rated in top 10 (#6) in 2009 of WB GPP websites for hits, return visits and downloads
• The estimated number of visits to the site from November 2008 to October 2009 was 22,353; with an estimated 15,500 unique visitors; 859,782 hits; 288,455 pages accessed; and 23.91 gigabytes of data downloaded. The highest number of visits in any one month was recorded in October (2684 visits) coinciding with the International Waters Conference. The website is still maintained and has a steady flow of visitors with information and products downloaded on a regular basis.
• Website regularly updated with current content, including research news, updates on publications (over 70 posted on website)
Indicators 3: Knowledge products produced
Target: Results from targeted research are synthesized, interpreted and communicated to key audiences in appropriate formats. Uptake of information changes level of debate or business practices.
• Over 70 KPs (manuals, brochures, policy briefs, technical guidance notes, compendia, research reviews, etc.) produced and posted. Products are being used in decision making e.g Reef Restoration Guidelines used to inform World Bank projects in Yemen and Jordan.
• Over 630 papers published in peer reviewed journals by CRTR members on research either funded by or influenced by CRTR project (from December 2004 to November 2009). During the five-year period, the CRTR published 176 articles in ISI-recognised journals with a total of 2326 citations. Journal articles on research fully-funded by the Project have an Impact Factor of 5.3 (an Impact Factor of 4.0 is considered extremely high).
1. 105 medium and large livestock farms received planning and investment support for farm manure and nutrient management, which minimizes nutrient leakage to water bodies.
2. Seven agricultural high schools received manure storage facilities and handling equipment, nutrient management plans, teacher training, and a customized Code of Good Agricultural Practices, exposing at least 2,000 students in each graduating class to theoretical and practical training in proper farm manure and nutrient management.
3. 186 agricultural advisors trained in farm nutrient management.
INDICATOR#1 Status of development of a Code of Good Agricultural Practices (CGAP) [Target: CGAP adopted by dopted by the Ministry of Agriculture, Forestry and Water Management(MAFWM)]
CGAP finalized, adopted by MAFWM, and widely distributed to farmers, agricultural advisors and agricultural schools.
The PSC consists of 17 members, including the National Focal Points (NFP) or their alternates from all thirteen participating countries, as well as one representative each from the Inter-American Development Bank (IDB), the United Nations Environment Programme (UNEP), The Caribbean Environmental Health Institute (CEHI) and the Caribbean Development Bank (CDB). Project Steering Committee (PSC) is established to support the project’s execution, to provide strategic guidance, and to review and endorse annual work plans and budgets. The first PSC Meeting was held February 9 , 2012.
",IW2,There is no legal agreement required for participation in the CReW project. However within the project ratification of the Protocol on Marine Pollution from Land-based Sources and Activities (LBS) is encouraged. Of the aprticipating countries 5 have ratified the LBS protocal. At project completion a target of 8 additional countries are expected to have developed reforms to support implementation of the LBS Protocol.
,nap,"The PCG was established in 2011 with the responsibility of the day-to-day management of the CReW project. The PCG coordinates execution of the project under the oversight of UNEP and IDB, drawing from their combined expertise.
",IW3,"At least 5 of the WCR countries adopt wastewater management reforms.
at project competion 20 June 2015
The Annual Operating Plan (AOP) is a planning exercise performed by each Pilot Executing Agency and coordinated by the PCG, leading to the development of an AOP for the first year of the Project, this is consistent with the Project Execution Plan. The AOP was endorsed by the PSC at its first Meeting held Feburary 9, 2012
",nap,,nap,,nap,,-1,,-1,,nav,, 394,Yemen Red Sea Coastal,UNDP,,Yemen,FSP,Land-Based Sources/Coastal Zone,Protection of Marine Ecosystems of the Red Sea Coast,Regional,,[],Western Asia,Red Sea (LME),Project Completion,International Waters,,,2001-11-11,,Mr. Kanta Kumari,2.80,,,2.80,,Pilot,,,,,,,Africa; LME,,,9; 9,"Ministry of Fish Wealth, Yemen",Results Note (2013),"1) Proper coordination and giving all concerned parties the chance to contribute towards achieving the aims of the project throughout the entire executing period will greatly benefit a project.
2) If a greater portion of the budget had been given to national institutions rather than international subcontractors, the project may have lasted longer and the counterparts may have had the opportunity for increased education and qualification. International experts could be recruited when needed.
3) Where a biodiversity resource of international importance such as the Red Sea marine ecosystem is also an economic resource of local and national importance, the relationship between the two and threats to them must be clearly understood through a sound process of problem identification.
4) Though there are costs associated with substantial modifications to project design, these should not be avoided when necessary.
1. A literature review, field surveys, and remote sensors were used to establish baseline data on the Yemeni Red Sea Coast.
2. Environmental information collection training was provided to staff of relevant agencies.
3. Training in and implementation of public marine environmental awareness was successfully enacted.
INDICATOR #3: Enhanced regional cooperation for sustainable management of the Red Sea environment. [Target: Establishment of a regional coordination element within the Programme for the Environment of the Red Sea and the Gulf of Aden (PERSGA) with assistance from UNEP, and active dialogue with other ongoing programs in the Red Sea region.]
The project coordinated very closely with the GEF WB-UNDP-UNEP Red Sea Strategic Action Programme project being implemented by PERSGA, resulting in increased exposure of Yemeni scientists to regional environmental and fisheries initiatives. The project and PERSGA successfully collaborated in a regional workshop on environmental surveying and monitoring attended by 21 specialists from six PERSGA member states. PERSGA assisted in arranging a Saudi dive instructor who successfully trained six Yemenis in SCUBA diving.
INDICATOR #1: Resource inventory and assessment completed. [Target: Baseline data developed on the Red Sea coastal and marine ecosystems key species groups, human uses and consequential environmental pressures.]
Sana’a University completed an impressive literature review, as well as undertaking a preliminary reconnaissance survey of coastal habitats to identify environmental hot- spots and to collect tissue and sediment samples for analysis of contaminants. The literature survey and rapid reconnaissance work provided the basis for planning the succeeding habitat survey work. Field surveys were undertaken on at least 57 sites, with particular emphasis on coral reefs. A database was developed for the information procured in the field surveys as well as through remote-sensed sources. This database was used to develop a GIS package capable of producing high-resolution maps.
INDICATOR #2: National capacity for marine environmental management developed. [Target: Training provided in environmental information collection and interpretation; environmental impact assessment (EIA); and public awareness enhancement.]
While no training in EIA was given, information collection training was successfully provided to eighteen staff of relevant agencies in a range of skills through a combination of on-the-job skills transfer, formal workshops and overseas courses and fellowships. Skills taught included tropical coastal management, data collection and analysis, computer application, instrumentation, diving, and underwater photography.
Training needs in public awareness were assessed by a consultant in conjunction with eight national government and non-governmental organisations. A workshop was held to provide participants with public awareness information and to improve their skills to disseminate such information. Thirty participants attended including teachers, other government workers and journalists. The media were enlisted to raise environmental awareness, especially along the Red Sea coast. Leaflets, posters, newsletters, newspaper and radio articles were successfully utilised. Specific programmes were designed for raising public awareness through secondary schools and also through radio media. Public participation events included a beach sweep at Al Khawkhah and the rehabilitation of a mangrove forest near Hodeidah. A video was also prepared on marine environmental matters along the Red Sea coast.
1. The riparian country governments of Argentina, Bolivia, Brazil, Paraguay, and Uruguay working together within the framework of the Intergovernmental Coordinating Committee of La Plata Basin (CIC), on priority transboundary water concerns.
2. An agreed-upon Transboundary Macro-Diagnostic Analysis (Macro-TDA) and a Framework Strategic Action Program to help overcome main barriers and promote a more efficient and integrated sustainable management of the La Plata Basin.
3. An endorsed project document to further multinational cooperation and transboundary action on priority water concerns, including enhanced basin-wide capacity for adaptation to climate change and variability.
• Inter-ministerial agreement of the agencies involved in each country to define their representation to CIC´s Technical Counterpart (or technical group).
• Inter-ministerial mechanism established at the national level to discuss and implement project´s regional strategic actions.
• Establishment of National Project Units at supra-ministerial level.
• Inter-ministerial mechanism established at the national level to support project execution in coordination with civil society and the academic sector.
INDICATOR#2 The project supports creating the institutional and legal framework, and technical capacity for SAP formulation and eventual implementation
• Reports of National Project meetings in all five riparian countries.
• Steering Committee established, with participation of CIC political and technical representatives, environmental institutions, and participating agencies. Approved by-laws for SC meetings.
• Establishment of CIC Technical Counterpart (or technical group), to support project execution. Working groups discussed and updated project components related to institutional strengthening, water quality, biodiversity, land use, groundwater monitoring, and climate change.
• Cooperation agreements in progress between CIC and government institutions, international agencies, Public and Private Universities, academic institutions, and civil society organizations.
• Consolidation of the Steering Committee, the International Project Coordination Unit and the five National Coordination Units for the implementation of Stage 1 (2010-2015).
• First Steering Committee (SC)–during the first meeting in April 2011- approved SC by-laws and institutional arrangements for project implementation and Annual Operational Plans
INDICATOR#1 Strengthened institutional capacities in CIC and participating National institutions, increases the number and scope of coordinated agreements and collaborative actions to be incorporated into the SAP
• Collaboration agreements signed by the SG/CIC with specific executing institutions for activities included in the Project Implementation Plan
• Reports of Thematic Working Groups and National Project Units meetings.
Completion of a scientific and socially-based Transboundary Macro Diagnostic Analysis (Macro-TDA), identifying current and emerging critical transboundar issues in La Plata Basin and their corresponding root causes.
",IW2,"Agreed-upon Framework Strategic Action Program (SAP) to overcome main barriers and promote the sustainable management of the La Plata Basin water resources, within the framework of climate change and variability.
",nap,,IW2,,nav,,0,,0,,nav,,"Increased awareness and participation of stakeholders in project activities.
• Workshops and meetings with local authorities, institutions, andstakeholders.
• Preparation and dissemination of project related documentation andproject related activities.
• Stakeholders from the five counties participate in the updating of the Macro TDA and Framework SAP by means of workshops and consultations throughout the project
INDICATOR#3 The project contributes to achieving the higher objective set forth by the five riparian, signatory countries to the LPB Treaty -Argentina, Bolivia, Brazil, Paraguay, and Uruguay - to coordinate actions and investment for the sustainable integrated water resources management (IWRM) in the La Plata Basin.
• Macro TDA and Framework SAP completed and endorsed by the five riparian countries under the CIC
• Financial commitment and support for SAP formulation phase.
1. First ever synopsis of the science behind the IW portfolio of projects to date according to transboundary IW system types; river basins, lakes, groundwater, the coastal zone & land-based pollution, and large marine ecosystems and the open ocean.
2. A systematic analysis of the IW portfolio and integrating knowledge from the wider scientific community with regards to critical emerging science issues, the application of science for adaptive management and the development and use of indicators to support IW projects
3. Creation of the IW:Science knowledge management system, a fully integrated relational database of IW documents and suite of learning network and communication tools. This powerful tool made the synopsis and analysis process of ca. 5,500 documents possible while capturing new knowledge and review insights of the scientific working groups.
As one of the learning initiatives within International Waters the IW:Science project was designed to conduct a review, analysis and synthesis of the science behind 20 years of IW projects. This was undertaken using an approach akin to the writing of the IPCC Assessment Reports of the Millennium Ecosystem Assessment. Five groups of scientists, comprising experts both within and external to the IW projects, were assembled according to their areas of expertise in the five GEF IW system types; River Basins, Lakes, Groundwater, Coastal Zone/Land-based Pollution Sources, and Large Marine Ecosystems and the Open Ocean. Both natural and social science expertise was considered when looking at the IW impact in the sustainable management of global transboundary water systems
worldwide.
The five groups each reviewed the relevant segment of 20 years of IW projects to produce an IW system type Synopsis Report. These five Reports bring together the scientific underpinnings for the IW projects according to the group area of expertise; rivers, lakes, groundwater, coastal zone / land-based pollution sources, and large marine ecosystems / the open ocean.
Each group then used a common set of questions to conduct an analysis of the IW portfolio with regards to critical emerging science issues, the application of science for adaptive management and the development and use of indicators to support IW projects.
Supporting the review, synopsis and analysis process was the creation of the IW:Science knowledge management system (KMS). This saw the compilation of approximately 5,500 IW project documents and outputs into a relational database and made both entirely text searchable and retrievable by 70 fields of metadata categories.
Looking back at the project's efforts, one of the questions one can ask, is what it was about the project that caused achievements to be so unsatisfactory and yet so important for the region. The project was well-conceived yet poorly designed; participatory in their nature yet prone to concentrate the means in the PCU. The answer to this question is beyond the scope of the present evaluation; we do not have at our disposal all the elements needed to formulate the whole answer. Yet, before the next step in assisting the region in Black Sea protection, the Implementing Agency, the Executing Agency and Istanbul Commission have a strong interest in achieving deeper understanding of the years of the project's execution. The analysis itself will increase coherence of the regional co-operation programs and will help to re-design the "umbrella" for the next generation of regional projects.
When the first RER/93/G31 project was initiated, all parties were eager for regional co-operation. The countries adopted the Odessa Declaration, designated the Activity Centers and national focal points, and detached national administrators to co-ordinate project activities within the countries. Both projects financed training programs, workshops and research. They drafted regional and national SAPs and TDA, organized NGOs and sensitized citizens. Seven years later, the urgency has gone or perhaps has not been perceived symmetrically. The regional SAP deadlines were not respected, and the national SAPs are not yet approved. Regional co-operation in Istanbul is not yet fully implemented, and Activity Centers are without funding for regional activities.
The massive absence of concern for the Black Sea environment reflects to some extent the fragility of the concept of Black Sea environment protection as it was formulated in the SAP and national environmental programs.
Clearly, no scientific arguments alone can overcome ambivalence of the governments: between the will to restore the profitability of the Black Sea and the reluctance to invest; between necessity to co-operate and temptation to return to past, traditional isolation; between the necessity to act for the benefit of other countries and a desire to free-ride on their efforts. Government actions must be motivated by national interests: whereas the projects concentrated themselves on scientific or intellectual justification of Black Sea protection. The future efforts should probably be directed toward development of credible economic arguments and workable political pressures.
[see 2263]
,[see 2263]
,nav,,IW2,,IW3,,nav,,IW2,• A Transboundary Diagnostic Analysis was prepared.
,IW3,"• A total of 88 national and regional thematic assessments were produced, fueling the preparation of the Black Sea Strategic Action Program.
• A Black Sea Strategic Action Program was developed and signed by the ministers of the environment of the six Black Sea countries.
• A portfolio of urgent priority investments was identified and six pre-feasibility studies were implemented.
• Black Sea technical and advisory networks were established in the thematic areas of emergency response; pollution monitoring; biodiversity; integrated coastal zone management and fisheries. Corresponding activity institutions were strengthened to become regional centres of competence.
• Reference laboratories were fully equipped with modern and up-to-date instrumentation; and pilot and routine pollution monitoring activities were carried out.
• Formal and on-the-job training of some 500 experts was provided in: the use and installation of equipment; the identification of issues and the development of appropriate strategies to address them; assessment methodologies; and the management of assistance projects.
• Data management and information tools were developed.
• Public awareness materials were produced and disseminated.
• A network for exchange of experience and integration and streamlining of efforts among Black Sea non governmental organizations was established.
• Innovative financial mechanisms to sustain environmental management of the Black Sea were developed.
However, an important finding of the Project is that in its present state, the Guarani aquifer water quality is essentially without contamination from human activities. Except for the finding that showed somewhat elevated concentrations of nitrates or other chemicals in some wells (still within acceptable limits) and areas with high natural salinity or arsenic, the general conclusion was that the Guarani aquifer has very good water quality through most of its extent and almost no contamination.
INDICATOR#1 – The western limit of the aquifer was not clearly understood prior to the Project. Based on geological criteria, it is now has been better defined. As a result the aquifer area in Argentina was revised from an earlier estimate of 225,500 km2 to 228.255.26 km2.
1. One of the main outcomes of the Project is the establishment of the institutional mechanism to coordinate the activities of the four countries in the management of Guarani Aquifer System (GAS) that did not exist before the Project. The Project also extended this new culture of cooperation among specialists, universities and institutions in the four countries.
2. Technical and scientific studies conducted through the Project concluded that lateral movement of groundwater in the GAS is very slow and impacts from over pumping and pollution are highly localized. Therefore, management of the aquifer is essentially a local set of activities. The four countries now have a good understanding and feel much more confident to develop and manage the aquifer individually without worrying about wide-ranging regional/transboundary impacts. It would have been very difficult to get to this point and to have this shared understanding without having a regional project.
3. As a preventive project, the key performance indicators basically targeted the reduction of future risks:
(i) pollution risks diminished or controlled;
(ii) overdraft risks diminished or stabilized;
(iii) future inter-country groundwater conflicts risk diminished; and
(iv) future mitigation and stabilization costs reduced.
May 2003. All four basin states signed the "Environmental Protection and Sustainable Development of the Guarani Aquifer System" agreement
,IWA,"INDICATOR#1 – Establishment of an institutional framework: The countries, through the Steering Committee (at multi-country level), the National Project Execution Units (one per country), and the Regional Coordination Unit, has established the institutional framework.
The Project successfully defined the institutional framework necessary for the management of the GAS. With the support from the Project, different institutional frameworks at all levels (regional, national and local) remained operational and the countries have committed to continue with activities and institutional nucleus created through the Project beyond the project duration. The approval of the SAP that defines the future sustainable management framework of the GAS also testifies to the commitment by the governments and attests the success of the Project.
INDICATOR#2 – Existence of SAP: The SAP was finalized and approved by the SC. The SAP has now become a living document to lead the joint and individual actions of the countries
,nap,,nav,,nav,,0,,0,,nav,,"INDICATOR#1 – Communications campaign: An intensive communication campaign was undertaken thatreached more than 2.5 million people. The GAS is now well known not only within the four countries but in international circles as well.
INDICATOR#2 – Conceptual and mathematical models that capture the hydrodynamic behavior and
allow for the evaluation of different development, management and climate change scenarios were
developed and are excellent tools for future management of the aquifer.
2003 TDA
,IW2,2004 SAP
,nap,,nap,,nap,,-1,,-1,,nap,, 597,East Asian Seas Partnerships,UNDP,,Brunei Darussalam; Cambodia; China; Indonesia; Korea Democratic People's Republic of; Korea Republic of; Malaysia; Singapore; Thailand; Viet Nam; Philippines,FSP,Land-Based Sources/Coastal Zone,Building Partnerships for the Environmental Protection and Management of the East Asian Seas,Regional,Sea,[],"Central Asia, SIDS (Asia), South-Eastern Asia, Small island developing States",South China Sea (LME); Yellow Sea (LME); Gulf of Thailand (LME); Indonesian Sea (LME); Sulu-Celebes Sea (LME); East China Sea (LME),Project Completion,International Waters,,,2006-01-01,,Mr. Jose Erezo Padilla; Mr. Jean-Claude Sainlos; Dr. Chua Thia-Eng; Mr. Stephen Adrian Ross; Jed Saet,16.22,,,28.54,,GEF - 2,,,,,,,Asia; LME,http://www.pemsea.org,,9,International Maritime Organization (IMO),UNDP Terminal Evaluation (1998),[see 2700]
,[see 2700]
,"The ICM working models developed in Xiamen and Batangas are already being applied or about to be applied elsewhere in the region. Three parallel sites have been established in China. Three similar sites in the Philippines are about to be established. The risk assessment approach provides an entry point for environmental management in the Malacca Straits. However, the interactive database need further development to become useful. The management atlas for Batangas Bay is a valuable tool to enable local governments to do integrated planning. The financial investment mechanism established at the two demonstration sites promote public sector-private sector partnership and is replicable elsewhere. The use of ICM demonstration sites as “laboratory” for coastal management should be replicated in all countries of the region. The model legislation on “Framework for national legislation for marine pollution” is a useful tool for countries wishing to improve their legislative framework to improve environmental management.
",nav,,nav,,IW3,PEMSEA
,nav,,nav,,IWA,Sustainable Development Strategy 2003
,nav,,nav,,nav,,0,,0,,nav,, 88,Lake Victoria,WB,46870,Kenya; Tanzania United Republic of; Uganda,FSP,River/Lake,Lake Victoria Environmental Management,Regional,Lake,[],Eastern Africa,Lake Victoria,Project Completion,International Waters,,,2005-12-29,,Mr. Hesbon Aligula; Mr. Christopher Nyirabu; Dr. Faustino Orach-Meza; Mr. Ernst Lutz; Jane Wamuongo; Mr. John Fraser Stewart,36.80,,,79.40,,GEF - 1,,,,,,,Lake; Africa,,,8,,"IWC6 Results Note (2011), World Bank Terminal Evaluation (2006)","LVEMP1 provided rich experience and lessons derived from successes and disappointments inimplementation. Given the longer-term program for management of Lake Victoria, these lessons are particularly relevant. As is fitting for a project supporting acquisition of knowledge, many of the lessons learned are
technical in nature. Among the most important that were not known at the outset of the project are the following:
- l Biodiversity of fish has declined, but many species thought to be extinct in the watershed are in fact present in refugia in satellite lakes.
- A sustainable catch of Nile Perch is probably within the range of 220,000 tons annually (trawl surveys) to 350,000 tons annually (acoustic survey).
- Point sources of pollution are important locally and have effects on public health, but are not the largest sources of phosphorus and nitrogen exacerbating eutrophication of the lake.
- Eutrophication is primarily due to nitrogen and phosphorus from atmospheric deposition, although therelative contribution of the catchment to it is yet unknown.
- The lake level has varied significantly over time and is highly sensitive to small changes in the balanceof inflows and outflows.
- Constructed wetlands can be effective measures to enhance the contribution that natural wetlands make toward water quality.
- Water hyacinth can be effectively contained in the lake through biological control (weevils), but weevils are less effective in the rivers that flow into the lake.
Interlinked national projects are vulnerable to failure of one of the partners, and must build in peer review and assistance, and safeguards in the event that these fail.
The inability to extend the IDA credit in Kenya was a serious problem for both of the other projects and for the regional effort overall. Partners should agree at the design phase to be mutually accountable for performance and mutually supportive when problems arise, so that they can be spotted and remedied early.
Scientific research must be targeted, provide usable information for management decisions and be widely accessible.
Given the resource constraints and urgency of the need better to manage the lake, the monitoring and research undertaken should be targeted, applied, and framed with cognizance of the necessary and sufficient levels of information needed for management. The research should be managed efficiently,
bringing in innovative mechanisms such as competitive grants, and subject to peer review for quality control. Outputs from monitoring and research should be widely shared. Regional projects necessitate greater emphasis on clarity of project objectives, monitorable frameworks, at multiple levels, and adequate mechanisms for governance
Given weaknesses in capacity, clear objectives, indicators and targets help focus efforts towards results. Coordination and sharing of information are important, but real improvement in the state of the lake will require a mutually agreed set of standards linked to recognized indicators and enforced through agreed
mechanisms including both incentives and sanctions. Establishment of such mechanisms is the core agenda of the second phase, drawing on knowledge created during the first and the initial experience with creation of institutions for governance. For instance, the weak motivation for prioritizing waste water treatment
pilots resulted from lack of regulations and/or enforcement.
The Basin perspective is critical to address the key environmental issues of Lake Victoria
The initial focus of the program was on the lake itself, particularly on fisheries (with 41 percent of allocated resources). The key scientific results underscore the importance of interventions at the basin level in order to address the problems of the lake. For instance, the important finding resulting from water
quality monitoring indicates that atmospheric deposition accounts for the bulk of pollution in the lake (and part of the deposition may originate outside the basin). Similarly, some water hyacinth originates upstream from the riparian countries (in Rwanda and Burundi).
Capacity Building has to address both current and projected gaps.
The project started with varying capacities among the three countries necessitating a careful strategy for need-based and gap-filling capacity building at all relevant institutions (not just research bodies). While the project upgraded skills and equipped institutions it did not project needs and address future gaps (there were long employment freezes in these countries with implications for capacity resulting from generational transitions). The timeline and intensity of capacity building has to be better managed to avoid lack of personnel to implement and scale-up.
Implementation in the future can be undertaken through governmental structures. The project relied on contracted staff and stand-alone PMUs for implementation. This was probably necessary at the time, but opened the door for insularity, some institutional jealousy regarding pay scales,
and adverse incentives (e.g., high costs for workshops and travel allowances). Moreover, in Kenya even contracted staff did not perform well in all cases, so the objective of the contracting was not met. Mainstreaming of implementation within governmental structures is now feasible and is a better approach
for the future. Environmental benefits must be strongly linked to improved livelihoods for local people and
communities. Community based micro-projects were highly successful and helped provide low-cost services on health, education, livelihoods related needs. They served as vehicles for raising awareness and capacity on sustainable land management, public health and sanitation, gender, and HIV/AIDS. The BMUs, CBOs, CIGs and other community institutions helped empower local decision-making and lead to an increase in livelihood opportunities. This approach was found useful in building community buy-in for activities generating positive environmental externalities pertinent to the Lake’s health. There is need for further
attention to public health aspects (sanitation and HIV/AIDS), micro-credit access and the socio-economic impacts of increasing migration to the lakeshore.
Good education of the public and parliamentarians is critical for long term sustainability and success. Proper management of Lake Victoria will require a long term commitment of public funds and willingness of people living in the basin to change behaviors. Attainment of both requires relentless and sophisticated
investment in public education.
1. This project, including Kenya, Uganda and Tanzania, was the first of its kind in the region, and supported many knowledge-building activities that advanced the understanding of the Lake Ecosystem, particularly in the areas of biodiversity of fish (establishing a baseline), levels and sources of pollution, fish stocks, and hydrology.
2. Regional planning and implementation a great success. The LVFO (Lake Victoria Fisheries Organization) was operationalized, fisheries sector frameworks were harmonized, regional information exchange was strengthened and the East African Community (EAC) was re-established
3. Significant work of the fish quality lab resulted in lifting of the temporary European Union (EU) markets' ban on import of fish from the lake.
INDICATOR 2. Harmonization among the three countries legislation addressing management of fisheries and environment variables important in the lake basin, and improved enforcement of this legislation.
Notable success in harmonizing the fisheries legislation and regulatory frameworks among the three countries and enforcement of the fisheries legislation was initiated in all countries. The LVFO was established to play a crucial role in the implementation and enforcement of the legislations in the fisheries sector. Thr project also supported the development of co-management institutions or Beach Management Units (BMUs) and this institutional change helped improve the effectiveness of fisheries extension and strengthen fish quality assurance.
INDICATOR 1. Establishment of the Lake Victoria Fisheries Organization (LVFO)
The project resulted in the LVFO being active and coordinating regional activities.
The three countries made considerable progress in advancing the regional perspective in both planning and implementation. The Lake Victoria Fisheries Organization was operationalized, although it requires strengthening. Fisheries sector frameworks were harmonized and regional information exchange was strengthened. During the course of implementation of the project, the East African Community (EAC) was re-established and recognized coordination of activities in Lake Victoria as among its priorities. Although the role of the EAC was not foreseen during preparation of the project and required some adjustment in understanding of responsibilities, it has been an important breakthrough in facilitating shared management. The EAC passed the Lake Victoria Protocol and, with its ratification by member states in November 2004, created the Lake Victoria Basin Commission (LVBC) based in Kisumu. A common Lake Victoria vision
was developed by the partner states with extensive consultation at the community level. Through the EAC and LVBC it is expected that the riparian states will be in a strong position in the future to act on the enhanced knowledge about the lake by agreeing on common enforcement of standards and regulations, some of which are now on the books but unevenly enforced.
The national secretariat was under the Ministry of Environment, Natural Resources and Wildlife, and reported to the Permanent Secretary of the ministry. The office was originally in Nairobi at the ministry headquarters, but moved to Kisumu in 2001/02 to be nearer the project operations, partly staffed by seconded ministerial staff and contract staff. Although systemic issues were a key factor in the delays in flow of funds, the secretariat's was unable effectively to address the problem. Long and continued dissatisfaction with the Secretariat’s performance resulted in the termination of the National Executive Secretary’s contract in May 2002. A new Secretary was appointed who remained until the end of 2002, when the whole Secretariat was dismissed due to heightened dissatisfaction with observed performance. Kenya Agricultural Research Institute (KARI) was then made the implementing agency in recognition of KARI's past success in implementation of projects and due to the need to find an agency able to implement the GEF financed activities that had to continue in Kenya for the regional effort to succeed. The transition was far from smooth and the new secretariat was only able to come on board in late 2003. This secretariat functioned strictly in a coordinating role and left implementation to the components. The components did appreciate the facilitative role of the coordinator in Kisumu, and KARI supported an increased pace of implementation compared to the earlier period. Nevertheless, implementation continued to be constrained by new problems with flows of funds. A detailed audit of financial management after the shift of responsibility for implementation to KARI revealed problems of commingling of project funds, resulting in some financing of LVEMP activities out of other sources, and use of LVEMP funds for other activities. Delays in flow of funds even after the transfer of implementing responsibility constrained activity within the components, and reduced overall effectiveness.
Much of the activity in the project was oriented towards capacity building. Important experience was gained in scientific research and resource management, while technical skills were upgraded and the implementing institutions were equipped. Staff were trained to advanced degree courses (M.Sc. and Ph.D.) and others received on-the-job and short courses training. Capacity building and awareness raising campaigns targeted local communities through a variety of instruments (use of local media, training days, workshops, study tours etc.) Capacity building efforts were uncoordinated and opportunistic, rather than based on a well-defined strategy addressing identified needs. Future efforts should be better targeted and impacts of capacity building should be assessed.
" 790,Yellow Sea LME,UNDP,,China; Korea Republic of,FSP,Large Marine Ecosystem,Reducing Environmental Stress in the Yellow Sea Large Marine Ecosystem (YSLME),Regional,LME,[],Central Asia,Yellow Sea (LME),Project Completion,International Waters,,2000-05-01,2009-12-31,,Mr. Andrew Menz; Mr. Yihang Jiang; Dr. Andrew Hudson; Ms Euidea Yun; Mr Isao Endo; Dr Mark Walton; Mr. Jose Erezo Padilla; Mr. Jongtae Choi,14.74,,,25.04,,GEF - 2,,,,,,,LME; Asia,http://archive.iwlearn.net/www.yslme.org,,8,United Nations Office for Project Services (UNOPS),IWC6 Results Note (2011),,"1. Adopted ecosystem-based approach for preparation of TDA and SAP as the first IW project using the approach. The TDA process has helped the participating countries to collect about 30 years historical data and information. With the scientific data, information and knowledge, TDA has successfully identified the environmental problems, the priorities, and causes of the problem, which well served as scientific bases for the preparation of SAP. The SAP, based on the ecosystem services, defined the tangible management targets (e.g. reducing up to 30% fishing boats, and reduce 10% nutrients every 5 years), and effective management actions.
2. Enhanced regional and national co-operation and co-ordination in protection of marine environment, and sustainable uses of marine and coastal resources with an agreement to establish a YSLME Commission as long term management body for the regional co-operation. During the project implementation period, the Project Steering Committee (PSC) and the Regional Scientific and Technical Panel (RSTP) have been established for regional cooperation; and the Inter-ministry Co-ordinating Committees (IMCC) are in charge of national coordination. The mechanism has worked effectively, with the regional co-operative cruises and the joint regional fishery stock assessment, (both are the first times in the region) as successful example. Beside the formal participating countries, the Project has successfully involved DPR Korea participated in the major project activities and training courses, as observer.
3. Ungraded national capacities and public awareness of all stakeholders in marine environment protection, including parliamentary conferences, NGOs, local governments, and private sectors. The Regional Parliamentary Conferences have involved about 30 parliamentary members to raise awareness and knowledge of the importance of marine environment to the parliamentary organizations in the countries, who have major responsibilities in managing marine environment, e.g. legislations, institutional reform, and increasing budget. Involvement of NGOs and private sections into the project implementation has not only established the Yellow Sea Partner, but also generated substantial financial support. Panasonic provided about $ 1.8 million to the biodiversity conservation in the Yellow Sea.
INDICATOR#1. The Inter-Ministry Co-ordinating Committees (IMCC) has been established in both China and R. Korea, and the Committees are functioning in a satisfactory ways. The major project decisions are made based on the decisions and agreements of the IMCC.
",IWA,"Enhanced regional and national co-operation and co-ordination in protection of marine environment, and sustainable uses of marine and coastal resources with an agreement to establish a YSLME Commission as long term management body for the regional co-operation. During the project implementation period, the Project Steering Committee (PSC) and the Regional Scientific and Technical Panel (RSTP) have been established for regional cooperation; and the Inter-ministry Co-ordinating Committees (IMCC) are in charge of national coordination. The mechanism has worked effectively, with the regional co-operative cruises and the joint regional fishery stock assessment, (both are the first times in the region) as successful example. Beside the formal participating countries, the Project has successfully involved DPR Korea participated in the major project activities and training courses, as observer.
",IWA,"INDICATOR#2. Following effective discussions and negotiations of the governments of the participating countries, it was formally agreed, and included in the Strategic Action Programme (SAP) that a YSLME Commission should be established with major responsibilities to coordinate the regional efforts in implementing SAP, and long-term co-operation;
INDICATOR#5. The Yellow Sea Partnership has been established with participations of more than 20 institutions, including UN agencies and projects, international NGOs, local NGOs, and research institutes. The Partnership will serve as co-ordinating mechanism for the relevant activities in marine environment protection and conservation actions in the Yellow Sea
INDICATOR#7. Regional MPA network has been established and functioning for better conservation of marine biodiversity in the Yellow Sea. With the offer of a local government, the secretariat of the Network may be established within 2011. It will ensure self-sustaining of the MPA Network.
INDICATOR#3. The Transboundary Diagnostic Analysis (TDA), has been formally endorsed by the full members of the project, i.e. China and R. Korea. The document has also been formally supported by DPR Korea as an observer of the project;
",IW3,"INDICATOR#4. The Regional SAP has been formally endorsed by the full members of the project, i.e. China and R. Korea. The document has also been formally supported by DPR Korea as an observer of the project. The National SAPs have been endorsed by the respective governments of China and R. Korea.
",nap,,nav,,nav,,0,,0,,nav,,"INDICATOR#6. Major stakeholders are involved in the project activities, such as the Parliamentary Organizations and private sector, as indicated in the section of major results of the project.
" 1618,Caspian Sea SAP Development,UNDP,,Azerbaijan; Kazakhstan; Russian Federation; Turkmenistan; Iran Islamic Republic of,FSP,Large Marine Ecosystem,Towards a Convention and Action Programme for the Protection of the Caspian Sea Environment (Phase II),Regional,Lake,[],"Central Asia, Southern Asia, Western Asia, Eastern Europe",Caspian Sea,Project Completion,International Waters,,2003-11-20,2007-10-30,,Mr. Parvin Farshchi; Dr. Vladimir Mamaev; Mr. Mahir Aliyev; Mr. Ardalan Sotoudeh; Captain Norouz Tavana ; Mr. Vassiliy Sokolov,6.44,,,32.25,,GEF - 3,,,,,,,Lake,http://www.caspianenvironment.org,,8,United Nations Office for Project Services (UNOPS),"UNDP Terminal Evaluation (2007), Results Note (2013)","1. It is of paramount importance to have a clear logical framework. This will include:
A clear overall objective and project goal;
A manageable number of SMART indicators, at least at the objective and outcome levels;
A sharp focus on impacts/outcomes or results. This should be in terms of changed practices, changed behaviour and/or changed situations;
Clarity and simplicity so all stakeholders can understand the project‘s goals and aims.
2. Strengthening NGOs and civil society is a major challenge requiring significant resources. It can also be an overly vague goal in the absence of specific targets. If projects of this nature are to attempt civil society strengthening, they must have very clear and realistic targets. This should not be an add-on or a secondary aim.
3. Awareness raising is an important aspect of many projects’ work. A challenging, resource-intensive task, it is not an objective that can be added-on easily. It is important to clarify the specific targets – in terms of stakeholder groups and improved knowledge or changed behaviour, not in terms of documents produced. It is also important to ensure the right expertise is mobilised.
4. Project design should be adapted to the dynamic environment where government staff turnover is high. Indeed, this project may have some good practices to share in this regard.
5. GEF regional projects cannot make major region-wide investments, not even in data collection. They can only be catalytic. Hence, do not expect regional projects to directly undertake significant groundwork, but expect them to influence, catalyse and leverage.
6. Small grants programmes should be designed to clearly contribute to overall project objectives and the question should be asked, “Are small grants projects are the most efficient way to achieve objectives?”
7. Individual small grant projects require significant managerial support, technical support and oversight. They also require clear objectives and ―mini‖ logical frameworks. Ensure this is all included in the project design.
8. Inter-governmental coordination and cooperation and convention processes are complex. Expectations should be appropriate. Project should not be burdened with too many ambitious tasks. They should focus on clear and catalytic roles.
9. To achieve sustainability of the project-inspired outcomes, the project design needs to include a focus on sustainability. Care and attention should be given to defining just what sustainability means and what specific activities and functions are targeting sustainability.
10. Projects should upgrade a logical framework that is not working well. This is best done at inception or in the first year, through a well-documented, transparent process.
11. Ensure there are regular (annual and mid-term) learning and reflection management exercises for the project staff and the Steering Committee. These reflections should discuss project strengths and challenges. For example, the PIR process should be adapted into an annual monitoring and management exercise that links workplans to indicators. The mid-term review should be an integral part of project learning and planning. Outside facilitation to these would be beneficial.
12. Keep the contents of the PIR constant and/or document any changes clearly.
13. Maintain a documented record of the impact and changes brought about by the project. Projects like this should, as a matter of priority, document the actions taken by stakeholders in response to project work or as a result of the project‘s work.
14. Typically, during the first phase, national ownership will have been generated. This must be considered a starting point, and must be consolidated during the second phase. Steps must be in place to further build ownership during the second phase with specific targets that define what “ownership” means and to monitor this consolidation.
15. The balance between ‗continuing the actions of the first phase‘ and ‗rejuvenating and transforming the project approach‘ is an important one. Phase 2 must maintain the gains from Phase 1, but not simply be a continuation of Phase 1.
16. Take care to avoid a supply-driven nature to the project design and implementation. At the end of the first phase, the required activities may appear obvious, and the required inputs ‗standing by‘. However, it is necessary to strategize, go back to basic planning, and ensure the activities are geared towards the needs and objectives, or to addressing the threats and root causes.
17. In regional projects it is important to pay attention to specific economic trends and factors in each country that could affect staff and expert recruitment. In this case, ―one size does not fit all‖ when it comes to salary requirements of qualified experts across the five countries.
18. Health and Safety Considerations. One MSG project involved incinerating POPs in a small-scale, local incinerator. These kinds of ―on-the-ground‖ funding programs should include consideration of health and safety issues among their criteria.
19. The design of any future intervention should be carefully adapted to present context, conditions and needs. Hold a strategic reflection on how best to utilise available international support in the future. What are the aims of CEP/emerging TC Secretariat, how to get there, who should do what?
20. Consolidate the documented record of project impact, including:
What changes the project has catalyzed in each country in terms of laws, policies, budgetary allocations, institutional and individual knowledge, institutional arrangements, and research and environmental management practices. This will serve as a valuable baseline for any additional efforts in the region;
The main lessons learned from this project. Utilize sufficient project resources to capture these. What has worked well and not so well and why;
Encourage each country unit of the project (National Focal Point, SAPIC, RAG leaders) to document the country-specific policy and institutional barriers (and as a result, opportunities) to improved environmental management and monitoring. Each country has learned a great deal about their own institutions and policies as a result of their participation in the Project. This needs to be considered and captured on paper to enable effective next steps.
Conduct an assessment of the effectiveness of the MSGP. This would give the project a much better idea of the kinds of tangible impacts the program produced.
21. It is noted that it proved far easier to register large investments into NCAP related activities than to mobilise small funding to regional cooperation and coordination actions. The reasons for this are not fully clear, and further analysis is recommended.
22. Look to the ABC for lessons learned (positive and negative) regarding sustainability of a mechanism for regional cooperation.
23. Resolve the location of the TC Secretariat – one possibility would be to have a TC Secretariat with several centres of expertise established for key areas of focus in each of the other countries. The most obvious and practical place for the Secretariat is Baku, which is located in the middle north-to-south and the only capital on the Caspian, with air travel connections to each of the other four countries. PCU can facilitate discussions.
24. There is a likelihood that any future GEF support will include a strong focus on the Fisheries sector. Fisheries is a major issue in the Caspian and it is one of the most difficult issues. Any fisheries effort must be driven by the fisheries sector, and must have the full support and backing of all Caspian countries, particularly Russia, with the largest fishing fleet in the Caspian. Undertake stakeholder analysis and generate stakeholder buy-in. For example, in order to facilitate cooperation on fisheries, the Aquatic Bioresources Commission of the Caspian Sea (ABC) has a clear mandate and is a key stakeholder. Any CEP-SAP action in fisheries should be preceded by a political effort to link the CEP-SAP with the ABC work programme.
25. Conduct an evaluation of the overall Caspian Environment Programme (CEP). This project is but one component within the overall CEP. Country governments and partner international institutions should consider an evaluation of the larger CEP, particularly since the insights and lessons generated from such an evaluation could be very beneficial to the nascent Tehran Convention process.
26. It is unrealistic to expect a regional process to reach sustainability in such a short time. The process has taken important steps forward, but has not yet reached sustainability. International support to this process is still critical. For example, this would facilitate the determination of the Secretariat location, mobilize resources to the Secretariat‘s mid-term budget and support the process to sign and ratify protocols. However, a proper exit strategy for international support is essential, with good indicators and milestones of progress towards sustainability.
27. Be careful to maintain conceptual integrity individual investments/projects, when part of a larger programme. At times, the lines between the CEP-SAP project and the CEP (programme) seem to have been blurred. This is helpful and unhelpful: helpful because it means the stakeholders do not distinguish between CEP-I and CEP-II (CEP-SAP) and see only a continuous programme. It is unhelpful because it has perhaps contributed to the CEP-SAP losing some project-specific focus.
28. Subsequent to the ratification of the TC, the Convention now has the force of legal obligation in each country. This is an excellent basis for strengthening sustainability. Future international support should focus on empowering countries to take responsibility for specific actions in line with the TC.
29. To increase country driven-ness, future investment should consider giving more thought to balancing the regional role of international funders with creating strong incentives for robust national action and national support for transboundary coordination.
Examples of the Project‘s strengths include the achievements under Objective 3, mainly, the ratification by all 5 Caspian Countries of the Tehran Convention and the development of draft protocols to the Convention, which if ratified by the countries, will pave the way for more significant national-level commitment.
The Tehran Convention - The Tehran Convention was signed on 04 November 2003 and 90 days after the submission of the instrument of ratification by the fifth Contracting Party entered into force on 12 August, 2006.
Teheran Convention Secretariat
,nav,,IW4,,IW4,"Strategic Action Programme – The objective in Phase II was to commence implementation of the SAP in the priority areas of Biodiversity, Invasive Species and Persistent Toxic Substances. This included assessment of habitat loss and critically threatened areas, and the establishment of a standardized monitoring methodology. A seal conservation Action Program was developed. Progress was made on the CEP invasive species Action Program in close coordination with the UNDP - GEF GloBallast project to address, in particular, the impact of the ctenophore Mnemiopsis. Assessments were made of Persistent Toxic Chemicals (PTCs, such as persistent organic pollutants, oil products, and heavy metals) in sediments and coastal waters. Finally, a Regional Pollution Monitoring Programme was developed and initiated, and a PTS Regional Action Program was developed.
",nap,,IW1,"The Transboundary Diagnostic Analysis (TDA) and SAP had been finalised and approved prior to the project start-up. These documents provided a basic scientific understanding of issues and a basis, albeit limited, for planning and for action – including joint action. With international support (e.g. from the EU, the Darwin Initiative, NATO, etc), the countries in the region were participating in a range of projects to monitor and to improve the environmental situation and to implement certain elements of the SAP. These projects would have continued without GEF support under the second phase. Generally, given slowly growing environmental awareness and increased government revenue, the countries in the region were likely to increase the level of some SAP-related environmental investments through the baseline period, for example in waste water treatment, pollution abatement, protected area systems and monitoring. These investments mostly would have been implemented without cooperation among the countries. Finally, it is likely that, in the absence of this project, the regional vision produced by the TDA/SAP would have dissipated quickly; key regional issues such as invasive species, pollution, and biodiversity would not have been investigated and discussed in a collaborative, transboundary manner
",nav,,0,,0,,nav,,".Project Coordination Unit - A newly formed country-supported PCU located in the Islamic Republic of Iran was created as a mechanism for the development and management of the Caspian Sea environment. In addition to execution of regional projects and support to implementation of national projects, the PCU facilitated a network of institutions addressing transboundary environmental issues as addressed in the NCAPs and SAP.
Stakeholder and Public Outreach – A media kit and web-based media database were produced; a monthly e-bulletin was published; and two Environmental Journalism Workshops were held. Stakeholder analyses were revisited, and 40 Micro Environmental Grants targeting environmental awareness were implemented. Promotion and awareness materials including educational posters and banners were developed and widely distributed. An NGO database was developed and updated. NGOs of all Caspian littoral states as well as regional and international NGOs were invited to all major events. The project established a constructive dialogue with the oil and gas industry, which resulted in the industry sharing valuable environmental data and providing some funding. A Public Participation Strategy was designed, approved and initiated.
1. Enhancing navigational safety in shipping lanes Navigational safety risks in maritime routs identified and navigational safety and surveillance in a network of 5 ports in the region enhanced
2. Improving environmental management and hazard reduction measures in the regional network of 5 ports within the Gulf of Honduras 5 environmental management units on 5 ports in the region were designed and agreements for development and implementation signed.
3. Building information based for the strategic Action Program developed 100% land-based pollution sources and water quality in coordination with the MBRS established.
1. [Building regional capacity for maritime and land-based pollution prevention and control developed] 25 organizations from civil society, government and non-government organizations involved in regional stakeholder network for pollution control in the Gulf of Honduras.
",III0,,III2,,III1,"1. [Building information based for the strategic Action Program developed] 100% land-based pollution sources and water quality in coordination with the MBRS established.
2. [Building information based for the strategic Action Program developed] 90% developed and implemented the Regional Information Module for the Gulf of Honduras.
2. [Building information based for the strategic Action Program developed] A Strategic Action Program ready to be socialized, negotiated and implemented among the countries that will result in regional benefits through protection of international water, their resources and sustainable use of resources according to the objectives of GEF Operational Program 10 while simultaneously reducing threats to the globally significant Mesoamerican Barrier Reef System ( MBRS).
1. Contribution to the Shared Vision Process in the Niger Basin resulting in the approval by the Heads of State of the Niger Basin of a 20-year Investment Program (IP), for a total of US$8 billion
2. Contributed to the Improved knowledge base and data sharing supported appropriate development decisions at the Basin level: In the context of the Shared Vision Process, hydrological and economic models of the Niger Basin for key development scenarios and key sectors (irrigation, energy, livestock, etc) were developed. The results of the models allowed the Niger CoM meeting to choose a specific development scenario in preparation of the 20-year IP.
3. Validation at the regional and national level of Transboundary Diagnosis Analysis and SAPconducted in an inclusive process, and the SAP was endorsed by the COM as a regional policy framework. A comprehensive Transboundary Diagnosis Analysis (TDA) and a Strategic Action Program (SAP) were completed following a participatory process that included multidisciplinary teams at the national and regional level.
Indicator 1: Strengthen collaboration and dialogue between the NBA and the member countries. This stronger collaboration yielded to the development of a sustainable strategic Action Program and a 20-year investment program for the Niger Basin for an amount of US$8 billion. The project has contributed to a conducive and enabling environment and supported the ongoing dialogue and intensification of collaboration between the nine countries. The project modalities provide an opportunity for multi-sectoral dialogue, sharing of lessons, learning from each other, and building cohesiveness of key partners. This project was the only NBA project with activities implemented in the nine countries.
",nav,,III3,,III3,,nap,,IW1,"Indicator 2: Validation at the regional and national level of Transboundary Diagnosis Analysis and SAP conducted in an inclusive process, and the SAP was endorsed by the COM as a regional policy framework. A comprehensive Transboundary Diagnosis Analysis (TDA) and a Strategic Action Program (SAP) were completed following a participatory process that included multidisciplinary teams at the national and regional level. The TDA analysis conducted during the project preparation in the main stem countries was completed in 2009 and validated through a participatory process. It presented the transboundary problems as identified and prioritized by the basin stakeholders, with high and medium priorities assigned to respectively (i) land degradation (degradation of vegetation cover and soil erosion), (ii) water resources degradation (reduced water availability and quality), and (iii) loss of terrestrial biological diversity. Following the conclusions of the TDA, the SAP is a policy document that: (i) complemented the Niger Basin Sustainable Development Action Plan (SDAP), (ii) identified future sustainable development investments in the Basin, (iii) ranked trans-boundary environmental problems, (iv) provided information on specific sites on the Basin that have a rich biodiversity, (v) identified political, legal and institutional reforms, and (v) integrated aspects related to climate change/variability
emphasizing their transversal character and socio-economic impacts. The SAP also provided a first estimate of the cost of addressing the transboundary environmental aspects that were not yet included in the SDAP and estimated the cost to be about US$1.5 billion. The SAP was endorsed at the appropriate
political level (the Council of Ministers) in November 2010 and it covers the period 2013 – 2027, parallel to subsequent SDAP phases.
Indicator 3: Delivery of positive impacts on the ground through a micro-grant program and a public participation program. The positive impacts can be summarized in terms of awareness, environmental activities used as a basis for poverty alleviation, and concrete activities on the ground for reversal of
environmental degradation. Under the UNDP-implemented components, intensive awareness campaigns on environmental issues and the role of the NBA were conducted and resulted in improved awareness of the NBA and its activities. These local activities have increased the visibility of the NBA across all the
countries of the Basin. Local activities were supported with 108 micro-grant interventions to demonstrate environmentally sustainable approaches for the reversal of land and water degradation, as a basis for poverty alleviation. Local beneficiaries in each country have been consulted and encouraged to
participate in resource management, and have developed an environmental awareness that could benefit long-term integrated basin resources management. In this process, NGOs/groups of youth and women were given the opportunity to implement local activities.
Improved knowledge base and data sharing supported appropriate development decisions at the Basin level: In the context of the SDAP, hydrological and economic models of the Niger Basin for key development scenarios and key sectors (irrigation, energy, livestock, etc) were developed. The results of
the models allowed the Niger CoM meeting to chose a specific development scenario and the Heads of State Summit, in April 2008, approved the investment program (IP) related to this specific development scenario. Without the modeling it would not have proven difficult to compare and justify the choice of one
of the nine potential development scenarios. The modeling allowed to have specific results in terms of impacts (on the inner delat (wetland in Mali), reduction of flow in the river, etc), and benefits (job creation, higher economic return, higher rice production, etc). The CoM had pertinent information to compare
development scenarios and choose the one that presents the lower impacts and the higher benefits for the Basin. This is a concrete example on how better knowledge (through the hydrological and economic models currently used in the NBA) allowed for appropriate development decisions at the Basin level. The
project activities also contributed to the capacity building of the Niger Basin Observatory (NBO), which is a critical department of the NBA in terms of modeling, monitoring, and providing the base of policy makers’ decisions in the basin. The support of the NBO continues to be supported by partners, mainly
AFD, ACDI, the EU, and GIZ.
Environmental status monitoringhas improved during the lifetime of the project thanks to collaborative effort among partners and good coordination among the NBA implemented projects. The Niger Basin Observatoire, established in 2006, monitors hydrological status and is expected to monitor the remaining
28 indicators. The NBA has established an on-line catalogue of Meta data (http://georepertoire.abn.ne), providing information relative to the available data for these indicators, and conducted an assessment of the quality of existing data. The prototype for the Environmental Information System (EIS) for the Basin is
complete and on-line (http://sie.abn.ne). An exchange protocol is already in place for hydrological data, which started with support of the Niger-Hycos.
1. Formal and informal training of thousands of technical staff in the Nile Basin aimed at correcting the prevailing knowledge imbalance on Nile related issues in general and water resource planning and management in particular ;
2. Recognition of environmental threats facing the land and water resources of the Nile Basin and the identification of trans-boundary strategies to address common issues;
3. Development of guidelines and best practices for trans-boundary water resource strategies, planning and management.
Nile Basin Initiative
,nav,,IW2,,IW2,,nap,,nav,,nav,,0,,0,,nav,, 5284,,UNDP,,Peru; Ecuador,FSP,Groundwater,"Integrated Water Resources Management in the Puyango-Tumbes, Catamayo-Chira and Zarumilla Transboundary Aquifers and River Basins",Regional,Groundwater; River,[],South America,Zarumilla; Puyango-Tumbes-Chira-Catamayo,Council Approved,International Waters,,2013-03-10,,,,4.11,,,24.48,,GEF - 5,,,,,,,,,,,The National Water Secretariat of Ecuador (SENAGUA); National Water Authority of Peru (ANA),,,,,,,,,,,,,,,,,,,,,,,,,,,,, 5301,,UNDP,,Kazakhstan; Kyrgyzstan; Tajikistan,FSP,River/Lake,Enabling Country of the Transboundary Syr Darya Basin to Make Sustainable Use of their Ground Water Potential and Subsurface Space with Consideration to Climate Variability and Change,Regional,Groundwater,[],Central Asia,Syr-Darya 3; Syr-Darya 2; Syr-Darya 1 aquifer; Aral Sea,CEO PIF Clearance,International Waters,,2013-03-21,2018-04-30,,Dr. Vladimir Mamaev,3.50,,,21.00,,GEF - 5,,,,,,,,,,,UNESCO; International Hydrological Programme (UNESCO/IHP),,,,,,,,,,,,,,,,,,,,,,,,,,,,, 5310,,UNDP,,Kazakhstan; Kyrgyzstan,FSP,River/Lake,Enabling Transboundary Cooperation and Integrated Water Resources Management in the Chu and Talas River Basins,Regional,River,[],Central Asia,Talas; Shu/Chu,PPG Approved,International Waters,,2013-03-22,,,Dr. Vladimir Mamaev,1.05,,,6.58,,GEF - 5,,,,,,,,,,,United Nations Office for Project Services (UNOPS); UNECE; Secretariat for the Convention on Protection and Sustainable Use of Transboundary Water and International Lakes Water,,,,,,,,,,,,,,,,,,,,,,,,,,,,, 5293,,UNIDO,,Russian Federation,FSP,Portfolio Learning/Policy,Save the Source: Catalyzing Market Transformation of Breweries from a Major Natural Resource Consuming Industry to a Pro-active Steward for Resource Efficient Cleaner Production,National,,[],Eastern Europe,,CEO PIF Clearance,Multiple Focal Areas,,2013-02-20,2018-02-20,,Mr. Wouter de Groot; Mr. Christian Susan,6.39,,,37.25,,GEF - 5,,,,,,,,,,,St. Petersburg National Cleaner Production Centre ; Centre for International Industrial Cooperation in the Russian Federation,,,,,,,,,,,,,,,,,,,,,,,,,,,,, 2732,,UNDP,,Iran Islamic Republic of,FSP,Portfolio Learning/Policy,MENARID Institutional Strengthening and Coherence for Integrated Natural Resources Management,National,,[],Southern Asia,,Under Implementation,Biodiversity; Climate Change; International Waters; Land Degradation,,2009-05-31,2013-12-30,,Mr. Vahid Jafarian; Mr. Vahid Alavian,4.44,,,19.39,,GEF - 4,,,,,,,,,LD-2; IW-4; LD-1; BD-4; CC-6,1; 3; 4; 15,Forest Range and Watershed Management Organization (FRWO),,,,,,,,,,,,,,,,,,,,,,,,,,,,, 2885,,WB,103923,Guatemala; Belize; Honduras; Mexico,FSP,Other,Meso-American Barrier Reef System II,Regional,,[],"Central America, SIDS (Americas), Small island developing States",Caribbean Sea (LME),Council Approved,Multiple Focal Areas,,2010-06-07,,,Mr. John Fraser Stewart; Mr. Enos Esikuri,6.48,,,23.98,,GEF - 4,,,,,,,,,BD-1; BD-2; BD-4; BD-5; IW-1; IW-2,2; 9,Central American Commission on Environment and Development (CCAD),,,,,,,,,,,,,,,,,,,,,,,,,,,,, 3399,Lake Victoria Basin III,WB,103298,Burundi; Kenya; Rwanda; Tanzania United Republic of; Uganda,FSP,River/Lake,SIP-Lake Victoria Environmental Management Project II,Regional,Lake,[],Eastern Africa,Lake Victoria,Under Implementation,Multiple Focal Areas,,2008-09-21,2017-12-22,,Mr. Raymond Julius Mngodo; Mr. Gerson Japhet Fumbuka; Mr. Pius Mabuba; Mr. William Mabula; Mr. Charles Martin Jjuuko; Mr. Lino Musana; Ms. Francisca Owuor; Mr. Omari Mwinjaka,7.00,,,140.34,,GEF - 4,,,,,,,Lake,http://www.lvbcom.org/,IW-4; LD-2; IW-1,15; 10; 15,Swedish International Development Cooperation Agency (Sida); Lake Victoria Basin Commission Secretariat,IWC6 Results Note (2011),,"1. Improved collaborative management of the transboundary natural resources: draft reports produced and discussed with Partner States and development partners on (i) harmonization of regional policies for water resources management produced and (ii) on options for the establishment of a Lake Victoria Environmental Fund; fisheries frame survey conducted in Lake Victoria in a coordinated manner by Kenya, Tanzania, and Uganda, with support from Lake Victoria Fisheries Organization.
2. Development of institutional and human capacity: 508 industrialists from 107 industries trained in cleaner production technologies; Research Vessel Jumuiya rehabilitated, equiped, and available for use by all Partner States in Lake Victoria.
3. Reducing environmental stress in targeted pollution hotspots: inventory and GIS mapping of 387 hotspots of point sources of pollution involving 292 industries in the Lake Victoria Basin in Kenya, Tanzania, and Uganda; 88 industries mapped and 24 in-plant cleaner production assessments completed.
Lake Victoria Basin Commission is established by a protocol for sustainable development of Lake Victoria basin under article 33 as a permanent apex institution of the community responsible for the lake basin. The objectives and broad functions of the secretariat of the commission is to promote, coordinate and facilitate development initiatives within the Lake Victoria basin.
The signing of the protocol for sustainable development of the Lake Victoria Basin on the 29th November 2003 and its ratification in December 2004, in effect cleared the way for the establishment of the lake Victoria Basin Commission.
INDICATOR 2. LCBC has been reformed, is operating more effectively and its capacity to sustainably develop LCB resources has been strengthened according to an endorsed IA. The Institutional Assessment (IA) was endorsed in the Extraordinary CoM (June 2008). CBOs and local stakeholders proposed and implemented projects addressing local concerns. National teams developed the National Action Programs for the implementation of IWRM.
",nav,,IW3,,IW3,,nap,,nav,,nav,,0,,0,,nav,, 1111,Volta River,UNEP,,Benin; Burkina Faso; Cote d'Ivoire; Ghana; Mali; Togo,FSP,River/Lake,Addressing Transboundary Concerns in the Volta River Basin and its Downstream Coastal Area,Regional,River,[],Western Africa,Volta,Project Completion,International Waters,,2007-05-21,2012-11-30,,Ms Angelika Quaye; Dr. Hubert Onibon; Dr. Yaw Opoku-Ankomah,5.84,,,16.21,,GEF - 3,,,,,,,River; Africa,http://gefvolta.iwlearn.org,,9,"United Nations Office for Project Services (UNOPS); Mali; Direction Nationale de l' Hydraulique; Burkina Faso; Direction Nationale de l' Hydraulique; Benin; Direction de l' Amenagement du Territoire; Cote d'Ivoire; Direction de l' Environment; Togo; Direction de l' Ecologie Generale et de la Rehabilitation du Milieu; Ghana; Ministry of Environment, Science and Technology (MEST)",GEF5 Tracking Tool (2012),,,,2,,4,,2,,1,None Intended
,2,TDA development currently underway
,1,"This is a first foundational project, TDA development currently underway, SAP to start next year
",1,,1,This is a first foundational project
,1,"This is a first foundational project, TDA development currently underway
",-1,"This is a first foundational project, TDA development currently underway, SAP to start next year
",-1,"This is a first foundational project, TDA development currently underway, SAP to start next year
",nap,"This is a first foundational project, TDA development currently underway, SAP to start next year
", 585,Wider Caribbean Ship Waste,WB,6956,Antigua and Barbuda; Belize; Colombia; Costa Rica; Cuba; Dominica; Dominican Republic; Grenada; Guatemala; Guyana; Haiti; Honduras; Jamaica; Mexico; Nicaragua; Panama; Saint Kitts and Nevis; Saint Lucia; Saint Vincent and the Grenadines; Suriname; Trinidad and Tobago; Venezuela,FSP,Toxic Substances,Wider Caribbean Initiative for Ship-Generated Waste,Regional,,[],"Caribbean, Central America, SIDS (Americas), South America, Small island developing States",Caribbean Sea (LME),Project Completion,International Waters,,1993-04-30,1998-01-29,, Usamah Dabbagh,5.77,,,5.77,,Pilot,,,,,,,LME; Americas,,,10,International Maritime Organization (IMO),,,,,nav,,nav,,nav,,nav,,nap,,nap,,nap,,nap,,nap,,-1,,-1,,nap,, 1248,Caribbean Sea Pesticide,UNEP,,Colombia; Costa Rica; Nicaragua,FSP,Toxic Substances,Reducing Pesticide Runoff to the Caribbean Sea,Regional,,[],"Central America, South America",Caribbean Sea (LME),Project Completion,International Waters,,2005-10-28,2011-06-01,,Mr. Christopher Corbin; Mr. Nelson Andrade Colmenares; Mr. Jan Betlem; Mr. Alexander Cooman; Donna Hernandez,4.58,,,10.33,,GEF - 2,,,,,,,LME; Americas,http://www.cep.unep.org/repcar,,10,Nicaragua; Ministerio del Ambiente y los Recursos Naturales (MARENA); UNEP; Caribbean Regional Co-ordinating Unit (CAR/RCU); Caribbean Environment Programme; Colombia; Ministerio del Medio Ambiente; Costa Rica; Ministerio del Ambiente y Energia (MINAE),IWC6 Results Note (2011),,"1.A set of validated Good Agricultural Practices (GAP) for some of the major crops of the Meso -Caribbean Region that are environmentally sound, socially acceptable and economically feasible, and that are transferable to other similar parts of the world.
2. An increasing number of farmers have accepted that the implementation of GAP reduces environmental impact, increases food safety and ameliorates workers welfare, while enabling better marketing opportunities.
3. The effective inter-institutional cooperation and public-private sector partnerships that were established in the project countries are going beyond the implementation of the project and are used as a platform for new projects.
INDICATOR#2
2. Endorsed recommendations on legal reforms by National Governments or Publications made to promote the knowledge of the existing legal frameworks among the stakeholders of the agricultural system:
The Project facilitated Government endorsed recommendations on legal reforms in all of the 3 participating countries -Colombia, Costa Rica and Nicaragua (original target 3 reforms).
One of the significant achievements was the effective inter-institutional cooperation and public-private sector partnerships that were established in each of the participating countries and regionally. This co operational framework has served as a platform for concerted decision making, the implementation of project activities and the development of new projects, thus contributing to the sustainability and upscaling of the intervention. Similarly, significant progress was made towards streamlined laws and regulations for pesticide management that allow for adequate control and enforcement. Guidelines for responsible use of chemical pesticides in the agricultural sector were published and distributed in Colombia. Similarly, in Costa Rica, existing legislative frameworks were compiled as well as a new framework developed to follow-up on pesticides use in agriculture. In Nicaragua a new Norm was developed to regulate the use and management of pesticides. This Norm was vetted through consultations and will be adopted by a Ministerial Decree. Thirdly, the project has influenced marketforces that motivate agricultural producers to implement Good Agricultural Practices (GAP) in whichenvironmentally friendly production is considered an added value.
INDICATOR#1
1. Number of new projects formulated in the fields of POPs, GAP or pesticide monitoring by the national stakeholders or UNEP-CAR/RCU:
Four new projects were developed, specifically 3 national projects approved for external financing and also a new GEF regional PIF developed, thereby exceeding the original target (original goal 3 new projects).
1.The GEF grant was approved in June 2010 and became effective in December 2010. A Project Launch mission was undertaken in January 2011. It is still too early to report on results for this project.
,,nav,,nap,,nap,,nav,,nap,,nap,,nap,,nap,,nap,,-1,,-1,,nav,,"The Project was approved in June 2010 and became effective in December 2010. Sub-grant agreements between the Shanghai Financial Bureau and Project Implementing Agencies were signed, except for three agencies. The remaining sub-grant agreements will be signed as soon as pending issues are resolved. Procurement has already started in sub-components of Livestock waste management in Shenye Dairy Farm, Integrated Livestock and Agricultural Waste Management in Qianwei Village, and Integrated Agricultural Pollution Reduction Techniques by Shanghai Agricultural Technology and Extension Service Center. Qingpu village wetland sub-component has started construction, and Training and Dissemination sub-component under Shanghai Agricultural Broadcasting TV School has started production of materials, web-site and video taking. However, it is still too early to report on results for this project, as construction has not been completed.
INDICATOR#1 Demonstration of Pollution Reduction Technologies [8]
Results to date: Project is still in early stages of implementation.
INDICATOR#2 Development of Replication Strategy for disseminating demonstrated technologies [finalized]
Results to date: Project is still in early stages of implementation.
1. Two Subregional Heads of State forums: The Micronesian Chief Executives Summit and the Melanesian Spearhead Group have established Water and Sanitation Committees
2. 13 Pacific Island Countries (Cook Islands, Fiji, Federated States of Micronesia (FSM), Kiribati, Niue, Palau, Republic of Marshall Islands (RMI), Tonga, Samoa, Solomons, Vanuatu and Tuvalu) have established National Inter-Ministerial Water Committees
3. Reforestation ongoing in upper Nadi Basin in Fiji, Ngerikiil Catchment in Palau and Apia Catchment in Samoa
Two subregional Heads of State forums The Micronesian Chief Executives Summit and the Melanesian Spearhead Group have established Water and Sanitation Committees. 13 PICs (Cook Islands, Fiji, Federated States of Micronesia (FSM), Kiribati, Nauru,Niue, Palau, Republic of Marshall Islands (RMI), Tonga, Samoa, Solomons, Vanuatu and Tuvalu) have established National Inter-Ministerial Water Committees.
INDICATOR#3 (Nationally endorsed IWRM plans and WUE strategies in place and driving sustainable water governance reform in PICS by end of project. – 14 National IWRM and Water Use Efficiency Strategies in place, with institutional ownership secured; 20% increase in national budget allocations). Two subregional Heads of State forums The Micronesian Chief Executives Summit and the Melanesian Spearhead Group have established Water and Sanitation Committees,13 PICs (Cook Islands, Fiji, Federated States of Micronesia (FSM), Kiribati, Niue, Palau, Republic of Marshall Islands (RMI), Tonga, Samoa, Solomons, Vanuatu and Tuvalu) have established National Inter-Ministerial Water Committees and IWRM principles have been incorporated into national strategic frameworks of 3 countries (Vanuatu, Kiribati and Solomon Islands), with continued development in 7 countries (Samoa, Fiji, Cook Islands, Nauru, Niue, Tonga and Tuvalu) and being followed through other paths in 3 countries (FSM, Palau and RMI).
Not part of the project; project is working with existing regional institutions - SOPAC
SOPAC Council instigated a review of the Regional Action Program, including development of National Water Outlook reports of which 8 have been drafted.
Reduction in sewage release into coastal receiving waters
Reduction in catchment deforestation and sustainable forest and land management practices established
Expansion in eco-sanitation use and reduction in freshwater use for sanitation purposes
Reduction in water leakage and increase in water storage facilities
3 PICs (FSM, Palau and RMI) have, through the national committees, undertaken national water summits to launch water policy and legal reform processes directed by Presidential decrees. Forward looking National Outlooks for Water, Sanitation and Climate have been prepared for 8 PICs (Solomons, Vanuatu, Cook Islands, Tonga, Nauru, Palau, FSM and RMI).
IWRM principles have been incorporated into national strategic frameworks of 3 countries (Vanuatu, Kiribati and Solomon Islands), with continued development in 7 countries (Samoa, Fiji, Cook Islands, Nauru, Niue, Tonga and Tuvalu) and being followed through other paths in 3 countries (FSM, Palau and RMI)
",IV1,,"Clear links between demonstration projects and national IWRM policy and legislation reviews are supporting mainstreaming with all country demonstration projects having developed replication strategies to identify, replicate and upscale lessons learned and regional technical up-scaling through twinning projects introducing Tuvaluan composting toilet experience and expertise to Vava’u (Tonga) and RMI; FSM water use efficiency into Luganville (Vanuatu), Majuro (RMI) and Vava’u and bringing Samoan catchment and utility management expertise into Cook Islands
INDICATOR#4 (Measurable sustained increase in training and awareness campaigns, including
appropriate national level financial allocations for capacity development by end of project). Post-graduate
training underway with representatives from 11 countries, including 8 women and 13 PIC Project
Management Staff.
(Replication of technical and water use efficiency lessons from project applied in future national and project based activities – Technical, management, participatory and advocacy lessons from projects developed into national lessons learned presentation packages with best practices mainstreamed into national and regional approaches). Clear links between demonstration projects and national IWRM policy and legislation reviews are supporting mainstreaming with all country demonstration projects having developed replication strategies to identify, replicate and upscale lessons learned and regional technical up-scaling through twinning projects introducing Tuvaluan composting toilet experience and expertise to Vava’u (Tonga) and RMI; FSM water use efficiency into Luganville (Vanuatu), Majuro (RMI) and Vava’u and bringing Samoan catchment and utility management expertise into Cook Islands
INDICATOR#4 (Measurable sustained increase in training and awareness campaigns, including appropriate national level financial allocations for capacity development by end of project). Post-graduate training underway with representatives from 11 countries, including 8 women and 13 PIC Project Management Staff.
•Building upon existing initiatives, providing coordination role for interested donors and maintaining locally based project office, provides possibility of leveraging the GEF IW programme by ensuring long-term financing from non-GEF sources. Such long-term partnerships greatly support the continuation and sustainability of the GEF results.
•Promote transparency, provide participation and maintain continuous communication with the key stakeholders to stimulate broad support to the project objectives.
•Piloting ecosystem oriented initiatives, followed by integration of the experience / lessons learnt into various strategic / planning documentation (especially legally biding ones supported by state budgets), considerably improves the scaling-up, replication and sustainability potential of the GEF concepts.
•The positive political will towards biodiversity conservation policies and in particular lake ecosystem management must be further enforced through strengthened institutional and regulatory institutions.
•The first Prespa Lake Watershed Management Plan had contributed to better a understanding of the watershed’s ecological status and quantifying the anthropogenic influence, leading to an integrated water and land-use management basis for maintaining and restoring ecosystem health of the entire watershed.
•Strengthening local capacities for introducing good agricultural practices in apple production has resulted in reduced fertilizer and pesticide use, hence generating both ecosystem and economic benefits
•The signing of the international agreement on Prespa by the three riparian states, and the European Commission, formalizes the transboundary watershed management institutions, and secures long-term financing for maintaining the cooperation mechanisms across the boundaries
INDICATOR#1 The transboundary cooperation mechanism (Prespa Part Management Committee and associated working groups/bodies) is formalized under International Law [Target: PPMC is legal entity as agreed to under trilateral agreement, SAP for the Prespa basin is agreed and funding is secured]
The signing of the International Agreement sets a legal basis for integrated management of the basin, including development and financing of integrated transboundary management plans, according to international and EU standards, and for implementing the SAP developed by the project. The SAP is supported by Local Environmental Action Programs to implement best practices on watershed management.
INDICATOR#2 The three states have agreed on trans-boundary fish conservation priorities that reflect ecological management objectives for sustainable use and conservation of native species and aquatic ecosystem health and agree upon specific program of measures for cooperative fish management
[Target: The riparian states cooperate on enforcement; monitoring; and research in fish & fisheries management]
The first transboundary fish and fisheries management planning process has revealed valuable information regarding the population and health status of the fish species, along with quantification of the sources of pressure; it will provide basis for harmonization of the transboundary conservation and sustainable management efforts
INDICATOR#3 Water management considers ecosystem health needs and follows the principles of integrated basin water management [Target: Watershed management plan with targets regarding water quality, integrated water uses, and ecological status; and regulations for local water use management,
provides model to be integrated into the national level watershed planning in FYR Macedonia]The first watershed management plan prepared in accordance to the IRBM principles (EU WFD based approach) considerably improved the understanding of the ecological status of the lake and its tributaries, quantified the pressures, established the environmental objectives vis-à-vis the reference conditions, and proposed a programme of measures which will receive financing from multiple sources; a watershed planning manual developed based on the experience from the Prespa watershed provides basis for the development of the future national river basin management plans.
More care should be taken with the project design. This does not mean that everything should be set once for all right from the beginning, but rather the design of this kind of process-oriented project should:
i. make a clear linkage between objectives, components, and activities and resulting outputs/outcomes clearly reflected in the logical framework;
ii. as much as possible, try to avoid too much multi-folded objectives that put then confusion on resulting outputs identification;
iii. identify a specific objective for project management that in this case should have been strongly linked to the Global Forum further strengthening and organization;
iv. identify clearly the stakeholder analysis and involvement plan as an activity since the different partner groups do not necessarily have the same motivation and expectations;
v. be more attentive to region specificities through carrying out a more rigorous assessment of the political, institutional and technical capacity to contribute and benefit from the project. The findings of this assessment (itself based on existing literature) should be incorporated in the project design concerning the kind of outputs, the activities that should lead to generate them, and the implementation approach that may vary depending on the region (in this regard, the GF steering committee members could be usefully more actively involved in the project design);
vi. foresee appropriate funding for not only allowing the project to come up with a monitoring and evaluation system right from its inception but also to maintain and adjust it all along the project implementation period.
In the case of a global and trans-national project like this one, it is very important:
a) to develop a strategy map including all regions and taking into account on one hand their specificities and on the other hand the SIDS, developing countries, countries in transition, and developed countries groups they share in common in the design and implementation of the project;
b) to ensure that there is a meaningful and effective operational mechanism foreseen in the project design and developed through the project implementation to allow global-local streamlining through regions as well as sharing of experiences between regions and countries.
The duration of the project should be such as to ensure that the necessary key results are achieved as indicated in the project original document. In the case of the project under review, the project duration did not allow enough time for carrying out required processes to set up an effective regional mechanism, putting unnecessary pressure on the Executing Agency and Global Forum Secretariat.
The last two questions of the questionnaire related to the catalytic role and replicability of the project were as follows: Any example of replication and catalytic outcomes? Did the project succeed in increasing the replicability of lessons learned in GEF LME projects through interactions with other major ocean programmes and efforts in the Global Forum?
The comments made in relation to these questions included:
a) The Global Island Partnership was influenced by the discussions of the Global Forum, and its success is based upon some of the lessons learned through the
b) The policy brief on marine biodiversity is playing catalytic role to CBD process of measuring the progress in the implementation of programme of work on the marine and coastal biodiversity.
c) The Global Forum brought together many organizations in meaningful dialogue. Lessons learned and policy change has been duplicated across many spheres, for example, OSPAR initiatives with seamounts and the Coral Triangle Initiative.
d) Regional replication in cooperation with Coral Triangle Initiative. Significant momentum in convening process to address high seas governance.
e) The recent UN Ad Hoc Open-ended Informal Working Group on issues relating to the conservation and sustainable use of marine biological diversity beyond areas of national jurisdiction directly utilized the outcomes and policy papers of the Global Conference.
f) Working groups established provides existing and new GEF LME projects global thematic communities of practice in which to effectively contribute and benefit from exchange of scientific and technical innovation and practical experience.
g) I think the question should be phrased the other way around since its is GEF LME projects that have learned from the Forum, as well (if not mostly) in ensuring the replicability of their best practices.
h) Very low from the perspective of the Mediterranean.
It should be noted that, though globally positive, these statements are somewhat piece-meal and they could have been much better articulated if a monitoring and evaluation system hence indicators had been available to all the partners.
It is clear that the project needs a quick follow-up and further strengthening of its leverage of additional resources to ensure that the momentum now created is not lost, building on what has been achieved and lessons learned disseminated across regions and varied categories of partners, from global to local.
Since, at the end of the day, it is through regions and nations that the difference will be made, it is of the utmost importance for the Global Forum to come up with a robust mechanism to spread the word and facilitate the translation/adaptation of JPOI and MDG targets into practical implementation on the ground.
1. Development and strengthening of COBINABE as a bi-national entity for management and sustainable development in the Bermejo River Basin. This includes the establishment of a Regional Coordination Committee and a Regional Advisory Committee, development of a communicational Action Program which seeks to promote local stakeholders’ commitment, foster public awareness and build awareness about the benefits of integrated natural resource management, and the training of technicians and managers.
2 Structural measures for the control of erosion and sediment transportation were implemented in the Upper Bermejo Basin, with the active participation of local communities. The works include structural torrent control measures, sediment retention dams, bank protection works, rainwater drainage systems,
and consolidation of river channels, among others.
3. A comprehensive environmental information system was launched (SIG Bermejo), integrating actions for the generation, acquisition, processing and storing of information on natural resources in the basin. It consists of a Hydrometeorological Network measuring water level and precipitation, a Hydrosediment Network with information from 40 stations, cartographic information of the Bermejo Basin, statistics on economic data, a Water Quality Monitoring Network, and a Documentation Center, among others.
INDICATOR#2 (Development of a holistic regional legislative, economic, and environmental framework)
Environmental zoning developed and implemented as planning instruments for basin management and integrated development; water codes and environmental impact assessment regulations, comparative analyses and recommendations were created; training workshops on the environment and on economic instruments both conducted; pilot territorial zoning plans based on hydrological risk were created for five (5) locations spread across the Upper and Lower Basin.
INDICATOR#1 (Development and Strengthening of the Institutional Framework)
Development and strengthening of COBINABE as a bi-national entity for management and sustainable development; COBINABE’s internal regulations were revised to facilitate and consolidate its capacity as a bi-national entity; more than forty (40) Memorandums of Understanding and Collaboration Agreements were established to facilitate IWRM in the Basin; a Regional Coordinating Committee and Regional Advisory Committee were established to strengthen COBINABE’s coordination; a communicational Action Program for COBINABE was developed and implemented as an institutional identity and communication strategy; COREBE and OTNPB were internally strengthened; at the Argentine provincial level and the Department of Tarija in Bolivia, the powers of governments and civil societies with jurisdiction or interest in the Basin were strengthened.
INDICATOR#3 (Establishment of environmental education programmes)
An environmental education programme was designed in collaboration with the Juan Misael Saracho University in Bolivia, making it the first programme of its kind in that country. Forty (40) professionals in Tarija took an Environmental Management training course through the university. A teaching manual about the Bermejo River watershed was produced for distribution to elementary school teachers, and a school has been built in Colanzuli that shares a water supply system with local agricultural producers. An environmental education program is being used in 26 schools of the Upper basin in Bolivia, with more than 8,000 students being taught by 437 directors and teachers trained in environmental issues. Environmental issues were officially incorporated into the formal educational curricula of the provinces of Salta, Jujuy, Chaco and Formosa through resolutions to respective Education Ministries. There are 500 schools participating in revised curricula programs and 2,400 instructors trained in environmental education.
INDICATOR#1 (Creation of an environmental information system)
A comprehensive environmental information system was launched (SIG Bermejo), integrating actions for the generation, acquisition, processing and storing of information on natural resources in the basin. It consists of a Hydrometeorological Network measuring water level and precipitation, a Hydrosediment Network with information from 40 stations, cartographic information of the Bermejo Basin, statistics on economic data, a Water Quality Monitoring Network, and a Documentation Center, among others.
1) In order to obtain enterprises’ participation, they had to be convinced they would achieve significant benefits, economic being foremost in their minds. This required considerable efforts during the initial marketing of the project, since it was particularly important to find enterprises with a strong commitment to the project to avoid the possibility they would later withdraw.
2) The identification of the correct drivers existing in the business environment was very important, not only during the first stage when the project was being marketed and pilot sites were being selected, but also during the overall implementation of the programme, to maintain the commitment of the managers. What project implementation showed was that, usually, economic drivers are much stronger than environmental ones in motivating companies to improve the efficiency of their operations and to acquire EMS certification.
3) Even though the participation of the enterprises in the project was mostly subsidized by funds from the programme itself, the demonstration enterprises were required to make a small (token) financial contribution. This proved to be an effective strategy to strengthen their commitment and active participation in the project. It should be noted that none of the selected enterprises withdrew from the project and even though there were different levels of success in each of the enterprises, all of them achieved measurable results by implementing the integrated TEST approach.
1. Capacity increased at five national pollution control centres for training industry in the TEST approach to reducing pollution and increasing efficiency; over six hundred staff trained at industrial enterprises.
2. TEST methodology was implemented at 17 industrial enterprises identified to be of concern in five countries, resulting in significant pollution reduction, economic savings, and increasing interest in TEST.
3. Training and project result material was disseminated in the host countries and 20 more enterprises were offered training on TEST, including in a sixth country.
TEST National Focal Points were effectively established for each country either within National Cleaner Production Centres or in other relevant Pollution Control Centres/Institutes. Three countries had existing CPCs (Croatia, Hungary and Slovakia).
INDICATOR #1: National focal points (working units within an already established pollution control department) initiated that facilitate the transfer of Environmentally Sound Technologies (EST) to industrial enterprises in five Danubian countries. [Target: Five counterpart institutes identified and initiated; adoption of TEST advisory boards with at least two meetings per year; 50 counterpart team consultants trained in TEST procedures in 300 man-days; Information Management System and networking established.]
All five Counterpart Institutes (one in each country) were engaged and delivering TEST products. Advisory boards were organized and met regularly. 90 team members/consultants were trained over the course of 369 man-days. Internet linkages were made to relevant databases at regional and international organizations. Effective networking was established between counterpart institutes and the coordinator, facilitating active sharing of lessons and expertise between all parties.
INDICATOR #2: TEST training material prepared and staff trained at demonstration sites. [Target: TEST manual published; 500 staff trained; 1500 man-days of training.]
A UNIDO manual on the TEST approach methodology was published, and 622 staff were trained over 1,673 man-days.
INDICATOR #3: Results of the TEST demonstration component disseminated to other enterprises in the five participating countries and in other countries in the DRB. [Target: Five national seminars; one regional workshop; and at least 25 enterprises in DRB countries offered an introductory seminar.]
A national dissemination seminar was completed in each of the five project countries. Five national publications were published (in English and the local language) on the results of the project at each enterprise. A regional workshop on Best Available Technology and Industrial Pollution Control in the DRB was held in Bratislava, Slovakia. An additional twenty enterprises were introduced to, and offered a training seminar on, the TEST approach in Bosnia, Romania and Croatia. Lessons learned have been shared with the GEF UNDP Danube Regional Project, the International Commission for the Protection of the Danube River Basin, the GEF’s Third Biennial International Waters Conference in Brazil in 2005, and various other groups.
1992 Jeddah Convention, ICZM + MPA + MARPOL emphasis; port state controls-1982 Conv.
",IW4,Regional Organization for the Conservation of the Environment of the Red Sea and Gulf of Aden (PERSGA)
,,,,,IW2,"1998, SAP with narrative measures
",,,,,,,,,,,,, 1893,GEF IW:LEARN,UNDP; WB; UNEP,,,FSP,Portfolio Learning/Policy,"Strengthening Global Capacity to Sustain Transboundary Waters: The International Waters Learning Exchange and Resource Network (IW:LEARN), Operational Phase",Global,,[],"Eastern Africa, Middle Africa, Northern Africa, SIDS (Africa), Southern Africa, Western Africa, Caribbean, Central America, Northern America, SIDS (Americas), South America, Antarctica, Central Asia, SIDS (Asia), South-Eastern Asia, Southern Asia, Western Asia, Eastern Europe, Northern Europe, Southern Europe, Western Europe, Australia and New Zealand, Melanesia, Micronesia, Polynesia, SIDS (Oceania), Small island developing States",,Project Completion,International Waters,,2004-05-21,2009-10-30,,Dr. Richard Cooper; Mr. Mishal Hardenberg Hamid; Mr. Sean Khan,6.35,,,12.48,,GEF - 3,,,,,,,,http://www.iwlearn.net,IW2 - Expand Global Coverage with Capacity Building Foundational Work,10,United Nations Office for Project Services (UNOPS); Division of Early Warning and Assessment(UNEP/DEWA),UNEP/UNDP Terminal Evaluation (2010),,,"Based on interviews with project stakeholders including beneficiaries, various digital questionnaires, and a review of project documents, the catalytic function and the replication potential of IW:LEARN is judged highly satisfactory.
The evaluation of the UNDP component notes that the IW:LEARN 2 project has triggered a number of similar activities and these are well documented. The catalytic effects of IW:LEARN 2 also continues. For example, there have been enquiries from the ILO regional office in Bangkok which has expressed an interest in adapting the IW:LEARN website toolkit for their own use. Similarly IUCN has advised the PCU that a number of follow‐up learning events have emerged from the Iguacu Workshop on the use of Environmental Flows (a key management tool promoted by IW:LEARN). These include: four training workshops in Panama; a Role Play workshop in Guatemala on basin governance reform/flows; and a series of three workshops planned in Brazil to bring together government and hydropower operators. Additionally, UNDP's Climate Division has recently launched an 'Adaptation Learning Mechanism' project which benefited from feedback and consultation with IW:LEARN in its project design.
For the design of similar projects, or for any follow-up initiatives, it is suggested to take the following lessons learned into account:
- Future bycatch management projects, and any projects dealing with aquatic resources conservation and management, should adopt a holistic, ecosystems-based approach to fisheries and address the technical, economic, regulatory (management), environmental, educational, and public awareness issues at the design stage. This will require sufficient funding for a wider range of activities and inputs, and effective partnerships will need to be formed for efficient project execution.
- In a phased approach, addressing issues sequentially rather than simultaneously, project duration could be too limited to achieve the required outcomes towards the project objectives. It is apparent that technical results, e.g. on gear technology, biology are required to inform the law making process; however, it is nevertheless advisable to start dealing with issues of governance and socio-economics at the earliest possible opportunity.
- Generic approaches to project implementation do not work if the implementation contexts for participating countries are very diverse. The participatory design of country work plans, incorporating national priorities and taking national capacities into account, as practiced in this project, is a correct approach.
- Financial mechanisms and other operational administrative matters, e.g. on how best to formalize arrangements with project implementing partners should receive the same attention as technical concerns. This is especially important during the preparation phase of a project in order to prevent delays in the crucial start-up period. Budget allocations per country should be closely in line with the magnitude of the tasks required in the country.
- Overly ambitious project designs should be avoided, and assumptions (“bycatch reduction is policy priority in participating countries”) critically verified, as these may greatly influence judgement on the achievement level of the project. Making bycatch a policy priority is actually a substantial achievement of this project.
- There were weaknesses in the project’s M&E design, e.g. measurement of baselines, formulation and measurement of SMART indicators. M&E plans for projects require considerable attention. If project partners are not fully familiar with M&E purpose and processes, training input is required, in order it to be routinely and successfully applied. Participatory design of, and agreement on, specific M&E plan components or tools, such as indicators, is also advisable.
- A layered approach in the formation of committees to provide guidance, oversight and technical advice to project implementation is correct. In-country, a careful evaluation should take place to determine whether a pre-existing body should be given the additional task and function as a national steering committee, or whether this committee should be purposely formed for a project. The latter approach should be standard. In addition, a separate technical advisory body or working group can be beneficial.
1. A study conducted in Iran extrapolates and quantifies the number of escaped juveniles due to By-catch Reduction Devices (BRDs) to between 400,000 and 500,000 for a single season.
2 Experimental by-catch reduction tests in Iran and the Philippines saw a reduction by 40% while a similar study in Mexico saw a 60% decrease.
3. Guide book on By-catch Reduction in Tropical Shrimp Trawl Fisheries has been produced in five languages and a 25 minute DVD on the same subject has also been released to concerned stakeholders
Most respondents underlined cooperation among countries as key supporting or success factor for achieving project results. Cooperationranged from provision of technical support (e.g. by Mexico, Nigeria and SEAFDEC) to countries of the respective region, participation in regional gear trials or training sessions and joint regional or global workshops, and exchange of information. In particular in the West African and Middle East regions, information was also shared during workshops with non-participating countries. Nigeria even provided funding for some project activities implemented in Cameroon.
",nap,,IW3,"INDICATOR#1 (Enactment of relevant legislation and development of an improved management framework)
Cameroon recently passed a law which made the use of Turtle Exclusion Devices (TEDs) and BRDs a stipulation for receiving a commercial fishing license, while six other nations have already made TEDs mandatory for parts of their fisheries. Costa Rica adopted modifications of its fishing gear, while Venezuela introduced a complete trawl ban in March 2009.
National capacities were strengthened and upgraded in several ways. Most basically, project funding enabled countries to acquire equipment required for conducting fishing gear trials, ranging from the manufacture of BRDs to purchase of fishing gear and sensors used in measuring gear performance, and paying for ship time if not contributed voluntarily by the fishing industry as has happened in several instances. Individual capacities were upgraded through participation in training courses and workshops, as already stated above. The production and dissemination of education, information, and awareness raising materials by the project also contributed to increasing capacities. These have been expressed in the identification of potential resource management strategies or the drafting, and in some countries starting or continuing implementation of, improved management measures for the shrimp trawl fisheries. Sound management practices introduced in some countries also included effort controls, closed areas and closed seasons. The started harmonization of fisheries laws in the Southern Gulf of Guinea for joint approaches to MCS is evidence of institutional capacity development leading beyond the issue of bycatch reduction.
" 806,Danube River Citizenship,UNDP,,Hungary; Slovenia,MSP,Portfolio Learning/Policy,Building Environmental Citizenship to Support Transboundary Pollution Reduction in the Danube: A Pilot Project in Hungary and Slovenia,Regional,,[],"Eastern Europe, Southern Europe",Danube,Project Completion,International Waters,,2000-02-21,2002-03-29,, Magda Toth Nagy; Mr. Nick Remple; Dr. Vladimir Mamaev,0.75,,,1.58,,GEF - 2,,,,,,,Europe; Danube River; River,http://www.rec.org/REC/Programs/PublicParticipation/DanubeInformation/,,8,The Regional Environment Centre for Central and Eastern Europe (REC),"UNDP Terminal Evaluation (2002), 2013 Results Note","Lessons on the use of the logical framework: The Global Environmental Objectives and the Development Objectives should be attainable within the time and budget frame of the project. It is preferable to select more specific and realistic objectives for which activities can be identified and outcomes can be monitored and evaluated. Selecting too ambitious or broad objectives weakens the Logical Framework and reflects poorly on the project performance.
Lessons of technical assistance: It is essential to have a clear concept of the needs for such assistance, planned activities related to the assistance and, consequently, resource and capacity requirements during the project design. In addition, working closely with the countries to identify their needs clearly is fundamental for the adoption of guidelines. The guides as well as other information relevant to capacity building for environmental stewardship should also be placed on the internet for easier access by stakeholders and other interested parties.
Lessons on study tours: looking at the experience of the countries with well developed, mature systems of access to information and public participation proved to be very useful because it provides motivation and concrete examples for government officials. For local NGOs, examples of the benefits of access to information bring both a base for argumentation and a means for motivation to implement positive changes in their countries. There are three crucial tasks for study tours: suitable selection of participants, a well prepared objectives and agenda that matches the needs of participants, and the development of steps to transfer the experience to the institutions represented. It would be more useful to have government participants spend more time with their respective professional counterparts during the study tour.
Lessons on country ownership: It is essential to involve the highest decision maker level members of the local government in earlier phases of Project design to enhance the country ownership and sustainability.
Lessons on cost effectiveness: In the absence of better parameters to make a cost benefit analysis, for example, for capacity building projects, it is useful to look at similar projects that have been implemented to base the cost effectiveness on a comparison of costs Vs. outputs and outcomes.
Lessons on needs assessments: A detailed analysis of needs and barriers at the beginning of the project was undoubtedly a beneficial initial step. For this, contacting local experts, conducting in-depth analysis of local legislation and extensive research of the practical functioning of information flows proved to be a good approach. Discussions of the assessment of needs among stakeholders and project partners will enable the development of sound target oriented recommendations for project implementation. Also this needs assessment allowed to tailor the assistance to Hungary and Slovenia respectively since Hungary is far more advanced than Slovenia in environmental regulations and information access. For example, for Slovenia, the main task of the Project was to set up a legislative framework, and in Hungary it was to improve the practical arrangements and capability building of public authorities
Lessons on environmental citizenship projects: The media could play a vital role in this type of projects. Media has the power to create a supportive atmosphere for projects enhancing the rights of the public. The media can also assist to create pressure on the government to accomplish the necessary changes.
Lessons from existing projects: Replication efforts could also draw on a successful experience in Hungary, such as the project designed by the Ombudsman Office for Data Protection and Freedom of Information managed in cooperation with the Bacs Kiskun County. A special model has been gradually implemented in this county, where a commissioner for information, responsible for flow of information towards the public, has been established in every agency conducting public duties (including Police, Environmental Inspectorate, Public Health and Sanitation, Water Management Directorate, etc.). That project did not present any special budgetary requirements, only reorganization of staff. The office of ombudsman prepared materials, conducted site visits, lectures, consultations and provided technical assistance.
Lessons on replicability: Capacity building projects to enable activities or to produce change in government sectors should outline a comprehensive capacity building system post-project for a significant segment of relevant public officials to produce effective changes. This replication outline should incorporate the lessons learned and could include courses to train-the-trainers. Furthermore, according to EMLA (one of the Hungarian NGOs involved in the project) several project participants seemed to be prepared to use the Handbooks to train colleagues at other agencies. The project could have built on this initiative.
1) While there were many common obstacles to the provision of information in Hungary and Slovenia, there do exist a number of barriers and issues unique to each country. Thus, combining country-driven approaches with regional ones was an efficient strategy supported by the country project partners.
2) Flexibility to incorporate bottom up initiatives by project partners increased interest and country ownership and led to better cooperation with government and NGO stakeholders.
3) Broad input by NGO, governmental and other stakeholders, along with transparency, helped to mobilize experience and expertise and gain support for the project. This helped make the project more acceptable to government officials and contributed to its overall success. However, it also became clear that it is imperative to develop the genuine support of high-level officials in order to make sure that project results are implemented.
5) The Needs Assessment reports prepared in the first phase of the project presented an excellent and thorough basis for defining project activities, priorities, and more specific outputs. It would be even more helpful to prepare such needs assessments as part of the designing phase of projects. However, this would need a different approach in the GEF project cycle, including provision of a certain amount of early funding, to enable applying organizations to be involved.
Key results:
1. High quality needs assessments were conducted on how to improve public access to environmental information in Hungary and Slovenia.
2. Capacities were increased for improving access to information in both countries via workshops, study tours and printed and electronic information.
3. A new quality of cooperation was achieved between NGOs and government officials.
Many representatives from other Danube countries participated on the final workshop in Slovenia in October 2001. This meeting was used not only for dissemination of the Project results, but also for identification of the needs in participating countries, in order to determine the basis for continuation of the Pilot Project. This is an effective step to actively include representatives of target countries into design and implementation of follow up projects. The project should have outlined a comprehensive post-project capacity building system for a substantial segment of relevant public officials in Hungary and Slovenia to achieve the Development Objective, particularly from regional offices.
",nav,,IWA,"Ratification of the Aarhus Convention in Hungary and mobilization of capacities to improve access to environmental information in Slovenia. For example, an NGO coalition for Aarhus ratification now works in Slovenia, and REC Slovenia has set up a new project "Towards Efficient Access to Environmental Information and Public Participation in Slovenia through Ratification and Implementation of Aarhus Convention", which is based on outputs of the GEF Project and is currently achieving its first successes. Also collaboration and communications between NGOs and government officials has improved and there is a positive attitude in government officials regarding information requests. For example, shortly after a joint workshop, improved collaboration between the Clean Air Action group and the Central Danube Valley Water Authority in Hungary led to an exceptionally prompt solution of illegal timber logging in the Danube River valley. Another example was better cooperation between the Ministry of the Environment, the Ministry of Transportation and Water Management and NGOs in Hungary; and
",nap,,IWA,"Good opportunities for influencing legislation drafting in Slovenia. RFF and NYU prepared the "Option Paper on Confidential Business Information" and the "Public Access to Environmental Information and Data - Practical examples from the US, EU and CEE", which could play a key role in new legislation. Also high quality materials to improve public participation. Specifically the two guides prepared by RFF and NYU and the Government of Hungary: the "Model Citizen Guide", and the "Model Guide for Government Officials". The quality and usefulness of these guides were highly praised by their target audiences because they provide plenty "ready to use" ideas and because they can be used to transfer information to other institutions in the country.
",nap,,nap,,nap,,nap,,nap,,-1,,-1,,nap,,"Legal, institutional and practical barriers to public access to environmental information in Hungary and Slovenia identified and analyzed. [Target: One Needs Assessment completed for each country.]
Barriers to the public access of environmental information were identified, described and analyzed in two Needs Assessments, one each for Hungary and Slovenia. The Needs Assessments were used as a basis to identify priorities for the project activities, and were made broadly available on a project website. Barriers were illustrated through case studies that were later used as concrete implementation examples in capacity building workshops. The final project recommendations dealt with options for removing these barriers. This project phase may prove highly valuable for other countries beyond the two pilot ones.
INDICATOR #2: Capacity built in the governments of Hungary and Slovenia to establish the legal, institutional, social and practical infrastructure that is a prerequisite to increasing public participation in efforts to protect the Danube from nutrient and toxic discharges. [Target: Three capacity building workshops and one study tour completed for Hungarian and Slovenian government officials and NGO representatives.]
• Four capacity building workshops were organized, two in each country. A final capacity building event was organized in the form of a joint regional workshop where the results and lessons learned were discussed and evaluated in the presence of government and NGO experts from other Danube countries. While the Hungarian participants decided to focus on institutional and practical improvements, Slovenian participants concentrated on legislative improvements.
• A study tour was organized for three government officials and one NGO representative from each country to visit the Netherlands and the US. Participants got a substantial overview of legislative background as well as particular information about implementation mechanisms and daily practices of the host country governments on how to provide and access information regimes. Sessions were held on how to apply in practice the experiences gained in the Netherlands and US in Hungary and Slovenia. The tour participants prepared a report for their countries assessing the lessons learned, and made recommendations on experiences and practices that could be used in their countries. The project and its materials were presented in several different Aarhus Convention-related events in both countries and in an NGO national meeting in Hungary.
• At the request of the Hungarian and Slovenian project participants, a 3-day “mini study tour” was organized to provide opportunities for learning and exchange. Slovenian participants had meetings with key officials of Hungarian environmental and water related Ministries and were provided information on mechanisms to promote public participation.
• Hungary ratified the Aarhus Convention on July 3, 2001, a goal that was supported by the project.
INDICATOR #3: Reinforcement of the role of non-governmental actors in efforts to reduce discharges into the Danube. [Target: Improved legislative and institutional framework and better government practices to provide more opportunities for NGOs to access information and to participate in environmental decision-making.]
In both model countries, representatives of the governmental and NGO sectors appreciated the opportunities provided to discuss controversial issues, to gain better understanding, to eliminate prejudice and to build mutual confidence. One example of this is the cooperation between the Clean Air Action group and the Central Danube Valley Water Authority in Hungary. Shortly after a joint workshop, their cooperation led to an exceptionally prompt solution of illegal timber logging in the Danube River valley.
INDICATOR #4: Materials developed and disseminated concerning replicable elements of the pilot program. [Target: Printed materials and website developed and disseminated.]
The results of the project were disseminated through: the project list-serve; a major e-mailing to approximately 600 people worldwide who follow public access to environmental and water related information issues; communications through IW Learn; and the web sites of the Regional Environmental Center for Central and Eastern Europe and project partners. Printed outputs included a Citizen Guide and a Practices Manual. A Hungarian handbook for public authorities was mailed to all project partners and participants, relevant national government officials and the environmental officials of 1500 municipalities.
[see 2042]
,[see 2042]
,,nav,,IW4,"In 1998, the Danube River Protection Convention (DRPC) came into force after it was ratified by 8 Danube states and the European Commission.
",IW4,ICPDR
,nav,,IW3,TDA 2006
,IW3,,nap,,nav,,nav,,0,,0,,nav,, 3522,CTI Timor Arafura LME,UNDP,,Indonesia; Papua New Guinea; Timor-Leste,FSP,Large Marine Ecosystem, CTI Arafura and Timor Seas Ecosystem Action Programme (ATSEA) - under the Coral Triangle Initiative,Regional,LME,[],"SIDS (Asia), South-Eastern Asia, Melanesia, SIDS (Oceania), Small island developing States",Timor Sea; Arafura Sea; North Australian Shelf (LME),Under Implementation,International Waters,,2008-04-23,2014-12-30,,Mr. Gabriel Antonius Wagey; Mr. James Cannon; Mr. Lourenco Borges Fontes; Mr Adi Pramudya; Mr. Jose Erezo Padilla; Mr. Achmad Poernomo; Mr. Nilanto Perbowo,2.65,,,8.10,,GEF - 4,,,,,,,LME,http://atsea-program.org,,OP1 - Arid and Semi-Arid Ecosystems,"United Nations Office for Project Services (UNOPS); Department of Environment and Water Resource(DEW) Australia; Department of Agriculture, Fisheries and Forestry (DAFF) (Timor Leste); Ministry of Marine Affairs and Fisheries, Indonesia ",,,,,nav,,IW1,,IW1,,nav,,IW2,,IW2,,nap,,nav,,nav,,0,,0,,nav,, 113,Lake Ohrid,WB,42042,Albania,FSP,River/Lake,Lake Ohrid Management,Regional,Lake,[],Southern Europe,Ohrid,Project Completion,International Waters,,1997-04-30,2004-12-30,,Mr. Dejan Panovski; Mr. Aleksandar Nacev,4.28,,,25.58,,GEF - 1,,,,,,,Lake,,,8,Macedonia; Ministry of Environment & Physical Planning; Albania; National Environmental Agency,IWC6 Results Note (2011),"Project scope and implementation schedule should be realistic, carefully considering the existing capacities of the client governments and providing for an initial learning period.
During Project preparation, technical Project components should be linked to performance-based contracts with specific data collection and reporting requirements.
performance indicators should be selected based on a simple model that links Project interventions to expected outcomes so the indicators can be used to judge Project effectiveness.
Early intensive efforts in public education and awareness can pay off in stronger stakeholder involvement and active participation in pilot/demonstration projects and development of future priorities for management action.
Longer Project terms allow personal relationships and trust to develop, which can facilitate transboundary cooperation and consensus-building.
GEF support can have a catalytic role leveraging spin-off projects that greatly enhance the core investment.
Continuity in the Bank supervision team can improve relationships between the Bank and the client countries and allow for consistent growth, problem-solving, and evolution in Project activities and implementation strategies.
Project extensions in longer time increments would facilitate planning and support the transition to regular operations.
Patience does pay off.
1. Maintenance of average lake nutrient concentrations, particularly phosphorous, below critical levels at which the current oligotrophic state can be sustained
2. Reduction in nutrient and microbiological (E-coli) loads in the lake’s tributaries and other inflows.
3. Development of capacity of public officials in the Lake Ohrid Watershed to enforce each country’s environmental laws, regulations, standards and policies.
INDICATOR #1: Adoption of recommended changes in legal acts, regulations and policies and more effective enforcement of environmental laws, regulations, standards and policies. The project assisted in the development of a new “Agreement for the Protection and Sustainable Development of Lake Ohrid and its Watershed” which significantly expanded the composition and powers of the Lake Ohrid Management Board comprising representatives from both countries. The project contributed to the process of revising environmental legislation that would regulate environmental assessment of new projects.
INDICATOR #2: Participatory Watershed Management Committees (PWMC) adopt watershed Action Programs to promote future targeted and priority activities and programs to protect the Lake and its watershed. A community awareness program was developed and implemented that helped establish effective WMCs. Comprehensive watershed Action Programs were completed by the PWMCs and joint Action Programs were endorsed by the Lake Ohrid Management Board. Priority actions were further endorsed by the government of Macedonia
The objective, to provide a transboundary, comprehensive approach to the management of the Lake Ohrid watershed, combining restoration, conservation and protection of the lake with sustainable use of its natural resources, was codified into a new transboundary treaty “Agreement for the Protection and Sustainable Development of Lake Ohrid and its Watershed.” This treaty was signed by both countries in June 2004 and fully ratified by both countries in the spring of 2005. It provides a sustainable legal framework for long-term watershed management that is proactive and fully consistent with the EU Water Framework Directive. While implementation is just beginning and much depends on how this occurs, it is rare for a project to result in a completely new and comprehensive legal structure for joint management among two countries. The negotiation, signing and ratification of this treaty are significant achievements and bode well for the future. The LOCP was the first GEF project of its kind in Southeastern Europe, and it has been recognized internationally as a successful model of bilateral management of transboundary resources. Delegates at a 2003 Athens conference hosted by Greece, during its Presidency of the EU, and the World Bank recommended that others in the region use the lessons learned in the LOCP to help guide their projects, especially noting how joint activities at the local level had significantly strengthened the collaboration between the two countries (The World Bank 2003). The long-term project goal, to conserve and protect the natural resources and biodiversity of Lake Ohrid, has been enabled and can be achieved with continued efforts under the new agreement. Three years of monitoring document water quality concerns, but also a diverse ecosystem that remains resilient. Although the amount is unquantified, nutrient loads have undoubtedly been reduced by project activities, (particularly the construction of manure platforms and the reforestation projects) and substantial investments of other donors in wastewater collection and treatment are underway and will significantly increase these reductions. The average lakewide phosphorus concentration is still below the level usually used to indicate oligotrophic condition. The Project’s “State of the Environment” analysis shows that changes in species composition are occurring, and some hot spots of concern exist, but no species have been eliminated and the overall condition of the ecosystem is still acceptable. As the transbounday treaty and joint Action Program are implemented, additional improvements in the ecosystem should occur.
Lake Ohrid Watershed Committee
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610,Ballast Water,UNDP,,Brazil; China; India; South Africa; Ukraine; Iran Islamic Republic of,FSP,Toxic Substances,Removal of Barriers to the Effective Implementation of Ballast Water Control and Management Measures in Developing Countries (GloBallast),Global,,[],"Southern Africa, South America, Central Asia, Southern Asia, Eastern Europe",,Project Completion,International Waters,,1999-05-06,2005-05-25,,Mr. Jose Matheickal; Mr. Dandu Pughiuc; Mr. Jean-Claude Sainlos; Mr. Steve Raaymakers; Dr. Andrew Hudson,7.61,,,11.44,,GEF - 2,,,,,,,,http://globallast.imo.org,,10,International Maritime Organization (IMO),Results Note (2013),,,,nav,,IW3,Ballast Water Convention 2004
,nap,,IWA,"As a direct service to national governments, the project provides guidelines on national legislation that would facilitate the implementation of international conventions.
",nap,,nap,,nap,,nap,,nap,,-1,,-1,,nap,,"The project promotes awareness of the value of marine-related international conventions among nations. But more importantly, it seeks to develop national capacity to ratify and implement these conventions through database, marine legislation training, and opportunities for public sector-private sector partnerships.
" 3314,Senegal Fisheries,WB,92062,Senegal,FSP,Fisheries,Sustainable Management of Fish Resources - under the Strategic Partnership for a Sustainable Fisheries Investment Fund in the Large Marine Ecosystems of Sub-Saharan Africa,National,,[],Western Africa,Canary Current (LME),Under Implementation,International Waters,,2005-11-14,2012-06-30,,Mr. Andrei Klimenko; Mr. John Fraser Stewart,6.25,,,25.15,,GEF - 3,,,,,,,,,IW-2; IW-3,8,"Ministry of Maritime Economy, Maritime Transport, Fisheries & Fish",IWC6 Results Note (2011),,"This project has been under implementation since late 2009, and has achieved considerable progress in establishing collaborative management partnerships with a number of communities
1. Continued support to the four pilot communities co-managing the coastal fisheries in central Senegal, resulting in implementation of a number of measures such as closed seasons, reserved fishing zones and increased mesh sizes for fishing nets.
2. Expansion of these first four pilots, to establish legally-recognized partnerships between the Government and eight more coastal communities in central Senegal.
3. Launch of a new fund to support alternative livelihoods to fishing in the above communities.
INDICATOR 3. 8 new co-management sub-project proposals are approved as legal agreements with the Government and successfully implemented by the end of the project.
8 sub-project proposals have been prepared by the communities (i.e. the CLPs), and are currently under review by the Government.
INDICATOR 1. 8 new Local Fishers’ Committees (CLPs) legally established in the central coastal region, within the first 18 months of implementation
Completed, in each of the 8 new sites in the central coastal region of Senegal, communities have organized legally recognized associations of fishers, that could formally manage the fisheries
INDICATOR 2. 4 consolidated local fisheries management plans are approved by the relevant Local Artisanal Fishers’ Councils (CLPAs) within 24 months of project implementation, and implemented by the end of the project.
Target is not yet due, the CLPAs are in the process of preparing the plans.
1. Joint bilateral structures (Skadar5Shkodra Lake Commission (SLC), SLC Secretariat and Working Groups are operational, sustainable and implementing priority joint activities identified in SAP
2. Solutions for decreasing toxic and non toxic pollutants entering into Lake Skadar Shkoder identified and actions
taken to reduce contamination
3. Regulatorycapacity, infrastructure and community level mechanisms and incentives in place to support natural resource management and sustainable tourism development
A Memorandum of Understanding (MoU) for cooperation in the field of environmental protection and sustainable management of natural resources is signed between the Ministry of Spatial Planning and Environment of Montenegro and Ministry of Environment, Forestry and Water Administration of the Republic of Albania, through which the parties agreed to develop bilateral cooperation in the field of environmental protection and sustainable management of natural resources including Skadar-Shkodra Lake and functioning of cross border structures such as the SLC and WGs.
An Administration of the Managed Nature Reserve in Albania consisting of 26 persons is established by the Ministry of Environment Forestry and Water Administration and is functional, and prepration of a Management Plan for the Nature Reserve is ongoing.
A bilateral Agreement between the Ministry of Tourism and Environment of Rebublic of Montenegro and Ministry of Environment, Forestry and Water Administration of Republic of Albania for the Protection and Sustainable Development of Skadar-Shkodra Lake was endoresed by both parties.
",IV2,"A high-level Skadar-Shkodra Lake Commission (SLC), its Secretariat and 4 joint Working Groups (WG) has been established and operational. The mandate of SLC is to monitor implementation of strategic documents drawn by the two parties for the conservation and management of the Lake; the mandate of the WGs is to facilitate discussions on specific issues and to steer joint program implementation. It has been agreed that these joint structures (SLC, Secretariat and WGs) will remain sustainable beyond the project closure.
Shkodra
Lake Commission (SLC), Secretariat and Working Groups are established and operating. One year before LSEIMP closure, these joint structures financing will be included in Governments’ budgets to ensure sustainability.
Vranjina village sewage collection and WW not yet established
,IV3,,IV3,,nap,,nav,,nav,,100,A Transboundary Diagnostic Analysis has been conducted and a Joint Strategic Action Program (SAP) for Lake Skadar-Shkoder has been prepared. Both these documents have been approved and SAP endorsed by Albanian and Montenegrin Ministries of Environment.
,0,,IV3,,"Final hydrological model completed; its outreach and dissemination is under way
Development of the Study on waste inventory, site investigation, option analyses and feasibility study for the KAP (Aluminum plant Podgorica) hazardous waste containment is currently ongoing. Future Remediation of the KAP waste dump facility (based on the feasibility study produced within this Project and the financing provided from the Government of Montenegro) would protect drinking water supplies, increase real estate values, improve the ecosystem, and reduce some of the local populations’ pollution-related concerns.
INDICATOR#3 Lake Management Plan completed and actions taken to legally operationalize the plan.
Status: Preparation of Management plan for Lake Managed Nature Reserve in Albania and Development of Lake-wide Management Strategy, including Fishery Management Plans is ongoing.
INDICATOR#4 Government of Montenegro/KAP owners (Rusal) agreement on preferred solution and joint Action Program for containment/disposal of hazardous waste dump site at KAP site Status: draft KAP site investigation report has been prepared; best practice option for site investigation and Feasibility study have been initiated.
INDICATOR#5 Increased local understanding of and engagement in sustainable tourism and natural resource management Status Socioeconomic study has been completed; Public awareness campaign is ongoing and so far included joint organization of school children eco-camp
[see 2263]
,[see 2263]
,,nav,,IW2,,IW3,,nav,,IW2,,IW3,,nap,,IW1,,nav,,0,,0,,nav,, 2263,Black Sea Rehabilitation,UNDP,,Bulgaria; Georgia; Romania; Russian Federation; Turkey; Ukraine,FSP,Large Marine Ecosystem," Control of Eutrophication, Hazardous Substances and Related Measures for Rehabilitating the Black Sea Ecosystem, Tranche 2 ",Regional,LME,[],"Western Asia, Eastern Europe",Black Sea (LME),Project Completion,International Waters,,2004-05-21,2007-07-31,,Dr. Vladimir Mamaev; Mr. Andrew Menz; Dr. Yegor Volovik; Ms. Iosefina Lipan; Ms. Figen Canakci-Erpek; Ms. Basak Gunduz ; Dr. Bill Parr; Mr. Nick Remple,6.00,,,11.33,,GEF - 3,,,,,,,LME,http://archive.iwlearn.net/www.bsepr.org/www.bsepr.org/index.htm,,8,United Nations Office for Project Services (UNOPS),"UNDP Terminal Evaluation (2008), 2013 IW Results Note","1. The TDA/SAP approach in the GEF IW Programme has proven its value across many projects. Lessons from the BSERP suggest that the process of revising TDAs and SAPs should not be the rational for a continuation project. It is important to reassess and update environmental status, and to identify possible changes in pressures, and the TDA provides a very good format for this. However TDA revisions and SAP updates should be periodic/ongoing activities managed by the transboundary waters commissions, with project PIUs playing a supporting role. Taking this responsibility to an internationally funded project runs the real risk of lowering country ownership and responsibility. Of course, there needs to be a well-managed and adequately funded Commission in place to take on TDA/SAP development responsibilities
2. The BSERP utilized an independent scientific body (e.g BSERP International Study Group) to identify the agenda for applied research through the joint research cruises. This concept should be considered for replication in other projects. An ISG enables top scientists in the region to engage with the project, and ensure that applied research efforts are science rather than policy driven. The BSERP ISG ran into some difficulties with the publication of information culled from the research cruises. It took far too long to get information out, and there have been reported instances where published works from the research effort did not cite the financial contribution of UNDP/GEF/BSERP.
3. The Black Sea region during the last 10 years has witnessed a significant reduction in support for marine sciences and regional research institutes. Previously well-staffed and funded institutes were stripped of their funding and in a precarious financial position. IW projects like the BSERP have become a critical lifeline for research on marine and riverine issues. This suggests a two-fold consideration: first the extent to which national support for the participating research institutes should be a pre-condition for GEF support, and then consideration on the types of support – such as training and capacity building, that should be included in the project activities. Central and eastern European countries are full of laboratories with high priced internationally-funded machinery but no spare parts or consumables, few technicians with the skills to operate the machinery, and few assignments where the machinery is needed.
4. The BSERP Steering Committee made a strategic decision during the project first phase to hire full time paid Country Team Leaders in each of the six countries to help coordinate activities. The decision was made based at the urging of the participating countries and reflecting some difficulties in getting the involved Ministries to follow through on expected commitments. The CTL effort received generally strong support from the stakeholders interviewed, raising the question whether this approach should be replicated in other projects.
There can be some benefit to taking a CTL approach to project management in special cases, however this approach should be avoided where possible due to significant downside risks. On the positive side, hiring CTLs can enable projects to expand country activities and improve coordination in situations where the responsible agency is not managing the effort well. As to the downside risks:
o CTLs constitute a major cost factor for multi-country projects. What is typically expected as a co-financing cost born by the partner countries becomes an administrative cost to the project – thereby reducing available funds for demonstration projects and other technical assistance.
o There is an important issue at stake concerning country ownership and sustainability. If the countries are not financially responsible for in-county project management, they are less likely to have a stake in the outputs and productivity of the CTLs and project as a whole.
o If the in-country coordination is paid for by the project – then at the end of the project there are likely to be problems in terms of sustaining the effort. The BSERP devised a phase out strategy over the final 18 months to scale back CTL financial support – with the expectation that the countries would escalate their support.
o If CTL‟s are to play a technical role they need technical skills. This requires a transparent CTL selection process that can identify persons with the requisite technical capabilities.
o CTLs paid for by the project but selected by the responsible Ministry officials encounter loyalty and „chain of command‟ pressures. Who are they responsible to and how can they be replaced if they fail to perform their proscribed duties?
The reality in some countries is that the responsible Ministries and their staff are already overburdened and have little capacity to take on more obligations, and budgets are not increased to cover the in-kind contribution obligations made when signing up for the GEF project. It may be that future GEF projects can address this issue through carrying out a more extensive needs assessment of each participating country during project development, and generating a more detailed and „honest‟ assessment of expected country in-kind contributions. Such an approach could lead to a differential support structure for projects – where countries may be eligible for direct support for in-country coordination if it is clear they cannot participate otherwise. More capable countries would then be supported only through indirect mechanisms such as demonstration projects. The UNDP/GEF Danube Project experienced this situation during the second phase and elected to hire a full time CTL only for Bosnia-Herzegovina, which was well-justified on the basis of the split government structure in that country.
5. Exit Strategies can help countries focus on the eventual closure of a GEF support project and consideration of what they will do to sustain and replicate activities. The BSERP/BSC Exit Strategy is quite brief and lacks an array of options (based on available budget) nonetheless, it includes useful comments and recommendations, and it builds upon the institutional review developed for the BSC, so the two taken together constitute a reasonable consideration of how to strengthen the capacity of the BSC to carry out its intended mission(s) over the short, medium and long terms.
6. One of the key concepts behind Exit Strategies is to set in motion a gradual phase out of project support, especially for Commission and Advisory Group meetings, with the partner countries increasing their budgets to compensate. The BSERP Exit Strategy establishes no such recommendations for funding phase down, and there is no indication that discussions were held with the Commission members (in their dual role as Steering Committee Members) on a phased transfer of financial responsibility.
7. The institutional strengthening aspects of GEF IW projects, especially when they include support for a Permanent Secretariat, need further consideration and revision. In the Black Sea project, similar to the Danube experience, the relationship between project PIU and Commission Secretariat is complicated and fraught with potential problems – especially relating to span of control and decision-making authority on how budgets are allocated. Project Documents need to clarify in far greater detail this relationship. For the Black Sea, the problem was initially exacerbated by having a separate steering committee structure for the Project and the Commission. During the 2nd phase, this was altered, with Commission members also participating as Project Steering Committee members.
8. The BSERP small grants effort builds upon successful small grants sub-programmes in several of the GEF full size projects. In light of these achievements, UNDP and GEF should consider expanding the budget for NGO small grants components, but better integrating them into the strategic planning for many of the planned project outputs. So, for example, NGO small grants should be a key aspect of the communications and public awareness strategy, with NGO‟s providing specific inputs that help the project meet its strategic aims. Likewise, there should be room for NGO participation in pilot studies, environmental monitoring, education and training activities.
1) BSEP and BSSAP corresponded to the countries' priorities and were implemented at the onset of the regional co-operation towards the Black Sea protection. Thanks to these merits, the projects achieved remarkable results--some of them of historical importance--despite challenges. Both projects illustrate well-conceived development concepts, and are examples of the importance that timely implementation of a project has long-standing impacts on beneficiaries.
2) The multifaceted nature of IW projects means that a variety of skills are needed in project teams, including the “diplomatic” skills required to coordinate with senior government officials, to push legislative recommendations, and to provide training and capacity building. In addition to ensuring these skills receive prominence during team selection, there may be benefit from developing a Project Managers manual, with advice for teams as they begin.
3) The BSERP utilized an independent scientific body (the BSERP International Study Group) to identify the agenda for applied research through the joint research cruises. This concept should be considered for replication in other projects. An ISG enables top scientists in the region and world-wide to engage with the project. It can ensure that applied research efforts are science rather than policy driven, with results duly informing national decision-making process. A key challenge in this approach is to develop a clear set of agreed objectives and timetables for ISG deliverables, closely aligned to the overall project objectives.
4) While deployment of Country Team Leaders (CTLs) by the BSERP has been seen by many stakeholders as being beneficial to its implementation, there are associated downside risks to this approach. It imposes an administrative cost to the project, reducing available funds for demonstration projects and other technical assistance. Also, while the intent is to increase country ownership and engage with national stakeholders, if the countries are not financially responsible for in-country management, ownership may lag and long-term sustainability becomes at risk. To counter the second risk, the BSERP devised a phase out strategy over the final 18 months to scale back CTL financial support – with the expectation that the countries would escalate their support.
1. A Transboundary Diagnostic Analysis (TDA) was prepared, leading to a Black Sea Strategic Action Plan, and both were revisited after 10 years and updated in Phase II of the project.
2. All six Black Sea countries developed National Strategic Action Plans.
3. The key issue identified in the TDA/SAP – the need to reduce nutrient inputs to the Black Sea, especially from the Danube – was addressed through investment, policy and regulatory reform, capacity building, scientific research, and public outreach, resulting in reduced Danube pollution loads and clear signs of recovery of the Black Sea ecosystem, including the elimination of the NW shelf hypoxic zone.
Convention
,IW3,"Operational structures and management tools of the Black Sea Commission were strengthened, including an Institutional Strengthening Review and an Exit Strategy.
• A draft Legally Binding Document on Fisheries was approved by the BSC in 2004.
• Integrated Coastal Zone Management (ICZM) was strengthened in line with EU Directives. Romania and Bulgaria implemented national laws and management instruments specifically on ICZM, while Georgia and Ukraine had draft ICZM laws in hand and Turkey carried out an ICZM pilot.
• The Protocol for Land-based Activities (LBA) was concluded and adopted as a draft and was being facilitated through the national and regional negotiation process.
The TDA has been both updated and renewed, reflecting the recent GEF „best practises‟. The TDA has been published as a report as well as in a web-based version, accessible via the website of the BSC. Achievement for this output can be considered satisfactory.
The TDA though has been issued rather late. A preliminary first draft was available in autumn 2006; the final draft was issued in January 2007. A combination of factors is responsible for the delays, including the time needed by the PIU for planning, for identification of local experts and for issuing subcontracts; the time needed for acquiring the data (there were 66 contributing specialists); data being provided in various formats (despite prescribed templates) and with a varying quality (requiring extra checks).
The SAP revision effort was carried out in the project 2nd phase, commencing after the TDA was completed in January 2007. The development process utilised a SAP Drafting Team including participants from each of the Black Sea countries. The SAP was revised, with the principle innovation being the introduction of Ecosystem Quality Objectives and a series of accompanying phased, step-by-step short, medium and long term targets.
",nap,,IW2,"Recognizing its deficiencies, in particular with respect to data accuracy and the exclusion of potentially important pollution sources, such as Istanbul, the revised TDA still represents a significant improvement over the previous TDA and provides a clear and up to date consideration of the pressures and measures of concern to the Black Sea ecosystem. The text has received favourable comments from the Commissioners, Secretariat and other key stakeholders and can be expected to provide the Commission and participating governments with a useful tool for identifying cooperation priorities.
The Technical Draft SAP was compiled during the later stages of the project, and is now being revised and further jointly developed by the BSERP and BSC. A consultant working for the Black Sea Commission has been detailed to make revisions, supported by a full-time BSERP PIU staff member.
There have been extensive negotiations with all of the countries, and major revisions to the draft based upon country comments. Nevertheless the current document bears a strong similarity to the Technical Draft SAP produced in December 2007. The PIU has high expectations that an updated SAP will be signed by all parties later this year
• A leaflet “Land-based Sources of Pollution in the Black Sea - Protecting our sea” was published in all six Black Sea languages and in English.
• Maps from each of the countries, together with supplementary reports setting out fish nursery and spawning grounds, were compiled and added to Annex IV of the Biodiversity Protocol.
• The Black Sea Integrated Monitoring and Assessment Programme (BSIMAP) became operational in all six riparian countries, providing indicators, tools, manuals, and pilot monitoring exercises to evaluate changes over time in the coastal and marine environment.
• In the sphere of oil spill prevention and remediation, sensitive areas have been mapped; a Contingency Plan has been developed; and dry run exercises implemented on a regular basis. During accidents in the Kerch Straits in 2007, the contingency protocols and communication routes were utilised and considered effective. VTOPIS (Vessel Traffic Oil Pollution Information System) software has been installed on computers in the Bulgarian Marine Administration as a demonstration project.
• Four research cruises were carried out to assess input of nutrients and hazardous substances in the Black Sea.
• BSERP facilitated (including financially) the First Biannual Scientific Conference: “Black Sea Ecosystem 2005 and Beyond.”
• NGO registries were developed for each of the six countries. In 2006, 30 NGOs from all six Black Sea countries participated in an NGO workshop sponsored by BSERP to identify and prioritise NGO activities in the region and identify NGO capacities and skills. The following year NGO training sessions were held in all countries except Russia to promote environmental education, raise awareness on environmental issues in the Black Sea region, improve NGO networking, and improve communications skills.
• Two GEF-funded Small Grants Programmes supported community actions for awareness of nutrients and hazardous substances in the marine ecosystem. Tens of thousands of pages of information materials were published and disseminated in more than 100 public events and dozens of local community actions, triggering hundreds of media reports.
• The 2006 Black Sea Day was a major success with over 200 events and activities; media coverage reaching an audience of 8 million; significant in kind contributions from NGOs, local companies and media; and the distribution of 27,000 branded items. The 2007 Black Sea Day continued to successfully draw attention to Black Sea ecosystem and water quality issues.
1. The North Budapest Wastewater Treatment Plant was upgraded and commissioned in April 2011, to provide tertiary wastewater treatment, resulting in a reduction in the discharge of total Nitrogen and Phosphorous from the Plant into the Danube River by 72 and 75 percent, respectively; ammomium-nitrogen discharge reduced by 91 %. Other wastewater discharge parameters from the Plant such as removal of BOD have also improved significantly
(92%).
2. About 2500 hectares of wetlands within the Gemenc and Beda-Karapancsa areas located within the Duna Drava National Park have been rehabilitated to improve their nutrient (N&P) trapping capacity, and 4500 hectares are expected to be rehabilitated by the end of October 2011.
3. Project results on nutrient reduction using both conventional and wetland rehabilitation mechanisms and related scientific findings have been widely disseminated through various media and fora including workshops, conferences and other knowledge sharing events in the Region and beyond.
A comprehensive monitoring and evaluation (M&E) system for monitoring the nutrient reduction capacity of the wetland system in the project area has been developed and installed through the project.
• INDICATOR 1 (Target: M&E system fully operational): The M&E system is operating in a satisfactory manner in the completed sub-projects and is expected to operate in remaining areas once outstanding works are completed.
• INDICATOR 1 (Overall improvement to the water regime in Gemenc and Beda Karapancsa wetlands) (Target: Monitoring system installed and 5 interventions successfully undertaken). The Monitoring system was successfully developed and installed in the pilot areas and all five interventions are under construction.
1. One of the inter-municipal environmental infrastructure pilots (Nangang WWTP - 75,000 m3/day) has been completed and put into operation since March 2011 to serve for two districts in Guangzhou
2. Guangdong Environmental Protection Bureau (GDEPB) has setup advanced data collection facilities/systems to monitor all the key pollution dischargers in Guangdong Province and published the processed monitoring result at their public website (in the format of water quality rating)
3. A bidding document is under preparation for procurement of services of an operator for the Hazardous Waste Management (HWM) facilities in Guangzhou.
Reduce pollution loading to the Pearl River Delta and South China Sea through increased inter and intramunicipal environmental services delivery. All municipalities signed onto the PRD Clean Up Campaign, some were progressing faster than others and some had plans significantly out of pace with the overall Provincial Plan (Clean Up Campaign/Revised PRD Environmental Plan)
Regional agencies collecting and sharing relevant water quality data. GDEPB has setup advanced data collection facilities/systems to monitoring all the key pollution dischargers within the Pearl River delta inside the Guangdong Province, and published the processed monitoring results at their public website (in the format of water quality rating). The extent of sharing data still needs to be appreciated, as well as the impact of the investments just completed on the reduction of pollution on the water bodies.
Catalyzing regional, e.g. Hong Kong and Macau SAR, pollution reduction measures.Guangdong-Hong Kong Collaboration agreement are enacted to support for a regional environmental network for air quality, the decision from the central government on collaboration on water quality is yet to take place [Guangdong, Hong Kong and Macau Governments are jointly undertaken/ completed a study on the "Action Program for the Bay Area of the Pearl River Estuary", which highlighted for action on the cooperation in cross-boundary environmental protection, including ——Enhance the management of water resources and protection of aquatic environment——Undertake joint management of the regional atmospheric environment]
1. Nutrient releases reduction
2. Control of saline intrusion in the delta
3. Increased environmental flows
INDICATOR#1
(Increased interstate cooperation and capacity for trans-boundary water resource management, / and application of IWRM principles).
Development of River Basin Management Plan is a central activity of the project and a crucial pilot for all governments involved. It will deliver essential guidance that can be replicated) in other basins and contributes to B&H and Croatia's accession to EU.
The technical working group has been formed to follow up the preparation of the Plan in details, and consists of four members from B&H and Croatia.
The 1996 treaty between the two countries Republic of Croatia and Bosnia and Herzegovina established a joint Interstate Water Commission (ISWC) in order to regulate water management relations.
For implementation of joint activities under the NTMP, in 2009, the parties established Coordination Committee (CC). It is responsible for coordination and monitoring of joint activities, including water management plan development and provision of guidance for addressing the common issues. The CC regularly reports on joint activities and implementation progress to ISWC. CC receives the support from the Technical Advisory Group (TA). TA comprises experts from both Parties from water, environment, agriculture and energy sectors and representative of hydro-power plants, municipalities and nongovernmental organizations.
Improved water resource management and biodiversity conservation have been identified by both countries as key environmental issues in their National Environmental Action Programs (NEAPs).
The two National Action Programs (NAPs) for SAP MED implementation that were prepared by BiH and Croatia in 2005 are concentrated on the coastal areas and define the priority pollution reduction investments, focusing on nutrients and urban wastewater throughout the NTRB. B&H and Croatia have jointly identified protection of the Neretva Delta and improved transboundary and river-basin-level management as priority actions through the Regional Environmental Reconstruction Program (RERP) of the Southeast Europe (SEE) Stability Pact. The project will pilot a scheme to mitigate
saltwater intrusion into the Neretva Delta and reduce pollutants from agriculture into the Neretva River.
The approach, which was based on the experiences gained from AMAP’s long-term experiences, represents an excellent example of this type of study and has great potential for replication in other locations. The applied project approaches, sampling design and strategy, work with official authorities, public and NGO, the dissemination of project results represent a very good example for any other projects under UNEP and GEF umbrella.
",,,nav,,nap,,nap,,nav,,nap,,nap,,nap,,nap,,nap,,-1,,-1,,nav,, 2405,Lake Victoria Basin II,WB,85782,Burundi; Kenya; Rwanda; Tanzania United Republic of; Uganda,MSP,River/Lake,Transboundary Diagnostic Analysis and Strategic Action Program Development for the Lake Victoria Basin,Regional,Lake,[],Eastern Africa,Lake Victoria,Project Completion,International Waters,,2004-03-29,2006-12-29,,Mr. John Fraser Stewart; Mr. Hesbon Aligula; Mr. Christopher Nyirabu; Dr. Faustino Orach-Meza; Mr. Ernst Lutz,1.00,,,6.60,,GEF - 3,,,,,,,Lake,,,8,,IWC6 Results Note (2011),,"1-Participatory stakeholders consultative process, led to the preparation of both five national (Burundi, Kenya, Rwanda, Tanzania, and Uganda) and a regional Transboundary Diagnostic Analysis (TDA), together with the Strategic Action Program (SAP) were completed, under the coordination of the Lake Victoria.
2-Joint Commitment by five countries to implement the adopted SAP, which aims at addressing key transboundary issues, by promoting sustainable economic growth and reducing environmental stress in the Lake Victoria Basin.
Lake Victoria Basin Commission is established by a protocol for sustainable development of Lake Victoria basin under article 33 as a permanent apex institution of the community responsible for the lake basin. The objectives and broad functions of the secretariat of the commission is to promote, coordinate and facilitate development initiatives within the Lake Victoria basin.
The signing of the protocol for sustainable development of the Lake Victoria Basin on the 29th November 2003 and its ratification in December 2004, in effect cleared the way for the establishment of the lake Victoria Basin Commission.
INDICATOR 2. LCBC has been reformed, is operating more effectively and its capacity to sustainably develop LCB resources has been strengthened according to an endorsed IA. The Institutional Assessment (IA) was endorsed in the Extraordinary CoM (June 2008). CBOs and local stakeholders proposed and implemented projects addressing local concerns. National teams developed the National Action Programs for the implementation of IWRM.
",nav,,IW2,,IW3,"INDICATOR 1. Completion and adoption of the Strategic Action Program (SAP), with a framework, timeline and Financing Plan for implementation of priority activities The SAP was endorsed by the Council of Ministers in June 2008, but the Investment Plan for SAP implementation was not developed within the duration of the project.
",nav,,nav,,nav,,0,,0,,nav,, 2474,Fisheries Conservation,UNEP,,,MSP,Fisheries,Promoting Ecosystem-based Approaches to Fisheries Conservation and LMEs,Global,LME,[],"Eastern Africa, Middle Africa, Northern Africa, SIDS (Africa), Southern Africa, Western Africa, Caribbean, Central America, Northern America, SIDS (Americas), South America, Antarctica, Central Asia, SIDS (Asia), South-Eastern Asia, Southern Asia, Western Asia, Eastern Europe, Northern Europe, Southern Europe, Western Europe, Australia and New Zealand, Melanesia, Micronesia, Polynesia, SIDS (Oceania), Small island developing States",,Project Completion,International Waters,,2004-04-24,2008-04-30,,Dr. Gus Rassam,0.99,,,1.73,,GEF - 3,,,,,,,,,,10,UNESCO; Intergovernmental Oceanographic Commission (UNESCO-IOC); American Fisheries Society: World Council of Fisheries Societies,UNEP Terminal Evaluation (2008)," There is a need for appropriate project management and systematic M&E. Even if a project consists of relatively separate components that can be implemented more or less independently, it would be important to have an overall project coordinator with clear management responsibilities and who can exercise adaptive management, prepare workplans and suggest budget revisions. It is the responsibility of the implementing agency to ensure that an adequate structure and procedures are in place.
Systematic M&E procedures should be applied in the context measuring the success of training events and workshops in relation to the objectives of such events. By evaluating the use and application of new skills by participants post-training, guidance can be obtained as to how to make capacity building as effective as possible.
When working with partners that are not familiar with international development procedures or the planning and reporting requirements of UNEP (or other agencies), the implementing agency has to provide sufficient information – or evening training – to ensure that all involved understand and are able to adequately participate in progress monitoring according to prevailing requirements.
The closer the collaboration with project managers and decision-makers at the country level and in the field the better the chances that project results are taken up and used in management. GEF/LME project managers and country representatives should be involved from the beginning in project design in order for their needs to be reflected in project activities.
Adequate resources and activities need to be included for “bridging the gap” between science and practical implementation. It is not sufficient to train only scientists but opportunities have to given for scientists and politicians, managers and others to interact, the scientific results need to be promoted and direct support for local implementation of new approaches need to be ensured.
Disseminating results widely and paying special attention to reaching key target audiences is important to create awareness and solicit support also from secondary stakeholders and the general public. This may be particularly important with regard to a subject matter such as ecosystem-based fisheries management in an LME context that requires interdisciplinary and cross-sectoral collaboration and that is still a relatively new concept. Publishing reports in series that are widely distributed is essential in this respect. It is also important to publish results in a format and in a language that are suitable for the intended audience.
62. The Project was designed to play a catalytic role and for supporting GEF/LME projects in the development and implementation of scientifically sound approaches to ecosystem-based fisheries management. Unfortunately, as mentioned earlier, the database and network activities of Component 1 did not produce the results hoped for and the results of the other components have not yet been brought into wider application. Nevertheless, the catalytic potential of the main Project outputs remain and would appear likely to be realised in the future. The TE evaluator was
also informed by NOAA that the outputs already contribute positively to the GEF IW portfolio, the proposed UN Global Marine Assessment, the Assessment of Assessment process and the Transboundary International Waters Assessment although this information was not substantiated by written evidence.
63. The Project made use of existing approaches and structures, developing and adapting them to the needs of GEF/LME projects. The EwE, Nitrogen export and particle size spectra modelling approaches existed already but had generally not been adapted to developing countries and the LME management context. The Project worked more closely with some GEF/LME projects –through the participation of individuals from LME regions – but also developed basic models and information for all 64 LMEs in the world. As mentioned in paragraph 40 above, these Project results constitute tools that can be used for further work by individual LMEs or as a basis for global analyses and studies.
64. In order to capitalise on the catalytic potential of Project outputs, these – in particular the UNEP and IOC/UNESCO publications (see paragraph 60) – need to be disseminated as widely as possible to the key target audience of policy and decision-makers and managers involved in or having an influence on ecosystem, fisheries and LME management and be supported by outreach activities. Follow-up activities, both with regard to replication (additional training and workshops) and more direct support to their application at the LME level would also be important.
Previous discussions of lessons have identified trust as a major determinant of whether any network has the potential to be sustained. Trust embodies keeping promises― following through on commitments—and being consistently credible with information
used to inform and educate. Without question, these have been important keys to the network established in Namibia and South Africa throughout this MSP and even before the pilot phase of DLIST. In fact, this evaluation finds that the effort of EcoAfrica in general and the CTA in particular, laid an important foundation in developing trust among this region’s constituents. Although difficult to quantify, this will be an essential factor in whether the DLIST model can be established elsewhere, and careful attention will need to be given to fostering trust from the outset when expanding into new locations. Trust has to be engendered across all levels (i.e. technical projects, as well as government and local stakeholders) and this takes time to cultivate. EcoAfrica continues to do a good job in recruiting staff, as well as focal points and individuals, who engender trust and integrity and serve as local champions. From the interviews conducted, the relationships that have been developed by this cadre of specialists (i.e. multiple points of contact, as identified in the GEF Experience Note) have been an important factor in DLIST’s success thus far. DLIST should continue to be aware of this as it moves into different regions, and should approach establishing new networks along the lines and recommendations identified above.
Obviously, ICT has the potential to reach a broad constituency, even in regional developing environments where Internet connectivity is a challenge. But ICT is only a small part (and partial facilitator) of a larger challenge in developing and maintaining a community of practice. As stated in a recent, popular advertisement from CISCO Systems, a world provider of computer switches and electronic communication solutions: “Welcome to the human network”. Even among big business in developed countries, ICT providers recognize that technology merely provides a supportive, facilitating role and it is the relationships among people with similar interests in distant locations that will remain the most important ingredient. As demonstrated by DLIST, there are many formats and approaches to facilitate this, and its future should continue to use M&E as an adaptive mechanism to match the most appropriate tool(s) to local conditions.
Strategies to achieve a sustainable network are time and resource intensive to set up and maintain, and future DLIST operations will require the necessary support to establish and sustain them. Like the network marketing of products, some participants will remain brand-loyal and there will be attrition among others, but maintenance through routine communication and trust will be the foundation of success.
While maintaining such a network takes time and money, leveraging resources in small amounts and seeking win-win arrangements among local stakeholders fosters a sense of ownership, and has been proven as a successful strategy in Namibia and South Africa during this MSP. One observation that stood out during the evaluation interviews was the strong ethic expressed, especially by those interviewed in Namibia, concerning the responsibility of environmental and social stewardship for the future. This was not a once or twice observation, but a consistent philosophy and ethic expressed by professionals and local stakeholders. Identifying champions/leaders and then offering the appropriate leverage to realize a vision or dream for their local communities provides the kind of empowerment that proves a network’s worth, and fosters longer term commitment by its
members, and future leaders to assume the helm. DLIST has demonstrated much strength and experience in working toward such a goal, and with adjustments (of which it is already aware) and additional modifications, it will continue to serve as an important regional information network for the coastal and marine resources of Africa.
complete
,nap,,nap,,nap,,nap,,nap,,-1,,-1,,nav,, 2688,,IDB; IFAD,,El Salvador; Honduras; Nicaragua,FSP,Large Marine Ecosystem,Integrated Ecosystem Management of the Gulf of Fonseca,Regional,,[],Central America,Pacific Central-American Coastal (LME),Under Implementation,International Waters,,2007-06-12,2013-05-30,,Ms. Michele LeMay,5.60,,,26.92,,GEF - 4,,,,,,,,,IW-2; IW-3,9,,,,,,,,,,,,,,,,,,,,,,,,,,,,,, 5729,,UNDP; UNEP,,,FSP,,GEF International Waters Learning Exchange and Resources Network IW LEARN,Global,,[],"Eastern Africa, Middle Africa, Northern Africa, SIDS (Africa), Southern Africa, Western Africa, Caribbean, Central America, Northern America, SIDS (Americas), South America, Antarctica, Central Asia, SIDS (Asia), South-Eastern Asia, Southern Asia, Western Asia, Eastern Europe, Northern Europe, Southern Europe, Western Europe, Australia and New Zealand, Melanesia, Micronesia, Polynesia, SIDS (Oceania), Small island developing States",,Council Approved,International Waters,,2014-05-09,2019-06-30,,Mr. Mishal Hardenberg Hamid; Ms. Khristine Custodio ; Mr. Johannes Akiwumi; Mrs. Damaris Waigwa; Mr. Patrick Weiler; Ms. Isabelle Van der Beck; Dr. Vladimir Mamaev,5.12,,,17.39,,GEF - 5,,,,,,,Global,http://www.iwlearn.net,,,"International River Foundation; Global Water Partnership (GWP); International Commission on the Protection of the Danube River (ICPDR); World Conservation Union (IUCN); UNECE; Secretariat for the Convention on Protection and Sustainable Use of Transboundary Water and International Lakes Water; UNESCO; International Hydrological Programme (UNESCO/IHP); United Nations Industrial Development Organization (UNIDO); United Nations University, International Network on Water, Environment and Health (UNU-INWEH); World Wildlife Fund (WWF); The Nature Conservancy (TNC); Conservation International (CI)",,,,,,,,,,,,,,,,,,,,,,,,,,,,, 5765,,WWF,,Belize; Guatemala; Honduras; Mexico,FSP,Coastal Management,Integrated Transboundary Ridges-to-Reef Management of the Mesoamerican Reef,Regional,SIDS,[],"Central America, SIDS (Americas), Small island developing States",,CEO PIF Clearance,International Waters,,2014-05-09,2019-06-30,,Mr. Herve Lefeuvre,9.17,,,78.63,,GEF - 5,,,,,,,SIDS,,,,Central American Commission on Environment and Development (CCAD),,,,,,,,,,,,,,,,,,,,,,,,,,,,, 5768,,FAO,,Indonesia; Timor-Leste,FSP,Coastal Management; Fisheries,Enabling Transboundary Cooperation for Sustainable Management of the Indonesian Seas,Regional,LME,[],"SIDS (Asia), South-Eastern Asia, Small island developing States",Indonesian Sea (LME),CEO PIF Clearance,International Waters,,2014-05-09,2018-06-30,, Simon Funge-Smith,4.15,,,19.65,,GEF - 5,,,,,,,LME,,,,"Ministry of Marine Affairs and Fisheries, Indonesia ; Department of Agriculture, Fisheries and Forestry (DAFF) (Timor Leste)",,,,,,,,,,,,,,,,,,,,,,,,,,,,, 5753,,UNDP,,Angola; Namibia; South Africa,FSP,,Realizing the Inclusive and Sustainable Development in the BCLME Region through the Improved Ocean Governmence and the Integrated Management of Ocean Use and Marine Resources,Regional,LME,[],"Middle Africa, Southern Africa",Benguela Current (LME),CEO PIF Clearance,International Waters,,2014-05-09,2019-06-30,,Mr. Zukile Hutu; Ms. Akiko Yamamoto,11.20,,,185.58,,GEF - 5,,,,,,,Benguela lme; LME,http://www.benguelacc.org/,,,Benguela Current Commission,,,,,,,,,,,,,,,,,,,,,,,,,,,,, 5748,,UNDP,,Bolivia; Peru,FSP,,Integrated Water Resources Management in the Titicaca-Desaguadero-Poopo-Salar de Coipasa (TDPS) System,Regional,Lake,[],South America,Lake Titicaca-Poopo System,CEO PIF Clearance,International Waters,,2014-05-09,2018-06-30,,Dr. José Vicente Troy,6.71,,,40.17,,GEF - 5,,,,,,,Lake,,,,Ministry of Environment (MINAM) of Peru; Ministry of the Environment and Waters,,,,,,,,,,,,,,,,,,,,,,,,,,,,, 5538,,UNEP,,Philippines; Indonesia; Viet Nam; Cambodia; Malaysia; China; Thailand,FSP,SAP Implementation,Implementing the Strategic Action Programme for the South China Sea,Regional,Sea; LME,[],"Central Asia, South-Eastern Asia",Gulf of Thailand (LME); South China Sea (LME),CEO PIF Clearance,International Waters,,2014-05-09,2019-06-30,,Ms. Isabelle Van der Beck,15.30,,,71.36,,GEF - 5,,,,,,,LME,,,,Coordinating Body on the Seas of East Asia (COBSEA),,,,,,,,,,,,,,,,,,,,,,,,,,,,, 5561,,WB,145897,China,FSP,,Mainstreaming Integrated Water and Environment Management,National,,[],Central Asia,,CEO PIF Clearance,International Waters,,2014-05-09,2019-06-01,,Mr. Han Zhenzhong; Mr. Liping Jiang; Ms Li Pei,9.70,,,104.70,,GEF - 5,,,,,,,,,,,Ministry of Environmental Protection of China; China; State Oceanic Administration; China; Ministry of Water Resources,,,,,,,,,,,,,,,,,,,,,,,,,,,,, 3619,CTI Fisheries By-catch,FAO,,Indonesia; Papua New Guinea; Philippines; Thailand; Viet Nam,FSP,Fisheries, CTI Strategies for Fisheries Bycatch Management,Regional,,[],"South-Eastern Asia, Melanesia, SIDS (Oceania), Small island developing States",Indonesian Sea (LME); South China Sea (LME); Gulf of Thailand (LME); Sulu-Celebes Sea (LME),Under Implementation,International Waters,,2009-04-20,2014-12-30,,,3.20,,,9.90,,GEF - 4,,,,,,,LME,,IW-1,,Southeast Asian Fisheries Development Centre (SEAFDEC),,,,,nav,,nav,,nav,,nav,,nap,,nap,,nap,,nap,,nap,,-1,,-1,,nav,, 3978,,WB,,Algeria; Egypt; Lebanon; Libyan Arab Jamahiriya; Morocco; Mauritania; Tunisia,FSP,Portfolio Learning/Policy,Regional Coordination on Improved Water Resources Management and Capacity Building Horizontal Adaptable Programmatic Programme (H-APL)(TA),Regional,,[],"Northern Africa, Western Africa, Western Asia",Mediterranean Sea (LME),Under Implementation,International Waters,,2011-05-08,2014-06-30,,Ms. Heba Yaken Aref Ahmed; Ms. Claire Kfouri,5.64,,,87.67,,GEF - 4,,,,,,,LME,,IW-3,,Arab Water council(AWC),,,,,,,,,,,,,,,,,,,,,,,,,,,,, 2602,,WB,95925,Egypt,FSP,Land-Based Sources/Coastal Zone,Alexandria Coastal Zone Management Project (ACZM),National,,[],Northern Africa,Mediterranean Sea (LME),Under Implementation,International Waters,,2007-06-13,2015-01-31,,Mr. Mohamed ElGhazawy; Mr. Maged Mahmoud Hamed; Mr. Ahmed Abou Elseoud,7.50,,,654.50,,GEF - 4,,,,,,,,,IW-2,9,Egypt; Environmental Affairs Agency (EEAA),,,,,,,,,,,,,,,,,,,,,,,,,,,,, 3991,,WB,,Egypt,FSP,River/Lake,MED Enhanced Water Resources Management,National,,[],Northern Africa,Nile; Mediterranean Sea (LME),Under Implementation,International Waters,,2012-08-31,2015-06-29,,Mr. Ahmed Abou Elseoud; Mr. Yasser M. Salah Eldin,6.68,,,34.80,,GEF - 4,,,,,,,Groundwater,,IW-3,,Egypt; Environmental Affairs Agency (EEAA),,,,,,,,,,,,,,,,,,,,,,,,,,,,, 2860,Bravo River,UNEP,,Mexico,FSP,River/Lake,Regional Framework for Sustainable Use of the Rio Bravo,Regional,River,[],Central America,Rio Grande (North America),Under Implementation,International Waters,,2005-07-11,2014-12-30,,Mr. Miguel Ignacio Flores; Mr. Adele Cardenas Malott; Mr. Mario Lopez,4.00,,,14.11,,GEF - 4,,,,,,,River,,IW-4,9,Organization of American States (OAS),GEF5 IW Tracking Tool (2012),,,,1,No IMCs established
,IW4,"Treaty Relating to the Utilization of the Waters of the Colorado and Tijuana Rivers, and
of the Rio Grande (Rio Bravo) from Fort Quitman, Texas, to the Gulf of Mexico (the “Water Treaty”)
(which was signed in Washington, D.C. on 3 February 1944) and the Supplementary Protocol (which was
signed in Washington, D.C. on 14 November 1944). The Water Treaty came into force on 8 November
1945 by the exchange of ratifications between the United States and Mexico.
266
Additional bilateral treaties that are relevant to the Rio Grande (Rio Bravo) include the following:
The Water Treaty
distributed the waters in the international segment of the Rio Grande from Fort Quitman, Texas to the
Gulf of Mexico. The Water Treaty authorized Mexico and the United States to construct, operate, and
maintain dams on the main channel of the Rio Grande. The Water Treaty also changed the name of the
IBC to the International Boundary And Water Commission (“IBWC”) and, under Article 3, directed the
IBWC to give preferential attention to border sanitation problems.
There are two main institution in charge of the water management initiative of the Rio Bravo (CILA, IBWC) and other in charge of basin management (CONAGUA, EPA). These institutions act as RMI.
",1,No national/local reforms drafted
,2,"Priorities are still under review, however important issues have been identified, such as water quality along the Mexican side of the border.
",IW1,"SAP will be develop, but priorities and TDA approaches have not been defined yet.
",1,No management measures in ABNJ in (RMI) institutional/ management frameworks
,1,No revised TDA or SAP
,1,"TDA will be develop, but best approaches still are being evaluated. Consultation round with projects partners and SC members are ongoing to define these.
",0,,0,,nav,, 3970,,WB,,Syrian Arab Republic,FSP,River/Lake,MED Coastal Rivers and Orontes River Basins Water Resources Management Project,National,,[],Western Asia,Asi/Orontes,Council Approved,,,2009-05-03,2013-05-01,,,3.05,,,8.00,,GEF - 4,,,,,,,River,,IW-3,,Japan International Cooperation Agency (JICA),,,,,,,,,,,,,,,,,,,,,,,,,,,,, 3974,Tunisia Wastewater,WB,117082,Tunisia,FSP,Wastewater,MED Greater Tunis Treated Wastewater Discharge in the Mediterranean Sea.,National,,[],Northern Africa,Mediterranean Sea (LME),Under Implementation,International Waters,,2009-05-05,2015-12-30,, William Sutton,8.00,,,555.00,,GEF - 4,,,,,,,LME,,IW-2,,Office National de l'Assainissement (ONAS); Agence Nationale de Protection de l'Environnement (ANPE); Ministère de l'Environnement et du Développement Durable (MEDD),,,,,nav,,nap,,nap,,nav,,nap,,nap,,nap,,nap,,nap,,-1,,-1,,nav,, 2422,,UNDP,,Slovakia,MSP,River/Lake,Integration of Ecosystem Management Principles and Practices into Land and Water Management of Slovakias Eastern Lowlands,National,,[],Eastern Europe,Danube,Under Implementation,Multiple Focal Areas,,2007-04-09,,,Ms. Klara Tothova,0.99,,,4.34,,GEF - 5,,,,,,,,,BD-2; IW-2; IW-4,12,Slovakia; Ministry of Environment,,,,,,,,,,,,,,,,,,,,,,,,,,,,, 2631,MENARID Jordan Land and Water,IFAD,,Jordan,FSP,River/Lake,MENARID Mainstreaming Sustainable Land and Water Management Practices,National,,[],Western Asia,,Under Implementation,International Waters; Land Degradation,,2009-05-31,2014-05-30,,,6.79,,,29.93,,GEF - 4,,,,,,,,,LD-2; IW-4,9,Ministry of Water and Irrigation-Jordan; Ministry of Planning and International Cooperation (Jordan),,,,,nav,,nap,,nap,,nav,,nap,,nap,,nap,,nap,,nap,,-1,,-1,,nav,, 2632,MENARID Eastern Morocco Ecosystems,IFAD,,Morocco,FSP,River/Lake,MENARID Participatory Control of Desertification and Poverty Reduction in the Arid and Semi Arid High Plateau Ecosystems of Eastern Morocco,National,,[],Northern Africa,,Under Implementation,International Waters; Land Degradation,,2009-05-31,2014-07-30,,Mr En Naji El Mrabet; Mr Abderrahim Boutaleb; Mr. Chakib Jenane; Mr. Naoufel Telahigue; Mr. Abderrahim Boutaleb,6.35,,,25.38,,GEF - 4,,,,,,,,,LD-2; IW-4,,"United Nations Industrial Development Organization (UNIDO); Ministry of Environment-Jordan; Ministry of Agriculture, Rural Development and Maritime Fisheries-Morocco",,,,,nav,,nap,,nap,,nav,,nap,,nap,,nap,,nap,,nap,,-1,,-1,,nav,, 885,South China Sea/Gulf of Thailand,UNEP,,Cambodia; China; Indonesia; Malaysia; Thailand; Viet Nam; Philippines,FSP,Large Marine Ecosystem,Reversing Environmental Degradation Trends in the South China Sea and Gulf of Thailand (SCS),Regional,LME,[],"Central Asia, South-Eastern Asia",Gulf of Thailand (LME); South China Sea (LME),Project Completion,International Waters,,2000-11-01,2009-02-13,,Mr. Ellik Adler; Dr. John Pernetta; Chris Paterson; Ms. Saranya Rojananuangnit; Dr. Si Tuan Vo,16.74,,,33.14,,GEF - 2,,,,,,,Asia; LME,http://www.unepscs.org/,,8,Secretariat for the Action Plan for the Seas of East Asia (EAS/RCU); Ministries of Environment in each country.,"IWC6 Results Note (2011), UNEP Terminal Evaluation (2009)",,"1. Eleven permanent seagrass monitoring sites were established near Bolinao; five on Santiago Island and six in coastal baranguays on the mainland.
2. Sites in Hepu and Bolinao were established as seagrass conservation sites, sustainable use zones, and seagrass sanctuaries, giving the flora in the area time to recover from previous degradation and prevent it from future damages.
3. In Hepu, a task force composed of over 300 people removed 50,000 illegal wooden posts, 1 shelter, and 13 illegal mollusk culture areas
INDICATOR#2 (Addressing land-based pollution)
The main outputs which dealt with counteracting land pollution included creating seven (7) national reports on land based pollution in the participating countries, six (6) National Action Programs for addressing the issues of land-based pollution, an overview of land-based pollution problems in the South China Sea, a model for riverine inputs of nutrients that can be used in management decision making, and the identification of areas sensitive to inputs of nutrients from rivers bordering the South China Sea.
INDICATOR#1 (Training on seagrass conservation and protection)
The training of local stakeholders was considered essential to counteracting further degradation, so to this effect two training courses were set up in Bolinao, one on seagrass taxonomy which included 50 trainees, and another on waste management which included 64 trainees. In addition, training on “Seagrass Watch” methods was conducted for local fishermen, officials, and local government personnel.
INDICATOR#1 (Creation of a GIS database and project website)
In order to counteract habitat degradation and loss, the project outputs included draft proposals for intervention in 23 sites across all habitat types, as well as a GIS database on the targeted sites characterizing geographical and environmental/biological conditions. In addition, there are now 11 operational demonstration sites in 6 countries, in addition to 7 new medium-sized project proposals. An interactive project website has already received over 110,000 visits and serves as a repository for the 1800 documents produced by the PCU, as the location for the GIS database, and the site of a metadatabase containing in excess of 1,428 entries.
INDICATOR#2 (Management of the fisheries in the South China Sea and Gulf of Thailand)
In order to assess the effectiveness of management measures in fisheries in the South China Sea and Gulf of Thailand, a set of 21 regionally agreed resource and institutional indicators were established. Regional and national plans for the operation of the regional system of fisheries were created for the period 2009-2013, and a GEF project was proposed for funding the revised fisheries component of the SAP.
INDICATOR#3 (Establishment of seagrass monitoring sites)
Eleven permanent seagrass monitoring sites were established near Bolinao; five on Santiago Island and six in coastal baranguays on the mainland.
The outputs and outcomes of the work of the task force include:
• Published simple guidelines on the procedures to be used in the economic valuation of coastal goods and services;
• A regional database of empirical data relating to the economic values of coastal ecosystem goods and services;
• A procedure for determination of “regional values of coastal ecosystem goods and services and,
• Application of the regional values to a cost benefit analysis of the actions proposed in the regional Strategic Action Programme.
INDICATOR#3 (Regional task force on economic evaluation)
A regional task force on economic evaluation published simplified guidelines on the procedures to be used in the economic valuation of coastal goods and services, created a regional database of empirical data relating to the economic value of coastal ecosystem goods and services, instituted a procedure for determining regional values of coastal ecosystem goods and services, and constructed a cost-benefit analysis of the actions proposed in the SAP.
AGREMENT ESTABLISHING A SUB REGIONAL FISHERIES COMMISION originally signed on 29 March 1985 and subsequently amended. Parties to agreement: Republic of Cape Verde, Republic of The Gambia, Republic of Guinea Bisau, Islamic Republic of Mauritania, Republic of Senegal. Agreement established a Sub-Regional Fisheries Commision (SRFC) comprising Cape
Verde, the Gambia, Guinea, Guinea-Bisau, Mauritania and Senegal.
1.Completion of the hydrographic survey of the Straits of Malacca and Singapore to update data and provide the means towards the development of electronic navigational charts for the integration, interfacing and display of environment marine information.
2. Establishment of the Project Management Office in Batam, Indonesia and the construction of the Marine Electronic Data Centre Information Technology System therein. Next is to move into the operational for the construction of the electronic navigational chart platform upon which overlay of environment-marine information are to be interfaced.
3.Establishment of the Marine Electronic Highway Website (www.meh-project.com) for the display and disbursement of environment marine information to the stakeholders and the public.
INDICATOR#1 Development and evaluation of a demonstration MEH system for the most congested 300 km section of the Straits of Malacca and Singapore are well coordinated, managed and technically supported. [The pilot MEH system is 100% established and functional]
Results: Hydrographic survey has been completed; data center and technical components for ENC under procurement; ship board equipment installed. Electronic navigation charts and data feed from all Littoral States are required to make MEH pilot system fully functional. .
INDICATOR#2 At least 160 large oil tankers and container ships that regularly navigate the Straits begin using the newly produced ENCs with supplemental ENRM info covering the area of the project. [Well functioning ENCs with ENRM supplemental information covering the MEH demonstration area of the Straits are produced, tested and available for use by appropriately equipped ships.]
Results: Vessels are equipped but charts not yet produced.
This project was funded mainly by a grant from GEF and was the first major funded project in the Pollution Reduction in International Waters category It can be judged to have clearly met GEF criteria. The project has proven to have a high demonstration value. Its success can be attributed to:
(i) Borrower's and the Bank's approach to the project and commitment to its objectives. The Bank utilized a muiltidisciplinary team of a financial analyst, port engineer, and marine environmental specialist. This provided consistency throughout, from design and appraisal to implementation. While several administrations and agencies were involved in the project, key leadership was provided by OMMP, ensuring a national consistency and provideng a mechanism to utilize model components in other ports, and a regional coordination with the other beneficiaries. Furthermore, GOT has a well-established base of environmental laws and agencies, with trained staff, to monitor and enforce these laws; i.e., the project could build on a strong existing base.
(ii) Borrower's commitment to contribute to the financing of the project
(iii) Port and coastal environmental management is inherently complex due to overlapping jurisdictions of different departments and ministries, port authorities, and private interests. If Tunisia, Algeria, and Morocco did not strongly commit themselves to the project and have existing efficient port institutions, and had not created the CRCP base upon which the project could be constructed, coupled with good organization arrangement for project implementation, this project would have been much more difficult to implement. Replication and/or extending this project to other countries can be successful if there are established regulatory and management regimes suitable to the task. Alternatively, such regimes should be first established and stabilized.
(iv) Through enhancing and upgrading national standards, policies, procedures for waste monioring, and rehabilitation of waste reception and handling facilities, the project has convinced GOT of the environmental benefit of the investments. This has triggered adoption of a multiport ship waste tracking system, a port oil spill contingency and response plan for major Tunisian ports, and the holding of oil spill response training exercises to train all port and other agencies.
(v) Management of oil spills is only one aspect of port and coastal maritime environmental management. The success of the project can be further enhanced by (a) adoption of an environmental coastal zone and port mangement plan "(a concept already being initated by OMMP); and (b) implementation of other pollution control activitie s(e.g., control and management of land-based sources of pollution).
Tunisia
1. Compliance with the effluent standard: As a result of the project, effluents from deballasting stations decreased and were kept below 15 ppm. Pollution funds have been set up, and decrees and laws regarding fees and fined to be paid by polluters have been revised and enforced. A model for recovering the operation and investment cost of the deballasting station has been developed for port authorities.
2. Reduction in potential negative environmental: Improved the operational efficiency of the deballasting station located in the port of Bizerte to receive and handle ballast waters and bilge waters, and installed additional transport related equipment to transport waste oils and related products.1,300,000 ton/year oily materials was treated.
3. Reduction in potential negative environmental: 14,000 ton/year lubricants were treated
Morocco
1. Compliance with the effluent standard: As a result of the project, effluents from deballasting stations decreased and were kept below 15 ppm. Pollution funds have been set up, and decrees and laws regarding fees and fined to be paid by polluters have been revised and enforced. A model for recovering the operation and investment cost of the deballasting station has been developed for port authorities.
2. Reduction in potential negative environmental: Rehabilitation of the deballasting station located in the port of Mohammedia to receive and handle ballast waters and bilge waters. 38,000 m3 treated and 3,300 tons of the recovered oily materials produced and sold.
3. Improved country’s capabilities to deal with accidental oil spills: Training has been provided for those who are responsible for combating oil spills, and for control of navigation traffic, deballasting stations, and oil terminals. Three main groups participated in the program: Level I included management personnel of port enterprises, supervising officers managing the civil protection function, and those responsible for coordinating the intervention in case of accidental oil spills. Level II included port officers, and civil protection staff responsible for organizing and managing the protection of coastal sites. Level III included ground staff of the port enterprises and assistant civil protection officers likely to be managing the cleanup sites or putting equipment into operation. 128 technical and management staff was trained.
Algeria
1. Baseline established: As part of the Oil spill National Contingency Plan, a baseline data and measuring locations was established in designated areas agreed upon with the Bank. It was essential to be able to assess the impact of the project on improving the quality of sea water.
2. Compliance with the effluent standard: As a result of the project, effluents from deballasting stations decreased and were kept below 15 ppm. Pollution funds have been set up, and decrees and laws regarding fees and fined to be paid by polluters have been revised and enforced. A model for recovering the operation and investment cost of the deballasting station has been developed for port authorities.
3. Improved country’s capabilities to deal with accidental oil spills: Training has been provided for those who are responsible for combating oil spills, and for control of navigation traffic, deballasting stations, and oil terminals. Three main groups participated in the program: Level I included management personnel of port enterprises, supervising officers managing the civil protection function, and those responsible for coordinating the intervention in case of accidental oil spills. Level II included port officers, and civil protection staff responsible for organizing and managing the protection of coastal sites. Level III included ground staff of the port enterprises and assistant civil protection officers likely to be managing the cleanup sites or putting equipment into operation. 128 technical and management staff was trained.
Regional cooperation and standardized approach were developed, national and regional capacity to handle oil pollution was strengthened, and compliance with the MARPOL requirement regarding the norms for discharging oil into the Mediterranean was achieved. The most important outcomes are: (a) prevention as well as preparedness to combat oil spills systems are in place; (b) enactment of a NCP; (c) preparation of an advanced draft RCP; and (d) joint training carried out for regional staff from the three participating countries on contingency plan and oil spills cleaning and prevention. Bi-annual reports on sea water analysis (oil content in the water) have been satisfactory and regularly provided, and effluents from deballasting stations do not exceed 15 ppm.
National contingency plans were enacted and a regional contingency plan was drafted and discussed among national committee members, and transmitted to other beneficiaries.
INDICATOR#4 Annual meeting of the CRCP (regional committee)
Held twice a year.
INDICATOR #1: Institutional and Regulatory Framework
Environmental unit staffed and trained, performance standards adopted. Enforcement regulations adopted and policing actions undertaken; active transboundary cooperation with staff training exchanges as well as monitoring techniques shared.
[see key project results]
,nap,,nap,,nap,,nap,,nap,,-1,,-1,,nap,,"The most important outcomes are: (a) prevention as well as preparedness to combat oil spills systems are in place, (b) enactment of a NCP, (c) preparation of an advanced draft RCP, and (iv) joint training carried out for regional staff from the three participating countries on contingency plan and oil spills cleaning and prevention. Bi-annual reports on sea water analysis (oil content in the water) have been satisfactory and regularly provided, and effluent from deballasting stations do not exceed 15 ppm. Cooperation is considered highly satisfactory. CRCP members meet regularly and have been able to handle regional procurement and succeeded in ensuring continuous coordination among involved administrations in their respective countries.
The project has contributed to efficient cooperation among concerned administrations and within the region to prevent and control oil pollution. The development of a sub-regional working group and organization of joint training contributed to enhancing marine pollution management through development of a common approach and mechanisms. The project has improved the countries' capabilities to deal with accidental oil spills and provide equipment and facilities to collect and treat oily ballast and bilge waters, thus reducing hydrocarbon contamination in the Mediterranean. The project has created the foundation for permanent cooperation in the region in terms of monitoring and compliance auditing, state of marine pollution reporting, and a common approach for spill response. It has potentially met the GEF objective of protecting international waters, and has set the framework for re-refining oily materials in concert with local and national waste management programs. Its well-identified components helped in strengthening and enhancing port and national regulations, regulatory mechanisms, and the linkage between environmental monitoring and management.
1.Transboundary issues analyzed and priorities defined (Revised TDA available and agreed upon by both countries).
2.LME-wide ecosystem-based management approaches encouraged and strengthened through the successful implementation of the Pilot Projects (Pilot Projects all implemented and delivered on schedule).
3.Effective project coordination (Project team is effectively coordinating the project and meeting the objectives).
• Promotion and follow-up of transboundary issues (such as addressing the MC 252 DWH oil spill) through active participation in the Inter-ministerial Commission for Oceans and Coasts (CIMARES).
,IV0,,IV0,,IV0,"Best management practices and code of conduct for responsible fisheries implemented. (IWSP1, Regional, national, and local policy, legal, and institutional reforms adopted)
Recovered depleted species through an ecosystem based management approach, focusing mainly on the shrimp fisheries.
Number of agreenents defined betwen GoM programme and relevant river basin counterparts for nutrient reduction strategies
Monitoring reports of reduced levels of nutrient releases at demo sites.
Updating of the TDA has been completed in close collaboration with the Project’s experts and consultants
INDICATOR#1 (Revised TDA available and agreed upon by both countries) [TDA published and disseminated provides basis for informed management decisions at a regional level].
• A Regional Environmental Educators Alliance for the Gulf of Mexico (MEX-US) has been created for addressing transboundary issues
• Regional Education Plan for the Mexican portion of the Gulf developed and agreed with authorities
• Living marine resources and highly migratory species of transboundary nature under assessment
Establishment of a standard Quality Assurance/Quality Control (QA/QC) monitoring protocol for measuring the ecosystem health.
Harmful Algal Blooms integrated system in Mexico under development, oceanographic buoy for early detection of HABs to be installed in 2011, coastal states engaged in the process and towards regional HABIOS integration with the US and Mexico.
INDICATOR#2 (Effective project coordination) [Project implemented in an effective manner in accordancewith agreed work plans and budgets]
The Project’s process is being conducted as stated in the results framework and basic complementary actions are already in progress for SAP implementation.
• A proposal for a Medium Size Project has been submitted for approval to the GEF with the objective of protecting the environmental integrity of the coastal and marine ecosystems of the GoM LME, limiting contaminants and oil pollution, particularly after the MC 252 DWH oil spill.
1.Document experience through case studies and thereby create new knowledge about lake management and facilitate sharing of experiences between managers and stakeholders.
2.Accelerate learning and implementation of effective lake and reservoir basin management
3.improved quality of lake and reservoir basin management.
4. presentation of initial findings to the 3rd World Water Forum and preliminary findings report to the 10th World Lakes Conference.
INDICATOR#1 Scope and scale of improved cross-sectoral integrated lake management
Results: Dissemination of Integrated Lake Basin Management (LBMI) findings and outputs at global water fora has changed the discourse on water. Lakes are now recognized by the mainstream water community as a key water resource whose management entails particular attention. LBMI has become an integral part of integrated water resources management.
INDICATOR#2 Increased dissemination of lessons learned on lake basin management.
Results: Several knowledge sharing activities were undertaken under the project and the main reports reports were distributed in world water fora such as the 11th World Lakes Conference in Nairobi (2005), 9th Ramsar COPs, Uganda (2005), Conference on Sustainable Utilization and Management of Asian Lakes, Manila (2005), High level Workshop on Indonesian Lakes (2005),Water Week, World Bank (2006) while lake briefs including the final report were distributed at the 4th World Water Forum, Mexico (2006), World Water Week, Stockholm (2006), etc.
In 1998, the Danube River Protection Convention (DRPC) came into force after it was ratified by 8 Danube states and the European Commission.
",IW4,ICPDR
,nav,,IW3,TDA 2006
,IW3,,nap,,nav,,nav,,0,,0,,nav,, 2746,Nutrient Reduction Good Practices,UNDP,,Albania; Bosnia and Herzegovina; Georgia; Iran Islamic Republic of; Moldova Republic of; Russian Federation; Slovakia; Turkey; Ukraine; Azerbaijan; Croatia; Kazakhstan; Serbia and Montenegro; Turkmenistan,MSP,Portfolio Learning/Policy,Promoting Replication of Good Practices for Nutrient Reduction and Joint Collaboration in Central and Eastern Europe,Regional,,[],"Central Asia, Southern Asia, Western Asia, Eastern Europe, Southern Europe",,Project Completion,International Waters,,2008-08-04,2009-12-31,,Dr. Vladimir Mamaev; Mr. Chuck Chaitovitz,0.97,,,2.39,,GEF - 4,,,,,,,,http://nutrient-bestpractices.iwlearn.org/,IW-3,10,Global Environment Facility (GEF),GEF4 IW Tracking Tool (2010),"• Outreach to GEF project managers requires continuous follow-up; face-to-face meetings and relationship building is a key element of ensuring responses and collaboration.
• It is important to develop a standardized system to identify and collect NR measures and data. It is equally important to begin NR and cost/measure efficiency data collection early in a project.
• Demonstrations provide a strong opportunity to showcase that effective low-tech, low-cost NR interventions can be developed locally.
• Peer-to-peer exchanges that have the right stakeholders (experts, policy makers, practitioners/farmers) involved are a solid format to share experiences and see NR interventions first hand. Mechanisms for one-on-one follow-up with farmers are also important.
• Co‐finance for DPs is critical to ensuring local commitment and smooth and complete project implementation.
1. 20 years worth of GEF IW nutrient reduction projects in Central and Eastern Europe were inventoried and analyzed for best practices.
2. Four demonstration projects in four countries were completed, showcasing successful nutrient reduction strategies to key stakeholders.
3. Nutrient reduction best practices and replication strategies were disseminated and promoted at conferences, on-line, and through reports and other means.
INDICATOR #1: Comprehensive search and capture of GEF and non-GEF NR projects in Central and Eastern Europe regions. [Target: An inventory of NR projects and a database catalogue complete and online.]
The LWE identified 38 nutrient relevant projects with more than 138 NR practices. Twenty-eight of the projects were related to agriculture and/or wetlands restoration issues. The database is complete and integrated into the project website: www.nutrient-bestpractices.iwlearn.org
INDICATOR #2: Comprehensive review of key NR project attributes. [Target: Analysis of project information including in-depth interviews. ]
23 interviews completed, plus face-to-face meetings with selected GEF project managers
INDICATOR #3: Good/Best practices, criteria and categories for NR developed. [Target: 20 categories complete and posted; attributes included in the final report of outcomes.]
Criteria were developed for good NR Practices and 20 categories developed, along with a basic definition of Best Agricultural Practice (BAP). 12 BAPs were identified, including 8 with a high potential impact for NR: Riparian Buffers; Nutrient Management; Manure Management; Ecological/Organic Production; Wetland Restoration/Creation; Erosion Control; Grazing Management; and Cover Crops. A final report and database were completed.
1) The importance of ensuring that the project time-frame is realistic, taking into account the scope of the work proposed and the possibility that, for various reasons, progress in some developing countries assisted by the project may be considerably slower than anticipated.
2) The advantages of locating the project headquarters within an organization that has a direct interest in the outcome of the project and which can provide a variety of related support services.
3) The recognition that public-private partnerships may constitute a source of co-financing combined with access to expertise and specialised services, facilitate research and development and thereby help to resolve outstanding issues and enhance the overall value of the project.
1. A number of global tools have been developed to support legal, policy and institutional reforms to address ballast water issues, and a number of training packages have been developed to build ballast water management capacity in developing countries.
2. Regional Task Forces have been formed in 9 developing sub-regions and Regional Strategies and Action Programs on ballast water management have been developed, involving more than 100 countries.
3. Accelerated the ratification of the BWM Convention through national level capacity building, establishment of National Task Forces and assistance with drafting national legislations. Over 75% of the countries who have ratified the Convention are developing countries from the GloBallast Regions.
4. The project has played a catalytic role in a major market transformation in the area of ballast water treatment technologies, a market projected to be worth over $35 billion in the next 10 to 15 years.
The project has mobilised significant co-financing from various sources, including IMO, with an impressive 1:3.6 ratio for cash co-financing. When in-kind contributions are included, the ratio increases to 1:9.5. This clearly shows the ownership of the project, and the issue, by the countries and the partners involved.
The GEF-UNDP-IMO GloBallast intervention has also played a catalytic role in a major market transformation in the area of ballast water treatment technologies, a market projected to be worth over $35 billion in the next 10 to 15 years. In addition to supporting research and development efforts and harmonisation of testing and approval procedures, the project has established a Global Industry Alliance (GIA) and formed a GIA Fund with contributions from industry (shipping and ship-building companies) to support project related activities.
GLOBAL legal agreement - Ballast Water Convention 2004. The GloBallast project has progressed significantly at all levels – a number of global tools have been developed to support the legal, policy and institutional reforms, and a number of training packages have been developed to build ballast water management capacity in target regions and countries. Countries have prepared and in many cases adopted and now implementing their national legal, policy and institutional reforms. Several beneficiary countries are close to ratification and implementation of the 2004 IMO Ballast Water Management Convention.
The project is also laying the foundation for a regional approach to ballast water/invasive species issues. As a result of the GloBallast intervention, Regional Task Forces (RTFs) have been formed in 9 developing sub-regions and Regional Strategies and Action Programs on ballast water control and management have been developed, involving more than 100 countries.
Ballast water fully mainstreamed in work of IMO Biosecurity Office, Office fully staffed, capacitated, financed
",IV1,"Regional Partner Organizations supporting adoption of reforms through mainstreaming of ballast water issues into legal and policy (SAP) frameworks of shared LMEs
Many GloBallast countries enacting ballast water management reforms (policy, legal, institutional) and will commence implementation in upcoming years
As of April 2013, all Lead Partnering Countries (LPCs) have identified their Lead Agency and established a National Task Force, comprising public as well as private stakeholders. 13 of the 15 LPCs have finalized their National Ballast Water Management Strategies, and a further 2 are in the process of drafting the documents. The project is also doing extensive outreach to non-LPC countries through regional and national trainings, national workshops, as well as the transfer of knowledge from Pilot Countries (PCs) and LPCs. National workshops have been held in more than 25 PCs, and several of these countries are in the process of establishing their National Task Forces and drafting a National Strategy.
Furthermore, 11 of the 15 LPCs have finalized or are in the process of finalizing their draft national Ballast Water Management legislation to support compliance monitoring and enforcement. As a consequence, all LPCs are progressing towards ratification of the Convention albeit at difference stages of the process.
The Regional Strategies and Action Programs on Ballast Water Management developed by the GloBallast Regional Task Forces in all five focus regions (the South-East Pacific and Argentina, the Mediterranean, the Guinea Current LME, the Red Sea and Gulf of Aden, and the Wider Caribbean) are being presented to the regional environmental conventions, with one already adopted as a protocol (Lima Convention).
",nap,,nap,,nap,,-1,,-1,,nav,, 4580,,FAO,,,FSP,ABNJ,ABNJ Global Sustainable Fisheries Management and Biodiversity Conservation in the Areas Beyond National Jurisdiction (PROGRAM),Global,Sea,[],"Eastern Africa, Middle Africa, Northern Africa, SIDS (Africa), Southern Africa, Western Africa, Caribbean, Central America, Northern America, SIDS (Americas), South America, Antarctica, Central Asia, SIDS (Asia), South-Eastern Asia, Southern Asia, Western Asia, Eastern Europe, Northern Europe, Southern Europe, Western Europe, Australia and New Zealand, Melanesia, Micronesia, Polynesia, SIDS (Oceania), Small island developing States",,Agency Concept,Multiple Focal Areas,,2011-09-08,2016-09-29,,Ms. Lauren Spurrier,2.00,,,7.27,,GEF - 5,,,,,,,ABNJ,,,,World Conservation Union (IUCN); World Wildlife Fund (WWF),,,,,,,,,,,,,,,,,,,,,,,,,,,,, 4581,,FAO,,,FSP,ABNJ,ABNJ Sustainable Management of Tuna Fisheries and Biodiversity Conservation in the Areas Beyond National Jurisdiction,Global,Sea,[],"Eastern Africa, Middle Africa, Northern Africa, SIDS (Africa), Southern Africa, Western Africa, Caribbean, Central America, Northern America, SIDS (Americas), South America, Antarctica, Central Asia, SIDS (Asia), South-Eastern Asia, Southern Asia, Western Asia, Eastern Europe, Northern Europe, Southern Europe, Western Europe, Australia and New Zealand, Melanesia, Micronesia, Polynesia, SIDS (Oceania), Small island developing States",,Agency Concept,Multiple Focal Areas,,2011-11-09,2016-11-29,,,27.27,,,175.47,,GEF - 5,,,,,,,ABNJ,,IW4; BD2,,World Wildlife Fund (WWF),,,,,,,,,,,,,,,,,,,,,,,,,,,,, 4635,,WB,,China; Indonesia; Philippines; Viet Nam,PFD,Other,LME-EA Scaling Up Partnership Investments for Sustainable Development of the Large Marine Ecosystems of East Asia and their Coasts (PROGRAM),Regional,,[],"Central Asia, South-Eastern Asia",,Council Approved,Multiple Focal Areas,,2011-11-08,2017-11-29,,,43.88,,,797.38,,GEF - 5,,,,,,,,,IW2; IW3; BD1; BD2; BD5,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,, 4660,,FAO; UNEP,,,FSP,ABNJ,ABNJ Sustainable Fisheries Management and Biodiversity Conservation of Deep-sea Living Marine Resources and Ecosystems in the Areas Beyond National Jurisdiction (ABNJ),Global,Sea,[],"Eastern Africa, Middle Africa, Northern Africa, SIDS (Africa), Southern Africa, Western Africa, Caribbean, Central America, Northern America, SIDS (Americas), South America, Antarctica, Central Asia, SIDS (Asia), South-Eastern Asia, Southern Asia, Western Asia, Eastern Europe, Northern Europe, Southern Europe, Western Europe, Australia and New Zealand, Melanesia, Micronesia, Polynesia, SIDS (Oceania), Small island developing States",,Agency Concept,Multiple Focal Areas,,2012-06-06,2017-06-29,,,7.31,,,36.58,,GEF - 5,,,,,,,ABNJ,http://www.commonoceans.org/,IW4; BD1; BD2,,World Conservation Union (IUCN),,,,,,,,,,,,,,,,,,,,,,,,,,,,, 4664,,UNEP; UNDP; WB; EBRD,,Russian Federation,PFD,Large Marine Ecosystem,ARCTIC GEF-Russian Federation Partnership on Sustainable Environmental Management in the Arctic under a Rapidly Changing Climate (Arctic Agenda 2020),National,,[],Eastern Europe,Arctic (LME),Council Approved,Multiple Focal Areas,,2011-11-08,2016-11-29,,,0.90,,,0.90,,GEF - 5,,,,,,,Arctic,,,,Russia; Ministry for Economic Development and Trade,,,,,,,,,,,,,,,,,,,,,,,,,,,,, 4680,,AfDB,,Cameroon; Chad; Nigeria; Niger; Central African Republic,PFD,River/Lake,LCB-NREE Lake Chad Basin Regional Program for the Conservation and Sustainable Use of Natural Resources and Energy Efficiency (PROGRAM),Regional,,[],"Middle Africa, Western Africa",Lake Chad Basin; Chad; Lake Chad,Agency Concept,Multiple Focal Areas,,2011-09-09,2016-09-29,,,20.72,,,193.29,,GEF - 5,,,,,,,Lake,,IW1; BD2; LD1; LD2; LD3; CCM3; SFM1,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,, 4343,YSLME,UNDP,,China; Korea Republic of,FSP,Large Marine Ecosystem,EAS Implementation of the Yellow Sea LME Strategic Action Programme for Adaptive Ecosystem-Based Management,Regional,LME,[],Central Asia,Yellow Sea (LME),PIF Approved,International Waters,,2013-02-27,,,Mr Sungjun Park ; Mr. Jose Erezo Padilla,7.56,,,233.44,,GEF - 5,,,,,,,,http://www.yslme.org/,,,United Nations Office for Project Services (UNOPS),,,,,,,,,,,,,,,,,,,,,,,,,,,,, 5271,,UNDP,,Indonesia; Philippines; Costa Rica; Ecuador,FSP,Fisheries,Global Sustainable Supply Chains for Marine Commodities,Global,Sea; LME,[],"Central America, South America, South-Eastern Asia",,CEO PIF Clearance,International Waters,,2013-03-10,2018-04-29,,Mr. Andrei Klimenko,5.65,,,40.24,,GEF - 5,,,,,,,,,,, Sustainable Fisheries Partnership Foundation(SFP),,,,,,,,,,,,,,,,,,,,,,,,,,,,, 5278,,UNDP,,,FSP,Portfolio Learning/Policy,Strengthening Global Governance of Large Marine Ecosystems and their Coasts through Enhanced Sharing and Application of LME/ICM/MPA Knowledge and Information Tools,Global,LME,[],"Eastern Africa, Middle Africa, Northern Africa, SIDS (Africa), Southern Africa, Western Africa, Caribbean, Central America, Northern America, SIDS (Americas), South America, Antarctica, Central Asia, SIDS (Asia), South-Eastern Asia, Southern Asia, Western Asia, Eastern Europe, Northern Europe, Southern Europe, Western Europe, Australia and New Zealand, Melanesia, Micronesia, Polynesia, SIDS (Oceania), Small island developing States",,Council Approved,International Waters,,2013-03-10,2016-04-29,,Dr. Vladimir Mamaev; Mr. Julian Barbiere,2.57,,,17.39,,GEF - 5,,,,,,,,,,,UNESCO; Intergovernmental Oceanographic Commission (UNESCO-IOC),,,,,,,,,,,,,,,,,,,,,,,,,,,,, 4940,,UNEP,,Comoros; Kenya; Madagascar; Mauritius; Mozambique; Seychelles; South Africa; Tanzania United Republic of,FSP,Land-Based Sources/Coastal Zone,Implementation of the Strategic Action Programme for the Protection of the Western Indian Ocean from Land-based Sources and Activities,Regional,LME,[],"Eastern Africa, SIDS (Africa), Southern Africa, Small island developing States",Indian Ocean; Somali Coastal Current (LME); Agulhas Current (LME),Council Approved,International Waters,,2013-03-10,2017-04-29,,Mr. Dixon Waruinge; Ms. kelly West,10.86,,,77.57,,GEF - 5,,,,,,,,,,,Secretariat of the Nairobi Convention; World Conservation Union (IUCN); World Wildlife Fund (WWF); CORDIO-Coral Reef Degradation in the Indian Ocean; WIOMSA; BirdLife International,,,,,,,,,,,,,,,,,,,,,,,,,,,,, 2700,East Asian Seas Sustainable,UNDP,,Cambodia; China; Korea Democratic People's Republic of; Korea Republic of; Indonesia; Japan; Lao People's Democratic Republic; Philippines; Singapore; Timor-Leste; Viet Nam,FSP,Land-Based Sources/Coastal Zone,Implementation of Sustainable Development Strategy for the Seas of East Asia,Regional,Sea,[],"Central Asia, SIDS (Asia), South-Eastern Asia, Small island developing States",East China Sea (LME); South China Sea (LME); Gulf of Thailand (LME); Yellow Sea (LME); Sulu-Celebes Sea (LME); Indonesian Sea (LME),Project Completion,International Waters,,2008-01-30,2012-03-30,,Ms Daisy Padayao; Mr. Rommel G. Caballero; Mr. Raphael Lotilla; Dr. Chua Thia-Eng; Mr. Stephen Adrian Ross; Dr. Andrew Hudson; Dr. Won-Tae Shin; Mr. Jose Erezo Padilla,10.80,,,44.90,,GEF - 4,,,,,,,Asia; LME,http://www.pemsea.org,IW-2,9,International Maritime Organization (IMO); United Nations Office for Project Services (UNOPS),GEF4 IW Tracking Tool (2010),"1) It is necessary to continuously nurture and uphold the principles of partnership and consensus building, which have served as key pillars of PEMSEA. With strong support from partners, crucial issues such as the vision and mission of PEMSEA, and the plans/roadmap towards transformation, were agreed upon.
2) PEMSEA’s combination of “top-down” and “bottom-up” impetus is effective in securing necessary political commitment.
3) Key ingredients for the success and sustainability of manage¬ment of marine and coastal resources include (1) a clear shared vision, (2) inclusive, multi-level partnerships, (3) active stakeholder participation sustained through appropriate incentive mechanisms, (4) adequate funding streams marked with resource counterparting, (5) science-based management support, (6) purposive capacity-building and organizational strengthening, and (7) active communication and advocacy.
1. The Sustainable Development Strategy for the Seas of East Asia (SDS/SEA) was adopted by twelve participating PEMSEA countries in December 2003 after three years of extensive consultations.
2. Coastal and ocean policies have been initiated in four countries; draft coastal and ocean policies are being developed in six countries, Integrated Coastal Management coverage of the regional coastline has reached 11.7%, and the PEMSEA Network of Local Governments has adopted the State of Coasts (SOC) reporting system.
3. Piloting, replication and upscaling of a wide range of Integrated Coastal Management programmes is underway in over twenty sites across twelve PEMSEA participating countries.
primarily at national level for ICM sites
,IV3,"Building on the Putrajaya Declaration of Regional Cooperation for Sustainable Development of the Seas of East Asia (2003), the Haikou Partnership Agreement on SDS-SEA Implementation (2006) and the Manila Declaration on Strengthening the Implementation of ICM for Sustainable Development and Climate Change Adaptation (2009), PEMSEA is working towards the adoption of sustainable ecosystem services for an ocean-based blue economy in the Seas of East Asia through the SDS-SEA implementation. To further strengthen the implementation of the SDS-SEA, PEMSEA developed national and regional SDS-SEA medium term plans (2011-2015).
EAS countries have committed to three priority targets under the SDS-SEA: develop coastal and ocean policies, and supporting institutional arrangements in at least 70% of partner countries by 2015; adopt and implement Integrated Coastal Management (ICM) programmes covering at least 20% of the region’s coastline by 2015; and prepare State of Coasts (SOC) reports, including climate change adaptation measures.
Confirmed initiation or implementation of ICM program in 5% of the region's coastline; Certification/recognition of ICM system; Identification of protetcted areas and areas for restoration; Adoption of PSHEM Code for voluntary use as a standard for measuring and evaluating the effectiveness of PSHEM System
Coastal and ocean policies have been initiated in four countries; draft coastal and ocean policies are being developed in six countries (five with GEF funding), ICM coverage of the regional coastline has reached 11.7%, and the PEMSEA Network of Local Governments (PNLG) has adopted the SOC reporting system, committing 100% of its membership to implement the system by 2015.
The EAS Partnership Council and the Executive Committee approved the following guidelines: the Port Safety, Health and Environmental Management (PSHEM) Code; the Port Safety, Health and Environmental Management System (PSHEMS) Development and Implementation Guideline; and the Guidebook on the State of the Coasts Reporting for Local Governments Implementing ICM. The PSHEMS is being rolled out in seven ports, co-financed by the port authorities, the GEF and the German Technical Cooperation (GIZ).
focus is on restoring TB pollution/degradation hot spots thru local ICM approach
,IWA,"The Sustainable Development Strategy for the Seas of East Asia (SDS/SEA) was adopted by 12 participating PEMSEA countries in December, 2003, in Putrajaya, Malaysia. The SDS-SEA was developed after three years of extensive consultations with the 12 participating governments and 16 stakeholder partners, and embodies a shared vision among stakeholders towards achieving the sustainable use of coastal and marine natural resources, protection of the ecosystems, protection of life and property of the coastal population and sustaining the benefits provided by marine ecosystems. Action programs are developed under six major strategies: Sustain, Preserve, Protect, Develop, Implement and Communicate. In 2009, the Agreement Recognizing PEMSEA’s International Legal Personality was ratified by eight Country Partners: Cambodia, PR China, DPR Korea, Indonesia, Lao PDR, Philippines, RO Korea, and Timor Leste formalising PEMSEA’s transformation into an independent legal entity tasked with coordinating and monitoring SDS/SEA implementation.
",nap,,nap,,nap,,-1,,-1,,nav,all comments have adopted (non-legally binding) SDS/SEA
,"The 2009 EAS Congress had 1,480 participants, 100 exhibitors, 51 co-conveners/supporting organisations and 12 sponsors. The EAS Congress was hosted by Changwon City, Republic of Korea. The PEMSEA Network of Local Governments (PNLG) for Sustainable Coastal Development adopted the Dongying Declaration on Building a Blue Economy through ICM (2011), committing to a 5-year PNLG Strategic Action Program to include certification of ICM sites in accordance with the PEMSEA ICM Code. A Corporate Social responsibility (CSR) Forum for Public-Private Partnerships (PPPs) in the Rehabilitation of Manila Bay was conducted in 2009, attracting 35 Manila Bay corporations. This was followed by a series of workshops, three sub-regional training workshops, and 34 national and sub-national workshops. ICM Learning Centres have now been established in China, Cambodia, Indonesia, Philippines and Vietnam.
" 3589,CTI-SEA,ADB,,Malaysia; Indonesia; Philippines; Solomon Islands; Timor-Leste; Papua New Guinea,FSP,Large Marine Ecosystem,Coastal and Marine Resources Management in the Coral Triangle-Southeast Asia (CTI-SEA),Regional,Sea,[],"SIDS (Asia), South-Eastern Asia, Melanesia, SIDS (Oceania), Small island developing States",Indonesian Sea (LME); Sulu-Celebes Sea (LME),Under Implementation,Climate Change; Multiple Focal Areas,,2012-08-12,2016-08-16,,Mr. Pavit Ramachandran; Ms. Lourdes Margarita Caballero,10.81,,,86.81,,GEF - 4,,,,,,,,http://adb.org/projects/details?page=overview&proj_id=44113-012,,,,,,,,nav,,nav,,nav,,nav,,nap,,nap,,nap,,nap,,nap,,-1,,-1,,nav,, 3524,CTI Sulu-Celebes Sea LME,UNDP,,Indonesia; Malaysia; Philippines,FSP,Large Marine Ecosystem,CTI Sulu-Celebes Sea Sustainable Fisheries Management Project (SCS),Regional,LME,[],South-Eastern Asia,Sulu-Celebes Sea (LME),Under Implementation,International Waters,,2008-04-23,2014-09-30,,Mr. Jose Erezo Padilla; Ms Marion Antonette Abuel Daclan; Prof. Dr. Hari Eko Irianto; Ms. Norasma Dacho; Mr Romy Trono; Mr. Noel Barut,2.97,,,6.39,,GEF - 4,,,,,,,LME,http://ssme.iwlearn.org/,,OP1 - Arid and Semi-Arid Ecosystems,United Nations Office for Project Services (UNOPS),IWC6 Results Note (2011),"1. It is technically beneficial to engage experts from the Large Marine Ecoregion. - The successful conduct of First Regional Workshop, Transboundary Diagnostic Analysis and the achievement of the expected, substantive outputs of the Workshop were largely due to the expertise and experience of the Technical Task Teams of Indonesia, Malaysia, and the Philippines. The Center for Coastal and Marine Resources Studies has a network of graduates and contacts in Indonesia and Malaysia that has facilitated its access to events, fisheries managers, and key stakeholders.
2. It is important to engage the National Coordinators (NCs), National Coordinating Units of the SCS SFM Project to gain better understanding of the activities, under the technical Components of the SCS SFM Project, that they are coordinating in their respective countries. The NCs will see the linkages of the activities and findings from all the activities and will able to coordinate effectively. This lesson will become more evident in the course of the project. 3. It is beneficial to build on existing partnerships to advance sustainable fisheries management. The partnership between Conservation International and the Sustainable Fisheries Sub-committee of SSME is strengthening this governmental institution.
1. Transboundary Diagnostic Analysis - 1 Regional Workshop that defined the geographic and temporal scope of analysis and identified and prioritized six (6) transboundary problems.
2. Studies – 1 – Population Genetic Study to determine shared species and stocks of small pelagic fishes;
2 – Review of the Sulu-Sulawesi Sub-committee on Sustainable Fisheries and fisheries agencies towards institutional strengthening
3. Knowledge Management – promoted the Sulu-Celebes Sea Sustainable Fisheries Management Project, as a project under the Coral Triangle Program of the Global Environment Facility and as a project will contribute to Goal 2 – Ecosystem Approach to Fisheries management Fully Applied of the Regional Plan of Action of the Coral Triangle Initiative on Coral Reefs, Fisheries, and Livelihoods to about 10 meetings and workshops organized by the Coral Triangle Support Program, National Coordinating Committees of Malaysia and the Philippines
Review of the Sulu-Sulawesi Sub-committee on Sustainable Fisheries and fisheries agencies towards institutional strengthening
,nav,,IW2,"INDICATOR#1 Transboundary Diagnostic Analysis (TDA) employing accepted methodology; Updated TDA and analysis of marine resources delivered on second year of the ProjectThe TDA is employing the GEF TDA methodology (Laurence Mee, Andrew Hudson, Martin Bloxham, 2005), has conducted the first Regional Workshop, and is now undertaking fact-finding and national workshops.
INDICATOR#2 TDA Report [1. Completed biophysical profile of the SCS of the SCS and coastal areas, including comprehensive evaluation of fisheries; 2. Completed socio-economic and governance profile of the SCS and resource-user groups, market networks, productive value chains, and market access opportunities, as well as economic valuation of ecosystem services and good; 3. Causal chain analysis or unsustainable exploitation of fisheries conducted and options to address national and transboundary problems proposed; 4. TDA approved by National Inter-ministerial Committees and tri-national Steering Committee; and 5. Comprehensive stakeholder assessment completed and stakeholder integration and engagement plan developed for the entire LME Technical Task Teams for Indonesia, Malaysia, and the Philippines, together with regional experts, have defined the scope of the TDA, prioritized 6 transboundary problems, and are now collecting data and information on policies and fisheries institutions, drivers, pressures, and socio-economic consequences on these environmental problems (fact-finding).
On March 19-20, 2012, the SSME Sub-Committee on Sustainable Fisheries has accepted the TDA findings during its 6th Annual Meeting in Tawau, Sabah, Malaysia during March 19-20, 2012. The Sub-Committee also agreed to proceed in the preparation of the Strategic Action Program (SAP) for the SSME. The results of the TDA became the bases for the drafting of strategic action programs to be implemented in both regional and national levels.
The SAP focuses on the unsustainable exploitation of fish, the first priority among identified TPs in the TDA. The SSME tri-national committee hopes that the implementation of this SAP will provide the impetus for raising more interest and funding support to address the other five TPs in the next phase of this project.
Through the regional management and conservation of small pelagic fishes using an ecosystem approach in fisheries management, the plight of the fishing communities and the health of the marine environment can be improved.
The SAP identified targets and activities in six thematic areas: 1) science-based, social and management Interventions using the Ecosystem Approach in Fisheries Management; 2) resource valuation; 3) monitoring, control and surveillance; 4) information, education and communication; 5) livelihood development, and 6) capacity building.
1. National tuna management plan which includes enhancement of fishery data collection, assessment of fish stocks in their waters and allocation of annual allowable catch, monitoring of fishing operations and evaluation processes
2. This project has greatly enhanced the quality of Indonesian and Philippine fishery data that are applied to regional tuna stock assessments conducted for the WCPFC.
3. More than 60 full-time enumerators were hired at local tuna landing sites in the provinces of the three participating countries, along with data managers and data entry assistants to manage the data.
Convention for the Conservation and Management of Highly Migratory Fish Stocks in the Western and Central Pacific Ocean (WCPF Convention) which entered into force on 19 June 2004.
,IW3,"The WCPF Convention draws on many of the provisions of the UN Fish Stocks Agreement [UNFSA] while, at the same time, reflecting the special political, socio-economic, geographical and environmental characteristics of the western and central Pacific Ocean (WCPO) region. The WCPFC Convention seeks to address problems in the management of high seas fisheries resulting from unregulated fishing, over-capitalization, excessive fleet capacity, vessel re-flagging to escape controls, insufficiently selective gear, unreliable databases and insufficient multilateral cooperation in respect to conservation and management of highly migratory fish stocks. A framework for the participation of fishing entities in the Commission which legally binds fishing entities to the provisions of the Convention, participation by territories and possessions in the work of the Commission, recognition of special requirements of developing States, and cooperation with other Regional Fisheries Management Organizations (RFMO) whose respective areas of competence overlap with the WCPFC reflect the unique geo-political environment in which the Commission operates.
The Commission supports three subsidiary bodies; the Scientific Committee, Technical and Compliance Committee, and the Northern Committee, that each meet once during each year. The meetings of the subsidiary bodies are followed by a full session of the Commission. The work of the Commission is assisted by a Finance and Administration Committee.
Members
Australia, China, Canada, Cook Islands, European Union, Federated States of Micronesia, Fiji, France, Japan, Kiribati, Republic of Korea, Republic of Marshall Islands, Nauru, New Zealand, Niue, Palau, Papua New Guinea, Philippines, Samoa, Solomon Islands, Chinese Taipei, Tonga, Tuvalu, United States of America, Vanuatu.
Through this project, each participating country has developed a national tuna management plan which includes enhancement of fishery data collection, assessment of fish stocks in their waters and allocation of annual allowable catch, monitoring of fishing operations and evaluation processes. Management plans were first developed in Indonesia and Vietnam through this project, while an existing management plan was revised in the case of Philippines. The developed national plans were submitted to each respective government for review, approval and implementation.
Each participating country has provincial associations but there were no concrete activities on a national level in Indonesia and Vietnam, though both have initiated appropriate national structures. The project supported the establishment or updating of the structure and functioning of national level tuna associations.
1. Experiences with international freshwater, international groundwater and international marine (LMEs) good governance identified, analyzed and shared with an ever widening range of IW stakeholders and practitioners. Key criteria for good governance that transcend marine, fresh and ground water bodies have been identified and analyzed.
2. Experiential learning and training tools in the realm of IW governance (including data and information sharing and exchange; benefit sharing; dispute resolution; institutional architecture; finance and adaptability including climate change) developed collaboratively with a wide range of IW practitioners in Asia, Africa and the Americas, including over 60 GEF project personnel and academics, of which over 20% were women.
3. Implementation and delivery of experiential learning and training tools (including a Reference Manual and a Teachers Manual, which in turn include case studies and role play simulations) in the realm of IW governance made sustainable through the establishment of various “South South” peer to peer learning and exchange groups and more than 10 academic centers of excellence, in Asia, Africa and the Americas.
INDICATOR #1 (analysis conducted regarding good governance of IW on multiple waterways, vetted by practitioners, on up to 28 governance arrangements including international freshwater, international groundwater and international marine) [comprehensive review of over 28 IW governance arrangements and over 10 detailed IW governance case studies as well as major stakeholder input including through 3 hemispheric meetings]. Awareness and appreciation of IW good governance mechanisms and techniques obtained from a wide range of stakeholders through collaborative research.
INDICATOR #2 (experiences with IW governance documented; IW governance reference and training manuals produced and vetted by IW practitioners, peer groups and project advisory panel; project materials disseminated on the WEB, including through IW LEARN, publications and at international fora) [wide range of IW good governance materials produced and vetted; global meeting in Sweden attended by over 25 key IW practitioners, including GEF project personnel and academics from Asia, Africa and the Americas; numerous international meetings attended by project personnel; numerous international publications produced]. Various aspects of good governance of IW collaboratively identified and promoted to a wide range of stakeholders including over 60 GEF project personnel and/or academic practitioners, of which at least 20% were women.
INDICATOR #3 (IW governance experiential learning and training tools tested and validated, information dissemination plan created and implemented, local experts trained in delivery of learning and training tools and materials, project learning and training materials disseminated on the WEB, including through IW LEARN, publications and at international fora,) [experiential learning and training tools and materials developed, tested and validated in collaboration with wide range of local IW experts]. Various experiential learning and training tools in the realm of IW governance developed and promoted to a wide range of IW practitioners, including to over 60 GEF project personnel and/or academics, of which at least 20% were women.
INDICATOR #1 (enhancing awareness, appreciation and capacity of IW practitioners including GEF project personnel and/or academics with regard to IW good governance and decision making) [IW practitioners familiarized with key criteria of good governance of IW including data and information sharing and exchange; benefit sharing; dispute resolution; institutional architecture; finance and adaptability including climate change].
Wide range of IW practitioners, including over 60 GEF project personnel and academics, of which over 20% are women, familiarized with a suite of experiential learning tools and materials in the realm of IW governance as a result of project.
INDICATOR #1 (increased availability and use of experiential learning tools and materials in the realm of IW governance resulting in improved development and implementation of existing and future legal mechanisms and action programs for international waters) [ever widening range of IW practitioners increasingly familiar with various aspects of good governance of IW including data and information sharing and exchange; benefit sharing; dispute resolution; institutional architecture; finance and adaptability including climate change.]
The project has clearly led to an enhanced awareness and appreciation of various aspect of good governance (including data and information sharing and exchange; benefit sharing; dispute resolution; institutional architecture; finance and adaptability including climate change) within and between an ever widening range of IW freshwater, groundwater and marine practitioners, including over 60 GEF project personnel and academics, of which 20% were women.
cleaner production (wastewater treatment facilities - constructed wetlands)
,nap,,nap,,nap,,nav,,nav,,-1,,-1,,IV2,, 2759,Manila Sewerage,WB,89082,Philippines,FSP,Wastewater,Manila Third Sewerage Project (MTSP) - under WB/GEF Partnership Investment Fund for Pollution Reduction in the LME of East Asia,National,,[],South-Eastern Asia,Sulu-Celebes Sea (LME); South China Sea (LME),Under Implementation,International Waters,,2007-06-25,2014-05-31,,Mr. Analiza Rebuelta Teh; Mario Alejandro Suardi; Nicanor Mendoza,5.35,,,93.16,,GEF - 3,,,,,,,LME,http://www.pemsea.org/strategic-partnerships/projects/manila,,10,Department of Environment and Natural Resources(DENR),"GEF3 IW Tracking Tool (2010), IWC6 Results Note (2011)",,1.Partnership Strengthening – Stakeholders Signing MOUs
2.Public Assessment of Water Services
3.Sewerage and Sanitation Master Plans Updated
INDICATOR#1 Partnership strengthening – Stakeholders signing MOU [Target: 7]
Results to date: 7 MOAs have been signed by LGUs and 7 more are going through internal procedures.
INDICATOR#2 Public Assessment of Water Services [Target: 500]
Results to date: 1175; target exceeded; This is an ongoing exercise for water service.
1. 69 applications for investments in improved systems at commune level for manure collection, storage, and better management of animal and household waste at Commune level -14 investments under construction, 18 under the process of civil works contracting and 40 prepared for submission for Government approval.
2. Water quality monitoring, analysis and reporting capacity of National Administration “Romanian Waters” (ANAR) and its subordinated units at river basin level strengthened. 56 equipments for data processing and storage, 10 auto laboratories, various field and laboratory equipment, training of specialists for use of new equipment and testing methods, provided by the Project. The construction of ANAR’s Training Centre is ongoing.
3. Population in the Project area informed about water pollution with nutrients and recommended remedial measures through events, more than 2,000 informative materials (brochures, flyers and leaflets, guide of good practices) produced and distributed, over 200 media appearances, website etc.
Indicator #1: Functional National Inter-Ministry Committees (IMCs) - The existing Inter-Ministerial Committee for Application of the Action Program for Water Protection against Pollution with Nitrates from Agricultural sources, that is also acting as the Project Steering Committee is fully functional and met on regular basis. Action Programs for water and soil quality protection in Nitrate Vulnerable Zones including the evaluated implementation costs and responsibilities were prepared and provided to each of the 86 communes included in the Project.
",III3,,III3,"Indicator #2: Improved inter-governmental coordination and capacity to assess, monitor and report on progress with implementation of the EU Nitrates Directive. Romania prepared, on voluntary bases, the first report to the European Commission on implementation of Council Directive 91/676/EEC concerning the protection of waters against pollution caused by nitrates from agricultural sources, for the period 2004 – 2007.
",III2,Government has retified Nitrate Directive and is implementing it through:
1. INPCP
2. Code of good agricultural practices
Indicator #3: Project website, www.inpcp.ro, established, maintained and regularly updated.
Indicator#1: Unified set of monitoring guidelines and standards for soil and water adopted, and monitoring program implemented. Guides for water resources monitoring activity prepared and implemented. The Project provided support to ANAR and its subordinated units in equipment for database management, transportation means and portable equipment for water quality testing.
Indicator #2: Improved inter-governmental coordination and capacity to assess, monitor and report on progress with implementation of the EU Nitrates Directive. Romania prepared, on voluntary bases, the first report to the European Commission on implementation of Council Directive 91/676/EEC concerning the protection of waters against pollution caused by nitrates from agricultural sources, for the period 2004 – 2007.
1. Reduced ship based pollution by reducing navigational risks – By June, 2008, certified electronic nautical charts (ENCs) with new technology were developed for the five ports: Rio de la Plata; Mar del Plata; Ria de Bahia Blanca; Comodoro Rivadavia; and Caleta Paula. Additionally, the Naval Hydrographic Service (SHN) generated a hydrodynamic model using Qmap software, which provides input for the OilMap being operated by the Argentine Coast Guard (PNA). The PNA was capable of tracing contamination plumes; and the SHN was handling information on environmental sensitivity areas for priority setting.
2. Improved preparedness and response to oil spills – Institutional strengthening activities significantly improved capacities of the government. The Government of Argentina successfully responded to an oil spill that occurred at Caleta Cordova on December 27, 2007.
3. National and provincial government capacities to assess the effects of economic activity on the marine environment have been improved which significantly strengthen their ability to incorporate lessons from pilot projects in marine protection policies. The PNA is now capable of tracing contamination plumes.
INDICATOR#1 – Fourteen PNA staff were trained in leading world centers.
INDICATOR#2 – A regional training center on oil spill prevention was established in Puerto Madryn. It has become a leading institution benefitting other countries in the region.
INDICATOR#3 – Different levels of training programs were developed including five hundred handbooks (first ever in Spanish) were printed and delivered for additional training. Over 130 participants received trainings.
1) A rough comparison between the LMEWP and conventional treatment methods suggests that the capital cost of engineered wetlands can be 1/4 that of conventional treatment methods, and operation / maintenance costs are also lower.
2) The open advocacy approach used by the project, which sought to maximize the involvement of relevant organizations and push for the merits of the technology, has been beneficial, contributing to a strengthening of national interest in the engineered wetlands.
3) During the course of facility construction, the LMEWP was sometimes subject to criticism from conservationists and ecologists due to confusion as to the purpose of the wetlands. When planning or initiating such an undertaking, it is crucial to communicate properly its intent. The purpose of the facility was to treat wastewater, not to create wetland habitats for species conservation. Ironically, several species of birds now nest in the engineered wetlands, proving through their presence the effectiveness of water treatment.
4) The development of a Business Plan for the facility only at project end creates difficulties for agencies to set their budgets and staffing effectively. The LMEWP would have benefited from an “Exit Strategy” being developed soon after the project midpoint, to assist the Egyptian Ministries in planning for the facility post-GEF support, to include a business plan drafted at least 18 months prior to project conclusion.
5) The project was initially viewed with suspicion by the local community, in part due to issues of land ownership and squatters rights. The constructive and cooperative approach taken by project management has meant increased site safety, and the building of local interest and support. Future projects in Egypt and elsewhere will surely encounter land ownership rights issues and need to include strategies for local buy-in.
1. Construction of a demonstration engineered wetland wastewater treatment facility, plus a fish farm which utilizes the treated water.
2. Demonstration through research and stakeholder involvement that engineered wetlands can be a cost effective, efficient way to clean and reuse scarce and polluted water in the Nile Delta and beyond.
3. Very strong backing of the government as indicated by subsequent replication projects; and expansion of national expertise via government ministries, research institutions and researchers.
INDICATOR #3 National inter-ministry coordination and communication. [Target: Ensure sustainability of operation after the GEF funds phase out.]
Five ministries worked collaboratively on the LMEWP. The Ministries of Environment and Water Resources worked together to hand over the facility at completion to the Ministry of Water’s National Water Research Center, which has assumed responsibility for operation and management using its own governmental resources.
INDICATOR #2 Adoption of national and regional legal, policy and institutional reforms that address priority transboundary concerns. [Target: A strategic vision and a national policy for the use of engineered wetlands in Egypt for reuse of wastewater.]
A national policy incorporating engineered wetlands was under preparation with the interest of the Dutch-Egyptian Water Advisory Panel.
INDICATOR #1: Stakeholder involvement in capacity building, project development, and operations and management. [Target: 10 national agencies and 10 national researchers and trainees.]
10 national agencies involved in the project, including 5 ministries (Agriculture, Housing, Environment, Water and Port Said Governorate); 3 academic and private organizations (Cairo University, Agriculture Research Center, Arab Fisheries Company); and 2 NGOs (ICLARM and WESC). More than 15 national researchers with or obtaining advanced degrees were involved in research.
1. Consultant services support (under Grant assistance) to develop: septic tank management system and operating rules; design of the septage treatment facility; specifications for vehicles and equipment; and database for development of the information system
2. Completion of procurement of the fleet of 11 vehicles comprising: two 2-ton tankers, six 6-ton tankers, two 10-ton tankers and one sewer jetting unit.
3. Septic tank Management Office set up under the Yantai Municipal Government
Ownership of local communities and their leaders through delivery of visible and tangible benefits. The afforestation program which helped farmers against erosion and the manure platforms which achieved health benefits and cleaner environment are most notable in this respect. A strong, full-time PMU with a good mix of diplomatic, managerial and technical skilk based in the project area. Cultivation of good relations with ALL project stakeholders. The PMU Manager excelled in relations with stakeholders at all levels and gained their trust and respect. Technical staff of the PMU ensured smooth implementation of day-to-day project implementation, procurement, financial management, and M&E. Central Government responsiveness to local communities' expressed needs and
preferences. The Central Government respected Country Council and comuna preferences in the design of project activities, notably the emphasis on manure
storage as part of communal waste management and afforestation, and in amending some of the project activities, as discussed in earlier sections. This was a key factor ensuring the local ownership that the project enjoyed and led it to success. Flexibility and respect for client insights of Bank task team. The Bank
Supervision team's attitude to supervision was not prescriptive. It offered technical support and opinion based on international experience but let the PMU which effectively represented local interests resolve implementation issues. As a result, project implementers were empowered to be creative and reach compromises as issues emerged. Dissemination of information through a broad public awareness campaign. This is critical to the widespread adoption of new technologies and practices. Furthermore, information dissemination is needed early in the project cycle to overcome the considerable lack of understanding of the health and environmental benefits from improved waste management, and achieve significant participation in project activities.
1- The percentage of households with livestock in the project area using village manure storage, household bunkers and segregating waste materials reached 54.4% compared to the baseline of 0%, and end-of-project target value of 45%.
2- Over the course of the project the area under environmentally friendly practices increased from 0% to 33.9% exceeding the target value of 30%.
3- Estimations based on land under environment friendly agricultural practices indicated a decrease in nutrient discharge into surface and ground waters of about 15 % for N and 27% for P in 2006. These values exceed the target value of 10% for 2006.
More care should be taken with the project design. This does not mean that the design of GEF projects should become even more cumbersome, but rather the design should,inter alia:
a) differentiate clearly between ‘objectives’ and ‘outputs’ and be more rigorous in their description in order to avoid creating false expectations (e.g. not to state emphatically that an output will be approved at the highest level of government, when in most cases this is something very difficult to predict);
b) establish a clear sequence between the ‘objectives’, the ‘outputs’ required to achieve each one of the objectives, and all the ‘activities’ that should be undertaken in order to generate each one of the outputs;
c) be more attentive to the ‘real world’ situation of the eligible countries, and not to assume that a GEF project will be able to change some strongly-rooted social and institutional realities;
d) in region-wide projects, curry out a more rigorous assessment of the institutional and technical capacity to implement the project in each eligible country (e.g. not assume that they are all at the same level). The findings of this assessment should be incorporated in the project design concerning the outputs, the activities that should lead to generate them, and the implementation approach (e.g. in the project under review, the project should have planned for more project personnel to work with different groups of countries in the region); and
e) foresee which key stakeholders should be involved in the project implementation and/or in receiving and accepting the outputs, so as to incorporate into the project an implementation approach that would ensure the involvement of those stakeholders.
The eligible countries should be more actively involved in the project design, so that:
a) they can assist in making the project more attune to their needs and capacities to deliver; and
b) they can be prompted to start considering the required and implementable in-country mechanisms in advance of the start of the project. This would ensure speedy implementation once the project is approved. (One key problem of the project under review was that the key in-country mechanism was established very late in most countries, and in some it was never established.)
In the case of region-wide projects involving transboundary issues, it will be very important:
a) to formally involve all countries in the region, including those that are not GEF-eligible, in the design and implementation of the project. Otherwise, the outputs of the project would be in jeopardy if not all the countries concerned with the transbounday issues follow the same pace;
b) to ensure that there is a meaningful and effective coordination mechanism imbedded in the project design to allow all countries to share experiences and to develop the sense of ‘shared issues’; and
c) to make arrangements within the project for technical and financial bilateral assistance within the region.
The duration of a project should be such as to ensure that the necessary key results are achieved. The alternative would be to foresee the immediate follow-up that will be required to ensure that the project outputs are put to good use. (In the case of the project under review, the project duration did not allow time for carrying out required processes to obtain high-level government approval of the key outputs, and no followup was foreseen to do this. As a result, the long term impact of the project is uncertain.)
Implementing agencies should not wait until formal approval of the project to start looking into the selection of project personnel. If necessary, the rules should be amended as to allow ‘pre-recruitment’ of project personnel to ensure speedy implementation once the project is approved. (In the case of the project under review, the project manager came on board six month after the project had started.) In other words, it should not be taken for granted that ‘this is the way that the UN/the GEF operates…’.
The project, with due adaptation and using the lessons learnt in the Mediterranean, could be quite easily replicated in other Regional Seas.
",nav,,IW3,Barcelona
,IW3,MAP
,IWA,"The project produced a set of the ‘regional guidelines’ and ‘regional plans’ for preparing the NAPs, including a National Diagnostic Analysis (NDA) and National
Baseline Budget (NBB). It should be noted that the NBB was an ‘add on’, not contemplated in the original project document, and financed to a large extent with
MED POL resources. Training courses were organized for their application. It should be noted, though, that the guidelines were not ‘adopted at the regional level’, and possibly there was no need for that.
14. Concerning the TDA, which was under the responsibility of MED POL:
a) a 200-page full-coloured publication: Transboundary Diagnistic Analysis (TDA) for the Mediterranean Sea (UNEP/MAP/MED POL, Athens, 2005) contains the up-dated TDA (originally produced in 1997), which is the result of work carried out as part of this GEF project;
b) the TDA provides the technical basis for refinement of the National Action Programs (NAPs) for the protection of the marine environment from land-based sources and the SAP MED in the area of international waters of the GEF;
c) it also provides the expert opinion on the state of the environment and priority problems, and a list of actions that are recommended for consideration. This list is designed to address the major transboundary issues in the GEF focal area related to international waters;
d) the TDA process identified three Environmental Quality Objectives (EQOs) as major goals for the Mediterranean environment and made used of the Strategic action programme for the conservation of biological diversity in the Mediterranean region (SAP BIO) and of the Code of Conduct for Fisheries, which led to specific targets and interventions that can be considered in the NAPs; and
e) the TDA now constitutes a significantly stronger tool, both from a scientific as well as strategic point of view, at the disposal of MAP and each of the Parties
to the Barcelona Convention (including those which are not GEF-eligible) to undertake the required actions to protect the Mediterranean Sea.
The SAP MED was completed, with targets and needed activities at regional and national level structured in two areas (urban and industrial) and a number of categories within each area. Thus, this part of the objective was fully met.
",nap,,nap,,nav,,0,,0,,nav,, 615,Mekong River,WB,45864,Cambodia; Lao People's Democratic Republic; Thailand; Viet Nam,FSP,River/Lake,Mekong River Basin Water Utilization Project,Regional,River,[],South-Eastern Asia,Mekong,Project Completion,International Waters,,2000-02-02,2008-06-29,,Mr. Joern Kristensen; Mr. Yoshiharu Kobayashi; Dr Choomjet Karnjanakesorn; Dr Olivier Cogels; Seree Damnernpiriyakul,11.10,,,17.95,,GEF - 2,,,,,,,River,http://www.mrcmekong.org,,8,Mekong River Commission (MRC),IWC6 Results Note (2011),,"1. Development of a transboundary hydrological model which is able to assess the impacts of the infrastructure (e.g., hydropower stations) in any of the tributaries of the Mekong River on the hydrology of the Mekong River. The model has been adopted by the Mekong River Commission (MRC) and become a basis for the MRC and the four member countries (Lao PDR, Cambodia, Thailand and Vietnam) to coordinate water resources development.
2.Adoption of protocols for information exchange, water use monitoring, and preliminary notification/consultation process. The procedures developed under the project have been adopted by the four MRC member countries. These procedures are now fully utilized in case for the first mainstream dam proposed by Lao PDR.
3. Adoption of instream environmental flow rules. The procedures developed under the project has been adopted by the four MRC member countries and contribute greatly to sensitize the importance of environmental flow in these countries. In Lao PDR and Vietnam, the concept of the environmental flow would be integrated to their respective water laws whch are under revisions.
INDICATOR#2
Development, installation and testing of functional and integrated knowledge base and information systems on water and related resources, with a communication system linking the four countries with the MRC Secretariat: Fully Achieved..
INDICATOR#3
Adoption of protocols for information exchange, water use monitoring and preliminary notification/consultation process: Fully Achieved (refer to result#2 above)
INDICATOR#4
Adoption of environmental flow “rules”. Fully Achieved (refer to result#3 above). The project contributed to the elaboration of the draft rules which were formally adopted in 2010 after completion of the project.
Mekong River Commmission
,nav,,nap,,nap,,nap,,nap,,nap,,-1,,-1,,nav,,"INDICATOR#1
Development of a functional, integrated basin modeling package. Fully Achieved.
The stepwise establishment of a Large Marine Ecosystem Commission for the governance and management of an LME is a promising institutional approach, but has yet to be fully tested;
A science-based approach to a fundamental understanding of the ecosystem is essential but should be omplimented by management-orientated demonstration actions;
The Ecosystem Approach to Fisheries (EAF) adds a valuable compliment to LME projects and the systematic integration of EAF in LME projects is recommended;
A TDA/SAP cycle during the PDF-B phase can be highly beneficial but should be considered as preliminary and should be reiterated during project implementation;
A preliminary SAP is beneficial but it should include EcoQOs and a Vision Statement and should be updated during project implementation;
The integration of all sectors in the PSC if feasible is highly beneficial but is not a substitute for national level integration through National Inter-ministry Committees;
The use of thematic Activity Centres at the country level can be highly beneficial to project implementation but should be done in a way that does not compromise participation of national institutions;
The use of a multiple subproject approach can be beneficial to implementation and output quality but subprojects should be explicitly linked to project logical framework, limited to a manageable number and the results fully synthesised before project end;
A tendering process based on specific requirements developed by technical teams is generally preferable to a more open “call for proposals” approach;
Integration of capacity building into subprojects is an effective way to improve capacity;
Partnerships with other programmes and cooperation between donors are highly beneficial but should be proactively pursued and formalised from the start;
Industry stakeholder participation is essential and should be actively promoted from the start of the project design process;
LME projects should have an active communications programme and make use of “branding” to promote a sense of regional identity with the ecosystem.
The time lag between project conception and full project implementation via the PDF-B process is excessive and must be reduced substantially;
Management changes are difficult to achieve in a first project phase – any such targets should be realistic and not included if in doubt;
1st iteration LME projects should endeavour to produce a full set of ecosystem state indicators to pass on to the subsequent operational phase;
LME programmes should avoid excessively numerous subprojects, focussing instead on a smaller number of concrete demonstration actions;
Where making use of the multiple subproject approach, care should be taken to ensure transparent and equitable allocation of projects and contracts should include penalty clauses for late delivery;
The feasibility of subprojects should be carefully assessed and any assumptions (such as the need for sharing of information) addressed in advance through protocols or other suitable agreements;
Capacity building and the achievement of concrete outputs cannot be effectively combined without a very well integrated capacity building strategy;
Capacity building needs a strategic plan which should be undertaken at the TDA/SAP stage rather than await the project implementation stage;
Any capacity building strategy needs to be designed in such a way as to encourage national staff to stay in the system;
Projects should ensure that hiring of consultants does not undermine the capacity of the very institutions the project is supposed to support;
Potential obstacles to project implementation, such as the language barrier or administrative or logistical issues, should not be underestimated or ignored and should be actively addressed in project design;
Where countries are unequal participants the project must include intensive measures to “level the playing field”;
Substantial logical framework revision should be avoided unless accompanied by revision of the project document itself; the linkages to any existing TDA or SAP should remain explicit;
The project logical framework should truly reflect what the project designers and managers intended, using indicators that are realistically achievable;
Indicators conditional upon the successful performance of other projects should only be included where the arrangements for collaboration are very solid;
Harmonisation of law and policies between countries is not a realistic or useful objective in the context of LME projects which should focus on actual cooperation through operational plans;
Where ships surveys are involved in an LME project, an additional staff member or consultant dedicated to ships‟ coordination should be recruited.
The Benguela Current Convention is the legally binding overarching policy framework for the sustainable use, access to and development of the LME. It articulates strong principles advocating for sustainability, use of the precautionary approach and the polluter pays principle, integrated sustainable development planning (through EIAs, etc.) and, equity. The governments of Angola, Namibia and South Africa signed the Benguela Current Convention in the Angolan city of Benguela on 18 March 2013.
The Convention is a formal treaty between the governments of Angola, Namibia and South Africa that sets out the countries' intention "to promote a coordinated regional approach to the long-term conservation, protection, rehabilitation, enhancement and sustainable use of the Benguela Current Large Marine Ecosystem, to provide economic, environmental and social benefits."
The Benguela Current Convention also establishes the Benguela Current Commission (BCC)– in existence since 2007 – as a permanent inter-governmental organisation.
The BCC is the first inter-governmental commission in the world to be based on the Large Marine Ecosystem concept of ocean governance – a move towards managing resources at the larger ecosystem level (rather than at the national level) and balancing human needs with conservation imperatives.
The BCC is based in Swakopmund, Namibia, and is focused on the management of shared fish stocks, environmental monitoring; biodiversity and ecosystem health; the mitigation of pollution; and minimising the impacts of marine diamond mining and oil and gas production. Sound environmental governance and training and capacity building are at the forefront of its agenda
The countries are developing NAPs to facilitate the implementation of national/local reforms required by the endorsed SAP.
,IV3,"TDA completed during the previous phase.
Baseline data exist in TDA; however, monitoring indicators and framework must be strengthened during the project implementation to monitor the progress on the E/W Resource & SE Status.
1999 SAP
,nap,,nav,,nav,,0,,0,,IV1,"The project has not produced a TDA per se, however results of technical studies are being incorporated in national strategies, and in particular informing the National Economic Development Program for Ethiopia
", 72,Gulf of Aqaba,WB,5237,Jordan,FSP,Land-Based Sources/Coastal Zone,Gulf of Aqaba Environmental Action Plan,National,,[],Western Asia,Red Sea (LME),Project Completion,International Waters,,1995-09-30,2002-06-29,,Dr. Bilal Al Bashir; Ms. Nicole Glineur,2.99,,,12.96,,GEF - 1,,,,,,,Asia; LME,http://www.aqabazone.com/,,8,Aqaba Region Authority,"IWC6 Results Note (2011), World Bank Terminal Evaluation (2002)","Project Design
-The intensive preparatory work on a CZM framework paid off. The goals and objectives agreed amongst the stakeholders were clearly defined using a participatory approach of all stakeholders, including the local population. The consensus obtained on the framework greatly facilitated the implementation of a sound coastal zone management plan.
-In the project design, the function of the project manager called for international expertise and experience in state-of-the-art coastal zone management to transfer knowledge to the country. The first two international managers had difficulties coping with the idle periods of decision making in ARA. The subsequent hiring of a national with top managerial experience and environmental expertise enabled adequate handling of local politics and delegation of authority to the project
Project Implemenmtation
-Strong stakeholder commitment and the realization that positive economic returns can flow from investment in environmentally sound projects promoted outstanding achievements.
-The project demonstrated how demand driven interventions based on an effective CZM framework with stakeholder participation, including involvement of the general public, can bring about effective management of the environment through the active involvement of all stakeholders
-The project showed that crossing institutional borders through having different ministries and organizations (Health, Port Corporation, private sector, NGOs, police) participate together in training and capacity building activities can enhance the overall effectiveness of implementation.
-On-the-job training and motivational tools contributed to the full integration of managerial and operational project staff and of the project's Environmental Department, created by the project, into ASEZA. This was an essential element towards sustaining the achievements of the project.
-Well designed cost recovery mechanisms with strong enforcement can help to ensure financial sustainability. The cost recovery mechanisms developed by the project and currently in force help to deter further environmental pollution as well as serving as revenue sources to assist sustainability.
-Initiating a dialogue with polluters can bring about a consensus and lead to solutions. During implementation, project staff initiated a dialogue with three major producers of waste oil to tackle the issue of land based oil reeovery. Not only was the dialogue successful in leading to group consensus on the issue, but a national oil refinery agreed to accept and pay JD35/ton for the recovered waste oil, thereby eliminating a source of pollution.
1. Development of Regulatory and Institutional Framework: The Environment Department was fully integrated into Aqaba Special Economic Zone Authority (ASEZA), allowing Aqaba to become the only region in Jordan where a legalized Environmental Impact Assessment (EIA) system is enforced. Intensive preparatory work on a CZM framework paid off and the project showed that crossing institutional borders through having different ministries and organizations participate together in training and capacity building activities can enhance overall implementation effectiveness.
2. Oil spill risk minimization and waste oil recovery: During implementation, project staff initiated a dialogue with three major producers of waste oil to tackle the issue of land based oil recovery. Not only was the dialogue successful in leading to group consensus on the issue, but a national oil refinery agreed to accept and pay JD35/ton for the recovered waste oil, thereby eliminating a source of pollution. The project demonstrated that well designed cost recovery mechanisms with strong enforcement can help to ensure financial sustainability. The Port Authority has also upgraded all its facilities into environmental compliance under the new ASEZA laws, a notable achievement.
3. Development and Implementation of the Jordanian Marine Park: Zoning and infrastructure of marine park facilities have been completed, including: 4 jetties (2 funded by the project), terrestrial demarcation, toilet and shower facilities, umbrellas, parking, camping grounds, ranger posts, and first-aid station. The Visitor Center (photo above) has been completed, including multi-media equipment, interpretation and public awareness activities.
The project has catalyzed efforts by other donors, such as the USAID MERC project, which is based on operational capacity buwlt by the project. A joint Jordanian and Israeli sea monitoring program is being devised under the USAID MERC project.
",nav,,IWA,"Regional Cooperation efforts are another exemplary result of the project, especially in the light of the political circumstances. Active participation in the Red Sea Marine Peace Park Steering Committee meetings continues. ASEZA has been confirmed as Jordan's official representative to PERSGA and has already been recognized as a leader in carrying out the PERSGA agenda, having been instrumental in increasing regional cooperation and information exchange.
",nap,,IW3,"A. Development of Regulatorv and Institutional Framework CES2: The project's achievement in this component has exceeded expectations. It has had an enormous development impact and plays an essential role in ensuring project sustainability. The Environment Department created under the project and all of its staff were fully integrated into ASEZA. It provided staff (including of: the project; ASEZA/former ARA; Port Authority; MSS; Ministries of Health, Agriculture, and Tourism; NGOs; local industries, fishermen, etc.) essential training and experience that enabled the set-up, running, and institutional mainstreaming of
an exemplary Environment Commission- setting up a precedent for the country. Chief amongst the achievements is the fact that he Aqaba region, under ASEZA, is the only region in Jordan where a legalized Environmental Impact Assessment (EIA) system is enforced (EIAs have yet to be a requirement at the national level in Jordan). It also enabled the establishment and implementation of the Marine Park as well as other activities on the ground.
Two directorates, established within the Environment Commission of ASEZA, are fully operational: the Directorate of Environmental Planning and the Directorate of Environmental Supervision and Enforcement. The Directorate of Environmental Planning incorporates, among others, the environmental impact assessment, environmental inspection and auditing, and industrial pollution prevention standard-setting functions of the Project. The Directorate of Environmental Supervision and Enforcement includes divisions addressing public awareness, coastal policing and enforcement, marine pollution prevention and response, and marine park management - all central elements of the GAEAP. With regard to regulatory capacity-building, key Project elements (e.g. environmental impact assessment and environmental auditing procedures) have been fully incorporated into binding ASEZA legislation. Other elements (e.g. coastal zone management, marine park management, marine vessel pollution prevention, industrial pollution prevention) are generally mandated, with specific implementing provisions to be adopted through subsequent regulations.
The goals and objectives agreed amongst the stakeholders were clearly defined using a participatory approach of all stakeholders, including the local population. On-the-job training and motivational tools contributed to the full integration of managerial and operational project staff and of the project's Environmental Department, created by the project, into ASEZA. This was an essential element towards sustaining the achievements of the project. As to groundwater protection, ASEZA has acquired the model to assess the annual yield of the aquifer as well as to simulate the path lines of pollution into the Gulf. It
will also assist in tracing the sources of pollution in the groundwater aquifers.
INDICATOR #2: Transboundary groundwater protection
Successful despite the political circumstances, and transboundary groundwater assessment completed.
B. Emergencv Assessment of Oil Pollution lEnzards (S2: oil spill risk minimization and waste oil recovery. This component has been successfully completed and is rated as satisfactory The Memorandum of Understanding between the Ports Authority and ASEZA, defining responsibilities for oil spill response and legal measures as well as outlining preventive measures for chemical oil spill prevention, has been signed. The Port Authority has upgraded all its facilities into environmental compliance under the new ASEZA laws, a notable achievement. Solid waste for instance is the Port Authority's responsibility and is subject to environmental compliance. The oil spill contingency plan has been updated. The Jordan Petroleum Refinery, together with ASEZA, has completed a system for waste oil recovery from trucks and small garages to prevent the sale of this noxious product to fuel ovens. ASEZA and Ports Authority staff have been trained in state-of-the-art oil spill prevention operations and marine vessel pollution prevention procedures. The training program was designed to help establish in depth knowledge about oil spill preparedness and response, pollution prevention, emergency cases, wastes treatment and handling from ships in legal, technical and organization contexts.
1. Construction and commissioning of wastewater facilities in six ports.
2. Treatment of Chemically Contaminated Wastewaters. To meet the requirements of treating wastewater, the Port Authorities required a system that was robust and simple to operate but could deal with a variety of chemically contaminated wastewater. A detailed study was conducted and the recommended system was adopted by the ports constructing facilities for such wastewater.
3. Oil Spill Response and Contingency Plan. A generic Tier 1 plan (port level spill) was developed and refined for each of the six project ports and the plan was adopted for all ports in China. The study included several scoping workshops and an oil spill response training exercise and the success of this
exercise has led to making this an annual exercise hosted by different ports.
4. Cost Recovery and Port Fee Schedule Changes. A unified national fee schedule, representing costs of new and existing waste reception facilities, was implemented and provided for sufficient funds to cover expenses.
5. Ship Waste Tracking System (SEATRAC). A software was developed and installed to provide a database linking the six ports and Ministry of Communications (MOC). The database for (a) a means of tracking waste and ship traffic; (b) inventory of wastes processed by type and location and (c) a database of environmental data generated by the routine water and air quality monitoring programs.
6. Large Marine Ecosystem (LME) Multilateral Study. An LME study was conducted to provide a baseline of conditions for areas which include territorial waters of more than one country and associated international waters.
INDICATOR#1 Development of Oil Spill Contingency and Response Plans
Results: completed and contingency plan implemented in other ports aside from the six ports which participated in the project.
INDICATOR#2 Develop and implement a Ship Waste Tracking System (SEATRAC)
Results: completed and implemented.
INDICATOR#3 Develop and implement new fee schedule to provide adequate capital repayment and maintenance operating funds for the facilities to ensure project sustainability.
Results: completed and implemented
1. Reduction in pollution loading to the Bohai Sea from 16 pilot counties - Original Target Value (PAD): COD 16,400 tons/year; and NH3-N 1,900 tons/year; and the actual values achieved: COD 38,615 tons /year and NH3-N 4,665 tons/year;
2. Reduction in groundwater overdraft for irrigation purposes in 16 pilot counties – Original Target Value (PAD): 42 million cubic meters /year; and the actual values achieved: 266 million cubic meters
3. Disposal of polluted sediment from Dagu discharge canal in Tianjin – Original Target Value (PAD): 2.2 million cubic meters; and the actual value achieved: 6.3 million cubic meters
A functioning inter-agency committee has been established at the county level (16 demonstration counties), resulting in improved cooperation and integration of WRM and pollution control activities with support from upper levels (prefectures, provinces, Hai Basin Commission, ZWN Sub-basin, MWR and MEP)
",nap,,nap,,3,"INDICATOR No. 2 – Original Target (PAD): Improved institutional coordinating mechanisms for Integrated Water and Environment Management.
Actually achieved: Institutional coordination mechanisms (including signing of data sharing agreement –see cover picture) was established and functional by 12/31/2004 at all administrative levels (county, prefecture, provinces, Hai Basin Commission, ZWN Sub-basin, MWR and MEP) and updated annually for integrated water and environment management in Hai Basin.
1. Agreement of Steering Committee on Inception Workshop and Work plan for Year 1
2. Hiring of staff initiated
3. Close collaboration with NFPs to ensure a client oriented focus for the project
INDICATOR#1
5.4 Inception meeting and number of Steering Committee meetings held [Inception meeting held within 3 months of project start] June 21 -22 Inception workshop and First Steering Committee was held and attended by the 8 member Steering Committee, which gave approval for the project work plan and budget for year 1.
INDICATOR#2
5.1 Number of full time staff in Project Coordination Unit, Appointment of National Project Coordinators in each country [3 full time staff hired within three months of project commencement.] We have currently hired 5 full time staff – including National Coordinators, Project Coordinator and Administrative Associate, and we are in the process of hiring two international coordinators for the demonstration project and IWRM components, two Senior Experts for intermittent mentoring inputs, two part time project assistants for support in the Baku and Yerevan offices, and 48 National Experts for delivery based inputs on the project – with 16 for each country.
• A revised Strategic Action Program (SAP) was prepared including a review of policy for the protection of the DRB. The revised SAP formed the basis of an ICPDR document, “Common Platform for Development of National Policies and Actions for Pollution Reduction under the DRPC.”
• A Memorandum of Understanding between Danube and Black Sea Countries was drafted.
• The Danube Water Quality Model (DWQM) was upgraded to better estimate and evaluate the flow of pollution - in particular nitrogen and phosphorus - through the Danube into the Black Sea.
• Thematic Maps were prepared for river basin management in which 15 sub-basins as well as 51 Significant Impact Areas were defined.
• The project planned and realized a systematic and well-organized set of activities aimed at raising public awareness and eliciting participation when designing environmental projects.
• The project gave support to NGOs, in particular in developing the regional body, the Danube Environmental Forum (DEF). A Small Grant Programme was financed to reinforce NGO participation in pollution reduction measures and awareness raising projects.
• The development of the ICPDR Information System was supported.
• A feasibility study on possible new regional financing mechanisms resulted in a proposal for the creation of a Danube Environmental Financing Facility (DEFF).
• Development of the Pollution Reduction Programme and its financing proposals was completed by developing a portfolio of 421 projects evaluated at $5.5 billion, ranked according to investment cost effectiveness. The projects covered 246 hot spots comprising 192 municipal, 113 industrial, 67 agricultural, and 29 wetland restoration projects, plus 20 projects classified as general measures.
• The results and products of the PRP were transferred to the ICPDR, which became the custodian of previous UNDP/GEF projects, and all information gathered during the project was made available at the ICPDR Information System.
In 1998, the Danube River Protection Convention (DRPC) came into force after it was ratified by 8 Danube states and the European Commission.
",IW3,• A Memorandum of Understanding between Danube and Black Sea Countries was drafted.
,nav,,IWA,,IW3,"A revised Strategic Action Program (SAP) was prepared including a review of policy for the protection of the DRB. The revised SAP formed the basis of an ICPDR document, “Common Platform for Development of National Policies and Actions for Pollution Reduction under the DRPC.”
",nap,,nav,"A revised Strategic Action Program (SAP) was prepared including a review of policy for the protection of the DRB. The revised SAP formed the basis of an ICPDR document, “Common Platform for Development of National Policies and Actions for Pollution Reduction under the DRPC.”
",nav,,0,,0,,nav,,"• The Danube Water Quality Model (DWQM) was upgraded to better estimate and evaluate the flow of pollution - in particular nitrogen and phosphorus - through the Danube into the Black Sea.
• Thematic Maps were prepared for river basin management in which 15 sub-basins as well as 51 Significant Impact Areas were defined.
• The project planned and realized a systematic and well-organized set of activities aimed at raising public awareness and eliciting participation when designing environmental projects.
• The project gave support to NGOs, in particular in developing the regional body, the Danube Environmental Forum (DEF). A Small Grant Programme was financed to reinforce NGO participation in pollution reduction measures and awareness raising projects.
• The development of the ICPDR Information System was supported.
• A feasibility study on possible new regional financing mechanisms resulted in a proposal for the creation of a Danube Environmental Financing Facility (DEFF).
• Development of the Pollution Reduction Programme and its financing proposals was completed by developing a portfolio of 421 projects evaluated at $5.5 billion, ranked according to investment cost effectiveness. The projects covered 246 hot spots comprising 192 municipal, 113 industrial, 67 agricultural, and 29 wetland restoration projects, plus 20 projects classified as general measures.
• The results and products of the PRP were transferred to the ICPDR, which became the custodian of previous UNDP/GEF projects, and all information gathered during the project was made available at the ICPDR Information System.
The RCU was not staffed to the level anticipated in the UNDP and UNEP Project Documents. While this appears to have been a deliberate choice in the early years of the project, core staffing was affected in later years by budgetary shortfalls and by rigorous effort to keep expenditure on project management below 10 per cent of overall project expenditure, in line with GEF guidelines. Turnover in the fisheries officer position was exacerbated by the short term nature of contracts offered.
The shortfall in technical staffing is associated with shortfalls in delivery on components 2, 3 and 4 of the project, including in supervision of and support to the RACs, and to a lesser extent in communications. While engagement of technical partners provided important expertise in these areas, it is likely that additional technical support in these areas would have ensured greater continuity and follow through at national level, and overcome the rather fragmented delivery in some parts of the project.
A general lesson related to RCU capacity is to ensure sufficient resources are allocated to ensure stable strategic and regional level technical support for planning, pilot implementation activities and development of national policy in specific thematic areas, alongside the more general support for foundational activities. Budgeting options include either a more generous interpretation of the ‘10 per cent rule’ for regional projects with specific reference to technical
roles that provide for better coordination and economies of scale in project execution or inclusion of key regional positions in activity budgets. Precedents for the latter option include the 2005-2010 WIO-LaB project. This lesson is of relevance to GEF International Waters (IW) projects and potentially to other regional GEF projects
The assignment of the RCU as Secretariat for the IGCC in 2006 was envisaged in the Project Documents and had the potential to save funds and provide a long term vehicle for sustainability of project results. In retrospect the approach can be seen to have engendered difficulties in a number of areas. The dual role created confusion in terms of accountability and generated a false sense of security in terms of financial support for the (I)GCC. The structure made the RCU a champion for the future GCC but made it inherently difficult for it to play an impartial facilitation role. In addition the IGCC Secretariat was unable to deliver on requests of the Ministers that fell outside the immediate scope of the project.
The nature of the relationship between regional GEF projects and the regional institutional mechanisms that they help to create and establish can be expected to differ on a case by case basis. However, the lesson from this project of relevance to GEF International Waters and other regional projects is to ensure a clear independence between a GEF project and the institutional mechanism from the outset of planning for such a mechanism
The total reported co-finance comes to just US$ 10.0 million, or 29 per cent of the amount pledged, with much of the deficit accounted for by the GCLME countries. The shortfall reflects both a failure by countries to mobilise pledged funds but also the limited reporting of cash and in kind support by project partners .
Reasons for failure to mobilise co-finance evoked during country visits and in the questionnaire responses included lack of visibility of the project at national and ministerial level; time passed since the Project Brief was approved in 2003; lack of direct funding from the project to leverage co-finance; difficulties in mobilizing co-finance at the start and close of a the project due to budget cycles; shortfalls in resources; and, inability to capture in kind contributions of other
national institutions. Many of these are issues that may have been at least partly averted had the RCU maintained a dialogue regarding co-financing from the outset of the project. However, they also point to repercussions associated with the relatively low visibility of GEF foundational projects with an emphasis on regional planning compared to shorter term national implementation projects.
The problems associated with mobilising co-finance in this project will not necessarily recur in future GEF projects in view of the revised approach to co-finance in the GEF-5. However general lessons for all GEF projects can be drawn in terms of the need i) to maintain a dialogue with GEF focal points and future partners regarding programming of cofinance and ii) to systematically track contributions so that any issues can be identified at an early stage.
This evaluation has not looked specifically at the nature and causes of irregularities that led to the project suspension in 2007 and 2008 since these were thoroughly investigated by UNIDO IOS and appropriate follow up actions were taken.
Repercussion of the suspension included loss of time, loss of institutional memory and loss of momentum, in part associated with the uncertainty and loss of confidence amongst the GCLME countries as to whether and in what form the project would continue.
A straightforward lesson for any GEF projects experiencing suspension or other discontinuities in activities is to ensure regular communication is maintained with project stakeholders, even if it is not possible to provide definite information regarding the prospects for project continuation.
1. Transboundary Diagnostic Analysis (TDA) developed and disseminated to all stakeholders
2. Strategic Action Programme (SAP) developed, adopted and National Action Programs (NAP) prepared and validated by 15 IGCC member states with costed Investment Projects.
3. Decision by Ministers of 16 IGCC member states to establish the Guinea Current Commission
The project has contributed to creation of a more enabling environment for management of the GCLME through its foundational activities linked to institutional strengthening and policy development and through its substantial investments in individual and organizational capacity building. Financing is addressed under Sustainability, above.
The principal outcomes in terms of institutional change have been the creation of the IGCC and decision to create the GCC through a protocol to the Abidjan Convention. While this decision has strong catalytic potential, financial sustainability is a concern.
The SAP includes a recommendation that the RACs or regional ‘centres of excellence’ that were recognised in the first year of the project should become central actors in the SAP implementation. In practice the RACs are operating as service providers in response to requests and funding from the RCU rather than as drivers or champions of change and their ongoing role needs further consideration.
Institutional change at the national level has been limited since the IMCs are operating on an informal basis, but the GCLME does now have an identified institutional host in each of the countries. There is potential for reinforcement of national coordination structures in a future SAP implementation project.
Potentially catalytic activities at the regional level in terms of policy include the amendment and drafting of protocols to the Abidjan Convention including adoption of the revised Emergency Protocol and regional emergency plan and anticipated adoption of the protocol on LBSA. A draft regional ballast water convention document has been prepared.
There is little evidence of national policy changes in key sectors such as fisheries, pollution and habitat management, but the legal studies, SAP and NAP, NPAs on land-based sources, and sectoral plans such as the regional fisheries management plans and biodiversity plans do pave the way for future actions in this area. Guinea Bissau reported that it had acceded to two IMO Conventions as a result of the project.
With regard to mainstreaming of results of pilot projects, plans developed by two of the pilot projects – the ICZM project in Cameroon and the MPAs project in Benin (including a draft decree) – were validated at technical level. However there is little real ownership of the results by the focal institutions and there are no current plans for further implementation in the absence of dedicated project funding. The project in Nigeria was instrumental in drawing attention to the
importance of mangroves and stimulating increased efforts in mangrove management in the Federal Ministry of Environment, and the Nigeria representative reported a significant budget allocation in this area in May 2012. Terminal Evaluation Report – GCLME Page 34
The project has invested substantially in training of scientific and technical personnel as well as in strategic planning. This can be expected to bear dividends for a SAP implementation project. The guidelines and manuals such as those on fisheries and marine productivity developed by the project can be expected to generate increasing coherence in approaches to data collection and analysis.
The project contracted a study on incentives (Paragraph 85) for catalyzing changes in stakeholder behaviour which, while not fully developed, does identify areas that could be further investigated in a SAP implementation project. A second study demonstrated the importance of GCLME to national economies in the region and established the rationale for continued investment in securing these benefits. The waste stock management demonstration project has drawn attention to the economic case for reuse and recycling of waste products.
Finally the project itself has acted as a champion for closer cooperation amongst Africa LMEs, and in May 2011 convened a meeting leading to the establishment of the Caucus of Large Marine Ecosystem Institutions and Programmes in West, Central and Southern Africa.
Four of the five national demonstration projects were designed to address issues of wider relevance to the host country and to other GCLME countries, while the fifth, related to treatment of wastes at the phosphates factory in Togo, set out to address a very specific but regionally important pollution issue.
There have been and are ongoing efforts to disseminate the results and lessons of the demonstration projects.
• The projects in Benin and Cameroon hosted regional dissemination workshops with participants from the other GCLME projects who were provided with frank feedback on the projects and had the opportunity to meet a cross-section of stakeholders involved in the project. The demonstration project coordinator has been invited to two other GCLME countries to share his experience with a wider group of national stakeholders as a result of the workshop.
• A dissemination workshop is being considered for Côte d’Ivoire after the national validation workshop was completed. The question of shoreline change is now being tackled by a wide range of national and regional initiatives and there is potential for sharing the lessons from the Côte d’Ivoire project through related communities of practice.
• The mangrove project in Nigeria is preparing a DVD on the lessons learned from the project, in view of the prevailing security situation in the project area that does not allow visits. In the meantime, as mentioned above (Paragraph 184), the project has generated a renewed interest in the country’s mangrove systems which are the most extensive in West Africa.
• The results of all five demonstration projects were presented to the eighth PSC meeting and generated enthusiastic discussions.
The regional demonstration projects were not explicitly designed to be replicable in that they were to provide services at the regional level. Given the size, language differences, and practicalities of sharing samples, in the region, however, it would seem sensible in some cases to replicate services though a network of collaborating centres.
The rating on catalytic role and replication is satisfactory in view of the catalytic potential of the project, the replication efforts for the demonstration projects and the foundations that have been laid through the regional endorsement of the SAP and political commitments related to the GCLME.
IMC were established in all countries and have validated key project outputs such as NAPS. There is no evidence of IMCs having been formalised in the context of the project
,IWA,"The project contributed to the development of i) A draft protocol on LBSA expected to be adopted in June 2012 and ii)proposed revisions to the Emergency protocol,under the Abidjan Convention. The countries agreed that the Guinea Current Commission should be established by a Protocol to the Abidjan Convention: a process that may take two years to complete
The Convention for the Co-operation in the Protection and Development of the Marine and Coastal Environment of the West and Central African Region (“Abidjan Convention”) was signed on 23 March 1981 in Abidjan, Côte d’Ivoire and went into effect on 5 August 1984. In addition, the Contracting Parties adopted the Protocol Concerning Co-operation in Combating Pollution in Cases of Emergency in the Western and Central African Region (“Protocol”) and the Action Plan for the Protection and Development of the Marine Environment and Coastal Areas of the West and Central African Region (“Action Plan”). In 2008, the Contracting Parties agreed to amend the title of the Abidjan Convention and the Protocol to: “Convention for Cooperation in the Protection, Management and Development of the Marine and Coastal Environment of the Atlantic Coast of the West, Central and Southern Africa Region and Protocol concerning Cooperation in Combating Pollution in Cases of Emergency.”
. With the establishment of the Interim Guinea Current Commission (IGCC) and the Ministerial decision to establish a permanent Guinea Current Commission (GCC) the institutional structure for the sustainable management of the GCLME’s living and non living natural resources has been established. A fully functional Regional Coordination Unit supports regional consultation and joint actions and serves as the Executive Secretary to the Interim Guinea Current Commission. A draft treaty for the establishment of the Guinea Current Commission has been prepared and intergovernmental consultations on the best institutional setBup for the establishment of the Guinea Current Commission are ongoing.
the countries agreed to creation of an Interim Guinea Current Commission, a role fulfilled during the life of the project by the RCU. As yet there are no voluntary contributions
The Transboundary Diagnostic Analysis (TDA) was completed in 2006 and disseminated to all stakeholders
the TDA includes a baseline derived from a litereature review and reinforced by the State of the Enviroment Report.
The development of National Action Programs (NAPs) was completed in early 2011. In addition the development of National Programmes of Action for the Protection of the Marine Environment from LandBbased Activities (NPABLBAs) was completed and validated in all 16 GCLME countries. At the National
level, 16 project coordination structures are in place and fully functional as well as 16 National InterBMinisterial Committees.
The SAP was endorsed by all environment Ministers
The Strategic Action Program (SAP) was completed and endorsed by all 16 governments in 2008
,94,15/16 countries
,2,,"Demonstration projects in the fields of Nypa palm management/mangrove restoration, Integrated Coastal Area Management (ICAM) and the Assessment of Environmental and Social Impacts of coastal erosion defense measures were successfully implemented to demonstrate best environmental practice. The lessons learned were disseminated through participatory workshops to all other GCLME countries to allow for replication and up scaling except for the Nypa Demo which is pending due to security constraints..
" 1355,Moldova APCP,WB,75995,Moldova Republic of,FSP,River/Lake,Moldova: Agricultural Pollution Control Project - under WB-GEF Strategic Partnership for Nutrient Reduction in the Danube River and Black Sea,National,,[],Eastern Europe,Danube,Project Completion,International Waters,,2001-05-11,2009-12-31,,Ms. Meeta Sehgal; Cora Shaw; Mr. Alexandru Jolondcovschi; Ms Silvia Pana Carp,4.95,,,11.04,,GEF - 2,,,,,,,River,http://www.capmu.md/,,8,,"GEF3 IW Tracking Tool (2010), IWC6 Results Note (2011), UNEP Terminal Evaluatio (2012)","• Strong government support: At all levels of government (Central, Regional and Local) the work of the project has seen strong country acceptance and political commitments. A good example was presented to the TE mission in Ya’an city with the clear statement to replicate the concepts of IEM as developed by the project in other counties. This commitment derives from clear country ‘drivenness’ for the project demonstrating the importance of a well defined and accepted Project Document that has led to the increased co-financing and the higher likelihood that the achievements are sustained and further replicated. This validates the effort that is required to develop a detailed project document and all supporting information.
• Strong Project Management Office: The PMO have effectively managed the technical delivery of this project as seen through the achievement of the outputs. The PMO has demonstrated good co-ordination of the many technical and non-technical partners and other stakeholders and in ensuring (through motivating the partners) that the work continued through alternative funding arrangements while the delays with the financial reporting were resolved. As with other successful project, the importance of a strong, dedicated and stable PMO/PMU has proven to be very important in driving this project and the importance of this to future projects is clear.
• Project oversight: As with all GEF/UNEP projects a PSC is a mandatory requirement. This project has also benefited from Local Steering Committees (LSC) providing additional direction at the regional and local levels. The added benefit in this project has been the inter-ministerial or inter-department role of the members of the PSC/LSC thus further ensuring other sectors were involved in the decision making process. This had the benefit of effectively mainstreaming the important GEF objective of encouraging inter-ministerial involvement in the local operation of the project. The involvement of multiple ministries (or departments) at a local / regional level further assists the sustainability of the project’s activities as seen in the Boxing demonstration project and the activities in Ya’an. Encouraging further use of ‘LSCs’ to guide projects is seen as an innovative way to get this inter-ministerial routinely employed on projects.
• Strong technical oversight: The role of the SAG in technical guidance of the PSC/LSC/PMO in the projects has also demonstrated value through recommendations on adjustments to the work programme and providing validation from the scientific community of the work undertaken on the assessments of ecosystem function. This input (from national and regional institutes) clearly provides additional confidence on the validity of the outputs and conclusions reached by the project further strengthening the likelihood of sustainability and replication. The concept of strong technical or scientific input to guide the project management should be further encouraged.
• The ‘value’ of demonstration activities: The demonstration projects were well designed and (through the input of the SAG/PSC) adapted to ensure that they delivered clear ‘proof of concept’ of the IEM approach to both the local communities and the regional administrations. Involvement of local stakeholders at the design stage and throughout the evolution was key to the success of these activities. In addition the involvement of local administrations will not only ensure the likelihood of sustainability and replication of the intervention but gave further encouragement to the local population on the importance of the environment. Without this ‘poof’ the project would have been very technically focused and would have had little impact on the local population. This clear linkage between technical tools for ecosystem assessment and monitoring coupled with very practical applications of these can assist future projects by replication of the design concept.
• Financial Reporting of Projects: Financial management and reporting are essential elements of good and effective project management. The Yangtze project has managed its resources well but has not sufficiently responded to the expectations of the ProDoc on financial reporting (although the situation had improved towards the end of the project). Guidance is available from UNEP on financial issues, as well as appropriate training activities, as clearly demonstrated through other UNEP/GEF projects. The PMO could have alleviated some of the delays in the GEF funds disbursement by having a dedicated financial officer within the PMO who would have been familiar with the details of the project’s activities within all outcomes, understood FECO’s financial system and been able to respond to all UNDP/UNEP’s comments to the financial reports. Since the original design of the Project Document the financial management systems at FECO have evolved and they are currently dealing with many bilateral and multi-lateral donor projects in an efficient and effective manner. The experiences on financial management from this Project should be incorporated in any follow-on project leading to the adoption of direct financing by UNEP through FECO as the Executing Agency.
• Overall the key lesson has been that all stakeholders in the project – from administrations to local farmers and villagers – understood the reasoning behind the project and saw early and direct benefits to their work / environment / economy as a result of the project’s activities
1. Reduction in nutrient loads to local soil and water bodies in project area: Installation of manure management systems, including construction of manure platforms, adequate manure storage facilities and training in optimum application of manure as fertilizers as well as implementation of environmentally friendly agricultural practices such as shrub and tree planting led to a significant decrease in nutrient loads entering soil and water bodies from agricultural sources.
2. Increased awareness of environmental issues among agro-processors and farmers: A broad nation-wide public awareness program of project benefits led to a significant increase in the percentage of farmers recognizing the importance of mainstreaming environmental considerations in agriculture and
implementing environmentally friendly agricultural practices.
3. Development of institutional and human capacity: Staff in relevant agencies/institutes such as the Soil Institute were trained in good agricultural practices as well as monitoring soil and water quality. Capacity building among agricultural advisors will ensure dissemination of project benefits for years to
come and increased potential for large-scale replication of project activities.
Effective use of the methodologies and expert teams of the Yangtze Project has led to the initiation of the “Ecological Function Assessment and Monitoring in the Disaster Prone Areas". MEP started to compile the “Ecological Function Assessment and Supervision Management Plan at Disaster Prone Area”. The outputs from the project including the ecosystem function assessment and monitoring methodologies were utilized for the Management Plan. The Management plan will cover 2,058 counties at 29 provinces in China, including the counties where the small and mid size rivers with flood control requirement are more than 200 km2 in basin area, also the counties located at key river and suffered from the flood geographic hazards; It is noted that the ecological function monitoring methodologies including water resource retention and soil stabilization under the Monitoring for disaster prone zones are developed on the basis of the MEWS from the Yangtze Project.
Sichuan Province Government are requiring other counties to replicate Baoxing IEM Models to other counties for ecological conservation purpose;
At Baoxing, IEM concepts and approaches were mainstreamed into the county development plan and thematic plans for year 2011-2015
INDICATOR #1: Policy framework for non-source pollution meeting EU criteria in place. Standards developed, certification process established and legislation in place.The Project contributed to the drafting of the Law on Ecological Farming and the Law on Soil Conservation, in particular to harmonize with the EU Nitrate Directive as well as developed a Code of Good Agricultural Practices in line with EU requirements.
",III0,,III3,,nap,,nap,,nap,,nap,,nap,,-1,,-1,,nav,,"INDICATOR #2: Increased awareness of environmental issues in agro-industry among farmers.
At project start, only 4% of people surveyed were aware of environmental issues in agriculture. By project end, 58% of people surveyed were aware of environmental issues in agriculture and were implementing environmentally friendly agricultural practices. A broad nation-wide public awareness program regularly disseminated the potential benefits accrued through implementation of project activities. The project provided funding to develop, publish, and disseminate 500 copies of the Code of Good Agricultural Practices.
Niger Basin Authority
",,,IW3,,IW3,,,,,,,,,,,,,, 3181,Wastewater Training,UNDP,,,MSP,Portfolio Learning/Policy,Pollution Reduction through Improved Municipal Wastewater Management in Coastal Cities in ACP Countries with a Focus on SIDS,Global,,[],"Eastern Africa, Middle Africa, Northern Africa, SIDS (Africa), Southern Africa, Western Africa, Caribbean, Central America, Northern America, SIDS (Americas), South America, Antarctica, Central Asia, SIDS (Asia), South-Eastern Asia, Southern Asia, Western Asia, Eastern Europe, Northern Europe, Southern Europe, Western Europe, Australia and New Zealand, Melanesia, Micronesia, Polynesia, SIDS (Oceania), Small island developing States",,Project Completion,International Waters,,2006-06-26,2010-03-30,,Dr. Andrew Hudson; Robert Bechtloff,1.00,,,2.20,,GEF - 3,,,,,,,SIDS,http://www.gpa.unep.org/,,10,UNEP; Global Programme of Action for the Protection of the Marine Environment from Land-Based Activities (UNEP/GPA),"GEF 3 IW Tracking Tool (2010), GEF 4 Tracking Tool (2010), Results Note (2013)","1) The project was funded from two sources (GEF and EU) and at the design stage it was decided to prepare a separate project document for each donor to satisfy different reporting requirements, resulting in different explanations on strategy and approach. If unavoidable, the use of two reports demands a very clear definition of the content and clear and concise budget detailing. One solution could be a framework / master document to describe the project and how it is divided.
2) Means of verification for an indicator should be something that the project can access and that is not dependent on external action.
1. 1,377 participants from 29 African, Caribbean and Pacific (ACP) countries were trained in environmentally friendly wastewater management.
2. A majority of participants reported increased willingness to cooperate with and systematically involve stakeholders in all stages of the planning process.
3. All trained project managers and finance committee members obtained access to internet-based wastewater management tools.
INDICATOR #1: Increased capacity in ACP countries to identify and formulate feasible and environmentally friendly wastewater projects. [Target: 80% of 1,200 wastewater managers in a training course who understand and are able to apply objective-oriented planning in water and wastewater projects.]
100% of 1,377 trained participants from 29 countries met all criteria in accordance with UN/DOALOS accredited TRAIN-SEA-COAST (TSC) standards. This number includes 55 participants from catalytic output courses.
INDICATOR #2: Increased capacity to plan sustainable multi-year financing of municipal wastewater projects. . [Target: 80% of 280 participants of the finance training who understand benefits and method of multi-year financial planning and are willing, competent and able to apply these methods.]
An expert group consisting of UNEP and UNESCO-IHE staff plus a consultant was formed in order to develop a training course on Multi Year Financial Planning for Municipal Infrastructure Investments (MYFP). A training needs analysis was conducted in line with the UN/DOALOS Train-Sea-Coast Methodology (with target population and job analysis). A course curriculum was designed and under review by experts from ACP countries. The curriculum developed can form the basis of future course development on MYFP. However, the component on MYFP was halted after it became apparent that in order to provide high quality relevant training on this issue, a much more comprehensive approach involving more stakeholders and levels of government would be required – which was identified as clearly outside of the possibilities of this project.
INDICATOR #3: Increased willingness of managers and finance staff to cooperate with and systematically involve stakeholders in all stages of the planning process. [Target: 20% of trained project staff working on demonstration projects willing to cooperate and to involve stakeholders in the planning process.]
It was found that after the training, over 66% of the 970 participants assessed were willing to take into account the interests of various stakeholders. Over 50% found that their organisations were increasingly paying attention to the interests of stakeholders when dealing with wastewater management issues.
INDICATOR #4: An improved knowledge base and strengthened information exchange between practitioners and other GEF projects. [Target: 100% of trained project managers and finance committee members have access to TSC tools on wastewater issues through IW:LEARN and TSC-GPA web sites.]
Information access was made available to 100% of trained project managers and committee members via IW:LEARN and TSC-GPA web sites and networking tools. The TSC-GPA website was made available in English, French, Portuguese and Spanish.
1.Supporting small Pacific Island developing States contribution to negotiating and bringing into force the Western and Central Pacific Fisheries Convention; and facilitating the establishment of the Western and Central Pacific Fisheries Commission.
2.Significant and ongoing changes in regional management and governance of tuna stocks in the western and central Pacific supported by improvements in scientific knowledge on oceanic transboundary fish stocks and related ecosystem aspects of the Western Tropical Pacific Warm Pool Large Marine Ecosystem (WTP LME).
3.Establishment and strengthening of national systems and skills in planning, managing information, developing and modifying legislation, inspection, observer coverage and participation in science programmes.
INDICATOR#1 Effective national inter-ministry coordination
A high level of coordination amongst Pacific countries was evident during the negotiation for the establishment of the Western and Central Pacific Fisheries Convention (WCPFC) and the establishment of the WCPF Commission in Pohnpei, Federated States of Micronesia. This is evident in the adopted rules for decision making at the Commission, which operates a two-chambered voting arrangement requiring a majority by Pacific island countries to agree on matters of substance. A greater degree of coordination was required at national levels between relevant government institutions dealing with fisheries management overall in aspects of law, compliance, science, economics and policy to bring the WCPFC into force and will continue to be important for successful compliance with the Commission’s adopted conservation and management measures. An analysis of the participation at sub-regional WCPFC working group meetings would reflect the participation of representatives from relevant ministries in the efforts to ensure that legislation and policy allows Pac SIDS to met their international fisheries obligations
A critical precursor to improving fisheries management in the WCP was the establishment of a foundational governance institution. Therefore, the OFMP put a high priority on supporting One of the most significant impacts of the OFMP was its contribution to the ongoing negotiations and eventual coming into force of the Western and Central Pacific Fisheries Convention (WCPF Convention) . This Convention signifies one of the first regional fisheries agreements to implement principles from the 1995 UN Fish Stocks Agreement , i.e.,such as the application of the precautionary approach, that management decisions be based on the best available science, as well as ecosystem considerations and recognition of the special requirements of small island developing states (SIDS) (WCPFC brochure). The WCPF Convention is became considered the legal foundation for the management of fisheries for highly migratory fish species in the Western and Central Pacific. Negotiations for the convention began as far back as 1994, and with the final adoption and signature took taking place in Honolulu, Hawaii in 2000. However, advice and support provided under the OFMP project helped support the OFMP countries to take the necessary ensure that the necessary legal steps were taken for ratification and subsequent entry into force of the WCPF Convention in 2004.
",III3,"INDICATOR#4 Newly established and/or strengthened (existing) transboundary waters institutions
All major fishing States have ratified WCPFC as at June 2006. The Convention had entered into force in June 2004, with 12 of the 13 ratifications to bring the Convention into force from Pacific small island developing States (Pac SIDS). The WCPFC is ratified by 33 of the 34 States and Territories that participated in the WCPFC process. Indonesia has yet to achieve full membership.The project has supported WCPFC-related legal, policy and institutional reviews under way in many Pacific SIDS including national fishery status reports, legal reviews and reviews of management plans based on EAFM, and by regional scientific, legal, compliance and policy workshops and consultations.
INDICATOR#5 Financial sustainability of joint transboundary waters institutions
The WCPFC currently operates a work programme with a budget of USD22 million. Its formula reflects that the burden of contributions for the management of migratory fish stocks are expected from those that fish. Pacific Island countries formally established ministerial oversight for regional fisheries affairs in 2004. They continue to meet annually collectively and in the sub-regional formation of Fisheries Ministers from countries that are Parties to the Nauru Agreement (PNA). Ultimately, issues relating to oceanic fisheries in the Pacific are addressed at the Pacific Forum Heads of State level for the highest possible endorsement
INDICATOR#3 Adoption of national and regional legal, policy and institutional reforms that address priority transboundary concerns
The establishment and operation of the Commission Sub-Committees for Science and Technical and Compliance occurred efficiently and without delay in 2005. This also included agreement on respective work programmes and the formation of supporting specialist science groups with which to provide the Commission
advice including the status of major tuna and other migratory species stocks and the impacts of conservation and management measures once they were in force.
Pacific Islands countries have been at the forefront in the development of conservation and management measures applicable regionally but have also through project assistance made substantive progress in aligning national legal, policy and compliance arrangements to ensure that they met their WCPFC obligations including reporting all of which is challenging for the smaller Pacific Islands administrations.
INDICATOR#2 Stakeholder involvement in SAP implementation
The single most significant process outcome from the OFMP has been the contribution to the establishment of
the Western and Central Pacific Fisheries Commission.
Without equal, the single most significant outcome of the OFMP is the establishment and adoption of rule and
procedures and organisational structure for the WCPFC at its inaugural session in December 2004. All Pacific
Island countries participate at high levels and attendance at meetings of the Commission itself (100%) and its
sub committees on Science, Technical and Compliance (80 - 90%) and where appropriate a Northern
Committee. The project has also supported the participation of non-governmental representation, both
environment and industry in the work of the WCPFC with similarly high levels to those of Pacific Island country
representation. This remains the case to the present day.
INDICATOR#6 Pilot/demo projects demonstrate stress reduction measures on priority concerns
Pacific Islands States through project assistance and regional work programmes are implementing WCPFC measures and national conservation and management measures and a comprehensive overall assessment of impacts has yet to be conducted. Further details are provided in the results section below on stress reduction.
Designing programs must take account of the broader social and economic contexts. The Government of Georgia, as one of the most liberal economies in the region, has, over the past decade, reduced trade barriers and eased red tape to attract foreign direct investment. In 2006, Georgia was named the top reformer by the World Bank’s Doing Business Report because of a drastic reduction in business regulations. However, market liberalizations, while beneficial for the country as a whole, has had a more significant impact on rural subsistence farmers who compete with relatively cheap imports for basic foodstuffs. Given this environment, the project’s focus on extension services as a catalyst for increasing production was hampered by weak supply chains and relatively low producer prices. In addition, small farms that provide subsistence living may not have been the best poised to take advantage of technology and extension services for
export production.
Technology adoption rates are dependent on factors beyond the control of extension services that affect profitability of investments. The broader social and economic context presented a difficult environment for small farmers to boost production significantly. The weak supply chains and high margins at the retail level favor cheap agricultural imports from more advanced neighboring countries and result in low producer prices for small farmers. In such an environment, yield and production increases by small farmers do often not result in improved incomes. The project could have benefitted from a more clear linkage between markets, supply chains, and the purported increased production of the project areas.
Projects benefit from a clear set of objectives that relate closely to proposed activities. The ARET Project undoubtedly achieved a number of significant outcomes. However, the link between these outcomes and the objectives of the project remains underdeveloped. Project documents (such as Aide Memoires and ISRs) throughout implementation of the project frequently listed varying project objectives (at times to provide extension services to small farmers, at times to assist scientific researchers working in agricultural extension), and the activities under each of the components were not consistently linked to the ambitious overall objectives of the project. In addition, some objectives of the project (most notably the aim to improve production and increase farmer incomes) were mentioned in the PAD, but follow up, either through M&E or through specific activities were assumed to occur. Thus, this project could have benefitted from strengthened links between the project objectives, the project activities, and the monitoring and evaluation. Close linkages between each of these typically provide improved focus to the project activities, as well as a clearer ability to assess outcomes and achievements of projects.
Broader social benefits are important to consider in cost-benefit analysis of technologies. In the context of Component 3, biogas digesters and manure pits were installed with the objective of reducing water pollution. The digesters were also expected to bring some monetary benefit to consumers in reduced costs for energy used for heating and cooking. From a cost standpoint, the manure pits were arguably more cost effective in achieving the objective of reducing water pollution, since the installation and maintenance costs of the pits are negligible. The costs of the biogas digesters, on the other hand, were in the range of US$2,000- US$2,500 (although during the project, the cost of the biogas digesters was subsidized by 80%). Despite the relative cost of installation, operation and maintenance, the biogas digesters proved to be much more popular because of the tangible economic benefit they brought to relatively poor households. As a result, the project shifted more resources to the installation of biogas digesters, and away from manure pits. These broader social benefits are not captured in the cost benefit analysis comparing the two technologies, yet projects aiming to introduce similar types of technologies would do well to examine the broader social context and demand for technologies, and allow for flexibility in shifting resources based on demand.
Prioritizing needs in the agriculture sector is best done around a core set of themes. The Competitive Grant Scheme was designed to provide grants based on a number of priority themes set forward by the Government of Georgia. However, the list of priority themes remained fairly long and comprehensive at the project start; nine priority areas were identified as being of particular importance to the agriculture sector, each with countless subsectors. One lesson that can be derived is that this list of priority areas remained too large, essentially funding any activity within agriculture. A more directed approach could be achieved with a more narrow set of priorities that defines the key areas for investment in the agriculture sector. By focusing the grant scheme around a smaller set of priorities, the investments made with the CGS could achieve a more targeted and comprehensive result.
70. The GIWA project is one of a handful of nontraditional GEF projects commissioned by the GEF to provide insights and direction for the GEF programmes. As such, the project has several major points of departure from the more traditional types of GEF project. Foremost amongst these is the fact that the project was not “country-driven.” The audience and output was clearly intended to be the GEF itself, although this objective was seemingly lost during the course of the project execution, possibly as a result of the frequent staff changes within and without the project in its early days. Consequently, from the perspective of lessons learned, there are relatively few that can be gleaned from this project, and few that can be transferred to other, more traditional projects being conducted under the auspices of the GEF.
71. Notwithstanding, there are aspects of the GIWA programme that can illuminate approaches to future projects of this nature. These are summarised in the following paragraphs.
1. Staffing issues proved a major concern during the execution of the GIWA project. While many of the staffing-related concerns were beyond the control of the project team, the following observations are offered:
a. Continuity of Staffing: To the extent practicable, efforts should be made to avoid staff turnover during the project period, both from the point of view of
the IA and of the executing agency. Obviously, such issues are frequently beyond the control of these entities; however, it appears that, at one point in the process, a different staff member from the IA was attending each steering committee meeting, making it difficult to track concerns from meeting to meeting. Understandably, this reflected the availability of staff to fill in for the staff member lost during the initial transition, and the time needed to replace staff following such a transition.
b. Provision for Project Staffing: The “flip side” of the IA staffing issue is the issue of staffing the project. Granted, some of the early staff turnover appears to have been the result of “personality clashes” or issues of “corporate culture” that are difficult to anticipate. Notwithstanding, one lesson arising from this project is that adequate time should be provided in the work programme for staff to be acquired, and project teams assembled. The “lag time” involved in assembling the project team should be built into the project timeline, especially in cases where new staff are being sought for the conduct of a project. In this specific case, given that there were no counterpart governmental agencies involved in project execution that could provide interim and/or project staff, the time necessary for staffing the project led to a “late” start from which the project never recovered.
c. Use of Self-Selected Staff: Volunteers were an essential element of the GIWA project; whether they were local coordinators who received a stipend or meeting participants who received a per diem. The self-selection process limits the scope of participation to those individuals who have the time, interest, and ambition to participate in a project such as the GIWA. While the peer-review process ultimately endorsed this process by declaring the work products scientifically valid, it is possible that some data or insights were missed as a result—the majority of participants generally appeared to be younger scientists, although this was not the case across the board. Targeting specific [potential] contributors, and using these “names” to focus task teams may prove more efficient in future such endeavours. Notwithstanding, encouraging broad participation outside of those individuals who traditionally participate in international projects of this nature does promote diversity, generation of new ideas and approaches, and a broader cadre of individuals whose experience can be drawn upon in future projects—to an extent, the key participants in the GIWA project were individuals well-known to the UN system and who were familiar with the
status quo, a fact that perhaps prolonged the separation of marine and freshwater interests within the GIWA project.
2. Timing issues also plagued the project, almost from its inception. Some of these issues were also beyond the control of the project, but others perhaps could have been foreseen, as in the case of the absolute need to develop the GIWA methodology before it could be employed in the conduct of other elements of the
project. In future, where projects require the development of a methodology prior to other portions of the project being conducted, either the project should be divided into two phases, during the first of which the methodology can be developed and field tested, or there should be adequate time allowed for the application of trialand-error approaches to defining an appropriate methodology and allowing it to be field tested. The former would be preferable from a project management point of view, while the latter may be warranted from the strategic funding point of view.
3. Issue identification proved a challenge, especially when the issues facing most waters of the world, both fresh and saline, tend to be of a rather universal nature, especially given the scale of the transboundary waters, so highlighting one or two major challenges facing particular systems appeared trivial or ill-informed. This appearance, unquestionably, reflects the fact that the objective of the project was “lost;” rather than being a project to define potential areas for GEF interventions, the project sought to identify issues of concern to governments whose focus is national rather than regional in many cases. This wrinkle would reinforce the role of regional entities, whether Regional Seas Programmes or regional intergovernmental organisations, in bringing issues to the attention of groups of governments. Likewise, communicating these issues to governments proved to be a challenge for project teams comprised of water resources professionals. Notwithstanding, the GIWA products clearly identify roles of country governments individually as well as within their regional frameworks. In certain situations, both countries and regional organisations have utilised the GIWA outputs to formulated activities proposed for funding by the GEF (e.g., the Sao Francisco River Basin project of Brazil) or other multilateral organisations (e.g., the Mediterranean Regional Seas Programme).
4. Country-driven-ness, a key concept of the GEF, proved to be a necessary element in the allocation of personnel, funds, staff time, and resources. In those areas of the world that are GEF-eligible, countries and individuals responded to the GIWA initiative with enthusiasm. Elsewhere—North America being the prime example, response to the GIWA was muted.
a. This issue really relates to the definition of the client: in this case, the client was the GEF itself, yet the GEF Secretariat played a minor role in project
development and management, much less of a role, in fact, than most client governments would do in the development and management of similar,
traditional IW projects. From hearsay evidence supplied during the evaluation mission, this lack of participation seems to have translated into a lack of support for the GIWA findings. This, of course, places the outcome of the project in some doubt, although the GEF Secretariat has endorsed and supports the use of the root cause and causal chain analyses in TDA-SAP IW projects.
b. A further issue is the transfer of the outputs to the relevant governments: UNEP, as the IA, should disseminate those completed printed report to the
respective governments riparian to the transboundary waters. This would encourage those governments to act upon these findings, either through existing Regional Seas initiatives in the case of the Large Marine Ecosystems (LMEs) or through national or multilateral action in other cases. Indeed, in a few cases, these transmittals may also encourage governments to seek GEF involvement, which could be guided by the issues identified in the GIWA reports. Again, completion of those documents in a final state of readiness but not published and those only published in web format would be encouraged and appropriate to facilitate transmission of those reports as well. Action by the target governments would then conform to the accepted and traditional GEF process.
72. In summary, of the lessons learned, the only real lessons that could have changed the outcome of the GIWA project would be: (i) the separation of the methodology development from the application of the methodology into two project phases, and (ii) the clearer definition of the client, and the more active involvement of the client—the GEF Council, Secretariat, and countries—in the conduct of the project. Such involvement should not have been so overt as to bias the execution of the project, but, on the other hand, it would have provided better direction to that execution so that the results better fitted the GEF’s needs. In the end, the project did produce a goodly number of scientifically accepted products— the remaining completed reports requiring publication, perhaps, by UNEP—as well as a workable methodology. The challenge now is to implement that methodology—which challenge is set to the GEF.
Text negotiated, includes references to GW but not full recognition of it. Cooperative Framework Agreement under negotiation for the past 13 years.
",IV1,"Transitional institution in place, the Nile Basin Secretariat, pending the signature and ratification of the CFA
",nav,,nap,,nap,,nap,,nap,,nap,,-1,,-1,,nav,, 2617,Tisza River,UNDP,,Romania; Ukraine; Serbia and Montenegro,MSP,River/Lake,Establishment of a Basin Management Framework for the Integrated Management for the Tisza Transboundary River Basin,Sub-Regional,River,[],"Eastern Europe, Southern Europe",Danube,Project Completion,International Waters,,2008-02-20,2011-05-31,,Ms. Diana Heilman; Mr. Maria Galambos; Ms. Olena Marushevka; Dr. Vladimir Mamaev; Mr. Philip Weller; Mr. Peter Whalley,1.00,,,1.93,,GEF - 4,,,,,,,River,http://www.icpdr.org/icpdr-pages/tisza_undp_gef.htm,IW-2,9,United Nations Office for Project Services (UNOPS),"GEF 4 Tracking Tool (2010), IWC6 Results Note (2011)",,"1. Development of an Integrated River Basin Management Plan (a SAP) and approval / endorsement at a Ministerial Meeting of all five Tisza countries.
2. Reduction of solid waste (including recycling of plastic bottles) on the Upper Tisza floodplains through community led clean-up programmes (6 tonnes of plastic waste removed), locally funded solid waste collection and procurement of approximately 400 containers.
3. Improvements to wetland management through implementing concept of ‘making space for rivers’ endorsed by Slovak Ministry and nationally further supported.
Project generated additional resources (co-fin) for parallel project on plastic waste from Coca Cola in Ukraine
,IV2,,IV3,"-Danube River Protection Convention, in force
-There has been a Tisza MoU since 2004 and planned Ministerial Meeting next April to update MoU and reinforce 'Tisza Group'
INDICATOR #1: Regional and national integrated management plans endorsed by all countries by 2011. National budgets allocated to implement plans by 2011. Management reports to ICPDR and Tisza Group each year. [Target: Integrated (quality and quantity, water and land) management]
On 11 April 2011, in Uzhgorod, Ukraine the Tisza Ministers and High Representatives of the countries adopted the ITRBM Plan and updated a Memorandum of Understanding to express their commitment to the Integrated Tisza River Basin Management Plan and pledge to continue the efforts needed to achieve its goals.
For Danube River as a whole, not for Tisza. Since 2004 Tisza Group under MoU agreement of Tisza Ministers. Will be extended (time and remit - including measures to address pollution, floods etc) in April 2011.
",IWA,INDICATOR#2: Adoption of revised policies for land-water management by 2011. [Target: All countries
involved in demo projects}
The revised policies on land-water management were included in the ITRBMP. The results and lessons learned from three pilot demonstration projects guided the development of the ITRBMP and were included in the Plan as positive examples to stimulate replication.
The UNDP/GEF Tisza Project (has worked closely with the Tisza countries and the ICPDR to develop an Integrated Tisza River Basin Management Plan (ITRBMP). This Plan is equivalent to a GEF Strategic Action Programme (SAP). The Project had a focus land/water management aimed at improving the use and protection of wetlands and floodplains to encourage further restorations of these important river basin features that have been lost due to intensive farming and flood protection and undertook three pilot projects addressing land and water management in addition to the co-ordination of the ITRBM support.
,nap,,nav,,nav,,0,,0,,IV3,, 922,Baltic Sea,WB,48795,Estonia; Latvia; Lithuania; Poland; Russian Federation,FSP,Large Marine Ecosystem,"Baltic Sea Regional Project (BSRP), Phase I",Regional,LME,[],"Eastern Europe, Northern Europe",Baltic Sea (LME),Project Completion,International Waters,,2003-02-23,2007-06-28,,Dr. Jan Thulin; Mr. Kaj Forius; William Sutton; Mr. Jukka Leppänen; Mr. Kaj Granholm; staffan Staffan Lund; Mieczyslaw Ostojsk,5.85,,,12.45,,GEF - 2,,,,,,,Europe; LME,http://www.helcom.fi/projects/Archive/GEF-BSRP/COMP1/en_GB/,,9,Helsinki Commission (HELCOM); International Baltic Sea Fishery Commission (IBSFC); International Council for the Exploration of the Sea (ICES),"IWC6 Results Note (2011), World Bank Terminal Evaluation (2008)","• The “unified project” approach is likely to work best with a small number of countries with similar objectives - A “unified project” like the BSRP increases the likelihood that approaches to achieving the project’s goals are consistent and coordinated across the participating countries, and also facilitates international cooperation and knowledge sharing. However, a “unified project” also has certain disadvantages compared to the partnership framework approach (as in the case of the Black Sea/Danube), which allows for more flexibility in individual country programs (particularly appropriate when there is a high degree of heterogeneity across countries), greater ease of implementation within a country, and perhaps a higher degree of ownership by countries.
• Different riparian countries may require different approaches - Even when using the “unified project” model, it is important to recognize that there can be significant differences in culture, history, economics and politics across countries that necessitate different approaches to different beneficiary countries. For example, the incentives for farmers to implement nutrient management programs in EU member states can be very different from those in non-EU countries.
• Strong central coordination is necessary to ensure delivery of results in regional projects – Even when dealing with countries and institutions with good capacity, such as in this project, a dedicated, empowered project manager is still needed to coordinate activities across the various countries, components and local institutions.
• Limited GEF resources can still have a major impact - If the policy environment is conducive, and participants are committed, a great deal can be achieved with a relatively small financial allocation by leveraging local skills and resources and contributions from development partners.
• The implications of political-economic changes must be assessed, even for environmental projects - In this case, major political-economic shifts, such as four of five beneficiary countries joining the EU, 18 created both opportunities and challenges for implementation, and it is important to recognize such factors during design in order to effectively harness such forces.
• Implementation by existing institutions helped build ownership and provided for sustainability of the collaborative networks - The Project was fortunate to have a recognized, agreed-upon governing body such as HELCOM in place for protection of the marine environment in order to provide the institutional structure for implementation. For Component 1, working with ICES was a major advantage. For Component 2, working with existing extension services has aided mainstreaming.
• When applying the LME approach, a great deal of effort is necessary if links are to be created between land and sea components - In the Project, one way that was discovered to do this was by using monitoring of nutrient flows into the watershed, and the subsequent impact on the marine environment. This also serves as a powerful awareness-raising tool.
1. The Baltic Sea Regional Project (BSRP) successfully created some preconditions for application of the ecosystems approach in managing the Baltic Sea Large Marine Ecosystem.
2. Preliminary outcomes of networks and pilots established under the project have contributed to the substance and quality of the Baltic Sea Action Program (BSAP).
3. Capacity developed by the project and techniques demonstrated laid the foundation for scaling up of environmental investments by later programs.
BSRP resulted in improved regional level coordination and cooperation between project stakeholders, including HELCOM, International Council for the Exploration of the Sea (ICES), Swedish University of Agricultural Sciences (SLU), Worldwide Fund of Nature (WWF), Nordic Environment Finance Corporation (NEFCO), International Baltic Sea Fisheries Commission (IBSCF) and regional stakeholders.
",IWA,"INDICATOR#1 Institutional arrangements are in place for joint monitoring, assessment and evaluation of living marine resources.
Near 100% achieved. The networks established are accepted by all parties and will be used in the continuing work of HELCOM and ICES.
Component 3: INSTITUTIONAL STRENGTHENING AND REGIONAL CAPACITY BUILDING
- Rating – Moderately Satisfactory
The objective of this component was to strengthen regional and local capacity to successfully utilize the outputs and recommendations from Component 1 and Component 2 activities to establish sustainable ecosystem-based management of Baltic resources. It included regional capacity building in beneficiary countries (including regional coordination, establishment of the BSSG, and regional public information and outreach); and regional socio-economic assessment. Significant outcomes included strengthened cooperation between the riparian countries and between the three international agencies, and national dissemination activities. However, dissemination was modest (and needs to be continued) and socioeconomic assessments, such as the valuation of ecological goods and services, remain to be done. The need for public outreach was generally underestimated. The BSSG was established but appropriately disbanded in 2005 when it was realized that its functions could be more cost-effectively carried out by the HELCOM HOD and ICES Bureau.
INDICATOR#2 Stakeholder involvement in transboundary waterbody priority setting and strategic planning
A network of Coordination Centers (CC) and Lead Laboratories (LL) was fully created and functional,including 5 CCs and 9 LLs.
Component 1: LARGE MARINE ECOSYSTEM MANAGEMENT- Rating: Satisfactory.
The goal of the component was to develop the level of basin-wide collaboration among technical agencies needed to provide guidance to riparian overnments on how to establish sustainable management of the Baltic Sea marine ecosystem. The project achieved this to a significant extent through establishing and operationalizing a network of environmental institutions in all riparian states, enhancing technical capacity, developing and piloting regional approaches to monitoring and assessment, and preparing the Bonus 169 Science Plan for the Baltic, which identifies collaborative research in support of the LME concept that will be financed by the EU. The component has already delivered valuable results, and the functioning networks of thematic expertise are likely to be maintained through operation of an array of permanent international groups that have since been established. Network participants continue to contribute significantly to implementation and review of the BSAP, with emphasis on ensuring that targets are both meaningful and achievable. They will also be involved in future monitoring and assessments. Achievements by component activities included the following: a network of Coordination Centers and Lead Laboratories for the themes of ecosystem health, marine productivity and fisheries; installation and operation of monitoring systems for marine ecosystems, including strengthening the “ships of opportunity” system (monitors attached to ferry boats); a permanent working group on assessments, inter alia, to provide baseline data for the BSAP; and, demonstrations of salmon restoration and improved agricultural management.
Component 2: LAND AND COASTAL MANAGEMENT ACTIVITIES - Rating: Satisfactory
The objective of this component was to contribute to institutional development and demonstrate improved on-farm nutrient management, and also conservation management of coastal areas, that would lead to reduced nutrient input to the Baltic Sea. Component activities also improved the capacity of participating countries to monitor non-point source pollution, and establish a regional collaborative network for monitoring nutrient runoff and water quality. The Project achieved these objectives to a significant extent through financing pilot demonstrations, training, raising local stakeholder interest, and through establishing a network of technical specialists, which includes approximately 30 individuals from 12 institutions (academic, educational and NGOs) in the four Component 2 beneficiary countries. The LIU network functions have been mainstreamed into national programs and several regional initiatives of HELCOM (including the BSAP) and the EU, establishing an international platform for continuation of efforts to control non-point source pollution across the region. Specific achievements included: awareness building; training of farmers and advisory service staff; establishment of the AgECS, in collaboration with NEFCO; 20:1 leveraging of GEF funds to provide investment credit for 20 pilot farms; catalyzing investments on a further 50 farms outside the project (farms are typically large private farms with 50 to several hundred head of livestock); automatic monitoring of water quality (especially nutrients) in selected watersheds, together with modeling, to measure the impact of on-farm investments; restoration of grasslands and/or wetlands in four countries, together with training and equipment; development of a pilot ecotourism plan; and, establishment of a Baltic Sea Agri- Environmental Network.
1) In complex projects, where various organisations and various disciplines join to achieve common goals, the agreements on the roles, responsibilities and ownership of the future partners need to be included in a project document.
2) The management of the project through a task-based, deliverable-oriented grant distribution appears to be far more efficient than the lump-sum payment procedure.
3) The project is a unique example of the development of the equal partnership between Cairo University and the governmental departments/institutes. This precedent should be appreciated and further developed in practice.
Continuity in terms of time and people involved in the project should be secured as much as possible during both the formulation and implementation of the project. Although the commitment to the project was made by organisations, and not individuals, the change of personnel was not helpful to the project, also because the Project Document does not contain elaborated partner agreements. Project continuity and the team spirit also did not benefit from the regular changes in the Steering Committee and in the management of some governmental departments and sectors during the project execution.
In complex projects, where various organisations and various disciplines join to achieve common goals, the agreements on the roles, responsibilities and ownership of the future partners need to be included in a project document. That would substantially speed up elaboration of the project tasks and the actual commence of the project. Definition and assignment of the EDP project tasks (described in the Inception Report) took more of six moths, mostly due to intensive negotiation among the project partners.
Management of the project through a task-based, deliverable-oriented grant distribution appears to be far more efficient that the lump-sum payment procedure. In this project a „delivery-based management‟ is introduced, applying payment upon completion of the project tasks. Also for that reason, the project tasks need to be clearly elaborated in the Inception Report.
Feasibility of possible additional, unplanned and unbudgeted, project activities should be carefully examined in terms of required resources. In this project, a recommendation of the Mid-Term Evaluation to embark on a socio-economic and policy aspect of the project was followed. Although some success has been achieved such as the formation of local user associations, a production of a development Action Program was obviously too ambitious. Moreover, this additional activity was coupled with a regular project activity (Environmental Impact Assessment), putting an extra burden on the project. Any additional activity.
Non-technical activities required to contribute to the achievement of a long-term development objective also need to be specified and budgeted in the project document. In the Eastern Desert Project, a development aspect of the problem is used merely as a framework for the research, technical objective, without any elaboration of development related activities. Nevertheless, the realisation of the EDP technical objectives certainly contributed to achievement of the EDP development objective that is to develop of non-conventional water resources in Egypt.
The Eastern Desert Project makes a unique example of the development of the equal project partnership between Cairo University and the governmental departments/institutes. This precedent should be appreciated and further developed in practice. Assigning a leadership of the project to Cairo University was instrumental to this positive development. In principle, the affiliation of the project manager should not be important as long as the project objectives and the personal skills are used as the main criterion for the selection. The Eastern Desert Project is targeted, applied, technical research project and the selection of a PM from Cairo University was a logical choice. If the realisation of the project development objective was elaborated through a set of budgeted activities, the positioning of the PM role within a governmental department or institute might have been more appropriate. Another option could be, if in accordance with UNDP regulations, to appoint two Principal Investigators (PI) who would work under UNDP authority.
1. A cost-effective, replicable, integrated technique for the assessment of alternative renewable groundwater resources in arid lands was developed.
2. Technology transfer, cooperation, and attention were all increased and improved for the Eastern Desert and for similar areas.
3. The project results are now being used routinely by the two main institutions engaged in the assessment and development of groundwater resources in Egypt: the Ministry of Water Resources and Irrigation, and the Faculty of Engineering at Cairo University.
INDICATOR #1: The sources, extent, and histories of groundwater in alluvial aquifers identified.
Chemical and isotopic analyses for groundwater samples were conducted and interpreted, and a subsequent report and a peer-reviewed manuscript were generated.
INDICATOR #2: Rainfall patterns over the Eastern Desert predicted.
A report on compiled meteorological data was produced, as were maps for precipitation patterns.
INDICATOR #3: A surface runoff model developed, and recharge to alluvial aquifers estimated.
Geologic, satellite, and digital topography data were compiled and digital mosaics were generated and co-registered from this information. Watersheds were delineated and a surface runoff-recharge model was developed, calibrated, and verified.
INDICATOR #4: A groundwater flow model constructed and groundwater flow in alluvial aquifers investigated.
A conceptual groundwater flow model was generated and verified for Wadies (Valleys) Assuity, Dara, and Qena. A peer-reviewed draft manuscript for data, model construction, validation, and application was produced. Digital products (inputs and outputs) were generated.
INDICATOR #5: A replicable model for neighboring Middle Eastern and Saharan countries is produced and thus contributes to the preservation of freshwater ecosystems in the region.
The benefits of the project will perpetuate because the results continue to be used routinely by the Ministry of Water Resources and Irrigation, which is primarily responsible for the development of Egypt’s water resources, and the Faculty of Engineering at Cairo University, which is largely responsible for advancing the research in this area.
The project was showcased as a model Methodology for Developing Groundwater Resources in Arid Lands at multiple international and regional events:
• World Water Forum 4 in Mexico (2006), within the World Bank session on selected best practices on groundwater development in the MENA Region;
• GEF International Waters Conference (Brazil, 2005) as a good example for GEF funded projects;
• GEF STAP/UNESCO workshop on Managed Aquifer Recharge (New Delhi, 2005);
• The 2nd Regional Conference on Arab Water: Action Plans for Integrated Development, organized by the NWRC (2004);
• Dissemination workshop with the participation of regional water experts with the Arab Water Council (Egypt, 2005);
• Workshop including international experts, in cooperation with the National Water Research Center and the Arab Water Council (2006);
• A special UNDP session on Arid Regions Hydrology was coordinated by the project to disseminate results and investigate potential future regional cooperation.
INDICATOR #6: Adverse ecological effects that could result from the exploitation of the investigated freshwater resources assessed.
An Environmental Impact Assessment was completed, and two workshops for dissemination of results were conducted.
INDICATOR #7: In-country and out-of-country scientific, technical, and research-oriented training and outreach activities centering on the assessment of alternative water resources provided.
A series of twelve training seminars was held on various groundwater-related management issues. One PhD and three MSc dissertations in disciplines relevant to the project were produced. Four peer-reviewed publications were produced. An interactive web site hosting the project's finding was generated, and web-based GIS and a mirror Image web site were created at the Ministry of Water Resources and Irrigation. Two new water user associations were established, based in Alexandria. Two workshops were organized by the project to foster the participation of civil society and end users in regards to the management of groundwater resources.
INDICATOR#1: Groundwater Management Institute (GMI) of Southern Africa established and financially viable. As a result of support from the project, the SADC Member States are working closely and developing regional consensus on the importance of groundwater management. Enhanced institutional coordination among agencies involved in technical work on groundwater management and advocacy has evolved as a result of the project support. Reflecting this, the SADC Member States have established the GMI through a competitive, consensus lead process after 14 institutions were nominated by nine of the SADC Member States as potential host institutions. These were subsequently evaluated by the SADC organs, endorsed by the SADC Council of Ministers, governance structures put in place and the host institution identified.
INDICATOR#2: Re-establishment the SADC sub-committee on Hydrogeology The Steering Group established under the Project has provided forum for agencies from the SADC Member States to work together. As a result, the SADC Member States have decided to re-establish the sub-committee on hydrogeology, which is a Member State funded entity working with the SADC Secretariat toward better management of groundwater in the regional trans-boundary context and development of key projects.
",,,,,,,,,,,,,,,,,,, 5526,,UNDP,,Angola; Botswana; Namibia,FSP,River/Lake,Support to the Cubango-Okavango River Basin Strategic Action Programme Implementation,Regional,River,[],"Middle Africa, Southern Africa",Okavango,CEO PIF Clearance,International Waters,,2013-09-23,2017-09-30,,,6.30,,,67.00,,GEF - 5,,,,,,,,,,,Okavango River Basin Commission (OKACOM),,,,,,,IWA,"Significant steps taken towards this objective through the TDA process where key personnel from all sectors were given hand-on practical training
",IW4,"Okavango River Basin Commission (OKACOM)
",,,IW4,"LoA was signed with Namibia Nature Foundation for TDA research in Namibia
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Bullet list ends without a blank line; unexpected unindent.adaptation strategy for the Okavango TDA • All reports for the Environmental Flows Assessment Component were finalized and inserted into the Decision Support System • 7 TDA national TDA reports were produced • A presentation on preliminary results and methodology was held at a High-level Conference on Strengthening Transboundary Freshwater Governance held in Bangkok Thailand Update: The first draft of the TDA was discussed by the OBSC (TTT) in November 2009. Specific recommendations were made and consultancies were commissioned to address those needs. The second draft of the TDA was made available in January 2010. Thereafter an English editor was hired to reformat the document. At the time of reporting comments were received on the final draft and are being incorporated. All reports finalized, drafts discussed and adopted, TDA ready for the printer
",IWA,"SAP is pending
",,,,,,,,,,,,, 5542,,UNDP,,Antigua and Barbuda; Barbados; Belize; Brazil; Colombia; Costa Rica; Dominica; Dominican Republic; Guatemala; Grenada; Guyana; Haiti; Honduras; Jamaica; Mexico; Panama; Saint Kitts and Nevis; Saint Lucia; Saint Vincent and the Grenadines; Suriname; Trinidad and Tobago,FSP,Large Marine Ecosystem,Catalysing Implementation of the Strategic Action Programme for the Sustainable Management of Shared Living Marine Resources in the Caribbean and North Brazil Shelf Large Marine Ecosystems (CMLE+),Regional,LME,[],"Caribbean, Central America, SIDS (Americas), South America, Small island developing States",North Brazil Shelf (LME); Caribbean Sea (LME),CEO PIF Clearance,International Waters,,2013-09-23,2018-09-30,,,12.80,,,123.65,,GEF - 5,,,,,,,,,,,United Nations Office for Project Services (UNOPS),,,,,,,,,,,,,IW4,""During the full-sized CLME Project (2009-2013), these preliminary Transboundary Diagnostic Analyses (TDAs) were updated using a Fishery Ecosystem-based approach:
The main fisheries in the Wider Caribbean Region were considered to be associated to 3 key ecosystem types:
Consequently, and with the aim of implementing an Ecosystem-Based Management (EBM) approach, the updating of the TDAs was conducted at the level of each one of these key ecosystems.
The ecosystem-based TDAs were then further complemented by the overarching ""Governance Framework"" and summarizing ""Regional"" TDAs.
The TDAs included the development of Causal Chain Analyses (CCAs), which clearly visualize the linkage between problems and their direct, intermediate and root causes.
The CCAs constitute highly valuable aids in the identification of the priority measures (policy, legal & institutional reforms, management options & investments) that are needed to ensure the sustainable provision of goods & services from the shared Living Marine Resources in the CLME.
As such, the TDAs and CCAs are the outcomes from a technical-scientific process, and constitute the basis for the political process of defining and agreeing upon priority actions for a healthy Large Marine Ecosystem (through the development and adoption by all countries of a Strategic Action Programme or SAP), that support sustainable development in the Wider Caribbean Region."
",IW4,""10-year “Strategic Action Programme for the Sustainable Management of the shared Living Marine Resources of the Caribbean and North Brazil Shelf Large Marine Ecosystems” (“the CLME+ SAP”) endorsed by CLME countries, June 2013.
The Action Programme, which sets forward regional strategies and actions to deal with critical threats to the marine environment such as unsustainable fisheries, habitat degradation, pollution and climate change, was developed under a 4-year project called “CLME”.
he Action Programme (SAP) provides countries, regional organizations, civil society and development partners with a comprehensive roadmap for resolving critical issues affecting living marine resources. The SAP combines actions for structural change and capacity building at the regional, sub-regional and national levels, with high priority management interventions and investments on the ground, and is expected to catalyze actions and investments worth well over US$ 100 million in the Caribbean and North Brazil Shelf Large Marine Ecosystems over the next 5 to 10 years. Special attention will be given to actions that further allow for more sustainable fisheries and for the protection of key marine habitats (e.g. through the strengthening of the networks of marine protected areas)."
",,,,,,,,,,,,, 5556,,WB,145048,Bosnia and Herzegovina; Serbia and Montenegro,FSP,Fisheries,West Balkans Drina River Basin Management,Regional,River,[],Southern Europe,Danube,PPG Approved,International Waters,,2013-09-23,,,,4.56,,,104.26,,GEF - 5,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,, 1455,SIDSNet,UNDP,,,FSP,Portfolio Learning/Policy,Capacity Building for Small Island Developing States through SIDSNet,Global,SIDS,[],"Eastern Africa, Middle Africa, Northern Africa, SIDS (Africa), Southern Africa, Western Africa, Caribbean, Central America, Northern America, SIDS (Americas), South America, Antarctica, Central Asia, SIDS (Asia), South-Eastern Asia, Southern Asia, Western Asia, Eastern Europe, Northern Europe, Southern Europe, Western Europe, Australia and New Zealand, Melanesia, Micronesia, Polynesia, SIDS (Oceania), Small island developing States",,Under Implementation,Multiple Focal Areas,,2001-11-13,,,,1.00,,,1.50,,GEF - 5,,,,,,,,http://sidsnet.org/,,12; 10,SIDSNET,2013 Results Note,1) Building partnerships from the very beginning of the project development and implementation has enabled the project to benefit from resources already available from other partners.
2) Instilling a sense of ownership of the project to the recipient countries - the AOSIS member States - was a good practice. The support of AOSIS members has been instrumental in the development of SIDSnet.
3) Establishment of clear work programs is necessary as in regard to the creation of a regional presence for SIDSnet.
1. Increased use of SIDSnet as the portal for information on sustainable development for SIDS.
2. Integrated ecosystem based management tools and techniques disseminated via the internet and training workshops.
3. Internet connectivity and technology improved among Small Island Developing States.
INDICATOR #1: Improved access in SIDS to information and communication technology (ICT). [Target: Improved and continuous ICT connectivity.]
Significant progress was made on Internet connectivity. There was increased use of SIDSnet as the portal for information on sustainable development for SIDS. Internet coverage of, and intranet provided for the Mauritius International Meeting for the 10-year Review of the Barbados Programme of Action (2005), including the lead-up to the meeting and follow-up after. SIDSnet personnel presence in the Pacific, Caribbean, and Indian Ocean regions, as well as at the New York headquarters, was successfully established.
INDICATOR #2: Wider dissemination of information on integrated ecosystem management. [Target: Improved and continuous dissemination of information on integrated ecosystem management.]
A comprehensive survey on the availability of environmental and socioeconomic data available online at the Caribbean countries was carried out. A metadata description was prepared for each of the sources of data, which included what indicators were available, data date and aggregation, format and possibilities of making on-line analysis and downloading the data. A survey was conducted about the most important integrated ecosystem management planning and implementation projects in the Caribbean. A full revision of conservation planning methods was carried out and a methodology for planning management of protected areas was prepared.
A website was developed that was planned to be jointly published by SIDSNet Caribbean, The University of the West Indies (UWI) and the Caribbean Conservation Association (CCA), and would be hosted by the CCA and jointly maintained by SIDSnet Caribbean and CCA. This website was conceived as the first step of an eventual Caribbean Data Portal, which would be a supporting tool for integrated planning at the sub-regional level as well as to improve the reporting capabilities of the countries in the Caribbean.
A training course on the use of GIS and decision support software for systematic conservation planning of coastal and marine areas was prepared and taught in Colombia as a SIDSnet contribution to a Caribbean Conservation Initiative. Contributions were also being made towards the development of a National System Plan of Protected Areas for Jamaica.
Around 70 professionals from a range of institutions in several Caribbean countries were trained or initiated in the use of GIS, remote sensing, decision support systems and other IT related tools for integrated ecosystem and conservation planning in training workshops organized by or developed with technical support of SIDSnet and UWI. More than 50 professional technicians related to the protected areas system in Cuba have been trained in management planning.
INDICATOR #3: Technology improvement of SIDSnet. [Target: Improved and continuous technology improvement.]
Continuous improvement technology tools were provided by SIDSnet. A system for analysis of access logs of internet services was developed, which produces detailed reports on who read or retrieved which documents and information. The system was developed to efficiently monitor project impact. A multiple dimension search and news retrieval system was newly developed enabling users to retrieve relevant documents, news and other information from the public internet.
Project Management
• In the development of this type of project, it is important to promote integration of subprojects through workshops, specific visits and meetings among a few projects that have a common interest or focus; benefit from the shared use of equipment and laboratories can be significant.
• It is important to recognize that a GEF project such as this has component activities that provide a vehicle for collaboration and interaction with other projects and activities in the basin. This provides increased probability of sustained attention to the basin and the remediation of problems than would otherwise be the case.
• Technical personnel and researchers learned how to work together, develop integrate investigations and prepare reports and other tangible outputs for both improvement of knowledge and public information. The following facotrs helped to enhance cooperation: (a) sharing equipment, labs, experience and outputs; (b) workshops and exchange visits between the sub-projects; (c) complementary sub-projects in the same regions.
Environment Assessment
• The interrelationships among climatic variability, dam operating conditions and soil use in a basin constitute a complex non-linear combination that can lead the ecosystem to different levels of stress. By understanding the relevant processes, this knowledge that can be used to prepare terms of reference for impact assessments of reservoirs on hydropower development, multiple water uses of the system and to improve process characterizations through modeling.
• The approaches used to disseminate public information on environmental and water resource assessments and mitigation measures provide useful lessons / experience for wider application in the region.
Water Resources Management and Sustainability
• The São Francisco River is a large basin in a federal country with many states. The federal legislation (water law and constitution) together with the State legislation formed the basis for institutional arrangements. However, these legal instruments are not explicit regarding how to develop the institutional decentralization of basin management through basin committees and agencies. The experience gained in the SFRB project is singular in this respect (see main
aspects in annex B) and provides a useful model or example for other countries to construct similar mechanisms. Institutional arrangements are always unique due to the combination of legal, social and economical circumstances but the successes and failures of the Brazilian development process constitute a major asset for development of similar arrangements elsewhere.
• The public participation processes for the development of a Strategic Action Programme provided very good experience in decentralization and stakeholder participation. The development of basin committee was based on (a) workshops in different places of the basin; (b) important commitment of the Federal and State authorities; (c) representative NGOs, research, educational and private institutions and public.
• It is recommended that in the future development of the program the human water sustainability in the semi arid sub-basin should be addressed by the project.
The DAB Diagnostic Analysis of the São Francisco River Basin and Coastal Zone was initiated in January 2000 and presented a causal chain of the problems and the specification of remedial actions.
The DAB preceded the PAE – the Strategic Action Program for Integrated Management of the Basin and Coastal Zone – and was presented in a published report (Brasil, 2003).
The DAB was prepared based on 28 sub-projects developed in the period referred to above. These projects were selected in the PDF-B phase of the project based on a number of seminars in different areas of the basin. The projects were organized into four components:
I. Environmental Assessment of the Basin and its Coastal Zone: Quantification of environmental issues identified in the preparatory phase; identification and quantification of the impacts of land-based activities and flow regulation in the São Francisco river; identification of the most likely changes of the river bed, fauna and changes observed; development of a quantitative basis for the determination of strategic action for multiple water use.
II. Public participation and of the stakeholders: Evaluation of land use; identification of the roles of individuals and institutions in the basin; development of a case study demonstrative of sustainable water use in irrigation; development of a capacity building program.
III. Development of the Structural organization: Development of the institutional capacity for the creation of the São Francisco Basin Committee.
IV. Formulation of the Strategic Action Programme for the Integrated Management of the Basin. Based on the results of the three other components develop the Strategic Action Programme for the Basin.
The SAP was developed from July to November 2003. This programme was developed based on a strong public participation of about 12,000 participants and 404 institutions through 217 events such as workshops (Brasil, 2004).
The structure of the SAP is based on Strategic Actions and components. The two components are the following (Brasil, 2004):
I. Implementation of the integrated system of Water Resources Management of the Basin and Coastal Zone (SIGRH).
II. Sustainable use of water resources and environmental rehabilitation of the basin and its coastal zone
Lesson 1: The TE has repeatedly raised the issue of resource governance which is synonymous with the Project Document’s “participatory planning and implementation” and “integrated” and “participatory” management in order to manage the SIW in a way that the ecosystem goods and services that they provide are sustainable. To achieve this it is necessary to make the wetland system (including the social, economic and ecological components) resilient to any future change. This means making sure that the system is capable of adapting. Ecosystem “resilience can be defined as the capacity of a system to undergo disturbance while maintaining both its existing functions and controls and its capacity for future change” (Gunderson 2000).
Lesson 2:GEF demonstration projects should have, in addition to the Project Manager, a Monitoring Officer. Adaptive management is a phrase that is used in almost every GEF project but with little attention to what it actually means. Adaptive management or experimental management requires a level of scientific rigor in designing the intervention, identifying the assumptions, defining what success might look like (the objectives) and a statistically robust monitoring system (that might include comparisons and a control). Adaptive management is essentially a means to allow management to proceed without the need for extensive research. Within any GEF project there are two levels of adaptive management: that of monitoring the performance and impact of the project (essentially the role of the EA, PMU and Project Manager which is already covered in the project cycle management) and also to ensure that specific interventions are achieving what was expected of them, the latter being the role of a monitoring officer.
The rating for “Catalytic Role and Replication”: this issue is considered to be “Satisfactory”for the
following reasons:
- The Project has instigated a number of behavioral changes amongst stakeholders, developed
incentives by linking ecosystem processes to economic activities, developed a number of
regulatory instruments, improved the financial position SIW protected areas and provided a
significant champion for wetland conservation in Zhongshan University
7/7 countries
,43,3/7 countries
,3,, 3188,Indonesia Seagrass,UNEP,,Indonesia,MSP,Land-Based Sources/Coastal Zone,"Demonstration of Community-based Mgt of Seagrass Habitats in Trikora Beach East Bintan, Riau Archipelago Province, Indonesia",National,LME,[],South-Eastern Asia,Gulf of Thailand (LME); South China Sea (LME),Project Completion,International Waters,,2007-06-25,2010-09-30,,Mr. Supriyono ; Tri Edi Kuriandewa,0.39,,,0.79,,GEF - 4,,,,,,,,http://seagrass-indonesia.oseanografi.lipi.go.id/,IW-2,8,Indoensian Institute of Sciences (LIPI),"GEF4 IW Tracking Tool (2010), GEF5 Tracking Tool (2012), UNEP Terminal Evaluation (2012)","• Effective management takes a long time – Establishing an effective system to manage natural resources, such as seagrass meadows, takes a long time. The project has improved the management of the area, from zero management to a situation where there are management plans, a multi-sectoral management group, increased support for management plan, and increased capacity for monitoring and reporting. Effective management, however, implies continuous efforts in the enforcement of the measures approved, the monitoring of the threat (reduction) and/or the impact of the intervention on the status of the resource (for adaptive management), and sustainable financing to support management activities. At least another 3 years will be needed for the management plan to be fully implemented.
• Scientific evidence can not only support management actions, but also be used to enhance community awareness – Good scientific data and information and the involvement of scientists from IIS/LIPI underpinned the spatial planning, site-selection, public-awareness campaign, and governance. The importance of scientific information goes beyond the provision of rationale for management. The knowledge that community people have gained from the booklet summarising the surveys’ results shared by staff of LIPI was acknowledged as the most important contribution of the project (village forum in April 2012). Community members take pride in the diversity of seagrass species they have, extent of seagrass beds, and the importance of this natural resource in coastal fisheries as well in the life-cycle of threatened species. Change in behaviour of fishermen was reported, and the occurrence of blast-fishing has decreased.
• Effective communication between the IA/Fund Management Officer and EA/PIU is of utmost importance – Any communication/request on cash advances need to responded to promptly. It is important that financial procedures, including schedules for disbursement, are clear at the inception of the project. Delays in disbursement pose risks in the implementation of activities and ultimately the outcome(s) of a project. A contingency fund (per disbursement) may cushion these impacts.
There is strong support from the villagers and from government agencies that will likely sustain the management of seagrass meadows in East Bintan. The management regulations emanate from national laws and they are supported by District Officials. The National Government and the District Government of Bintan have allocated some amount for supporting the seagrass sanctuaries (e.g., for markers, buoys, monitoring parameters in the sanctuaries with partners). There is tremendous public support for the conservation of seagrass meadows (evident in signs, adoption of dugong – a marine mammal feeding on seagrasses – as the icon for Bintan District, local poetry).
",nav,,1,"The East Bintan Collaborative Management Board (EBCoMBo) was established in early 2008 and is composed of a broad range of stakeholders (Government agencies, industry, villagers, academicians, and scientists). The Board decided to revise the meetings’ frequency from quarterly to semi-annual (every 6 month), as few substantive matters arose for review and decision-making at that frequency. The Board reviewed and adopted the East Bintan Coastal Resources Management Plan (EBCRMP), the Eastern Coastal Area of Bintan Zoning Plan, and East Bintan Plan for Sustainable Tourism Plan (EBSTP, also mentioned under Component 3). Ecological and socio-economic studies and legal reviews were conducted and results were useful. The Community-based Seagrass Management Plan (CSMP) was passed, and Community Management Groups were formed in Teluk Bakau, Malang and Berakit Villages, adjacent to the selected sites, by local decrees to implement the management plan.
",1,,nav,,4,"4 = Regional agreement on priority TB issues drawn from valid effect baseline, immediate and root causes properly determined
",3,,nap,,nap,,nap,,-1,,-1,,3,, 397,Black Sea Environment,UNDP,,Bulgaria; Georgia; Romania; Russian Federation; Turkey; Ukraine,FSP,Large Marine Ecosystem,Black Sea Environmental Management (BSEP),Regional,LME,[],"Western Asia, Eastern Europe",Black Sea (LME),Project Completion,International Waters,,1992-05-01,2006-05-31,,Dr. Vladimir Mamaev; Ms. Iosefina Lipan; Ms. Figen Canakci-Erpek; Ms. Basak Gunduz ; Dr. Bill Parr,9.30,,,32.60,,Pilot,,,,,,,Black Sea; Asia; LME,,,8,United Nations Office for Project Services (UNOPS),UNDP Terminal Evaluation (1997),[see 2263]
,[see 2263]
,,nav,,IW2,,IW3,,IWA,• The project played a positive role in consolidation of the network of national Black Sea conservation institutions; actualization of the protection legislation; national investment in Black Sea protection; countries’ involvement in progressing toward Black Sea protection; and information exchange among the countries.
,IW2,,IW3,• The project successfully helped countries to develop and draft National SAPs and adopted a basin-wide approach for co-ordination of activities for Black Sea protection.
,nap,,IW1,,nav,,0,,0,,nav,,"• Steps were taken toward development of a specific portfolio of investments, in a format ready for presentation to international financing institutions, to establish a Black Sea Fund which would finance the BSSAP.
• The basis for collaboration between the Black Sea and Danube GEF IW programs was established.
• A 16-page Black Sea Newsletter was published in seven languages to foster public involvement in the implementation of the Black Sea Strategic Action Plan.
1. Participatory implementation. Participatory approaches to wetland restoration design were critical for Project success, which hinged on changing people’s perceptions of wetlands, and gaining the full support for restoration among authorities and stakeholders. PA Local Consultative Councils and public awareness campaigns effectively supported stakeholder involvement. The established panel of experts was instrumental in providing independent assessments that balanced the best interests of local stakeholders and Government. Skepticism about wetland restoration among stakeholders transformed into strong support through their early involvement in planning and decision making processes. The KBPS adopted innovative management arrangements—a group of diverse stakeholders was formalized into a management team, resulting in strong local commitment to the Project. For community-level investments that affect multiple local interests, the participatory approach establishes strong Project ownership and effective cooperation among local stakeholders. However, participation lengthens implementation time—sometimes one to two years— and the participatory approach requires more focused public awareness activities. In hindsight, the project should have included a comprehensive and professional Public Awareness Campaign.
2. Small grant programs. Linking Small Grants and Farmer Transition Support Programs to the broader objective of wetlands restoration was highly beneficial to local communities to ensure: (i) commitment to common goals; engagement with the main restoration activity and (ii) raising public awareness of environmental and conservation issues. If well targeted and managed, the community-level grant programs financing local initiatives on the ground can be effective to engage diverse local stakeholders (communities, farmers, etc.) with the main Project activity and to foster stronger public commitment to the Project objectives.
3. Wetland restoration and Project benefits. The Project region had lost over 80 percent of its floodplains and wetlands and restoring these is a significant environmental achievement. This Project focused on wetlands potential to reduce nutrient loads; however, the wider environmental benefits, especially for conservation of biodiversity and reproduction of bio-resources such as fish and birds, have produced additional benefits. The Project achieved more than wetlands restoration, it also improved PA management beyond the restored sites and implemented programs to help farmers reduce adverse environmental impacts from agricultural activities. Farmers adopted measures consistent with Best Agricultural Practices, which could further reduce nutrient releases, and other beneficiaries applied for similar projects funded by the EU and national programs.
4. Monitoring and Evaluation. A full assessment of environmental improvements, following restoration of habitats such as wetlands, often requires more time than the Project implementation period. As wetlands restoration was completed only towards the end of the Project, sufficient detailed monitoring to provide indisputable evidence of nutrient reduction was not available during project implementation. Preliminary PNP data revealed substantially increased fish and bird breeding two months after the first flooding, but several years of data would be necessary to confirm results for nutrient retention/reduction. Therefore, it is important that the Recipient commits to continue monitoring Project impacts for 10-15 years so future projects can benefit from useful data on wetland restoration effects. One of the main lessons learned is that for future similar projects an achievable realistic framework is provided to allow for the longer-term effects of restoration.
5. Bank supervision impact. The Project MTR was critical to help the Recipient resolve implementation issues on finalizing restoration design and initiating construction works. Bulgarian country office staff provided proactive and close supervision through daily interaction with counterparts and this was essential to the turnaround in Project performance, overcoming initial delays, and implementing key Project activities in full. The Bank team skills mix helped establish effective Project dialogue and close working relationships with beneficiaries, which enabled the Recipient to maintain focus on development objectives, mobilize additional resources, and successfully complete the Project.
1. The project piloted restoration of 4035 ha of former marshes (double the original target) in two protected areas and brought under improvement management and protection 27 700 ha with globally significant biodiversity habitats.
2. Fifty-five small grant projects have been successfully implemented on the two project sites under the “Small Grant Program for Biodiversity Conservation”. The projects were targeted at raising public awareness of biodiversity conservation mainly among young people. The execution of the program involved 23 NGOs, about 65 leading experts, nearly 5500 students and about 250 children from kindergartens.
3. The project introduced a new idea and brought to a turnaround in perceptions – wetlands are now seen not only as a beautiful wildlife habitat, but also as contributing to sustainable development and economic growth. They bring environmental and economic benefits, and act as a buffer against floods.
The possible future of CEHI - The successful implementation of the GEF-IWCAM project served to highlight the need for a dedicated Environmental Management Agency in the Caribbean with specific responsibilities for the implementation of projects. Even if the termination of the project has left CEHI momentarily weaker from a financial and HR standpoint, it has endeared itself to several partners and environmental practitioners as a competent organization capable of delivering technical quality.
Readiness Criteria - New IWCAM related initiatives in the region could consider developing a set of “readiness criteria” for future projects. These could include:
• Establishing preconditions
• Defining the enabling environment required for the project to be successful (e.g. countries which have ratified the LBS protocol)
• Insisting on the need for countries to have some policy in place and required legisla-tion
Capacity building and sustainability – These are closely linked and should be es-sential features of all enabling projects like IWCAM. The issue of capacity is one which most SIDS will face when it comes to implementation of projects. Once a project is draw-ing to an end, every effort should be made to ensure that trained personnel are absorbed in positions in which their skills will be effectively utilized. This will require that both the implementing agencies as well as the PCU ensure transparency in the selection process and that the best candidates are selected. Some of the more obvious benefits of IWCAM were related to the personal growth of individuals involved with the project, particularly at the community level. The emergence of the NGO group in St. Lucia is evi-dence of that personal and collective growth.
Adaptive management - Adaptive and flexible management should be encour-aged. This is especially relevant when engaging local communities. One of the first ini-tiatives of the St. Lucia Demonstration project was a needs assessment. Out of that came initiatives to address the pollution of the river in the community and innovative measures such as the Rain Water Harvest (RWH) system for collecting and storing water.
M&E - Monitoring and evaluation can take several forms, preparation of annual workplans, quarterly and annual reports, mid-term and terminal reviews. It is essential, however, that provisions are made for projects to obtain feedback, not just on their per-formance, but also, on the extent to which stakeholders, and to some extent, the wider public, are receiving “the message” and how that message is making a difference in their lives.
Private sector - Several initiatives pursued under the GEF-IWCAM project seemed to have great potential for private sector involvement and even being of commercial value. While this may not have been a specified output, with the context of current ef-forts to promote the green economy principles, a greater effort should be made in pro-moting these initiatives. This may require the engagement of short-term consultants to explore the commercial values of such initiatives and developing a blueprint for its commercialization.
Using ICT - While exchange visits and workshops have great value for participants the changing landscape for convening meetings using electronic means need to be explored and considered and much more use made of this technology. The savings in terms of travel and accommodation could be tremendous as funds diverted from travel could be used for the benefits of demonstration projects or other beneficial uses.
Communication activities - Another of the major successes of the GEF-IWCAM project was the quantum of resource materials, including the high quality newsletter “Caribbean Water Ways” published on a quarterly basis. This was an initiative of the PCU because the budget did not initially make allowance for communications of this nature. This obviously was an oversight, but serves to indicate the importance of ensuring that communications is a part of every major project, taking into consideration the various audiences (project managers, partners, students and academic institutions) who will have an interest in the information to be disseminated. The website proved to be a very valuable means of communications. However, having an informed and interactive website requires maintenance (regular updates) to ensure its effectiveness. Like in IWCAM, adequate resources should be made available in all projects for the regular maintenance of the site.
Political Legitimacy within CARICOM - While UNEP CAR-RCU and UNDP provided valuable support to the programme, and CEHI was one of the EA, the sustainability of such initiatives will be greatly enhanced if there would be greater visibility of the re-gional presence and their participation directly related to programmes approved by the regional political governing body. The adoption of the Revised Treaty of Chaguaramas (RToC) provides an opportunity for such linkages (within CARICOM) in a similar manner to linkages with Cartagena Convention, the GPA, Barbados Programme of Action (BPoA) and the St. Georges Declaration. The justification for such an approach is that the RToC is a legally binding document which creates obligations on parties (CARICOM Member States) that are signatory to the Treaty to enforce. The output, therefore, which required or may in the future require the drafting or amendment to legislation will have their roots, not only in principles of sustainable development and sound environmental management, but also in obligations derived from the treaty and not necessarily from an arbitrary requirement of the project.
Involvement of the Scientific Community- Though there is evidence of the in-volvement of the academic community on specific projects, there was little evidence of attempts to engage them, particularly the scientific community, on a sustained basis. It could have been beneficial to have some technocrats from outside the governmental (national and regional) circles on R-TAG.
From Policies to Laws - Given the fact that policies take an estimated two to three years, or more in some cases, to translate into legislation, and given the fact that several countries have demonstrated such great willingness to adopt the reforms and policies (policies adopted and institutional arrangements reconfigured) which the project sought to promote, GEF-UNDP-UNEP may want to consider providing continued support for the implementation to those policies either directly through the existing executing agency arrangement (CAR-RCU and CEHI) or through another ongoing project (CReW), utilizing any unused funds. That support may require support for raising awareness at the community level (NGO support), the drafting of appropriate legislation and develop-ing a system of monitoring and reporting on progress specific to the projects executed under the project
1. Entry into force of the Protocol Concerning Pollution of the Marine Environment of the Wider Caribbean from Land-Based Sources and Activities (LBS Protocol) in 2010, following its ratification by the Bahamas (and prior ratification by Antigua & Barbuda, as well as significant progress towards ratification and/or the meeting of its objectives by several other Participating Countries).
2. Treating of domestic sewage and industrial wastewater (BOD, N and P) through installation of 4 domestic and 1 industrial constructed wetlands (2000m3 of untreated effluent diverted from waterways); Saving 16,000 m3 of potable water through installment of 31 rainwater harvesting techniques.
3. Significant stakeholder involvement, including government and local communities, and ongoing community engagement and mobilization. This is evidenced by the establishment of committees which will continue to function after the Project (e.g. Cuba, St. Lucia, Jamaica and the Dominican Republic) and ongoing use of the Community Based Resource Assessment tool, developed by the Project.
The project has triggered spontaneous replication and in some cases has induced cata-lytic impacts. This has occurred thanks to the combined effect of regional support mech-anisms (targeted capacity building, institutional strengthening, policy guidance, and dis-semination of information and experiences) and most importantly local on the ground actions (demonstrations and pilots) that involved at various levels all participating countries. The region is now in what will approximates the “Intermediate State” of ROtI (replication, adherence to regional treaties), and is moving towards showing concrete impacts (enacting IWCAM reforms).
At the regional level, the main catalytic achievement – albeit not entirely attributable to the project - has been the entry into force of the LBS Protocol. The project has also cata-lysed the commitment of the regional Executing Agencies to sustain IWCAM promotion action as part of their mandates, and maintain and sustaining the CHM. In the countries, various cases of replication have been detected during the evaluation (see Annex I). Among those worth mentioning here is the effective exchange and replication going on in Tobago, Grenada and St. Lucia. A number of results in countries can be categorized as “catalytic”, mostly in the domain of creation/adoption of the new management water-shed/coastal zone schemes, as for example in the case of St. Lucia, the Dominican Re-public, or Bahamas, Exuma. New water and/or sewerage management policies have been adopted or are in the process of adoption in some countries (e.g.: Jamaica, St Kitts), and an innovative Land and Sea Use Plan is being considered for adoption and application to islands of The Bahamas. There is evidence in Saint Lucia, that a Rain Water Harvesting (RWH) policy promoted by the project was introduced for all Health Centers following the passage of Hurricane Tomas amid the evidence that these systems made a huge difference in having water available to those institutions which had installed the system prior to the passage of the Hurricane.
In the opinion of the evaluators the most important factor behind these country level ac-complishments is the strong commitment of the national executing agencies (see Section 3), and local demo or pilot managers, who often became the champions of the IWCAM approach in their country, and beyond (see the case of Jamaica). Two general lessons relevant for the enhancement of catalytic impacts and replication can be drawn from this experience: (i) selection of demonstration projects that are highly relevant in the national context (this was made possible by the extended ad hoc preparation process during PDF B); (ii) involvement of the right national entities in the direct execution of demo projects, together with backstopping from a strong regional PCU.
One further relevant consideration related to the project’s catalytic role, relates to the involvement of development financial institutions such as the World Bank, IADB, CDB and others during the project lifetime. This involvement was called for repeatedly in the Project Document, with the intent of catalysing the interest of these institutions, includ-ing IWCAM related issues, in their dialogues with the countries to provide support in addressing coastal environmental sustainability concerns. This involvement by the in-vestment banks did not happen in a systematic way, but only sporadically, and only as part of demo execution. The reason for this lack of project’s action can in part be due to the fact that the Project Document, while calling for IFIs involvement, did not foresee any specific activities and outputs apart from generically calling for the establishment of a Partnership Forum. Other elements that discouraged the project management in mov-ing aggressively and systematically in this direction would certainly been the cancella-tion of the large IADB loans, which formed the bulk of the project’s co-financing, and the length of time between approval and implementation of the GEF funded Caribbean Re-gional Fund for Wastewater Management (CReW) investment project to be implemented by IADB and UNEP.
These considerations only partly justify the lack of project delivery on this point. A simi-lar consideration can be made for what concerns the engagement of the private sector, which was sporadic and happened exclusively in connection with the demos (Bahamas Exuma, Dominican Republic). The tourism and cruise industry reportedly did not re-spond to, albeit limited, efforts made to engage their interest in the project.
1. Entry into force of the Protocol Concerning Pollution of the Marine Environment of the Wider Caribbean from Land-Based Sources and Activities (LBS Protocol) in 2010, following its ratification by the Bahamas (and prior ratification by Antigua & Barbuda, as well as significant progress towards ratification and/or the meeting of its objectives by several other Participating Countries).
",IWA,"INDICATOR#2 (Regional and National Intersectoral Committees - PSC and NICs - given permanent status and responsibility for regional and national level IWCAM strategy and coordination. IWRM Informal Working Group for the Caribbean absorbed into the CARICOM Consortium for Water and several national committees established and resourced to carry out responsibilities (in several countries, including St. Lucia, Jamaica, the Bahamas, Cuba and the Dominican Republic) in support of IWCAM.
",III1,"INDICATOR#1 (Reforms in policy, legislation and institutional arrangements in support of IWCAM take place in all 13 participating countries)
New policies in several Participating Countries: Antigua & Barbuda, the Bahamas, Barbados, Cuba, Dominica, Grenada, Jamaica, St. Lucia, St. Vincent & the Grenadines, and St. Kitts & Nevis, are incorporating Integrated Water Resources Management (IWRM),which in the context of Caribbean SIDS, is being promoted as IWCAM.
INDICATOR#2 (Effective transfer and replication of lessons and best practices to other hotspots/countries).
Projects are copying successes from others, e.g. Grenada and Tobago re. wetland filtration, and, some mainstreaming is taking place at national level, e.g. Jamaica’s Watershed Area Management Mechanism(WAMM) and rainwater harvesting in St. Lucia.
INDICATOR#1 (Overall improvements in coastal and watershed status and related community welfare) Baseline levels have been determined at eight of the nine demonstration project sites and various measures initiated to mitigate pollution of water resources.
INDICATOR#2 (Overall improvements in coastal and watershed status and related community welfare).In Cuba, innovative technologies such as lombriculture and vermiculture, and a range of soil conservation measures to increase agricultural yield whilst reducing organic waste were successfully piloted. On two farms from the 2006 baseline, there was an 800% increase in meat production, 67% in milk production and 130% in fruits and vegetable yields.
1) The success of basin-wide programmes of a magnitude such as NTEAP requires a robust results-based management system as well as measures for ensuring partners’ and stakeholder’s participation at all levels.
2) Sustainability of project supported activities requires their integration into host institutional mandates and programmes.
3) Designing and implementing project sustainability plans and phasing out strategies should distinguish between project activities and institutional process, and provide for phase out plans and actions that take into account the uniqueness of an activity and/or process. For example, the closure of NTEAP offices could have been left as the responsibility/discretion of the hosting institutions.
4) Ensuring national ownership and leadership should be a prerequisite from project formulation, inception and implementation.
1. The capacity of regional and national institutions to address transboundary environmental threats to the Nile ecosystem was increased through hundreds of trainings involving thousands of participants.
2. Environmental education and awareness was vastly increased through national forums, public education campaigns, and school and university programs.
3. Over 340 micro-grant and national eligible projects demonstrated stress reduction measures for reducing human impacts and improving water quality.
INDICATOR #1: Regional and national institutions strengthened in addressing transboundary threats to Nile ecosystem resources [Target: Policy recommendations on NRB environmental protection formulated and submitted for consideration in at least two countries; over 200 regional and national capacity building events; the environment function of NBI defined; environmental issues and priorities defined at the 2008 Nile Basin Development Forum.]
At least 44 regional workshops and trainings (with over 1,200 participants) were delivered to government, NGOs, NGO networks and civil society professional staff. Likewise, at least 240 national workshops/trainings were attended by over 3,500 participants. Over 100 national and local stakeholder workshops/trainings were convened to discuss national and transboundary plans on Environmental Education and Awareness (EEA), Water Quality Monitoring (WQM) and Micro-grants (MG), and eight regional working groups on these topics were established and functioning. One regional and three national workshops were conducted to review soil erosion studies and develop pilot mitigation techniques using micro-grants as capital inputs. NTEAP undertook annual regional and national planning processes, and funded 37 national eligible projects totaling over USD 1.4 million.
Macro policy and environment studies with policy reform recommendations were completed in all NBI countries. An aggregated regional Macro Policy and Environment report was produced and final recommendations were discussed in a regional workshop. At NBDF 2008 a non binding declaration was signed by seven ministers and representatives declaring cooperation in the management of the NRB environment and also endorsing the drafted environment functions of the NBI.
Nile Basin Initiative
,nav,,IW2,,IW2,,nap,,nav,,nav,,0,,0,,nav,,"INDICATOR #2: Enhanced environmental education and public awareness targeting NRB transboundary environmental issues. [Target: Environmental education and public awareness improved through environmental campaigns, school award programs, and development of environmental training modules.]
Environmental training modules were produced and disseminated for primary schools and universities. School award schemes at national and regional levels were implemented, and at least 38 students received awards from the Nile Council of Ministers for excellence in arts, photography and writing on Nile environmental threats. Ten schools from each of the nine NBI countries participated in a project based learning program, culminating in over 70 school projects demonstrating mitigation measures for soil erosion, water and land management and wetlands protection. 19 issues and over 1000 copies and electronic versions per issue of the NTEAP quarterly news letter were disseminated in English, French, Swahili, Arabic and Amharic. All nine countries participated in celebration of the World Environment Day and Nile Day. A Strategy for Environmental Education was produced in Burundi and DRC. At least 77 best practices documents and brochures and booklets were under finalization. National forums were conducted in all NBI countries to ensure sustainability of environmental education and awareness networks.
INDICATOR #4: Increased capacity and awareness on water quality monitoring in the NRB countries. [Target: Transboundary water quality monitoring network and data sharing protocol established and approved.]
The project financed the regional modeling component of the Decision Support System (DSS), which supports the assessment of transboundary opportunities for cooperative action based on commonly shared information and analysis tools. The baseline situation of water quality monitoring has been determined and targeted training was carried out to catalyze action on harmonized monitoring of key water quality parameters. Water quality manuals were piloted in 5 countries, and water quality data sharing procedures were integrated in the overall NBI data sharing protocol.
PEMSEA
,nav,,nap,,nap,,nap,,nap,,nap,,-1,,-1,,nav,, 3025,,WB,,Cambodia; China; Indonesia; Lao People's Democratic Republic; Malaysia; Philippines; Thailand; Viet Nam,FSP,Other," World Bank/GEF Partnership Investment Fund for Pollution Reduction in the Large Marine Ecosystems of East Asia (Tranche 1, Installment 2) (from November 05 WP)",Regional,,[],"Central Asia, South-Eastern Asia",Yellow Sea (LME); South China Sea (LME); Gulf of Thailand (LME); Sulu-Celebes Sea (LME); Indonesian Sea (LME); East China Sea (LME),Council Approved,International Waters,,2007-06-12,,, Mara Warwick; Mr Jerome Esperanza; Mr. John Fraser Stewart; Jed Saet,10.00,,,90.87,,GEF - 4,,,,,,,LME,http://www.pemsea.org,IW-2,10,,,,,,,,,,,,,,,,,,,,,,,,,,,,,, 2364,Amazon River Basin,UNEP,,Bolivia; Brazil; Colombia; Ecuador; Guyana; Peru; Suriname; Venezuela,FSP,River/Lake,Integrated and Sustainable Management of Transboundary Water Resources in the Amazon River Basin Considering Climate Variability and Change,Regional,River,[],"SIDS (Americas), South America, Small island developing States",Amazon,Under Implementation,Multiple Focal Areas,,2009-10-04,,,Ms. Maria Eugenia Corvalan Gallegos; Ms. Maria Apostolova; Mr. Norbert Fenzl; Ms. Isabelle Van der Beck,7.70,,,51.48,,GEF - 4,,,,,,,Americas; River,http://otca.info/gef/,BD-2,9; SPA,ACTO – Amazon Cooperation Treaty Organization; Ministry of Natural Resources and the Environment (SERNA),"GEF5 Tracking Tool (2012), IWC6 Results Note (2011)","• The Project Inception Phase is an integral and essential part of project implementation, especially
in the case of multi-country projects, as it allows for the active and timely involvement of the
participating stakeholders in the revision, updating and further endorsement of Project
Documentation; for the establishment of the project coordination and management structures and
instruments; and the definition of operational procedures.
• The direct involvement of a regional organization composed by all the riparian countries as a
Project Executing Agency facilitates the political dialogue and communication with the
participating countries as well as their active involvement in the project.
• In the case of already existing underlying framework treaty between the riparian countries, the
designation of both political focal points and technical focal points facilitates the political
communication and decision process as well as strengthens the technical implementation of the
Project.
1. Inception Workshop and 1st Steering Committee Meeting held
2. Project Documentation revised and agreed upon by the 8 riparian countries
3. National Project Coordination Units established in 6 countries
A strong inter-institutional coordination based on a solid legislative and policy framework for WRM has been implemented in Brazil.
,4,"The Project builds on the pre-existing Amazon Cooperation Treaty (TCA) involving all 8 Countries sharing the Amazon Basin, which was signed and ratified in the late 70s
",3,One of the main Project objectives is the institutional strengthening of the Amazon Cooperation Treaty Organization (ACTO) in order to play a coordinating role in the IWRM of the Basin.
,1,"The Project comprises a legal harmonization activity and the establishment of a regional group of legal experts from all participating countries. At the time of reporting, the selection process for the activity coordinator is being carried out
",1,The activities directly related to the TDA formulation have not been started at the time of reporting
,1,"The Project is currently in its initial phase of implementation, and activities directly related to the SAP formulation has not yet been started.
",nap,,nav,,nav,,0,"0/8. The Project is currently in its initial phase of implementation, and activities directly related to the SAP formulation has not yet been started.
",0,,nav,,"INDICATOR#1 Inception Phase successfully completed [Inception Workshop and 1stSteering Committee Meeting held / Inception Report adopted]
The participating countries agreed on and validated the revised Project Documentation and management instruments, completing the Inception Phase and installing the Project Steering Committee.
INDICATOR#2 National Project Coordination Units established and staffed [At least 8 NPCUs established and staffed]
The eight riparian countries defined and confirmed the National Focal Points for the execution of the Project activities; and 8 National Project Coordination Units were established (Bolivia, Brazil, Colombia, Ecuador, Guyana, Peru, Suriname and Venezuela).
1. Enhancement and development of new framework and capacities for bilateral and inter-jurisdictional cooperation in the harmonization of reduction of land based sources of pollution, it’s prevention and mitigation.
2. Innovative platforms to enhance collaboration between public and private sectors (Public-Private Partnership) will be established through Cleaner Production (CP) approaches with strong replication potential for up scaling throughout industrial sectors. Highly replicable pilot projects for testing these new approaches of land-based pollution mitigation will be implemented.
3. Bi-national Water Quality Monitoring Program and an Integrated Bi-national Environmental Information System will provide critical management tools to support decision-making, planning processes and technical interventions.
INDICATOR # 1 Effective national inter-ministry coordination
Under the project structure (Steering Committee) both countries have achieved an adequate institutional framework, where bilateral commissions (CARP and CTMFM) of Treaty of RPMF beside the national environmental agencies are involved (at highest political level) in the leadership of the Project to ensure a sustainable implementation of NAPs through public policies and government programs.
INDICATOR # 1 A Monitoring Program of water quality agreed at binational level.
National and bi-national institutions are working to implement a sustainable Integrated Monitoring Program and water quality indicators (physical/chemical, microbiological and biological) for the national exclusive jurisdiction and Common Use Waters of the Rio de la Plata.
The information generated in the monitoring program (31 parameters), will allow to asses the quality of water and sediments, identifying changes in the contaminants levels (mg / l ug / g) and the state of the environment of RPMF.
INDICATOR # 2 Financial sustainability of joint transboundary waters institutions
The Project Steering Committee has established funding mechanisms to ensure the financing sustainability of the Integrated Monitoring Program (IMP) and the Bi-National Integrated Information System (IBIS).
National and bi-national institutions with responsibility on monitoring water quality in the project area (navy, environmental agencies, hydrographic services), and those related in the maintenance or inputs provision for the IBIS (universities, fisheries agencies), have agreed a strategy of co-financing of IBIS and the IMP during the project, which will be the basis for ensuring their long term sustainability
INDICATOR # 2 Integrated Bi-national Information System (IBIS) developed to support management of the RPMF
Key stakeholders from different jurisdictions are working in the basic contents and making institutional arrangements for the management and maintenance of the IBIS system, with a capacity to collect, compare and analyze information received from different agencies. The objective is to provide updated information on the RPMF system to support the decisionmaking and planning frameworks, including the bi-national monitoring program.
1. Fostered Inter-sectoral cooperation at national level and multi –state cooperation at regional level towards ecosystem based management of aquatic bio-resources of the Caspian Sea,
2. Strengthened regional environmental governance through finalization of three anciliary protocols to the Tehran Convention, signing of the protocol on oil spill incidents, endorsement of the Strategic Convention Action Program, development of National Convention Action Program(s) and National Public Participation Strategy(s)
3. Assisted the countries to agree to promote existing interagency cooperation to an intergovernmental fisheries management agreement and political commitments to apply ecosystem-based joint actions on sustainable fisheries and bioresources.
INDICATOR # 1-[INSTITUTIONAL SETTING OF TEHRAN CONVENTION IS FULLY OPERATIONAL AND
SUSTAINABLE]
The institutional and sectoral context at the national level is well established and dominated by Ministries of Foreign Affairs, Ministries or Departments of Environment, Ministries of Agriculture and Fisheries, and various research and monitoring institutions attached to Environment and Fisheries. The main institutional and policy gap at the national is the lack of role clarity in the existing coordination mechanism, in particular with regards to bio-resources management issues in some countries. To enable these different Ministries to work effectively together and bring the environmental issues to the fore, the project, as well as the Convention established national coordination and implementation structures for the implementation of the Convention and its protocols.
The Tehran Convention is a sustainable development convention addressing the priorities and interests of a wide range of government agencies. In order to engage and ensure broad national support and participation in the implementation of the Convention and its protocols, the Strategic Convention Action Programme was endorsed and Biennial Convention Plan of Work ( 2009-2010 and 2010-2011), were implemented. Development of the National Strategic Convention Action Programs (NSCAPs) were initiated.
The NSCAPs are being finalized.
Pilot projects on improved hatcheries and gene bank are in progress; intergovernmental agreement on fisheries management is being advanced; bidiversity protocol to Caspian Convention is nearly finalized; technical working groups on ecosystem based management, fish passage and fish spawning grounds are actively working; collation of fisheries related data and field surveys including fish habitats and spawning grounds are being performed by the technical working groups.
",IV3,,IW4,INDICATOR # 2- Littoral States Implement Strategic Convention Action Programme (SCAP) as adopted by the COP-II at regional level and approve and implement NSCAP at national/sub-national level.
Updated knowledge-based and enforceable Strategic Convention Action Programme (SCAP) was endorsed by the Caspian Littoral States and National Convention Action Program (NSCAP) for each Caspian littoral state was developed to facilitate national-level implementation of the Tehran Convention and its Protocols. The implementation of the NSCAP will be under the responsibility of each Contracting Party and will be coordinated under the umbrella of the inter-ministerial coordination structure.
The Transboundary Diagnostic Analysis (TDA) and SAP had been finalised and approved prior to the project start-up. These documents provided a basic scientific understanding of issues and a basis, albeit limited, for planning and for action – including joint action. With international support (e.g. from the EU, the Darwin Initiative, NATO, etc), the countries in the region were participating in a range of projects to monitor and to improve the environmental situation and to implement certain elements of the SAP. These projects would have continued without GEF support under the second phase. Generally, given slowly growing environmental awareness and increased government revenue, the countries in the region were likely to increase the level of some SAP-related environmental investments through the baseline period, for example in waste water treatment, pollution abatement, protected area systems and monitoring. These investments mostly would have been implemented without cooperation among the countries. Finally, it is likely that, in the absence of this project, the regional vision produced by the TDA/SAP would have dissipated quickly; key regional issues such as invasive species, pollution, and biodiversity would not have been investigated and discussed in a collaborative, transboundary manner
",nav,,nav,,0,,,SAP adopted during the previous phase.
,IV1,,"INDICATOR # 3 .ENHANCED STAKEHOLDERS’ ENGAGEMENT IN THE TEHRAN CONVENTION PROCESS AND IMPROVED PUBLIC ACCESS TO INFORMATION ON THE STATUS OF THE CASPIAN SEA ENVIRONMENT.
Creation of a website-based “Caspian virtual partnerships” engaged in the implementation of the Tehran Convention and its protocols as a part of Caspian Information Centre was initiated. Aligned and streamlined Public Participation Strategy (PPS) to better support the requirements of the Convention and its protocols with the overall objective to strengthen the involvement of the civil society in the Caspian Sea region in the implementation of the Tehran Convention. National Public participation Strategy is an integral part of NSCAP, therefore, ensures national commitments for its implementation. So far two regional stakeholders meetings, enabled regional NGO community to exchange experiences, Strategize and coordinate their input to the Tehran Convention process. Further support to the strengthening of the civil society engagement in the Convention process will be provided through regular regional NGO meetings that will allow the regional NGO community to exchange experiences, strategize and coordinate their input to the Convention process.
The project Enhanced data and information sharing through the establishment of a web-based CIC, incorporating available environment status data, accessible and transparent for public – as a critical element to facilitating good regional environmental governance and to meet the requirements of the Tehran Convention, in particular Art. 21. Upon request of the COP, the CIC will also be the host to a Tehran Convention website and to the above mentioned “Virtual NGO Partnership”. A unified, integrated, and affordable Caspian ecosystem monitoring program (EMP) among all five Caspian countries, inter-linked with the Virtual Caspian Information Center and Reporting Format endorsed by the Caspian Littoral states to establish an internationally accessible database on environmental health parameters in the Caspian Sea.
In close collaboration with main stakeholders and on the basis of scientific assessments, the first “Biennial State of the Environment of the Caspian Sea” was prepared and presented at the Third Conference of the Parties to the Tehran Convention (August 10-12, 2011).The SOE is aiming at ensuring and improving the availability of regular comprehensive reports providing accurate, up-to-date and accessible information about environmental conditions of the Caspian Sea and thereby enhancing the consciousness of the civil society.
INDICATOR# 1- [STAKEHOLDERS APPLY REGIONAL, CIRCUM-CASPIAN APPROACH TO HABITAT
CONSERVATION IN THE CASPIAN.]
Results-based state-of-the-art management plan for the Kura River Delta protected area and
Management Plan for Seal Special Protected Areas in the Republic of Kazakhstan were initiated and will
be completed by the end of 2011, but Circum Caspian approach to habitat conservation i.e. establishment
of a network of Special Protected Areas of the Caspian Environment (SPACE) including the
establishment of marine protected areas is pending the finalization of the Protocol on Biodiversity
Conservation and its Annexes on Establishment of SPACE Network.
INDICATOR # 2- [CASPIAN STAKEHOLDERS IMPLEMENT POLICIES & MEASURES TO INCREASE
REPRODUCTIVE SUCCESS OF CASPIAN’S DIADROMOUS FISH SPECIES]
The Project implemented Pilot Projects to improve existing hatcheries efficiency including location
consideration, culture techniques for the Caspian salmon hatchery.
Gene-bank Pilot Project was established at the International Sturgeon Research Institute to support the
conservation and sustainable use of the sturgeon gene pool and clarify the problem of genetic variability
and viability within remaining populations of priority Caspian fish species and initiate work to conserve and
sustainably utilize the genetic variability of sturgeon stocks.
A Caspian-wide inventory of the natural spawning ground habitat for Caspian sturgeon and Caspian
salmon below and above dams and fish passage assessment was conducted to develop pilot projects
proposals to be submitted to the Governments for rehabilitation of priority spawning areas and to modify
fish passage facility to increase the efficiency and effectiveness and return on investment.
intergovernmental agreement on fisheries management is being advanced; bidiversity protocol to Caspian Convention is nearly finalized;
In 1998, the Danube River Protection Convention (DRPC) came into force after it was ratified by 8 Danube states and the European Commission.
",IW4,ICPDR
,nav,,IW3,TDA 2006
,IW3,,nap,,nav,,nav,,0,,0,,nav,, 2044,,WB,69053,Belarus; Bosnia and Herzegovina; Bulgaria; Croatia; Czech Republic; Georgia; Hungary; Moldova Republic of; Romania; Russian Federation; Slovakia; Slovenia; Serbia and Montenegro; Turkey; Ukraine,FSP,Other,Strategic Partnership for Nutrient Reduction in the Danube River and Black Sea - World Bank-GEF Nutrient Reduction Investment Fund: Tranche 3,Regional,,[],"Western Asia, Eastern Europe, Southern Europe",Danube,Project Completion,International Waters,,2003-05-15,2009-05-30,,Mr. Manuel Marino; Dr. Piotr Krzyzanowski; Ms. Tijen Arin; Ms. Emilia Battaglini,2.92,,,225.10,,GEF - 3,,,,,,,River,http://www.worldbank.org/blacksea,,8,,,,,,,,,,,,,,,,,,,,,,,,,,,,,, 1229,Slovenia Credit Facility,WB; EBRD,,Slovenia,FSP,Other, EBRD/GEF Environmental Credit Facility (formerly entitled Slovenia: National Pollution Reduction Project),National,,[],Southern Europe,Danube,Project Completion,International Waters,,2002-10-14,2008-10-30,,Mr. Rohit Khanna; Mr. Mark Hughes; Mr. Alistair Clark,9.99,,,55.83,,GEF - 3,,,,,,,Europe; River,,,8,European Bank for Reconstruction and Development (EBRD),EBRD Terminal Evaluation (2009),Project start-up workshops are important steps to involve all stakeholders in the process.
Regulatory enforcement is necessary to achieve full compliance with environmental standards.
Dedicated staff with appropriate incentives are necessary to implement GEF type projects.
At the time of the final evaluation, the catalytic or replication effect of the project was not up to expectation especially considering that the model has been proven relatively efficient and effective.
",nav,,nap,,nap,,nav,,nap,,nap,,nap,,nap,,nap,,-1,,-1,,nav,, 73,Aral Sea,WB,8326,Kazakhstan; Kyrgyzstan; Tajikistan; Turkmenistan; Uzbekistan,FSP,River/Lake,Water and Environmental Management in the Aral Sea Basin,Regional,Lake,[],Central Asia,Aral Sea; Aral Sea,Project Completion,International Waters,,1998-06-29,2003-06-29,,Mr. Rim Giniyatullin; Mr. Masood Ahmad,12.52,,,72.02,,GEF - 1,,,,,,,Europe; Lake,http://www.aral.uz,,9,International Fund for the Aral Sea (IFAS),World Bank Terminal Evaluation (2004),"1. Developing a detailed operational strategy among five countries is a daunting effort under any circumstances, but even more so when there are assymetrics in power, wealth and political systems between countries. Thus, spending substantial resources to develop a detailed strategy may be wasteful. Also large-scale TA projects or stand-alone components with broad objectives like A-1 studies are difficult to implement due to often divergent opinions about how they should be undertaken.
2. Multi-donor projects are extremely difficult to implement. This is a lesson in particular for GEF operations, where GEF policy places great emphasis on the need for substantial co-financing.
3. Inadequate preparation of some components before appraisal adds greatly to the burden of the project agency and Bank supervision staff during implementation.
4. GEF support can have a catalytic role, as evidenced by the impressive number of parallel and spin-off projects generated, at least partly from WEMP. Among these was a decision by Uzbekistan to expand wetlands restoration with its own funds, investments under the Bank-supported Uzbekistan Drainage, Irrigation and Wetlands Improvement project, and the Kazakhstan SYNAS projects.
5. PMCU was given responsibility for implementing activities which would have more appropriately been implemented by country-level line agencies. The project activities and components, such as component C, D and E could have been implemented by the countries' Ministries of Agriculture/Environment or National Hydromet. This would have enhanced country ownership, and resulted in strengthening national institutions, improving sustainability.
6. Regarding strategic analysis, allocating substantial resources to ambitious regional studies may not be a good use of resources. A better alternative is likely to be to agreed on broad principles, and then to concentrate on more narrowly focused follow-up work in areas like energy-irrigation trade-offs and the impact of glacier melting, and above all, in improved irrigation and drainage management at the country level. It is clear that poor national water management and degraded infrastructure cause many of the environmental problems in the Aral Sea Basin. WEMP activities in dam safety, trans-boundary monitoring and wetlands restoration will be best followed up through national programs, now that the project has put the spotlight on these issues and they are seen as priorities on the countries’ agendas.
7. The project validated an underlying assumption of the ASBP: While restoring the Aral Sea to its former size and productivity will not be possible, it is feasible to recreate much of the lost value by restoring wetlands in the deltas of the Amu and Syr Darya Rivers. This was determined by the successful restoration of Lake Sudoche under Component E and by the analyses of Component A-1, which conclude that additional water of suitable quality can be made available to the deltas by improving water management throughout the basin. These lessons have been incorporated in the Bank's Syr Darya and Northern Aral Sea Project in Kazakhstan and the Uzbekistan Drainage, Irrigation and Wetlands Improvement Project.
8. Regional projects are generally complex and difficult to implement. Also, providing counterpart funds for regional projects is even more difficult than for the national projects. This is especially true in Central Asia where much of the existing infrastructure now crosses borders and the governments are cash strapped. However, programs conceptualized at the regional level can be successfully implemented when specific activities are defined and implemented nationally. This was confirmed by WEMP experience with the relatively trouble-free implementation of Components C, D and E, and national projects such as the Syr Darya Northern Aral Sea Control project in Kazakhstan, and the Water Supply and Sanitation projects in Kazakhstan and Uzbekistan. A better approach would be to design programs for the regional level but divide projects and activities into efforts at the national level; this will make them consistent with regional goals and coordination, but place implementation under national governments. This lesson is reflected in the design of the proposed Ferghana Valley Water Resources Management Program and should be a principle of ASBP II.
9. Instead of the whole Aral Sea Basin, a river basin approach which deals with the Syr Darya and Amu Darya basins separately is increasingly being used in dealing with regional water management issues. The Aral Sea itself has been separated into two parts. The Northern Aral Sea and delta depend upon the flows of Syr Darya, and the Large Aral Sea and delta depend on the Amu Darya waters. The number of countries involved in each basin is reduced to about three, making discussions and cooperation more practical. Also, the issues of water management in Syr Darya Basin are more severe and the implementation of solutions more advanced than the Amu Darya.
10. Another difficulty with regional projects is that country ownership at the line ministry level is a challenge. For example, because the project was prepared largely by EC-IFAS, ICWC, and other regional water experts, along with the donors, the line ministries had only limited participation in preparing the operation and there was relatively little focus on country specific results. Ministries of Economy and Finance have had even less involvement. The lesson is that it may be unrealistic to expect full country ownership from all major line and core ministries for a US$20 million regional project. A less ambitious approach may be more likely to succeed.
11. A further lesson well documented in projects from other countries is that entrusting project management to a PMCU of relatively well paid contracted staff, while it may ensure that Bank procedures are followed, does not build ownership at country level. On the contrary, it may lead to resentment from technical ministries.
(c) Improve the management of international waters: the strategic studies supported under WEMP demonstrated that the principal water management problems of the basin are not due to management and allocation tensions at regional level. They are due to deteriorating irrigation and drainage infrastructure and poor water management at national level, principally within the two countries which comprise 75% of water use within the basin, Uzbekistan and Turkmenistan. Furthermore, when there have been transboundary difficulties, these have generally been at a bilateral or sub-basin level. The Central Asian Countries' focus during the project period shifted from the Sea to the upper river basins and from regional to national issues. In the Syr Darya basin, the energy-irrigation uses emerged as major issues and the countries made several agreements to address them. In the Amu Darya basin, energy-irrigation issues were
less severe. While bilateral disputes over water have continued between some of the basin states, they have not erupted into actual conflicts. Cooperation among these states is comparable to that in other river basins in the world. The IFAS/ICWC (International Fund for Aral Sea/Interstate Commission for Water Coordination) mechanism and the project activities, which encouraged information sharing and common solutions, can take some credit for this.
A bilateral agreement between Uzbekistan and Turkmenistan in 1996 clarified the sharing arrangements of Amu Darya waters downstream of Kerki, and has mostly worked without major dispute, although water shortages during the drought years have severely affected Karakalpakstan. The primary purpose of the
1996 agreement was to specify conditions for management of the irrigation and drainage facilities crossing the territories of the two countries and to define mechanisms for resolving problems. Issues related to major investments for rehabilitating the Karshi Pumping Cascade, crossing the two countries, remained
unresolved. The project provided the technical and analytical bases for improving water resources management and allocations among riparian states and sectors. Awareness of dam safety was introduced, which led to new investments to improve overall water management in the basin. Better records of water flows will be available for planning water resources, as well monitoring and management. Wetlands restoration provided a practical model for addressing the environmental degradation problems around the Aral Sea. These physical models of improved water management are being widely replicated in the basin. Thus in terms of physical outcomes and their sustainability, this project may be rated satisfactory.
Build the capacity of regional institutions: The WEMP, and the ASBP more broadly, have not been successful in achieving this objective. At the time of appraisal both EC-IFAS the regional body for coordinating the ASBP, and the project management unit of the WEMP, were in Tashkent. Senior Uzbek experts played a key role in both, and experts from other countries played a lesser role; but, EC-IFAS was designed with a rotating presidency. In 1999 this was moved to Ashgabat while the PMU and most expertise remained in Tashkent. EC-IFAS was greatly weakened. Furthermore, support to EC-IFAS by UNDP and EU-TACIS ceased in 2000. In 2002 the presidency was moved to Dushanbe and under Tajik leadership, EC-IFAS has revived its coordination and advocacy role. However, Uzbek and Turkmen support has been limited, and the donor support to EC-IFAS is much more limited than in the late 90s.
",nav,,IW1,,IW1,,nav,,nav,,nav,,0,,0,,nav,, 1223,Artisanal Gold Mining,UNDP,,Brazil; Indonesia; Sudan; Tanzania United Republic of; Zimbabwe; Lao People's Democratic Republic,FSP,Other,Removal of Barriers to the Introduction of Cleaner Artisanal Mining and Extraction Technologies,Global,,[],"Eastern Africa, Northern Africa, South America, South-Eastern Asia",,Under Implementation,International Waters,,2001-12-06,2006-12-29,,Mr. Christian Beinhoff; Dr. Andrew Hudson; Mr. Ludovic Bernaudat,7.12,,,20.00,,GEF - 2,,,,,,,,http://archive.iwlearn.net/www.globalmercuryproject.org/,,10,United Nations Industrial Development Organization (UNIDO),Results Note (2013),"1) Data collection improves with: longer stays in the communities; formal and informal communication with community leaders and other members; consultation with small-scale miners about appropriate questions and indicators; the participation of local research partners and assistants; and return visits.
2) The process of introducing new technologies would ideally be a medium to long term project where time spent with beneficiaries is significantly prolonged. Government structures such as the use of field extensionists (similar to the one used in the agriculture sector) may be the best vehicle for this.
3) To manage (overly) high expectations of the project from different stakeholders, establish forums at the community level where community representatives would interact with project staff and learn about the project objectives and the plans, outcomes and challenges.
4) From the perspective of policymaking, it can be assumed that wherever there is significant mercury use during the processing of gold, and wherever gold-mercury amalgam is being burned, environmental and health damage is serious enough to justify intervention.
1. Elevated international awareness about mercury pollution from artisanal gold mining, resulting in a growing global imperative to act.
2. Development and demonstration of cleaner artisanal gold extraction techniques.
3. Government commitments in all six pilot countries to implement new policies addressing the problems of artisanal gold mining, including mercury laws, mining labor laws, and microfinance policies.
INDICATOR #3: Development of country-specific policies and legislation for governing the small-scale gold mining sector. [Target: Evaluate existing legislation on small-scale mining and mercury; prepare and give recommendations on new and revised policies, regulatory standards, and legislation. Promote government capacity mechanisms.]
National experts produced comprehensive documents reporting barriers and possibilities to change the legislations to make artisanal mining more formalized in the six pilot countries. Suggested legislation was to be incorporated in countries’ Mining Codes, including the banning of amalgamation of whole ore and the banning of the joint use of mercury and cyanide. In all six pilot countries, governments have made commitments to adopt GMP recommendations and implement new policy measures including new mercury laws, mining labor laws, microfinance policies, laws to legalize indigenous miners and provide assistance programs. New UN guidelines for the regulated and controlled use of mercury in mining were developed.
INDICATOR #1: Improved national and regional capacities for effective environmental management of artisanal mining and extraction activities. [Target: Conduct miners' training needs assessment through consultations with miners, miners' associations, local governments, NGOs and relevant institutions and identify target groups for training; develop a databank of artisanal mining and extraction technological requirements.]
A list of the main needs of miners and their communities in terms of technology, sanitation, education, health, etc. was developed. A database of 350 articles on artisanal mining and mercury was assembled.
Participation of main stakeholders in country meetings was obtained and leaders were identified to be used as multipliers of the concepts and techniques taught.
INDICATOR #2: Awareness of miners, government and general public raised. [Target: Conduct awareness campaign; develop training material and train trainers.]
A 144-page Manual for Training Artisanal Gold Miners was developed and published, as were a series of brochures for miners. About 20 trainers were selected and trained in each of the six pilot countries. A course on awareness of mercury dangers reached at least 30,000 people in all six project countries. 120 government employees were trained. More than 30 radio and newspaper interviews appeared in all pilot countries and in Canada; and more than 60 technical papers were published in technical journals and conference proceedings.
INDICATOR #4: Dissemination of project results. [Target: Published print and web materials with project information and results.]
The GMP published 60 papers in journals, conference proceedings and book chapters on GMP related activities. A website complete with database was developed: http://archive.iwlearn.net/www.globalmercuryproject.org/
(i) Significant and permanent capacity for fisheries reform established at the African Union. As a result of this grant, the AU has established a Fisheries Section and recruited a full-time Sr. Fisheries Officer, and is in the process of recruiting an additional Fisheries Officer, all with core AU funding. This Section has been designated as the Secretariat for the Conference of African Ministers of Fisheries and Aquaculture (CAMFA).
(ii) Sustainable fisheries have been included in a number of the World Bank’s Country Assistance Strategies (CAS’s), including for Guinea-Bissau, Mauritania and Senegal, as well as the Regional Integration Assistance Strategy (RIAS) for Africa.
(iii) Communications efforts on sustainable fisheries have been launched throughout the region, including establishment of a new website www.spfif.org and publication of a periodical ‘African Fisheries Partnership Digest’.
RESULT 2. Establishment of permanent capacity at the African Union to support regional coordination of fisheries and ensure that lessons from successes and failures of country and LME-level investments are adequately disseminated.
,III3,"Through support from this MSP, Cape Verde, Liberia, Senegal and Sierra Leone are aiming to restore their coastal demersal fish stocks, through a reduction in fishing pressure (all), increased fisheries habitat (Senegal) and improved enforcement (all, but particularly Liberia and Sierra Leone). These actions are underway with GEF co-financing, and baselines on the status of the stocks have been collected. However, it is only in the first year(s) of implementation, so too early to see the results in restoration of stocks yet, except on very localized scales in Senegal. Thus, the reforms have been committed, and in some cases already enacted, but it is still early to see this translate into results in the water with the stocks.
With support from this MSP, many of the country-level operations co-financed by the Strategic Partnership have in fact adopted, or committed to adopting, legal and policy reforms for more sustainable fisheries. For example, Liberia has just signed a new fisheries regulation which provides the first update to the country's legal framework for fisheries in almost 50 years.
RESULT 3. Assistance to 8 countries to mobilize some US$180 million in co-financing from the World Bank to directly support the necessary governance reforms and sector adjustments to manage their fisheries sustainably in a way that ensures a distribution of benefits that will contribute to poverty reduction and food security.
2093,,WB,87411,,FSP,Other,"Strategic Partnership for a Sustainable Fisheries Investment Fund in the Large Marine Ecosystems of Sub-Saharan Africa (Tranche 1, Installment 1)",Regional,LME,[],"Eastern Africa, Middle Africa, Northern Africa, SIDS (Africa), Southern Africa, Western Africa, Caribbean, Central America, Northern America, SIDS (Americas), South America, Antarctica, Central Asia, SIDS (Asia), South-Eastern Asia, Southern Asia, Western Asia, Eastern Europe, Northern Europe, Southern Europe, Western Europe, Australia and New Zealand, Melanesia, Micronesia, Polynesia, SIDS (Oceania), Small island developing States",Agulhas Current (LME); Benguela Current (LME); Canary Current (LME); Guinea Current (LME); Somali Coastal Current (LME),Council Approved,International Waters,,2005-11-14,,,Mr. Christopher Crepin,5.74,,,80.74,,GEF - 3,,,,,,,,,,8; 2,,,,,,,,,,,,,,,,,,,,,,,,,,,,,, 3559,,WB,104225,,FSP,Other,"Strategic Partnership for a Sustainable Fisheries Investment Fund in the Large Marine Ecosystems of Sub-Saharan Africa (Tranche 1, Installment 2)",Regional,,[],"Eastern Africa, Middle Africa, Northern Africa, SIDS (Africa), Southern Africa, Western Africa, Caribbean, Central America, Northern America, SIDS (Americas), South America, Antarctica, Central Asia, SIDS (Asia), South-Eastern Asia, Southern Asia, Western Asia, Eastern Europe, Northern Europe, Southern Europe, Western Europe, Australia and New Zealand, Melanesia, Micronesia, Polynesia, SIDS (Oceania), Small island developing States",Guinea Current (LME); Canary Current (LME); Somali Coastal Current (LME); Agulhas Current (LME); Benguela Current (LME),Under Implementation,International Waters,,2009-07-17,,,Mr. Christopher Crepin,5.60,,,127.24,,GEF - 4,,,,,,,,,,OP8 - Water based Program; OP2 - Costal Marine and Freshwater Ecosystems,African Union - Union Africaine; Food and Agricultural Organization (FAO); World Wildlife Fund (WWF),,,,,,,,,,,,,,,,,,,,,,,,,,,,, 4582,,FAO,,,EA,ABNJ,ABNJ: Strengthening Global Capacity to Effectively Manage Areas Beyond National Jurisdiction (ABNJ),Global,Sea,[],"Eastern Africa, Middle Africa, Northern Africa, SIDS (Africa), Southern Africa, Western Africa, Caribbean, Central America, Northern America, SIDS (Americas), South America, Antarctica, Central Asia, SIDS (Asia), South-Eastern Asia, Southern Asia, Western Asia, Eastern Europe, Northern Europe, Southern Europe, Western Europe, Australia and New Zealand, Melanesia, Micronesia, Polynesia, SIDS (Oceania), Small island developing States",,CEO Approved,Multiple Focal Areas,,2013-12-06,2018-12-31,,Mrs. Biliana Cicin-Sain; Ms. Tina Farmer; Ms. Miriam Balgos; Mr. Luca Limongelli,1.00,,,5.59,,GEF - 5,,,,,,,ABNJ,http://www.commonoceans.org,,,Global Ocean Forum,,,,,,,,,,,,,,,,,,,,,,,,,,,,, 5395,,UNDP; UNEP; FAO,,Tonga; Palau; Solomon Islands; Papua New Guinea; Samoa; Marshall Islands; Niue; Vanuatu; Kiribati; Nauru; Fiji,FSP,Land-Based Sources/Coastal Zone,"R2R- Pacific Islands Ridge-to-Reef National Priorities – Integrated Water, Land, Forest and Coastal Management to Preserve Biodiversity, Ecosystem Services, Store Carbon, Improve Climate Resilience and Sustain Livelihoods",Regional,,[],"Melanesia, Micronesia, Polynesia, SIDS (Oceania), Small island developing States",,Council Approved,Biodiversity; Climate Change; International Waters; Land Degradation; Multiple Focal Areas,,2013-06-20,2018-06-30,,,28.42,,,120.70,,GEF - 5,,,,,,,,,,,Secretariat of the Pacific Community (SPC); South Pacific Applied Geoscience Commission (SOPAC),,,,,,,,,,,,,,,,,,,,,,,,,,,,, 4256,,UNEP,,,FSP,Portfolio Learning/Policy,Making Ocean Life Count,Global,,[],"Eastern Africa, Middle Africa, Northern Africa, SIDS (Africa), Southern Africa, Western Africa, Caribbean, Central America, Northern America, SIDS (Americas), South America, Antarctica, Central Asia, SIDS (Asia), South-Eastern Asia, Southern Asia, Western Asia, Eastern Europe, Northern Europe, Southern Europe, Western Europe, Australia and New Zealand, Melanesia, Micronesia, Polynesia, SIDS (Oceania), Small island developing States",,Under Implementation,International Waters; Multiple Focal Areas,,2010-05-14,2011-05-31,,,0.65,,,10.95,,GEF - 5,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,, 5674,,AfDB,,Congo The Democratic Republic of; Uganda,FSP,Fisheries,Lakes Edward and Albert Integrated Fisheries and Water Resources Management Project,Regional,Lake,[],"Eastern Africa, Middle Africa",Edward; Albert,CEO PIF Clearance,International Waters,,2014-02-18,,,,8.30,,,35.18,,GEF - 5,,,,,,,,,,,Nile Basin Initiative (NBI),,,,,,,,,,,,,,,,,,,,,,,,,,,,, 5400,,UNEP,,,FSP,Portfolio Learning/Policy,Targeted Research for Improving Understanding of the Global Nitrogen Cycle towards the Establishment of an International Nitrogen Management System INMS,Global,,[],"Eastern Africa, Middle Africa, Northern Africa, SIDS (Africa), Southern Africa, Western Africa, Caribbean, Central America, Northern America, SIDS (Americas), South America, Antarctica, Central Asia, SIDS (Asia), South-Eastern Asia, Southern Asia, Western Asia, Eastern Europe, Northern Europe, Southern Europe, Western Europe, Australia and New Zealand, Melanesia, Micronesia, Polynesia, SIDS (Oceania), Small island developing States",,Council Approved,International Waters,,2014-02-05,,,Ms. Isabelle Van der Beck,6.15,,,53.77,,GEF - 5,,,,,,,,,,,International Nitrogen Initiative (INI),,,,,,,,,,,,,,,,,,,,,,,,,,,,, 1032,Caribbean Sea LME,UNDP,,Cuba; Barbados; Jamaica; Mexico; Venezuela; Antigua and Barbuda; Bahamas; Belize; Brazil; Colombia; Costa Rica; Dominica; Dominican Republic; Grenada; Guatemala; Guyana; Haiti; Honduras; Nicaragua; Panama; Saint Kitts and Nevis; Saint Lucia; Saint Vincent and the Grenadines; Suriname; Trinidad and Tobago,FSP,Large Marine Ecosystem,Sustainable Management of the Shared Marine Resources of the Caribbean Large Marine Ecosystem (CLME) and Adjacent Regions,Regional,LME,[],"Caribbean, Central America, SIDS (Americas), South America, Small island developing States",Caribbean Sea (LME),Under Implementation,International Waters,,2008-04-10,2013-04-29,,Ms. Laverne Wanler; Ms. Margarita Zamudio; Mr. Otto Cordero; Gabriel Garcia; Mr. Cesar Toro; Mr. Patrick Debels,7.00,,,18.71,,GEF - 4,,,,,,,Americas; LME,http://www.clmeproject.org/,,8,"United Nations Education, Scientific and Cultural Organization (UNESCO); United Nations Office for Project Services (UNOPS)","GEF 4 Tracking Tool (2010), IWC6 Results Note (2011)",,"1. 1 Regional and 3 priority Fishery Ecosystem-Based Transboundary Diagnostic Analyses have been delivered
2. A proposal for a Regional Governance Framework is being advanced
3. OSPESCA pilot case study: 2ndclosed season for Caribbean spiny lobster: simultaneous application in 2010 from Belize to Panama (6 countries)
INDICATOR#5. (Effective National Inter-Ministry coordination): [NICs or similar operational] A preliminary inventory of existing or newly created NICs or similar inter-sectorial coordination arrangements has been made and their operationality is currently being evaluated and further promoted.
,IV3,"Caribbean Regional Fisheries Mechanism (CRFM) and the Organization for the Fisheries & Aquaculture Sector of the Central American Isthmus (OSPESCA) each have their own legal frameworks in place; however, there is no legal framework for the LME itself.
INDICATOR#1. (Agreement on and understanding of the transboundary problems of the CLME as they relate to LMR management): [countries agree on scope and priority of transboundary issues] Through the finalization of the Regional Transboundary Diagnostic Analysis (TDA) together with 3 priority fisheryecosystem ased TDA’s (reef, continental shelf and pelagic fisheries), project countries have identified the priority issues to be addressed in the development of a Strategic Action Programme (SAP).
INDICATOR#2. ((sub)Regional Governance Frameworks incorporating the key policy cycle components): [regional LMR governance framework established & based on existing fora and organizations] Progress on the development of a proposal for a Regional Governance Framework together with an “Options Paper” has been made (30-40%).
INDICATOR#3. (Regional Planning Framework to address transboundary issues developed): [decision and decision-support framework and associated management plans developed for identified priority fisheries]. A proposal for the development of a Regional Environmental Monitoring Programme (REMP)/ Information Management System (IMS) has been prepared as a pre-condition to start implementation.
As for Regional Legal Agreement; CRFM and OSPESCA are principal legal mechanisms in place
,,,IW4,"During the full-sized CLME Project (2009-2013), these preliminary Transboundary Diagnostic Analyses (TDAs) were updated using a Fishery Ecosystem-based approach:
The main fisheries in the Wider Caribbean Region were considered to be associated to 3 key ecosystem types:
- Reef Ecosystems (incl. mangroves & seagrasses)
- Pelagic Ecosystems
- Continental Shelf Ecosystems
Consequently, and with the aim of implementing an Ecosystem-Based Management (EBM) approach, the updating of the TDAs was conducted at the level of each one of these key ecosystems.
The ecosystem-based TDAs were then further complemented by the overarching "Governance Framework" and summarizing "Regional" TDAs.
The TDAs included the development of Causal Chain Analyses (CCAs), which clearly visualize the linkage between problems and their direct, intermediate and root causes.
The CCAs constitute highly valuable aids in the identification of the priority measures (policy, legal & institutional reforms, management options & investments) that are needed to ensure the sustainable provision of goods & services from the shared Living Marine Resources in the CLME.
As such, the TDAs and CCAs are the outcomes from a technical-scientific process, and constitute the basis for the political process of defining and agreeing upon priority actions for a healthy Large Marine Ecosystem (through the development and adoption by all countries of a Strategic Action Programme or SAP), that support sustainable development in the Wider Caribbean Region.
"10-year “Strategic Action Programme for the Sustainable Management of the shared Living Marine Resources of the Caribbean and North Brazil Shelf Large Marine Ecosystems” (“the CLME+ SAP”) endorsed by CLME countries, June 2013.
The Action Programme, which sets forward regional strategies and actions to deal with critical threats to the marine environment such as unsustainable fisheries, habitat degradation, pollution and climate change, was developed under a 4-year project called “CLME”.
he Action Programme (SAP) provides countries, regional organizations, civil society and development partners with a comprehensive roadmap for resolving critical issues affecting living marine resources. The SAP combines actions for structural change and capacity building at the regional, sub-regional and national levels, with high priority management interventions and investments on the ground, and is expected to catalyze actions and investments worth well over US$ 100 million in the Caribbean and North Brazil Shelf Large Marine Ecosystems over the next 5 to 10 years. Special attention will be given to actions that further allow for more sustainable fisheries and for the protection of key marine habitats (e.g. through the strengthening of the networks of marine protected areas)."
Once completed, TDA (for Carib LME as a whole) and baseline assessments for 3 sub-regional pilot projects will each set their respective E/SS baselines for monitoring future E/SS changes at LME and sub-regional levels.
" 970,SADC Groundwater,WB,70547,Botswana; Mozambique; South Africa; Zimbabwe,FSP,Groundwater,Southern African Development Community - SADC - Groundwater and Drought Management Project ,Regional,Groundwater,[],"Eastern Africa, Southern Africa",Ramotswa Dolomite Basin; Medium Zambezi Aquifer; Nata Karoo Sub-basin; Northern Kalahari / Karoo Basin; South-east Kalahari / Karoo Basin; Tuli Karoo Sub-basin; Karoo Sandstone Aquifer; Karoo Sedimentary Aquifer; Limpopo Basin,Project Completion,International Waters,,2004-03-22,2010-12-31,,Mr. Phera Ramoeli; Dr. Marcus Wishart; Mr. Philip Beetlestone; Mrs. Barbara Lopi,7.35,,,14.25,,GEF - 3,,,,,,,Africa; Groundwater,http://archive.iwlearn.net/www.sadc-groundwater.org/www.sadc-groundwater.org/,,9,Southern African Development Community; Water Sector Coordination Unit (SADC/WSCU),"GEF3 Tracking Tool (2010), IWC6 Results Note (2011)",,"1. Agreement on establishment of the Groundwater Management Institute through a competitive, consensus led process among SADC Member States.
2. Community-based Groundwater Management Plans, supported by pilot investment projects, developed and helping communities make optimal use of local groundwater resources to maintain livelihoods during drought periods.
3. Decision Support Guidelines developed to facilitate decision making and promote the increased support for groundwater management in the Southern African Development Community.
INDICATOR#1: Groundwater Management Institute (GMI) of Southern Africa established and financially viable.
As a result of support from the project, the SADC Member States are working closely and developing regional consensus on the importance of groundwater management. Enhanced institutional coordination among agencies involved in technical work on groundwater management and advocacy has evolved as a result of the project support.
Reflecting this, the SADC Member States have established the GMI through a competitive, consensus lead process after 14 institutions were nominated by nine of the SADC Member States as potential host institutions. These were subsequently evaluated by the SADC organs, endorsed by the SADC Council of Ministers, governance structures put in place and the host institution identified.
INDICATOR#2: Re-establishment the SADC sub-committee on Hydrogeology
The Steering Group established under the Project has provided forum for agencies from the SADC Member States to work together. As a result, the SADC Member States have decided to re-establish the sub-committee on hydrogeology, which is a Member State funded entity working with the SADC Secretariat toward better management of groundwater in the regional trans-boundary context and development of key projects.
INDICATOR#1: Regional management tools and guidelines prepared
The project is a first of a series of long-term interventions to improve groundwater management. Given preliminary state of knowledge on groundwater systems, the project has focused on improving technical knowledge to provide tools for policy makers and water agencies. Decision Support Guidelines have been prepared to increase awareness around groundwater, facilitate decision making and promote the increased support for groundwater management in the South African Development Community based on the outputs of technical studies in to: i) Economic Valuation of Groundwater; ii) Mapping of Groundwater Dependent Ecosystems; iii) Regional Groundwater Vulnerability Mapping; iv) Trans-boundary Aquifer Monitoring; and, v) National Case Studies. By identifying vulnerable areas, decision makers will have a dependable instrument to protect vulnerable recharge areas and protect the aquifers from pollution and contamination.
1) It was important that the new centres focus on course development and self-sufficiency, and avoid getting spread too thin in the formative stage by participating in IOI global activities.
2) A more hands on approach to collaboration with IOI Headquarters would be useful in assisting the centres in formulating regional priorities and programmes that are compatible with the vision and approach of both the project and IOI.
3) Active collaboration in planning and convening training programmes is important in establishing strong linkages and coordination with other regional programmes, such as those under the auspices of Regional Seas Conventions, IOC/Unesco, and FAO.
1. Four International Ocean Institute (IOI) regional centres were established in Fiji, India, Senegal and Costa Rica.
2. Existing IOI courses were updated and dozens of new courses were developed.
3. Decision maker seminars have led to high level mechanisms in governments and universities to address ocean and coastal issues.
INDICATOR #1: Operational center institutional infrastructure created. [Target: Infrastructure created for four centers capable of providing 1300 participant weeks of training per year. Support to include provisions for appointing directors; administrative support; establishing networking capabilities; and dissemination of information.]
Regional centres have been established in Dakar, Senegal; Suva, Fiji; Madras, India; and San Jose, Costa Rica. The host institutions for each of the four centres entered into formal agreements with IOI and provided considerable resources. The capabilities of the four centers were assessed, agreements were negotiated with the host governments, and four directors were appointed. There was a dramatic increase in the number of outreach activities and the number of individuals attending training courses. Exchange of experience between centers at directors meetings was very active and effective.
INDICATOR #2: Training programmes formulated and developed. [Target: Update IOI’s three basic courses; develop new training programmes to include the following elements: policy research; curriculum and course development; training of teachers; a scholarship programme; workshops for decision makers and IOI alumni; a masters degree programme; and a programme for evaluating the efficacy and effectiveness of the courses.]
Notable progress was made in the development of course materials and there was a significant increase in the number of individuals attending courses. A gradual adoption of the TRAIN-X methodology and a more integrated and consolidated approach to courses has resulted in significant pedagogical progress. All of the IOI courses have been developed in shorter, more efficient versions. The number of courses being prepared by the centers vastly exceeds the target. For example, Madras is preparing 20 courses, while the University of the South Pacific, in Fiji, is preparing two or three top-level courses, one of which was accepted as a university course.
Decision maker seminars in Fiji resulted in the establishment of a national, cabinet-level committee to serve as an integrating mechanism to deal with ocean and coastal issues. In Costa Rica, a similar seminar catalyzed the establishment of a multi-sectoral integrated programme on oceans within the University of San Jose. The synergy achieved during meetings of the center directors resulted in the development of some joint courses.
1. Generation of scientific knowledge: regional data gaps analysis and regional research plans prepared; vessel-times procured for stock assessments; regional fisheries databases operational and populated with new and historic data.
2. Development of institutional and human capacity: various regional training organized; regional fisheries observers trained to international standards; MSc addressing SWIOFP’s thematic supported.
3. Development of a regional fisheries management structure: the SWIO riparian countries regularly meet during the South West Indian Ocean Fisheries Commission (SWIOFC) and its Scientific Committee sessions to debate fisheries information and management; riparian
The IMC is international, the South West Indian Ocean Fisheries Commission (SWIOFC), and fully functional, and its capacities are strengthened under the project.
No question on "Functioning and Sustainable Regional TB Waters Institution" (cf. spreadsheet Rating scale process)?
The main results to date have been to promote the role of the South West Indian Ocean Commission as the platform for regional discussion concerning fisheries research and management, support informed participation of the SWIO riparian States to the Indian Ocean Tuna Commission and to reinforce the capacity in fisheries research and Ecosystem Approach in Fisheries (EAF) management.
INDICATOR 2. Development of a regional fisheries management structure fostered for implementing the LME-based approach to ecosystem based management through strengthening the Southwest Indian Ocean Fisheries Commission (SWIOFC) and other relevant regional bodies:SWIOFC acts as the Project Steering Committee and is the depository of Project databases (4). The Project supports the works of the Plenary Session (at least once a year), Scientific Committee and Working Groups of the Commission (2 meetings per year).
TDA is last year of project. Gap analysis are realised, and work is on-going.
",IV0,Last year of project probably 2013
,nap,,nav,,nav,,0,,0,,IV0,,"INDICATOR 1. Development of institutional and human capacity through training and career building to undertake and sustain an ecosystem approach to natural resource management consistent with WSSD marine targets: 5 regional trainings organized (e.g., information systems; Rapid Bycatch Assessment; Turtle tagging and monitoring; EAF; stock assessment); 40 fisheries observers from all the participating countries trained according to international and regionally-harmonized standard; 19MSc Students financially supported to undertake SWIOFP’s thematic related research.
INDICATOR 1. Identification and study of exploitable offshore fish stocks within the SWIO, and differentiation between environmental (LME-related) and anthropogenic impacts on shared fisheries: data gap analysis (3) and regional research plans (3) were developed for crustaceans, demersal, pelagic species; regional fisheries databases are fully operational (Statbase, Nansis, Geonetwork and Wiofish) and include new and historic data; retrospective analysis of the fisheries initiated.
INDICATOR 2. Mainstreaming biodiversity in national fisheries management policy and legislation, and through national participation in regional organizations that promote sustainable exploitation of fisheries resources: data gap analysis (1) and regional research plans (1) were developed for nonconsumptive species; observers are deployed on research and fishing vessels to assess presence of and impact on non-consumptive species.
1. The creation of 5 functioning regional Internet nodes in support of the International Water Resources Network (IWRN): South Cone in Buenos Aires; Pacific-Amazon in Lima; Brazil in Brasilia; Central America in San José and; Caribbean in Saint Lucia. These include national legislation posted and lessons learned,
and on the South Cone
2. Publications released included Lessons Learned and Best Practices for Water Management in LAC (Eng., Spa., Port.), A Common Strategy for Water Management in LAC (Eng., Spa., Port), Contributions to defining best practices and lessons learned (Port.), and User Manual for Nodes (Eng., Spa., Port.)
3. A Common Strategy for Integrated Water Resource Management was discussed and approved within the framework of the Gov. Focal Point meeting.
INDICATOR#4 (Strengthened collaboration amongst riparian countries leading to improved water resources management)
The project promoted exchange between LAC and exchange of best practices in IWRM through regional meetings and sub-regional dialogues. During these dialogues, national agency personnel exchanged information and knowledge with water management institutions and GEF projects managers. Access to IWRM best practices was made feasible thanks to the document entitled “Pilot Virtual Library of Best Practice in Water Management,” which has been prepared for publication.
INDICATOR#5 (Strengthened collaboration amongst riparian countries leading to improved water resources management)
A Common Strategy for Integrated Water Resources Management in LAC was discussed and approved within the framework of the Gov. Focal Point meeting.
INDICATOR#3 (Integrated Watershed Management Program Implementation)
As a result of the enhanced access to LAC water policy best practices Peru, Colombia and Argentina have all altered their water laws, and Argentina has undertaken a program of consultation with the provinces on water use.
INDICATOR#1 (Development of Information and Communication Tools)
A major part of the project was focused on developing specific processes for sharing and disseminating experiences and lessons learned, and therefore focused its efforts on the development of new Information and Communication Tools (ICT) and a new Web-based Information System for the IWRN. The Information System is based on (1) a dynamic and decentralized “web” of websites (2) mixed-partnerships for the operation of the websites and (3) basin-based information systems. It allows for a distributed management of the information, fostering a broader participation and the sharing of responsibilities.
INDICATOR#2 (Creation of linked sub-regional nodes across Latin America)
The Information System is composed of a series of linked sub-regional nodes that include (1) the Southern Cone, hosted in Argentina and serving Argentina, Bolivia, Chile, Paraguay, and Uruguay, (2) the Brazilian Node, hosted in Brazil and serving only Brazil, (3) the Pacific Node, hosted in Peru and serving Peru, Colombia, Ecuador, Bolivia, Brazil, Chile, and Venezuela, (4) the Central American Node, hosted in Costa Rica and serving all of the Central American countries, and (5) the Caribbean Node, hosted in Saint Lucia and serving the Caribbean, as well as Guyana and Belize, both English-speaking countries. There is also a central node located in Florida, but it will soon be transferred to Motevideo at the new Secretariat of IWRN. An interface between the regional nodes has been developed to allow queries and dynamic navigation throughout the network. The Southern Cone and the Brazilian Node have been especially active in their respective service areas.
1. Generation of scientific knowledge about the status of the Lake Nasser/Nubia Basin. Data collected so far include annual sedimentation levels/loads, socio-economic information about communities living around the Lake and other biophysical data
2. Establishment of the institutional and structures at locality and community levels for watershed management. Products such as Community Action Programs (CAPs) and Participatory Land Use Plans (PLUPs) have been prepared and are operational.
3. Capacity development through training and skills upgrade (two training sessions have been provided so far in the fundamentals of survey and hydrographic training from January 9-19, 2011 and March 26 to April 4, 2011, respectively. Participants for the survey training were from Sudan (4#), High Aswam Dam Authority HADA (1#), NRI (#1) and Nile Water Sector NWS (2#), while those for the hydrographic training from March 26 to April 4, 2011 were attended by 23
participants including seven (7#) from HADA, one (10 from NRI, two (2#) from NWS and four (4#) from Sudan. A number of farmer exchange visits and study tours (Ethiopia and India) have been undertaken.
INDICATOR 1: Adoption by the Ministry of Water Resources and Irrigation, Egypt and the Ministry of Irrigation and Water Resources, Sudan of a framework for integrated and sustainable management of Lake Nasser/Nubia (LNN) Sub-basin.
Preliminary steps have been taken and significant progress made in achieving the target. A joint technical steering committee (JTSC) has been established and since its establishment in 2010 this Committee has met three (3) already. Participation at these meetings has been satisfactory and recommendations from these meetings have been fully incorporated into the annual work plans. The Nile Research Institute (NRI) that is a key partner in the implementation of the Project has completed analyzes of biophysical field survey data for 2009 and 2010 that has been obtained from both the Sudanese and Egyptian sides of the Lake. Data from the March 2011 survey mission is also available. Under a consultant hire the Project has produced a sediment study report of the LNN. Under the oversight of the Eastern Nile
Technical Regional Organization (ENTRO) the Project has completed the first phase of the sediment and water quality monitoring framework. Consultants have been hired to undertake the socioeconomic surveys for both Egypt and Sudan portions of LNN. An open source database management system has been developed, tested and installed under a turn-key consultancy involving a local firm in Egypt that has provided a one-year warranty during which period system modifications and improvements will be carried at no additional financial burden to the Sub-component. Two training sessions have been provided so far. These include the fundamentals of survey training that was carried out from January 9-19, 2011. Participants were from Sudan (4#), High Aswam Dam Authority HADA (1#), NRI (#1) and Nile Water
Sector NWS (2#). From March 26 to April 4, 2011 hydrographic survey training was delivered to 23 participants including seven (7#) from HADA, one (10 from NRI, two (2#) from NWS and four (4#) from Sudan.
It should be noted that these studies are prerequisite for the preparation of the framework for integrated management of the LNN and its adoption by the two riparian countries.