Niger - Sahara Biodiversity and Natural Resources Management in Air-Tenere Reserve Project

Report No. PID8355 Project Name Niger-BIODIVERSITY AND NATURAL RESOURCES MANAGEMENT IN AIR - TENERE RESERVE # (Projet de Gestion des Ressources Naturelles et de la Biodiversite de la Reserve de l'Air- Tenere) Region Africa Sector Natural Resources Management Project ID NE-GE-65251 GEF Focal Area Biodiversity Conservation Recipient The Government of Niger GEF Eligibility Ratified the Biodiversity Convention on November 24, 1994 Estimated Project Costs tbd Financing Plan GEF US$ tbd DDC US$ tbd DANIDA US$ tbd UNESCO US$ tbd Gvt tbd Fiscal Year FY01 Appraisal June 1999 Board Approval February 2001 Environmental Category A Country/Sector Background/Context 1. Global conservation efforts, in the past several years have focused on the biomes harboring most biological diversity, i.e. the tropical forest. However, with the increasing value given to ecosystems and landscape, it is now accepted that arid ecosystems have not received the international attention they deserved. Northern Niger is an exception. In the eighties, with the joint efforts of WWF and IUCN supported by the Danish and Swiss cooperations, a successful integrated conservation and development program was implemented in the 4 million-hectare Air and Tenere Reserve. 2. This reserve lies within a 20 millions hectares Man and the Biosphere Reserve. It receives 100-mm annual rainfall and is divided between the Ayr Mountains (peaks 2200 m) and the Tenere Desert. The Tenere portion encompasses a one-million-hectare Strict Nature Reserve: the addax sanctuary. 3. The Air and Tenere contributes to much of the Sahara ecosystem biodiversity. It harbors some of the world rarest ungulates such as the addax, the slender-horned and dama gazelles and the barbary sheep, carnivores such as the cheetah, the stripped hyena and the lynx caracal, isolated populations of two primates the patas and the doguera baboon as well as the endangered Sahelian ostrich . The reserve is vital for birds: Migrants, numbering millions, include waders to warblers, swallows, swifts, ducks and birds of prey. Some eighty species of paleartic migrants winter or migrate through the reserve. For many of the species migrating south from Europe, the Ayr is the first sight of green vegetation since the Mediterranean. 4. The Reserve comprises a combination of Saharan, and relictual Mediterranean and Sudanian plant diversity. It is sparsely vegetated. Most of the vegetation is concentrated along wadis, which support perennial grass and forb communities with an overstory dominated by acacia species and balanites. Wild olive and ficus species are restricted to the Ayr summits. 5. The Reserve also harbors invaluable cultural and archeological heritage. This patrimony ranges from prehistoric sites (Anakom, Adrar Bous, etc.) to pre-Islamic funeral tumulus to purely historical sites such as ruins of medieval cities (Assode, Ekouloulef) and ancient mosques. The reserve encompasses the salt caravan route from Ayr to Touar. The indigenous Tuareg population has inhabited this area for a millennium. This has influenced natural landscape, which, in places evolved to pastoral ranges called Koris. Because of the above, UNESCO is in the process of classifying the area as World Heritage Cultural Site; this would make Air- T6n6r6 one of the very few World Heritage Sites with both classifications. 6. The reserve wildlife is affected by outsiders carrying illegal and unsustainable poaching and increasingly irresponsible tourism. Traditional hunting occurs but it is considered marginal and may not threaten wildlife. The reserve's biological resources are normally affected by the extreme climatic variability. However, these natural phenomena are worsen by the diffuse pressure of the reserve 5000 inhabitants. The lacks of environment awareness, knowledge about alternatives and appropriate technology and poverty are at the roots of unsustainable practices. According to UNEP/IUCN the greatest problems are overgrazing, and over-browsing of young acacias by livestock. Today, most acacias are mature specimens and the lack of recruitment of new acacias is alarming. Substantial pressure is also reported on mature acacia and balanites that are cut to build "pilons", to fence wheat cultivation, to build roofs and to strengthen dug-wells. Over exploitation of the few wooded species and over grazing has locally lead to soil erosion and threatens valuable wildlife habitat. 7. About five thousand permanent Tuareg residents inhabit the reserve. Most of them are actually cultivators and about one thousand are also agro- pastors. Water retention within the mountain chain enables irrigated maize, wheat and vegetable cultivation in the valleys. Agriculture product are sold locally and to nearby markets such as Agades and Arlit. Agriculture occupies less than one percent of the total reserve area but occurs in most of the valleys. About 1,000 residents and 15,000 transhumants and their 11,000 camels and 71,000 goats and sheep occupy the range on an extensive mode. 8. Niger is among the poorest countries in the world; 60 percent of its population live on less than one dollar per day. Social indicators are correspondingly low as indicated by data on child mortality (12%) , life expectancy (47 y), illiteracy rate (86%) and primary school enrollment (30%). Moreover, Nigeriens are much poorer than they were 30 years ago -- GDP growth has been negligible while the population has more than doubled. While few social indicators for the North are available, they are expected to be worse than for the rest of the country (e.g. primary school enrollment in north Niger is less than 10% against 30% for the entire Niger and 72% in Sub-Saharan Africa). Finally, given Niger's extremely poor - 2 - resource base and low level of human capital investment, growth prospects are not good . 9. Sound economic management has been further complicated by political instability throughout much of the 1990s. Project background 10. A Swiss and Danish funded project implemented by WWF and DFPP mobilized important resources from 1979 until 1990. Emphasis was at first on the reserves' preliminary studies and its official establishment; it was classified as a Natural Reserve in 1988. A system of protection and surveillance of the region was organized and lead to the recovery of several species. This project financed antipoaching activities and invested in infrastructures and a series of scientific studies of the physical and biological environment. The project also initiated local development with micro-projects ranging from wells to gardening and health. 11. In 1990, WWF transferred implementation to IUCN. Lessons learned at the time indicated that the previous approach was too much oriented toward protection and could end-up alienating rather than supporting the local community. Following extensive consultation with local communities about future management in the region, the project initiated a policy reorientation. It took on a wider, regional perspective on use and conservation of natural resources for tourism, pastoralism, agriculture and other activities. Staff from the project and Government agencies began to identify mechanisms for incorporating the population of the Ayr in all dimensions of their efforts. 12. Unfortunately, the new approach did not have time to bear fruits. Hostilities in the reserve region forced a withdrawal in 1992. With the Tuareg rebellion, poaching dramatically increased: Both forces roamed the area with heavy weaponry and all-terrain vehicles. Wildlife in and around the reserve decreased to an all time low. Some species, such as the Sahelian ostrich, may not recover without a captive-breeding program. 13. During this difficult time, the population of the Air, appointed a "provisional Committee" to represent their interests to the outside. Via this committee, modest support remained possible throughout the rebellion. The Committee developed proposals and successfully managed activities including soil and tree conservation, village water supply and rural health. Periodic field visits from consultant and Government officers have confirmed the importance of these initiatives and the level of local motivation. DANIDA and DDC have continued to finance these efforts. 14. In 1998, the Bonn Convention for Migratory Species (CMS) organized a workshop in Djerba (Tunisia) to adopt an action plan for conservation of the six most threatened sahelo-saharian antelopes. This Action Plan mentions as first and foremost priority the Ayr T6n6r6 Reserve. Recent missions in Niger -- Government, IUCN, UNESCO (International Committee of the World Heritage Convention), WB -- confirmed that because security was restored the opportunity to resume conservation activities was renewed. 15. In 1999, DANIDA and DDC have reactivated their financing, on the basis on the policy reorientation initiated in 1990, with a project called Management of Natural Resources of the Air & Tenere (PGRNAT). UNESCO is expected to contribute in 2000. The GEF initial intervention, through a Block B Grant, is awaited in 2000. The PGRNAT would constitute the baseline beyond which GEF financing is necessary. Project Objectives 16. The overarching PGRNAT goal is to conserve the Saharan ecosystem and landscape of northern Niger with full integration in local and - 3 - decentralized development and with respect to indigenous traditions and cultures. Its 2001 development objective is "to set up a community-based and decentralized system for the management of the reserve". The 2006 development objective is "to consolidate the community-based and decentralized reserve management system." 17. The program plans to address the root causes of biodiversity loss through many fronts. Enhanced enforcement against poaching by outsiders as well as better rules and control over irresponsible tourist practices are planned. However, the main focus will be on awareness raising, empowerment and training of the local community. This would help control and influence the grazing and browsing habits that are negative to the environment. The project would try to provide the communities with adapted and appropriate technology to help them diminish their pressure on the Reserve's vegetation, soil and water. At term, reserve management is expected to be entrusted to a partnership between a Government appointed administrator and the organized local community. Project Description 18. The PGRNAT is currently built with five components: (i) Organization and capacity building of community and management units; (ii) Ecosystem restoration and management; (iii) Local development; (iv) Planning and project development; and (v) Project management. 19. Detailed project features and activities to be financed by the GEF will be identified later during formal project preparation. At this stage, it is envisioned that the GEF will contribute to component (i) "Organization and capacity building of community and management units" and target component (ii) "Ecosystem restoration and management". According to the existing log frame, this component aims for nine intermediary results: (1) wildlife data are actualized, (2) an ecological monitoring system is functional, (3) wildlife and habitat management infrastructure are designed and built, (4) an ostrich reintroduction program is established, (5) a tourism development strategy is prepared and implemented, (6) a process to improve revenue capture from wildlife by the communities is set up, (7) a IEC program is ongoing, (8) alternative activities are identified and introduced, (9) a participatory antipoaching system is set-up. The log frame will be actualized and refined as part of preparation but the above- stated results are likely to remain on the agenda. Rationale for GEF Involvement 20. Because of its unique biological and landscape feature, the Air- Tenere has been classified by UNESCO as a World Heritage Natural Site, and is registered as a MAB reserve. It is listed on the most prominent strategic conservation documents: Biodiversity in sub-Saharan Africa and its Island (IUCN, 1990); Action Strategy for Protected Areas in the Afrotropical Realm (IUCN, 1986); Ecologically Sensitive Sites in Africa (World Bank, 1993); Antelopes - Global Survey and Action Plans (East, 1990) and more recently in the CMS Action Plan for sahelo-saharian Antelope (Antelope SSC/IUCN, 1999). There is no doubt in the scientific and conservation community that the Air & Tenere is a priority site for Saharan biodiversity conservation. For example, at the CMS workshop in 1998, the scientific community adopted an Action Plan was adopted focusing on six endangered sahelo-saharian antelopes. This action plan sets among its very first priorities the conservation Air-Tenere and of Termit both in Niger. These sites have been selected for their interest concerning Saharan - 4 - antelopes, but also for their size, the condition of ecological habitats and their biodiversity value. 21. The project would be consistent with COP4 guidance on an ecosystem approach across a vast arid landscape and will promote conservation and sustainable use in a vulnerable ecosystem. Promoting sustainable use and more sustainable community management of natural resources will combat desertification and land degradation as well as enhance biodiversity conservation. 22. Other arguments exists: (i) much knowledge is accumulated on the Reserve's ecology, anthropology and archaeology, (ii) the global value of the Reserve is clearly recognized nationally as reflected in national strategies, (iii) the PGRNAT is now retrofitted for better appropriation by the populations with the capacities building of population and other actors becoming an essential objective, (vi) complementary financing, for a best impact on biodiversity, is needed and (v) a strong demand has been expressed by Niger and its partners. 23. Between 2001 and 2006, DDC and DANIDA are likely to focus on local development, community organization and productive natural resources management. While their level of financing is yet unknown, we have been informed that it will not be sufficient to address global conservation issues. The Government of Niger cannot allocate any financing other than its staff. Incremental resources from the GEF are therefore needed to palliate for lack of in-country finances. This would enable an intervention at the ecosystem and landscape scale as well as integrate LD/NRM activities in the greater context of biodiversity conservation. Sustainability 24. The Air-Tenere project targets the difficult balance between rural development with sustainable utilization of natural resources and the maintenance of the fragile biodiversity of the Air-Tenere. At the onset, it must be recognized that sustainability will take time to be achieved. The project must aim at institutional sustainability: adequate institutional set-up for co-management of the reserve and well-trained staff. It should also target financial sustainability in order to ensure financing of future reserve management costs and to consolidate the outcome of new options/technologies/strategies until they prove economically or socially beneficial to the population and are definitively adopted. These goals are 15 to 20-year development goals. 25. In addition, much ownership will depend on the success of the IEC program and on the impact of decisions taken by the communities on peripheral issues such as peace, health, water, agriculture, commercialization and range management. The proposed five-year project will lay the ground work to build institutional and human resource capacity as well as set up systems to improve local ownership for activities such as surveillance, monitoring, natural resources management, etc. 26. One must also recognize the associated risks: (i) extreme climatic variability, (ii) local and national political turmoil and (iii) extreme poverty and low prospect for national development. All of the above can significantly impact both the project implementation and its chances for - 5 - sustainability. Participation 27. The PGRNAT would capitalize current experience of ongoing participatory GEF and IDA projects in the region: For instance, the West African Pilot Community-Based Natural Resources and Wildlife Management Project (GEPRENAF). GEPRENAF is a pilot model for peripheral zone management implemented since 1996. In the same vein, throughout the Sahel IDA has financed project involving NRM, Gestion des Terroirs and Local Development. Lessons have been drawn and mainstreamed in our operations (e.g. Guidelines for participatory procurement & disbursement). 28. In 1996, an evaluation and a technical study on the socio-economic situation of the Reserve refined the project objectives and formulated a vision statement. A CNRS anthropologist's report contributed to better integrate the ecological and social dimensions of the Reserve. Recommendations proposed to associate intimately the populations to the process of Reserve management. The 1997-2001 activity program, managed by the Transitory Operational Team (EOT), ancient Provisional Committee, resumed technical, social and environmental components but especially exploited the anthropologist proposals for a new management structures for the Reserve. This new management structure would have to be integrated in the future national decentralization strategy. Lessons Learned 29. The PGRNAT would capitalize current experience of ongoing participatory GEF and IDA projects in the region: For instance, the West African Pilot Community-Based Natural Resources and Wildlife Management Project (GEPRENAF). GEPRENAF is a pilot model for peripheral zone management implemented since 1996. In the same vein, throughout the Sahel IDA has financed project involving NRM, Gestion des Terroirs and Local Development. Lessons have been drawn and mainstreamed in our operations (e.g. Guidelines for participatory procurement & disbursement). 30. The conclusions of a 1997 QAG study on four GEF biodiversity projects in Africa have been incorporated into the PGRNAT. About two thirds of these projects had been for creating or managing protected areas and gazetted forests. The study concluded that this "enclave" approach had often not dealt effectively with the economic and social pressures on ecosystems. A focus on multi-partners involvement may help alleviate such pressure. The PGRNAT may locally help reduce poverty by assisting the community in modifying its unsustainable patterns of wild resource harvest and enhancing coordination with other rural development operations. Private operators and local NGO capacity and involvement would be increased under the PGRNAT: These actors, who have been largely absent from the project reviewed by the Panel, play a critical role in determining local and national resource-use patterns responsible for loss or conservation of biodiversity. 31. Above all, the support of GEF has to take into account lessons of the past concerning the previous Air - Tenere Project. After different transitional steps and preliminary studies, a first Conservation and Management Project of Natural Resources in the Air and Tenere was launched in 1987. It tried to strike a balance between conservation and development. - 6 - Objectives were: (i) to preserve process and essential ecological systems to assure survival of the rural community, (ii) to preserve the biological diversity on which are based most of these systems and process, and (iii) to promote the rational utilization of natural resources in a durable perspective. However, in 1992 IUCN initiated a policy reorientation; it had concluded that the previous phase had favored conservation over development. Since 1995, the PGRNAT aims to better balance development and conservation. 32. The IDA-financed PGRN, which operates on five districts of Niger -- but not near the Air - Tenere --, is also a source of inspiration for the PGRNAT. The PGRN aims to stop the degradation of the environment and to restore the capital of renewable natural resources. Its objectives are similar to the PGRNAT, i.e.: (i) to insure a sustained agricultural production, (ii) to improve conditions of community rural life and, (iii) to favor adequate management of ground waters, forest and pastoral resources and wildlife. Project Costs and Financing 33. tbd Incremental Costs 34. tbd Actions to be Agreed. 35. tbd Environmental Impact. Until the rebellion started in 1992, the creation of the Air Tenere Reserve lead to positive environmental impact both locally and regionally (e.g. wildlife recovery, restoration of habitat and ground cover). The concept of "Reserve" is slowly maturing in communities whose members begin to understand and profit from its benefits. Thus, it is expected that the proposed project will also bring positive environmental and social benefits but with a stronger emphasis on sustainability. 36. A category rating A is proposed because of the potential social and ecological impact of the project. It is implemented in a formerly conflictual area inhabited by 5,000 people. Because, between 3,000 to 18,000 nomads are using its natural resources on a periodical basis, potential resource-access conflicts do exist. While it is important that the project does not lead to social, cultural or economic degradation, it is also important to recognize that the arid ecosystem is very fragile to outside influence. Improperly conducted tourism, inappropriate land-use patterns/technology or inadequate infrastructure could lead to more damage than benefit for the biological and social environment. Benefits. 37. The expected positive impact of the project concern several aspects: (1) improvement of social conditions of the local Tuareg population, (2) better co-ordination in management of natural resources between the Government and national and local actors (3) global benefit linked to the - 7 - preservation of the ecosystem and to the containment of desertification (4) improvement of income sources on the basis of enhanced local development and tourism. As a whole, the country's economy would benefit from the increase in protected-area-related tourism. Private operators (guides, tour and hotel operators) and local NGO capacity and involvement would increase under this project. 38. The main global benefits to be derived from the proposed Program would be the conservation of a unique and threatened portion of the Sahara ecosystems, with the attendant preservation of biodiversity of global and national value. Risks. Project outputs to development and global environmental objectives: I. Risk (i) lack of climatic stability - exceptional rainfall deficit as in 1968 - 70 and 1984 Risk Rating (i) Substantial Risk Minimization Measure (i) Early warning system & design of an emergency strategy II. Risk (ii) The spiral of degradation is not ecologically reversible: Difficult to reconstitute wildlife populations Risk Rating (ii) Low Risk Minimization Measure (ii) Captive breeding and monitoring program. Implementation of participatory surveillance. III. Risk (iii) Peace is not maintained : New political instability in the region Risk Rating -8- (iii) Low Risk Minimization Measure (iii) Involvement of Tuareg & elected leaders, local Government in Agades. IV. Risk (iv) Community cohesion, or Project stake, not high enough to enable peaceful collaboration between Tuareg factions Risk Rating (iv) Moderate Risk Minimization Measure (iv) Participatory approach (concept "terrains de parcours") with professional tools. V. Risk (v) Delay in the installation of the new organization structure in pastoral zone (concept of "terrain de parcours") Risk Rating (v) Moderate Risk Minimization Measure (v) The concept will be revisited if it is not representative of community realities VI. Risk (vi) Sufficient initial capacity of protected area staff and community members to benefit from and capitalize on training Risk Rating (vi) Low to moderate Risk Minimization Measure (vi) Transparent recruitment to identify the most competent members of the community -9- VII. Risk (vii) Inadequate Government commitment to enforce antipoaching laws Risk Rating (vii) Low Risk Minimization Measure (vii) Project & surveillance strategy based on community participation, locally established rules and incentives for self control of rules VIII. Risk (viii) Incentives and measures for biodiversity cannot compensate incentive for excessive exploitation of natural resources, particularly in drought years Risk Rating (viii) Substantial Risk Minimization Measure (viii) Participatory approach improves chances that solutions originate from the community. The incentive structure will be designed locally for best ownership. Ix. Risk (ix) Difficulty to channel the new tourist flow within the Reserve and capture revenue locally Risk Rating (ix) Moderate Risk Minimization Measure (ix) Reserve tourism strategy designed & implemented by all actors. Bank to insist in revenue sharing mechanisms. X. Risk (x) Lack of good governance at project management level Risk Rating - 10 - (ix) Low Risk Minimization Measure (x) Annual audits Project components to outputs: Tbd Overall Risk Rating: Moderate to substantial Institutional Framework and Project Implementation 39. Three ministries monitor the biological environment and natural resources: Planning; Hydraulic and Environment; and Agriculture. Within the Ministry of Planning, the Conseil National de l'Environnement pour un Developpement Durable (CNEDD) is responsible to define politics, strategies and action plans; it is also responsible for the monitoring of implementation of its action plans. The Biodiversity strategy was prepared by the CNEDD. Within the Ministry of Hydraulic and Environment, the Direction Nationale de la Faune, de la Pbche et de la Pisciculture (DNFPP) is responsible for implementation of conservation activities concerning protected areas and wildlife over the entire territory. 40. The Government plans to share the Reserve management responsibility with the community, but it has purposely not appointed yet an administrator for the reserve. Indeed, after the scars within the communities left by years of rebellion, it was considered strategic not to appoint an administrator and to focus first on building trust with and within the community. Each Tuareg faction whose "terrain de paramours" lies in the Reserve is now encouraged to appoint a "Base Committee" to represent its interests to a Coordination Committee (CC). While the final institutional set-up is not yet official, in the future, the CC in partnership with a Government-appointed administrator will probably be entrusted to the reserve's affairs. Because of IUCN history in the reserve and experience worldwide, the Government has asked this NGO to implement the PGRNAT during this transition period. 41. The PGRNAT is piloted by a Steering Committee composed exclusively of members of the local community and Government services. The Prefect of Agades chairs the Committee. The SC role is to approve all major program orientations including annual work programs, implementation plans and specific strategies (e.g. tourism or antipoaching) as well as mediate potential conflicts and difficulties. 42. In the next few months, DNFPP will appoint a "Focal person for the reserve" based in Niamey. He or she will receive training in order to be prepared to become administrator when the time is deemed right. Status of Preparation and Processing Schedule 43. The PGRNAT development objective for the Phase 1 - which corresponds to the end of project preparation for the GEF -- is "to set up a decentralized and community-based system for the management of the reserve". For best integration within Phase 1, preparation activities financed by the GEF are designed to be inserted within components of the current logframe (see Annex 1 & see below). - 11 - Organization and capacity building of community and management units (i) To improve the capacity of the newly appointed Reserve focal person and his/her technical advisor and ensure that they function as a team with the staff of the reserve, the PPG will finance training in project design, planning and team building as well as a visit to a successful community-based conservation project in the region. Ecosystem restoration and management (ii) Awareness raising is a key objective of the project. Currently, most sensitization is carried out in primary schools with a flyer called "Alam" (camel in Tuareg). This action needs to be supplemented by a full-fledged communication strategy that targets all actors that influence the reserve's integrity (e.g. non-resident herders, military units, tourism agencies, etc.). The PPG will finance a 4P workshop to design such strategy. (iii) Forestry units posted outside the reserve marginally assure the reserve surveillance. Such a surveillance system is outdated and does not build on the knowledge and assistance of the community. The PPG will finance the design and preliminary testing of a surveillance system based on full collaboration between the two parties. (iv) During the entire reserve history, no systematic ecological monitoring was carried out. Much data is available but it seems to have been collected on an opportunistic rather than systematic manner. The PPG will finance the design of an ecological monitoring system where the local community is responsible for most data collection. This system will be tested with the first campaign of data collection throughout the year 2000. This data and analysis will constitute a baseline upon which the project future ecological impact can be measured. Planning and project development (v) The PPG will finance a planning workshop whose objective will be to refine and update the existing log frame, and define more accurately the activities to be financed by each donor in the next phase as well as performance indicators and responsible parties. After the workshop, a financial analysis as well as an analysis of incremental costs will be carried out. A Manual for administrative and financial management procedure will be prepared. Since the project is classified in Category A, the PPG will finance a full Environmental Impact Assessment. All information will be consolidated in an Implementation Manual. These documents, will be the basis of appraisal. The PPG will finance operating costs of DFPP and IUCN to participate in Bank preparation, supervision, appraisal and negotiation missions. (iii) The community-based approach implies adaptive management based upon experiences and lessons learned. The project must possess a flexible mechanism for the communities themselves to identify, design, submit and implement sub-projects. This mechanism must empower the community at all stages of the process. The PPG will finance the design of such a mechanism. This will include the identification of eligibility criteria (particularly for biodiversity related sub-projects) as well as the - 12 - design of an assistance and screening process for the selection and implementation of sub-projects. (vii) Planning for reserve management at the ecosystem level was never consolidated into a management plan. The PPG will finance the first steps toward preparation of such plan and an operational plan for the first few years of the project. From existing knowledge and additional information acquired through surveys and studies support under preparation, the project team will develop an overall reserve management strategy, paying special attention to sustainability issues including financial sustainability. That strategy, once adopted by all parties, will be the basis of the future management plan. Project management (viii) The cost of equipment and IUCN & DFPP expenses described below are built into the cost of preparation activities described above (i to vii). The PPG will finance the purchase of two computers. The PPG will also finance IUCN and DFPP operational expenses needed to adequately carry out and supervise all studies as well as participate in Bank preparation and appraisal missions. DFPP and IUCN's staff in Niamey (national office) and Ouagadougou (regional office) will provide administrative and technical back up. IUCN charges a management overhead of 7%-. Project management includes also preparation planning and reporting, human resources and financial management as well as a financial audit Timetable and calendar of preparation 40. It is estimated that GEF preparation funds will be available for the end of the year 1999. The period of preparation spreads over two years according to the calendar below. The following activities -- (i) Training, (ii) Project design, and (vi) ecological monitoring -- will be launched at the preparation onset. This will enable the project team to submit the preparation document by June 2000. A multi-donors appraisal is planned in the July-September 2000 period. Other activities -- Ecological monitoring, designs of IEC and surveillance strategies as well as the overall reserve management strategy -- will continue while the project goes through the process of GEF council submission, appraisal, negotiation, board, signature and effectiveness. - Project identification May 1999 (completed) - Start EA process January 2000 - Completion EA process August 2000 - Presentation to GEF October 2000 - Appraisal October 2000 Review Arrangements - Director : Theodore Ahlers (AFC15) - Technical manager Jean-Roger Mercier/acting (AFTE1) - Task Team Leader Jean-Michel Pavy (AFTE1) - Peer Reviewers Christine Cornelius (AFTD1) Phillip Brylski (ECSSD) Emmanuel Nikiema (AFTD3) - 13 - Contact Point: Jean-Michel Pavy Cote d'Ivoire Resident Mission BP 1850, Abidjan 01, Cote d'Ivoire Tel: (225) 44 22 27 Fax: (225) 44 16 87 / 44 79 79 Initial PID : 11/04/1999 Note: This is information on an evolving project. Certain components may not necessarily be included in the final project. Processed by the InfoShop week ending December 3, 1999. - 14 -