FAO/GLOBAL ENVIRONMENT FACILITY PROJECT DOCUMENT

Transcription

FAO/GLOBAL ENVIRONMENT FACILITY
PROJECT DOCUMENT
PROJECT TITLE: Adaptive Management and Monitoring of the Maghreb’s Oases Systems
PROJECT SYMBOL:
Recipient Country/ies: Mauritania Morocco and Tunisia
Resource Partner: Global Environment Facility (GEF)
FAO project ID: 629461
GEF/LDCF/SCCF Project ID: 5798
Executing Partner(s): Réseau Associatif de Développement Durable des Oasis (RADDO), Centre
national de recherche agronomique et de developpement agricole (CNARDA) in Mauritania, the
Centre regional de recherche en agriculture oasienne (CRRAO) and the Centre Régional de
Télédétection des États d’Afrique du Nord (CRTEAN) in Tunisia, and; the Agence nationale
pour le développement des zones oasiennes de l’arganier (ANDZOA) in Morocco
Expected EOD (starting date): 1 January 2016
Expected NTE (End date): 31 December 2018
Contribution to FAO’s
Strategic Framework
a. Strategic objective/Organizational Result: SO2:001
b. Regional Result/Priority Area: Promote Sustainable Use and
Management of Natural Resources 1
GEF Focal Area/LDCF/SCCF: Land degradation
GEF/LDCF/SCCF Strategic Objectives: LD-4: Adaptive Management and Learning: Increase
capacity to apply adaptive management tools in SLM/SFM/INRM by GEF and UNCCD Parties.
Environmental Impact Assessment Category (insert √): A B
C√
Financing Plan: GEF/LDCF/SCCF allocation: GEFTF
Co-financing:
FAO (Grant)
Government of Mauritania (Grant)
Government of Morocco (Grant)
Goverment of Tunisia (Grant)
CARI 2 (for RADDO) (Grant)
USD1,726,484
USD 1,650,000
USD 700,000
USD 1,300,000
USD 1,665,000
USD 1,000,000
USD 6,315,000
USD 8,041,484
Subtotal Co-financing:
Total Budget:
1
Based on the Priorities for FAO activities in the Africa region, Focus areas of work for 2014-2015 and beyond,
Regional
Conference
for
Africa,
Tunis,
Tunisia,
2014
Source:
28th
http://www.fao.org/docrep/meeting/030/mj777e.pdf
2
All activities implemented by the RADDO that are discussed in the ProDoc are under the coordination of the
CARI
1
EXECUTIVE SUMMARY
Oases ecosystems dominate zones of about 30% of the grounds that emerged along the large arid scarf
that links Africa to Asia, from the Sahara to Mongolia. They are home to about 150 million people,
who are custodians of a rich culture and indigenous knowledge. The oasis agro-ecosystem is a unique
system based on a three-level canopy, which includes date palm (the highest tier), orchards (middle
tier) and annual/perennial recurrent crops at the lowest tier. Management practices and agricultural
techniques that have been implemented for millennia in the oases of the world reflect the amazing
skills of local populations in using their limited environment and biodiversity in a sustainable way so
as to ensure continued economic productivity. Oases ecosystems are formed by a rigorous management
of rare water, land and biological resources in a strong alliance with the date palm tree. Oases are
patiently worked out ecosystems by the societies that inhabit them, in the form of very complex social,
ecological and economical constructions.
However, as of today, in every specific oasian ecosystem, communities face mounting environmental
problems: increasing water scarcity, fragile soils, water and wind erosion, pests and diseases and the
degradation of agro-ecological genetic material. These are the result of the following root causes:
poverty and out-migration, lack of technical means for continued production, and a lack of adequate
ecosystem management-relevant information. These root causes and problems are resulting in a spiral
of increasing rural poverty and acceleration of degradation of natural resources, such as pastoral
genetic resources and local vegetation, with rapid outward migration of poor people, particularly
young men, to urban areas and abroad 1. The replacement of customary institutions (including
indigenous knowledge systems) by new forms of state organisation are leading to the progressive
abandonment of traditional oases agricultural systems, and resulting in a gap in the transmission of
traditional knowledge systems to younger generations and in the long term, genetic erosion and loss of
oases native and wild species.
The decreasing ability of decision makers and communities living in the fragile oasis ecosystems to
adapt to the rapidly changing environment (including climate change and the conversion of traditional
to modern oasis) causes an increasing degradation of those precious ecosystems in the project’s
selected countries (Mauritania, Morocco and Tunisia). In addition, there are key barriers to achieving
sustainable adaptive management of oases:
•
•
Lack of information and knowledge on the status and trends of the oasis ecosystems among
decision makers, CSOs and local communities
Lack of awareness and means to support the implementation of best agro-ecological
management practices
To address the issues and barriers mentioned above, the project will leverage the available
opportunities of the baseline interventions in each country and regionally to foster proactive adaptive
management capacity in each country. Furthermore, the project will seek to leverage opportunities for
regional cooperation around shared challenges, with a view to facilitating cooperation, knowledge
sharing, and economies of scale.
The objective of the project is to enhance, expand and sustain the adaptive management and
monitoring of the Maghreb oasis ecosystem. To achieve this objective, the project will seek to achieve
the following outcomes:
1. Enhanced institutional skills and technical capacity for managing, monitoring and analysing
1
Even though no global figures exist, field case studies indicate that migration more than compensates the natural increase of population:
De Haas, Hein (2001) Migration and Agricultural Transformations in the oases of Morocco and Tunisia. Utrecht: KNAG; Mohamed Aït
hamza et B. El faskaoui Les oasis du Drâa au Maroc (pp 56-69) http://www.cairn.info/revue-hommes-et-migrations-2010-2-page-56.htm;
GIAHS Project (Algeria and Tunisia)
2
the oases production systems;
2. Local Stakeholders' capacities to disseminate knowledge and conduct trainings on best
practices for SLM and better management of oases are strengthened and enhanced, and;
3. Increased awareness among policy makers, communities, associations and networks about
oasis ecosystems and adaptive management tools.
With relation to GEF focal areas, the project should contribute to the GEF-5 LD output 4.2 by
contributing to SLM knowledge base. Overall, the project will last 3 years and will be implemented by
the FAO as GEF Agency, and executed through national arrangements with the Centre National de
Recherche Agronomique et de Développement Agricole (CNRADA) in Mauritania, the Centre
Régional de Recherche en Agriculture Oasienne (CRRAO) in Tunisia and the Agence Nationale pour
le Développment des Zones Oasiennes et de l’Agranier (ANDZOA) in Morocco. For regional
components, the FAO will also enter into execution agreements with regional partners such as the
Centre Régional de Télédétection des États d’Afrique du Nord (CRTEAN, Tunisia) and the Réseau
Associatif de Développement Durable des Oasis (RADDO), according to their comparative advantage.
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TABLE OF CONTENTS
SECTION 1 – RELEVANCE (strategic fit and results orientation) ................................... 8
SECTION 2 – PROJECT FRAMEWORK AND EXPECTED RESULTS ...................... 36
SECTION 3 – FEASIBILITY (FUNDAMENTAL DIMENSIONS FOR HIGH
QUALITY DELIVERY) ........................................................................................................ 46
SECTION 4 – IMPLEMENTATION AND MANAGEMENT ARRANGEMENTS ...... 48
SECTION 5 – SUSTAINABILITY OF RESULTS ............................................................. 67
APPENDICES ........................................................................................................................ 69
APPENDIX 1: RESULTS MATRIX .................................................................................... 70
APPENDIX 2: WORK PLAN (RESULTS BASED)........................................................... 73
APPENDIX 3: RESULTS BUDGET .................................................................................... 76
APPENDIX 4: PROCUREMENT PLAN ............................................................................ 81
APPENDIX 5: TERMS OF REFERENCE (TORS) ........................................................... 83
APPENDIX 6: INCEPTION WORKSHOP REPORT....................................................... 86
APPENDIX 7: SURVEYS WITH STAKEHOLDERS ON OASIS MANAGEMENT
TOOLS AND INDICATORS .............................................................................................. 105
APPENDIX 8: SURVEYS RESULTS ............................................................................... 109
APPENDIX 9: NATIONAL CONSULTATIONS ON PROJECT COMPONENTS AND
ACTIVITIES ........................................................................................................................ 111
APPENDIX 10: VALIDATION WORKSHOP REPORT ............................................... 115
APPENDIX 11: ENVIRONMENTAL AND SOCIAL SCREENING………………….128
4
GLOSSARY OF ACRONYMS
ABH
ADA
ADG
AEZ
AFA
AFD
AFESD
AGPO
ANDZOA
AOFEP
APEB
ASIMA
ASOC
AUEA
AWP/B
BH
CARI
CBO
CEO
CNRADA
CNRST
CNTC
CRDA
CRRAO
CRTEAN
CRTS
CSO
CTD
CTV
DAT
DFID
DG/EGTH
DG/GREE
DGPA
DGRE
DST
EP
EROS
ESARO
EU
FAO
FE
FFEM
FPMIS
GDA
GEBs
GEF
GEFSEC
GEFTF
GIAHS
GIH
GIS
GLCN
GWIS
GWPMed
HCEFLCD
Agence de Bassin Hydraulique
Agence pour le Développement Agricole
Advanced Database Gateway
Agro-Ecological Zones
Agence Foncière Agricole
Agence Française de Développement
Arab Fund
Associations de Gestion Participative des Oasis
Agence Nationale de Développement des Zones Oasiennes et de l’Arganier
Association Oasis Ferkla pour l’Environnement et le Patrimoine
Association de Protection de l’Environnement de Beni Isguen
Agriculture Solidaire et Intégrée au Maroc
Association de Sauvegarde de l’Oasis de Chenini
Associations des Usagers des Eaux d’Irrigation
Annual Work Plan and Budget
Budget Holder
Centre d’Actions et de Réalisations Internationales
Community-Based Organizations
Chief Executing Officer (GEF)
Centre National de Recherche Agronomique et de Développement Agricole
Centre National pour la Recherche Scientifique et Technique
Centre National de la cartographie et de la Télédétection
Commissariats Régionaux de Développement Agricole
Centre Régional de Recherche en Agriculture Oasienne
Centre Régional de Télédétection des États d’Afrique du Nord
Centre Royal de Teledetection Spatial
Civil Society Organizations
Centre Technique des Dattes
Cellule Territoriale de Vulgarisation
Direction de l’Aménagement de Territoire
Department for International Development
Direction Générale des Études et Grands Travaux Hydrauliques
Direction Générale de Génie Rural et de l’Exploitation des Eaux
Direction Générale de la Production Agricole
Direction Générale des Ressources en Eau
Decision Support Tool
Executing Partner
Earth Resources Observation and Science
Eastern and Southern Africa Regional Office
European Union
Food and Agriculture Organization of the United Nations
Final Evaluation
French Fund of Global Environment
Field Project Management Information System
Groupements de Développement Agricole
Global Environmental Benefits
Global Environment Facility
GEF Secretariat
GEF Trust Fund
Globally Important Agricultural Heritage Systems
Groupement d’Intérêt Hydraulique
Geographic Information System
Global Land Cover Network
Global Water Information System
Global Water Partnership Programme Mediterranean
Haut Commissariat aux Eaux et Forêts et à la Lutte Contre la Désertification
5
IFAD
INRM
IRA
ISET
LADA
LCCS
LCMT
LD
LDCF
LRIMS
LTO
LTU
LULUCF
M&E
MAD-CAT
MAP
MDRE
MEA
MENA
MENADELP
MENARID
NAP
NAPAs
NBSAPs
NCSAs
NGO
NIPs
OREDD
ORMV
OSS
PACO
PCU
PGDEO
PIF
PIR
PMC
POT
PPG
PPR
PRODOC
PRSPs
PSC
PY
RADDO
SASS
SCCF
SDC
SDG
SFM
SLM
STAP
TCI
TNAs
TOR
ToT
TSC
UMA
International Fund for Agricultural Development
Integrated Natural Resource Management
Institut des Régions Arides (de Médenine)
Institut des sciences et des technologies
Land Degradation Assessment in Drylands
Land Cover Classification System
Land Cover Mapping Toolbox
Land Degradation
Least Developed Countries Fund
Land Resources Information Management Systems
Lead Technical Officer
Lead Technical Unit
Land Use, Land Use Change and Forestry
Monitoring and Evaluation
Mapping Device–Change Analysis Tool
Mapping Accuracy Program
Ministère du Développement Rural et de l'Environnement (Mauritania)
Millennium Ecosystem Assessment
Middle East and North Africa
Middle East and North Africa
Desert Ecosystem and Livelihoods Program
Middle East and North Africa Development
National Action Programme
National Action Programme of Action
National Biodiversity Strategies and Action Plans
National Capacity Self-Assessment
Non Governmental Organization
National Implementation Plans
Observatoires Régionaux de l’Environnement et du Développement Durable
Office Régional de Mise en Valeur Agricole
Observatoire du Sahara et du Sahel
Programme d’Actions Concertées des Oasis
Project Coordination Unit
Programme de Gestion Durable des Écosystèmes Oasiens
Project Identification Form (GEF)
Project Implementation Review
Project Management Cost
Programme Oasis de Tafilatet
Project Preparation Grant (GEF)
Project Progress Report
Project Document
Poverty Reduction Strategy Papers
Project Steering Committee
Project Year
Réseau Associatif de Développement Durable des Oasis
Système Aquifère du Sahara Septentrional
Special Climate Change Fund
Swiss Agency for Development and Cooperation
Sustainable Development Goals
Sustainable Forest Management
Sustainable Land Management
Scientific and Technical Advisory Panel
Investment Centre Division (FAO)
Technology Needs Assessments
Terms of Reference
Transfer of Technology
Technical Steering Committee
Union du Maghreb Arabe
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UNCBD
UNCCD
UNFCCC
USD
WOCAT
United Nations Convention on Biological Diversity
United Nations Convention to Combat Desertification
United Nations Framework Convention on Climate Change
United States Dollar
World Overview of Conservation Approaches and Technologies
7
SECTION 1 – RELEVANCE
1.1 GENERAL CONTEXT
a) General development context related to oases management and monitoring in the Maghreb
region
Oases ecosystems dominate zones of about 30% of the grounds that emerged along the large
arid scarf that links Africa to Asia, from the Sahara to Mongolia. They are home to about 150
million people, who are custodians of a rich culture and indigenous knowledge. The oasis
agro-ecosystem is a unique system based on a three-level canopy, which includes date palm
(the highest tier), orchards (middle tier) and annual/perennial recurrent crops at the lowest
tier. Management practices and agricultural techniques that have been implemented for
millennia in the oases of the world reflect the amazing skills of local populations in using
their limited environment and biodiversity in a sustainable way so as to ensure continued
economic productivity. Oases ecosystems are formed by a rigorous management of rare
water, land and biological resources in a strong alliance with the date palm tree. Oases are
patiently worked out ecosystems by the societies that inhabit them, in the form of very
complex social, ecological and economical constructions, in the face of a hostile environment.
Within this framework, oases constitute verified and live experiments of sustainable
development, as well as an incomparable source of expertise. They have been recognized as
ecosystems to be protected in the final declaration of Rio+20, “the future we want” 1.
Moreover, some of these oases areas have been included in the GEF-funded global project
“Globally Important Agricultural Heritage Systems (GIAHS 2)” because of their unique
characteristics and important contribution to a sustainable future.
As of today, in each oasian ecosystem, communities face common environmental problems:
mounting water scarcity, fragile and degraded soils, water and wind erosion, and the decline
of genetic resources. These problems are resulting in a spiral of increasing rural poverty and
acceleration of degradation of natural resources, such as pastoral genetic resources and local
vegetation, with outward migration of poor people to urban areas and abroad (mainly young
men) 3. The replacement of customary institutions (including indigenous knowledge systems)
by new forms of state organisation are leading to the progressive abandonment of traditional
oases agricultural systems, and resulting in a gap in the transmission of traditional knowledge
systems to younger generations and in the long term, genetic erosion and loss of oases native
and wild species.
Natural resources, especially land, soil, water, plant and animal diversity, provide ecosystem
services that are fundamental for the structure and sustainable functioning of oases.
Historically the path of global agricultural development has been narrowly focused on
1
2
www.un.org/en/sustainablefuture/
Globally Important Agricultural Heritage Systems (GIAHS) through the GEF Funded Project spearheaded by FAO with piloting sitespecific activities on adaptive management and dynamic conservation practices. More information is available at www.fao.org/giahs
3
Even though no global figures exist, field case studies indicate that migration more than compensates the natural increase of population:
De Haas, Hein (2001) Migration and Agricultural Transformations in the oases of Morocco and Tunisia.
Utrecht: KNAG; Mohamed Aït hamza et B. El faskaoui Les oasis du Drâa au Maroc (pp 56-69) www.cairn.info/revue-hommes-etmigrations-2010-2-page-56.htm ; GIAHS Project (Algeria and Tunisia)
8
increased productivity, but such an approach is not suitable to the needs of complex and
fragile agro-ecosystems such as oases. A holistic or systems’ approach is needed to address
the difficult issues associated with the complexity of food and other production systems in
different ecologies, locations and cultures.
Generally, oasis communities have practiced traditional, low-input agriculture based on
available local resources, and on long-evolved knowledge of their environment, agroecosystem functions, as well as the biodiversity that surrounds them. As the need for more
productive systems emerged, agricultural intensification in oasis systems has resulted in the
adoption of unsustainable practices, exacerbated by environmental factors (climate change,
increasing occurrence of drought, etc.). Hence, oasis communities need social, technical,
infrastructure and other services as a package in order to sustain and conserve the oasis
heritage.
Box 1.1 Traditional vs modern oases
When it comes to describing oases systems, it should be noted that modern does
not necessarily mean new, and traditional does not mean old. An oasis of ancient
existence can have the characteristics of a modern oasis and vice versa. To qualify
these concepts the main features of a modern oasis and traditional oasis are
summarized in the following:
Characteristics of traditional oases
(i) Fragmentation and small size of holdings; (ii) high density of palm trees
(greater than 200 feet/ha); (iii) prevalence of common varieties; (iv) earth
irrigation systems; (vi) significant density of fruit trees and species diversity;
(vi) the importance of consumption and little openness on the socioeconomic
environment.
These oases are characterized by high fragmentation and low farm sizes resulting
from the division of the land inheritance.
Characteristics of modern oases
(i) greater size of farms; (ii) lower density of palm tree (100 to 150 feet/ha); (iii)
prevalence of little number of date varieties that generate income; (iv) organized
middle tier; (v) opening to markets for inputs and products.
Closer to monoculture production systems, modern oases are better embedded in
market perspectives while traditional oases are often disqualified in the economic
exchanges.
Source: Cadre pour la Gestion Environnementale et Sociale du Projet ‘Gestion Durable des
systèmes oasiens tunisiens’ GDEO. Février 2014.
http://wwwwds.worldbank.org/external/default/WDSContentServer/WDSP/IB/2014/03/24/000456286_20140324133548/Rendered/PD
F/E44910MNA0ESMF00Box385163B00PUBLIC0.pdf
During the last decade, efforts have been made across the Maghreb to improve sustainable
land management (SLM) practices to address land degradation (LD) issues impacting on
oases. A number of projects have focused on organic matter management like composting and
other agro-ecological approaches, as well as methods like combating salinization using
9
indigenous techniques. The conservation and multiplication of local seeds in order to
minimize the use of chemicals that have a negative impact on the fragile eco-system, is
another example, as well as the use of natural substances to reduce disease and insects. Efforts
at the regional level have focussed on mobilizing governments at the highest levels to
integrate issues related to natural resources management in policy making, as well as on
developing strategic research and advisory services to countries. Organizations such as the
Observatoire du Sahel et du Sahara (OSS), the Centre Aghrymet, and Centre Régional de
Télédétection des États d’Afrique du Nord (CRTEAN), have all been active partners in
drought preparedness and monitoring, regional monitoring of pests and diseases, and
information sharing on production and productivity.
There are also efforts at the grass-roots level to address the unique challenges faced by oasian
communities. For example, the RADDO network was set up in 2001 as a knowledge platform
for the Maghreb oases with an objective to support the action of local associations and their
dynamics, to strengthen the capacities of community based organizations (CBOs) to engage
actively in socio-economic development, and to share technical expertise. The network
collects and provides information among its members, promoting best practices implemented
in the oases.
b) Country context
Mauritania is one the most water scarce countries with a total renewable water resource
(TRWR) of 2,931 m3/year per capita 1. Only 0.5% of its total surface is considered arable.
Severe droughts, variable rainfall and an increase of human pressure on the natural resource
base have broken the equilibrium of the Sahelian oasis ecosystems and are now seriously
threatening the services they traditionally provided, such as food, shelter, and energy.
Mauritanian oases (which are approximately 350 in number, and house approximately
230,000 people) are scattered, remote and often inaccessible, and mostly located in the Adrar,
Tagant, and Assaba regions, as well as in the two Hodhs. Furthermore, the development of the
oases is uneven across regions; it is relatively intense in the Adrar and northern Tagant but
relatively limited in Assaba and the two Hodhs. Oasian production (dates, cereals, legumes)
represents 30% of agricultural production in the country, contributing to the livelihoods of an
estimated population of 230,000 people 2. The date palm production was of 18,857 tonnes in
2013 3. In the 1970s, several years of drought decimated livestock, increased rural outmigration dramatically and profoundly disrupted the oases system. However, in recent years
the oases have been subjects of renewed interest by the nomadic populations affected by the
loss of livestock 4.
Morocco houses the largest oasis area in the world, covering a total area of 115,563 km2,
which represents 15% of the country. Mainly distributed in four major regions of Tafilalet,
Guelmim, Figuig and Draa, Moroccan oases are approximately 90 in number and home to 1,7
million inhabitants (5% of Morocco’s population) 5,6,7. As in most oases in the Maghreb
region, date palms contribute to agricultural incomes for about one million inhabitants and
1
www.fao.org/nr/water/aquastat/data/cf/readPdf.html?f=MRT-CF_eng.pdf
www.ifad.org/evaluation/public_html/eksyst/doc/prj/region/pa/mauritania/s001mrbf.htm
3
faostat3.fao.org/browse/Q/QC/E
4
www.ifad.org/evaluation/public_html/eksyst/doc/prj/region/pa/mauritania/s001mrbf.htm
5
https://www.undp-aap.org/sites/undp-aap.org/files/Maroc_Oasis_Advocacy_Memorandum.pdf
6
http://bit.ly/1HRiI3x
7
Conseil Général du Développement Agricole - www.agriculture.gov.ma/pages/le-conseil-general-du-developpementagricole
2
10
underpin an important commercial activity between the South and North of the country, as
well as participating in the creation of employment and population stabilization. In addition to
the unique genetic diversity of the regional date palm, associated crops also represent
significant biological and economic wealth (almond, cereals, alfalfa, henna, rose, aromatic
and medicinal plants) 1.
Not uncommon to many other oasis systems, Moroccan oases’ productive heritage and way of
life are threatened as a result of environmental and anthropogenic factors such as: succession
of dry periods, bayoud disease, locusts, urbanisation and associated socio-economic
transformation, water and soil salinity as well as desertification – overall, 2/3 of date palm
heritage was lost during the 20th century.
In Tunisia, oasis areas have experienced various periods of crisis during their history that
sometimes led to their decline and even their outright abandonment by the population.
Following such crises, oases’ revivals were assured through investments made by the State,
by the oases communities themselves, or even by external private investors. In the early 19th
century to the mid 20th oases experienced an ecological quasi-equilibrium but also a strong
socio-economic imbalance that resulted in a decline of productivity. It was only after
Tunisia’s independence that stimulus began to improve the situation of oases, which only
began in the 70s. Thus, in the late 70s - early 80s a vast program of rehabilitation of old oases
and the creation of new modern palm groves took place. These actions were based on
extensive hydrogeological studies, which resulted in a “Plan Directeur des Eaux du Sud Master Plan of Southern Waters” (PDES). The strategy proposed the rehabilitation and
improvement of 20,000 hectares of old oases and the creation of 4,500 hectares of new palm
plantations 2. Today, the 151 oases in Tunisia occupy approximately 40,800 ha of land area, of
which, 47% are traditional (approx. 19, 177 ha) 3 and 950,000 people live in those oases (10%
of the Tunisian population.
c) Status, root causes, threats and barriers to oasis ecosystems’ adaptation to a changing
environment
As noted above, oases face common environmental challenges such as land degradation,
water scarcity, drought, erosion, declines in soil fertility, and declines in available genetic
diversity. These are exacerbated by increasing rural poverty, division of land by inheritance,
loss of traditional knowledge on farming practices, lack of technical means, together with the
low added value of oasian products, which lead to outmigration and lack of labour force for
the maintenance of a viable and resilient ecosystem.
A survey of approximately 30 stakeholder organizations conducted in the project’s
participating countries during the PPG also revealed that most participants considered that the
lack of information on the state of ecosystems (land-use maps, information on water
resources, etc.) was a major hindrance to sustainable oasis management (see appendix 8 for
survey results), thus adding to the difficulty of adaptive oasis ecosystem management.
1
http://ma.chm-cbd.net/manag_cons/esp_prot/manag_cons/esp_prot/stat_int_ma/res_biospheres/oasis_sud_ma
2 wwwwds.worldbank.org/external/default/WDSContentServer/WDSP/IB/2014/03/24/000456286_20140324133548/Rendered/
PDF/E44910MNA0ESMF00Box385163B00PUBLIC0.pdf
3
www.thegef.org/gef/sites/thegef.org/files/gef_prj_docs/GEFProjectDocuments/Multi%20Focal%20Area/Tunisia%20%20(5266)%20-%20Oases%20Ecosystems%20and%20Livelihoods%20Project/02-1113%20PID%20Document%20Concept%20Stage.pdf
11
Altogether, these causes lead to the inability for decision makers and communities living in
the oasis ecosystems to adapt to the rapidly changing environment (including climate change).
Furthermore, two key barriers to addressing these issues and thus to achieve resilience and
adaptability in the oasian ecosystems have been identified, as seen below.
Lack of information and knowledge on the current status and future development of the
oasis ecosystems among decision makers, CSOs and local communities
The projects and initiatives currently implemented in oases ecosystems mostly deal with
environment conservation, protection from desertification, as well as the development of tools
and assessments of land degradation (see sections 1.1.1 and 4.1b). There are, to date, no
initiatives designed to monitor the area covered by oasis regionally, or trends within oases,
including the impacts of conversion from traditional to modern oasis systems across the
Maghreb.
The ability of the participating countries to deal with oasis-related degradation in the face of
increasing environmental stresses, particularly climate change, is deficient on two accounts.
In the first place there is an insufficient awareness of the problem and its root causes among a
various stakeholders (policy-makers, CSOs, users), and therefore national policies or local
practices may not be as conducive as could be in ensuring a sustainable development of oasis
systems. Secondly, the systems for monitoring, data collection and analysis in and between
countries are not harmonized, preventing the creation of national or regional management
systems.
The availability of reliable and timely geospatial information on environmental conditions and
their changes in oasis ecosystems is one of the prerequisites for planning their sustainable
development and the management of their land and water resources and the protection of their
environment. Land use policy-makers and rural development planners need such information
in order to ensure food security for increasing population, supply of fresh water, creation of
work opportunities in rural areas, and conservation of land and water resources.
Unfortunately, as surveyed in March 2015, that kind of geographic information and
environmental databases are most often lacking (appendix 8).
As a result, the lack of regional capacity to implement standard approaches for adequate
assessment and monitoring of land resources and to access environmental data and
information, coupled with the lack of knowledge on how to use data and information to
support the decision, becomes a serious obstacle in the development initiatives within oasis
systems.
Standardized land resources information management systems and corresponding
management option guidelines would greatly assist both professional planners and local
stakeholders (together with the CSO networks that support them). A survey conducted during
the PPG phase of the project in the participating countries (Mauritania, Morocco and Tunisia)
revealed the desire of respondents to harmonize practices for data collection and data
management at a national level through existing international standards.
Lack of awareness and means to support best agro-ecological practices for oasis system
Most oasis communities still lack the infrastructure, information and capacity to tap into
technical and social support services and to identify markets, as highlighted in the PPG
12
surveys (appendix 8). Often, government-provided technical support services, such as
agricultural extension, are modelled on national productivity requirements, rather than the
unique challenges and production models of oases. This results in the inability to implement
sustainable agro-ecological practices, which is further compounded by the lack of existing
harmonized parameters and methodologies to monitor natural resources.
d) Institutional and policy framework
Regional Framework
Although there does not exist an overarching entity responsible for overseeing the sustainable
and adaptive management of oasis ecosystems in the Maghreb, some regional organizations
have been playing a role in preserving those unique ecosystems, as described below.
The Union du Maghreb Arabe (UMA) was created to consolidate relations between the
Member States and their peoples (current member states: Algeria, Libya, Mauritania,
Morocco, and Tunisia); ensure the realization of progress and well-being of their communities
and the protection of their rights; facilitate the progressive realization of the free movement of
persons, services, goods and capital between member states, and; to adopt a common policy in
all areas - in economic terms, the common policy is to ensure the industrial, agricultural,
commercial and social development of member states. Although the UMA does not have a
specific mandate to oversee and manage oasis ecosystems, this regional structure recognizes
the importance and contribution of oasis ecosystems in terms of food security and economy in
the member states of the Maghreb, and therefore the need to proect these ecosystems. The
UMA has overseen the adoption of a large number of regional treaties, many of which have
implications for regional cooperation on environmental and food security issues.
Established as an international entity in 1992, the Observatoire du Sahara et du Sahel (OSS)
is an intergovernmental organization operating in Africa’s Sahara-Sahel region based in
Tunisia. OSS provides a platform for North-South-South partnerships aimed at strengthening
the capacity of African member countries (22 total) to address environmental challenges as
part of a long-term, sustainable development vision for the Sahel-Sahara region. Although not
specifically devoted to oasis ecosystem research, the OSS has developed relevant scientific
and technical expertise on approaches and methodologies for environmental monitoring,
natural resource management and climate change adaptation, which can be used and
implemented in member countries. More relevant to the current project, the OSS had initiated
several programmes, projects and studies over the last decade that are aimed at establishing a
system to monitor desertification and land degradation: (i) “Integrated Land and Water
Management for Adaptation to Climate Variability and Change” (ILWAC); (ii)
AFROMAISON: In partnership with the Institut des Régions Arides (IRA) of Médenine, the
OSS is coordinating a case study in Oum Zessar - Tunisia, which focuses on climate change
impacts and watershed management; (iii) Système Aquifère du Sahara Septentrional (SASS):
In the context of the third phase of the project SASS III, OSS collaborates with the Global
Watership Programme Mediterranean GWPMed with the aim to integrate the consideration of
the impact of climate changes on the monitored water resources, and (iv) MENADELP (see
section 4.1b).
Finally, another key regional organization involved in the sustainable development of oases is
the Réseau Associatif de Développement Durable des Oasis (RADDO; see Table 4.1).
Established in 2001, it was founded as a direct response to the inhabitants’ of African oases’
13
wish to alt the steady decline of their environment, and aims at protecting and promoting the
sustainable development of oases. Over the years, the RADDO has developed a large network
of several oasis stakeholders and actors in the Maghreb, as well as developing strong
competencies in capacity building, communication and awareness-raising strategies. The
RADDO has also lead successful advocacy campaigns related to oasis sustainable
development.
National Frameworks
Mauritania: In order to address land degradation affecting agro-pastoral areas and oases, the
Mauritanian government adopted the following national strategies and policies: the National
Biodiversity Strategy (1998); the National Action Plans for Adaptation to Climatic Change
(NAPA), 2004, and for combating Desertification (PAN-LCD), 2002; the National
Environmental Action Plan (NEAP) has a specific objective to “address water management
for the benefit of oases agriculture”. A Sustainable Development Program for Oasis (PDDO)
is being implemented in the course of business financing for the development of FADES.
Furthermore, to address the constraints and roots causes of land and oases degradation (i.e.
poverty, limited access to technologies, poor management and uncontrolled usage of
resources), the Mauritanian government also put in place policies and strategies such as the
“Schéma National d’Aménagement du Territoire” (1986); the Land Tenure Law “Loi foncière
et domaniale” (1997, 2002); the Poverty Reduction Strategy Paper (PRSP, 2011) and the
2001 Agro-food Strategy. However, the absence of efficient intersectoral consultations and
coordination mechanisms, weak national and local institutions for land use control and
management and lack of incentives for adoption of improved land management result in lack
of land-use planning, unclear land tenure regimes, and inconsistent or non-enforced legislative
and incentive frameworks.
Table 1.1 Role of the various institutions involved in oasis ecosystem management in
Mauritania
Organisation/institution
Ministère de l’Agriculture
Ministère du Développement
Rural et de l'Environnement
(MDRE)
National
Centre National de Recherche
Agronomique et de
Développement Agricole
(CNRADA)
Role/responsibilities
Its mission, among others, is to design and implement policies for
the development of agriculture and livestock as well as for rural
development. It is the operational focal point of the project and can
potentially host the database platform and maintain it periodically.
It can provide the project with existing data and can pilot data
collection on the field, particularly agricultural data.
This Department is responsible for all matters related to the
protection of sites and landscapes, including the improvement of
the state of natural environment, the fight against pollution and
nuisances of all kinds, the fight against desertification, the
development timber production, the protection of fauna and flora,
etc. It is also the GEF Operational Focal Point and is by
consequence the political partner of the project.
One of the three agricultural research centers in Mauritania. The
center’s research is organized under five main programs: 1)
irrigation-based production systems; 2) rain- and riverfed
production systems; 3) desert oases systems; 4) sylvo-pastoral
systems, and; 4) peri-urban production systems. It operates under
the Ministry of Agriculture (MDRE). His research activities deal
with the performance varieties for seeds and varieties of trees
(palm trees), optimization of production and the availability of
irrigation techniques for the benefit of farmers, innovation to find
crops adapted to the new environment, etc. It will assist the project
in the identification of good practices, feeding the database and
14
Le GRET
Faculté des sciences et techniques
(Université de Nouakcott)
Institut des sciences et des
technologies (ISET)
Governorate
Projet de Développement Durable
des Oasis (PDDO)
Unions régionales des
Associations de Gestion
Participative des Oasis (AGPO)
Local
TENMIYA (RADDO)
dissemination of good practice for farmers.
Develops access programs to services such as drinking water,
latrines, domestic energy or electricity, in rural areas. It also
introduces technical solutions for water treatment, installation of
multifunctional platforms and services, special electrical equipment
adapted to renewable energy, manufacturing technology of coal
typha, cheap improved latrines, etc. The current project will be able
to benefit from the GRET on data and information collection as
well as local identification of best practices for managing natural
resources in oasis.
Conducts research in the field of science and technology, and the
production expertise. It can help the project in training programs
and providing logisitics for its implementation.
Its mission is to: train mid-level managers and senior executives in
order to prepare for their professional integration; provide
professional training; practice research and innovative technology;
make best practices on farming and livestock breeding more
accessible; support the development of agro-pastoral and food
sectors; promote and establish a business incubator for
entrepreneurship and to support the creation of innovative and
sustainable businesses. The ISET could potentailly be involved as a
training and capacity building center under the current project.
It is involved in the development in the organization and
management of local capacities and the promotion of sustainable
exploitation of productive resources of oases, and the improvement
of the living conditions of rural populations; etc. It can help the
project on data collection and information analysis. The project
can draw also lessons from its past experience coordinate with it to
pool resources in order to complement the existing work tasks and
activities.
They have the legal responsibility to initiate, plan, direct and
monitor all development activities in oases areas. They can
contribute to the current project by: mobilizing local communities;
organising local population; collect data and undertake
environmental monitoring; identifying good practices, etc.
Currently, they are comprised of approximately 13,000 members
and have a household penetration rate of almost 63%.
As a national focal point of RADDO this NGO ensures the
implementation and the animation of a network of oasian
associations in Mauritania in the field of advocacy for the
sustainable development in oases areas. They promote global
sustainable development and the establishment of a social well
being within the oasis. As a partner in the project, the RADDO,
through its national focal points (eg Tenmiya), could have an active
role in the capitalization of good practices, as well as the
communication and capacity building strategies.
The Moroccan government has elaborated a variety of strategies and action plans to address
the safeguard of oases and to combat or adapt to climate change (National plan to combat
climate change, national strategy and action plan of for water, energy strategy, etc.). Some of
those plans include a national strategy for sustainable development of oases as well as
sustainable territorial development programmes (Southern Sustainable Development
Programme/Tafilalet Oases) 1. In 2010, a National Agency for the Development of Oasis and
Argan Zones (ANDZOA) was created according to Dahir n°1-10-187 of 7 Muharram 1432
(13 December 2010) promulgating law No. 06-10 of February 18, 2010. This Agency,
established under the authority of the Ministry of Agriculture and Maritime Fishing, has for
mission to develop, in coordination with government authorities, elected bodies and other
agencies, a comprehensive program for sustainable development of the oases and Argan
territories and ensure its implementation, monitoring and evaluation.
1
www.un.org.ma/IMG/pdf/PlaquetteENG.pdf
15
The government is also putting more emphasis on the fight against desertification as
manifested in the ratified Morocco National Action Program to combat desertification (NAP),
which links efforts to combat desertification with broader poverty reduction and rural
development strategies. This program was updated in 2011 to be more adapted to the regional
specificities of Morocco with respect to its sensitivity to desertification processes. In 2008,
the Moroccan government adopted a strategy – the Green Morocco Plan (Plan Maroc Vert,
PMV, 2008-2020) – to drive and reform the agricultural sector, promote the integration of
agriculture into international markets and help agriculture achieve sustainable growth. The
Government of Morocco (GoM) envisaged a paradigm shift from a highly protected
agriculture with a self-sufficiency goal to a dynamic, more open market strategy that
emphasizes integrated value-addition along the agri-food chain in order to create better
opportunities for small and large farmers alike. The PMV provides a roadmap for
implementing a series of systemic public sector reforms and investments to achieve these
goals 1, and is promoting the development of the country’s agricultural and territory and the
National Initiative for Human Development 2. The Green Morocco Plan focuses on two
objectives, namely (i) the development of a modern and competitive agriculture, vital for the
national economy and (ii) the support to smallholder agriculture through the promotion of
greater productivity, greater recovery of production and sustainability of farm income. As part
of this new agricultural policy of Morocco, particularly Pillar 2 of the Green Morocco Plan,
the European Union (EU) and Morocco have implemented a Program that aims at boosting
and strengthening the performance of the Moroccan agricultural sector. This program named
PAPSA, has developed, among other things, an ecosystem-management and development
plan for palm trees productions.
Table 1.2 Role of the various institutions involved in oasis ecosystem management in
Morocco
Agence Nationale de
Développement des Zones
Oasiennes et de l’Arganier
(ANDZOA)
Direction de l’Aménagement du
Territoire (DAT)
National
Minisry of Agriculture and
fisheries
Agence pour le Développement
Agricole (ADA)
National Direction of
Meteorology (DMN)
1
2
Aims at developing, in coordination with government authorities,
elected bodies and other agencies, a comprehensive program for
sustainable development of the oases and Argan territories and to
ensure its implementation, monitoring and evaluation. The
ANDZOA, operates under the authority of the Ministry of
Agriculture.
It conducts, analyzes and concerts strategic thinking on major
issues that are experiencing or will experience Moroccan territories
to inform key decision makers of the nation. It accompanies the
development of stakeholders at different territorial levels to help
them formulate, implement, and perpetuate a dynamic of
sustainable development.
This ministry through its regional offices will be involved in all
activities related to the uses of agricultural lands of oasis. It will
provide data and agronomic information; contribute to the building
capacity of the actors, will help identify good agricultural practices,
provide technical support to data collection at the local level.
Participates in the implementation of the strategy adopted by the
government in terms of agricultural development. Is specifically
responsible for proposing to the government authorities the action
plans in support of agricultural sectors with high added value.
Given that climatic data is paid for in Morocco and can be
expensive to get access to, the DMN establishes partnerships with
national projects that will then benefit from the DMN’s climate
data and information, which is already processed.
Morocco Social and Integrated Agriculture, GEF Project P129774. http://bit.ly/1ALHPTP
INDH 2005, a five-year plan for sustainable socioeconomic and political development, aimed at building infrastructure and providing
employment and social services, particularly in rural areas
16
Centre Royal de Teledetection
Spatial (CRTS)
Haut Commissariat aux Eaux et
Forêts et à la Lutte contre la
Désertification
Office Régional de Mise en
Valeur Agricole (ORMV)
Observatoires Régionaux de
l’Environnement et du
Développement Durable
(OREDD)
Agences de Bassin Hydraulique
(ABH)
Office National du Conseil
Agricole (ONCA)
Régional
National Institute of Agronomic
Research
Agence de Développement des
Provinces du Sud et Agence de
l’Oriental
Fédération interprofessionnelle
marocaine des dattes (Fimadattes)
Local
Réseau Associatif de
Développement Durable des
Oasis (RADDO)
Groupements d'Intérêt
Economique (GIE)
Local associations
This institution is responsible of the acquisition, archiving and
dissemination of data and images on Earth observation and the
development of methodologies in Remote Sensing and Geographic
Information Systems (GIS) and related areas. The CRTS is the lead
agency for the sale of satellite images in Morocco and has the
knowledge and data in GIS and environmental monitoring. It will
help the project to set up an information system and will eventually
host the database at the national level.
Acts a focal point for the Convention to Combat Desertification
and is responsible for implementing dune fixation measures against
the advance of sand in oases areas. Under the current project, it
could contribute to data collection as well as providing good
practices on the fight against desertification. It could also provide
logistical support for the project implementation when needed.
Consolidates equipment of irrigation and drainage network and, in
general, planning that aim at improving agricultural productivity.
Aims at assessing the state of the environment (at a national and
regional level). Defines and ensures the indicators update on
sustainable development. Develops tools and management systems
on environmental information, disseminates environmental data,
and shares them in the national network and regional networks.
Aim at developing a coherent and coordinated planning of water
resources across the various river basins. They are also responsible
for overseeing the quantitative and qualitative protection and
conservation of water resources, and the optimum and rational use
of water.
Can inform the project on national agricultural policy; provide data
and advocacy for oasis. Conduct awareness campaigns for farmers
at the agricultural advisory centers to encourage them to use
sustainable techniques and practices.
Conduct the scientific and technical research related to agriculture
and livestock development. It ensures also the dissemination of
documentation resulting from its own research programs or from
those carried out abroad. It can help in data collection and
analysis, identifying and dissiminnating good agricultural practices
advise agricultural extension agencies and farmers; share
knowledge on mapping, date palm stands and on the productivity
of different varieties, cultivation techniques, exploitation and
utilization of agricultural oases natural ressources.
They study and propose development strategies, pooling the efforts
of different government departments and seek necessary funding in
order to promote the design and implementation of clear economic
and social impact projects in their respective territories. The oases
are within their areas of action. They may be associated in data
collection, the design and implementation of the platform of data
and information sharing, advocacy for oasis and the rising of more
resources/funds to support potential complementary actions of the
project, etc.
Represent all the dates’ producers and help them the
commercilisation of products. Can help the proejct in the
development of expertise in transformation of dates, improving
their economic value and commercialization; mobilize its suppliers,
customers and members to unify the advocacy efforts and
capitalization of local knowledge; etc.
Main partner of the project with the partnership of FAO. It will
mobilize civil society and other actors interested in oases. Its
members may be trainers for the local population in terms of good
practices methdolology and identification, asset tracking, data
collection, etc It will provide information and knowledge for data
and sharing. Its can play an important role in advocating for the
oases and in the elaboration of the oasis charter. It will provide the
project the contacts for its regional network, etc.
Could possibly contribute to the financing and implementation of
advocacy and capacity building of local stakeholders. They can
also provide information and data on oases.
Can help the project to have the information and local data,
17
Local collectivities
Traditional Institutions (Jmaa,
etc.)
Association Oasis Ferkla for
Environment and Heritage
(AOFEP)
indigenous knowledge, interaction with local populations, the
identification of good practice, the interface with the local
population and the multiplier of information, advocacy, etc. They
will benefit from the capacity building that will be piloted by the
project.
They are in charge of creating the conditions for economic
development, taking responsibility to facilitate dialogue and interstakeholder synergies across its territory. As entities responsible for
the territory and local affairs maagement, they can facilitate the
contact with the local population in the impementing sites of the
project, provide technical and logistical support, disseminate
information, advocate oases, contribute to the development of the
Charter of oasis, make local data and information available; etc.
They are in charge of managing common lands; flushing and
planning irrigation canals (khettarats); managing communautity
various conflictsThey can provide lcal and expertise on issues
related to natural resources harvesting and use. They can also help
in mobilizing communities, capitalizing on local knowledge in the
implementation of good practices, data collection and monitoring
on local resources management; etc.
As a national focal point of RADDO, this NGO does ensure the
implementation and the animation of a network of oasian
associations in Morocco in the field of advocacy for the sustainable
development in oases areas
In Tunisia, several administrative structures are involved in oasis management that are
mostly dependent on the Ministry of Agriculture as well as on socio-professional
organizations. However, as reported through surveys during the PPG, such structures most
often act in a sectorial and uncoordinated manner that is not conducive to a sustainable
management of the oasis ecosystems. As such, the various survey respondents indicated their
desire for the creation of a single entity, or the rehabilitation of an existing one, by clearly
assigning the responsibility of overseeing the management of oasis ecosystems – similar to
the role of the ANDZOA in Morocco. The list of those organisations and institutions as well
as their various roles can be seen in further details below (Table 1.3).
Table 1.3 Role of the various institutions involved in oasis ecosystem management in Tunisia
National
Direction Générale du Génie
Rural et de l’exploitation des
eaux (DG/ GREE)
Direction Générale des Études et
Grands Travaux Hydrauliques
(DG/EGTH)
Direction Générale des
Ressources en Eau (DGRE)
Commissariats régionaux de
développement agricole (CRDA)
Governorate
Direction Générale du
développement régional
Groupement d’Intérêt
Hydraulique (GIH)
To supervise study and the realization of hydro-agricultural
planning, as well as orientating irrigation management plans. It also
promotes agricultural water user networks, including in oases.
With regards to oasis, this organisation is responsible for planning
of irrigated perimeters.
Responsible for the observation and monitoring of water resources.
Also responsible for issuing authorizations for water exploitation
and usage.
Represents the Ministry of Agriculture at the Governorate level.
Supports agricultural development and natural resource
management in oases through their various technical services.
Depends on the Ministry and/or on the State Secretariat of regional
development and planning (created following the revolution of
January 2011). Responsible for the creation of regional
development plans stemming from the concerted efforts of various
development stakeholders in the regions – such plans have to take
into consideration of the various governorates specificities.
A decision committee that works on matters related to water
management (including in oases). It is presided by the governor
and is composed of representatives of the ministry, technical
18
Centre Régional de Recherche en
Agriculture Oasienne (CRRAO)
Centre technique des dattes
(CTD)
Institut des Régions Aride de
Médenine (IRA)
Agence Foncière Agricole (AFA)
Délégation
Cellule Territoriale de
Vulgarisation (CTV)
Local
Omda
Association de sauvegarde de
l'oasis de Chenini (ASOC)
Local
associations
Groupements de Développement
Agricole (GDA)
services, users associations and socio-professional organisations.
According to Sghaier 1, since 1987, the responsibilities of the GIH
are centred towards consultations rather than decision-making, and
since 2006, the GIH has been completely dissolved and replaced
with a consultative commission to oversee all professional
organisations.
Entity whose main research themes focus on palm tree diseases,
biological control, as well as water, soil and biodiversity resource
management.
Research entity whose main role is to bring, in partnership with
other stakeholders, the necessary support and advice to date
producers by putting into practice research outcomes.
Created in 1976, under the responsibility of the Minister of
Agriculture, the IRA’s main mission is to conduct the research
needed to develop the agricultural sector, the protection and
conservation of natural resources and the fight against
desertification in arid and desert regions. It also has a dedicated
research program on the control of phytosanitary problems in oasis
ecosystems.
Covering all four Southern Governorates (Gabès, Gafsa, Kébili &
Tozeur), it is responsible for fiscal cleansing in agricultural lands,
as well as the control and supervision of agricultural land
occupation. Despite important interventions, the AFA has not been
able to slow down urbanization in oasis areas, especially since the
revolution of January 2011.
Intermediary administrative circonscription between the
governorate and the sector (Imada). Sees to the functioning of local
administrative services and presides the local development council.
Tied to the CRDA and responsible to support farmers and to follow
the technical activities put in place.
Local authority responsible of the sector and representing political
authorities. Plays an important role as mediator between population
and local authorities.
As a national focal point of RADDO this NGO ensures the
implementation and animation of a network of oasian associations
in Tunisia in the field of advocacy for the sustainable development
in oases areas.
In oases, its role is limited to the distribution and selling of water as
well as the management of irrigation systems (maintenance and
functioning of pumping equipment).
In terms of national plans and strategies adopted in Tunisia, the National Action Plan to
Combat Desertification aims at combating desertification and to reduce drought in arid, semiarid and dry sub-humid areas through resource protection and other development measures.
The development of Tunisia’s National Action Plan for Biodiversity Conservation has also
implications on oases’ sustainability by covering priority areas such as (i) combating genetic
erosion, (ii) protection of ecosystems, (iii) adequate management of ecosystems, (iv) the
integration of biological diversity within sectorial strategic options and the (v) establishment
of an appropriate institutional regulatory framework. In addition, the Tunisian legislation on
land use and urban planning (Schéma directeurs d’aménagement – SDA; Plan d’aménagement
urbain – PAU) has a consistent set of tools that cover most aspects of space development,
which has impacts on oases ecosystems. However, the low financial and human resources of
regional governments and local authorities limit the management of the urban development
and thus the efficiency of the entire system. There are also many actions that have been
developed based on the national water policy, such as: Le Programme National d’Économie
d’eau; Le programme de dessalement des eaux saumâtres et de la mer; La gestion intégrée et
rationnelle de l’eau (politique tarifaire). With the support of World Bank and the GEF, the
1
Sghaier M. (2010). Étude de la gouvernance des ressources naturelles dans les oasis : Cas des oasis en Tunisie. UICN
19
national government is also implementing the Programme de Gestion Durable des
Écosystèmes Oasiens (PGDEO) 1
e) Problems the project will address
This project is based on the key assumption that, in order to better manage the oases, it is
crucial to understand the dynamics at their root. Increased knowledge is therefore a means to
enhance the sustainable management of oases throughout the region. As will be further
discussed below the project will address two core problems that are limiting the participating
countries from efficiently managing and monitoring their oasis ecosystems. The first
problem comes from the lack of institutional skills and technical capacity to monitor LD
trends in oasis ecosystems in a harmonized and standardized way, or to use the collected data
for adaptive management. Secondly, and directly related to this, the lack of knowledge on
best practices among CSOs, communities in oasis ecosystems and decision makers will also
be addressed through the project. To address that second problem, the project will look at
improving the capacity of local stakeholders in the oases of the Maghreb to disseminate
knowledge and to conduct trainings on best management practices.
1.1.1 Rationale
a) Baseline projects and investments
Several ongoing initiatives aim at addressing, at least partially, some of the problems and root
causes identified above. The following projects will form the baseline on which this project
will build, through co-financing (see Table 1.4 below for the full listing of baseline cofinancing projects). Other baseline initiatives (past and ongoing) relevant to the current
project with which coordination will be pursued will be described in section 4.1b.
Table 1.4 Baseline projects on which the current GEF project will build
Country
Project
Funding
Bodies
Co-financing projects
Project’s
total budget
IA
(USD)
USD
2
FAOSTAT
FAO
1,500,000
(Co-financing:
FAO
USD
1,300,000)
Global
USD
AQUASTAT
FAO
250,000
(Co-financing:
USD
200,000)
1
2
FAO
Objective
To improve data
collection and
dissemination for
development and the
fight against global
hunger.
To provide users with
comprehensive
information on the
state of agricultural
water management
across the world, with
emphasis on
developing countries
and countries in
transition.
Duration
Ongoing
Ongoing
www.environnement.gov.tn/index.php?id=274#.VVyxxEZ8o88
This is an indicative annual cost that can change significantly based on the needs, applications, existing
capacity. The same applies to all financial entries of identified FAO projects.
20
USD
Regional
Mauritania
100,000
(Co-financing:
USD 50,000)
FAO/IIASAGAEZ
FAO/IIASA
FAO-GLCN
FAO
USD 50,000
(Co-financing:
USD 50,000)
FAO
FAOGeoNetwork
FAO
USD 50,000
(Co-financing:
USD 50,000)
FAO
$1,261,722
(Co-financing:
$1,000,000)
RADDO
PACO-3
FFEM
CCFD
Direction de
cooperation
de la
principauté
de Moncao.
FAO and
IIASA
USD
Drinking Water
and
Development
of Oases in
Rural Areas
Arab Fund
(AFESD)
Value Chains
IFAD
72,840,688
(Co-financing:
USD
Government
of Mauritania
500,000)
USD
Ministry of
21
To conduct global and
regional assessments
on the world's
agriculture and
natural resources
potentials to support
strategy, management,
planning, rational use
and sustainable
development goals
addressing food
security – facilitating
access to data,
information and
knowledge to
Members
To contribute to
harmonize land cover
definitions,
classification systems,
mapping and
monitoring
To enable easy and
timely access to a
large number of geospatial datasets and
related information
for monitoring,
assessing and
analyzing
environmental and
socio-economic
factors causing
poverty and food
insecurity
Strengthen oases CSO
capacities in order to
create or improve
public policies
pertaining to oases.
The PACO-3 also
aims at sharing
sustainable
management practices
of oasis natural
resources through the
implementation of
projects that
contribute to the
development and
sustainability of oasis,
and this across the
project’s countries.
Aims at providing
drinking water to the
inhabitants of rural
villages in different
parts of Mauritania, as
well as improving
their health and living
conditions. It also
aims at developing
groundwater sources
and regulating surface
water in oases for
agricultural use
To develop the value
Ongoing
Ongoing
Ongoing
2013 – 18
2013 - 18
2009 - 16
Development
Programme for
Poverty
Reduction
Tunisia
Agropastoral
Development
and Local
Initiatives
Promotion
Programme in
the South-East
– Phase II
Programme
d'appui au plan
Maroc vert
(PAPMV)
Morocco
Projet d'appui
au programme
national
d'économie
d'eau
d'irrigation au
Maroc
(PAPNEEI-II)
17,800,000
(Co-financing:
USD
rural
development Mauritania
200,000)
USD
IFAD
52,000,000
(Co-financing:
USD
1,605,000)
Ministry of
Agriculture
and
Environment
– Tunisia
Contributing to
improved living
conditions and rural
poverty reduction
2012 – 18
Ministry of
the
Agriculture
Aims at supporting
the PMV through a
targeted support to the
sustainable
management,
development, and
preservation of
agricultural water, in
a context of
increasing scarcity of
this resource.
Ongoing
Ministry of
the
Agriculture
Aims at insuring a
sustainable and
rationalized usage of
irrigation water in a
context of water
rarefication.
Ongoing
Moroccan
government
Improving the quality
of life or rural
population in the
country
Ongoing
USD
ADB
67,150,000
(Co-financing:
USD
900,000)
USD
ADB
151,100,000
(Co-financing:
USD
200,000)
USD
Lutte contre la
pauvreté en
milieu rural
INDH
177,748,320 1
(Co-financing:
USD
200,000)
chains of various
products (vegetables,
dates, milk, etc.) so
that the value added
to these goods enables
poor rural people to
realize the market
potential and to
reduce their poverty.
Co-financing baseline projects
At the global level, the FAO has put in place a set of programs that provide a useful baseline
in terms of data collection protocols, methodologies and monitoring indicators of particular
relevance to oasis management. The following programs will constitute co-financing baseline
for the project, whereas others, described further below, will still serve as a general baseline:
FAOSTAT: An initiative of the Statistics Division of the FAO, this program was launched as
part of FAO’s mission to improve data collection and dissemination for development and the
fight against global hunger. The platform developed through FAOSTAT offers data for 245
countries from 1961 through the most recent year available (Co-financing: USD 1,300,000).
AQUASTAT: this program is FAO's global information system of water and agriculture
developed by the Land and Water Development Division of FAO. The objective of
AQUASTAT is to provide users with comprehensive information on the state of agricultural
water management across the world, with emphasis on developing countries and countries in
1
This amount corresponds to the entire budget for the INDH in 2011-2015 http://bit.ly/1cEmcKx
22
transition. Launched in 1994, following the Global Water Information System (GWIS),
AQUASTAT aims at contributing to FAO's goals through the collection, analysis and
dissemination of information related to water resources, water uses and agricultural water
management (Co-financing: USD 200,000).
FAO/IIASA-GAEZ data portal: this program is FAO’s Global Agro Ecological Zoning data
portal developed by FAO Land and Water Division and IIASA. The objective of the GAEZ is
to conduct global and regional assessments on the world's agriculture and natural resources
potentials to support strategy, management, planning, rational use and sustainable
development goals addressing food security – facilitating access to data, information and
knowledge to Members. The products are provided as Global Public Goods by FAO and are
updated frequently. Additional information is available at www.fao.org/nr/gaez (Cofinancing: USD 50,000).
FAO-GLCN (Land Cover Mapping Toolbox): An initiative of the FAO Land and Water
Division, based on the Global Land Cover Network (GLCN) programme led by FAO and
partners responding to the need for consistent assessment and monitoring and land cover. The
objective of the GLCN programme is to contribute to harmonize land cover definitions,
classification systems, mapping and monitoring specifications, develop standards for global
mapping, initiate building of a global database, promote outreach initiatives on development
methodologies and applications of land cover data, provide advisory services and function as
an international, politically neutral and not-for-profit clearinghouse for land cover information
at global and regional levels. The Land Cover Mapping Toolbox (LCMT) includes Land
Cover Classification System (LCCS), GeoVIS, Mapping Device–Change Analysis Tool
(MAD-CAT), Mapping Accuracy Program (MAP), Advanced Database Gateway (ADG)
tools to support the implementation of FAO NRL and Global Land Cover Network (GLCN)
and other national and regional mapping initiatives. The LCMT is provided by FAO to
national experts of member countries as part of the capacity development package to support
consistent assessment and monitoring of land cover, land use and their dynamics. It uses
remote sensing imagery at various resolutions to support the implementation programmes.
The capacity development package includes training resources, supervision and technical
assistance provided by FAO experts. Additional information is available at www.glcn.org
(Co-financing: USD 50,000).
FAO-GeoNetwork: this program is FAO's geospatial metadata developed by the Land and
Water Division of FAO. The objective of FAO GeoNetwork is to enable easy and timely
access to a large number of geo-spatial datasets and related information for monitoring,
assessing and analyzing environmental and socio-economic factors causing poverty and food
insecurity. It also provides the user with an online editor to create ISO standard metadata and
a web viewer to display layers and create maps by picking Web Map Services from
distributed servers on the Internet. Additional information is available at
www.fao.org/geonetwork (Co-financing: USD 50,000).
Apart from the FAO initiatives and tools listed above that constitute a baseline for the project
at a global level, the RADDO has also launched in 2013 a regional initiative aiming at
strengthening oases CSO capacities in order to create or improve public policies pertaining to
oases:
The third phase of the Programme d’Actions Concertées des Oasis (PACO-3) will aim at
sharing sustainable management practices of oasis natural resources through the
23
implementation of projects that contribute to the development and sustainability of oasis, and
this across the project’s countries. This program has an overall budget of USD 1,261,722 and
will constitute the basis of the harmonized approach for knowledge-sharing on sustainable
land-management at the regional level. The first two phases of the PACO contributed to
reinforce local capacity in terms of oases protection by first developing a database of national
actors of oasis protection, which will then serve to create an international associative platform
for oases stakeholders (Co-financing: USD 1,000,000).
At the national level, several projects initiated in the project’s participating countries will
serve as co-financing baseline for the current project.
In Mauritania, the following baseline projects will serve as co-financing:
Drinking Water and Development of Oases in Rural Areas: This USD 72,840,688 Arab
Fund (AFESD) supported project aims at providing drinking water to the inhabitants of rural
villages in different parts of Mauritania, as well as improving their health and living
conditions. It also aims at developing groundwater sources and regulating surface water in
oases for agricultural use. Overall, the project will contribute to strengthening the efforts to
fight poverty and unemployment, improving farmers' income, providing employment
opportunities and maintaining the population in rural oases areas. The project will develop the
rural areas in the oases through the provision of groundwater for the irrigation of about 1,100
hectares of palms and vegetables, and regulate surface water for the irrigation of about 1,150
hectares of grain, as well as replenish groundwater supplies. This project is expected to be
completed in the 3rd quarter of 2018 (Co-financing: USD 500,000).
The International Fund for Agricultural Development (IFAD) also has an ongoing project in
the country: Value Chains Development Programme for Poverty Reduction. This USD
17,800,000 project aims at developing the value chains of various products (vegetables, dates,
milk, etc.) so that the value added to these goods enables poor rural people to realize the
market potential and to reduce their poverty. This programme, which aims to support
economic growth in Mauritania, comes at an important time in the country’s development.
People involved in the programme will be encouraged to network and to share knowledge and
experiences with peers in other similar projects (Co-financing: USD 200,000).
In Tunisia, the project will build on the following baseline project:
The IFAD contributes USD 11,400,000 to the Agropastoral Development and Local
Initiatives Promotion Programme in the South-East – Phase II, whose objective is to
contribute to improved living conditions and rural poverty reduction by: a) improving the
management and productivity of collective and private rangeland, and of rainfed and irrigated
farming systems; b) diversifying income sources and expanding employment opportunities for
disadvantaged groups, including young people and women, and; c) empowering communities
to take charge of their own development (Co-financing: USD 1,605,000).
In Morocco, the project will build on the following baseline projects:
The African Development Bank (ADB) funds two projects that are relevant to the current
GEF project:
24
1) Programme d'appui au plan Maroc vert (PAPMV), is a USD 67,150,000 project that aims
at supporting the PMV through a targeted support to the sustainable management,
development, and preservation of agricultural water, in a context of increasing scarcity of this
resource. The project also aims at improving the business environment and the sustainable
management of agricultural water (Co-financing: USD 900,000).
2) Projet d'appui au programme national d'économie d'eau d'irrigation au Maroc
(PAPNEEI-II), is a USD 151,100,000 that aims at ensuring a sustainable and rationalized
usage of irrigation water in a context of water rarefication. The project has three components:
(i) a structural component on the “Modernization of irrigation water infrastructure”; (ii) an
accompanying component oriented on “irrigation water valuation”, and; (iii) a component
dedicated to “capacity building” (Co-financing: USD 200,000).
Furthermore, the Initiative Nationale de Développement Humain of the government of
Morocco also leads an initiative that will serve as baseline: the Lutte contre la pauvreté en
milieu rural program is a programme that has the overarching goal of improving the quality
of life or rural population in the country. More specifically, it aims at doing so by promoting
local governance as well as promoting local sustainable development, among other things
(Co-financing: USD 200,000).
b) Remaining barriers to address threats on GEB/CC vulnerabilities
The baseline projects make a significant contribution to address threats and root causes of
oasis ecosystems’ degradation as mentioned above. However, these do not adequately address
the following barriers:
Barrier 1: Insufficient institutional skills and technical capacity to monitor LD trends in
oasis ecosystems and to use the collected data for adaptive management.
As described above, there are some ongoing programmes assessing land degradation trends in
drylands based on bio-physical evidence and socio-economic drivers or pressures. However,
these efforts are limited and predominately focused on water availability and usage
(renewable and non-renewable water resources). Existing data and specific information on the
status of oasis ecosystems are scattered, and there is no harmonized information data
collection and/or structure system especially with regards to monitoring degradation trends.
Most of the programmes implemented are limited to certain organizations, and there is a
general lack of hands-on experience and skills to manage, share and use the data. Further, the
initiatives on monitoring land degradation, particularly in oases ecosystems, do not allow for
any user-friendly availability of data for communities, local authorities, experts or for
decision-makers. Relevant and available databases and geographic information system (GIS)
maps and layers i.e. climate, land use, vegetation, ground waters, etc. do not exist at the
appropriate scale, preventing any advanced monitoring of oases ecosystems by local decision
makers. This was further corroborated through surveys realized during the PPG phase, as
oases stakeholders highlighted the lack of GIS data available, preventing them from properly
monitoring oases ecosystems. A vast majority of the surveyed stakeholders also confirmed the
fact that they simply lack the access to, or the means to develop, proper monitoring tools
(appendix 8).
25
Although programs supported by the OSS intended to establish a regional monitoring system
for land degradation, the last decade of their programmes and projects implementation were
mostly focused on local-scale environmental information systems. The need for national-scale
monitoring systems was reflected by surveyed participants during the PPG phase of the
project. Despite these efforts, while there is scattered data at national level, there is no effort
to monitor the oasis ecosystem as a whole, whether from a national perspective or from a subregional perspective, which further emphasizes the need to first establish proper national
coordination for the creation of oasis monitoring systems. Given the fact that data protocols
are not coordinated and harmonized at the national level, this prevents the creation of a
regional system as first intended. In the absence of strong national systems, many
stakeholders are not yet convinced of the relevance of need for a regional-scale system. As a
whole, in order to achieve sustainability and to avoid degradation of oasis, over the long term,
all relevant institutions and societies need to have substantial knowledge and understanding of
their landscapes, natural resources, productivity and vulnerabilities, which would ultimately
lead to the optimization of oases ecosystem services and enhancing the resiliency to climate
change.
Barrier 2: Lack of knowledge on best SLM practices among CSOs, communities in oasis
ecosystems and decision makers
Most initiatives that exist to support communities in adaptive management are scattered.
These projects mainly focus on using or developing local practices among communities with
little concern about analyzing comparative methodologies, assessing their added value and
facilitating sharing and up-scaling. Despite RADDO’s efforts to put in place a website and
other communication tools, for instance, through the various phases of the PACO, there is a
need for a systemized stocktaking methodology and for the development of tools to support
stronger advocacy. The identification of best adaptive management practices oasis through
participatory and multidisciplinary approaches would therefore be an important first step into
the development of a wider knowledge-platform for Maghreb’s countries.
Moreover the current RADDO knowledge platform has a limited scope in view of advocacy
and lobbying among decision makers towards unified regulatory frameworks to protect oasis
ecosystems. The network also has a limited reach and membership among oasian
stakeholders, highlighting the need to increase coordination and collaboration efforts among
oasian community-based organizations. The current status of the oasis ecosystem and their
importance to livelihoods, regional economy, and culture is not sufficiently recognized by
many key decision makers in the region. This is partly due to the fact that the information is
simply not available in an understandable or relevant way, due to a lack of both monitoring
and communication. As a result, there is a need to strengthen RADDO associations and
networks’ knowledge platform for the Maghreb for sharing lessons learned and best practises.
c) Incremental/additional reasoning (added value of the GEF/LDCF/SCCF financing)
The financial resources provided by the GEF will serve to remove the crucial barriers to the
dynamic conservation, adaptive management and monitoring and lesson learning for the
Maghreb countries (Mauritania, Morocco, Tunisia). If these barriers are not addressed
appropriately, the described baseline efforts are likely to achieve too little to promote and
support the sustainable development of oasis ecosystems and their unique identity as a global
26
inheritance, together with their ability to host viable and sustainable human settlements in arid
areas.
Maintaining viable and sustainable human settlements in oasis ecosystem results in global
environment benefits as well as social co-benefits from generating goods and services
provided by the ecosystem and based on agricultural production activities contributing to food
security. This win-win set up contributes to reducing outmigration and its potential negative
impacts. Global environment benefits to be accrued by the sound management of oasis
ecosystems include reductions in land degradation and related release in soil carbon, the
maintenance of carbon sinks in arid areas, as well as the conservation of rare and endemic
biological diversity. In addition, the project will promote increased resilience and adaptation
to climate impacts.
The incremental reasoning for each component is as follows:
Component 1: Enhancing institutional skills to collect, manage and monitor land
degradation trends and impacts.
Baseline: The identified baseline projects and programmes do not specifically address the
need of countries to enhance their data collection and monitoring skills. Although the various
FAO data/GIS initiatives are intended to improve data collection and dissemination at a large
scale, focusing on various key parameters (land cover, water management, land degradation,
crop production, etc.), they focus on aggregating existing data and don’t necessarily build the
capacity of local stakeholders to collect said data. As a result the available tools to collect,
manage and monitor oases’ are uncoordinated, often deployed on an ad hoc basis depending
on funding, and not harmonized even within a single country. As indicated by the survey
undertaken during the project preparation phase, there is a need to harmonize data collection
and monitoring methodologies according to international standards, in which case the baseline
initiatives listed above should prove to be reference points. As for the baseline initiatives
developed in the participating countries, even though they are addressing some of the root
causes of oases degradation, or their impacts, they do not specifically aim at improving the
knowledge base for adaptive management, nor the tools to monitor oasis degradation.
(Baseline co-financing: USD 4,065,000)
The additional financing of USD 868,500 from GEFTF through Component 1 will therefore
allow filling the gaps of the baseline through the following outcome and outputs:
Outcome 1: Enhanced institutional skills and technical capacity for managing, monitoring and
analysing the oases production systems.
Output 1.1: Harmonized methodologies to monitor oases ecosystems are developed for the
use by national and local R&D institutions, government and NGOs;
Output 1.2: Institutional capacities of R&D and government planners are enhanced to
undertake geospatial analysis in Oases;
Output 1.3: Experts, civil society representatives and other resource persons from the 3
countries are qualified to organize workshops on NRM and SLM monitoring aspects in the
region.
27
These outcome and outputs will be achieved by providing support towards the harmonization
and standardization of data collection and management practices at national and regional
levels. It is expected that this will take the form of the creation of national-level collaborative
platforms, under the leadership of main executing partners, who will be tasked with
examining and comparing data collection methods and protocols, with a few to agreeing on a
common model. The project will also support the creation of a regional dialogue towards the
development of a platform for sharing geo-referenced data and information on the state and
management of oasis.
In addition, the GEF financing will contribute to the development of a GIS-based decision
support tool (DST) for adaptive oasis management, which has been strongly requested by
oasis users and managers. This tool will be designed on the basis of existing tools and
methods, and based on a thorough participatory needs assessment at national level. The end
product DST should be user friendly and would most probably be developed as open source
GIS software in order to make it accessible and replicable. The concept also foresees that the
DST would be standardized enough to be applicable in all oasian contexts and countries,
while being flexible enough to adapt to local requirements. Once the DST has been
developed, relevant users will be trained in its use, and its application will be tested through
field-level ground-truthing and data collection in each country.
The GEF funding will support the training of trainers on natural resources monitoring, in
order to ensure that capacities for oasis monitoring percolate down to the local level. This will
also include training of local communities and extension services NRM, SLM and monitoring
of oasis resources on the basis of best practices that will be identified under Component 2.
Component 2: Best practices for the adaptive management of oasis ecosystems are selected,
characterized and shared within the network
Baseline: The component will build on the current and future work carried out by the
RADDO network, mainly through phase 3 of the PACO and the envisaged programme one
voice strategy that aims at collecting and analysing best agro-ecological practices undertaken
in over 10 countries to preserve oasis ecosystems. The current project will also build on the
Tunisian, Moroccan and Mauritanian initiatives that aim at ensuring a sustainable and
rationalized usage of irrigation water, part of which is in oasis agriculture (Mauritania). While
the latter initiatives will surely contribute to identify some of the best practices with regards to
irrigation water usage and sustainable management of oasis natural resources, there still
remains a need for a systemized methodology on acquiring best practices specific to oasis
ecosystems management. (Baseline co-financing: USD 1,050,000)
The additional financing of USD 335,000 from GEFTF through Component 2 will contribute
to enhance available knowledge on best oasis management practices by standardizing the
methodology to acquire such knowledge. This will be achieved through the following
outcome and output:
Outcome 2: Local stakeholders’ capacities to disseminate knowledge and conduct trainings on
best practices for SLM and better management of oases are enhanced.
Output 2.1: Best practices for the adaptive management of oasis ecosystems are selected,
documented and shared among CSOs using a common methodology.
28
In order to achieve this output, a methodology will be put in place on the identification of best
practices. In particular, requirements for identifying a “best practice” and issues of
certification will be addressed at national and regional level. The participants to the workshop
held during the project preparation phase of the project reflected on what such best practices
should be and identified that they should be easily replicable and defined in terms of:
management, planning and coordination of sectoral actions in the oasis; water and soil
management; agricultural practices and various production sectors in the oases; valuation of
oases products (economic sectors), and; environmental monitoring. In addition, it was
suggested that gender-specific best practices also be included, and that the project also
dedicate some attention to the identification of “bad practices” that need to be ceased.
Once a methodology has been agreed, stakeholders and beneficiaries will be trained on the
identification, selection and documentation of said best practices. A participatory process will
be put in place to identify at least 20 best practices, which may also include identifying and
documenting key “worst practices”. Data and experience gathered during the testing of the
Decision Support Tool (Component 1) will provide a useful starting point for the
identification of best practices. It is expected that information and communication products
compiling the best practices will be developed. In addition, in order to assist in dissemination
and replication of that knowledge, study tours and training sessions will be organized for
representatives of local communities to witness first hand the application of such best
practices.
Component 3: Increased awareness among policy makers, communities, associations and
networks about oasis ecosystems and adaptive management tools
Baseline: The present component will build on the various initiatives undertaken in the
Maghreb as seen above, as well as on RADDO’s knowledge platform and the established
networks and partnerships to disseminate nation-wide information on oasis ecosystems. In
Mauritania and Morocco, the value chains initiative and the rural poverty alleviation projects
(Lutte contre la pauvreté en milieu rural) both aim at reducing poverty in rural communities.
Although such initiatives will serve as an example of best practices sharing, none of these
projects provide structured and targeted information on best practices for the specific
management of oasis ecosystems, which leads to discrepancies in management practices
regionally and nationally. (Baseline co-financing: USD 800,000)
The additional financing from GEFTF of USD 346,000 through Component 3, will address
the gaps identified by meeting the following outcome and output:
Outcome 3: Increased awareness among policy makers, communities, associations and
networks about oasis ecosystems and adaptive management tools.
Output 3.1: Awareness raising products and events, designed to support advocacy, policymaking and planning in oases are developed.
To achieve the outcome and output of this component, the project will aim at creating and
publishing a regional Atlas of oasis, that will build on a similar tool that is currently being
developed in Tunisia (Tunisia Oases Ecosystems and Livelihoods Project; section 4.1b). The
purpose of the Atlas will be to provide not only a snapshot of current status of oases in the
Maghreb, but also to highlight the cultural, agricultural and economical heritage of the oases
zones. The product will therefore serve both as an information tool that can be replicated at
29
later dates for trend monitoring, and as a communications and awareness tool for advocacy.
The project will also aim at developing and implementing an active advocacy and awareness
strategy for oases, based on existing tools (Charte des Oasis, Alliance des Oasis, etc.),
including the development of a public declaration on oases, based on best practices identified
and on the role of oases in economy, environment and culture. The purpose of such a
declaration is to highlight common values among oasian dwellers, and to bring to the highest
political forum the needs and aspirations of the oasian peoples, reflecting the oasis
ecosystems’ importance in terms of socio-economic and global environment benefits.
Under this component, a communication strategy will be developed that will serve to craft key
messages addressed to different audiences. These could include: schoolchildren and youth,
women, entrepreneurs and the private sector, or politicians and law-makers. Key messages
may vary from country to country, as each country decides, on a collaborative basis, which
are the main priorities for addressing oasian concerns. As an example, consultations in
Tunisia revealed a pressing need to solidify the institutional context for oasian management,
possibly through the creation of an Oasis Management Agency. It is expected that such
messages will be conveyed nationally during the advocacy campaign.
Component 4. Monitoring and evaluation
Baseline: This component concerns the project’s monitoring and evaluation. While structures
exist at national and regional level that can enable monitoring of project progress, there is a
need to create dedicated coordination and monitoring mechanisms for this project. (Cofinancing (USD 150,000)
The additional financing from GEFTF of USD 55,000 will be used to support the
establishment of a regional Project Steering Committee, and national Technical Support
Committees, as well as the execution of monitoring and evaluation plans (see Terms of
Reference in Section 4.2 and details on Monitoring and Evaluation plans in section 4.5). The
component will also support the Terminal Evaluation of the Project according to GEF and
FAO standards.
1.1.2 FAO’s comparative advantages
The FAO’s Strategic Framework (2010-2019) highlights the twin objectives of sustainable
intensification of production to reduce hunger and poverty and sustainable management and
use of natural resources. In adopting this framework, the FAO assists member countries in
their pursuit of food security, sustainable rural livelihoods, equitable access to resources, and
promotion of multidisciplinary and ecosystem-based approaches on sustainable agricultural
and rural development. In the area of sustainable land management, the FAO has a long
history supporting member countries on a wide range of complementary SLM technologies
and approaches, land degradation assessments and tools, geospatial and remote sensing
facilities that cater for global, regional and national/local agricultural resources and
monitoring systems, training, information, communications, tools and equipment, advisory
services for institutional strengthening, policy reforms and national programming.
As an intergovernmental body, the FAO facilitates the promotion of sustainable traditional
agricultural practices to its member constituencies, including civil society organizations in
different fora through intergovernmental bodies. The FAO continues to enhance awareness,
knowledge and understanding of crop-associated biological diversity providing ecosystem
30
services to sustainable agricultural production by demonstrating methods for conservation,
sustainable management of agro-biodiversity, and promote mainstreaming of biodiversity
conservation in sectorial plans and policies. The FAO is already playing a pivotal role in the
management of natural resources through a number of initiatives and projects in the Maghreb
region, some of which are particularly related to oasis ecosystems (e.g. the FAO is
implementing the GIAHS project). The resulting experience and established network with the
national partners in the Maghreb are important elements of FAO’s comparative advantage to
implement the proposed project. Furthermore, the LADA project executed by the FAO (see
section 4.1b) will be providing experience in designing and implementing participatory
methods and tools for mapping and assessing land degradation status and trends, as well as
SLM practices both at national and local levels. Given the breadth of experience it has in
creating GIS-based tools and data management systems, the FAO is uniquely placed to assist
in the creation of an oasis-specific decision support tool.
1.1.3 Participants and other stakeholders
The main actors within the project aside from FAO (as GEF implementing agency) are the
participating governments of the three countries, research institutions at the national levels, as
well as the RADDO network and other CSOs/CBOs, as listed below. A list of the project’s
key executing partners and their respective roles and project components responsibilities can
be found in Table 4.1 (section 4.2a – this section also includes the project implementation
structure, which will explain the involvement of the agencies and organizations listed below).
National authorities of the project’s participating countries (government of Mauritania,
Morocco and Tunisia) will act as co-financing partners and some ministries under these
governments will act as executing partners. In Mauritania, the Ministry of Agriculture of
Mauritania will be the main national authority involved (acting as a key executing partner
under all three components). In Morocco, the following organizations will be involved in the
project: Agence Nationale des Oasis (ANDZOA), Direction de l’Aménagement du Territoire
(DAT), Agence pour le Développement Agricole (ADA), Office Régional de Mise en Valeur
Agricole (ORMV), and the Observatoires Régionaux de l’Environnement et du
Développement Durable (OREDD). In Tunisia, the organizations involved are as follow: the
Ministry of Interior and Local Development, the Ministry of Environment, the Ministry of
Tourism, Direction Générale de la Production Agricole (DGPA), Direction des sols, as well
as the Direction Générale des Ressources en Eau (DGRE) and the Direction Générale de
Génie Rural et de l’Exploitation des Eaux (DG/GREE; see Table 1.3). Finally, the Union du
Maghreb Arabe will also be a partner in the project at the regional level. As seen in section
1.1.1b, the governments will contribute the following co-financing amounts to the project:
USD 1,300,000 in Morocco, USD 700,000 in Mauritania, and USD 1,665,000 in Tunisia (also
see section 4.3.1).
Civil Society Organizations (CSOs) will also be involved in the project, some of them
acting as executing partners, mainly under the umbrella of RADDO. The RADDO focal
points in each country are associated with decision-making and implementation of sustainable
practices in oases management and therefore will be involved in the project: in Tunisia, the
Association for the Protection of Oasis Chenini (ASOC); in Morocco, the Association Oasis
Ferkla for Environment and Heritage (AOFEP); and in Mauritania, the Tenmiya
Association. Equivalent organizations in the three participating countries that are currently not
members of the RADDO will also be identified, such as the Agence de Bassin Hydraulique
31
(ABH) in Morocco. Overall, the CARI (for the RADDO) will contribute to a co-financing of
USD 1,000,000 (see sections 1.1.1b and 4.3.1).
Research institutions will also be partnering in the project, some of them as key executing
partners. The main institutions involved in the project will be the Centre Régional de
Recherche en Agriculture Oasienne (CRRAO), the Centre Régional de Télédétection des
États d’Afrique du Nord (CRTEAN) in Tunisia (executing partners, see section 4.2a), as well
as the Centre Technique des Dattes (CTD), also in Tunisia, and; the Centre National de
Recherche Agronomique et de Développement Agricole (CNRADA), which operates under
the Ministère du Développement Rural et de l'Environnement (MDRE) in Mauritania.
1.1.4 Lessons learned from past and related work, including evaluations
This project will benefit from the lessons learned and results of the GIAHS project in other
Oases systems to further enhance the benefits of its approach. In the specific case of Morocco,
the FAO/IFAD project raised awareness on the importance of agricultural heritage systems at
a local and national level, and set up the first building blocks for promoting its dynamic
conservation, sustainable and adaptive management. It established the initial links between
the national government, local institutions and oases communities. This GEF project was the
first FAO umbrella project which helped all oases communities in Algeria, Tunisia and
Morocco through knowledge sharing and exchange visits, to promote oasis dynamic
conservation and adaptive management.
In addition, the project can learn from FAO efforts to develop and deploy data management
platforms and data sharing mechanisms. For instance, participants during the project
preparation phase highlighted the need to have a thorough and sound needs assessment before
moving to the conceptualization of regional databases or decision support tools, in order to
ensure they are adapted to the needs of the end-user. It will be important to develop tools and
mechanisms that can be maintained at low cost by the national governments and local oasis
users.
1.1.5 Links to national development goals, strategies, plans, policy and legislation,
GEF/LDCF/SCCF and FAO’s Strategic Objectives
a) Alignment with national development goals and policies
The proposed intervention builds on the findings, and is closely aligned with the national
policies and strategies of the pilot countries:
•
1
In Morocco: The project aligns with the priorities stated in the Initiative de
Développement Humain (INDH), which aim at improving the living conditions of the
population through the development of social infrastructure and incentives at the level
of basic geographical units, the creation of small income-generating projects,
especially for young people and women 1. The project also aligns well with some of
the objectives of Morocco’s Plan Maroc Vert that aims at helping agriculture achieve
sustainable growth, as well as promoting best land management practices. Ultimately,
the PMV also aims at reducing poverty (one of the root causes for oasis degradation),
which also aligns well with the project. Furthermore, the current project will
http://omdh.hcp.ma/Presentation-de-l-INDH_a170.html
32
contribute to Morocco’s national strategy for sustainable development of oases that
aims at ensuring resilient and sustainable use of these fragile zones. Finally, the
project will also align with the government’s National Action Program to combat
desertification (NAP), which links efforts to combat desertification with broader
poverty reduction and rural development strategies.
•
In Tunisia: The project aligns with the Stratégie de Développement Durable des
Oasis (2015) 1, which has the following three main objectives: 1) rehabilitating and
conserving the ecological and environmental functions of oasis ecosystems; 2)
rehabilitating and strengthening the economic and socio-economic functions of oasis,
and; 3) the rehabilitation and enhancement of socio-cultural and tourism functions
oases. The project will align with the National Action Plan to Combat Desertification
as it ties with the NAP’s objective to combat desertification through resource
protection and other development measures – as will be developed in the sharing of
best SLM practices. In addition, as the project will strengthen and share best practices
for the adaptive management of oasis ecosystems, this will contribute to Tunisia’s
National Action Plan for Biodiversity Conservation whose priorities include the
protection and adequate management of ecosystems.
•
In Mauritania: The project will align with the 3rd Strategic Framework of the Action
Plan for the Fight against Poverty (2011-2015) 2, which puts rural development and
food security among top priorities. It is also in line with the Rural Sector Development
Strategy 2015 3, which aims, among other things, at promoting the growth of that
sector of activity in order to ensure the country's food security, as well as developing
the management capacity of an integrated and participatory rural development. The
project also aligns with various plans set in place by the Mauritanian government such
as the National Biodiversity Strategy, the National Action Plans for Adaptation to
Climate Change (NAPA), the NAP for combating Desertification (PAN-LCD), and
the National Environmental Action Plan (NEAP). In particular, the NEAP has the
following specific objectives that the project should directly contribute to through its
various components:
o Objectives 2.1 addresses the need to capitalize all actions in the field of
environmental information;
o Objective 2.2 aims at setting up an information system to better manage the
environment;
o Objective 2.3 addresses the need to establish mechanisms for the exchange
between the different actors using New Communication and Information
Technologies, which includes data bases and GIS information, and;
o Objective 10.3 specifically addresses water management for the benefit of
oases agriculture
Finally, the project will also align with the Mauritanian government’s policies and strategies
such as the “Schéma National d’Aménagement du Territoire” (1986); the Land Tenure Law
“Loi foncière et domaniale” (1997, 2002); the Poverty Reduction Strategy Paper (PRSP,
revised in 2001) and the 2001 Agro-food Strategy.
1
www.environnement.gov.tn/fileadmin/medias/pdfs/projet_etude/projet_GDEO/3_1.pdf
https://www.imf.org/external/french/pubs/ft/scr/2013/cr13189f.pdf
3
www.fao.org/fileadmin/user_upload/wa_workshop/country-paper/Mauritania_NCP.pdf
2
33
Alignment with MEAs
Due to the specificity of the oasis ecosystems located in the Circum-sahara region, this project
is a direct contribution the main Rio conventions. The project aligns closely with most of the
strategic objectives of the UNCCD, as it will lead to the improvement of the condition of
oasis ecosystems affected by land degradation and desertification (strategic objective 2). By
enhancing the adaptive and sustainable management of oasis ecosystems, the project aligns
with the expected impact under the 2nd strategic objective of the UNCCD, which aims at
enhancing “land productivity and other ecosystem goods and services in affected areas […]
contributing to improved livelihoods”. The expected outcomes of the project also align with
the 1st strategic objective of the UNCCD, which aims at improving the livelihoods of land
degradation-affected populations, sustainably managed oasis ecosystems would contribute to
various social and environment benefits (see sections 5.1 and 5.2). Furthermore, the
enhancement of adaptive and sustainable management of oasis ecosystems should directly
contribute to the conservation of biological diversity (strategic object 3). Within the context of
the UNCCD, while dealing with land degradation the project strongly promotes civil society
involvement.
As for the UNCBD, the project focuses on conservation and sustainable in-situ conservation
of unique oases ecosystem’s biodiversity, thus aligning with the objectives of the UNCBD. In
terms of the UNFCCC, given the project’s focus on adaptive management of the oasis
ecosystems, this takes into consideration the adverse impacts of climate change in the
participating countries’ regions (North Africa’s drylands), which are expected to be strongly
impacted by drought and increase of temperature as a result of climate change.
b) Alignment with GEF focal area and/or LDCF/SCCF strategies
The current project is at the heart of the GEF-5 LD mandate, which is to contribute to
arresting and reversing current global trends in land degradation, specifically desertification
and deforestation. More specifically, this project is aligned with the GEF-5 LD fourth
objective, which aims at increasing capacity to apply adaptive management tools in SLM, i.e.
outcome b “improved project performance using new and adapting existing tools and
methodologies”. Thus, it is expected that the project will contribute to the GEF-5 LD output
4.2 by contributing to SLM knowledge base.
Furthermore, the project is also aligned with the latest land degradation strategy for GEF-6,
especially objective 3 “reduce pressures on natural resources by managing competing land
uses in broader landscapes”, program 4 “scaling-up sustainable land management through the
landscape approach” and objective 4 “maximize transformational impact through
mainstreaming of SLM for agro-ecosystem services”, program 5 “mainstreaming SLM in
development”.
c) Alignment with FAO Strategic Framework and Objectives
The project relates to Strategic Objective (SO) 4 of FAO’ Strategic Framework and
Objectives 1, which aims at “enabling inclusive and efficient agricultural and food systems”
1
http://www.fao.org/docrep/018/mi317e/mi317e.pdf
34
and will also contribute to SO-3, “reduce rural poverty” by improving SLM in Maghreb’s
oases systems. The project will contribute to “build the capacity of regional organizations to
contribute to the development of efficient and inclusive food markets” (SO-4).
35
SECTION 2 – PROJECT FRAMEWORK AND EXPECTED RESULTS
2.1 PROJECT STRATEGY
This project is based on the key assumption that adequate and timely knowledge is key to the
sustainable management of oases. The project recognizes that, to date, a key barrier to the
sound management of oases has been the lack of understanding, among the key oasis users, of
trends, indicators, and dynamics of the oasian ecosystem. It is therefore focussing on
providing the right kind of knowledge, to the right kind of users, at the appropriate time.
The project will be supporting activities addressing the barriers that prevent dynamic
conservation and adaptive management of Maghreb oases ecosystems (see section 1.1.1b and
Box 2 below). To do so, the project will endeavour to improve the various institutional skills
required to properly collect, manage and monitor the most relevant data on land degradation
and NRM in oasis ecosystems (Component 1). Once the relevant data and key indicators of
LD are identified, the project will aim at identifying and sharing the best adaptive
management practices through the various oasis networks and other institutions (Component
2). On the basis of this knowledge, the project will also seek to support enhanced advocacy
and awareness within and about oases (Component 3). Thus, within the scope of this project,
two main levels of activities are considered: (1) to support country level information systems
on oasian degradation trends, as well as monitoring systems that will enhance the national and
regional monitoring and management of oasis ecosystems, and (2) linking and harmonizing
initiatives at a local level while sharing knowledge on best adaptive management practices.
The main outcomes can be summarized as follows:
National/country level oases ecosystem monitoring and awareness creation:
• Enhanced oases ecosystem monitoring system providing harmonized and standardized
data management and effective monitoring tools and system including in country
training programme;
• Enhanced institutional coordination and capacity to effectively monitor oases
ecosystems;
• Enhanced awareness amongst decision makers about the need for adaptive
management of oasis ecosystems.
Local level/oases communities – dissemination of best SLM practices
• Enhanced and expanded knowledge base on dynamic conservation and adaptive
management of Maghreb Oases;
• Enhanced awareness, capacities and opportunities for local communities to derive
socio-economic, cultural and environmental benefits resulting in increased valuation
and sustainability of the Maghreb oases heritage systems.
Box 2: Adaptive Management
The adaptive management of ecosystems is an approach that incorporates research into
conservation methods. It is the integration of design, management, and monitoring to
systematically test assumptions in order to adapt and learn from experiences in a given site.
Some of the differentiating characteristics of adaptive management are:
36
- Acknowledgement of uncertainty about what policy or practice is ‘best’ for the particular
management issue;
- Thoughtful selection of the policies or practices to be applied (the assessment and design
stages of the cycle);
- Careful implementation of a plan of action designed to reveal the critical knowledge that is
currently lacking;
- Monitoring of key response indicators;
- Analysis of the management outcomes in consideration of the original objectives;
- Incorporation of the results into future decisions.
Sources:
FAO. 2003. World Soil Resources Reports 101. BIOLOGICAL MANAGEMENT OF SOIL ECOSYSTEMS FOR SUSTAINABLE
AGRICULTURE. Report of the International Technical Workshop. Organized by EMBRAPA-Soybean and FAO - Londrina,
Brazil, 24 to 27 June 2002. Rome, FAO. www.fao.org/docrep/006/y4810e/y4810e00.htm#Contents
www.fao.org/agriculture/crops/thematic-sitemap/theme/spi/soil-biodiversity/initiatives/adaptivemanagement/en/
2.2 PROJECT OBJECTIVES
The Global Environmental Objective of the project is:
To enhance, expand and sustain the adaptive management and monitoring of the Maghreb
oasis systems.
2.3 EXPECTED PROJECT OUTCOMES
The main outcomes can be summarized as follows (see also Appendix 1):
Outcome 1: Enhanced institutional skills and technical capacity for managing, monitoring
and analysing the oases production systems.
As mentioned in section 1.1.1c, the project’s participating countries need to enhance their data
collection and monitoring skills with regards to oasis ecosystem management at national and
regional levels. This outcome will specifically address that need by first providing the means
to harmonize and standardize data collection and management practices. The executing
partners will thus oversee the comparison of data collection methodologies developed at
national and local levels in order to come up with a common methodology that can be adapted
to various needs (i.e. local, national and potentially regional levels). The outcome will also
lead to the creation of a user-friendly GIS-based decision support tool developed according to
national needs and applicable at a local level. Such a tool should be developed with the
potential to being up-scaled at a regional level, should the need for it arise. Finally, in order to
achieve the desired outcome, the project will proceed with training trainers on natural
resources monitoring, thus ensuring proper managing and monitoring of oasis ecosystems at
national and local levels.
Outcome 1 Targets:
1. At least 3 people in at least 8 organizations per country (24 people per country) are
using enhanced tools and methodologies at the end of the project. Of these, at least
30% are women and 30% are youth.
37
Outcome 2: Local Stakeholders' capacities are enhanced to disseminate knowledge and
conduct trainings on best practices for SLM and better management of oases.
To achieve the desired outcome, the project will first build on past and existing work aiming
at identifying the best practices for oasis ecosystem adaptive management (e.g. PACO-3). The
project will then endeavour to create a strong methodology for identifying and acquiring such
best practices at national and regional levels through a participative approach with all
stakeholder groups (academia, government, civil society, media). Once the methodology is
put in place, training will be carried out at local and national levels in order to identify the
best practices, which should also encompass “bad practices”, to avoid past mistakes in terms
of SLM and NRM. Activities to share and disseminate the identified best practices, will also
be organized, such as trainings or study tours
Outcome 2 Targets:
1. In the 3 countries, 200 persons of which 50% represent local organizations and 50%
represent public institutions are trained on best practices. At least 30% of those trained
are women and 30% youth.
Outcome 3: Increased awareness among policy makers, communities, associations and
This outcome will be achieved by building on initiatives put in place by various oasis
stakeholders in the Maghreb, including some of the executing partners of the project (e.g.
RADDO). As part of the strategy to increase awareness on oasis ecosystem, the project will
endeavour to create and publish a regional Atlas of oasis, building on a similar monograph
being developed as part of the “Tunisia Oases Ecosystems and Livelihoods Project” (section
4.1b). This tool will both serve the purpose of raising awareness of the importance of
preserving oasis ecosystems among the civil society, as well as an advocacy tool for
government officials, by providing information on current status of oasis in the participating
countries. Furthermore, to achieve this outcome, targeted and audience-adapted
communication and advocacy strategies will be designed and implemented, with key
messages varying from one country to the next. Finally, a public declaration on oases will be
created, promoting the best management practices previously identified in the project and the
vital importance of such ecosystems in the Maghreb, thus highlighting shared values among
oasis dwellers, users and decision-makers.
Outcome 3 Targets:
1. 1000 persons, of which 10% are VIPs, and 50% are women and youth, are adhering to
the values of oases as expressed in a public declaration.
Outcome 4. The project's Monitoring and Evaluation System enables adaptive management
This outcome will be achieved through the work of the Project Steering Committee, with the
support of national technical committees and the project coordination unit.
Ongoing
monitoring and evaluation activities will include annual planning and budgeting, periodical
technical report and supervision, financial reporting, and annual Project Implementation
Reports. Regular M&E activities will enable the project to be managed adaptively, dealing
with any obstacles rapidly, and mobilizing all partners in the creation of synergies and
partnerships.
38
Outcome 4 Targets:
1. The project's indicators and targets are monitored and reported annually and at the end of
the project
2.4 PROJECT COMPONENTS AND OUTPUTS
As seen in section 1.1.1c, the project’s components and outputs are as follow:
Component 1: Enhancing institutional skills to collect, manage and monitor land degradation
trends and impacts.
The component will focus on enhancing institutional skills and technical capacity of national
and local institutions for collecting, managing and monitoring land degradation trends and
impacts on oasis production ecosystems based on the development of key indicators of land
degradation. It will support the harmonization and improvement of nation-wide data
collection, data structuring, data access and data quality management as well as developing
and implementing training programmes for monitoring of the oasis ecosystems. During the
project preparation phase, the stakeholders surveyed in the participating countries emphasized
the need to strengthen national and local capacities for managing and monitoring land
degradation and oasis ecosystems, as well as harmonizing the methodologies to do such
monitoring – this component will specifically address this need.
Thus, component 1 will be delivered through the following outputs and activities:
Output 1.1: Harmonized methodologies to monitor oases ecosystems are developed for the
use by national and local R&D institutions, government and NGOs.
As mentioned in sections 1.1.1c and 2.3, these activities enhance skills and strengthen
capacities in data collection and monitoring related to oasis ecosystem management. Given
their technical capacity for collecting, managing and monitoring various data sets and
environmental trends, the FAO, the ANDZOA (Morocco), the CRRAO (Tunisia), and the
CNRADA (Mauritania) will be the main executing agencies for the two activities. The
CRTEAN in Tunisia will also be an executing partner under activity 2 given its expertise in
geo-referenced data systems.
To achieve this output, the following main activities will be implemented:
1. Data collection and management practices will be harmonized and standardized at
national and regional levels.
2. The project will seek to support a regional task force towards the development of a
platform for sharing geo-referenced data and information on the state and management
of oasis.
Output 1.1 target:
1. At least 1 set of harmonized data collection methodologies per country is developed
and a process is under way to harmonize at regional level by the end of the project.
39
Output 1.2: Institutional capacities of R&D and government planners are enhanced to
undertake geospatial analysis in Oases.
The main focus of this output will be the creation of a decision support tool for oasis
management that can be adapted to local needs, while providing standardized approaches
regionally. The DST will be developed according to a nationally-based needs assessment, so
as to ensure it is well calibrated to meet local needs. Overall, the end-product DST should be
user friendly and should most probably be developed as an open source GIS software that can
be easily upscaled at a regional level. To ensure that the newly developed tool is used
properly and efficiently across a research and technical institutions, trainings will be
conducted. Finally, when the GIS-based DST has been developed, it will be tested in the field
through data collection in each country. Activities under this output will be coordinated by the
FAO in collaboration with lead technical partners nationally, namely the CNRADA for
Mauritania, the CRRAO for Tunisia and the ANDZOA for Morocco. Each national
organization will be tasked to coordinate among the various national stakeholders to ensure
the full spectrum of views and needs is integrated in the DST.
The main activities to be implemented under this output are as follows:
3) The development of a GIS-based DST for adaptive oasis management on the basis of
existing tools and methods and based on a needs assessment at national level.
4) There will also be a training of national research and monitoring centers in the use of
the DST and data collection for oasis management.
5) Validate tools and methodologies at local level through data collection and practical
application.
Output 1.2 Targets:
1. At least 1 GIS-DST is developed and tested at local level;
2. At least 50 people are trained in each country, of which at least 50% are women, by
the end of the project.
Output 1.3: Experts, civil society representatives and other resource persons from the 3
countries are qualified to organize workshops on NRM and SLM monitoring aspects in the
region.
To ensure that institutional skills to properly manage and monitor oasis ecosystems at national
and local levels are strengthened, the project will undertake training of trainers on natural
resources monitoring, based on the identified best adaptive management practices (see
Component 2) and on the development of the DST. The FAO will be the main executing
agency for this output and activities.
This output will be achieved through the following main activities:
6) The training of trainers on NRM, SLM and resource monitoring at local/decentralized
level.
7) The training of local communities and extension services in project sites on NRM,
SLM and monitoring of oasis resources on the basis of identified best practices
(Component 2).
40
Output 1.3 Target:
1. At least 20 people are trained in each country, of which at least 30% are women and
30% youth.
Component 2: Best practices for the adaptive management of oasis ecosystems are selected,
characterized and shared within the network.
This project component will focus on enhancing and expanding the best practices on adaptive
management and dynamic conservation of oases, taking into account the local assets and
resources. It will also promote the maintenance of the oasis ecosystem’s goods and services
and enhance the community’s institutional arrangement. Specific and targeted training and
capacity building for the oases communities (including women and youth) will be developed
and implemented. Cross-country study tours, to help and learn from each specific oasis’ best
practices will also be carried out. The project will ensure that communities gain the necessary
knowledge on best practices and means to derive maximum benefits from oasis goods and
services.
Component 2 will be delivered through the following output and activities:
Output 2.1: Best practices for the adaptive management of oasis ecosystems are selected,
documented and shared among CSOs using a common methodology.
This output will be achieved by first putting in place a methodology that will allow the
identification of best practices for oasis management through a participatory approach, which
will involve a process for defining and validating such “best practices” at national and
regional levels. After the methodology has been decided on and put in place, oasis
stakeholders at national and local levels will be trained to identify the best practices for SLM
and NRM in oasis ecosystem, also emphasising on “bad practices”. Particular attention will
be paid to identifying best practices that are of specific relevance to women and youth. The
identified best practices will then be shared through study tours and training sessions
organized in local communities, thus allowing the replication of the best practices identified.
All of the identified activities under this component and output will be executed by the FAO
(activity 8), as well as the ANDZOA, the CRRAO, the Ministry of Environment in
Mauritania, and the RADDO (activity 9). The study tours and training sessions (activity 10
and 11) will be executed by the FAO in association with the RADDO.
The main activities put in place to meet the expected output are as follows:
8) The training of local and national stakeholders on the identification and documentation
of best practices for oasis management and monitoring.
9) The identification of best practices and inappropriate practices through participatory
mechanisms using data and experience gathered during the activities developed under
output 1.2 and 1.3 (see above).
10) The organization of study tours to share and disseminate key identified best practices.
11) Providing local training among CSOs on the replication and upscaling of the top 5 best
practices identified.
Target:
41
1. At least 20 best practices are identified, documented and shared, of which at least 5
concern oasian women's issues.
This project component will focus on selecting, characterizing and disseminating/raising
awareness on the best available practices to facilitate the upscaling of adaptive management
tools for oasis ecosystems. The best practices and key lessons learned related to adaptive
management of oasis ecosystems will be documented and shared with stakeholders through
RADDO and FAO’s communication platforms. The atlas on the state of natural resources of
oasis systems in the Maghreb, based on similar ongoing work in Tunisia, is expected to be
published and disseminated, contributing to enhancing the Maghreb’s knowledge of oasis
ecosystems.
Component 3 will be delivered through the following output and activities:
Output 3.1: Awareness raising products and events, designed to support advocacy, policymaking and planning in oases are developed.
To achieve this output, the project will put in place a communication strategy aiming at
raising awareness of various stakeholders to the importance of preserving the oasis
ecosystems. This strategy will include the creation and publication of a regional Atlas of
oasis, building a similar ongoing project in Tunisia (see above). This regional Atlas will
provide information on current status of oasis ecosystems in the participating countries and
will contribute to raise awareness of the socio-economic and environmental importance of
preserving such systems. The overall communication and advocacy strategy (activity 13) will
be targeted and audience-adapted, with key messages varying from one country to the next.
The targeted audience will range from the civil society to government officials (e.g.
schoolchildren and youth, women, entrepreneurs and the private sector, politicians and lawmakers). Finally, the adoption and signature of a public declaration on oases will help
promote the best management practices identified in the project and the vital importance of
oasis ecosystems in the Maghreb. The output will be jointly delivered by the FAO, the
ANDZOA, the CRRAO the CNRADA, and the RADDO.
Here are the main activities that will be implemented to achieve the output of this
component:
12) The creation and publication of a regional Atlas of oasis;
13) The development and implementation of an active advocacy strategy for civil society
members of the oasis network, based on existing tools (such as the charter of oasis and
the Alliance des Oasis) and including the development of a public declaration on
oases, based on best practices identified and on the role of oases in economy,
environment and culture.
Output 3.1 Targets:
1. 1 Atlas of Oasis created;
2. 1 advocacy strategy developed;
3. 5 policy papers developed;
4. At least 5 information products.
42
Component 4. Monitoring and Evaluation
This component will focus on the establishment and operation of the project’s Monitoring
and Evaluation systems, at regional and national levels, according to an adaptive
management approach. This will include the work of the project Steering Committee,
who will be responsible for taking decisions on major project orientations, and the work
of the national technical support committees, who will address day to day technical
aspects of the project. A Monitoring and Evaluation plan will be developed in agreement
with all partners (see section 4.5 for more detail), which will include regular moitoring of
project indicators and a Terminal Evaluation. Component 4 will be developed through the
following output and activities:
Output 4.1 The Project's M&E System is in place and operational
Section 4.5 provides additional detail on the M&E Plan. Tentative activities under this
component include:
1.
2.
3.
4.
Meetings of the Project Steering Committee and Technical Support Committees
Ongoing supervision and monitoring of project indicators
Semi-annual and annual reporting
Terminal Evaluation
Output 4.1 targets:
1. The project partners perform regular monitoring of project progress and use the
M&E system to make management decisions
43
2.5 GLOBAL ENVIRONMENTAL BENEFITS/ADAPTATION BENEFITS
Global environment benefits will arise from the dynamic conservation and adaptive
management of the Maghreb oases ecosystems, which are related to maintenance of
ecosystem goods and services, and the benefits they generate (soil health and quality, soil
biodiversity, water and air quality). In turn, these ecosystem services support human life
(food, nutrition, health, income, landscape, cultural identity, aesthetics, recreation areas and
meeting place for communities). The project expects to generate the following global
environment benefits:
-
Reduced land degradation: As seen in section 1.1.1b, in order to achieve
sustainability and to avoid degradation of oasis ecosystems, the relevant institutions
and societies need to have substantial knowledge and understanding of their
landscapes, natural resources, productivity and vulnerabilities. The project will
directly benefit this aspect and contribute to reduce land degradation in oasis
ecosystems by enhancing the institutional skills to collect, manage and monitor natural
resources degradation trends and impacts, as well as identifying and communicating
the best practices of oasis ecosystems adaptive management.
-
Increased sustainable use and conservation of biological diversity: As mentioned
in section 1.1a, oasis are unique ecosystems that have evolved by developing
management practices that use the biodiversity of such ecosystems to ensure economic
and livelihood prosperity. By improving skills to manage and monitor such
ecosystems, and by sharing best SLM and adaptive management practices, the project
should directly contribute to preserve and increase the sustainable use and
conversation of biodiversity.
-
The above-mentioned GEB will in turn contribute to increase carbon sinks from
sustainable land management and maintenance of soil cover through the adoption of
best adaptive management practises.
At the local level, the project will also provide economic benefits through reducing losses of
agricultural productivity, infrastructure and disruption to people’s livelihoods in oases. This
will have a direct impact on communities and social structures, as the project’s proposed
activities will contribute to prevent the decline and de-skilling of the oasis communities, and
ultimately it may contribute to prevent the migration of youth to urban centers. Many of the
beneficiaries should also be women, especially within the oasis agriculture sector where they
contribute heavily to overall productivity yet are often the most vulnerable to food insecurity.
The project is also expected to generate significant benefits in terms of adaptation to climate
change, since well-managed oasis ecosystems are more resilient to climate variability and
climate change.
2.6 COST EFFECTIVENESS
The project has sought to identify the most cost-effective and sustainable ways of achieving
its intended outcomes and outputs. In some cases, this has required revising the originally
intended project strategy. For example, under Component 1, the original project strategy
intended to create a regional database of oasis indicators. However, a feasibility analysis
demonstrated that harmonization at the national level was a priority, and that the development
44
of a common but adaptable Decision Support Tool presented an easier way of achieving the
desired outcome. The use of existing available tools, methodologies, information systems,
datasets, and expertise provided by the FAO the CRRAO, the CNRADA and the CRTEAN
will also provide cost savings and efficiencies. The needs assessment will also allow for the
development of a DST that is precisely targeted to the needs of local users, thereby increasing
the prospects for its sustainability.
In terms of ground-truthing and validation of the DST, it was decided that this should occur in
only 2 oases per country, to reduce monitoring costs while ensuring minimal representativity.
Sites would be selected on the basis of data availability, presence of ongoing initiatives or
projects, and other effectiveness criteria. It is expected that the combination of this new data
collection, along with existing data sets, will help to demonstrate the relevance and
effectiveness of the DST.
As for components 2 and 3 of the project, the project will rely on existing networks of local,
national and regional partners into which the project team will be able to tap into in order to
identify and disseminate the best practices for adaptive management of oasis ecosystems.
The project will also build on available data sets and on the experience in Component 1, to
identify best practices, as well as existing sources of information. Trainings will be delivered
through partnerships with existing national institutions, and the training of trainer approach
will be adopted in order to reduce costs while maximizing impact.
Overall, the strategy is to invest the resources on activities and areas where there will be a
significant impact (component 1) and that have the likelihood of being up scaled easily
following the project’s implementation. As for the activities pertaining to information sharing
and communication, although they constitute essential parts of the project, the cost associated
with those will be greatly reduced as a result of the partnerships deployed to enact them.
2.7 INNOVATIVENESS
The project’s innovativeness lies on the fact that it will be the first of its kind to take an
integrated approach to harmonize and standardize parameters and methodologies to monitor
NRM and SLM of Maghreb’s oasis ecosystems. It will also be the first to attempt to develop
a practical decision-support tool for oasian users, one that is sufficiently standardized to be
usable in all parts of the world.
This project provides the means by which local innovation and best practices can be
identified, documented and shared. It will seek to increase the linkages between local
communities to ensure that communication and learning occurs horizontally rather than
following a more traditional top-down method.
Finally, this project seeks to create a platform of cooperation between science, government
and communities to support and maintain the sustainable management of oases, as places of
great ecological and cultural value. The advocacy strategy, while not innovative in itself, will
seek to highlight the uniqueness of the oasian ecosystems, and their place in the broader
global environment and socio-economic context.
45
SECTION 3 – FEASIBILITY (FUNDAMENTAL DIMENSIONS FOR HIGH
QUALITY DELIVERY)
3.1 ENVIRONMENTAL IMPACT ASSESSMENT
Overall, the project is designed to have positive benefits to the environment through the
adoption of best adaptive management and monitoring practices for oases ecosystems in the
Maghreb, as well as reducing the risk of bad practices to be disseminated.
As per the Project Environmental and Social Screening (of which the checklist has been
included in Appendix 11) the project falls into category 1 – low risk of FAO´s environmental
and social risk classification’s system. Therefore, the project will not produce negative
environmental or social impacts and an Environmental and Social Analysis or Impact
Assessment is not required.
3.2 RISK MANAGEMENT
3.2.1 Risks and mitigation measures
Table 3.1 Risk and mitigation matrix
Risk
No.
Risk
statement
Impact
(effect on project
organization if
risk were to
occur: H, MH,
ML, or L)
Likelihood
(estimate of
likelihood:
H, MH, ML,
or L)
Overall
ranking
(Red
Amber
Green)
1
Lack of
interest from
the local
communities
ML
ML
Green
2
Limited
capacity of
local/national
institutions for
implementing
project
activities
MH
L
Amber
46
Mitigating action
Careful identification and
collaboration with key
stakeholders in countries.
The project will include
activities for targeted capacity
strengthening specifically
preparing local and national
institutions for their respective
responsibilities during project
implementation. Key
implementation partners have
been selected in accordance to
their proven expertise and
capacity. Implementation of
project activities will be
additionally assisted by a broad
spectrum of supporting entities
including other government
agencies, universities and
research institutions, CSO as
well as FAO HQ, sub-regional
and country offices.
The limited capacity of the
national, local and oases
farming communities will be
addressed through targeted
training and capacity-building
activities. Training activities of
local personnel will also be part
of all aspects of the work and
the relevant institutions will be
Action
owner
RADDO
FAO
encouraged to expand the staff
base if it is weak in particular
areas.
3
4
Co-funding
from partners
and
collaboration
do not
materialise as
planned and
the project
experience
budget shortcomings.
Tools and
methods fail
to reach
intended endusers
MH
MH
L
L
47
Amber
The project design will not
contain expected results or
activities for which funding has
not been confirmed. Regular
reviews of project progress
together with financial
monitoring during project
implementation will ensure that
corrective actions can be taken
if and as needed.
FAO
Amber
The tools and methods provided
by this project will be designed
on the basis of a thorough needs
and capacity assessment. The
design of the Decision Support
Tool will include an analysis of
the costs of its ongoing
operation, in order to provide
intended users with a costed
plan for its maintenance and
use. Costs will be minimized in
order to increase accessibility.
FAO
RADDO
SECTION 4 – IMPLEMENTATION AND MANAGEMENT ARRANGEMENTS
4.1 INSTITUTIONAL ARRANGEMENTS
a) General institutional context and responsibilities
The institutional and implementation arrangements for this project are based on the mandates
and experience of key institutions that will be involved in the execution of the project. These
include the ones described in section 1.1.3, who will be part of the Technical Steering
Committees (see section 4.2 and Figure 4.1). The executing partners of each component and
activities will be described in further detail below in section 4.2.
In general, this project will be directly executed by the FAO in collaboration with national
and regional executing partners. The FAO will act as GEF Implementing Agency.
b) Coordination with other ongoing and planned related initiatives
The co-executing partners of the project will coordinate with implementing and executing
agencies of a range of ongoing initiatives related to adaptive management and monitoring of
oasis ecosystems in the Maghreb so as to identify opportunities and facilitate mechanisms for
achieving synergies with such relevant GEF-supported projects, as well as with projects
supported by other donors. This will include other FAO activities in the region, to ensure that
best practices are incorporated into project’s approaches. This collaboration will include: (i)
informal communication between GEF agencies and implementing partners in other
programmes and projects; (ii) exchange of information and outreach material among projects;
(iii) participation in meetings with representatives from regional and national institutions,
private sector, and CSOs.
Observatoire du Sahel et du Sahara (OSS): In its Strategy 2020, the organization’s work
revolves around two programmes: (1) the land programme, dedicated to observation,
environmental monitoring and monitoring-evaluation, and (2) the water programme,
dedicated to the sustainable management of shared water resources in the Sahara-Sahel region
with a focus on transboundary aquifers.
For instance, the OSS has contributed to the REPSAHEL. This project, supported by the
Swiss Development and Cooperation, aims at improving the Sahelian populations’ resilience
to environmental change by strengthening the tools for production, dissemination and
exploitation of environmental data and information in national and sub-regional organizations
of the Sahel region. The project is composed of four project components: 1) supporting the
development and maintenance of environmental monitoring systems; 2) developing and
implementing an information-sharing system and a communication strategy; 3) strengthening
the capacity of the local population, and; 4) strengthening the capacity of political decision
makers. The project is expected to conclude at the end of 2015.
Apart from the OSS initiative, in 2015 RADDO members started contributing to the 3-year
programme “One voice adaption for climate change”, which has an objective of identifying
and documenting agro-ecological practices and techniques that can be used as a tool to
combat desertification in dryland areas. The programme will be built upon three objectives: 1)
identifying best practices and lessons’ learned from existing agro-ecological projects in dry
48
areas, 2) characterizing and analyzing the identified best practices under the prism of the
threats of climate change and food security, and 3) supporting the formulation of adapted
policies based on the documented scientific findings and data. The programme is under
negotiation for being funded by the Swiss Cooperation (SDC), the French Fund of Global
Environment (FFEM) with the support of Agence Française de Développement (AFD), and/or
IFAD and the Norwegian Development Fund, as well as receiving contributions from other
Drynet Partners.
The FAO has also launched several initiatives in the past years that can serve as relevant
baseline for the current project, and with which coordination would be beneficial, especially
so with regards to the first component:
FAO-Crop-Information-Portal: is a web based geospatial tool developed under the project
“Agricultural Information System - building provincial capacity for crop estimation,
forecasting, and reporting based on the integral use of remotely sensed data”. It is an
opensource platform to support data and information dissemination on major crops (wheat,
maize, rice, cotton and sugarcane) and agro-meteorological conditions affecting crop growth.
Maps, raw data and derived spatial and temporal statistics are delivered through this tool.
FAO-Collect-Earth: this program is a Google Earth plugin developed in FAO for forest
sampling analysis in synchronism with Google Earth Engine and Open Foris Collect. Collect
Earth is a tool that enables data collection through Google Earth. In conjunction with Google
Earth, Bing Maps and Google Earth Engine, users can analyze high and very high resolution
satellite imagery for a wide variety of purposes, including support multi-phase National
Forest Inventories, point sample based Land Use, Land Use Change and Forestry (LULUCF)
assessments, monitoring agricultural land and urban areas, validation of existing maps,
collection of spatially explicit socio-economic data, and quantifying deforestation,
reforestation and desertification. Its user friendliness and smooth learning curve make it a
perfect tool for performing fast, accurate and cost-effective assessments. It is highly
customizable for the specific data collection needs and methodologies. Additional information
is available at www.openforis.org/
FAO-FRA-RSS: This program is part of a collaboration effort between the FAO and the
South Dakota State University, as well as the United States Geological Survey's National
Center for Earth Resources Observation and Science (EROS). This survey improves the
knowledge on forest land use change dynamics over time, including deforestation,
afforestation and natural expansion of forests. Updated forest land-use and change rates
(deforestation and afforestation) have been calculated at global, region (continent) and
ecological zone scales for 1990, 2000 and 2010. The results of the update for 1990-2010 are
available at http://foris.fao.org/static/data/fra2010/RSS2010update.pdf. New estimates of the
area in forest land-use and change rates (deforestation and afforestation) have been calculated
at global, region (continent) and ecological zone scales for 1990, 2000 and to 2005.
Additional information is available at: www.fao.org/forestry/fra/remotesensingsurvey/en/
Other initiatives with which coordination will be necessary will include the following:
MENA-DELP: The Middle East and North Africa (MENA) Desert Ecosystems and
Livelihoods (MENA-DELP) knowledge sharing and coordination project is a four year
49
project (2013-2017) of $157,847,465 USD funded by the World Bank and GEF 1 (GEF’s
contribution: $3,022,965 USD) covering Algeria, Egypt, Jordan, Morocco and Tunisia. Each
country implements national sub-projects in areas of sustainable management of desert
ecosystems. The MENA-DELP project aims at a better understanding of the linkages between
desert ecosystem services and desert livelihoods for an informed decision-making, mainly
through enhanced knowledge of the linkages; improved knowledge-sharing systems on
questions related to desert ecosystem and livelihoods; improved networks and information
flows on desert ecosystems at the national and international level.
GIAHS: The concept of Globally Important Agricultural Heritage Systems (GIAHS) was
launched under the auspices of the FAO in 2002 with funding from IFAD, GTZ, and in
partnership with UNESCO and the UN University 2. It aims to enhance the understanding of
traditional knowledge, systems, culture, biodiversity, food security and livelihoods of the
custodians. The project was successful in piloting the dynamic conservation and adaptive
management approach for oases agricultural heritage in countries such as Algeria, Tunisia and
Morocco. For instance, in Algeria, the Wali passed the Wilaya decree establishing 4,900 ha of
protected area in El-Ougla site, and National People’s Assembly confirmed their support
through the National Programme for Agricultural Development. It is expected that this project
will contribute to the identification of oases of potentially global significance that could be
recognized and supported through GIAHS. It will be important to coordinate with the GIAHS
initiative as it will contribute to identify oases that could be recognized and supported as
GIAHS and also because it was successful in the past in piloting the dynamic conservation
and adaptive management approach for oases agricultural heritage in Algeria, Tunisia and
Morocco (see section 1.1.4).
LADA/WOCAT: The Land Degradation Assessment in Drylands (LADA) and World
Overview of Conservation Approaches and Technologies (WOCAT) project implemented by
the FAO, with support from a GEF grant ($7,725,000 USD), was designed to develop and
implement participatory methods and tools for mapping and assessing “degradation status and
trends” and “sustainable land management” at national and local levels. The project uses a
variety of technologies, from satellite images to digital databases to soil and vegetation
sampling. It takes into account both biophysical and socio-economic issues. The methodology
is based on the assumption that human activities on the land are the main driver for causing
land degradation. It also built the capacity of multiple stakeholders from national to provincial
levels in conducting such assessments, including local level assessments with local
communities, to understand the inter-relations between land degradation processes, their
drivers and pressures, and their impacts on ecosystem services and livelihoods. The
assessment was conducted at one point in time but could be re-conducted at regular intervals
and/or in specific areas identified for monitoring effects of intervention strategies in reversing
degradation and promoting adoption of SLM practices. During the period 2014-2017 Tunisia
together with Morocco and 13 other countries worldwide will be involved in a further GEF
project to develop decision support tools for the effective use of such LD and SLM
assessments for integrated planning and management of land resources across sectors and
with all key stakeholders. The focus on oases in this project will be a timely opportunity to
identify specificities that need to be addressed in oases environments in terms of information,
monitoring and analysis for better informed decision making, socio-cultural aspects, socioeconomics, governance, environmental and livelihood resilience and so forth.
1
2
www.thegef.org/gef/project_detail?projID=4620
In 2008, the project received a 3.5 million US$ grant from the GEF. Although the GEF grant has been fully implemented,
efforts under the GIAHS initiative continue.
50
Tunisia Oases Ecosystems and Livelihoods Project 1: This project, partly financed by the
GEF ($5,760,730 USD), aims at improving sustainable natural resources management and
promoting livelihoods diversification in targeted traditional oases in Tunisia. While previous
initiatives have focused on the sustainability of water management, the ecosystems and
livelihoods project will support broader NRM and sustainable economic diversification by
establishing an integrated and bottom-up development process through a range of institutional
measures and investments. By targeting traditional and fragile oasis ecosystems, specific
outcomes include: (a) conserving and promoting biodiversity and reducing the severity of
land degradation through piloting participatory approach for sustainable oases management at
the local level; (b) increasing the efficiency of water management for agriculture; (c)
improving the livelihoods of local people, especially women and youth, by diversifying
economic activities; and (d) establishing, with the government, an effective strategy for
sustainable development of the country oases. As part of the first component of this project is
the creation of an Atlas of Tunisian traditional oases on which the current project will be able
to build on for its third component – it will therefore be paramount to coordinate with this
Tunisian initiative.
Conservation of biodiversity and mitigation of land degradation through adaptive
management of agricultural heritage systems: This $8,621,918 USD GEF funded project’s
objective is to strengthen approaches that promote biodiversity conservation and mitigate land
degradation in globally important oases ecosystems by demonstrating adaptive management
of agricultural heritage in Morocco. More specifically, it will aim at enhancing the
conservation and sustainable management of five oasis systems, including their revival and
the support of the role these systems play in household food security and in the maintenance
of agricultural biodiversity. The project will be implemented by the National Institute for
Agricultural Research (INRA) and the Ministry of Agriculture and Marine Fisheries of
Morocco (MAPM) and is meant to last until the end of 2018.
Morocco Social and Integrated Agriculture (ASIMA): This $ 41,980,000 USD GEF
funded project, which supports the Plan Maroc Vert, falls under the GEF areas of Land
Degradation and Biodiversity focal areas. More specifically, the project’s objective is to
increase the implementation of land and biodiversity conservation measures in selected
projects directed to small farmers located in targeted marginal areas in Morocco. The Agency
for Agricultural Development (ADA) will be responsible for the overall coordination of the
ASIMA.
4.2 IMPLEMENTATION ARRANGEMENTS
The FAO will be the GEF implementing agency responsible for supervision and provision of
technical guidance during project implementation. The administration of the GEF resources
will be carried out in accordance with rules and procedures of FAO, and in accordance with
the agreement between FAO and the GEF Trustee. The FAO will also be responsible for the
financial execution and operation of the project and will be assisted in that role by the
regional Project Steering Committee (PSC) who will approve budget spending for the
components’ activities (see below and Figure 4.1). The FAO Representative in the Subregional office in Tunisia will be the Budget Holder (BH) responsible for the timely
operational, administrative and financial management of the project.
1
www.environnement.gov.tn/index.php?id=253#.VVy7y0Z8o89
51
As a GEF’s implementing agency for this project, the FAO will:
•
•
•
•
Manage and disburse funds from GEF in accordance with the rules and procedures of
the FAO;
Oversee, along with the Project Steering Committee (PCS), project implementation in
accordance with the project document, work plans, budgets, agreements with cofinanciers and the rules and procedures of FAO;
Provide technical guidance to ensure that appropriate technical quality is applied to all
activities of the project;
Report to the GEF Secretariat and Evaluation Office, through the annual Project
Implementation Review on project progress and provide financial reports to the GEF
Trustee, and;
The project’s main executing partners will be national and regional institutions in close
collaboration with other project partners. In addition, the project will enter into execution
arrangements with the RADDO for some regional civil society activities, as well as with
various research institutions for technical capacities and activities (see Table 4.1).
A regional Project Steering Committee (PSC) will be set up to supervise and support the
coordination of the project implementation, and will be chaired by the FAO. It will bring
together the following key institutions: the FAO, the CARI (RADDO), the CNRADA in
Mauritania, the CRRAO and the CRTEAN in Tunisia, the ANDZOA in Morocco, and finally
the Union du Maghreb Arabe (UMA) at the regional level. The PSC will guide and oversee
the implementation of the project as follows:
•
•
•
•
•
•
Provide guidance to ensure that project implementation is in accordance with the
project document;
Review and approve any proposed revisions to the project - project results framework
and implementation arrangements;
Review, amend (if appropriate) and endorse all Annual Work Plans and Budgets;
Review project progress and achievement of planned results as presented in Project
Progress Reports, Project Implementation Reviews (PIRs) and Financial Reports;
Advise on issues and problems arising from project implementation, submitted for
consideration by the Project Coordination Unit (PCU) and the Technical Steering
Committees (see below); and
Facilitate cooperation between all project partners and facilitate collaboration between
the Project and other relevant programmes, projects and initiatives in the participating
countries.
The Project Coordination Unit (PCU) will be established in the sub-regional office of the
FAO in Tunisia. The PCU will be staffed by a dedicated Project Coordinator, who will be
supported by short-term consultants hired by the project as needed. The PCU will be
responsible for the day-to-day management of the project and timely and efficient
implementation of and monitoring of approved annual work plans. In close consultation with
other partners involved in the execution of project components, the PSC, the FAO, and the
national Technical Steering Committees (TSC), the PCU will:
•
•
Act as secretariat to the PSC;
Organize project meetings and workshops, as required;
52
•
•
•
•
•
•
•
Prepare Annual Work Plans and detailed Budgets (AWP/B) and submit these for
approval by FAO and the PSC;
Coordinate and monitor the implementation of the approved AWP/B;
During project inception period, review the project’s M&E plan and propose
refinements, as necessary, and implement the plan;
Prepare the Project Progress Reports (PPRs) and give inputs in the preparation of the
annual Project Implementation Review (PIR) by the FAO Lead Technical Officer.
Ensure that all co-financing partners provide information on co-financing disbursed
during the course of the year for inclusion in the PIR;
Coordinate the project with other related on-going activities and ensure a high degree
of inter-institutional collaboration; and
Undertake procurement of goods and services for the project;
Assist in the organization of the final evaluation and any required supervision.
In addition national Technical Steering Committees (TSC) will be set up in the three
participating countries to supervise and coordinate the implementation of national project
activities. The TSCs will coordinate all activities closely with the Project Coordinator of the
PCU, the FAO and the PSC, and will be chaired by the national executing partners. In each
participating country arrangements will be made to ensure the representation of various
stakeholders and institutions as part of the TSCs. In Mauritania, the following institutions
will be part of the TSC: the CNRADA and the Tenmiya as RADDO’s focal point. In
Morocco the TSC will be composed of the following organizations: the ANDZOA, the
AOFEP (RADDO’s focal point), the Direction de l’Aménagement du Territoire (DAT), the
Office Régional de Mise en Valeur Agricole (ORMVA), the Ministry of the Environment, the
Observatoires Régionaux de l’Environnement et du Développement Durable (OREDD), the
Centre National pour la Recherche Scientifique et Technique (CNRST), the Agence de Bassin
Hydraulique (ABH) and possibly other NGOs. Finally, in the Tunisia, the TSC will include
the following institutions: the CRRAO, the ASOC (RADDO’s focal point), the DGRE, the
DG/GREE, the Direction des Sols, the Ministries of Local Development, of the Environment
and of Tourism, the Centre National de la cartographie et de la Télédétection (CNTC), the
DGPA, the Centre Technique des Dattes (CTD), the Agence Foncière Agricole du Sud, and
the Institut des Régions Arides de Médenine (IRA).
Overall, the institutional set up for project implementation is illustrated in figure 4.1.
Furthermore, as briefly described in section 2.4, the executing partners will implement the
technical components of the project. Table 4.1 give the list of those executing organizations,
their roles and responsibilities, as well as the components and activities of the project they
will be responsible for.
53
Figure 4.1 Project implementation structure
a)
Roles and responsibilities of the executing partners
The various roles and responsibilities of the executing partners are described in Table 4.1
below.
Table 4.1 List and roles of the executing partners
Stakeholders
CSO
Governments
1
RADDO
ANDZOA
(Morocco)
Role/Mandate
Aims at protecting and
promoting the sustainable
development of Oases. It
was founded as a direct
response to the inhabitants’
of African oases’ wish to alt
the steady decline of their
environment. On top of
developing a large network
of various oasis stakeholders
and actors in the Maghreb,
the RADDO has developed
strong competencies in
capacity building,
communication and
awareness-raising strategies,
as well as leading successful
advocacy campaigns related
to oasis sustainable
development.
Aims at developing, in
coordination with
government authorities,
elected bodies and other
agencies, a comprehensive
See section 2.4 for the list of components, outputs and activities.
54
Responsibility in Project 1
Under Component 2, the RADDO will
oversee, along with other executing
partners, the identification of best and
inappropriate practices for adaptive oasis
management (act. 9). It will also contribute
to the organization of study tours to share
and disseminate the key identified practices
(act.10), as well as trainings on the
replication and upscaling of the top 5 best
practices (act. 11).
The RADDO will be the main executing
partner for the coordination and
implementation of Component 3, pertaining
to the communication and advocacy strategy
to raise awareness about best adaptive
management practices in oasis ecosystems
(act. 13).
Under Component 1, the ANDZOA will
contribute to the development of
harmonized and standardized methodologies
to monitor oasis ecosystems (act. 1 &2), as
well as developing a GIS-based DST for
program for sustainable
development of the oases
and Argan territories and to
ensure its implementation,
monitoring and evaluation.
The ANDZOA, operates
under the authority of the
Ministry of Agriculture.
Ministry of the
Agriculture
(Mauritania)
Centre Régional
de Recherche en
Agriculture
Oasienne de
Degache
(CRRAO;
Tunisia)
Research
institutions
Centre National
de Recherche
Agronomique et
de
Développement
Agricole
(CNRADA;
Mauritania)
Centre Régional
Is the responsible authority
for ensuring the sustainable
development of oasis
production systems and has
supported, to that effect, the
CNRADA (see below).
Is responsible for carrying
out all research work and
experimentation in oasis
agriculture. Among other
things, it is responsible for
identifying, planning and
executing research and
experiments on agricultural
production systems in the
oasis zones. Its mission also
consists of contributing to
technology transfer. The
CRRAO has developed
technical expertise in
research themes focusing on
palm tree diseases,
biological control, as well as
water, soil and biodiversity
resource management. It is
also recognized for its
capacity for data
harmonization related to
oasis ecosystems
One of the three agricultural
research centers in
Mauritania. The center’s
research is organized under
five main programs: 1)
irrigation-based production
systems; 2) rain- and
riverfed production systems;
3) desert oases systems; 4)
sylvo-pastoral systems, and;
4) peri-urban production
systems. It operates under
the Ministry of Agriculture.
Based in Tunis, it aims at
55
adaptive management of oases (act. 3).
ANDZOA will also oversee, with other
executing partners, the validation of tools
and methodologies developed under this
component (act. 5). Under Component 2,
the ANDZOA will contribute to the
identification of best adaptive management
practices (act. 9), and under Component 3, it
will contribute to the creation of a regional
Atlas of oases (act. 12).
The Ministry of Agriculture of Mauritania
will be involved in specific activities under
all three components of the project. Namely,
it will, along with other executing partners,
contribute to the validation of tools and
methodologies developed under Component
1 (act. 5); help identify the best adaptive
management practices for oasis ecosystems
(Component 2, act. 9), and, under
Component 3, it will contribute to the
creation of a regional Atlas of oases (act.
12).
The CRRAO will equally contribute to the
execution and coordination of Components
and activities in which the ANDZOA will
be involved (see above). As such, the
CRRAO will: contribute to the development
of harmonized and standardized
methodologies to monitor oasis ecosystems,
as well as developing a GIS-based DST for
adaptive management of oases, and the
validation of tools and methodologies
developed under this component
(Component 1, act. 1, 2, 3 & 5); under
Component 2, it will contribute to the
identification of best adaptive management
practices (act. 9), and under Component 3, it
will contribute to the creation of a regional
Atlas of oases (act. 12).
The CNRADA will mainly contribute to
Component 1. Along with the other
executing partners of this component, it will
see to the development of harmonized and
standardized methodologies to monitor
oasis ecosystems (act. 1 &2), and develop a
GIS-based DST for adaptive management of
oases (act. 3).
The CRTEAN will mainly be involved in
de Télédétection
des États
d’Afrique du
Nord
(CRTEAN;
Tunisia)
encouraging the institutions
in its Member States
(Algeria, Mauritania,
Morocco, Tunis & Libya) to
use remote sensing
techniques and upstream
systems in the areas of
sustainable development and
scientific research. Given the
center’s role in technologies
transfer and capacities
building for its member
states, it’s involvement in
the current project as a an
executing partner is essential
to insure the success of
component 1.
56
the development of a platform for sharing
geo-referenced data and information on the
state and management of oasis (Component
1, act. 2)
4.3 FINANCIAL PLANNING AND MANAGEMENT
4.3.1 Financial plan (by component, outputs and co-financier)
Component/output
FAO
RADDO
(via CARI)
Gov. of
Mauritania
Gov. of
Morocco
Gov. of
Tunisia
Total Cofinancing
% Cofinancing
GEF
% GEF
Total
Component. 1: Enhancing institutional skills to collect, manage and
monitor natural resources degradation trends and impacts
$950,000
$250,000
$400,000
$800,000
$1,665,000
$4,065,000
82%
$868,500
18%
$4,933,500
O 1.1: Harmonized methodologies to monitor oases ecosystems are developed
for the use by national and local R&D institutions, government and NGOs
$200,000
$0
$0
$200,000
$0
$400,000
67%
$198,500
33%
$598,500
$750,000
$0
$0
$300,000
$665,000
$1,715,000
77%
$510,000
23%
$2,225,000
$0
$250,000
$400,000
$300,000
$1,000,000
$1,950,000
92%
$160,000
8%
$2,110,000
$400,000
$350,000
$100,000
$200,000
$0
$1,050,000
76%
$335,000
24%
$1,385,000
O 1.2: Institutional capacities of R&D and government planners are enhanced to
undertake geospatial analysis in Oases
O 1.3: Experts, civil society representatives and other resource persons from the
3 countries are qualified to organize workshops on NRM and SLM monitoring
aspects in the region.
Component 2: Best practices for the adaptive management of oasis
ecosystems are selected, characterized and shared within the network
O 2.1: Best practices for the adaptive management of oasis ecosystems are
selected, documented and shared among CSOs using a common methodology
Component 3: Increased awareness among policy makers, communities,
associations and networks about oasis ecosystems and adaptive
management tools
O 3.1: Awareness raising products and events, designed to support advocacy,
policy-making and planning in oases are developed
400000
$350,000
$100,000
$200,000
$0
$1,050,000
76%
$335,000
24%
$1,385,000
$200,000
$300,000
$100,000
$200,000
$0
$800,000
70%
$346,000
30%
$1,146,000
$200,000
$300,000
$100,000
$200,000
$0
$800,000
70%
$346,000
30%
$1,146,000
Component 4: Monitoring, evaluation of the project
$50,000
$50,000
$50,000
$0
$0
$150,000
73%
$55,000
27%
$205,000
$50,000
$50,000
$50,000
$0
$0
$150,000
73%
$55,000
27%
$205,000
$50,000
$50,000
$50,000
$100,000
$0
$250,000
67%
$121,984
33%
$371,984
$1,650,000
$1,000,000
$700,000
$1,300,000
$1,665,000
$6,315,000
79%
$1,726,484
21%
$8,041,484
Project Management
Total Project
57
4.3.2 GEF inputs
The GEF grant resources, totalling USD 1,726,484 over the three-year life of the project, will
be used to generate the incremental global environmental benefits (see section 2.5) by
complementing the co-financing of the countries participating in the project, FAO and other
partners. The resources will be allocated primarily for the provision of technical assistance,
capacity building and training, procurement of equipement, information generation and to
support knowledge and experience sharing. The types of inputs the GEF funds will finance
include: (i) local and international consultants for technical support and project management;
(ii) inputs for implementation for activities, (iii) LoAs/contracts with research institutions and
service providers supporting the delivery of specific project activities; (iv) travel, expendable
and non-expendable office equipment; and (v) training and awareness raising material.
4.3.3 Government inputs
The governments of all three participating countries will be contributing to the project through
grant co-financing. The Mauritanian government will be contributing a total of USD 700,000
for all three components of the project through the “Drinking Water and Development of
Oases in Rural Areas” baseline project (components 1 and 2), and the “Value Chains
Development Programme for Poverty Reduction” (component 3). In Morocco, the
government will contribute USD 1,300,000 for the three components of the projects through
the following baseline: “Programme d'appui au plan Maroc vert (PAPMV)” (component 1);
“Projet d'appui au programme national d'économie d'eau d'irrigation au Maroc (PAPNEEIII)” (component 2), and; “Lutte contre la pauvreté en milieu rural” (component 3). Finally,
the Tunisian government will contribute USD 1,665,000 in co-financing of component 1 via
the “Agropastoral Development and Local Initiatives Promotion Programme in the South-East
– Phase II” baseline project and ongoing national research activities (in particular on
promotion of geographical indicators for agricultural products and the inventory and
characterisation of main fruit varieties in oases ecosystems).
4.3.4 FAO inputs
FAO will provide USD 1,650,000 in grant co-financing covering all three components, staff
time, and travel, in addition to what is covered by GEF agency fees, for project technical
assistance.
4.3.5 Other co-financiers inputs
The CARI (for the RADDO) will also be co-financing a total of USD 1,000,000 in grant under
all three components through the PACO-3 project.
4.3.6 Financial management of and reporting on GEF resources
FAO will maintain a separate account in USD for the Project GEF resources showing all
income and expenditures. Expenditures incurred in a currency other than USD will be
converted into USD at the United Nations operational rate of exchange on the date of the
transaction. FAO shall administer the GEF resources in accordance with its regulations, rules
and directives.
58
Financial reports
FAO, supported by Operations and Administrative Officer, will prepare six-monthly Project
expenditure accounts and final accounts for the Project GEF resources, showing amount
budgeted for the year, amount expended since the beginning of the year, and separately, the
unliquidated obligations as follows:
•
•
•
•
Details of Project expenditures on an output-by-output basis, reported in line with
Project budget codes as set out in the Project Document, as at 30 June and 31
December each year.
Final accounts on completion of the Project on an output-by-output cumulative basis,
reported in line with Project budget codes as set out in the Project Document.
A final statement of account in line with FAO Oracle Project budget codes, reflecting
actual final expenditures under the GEF component of the Project, when all
obligations have been liquidated.
An annual budget revision will be prepared by the BH in consultation with the LTO
and LTU and submitted for approval to the FAO GEF Coordination Unit.
The BH will submit the financial reports for review and monitoring by the LTU, and the FAO
GEF Coordination Unit. Financial reports for submission to the GEF will be prepared in
accordance with the provisions in the GEF Financial Procedures Agreement and submitted by
the FAO Finance Division.
Responsibility for cost overruns
The BH is authorized to enter into commitments or incur expenditures up to a maximum of 20
percent over and above the annual amount foreseen in the GEF component of the Project
budget under any budget sub-line provided the total cost of the annual budget is not exceeded.
Any cost overrun (expenditure in excess of the budgeted amount) on a specific budget subline over and above the 20 percent flexibility should be discussed with the FAO GEF
Coordination Unit with a view to ascertaining whether it will involve a major change in
Project scope or design. If it is deemed to be a minor change, the budget holder shall prepare a
budget revision in accordance with FAO standard procedures. If it involves a major change in
the Project’s objectives or scope, a budget revision and justification should be prepared by the
BH for discussion with the GEF Secretariat.
Savings in one budget sub-line may not be applied to overruns of 20 percent in other sub-lines
even if the total cost remains unchanged, unless this is specifically authorized by the FAO
GEF Coordination Unit upon presentation of the request. In such a case, a revision to the
Project Document amending the budget will be prepared by the BH.
Under no circumstances can expenditures exceed the approved total Project budget for the
GEF resources or be approved beyond the completion (NTE) date of the Project. Any overexpenditure is the responsibility of the BH.
Audit
Project GEF resources will be subject to the internal and external auditing procedures
provided for in FAO financial regulations, rules and directives and in keeping with the
Financial Procedures Agreement between the GEF Trustee and FAO.
The audit regime at FAO consists of an external audit provided by the Auditor-General (or
persons exercising an equivalent function) of a member nation appointed by the governing
bodies of the Organization and reporting directly to them, and an internal audit function
59
headed by the Inspector-General who reports directly to the Director-General. This function
operates as an integral part of the Organization under policies established by senior
management, and furthermore has a reporting line to the governing bodies. Both functions are
required under the Basic Texts of FAO, which establish a framework for the TOR of each.
Internal audits of imprest accounts, records, bank reconciliation and asset verification take
place at FAO field and liaison offices on a cyclical basis.
4.4 PROCUREMENT
Careful procurement planning is necessary for securing goods, services and works in a timely
manner, on a “Best Value for Money” basis, and in accordance with the Rules and
Regulations of FAO. It requires analysis of needs and constraints, including forecast of the
reasonable timeframe required to execute the procurement process. Procurement and delivery
of inputs in technical cooperation projects follow FAO’s rules and regulations for the
procurement of supplies, equipment and services (i.e. Manual Sections 502 and 507). Manual
Section 502: “Procurement of Goods, Works and Services” establishes the principles and
procedures that apply to procurement of all goods, works and services on behalf of the
Organization, in all offices and in all locations, with the exception of the procurement actions
described in Appendix 4 – Procurement Not Governed by Manual Section 502. Manual
Section 507 establishes the principles and rules that govern the use of Letters of Agreement
(LoA) by FAO for the timely acquisition of services from eligible entities in a transparent and
impartial manner, taking into consideration economy and efficiency to achieve an optimum
combination of expected whole life costs and benefits (“Best Value for Money”).
As per the guidance in FAO’s Project Cycle Guide, the BH will prepare an annual
procurement plan for major items, which will be the basis of requests for procurement actions
during implementation. The first procurement plan will be prepared at the time of project
inception. The plan will include a description of the goods, works, or services to be procured,
estimated budget and source of funding, schedule of procurement activities and proposed
method of procurement. In situations where exact information is not yet available, the
procurement plan should at least contain reasonable projections that will be corrected as
information becomes available (see Appendix 4).
The procurement and contracting activities to be undertaken in the framework of the LoAs
with National Co-executing Partners (project countries) will be subject to the following
monitoring procedure:
a. All consultant contracts for an amount greater than USD 20,000 will require the
involvement of the FAO in the selection process, and prior authorization of the
recruitment process, terms of reference and the curriculum vitae (CV).
b. All subcontracts with private institutions or non-governmental organizations will require
the prior approval of FAO of the recruitment process, terms of reference and technical
proposals
c. There will be no direct purchase of individual goods (non-expendable) by an amount
greater than USD 20 000. Procurement of goods shall be based on technical specifications
and price comparisons offered.
d. All documentation relating to purchases of expendable goods and procurement of
services (except consultancies) related to training, workshops and events carried out
60
under the Agreement will be subject to the review of FAO along with the financial
reports.
4.5 MONITORING AND REPORTING
4.5.1 Oversight and monitoring responsibilities
Project oversight will be carried out by the PSC and FAO. Project oversight will be facilitated
by: (i) documenting project transactions and results through traceability of related documents
throughout the implementation of the project; (ii) ensuring that the project is implemented
within the planned activities applying established standards and guidelines; (iii) continuous
identification and monitoring of project risks and risk mitigation strategies; and (iv) ensuring
project outputs are produced in accordance with the project results framework. At any time
during project execution, underperforming components may be required to undergo additional
assessments, implementation changes to improve performance or be halted until remedies
have been identified and implemented.
Project revisions
The following types of revisions may be made to this project document with no-objection
from the PSC and the approval of FAO GEF Coordination Unit in consultation with the LTO,
LTU and BH:
• Minor revisions that do not involve significant changes in the immediate objectives,
outputs or activities of the project, but are caused by the rearrangement of inputs
already agreed to or by cost increases due to inflation. These minor amendments are
changes in the project design or implementation that could include, inter alia, changes
in the specification of project outputs that do not have significant impact on the project
objectives or scope, changes in the work plan or specific implementation targets or
dates, renaming of implementing entities, or reallocation of grant proceeds not
affecting the project’s scope.
• Revisions in, or addition of, any of the annexes of the project document.
• Mandatory annual revisions, which rephase the delivery of agreed project inputs or
take into account expenditure flexibility.
All minor revisions shall be reported in the annual Project Implementation Reviews (PIRs)
submitted by FAO to the GEF Secretariat and Evaluation Office.
4.5.2 Indicators and information sources
To monitor project outputs and outcomes including contributions to global environmental
benefits specific indicators have been developed in the Results Framework (see Annex 1).
The framework’s indicators and means of verification will be applied to monitor both project
performance and impact. Following FAO’s monitoring procedures and progress reporting
formats, data collected will be of sufficient detail to be able to track specific outputs and
outcomes and flag project risks early on. Output target indicators will be monitored on a sixmonthly basis and outcome target indicators will be monitored on an annual basis if possible
or as part of the final evaluations.
Monitoring information sources will be evidence of outputs (reports, website, farmer surveys,
lists of participants in training activities, manuals etc.). To assess and confirm the congruence
of outcomes with project objectives, physical inspection and/or surveying of activity sites and
61
participants will be carried out. This latter task would often be undertaken by the Project
Coordination Unit (PCU), supported by the FAO LTO and Project Steering Committee (PSC).
4.5.3 Reporting schedule
The specific reports that will be prepared under the M&E program are the: project inception
report; Annual Work Plan and Budget (AWP/B); Project Progress Reports (PPRs); annual
project implementation review (PIR); technical reports; co-financing reports; and a terminal
report.
Project Inception Report: After FAO approval of the project and signature of the
FAO/Government Cooperative Programme (GCP) Agreement, the project will initiate with a
six month inception period. An inception workshop will be held and immediately after the
workshop, the Project Coordinator will prepare a project inception report in consultation with
the FAO LTO and other project partners. The report will include a narrative on the
institutional roles and responsibilities and coordinating action of project partners, progress to
date on project establishment and start-up activities and an update of any changed external
conditions that may affect project implementation. It will also include a detailed First Year
Annual Work Plan and Budget (AWP/B) and a supervision plan with all monitoring and
supervision requirements. The draft report will be circulated to the FAO and the Project
Steering Committee for review and comments before its finalization. The report should be
cleared by the FAO BH (FAO Sub-Regional Office in Tunisia), LTO, PCU and the FAO GEF
Coordination Unit and uploaded in Field Project Management Information System (FPMIS)
by the BH.
Annual Work Plan and Budget (AWP/B): The Project Coordinator will submit to the FAO
LTO an Annual Work Plan and Budget. The AWP/B, divided into monthly timeframes,
should include detailed activities to be implemented and outputs (targets and milestones for
output indicators) to be achieved during the year. A detailed project budget for the activities
to be implemented during the year should also be included together with all monitoring and
supervision activities required during the year. The draft AWP/B is circulated to and reviewed
by the FAO Project Task Force, Project Coordinator incorporates eventual comments and the
final AWP/B is sent to the PSC for approval and to FAO BH for final no-objection and
upload in FPMIS by the GEF Coordination Unit.
Project Progress Reports: One month before the mid-point of each project year, the Project
Coordinator will prepare a semi-annual Project Progress Report (PPR). The report will
contain the following: (i) an account of actual implementation of project activities compared
to those scheduled in the AWP/B; (ii) an account of the achievement of outputs and progress
towards achieving project objectives and outcomes (based on the indicators contained in the
results framework); (iii) identification of any problems and constraints (technical, human,
financial, etc.) encountered in project implementation and the reasons for these constraints;
(iv) clear recommendations for corrective actions in addressing key problems resulting in lack
of progress in achieving results; (iv) lessons learned; and (v) a revised work plan for the final
six months of the project year. The report will also include an estimate of co-financing
received from all co-financing partners.
The PPR will be submitted by the Project Coordinator to the FAO no later than one month
after the end of each six-monthly reporting period (30 June and 31 December). The draft PPR
62
will be reviewed and cleared by the FAO (BH and LTO). The LTO will submit the PPR to the
GEF Coordination Unit for final clearance. The final PPR will be circulated by the BH to the
PSC.
Project Implementation Review: The LTO supported by the FAO LTU, with inputs from
the Project Coordinator will prepare an annual Project Implementation Review (PIR) covering
the period July (the previous year) through June (current year). The PIR will be submitted to
the GEF Coordination in TCI for review and approval no later than 31 July. The GEF
Coordination will submit the final report to the GEF Secretariat and Evaluation Office as part
of the Annual Monitoring Review report of the FAO-GEF portfolio.
Technical Reports: Technical reports will be prepared to document and share project
outcomes and lessons learned. The drafts of any technical reports must be submitted by the
Project Coordinator to the FAO BH in the Sub-regional office of Tunisia who will share it
with the LTO for review and clearance, prior to finalization and publication. Copies of the
technical reports will be distributed to the Project Steering Committee and other project
partners as appropriate. These will be posted on the FAO FPMIS by the LTO.
Co-financing Reports: The Project Coordinator will be responsible for collecting the
required information and reporting on in-kind and cash co-financing provided by all cofinancing partners. The Project Coordinator will provide the information in a timely manner
and will transmit such information to FAO. The co-financing reports should be completed as
part of the semi-annual PPRs and annual PIRs.
Terminal Report: Within two months of the project completion date the Project Coordinator
will submit to the FAO a draft Terminal Report, including a list of outputs detailing the
activities taken under the Project, “lessons learned” and any recommendations to improve the
efficiency of similar activities in the future. This report will specifically include the findings
of the final evaluation as described above.
4.5.4 Monitoring and evaluation plan summary
Monitoring of project progress will be against indicators identified in the project logical
framework. These indicators will be further refined, as necessary, in consultation with project
stakeholders during the project inception phase. This process of further collaborative
refinement of project indicators will facilitate greater stakeholder engagement with the project
and support broader monitoring and reporting of project achievements and failures. The
monitoring and evaluation plan can be found in Table 4.2 below.
Table 4.2 Monitoring and evaluation plan
Type of
monitoring and
evaluation
activity
Responsible parties
Time frame
Budget
Inception
Workshop
Project Coordinator, Project Steering
Committee, FAO (FAO Sub-regional office
in Tunisia as Budget Holder - BH, FAO Lead
Technical Officer and Technical Unit- LTO
and LTU, FAO GEF Coordination Unit)
Within first two
months of project
inception
USD 5,000
63
Type of
monitoring and
evaluation
activity
Responsible parties
Project Coordinator (PC) with inputs from
project partners.
Inception report
Supervision
missions
Project progress
reports (PPRs)
Cleared by FAO LTO, PCU, BH and the FAO
GEF Coordination Unit, and the Project
Steering Committee.
FAO LTO/PCU.
Project Coordinator.
Submitted to the BH and PCU for
clearance. Finalized reports submitted to
the FAO GEF Unit by the LTO, and to the
PSC by the PC.
Time frame
Budget
Immediately after
the project
inception workshop
N-A
Annual or as
required
Paid by GEF
Agency fee
Six- monthly
Paid by GEF
Agency fee
Project
Implementation
Review (PIR)
FAO LTO with inputs from the PC, BH and
PCU. Submitted by the FAO GEF
Coordination Unit to the GEF Secretariat.
Final report also submitted to the PSC and
the GEF Operational Focal Point.
Annually
Paid by GEF
Agency fee
Reports on cofinancing
PC with information from all co-financing
partners.
Six monthly and
annually as part of
PPR and PIR.
N-A
Technical Support
Committee (TSC)
meetings
Project Coordinator, TSC members, FAO
Budget Holder
At least once a year
USD 5,000
PSC meetings
Project Coordinator, PSC members, FAO
Budget Holder
At least once a year
USD 10,000
Technical reports
PC, Consultants, FAO LTO/PCU
As appropriate
From fee and
component
budgets
Final
evaluation/review
External Consultant, FAO independent
evaluation unit in consultation with the
project team and other partners
At the end of project
implementation
USD 35,000
Terminal report
PCU, FAO LTO
At least one month
before end of
project
0
USD 55,000
4.6 PROVISION FOR EVALUATIONS
An independent Final Evaluation/Review (FE/R) will be carried out three months prior to the
terminal review meeting of the project partners. The FE/R will aim to identify the project
impacts and sustainability of project results and the degree of achievement of long-term
results. This evaluation or review will also have the purpose of indicating future actions
needed to sustain project results and disseminate products and best practices within the
participating countries and to neighbouring countries.
64
4.7 COMMUNICATION AND VISIBILITY
Communication and visibility will be an essential part of the project as reflected by the
expected outcome of component 3 and the activities therein. As such, this particular
component will specifically rely on delivering targeted and strategic communications and
awareness-raising campaigns to make sure that best adaptive management of oasis ecosystems
in the Maghreb are shared, adopted and implemented, which includes the usage of a GISbased DST.
As identified by the participants during a project preparation workshop, the communication
strategies and contents will have to be adapted to the range of stakeholders targeted. Thus, the
proposed approach will target four groups of stakeholders: policy makers, research and
technical institutions (R&D), civil society as a whole (associations, farmers, youth and
women, etc.), and the private sector. The content of the communication approach will vary
and will have to be customized and targeted to identify stakeholders, and so will the partners
involved in executing the communication strategies (see Table 4.3 below). As identified
during the project preparation phase, it will be essential that the means and tools to undertake
the communication strategies will have to be identified by the communication-executing
partners according to their needs and targeted audience. Furthermore, a mapping of existing
awareness raising and communications tools developed by the various partners of the project
should be identified as a primary step.
Finally, an important part of the communication and visibility strategy will involve the
development of a public declaration on oases, based on best practices identified and on the
central role that oases play in the economy, environment and culture of the project’s
participating countries. This declaration will serve the purpose of rallying a wide variety of
individuals and oasis actors to adhere to a common and overarching aspirational vision for the
future of oasis ecosystems in the Maghreb. By signing the declaration, individuals and oasis
actors will contribute to raise awareness about the situation of oasis in the Maghreb as well as
lobbying for proper and sustainable adaptive management policies throughout the Maghreb.
This declaration will be piloted by the RADDO and hosted on their website for individuals to
sign on.
Table 4.3 Key communication components according to targeted stakeholders
Stakeholders
Governments
(policy makers)
Strategy and content
The strategy will mainly involve
advocacy among various government
officials in the participating countries in
order to communicate about the threats
facing oasis ecosystems and the risks
associated with not taking proper
national and regional actions for
adaptive and sustainable management of
such ecosystems. The strategy should
also involve sharing with policy makers
past activities related to adaptive
65
-
-
Executing partners
CSOs (to carry the core
advocacy part of the strategy)
Administration staff
(parliamentary work)
National steering committees
for each participating country
(this should include the
project’s executing partners).
In Morocco: Direction de
l’Aménagement du Territoire,
ANDZOA, AOFEP for
management of oasis ecosystems, the
results that came out of such activities and, most importantly, any the
recommendations/lessons learned.
Civil Society
Research/technical
institutions
Private sector
The strategy will mainly involve raising
awareness on the importance of
preserving oasis ecosystems and the
benefits of developing and sharing best
practices on their adaptive and
sustainable
management.
The
communication strategy aimed at civil
society constituents
should
also
highlight the need to capitalize on past
and successful experiences in oasis
management in other countries, as well
as being able to value and recognize
their own (country-dependent).
The strategy will essentially be
developed around sharing technical
and specialized information with
regards to oasis ecosystems and the best
adaptive and sustainable management
practices. The strategy will also involve
communicating and sharing databases,
or at least data collection methodologies,
pertaining
to
oasis
ecosystems.
Furthermore, the content of the
communication strategy should include
opportunities and perspectives for
research aimed at oasis ecosystems.
Essentially, the strategy and content
related to this stakeholder will seek to
communicate potential economic
opportunities related to improved
adaptive and sustainable management of
oasis ecosystems. A most important part
of this strategy will be to clarify
explicitly the types of investments and
private activities that will be beneficial
for the sustainability of oasis ecosystems
(i.e. making sure it is not detrimental).
66
-
-
-
-
-
-
-
RADDO, other administrations
In Tunisia: ASOC for the
RADDO
In Mauritania: Tenmiya for the
RADDO
Medias (journalists)
Oasis associations
RADDO
In Morocco: Associations des
Usagers des Eaux Agricoles
(AUEA)
In Tunisia: Groupements de
Développement Agricole
(GDA)
In Mauritania: Associations de
Gestion Participative des Oasis
(AGPO)
In Morocco: Centre National
pour la Recherche Scientifique
et Technique (CNRST)
In Tunisia: Centre Technique
des Dattes (CTD), Centre
National de la cartographie et
de la Télédétection (CNTC)
In Mauritania: Centre National
de Recherche Agronomique et
de Développement Agricole
(CNRADA)
Investment and ecotourism
agencies in each and respective
participating countries.
SECTION 5 – SUSTAINABILITY OF RESULTS
5.1 SOCIAL SUSTAINABILITY
The project will generate community benefits by improving the adaptive and sustainable
management of oasis ecosystems, the latter being intimately related to the economy,
environment and culture of the Maghreb’s participating countries. As per the GEBs described
in section 2.5, the project should directly contribute to improve the health of oasis ecosystems
and therefore contribute to the following benefits:
-
-
-
Preserving the unique biological diversity that has evolved in such systems;
Maintaining and potentially diversifying agro-ecological practices all the while
improving agricultural productivity; insure sustained and diversified income (e.g.
palm trees production, other products);
Improving socio-economic situations, such as the prevention of the decline and deskilling of the oasis communities, especially when it comes to preventing the
migration of youth to urban centers;
Improving the participation of women in the maintenance of oasis systems, all the
while decreasing their vulnerability to food insecurity, and
Preserving long-maintained traditional knowledge of oasis ecosystems.
The project is expected to contribute to increased social and economic development by
promoting the best practices for oasis management and development, as well as through
advocacy for increased resources towards oasis development.
5.2 ENVIRONMENTAL SUSTAINABILITY
Again, as stated in section 2.5, through the adaptive and sustainable management of oasis
ecosystems, the project should directly contribute to reduce land degradation, increase the
conservation of biological diversity that is specific to such systems, and increase carbon sinks
resulting from better SLM and NRM practices. The project is also expected to generate
significant benefits in terms of adaptation to climate change, since well-managed oasis
ecosystems are more resilient to climate variability and climate change. Finally, the project
will also contribute to the identification, and where possible, the eradication of bad practices
in terms of oasis management. It is expected that harmonization of oasis management
systems will also provide for increased environmental sustainability at the scale of the entire
oasian beltway.
5.3 FINANCIAL AND ECONOMIC SUSTAINABILITY
The best adaptive and sustainable management practices that will be identified, shared and
enacted in oasis ecosystems of the participating countries will directly and indirectly
contribute to improve the overall status of oasis ecosystems. Thus, as seen above (section
5.1), this should contribute to insure and maintain the productivity of those agro-ecological
systems, therefore improving, and potentially diversifying, incomes generated. In turn, such
improvement could contribute to the competitiveness of the oasis agricultural products on the
international markets.
The project will focus on identifying best practices that lead to increased income from
sustainable sources within oases. This way, best practices for the development of niche
67
products, certification, branding, marketing and alternative livelihoods may also be shared, to
the direct economic benefit of local populations.
In terms of long-term economic sustainability, the project will endeavor to create oasis
management tools and methods that are least costly to manage and maintain, in order to
ensure their continued use. For example, the design of the Decision Support Tool is expected
to be based on a least-cost approach, in order to ensure its applicability, accessibility, and
sustainability.
5.4 SUSTAINABILITY OF CAPACITIES DEVELOPED
This project aims to build sustainable capacity in national and regional institutions with
regards to best practices adaptive management of oasis ecosystems but also the development
of GIS-based decision support tool. Several elements have therefore been incorporated into
the project design to ensure capacities are developed to lead to the continuity of projectinitiated activities, such as: the strengthening of national institutional skills and technical
capacity for managing, monitoring and analysing the oases production systems; the
enhancement of national and regional institutional capacities of R&D and government
planners to undertake geospatial analysis in oasis ecosystems, and; the capacity of experts and
civil society representatives to offer training on NRM and SLM monitoring aspects in the
various regions of the project.
5.5 APPROPRIATENESS OF TECHNOLOGY INTRODUCED
The technology to be used in the project is mainly related to GIS-based decision support tools
(DST). To that effect, there are already some capacities that have been developed in the
participating countries with regards to the utilisation of such tools (e.g. CNTC, CRNTEAN).
Through the FAO’s comparative advantage in terms of the use and training for such
technology (see baseline, section 1.1.1b), the project will contribute to improve and strengthen
the capacity of national and regional centers in using GIS-based DST. Thus, the technology
being introduced through the project is highly relevant and appropriate. The DST will be
designed based on a needs and capacity assessment to ensure that it is accessible and usable by
all intended users, at least cost.
The project will also seek to develop common methodologies for data collection, identification
of best practices, and awareness raising. These approaches and technologies will be developed
using a collaborative approach, to ensure that they fit the needs of the project stakeholders.
5.6 REPLICABILITY AND SCALING UP
Component 1 focuses on developing tools and methods that are replicable and that can, at a
later date, be scaled up to the oasian ecosystems worldwide. The initial testing and groundtruthing activities undertaken in Component 1 will seek to demonstrate this applicability,
while providing a useful platform for testing of methodologies and validating the tools.
Moreover, component 2 of the project has a specific activity aiming at scaling up the top 5
best adaptive management practices (section 2.4) through training of local communities. It is
also expected that training-of-trainer activities under component 1 and 2 will allow for
significant scaling up, through the selection of key national and local institutions whose
mandates will include the transmission of newly acquired skills and knowledge.
68
APPENDICES
69
APPENDIX 1: RESULTS MATRIX
Results Chain
Indicators
Baseline (2015)
Milestone
End of Project Target
Means of
Verification
and
Responsible
Entity
Assumptions
Project Objective/Impact: To enhance, expand and sustain the adaptive management and monitoring of the Maghreb Oasis Ecosystem
Component 1: Enhancing institutional skills to collect, manage and monitor natural resources degradation trends and impact
At least 3 people in at
Number of people and
least 8 organizations
Outcome 1
End of
organizations using
per country (40 people
Enhanced institutional skills
project
enhanced
per country) are using
and technical capacity for
survey,
methodologies or tools
enhanced tools and
managing, monitoring and
0
training
for adaptive
methodologies. Of
analysing the oases production
reports;
management and
these, at least 30% are
systems
FAO
monitoring of oases by
women and 30% are
the end of the project
youth
Output 1.1
Harmonized methodologies to
monitor oases ecosystems are
developed for the use by
national and local R&D
institutions, government and
NGOs
Output 1.2
Institutional capacities of R&D
and government planners are
enhanced
to
undertake
geospatial analysis in Oases
Number of harmonized
methodologies and
parameters developed
and used at local,
national or regional
level
Number of decision
support tools (DST)
developed and number
of people trained in its
use
While there are a
number of
existing
methodologies,
none are
harmonized at
national level and
there are no tools
for regional
harmonization
0
70
The project
succeeds in
developing a
tool that is
harmonized at
regional level.
At least 1 set of
harmonized data
collection
methodologies per
country are developed.
A process is under way
to harmonize data
collection at a regional
level
Project
reports,
meeting
reports, final
evaluation;
FAO
There is
willingness to
harmonize and
share data at
regional level
and participants
acknowledge
the need to do
so.
At least 1 DST is
developed and tested at
the local level. At least
50 people are trained in
each country for the
utilisation of the DST,
Decision
support tools
reports,
project
reports;
FAO
There is
sufficient data to
populate a GISbased decision
support tool and
local ground-
Output 1.3
Experts, civil society
representatives and other
resource persons from the 3
countries are qualified to
organize workshops on NRM
and SLM monitoring aspects in
the region
Number of trainers
trained on NRM and
SLM in each country
0
10
of which 50% are
women, by the end of
the project
truthing
provides
validation.
At least 20 people in
each country are
trained, of which at
least 30% are women
and 30% youth
Trained people
have mandate
and resources to
continue
providing
trainings in the
long-term.
Training
reports;
FAO
Component 2: Best practices for the adaptive management of oasis ecosystems are selected, characterized and shared within the network
In the 3 countries, 200
Outcome 2
Local stakeholders’ capacities
persons are trained, of
Trainings on
to disseminate knowledge and
which 50% represent
best practices
conduct trainings on best
Number of persons
Training
local organizations and
reach a critical
practices for SLM and better
trained on best
0
100
reports;
50% represent public
mass of persons
management of oases are
practices per country
FAO
institutions. At least
to lead to
enhanced
30% of those trained
replication and
are women and 30%
upscaling
youth.
Output 2.1
It is possible to
At least 20 best
Best practices for the adaptive
identify best
practices are identified,
management of oasis
Number of best
practices that
ecosystems are selected,
practices identified,
documented and
Publications;
0
100
are replicable
documented and shared among
documented and
shared, of which at
FAO
across
CSOs using a common
shared
least 5 concern oasian
geographic
methodology
women's issues
boundaries.
Component 3: Increased awareness among policy makers, communities, associations and networks about oasis ecosystems and adaptive
management tools
Number of people,
The signature of
Outcome 3
1000 persons, of which
Increased awareness among
including VIPs,
a public
10% are VIPs, and
Signatures;
policy makers, communities,
0
500
adhering to the values
declaration
50% are women and
FAO
associations and networks
of oases as expressed
leads to de new
youth
about oasis ecosystems and in a public declaration,
decisions in
71
adaptive management tools
Output 3.1
Awareness raising products and
events, designed to support
advocacy, policy-making and
planning in oases are developed
by end of project
Number of public
awareness and
knowledge
management products
developed and
distributed per country
favour of oases.
1 Atlas of Oasis
published, 1 advocacy
strategy developed, 5
policy papers
published, and at least
5 information products
realized
0
Project
reports and
documents;
FAO
It is possible to
design key
messages for
each selected
audience and to
monitor the
impact of
awareness
raising products.
Component 4 Monitoring, evaluation of the project
Outcome 4.
The project's Monitoring and
Evaluation System enables
adaptive management
Output 4.1 The Project's M&E
System is in place and
operational
The project's indicators
are monitored and
reported
The project partners
avail themselves of all
M&E tools to support
adaptive management
0
0
Annual
Reports
N-A
72
The project's indicators
and
targets
are
monitored and reported
annually and at the end
of the project
The project partners
perform
regular
monitoring of project
progress and use the
M&E system to make
management decisions
Project
reports,
terminal
evaluation
Project
reports,
terminal
evaluation
There
sufficient
resources
pland
execute
M&E plan
is
to
and
the
APPENDIX 2: WORK PLAN (RESULTS BASED)
Output
Activities
Responsible
institution/
entity
Component 1: Enhancing institutional skills to collect, manage and monitor natural
resources degradation trends and impact
Output 1.1
Harmonized methodologies to monitor oases
ecosystems are developed for the use by national
and local R&D institutions, government and NGOs
Output 1.2
Institutional capacities of R&D and government
planners are enhanced to undertake geospatial
analysis in Oases
1. Harmonize and standardize data
collection
and
management
practices at national and regional
level
FAO,
ANDZOA,
CRRAO, &
CNRADA
2. Support a regional task force
towards the development of a
platform
for
sharing
georeferenced data and information
on the state and management of
oasis
FAO,
ANDZOA,
CRRAO,
CNRADA, &
CRTEAN
3. The development of a GIS-based
DST
for
adaptive
oasis
management on the basis of
existing tools and methods and
based on a needs assessment at
national level
FAO,
ANDZOA,
CRRAO, &
CNRADA
4. There will also be a training of FAO
national research and monitoring
centers in the use of the DST and
data
collection
for
oasis
management
5. Validate tools and methodologies
at local level through data
collection
and
practical
application
Output 1.3
Experts, civil society representatives and other
resource persons from the 3 countries are qualified
to organize workshops on NRM and SLM
monitoring aspects in the region
FAO,
ANDZOA,
CRRAO,
&
Min of Agr.
(Mauritania)
6. Training of trainers on NRM, SLM FAO
and resource monitoring at
local/decentralized level
73
Year 1
Q1
Q2
Q3
Year 2
Q4
Q1
Q2
Q3
Year 3
Q4
Q1
Q2
Q3
Q4
Output
Activities
Responsible
institution/
entity
7. Training of local communities and FAO
extension services in project sites
on NRM, SLM and monitoring of
oasis resources on the basis of
identified
best
practices
(component 2)
Component 2: Best practices for the adaptive management of oasis ecosystems are
selected, characterized and shared within the network
Output 2.1
Best practices for the adaptive management of
oasis ecosystems are selected, documented and
shared among CSOs using a common
methodology
8. The training of local and national FAO
stakeholders on the identification
and documentation of best
practices for oasis management
and monitoring
9. The
identification
of
best
practices
and
inappropriate
practices through participatory
mechanisms using data and
experience gathered during the
activities developed under output
1.2 and 1.3
FAO,
ANDZOA,
CRRAO, Min
of Agr.
(Mauritania), &
RADDO
10. The organization of study tours FAO &
to share and disseminate key RADDO
identified best practices.
11. Providing local training among RADDO
CSOs on the replication and
upscaling of the top 5 best
practices identified.
networks about oasis ecosystems and adaptive management tools
Output 3.1
Awareness raising products and events, designed
to support advocacy, policy-making and planning in
oases are developed
12. The creation and publication of FAO,
a regional Atlas of oasis (based ANDZOA,
on what is being done in Tunisia) CRRAO,
&
Min of Agr.
(Mauritania)
74
Year 1
Q1
Q2
Q3
Year 2
Q4
Q1
Q2
Q3
Year 3
Q4
Q1
Q2
Q3
Q4
Output
Activities
Responsible
institution/
entity
13. The
development
and RADDO
implementation of an active
advocacy strategy for civil society
members of the oasis network,
based on existing tools (such as
the the charter of oasis and the
Alliance des Oasis) and including
the development of a public
declaration on Oases, based on
best practices identified and on
the role of oases in economy,
environment and culture
Monitoring and Evaluation
Final project evaluation
75
Year 1
Q1
Q2
Q3
Year 2
Q4
Q1
Q2
Q3
Year 3
Q4
Q1
Q2
Q3
Q4
APPENDIX 3: RESULTS BUDGET
Outcome 1. Enhanced institutional skills and technical capacity for managing, monitoring and analysing the oases production systems
Outcome 2. Local Stakeholders' capacities to disseminate knowledge and conduct trainings on best practices for SLM and better management of oases
Outcome 3. Increased awareness among policy makers, communities, asssociations and networks about oasis ecosystems and adaptive management tools
Outcome 4. The project's Monitoring and
Evaluation System enables adaptive management
Expenditures
Total
by year
No.
of
Unit
Compone Compo Compo Compo
Oracle code and description
Unit
PM
GEF
Year 1
unit
cost
nt 1
nent 2
nent 3
nent 4
s
5023 Training and workshops
Year
2
Year
3
32,0
00
-
-
22,5
00
15,0
00
-
Workshops on harmonization of data collection
48,000
48,000
Workshops on regional harmonization of data
22,500
22,500
Workshops on development of DST
30,000
30,000
Trainings on use of DST
30,000
30,000
-
30,0
00
-
Workshops for testing and validating DST
45,000
45,000
-
15,0
00
30,0
00
Training of trainers on NRM and monitoring
40,000
40,000
-
-
40,0
00
76
16,000
15,000
Training of local communities on NRM and
monitoring
40,000
-
-
40,0
00
30,000
-
30,0
00
-
-
285,50
0
31,000
122,
000
132,
500
81,9
84
81,984
27,328
27,3
28
27,3
28
81,9
84
81,984
27,328
27,3
28
27,3
28
30,0
00
90,000
30,000
30,0
00
30,0
00
-
-
35,0
00
40,000
Workshops for identification of best practices
30,000
Sub-total trainings & Workshops
255,500
30,000
-
-
5300 Salaries professionals
Finance and Operations Assistant
Month
36
2,277
Sub-total salaries professionals
5570 International Consultants
Project Coordinator
Month
36
2,500
20,000
20,000
12,000
IC - Information systems Specialist
Month
12
2,917
35,000
35,000
IC - Agricultural Decision Support Tools
Month
27
3,519
95,000
95,000
40,000
50,0
00
5,00
0
IC - Knowledge management
Month
24
1,250
30,000
10,000
20,0
00
-
IC - Geographers
Month
24
2,500
60,000
60,000
30,0
00
30,0
00
IC - Communications specialist
Month
12
1,667
20,000
20,000
5,00
-
30,000
77
8,000
15,000
0
IC- Evaluation Specialist
Lump
Sum
1
35,000
Sub-total international Consultants
35,000
150,000
50,000
92,000
43,000
30,0
00
5570 National Consultants
-
35,0
00
95,000
135,
000
135,
000
35,000
-
365,00
0
-
NC - Information systems Specialists
Month
48
1,458
70,000
70,000
30,000
40,0
00
-
NC - Land use planning decision support tools
Month
48
1,042
50,000
50,000
25,000
25,0
00
-
NC - NRM Oasis specialists
Month
24
2,500
60,000
60,000
-
NC-Local monitoring technicians
Month
72
1,389
100,000
100,00
0
-
50,0
00
50,0
00
Sub-total National Consultants
5570 Sub-total consultants
Sub-total Contracts
60,0
00
280,000
-
-
-
-
280,00
0
55,000
115,
000
110,
000
430,000
50,000
92,000
43,000
30,0
00
645,00
0
150,000
250,
000
245,
000
440,00
0
35,000
260,
000
145,
000
440,00
0
35,000
260,
000
145,
000
5650 Contracts
Sub-contract with CARI
-
Lump
Sum
1
440,00
0
-
78
255,00
0
185,00
0
255,00
0
185,00
0
-
-
5900 Travel
Travel costs
5900 Sub-total travel
83,000
83,000
34,000
-
34,000
-
10,0
00
127,00
0
16,500
80,5
00
30,0
00
10,0
00
127,00
0
16,500
80,5
00
30,0
00
6000 Expendable procurement
Printing
Sub-total expendable procurement
20,000
20,000
35,000
-
35,000
-
-
6100 Non-expendable procurement
Hardware and software tools
Equipment and monitoring tools
Sub-total non-expendable procurement
-
-
55,0
00
55,000
-
-
55,0
00
-
-
30,000
30,000
50,000
80,000
-
-
-
-
6300 General Operating Expenses budget
30,000
50,000
-
50,0
00
80,000
30,000
50,0
00
-
12,000
4,000
4,00
0
4,00
0
12,000
4,000
4,00
0
4,00
0
-
PSC and TSC Meetings
Sub-total GOE budget
55,000
12000
-
-
79
-
12,000
-
TOTAL
SUBTOTAL Component 1
868,500
$868,5
00
$335,0
00
$346,0
00
$55,00
0
SUBTOTAL Project Management
$121,9
84
TOTAL GEF
$1,726,
484
80
335,00
0
346,00
0
55,000
121,
984
1,726,4
84
293,828
793,
828
638,
828
APPENDIX 4: PROCUREMENT PLAN
The main non-expendable equipment required for the project are those associated with
development and testing of the GIS-based Decision Support Tool for the adaptive oasis
management under Component 1. This could include hardware and software for the
development of the DST, servers and data storage equipment, as well as monitoring and
surveying equipment, including GPS, tablets, and small electronics. A specific list of
requirements will be developed once the specifications of the DST have been finalized,
following the needs assessment.
Furthermore, the services of national and international consultants will be required to deliver
various parts of the project’s activities. Summary Terms of Reference for these consultants
are included under Appendix 5. A total of USD 365,000 $ will be spent on International
Consultancies, and USD 280,000 on national-level consultancies. Furthermore, the project
will enter into Letters of Agreement with key partners, more particularly the RADDO, for a
total amount of USD 440,000.
The agreement with RADDO will be focused on the delivery of activities under Output 2.1
and 3.1 and be inclusive of the following indicative elements. A specific delivery plan, along
with TORs and detailed sub-budgets will be developed jointly with the FAO during the
inception period. Recruitment of consultants or other experts under this LoA will be subject
to FAO prior approval:
Activity
Responsibilities of RADDO
Output 2.1 Best practices for the adaptive management of oasis ecosystems are
selected, documented and shared among CSOs using a common methodology
9. Identification of best
- Develop Terms of Reference and Recruit, where
practices and inappropriate
necessary, national or international consultants to
practices
through
conduct consultations on the identification of best
participatory
mechanisms
practices
using data and experience
- Organize meetings and workshops at the local level
gathered during activity 5
to facilitate the identification of best/worst practices
(testing of DST) and activity
in each country and regionally
trainings under output 1.3
- Support travel of consultants and participants
- Support printing and communications related to the
activity
10. Organization of study
- Define the terms of reference, objectives and
tours
to
share
and
evaluation methods for the study tours
disseminate key identified
- Establish a call for proposals or eligibility criteria
best practices
- Select participants and organize study tours
- Support travel costs of participants and
beneficiaries
11. Local training on the
- Define terms of reference for specialists and
replication and upscaling of
consultants to deliver training on identified best
the top 5 best practices
practices
- Administer call for proposals or candidacies
- Develop training material and publications and
deliver training seminars in each country and
regionally
81
-
Support travel costs of participants and printing and
communications costs
Output 3.1 Awareness raising products and events, designed to support advocacy,
policy-making and planning in oases are developed
13.Development
and - Work with the International Consultant (communications
implementation of an active specialist) towards the development of an advocacy
advocacy and awareness strategy
strategy for Oases, based on - Engage RADDO and CSO networks in the development
existing tools (Charte des of key messages and advocacy tools
Oasis, Alliance des Oasis, - Develop and deliver agreed communications products,
etc) and including the strategies and outputs
development of a public - Support travel and communications costs of RADDO
declaration on Oases, based members who participate in advocacy
on best practices identified - Support publication, online, media and other outreach
and on the role of oases in costs.
economy, environment and
culture
82
APPENDIX 5: TERMS OF REFERENCE (TORS)
Project Coordinator
Under the overall supervision of the FAO Budget Holder and the PSC, and with direct
technical support and guidance from the LTO, the Project Coordinator (PC) will be
responsible for:
•
•
•
•
•
•
•
•
•
•
Coordinating all project activities at national level;
Implement monitoring and evaluation activities at national level;
In accordance with approved annual work plans and budgets, organize and facilitate
national workshops, training exercises and official meetings;
Supervise national consultants and contracts;
Preparation of project progress reports;
Liaise with relevant national organizations and partners and support communication,
coordination and collaboration;
Draft annual work plans and budget revisions for approval by PSC, BH and LTO
Support the BH to classify expenditure transactions by project output using FAO
FPMIS
Compile information on co-financing from national partners; and
Perform other related duties as required.
International consultant - Information system specialist
Under the supervision of the Project Coordinator, the PSC, the FAO Budget Holder and with
technical support and guidance from the LTO, the international Information system specialist
will be responsible for:
•
•
•
•
•
Supporting a regional task force to develop a platform for sharing geo-referenced data
and information on the state and management of oasis;
Identify the needs and requirements at local and national levels for the creation of the
platform;
Train national staff to use the developed platform;
Support the national consultant information system specialist for the harmonization
and standardization of data collection and management practices;
Assist with any other tasks related to the development of the geo-referenced platform.
International consultant - Agricultural DST specialist
technical support and guidance from the LTO, the international Agrigultural data support tool
specialist will be responsible for:
•
•
•
Supporting the executing partners in developing a GIS-based DST for adaptive oasis
management;
Researching existing tools and methods for the development of the DST in order to
address the national needs for such a tool;
Identify the needs and requirements at local, national and regional levels for the
creation of the DST;
83
•
•
•
Work in collaboration with the national consultant for land use planning for the
creation of the GIS-based DST;
Training national research and monitoring centers in the use of the DST, as well as on
data collection for oasis management;
Assist with any other tasks related to the development of and training on the DST.
International consultant - Communications specialist
support from the focal points of the RADDO, the international communications specialist will
be responsible for:
• Developing and implementing a communication plan that will support an active
advocacy and awareness-raising strategy for oasis ecosystems, based on tools such as
the Charte des Oasis and the Alliance des Oasis;
• Tailor the communication strategy and key messages so that it reaches targeted
audiences (i.e. civil society, government officials, private sector, research institutions);
• Develop a public declaration on Oases, based on best practices identified in the project
and on the role of oases as a criticial socio-economical component of the Maghreb;
• Identify the best and most appropriate way to share and disseminate the declaration of
oases;
• Assist with any other relevant communication requirements to ensure successful
implementation of the communication strategy;
International consultant - Evaluation expert
Under the supervision of the Project Coordinator, the PSC, and the FAO Budget, the
international evaluation expert will be responsible for:
• The complete evaluation of the project following the FAO and GEF guidelines for
project evaluation;
• Contribute to any other related tasks that will ensure proper and thorough evaluation
of the project.
National consultant - Information system specialists
technical support and guidance from the LTO, the national Information system specialists will
be responsible for:
•
•
•
•
The harmonization and standardization of data collection and management practices at
national and regional level;
Take part of workshops and meetings to identify the best way for data collection
management and harmonization/standardization;
Liaise with the international agricultural DST specialist for the development of the
GIS-based Decision Support Tool (DST);
Assist with any other related tasks.
National consultant – Land-use planning DST specialist
technical support and guidance from the LTO, the national Land-use planning DST specialist
will be responsible for:
84
•
•
•
•
•
Supporting the executing partners and the international agricultural DST specialist in
developing a GIS-based DST for adaptive oasis management;
Researching existing tools and methods for the development of the DST in order to
address the national needs for such a tool;
Identify the needs and requirements at local, national and regional levels for the
creation of the DST;
Training national research and monitoring centers in the use of the DST, as well as on
data collection for oasis management;
Assist with any other tasks related to the development of and training on the DST.
National consultant – Oasis NRM specialist
technical support and guidance from the LTO, the national oasis NRM specialist will be
responsible for:
•
•
•
Overseeing the training of trainers on NRM, SLM and resource monitoring at a
local/decentralized level based on the harmonized methodologies previously
developed;
Overseeing the training of local communities and extension services in project sites on
NRM, SLM and monitoring of oasis resources on the basis of identified best practices;
National consultants – Local monitoring technicians
technical support and guidance from the LTO, the national local monitoring technicians will
be responsible for:
•
•
•
•
Validating the tools and methodologies developed for monitoring and collecting data
on adaptive management of oasis ecosystems, as well as the GIS-based DST;
Acquire the necessary monitoring tools and equipment to conduct tests at local level
through data collection and practical application;
Participate in validation workshops in all three participating countries to test the
developed tools/methodologies;
85
APPENDIX 6: INCEPTION WORKSHOP REPORT
Formulation du projet régional (FEM/GEF) ‘gestion adaptative et surveillance des
systèmes oasiens au Maghreb : Algérie Maroc, Mauritanie et Tunisie’
Compte-rendu de la mission et de l’atelier de démarrage de la phase de formulation
du projet régional – 26-31 janvier 2015
86
Rappel
Le présent rapport résume les actions, décisions et discussions qui ont eu lieu lors de la
mission de lancement de la phase préparatoire du projet « gestion adaptative et
surveillance des systèmes oasiens au Maghreb ».
La mission a eu lieu du 26 au 31 janvier 2015, à Tunis, à l’Hôtel Plaza à Gammarth.
Étaient présent les membres de l’équipe de consultants chargés de la finalisation de la
phase préparatoire, des représentant de la FAO du bureau sous régional de la FAO pour
l’Afrique du Nord à Tunis et de Rome, de la coordination régionale du RADDO et les 4
points focaux nationaux pour les 4 pays, ainsi que de nombreuses parties prenantes
venues du Maroc, Mauritanie et Tunisie (voir liste en annexe).
La première journée, le 27 janvier 2015, une rencontre entre consultants a eu lieu afin
de se familiariser avec le travail, les termes de référence et de poser les bases de la
coopération future. Cette journée a permis de poser un certain nombre de questions,
qui ont été relayées à la FAO et au RADDO le 28 janvier. Lors de cette journée de
discussion,
L’équipe a pu se familiariser avec l’historique du projet, sa justification, et les intentions
et les attentes des différents partenaires, notamment la FAO et le RADDO. Face aux
enjeux que connaissent les oasis, l’absence de suivi et de vision globale rend difficile la
mise en œuvre de réponses cohérentes et coordonnées entre les nombreux acteurs
intervenant aux différents niveaux. Le présent projet vise à soutenir les acteurs dans la
gestion et le développement des agrosystèmes oasiens par la mise en place d’un système
de suivi facilitant la prise de décision et optimisant la qualité et le partage de
l’information. Plusieurs axes de travail sont prévus dans ce projet :
-
-
-
Un premier axe institutionnel qui a pour but d’harmoniser les procédures et les
démarches à travers la mise en place d’outils communs. Il inclurait notamment de
la formation de formateurs et la construction d’un outil sous-régional d’aide à la
décision. Il sera donc nécessaire d’identifier les besoins institutionnels et
techniques, d’identifier les acteurs clefs et les bénéficiaires et de définir le
montage/l’articulation des acteurs.
Un second axe de renforcement de la société civile et des acteurs de terrain pour
faciliter la caractérisation et l’identification des bonnes pratiques. Cet axe inclura
également de la formation et le renforcement du réseau RADDO existant. Les
questions qui se posent : comment définir les bonnes pratiques ? Quelles
méthodes de recensement ?
Enfin un troisième axe visant à favoriser l’échange d’informations
horizontalement et verticalement. Il inclura des échanges d’expériences, de la
formation et la mise en œuvre d’un outil spécifique. Les questions qui se posent :
quelle information ? Pour qui et quelle utilité ? Quel outil ?
Le type d’information recherchée, sa circulation, les méthodes d’échanges mais
également le ou les types de produits à réaliser ont été soulignés comme étant les
premières questions auxquelles le travail des consultants devait chercher à répondre.
87
Cette réunion été également l’occasion de revenir sur la notion de suivi des oasis et des
outils devant servir à une meilleure gestion. Un outil de suivi se définit par les questions
suivantes :
- A quels besoins répond-on ? Pour faire quoi ?
- Quels sont les problématiques prises en compte ? eau, foncier …
- Quelle sera l’utilité de l’outil ?
- Quelles sont les capacités locales d’alimentation de l’outil ?
Au final, les personnes présentes ont reconnu la possibilité de créer plusieurs outils qui
pourraient être :
- Une base de données régionale
- Une plate-forme de partage des connaissances
Les échanges ont permis d’insister sur d’autres points essentiels :
- La petite dimension du projet qui implique de le voir dans une dynamique à long
terme. La notion de progressivité a été évoquée indiquant que ce travail n’était
que la première étape de projets plus importants par la suite, appelant ainsi à
calibrer les résultats attendus en fonction des possibilités.
- La nécessité d’un portage institutionnel a également été évoquée pour assurer la
durabilité du projet. Pour cela, les personnes présentes ont insisté pour
l’intégration dans le projet d’un travail de plaidoyer.
Par ailleurs, l’équipe s’est penchée sur les différentes activités qui étaient listées dans le
PIF et sur le cadre des résultats. La question la plus épineuse a été celle des « sites
pilotes » auxquels fait référence le PIF, mais dont la nature n’était pas claire. Les
membres de l’équipe ont décidé de mettre de côté la question des sites-pilotes tant que
les activités à déployer sur le terrain n’auront pas été clarifiées, pour éviter toutes
attentes irréalistes. Il a été décidé que les sites pilotes seraient sélectionnés sur une
base participative suite à la validation des activités qui aura lieu en Avril 2015 (Atelier
Maroc).
Pour plus de clarté, une ébauche de cadre logique incluant la liste des activités a été
produite pour servir de base à de futures discussions.
Atelier
Le 29 janvier a eu lieu l’atelier de lancement de la phase de démarrage du projet FEM
« gestion adaptative et surveillance des systèmes oasiens au Maghreb : Algérie, Maroc,
Mauritanie, Tunisie », auquel ont participé de nombreux représentants des parties
prenantes nationales – chercheurs, associations, services techniques, institutions - (cf.
liste des participants annexée) ainsi que des partenaires régionaux. La journée a été
divisée en deux parties (cf. annexe) :
i. Pendant la matinée, les participants ont écouté des présentations visant à
rappeler le cadre du projet et sa justification, ainsi que des présentations sur
la gestion des oasis et les systèmes d’informations pertinents à l’échelle
nationale et régionale.
ii. L’après midi a été dédié à des travaux de groupes lors desquels les participants
étaient regroupés en équipes nationales et dont l’objectif était d’identifier les
principales parties prenantes actives dans les oasis, leurs activités, leurs
88
capacités et les potentiels besoins en rapport avec les différentes
composantes du projet.
A. Session introductive
Suite à la présentation de la journée par Noureddine Nasr (FAO, Bureau sous-régional)
(cf. présentation jointe), les discours d’ouverture ont permis de souligner l’importance
des agro-systèmes oasiens pour les pays du Maghreb et tout l’intérêt du projet FEM.
Mme Faouzia Chakiri, direction de la sécurité alimentaire à l’UMA, a souhaité rappeler la
contribution des oasis dans la sécurité alimentaire de la région, au PIB des pays, dans la
protection des ressources naturelles ou encore leur rôle essentiel dans la fixation des
populations à travers la création d’emplois.
M. Patrice Burger, Directeur du CARI, est venu compléter ce tableau en rappelant les
changements à l’œuvre dans ces régions en proie à la désertification et la nécessité d’une
meilleure gestion des ressources naturelles notamment en intégrant la notion de
durabilité et en s’orientant vers des agricultures écologiquement intensives. Aujourd’hui
les informations partielles concernant les oasis, pourtant un modèle de développement
durable, rendent difficile la prise de décision. C’est pourquoi le RADDO porte un
véritable intérêt au présent projet.
M. Benoit Horemans, directeur régional de la FAO Afrique du nord, a tenu à souligner
l’engagement historique de la FAO sur la question oasienne en rappelant différentes
initiatives existantes : programme de lutte contre le bayoud, projet SIPAM, mis en place
de champ école paysan à Gafsa, programme de lutte contre le charançon rouge et
d’autres à venir comme les projets GEF à Figuig, Aissa et Akka au Maroc. Il a souligné le
véritable intérêt de la FAO pour ce projet d’appui à l’intégration régionale.
La première présentation est venue préciser les enjeux communs aux oasis du Maghreb
(cf. présentation jointe). Après avoir souligné l’importance des zones arides et des oasis
au Maghreb, Jean-Baptiste Cheneval, coordinateur régional du RADDO, a donné quelques
chiffres sur les enjeux cruciaux que constituent l’augmentation de l’insécurité
alimentaire avec notamment une dépendance forte vis-à-vis des importations de
céréales, et les prévisions du changement climatique. Ces derniers s’ajoutent à une série
de crises que les oasis connaissent depuis plusieurs décennies (crise de l’eau, foncière,
sociale, économique …).
La présentation des différents scénarios envisageables a permis de souligner la nécessité
d’un partage des connaissances et d’un travail commun à partir des initiatives existantes
pour favoriser le développement de ces agro-systèmes indispensables pour les pays de
la région.
La présentation suivante faite par Renato Cumani, responsable gestion adaptative à la
FAO, a permis d’apporter quelques éléments de compréhension sur ce domaine (voir
présentation jointe). Les différents outils présentés ont permis d’avoir un panorama des
réalisations possibles. On retiendra que la gestion adaptative consiste en l’élaboration
d’outils d’informations permettant aux acteurs du développement d’ajuster leurs actions
89
en vue d’un objectif précis. Dans de nombreux cas, il s’agit de fournir une information à
partir d’une base de données. Schématiquement, la base de données (Database) est à
l’interface entre le producteur de données (data producers) et l’utilisateur des données
(data users).
Les facteurs de la réussite constituent un élément important à prendre en compte dans
le projet :
- Le nécessaire engagement des parties prenantes
- Les notions de durabilité, faisabilité et d’utilité
- Le choix du type d’indicateurs
- Les caractéristiques d’utilisation de la base
Dans tout travail de gestion adaptive il reste nécessaire d’identifier les données
existantes ainsi que les initiatives en cours.
Concernant les oasis, différents types d’outils pourraient être intéressants :
- Une cartographie des oasis
- Une diffusion de l’information, recensement de la bibliographie
- Etat des palmeraies (urbanisation, mise en culture …)
- Etat des ressources naturelles (eau, cultures …)
Enfin la dernière intervention réalisée par Noureddine Nasr a permis de présenter les
différentes composantes du projet proposé sur une durée de 36 mois.
- Un premier axe institutionnel qui a pour but d’harmoniser les procédures et les
démarches à travers la mise en place d’outils communs. Il inclurait notamment de
la formation de formateurs et la construction d’un outil d’aide à la décision.
- Un second axe de renforcement de la société civile et des acteurs de terrain pour
faciliter la caractérisation et l’identification des bonnes pratiques. Cet axe inclura
également de la formation et le renforcement des réseaux existants.
- Enfin un troisième axe visant à favoriser l’échange d’informations
horizontalement et verticalement. Il inclura des échanges d’expériences, de la
formation et la mise en œuvre d’un outil spécifique.
Discussions
Les participants ont noté la pertinence d’un projet qui arrive au bon moment mais ont
soulevé un potentiel déséquilibre entre les actions de renforcement des capacités et les
investissements en équipements et infrastructure dans le projet.
Les actions du domaine du renforcement des capacités sont nécessaires à l’action. Trop
souvent des investissements en dur ont été faits et laissé à l’abandon par la suite. Le
présent projet vise une meilleure gestion des territoires oasiens grâce à une
amélioration de la circulation et l’accès à l’information afin de favoriser l’échange de
connaissances et renforcer les synergies entre acteurs. Ce n’est pas un projet technique
mais bien un projet d’organisation des acteurs pour une collaboration plus forte. En soi
même, le projet n’entrevoit pas d’investissements en équipements ou en infrastructure,
mais servira de base pour des futurs projets d’investissements.
90
Les participants ont soulevé l’importance de l’implication des oasiens et posé la question
des liens entre le RADDO et les acteurs oasiens ?
Le RADDO est un réseau d’associations agissant dans les oasis. Il s’adresse et regroupe
différents types d’associations : associations de développement local, associations de
producteurs, associations féminines, associations d’usagers de l’eau. Le RADDO est donc
lui-même constitué d’oasiens. De plus, par définition, les associations ont un véritable
ancrage social et une connaissance des acteurs locaux.
Il a été noté que le RADDO ne travaille pas seul. Il s’impose de travailler en synergie avec
l’ensemble des acteurs du développement local (centre de recherche, centre techniques,
collectivités locales, institutions …). L’expérience acquise témoigne en faveur d’une
synergie toujours plus forte entre ces acteurs qui ont été porté par le passé par une
approche sectorielle du développement.
Plusieurs questions ou remarques supplémentaires méritent d’être retenues pour la
suite :
- Comment créer la synergie entre les initiatives ?
- Comment faire passer les acquis aux oasiens ?
- Importance d’un système d’alerte sur les ressources naturelles
- Intérêt d’un outil d’aide à la décision et d’aide à l’adaptation
- Notion d’enjeux horizontaux (entre acteurs de la mise en œuvre) et verticaux
(entre mise en œuvre et prise de décision)
- Nécessité d’une démarche participative
B. Travaux de groupes
Le but des travaux de groupes était, selon un canevas prédéfini, de :
-
Identifier les acteurs clefs du développement des zones oasiennes, leurs activités,
les projets mis en œuvre, leurs capacités ainsi que les éventuels besoins dans le
domaine de l’information
Recenser les projets passés ou en cours sur les oasis soutenus par les fonds
internationaux ou nationaux
Identifier et lister les différents outils d’information et base de données existants
sur le sujet
Ces travaux ont permis de faire un premier recensement qui servira à compléter l’état
des lieux pendant la phase préparatoire. Ces informations ont été regroupées sous forme
de fiches.
Conclusion
Ce premier atelier aura permis d’impliquer un certains nombre d’acteurs clefs pour la
suite du projet.
Les points cruciaux dans l’élaboration du projet se situent à plusieurs niveaux :
91
(i) avoir une connaissance générale des multiples acteurs intervenants dans le
développement des territoires oasiens, de leur organisation, leur
fonctionnement et des projets existants
(ii) identifier précisément les besoins en termes d’informations pour permettre une
véritable gestion adaptative des territoires oasiens
(iii) définir les outils nécessaires à l’échange d’information
L’intérêt des participants pour une mobilisation plus générale en faveur des
agrosystèmes oasiens est évident. Reste néanmoins que l’articulation entre tous les
acteurs est un élément essentiel dans l’avenir de ces territoires. Ces l’un des objectifs de
ce projet.
Pour faciliter le montage de ce projet, des consultations nationales et un groupe de
référents pays seront mis en place. Ils auront pour objectif de faciliter la remontée
d’informations.
L’atelier du mois d’avril au Maroc constituera la seconde étape de ce travail avec une
première proposition de la part de l’équipe de consultants.
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Points Saillants
Design du projet : Lors des discussions, l’équipe a tenté de préciser l’ampleur des
activités et la logique du projet, dans le but de solidifier le cadre logique. Une liste
temporaire d’activités a été suggérée, qui devra être validée avec les parties prenantes
sur le terrain pendant la phase préparatoire. Il a été noté que certains des outputs
pourraient être reformulés selon l’évolution des activités.
Sites du projet : Étant donné que les activités devant se dérouler sur le terrain sont
assez limitées, selon la conception originale du projet, il a été décidé de ne pas
sélectionner de sites de projet pour le moment. Lorsque les activités auront été validées
par toutes les parties prenantes, une liste de critères sera soumise à l’atelier de
validation dans le but de sélectionner des sites appropriés pour les activités.
Échéancier : Il a également été décidé de reporter la validation des activités et du cadre
de résultats du projet à avril 2015 (atelier Maroc), pour se permettre de bien consulter
les parties prenantes et de compléter les analyses nécessaires. Un plan de travail
conjoint a été produit sur Smartsheet et partagé avec les membres de l’équipe. Le plan
de travail sera continuellement mis à jour.
Participation de l’Algérie au projet : La délégation de l’Algérie n’a pas participé à
l’atelier de lancement. Une mission du bureau sous-régional de la FAO a été organisée la
semaine suivant l’atelier dans le but de confirmer la participation du gouvernement et
des associations représentant les oasis. Cette participation n’a pas été assurée et le
dossier est en cours de suivi par la représentation de la FAO en Algérie
Consultations nationales : Une série de consultations dans chacun des pays visés par le
projet sera organisée par les consultants basés au Maroc et en Tunisie. La période de
consultation sera concentrée en février-mars, selon les échéances inscrites au plan de
travail (voir ci-joint).
Groupe de référence : Il a été décidé que pour faciliter les consultations et la circulation
d’information, chaque pays désignerait deux représentants (1 membre du
gouvernement et 1 représentant d’ONG), qui serviraient de point focaux pour la
préparation du projet.
93
Annexes :
1. Programme de l’atelier de démarrage
2. Liste des participants
3. Plan de travail de la phase préparatoire
94
Atelier de démarrage de la phase de formulation du projet régional (FEM/GEF)
‘gestion adaptative et surveillance des systèmes oasiens au Maghreb : Algérie
Maroc, Mauritanie et Tunisie’
Hôtel Ramada Plaza ; Gammarth, Tunis
le 29 janvier 2015
8H00
08H45
Programme de l’atelier
Inscription des participants (es)
Session d’ouverture :
Introduction à l’atelier : Noureddine Nasr (FAO)
Allocution de Mme Faouzia CHAKIRI : Union du Maghreb Arabe
(UMA)
Allocution de M. Patrice Burger : Directeur du CARI
09H15
09H30
09H45
10H10
10H30
11H00
13H00
14H00
14 H30
16H00
16H30
Allocution de M. Benoit Horemans : Coordinateur du bureau sous
régional de la FAO pour l’Afrique du Nord
Présentation de la problématique des oasis Jean
Baptiste
au Maghreb et de la nécessite d’une Cheneval
intervention Maghrébine
Les programmes et les outils pour le suivi des Renato
Cumani
RN
(FAO)
Présentation du projet ‘gestion adaptative et Noureddine Nasr
surveillance des systèmes oasiens au (FAO)
Maghreb : Algérie,
Maroc, Mauritanie et
Tunisie’
Discussion
Facilitateur :
Patrice Burger
Pause café
Le processus de développement du projet
Joana Talafré
Travaux de groupe sur les thèmes suivants :
- la ligne de base de chaque composante ;
- les partenariats
-les critères de sélection des sites pilotes.
Pause déjeune
Continuation
travaux
de
groupe
et
préparation des rapports pour la restitution
Restitution des travaux de groupe en plénière
Et discussions
Pause café
Prochaines étapes
95
FAO-RADDO
et
animateurs
des
groupes
FAO-RADDO
et
animateurs
des
groupes
Rapporteurs
Joana Talafré
17H30
Clôture
FAO-RADDO
96
97
98
99
100
101
102
103
104
APPENDIX 7: SURVEYS WITH STAKEHOLDERS ON OASIS MANAGEMENT
TOOLS AND INDICATORS
Gestion adaptative et surveillance des systèmes oasiens au Maghreb : Algérie
Maroc, Mauritanie et Tunisie
Sondage des partenaires de la société civile dans les oasis du
Maghreb
Ce sondage s’inscrit dans le cadre du montage du projet de “gestion adaptive et de
surveillance des systèmes oasiens au Maghreb”. Le projet, dans ses 2e et 3e composantes,
vise à renforcer les capacités des parties prenantes locales à identifier, partager et utiliser les
connaissances pertinentes en matière de gestion et de suivi des oasis.
Dans le but de définir les activités du projet, un certain nombre de questions doivent être
explorées, notamment en vue de mieux comprendre les mécanismes existants de partage des
connaissances. Ce sondage vise à approfondir l’état des lieux et l’énoncé des besoins qui
pourra informer le montage du projet.
L’équipe de montage du projet, la FAO et le RADDO vous remercient d’avance pour votre
coopération.
1. Informations de base
Nom :
Organisme :
Pays :
Rôle dans la gestion/le suivi des oasis :
Homme/Femme :
Lieu d’intervention :
PARTIE 1 – OUTILS DE GESTION DURABLE DES OASIS
2. Sélectionnez les systèmes d’information / outils de gestion des oasis dont vous disposez
actuellement, indiquez leur accessibilité, leur fréquence et leur facilité d’utilisation mais
également ceux auxquels vous souhaiteriez avoir accès
Outil de gestion
Accessibilité
1 = moins
accessible, 5 =
plus accessible
Systèmes
d’information
géographique (SIG)
105
Facilité
Fréquence
d’utilisation
d’utilisation
1
=
difficilement
utilisable, 5 =
facilement
utilisable)
Aimeriez
vous y
avoir
accès?
(O/N)
Bases de données sur
certaines
ressources
naturelles des oasis
Cartes d’utilisation des terres
Informations
sur
les
ressources hydriques (cartes
de
nappes
phréatiques,
khettaras, disponibilité des
eaux de surface)
Analyses des sols et de l’eau
Recensements
sociodémographiques
Recensements agricoles
Informations
sur
autres
activités économiques
Systèmes
d’alertes
météorologiques
Systèmes d’alerte et de
gestion des risques acridiens
Systèmes d’alerte d’autres
risques naturels
Services de vulgarisation
agricole
Études de cas de bonnes
pratiques
Savoirs traditionnels sur la
gestion de l’eau
Systèmes d’information sur
les prix agricoles
Plan
communal
de
développement
Autres, spécifiez SVP :
3.Selon vous, quels indicateurs faut-il suivre pour permettre une gestion durable des
systèmes oasiens ? A quelle fréquence devrait-on suivre ces indicateurs pour une gestion
optimale?
Paramètre
Cocher
si Fréquence de
suivi
pertinent
(proposer une échelle de
valeur)
Nombre de foyers
Taux de population active
Taux de chômage
Taux de dépendance
Revenu moyen (homme/femme)
Superficie agricole disponible
Superficie agriculture moderne
Productivité agricole
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Nombre de palmiers
Variétés des palmiers
Productivité des palmiers
Prix des dattes
Cas de maladies des palmiers
Nombre d’invasions acridiennes
Qualité de l’eau d’irrigation
Quantité de l’eau d’irrigation
Taux de salinité des sols
Taux de salinité de l’eau
Taux d’ensablement
Taux d’érosion
Taux de surexploitation des nappes
Présence
d’espèces
nuisibles
envahissantes
Biodiversité
Agro biodiversité
Nombre d’étages cultivés
Dynamiques d’urbanisation
Pollution des eaux
Disponibilité de l’eau de surface
souterraine
Autres (précisez) :
ou
ou
4. En général, êtes vous satisfait de vos outils de gestion de l’information ? Cochez la
bonne réponse
- Oui ☐
- Non☐
Si Non, pourquoi ?
PARTIE 2 – PARTAGE, DISSÉMINATION ET ÉCHANGES D’INFORMATIONS
5. Avez-vous des échanges avec d’autres acteurs oasiens (instituts techniques,
collectivités, associations, réseaux …)? Si oui, indiquez le type d’information partagée,
la fréquence des échanges etévaluezleur pertinence.
Type d’information partagée
Fréquence
Pertinence
(annuel,
mensuel, 1= moins pertinent,3 =
hebdomadaire,
plus pertinent)
autre)
Études de cas
Documents de recherche (articles,
monographies)
107
Documents de planification
Cartes, outils visuels
Bonnes pratiques
Conseils techniques
Autres : Précisez
6. Quel est selon vous le moyen le plus pertinent de communiquer et de partager
l’information entre les oasiens à l’échelle nationale et régionale?
Type
Pertinence
1= moins pertinent, 3 = plus
pertinent)
Rencontres, ateliers, forums
Formations
Communication Internet (email, skype, sites de
discussion modérés ..)
Réseaux sociaux (twitter, facebook, etc.)
Radio
Téléphone/SMS
Écrits
Voyages d’étude
Autres :
Précisez
108
APPENDIX 8: SURVEYS RESULTS
109
110
APPENDIX 9: NATIONAL CONSULTATIONS ON PROJECT COMPONENTS AND
ACTIVITIES
Formulation du projet régional (FEM/GEF) ‘gestion adaptative et surveillance des
systèmes oasiens au Maghreb : Algérie Maroc, Mauritanie et Tunisie’
Plan de consultations nationales
Objectif
Le premier objectif des consultations nationales est d’avancer les discussions avec les parties
prenantes quant aux activités proposées du projet, leur faisabilité et leurs bénéfices. Les
consultations se basent sur l’exercice d’état des lieux effectué par les consultants et les
participants à l’atelier de lancement, ainsi que sur la proposition d’activités figurant en
annexe, et pour lesquelles un nombre de questions-clé sont inscrites ci-dessous.
Le second objectif des consultations est de s’assurer de l’engagement des partenaires dans le
projet, et de confirmer les arrangements de mise en œuvre et de cofinancement. Bien que
cette discussion ne doivent pas être complétée avant la validation du cadre logique de projet
par tous les partenaires (prévue pour Avril 2015), un certain nombre de points doivent être
clarifiés.
Notes
Les activités proposées ci-dessous ne sont pas une indication du plan d’intervention final du
projet, mais bien des suggestions faites par les parties prenantes et les développeurs du projet.
Aussi, de nouvelles activités ou des modifications aux activités sont toujours possibles, tant
que le projet respecte le cadre des résultats escomptés inscrit au PIF.
Personnes et organisations à consulter
En premier lieu les consultants devraient dresser la liste des personnes clé à consulter sur la
base de l’état des lieux dressé pendant l’atelier de démarrage et les semaines suivantes. Cette
liste devrait être envoyée aux deux représentants du groupe de référence national
(ONG+gouvernement) pour validation et pour demander de l’assistance dans l’organisation
des rencontres.
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Questions clé
Composante 1 – Renforcement des capacités institutionnelles pour la collecte des
informations, la gestion et le suivi des ressources naturelles.
Activité proposée
Questions
Conception et mise en - Quel serait le public cible/le bénéficiaire primaire ?
application d’une plateforme - Serait-elle d’envergure régionale ou nationale ?
de données et d’informations - Quel type de données devrait on inclure ?
géo-référencée.
- Comment devrait-elle être hébergée et gérée
- Comment s’assurer de son utilisation durable et de sa
pertinence après la fin du projet?
Identification d'outils de suivi
et de gestion des oasis et
développement
d'outils
d'aide à la décision pour la
gestion des oasis
-
Harmonisation
et
standardisation
des
pratiques de collection et de
gestion des données à
l’échelle
régionale
(en
coopération avec les centres
régionaux)
-
-
-
Renforcer les capacités pour
effectuer et augmenter le
suivi
des
ressources
naturelles dans les oasis
-
Collecter des données et des
informations afin de remplir
les bases de données et
valider les méthodologies
-
Mettre en œuvre un projet
pilote de suivi des oasis basé
sur la participation des
populations locales (crowd-
-
-
-
-
Quel serait le public cible/le bénéficiaire primaire ?
A quelle échelle devrait-on situer un tel outil (locale,
nationale, régionale)?
Existe-t-il des exemples positifs d’outils de suivi et
de gestion qui sont repliables pour toutes les oasis ?
Quelle serait la base de référence qui devrait être
utilisée pour une telle harmonisation et
standardisation?
Comment s’y prendrait-on pour atteindre une telle
harmonisation des données ?
Y a-t-il une valeur à l’harmonisation des données ?
Quel serait le rôle des centres régionaux, et celui des
centres nationaux ?
Qui pourrait agir comme point focal national pour
cette activité ?
Quel type de renforcement de capacités serait
nécessaire pour améliorer la qualité et l’étendue du
suivi des oasis? Et à quelle(s) échelle(s) – i.e. local,
régional, national ?
Qui seraient les bénéficiaires primaires de ce
renforcement de capacités ?
A quelle échelle devrait se tenir cet exercice pour
fournir un échantillon de données représentatif ?
Qui se chargerait de la collecte des données au
niveau de chaque pays ?
Dans quels sites irait-on chercher les données pour
obtenir un échantillon représentatif et une
méthodologie applicable à toutes les oasis ?
Est-ce qu’une telle initiative serait faisable si on
fournit aux populations locales des outils
technologiques pour y participer ?
Est-ce qu’une telle initiative serait souhaitable, ou
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sourcing)
Assurer la formation des
formateurs sur le suivi et la
gestion
durable
des
ressources naturelles
-
Formation des communautés
locales sur le suivi et la
gestion
durable
des
ressources naturelles (avec
le concours des formateurs
ci-haut)
-
-
bien le suivi des oasis devrait rester du domaine de la
recherche ou du gouvernement ?
Si oui, quel serait le meilleur endroit pour déployer
un tel projet pilote ?
Qui seraient les formateurs ou les agents à être
formés ?
Ont-ils déjà bénéficié de formations similaires ?
Quels outils sont nécessaires pour assurer la
transmission des connaissances ?
Dans quels sites pourrait – on livrer cette formation ?
Qui seraient les bénéficiaires primaires ?
Sur quels sujets devrait porter la formation ?
Composante 2 – Connaissances améliorées sur les meilleures pratiques pour la conservation
dynamique, la gestion adaptive et le suivi des oasis.
Activités proposées
Formation des partenaires à
l'identification
et
la
documentation des bonnes
pratiques
Questions clé
- Y aurait-il une méthodologie reconnue pour
l’identification des bonnes pratiques ?
- Qui seraient les bénéficiaires de cette formation ?
- Comment s’assurer de la libre circulation de ce type
d’information ?
Identification des meilleures
pratiques
de
gestion
adaptive des oasis à travers
des approches participatives
et multidisciplinaires
Formation
régionale/nationales sur la
mise en application des
meilleures
pratiques
identifiées
-
Quel format serait préférable pour l’identification de
ces meilleures pratiques par le projet ? (monographie,
base de données en ligne, etc…)
-
Qui seraient les bénéficiaires de ces formations ?
Est-ce qu’une formation nationale serait préférable ou
une formation régionale ?
Qui pourrait assurer la coordination de cette activité
au niveau régional ?
-
Composante 3 – Les meilleures pratiques sont sélectionnées et partagées
Activité proposée
Questions clé
Création et publication de - qui serait le public cible pour cette initiative ?
l’atlas des oasis
- quelle organisation sous-régionale pourrait être
porteuse de cet Atlas ?
- Peut-on y insérer des meilleures pratiques ?
113
Développer une plateforme de partage des connaissances
et des outils de prise de
décisions locaux
-
Outre la plateforme de partage des connaissances qui
existe déjà, quelle forme pourrait prendre cet échange
de connaissances ?
Qui serait responsable de centraliser cette
plateforme ?
Plaidoyer sur le rôle des oasis dans l’économie, l’écologie
et la culture de la sous-région
Développement de la charte des Oasis
Quelle serait la meilleure organisation régionale pour
porter ce plaidoyer et à qui devrait-on s’adresser ?
-
Comment pourrait-on faire pour développer une telle
charte avec la participation des communautés
locales ?
Quelle serait sa valeur politique, normative, légale ?
114
APPENDIX 10: VALIDATION WORKSHOP REPORT
Formulation du document projet régional (FEM/GEF) ‘gestion adaptative et
surveillance des systèmes oasiens au Maghreb : Maroc, Mauritanie et Tunisie’
Atelier de discussion du document du projet régional (FEM/GEF) ‘Gestion
adaptative et surveillance des systèmes oasiens au Maghreb’ : Maroc,
Mauritanie et Tunisie’
Rabat, Maroc : Le 5 mai 2015
115
Introduction
Le présent rapport résume les actions, décisions et discussions qui ont eu lieu lors de l’atelier de
rabat de formulation du document du projet « gestion adaptative et surveillance des systèmes
oasiens au Maghreb » qui s’est tenu à Rabat au Maroc le 5 Mai 2015 .
Étaient présents les membres de l’équipe de consultants chargés de la formulation du document
projet, des représentants de la FAO du bureau sous régional de la FAO pour l’Afrique du Nord à
Tunis et de Rome, de la coordination régionale du RADDO et les 3 points focaux nationaux pour
les 3 pays du projet, ainsi que de nombreuses parties prenantes venues du Maroc, Mauritanie et
Tunisie (voir liste en annexe).
Le 04 Mai 2015, une rencontre entre consultants et l’équipe de la FAO a eu lieu afin de mettre au
point le programme de l’atelier et de définir les arrangements de mise en œuvre. Cette journée a
permis de poser un certain nombre de questions, qui ont été relayées à la FAO et au RADDO lors
du dernier atelier qui a eu lieu à Tunis. Lors de cette réunion, l’équipe a pu aussi discuter le
cadre logique du projet, les différentes activités et les sections ainsi que le budget.
Atelier
Le 05 mai a eu lieu l’atelier de discussion du document du projet régional FEM « gestion
adaptative et surveillance des systèmes oasiens au Maghreb : Maroc, Mauritanie, Tunisie »,
auquel ont participé de nombreux représentants des parties prenantes nationales – chercheurs,
associations, services techniques, institutions - (cf. liste des participants annexée) ainsi que des
partenaires régionaux. La journée a été divisée en deux parties (cf. annexe) :
iii. Pendant la matinée, après la session d’ouverture, l’introduction au projet et à la
démarche de la formulation du projet, les résumés des consultations nationales, le
résumé des sondages ainsi que le cadre logique du projet ont été présentés.
iv. L’après midi a été dédié à des travaux de groupes lors desquels les participants étaient
regroupés en équipes pour discuter les produits et le rôle des parties prenantes et
des stratégies de mise en œuvre pour chaque composante. Une restitution des
travaux de groupe ainsi que la synthèse des recommandations et des prochaines
étapes ont été programmés.
C. Session introductive
Mme Faouzia Chakiri, direction de la sécurité alimentaire à l’UMA a ouvert la séance en
soulignant le rôle et l’importance des oasis du Maghreb. Elle a également rappelé les différentes
institutions régionales et sous régionales pertinentes, en matière de lutte contre la
désertification et le changement climatique. Elle a noté le potentiel des Oasis d’agir à titre de
levier du développement.
Mme M’Aiziza Mint Mahfoudh O/Kerbally, Secrétaire générale du Ministère de l’Agriculture de
Mauritanie, a exprimé les remerciements et ses félicitations au nom du Ministre de l’agriculture
de Mauritanie la FAO pour ce projet. Elle a également souligné l’importance de l’approche
régionale de ce projet tout en exprimant le soutien et la collaboration du Ministère de
l’agriculture de Mauritanie.
M Mohamed Bachri, représentant de l’ANDZOA, Maroc, a souligné que le projet s’inscrit
parfaitement dans les orientations de l’ANDZOA et a porté une attention sur la composante
touchant les indicateurs de suivi des écosystèmes oasiens qui sont d’une importance
116
particulière. Il a également noté l’aspect transversal du projet compte-tenu que les
problématiques et défis auxquels font face les oasis se ressemblent d’un pays à l’autre.
M Michael Hage, représentant de la FAO au Maroc a tenu à remercier les organisateurs et
participants pour la réussite du premier atelier à Tunis. Il a tenu à rappeler que les oasis
représentent un patrimoine de l’humanité, architectural et du savoir, en plus d’être les derniers
remparts contre la désertification et peuvent donc devenir des modèles de développement
durable. Il a précisé que les systèmes oasiens nécessitent une vision d’ensemble fédérée afin de
soutenir les acteurs dans le développement de la gestion desdits systèmes. Il faut donc favoriser
la qualité et le partage d’information.
M Jean-Baptiste Cheneval, coordinateur du RADDO, a souligné 3 motifs de motivations vis à vis
cet atelier à savoir la mobilisation de plus en plus forte des acteurs des systèmes oasiens;
l’approche multi-acteurs et transfrontalière ainsi que l’utilité des associations dans les oasis.
D. Présentations
La première présentation est venue pour présenter l’équipe responsable du projet ainsi qu’une
vue d’ensemble de ce qui a été réalisé depuis la tenue de l’atelier de Tunis. Il a également
mentionné que, suite aux travaux de groupes de l’atelier de démarrage, des sondages ont été
élaborés par l’équipe de consultants afin de recueillir des informations nationales sur l’état des
connaissances des acteurs oasiens, ce qui a donné lieu à des missions de terrain en Mauritanie,
au Maroc et en Tunisie effectués par Mr. Abdellatif Khattabi et Mme. Zohra Lili Chabaane (voir
plus bas). En parallèle, l’équipe de projet a élaboré un autre sondage pour les acteurs oasiens
afin de mieux cerner les outils de gestions des systèmes oasiens utilisés, les indicateurs de suivis
de ces systèmes, ainsi que les moyens d’échange/partage d’information entre les acteurs –
sondages distribués à travers le réseau du RADDO. L’information recueillie a servi à formuler le
document de projet. Il a aussi indiqué que le projet est d’une durée de 36 mois et est financé à
hauteur de près de $2,000,000 USD par le Fonds pour l’Environnement Mondial (FEM) et que les
agences d’exécution identifiées pour les différentes composantes du projets sont, à ce jour :
l’ANDZOA (Maroc); le CRRAO (Tunisie); une agence à identifier pour le cas de la Mauritanie. Il
est à noter qu’un participant a souligné qu’il serait pertinent que le ministère de l’agriculture
soit responsable. M Nasr a souligné que bien qu’il ait rencontré plusieurs représentants de
l’Algérie, cette dernière ne fera malheureusement pas partie du projet.
Les deux consultants nationaux, M Abdellatif Khattabi et Mme. Zohra Lili Chabaane, ont
présenté la synthèse des missions et sondages effectués dans les pays participants. Ils ont tenu à
remercier les pays et groupes hôtes d’avoir facilité l’accomplissement de leur mission.
Mme Zohra Lili Chabaane a débuté en mentionnant qu’en premier lieu, un inventaire des
parties prenantes et des projets relatifs aux oasis a été réalisé avant d’élaborer les
questionnaires destinés aux parties prenantes (pas l’ensemble). Les CRDA de Gabes, de Kebili et
de Tozeur, le CTD de Tozeur et de Kébili, le CRRAO, l’RA Kebili et l’IRA Gabes, une agence de
voyage d’écotourisme oasienne en plus de 13 associations de la société civile ont été rencontrées
en tout lors sa mission, afin de discuter les implications des parties prenantes ainsi que les
données importantes à suivre. Il en est ressorti qu’il existe une multiplicité des parties prenantes
pour les systèmes oasiens en Tunisie et que les rôles de chacun ne sont pas bien définis, si bien
le rôle des uns et des autres sont appropriés de part et d’autre des intervenants. Une rencontre
de l’équipe du projet FEM/Banque Mondiale a également eu lieu quant à l’élaboration d’un Atlas
des oasis de Tunisie, ce qui pourrait servir à la composante 3 du projet en développement.
M Abdellatif Khattabi a indiqué que ce qui s’applique en Tunisie en termes de résultats obtenus
du terrain s’applique pratiquement intégralement au Maroc et à la Mauritanie. Les sondages
effectués ont été réalisés par internet, email, téléphone, ainsi qu’en personne. Parmi les
117
intervenants sondés, il a noté, pour le Maroc, le Ministère de l’agriculture, le Centre National de
Recherche Agronomique, l’ANDZOA, ainsi qu’un certain nombre d’associations. En Mauritanie, il
a indiqué ses approches auprès du Ministère de l’agriculture, la Direction Recherche Formation
de Conseil Agricole DRFCA (projet PDDO), ainsi que le point focal du Tenmiya (ces visites
soutenues par le point focal de la FAO et celui FEM).
M Jean-Patrick Toussaint a présenté les résultats des sondages effectués quant aux outils de
gestions, indicateurs de suivis, et échanges d’informations déployés par les parties prenantes
dans les systèmes oasiens. Ces résultats ont jeté la base à l’élaboration des activités et
indicateurs des différentes composantes du projet. Dans l’ensemble, 21 organisations ont été
approchées lors de ces sondages en ligne distribués par le RADDO. Toutes les organisations ont
noté qu’elles sont insatisfaites de leurs outils de gestions des systèmes oasiens, principalement
dû au manque de moyens disponibles pour mettre en œuvre de tels outils (ex. : SIG). Elles ont
également noté qu’elles aimeraient avoir accès à l’ensemble des outils de gestions soulevés dans
le sondage. Par ailleurs, les indicateurs de suivi des oasis ont permis de dégager ceux qui sont
pertinents et ceux qui le sont moins. Encore une fois, l’ensemble des parties prenantes juge que
les indicateurs présentés dans le sondage sont pertinents – bien que certains le sont plus que
d’autres.
E. Discussions
Dans un premier temps, la majeure partie des discussions ont porté sur la présentation réalisée
par Mme Joana Talafré sur le cadre logique du projet (activités et résultats attendus par
composante).
Plusieurs questions ou remarques supplémentaires méritent d’être retenues pour la
suite :
Résultat 1
La prise en considération de la situation des différents pays (sondages effectués par
consultants) dans le cadre logique et les résultats du projet. La réponse était que les activités
seront modulables selon les besoins et les capacités de chaque pays et qu’il y aura des activités
basées sur ce qui est déjà dans le pays ; il n’y aura pas de création de nouvelle base de
données mais plutôt le renforcement pour chaque pays. Il a été recommandé aussi qu’il faudra
mentionner l’état des lieux de chaque pays. En ce qui concerne l’outil, la question était sur la
collecte des informations pour le développer, le gérer et les utilisateurs. Le problème sur la
représentativité des organisations (ex. : sondages) et l’existence des travaux déjà effectués non
identifiés dans la présentation des résultats ont été signalés.
Parmi les remarques, on note aussi qu’il faudrait développer une approche uniforme puisque les
3 produits répondent aux soucis et aux défis qui sont les même pour les trois pays. D’où, la mise
en place du projet de manière participative. Ainsi, la concertation et la coordination sont
indispensables lors de l’identification des outils ; des indicateurs et des acteurs.
Enfin a été évoqué la nécessité de prendre en compte le caractère systémique des oasis dans
l’élaboration de l’outil et le choix des indicateurs.
Résultat 2
La question sur les indicateurs (qualitatif quantitatif) a été évoquée par plusieurs participants
surtout en ce qui concerne le pourcentage des cibles, le nombre de bonnes pratiques (20+ pour
l’ensemble des pays ou pour chaque pays) ; le pourcentage de personnes, des femmes et des
jeunes formés. L’élaboration d’un manuel de bonnes pratiques a été abordée. Il a été signalé que
ces bonnes pratiques doivent être dupliquées. Il faudrait aussi identifier les mauvaises
pratiques. Un processus de validation des bonnes pratiques devra être mis en place.
Le suivi du projet au niveau national a été largement recommandé pour garantir la pérennité et
la durabilité. Des formations pour les jeunes/femmes ont été suggérées lors des consultations.
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Enfin la DAT a suggéré de faire le lien avec l’une de ses études incluant la définition d’une
pratique.
Résultat 3
La stratégie de communication était aussi abordée ainsi que la différenciation entre la
sensibilisation et le plaidoyer. Il a été recommandé de réfléchir aux deux dimensions (locale v
régionale) sur l’aspect décisionnel.
Plusieurs intervenants ont proposé de tirer de l’expérience existante citant à titre d’exemple
l’Atlas des oasis de la Tunisie. Ils ont aussi demandé pourquoi ne pas avoir une institution en
Tunisie et en Mauritanie qui s’occupe des oasis telle qu’ANDZOA au Maroc.
La mise en place d’une commission régionale de coordination pour la conservation durable des
oasis a été fortement recommandée. L’idée de classer les oasis comme patrimoine agricole à
l’échelle nationale ou mondiale était évoquée pour la stratégie de plaidoyer. Ainsi, une charte
des oasis pourrait être mise en œuvre. Il est en tous cas nécessaire de réaliser un état des lieux
sur les outils existants dans ce domaine.
Concernant la stratégie de communication, ils ont recommandé d’inclure les médias dans les
indicateurs ; les parlementaires et élus doivent être inclus comme partenaires.
Ils ont aussi demandé d’ajouter un indicateur de suivi de la diminution des mauvaises pratiques.
Par la suite, des groupes de travail ont été formés afin d’établir certaines réponses aux
questions suivantes :
Composante 1 – Quelle serait la forme idéale de l’outil d’aide à la décision?
Composante 2 – Quel type de meilleures pratiques devrait-on identifier, et comment?
Composante 3 – Quels sont les messages importants à véhiculer dans la stratégie de
sensibilisation et de plaidoyer?
Nommez les partenaires (locaux, nationaux, régionaux) qui devraient être impliqués dans les
activités pour chaque composante
Les résultats obtenus de ces travaux se trouvent en annexe.
On notera toutefois qu’il a été conseillé pour la composante 1 de faire une cartographie des
acteurs et d’impliquer les utilisateurs dans l’élaboration des outils.
A été évoqué pour la composante 2, la nécessité d’un organe pour fédérer autour des bonnes
pratiques, la nécessité de définir la bonne pratique, d’établir les outils qui permettront
d’identifier les bonnes pratiques et de définir le processus de leur validation. Un recensement
des outils de recensement et de diffusion existants a été proposé.
Enfin pour la composante 3, un mapping des outils et espaces de plaidoyer existants a été
conseillé.
F. Conclusions
Cet atelier aura permis d’impliquer un certain nombre d’acteurs clefs pour la formulation du
document du projet, et ce à travers:
(iv) La définition des partenaires d’exécution (locaux, nationaux et régionaux) qui devraient
être impliqués dans les différentes activités de chaque composante du projet
(v) La définition de la forme souhaitable de cet outil d’aide à la décision
(vi) La définition de la stratégie de sensibilisation et de communication, des bonnes
pratiques et les différents indicateurs.
L’intégration de l’approche participative et de l’approche Genre est un aspect transversal qui a
été pris en considération tout au long de la formulation du document du projet.
G. Annexes :
119
4.
5.
6.
7.
Liste des participants
Les présentations des intervenants
Comptes-rendu des travaux d’équipe
120
Atelier de discussion du document du projet régional (FEM/GEF) ‘Gestion
adaptative et surveillance des systèmes oasiens au Maghreb’ : Maroc,
Mauritanie et Tunisie’
Hôtel Golden Tulip, Rabat, Maroc
Le 5 Mai 2015
8H00
08H30
Inscription des participants (es)
Session d’ouverture
Introduction à l’atelier : Noureddine Nasr (FAO)
-
09H15
Allocution de Mme Faouzia CHAKIRI : Union du Maghreb
Arabe (UMA)
- Allocution de M. Mohamed Bachri : Agence Nationale pour le
Développement des Zones Oasiennes et de l’Arganier
(ANDZOA)
- Allocution de Mme M’Aiziza Mint Mahfoudh O/Kerbally :
Secrétaire générale du Ministère de l’Agriculture de Mauritanie
- Allocution de Jean Baptiste Cheneval : Coordinateur du RADDO
- Allocution d’ouverture par M. Michael Hage: Représentant de la
FAO au Maroc
- Tour de table : introduction des participants
Pause-café
09H30
Introduction au projet et à la démarche de Noureddine Nasr
la formulation du document du projet
09H40
Résumé des consultations nationales
Abdellatif Khattabi
Zohra Lili Chabaane
Résumé des sondages
10H15
12h00
13H30
15H00
16H00
16H15
Jean-Patrick
Toussaint
Présentation et discussion du cadre Joana Talafré
logique du projet : activités et résultats
attendus par composante
Pause déjeuné
Travaux de groupe : discussions des FAO-RADDO
produits, des rôles des parties prenantes animateurs
et des stratégies de mise en œuvre, pour groupes
chaque composante (3 groupes)
Restitution des travaux de groupe en Rapporteurs
plénière
Pause-café
Synthèse des recommandations et Joana Talafré
prochaines étapes
121
et
des
Liste des particpants
Institution
Ministère de l'Agriculture
Ministère de l'Agriculture
Tenmiya
GEF Mauritanie
Nom
Kerbally
Doussou
TOURAD
CHAHE
DGPA
Said
Centre
régional
de Grira
télédétection
DGQEV
Ben Salem
centre technique des Ben Hamida
dattes kebili
Centre de recherche Namsi
Degache
Centre
national Kochlef
télédétection
RADDO
JABRI
GEF national
MEJAI
GEF national
BENYAHIA
CRTS
Bijaber
ANDZOA
Felus
DAT
Nehnahi
DAT
Moata
OKAPI
Toussaint
Prénom
Email
M’Aiziza
Sidi Mahmoud
Mohamed
Mohamed
Yahya
Abdelfattah
Mohamed
[email protected]
[email protected]
[email protected]
[email protected]
Tarek
Foued
[email protected]
[email protected]
Ahmed
[email protected]
Monia
[email protected]
Issam
Youssef
Mohamed
Noureddine
Ahmed
Latifa
Jallal
Jean-Patrick
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
AOFEP
AOFEP
APDPS
ElAbdi
Boukil
De Gennaro
Rachida
Ahmed
Raffallea
UMA
ORMVAT
CARI/RADDO
CHAKIRI
Khal
BURGER
Faouzia
Mohamed
Patrice
Jeanpatrick.toussaint@okapiconsultin
g.ca
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
CARI/RADDO
CHENEVAL
Jean-Baptiste
[email protected]
ANDZOA
Bachri
Mohamed
[email protected]
Abdellatif
[email protected]
Jaoud
[email protected]
Haut-Commissariat
des Haddioui
eaux et des forets et la
lutte
contre
la
désertification
Direction
de Mouabid
l’aménagement
du
Territoire
Direction
de Elomari
l’aménagement
du
Territoire
122
Elmostapha
[email protected]
Ministère
l’environnement
GEF Maroc
FAO
FAO
FAO
FAO
FAO
FAO
FAO
de Rheyati
Unité
Nassira
[email protected]
Veyret-Picot
Maude
[email protected]
Cumani
Renato
[email protected]
Talafré
Joana
Lili Chaabane
Zohra
NASR
Noureddine
[email protected]
Damergi
Maya
[email protected]
Chourabi
Hela
[email protected]
Joana.talafré@okapiconsulting.ca
[email protected]
Présentation du Projet
‘Gestion adaptative et suivi des systèmes oasiens au Maghreb’
Objectif : Renforcer, élargir et soutenir la gestion adaptative et le suivi des écosystèmes oasiens
du Maghreb
•
•
•
Basé sur la nécessité de mieux connaître les oasis afin de mieux les gérer
Travailler avec les institutions de recherche et de développement et renforcer les
organisations à l’échelle régionale, nationale et locale
Bâtir sur les connaissances et expériences existantes et accélérer l’adoption de
meilleures pratiques et technologies de gestion des oasis
Cadre logique
Résultat 1: Les capacités institutionnelles et techniques pour la gestion, le suivi et l’analyse des
systèmes de production oasiens sont renforcées
 Produit 1.1: Des paramètres et méthodologies de suivi des ressources naturelles
des oasis harmonisés sont développées et utilisés par les institutions de
recherche et de développement, les ONG et les autorités locales et nationales.
 Produit 1.2: Les capacités des institutions de recherche et développement et des
planificateurs gouvernementaux sont renforcées en matière d’analyse
géospatiale
 Produit 1.3: Les experts, les représentants de la société civile et autres personnes
ressources des 3 pays sont formés pour organiser des ateliers sur la gestion et le
suivi des ressources naturelles dans la région
Activités
 1. Développer un Outil d’Aide à la Décision pour la gestion adaptative des oasis, sur la
base des méthodes et outils existants
123
 2. Harmoniser et standardiser les pratiques de collecte et de gestion des données au
niveau national et régional
 3. Soutenir la coopération régionale dont le but serait le développement d’une
plateforme de partage des données géo-référencées sur l’état et la gestion des Oasis
 4. Formation des centres de R&D et de suivi nationaux sur l’utilisation de l’Outil d’Aide à
la Décision (Activité 1) et sur la collecte des données pour la gestion des oasis
 5. Effectuer la collecte d’information et des données à partir de sites pilotes (à définir)
afin de valider les outils et les méthodologies développés.
 6. Formation des formateurs sur la gestion des ressources naturelles, la gestion durable
des terres et le suivi des ressources au niveau local/décentralisé.
 7. Formation des communautés locales sur la gestion des ressources naturelles, la
gestion durable des terres et le suivi des ressources au niveau local/décentralisé
Indicateurs et cible:
• Nombre de programmes et de modules de formation développés
• 1 programme de formation sur le suivi des tendances oasiennes;
• 1 programme de formation sur l’outil d’aide à la décision;
• 1 programme de formation sur la gestion des oasis;
• 1 programme de formation des formateurs sur la gestion et le suivi des oasis
• Nombre et type d’outils de gestion et de suivi, incluant les bases de données
harmonisées, développé et utilisés
• 1 outil d’aide à la décision est développé et validé à travers une collecte de données
locales;
• 1 ensemble de pratiques de collecte de données harmonisées au niveau régional
Résultat 2 - Les capacités des parties prenantes locales à disséminer la connaissance et à livrer
des formations sur les meilleures pratiques sont renforcées
Produit 2.1 - Les meilleures pratiques de gestion adaptative des oasis sont sélectionnées,
documentées et partagées
Activités :
 8. Formation des parties prenantes locales et nationales quant à l’identification et la
documentation des meilleures pratiques de gestion et de suivi des oasis
 9. Identification des meilleures pratiques à travers une approche participative en
utilisant les données et les expériences générées pendant l’activité 5 (outil d’aide à la
décision) et les formations livrées sous le résultat 1.3
 10. Organisation de voyages d’étude pour partager et vulgariser les meilleures pratiques
 11. Formation des associations, des partenaires locaux et des agriculteurs quant à la
réplication et l’extension des meilleures pratiques les plus pertinentes
Indicateurs et cibles :
• Nombre de personnes formées
124
•
Dans les 3 pays, 100 personnes dont 50% de représentants des organisations de base,
20% des représentants de structures de R&D, 30% de représentants des autorités
locales. Au moins 30% des personnes formées sont des femmes.
Résultat 3 - La sensibilisation des décideurs, des communautés, des associations et des réseaux
sur
les
oasis
et
leur
gestion
adaptative
est renforcée
Activités :
 Produit 3.1: Des outils de sensibilisation et de communication pour soutenir le plaidoyer,
le développement des politiques et la planification des oasis sont développés
 12. Création et publication d’un Atlas des Oasis sur la base des informations existantes
(par ex. Atlas des Oasis de la Tunisie, FEM-BM).
 13. Développement et mise en œuvre d’une stratégie de plaidoyer pour la conservation
des Oasis, sur la base d’outils existants (par ex. Charte des Oasis, Alliance des Oasis, etc.)
 14. Déploiement d’une stratégie de communication et de sensibilisation sur les
meilleures pratiques identifiées, et sur le rôle des oasis dans l’économie,
l’environnement et la culture
Indicateurs et cibles :
• Niveau de sensibilisation parmi les décideurs, les membres du RADDO et des autres
réseaux quant aux défis des oasis, évalué par un sondage à la fin du projet
• Un niveau de sensibilisation élevé parmi les décideurs, ONG et autres partenaires ciblés
Partenaires
 Partenaires principaux:
 ANDZOA (Maroc)
 Ministère de l’Agriculture (Mauritanie)
 CRRAO (Tunisie)
 RADDO (CARI, AOFEP, ASOC, Tenmiya)
 Autres partenaires:
 Institutions de recherche et développement nationales
 Autorités locales
 Universités
 ONG et associations
 Medias
Aspects transversaux
 Genre:
125
 Indicateurs ciblés sur le genre: nombre de femmes formées ou sensibilisées,
 Activités ciblées sur le genre: par ex. développement des meilleures pratiques
applicables aux femmes, de messages touchant aux enjeux féminins en milieu
oasien
 Intégration du genre aux activités du projet: par exemple dans les programmes
de formation
Résumé des sondages des partenaires de la société civile dans les oasis du Maghreb :
Maroc, Mauritanie et Tunisie (PPT en pièce jointe)
Les travaux de groupes
Composante 1 :
Question :
• Quelle serait la forme idéale de l’outil d’aide à la décision?
Réponse :
• Diagnostic des outils existants
• L’outil devrait être convivial, accessible à un maximum d’utilisateurs, flexible et
permettant des améliorations et des mises à jour et éventuellement gratuit (open source,
logiciel libre ???). L’outil doit aussi tenir compte des spécificités de chaque pays et avoir
des interfaces pour chaque catégorie d’usager et/ou intervenant
• Géoportail
• Data warehouse
• Système d’information géographique oasien où chaque intervenant est responsable de la
mise en place de la couche d’information dont il est en charge
• Fiches techniques pour chaque catégorie de données ?
• Modèle Conceptuel de données et Modèle de traitement ? (indicateurs)
Question :
• Nommez les partenaires (locaux, nationaux, régionaux) qui devraient être impliqués
dans les activités pour chaque composante
Réponse :
• Les institutions publiques
• Les départements ministériels impliqués (agriculture, environnement, équipement,
décentralisation/intérieur, développement local, tourisme….)
• Les élus locaux
• La population locale
• Les points focaux
• La société civile, ONG
Composante 2 :
Question :
• Quel type de meilleures pratiques devrait-on identifier, et comment?
Réponse :
• Définir les bonnes pratiques
• Les bonnes pratiques à considérer sont à contextualiser
• Développer des indicateurs de leur mise en œuvre
• Définir les modes de diffusion
Les bonnes pratiques devront être multiplicables et applicables facilement.
126
Bonnes pratiques en termes de :
• De gestion, planification et coordination des actions sectorielles dans les oasis
• Gestion de l’eau et du sol
• Pratiques agricoles et différents secteurs de production dans les oasis
• Organisation des usagers
• Valorisation des produits des oasis (filières économiques)
• Surveillance et suivi environnemental
Question :
Nommez les partenaires (locaux, nationaux, régionaux) qui devraient être impliqués dans les
activités pour chaque composante
Réponse :
• Ministères concernés par les secteurs ciblés et leurs organismes sous tutelle
• Les instituts de recherche
• Les centres techniques
• Les organisations professionnelles
• Les associations de développement
• Les associations de protection de l’environnement
• La population locale
Composante 3 :
Question :
• Quels sont les messages importants à véhiculer dans la stratégie de sensibilisation et de
plaidoyer?
Réponse :
PUBLICS CIBLES
• Décideurs : politiques – élus – pouvoir législatif – tous secteurs gouvernementaux
• Technique : R&D (universitaire); Administratif/exécution ;
• Structure de base : sociétés civiles ; GDA Tunisie ; Agriculteurs ; genres
• Secteur privé (activités génératrices de revenus) Groupements d’intérêts économiques
(GIE – Maroc)
Technique (Recherche et développement) : information spécialisée
• base de données/cartes
Sensibilisation
• bénéfices à tirer de la gestion durable et adaptative des oasis
• durabilité du système
• échange des bonnes pratiques
• capitalisation des expériences des autres pays
• valorisation de leurs propres expériences (ex. : GIAHS)
Question :
• Nommez les partenaires (locaux, nationaux, régionaux) qui devraient être impliqués
dans les activités pour chaque composante
Réponse :
Structure de base (société civile)
• RADDO ;
• Associations oasiennes :
• GDA (Tunisie) / AUA (Maroc) / AGPO (Mauritanie)
Secteur privé
• Agences d’investissements & d’écotourisme dans chaque pays
• Agence
d’exécution
127
APPENDIX 11.A: PROJECT ENVIRONMENTAL AND SOCIAL (E&S) SCREENING CHECKLIST
For each question only 1 of 4 boxes must be checked: Not Applicable (N/A), No, Yes or Unknown.
Would the project, if implemented?
I. FAO VISION/STRATEGIC OBJECTIVES
Be in line with FAO’s vision?
Be supportive of FAO’s strategic objectives?
II. FAO KEY PRINCIPLES FOR SUSTAINABILITY IN FOOD AND AGRICULTURE
Improve efficiency in the use of resources?
Conserve, protect and enhance natural resources?
Protect and improve rural livelihoods and social well-being?
Enhance resilience of people, communities and ecosystems?
Include responsible and effective governance mechanisms?
ESS 1 NATURAL RESOURCES MANAGEMENT
 Management of water resources and small dams
Include an irrigation scheme that is more than 20 hectares or withdraws more than 1000 m3/day of water?
Include an irrigation scheme that is more than 100 hectares or withdraws more than 5000 m3/day of water?
Include an existing irrigation scheme?
Include an area known or expected to have water quality problems?
Include usage of non-conventional sources of water (i.e. wastewater)?
Include a dam that is more than 5 m. in height?
Include a dam that is more than 15 m. in height?
Include measures that build resilience to climate change?
 Tenure
Negatively affect the legitimate tenure rights of individuals, communities or others 1?
ESS 2 BIODIVERSITY, ECOSYSTEMS AND NATURAL HABITATS
Make reasonable and feasible effort to avoid practices that could have a negative impact on biodiversity, including agricultural
biodiversity and genetic resources?
Have biosafety provisions in place?
Respect access and benefit-sharing measures in force?
Safeguard the relationships between biological and cultural diversity?
 Protected areas, buffer zones and natural habitats
1
Not Applicable
No
Yes
Unknown
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
In accordance with Voluntary Guidelines on the Responsible Governance of Tenure of Land, Fisheries and Forests in the Context of National Food Security (VGGT )
http://www.fao.org/docrep/016/i2801e/i2801e.pdf
128
Located such that it poses no risk or impact to protected areas, critical habitats and ecosystem functions?
ESS 3 PLANT GENETIC RESOURCES FOR FOOD AND AGRICULTURE
 Planted forests
Have a credible forest certification scheme, national forest programmes or equivalent or use the Voluntary Guidelines on Planted
Forests (or an equivalent for indigenous forests)?
ESS 4 ANIMAL - LIVESTOCK AND AQUATIC- GENETIC RESOURCES FOR FOOD AND AGRICULTURE
 Aquatic genetic resources
Adhere (Aligned) to the FAO Code of Conduct for Responsible Fisheries (CCRF) and its related negotiated instruments?
Aligned, where applicable, with FAO’s strategic policies established in the FAO Technical Guidelines for Responsible Fisheries
(including aquaculture)?
 Livestock genetic resources
Aligned with the Livestock Sector Strategy including the animal disease, public health and land degradation provisions?
ESS 5 PEST AND PESTICIDES MANAGEMENT
Involve the procurement or provision of pesticides?
Result in increased use of pesticides through expansion or intensification of production systems?
Require the disposal of pesticides or pesticide contaminated materials?
ESS 6 INVOLUNTARY RESETTLEMENT AND DISPLACEMENT
Avoid the physical and economic displacement of people?
ESS 7 DECENT WORK
Adhere to FAO’s guidance on decent rural employment, promoting more and better employment opportunities and working conditions
in rural areas and avoiding practices that could increase workers’ vulnerability?
Respect the fundamental principles and rights at work and support the effective implementation of other international labour standards,
in particular those that are relevant to the agri-food sector?
ESS 8 GENDER EQUALITY
Have the needs, priorities and constraints of both women and men been taken into consideration?
Does the intervention promote women’s and men’s equitable access to and control over productive resources and services?
Does the intervention foster their equal participation in institutions and decision-making processes?
ESS 9 INDIGENOUS PEOPLES AND CULTURAL HERITAGE
Are there any indigenous communities in the project area?
Are project activities likely to have adverse effects on indigenous peoples’ rights, lands, natural resources, territories, livelihoods,
knowledge, social fabric, traditions, governance systems, and culture or heritage (tangible and intangible)?
Are indigenous communities outside the project area likely to be affected by the project?
Designed to be sensitive to cultural heritage issues?
129
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
APPENDIX 11.B: RISK CLASSIFICATION CERTIFICATION FORM
After completing the E&S screening checklist, the LTO completes and certifies this certification form.
Project symbol: GCP/SNE/003/GFF
Project title: Adaptive Management and Monitoring of the Maghreb’s Oases Systems
A. RISK CLASSIFICATION
X
1.
Moderate
High
Record key risk impacts from the E&S Screening Checklist
A. None________________
C.
B.
2.
Low
_____________________
D. _____________________
_____________________
Has the project site and surrounding area been visited by the compiler of this form?
X
Yes
No
B. STAKEHOLDER CONSULTATION/ ENGAGEMENT
Identification of stakeholder(s)
Inception workshop
Date
29
January
2015
March
2015
Online questionnaire for needs identification distributed through
the Réseau Associatif de Développement Durable des Oasis
RADDO network
Bilateral (face-to-face, by e-mail and by phone) consultations in
Morocco, Mauritania and Tunisia with key stakeholders and
partners including research institutions, NGOs, CSOs, ministries
and regional entities
Validation workshop
1.
2.
AprilMay
2015
5
May
2015
Participants
40 +
Location
Tunis,
Tunisia
21
oasisrelated
organisations
25
organisations
On-line
35 +
Rabat,
Morocco
Mauritania,
Morocco
and Tunisia
Summarize key risks and impacts identified from the stakeholder engagement
A. _____________________
C.
B.
D. _____________________
_____________________
_____________________
Have any of the stakeholders raised concerns about the project?
No. The only concern raised regarded the role and responsibility of RADDO, the Réseau Associatif de
Développement Durable des Oasis within the context of the project. The concern has been taken into account
and mitigated. Already during the project preparation phase, the stakeholders got the chance to familiarise with
RADDO. Furthermore, the contribution of the network as partner in this project has been limited and a LOA
will be prepared for specific inputs from RADDO and its network on the ground in components 2 and 3 of the
project.
The LTO confirms the information above
Date: 12 June 2015
Signature: Noureddine Nasr
130

FAO/GLOBAL ENVIRONMENT FACILITY PROJECT DOCUMENT

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