host for the Secretariat. Indicator Baseline Targets End of Project Source of verification Risks and Assumptions Outcome 1 Institutional capacities for coordinated, climate-resilient planning strengthened. Mechanisms and a de-risked investment environment established to catalyse finance for climate change adaptation. 1. Development of a National Climate Change Strategy to guide the NCCC on appropriate coordination mechanisms and diversified, financing strategies to support adaptation-related activities in the long-term. 2. Development of a roadmap outlining how to establish and capitalise a Fund for the Environment and Climate Change. 1. There is no national strategy on how to approach the challenge of climate change, how to coordinate climate change-related projects, or how to prioritise adaptation activities based on their benefits and impacts. The country has no expertise in or adaptation economics which can support dynamic modelling. 1. BASELINE: A National Climate Change Strategy does not exist in Djibouti. 2. Current Government funds are used to address extreme short-term challenges such as poverty and malnutrition. The Government often finds it difficult to justify the allocation of scarce fiscal revenues to longer-term needs. As a result, existing budget plans (excluding donor support) do not have financing mechanisms which target activities, projects or programmes that build resilience to climate change. In addition, in spite of the fact that there are more than 50 international public funds and 6,000 private equity funds 1. TARGET: Creation of a National Climate Change Strategy informed by dynamic modelling results which guides the NCCC’s work and provides strategic coherence to climate change initiatives in Djibouti. 2. TARGET: Roadmap defining how to establish and capitalise a National Environment and Climate Change Fund which supports climate-smart adaptation activities for rural and urban populations in the long-term and which supports ongoing and future climate resilience projects. 1. Review of the NCC Strategy. Review of adaptation projects/programmes and their uptake into the NCC Strategy. 2. Review of the roadmap on how to establish and capitalize an Environment and Climate Change Fund. ASSUMPTION: Institutions have the will and ability to engage in coordinated planning to mitigate potential climate change risks. ASSUMPTION: Relevant Ministries have an interest in fully integrating adaptation strategies into their long-term planning. ASSUMPTION: The Government of Djibouti has sufficient incentive to design a Fund for the Environment and Climate Change which can be effectively targeted towards activities in a transparent manner with appropriate financial management. RISK:
4. Number of pastoral centres (pastoretums) in each region 5. Number of women’s tree seedling nurseries created in both Adailou and Assamo to i) produce seeds, ii) multiply species (e.g. wind-blocking plants, fruit-bearing trees, etc), and iii) support reforestation; of crops to generate revenues throughout all seasons). BASELINE 1-3: 1 borehole in each zone, 10 shallow wells in Adailou, 14 in Assamo, 2 ha of agro-pastoral plots in Adailou (not irrigated) and 10 ha of agro-pastoral plots (not irrigated) in Assamo, 10 ha of activities. BASELINE 4: The pastoralists in each region have had no capacity reinforcement on soil conservation measures, re-seeding, veterinary medicine and animal hygiene to ensure more sustainable pastoralist practices. Pastoretums provide an enclosed and guarded plot to practice sustainable pastoralism with expert knowledge transfer. However, neither region has had the opportunity to learn in such a manner. BASELINE 5: 1 tree nursery in Assamo (0 nurseries in Adailou). BASELINE 6: No Catchment Management or Water Point and 30 hectares in Adailou. 3. 70 ha in Assamo and 380 hectares in Adailou replanted and reforested. TARGET 4: 1 pastoretum in each region created. TARGET 5: At least 1 women’s tree seedling nursery created in both Adailou and Assamo. TARGET 6: 5 Catchment Management 4.Ministry of Livestock records on the pastoretums 5.Irrigation and nursery records kept by the Ministry of Agriculture. 6.Conventions signed, confirming creation of and reduce erosion, and due to introducing security guards and robust fencing as protection measures. RISK: Works associated with water mobilisation and retention infrastructures lead to unanticipated environmental impacts. RISK: Limited capacity of local populations to perform maintenance on boreholes and well pumps.
6. Creation of Catchment and Water Point Management Committees. Management Committees exist in either Assamo or Adailou to enable the sustainable management of water use. Most diesel-powered wells have become non-functional due to the high price of diesel and the fact that there is no one with the ability to maintain the pumps locally. Committees formed (4 in Adailou in the Weima watershed and 1 in Assamo, the Juba watershed) and 27 Water Point Committees formed in total (one around each water point). All Committees will have 4 people including 1 female representative. Catchment and Water Point Management Committees Operation and Maintenance training provided by the Ministry of Water to the communities Meeting minutes / records of the Catchment and Water Point Management Committees Outcome 3 Improved resilience to hydrological climate change risks. Enhanced resilience to climate-mediated shocks through income generation and diversification. 1. Number of Automatic Weather Stations (AWSs) procured and installed. 1. The Executive Secretariat for Risk and Disaster Management advises the National Committee on Natural Disasters on technical matters and coordinates prevention, mitigation and response activities. In line with Djibouti’s decentralization approach, SEGRC established Local Risk and Catastrophe Management Committees (LRCMCs) to transfer risk-related responsibilities to the regional level. Additionally, SEGRC drafted general flood action plans for each region in Djibouti with the support of FAO. In spite of these efforts, the LRCMC lacks the technical and operational capacities to prepare community populations for droughts and floods. Similarly, the action plans are general and focused predominantly on the TARGETS 1. One automatic weather station procured and installed in each region. See Annex 8c). 1. National Meteorological Service Procurement records. ASSUMPTION: One weather station in each project zone is sufficient to extend the weather and climate monitoring network to help with forecasts and previsions. RISK: There is insufficient technical and operational capacity within the regional governments to coordinate drought and flood preparedness.
3. Number of rural inhabitants (disaggregated by gender and type of activity) who actively participate in bee-keeping, poultry raising 4. Number of local market stalls rehabilitated / created to facilitate access of Adailou and Assamo farmers/cultivators/pastoralists to larger regional markets. consideration of higher erosion rates). BASELINE 2: No community DRM/DRR adaptation preparedness plans. 3. Due to the fact that the mountainous regions of Assamo and Adailou are remote and isolated from selling points, they have limited means to diversify their livelihoods. In Adailou, the rural population has no other option than to farm with traditional, ineffective methods (due to lack of knowledge on appropriate farming practices) or to continue grazing livestock in spite of recurring drought. In Assamo, the region has one fruit that is grown locally (goyave) and this is increasingly susceptible to climate shocks. Stakeholder consultations indicate community members want to diversify their livelihoods with poultry breeding and beekeeping. BASELINE 3: No community members are active in poultry breeding and bee-keeping. 4. In Assamo and Adailou, there is a need to rehabilitate/create market stalls to help incentivize crop and milk product diversification. As indicated during stakeholder consultations, selling points are TARGET 3. 70 households (HHs) active in poultry breeding in Assamo and 50 HHs in Adailou. 14 people in Adailou and 6 in Assamo active in beekeeping and which have been provided appropriate materials. TARGET 4. Rehabilitation of the Ali-Sabieh market stall and creation of the Tadjourah market stall. 3. Ministry of Agriculture and Ministry of Environment annual surveys (disaggregated by gender and type of activity). 4. Sales records of the market stalls in Ali Sabieh and Tadjourah.
conserve scarce water resources and manage temporal flows to reduce flooding and erosion. 71400 Contractual Services Ind. 283,250 171,030 260,610 239,910 954,800 G 72100 Contractual Services Co. 142,500 974,500 696,500 488,400 2,301,900 H 72200 Equipment 197,500 51,500 11,500 7,500 268,000 I 72300 Materials & Goods 0 28,920 68,840 73,840 171,600 J 75700 Training, Workshops & Conferences 43,420 94,000 63,000 0 200,420 K sub-total GEF 717,990 1,356,270 1,128,770 846,970 4,050,000 04000 UNDP 72600 Grant 263,325 263,325 263,325 263,325 1,053,300 sub-total Grants 263,325 263,325 263,325 263,325 1,053,300 Total Outcome 2 981,315 1,619,595 1,392,095 1,110,295 5,103,300 OUTCOME 3: Improved resilience to hydrological climate change risks. Enhanced resilience to climate-mediated economic shocks through income generation and diversification. MHUE 62160 LDCF 71300 National Expert 12,000 9,000 3,000 0 24,000 L 71400 Contractual Services Ind. 55,750 31,750 11,750 21,750 121,000 M 72200 Equipment 35,000 0 0 0 35,000 N 72300 Materials & Goods 54,000 40,000 36,600 22,600 153,200 O 72800 Information Technology Equipment 20,000 0 0 0 20,000 P 75700 Training, Workshops & Conferences 107,044 70,044 38,000 5,000 220,088 Q sub-total GEF 283,794 150,794 89,350 49,350 573,288 04000 UNDP 72600 Grant 263,350 263,350 263,350 263,350 1,053,400 sub-total Grants 263,350 263,350 263,350 263,350 1,053,400
Table 8: Project Monitoring and Evaluation Work Plan and Budget Type of M&E activity Responsible Parties Budget US$ Excluding project team staff time Time frame Inception Workshop and Report Project Manager PIU (Project Implementation Unit) UNDP CO, UNDP GEF Indicative cost: 10,000 Within first two months of project start-up. Measurement of Means of Verification of project results. UNDP GEF RTA/Project Manager will oversee the hiring of specific studies and institutions, and delegate responsibilities to relevant team members. PIU, esp. M&E expert To be finalized in Inception Phase and Workshop. Start, mid and end of project (during evaluation cycle) and annually when required. Measurement of Means of Verification for Project Progress on output and implementation Oversight by Project Manager PIU, esp. M&E expert Implementation teams To be determined as part of the Annual Work Plan's preparation. Indicative cost is 20,000 Annually prior to ARR/PIR and to the definition of annual work plans. ARR/PIR Project manager PIU UNDP CO UNDP RTA None Annually Periodic status/ progress reports Project manager and team None Quarterly Mid-Term Review Project manager PIU UNDP CO UNDP RCU External Consultants (i.e. evaluation team) Indicative cost: 40,000 At the mid-point of project implementation. Terminal Evaluation Project manager PIU UNDP CO UNDP RCU External Consultants (i.e. evaluation team) Indicative cost : 40,000 At least three months before the end of project implementation. Audit UNDP CO Project manager PIU Indicative cost per year: 3,000 (12,000 total) Annually
PROMES-GDT project – deliberately adopted a conservative and focused approach to project activities. 2 Low level of cooperation between executing institutions Project activity implementation could be delayed. The implementation arrangements have been discussed in detail at the Validation Workshop in January 2013, and have been accepted by all involved parties. MHUE is very willing to coordinate activities with the different executing agencies (as evidenced in the LDCF1 and Adaptation Fund projects), and the UNDP Country Office will closely monitor the project’s execution so as to limit any deviations. All involved parties are strongly interested in the project activities and outcomes, and will benefit from capacity building from the project. Moreover, the project’s support to the National Climate Change Committee is specifically intended to facilitate and other inter-institutional coordination. Operational, Political P = 2 I = 3 3 Works associated with Upstream and downstream UNDP’s Environmental & Social Screening Procedure has been applied Strategic P = 3 I = 3
Drought-resilient tree species will be planted and community members will be trained in Soil and Water Conservation methods. 6 Targeted farmers and pastoralists are sceptical and unwilling to use adaptation technologies / practices and engage in poultry breeding, beekeeping, etc. so as to diversify their livelihoods and/or income diversification strategies do not significantly increase household incomes. Without sufficient awareness and training, may be reluctant to try seemingly more complicated technologies and livelihood practices which can build their resilience to climate change. The LDCF3 financed project will build on community farming practices. In both regions, best practices will be adopted. LDCF funds will provide strong support to local NGOs such as EVA (Adailou) and the Agricultural Cooperative of Assamo who are both assisting the communities in agriculture, yet lack sustainable practice knowledge such as Soil and Water Conservation methods and year round crop choices. During Stakeholder consultations, the community members voiced their desire and willingness to adopt aviculture and apiculture. Other rural communities have had success with both new livelihood methods in other initiatives facilitated by the Ministry of Agriculture. Significant training and expertise on how to introduce and upscale aviculture and apiculture will Operational, Strategic P = 3 I = 3
mountain regions in terms of sustainable livelihood development remote mountain regions will become neglected and lack government support to continue building resilience to climate change and extreme weather risks. populations in Adailou and Assamo. Support will be provided for the populations to cultivate revenue-bearing crops and trees and to have a market place within reach to sell the fresh local produce. Also, funds will be used to support artisanal production (e.g. jams, handicrafts) and commercial sales of artisanal products. I=3 12 There is insufficient technical and operational capacity within the regional governments to coordinate drought and flood preparedness Local mountain communities will continue to be isolated and lack information required to take adaption or mitigation measures before floods and droughts. Component 3 of the project includes substantial training for the existing regional Local Risk and Catastrophe Management Committees (LRCMC). They will be trained in how to understand drought and flood preparedness with national and regional knowledge-sharing opportunities. Newly procured weather stations and a risk inventory will support their ability to plan, forecast and alert populations. LDCF funds will also be used to provide a study tour of neighbouring Somaliland on how communities are constructing gabion and reinforcing wadi banks with gabion using a Operational, Strategic P =2, I=3
1.3.1 Etude pour identifier des sources de financement (national et International) pour capitaliser le Fond d'Environnement et du CC 10,000 10,000 1.3.2 Etablissement du Fond d'Environnement et du CC 12,000 12,000 1.3.3 Developpement d'un mechanisme de gouverance qui est efficace et transparent pour le Fond d'Environnement et du CC 10,000 1.3.4 Coordination 22,500 22,500 22,500 22,500 1.3.5 Knowledge Management 25,000 25,000 25,000 25,000 1.3.6 Suivi et Evaluation 7,500 7,500 7,500 7,500 COMPOSANT 2 2.1.1 a Etudes hydrogéologiques 60,000 2.1.1 b Identification des sites potentiels avec la communauté, personnel technique des départements concernées 5,000 2.1.1 c Etudes hydrologiques des micro barrages 100,000 2.1.1 Etudes topographiques pour les micro barrages 15,000 2.1.1 Etudes géothechniques pour les micro barrages 15,000 2.1.1 f Etudes d'aménagement des berges 15,000 5,000 2.1.1 g Etudes topographiques pour implantation des seuils semi souterrains (16 seuils x 1500$/unité) 6,000 6,000 6,000 2.1.1 h Etudes topographiques pour implantation des citernes impluviums (15 citernes x 1000$§unité) 3,750 3,750 3,750
2.1.9 Construction de 3 mares artificieles dans les parcours d'Alaadou 22,500 22,500 22,500 2.1.10 Formation des techniciens sur la mobilisation d'eau pour des département techniques concernées (DGT, Meau, etc) 15,000 15,000 2.1.11 Conseil Technique 8,480 8,480 8,480 8,480 2.1.12 Civil Engineering Supervisor 8,840 8,840 8,840 8,840 2.1.13 Suivi et Evaluation du recharge du nappe 7,500 7,500 7,500 7,500 2.2.1 Création d'1 périmètre agro-pastorale de 10 ha à Adaïlou avec un retenue de 200 m3 et des installations de stockage avec des capacités de 100 kg. 40,000 80,000 80,000 2.2.2 Equipment solaire des perimetres existents 170,000 2.2.3 Appui aux agricultures 15,000 15,000 2.2.4Rehabiliter la systeme d'irrigation des systemes existents 30,000 30,000 2.2.5 Formation sur les différentes méthodes d'irrigation utilisées pour conserver l'eau (irrigation goutte à goutte, recyclage d'eau) 17,000 2.2.6 Mise en défens pour les espèces sensibles pendant au moins 3 ans sur 2400 ha à Ayaladou, 2000 ha à Adaïlou et 1200 ha à Assamo 7,000 14,000 14,000 2.2.7 Formation sur l'introduction et la diversification des cultures fourragères qui sont 6,420
Attachment 1 DESCRIPTION OF UNDP COUNTRY OFFICE SUPPORT SERVICES Reference is made to consultations between the Ministry of Habitat, Urbanism and Environment, of the Government of Djibouti and officials of UNDP with respect to the provision of support services by the UNDP country office for the nationally managed project “Supporting rural community adaptation to climate change in mountainous regions of Djibouti” In accordance with the provisions of the letter of agreement and the project document, the UNDP country office shall provide support services for the “Supporting rural community adaptation to climate change in mountainous regions of Djibouti” as described below. Recruitment of the International consultants as per the Terms of Reference annexed to the document. Identify training institutions abroad and administer participation of trainees in training programmes as needed Support services to be provided: Support services (insert description) Schedule for the provision of the support services Cost to UNDP of providing such support services (where appropriate) Amount and method of reimbursement of UNDP (where appropriate) Recruitment of the International consultants as per the Terms of Reference annexed to the document. Advertisement, Identification, selection and contracting of International consultants (including advertising, short-listing and recruitment) June 2014 – Dec-2017 As per the pro-forma costs: 180 days over 48 months of GS6 Procurement Associate: $18,572 UNDP will directly charge the project upon receipt of request of services from the Implementing Partner (IP) Services related to finance (including but not limited to): Payments Ongoing throughout implementation when applicable As per the pro-forma costs: 110 days over 48 months of GS6 Finance Associate: As above