Download - UNDP Climate Change Adaptation

United Nations Development Programme
Country: MALI
PROJECT DOCUMENT
Project Title: Enhancing Adaptive Capacity and Resilience to Climate Change in Mali’s Agriculture Sector
UNDAF Outcome(s): The most vulnerable rural zones are enjoying an improvement in their food security and are
enjoying sustainable development, sustainable alternative energy services, and employment creation.
UNDP Strategic Plan Environment and Sustainable Development Primary Outcome: The management of the
environment by the private and public sectors, and in particular by local collectives are strengthened.
UNDP Strategic Plan Secondary Outcome: Mainstreaming environment and energy
Expected CP Outcome(s): The state and the local collectives are better equipped to prevent and manage extreme
events,
Expected CPAP Outputs: The capacities to manage natural resources and to fight against land degradation are
strengthened.
Executing Entity/Implementing Partner: National Directorate of Agriculture, Ministry of Agriculture
Implementing Entity/Responsible Partners: United Nations Development Programme
Brief description
According to current information on climatic variability and predicted climate change scenarios for Mali, the country’s long-term
development is expected to be significantly affected by: both insufficient and unpredictable rainfall; increased frequency of
flooding; and more violent winds in the Sahel and Sahara regions. As Mali’s agriculture sector is highly dependent on climatic
factors, it is generally agreed upon that climate change will produce great impacts in this sector, even when considering the
uncertainty of the forecasting models. Scientific assessments carried out in the context of the Initial National Communication
(INC) and the National Adaptation Programme of Action (NAPA) has shown that climate change will most probably lead to
significant losses in crop production. In turn, these impacts on the agriculture sector will have direct effects on food security in
the country.
As a follow-up project to Mali’s NAPA, in a preferred situation, the decision makers at all levels would be informed about the
forecasted impacts of climate change on the livelihood of their population and would be provided with the means to prevent or to
address them. In particular, local administrations in the most vulnerable areas of the country would have the capacity to identify,
develop and implement measures that would efficiently and effectively reduce the vulnerability of the rural population and help it
in coping with the adverse impacts of climate change. Farmers would also have information on alternative approaches and tools
and technologies to increase their own resilience and would benefit from adequate incentives to use them. Where necessary,
municipalities and villagers themselves would have access to finance, information and to technical support that would enable them
to achieve and sustain development goals despite climate change. Barriers to meeting this preferred situation include: inadequate
policy and legal and institutional environments; limited awareness of policymakers and limited capacities of staff in line ministries
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and local administrations; spatial and quality gaps in the climate information supply chain; low capacities of farmers and herders to
identify and implement appropriate long-term adaptive measures; insufficient codification, and inadequate dissemination of
knowledge.
Contributions to respond to these barriers and reduce the level of vulnerabilities to climate change will be achieved through the
pursuit of specific outcomes including: (i) the improvement of capacities to prevent and manage the impacts of climate change on
agricultural production and food security; (ii) the strengthening of climate resilience of agricultural production systems and the
most vulnerable agro-pastoral communities; and (iii) the dissemination of the best practices generated by the project.
Total resources required
Total allocated resources:
● Regular (GEF/LDCF)
● Other (additional cost):
● UNDP (cash)
● Government (in-kind)
● SIDA(DNM) (parallel)
● IOM(parallel)
● OXFAM (parallel)
● Planet Guarantee
10,817,300
● Other (baseline financing)
2,225,000
_____________
2,340,000
200,000
255,000
2,080,000
2,250,000
517,300
950,000
● UNDP (parallel)
Programme Period:
2010 - 2014
Atlas Award ID:
Project ID:
PIMS #
00058696
00073048
4046
Start date:
End Date:
Management Arrangements
PAC Meeting Date
March 2010
March 2014
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2,225,000
NEX
18/11/2009
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Agreed by (Government):
Date/Month/Year
Agreed by (Executing Entity/Implementing Partner):
Date/Month/Year
Agreed by (UNDP):
Date/Month/Year
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Table of Contents
Acronyms
Part 1. Situation Analysis
1.1. Geographic, Climatic and Socioeconomic Context
1.2. Climate Risk Analysis and Potential Impacts on Mali’s Agricultural Sector and Food Security
Recent Changes in the Climate
Forecasted Climate Change
Anticipated Impacts of Climate Change on the Agricultural Sector and on Food Security
1.3. Baseline: Ongoing Strategies, Policies and Measures for Sustainable Development and to Deal with Climate
Variability
Baseline Strategies, Policies and Programmes for Sustainable Development in the Agricultural and Food Security sectors
Other Initiatives
Current Response to Adaptation Needs
1.4. Causes of the Problem: Weaknesses in the Ongoing Response
1.5. The Preferred Situation and Barriers Analysis
1.6. Institutional Context and Stakeholders Analysis
1.7. Introduction to the Demonstration Area
Part 2. Project Strategy
2.1. GEF Alternative Scenario
2.2. Project Rationale and Policy Conformity
LDCF Conformity
Overall GEF Conformity
2.3. Country Ownership: Country Eligibility and Country Drivenness
2.4. Project Goal, Objectives, Outcomes and Outputs/Activities
2.5. Project Indicators, Risks and Assumptions
2.6. Summary of Adaptation Costs and Benefits
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2.7. Sustainability and Replicability
Sustainability
Replicability
Part 3. Project Strategic Results Framework
Part 4. Total Budget and Work plan
Part 5. Management Arrangements
5.1. The Project Board
5.2. Project Management at the National Level
5.3. Project Management at the Local Level
5.4. Project Organisation Structure
Part 6. Monitoring and Evaluation
6.1. Project Start
6.2. Quarterly
6.3. Annually
6.4. Periodic Monitoring through Site Visits
6.5. Mid-term of Project Cycle
6.6. End of Project
6.7. Learning and Knowledge Sharing
6.8. Indicative Monitoring and Evaluation Work Plan and Corresponding Budget
Part 7. Legal Context
Annex 1. Map of Livelihood Zones of Mali
Annex 2. NAPA Priorities Addressed in this Project
Annex 3. Summary Vulnerability Assessment of Pilot Municipalities
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Annex 4. TOR for Key Project Coordination Mechanism and Staff
Annex 5.Short Description Baseline and Additional Cost Activities
Annex 6. Co-Financing Letters
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Acronyms
ALM
ANEJ
ANICT
APR
CABO
CBD
CCC
CCI
CIGQE
CILSS
CMDT
CNRST
CO2
CPAP
CPS
CSA
CSRP
DNM
DSSAT
ERC
EWS
GEF SEC
GLAM
GTPA
IER
INC
IPCC
IW
LDC
LDCF
LFA
LO
LOA
M&E
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UNDP-GEF’s Adaptation Learning Mechanism
Environment Journalist Network
Agency for National Investment in Territorial Collectivity
Annual Project Review
Agro-biological Research Centre
Convention on Biological Diversity
Communal Consultative Committee
SIDA Climate Change Initiative
The Institutional Framework for the Management of Environmental Questions
Convention establishing the Inter-State Committee for Drought Control in the Sahel
Malian Company for the Development of Textiles
National Center for Scientific and Technical Research
Carbon Dioxide
Country Programme Action Plan
Unit for Planning and Statistics
Food Security Commission
Growth and Poverty Reduction Strategic Framework
National Directorate of Meteorology
Decision Support System for Agro-technology Transfer
Evaluation Resource Center
Early Warning Systems
Secretariat of the Global Environment Facility
Local Multidisciplinary Group for Meteorological Assistance
Agro-meteorological Assistance Multidisciplinary Group
Rural Economy Institute
Initial National Communication
Intergovernmental Panel on Climate Change
Inception Workshop
Least Developed Country
Least Developed Country Fund
Logical Framework Analysis
Local Officer
Agricultural Orientation Law
Monitoring and Evaluation
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MATCL
MDGs
MEA
NAPA
NAP-CD
NBSAP
NDA
NEX
NGO
OHVN
PADELIA
PAL
PAN
PAPE
PAR
PASA-Mali
PASAOP
PB
PCU
PDES
PDSEC
PIR
PM
PNAE
PNPE
PNSA
PPR
PRCGRN
PRSP
PTR
RCU
SAP
SBAA
SLM
SNC
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Ministry of Territorial Administration and Local Collectivities
Millennium Development Goals
Ministry of the Environment and Sanitation
National Adaptation Programme for Actions
National Action Plan to Combat Desertification
National Biodiversity Strategy and Action Plan
National Directorate of Agriculture
National Execution
Non-governmental Organization
Office of the Niger High Valley
Partnership Project for the Development of Law and of Institutions of Environmental
Management in Africa
Local Action Programme
National Action Programme
Supporting Project for Environmental Policy
Regional Action Programme
Support to Food Security in Mali Programme
Support to Agricultural Services and Farmers Organizations Programme
Project Board
Project Coordination Unit
Economic and Social Development Project
Social, Economic and Cultural Development Plans
Project Implementation Report
Project Manager
National Environmental Action Plan
National Policy for the Protection of the Environment
National Food Security Programme
Project Progress Report
State and Local Collectivities Capacity reinforcement programme concerning
Environmental Management
Poverty Reduction Strategy Paper
Project Terminal Report
Regional Coordinating Unit
National Food Security Programme
Standard Basic Assistance Agreement
Sustainable Land Management
Second National Communication
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SNSA
STP
TOR
UNCCD
UNDP
UNDP CO
UNFCCC
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National Food Security Strategy
Permanent Technical Secretariat
Terms of Reference
UN Convention to Combat Desertification
United Nations Development Programme
UNDP Country Office
United Nations Framework Convention on Climate Change
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Part 1. Situation Analysis
1.1. Geographic, Climatic and Socioeconomic Context
1. Landlocked in West Africa, Mali has a population of approximately 13.5 million (with a growth rate of
approximately 3% a year) of which the majority live in rural areas1. Mali lies between 10° and 25° north latitude
and the longitudes 4° east and 12° west. It covers 1 241 238 km², or around 1/24th of the total surface area of
Africa. Mali shares 7000 km of borders with seven countries, namely: Senegal and Guinea-Conakry to the West,
Mauritania to the North West, Algeria to the North, Niger and Burkina Faso to the East, and Ivory Coast to the
South.
2. The country is divided into 8 administrative regions (Kayes, Koulikoro, Sikasso, Segou, Mopti, Tombouctou, Gao
and Kidal), as well as the District of Bamako; 49 Districts (Cercles); and 703 municipalities (Communes). In the
process of decentralization, the state is gradually transferring certain land management responsibilities to these
government structures.
3. Mali’s topography varies from desert sand plains in the north to the great alluvial plain of the Interior Delta of the
Niger. In the north, the topography is characterized by the predominance of plateaus and sandy plains. The northeast is characterized by an extension of the sandstone massifs of the central Sahara. The massif's valleys open to
the Tamesna plain on the east, to the Telemsi fosse on the west, to the western basin of the Azaouak valley on the
south, and to the Tanezrouft on the north.
4. The centre of the country is dominated by a vast alluvial plain, namely, the interior delta of the Niger River. In the
zone of Goundam, the dunes and the small rocky hills bound the delta plains where lakes have formed. A second
grouping of plains stretches over the east of the delta between the northern loop of the Niger and the Dogon
Plateau in the south; it is known under the name of Gourma. From this level, one can observe strings of fixed and
isolated dunes emerging from the rocky or sandy plains.
5. Generally speaking, Mali experiences two seasons: the dry season which lasts from 9 months in the north
(October to June) to 6 months in the south (November to April); and a humid season lasting 3 months in the
north and 6 months in the south.
6. Mali is divided into the following four climate zones (cf. Figure 1 below):
Name
Precipitation
Size and location
Northern Arid Saharan < 200 mm/year
632 000 km2 – 51 % of the territory, North
Semiarid Sahelian
200-600 mm/year 285 000 km2 – 23% of territory, Central
Sudanese
600-1000 mm/year 215 000 km2 – 17.5% of territory, Southern region including the capital
Sudanese-Guinean
>1000 mm/year 75 000 km2 – 6% of the territory, Southern region
Table 1: Mali’s climate zones
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World Bank Country Brief Available at : http://web.worldbank.org/
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7. The Niger Delta is also a distinct ecological region of the country, where most of the flood retreat crops are
cultivated (e.g. flood retreat sorghum).
Figure 1: Repartition of the climatic zones of Mali (Source: NAPA, 2007)
8. Various production systems exist as a consequence of the diversity of the agro-climatic gradients. Annex 1
provides details on the agricultural livelihoods from one zone to the next. Generally speaking, herders are
exclusive to the Sahelian zone while a combination of farmers, herders and agro-herders exists in the more
southern regions.
9. Mali’s agricultural production is a mix of food crops, primarily for auto-consumption, as well as more industrial
crops such as cotton. Food crops, livestock raising and cotton represent, respectively, 20.7%, 9.5% and 6.0% of
the primary sector production. The country’s primary agricultural products include2:
● Grains: millet, sorghum, rice, and corn
● Cotton
● Sugar cane
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Initial National Communication (INC), p. 4-5
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Peanuts
Fruits and vegetables
Livestock varieties include:
● Cattle
● Dromedaries
● Horses
● Donkeys
● Swine
● Sheep and goats
● Fish
Only 14% of Mali’s land is considered to be cultivable but the country’s economy is nevertheless strongly
dependent on agriculture. In fact, Mali’s economy is largely dominated by the primary sector, which employs
83.4% of the working population. The secondary and tertiary sectors of the economy are still not well developed.
They employ 4.1% and 12.5% of the active population, respectively3. The agricultural sector in Mali is very
sensitive to climate variations including droughts and desertification, both of which have been occuring for
several decades. Increasing demographic pressure has led to the conversion of the marginal or forested land into
agricultural land and has consequently caused a shortening of the fallow periods and a general degradation of the
soil’s fertility.
According to the World Bank, despite annual variability due to repeated shocks, Mali’s economic growth has been
generally favorable in recent years, averaging 5.1% per year for the 2003-07 period. Mali’s economy did not
perform as well in 2007 due to unfavorable weather conditions and technical difficulties that affected gold
production. Mali’s macroeconomic stability has been maintained in 2008 despite the world economic crisis4 but in
spite of these recent trends, Mali remains one of the world's poorest countries and ranks 168 out of 179 countries,
according to the 2008 UNDP Human Development Index5.
With 83.4% of the population working in the primary sector, availability of and access to natural resources are a
first priority for the Malian people, both factors being particularly vulnerable to climate change.
1.2. Climate Risk Analysis and Potential Impacts on Mali’s Agricultural Sector and Food Security
Recent Changes in the Climate
14. Mali has already been experiencing the effects of climate change over the last 40 years. The increased rate of
desertification is considered to be mainly due to a combination of natural drying and the exploitation of natural
National Adaptation Programme of Actions (NAPA), p. 14-15, 2007
World Bank Country Brief Available at :
http://web.worldbank.org/WBSITE/EXTERNAL/COUNTRIES/AFRICAEXT/MALIEXTN/0,,menuPK:362193~pagePK:1
41132~piPK:141107~theSitePK:362183,00.html
5 Human Development Report, Fighting Climate Change Human Solidarity in a Divided World 2007/2008, p. 232
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vegetation through destructive and unsustainable methods. Isohyets that were reaching 1500 mm in the southern
part of the country in the 1950s have hardly reached a maximum of 1300 mm in the last 15 to 20 years (see figure
2 below).
Figure 2: Isohyets in Mali from 1951-1970 compared with the period 1971-2000
Source: National Directorate of Meteorology (DNM), 2006
15. Moreover, the vegetative cover which consist of tree savanna and forest-gallery has become predominantly similar
to the Sahel region in the last two decades, and the Niger River’s flow has decreased from 1300 m 3 in 1978 to
895m3 in 20026.
16. Most recently, floods have also become an increasing source of concern.
Forecasted Climate Change
17. It should be stressed that there is a great deal of uncertainty vis-à-vis climatic predictions for Mali and West Africa
in general, especially in regards to rainfall forecasts. The most recent report published by the Intergovernmental
Panel on Climate Change (IPCC) states the average predicted rise in temperature between 1980/99 and 2080/99
is between 3°C and 4°C – more than 1.5 times the average global rate.
18. The National Adaptation Programme of Action (NAPA) highlights the primary climatic forecasts as including
insufficient and unpredictable rainfall, increased frequency of flooding, and more violent winds in the Sahel and
Sahara regions7.
19. According to the UNDP Climate Change Country Profiles8 projections based on a sub‐set of 15 climate models
from the 22‐members grouping used by the IPCC for their fourth Assessment Report, the temperature and
rainfall projection for Mali would be the following:
Temperature:
● The mean annual temperature is projected to increase by 1.2 to 3.6°C by the 2060s, and 1.8 to 5.9°C by
the 2090s;
● The projected rate of warming is similar in all seasons and all regions of Mali;
● All projections indicate substantial increases in the frequency of days and nights that are considered ‘hot’
in current climate:
● Annually, projections indicate that ‘hot’ days will occur on 18‐38% of days by the 2060s, and 22‐54%
of days by the 2090s. Days considered ‘hot’ by current climate standards for their season may
increase most rapidly in July, August and September, but the range between model projections is
large, occurring on 30‐91% of days of the season by the 2090s;
NAPA, p. 20, 2007
NAPA, p. 20, 2007
8 http://country-profiles.geog.ox.ac.uk/
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Nights that are considered ‘hot’ for the annual climate of 1970‐99 are projected to occur on 23‐40%
of nights by the 2060s and 27‐54% of nights by the 2090s. Nights that are considered hot for each
season by 1970‐99 standards are projected to increase most rapidly in July, August and September,
occurring on 47‐95% of nights in every season by the 2090s;
● Projected increases in ‘hot’ days and nights are more rapid in the south of the country than in the
north.
● All projections indicate decreases in the frequency of days and nights that are considered ‘cold’ in current
climate. Cold days occur on less than 5% of days by the 2090s, and cold nights less than 3% of nights.
Cold days and nights do not occur at all by the 2090s in some projections.
Rainfall
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Projections of mean annual rainfall averaged over the country from different models in the grouping
project a wide range of changes in rainfall for Mali, but tend towards decreases. Projected change range
from -22 to +25% by the 2090s, with grouping means between 0 and -11%;
Proportionally, decreases are largest in the north of Mali. The largest decreases in total rainfall, however,
affect the southwest corner of Mali during the wet season, i.e. July, August and September;
The changes in the proportion of total rainfall that falls in heavy9 events range widely between increases
and decreases. However, annually, these values tend to increase in the south of the country, and decrease
in the north. Decreases are largest in April, May and June and increases are largest in October,
November and December;
1 and 5 day rainfall maxima in projections also tend towards slight increases in July, August and
September and in October, November and December, and decreases in April, May and June. The range
of changes in projections from the model grouping covers both increases and decreases in all seasons.
Overall climate change will most likely lead to increased variability of rainfall during the rainy season, and
an increase in extreme climate phenomena causing difficulty in the planning of agricultural activities.
Anticipated Impacts of Climate Change on the Agricultural Sector and on Food Security
20. As Mali’s agricultural sector is highly dependent on climatic factors, it is generally agreed upon that climate change
will produce great impacts in this sector.
21. Scientific assessments carried out in the context of the Initial National Communication (INC) have shown that
climate change will most probably lead to significant losses in crop production. With regards to millet and
sorghum production, the INC presents the results from the SORGEF biophysical model that was developed in
collaboration with the Agro-biological Research Centre (CABO) of the Netherlands. This model used a scenario
of increasing temperature and decreasing rainfall for the normal period 1961-1990, and made predictions based
A ‘Heavy’ event is defined as a daily rainfall total which exceeds the threshold that is exceeded on 5% of rainy days in current
the climate of that region and season.
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on agro-meteorological data in the study areas for scenarios of 1 to 4°C. The results showed that losses in the
sorghum crop varied between 2% and 16% for an increase of temperature between 1 and 4°C for Bancoumana.
Another model, DSSAT (Decision Support System for Agro-technology Transfer) predicted losses, by 2025, of
the sorghum variety CSM 388 from 10% to 26% for Bamako, Bougouni, Ségou and San if the CO 2 atmospheric
concentration were to double10.
Another recent study presented in the NAPA, analyzed the effects of climate change on corn and cotton in
Bougouni, Dioila, Sélingué (Yanfolila), Koutiala and Sikasso. This study showed that although there would appear
to be enough rainfall to satisfy the agricultural needs in the study areas, due to increased variability of rainfall,
there would be water shortages for certain crops at certain times of the year. Overall this study found the
following results for the study area:
● There would be a loss of corn production between 51 to 1518 tonnes by 2025, compared to normal
conditions;
● There would be a loss of cotton production between 150 tonnes in 2005 up to 3500 tonnes in 2025
depending on the area11.
Generally speaking, the area suitable for agriculture, the length of the growing season and potential yield,
particularly along the margins of semi-arid and arid areas, are expected to decrease. Climate change could also
have the potential to impact livestock by affecting factors such as animal health and the availability of fodder. The
impact of these could differ depending on the type of species. Some species such as goats and sheep are more
heat tolerant than cattle and thus could potentially withstand higher temperatures with more success12. However,
large farms are more dependent on species such as cattle, which are not heat tolerant.
Climate change will alter the quantity and quality of available natural pastures and will undoubtedly lead to new
forms of transhumance corridors in the region, and perhaps to new forms of emerging animal diseases. It is also
likely that breeders will have to deal with growing agricultural pressures and greater environmental constraints in
the years to come13. Another possible impact of climate change on the agricultural and food security sectors is the
potential conflicts occurring between farmers and pastoralists as both land and water become scarce. With
increasing population, transhumance can become unsustainable, and it will become more important for livestock
breeders, investors and governments to give more attention to animal feed processing.
The above mentioned impacts on the agricultural sector will, in turn, have direct impacts on food security in Mali.
To ensure food security in the context of expected climate change will be difficult given the low level of capacity
of the Malian decision makers at all levels and of the food producers to implement adaptation measures.
Capacities of decision makers and of food producers need to be strengthened in order to reduce the potential
INC, p. 60, 2000
NAPA, p. 27, 2007
12 Seo, S.N. and R. Mendelsohn, 2006: Climate change impacts on animal husbandry in Africa: a Ricardian analysis. Centre for
Environmental Economics and Policy in Africa (CEEPA) Discussion Paper No. 9, University of Pretoria, Pretoria,42 pp.
13 ECOWAS-SWAC/OECD. 2008
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adverse impacts of climate change and its potential repercussion on national food security. Moreover, measures
including: improved crop varieties to deal with droughts; livelihood and production diversification; improved use
of meteorological information and alert systems; and the development of new crop systems to name but a few,
will have to be piloted and disseminated in the most vulnerable areas of the country .
1.3. Baseline: Ongoing Strategies, Policies and Measures for Sustainable Development and to Deal
with Climate Variability
26. In the baseline, Government agencies and the population of Mali supported by financial and technical partners
implement measures to achieve sustainable development and to address climate variability. Over the past three
decades, efforts have been made to integrate climate variability into development strategies, programmes and
projects.
Baseline Strategies, Policies and Programmes for Sustainable Development in the Agricultural and Food
Security sectors
27. Within the framework of NEPAD, the countries of the West Africa region have made important commitments
towards sustainable development and achieving the Millennium Development Goals. In this context, many of the
countries have engaged in a series of social and economic reforms that encourage economic dynamism and will
help the people and communities to realize their full potential.
Growth and Poverty Reduction Strategic Framework
28. The Growth and Poverty Reduction Strategic Framework (“Cadre Stratégique de Croissance et de Réduction de la
Pauvreté” - CSCRP) is the reference framework that underlies all development policies and strategies of Mali. The
global objective targeted by the CSCRP for the period (2007-2011) is to stimulate a strong and sustained growth
(around 7%) and to significantly reduce poverty levels. It rests on the vision outlined in the National
Prospective Study Mali 2025 and is centered on three main pillars:
● Development of infrastructure and the productive sector;
● Continuation and consolidation of structural reforms; and
● Strengthening of the social sector.
29. In the scope of these major areas of focus, it is evident that the objectives might not be achieved, because of the
impacts of climate change. It should also be noted that within this strategic framework, the risks and impacts
associated with climate change are not explicitly assessed or addressed.
Economic and Social Development Project
30. The Economic and Social Development Project (“Projet pour le Développement Economique et Sociale” – PDES) (period
2007-2012) has, as its first goal, to secure a strong and sustained economic growth, providing opportunities and
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prosperity to all citizens, and therefore paving the way for the achievement of the Millennium Development
Goals (MDGs). PDES identifies, among the priority pillars of CSCRP, actions that can be achieved within five
years. To achieve its objectives, PDES focuses on six priority areas of intervention:
● Better organize public actions to effectively support the other components of the Project;
● Improve primary production and food security;
● Develop an environment favorable to the emergence and development of the private sector;
● Integrate women and youth into the productive value chains;
● Develop the social sectors; and,
● Proceed with indispensable social reforms.
31. Under the PDES, a national action plan “for the production of 10 million tons of cereals per year in 2012” has
been developed.
Decentralized governance reforms
32. In 1993, Mali embarked upon a major process of decentralizing public administration. The management of natural
resources is one of the areas where decentralization transferred responsibility to the decentralized local
government bodies (703 communes, 50 cercles councils and 9 regional assemblies). Accordingly, the
implementation of natural resource management policies has now been partly transferred to these local
institutions. However, resource allocation and legal tenure decisions remain the responsibility of central line
agencies.
33. A key role for the local-level planning and project implementation is with Local Administrative Units
(“Collectivités territoriales”). These are semi-autonomous community-based entities, which take on responsibility for
the identification and implementation of projects in their respective mandate area. Currently, a process of capacity
building of these local administrative units is taking place. Proposed actions foresee the reinforcement of the
technical and financial capacity of local organizations, communities and producers, better dissemination of
research results and technology uptake in the field of participative natural resource management, as well as
promotion of improved planning and management techniques suitable for local organizations. However, at the
moment, the capacity of the Local Administrative Units is somehow unequal and remains, overall, very low.
34. The Social, Economic and Cultural Development Plans (“Plans de Développement Social, Economique et Culturel” PDSEC) constitute the roadmap of development actions at the commune level. The majority of the actions
retained in the plans are focused on governance and on key sectors like education, infrastructure, agriculture,
health, and water. The PDSECs take very little into account, if at all, the increasingly harmful effects of climate
change. However, these perturbations will generate additional costs and there will be a need for new technical
capacities in order to allow populations of the communities to continue their day-to-day activities.
35. To encourage the inclusion of environmental actions in the PDSEC, the second phase of the Agency for
National Investment in Territorial Collectivities (“Agence Nationale d’Investissement des Collectivités Territoriales” ANICT) requested a 5% contribution from communes for the financing of environmental activities from the
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PDSEC, against 20% for the other sectors (i.e. health, education, hydraulics, etc.). A similar rebate could be
needed for the implementation of climate change adaptation measures.
Law of Agricultural Orientation
36. The Law of Agricultural Orientation (“Loi d’Orientation Agricole” – LOA) sets the main orientation of the
Agricultural Development Policy in Mali. It is aimed at guaranteeing food sovereignty and making agriculture
the driver of the national economy so as to ensure the wellbeing of Mali’s population. It is based on the
implementation of measures like the following:
● Protection of the environment and sustainable natural resources management;
● Increase in production and productivity;
● Protection of farming practices against farming/agricultural risks;
● Prevention and management of major risks and agricultural disasters;
● Creation of a National Fund for Agricultural Risks and Disasters, funded, at least up to 20%, by the
State budget in order to minimize the impact of major risks and disasters on development;
● Set up of a rehabilitation program for desertified land zones, notably through volunteer improvement
of: livelihood investments, integrated sustainable resources management, development, and promotion
of agricultural production and products in the identified zones;
● Control and mobilization of surface and underground water resources as well as their optimal extraction
for agricultural/farming activities; the control of water has, among other goals, the objective of freeing,
to the maximum level possible, agricultural production of climatic hazards by making a sufficient
quantity of quality water resources available to the farmers, insofar as agricultural activities are
considered to be compatible with the principles of sustainable and integrated water management;
● Implementation of the national policy for control of agricultural water is an integral part of the national
policy for sustainable and integrated management of water resources; this policy couples support for
modernization of existing water pumping and irrigation systems with the concern for water
conservation, the intensification and diversification of agricultural production;
● Promotion of pastoral livestock farming through the creation of natural areas, the fight against diseases,
the construction of watering holes, pastoral perimeters, and livestock raising infrastructure;
● Development of short-cycle species through the initiation of appropriate development programs; and,
● Implementation of a policy for the development of fish productions that is aimed at the security of
workers in the sector, as well as at the availability, diversification and preservation of fish resources
(Article 156).
37. The LOA is at the centre of PDES’s strategy for making of Mali an agricultural power, with a view to attaining
food sovereignty. PDES identifies rainfalls variability as an impediment to the achievement of food sovereignty
and proposes, among other measures, the control of water resources through the creation of agricultural land,
provoked rain, and diversification of production.
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National Policy for the Protection of the Environment
38. In 1998 Mali approved its National Policy for the Protection of the Environment (“Politique Nationale de Protection
de l’Environnement” - PNPE). In this document the environment is recognized as an underlining transversal theme
in terms of sustainable development and for food security. The PNPE is generally reflected in Malian legislation
such as in the Water Code (2002) and the LOA. From the PNPE emerged the National Environmental
Action Plan (“Plan National d’Action Environnementale” - PNAE). The PNAE brings together National Action
Programmes (“Programme d’Action Nationale” - PAN), Regional Action Programmes (“Programme d’Action
Régionale” - PAR) as well as Local Action Programme (“Programme d’Action Locale” - PAL)14. The Supporting
Project for Environmental Policy (“Projet d’Appui à la Politique Environnementale” - PAPE) supported by GTZ has
also assisted in the PNPE’s implementation.
39. The Ministry of the Environment and Sanitation (“Ministère de l’Environnement et de l’Assainissement” - MEA) is
implementing various environmental projects and programmes including: The programme against sand
encroachment of the Niger River basin; The State and Local Collectivities Capacity reinforcement programme
concerning Environmental Management; The Partnership Project for the Development of Law and Institutions
of Environmental Management in Africa; and the Integrated Development of the Fouta Djallon massif.
40. The MEA has defined the following three priority domains for 2007-2012: (i) sustainable management of land and
climate change; (ii) the protection of the Niger River; and (iii) a change in habits and mentality of the population
vis-à-vis the environment. The Ministry is also hoping to support the communes in the elaboration of their own
forest management plans for their subsequent sustainable exploitation15.
National Food Security Strategy
41. In response to increasing concerns vis-à-vis food security, Mali also now has its own National Food Security
Strategy (“Stratégie Nationale de Sécurité Alimentaire” - SNSA), adopted in 2002, out of which has emerged the
National Food Security Programme (“Programme National de Sécurité Alimentaire” - PNSA) in 2005. The goals of
both are to guarantee food security and overcome hunger at a national level, through economically and
environmentally sustainable means. The PNSA (2006-2010) is executed via the Food Security Commission
(“Commissariat à la Sécurité Alimentaire” - CSA) and was developed with the support of USAID and FAO. Its
objectives include increasing plant and animal production, improving village cereal stocks, and intensifying and
diversifying the activities of rural producers especially for women.
166 Communes Initiative to accelerate the achievement of the MDGs
42. In an effort to achieve the country’s MDGs by 2015, the 166 Communes Initiative has recently been launched to
combat food insecurity in the 166 municipalities (communes), identified as the most vulnerable to food crises.
This recent initiative will be executed as part of the PNSA and stems from the PDES whose goal is to accelerate
Mali’s development. The regions in which the 166 communes are located are: Tombouctou, Kidal, Gao, Mopti
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MEA available at: http://www.environnement.gov.ml/index.php?page=politique-environnementale-axes-de-la-strategie
MEA, available at : http://www.environnement.gov.ml/index.php?page=politique-environnementale-axes-de-la-strategie
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and Kayes and a few communes located in the regions of Koulikoro and Ségou. Commonalities between these
communes include a lack of sufficient infrastructure required to meet the MDGs, such as health and educational
centers, as well as strong rural-urban migration leaving primarily the women behind who themselves lack both
financial and material necessities.
43. The "bottom up" and multi-sectoral 166 Communes Initiative should promote, at the grassroots (commune and
village) level, the principle of ownership by the beneficiary populations. It is based on the national decentralized
governance reforms in which municipalities are the cornerstone of development planning through the PDSEC.
Spontaneous adaptation at the local level
44. Over the previous decades, when faced with various climatic hazards, local populations have continually and
spontaneously identified and taken adaptive measures. The variety and diversity of measures taken by the
communities across the country make it impossible to summarize the complete picture of adaptation efforts
undertaken locally in Mali in a few paragraphs. However, it can be noted that these measures are often very
effective and inexpensive for a great number of individuals or entire communities. Some of the typical measures
taken include:
● Action to conserve and restore degraded soils. For instance, in the North of the country, the
establishment of stabilizing plants has proven effective against a process of rapid habitat loss due to
advancing sand dunes;
● Actions to manage and conserve water. For instance, in central parts of the Inner Niger Delta, flood
protection and water control facilities prevent damage of river banks;
● Diversification of cultures and revenue-generating activities as a strategy to minimize risk. One example
of this is the combination of farming and livestock breeding and forestry systems (practices known as
agro-pastoralism and agro-sylvo-pastoralism). These resource development systems limit the risks
associated with the uncertain climate, and increase overall production. Farming helps shepherds limit
the purchase of cereals during the lean period; farmers, for their part, seek to diversify their activities
and capitalize on their income sources by investing in cattle;
● Exploring new seed varieties and modified cultivation calendars;
● The spatial mutation of activities, following the changes in climate conditions. For example, in some
cases, during the wet season, many nomadic shepherds go farther and farther North to exploit the
rainfalls, and they gradually return to their villages during the dry season where pastures and water
supplies remain.
Other Initiatives
45. Table A in Annex 5 presents a brief summary of some of the other programmes and projects currently being
implemented in Mali and contributing to the achievement of sustainable development in the agricultural and food
security sectors.
Current Response to Adaptation Needs
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A the National level
46. Mali became a signatory to the United Nations Framework Convention on Climate Change (UNFCCC) in 1992
(ratified in 1994) and to the Kyoto Protocol in 1999. The country is also a signatory to the UN Convention to
Combat Desertification (UNCCD) (signed in 1994 and ratified in 1995) and the Convention on Biological
Diversity (CBD) (signed in 1993 and ratified in 1995). In addition to these two international conventions, Mali is
also a signatory to the Convention establishing the Inter-State Committee for Drought Control in the Sahel
(CILSS) adopted 197316.
47. Mali has produced an INC in the context of its commitment under the UNFCCC in 2000 and completed its
NAPA in 2007. At the time of preparation of this Project Document, Mali was in process of completing its
Second National Communication (SNC).
Projects and Programmes
48. There is a wide range of donors and organizations that are working in Mali in the area of natural resources
management, water resources, agriculture, sanitation, etc. They demonstrate a potential for the protection of
natural resources, and should, overall, help improve the enabling environment and therefore increase capacity to
adapt to climate change. In particular, a sub-group of donors have started to meet in order to coordinate activities
related to climate change adaptation and mitigation. They are maintaining a matrix summarizing past, current and
planned projects reported by each donor in the area of climate change adaptation and mitigation (please see Table
B in Annex 5 for an overview of some adaptation projects being implemented or to be implemented shortly in
Mali).
1.4. Causes of the Problem: Weaknesses in the Ongoing Response
49. In the context of climate change vulnerability can be defined as “the degree to which a system is susceptible to,
and unable to cope with, adverse effects of climate change, including climate variability and extremes”17. The
vulnerability of people and systems to climatic risks is partly determined by their degree of exposure to these
risks. It is also partly determined by their capacity/incapacity to resist, cope with, exploit, recover from and adapt
to the impacts of climate variability, extremes and change. Consequently, populations that are exposed to similar
climatic conditions are not impacted the same; severe adverse impacts due to climate change are more likely
when multiple stresses (climatic and non-climatic) interact and create conditions of high vulnerability.
50. In the case of Mali, its geographic position and the strong climate variability coupled with the tendency towards a
drop in rainfall all contribute to making the country very vulnerable to climate change – and notably for the
sectors at risk like agriculture, animal husbandry, energy, health, water resources, biodiversity, forestry,
STP-GTZ/PAPE, 2005 available at :
http://www.environnement.gov.ml/uploads/Documentation/Loi_et_textes_juridiques/Conventions_Accords_Trait%C3%A9s.
pdf
17 IPCC, 2007, p. 21
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transportation, education, industry and housing. Non-climatic causes that contribute to Mali’s particular
vulnerability include:
● Its level of economic and social development. About 73.2% of the population lives in rural areas in
conditions of extreme poverty (less than US$ 1 per day). This rural population is facing strong mobility
pressures connected to the rural exodus. Even if population density is low (7.7 people per km2), the
supportive capacity of the natural environment is limited due to the prevailing agro-climatic conditions.
Additionally, the literacy rate is low, as only 24% of the Malian population 15 years of age and older knows
how to read, and 8 out of 10 women do not know how to read or write, although they are the essential driver
of all sustainable, human development.
● The country’s high dependence on the agricultural sector and in particular a sustained heavy reliance on rainfed agriculture as a key component of the economy which reduces its capacity to adapt to the negative effects
of climate change primarily because its economy is not diversified enough.
● Shortage of basic investment in market mechanisms/infrastructures in rural areas (i.e. limited access to credit,
limited market outlets, roads, etc.). This is also combined with a general absence of means of agricultural
mechanization which limits production and exacerbates vulnerability.
● Low regulation in land tenure. As land and water become scarce there is increased pressure for cultivation in
areas that are not suitable for agriculture by impoverished farmers.
● Low awareness of the most marginalized segment of the population that is most affected by the effects of
climate change and thus the continuation of crop selection practices, water resource management, rangeland
management, drought preparedness and household income generation that are not compatible with increased
desertification and climatic variability.
● Inadequate communication infrastructure throughout the country making it difficult for the population to
access information and resources.
● Increasing demographic patterns (including climate-induced refugee movements into regions least affected by
drought which cause intense pressure on productive arable lands).
1.5. The Preferred Situation and Barriers Analysis
51. The various baseline measures presented in the preceding section of this document aim to address sustainable
development, climate variability and to some extent, climate change. The Government of Mali, with support from
various bilateral donors, is currently tackling development constraints through the implementation of baseline
activities which include various agricultural and rural development initiatives focusing primarily on stimulating
rural economies, improving agricultural productivity and promoting sustainable land management. While
necessary for the overall development of the sector, these interventions are not sufficient to ensure resilience of
the agricultural and food production sector to rising climate change risks.
52. In fact, despite the measures being implemented at various levels in Mali to address climate variability and recent
initiatives that address projected climate change, the current and projected situation across the country is one of
degrading natural resources, increased desertification and potentially significant losses in crop production and
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disruption of livestock production. Projected climatic changes are likely to cause increased suffering for the
Malian population, contributing overall to poverty, food insecurity and to undermining the possibility of achieving
or sustaining development goals.
53. In a preferred situation, decision makers at all levels would be informed about the forecasted impacts of climate
change on the livelihood of their population and would be provided with the means to prevent or to address
them. In particular, local administrations in the most vulnerable areas of the country would have the capacity to
identify, develop and implement measures that would efficiently and effectively reduce the vulnerability of the
rural population and assist it in coping with the adverse impacts of climate change. Farmers would also have
information on alternative approaches and tools and technologies necessary to increase their resilience and would
benefit from adequate incentives to use them. Where necessary, municipalities and villagers themselves would have
access to finance, information and to technical support that would enable them to achieve and sustain
development goals despite climate change.
54. A number of barriers exist today that hamper Mali from achieving the necessary adaptation strategies to meet this
preferred situation. These include:
● Policy, legal and institutional environments that hardly account for the new patterns of risks brought
about by climate change and that do not provide sufficient incentives for key stakeholders to adopt
climate-resilient agriculture strategies and practices;
● Limited awareness of policy-makers and capacities of staff in line ministries and local administrations
on increasing climate risks and the means to manage them. For example, a study on climate adaptation
carried out by USAID in the Sikasso region, noted that five times the current number of government
extension agents is needed to address the needs of the region18;
● Spatial and quality gaps in the climate information supply chain that result in insufficient level of agrometeorological information and under-performance of early warning systems leading to poor adaptation
decisions;
● Weak transparency regarding land property rights. As the majority of Malian farmers do not own the
land they till, investments to improve soil fertility and agricultural output could result in land owners
wishing to take back their land19;
● Lack of access to funds/credits and lack of economic incentives to invest in adaptation measures;
● Low capacities of farmers and herders to identify and implement appropriate long-term adaptive
measures. The adaptation measures taken by people when faced with an urgent climate – associated
challenge may be inefficient over the long-term, or may have unintended negative side-effects
(migration, use of land degrading agricultural inputs, consumption of seeds or selling of production
tools, etc.);
Ebi, K., Smith, J. (2006). Mali Pilot Study: Climate Change and Agriculture In Zignasso. Final Report. Washington DC: U.S.
Agency for International Development.
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Insufficient codification and dissemination of knowledge on successful climate risks management
models;
● Decentralization hands over to the communities the responsibility for management of their land but the
means necessary to ensure this management are insufficient. Furthermore, given the limited resources
available and the weak implementation capacities, the strengthening of capacities in the domain of
climate change adaptation is limited to a small minority of municipalities that are beneficiaries of
projects targeted by certain donors, projects or programmes.
55. In the absence of integrated interventions aiming at lifting the above barriers to adaptation while simultaneously
addressing the current baseline challenges confronting Malian agriculture, the probability of famine, climateinduced migration and food shortages remain high.
1.6. Institutional Context and Stakeholders Analysis
56. The implementation of a project addressing adaptation issues in the agricultural and food security sectors at the
local level involves several institutions. The main institutions concerned and their functions are briefly described
below.
57. The MEA is the main ministry in charge of environmental affairs in Mali. It emerged out of an initiative in
November 2002 to create a Ministry of the Environment. Prior to becoming an independent ministry department,
the environment had been under the tutelage of the Ministry of Agriculture, Animal-raising, or of the Ministry of
City-Planning and Habitat. However, as of May 2005, the department grew to become the Ministry of
Environment and Sanitation responsible for issues dealing with sanitation, pollution and sustainable development
of natural resources.
58. In 1998 the Institutional Framework for the Management of Environmental Issues (“Cadre Institutionnel de la
Gestion des Questions Environnementales” - CIGQE) was created to preside over the coordination of the PNPE’s
implementation. The CIGQE itself is composed of an Interministerial Committee, a Consultative Committee and
the Permanent Technical Secretariat (“Secrétariat Technique Permanent” - STP). The latter’s mission includes
monitoring of the implementation of PANs and the decisions of the Interministerial and Consultative
Committees, supervision of the coherence of environmental conservation measures, mobilization of funds for
environmental conservation and the fight against desertification, and finally, the initiation and evaluation of
environmental research. Additionally, focal points of many important international conventions are linked to the
STP as well as national and international projects including20 some initiatives dedicated explicitly to strengthening
capacity to adapt to climate change such as the DANIDA project: strengthening capacities of political decisionmakers, technical services and local actors for a better integration of climate change. The decree setting the
CIGQE constitutes its legal basis and allows for the integration of the environment into Malian policies.
59. The Ministry of Agriculture develops and implements the national agricultural policy. As such, it is responsible
for the following:
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Information available at : http://www.environnement.gov.ml/index.php?page=secretariat-technique-permanent-cigqe-stp
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●
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61.
62.
63.
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Development and implementation of measures aimed at increasing and diversifying agricultural
production within the scope of realizing the objectives of both food security and sovereignty;
● Promotion of rural development through implementation of measures aimed at improving the living
conditions of farmers; construction of hydro-agricultural infrastructure and rural equipment;
● Improvement of production systems and modernization of the agricultural production chains;
● Development of agricultural teaching and training, including agronomy and biotechnology research;
● Monitoring of the implementation of training and dissemination programmes to producers; and,
Promotion of the quality of agricultural products.
The Ministry of Agriculture is organized into three national directorates covering the following domains: support
to the rural areas, infrastructure development, regulation and oversight, and finance and administration. The
directorates are supported by some 20 service units, all of which providing services to specific projects, programs
and target groups. Out of these units, the Unit for Planning and Statistics (“Cellule de Planification et de Statistique” CPS) holds the principal responsibility for planning, utilization and management of the natural resources. It
carries out strategic policy analyses and coordinates the identification and formulation of sector projects and
programs. An important task of CPS lies in the field of capacity building and training coordination. Other
organizations concerned with natural resource management are organized in divisions and governmental research
institutions such as the Rural Economy Institute (“Institut d’Economie Rurale” - IER) which is responsible for
studies in the field of economics and agricultural research, the Office of the Niger High Valley (“Office de la
Haute Vallée du Niger” – OHVN) and the Malian Company for the Development of Textiles (“Compagnie
Malienne de Développement des Textiles” - CMDT).
In general, the Ministry of Agriculture has adequate capacity for planning and coordination of projects and
programs at the local level. It appears that the process of decentralization is quite advanced compared to the
situation at the Ministry of Livestock and Fisheries or the MEA.
The Ministry of Livestock and Fisheries develops and implements national policies in the domains of livestock
raising and fisheries. As such, it actively participates in the following:
● Sustainable development of animal and fisheries resources within the scope of realizing the objectives
of food security and sovereignty; input to rural development through the implementation of measures
aimed at the improvement of living conditions of breeders/farmers and fishermen;
● Management of actions for fighting animal diseases;
● Modernization of techniques and methods and the improvement of the quality of husbandry and
fishing products;
● Veterinary research; and,
● Policing and fisheries’ management.
The Ministry of Livestock and Fisheries is organized into four national directorates covering the following
domains: veterinary services, fisheries, animal production and fisheries and finance and administration. The
directorates are supported by some eight service units, all of which providing services to specific projects,
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65.
66.
67.
68.
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programs and target groups. The implementation of decentralization policy is not fully achieved within the
Ministry.
The National Directorate of Meteorology (“Direction Nationale de la Météorologie” - DNM) within the Ministry of
Transport and Equipment is the climate change focal point. As such, it represents Mali at conferences and
other meetings within the scope of the UNFCCC and the Kyoto Protocol and has piloted the INC and NAPA
process. The DNM has also implemented a successful rural assistance programme that trains local farmers on
how to properly use meteorological information in order to better plan their agricultural activities.
The Ministry of Territorial Administration and Local Collectivities (“Ministère de l’Administration Territoriale et
des Collectivités Locales” – MATCL) has, among others, as a mission to support the startup of territorial collectivities.
One of its service unit is the ANICT, that is a national public administrative establishment which serves the
territorial collectivities and is in charge of:
● Distributing to territorial collectivities subsidies for the realization of their investments, under their
supervision;
● Assuring equalization payments between subsidies while keeping in mind the level of development of
the collectivities, following criteria defined by the government;
● Helping the territorial collectivities develop their own mobilization techniques for securing financial
resources;
● Guaranteeing the loans of the territorial collectivities for the financing of their investments; and,
● Assuring the equalization between the different communities’ investment budgets.
The Sustainable Land Management Technical Committee (“Gestion Durable des Terres” - GDT) is coordinating
the development of a Strategic Investment Framework which will serve as a platform for partners for the
implementation of sustainable land management programmes/projects and to establish an intervention synergy
between the different conventions. Sustainable Land Management is defined as “the rational use of land so as to
satisfy the evolving human needs, all while maintaining and/or restoring the long-term production potential of
these resources and their ecological functions.”
The National Climate Change Committee that is in the course of being created will be an agency of the MEA
Consultative Committee. It is in charge of, among other tasks: a) favouring the inclusion of climate change in the
options for national policy; b) supporting Mali in meeting its obligations within the scope of implementation of
the UNFCCC and the Kyoto Protocol; and c) to prepare the participation of Mali in the Conference(s) of the
Parties and other meetings related to climate change.
The Network of Malian Civil Society Organizations working on Climate Change (“RESO Climat Mali”),
which brings together more than fifty civil society organizations active in the field of climate change, is a member
of the National Climate Change Committee. The network’s missions include: contributing to the improvement of
knowledge of all actors involved on the issues of climate change; advocating with and lobbying political decisionmakers at the local, national, and international levels on all questions related to climate change; and, supporting its
members in the research of ways and suitable strategies for improving the living conditions of the most vulnerable
populations.
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69. The demonstration municipalities presented in section 1.6 below will also be some of the key institutions for
the implementation of this project, playing an important role in the implementation of the project at the local
level.
70. Table 3 below summarizes the various stakeholder groups and the roles they may play in the implementation of
the GEF/LDCF project.
Stakeholder group
Description or example
Potential Role in Project
These stakeholders are not only the direct
Socio-economic
beneficiaries and those whose capacities the project
Farmers, gardeners, herders and other
groups (direct
hopes to strengthen, but they also possess valuable
groups involved in food production in the
beneficiaries), local
indigenous knowledge pertinent to climate change
municipalities targeted by the project
communities
adaptation. Furthermore, they will be involved in the
management of the demonstration activities.
The National Directorate of Agriculture within the
Ministry of Agriculture will be the executing agency
Ministry of Agriculture (National
hosting the project coordination unit at the national
National
Directorate of Agriculture), Ministry of
level and the local advisers at the local (cercle) level.
government
Environment (Permanent Technical
Other ministries will be involved in the Project
ministries
Secretariat), Ministry of Livestock and
Board and in various aspects of project
(including
fisheries, Ministry of Transport and
implementation (meteorological services, advising of
decentralized
Equipment (National Directorate of
livestock and fisheries activities, monitoring etc).
extension services) Meteorology), Ministry of Territorial
Moreover, their involvement in the project would
Administration and Local Collectivities
facilitate the mainstreaming of climate change into
policies and strategies. They can also benefit from
capacity development under this project.
These will be directly involved in the
implementation of capacity building and
demonstration activities and will be critical in
Targeted
Targeted municipal (communal)
ensuring replication and the scaling up of the
municipalities
administrations
successful resilience techniques and alternatives
demonstrated through the project. They will also
benefit from extensive capacity development under
this project.
Traditional
In each village, municipalities, cercle and
These can be a vehicle for introducing new ideas.
decision-making
region, there are traditional decision-making They can also benefit from capacity development
systems
systems, depending on the tribes present
under this project.
Village cooperatives In some villages, socio-economic
These can be a vehicle for introducing new ideas.
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cooperatives do exist, in order to share
They will also benefit from capacity development
burdens in terms of workload, debt and
under this project.
access to markets. This is the case in the
demonstration areas.
The Rural Economy Institute which is
responsible for studies in the field of
These will provide the scientific basis for the rational
Research and
economics and agricultural research, the
management of coastal zones. They will also benefit
technical institutes
National Center for scientific and technical from capacity development under this project.
research, and others
UNDP Country Office and other UN
These would provide the necessary funding and
International
agencies such as the FAO, GEF Focal point, advice as required for the implementation of the
organizations
other multilateral and bilateral agencies
project.
These can be potential financial or technical
partners.
National NGOs
RESO Climat Mali and other relevant Local NGOs can be a vehicle for introducing new
and associations
NGOs and organizations
ideas and conducting awareness raising activities.
They can also benefit from capacity development
under this project.
Table 3. Project Stakeholders Analysis
1.7. Introduction to the Demonstration Area
71. Through a participatory and scientific selection process, 6 municipalities representative of the challenges and
issues across different agro-ecological zones of Mali were selected for the implementation of project activities21.
All municipalities selected have been identified as most vulnerable and as ideal pilot sites
72. All the municipalities selected have been identified in the context of a consultative process undertaken at the
regional level during the preparation phase of the project. They have all been identified as very vulnerable to
climate change and as ideal demonstration site.
The municipalities selected are located in 3 different agro-ecological zones of Mali
73. The 6 municipalities selected are located within the Sudanese, Sahelian and Saharian agro-ecological zones so that
appropriate lessons can be taken from each of these zones and disseminated accordingly (see figure 1 and annex
1). Recent research has shown that no one-size-fits-all adaptation solution can be applied throughout different
agro-ecological zones22. During the implementation of the LCDF/GEF project, the International Organization
Consultations with the national and local government structures and communities took place between June and July 2009.
Kato et al. 2009. Soil and Water Conservation Technologies: A Buffer against Production Risk in the Face of Climate Change?
Insights from the Nile Basin in Ethiopia. IFPRI Discussion Paper 00871.
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for Migration (IOM) will be launching a project targeting the population of the Inner Niger Delta to help them
adapt to the consequences of climate change on their environment and livelihoods based on the NAPA priorities.
The LCDF/GEF project will be implemented in close coordination with this project and lessons learned will be
shared. In this way, the four major vulnerable agro-ecological zones of the country will benefit from harmonized
pilot adaptation activities.
Part of the municipalities selected have been identified as most vulnerable in the context of the 166
Communes Initiative to accelerate the achievement of the MDGs
74. As highlighted above, 166 municipalities have been recently identified in Mali as being the most vulnerable to
food insecurity and thus demonstrate a reduced likelihood of achieving the MDGs by 2015. At least half of the
municipalities selected are part of the 166 communes initiatives so that lessons learned in those communes could
be disseminated through the Initiative to the other communes identified as most vulnerable in terms of food
security.
75. Basic information on the 6 demonstration municipalities selected is provided in Table 4 below.
Municipalities
Sandare
Massantola
MPessoba
Cinzana
Mondoro
Taboye
Region and cercle
Region : Kayes
Cercle : Nioro
Region : Koulikoro
Cercle : Kolokani
Region : Sikasso
Cercle : Koutiala
Region : Ségou
Cercle : Ségou
Region : Mopti
Cercle : Douentza
Region Gao
Cercle : Bourem
Population
18,328
Agro-ecological zone
Sahelian
32,358
Sahelian
38934
Sudanese
28,738
Sudanese
20,968
Sahelian
16,598
Saharian
Table 4: Basic Information on the demonstration municipalities
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Part 2. Project Strategy
2.1. GEF Alternative Scenario
76. This project is based on the most urgent and immediate adaptation options identified during the recently
completed NAPA process and complies with the LDC Fund guidelines and principles. This project also fully
reflects the priorities stated within the framework of the INC of Mali to the UNFCCC. In addition, by focusing
its intervention on strengthening capacities for adaptation to climate change in the agricultural (including livestock
farming) sector, in the context of rural livelihood opportunities, the project is designed as a contribution to the
pursuit of the MDGs (MDG 1 in this case).
77. Together with measures that address baseline development concerns and key adaptation barriers (see Table A of
annex 5), the GEF/LCDF project, in partnership with adaptation projects funded through parallel co-financing
(see Table B of annex 5 and annex 6), is to generate clear adaptation benefits. Thus, it will assist Mali in making
the transition towards climate resilient agricultural production and food security through: i) mainstreaming climate
change concerns into agricultural national frameworks and local development plans; ii) promoting and
demonstrating concrete agricultural and land management practices that are more consistent with threats from a
changing climate; and iii) managing adaptation knowledge and disseminating best practices to stimulate a sectorwide transition towards climate resilience.
78. This initiative builds on the process of decentralization underway in Mali by targeting vulnerable municipalities as
the main beneficiaries of capacity building and demonstration activities. Adaptation benefits to be attributed to
this project should to a large extend result from the expected catalytic impact. The proposed project explicitly
aimed at generating valuable lessons learnt and information based on the experience of climate proofing
agricultural development in selected municipalities within different agro-ecological zones of Mali. The project will
ensure that the lessons learned are directly applied in the context of the implementation of the 166 Communes
Initiative targeting, firstly, the most vulnerable municipalities of Mali in terms of food security but also throughout
the country and at the regional level.
79. The project also recognizes the importance of building capacity at the national level by fostering the integration of
climate adaptation and risk reduction methods into national agricultural and food security policies and
programmes.
2.2. Project Rationale and Policy Conformity
LDCF Conformity
80. The proposed project is consistent with GEF/LCDF criteria. It has been prepared fully in line with guidance
provided by the GEF and the LDCF Trust Fund. It is also fully in line with the guidance of the ‘Programming
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Paper for Funding the Implementation of NAPAs under the LDC Trust Fund’ and its development followed the
overall guidance described in the UNDP/GEF ‘Adaptation Policy Framework for Climate Change’23.
81. Mali is party to the UNFCCC and has recently completed its own NAPA. In line with GEF/LDCF (2006)24, this
project was identified and conceived through the participatory NAPA process in Mali. This project is in fact
addressing a number of Mali’s NAPA prioritized interventions that will enhance the adaptive capacity and
resilience to climate change of the agricultural sector.
82. The focus of the project has been determined through a series of national, sub-national and local stakeholder
consultations and has received the full support of the GEF Climate Change Focal Point. It also responds to the
areas of Mali that are considered the most vulnerable, and representative of important agricultural resources.
83. Finally, this project has been designed to address the additional costs imposed on development by climate
change25. As such, the project builds on a considerable amount of baseline measures and enjoys significant parallel
co-financing from government and other partners (See table B in annex 5 and annex 6). The project only supports
activities that would not be necessary in the absence of climate change. In the calculation of the additional costs,
the simplified sliding scale has been adopted, in line with GEF/LDFC (2006)26.
Overall GEF Conformity
84. Sustainability: The project has been designed to have a sustainable impact, both at a municipal and a national
level. See section on Sustainability below for more details.
85. Monitoring and Evaluation: The project will be accompanied by an effective M&E (Monitoring and Evaluation)
framework (see section on M & E further in document). Lessons learned will also be collected as an ongoing
process during the project to be referenced by future similar initiatives.
86. Replicability: The project has a significant focus on the use of demonstration activities to climate proof the
development of the agricultural sector in 6 selected municipalities of Mali. This should generate useful
lessons/models that will be replicated throughout the country.
87. Stakeholder involvement: The project will allow for co-ordination amongst various stakeholders in various areas,
including food security, agricultural development, disaster risk management, and local and national environmental
and developmental planning.
2.3. Country Ownership: Country Eligibility and Country Drivenness
88. Mali is a Party to the UNFCCC, having signed on as a member to the convention in 1992 and having ratified it in
December of 1994. Mali is also included among the Least Developed Countries (LDCs) making it eligible for
funding from the Least Developed Countries Fund (LDCF). Mali developed its NAPA using a national
UNDP/GEF 2005
GEF/LDCF, 2006, Article: 8.1 (b)
25 GEF/LDCF, 2006, Articles 18 and 19
26 GEF/LDCF, 2006, Articles 27-30
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participatory approach involving all stakeholders and submitted it to the Secretariat of the Convention during the
13th Conference of the Parties held in Bali in December 2007.
89. The sector being targeted by this project is one of the priority sectors identified in the NAPA. During a
participative workshop organized through the NAPA process, the most significant climate risks were identified as
being: increased length of the dry seasons; flooding; strong winds; and strong temperature variation. Subsequently,
the sectors were ranked according to their vulnerability to these climate risks (see table 5 below). The exercise
highlighted the generally perceived agricultural sector’s vulnerability:
Rank
Sector
1
Agriculture, Health
3
Fishing, Energy
5
Water resources
6
Livestock raising, Forestry, Habitat, Transport
11
Industry
12
Education
Table 5. Sectors ranking according to their degree of vulnerability to the adverse impacts of climate change
Source: NAPA, p. 23, 2007
90. The project is in fact addressing a number of Mali’s NAPA prioritized interventions that will enhance the adaptive
capacity of the agricultural sector. These include :
● Strengthening the resilience of local grain production systems to climate change through the
dissemination of seeds adapted to changing climatic conditions;
● Diversification of revenue sources in rural communities as a mean to enhance food security of
vulnerable households;
● Extending hydro-agro-meteorological services to crop and livestock farmers;
● Implementation of multi-use water management plans (watering, irrigation, mobilization of nonconventional waters, etc.);
● Restoring soil fertility through climate-resilient techniques;
● Improving water retention capacities through improved runoff water catchments; and,
● Development of an adaptation training package for rural populations.
91. The proposed NAPA follow-up addresses the above inter-related priority measures in a coherent way, through
one integrated project.
92. The project is also in conformity with a variety of other initiatives aimed at furthering the development of Mali,
namely those described in Part 1 of this project document. It is designed to be an integral part of and to provide
support to the ongoing development process in Mali. As such, it has been developed with key stakeholders at all
levels and is fully consistent with existing development plans and policies. The project is fully embedded in Mali’
key national priorities as outlined in the Poverty Reduction Strategy Paper (PRSP), the national Agricultural
Policy Law:
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●
93.
94.
95.
96.
The PRSP has defined the development of the agricultural sector as a priority intervention point to
generate pro-poor economic growth and improve living conditions of the populations within a context
of sustainable development.
● The Agricultural Policy Law intends to ensure food security, restoration and maintenance of soil
fertility, development of agricultural production as well as preservation of ecosystems’ functions and
services.
By supporting the integration of climate risks into development frameworks, the proposed intervention will
complement the above policies and will help Mali make its agricultural and socio-economic development efforts
more resilient to climate change. It will thus contribute to securing achievement of the MDGs (MDG 1 in this
case) and other development benefits that might otherwise be undermined by climate change.
The proposed project is also synergetic with the National Action Plan to Combat Desertification (NAP-CD)
the National Biodiversity Strategy and Action Plan (NBSAP) both of which pursue parallel aims towards
climate resilience of ecosystems’ services for agriculture and food production.
The proposal is aligned with the UNDAF and UNDP Country Programme (2006-2012) and fully fits into the
fourth strategic priority which aims at “Increasing food security, rural development and job opportunities for
vulnerable rural communities.’’ It is consistent with all the outcomes listed under the fourth strategic priority and
directly relates to those outcomes aimed at enhancing capacities to use climate information for improved
monitoring, forecasting and mitigation of climate-related disasters and food crises.
The proposal is also strongly supportive of the decentralization process and the development of PDSEC across
Mali. The execution of the project by the National Directorate of Agriculture and the wide stakeholder
participation planned during project implementation will further ensure the institutional mainstreaming of the
project into ongoing development processes.
2.4. Project Goal, Objectives, Outcomes and Outputs/Activities
97. The Goal of the project is to reduce the risk of food insecurity due to climate change in Mali.
98. The Objective of the project is to enhance adaptive capacities of vulnerable rural populations to the additional risks posed by
climate change on agricultural production and food security in Mali.
99. In order to achieve this Objective, three outcomes will be delivered on:
● Outcome 1 – Capacities to prevent and manage the impacts of climate change on agricultural
production and food security are improved
● Outcome 2 – Climate resilience of agricultural production systems and the most vulnerable agropastoral communities strengthened
● Outcome 3 – Best practices generated by the program capitalized on and disseminated at the national
level
100.Outcome 1 is aimed at the development of an enabling environment favorable to adaptation in the agricultural
and food security sectors particularly within vulnerable municipalities of Mali, but also at the regional and central
levels. Outcome 2 is aimed at demonstrating specific adaptation measures within different agro-ecological zones
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of Mali in 6 pilot municipalities. The findings and lessons from Outcome 2 will feed into capacity development
activities in Outcome 1. Overall, the lessons learned and experiences acquired under Outcomes 1 and 2 will be
disseminated across Mali and to other countries through Outcome 3.
101.All aspect of the project will be implemented in close partnership with the second LDCF/GEF project
implemented in Mali by the Food and Agriculture Organization (FAO): “Integrating climate resilience into agricultural
production for food security in rural areas of Mali”. Moreover, special consideration will also be given to the need to
ensure that project beneficiaries include both men and women (in particular amongst beneficiaries of the pilot
municipalities).
Outcome 1 – Capacities to prevent and manage the impacts of climate change on agricultural production
and food security are improved
Baseline
102.In the baseline, several efforts are undertaken to strengthen capacity for rural development and food security
including the Support to Agricultural Services and Farmers Organizations Programme (“Programme d'Appui aux
Services Agricoles et aux Organisations Paysannes” - PASAOP) and the Support to Food Security in Mali Programme
(“Programmes d'appui à la sécurité alimentaire au Mali” - PASA Mali). Several other baseline rural development and
food security projects and programmes are highlighted in Table A in Annex 5 of the document.
103.There are also some initiatives dedicated explicitly to strengthening the capacity to adapt to climate change, such
as the DANIDA project aimed at strengthening capacities of political decision-makers, technical services and local
actors for a better integration of climate change (“Renforcement des capacités des décideurs politiques, des services techniques
et des acteurs locaux pour une meilleures prise en compte des changements climatiques”) and the GTZ project, aimed at
strengthening national policy and strategies on adaptation to climate change (“Renforcement de la politique nationale et
stratégies d’adaptation au changement climatique”). These important initiatives briefly described in Table B of Annex 5
are targeting both national and local stakeholders and will provide a good basis for the implementation of the
GEF/LCDF project.
104.However, to a large extent and in the absence of the GEF/LCDF project, Mali’s local and national agricultural
policies and support capacities would continue to be mainly directed towards tackling the current baseline
constrains on the sector and promoting agricultural practices aligned with historical climate. Insufficient
consideration would be paid to the adverse effects of projected climate change on agricultural conditions and
relevant sectoral policies, plans and programmes. This would have the potential to lead to under-performance, if
not failure, of ongoing agricultural investments and would exacerbate food security issues. Furthermore, the
current policy framework and management capacities would not be robust enough to properly anticipate and
respond to climate change induced stresses on food production. As a result, the government’s response to
climate-induced food crises would likely continue to be short-term, reactive and sub-optimal in most cases.
Limited consideration of climate change in agricultural policymaking and investment decisions undertaken at the
national and local levels would also increase the risks of fostering “maladaptive’’ practices that could ultimately
increase, instead of reducing, the vulnerability of farmers and rural populations to climate change. Additionally,
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the capacity of key stakeholders and institutions to assess climate change risks (including costing of climate
change and adaptation), identify suitable responses and leverage the required funding, would all remain limited.
Alternative
105.In the adaptation scenario, assistance from the LDCF will be critical to correct barriers that hamper Mali from
achieving the necessary adaptation strategies and to help Mali in making the transition towards climate-proofed
agricultural development and planning. The LDCF project will strengthen climate risks management capacities at
the level of policy-makers, technical staff and local communities and will contribute to building the necessary
policy, institutional and legal frameworks to systematically address looming threats from climate change on food
production and security.
106.In the alternative, under Outcome 1, activities and outputs will build the key capacities in local and national
governments to support municipality level adaptation intervention. As a result of this Outcome, there will be a
favorable enabling environment within the targeted municipalities to adapt agriculture, livestock and other income
generating activities to climate change. Under this Outcome, the lessons learned from Outcome 2 of this project
will be integrated into local and national planning processes. Moreover, through activities undertaken under
Outcome 3, lessons learned under Outcomes 1 and 2 will be disseminated to other vulnerable municipalities in
Mali in order to replicate successful adaptation strategies.
107.The project recognizes that to a large extent, measures to adapt to climate change must be undertaken at the local
level(s). The project therefore takes the pilot municipalities as a key target. Outputs 1.1 to 1.3 are aimed at raising
awareness and building the capacities of decision makers, primarily at the municipal level. Output 1.4 is aimed at
ensuring that municipalities can have access to locally available and adequate technical support to assist them in
the implementation of needed adaptation measures.
108.Finally, as the project also recognizes that capacity must be strengthened at the national level to support regions,
cercles and municipalities in their effort to adapt to climate change, output 1.5 is aimed at mainstreaming
adaptation consideration within agriculture- and food security-related laws, policies, plans, and programmes at the
national level.
109.Concretely, this will be achieved through the delivery of the following Outputs:
Output 1.1. Analysis of economic impacts of climate change on the agricultural and food security sectors are conducted within the
targeted municipalities
110.In order to help the targeted municipalities to better understand the climate change risks they are facing, the
potential impacts on the local economy and livelihood activities and to identify the most relevant adaptation
measures the following Activities will be undertaken:
● A detailed analysis of the cost of the forecasted impacts of climate change on food production and
other vulnerable income production activities (under the available scenario) will be conducted in the
pilot municipalities. Specific impacts on men and women groups will be analyzed.
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●
The most relevant adaptation measures will be identified in a participatory manner in order to prevent
and manage the adverse impacts of climate change on food production within each of the pilot
municipalities (anticipated cost and benefit of each measure will be assessed based on state-of-the-art
methods and wide stakeholder consultations). Special considerations will be given to traditional and
endogenous knowledge and to low-tech measures. Beneficiaries of the selected measures should include
both men and women.
111.Results from this Output will feed into the implementation of all other Outputs of the project.
Output 1.2. Guidelines are elaborated and awareness-raising campaign and training workshops (targeting local decision makers) are
conducted in order to promote the integration of adaptation considerations within rural development policies, plans and programmes at
the local level
112.On the basis of the findings from Output 1.1 and from the review of the current PDSEC, short guides will be
elaborated and disseminated to municipal decision makers in order to facilitate the integration of adaptation
considerations within the PDSEC in the targeted municipalities for a better management of climatic risks.
113.Awareness-raising and accompanying services activities will also be undertaken with representatives of the other
local levels of administration (cercles and region) in order to support the integration of adaptation considerations
at those levels and enable an overall coherent approach to adaptation at the various administration levels.
114.Finally, on the basis of the findings from Output 1.1 and in partnership with local decision makers, the population
of the targeted municipalities (farmers, breeders, women groups etc.) will be informed of the projected impacts
of climate change on local food production and economic activities and on the available adaptation measure and
technologies that could be implemented (this will include awareness raising about the use and purpose of microinsurances in partnership the Planet Guarantee micro insurance project and OXFAM adaptation project in the
Malian cotton production zone).
Output 1.3. Local adaptation financing strategies are established
115.On the basis of the results from Outputs 1.1.and 1.2, PDSEC and investment budgets of targeted municipalities
will be analyzed and recommendations will be formulated in order to ensure adequate financing for the needed
adaptation measures within those municipalities after project closure.
116.Financing strategies will be elaborated within the targeted municipalities to cover the additional cost of adaptation
needed to reduce climate risks/vulnerabilities. In particular, means of accessing resources for adaptation from the
ANICT, financial and technical partners, decentralized cooperation, national budget, etc. will be explored and
tested.
Output 1.4. Technical structures supporting rural development are informed, trained and provided with the tools to support the
implementation of adaptation measures in order to manage climate risks
117.On the basis of the findings from Output 1.1, short guidelines will be elaborated (one for each of the agroecological zones). These guides will be disseminated to selected local technical structures supporting rural
development such as technical service providers at the community levels that are affiliated with the various
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ministries (Agriculture, Livestock and Fisheries, Environment and Sanitation, Territorial Administration and Local
Collectivities, Transport and Equipment, etc) NGOs, chambers of agriculture, producer organizations, etc. so that
these structures could support the implementation of adaptation measures at the local levels (land and water
management, diversification, seeds selection, use of micro-insurance etc.) and the climate proofing of subsequent
local development plans.
118.Awareness-raising activities will also be undertaken within some of the main research and teaching institutes
serving the region in which the project is active. The aim would be to ensure that teachers and students are aware
of the expected impacts of climate change and that they are adequately trained in the means for climate proofing
agricultural policies and practices.
Output 1.5. A strategy for the integration of adaptation considerations within national level agriculture- and food security-related
laws, policies, plans and programmes is developed and implemented
119.National level agriculture- (including livestock and fisheries) and food security-related laws, policies, plans and
programmes will be analyzed in order to evaluate the potential for integration of adaptation considerations.
120.In partnerships with stakeholders involved with this topics, and on the basis of the findings from project Outputs
1.1-1.4 and from project component 2, a strategy for the integration of project findings regarding climate change
adaptation consideration within national agriculture - and food security-related laws, policies, plans (including
national agriculture campaign plans) and programmes will be formulated and implemented toward the end of the
project. These activities will be implemented in close collaboration with the FAO LCDF project and by building
on the DANIDA project that is aimed at strengthening capacities of political decision makers, technical services
and local actors for a better integration of climate change and the GTZ project that is aimed at strengthening
national policy and strategies on adaptation to climate change.
Outcome 2 – Climate resilience of agricultural production systems and of the most vulnerable agro-pastoral
communities strengthened.
Baseline
121. Under the baseline scenario, the Government of Mali, with support from international cooperation and donor
agencies, has initiated numerous investment programs aimed at improving the general food security situation of
the country by, inter alia: strengthening the local seeds and grains production systems (sorghum and millet);
developing extension support services and technical advice to crop and livestock farmers in arid zones;
introducing technological packages for the sustainable use of farming lands; promoting economic diversification
(project for diversification and competitiveness in the agricultural sector in the OHVN); providing hydro-agrometeorological information, as well as improving water management and irrigation schemes (Irrigation Scheme
Intensification Project in the Baguinéda zone). Moreover several sustainable land management (GDT) initiatives
are being piloted. The Government has also launched an Initiative to support the achievement of the MDGs in
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the 166 most vulnerable municipalities under the national food security programme (SAP) with the support of,
among others, UNDP. See Table A of Annex 5 for a more comprehensive list.
122. However, the current agro-pastoral farming systems and conventional practices have shown their limitations and
are expected to be hardly compatible with changing climatic conditions and increased variability. Moreover, the
agro-meteorological services that have proven very effective in Mali would remain underdeveloped reaching only
a limited portion of the Malian rural population. Furthermore, while significant efforts have been made to
establish Early Warning Systems (EWS) in Mali, these systems would continue to lack the robustness and the
integration needed for forecasting and addressing more volatile food security threats on a real-time basis. Finally,
in absence of the project, local communities would also face difficulties in identifying and engaging with resilient
alternative livelihood strategies in areas where climate change poses a direct threat to historical economic
activities and may further limit the rural households’ abilities to purchase food during the bad years.
Alternative
123. In the alternative scenario, the proposed intervention will, with financial assistance from the LDCF, address
these issues and improve the adaptive capacity of rural communities, making them less vulnerable to climateinduced food insecurity. The project will do so by modifying and supplementing baseline activities through the
implementation of on-the-ground integrated adaptation strategies in 6 targeted municipalities. This will involve
larger or more sophisticated investments in upgraded meteorological information, in the demonstration of
climate resilient technologies and practices and in income-generating activities that are resilient to more frequent
and intense food security threats. These on-site investments will not only demonstrate appropriate climate risks
management approaches, they will also bring direct relief to the most vulnerable communities in Mali. This
component will be implemented in close coordination with other adaptation projects being implemented in Mali
such as: the FAO/LCDF project, the IOM adaptation project in the Inner Delta of the Niger, SIDA/National
Directorate of Meteorology project on meteorological data collection and analysis, the Planet Guarantee micro
insurance project and the OXFAM adaptation project in the Malian cotton production zone.
124. This project component will be implemented in each of the targeted municipalities. At each site, a participatory
and community-centered approach will be adopted, and the project will provide overall guidance (towards
climate change resilience) and provide technical and scientific support to the process. The project will support
the introduction of innovative measures and the dissemination of traditional practices – both hardware and
software – that increase adaptive capacity to climate change. To ensure sustainability and mainstreaming, the
technical entry point at each site will be with the existing organizational structures and the PDSEC.
125. In each municipality, the process will be as follows:
● Step 1: Support for and understanding of the process will be built amongst the population of the targeted
municipalities. This step will consist of awareness-raising and partnership building amongst key
stakeholders within the targeted municipalities (in particular with local organizations and NGOs), through
initial training, workshops and consultations.
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●
Step 2: Priorities amongst small-scale pilot adaptation investments will be determined under three domains
(agro-meteorological services, demonstration of resilient agro-pastoral practices and technologies and
demonstration of resilient income generating activities). Identified priorities will be detailed and capacity
development activities to be supported by the project will be selected based on the results of the
participatory scientific cost assessment conducted under Output 1.1 of the project. In each case, the
project management will ensure that GEF support focuses only on the additional costs imposed by climate
change. Special considerations will be given to traditional and endogenous knowledge and to low-tech
measures.
● Step 3: Priority adaptation investments identified under Step 2 will be implemented. More details on the
type of pilot investments are provided below.
126. Three Outputs will contribute to the achievement of this Outcome:
Output 2.1 An increased number of municipalities benefit from high quality agro-meteorological services
127. Stakeholders of the targeted municipalities (farmers, extension agents, decision makers, etc.) will be informed of
the potential positive impacts of taking into account agro-meteorological information while taking decisions
related to agricultural activities in order to minimize climate risk and secure or increase agricultural production.
128. Farmers and extension agents within the targeted municipalities will be trained in data collecting methods and in
the practical use of agro-meteorological information with the aim of demonstrating the advantages of using this
information before taking decisions related to agricultural production. A local multidisciplinary group for
meteorological assistance (“Groupe Local d’Assistance Météorologique” - GLAM) will also be created or
strengthened in each pilot municipality.
129. Based on the lessons learned following the implementation of Activity 2.2 in the targeted municipalities, the most
cost-effective and resilient cultural practices and technologies (traditional or innovative) will be disseminated
through the national agro–meteorological services system and the agro-meteorological assistance
multidisciplinary group (“Groupe de Travail Pluridisciplinaire d’Assistance Agro-hydro-météorologique” GTPA).
Output 2.2. Resilient agro-pastoral practices and technologies that reduce climate change risks are put in place in the most vulnerable
agricultural zones
130. Based on the results of the participatory scientific cost assessment, conducted under Activity 1.1 of the project,
resilient agro-pastoral practices and technologies to be demonstrated in each municipality will be selected with
the relevant local stakeholders. An implementation approach (at the municipality level) will be developed. The
resilient agro-pastoral practices and technologies to be demonstrated will be specific to each municipality and
may be comprised of the following type of activities:
● Strengthening the resilience of local grain production systems to climate change through the
dissemination of seeds adapted to changing climatic conditions;
● Dissemination of heat and drought tolerant animal species;
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●
Implementation of multi-use water management plans (watering, irrigation, mobilization of nonconventional waters, etc.);
● Restoring soil fertility through climate-resilient techniques;
● Improving water retention capacities through improved runoff water catchments;
● Grain storage mechanisms expanded;
● Providing crop diversification incentives.
131. In close partnership with the local communities, the selected demonstration projects will be implemented over
the last three years of the project. The overall aim is to enable men and women producers to deal with mounting
pressures to maintain or increase food production by doing effective adjustments of their agricultural practices
and tools, thereby reducing soil degradation and vulnerability to climate change.
Output 2.3. Resilient income-generating activities are adopted by vulnerable groups and individuals
132. To achieve this output, vulnerable communities must be aware of the importance of developing alternative
livelihoods in order to reduce climate change risks so as to ensure adequate adaptation. Awareness-raising
activities regarding the possible alternative income generating adaptation activities in the communities of the
targeted sites will be carried out.
133. Socio-economic assessments of current livelihoods will be carried out for the targeted municipalities, in order to
identify which ones could adapt to climate risks and which could not. Through workshops and seminars with
local stakeholders, the project will identify alternative resilient livelihood activities and prioritize them. The
adequacy of the local conditions for the identified activities will be assessed by experts.
134. Finally, the project will carry out demonstrations of the alternative resilient livelihoods with the pilot
municipalities by setting up a small revolving fund in each pilot municipality (to be managed by the pilot
municipalities administration in partnership with local microfinance institutions and project management) that
will micro-finance resilient income-generating activities. An eligibility screening tool will be developed by experts
under the supervision of the project manager for assessing fund requests and for ensuring that only additional
needs due to projected climate changes are funded. Adequate measures will be taken so that men and women
benefit from the fund in an equitable manner.
Output 2.4 Adequate financial climate risks transfer instruments aimed at the most vulnerable rural communities, are developed
135. Micro-insurance schemes that will reduce the vulnerability of producers to climate change will be developed and
tested in the Malian cotton production zone and the pilot municipalities. This output will be financed and
implemented by the Planet Finance harvest micro insurance project and OXFAM adaptation project in the
Malian cotton production zone.
Outcome 3 – Best practices generated by the program capitalized on and disseminated at the national level
Baseline
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136. In the baseline, some efforts are undertaken to identify lessons learned that are related to the integration of
climate variability into laws, policies, projects and programmes and to resilient cultural practices and incomegenerating activities, and to disseminate these among Malian stakeholders. However, climate change adaptation
projects in Mali remain relatively few and perhaps more importantly, several of them are just being launched
currently. This implies that the wealth of lessons learned remains quite sparse. Moreover, there is no external
mechanism on which the project could rely to ensure the identification and dissemination (at the local, national
and international levels) of the lessons learned through this LDCF project.
Alternative
137. Outcome 3 will ensure that all activities implemented are adequately assessed and that the lessons learned from
their implementation are captured and disseminated to relevant stakeholders from the rural communities, local
and central administrations and to other sub-Saharan countries facing similar challenges. Adaptation to climate
change is a new domain and this project is among the first to support adaption through an integrated approach
aimed at strengthening the adaptation capacities at the local level. Therefore, it is expected that the project will be
a source of very useful information on climate change adaptation.
138. Lessons from the implementation of this project will be essential for enhancing the understanding of approaches
to adaptation that most countries, and especially the LDCs, will have to build upon in the future. This project
provides an opportunity to pilot and then scale-up and duplicate interventions that improve adaptive capacity to
climate change, including variability. A comprehensive learning component is important so that the LDCs can
learn from the experiences of each other, as well as for disseminating lessons nationally. Linkages will be made to
UNDP-GEF’s Adaptation Learning Mechanism (ALM) to ensure that lessons from this project will reach a
broader audience including other international agencies, donors, and the Secretariat of the Global Environment
Facility (GEF SEC), all of whom are likely to be engaged in similar initiatives in other countries.
Output 3.1. Lessons learned from the project are identified using a systematic framework
139. Initially, a system for compiling all lessons learned will be designed. The system will be closely linked to the
project’s monitoring and evaluation framework (which is described below). Once the design is agreed upon,
competent partners responsible for implementation will be identified. The project will then prepare tools for
capturing project achievements/challenges via different media tools such as reports, DVDs, films,
documentaries, community radio shows, etc.
140. Lessons learned concerning the following as well as many aspects of the project should be compiled:
● On the basis of the lessons learned under component 1, guidelines will be elaborated to improve the
integration of adaptation considerations into local rural development related laws, policies, plans and
programmes for each agro-ecological zone.
● On the basis of the results from component 2, the techniques and technologies proven to be the most
cost-effective in terms of reducing the municipalities’ population vulnerability to climate change and
food security issues will be documented for each of the agro-ecological zones.
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●
●
The Planet Finance harvest micro insurance project and OXFAM adaptation project in the Malian
cotton production zone will provide inputs on the lessons learned related to the development and
implementation of micro-insurance schemes for producers as an adaptation strategy.
On the basis of the results from component 2, the successful resilient income-generating activities will
be identified for each type of socio-economic environment and each of the agro-ecological zones.
Output 3.2. Lessons learned are shared with other municipalities and local stakeholders
141. Initially, local partners with whom the captured lessons will be shared will be identified. Based on the project
results, adaptation training packages for rural stakeholders will be developed for each agro-ecological zone of the
country. Next, various events will be organized at the local level within the selected highly vulnerable
municipalities in all regions of the country in order to share the lessons learned with other vulnerable
communities. This would include the preparation of press releases targeting local radios, workshops and round
tables throughout the country.
142. Some study tours for municipality representatives and farmers in the pilot municipalities will be arranged in order
to disseminate, in the most concrete way possible, the project’s techniques and lessons learned.
143.
144.
145.
146.
Output 3.3. Lessons learned are shared with other national and international stakeholders
National and international stakeholders with whom the captured lessons will be shared will be identified.
Relevant stakeholders’ forums and websites will also be identified.
Next, various events will be organized at the national level in order to share the lessons learned with other
stakeholders concerned with resilient cultural practices and communities vulnerable to food security issues.
Activities would also include the preparation of press releases (national radios, climate change and environment
journalist network (ANEJ)).
Lessons learned will be integrated within the future national agriculture campaign plans of the Ministry of
Agriculture and within the Malian government 166 Communes Initiative which is supported by UNDP and
targets the municipalities the most vulnerable in terms of food security.
Regular contributions to the UN’s ALM will be made as well as to other national and international websites and
forums dealing with adaptation to climate change.
Project Logical Framework Analysis
147.The table below, which presents the Project Logical Framework Analysis (LFA), summarizes the Outcomes,
Outputs and Activities of the Project:
Outcome 1. Capacities to prevent and
manage the impacts of climate change on
agricultural production and food security
are improved
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Output
1.1. Analysis of economic impacts of climate
change on the agricultural and food
security sectors are conducted within the
targeted municipalities
1.2. Guidelines are elaborated and awarenessraising campaign and training workshops
(targeting local decision makers) are
conducted in order to promote the
integration of adaptation considerations
within rural development policies, plans
and programmes at the local level
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Activities
1.1.1. A detailed analysis of the projected impact of climate change
on the food production sector is conducted in the targeted
municipalities (under available scenario);
1.1.2 A detailed analysis of the cost of the forecasted impact of
climate change on food production and other vulnerable
income production activities (under available scenario) is
conducted in the targeted municipalities and specific impacts
on men and women groups are analyzed;
1.1.3. Based on the analysis undertaken under activities 1.1.1 and
1.1.2, relevant adaptation measures are identified in a
participatory manner in order to prevent and manage the
adverse impacts of climate change on food production within
each of the targeted municipalities;
1.1.4. Anticipated costs and benefits of each measure are assessed
based on state-of-the-art methods and wide stakeholder
consultations and the most cost-effective and gender balanced
measures are identified.
1.2.1. Current communal social and economic development plans
(PDSEC) of targeted municipalities are analyzed to assess the
baseline level of climate change adaptation considerations;
1.2.2. On the basis of the findings from Output 1.1, short guidelines
are elaborated and disseminated to municipal decision-makers
in order to facilitate the integration of adaptation
considerations within local development plans (PDSEC) in
targeted municipalities;
1.2.3 Based on lessons learned from pilot initiatives (implemented
under Outcome 2.2), climate change risk management is
incorporated into PDSEC of targeted municipalities;
1.2.4. Awareness-raising activities are undertaken with
representatives of the other local levels of administration
(cercles and regions) in order to promote the integration of
adaptation considerations at those levels and enable an overall
coherent approach to adaptation at the various administration
levels.
1.2.5 On the basis of the findings from Output 1.1 and in
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1.3. Local adaptation financing strategies are
established
1.4. Technical structures supporting rural
development are informed, trained and
provided with tools to support the
implementation of adaptation measures in
order to manage climate risks
1.5. A strategy for the integration of adaptation
considerations within national level
agriculture- and food security-related laws,
policies, plans and programmes is
developed and implemented
partnership with local decision makers, the population of the
targeted municipalities (farmers, breeders etc.) are informed
of the projected impacts of climate change on local food
production and economic activities.
1.3.1. Budget of PDSEC is analyzed with a view to identifying
potential resources for the mainstreaming of climate change
adaptation;
1.3.2 Financing strategies are elaborated within the targeted
municipalities in order to ensure adequate financing of the
needed adaptation measures within targeted municipalities
after project closure.
1.4.1. On the basis of the findings from Output 1.1, short guidelines
targeting local technical structures supporting rural
development are elaborated (one for each agro-ecological
zones);
1.4.2. Awareness-raising and training activities targeting local
technical structures supporting rural development are
conducted to disseminate the guidelines;
1.4.3. Awareness-raising activities are undertaken within some of the
main research and teaching institutes of the country.
1.5.1. National level agriculture- (including livestock and fisheries)
and food security-related laws, policies, plans and programmes
are analyzed in order to evaluate the potential for integration
of adaptation considerations;
1.5.2. In partnerships with stakeholders involved with this topics
and on the basis of the findings from project Outputs 1.1-1.4
and from project component 2, a strategy for the integration
of project findings regarding climate change adaptation
consideration within national agriculture - and food securityrelated laws, policies, plans (including national agriculture
campaign plans) and programmes is formulated and
implemented
Outcome 2: Climate resilience of
agricultural production systems and the
most vulnerable agro-pastoral communities
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strengthened
Output
2.1. An increased number of municipalities
benefit from high quality agrometeorological services
2.2. Resilient agro-pastoral practices and
technologies that reduce climate changerelated risks are put in place in the most
vulnerable agricultural zones
2.3. Resilient income-generating activities are
adopted by vulnerable groups and
individuals
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Activities
2.1.1. Stakeholders of the targeted municipalities ( producers,
extension agents, decision makers, etc.) are informed of the
potential positive impacts of taking into account agrometeorological information while taking decision related to
agricultural activities;
2.1.2. Producers and extension agents within the targeted
municipalities are equipped with basic materials, trained in
data collecting methods and in the practical use of agrometeorological information;
2.1.3. Local multidisciplinary group for meteorological assistance
(GLAM) are created or strengthened in each pilot
municipality;
2.1.4. Based on the lessons learned under Output 2.2 in the targeted
municipalities, the most cost-effective resilient cultural
practices and technologies (traditional or innovative) are
disseminated through national the agro–meteorological
services system and the GTPA.
2.2.1. Based on the results of the participatory scientific cost
assessment conducted under Activity 1.1 of the project,
resilient agro-pastoral practices and technologies to be
demonstrated in each municipality are selected with the
relevant local stakeholders;
2.2.2. Implementation approach (in each municipality) for the
demonstration activities is developed;
2.2.3. In close partnership with the local communities, the selected
demonstration resilient agro-pastoral practices and
technologies projects will be implemented over the last 3 years
of the project.
2.3.1. Awareness-raising activities regarding the importance of
resilient alternative income-generating activities in the
communities of the targeted sites are carried out;
2.3.2. Socio-economic assessments of current income-generating
activities are carried out for the pilot municipalities;
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2.4. Adequate financial climate risks transfer
instruments aimed at the most vulnerable
rural communities, are developed
2.3.3. Alternative resilient income-generating activities are identified
and prioritized in partnership with local communities (through
local workshops and seminars);
2.3.4. A small revolving fund that will micro-finance resilient
income- generating activities is set with the support of local
microfinance institutions up in each of the targeted
municipalities;
2.3.5. An eligibility screening tool is developed for assessing fund
requests and ensuring that only additional needs due to
projected climate changes are funded;
2.3.6 With the support from the revolving fund managed by pilot
municipalities’ administrations, demonstrations of the
alternative resilient livelihoods are conducted within the
targeted municipalities.
Micro-insurance schemes that will reduce the vulnerability of
producers to cc will be developed and tested in the Malian cotton
production zone and the pilot municipalities. (This output will be
financed and implemented by the Planet Guarantee harvest micro
insurance project and OXFAM adaptation project in the Malian
cotton production zone)
Outcome 3: Best practices generated by the
program capitalized on and disseminated at
the national level
Output
Activities
3.1.1. A system for gathering and capturing lessons learned is
designed (this is closely linked to the project’s monitoring and
3.1. Lessons learned from the project are
evaluation system);
identified using a systematic framework
3.1.2. Prepare tools for capturing and communicating project
achievements/challenges (e.g. reports, DVD, films,
documentaries, community radio shows, brochures).
3.2.1. Highly vulnerable municipalities of the country with whom
the captured lessons will be shared are identified;
3.2. Lessons learned are shared with other
3.2.2. Based on the results from Outcomes 1and 2, adaptation
municipalities and local stakeholders
training packages for rural stakeholders in the vulnerable
municipalities are developed for 3 agro-ecological zones of the
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3.3. Lessons learned are shared with other
national and international stakeholders
country.
3.2.3. Press releases, workshops and round tables, etc., are
prepared/organized to share lessons with selected highly
vulnerable municipalities of the country;
3.2.4. Some study tours for vulnerable municipality representatives
and farmers to the pilot municipalities are arranged.
3.3.1. National and international stakeholders with whom the
captured lessons will be shared are identified;
3.3.2. Relevant stakeholders’ forums and websites to which the
project should contribute are identified;
3.3.3. Events are organized at the national level in order to share the
lessons learned with stakeholders concerned with resilient
cultural practices and communities vulnerable to food security
issues. This would include the preparation of press releases
(national radio stations, climate change and environment
journalist network (ANEJ);
3.3.4. Lessons learned thought the project are integrated within the
Malian government 166 Communes Initiative and within
future national agriculture campaign plans;
3.3.5. Regular contributions to the UN’s Adaptation Learning
Mechanism (ALM) are made as well as to other national and
international websites and forums dealing with adaptation to
climate change.
Table 6: LFA summarizing Outcomes, Outputs and Activities of the Proposed Project
2.5. Project Indicators, Risks and Assumptions
148. The project Indicators are summarized in Part 3 of this document – the Strategic Results Framework includes
impact and outcome Indicators. The project may however require the development of a certain number of
process-oriented Indicators to compose the ‘M&E framework’.
149. The Objective of the project is “To enhance the adaptive capacities of vulnerable rural populations to the
additional risks posed by climate change on agricultural production and food security in Mali”. The Indicators for
achieving this Objective are:
● Percentage of stakeholders of pilot municipalities implementing the technologies and techniques
demonstrated through the project pilot activities at project closure;
● Existence of tools available to Malian actors (NGOs, associations, decisions makers, research institutes and
technical services) to support climate change adaptation activities in agriculture and food security sectors;
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●
Percentage change in projected i) food production and ii) income generation in the pilot municipalities for
available climate scenarios.
150.There are five notable Risks that could impede the realization of the Objective, even if all the Outcomes are
delivered on optimally. They are:
● The impacts of climate change are greater and/or different than predicted - Medium: Should the margin of
error regarding predictions be far greater than anticipated, it may prove very difficult to identify new measures
and practices which may not undermine the project strategy. However, the design of the project took this risk
into account and detailed analyses of the projected impacts of climate change on the food production sector
will be conducted in the targeted municipalities. Results from these analyses will then be used to take relevant
decisions during the implementation of the project.
● The agricultural and food security sectors are affected by crises unrelated to climate change - Medium: It is
very difficult to predict the rapid and continuing fluxes in the prices of foodstuffs. Such changes could
undermine the project or possibly cause the locals to lose interest, should for example, the cost of food
products raise quite rapidly at a given moment. However, as some activities of this project are directly related
to resilient agro-pastoral practices and technologies and resilient income-generating activities to promote
alternative and additional sources of family income, this risk should be mitigated.
● A low political will and deficiencies of coordination mechanisms within the country will hinder the
sustainability and replication of demonstrated resilient agro-pastoral initiatives - Medium: Coordination
mechanisms between ministries and other entities in Mali are, in most cases, weak. However, the liaison
officers and consultants will have a key role in ensuring good replication of demonstrated resilient agropastoral initiatives. Furthermore, this project builds on existing initiatives which focus on strengthening
national commitments with regards to climate change.
● Security situation in the North of the country - Medium: The project will link up with initiatives already ongoing which targets arid regions. Therefore, it will operate in a known territory and will apply best practices
related to successful implementation of projects in the North region.
● Cultural resistance to securing pastoral land in the Sudan and Sudano-Guinean zone - Medium: In zones of
potential conflict between populations/people engaged in livestock breeding and cropping activities, risks
management measures will include securing pastoral land and improving yields for farmers.
151.Outcome 1 is: ‘Capacities to prevent and manage the impacts of climate change on agricultural production and
food security are improved’. The Indicators for achieving this are:
● Number of municipalities having integrated adaptation considerations within their rural development policies,
plans and programmes at the local level;
● Existence of knowledge and tools within technical structures supporting rural development regarding needed
adaptation measures in order to manage climate risks at the local level;
● Number of national level agriculture- or food security-related laws, codes, policies and strategies having
integrated climate change and adaptation concerns;
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● Budget/resources allocated to national and local strategies for adaptation.
152.There are four notable Risks that, even if all the Outputs and Activities under this Outcome are delivered on
optimally, could endanger the realization of Outcome 1. They are:
● Low commitment and low underlying capacity of targeted municipalities prevent the full mainstreaming of
adaptation considerations in PDSEC - Low: Capacities of locally elected officials in the Municipalities are, in
most cases, low. However, this project intends to raise awareness and foster knowledge of locally elected
officials and this risk is well integrated into the design of this project.
● Low commitment and low underlying capacity of technical structures supporting rural development - Low:
Although this project intends to develop capacities of the technical structures supporting rural development
regarding climate change, some prerequisites, in terms of institutional capacities, will form the basis of good
implementation of institutional measures. However, a solid and sustained level of institutional support by
consultants mandated under this project should mitigate this risk.
● High turnover within the technical structures supporting rural development - Medium: High turnover within
these technical structures could undermine the project. The Ministry of Agriculture including the local
advisers and consultants mandated under this project, will have a key role in maintaining capacities within the
technical structures supporting rural development.
● Low commitment of national level agencies involved in agriculture and food security prevent the
mainstreaming of adaptation considerations into national laws, codes, policies and strategies - Low:
Consultations, interviews and field visits which took place during the preparation process have shown a high
commitment of national agencies interviewed. Thus, it is expected that this commitment will remain high
during the implementation of this project.
153.Outcome 2 is: ‘Climate resilience of agricultural production systems and the most vulnerable agro-pastoral
communities strengthened’. The Indicators for achieving this are:
● Percentage of targeted farmers and local technical staff trained for collecting agro-meteorological data and
using agro-meteorological information;
● Number of resilient agro-pastoral technologies or techniques demonstrated at the local level upon project
closure;
● Percentage increase in current and projected production (for available climate scenarios) on parcels testing the
resilient technologies or techniques;
● Number of resilient alternative livelihood strategies demonstrated at the local level upon project closure.
154.There are three notable Risks that, even if all the Outputs and Activities under this Outcome are delivered
optimally, could endanger the realization of Outcome 2. They are:
● Deficiencies in the agro-meteorological information and predictions make agro-meteorological information
irrelevant - Low: This project will work in close partnership with national agro-meteorological services and
will also link up with initiatives already ongoing which support these services. Therefore, deficiencies would
be very limited and predictions would be in most of the cases, relevant.
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●
Low commitment of targeted vulnerable rural population and municipalities - Medium: Consultations,
interviews and field visits which took place during the preparation process have shown a high commitment of
locally elected officials, communities’ representatives and the villagers interviewed. Therefore, it is expected
that this commitment will remain high during the implementation of this project.
● Social conflicts or other local crises hinder the adoption of new resilient practices - Medium: Although social
conflicts or local crises might break out, the local advisers and the consultants mandated under this project
should ensure the adoption of new resilient practices. Furthermore, local governments and technical services
will have a key role in supporting this adoption.
155.Outcome 3 is: ‘Best practices generated by the program capitalized on and disseminated at the national level. The
Indicators for achieving this are:
● Number of vulnerable municipalities in which the lessons learned and best practices identified throughout the
project have been disseminated;
● Number of national and international partner organizations to which lessons learned of the project have been
directly presented;
● Number of contributions to pertinent national and international organizations’ web pages related to the
project findings;
● Number of contributions to the ALM.
156.There are two notable Risks that, even if all the Outputs and Activities under this Outcome are delivered on
optimally, could endanger the realization of Outcome 3. They are:
● Baseline conditions of the 6 targeted municipalities are not representative of the majority of the vulnerable
municipalities of the country - Low: The design of the project has taken into account this risk and baseline
information is representative of the 6 targeted municipalities. Furthermore, at the beginning of the
implementation of the project, an Inception Workshop will take place and will ensure that baseline
information is updated, as required.
● Commitment of local radio to diffuse information of the project is low - Low: As soon as the project begins,
local radio stations will be consulted and engaged in order to mitigate this risk.
2.6. Summary of Adaptation Costs and Benefits
Outcome 1: Capacities to prevent and manage the impacts of climate change on agricultural production and
food security are improved
157.In the baseline, there are several efforts to strengthen capacity for rural development and food security such as,
among several others, the National Programme for Food Security and the 166 Communes Initiative. The total
estimated cost for the baseline interventions is estimated to be at least US$ 260,000,000 million.
158.However, in the baseline, there are insufficient initiatives dedicated explicitly to strengthening capacity to adapt to
climate change. In the absence of the GEF/LCDF project and adaptation projects financed by other partners,
Mali’s local and national agricultural policies and support capacities would continue to be mainly directed towards
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tackling the current baseline constrains on the sector and promoting agricultural practices aligned with historical
climate. Insufficient consideration would be paid to the adverse effects of projected climate change on agricultural
conditions and relevant sectoral policies, plans and programmes.
159.The alternative intervention under this outcome will raise climate risks management capacities to the level of
policy-makers, technical staff and within 6 pilot municipalities and will contribute to building the necessary policy,
institutional and legal frameworks to systematically address threats from climate change on food production and
security. Relevant stakeholder adaptive capacity will also be enhanced through co-financing partners’ projects.
These additional costs are being met with a total of US$ 9,475,598 (US$ 337,000 from LCDF/GEF).
Outcome 2: Climate resilience of agricultural production systems and the most vulnerable agro-pastoral
communities strengthened.
160.In the baseline, the Government of Mali, with support from international cooperation and donor agencies, has
initiated numerous investment programs aimed at improving the general food security situation of the country
through on-the-ground initiatives. Some of these initiatives include the extension and creation of irrigation
schemes, community livelihood diversification micro-projects, and intensification projects, among others. The
total estimated cost for the baseline interventions is estimated to be at least US$ 780,000,000 million.
161.However, the current agro-pastoral farming systems and conventional practices have shown their limitations and
are expected to be hardly compatible with changing climatic conditions and increased variability. Moreover the
agro-meteorological services would remain underdeveloped and would reach only a limited portion of the Malian
rural population. Furthermore, while significant efforts have been made to establish Early Warning Systems
(EWS) in Mali, these systems would continue to lack the robustness and the integration needed for forecasting
and addressing more volatile food security threats on a real-time basis. Finally, in absence of the project, local
communities would also face difficulties to identify and engage with resilient alternative livelihood strategies in
areas where climate change poses a direct threat to historical economic activities and may further limit rural
households’ abilities to purchase food during the bad years.
162.The alternative scenario will be modifying and supplementing baseline activities through the implementation of
on-the-ground integrated adaptation strategies in targeted municipalities. This will involve larger or more
sophisticated investments in upgraded meteorological information, the demonstration of climate resilient
technologies and practices including income generating activities resilient to more frequent and intense food
security threats. These on-site investments will not only demonstrate appropriate climate risks management
approaches, they will also bring direct relief to some of the most vulnerable communities in Mali. Demonstration
of resilient technologies and practice and livelihood diversification will also be enhanced through co-financing
partners’ projects. These additional costs are being met with a total of US$ 12,758,510 (US$ 1,658,290 from
LCDF/GEF and US$ 120,000 from UNDP).
Outcome 3: Best practices generated by the program capitalized on and disseminated at the national level
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163.In the baseline, there are ongoing efforts to identify lessons learned related to agricultural development and to
disseminate these to other parts of Mali and West Africa. The total estimated cost of this baseline is
approximately US$ 5,000,000.
164.However, these efforts do not address adaptation to climate change. There is no external mechanism on which
the project could rely on to ensure the identification and dissemination (at the local, national and international
levels) of the lessons learned through this LDCF project.
165.In the alternative, the project will ensure that lessons learned from capacity development and pilot on-the-ground
demonstration activities are systematically gathered and made available for others in the future, so they can be
replicated by the most vulnerable in other parts of Mali or elsewhere. Dissemination of lessons learned related to
climate proofing of practices, strategies, plans, programme and projects, will also be enhanced through cofinancing partners’ projects. These additional costs are being met with a total of US$ 3,163,370 (US$ 260,890
from LCDF/GEF).
166.In addition, the project management and coordination costs are estimated at US$ 418,820, with US$ 83,820 from
LCDF/GEF, US$ 80,000 from UNDP, and US$ 255,000 in-kind from the Government of Mali.
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Cost/Benefit
Project and
Additional costs
(A-B)
Baseline
(B)
Alternative
(A)
In the baseline, the current Malian
policies, laws, programmes and
projects are not systematically
integrating adaptation to climate
change considerations, and the
stakeholders do not have the required
capacities to adapt. Current and
projected development initiatives are
contributing to the achievement of
the MDGs, there is a great danger that
this contribution will be hampered
and even reversed by climate change.
The project will: (i) build adaptive
capacities of key stakeholders from the
central level to the community-based
level; (ii) help to mainstream climate
change and adaptation concerns into
national and local development
policies and strategies; (iii)
demonstrate, through implementation
of small-scale adaptation initiatives,
how adaptive capacity can be
strengthened and adaption secured and
(iv) lessons learned through the project
will be widely disseminated in both the
country and region and a replication
plan will be put in place in order to
scale up and replicate the project’s
benefits.
N/A
In the baseline, there are several
efforts to strengthen capacity for rural
development and food security but
there are insufficient initiatives
dedicated explicitly to strengthening
capacity to adapt to climate change.
In the absence of the GEF/LCDF
project, Mali’s local and national
agricultural policies and support
capacities would continue to be
mainly directed towards tackling the
current baseline constraints on the
sector and promoting agricultural
practices aligned with historical
climate. Insufficient consideration
The alternative intervention under this
outcome will raise climate risks
management capacities to the level of
policy-makers, technical staff and
within 6 pilot municipalities and will
contribute to building the necessary
policy,
institutional
and
legal
frameworks to systematically address
threats from climate change on food
production and security. Relevant
stakeholder adaptive capacity will also
be enhanced through co-financing
partners’ projects.
Project
financing:
GEF/LDCF
337,000 $
BENEFITS
The adaptive capacities
of vulnerable rural
populations to the
additional risks posed by
climate change on
agricultural production
and food security in Mali
are enhanced
COSTS
Outcome 1 –
Capacities to prevent
and manage the
impacts of climate
change on agricultural
production and food
security are improved
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Parallel Cofinancing
SIDA
5,000,000 $
IOM/African
575,000 $
Union Fund
would be paid to the adverse effects
of projected climate change on
agricultural conditions and relevant
sectoral policies, plans and
programmes.
Baseline: 260,000,000 $
GTZ
1,100,000 $
DANIDA
352,000 $
Alternative: 269,475,598$
Intercooperation/
Cooperation Suisse
1,150,000 $
OXFAM
207,000 $
FAO/LCDF
754, 598$
TOTAL
9,475,598$
Outcome 2 – Climate
resilience of
agricultural
production systems
and the most
vulnerable agropastoral
communities
strengthened
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In the baseline, the Government of
Mali, with support from international
cooperation and donor agencies, has
initiated numerous investment
programs aimed at improving the
general food security situation of the
country. However, the current agropastoral farming systems and
conventional practices have shown
their limitations and are expected to
be hardly compatible with changing
climatic conditions and increased
variability.
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The alternative scenario will be
modifying and supplementing baseline
activities through the implementation
of on-the-ground integrated adaptation
strategies in targeted municipalities.
This will involve larger or more
sophisticated investments in upgraded
meteorological
information,
the
demonstration of climate resilient
technologies and practices including
income generating activities resilient to
more frequent and intense food
security threats. These on-site
investments will not only demonstrate
appropriate climate risks management
approaches, they will also bring direct
relief to some of the most vulnerable
communities in Mali. Demonstration
of resilient technologies and practices
and livelihood diversification will also
be enhanced through co-financing
partners’ projects.
Project
financing:
GEF/LDCF
1,658,290$
UNDP
120,000$
Parallel Cofinancing
SIDA
4,800,000$
IOM/African
1,450,000$
Union Fund
GTZ
1,100,000$
DANIDA
264,000$
Baseline: 780,000,000 $
Alternative: 792,758,510$
Inter-cooperation/
Cooperation Suisse
1,250,000$
OXFAM
310,300$
Planet Guarantee
950,000$
FAO/LCDF
855,920$
TOTAL
12,758,510$
Outcome 3: Best
practices generated
by the program
capitalized on and
disseminated at the
national level
In the baseline, there are very few
efforts to identify lessons learned
related to the climate proofing of
laws, policies, projects and
programmes and to resilient cultural
practices and income-generating
activities and to disseminating these
among Malian stakeholders. There is
no external mechanism on which the
project could rely on to ensure the
identification and dissemination (at
the local, national and international
levels) of the lessons learned through
this LDCF project.
Baseline: 5,000,000 $
In the alternative, the project will
ensure that lessons learned from
capacity development and pilot onthe-ground demonstration activities
are systematically gathered and made
available for others in the future, so
they can be replicated by the most
vulnerable in other parts of Mali or
elsewhere. Dissemination of lessons
learned related to climate proofing of
practices, strategies, plans, programme
and projects, will also be enhanced
through co-financing partners’
projects.
Alternative: 8,163,370$
Project
financing:
GEF/LDCF
260,890$
Parallel Cofinancing
SIDA
1,700,000$
IOM/African
225,000$
Union Fund
GTZ
500,000$
DANIDA
264,000$
FAO/LCDF
213,480$
55
55
55
55
55
55
55
55
55
TOTAL
3,163,370$
Project Management
Not Applicable
Not Applicable
Project financing:
GEF/LDCF
83,820$
UNDP
80,000$
Baseline: 0
Alternative: 418,420$
Gov. Mali (in-kind)
255,000$
TOTAL
418,820$
Project financing:
GEF/LDCF
2,600,00027$
UNDP
200,000 $
Gov. Mali (in-kind)
255,000 $
TOTAL COST
Baseline: 1,045,000,000
Alternative: 1,071,652,300
Parallel
Co-financing
SIDA
11,500,000 $
IOM/African
2,250,000 $
Union Fund
GTZ
27
This figure includes UNDP agency fees of 10%
56
56
56
56
56
56
56
56
56
2,700,000 $
DANIDA
880,000 $
Inter-cooperation/
Cooperation Suisse
2,400,000 $
OXFAM
517,300 $
FAO/LCDF
2,400,00028$
Planet Guarantee
950,000$
TOTAL
26,652,300 $
2.7. Sustainability and Replicability
Sustainability
167.The concept of sustainability differs for adaptation to climate change projects, compared with other types of
GEF-funded projects. Adaptation projects seek to raise the adaptive capacity to long-term climate change.
Consequently, a raised adaptive capacity automatically implies sustainability. In addition, the project has the
following elements to increase sustainability.
Ecological Sustainability
168.Given that an overall aim of the project is to improve sustainable resource use in order to help agriculture,
livestock and agro-forestry sectors, all elements of the project approach should contribute to ecological
sustainability. This should include: water conservation, soil improvement and conservation, increased sustainable
use of grazing land and forests, and increasing the sustainability of the use of fertilizers and pesticides.
Institutional Sustainability
28
This figure includes project management costs and FAO agency fees
57
57
57
57
57
57
57
57
57
169.At local levels, the main measures in the project design to achieve this are: training for local people; activities to
improve economic and market conditions locally; using existing consultation and decision-making structures as a
basis for all project planning; and integrating all actions into existing, approved PDSEC.
170.At the national level, although the stakeholders and issues are different, the approach to ensure institutional
sustainability is the same. There will be important lobbying to secure political commitment, and the direct
involvement of various Ministries in the project Board and in project implementation can help ensure that. In
addition, all project activities will be designed/approved by using existing consultations and local and national
decision-making structures, and all activities will be an integral part of existing (approved) development and
sectoral plans.
Economic Sustainability
171.This is particularly important at local levels. It has two aspects. First, that the demonstration villages have the
necessary financing to maintain investments and make new investments, as necessary, after the project has
terminated. Second, to ensure that other villages have the finance required to make similar investments to adapt to
climate.
172.Firstly, it is important to note that the new practices to be demonstrated in this project are not necessarily very
costly. Many involve low or no-cost software improvements (e.g. making information available, improving
coordination), which, once demonstrated, have far less associated risk, and are therefore more economically
accessible. Others involve small-scale natural resource investments which are within the reach of most rural
people. Again, once demonstrated, the risk is greatly decreased, and the investment becomes viable.
173.In addition, the project supports the development of local financing strategies for adaptation activities and a
further business approach will be explored.
174.Finally, the self-monitoring incorporated into all demonstration activities is designed to ensure both optimal local
commitment and optimal lesson learning by local stakeholders.
Replicability
175.Climate change adaptation is at an early stage of development both in Mali and throughout West Africa. This
project can therefore identify new and innovative mechanism for adaptation to climate change in both agricultural
and food security sectors. These mechanisms can be relevant to other countries facing similar challenges.
Accordingly, this project is explicitly designed to facilitate the replication of successes and lessons learnt. The
strategy for this replication is two-fold:
● First, pilot adaptation in a range of situations, with diverse climatic, geographical, political and civil
characteristics. This will lead to the generation of a sizeable body of lessons and experience;
● Under Outcome 3, lessons learned will be actively and strategically disseminated. Outcome 3 focuses
almost entirely on this. Replication is envisaged to cover the following: other municipalities in the same
Cercle at the targeted municipalities, the municipalities included in the 166 Communes Initiative but
also to some extent the rest of the country, West Africa and other relevant areas. Under Outcome 3,
several activities will be organized to ensure this replication is possible.
58
58
58
58
58
58
58
58
58
176.The project will make use of the ALM, to ensure that the lessons learnt from the project contribute to, and
benefit from, experience in adapting to climate change across the whole of the GEF portfolio.
59
59
59
59
59
59
59
59
59
Part 3. Project Strategic Results Framework
This project will
contribute to
achieving the
following Country
Programme
Outcome as defined
in CPAP or CPD:
Country
Programme
Outcome
Indicators:
Primary applicable
Key Environment
and
Sustainable
Development Key
Result
Area:
Promote
climate
change adaptation
Applicable
GEF
Strategic Objective
and Program:
Applicable
GEF
Expected
Outcomes:
Applicable
GEF
Outcome
Indicators:
Indicator
Project Objective
The adaptive
capacities of
vulnerable rural
populations to the
additional risks
posed by climate
change on
agricultural
60
60
60
60
60
60
60
60
Percentage of
Low
stakeholders of pilot
municipalities
implementing the
technologies and
techniques
demonstrated through
the project pilot
activities at project
Baseline
Targets
End of Project
Indicative: 50%
Source of verification
Project reports,
impacts monitoring
reports, dedicated
surveys.
Risks and
Assumptions
The impacts of
climate change are
greater and/or
different than
predicted.
The agricultural and
food security sectors
are affected by
60
production and
closure
food security in
Mali are enhanced
crises unrelated to
climate change
A low political will
and deficiencies of
coordination
mechanisms within
the country will
hinder the
sustainability and
replication of
demonstrated
resilient agropastoral initiatives
Security situation in
the North of the
country
Cultural resistance
to securing pastoral
land in the Sudan
and SudanoGuinean zone
Existence of tools
available to Malian
actors (NGOs,
associations, decisions
makers, research
institutes and technical
services) to support
climate change
adaptation activities in
agriculture and food
security sectors
Percentage change in
projected i) food
production and ii)
income generation in
the pilot municipalities
61
61
61
61
61
61
61
61
Scarce and
incomplete
Toolkits available for
each of the 4 agoProject reports,
ecological zone in Mali
impacts monitoring
reports
Baseline will be
evaluated at
project inception
in the context of
project output
Projected food
production and income
generation have
increased in the pilot
municipalities for
61
Analysis of economic
impacts of climate
change on the
agricultural and food
security sectors in the
for available climate
scenarios.
1.1.
available climate
scenario.
pilot municipalities
conducted at
beginning and end of
the project
Number of
municipalities having
integrated adaptation
considerations within
their local development
plans
Outcome 1
Capacities to
prevent and
manage the
impacts of climate
change on
agricultural
production and
food security are
improved
62
62
62
62
62
62
62
62
Very
low/inexistent
The 6 municipalities
targeted by the project
will have integrated
adaptation
consideration within
their local development
plans and more than
half of the
municipalities involved Review of PDSEC
in the Malian 166
communes initiative will
have initiated the
integration of
adaptation
consideration within
their local development
plan
62
Low commitment
and low underlying
capacity of targeted
municipalities
prevent the full
mainstreaming of
adaptation
considerations in
PDSEC
Low commitment
and low underlying
capacity of technical
structures
supporting rural
development
High turnover
within the technical
structures
supporting rural
development
Low commitment
of national level
agencies involved in
agriculture and food
security prevent the
mainstreaming of
adaptation
considerations into
national laws, codes,
policies and
strategies
Existence of knowledge
and tools within
technical structures
supporting rural
development regarding
needed adaptation
measures in order to
manage climate risks at Low
the local level
Number of national
level agriculture- or
food security-related
laws, codes, policies and
strategies having
low
integrated climate
change and adaptation
concerns
Knowledge and tools
within technical
structures supporting
rural development are
considered sufficient to
implement adaptation
strategies integrated
within development
plans within the 6
targeted municipalities
and within more than
half of the
municipalities involved
in the Malian 166
communes initiative
At a minimum,
adaptation concerns are
integrated in the regular
agriculture campaign
plans and within the
166 communes
initiative. This target is
to be refined at project
inception.
Budget/resources
allocated to national and
local strategies for
adaptation
Project reports,
interviews, dedicated
surveys
Project reports,
agriculture- or food
security-related
national documents
such as the regular
agriculture campaign
plans and the 166
communes initiative
Review of PDSEC,
ANICT reports,
interviews with local
administration
targeted in the
Budget must be
project, agriculturesufficient to implement
Low/inexistent
or food securityarticulated strategies
related national
and plans
documents such as
the regular agriculture
campaign plans and
the 166 communes
initiative
Outcome 2
Percentage of targeted
Project reports,
Deficiencies in the
0
>50%
Climate resilience farmers and local
dedicated surveys.
agro-meteorological
63
63
63
63
63
63
63
63
63
of agricultural
technical staff trained
production systems for collecting agroand the most
meteorological data and
vulnerable agrousing agropastoral
meteorological
communities
information
strengthened
information and
predictions make
agro-meteorological
information
irrelevant
Low commitment
of targeted
vulnerable rural
population and
municipalities
Social conflicts or
other local crises
hinder the adoption
of new resilient
practices
Number of resilient
agro-pastoral
technologies or
techniques
demonstrated at the
local level upon project
closure
Percentage increase in
current and projected
production (for
available climate
scenarios) on parcels
testing the resilient
technologies or
techniques
Number of resilient
alternative livelihood
strategies demonstrated
at the local level upon
project closure
Outcome 3
Number of vulnerable
Best practices
municipalities in which
generated by the the lessons learned and
64
64
64
64
64
64
64
64
0
Indicative: 15
With and equitable
distribution of
technologies or
techniques benefiting
men and women.
Project reports
Baseline will be
Project reports.
evaluated at
To be determined based Dedicated data
project inception
on the type of
collection from pilot
in the context of
production
parcels and control
project output
parcels.
1.1.
0
Indicative: 15
With and equitable
Project reports,
distribution of strategies
dedicated surveys.
benefiting men and
women.
0
Indicative:150
64
Project reports
Baseline conditions
of the 6 targeted
municipalities are
program
best practices identified
capitalized on
throughout the project
and disseminated have been disseminated
at the national
level
not representative
of the majority of
the vulnerable
municipalities of the
country
Commitment of
local radio to diffuse
information of the
project is low
Number of national and
international partner
organizations to which
0
lessons learned of the
project have been
directly presented
Number of
contributions to
pertinent national and
international
0
organizations’ web
pages related to the
project findings
Number of
contributions to the
0
ALM
65
65
65
65
65
65
65
65
50
Project reports
5 per month
Project reports
3 per year
Project reports, ALM
Web Site
65
Part 4. Total Budget and Work plan
Project
ID(s):
Award ID:
00058696
Award Title:
Enhancing adaptive capacity and resilience to climate change in the
agricultural sector in Mali
Business Unit:
MLI 10
Project Title:
Enhancing adaptive capacity and resilience to climate change in the
agricultural sector in Mali
PIMS :
Implementing Partner
(Executing Agency)
4046
National Directorate of Agriculture (Ministry of Agriculture)
Outcomes
Responsible Party
Fund
ID
Outcome 1:
Capacities to
prevent and
manage the
impacts of
climate change
on agricultural
production and
food security are
improved
NDA/MA
62160
66
66
66
66
66
66
66
66
00073048
Donor
GEF/LDCF
Atlas
Atlas Budget Amount A
Budgetary
Description
year 1
Account
International
71205 Consultants
National
71305 Consultants
Daily
Subsistence
71615 Allow-Intl
71620 DSA - Local
71605 Travel
71610 Travel
66
25000
24000
4050
3600
2500
3000
International
71205 Consultants
National
71305 Consultants
Daily
Subsistence
71615 Allow-Intl
71620 DSA - Local
71605 Travel
71610 Travel
Contractual
Services72100 Companies
Contractual
Services72100 Companies
Contractual
Services72100 Companies
Audio
Visual&Print
74200 Prod Costs
Contractual
Services72100 Companies
Miscellaneous
74500 Expenses
Total
GEF/Outcome 1
67
67
67
67
67
67
67
67
NDA/MA
8000
2250
900
2500
600
12000
12000
2000
0
0
1000
113400
113400
Total Cost Outcome 1
Outcome 2:.Risk
of climate
induced impacts
on food security
is reduced
10000
62160
67
GEF/LDCF
Contractual
Services72100 Companies
6000
through the use
of agro
meteorological
information,
adoption of best
agricultural
practices and
economic
diversification
71620 DSA - Local
71610 Travel
Materials &
72300 Goods
Miscellaneous
74500 Expenses
International
71205 Consultants
National
71305 Consultants
71615 DSA - Intl
71620 DSA - Local
71605 Travel
71610 Travel
71610 Travel
Contractual
Services 72100 Companies
Contractual
Services72100 Companies
National
71305 Consultants
71620 DSA - Local
71610 Travel
68
68
68
68
68
68
68
68
68
1080
900
12000
0
10000
8000
3750
1680
2500
1000
3000
6000
0
2000
0
0
Contractual
Services 72100 Companies
72600 Grants
Miscellaneous
74500 Expenses
Total GEF/Outcome 2
NDA/MA
Total UNDP/Outcome 2
Total Cost Outcome 2
Outcome 3:
Lessons learned
from capacity
development
initiatives, policy
changes and pilot
demonstration
activities are
collected and
widely
disseminated
69
69
69
69
69
69
69
69
NDA/MA
UNDP
72600 Grants
0
0
3500
61410
0
61410
62160
GEF/LDCF
National
71305 Consultants
71620 DSA - Local
71610 Travel
International
71205 Consultants
National
71305 Consultants
71615 DSA - Intl
71620 DSA - Local
71605 Travel
71610 Travel
71610 Travel
71305 National
69
6000
1440
1200
0
0
0
0
0
0
0
2000
74200
72100
72100
74500
Consultants
Audio
Visual&Print
Prod Costs
Contractual
Services Companies
Contractual
Services Companies
Miscellaneous
Expenses
Total GEF/Outcome 3
Total Cost Outcome 3
Project
Management
Budget
NDA/MA
62160
Total GEF/Management
70
70
70
70
70
70
70
70
UNDP
70
0
0
2000
12640
12640
GEF/LDCF
71620 DSA - Local
71610 Travel
71610 Travel
Contractual
Services 72100 Companies
Contractual
Services 72100 Companies
71620 DSA - Local
NDA/MA
0
Transportation
72215 Equipment
Transportation
72215 Equipment
Information
Technology
72205 Equipment
2880
1200
4500
3500
4000
9000
25080
25000
22000
20000
Miscellaneous
74500 Expenses
Total
UNDP/Management
69500
NDA/MA
Government
71405
71405
71405
71405
Contractual
Services Individual
Contractual
Services Individual
Contractual
Services Individual
Contractual
Services Individual
Total
Government/Management
Total Cost Management
71
71
71
71
71
71
71
17750
9000
7000
63750
345780
Unit
Int. Monitoring CC
Impacts in Agriculture
Sector Specialist (output
1 1.1)
day
71
30000
63750
158330
212530
69500
TOTAL GEF
TOTAL UNDP
TOTAL
GOVERNMENT
TOTAL
PROJECT
Budget
Note
2500
Total
Cost Nbr
Nbr Total Nbr Total Nbr Total
cost
per year
year cost year cost year cost
year
unit
1
2 year 2 3 year 3 4 year 4
1
500
50 25000
71
Total
25000
2
3
4
5
6
7
8
9
10
72
72
72
72
72
72
72
72
2 National Monitoring
CC Impacts in
Agriculture Sector
Specialists (output 1.1)
DSA Int. Monitoring
CC Impacts Specialist
(output 1.1)
DSA National
Monitoring CC Impacts
in Agriculture Sector
Specialist (output 1.1)
Int. Travel Int.
Monitoring CC Impacts
in Agriculture Sector
Specialist (output 1.1)
Travel within the
country
(gasoline+driver for
project car and/or
flights) for the team of
Monitoring CC Impacts
in Agriculture Sector
Specialists (output 1.1)
Int. Mainstream and
financing of CC
Specialist (output 1.21.5)
National Mainstream
and financing of CC
Specialist (output 1.21.5)
DSA Int. Mainstream
and financing of CC
Specialist (output 1.21.5)
DSA National
day
Return
ticket
200 120 24000
24000
4050
4050
3600
3600
2500
1
2500
2500
day
50
60
3000
3000
day
500
20 10000
day
200
40
50
8000 120
2250
900
72
25000
50
25000
30
15000
75000
24000 120
24000
60
12000
68000
1800
1800
10350
9900
3150
3600
3150
3600
11
12
13
14
15
16
17
73
73
73
73
73
73
73
73
Mainstream and
financing of CC
Specialist (output 1.21.5)
Int. Travel Int.
Mainstream and
financing of CC
Specialist (output 1.2Return
1.5)
ticket
Travel within the
country
(gasoline+driver for
project car and or
flights) for the team of
Mainstream and
financing of CC
Specialists (output 1.21.5)
day
Awareness raising
workshops/consultation
at the local level
(output 1.1)
Awareness raising
workshops/consultation
at the local level
(output 1.2 and 1.3)
Awareness raising
workshops at the
national level (output
1.5)
Awareness raising
material targeting local
decisions makers
(output 1.2 and 1.3)
Training material and
workshop for technical
2500
1
2500
1
2500
1
2500
1
2500
10000
50
12
600
60
3000
60
3000
30
1500
8100
1000
12 12000
1000
12 12000
2000
1
2000
1000
12000
18
18000
12
12000
6
6000
48000
2
4000
2
4000
2
4000
14000
6
6000
6000
8500
73
8500
18
19
20
21
22
23
24
74
74
74
74
74
74
74
74
structure and research
and teaching institutes
(1 guide per agroecological zone) (output
2.4)
Agro-meteorological
extension services
workshop for awareness
raising and training
activities (output 2.1)
DSA for agrometeorological staff
travelling to communes
for workshop (output
2.1)
Travel within the
country
(gasoline+driver for
project car and or
flights) for the grometeorological staff
travelling to communes
(output 2.1)
Small material for
meteorological data
collection (output 2.1)
Creation or
strengthening of 6
GLAM and
strengthening of
GTPA(output 2.1)
Int. Agro-economist
specialized in adaptation
measures (output 2.2)
National Agroeconomist specialized in
1000
6
6000
Day
Day
12
1080
50
18
900
12000
12
2160
36
12000
1800
12000
6
2160
36
1800
500
500
75000
75000
18
6000
36000
1080
6480
900
5400
500
13500
75000 225000
day
500
20 10000
30
15000
30
15000
10
5000
45000
day
200
40
80
16000
80
16000
60
12000
52000
8000
74
25
26
27
28
29
30
31
32
33
75
75
75
75
75
75
75
75
adaptation measures
(output 2.2)
DSA Int. Agroeconomist specialized in
adaptation (output 2.2)
DSA National Agroeconomist specialized in
adaptation (output 2.2)
Travel Int. Agroeconomist specialized in
adaptation measures
(output 2.2)
Travel within the
country
(gasoline+driver for
project car and/or
flights) for the team of
Agro-economist (output
2.2)
Travel communal
extension agent (output
2.1-2.2)
Awareness raising and
consultation workshops
at the local level (output
2.2)
Expenses for the
concrete
implementation of
demonstration resilient
agro-pastoral practices
and technologies
National Alternative
livelihood specialist
(output 2.3)
DSA National
day
ticket
3750
3450
3450
1500
12150
1680
3600
3600
1800
10680
2500
1
2500
1
2500
1
2500
1
2500
10000
day
50
20
1000
60
3000
60
3000
30
1500
8500
day
25 120
3000 120
3000 120
3000
120
3000
12000
6000
6000
6000
6
6000
24000
1000
6
6
6
300000
day
day
200
10
2000
75
35
7000
1800
300000
35
7000
1800
300000 900000
30
6000
1080
22000
4680
34
35
36
37
38
39
40
41
42
43
76
76
76
76
76
76
76
76
Alternative livelihood
specialist (output 2.3)
Travel within the
country
(gasoline+driver for
project car and/or
flights) for the National
Alternative livelihood
specialist (output 2.3)
Awareness raising and
consultation workshops
at the local level (output
2.3)
Funding of alternative
livelihood activities
(output 2.3)
National
M&E/Dissemination
Specialist
DSA
M&E/Dissemination
Specialist
Travel within the
country
(gasoline+driver for
project car and/or
flights) for the National
M&E Specialist
Int. Evaluator (mid
term and final
evaluations)
National Evaluator (mid
term and final
evaluations)
DSA Intl. Evaluators
DSA Local Evaluators
day
50
30
1500
30
1500
1000
6
6000
6
6000
12000
120000
120000 360000
120000
day
200
30
6000
day
75
1440
15000
75
1440
15000
18
75
1440
900
3900
15000
51000
1440
5760
day
50
24
1200
24
1200
24
1200
24
1200
4800
day
500
0
0
0
0
40
20000
60
30000
50000
day
200
0
0
0
0
0
0
15
3000
2100
840
40
8000
2100
840
11000
4200
1680
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44 Travel Int. Evaluator
Travel within the
country
(gasoline+driver for
project car and/or
flights) for the National
and Int. Evaluator (midterm and final
45 evaluations)
Exchange visits (to the
46 6 municipalities)
National
Communication
47 Specialist
Dissemination
48 materials
Dissemination
workshops at local level
49 (2 in each region)
Dissemination
workshops at national
50 level
DSA PM and
51 Administrative Support
Travel to project site by
PM and Administrative
52 Support
Travel to project site by
53 LO
54 Inception workshop
PB meetings (2 per
55 year)
56 CCC meeting
57 Project Vehicle (1)
58 Project Motorcycle
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77
77
77
77
77
77
77
Return
ticket
day
day
day
day
2500
0
0
0
1
2500
1
2500
5000
50
0
0
0
14
700
14
700
1400
1000
0
0
0
0
6
6000
12
12000
18000
200
10
2000
15
3000
40
8000
40
8000
21000
25000
50000
0
0
1500
0
0
8
12000
8
12000
24000
2000
0
0
1
2000
1
2000
4000
2880
2880
2880
11520
24
1200
4800
4500 180
0
4500 180
0
4500
0
18000
3500
4000
9000
0
0
4000
6000
0
0
4000
6000
0
0
16000
30000
25000
22000
50
24
25 180
3500
1
2000
500
25000
22000
1200
24
4500 180
3500
2 4000
18 9000
1 25000
1 22000
77
2
18
1200
25000
2880
24
2
12
1200
2
12
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60
61
62
63
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78
78
78
78
78
78
78
Offices Equipment for
PCU and Local
advisers
National Project
Manager
National Administrative
Support
Local advisers(6) (25%
of their time per year in
6 municipalities =1,5
person/year)
communal extension
workers (6)
20000
1000
1000
1000
23000
Annual 30000
1 30000
1
30000
1
30000
1
30000 120000
Annual 17750
1 17750
1
17750
1
17750
1
17750
71000
Annual
6000
1,5
9000
1,5
9000
1,5
9000
1,5
9000
36000
Annual
7000
1
7000
1
7000
1
7000
1
7000
28000
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Part 5. Management Arrangements
177.The project will be implemented by the United Nations Development Programme (UNDP), under its National
Execution (NEX) modality, over a period of four years, from March 1st 2010 to March 31st 2014.
178.Management Arrangements were determined based on an institutional assessment undertaken during the
preparatory phase.
5.1. The Project Board
179.The Project Board (PB) is responsible for making management decisions for a project in particular when guidance
is required by the Project Manager. The PB plays a critical role in project monitoring and evaluation(s) by
ensuring the quality of these processes and products, and using evaluations for performance improvement,
accountability and learning. It ensures that required resources are committed and arbitrates any conflicts within
the project or negotiates a solution to any problems with external bodies. In addition, it approves the
appointment and responsibilities of the Project Manager and any delegation of its Project Assurance
responsibilities. Based on the approved Annual Work Plan, the Project Board can also consider and approve the
quarterly plans and also approve any essential deviations from the original plans.
180.In order to ensure UNDP’s ultimate accountability for the project results, PB decisions will be made in
accordance to standards that shall ensure management for development results, best value money, fairness,
integrity, transparency and effective international competition. In case consensus cannot be reached within the
Board, the final decision shall rest with the UNDP Project Manager.
181.Potential members of the Project Board listed above will be reviewed and recommended for approval during the
Project Appraisal Committee meeting. Representatives of other stakeholders can be included in the Board as
appropriate. The Board contains three distinct roles, including:
● An Executive: individual representing the project ownership to chair the group: This role could be
performed by the Focal Point of the UNFCCC;
● Senior Supplier: individual or group representing the interests of the parties concerned which provide
funding for specific cost sharing projects and/or technical expertise to the project. The Senior
Supplier’s primary function within the Board is to provide guidance regarding the technical feasibility
of the project: This role could be performed by the DNA, the National Directorate of the Productions
and Animal Industries as well as representatives from the MATCL, from the GDT committee and
from the climate change bureau. Representative from cofinancing organizations including OXFAM,
Planet Guarantee and the IOM and representatives from technical institutes such as Rural Economy
Institute (IER) and Center for scientific and technical research (CNRST) should also be involved in
performing this task;
● Senior Beneficiary: individual or group of individuals representing the interests of those who will
ultimately benefit from the project. The Senior Beneficiary’s primary function within the Board is to
ensure the realization of project results from the perspective of project beneficiaries. This role could be
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performed by the representatives from the administrations of the 6 municipalities targeted by the
project, Reso climat and other NGOs representatives as well as other representatives of the
beneficiaries at the community level such as local producers associations etc.;
● The Project Assurance role supports the Project Board Executive by carrying out objective and
independent project oversight and monitoring functions. The Project Manager and Project Assurance
roles should never be held by the same individual for the same project. A UNDP Staff member typically
performs this role.
182.Terms of reference for the PB are provided in Annex 4.
5.2. Project Management at the National Level
183.The National Directorate of Agriculture (NDA) within the Ministry of Agriculture will be the NEX executing
agency. Day-to-day implementation and management will be assured through a Project Coordination Unit (PCU),
embedded in the NDA. The PCU will be responsible for planning, reporting, monitoring, and providing technical
support to all local and national demonstration and capacity building activities. The PCU will be staffed by one
Project Manager (PM) and one administrative/logistical Project Support. The Project Manager’s prime
responsibility is to ensure that the project produces the results specified in the project document, to the required
standard of quality and within the specified constraints of time and cost. The Project Support role is to provide
project administration including management and technical support to the PM. Terms of Reference (TOR) for
the PCU – including TOR for the PM – are provided in Annex 4. As necessary and in line with the project budget
and the approved work plan, the PCU will assist the NDA to identify and procure inputs and services, in the form
of experts, consulting companies, and equipment.
184.The PCU will also include six Local Advisers (LAs). LAs will be already in place, representatives from the locally
based technical services of the Ministry of Agriculture positioned in each of the Cercle of the municipalities
targeted by the project. Regional Directorate of Agriculture will be closely involved as necessary during the
implementation of the project as they will perform important advisory and information sharing/dissemination
role during project implementation (and a crucial role for the project replication).
185.During the implementation of the project, the PCU will be assisted by consultants with different specialties.
Details as to the types and mandates of the consultants are provided in Annex 4.
186.At the national level, in order to ensure the project is firmly anchored in national structures, the following
agencies will play a key role in project implementation:
● National Directorate of the Productions and Animal Industries;
● Food Security Commission;
● Technical Permanent Secretariat of the Ministry of Environment;
● National Directorate of Meteorology from the Ministry of Transport and Equipment;
● Sustainable Land Management (GDT) committee;
● CNRST of the Ministry of Education;
● Ministry for Territorial Administration and Local Collectivities;
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●
●
OHVN; and,
CMDT.
187.Furthermore, a close working relationship should be fostered with a series of related projects and programmes
which are highlighted in Annex 5 of this document. The project will be implemented in close partnership with the
second project financed under the LCDF in Mali with FAO as the implementing agency: Integrating climate resilience
into agricultural production for food security in rural areas of Mali.
188.In order to ensure complementarities and mutual support, initial collaboration agreements have already been
developed with adaptation project implemented in Mali by other partners (see Annex 6 for co-financing letters).
Furthermore the project will work in close connection with the 166 Communes Initiative, working towards
mainstreaming adaptation consideration within the PDSEC of the community most vulnerable to food insecurity
in Mali. Overall, effort will also be made to act in a complementary fashion to the other programmes and project
focusing on the same intervention zones or field.
189.There will be two main coordination mechanisms that will be used throughout project implementation between
the UNDP LCDF project and other stakeholders implementing adaptation activities in Mali:
1.
One already existing mechanism external to the project, that is the “technical and financial partners
climate change sub-group” referred to earlier in this document. This group has been meeting several
times in 2009. The membership includes The GTZ, The EU, SIDA, DANIDA, Intercooperation/
Cooperation suisse and other donors. Recognizing the potential for overlapping interventions, the
purpose of the group is to promote the coordination among stakeholders involved in this area
(including mitigation and adaptation) in Mali. UNDP is part of this sub-group and the UNDP LCDF
project has been presented to other members of the sub-group.
2.
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Overall, this mechanism will ensure that UNDP is kept well aware of other adaptation projects and
programmes implemented or being projected by other stakeholders. It also allows for the
identification of synergies among ongoing and planned adaptation activities in the country and for the
reduction of the potential for duplication of effort. Concretely this platform (if it continues to exist
during project implementation) or otherwise the “technical and financial partners environment
group” will be used by UNDP for maximizing synergies and for information sharing with other
stakeholders. Annual work plan will have to be presented among partners to avoid any duplication.
UNDP CO will thus be playing a key role regarding coordination with other adaptation intervention
in Mali.
The second coordination mechanism is built within the Project Board itself. The membership of the
project Board includes stakeholders with which close coordination will be paramount to the
effectiveness and the efficiency of the UNDP LCDF project. Concretely the executing agency of the
FAO LCDF project, OIM, OXFAM and Planet Guarantee have been invited to be part (and are
highly motivated to do so) of the Project Board precisely in order to maximize the synergies between
their respective intervention and the PNUD LDCF project. Moreover some of the implementing
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agencies of other adaptation projects such as the STP responsible for the implementation of the
DANIDA adaptation project will also be a member of the project Board.
190.In sum, all the stakeholders involved in the implementation or the financing of the adaptation projects described
table B of Annex 5 are either involved in one or two of the coordination mechanisms described above.
191.Detailed management and inter-institutional cooperation arrangements will be clarified and harmonized during
the early implementation of the project.
5.3. Project Management at the Local Level
192.At the Cercle level, the six LAs will be the technical and administrative link between communal
stakeholders/beneficiaries and the central Government. They will be the advisory agents of the NDA physically
based in the Cercle of the 6 beneficiary municipalities.
193.Technical agents of locally-based services of the Ministry of Environment, the Ministry of livestock and fisheries,
the Ministry of Transport and Equipment and Ministry for Territorial Administration and Local Collectivities will
support the technical implementation of the activities.
194.Furthermore, staff of the targeted municipalities will be closely involved as they will be the direct beneficiaries of
the capacity-development activities at the local levels.
195.Communal Consultative Committees (CCC) will be formed in targeted municipalities. They will regroup the
municipal staff, civil society, farmer organizations’ representatives, etc. Ideally, they would be already existing
communal level entities. The CCCs will be responsible for the implementation of the pilot adaptation initiatives
and will act as the link between the rural population and the project. Furthermore, they will approve the funding
of the alternative resilient livelihood activities identified under Activity 2.3 of the project. The CCC would meet at
least twice a year.
196.The municipality-based extension workers will play a key role in supporting the implementation of pilot
adaptation initiatives. They will be closely associated with the LAs as well as with the consulting companies,
enterprises and NGOs which will be contracted to implement project activities.
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Project Board (PB)
Senior Beneficiary
Executive
Project Management Unit (PMU) at NDA
Project Manager (PM)
+ Project Support (e.g. administrative agent)
Local and International Consultants
Project Assurance
(By Board members or delegated to other individuals)
Communal Consultative Committee of Sandare
NDA Local advisers
Koutiala
NDA Local advisers
Nioro
NDA Local
advisers
Bourem
NDA Local advisers
Ségou
NDA Local
advisers
Douentza
NDA Local advisers
Kolokani
Communal Consultative Committee
of Massantola
Communal Consultative Committee of MPessoba
Communal Consultative Committee of Cinzana
Communal Consultative Committee of Mondoro
Communal Consultative Committee of Taboye
5.4. Project Organisation Structure
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Project Support
Regional Directorates of Agriculture
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Part 6. Monitoring and Evaluation
197.Project Monitoring and Evaluation will be conducted in accordance with established UNDP and GEF procedures
and will be provided by the project team and the UNDP Country Office (UNDP-CO) with support from
UNDP/GEF. The indicative Project Strategic Results Framework Matrix in Part III provides performance and
impact indicators for project implementation along with their corresponding means of verification. These will
form the basis on which the project's Monitoring and Evaluation system will be built.
198.The following sections outline the principle components of the Monitoring and Evaluation Plan and indicative
cost estimates related to M&E activities. The project's Monitoring and Evaluation Plan will be presented and
finalized in the Project's Inception Report following a collective fine-tuning of indicators, means of verification,
and the full definition of project staff M&E responsibilities.
6.1. Project Start
199.A Project Inception Workshop will be held within the first 2 months of project start with those with assigned
roles in the project organization structure, UNDP CO and where appropriate/feasible regional technical policy
and programme advisors as well as other stakeholders. The IW is crucial to building ownership for the project
results and to plan the first year annual work plan.
200.The Inception Workshop should address a number of key issues including:
● Assist all partners to fully understand and take ownership of the project. This involves: detailing of the roles,
and support services and complementary responsibilities of UNDP CO and Regional Coordinating Unit
(RCU) staff vis-à-vis the project team. Discuss the roles, functions, and responsibilities within the project's
decision-making structures, including reporting and communication lines, and conflict resolution
mechanisms. The TORs for project staff will be discussed again as needed.
● Based on the Project Results Framework and the relevant GEF Tracking Tool if appropriate, finalize the first
annual work plan. Review and agree on the indicators, targets and their means of verification, and recheck
assumptions and risks.
● Provide a detailed overview of reporting, M&E requirements. The M&E work plan and budget should be
agreed and scheduled.
● Discuss financial reporting procedures and obligations, and arrangements for annual audit.
● Plan and schedule PB meetings. Roles and responsibilities of all project organization structures should be
clarified and meetings planned. The first PB meeting should be held within the first 12 months following the
inception workshop.
201.An Inception Workshop report is a key reference document and must be prepared and shared with participants to
formalize various agreements and plans decided during the meeting.
6.2. Quarterly
202.Progress made shall be monitored in the UNDP Enhanced Results Based Management Platform.
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203.Based on the initial risk analysis submitted, a risk log shall be regularly updated in ATLAS. Risks become critical
when the impact and probability are high. Note that for UNDP GEF projects, all financial risks associated with
financial instruments such as revolving funds, microfinance schemes, or capitalization of ESCOs are automatically
classified as critical on the basis of their innovative nature (high impact and uncertainty due to no previous
experience justifies classification as critical).
204.Based on the information recorded in Atlas, a Project Progress Reports (PPR) can be generated in the Executive
Snapshot.
205.Other ATLAS logs can be used to monitor issues, lessons learned etc. The use of these functions is a key
indicator in the UNDP Executive Balanced Scorecard.
6.3. Annually
206.Annual Project Review/Project Implementation Reports (APR/PIR): This key report is prepared to monitor
progress made since project start and in particular for the previous reporting period (30 June to 1 July). The
APR/PIR combines both UNDP and GEF reporting requirements.
207.The APR/PIR includes, but is not limited to, reporting on the following:
● Progress made toward project objective and project outcomes - each with indicators, baseline data and endof-project targets (cumulative);
● Project outputs delivered per project outcome (annual);
● Lesson learned/good practice;
● AWP and other expenditure report;
● Risk and adaptive management;
● ATLAS QPR;
● Portfolio level indicators (i.e. GEF focal area tracking tools) are used by most focal areas on an annual basis
as well.
6.4. Periodic Monitoring through Site Visits
208.UNDP CO and the UNDP RCU will conduct visits to project sites based on the agreed schedule in the project's
Inception Report/Annual Work Plan to assess first hand project progress. Other members of the Project Board
may also join these visits. A Field Visit Report/BTOR will be prepared by the CO and UNDP RCU and will be
circulated no less than one month after the visit to the project team and Project Board members.
6.5. Mid-term of Project Cycle
209.The project will undergo an independent Mid-Term Evaluation at the mid-point of project implementation (two
years into project implementation). The Mid-Term Evaluation will determine progress being made toward the
achievement of outcomes and will identify course correction if needed. It will focus on the effectiveness,
efficiency and timeliness of project implementation; will highlight issues requiring decisions and actions; and will
present initial lessons learned about project design, implementation and management. Findings of this review will
be incorporated as recommendations for enhanced implementation during the final half of the project’s term. The
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organization, TORs and timing of the mid-term evaluation will be decided after consultation between the parties
to the project document. The TORs for this Mid-term evaluation will be prepared by the UNDP CO based on
guidance from the Regional Coordinating Unit and UNDP-GEF. The management response and the evaluation
will be uploaded to UNDP corporate systems, in particular the UNDP Evaluation Office Evaluation Resource
Center (ERC).
210.The relevant GEF Focal Area Tracking Tools will also be completed during the mid-term evaluation cycle.
6.6. End of Project
211.An independent Final Evaluation will take place three months prior to the final Project Board meeting and will be
undertaken in accordance with UNDP and GEF guidance. The final evaluation will focus on the delivery of the
project’s results as initially planned (and as corrected after the mid-term evaluation, if any such correction took
place). The final evaluation will look at impact and sustainability of results, including the contribution to capacity
development and the achievement of global environmental benefits/goals. The Terms of Reference for this
evaluation will be prepared by the UNDP CO based on guidance from the RCU and UNDP-GEF.
212.The Terminal Evaluation should also provide recommendations for follow-up activities and requires a
management response which should be uploaded to PIMS and to the UNDP Evaluation Office Evaluation
Resource Center (ERC).
213.The relevant GEF Focal Area Tracking Tools will also be completed during the final evaluation.
214.During the last three months, the project team will prepare the Project Terminal Report (PTR). This
comprehensive report will summarize the results achieved (objectives, outcomes, outputs), lessons learned,
problems met and areas where results may not have been achieved. It will also lay out recommendations for any
further steps that may need to be taken to ensure sustainability and replicability of the project’s results.
6.7. Learning and Knowledge Sharing
215.Results from the project will be disseminated within and beyond the project intervention zone through existing
information sharing networks and forums.
216.The project will identify and participate, as relevant and appropriate, in scientific, policy-based and/or any other
networks, which may be of benefit to project implementation though lessons learned. The project will identify,
analyze, and share lessons learned that might be beneficial in the design and implementation of similar future
projects.
217.Finally, there will be a two-way flow of information between this project and other projects of a similar focus.
6.8. Indicative Monitoring and Evaluation Work Plan and Corresponding Budget
218.At the Inception Workshop, a detailed M&E plan will be developed and approved. This plan will specify
arrangements for M&E of each of the indicators at the level of objectives, outcomes, and outputs listed in the
logical framework matrix. The following table provides the outline of the M&E framework.
Type of M&E activity
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Responsible Parties
87
Budget US$
Time frame
Excluding project team Staff
time
■
■
■
■
Inception Report
■
Measurement of Means of ■
Inception Workshop
Verification
results
of
project
Measurement of Means of ■
Verification for Project ■
Progress on output and
implementation
APR and PIR
■
Project Progress Report
Mid-term External
Evaluation
■
■
■
■
■
■
■
■
■
NDA
UNDP CO
UNDP GEF
Project Team
UNDP CO
PM will oversee the hiring of
specific studies and institutions,
and delegate responsibilities to
relevant team members
Oversight by PM
Measurements by LO and CCC
Project manager and team
UNDP CO
UNDP RTA
UNDP EEG
Project manager and team
Final Evaluation
■
■
■
■
Project Terminal Report
■
■
Project manager and team
UNDP CO
UNDP RCU
External Consultants (i.e.
evaluation team)
Project manager and team,
UNDP CO
UNDP RCU
External Consultants (i.e.
evaluation team)
Project manager and team
UNDP CO
Audit
■
UNDP CO
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88
88
88
88
88
88
3,500
None
To be finalized in
Inception Phase and
Workshop. Indicative
cost is 20,000
To be determined as part
of the Annual Work
Plan's preparation.
Indicative cost is 10,000
None
Within first two months
of project start up
Immediately
following
Inception Workshop
Start, mid and end of
project
Annually
prior
to
APR/PIR and to the
definition of annual work
plans
Annually
None
Quarterly
Indicative cost: 40,000
At the mid-point of
project implementation.
Indicative cost: 40,000
At least three months
before the end of project
implementation
10 000
None
At least one month
before the end of the
project
Yearly
■
Visits to field sites (UNDP ■
staff travel costs to be ■
charged to IA fees)
■
Project manager and team
UNDP CO
UNDP RCU (as appropriate)
Government representatives
TOTAL indicative COST
Excluding project team staff
time and UNDP staff and
travel expenses
Yearly
4000
127,500
Table 7: Project Monitoring and Evaluation Indicative Budget
The project will be audited on a yearly basis for financial year January to December as per UNDP audit
policies on NEX projects and GEF requirements, based on certified financial statements provided by
MADRRM. The audits will be conducted by an independent commercial auditor engaged by UNDP.
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7. Legal Context
Standard text has been inserted in the template. It should be noted that although there is no specific statement on
the responsibility for the safety and security of the executing agency in the SBAA and the supplemental
provisions, the second paragraph of the inserted text should read in line with the statement as specified in SBAA
and the supplemental provision, i.e. “the Parties may agree that an Executing Agency shall assume primary
responsibility for execution of a project.”
If the country has signed the Standard Basic Assistance Agreement (SBAA), the following standard text must
be quoted:
This document together with the CPAP signed by the Government and UNDP which is incorporated by reference
constitute together a Project Document as referred to in the SBAA [or other appropriate governing agreement] and
all CPAP provisions apply to this document.
Consistent with the Article III of the Standard Basic Assistance Agreement, the responsibility for the safety and
security of the implementing partner and its personnel and property, and of UNDP’s property in the implementing
partner’s custody, rests with the implementing partner.
The implementing partner shall:
put in place an appropriate security plan and maintain the security plan, taking into account the security
situation in the country where the project is being carried;
b. assume all risks and liabilities related to the implementing partner’s security, and the full implementation of
the security plan.
UNDP reserves the right to verify whether such a plan is in place, and to suggest modifications to the plan when
necessary. Failure to maintain and implement an appropriate security plan as required hereunder shall be deemed
a breach of this agreement.
The implementing partner agrees to undertake all reasonable efforts to ensure that none of the UNDP funds
received pursuant to the Project Document are used to provide support to individuals or entities associated with
terrorism and that the recipients of any amounts provided by UNDP hereunder do not appear on the list
maintained by the Security Council Committee established pursuant to resolution 1267 (1999). The list can be
accessed via http://www.un.org/Docs/sc/committees/1267/1267ListEng.htm. This provision must be included in
all sub-contracts or sub-agreements entered into under this Project Document.
a.
If the country has not signed the SBAA, the following standard text must be quoted:
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This document together with the CPAP signed by the Government and UNDP which is incorporated by reference
constitute together the instrument envisaged in the Supplemental Provisions to the Project Document, attached
hereto.
Consistent with the above Supplemental Provisions, the responsibility for the safety and security of the
implementing partner and its personnel and property, and of UNDP’s property in the implementing partner’s
custody, rests with the implementing partner.
The implementing partner shall:
a. put in place an appropriate security plan and maintain the security plan, taking into account the security
situation in the country where the project is being carried;
b. assume all risks and liabilities related to the implementing partner’s security, and the full implementation of
the security plan.
UNDP reserves the right to verify whether such a plan is in place, and to suggest modifications to the plan when
necessary. Failure to maintain and implement an appropriate security plan as required hereunder shall be deemed
a breach of this agreement.
The implementing partner agrees to undertake all reasonable efforts to ensure that none of the UNDP funds
received pursuant to the Project Document are used to provide support to individuals or entities associated with
terrorism and that the recipients of any amounts provided by UNDP hereunder do not appear on the list
maintained by the Security Council Committee established pursuant to resolution 1267 (1999). The list can be
accessed via http://www.un.org/Docs/sc/committees/1267/1267ListEng.htm. This provision must be included in
all sub-contracts or sub-agreements entered into under this Project Document.
The following standard text for a global/ multi country and regional projects should be included:
This project forms part of an overall programmatic framework under which several separate associated country
level activities will be implemented. When assistance and support services are provided from this Project to the
associated country level activities, this document shall be the “Project Document” instrument referred to in: (i) the
respective signed SBAAs for the specific countries; or (ii) in the Supplemental Provisions attached to the Project
Document in cases where the recipient country has not signed an SBAA with UNDP, attached hereto and forming
an integral part hereof.
This project will be implemented by the agency (name of agency) (“Implementing Partner”) in accordance with
its financial regulations, rules, practices and procedures only to the extent that they do not contravene the
principles of the Financial Regulations and Rules of UNDP. Where the financial governance of an Implementing
Partner does not provide the required guidance to ensure best value for money, fairness, integrity, transparency,
and effective international competition, the financial governance of UNDP shall apply.
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The responsibility for the safety and security of the Implementing Partner and its personnel and property, and of
UNDP’s property in the Implementing Partner’s custody, rests with the Implementing Partner. The Implementing
Partner shall: (a) put in place an appropriate security plan and maintain the security plan, taking into account the
security situation in the country where the project is being carried; (b) assume all risks and liabilities related to the
Implementing Partner’s security, and the full implementation of the security plan. UNDP reserves the right to
verify whether such a plan is in place, and to suggest modifications to the plan when necessary. Failure to
maintain and implement an appropriate security plan as required hereunder shall be deemed a breach of this
agreement.
The Implementing Partner agrees to undertake all reasonable efforts to ensure that none of the UNDP funds
received pursuant to the Project Document are used to provide support to individuals or entities associated with
terrorism and that the recipients of any amounts provided by UNDP hereunder do not appear on the list
maintained by the Security Council Committee established pursuant to resolution 1267 (1999). The list can be
accessed via http://www.un.org/Docs/sc/committees/1267/1267ListEng.htm. This provision must be included in
all sub-contracts or sub-agreements entered into under this Project Document.
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Annex 1. Map of Livelihood Zones of Mali
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Description of Main livelihood activities
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Zone
Zone
1
Zone
2
Characteristics
Desert: 0-200 mm
Northern 75 day rainy season, <
200 mm/year
Zone
3
75-100 days rainy season, 100 –
300 mm/year
Zone
4
North Sahel band
75-100 days rainy season; 500
mm/year with a lot of variation
Zone
5
Niger delta/lakes
Zone
6
Office du Niger
Zone
7
Dogon Plateau: over 100 day
rainy season, 500-600 mm/year
Zone
8
West and Central : 100-150 day
rainy season, 700 mm/year
Main livelihood activities
-minimally populated: salt curation, camel caravan 7 motorized trade
with Algeria
Nomadic and transhumant pastoralism
-trade in livestock for grain at market centres, some trade in dairy
products
Riverine-rice-transhumant breeding
-irrigated rice paddies, limited rain fed millet cultivation, flood retreat
cultivation of sorghum, some trade in dried fish
-some irrigated vegetable cultivation (onions and tomatoes)
-transhumant cattle herding
Millet/transhumant herding
-importer of staple grain from more southern zones, some succesful
millet production
-cattle and small stock
Rice and flood-retreat sorghum
-paddy and floating rice cultivation, flood-retreat sorghum
-limited fish catches, some tourism
Irrigated Rice
-irrigation command area for paddy rice
Millet/onions
-extensive millet cultivation, intensive vegetable cultivation
(paricularly onions)
-profits invested in cattle, small stock also grazed locally
Rain fed millet/sorghum
-millet is the major crop, sorghum towards the south
-also grown: maize, groundnuts, melons, sesame
-bambara groundnuts, cow pease are important cash crops & chicken
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Zone
8a
Zone
9
Zone
10
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and guinea fowl also bring in cash from towns and neighbouring
countries
-small scale vegetable gardening
-cross-breeding of cattle
Western sub zone, rainfall 1000 Millet, sorghum and fruits
mm/year
-same production as Zone 3 but is a niche area for fruit production
-small livestock
South-east, 125-150 days rainy Millet/sorghum/cotton
season, 800 -1100 mm /year -produces up to 20% of national sorghum and millet (marketing to
Mopti, Segou Bamako, Burkina Faso)
-livestock husbandry: cattle and small stock, poultry (& eggs), are
marketed beyond the zone
Southern, 150-180 days rainy Maize/cotton/fruit
season, 1200-1400 mm/year -Staple food in south: maize
-staple food in north: millet and sorghum
-Shea nuts , nere pods also collected and important for food sources
-this region is the heart of cotton cultivation
-fruit
-some seasonal transhumance of local cattle into Ivory Coast
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Annex 2. NAPA Priorities Addressed in this Project
NAPA Identified Priority (in order of priority) (FROM PIF)
Outcome/Output Under
this Project
Priority 1. strengthening the resilience of local grain production systems to Outcome 2.2
climate change through the dissemination of seeds adapted to changing climatic
conditions;
Priority 2. Vulgarisation des espèces animales et végétales les mieux adaptées aux Outcome 2.2
conditions climatiques.
Priority 3. diversification of revenue sources in rural communities as a mean to Outcome 2.3
enhance food security of vulnerable households;
Priority 6. extending hydro-agro-meteorological services to crop and livestock
farmers;
Outcome 2.1
Priority 11. improving water retention capacities through improved runoff water Outcome 2.2
catchments;
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Priority 14. restoring soil fertility through climate-resilient techniques;
Outcome 2.2
Priority 16. development of a adaptation training package for rural populations
Outcome 1 and 3
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Annex 3. Summary Vulnerability Assessment of Pilot Municipalities
A detailed analysis of expected impacts of climate change on the agriculture and food security sector (under available
scenario) will be conducted during the first few months of project (under component 1.1 of the project) for each of
the selected pilot municipalities.
Location
Current indicators of vulnerability to climate change
(municipalities)
Region of GAO -Very low level of precipitation (rarely above 150mm per year) and diminishing;
Circle of Bourem -Highly affected by and vulnerable to sedimentation process/desertification which cause the disorganisation
(Taboye )
of food production systems and the loss of water access point;
- This is currently affecting the revenues of producers and causing permanent food production deficit and
acute poverty and is leading to important rural exodus.
Region of Mopti -Highly uneven precipitation level and diminishing;
Circle of Douentza -Important pressures on local pastures from transhumant pastoralists;
(Mondoro)
-Existence of high cereal production deficit.
Region of Ségou
Circle of Ségou
(Cinzana)
-Highly uneven precipitation level and diminishing;
-High cereal production deficit;
-Highly degraded pasture;
- Virtually no economic diversification.
Region
of -Highly uneven precipitation level and diminishing;
Koulikoro
-High cereal production deficit.
Circle of Kolokani
(Massantola)
Region of Kayes -Diminishing precipitation level;
Circle of Nioro
-Important loss of forest cover due to cotton production leading to acute land degradation and scarcity of fuel
(Sandaré)
wood;
-Important pressures on local pastures leading to significant reduction in livestock carrying capacity;
-Suffering from adverse effects of sedimentation process;
-Inadequacy of cultural calendar due to a changing climate;
-Important rural exodus.
Region of Sikasso -Highly uneven precipitation level and diminishing;
Circle of Koutiala -Highly vulnerable to drought leading to leading to important reduction in production level, food production
(M’Pessoba)
deficit and loss in revenues;
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-Inadequacy of cultural calendar due to a changing climate;
-Important loss of forest cover due to cotton production leading to acute land degradation and scarcity of fuel
wood;
-Important pressures on local pastures leading to land degradation and significant reduction in livestock
carrying capacity;
-Important rural exodus.
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Annex 4. TOR for Key Project Coordination Mechanism and Staff
I. Project Board
Tasks and Mandate
The PB will be responsible for overall support, policy guidance and overall supervision of the project. The PB is
specifically responsible for: validating key project outputs, notably annual work plans, budgets, technical reports and
progress; monitoring and evaluating project progress.
Other key tasks of the PB include:
● Ensure coordination with similar projects and programmes in Mali;
● Ensure the Project PCU has access to data and information from other sources in-country;
● Examine and approve annual work plans;
● Examine and approve monitoring reports;
● Examine and approve activity and progress reports;
● Ensure that the PB recommendations are enacted;
● Review the performance of the PCU, and make recommendations;
● Recommend actions and activities to be implemented under the project;
Membership
The PB meets at least twice per year, and when convened by the Chair. Potential Members include:
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National Directorate of Meteorology (UNFCCC Focal Point);
Technical Permanent Secretariat (the members of the bureau of the national climate change committee and
GEF focal Point) from the Ministry of Environment;
National Directorate of the Productions and Animal Industries;
Rural Economy Institute (IER);
Center for scientific and technical research (CNRST);
Ministry of territorial Administration and local collectivities (MATCL);
Sustainable Land Management (GDT) committee;
Reso Climat;
UNDP Environmental Manager;
Representatives from the administration of the 6 municipalities targeted by the project;
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Other representatives of the beneficiaries at the community level;
Cofinancing partners : OIM, Planet Guarantee and OXFAM
Other partners.
Each member organization shall nominate one member and one alternate. For efficiency reasons, the number of
members on the PB should not exceed 20-25 persons.
Potential members of the Project Board will be reviewed and recommended for approval during the inception phase
of the project. Representatives of other stakeholders can be included in the Board as appropriate. The Board contains
three distinct roles, including:
1) An Executive: individual representing the project ownership to chair the group.
2) Senior Supplier: individual or group representing the interests of the parties concerned which provide funding
for specific cost sharing projects and/or technical expertise to the project. The Senior Supplier’s primary function
within the Board is to provide guidance regarding the technical feasibility of the project.
3) Senior Beneficiary: individual or group of individuals representing the interests of those who will ultimately
benefit from the project. The Senior Beneficiary’s primary function within the Board is to ensure the realization of
project results from the perspective of project beneficiaries.
4) The Project Assurance role supports the Project Board Executive by carrying out objective and independent
project oversight and monitoring functions. The Project Manager and Project Assurance roles should never be
held by the same individual for the same project.
II. Project Coordination Unit
Introduction
The Project Coordination Unit is responsible for day-to-day implementation and management. It is notably
responsible for technical support to all activities, and establishing technical working relationships with a range of
projects and programmes and activities throughout Guinea.
Tasks
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Preparing Annual and Quarterly work plans;
Preparing Financial and progress report;
Preparing TOR for all activities, inputs and services;
Overseeing the identification, selection and supervision of all service providers;
Providing technical support to all municipality level demonstration activities. This includes regular visits to
demonstration municipalities to observe and advise on all local activities;
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Providing technical support and direct inputs to all capacity development activities at local, regional and
national levels. This includes the design and implementation of training programmes;
Prepare policy papers, recommendation, as appropriate and necessary;
Ensuring coordination with all related projects in the sector (see Table B of annex 5 of this project document
in particular) and related sector;
Arrange and ensure the smooth implementation of all PB meetings;
In-between PB meetings, ensure the PB members are informed of all major developments and reports;
Building working technical partnerships;
Overseeing lesson learning and lesson dissemination;
Ensuring the provision of training in line with work plans and budget;
Implement the M&E plan;
Overseeing communications activities: press release, newsletters, website contribution, etc;
Ensure that appropriate accounting records are kept, and financial procedures for NEX are followed;
Facilitates and cooperates with audit processes at all times as required;
Staffing
The PCU will consist of one National Project Manager (PM), one administrative/logistical Project Support based in
NDA, and six Local Advisers (LA) based in the NDA decentralized services of Nioro, Kolokani, Koutiala, Ségou,
Douentza and Bourem. The PM will be supported by national and international consultants. Detailed TOR for each
of these will be prepared prior to the Inception Workshop, approved by the PB and by UNDP/GEF. Regional
Directorate of Agriculture will be closely involved as necessary during the implementation of the project as they will
perform important advisory and information sharing/dissemination role during project implementation (and a crucial
role for the project replication).
A. National Project Manager
Reports to:
Project Board
Timing/Duration: This is a full-time position for the four years of the project.
Objective/scope:
This is a high level policy/leadership position to oversee the project implementation.
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The initial objective is to establish the PCU and oversee the recruitment of its staff and its operationalisation.
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The next objective is to ensure regular work planning, adaptive management and monitoring of project
progress towards project objectives and goals, and management of all PCU staff.
The third objective is to ensure the PCU interacts functionally with all partners, Malian and international, at
high levels. This includes developing joint objectives and activities with international partners and other
projects.
He/She will be responsible for the overall management of the project, including the mobilization of all project inputs
and the supervision of project staff, consultants and sub-contractors. He/she will report all substantive and
administrative issues to the NDA Director. The PM will report to the PB on a periodic basis and will be responsible
for meeting the project’s government obligations under the NEX. He/She will act as a liaison between the
Government, UNDP and other UN Agencies, NGOs and project partners, and will maintain close collaboration
between the project and other co-financing donor agencies. He/She will be supported by an administrative, who
would also be based at the NDA.
Tasks (these include, but are not limited to):
PCU Management and Planning
Assumes operational management of the project in consistency with the project document and UNDP policies
and procedures for nationally executed projects;
2. Oversees preparation and updates of the project work plan as required; and formally submits updates to UNDP
and reports on work plan progress to the PB and UNDP as requested but at least quarterly;
3. Oversees the development and implementation of the M&E monitoring system.
4. Oversees the mobilization of project inputs under the responsibility of the Executing Agency;
5. Ensures that appropriate accounting records are kept, and financial procedures for NEX are followed, and
facilitates and cooperates with audit processes at all times as required;
6. Ensures all reports are prepared in a timely manner;
7. Assist in the finalization of TORs and the identification and selection of national consultants to undertake the
rapid assessment;
8. Assists in the planning and design of all proejct activities, through the quarterly planning process and the
preparations of TOR and Activity Descriptions;
9. Supervises the project staff and consultants assigned to project;
10. Throughout the project, when necessary, provides advice and guidance to the national consultants, to the
international experts and to project partners
1.
Partnerships
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1.
Builds working relationships with national and international partners in this sector and in particular with
cofinancing partners such as Oxfam, Planet Guarantee and IOM;
Policy
1.
2.
3.
4.
5.
Oversees the recruitment of all consultants and sub-contractors and ensures that their work is focused on policy
development;
Advises on how to disseminate the project findings, notably to governmental departments;
Assists on the dissemination of project findings, notably to governmental departments and internationally;
Ensures the coordination of project policy oriented work with related work of partners;
Helps establish a regular policy dialogue mechanism on adapting to climate change.
Technical
The PM will have nationally renowned expertise in at least one of the following fields: Agricultural or rural economics;
Agricultural engineering; Natural resources management, and; climate change forecasting and impact forecasting.
Qualifications
● Appropriate University Degree in natural resources management, economics or agriculture;
● Verified excellent project management, team leadership, and facilitation;
● Ability to coordinate a large, multidisciplinary team of experts and consultants;
● Working knowledge of English.
B. Local advisers
The Local advisers (LAs) will be mandated for the entire duration of the project. The LAs will be already in place
representatives from the locally based technical services of the Ministry of Agriculture (DNA) positioned in each of
the Cercle of the municipalities targeted by the project. They will be responsible for supporting the targeted
municipalities in the implementation of the project and will support the creation of the Communal Consultative
Committees (CCC) and the coordination of their meetings.
III. Communal Consultative Committees
Tasks and Mandate
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The CCC will be responsible for supporting project implementation at the local level. In particular they will be
responsible for supporting local stakeholders participation in awareness raising, demonstration and replication
activities.
Other key tasks of the PB include:
● Ensure coordination with similar projects and programmes at the municipal level;
● Support the formulation of annual work plans for the municipality;
● Provide relevant information for monitoring reports;
● Advise on actions and activities to be implemented under the project at the municipal level.
Membership
The CCC will be chair by a representative from the municipality staff. The CCC meets at least twice per year, and
when convened by the Chair. Potential Members include:
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Mayor;
Local extension agent;
Representative from relevant local groups (farmers, women, other community organizations, etc) ;
Representative from NGOs active locally;
Other local stakeholders
IV. Consultants
Local Consultants will include:
● One specialist in monitoring climate change impacts in agriculture sector. He/She will be recruited for
6 month during the first year of the project. He/She will support the analysis of the economic impacts of
climate change on the agricultural and food security sectors within the 6 municipalities targeted by the project.
He/She will also support the identification of the most cost-effective adaptation measures in the targeted
municipalities. He/She will also be involved at the end of the project in the monitoring of the indicator:
Percentage change in projected i) food production and ii) income generation in the pilot municipalities for available climate
scenarios in the context of the terminal evaluation of the project.
● One specialist in mainstreaming and financing climate change. He/She will be recruited for 17 months
during the 4 years of the project and will support the mainstreaming of climate change into development and
investment plans at the local and national levels. He/she will also support the implementation of climate
change capacity-development through workshops, training, etc.
● One agro-economist. He/She will be recruited for 13 months during the 4 years of the project and will
support the implementation of identified pilot adaptation activities.
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One alternative livelihood specialist. He/She will be recruited for 5,5 months during the 4 years of the
project and will support the implementation of identified pilot resilient alternative livelihood activities.
One monitoring and evaluation/dissemination specialist. He/She will be recruited for 13 months during
the 4 years of the project. He/She will assist the national coordinator in developing an M&E framework
(M&E indicators, and M&E implementation), in reporting during the implementation of the project and in
disseminating project results.
One communication specialist. He/She will be recruited for 5 months during the 4 years of the project.
He/She will assist the monitoring and evaluation/dissemination specialist and the PM in disseminating
project results.
One project evaluation specialist. He/She will be recruited for 55 days to support the conduct of the midterm and final evaluations of the project.
International Consultants will include:
● One specialist in monitoring climate change impacts in agriculture sector. He/She will be recruited for
2,5 month during the first year of the project. He/She will support the analysis of the economic impacts of
climate change on the agricultural and food security sectors within the 6 municipalities targeted by the project.
He/She will also support the identification of the most cost-effective adaptation measures in the targeted
municipalities. He/She will also be involved at the end of the project in the monitoring of the indicator:
Percentage change in projected i) food production and ii) income generation in the pilot municipalities for available climate
scenarios in the context of the terminal evaluation of the project.
● One specialist in mainstreaming and financing climate change He/She will be recruited for 7,5 months
during the 4 years of the project and will support the mainstreaming of climate change into development and
investment plans at the local and national levels. He/she will also support the implementation of climate
change capacity-development through workshops, training, etc.
● One agro-economist. He/She will be recruited for 4,5 months during the 4 years of the project and will
support the implementation of identified pilot adaptation activities.
● One project evaluation specialist. He/She will be recruited for 100 days to lead the conduct of the midterm and final evaluations of the project.
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Annex 5.Short Description Baseline and Additional Cost Activities
Table A: Selected Baseline Initiatives currently being implemented in Mali and contributing to the
achievement of sustainable development in the agriculture and food security sector
Project Title
Programme National
barrages
et
de
(PNPBBF)
Financing
Partners
de petits Japon (KRII)
Bas-Fonds
Period Budget
(FCFA)
2005- 2958 m
2010
Coordination Nationale des projets Venezuela,
2007- 3072 m
Mali/FAO/Venezuela/Espagne
Espagne, FAO 2009
pour la Sécurité alimentaire
Programme
d’appui
au AFD
développement de la zone de l’
Office du Niger (PADON)
2006- 6559 m
2010
Projet d’appui au développement FAD
rural des plaines de Daye Hamadja
et Korioumé
2001- 8412 m
2009
Programme
d’Appui
Développement
Durable
Yelimane (PADDY)
au Vietnam,
de Mairie
Montreuil,
FAO
Projet de réhabilitation des barrages KFW
et pistes au pays Dogon et dans le
107
107
107
107
107
107
107
107
2006- 7048 m
de 2010
2004- 7200 m
2009
107
Description and Location
Related
LCDF
Project
Outcome
Aménagement de 2800 ha de bas- Outcome
fonds, études de 61 pour environ 2
1300 ha (2005-07) ; Aménagement
de 6 plaines (2006).
Intensification agricole par la Outcome
maîtrise de l’eau dans le Sahel 1 and 2
occidental ; Appui à la sécurité
alimentaire (PNSA) ; Exécution de
petite irrigation villageoise (PPIV)
dans la région de Mopti et de Gao.
Régulation
distributeur
Rétail, Outcome
Aménagement Rétail 4 Protection 1 and 2
Falla
de
Molodo,
appui
institutionnel à la gestion de l’eau
Réhabilitation de périmètres (1360 Outcome
ha)
aménagement
de 1 and 2
bourgoutières(750ha) équipements
des producteurs et infrastructures
socio- économiques
Aménagement hydro-agricole 810 ha Outcome
dont 200 ha PPM. Renforcement de 1 and 2
capacité. Réalisation bergeries (200)
et poulaillers (200) traditionnels.
Création d’emplois d’artisan (100).
Construction de micro barrages (31), Outcome
réhabilitation de micro barrage (24) 1 and 2
Bélédougou phase 3 (PRBP- PBB)
Projet
d’Aménagement
hydro BOADagricole du bloc du périmètre de BNDA
M’BewanI
Projet d’appui à la filière riz
UE
20062010
Projet d’extension du périmètre de KFW
N’Débougou- Tranche 3
Projet de Développement rural Fonds
Intégré en aval du barrage de Saoudien,
Manantali (PDIAM)
Fonds
Koweïtien
BID-Fonds,
OPEP
Projet d’Intensification du Périmètre FAD
Irrigué de Baguinéda (PIB)
20082012
20002009
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108
108
108
108
108
108
108
20022009
forage de puits (72) construction de
piste d’accès au village (44)
Construction route locale (62,3 km)
7565 m Aménagement hydro agricole de Outcome
2007 ha et infrastructures socio- 2
économique
10495 m Réhabilitation Boky werè II (1250 Outcome
ha). Informatisation-information à 1 and 2
l’ON. Petite irrigation (1200 ha).
Renforcement
Organization
Professionnelle.
10816 m Aménagement de 1950 ha
Outcome
2
15393 m Aménagement de périmètres hydro- Outcome
agricole (1462) ha. Forage (37) PPM 1 and 2
(12). Aménagement de bas-fonds
(3). Centre d’alphabétisation (13).
Puits à grand diamètre (6)
2007- 12949 m Le projet contribuera fortement à la Outcome
2011
sécurité alimentaire et à la réduction 1 and 2
de la pauvreté en favorisant
l'augmentation de la production et
des revenus. Il est structuré autour
de
deux
composantes
:
l'amélioration des infrastructures, et
le développement des productions.
Le projet se propose d'atteindre une
production additionnelle de 7400
tonnes de riz paddy par an,
d'accroître la production maraîchère
de 11 200 tonnes de tomates et de
8000 tonnes d'oignon. Il ambitionne
aussi d'augmenter la production
annuelle de maïs de 1200 tonnes et
de réduire de 75 à 35% en fin de
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Projet d’appui au développement FAD
rural de la région de Mopti (
PADER)
20032009
Programme d’appui au
Agricole au Mali (PASAM)
20082012
secteur Coopération
Danoise
Programme d’investissement et de FIDA
développement rural des régions BOAD
nord du Mali (PIDRN)
Agricultural Competitiveness and IDA
Diversification Project
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109
109
109
109
109
109
,FBS, 20062013
20052012
109
projet, le pourcentage de la
population de la Commune de
Baguinéda vivant au dessous du seuil
de pauvreté monétaire. Calibrage
revêtement et curage canaux
extension aménagement (789ha)
16844 m Réhabilitation de périmètre de Outcome
submersion
(19
130ha), 2
Aménagement de
nouveau Piv
(760ha) Périmètre moyen ( 1100ha)
16300 m Renforcement de capacité secteur Outcome
rural, aménagement hydroagricole 1 and 2
(400ha) aménagement pastoraux et
reboisement (1300ha) Nombre
d’emploi permanent crées (1160) et
infrastructures socio économiques,
développement
des
filières
agricoles.
17801 m Aménagement de 70 PIV (1400ha), Outcome
aménagement de 36 PPM (36ha); 1 and 2
Aménagement de 50 sites de
bourgoutières pour (1000ha) et
infrastructures socio- économiques
USD
Mise en place de 4 Centres de Outcome
47.4 m Démonstration, de Diffusion et de 1 and 2
Prestation de services (CDDP) ;
400 parcelles de promotion des
innovations
(irrigation
transformation) ; Formation de 3600
producteurs, artisans et prestataires ;
Validation des business plan et des
plans stratégiques des filières ; 10
tests commerciaux ; Organisation
de 10 foires locales ; Réalisation de
10 guides méthodologiques et
pratiques en commercialisation ;
Réhabilitation de 1 111 km de pistes
rurales etc….
Fonds de Développement en Zone FIDA-FEM
1999- 29556 m 184
micro
projets
socio Outcome
Sahélienne (FODESA)
2009
communautaires
(125
puits 1 and 2
villageois/pastoraux, 34 centres de
formation, 18 radiers etc..) ; 9 micro
projets environnementaux dont 8
plantations villageoises, 1 digue de
protection ; 232 micro projets
productifs dont 78 marchés à bétail,
23 micro barrages, 58 surcreusement
de
mares,
1
plate
forme
multifonctionnelles et 23 boutiques
villageoises etc….
Sahelian Areas Development Fund IFAD, World 2000 USD 46 The projects engages in activities Outcome
Programme
Bank,
m
related
to:
(i)
production 1 and 2
Government,
infrastructure, including small-scale
Beneficiaries
irrigation, storage and marketing,
irrigated market
gardening,
reafforestation, improved pastures
and restored access roads; (ii) social
infrastructure, including sources of
drinking water, basic educational
equipment
and
training
for
traditional midwives; (iii) functional
literacy and management training
National Programme for Food Mali,
Spain, 2006- USD
L’objectif global du programme est Outcome
Security
Venezuela, Italy 2010 228 m de vaincre la faim et d’assurer la 1 and 2
sécurité
alimentaire au niveau
national et à l’échelon des ménages à
l’horizon 2015 dans une perspective
durable sur les plans économique et
environnemental et dans le souci de
justice sociale. Composante du
programme Maîtrise de l’eau- $E.U.
65,000,000.
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110
110
110
110
110
110
110
110
Construction du barrage de Taoussa BID, BADEA, 2008- 165000 Améliorer la sécurité alimentaire par Outcome
et ouvrages annexes
BOAD, BM
2012 m
la
réalisation
d'investissements 1 and 2
lourds en vue de doter le bassin du
Niger
d'infrastructures
et
d'équipements indispensables à la
valorisation et à la maîtrise de l'eau
d'une part et de mettre en oeuvre
les actions de protection des
écosystèmes 55300 ha de perimetres
irrigués dont 3500 ha dans le plan
quinquénnal de développement
Projet de Gestion Intégrée des IDA, OMVS 2007- 6 500 m Aménagement
des
Périmètres Outcome
Ressources en Eau et du
2011
Irrigués
Villageois
(PIV)
et 1 and 2
Développement des usages à buts
Périmètres Maraîchers ( PM) des
multiples dans le bassin du fleuve
femmes dans les cercles de Kayes et
Sénégal (PGIRE)
Bafoulabé. Appui aux activités de
pré investissement des barrages de
Balassa, Boureya, Gourbassi et
Koukoutamba.
Programme d'Appui aux Services
WB
2007- USD 20 Le projet vise :
Outcome
Agricoles et aux Organisations
2009 m
1 and 2
● le recentrage des services du
Paysannes (PASAOP) (2ième phase)
ministère sur les fonctions de
réglementation, de contrôle, de
formulation de politique et de
surveillance. Il s'agira de
transférer la responsabilité des
services essentiels aux régions ;
● le renforcement de capacité des
chambres d'agriculture et des
organisations paysannes ;
● le renforcement du système
national de recherche agricole ;
● l'amélioration du système national
de vulgarisation agricole par
l'établissement d'un système de
service conseil répondant à la
111
111
111
111
111
111
111
111
111
166 Communes initiatives
demande avec une participation
accrue des producteurs dans la
conception et la gestion des
programmes de vulgarisation;
● l'accroissement du volume de
financement public accordé au
secteur rural ; et
● l'augmentation de la productivité
et donc des revenus des ruraux et
des agro-industriels afin de
réduire la pauvreté.
Government of 2009- USD 2.2 The project is aiming at achieving Outcome
Mali/UNDP/ 2014 m
food security through water control, 1, 2 and 3
UNCDF/
management of soil fertility,
UNV/
(for
intensification of plant production
The
Earth
2009- systems, diversification of
Institute/ SNV
2010) production, intensification of
stockbreeding, improvement of
marketing/processing, development
of the marketing of agricultural
products through the sector
approach, and overall improvement
of governance. The project targets
Tombouctou, Kidal, Gao, Mopti
and Kayes and a few communes
located in the regions of Koulikoro
and Ségou.
Emphasis will be placed on the
development of artisanal fisheries
and fish farming. Finally, the
objective will be to improve and
diversify nutrition and encourage
breastfeeding.
EUR
Le programme vise à : (i)
Outcome
10.2 m l’amélioration nutritionnelle, (ii) la 1 et 2
Programmes d'appui à la sécurité UE/EOF
alimentaire au Mali (Pasa Mali)
112
112
112
112
112
112
112
112
112
réhabilitation de ménages
décapitalisés et (iii) la prévention de
crises alimentaires dans les zones les
plus exposées au Mali au bénéfice
des populations les plus vulnérables
(iv) le renforcement du dispositif
national de prévention et de gestion
des crises alimentaires
conjoncturelles
113
113
113
113
113
113
113
113
113
Table B: Selected initiatives currently being implemented in Mali financing the additional costs of
adaptation
Title
Financing
Partners
1. Climate
Change SIDA
Initiative (CCI) funds
for Mali
114
114
114
114
114
114
114
114
Period
20092011
Cost
USD
11,5 m
114
Description and Location
Related PIF
Outcome/Output
6 Outcome 1, 2 and 3
The initiative comprise
projects:
1. Anti- desertification and
climate change adaptation
Program in the Inner delta
of River Niger
(Rehabilitation of degraded
Ecosystems - sustainable
and diversified income for
vulnerable farmers
2. Reinforcement of the SidaMali on- going
decentralized forests
management program on
adaptation aspectsmigration, drought and land
degradation
3. Support to an umbrella of
NGOs (RESO) on climate
change adaptation in
various socio- economic
activities at community
level
4. Support to community
Water storage
5. Support to an experimental
initiative on Waste
management/organic
agriculture
6. Development of data
collection and analysis tools
2. Practical
Action, IOM/African
2009Empirical Research Union Fund
2011
and
Policy In
partnership
Recommendations to with UNEP et
address
Climate UNDP
Change Implications
on Migration and
Human Security
2.25 m
3. Renforcement de la GTZ,
1.1 m
Malian 2009politique nationale et Government
2010
stratégies d’adaptation
au
changement
climatique
4. Community
management of crop
diversity to enhance
resilience,
yield
stability and income
115
115
115
115
115
115
115
115
GTZ
20082012
1.6 m
115
on climate change
adaptation
The project objective is to Outcome 1, 2 and 3
assist population in the Niger
Inner Delta to better adapt to
the consequences of climate
change on their environment
and livelihood through a
combination of practical action
and improved planning which
integrates migration and human
security issues.
Le projet intervient au niveau Outcome 1, 2 and 3
national et régional et vise :
1. La réduction des risques
d’impact climatique dans le
programme
d’investissements sectoriels
pour une gestion durable de
ressources naturelles
2. L’intégration de la
dimension climatique à
l’évaluation
environnementale
stratégique EES
3. La mise en oeuvre de
mesures pilotes
d’adaptation
4. Relations publiques,
communication et dialogue
politique
Project expected outcome are: Outcome 1, 2 and 3
1. Patterns and Trends in
climate variability and
change characterized for
smallholder agriculture
generation
in
changing
West
African climates
5. Projet
2. Current agro-biodiversity
de Danida
Renforcement
des
Capacités
des
décideurs politiques,
des
services
techniques et des
acteurs locaux pour
une meilleure prise en
compte des CC
6. Réduction de la
116
116
116
116
116
116
116
116
20082010
Intercooperation/ TBC
880,000
1.6 m
116
management at community,
landscape and regional
scales assessed
3. Multi-location performance
of INGRM options from
biophysical and economic
standpoints assessed and
best identified at pilot sites
4. Tools developed for
mobilization and up scaling
of crop diversity and NRM
options under defined
scenarios for selected target
traits/environments
5. Adaptive capacities of
stakeholders including local
decision makers
strengthened through a
regional learning network
and community of practice
The project intervene in Niger,
Mali (cercle de Tominian),
Burkina Faso and Ghana
Le projet à pour objectifs :
Outcome 1, 2 and 3
1. Le renforcement des
capacités des décideurs
politiques, administratifs
ainsi que les services
techniques au niveau
national et régional
2. Le renforcement de
capacité des acteurs à la
base (élus locaux, secteur
privé et société civile)
Le projet intervient à Sikasso,
vulnérabilité des
Cooperation suisse
acteurs locaux face
aux risques de
catastrophes et du
changement
climatique dans les
régions de Sikasso,
Tombouctou et Mopti
7. Projet
agriculture
pour
la
alimentaire
8. Renforcement
intégré Intercooperation/ TBC
élevage Cooperation suisse
sécurité
des OXFAM
capacités d'adaptation
des bénéficiaires du
programme coton afin
de
réduire
la
vulnérabilité
des
moyens de subsistance
des petits exploitants
face aux changements
climatiques.
117
117
117
117
117
117
117
117
20092010
700,000
517,300
117
Mopti et Tombouctou et à Outcome 1 and 2
pour objectifs :
1. Evaluation des risques
2. Renforcement de capacités
3. Intégration dans les
planifications
4. Intégration « risques de
catastrophes – changement
climatique – sécurité
alimentaire »
5. Protection et gestion de
bassins versants
6. Agriculture durable
Le projet intervient à Ségou et à Outcome 2
pour objectifs :
1. Diversification agricole
2. Petits aménagements et
mise en valeur de bas fonds
3. Petit élevage
4. Réduire la vulnérabilité des
petites exploitations
agricole et des petits
éleveurs
Le Programme intervient dans Outcome 1 et 2
les régions cotonnières du Mali
(Zones de Bougouni, Yanfolila,
Kolondieba, Dioila, Fana,
Ouellessebougou, Kati, Kita) et
à pour objectifs :
1. De comprendre les raisons
de la vulnérabilité et les
capacités d'adaptation des
petits producteurs;
2. D’accroître la
compréhension des enjeux
des CC chez les
9. Projet mise en place Planet Guarantee 2010-
de micro assurances
récolte au Mali
10. Integrating
climate FAO/LCDF
resilience
into
agricultural
production for food
security in rural areas
118
118
118
118
118
118
118
118
2012
20112015
bénéficiaires du programme
coton
3. De tester quelques
recommandations
identifiées comme
prioritaires par le Plan
d’Action National
d’Adaptation du Mali
950,000 Les activités suivantes sont
Outcome 2
prévues:
1. Recherche et étude pour
collecter et analyser
l’information nécessaire à la
construction d’un
indice (type de récolte à
couvrir, collecte des données);
2. Construction et Production
de l’indice;
3. Mise en place d’un contrat
d’assurance et d’une couverture
de réassurance;
4. Pilote (mise en place du
produit, test et ajustements);
5. Réduction du risque et
prévention;
6. formation et transfert de
compétences;
7. Expansion;
8. développement d’un cadre
conceptuel pour
l’évaluation.
2,400,000 1. Piloting of improved climate- Outcome 1, 2 and 3
resilient agricultural practices.
2. Capacity building and
promotion
of
improved
agricultural practices through
118
of Mali
Farmer Field Schools.
3.
Climate
change
considerations mainstreamed
into agricultural sector policies
and programs.
TOTAL
119
119
119
119
119
119
119
119
$
23,497,300
119
Annex 6. Co-Financing Letters
(see attachment)
120
120
120
120
120
120
120
120
120