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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 1 1 1 1 1 1 1 1 1 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 2 2 2 2 2 2 2 2 2,225,000 NEX 18/11/2009 2 Agreed by (Government): Date/Month/Year Agreed by (Executing Entity/Implementing Partner): Date/Month/Year Agreed by (UNDP): Date/Month/Year 3 3 3 3 3 3 3 3 3 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 4 4 4 4 4 4 4 4 4 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 5 5 5 5 5 5 5 5 5 Annex 4. TOR for Key Project Coordination Mechanism and Staff Annex 5.Short Description Baseline and Additional Cost Activities Annex 6. Co-Financing Letters 6 6 6 6 6 6 6 6 6 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 7 7 7 7 7 7 7 7 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 7 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 8 8 8 8 8 8 8 8 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 8 SNSA STP TOR UNCCD UNDP UNDP CO UNFCCC 9 9 9 9 9 9 9 9 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 9 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 1 World Bank Country Brief Available at : http://web.worldbank.org/ 10 10 10 10 10 10 10 10 10 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 2 Initial National Communication (INC), p. 4-5 11 11 11 11 11 11 11 11 11 ● ● 10. 11. 12. 13. 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 3 4 12 12 12 12 12 12 12 12 12 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/ 6 7 13 13 13 13 13 13 13 13 13 ● 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 ● ● ● ● ● 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. 9 14 14 14 14 14 14 14 14 14 22. 23. 24. 25. 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 10 11 15 15 15 15 15 15 15 15 15 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 16 16 16 16 16 16 16 16 16 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 17 17 17 17 17 17 17 17 17 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. 18 18 18 18 18 18 18 18 18 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 14 15 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 19 19 19 19 19 19 19 19 19 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 20 20 20 20 20 20 20 20 20 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 16 21 21 21 21 21 21 21 21 21 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 22 22 22 22 22 22 22 22 22 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. 19 Idem. 18 23 23 23 23 23 23 23 23 23 ● 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: 20 Information available at : http://www.environnement.gov.ml/index.php?page=secretariat-technique-permanent-cigqe-stp 24 24 24 24 24 24 24 24 24 ● 60. 61. 62. 63. 25 25 25 25 25 25 25 25 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, 25 64. 65. 66. 67. 68. 26 26 26 26 26 26 26 26 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. 26 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. 27 27 27 27 27 27 27 27 27 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. 21 22 28 28 28 28 28 28 28 28 28 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 29 29 29 29 29 29 29 29 29 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 30 30 30 30 30 30 30 30 30 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 23 24 31 31 31 31 31 31 31 31 31 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: 32 32 32 32 32 32 32 32 32 ● 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 33 33 33 33 33 33 33 33 33 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, 34 34 34 34 34 34 34 34 34 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. 35 35 35 35 35 35 35 35 35 ● 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 36 36 36 36 36 36 36 36 36 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 37 37 37 37 37 37 37 37 37 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. 38 38 38 38 38 38 38 38 38 ● 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; 39 39 39 39 39 39 39 39 39 ● 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 40 40 40 40 40 40 40 40 40 136. 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. 41 41 41 41 41 41 41 41 41 ● ● 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 42 42 42 42 42 42 42 42 42 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 43 43 43 43 43 43 43 43 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 43 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 44 44 44 44 44 44 44 44 44 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 45 45 45 45 45 45 45 45 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; 45 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 46 46 46 46 46 46 46 46 46 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; 47 47 47 47 47 47 47 47 47 ● 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; 48 48 48 48 48 48 48 48 48 ● 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. 49 49 49 49 49 49 49 49 49 ● 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 50 50 50 50 50 50 50 50 50 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 51 51 51 51 51 51 51 51 51 163.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. 52 52 52 52 52 52 52 52 52 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 53 53 53 53 53 53 53 53 53 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 54 54 54 54 54 54 54 54 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. 54 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 76 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 77 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 59 60 61 62 63 78 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 78 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 79 79 79 79 79 79 79 79 79 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; 80 80 80 80 80 80 80 80 80 ● ● 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. 81 81 81 81 81 81 81 81 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 81 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. 82 82 82 82 82 82 82 82 82 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 83 83 83 83 83 83 83 83 83 Project Support Regional Directorates of Agriculture 84 84 84 84 84 84 84 84 84 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. 85 85 85 85 85 85 85 85 85 203.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 86 86 86 86 86 86 86 86 86 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 87 87 87 87 87 87 87 87 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 88 88 88 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. 89 89 89 89 89 89 89 89 89 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: 90 90 90 90 90 90 90 90 90 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. 91 91 91 91 91 91 91 91 91 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. 92 92 92 92 92 92 92 92 92 Annex 1. Map of Livelihood Zones of Mali 93 93 93 93 93 93 93 93 93 94 94 94 94 94 94 94 94 94 Description of Main livelihood activities 95 95 95 95 95 95 95 95 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 95 Zone 8a Zone 9 Zone 10 96 96 96 96 96 96 96 96 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 96 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; 97 97 97 97 97 97 97 97 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 97 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; 98 98 98 98 98 98 98 98 98 -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. 99 99 99 99 99 99 99 99 99 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: ● ● ● ● ● ● ● ● ● ● 100 100 100 100 100 100 100 100 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; 100 ● ● ● 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 ● ● ● ● ● 101 101 101 101 101 101 101 101 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; 101 ● ● ● ● ● ● ● ● ● ● ● ● 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. ● The initial objective is to establish the PCU and oversee the recruitment of its staff and its operationalisation. 102 102 102 102 102 102 102 102 102 ● ● 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 103 103 103 103 103 103 103 103 103 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 104 104 104 104 104 104 104 104 104 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: ● ● ● ● ● 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. 105 105 105 105 105 105 105 105 105 ● ● ● ● 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. 106 106 106 106 106 106 106 106 106 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 108 108 108 108 108 108 108 108 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 108 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 109 109 109 109 109 109 109 109 ,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. 110 110 110 110 110 110 110 110 110 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