Document of The World Bank
Report No: 21138-ER Public Disclosure Authorized
PROJECT APPRAISAL DOCUMENT
ON A
Public Disclosure Authorized PROPOSED LEARNING AND INNOVATION LOAN
IN THE AMOUNT OF SDR 4.0 MILLION (US$5.0 MILLION EQUIVALENT)
TO THE
STATE OF ERITREA
FOR A
CULTURAL ASSETS REHABILITATION PROJECT Public Disclosure Authorized
May 29, 2001
Environment and Social Development Unit Africa Regional Office Public Disclosure Authorized CURRENCY EQUIVALENTS (Exchange Rate Effective November 14, 2000) Currency Unit = Nakfa I Nakfa = US$0.10 US$1.00 = Nakfa 9.775
FISCAL YEAR July 1 -- June 30
ABBREVIATIONS AND ACRONYMS
CARP Cultural Assets RehabilitationProject DCA Development Credit Agreement FMS Financial Management Specialist GOE Govenmmentof Eritrea GPN General ProcurementNotice IA ImplementingAgency IAPSO Inter-AgencyProcurement Services Organization ICCROM Center for the Study of the Preservation and Restoration of Cultural Heritage ICR ImplementationCompletion Report IDA Intemational Development Association IDF InstitutionalDevelopment Fund LACI Loan AdministrationChange Initiative LIL Learning and Innovation Loan NME National Museums of Eritrea OMR Output Monitoring Report PEC ProcurementEvaluation Committee PFDJ People's Front for Democracyand Justice PIP Project ImplementationPlan PMR Project ManagementReport RDC Research and DocumentationCenter SA SpecialAccount SBD Standard Bidding Documents SOE Statement of Expenses SPN Specific ProcurementNotice TA Technical Assistance TOR Terms of Reference TTL Task Team Leader UNDB United Nations DevelopmentBusiness UNESCO United Nations Educational, Scientific and Cultural Organization
Vice President: Callisto E. Madavo Country Director: Oey Astra Meesook Sector Manager: Roger C. Sullivan Task Team Leader: Peter A. Dewees ERITREA CULTURAL ASSETS REHABILITATION PROJECT
CONTENTS
A. ProjectDevelopment Objective Page
1. Project developmentobjective 2 2. Key performanceindicators 2
B. StrategicContext
1. Sector-relatedCountry AssistanceStrategy (CAS) goal supportedby the project 3 2. Main sector issues and Governmentstrategy 4 3. Learning and developmentissues to be addressedby the project 6 4. Learningand innovationexpectations 6
C. Project DescriptionSummary
1. Projectcomponents 6 2. Institutionaland implementationarrangements 8 3. Monitoringand evaluationarrangements 8
D. ProjectRationale ([his sectionis not to be completed in a LIL PAD)
E. SummaryProject Analysis
1. Economic 9 2. Financial 9 3. Technical 9 4. Institutional 10 5. Environmental 12 6. Social 13 7. SafeguardPolicies 14
F. Sustainabilityand Risks
1. Sustainability 14 2. Critical risks 15 3. Possible controversialaspects 16
G. Main Credit Conditions
1. EffectivenessCondition 16 2. Other 16 H. Readinessfor Implementation 17
1. Compliancewith Bank Policies 17
Annexes
Annex 1: ProjectDesign Summaiy 18 Annex 2: DetailedProject Description 25 Annex3: Estimated ProjectCosts 39 Annex4: Cost-EffectivenessAnalysis Summary 40 Annex 5: Financial Summary 41 Annex 6: Procurementand DisbursementArrangements 42 Annex 7: ProjectProcessing Schedule 48 Annex 8: Documentsin the ProjectFile 50 Annex 9: Statementof Loans and Credits 51 Annex 10: Countryat a Glance 53
MAP(S) IBRD 31462 ERITREA Cultural Assets Rehabilitation Project Project Appraisal Document
Africa Regional Office AFTES
Date: May 29, 2001 Team Leader: Peter A. Dewees Country Manager/Director: Oey Astra Meesook Sector Manager: Roger C. Sullivan Project ID: P058724 Sector(s): MY - Non-Sector Specific Lending Instrument: Learning and Innovation Loan (LIL) Theme(s): Social Development Poverty Targeted Intervention: N Program FinancingData 1 Loan [X] Credit ] Grant [1 Guarantee [ Other: For Loans/Credits/Others: Amount (US$m): $5.00
ProposedTerms (IDA): Standard Credit Financing Plan (US$m): Source:,: Local Foreign Total: BORROWER 0.30 0.00 0.30 IDA 2.40 2.60 5.00 OTHER FOREIGN SOURCES (UNIDENTIFIED) 0.00 0.10 0.10
Total: 2.70 2.70 5.40 Borrower: STATE OF ERITREA Responsibleagency: Cultural Heritage Secretariat, Ministry of Finance Address: P.O. Box 6513, Asmara, Eritrea Contact Person: Naigzy Gebremedhin Tel: 291-1-122059 Fax: 291-1-123691 Email: [email protected] Other Agency(ies): National Museums of Eritrea Address: P.O. Box 5284, Asmara, Eritrea Contact Person: Dr. Yoseph Libsikel Tel: 291-1-119902 Fax: 291-1-126368 Email: keskese@eol.com.er Cultural Affairs Bureau, Ministry of Education Address: P.O. Box 251, Asmara, Eritrea Contact Person: Solomon Tsehaye Tel: 291-1-118980 Fax: 291-1-121980 Email: Estimated disbursements( Bank FYIUS$m): -Y - -- i 2003-2002- t 2004- Annual 1.70 1.80 1.50 Cumulative 1.70 3.50 5.00 Project implementationperiod: 3 years Expectedeffectiveness date: 08/01/2001 Expectedclosing date: 01/31/2005 >S PAD FomR. M20 A. Project DevelopmentObjective
1. Projectdevelopment objective: (see Annex ]) As the Governmentof Eritrea begins the process of rebuildingits economyafter the close of the conflict with Ethiopia,it is seeking Bank support with a Leaming and InnovationLoan to assist it in testingout and developingthe meansfor more fully integratingthe conservationand managementof culturalassets into local and national economicdevelopment. The project is coincidentwith progresswhich is being made in launchingpost-conflict activities which are orientedtoward economicreconstruction and recovery,and other social and economic programswith poverty reductionobjectives.
The decision to process it as a LIL is because of strong capacity building elements,the pilot natureof individualcomponents for which viable technical,financial, and social solutionsneed to be tested and developed,and the need for experimentation with different growth-orientedpartnership arrangements with respectto the involvementof the private sector,government, communities, local institutions,and groups of artisans, craftsmenand builders.
The project would provide support for testing severalapproaches, on a pilot basis, for integratingpoverty reductionand growthobjectives with the conservationand rehabilitationof the country'scultural assets, focusing in part on the unique architecturalheritage of Asmaraand other urban centers, as well as on selectedhistoric sites, and on its rich written, oral, and artistic traditions. The project would work closely with communitiesin historic areas, and in urban sites,to revitalizethe economic and cultural life of communitiesthrough conservation. The project would also strengthenthe managementof public records both to contributeto the developmentof a historiographyof Eritrea while improvingthe efficiencyof the public sector. By providingsupport for building skills development,and for small- and medium-size building enterprises,the project would also contributeto the revitalizationof economicactivity in this reconstructionperiod. It would supportjob creationand skills developmentthrough a modest civil works programs,and would lay important groundworkfor capitalizingon local tourismpotential (which had started to blossom beforethe conflict).
2. Key performance indicators: (see Ainex 1) At the national level,progress in meeting the project'sdevelopment objectives will be assessedby focusing on and disseminatinggood practicesfor cultural asset conservationand managementactivities piloted by the project, and on the effectivenessof the coordinatingmechanism -- the SteeringCommittee on Cultural Heritage -- in catalyzingaction, settingpriorities, and mobilizingresources for accomplishingnational goalswith regard to culturalasset management. The followingindicators would serve as performiance benchmarksfor the proposedLIL.
1. Site Planning and Conservation
* Site inventories,plans, and conservationactivities, with a strong community-basedgrowth and developmentorientation, are developedand under implementationat pilot sites. An evaluation mechanismis in place to ensure that the lessonsfrom these pilots are capturedin the design of future interventions.The results from these evaluationsare effectivelydisseminated.
* The National Museum is better able to deliver on its mandateof education,research, and exhibition, with trained staff and management,and improvedfacilities.
-2- 2. Conservingthe Built Environment
* A growth-orientedplanning process for urban architecturalmanagement and conservationis underway, and the capacityto carry out planningis improved. As part of the planningprocess, guidelinesfor architecturalmanagement and conservationare developedand disseminated.
* A Conservationfund is under implementation,designed to stimulatethe private sectorand to engage communitiesin urban architecturalconservation, and is assessedfor its effectivenessand sustainability. Results of the assessmentare disseminated.
* Capacityfor undertakingbuilding conservation is improvedin the building trades. Low income groups are targetedfor training in specializedbuilding trades related to conservation.
* Conservationof priority and targeted sites in Asmaraand Massawa is completed,with a particular emphasis on improvingcommunity access to public servicesand spaces.
3. Supporting Living Cultures
. Traditionsof oral literature are strengthened. Programsof training in oral history and oral literature and traditions are in place, and the managementof informationabout oral history and literatureis improved.
* Oral historiesof various periods(i.e. pre colonial,Italian, British and Federal,and Ethiopian annexationand armed struggle,1961-1991) are collected,disseminated, and incorporatedinto the educationalcurricula.
4. Documentation and Information Management
* The capacity for archives and recordsmanagement is improved. - Investmentsin improvedrecords management technologies are made and are resultingin better records conservation. i Asmaramunicipal buildingrecords are made more accessiblethrough improvedmanagement. - Inventoryof arts and manuscriptsfound in religiousinstitutes (both Christian and Muslim) is undertaken,and appropriatestorage facilities for safe keeping of parchmentsand other manuscriptsis providedto selectedmonasteries.
B. Strategic Context 1. Sector-relatedCountry Assistance Strategy (CAS) goal supportedby the project: (see Annex 1) Documentnumber: IDA/R2000-184 Date of latestCAS discussion: 11/22/2000 The InterimSupport Strategyfor Eritrea was discussedby the Board in conjunctionwith its review of the Eritrea EmergencyReconstruction Program in mid-November,2000. The Interim Support Strategy reviewedimplementation of the Bank's assistancestrategy to Eritrea prior to the outbreakof hostilitieswith Ethiopia,and articulateda programof future Bank support for meeting near-termnemergency humanitarian needs, for reconstruction,and for Eritrea'swider economic recoveryand developmentefforts. The ISS anticipatedthat, in additionto supportingreconstruction and recovery,future lending would focus on community-baseddevelopment and education(among other things) complementedby activitiesto revive the private sectorwhich would be necessaryto generategrowth and employment. It is within this framework the CulturalAsset RehabilitationProject has been prepared.
-3- Bank support for cultural asset conservation and management in Eritrea is an outcome of longer term discussions with Government which predate the recent conflict. Consistent with the previous CAS's objective of responding to Government's leadership in policy and program development, the Bank first agreed to consider providing support to the sector, at Govemment's request, in mid-1998. In order to strengthen the more general institutional framework for addressing the management of cultural assets, an Institutional Development Fund grant was approved the following year. Despite the conflict, performance of the IDF-funded activity has been good. The design and focus of the LIL is very much seen to be an outcome of the lessons learned as a result of the IDF-funded project, which include a much greater awareness of the need to integrate economic growth and development objectives with investments in cultural asset management, the need to focus on local development priorities which may complement or otherwise be affected by interventions which seek to conserve cultural assets, and the need to integrate longer term sustainable development objectives into an investment program.
More generally, the approach proposed in this LIL is consistent with the development objectives identified in the previous CAS related to capacity building, increasing sources of growth and human resource development.
* Capacity building will be the focus of training activities associated with introducing community-based conservation approaches to site planning and conservation in selected pilot sites, traditional building skills development activities associated with the conservation of the built environment, as well as of activities associated with the establishment of national archives.
* The project will provide opportunities for increasing sources of growth by bringing about improvements in the planning and conservation of urban and historic sites in a manner which increases their value for the tourist industry and which improves the context for both urban and rural growth around these sites.
* Aside from the more general idea that the culture of a country is among the most important components necessary for its social development, human resource development will be the particular emphasis of linkages established through specialized programs between the National Museum and educational institutions. The project will also provide support for the development of the arts, language, and literature through a range of activities.
Identification of the potential for possible Bank investment in the sector took place before the outbreak of the conflict with Ethiopia, and plans for public investment in cultural asset conservation and management proceeded. The fact that Govemment has sought quickly to return to this agenda following the closure of the conflict suggests that it views the sector with keen interest, as a component of its wider and longer-term national development strategy.
2. Main sector issues and Government strategy: Eritrea is the site of some of the oldest human settlement in Africa. Though the beginning of recorded Eritrean history dates to the accounts of trade with its Red Sea ports from around the first century AD, relatively recent discoveries have shown that it has a rich prehistory as well. Early Christian influences date to around 400 AD, Islamic influences followed several hundred years later, and these have had a profound impact on Eritrean culture and tradition. A rich civilization flourished around Adulis until the 5th century AD which was an amalgam of indigenous culture and external influences, notably from Southern Arabia. Massawa and the Dahlak islands were inhabited by Muslim communities from the early 10th century, and
- 4 - Turkish influenceswere entrenched,particularly on the coastal strip, by the 16thcentury. More recent Egyptian controlwas followed by Italiancolonization, in the 1890s,and then by British administrativerule after-WorldWar II. Federationwith Ethiopia,and then Annexation,lasted another four decades until independencein 1993.
Evidence of Eritrea's rich past is found not only in ancient monuments,cities, and prehistoricsites, but also in the work of traditionalartisans who have long contributedto its material cultureby producing leatherwork,jewelry, woodwork, and pottery. Rich oral traditions have also contributed to thelife of the community,strengthening ties to the past -- and enrichingthe life of the present. Much of this important heritagewas virtuallyignored during previous regimes, and remains of archaeologicalsites, marketplaces, and historical and religious structureshave in many instancesbeen forgotten.Building and crafts skills, healingtraditions, and languageskills are similarlybeing lost with time. Paradoxically,a strong emphasis on literacy in the educationalsystem has underminedthe traditionsof oral poets - dependenton a system of memory and recitationwhich is not captured in written texts. Ancient cities, such as at Qohaito and Sembel,have been slowly disassembledby people in nearby villageswho quarry these sites for cut building stones. More recent colonial influencesin Asmaraand other citieshave left a remarkablecollection of architecturalstyles which is unique in Africa,and this too is under threat as new developmentcrowds out the older parts of the urban fabric. Until recentlyfew of Eitrea'ghistoric sites have been managed with te view that they have much to offer to the national,regional, and local economies.
Concern for the preservationof its cultural assets has been a major preoccupationin Eritrea, both during the period of the armed struggle and after independence.Activities which are alreadyunderway attest to a keen level of interestamong a diverse set of actors.The Researchand DocumentationCenter (RDC), originallyestablished during the independencewar, holds an exhaustivecollection of recent materialand seeks to expand its collectionto cover the colonialand pre-colonialperiod. The History Project (implementedunder the auspicesof the PFDJ)is documentingthe oral and writtenhistory of Eritrea.Local interestsare seekingincreasingly to protect historic Asmara's rich collectionof modemist and rationalist architecture.The Ministry of Tourismhas prepareda National Tourism DevelopmentProgram which outlines a strategy for capitalizingon the country's culturalassets. Other institutions,such as the National Museum,the Universityof Asmara, and the Ministryof Education,are similarlystruggling to establish programs in their areas of expertise with strong links to educationand local developmentinitiatives. The level of progressmade in these individualactivities underscores a commitment,both on the part of the Governmentas well as in civil society,to accord the managementand rehabilitationof cultural assets a place of prominencein Eritrea's developmentagenda.
In 1999, Governmentcreated a multi-sectoraland high level SteeringCommittee on CulturalHeritage under the authorityof the Ministry of Finance to begin to coordinateresponsibilities and to develop a strategyfor cultural asset managementactivities across institutions.The SteeringCommittee has prepared a series of policy notes which address national concernssuch as the preservationof historic architecture, archeologicalsites and museums,Eritrean historical documents,folklore, and oral history.These policy notes articulateprogress made to date and propose activities to address culturalasset managementin each of these areas. Concurrently,draft legislationis being prepared to address issues such as historical preservation,the conservationof culturalsites, and the establishmentof a nationalarchive. The Steering Committeeremains the locus of much strategicthinking about the directionof Government'sapproach to cultural asset conservationand management.
-5 - 3. Learningand Developmentissues to be addressed by the project: The project will provide resourcesto pilot the developmentof community-basedsite planningand conservationinitiatives in selectedpriority sites and to build national,regional, and local capacityfor site planning and conservafionin a way which integrateseconomic growth opportunities with cultural site management. The project will also provideopportunities to developpartnerships between the public and private sectors,with communities,and with other local institutions,for the adaptivere-use of architecturallysignificant buildings and public spaces in Asmara and Massawa. The project will test out approachesfor supportingliving cultures, such as oral poetry, and other art and building traditions,and will pilot work on the developmentof oral historiesabout Eritrea'srecent past. Finally, archives managementwill provide an increasedability to access the historicalrecord. Increasedaccessibility to Governmentand municipalrecords will help to improvethe efficiencyof public sector management.
The creationof a multi-stakeholdersteering committee to overseeproject implementation,the scope for partnershipswith national groups and internationalNGOs and other stakeholders,and the need to collaborateclosely with the private sectorand communitieson site managementand development initiatives,and on the conservationof the built environrnent,will provide opportunitiesto test out alternativeapproaches toward institutionalcollaboration, and will promote innovativeopportunities for institutionallearning. 4. Learningand innovationexpectations: [ Economic 1 Technical Z Social Z Participation n Financial Z Institutional O Environmental L Other
With regard to technicalinnovation, it is anticipatedthat LIL resourceswill be used to test out different approachesto the conservationof architecturallysignificant buildings and historic sites. In addition,the use of new technologiesfor recordinghistoric documentsand for inventoryingcultural assets will be tested by the project. The developmentof improvedrecords management systems, with respect to the establishmentof local and nationalarchives, will be piloted by the project.
Key social innovationsin site conservationand managementwill test approachesto more fully involving communitiesin the conservationof threatened,historically important sites, particularlyin Qohaitoand Nakfa -- two sites which are being slowly dismantledby site-adjacentcommunities who use building materialquarried from older structures. Activitiesin these areas will focus also on participationof communitiesin site conservation,as will activities associatedwith the conservationof architecturally significantbuildings in Asmara and Massawa.
Finally, the project will explore the potentialfor multiple institutional arrangementsfor cultural asset management,building on importantsynergies and interests amongstvaried institutionalstakeholders, includingthe culture, tourism, urban, and education sectors.
C. Project DescriptionSummary 1. Project components (see Annex 2 for a detailed descriptionand Annex 3 for a detailed cost breakdown): The project comprisesfour components: a) Site planning and conservation. This componentwill focus on developingpilot community-based and growthoriented conservation activities at selectedhistoric sites, in particulararound Qohaito
- 6 - and Asmara which are sufferingfrom severe degradationas a result of natural and human forces. The componentwill also introducecommunity-based conservation approaches to assist in the managementof cultural assets created during the independencestruggle prior to 1991 (such as undergroundtheaters, clinics, librariesand other structures.)
This componentwill also seek to strengthenthe National Museumsof Eritrea by upgradingand improvingits facilitiesand establishinglinkages through specialized programs betweenthe National Museumand educationalinstitutions, on a pilot basis, in Asmara. It is expected that this activity will contributeto educationalcurriculum development. b) Conserving the built environment. This componentwill focus, in selectedpilot areas, on integratingpoverty reduction and growthobjectives with the conservationof the unique architecturalheritage of Asmara, and for developingfuture interventionsin Massawa and other sites. The componentis expectedto strengthenthe institutionaland legal frameworkfor protecting and conservinghistorically and architecturallyimportant buildings, neighborhoods, and streets, particularlyby focusing on supportingenterprise development and economic growthunder a variety of innovativearrangements, for examplethrough custodial assignments and private-public partnerships;improving the deliveryof communityand public services,by focusing on the conservationand use of communityassets and public spaces in a manner which serves the poorest groups; and throughtraining and capacitybuilding to improvethe institutional,regulatory, and technical capacity of public institutionsto managethe challengeof combiningurban conservation and developmentobjectives.
In additionto focusingon growthobjectives, the projectwill provideresources to developthe mechanismsfor listing and protectinghistoric buildingsfrom unwarrantedchanges and modifications;for restoringmodified buildingsto their originalform and shape;and for assessing the nature of the 'built heritage'in other parts of Efitrea, for example,in Massawa, Debre Bizen, Decamhare,and Keren, inter-alia by carryingout detailed surveys and assessmentsof priority buildings, structures,and public spaces for conservation,and by making selected emergency investmentsin stabilizinghistoric structuresor in othenvise improvingthe stabilityand integrityof importantbuildings. c) Supportingliving cultures. This componentwill provide supportfor the developmentof language, literature,and history and for strengtheningEritrea's rich oral traditions,in particular poetry and storytelling,by providing performanceopportunities for oral poets and storytellers,by providing trainingand building capacityin field methodsfor the collectionof oral literatureand history, and by launchingpilot field studies to documentand record threatened oral traditions. It is expectedthat these activitieswill be linked to educationalcurriculum development and to improving literacy.
d) Documentationand information management. This componentwill provide supportwhich will contributeto the developmentof a system of managementof national and regionalarchives. The focus in the first instancewill be to providetraining, and capacity building supportfor the eventual establishmentof a National Archive,including equipment and informationmanagement technologiesto assist in created a user-friendlysystem of informationretrieval. The component will also provide supportfor improvingthe managementof other public and private archives,in particularthe collectionat the Pavoni Center,and Asmara's Municipalbuilding plan records.
- 7 - Sector Costs %of g in=if .....ng..g
A. Siteplanning and conservation Other Social 1.50 27.8 1.40 28.0 Protection B. Conservingthe built environment Other Social 2.50 46.3 2.30 46.0 Protection C. Supportingliving cultures Other Social 0.50 9.3 0.50 10.0 Protection D. Documentationand information Institutional 0.50 9.3 0.50 10.0 management Development E. Coordinationand management Institutional 0.40 7.4 0.30 6.0 Development Total Project Costs 5.40 100.0 5.00 100.0 Front-endfee 0.00 0.0 0.00 0.0 Total FinancingRequired 5.40 100.0 5.00 100.0
2. Institutionaland implementation arrangements: Projectmanagement would be the responsibilityof the Secretariatof the Steering Committeeon Cultural Heritage,which has been establishedunder the auspicesof the Ministry of Finance.Nine institutionsare currentlyrepresented on the SteeringCommittee: the Researchand DocumentationCenter (RDC),the National Museums of Eritrea (Universityof Asmara),the People'sFront for Democracyand Justice (PFDJ), the Ministry of Education,the Ministry of Tourism,the Ministry of Finance, the Officeof the President,and the Municipalitiesof Asmaraand Massawa. Other stak-eholderswhich will be engaged in project implementationinclude the Eritrean Society for HistoricalArchitecture, the Eritrean Associationof Architectsand Engineers,the EritreanAssociation of Artists,the PavoniCenter (a private archive), the Debre Bizen Committee,local governmentofficials, and representativesfrom religiousorganizations, includingthe OrthodoxChurch, the MoslemCouncil, and the CatholicPatriarchal Office.
3. Monitoringand evaluationarrangements: The Secretariatof the SteeringCommittee will implementa systematicmonitoring and reportingsystem, focusing on both the outputs and outcomesof the project. The systemwill allow for an effectiveevaluation of (i) the project's deliverymechanisms, implementation procedures, and institutionalarrangements; (ii) performanceeffectiveness, evaluated on the basis of the project's developmentobjectives and the input, output, outcome,and impact indicatorsidentified in the Project Design Summary(Annex 1); and (iii) the potential replicabilityof project activitieson a wider scale. Progress towards project outcomeswill be evaluatedduring project supervisionand during a Mid-Termreview. The Mid-Term Review would determninethe extent to which the project is performingagainst the objectives set for it, and would carry out a preliminaryassessment of the potentialfor wider scale replication. Preparationof an Implementation CompletionReport will be initiatedby the Bank prior to the project's closing date, in conjunctionwith the preparationof Government'sown evaluationreport. Monitoringand Evaluationwill be the responsibility of a M&E Officer, employedby the Secretariat.
D. ProjectRationale [This section is not to be completed in a LIL PAD. Rationale should be implicit in paragraph B: 3.]
- 8 - E. SummaryProject Analysis (Detailed assessmentsare in the project file, see Annex 8) 1. Economic (see Annex 4): [For LIL, to the extent applicable] O Cost benefit NPV=US$ million;ERR = % (see Annex 4) * Cost effectiveness O Other (specify) In the context consideredhere, culturalassets includeboth the materialaspects of culture (for example, historic sites and buildings, landscapes,and objectsof particularhistorical, architectural,aesthetic, or cultural significance)as well as non-materialaspects such as social practices,symbolic forms of expressions(for example,the arts, music, dance, oral traditions,literature, etc.), values and beliefs.
In light of the pilot nature of this project,only notionaland qualitativeeconomic analyses will be undertakena priori. The project is expectedto generatea range of benefitsassociated with: a) experience gained with various institutionalpartnership arrangements for culturalasset conservation;b) improved planning and site interpretationto accommodateconservation needs and tourism interests in cultural sites; c) growthand poverty reductionassociated with the developmentof enterprisesand the private sector to support built heritage conservation;d) conservationof cultural assets which might otherwisehave been lost, for example,to theft or as a result of development;e) communityinvolvement in cultural site conservationand management;f) improvedmanagement of public records; and g) improvedinstitutional capacityto formulate and implementcultural asset managementprograms.
Cost-effectivenesswas carefullyconsidered during project design. As pilot operations,interventions under all componentsare expectedto be relativelysmall-scale and will seek to optimizethe impactsof resource use by developingpartnership and possibleco-financing arrangements with domesticand international organizationssuch as Mrara Art Association,Mahber Fikri Sine-Tibeb,ICCROM, and UNESCO. Site conservationactivities are expectedto use local buildingmaterials and labor intensivemethods. There is a very strongelement of capacity buildingin the project design,which is intendedto contributeto longer-tenn sustainability.
2. Financial (see Annex 4 and Annex 5): NPV=US$ million; FRR = % (see Ainex 4) [For LIL. to the extent applicable] Because of the natureof the LIL, particularlyits size and emphasis on testing and innovation,the monetary andnon-monetary benefits have not been analyzedin the comprehensiveway normally associatedwith more traditionalBank investmentprojects. As the LIL is a relativelyuncomplicated pilot operation, resourceswill be managed by the Secretariatof the SteeringCommittee. The project is expectedalso to pilot the use of low-cost financialmanagement software.
3. Technical: [For LIL, enter data if applicableor 'Not Applicable'l The need for technicalstudies associatedwith site conservationin project pilot sites will be identified during the planning process. These studies might include activitiesrelated to archeologicalinvestigation, building stabilization,drainage improvement,or archival studies. The scope for using advanceddating, remote sensing,and conservationtechnology to enhancethe planningand conservationprocess will also be exploredand developedfor wider-spreadapplication elsewhere in Eritrea. Conservationof the built enviromnentwill in part depend on strengtheningtraditional building skills. The Documentationand InformationManagement component will also provide limitedresources, through technical assistance, to
-9- develop the use of enhanceddocumentation tools for records management.
4. Institutional: As indicatedin SectionC.2, overallproject oversiteand programmanagement will be the responsibilityof the Steering Committeeon CulturalHeritage, which has been establishedunder the auspicesof the Ministry of Finance.Nine institutionsare currentlyrepresented on the SteeringCommittee: the Researchand DocumentationCenter (RDC), the Universityof Asmara(National Museumsof Eritrea),the People'sFront for Democracyand Justice (PFDJ),the Ministryof Education,the Ministry of Tourism, the Ministry of Finance,the Officeof the President,and the Municipalitiesof Asmara and Massawa. Other stakeholders which may be engaged in implementationinclude the EritreanSociety for HistoricalArchitecture, the Eritrean Associationof Architectsand Engineers,the Eritrean Associationof Artists,the Pavoni Center (a private archive),the Debre Bizen Committee,local govemmentofficials, and representativesfrom religious organizations,including the OrthodoxChurch, the MoslemCouncil, and the CatholicPatriarchal Office.
Day-to-dayproject management will be the responsibilityof a Secretariat,which has been establishedto managethe affairs of the SteeringCommittee. The responsibilitiesof the Secretariatare describedin the following section4.2. 4.1 Executingagencies: Workingclosely throughthe SteeringCommittee, and, in additionto the Secretariatof the Steering Committee,there will be 3 Implementingagencies for the project. The primaryagencies with project implementationresponsibilities are: the Researchand DocumentationCenter (RDC), the National Museums of Eritrea, and the Ministryof Education(Cultural AffairsBureau). Their responsibilities,by project component,are summarizedin the Table below.
Implementing Responsibilities, by Project Component
Project Component Implementing Agency Project Management Responsibility
1. Site Planning, Conservation, and National Museums of Eritrea Assistant Project Coordinator Museum Development
2. Conserving the Built Environment Secretariat to the Steering Committee Assistant Project Coordinator on Cultural Heritage
3. Supporting Living Culture Ministry of Education, Bureau for Assistant Project Coordinator Culture
4. Documentation and Information Research and Documentation Center Assistant Project Coordinator Management
5. Project Management | Secretariat to the Steering Committee Project Coordinator and the Steering on Cultural Heritage Committee on Cultural Heritage
Notes: It is envisaged that project management responsibilities will be shared by 2 Assistant Project Coordinators, who will have responsibilities for all four project components. These may be existing staff from the Implementing Agencies.
The ImplementingAgencies will have primaryresponsibility for ensuring that day-to-dayproject managementproceeds smoothly. They will work closelywith the Secretariat,which will be responsiblefor overall coordination,to ensure project objectivesare being addressed,and that the impacts of project investrnentsare being appropriatelymonitored.
- 10- 4.2 Projectmanagement: Because of the multiple institutionswhich are to be involvedin project implementationthe effective coordinationof project activitiesamongst implementing partners will be key. With this in mind, Governmenthas concludedthat coordinationand day-to-dayproject managementresponsibilities should rest with a Secretariatof the SteeringCommittee, which reports to the Ministry of Finance.
The Secretariat,which has alreadybeen established,comprises a Chairman and ProjectCoordinator, an Administrator/ProcurementSpecialist, an Accountant,and a Monitoringand Evaluation Specialist.Terms of Referencefor these positionsare included as Annex 8 to the ProjectImplementation Plan. It is envisaged that the ProjectCoordinator will have primaryresponsibility for overall coordinationand management.The Administrator/ProcurementSpecialist and Accountantwill be responsiblefor overall financialand procurementmanagement activities. Costs for Coordinationand Managementhave been included in the cost summary.It is assumed that all equipmentand materialrequirements will be met from other project components. The positionsof ProjectCoordinator, Administrator/Procurement Specialist, and Accountant have alreadybeen filled. The Monitoringand EvaluationSpecialist will be recruitedwithin 3 months of project effectiveness.
In the interest of sustainability,existing staff may be assignedto take on project management responsibilities,and staff may be recruitedon a contractualbasis only if absolutelyessential. In any event, staff with project coordinationresponsibilities must be well-trainedand capable. The World Bank's ResidentMission in Eritrea will work with staff from the Secretariatas neededto build its capacityfor programmanagement, particularly with regard to procurementand accountingpractice. 4.3 Procurementissues: Procurementfinanced under the project will be limitedto recruitmentof consultantsservices, office equipment,a limitednumber of vehicles,some civil works, and incrementaloperating costs. The Administrator/ProcurementSpecialist has been recruitedby the Secretariatfor the SteeringCommittee on CulturalHeritage and is to be responsiblefor ensuring that procurementfor works and goods is carried out in accordancewith the Bank's Guidelinesfor Procurement underIBRD Loans and IDA Credits (dated January 1995 and revised in Januaryand August 1996, in September1997, and January 1999). Consultancyservices financed by IDA will be procuredin accordancewith the Bank Guidelinesfor the Selection and Employment of Consultantsby WorldBank Borrowers(dated January 1997, and revised September1997 and January 1999).
A GeneralProcurement Notice will be publishedin United Nations DevelopmentBusiness (UNDB)and will include a descriptionof requiredservices or goods,the client agency, and the budgeted cost. This notice will be updated every year duringthe executionof the projects until all contracts and assignments have been procured. In the case of contracts whichare expectedto cost more than$200,000 equivalent, SpecificProcurement Notices will be issued seeking expressionsof interestthrough the nationalpress.
To the extent possible,procurement arrangements have been designedto respondto the need for flexible use of procurementmethods, given the institutionalcapacity of the implementingagencies. A detailed ProcurementPlan, based on the inputs identifiedin ProjectImplementation Plan will be preparedwithin 6 months after Credit effectiveness,and this will be revised annuallyduring preparationof the Annual Work Program and Budget. Wheneverpossible, procurement items will be consolidatedinto appropriately-scaled contractingpackages.
A ProcurementCapacity Assessment has been completedand is in the Project Files.
- 1 1 - 4.4 Financialmanagement issues: A Financial ManagementCapacity Assessment has been carried out and is availablein the Project Files.
This Assessmentconcluded that, while the Secretariat'sfinancial management system is basically sound,it is currently not capable of complyingwith Loan AdministrationChange Initiative(LACI) Guidelines. The followingsteps will need to be carried out before the Secretariatis able to meet LACI requirements:
* developmentof a Chart of Accounts,appropriate for the project; * developmentof a LACI compatiblefinancial reporting format acceptable to the Bank; * preparationof a Financial Proceduresmanual.
Providedthese steps are taken, and experience.isgained in working with LACI-formatreporting mechanisms,it is envisaged that the Secretariatshould be LACI capable within 18 months from the date of effectiveness.Once the Secretariatis assessedto be LACI capable,the Credit Agreementmay be amended to reflect that disbursementsare to take place on the basis of Project ManagementReports thereafter. In this event, it envisaged that the projectwill adopt streamlineddisbursement procedures once LACI Guidelineshave been met. The decisionto adopt streamlineddisbursement procedures will be made in consultationwith a Bank Financial ManagementSpecialist who will:
* review experienceto date with the qualityof withdrawalsubmissions, operation of the Special Account,SOE submissionsand documentationretention in the field, and the generaleffectiveness of project managementand accountingstaff, * ensure that the SpecialAccount has been reconciledand any outstandingissues resolved; 3 review supervisionreports to assess implementationprogress and issues; * review any availableaudit information,as well as any other financialreports, with a view to forming an opinion on the reliability of project accounts.
Once the Secretariatis assessed to be LACI capable,the Credit Agreementwill be amendedto reflect that disbursementsare to take place on the basis of ProjectManagement Reports thereafter.
It is envisagedthat one SpecialAccount, acceptable to IDA, will be established.The authorizedallocation of this accountswill be US$500,000. Requestsfor replenishmentof the SpecialAccount shouldbe submittedto IDA every monthunder normal circumstances,but in any event, not less frequentlythan once every three months. All applicationsto withdraw proceedsfrom the Creditwill be filly documentedto IDA, except for expendituresfor incrementaloperating costs, training, and for contractswith a value of $50,000 or less for goods and equipment,$75,000 or less for civil works, and for consultantservices under US$100,000for firms and US$50,000for individualsfor which reimbursementsmay be made against Statementsof Expenditure(SOEs). Supportingdocumentation will be retained by the Secretariatand will be availablefor inspectionand review as requestedby IDA SupervisionMissions and by project auditors.
Five disbursementcategories are envisaged:civil works, goods and equipment,consulting services and training, grants, and incrementaloperating costs. 5. Environmental: EnvirontmentalCategory: C (Not Required) 5.1 Summarizethe steps undertakenfor environmentalassessment and EMP preparation(including consultationand disclosure)and the significantissues and their treatment emergingfrom this analysis. There are not expectedto be any significantnegative environmental impacts of the project. Possibleminor impacts may be associatedwith site conservationactivities, but these are expectedto be negligible,and in
- 12- any event are to be carried out under the immediatesupervision of the National Museumsof Eritrea. The project has also been reviewedby the Departmentof Enviromnentof the Ministry of Lands, Water and Environment,which has also classifiedthe project as a CategoryC project (consistentwith the National Guidelinesfor EnvironmentalImpact Assessment),and has reviewedand commentedupon the Project ImplementationPlan. 5.2 What are the main features of the EMP and are they adequate? n/a 5.3 For CategoryA and B projects,timeline and statusof EA: Date of receipt of final draft: n/a 5.4 How have stakeholdersbeen consultedat the stage of (a) environmentalscreening and (b) draft EA reporton the environmentalimpacts and proposedenvironment management plan? Describemechanisms of consultationthat were used and which groups were consulted? n/a 5.5 What mechanismshave been establishedto monitor and evaluate the impact of the project on the environment? Do the indicatorsreflect the objectivesand resultsof the EMP? n/a 6. Social: 6.1 Summarizekey social issues relevantto the project objectives,and specify the project'ssocial developmentoutcomes. A key element of activitiesassociated with site conservation,and with the conservationof the built heritage, relates to the idea of developinga sense of stewardshipfor these assets. Both of these componentsare expectedto involve close work at the communitylevel, to find ways ofjointly managingcultural assets. This may involve benefit sharingactivities (especially when tourismpotential can be exploited)or making modest investmentsin sanitationand water supply to improvethe local environmentaround threatenedsites and buildings. A pilot inventoryof buildings withinthe historic perimeterof Asmara,for example,focused on servicedelivery, and how this might be improvedthrough modest investments.
The key social outcomesthat can be expectedto come from the projectwould be the developmentof:
* bonding social capital (bringingabout cooperationwithin groups,as in the community-based developmentactivities and throughthe developmentof educationalmaterials based on oral traditions); * bridgingsocial capital (bringingabout cooperationbetween groups); * civic engagementand voice at the communityand local levels;and * cohesionaround a common awarenessof Eritrea'slong and rich history and heritage.
6.2 ParticipatoryApproach: How are key stakeholdersparticipating in the project? Communitiesadjacent to threatened sites in Qohaito,Nakfa, and around Sembel wiUbe involvedin project implementation. It is expectedthat the project will cany out social assessmentsin these sites to find ways of more fully encouragingstewardship for these importantsites. The Built environmentcomponent will focus on the involvementof key stakeholdersand communitiesin the use of public buildings and spaces, and will provideresources to encouragecommunity-driven stewardship. 6.3 How does the project involve consultationsor collaborationwith NGOs or other civil society organizations?
- 13 - With regard to the living culturescomponent, several local institutionsare expectedto be closely involved in implementation,including the Mrara Arts Society and Mahber Fikri Sine-Tibeb(lit. 'the Art Lover's Society). The Debre Bizen Committee,established to provide civil societysupport for the monasteryof Debre Bizen, will be closely involvedin activitieswith the monastery,financed by the project.
6.4 What institutionalarranigements have been providedto ensure the project achieves its social developmentoutcomCs? Social assessmentsare considereda key part of the site conservationand planning component,and the built heritagecomponent heavily derivesfrom the results of the inventoryand social and economic survey completedwidtin the historicperimeter of Asmara. The project will include monitoringof social impacts, as part of its monitoringand evaluationwork.
6.5 How will the project monitor performancein terms of social developmentoutcomes? An M&E specialistis to be employedto developand implementmonitoring mechanisms, derived from social assessmentsand householdstudies which have alreadybeen, or will be, completed. The M&E specialistisexpected to workclosely with social scientistsemployed through the project in doingthis.
7. SafeguardPolicies: 7.1 Do any of thefollowing safeguardpolicies apply to the project?
EnvironmentalAssessment (OP 4.01, BP4.01, GP4.01) O Yes * No Natural habitats (OP4.04, BP 4.04,GP 4.04) 0 Yes 0 No Forestry(OP 4.36, GP4.36) 0 Yes 0 No PestManaaement (OP 4.09) 0 Yes 0 No CulturalProperty (OPN 11.03) 0 Yes * No IndigenousPeoples (OD 4.20) 0 Yes * No InvoluntaryResettlement (OD 4.30) 0 Yes * No Safetyof Dams(OP 4.37, BP 4.37) 0 Yes * No Projectsin LnternationalWaters (OP 7.50, BP 7.50, GP 7.50) 0 Yes 0 No Projectsin Disputed Areas (OP 7.60,BP 7.60, GP 7.60) 0 Yes * No
7.2 Describeprovisions made by the projectto ensure compliancewith applicablesafeguard policies. The project is being implementedin part by the National Museumsof Eritrea, which has primary responsibilityfor safeguardingheritage sites and culturalproperty.
F. Sustainabilityand Risks 1. Sustainability: This sectionis not to be completedin LIL PAD.
- 14 - 2. Critical Risks (rcflectingthe failure of critical assumptionsfound in the fourth column of Annex 1): Risk RiskRating RiskMitigation Measure FromOutputs to Objective 1. Site Planningand Conservation N Socialassessment and a focus on conununity role in site managementis a feature of project Conservedsites will be attractive to design. tourists. Tourismbenefits are expectedto be generated Communitiesdevelop a sense of by collaboratingwith local tourism industry. stewardshipfor important cultural assets. Other partners are being identifiedto assist in Local benefits can be generated as an site conservation. outcome of better site conservation. Chosen sites are popularlyrecognized for their Other partners and institutionsin Eritrea importanceto the nationalheritage. are willing to collaborate in cultural heritageconservation activities. Community-basedapproaches to niche market tourismdevelopment will be encouraged. Too-rapidtourism developmentthreatens local cultures.
2. Conservingthe Built Environment M Custodialassignments are more cost-effective for investors than new constructionor Custodialassignments will be welcomed conventionalrentals. by potential partners. Public informationand trainingof architectsand Incentivesfor conservationand adaptive designerswill improveknowledge of the value re-use are greater than incentivesfor of traditionalbuilding styles. 'upgrading'old buildings. Buildingownership is consideredwhen Buildingownership is not a constraintto identifyingbuildings for conservation. conservation. Civic engagementand a community-orientation Interest in the architecturalheritage of will be central to the design of local Massawaand Asmaracan be developed conservationinitiatives. among other partners.
Insufficientinvolvement of communities and neighborhoodsin planningand "owning"the conservationagenda
Asmara'scompetitiveness and attractivenessto foreign investors will depend on maintainingits "uniquesense of place."
-15 - 3. Supporting Living Culture N Partnershipswith University, Culture Bureau, and other Departmentsof the Ministry of Catalyticrole of several key partners can Educationare alreadyestablished. be built upon.
Complementaritybetween oral literature and literacy programs can be exploited.
4. Documentationand Information N Developmentof legal instrumentsdepends on Management wider movementtoward legal reforms.
Legal processescan be implementedto Traininghas been designedto meet specific bring about national system of records capacity constraints. management.
Capacity constraintscan be addressed through training.
FromComponents to Outputs LACI requirementscan be met or an M Financialmanagement systems are being action plan can be put in place to bring designedto be LACI compliant,so that they the project into LACI compliance. won't have to be retrofitted. Mechanismsfor collaborationand N SteeringCommittee on CulturalHeritage to play cooperationbetween multiple stakeholders key and critical role. are clear. Counterpartfunds are made available in a S SteeringCommittee is under the auspicesof the timely manner. Ministry of Finance,but funding constraintsare expectedto be acute. Needed staff are hired in a timelymanner M Upstream recruitmentprocess already by implementingagencies. underway.
OverallRisk Rating N RiskRating - H (HighRisk), S (SubstantialRisk), M (ModestRisk), N(Negligible or Low Risk)
3. Possible Controversial Aspects: None identified.
G. Main Credit Conditions 1. EffectivenessCondition A ProjectAccount has been opened and the Initial Depositpaid in.
2. Other [classifyaccording to covenanttypes used in the Legal Agreements.] None.
- 16 - H. Readinessfor Implementation
0 1. a) The engineeringdesign documentsfor the first year's activitiesare completeand ready for the start of projectimplementation. K 1. b) Not applicable.
L] 2. The procurementdocuments for the first six months' activitiesare completeand ready for the start of project implementation;and a frameworkhas been establishedfor agreementon standardbidding documentsthat will be used for ongoingprocurement throughout the life of LIL 0 3. The LIL's ImplementationPlan has been appraisedand found to be realistic and of satisfactory quality. El 4. The followingitems are lackingand are discussedunder loan conditions(Section G):
1. Compliancewith Bank Policies 12 1. This project complieswith all applicableBank policies. El 2. The followingexceptions to Bank policiesare recommendedfor approval. The project complieswith all other applicableBank policies.
Peter A. Dewees o . Sullivan Oey Astra Meesook TeamLeader Sec rManager CountryManagerlDirector
- 17 - Annex 1: Project Design Summary ERITREA: Cultural Assets RehabilitationProject
Sector-relatedCAS Goal: Sector Indicators: Sector/ country reports: (from Goal to Bank Mission) To support Government's * National, regional, and * Targeted ESW (i.e. Cultural asset management cultural asset rehabilitation local governments assessmentof economics contributes to increased and conservationagenda with actively involved in of tourism; assessments income through tourism, regard to cultural asset of education and building trades development, * capacity building; management; literacy); literacy and education * increasingsources of * Greater stewardship of * Public expenditure programs, and general growth growth; and historic sites and built reviews; and development. * human resources heritage; * Country Economic development. * Integration of cultural Memorandum. Political stability in the region asset conservationwith creates an enabling tourism initiatives, environment for tourism * Increased contribution development. of buildingtrades to local developmentand income generation.
Follow-on Development Objective: * Scope for expanded action is identified; * Pilot initiatives are assessed for useful lessons, and used as the basis for a wider program of support; * Additional financing is sought from other donors.
- 18 - K~yPerfonace 0-, .. .'.... I4iera~~hyoIObetvs.I4ctr onitoring'& valuato ric Aupna ProjectDevelopment OutcomeI Impact Projectreports: (fromObjective to Goal) Objective: Indicators: To test out and develop the * Good practices for * Project M&E 'good Partnerships have the meansfor more fuuy cultural asset practice' reports potential for bringing about integrating the conservation conservationactivities prepared for Qohaito, cultural asset conservation. and management of Eritrea's are identified; Asmara, and Nakfa; cultural assets into local and * Regional and local * Monitoring of Regional and local national economic governments gain involvement of regional governments share the development. perspectiveson how and local authorities in national cultural asset cultural asset implementation/ management agenda. management can involvement in the generate benefits; SteeringCommittee; * Partners in the private * Reports on custodial Private sector and other sector take a more active assignments of partners have the capacity to role in cultural asset architecturally bring resources to bear on conservation; significant buildings; cultural asset management * Other local institutions * Monitoredprogress of and conservation. are more fully involved museum development Private sector and other in cultural asset and curriculum changes. partners are willing to focus managementand use. on conservationof older buildings during upgrades and renovations.
-19- Outputfrom each OutputIndicators: Projectreports: (fromOutputs to Objective) Component: 1. Appropriate system has * Model planning process M&E of site conservation Conserved sites will be been tested and is in place for launched and developmentprocess. Site attractive to tourists. cost-effective comnmunity-basedsite inspections. Regular project community-basedsite conservationactivities reporting. Communities develop a sense conservation in Qohaito and launched in Qohaito and of stewardship for important other pilot sites (particularly other pilot sites; cultural assets. sites from the independence * Conservationand M&E reports. Site war from prior to 1991). maintenanceof selected inspections. Local benefits can be Process for establishmentof structures built during generated as an outcome of National Museums is the independencewar is better site conservation. underway; underway; * First phase of site M&E reports. Regular Other partners and institutions conservationactivities is communicationwith partners. in Eritrea are willing to launched; visitor collaboratein cultural asset interpretation work is management and completed; conservationactivities. * Additional partners are M&E reports for this involved in component. Site inspections. implementationof site conservationplans; * Community-based M&E reports. Project activities are supervision. incorporated into implementation; * Local visitor centers M&E reports. Project constructedand supervision operational; * National museum M&E reports. Project facilities are renovated; supervision Regional and national staff trained in museum curation.
- 20 - 2. Activities to conserve the * Guidelines for building M&E reports. Project Custodial assignmentswill be architectural heritage of conservationare supervision; welcomedby potential Asmara and Massawa are prepared and partners. underway, which focus on disseminated; renovation and adaptive re-use * Conservationand Inventory reports. Planning Incentives for conservation of architecturally significant maintenance of and implementationreports. and adaptive re-use are greater buildings; buildings within the than incentives for 'upgrading' historical perimeter old buildings. of Asmara and the old town of Massawa Building ownership is not a identified through constraint to conservation. inventory process is underway; Interest in the architectural * Training program in M&E reports. Regular project heritage of Massawa and conservation and reporting. Asmara can be developed restorationofhistorical amongother partners. buildings is in place; * Custodial assignments Reports on training of important buildings component. M&E reports. are made and conservationis underway; * Traditional building Project supervision. M&E skills are strengthened reports through skills development and training * Partnership Development partners arrangements for meetings; dialogue with other building conservation donors. are implemented (building fund, conservationaward program, etc.) * Other funding partners M&E reports. Project are identifiedto support supervision built heritage conservation.
-21 - 3. Local institutionsactive in * Program of training in M&E reports. Project Catalyticrole of several key the arts community, in oral oral history and oral supervision. partners can be built upon. history, oral literature and literature and Planning and implementation traditions are fully mobilized traditions is in place. reports. Complementaritybetween oral to collect and integrate * Oral history, oral M&E reports. Regular project literature and literacy cultural concerns into training literature and traditions, reporting. programs can be exploited. and program development. including the material aspects of culture e.g. traditional crafts is given prominence at national level. * Commuritytheater is Reportson training. M&E mobilized to focus on reports. cultural assets, conservation and management. * Folklore of all ethnic Project supervision. M&E groups is collected. reports * Managementof oral Project supervision. M&E history, oral literature reports and traditions is strengthened. * Oral literature is given Project supervision. M&E prominenceat the reports national level through performances; * Community theater is Project supervision. M&E mobilized to focus on reports cultural asset conservationand management; * Training in oral history Project supervision. M&E is provided; reports * Asmara Arts center in Project supervision. M&E place and operating; reports * oral history of four Project supervision. M&E periods (i.e. pre reports colonial, Italian, British and Federal, and Ethiopian annexation and armed struggle, 1961-1991)is collected.
- 22 - 4. The framework for the * Priority setting for Project supervision. M&E Legal processes can be establishment of national and investments in archives reports implementedto bring about regional archives is in place, developmentis national system of records and there is improved capacity completed. management. for records management in * Training in archives and Reports on training. M&E public and private archives. records management is reports. Capacity constraintscan be provided; addressed through training. * Investments in improved Project supervision. M&E records management reports technologiesare made; * Asmara municipal Project supervision. M&E building records are reports reorganized. * Inventory of arts and Project supervision. M&E manuscripts found in reports religious institutes (both Christian and Muslim) is undertaken. * Appropriate storage Project supervision. M&E facilities for safe reports keeping of parchments and other manuscripts is built in selected monasteries.
- 23 - Hiearhf bJct 0sndcaornionio ring 8 Ealutin Project ComponentsI Inputs: (budget for each Project reports: (from Components to Sub-components: component) Outputs) (US$ million) SupervisionMissions; LACI requirements can be 1. Site planning and IDA: 1.4 discussions with project staff met or an action plan can be conservationpilots GOE: 0.1 and stakeholders;periodically put in place to bring the Subtotal: 1.5 reportedin PSRs; project into LACI compliance.
2. Conserving the built IDA: 2.2 Regular PMRs. Mechanisms for collaboration environment GOE: 0.1 and cooperationbetween Other: 0.1 multiple stakeholders are Subtotal: 2.5 clear.
3. Support for living cultures IDA: 0.5 Counterpart funds are made GOE: 0.02 available in a timely manner. Subtotal: 0.52 4. Documentation,and IDA: 0.5 Needed staff are hired in a information management GOE: 0.05 timely manner by Subtotal: 0.55 implementing agencies. 5. Project management IDA: 0.3 GOE: 0.04 Subtotal: 0.34
- 24 - Annex 2: Detailed Project Description ERITREA: Cultural Assets RehabilitationProject
This Annexis condensedfrom the WorkingPapers which describe each project component more fully,and whichcomprise part of the ProjectImplementation Plan. Projectcosts include physicaland pricecontingencies. By Component: ProjectComponent I - US$1.50million
SitePlanning, Conservation, and Museum Development
Background
The Site Planning, Conservation,and Museum Developmentcomponent of the CulturalAssets Rehabilitationproject is designed:a) to meet conservationneeds, throughsurveys and growth-oriented community-basedplanning and conservationprocesses, at three pilot sites in Eritrea (Qohaito,Nakfa, and in sites close to Asmara; and b) to support a processfor the planning,design, and rehabilitationof a building in Asmarato become the main exhibitionspace for the National Museums of Eritrea betterto enableit to deliveron itsmandate of education,rescarch and exhibition, The community-based managementplanning process is expectedto provide a comprehensive,participatory framework for site planning and conservationat pilot historic sites. The planningprocess will aim to build on Eritrea's rich local knowledgewhile strengtheningcommunities' abilities to assess, prioritize,plan, organize and evaluate the conservationof their cultural assets in the context of their economicgrowth priorities.The project will build on the proudly-heldtraditions which have supportedparticipatory processes for community development.This participatorytradition derives from the long strugglefor independenceand has featured stronglyin developmentactivities since independencein 1993.
Overviewof the sites of Qohaito, Asmara, and Nakfa
The ancientcity of Qohaito is located at the crossroadsof the main communicationaxes betweenthe ancient Red Sea port city of Adulisto the north and Mataraand Axum to the south. This location made it one of the most importantpolitical centers in the region. At one time, Qohaito appears to have been a garden city surroundedby many towns and hamlets, now characterizedas a cluster of sites over an area of 17 km by 4 km. A recent archaeologicalsurvey and inventorywas carried out by HumboldtUniversity of Berlin, in collaborationwith the KunsthistorischesMusetun of Vienna,the TechnicalUniversity of Berlin, and the National Museumof Eritrea from 1996 to 1998.This survey revealed over 650 structureswithin the area of the Qohaitosite which makesQohaito one of the most extensivearcheological sites of significancein Africa. Settlementaround Qohaito can be dated as far back as 12,000BC (from nearby rock paintings),but the bulk of the most important structuresat the site date from 500 BC to 700 AD.
The major conservationthreat to this site is the unknowingdestruction of remains by the local community. Houseshave been built on or near sensitivearchaeological areas, and in many cases, residentshave unintentionallydestroyed sites by excavatingthem for cut stones to build steps, doorways,wall comers, and lintels for their homes. In a number of cases, ancient buildings have been excavated for use as cattle and sheep corrals and humaniresidences. The problem has been reduced over time with the growing awarenessof the communityas to the importanceof the site, but as yet, the problemhas not been completelysolved. It is expectedthat over the course of the communitybased managementplanning process, solutionswill be found to ensure that the developmentneeds will be met without damagingthe
- 25 - importanthistoric fabric.
Recent archeologicalstudies in the vicinity of Asmara have identifiedseveral important sites, among the most importantof these of which is Sembel (locatedon a hillsideoverlooking the contemporarycommunity of Sembel) around 2 km west of the airport. Evidence suggeststhat this site, on the outskirts of the capital, may be the remnants of one of sub-SaharanAfrica's oldest settled agriculturalcommunities. The dominant paradigm about the rise of complex societiesin this part of Africahas been underminedby these finds, which stronglysuggest local originnot linked to foreign influence. Radiocarbontests date the settlement site at Sembelto between 400 and 700 BC. Samplescollected from the site showthe settlement's inhabitantsate cows and goats, engaged in agriculturalactivity and built stone houses with mud mortar. Gold earrings,bracelets, rings, copper and bronze daggers and multiple-neckpottery jugs dated to 400 BC during the pre-Axumiteperiod (500 BC. to 0 AD.) were found in one excavation,which was possibly a burial site. The sites at Sembel are litteredwith stylizedstone headsof bulls, some the size of a thumbnail. The great variety in the heads suggestsa connectionto some sort of ritual.
As Asmararapidly expands into these adjacentareas, the immediateneeds in Sembeland ofher sites (ound Asmaraare for rapid inventoriesand surveys of the sites, so that the impactsof future developmenton these sites can be mitigated. Extensivedamage to these and other sites has already taken place, particularly as a result of rock quarrying,road building,dam construction,and mechanizedagriculture. As urban improvementsare undertakenin the more recent downtownparts of Asmara -- roads, telecommunications improvement,and water and sewerage-- the National Museummust be in a much better positionto evaluate and understandthe archeologicalfinds which are likely, and to mitigatethe impactsof these improvements. A systematicinventory of the greaterAsmara area, coupledwith an assessmentof archeologicalsignificance is immediatelyneeded.
Sites close to the town of Nakfa in the northwestrepresents an importantelement of modem cultural heritagefor the Eritrean people. The site symbolizesEritrean perseverance over adversity,and as such is a symbol of a culture of independence,self-determination, and resistanceto oppressionthat is central to the cultural fabric of Eritrea today. The site is composedof a series of undergroundstructures, as well as trenches that extend for 9 to 10 km., near the town of Nakfa from which the independencewar was waged from 1979 to 1988, and into the early 1990s.What makes these sites special,however, is less their role in war, but rather their role in the preservationof Eritrean culture at the time of the struggle.A vast infrastructureof undergroundschools, hospitals, theaters, and other structureswere built to cater to the needs of any normal society.The Nakfa complexis quickly deterioratingand disappearing.For example, the wooden roof supportsover many of the undergroundfacilities have been removed for fuel. In addition, extensivenetworks of trencheshave caved in or been destroyedfor the same reason or due to neglect.The National Museumbelieves that if action is not taken, in another 5 to 10 years, there will be few traces remainingof this network.
The National Museums of Eritrea
The National Museumwas establishedin January 1992. Originallyhoused in the former Governor's Palace in Asmara, in 1996 the Museumand its collectionwas transferredto the premisesof the disused Comboni Sister'sconvent school in the western sectionof the city. A subsequentUNESCO report appraisedthe facility and discussedits future requirements,while emphasizingthe Museum'sthree importantfunctions: education,research, and exhibition. Largelybecause of the lack of an adequate facility, the museum'smandate has not been addressed. The currentmuseum facility is not open to the public althoughspecial visitors are allowedto see the collectionsin their storage rooms. The collection contains archaeologicalartifacts includingpottery, inscribedstones, pillars, statuary, beads, bracelets, and
- 26 - rings from the Axumiteand pre-Axumiteperiods. The etlmographiccollection includes jewely, musical instruments,pieces of architecturaldecoration, etc. There is also a natural history collectionand a large collectionof artwork that was created during the independencestruggle. The collectionis only partially inventoriedand work continueson this task. The Directorof the National Museumis also the head of departmentof the ArchaeologyDepartment at the Universityof Asmara. There are 9 staff membersunder him, but only 2 have formal training in museologyor related disciplines.There is however,a new program in culturalasset managementand conservationat the Universitywithin the Departmentof Archaeology which is producingmore trained staff,both for the museumitself and the managementof sites outside Asmara.
The SteeringCommittee on CulturalHeritage has recommendedthe establishmentof a new main exhibition space in a disused buildingin the center of Asmara,known as the SpinelliWarehouse, originally constructedduring the Italiancolonial period. It was completedin 1940, by the SocietaAnomine Industrie e CommerciAfricani (SAICA),of which Eugenio Spinelliwas the director. The architect,named Beltrame,incorporated traditional styles of construction,the so-called'moikey-head' style, into the walls of the warehouse,by alternatingcut stone with rows of brick. As such, it is a representative-- and somewhat innovative--architectural style from the period. Centrallylocated, the building is also easily accessibleto visitors and residentsof Asmara. The warehousehas a covered floor space of nearly 4,000 m2.
ComponentActivities
Community based management planning
The activitieswithin this sub-componentshould be seen as contributingto the overall goal of providing mechanismsfor better growth-orientedplanning and managementof cultural assets at the selectedpilot sites withinan overalldevelopment framework. Three interrelatedactivities are foreseenwithin this sub-component:
* the implementationof a systematicpilot archeologicalsite inventory of the greater Asmaraarea to lay the groundto conserve, protect,and interpretthese sites, and to use the inventoryprocess to pilot and build capacityto undertakethis type of activity;It is envisagedthat a community-basedmanagement plan would be a longerterm objectivefor which the pilot inventorywould lay the groundwork;
* the implementationof a growth-orientedcommunity based managemnentplanning exercisefor the Qohaito and Nakfa pilot sites (whereinventories have already been tentativelycompleted), considering the management,conservation, and interpretationneeds as well as other developmentactivities identifiedby the communitywithin the process;
* the implementation of the short term actions for management, conservation, and development, addressingpriority needs identifiedas an outcome of the managementplanning exercise.
Priority actionswhich would be financedby the projectwould involve the pilot inventorywork around Asmara, and the developmentof communitybased management plan for the selectedsites of Qohaitoand Nakfa. An emphasisshould be placed on the participatorynature of the process, with a group comprisedof communitymembers and other stakeholdersinvolved in the site, being set up to oversee the plan creation. Issues addressedby the planningprocess would be the management,conservation, monitoring, maintenance,interpretation and presentation,and visitor managementat the sites, and critical development issues identifiedby the communityas part of this participatoryprocess.
-27 - Museum planning and design
The activitieswithin this sub-componentshould be seen as contributingto the goal of improvingthe managementand interpretationof Eritrea's culturalheritage for presentationto both Eritreanand internationalvisitors. The activitiesforeseen within this sub-componentinclude:
* the confirmationor revision of the Museum's mission statementlmandate and the developmentof a functional plan including space requirements for the various activitiesto be undertakenby the Museum; * the developmentof a management structure for the Museumwhich allows it to carry out each of its mandatedactivities; * the planning and design of renovationsfor the museum to greatly strengthenthe interpretationand presentationof Eritrean cultural in its various fonns; * the implementationof thefirst phase of renovation work for the new museumfacility; * developmentof ties with secondary education institutions in Asmara.
This project sub-componentwill provide assistanceto Governmentfor the planning,design, and partial renovationof a new museum facilityfor the NationalMuseums in Asmara. The output of this activitywill a policy frameworkfor the museum,complete architectural plans, complete exhibit plans, the selectionand trainingof staff, implementationof the first phase of activity, and a fundraisingplan for future phases. Some of these issues have already been dealt with in some detail in the two UNESCOreports that have been preparedfor the National Museums,and these documentswill be used as a basis on which to start the work.
ProjectComponent 2 - US$2.50million
Conservinitthe Built Environment
Background
The aim of the Built Environmentcomponent is to promote urbaneconomic growthand poverty reduction while seeking to conservethe unique architecturalheritage of Asmara, Massawa and other cities. This componentemerges from a deep consciousnessabout the need to preserveand maintainhistorical architecture,neighborhoods and streets throughout Eritrea, coupled with the firm beliefthat urban growth and poverty reductiongo hand in hand. Asmara, in particularis acknowledgedto have a special architecturaland urban form, which has survived,against all odds over many years of dominationwith little change. It is believed that Asmara can continueto serve as the capital of Eritrea and as the home of thousands of its citizens, both maintainingits unique characterand offeringthe potentialfor targeted growth in particularsectors.
Growth and development of Asmara
Asmara started as a combinationof villagesaround the site of St. Mary's Orthodoxchurch sometimein the 16th century,following on centuries-oldsettlement of nearby sites such as Sembel.Little is known about the developmentof Asmaraduring the four centuriesthat followed. In 1866 it became the general headquartersof Bahr Negash GuradeZeray, the most importanttraditional ruler of the central highland areas. In 1873 the Egyptians,who had occupiedthe coastal zone, raided Asmaracausing the populationto vacate the area. By 1885 Italy had occupied Massawa and four years later, in 1889 an Italianforce commandedby General Baldisseraoccupied Asniara. Baldisserabuilt his fortificationat foot of Emba Bet
- 28 - Meka, now the site of the Ministry of Information. Asmarawas for the most part a small town, until the early 1930s. Between 1933 and 1938, a significantrise in the Italian colonialpopulation from 4,000 to 53,000took place, and this coincidedwith a constructionboom which greatlycontributed to the town's current form.
Particularlywhen the Italianinvasion of Ethiopiawas completedin 1936,an importantset of initiativesin town planning and architecturefor Italy's colonieswere set in motion. One of these was the competitionfor the master plan of Asmara. The Termsof Referencefor the town planningcompetition were ideologically close to fascism, i.e. the separationof the races and the adulationof the grandeurof the fascist State. The architecturalideologue behind this effort,was Marcelo Piacentini,one of Fascist Italy's foremostplanners and architectsand a member of the central government'scouncil on town planning.
By the time the town planningprocess got underwayin Asmara,fascism was facing greaterchallenges in Europe, and far from Rome's watchfuleyes, the Governor,Giuseppe Daodiaci, and his somewhatmore enlightenedcolleagues were left undisturbedto do what they felt was in the best interestof the residentsof Asmara. One of the remarkablecharacteristics of Asmarawhich emergedout of this periodand which has contributedso much to its style and sense of urban cohesionis the fact that the city successfullycombines residentialuses, with commercial,recreational, and administrativeuses. Officesare seldom more than a 3 minute walk from shops or from Cafes. Residencesand businessesfunction side-by-side. Parks and open spaces are integratedinto the whole of the city fabric. It is this sense that these different sectors must continue to function side-by-side,instead of relegatinghouses to residentialsuburbs, shops to commercial centers, and offices to administrativebuilding clusters, while at the same time preservingsome green spaces and common areas as public amenities.
Anotherfeature of the constructionboom of the 1930swas that the colonial governmentwas willing to allow radical architecturalexperimentation. A generationof young avant-gardearchitects from the Italian and Germaninternationalist movement found a willing marketfor their buildingdesigns -- which in many instancescouldn't be built in architecturallyconservative Europe. Asmara, then, became the site for architecturalinnovation and experimentation-- a fact which also contributesto the unique 'feel' of the city and its urban design. This combinationof factors makes Asmara unique in all of Africa, and a destination for architectsand scholarskeen on understandingthis period of architecturalhistory.
The currentestimated population of Asmara is about 450,000 or roughly 15% of the total populationof the country. Asmaraaccounts for almost 70% of the country's urbanpopulation, and is expectedto grow significantlyboth in area and in population.Already, 13 of the rural villages that surroundedAsmara, forming its farming hinterlandhave been incorporatedinto the municipaladministration. The city continues to attract the bulk of new investment,and new job creation is also concentratedwithin the municipal boundary.There is an acute awarenessof the need for a better and more sensible growthpath in Asmara, one which maintainsits unique historic character,while buildingon its potential as a locus of economic change in Eritrea.
As part of the effort to conservethe special architectureof Asmara,a historic perimeteris to be designated, coincidingwith boundariesof the old center of the city where most colonialbuildings are situated,and which covers an area of between 4 to 8 square km. A preliminarysurvey of buildings withinthe historic perimeterhas been completed. Over 400 buildings of architecturalsignificance within the perimeterhave been identified,and a preliminaryclassification of these buildingsby architecturalstyle and by conservationstatus has been completed. It is expectedthat this inventorywill provide the basis for future conservation.
-29 - Social and economic profile of the historic perimeter
In an effort more fully to understandthe nature of the urban managementchallenge, the physical inventory of buildingswithin the historic perimeterhas been complementedby a householdlenterprisesurvey of residentsand businessesto developa social and economicprofile of the residentsand businessesof this part of Asmara. The survey has establishedsome generalparameters, including: the social and economic status of residents;the condition and status of public amenities, sanitation,water supply, domesticenergy; ownership,rental, tenancy, status of residencesand enterprises;income levels, and the portion of income devoted to rent; the nature of incomegeneration and the statusof poverty withinthe historic perimeter;the nature, scope and size of enterprisesand the status of employment;and extent of public ownership.The database which has been establishedwill be used in further planningand implementationof the Built Heritage Componentof the project.
Preliminaryfindings from the survey have establishedthat the populationwhich is resident within the Historic Perimeter is around 13,000, in 1,492 residences. There are another 953 small businessesor enterprises. With regard to water and sanitation,around 10 percent of respondentswithin the historic perimeterhave no access to drinkingwater supply. Around 56 percent of respondentshad no proper bathing facilities,while around 70 percentof respondentshad no facilityfor the disposalof human waste. Only a very small percentageof the buildings inventoriedhave no accessto solid waste collectionservices (0.5 percent).
Stall owners in informalmarkets employ as many as 4,000 people,many of them women. Income in this group is low, and periodic unemploymentis common. Enterprisesare clustered in three centers:Enda Ahmelti (fruits and vegetables);Medeber (stallsfor recycledhousehold goods, workshops, pepper and spice grinders);and Baranda (stalls for pulses, cereals, and vegetables). These three clusters of enterprises forms a backboneof the informal businesssector of Asmara. Rent is paid to the Zoba administration,and ranges from 9 to 30 Nakfa per month;gross income is thought to be much lower than formal sector enterprises. Employmentin the sector is highlyvolatile, and dependsvery much on suppliesand prices of commodities.
Alithoughthis analysis is preliminary,it does suggest that any significanteffort geared toward preserving buildingsin the historic perimetermust criticallyfocus on creatingthe incentivesfor private owners, businesses,and residents, properlyto conservebuildings of architecturaland historic importance,to develop public-privatepartnerships which help in doingthis, and to focus on how basic servicescan be improvedto these households. Finally, the ownershipstatus of many buildings remainsunresolved, and must be settled as a matter of priority as an importantprerequisite for building conservation.
Prioritiesfor conservation and investment
Eritrea's built environmenthas been neglectedfor decades. Little or no conservationwork has been undertakenin the recent past, and delaysin future conservationwill result in the further deteriorationof the built environment. There is little capacityfor undertakingbuilding conservation, though there are enormousneeds for doing so. Governmenthas taken the positionthat investnents in conservationof the built heritage must be expectedto increaseincome and to reduce poverty.Behind this idea is that a consciousand functionalpartnership between governmentand the people of Asmaraand Massawa, in particular,should be the basis for achievingthe objectivesof protectingthe built heritage of these cities.
If investmentsin the conservationof the built heritage are to have an impact on reducingpoverty, the poorestmust be able to take advantageof opportunitiesposed by these investments.Government has
- 30 - proposed,then, that physical conservationsupported through the project (as well as by other initiatives) would be targetedat the unemployed,for example,those who live withinAsmara's historic perimeterand the informalsectors operatingin Baranda,Medeber, and Enda-Hamli,and would focus on, among other things, providing trainingin the buildingtrades and in other skills.
Component Activities
The objective of the Built Heritage Componentof the CulturalHeritage Projectis to provide supportfor testing severalapproaches, on a pilot basis, for integratingpoverty reductionand growthobjectives with the conservationof the unique architecturalheritage of Asmara, and for developingfuture interventionsin Massawa and other sites. The Built Heritagecomponent of the project is expectedto comprise3 set of activities: supportingenterprise development; improving the deliveryof communityand public services; trainingand capacitybuilding.
Supporting enterprise development
The activitieswithin this sub-componentwill focus on strengtheningthe role of small businessesand communitieswithin the historic perimeterin the conservationof buildings and architecture. The project is expectedto finance:
* the design and pilot implementationof the Eritrean Conservation Fund to support for public-private partnershipsin restoringbuildings and public spaces for adaptivere-use. The fund will have a community-basedcomponent to it, to provideresources for demand-drivencommunity-centered activities to bring about local improvementsin the urban fabric. It is envisagedthat the Fund will provide grants to the private sectorand to communitieson a cost-sharingbasis to implementagreed buildingconservation activities. Granteeswill be expectedto go throughan applicationand vetting process in order to accessthese funds. Innovativeuses of the Fund, and a flexible approachto its use, are expectedto be encouragedin the design process. Two subsectorswill be particularlytargeted for work with the Fund. Firstly, it is envisagedthat stall owners witlinl the historic perimeterwill be encouragedto accessfunds to improvesocial amenities,such as hygiene and sanitation. Secondly, small pensions are found throughoutthe historic zone in Asmara, and it is envisaged that the project will work closelywith pension owners and operators,with financingfrom the Fund, to serve as engines of growthby providing alternativeand more diversetourist accommodationof a high standardto service the industry.
* strengthened capacityfor small enterprises working in the building trades. The project will finance the establishmentof a small workshop-- the Serandaworkshop (named after the wooden shutters found on many buildings)-- with the objectiveof providingsupport and trainingfor small-scale enterprisedevelopment and trainingin the building trades (with a focus on wood craft), basedin Massawa. It is envisaged that the workslop will work with older, and skilled craftsmen,as well as with disabledformer fighters,with the medium-termvision that they becomeowners of the enterprise itself, while providingan imnportantservice for the conservationand renovationof Eritrea's built heritage. As a trainingand demonstrationeffort, the Serandaworkshop will be engagedin the first instancein restoringthe so-calledCovered Walkway, an architecturalfeature around 17 meters wide and 100m long, found in the center of Massawa.
- 31 - * selective conservafion for small enterprise development There is a growing awareness of the need to undertakea publicly-financedconservation effort, as a demonstrationproject, which shows how an architecturallysignificant building can be conservedand re-used. Governmenthas also indicatedits interestin seeing that such a project could be used to house enterpriseswhich have otherwiselimited access to public or exhibition space. The projectexpects to finance the conservationand adaptive re-use of the Alfa Romeo building (whichdates from the late 1930s) as exhibitionand studio space for the Asmaraarts community.The Alfa Romeo center is expectedto be a key facilityfor the trainingof a new generationof artisans and crafts people,housing 10 to 15 studios. The work of artists will be combinedwith public awarenessprograms which encouragecultural heritage conservation,and other developmentpriorities such as sanitation,child development,and health education.The facilitywill be used as a demonstrationsite for how some of Asmara's older buildings can be renovatedand re-used in a sensitive,but architecturallyconsistent, manner.
Improving community and public services and assets
A key featureof the project has to do with how public spaces and public assets of significantcultural value can be revived to contributeto the life of the community. The project will pilotthree sets of activitiesin this regard, firstly having to do with the conservationof severalof Asmara's theatersfor their re-use by the community,the conservationof a public facilityto improveservice deliveryintegrated with the restoration of a small adjacent piazza, and lastly working with the Eritrean OrthodoxChurch to strengthencultural asset managementat one of its monasteries.
* The many movie theaters of Asmara,built mostly at the height of Italiansettlement in the 1930s, remain importantcultural assets for the city. Several of these are recognizedas architectural masterpieces. Althoughthe lively cinemaand theatricalcommunity which fostered their constructionis no longer central to their use, they continueto be heavilyused by communitiesand zobas, for meetings and cultural events. The project will finance preliminary planning and emergency conservation works of two theaters -- Teatro Asmara and the Capitol Theater. The planning process supported by the project would be used to identifypossible financing for the eventualrenovation. It is envisaged that the conservationplans for both theaterswould focus heavily on how they can be more fully used by the Sub-Zoba,both for cultural events and for public meetings. Conservationplans are expectedto include provisionsfor continuingeducation, and for office space for community-basedinitiatives such as conservation,self-help, or other income generatingactivities.
* Steps for the improved use of public spaces will be financed by the project. The project will finance modest conservationworks of a public building -- the Central Post Office, which dates from 1916 -- and will work to revive the community-baseduse and managementof two of the city's many piazzas and parks, to bring about their more effective use for social and cultural events. Many of these public open spaces,piazzas, and specialstreets have become derelict because of a lack of community participationin managingand maintainingthem. In the absenceof an appropriatemechanism for local management,local authoritieshave builtfences and padlockedopen spaces, gardens, and piazzas,to keep out those who misuse and vandalizethem. The practice is not consistentwith the original intentionthat these be kept as open spaces for the use of the community. A community-based approachto the managementof piazzas,which will be pilotedby the project,would result in their more effectiveuse for social and cultural events.
* The monasteryof Debre Bizen was establishedaround 1361 by Abuna Filipos, and is one of the most importantof its kind in Africa. It holds an extremely importantcollection of ecclesiastical
- 32 - manuscripts,some of which date to the 1400s,and possiblyearlier. Its importanceis rooted in the fact that it was one of the very few monasteriesto have escaped the ravagesof the Islamic invader,Ahmed Gragn, in the early 1500s. The project will provide support to the Debre Bizen monasteryfor building an archive for its manuscriptsand for openinga small museum at the site. A local committee of concernedindividuals, the Debre Bizen Committee,will be the primary mechanismfor mobilizing and deliveringthis support from the project.
Training and capacity building The project will finance training and capacitybuilding to bring about greater inclusionof the poorestin building conservationworks. It intends to identifycapacity for the buildingtrades amongstlower income groups and to focus on improvingthis capacity. The Secretariatwill develop guidelinesfor contractors involved in building conservationwhich encouragepro-poor employment practices and intendsto support the developmentof a broader pro-poorbuilt heritageconservation planning and regulatoryframework.
* The projectwill finance the developmentof a pilot training course on BuildingPreservation and Conservationat the AsmaraTechnical School. The objectiveof the course would be to developa skilled cadre of knowledgeablecraftspeople who can provide servicesin building preservationand conservation.Additional courses and workshopswill providebasic trainingin buildingskills related to conservationfor unskilled laborers,who are typicallyunemployed and from the poorest groups. It is envisaged that participantswill be associatedwith the three informal sector clusters of stalls in Asmara: Enda Ahmelti, Medeber,and Baranda. The objectiveis to develop a basic set of conservation building skills among as many as 500 peoplein this group. The trainingcourse will be linked with employmentgeneration activities supported by the ContractorsAssociation.
* Finally, the project is expectedto improve the capacityfor conservation planningthrough a series of priority planning initiatives,focused on three particulartasks for Asmara: clarifyingand formalizing the boundariesof the historic perimeterof Asmara;improving the regulatoryframework for built heritage con3ervation,in a way which supportspro-poor urban development;the developmentof special conservationareas, streets, and neighborhoods;pedestrian and bicycle zones; and small enterprisedevelopment; preparation of selectedconservation plans, supportedby targetedmapping and cadastralsurveys of portionsof the historicperimeter. The projectwill finance specializedservices and equipmentto carry out these tasks, underthe close supervisionof the SteeringCommittee and Secretariatfor CulturalHeritage. Dependingon the outcome from the planning exercisein Asmara, the initiativemay be extendedto other small urban centersin Eritrea of architecturalsignificance -- for example,Massawa, Keren, or Decamhare.
ProjectComponent 3 - US$0.50 million
Supportin! Livinit Culture
Background
There are nine indigenouslanguages natively spoken by Eritrea's nine ethnic communities,but there is little informationabout the extent to which each of these languagesis spoken, physical languageboundaries, and the distributionof dialects.The fact that populationnumbers are relativelysmall for some of these language groups suggeststhat these languagesare amongstthe most threatened. Recent scholarshiphas confirmedthe prevalenceof an old and rich repertoryof oral cultures across these languagegroups, which includestales, poetry, songs, proverbs,and sung folkloric games. In relative terms, some languagesappear
- 33 - to have been well-documented(Tigrinya and to a lesser extent Afar and Tigre). By contrast,there is little documentationof the oral traditionsof the other six languages.
The desire of Eritreansto preservetheir oral literatureis not somethingnovel, but rather one that has been deeply imprintedin the minds and hearts of many since the time of the liberationstruggle. Particularly since independencein 1993,there has been a palpableand an increasinglydeep awarenessthat the collection,preservation, and developmentof the country'soral traditions,literature, and accountsof its recent history is just as important as other sectors are for the nation's development. Indeed, there is a growingawareness of the need for urgent steps to prevent the loss of the country's oral traditionsand literature,with the view that if nothing is done now, many of these traditionswill be lost entirely. One of the greatestthreats to Eritrea's long-standingoral traditions is posed, paradoxicallyenough, by the spread of literacy. As the print and electronicmedia provide a more widespreadmeans for communicating,oral traditionsbecome less important,and are pushedfurther into the backgroundby the cultural and social mechanismsassociated with the print and media cultures. The second major danger to Eritrea's oral literatureis related to the fact that many of the elders who have long preservedthe folklore of the people are now old, and when they die.,they will take their stories and legendswith dtem.
The matter of the country'swritten history must be separatedfrom the questionof its oral traditions. Indeed, largelywith the exception of locally-derivedoral traditionswhich have captured many aspects of Eritrea's past, the country's written history has always been written by outsiders. Relatively contemporary historical accounts were first prepared by Italianscholars. Subsequent'histories' developedout of the British MilitaryAdministration, then from the Ethiopianperiod. Eritrea's history always belongedto someoneelse. Rather than capturing what Eritreansdid and wanted to happen on the one hand,most historiesreflect insteadwhat their rulers attemptedto impose on them, on the other. Because of this, written accountsthe Eritreanversion of events have long been suppressed. Having said this, the weight of informationabout Eritrea's history remains relativelyaccessible in recent memory and in extensivewritings about oral history. RecapturingEritrea's history must become a theme and priority of new historical studies.
Componentactivities
The objectivesof the Living Culture componentare to strengthenoral traditions,in particularpoetry and storytelling,by providingperformance opportunities for oral poets and storytellers,by providing training and building capacity in field methodsfor the collectionof oral literature,and by launchingpilot field studies to documentand record threatenedoral traditions;and to provide the resources to improvethe collectionof oral historiesand to strengthenthe capacityfor preparingan Eritrean historiography.
Reviving oral traditions andfolklore
The project is expectedto finance capacity building,field studies,and perfonnance opportunitiesfor the collectionand disseminationof oral traditionsand folklore. Three phases are envisaged. A first phase, which focuses on documentingoral poetryfrom known senior aging griots and griottes of Eritrea,and preservingit for future publicationand disseminationin primary and secondaryschools. The project will financeperformnance opportunities and workshopsfor these artists. The secondphase will involve documentingthe materialwhich has been collected,and classifyingit by genre. The third phase will involve cataloguingthe materialand making selectivetranscriptions of the text so that it can be made availableto a wider audience. An importantaspect of this phase of the activity will be to ensure a mechanismis found to begin to integratethe materialcollected into the educationalcurriculum.
- 34 - There are three features of this sub-componentwhich bear particularmention. Firstly, Govemrnentintends to build the capacity of the CulturalAffairs Bureau in the Ministryof Educationfor taking on this kind of work, especiallyfocusing on UNESCO'srecommendations regarding Safeguarding Traditional Culture and Folklore.Recommendations adopted by the GeneralConference at lTNESCO'stwenty-fifth session, November 15, 1989. Capacitywill be strengthenedby buildingskills throughpartnership arrangements and by using specialistsin the field. Secondly,the projectwill financetraining material and field studiesso that staff can gain experiencethrough practical exercisesin collectingoral literature. Thirdly, the project will financeperformance opportunities, either at festivalsor workshopsto encouragetraditional oral poets and storytellersto pass on their stories. Much of the riclness of the traditioncomes from the performance itself.
Building the capacityfor oral history
The project will financefield studiesand trainingin methodsof collectingoral history. While the project componentwill be jointly implementedby the Ministryof Education'sCultural Affairs Bureau and the PFDJ's History Project, partnershiparrangements will be developedwith Asinara University'sHistory Departmentto enable staff and studentsto gain greater experiencein collectingoral histories.
ProjectComponent 4 - US$0.50million
Documentation and Information Mana2ement
The Documentationand InformationManagement component seeks to provide supportto enable Governmenteventually to establishan EritreanArchival Systemto preservethe country'smemory for present and future generations. The National Archives will play a central role in this system as a public institutionthat preserves the historical recordsof the nation,establishes and operates a records managementsystem for the government,and coordinatesa networkof regionalarchives.
This componentof the project will concentratemainly on imnprovingprofessional skills and the administrativeframework for archival and records management(policies and proceduresfor creating, using, disposingrecords and for collecting,organizing and mak-ingavailable archives) by financingtraining and capacitybuilding for professionaland non professionalstaff in the archivesand ministries. Activities focused in protectingthe endangeredhistorical heritageare also tak}enin account.
Background
Concernfor the preservationof the writtendocuments of past and present and the diffusion of its history has been a major preoccupationin Eritrea since the strugglefor independencestarted. During the liberation struggle,the responsibilityfor collectingpublications and documents,preserving them and disseminating informationabout the past and present Eritrea situation was the task of two bodies created by the Eritrean PeoplesLiberation Front (EPLF): the Researchand DocumentationCenter (RDC) and the Researchand InformationCenter of Eritrea (RICE). The RDC was establishedin 1975, during the war, and was located in the liberatedareas of Eritrea. It was part of the Departmentof Informationof the EPLF. Since 1976, the RDC has being collectingdocuments from the differentcolonial periods, from the armed struggle and from more recent events, such as from during the referendumfor Eritrean independence.
Since 1991 RDC has acted de facto as the National Archives,covering the gaps in the archives situation by using with maximumefficiency all resourcesavailable. Lack of formnaltraining has being palliatedby
-35 - extensivereading and visits abroad and by the impressivecapacity of the staff to react to problems and to learn from experience. The absence of a legalframework has not constrainedthe RDC from being proactiveand effectiveas an institution. Equipmentand supplieshave been providedby a variety of donors, and materialshave been purchasedlocally when available. The RDC continuesto carry out the duties of a national archives center: it collectspublic and privatearchives, conductstraining courses for Ministry staff, is involvedin the preservationof audio-visualrecords in the archivesand in ministries, provides access to researchersto its holdings and is working to offer a central repositoryfor semi-current records in the ministries.RDC is also leading an initiativeto protect manuscriptsin the monasteries, churchesand mosques.
Thoughthe RDC has been functioningas a national archivefor some years, its organization,structure, and functionshave not been legally established. Archivallegislation should establish by law the difference betweenpublic and private records,which of these are consideredto be archivalheritage, and how they are to be conserved. Legislationshould also characterizethe role and the administrativestructure of an archivalsystem, of regionalarchives, and of the public records managementsystem. Importantprogress has already been made in preparinga legalframework for archival and records managementas a result of varioustechnical studies and inputs.
Thoughthe developmentof legislationand appropriateinfrastructure must be a mediumterm priority for RDC as it moves througha transition to become a National Archives,several areas require urgent investment. Firstly,there are seriouscapacity constraintsat the national and regional level in records and archivalmanagement, and growingneeds for skilled staff to handlethe demandsof records managementat the nationallevel. Secondly,an extensivecollection of photographicarchives in the Ministry of Information,and audio-visualrecords in the RDC needs urgentconservation, and investment.The skills and equipmentto do so are lacking. Thirdly,the conservationand study of ecclesiasticalmanuscripts is becomingan increasinglyimportant concern because of the deteriorationthey are sufferingthrough improperstorage. There is also a keen interestin developinga better understandingof the extent of Eritrea's ecclesiasticalrecords, and in making these available to a wider group of scholarsand historians. Finally, there is at least one significantprivate archive in Eritrea which has urgentlybeen seeking support to improve its system of cataloguing. The Pavoni Center operates an extensivelibrary as part of its technicaltraining facilities in Asmara,and has one of the best collectionsof historic documentsabout Eritrea,public or private. The collectionis currentlyuncatalogued, and access to it dependson the knowledgeof a single individual.
Component activities
The objectivesof the Componentare to strengthenskills in the area of Archivesand records management, and to build the capacity for the eventualestablishment of an EritreanNational Archivessystem. It is envisaged that the project componentwill financefour sets of activities:capacity building in archivaland records management;conservation of audio-visualand photographicrecords; ecclesiastical manuscript preservation;and private archives support.
Capacity building in archival and records management
The developmentof professionalskills is keenlyneeded to strengthenthe capacityfor the establishmentof the National Archives. There are severalgroups of people which require urgenttraining, with different objectives:professional staff in the RDC who have graduatelevel qualificationsand direct experience,but no formal trainingin archives management;Ministry staff already involvedin recordsmanagement and archivalactivities, but who have no formal training;and studentsfrom Asmara Universitywithout formal
- 36 - training in recordsmanagement.
There are no local graduatetraining opportunities in archivaland recordsmanagement. The project will provide resourcesfor up to 6 course years of overseas trainingor equivalent.Staff receivingthis training will be expectedto develop a local course of training to build archivalskills withinEritrea. This training should provide:
* a basic understandingof records managementand generalprinciples and practicesof archivalsystems; * generalknowledge of the Eritreanarchival system; * sufficientbackground to be able to apply EritreanStandards in the creation,use and dispositionof currentrecords, under the supervisionof a senior archival staff; * skills which enable staff to organize and describe archivalfonds under the supervisionof archival senior staff; * knowledgeof basic techniquesof preservationof any kind of format and recordreproduction; * an ability to informationand monitor and manageactivities in the archivalreading room; * knowledgeof the most appropriatestorage techniques for differentkinds of archivalmedia and formats.
Conserving audio-visual and photographic records
The RDC, the Ministry of Informationand, to a lesser degree, other EritreanMinistries, have accumulated an importantcollection of video, audio and photographicrecords and documents.The audio collectiondates to 1972 and contains 10,000audiocassettes and 4,000 reel to reel recordings.The video collectionconsists of 5,500 videocassettesand covers the period from 1974until the present, and continuesto add materialto its collectionfrom locally produced TV programs.To avoid deteriorationof the materialsdue to improper housing and technicalobsolescence of the fornats, the RDC purchasedequipment and suppliesto transfer old tapes to digitalmedia. One fourth of the collectionhas been transferred,but the program has been stoppedbecause of a shortageof suppliesand limited capacityto maintain the audio-visualequipment. The projectwill funancetraining in the maintenanceof the digitalconversion equipment, more general training with regard to the preservationof audio-visualand photographmaterial, and the purchaseof equipmentand materialto continuetransferring the collectionto digitalformats.
Ecclesiasticalmanuscript preservation
There are around 15,000manuscripts dating from the 14th and 15th century located in monasteries, churchesand mosques.These manuscripts,of religiouscontents, are written in Ge'ez (the early ecclesiasticallanguage) and some are illuminatedand have a high artistic value. They also contain a annotationsin old Tigrinya in the margins that are a basic source of informationof everyday life (detailsof communitydisputes, customarylaw, registrationof land ownershipand individual local disputes).Apart from their high artistic value, these manuscriptsare the main source of informationfor pre-modemEritrea history and are also the only existing sourcefor the study of the early Tigrinyanlanguage. The RDC is presentlypreparing an inventoryof manuscriptsand religiousartifacts. The inventoryhas focused on the fact that many manuscriptsare poorly stored. Some monasterieskeep them buried in caves, and few facilities have proper librariesor shelvesfor their preservation.They are not accessibleto researchersand to scholarlycommunity.
The project will finance storage units and shelvingfor a number of the most importantmonasteries and churcheswhich are leadingrepositories of maniuscripts.The objectiveof this activity is to ensure the preservationof the manuscriptsin the monasteriesby providing safe storage areas and by teachingmonks
- 37 - and churchmenbasic preservationskills. On a pilot basis, manuscriptsfrom a selected group of monasterieswill be microfilmedand cataloguedto make them more generallyaccessible to other scholars. Microfilmswill be stored in the RDC premisesand will be used as a securitycopy, in case of physical destructionof the original, and to provide access copiesfor researchers.
Private archives support
The Pavoni Center's library,an extensive privatearchive, is the result of the personal efforts of a single person, an Italian Catholicpriest. The librarycomprises a collectionof about 40,000 volumes plus some indefinitenumber of periodicalswaiting to be bound,plus a collectionof non-publishedmaterials and booklets in specialized Eritrean,Ethiopian and African studies.The library is a remarkablesource of informationfor studies related to Eritrea and neighboringcountries, and has specialvalue for heritage research because it contains books on linguistics,architecture, archaeology, arts and crafts, local traditions, history and other subjectsas well as many reference books, manuscriptscatalogues, libraries and archives catalogues,and dictionaries. The libraryis open to studentsand researchers.The books are organizedby general subject, but with little greater specificity.The library has no register or catalogue, and its organizationis largely the responsibilityof the librarian,who is familiar with the location of the most importantinformation. The project will finance modest hardwareand softwareto enable the Pavoni center to begin preparationof a catalogueof the most importantresources in the library.
ProjectComponent 5 - US$0.40million
Coordination and Manazement
In addition,the project will providefinance for the costs of Coordinationand Management,including Financialand ProcurementManagement, and Monitoringand Evaluation.
- 38 - Annex3: EstimatedProject Costs ERITREA:Cultural Assets Rehabilitation Project
ProlecCot- m oYg ~ Tt 1. Site Planning,Conservation and Museum Development 0.70 0.60 1.30 2. Conservingthe Built Environment 1.30 0.80 2.10 3. SupportingLiving Culture 0.10 0.40 0.50 4. Documentationand Infotmation Management 0.00 0.45 0.45 5. Coordinationand Management 0.20 0.15 0.35 TotalBaseline Cost 2.30 2.40 4.70 PhysicalContingencies 0.25 0.20 0.45 Prce Contingencies 0.15 0.10 0.25 Total Project Costs 2.70 2.70 5.40 Total Financing Required 2.70 2.70 5.40
-~~~rjc -CostBy atgry «mihkn.U$ $mie VS $,iif CivilWorks 110 0.50 1.60 Goods and Equipment 0.05 0.70 0.75 Consulting Servicesand Training 0.45 1.10 1.55 Grants 0.50 0.10 0.60 OperatingCosts 0.60 0.30 0.90 Total Project Costs 2.70 2.70 5.40 Total FinancingRequired 2.70 2.70 5.40
Identifiabletaxes and duties are 0 (USSm)and the total projectcost, net of taxes, is 5.4(USSm). Therefore,the projectcost sharingratio is 92.590/%of total projectcost net of taxes.
-.39 - Annex 4: Cost EffectivenessAnalysis Summary ERITREA: CulturalAssets RehabilitationProject
In the contextconsidered here, 'cultural heritage' includesboth the material aspects of culture (for example,historic sites and buildings, landscapes,and objects of particularhistorical, architectural, aesthetic,or cultural significance)as well as non-materialaspects such as social practices, symbolicforms of expressions(for example,the arts, music, dance, oral traditions,literature, etc.), values and beliefs.
Summaryof benefits and costs:
In light of the pilot nature of this project,only notionaland qualitativeeconomic analyses will be undertakena priori. The project is expectedto generatea range of benefits associatedwith: a) experience gained with various institutionalpartnership arrangements for culturalheritage conservation;b) improved planning and site interpretationto accommodateconservation needs and tourism interests in cultural sites; c) growthand povertyreduction associatedwith the developmentof enterprisesto support built heritage conservation;d) conservationof culturalassets which might otherwisehave been lost, for example,to theft or as a result of development,e) communityinvolvement in cultural site conservationand management,f) improvedmanagement of public records; and g) improvedinstitutional capacity to formulate and implementcultural asset managementprograms.
Main Assumptions:
Cost-effectivenesswas carefullyconsidered during project design. As pilot operations,interventions under ail componentsare expectedto be relativelysmall-scale and will seek to optimizethe impacts of resource use by developingpartnership arrangements with domesticand internationalorganizations such as Mrara Art Association,Mahber Fikri Sine-Tibeb,ICCROM, and UNESCO. Site conservationactivities are expectedto use local building materialsand labor intensivemethods. There is a very strong elementof capacitybuilding in the project design,which is intendedto contributeto longer-term sustainability.
Cost-effectivenessindicators:
-40 - Annex 5: FinancialSummary ERITREACultural Assets RehabilitationProject Years Ending June 30
I Year I Year 2 I Year3 Year4 I Year 5 i Year6 I Year7 Total Financing Required ProjectCosts InvestmentCosts 1.8 1.8 1.4 RecurrentCosts 0.1 0.1 0.2 Total ProjectCosts 1.9 1.9 1.6 0.0 0.0 0.0 0.0 Total Financing 1.9 1.9 1.6 0.0 0.0 0.0 0.0 Financing IBRDIIDA 1.7 1.8 1.5 Government 0.1 0.1 0.1 Central 0.0 0.0 0.0 Provincial 0.0 0.0 0.0 Co-financiers 0.0 0.0 0.0 Othersources 0.1 0.0 0.0 (Unidentified) Others 0.0 0.0 0.0 Others 0o0 0.0 0.0 Others 0.0 0.0 0.0 Others 0.0 0.0 0.0 Others 0.0 0.0 0.0 Total Project Financing 1.9 1.9 1.6 0.0 0.0 0.0 0.0 Main assumptions:
- 41 - Annex 6: Procurementand DisbursementArrangements ERITREA. Cultural Assets RehabilitationProject
Procurement
Procurementfinanced under the project will be limitedto recruitmentof consultantsservices, office equipment,a limitednumber of vehicles,some civil works, grant-financedcommunity-based activities, and operatingcosts. An experiencedProcurement Specialist in the Secretariatfor the SteeringCommittee on CulturalHeritage will be responsiblefor ensuringthat procurementfor works and goods is canied out in accordancewith the Bank's Guidelinesfor Procurementunder IBRD Loans andlDA Credits (dated January 1995 and revised in Januaryand August 1996, in September1997, and January 1999). Consultancyservices financed by IDA will be procuredin accordancewith the Bank Guidelinesfor the Selection and Employment of Consultantsby World Bank Borrowers(dated January 1997, and revised September1997 and January 1999).
A GeneralProcurement Notice will be publishedin United Nations DevelopmentBusiness (UNDB)and will includea descriptionof required servicesor goods,the client agency,and the budgetedcost. This notice will be updatedevery year during the executionof the projects until all contracts and assignments have been procured. In the case of contractswhich are expectedto cost more than $200,000equivalent, SpecificProcurement Notices will be issued seekingexpressions of interestthrough the nationalpress.
To the extent possible,procurement arrangements have been designedto respond to the need for flexible use of procurementmethods, given the institutionalcapacity of the implementingagencies. A detailed ProcurementPlan, based on the inputs identifiedin ProjectImplementation Plan will be preparedwithin 6 months after Credit effectiveness,and this will be revised annuallyduring preparationof the Annual Work Program and Budget. Wheneverpossible, procurement items will be consolidatedinto appropriately-scaled contractingpackages.
To complementa LACI compatiblefinancial management system, the Secretariatwill also implementa procurementmanagement and monitoringsystem. This will be requiredto: (i) estimatecash forecastsfor withdrawalsunder the LACI system,and to (ii) monitor physical progress of outputs against contracts committed. ProcurementEvaluation Committee
Most procurementof goods,works, and serviceswill be carried out by the Secretariat. Participating agencies will be able to procure a limitednumber of small items (i.e. incrementaloperating expenditures such as fuel, office supplies,DSA, etc.) to facilitatethe timely execution of tasks. Procurementby each implementingagency is not expectedto exceed US$30,000annually.
A ProcurementEvaluation Committee (PEC) will be constitutedby the SteeringCommittee to support the implementationof the CulturalAssets RehabilitationProject. Its primaryfunction will be to evaluate tenderdocuments for all goods,works, and servicesto be financed by the Project, and on the basis of these evaluations,provide recommendationsfor contractawards. The Committeeconsists of:
Chainnan of the Secretariat,Project Coordinator ProcurementSpecialist, Secretariat (Member & Secretary) Finance/Accountant,Secretariat (Member) Other membersto be assigned on an ad hoc basis
- 42 - The presenceof all PEC members will be requiredfor all bid evaluations.
Goodsand equipment
Contractsfor the procurementof goods (e.g. vehicles,computers and other office equipmentnot available locally) wouldbe packagedinto larger contractswherever possible. Goods with an estimatedvalue of more than US$150,000per contractwill be procuredthrough International Competitive Bidding, using the Bank' s StandardBidding Documents(SBD). Goods, equipment,and furnitureavailable locally with an estimatedvalue of more than US$50,000 per contractbut less than US$150,000per contract,up to an aggregateamount of about US$200,000equivalent will be procuredfollowing National Competitive Bidding(NCB) procedures. Individual units of office equipment (individual fax machines,printers, laptop computersand vehicles)may be purchasedthrough the Inter-AgencyProcurement Services Office (IAPSO) of the United Nations, with an aggregatevalue not to exceed US$200,000. National and International Shoppingprocedures, based on comparingprice quotationsfrom at least three suppliersin response to writteninvitation, may be used for items availableoff-the-shelf for individualcontracts of US$50,000 equivalentor less, up to an aggregateamount of about US$500,000. All ICB contracts will be subjectto Bank prior review. In addition, the first three contracts procuredunder NCB will be subjectto prior review by the Bank. Civilworks
Civil works to be carried out under this project are expected to consistof small contractsmostly under US$100,000and therefore no procurementunder ICB proceduresis envisaged. Individualcontracts for civil works under US$75,000,up to an aggregate amount of US$400,000 will be procured through quotationswith the use of lump sum contractprocedures, and on the basis of three quotationsfrom qualifiedcontractors. It is envisaged that contractsfor larger site conservation for which extensive specialistskills are not required, and which cost more than US$75,000but less than US$250,000per contractwill be procured underNational CompetitiveBidding (NCB). Smallerworks executedunder the direct supervisionof staff from the ImplementingAgencies and costing less than US$30,000per contract, up to an aggregateamount of US$200,000may be procuredthrough the use of simple selectionmethods based on specificexpertise required for the tasks, with paymentsmade on the basis of performanceof measurableoutputs, particularly where experiencedspecialist craftsmen and builderswho have typically been employedin the past are needed.
Consultingservices and training
Consultancyservices for all componentsof the project, includingstudies, technical assistance,supervision of works, and training, requiringthe recruitmentof consultingfinns or individualconsultants will be procured in accordancewith the Bank's Guidelinesfor the Selection and Employment of Consultantsby World Bank Borrowers.
Individualconsultants contracts and consultingfirms contractsbelow the threshold of US$50,000and USS100,000respectively may be awardedon the basis of qualificationsand experiencein accordancewith Bank guidelines. For these contracts,prior review will be requiredof all TORs, proposedbudgets, contracts,and consultantqualifications. Prior review will also be required of all single-sourceconsultancy or training contracts,regardless of their value. Contractsfor individualconsultants below US$50,000, and for consultingfuims below US$100,000, will be subjectto post-review. Technicalevaluation reports for
- 43 - contracts exceedingUS$100,000 will require IDA's no-objection.
With regardto workshops,training, and study tours, prior review of arrangementsrelated to participation in workshops and training, includingproposed budget, agenda, participants,location of training, and other relevantdetails, will be required.
For most activities,however, prior review will be limitedto ICB and to contracts abovethe thresholds stated above. IDA may request prior review of bid documents,evaluation methods and contractsfor which theyrequire more detailed information. Similarly, any request for no objectionfrom Secretariatwill be formally replied by IDA.
Post review
Under the project,the procurementactions not subjectto prior review as describedabove, above will be subjectto post-review.This to allow for fast disbursementof funds while assuring transparencyand consistencywith these procedures.All documentationused for the proceduresof contracting, recruitment of consultingservices, evaluation and award shall be retained by the Secretaniat forgubgequent examinationby independentauditors and IDA supervisionmissions. The number,timing and pattern of supervisionmissions will be determinedat the start of the implementationprogram.
Procurementmethods (Table A)
Table A: ProcurementCosts by ProcurementArrangements
ProcurementArrangements (USS million) Procurement National Localand SmallWorks/ FromUN Consulting Non-Bank Total Requirements Competitive Intemational Community Agencies Services Financed Bidding Shopping Grants A. CivilWorks 1.0 - 0.5 - 0.1 1.6 (0.9) (0.4) (0.1) (1.4) B. Goodsand 0.5 0.2 - - 0.7 Equipment (0.5) (0.2) (0.7) C. Consulting 1.4 0.1 1.5 Services,Training, (1.4) (0.0) (1.4) Audits D. Grants _ - 0.7 - 0.7 (0.7) (0.7) E. OperatingCosts - 0.8 - - 0.1 0.9 (0.7)(0 (__1) (0.8) Total 1.0 1.3 1.2 0.2 1.4 0.3 5.4 (0.9) (1.2) (1.1) (0.2) (1.4) (0.2) (5.0)
Note:figure in parenthesesare the respectiveamounts financed by IDA.
-44- Prior review thresholds (Table B) Table B. Thresholds for Procurement Methods and Prior Review
Contracts subject Expenditure Category Contract value Procurement method to prior review A. Civil Works /a < $75,000 Quotations (up to an aggregate value of first three $400,000), awarded on the basis of contracts quotationsobtained from three qualified national contractors > $75,000 but < NCB first three $150,000 contracts B. Goods and < $50,000 Shopping,for an aggregate not to none Equipment exceed $500,000 > $50,000 but < NCB, for an aggregate not to exceed first three $150,000 $200,000 contracts subject to prior review > $150,000 ICB All Individual units of IAPSO. Individual contracts not to none office equipment, exceed $30,000 for an aggregate not to fumiture, vehicles exceed $200,000. C. Consulting Services, > $50,000 for Individual Qualifications All Training,Audits individuals > $100,000 for firms; QCBS All < $50,000 for Qualifications. Sole sourcing may be TORs, budget, individuals or < allowed subject to clauses 3.8 to 3.11 of qualifications, $100,000 for firms; the Guidelines. contract Workshops, training, Acceptable national practice All study tours D. Grants < $30,000 Small-works or communitycontracts None E. Operating Costs All operating costs Acceptable national commercial None and field expenses practice. ______Projectsupport staff Individual Qualifications. All
a/ For individual small works contracts valued less than $75,000, up to an aggregate amount of S 400,000 fixed price contracts may be awarded on the basis of quotations obtained from three qualified national contractors.Civil works contracts over $75,000 but under $ 150,000will be procured followingNCB procedures. NCB -- National Competitive Bidding IAPSO-- InteragencyProcurement Services Organizationof the UN QCBS-- Quality and Cost-Based Method ICB - Intemational Competitive Bidding
- 45 - Disbursement
Allocafionof creditproceeds (Table C) All disbursementswill be handledin a manner which is consistentwith the WorldBank's Disbursement Handbook, and as describedin the DevelopmentCredit Agreement. Funds will be disbursedover 3 year period, planned to begin in August 2001. The CompletionDate will be July 31, 2004 and the ClosingDate will be January 31, 2005. All applicationsto withdrawproceeds from the Credit will be fully documented, except for expendituresfor operating costs and for contractswith a value of $50,000 or less for goodsand equipment,$75,000 or less for civil works, $20,000 or less for grants, and for consultantservices under US$100,000for firms and US$50,000for individualsfor which reimbursementsmay be made against Statementsof Expenditure(SOEs). Supportingdocumentation will be retainedby the Secretariatand will be availablefor inspectionand review as requestedby IDA SupervisionMissions and by project auditors.
A review of accountingand financialmanagement systems concluded that, while the Secretariat'sfinancial managementsystem is basically sound,it is currentlynot capable of complyingwith Loan Administration Change Initiative (LACI) Guidelines. The following steps will need to be carried out before the Secretariat is able to meet LACI requirements:
* developmentof a Chart of Accounts,appropriate for the project; * developmentof a LACI compatiblefinancial reporting format acceptableto the Bank;
Provided these steps are taken, it is envisagedthat the Secretariatshould be LACI capable within 18 months from the date of effectiveness. Once the Secretariatis assessedto be LACI capable,the Credit Agreementwill be amendedto reflectthat disbursementsare to take place on the basis of Project ManagementReports thereafter. In this event, it envisagedthat the project will adopt streamlined disbursementprocedures once LACI Guidelineshave been met. The decisionto adopt streamlined disbursementprocedures will be made in consultationwith a Bank FinancialManagement Specialist who Will:
* review experienceto date with the quality of withdrawalsubmissions, operation of the Special Account.SOE submissionsand documentationretention in the field, and the general effectivenessof project managementand accountingstaff; * ensure that the Special Accounthas been reconciledand any outstandingissues resolved; * review supervisionreports to assess implementationprogress and issues; * review any available audit information,as well as any other financial reports,with a view to forming an opinion on the reliabilityof project accounts.
Once the Secretariatis assessedto be LACI capable, the Credit Agreementwill be amended to reflectthat disbursementsare to take place on the basis of Project ManagementReports thereafter.
It is envisaged that one Special Account,acceptable to IDA, will be established.The authorizedallocation of this accountswill be US$500,000. Requestsfor replenishmentof the SpecialAccount should be submittedto IDA every month under normalcircumstances, but in any event, not less frequentlythan once every three months.
Five disbursementcategories are envisaged:civil works, goods and equipment,consulting services and training, grants, and operating costs.
- 46 - TableC: Allocationof Credit Proceeds
On' ixpnditur Categoy iAmountinUS$million , inanctng . 1. Civil Works 1.30 90 % 2. Goods and Equipment 0.60 100 % of foreign costs 90 % of local costs 3. Consulting Services,Training, Audits 1.20 100 % 4. Grants 0.80 100 % 5. Operating Costs 0.60 90 % Unallocated 0.50
Total Project Costs 5.00 Total 5.00 Note: Operatingcosts are definedto include building,equipment, and vehicle maintenancecosts; fuel, small purchasesof office supplies, buildingrental charges.utilities, internet access, telephone charges,staff travel and subsistenceexpenses not elsewhere provided,and project support staff (but excludingcivil servants' salaries.)
- 47 - Annex 7: Project ProcessingSchedule ERITREA: Cultural Assets RehabilitationProject
ProJectSchedule ...... Act-at Timetaken to preparethe project (months) 6 FirstBank mission (identification) 01/24/2000 Appraisalmission departure 11/07/2000 Negotiations 05/15/2001 Planned Date of Effectiveness 08101/2001
Preparedby: SteeringCommittee on Cultural Heritageunder the auspicesof the Ministry of Finance, State of Eritrea. The Steering Committeeon CulturalHeritage is comprisedof:
Naigzy Gebremehdin,Chairman, Steering Committee on CulturalHeritage; Eritros Abraham,Office of the President; Yohannes Tecle Haimanot,Municipality of Asmara; AlemsegedTesfai, Oral History Project (PFDJ); ZemhretYohannes, PFDJ; Azeib Tewelde,Research and DocumentationCenter; Solomon Tsehaye, CulturalAffairs Bureau, Ministry of Education; Yosef Libsikel, National Museums of Eritrea; Kidane Solomon,Ministry of Tourism; Daniel Tesfalidet,Ministry of Finance (ex officio); Kesete Abraha,Steering Committeeon CulturalHeritage, Secretariat(ex officio)
Preparationassistance: InternationalCouncil on Archives ICCROM (InternationalCenter for the Study of the Preservationand Restoration of CulturalProperty)
Bankstaff who worked on the projectincluded: ;NqgblqrName Speclity Peter Dewees Team Leader Naima Hasci Social Scientistand CulturalHeritage Specialist Arlene Fleming Peer reviewer KreszentiaDuer Peer reviewer Iraj Talai Financial ManagementSpecialist BrightonMusungwa Financial ManagementSpecialist FrancescoSarno ProcurementSpecialist
-48 - Additionalassistance in preparingthe project was providedby:
Joseph King, Site ConservationSpecialist, ICCROM (consultant to the Bank) MontserratCanela Garayoa,Archival Specialist, International Council on Archives (consultantto the Bank) Brevio Peppo, Architect (consultantto the SteeringCommittee on CulturalHeritage) Dawit Debessay,Architect (consultantto the SteeringCommittee on CulturalHeritage) Zahra Mekki, Architect (consultantto the SteeringCommittee on CulturalHeritage) Prof. Ezra Gebremehdin,Ecclesiastical Manuscripts Specialist, Department of Theology,Uppsala University(consultant to the SteeringCommittee on CulturalHeritage) Prof. Paolo Marrasini, EcclesiasticalManuscripts Specialist, Universita degli Studi di Firenze, Italy, (consultantto the SteeringCommittee on CulturalHeritage) Dr. GhirmaiNegash, Oral traditions specialist,Leiden University,(consultant to the Steering Committee on CulturalHeritage)
-49 - Annex 8: Documents in the ProjectFile* ERITREA: CulturalAssets RehabilitationProject
A. Project ImplementationPlan Eritrea Cultural Assets RehabilitationProject, Project ImplementationPlan Working Paper 1: Site Planning and Conservation WorkingPaper 2: Conserving the Built Environment WorkingPaper 3: Supporting Living Cultures Working Paper4: Documentation and Information Management
B. BankStaff Assessments Eritrea CulturalAssets RehabilitationProject ProcurementAssessment (LACI), Francesco Sarno (April 15, 2000) Eritrea CulturalAssets RehabilitationProject, Financial ManagementCapacitv Assessment,Brighton Musungwa (February 12, 2001)
C. Other Peer ReviewersComments on the PID and Logframe Arlene Fleming, 2/26/2000 KreszentiaDuer, 2/28/2000
Peer ReviewersComments on the PAD Arlene Fleming, 11/02/2000 KreszentiaDuer, 11/02/2000
*Includingelectronic files
- 50 - Annex 9: Statement of Loans and Credits ERITREA:Cultural Assets RehabilitationProject May-2001 Differencebetween experted and actual Orginal Amountin US$ Millions disbursements' Project ID FY Purpose IBRD IDA Cancel, Undisb. Ong Frm Rev'd P068463 2001 INTEGRATEDEARLYCHILOHOOD PROJECT 0.00 40.00 0.00 35.41 0.90 0.00 P065713 2001 HNVIAIDS,MALARIA, STDS& TS CONTROL 0.00 40.00 000 39.09 0.22 0.00 P044674 2001 EMERGENCYRECONSTRUCTION 0.00 90.00 0.00 49.31 -3.05 0.00 P034154 1998 PORTS 0.00 30.30 0.00 15.01 12.42 0.00 P050354 1998 HUMANRES.DEV 0.00 53.00 0.00 21.83 0.98 0.00 P043124 1998 HEALTHPROJECT 0.00 18.30 0.00 11.70 9.71 0.54 P044651 1997 ROADENGR. CREDIT 0.00 6.30 0.00 0.23 0.52 0.00 P039264 1996 COMMUNITYDEVELOPMENT FUND 0.00 17.50 0.00 0.41 1.56 0.00
Total: 0.00 295.40 0.00 172.98 23.25 0.54
- 51 - ERITREA STATEMENTOF IFC's Held and Disbursed Portfolio May-2001 In Millions US Dollars
Committed Disbursed IFC IFC FY Approval Company Loan Equity Quasi Partic Loan Equity Quasi Partic 1997 SEFTesinma 0.73 0.21 0.00 0.00 0.40 0.21 0.00 0.00 Total Portfolio: 0.73 0.21 0.00 0.00 0.40 0.21 0.00 0.00
ApprovalsPending Commitment FY Approval Company Loan Equity Quasi Panic
TotalPending Commitment: 0.00 0.00 0.00 0.00
- 52 - Annex 10: Country at a Glance ERITREA Cultural Assets Rehabilitation Project Sub. POVERTY and SOCIAL Saharan Low- Eritma Africa income Development diamond 1"99 Population. mid-vear (millions) 4.0 842 2 417 Life expectancy GNP ner capita (Atlas method. USSI 200 500 410 GNP (Atlas method.USS billions) 0.79 321 988 Averaoe annual arowth. 1993-99
Pooulation fX) 2.7 2 6 1 9 Labor force(%l 2.7 2.6 2.3 GNP Gross per primary Most recent estimatellatest yer available. 1993-991 c)pit Povertvf% of ooulation belownational oovertv line) Urban coculation (% of iotafoouletion) 18 34 31 Life eoectancyv at birth (vesrs) 51 50 60 Infant mortalitv trow 1.000 live births) 81 92 77 Child malnutrition f% of children under 5) 44 32 43 Access to safe vater Access to imoroved water source (% of ooulationl 7 43 64 illiteracy (% of ooulatbon aoe 15+) 47 39 39 Gross orimarv enrollment (% of school-ase oooulation) 53 78 98 _EriMsa - Low-incomn group Male 59 8S 102 Female 48 71 86
KEY ECONOMIC RATIOS and LONG-TERM TRENDS 1979 11989 199t 1999 EconomIc ratloe GDP (USS billions) .. 0.68 0.67 Gross domestic investment/GDP 47.2 44.6 Trade ExDorts of oods and services/GDP 18 0 14.9 Gross domestic savinas/GDP -24.5 -20.1 Gross natonal savinoslGDP 12.2 14.0 Current account balance/GDP .35.0 -32.6 Domestic Interest oavmentslGDP 05 03 Savings rInvestment Total debt/GDP 20.8 33.5 Total debt servicelexDorts 1 5 1 4 Present value of debtGODP Presentvalue of debt/exoorts .. Indebtedness 1979-89 1989-99 1998 1999 1999-03 (averae annual orowth) GDP 5.2 3.9 3.0 61tEriles Low-inome group GNP oer caoita 1.8 -5.8 -1.0 3.5 Exoorts of ooods and services -1 6 -46.6 -4.0 16.9
STRUCTURE of the ECONOMY 1979 1989 1998 1999 Growth of investment end GDP (%) (% of GDP) Aoriculture 6 .9 16.1 16.0 Industrv 33.6 274 27.3 10 Manufacturino 30.0 14.1 139 Services 49.5 56.5 58.6 o _ _
Private consumotion 75 5 7215 -s is 5 ST t I General oovernment consumotion 49.0 47.6 GDI _GDP Imoorts of aoods and services 87.6 79.5
1979-89 1989-99 1998 1999 Growth of exports and Inports (Y) (av raoe annual arowth) Aoriculture o I ndustrv ro Manufacturino 40 Services e
Private consumoton 20 4 1 t C General oovernment consumotion 40 Gross domestic investment 40 Imoorts of ooods and services 124 1.5 -10.0 Epat Imports Gross national oroduct 486 -3.2 1.9
Note: 1999 data are preliminary estimates. GOP components are estimated at factor cost. The diamonds show four kev indicators in the countrv fin bold) comoared with its income-orouD averaoe, It data are missino. the diamond %vill be incomolete
- 53 - Eritrea
PRICES and GOVERNMENT FINANCE 1979 1989 1998 1999 Inflation Domesticpneces (A5change) 40 Consunmerprices 16.6 8.3 3: ImpicdtGDP deflator 27 126 2
Govemment ffnance la (56 of GDP inctudes current grants) a Current revenue 34.8 29 2 94 95 96 97 99 "I 0 Current budget balance -11.6 -162 GDPdefletor CPI Overall surplus/deficit -41 4 -50.2
TRADE
(US$ m,lins) 1979 1989 I 1999 Export and import levels(USS mill.) Total exports (fob) 28 26 so0 n.a. Manufactures 7 400 Total imports (af) 527 507 Food -75 200 Fuel and energy 6 Capital goods 139 o
Esoort orice index (1995=100) 93 94 95 X S 98 Imnoortorice index (19950=100) *r Exports * imports Termsaf trade (1995=100)
:-ALANCE of PAYMENTS (USS mrtlons) 1979 1989 1998 1999 Current account balance to GDP(%) Exports of goods and services 109 100 20 Imports of goods and services 597 562 I: Resource balance -488 -4d2 Net income o 4 3 Net current transfers 246 240 10
Current acoount balance -238 -219 20 Financing tems (net) 73 227 U0 Changes in net reserves 165 -8 memo: Reserves incdudina oold (USS millions) 145 122 CnrnvmPinn rat. (DOECloca)AJSS) 7.4 B 7
EXTERNAL DEBT and RESOURCE FLOWS 1979 1989 1998 1999 (USS midlions) Composition of 1999 debt (USS milL) Total debt outstanding and disbursed 142 225 IBRD 0° G0 I IDA 37 56
Total debt service 4 3 IBRD 0 0 IDA 0 0
Composition of net resource flows E 100 Official grants 74 Offiaal creditors 65 69 Private creditors 0 0 Foreign direct investment 0 Portfolio equity 0 4
World Bank program Commitments 53 0 A- IBRD E - BialerI Disbursements 6 16 8- IDA D- Othermultilateral F- Private Principal repayments 0 0 IMF n-st-m Net flovs 6 16 Interest payments 0 0 Net transfers 6 16
Development Economics 8/21/00
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