REQUEST FOR CEO ENDORSEMENT/APPROVAL PROJECT TYPE: FULL-SIZED PROJECT THE GEF TRUST FUND S Submission Date: 06/07/2012 PART I: PROJECT INFORMATION Expected Calendar (mm/dd/yy) GEFSEC PROJECT ID: 4035 Milestones Dates GEF AGENCY PROJECT ID: P120561 Work Program (for FSPs only) COUNTRY(IES): Tunisia Agency Approval date 11/30/2012 PROJECT TITLE: Ecotourism and Conservation of Desert Implementation Start 01/01/2013 Biodiversity Project Mid-term Evaluation (if planned) 30/06/2016 GEF AGENCY(IES): World Bank Project Closing Date 01/01/2018 OTHER EXECUTING PARTNER(S): DGEQV, DGF, ONTT, CRDAs GEF FOCAL AREA(s): BD and LD GEF-4 STRATEGIC PROGRAM(s): BD1 and BD2; LD-SP1 and LD-SP3 NAME OF PARENT PROGRAM/UMBRELLA PROJECT: MENARID A. PROJECT FRAMEWORK Project Objective: To contribute to the conservation of desert biodiversity in the three targeted National Parks. This will be achieved through the piloting of an improved approach to protected areas management that integrates ecotourism development and community engagement. Indicate Project whether Expected Expected GEF Financing1 Co-Financing1 Total ($) Components Investment, Outcomes Outputs ($) a % ($) b % c=a+ b TA, or STA2 1. Promoting TA 1. Appropriate Draft Decree for 1,552,950 36 1,313,500 27 2,866,450 enabling conditions incentive the revised for PA framework for legislative management, SLM ecotourism framework for scale up and created. PAs is prepared. ecotourism development 2. Policy and Revised Decree regulatory for the frameworks classification of governing the accommodations environment is prepared. and related sectors incorporate 3 additional staff measures to per targeted NP conserve and (1 conservation sustainably use engineer, 1 eco- desert guard/animator biodiversity. in charge of liaison with 3. An increased communities number of land and and water users environmental adopt education, and 1 sustainable land socioeconomic and water activities 1 management coordinator are practices that in place. support sustainable 600 stakeholders agriculture and receive training rangeland in the areas of management PA and provide management, long term ecotourism biodiversity and development, livelihood SLM, and benefits. environmental education using an INRM approach. 2. Supporting the Investment 1. Ecotourism 160 jobs are 2,515,850 59 2,974,500 63 5,490,350 implementation of development is created linked to INRM in targeted taking place park NPs and their within management adjacent areas environmentally and economic and activities over ecologically the three sound, targeted NPs. adaptable management of Targeted NPs parks and achieve higher reserves in arid management lands. efficiency scores (75 for Jbil NP, 2. Financially 65 for viable and Dghoumes NP sustainable and 84 for ecotourism Bouhedma NP, ventures compare to a established. current baseline of 60 for Jbil 3. Incentives NP, 54 for generated for Dghoumes NP, local and 76 for communities to Bouhedma NP). implement SLM practices 12 agreements and participate are signed in the between the maintenance of targeted NPs desert and community biodiversity. associations focusing on 4. SLM environmental applications on improvement the ground are and SLM. scaled-up. 184 subprojects (community association and microenterprise- 2 based) are supported by the project (% gender). 12 innovative SLM techniques are piloted and promoted. 8. Project management 203,500 5 500,000 10 703,500 Total Project Costs A B 4,272,300 4,788,000 9,060,300 1 List the $ by project components. The percentage is the share of GEF and Co-financing respectively of the total amount for the component. 2 TA = Technical Assistance; STA = Scientific & Technical Analysis. B. SOURCES OF CONFIRMED CO-FINANCING FOR THE PROJECT (expand the table line items as necessary) Name of Co-financier Classification Type Project %* (source) Government of Tunisia Implementing In-cash 2,400,000 50 Agency Government of Tunisia Implementing In-kind 360,000 7 Agency Beneficiary contribution Project In-Cash 368,000 8 Beneficiary French Development Bilateral In-cash 1,660,000 35 Agency Agency Total Co-financing B 100% 4,788,000 * Percentage of each co-financier’s contribution at CEO endorsement to total co-financing. C. FINANCING PLAN SUMMARY FOR THE PROJECT ($) For comparison: Project Preparation Project Total Agency Fee GEF and Co- a b c = a + b financing at PIF GEF financing 200,000 A 4,272,300 4,472,300 427,230 4,472,300 Co-financing 100,000 B 4,788,000 4,888,000 3,400,000 Total 300,000 9,060,300 9,360,300 427,230 7,872,300 D. GEF RESOURCES REQUESTED BY AGENCY(IES), FOCAL AREA(S) AND COUNTRY(IES)1 Country Name/ (in $) GEF Agency Focal Area Global Project (a) Agency Fee ( b)2 Total c=a+b World Bank Biodiversity Tunisia 2,922,300 292,230 3,214,530 World Bank Land Tunisia 1,350,000 135,000 1,485,000 Degradation Total GEF Resources 4,272,300 427,230 4,699,530 1 No need to provide information for this table if it is a single focal area, single country and single GEF Agency project. 2 Relates to the project and any previous project preparation funding that have been provided and for which no Agency fee has been requested from Trustee. 3 E. CONSULTANTS WORKING FOR TECHNICAL ASSISTANCE COMPONENTS: Estimated GEF Co-financing Project total Component person weeks amount($) ($) ($) Local consultants* 746.6 1,155,750 269,990 1,425,740 International consultants* 0 0 0 0 Total 746.6 1,155,750 269,990 1,425,740 * Details to be provided in Annex C. F. PROJECT MANAGEMENT BUDGET/COST Total Estimated GEF Cost Items person amount Co-financing Project total weeks/months ($) ($) ($) Local consultants* 35.2 77,750 117,000 194,750 International consultants* 0 0 0 0 Office facilities, equipment, 125,750 354,125 479,875 vehicles and communications* Travel* 0 28,875 28,875 Others** 0 0 0 Total 35.2 203,500 500,000 703,500 * Details to be provided in Annex C. ** For others, it has to clearly specify what type of expenses here in a footnote. G. DOES THE PROJECT INCLUDE A “NON-GRANT” INSTRUMENT? yes no (If non-grant instruments are used, provide in Annex E an indicative calendar of expected reflows to your agency and to the GEF Trust Fund). H. DESCRIBE THE BUDGETED M &E PLAN: The Project Coordination Unit (PCU) supported by the M&E specialist, in consultation with the WB, will oversee the identification and measurement of key results indicators related to global environmental benefits (GEBs) and socioeconomic benefits. The PCU will operate an M&E system, which will facilitate monitoring of implementation progress and allow effective evaluation of project success in achieving its Project Development Objective (PDO). In this respect, the M&E system will act as a management tool by enabling the PCU, the National Steering Committee (NSC) and World Bank to assess project effectiveness during implementation and improve project performance in a targeted manner. The Project will utilize the multi-project M&E system currently being used under the World Bank-financed Second Natural Resources Management Project (PGRN2), which the General Direction for Environment and Quality of Life (DGEQV) of the Ministry of Environment (MoE), the project implementing agency, is already familiar with, as it is responsible for the M&E under one of the components of this project. Monitoring The PCU, and in particular the M&E specialist, will be responsible for the M&E of the project. The PCU will monitor the project’s PDO-level and intermediate results indicators (see Annex A), including collecting, verifying and analyzing the data received from project implementation partners, and provide a semi-annual update of these indicators to be included in the project’s semi-annual reports. The PCU will also ensure that the GEF-4 tracking tool for the Biodiversity focal area is updated at project mid-term and closing. Should a need arise, the M&E specialist 4 will be tasked to train PCU members and implementation partners. Specifically for the National Park (NP) Management Plans and small grants program, the implementation progress for these will be jointly assessed by the communities, CRDAs, and partner institution at the end of each year. The results will be consolidated on an annual basis at the regional and national levels to provide an initial assessment of project impacts. Evaluation The PCU will contract independent consultants to prepare the mid-term and end of project evaluations. The mid-term evaluation will assess the operational aspects of the project, namely progress in the completion of activities and the achievement of the PDO. The mid-term evaluation will also include recommendations for corrective measures if needed for project implementation to remain on track. The end of project evaluation will have the same scope as the mid-term review but will focus particularly on project outcomes and results at the local, regional, and national levels. The end of project evaluation will also provide recommendations in terms of M&E and replication of best practices, especially for the sustainable NP management and further ecotourism development around NPs. Terms of reference for the mid- term and end of project reviews will be included in the Project Operational Manual (POM). A summary of the M&E activities relevant to the GEF is provided below. Further information regarding the performance and impact indicators for project implementation, along with their corresponding means of verification are provided within the Project Results Framework (Annex A). Type of M&E Responsible Parties Project Budget Time frame US$ (Excluding Project Team Staff Time) Inception DGQEV 10,000 Within the first two Workshop and WB months of project Report start Measurement of The PCU supported by the M&E 25,000 Start, mid-term and project results specialist, in consultation with end of WB, will oversee the project (during identification and measurement evaluation cycle) and of key results indicators related annually as required to global environmental benefits (GEBs), and socioeconomic benefits The PCU will monitor the 30,000 Semiannually project’s PDO-level and intermediate results indicators, including collecting; verifying and analyzing the data received from project implementation partners.