WaterWiki.netwaterwiki.net/images/3/3a/Botswana_IWRM_MSP_PRODO… · Web viewRequest For Funding Under The GEF Trust Fund. GEFSEC Project ID: IA/ExA Project ID: PIMS 3362, Atlas

MEDIUM-SIZED PROJECT PROPOSALREQUEST FOR FUNDING UNDER THE GEF TRUST FUND

GEFSEC PROJECT ID: IA/EXA PROJECT ID: PIMS 3362, Atlas 00053807COUNTRY: BotswanaPROJECT TITLE: Accruing multiple global benefits through Integrated Water Resource Management/Water Use Efficiency Planning: A demonstration project for sub-Saharan AfricaGEF IA/EXA: UNDPOTHER PROJECT EXECUTING AGENCY(IES): Government of BotswanaDURATION: 3 yearsGEF FOCAL AREA: International WatersGEF STRATEGIC OBJECTIVES: IW SO (a): To foster international, multi-state cooperation on priority transboundary water concerns through more comprehensive, ecosystem-based approaches to management; and Strategic Program III: Addressing overuse and conflicting uses of water resources in transboundary surface and groundwater basins.IA/EXA FEE:USD100,000CONTRIBUTION TO KEY INDICATORS IDENTIFIED IN THE FOCAL AREA STRATEGIES: The project will contribute to the following indicators set out for the Strategic Program III: National inter-ministry committee funcion effectively, ministerially-agreed action programs developed containing priority reforms and investments aimed at sustainable development and IWRM targets. The project will also contribute to the programmatic impacts by national institutions catalyzed by GEF contibuting to Johannesburg targets on IWRM.

FINANCING PLAN ($)PPG Project*

GEF Total 25,000 975,000Co-financing (provide details in Section b:

Co-financing)GEF IA/ExA 0 0Government 60,000 900,000Others (GWP-SA) 300,000Co-financing Total 60,000 1,200,000Total 85,000 2,175,000Financing for Associate Activities If Any:

* If project is multi-focal, indicate agreed split between focal area allocations

FOR JOINT PARTNERSHIP**GEF Project/Component ($)

(Agency Name) (Share) (Fee)(Agency Name) (Share) (Fee)** Projects that are jointly implemented by more than one IA or ExA

Approved on behalf of the United Nations Development Programme. This proposal has been prepared in accordance with GEF policies and procedures and meets the standards of the Review Criteria for GEF Medium-sized Projects.

Yannick GlemarecUNDP/GEF Deputy Executive CoordinatorIA/ExA Coordinator

Project Contact Person:Akiko YamamotoPortfolio Manager for IW-freshwater

Date: (March xx, 2007) Tel. and email: +27 12 354 [email protected]

MSP version 21Mar2007 2

Milestones DatesPIF Approval 15 December 2006PPG Approval October 2005MSP Effectiveness May 2007MSP Start May 2007MSP Closing April 2010TE/PC Report*** August 2010*** Terminal Evaluation/Project Completion Report

mailto:[email protected]

Table of Contents

List of Acronyms..............................................................................................................................3PART I – PROJECT.........................................................................................................................5

1. PROJECT SUMMARY.......................................................................................................5a) Project Rational, Objectives, Outcomes/Outputs, and Activities....................................5b) Key Indicators, Assumptions, and Risks.......................................................................10

2. COUNTRY OWNERSHIP................................................................................................13a) Country Eligibility.........................................................................................................13b) Country Drivenness.......................................................................................................13

3. PROGRAM AND POLICY CONFORMITY...................................................................14a) Program Designation and Conformity...........................................................................14b) Project Design (including Logframe and incremental reasoning).................................15c) Sustainability (including Financial Sustainability).......................................................34d) Replicability..................................................................................................................35e) Stakeholder Involvement...............................................................................................36f) Monitoring and Evaluation............................................................................................38

4. FINANCING.....................................................................................................................39Financing Plan........................................................................................................................39a) Project Costs..................................................................................................................39b) Project Management Budget/Cost.................................................................................40c) Consultants working for Technical Assistance Components:.......................................40d) Co-Financing Sources...................................................................................................40Cost Effectiveness...................................................................................................................41

5. INSTITUTIONAL COORDINATION AND SUPPORT.................................................41a) Core Commitments and Linkages.................................................................................41b) Consultation, Coordination and Collaboration between IAs, and IAs and ExAs, if appropriate..............................................................................................................................42c) Project Implementation Arrangement...........................................................................44

6. REQUIRED ATTACHMENTS........................................................................................45a) Report on the Use of Project Preparation Grant (if used).............................................45b) Country Endorsement Letter (RAF endorsement letter if BD or CC project)..............45c) Confirmed letters of commitments from co-financiers (with English Translation)......46d) Agency Notification on Major Amendment and provide details of the amendment, if applicable................................................................................................................................46

PART II – SUPPLEMENTAL ANNEXES....................................................................................46PART III – RESPONSE TO PROJECT REVIEWS......................................................................46

a) Convention Secretariat comments and IA/ExA response.............................................46b) STAP expert review and IA/ExA response (if required)...............................................46c) GEF Secretariat and other Agencies’ comments and IA/ExA response.......................46

Annexes...........................................................................................................................................48Annex 1: Project Logframe.........................................................................................................49Annex 2: Total Budge and Workplan.........................................................................................52Annex 3: Monitoring and Evaluation Plan and Budget..............................................................53Annex 4: ToRs for the key project personnel.............................................................................61Annex 5: PDF Completion Report..............................................................................................67Annex 6: Country Endorsement Letter.......................................................................................68Annex 7: Co-financing letters.....................................................................................................69


List of AcronymsAIDS Acquired Immune Deficiency SyndromeBD BiodiversityBOCCIM Botswana Confederation of Commerce, Industry and ManpowerCBNRM Community Based Natural Resource ManagementCap-Net Network for Capacity Building for IWRMCC Climate ChangeCP Country ProgrammeCSO Civil Society OrganizationCWP Country Water PartnershipDWA Department of Water AffairsDEA Department of Environmental Affairs EIA Environmental Impact AssessmentERP Every River Has Its People ProjectGWP-SA Global Water Partnership for Southern AfricaGDP Gross Domestic ProductGEF Global Environment FacilityGEF IW GEF International Waters (focal area)GoB Government of BotswanaHIV Human Immunodeficiency Virus IAS Invasive Alien Species IUCN The World Conservation UnionIWRM/WE Integrated Water Resources Management/Water Efficiency PlansIW International WatersKCS Kalahari Conservation SocietyKAZA Kavango Zambezi TFCALD Land DegradationMDGs Millennium Development GoalsMMEWR Ministry of Minerals, Energy and Water Resources MSP Medium-Sized ProjectNGO Non-Governmental OrganizationNDP National Development PlanNDP9 National Development Plan 9 for 2003/4-2008/9NWMP National Water Master PlanNWPS National Wetlands Policy and StrategyODMP Okavango Delta Management Plan PMU Project Management UnitPOPs Persistent Organic PollutantsRCF Regional Coordinating FrameworkRIIC Rural Industries Innovation CentreRSAP Regional Strategic Action PlanSADC Southern African Development CommunitySAP Strategic Action ProgrammeSAWINET Southern Africa Water Information NetworkSIDS Small Island Developing StatesSida Swedish International Development AgencyTDA Trans-boundary Diagnostic AssessmentTFCA Transfrontier Conservation Area


UN United NationsUNDAF United Nations Development Assistance FrameworkUNDP United Nations Development Programme UNDP CO UNDP Country OfficeUNEP United Nations Environment Programme WAD Women’s Affairs DivisionWaterNet Regional network for Building Capacity for Water Resources Management in

Southern AfricaWRC Water Recourses CouncilWSSD World Summit on Sustainable Development


PART I – PROJECT

1. PROJECT SUMMARY

a) Project Rational, Objectives, Outcomes/Outputs, and Activities

1 The World Summit on Sustainable Development Plan of Implementation calls for the development of integrated water resources management and water efficiency plans (IWRM plans) by developing countries as a way of reaching several of the Millennium Development Goals. Currently, water resources management in most countries, including those in the Southern Africa region, is generally fragmented along sectoral lines with little integration and limited stakeholder participation.

2 Although some countries have made commendable strides towards developing IWRM plans with the assistance of the Global Water Partnership (GWP), a global non-governmental organization that promotes IWRM, there is generally limited institutional capacity to develop such plans. This situation is also compounded by the absence of tried and tested methodologies for the development of national IWRM plans that could offer models for countries in the region to use in their national planning processes. Furthermore, consideration for incorporation of global environmental issues into IWRM plans, such as biodiversity, land degradation, climate variability and change, trans-boundary concerns and persistent organic pollutants, which impact water resources quality and quantity, is limited. It is against this background that the United Nations Development Programme (UNDP) is proposing to support the formulation of this Global Environment Facility (GEF) Medium-Sized Project (MSP) to assist with the development and implementation of a national IWRM plan and increase the awareness and capacity of a wide range of stakeholders in the sub-Saharan Africa region. For the development and implementation of a national IWRM plan, Botswana is selected as a demonstration site in the region.

3 Botswana’s climate is semi-arid with very low and highly variable rainfall. Because of the semi-arid climate, most of the rivers and streams are ephemeral. The only perennial rivers are the Okavango River and the Chobe River in the northern part of the country, both of which have their sources outside the country. Together with the Makgadikgadi Pans in the centre of the country they account for about 95% of the total surface water in Botswana. The majority of the population depends upon ground water which is also facing serious threats from pollution and over-exploitation.

4 The following features characterize the current situation regarding water management in Botswana:

1. Few sources of water supply exist in the country for further development, leading water development authorities to consider water demand management as a development option;

2. Despite its scarcity, water is used and managed inefficiently especially by institutional consumers, resulting in high water losses. The financial implication of such insufficiency is high revenue losses and the further need for expensive new investments;


3. Water quality in many existing supply sources, especially groundwater, has deteriorated due to pollution, while quantity has also been affected by unsustainable extraction; and

4. Competition for water resources among the various uses and users continues to intensify while resource availability diminishes.

5. Difficulties caused by all the above situations will be compounded by the anticipated effects of climate change.

5 The situations highlighted above have made it imperative for the country to adopt a holistic planning process for water development and planning with a view to meeting the needs of all sectors of its economy. Botswana has recently concluded a review of its National Water Master Plan (NWMP) which was initially produced in 1992. The objectives of the review were to assess and project water demands and potential sources over a thirty-year period, and to identify water resources development options that best meet the country’s economic efficiency, sustainability and poverty alleviation objectives. It has also included a review of institutional, policy and legal aspects of water resources management and effective implementation of IWRM. The review is a comprehensive effort aimed at addressing all sectoral needs.

6 The Government of Botswana (GoB) requires assistance to facilitate the development of processes, procedures, methods and options for full integration of water resources management and development options across all sectors. In particular, support is needed to identify and develop water efficiency and conservation options to respond to the problem of increasing water scarcity and the ensuing need to balance the allocation and use of water resources among different users and uses. In addition to balancing water needs, Botswana also needs assistance with incorporating specific environmental concerns such as the protection of the integrity of ecosystems, and the increasing problem of groundwater pollution in water resources management. These needs form the basis why Botswana is selected as a demonstration site for the proposed GEF/MSP project.

7 In addition to the demonstration activities in Botswana, the project is designed to make significant contribution to the existing and ongoing regional efforts to develop IWRM Plans through the sharing of knowledge and lessons learned in particular on ways to ensure the global environmental benefits to be included into the IWRM and Water Efficiency planning. Several countries in the Southern Africa region including Malawi, Mozambique, Namibia, Swaziland and Zambia are presently in the early stages of developing national IWRM plans, while numerous countries elsewhere in Africa are moving to develop such plans. Tested methodologies and processes for incorporating global environmental management objectives into these planning processes are lacking. The proposed Project will establish a regional knowledge management mechanism to support exchange of experience and lessons learned, and eventually derive best practice and guidance on IWRM planning for use in other countries. Facilities such as the Southern Africa Water Information Network (SAWINET) and GWP country level water partnerships that are already working to codify knowledge and best practice for regional replication in collaboration with other stakeholders such as WaterNet. This institutional architecture will be developed with support from this project and become the framework within which to distil and disseminate knowledge on accruing multiple global benefits through IWRM/ Water Efficiency Planning. The integration of global environmental objectives into such planning processes is expected to improve prospects for securing global environmental benefits in the water sector. The


identification of benefits and actions needed to secure them will be critical to ensure that future investments in infrastructure balance the need to serve production interests on the one hand and broader environmental considerations.

8 More comprehensive description of the situation analysis can be found in the Project Context in the Project Design section (page 14).

The project goal, objectives, outcomes and outputs are summarized in Table 1.

Table 1: Summary of Project Goal, Objectives, Outcomes and Outputs

Project Goal: IWRM is operationalized across southern Africa, and contributes to environmentally, economically and socially sustainable development.

Project Objective

To facilitate national processes and development of institutional mechanisms, supported by and contributing to regional knowledge management processes, for efficient and equitable IWRM planning

Outcome 1 A dynamic IWRM Plan adopted and implemented for Botswana, which addresses national and trans-boundary water management priorities, integrate global environmental management objectives, and balances multiple uses of water resourcesOutputs:1.1 An assessment of issues and the status of water resources management1.2 Water resources management issues and actions identified, prioritized and strategized1.3 Cross-sectoral institutional coordination and stakeholder participation mechanisms for integrated water resources planning and management developed and established1.4 A dynamic IWRM Plan prepared

Outcome 2 Increased awareness and capacity of national and regional stakeholders (government, private sector and members of the public) to engage in the IWRM (planning and implementation) process through regional knowledge management initiativesOutputs:2.1 Consistent and practical guidance for IWRM developed and made available2.2 Institutional changes to facilitate stakeholder participation implemented2.3 Knowledge management products produced, knowledge and awareness about IWRM created, and information disseminated, at local, national and regional levels2.4 Bi-directional mechanisms to incorporate national and trans-boundary concerns, agreements and processes into respective water resources planning and management arrangements established

Outcome 3 Monitoring of progress in planning and implementation of IWRM improvedOutputs:3.1 An IWRM monitoring and evaluation framework (including baseline and performance indicators) developed3.2 The framework implemented, appropriately adapted to local, national and regional conditions

9 While Outcome 1 of this project will be directed towards national demonstration activities in Botswana, Outcome 2 of the project is targeted towards achieving regional impacts from the demonstration activities. The experiences and lessons learned from the implementation of national demonstration activities will be documented and collated for dissemination across the region and beyond, and used to influence processes in countries


which are initiating IWRM. The knowledge management efforts will be coordinated with those of existing regional and global networks, such as the Global Water Partnership.

10 The three Project components are interlinked and mutually supportive. A flow chart describing the national process, the regional knowledge management component and their interaction is presented in Figure 1. The specific activities under each component output will be further defined during the Project Inception Phase.

11 Outcome 1 comprises support to the national IWRM planning process in Botswana. The outputs of this component are the actual IWRM plan, including the information on which it is based; and the institutional mechanisms necessary for producing, monitoring and updating the plan. The word ‘dynamic’ is a key word in this context, implying that the outcome should be the facilities and capacity for an iterative and strategic planning process, rather than the production of a static plan. All relevant stakeholders, including water users and civil society in addition to government agencies, will be involved in this process, which will be supported by financial and human resources from GoB, UNDP-GEF and the Country Water Partnership in Botswana.

12 Outcome 2 encompasses the Project’s regional knowledge management component, which entails the creation and dissemination of knowledge, awareness raising, institutional changes in order to enhance meaningful stakeholder participation, and creation of mechanisms for addressing both national and regional concerns at appropriate levels. The creation and dissemination of knowledge will be bi-directional. The planning activities in Botswana will be supported by knowledge inputs generated and available regionally, while the lessons learned from experiences in Botswana will inform regional stakeholders via existing knowledge network. The regional knowledge management initiatives, such as the annual partners’ workshops organized GWP-SA, will be used to advance this component of the project. With regard to its actual content, the knowledge management component should focus on the production and the dissemination of concrete knowledge management products that are useful in moving IWRM from an academic and intellectual level to practical implementation. Examples of such products are tool kits and guidance materials that can be used by IWRM practitioners in the region. Although the component will be managed by the Project Management Unit (PMU) located in Botswana, it will of necessity link up with and use the resources and capacity of existing regional networks and capacity building institutions such as WaterNet, GWP-SA and IWSD for the specific activities. It will also link up with Cap-Net, which recently relocated its headquarters in the region (Pretoria, South Africa), in order to benefit from knowledge and experience that already exist globally.

13 Outcome 3 will consist of the development and implementation of a monitoring and evaluation framework, which will facilitate tracking the progress of the IWRM planning and implementation. This will be beneficial in terms of managing the processes efficiently as well as providing information and knowledge of best practice and other inputs for knowledge management. The framework will be linked to relevant national MDGs and poverty monitoring systems, and will utilize established indicators extracted from best practices (including GEF IW indicators).



Nationally Owned Process: Botswana

Establish Inter-Ministerial Committee

Work plan for project adopted by Inter-Ministerial Committee

Interact with existing trans-boundary processes and institutions, if any

Conduct rapid water and land-related resources analysis by catchment and from institutional standpoint (local, catchment, national)

Draft basin analyses reviewed by stakeholders, revised if necessary and adopted by Inter-Ministerial Committee

Draft IWRM plan formulation process undertaken

Draft IWRM plan reviewed by stakeholders

Draft IWRM plan revised and adopted by Inter-ministerial Committee

Interact with regional frame-works - SADC

Regional Knowledge ManagementExchange experience and lessons learned

Develop best practice and guidance for IWRM planning, disseminate in the region

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Interact with GWP, Cap-Net; donor coordination & facilitation through UNDP Country Office;Capacity building & coordination inputs

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Figure 1. Interaction between national planning process and the regional knowledge management component


b) Key Indicators, Assumptions, and Risks

Key Indicators

14 For this project, indicators are established to measure its impacts on both the project level and the IW portfolio level. The project level indicators are shown in the Tables 2, as well as in the Project Logical Framework found in Annex 1. The project-level indicators will be refined, as appropriate, during the inception phase of the project implementation.

Table 2: Indicators for the Project Impacts

Key ImpactIndicator Means of Verification

Outcome 1: A dynamic IWRM Plan adopted and implemented for Botswana, which addresses national and trans-boundary water management priorities, integrates global environmental management objectives, and balances multiple uses of water resources Plan formally adopted by GoB Plan effectively implemented through

institutional mechanisms created Trans-boundary priorities addressed Global environmental objectives integrated

and pursued Multiple uses of water balanced

Assessment reports IWRM plan Trans-boundary management strategy and

programme documents Documentation of cross-sectoral, participatory

consultation and coordination processes Records and outputs of interministerial

coordination mechanism Planning documents and monitoring reports

Outcome 2: Increased awareness and capacity of national and regional stakeholders (government, private sector and members of the public) to engage in the IWRM (planning and implementation) process through regional knowledge management initiatives Regional knowledge management platform

in place and informing national and regional IWRM planning processes

Guidance material accessed by IWRM practitioners

Knowledge and experience gained through the Botswana demonstration shared in the sub-Saharan Africa region.

Proceedings of dialogue and networking events Requests for information Project monitoring reports GWP/CWP progress reports and documentation Documentation from regional networks and

CapNet Documentation of planning processes Lessons learned distilled from the Botswana

demonstration and disseminated though existing network for regional dissemination

Knowledge management products (e.g., toolkit) developed and shared with the existing networks for regional and global dissemination

Outcome 3: Monitoring of progress in planning and implementation of IWRM Monitoring framework applied in at least 3

countries Monitoring framework documentation Monitoring reports

15 In addition to the project level indicators, IW indicators relevant to this project have been selected to measure the project impacts at the portfolio level within the IW focal area. These IW indicators were selected from Monitoring and Evaluation Indicators for GEF International Waters Projects (Duda, 2002). The selected indicators and the expected project contributions against each of those indicators are summarized in the Table 3. As the proposed project will support the IWRM process, it contribution is rather limited to Process outcomes and it is not expected to deliver changes on Stress Reduction or


Environmental/Socioeconomic Status outcomes. However, the proposed project, through the development of IWRM Plan and its Monitoring and Evaluation Framework, could contribute to developing indicators for all Process, Stress Reduction, and Environmental/Socioeconomic Status Outcomes and establishing baselines for each indicator. The established baseline could serve as the IWRM Plan’s indicator framework against which future changes in the Stress Reduction and progress in IWRM plan implementation could be measured.

Table 3: Indicators for the IW portfolio level impacts

Relevant IW indicators Project’s contribution

Process Outcome: Stakeholder involvement in preparation and implementation of demos

Indicator: Stakeholder involvement plan, progress reports

Establishment of a multi-sectoral cross thematic area stakeholder engagement process for IWRM planning. The IWRM plan will identify investment priorities, including demonstration activities needed to build know how for integrated water resource management.

Process Outcome: Adoption of national (and regional) legal, policy and institutional reforms that address priority transboundary concerns

Indicator: New policy, legislation, etc.

The IWRM planning process will consider the full range of policy, regulatory and institutional issues that need to be addressed to balance competing uses of water between production sectors in a highly water stressed environment, while ensuring that global environmental objectives are realized.

Process Outcome: Functioning national inter-ministry (inter-sectoral) coordination and communication

Indicator: Reports of national inter-ministry (inter-sectoral) committees

The project will establish multi-stakeholder coordination mechanisms bridging Government, the private sector and civil society in the IWRM planning process.

Assumptions and risks

16 Risks that the project faces at various levels and their rating are summarized in the Table 4 together with the suggested risk mitigation measures.

Table 4: Project Risks

Risk Rating of Risk Risk Mitigation MeasureGoal Level Risks1. Government does not support programmes that lead to achievement of MDGs

Low risk given GoB's social development focus.

Continued engagement of government planning system to target MDGs.

2. Lack of support to IWRM principles from important sectors of Botswana’s economy.

Low risk given mobilization by CWP and concern about sustainable development in the country.

Increased stakeholder involvement in planning processes, and intensive dissemination of information.Arrangement of high-level political buy-in process to increase the understanding of IWRM so as to ensure support at all times.


Risk Rating of Risk Risk Mitigation Measure3. Insufficient commitment to regional cooperation

Low risk given present commitment of countries in the region to SADC and other regional cooperation forums.

Continued successful regional cooperation leading to benefits for the countries in the region.

Risks at Objective Level1. Regional Cooperation in resource management does not continue resulting in conflict.

Medium risk as resource scarcity increases.

Promotion of regional agreements and protocols. Improved information dissemination and knowledge management.

Risks at Outcome LevelOutcome 1 1. Lack of cross-sectoral planning including water resources planning.

Medium risk of continued sectoral planning if institutional mandates are not consolidated.

Introduction of IWRM planning to help with integrated planning across sectors, supported by NWMP recommendation.

2. Lack of capacity for IWRM implementation.

Medium risk. Provision of technical assistance through regional and international linkages.

Outcome 21. Reduced cooperation among countries in managing shared resources.

Medium risk as countries might focus on meeting own needs

Use SADC Protocols to engage countries on commitments made to regional cooperation.

2. Information not shared among users and other stakeholders within the region.

Medium risk if current lack of awareness is not addressed.

Information dissemination promoted at national and regional level. Stakeholder participation in water resources planning promoted.

Outcome 31. Monitoring and evaluation hindered by institutional resource capacity limitations.

Medium to high risk given capacity limitations for data management in the region

Training of local human resources.Provision of capacity through technical assistance programmes.

17 In addition to the above-mentioned risks, there will be uncertainties imposed by the anticipated effects of climate change. The effectiveness of the IWRM Plan might not be as much as expected if the potential effects of climate changes are neglected. Such negligence would reduce the project impacts at its goal, objective, and outcome levels. In order to mitigate such uncertainties, the project will make a strong links with the National Committee on Climate Change in Botswana1 and related activities of the ongoing GEF/UNDP supported Second National Communication project. Regionally, it will exchange information and lessons learned with other countries in the sub-Saharan Africa which are trying to incorporate adaptation measures into their IWRM Planning2 through the existing knowledge network.

1 Under the championship of the National Committee on Climate Change, Botswana has submitted its Initial National Communication to UN Framework Convention on Climate Change and is now in the process of developing its Second National Communication, both supported by UNDP/GEF funds. 2 In Tanzania, for example, the management of Pangani River basin is trying to integrate climate change adaptation concerns into its IWRM Planning with the UNDP/GEF funding. Exchange of information with the Pangani River Adaptation project would be particularly useful to mitigate the potential climate change risk for this project.


2. COUNTRY OWNERSHIPa) Country Eligibility

18 The project is being submitted for funding under the International Waters (IW) window. Botswana is eligible for GEF funding under article 9b of the GEF instrument as recipients of UNDP technical assistance.

b) Country Drivenness

19 The proposed Project is consistent with the national vision, national development planning processes and policies, and strategies for development planning and water resources management of Botswana. Principal among these are the National Vision 2016 and the National Development Plan 9, which articulate the country’s priorities regarding water resources management, and the new Environment Act with associated regulations for environmental assessment.

20 The recently concluded review of the National Water Master Plan, which governs the development of water resources in Botswana, places emphasis on integrating additional aspects of natural resource management such as biodiversity, conservation and institutional strengthening which thus addresses the focal areas of the GEF. The review was expected to produce “a revised institutional framework for the water sector in Botswana, which can respond and adequately deliver Vision 2016 goals and aspirations on water.” Government commitment to both policy and legislative review to provide for greater community participation in water resources management creates an enabling environment for IWRM.

21 This revision of the NWMP lays a strong foundation for the introduction of integrated approaches to water resources management. Traditional sectoral approaches will be replaced by these new approaches, including the participation of a broader spectrum of stakeholders. The proposed establishment of a Water Resources Council will improve the involvement of community groups and civil society in water resources management decision making processes.

22 Botswana already has a structure in place for implementing IWRM in that a functional Country Water Partnership is leading the process of developing the country’s IWRM planning process. However, despite these institutional developments, Botswana still needs support for strengthening IWRM institutional capacity, to improve identification and development of water efficiency and conservation options to respond to problems of water scarcity, and for balancing of water allocation and use.

23 Another priority intervention that is of relevance to this project is the work of the International Waters Unit of Ministry of Minerals, Energy and Water Resources (MMEWR) through which the country cooperates with its neighbours in the management of shared water resources. This work will provide a vehicle for the dissemination of information and best practices in IWRM, thereby contributing to knowledge management across the region.

24 In the regional context, the southern Africa region has developed a regional water policy, protocol and strategy, all of which provide an overall framework for national water resources development. The regional water policy provides the context and intent of water resources management, while the Protocol on Shared Watercourses is the legal instrument for


the implementation of the policy and strategy. The strategy on the other hand charts the road map for implementation of both the policy and strategy through prioritizing and promoting sustainable, integrated and coordinated development, as well as use and protection of the region’s water resources. This is done through the Regional Strategic Action Plan developed by SADC. National level policies are harmonized to conform to these regional instruments and thus contribute to trans-boundary water resources management.

3. PROGRAM AND POLICY CONFORMITY

a) Program Designation and Conformity

25 The Plan of Implementation agreed at the 2002 World Summit on Sustainable Development calls for the development of integrated water resources management and water efficiency plans (IWRM plans) as a way of reaching several of the Millennium Development Goals. Currently, water resources management in most countries, including those in Southern Africa, is generally fragmented along sectoral lines with limited incorporation of global environmental issues such as biodiversity, land degradation, climate change, trans-boundary water concerns and persistent organic pollutants. There are currently no methodologies for the integration of these issues into national IWRM plans that could offer models for other countries to use in their national planning processes.

26 The project seeks to integrate the afore-mentioned global environmental issues into national IWRM processes and plans in Botswana. The lessons learned and best practices distilled from the MSP will be captured and used to contribute to the development of IWRM planning methodologies at the regional level through a knowledge management component that will integrate global environmental objectives into IWRM/ water efficiency planning.

27 The proposed project fits with the first Strategic Objective for International Waters: to foster international, multi-state cooperation on priority transboundary water concerns through more comprehensive, ecosystem-based approaches to management, and conforms squarely to one of four priorities set for GEF4, namely, addressing overuse and conflicting uses of water resources in transboundary surface and groundwater basins (Strategic Program III). It seeks to balance these water uses with competing environmental demands, within a situation characterized by high vulnerability to climate change. Use of Integrated Water Resources Management (IWRM) has been identified as the answer to balancing competing and conflicting uses of water resources to inform tradeoffs being made in socio-economic development and ecosystem protection, and targets related to IWRM were adopted at the Johannesburg Summit. This project constitutes innovative demonstrations to build an enabling environment for IWRM and to test innovative approaches for introducing IWRM, accruing possible multiple global benefits through the IWRM planning, as well as to protect/enhance groundwater supplies. In particular, the project will address the following aspects of the Strategic Program:

The balancing of conflicting/competing water uses through application of IWRM

Integrated natural resources management across focal areas, including groundwater being systematically incorporated into surface water management


Integrated approaches across GEF focal areas where multiple benefits may be generated because of inter-linkages

Integrate relevant work within the GEF focal areas (Biodiversity, Climate Change, International Waters, POPS, Land Degradation) into national IWRM planning and implementation processes, developing a model in Botswana that can be replicated;

Improve cross-sectoral communication and coordination for IWRM, bringing together the various actors (ministries, agencies, CSOs, GEF projects), through processes already piloted in the IW focal area by UNDP in dozens of countries; and

Strengthen the bi-directional relationship between national and trans-boundary water resources management and links between national IWRM processes and trans-boundary initiatives.

The success of the project will be measured against indicators such as: 1) national inter-ministry committees function effectively and 2) ministerially-agreed action programs developed containing priority reforms and investments aimed at sustainable development and IWRM targets. The project will contribute to the programmatic impacts by national institutions catalyzed by GEF contributing to Johannesburg targets on IWRM.

b) Project Design (including Logframe and incremental reasoning)

Project Context

Environmental Situation

28 Southern Africa is richly endowed with a rich natural resource base in terms of land, minerals, wildlife, biological diversity, water and forests, which provides the basis for economic and social development. However, these resources are subjected to increasing pressure from overexploitation resulting in widespread environmental degradation. Other factors that contribute to environmental degradation in the region include increased frequency of droughts, climate change and inadequate development planning policies. The region is, as a result, experiencing widespread loss of biodiversity, increasing land degradation, and depletion and pollution of freshwater resources.

29 Botswana is located in Southern Africa between latitudes 18o 30’ and 27o south of the equator and longitudes 20o and 29o E. The land-locked country covers an area of approximately 582 000 square kilometers (see Figure 2).


Figure 2 Map of Botswana.

30 Water resources management in Botswana is influenced and characterized by the following four major features:

1. Water is a scarce resource.2. Limited number of sites to develop new dams.3. Increased pollution which threatens the quality of water sources.4. Weak coordination of water resources management in the country which threatens the

sustainability of management systems.

31 Botswana’s climate is semi-arid; the rainfall is low and highly variable in both space and time. The mean annual rainfall varies from less than 250 mm in the southwestern part of the country to over 650 mm in Kasane in the north. The eastern part of the country receives an average rainfall of 450-500 mm per annum. Most of the rainfall is received in the summer months between November and March. Very little, if any, is received in the winter from May to September.

32 There are four major drainage basins in the country: the Limpopo Basin in the east; the Orange-Senqu Basin in the south; the Zambezi basin in the north; and the Okavango-Makgadikadi Basin in the northwest and central parts of the country.

33 Because of the semi-arid climate, most of the rivers and streams are ephemeral. The only perennial rivers, Okavango and Chobe in the North, have their sources outside the country. The Okavango delta in the northwestern part of the country constitutes a major drainage system, and the Makgadikgadi Pans are an inland drainage basin with no outflow of


water from the system. Together they account for about 95% of the total surface water in Botswana. There is no river run-off in the western part of Botswana. The only part of the country that experiences any major river run-off of internal origin is the eastern part of the country which drains into the Limpopo basin, and a small segment that drains into the Makgadikadi pans from the east especially through the Nata, Mosetse Moose and Lepashe Rivers.

34 The Department of Water Affairs (DWA) in the Ministry of Minerals, Energy and Water Resources (MMEWR) has conducted an investigation of the feasibility of constructing small to medium sized dams at suitable sites around the country. In all, more than thirty sites, mainly in the eastern half of the country have been investigated and narrowed down to twelve potential sites.

35 Up to 80% of the country’s population depends on groundwater for their water supply. The mining industry is almost totally dependent on this source of water. There are about 25,000 formally registered boreholes in the country and possibly another 5000 unregistered ones. There is an inherent danger of unsustainable development and use of groundwater in Botswana due to high abstraction in spite of recharge rates being generally low throughout the country. Major villages such as Serowe are already experiencing reduced water supplies due to growing populations. This has resulted in DWA considering augmenting water supplies to such villages from the extension of the North South Carrier (see p. 13). Although the agricultural sector is not a significant contributor to the Gross Domestic Product (GDP) in Botswana, considerable amounts of water are allocated to watering livestock. Through the National Masterplan for the promotion of Arable Agriculture and Dairy Development it is expected that additional water resources will be allocated to crop production although quantities are expected to be limited. These agricultural initiatives have direct implications for poverty alleviation and complement efforts at diversifying the national economy beyond the mining sector.

36 A further problem affecting groundwater in Botswana is pollution from anthropogenic sources, in most cases originating from untreated sewage and poultry farming. The Ramotswa aquifer south of Gaborone, which is one of the most productive in the country, is now unusable due to pollution. This aquifer could, if unpolluted, supply both Ramotswa and Lobatse and relieve the pressure for water currently experienced in Gaborone especially in drought years. Water supplies to these two centers are now sourced from Gaborone. The Department of Crop Production of the Ministry of Agriculture is investigating possibilities of accessing the Ramotswa aquifer for use in the development of small scale irrigation projects and has just completed an environmental impact assessment on this proposed action. The Department of Water Affairs on the other hand has been investigating the technical feasibility of purifying the water and is considering the import of equipment to make this possible.

37 All the above characteristics of the environmental situation of Botswana make the need for integrated planning of water resources in Botswana imperative.


Global Environmental Concerns in the Context of Botswana

38 Biodiversity conservation is a major issue in Botswana, particularly in relation to its wetland areas. The Okavango Delta and the Makgadikgadi wetlands in the northern and central regions are very important from a biodiversity point of view; there are 448 reported species of birds in the Okavango Delta and 71 species of fish, and the flora includes a total of 1078 species. Given Botswana’s semi-arid climate, wetlands are an important potential source of water in the country; as mentioned, the two wetland areas account for more than 95 % of Botswana’s freshwater resources. Furthermore, conserving biodiversity has significant economic implication, as it supports the country’s tourism industry, one of major economic sectors to earn foreign currency. Although they have not been exploited for supply of water on a large scale, suggestions were made in the mid 1980s to tap this resource for water supply to the southern parts of the country. This suggestion was never realized due to objections and pressure from environmental groups, but considering the increasing scarcity of water in the country, there will be a continued need in the future to make sure that the biodiversity conservation interest in these areas are appropriately considered and protected in the national water resources planning processes.

39 Land degradation is a serious problem in Botswana, the major causes being overgrazing, fires, erosion and deforestation, in most cases coupled with poverty and increasing population pressure. Considering the socio-economic importance of access to productive land for a majority of the population, it is important that the land resources are managed in a sustainable way. The intimate relationship between land and water resources makes it imperative that management of land receives appropriate attention in connection with water resources management and that land issues are integrated in IWRM processes.

40 Effects of climate change threaten to become more severe. The Botswana’s Initial National Communication to UN Framework Convention on Climate Change (2001) concludes that the country is highly vulnerable to climate change. Due to the semi-arid climate, Botswana depends on limited rainfall which is also erratic and unreliable over time. Inter-annual variability in rainfall is high and droughts are recurrent, which adversely affects the natural environment and the already fragile food and agricultural situation in the country, and seriously impairs the rural economy. The overwhelming majority of general circulation models predict a rainfall decrease in Botswana due to climate change, leading to severer, longer and more frequent droughts that will affect agriculture (grazing and livestock and crops), land cover (woodlands and forests), health, and water resources. In addition to drought preparedness and mitigation measures generally associated with water resources management processes, feeding knowledge about climatic change and its impact on the livelihoods of people into IWRM processes is one way of limiting these effects in the long term.

41 Most of the exploitable surface water resources of Botswana are international waters, available in basins shared with its neighboring countries. Through the International Waters office set up by the Ministry of Mineral, Energy and Water Resources, Botswana is cooperating with the other riparian states in each of these basins with a view to establishing institutional mechanisms for joint water resources management and equitable allocation of the resources. River basin organizations, in which Botswana participates, have been established for the Okavango river basin (OKACOM), the Limpopo (LIMCOM), the Zambezi (ZAMCOM), and the Orange (ORASECOM). A Secretariat for the ORASECOM


has also been established while management plans for the Okavango Delta and the Makgadikgadi Palusterine wetland system are under formulation. These initiatives point to the extent to which Botswana appreciates the linkages that exist between national level planning processes and transboundary water resources management.

42 Although not considered a major problem for surface water quality, persistent organic pollutants (POPs) are a threat to groundwater quality. Botswana is one of the countries in Africa where particularly large stockpiles of pesticides and associated wastes have accumulated, and the country participates in a programme to clear these stocks, the Africa Stockpiles Programme. There is also a programme implemented by the Department of Environmental Affairs (DEA) which aims to prepare inventories and formulate a strategy for managing POPs in Botswana. Awareness of the threats of POPs and consideration of these threats in water resources management is important.

Socio-economic Situation

43 Despite the rich resource endowment, most countries in southern Africa, with the exception of South Africa and Botswana, are classified as poor. The economies in these countries are largely in decline with the majority of the populations living below the official poverty line, defined as an income of less than US$ 2 per person per day. Although trends in most countries point towards increasing levels of urbanization, the majority of the populations, up to 70% in most cases, still live in rural areas. Poverty is generally pervasive across the region

44 Botswana is classified as a middle-income country with an average per capita GDP of just under US$ 2000 (World Bank). According to the Central Statistics Office (2001) the country’s population is estimated at 1.6 million (2001 Census) with an annual growth rate of 2.4%. The level of urbanization is of the order of 54% making the country one of the most urbanized in sub-Saharan Africa. There is a close correlation between availability of water and population distribution, with the western regions dominated by the Kalahari Desert being sparsely populated while the majority of the country’s population lives in the northern and eastern regions on account of better climatic and soil conditions.

45 Despite the apparent economic success that Botswana has experienced during the past twenty years, the unemployment levels are high. Estimates for 2005 put the national unemployment level at around 25%. This level is predicated upon lack of diversification in the economy, which is still dominated by the mining industry. Attempts at diversifying the economy have so far yielded few results. Due to the high levels of unemployment, poverty levels and income inequalities are clearly defined in Botswana. It is estimated that up to 30% of the country’s population lives below the official poverty line of less than US $2 per person per day. Poverty levels are higher in the remote areas of the country in the north and northwest districts. These areas are coincident with the country’s major wetlands where rural communities rely on the exploitation of environmental goods and services provided by the wetlands. These include fish and environmental goods such as grazing for livestock, and reeds which are used for construction and in the making of artifacts such as baskets. Although these areas are important for the burgeoning tourism industry in Botswana, the community groups that are resident here are yet to realize any meaningful benefits from this growing sector of the national economy.


46 Average per capita disposable incomes were estimated at just under US$ 500.00 at national level, while in rural areas they were only just over US$ 100. This has implications on the inequality between men and women, since income inequalities and poverty affect women more than men. The socio-economic indicators are being adversely affected by the high incidence of HIV/AIDS especially among the economically active sections of the population. The national average rates of infection are of the order of 18%. This is beginning to increasingly impact on development efforts as the young and able-bodied members of society succumb to the pandemic.

47 The economic development success enjoyed as a result of the discovery of diamonds immediately following independence has been successfully translated into effective service delivery, especially in the water sector. By 2001, 88% of the country’s population had access to piped water, and only 3% met their primary water requirements from surface water sources such as rivers, streams, dams or pans.

Institutional and Sectoral Context

48 Botswana is a member of the Southern African Development Community (SADC), the regional body established to promote integrated economic and social development among its 14 member states. An area of special focus for SADC is the management and development of the region’s water resources. This is being promoted within the context of the Regional Strategic Action Plan for Integrated Water Resources Management (RSAP), which has been developed under the guidance of the Water Division of the Directorate of Infrastructure and Services of SADC. The RSAP is aimed at achieving the following strategic objectives:

The maintenance of an enabling environment for regional water resources development and management;

The creation of a framework for sustainable, effective and efficient planning and management of shared river basins at the regional and relevant national levels;

The promotion of strategic infrastructure development for regional integration, development and poverty alleviation;

The development and promotion of best practice regarding the effective participation by various individual and institutional stakeholders in water resources development and management; and

Building and strengthening human and institutional capacity for sustainable management of water resources at local, national and regional levels.

49 The RSAP is focused on four areas of intervention: regional water resources development, planning and management; infrastructure development; water governance; and capacity building. The knowledge management component of the present Project is intended to inform SADC in these intervention areas.

50 Water resources institutions in Botswana also work closely with GWP. The country has established a Country Water Partnership (CWP) under the auspices of GWP-SA, through which the concept of IWRM is being promoted.

51 Botswana has a two-tier government system. The central government is responsible for developing and overseeing implementation of national level policy and legislation. Local


(or District) government is responsible for local-level policy administration and service provision in the 10 Districts under the Ministry of Local Government. In addition, line ministries maintain District or Regional offices. The District Council is an elected body with assigned responsibilities for the provision of social services such as water, health and education. There is also at District level Tribal Administration which is responsible for administration of customary law, and functions through the kgotla, a forum for village level discussion and participation.

52 MMEWR has overall responsibility for policy formulation, planning, development and management of the country’s water resources. The Department of Water Affairs (DWA) of the Ministry has traditionally led the process of planning for surface water development and management in the country, while the Department of Geological Survey has been responsible for exploring and assessing groundwater resources, and for monitoring major groundwater development programmes. DWA has been responsible for the implementation of water development infrastructure including dams and boreholes. The Water Apportionment Board of the DWA reviews and approves applications for water abstraction; while the Hydrology and Water Resources division is responsible for the coordination of national water resources planning, as well as investigations, studies and development of surface water including dams; and the Water Conservation and Quality division is responsible for conservation, protection and water quality testing of water resources in the country. Between 1989 and 1992, DWA led the process of developing the NWMP covering the period 1990-2020, which considered future water supply schemes, water conservation, legislation and institutional arrangements for sustainable management of the water resources.

53 While the Department of Water Affairs is responsible for water development, it is also involved in water supply and delivery functions together with other institutions. These include the Water Utilities Corporation; the Department of Geological Survey; the Water Development Division under the Ministry of Agriculture; the Ministry of Local Government through the District Councils; and the Ministry of Environment, Wildlife and Tourism. The mining and livestock sectors secure their own water supplies subject to approval of Land Boards for access to land in the Tribal Lands, and the Water Apportionment Board which grants water rights.

54 The Water Utilities Corporation is a statutory body mandated to supply water to the country’s major urban areas. The Corporation works closely with the Department of Water Affairs to whom they provide bulk water supplies. As GoB moves towards cost recovery in the sector, the Corporation might also in the future assume greater responsibility for water supply to the villages that are currently serviced by DWA. In addition to operating the country’s major dams the corporation also operates the North South Carrier, a major pipeline transferring water from the north of the country to the southern districts. It has been proposed that this pipeline be duplicated through the construction of a second phase pipeline. As government advances towards implementation of its policy of full cost recovery for service provision there are plans to extend the mandate of the corporation to supply water to the country’s major villages, which have to date, been serviced at subsidized rates by DWA.

55 The Water Development Division in the Ministry of Agriculture is responsible for supply of water for irrigation use. The Ministry of Local Government, through the District Councils, is responsible for water supply and delivery to medium and small villages around the country. The department contracts with the Department of Water Affairs and with private


consulting companies to develop the necessary infrastructure as it does not have the necessary skills in-house. The Ministry of Environment, Wildlife and Tourism is responsible for the supply of water within the nation’s parks and wildlife estates. In addition, the Department of Environmental Affairs in the same Ministry is responsible for land management and biodiversity protection and management, and issues related to POPs, all of which have direct implications for water resources management. The work this department is doing to formulate a management plan for the Okavango Delta (ODMP) will have long term bearing on sustainable water resources management in Botswana. An important component of the plan is the promotion of sustainable tourism that incorporates community and private sector interests in and around the Delta. The Ngamiland District Council is responsible for this component of the ODMP.

56 The Department of Sanitation is also an important stakeholder in IWRM planning in Botswana especially given the plans for water reuse that they are advocating through the National Sanitation Master Plan. The reclamation of water will have a direct implication on water use.

57 The mining sector is an important user of water in Botswana. Most mines develop their own water sources with permission from the Water Apportionment Board. As the country strives to diversify its economic base beyond mining and the livestock sectors it is imperative that this sector is involved in the planning and management of the resources at national level.

58 As a consequence of this multiplicity of institutions active in water resources management in Botswana, planning for water development and management has traditionally been done on a sectoral basis, and coordination between sectors has been poor.

59 The NWMP Review recommends extensive re-evaluation of the country’s institutional and legal arrangements for water resources management. Since focus will move from service delivery to water demand management and water resources management, support will be needed to ensure that the process of improving cross-sectoral coordination and enhanced stakeholder participation is established in national water resources management policy, strategy, planning and implementation.

60 The country already has a structure in place for strategizing and implementing IWRM. A functional CWP which incorporates a broad spectrum of stakeholders, including government, is already in place and leading the process of developing the country’s IWRM and water efficiency planning. The Botswana CWP was launched in October 2003 with the mandate to facilitate and promote Integrated Water Resource Management/Water Efficiency (IWRM-WE) planning nationally, as well as to support government initiatives, linking and aligning national water initiatives with regional initiatives such as the GWP Regional Framework for Action, the SADC Water Strategy and the RSAP. The partnership also provides a platform for networking with different specialists and interest groups on water issues. It is run through a Committee currently representing:

the Department of Water Affairs under MMEWR, being the lead Government Ministry;

the Kalahari Conservation Society (KCS) which is an environmental Non-Governmental Organization (NGO) and which hosts the Secretariat of the CWP; and


the University of Botswana, Dept. of Environmental Science, which is the Chair of the Committee.

61 Other Committee members are drawn from: Water Utilities Corporation (WUC); Ministry of Agriculture, Department of Crop Production; Rural Industries Innovation Centre (RIIC); Ministry of Health; Department of Environmental Affairs (DEA); Department of Meteorological Services; Department of Sanitation and Pollution Control; Groundwater Association of Botswana; Department of Women’s Affairs; Botswana Youth Water Action Team; and The Private Sector

62 It should be clear from the representation shown above that the CWP is broad-based enough to be used as the vehicle for promoting IWRM in Botswana, and that it should be able to address the range of global environmental concerns as they relate to integrated water resources management. Although some concern has been expressed about the leadership of the CWP being outside government, the advantage of this arrangement is that it brings all stakeholders together as equal partners in the promotion of IWRM in the country.

63 The CWP will also need to engage with broader NGO and community based organizations and interest groups. These are represented by the Botswana Community Based Organizations Network, which are involved in biodiversity management through the national Community Based Natural Resource Management (CBNRM) Forum. Most of this involvement is through community groups organized in Trusts which are given land leases and then enter into joint ventures with private tourist enterprises engaged in the development of tourism in the north and north-west of the country. Such engagement will result in IWRM planning in Botswana addressing those critical issues of biodiversity management that are critical to GEF.

64 The Water Bill (2005) recommends the setting up of a Water Resources Council (WRC) which will be made up of representatives of government, the private sector and members of the public. The functions of the council will include the coordination and direction of the preparation of a National Water Resources Strategy. In this context, Botswana needs support for strengthening IWRM institutional capacity, for the identification and development of water efficiency and conservation options to respond to problems of water scarcity, and for balancing of water allocation and use. The present MSP will be a suitable vehicle for assisting in building up this capacity, and facilitating the development and establishment of the WRC. It is expected that the Bill will be passed into law in the near future as it is not considered to be a contentious piece of legislation.

65 IWRM in Botswana has clear linkages with national development priorities as espoused in the National Development Plan 9 for 2003/4-2008/9 (NDP9); Vision 2016 - “A Long-Term Vision for Botswana: Towards prosperity for All”; the Botswana Poverty Reduction Strategy; as well as the UNDP Country Programme for Botswana (2003-2007) which is currently under implementation. In addition, the process will benefit from


programmes being implemented by various government entities, international organizations, civil society and NGOs. Principal among these programmes are UNDP Botswana’s LANDCARE programme, and GEF International Waters initiatives such as support to the Okavango Basin and the Limpopo Basin where the SADC Groundwater and Drought Management Pilot project is being implemented.

66 The consideration and integration of relevant cross cutting issues such as poverty eradication, environmental sustainability, gender and HIV/AIDS are important aspects in all these programmes and activities at national level.

67 The IWRM process will also benefit from programmes of regional partners such as SADC, GWP-SA, WaterNet/Cap-Net, and regional training institutes such as the Institute of Water and Sanitation Development (IWSD). The latter has been running training in water and sanitation for the past ten years and in association with WaterNet they offer a post-graduate degree in IWRM.

68 The development of the RSAP by SADC followed the ratification of the Protocol on Shared Watercourse Systems in Southern Africa. Under this strategic plan, an enabling environment for water resources management has been promoted through the development of a water policy and strategy for the region, and a number of projects dealing more concretely with different aspects of IWRM have been implemented. The result is that government and non-governmental initiatives in water resources management can now be implemented within the frameworks created.

69 GWP has championed the concept of IWRM in southern Africa with the establishment of CWPs tasked with advancing IWRM at national level. These CWPs bring together governmental and civil society organizations to deliberate on water resources management. GWP has also led the process of formulating Regional and National Frameworks for Action for implementing the SADC Vision for Water. The National Frameworks for Action are now guiding the formulation of national IWRM plans.

70 The proposed MSP in Botswana will be informed by lessons learned and experience from these regional activities and link into the work being done under the GEF focus areas. At the same time, the Botswana IWRM plan will benefit the regional knowledge management process by facilitating replication of experience and best practice in the region.

Policy Context

71 The southern Africa region has developed a regional water policy, protocol and strategy, all of which provide an overall framework for national water resources development. The regional water policy provides the context and intent of water resources management, while the Protocol on Shared Watercourses is the legal instrument for the implementation of the policy and strategy. The strategy on the other hand charts the road map for implementation of both the policy and strategy through prioritizing and promoting sustainable, integrated and coordinated development, as well as use and protection of the region’s water resources. This is done through the RSAP developed by SADC. National level policies are harmonized to conform to these regional instruments and thus contribute to trans-boundary water resources management.


72 The need for ensuring that there are adequate supplies of water to all sectors of Botswana’s economy is covered in most major policy statements. Both the Vision 2016 Policy document and NDP9 highlight the need for adequate planning for water delivery especially to marginalized rural communities.

73 Development of water resources in Botswana is governed by the NWMP. The review of the current Plan is made with a view to broadening the emphasis from a focus on meeting current and projected water demand through the development of surface and groundwater resources, to integrated planning for water resources management and development. The updated Plan which covers the period 2005-2035 also addresses environmental aspects of water resources management and makes recommendations regarding the incorporation of requirements for Environmental Impact Assessments (EIA’s) in proposals for water development. These recommendations have largely been fulfilled by the development of national EIA legislation of 2005. Specific guidelines for addressing IWRM will, however, still need to be developed.

74 Another policy instrument affecting water resources management that has been developed by GoB is the National Wetland Policy and Strategy (NWPS), which is presently in final draft form awaiting ratification by the Cabinet. The NWPS provides the contextual and institutional framework for the management of key wetlands. Although the NWPS was developed from a biodiversity conservation perspective, it is useful also in guiding the process of incorporating environmental management concerns into water resources management programmes.

75 Botswana has also formulated a draft Policy on Water Conservation and Strategy which, when adopted, will guide efforts towards enhanced protection and preservation of the nation’s water resources.

76 Other policy instruments which influence processes in the water sector in Botswana include human resources development programmes, financing arrangements and the promotion of the development of new water resources management technologies such as rainwater harvesting. GoB pays particular attention to staff development, with staff in most government institutions receiving training at institutions in the region and further afield in a number of disciplines related to water resources management. DWA is adequately resourced by the central government and is able to institute new programmes in areas such as rainwater harvesting.

Legislative Context

77 Water resources management in Botswana is governed by the following principal laws:

the Water Act (Chapter 34.01) of 1968; the Borehole Act (Chapter 34.02) of 1956; the Waterworks Act (Chapter 34.03) of 1962, as amended; and the Water Utilities Corporation Act (Chapter 74.02) of 1970, as amended.


78 The Water Act governs the overall administration of water resources in Botswana. This legislation has, however, been found to have shortcomings which both the NWMP of 1992 and the recent review have sought to address. Among these shortcomings are the following:

lack of coordination in water resources planning; lack of provision for an institutional structure for water resources planning, policy

formulation, management and delivery; and lack of control over drilling of boreholes.

79 Since 1991, various policy reviews have also suggested addressing the following principal issues:

providing for public consultation and involvement in decision making; provide for integrated water resources planning; introduction of demand management, conservation and water reuse; recognition of environmental needs in water resources management; and International cooperation in management of shared water resources.

80 All these recommendations have been incorporated into the Water Bill (2005) which has been submitted to the national assembly for discussion before adoption. The Water Resources Council proposed in the Bill will oversee all water resources management in Botswana. Further, all water including groundwater is considered a national asset not amenable to private ownership. This will improve access to the resource by all. Local communities will be involved in water resources planning and management through the establishment of village water development committees. The Bill provides for formal national water planning through the formulation of a national water strategy, prevention of water pollution, regulation of water use through introduction of economic instruments, as well as the introduction of shared water resources management across international boundaries. Regulations will be introduced to address specific detailed problems related to water resources management.

Regional Knowledge Management

81 Several countries in the Southern Africa region including Botswana, Malawi, Mozambique, Namibia, Swaziland and Zambia are presently in the early stages of developing national IWRM plans with support from GWP-SA. These plans could serve as examples of what can be done at national level. However, tested methodologies and processes for developing IWRM plans are lacking. The only country in the region to have formulated a national IWRM plan is South Africa but there is little that the other countries in the region can learn from this experience given the complexities of the administrative systems in South Africa. Further, it is widely believed that the South African approach to the formulation of the IWRM plan was not consultative enough and would therefore be unsuitable for adoption by the other countries in the region. The proposed Project will establish a regional knowledge management mechanism to support exchange of experience and lessons learned, and eventually derive best practice and guidance on IWRM planning for use in other parts of the region. Facilities such as the Southern Africa Water Information Network (SAWINET) which is currently inactive due to resource constraints could provide useful vehicles for the furtherance of regional knowledge management in integrated water resources management. The GWP-SA office has confirmed that with financial support, this network could be re-established and provide a useful forum in the present context. However, web-based networks


have limited application due to the fact that access to the internet in southern Africa is still limited. SAWINET could therefore only serve those stakeholders with internet access. There will be a need for parallel knowledge management systems that can reach a broader spectrum of stakeholders. GWP-SA has established a network of country level water partnerships that are already working to codify knowledge and best practice for regional replication. Dissemination of information on IWRM-WE is facilitated through these partnerships in collaboration with other stakeholders such as WaterNet. This institutional architecture could be developed further with support from the Global Environment Facility (GEF) and become the framework within which regional IWRM planning knowledge management could be implemented across southern Africa.

82 The SADC Water Division is beginning to roll out the Regional Strategic Action Plan that contains a number of initiatives which will contribute to IWRM. The Regional Strategic Action Plan (RSAP) includes a programme related to improved knowledge of the water resources of the region and the impacts of water and land resources management. Basin wide information sharing and decision making tools will also be developed as part of the programme.

83 All these initiatives will provide useful lessons as Botswana embarks on the formulation and implementation of its national IWRM plan. In addition, regional capacity building institutions such as the Institute for Water and Sanitation Development (IWSD), GWP-SA and WaterNet will contribute to the process through the training programmes they are implementing to strengthen institutional capacity for IWRM planning at both national and regional levels. WaterNet is a member of Cap-Net, the international network of water institutions and networks, which supports capacity building and knowledge management in IWRM and implementation of water supply and sanitation. The involvement of both WaterNet and Cap-Net in the knowledge management component of the Project is very important, since this will be a cost-efficient and effective way of enhancing both national and regional stakeholder awareness and capacity.

Threats, Root Causes and Barriers Analysis

84 Principal threats to the water resources in Botswana arise from limited availability of water due to unreliable rainfall, increased incidence of droughts due to climate change, increased demand on a limited resource, and uncoordinated resource management practices. As a result, there is evidence of increased tensions around trans-boundary water resources allocation. While these have not developed into open conflict, it is important that they be managed through collaborative efforts such as joint IWRM planning. There is also evidence of unsustainable utilization of this scarce resource especially in the case of groundwater. In addition, water allocation is skewed in favor of some sectors and interest groups. This situation would improve with the adoption of IWRM as proposed through this Project.

85 A number of impediments to sustainable water resources management have been identified in Botswana, notably such relating to weak institutions for integrated water resources management, policy shortcomings, financial and human resource constraints and poor information dissemination practices.


86 Since most of Botswana’s water resources are shared with neighboring countries, the adoption of trans-boundary approaches to the management of the shared resources is required. Already, the country engages with its neighbors through the International Waters Office set up within MMEWR. The work being done through this office provides a building block for sharing information and disseminating best practice in IWRM across the region.

87 The consideration of important social cross-cutting concerns relating to different forms of social inequality and vulnerability, notably gender and HIV/AIDS, but including also poverty and various other forms of social differentiation and exclusion, land and resource rights, girl-child vulnerability, and human rights is an important aspect of IWRM. Data on such issues need to be collected, managed and mainstreamed into IWRM planning. It is of particular importance to take assertive action to achieve gender balance in stakeholder forums and IWRM organizations. Similarly, the lack of consideration of important environmental concerns in water resources management today is a threat to sustainability in the sector as well as to the environment, and thereby a threat to the long-term livelihoods of poor and otherwise marginalized groups in the country.

88 The NWMP process provides a vehicle for addressing these impediments as it recommends that water resources management include community participation and the creation of a new institutional architecture that will provide for inter-sectoral coordination in water resources management. The proposed MSP will assist with this process through institutionalizing IWRM planning and incorporation of global environmental concerns into IWRM. The Project will also provide for information dissemination as part of the regional knowledge management process.

89 A matrix summarizing causes of water resources management problems, and possible remedial measures is given in the matrix in Table 5.

Table 5 Matrix of Causes and Impacts

Direct Cause of Water Shortages

Overall Impacts Root Causes Potential Response Measures

Variability of Rainfall:

This is the most important direct cause of water shortages in Botswana.

Unsustainable Use and poor management of water resources:

High evaporation ratesPollution of water sourcesLimited data for assessment and

Ground water resources being depleted due to unsustainable abstraction and use

Increased competition for the resource

Uncoordinated water resources management practices

G

O

V

E

Centralized water resources planning processes and lack of inter-sectoral coordination Water resources

development and planning is the exclusive responsibility of government.

Sectoral approach to water resources planning

Lack of consideration of important cross-cutting and environmental concerns

Support participatory planning processes

Introduce IWRM planning systems, including facilities for consideration of cross-cutting and environmental concerns

Support implementation of NWMP recommendations, e.g. assist in the establishment of the Water Resources Council


Direct Cause of Water Shortages

Overall Impacts Root Causes Potential Response Measures

monitoring of water resources

Limited suitable sites for surface water development

R

N

A

N

C

E

No provision for community participation in water resources decision making Communities not

fully involved in planning process for water resources management

Over dominance of some interest groups in water allocation decision-making

Weak water resources planning institutions

Support programmes that improve community participation

Support improvement of water governance

Support institutional strengthening for IWRM

Implementation. Support inclusion of trans-

boundary considerations into water resources planning processes.

Shortage of financial resources and skilled personnel (planners with experience in IWRM) Sectoral approach to water

resources management perpetuated

Focus is on conventional approaches to water resources planning

Provide technical assistance for IWRM planning

Provide financial resources for IWRM planning

Provide assistance with best practices in managing issues of evaporation

Support improvement of data management on water resources

Inadequate information systems and knowledge management Information on integrated

water resources planning not packaged and disseminated

IWRM concept not understood

Support knowledge management at national and regional level for development of IWRM planning processes

Support development of a Monitoring and Evaluation system for IWRM.

No models for IWRM in Botswana and the region No examples of IWRM

planning to learn from

Provide examples from other parts of the world

Package Botswana experience for use in regional knowledge management

Provide resources (human and financial) for IWRM planning

Assist with incorporation of environmental considerations into IWRM (GEF focus areas).

Baseline Analysis


90 At the regional level, GWP-SA is supporting a region-wide IWRM planning initiative through which support is being provided for IWRM Planning in Zambia and Malawi. New programmes of support have also been initiated in Swaziland and Mozambique. The GWP initiative places emphasis on two components of IWRM planning, namely strengthening of regional water partnerships and capacity building. The programme to strengthen regional partnerships involves the documentation and codification of IWRM best practice, exchange of information through the hosting of partners’ meetings and the funding of exchange visits by practitioners and beneficiaries. The knowledge generated through this initiative will be posted on the GWP website which is currently being updated. GWP has budgeted US$ 210,000.00 for this component. GWP-SA (Southern Africa) is also running an IWRM-WE capacity building initiative in collaboration with WaterNet. The initiative that has been implemented since the beginning of 2006 covers issues such as gender, conflict resolution, trans-sectoral water governance, facilitation skills, and popularizing the IWRM Toolbox. This initiative is in a way translating the SADC RSAP IWRM capacity building component into specific actions on the ground. A total of US$ 250,000.00 is budgeted for this initiative.

91 At the national level in Botswana, in the 2005/2006 financial year the MMEWR had a budget of BWP 18 million (US$ 1=BWP 5.4) for the NWMP review that has recently been concluded. In the 2006/2007 budget there is a provision of BWP 3.5 million for water conservation, BWP 1.2 million for water quality monitoring and BWP 7 million for the construction of small to medium-size dams that are to be developed to supplement groundwater resources, especially in the north and east of the country where there is relatively higher run-off. The Ministry also makes financial allocations for trans-boundary water resources management activities that it implements through the international waters office which is established within its structures.

92 In addition, the Department of Local Government, Finance and Technical Services in the Ministry of Local Government which has the mandate to develop water supply systems in the five hundred and ten rural villages around the country has budgeted BWP 189 million for rural water supply and sanitation programmes in all these villages in the 2006/2007 financial year. Most of this amount is for infrastructure development.

93 The Water Utilities Corporation also conducts drought mitigation capacity building initiatives to address the issue of drought and water resources management. This initiative is carried out in association with the Botswana Country Water Partnership.

94 The Ministry of Wildlife, Environment and Tourism is implementing activities that will result in the formulation of an Integrated Management Plan for the Okavango Delta. Sida is contributing to this process through support they are providing through IUCN’s Water and Nature Initiative. This support amounts to US$ 1million.

GEF Alternative

95 Regionally, as mentioned above, a series of information dissemination and capacity building activities are ongoing and planned to further promote the concept of IWRM and develop a national IWRM/WE Plan at various countries. However, it is not clear whether the IWRM practices and information disseminated by existing networks include sufficient information about how the IWRM Plans influence (positively or negatively) issues related to


global environmental concerns. Also little is available as a form of knowledge management products (such as toolbox, etc.) regarding how to more explicitly and rigorously incorporate global environmental benefits (those related to biodiversity conservation, land degradation, climate change adaptation, POPs, and international waters) into a national IWRM planning and its implementation.

96 At the national level in Botswana, from the description above, it is clear that Government of Botswana has committed considerable resources to activities that may contribute directly or indirectly to IWRM planning and implementation. For example, the infrastructure development to be lead by the Department of Local Government, Finance and Technical Services in the Ministry of Local Government could serve the infrastructural basis to implement the IWRM plan once the plan is in place.

97 However, a water resources planning is not yet carried out in an integrated fashion in Botswana. Each of the activities listed above are planned and budgeted separately without much consideration to synergies that can be realized if they were implemented and/or coordinated in an integrated manner. They all address discrete components of the process. A national IWRM plan would assist the Government of Botswana in maximizing the potential benefits to be accrued by the country’s already ongoing and planned initiatives in terms of better management of their limited water resources.

98 With the GEF funding, the Government of Botswana could develop a national IWRM plan, paying due attention to the other ongoing and planned activities that have significant influence on the IWRM planning and implementation. At the same time, the GEF funding would make it possible that global environmental benefits would be explicitly considered during the development of the plan. Such an IWRM plan would constitute an alternative that would not be possible with the current approach to IWRM in Botswana.

99 Furthermore, knowledge and lessons learned from a national experience in Botswana could feed into the regional ongoing information sharing and capacity building efforts to realize regional benefits. The GEF Funding will make it possible to create knowledge management products that would assist countries in accruing multiple global benefits through the IWRM/WE Planning process. Botswana experience could be shared at various regional fora organized by existing networks such as GWP-SA and WaterNet.

Innovation

100 With the GEF Funding, it is possible to realize some innovation from the traditional planning construct, which has tended to focus on issues specific to the water sector without necessarily accommodating larger environmental needs. The project will establish the processes and methods for integrating global environmental management objectives into national IWRM planning. A broader perspective will be critical if the conflicting demands of different user groups are to be balanced against the need to protect the environment. The project in Botswana is designed as a pilot, with a view to developing and testing improved planned process and methods that may be eventually applied elsewhere in southern Africa. In other words, the proposal to develop an IWRM plan for Botswana should be viewed within the context of regional and international processes aimed at institutionalizing these planning processes into existing water resources management structures.


101 A number of countries in the Southern African region will benefit from the innovative planning processes and methods that will be developed through the project, enabling them to explicitly integrate global environmental concerns into water (and land and other natural resources) management. Most governments in the region are also demonstrating a readiness to broaden stakeholder participation in water resources management, which is a pre-requisite for IWRM. There is therefore a groundswell of interest and attention to IWRM in the region with Country Water Partnerships established in most countries. Lessons learned from this innovative process will be replicated widely in Southern African region through the bi-directional IWRM formulation processes that are envisaged between the national and regional realms; various programmes and training courses on IWRM offered or organized by WaterNet and GWP-SA, and periodic newsletters produced by the GWP Country Water Partnerships; in addition to the knowledge management activities that will be undertaken by the project under Outcome 2.

Project Budget

102 The proposed budget for the Project is shown in Table 6. Further budget details are shown in the Annex 2: Total Budget and Work Plan.

Table 6. Proposed Project Budget. (USD)

Project Outcomes and outputs TOTAL Co-financing

GEF

Outcome 1. A dynamic IWRM Plan adopted and implemented for Botswana, which addresses national and trans-boundary water management priorities, integrate global environmental management objectives, and balances multiple uses of water resourcesOutputs1.1 An assessment of issues and the status of water resources management 250,000 150,000 100,0001.2 Water resources management issues and actions identified, prioritized and strategized 175,000 150,000 25,0001.3 Cross-sectoral institutional coordination and stakeholder participation mechanisms for integrated water resources planning and management developed and established

100,000 50,000 50,0001.4 A dynamic IWRM Plan prepared 300,000 250,000 50,000Subtotal 825,000 600,000 225,000

Outcome 2: Increased awareness and capacity of national and regional stakeholders (government, private sector and members of the public) to engage in the IWRM (planning and implementation) process through regional knowledge management initiativesOutputs2.1 Consistent and practical guidance for IWRM developed and made available 150,000 75,000 75,0002.2 Institutional changes to facilitate stakeholder participation implemented 100,000 100,0002.3 Knowledge management products produced, knowledge and


awareness about IWRM created, and information disseminated at local, national and regional levels 550,000 225,000 325,000

2.4 Bi-directional mechanisms to incorporate national and trans-boundary concerns, agreements and processes into respective water resources planning and management arrangements established

150,000 50,000 100,000Subtotal 950,000 450,000 500,000

Outcome 3: Monitoring of progress in planning and implementation of IWRM is improvedOutputs3.1 An IWRM monitoring and evaluation framework (including baseline and performance indicators) developed 75,000 25,000 50,0003.2 The framework implemented, appropriately adapted to local, national and regional conditions 125,000 25,000 100,000Subtotal 200,000 50,000 150,000Project Management Services 200,000 100,000 100,000TOTAL PROJECT financing 2,175,000 1,200,000 975,000

Project Management Services will be covered by GoB as in-kind contribution.

103 The breakdown of the project budget (GEF funds) allocated for the Output 2.3: Knowledge management products produced, knowledge and awareness about IWRM created, and information disseminated at local, national and regional levels, are shown in the Table 6a below. It should be noted that the list of knowledge management products shown here is tentative and will be finalized during the inception phase to better reflect the local and regional needs and conditions.

Table 6a. Breakdown of the budget allocated to the Output 2.3.

Items GEF funds (USD)Production of knowledge management products for targeted audience including:*

Briefs for SADC Conference of Ministers Best practice notes per sector Advocacy notes for policy makers Advocacy notes for Commissioners of the transboundary

river commissions Advocacy notes for communities User Guide for different sectors

175,000

Set up and maintenance of a moderated project website 75,000Dissemination of the knowledge management project** 75,000Subtotal for the Output 2.3 325,000

* UNDP Botswana CO will work with GWP-SA and Botswana CWP to produce the knowledge management products. A total of US$ 500,000 of the GEF portion will be made available to GWP for this purpose. GWP will engage local and international consultants to manage processes that will lead to the production of the various knowledge management products. TORs for these consultancies are attached as Appendix…


** The majority of the dissemination efforts will be financed by the co-financiers and their existing networks both via internet and via workshops and meetings that they conduct at an appropriate level.

Logical Framework Analysis

104 A Project Logical Framework Matrix showing goal, objective, outcomes, outputs, inputs, actors, verifiable indicators and means of verification is presented in Annex 1.

c) Sustainability (including Financial Sustainability)

105 Ensuring that water in sufficient quantity and of adequate quality is available for basic human consumption, for sustaining ecosystem and for various economic uses – mining, industry, tourism, animal husbandry etc. – necessitates that the limited resource is properly planned and that all present and potential uses and users are considered in that process. Adopting IWRM principles is thus a necessity in Botswana. This strong necessity the country faces ensures the sustainability of the project benefits even after the completion of the project implementation. 106 The sustainability of IWRM planning in Botswana is predicated upon recent developments in the sector. The broadening of the stakeholder base in IWRM planning that has been heralded by the NWMP review process will facilitate the participation of a larger number of stakeholder groups and relevant institutions. The inclusion of community groups in the process will enhance their participation in and contribution to decision making. This will improve sustainability as the processes will be operationalized also at local level.

107 Department of Water Affairs has committed itself to supporting the project management structure, housed at the Kalahari Conservation Society, through the allocation of resources for IWRM planning in their budget for 2006. It can therefore be expected that the PMU will become an integral part of the water resources management framework in Botswana in the future, thereby supporting sustainability of Project activities and outputs. Financial sustainability will also be promoted by the commitment of financial resources made by the Global Water Partnership to regional knowledge management activities during and beyond the project implementation.

108 All the three outcomes of this proposed Project will contribute to the sustainability of the project benefits and impacts as described below. 109 Outcome 1: A dynamic IWRM Plan adopted and implemented for Botswana, which addresses national and trans-boundary water management priorities, integrates global environmental management objectives, and balances multiple uses of water resources.

Once the IWRM Plan that addresses national and transboundary water management priorities, integrates global environmental management objectives, and balances multiple uses of water resources is developed and the way to ensure that the process remains “dynamic” is defined, both global and local benefits accrued from such a plan will be sustained as long as the country considers the IWRM Plan as an important tool and element for its water recourse management. The recently


concluded NWMP review highlights IWRM as a focus of water resources management over the next thirty years. The country is also making efforts to integrate IWRM into the ongoing national and trans-boundary water resources management programmes. Through these efforts, the sustainability of the project benefits will be ensured.

110 Outcome 2: Increased awareness and capacity of national and regional stakeholders (government, private sector and members of the public) to engage in the IWRM (planning and implementation) process through regional knowledge management initiatives.

The production of knowledge management products that can be readily disseminated to and replicated in other countries will contribute to the sustainability of the benefits realized by the project. Practically useful information, best practices and lessons learned from the demonstration in Botswana on how to ensure that multiple global environmental benefits be accrued through the IWRM framework will be distilled into the knowledge management products.

Improved awareness, knowledge and capacity for water resources management would improve the sustainability of IWRM practices at both national and regional levels. The Botswana Country Water Partnership and GWP-SA, with its broad-based membership including government and civil society organizations, will continue promoting an integrated approach to water resources management throughout and beyond the project life span. Knowledge management products generated by this project will complement their efforts3.

An additional dimension to water resources management in Botswana and another possible avenue for knowledge sharing is provided by the work of the International Waters Office of the Ministry of Mineral, Energy and Water Resources to promote the international obligations the country has assumed in terms of the international conventions and protocols it has acceded to. The interactions with neighboring countries that this office handles will provide a useful vehicle for dissemination of experiences and knowledge, and leading to sustainability of IWRM planning.

111 Outcome 3: Monitoring of progress in planning and implementation of IWRM is improved.

Once an IWRM monitoring and evaluation framework is developed by the project, the benefits to be accrued by the implementation of the framework (in terms of increased efficiency in IWRM Planning and implementation) will be realized through the adaptation of the framework to appropriate levels and its implementation beyond the project life span. The sustainability of the framework will be ensured as long as it is proven to be effective in accelerating the IWRM planning and implementation process.

d) Replicability

3 It is important to note that IWRM planning in some countries is further advanced than it is in Botswana. Lessons from these other countries will therefore be brought to bear on the Botswana process.


112 The Outcome 2 of the project is targeted to ensure project replicability by fostering knowledge transfer. Knowledge management products will be produced based on the experiences and lessons learned from the demonstration activities in Botswana to integrate global environmental concerns into a national IWRM planning process. The distilled information on “how to” accrue multiple global environmental benefits through IWRM/WE Planning will be widely disseminated in the sub-Saharan Africa region as well as globally through existing and well established knowledge networks. In addition to a web-based knowledge transfer and newsletters, the existing knowledge networks and capacity building institutions that promote IWRM, such as GWP-SA and WaterNet, offer workshops, training courses and training of trainers, where practitioners and decision makers from the regions come together and exchange information in person. The knowledge management products produced by the project will be disseminated using those networks.

e) Stakeholder Involvement

113 A variety of stakeholders are involved in IWRM planning in Botswana. Principal stakeholders at national level include representatives from government ministries involved with water and land resources management. These include agencies such as MMEWR; Ministry of Environment, Wildlife and Tourism; Ministry of Local Government; Ministry of Lands and Housing; Ministry of Agriculture; Ministry of State President and Ministry of Labour and Home Affairs. Considering the importance of mainstreaming gender issues in IWRM, also the Women’s Affairs Division (WAD) is an important government stakeholder.

114 Another important stakeholder group includes civil society organizations and NGOs such as Kalahari Conservation Society and Environment Watch Botswana, which are implementing programmes in water resources management and planning. International NGOs such as the World Conservation Union (IUCN) also operate at national level especially through their involvement with the Okavango Management Planning processes, and through support to community-based water and sanitation as well as natural resources management programmes.

115 The water users at various levels are important stakeholders as well. These include institutional users, the private sector and community groups. At the user level, the Farmers Association of Botswana is an important stakeholder that will need to be involved in IWRM planning especially given the country’s focus on diversifying the agricultural sector to include irrigation. There are also a number of institutional users of water that will have an influence on water resources management. These include educational institutions such as colleges and the University, health facilities around the country, and military establishments which all form concentrated water demand centers. The involvement of these institutions in the development of sustainable water use strategies is expected to have a direct impact on water use in Botswana.

116 Until the review of the NWMP, most of these stakeholders played a largely passive role in decision-making processes regarding water development and management. The NWMP review recommends the inclusion of all stakeholders, including community groups including vulnerable groups, which is expected to be manifested through the membership of the proposed Water Resources Council (WRC). Also, the establishment of the Botswana Country Water Partnership has opened up space for a broader spectrum of government


entities to participate in water resources planning. The membership of the partnership includes representatives from departments of agriculture, women’s affairs, environment and others that have played a central role in the development of the IWRM programme. Until the WRC is established, the Country Water Partnership provides a government sanctioned forum for stakeholder participation in the IWRM planning in the interim phase. This arrangement will need to be reviewed once the WRC is established.

117 At the regional level, stakeholders include capacity building organizations such as GWP-SA, Cap-Net/WaterNet, and SADC. All these institutions are implementing programmes that the Botswana IWRM planning process will benefit from and make contribution to. Lessons generated from the Botswana demonstration will be packaged and used to influence IWRM developments in other parts of the southern Africa region thereby impacting on regional stakeholders. Commitments have been obtained from these programmes for support to the proposed Project. Finally, in a region where most river basins are trans-boundary, neighbouring countries should be considered important stakeholders.

118 The Botswana CWP conducted a stakeholder workshop. Members of the Partnership representing a cross-section of institutions involved with IWRM planning in the country were brought together at a one-day workshop in Gaborone where the proposed Project was discussed. The workshop identified the following stakeholders which could further be classified into the following groupings:

Legislators Conservation Consumer/Usage Technical

119 The Stakeholders identified at the workshop included: Department of Water Affairs (Water Committees), Farmers Associations, Tourism, Mining Sector, Department of Environmental Affairs, Department of Lands, Construction Companies, Local Authorities (Councils, Tribal and District Administration), Civil Society Organizations, Water Utilities Corporation, Ministry of Heath, Women’s Affairs Department, Ministry of Agriculture (Departments of Crops and Forestry, and Animal Health and Production), Meteorology Department, Department of Sanitation and Pollution Control, Department of Wildlife and National Parks, Village Development Committees ,Hospitality Industry , Ministry of Education, the Media, Botswana Youth Water Action Team – (Out of School Youth), Fishing Syndicates, Botswana Defense Force, Department of Building and Electrical Services, Prisons, Botswana Bureau of Standards , Academics (University of Botswana and others), Department of Geological Survey, Botswana Confederation of Commerce Industry and Manpower (BOCCIM), Politicians, House of Chiefs

120 The importance of the need to keep stakeholders informed about what goes on with initiatives like this was underscored at the workshop. It was recommended that it be ensured through a variety of means including consultative public meetings, workshops, reviews and seminars. The Project would also publish a Project magazine for information dissemination.

121 Although a detailed stakeholder involvement plan will be prepared during the Project Inception Phase, the Table 7 shows a stakeholder analysis matrix detailing the various stakeholders that are expected to be involved in the project and the roles they are expected to play. It is envisaged that these various institutions will be involved in the different stages of


the project implementation to ensure the multiplicity of interests that affect the IWRM Plans will be incorporated4.

Table 7. Stakeholder Analysis Matrix

Stakeholder Group

Major role Possible limitations for participation

Expectations

National Government Institutions

Overall coordinationCreation of an enabling environmentImplementation

Limited resource allocationsLimited staff capacitiesLimited facility for coordinationPolicy limitations

Creation of facility for integrated management of water and related resourcesEconomic and social development

GEF, UNDP and other potential donors

FundingTechnical assistanceMonitoring and evaluation

Limitation of fundsInstitutional capacity

Efficient and effective implementation of Project and achievement of Project goals

Civil society organizations

ConsultationImplementation

Institutional capacity Achievement of organization goalsCapacity support

Water, land users-farmers

ConsultationImplementation

Limited resources and capacity for participation

Influencing policy and implementation decisions

Regional and Sub-regional institutions (SADC, CAP-Net, WaterNet, GWP-SA)

ImplementationTransboundary dissemination of experiences and knowledge management

Institutional capacityLimited coordination among the entities Policy limitations

Achievement of organization goalsCapacity support

f) Monitoring and Evaluation

122 The Project will comply with monitoring, evaluation and reporting requirements, set by both UNDP and GEF. Quarterly progress reports will be submitted to UNDP by the executing agency, providing a brief summary of the status of activities and output delivery, explaining variances from the work plan, and presenting work plans for each successive quarter for review and endorsement. The Quarterly progress reports will also provide a basis for disbursements.

123 The logical framework matrix, found in Annex 1, provides indicators for Project implementation, along with their corresponding means of verification. These will form the basis upon which the Project's Monitoring and Evaluation system will be built.

124 An Annual Project Report (APR) and Project Implementation Review (PIR), including IW Results Template, will be prepared and submitted to UNDP and GEF annually, summarising and assessing work carried out in more detail, and will be reviewed by the Project Steering Committee, which shall make recommendations to the executing agency and the UNDP Country Office (UNDP CO) regarding the subsequent scheduling of Project activities.

4 The management arrangements recommended for the Project is to have the PMU hosted by the Kalahari Conservation Society (KCS), the host institution for the Botswana Country Water Partnership. This strategic location of the PMU, hosted in the same institution as the CWP, will allow for great ease (thus, reduce transaction costs) to ensure participation of all concerned stakeholders. Government will still be involved directly in the project through the project Steering Committee, which will be chaired by DWA.

125 Independent end-of-project evaluations will be conducted in accord with UNDP and GEF M&E guidance to identify to what extent the project has delivered the expected outputs and outcomes within the resources allocated in a timely and effective manner.

126 A Terminal Report will be prepared upon Project completion.

127 A tentative monitoring and evaluation plan is provided in Annex 3. Further specification of this plan will be made in the Inception Phase.

4. FINANCING

Financing Plan

128 The project estimated costs by Outcome for GEF and co-financing, project management budget, technical assistance consultation budget and co-financing sources are summarized below. More detailed budget is shown in the Table 6 under Project Design Section and in the Annex 2: Total Budget and Work Plan.

a) Project Costs

Project Components/Outcomes Co-financing ($) GEF ($) Total ($)1. Preparatory (PDF A) Phase 1.1. Framework for GEF support to national IWRM planning and regional knowledge management platform

57,500 23,000 80,500

1.2. Project management budget/cost* 2,500 2,000 4,500 PDF A Subtotal 60,000 25,000 85,000

2. Medium Size Project (MSP) Phase

2.1. IWRM Plan for Botswana is adopted that addresses national and transboundary water management priorities, integrates global environmental management objectives, and balances multiple uses of water resources.

600,000 225,000 825,000

2.2. Increased awareness and capacity of stakeholders (government, civil society, private sector) to engage in the IWRM planning and implementation process.

450,000 500,000 950,000

2.3. Monitoring of progress in planning and implementing IWRM is improved.

50,000 150,000 200,000

2.4. Project management budget/cost* 100,000 100,000 200,000

MSP Subtotal 1,200,000 975,000 2,175,000

Total project costs 1,260,000 1,000,000 2,260,000 * This item is an aggregate cost of project management; breakdown of this aggregate amount should be presented in the table b) below.

b) Project Management Budget/Cost

ComponentEstimated

Staff weeksGEF($) Other Sources ($) Project Total ($)

Locally recruited personnel* 120 97,000 50,000 147,000

Internationally recruited consultants*

0 0 0 0

Office facilities, equipment, vehicles and communications

0 47,000 47,000

Travel 0 0 0

Miscellaneous 3,000 3,000 6,000

Total project management cost 100,000 100,000 200,000

* Local and international consultants in this table are those who are hired for functions related to the management of the project. For those consultants who are hired to do a special task, they would be referred to as consultants providing technical assistance. For these consultants, please provide details of their services in c) below:

c) Consultants working for Technical Assistance Components:

ComponentEstimated

Staff weeksGEF($) Other Sources ($) Project Total ($)

Personnel

Local consultants* 700 500,000 400,000 770,000

International consultants 9 65,000 0 65,000

Total 565,000 400,000 965,000

* Including Service provided by locally based organizations

d) Co-Financing Sources

Name of Co-financier (source) Classification Type

AmountConfirmed ($) Unconfirmed ($)

Preparatory Phase Government of Botswana Government In kind and Parallel 60,000

MSP Phase

Government of Botswana Government Parallel 900,000

Global Water Partnership Parallel 300,000

Total Co-financing 1,260,000

Cost Effectiveness

129 All the three outcomes of the proposed project would ensure the cost effectiveness of the project. Outcome 1 ensures cost effectiveness as the GEF-funded activities under this outcome will be focused on ensuring the integration of global environmental concerns into

the IWRM Planning process, while the basic IWRM Planning process is already ongoing and supported by the Government and GWP in Botswana. Outcome 2 ensures cost effectiveness by utilizing the existing and well established knowledge networks as a vehicle to disseminating knowledge gained from Outcome 1. GEF funds will be utilized to distill the new knowledge and practices regarding how to accrue multiple global benefits through the IWRM framework without creating a new knowledge network. Outcome 3 will contribute to increase the cost effectiveness of the IWRM Planning and implementation practices itself, consequently leading to the cost effectiveness of achieving the project goal and objective. Currently no established Monitoring and Evaluation framework exists to monitor the progress of IWRM planning either at national or regional level.

5. INSTITUTIONAL COORDINATION AND SUPPORT

a) Core Commitments and Linkages

130 The UNDP Country Programme (CP) for Botswana 2003-2007 recognizes the threat posed by environmental degradation to the long-term sustainability of Botswana’s development, as well as the reliance of a large section of the population on critical environmental resources for their livelihoods. The CP is based on the United Nations Development Assistance Framework (UNDAF), which identifies environment as one of three strategic areas of focus for UN support, along with poverty alleviation and HIV/AIDS. The CP supports the UNDAF objective to assist Botswana to fulfill its obligations under global and regional commitments and goals. The proposed Project is directly linked with the output “Integrated water resources management plan developed” under this objective.

131 Further, Chapter four of the Common Country Assessment (2001) lays out the constraints and challenges to sustainable utilization of Botswana’s natural resources vis-à-vis six inter-related ‘environmental’ concerns, including rangeland degradation, depletion of water resources, pollution, waste and sanitation, and climate change impacts. The proposed Project contributes directly to addressing a range of the identified constraints, including increasing public awareness, capacity building and participatory decision making.

132 The Project is directly in line with the UNDP-Botswana Country Programme on environment, the objectives of which are to “strengthen institutional capacity to manage and monitor the environment, strengthening national capacity to implement global conventions, supporting CBNRM and NGO/CBO driven activities, and improving natural resources management and environmental education and awareness”. The proposed Project is relevant to the Strategic Results Framework as follows:

Sub Goal 1: “sustainable environmental management to improve the livelihoods and security of the poor”; and

Strategic area of support 3: “strengthening capacity to monitor and assess environmental sustainability in order to expand access to environmental information and improve decision making”.

133 UNDP and GoB are presently working collaboratively under the Botswana Environment Programme 2003-07. The objectives of the Programme are:

to strengthen the capacity of GoB and other organizations so they are better able to satisfy their mandates for environmental management;


to strengthen the systems for conservation and sustainable use of natural resources; and

to establish a national environmental information management system, which can be applied to national development planning, within and outside Government.

134 The programme is expected to improve the capacity for replicating good practices piloted under the MSP at a national level. In addition, the programme is strengthening the protocols and mechanisms for conducting environmental impact assessments of physical developments, establishing an environmental meta-database and improving state-of-the-environment reporting to Parliament and other high-level decision makers. UNDP has also provided financial assistance for the preparation of the National Wetlands Policy and Strategy.

b) Consultation, Coordination and Collaboration between IAs, and IAs and ExAs, if appropriate.

Linkages with GEF Financed Projects

135 A prominent feature of the water sector in Botswana has been the limited awareness regarding the need for IWRM, and thereby also a lack of adequate consideration of environmental aspects of water resources management. This aspect is now being addressed through the establishment of the CWP which, with support from GWP-SA and WaterNet, is working to build capacity for IWRM among all sectors in the country. The review of the NWMP gives additional currency to this initiative, especially with the recommendation for the establishment of a Water Resources Council which will involve all relevant institutions in overseeing water resources management in the country. However, resource constraints have so far limited the development of an appropriate institutional framework, something that the proposed GEF Project is expected to address at the same time as it will tie up the appropriate global environmental concerns with the IWRM planning processes. The integration of national water resources management with other programmes supported by GEF in areas such as biodiversity management, land degradation, climate change, joint river basin management and persistent organic pollutants will contribute to sustainability of efforts in the water sector. There are on-going initiatives in the water sector in Botswana that the proposed MSP could benefit from. These include the United Nations Environment Programme (UNEP) Desert Margins Initiative and the UNDP Botswana Programme, which are targeting biodiversity conservation in marginal lands, as well as GEF IW projects involving Botswana (Okavango, Orange-Senqu, and Groundwater and Drought Management in SADC). Sharing experiences with these projects will facilitate the transfer of vital information on water-relevant environmental concerns to the national IWRM planning process.

136 The Project is complementary with the regional International Waters Project ‘Environmental Protection and Sustainable Management of the Okavango River Basin’, supported by UNDP-GEF. This project addresses trans-boundary issues through a joint management approach reinforced through the development and implementation of a Strategic Action Program (SAP). The project provides for a process of formal endorsement of the SAP by the participating governments, support for the translation of SAP provisions into national policy and legislation, and the mobilization of institutional and investment resources for its implementation. The trans-boundary project provides an effective platform for advancing regional knowledge management through the sharing of lessons learned and best practice.


137 The GEF has approved a concept through UNDP to promote integrated water resources management in the Orange-Senqu River basin, which includes an area in South Western Botswana.

138 Other relevant GEF initiatives include programmes aimed at strengthening capacities at global level to address the threats posed by Invasive Alien Species (IAS). These include the Global Invasive Species Programme and a regional project on Removing Barriers to Invasive Plant Management in Africa, which includes Zambia as a pilot country. While none of these initiatives focus explicitly on Botswana, the guidelines and best practice developed by them may have bearing on efforts to improve controls on IAS as part of water resources management and development. In addition, the UNDP-GEF project “SADC Southern Africa Biodiversity Support” is developing a SADC protocol for IAS. Botswana is also developing a project on Sustainable Land Management with support from UNDP/GEF. The formulation of the MSP is in its final stages. Other important initiatives in this context are the Biodiversity Wetlands Project, the Shared Aquifers Project, and the WB Wildlife People Conflict Project.

Linkages with Regional Projects

139 The Project Management Unit will ensure that the Project is closely linked to some on-going and proposed regional programmes. Joint planning and programme planning sessions could be used as a way of promoting these linkages. The Okavango Integrated River Basin Management Project is part of a USAID-funded regional environment programme which aims at improving management of shared river basins. The project is assisting OKACOM by strengthening its capacity and that of other key institutions and organizations working within the Okavango River basin. The initiative will provide support to set up a Permanent OKACOM Secretariat to oversee the implementation of OKACOM activities. This will serve to improve the level of coordination of management initiatives in the river basin, and facilitate the integration of ecological data into water management activities at a basin level. The project is also supporting the development of a regional information management system. The regional knowledge management for IWRM proposed under this Project will be closely linked to this regional system.

140 The Every River Has Its People Project (ERP), which is implemented through the KCS, is a regional initiative financed by the Swedish International Development Cooperation Agency (Sida) aimed at strengthening the capacity of local communities and other civil society stakeholders to participate in regional decision-making forums concerning water resources management. This involves building a network of community-level informed cadres, regional and local authorities, and NGOs to participate in the development and implementation of management activities at a basin-wide scale. While the project is operating at the regional level, it is strengthening the capacities of civil society groups in the Ngamiland district of Botswana to engage in environmental management in general, and in policy review and reform, and activity planning and monitoring in the water sector in particular.

141 Botswana is one of the eight riparian states in the Zambezi basin. A national steering committee set up under the auspices of the Zambezi Action Programme 6 is responsible or coordinating all national activities and planning processes linked to this action.


142 The Kavango-Zambezi Transfrontier Conservation Area (KAZA TFCA) is a follow-on initiative to a USAID funded “Four Corners” Trans-boundary Natural Resources Management Programme. The proposed initiative involving Angola, Botswana, Namibia, Zambia and Zimbabwe aims to establish a major transfrontier conservation and development area in the Kavango and Upper Zambezi River basins. The KAZA TFCA will cover an area of approximately 300,000km2 across the five countries, including more than 14 formally proclaimed national parks, game reserves, forest reserves and game/wildlife management areas. The ecological integrity of the area is based upon the judicious use of the water resources in the Chobe-Linyanti-Upper Zambezi River systems in Botswana. This will have direct implications for IWRM planning in the country.

c) Project Implementation Arrangement

Steering and Implementation Arrangements

143 The Project will be implemented over a three-year period, including a 4-month Inception Phase. The project will be implemented by UNDP and executed by the Government of Botswana (National Execution). The Government of Botswana enters the cooperation agreement with the Kalahari Conservation Society (KCS), the current host and the Secretariat of the Botswana Country Water Partnership, so that KCS will be a responsible party for the project execution. The Cooperation agreement between the Government of Botswana and the Kalahari Conservation Society will be attached to the UNDP Project Document. The Department of Water Affairs, as the lead government department, will be responsible for co-ordination of all concerned government departments as well for chairing the Project Steering Committee.

144 The main activities during the Inception Phase will be to specify in more detail the content and activities for each of the Project components, prepare Project schedules and initial work plans, and specify the plans for monitoring and evaluation, and for stakeholder involvement. In addition, one specific task during the Inception Phase will be for the Project Team to carry out an assessment of the institutions and platforms to be involved and used under the regional knowledge management component, and a specification of the types of materials that should be produced under the component. At least one stakeholder workshop will be conducted during the Inception Phase.

Project Steering Committee

145 For the purposes of steering the implementation of the Project activities, a Project Steering Committee (PSC) will be set up with the following membership:

Director, DEA Representative of Ministry of Finance and Development Planning Director, DWA (chair) Director, Local Government and Development Chief Executive Officer, KCS Chairperson, CWP Representative, UNDP


146 The PSC will endorse the appointment of staff of the Project Management Unit; approve and monitor the implementation of Project work plans and budgets; provide technical inputs; and provide general Project supervision.

147 The Review of the National Water Master Plan suggested that the cross-sectoral coordination mechanism for IWRM in Botswana be assumed by the Water Resources Council (WRC) once it is established. In the interim phase before the establishment of the WRC, it is proposed that the Department of Water Affairs assume the responsibility of chairing and coordinating this cross-sectoral mechanism. At this stage, it is intended that the PSC will be subsumed into the WRC if it is established during the project life span to avoid and reduce redundancy. The details of how the PSC will be subsumed will be discussed near the establishment of the WRC.

Project Management Unit

148 A Project Management Unit (PMU) will be hosted by the Kalahari Conservation Society (KSC). Having the project hosted by KCS will allow for greater efficiencies in terms of time for the project implementation. It will consist of one full-time Project Coordinator, one Assistant (see Annex 4 for their Terms of References) and support staff. It is recommended that a full-time designated staff member of DWA be attached to the PMU. This will assist integrating and institutionalizing IWRM within the work of the department. Short-term consultants will be assigned in accordance with the specific component schedules prepared in the Inception Phase and detailed in annual work plans.

149 The PMU will co-ordinate inputs and activities both at national level with the stakeholders and partners in Botswana, and at regional level with the main co-operating partners GWP-SA and Cap-Net/WaterNet. Consultations held with representatives of these organizations have confirmed their readiness to work with the PMU in this regard.

Inputs

150 Each of the institutions involved in the Project will provide discrete inputs into the IWRM process. GEF will provide funding incremental to resources provided by GoB in a co-financing arrangement. GWP-SA through the Country Water Partnership will provide expertise in IWRM planning while institutions like Cap-Net, IWSD, IUCN and WaterNet will be expected to provide technical backstopping to the initiative, including training through their well established capacity building programmes.

6. REQUIRED ATTACHMENTS

a) Report on the Use of Project Preparation Grant (if used)

PDF Completion Report is attached as Annex 5.

b) Country Endorsement Letter (RAF endorsement letter if BD or CC project)

Country Endorsement Letter from Government of Botswana is attached as Annex 6.


c) Confirmed letters of commitments from co-financiers (with English Translation)

Co-financing letters from Government of Botswana and Global Water Partnership in Southern Africa (GWP-SA) are attached as Annex 7.

d) Agency Notification on Major Amendment and provide details of the amendment, if applicable.

N/A

PART II – SUPPLEMENTAL ANNEXES(To be included for the targeted research proposals only) N/A

PART III – RESPONSE TO PROJECT REVIEWS

a) Convention Secretariat comments and IA/ExA responseN/A

b) STAP expert review and IA/ExA response (if required)N/A

c) GEF Secretariat and other Agencies’ comments and IA/ExA response

GEFSEC Comments Responses1. The Project Goal, Objective and Outcomes are

included in the end of the project document (pp. 23). I would believe that the project documentwould be easier to read and understand if these were moved forward in the document. Maybe one should consider to cut a little of the initial 20 pages of background information out or place it in an appendix.

The Project Goal, Objective and Outcomes are moved to the beginning (page 6-7) of the document. The project rational, including the project goal, objective and outcomes, is summarized in 5 pages and more comprehensive background information is moved to the Project Design section (under Project Context)

2. Concerning the budget, the suggested amount of 250.000 US$ for project management services, equivalent to 25 % of the total MSP amount is too high, a figure around 75.000-100.000 US$ do seem more appropriate (7.5 % to 10%).

The budget for the project management services to be reduced to USD100,000.

3. The amount budgeted for under output 2.3 - 325.000 US$ does cover close to1/3 of the entire budget, Maybe a breakdown of the different components under this specific output could be a good way to illustrate what the funds are being proposed to be used for. I realize that this component is crucial to the success and impact of the IWRM for Botswana as well as for the possibility of having the riparian countries formulate their own IWRM plans, but using 1/3 of the budget is probably putting a little too much emphasis

Table 6a. is added to show the breakdown of the GEF budget allocated for the Output 2.3and to provide due justification for the planned expenditures. This emphasis on regional knowledge management reflects the fact that IWRM implementation in Botswana supported by this project is a demonstration case for the region. Without this regional component, ensuring the project cost effectiveness and justifying the GEF funding would be difficult. Knowledge generation and dissemination across the region will promote IWRM awareness and planning at a regional scale.


on this component. National level initiatives would not be able to cover this aspect, hence the allocation of a sizeable portion of GE resources to this important output. GWP-SA will work with UNDP CO to manage this component.

4. Please be aware of the fact that for MSPs there is a new template that needs to be used. The template features a more detailed overview of the budget for Project management services, among others.

The proposal is put into the new template (version 23 Feb 2007).

5. The Replication strategy envisioned in the Document mostly describes the activities already undertaken to facilitate replication of the IWRM plan in Botswana. Maybe one should consider strengthening the actual replication plan/strategy for the Botswana IWRM project. It is not really clear as it is in the written document….

The replicability section is revised to clearly state the project’s replication strategy.

6. Future GEF projects, in all focal areas, include a paragraph assessing how project activities, outputs and objectives will be influenced by the anticipated effects of climate change. (from the recent communication from GEFSEC to GEF Agencies, dated 14 Feb 2007)

A paragraph is added under risk section regarding the potential risks imposed by the anticipated effects of climate change with proposed mitigation measures.


Annexes

List of Annexes:

Annex 1: Project Logframe

Annex 2: Total Budget and Work Plan

Annex 3: Monitoring and Evaluation Plan and Budget

Annex 4: TORs for key project personnel

Annex 5: PDF Completion Report

Annex 6: Country Endorsement Letter from Government of Botswana

Annex 7: Co-financing letters


Annex 1: Project Logframe

ProjectIntegrated Water Resource Management Planning in Southern Africa

Goal

IWRM is operationalized across southern Africa, and contributes to environmentally, economically and socially sustainable development

ObjectiveTo facilitate national processes and development of institutional mechanisms, supported by and informing a regional knowledge management process, for efficient and equitable IWRM planning Outcomes1. A dynamic IWRM Plan adopted and implemented for Botswana, which addresses national and trans-boundary water management priorities, integrate global

environmental management objectives, and balances multiple uses of water resources2. Increased awareness and capacity of stakeholders (government, private sector and members of the public) to engage in the IWRM (planning and implementation) process

through regional knowledge management initiatives3. Monitoring of progress in planning and implementation of IWRMOutcome 1: A dynamic IWRM Plan adopted and implemented for Botswana, which addresses national and trans-boundary water management priorities, integrate global environmental management objectives, and balances multiple uses of water resourcesOutputs Inputs and Actors Verifiable indicators Means of verification Assumptions

For Outcome 1: Plan formally adopted by GoBPlan effectively implemented through institutional mechanisms createdTrans-boundary priorities addressedGlobal environmental objectives integrated and pursuedMultiple uses of water balanced

Assessment reportsIWRM planTrans-boundary management strategy and programme documents Documentation of cross-sectoral, participatory consultation and coordination processesRecords and outputs of inter-ministerial coordination mechanismPlanning documents and monitoring reports

Recommendations of NWMP Review are implemented


1.1 An assessment of issues and the status of water resources management

PMU Financial and human

resource inputs from GoB, UNDP-GEF and CWP

Stakeholders at all levels, including water users and civil society

Consultants

Workshops performedAssessment report(s) published

Workshop proceedingsAssessment report(s)

Current GoB focus on IWRM is maintained

1.2 Water resources management issues and actions identified, prioritized and strategized

Workshops performed Appropriate reports published

Workshop proceedingsReports

Multiple stakeholder participation in workshops maintained

1.3 Cross-sectoral institutional coordination and stakeholder participation mechanisms for integrated water resources planning and management developed and established

Coordination and stakeholder participation mechanisms in place

DWA Progress ReportsMonitoring reports

Water Resources Council established to coordinate IWRM Planning

1.4 A dynamic IWRM Plan prepared IWRM plan published and processes for its up-dating in place

Plan documentDWA Progress Reports

GoB capacity enhanced to facilitate plan formulation

Outcome 2: Increased awareness and capacity of national and regional stakeholders (government, private sector and members of the public) to engage in the IWRM (planning and implementation) process through regional knowledge management initiativesOutputs Inputs and Actors Verifiable indicators Means of verification Assumptions

For Outcome 2:Knowledge management platforms in place and informing national and regional IWRM planning processesGuidance material accessed by IWRM practitioners

Proceedings of dialogue and networking eventsRequests for informationProject monitoring reportsGWP/CWP progress reports and documentation. Documentation from regional networks and Cap-NetIWRM planning guidance materialDocumentation of planning processesPublic outreach and participation plans

Effective linkages between national and regional knowledge management networks created and functional

2.1 Consistent and practical guidance for IWRM developed and made available



Guidelines and information material for IWRM published

Review of guidelines and information material Progress and monitoring reports

PMU established and working with GoB

2.2 Institutional changes to facilitate stakeholder participation implemented

Extent and importance of institutional changes made

Progress and monitoring reports WRC established and functional


Institutional and human resource inputs from regional institutions such as GWP-SA, IWSD, WaterNet and SAWINET

Consultants

2.3 Knowledge and awareness about IWRM created, and information disseminated, at national and regional level

Number of training events and persons trainedNumber and quality of awareness and information programmes and materials produced

Course reportsMaterials reviewProgress and monitoring reports

IWRM Information networks fully functional at national and regional levels

2.4 Bi-directional mechanisms to incorporate national and trans-boundary concerns, agreements and processes into respective water resources planning and management arrangements established

Mechanisms visible in national and trans-boundary plans and arrangements

Progress and monitoring reportsNational and trans-boundary plan documents and agreements

National water resources planning processes recognize the need to incorporate regional concerns.

Outcome 3: Monitoring of progress in planning and implementation of IWRM is improvedOutputs Inputs and Actors Verifiable indicators Means of verification Assumptions

For Outcome 3:Monitoring framework applied in at least 3 countries

Monitoring framework documentationMonitoring reports

Platform/Framework for multi-country collaboration in monitoring established

3.1 An IWRM monitoring and evaluation framework (including baseline and performance indicators) developed



Consultants

M&E Plan(s) Review of plan(s) Capacity for monitoring built amongst relevant institutions

3.2 The framework implemented, appropriately adapted to local, national and regional conditions

M&E Plan(s) in place Progress and monitoring reports Individual countries incorporate provisions of monitoring framework into national water resources planning systems


Annex 2: Total Budge and Workplan

See an attached file.


Annex 3: Monitoring and Evaluation Plan and Budget

M&E Plan and Budget for MSP - Accruing multiple global benefits through Integrated Water Resource Management/Water Use Efficiency Planning:

A demonstration project for sub-Saharan Africa

Project monitoring and evaluation will be conducted in accordance with established UNDP and GEF procedures and will be provided by the project team and the UNDP Country Office (UNDP-CO) with support from UNDP/GEF. The Logical Framework Matrix in Annex 1 provides performance and impact indicators for project implementation along with their corresponding means of verification. The relevant IW indicators selected from the Monitoring and Evaluation Indicators for GEF International Waters Projects are also shown in the Project Document. These will form the basis on which the project's Monitoring and Evaluation system will be built.

The following sections outline the principle components of the Monitoring and Evaluation Plan and indicative cost estimates related to M&E activities. The project's Monitoring and Evaluation Plan will be presented and finalized at the Project's Inception Report following a collective fine-tuning of indicators, means of verification, and the full definition of project staff M&E responsibilities.

1. MONITORING AND REPORTING

1.1. Project Inception Phase

A Project Inception Workshop will be conducted with the full project team, relevant government counterparts, co-financing partners, the UNDP-CO and representation from the UNDP-GEF Regional Coordinating Unit, as well as UNDP-GEF (HQs) as appropriate.

A fundamental objective of this Inception Workshop will be to assist the project team to understand and take ownership of the project’s goals and objectives, as well as finalize preparation of the project's first annual work plan on the basis of the project's logframe matrix. This will include reviewing the logframe (indicators, means of verification, assumptions), imparting additional detail as needed, and on the basis of this exercise finalize the Annual Work Plan (AWP) with precise and measurable performance indicators, and in a manner consistent with the expected outcomes for the project.

Additionally, the purpose and objective of the Inception Workshop (IW) will be to: (i) introduce project staff with the UNDP-GEF expanded team which will support the project during its implementation, namely the CO and responsible Regional Coordinating Unit staff; (ii) detail the roles, support services and complementary responsibilities of UNDP-CO and RCU staff vis à vis the project team; (iii) provide a detailed overview of UNDP-GEF reporting and monitoring and evaluation (M&E) requirements, with particular emphasis on the Annual Project Implementation Reviews (PIRs) and related documentation, the Annual Project Report (APR), Tripartite Review Meetings, as well as mid-term and final evaluations. Equally, the IW will provide an opportunity to inform the project team on UNDP project related budgetary planning, budget reviews, and mandatory budget revisions.


The IW will also provide an opportunity for all parties to understand their roles, functions, and responsibilities within the project's decision-making structures, including reporting and communication lines, and conflict resolution mechanisms. The Terms of Reference for project staff and decision-making structures will be discussed again, as needed, in order to clarify for all, each party’s responsibilities during the project's implementation phase.

1.2. Monitoring responsibilities and events

A detailed schedule of project reviews meetings will be developed by the project management, in consultation with project implementation partners and stakeholder representatives and incorporated in the Project Inception Report. Such a schedule will include: (i) tentative time frames for Tripartite Reviews, Steering Committee Meetings, (or relevant advisory and/or coordination mechanisms) and (ii) project related Monitoring and Evaluation activities.

Day to day monitoring of implementation progress will be the responsibility of the Project Coordinator, based on the project's Annual Work Plan and its indicators. The Project Team will inform the UNDP-CO of any delays or difficulties faced during implementation so that the appropriate support or corrective measures can be adopted in a timely and remedial fashion.

The Project Coordinator will fine-tune the progress and performance/impact indicators of the project in consultation with the full project team at the Inception Workshop with support from UNDP-CO and assisted by the UNDP-GEF Regional Coordination Unit. Specific targets for the first year implementation progress indicators together with their means of verification will be developed at this Workshop. These will be used to assess whether implementation is proceeding at the intended pace and in the right direction and will form part of the Annual Work Plan. The local implementing agency will also take part in the Inception Workshop in which a common vision of overall project goals will be established. Targets and indicators for subsequent years would be defined annually as part of the internal evaluation and planning processes undertaken by the project team.

Measurement of impact indicators related to global benefits will occur according to the schedules defined in the Inception Workshop and tentatively outlined in the Tables 2 & 3 in the Project Document. The measurement, of these will be undertaken through subcontracts or retainers with relevant institutions (e.g. vegetation cover via analysis of satellite imagery, or populations of key species through inventories) or through specific studies that are to form part of the projects activities (e.g. measurement carbon benefits from improved efficiency of ovens or through surveys for capacity building efforts) or periodic sampling such as with sedimentation.

Periodic monitoring of implementation progress will be undertaken by the UNDP-CO through quarterly meetings with the project proponent, or more frequently as deemed necessary. This will allow parties to take stock and to troubleshoot any problems pertaining to the project in a timely fashion to ensure smooth implementation of project activities.

UNDP Country Offices, and UNDP-GEF RCU as appropriate, will conduct yearly visits to projects that have field sites, or more often based on an agreed upon scheduled to be detailed


in the project's Inception Report / Annual Work Plan to assess first hand project progress. Any other member of the Steering Committee can also accompany, as decided by the SC. A Field Visit Report will be prepared by the CO and circulated no less than one month after the visit to the project team, all SC members, and UNDP-GEF.

Annual Monitoring will occur through the Tripartite Review (TPR). This is the highest policy-level meeting of the parties directly involved in the implementation of a project. The project will be subject to Tripartite Review (TPR) at least once every year. The first such meeting will be held within the first twelve months of the start of full implementation. The project proponent will prepare an Annual Project Report (APR) and submit it to UNDP-CO and the UNDP-GEF regional office at least two weeks prior to the TPR for review and comments.

The APR will be used as one of the basic documents for discussions in the TPR meeting. The project proponent will present the APR to the TPR, highlighting policy issues and recommendations for the decision of the TPR participants. The project proponent also informs the participants of any agreement reached by stakeholders during the APR preparation on how to resolve operational issues. Separate reviews of each project component may also be conducted if necessary.

Terminal Tripartite Review (TTR)

The terminal tripartite review is held in the last month of project operations. The project proponent is responsible for preparing the Terminal Report and submitting it to UNDP-CO and UNDP/GEF RCU. It shall be prepared in draft at least two months in advance of the TTR in order to allow review, and will serve as the basis for discussions in the TTR. The terminal tripartite review considers the implementation of the project as a whole, paying particular attention to whether the project has achieved its stated objectives and contributed to the broader environmental objective. It decides whether any actions are still necessary, particularly in relation to sustainability of project results, and acts as a vehicle through which lessons learned can be captured to feed into other projects under implementation of formulation.

The TPR has the authority to suspend disbursement if project performance benchmarks are not met (benchmarks will be developed at the Inception Workshop), based on delivery rates, and/or qualitative assessments of achievements of outputs.

1.3. Project Monitoring Reporting

The Project Coordinator in conjunction with the UNDP-CO, and UNDP-GEF as appropriate, will be responsible for the preparation and submission of the following reports that form part of the monitoring process. Items (a) through (f) are mandatory and strictly related to monitoring, while (g) through (h) have a broader function and the frequency and nature is project specific to be defined throughout implementation.

a) Inception Report (IR)


A Project Inception Report will be prepared immediately following the Inception Workshop. It will include a detailed First Year/ Annual Work Plan divided in quarterly time-frames detailing the activities and progress indicators that will guide implementation during the first year of the project. This Work Plan would include the dates of specific field visits, support missions from the UNDP-CO or the Regional Coordinating Unit (RCU) or consultants, as well as time-frames for meetings of the project's decision making structures. The Report will also include the detailed project budget for the first full year of implementation, prepared on the basis of the Annual Work Plan, and including any monitoring and evaluation requirements to effectively measure project performance during the targeted 12 months time-frame.

The Inception Report will include a more detailed narrative on the institutional roles, responsibilities, coordinating actions and feedback mechanisms of project related partners. In addition, a section will be included on progress to date on project establishment and start-up activities and an update of any changed external conditions that may effect project implementation.

When finalized the report will be circulated to project counterparts who will be given a period of one calendar month in which to respond with comments or queries. Prior to this circulation of the IR, the UNDP Country Office and UNDP-GEF’s Regional Coordinating Unit will review the document. The IR must be submitted to UNDP within 12 weeks from the project start-up.

b) Annual Project Report (APR)

The APR is a UNDP requirement and part of UNDP’s Country Office central oversight, monitoring and project management. It is a self-assessment report by project management to the CO and provides input to the country office reporting process and the ROAR, as well as forming a key input to the Tripartite Project Review. An APR will be prepared on an annual basis prior to the Tripartite Project Review, to reflect progress achieved in meeting the project's Annual Work Plan and assess performance of the project in contributing to intended outcomes through outputs and partnership work.

The format of the APR is flexible but should include the following: An analysis of project performance over the reporting period, including outputs

produced and, where possible, information on the status of the outcome The constraints experienced in the progress towards results and the reasons for

these The three (at most) major constraints to achievement of results AWP, CAE and other expenditure reports (ERP generated) Lessons learned Clear recommendations for future orientation in addressing key problems in lack

of progress

c) Project Implementation Review (PIR)

The PIR is an annual monitoring process mandated by the GEF. It has become an essential management and monitoring tool for project managers and offers the main vehicle for extracting lessons from ongoing projects. Once the project has been under implementation for


a year, a Project Implementation Review must be completed by the CO together with the project. The PIR can be prepared any time during the year (July-June) and ideally prior to the TPR. The PIR should then be discussed in the TPR so that the result would be a PIR that has been agreed upon by the project, the executing agency, UNDP CO and UNDP/GEF RCU.

The individual PIRs are collected, reviewed and analyzed by the Regional Coordinators at the UNDP/GEF prior to sending them to the focal area clusters at the UNDP/GEF headquarters. The focal area clusters supported by the UNDP/GEF M&E Unit analyze the PIRs by focal area, theme and region for common issues/results and lessons. The Technical Advisors and Principle Technical Advisors play a key role in this consolidating analysis.

The focal area PIRs are then discussed in the GEF Interagency Focal Area Task Forces in or around November each year and consolidated reports by focal area are collated by the GEF Independent M&E Unit based on the Task Force findings.

The GEF M&E Unit provides the scope and content of the PIR. In light of the similarities of both APR and PIR, UNDP/GEF has prepared a harmonized format for reference.

The PIR and APR are now harmonized into single reporting format.

d) Quarterly Progress Reports

Short reports outlining main updates in project progress will be provided quarterly to the local UNDP Country Office and the UNDP-GEF regional office by the project team.

e) Periodic Thematic Reports

As and when called for by UNDP, UNDP-GEF or the Implementing Partner, the project team will prepare Specific Thematic Reports, focusing on specific issues or areas of activity. The request for a Thematic Report will be provided to the project team in written form by UNDP and will clearly state the issue or activities that need to be reported on. These reports can be used as a form of lessons learned exercise, specific oversight in key areas, or as troubleshooting exercises to evaluate and overcome obstacles and difficulties encountered. UNDP is requested to minimize its requests for Thematic Reports, and when such are necessary will allow reasonable timeframes for their preparation by the project team.

f) Project Terminal Report

During the last three months of the project the project team will prepare the Project Terminal Report. This comprehensive report will summarize all activities, achievements and outputs of the Project, lessons learned, objectives met, or not achieved, structures and systems implemented, etc. and will be the definitive statement of the Project’s activities during its lifetime. It will also lay out recommendations for any further steps that may need to be taken to ensure sustainability and replicability of the Project’s activities.

g) Technical Reports

Technical Reports are detailed documents covering specific areas of analysis or scientific specializations within the overall project. As part of the Inception Report, the project team


will prepare a draft Reports List, detailing the technical reports that are expected to be prepared on key areas of activity during the course of the Project, and tentative due dates. Where necessary this Reports List will be revised and updated, and included in subsequent APRs. Technical Reports may also be prepared by external consultants and should be comprehensive, specialized analyses of clearly defined areas of research within the framework of the project and its sites. These technical reports will represent, as appropriate, the project's substantive contribution to specific areas, and will be used in efforts to disseminate relevant information and best practices at local, national and international levels.

h) Project Publications

Project Publications will form a key method of crystallizing and disseminating the results and achievements of the Project. These publications may be scientific or informational texts on the activities and achievements of the Project, in the form of journal articles, multimedia publications, etc. These publications can be based on Technical Reports, depending upon the relevance, scientific worth, etc. of these Reports, or may be summaries or compilations of a series of Technical Reports and other research. The project team will determine if any of the Technical Reports merit formal publication, and will also (in consultation with UNDP, the government and other relevant stakeholder groups) plan and produce these Publications in a consistent and recognizable format. Project resources will need to be defined and allocated for these activities as appropriate and in a manner commensurate with the project's budget.

The Project will publish knowledge management products such as tool kits and guidance materials to be used by IWRM practitioners in the region.

2. INDEPENDENT EVALUATION

The project will be subjected to at least two independent external evaluations as follows5:-

(i) Mid-term Evaluation

An independent Mid-Term Evaluation will be undertaken at the end of the second year of implementation. The Mid-Term Evaluation will determine progress being made towards the achievement of outcomes and will identify course correction if needed. It will focus on the effectiveness, efficiency and timeliness of project implementation; will highlight issues requiring decisions and actions; and will present initial lessons learned about project design, implementation and management. Findings of this review will be incorporated as recommendations for enhanced implementation during the final half of the project’s term. The organization, terms of reference and timing of the mid-term evaluation will be decided after consultation between the parties to the project document. The Terms of Reference for this Mid-term evaluation will be prepared by the UNDP CO based on guidance from the Regional Coordinating Unit and UNDP-GEF.

(ii) Final Evaluation

An independent Final Evaluation will take place three months prior to the terminal tripartite review meeting, and will focus on the same issues as the mid-term evaluation. The final

5 MSP might not be subject to a mid-term evaluation.


evaluation will also look at impact and sustainability of results, including the contribution to capacity development and the achievement of global environmental goals. The Final Evaluation should also provide recommendations for follow-up activities. The Terms of Reference for this evaluation will be prepared by the UNDP CO based on guidance from the Regional Coordinating Unit and UNDP-GEF.

Audit

The Government will provide the UNDP Resident Representative with certified periodic financial statements, and with an annual audit of the financial statements relating to the status of UNDP (including GEF) funds according to the established procedures set out in the Programming and Finance manuals. The Audit will be conducted by the legally recognized auditor of the Government, or by a commercial auditor engaged by the Government in accordance with the UNDP audit guidelines for national execution projects.

3. LEARNING AND KNOWLEDGE SHARING

Results from the project will be disseminated within and beyond the project intervention zone through a number of existing information sharing networks and forums. In addition:

The project will participate, as relevant and appropriate, in UNDP/GEF sponsored knowledge sharing networks, such as IW:LEARN, organized for Senior Personnel working on projects that share common characteristics. UNDP/GEF shall establish a number of networks, such as Integrated Ecosystem Management, eco-tourism, co-management, etc, that will largely function on the basis of an electronic platform.

The project will identify and participate, as relevant and appropriate, in scientific, policy-based and/or any other networks, which may be of benefit to project implementation though lessons learned.

The project will identify, analyze, and share lessons learned that might be beneficial in the design and implementation of similar future projects. Identify and analyzing lessons learned is an ongoing process, and the need to communicate such lessons as one of the project's central contributions is a requirement to be delivered not less frequently than once every 12 months. UNDP/GEF shall provide a format and assist the project team in categorizing, documenting and reporting on lessons learned. To this end a percentage of project resources will need to be allocated for these activities.

TABLE 1: INDICATIVE M & E WORK PLAN AND CORRESPONDING BUDGET

Type of M&E activity Responsible Parties Budget US$Excluding project team

Staff time

Time frame

Inception Workshop Project Coordinator UNDP CO UNDP GEF

7,000Within first two months of project start up

Inception Report Project Team UNDP CO 500 Immediately

following IWMeasurement of Means of Verification for Project

Project Coordinator will oversee the hiring of specific

10,000 Start, mid and end of project


Purpose Indicators studies and institutions, and delegate responsibilities to relevant team members

Measurement of Means of Verification for Project Progress and Performance (measured on an annual basis)

Oversight by Project GEF Technical Advisor and Project Coordinator

Measurements by regional field officers and local IAs

20,000 Annually prior to APR/PIR and to the definition of annual work plans

APR and PIR Project Team UNDP-CO UNDP-GEF

None Annually

TPR and TPR report Government Counterparts UNDP CO Project team UNDP-GEF Regional

Coordinating Unit

NoneEvery year, upon receipt of APR

Steering Committee Meetings

Project Coordinator UNDP CO

2,500 Following Project IW and subsequently at least once a year

Periodic status reports Project team 5,000 To be determined by Project team and UNDP CO

Technical reports Project team Hired consultants as needed

25,000 To be determined by Project Team and UNDP-CO

Mid-term External Evaluation

Project team UNDP- CO UNDP-GEF Regional

Coordinating Unit External Consultants (i.e.

evaluation team)

20,000 At the mid-point of project implementation.

Final External Evaluation Project team, UNDP-CO UNDP-GEF Regional

Coordinating Unit External Consultants (i.e.

evaluation team)

30,000 At the end of project implementation

Terminal Report Project team UNDP-CO External Consultant

NoneAt least one month before the end of the project

Lessons learned Project team UNDP-GEF Regional

Coordinating Unit (suggested formats for documenting best practices, etc)

25,000

Yearly

Audit UNDP-CO Project team

4,000 (average $1000 per year)

Yearly

Visits to field sites (UNDP staff travel costs to be charged to IA fees)

UNDP Country Office UNDP-GEF Regional

Coordinating Unit (as appropriate)

Government representatives

15,000 (average one visit per year)

Yearly


TOTAL INDICATIVE COST Excluding project team staff time and UNDP staff and travel expenses

US$ 164,000


Annex 4: ToRs for the key project personnel

The following positions will be recruited for the Project: Project Coordinator, Project Assistant and Administrative Assistant. These three positions will comprise the core of the Project Management Unit to which GoB will second a senior water resources management staff member.

1. Project Coordinator (PC)

Overall Purpose:

To ensure the overall coordination and smooth implementation of the UNDP-GEF Project: Accruing Multiple Global Benefits through Integrated Water Resource Management/Water Use Efficiency Planning: A Demonstration Project for sub-Saharan Africa (Botswana)

Generic Skills Required:

The PC will be a leader who will bring to the position status and credibility that is recognized by partner institutions/implementers. S(He) will have the ability to think strategically and be able to work effectively under pressure and manage work and resources within tight deadlines.

The PC will possess excellent communication skills including the ability to write lucidly and succinctly. S(He) will also possess above average interpersonal skills and the ability to work in a multicultural environment.

Specific Responsibility

The PC will be responsible for the day-to-day management and implementation of the Project to achieve all the stated outcomes and ensure their incorporation into national water resource development and management initiatives.

Technical, managerial and financial tasks:

The technical, managerial and financial tasks of the Project Coordinator are to:

a) Work closely with relevant Government agencies and partner NGOs to ensure that Project implementation contributes to IWRM planning at the national level;

b) Prepare annual work plans and budgets for the Project;c) Prepare quarterly, annual, mid-term and terminal Project progress reports that cover

technical and financial matters for the consideration of the national PSC, UNDP-GEF, and the UNDP CO;

d) Manage both staff performance and Project evaluations;e) Identify IWRM training needs for national stakeholders and arrange for training;f) Represent the Project in meetings and conferences to which the Project is invited;g) Supervise the activities or inputs of short/long-term consultants and ensure proper

delivery of all outputs under implementation; and


h) Guide the Project’s M&E procedure and make recommendations to national authorities and donors.

2. Project Assistant (PA)

Objective:

The PA will assist the PC with implementing the Project and stand in for the PC in his/her absence.

Principal Functions:

The principal functions of the Project Assistant are to: Provide support to the PMU in the collection and compilation of data relevant to the

Project outcomes; Upkeep and sustaining of a Project management framework; and Ensure integration of Project outcomes and flow of information among related

IWRM projects within government and in other participating organizations.

3. Administrative Assistant (AA)

Objective:

The AA will provide administrative and management backstopping to the PMU. This will include managing procurement processes, arranging meetings and workshops and maintaining linkages with related projects and programmes in Botswana and in the region.

Specific Administrative tasks:

The specific administrative tasks of the AA are to: Organize stakeholder mobilization and consultative meetings and workshops; Support the PC in creating an effective and efficient Project management and

administrative system; Provide support to the PMU in the collection and compilation of data relevant to the

Project outcomes; Upkeep and sustaining of a Project management framework; Perform any other duties assigned by the Project Coordinator; Maintains accurate filing system of documentation; Issues all stock items to users in accordance with requisitions presented; and Maintain a computerized procurement system.

4. National Consultant

Duties:

Under the overall supervision and guidance of the Global Water Partnership and the UNDP Country Office, the consultant will, in close collaboration with the relevant national staff, be


responsible for producing information notes on IWRM for use at national level. Specifically s/he will undertake the following tasks:

Conduct scoping studies to establish status of play in IWRM related sectors such as biodiversity, climate change at national level and recommend actions needed to factor findings into IWRM planning; (Outcome 1)

In association with GoB and Botswana CWP compile information notes for use in disseminating IWRM to national level stakeholders; (Outcome 2)

In association with the International consultant, develop national level products, including a monitoring and evaluation plan for the project, for feeding into regional information notes. These will be used to produce information for SADC level as well as transboundary basin level. (Outcome 3)

Facilitate national workshops to discuss knowledge management products. Review, editing and finalization of the various knowledge management products to

ensure they are of acceptable high technical standard. Products should meet expectations of government and UNDP.

Capacity building of UNDP CO, national CWP and government personnel in the area of IWRM planning. This will be achieved through activity implementation. (Outcome 2)

The consultant will spend 20 % of his/her time towards the achievement of Outcome 1, 70% towards Outcome 2, and 10% towards Outcome 3.

Experience and Qualifications:

Excellent communication and writing skills in English, Minimum of a University degree in an area relevant to the consultancy, e.g. Water

Resources Management, Environmental Science, Natural Resources Management, Geography.

Qualifications in Communication will be an added advantage, Proven practical experience in capacity building, institutional strengthening, or other

related fields; Five (5) years previous work experience in southern Africa and Botswana; Familiarity with the UNDP/GEF guidelines and requirements an added

advantage.

Duration:

The task to be performed by the national consultant is expected to take 60 working days over the three year lifespan of the project (3 years).

Budget:

The table below contains the draft budget for the national consultant.

Item Unit cost (USD) Total cost (USD)Fees for 60 working days 400 24,000Miscellaneous (communications, taxis, flight adjustment, etc.)

1,000

Grand Total 25,000


5. International Consultant

Duties:

Under the overall supervision and guidance of the Global Water Partnership and the UNDP Country Office, the consultant will, in close collaboration with the relevant national staff and consultant, be responsible for producing information notes with a regional component. Specifically s/he will undertake the following tasks:

Advise IWRM sector on incorporating national environmental concerns into IWRM planning processes; (Outcome 1)

Assist with collation of national and regional experiences with IWRM implementation and packaging these for regional dissemination; (Outcome 2)

Incorporation of international experiences with IWRM into local and regional programmes;

Review, editing and finalization of the various knowledge management products to ensure they are of acceptable high technical standard. Products should meet expectations of government and UNDP. (Outcome 2)

Capacity building of UNDP CO, national CWP and government personnel in the area of IWRM planning. This will be achieved through activity implementation.

Together with national consultant, design a comprehensive monitoring and evaluation plan for use in tracking development and implementation of IWRM in Botswana and regionally. (Outcome 3)

The consultant will spend 20 % of his/her time towards the achievement of Outcome 1, 60% towards Outcome 2, and 20% towards Outcome 3.


Excellent communication and writing skills in English, Postgraduate degree in an area relevant to the consultancy, e.g. Water Resources

Management, Environmental Science, Natural Resources Management, Geography. Qualifications in Communication will be an added advantage, Proven practical experience in capacity building, institutional strengthening, or other

related fields; Previous work experience in developing countries and in southern Africa. Familiarity with the UNDP/GEF guidelines and requirements an added

advantage.

Duration:

The task to be performed by the international consultant is expected to take 45 working days over the life of the project (3 years).

Budget:

The table below contains the draft budget for the ToRs.


Item Unit cost (USD) Total cost (USD)Fees for 45 working days 600 27,000DSA for 30 days in Gaborone 200 6,000Travel to the region* 5,000 30,000Miscellaneous (communications, taxis, flight adjustment, etc.)

2,000

Grand Total 65,000* The international consultant is expected to travel to Botswana twice a year during the duration of the project to ensure the effective coordination of his/her work with the national consultant and the quality of the outputs under all the outcomes. To reduce this cost, the preference will be given to a consultant based in the sub-Saharan Africa region.

6. Contractual Services (Company)

Background:

The Regional Knowledge component of the Botswana IWRM Plan project will be managed by the Global Water Partnership-Southern Africa Chapter in collaboration with the Botswana Country Water Partnership (BCWP). BCWP comprises a variety of institutions including the Botswana Department of Water Affairs. The Partnership is chaired by the University of Botswana and hosted by the Kalahari Conservation Society (KCS) which provides the Secretariat services to the partnership.

It is envisaged that GWP-SA will carry the responsibility for the bulk of the work across all the three outcomes, including the generation of regional knowledge management products for dissemination to stakeholders at local level and decision makers both in-country and across the region. GWP will contract with KCS to compile, generate and disseminate this information. KCS will also enter into the partnership with the Government of Botswana to share the project execution responsibilities for this project. The details of the cooperation will be specified in the cooperation agreement between the Government of Botswana and the KCS to be attached to the UNDP Project Document.

This Terms of Reference details the technical tasks that KCS will be expected to perform towards the achievement of the project outcomes. The KSC is expected to spend 30 % of its effort towards the achievement of Outcome 1, 50% towards Outcome 2, and 20 % towards Outcome 3.

Duties:

1. Conduct scoping exercises to establish the status of play with regard to the implementation of activities in the environmental sector that have a bearing on integrated water resources management. Relevant sectors include biodiversity management, climate change adaptation, transboundary water resources management.

2. Convene stakeholder consultative workshops to define appropriate steps for use in developing an IWRM plan for Botswana;


3. Produce information notes and policy briefs for use in IWRM awareness creation among various stakeholders. Principal stakeholders to be targeted include national level as well as regional decision and policy makers.

4. Develop mechanisms to ensure that Botswana IWRM planning processes contribute to and learn from on-going IWRM awareness in the region. Clear bi-directional information channels (Botswana to the region and the region to Botswana) need to be developed as part of this task.

5. Produce and promote the adoption of a comprehensive IWRM Plan and implementation action plan for Botswana. The Plan to be developed should include transboundary water management priorities for the country, integrate global environmental management objectives and promote the balancing of the interests of multiple water resource uses.

6. Develop a comprehensive Monitoring and Evaluation plan for the Botswana IWRM planning process.


Demonstrated institutional capacity to handle the tasks detailed above. This capacity is to include, technical experience with handling similar activities, experience with handling donor funds and familiarity with reporting system of various donors organizations;

Proven practical experience in capacity building, institutional strengthening, or other related fields;

Familiarity with the UNDP/GEF guidelines and requirements will be an added advantage.


Annex 5: PDF Completion Report

See an attached file.


Annex 6: Country Endorsement Letter


Annex 7: Co-financing letters




Documents

WaterWiki.netwaterwiki.net/images/3/3a/Botswana_IWRM_MSP_PRODO… · Web viewRequest For Funding Under The GEF Trust Fund. GEFSEC Project ID: IA/ExA Project ID: PIMS 3362, Atlas