Implementation of the Strategic Action Programme For the Red Sea and Gulf of Aden

Table of ContentsExecutive Summary 1 PERSGA and the SAP Project 1.1 Objective and Components of SAP 1.2 The SAP Project 1.3 Components Selected for the Special Review 2 Special Review

Revised Version

of the

Special Review

Of The GEF Supported Project For the Implementation of the Strategic Action Programme For the Red Sea and Gulf of Aden

This report is prepared for PERSGA and is intended for its internal use only

August 2001

Table of Contents

Executive Summary

1 PERSGA and the SAP Project

1.1 Objective and Components of SAP

1.2 The SAP Project

1.3 Components Selected for the Special Review

2 Special Review Process

2.1 Summary of Terms of Reference for the Special Review

2.2 Summary of Special Review Process

2.3 Composition of the Special Review Team

3 Issues Identified by the Special Review Team as requiring attention

4 Analysis of Selected Components

4.1 Component 3 – Sustainable Use and Management of Living Marine Resources

4.1.1 Concept and design 4.1.2 Results to date 4.1.3 Effectiveness of implementation, design and management 4.1.4 Areas of potential success and lessons learned

4.1.5 Suggestions for measures to strengthen design and supervision processes

4.2 Component 4 - Habitat and Biodiversity Conservation

4.2.1 Concept and design 4.2.2 Results to date 4.2.3 Effectiveness of implementation, design and management 4.2.4 Areas of potential success and lessons learned

4.2.5 Suggestions for measures to strengthen design and supervision processes

4.3 Component 5 – Development of a Regional Network of Marine Protected Areas

4.3.1 Concept and design 4.3.2 Results to date 4.3.3 Effectiveness of implementation, design and management 4.3.4 Areas of potential success and lessons learned

4.3.5 Suggestions for measures to strengthen design and supervision processes

4.4 Component 6 – Support for Integrated Coastal Zone Management

4.4.1 Concept and design 4.4.2 Results to date 4.4.3 Effectiveness of implementation, design and management 4.4.4 Areas of potential success and lessons learned

4.4.5 Suggestions for measures to strengthen design and

supervision processes

5 Conclusions and Recommendations

5.1 General Recommendations

5.2 Project Management

5.2.1 The Project Steering Committee

5.2.2 The Project Management Office 5.2.3 The Project Manager

5.2.4 The Project Secretary 5.2.5 The Technical Advisory Group 5.2.6 The Information Management Group 5.2.7 The Monitoring and Evaluation Group 5.2.8 At the operational level, including national level

Annexes

I List of documents reviewed

II List of persons interviewed or contacted

III Questionnaire

IV Summary of Responses to the Questionnaire

V CVs of Review Team members

VI Proposed scope of national coastal (Profile)

VII An example of coastal planning that can lead to proper management

List of Acronyms

Production de l'Education nationale

Nations

SAP )

Resources

Nations

in the Indian Ocean

Scientifiques et Techniques

Union for the Conservation of Nature)

Pollution from Ships

MGP Micro-Grants Programme

kilometers=1.1508 miles)

Environment of the Red Sea and Gulf of Aden

of Aden

Executive Summary

The Special Review team met in Cairo on the 10th of June,2001 under the

chairmanship of the team leader, received copies of SAP reports and discussed various aspects of each component and developed a check list of the issues that need

to be discussed with PERSGA Secretariat and the GEF project staff and identified points that needed clarification The team then traveled to Jeddah and had general discussions with officials responsible for the project between 11 and 17 July Detailed components meetings were also held with Lead Specialists during that period A final rap up meeting was held on the 18th The draft Special Review was sent to PERSGA and through it to the IAs on the 8th of July 2001 Comments were received from PERSGA and through it from UNDP and the WB in August 2001 The Review Teamconsidered the various comments received and responded to the issues raised It then revised the text of the Special Review and sent it to PERSGA on August 15,2001

Generally, the following are the over all views of the Review Team:

1 The objectives of the program are generally ambitious but rather vague and identify no specific measurable results in many cases

2 The program is more than half way through, yet not many tangible outputs were obtained in the components under consideration

3 The budget in many cases is under-utilized

4 The managerial structure has indicated many problems of accountability and multi-reporting The absence of an active project steering committee that givesconcrete guidance to and follow up for the project constitutes a serious

drawback

5 No clear integration is seen among components and very limited coordination for cross cutting issues

6 The team did not see a coordinated information system for collection,

integration and analysis of data of various components Actually, competition among components is clear in a number of cases

7 The program is generally leaning towards southern countries; yet, the

infrastructure of the program in most of these countries is still in a rather incomplete stage

8 There were complaints over budget and time limitations Yet, it has been observed that the CTA and lead specialists spend a relatively large fraction of their time traveling As stated earlier, the budget in many cases is under-utilized

9 Lack of coordination and follow up of training activities may contribute to limited impact of training Training should be carried out with the goal of producing people who are needed and used on the ground

10 Suggestions including some changes in management structure, integration among components, building administrative infrastructure and database Information handling and analysis as well as exit strategies are presented and discussed Suggestions include merging components, establishing a project steering committee, building a GIS based information system and a number of other suggestions that may help in reaching the goal of the project

11 The team suggests an extension of the ICZM component for one year tocompensate for delays encountered The other three components may beextended within the same time frame and within available resources to ensurefull coordination of all components of the project

Special Review

The Regional Organization for the Conservation of the Environment of the Red Sea and Gulf of Aden, 'PERSGA', was established in September 1995 Major functions of PERSGA include the implementation of the Jeddah Convention, and its Protocol It has also been given responsibility for preparation and implementation of the Strategic Action Programme (SAP)

1.1 Overview of the Programme

Objective and Components of SAP

The objective of the Strategic Action Programme (SAP) is “ to conserve the coastal and marine environment in the Red Sea and Gulf of Aden region and ensure the sustainable use of their resources” SAP is an interdisciplinary programme with eight components:

1 Institutional strengthening to facilitate regional cooperation

2 Reduction of Navigational risks and Marine pollution (NMRP)

3 Sustainable use and Management of Living Marine Resources (LMR)

4 Habitat and Biodiversity conservation (HBC)

5 Development of a Regional Network of Marine Protected Areas (MPA)

6 Support for Integrated Coastal Zone Management (ICZM)

7 Public Awareness and Participation (PAP)

8 Monitoring and Evaluation of Program Impacts (M&E)

1.2 Overview of the SAP Project under review

A project for the implementation by PERSGA of SAP was financed by the GEF through three project documents: One, with the UNDP (starting December 1998), the second with the World Bank (dated February 1999), and the third with the UNEP (commencing May 1999)

UNDP's project covers: Habitat and Biodiversity Conservation; sustainable use and Management of Living marine resources; Development of a Regional Network of Marine protected Areas; Enhancement of public awareness and participation;

Monitoring and evaluation of programme impacts; and support for Project

Management Team Cost The World Bank project covers: Reduction of navigation risks and maritime pollution, and support for Integrated Coastal Zone Management The UNEP's project covers: Institutional strengthening to facilitate regional

cooperation

1.3 Components Selected for the Special Review

The Special Review attempts to determine systematically and objectively the

relevance, efficiency, effectiveness, impact and sustainability of four selected

components of the SAP, namely:

Component 3- Sustainable use and Management of Living Marine Resources (LMR)Component 4- Habitat and Biodiversity conservation (HBC)

Component 5- Development of a Regional Network of Marine Protected Areas (MPA)Component 6- Support for Integrated Coastal Zone Management (ICZM)

2 Special Review Process

2.1 Terms of Reference for the Special Review

The terms of reference specified that the Review will conduct a technical assessment

of the above-mentioned components’ achievements against the objectives and specificactivities set out in the Project Implementation Plan (PIP) This will naturally require

a reexamination of the relevance of the objectives and of the project design towards achieving those goals The evaluation should therefore focus on:

 The SAP concept and implementation design

 How well the project has established linkages between the SAP and stakeholders in the selected components within the member countries

 The level of awareness and ownership of SAP among policy makers in the member countries specifically for the selected components

 Actual state of project implementation with respect to deliverables, and

 Opportunities and risks regarding the likelihood of achieving

objectives

As the GEF project for the implementation of SAP is centered around a series of policy oriented capacity building activities, the reviewers will focus on both the process undertaken by the project as well as the outputs produced

2.2 Special Review Process

The review process as stipulated in the TOR was as follows:

1 Review of Completion reports and Midterm evaluations from similar GEF

5 Email (or where necessary fax or/and questionnaire followed by telephone interviews) with each of the National Project Coordinators and as many of the working group members from the four components as possible

6 Telephone, or where possible, personal interviews with senior managers and team members from the three IAs who are directly involved in the

backstopping of the project

7 The UNDP Project Coordinator will be in Jeddah for the Review Team’s visit;(List of persons interviewed or contacted attached in Annex II, Questionnaire attached as Annex III, Summary of Responses to Questionnaire attached in Annex IV)

8 A meeting in Cairo to draft a report on their findings;

9 Review and finalization of the draft chapters by the Team Leader;

10 Submission of the draft report and final report to PERSGA and through it to theIAs for review and comment;

11 Finalization, translation and printing of the Special Review based on commentsreceived

2.3 Composition of the Special Review Team

The team is headed by Professor Mostafa K Tolba (Egypt) and is composed of one International Consultant, Dr Philip Tortell (New Zealand); and Two Regional

Consultants: Prof Yousef Abu Gedaire (Sudan) and Prof Mohamed El Raey (Egypt).(Review Team CVs attached as Annex V)

3 Issues identified by the Special Review Team as requiring

attention:

In response to the Team's Terms of, this Report focuses on the four selected

components and only addresses overarching issues if they are deemed to be of direct relevance to the four components

In this respect, the Team during its extensive review of programme/project

documentation, and the discussions held with project personnel and others as well as responses received to the Questionnaire that was sent out to almost all concerned, the following issues were identified (in no particular order) as requiring attention

a) Overall Guidance and Approach

 Project Documents provide insufficient guidance and require interpretation

 Objectives are not always clear and they seem to keep “developing” e.g a part

of Monitoring and Evaluation training course by UNDP, objectives were reviewed and expected to require still further review - almost 2 years into the project

 PIP is considered as just another guide – not fixed direction; Component Action Plans are more precise

 UNDP serves as gateway for the three IAs.– less effective since Programme Officer is based in Riyadh

 Region has been segregated into north and south in the eyes of many This needs to be carefully reviewed We are not suggesting here that it needs to be an equalsharing of the money We are simply looking at the REGIONAL perspective and recognizing that each country has its own characteristics and circumstances and each

is a participant to this project

 Resource mobilization unsuccessful PERSGA needs more outreach to donor community Lead specialists, being close to what is needed, should take some

initiatives

 Programme does not yet have an exit strategy – any plans on how to transform

it into operational activities owned by PERSGA and the Governments Must

distinguish between PERSGA sustainability as an organization; and the sustainability

of the SAP and its products Safeguarding the investment made

 No Monitoring and Evaluation of the Programme has been undertaken as yet –designs being developed But, defining results and impacts and indicators seen as a difficult task especially for capacity building NPCs trained in monitoring, sent in reports on progress as requested, but no feedback

 This seems to be complicated by the fact that the IAs, PERSGA and the Governments are seen to have a different view of what the results should be

b) Project Management – Roles and Responsibilities

 It is not clear if the Task Force is performing according to TORs, and the role

of the CTA in this respect

 No Project Steering Committee - Task Force does not seem to be very

 NPC operates an inter-component coordination function, but no intersectoral coordination at all – in fact there is competition

 NPC has no reporting relationship with NFP or Task Force member, even though he is supposed to work through NFP

 Too many consultants hired This is clear from analysis of the expenditures of years 2000 and 2001 for the components under consideration One international consultant was hired at $50,000.Component 4(HBC) consultants are estimated in the revised SAP to amount to 59% of the total estimated budget

c) Project Personnel

 Project personnel selection criteria not clear It may be politically and

geographically correct, but perhaps at the expense of technical expertise and management capability

 Lead Specialists are too technically oriented to do proper management and too involved with management to do technical work such as training, etc Some Lead Specialists lacked capacity – required training Pay is in region of $4000/month – equivalent to Assoc Prof at University At this level, they should not have

required training Capacity building for project management has absorbed a lot of funds

 The Review Team would have preferred choosing candidates with managerial capacities for these positions Any additional scientific expertise and technical input needed can always be obtained through well-defined consultancies in

addition to the assistance by members of the TAG The position of LSs should be renamed ’component coordinator” and the incumbents given training in

management, coordination, budgeting, etc If this is accepted, all reference to LS should be changed to Component Coordinator

 Some LSs feel that they do not have enough Team spirit – individuals working

in neighboring rooms – ignoring the mutual benefits to be made by working together May be scientists/specialists are not the best communicators,

collaborators

 On the other hand, stakeholder view is that they do cooperate as a team

 CTA has been a good listener and a good source of advice but seems to be not fully able to bring the team together as a team – interaction is missing One stakeholder feels that the CTA did not allow LSs sufficient flexibility

 New PM committed to integration but perceived by LSs to lack background in the Project – Lead Specialists are not aware of the relative ToRs of the CTA and the PM – confused about the relative roles

 ICZM went through a bad patch with a dysfunctional Lead Specialist – seems

OK now but there is a lot to catch up

 ICZM component seems designed without real consideration of what is

e) Project Products

 Not many tangible deliverables planned; those that should be obtained are either behind schedule or victims of lack of communication and outreach

 Studies and reports have not been circulated (stay on shelves)

 Publications are refereed, but no Editorial Board yet

 Some consultants have published material obtained through the project

activities, as if it was their own work, with little or no recognition of GEF,

PERSGA or the national experts

 Time remaining needs to be utilized in an extremely careful way to obtain programme products or at least, most of them

 No “guarantee”, and not much effort either by the LSs, to protect the

investment being made in individuals who are trained, often at a cost of up to

$5000 or more This means that, there does not seem to be any follow up of how much did the trainees benefit from the training and how much did his/her country benefit from him

 Training, survey, etc, sessions seem to be extravagantly funded

 Most components have either no real action or just more and more training There may well be “training fatigue” setting in

 There are problems at National level with getting the right people, or even the right agencies for activities such as training

4 Analysis of Selected Components

In view of all the above general analysis, the Special Review Team presents the following selected components analysis and recommendations

4.1 Component 3 – Sustainable Use and Management of Living Marine

Resources

4.1.1 Concept and design

The SAP project addresses problems related mainly to widespread habitat destruction and no-sustainable use of Living Marine Resources Many of the threats are related to the lack of planning and management of developments, limited use of Environmental Impact Assessment procedures in making investment decisions and inadequate

enforcement of existing laws Living Maine Resources need to be managed

effectively so that their long-term sustainable use is assured Increased public

awareness about the value of the marine environment will promote habitat and

resource conservation With this in the background the following major issues have been identified in the Project Document:

1 Lack of information on trans-boundary stocks

2 Inadequate data on benthic and demersal stocks,

3.Unregulated exploitation of high profile species, especially sharks and lobsters

4 Lack of co-operation in management of shark stocks

5.Lack of training in collection of fisheries data

6 Lack of public awareness in sustainable use of Living Marine Resources

7 Lack of surveillance and enforcement in fishery regulation

8 Shrimps and fish farming resulting in environmental degradation and lack of monitoring

The designed outputs were the following: (Note - they did not include any activity related to the inadequate data on benthic and demersal stocks) The outputs are

summarized in the following:

Output 1: Capacity building for sustainable management:

a) Selection of sub-regional LMR Research and Training Centers

b) LMR-Working Group Meetings

Output 2: Development of a sustainable management strategy:

a) Develop standardized methods for data collection, analysis and presentation

b) Initiate contacts with FAO for LMR species Identification Guide

c) Assess trans-boundary stocks of pelagics

d) Assess stocks of commercially exploited marine invertebrates

e) Assess Ornamental fish stocks and aquarium trade

f) Co-operate with PAPLS to develop PA programmes for fishing communities

g) Seek funds for monitoring, control and surveillance proposals

Output 3: Establishing the Legal and Policy framework for conservation and

management for LMR:

a) Develop region protocol on trans-boundary stocks

b) Consolidate national regulations on management of LMR

c) Arrangement on Regional Fisheries-Monitoring, Control and Surveillance

d) Investigate procedures for integration of fisheries in ICZM

e) LMR-LS and LMR's field visits

4.1.2 Results to date

The component has undergone a delay and accordingly not many tangible

deliverables that match with the expectations have been achieved However, someactivities that serve as pre-requisites to sustainability have been made Those are summarized in the following:

1 Report Preparation:

a) A report on the "Status of Living Marine Resources in the Red Sea and Gulf of Aden region and their Management, to provide fisheries managers with the most up-to-date information on fisheries in the region

b) A report on "Stock Assessment and Management of Trans-boundary fish and shellfish stocks in the PERSGA region"

c) A report on "Funding proposal in support of improved monitoring, control and surveillance of fisheries in the PERSGA region"

3 Training and Capacity Building

a) An assessment of training needs for regional capacity building in LMRmanagement was carried out Twenty scientists were trained on shark identificationmethods and biological measurements for stock assessment:b) Fifty-three numerators and scientists were also trained

c) The Marine Sciences and Resources Research Center (MSRRC) and the FisheriesTraining Institute (FTI) in Aden were identified as suitable to become a sub-regionalLMR Research and Training Center The processes of up grading the facilities of thisCenter are currently going on

4 Pilot Programme for Sustainable Fisheries

In order to replace destructive fishing gear presently in use, specifications for lobstertraps were prepared Details of shark hooks and long lines to replace the gill netspresently used for shark fishing have been prepared for demonstration purposes asexamples of non-destructive gear

4.1.3 Effectiveness of implementation, design and management

Effectiveness of Implementation and Management Though the Lead Specialist has indicated that the implementation has always been focused on collection, assessment and management, yet the findings have proved that the achievements attached to

Management are almost lacking Assessment and Collection, which are in a relatively better situation, require further follow-up and refinement to achieve the required success In the following is a summary of the activities already enlisted on the output list which have not been executed or not exactly matching the SAP plans:

(The general remarks on training in Section 3 of this report apply to all four selected components including LMR.)

1 Capacity Building for Sustainable Management: A second sub-regional LMR Research and Training Center, has not yet been selected nor named

2 Development of a Sustainable Management Strategy: A general observation is that all the expected outputs do not lead automatically to a strategy However the Special Review Team is presenting here what happened to the outputs as described in the project documents

a) A Manual on developed standardized methods for data collection analysis and presentation is not yet produced

b) Field survey to be incorporated in LMR species Identification Guide is not yet carried out nor support from non-GEF resources for this purpose secured

c) Within the framework of assessment of trans boundary stocks, pelagic fish not tackled except for concentration on sharks The relevant activities and

experimentation not carried out awaiting support from non-GEF resources

d) Stock assessment, exploitation pressures, economics and management not yet undertaken Further support from non-GEF resources not secured

e) The activities highlighted in the PIP for assessment of ornamental fish stocks are not carried out

f) Required funds for monitoring, control and surveillances proposals are not made available yet

3 Establishing the Legal and Policy Framework for Conservation and Management for LMR:

a) Neither revision of current national legislation and regional agreement on

exploitation has been reviewed nor a workshop to drafting regional agreements and protocols for sustainable use of trans-boundary stocks and protection of threatened and endangered species been made

b) Regulations on various fishery aspects, consolidation and control procedures in linewith regional agreements and protocols not yet attempted

c) Fisheries surveillance, control and monitoring systems not yet reviewed nor

upgraded Associated self-financing mechanisms and consultants not yet considered.d) Those procedures that focus on development and management on the context of ICZM planning and interaction between fisheries and other sectors that need to be conducted in close co-ordination with ICZM component are not satisfactorily made

In addition to the above, we wish to make reference to the following points:

1 Promotion of awareness among fishermen, community, policy and decision makers all over the region is important and exploration of various means for doing

so are highly recommended Attention to the mechanisms for monitoring and efforts

to resolve conflicts amongst groups is highly important

2 The support expected from non-GEF resources to help with the production of the Species Identification Guide, Assessment of Trans-boundary stocks and Invertebrate Stock Studies has not materialized for the execution of these

4.1.4, 4.1.5 Lessons learned and Suggestions for measures to strengthen design and supervision processes

Beside giving Management its appropriate status throughout, special consideration forestablishment of a mechanism for sustainability is to be taken into account In this respect, a number of aspects are proposed for consideration by the PERGSA, and its Council of Ministries:

a) Encouragement of interagency cooperation in the region

b) Formation of a Commission for Fisheries that include as members PFRSGA, Organizations like FAO, IFAD, Stakeholders and others

c) Establishment of Fisheries Database

d) Establishment of GIS for LMR for specific species

e) At the local level there is a need for offering incentives to those who currently offertheir services on voluntary basis

f) More regional involvement of countries of the region

4.2 Component 4 - Habitat and Biodiversity Conservation (HBC)

4.2.1 Concept and design

The Red Sea and Gulf of Aden contain some of the world's most important coastal and marine habitats and species communities There is a wide variety of coral reef types in the Red Sea with a structure complexity The number of species confined to the region and found nowhere else is extremely high Key habitats that need attention are coral reefs, sea grass beds and mangroves; taxa of concern are reef fishes, sea turtles, seabirds and marine mammals With this in the background the following major issues have been identified in the Project Document

a) Habitat destruction through unplanned coastal development

b) Habitat destruction through extensive dredging and filling

c) Deterioration and destruction of coral reefs

d) Deterioration and destruction of mangroves

e) Deterioration and destruction of sea grass beds

f) Threats to marine turtles, seabirds and marine mammals

g) Loss of biological diversity

h) Lack of public awareness

i) Lack of monitoring

The expected outputs of this component include:

Output 1: Capacity building for habitat and biodiversity conservation:

a) Training; b) Regional reference collection and c) Public awareness

Output 2: Development of a regional conservation plan for Turtles, seabirds and marine mammals: a) Survey and training; b) Conservation plan and public

participation and c) Pilot relief projects

Output 3: Development of a regional conservation plan of key Habitats: Mangroves, sea grass beds and coral reefs: Control of destructive activities

Output 4: Establishing the legal and policy framework for conservation of habitat andbiodiversity: Regional agreements and protocols

4.2.2 Results to date

The component is running behind scheduled time and the activities on biodiversity conservation so far lack tangibles and they are more or less confined to identification and recording of situation Those activities listed below serve as introductory phases that form bases for concrete tangibles to follow:

1 Preparation of a Guide on "Standard Survey Methods" as an outcome of a

workshop, which is now used as the standard for all survey methods in the region

particularly for various habitats.

2 Training of Eighteen Scientists on "Reef check Methodology" with reference to survey basis, site selection, transects, species identification, data

transfers and analysis etc

3 Training on "Marine Turtle Conservation" for seventeen regional specialists was organized under the theme " Standard Survey Methods for Marine Turtles" (Again the general comments on training apply here)

4 Subsequent to the Workshop organized by ROPME, PERSGA and the National Commission for Wildlife Conservation and Development on the "Effects and Impacts

of coral bleaching in the Arabian region", the HBC prepared the document entitled,

"Regional Action Plan for the Conservation of Coral Reefs in the Arabian Seas

Region, that provides a set of priority actions for the conservation and ecologically sustainable development of the coral reefs in the region

5 Draft of a Manual on Standard Methodology is almost ready and will be available before the end of this year

4.2.3 Effectiveness of implementation, design and management

Contrary to the judgment of the Lead Specialists, tangible results have not been achieved and what has been executed so far does not go beyond identification and recording of situation With reference to the output list, one can identify the activities, which have not been partially or totally undertaken These are:

1 Capacity building for habitat and biodiversity conservation:

a) Training courses on survey and monitoring methodologies of key resources and keytaxa in order to achieve conservation and, where appropriate, sustainable use of these have not gone far

b) No reference collection of coastal and marine plant and animal species been

established nor a suitable site for regional collection identified for highest

professional standards in maintenance and management for training managers and technicians Support from non-GEF resources is not yet secured

2 Development of a regional conservation plan for turtles, Seabirds and marine mammals

a) Seasonal surveys including migration routes, nesting and feeding areas not

conducted

b) Formal and on-the-job training of biologists and education land training of coastal communities in the protection and active involvement in the surveillance and

monitoring schemes not conducted

c) Relief projects have not gone far and improving access to national and regional markets not yet assessed

3 Development of a regional conservation plan of key habitats: mangroves, sea grass beds and coral reefs.

a) The said regional workshop on habitat conservation and key habitat integration with coastal zone management and co-ordination of activity with components on MPAand ICZM not yet achieved

b) Surveys on status of mangroves to develop regional framework for sites-specific, mangrove-associated fauna and the consequent protection programme and

rehabilitation programme, establishing nurseries and replantation schemes not

yet established

c) Mapping of sea grass beds, survey of diversity and biomass of associated fauna not

d) Legislation and practice of construction work reviewing and subsequent

development of a mechanism of control and monitoring of the activities with regard toconservation of mangroves, sea grass beds and coral reefs not yet achieved

4 Establishing the legal and policy framework conservation of habitats and biodiversity.

The present national legislation and regional agreements on conservation of habitats and biodiversity not yet reviewed A regional protocol on biological diversity and special protected areas jointly with ROPME and supported by the EU and Gulf Co-operation Council not yet prepared

4.2.4 Lessons learned and Suggestions for measures to strengthen the

Component

 The Lead Specialist believes that in spite of the delay in the start of theimplementation, they will manage to execute the outputs on time if topping of funds of GEF from non-GEF resources is secured This doesnot seem to be feasible within the remaining time frame Perhaps a trimming down of the expected outputs to a realistic level could lead toreasonable success

 The duplication and overlap between most of the activities in this component and those of component 5 on "Development of a Regional Network of Marine Protected Areas" justify merging the two

components into one component, (Habitat and Biodiversity Conservation including Marine Protected Areas)

4.3 Component 5 – Development of a Regional Network of Marine Protected Areas

4.3.1 Concept and Design

The objective of the component is to conserve all ecosystems of the Red Sea and Gulf

of Aden; through establishment of a network of all major biogeographical subunits and major habitat types within each subunit The target objectives are (PIP 23):

1 Establishment of a regional network of experts specialized in MPA planning and management

2 Increased human capacity in MPA management through regional training and exchange programmes

3 Completion of site specific management plans supported by detailed habitat biodiversity and resource use surveys, and public consultation

4 Commitments from the respective governments

5 Effective implementation of a network of representative MPAs

6 Establishment of a process of regular regional review meetings with exchange

of data, information and management expertise

4.3.2 Results to date

The results produced as indicated by the lead specialist include:

for managers has been carried out in Nov.2000 for 4 days Sixteen participantshave attended The training provided to the team with insight into the role and function of MPAs

 MPA experts in the region have been identified and a network of 12 managers and rangers has been established.

presented by an international consultant (Jeremy Kemp; April 2001)

international consultant (Gladstone, June 5,2001)

spite of internal lack of coordination in some of the countries

The documents produced include:

1 A survey design for Proposed Marine Protected Areas (J Kemp, April 2001)

2 A Regional Master Plan for Red Sea and Gulf of Aden Regional Network of Marine Protected Areas (W Gladstone, Jan 2001 and a revised form June 2001)

3 A work plan for the period 2000-2003 and training plan through 2003 The work plan includes five outputs:

5.1-Regional capacities enhanced

5.2-Regional Master plan developed

5.3-Site specific master plans developed

5.4-Site specific Master plans implemented

5.5-Regional Network of Representative MPAs implemented

The training plan includes training of managers, scientists and rangers The total suggested cost of training is $334,000

Comments:

Work Plan and Training Plan

1 Capacity building has to be carried out through on job training It should not continue until the end of the project 2003

2 Procurement of communication facilities and equipment should be established

in early phases, so as to allow for on job training and save renting equipment during training

3 Priorities of implementation must be established before starting

implementation Implementation should be phased to allow for experience in one case to help facilitate next case

4 Reporting of implementation should be carried out at least twice/year

5 Integration with other components should be carried out as early as possible

6 It is estimated that the training average cost is $6250/manager,$6250/scientist and between $1000-2500 / ranger Training expenses for scientists and

managers is seen to be very high Unless this training is on job training and is meant to produce results for surveys, it is seen unjustifiable

7 Training on awareness should be carried out in close coordination with Habitatand Biodiversity and with the Public Awareness component

Survey Design of MPAs

1 The need for a large scale monitoring survey by remote sensing has been well recognized, yet no consideration of establishing such facility for monitoring changes has been used These systems are now available on personal

computers

2 No effective survey and assessment of all MPAs considered in the region There may be other undiscovered areas not known to the nationals.

3 No survey has been carried out for anthropogenic threats, and vulnerability

Master Plan

The Master Plan includes an adaptation of the international guidelines for the

establishment and management of MPAs to the regional conditions Existing

management plans in the region are reviewed and relevant features incorporated The policies and strategies developed will facilitate regional consistency in the

management of MPAs in the network Guidelines are presented for development of site specific management plans for individual MPAs, and for the identification and selection of other areas that deserve protection at the national level (Annual Progress Report, 2000) The following comments apply:

1 Guidelines for identification and selection of MPAs did not include potential anthropogenic threats

2 The master plan did not include how to integrate with LMR and HB

3 No detailed survey of existing and planned MPAs was carried out.

4 The selection of MPAs for development only in the southern sub-region has nofoundation since a survey of threats and effectiveness of already existing management systems should be carried out prior to selection In the northern countries, many areas have been declared protected without any actual

management systems In addition, the important aspect is the already existing threats

4.3.3 Effectiveness of implementation, design and management

 Our concern over the effectiveness of the training program in the general

remarks equally applies to this component

 The design of the component activities does not seem to lead to the production

of tangible and useful results

 No detailed surveys have been designed to identify the boundaries of all MPA,

bio diversity resources, socioeconomic conditions and impacts, potential threats and availability of legislation Expenses of preservation and protection measures could also be taken into consideration in a prioritization exercise

 Guidelines adopted cannot be used as the basis for the plan of action since it

does not take into account the availability of legislation (effectiveness of the suggested management schemes) and threats (magnitude and significance of resource loss) This also questions the scientific merit of prioritization for management implementation if any has been carried out

 The lack of coordination between MPAs and HB has led to contradictions

concerning MPAs, location, management and biodiversity

 The question of representativeness (representative example of a regional

biodiversity) is not clear

 Training activities are very close to those of Habitat and Biodiversity,

however, no coordination has been carried out between the two components

 The problem of sub regionality is quite clear since all newly suggested MPAs

are located in the southern region even though there are conflicting reports on regional and national projects covering the same area

4.3.4 Areas of potential success

The Lead specialist has realized many positive areas of potential success These include:

 Realization that public participation is the main factor necessary for

preservation and protection

 The need of coordination, feedback and integration among components such

as habitats and biodiversity, awareness and navigation risks

 All MPAs are under increasing pressures; however pressures and threats vary

from one area to another

4.3.5 Suggestions and Recommendations for Marine Protected Areas:

1 Merging the two components of MPA and HB would save budget on training; helpcoordination and integration Coordination and integration with PAP are also necessary Saving on training and public awareness activities would be the least outcome of the merging

2 Proper and detailed surveys of MPAs, identifying other unrecognized MPAs, establishing boundaries, legislation, biodiversity, socioeconomic conditions, threats and potential impacts and vulnerability, should be carried out

3 Revising guidelines taking into account threats and potential impacts and

reconsider priorities for action

4 Integration and coordination with LMR, HB, PAP components as well as with the Navigation risk component is necessary

5 Data collected should be encoded to a GIS for future integration with other

components and further analysis

4.4 Component 6 – Support for Integrated Coastal Zone Management

The Special Review Team considers General Remarks

In addition to reviewing the documents available from the GEF project and

discussions with various stakeholders and staff members, the team also reviewed the experience gained from evaluating another GEF International Waters regional project with a focus on Integrated Coastal Area Planning and Management From these reviews and discussions the following are considered of particular relevance to Integrated Coastal Area Planning and Management:

 The decision to allocate whatever resources were necessary to selected

demonstration sites rather than attempting to divide resources equally among all participants ensured the success of the experiment This, coupled with an

intensive use of each site for training purposes, has produced the best results for the region

 Local governments and empowered local communities working in partnership are usually more effective in implementing ICM initiatives than national

governments National governments' role is to provide the national policy

framework within which the local government can manage in partnership with the community

 Enhancing the technical capacity of local governments and providing

meaningful information to local communities on the need for coastal and marine

management are essential elements of successful ICM projects.

 Integrated coastal planning and management require an interagency and sectoral administrative and management body if they are to be successfully applied

multi- The political commitment of countries to do something for their own coastal and marine environments is an important factor for the success of action in this field However, this commitment has had to be cultivated and nurtured by the project

 Research, monitoring, data gathering and related activities must be problem oriented and management driven

 Successful and sustainable coastal and marine management requires the

involvement of the stakeholders and they will need to understand the benefits of what is being proposed before they can be expected to support it

 Capacity building should include the training of planners and managers among both government and community stakeholders

4.4.1 Concept and design

The SAP identified the following major threats to the Red Sea and Gulf of Aden environment, and to the coastal and marine resources of the Region:

 Widespread habitat destruction

 Non-sustainable use of living marine resources

 Navigation risks, petroleum transport and petroleum production

 Impacts of urban and industrial development

 Rapid expansion of coastal tourism

 “Other concerns such as the impacts of agriculture”

 Emerging issues such as coastal aquaculture, offshore mining, and coastal developments

Among the actions to address these threats, and particularly as a pre-emptive measure,the SAP proposed the use of integrated coastal zone planning and management, which

it recognized as “an effective mechanism for sustainable long term use of the coastal zone” The SAP continued by strongly recommending “the development of coastal zone management plans in all littoral countries … in cooperation with all the

concerned users of the coastal zone”, in recognition that Integrated Coastal Zone Management Planning is given a priority of 2 or over (on a scale of 3) in virtually all the National Reports

In the division of the SAP between the three Implementing Agencies, Component 6 : Support for Integrated Coastal Zone Management, was assigned to the World Bank and, according to the Bank’s Project Document, this component was intended to :(i) Support training and workshop activities to develop a common regional framework for ICZM;

(ii) Support studies to harmonize regional and national Geographic Information Systems (GIS), including the development of standardized GIS database on coastal environment:

(iii) Support the preparation of ICZM plans in Djibouti, Northern Coast of

Somalia, Sudan and Yemen

The Project Document did not identify specifically the Outputs expected or the

Activities that were to be undertaken, however, these can be partly inferred from the tabulated Performance Indicators/Activities, which, for Component 6 were as follows:

Establishment of Integrated Coastal Zone Management

(ICZM) Working Group at Regional and National Levels 01 October 1999

Review of Geographical Information Systems (GIS) at

Preparation of a National and Regional GIS for ICZM 30 March 2003

The Project Document did not distinguish between this Component and Component 2,which was also assigned to the World Bank, in terms of inputs which amounted to a total of SDR4.0 million Neither did the Project Document contain an itemized budget

Some of this essential information was provided in the Project Implementation Plan (PIP), which restated the Objectives for this Component, discussed the Activities that will be undertaken, described the Implementation Arrangements and proposed a WorkPlan until the end of 2003

The recent Component Work Plan prepared by the ICZM-LS, which focus on the years 2001-03, provides further details, including an indication of respective costs However, in spite of these additional details many questions regarding the approach that is to be adopted, the training that is to be undertaken, and the products of the project, remains unanswered The project design was weak and vague and the

guidance provided to Project Personnel implementing this Component was inadequatesince it required them to try and interpret what is required of them

that the Report rates project performance in terms of this Component as Satisfactory.

Out of a budgetary allocation of $287,500 for 1999, only $46,300.80 was actually spent and $241,199.20 remained

The 2000 Annual Report is more encouraging and lists the following as Major

Achievements for Component 6:

 The first ICZM Working Group Meeting

o Country reports on the status of ICZMo Discussion on GIS as a planning tool for ICZM

 Aden site for ICZM Model Activity selected

 TORs developed for National ICZM Working Group

 TORs drafted for ICZM consultant to prepare outline of Model

Activity

 CVs of GIS specialists in the Region collated (see above!)

 Request made to CEDARE to implement GIS activity

 Preparations for comprehensive GIS training

While this is undoubtedly an improvement on the previous year, the above is hardly a list of major achievements Out of a budgetary allocation of $600,000 for 2000, only

$100,746.06 was actually spent, leaving a balance of $499,253.94

The mission was relieved to learn that under new management arrangements, the ICZM Component has once again picked up speed and is poised to commence

effective implementation

Over recent times, the basis for effective implementation has been laid through :

 Work Plan (April 2001 to June 2003)

 Annotated Work Plan with Budget breakdown by Outputs

 Concept Paper (draft) on the ICZM Process to be applied in the Model Studies

 Terms of Reference for the Pre-Assessment Survey in Aden

 Itemized Budget according to standard budget lines

 Description of Services for the GIS Contract

The Contract for the GIS Database has also been negotiated and the Pre-Assessment Survey in Yemen has commenced It is sincerely hoped that this new momentum will

be sustained to make up for lost time

4.4.3 Effectiveness of implementation and management

In view of the meager progress to date, it is not possible to comment at any length on the effectiveness of implementation and management

The Lead Specialist for Component 6 who was appointed at the commencement of theProject, resigned for personal reasons after one year, and in order to safeguard

confidentiality, Project Management was unable to discuss this matter further with themission However, from the lack of progress, it is safe to conclude that the

Component was not being well managed

According to the current arrangement, two Specialists are now sharing this position, reporting to the Project Manager and with technical guidance from the Chief

Technical Advisor The mission is impressed by the degree of thoroughness being applied to the preparatory work for activities under Component 6 and feels that this arrangement should work effectively However, as the Lead Specialists themselves observed, they are in need of expert advice and guidance on various aspects of ICZM

to help them achieve the utmost benefit for the region with the resources available andwithin the remaining time.

As a general comment, implementation to date seems to have lacked the degree of participation at the grassroots level, which is essential for an effective ICZM process, which must be locally owned The ICZM Working Group, which could be

instrumental in this respect, does not appear to be functioning effectively yet and may need new and more proactive operational procedures Communication and other linkages between the SAP and stakeholders in general do not seem strong and these must be established and fostered for the success of this Component In fact,

communication with stakeholders and policy makers at the country level must be way and a dialogue needs to be established

two-4.4.4 Areas of potential success

There is good potential for the SAP to lay the foundations for effective Integrated Coastal Area Management in the Red Sea/Gulf of Aden region However, it cannot beexpected to operationalize the process within the lifetime of the Project since

‘management’ is a continuing activity Furthermore, effective integrated management

of the coastal environment is most unlikely without a thorough planning process which is the phase that establishes the truly integrated characteristics of ICZM orIntegrated Coastal area Management (ICAM) The establishment of the ICAM, following it’s testing through a series of pilot projects, should lead to effective

Integrated Coastal Area Management However, the importance of the Coastal

Planning Process cannot be stressed too much.

4.4.5 Suggestions for measures to strengthen design, products and delivery processes

Focus on the integration element of ICZM or ICAM

Coastal planning and coastal management have been practiced for some time around the periphery of the Red Sea and Gulf of Aden by various sectors and organizations infulfillment of their respective mandates and it is only the integrative quality of ICZM

or ICAM that distinguishes it from what is already common practice

If the SAP Component 6 is to bequeath a useful and effective coastal planning and management process, it must not simply propose management within a multi-sectoral context since this already happens SAP Component 6 must develop a coastal

planning and management process which is truly integrated at the policy level across National and local government; at the planning level across all government sector organizations and right out to the private sector and local communities; at the

management level across all sectors and spanning land and water

The approach currently proposed by Component 6, which is issues based, may not achieve true integration - a comprehensive, inclusive approach is recommended as more likely to achieve integration

Focus on the planning stages rather than the management stages

In the time that is available to the SAP it is not realistic to expect Component 6 to successfully establish an effective coastal management process, integrated or

otherwise In addition, coastal management is, by definition, a continuing

responsibility, not amenable to an ephemeral project

It is therefore recommended that SAP Component 6 will leave behind a much more valuable and effective legacy if it introduces to the participating countries the

philosophy and approach of a truly integrated coastal planning process This may necessitate some modifications in scope and approach of the Component Activities as well as some change in the expected Outputs

Test the Integrated Coastal Planning Process through a series of Pilot Projects

While bearing in mind the respective capacities of the participating countries, and reflecting the political realities of the Region, SAP Component 6 must select the localities for its Pilot Projects very carefully since site selection will be a prime influence on the success or otherwise of the pilot project Strict criteria must be adopted to ensure the most appropriate sites, for example:

 The site should have been the subject of a certain amount of study, survey and/or other investigations in the past

 The site should provide sufficient challenge to test the Planning Process adequately, but it should not comprise complex problems, which require a more thorough and mature process

 The site should, as far as possible, be bounded by natural boundaries

(e.g a natural bay, a valley system, a river catchments, etc), and/or within one

single administrative organization

 The site should comprise multiple activities such as, urban/built-up areas, agricultural uses, fisheries activities, port or harbor activities,

recreational opportunities, wastewater discharges, industrial activity, protectedareas, tourism development or potential, etc

 The administrative authority (local Government) must be willing to become actively involved in the Pilot Project

 The private sector (where it exists) must be interested in participating, and supporting the project

 NGOs and community groups must have indicated an interest in becoming actively involved in the project

Once the locality is selected, the process starts with the compilation of the (Coastal Profile) in an inclusive and participatory approach The (Coastal Profile) is a “snap-shot” of the situation at the selected locality from various perspectives – socio-

economic, ecological, physical environment, etc Scientists have different views about what they would call "Profile" Whatever terminology is used a possible scope

is shown in Annex V

Although the Pilot Projects will not be taking place in a vacuum, many of the

elements that are essential for successful integrated coastal planning, are missing It

is therefore necessary to devise a series of interim measures to provide for coastal planning and management policies, a regulatory and procedural basis for planning,

and an administrative framework Annex VII illustrates an example of how the Initiation and Planning Processes can lead to proper Management.

Build capacity through Training Courses

As part of the Exit Strategy of the Project, the institutions set up by the Project should

be able to be transformed into core administrative structures for local Government at the end of the Project Likewise, those involved in project implementation as Project Personnel or otherwise, should be able to move into core positions within these new administrative structures This requires capacity to be built, but it must be targeted to those who can make use of it In other words, Training Courses in Coastal Planning should be focused primarily on those who are likely to become Coastal Planners or assume related positions on completion of the Project.

Training Courses in Coastal Planning can be of three types

1) Short, intensive training of project personnel, with introductory seminar-type meetings as necessary, to initiate local authorities and communities in the

approach being proposed and their roles and responsibilities

2) Regular Workshop type events as necessary, for Managers and others with prime responsibilities for the Pilot Projects from throughout the region These events aremeant to utilize the Pilot Projects as learning experience and as “case studies” for sharing experiences, resolving problems, and evaluating the Coastal Planning Process

3) More focused and tailor-made Training events for specific groups or sectors such

as decision-makers (at national and local levels), government administrators, the private sector, NGOs and CBOs, etc

Local expertise from within the region should be utilized for training to the extent possible It must be acknowledged that Integrated Coastal Area Planning is a

developing discipline and the most recent developments and the latest expertise are likely to be available outside the region When outside expertise is sought, it must be mandatory for activities to be undertaken jointly between the international and local experts and the training of local experts should be a contractual obligation for

international personnel

Convert all data gathering and GIS initiatives into an Information Management Strategy

Each of the SAP Components is generating data through surveys and other activities.

Component 6 will also generate data through the National Coastal Profiles; however, this Component is more of a data user than a data generator

The current fragmented approach to data gathering by each Component with

Component 6 being responsible for developing the GIS Database is not considered efficient or effective The present plan to sub-contract the development and

management of the GIS Database to an organization separate and physically removed from PERSGA, is also not considered as the most effective

Urgent attention should be given to the development of a cohesive Information Management Strategy for SAP comprising data gathering (survey and monitoring), analysis, interpretation, storage, retrieval and application, all based at an Information

Management Center at PERSGA Headquarters in Jeddah The database, which should be in GIS format, should be accessible (for inputs and outputs), according to agreed protocols, by appropriate institutions in the participating countries

Existing plans should therefore be reviewed to enable the creation of Information Management Group within the SAP structure This will require transfer of funds fromexisting activities and probably a revision of the Project Documents

It will also require CEDARE to develop and establish the GIS Database at PERSGA Headquarters in Jeddah as soon as possible to avoid holding up the Coastal Planning Pilot Projects, which require the products of the Database

Arrange accessible advice, guidance and support

The LSs for Component 6 require expert advice and guidance on various aspects of ICZM to help them achieve the utmost benefit for the region with the resources available and within the remaining time This should be arranged through the

Technical Advisory Group in the form of a mentor who should be available

electronically on a help-desk basis at any time

5 Conclusions and Recommendations

5.1 General Recommendations

1 Immediate development of an environmental management system with a GIS core at PERSGA headquarters is necessary for integrating and analyzing data from all components for future decision-making The information system would not only help collection, comparison and integration of results of all components, but it will also act to disseminate data and information to focal points, working groups and researchers in the region It may also represent a resource for sustainability of the project in the future It is understood that a contract has already been signed with CEDARE to temporarily carry out this task until the infrastructure is build at PERSGA headquarters This is a step forward in the positive direction

2 Training takes a large percentage of all components without due consideration

of follow up for producing deliverables It is essential to realize that capacity building is one of the main targets and training is a means of producing

tangible output; hence the on job training is the most effective Coordination

of training programs among various components, especially MPA,LMR and

HB is necessary Criteria for selecting trainees and follow-up of what they do after to their countries guarantee the effective sustainability of a main product

program Active planning arrangements at the national and regional levels need to be carried out to guarantee continuation of the various components of the project and the SAP itself Two suggestions, as a start, could be:

a) Development of a proper outreach program to involve stakeholders, to ensure sustainability

b) Applying for support of funding agencies on a component basis; climate change component, Control of land-based sources component; marine

resources component, etc

5 We feel strongly that a committee of some kind must approve international consultants However, we do realize that it is cumbersome and impractical to leave this to the PSC particularly since they will only meet every six-months

We therefore feel that it would be much more practical to delegate the power

to engage consultants to the PM with the proviso that:

 There is an agreement on a ceiling for each component’s consultants basedeither on the estimated costs or the duration of the consultancy;

 There is a mandatory requirement for the PM to report regularly to the PSC regarding hiring of consultants, including a summary of what they have achieved and at what cost;

6 A travel plan for CTA and LSs should be established A process for the review and approval of reports and disclaimers must be established Public awareness programs developed by various components of SAP should be consulted over with PAP component

7 Inside country networking should also be given attention It is necessary to activate the role of NPC and make their activities available to all member countries (perhaps through a web page)

5.2 Project Management

There are three basic elements in the management hierarchy which are essential for a successful project – firstly, the Project Steering Committee (PSC) to provide policy and direction; secondly, the Project Management Office (PMO) and the Project Manager who administers and manages the implementation process; thirdly, the implementation or operational teams/working groups to undertake the project

activities If one or other of these elements is not fully effective, the project suffers

If the relationship between these elements is unclear or their roles are confused, the project also suffers

In addition to these three essential elements, other elements of the Project structure may include a Technical Advisory Group, Information Management Group, and a Monitoring and Evaluation function While not essential, these elements contribute significantly to the success of a project

Recent changes have been effected in the SAP project management structure

including the appointment of a Project Manager, and this is definitely a step in the right direction, however, it does not go far enough The Review Team mission

recommends further review of the project management structure with the aim of reducing further the number of hierarchical layers, avoiding parallel reporting and

eliminating dual responsibilities More specifically, the following roles and

responsibilities for various groups and individuals are put forward for consideration

by PERSGA and through it by the three IAs The new management structure that would result is summarized in the chart at the end of this report

5.2.1 The Project Steering Committee

There is no Project Steering Committee under the SAP and its functions are partly performed by the Task Force chaired by the PERSGA Secretary General

The Review Team believes that the Task Force should be abolished and a Project Steering Committee (PSC) should be established in its place comprising one

representative from each of the Governments, PERSGA, UNDP, UNEP, the World Bank, and other major donors – a total of 11-12 members with the addition of the Project Manager, ex-officio (who does not serve as Rapporteur) Secretarial support

is provided by the Project Secretary (see below) Chairmanship should lie with the PERSGA Secretary General, and in his absence, his Deputy Observers, advisors and other participants will attend on the invitation and at the discretion of the Chair.The PSC will meet at least every six months, or more frequently if required, and its business is conducted as far as possible on a consensus basis If no consensus is reached, the PSC should follow the majority approach The primary task of the PSC will be to set the policies and provide guidance (institutional, political and

operational) and direction for the Project to ensure that it remains within the agreed SAP framework The PSC will also provide an oversight for all the components of theProject and facilitate communication to the Project from throughout the region and thedonor community and vice-versa With these main objectives in mind, the PSC will regulate its own procedures as guided by the Chairman It will achieve its aims through the Project Manager (see below) who will attend meetings but who will not have a vote The Project Manager will be responsible for the implementation of PSC policy and direction and for reporting back to the PSC on progress with all aspects of the Project Membership of the PSC will be on an honorary basis and no fees will be paid However, actual and reasonable expenses incurred by Project personnel and Government representatives will be reimbursed

5.2.2 The Project Management Office (PMO)

The Project Management Office manages the process of implementation of the directions and policies provided by the PSC and according to the Project

Implementation Plan Some elements of the PMO are in place already

The PMO is a team of full-time professionals led by the Project Manager (see below) and responsible for the day-to-day Project administration and management including financial resources, coordination between Components, monitoring and progress reporting, provision of support/advice/backstopping to the Lead Specialists,

information management, technical advice, etc The personnel of the PMO can be considered as five groups or units – the Administration Group, the Technical AdvisoryGroup, the Information Management Group, the Finance and Procurement Unit and the Project Monitoring and Evaluation function All positions are fully funded by the Project, on rates according to the appropriate national or international scales The Administration Group will comprise a Project Secretary, an Administrative Assistant,

a Publications Officer, and other clerical and support staff The other groups and

units are described below.

5.2.3 The Project Manager (PM)

There was no Project Manager in the original SAP management structure and this function had to be performed by the Chief Technical Advisor The recent appointment

of a Project Manager has pre-empted the need for the following paragraph, but it is included here for the sake of completeness

The Project Manager is appointed by the PSC to serve as the full-time manager of the Project and head the Project Management Office (PMO)) The PM will be an

experienced administrator, a good leader and organizer, with demonstrated sensitivity

to environmental protection and management He/she will have standing and

credibility among colleagues and the community with whom he/she will need to work He/she will have excellent inter-personal skills, and be able to listen and communicate effectively both orally and in writing with politicians and senior

decision-makers as well as with scientists and technical experts, industrialists, the teaching profession, NGOs, community leaders, special interest groups, the private sector and the general public This is a full-time position, with delegated executive authority (financial, recruitment, etc) and adequate flexibility The PM is fully

accountable to the PSC and, through its Chairman, to the PERSGA Council of

Ministers, the Implementing Agencies and GEF The PM has the ultimate

responsibility for delivery of the Project outputs and for its ultimate success – but can only achieve this through those heading the various Project Components, so he/she must have full trust in them, and command their loyalty

5.2.4 The Project Secretary

The Project Secretary will be recruited locally according to procedures and Terms of Reference established for such positions by PERSGA He/she will be an organized, tidy person, methodical in his/her approach to the office environment; with good judgment in balancing the need to follow orders and take initiatives He/she must be able to follow instructions and implement directions as well as work in a supportive role to the Project Manager, with whom he/she will work in partnership and to whom he/she will be accountable He/she must be experienced in office management equipment and systems and possess highly developed computer skills covering word processing, electronic communications, spreadsheets, etc The Project Secretary must

be able to speak both English and Arabic, and French will be an additional advantage The appointee will be expected to be familiar with the project administration

procedures of PERSGA and the IAs or be willing to learn

The Project Secretary will serve as the secretary/rapporteur for the PSC As such, he/she will be responsible for all the preparatory work leading up to each meeting including the compilation of the draft agenda and the preparation and circulation of alldocumentation He/she will also be responsible for finalizing the draft record of the meeting in good time, circulating it for comments, and implementing any necessary amendments

5.2.5 The Technical Advisory Group (TAG)

The Technical Advisory Group ensures the quality control for the products, which are

to arise from the Project To date, the CTA has been the lone technical advisor to the

SAP personnel and expected to cover the wide spectrum of technical disciplines addressed by the project.

The TAG serves as a source of objective technical advice to the Project Members areappointed by the PSC according to the required technical expertise and sit in their personal capacity They will be accountable to the PM but will be accessible to the PSC, the Lead Specialists, the Governments and the IAs, as required In the interest

of effectiveness, the maximum number of core members should be no more than 5 and it is preferable if they are experts from within the region However, the priority is

to get the best, most reliable and objective advice The core members may be

augmented from time to time through temporary appointments to reflect current issues

in hand The TAG will conduct most of its business electronically, but will meet at least every six months, to formulate advice before the PSC meeting The members of the TAG will be engaged on a retainer basis, say for the equivalent of 20% of full timeand remunerated according to national/international consultancy rates from Project funds “The Chair of the TAG will be Chief Technical Adviser of the project and in addition to the duties of all members of the TAG he/she will also be required to provide an independent assessment of progress with Project implementation to the PSC meeting, with a particular emphasis on the technical and scientific quality of the products”

The special review team is making this proposal regarding the chairmanship of the TAG in view of the retaining of the post of CTA in the last Aide Memoire with the IAswhich established the post of PM However, the considered opinion of the team is thatthe TAG should collectively carry the responsibility of the Technical Advice, thus replacing the CTA, and should elect its own chairman If this proposal, which is strongly supported by the review team, is accepted then any reference to the CTA willhave to be deleted

If a CTA position is to be retained, he/she should not be full time He/She should be a

Convener of the TAG as one of its members He/She should report to the PM

formally Naturally he/she will work with the relevant Lead Specialist within his/her area of expertise Having the CTA reporting directly to one or more of the IAs

endangers a feeling of dual loyalty

5.2.6 The Information Management Group (IMG)

Environmental data and information are being generated constantly within all the components If stored properly and in a manner, which makes them readily

accessible, these data will be of use to other components in addition to the one, which generated them in the first place To date, no effort has been made within the SAP to manage data and information in a comprehensive manner

The Information Management Group will comprise a small number (2-3) of

specialists in aspects of data and information management They will have a

background in earth sciences and computers, preferably as graduates in Computer Studies or Information Technology They will be familiar with electronic database management, know something about GIS and be interested in learning more about it since they will be trained by the GIS Contractor and will need to assume managementand administrative responsibility for it They must be able to take initiatives for

improving and consolidating the database and the GIS, while at the same time they must also be able to respond to the needs of the users In view of this, they must be good listeners, able to understand what the users require from the Database, and have the ability to balance complex requests and demands, and satisfy the majority The IMG will be accountable to the PM but will be accessible to the PSC, the Component Leaders, the CTA, the TAG, the Governments and the IAs, as required.

We are aware that a cohesive information strategy will require a reallocation of funds from other components However, this should be funds already ear marked for data management in the project

5.2.7 The Monitoring and Evaluation Unit (MEU)

The SAP envisaged monitoring and evaluation at two distinct levels – the programme level and the regional environment level To date, no activity has been recorded in either, although training and planning for monitoring have been carried out

The proposed Monitoring and Evaluation Unit will monitor the progress of the SAP towards achieving the set objectives and advise the PRC, through the Project

Manager, accordingly It will do this through the implementation of the Monitoring and Evaluation Plan, particularly at the national level The MEU will also develop environmental quality indicators, which can eventually be applied at the regional level

to evaluate the impact of SAP, as measured against the baseline established by the Country Reports A further function of MEU will be to evaluate all project structures and institutions from the perspective of sustainability as part of the exit strategy for the project

The MEU will comprise a small number (1-2) of specialists in aspects of project implementation and management, as well as in environmental quality indicators They will have a background in data gathering and will be familiar with electronic database management They must be able to take an objective view of performance, assessing progress and the lack of it according to agreed indicators Since the aim of project monitoring and evaluation is to ensure progress, they must adopt a

constructive and supportive attitude towards their colleagues both at the project office and at national level The MEU will be accountable to the PM and, through the PM, tothe PSC The MEU will be fully accessible to the PSC through its chairman, the PERSGA Secretariat General, the Component Leaders the CTA, the TAG, the

Governments and the IAs, as required

5.2.8 At the operational level, including National level

Some restructuring is also recommended at the operational level in order to enhance delivery of the SAP products and ensure the cohesion of all components into a unifiedprogramme

The Review team recommends:

a) The full integration of Component 4: Biodiversity Conservation and Component 5:Marine Protected Areas to enhance the implementation of these two components, avoid duplication and result in economies and activities such as training, survey and data gathering

b) That the pivotal role of Component 6: ICZM with regards to the other

Components, need to be recognized through a more serious commitment to

consultation and collaboration by the respective LSs.

c) The Review Team was unable to consult directly with stakeholders at the national level However, from discussions and remote contact, it became aware of difficulties being encountered with project administration and management at national level It isproposed that the same management structure as recommended for the Programme level, should also be considered for the national level This may not require any new structures or appointments but it may need a re-statement of roles and responsibilities,divided into the three layers of policy, administration/management, and operations as follows:

Policy National Focal Point (PSC member and Chair of the Inter-Sectoral Group)