united nations development program country: tanzania
TRANSCRIPT
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Project Title: Reducing Land Degradation on the Highlands of Kilimanjaro Region
UNDAF Outcome(s): Vulnerable segments of the population in Tanzania have sustainable livelihoods
and employment including improved agricultural systems, to manage the population dynamics,
economic disparities, environment shocks and recovery
UNDP Strategic Plan; Environment and Sustainable Development Primary outcome: Local Capacity for mainstreaming Environment and energy provision into national development policies, plans and programmes UNDP Strategic Plan Secondary Outcome: Markets transformed to support sustainable use of natural
capital in national development
Expected CP Outcome(s): Increased sustainable productivity, competitiveness and employment
opportunities in selected agricultural sub sectors
Expected CPAP Output (s) 1) Capacity Building for Energy mainstreaming: 2) Capacity building for
energy mainstreaming 3) Alternative income generating activities established for income generation 4)
Natural resource governance systems strengthened at local levels
Executing Entity/Implementing Partner: Office of the Vice President
Implementing Entity/Responsible Partners: Ministry of Energy and Mineral Development; Ministry of
Agriculture, Kilimanjaro Regional Government
Agreed by (Government): ………………………………………….. Date/Month/Year
Agreed by (Executing Entity/Implementing Partner): …………….. Date/Month/Year
Agreed by (UNDP): ………………………………………………... Date/Month/Year
Total resources required US$ 23,276,308
Total allocated resources: US$ 23,276,308
Regular
Other:
GEF 2,630,000
Government parallel 16,700,000
ICRAF 600,000
UNDP (CO) 600,000
o IUCN 3,746,308
Programme Period: 4 years
Atlas Award ID: 00074207
Project ID (proposal): 00059364
PIMS No. 409
Start date: June 2010
End Date Dec 2014
Management Arrangements NEX
Virtual PAC Meeting Date
United Nations Development Program
Country: Tanzania
PROJECT DOCUMENT1
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Project summary
A. Mount Kilimanjaro, the highest peak in Africa, is also the most defining feature of Tanzania. Kilimanjaro Region is the
administrative area around the mountain located on the North Eastern part of mainland Tanzania, just south of the equator
(2 25‟and 4 15‟ S; 36 25‟ and 38 18‟ 00” E). Majority of the soils in the region are of volcanic origin, generally rich in
magnesium and calcium. Climax vegetation on the mountain is montane rain forest, degrading to woodlands and then
open grasslands along the slopes. About 48.7% of the total land area is arable, 21.3% is under game reserves, 15.3%
under grasslands and rangelands, 12.4% under forest reserves and 2.3% under lakes, dams and rivers. Actual land use can
be divided into three zones, along the mountain gradient. The Mountain Peak lies between 1,800 and 5,895 m asl with
annual rainfall of more than 2000mm, and is largely National Park and Forest Reserve with high ecological value. The
Highlands Zone lies between 900 and 1,800m asl, and hosts the Agroforestry based Chaggah gardens that integrate
trees/shrubs with food and cash crops and livestock on the same land unit. The Lowland Plains lies below 900m asl with
rainfall of between 700 and 900mms, and temp of 30o C and is largely used as off-site fields for annual crops such as
cereals, legumes and sugar cane.
B. The Kilimanjaro ecosystem provides provisioning services, cultural services and supporting services (soil formation,
nutrient cycling and primary production). Indeed, the region hosts about 2,500 plant species and 179 birds’ species, some
of them endemic. The watershed is critical for regulating hydrological flows to the Pangani River basin, which flows into
the Indian Ocean. The catchment also provides drinking water, traditional small holder irrigation and power generation for
the National Grid. The mountain acts as major climate modifier and supports a tourism industry, hosting close to 10,000
tourists annually. The ecosystem is however experiencing an extensive process of degradation and deforestation, with
serious consequences on its ability to continue providing these services. Degradation is driven by a set of complex and
interrelated factors, such as rapid increase of a population largely dependent on natural resources, land use change, poor
land management practices, unsustainable harvesting of natural resources, migration, declining commodity prices and
climate change. Land use change was triggered by the high dependence on coffee as a cash crop, which has been disrupted
by a combination of ageing coffee trees susceptible to coffee berry disease, decline in world coffee prices in the 1970’s
and unreliable government marketing systems.
C. Many farmers adopted one of three responses, which have caused land and forest degradation in the region: i) a shift from
the agroforestry based home garden system to annual cash/subsistence crops (e.g. maize, beans) which need less shade.
This necessitated clearing of coffee and other shade trees, without replacing the tree based system with equivalent soil
fertility management systems. Thus soil was left bare for longer periods with consequent run-off and siltation; ii)
expansion into, and intensification of cropping of annual crop gardens in the lower semi-arid zone 2, causing heavy
nutrient mining; and, consequently shifting soil erosion problems; iii) encroachment into the forests for growing
alternative crops and tree harvesting. Many important commercial tree species grow on Kilimanjaro and discriminate
harvesting without replanting has led to widespread deforestation. The four key barriers to sustainable land management
in the region are: limited livelihood opportunities outside the natural resources, weak incentives for adoption of SLM,
weaknesses in the policy, planning and institutional environment that influence SLM, and, inadequate skills at all levels
required for promoting and/or adopting SLM.
D. The project intends to remove the barriers, through a multi-level approach. At the local level, it will strengthen capacity
and incentives for SLM through participatory planning processes involving the local institutions and knowledge systems.
This will be complemented by a national level dialogue on SLM which will facilitate national level stakeholders to
identify ways to adopt a systematic approach to SLM. The project goal is “Sustainable Land Management provides the
basis for economic development, food security and sustainable livelihoods while restoring the ecological integrity of the
Kilimanjaro region’s ecosystems”. The objective will be “to provide land users and managers with the enabling
environment (policy, financial, institutional, capacity) for SLM adoption. The outcomes are: 1) The policy, regulatory and
institutional framework that support sustainable land management; 2) Markets support expansion of livelihood options in
Kilimanjaro to reduce pressure on agriculture and natural resources and increase income: 3) Institutions with capacities
and skills to undertake knowledge based sustainable land use planning and adopt methods and technologies for climate
change resilient NR supported development: 4) Project managed effectively, lessons used to upscale SLM in the region
and the country.
E. The total budget for this four year project is US$ 24,276,000; GEFSEC contribution is US$ 2,630,000; while IUCN,
ICRAF and UNDP contribute US$ 3,746,000, US$ 600,000 and US$ 600,000 respectively. GoT, through the EU and
other donors “Basket Funding” contributes US$ 16,700,000. Immediate focus is the Kilimanjaro Districts; lessons learnt
will be upscaled through the National Dialogue process.
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Table of Contents
1.1 Analysis of drivers of loss of ecosystem services ..................................................................... 10 1.5 Barriers to Sustainable Land Management ............................................................................... 16
Stakeholder Analysis and Involvement ............................................................................................ 19 Baseline Analysis .............................................................................................................................. 20
2 Part II: The Strategy ...................................................................................................................... 22 Project Rationale and Policy Conformity ......................................................................................... 22 2.6 Country Ownership: Country Eligibility and Country Driven-ness ........................................... 30
Part III: Management and Implementation Arrangements ....................................................................... 32 3.1 Management Arrangements .......................................................................................................... 32
4. Part IV: Monitoring and Evaluation Plan .................................................................................. 34 4.1 Project Inception: .......................................................................................................................... 35
PART A.5 Budget and Cost Effectiveness ..................................................................................... 39 5.1 Budget ......................................................................................................................................... 39
Project management Budget ............................................................................................................. 39 5.2 Cost-effectiveness ....................................................................................................................... 39
SECTION C: TOTAL BUDGET AND WORK PLAN (UNDP ATLAS) ......................................... 46
SECTION IV: ADDITIONAL INFORMATION ..................................... Error! Bookmark not defined. 3 Part I: Other Agreements ............................................................... Error! Bookmark not defined.
4 Part II: Project Organogram ........................................................... Error! Bookmark not defined. 5 Part III: Terms of Reference of Project Staff ................................................................................ 56
6 Part IV: Stakeholder Involvement Plan/Matrix ............................................................................ 57
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AFOLU Agriculture Forestry and Other Land Uses
AFSIS African Soils Information Services
APR Annual Performance Report
ASDP Agricultural Sector Development Plan
ASDS Agricultural Sector Development Strategy
AU African Union
CAADP Common Agricultural Development Programme
CBFM Community Based Forestry Management
CBO Community Based Organization
CFR Catchment Forest Reserves
COMPACT Community Management of Protected Areas for Conservation
Project
CIS Community Investment Sub-project
DADS District Agricultural Development Strategy
DADP District Agricultural Development Plans
DED District Executive Director
FAO United Nations Food and Agricultural Organization
FGIS Farmer Groups Investment Subprojects
GDP Gross Domestic Product
GEF Global Environment Facility
GIS Geographic Information System
HIV/AIDS Human Immunodeficiency Virus Acquired Immune Deficiency
Syndrome
ICRAF International Agroforestry Centre
IFAD International Fund for Agricultural Development
IPCC Intergovernmental Panel on Climate Change
IRA Institute of Resource Assessment (Tanzania)
IUCN The World Conservation Union
JFM Joint Forestry Management
KEDA Kilimanjaro Development Authority
LD Land Degradation
LFA Logical Framework Approach
MAFC Ministry of Agriculture Food Security and Cooperatives
MDG Millennium Development Goals
MLDF Ministry of Livestock Development and Fisheries
MITM Ministry of Industry Trade and Marketing
NAPA National Adaptation Programme of Action
NAP National Action Plan
NBSAP National Biodiversity Strategy and Action Plan
NEPAD New Programme for Africa’s Development
NIM National Implementation Modality
NGO Non-governmental Organization
NLUPC National Land Use Planning Commission
NPES National Poverty Eradication Strategy
NTFP Non-timber Forest Products
PADEP Participatory Agricultural Development and
Empowerment Project
PFM Participatory Forestry Management
PMO-RALG Prime Minister’s Office-Regional Administration and Local
Government
PRSP Poverty Reduction Strategy Paper
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RAS Regional Administrative Secretary
RCU Regional Coordination Unit
REDD Reducing Deforestation and Forest Degradation
SAIPRO Same Agricultural Improvement Project
SCAPA Soil Conservationa and Agroforestry Project in
Arusha
SCLUPU Soil Conservation and Land Use Planning Unit
SIP Strategic Investment Programme
SLM Sustainable Land Management
SUA Sokoine University of Agriculture
TACRI Tanzania Coffee Research Institute
TANRIC Tanzanian Natural Resources Information Centre
TFAP Tanzania Forestry Action Plan
TIP Traditional Irrigation Project
TOR Terms of Reference
TSH Tanzania Shilling
UCLAS University College of Lands and Agricultural Studies
UDSM University of Dar-es-Salaam
UNCCD United Nations Convention to Combat Desertification
UNESCO United Nations Educational Scientific and Cultural Organization
URT United Republic of Tanzania
VPO Vice President’s Office
SECTION 1: ELABORATION OF THE NARRATIVE
PART 1: Environmental and socio-economics context
1. Located in the Great Lakes Region, Tanzania has a total land area of 945,087 sq km with a land mass
covering 883,749 sq km on the mainland and 2,460 square kilometers on the islands of Zanzibar and Pemba.
Inland water bodies account for 59, 050 sq km (State of the Environment report 2008). The Indian Ocean
coastline stretches over a total distance of 1,424 kilometers, including the islands of Zanzibar and Pemba. The
country has expansive plains which are home to some of the richest diversity of wildlife and unique features such
as the Ngorongoro Crater. These features combine to form unique ecosystems, the basis of a thriving tourism
industry.
2. The country receives an average annual precipitation of 937 mm with almost half the country receiving less
than 750 mm. Although total rainfall generally declines from the north to the south (FAO 1999), the central
plateau receives 200–600 mm and is classified as semi-arid, while the coastal zone and southern and northern
highlands receive higher rainfall of between 1,400 and 2,000 mm annually. The dry season lasts four to six
months, but is shorter and less severe in the northeast than in the south. This situation is however becoming
increasingly unpredictable with recent trends displaying increased variability of rainfall and increased incidents of
prolonged droughts.
3. Four distinct ecosystem types are found in the country: forest, covering about 33.3 million hectares (27 per
cent of the total land area); cropland/natural vegetation mosaic covering 39 percent; shrub lands, savannah and
grasslands covering 27 per cent; and, wetlands or water bodies covering the remaining 7 per cent (World
Resources Institute 2003).
4. Mount Kilimanjaro, the highest peak in Africa is also the most defining feature of Tanzania. Rising 4,877m
above the surrounding savanna plains to 5,895m at the highest peak, the mountain is in the same region as the
Eastern Arch Mountains, which form one of the world's 25 global biodiversity hot spots. Estimated to be about 1-
2 million years old, Kilimanjaro is much younger than the rain forest-covered Eastern Arc Mountains, which are
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estimated to be over 30 million years and are believed to have been connected to the forests of the Congo Basin
and West Africa. Although it stands alone, the mountain is the largest of an east-west belt of volcanoes across
northern Tanzania. The mountain has three main volcanic peaks of varying ages lying on an east-southeast axis,
and a number of smaller parasitic cones. Kibo (5,895m) is the most recent summit, having last been active in the
Pleistocene and still has minor fumaroles.
5. The mountain is a combination of both shield and volcanic types of eruption. Over time different flows
have produced a variety of different rock types. According to Downie & Wilkinson, 1972 and Hastenrath, 1984,
the predominant rock types on Shira and Mawenzi are trachybasalts. The later lava flows on Kibo show a gradual
change from trachyandesite to nephelinite. There are also a number of intrusions such as the massive radial and
concentric dyke-swarms on Mawenzi and the Shira Ridge, and groups of nearly 250 parasitic cones formed
chiefly from cinder and ash1. The mountain remains a critical water catchment for both Kenya and Tanzania but
increasing water extraction for human use and agriculture as well as climate change and variability has led to
several rivers drying up, affecting the forests and farmland below. There is a growing debate on how much of the
reduced stream flow can be attributed to the receding ice cap.
6. Kilimanjaro Region is the administrative area around the mountain located on the North Eastern part of
mainland Tanzania, just south of the equator (2 25‟and 4 15‟ S; 36 25‟ and 38 18‟ 00” E). It is bordered by
Kenya to the North, Tanga region to the southeast, and Arusha region to the south and west (see map 2 annex 4).
Although the region forms the smallest administrative area in Tanzania (13,209km² or 1.4% of the country), it is
highly significant to the development of the country, and has distinct biophysical and socio-economics
characteristics from the rest of the country. The region has a population of 2,097,166, giving a population density
of about 159 persons/km² (NBS, 2002), an average household size of 5.6 people and an annual growth rate of
1.6%. The population density however varies dramatically, ranging from 650 people/km² in the highlands
occupied by the Chaggah gardens, to below 50 people/km² in the lowland plains. 75% of the population lives in
the rural areas where agriculture accounts for 70% of GDP (NBS, 2002).
7. The region has six administrative districts namely Rombo (1442 km2), Hai (2,111 km2), Moshi Rural
(1713 km2), Moshi Municipality (58 km2), Mwanga (2,698 km2) and Same (5,186 km2) (map 3 annex 4), all
sub-divided into 26 Divisions, 121 Wards and 449 Villages (URT, 2002). Moshi Rural land area covers 1,713km²
and has a population of 504,287 giving it a slightly higher population density of 294 people/km² . The population
growth rate is also slightly higher at 1.9% but the average household size is lower at 5.4 people (NBS, 2002).
8. Soils: The morphology of the upper areas of Mt. Kilimanjaro is formed by glaciers which reached down to
an altitude of 3000 m above sea level during the ice age (Downie & Wilkinson, 1972; Hastenrath, 1984).
However, the majority of the soils in the region are of volcanic origin, generally rich in magnesium and calcium.
The FAO/UNESCO Soil Map (Annex) identifies four main soil groups in Kilimanjaro region all of which display
great variation in fertility. These are: Humic nitosols and associated humic andosols; Chromic cambisols and
associated eutric cambisols; Orchric andosols and associated chromic cambisols and vitric andosols; Mollic
andosols and associated eutric nitosols.
9. Although volcanic soils are generally fertile with a high base saturation and cation exchange capacity, they
have variations which require specific management practices. Nitosols have low to medium inherent fertility and
have high erodibility, requiring fertilizers to get higher yields and soil conservation measures to prevent soil
erosion. Cambisols have low inherent fertility and respond well to fertilizer application. They however require
conservation measures because they occur on slopes. Fluvisols are generally fertile, but flooding and water
logging is major problems so that land use systems have to be adapted to floods, inundation and high ground
water. The soils have been continuously cropped for over two centuries and with heavy rains, especially in higher
altitude areas, they have been heavily leached. A major limitation is the steep slopes which prevent
mechanization and require substantial erosion control work. Other limitations include stoniness or a shallow
petrocalcic horizon.
1 Downie & Wilkinson, 1972; Hastenrath, 1984.
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Climate
10. The Kilimanjaro region has typically two distinct rainfall seasons; August to October and February to
April, with the driest months occurring between November to January. Rainfall decreases rapidly with increase
in altitude; thus the mean precipitation is 2300mm in the forest belt (at 1,830m), 1300mm at Mandara hut on the
upper edge of the forest (2,740m), 525mm at Horombo hut in the moorland (3,718m), and less than 200mm at
Kibo hut (4,630m) which has desert-like conditions. The prevailing winds, influenced by the trade winds, are
from the southeast. North-facing slopes receive far less rainfall. January to March are the warmest months.
Conditions above 4000m can be extreme with considerable diurnal temperature ranges. Mist frequently envelops
much of the massif but the former dense cloud cover is now rare. The ice cap and glaciers are in rapid retreat, but
this local evidence of climate warming may also be due to the loss of humidity caused by long deforestation of
the mountain’s foothills (Thompson et al, 2003), by farm clearances and by fires set by honey-harvesters.
11. Mean annual temperatures range from 11.8 to 16.2 degrees centigrade. The region faces significant risks
from climate change, with a rise in mean temperature, a decrease in annual precipitation and an increase in
variability with the rainfall patterns becoming increasingly uni-modal (Table 1 and figure 1). These occurrences
have increased the vulnerability as farmers may have less water available for crop cultivation.
Table 1: Rainfall decline on the slopes of Mount Kilimanjaro
Station Altitude
(meters
a.s.l)
Span of Data Decline in annual
rainfall in mm
Average rainfall
change in mm/yr
Source
Moshi 830 1902 – 2004 392 - 3.84 Hemp, 2005
Kilema 1430 1911 – 2004 532 - 5.72 Hemp, 2005
Kibosho 1430 1922 – 2004 986 - 12.02 Hemp, 2005
Lyamungo 1200 1935 – 2000 169 - 2.6 Agrawalar,
2001
Average
Weighted
330 - 6.08
Figure 1: Variability in precipitation between 1937 and 2003. Source: Kilimanjaro Meteorological Office
12. Rainfall and temperature changes have also caused increased occurrence and frequency of floods and
droughts with the latter being more pronounced in the Kilimanjaro region. There is evidence of past glaciation on
all three peaks, with morainic debris found as low as 3,600m. However, since 1912 the mountain has lost 82% of
its ice cap and since 1962, 55% of its remaining glaciers (Hemp, 2005). Kibo still retains permanent ice and snow
and Mawenzi also has patches of semi-permanent ice, but the mountain is forecast to lose its ice cap by 2015.The
receding glaciers and declining water supply levels as well as increased incidents of malaria in the region are
reported to be early impacts of climate change.
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13. Closely related to these phenomena is the widespread disruption of ecosystem functioning with its
attendant social and economic impacts. Indeed, the increase in number and intensity of wild fires, changes in
migration behavior and population dynamic of wildlife (esp. birds and big game) as well as changes in cropping
patterns of the inhabitants of Kilimanjaro region provide clear evidence of impact of climate change and
variability on the region’s ecosystems and livelihoods (Agrawala et al, 2003; Hemp, 2005).
14. Vegetation: The Mountain has five main vegetation zones: savanna bushland at 700-1,000m (on south
slopes) and 1,400-1,600m (on north slopes), densely populated sub-montane agro-forest on southern and south-
eastern slopes, the montane forest belt, sub-alpine moorland and alpine bogs. Above this is alpine desert. The
montane forest belt circles the mountain between 1,300m (±1,600m on the drier north slopes) to 2,800m. Forests
above 2,700m are within the National Park. Climax vegetation on the mountain is montane rain forest, which
varies in composition and structure along attitudinal and rainfall gradients. On the wetter south-eastern slopes,
there is a zone of Ocotea usambarensis and Podocarpus usambarensis, which occur at an altitude of 1,900 to 2,400
metros above sea level and a rainfall of 1,500 to 1,800 mm.
15. The drier end of Ocotea forest sometimes grades into a forest with much Cassipourea malosana associated
with Myrica salicifolia. At lower altitudes what little remains of the forest is characterized by the following
species: Newtonia bucha nanii, Macaranga kilimandscharica and Parinari excelsa. At around 1,200 metres above
sea level and 1,300 mm rainfall, species include Albizia spp., Bombex schumanianum, Chlorophora excelsa,
Diospyros mespiliformis, Khaya nyasica, Newtonia paucijuga, and Terminalia kilimandscharica. In contrast, the
drier north-western slopes (1,000 to 2,800 m) have Juniperus procera as the dominant species in association with
Olea africana and Olea welwitschli, and sometimes in pure stands.
16. Landuse: About 48.7% of the total land area is arable, 21.3% is under game reserves, 15.3% under
grasslands and rangelands, 12.4% under forest reserves and 2.3% under lakes, dams and rivers. Actual land use is
however highly influenced by the three distinct agro-ecological zones based on altitude, soils and climate. The
zones include the peak of Kilimanjaro Mountain (1,800 to 5,895 m.a.s.l.), the Highlands (900 to 1,800 m.a.s.l)
and the Lowland /Plains (below 900 m.a.s.l.).
17. The Kilimanjaro Mountain Peak Zone: This zone lies between 1,800 and 5,895 metres above sea level
and receives an annual rainfall of more than 2000mms. The area between 1,800 and 2,400 meters is designated
both as the Kilimanjaro National Park and Forest Reserve due to its ecological value. The forest reserve was
established in the early 1920s and has changed management systems along with the political and administrative
changes in the country. It started off under traditional councils in the colonial days, followed by central
government during the socialism days. Today, it is under local government institutions established under the
current policy of decentralization. Quality of management has changed with each system, largely due to
continuing uncertainties with regards to management responsibility. This has contributed to overall
ineffectiveness of the management of this important stretch of forest reserve.
18. The Highlands Zone lies between 900 and 1,800 meters above sea level, with an annual average rainfall
of between 1250 - 2000mm, and temperatures ranging between 15o - 20
o Centigrade. The Highland zone has
relatively fertile soils derived from the remains of volcanic rocks rich in magnesium and calcium. Over the
centuries the Chaggah people have evolved a unique multi-storied farming system. Commonly referred to as the
“Chaggah home garden”, the system integrates trees/shrubs with food and cash crops and livestock on the same
land unit. The farmers practice agro-forestry using multipurpose trees and shrubs to provide shade for coffee, as
live fences, for fodder and mulch production.
19. The major cash crop is coffee (Coffea arabica), grown together with bananas under tree shade canopies (for
food and cash). This is grown together with a lower ground cover of food crops, medicinal plants and annual
fodder plants, often together with zero grazed dairy farming. Other agricultural produce includes coffee, bananas,
fruits, vegetables and round potatoes. Since colonial times, a cleverly constructed irrigation furrow system has
served to deliver water to the smallholders who live on the mountain. Although the farms are small, they are rich
in diversity and reduce vulnerability from crop failure by offering alternate food and livelihood sources.
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20. The Lowland Plains/Zone: This zone lies below 900 meters above sea level and has an average annual
rainfall of between 700 and 900mms, with temperatures of 30o C and above. Common crops grown in this zone
include maize, cotton, rice, sisal sugarcane, sunflower, sorghum, finger millet, cassava, cow, peas, green gram
and pigeon peas. Domestic animals that are suitable for the area are cattle, goats and sheep. The lowlands are the
main source of forage for livestock kept under zero grazing in the highlands. This practice has significant impact
on land degradation as a result of imbalanced flow of nutrients between the two zones. Compared to the
highlands, this zone has unfavorable climatic conditions, characterized by frequent floods and drought. At less
than 50 persons per km2, human population density is low, allowing for irrigation farming mostly practiced using
water from the highlands and underground water.
21. Socio-economic context: The Chaggah and the Pare are the two main ethnic groups found in Kilimanjaro
region. The Chaggah reside on the slopes of Rombo, Hai and Moshi Rural districts while the Pare are found in the
Pare mountain ranges of Mwanga and Same districts. Two smaller ethnic groups, the Wakwavi and Wakahe, are
found in the lowlands of Moshi, Mwanga and Same districts.
22. Kilimanjaro region ranks higher than many parts of the country in terms of socio-economic indicators such
as length of tarmac roads (383 km), and road density (0.28 km per km2), rural electrification network and water
supply as well as availability of health and education services. Despite these indicators, the region is still among
the most deprived in terms of GDP per capita, ranking third from the bottom (URT, 2002), ), a scenario attributed
to the downfall of the coffee industry.
23. Global significance: The Kilimanjaro region is very rich in species: According to Lambrechts et al. (2001)
there are 2,500 plant species on the mountain, 1,600 of them on the southern slopes and 900 within the forest belt.
There are 130 species of trees with the greatest diversity being between 1,800 and 2,000 meters. There are also
170 species of shrubs, 140 species of epiphytes, 100 lianas and 140 pteridophytes. There are 140 mammals, (87
forest species), including 7 primates, 25 carnivores, 25 antelopes and 24 species of bat (Lamprecht et al., 2002).
Above the treeline at least seven of the larger mammal species have been recorded (Child, 1965), although it is
likely that many of these also use the lower montane forest habitat. The most frequently encountered mammals
above the treeline are Kilimanjaro tree hyrax Dendrohyrax validus (VU), grey duiker Sylvicapra grimmia and
eland Taurotragus oryx, which occur in the moorland, with bushbuck Tragelaphus scriptus and red duiker
Cephalophus natalensis being found above the treeline in places, and buffalo Syncerus caffer which occasionally
moves out of the forest into the moorland and grassland.
24. Insectivores occur and rodents are plentiful above the tree line, especially at times of population explosion,
although golden moles (Chrysochloridae) are absent. Three species of primate are found in the montane forests,
blue monkey Cercopithecus mitis, western black and white colobus Colobus polykomos abyssinicus, and
bushbaby Galago species. Abbot's duiker Cephalophus spadix (VU) is restricted to Kilimanjaro and some
neighbouring mountains. Black rhinoceros Diceros bicornis (CR) is now extinct in the area and mountain
reedbuck Redunca fulvorufula is probably extinct (Lamprecht et al., 2002).
25. The Park lies within one of the world’s Endemic Bird Areas. 179 highland species of birds have been
recorded for the mountain, although species recorded in the upper zones are few in number. These include
occasional lammergeier Gypaetus barbatus, mainly on the Shira ridge, Taita falcon Falco fasciinucha, Alpine
swift Tachymarptis melba, hill chat Cercomela sordida, Hunter's cisticola Cisticola hunteri, and scarlet-tufted
malachite sunbird Nectarinia johnstoni. White-necked raven Corvus albicollis is the most conspicuous bird
species at higher altitude. The forest has several notable bird species including wattled ibis Bostrichia olivaceae,
Kenrick’s starling Poeoptera kenricki and Abbot's starling Cinnyricinclus femoralis (VU), which has a very
restricted distribution. Pallid harrier Circus macrourus and lesser kestrel Falco naumanni (VU) have been seen on
the west slopes. The butterfly Papilio sjoestedti, sometimes known as the Kilimanjaro swallowtail, is restricted to
Kilimanjaro, Ngorongoro and Mount Meru, although the subspecies P. atavus is found only on Kilimanjaro.
26. The biodiversity and ecosystems of the Kilimanjaro, in addition to being valuable for their intrinsic value,
also provide various ecosystem services such as, provisioning services (food, fresh water, fuel wood, fibre, and
other non-timber forest products), cultural services (the social, religious and cultural life of the region’s
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communities are closely linked to the mountain and its environ), and supporting services (soil formation, nutrient
cycling and primary production). The watersheds are critical catchments and regulate hydrological flows to some
of the most densely populated agricultural lands and cities. For generations the dormant volcano mountain has
been a major source of drinking water, traditional small holder irrigation and power generation for the National
Grid. The mountain is indeed the source of water for the Pangani Water Basin Development System, channeled
though several rivers and springs. Acting as the major climate modifier of the weather in her neighborhood, the
mountain has attracted many visitors for various reasons including tourism and has therefore become an important
source of foreign earnings for the nation, hosting close to 10,000 tourists annually.
Analysis of drivers of loss of ecosystem services
27. The ecosystems and watersheds of the Kilimanjaro are, however, experiencing an extensive process of
degradation and deforestation, with serious consequences on its ability to continue providing these services. Land
and forest degradation are driven by a set of complex and interrelated factors, particularly population growth, land
use change, poor land management practices, unsustainable harvesting of natural resources, migration, declining
commodity prices and climate change, leading to dramatic changes to the landscapes.
28. Population growth and landuse change: The population of the Kilimanjaro region doubled between 1967
and 2002 and grew fivefold in Moshi town (Agrawala et. al. 2005). However, the population growth and land use
change problems started in the late 1800's when European settlers converted large areas of the southern slope to
coffee plantations and coffee quickly became a primary export crop in the region, and a critical part of the tree
based Chaggah gardens. During the late 1960’s and 70’s, the Kilimanjaro Region (and Tanzania as a whole)
suffered a succession of severe declines and outright disasters. Coffee trees were getting old and also becoming
prone to Coffee Berry Disease (CBD) and Coffee Leaf Rust (CLR), resulting in losses of 50-90% of the crop. The
world market price for coffee also declined, leading to multiple woes for coffee farmers. In 1972-74 a severe
drought led to widespread poverty. The oil shocks of the 1970’s and Tanzania’s war against neighboring
Uganda’s dictator Idi Amin in the late 1970’s, depleted national wealth, reducing governments ability to cushion
the effects of lower returns from coffee.
29. Kilimanjaro land tenure especially in the coffee belt or the Chaggah homegardens is regulated by
customary law, where transfer or change of ownership is ruled by inheritance patterns (with ownership passing to
sons). The increase in population, coupled by the high dependence on agriculture for economic activities, led to
frequent sub-division and smaller plot sizes, which are becoming increasingly economically unviable. A major
problem associated to Kilimanjaro land tenure system is growing number of abandoned farms and aging farm
labor as the young population and beneficiaries of education migrate to urban areas. These changes have resulted
to decreased farm productivity, declining coffee quality and consequently low income from coffee. The situation
was further compounded by mismanagement of cooperatives, with farmers not getting their payment in time,
compounded by unfair pricing systems. As a result, many people have adopted a combination of three responses
that have led to severe land and forest degradation in the region:
30. Driven by the low returns from coffee, many farmers shifted from the agroforestry based home garden
system to annual cash/subsistence crops (e.g. maize, beans) which need less shade. This necessitated clearing of
coffee and other shade trees, without replacing the tree based system with equivalent soil fertility management
systems. Thus soil was left bare for longer periods with consequent run-off and siltation.
31. A second response was to expand into, and intensify cropping of annual crop gardens in the lower semi-
arid zone 2, causing heavy nutrient mining; and, consequently shifting soil erosion problems. Traditionally
farmers have a highland farm plot, usually above 1100 m.a.s.l. known locally as “kihamba” for perennial crops
such as coffee, bananas and a variety of multipurpose tree species; and, a lowland plot for annual field crops such
as maize, millet beans. Declining productivity of the highland gardens have shifted the balance such that in recent
years, the lowland plots have assumed more importance, providing food for both livestock and people.
Unfortunately the lowlands are much drier, requiring different farming methods. Many farmers don’t recognize
the need for changing production practices and are applying the same skills and methods that are suitable to the
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higher potential highlands. This heavy nutrient mining coupled with rising costs of inputs, fertilizer and seeds
have led to decreasing productivity in the lowland as well, exacerbating the soil degradation problems in zone 1.
32. A third response has been that of turning to alternate means for raising the cash income upon which they
had come to rely, primarily encroachment into the forests for growing alternative crops and tree harvesting. Many
important commercial tree species grow on Kilimanjaro and harvesting of these with no programs for replanting
has led to widespread deforestation. Today the National Park Authority has a management plan and is zoned in
accordance with the principles of “Acceptable Limits of Use”. However exploitative activities continue, in the
form of illegal hunting, honey gathering, tree felling, fuel wood collection, grass burning and incursions by
domestic livestock, particularly in the south-west. Both honey gathering and grass burning result in outbreaks of
uncontrolled fires in the south-west, the moorland edge and within the heath land.
33. The forest buffer zone is being maintained in six corridors within the park, but elsewhere felling has
continued, and there has been some replacement with commercial plantations or maize crops (Tanzania National
Parks, 1993). Although the Presidential Decree in 1984 curtailed some of the illegal use and the issuing of timber
licenses has been stopped, there is still a major problem of illegal deforestation, especially of camphorwood trees
below 2,500m. This has led to widespread landslides with 88 recorded by 2000 (Lamprechts et al., 2002).
Downslope, large tracts of indigenous forest have been converted into forest plantations, which now cover around
13,000 hectares, some 12% of Kilimanjaro Forest Reserve (ibid). On the western slopes, these plantations extend
nearly to the moorland boundary, dividing the natural forest belt. However, only some 44% of the area allocated
to forest plantations is actually planted with trees, the remaining area being open fields, often cultivated with
annual crops. People have moved into these open areas, creating dense settlements within the Forest Reserve,
some of which have expanded to the size of a town (Lambrechts, nd.).
34. Due to the steep slopes in the region even the middle and lower altitude areas have suffered extensive soil
erosion. Studies conducted by Tanzania Coffee Research Institute (TACRI) in three selected watersheds in
Kilimanjaro region aimed at observing the land degradation indicators show that soil erosion by water is a major
problem in the region. Although farmers in the area have traditionally practiced soil conservation as evidenced by
the remnants of terraces, these practices are no longer institutionalized within the community groups and will
therefore need to be upscaled if the effects of soil erosion are to be effectively mitigated. For agricultural
productivity to improve in this environment, soil and water conservation measures and improvement of soil
fertility through the use of manuring, fertilizer application and good agricultural practices, which were all once
practiced in the colonial period, will need to be .revived. The revival of these practices will need to take into
account current realities on the ground such as water shortages, higher population densities, and limited
availability of labor due to outmigration of the youth.
Policy and Legal Context of Sustainable Land Management
35. Tanzania has a comprehensive policy and legislative framework for environmental management. The
country’s constitution requires the state to hold in trust for the people and protect important natural resources,
including land, water, wetlands, minerals, oils, fauna and flora. Until recently however, the country’s policy
framework and legislation was largely of a sectoral nature where each line ministry developed a policy without
adequate consultation with other key stakeholders. Growing challenges in the environment and development
nexus have necessitated a well coordinated policy framework, culminating in a number of reforms in the last
decade.
36. The National Environment Management Act No. 19 of 1983, a key policy instrument was the first to
recommend an integrated national policy framework and legislation for sustainable maintenance, protection and
exploitation of the environment and natural resources. The National Environment Management Council (NEMC)
was created along this Act and in response to the national need for such an institution to oversee environmental
management issues and also implement the resolutions of the Stockholm conference (1972), which called upon all
nations to establish and strengthen national environmental Councils to advise governments and the international
community on environmental issues.
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37. The enactment of Environmental Management Act No. 20 of 2004 (EMA, 2004) by Parliament in October
2004, repealed the National Environmental Management Act No.19 of 1983 and re-established NEMC. EMA
2004 provides for a legal and institutional framework for sustainable management of the environment, prevention
and control pollution, waste management, environmental quality standards, public participation, environmental
compliance and enforcement. Furthermore, it gives NEMC mandates to undertake enforcement, compliance,
review and monitoring of environmental impacts assessments, research, facilitate public participation in
environmental decision-making, raise environmental awareness and collect and disseminate environmental
information.
38. Tanzania’s overall policy objective is to achieve sound sustainable development by reconciling economic
growth and conservation of resources while spearheading social development. The sectoral laws address the
main policy goals on environmental management which include the integration of environmental considerations
in all sectoral policies, plans and programs, the requirement that all projects with potentially damaging effects on
the environment be preceded by an environmental impact assessment, and that users and polluters of the
environment pay for the use and/or pollution. Specific policies that affect land management in the Kilimanjaro
region are discussed below.
39. The country has developed a National Action Plan (NAP) to combat desertification and drought which was
finalized in 1997. The NAP was developed through a participatory bottom-up and consultative process to address
land degradation and desertification problems and constraints. The process brought together local communities,
Government, UN agencies, research institutions, NGOs, the private sector and other stakeholders to develop the
strategic action plan. The main objective of the NAP is to combat desertification and mitigate the effects of
drought through the promotion of sustainable development. The NAP has three broad priority areas; the creation
of an enabling environment, the development of sectoral and cross-sectoral programmes.
40. The NAP’s enabling environment addresses: a) policy, legal and institutional frameworks, b) land use and
tenure, c) information and enhancement of knowledge, d) public awareness, e) local level community initiatives,
f) financial mechanisms, and g) capacity building. The NAP has seven sectoral programme areas of intervention:
(i) energy; (ii) vegetation cover and wildlife, (iii) forest conservation, (iv) the conservation of biodiversity, (v)
agriculture and pastoralism, (vi) soil management and (vii) water resources management. The four cross-sectoral
programme areas are a) mainstreaming gender, b) science and technology, c) poverty and environment and d)
early warning systems (National Environment Secretariat, 2002).
41. There are several other national strategic policy and legal frameworks into which the NAP is being
integrated to facilitate its effective implementation. The most important of these include the National
Environmental Management Act (2004), Poverty Reduction Strategy Paper (PRSP) (2000), the National Strategy
for Economic Growth and Reduction of Poverty (2005), the Tanzania Development Vision 2025 (2001), the draft
Rural Development Strategy (2001) and the Agricultural Sector Development Strategy (ASDS) (2001). There are
also sector specific policies, strategies and laws, especially those in water resources management, rangeland
management, energy resources, forestry, local government and mining, that are relevant to issues of land
degradation and poverty reduction.
42. The Rural Development Strategy of 2002 is a lead policy guideline for rural development
projects/programmes that seeks to reduce poverty in rural areas. The Strategy spells out key actions to address the
land degradation problems in rural areas such as making environment impact assessments for rural development
projects mandatory. The strategy also points out the importance of promoting social forestry and Agroforestry for
small scale and medium wood based industries, fuel wood saving techniques and alternative energy sources to
deter encroachment of forests. It acknowledges that pro-poor growth is heavily dependent upon rural people being
able to secure the natural resources that sustain their livelihoods.
43. Progress made in the land policy reform, which saw the enactment of the Land Act No 4 and the Village
Land Act, both of 1999, creates an enabling environment for adoption of sustainable land management practices.
The National Land Policy (NLP) promotes and ensures access to land, encourages the optimal use of land
resources and facilitates broad-based social and economic development without upsetting or endangering the
13
ecological balance of the environment. NLP promotes an equitable distribution of and access to land by all
citizens. The NLP further ensures that existing rights to land, especially customary rights of small holders (i.e.
peasants and herdsmen who include beekeepers and women), are recognized, clarified and secured in law.
44. The Village Land Act of 1999 provides opportunities for villages to develop land use plans, which take into
account all activities including agriculture, forestry and the environment. It provides opportunities for surveys and
demarcation of village boundaries and development of land use plans and allows women to own land. The land
policy and the Village Land Act will contribute greatly to secure ownership of land for various uses, encourage
sustained investment and development, reduce conflicts and encourage increased agricultural production in the
districts and the region as a whole. These legislative provisions for SLM are the responsibility of the National
Land Use Planning Commission (NLUPC) which has the role of coordinating all land use and management
related activities in Tanzania. Under the proposed project, the role of the NLUPC will be enhanced to ensure
effective coordination of these functions across all relevant sectors. The Commission will also be supported in its
capacity building role at national, regional and local levels.
45. The National Environment Policy of 1997 defines the environmental policy framework which is relevant to
land management. The policy establishes the framework within which government empowers communities to
participate in activities to avoid the degradation of life supporting land, water, vegetation and air. The Institutional
and Legal Framework for Environmental Management (2003) further clarifies the role and responsibilities of
districts, wards and villages in the management and conservation of natural resources and the environment.
Further, an overarching Environmental Management Act was promulgated by Parliament in November 2004
(URT 2004). A National Environmental Trust Fund was established to support the implementation of activities
related to combating land degradation and poverty. The main functions of the fund include among others,
facilitation of environmental research, fostering capacity building, provision of scholarships and promoting and
assisting community based environmental management programmes. Activities under this fund also relate to the
rehabilitation of degraded lands and sustainable land management.
46. The National Forestry Policy (1998) and the Forestry Act (2002) aim to enhance the contribution of the
forest sector to the sustainable development of Tanzania and the conservation and management of her natural
resources. The Policy calls for the involvement of local level institutions such as district councils, wards, villages
and individuals where new forms of partnership with the Central Government are being promoted for improved
conservation and income generation. Income generating activities such as beekeeping are being introduced to help
improve the incomes of communities in line with the Tanzania overall development goals. A programme of
Participatory Forest Management has been introduced and operationalized through the Joint Forest Management
(JFM) and Community Based Forest Management (CBFM) processes across the country. Since forests play an
important role in catchment management especially with respect to amelioration of the flow of water, PFM will
be used as a vehicle for the re-establishment of the integrity of catchment forests as an input into SLM.
47. Under JFM, agreements between community groups and the Government have been developed with a view
to promoting the participation of communities in the management and utilization of forest resources. This
programme is currently practiced in 30 districts across the country. The Community Based Forest Management
programme encourages communities to set up forest reserves from the general lands for economic and
conservation activities. These initiatives provide an excellent opportunity for ownership and sustainable
management of land resources as well as increasing land productivity.
48. The following are key policy frameworks that also influence land and natural resource use in Tanzania.
49. The Decentralization framework: Local Government Authorities have been given greater responsibility and
authority, including the development of District Agricultural Development Strategies (DADS) and Plans
(DADPs) and their implementation. Some districts have received external support, training and operational
funding for many years, but many others have not. Historically, many districts have possessed very limited
financial, planning and implementation capacity. Building up this capacity remains a high priority as continuing
low implementation capacity at the District level – including interfacing with community groups - will seriously
14
constrain many districts from achieving effective utilization of public sector disbursements and mobilizing
communities and the private sector in accordance with land management objectives.
50. The Harmonization framework. MKUKUTA has mainstreamed regional and international commitments,
including the UNCCD programme on desertification, bringing coherence to a wide-ranging raft of international
obligations to which Tanzania has signed up. With limited public sector capacity, especially at district level,
unable to deliver the level of services required, many new development initiatives have placed unrealistic
demands on both weak delivery systems and on inadequately informed, resource–poor rural communities.
MKUKUTA will assist with harmonizing aid flows, but it also has a critical role to play in engaging development
partners on a consistent agenda, reducing the risk of duplication of efforts. The strategy will tie development
assistance to actions of national priority, and of especial importance, such as supporting decentralized authorities
in their core business.
51. A recent legal instrument of much importance in sustainable land management is the Water User Act,
2009, which provides for integrated water resources management through catchment and sub-catchment water
committees.
52. The Tanzania policy environment generally provides opportunities for promotion of sustainable land
management practices that will result in improved food security. There however are a number of constraints to the
implementation of activities that would result in the institutionalization of the practice in the long term. The major
constraints include conflicting provisions in laws that guide sectors responsible for land management. Most
legislation with implications for SLM is also dated. Sectoral policies at national and regional and local level will
need to be harmonized to facilitate a coordinated approach to SLM. Decision making will also need to be
decentralized to the local level as land management takes place at the local level. In this respect, consideration
needs to be given to devolving most of the responsibilities currently held by the Commissioner of Lands to local
government institutions.
Institutional Context
53. This section describes the key institutions in the field of natural resources management, with a particular
focus on SLM. Since the government reforms of January 2006, the key ministries involved in SLM are: (i) the
Prime Ministers’ Office – Regional Administration and Local Government (PMO-RALG); (ii) the Ministry for
Agriculture, Food and Cooperatives (MAFC); (iii) the Ministry of Livestock Development and Fisheries; (iv) The
Ministry of Water (MoWI) and Irrigation, the Ministry of Industry, Trade and Marketing (MITM); (vi) the
Ministry of Natural Resources and Tourism; and (vii) the Ministry of Land and Human Settlements Development.
The roles of these institutions are briefly described below.
54. Prime Ministers’ Office: Regional Administration and Local Government (PMO-ALG): The Office of the
Regional Administrative Secretary (RAS) is responsible for all development planning at regional level.
Government personnel representing sectoral Ministries at regional level are coordinated by the RAS. The Office
of the RAS in Kilimanjaro has been designated as the implementing entity for the proposed project. Project
implementation however takes place at District level. The Office of the RAS works in close collaboration with the
District development structures that are coordinated by District Councils which are elected bodies. The District
Executive Director (DED) is the technical head of all development planning at district level. There are six
districts in Kilimanjaro Region all of which will be involved in the implementation of the proposed project. (See
Map in Annex 2 ).
55. The Ministry of Agriculture, Food Security and Cooperatives (MAFC): The mission of the MAFC is
to conduct public sector support functions in agricultural research, training, extension, policy formulation, and
information services. The Ministry also regulates plant and animal health and quality control of agricultural inputs
and products, protection of the environment, and creating market conditions for promoting agricultural growth.
Since January 2003, sustainable land management issues have been made more prominent within the Ministry.
Soil Conservation and Land Use Planning (SCLUPU) is incorporated within the Agricultural Land Use Planning
Section, headed by an Assistant Director. As from May 2006, the institutional profile of the Agricultural Land
Use Planning section has once again been elevated, now to a full division, the Division of Agricultural Land Use
15
Planning and Management, which will be headed by a Director. The Division has three sections, each headed by
an Assistant Director: (i) land management section; (ii) land use technology dissemination and management
section; and (iii) land use information and environmental monitoring section. This Ministry is a critical institution
in promoting Sustainable Land Management in Kilimanjaro Region. Currently the Regional Agricultural Officer
in the region chairs the project Task Force which was responsible for developing this proposal. It is expected that
the office will continue performing this lead role through project implementation.
56. The Ministry of Livestock Development and Fisheries (MLDF): Prior to 2006, livestock development
was overseen by the Ministry of Water and Livestock Development. Currently, the Ministry of Livestock
Development and Fisheries (MLDF) is responsible for the Livestock Development Policy, the Livestock Research
and Extension Services as well as for Veterinary Services.
57. Ministry of Water and Irrigation (MoWI): MWI was created in January 2006. It coordinates the
implementation of the Water Resources Development Policy and manages rural and urban water supplies,
sewages systems and related services. Water resources management is a major component of the proposed SLM
project. The Ministry of Water and Irrigation will be expected to provide technical support to the project in areas
such as water harvesting, irrigation, water conservation and soil erosion control. In addition to overseeing the
district irrigation schemes supported through ASDP, MWI support irrigation schemes in the region through the
national budget. Such schemes include those of Lower Moshi, Mandaka-Mnono in Moshi Rural; Ndungu in Same
district and Makaisho and Mawalla in Hai district.
58. Ministry of Industry, Trade and Marketing (MITM): The MITM is responsible for supporting industry
including Small and Medium sized Enterprises such as agricultural processors. It is also responsible for
facilitating the functioning of agricultural commodity and inputs markets. The proposed Kilimanjaro region SLM
project proposes the introduction of new technologies and livelihood options as incentives to encourage farmers
in the region to adopt SML practices. Technical advice on value chain analysis will be sources from this Ministry.
59. The Ministry of Natural Resources and Tourism: This ministry deals with forestry, wildlife and
fisheries resources as well as with tourism. The Forestry Division within this ministry is responsible for managing
natural and plantation forest reserves on public land, including conservation in forests and plantations, and
protection of catchment areas. Research in forestry is conducted by the Tanzania Forestry Research Institute.
Deforestation has been identified as one of the primary drivers of unsustainable land management in Kilimanjaro
region. Addressing the problem of deforestation in Kilimanjaro puts a requisite for strong link with MNRT at this
opportune time of global support in Reducing Emissions from deforestation and Forest Degradation (REDD).
60. Related to the REDD program is the nationwide National Forest Resource Monitoring and Assessment
Program. The Department of Forestry and Beekeeping, has a number of institutions located in the region which
can provide technical advice to Regional, District and local level planners as they implement the proposed
project. Such Resources will be drawn from the Forest Industries Training Institute, the forest surveillance Unit
and the Forest Extension and Publicity Unit. Other baseline national programs within the Ministry include the
Eastern Arch Catchment Forestry program operating in Chome forest reserve.
61. The Ministry of Lands and Human Settlements Development: The Ministry of Lands and Human
Settlements Development is responsible for allocation, registration, mapping and planning land use. It has a
number of agencies dealing with these issues including the National Land Use Planning Committee (NLUPC),
with primary responsibility for implementing the new Land Act. The President’s Office- Regional Administration
and Local Governments and District Councils will increasingly implement the national development strategy at
the grass-root level, as more responsibilities for development planning, programme implementation and financial
management are now being decentralized. However, the NLUPC will be involved with that management of land
allocation and any changes in land tenure that might be proposed in the implementation of this project.
62. Academic and Research institutes: There are also a number of knowledge-based institutions that are
concerned with SLM under the Ministry of Science, Technology and Higher Education. The Institute of Resource
Assessment (IRA) of the University of Dar-es-Salaam (UDSM) focuses on basic and applied research in natural
16
resources and environment management, agricultural systems, water resources management, population and
human settlements, and remote sensing. It also hosts the Tanzanian Natural Resources Information Centre
(TANRIC) which has a national mandate for coordinating Geographic Information System (GIS) activities.
63. University of Dar es Salaam, through the University College of Lands and Architectural Studies (UCLAS),
is involved with studies, consultancy and training in urban and rural development, including land survey and
planning, estate management and valuation. Sokoine University of Agriculture (SUA) trains agriculturists,
foresters, food technologist, agricultural engineers and soil scientists at Bachelor’s, Master’s and Doctoral degree
levels and conducts research in the various aspects of soil and water management, particularly through the
Department of Soil Science which also runs a soil laboratory. The university has a college in the region, which is
one of the lead institutions conducting research in the area of climate change.
64. Non-governmental Organizations: Tanzania has a large number of NGOs and CBOs that are active in the
field of environment and natural resources management. More than 150 NGOs are involved in forestation and
environmental protection in Tanzania. In Kilimanjaro region these include the Traditional Irrigation Project (TIP)
which works to promote sustainable water resources management and traditional irrigation systems that have
been in use in the coffee and banana plantations for a long time. The Tanzania Coffee Research Institute also
plays an important role in sustainable land management in Kilimanjaro region through the development and
promotion of new and high yielding coffee varieties. The return to coffee production and specifically shaded
coffee will result in improved land cover and reduced soil erosion.
65. The Tanzania Traditional Energy Development and Environment Organisation (TATEDO) is supporting
various activities in Kilimanjaro region to address the problem of land degradation resulting from unsustainable
harvesting of natural resources for energy. The organisation’s mission is “to advance popular access to
sustainable modern energy technologies in marginalized communities in Tanzania through energy technological
adaptations, community mobilization and advocacy for increased access to sustainable energy services, poverty
reduction, environmental conservation and self-reliance”.
66. The farmers in Kilimanjaro have a history of high levels of producer organizations. Indeed, one of the
oldest Cooperative Unions in Tanzania (Kilimanjaro Native cooperative Union (KNCU) was in the coffee
industry where it has been representing farmer’s interests for more than fifty years.
1. Barriers to Sustainable Land Management
67. The stakeholder consultation process conducted during the design of this project identified four key
barriers to sustainable land management in the Kilimanjaro area: limited livelihood opportunities outside the
natural resources, weak incentives for adoption of SLM, weaknesses in the policy, planning and institutional
environment that influence SLM, and, and inadequate skills at all levels required for promoting and/or adopting
SLM. The barriers are briefly summarized below.
68. Weak financial incentives for adopting SLM based Alternative Livelihood Options: Currently, over
80% of Tanzania’s population depends on agriculture for their livelihood, and a similar percentage depends on
local wood resources for energy and construction. Although several sustainable land management options exist,
their uptake is quite low. Historically, adoption has been pushed through a combination of enforcement of rules
and regulations on land use, and improving farmers’ knowledge and awareness of the technologies. However, a
key barrier to adoption remains unaddressed; the lack of financial returns to justify investment in SLM,
particularly where the cost to a landholder may exceed the on-farm benefits in the short-term. Research in Africa
has shown that farmers and communities invest in SLM when incentives are sufficiently attractive, and that
collective action is undertaken spontaneously when benefits to the group are perceived to be high.
69. Like the rest of the country, the people of the Kilimanjaro region face huge constraints in utilizing
agricultural outputs to develop their local economies. In addition to traditional barriers such as poor infrastructure
and limited markets, investment in SLM and economic development at the local level is hindered by problems of
17
accessing credit to support the high risk production, low levels of adoption of improved technologies in energy
use and inability to engage in the emerging carbon-finance due to lack of information and facilitation.
70. Limited access to credit: PPG studies showed that less than 15% of the farmers in the region had any
access to the financial market and the use of credit or micro-finance to support agriculture is very low. The low
access to credits limits use of inputs to improve productivity of the land, thus extensification rather than
intensification becomes the preferred option for maintaining food production. The PPG studies showed that
fertilizer use in the region is significantly below the global average.
71. Poor access to markets: In addition to poor infrastructure, marketing of the produce from the Kilimanjaro
region is hampered by lack of agro-processing industries. This forces farmers to sell unprocessed produce in often
very limited time. Markets are therefore flooded by similar produce that has to be sold within limited window,
forcing prices down, often to below the cost of production. This situation discourages many farmers from
investing in SLM or producing for the market, opting instead for subsistence that entrenches poverty and
unsustainable production practices.
72. Low rates of adoption of improved technologies in biomass energy: The Kilimanjaro region, like the
rest of the country relies heavily on biomass for energy, both in homes and in the public institutions such as
schools, prisons, hospitals, etc. Although there are several proven technologies for renewable energies and
improving energy efficiency in biomass, wide scale adoption in the region has been very limited due to a
combination of interrelated factors: low affordability (poverty), poor distribution and marketing outlets and
inadequate home-based research and development. Over 90% of charcoal producers and consumers still use
inefficient earth kilns and burners respectively. Although civil society has a long history of involvement in the
research and adoption of improved technology for charcoal, the government is just now starting to engage with
the subject. A Dar es Salaam based rural energy research institute (TATEDO) is conducting research on improved
kilns and burners, but its work is still limited to research and its findings have not yet been incorporated into
extension packages yet. Energy switch now presents an opportunity to generate funds for financing local
economic development, yet there is limited understanding of how the carbon markets function, or how the region
can access them, capitalizing on the fame of the Kilimanjaro.
73. The combined situation described above has limited the region’s people from investing in agricultural
modernization or intensification, which would allow them to earn a livelihood with activities that are less
dependent on extraction of resources. Because of this, most young and able bodied farmers have left the region in
search of alternative livelihoods in other parts of the country a situation that has compounded the problem of
widespread environmental degradation as the old farmers that remain on the land resort to less arduous farming
tasks such as the growing of vegetables which entail deforestation.
74. Barriers related to Policy Deficiencies: While Tanzania can claim to have a comprehensive legal and
policy framework for land management, a major shortcoming lies with poor sectoral linkages in the process of
policy development and implementation. Historically, sustainable land management and environmental issues
have been characterized by inappropriate policies designed from above with little regard for the unique features of
livelihood systems in the fragile ecosystems such as in the Kilimanjaro region. Participatory policy development
processes are a recent phenomenon in Tanzania. Most policies have thus been developed in a top down manner.
Community groups have traditionally lacked a voice and have thus not been adequately represented in the
formulation of policies affecting their livelihoods.
75. An additional problem with the policy environment is the lack of awareness of the implications of policies
among community groups as well as contradictions between official and customary laws and practices. Where
these contradictions appear to threaten the power base of political systems, decision makers tend to adopt a wait
and see attitude resulting in lack of implementation and enforcement of policies. This is compounded by weak
capacity for enforcement, particularly for sanctions. Indeed, a major shortcoming is the levels of sanctions as well
as the limited capacities of judicial officers charged with the responsibility of administering these sanctions.
While the Village Land Act provides for fines for mismanagement of land in rural areas for example, the low
18
fines for transgression which are in the region of Tsh 200 to Tsh 1000 are not enough of a deterrent. This explains
the continued destruction of forest reserves and failure to maintain soil conservation structures in the region.
76. Deficiencies in Institutional Capacity: Effective implementation of sustainable land management requires
strong institutions with clear understanding of what it involves. The current process of decentralization that has
been adopted as a development policy alternative in Tanzania should result in local government authorities
(LGAs) at district, ward and village levels that are responsible for the protection and sustainable management of
natural resources. Each District will have representatives from the line ministries and environmental agencies that
oversee for example, environmental impact assessments, support to rehabilitation of degraded land and re-
forestation efforts. Analysis of district level institutional capacities and capabilities (URT 2005) however
indicated that many local government agencies, NGOs and community organizations have severe resources
limitations in terms of staff complements, skills and funds.
77. Tanzania like most countries in Africa has limited human resource capacities due to limited training and
“the brain drain” which has seen the few qualified personnel leaving government service for higher paying.
Where staff is available, they are hindered by lack of information and equipment necessary for them to effectively
perform their duties. Low technical capacity results in decision-making without sufficient knowledge of the
interrelations between proposed interventions and the complex processes of ecosystem functions or the
consequences that land degradation may have on ecosystem integrity. This is important for Kilimanjaro where
there is substantial complementarily between SLM activities and agricultural extension, in particular with regards
to the promotion of enhanced soil and resource management techniques. The extension service is therefore an
important asset, yet it is understaffed and often not up to date on skills and methodologies. The recent budget cuts
in the Ministry of Agriculture, Food and Cooperatives have further reduced the local capacities of the extension
services.
78. As a result, the service has failed to support farmers in land use planning, improving productivity through
intensification or accessing the carbon markets to raise funds for local economic development. Consequently,
many villages lack the mandatory local level land use plans required to secure their land and guide local
development, there is ineffective use of soil and conservation measures differentiated to increase productivity of
the highlands as well as the lowlands, thereby curbing the conversion of forests and natural woodlands into
additional agricultural lands; and the once impressive local level water harvesting and irrigation system is near
collapse.
79. The capacity deficiency has in particular led to knowledge and information gaps: The links between
research and extension service are weak and research findings remain largely un-disseminated. There is
insufficient quantitative data on the status and trends of natural resources and utilization levels in the region and
the country as a whole. This impedes the full assessment of the extent of land degradation and the quantification
of losses to society. Information is lacking in two particularly critical areas: (i) the benefits and costs of SLM and
land degradation; and (ii) the vulnerability to, and adaptation options to climate change. The national and
provincial authorities are not always aware of the potential costs of land degradation. At the local level, farmers
are not always aware of the impacts of LD, and the benefits they could reap from SLM. .
80. These problems are compounded by the absence of a comprehensive monitoring system. Although some
districts in Tanzania have been conducting isolated monitoring of environmental variables, there is no specific,
coordinated system at the regional/national level to assess degradation dynamics, limiting the application of
adaptive management based on early detection of negative impacts. This has limited the usefulness of planning
and decision-making at a local level to correct or mitigate the impact of current practices, and at a regional level
to define land use policies.
81. The problem extends to climate change: only recently have the General Circulation Models become
detailed enough to start forecasting climate change processes (temperature, rainfall, extremes) at the local scale
(IPCC data distribution centre, 20062). There are therefore few studies addressing the impacts of climate change
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and potential adaptation options, in particular for African countries including Tanzania. Finally, there are no
planning tools to facilitate the assessment of the feasibility and costs and/or benefits of land rehabilitation and
ecosystem restoration efforts that have been on going in the region.
82. The capacity deficiency is being further compounded by sectoral approaches to development. Despite the
formulation of national development strategies and plans, programme delivery by government in Tanzania is still
largely sectoral. There is little coordination between actors at the national and district levels. Consequently, it is
very difficult to take advantage of complementarities and to avoid duplications or conflicts. Efforts and
opportunities for joint implementation are lost and resources wasted. This is evident in the numerous tree planting
projects and programmes designed to arrest deforestation in the Kilimanjaro mountain regions which have shown
little impact. Relevant ministries and departments and development partners use different planning procedures
with little room for change, or adoption of integrated planning procedures needed for sustainable land
management.
83. This sectoral approach has limited opportunities for sharing experiences among projects and programmes
supported by different sponsors. This has rendered the application of sustainable practices ineffective, making it
difficult to address the broader causes of land degradation. By introducing an integrated landscape/watershed
approach through cross-sectoral planning mechanisms the proposed GEF intervention will support a more holistic
planning process for SLM related activities and efforts in Kilimanjaro region.
Stakeholder Analysis and Involvement
84. A stakeholder involvement plan is annexed (annex …). In recognition of the importance of stakeholders in
the successful adoption and institutionalization of SLM, the development of this project involved a broad range of
stakeholders at national, regional and local levels. The Kilimanjaro Regional Secretariat and TIP organized
consultation workshops in each of the five districts with these stakeholders to address the critical constraints to
sustainable land management. In addition, a stakeholder feedback workshop was convened in Moshi for regional
and district representatives and other stakeholders to discuss the findings from each district. As part of the
preparation of this proposal consultations have also been held with representatives of national level institutions
that have a stake in SLM in Tanzania.
85. At the national level, the Office of the Vice President and UNDP Tanzania Country Office hosted a series
of consultations to ensure that national stakeholders were informed and on board. In particular, the representatives
of the Ministry of Agriculture Food Security and Cooperatives, Coffee Research Institute (Lyamungu), Ministry
of Livestock Development and Fisheries, the Ministry of Natural Resources and Tourism, Ministry of Water and
Irrigation, Ministry of Industries Trade and Marketing, PMO-RALG, Kilimanjaro Regional and District
Administrations and civil society partners were consulted for their input into the process.
86. An equally high level of stakeholder participation is expected in the implementation of the project with the
involvement of all the stakeholders highlighted above. Other important stakeholders will include international
conservation organizations such as IUCN that are implementing water resources management initiatives in the
region and research organizations such as ICRAF, which has a global mandate to support developing countries in
mitigating tropical deforestation, land degradation and rural poverty.
87. This project will adopt a cross-sectoral approach which makes the involvement of all sectors including
agriculture, water, livestock and natural resources essential for its success. The key stakeholders and beneficiaries
however, will be the land-users, local communities, local government agencies and the private sector in the five
districts of Kilimanjaro region.
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Baseline Analysis
88. Tanzania has several programmes aimed at reversing the negative impacts of land degradation. Although
the majority of these are national initiatives, they have implications for activities at regional and local levels as
discussed below. However, most of these activities are implemented in a sectoral manner with little coordination
and are not coordinated.
89. The Tanzania Agricultural Sector Development Support Programme (ASDP) The Government of Tanzania
recognizes the central role of agriculture in national economic and social development and poverty reduction. A
lot of emphasis is therefore placed on agricultural development as a means towards the achievement of the
nation’s Poverty Reduction Strategy. The ASDP has been developed as the operational programme of the
Tanzania Agricultural Sector Development Strategy with the aim of transforming agriculture from subsistence to
a commercial activity through the engagement of the private sector in private/public partnerships.
90. The government and its development partners are investing 17 million dollars into the implementation of
the ASDP, which has the following components: (i) improvement of the policy, regulatory and institutional
arrangements, (ii) provision of agricultural services such as research, advisory services and technical services;
(iii) market development and agricultural financing; with participatory implementation of the programme being
facilitated through District Agricultural Development Plans (DADP).
91. The ASDP will now be complemented or enhanced through the Kilimo Kwanza initiative that has the
hallmark of an overarching national development strategy based on agricultural development. Kilimo Kwanza has
been developed in response to the African Union Declaration calling on all African Governments to pay special
attention to agriculture as the vehicle for transforming the continent’s economic fortunes. Tanzania has committed
to providing a minimum of 10% of its national budget to agricultural development as part of the Kilimo Kwanza.
In addition Incentives will be provided for increased industrialization, development of science and technology as
well as the development of human resources and infrastructure for the promotion of agricultural growth. It is
expected that resource allocations through these initiatives at regional and district level will influence processes of
land management which are the basis for sustainable agricultural development.
92. The Kilimanjaro SLM initiative proposed here will complement efforts of the ASDP while benefiting from
it. The DADPs under ASDP will be used as vehicles for addressing soil conservation which form the basis of
sustainable agricultural productivity. Four districts in the region i.e. Hai, Moshi Rural, Same and Siha are
beneficiaries of the District Irrigation Fund provided for the ASDP. In addition, the provisions for funding
research and technological innovation provided for under these programmes will facilitate the investigation of the
reasons behind declining agricultural production, especially of coffee, in Kilimanjaro region.
93. Participatory Agricultural Development and Empowerment Project (PADEP). With the support of the
World Bank, GoT is implementing a participatory agricultural development and empowerment project that seeks
to raise farm incomes and reduce food insecurity, through small community based agricultural development sub-
projects. The project, which started in August 2003, is implemented in 28 districts including those in Kilimanjaro
region. PADEP has two main components namely: (i) the Community Agricultural Development Subprojects,
and (ii) the Capacity Building and Institutional Strengthening.
94. The Community Agricultural Development Subprojects component consists of Community Investment
Sub-projects (CIS) and Farmer Groups Investment Sub-projects (FGIS), with a complementary capacity building
support at the local level for project implementation. Through the use of participatory approaches, the subprojects
are identified, prepared and executed by the beneficiaries themselves. A subproject would, by design be simple to
enable the community or farmer group to participate in its implementation and the subsequent maintenance. The
sub-projects cover a wide range of activities aimed at increasing agricultural productivity. In order to qualify for
the project support, activities are supposed to be planned in a manner that ensures gender balance, sustainability,
and capacity building of the beneficiary community in terms of empowerment and ownership. They should also
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be planned in a transparent and participatory manner that enhances networking and close liaison with the private
sector, local government structure, and other institutions of the civic society operating at the community level.
95. This programme has direct relevance to SLM in Kilimanjaro region especially given its focus on
participatory planning, capacity building, dissemination of information and improved agricultural productivity
and sustainable development which are central components of sustainable land management. The Project
Implementation team will identify linkages with this initiative to promote farmers’ awareness of SML in the
region.
96. In addition to the government programmes discussed above, several NGOs and community-based
organizations have been involved in land degradation and environmental conservation activities in the region.
Specific baseline activities include; Mwanga District Tanzania Forestry Action Plan (TFAP)-North Pare Agro-
forestry Project. This xxx dollars project’s overall objective is to promote sustainable management of natural
resources in North Pare Mountains. The project focused on dissemination of extension messages and training
materials to extension services and farmers; training farmers and divisional staff on construction of terraces,
bank-over-ditches, and contour ridges; advising on the application of animal and green manure, fertilizers; and,
organizing farmer-to-farmer exchange visits.
97. The project’s target was to produce 100,000 seedlings of Acrocarpus fruxinifolius, Casuarina
cunighamiana, Markamia lutea, Gliricidium sepium, Calliandra calothyrsus, and Leucaena leuococephala. Seeds
and seedlings of earlier introduced species Grevillea robusta, Eucalyptus spp, P. patula, C. lustanica, and C.
odorata were also provided. The project has established many nurseries operated by individuals and schools and
has expanded tree planting in communal and private farms in many villages. A total of 3,000 households or 27%
of all the farmers have so far participated in some form of the agro-forestry activities in the North Pare
Mountains, while terracing has been adopted by an estimated 13% of the arable land. The project also supported
village land use planning committees and strengthened cooperation between the committees and the extension
service. It also facilitated the formation of the Kilimanjaro Environmental Conservation Management Trust Fund
was formed, comprising of various local authority and non-government organizations promoting sustainable land
management.
98. The Traditional Irrigation and Environmental Development Organization (TIP) is a Non-
Governmental Organization registered in Tanzania since 1999. TIP is active in improving irrigation through
sustainable management of land and the water resources in the respective traditional irrigation areas of Northern
Tanzania that includes Tanga, Kilimanjaro and Arusha. TIP’s strong point is innovation of participatory
approaches that are effective in sustainable land management and poverty reduction through the improvement of
traditional irrigation practices.
99. Himo Environmental Management Fund: operating in Moshi Rural, this programme is involved in
natural resources development and extension services, development of improved agroforestry technologies and
conservation of Catchment Forest Reserves (CFR). The Kilimanjaro Development Authority (KEDA) is also
involved in tree planting at individual and district levels in Moshi Rural and Rombo districts with the aim of
improving agricultural production, raising household income, and soil and water conservation.
100. ICRAF: ICRAF, in collaboration with the Sokoine University of Agriculture and Same Agricultural
Improvement Project (SAIPRO), a local NGO, has contributed to scaling up of Soil fertility management
technologies generated by other programmes to watershed and landscape levels. ICRAF is spearheading research
on agro-forestry and its role in soil fertility maintenance to mitigate tropical deforestation, land degradation and
rural poverty. ICRAF is well placed to provide technical expertise in integrated soil fertility management and tree
germplasm and tree products enterprise development.
101. ICRAF has tested and validated a field sampling protocol for measuring land condition (the Land
Degradation Surveillance Protocol) coupled with a low-cost infrared spectroscopy soil testing technique, which
can be used to give recommendations on how to improve depleted soils and boost agricultural productivity. The
measurements also provide a baseline on land condition for future project impact assessment. SLM Kilimanjaro
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project will benefit from the services of a global project on African Soil Information Services, which is using the
ICRAF designed technology and others to support integrated soil fertility management (ISFM) that permits the
practical combination of inorganic fertilizers with organic inputs in ways that improve crop yields while
enhancing the environment. The global project has sub-regional office in Arusha, a region neighboring
Kilimanjaro.
2. Part II: The Strategy
Project Rationale and Policy Conformity
102. The project will remove the barriers to SLM described in the sections above, through a multi-level
approach. At the local level, the project will strengthen the capacity and incentives for SLM through participatory
planning processes involving the local institutions and knowledge systems. This will be complemented by a
national level dialogue on SLM issues which will involve all national level stakeholders in identifying ways in
which the country can adopt a systematic approach to SLM.
103. By removing barriers the project will demonstrate this approach in selected districts/ villages. It will
involve all relevant government departments in key ministries involved in SLM namely: Vice Presidents Office –
Department of Environment (VPO-DEO), Prime Minister’s Office – Regional Administration and Local
Government (PMO-RALG), Ministry of Agriculture, food Security and cooperatives (MAFC), Ministry of
Livestock Development and Fisheries (MLD&F), Ministry of Water and Irrigation (MWI), Ministry of Natural
Resources and Tourism (MNRT), Ministry of Energy and Minerals, Ministry of Trade, Industries and Marketing
(MTIM) ). It will work at all administrative levels – National, regional, district-level staff, and through Village
Councils and Village Development committees – to ensure that the tested approach can be effectively internalized
in national development planning.
2.1 Conformity with GEF Policy
104. This project is part of the Strategic Investment Plan (SIP), the GEF funded part of the NEPAD led
TerrAfrica partnership programme. TerrAfrica is a recently formed partnership that is providing support to sub-
Saharan Africa to upscale financing for SLM in order to improve natural resource based livelihoods and reduce
land degradation in line with MDGs 1 and 7. The investment programme leverages resources from other
cooperating partners which include the African Union’s/NEPAD Comprehensive African Agricultural
Development Programme (CAADP), UNCCD, GEF and UNDP.
Project Goal, Objectives, Outcomes and Outputs
105. A logical framework matrix is presented in Annex 2. The overall goal of the project is Sustainable Land
Management provides basis for economic development, food security and sustainable livelihoods while restoring
the ecological integrity of the Kilimanjaro region’s ecosystems. The objective of the project will be “To provide
land users and managers with the enabling environment (policy, financial, institutional, capacity) for SLM
adoption. The project’s immediate focus is the Kilimanjaro districts. Lessons learnt will be upscaled to the entire
region through the national level SLM Investment strategy, currently under formulation and expected to benefit
from the project.
106. The objective will be achieved through 3 major outcomes that are linked to the barriers, plus a project
management component. These are: 1) The policy, regulatory and institutional environment support sustainable
land management, PES and natural resource governance in the Kilimanjaro region and the country: 2) Markets
support expansion of livelihood options in Kilimanjaro to reduce pressure on agriculture and natural resources
and increase income: 3) Institutions with capacities and skills to undertake knowledge based land use planning
and adopt methods and technologies for climate change resilient NR supported development: 4) Project managed
effectively, lessons used to upscale SLM in the region and the country. Details below.
107. Outcome 1: Policies and institutional set up supporting improved SLM, PES and natural resource
governance: Building on the policy review undertaken during the PPG, this outcome will ensure stakeholder
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participation in formulating policy recommendations for the improved harmonization of sector policy in support
of SLM, better environmental management and economic development. The outcome will make the considerably
progressive environment management policies in the country more effective by removing the policy
contradictions that still exist, including contradictions between national policies and local by-laws. More
importantly, it will strengthen legislation mechanisms for effective implementation and enforcement at the local
level. It will also increase the awareness and understanding of the policies and their implementation mechanisms
amongst the local communities and land users, hence promoting implementation. Similarly, it will strengthen
local by-laws and the coordination between these and local needs. Specific outputs and activities are outlined
below:
108. Output 1.1: Policy regulatory framework and institutional arrangements support Sustainable Land
Management: Under this output the project will facilitate a comprehensive participatory review of the current
policies, especially the legal and institutional implementation mechanisms to identify weaknesses in both policies
and implementation mechanisms and recommendations for improvement. The project will then feed these
recommendations to the national dialogue process (output 3) as well as lobby for adoption (and improvement) at
the regional level. Specific activities include: Review NRM, PES and energy policies, identify overlaps,
contradictions and formulate recommendations for harmonization; Produce policy briefs and disseminate to lobby
for the adoption of recommendations for harmonization; Produce abridged versions of sectoral policies and
disseminate to the communities to increase understanding of relevant policies; Link the project to the national
PES Legal Framework formulation process to provide inputs based on project experiences (through the National
SLM Dialogue/Platform); Develop Policy and legal framework to address subsidy in alternative energy and
appliances.
109. Output 1.2 Formal and traditional Institutions strengthened to coordinate and mainstream SLM and
NRM into district development strategy and plans: Lack of enforcement of laws governing land management is a
major obstacle to institutionalization of SLM in Tanzania. The project will strengthen local (regional and district)
enforcement structures for better coordination and mainstreaming of SLM into national development planning.
The project will therefore build on the PPG studies to further review the traditional resource governance
mechanisms and identify areas of synergy or contradictions with the national policies. It will then promote the
adoption of integrated development planning through training of relevant district staff and participatory planning
processes, involving relevant stakeholders at regional and district levels. A special class of stakeholder that will
be involved in this process is traditional/customary leadership so as to ensure the incorporation of traditional
knowledge systems in the planning process.
110. Specific activities will include: identification of relevant by-laws, review and identification of areas of
conflict, weaknesses and strengths; Formulation of recommendation for improvement, harmonization and
effective enforcement; dissemination of results, formulation of approaches for lobbying and lobbying relevant
sectors/institutions/communities for adoption; Facilitating integrated district development planning that
mainstreams SLM; Training relevant regional/district technical officers, ward and village level leaders on
integrated planning that mainstream SLM in a coordinated manner; Identification of traditional institutions in the
region and empowering them to support SLM programs; Reviewing and documenting relevant traditional rules
and regulations for NRM/SLM and identifying strengths and weakness for NRM governance.
111. Output 1.3 National level dialogue on SLM facilitated and Tanzania strategic SLM Investment
framework formulated (VPO led with regional collaboration): Under this output, the project will support the
National SLM Policy Dialogue initiated by the Office of the Vice President. This dialogue brings together a wide
range of SLM stakeholders to assess the issues/problems and opportunities for the country to adopt a more
programmatic approach to SLM via mainstreaming SLM into national development processes. The stakeholders
involved in this discussion include government (through relevant ministries), civil society, academia,
development partners and community representative groups. The national dialogue is expected to culminate in a
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Strategy for Investment in SLM outlining the current gaps in policy and finances with clear strategies on how to
bridge them.
112. The project will initiate a similar discussion in the Kilimanjaro region to ensure that stakeholders in the
region are well informed and contribute systematically to the important national debate. This will contribute
immensely to improving understanding of the importance of, and linkages between land degradation and
development in Tanzania, which is currently lacking. Activities will include: Identify stakeholders with relevance
and interest in SLM (nationally) to participate in the national dialogue (including Dev. Partners, government
departments., land users, CSO, Academia and Private Sector); Facilitate technical assessments of SLM issues of
national importance; Convene national dialogue on the issues identified above; Facilitate the formulation of the
Tanzania Strategic Investment on SLM (with a strategy for financing its implementation);
113. Outcome 2: Markets support expansion of livelihood options in Kilimanjaro to reduce pressure on
agriculture and natural resources and increase income: Land degradation in Kilimanjaro is fuelled by limited
livelihood options available to local farmers, coupled with low levels of investments into SLM due to limited
access to credit. The project will support the identification of new livelihood options such as food processing,
niche markets for specialized crops (shade coffee), non-timber forest products, and engagement with the carbon
finance through improved energy efficiency and energy switch (wood/charcoal to new alternatives technologies).
Specific outputs are described below.
114. Output 2.1: Mitigation through improved energy efficiency and energy switch earning carbon finance:
Non-renewable wood or charcoal is the universal cooking fuel throughout Tanzania, including large institutions
such as universities and prisons. Kilimanjaro region is host to several boarding institutions of higher learning
(secondary schools, university campuses), prisons and hospitals. Collectively these institutions consume xxx tons
of woodfuel and charcoal annually, leading to yyy ha of deforestation per year. The charcoal making process is
highly inefficient, often using earth kilns with less than 15% conversion efficiency. Replanting for charcoal is rare
as is selection of less valuable species or coppicing. At the same time, the vast majority of human waste is
discharged untreated into the environment, contributing to methane emissions. There is a huge potential for
improving charcoaling processes combined with substitution of wood to methane from human waste, leading to
mitigation.
115. The project will link these public institutions with the UNDP MDG Carbon initiative, which will assist
them to develop a project to improve energy efficiency through conversion of human waste to methane combined
with adoption of improved kilns and stoves. Working together with the rural energy institute, the MDG Carbon
will help the project to replicate a project in Rwanda, which has successfully developed a similar initiative for
boarding schools. The MDG/Rwanda project is providing appropriate energy solutions to the schools by pairing a
solar-powered water treatment plant with an integrated biogas system that converts human and kitchen waste into
methane for cooking and fertilizer for gardening. Kitchen stoves are equipped with supplementary high-efficiency
wood burners to minimize the consumption of non-renewable fire wood required as a supplement to the primary
methane fuel. The project will soon start earning carbon finance through the sale of carbon credits.
116. In addition to facilitating a carbon finance project, the SLM project will also provide the charcoal
producers with skills for better tree management for charcoal production (in conjunction with outcome 3). This
will include skills in coppicing, introduction of fast growing species for charcoal and woodfuel etc.. Specific
activities will include the identification of institutions to participate in the sub-project; assessment of current
wood and charcoal requirements (building on PPG assessments); identification of investors; design of a PID and
registration of the project; supervision of implementation; monitoring and sale of carbon credits; Adapting the
carbon stock measurement and verification tools (ICRAF, SUA) for use in carbon assessment to support AFOLU
and/or REDD+, Biocarbon, MDG/CDM.
117. Output 2.2: High value non-timber forest products (NTFP) and agribusiness identified and developed
(including markets): The potential for the development of initiatives that develop NTFPs such as honey and shade
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coffee is significant in Kilimanjaro region. Shade coffee can fetch a premium price in international markets,
overcoming the problem of low returns from coffee which have been the major cause of the shift from tree crops
to annual crops in the Chaggah gardens, with consequent land degradation. Shade coffee is also friendly to
biodiversity.
118. Technoserve, a regional NGO, is working with farmer groups in the Kilimanjaro region to promote shade
coffee, improve quality of coffee and indentify niche markets for shaded coffee, as a means of increasing income
from coffee. The initiative has successfully demonstrated the value and potential of shade coffee in promoting
tree based Chaggah garden system and promoting biodiversity conservation. However, the Tecnoserve operation
is limited to a small area, although it has high prospects for scaling up. The project will support the upscaling of
this initiative as well as the identification of other high value NTFPs and the provision of seed capital for farmers
to embark on them. In addition, it will facilitate the identification of crops with potential for agro-processing and
facilitate private sector investment in this important aspect.
119. Proposed Activities include: Assess Income Generating Activities (IGA) - including NTFPs and agri-
business - currently being undertaken in the region, identifying strengths/weaknesses and lessons; Inventory and
map IGA including high value NTFPs and agri-products and select best bets for piloting (Fish farming, bee
keeping, handcrafts, cultural tourism, eco-tourism, indigenous poultry farming etc; Undertake value chain
analysis to identify potential markets and factors hindering successful adoption; Undertake market survey
(nationally, locally, regionally, internationally) to identify regular and niche markets for specialized products
from Kilimanjaro such as shade coffee, etc. and the market needs; Domestication of high value non-timber forest
products e.g. mushrooms, Allanblackia, medicinal plants; Provide market information system by establishing
linkages between identified markets and specialized producers (and others) to disseminate market information;
conduct training needs assessment and deliver training and other support to improve local capabilities to engage
in business.
120. Output 2.3 Access to financial services increased to support adoption of agribusiness and trade in
NTFPs: Although Tanzania has micro-financing schemes which farmers can access, farmers in the Kilimanjaro
region do not always have easy access to the institutions. Under this output the project will facilitate micro-
finance institutions’ (MFI) engagement in the region’s agriculture economy to provide financial services by
motivating them to develop financially viable products that suit the specific needs of the farmers, particularly
seasonality of cash flows. To be sustainable, the specialized financial services need to be supported by a national
financial policy that is conducive to innovative banking operations. Working with the financial service providers,
the project will review banking and financial policies to identify ways in which the national policy can provide
the basis for sustained financial service delivery to these poverty stricken economies (as part of outcome 1).
121. The project will also undertake a capacity needs assessment and design a capacity building programme to
ensure that agriculturalists and local entrepreneurs and their local institutions have the basic capacity needed to
engage with the financial service providers (as part of outcome 3). Specific activities will include an assessment
of needs for micro-finance and credits, identifying current challenges to both providers and potential
beneficiaries, identifying potential sources and negotiating rules of engagement, supporting establishment of
viable packages and piloting provision to selected community groups and individuals, monitoring uptake, use and
payment, clearly distilling lessons, facilitating use of the lessons to establish a viable and thriving local level
financial markets.
122. Output 2.4 Strategy for up-scaling the agribusiness and NTFPs outside the pilot areas formulated and
implementation initiated: The Kilimanjaro Region SLM project will serve as a pilot in Tanzania from which
lessons will be learnt and best practice documented for replication to the rest of the country. In pursuit of this the
project will monitor implementation of the agribusiness and NTFPs and learn lessons; Use lessons and experience
to formulate a replication strategy with sources of funding and support for replication; disseminate the strategy
actively and promote replication (adoption).
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123. Outcome 3: Institutions with capacities to increase knowledge, skills, technologies and change in attitude
for adoption and adaptation of SLM: Under this outcome, the project will provide the capacity to generate and use
knowledge for land use planning as well as skills and support systems for the adoption of technologies to promote
SLM. This will include the development/adaptation of decision support tools and their use to support village land
use planning, rehabilitation of particularly degraded areas, participatory M&E and NRM management in general.
Specific outputs are described below.
124. Output 3.1: Decision tools for NRM planning adapted to the Kilimanjaro region specifics and used to
facilitate village land use plans: Integrated land use planning is a necessary vehicle for the institutionalization of
SLM. Although land use planning is mandated by the constitution, it is only being done to a very limited extent
due to capacity problems. The project will therefore facilitate the design/adaptation of decision making tools and
deliver training to relevant groups as well as support them in land use planning. Traditional knowledge and tools
will be identified and incorporated into planning process.
125. Specific activities will include the design/adaptation of land degradation assessment tools; Adapt the
African Soil Information Service Toolkits for land and soil health surveillance and targeting SLM interventions;
undertake regional level land degradation assessments (Linked to TerrAfrica LD assessment tool kits and ICRAF
regional remote sensing tools and databases); train land use planning officers and front line extension workers and
communities in the use of the decision support tools to produce land use maps at the village and landscape level;
facilitate analysis of the results of the maps relative to current land use types and identify areas to be addressed;
Use the findings to influence the by-laws (to support land use re-adjustment, if needed); Negotiate land use re-
adjustment in accordance with findings of the mapping exercise (careful to reduce conflict); Assess the
support/capacity needed to implement recommendations from the mapping exercise and support (if affordable) or
rise funding for its support (if not affordable by the project).
126. Output 3.2: Irrigation schemes based on efficient water use technologies developed: The Chaggah have
traditionally implemented a system of irrigation based on stream flows in the highlands of Kilimanjaro region.
Decreasing water levels due to land degradation as well as weakening local institutions, which managed this
traditional system are beginning to threaten the sustainability of the traditional irrigation systems. TIP is one of
the local organizations working on reviving and improving the traditional irrigation system. The project will
support the development of improved irrigation through the introduction of water harvesting techniques
supplemented by water conservation systems such as localized drip irrigation. Specific activities will include:
assess rain water harvesting and gravity irrigation schemes from the region and abroad and identify best practices;
facilitate the use of the best practices to identify efficient water use irrigation technologies for different scales and
to strengthen and upscale the Chaggah traditional irrigation system under the reduced water scenarios; conduct
training and demonstrations of the improved irrigation system.
127. Output 3.3 Fuel efficient technologies for domestic, institutions and industrial use scaled up (in
conjunction with outcome 2). A major driver of land degradation in Kilimanjaro region is the dependency of local
communities on biomass-based energy used with inefficient technologies. As a result, large quantities of wood are
consumed in meeting communities’ energy needs, a situation that leads to widespread land degradation. The
project will support the identification and up-scaling of fuel-efficient techniques and alternative energy supply
systems in the region. This will be done in collaboration with the private sector (output 2.2).
128. Proposed Activities include an assessment of household energy dynamics and efficiency (determinants of
choice of energy type, cost benefit analysis of the various energy options); research and dissemination of findings
on appropriate technology for improving carbonization, improved burners, and use of residues from rice and
coffee (husks) to make briquette (through the Tatedo/rural energy agency, SIDO, Kibaha research institution and
institutions of higher learning); Facilitating access to technologies for improving carbonization (recovery),
packaging, charcoal use (burners), warming houses, and re-use of charcoal waste (ash and dust); training on
improving efficiencies in the production and use of biomass energy such as three stone cookers, biogas,
briquettes, etc.
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129. Other activities will include establishment of woodlots (linked to agro forestry) to support sustainable
harvesting for biomass energy and for sale of wood, fruits (multipurpose, linked to outcome 2). The project will
support research/assessment on species suitability for woodfuel, undertake an assessment of the factors affecting
tree husbandry (access and control/ownership, labour availability, land tenure, cultural issues); define and apply
criteria for selecting local entrepreneurs to establish tree nurseries and facilitate start up (acquisition of seedlings,
training on tree husbandry, etc.); facilitate establishment of communities, individuals and institutional woodlots;
facilitate formation of charcoal producers associations and provide them with training on sustainable harvesting
for improved charcoal production.
130. Output 3.4: Use of updated weather data/information in decision making increased (co-finance –
VPO/TMA, DANIDA – REDD consortium): Impacts of climate change are becoming evident in Kilimanjaro
region especially through the variations in weather patterns and its influence on the productivity of the land. The
linkages between the changing conditions, climate change and the required adaptation actions are however not
clearly understood especially by the local community. Although the use of up to date weather information is
critical to adaptation, PPG studies found that farmers rarely use the information provided by the Tanzania weather
services, either because it was difficult to reach or was perceived to be inaccurate.
131. The co-finance (government) will therefore support the improvement of processes for the collection,
interpretation and dissemination of weather data to increase its adoption in localized decision making. Specific
activities will include the provision of modern automated weather stations as well as updating the old ones to
improve reliability of weather prediction and climate change monitoring by Met department; awareness raising on
the linkages between climate change and changes to the production systems and the importance of using weather
data in production related decisions; Facilitate dissemination of weather information through appropriate means
such as cell phones, radio, TV, schools, leaflets, etc.
132. Output 3.5: Particularly degraded lands rehabilitated: Some patches of the forests and the agricultural
lands have degraded beyond the point where recovery cannot be achieved without active rehabilitation. Examples
are completely deforested patches as well as serious erosion galleys in zones 2 and 3. These areas will require
some form of intervention to promote a favorable environment for the establishment of plants and to increase soil
protection. Rehabilitation can be done in several ways using either intensive or extensive techniques. Intensive
techniques usually involve high levels of capital and management input and is likely to yield high returns. On the
other hand, it often uses exotic species which consume huge amounts of water. Extensive techniques often
involve use of indigenous species that are adapted to the local climatic conditions. These require low levels of
capital and management input and although they respond significantly to very small amounts of water, they do
not increase total productivity significantly.
133. The project will facilitate the inventory, survey and mapping of badly degraded areas, assessment of site
potential and selection of pilot sites for rehabilitation, identifying suitable species and techniques for the
rehabilitation. It will then facilitate the rehabilitation, monitor changes in recovery such as reduction in gulleys,
species richness, composition and total density of plants over time in the pilot sites. It will publicize and
disseminate the results through training and workshops and /or transfer of technology to end users. The project
will work with academic and research institutions that have been involved in rehabilitation such as TIP,
University of Dar es Salaam and Morogoro University.
134. Output 3.6: Extension service capacitated to deliver updated extension material such as low-cost water
harvesting technologies, agro forestry; soil and water conservation measures, soil fertility management, etc.. A
robust extension service is necessary for the introduction and institutionalization of any new production system.
Specific activities will include revision of the extension package to include messages on SLM gathered from the
assessments, best practices, etc.; training extension officers on SLM materials as well as other updated SLM
messages; supporting delivery of the extension package by providing motor bikes; expanding the extension team
by providing incentives for non extension staff to participate in extension delivery such as civil service retirees,
NGOs, CBOs, model farmers;, promoting farmer to farmer extension by rewarding farmer innovations;
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developing links with national resource centers located in the region such as forest extension and publicity centre,
Forest surveillance unit etc.
135. Output 3.7: A participatory M&E system designed and used to monitor ecosystem health and
improvements in livelihoods, and, a communication strategy for promoting SLM/SFM techniques developed and
implemented: The baseline information collected will be used to identify indicators of ecosystem health and
changes in livelihoods. In addition, the project will support the formulation of an SLM communication strategy
with specific target audiences for specific messages. The strategy will have an appropriate feed-back mechanism
from which ideas will be identified for improving on the process. Activities will include participatory
identification of indicators, setting up monitoring systems, collecting data and analyzing it to identify project
impacts and lessons for adaptive management.
136. Other activities will include the establishment of an SLM regional communication section within the
project linked to the Regional Information officer; undertaking a stakeholder assessment and match information
needs and dissemination avenues to the various stakeholder groups; developing communication messages suited
to the various stakeholder groups and disseminate accordingly, through radio programs, newspapers, websites,
internet, seminars, workshops, demonstrations (Farmer field school techniques), etc. monitoring dissemination,
uptake and impacts of the communication; Using feedback for adaptive management of the project and the
communications strategy.
Project indicators, risks and assumptions
137. The indicators and their baseline and target values are presented in the project’s logical framework; key
indicators are summarized in the table below.
Result Indicators
Objective: To provide land users
and managers with the enabling
environment (policy, financial,
institutional, capacity) for SLM
adoption
Reduction in land degradation in the Kilimanjaro region as measured by at least
10% reduction in silt in the Tanga River system, at least 10% improvement in
soil organic matter and structure, at least 25% increase in ground cover
(grasslands and woody vegetation) and other indices to be determined during
the formulation of the M&E action plan (during inception period);
At least 25% recovery in highly degraded patches as measured by regeneration
(recruitment) and improvements in species index for forests/woodlands and
reduction in erosion gulleys;
At least 1 million tons of carbon dioxide mitigated from sustainable charcoal in
the districts and increased efficiency of burners and kilns, demonstrated by sales
of carbon credits;
At least 25% improvement in household welfare for a minimum of 40% of the
households in pilot districts, as measured by percentage increase in household
income, percentage reduction in number of food insecure days and other
specific indicators to be determined during project inception Outcome 1: The policy, regulatory
and institutional arrangement
support sustainable land
management in the Kilimanjaro
region.
Over 50,000 ha under direct SLM (project pilot area) and another 100,000 ha
impacted by up-scaling of lessons through the National Dialogue and the SLM
Investment Framework.
At least 3 key policies revised to mainstream SLM principles and so provide a
better policy environment for SLM;
Legislation and institutional arrangement guiding policy implementation for at
least 3 key policies are influenced by project results and overtly recognize SLM
principles;
Local level governance of SLM improved by incorporation of traditional
regulations into bye laws with clear implementation mechanisms
The National SLM Investment Strategy formulated and delivering additional
finances for upscaling SLM Outcome 2: Markets support
expansion of livelihood options in
Kilimanjaro to reduce pressure on
At least 50% of the schools in the region participate in the energy
switch/improvement project;
At least 20% increase in the number of coffee farmers marketing their coffee as
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agriculture and natural resources
and increase income. shade coffee;
At least 3 agri-processing business established and making contribution to local
economic development and SLM
At least 25% increase in number of farmers accessing micro-finance and credits;
At least 50% increase in number of farmers investing in improved SLM by use
of inputs, more modern equipment etc.;
Strategy for upscaling available Outcome 3: Institutions with
capacities to increase knowledge,
skills, technologies and change in
attitude for adoption and adaptation
of SLM
At least 50% of the technical officers and land users requiring capacity
improvement have received skills (training and materials) to enhance their
capacity for SLM;
At least 50% increase in number of farmers consistently applying 3-5 SLM
techniques introduced by the project;
At least 50% increase in umber of farmers using weather information for
decision making;
At least 45% increase in number of farmers with reliable water
harvesting/irrigation systems based on the traditional
At least 35% increase in agricultural produce for key crops as a result of
improved SLM practices increasing soil fertility and soil-water use by crops;
Methodologies and tools for land use planning, as well as lessons from
monitoring available and being up-scaled through the Regional Administration
and the National Dialogue and SLM strategy.
Risks and Assumptions
138. As in other parts of Africa, conservation and environmental management have traditionally been the
weakest sectors in government management systems in Tanzania. While most governments make bold
pronouncements in support of sub-regional, continental and global initiatives that promote sustainable
development, very little action is taken on the ground to translate these commitments into concrete actions. The
sensitivity of the sanctions that are inherent in environmental conservation programmes and their potential for
negatively impacting the livelihoods of populations have been advanced as possible reasons for governments in
Africa failing to follow through on their promises.
139. The table below highlights other risks regarding this project failing to yield desired results that have been
analyzed during the design process.
Table Risk Analysis and Proposed Mitigation Measures Risk D Mitigation / Comment
The current high level of Government commitment
to, and investment in SLM through development
programmes diminishes
L Recent pronouncements by Government (e.g. Kilimo Kwanza) indicate
growing commitment to SLM.
Coordination mechanisms for SLM
implementation at regional level fail to function
M Coordination at Regional level is rather weak. There is need for
strengthening these and further clarifying roles of various institutions at
local level. This will be achieved through the project and its link to the
National SLM Dialogue process. The project mitigates this risk by placing
a “High powered” Project Coordination Unit in the VPO, headed by the
UNCCD Focal Point and served by a Policy Specialist. The unit will be
responsible for facilitating the National Level Dialogue and linking the
project to this process.
That local level economic growth fails to provide
adequate return on investment in improved land
management practices resulting in land users
resisting to adopt
proposed extension packages for SLM
M
Increasing household incomes through diversification of economic
activities is very important for the promotion of SLM. The project will
tackle this risk through outcome 2; introducing innovative incentives for
increasing investments into SLM and revitalization of the local level
economies through alternative livelihood options as well as
institutionalization of SLM. The project will in particular facilitate
identification of income generating activities and organize a series of
investor conferences in both Kilimanjaro and Dar es Salaam to support the
active participation of the private sector in SLM.
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The success of the energy efficiency/switch sub-
project will depend on the ability to link the UNDP
MDG carbon project to the Kilimanjaro region to
jointly formulate a project under the CD4CDM
project; selling the carbon credits will in turn be
dependent on the price and demand dynamics of the
carbon credits international markets
M The UNDP CD4CDM is a well established programme and has now
gathered considerable experience in developing such projects, cutting down
considerably on time and transaction costs for project development.
Communities in Kilimanjaro will already be part of a project, hence a
certain level of organization will have been pre-established, cutting risks
further.
Although it is difficult to predict the demand and price dynamics of carbon
credits, the carbon markets are expected to recover as the global financial
crises clears.
That the effects of climate change on the
environment in Kilimanjaro continue to increase
H The project will support the increased use of weather reports in agriculture
related decision making as well as the use of SLM as an adaptation
technique.
140. Global Benefits: The capacities, policies, knowledge and model developed by the project will reduce the
severity and extent of land degradation in the Kilimanjaro ecosystems in Tanzania, reducing biodiversity loss and
silt in the Pangani river Basin (and therefore nutrient loading in the Indian Ocean). It will reduce soil erosion,
increase soil fertility and increase productivity of the land, leading to the maintenance of catchment capacities –
benefiting drier agro-ecological zones at the base of the mountains. Adoption of energy efficient technologies will
mitigate carbon with benefits to global trend in climate change.
141. Collectively, these changes will lead to healthier ecosystems with higher ability to supply ecosystem
services and global environmental benefits such as maintenance of biodiversity, mitigation of climate change, and
protection of major waterways for both the Arusha region and Tanzania as a whole. Finally, SLM successful
innovation on Kilimanjaro – Africa’s Mountain Icon” will provide replicable methods for other montane systems
in Africa.
2.6 Country Ownership: Country Eligibility and Country Driven-ness
142. Country Eligibility: Tanzania ratified the UNCCD on 19th June 1997, is party to the UNCBD since 8th
March 1996, and has ratified the UNFCCC on 17th April 1996. The country has also effectively fulfilled various
assessment and reporting requirements under these Conventions. It produced a first NAP in 1999, which has been
mainstreamed into the Mkukuta (Poverty Eradication Strategy). It is, therefore, eligible to receive funding from
the GEF. It is also eligible to receive development assistance from UNDP and most other development partners.
143. Country Drivenness: The land degradation problems are prioritized in the NAPA, and in Tanzania’s PRSP
or “Mkukuta”. Recent sectoral policies call for integrated catchment management and agricultural development.
Tanzania’s decentralization policies emphasize capacity and leadership at District and Sub-district levels of
governance. The Baseline, Policy and Institutional context sections of this proposal documents the levels to which
the Government of Tanzania is committed to rural development and sustainable land management. Indeed the
project has been developed against a backdrop of high level government commitment to sustainable rural
development and economic growth as the foundations for poverty reduction.
144. The government has also demonstrated political will to tackle the issues of sustainable development as
evidenced by the establishment of appropriate institutions to advance programmes in this sector. Coupled with
this has been the willingness of government to commit national resources to these programmes although there still
is need for supplementary resourcing from external sources. By strengthening the capacity and knowledge needed
for SLM in the region and designing a model for its replication nationwide, this project will make a direct
contribution to the county’s development objectives, particularly to the Poverty Reduction Strategy, Food
Security Policy and to the fulfillment of its National Action Programme in response to the UN Convention to
Combat Desertification.
2.7 Sustainability
145. Institutional sustainability: To ensure that project activities are continued and benefits sustained beyond
the time frame of the project it will be important that national, regional and local level institutions internalize the
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project approach and strategy. The project will therefore rely on the existing institutional structure for
implementing project activities and delivering outputs. Staff from the relevant sectoral departments covering all
administrative levels will be key partners in implementing the project strategy. In addition, the project will be
linked to the National SLM Dialogue process, which is expected to culminate in a Strategic Investment
Framework for SLM, complementing the NAP, NAPA and NBSAP. An equally important element of this
institutional structure is local government, socio-environmental NGOs and community-based organizations,
which will also be tapped for organizing, promoting, monitoring and assessing implementation.
146. Social sustainability: The project targets farming families for whom agriculture is a way of life. These
families are the primary agents of change in terms of promoting a paradigm shift towards increased productivity
and sustainability of the farming system. If project benefits are to be sustained, these groups must become
champions of the project strategy. The project will therefore dedicate significant resources on capacity building
efforts to overcome barriers to adoption which currently prevent communities from moving to improved
practices. Revitalizing local economic growth through innovative income generating activities will build social
capital and enhance social sustainability. Further, the development of integrated land-use plans and the selection
of techniques that can enhance sustainability at the landscape level will be done.
147. Financial sustainability: Recent experience has shown that when farmers are supported with barriers they
face in terms of credit and market linkages, it is possible to integrate improved techniques into the existing
farming system that not only add value and increase incomes of farmers, but also enhance ecosystem services.
The critical measure of success of the improved techniques will be their ability to diversify and create greater
security of livelihoods. The project will therefore focus on introducing techniques that meet this financial need of
farmers. In addition, the national level SLM Investment Framework will provide a financing mechanism for
government’s continued support of activities commenced under the project. The government of Tanzania
continues to attract considerable financial support from the international community and there are several
investment schemes targeting the region. Co-finance has been mobilized from these schemes and it is expected
that the success of project activities at the field level will secure these financial commitments going into the
future.
148. Replicability: It is expected that the integrated and cross-sectoral approach to land and ecosystem
management promoted by the project can be replicated in other parts of the country where semi-commercialized
subsistence cultivation systems are prevalent. To some extent replication will be driven by spontaneous adoption
and replication of practices that are seen as viable and effective by individuals and communities. Training of the
local community in applying these practices will support the permanence of these competencies in the rural
communities. The participatory methodologies adopted for field trials in partnership with communities will also
support autonomy and continuity of the process. Further, the adaptation of technologies to local realities via
experimentation by the beneficiaries themselves will also help sustain spontaneous adoption and replication. In
addition to this, the project will further support uptake and replication of project lessons and experiences as
follows:
149. Step 1: Knowledge management and dissemination. Knowledge management and dissemination is one of
the main building blocks for replication. The project will produce methodological and technical tools in the form
of user-friendly guides and manuals. Extension services agents of the Departments of Agriculture and Land
Services in Kilimanjaro will be trained in using these manuals and in promoting improved SLM practices and
practices at the District level. The knowledge products will be further disseminated through the replication/
dissemination mechanism established under the overall National SLM Dialogue process.
150. Step 2: Linking the project to the National Dialogue Process, which brings together the relevant
stakeholders to identify common issues and potential sources of funds for SLM. The dialogue is expected to
culminate in the formulation of a Tanzania SLM Investment Framework, which will take up the lessons from the
project and replicate them nationally.
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4.1 PART III: MANAGEMENT AND IMPLEMENTATION ARRANGEMENTS
4.2 3.1 MANAGEMENT ARRANGEMENTS
151. The project will be implemented over a four year period, commencing in 2010. The GEF implementation
agency (IA) for the project will be UNDP Tanzania Country Office and will be responsible for the project quality
assurance. The project will be executed under National Implementation Modality (NIM) procedures. The
Environment Division in the Vice President’s Office will have overall responsibility for the project, and will
involve all other relevant ministries in the implementation of the project. Additional technical services will be
procured as needed for the implementation of specific project outcomes. Outcomes relating to the re-introduction
of shaded coffee, traditional irrigation and institutional capacity building are possible areas where specialized
technical expertise will be required.
152. Outcome Board: At the UNDP Country Programme level, an Outcome Board will be responsible for
ensuring the realization of the expected outcome and managing the interdependency of different projects that
contribute to a particular outcome. Since this project contributes to one of the country programme outcomes
within the overall framework of the UNDAF, its outputs will be monitored at programme level through an
Outcome Board. The Vice President’s Office as the implementing partner will be responsible for reporting
progress and results of this project to the Outcome Board.
153. Project Steering Committee: The Project Steering Committee will be responsible for providing overall
guidance and direction to the project. It will also be responsible for making management decisions for the project
when such guidance is required by the Project Manager. These decisions will include making recommendations to
UNDP and the Implementing Partner for the approval of project plans and revisions. In the event that consensus is
not reached at the Steering Committee, the final decision shall rest with the UNDP Resident Representative.
154. The Committee will provide overall policy guidance and will ensure that required resources are committed.
It will arbitrate on any conflicts within the project or negotiate a solution to any problems between the project and
external bodies. In order to ensure UNDP’s ultimate accountability, the Committee’s decisions shall be made in
accordance with standards that ensure best value for money, fairness, integrity, transparency and effective
international competition. Specific responsibilities of the Steering Committee shall include:
155. During implementation: Steering Committee will provide overall guidance including policy input and
functional guidance as well as direction to the project, ensuring it remains within any specified constraints. It will
also address project issues as raised by the Project Manager; provide guidance and agree on possible
countermeasures/management actions to address specific risks; conduct regular meetings to review the Project
Quarterly Progress Report and provide direction and recommendations to ensure that the agreed deliverables are
produced satisfactorily according to plans. It will also review Combined Delivery Reports (CDR) prior to
certification by the Implementing Partner; appraise the Project Annual Review Report, make recommendations
for the next Annual Work Plan (AWP), and inform the Outcome Board about the results of the review; review
and approve the end of project report and make recommendations for follow-on actions; and, assess and decide on
project changes through revisions.
156. At project closure, the Steering Committee will ensure that all Project deliverables have been produced
satisfactorily; review and approve the Final Project Review Report, including Lessons-learned; make
recommendations for follow-on actions to be submitted to the Outcome Board; and, notify operational completion
of the project to the Outcome Board.
157. The Steering Committee will be constituted by three categories of membership, representing the various
stakeholder interest groups: the Executive (project owners), beneficiaries and suppliers as detailed below:
158. Division of Environment in the Vice President’s Office (DOE VOP) will be the Government
Cooperating Agency, and will also be responsible for overall project implementation. This is the Directorate that
provides oversight over the National SLM Focal Point who executes the UNCCD/NAP responsibilities at global,
33
national and local levels, including the national SLM Country Investment Framework. However, this
responsibility will be delegated to the Kilimanjaro Administration, which will be responsible for the delivery of
the project results and be accountable for resources provided, in accordance with UNDP rules and procedures.
The Division of Environment will however perform the functions of the Executive at the Project Steering
committee.
159. The Permanent Secretary or her/his nominated representative will chair the Steering Committee and
ensure government ownership of the project. S/he will also ensure that the project is focused throughout its life
cycle on achieving its objectives and delivering outputs that will contribute to higher level outcomes and that the
project gives value for money, ensuring a cost-conscious approach to the project.
160. The Regional Administrative Secretary (RAS) for Kilimanjaro Region or his/her representative will sit
on the Project Steering Committee representing the six participating districts in the region. RAS will ensure that
district environmental action plans integrate and mainstream SLM issues. District planning processes that are led
by the District Executive Directors will also be made sensitive to SLM issues through the participation of the
region at Steering Committee meetings. This way, local government entities will benefit from capacity
development initiatives for SLM mainstreaming undertaken through the project. Beneficiary community groups
in the six districts of Kilimanjaro region will benefit from interventions that empower them and provide for their
engagement in sustainable livelihood activities.
161. The UNDP Country Office (UNDP-CO): UNDP will be responsible for provision of resources as well as
technical expertise to the project, drawing on its knowledge networks and pool of experts, and through external
sourcing. It will also be responsible for project assurance, ensuring that the project is implemented in accordance
with the rules and procedures for managing UNDP projects. In particular as a member of the Steering
Committee, UNDP will promote and maintain focus on the expected project outputs; arbitrate on, and ensure
resolution of any conflicts; contribute opinions on Steering Committee decisions especially in relation to
proposed programmatic changes. UNDP will therefore ensure that any standards defined for the project are met
and used to good effect; and monitor any risks that might affect the implementation of the project.
162. Project Assurance: The Project Assurance role supports the Project Board by carrying out objective and
independent project oversight and monitoring functions. This role ensures that appropriate project management
milestones are managed and completed. This role will be undertaken by the UNDP CO who will designate a
Programme Officer to perform the assurance activities on behalf of the Project Steering Committee.
163. Project Assurance has to be independent of the Project Manager; therefore the Steering Committee cannot
delegate any of its assurance responsibilities to the Project Manager. UNDP will undertake this role to ensure that
the project remains relevant, follows approved plans, and continues to meet planned targets with quality. In
performing this role UNDP will check a number of key aspects, including maintenance of thorough liaison
between the members of the Project Board; beneficiary needs and expectations are being met or managed; risks
are being managed; adherence to the Project Justification (Business Case); project fit with the overall Country
Programme; the right people are being involved; the project remains viable.
164. Other assurance responsibilities during implementation will be to ensure that the scope of the project is not
“creeping upwards” unnoticed; that internal and external communications are working.; that applicable UNDP
rules and regulations are being observed; that any legislative constraints are being observed; that adherence to
UNDP monitoring and reporting requirements and standards; that quality management procedures are properly
followed; and, that Project Board’s decisions are followed and revisions are managed in line with the required
procedures.
165. During implementation of the project the specific responsibilities of UNDP will include ensuring: that
funds are made available to the project; that risks and issues are properly managed, and that the logs in Atlas are
regularly updated; that critical project information is monitored and updated in Atlas, using the Activity Quality
log in particular; ensuring that Project Quarterly Progress Reports are prepared and submitted on time, and
according to standards in terms of format and content quality; that Combined Delivery Reports (CDRs) and Fund
34
Authorization and Certificate of Expenditures (FACE) are prepared and submitted to the Project Board and
Outcome Board; and, to perform oversight activities, such as periodic monitoring visits and “spot checks”. At
Project closure, UNDP will ensure that the project is operationally closed in Atlas; that all financial transactions
are in Atlas based on final accounting of expenditures, and, that project accounts are closed and status set in Atlas
accordingly.
166. Project Manager/Coordinator: The Project Manager will be responsible for the day-to-day management
and decision-making under the project. This will include preparing and revising work-plans; planning and
organizing project review meetings; providing technical feedback to the Project Steering Committee; ensuring
that project activities are carried out within the financial limitations of the budget; supervising the technical and
administrative support personnel and coordinating project activities with stakeholders as needed.
167. The Project Manager’s prime responsibility will be to ensure that the project produces the results specified
in the project document, to the required standard of quality and within the specified constraints of time and cost.
S/he will be appointed jointly by the Implementing Partner (VPO) and the Executing partner (UNDP). The
specific responsibilities of the Project Manager are detailed in the ToRs appended to this Project Document. In
summary, these responsibilities are: overall project management; manage the realization of project outputs
through planned activities; provide direction and guidance to project teams/ responsible parties; liaise with the
Project Board and UNDP to assure the overall direction and implementation of the project; identify and obtain
any support and advice required for the management, planning and control of the project; be responsible for
project administration; and, liaise with any suppliers.
168. During implementation of the project, the project manager will plan the activities of the project and
monitor progress against the initial quality criteria; mobilize goods and services to initiate activities, including
drafting TORs and work specifications; monitor events as determined in the Monitoring & Communication Plan,
and update the plan as required; manage requests for the provision of financial resources by UNDP, using
advance of funds, direct payments, or reimbursement using the FACE (Fund Authorization and Certificate of
Expenditures); monitor financial resources and accounting to ensure accuracy and reliability of financial reports;
manage and monitor the project risks as initially identified in the Project Brief appraised by the LPAC, submit
new risks to the Project Board for consideration and decision on possible actions if required; and, update the
status of these risks by maintaining the Project Risks Log.
169. S/he will also be responsible for managing issues and requests for change by maintaining an Issues Log;
prepare the Project Quarterly/ Midterm Progress Reports (progress against planned activities, update on Risks and
Issues, expenditures) and submit the report to the Project Board and UNDP; prepare the Annual review Report,
and submit the report to the Project Board and the Outcome Board; based on the review, prepare the AWP for the
following year, as well as Quarterly Plans as required.
170. At Project Closure, the project manager will prepare the Final Project Review Reports to be submitted to
the Steering Committee and the Outcome Board; identify follow-on actions and submit them for consideration to
the Project Steering Committee; manage the transfer of project deliverables, documents, files, equipment and
materials to national beneficiaries; prepare final CDR/FACE for signature by UNDP and the Implementing
Partner. The Project coordinator will be supported by an Administrative and Finance Assistant and a Project
Driver. Terms of Reference for the Administrative Assistant are appended to this Project Document.
Audit Requirements
171. The project will be audited on a yearly basis for financial year January to December as per NEX
procedures and Global Environment Facility requirements. The audit will be conducted by the National Auditor
or any other local auditor recognized by both GOR and UNDP-CO.
4. Part IV: Monitoring and Evaluation Plan
172. Project monitoring and evaluation will be conducted in accordance with established UNDP and GEF
procedures and will be performed by the project team and the UNDP Country Office (UNDP CO) with support
35
from UNDP/GEF. The Strategic Results Framework/Matrix presented. 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.
Project Inception:
173. A Project Inception Workshop will be held within the first 2 months of project start with those with
assigned roles in the project organization structure, UNDP Country office and, where appropriate/feasible,
Regional Technical Policy and Programme Advisors as well as other stakeholders. The Inception Workshop will
be crucial to building ownership of the project results and to plan the first year annual work plan. It will address a
number of key issues including:
174. Assist all partners to fully understand and take ownership of the project. Detail the roles, support services
and complementary responsibilities of UNDP CO and Regional Coordination Unit (RCU) staff vis à vis the
project team. Discuss the roles, functions, and responsibilities within the project's decision-making structures,
including reporting and communication lines, and conflict resolution mechanisms. The Terms of Reference for
project staff will be discussed again as needed.
175. The IW will also be a forum to finalize the first annual work plan as well as review and agree on the
indicators, targets and their means of verification, and recheck assumptions and risks; Provide a detailed overview
of reporting, monitoring and evaluation (M&E) requirements. The Monitoring and Evaluation work plan and
budget will be agreed and scheduled; Discuss financial reporting procedures and obligations, and arrangements
for annual audit; and, plan and schedule Project Board meetings. Roles and responsibilities of all project
organization structures will be clarified and meetings planned. The first Project Board meeting should be held
within the first 12 months following the inception workshop.
Quarterly Reporting:
176. Project Progress will be monitored quarterly using the UNDP Enhanced Results Based Management
Platform. The risks identified at project design will be entered into ATLAS and monitored quarterly. The risks
related to weather fluctuations, charcoaling and micro-finance are all rated critical under the Enhanced Results
Based Management Platform on the basis of their innovative nature (high impact and uncertainty due to no
previous experience justifies classification as critical). These will therefore be monitored very carefully and
information used to adapt project management.
177. Quarterly Project Progress Reports (PPR) will be generated in the Executive Snapshot, using the
information recorded in Atlas. Other ATLAS logs will be used to monitor issues, lessons learned etc. The use of
these functions is a key indicator in the UNDP Executive Balanced Scorecard.
4.3 Annual Reporting
178. Annual Project Review/Project Implementation Reports (APR/PIR): Annual Project Progress will be
monitored and captured through this key report, which comprehensively combines both UNDP and GEF reporting
requirements. The APR/PIR includes, but is not limited to, reporting on the progress made toward project
objective and project outcomes - each with indicators, baseline data and end-of-project targets (cumulative); the
project outputs delivered per project outcome (annual); the lesson learned/good practice; the AWP and other
expenditure reports; the risk and adaptive management; and, the ATLAS Quarterly Progress Report. Portfolio
level indicators (i.e. GEF focal area tracking tools) are used by most focal areas on an annual basis as well.
4.4. Periodic Monitoring through site visits:
179. UNDP CO and the UNDP RCU will conduct visits to project sites based on the agreed schedule in the
project's Inception Report/Annual Work Plan to assess first hand project progress. Other members of the Steering
Committee may also join these visits. A Field Visit Report/Back to Office Report will be prepared by the CO and
UNDP RCU and will be circulated no less than one month after the visit to the project team and Steering
Committee members.
36
4.5 Mid-term of project cycle:
180. The project will undergo an independent Mid-Term Evaluation at the mid-point of project implementation,
expected to be mid-2012. The Mid-Term Evaluation will determine progress being made toward the achievement
of outcomes and will identify course correction if needed. It will focus on the effectiveness, efficiency and
timeliness of project implementation; will highlight issues requiring decisions and actions; and will present initial
lessons learned about project design, implementation and management. Findings of this review will be
incorporated as recommendations for enhanced implementation during the final half of the project’s term.
181. 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. The
management response and the evaluation will be uploaded to UNDP corporate systems, in particular the UNDP
Evaluation Office Evaluation Resource Center (ERC). The relevant GEF Focal Area Tracking Tools will also be
completed during the mid-term evaluation cycle.
4.6 End of Project:
182. An independent Final Evaluation will take place three months prior to the final Project Board meeting and
will be undertaken in accordance with UNDP and GEF guidance. The final evaluation will focus on the delivery
of the project’s results as initially planned (and as corrected after the mid-term evaluation, if any such correction
took place). The final evaluation will look at impact and sustainability of results, including the contribution to
capacity development and the achievement of global environmental benefits/goals. The Terms of Reference for
this evaluation will be prepared by the UNDP CO based on guidance from the Regional Coordinating Unit and
UNDP-GEF. The Terminal Evaluation will also provide recommendations for follow-up activities and will be
accompanied by a management response which will be uploaded to PIMS and to the UNDP Evaluation Office
Evaluation Resource Center (ERC). The relevant GEF Focal Area Tracking Tools will also be completed during
the final evaluation.
183. During the last three months of implementation, the project team will prepare the Project Terminal Report.
This comprehensive report will summarize the results achieved (objectives, outcomes, outputs), lessons learned,
problems met and areas where results may not have been achieved. It will also lay out recommendations for any
further steps that may need to be taken to ensure sustainability and replicability of the project’s results.
4.7 Learning and knowledge sharing:
184. 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 particular, the National SLM Dialogue process.
In addition, the project will participate, as relevant and appropriate, in UNDP/GEF sponsored networks,
organized for Senior Personnel working on projects that share common characteristics, which may be of benefit to
project implementation though lessons learned. Through these electronic networks, the project will identify,
analyze, and share lessons learned that might be beneficial in the design and implementation of similar future
projects. Identifying and analyzing lessons learned is an on-going 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. Project resources under Output 3.7 have been allocated for these activities.
185. A detailed list of activities to support of M&E, Learning and sharing is presented in table xx. Most
activities in the M&E work plan are not separately budgeted and will be mainstreamed into the work plans and
resourcing dedicated to achieving the three Outcomes as specified in the Budget Summary table above. The costs
of the mid-term and final evaluations have been allocated equally to the budgets of the three Outcomes in that
table.
4.8 Legal Context:
37
186. This document together with the CPAP signed by the Government and UNDP which is incorporated by
reference constitute together a Project Document as referred to in the Standard Basic Assistance Agreement (
SBAA) and all CPAP provisions apply to this document. Consistent with the Article III of the SBAA, the
responsibility for the safety and security of the implementing partner and its personnel and property, and of
UNDP’s property in the implementing partner’s custody, rests with the implementing partner. The implementing
partner shall put in place an appropriate security plan and maintain the security plan, taking into account the
security situation in the country where the project is being carried and assume all risks and liabilities related to the
implementing partner’s security, and the full implementation of the security plan.
187. UNDP reserves the right to verify whether such a plan is in place, and to suggest modifications to the plan
when necessary. Failure to maintain and implement an appropriate security plan as required hereunder shall be
deemed a breach of this agreement.
188. The implementing partner agrees to undertake all reasonable efforts to ensure that none of the UNDP funds
received pursuant to the Project Document are used to provide support to individuals or entities associated with
terrorism and that the recipients of any amounts provided by UNDP hereunder do not appear on the list
maintained by the Security Council Committee established pursuant to resolution 1267(1999). The list can be
accessed via http://www.un.org/Docs/sc/committees/1267/1267ListEng.htm. This provision must be included in
all sub-contracts or sub-agreements entered into under this Project Document.
38
Table Indicative M & E Work plan and corresponding Budget M&E activity Responsible Parties Budget US$
3 Time frame
Inception Workshop Project Coordinator, UNDP CO
UNDP GEF
No Cost Within first two months of
project start up
Inception Report Project Team
UNDP CO
No Cost Immediately following
Inception Workshop
Internal Progress
monitoring by
Implementation team
Project Coordinator will oversee the hiring of
specific studies and institutions, and delegate
responsibilities to relevant team members
No Cost Start, mid and end of project
Monitoring visits to
check and verify 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
No Cost Annually prior to APR/PIR and
to the definition of annual work
plans
APR/PIR Project Team: UNDP-CO: UNDP-GEF None Annually
TPR and TPR report Government Counterparts, UNDP CO,
Project team, UNDP-GEF Regional
Coordinating Unit
None Every year, upon receipt of APR
Steering Committee
Meetings
Project Coordinator, UNDP CO 10,000 Following Project IW and
subsequently at least once a year
Periodic status reports Project team 10,000 To be determined by Project
team and UNDP CO
Technical reports Project team
Hired consultants as needed
10,000 To be determined by Project
Team and UNDP-CO
Mid-term External
Evaluation 4
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
None At least one month before the
end of the project
Lessons learned Project team, UNDP-GEF Regional
Coordinating Unit
10,000 Yearly
Audit UNDP-CO, Project team 10,000 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
No Cost Yearly
TOTAL indicative COST5 US$ 100,000
4.9 Audit Clause:
189. The implementing agency will provide the 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 a legally recognized auditor, or by a commercial auditor approved of by both UNDP and the
Government.
3 Excluding project team Staff time
4 This may be substituted by an internal review exercise by PSC for an IW MSP project.
5 Excluding project team staff time and UNDP staff and travel expenses
39
PART A.5 Budget and Cost Effectiveness
190. Budget: Total project financing amounts to US$ 7,430,000, excluding preparatory costs. Of this, the GEF
is requested to finance US$ 2,630,000. Total co-financing amounts to US$ 4,800,000. Budget per outcome is
given in table below.
Outcome GEF Co-Finance Total
Policies and institutional set up supporting improved
SLM, PES and natural resource governance
526,000 4,000,000 4,526,000
Market support expansion of livelihood options in
Kilimanjaro to reduce pressure on agriculture and natural
resources and increase income
657,500 6,000,000 6,657,500
Institutions with capacities to increase knowledge, skills,
technologies and change in attitude for adoption and
adaptation of SLM
1,183,500 11,166,000 12,349,500
Project management 263,000 480,000 743,000
Total 2,630,000 21,646,000 24,276,000
Project management Budget
Project management inputs Estimated staff
weeks
GEF ($) Other sources ($) Total ($)
Project Coordinator 367 (500/wk) 158,000 291,000 449,000
Admin and Fin Assistant 366 (250/wk) 65,000 34,000 99,000
Travel 20,000 75,000 95,000
Office supplies 15,000 60,000 75,000
Miscellaneous 5,000 20,000 25,000
Total 263,000 480,000 743,000
191. Cost-effectiveness: The National Action Programme (NAP, 1990) identifies declining land productivity of
the Chaggah garden system as one of the major causes of land degradation and poverty in the Kilimanjaro region.
The NAP further notes that the consequent soil erosion is causing loses of up to 40 t/ha/yr” of top soil, with huge
implications for food production, biodiversity loss and general ecosystem degradation. Historically, the
communities have bridged the shortfall in food production by encroaching upwards into the national forests and
downwards into the drier zone 3, despite the existing rules and regulations for land expansion. Indeed most
families now have two plats of land; a homestead plot in the highlands and an annual crops plot in zone 3. This
strategy has had limited success because the rate of decline in productivity of the homestead plots continues at a
faster rate than the expansion can compensate, particularly given the fact that production practices have not been
adapted to the drier conditions in zone 3 and that continuing with the same practices in the forest area simply
repeats the cycle of decline.
192. Another way of maintaining ecosystem integrity, goods and services could be to protect wide swaths of the
landscape. This, however, is not feasible in the Kilimanjaro region where 90% of the land is under community
ownership and only 10% under government ownership. The fact that 95% of the population is dependent on
farming and consider this a way of life suggests that the most effective solution would be to engage them in more
sustainable management of the land and forest resources through community-based management of local natural
resources. It is more cost effective to remove barriers that farmers face in adopting sustainable land management
practices. This underpins the project’s barrier-removal strategy.
193. The project will work with 40,000 ha, across eight watersheds in three mountain blocks (Kilimanjaro,
North and South Pares). Targeting the coffee sector can alleviate poverty levels to the point where investment into
maintaining other systems e.g. traditional irrigation starts again – another knock on effect. Project successes in
Kilimanjaro are relatively easily replicated in similar areas on Mt Meru, Usambara and southern highlands.
Indeed, demonstration of how sustainable land and ecosystem management practices can be integrated into the
40
region’s small holder agriculture systems will positively influence how government resources earmarked for
agricultural areas under the current, and future, five-year plans are spent nationally. The National SLM dialogue
and the consequent Tanzania SLM Strategic Investment Framework will go a long way in promoting this
programmatic approach to SLM country-wide.
SECTION II: Strategic Results Framework (SRF) and GEF Increment
Incremental cost
194. Baseline situation: Land degradation in Kilimanjaro region has resulted wide-scale deforestation,
widespread soil erosion, reduction in soil fertility, impairment of water resources and generally declining
livelihoods for the almost 3 million residents of the region. Adoption of SLM is hindered by policy, capacity,
knowledge and incentive barriers. Current resource management practices, from land-use planning to agriculture,
forestry and water management, are failing to maintain and restore ecosystem function and cannot facilitate
sustainable development. With the exception of the NAP, policies lack specific measures for controlling land
degradation. While environmental considerations are included in national development policy, strategies and
legislations, there is low level of implementation of these policies due to shortage of financial resources, poor
coordination and collaboration among implementing institutions and inadequate technical skill.
195. The Government of Tanzania has introduced a number of interventions to reverse these trends, and
although progress has been achieved in some, it has been slow, uneven, and achieved at a high cost due to
duplication of efforts and sub optimal use of resources driven by poor coordination of SLM initiatives. Current
baseline investments are described below.
196. Enabling environment: Departmental allocation to staff salaries and training in the Kilimanjaro region is
estimated at USD 10,000,000 over the four year project period. However, under the baseline there will be no
emphasis on reforming the policy and institutional environment so that it can provide greater support to
integrating SLM principles in agriculture. The enabling environment will therefore not fully support interests of
the majority of farmers for whom cultivation is a way of life, and that, if managed sustainably, generates global
environmental benefits by maintaining ecosystem services.
197. Community level activities for sustainable land and ecosystem management: The government will spend
up to USD 15,000,000 on SLM related activities, through various projects and schemes in the Kilimanjaro region.
This baseline funding will be dedicated largely to promoting improvements in agriculture, but will not to integrate
mitigation, adaptation and other income generating activities. These programs will generate limited benefits
because most farmers cannot afford the investments required for SLM under the current conditions where there is
no guaranteed return on investments coupled with very limited access to credits and limited interactions with the
financial sector. These baseline resources will be leveraged by the GEF project by modifying their allocation
towards activities that are fully in line with the project strategy of providing financial incentives for
mainstreaming SLM principles into the agriculture practices.
198. Activities for enhancing learning and replication: Under the baseline there are no government programs for
promoting cross community learning on more sustainable agricultural systems. Some resources are allocated for
educational tours for farmers under the Basket funding for Kilimo Kwanza (Agriculture first). However, given the
current shortage of skills for research or the weak capacity of the extension service to facilitate farmer to farmer
learning, particularly on the importance of adapting farming practices to the different agro-zones. Information on
the role of land degradation in the declining productivity of the Chaggah gardens system and its relationship to
poverty in the region is not being used in decision making either by the farmers or the leaders.
199. The the risk of continued land degradation remains high because the past effort has not effectively
addressed the barriers to SLM that are described in this Project document. Under this past business model, the
good practices demonstrated in the country and the region are unlikely to reach the scale necessary to
comprehensively address the problem of land degradation, unless the barriers to its adoption are removed.
41
200. Alternative strategy: Under the alternative scenario, GEF resources will catalyze changes to the enabling
environment (policy/institutions, financial incentives for sustainable livelihoods and capacity building) so that
existing government programs/ schemes earmarked for the small scale agriculture in the Kilimanjaro region can
be mobilized in support of a paradigm shift from one that seeks to increase agricultural production through
encroachment to one that seeks to integrate SLM to intensify production while restoring the health of the
ecosystem.
42
ANNEXES - 1 Strategic Resource Framework
Project strategy Objectively Verifiable Indicators
Indicator Baseline Target Source verification Risks/assumptions
Goal “Sustainable Land Management” provides the basis for economic development, food security and sustainable livelihoods while restoring the
ecological integrity of the RSB ecosystem.
Objective: “To
provide land
users and
managers with
the enabling
environment
(policy,
financial,
institutional,
capacity) for
SLM adoption in
the Kilimanjaro
region and
country-wide
Extent of land under
direct SLM in the
project area and
extent benefiting from
upscaling
Minimal land being
managed in
accordance with
principles of SLM or
integrated water and
land management
Over 100,000 ha under direct SLM
(project pilot area) and another
500,000 ha impacted by up-scaling
in during the project’s 4 yrs; an
additional 1,000,000 benefit
through upscaling of lessons
through the National Dialogue and
the SLM Investment Framework
Project M&E
reports,
observations,
Extension agents
reports
Current high levels of support for
SLM by communities,
government and development
partners declines
Reduction in soil
erosion
More than 70% of
land experiencing
serious forms of
erosion, with several
erosion gulleys in
zone 3
At least 10% reduction in silt in the
Tanga River system;
At least 25% reduction in erosion
gulleys and rills
At least 25% increase in ground
cover (grasslands and woody
vegetation) for highly degraded
patches under rehabilitation;
Soil erosion
monitoring reports
as part of the
participatory
ecological
monitoring;
Occurrence of El Nino or severe
drought;
Reduction in the rates
of deforestation
Currently estimated
to be 6% per annum6;
there are several
seriously degraded
patches of woodlands
At least 25% recovery in highly
degraded patches as measured by
regeneration (recruitment) and
improvements in species index for
forests/woodlands and reduction in
erosion gulleys
Department of
forests reports;
project monitoring
reports
Rent seekers might undermine
project effort to reduce
deforestation
Carbon mitigated
from energy switch
and improved energy
efficiencies
Currently over 90%
of energy needs in the
region being met
from wood, with
minimal effort at
improved efficiencies
or energy switch.
At least half a million tons of
carbon dioxide mitigated by mid-
term from institutional adoption of
energy switch and improved energy
efficiencies; and, a million
cumulative at the end of the project
Reports of the
carbon project,
particularly related
to sales of carbon
credits
Voluntary markets are picking up
after the 2009 global financial
crises. This trend will increase
incentives for, and potential for
the carbon project. However,
should this trend reverse, the
opposite might happen and
reduce the potential and
incentives for the project.
1. 6
this figure needs to be confirmed
43
Change in household
wellbeing
More than 75% of
households below the
UN defined poverty
line
At least 25% improvement in
household welfare for a minimum
of 50% of the households in pilot
districts, as measured by percentage
increase in household income,
percentage reduction in number of
food insecure days etc.
Socio-economic
monitoring reports
as part of the
participatory
monitoring system
Severe weather events such as
drought or El Nino making SLM
improved practices ineffective
Inflation rising at higher than the
current trends, would reduce net
benefits;
Number of policies
mainstreaming SLM
All policy statements
mention importance
of SLM but don’t
have details of how
SLM will be ensured
At least 3 policies revised to
mainstream SLM principles and so
provide a better policy environment
for SLM;
Policy discussion
papers and briefs;
project monitoring
reports
Policy processes tend to be slow
in developing countries.
Speeding up the process,
especially of formulating
legislative frameworks will be
necessary for achievement of this
indicator
Outcome 1:
Policy and
institutional
support
Number of policies
with legislation and
institutional
arrangement for
effective
implementation
Policy
implementation very
weak due to weak
judiciary and
inadequate
understanding of, and
buy-in for the
policies form local
communities
At least 3 key policies revised to
mainstream SLM principles and
so provide a better policy
environment for SLM;
Legislation and institutional
arrangement guiding policy
implementation for at least 3
key policies are influenced by
project results and overtly
recognize SLM principles;
Local level governance of SLM
improved by incorporation of
traditional regulations into bye
laws with clear implementation
mechanisms
The National SLM Investment
Strategy formulated and
delivering additional finances
for upscaling SLM
Policy discussion
papers and briefs;
project monitoring
reports
Decentralisation has gone a long
way in creating a stronger policy
implementation environment.
However, policy processes tend
to be slow in developing
countries. Speeding up the
process, especially of formulating
legislative frameworks will be
necessary for achievement of this
indicator
Markets support
expansion of
livelihood
options in
Kilimanjaro to
reduce pressure
on agriculture
Percentage of cooking
energy for institutions
being met from
alternatives
Currently 100% of
energy for cooking
being met from wood
At least 40% of energy for cooking
in the public institutions being met
from alternatives and the rest being
derived in highly efficient systems
Institutions’
budgets and reports
Energy switch project identifies
financiers
Amounts of money
being earned by the
public institutions
Currently none public institutions sell at least
500,000 to 1 million tonnes of
carbon by end of the project
Institutions’
budgets and reports
Energy switch project identifies
financiers
44
and natural
resources and
increase income
from sale of carbon
credits
Number of farmers
participating in shade
coffee marketing and
amounts of money
earned
Shade coffee project
reaching a small
group of coffee
farmers (less than
15%);
At least 20% increase in the number
of coffee farmers marketing their
coffee as shade coffee
Project monitoring
reports, farmers
records
Weather abnormalities
Access to micro-
finance and credits
Less than 10% of
farmers have access
to micro-finance and
credits
At least 25% increase in number
of farmers accessing micro-
finance and credits;
Project monitoring
records
Project may fail to interest
financial institutions in the
schemes; however, mobilising
the financial industry is one of
the project activities, hence
mitigating this risk
Number of new
viable business as an
avenue for energizing
local economic
development
Limited opportunities
for markets due to
very few agro
processing
businesses, hence
agricultural produce
difficult to market
At least 3 agri-processing business
established and making contribution
to local economic development and
SLM
District Trade
records and project
monitoring reports
Project may fail to interest
private sector investors in the
schemes; however, marketing the
region and mobilising investors is
one of the project activities,
hence mitigating this risk
Institutions with
capacities to
increase
knowledge,
skills,
technologies and
change in
attitude for
adoption and
adaptation of
SLM
Number of people
with relevant skills
for SLM
Less than 20% of
land users have
“modern” skills for
improved
management; less
than 50% of technical
officers have updated
SLM skills
At least 40% of land users and 30%
of technical officers requiring to
update skills have done so by mid-
term: by the end of project, at least
60% of land users and 75% of
technical officers cumulatively have
updated skills.
Project training
reports as part
M&E reports
Current levels of political
willingness and support for SLM
by government and resource
users declines
Percentage of land
and resource users
adopting improved
practices
Less than 10%
engaging in 1-2
improved practices
consistently
At least 40% of farmers adopting 3-
5 forms of improved practices by
mid-term and 50% cumulatively by
project end
Sampling captured
in project
monitoring reports
Prolonged drought
Current levels of political
willingness and support for SLM
by government and resource
users declines
Knowledge and
skills for SLM
provided to
resource
Change in agricultural
productivity
Current low and
declining, exact
levels of selected
crops to be obtained
during inception
At least 20% increase in
agricultural produce for key crops
for those adopting 3-5 improved
practices consistently by mid-term
and 50% cumulative by project end
Project monitoring
reports
Unusual weather event such as
prolonged drought or El Nino
Current levels of political
willingness and support for SLM
by government and resource
45
managers at all
levels
users declines
Number of farmers
using up-to-date
weather information
in decision making
Tanzania has
relatively good
weather data less than
10% of farmers in the
Kilimanjaro region
use weather data for
decision making
At least 35% of farmers using up-
to-date information from weather
stations to determine
planting/harvesting dates by mid-
term and at least 50% by end of
project;
Project M&E
reports
Farmers trust in weather
prediction information from the
Met department remains low (as
it is today)
Adoption of improved
kilns in carbonization
Less than 10% use
improved kilns in
carbonization
Number of charcoal producers
using improved kiln in
carbonization in pilot districts
increase by at least 30% by mid-
term and a cumulative 50% by
project end
Charcoal
production data
captured in project
reports
Current willingness and support
by government and people to
clean up charcoaling processes
declines
46
4.3 SECTION C: TOTAL BUDGET AND WORK PLAN (UNDP ATLAS)
Project ID (Proposal): 00059364
Atlas ID: 00074207
Business Unit: TF 10
Project Title: PIMS 409: Reducing Land Degradation in the Kilimanjaro Highlands
Implementing Partner (Executing Agency): Vice President’s Office
GEF
Outcome/A
tlas
Activity
Output
Source
of funds
ATLAS Bud
get
Note
Policy and
Institutions
1.1 Policy
regulatory
framework and
institutional
arrangements for
SLM
Who Budg acc
code
ATLAS Budget Description Year 1
(USD)
Year 2
(USD)
Year 3
(USD)
Year 4
(USD)
Total
(USD)
NIM 62000 71400 Contractual services – comp 30,000 10,000 3,000 1,000 44,000 1
NIM 62000 71600 Travel 4,000 1,000 1,000 6,000 2
Output subtotal 34,000 11,000 4,000 1,000 50,000
1.2: Formal and
traditional
Institutions
strengthened to
mainstream SLM
and NRM into
district dev strategy
and plans
NIM 62000 71400 Contractual services – indiv 50,000 50,000 30,000 10,000 140,000 3
NIM 62000 72200 Equipment and furniture 10,000 50,000 32,000 5,000 97,000 4
NIM 62000 74200 Audio Visual & Print Production
Costs
10,000 10,000 10,000 5,000 35,000 5
NIM 62000 71600 Travel 8,000 5,000 5,000 5,000 23,000 6
NIM 62000 72500 Supplies 5,000 5,000 5,000 5,000 20,000 7
Output subtotal 83,000 120,000 82,000 30,000 315,000
47
1.3 National
dialogue on SLM
facilitated and CSIF
formulated
NIM 62000 71200 International consultants 20,000 10,000 10,000 40,000 8
NIM 62000 71400 Contractual Services -Individuals 15,000 10,000 10,000 2,000 37,000 9
NIM 62000 72800 Audio Visual & Print Production
Costs
10,000 10,000 5,000 5,000 30,000 10
NIM 62000 71600 Travel 20,000 20,000 10,000 4,000 54,000 11
Output subtotal 65,000 50,000 35,000 11,000 161,000
Outcome Total 182,000 181,000 121,000 42,000 526,000
Financial
incentives
and
livelihood
options
2.1 Mitigation thru
improved energy
efficiency/ switch
earning carbon
finance
NIM 62000 71200 International consultants 30,000 10,000 8,000 5,000 53,000 12
NIM 62000 71400 Contractual services – comp 40,000 40,000 30,000 10,000 120,000 13
NIM 62000 71600 Travel 10,000 10,000 5,000 5,000 30,000 14
NIM 62000 72500 Supplies 10,000 10,000 7,125 27,125 15
Output subtotal 90,000 70,000 50,125 20,000 230,125
2.2 High value
NTFPs &
agribusiness
identified and
developed,
including markets
NIM 62000 71200 International consultants 25,000 10,000 5,000 40,000 16
NIM 62000 71400 Contractual services – comp 50,000 50,000 40,000 20,000 160,000 17
NIM 62000 71600 Travel 15,000 15,000 10,000 10,000 50,000 18
NIM 62000 72500 Supplies 20,000 20,000 10,000 10,000 60,000 19
NIM 62000 72800 Audio Visual & Print Production
Costs
5,000 8,750 5,000 18,750 20
Output subtotal 115,000 103,750 70,000 40,000 328,750
2.3 Access to
financial services
increased & support
NIM
62000 71400 Contractual services – company 20,000 15,000 10,000 45,000 21
48
adoption of
agribusiness & trade
in NTFPs
NIM 62000 71600 Travel 2,500 2,500 1,000 1,000 7,000 22
NIM 62000 72500 Supplies 2,500 2,500 1,000 1,000 7,000 23
NIM 62000 72800 Audio Visual & Print Production
Costs
3,000 3,000 750 6,750 24
Output subtotal 28,000 23,000 12,750 2,000 65,750
2.4 Strategy to up-
scale agribusiness &
NTFPs formulated
NIM 62000 71400 Contractual services – company 20,000 10,000 30,000 25
NIM 62000 71600 Travel 1,000 1,000 2,000 26
NIM 62000 72500 Supplies 875 875 27
Output subtotal 0 0 21,875 11,000 32,875
Outcome Total 233,000 196,750 154,750 73,000 657,500
Capacity
for
planning,
rehabilitatio
n and
extension
3.1 Decision tools
for planning
adapted to region
specifics and used
to facilitate village
land use plans
NIM 62000 71400 Contractual services – individ 5,000 5,000 3,000 13,000 28
NIM 62000 71400 Contractual services – comp 50,000 25,000 5,000 80,000 29
NIM 62000 71600 Travel 4,000 4,000 2,025 10,025 30
NIM 62000 72200 Equipment and furniture 7,500 5,000 12,500 31
NIM 62000 72400 Workshops 10,000 10,000 20,000 32
NIM 62000 72500 Supplies 10,000 10,000 10,000 30,000 33
NIM 62000 72800 Audio Visual & Print Production
Costs
5,000 4,000 3,000 12,000 34
Output subtotal 91,500 63,000 23,025 0 177,525
3.2 Traditional
Irrigation schemes
NIM 62000 71400 Contractual services – company 25,000 15,000 3,000 43,000 35
NIM 62000 72400 Workshops 5,000 4,000 3,000 3,000 15,000 36
49
restored NIM 62000 72800 Audio Visual & Print Production
Costs
500 500 175 1,175 37
Output subtotal 30,500 19,500 6,175 3,000 59,175
3.3 Fuel efficient
technologies for
domestic,
institutions and
industrial use scaled
up
NIM 62000 71400 Contractual services – indivi 10,000 10,000 10,000 5,000 35,000 38
NIM 62000 71400 Contractual services – comp 30,000 30,000 20,000 20,000 100,000 39
NIM 62000 71600 Travel 9,000 9,000 8,000 10,000 36,000 40
NIM 62000 72400 Workshops 10,000 10,000 10,000 10,000 40,000 41
NIM 62000 72500 Supplies 2,000 1,700 1,000 1,000 5,700 42
NIM 62000 72800 Audio Visual & Print Production
Costs
5,000 5,000 5,000 5,000 20,000 43
Output subtotal 66,000 65,700 54,000 51,000 236,700
3.5 Particularly
degraded lands
rehabilitated
NIM 62000 71400 Contractual services – indiv 15,000 15,000 15,000 15,000 60,000 44
NIM 62000 71400 Contractual services – comp 25,000 25,000 25,000 25,000 100,000 45
NIM 62000 71600 Travel 15,000 10,000 8,875 5,000 38,875 46
NIM 62000 72200 Equipment and furniture 10,000 10,000 47
NIM 62000 72400 Workshops 10,000 10,000 10,000 10,000 40,000 48
NIM 62000 72500 Supplies 6,000 6,000 6,000 6,000 24,000 49
NIM 62000 72800 Audio Visual & Print Production
Costs
2,000 2,000 2,000 2,000 8,000 50
NIM 62000 72800 Information techn equipment 10,000 5,000 15,000 51
93,000 73,000 66,875 63,000 295,875
50
3.6 Extension
service capacitated
NIM 62000 71200 Local consultants 20,000 20,000 20,000 20,000 80,000 52
NIM 62000 71400 Contractual services – comp 40,000 40,000 40,000 10,000 130,000 53
NIM 62000 71600 Travel 12,000 10,000 5,000 5,000 32,000 54
NIM 62000 72500 Supplies 8,000 8,000 5,000 3,000 24,000 55
NIM 62000 72400 Workshops 30,000 20,000 15,000 10,000 75,000 56
NIM 62000 72800 Audio Visual & Print Production
Costs
5,000 5,000 3,050 1,000 14,050 57
Output subtotal 115,000 103,000 88,050 49,000 355,050
3.7: M&E,
Communication
strategy formulated
and implemented
NIM 62000 71300 Local consultants 10,000 5,000 5,000 20,000 58
NIM 62000 71400 Contractual services – comp 10,000 8,000 1,000 19,000 59
NIM/
UNDP
62000 71600 Travel 500 1,500 1,500 1,000 4,500 60
NIM 62000
NIM 62000 72500 Supplies 500 500 675 0 1,675 62
NIM 62000 72800 Audio Visual & Print Production
Costs
2,000 4,000 4,000 4,000 14,000 63
Output subtotal 13,000 21,000 19,175 6,000 59,175
Outcome Total 409,000 345,200 257,300 172,000 1,183,500
4.1 Learning and
Adaptive
management
NIM 71400 Contractual services – individ 18,000 18,000 18,000 18,000 72,000 64
NIM 71600 Travel 4,000 4,000 4,000 4,000 16,000 65
NIM 72200 Equipment and furniture 10,000 5,000 3,000 18,000 66
NIM 72500 Supplies 4,000 4,000 4,000 4,000 16,000 67
51
Output subtotal 36,000 31,000 29,000 26,000 122,000
4.2 Project
management and
coordination Unit
NIM 71400 Contractual services – indiv 15,000 15,000 15,000 9,000 54,000 68
NIM/
UNDP
71600 Travel 4,000 4,000 4,000 4,000 16,000 69
NIM/
UNDP
72200 Equipment and furniture 10,000 1,000 1,000 1,000 13,000 70
NIM 72500 Supplies 3,000 3,000 3,000 3,000 12,000 71
NIM 72800 Information technology equipment 10,000 2,000 2,000 2,000 16,000 72
NIM 74100 Professional services 5,000 10,000 5,000 10,000 30,000 73
Output subtotal 47,000 35,000 30,000 29,000 141,000
Outcome Total 83,000 66,000 59,000 55,000 263,000
Grand Total 907,000 788,950 592,050 342,000 2,630,000
52
Budget
Note
Explanation
1 & 2 A local organization will be engaged to lead the policy harmonization work. This will involve a
participatory review of policies relevant to SLM and their implementations; identifying strengths,
weaknesses and areas of conflicts. The budget will then support formulation of recommendations
for improvement and lobbying for adoption. Actual budget will cover the cost of the local
organization, travel and consultation meetings as well as document production and dissemination
3.4.5.6,7, This budget allocation will support the review of the functionality of current institutional set up for
resource management (building on the PPG assessment), including District technical institutions,
traditional institutions and their bye-laws. It will ten identify strengths and weaknesses and
facilitate improvement. The budget lines will cover local consultants, travel, supplies provision
and dissemination of information.
8, 9,10, 11 This budget line will support the National SLM Dialogue process and will start by facilitating the
formation of an in inter-sectoral coordination platform for the Kilimanjaro region, to mirror the
National Dialogue one. This coordination platform will consist of representatives from
government departments (Soil and Water Conservation; Agriculture; Horticulture; Forests,
Ecology, Environment and Wildlife; and Land Resource Development), District and Local
authorities, academic institutions, Private sector, INGOs, NGO and community-based
organizations. The committee will review national, regional and local policies and their
implementation mechanisms to identify gaps in mainstreaming/promoting SLM (and private sector
participation in SLM). They will then facilitate formulation of recommendations to bridge the gaps
and collectively lobby for the adoption of the recommendations.
12, 13, 14,
15
Under this output, the project will ensure that institutions in the Kilimanjaro area adopt
technologies and techniques for improved energy efficiency as well as energy switch, from wood
and charcoal to methane produced from the human waste generated by boarders. A company
and/or NGO with experience in payment for ecosystem services, especially on carbon credits
related to sustainable charcoal, will be contracted to facilitate the formulation of the sub-project,
linking it to the UNDP MDG Carbon project, and other carbon credits buyers. The entity will
facilitate identification of suitable institutions and to undertake a more detailed assessment of
current levels of efficiency of energy use and demands. It will then use this information to
formulate the project. Once the project is registered, the entity will also assist with establishing a
system for monitoring compliance as well as receiving and distributing benefits. The company will
also update the assessment of levels of adoption of improved burners, carbonization equipment
and methods, and design the incentives needed to improve rates of adoption. The budget will
support fees, travel, fieldwork, purchase of basic materials, workshops and production and
dissemination of information.
16, 17, 18,
19,20
This output will support the identification of potential income generating activities to improve
livelihoods by diversifying reliance on natural resources. A national company will be hired to
facilitate this identification and test piloting selected options, as well as selecting a suite of final
initiatives for wide scale implementation. The company will also facilitate private sector
53
participation in SLM. It will therefore identify potential investors in agri-businesses and organize
several conferences, symposiums, etc. to provide the investors an opportunity to experience and
understand the potential for investment in the region. The budget will cover fees, travel, materials
etc.
21, 22, 23,
24
This output will facilitate access to micro-finance and credits. An entity will be hired to lead the
output by facilitating identification of suitable micro-finance institutions’ and motivating them to
develop financially viable products that suit the specific needs of farmers in the Kilimanjaro
region. The budget will support fees, travel, and fieldwork, purchase of basic materials, workshops
and production and dissemination of information.
25, 26, 27 This output will support the formulation of a strategy for upscaling the income generating
activities. A company will be contracted to identify potential areas for upscaling (in collaboration
with the M&E and the NTFP group above), and to assess the financial, capacity and organizational
needs for upscaling. They will then identify sources of funds to support provision of the needs
identified and to facilitate access, in order to upscale the income generation activities. The budget
will cover fees, travel, consultation, materials, workshops etc.
28, 29, 30,
31, 32, 34
This output will support the formulation/adaptation of decision support and planning tools as well
as their application in planning. ICRAF will be contracted to lead this initiative. The budget will
cover fees, travel, consultations, supplies, etc.
35, 36, 37 This budget will support the restoration of the once thriving traditional Irrigation schemes, as well
as to identify and facilitate adoption of supporting low cost, environmentally friendly, non-
wasteful irrigation systems to support crop production in ecozone 3 (drylands). A local company
will be contracted to lead this output. The budget will cover fees, travel, consultations, supplies,
etc.
38, 39, 40,
41, 42, 43
This output will support the adoption of fuel efficient technologies for domestic use and the
upscaling of the methane and other technologies in the rest of the public institutions in the region.
The budget will support deepening of the PPG assessment to establish domestic fuel dynamics
(needs, demand, factors affecting choice and efficiencies); identifying strengths and weaknesses. It
will then foster collaboration of the NGOs and CBOs engaged/involved in energy sector to
promote adoption of better technologies and domestic consumption patterns that promote energy
efficiency and reduce deforestation currently being caused by inefficient uses. The budget will
cover fees, assessments, development of training materials, delivery of training, workshops,
demonstration materials, etc.
44, 45, 46,
47, 48, 49,
50, 51
This output will support the rehabilitation of particularly degraded patches. An entity will be
contracted to build on the PPG findings to complete the inventory, surveying and mapping of
degraded woodlands, soil erosion gullys and farmlands. It will then undertake an assessment of
site potential and selection of pilot sites for rehabilitation, identifying suitable species and
techniques for the rehabilitation of the selected pilot sites, quantifying the contribution of
communities and indigenous knowledge in rehabilitation; demonstrating the importance of water
harvesting as the basis for regeneration of vegetation, and monitoring changes in species richness,
composition and total density of plants over time in the pilot sites as well as recovery of erosion
54
galleys. It will also publicize and disseminate information and results through training and
workshops and /or transfer of technology to end users. The budget will support fees, travel,
fieldwork, purchase of basic survey and rehabilitation materials, workshops and production and
dissemination of information.
52, 53, 54,
55, 56, 57
This output will be used to boost the capacity of the extension service to deliver a knowledge
based, practical extension package that will promote SLM adoption. A local entity will be
contracted to refine the review of the current content of the extension package as well as the
capacity available within the extension service (building on PPG assessments); the entity will then
identify strengths and weaknesses and make recommendations for improvements. It will then
design and deliver a training programme to update the skills of the extension staff, based on the
project materials. It will liaise with the relevant authorities to facilitate delivery of other more
practical capacity support such as provision of bicycles/motor cycles and materials for enhancing
capacity for delivery of the extension package. The budget will support fees, travel, training,
supplies, etc.
58, 59, 60 This output will support the development and implementation of two critical components of the
project delivery: an M&E system and a communications strategy. Two different entities will e
contracted to tackle each component. For the M&E, the entity will facilitate a participatory
identification of indicators of ecosystem health and changes in livelihoods and designing a system
for monitoring changes in those indicators including a monitoring action plan showing data to be
collected, responsible parties and timing for collection, systems for the synthesis and
dissemination of the information. For the communication strategy, another entity will be
contracted to undertake an develop and help deliver parts of the communication strategy. The
entity will refine the stakeholder analysis undertaken during PPG by further categorizing the
stakeholder groups and identifying communications needs for each group. It will then use project
assessments and reports to tailor messages for each group and identify suitable channels of
dissemination. It will then negotiate with relevant dissemination channels such as radio, television,
newspapers, schools etc, and develop a plan for the effective use of those channels. It will then
facilitate delivery of the messages as appropriate. The budget will support fees, travel, fieldwork,
purchase of basic materials, workshops and production and dissemination of information.
64, 65, 66,
67
This output will support learning and adaptive management. An entity will be hired to facilitate
synthesis of the various M&E systems developed under each outcome to a comprehensive project
monitoring, learning and adaptive management system. The budget will support fees, travel,
fieldwork, purchase of basic materials, workshops and production and dissemination of
information
68, 69, 70,
71, 72, 73
These budget lines will support the establishment and running a project management and project
coordination units. The project will be implemented at national and Kilimanjaro region levels,
through the relevant government ministries and departments. This will necessitate the recruitment
of a Policy Specialist to support the National Project Leader (UNCCD Focal Point) in coordinating
policy reviews and harmonization at national level, in particular the convening of the National
SLM Dialogue, linking project findings to the National Dialogue and the formulation of the CSIF.
It also necessitates the recruitment of a Project Manager and a project officer to support the
55
Regional Administration Secretary (RAS) to coordinate project planning and day to day
management at the Kilimanjaro level. The budget will support staff salaries, travel and provision
of computers. The government will provide offices for all the project staff. The budget will also
support the purchase of at least one vehicle to supplement the RAS’s car pool at the regional level
(which is somewhat depleted). It will also support compliance activities such as annual audits, mid
and final evaluations and other operational costs (phones, internet, etc.)
56
3. Part III: Terms of Reference of Project Staff
201. The following positions will be recruited for the Project: Project Manager/Coordinator and
Administrative Assistant. These positions will comprise the core of the Project Management Unit.
Project Manager/Coordinator (PM)
202. Overall Purpose: To ensure the overall coordination and smooth implementation of the UNDP-
GEF Project:
203. Generic Skills Required: The PM 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. S/he will need to have 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.
204. Specific Responsibilities: 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.
205. 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 SLM 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 SLM 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. Administrative Assistant (AA)
206. 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.
207. Specific Administrative tasks: 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.
57
4. Part IV: Stakeholder Involvement Plan/Matrix
Outputs Activities Stakeholder involvement
1.1: Cross-sectoral policies and legal
framework pertaining to SLM, PES and
Energy are harmonized in support of SLM
Review NRM, PES and energy policies, identify overlaps and contradictions and formulate
recommendations for harmonisation;
Produce policy briefs and disseminate to lobby for the adoption of recommendations for
harmonisation;
Produce abridged versions of sectoral policies and disseminate to the communities to increase
understanding of relevant policies
Link the project to the national PES Legal Framework formulation process to provide inputs based
on project experiences (through the National SLM Dialogue/Platform).
Develop Policy and legal framework to address subsidy in alternative energy and appliances
MNRT, VPO, MEM, MLHS,
RAS (ENVIRONMENTAL
EXPERT), MAFC, MLDF,
MoWI, MITM, WWF PMO-
RALG, AG, MJCA, CARE,
ENVIRONMENTAL
NGOS /CBOs
1.2 National level dialogue on SLM
facilitated and Tanzania strategic SLM
Investment framework formulated (VPO led
with regional collaboration):
Identify stakeholders with relevance and interest in SLM (nationally) to participate in the national
dialogue (including Dev. Partners, govt depts., land users, CSO, Academia and Private Sector);
Facilitate technical assessments of SLM issues of national importance;
Convene national dialogue on the issues identified above
Facilitate formulation of the Tanzania Strategic Investment Plan on SLM (with a strategy for
financing its implementation);
Government MDAs, RAS
Kilimanjaro, Development
Partners, NGOs and CSOs,
Private Sector,
Academia/research institutions,
Media,
1.3: Bylaws relevant to SLM (NRM, Energy,
Lands, Agriculture, Water) reviewed and
strengthened
Identify relevant bye-laws, review and identify areas of conflict, weaknesses and strengths;
Formulate recommendation for improvement, harmonisation and effective enforcement;
Disseminate results, formulate approaches for lobbying and lobby relevant
sectors/institutions/communities for adoption
PMO, LGAs, NGOs, CSOs,
CBOs, NEMC, District
Council, District and village
level NR and Environment
committee, RADIO stations
1.4 Institutions strengthened to coordinate
and mainstream SLM into district
development strategy and plans
Facilitate integrated district development planning that mainstreams SLM;
Train relevant regional/district technical officers, ward and village level leaders on integrated
planning that mainstreams SLM in a coordinated manner
LGA, PMORALG, Training
institutes, NGOs, External
Technical support (ETS)
1.5 Traditional institutions strengthened to
govern NRM effectively
Identify traditional institutions in the region and empower them to support SLM programs
Review and document relevant traditional rules and regulations for NRM/SLM and identify
strengths and weakness for governing NRM
Empower institutions and communities to adopt the SLM principles and NRM governance
PMORALG, NGOs, Faith
based Organisations,
2.1: High value non-timber forest products
and agribusiness identified and developed
(including markets)
Assess IGA (including NTFPs and agri-business) piloted, identifying strengths/weaknesses and
lessons;
Inventory and map IGA including high value NTFPs and agri -products and select best bets for
piloting (Fish farming, bee keeping, handcrafts, cultural tourism, eco-tourism, indigenous poultry
farming etc;
Undertake value chain analysis to identify potential markets and factors hindering successful
adoption
Training on agro-processing and agribusiness
Undertake market survey (nationally, locally, regionally, internationally) to identify regular and
niche markets for specialised products from Kilimanjaro such as shade coffee, etc. and the market
RAS, LGA, SIDO, MUCCOBS
– Ushirika, (Cooperative
College), Kilimanjaro Industrial
Development Trust, KATC,
MNRT, KINAPA/TANAPA
TACRI, KNCU, TCB (Coffee
Board), Private farms (Coffee,
flowers, sugar)
58
Outputs Activities Stakeholder involvement
needs.
Domesticate of high value non-timber forest products e..g mushrooms, Allanblackia, medicinal
plants
Provide market information system by establishing linkages between identified markets and
specialized producers (and others) to disseminate market information
2.2: Access to financial services increased to
support adoption of agribusiness and trade in
NTFPs
Undertake an assessment of best practices in financial services provision to communities such as
micro-finance and credits) in the country and the region; identify weaknesses, strengths and
lessons;
Identify viable agribusinesses options such as fruit processing to added value, high value NTFPs,
etc. available in the country (at the local as well as regional/national level) to understand
requirements, limitations and options;
Develop and criteria to select pilot products and target areas;
Facilitate linkages between financial institutions (Banks, companies, private investors, etc.) and the
resource use groups, traders and communities;
Enhance ability of communities to engage with micro-finance providers through formation of
market associations/ cooperatives/groups, training on production, processing, marketing,
financial/business management, contract negotiation etc. (including study tours);
RAS, LGA, SIDO, MUCCOBS
– Ushirika, (Cooperative
College), Kilimanjaro Industrial
Development Trust, MNRT,
Financial institutions, banks
+SACCOS, Private companies
2.3: Strategy for upscaling the agribusiness
and NTFPs outside the pilot areas formulated
and implemented initiated
Monitor implementation of the agribusiness and NTFPs and learn lessons;
Use lessons and experience to formulate a replication strategy with sources of funding and support
for replication;
Disseminate the strategy actively and promote replication (adoption)
3.1 Fuel efficient technologies for domestic,
institutions and industrial use scaled up
Undertake an assessment of AFFORDABLE VIABLE alternative energy sources for homes and
institutions (such as boarding schools) and select cost effective and appropriate sources for wider
dissemination (windmill, biogas, solar cookers and lighter, etc);
Undertake an assessment of household energy dynamics and efficiency (determinants of choice of
energy type, cost benefit analysis of the various energy options);
Involve private sector to develop a mechanism/project to replace biomass energy in schools,
prisons, hospitals and institutions of higher learning with alternatives (biogas, aka Rwanda) via
CDM/CF;
Facilitate access to technologies for improving carbonization (recovery), packaging, charcoal use
(burners), warming houses, and re-use of charcoal waste (ash and dust);
Provide training on improving efficiencies in the production and use of biomass energy such as
three stone cookers, biogas, briquettes, etc.
Support research and dissemination of research findings on development of appropriate technology
for improving carbonization, improved burners, and use of residues from rice and coffee (husks) to
make briquette (through the Tatedo/rural energy agency, SIDO, Ruvu Fuel Plantation and
institutions of higher learning);
RAS, REA (Rural Energy
agency) TATEDO, Institutions,
MDAs, KIDT, Ruvu Fuel
Plantation
3.2: Woodlots established (linked to
agroforestry) to support sustainable
harvesting for biomass energy and for sale of
wood, fruits (multipurpose, linked to outcome
2).
Undertake research/assessment on species suitability for woodfuel/charcoal;
Undertake an assessment of the factors affecting tree husbandry (access and control/ownership,
labour availability, land tenure, cultural issues);
Define and apply criteria for selecting local entrepreneurs to establish tree nurseries and facilitate
start up (acquisition of seedlings, training on tree husbandry, etc.);
LGA, MNRT, TAFORI,
ICRAF,
59
Outputs Activities Stakeholder involvement
Facilitate establishment of communities, individuals and institutional woodlots;
Facilitate formation of charcoal producers associations and provide them with training on
sustainable harvesting for improved charcoal production
SLM Decision support tools developed and
used to support village land use planning,
PES, and NRM management in general
Design land degradation assessment tools and use them to undertake regional level land
degradation assessments (Linked to TerrAfrica LD assessment tool kits);
Adapt the African Soil Information Services Toolkits for soil health determination and surveillance
Adapt the carbon stock measurement and verification tools (ICRAF, SUA) for readiness in
participating in AFOLU and/or REDD+, Biocarbon, MDG/CDM;
Adapt the hydrology assessment and monitoring tools to model hydrological cycle and the changes
associated with land uses and change in climate
Link the project to National Forest Resource Monitoring and Assessment (NAFORMA)
VPO, MAFC, MNRT, Research
Institutions (SUA, IRA) and
Academia, TACRI, ICRAF,
PWO (Pangani Water Office),
WWF, TAF (Tanznia
Association of Foresters),
Irrigation schemes based on efficient water
use technologies developed
Efficient water use irrigation technologies for different scales
Support scaling up of rain water harvesting technologies
Training on drip irrigation and support demonstration units
Improvement of traditional irrigation systems
LGA, Zonal Irrigation Office –
Kilimanjaro, Research
Insitutions (SUA), Tanzania
Balton, TIP,
Village land use plans facilitated (and
upscaled to landscape plans) using
information generated through outcome 4.1
Train land use planning officers and front line extension workers and communities in the use of the
decision support tools to produce land use maps at the village and landscape level.
Facilitate the application of the skills (acquired in 4.2.1) and the decision support tools to develop
land use maps;
Facilitate analysis of the results of the maps relative to current land use types and identify areas to
be addressed;
Use the findings to influence the bye laws (to support land use re-adjustment, if needed)
Negotiate land use re-adjustment in accordance with findings of the mapping exercise (careful to
reduce conflict);
Assess the support/capacity needed to implement recommendations from the mapping exercise and
support (if affordable) or raise funding for its support (if not affordable by the project).
Support protection of catchment forests
MAFC, NLUPC (Land Use
Planning), LGAs, IRA,
4.4 Extension service capacitated to deliver
updated extension material such as low-cost
water harvesting technologies, agroforestry;
soil and water conservation measures, soil
fertility management, etc.
Extension revised to include messages on SLM gathered from the assessments, best practices, etc.;
Train extension officers on SLM materials as well as other updated SLM messages;
Support delivery of the extension package by providing motor bikes;
Expand the extension team by providing incentives for non extension staff to participate in
extension delivery such as civil service retirees, NGOs, CBOs, model farmers.
Promote farmer to farmer extension by rewarding farmer innovations
Develop links with national resource centres located in the region such as: forest extension and
publicity centre, Forest surveillance uni.
MDAs, Training and Research
Institutions, KATC,
4.5 A communication strategy for promoting
SLM/SFM techniques formulated and
disseminated
Establish a SLM regional communication section within the project link to the Regional
Information officer
Undertake a stakeholder assessment and match information needs and dissemination avenues to
the various stakeholder groups;
Develop information needs suited to the various stakeholder groups and disseminate accordingly
such as through radio programs, newspapers, websites, internet, seminars, workshops,
MNRT, RAS, LGAs, Local FM
radios,
60
Outputs Activities Stakeholder involvement
demonstrations (Farmer field school techniques); etc.
Monitor dissemination, uptake and impacts of the communication;
Use feedback for adaptive management of the project and the communications strategy.
4.6 Use of updated weather data/information
in decision making increased (co-finance –
VPO/TMA DANIDA – REDD consortium)
Provide modern automated weather stations and update old ones in the region to improve
reliability of weather prediction and climate change monitoring by Met department
Facilitate dissemination of weather information through appropriate means such as cell phones,
radio, TV, schools, leaflets (Majarida)
VPO, TMA, Media, Mweka,
PWO, TACRI, TPRI,
61
Part V- ANNEXES
Annexe1: Kilimanjaro Region: Land Degradation Root Causes Analysis
Direct Threat Root Causes Management Issue/Barriers Potential Corrective Measures/Activities
Threat: Deforestation
Removal of shade trees
in coffee plantations
Encroachment onto
riverine areas
High population densities
Conversion of coffee and banana plantations into
annual crop lands (beans, vegetables)
Lack of alternative economic activities
Increased fragmentation of farms
Limited livelihood options for the youth
Policy inadequacies that allow removal of
vegetative cover
Inappropriate land tenure systems
Lack of provision of financing systems
that promote alternative activities.
Payment for environmental services
Introduce tree planting programmes
Promote adoption of new high yielding coffee
varieties
Provide investment opportunities for youth in
agriculture
Threat: Overgrazing
Loss of vegetative
cover
Conflict between
pastoralists and crop
farmers in the lowlands
Reduction in extent of rangeland for pastoral farmers
Encroachment into pastoral areas by sedentary
farmers
Unclear/Insecure land tenure arrangements
Encroachment by sedentary farmers onto traditional
grazing areas in lowlands
Uncontrolled livestock numbers
Abandonment of traditional rangeland
management practices
Lack of extension services on rangeland
management
Sectoral approaches to rural development
planning
Inherent subsidies (e.g. guaranteed
pricing of products) in agricultural
systems that promote possession of large
animal herds.
Introduce and build capacity for integrated land use
planning systems
Research on traditional rangeland management
systems
Support extension services in promoting agricultural
systems that focus on increased productivity of land
Promote adoption of commercial livestock farming to
increase off-takes as a way of managing herd sizes.
Threat: Soil Erosion
Gully erosion
Sheet erosion
Wind erosion in
lowlands and pastoral
areas
Rural urbanization result in introduction of iron roofs.
They create huge artificial catchments that
concentrate run-off
Poor water management and irrigation programmes
Increasing population and demand for land
Removal of vegetative cover for expanding farmland
and homesteads
Cultivation of steep slopes
Lack of appropriate soil conservation measures
Sedimentation of water bodies
Lack of development planning controls in
rural areas
Limited water harvesting
policy/programmes
Limited understanding of soil attributes
Weak conservation extension systems
Abandonment of traditional conservation
practices such as terracing
Lack of integration in natural resources
management
Ineffective erosion control practices
Institutionalize integrated planning at local level
Training of soils scientists
Integrate conservation extension services into
planning processes
Promote community level planning
Develop incentive based conservation programmes
Introduce water harvesting technologies (TIP)
Improve extension reach/Innovative extension
services?
Threat: Loss of Soil Fertility
Soil degradation
Loss of nutrients
Loss of water retention
capacity
Nutrient mining through mono-cropping
Limited replenishment of soil nutrients
Removal of crop residues to highlands
Poverty alleviation programmes do not
target production systems
Lack of understanding of value of soils in
the production system
Research into link between land use and soil fertility
Improve mapping of soils to increase understanding
of soil dynamics
Promote agricultural practices that promote use of
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Loss of organic matter
in soil
fertility enhancing technologies
Threat : Climate Change
Impact of variations in
climate on soils and
other biodiversity
Reduction in
availability of water
/increased frequency of
floods
Human induced climate change (Greenhouse gas
emissions, deforestation)
Natural causes of climate change
Low understanding of the process of
climate change
Lack of policy framework for responding
to climate change
Weak institutional capacity and
preparedness to respond to climate
change
Improved funding for research in climate change
Awareness campaigns among community groups on
implications of climate change on agricultural
production systems
Annex E Maps of the study area showing location and soil degradation issues.
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A gulley in Chagga homegardens – Kikarara village Moshi Rural district
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A sight worth conserving…