United Nations Development Programme
Country: Egypt
Project Document
Project Title
Egyptian Italian Environmental Cooperation phase III (EIECP3):
further consolidation of the Nature Conservation Sector to
promote community-based income-generating mechanisms for
the management of Egypt's protected areas (PAs) system.
UNDAF Outcome(s):
Outcome 5.3: The Government of Egypt and local communities
have strengthened mechanisms for sustainable management of
and sustainable access to natural resources such as land, water
and ecosystems.
Expected Country Programme (CP)
Outcome(s):
(Those linked to the project and extracted from
the CP)
Protected Areas (PAs) in Selected/Targeted Intervention Areas
are at the centre of the activities supporting the livelihoods of
the locals as a result of adopting participatory mechanisms that
ensures locals’ ownership of the PA; enable them to use it
while protecting it for their future generations.
Indicators: Number of PA established with United Nations
agencies support; Increase in revenues generated from PAs;
Number of business start-ups by women around PAs; Number
of beneficiaries and clients, such as tourists, from business
services providers at each PA; Number of decent employment
opportunities generated for young men and women around
each PA.
Baseline: EIECP 2 supported the following PAs: Wadi Rayan
Protected Area (WRPA) including Wadi Hitan Site, which is a
World Heritage Site (WHS), and White Desert National Park
(WDNP)
Targets: Increase revenue generated from five PAs that UNDP
supports by 25%.
Expected Output(s):
(Those that will result from the project)
1) The management schemes currently in use for the
project's selected Intervention Areas are enhanced
through the integration of effective CBNRM mechanisms
to support sustainable development.
2) Responsible and Sustainable Eco-Tourism promoted in the
project Intervention Areas.
3) Innovative participatory approaches for inclusive growth
inclusive growth and around Egypt's PAs tested and ready
for institutionalization.
Executing Entity:
Ministry of State for Environmental Affairs (MSEA) via Egyptian
Environmental Affairs Agency (EEAA).
Implementing Agencies:
MSEA/EEAA.
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Brief Description
The project is the third phase of the Italian Egyptian Environmental Cooperation Program (EIECP), which first phase
started in the late 90s, while its second phase came to an end in 2010. The current third phase of EIECP aims at
further developing Egypt's protected areas (PAs) system, mainly with the view of establishing income-generating
mechanism and, thus, facilitate the process for mobilizing resources toward the financial sustainability of the Egypt's
PAs system and, in this way, its conservation and sustainable development endeavours. EIECP III will also tackle other
PAs management needs of the Nature Conservation Sector (NCS) of the Egyptian Environmental Affairs Agency EEAA),
such as that of information gathering/generation management and analysis.
Community Based Natural Resources Management (CBNRM) schemes will be developed and implemented to
promote sustainable development in a number of project Intervention Areas (IAs), identified as those spatial
domains where the services provided by the ecosystem safeguarded by the PAs focused by EIECP II are used. In this
way, local communities are engaged in the management of PAs with the view of enhancing the efficacy in preserving
natural ecosystems and cultural heritages. The sustainable use of Egypt's PAs natural resources can hardly generate
adequate income for local communities if not built around tourism, which is a significant engine of growth for both
the national economy and the development of local communities. For this reason, EIECP III will also tackle the
promotion of responsible and sustainable eco-tourism activities and, in so doing, will also pursue the integration of
all other potential local economic activities, such as agriculture, ranging and fishing in the CBNRM schemes in and
around PAs. The said CBNRM schemes will thus be critically analysed to highlight PAs management best practices
and, on this basis, prepare guidelines and methodological tools for their replication in other contexts.
Programme Period:
three years
Total resources required
USD 3,935,190.06
Key Result Area (Strategic Plan)
______________
Total allocated resources:
USD 3,935,190.06
Atlas Award ID:
______________
Start date:
End Date
______________
______________
PAC Meeting Date
______________

Regular
Other:
o Donor
o Donor
o Donor
o Government
Unfunded budget:
_________
In-kind Contributions
_________

_________
_________
_________
_________
_________
Agreed by (Government): _______________________________________________________________
Agreed by (Executing Entity): ____________________________________________________________
Agreed by (UNDP): ____________________________________________________________________
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TABLE OF CONTENTS
1
2
3
4
5
Situation Analysis ...................................................................................................................................................... 4
EIECP 2: Achievements and Lessons Learned ............................................................................................................ 5
Strategy ..................................................................................................................................................................... 6
Communication Strategy ........................................................................................................................................... 7
The Project ................................................................................................................................................................ 8
5.1 Basis for Action .................................................................................................................................................... 8
5.1.1 Triggers for Action .......................................................................................................................................... 8
5.1.2 Areas for EIECP III Interventions ..................................................................................................................... 9
5.2 Overall Objective ................................................................................................................................................ 10
5.3 Outputs, indicators (Baseline and Targets), activities and inputs ...................................................................... 10
5.3.1 Output 1: The management schemes currently in use for the project's selected Intervention Areas are
enhanced through the integration of effective CBNRM mechanisms to support sustainable
development ................................................................................................................................................ 10
5.3.2 Output 2: Responsible and Sustainable Eco-Tourism promoted in the project Intervention Areas ......... 12
5.3.3 Output 3: Innovative participatory approaches for inclusive growth inclusive growth and around Egypt's
PAs tested and ready for institutionalization ............................................................................................. 13
5.4 Budget ................................................................................................................................................................ 15
6
Results and Resources Framework .......................................................................................................................... 16
7
Annual Work-plan ...................................................................................................... Error! Bookmark not defined.
7.1 Year: 1 ................................................................................................................... Error! Bookmark not defined.
7.2 Year: 2 ................................................................................................................... Error! Bookmark not defined.
7.3 Year: 3 ................................................................................................................... Error! Bookmark not defined.
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Management Arrangements ................................................................................................................................... 26
8.1 Project Board ..................................................................................................................................................... 26
8.2 Project Assurance............................................................................................................................................... 26
8.3 Project Operational and Technical Management .............................................................................................. 27
8.4 Project Support .................................................................................................................................................. 27
8.5 Inception period ................................................................................................................................................. 27
8.6 Results of capacity assessment of implementing partner ................................................................................. 27
8.7 UNDP Support Services ...................................................................................................................................... 28
8.8 Collaborative arrangements with related projects ............................................................................................ 28
8.9 Inputs: a brief description/summary of the inputs to be provided by all partners ........................................... 28
8.10 Audit arrangements ........................................................................................................................................... 28
8.11 Agreement on intellectual property rights and use of logo on the project’s deliverables ................................ 28
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Monitoring Framework And Evaluation .................................................................................................................. 29
9.1 Within the annual cycle ..................................................................................................................................... 29
9.2 Annually ............................................................................................................................................................. 29
9.3 Project evaluation .............................................................................................................................................. 29
9.4 Monitoring and Evaluation Resources ............................................................................................................... 29
10 Financial Arrangements ........................................................................................................................................... 29
11 Legal Context ........................................................................................................................................................... 31
ANNEXES .......................................................................................................................................................................... 32
Annex 1: Risk Analysis .................................................................................................................................................. 32
Annex 2: Terms of Reference for PM ........................................................................................................................... 35
Annex 3: List of Abbreviations ...................................................................................................................................... 39
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1 SITUATION ANALYSIS
The challenges facing Egypt’s natural protectorates and biodiversity are many and varied. They include: climate
change, habitat degradation and desertification; tourism market volatility; wildlife crime; and human-wildlife conflict
as a result of population growth and changing land uses habits of communities that coexist with PAs. To tackle these
threats, Egypt issued Law 102/1983 to establish a national system of protected areas (PAs), elaborated a national
strategy and action plan to protect biodiversity (NBSAP, recently updated), and signed several protocols and
conventions, such as United Nations Convention for Biodiversity (UNCBD) the Convention on Wetlands of
International Importance (RAMSAR), the UNFCCC and UNDCCD
The management of Egypt's PAs system is the primary responsibility of the Nature Conservation Sector (NCS), one of
the sectors of the Egyptian Environmental Affairs Agency (EEAA). NCS is responsible for managing 30 declared
protectorates. NCS operates according to a multi-pronged approach and strategy, by engaging different interest
groups, stakeholders and partners at the various stages of planning, implementation, as well as monitoring and
evaluation in the PAs management process. Therefore, the establishment of effective Community Based Natural
Resources Management (CBNRM) mechanisms is a key to success, since this enables to engage the locals in planning,
implementing and monitoring the management of a given PA to ensure that the services provided by the ecosystems
it safeguards can actually -and fully- develop their potential in sustaining the livelihoods of the communities living in
and around the very PA. In this respect, it is worth to recall that the said ecosystem services are generally used1 by
communities living outside the very PA; hence, the management of a given PA entails focusing a spatial domain larger
than that delimited through its boundaries.
Among other endeavours, the development of Egypt's PAs system has been supported by Egyptian Italian
Environmental Cooperation Programme (EIECP). The first phase of EIECP started in the late 90s, while its second
phase came to an end in 2010. EIECP supported Egypt in protecting natural endowment and cultural heritage through
a) Legal and Institutional Framework Project (LIFP); b) Capacity-building and institutional support for NCS; c) Siwa
Environmental Amelioration Project (SEAP); d) Institutional Support to the Supreme Council for Antiquities for
Environmental Monitoring and Management (ISSCAEMM); e) Decision Support System (DSS) for Water Resources
Planning based on Environmental Balance; and f) Elba PA Development project; and g) Wadi Rayan and Wadi Hitan
Protected Area (WHPA), which was declared as UNESCO World Heritage Site.
With specific reference to the second phase of EIECP (EIECP II), the focus was on improving the governance of natural
resources by empowering local communities and linking poverty and environmental management issues at the local
level, such as the case of Siwa. However, due to the early stage of development of Egypt's PAs system, the bulk of the
efforts of EIECP II projects designed and implemented in PAs have been in the form of building visitor centres,
extending roads, training rangers, availing equipment, such as vehicles. These activities, while providing an essential
contribution to ensure the functioning of PAs base services, have conversely had little direct impact on the livelihoods
of the locals. In addition, the application of relevant laws and decrees by relevant administrative bodies has
sometimes resulted in nature conservation actions mainly oriented to prohibit development activities within PAs
boundaries. With the view to better link the values of PAs to the livelihood of locals, initiatives have been
implemented to valorise PAs natural and cultural assets: this is the case, for example, of the UNDP-St. Katherine
Medicinal Plants Project aimed at positioning the PA at the crux of the locals’ livelihoods through initiatives that
generate income using CBNRM mechanisms, such as beekeeping, handicrafts and tourism. In this way, local
communities have had a tangible example of how the PA can play a pivotal role in their income-generation efforts. On
the same line, the project titled Strengthening Egyptian Protected Area (SEPA) project, funded through the Italian
Egyptian Debt for Development Swap Program and currently under implementation as a bridging phase between
EIECP II and III, is valorising Wadi Hitan site through the establishment of a fossil museum, also with the aim of
catalysing eco-tourism activities.
Now, NCS capacities need further consolidation with reference to the planning, implementing and monitoring of
sustainable development initiatives which, making the most from the PAs management services and infrastructures
developed in the previous EIECP phases and Strengthening Egyptian Protected Area (SEPA) project, establish CBNRM
schemes ensuring community development in and around PAs while preserving natural and cultural values of the very
PAs.
In this respect, EIECP III has to investigate means to better valorise PAs and national parks as assets from which the
locals derive services and generate income thorough CBNRM modalities. This also entails assessing the capacities of
1
Form an economic perspective, one would say "consumed"; however, the word "used" better illustrate the concept of "sustainability" of the
utilization of the ecosystem services.
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the local Community Based and Non-Government Organizations (CBOs and NGOs) to play a role in conserving the
values of PAs. It also requires investigating means of enhancing both the awareness and capacities of local
administrations and other stakeholders to adequately manage the process of nature conservation and link it to local
development initiatives.
EIECP III will investigate the potentials and promote the application of CBNRM mechanisms in and around Egypt's PAs.
CBNRM is a widely accepted approach under which communities become responsible for managing natural resources
(e.g. land, water, biodiversity) within a designated area. It is already successfully applied in other countries, such as
Zimbabwe, South Africa and Kenya. Outside technical specialists assist the community in planning, implementing and
monitoring the sustainable use of natural resources within established guidelines and according to a detailed,
mutually agreed plan. The active participation of stakeholders in natural resource decision-making and use increases
economic and environmental benefits. Critical investment areas include introducing viable management systems;
securing legal control over resources and resource utilization; improving environmental governance and information
gathering/generation management and analysis.
Tourism is an engine of growth for both the national economy and the development of local communities. However,
it is a vulnerable economic sector. For this reason, while keeping the tourism pivotal role in local development, EIECP
III will pursue the integration of all other potential local economic activities, such as agriculture, ranging and fishing.
Being the third phase of a long-term program, EIECP III will continue working in the same areas focused in previous
phases of the very program: Wadi El-Gemal, Red Sea; Wadi Rayan including WHS and Qaroun Lake PAs, Faiyum; Siwa
PA, Matrouh; and Farafra, New Valley.
Siwa was declared protected nature reserve in 2002. The PA consists of three sectors. It is the location of unique
biodiversity, geological formations of wetlands, sand dunes and hills and lakes. It is also a station for migratory birds
to rest and feed. There are more than 40 species of plants pastoral, medical in addition to trees, acacia and tamarisk
and acacia trees and wild mammals including rare species threatened with extinction. It is the last resort for White
Ghazal as has been monitoring the presence of cheetah near the Qattara Depression, and there are also 32 species of
reptiles and 164 species of birds as well as large numbers of invertebrates.
Located along the southern Red Sea Coast of Egypt WGNP was declared in 2003. It includes some of the most
endangered habitats and wildlife, both marine and terrestrial. WGNP includes 140 recorded native plants, 29 types of
reptiles, 28 mammal species and 125 types of birds. Furthermore, its marine environment includes sea mammals. sea
turtles, sea grasses, 80 hard coral species, 11 soft coral species, 104 fish species, nine mangrove stands, plus five
islands, diving sites and sandy beaches. The area was the only source of emeralds within the Roman Empire. WGNP
includes 36 archaeological sites, roads, watering stations, outposts, residential settlements, temples and others.
2 EIECP 2: ACHIEVEMENTS AND LESSONS LEARNED
Phase II of the EIECP included the following projects:
1. Legal and Institutional Framework Project (LIFP);
2. Capacity-building and institutional support for NCS;
3. Siwa Environmental Amelioration Project (SEAP);
4. Institutional Support to the Supreme Council for Antiquities for Environmental Monitoring and Management
(ISSCAEMM);
5. DSS for Water Resources Planning based on Environmental Balance;
6. Elba PA Development project;
7. Wadi Rayan Protected Area (WRPA) and WHPA;
8. Integrated Solid Waste Management in the Governorate of Minya.
EIECP II addressed national strategic needs to: a) conserve and preserve cultural heritage; b) regenerate and protect
valuable natural resources; and c) manage solid wastes. All documents reviewed, and interviewees have indicated
that the Italian Technical Cooperation Office (ITCO) and UNDP could successfully partner with interested parties, such
as EEAA, Ministry of Water Resources and Irrigation (MWRI) and local administrations.
EIECP II induced institutional transformations through strengthening the capabilities of citizens. Efforts for capacitybuilding extended to enhance the capabilities of the State and its agencies, such as LIFP, DSS and capacity-building for
NCS, to establish the appropriate conditions for human development, as well as emphasizing the importance of
locally empowered development, where some projects, such as SEAP, contributed to gender equality. EIECP II has
facilitated NGOs and local communities' participation in national initiatives to promote issues such as organic
agriculture and biodiversity, as in the case of Siwa.
5
EIECP II also attempted to improve the governance of sustainable development by linking poverty and environmental
management issues at the local level, as in the case of SEAP, thus enabling the locals to play a more active role in
society and, also, though some of its project components, succeeded in introducing a number of new tools,
approaches and technologies, such as the use of GIS in managing the solid wastes in Minya.
However, as anticipated in Section 1, EIECP II projects designed and implemented in PAs could have only a limited
impact on supporting the livelihoods of the locals since, due to the early stage of development of Egypt's PAs system,
they had to concentrate more on developing base management services and infrastructures for the selected PAs. This
mainly with reference to building visitor centres, extending roads, training rangers, availing equipment, such as
vehicles. These activities, while providing an essential contribution to ensure the functioning of PAs base services,
have conversely had little direct impact on the livelihoods of the locals.
This is why the third phase of EIECP illustrated in this document focuses on further developing Egypt's PAs system,
mainly with the view of establishing income-generating mechanism and, thus, facilitate the process for mobilizing
resources toward the financial sustainability of the Egypt's PAs system and, in this way, its conservation and
sustainable development endeavours. Of course, EIECP III will also tackle other PAs management needs of NCS, such
as that of information gathering/generation management and analysis.
3 STRATEGY
Engaging the locals as the most effective mean to protect natural and cultural values (project Output 1)
As illustrated in the previous sections, the efficacy of a PA in preserving natural and cultural values is strictly related to
the tangible benefits that the local communities can receive from the sustainable use of such values. This indeed
enables the establishment of a management paradigm that, instead than on prohibition mechanisms, is rather based
on the strong sense of ownership and the consequent commitment of the locals toward the conservation of the PA's
ecosystem as well as to the sustainable use of the services it provides.
Hence, EIECP III strategic approach and implementation methodologies are built around the paradigm of CBNRM
which, through the analysis of the relevant ecosystem structure and services, aims at identifying those sustainable
uses of natural resources which can generate adequate income for the local communities. Such communities, in turn,
become more dependent on the PA's natural and cultural values and, thus, develop a strong sense of ownership of
such values and, therefore, act themselves as the primary "driving force" toward the conservation of the very values.
Consistently, EIECP III focuses the establishment of effective CBNRM schemes in selected PAs as pilot-demonstrative
ceases of the successful engagement of the locals in planning, implementing and monitoring the management of PAs.
A management ensuring that the services provided by the ecosystems that a given PA safeguards can actually -and
fully- develop their potential in sustaining the livelihoods of the communities living in and around the very PA.
Focusing Intervention (IAS) rather than Protected Areas (PAs): social, economic and environmental dynamics affecting
the conservation of a given PA span over a larger domain than that delimited thigh its boundaries (project Output 1)
As discussed in Section 1, the services provided by the ecosystem a given PA aims to safeguard, are generally used by
the communities living mainly outside the very PA; hence, the management of a given PA entails focusing a spatial
domain larger than that delimited through its boundaries.
Consistently, the CBNRM schemes promoted by EIECP III will cover a number of project's Intervention Areas (IAs)
including not only the PAs focused in the previous phases of EIECP, but also their surroundings in which the
communities using the services provided by the ecosystems protected by the very PAs live.
The pivotal role of eco-tourism in rural development (project Output 2)
Tourism is an engine of growth for both the national economy and the development of local communities. However,
it is a vulnerable economic sector. For this reason, while keeping the tourism pivotal role in local development, EIECP
III pursues the integration of all other potential local economic activities, such as agriculture, ranging and fishing.
Up-scaling and replicating the pilot-demonstrative CBNRM cases from local project's Intervention Areas at national
level (project Output 3)
Pilot-demonstrative cases can develop their full potential to influence PAs management best practices only if they are
critically analysed to evaluate lessons learned through their execution and, on this basis, prepare guidelines and
6
methodological tools for PAs management practitioners to adapt to and replicate them in other PAs contexts. Of
course, for such guidelines and tools being effective means for enhancing PAs management practices, they need to be
adopted and disseminated by the concerned institutions (in our case, mainly NCS) which, in turn, also needs to avail
adequate capacity for executing this task.
Therefore, the third component of EIECP III (project Output 3) tackles: (i) the analysis and evaluation of the outcomes
the first and second of components to develop and institutionalize innovative participatory approaches for inclusive
growth in and around Egypt's PAs; (ii) the further consolidation of relevant technical capacity of NCS Cairo. As
discussed in Section 1, NCS capacity building endeavour needs to primarily focus on such issues as information
gathering/generation management and analysis as well as securing legal control over resources and resource
utilization.
Coherency with UNDP strategic framework and other relevant initiatives (cross cutting)
EIECPIII is in line with UNDAF Outcome 5.3. UNDP is committed to support the efforts of GoE and local communities
to institutionalize and strengthen mechanisms for sustainable management of natural resources and sustainable
access to these resources as well. It complements other UNDP efforts and initiatives, particularly UNDP-GEF projects:
a) Strengthening protected area financing and management systems and b) Mainstreaming the conservation and
sustainable use of biodiversity into tourism development and operations in threatened ecosystems of Egypt. Also,
EIECP III supports the national programme of the Government to conserve nature and wildlife and improve the
quality of life of the locals, which is one of the UNDP Country Program outcomes.
4 COMMUNICATION STRATEGY
Within the activities during the inception phase, the Project Manager (PM) will examine both the need for and the
feasibility of a communication strategy. The successful deployment of EIECP III activities needs the participation of
other stakeholders, for example with reference to the institutionalization of CBNRM mechanisms as well as to
promote Responsible and Sustainable Eco-tourism. Thus, such actions as awareness-raising, dissemination of
information and engaging effective dialogue with the various relevant parties and actors are fundamental elements
toward the success of the project which must be comprehensively dealt with according to a consistent
communication strategy.
The PM will be responsible for formulating the communication strategy goals and the methods to achieve them. The
strategy design will include the main themes and messages EIECP III will have to deliver to the various target groups,
and audience(s), and will also extend to specify which tactics/communication channels or tools will be used and why.
The design will include potential strategic partnerships necessary for the strategy implementation and their
respective roles, in addition to an estimated budget (international or national consultants, and contractual servicesindividuals and/or companies) and different indicators to be used for the evaluation of the communication strategy's
success.
5.
Gender Strategy
EIECP III focuses the establishment of effective CBNRM schemes in selected PAs as pilot-demonstrative cases of the
successful engagement of women in planning, implementing and monitoring the management of PAs. A management
ensuring that the services provided by the ecosystems that a given PA safeguards can actually -and fully- develop their
potential in sustaining the livelihoods of the communities, especially women, living in and around the very PA.
EIECP III focuses on further developing Egypt's PAs system, mainly with the view of establishing income-generating
mechanism for women ,and, thus, facilitate the process for mobilizing resources toward the financial sustainability of
the Egypt's PAs system and, in this way, its conservation and sustainable development endeavours.
There is a need to see that EIECP III acknowledge Vulnerability women as marginalized population that depend on
ecosystems to sustain their livelihoods and a degraded ecosystem cannot support their living.
 Enabling women to access natural resources and assume ownership of development is at the crux of poverty
alleviation. Governance of natural resources is among the necessary conditions for maximizing income women.
The participation of women as marginalized groups in policy and planning processes is essential to ensure that
7
the key environmental issues are adequately addressed, and to foster commitment for implementing
environmental interventions.
Gender Marker Table
Level
Gender Rating
(output level)
Description of Gender Consideration(s):
OUTPUT1 The management schemes
1
Women will be part of the CBNRM to support
sustainable development
currently in use for the
project's selected Intervention
Areas are enhanced through
the integration of effective
CBNRM mechanisms to support
sustainable development
Output 2: RESPONSIBLE AND SUSTAINABLE
0
ECO-TOURISM PROMOTED IN THE PROJECT
INTERVENTION AREAS
Output 3:
Innovative Participatory
Approaches for an Inclusive Growth
Tested and Institutionalized
Gender equality will be one of the main reasons for
having this output.
1
6. THE PROJECT
BASIS FOR ACTION
TRIGGERS FOR A CTION
C ULTURAL /S OCIAL I SSUES
The services that an ecosystem provides often support human activities within the geographical domain they span.
Often those who depend upon services these ecosystems provide, such as fishermen and peasants, are poor. The
currently prevailing modality for protecting an ecosystem in Egypt is to prohibit development within or nearby PAs.
Services of an ecosystem, therefore, cannot adequately develop their potential to support the livelihoods of the
locals, who thus see no reason to be part of protecting the very ecosystem. Action is thus needed to engage the
locals to play an active role in protecting natural ecosystems (project Output 1), by empowering and enabling them
to access and equally share the benefits from the services the very ecosystem can provide, also in term of economic
development. This in order to establish management schemes that include checks and balances to reach the win-win
situation of protecting the ecosystem while sustaining the livelihoods of the locals.
G LOBAL SYSTEMIC ISSUES
Global issues such as climate change, desertification, habitat degradation and biodiversity loss, as well as the volatility
of the tourism market have a significant impact in Egypt due to the structure of both its base ecological (i.e. arid land
essentially depending on a single source of water) and social-economic (in which agriculture and tourism play and
essential role) systems; thus, efforts are needed to protect Egypt's environmental and socio-economic systems by
increasing their resilience to the above mentioned global systemic issues (project Outputs 1 and 2).
8
I NSTITUTIONAL AND P OLICY I SSUES
Policymaking in Egypt is largely based on the sector approaches. This situation has resulted in fragmented economic,
social and environmental policies. Issues, such as poverty, unemployment, and health, are addressed independently
with little consideration to the interrelationships between them, as well as to their underlying causes and possible
integrated solutions. Sector approaches have resulted in weak inter- and intra-organizational interactions and
coordination, which are indeed essential elements for effective policy formulation and implementation. With the
absence of an adequate framework for coordination and prioritization of environmental concerns, as well as limited
access to timely and accurate environmental information, environmental decision-making to a large extent is
generally a crisis driven.
The most significant constraint to effective environmental policymaking and management in Egypt is the lack of
reliable and timely information indicating how different sectors of society impact the environment and whether
development is becoming more sustainable. Different constraints related to the processes of environmental
information collection, production and dissemination are evident in Egypt. Education, public awareness and training
are invariably linked to all Environmental Management Systems (EMS). Realizing sound environmental policy and
effective implementation requires the participation of all sectors and levels of society.
The institutional set up within which nature and cultural heritage conservation are implemented in Egypt faces a
number of difficulties. The lack of comprehensive data and up-to-date information is a severe limitation on decisionmaking and monitoring. The major problem is the multiplicity of implementing organizations that require
coordination to achieve effective delivery of environmental policy. Furthermore, there are cultural constraints. The
environmental policy implementers are operating in an administrative culture where information sharing has not
been the norm. There are no general acceptances of transparency in decision-making and engaging stakeholders is
not taken seriously. Another barrier is that Egypt’s human resources are weak in terms of environmental expertise,
thus posing another difficulty for the implementation of policies to protect nature.
Lack of sufficient, reliable and consistent data, absence of clear responsibility and ownership of natural resources are
among facets of institutional failures that negatively impact Egypt’s natural resources and constrain efforts towards
sustainable development.
In consideration of the above, action is needed to consolidate the capacity of central institutions responsible for
coordinating sector administrative bodies and other stakeholders with reference to the conservation of Egypt's
natural and cultural assets, as well as for the promotion of sustainable development. This is the case of NCS which, as
already discussed, needs additional support to consolidate its capacities to manage inter-sector coordination and
prioritization of environmental related institutional actions, and, in this respect, must also avail adequate information
to support nature conservation decision-making (project Output 3).
6.1.1 AREAS FOR EIECP III I NTERVENTIONS
In response to the triggers for action illustrated in the previous section, EIECP III focuses three main areas of
intervention, as described here below.
C OMMUNITY -B ASED N ATURAL R ESOURCES M ANAGEMENT IN AND AROUND P ROTECTED A REAS
CBNRM schemes will be developed and implemented to promote sustainable development in a number of project
Intervention Areas (IAs), identified as those spatial domains where the services provided by the ecosystem
safeguarded by the PAs focused by EIECP II are used. In this way, local communities are engaged in the management
of PAs with the view of enhancing the efficacy in preserving natural ecosystems and cultural heritages. The
preservation of such values will also enhance Egypt's resilience to such issues as climate change, desertification,
habitat degradation and biodiversity loss, as well as the impacts on the communities' income-generation capacity of
the tourism market volatility.
This area of intervention is reflected in the project's first intended output: The management schemes currently in use
for the project's selected Intervention Areas are enhanced through the integration of effective CBNRM mechanisms to
support sustainable development.
R ESPONSIBLE AND S USTAINABLE E CO - TOURISM
The sustainable use of Egypt's PAs natural resources can hardly generate adequate income for local communities if
not built around tourism which, as seen in previous sections, is a significant engine of growth for both the national
9
economy and the development of local communities. However, not only tourism activities can severely damage
natural and cultural values if not properly managed, but is also a vulnerable economic resource due to the intrinsic
volatility of relevant markets (both domestic and international).
For this reason, EIECP III will tackle the promotion of responsible and sustainable eco-tourism activities and, in so
doing, will also pursue the integration of all other potential local economic activities, such as agriculture, ranging and
fishing in the CBNRM schemes established under the project's first component.
This area of intervention is reflected in the project's second intended output: Responsible and Sustainable EcoTourism promoted in the project Intervention Areas.
INSTITUTIONALIZATION OF I NNOVATIVE PARTICIPATORY APPROACHES FOR INCLUSIVE GROWTH IN AND AROUND
E GYPT ' S PA S
Nature conservation and sustainable development processes are to be managed through systemic-holistic rather than
sector approaches. As discussed in Section 5.1, NCS needs to consolidate its capacity to coordinate the various sector
administrative bodies and other the stakeholders involved in the conservation of Egypt's natural and cultural assets,
as well as in the promotion of sustainable development. With the aim of consolidating such capacity through practical
experiences, the third of the EIECP III components focuses the up-scaling and replication of the pilot-demonstrative
CBNRM schemes established under its first component.
The said schemes will thus be critically analysed to highlight PAs management best practices and, on this basis,
prepare guidelines and methodological tools for PAs management practitioners to adapt and replicate the said best
practices in other PAs contexts. These guidelines and tools will be based on inter-sector systemic coordination and
prioritization of PAs management actions, and will be supported by a computer-aided system for NCS to easily and
timely avail adequate information to support nature conservation decision-making.
This area of intervention is reflected in the project's second intended output: Innovative participatory approaches for
inclusive growth in and around Egypt's PAs tested and ready for institutionalization.
6.2
OVERALL OBJECTIVE
The EICEP III overall objective is to assist Egypt to localize sustainable development via conserving, preserving and
regenerating valuable natural resources. More specifically, building upon the outcomes of the previous phases of
EIECP, as well as of the Strengthening Egyptian Protected Area (SEPA) project, further develop Egypt's PAs system,
mainly with the view of establishing income-generating mechanism in and around PAs and, thus, facilitate the process
for mobilizing resources toward the financial sustainability of the Egypt's PAs system and, thus, its conservation and
sustainable development endeavours.
6.3
OUTPUTS, INDICATORS (BASELINE AND TARGETS), ACTIVITIES AND INPUTS
6.3.1 OUTPUT 1: The management schemes currently in use for the project's selected
Intervention Areas are enhanced through the integration of effective CBNRM
mechanisms to support sustainable development
A CTIVITIES
Activity 1.1: Prepare a detailed baseline and needs assessment.
Activity 1.2: Conduct a stakeholders’ analysis to identify the local political map of power and interests.
Activity 1.3: Design CBNRM modality suitable to each intervention Area (IA).
10
Activity 1.4: Prepare a set of work-plans for the implementation of the CBNRM schemes of Activity 1.3.
Activity 1.5: With reference to the work-plan of Activity 1.4,
The principles of good governance, such as
implement the needed actions to promote sustainable
participation, partnership and enabling,
development through CBNRM in the project IAs.
responsive, inclusive, transparency and
accountability, are at the heart of CBNRM
R ESPONSIBLE P ARTIES
approaches to ensuring stakeholder
- Project Manager and Project Technical Team.
participation and, thus, increasing the
- EEAA and other relevant central Government institutions,
sustainability also by providing a forum for
such as MoT.
the resolution of possible conflicts. A
- Private sector associations, such as ETAA.
successful CBNRM initiative results in the
- Local administrations.
following outcomes:
- CSOs, such as CBOs, and umbrella NGOs, such as AOYE.
1. Proximity to resources. Those in the
- UNDP-GEF initiative, particularly a) Strengthening protected
closest contact with, and whose livelihoods
area financing and management systems and b)
are impacted by, natural resources are best
Mainstreaming the conservation and sustainable use of
placed to ensure effective stewardship.
biodiversity into tourism, and c) SGP.
2. Equity. Natural resources should be
managed to ensure equitable benefits for
I NDICATORS
the diverse interest groups within a
- Both a CBNRM scheme and a work-plan to implement it are
population.
available for each of the project IAs
3. Capacity. Communities often have better
- CBNRM schemes and work-plans are adopted by the
knowledge
and
expertise
in
the
management bodies of the PAs focused by EIECP III.
management of the natural resources than
- CBNRM schemes and work-plans are endorsed by relevant
government agencies/private industry.
local administrations as tools to promote sustainable
4.
Biodiversity.
Multiple-purpose
development of communities living in the project IAs.
management of natural resources by
- Increase in revenues directly generated the PAs focused by
communities generally provides more varied
EIECP III (revenues as % of management costs).
land use, with greater species diversity than
- Business start-ups the project IAs (Number and % of women
private/industrial management systems.
and youths).
5. Cost-effectiveness. Local management
- Decent employment opportunities generated the project IAs
may help reduce government costs.
(Number and % of women and youths).
6. Development
philosophy.
Local
participation,
decentralization,
and
B ASELINE
subsidiary may, in themselves, are
- EIECP (Phase II) developed and implemented PAs
considered
important
development
management plans by Strengthening PAs financing and
objectives.
management system project(EPASP)`
- EIECP (Phase II) prepared a manual for elaborating a maintenance plan for WRPA.
- EIECP (Phase II) prepared a manual for elaborating a maintenance plan for the road to WHPA.
- EIECP (Phase II) prepared a manual for elaborating a maintenance plan for visitor centre of WDNP at Farafra
oasis.
- USAID assisted in preparing business plan for WDNP.
- Revenues directly generated from WGNP, WRPA, SIWA, WDNP and Qaroun Lake PAs are not sufficient to cover
management costs.
T ARGETS ( YEAR 1)
-
A CBNRM scheme is available for the five project's IAs.
T ARGETS ( YEAR 2)
-
A work-plan is available to implement the CBNRM scheme prepared for each the five project's IAs.
CBNRM schemes and work-plans are adopted by the management bodies of the PAs focused by EIECP III.
CBNRM schemes and work-plans are endorsed by relevant local administrations as tools to promote sustainable
development of local communities.
-
T ARGETS ( YEAR 3)
-
Revenues directly generated from the PAs focused by EIECP III cover 100 % of each PA management costs.
At least 3 businesses for each of the project's IAs are activated within the framework of the new CBNRM
schemes.
At least 30 decent employment opportunities are created in each of the project's IAs.
At least 50% of the above mentioned jobs are opportunities for youths and 25% for women.
-
11
I NPUTS
-
Technical Experts (both national and international).
Travel and subsistence means for project staff, experts and institutional counterparts participating to project
activities.
Workshop logistics for consultations and focus group discussions.
Data gathering and management services.
Software packages, software and database development services.
Office backstopping.
Sets of inputs (e.g. works and/or service contracts; equipment and/or infrastructures; market analyses; financial
means to inceptive new economic activities) for the design and implementation of CBNRM initiatives.
6.3.2 OUTPUT 2: Responsible and Sustainable Eco-Tourism promoted in the project
Intervention Areas
Issue-specific working groups consist of
representatives of all authorities and
stakeholders affected an issue, and those
inflicted by an issue. The aim of these
working groups is to:
1) Exchange information;
2) Define the problem;
3) Articulate an objective;
4) Propose and evaluate alternative
proposals;
5) Reach a consensus strategic interventions
and tactics for implementation.
A CTIVITIES
Activity 2.1: Establish a modality for the effective coordination
between partners (e.g. Ministry of Tourism, Ministry of Environment
and Ministry of Antiquities) through the establishment of Issuespecific Working Groups to promote Responsible and Sustainable
Eco-Tourism.
Activity 2.2: Within the framework and valorising relevant
components of the CBNRM schemes of Output 1, strengthen the
capacities and raise the awareness of the project IAs local
communities for the management of Responsible and Sustainable
Eco-Tourism businesses.
Activity 2.3: Develop and implement innovative Responsible and
Sustainable Eco-Tourism business plans for the project IAs.
Activity 2.4: Develop and implement a communication strategy for the promotion of Responsible and Sustainable
Eco-Tourism.
R ESPONSIBLE P ARTIES
-
Project Manager and Project Technical Team.
EEAA and other relevant central Government institutions, such as MoT.
Private sector associations, such as ETAA.
Local administrations.
CSOs, such as CBOs, and umbrella NGOs, such as AOYE.
UNDP-GEF initiative, particularly a) Strengthening protected area financing and management systems and b)
Mainstreaming the conservation and sustainable use of biodiversity into tourism, and c) SGP.
I NDICATORS
-
Multi-stakeholders Issue-specific Working Groups are actively promoting Responsible and Sustainable EcoTourism in the project IAs.
A business plan for Responsible and Sustainable Eco-Tourism valorising relevant components of the CBNRM
schemes of Output 1 is available for each of the project IAs
A communication strategy is available and tested within targeted PAs to raise-awareness and market, both in
Egypt and abroad, the project's IAs to promote sustainable tourism activities.
Direct revenues generated the PAs focused by EIECP III are related to tourism (as % of total revenues).
Tourism-related business start-ups in the project IAs (as % of total business start-ups).
Tourism-related new decent employment opportunities generated in the project IAs (as % of total job
opportunities).
B ASELINE
-
-
EIECP II and Strengthening Egyptian Protected Area (SEPA) projects have developed base management
infrastructures (e.g. PAMUs Headquarters, office for rangers) in WGNP, WRPA, SIWA, WDNP and Qaroun Lake
PAs.
EIECP II and Strengthening Egyptian Protected Area (SEPA) projects have developed base tourism attractions and
infrastructures (e.g. visitor centres, fossil museum, tourist signals) in WGNP, WRPA, SIWA, WDNP and Qaroun
Lake PAs.
Siwa PAs are known to some foreign expats in Cairo, Few visits by Egyptians.
12
T ARGETS ( YEAR 1)
-
A multi-stakeholder Issue-specific Working Group is established in each the five project's IAs.
A multi-stakeholder Issue-specific Working Group is established in Cairo for the coordination of eco-tourism
activities in and around the various PAs of Egypt.
T ARGETS ( YEAR 2)
-
A business plan for Responsible and Sustainable Eco-Tourism valorising relevant components of the CBNRM
schemes of Output 1 is available for each of the project IAs.
A communication strategy is available to raise-awareness and market, both in Egypt and abroad, the project's IAs
to promote sustainable tourism activities.
T ARGETS ( YEAR 3)
-
The communication strategy to raise-awareness and market, both in Egypt and abroad, the project's IAs to
promote sustainable tourism activities is implemented.
Between 20% and 50% of direct revenues generated from the PAs focused by EIECP III are related to tourism.
Between 20% and 50% of business start-ups in the EIECP III IAs are tourism-related.
Between 20% and 50% of new decent employment opportunities generated in the EIECP III IAs are tourismrelated.
I NPUTS
-
Technical Experts (both national and international).
Travel and subsistence means for project staff, experts and institutional counterparts participating to project
activities.
Workshop logistics for consultations and focus group discussions.
Data gathering and management services.
Software packages, software and database development services.
Office backstopping.
Sets of inputs (e.g. works and/or service contracts; equipment and/or infrastructures; market analyses; financial
means to inceptive new economic activities) for the design and implementation of implement innovative
Responsible and Sustainable Eco-Tourism business plans.
6.3.3 OUTPUT 3: Innovative participatory approaches for inclusive growth around Egypt's
PAs tested and ready for institutionalization
A CTIVITIES
Activity 3.1: CBNRM as well as Responsible and Sustainable Eco-Tourism experiences gained in the project IAs
evaluated toward their replication in other areas of Egypt with special emphasis on women.
Activity 3.2: A proposal for a sustainable financing framework for Egypt's PAs system developed. based on the
updated National Biodiversity Strategy and Action Plan (NBSAP), Sustainable Financial Strategy of PAs (SFSPAs) and
results from the economic valuation study.
Activity 3.3: Building NCS capacity to meet the new NCS institutional requirements,
R ESPONSIBLE P ARTIES
-
Project Manager and Project Technical Team.
MSEA, EEAA and other relevant central Government institutions such as CAOA.
I NDICATORS
-
Policy guidelines and methodological tools are available for the adaptation and replication in the social, economic
and environmental systems spanning over Egypt PAs of the CBNRM schemes of Output 1.
The above guidelines and methodological tools are adopted by NCS.
A detailed proposal is available for the establishment of a sustainable financing framework for Egypt's PAs
system.
The above proposal is adopted by NCS for the sustainable financing of Egypt's PAs system, and applied as a pilot
test in at least one of the PAs within the project's IAs.
Number of NCS/PAs staff obtained basic, moderate or advanced internal and external training that meet NCS
new institutional requirements.
Number of effective full operational NCS technical units.
Number of PAMUs certified and recognized at the international level as a pilot PAs.
Numbers of PAs incorporate the values of ecosystems services into its management schemes.
13
-
B ASELINE
-
No comprehensive strategy and action plans are currently available for the integration of CBNRM within Egypt's
PAs system.
Egypt's PAs system is currently funded through central government budget, and generally suffers from financing
shortages.
No comprehensive strategy and action plans are currently available towards improving the financing of Egypt's
PAs system.
T ARGETS ( YEAR 1)
-
No target is set for Year 1 (Output 3 builds upon Output 1 and 2)
T ARGETS ( YEAR 2)
-
No target is set for year 2 (Output 3 builds upon Output 1 and 2)
T ARGETS ( YEAR 3)
-
Policy guidelines and methodological tools are available for the adaptation and replication in the social, economic
and environmental systems spanning over Egypt PAs of the CBNRM schemes of Output 1.
The above guidelines and methodological tools are adopted by NCS.
A detailed proposal is available for the establishment of a sustainable financing framework for Egypt's PAs
system.
The above proposal is adopted by NCS for the sustainable financing of Egypt's PAs system, and applied as a pilot
test in at least one of the PAs within the project's IAs.
I NPUTS
-
Technical Experts (both national and international).
Travel and subsistence means for project staff, experts and institutional counterparts participating to project
activities.
Data gathering and management services.
Software packages, software and database development services.
Office backstopping.
Sets of inputs (e.g. works and/or service contracts; equipment and/or infrastructures; market analyses; financial
means to inceptive new economic activities) for the design and implementation of implement innovative
Responsible and Sustainable Eco-Tourism business plans.
14
6.4
BUDGET
TABLE 1 BUDGET
Outputs
Planned Budget
Year 1
Year 2
Year 3
Total
1
Management and Establishment/Upgrading of Services and Infrastructures for Selected PAs (WGNP,
WRPA, SIWA, WDNP and Qaroun Lake PAs ) using CBNRM Approach Developed and Implemented
325,474.37
449,882.19
1,206,887.69
1,982,244.25
2
Responsible and Sustainable Eco-Tourism in Egypt, in particular in the Targeted PAs and Extended
Areas of Interest Promoted
101,824.52
189,637.86
840,600.19
1,132,062.56
3
Innovative Participatory Approaches for an Inclusive Growth Tested and Institutionalized
53,811.50
77,673.01
88,147.14
219,631.64
4
Project Management Unit (PMU)
88,452.51
107,626.93
113,676.62
309,756.05
5
And UNDP GMS (8%)
45,565.03
65,985.60
179,944.93
291,495.56
Total
615,127.92
868,231.56
2,467,418.56
3,935,190.06
15
7 RESULTS AND RESOURCES FRAMEWORK
Intended Outcome as stated in the Country Programme Results and Resource Framework:
GoE and local communities have strengthened mechanisms for sustainable management of, and access to, natural resources such as land, water and ecosystems
Outcome indicators as stated in the Country Programme Results and Resources Framework, including baseline and targets:
Indicators: Number of PA established with United Nations agencies support; Increase in revenues generated from PAs; Number of business start-ups by women around PAs; Number of
beneficiaries and clients from business services providers at each PA; Number of decent employment opportunities generated for young men and women around each PA
Baseline: EIECP 2 supported the following PAs: WRPA including WHS and WDNP
Targets: Increase revenue generated from the following PAs: WRPA including WHS and Qaroun Lake PAs , Siwa PAs, WGNP and WDNP that UNDP supports by 25%
Applicable Key Result Area (from 2013-2016/17 Strategic Plan):
UNDP Supports the establishment of a mechanism to improve management effectiveness and ensure financial sustainability in the Egyptian protected area strategy and its system.
Partnership Strategy: UNDP-Italian partnership in collaboration with MSEA and EEAA
Project title and ID (ATLAS Award ID):
INTENDED OUTPUTS
OUTPUT TARGETS FOR (YEARS)
INDICATIVE ACTIVITIES
RESPONSIBLE PARTIES
INPUTS
(USD)
Output 1
Targets (year 1)
Activity 1.1: Prepare a detailed baseline and
- Project Manager and Project
$1,982,244.25
The management schemes currently
- A CBNRM scheme is
needs assessment.
Technical Team.
in use for the project's selected
available for the five
 Action: Collect, compile and gather
- EEAA and other central
Intervention Areas are enhanced
project's IAs.
relevant secondary data from central and
Government institutions,
through the integration of effective
local official sources, particularly CAPMAS
such as MoT, MALR and
CBNRM mechanisms to support
Targets (year 2)
and IDSC.
NCPSLU.
sustainable development.
- A work-plan is available to
 Action: Design and execute a survey
- Research institutes, such as
implement the CBNRM
based on a random sample and a formal
Cairo University and Faiyum
Indicators
scheme prepared for each
questionnaire that includes both closed- and
University.
- Both a CBNRM scheme and a
the five project's IAs.
open-ended questions to enable assessment
- Private sector associations,
work-plan to implement it are - CBNRM schemes and work- of development needs, as well as income and
such as ETAA.
available for each of the project
plans are adopted by the
assets of the local community. The survey has - Local administrations
IAs
management bodies of the
also to collect knowledge, attitude and
- CSOs, such as CBOs, and
- CBNRM schemes and work-plans
PAs focused by EIECP III.
practice of the local communities regarding
umbrella NGOs, such as
are adopted by the management - CBNRM schemes and work- the PAs around which the project has defined
AOYE.
bodies of the PAs focused by EIECP
plans are endorsed by
its IAs.
- UNDP-GEF initiative,
III.
relevant local
 Action: Building upon the outcomes of
particularly a) Strengthening
- CBNRM schemes and work-plans
administrations as tools to
the above mentioned data gathering
protected area financing and
are endorsed by relevant local
promote sustainable
processes (i.e. secondary data and
management systems and b)
administrations as tools to
development of local
questionnaires), design, arrange and conduct
Mainstreaming the
promote sustainable development
communities.
focus groups to further deepen the
conservation and sustainable
of communities living in the
understanding of the attitude of local
use of biodiversity into
project IAs.
Targets (year 3)
communities regarding the PAs around which
tourism, and c) SGP.
16
Intended Outcome as stated in the Country Programme Results and Resource Framework:
GoE and local communities have strengthened mechanisms for sustainable management of, and access to, natural resources such as land, water and ecosystems
Outcome indicators as stated in the Country Programme Results and Resources Framework, including baseline and targets:
Indicators: Number of PA established with United Nations agencies support; Increase in revenues generated from PAs; Number of business start-ups by women around PAs; Number of
beneficiaries and clients from business services providers at each PA; Number of decent employment opportunities generated for young men and women around each PA
Baseline: EIECP 2 supported the following PAs: WRPA including WHS and WDNP
Targets: Increase revenue generated from the following PAs: WRPA including WHS and Qaroun Lake PAs , Siwa PAs, WGNP and WDNP that UNDP supports by 25%
Applicable Key Result Area (from 2013-2016/17 Strategic Plan):
UNDP Supports the establishment of a mechanism to improve management effectiveness and ensure financial sustainability in the Egyptian protected area strategy and its system.
Partnership Strategy: UNDP-Italian partnership in collaboration with MSEA and EEAA
Project title and ID (ATLAS Award ID):
INTENDED OUTPUTS
OUTPUT TARGETS FOR (YEARS)
INDICATIVE ACTIVITIES
RESPONSIBLE PARTIES
INPUTS
(USD)
- Increase in revenues directly - Revenues directly
the project has defined its IAs.
generated the PAs focused by
generated from the PAs
 Action: Based on the results of the three
EIECP III (revenues as % of
focused by EIECP III cover
Actions defined above, prepare a set of
management costs).
100 % of each PA
structured qualitative models of the social,
- Business start-ups the project IAs
management costs.
economic, institutional and ecological
(Number and % of women and - At least 3 businesses for
systems spanning over each of the selected
youths).
each of the project's IAs are IAs, and identify key variables (indexes and
- Decent employment opportunities
activated within the
indicators) for the quantitative assessment of
generated the project IAs (Number
framework of the new
the behaviour of the said systems.
and % of women and youths).
CBNRM schemes.
 Action: Conduct statistical analyses to
- At least 30 decent
define the key control variables for each of
Baseline
employment opportunities
the PAs systems, and juxtapose the results of
- EIECP (Phase II) prepared a manual
are created in each of the
such statistical analyses against the results of
for elaborating a maintenance
project's IAs.
the secondary data gathering, the
plan for WRPA.
- At least 50% of the above
questionnaires survey and the focus group
- EIECP (Phase II) prepared a manual
mentioned jobs are
meetings. This with the view of identifying
for elaborating a maintenance
opportunities for youths
possible gaps between the information and
plan for the road to WHPA .
and 25% for women.
data available and those needed for the
- EIECP (Phase II) prepared a manual
planning and management of the sustainable
for elaborating a maintenance
development contexts of the project IAs.
plan for visitor centre of WDNP at
 Action: Based on the outcomes of all the
Farafra oasis.
above described actions, identify entry points
- USAID assisted in preparing
through which each of the selected PAs will
business plan for WDNP.
be at the centre of sustaining the livelihoods
- Revenues directly generated from
of the locals.
WGNP, WRPA, SIWA, WDNP and
17
Intended Outcome as stated in the Country Programme Results and Resource Framework:
GoE and local communities have strengthened mechanisms for sustainable management of, and access to, natural resources such as land, water and ecosystems
Outcome indicators as stated in the Country Programme Results and Resources Framework, including baseline and targets:
Indicators: Number of PA established with United Nations agencies support; Increase in revenues generated from PAs; Number of business start-ups by women around PAs; Number of
beneficiaries and clients from business services providers at each PA; Number of decent employment opportunities generated for young men and women around each PA
Baseline: EIECP 2 supported the following PAs: WRPA including WHS and WDNP
Targets: Increase revenue generated from the following PAs: WRPA including WHS and Qaroun Lake PAs , Siwa PAs, WGNP and WDNP that UNDP supports by 25%
Applicable Key Result Area (from 2013-2016/17 Strategic Plan):
UNDP Supports the establishment of a mechanism to improve management effectiveness and ensure financial sustainability in the Egyptian protected area strategy and its system.
Partnership Strategy: UNDP-Italian partnership in collaboration with MSEA and EEAA
Project title and ID (ATLAS Award ID):
INTENDED OUTPUTS
OUTPUT TARGETS FOR (YEARS)
INDICATIVE ACTIVITIES
RESPONSIBLE PARTIES
INPUTS
(USD)
Qaroun Lake PAs are not sufficient
Activity 1.2: Conduct a stakeholders’ analysis
to cover management costs.
to identify the local political map of power
and interests.
 Action: Based on the outcomes of
Activity Result 1.1, start defining who
benefits/loses as a result of the status quo?
Who will be for conserving the PA? Where
can coalitions be built? How?
Activity 1.3: Design CBNRM modality
suitable to each IA.
 Action: Design and execute a
participative analytical process for each of the
project IAs which, through the active
collaboration of all local communities as well
as relevant partners, defines: (i) an effective
CBNRM system; (ii), the related triggers and
targets for actions toward fair and broadbased community development as well as the
conservation of relevant ecosystems; a vision
statement that will mobilize the community
and assure ownership.
Activity 1.4: Prepare a set of work-plans for
the implementation of the CBNRM schemes
of Activity 1.3.
18
Intended Outcome as stated in the Country Programme Results and Resource Framework:
GoE and local communities have strengthened mechanisms for sustainable management of, and access to, natural resources such as land, water and ecosystems
Outcome indicators as stated in the Country Programme Results and Resources Framework, including baseline and targets:
Indicators: Number of PA established with United Nations agencies support; Increase in revenues generated from PAs; Number of business start-ups by women around PAs; Number of
beneficiaries and clients from business services providers at each PA; Number of decent employment opportunities generated for young men and women around each PA
Baseline: EIECP 2 supported the following PAs: WRPA including WHS and WDNP
Targets: Increase revenue generated from the following PAs: WRPA including WHS and Qaroun Lake PAs , Siwa PAs, WGNP and WDNP that UNDP supports by 25%
Applicable Key Result Area (from 2013-2016/17 Strategic Plan):
UNDP Supports the establishment of a mechanism to improve management effectiveness and ensure financial sustainability in the Egyptian protected area strategy and its system.
Partnership Strategy: UNDP-Italian partnership in collaboration with MSEA and EEAA
Project title and ID (ATLAS Award ID):
INTENDED OUTPUTS
OUTPUT TARGETS FOR (YEARS)
INDICATIVE ACTIVITIES
RESPONSIBLE PARTIES
INPUTS
(USD)
 Action: Prepare a work-plan, and assign
responsibilities for executing CBNRM
mechanism. This entails prepare investment
packages and land uses within each of the
project IAs.
 Action: Execute specific primary data
collection campaigns to fill that part of the
gaps identified under Activity 1.1 needed to
effectively plan, execute and monitor the
results of the sustainable development
actions to be executed under activity 1.5
(and, thus, also allow the assessment of the
achievement of project's targets for Year 3).
Activity 1.5: With reference to the work-plan
of Activity 1.4, implement the needed
actions to promote sustainable development
through CBNRM in the project IAs.
 Action: Within the framework of the
given financial and time allocations of the
project, select and implement priority actions
of the work-plan prepared for Siwa in Activity
Result 1.4 (e.g. enhance and rehabilitate the
main attractive points, such as Shyata site
and Bir Wahid, and provide them with basic
services).
19
Intended Outcome as stated in the Country Programme Results and Resource Framework:
GoE and local communities have strengthened mechanisms for sustainable management of, and access to, natural resources such as land, water and ecosystems
Outcome indicators as stated in the Country Programme Results and Resources Framework, including baseline and targets:
Indicators: Number of PA established with United Nations agencies support; Increase in revenues generated from PAs; Number of business start-ups by women around PAs; Number of
beneficiaries and clients from business services providers at each PA; Number of decent employment opportunities generated for young men and women around each PA
Baseline: EIECP 2 supported the following PAs: WRPA including WHS and WDNP
Targets: Increase revenue generated from the following PAs: WRPA including WHS and Qaroun Lake PAs , Siwa PAs, WGNP and WDNP that UNDP supports by 25%
Applicable Key Result Area (from 2013-2016/17 Strategic Plan):
UNDP Supports the establishment of a mechanism to improve management effectiveness and ensure financial sustainability in the Egyptian protected area strategy and its system.
Partnership Strategy: UNDP-Italian partnership in collaboration with MSEA and EEAA
Project title and ID (ATLAS Award ID):
INTENDED OUTPUTS
OUTPUT TARGETS FOR (YEARS)
INDICATIVE ACTIVITIES
RESPONSIBLE PARTIES
INPUTS
(USD)
 Action: Within the framework of the
given financial and time allocations of the
project, select and implement priority actions
of the work-plan prepared for WGNP in
Activity Result 1.4.
 Action: Within the framework of the
given financial and time allocations of the
project, select and implement priority actions
of the work-plan prepared for Qaroun Lake
PAs, WHS in Activity Result 1.4.
 Action: Within the framework of the
given financial and time allocations of the
project, select and implement priority actions
of the work-plan prepared for WRPA.
 Action: Within the framework of the
given financial and time allocations of the
project, select and implement priority actions
of the work-plan prepared for WDNP.
Activity 1.6 : Conduct case study of Qaroun
Lake PA’s UNESCO WHS.
 Action: Prepare a
sustainable/responsible eco-itinerary
 Action: Prepare management plan
 Action: Prepare nomination file for
Qaroun Lake PAs to be submitted to UNESCO
20
Intended Outcome as stated in the Country Programme Results and Resource Framework:
GoE and local communities have strengthened mechanisms for sustainable management of, and access to, natural resources such as land, water and ecosystems
Outcome indicators as stated in the Country Programme Results and Resources Framework, including baseline and targets:
Indicators: Number of PA established with United Nations agencies support; Increase in revenues generated from PAs; Number of business start-ups by women around PAs; Number of
beneficiaries and clients from business services providers at each PA; Number of decent employment opportunities generated for young men and women around each PA
Baseline: EIECP 2 supported the following PAs: WRPA including WHS and WDNP
Targets: Increase revenue generated from the following PAs: WRPA including WHS and Qaroun Lake PAs , Siwa PAs, WGNP and WDNP that UNDP supports by 25%
Applicable Key Result Area (from 2013-2016/17 Strategic Plan):
UNDP Supports the establishment of a mechanism to improve management effectiveness and ensure financial sustainability in the Egyptian protected area strategy and its system.
Partnership Strategy: UNDP-Italian partnership in collaboration with MSEA and EEAA
Project title and ID (ATLAS Award ID):
INTENDED OUTPUTS
OUTPUT TARGETS FOR (YEARS)
INDICATIVE ACTIVITIES
RESPONSIBLE PARTIES
INPUTS
(USD)
Output 2
Responsible and Sustainable EcoTourism promoted in the project
Intervention Areas.
Indicators
- Multi-stakeholders Issue-specific
Working Groups are actively
promoting Responsible and
Sustainable Eco-Tourism in the
project IAs.
- A business plan for Responsible
and Sustainable Eco-Tourism
valorising relevant components of
the CBNRM schemes of Output 1
is available for each of the project
IAs
- A communication strategy is
available and implemented to
raise-awareness and market, both
in Egypt and abroad, the project's
IAs to promote sustainable
tourism activities.
- Direct revenues generated from
Targets (year 1)
- A multi-stakeholder Issuespecific Working Group is
established in each the five
project's IAs.
- A multi-stakeholder Issuespecific Working Group is
established in Cairo for the
coordination of eco-tourism
activities in and around the
various PAs of Egypt.
Targets (year 2)
- A business plan for
Responsible and
Sustainable Eco-Tourism
valorising relevant
components of the CBNRM
schemes of Output 1 is
available for each of the
project IAs.
- A communication strategy
is available to raiseawareness and market,
Activity 2.1: Establish a modality for the
effective coordination between partners
(e.g. Ministry of Tourism, Ministry of
Environment and Ministry of Antiquities)
through the establishment of Issue-specific
Working Groups to promote Responsible
and Sustainable Eco-Tourism.
 Action: Identify the components of the
CBNRM schemes of Output 1 which are
functional to the promotion and benefit from
Responsible and Sustainable Eco-Tourism.
 Action: Prepare ToRs and establish Issuespecific Working Groups for the promotion of
Responsible and Sustainable Eco-Tourism in
the project IAs.
 Action: Assess relevant needs, design
both classes and on-the-job training
programs, and deliver them to support the
development and effective functioning of the
above mentioned Issue-specific Working
Groups.
Activity 2.2: Within the framework and
valorising relevant components of the
21
-
-
-
Project Manager and Project
Technical Team.
EEAA and other relevant
central Government
institutions, such as MoT.
Private sector associations,
such as ETAA.
Local administrations
CSOs, such as CBOs, and
umbrella NGOs, such as
AOYE.
UNDP-GEF initiative,
particularly a) Strengthening
protected area financing and
management systems and b)
Mainstreaming the
conservation and sustainable
use of biodiversity into
tourism, and c) SGP.
$1,132,062.56
Intended Outcome as stated in the Country Programme Results and Resource Framework:
GoE and local communities have strengthened mechanisms for sustainable management of, and access to, natural resources such as land, water and ecosystems
Outcome indicators as stated in the Country Programme Results and Resources Framework, including baseline and targets:
Indicators: Number of PA established with United Nations agencies support; Increase in revenues generated from PAs; Number of business start-ups by women around PAs; Number of
beneficiaries and clients from business services providers at each PA; Number of decent employment opportunities generated for young men and women around each PA
Baseline: EIECP 2 supported the following PAs: WRPA including WHS and WDNP
Targets: Increase revenue generated from the following PAs: WRPA including WHS and Qaroun Lake PAs , Siwa PAs, WGNP and WDNP that UNDP supports by 25%
Applicable Key Result Area (from 2013-2016/17 Strategic Plan):
UNDP Supports the establishment of a mechanism to improve management effectiveness and ensure financial sustainability in the Egyptian protected area strategy and its system.
Partnership Strategy: UNDP-Italian partnership in collaboration with MSEA and EEAA
Project title and ID (ATLAS Award ID):
INTENDED OUTPUTS
OUTPUT TARGETS FOR (YEARS)
INDICATIVE ACTIVITIES
RESPONSIBLE PARTIES
INPUTS
(USD)
WGNP, WRPA, SIWA, WDNP and
both in Egypt and abroad,
CBNRM schemes of Output 1, strengthen the
Qaroun Lake PAs related to
the project's IAs to promote capacities and raise the awareness of the
tourism (as % of total revenues).
sustainable tourism
project IAs local communities for the
- Tourism-related business start-ups
activities.
management of Responsible and Sustainable
around PAs WGNP, WRPA, SIWA,
Eco-Tourism businesses.
WDNP and Qaroun Lake PAs (as % Targets (year 3)
 Action: Availing training for local guides.
of total business start-ups).
- The communication
 Action: Build the capacity of the locals on
- Tourism-related decent
strategy to raise-awareness accepting tourists in a friendly manner.
employment opportunities
and market, both in Egypt
 Action: Conclude cooperation agreement
generated in and around WGNP,
and abroad, the project's
with local NGOs to provide training and
WRPA, SIWA, WDNP and Qaroun
IAs to promote sustainable
enhancing the quality and appearance of
Lake PAs (as % of total job
tourism activities is
native products, such as garments and
opportunities).
implemented.
jewellery.
- Between 20% and 50% of
Baseline
direct revenues generated
2.3 Activity: Develop and implement
- EIECP II and Strengthening
from the PAs focused by
innovative Responsible and Sustainable EcoEgyptian Protected Area (SEPA)
EIECP III are related to
Tourism business plans for the project IAs.
projects have developed base
tourism.
 Action: Based on the integration of the
management infrastructures (e.g.
- Between 20% and 50% of
outcomes of Activities 2.1. and 2.2 and in line
PAMUs Headquarters, office for
business start-ups in the
with updated NBSAP, Sustainable Financial
rangers) in WGNP, WRPA, SIWA,
EIECP III IAs are tourismStrategy of PAs (SFSPAs) develop and launch
WDNP and Qaroun Lake PAs.
related.
the implementation eco-tourism business
- EIECP II and Strengthening
- Between 20% and 50% of
plans for the project IAs (this Activity is
Egyptian Protected Area (SEPA)
new decent employment
executed in close coordination with Activities
projects have developed base
opportunities generated in
1.4 and 1.5).
tourism attractions and
the EIECP III IAs are
22
Intended Outcome as stated in the Country Programme Results and Resource Framework:
GoE and local communities have strengthened mechanisms for sustainable management of, and access to, natural resources such as land, water and ecosystems
Outcome indicators as stated in the Country Programme Results and Resources Framework, including baseline and targets:
Indicators: Number of PA established with United Nations agencies support; Increase in revenues generated from PAs; Number of business start-ups by women around PAs; Number of
beneficiaries and clients from business services providers at each PA; Number of decent employment opportunities generated for young men and women around each PA
Baseline: EIECP 2 supported the following PAs: WRPA including WHS and WDNP
Targets: Increase revenue generated from the following PAs: WRPA including WHS and Qaroun Lake PAs , Siwa PAs, WGNP and WDNP that UNDP supports by 25%
Applicable Key Result Area (from 2013-2016/17 Strategic Plan):
UNDP Supports the establishment of a mechanism to improve management effectiveness and ensure financial sustainability in the Egyptian protected area strategy and its system.
Partnership Strategy: UNDP-Italian partnership in collaboration with MSEA and EEAA
Project title and ID (ATLAS Award ID):
INTENDED OUTPUTS
OUTPUT TARGETS FOR (YEARS)
INDICATIVE ACTIVITIES
RESPONSIBLE PARTIES
INPUTS
(USD)
infrastructures (e.g. visitor
tourism-related.
2.4 Activity: Develop and implement a
centres, fossil museum, tourist
communication strategy for the promotion
signals) in WGNP, WRPA, SIWA,
of Responsible and Sustainable Eco-Tourism.
WDNP and Qaroun Lake PAs.
 Action: Develop and implement a
- Siwa PAs are known to some
communication strategy to raise-awareness
foreign expats in Cairo, Few visits
and market, both in Egypt and abroad, the
by Egyptians.
project's IAs to promote sustainable tourism
activities.
Output 3 Innovative participatory
approaches for inclusive growth in
and around Egypt's PAs tested and
ready for institutionalization.
Indicators
- Policy guidelines and
methodological tools are available
for the adaptation and replication
in the social, economic and
environmental systems spanning
over Egypt PAs of the CBNRM
schemes of Output 1.
- The above guidelines and
methodological tools are adopted
by NCS.
Targets (year 1)
-
No target is set for Year 1
(Output 3 builds upon
Output 1 and 2)
Targets (year2)
- No target is set for year 2
(Output 3 builds upon
Output 1 and 2)
Targets (year 3)
- Policy guidelines and
methodological tools are
available for the adaptation
and replication in the social,
Activity 3.1: Evaluate CBNRM as well as
Responsible and Sustainable Eco-Tourism
experiences gained in the project IAs toward
their replication in other areas of Egypt.
 Action: Establish a working group within
NCS of EEAA-Cairo which, also by involving
other relevant national institutions, actively
participates in the conceptualisation, design
and implementation of all project activities
for the pilot testing of the new CBNRM and
Responsible and Sustainable Eco-Tourism
schemes in the project IAs.
 Action: Based on experiences gained by
the project under Outputs 1 and 2: compile
lessons learned and best practices; prepare
recommendations for their scaling-up to
23
-
Project Manager and Project
Technical Team.
MSEA, EEAA and other
relevant central Government
institutions such as CAOA.
$219,631.64
Intended Outcome as stated in the Country Programme Results and Resource Framework:
GoE and local communities have strengthened mechanisms for sustainable management of, and access to, natural resources such as land, water and ecosystems
Outcome indicators as stated in the Country Programme Results and Resources Framework, including baseline and targets:
Indicators: Number of PA established with United Nations agencies support; Increase in revenues generated from PAs; Number of business start-ups by women around PAs; Number of
beneficiaries and clients from business services providers at each PA; Number of decent employment opportunities generated for young men and women around each PA
Baseline: EIECP 2 supported the following PAs: WRPA including WHS and WDNP
Targets: Increase revenue generated from the following PAs: WRPA including WHS and Qaroun Lake PAs , Siwa PAs, WGNP and WDNP that UNDP supports by 25%
Applicable Key Result Area (from 2013-2016/17 Strategic Plan):
UNDP Supports the establishment of a mechanism to improve management effectiveness and ensure financial sustainability in the Egyptian protected area strategy and its system.
Partnership Strategy: UNDP-Italian partnership in collaboration with MSEA and EEAA
Project title and ID (ATLAS Award ID):
INTENDED OUTPUTS
OUTPUT TARGETS FOR (YEARS)
INDICATIVE ACTIVITIES
RESPONSIBLE PARTIES
INPUTS
(USD)
- A detailed proposal is available for
economic and
policy level; and, finally, develop
the establishment of a sustainable
environmental systems
methodological tools for their adaptation and
financing framework for Egypt's
spanning over Egypt PAs of
replication in the social, economic and
PAs system.
the CBNRM schemes of
environmental systems spanning over other
- The above proposal is adopted by
Output 1.
PAs of Egypt.
NCS for the sustainable financing
- The above guidelines and
 Action: Design and implement a tabular
of Egypt's PAs system, and applied
methodological tools are
and geographic database, as well as a
as a pilot test in at least one of the
adopted by NCS.
planning and monitoring system based on
PAs within the project's IAs.
- A detailed proposal is
both qualitative and quantitative
available for the
contextualized benchmarking indicators, to
Baseline
establishment of a
assist NCS in: (i) preserving the values of
- No comprehensive strategy and
sustainable financing
Egypt's PAs and (ii) promoting the
action plans are currently available
framework for Egypt's PAs
implementation of CBNRM and Responsible
for the integration of CBNRM
system.
and Sustainable Eco-Tourism schemes
within Egypt's PAs system.
- The above proposal is
resulting from Output 1 and Output 2 in each
- Egypt's PAs system is currently
adopted by NCS for the
PAs sustainable development contexts (the
funded through central
sustainable financing of
system is implemented by the project its IAs).
government budget, and generally
Egypt's PAs system, and
suffers from financing shortages.
applied as a pilot test in at
Activity 3.2: Develop a proposal for a
- No comprehensive strategy and
least one of the PAs within
sustainable financing framework for Egypt's
action plans are currently available
the project's IAs.
PAs system .
towards improving the financing
 Action: Based on the outcomes of
of Egypt's PAs system.
Activity 3.1 and in line with updated NBSAP,
Sustainable Financial Strategy of PAs (SFSPAs)
develop a proposal for an innovative
financing framework toward the economic
24
Intended Outcome as stated in the Country Programme Results and Resource Framework:
GoE and local communities have strengthened mechanisms for sustainable management of, and access to, natural resources such as land, water and ecosystems
Outcome indicators as stated in the Country Programme Results and Resources Framework, including baseline and targets:
Indicators: Number of PA established with United Nations agencies support; Increase in revenues generated from PAs; Number of business start-ups by women around PAs; Number of
beneficiaries and clients from business services providers at each PA; Number of decent employment opportunities generated for young men and women around each PA
Baseline: EIECP 2 supported the following PAs: WRPA including WHS and WDNP
Targets: Increase revenue generated from the following PAs: WRPA including WHS and Qaroun Lake PAs , Siwa PAs, WGNP and WDNP that UNDP supports by 25%
Applicable Key Result Area (from 2013-2016/17 Strategic Plan):
UNDP Supports the establishment of a mechanism to improve management effectiveness and ensure financial sustainability in the Egyptian protected area strategy and its system.
Partnership Strategy: UNDP-Italian partnership in collaboration with MSEA and EEAA
Project title and ID (ATLAS Award ID):
INTENDED OUTPUTS
OUTPUT TARGETS FOR (YEARS)
INDICATIVE ACTIVITIES
RESPONSIBLE PARTIES
INPUTS
(USD)
sustainability of the management and
operation of Egypt's PAs system
infrastructures and services.
 Action: Review the current legal and
regulatory framework and draft proposals for
its adaptation to the implementation of the
above mentioned sustainable financing
framework.
PMU
$309,756.05
UNDP GMS ( 8%)
$291,495.56
Total
$3,935,190.06
25
8 ANNUAL WORK PLAN:
A Detailed project workplan will be provided during the first month
of the project start after the recruitment of the project Manager.
9 MANAGEMENT ARRANGEMENTS
EEAA will be the executing agency of the project. EEAA will follow the UNDP National Execution arrangements (NEX).
EEAA will be responsible for coordination with the other line ministries and public administration bodies, as well as
with the agencies and authorities under them as presented earlier in Section 5.3. EEAA shall convene a Project Board
to supervise advice and coordinate the implementation of the project. Figure 1 presents the organizational chart of
EICEP 3.
9.1
PROJECT BOARD
A Project Board will be established to take executive management decisions and to provide guidance to the
management of the project, including approval of project revisions and of the project’s annual work-plans (AWPs).
Project assurance reviews by this group are made at designated decision points during the running of the project, or
as necessary when raised by the Project Manager (PM, see Section 8.3).
The Board contains three roles: an Executive to chair the group, a Senior Supplier to provide guidance regarding the
technical feasibility of the project, and a Senior Beneficiary to ensure realization of project benefits from the
perspective of its beneficiaries. This group is consulted by the PM for decisions when project management tolerances
(e.g. constraints normally in terms of time and budget) have been exceeded.
The Project Board will oversee and coordinate the implementation of the project activities. It will take steering
management decisions, providing guidance to the PM, including approval of: project revisions, Annual Work-Plans
(AWPs) and Budget; quarterly and annual progress and financial reports; final technical and financial reports.
The Minister will chair the Project Board. The CEO of EEAA will serve as the deputy of the Chairperson of the Board.
Members of the Board are the representatives of project partners, including a representative of: UNDP; the Embassy
of Italy and the Ministry of Foreign Affairs. The Board will meet at least once a year to review and approve AWPs.
However, the Board may meet at any time based on the request of any of the members.
As seen above, the Board will meet annually (or more frequently if necessary) and will be composed of:
1. Chairperson: Minister of State for Environmental Affairs;
2. Senior Supplier: Adviser to Minister of State for Environmental Affairs on Biodiversity and/or a staff member
at a research institute known for his/her experience in the field of managing PAs;
3. Senior Beneficiary: Chief Executive Officer of EEAA and the Adviser to the Minister of Tourism for
environmental affairs;
4. Representatives from Participating donor agencies in the project: UNDP and the representatives of the
Embassy of Italy, the Italian Development Cooperation (ITCO Representative of the GoE: Ministry of Foreign
Affairs
5. Ex officio: The PM.
The PM will act as Secretariat for the Committee, being responsible for convening the meetings, preparing the
agenda, overseeing preparation of materials for presentation to the meeting, as well as for drafting, getting
signatures and distributing minutes of the meetings.
9.2
PROJECT ASSURANCE
Project assurance is the responsibility of each Project Board member, but the role can be delegated. The role of
Project Assurance is to support the Project Board by carrying out objective and independent project oversight and
monitoring functions. This role of the Project Assurance ensures that appropriate project management milestones are
achieved and completed. UNDP is responsible for designating a person to provide this oversight, which is mandatory
for all projects.
26
9.3
PROJECT OPERATIONAL AND TECHNICAL MANAGEMENT
The overall operational management of the project is the responsibility of a Project Manager (PM). The PM has the
authority to run the project on a day-to-day basis on behalf of the Project Board within the constraints laid down by
the Project Board through the approved AWPs. The PM is responsible for day-to-day management and decisionmaking for the project. The PM’s prime responsibility is 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. The
PM is responsible for coordinating the implementation of all project activities, developing action plans and reporting
progresses to UNDP. He/she is also responsible for coordinating, networking and soliciting the participation of all
concerned parties, contributors, beneficiaries as well as all other relevant stakeholders to the project implementation
activities. The PM is responsible for regular planning and progress reports, identifying bottlenecks and suggesting
corrective measures when necessary. The PM is appointed jointly by the UNDP and the Implementing Partner. The
draft ToRs for the PM are attached as annex 2.
S/He is responsible for ensuring that the project is executed in accordance with the Project Document and the UNDP
guidelines for nationally executed project. S/He participates in the Board meetings as a non-voting member. The PM
is responsible for submitting to the relevant parties the project AWPs as well as all other progress reports required by
the other relevant UNDP, donor as well as Senior Beneficiary procedures. S/He establishes a pool of national and
international experts to serve as the Project Technical Team (PTT), to provide the needed technical inputs for the
successful implementation of the project and leaded by a Chief Technical Advisor (CTA).
In close coordination and collaboration with the PM, the CTA leads and coordinates the activities of the PTT to ensure
the quality of the deliverables provided by the members of the very PTT. S/He is also responsible for defining the
technical approaches for the execution of key project activities, as well as for the integration of the various technical
contributions to ensure their coherence with the project pursuits. The CTA also provides support to the PM in
preparing project planning and reporting documents and participates, when needed and as a non-voting member, in
the Board meetings. The CTA is appointed jointly by the UNDP and the Implementing Partner. The draft ToRs for the
CTA are attached as annex 3.
9.4
PROJECT SUPPORT
The PM establishes a Project Management Unit (PMU), which provides the Project Support. The PMU provides project
administration and management support to the Project Manager as required by the needs of the project or the PM.
The PMU includes administrative support personnel including accountant, secretary, office boy and drivers.
9.5
INCEPTION PERIOD
Once the PM and the CTA are assigned, the following three months will be used as an inception period for the project.
During this period, the PM will be responsible for hiring the staff for the PMU as well as for setting up the project
office and the basic logistics for the effective functioning of the very project.
During the inception period, the PM and the CTA will jointly prepare a detailed break-down for all inputs as well as
the related budgets for the execution of each of the project activities defined in the AWPs described in Section 7; they
will also define the corresponding packages of inputs for the execution of the said activities. Based on these, they will
then draft an inception report defining a project's plan of operations, an updated set of AWPs and a detailed work
plan for the execution of the activities scheduled for the first semester; these planning documents will cover the three
years after the end of the inception period and will be submitted for approval to the Project Board.
9.6
RESULTS OF CAPACITY ASSESSMENT OF IMPLEMENTING PARTNER
EEAA has the capacities to implement the project. EEAA already implemented the two former phases of EIECP. EEAA
is also the implementing agency for a number of GEF projects. Furthermore, EEAA depends on a pool of national
consultants and scientists, who work for national universities, National Research Centre (NRC), and research centres
affiliated to line ministries, such as the National Water Research Centre (NWRC), which is part of MWRI.
27
9.7
UNDP SUPPORT SERVICES
This project represents one of the area-based development initiatives. It addresses the issues of conserving the
environment, good governance and poverty alleviation. The project represents a follow-up and application of plans
and actions included in United Nations conventions and frameworks to which Egypt is signatory.
The project falls well within UNDP programmatic strategy for the cooperation framework in agreement with GoE. It
directly fulfils two of the objectives of UNDP: a) Good governance and poverty alleviation, and b) Improved
environmental management of resources that promotes participation in development to achieve sustainable
development.
UNDP will provide guidance on project management. It can facilitate south-south dialogue to transfer successful
experiences from other developing countries. UNDP can help in recruiting needed international experts, if deemed
necessary.
9.8
COLLABORATIVE ARRANGEMENTS WITH RELATED PROJECTS
During the inception period, the project management will seek points of junction to link EIECP3 with other initiatives,
particularly the following UNDP projects:
 Strengthening protected area financing and management systems project, which focuses on a) Legal, policy,
regulatory and institutional frameworks that facilitate revenue generation, revenue retention and other aspects
of sustainable PA financing and management are established and functional; b) Levels of financial resources
mobilization are adequate to ensure effective conservation-oriented management of Egypt’s PA system; and c)
Business planning and cost-effective systems are ensuring the effective allocation and management of mobilized
resources.
 Mainstreaming the conservation and sustainable use of biodiversity into tourism development and operations in
threatened ecosystems in Egypt project, which consists of a) Changing the trajectory of tourism development and
operations to safeguard biodiversity; and b) Strengthening the PA system and its management in three target
regions of high biodiversity value exposed to tourism development and activities.
 GEF-SGP: In recognition of the key role they play as a resource and constituency for environment and
development concerns, eligible NGOs can access funds, which do not exceed US$50 thousand that GEF-SGP
avails. Areas that GEF-SGP supports are: biodiversity, climate change international waters, land degradation and
Persistent Organic Pollutants (POPs).
 Sustainability of the Protected Areas in Egypt (SEPA): This project provides resources to further develop the
capacities of EEAA, to effectively manage a set of National Protected Areas, established according to the Law
102/1983. The activities carried out by Strengthening Egyptian Protected Area (SEPA) project are based on a
model of in situ conservation and sustainable use of natural resources, and on established best practices of PAs
management. The intervention strategy is mainly based on the support to the appropriate management of
protected areas, as they are regarded as fundamental tools to ensure the sustainable preservation of the rich
natural and cultural heritage. Moreover, the project seeks to enhance the capacity of the local Government
authorities, stakeholder groups, local communities and NGOs to assist in and support the management of the
Protected Areas as essential elements of the sustainable development of Siwa, and to foster the development of
environmental friendly economic activities, in particular focused on sustainable tourism.
9.9
INPUTS: A BRIEF DESCRIPTION/SUMMARY OF THE INPUTS TO BE PROVIDED BY ALL PARTNERS
EEAA will provide the project with necessary premises with full communications in WGNP, WHPA, WRPA, WDNP and
WGNP. UNDP will provide personnel for PMU and experts (both national and international). UNDP will sponsor
workshops, focus group meetings, training, travel, equipment, sub-contracts, etc. Other parties as identified in the
Resources and Result Framework of Section 6 will provide specific inputs related to their mandate (e.g. MoT and ETA
for the development and implementation of Responsible and Sustainable Eco-Tourism activities).
9.10 AUDIT ARRANGEMENTS
UNDP will contract and external consultant to conduct annual financial audits and a final audit for the project that will
be charged to the budget of the project.
9.11 AGREEMENT ON INTELLECTUAL PROPERTY RIGHTS AND USE OF LOGO ON THE PROJECT’S
DELIVERABLES
28
All project reports, publications, website, etc. will carry the logos of MSEA-EEAA, NCS, UNDP, and the Italian
Development Cooperation. The intellectual property right will be to these three partners.
10 MONITORING FRAMEWORK AND EVALUATION
In accordance with the programming policies and procedures outlined in the UNDP User Guide, the project will be
monitored through the following:
10.1 WITHIN THE ANNUAL CYCLE






On a quarterly basis, a quality assessment shall record progress towards the completion of key results,
based on quality criteria and methods captured in the Quality Management table.
An Issue Log shall be activated in Atlas and updated by the PM to facilitate tracking and resolution of
potential problems or requests for change.
Based on the initial risk analysis submitted (see annex 1), a risk log shall be activated in Atlas and
regularly updated by reviewing the external environment that may affect the project implementation.
Based on the above information recorded in Atlas, a Project Progress Reports (PPR) shall be submitted
by the PM to the Project Board through Project Assurance, using the standard report format available
in the Executive Snapshot.
A project Lesson-learned log shall be activated and regularly updated to ensure ongoing learning and
adaptation within the organization, and to facilitate the preparation of the Lessons learned Report at the
end of the project.
A monitoring Schedule Plan shall be activated in Atlas and updated to track key management
actions/events.
10.2 ANNUALLY


Annual Review Report. An Annual Review Report shall be prepared by the PM and shared with the
Project Board and the Outcome Board. As minimum requirement, the Annual Review Report shall
consist of the Atlas standard format for the Quarterly Project Report (QPR) covering the whole year with
updated information for each above element of the QPR as well as a summary of results achieved
against pre-defined annual targets at the output level.
Annual Project Review. Based on the above report, an Annual Project Review shall be conducted during
the fourth quarter of the year or soon after, to assess the performance of the project and appraise the
AWP for the following year. Towards closing the project, this review will be a final assessment. This
review is driven by the Project Board and may involve other stakeholders as required. It shall focus on
the extent to which progress is being made towards outputs, and that these remain aligned to
appropriate outcomes.
10.3 PROJECT EVALUATION
Due, in part to the complexity of the project, and its innovative aspects, it will be subject to evaluations as follows:
 The project is subject to Project Appraisal Committee before signing the Project Document.
 It will be subject to a midterm evaluation to re-align it in case of delays, emerging new issues, etc.
 Prior to closing, the project will be subject to a final evaluation to draw lessons learned and best
practices to scale-up pilots from PAs to policy levels.
 All evaluations will be done by an independent consultant hired through a competitive bidding process.
10.4 MONITORING AND EVALUATION RESOURCES
Appropriate financial resources must be allocated to ensure that the above proper project monitoring and
review/evaluation is carried out. Therefore, three per cent of the project budget will be allocated to monitoring and
evaluation activities.
11 FINANCIAL ARRANGEMENTS
The schedule of payments and UNDP bank account details
Schedule of Payment:
29
October 2014: US$1.5 million
April 2015:
US$ 500,000
February 2016:
US$1,435,190
To UNDP bank account: UNDP REPRESENTATIVE IN EGYPT USD ACCOUNT
BANK OF AMERICA, 1401 Elm Street, Dallas TX 75202
Account No. 3752149164
ACH Routing Number: 111000012
Wire Routing Number: 026009593
Swift Address: BOFAUS3N
The value of the payment, if made in a currency other than United States dollars, shall be determined by applying the
United Nations operational rate of exchange in effect on the date of payment. Should there be a change in the United
Nations operational rate of exchange prior to the full utilization by the UNDP of the payment, the value of the balance
of funds still held at that time will be adjusted accordingly. If, in such a case, a loss in the value of the balance of funds
is recorded, UNDP shall inform the Government with a view to determining whether any further financing could be
provided by the Government. Should such further financing not be available, the assistance to be provided to the
project may be reduced, suspended or terminated by UNDP.
The above schedule of payments takes into account the requirement that the payments shall be made in advance of
the implementation of planned activities. It may be amended to be consistent with the progress of project delivery.
UNDP shall receive and administer the payment in accordance with the regulations, rules and directives of UNDP.
All financial accounts and statements shall be expressed in United States dollars.
If unforeseen increases in expenditures or commitments are expected or realized (whether owing to inflationary
factors, fluctuation in exchange rates or unforeseen contingencies), UNDP shall submit to the Government on a timely
basis a supplementary estimate showing the further financing that will be necessary. The Government shall use its
best endeavours to obtain the additional funds required.
If the payments referred above are not received in accordance with the payment schedule, or if the additional
financing required in accordance with paragraph []above is not forthcoming from the Government or other sources,
the assistance to be provided to the project under this Agreement may be reduced, suspended or terminated by
UNDP.
Any interest income attributable to the contribution shall be credited to UNDP Account and shall be utilized in
accordance with established UNDP procedures.
In accordance with the decisions and directives of UNDP's Executive Board:
The contribution shall be charged:
(a)
[8%]cost recovery for the provision of general management support (GMS) by UNDP headquarters and
country offices
(b)
Direct cost for implementation support services (ISS) provided by UNDP and/or an executing
entity/implementing partner.
Ownership of equipment, supplies and other properties financed from the contribution shall vest in UNDP. Matters
relating to the transfer of ownership by UNDP shall be determined in accordance with the relevant policies and
procedures of UNDP.
The contribution shall be subject exclusively to the internal and external auditing procedures provided for in the
financial regulations, rules and directives of UNDP.
30
12 LEGAL CONTEXT
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) signed on
19 January 1987 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:
a) 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;
b) Assume all risks and liabilities related to the implementing partner’s security, and the full implementation of
the security plan.
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.
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”.
31
ANNEXES
ANNEX 1: RISK ANALYSIS
OFFLINE RISK LOG
Project Title: Egyptian Italian Environmental Cooperation (EIECP3)
#
Description
1
Environmental
Date
Identified
May 2013
2
Financial
May 2013
Type
Security/Safety
Exchange rate fluctuation
Award ID:
Risk Impact &
Risk Probability
Impact:
4 (High)
Probability: 3 (Medium)
Impact:
2 (Low)
Probability: 2 (Low)
32
Countermeasures /
Mngt response
In full coordination
with specialized
departments at the
Ministry of Interior,
require for each
consultant (national
and international) to
acquire The Basic
Security in the Field II
(BSITF II) certificate
http://dss.un.org/BSIT
F/; Certificate for
Basic Security, and
Certificate for
Advanced Security.
Furthermore, use
services of security
company
This risk is of low
impact and low
potential. Adjustments
in workplans and
necessary budget
revisions can incur the
results of this risk
Date:
Owner
Submitted,
updated by
Last
Update
Status
#
Description
3
Organizational
Date
Identified
May 2013
Type
4
Political
May 2013
Political instability
Impact:
4 (High)
Probability: 3 (Medium)
5
Regulatory
May 2013
New unexpected
regulations, policies
Impact:
2 (Low)
Probability: 2 (Low)
6
Strategic
May 2013
Partnerships failing to
deliver
Impact:
2 (Low)
Probability: 2 (Low)
Institutional arrangements
Risk Impact &
Risk Probability
Impact:
2 (Low)
Probability: 2 (Low)
33
Countermeasures /
Mngt response
This risk is of low
impact and low
potential. Systematic
reporting and regular
meetings Project
Board and Project
Assurance
Adjustments in
workplans can incur
the results of this risk
Currently, Egypt is
still re-building her
institutions. For
example the country
does not have a
Council of
Representatives (the
other Chamber of the
Parliament). The
financial and
economic crises are
taking their toll.
Having UNDP and the
Italian Embassy as
members of the
Project Board can
provide EIECP3 with
support to minimise
this risk
This risk is low as the
legislator is busy with
passing law that
accompany the new
Constitution, and
might not have the
time and effort to issue
unexpected regulations
This risk is low. The
partners of the project
Owner
Submitted,
updated by
Last
Update
Status
#
Description
Date
Identified
Type
Risk Impact &
Risk Probability
Notes:
a. Potential Impact: 1) Very Low, 2) Low, 3) Medium, 4) High and 5) Very High
b. Potential Probability: 1) Very Low, 2) Low, 3) Medium, 4) High and 5) Very High
34
Countermeasures /
Mngt response
are respectable
institutions with
experience in
participatory planning
essential for
institutionalizing
CBNRM; and have the
experience to extend
infrastructures to PAs
Owner
Submitted,
updated by
Last
Update
Status
ANNEX 2: TERMS OF REFERENCE FOR PM
Country:
Project Title:
Project Number:
Post Title:
Duty Station:
Duration:
Expected Starting Date:
Arab Republic of Egypt
Egyptian Italian Environmental Cooperation Project (EIECP3)
EGY/--/-Project Manager
Cairo with frequent travel to PAs
36 months
Project Goals and Background
EIECP III is a three year project implemented as the third phase of the Italian Egyptian Environmental Cooperation Program
(EIECP), which first phase started in the late 90s, while its second phase came to an end in 2010. The current third
phase of EIECP aims at further developing Egypt's protected areas (PAs) system, mainly with the view of establishing
income-generating mechanism and, thus, facilitate the process for mobilizing resources toward the financial
sustainability of the Egypt's PAs system and, in this way, its conservation and sustainable development endeavours.
EIECP III will also tackle other PAs management needs of the Nature Conservation Sector (NCS) of the Egyptian
Environmental Affairs Agency EEAA), such as that of information gathering/generation management and analysis.
Community Based Natural Resources Management (CBNRM) schemes will be developed and implemented to
promote sustainable development in a number of project Intervention Areas (IAs), identified as those spatial domains
where the services provided by the ecosystem safeguarded by the PAs focused by EIECP II are used. In this way, local
communities are engaged in the management of PAs with the view of enhancing the efficacy in preserving natural
ecosystems and cultural heritages. The sustainable use of Egypt's PAs natural resources can hardly generate adequate
income for local communities if not built around tourism, which is a significant engine of growth for both the national
economy and the development of local communities. For this reason, EIECP III will also tackle the promotion of
responsible and sustainable eco-tourism activities and, in so doing, will also pursue the integration of all other
potential local economic activities, such as agriculture, ranging and fishing in the CBNRM schemes in and around PAs.
The said CBNRM schemes will thus be critically analysed to highlight PAs management best practices and, on this
basis, prepare guidelines and methodological tools for their replication in other contexts.
Responsibilities
The Project Manager (PM) is responsible for day-to-day management and decision-making for the project. The PM’s
prime responsibility is 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. The PM is responsible for
coordinating the implementation of all project activities, developing action plans and reporting progresses to UNDP.
He/she is also responsible for coordinating, networking and soliciting the participation of all concerned parties,
contributors, beneficiaries as well as all other relevant stakeholders to the project implementation activities. The PM
is responsible for regular planning and progress reports, identifying bottlenecks and suggesting corrective measures
when necessary.
S/He is responsible for ensuring that the project is executed in accordance with the Project Document and the UNDP
guidelines for nationally executed project. S/He participates in the Board meetings as a non-voting member. The PM
is responsible for submitting to the relevant parties the project Annual Work Plans (AWPs) as well as all other
progress reports required by the other relevant UNDP, donor as well as Senior Beneficiary procedures. S/He
establishes a pool of national and international experts to serve as the Project Technical Team (PTT), to provide the
needed technical inputs for the successful implementation of the project and leaded by a Chief Technical Advisor
(CTA).
Duties
The PM will work in close coordination with the CTA and, in collaboration with UNDP-Egypt, the Egyptian Italian Debt
Swap Programme and Embassy of Italy, and the EEAA, complete the following tasks:
35
-
-
general planning, management and coordination of all tasks and activities for the effective implementation
of the project consistently with its objectives and results;
preparation and circulation to relevant stakeholders (e.g. Project Board members) of all Project planning and
reporting documents;
ensuring the deployment of all the inputs for the execution of the project activities;
ensuring project effective relations with relevant stakeholders;
ensuring the dissemination of and the access to the information on the project's development contributions;
ensuring adequate visibility to the project;
identifying possible constraints to the smooth, timely and effective implementation of the project:
developing opportunities for their overcoming and submitting them to the Project Board for final decision;
convening the Project Board meeting, drafting and circulating the agenda, preparing the documentation and
other material for the meeting and, finally, drafting and distributing the minutes of the meeting;
supervising all project staff and executing all other general management functions;
liaise with international donors and other United Nations organizations on identifying resources and channel
their assistance and funding for the Programme;
manage the preparation and delivery of donors' meetings, investors' group meetings and organizing
conferences for launching the Programme, holding consultations, fund raising and marketing investment
opportunities including selection of venue, design of event format and schedule, etc;
prepare mandatory budget revisions;
review and amend workplans of project and individual project personnel and sub-contractors;
maintain a well-organized project library, and a systematic archiving system;
being responsible for internal M&E activities including, but not limited to collection of data, report writing,
etc.
Qualifications
The candidate should hold university degree in social science, management, administration and/or wildlife. A
graduate degree is preferable. S/He must have experience in the sphere of conservation. S/He has to be experienced
in the project management. Political and communication skills are required. The candidate must be able to deal with
central agencies, local administrations, Private Voluntary Organizations, representatives of the donor community, and
investors. S/He should have an excellent command of the Arabic and English language (both written and oral
communication). Ten years of working experience is required.
36
ANNEX 3: TERMS OF REFERENCE FOR CTA
Country:
Project Title:
Project Number:
Post Title:
Duty Station:
Duration:
Arab Republic of Egypt
Egyptian Italian Environmental Cooperation Project (EIECP3)
EGY/--/-Chief Technical Advisor (CTA)
Home based with frequent travel to Egypt
200 working days in 36 months (the number of working days is estimated: fess
will be paid on the actual working days delivered)
Expected Starting Date:
Project Goals and Background
EIECP III is a three year project implemented as the third phase of the Italian Egyptian Environmental Cooperation Program
(EIECP), which first phase started in the late 90s, while its second phase came to an end in 2010. The current third
phase of EIECP aims at further developing Egypt's protected areas (PAs) system, mainly with the view of establishing
income-generating mechanism and, thus, facilitate the process for mobilizing resources toward the financial
sustainability of the Egypt's PAs system and, in this way, its conservation and sustainable development endeavours.
EIECP III will also tackle other PAs management needs of the Nature Conservation Sector (NCS) of the Egyptian
Environmental Affairs Agency EEAA), such as that of information gathering/generation management and analysis.
Community Based Natural Resources Management (CBNRM) schemes will be developed and implemented to
promote sustainable development in a number of project Intervention Areas (IAs), identified as those spatial domains
where the services provided by the ecosystem safeguarded by the PAs focused by EIECP II are used. In this way, local
communities are engaged in the management of PAs with the view of enhancing the efficacy in preserving natural
ecosystems and cultural heritages. The sustainable use of Egypt's PAs natural resources can hardly generate adequate
income for local communities if not built around tourism, which is a significant engine of growth for both the national
economy and the development of local communities. For this reason, EIECP III will also tackle the promotion of
responsible and sustainable eco-tourism activities and, in so doing, will also pursue the integration of all other
potential local economic activities, such as agriculture, ranging and fishing in the CBNRM schemes in and around PAs.
The said CBNRM schemes will thus be critically analysed to highlight PAs management best practices and, on this
basis, prepare guidelines and methodological tools for their replication in other contexts.
Responsibilities
In close coordination and collaboration with the PM, the CTA leads and coordinates the activities of the Project
Technical Team (PTT) to ensure the quality of the deliverables provided by the members of the very PTT. S/He is also
responsible for defining the technical approaches for the execution of key project activities, as well as for the
integration of the various technical contributions to ensure their coherence with the project pursuits. The CTA also
provides support to the PM in preparing project planning and reporting documents and participates, when needed
and as a non-voting member, in the Project Board meetings.
Duties
The CTA will work in close coordination with the PM and complete the following tasks:
-
Leading and coordinating all the activities of the Project Technical Team (PTT), and ensure the quality and the
coherence with the project pursuits of the deliverables provided by its members;
Ensuring the integration of the contributions from all the members of the international technical assistance
team;
Detailing the job descriptions for key professional profiles for the PTT members;
Defining the technical approaches for the execution of key project activities leading to the provision of all the
project outputs;
Being her/himself a member of the PTT, directly execute specific technical activities according to needs.
Qualifications:
The candidate should hold a PhD and have 15 years of professional experience in sustainable development
gained in international and multi-cultural environments. Professional record should include experiences in:
37
-
Design, management and technical coordination of complex multi-stakeholders projects and
programs (UN Results-Based Management, EU Project Cycle Management and Logical Framework);
Strategic analysis, policy making, planning and programming for sustainable development;
Management of protected areas;
Mainstreaming of environment considerations into local development plans.
Team building and communication skills are required. The candidate must be able to deal with central
agencies, local administrations, Private Voluntary Organizations, representatives of the donor community,
and investors. S/He should have an excellent command of the English language (both written and oral
communication).
38
ANNEX 4: LIST OF ABBREVIATIONS
AOYE
AUC
AWP
CAOA
CAPMAS
CBNRM
CBOs
CO
CP
CPAP
CSOs
DSS
EEAA
EIECP
EMS
ETAA
GEF
GMS
GoE
GUC
HACT
IA
IDSC
ISS
ITCO
M&E
MALR
MDG
MoFA
MoT
MSEA
MWRI
NCPSLU
NCS
NEX
NGOs
NRC
NWRC
PA
PAC
PFPA
PM
PMU
POPs
PPR
QPR
RAMSAR
SBAA
SEAP
SGP
ToR
Arab Office for Youth and Environment
American University in Cairo
Annual WorkPlan
Central Agency for Organization and Administration
Central Agency for Public Mobilization and Statistics
Community-Based Natural Resources Management
Community-Based Organizations
Country Office
Country Programme
Country Programme Action Plan
Civil Society Organizations
Decision Support System
Egyptian Environmental Affairs Agency
Egyptian Italian Environmental Cooperation Programme
Environmental Management Systems
Egyptian Travel Agents Association
Global Environment Facility
General management support
Government of Egypt
German University in Cairo
Harmonized Approach to Cash Transfers
Intervention areas of the project
Information and Decision Support Centre
Implementation support services
Italian Technical Cooperation Office
Monitoring and Evaluation
Ministry of Agriculture and Land Reclamation
Millennium Development Goal
Ministry of Foreign Affairs
Ministry of Tourism
Ministry of State for Environmental Affairs
Ministry of Water Resources and Irrigation
National Centre for Planning State Land Uses
Nature Conservation Sector
National Execution
Non-Government Organizations
National Research Centre
National Water Research Centre
Protected Area
Programme Appraisal Committee
Petrified Forest Protected Area
Project Manager
Project Management Unit
Persistent Organic Pollutants
Principal Project Representative
Quarterly Project Report
Convention on Wetlands of International Importance
Standard Basic Assistance Agreement
Siwa Environmental Amelioration Project
Small Grants Programme
Terms of Reference
39
UNCBD
UNDAF
UNDP
UNESCO
WDNP
WHPA
WRPA
WGNP
United Nations Convention for Biodiversity
United Nations Development Assistance Framework
United Nations Development Programme
United Nations Educational, Scientific and Cultural Organization
White Desert National Park
Wadi Hitan Protected Area
Wadi El-Rayan Protected Area
Wadi Gemal National Park
40