Seychelles Private Islands GEF MSP proposal – 14 August 2001
IMPROVING MANAGEMENT OF NGO AND PRIVATELY OWNED NATURE RESERVES
AND HIGH BIODIVERSITY ISLANDS IN SEYCHELLES
GEF FUNDED MEDIUM SIZE PROJECT - BIRDLIFE SEYCHELLES
Project Summary
PROJECT IDENTIFIERS
1. Project name: Improving Management of
NGO and privately owned nature reserves
and high biodiversity islands in Seychelles
3. Country or countries in which the project is
being implemented: Seychelles
a)
GEF Implementing Agency:
World Bank
4. Country eligibility: Seychelles signed the CBD on June
10, 1992, ratified it on September 22, 1992, and meets
all other eligibility requirements.
5. GEF focal area(s): Biodiversity
6. Operational program/Short-term measure:
OP 2: Coastal, Marine and Freshwater Ecosystems
within the broad focal area of biodiversity
7. Project linkage to national priorities, action plans, and programs: Project is a key component of Goal 1:
‘General measures for conservation and sustainable use’ in the Seychelles National Biodiversity Strategy
and Action Plan. The project also addresses the overall goal and all guiding principles of the Environment
Management Plan for Seychelles (EMPS) 2000-2010. The project objective and activities link with
priorities within the EMPS thematic areas of Fisheries and Marine Resources, Tourism and Aesthetics, and
Biodiversity, Forestry and Agriculture. Seychelles recently completed the formulation of its 2nd NEAP for
the period 2000-2010. The NEAP incorporates the recommendations of the Biodiversity Strategy published
earlier. The two on-going MSPs (Avian and Marine Ecosystems Management Projects) and this proposal
all correspond to activities that are part of the NEAP. All remaining activities called for by the NEAP have
been separated into 1st and 2nd priority, corresponding the 1st and 2nd 5-yr time slices respectively. The
1st time slice is structured into three programs: a Water, Sanitation and Waste Program; an Energy and
Transport Program; and a national "Biodiversity Conservation Action Program" (BioCAP) covering all the
other thematic areas and biodiversity related proposals. .
8. GEF national operational focal point and date of country endorsement: Ministry of Foreign Affairs –
endorsed: 03/07/01
PROJECT OBJECTIVES AND ACTIVITIES
9. Project rationale and goal:
Indicators:
Rationale: The remoteness, anthropogenic
a) Improved and sustained financing for management and
impacts as well as ownership regimes of the
conservation programs
islands are barriers to long term management of b) Reduced anthropogenic impacts on the islands in the
their globally threatened biodiversity. The
partnership
project will address the difficulties that NGO
c) Increased number of scientists and conservationists
and private owners have in:
working on common priorities of the partner islands
a) Sourcing incremental funding from
d) Improved awareness of value of island biodiversity
government and donors for long term
conservation among stakeholder groups, leading to
management
greater direct participation in conservation programs and
b) Addressing impacts on island biodiversity
reduced poaching and other problems
by eco-tourism activities, staff and
e) Island staff cooperating on common projects and
scientists
capacity increased to do work.
c) Attracting and maintaining world class
f) Replicable model of conservation of globally rare and
conservation and scientific work
threatened small island biodiversity based on a
d) Managing stakeholders, community
collaborative model between NGOs and private sector
perception and poaching
e) Establishing adequate mechanisms for
Seychelles Private Islands GEF MSP proposal – 14 August 2001
collaboration and cooperation and
increasing capacity
f) Finding appropriate models to manage high
biodiversity islands and reserves that are
not state owned
The Goal of the project is to improve
management of NGO and privately owned
biodiversity-rich islands by installing a shared
program framework and infrastructure for
enhanced and sustainable conservation,
financing and use of biodiversity.
10. Project outcomes:
a) Capacity developed by NGOs and private
sector in Seychelles for reduction of
impacts on globally threatened small island
biodiversity
b) Collaborative and long term conservation
programs for small islands
c) Replicable regional/international model for
small-island biodiversity conservation
involving NGO and private sector partners
11. Project activities to achieve outcomes
(including cost in US$ or local currency of
each activity):
Indicators:
a) Partnership activities successfully undertaken by
Cousin, Aride and Cousine islands through
establishment of a systems plan
b) Collaborative model extended to at least one other island
in the Praslin archipelago
c) Direct employment of 5 Seychellois staff in
conservation and awareness programs by year 3 and
employment of further 5 staff in admin and other duties
at end of project
Indicators:
a) Center on Praslin built to agreed specification and fully
operational
b) Partners collaborating to deliver project outputs
1. Small Island Ecosystem Management (GEF c) Minimum of 20,000 visitors to center in third year
USD 727,500 and Co-financing USD d) Minimum of 1000 schoolchildren visitors in third year
795,200)
e) Materials developed and introduced within National
Curriculum
2. Public Education and Advocacy (GEF USD f) At least one new partner joins collaborative management
237,000 and Co-financing USD 35,000)
program
g) 3-island reports on biodiversity monitoring and
management produced annually plus minimum 2 peerreviewed papers annually
h) Threat levels of minimum two IUCN red-listed species
reduced
i) Registered Association in Seychelles to facilitate
partnership after project
j) Tourist revenues increased on Aride and Cousin by
minimum 10%
k) Legal conservation status for Cousine.
l) At least one island achieves ISO certification
m) Mahe headquarters built, with linkages to and
backstopping for project activities
n) Poaching incidents reduced by 50%.
o) 15 local staff on key programs.
p) 10 scientist weeks in resource center
q) 10 lectures/seminars/workshops
r) Accounts managed properly
12. Estimated budget (in US$ or local currency):
Seychelles Private Islands GEF MSP proposal – 14 August 2001
PDF Block A:
GEF:
Co-financing:
BirdLife Seychelles:
RSNC:
Cousine Island:
$25,000
$ 964,500
$ 830,200
$ 737,000 equivalent (cash and in-kind)
$51,200 equivalent (cash and in-kind)
$42,000 equivalent (cash and in-kind)
TOTAL:
$1,794,700
INFORMATION ON INSTITUTION SUBMITTING PROJECT BRIEF
13. Stakeholders involved in project: BirdLife Seychelles would be the recipient of the GEF grant and
would implement certain activities. Through formal implementation agreements other activities would
be entrusted to RSNC (owner and manager of Aride Island) and Cousine Island LTD (owner and
manager of Cousine Island). Through its design, and because key sites may involve other management
entities, the project will cater for a broad stakeholder involvement. Representatives from different
agencies, government, including the Ministry of Environment and the private sector will take part in
monitoring and assessment activities according to their own abilities. The Ministries of Education and
Local Government would be involved in the development of educational materials. Local media and the
WildLife Clubs would be involved in disseminating educational material.
14. Information on project proposer:
Founded in January 1998, BirdLife Seychelles is a local non-profit making, registered Association under
the Laws of Seychelles. It has taken over the longstanding program of outstanding work by BirdLife
International (formerly ICBP), who has operated in Seychelles since 1968. BirdLife Seychelles is part
of a growing global network of BirdLife partner organizations. It has extended experience in the
implementation of World Bank administrated projects and other donor funded projects.
15. Information on proposed executing agency (if different from above):
RSNC (owner and manager of Aride Island): the Royal Society for Nature Conservation, a British NGO
was founded in 1912, its Patron in HRH the Prince of Wales. It is a charity that provides a central coordination body for the activities of 46 independent WildLife Trusts across the UK. The WildLife Trusts
work to protect, manage and enhance the biodiversity in their areas by managing nature reserves,
working for environmentally friendly policies at local, regional and national level and by engaging and
informing the public and local communities. RSNC manages a trading company set up to provide
collective purchasing on a non-profit basis for the Trusts, administers funds to support local, regional
and national conservation projects and owns and manages Aride Island Nature Reserve in the
Seychelles.
Cousine Island LTD (Owner and Manger of Cousine Island): is a private limited company registered in
the Seychelles. The company was set up to manage the island as an eco-tourism resort. The company has
built a very small and ecologically friendly luxury hotel. The company delegates management
responsibility for the island to a Conservation Warden. The Warden works in close collaboration with
the hotel manager. The purpose of setting up the small hotel is to bring in sufficient revenues to maintain
the conservation and research programs on the island and to maintain it as a high biodiversity area. The
company supports other conservation programs in Seychelles, for example the Magpie Robin Recovery
Program and the Seychelles Rare Birds Committee.
16. Date of initial submission of project concept: March 29, 2000 (submission of PDF A proposal)
INFORMATION TO BE COMPLETED BY IMPLEMENTING AGENCY:
17. Project identification number: P071849
18. Implementing Agency contact person: Michel Siméon, Task Manager, Tel (202) 473-5513
Project linkage to Implementing Agency program(s): The World Bank has been supporting
environmental management in Seychelles through a now completed Environment and Transport project,
through funding to help the country prepare its second NEAP, and through two on-going GEF MSPs.
UNDP and the World Bank are working jointly at two new operations to support the implementation of
the NEAP (see section 7 above).
Seychelles Private Islands GEF MSP proposal – 14 August 2001
IMPROVING MANAGEMENT OF NGO AND PRIVATELY OWNED NATURE RESERVES
AND HIGH BIODIVERSITY ISLANDS IN SEYCHELLES
GEF FUNDED MEDIUM SIZE PROJECT (GEF - MSP)
1.
INTRODUCTION
In 2000, BirdLife Seychelles, an NGO registered in Seychelles as a local Association, with the assistance of the
World Bank, successfully obtained a Block PDF-A grant from the Global Environment Facility (GEF) to
formulate a Medium-Sized Project (MSP) proposal. This proposal aimed to improve the management and hence
sustainability of NGO and privately owned and managed reserves and eco-tourism islands in Seychelles. The
PDF funds were used to support a formulation process involving representatives from three collaborating
islands1, an external consultant, and discussions with stakeholders. The three islands are: Cousin, owned by
BirdLife International and managed by BirdLife Seychelles; Aride, owned and operated by the Royal Society for
Nature Conservation (RSNC) in the UK; and Cousine, a privately owned and operated island. Cousin and Aride
are designated as Special Reserves under Seychelles law, providing for certain legal restrictions on management
and human activities. Cousine, as a private island developed for eco-tourism, has fewer restrictions on
development. BirdLife Seychelles will be the grant recipient for the GEF funded project, working closely with
collaborating islands, parent organizations and owners, and key stakeholders during planning and
implementation.
2.
PROJECT DESCRIPTION
2.1 Project Rationale and Objectives
2.1.1 Project rationale
Cousin, Cousine and Aride, three islands adjacent to Praslin the second most populous island of the Seychelles,
are remarkable in that unlike other granitic islands of Seychelles, endemic and globally important fauna and flora
have survived and have been protected through national legislation and policy and NGO/private resources and
management. Nevertheless, because of the relative remoteness, anthropogenic impacts as well as unique
ownership and management regimes of these biodiversity rich islands, science and conservation action on each
of them cannot move beyond present capacity and limits. The project assumption is that conservation of island
biodiversity can be sustained and at the same time greatly improved through an inter-island integrated and
collaborative approach geared to clear management outcomes and also to the development of public education
and community buy-in. The project recognizes the importance of developing financial sustainability to maintain
these conservation programs. The project intends to build long-term capacity for sustainable conservation and
use of island biodiversity through program & capacity building, infrastructure acquisition and installation, comanagement, and education & advocacy. The project will be replicable and can form the basis for wider
partnerships with key stakeholders such as communities, community groups, fishers, tour operators and other
protected areas and conservation sites thus triggering the formation of an environmental constituency on Praslin
and satellite islands.
2.1.2 Key strategic issues
The islands are all small, and share similar and sensitive ecosystems, associated conservation activities and
problems. All are focused on biodiversity conservation chiefly concerning globally threatened endemic land
1
Refer to attachment 1 for a description of the three partner islands.
Seychelles Private Islands GEF MSP proposal – 14 August 2001
birds and internationally important colonies of breeding seabirds. Each island also hosts similar important
reptile, botanical and invertebrate species. All these islands have a distinguished conservation history and offer a
slightly different model and philosophy for biodiversity conservation. Cousin Island is owned by an international
NGO but managed by a locally registered not-for-profit Association, Aride Island is owned and run by an NGO
registered and based in the United Kingdom, and Cousine Island is owned and managed by a private limited
company registered in Seychelles. There are significant barriers to achieving improved biodiversity
management, sustainability and awareness. Hence the project will address the mitigation or removal of the
following key barriers:
1. Sourcing incremental funding from government and donors for long term management. The partner islands,
being managed by NGO and private sector entities have limited opportunity to access donor funds
especially given the current macro-economic conditions. The Seychelles government does not provide funds
to assist in the management of these islands and is currently not in a good position to implement new
conservation programs for the islands. Cousin (BirdLife Seychelles) is reaching a physical “visitor limit” for
generating on-island eco-tourism revenues to support greater investments in conservation. Aride (RSNC)
operates a small eco-tourism program that does not cover all conservation costs. Cousine’s eco-tourism
operation has just started on a commercial basis and more time is required until profits are generated to
support increased conservation.
2. Addressing impacts on island biodiversity by eco-tourism activities, staff, scientists. The small size of the
three islands make them extremely vulnerable to perturbations and human-induced ecosystem changes.
Developments on the islands, particularly Cousin and Aride and to a lesser extend Cousine, are limited. Ecotourism and presence of staff and scientists on the islands and the environmental services used and
infrastructure necessary to be maintained may be having long term impact on the integrity of island ecology.
Whilst it is imperative to maintain science, management and eco-tourism programs on the islands, negative
changes through sheer human presence must be mitigated and addressed in a feasible manner. How should
this be undertaken whilst maintaining vital services is very difficult under present circumstances, i.e. in the
absence of the project, because it would involve re-centering activities and installing certain key functions
off the islands.
3. Mechanisms and resources to continue attracting and maintaining world class conservation and scientific
work. There is a great lack of local capacity in professional and technical fields related to understanding and
managing linked ecosystems and natural environmental changes.. This situation is not unusual for small
island nations. Nevertheless, many studies and research activities have taken place on the islands, in their
majority by visiting scientists. Follow up is poor and prioritization and long term planning for research is
inadequate. At the same time the facilities for undertaking scientific work are very limited.
4. Managing stakeholders, community perception and poaching. Market failures and sociological issues are
root causes of biodiversity decline. Two examples are poaching of seabird eggs (which directly reduces
species numbers), and over-fishing in offshore areas (which can reduce food supplies for birds and indirectly
reduce species numbers). Part of the problem is not only inadequate awareness among Seychellois of the
long term value of the biodiversity of the islands, but also of what opportunities are available for individuals
and groups to become involved in positive change, as well as very poor knowledge of the economics of
natural resource exploitation. With the exception of Cousin, which has gradually integrated its eco-tourism
program directly with local schools and initiated action with the WildLife Clubs of Seychelles, awareness
programs by the partner islands are aimed mainly towards foreign visitors. The NGO and private owners do
not have experience and capacity to increase current efforts to tackle poaching and to adequately attend to
human issues, outreach and stakeholder education.
5. Establishing adequate mechanisms for collaboration among islands in conservation programs. Although
there has been periodic and informal cooperation between the partner islands and other stakeholders on
specific issues, it is clear that the potential benefits from collaboration have not been fully exploited. Each
Seychelles Private Islands GEF MSP proposal – 14 August 2001
island has established good practice in some fields for example monitoring and use of volunteers on Aride,
public education and management by locals on Cousin and upper-end eco-tourism and infrastructure
maintenance on Cousine. The islands have not had the ability to collaborate and share experiences, resources
and capacity on a continuous and sustained level.
6. Finding appropriate models for the management of high biodiversity islands and reserves that are not state
owned. Most of the protected areas and biodiversity rich sites in Seychelles and elsewhere in the world are
usually owned by the state and managed by various types of government agencies. Finding alternative
models to this system is not easy because there are few successful ones in the private and NGO domain. The
management on the three islands have therefore evolved their own style of management. The pooling of
experiences, knowledge and practices into a common model as well as distillation into what could be
disseminated as a wise practices is highly desirable but currently not possible.
2.1.3 Project vision and overall objective
Project Vision
The project will create a novel partnership between neighboring NGO and privately owned islands, which have
shared globally important biodiversity and similar environmental issues, through the creation of a common
resource and management center, linked programs, institutional and capacity building and public education and
advocacy. The ultimate aim of this model partnership is to catalyze further collaboration and public buy-in, to
remove other barriers and to mitigate negative ecosystem changes. The process set in motion by the project will
improve the management of high biodiversity islands as well as increase the number of managed conservation
sites in Seychelles. This project will thus have global biodiversity benefits, lead to greater sustainability of
biodiversity and permit the sharing of these benefits to be directed principally at local levels. The vision mirrors
the three principal objectives of the 1992 Convention of Biological Diversity.
Overall Goal of the GEF Project
The Goal of the project is to improve management of NGO and privately owned biodiversity-rich islands by
installing a collaborative program framework and infrastructure for enhanced and sustainable conservation,
financing and use of biodiversity.
2.1.4 Linkages with global and national biodiversity priorities
The project offers an innovative approach for enhancing the conservation of globally important biodiversity in
Seychelles. The Government of Seychelles (GOS) recognizes that it cannot effectively implement all necessary
conservation programs on its own. It has encouraged NGOs and the private sector to assume more of
responsibility by allowing non-government ownership of islands hosting globally important biodiversity, and
also through supporting donor-funded programs that enhances conservation measures. Further, Seychelles was
the second country to ratify the Convention on Biodiversity (CBD), on September 22, 1992. The project builds
on these positive steps by creating a partnership between two NGOs and the private sector that will strengthen
conservation of globally important biodiversity on three adjoining islands and beyond.
At a global level, the project is consistent with the GEF Operational Program OP 2 – Coastal, Marine and
Freshwater Ecosystems within the broad focal area of biodiversity. The project responds to the following
articles in the CBD: 8 - In-situ conservation; 10 – Sustainable use of components of biological diversity; 11 –
Incentive measures; 12 – Research and training; 13 – Public education and awareness; and 14 – Impact
assessment and minimizing adverse impacts. It also complements decisions made at the recent Fifth Conference
of the Parties (COP 5) meeting in Nairobi relating to: V/3 – Implementing programs of work on marine, and
coastal biological diversity in a holistic manner; V/6 – using an ecosystem approach for biodiversity
Seychelles Private Islands GEF MSP proposal – 14 August 2001
conservation; V/7 – Identification, monitoring and assessment, and indicators; V/8 – Alien species that threaten
ecosystems, habitats or species; V/15 – Incentive measures; and V/17 – Education and public awareness.
At a national level, the project addresses the key component of Goal 1: General measures for conservation and
sustainable use, in the Seychelles National Biodiversity Strategy and Action Plan (1997). It has been ensured
that the project addresses the overall goal and all guiding principles of the Environment Management Plan for
Seychelles (EMPS) 2000-2010. The project objective and activities can link with priorities within the EMPS
thematic areas of Fisheries and Marine Resources, Tourism and Aesthetics, Biodiversity, Forestry and
Agriculture and Sustainable Financing. The Chief Executive of BirdLife Seychelles, the project proposer, was
the lead local consultant for the EMPS and thus ensured harmonization between the two documents.
2.1.5 Activity Description
The project vision and overall goal will be delivered through two principal activity elements namely Small
Island Ecosystem Management, and Public Education and Advocacy. The following description includes all subelements of these two principal activities.
ACTIVITY ELEMENT 1 – Small Island Ecosystem Management
A.
Establish collaborative management and resource center on Praslin
Rationale: The Center is the focal point for collaborative adjoining island biodiversity conservation, science and
ecosystem management and also for education, advocacy and outreach on Praslin island. During the duration of
the project the Center will be owned by BirdLife Seychelles who will be the recipient of the grant. At the mid
term review the partners will start the process of establishing an Association or other appropriate mechanism to
facilitate the transition from project to post project status. At this point the ownership of the Center will be
reviewed.
a) Design and construct facility on Praslin2. The facility will be designed and built for the purpose of housing
and servicing scientific, technical and field staff, scientists and students, storage and maintenance of
equipment and materials needed to manage the islands, as well as being a base and conduit for education
and advocacy. The design and construction will showcase environmental best practices for water, energy and
materials use in addition to providing a national Center of excellence for conservation management. The
design of the Center will take into account the changing needs of partners and stakeholders as the project
evolves. A site has already been made available by Government on long-term lease for the Center.
b) Creation of landscape habitats: The habitat surrounding the Center will be improved to create a more
natural setting to attract birds and other wildlife, as well as providing a more pleasant setting for visitors.
c) Equipment and furnishings: Necessary equipment and furnishings will be procured.
d) Facility operating and maintenance: Once the facility is completed, these costs will be supported to the end
of the project. However, as soon as the Center is built and operational, mechanisms for raising revenues will
be established to ensure progressive phasing out of GEF resources and to give staff time to build operating
experience (see attachment 4 : Praslin Center Financial Analysis).
e) Center staff: Four personnel including the Center manager and an education, advocacy and outreach
program coordinator will be recruited locally at different points in the project. These positions would be
resident on Praslin and costs will be met under the project with the exception of the Center Manager post
whose cost would be paid by BirdLife Seychelles so as to improve the sustainability of the project. It is
envisaged that through revenues raised by the partners and the Center, the core staff will be kept on postproject.
2
Site selection was undertaken by BirdLife Seychelles who worked with various organisations notably the Chairman of
the Praslin Development Board, as well as the Minister of Education and the Minister of Land Use and Habitat during the
PDF-A project formulation process
Seychelles Private Islands GEF MSP proposal – 14 August 2001
f) Operation of the Technical Working Group (WG): Collaborative project activities undertaken on the islands
will be linked through a technical working group (WG) comprising of island conservation managers. The
WG will initiate planning and project activities on the three partner islands. The WG will build on the
experiences gained from the SMART (Seychelles Magpie-robin Recovery Team) program, which has
emerged as an effective model for collaboration between islands for species and habitat conservation. Minor
costs of meetings of the Working Group on Praslin will be met until the Center is completed.
g) Suitable transport will be acquired and maintained for use on Praslin Island.
h) Marketing and promotion study for sustainable revenues: A consultant will assist the partners to identify
mechanisms both in country and internationally to maximize revenue generation from donations,
merchandising, joint ventures, etc, associated with the Praslin Center. Partner experiences such as the
experience of RSNC with a trust fund and of BirdLife Seychelles with sustainable financing from Cousin
will be an important input.
B.
Institutional strengthening
Rationale: Sustainable conservation, financing and use of biodiversity resources is partly contingent on the
existence of secure institutions, efficient property rights and supporting regulations that provide protection of
biodiversity while allowing sustainable uses.
a) Strengthening the legal environmental status of Cousine Island and other potential private island partners:
Cousine Island although having similar biodiversity abundance and diversity as of Cousin and Aride is not
protected under any legislation. This severely hampers conservation and scientific work, as the island is not
part of the protected areas system of Seychelles and moreover is constantly harassed by poachers. Local staff
will work with partners and relevant government agencies to recommend legal options and an
implementation strategy.
b) Strengthening rules, regulations and standards for dive tourism: Dive tourism within reserve boundaries
will be reviewed. Dive operators will be contacted and management guidelines will be produced. These
would cover user fees, mooring, noise, waste management, and snorkel and dive practice such as the
AWARE program coordinated by the Professional Association of Dive Instructors (PADI).
c) Installation of alternative energy systems: The project will support the design, acquisition and installation of
solar energy systems where necessary to phase out or mitigate the impacts of fossil fuel use.
d) Green certification of islands: The project will assist the movement towards ISO certification, notably ISO
14000, with the goal of setting in place Environmental Management Systems (EMS) for continual
improvement.
e) Improved inter-island boat operations and links: Small boats and outboard engines will be procured by
RSNC and BirdLife Seychelles under their own funds to improve transport of staff, scientists and equipment
between islands and enhance the ability of each island to undertake management programs in conjunction
with the Center on Praslin.
f) Improved inter-island communications: The project will contribute to improving communications such as
establishing E-mail service on Aride Island, putting in place new computers, intra-island communication
devices and mobile communications equipment on Cousin so as to facilitate more efficient sharing of
information between islands and the Praslin Center.
g) Construction of headquarters for BirdLife Seychelles. BirdLife Seychelles is planning to build its own
headquarters on the main island of Mahe by mid/end 2001 and has funds in hand to do this. The Mahe
facility is intended to increase the sustainability and improve the operations and project management
capabilities of BirdLife Seychelles (which is currently renting an office) by offering a larger, well equipped
and permanent base for this organization, for its sister association the WildLife Clubs of Seychelles (NGO
representing schools and youth groups), and space for international scientific staff. GEF funding is not being
sought for this Center. The headquarters will also host an interpretive and educational Center which would
complement the Center on Praslin. It is envisaged that this will encourage visitations to the three partner
islands.
Seychelles Private Islands GEF MSP proposal – 14 August 2001
h) Development of longer-term financial and institutional mechanisms: Although the financial analysis of the
proposed Center indicates it can sustain its recurrent costs and program operation (see attachment 4 : Praslin
Center Financial Analysis), it is critical to develop additional financing mechanisms to facilitate extending
the capacity building model to other islands. Advice in setting up a trust fund will be sought to develop the
most effective means of generating long-term external revenues through a trust mechanism. An appropriate
trust fund could then be established and endowed by parent organizations and other donors. Alternatively, a
mechanism could be used to channel income from existing trusts to the partners in Seychelles.
i)
C.
Establish a new Association for partners: At the mid-term review the partners will consider establishing an
Association or other appropriate mechanism, before the end of the project, to facilitate the transition from
project to post-project status and provide a sound institution based on equitable investment of resources and
assets for partners to continue collaborating on biodiversity conservation programs. The project will support
legal services for this task.
Capacity building and training
Rationale: Building local capacity is critical to ensure sustainability of programs and develop stronger technical
skills among Seychellois.
a) Planning and implementing capacity building and intern programs: Develop a training plan to identify
capacity needs and priorities based on the Small Island Ecosystem Management and Public Education &
Advocacy components. Training will cover core staff at the Center and on partner islands, staff in
organizations supporting each island (BirdLife, RSNC and Cousine), stakeholder organizations and the
general public. Potential training subjects include: project management, desktop publishing, monitoring
methods for marine and terrestrial species and habitat; data base management; GIS operation and mapping;
tourist boat safety; boat and motor maintenance; snorkeling and diving training of staff to facilitate longerterm monitoring; web site management and updating; visitor management and touring; document and
reference management; product sales and marketing; first aid and CPR. Establish a program for local student
and non-student interns to work at the Center and participating islands to gain direct conservation
experience. Interns and others would be involved in specific education, awareness, advocacy, outreach and
ecosystem management activities. This may result in some pursuing advanced studies and creating stronger
technical capacity in Seychelles.
D.
Improved management of terrestrial and marine habitats and important species.
Rationale: Strengthening capacity and knowledge of ecosystems and species through appropriate scientific and
technical programmatic activities will improve the effectiveness of ecosystem management and monitoring as
well as education, advocacy and outreach. The science will be embedded in a systems plan (see: g) below) to
enable integration with other activities.
a) Strengthening monitoring programs for habitat and important terrestrial species: Improve acquisition and
storage of climate data by installing a weather station on Cousin. Develop collaborative monitoring methods
and sampling intensities, and install permanent markers using GPS. Improve baseline information on
invertebrates, reptiles and other key species. Acquire equipment to enhance monitoring programs. Use good
practices developed through SMART and the Avian Ecosystem Management project for any required
planning for species translocation in the future
b) Improving scientific understanding of vegetation dynamics and ecology, and alien species to guide habitat
restoration: Use historical literature, and in-situ research and analysis to identify natural climax vegetation
for islands and address question of why and how island vegetation has changed since first records. Recent
research on Cousin by and links with the Zurich Geo Botanische Institute could be strengthened in this
regard. Identify key species for planting and eradication as part of habitat restoration. Strengthen
Seychelles Private Islands GEF MSP proposal – 14 August 2001
c)
d)
e)
f)
g)
h)
i)
collaborative protocols and guidelines for alien species management by focusing on key species. Implement
rodent contingency plan including acquisition of necessary equipment and infrastructure.
Improving scientific understanding of marine ecosystems to guide conservation priorities: A major rationale
for a marine element in the project to put in place permanent and common conservation activities, which are
currently, absent. The need to evaluate the change in habitat and key species, particularly since the severe
perturbations from the ENSO3 event two years ago is also vital. Finally, since the importance of the marine
biodiversity of the islands has been proven but is in many cases based on dated information, data relevant to
managing marine eco-tourism activities among the partner islands needs to be gathered. This component will
complement the recently initiated GEF-funded marine ecosystem project. This marine ecosystem project
however does not include Cousin, Cousine and Aride as key sites and the management of protected areas
component focuses only on marine parks. In addition, the islands cannot take adequate advantage of this
project owing to lack of capacity and resources. Nevertheless, using methodologies developed under this
complementary project, key habitats and indicator species, locations and monitoring priorities and
procedures will be defined. Activities will be to: install permanent markers in priority areas, and initiate joint
monitoring program; to train island staff in marine monitoring to develop sustainable capacity. Post-project
this will be integrated into the routine work program of the island staff.
Strengthening shared databases and GIS: Acquire digital aerial photographs and satellite imagery for
adjoining islands for research and monitoring at beginning and end of project. With a short term expert
recruited under the project and collaboration of the national GIS Center, digitize basic data, ground truth,
and develop base maps and overlays. Build on work to date by partners and produce computerized database
for key species and habitats and extend to other islands. Complete detailed scientific review of historic data
from islands. Use existing good practice such as those derived from the DTF-funded Seabird monitoring
project to facilitate the setting up of data management and data sharing protocols.
Seabird monitoring coordinator: A consultant will be recruited and paid for through BirdLife to provide
technical backstopping for improved seabird monitoring programs.
Assessment and management of water and sewerage: Assess water quality, quantity and consumption, and
implement appropriate recommendations Implement programs/projects for reducing pollution loads by
introducing ecologically sustainable and friendly systems such as composting toilets, properly constructed
soak-aways, grease traps, etc.
Technical advisor for science and protected areas management: A technical advisor with these skills will be
recruited for one year at the beginning of the project to assist in the implementation of the above activities.
This TA will also develop a systems plan to integrate the project components and management activities on
the partner islands and provide input into the design of the Center for science functions. The systems plan is
necessary according to the Seychelles Biodiversity Assessment and urged by international organizations
such as IUCN to better co-ordinate and implement programs and protected areas resources in a sub-region.
Counterpart facility for Aride Warden: At present RSNC maintains an expatriate semi-volunteer as senior
management staff on Aride Island. This project will support the development of a Seychellois Warden on
Aride, as one of building local sustainable capacity for biodiversity conservation. RSNC will pay part of the
Warden’s salary during the project and will absorb the full costs post-project.
Marine monitoring equipment and materials: Support enhanced marine conservation activities around
partner islands by acquiring and maintaining a boat equipped for diving, sets of diving equipment and
miscellaneous equipment such as underwater slates, pens, etc. The boat can also be used for transportation.
The operation of the boat post-project will be ensured by the mechanisms put in place to ensure
sustainability.
El Nino Southern Oscillation in 1997/98 that damaged 40-50% of the world’s coral reefs through extended warm ocean
temperatures and resultant bleaching
3
Seychelles Private Islands GEF MSP proposal – 14 August 2001
E.
Project management and administration
Rationale: Efficient achievement of objectives requires sound project management, planning and administration
within the executing agency and the partners, as well as efficient operation of institutions established within the
project.
a) Project co-ordination unit: A coordination unit will be established and based with the executing agency,
BirdLife Seychelles at its headquarters on Mahe. The Unit will be responsible for all project management,
including administrative and financial management. It will also ensure that World Bank procedures are
being adhered to at all times. The coordination unit will be supported by the executing agency through the
provision of office facilities. Necessary office equipment and operating costs will be provided partly through
the project’s GEF budget.
ACTIVITY ELEMENT 2 – Public Education and Advocacy
A.
Develop biodiversity awareness and advocacy programs
Rationale: Awareness and advocacy, based on good science, are core activities in a capacity building model for
sustainable conservation, financing and use of resources. The Center will be a focal point for these programs.
a) Design and develop interpretative material, displays, brochures, videos, etc, for the Center: The project will
support development of a communications strategy covering different materials and target audiences at the
Center and across the islands and forming part of a systems plan (see D-g) for details). BirdLife Seychelles
will seek assistance from its UK partner RSPB for provision of technical assistance for the design of the
Center if necessary. In particular flexibility to react to changing needs will be taken into account in the
design of interpretation areas. Computer hardware and software will be purchased to facilitate sustainable inhouse production of material. Display materials for the interpretative area will be produced under the
project. Acquisition of materials may also envisage if compatible with the Center design, through
procurement and partner donations, and cover marine and terrestrial biodiversity conservation of adjoining
islands. During the project, other material produced and disseminated will include peer-reviewed journal
papers, information reports, research bulletins, newsletters, joint brochures about the project and islands,
newspaper and magazines articles, TV shows, etc
b) Developing documentation capabilities: The project will support the acquisition and transfer of documents
from various sources to the controlled environment in the Center on Praslin. At the moment there is no one
source or place where documentation can be archived and used by managers and researchers. These will
include scientific papers, gray literature, reports, historical and aerial photographs, maps, raw data, etc.
Material will be shelved and catalogued using accepted classification systems such as Dewey Decimal, and a
computer for rapid searching. Storage shelves, file boxes, catalogue manuals, etc, will be purchased. Local
staff will be trained in proper document management.
c) Establishment of a web site linked to partner islands, parent organizations, and related sites: A consultant
will design a comprehensive web site with appropriate links between the islands, parent organizations and
owners, and other related sites, and provide technical assistance during the project for updating. Training
will be provided to the partner organizations for web-site management and updating.
d) Strengthen eco-tourism capability on islands: This will include upgrading current programs and visitor
amenities, enhancement and valorization of historical features of potential interest to visitors and revaluation
and restoration of trails. Improvement of visitor management skills and production of supporting materials
for continual improvement will be included. The feasibility of underwater trails will be explored and
established if possible. Demarcation buoys to inform tourist and other boat operators of the limits of the
reserve boundaries will be installed for each island since these will not be procured under the ongoing GEFfinanced Marine Ecosystem Management project.
Seychelles Private Islands GEF MSP proposal – 14 August 2001
B.
Establish community outreach, partnerships and stakeholder participation programs
Rationale: The longer-term goal of sustainable conservation, financing and use of biodiversity requires a shift
from confrontation with stakeholders to empowered, responsible stakeholders sharing in management
responsibilities and benefits.
a) Developing mechanisms for improved dialogue with stakeholders: Stakeholders include fishers who earn a
livelihood around the three islands and are oftentimes poachers, boat operators, tour operators, hotel owners
and others who work with the three islands. A stakeholder analysis will identify genuine stakeholders who
are affected by and concerned with the operation of the islands. Mechanisms for outreach programs, through
informal education, workshops and other means will be developed and implemented. Workshops, seminars
in the Center, open-days, field demonstrations, family days, island excursions, etc, to promote wider
participation in biodiversity conservation among a wider range of stakeholders will be implemented. The
process will also identify and facilitate partnerships with some stakeholders in various project activities.
Another key objective is to expand the project to include other islands in the partnership model.
b) Increasing community outreach and support through schools: It has been proven through programs by the
WildLife Clubs that community perception can best be modified through the children who in turn influence
their parents. School curricula at various levels, from primary to the Maritime School will be reviewed and
where appropriate, new material from the project will be added in co-operation with Ministry officials. This
will build on ongoing efforts by BirdLife Seychelles, which is working with the Ministry of Education along
these lines.
c) Develop community awareness material on islands’ biodiversity: Awareness materials, in particular popular
publications on island biodiversity be produced or upgraded to provide more information on globally rare
and threatened marine and avian biodiversity endemic to each island. These will be sold to visitors and
others but also distributed free to key stakeholder groups, schools and community Centers to increase the
communities' perception of the value of the three islands.
d) New local partner development: This three-island project has elicited much interest in Seychelles already.
Other potential collaborators currently managing adjacent biodiversity sites such as the Marine Parks
Authority on Curieuse Island, the Ministry of Environment and Transport on Booby island and the Praslin
Development Fund at Fond Ferdinand (Praslin) have all expressed interest in a much wider partnership for
biodiversity conservation on Praslin and adjacent islands. The project will support a process using tested
methodologies as identified through the GEF-funded Avian Ecosystem Management (i.e. island biodiversity
assessment and socio-economic methods) project for a biophysical and socio-economic review of potential
new partner islands and sites in the Praslin archipelago area with a goal of attracting at least one new partner
by the end of the project. This is with a view to broadening the influence and sustainability of the project.
e) Technical advisor: education, advocacy and outreach: A technical advisor will be recruited for one year to
initiate the implementation of the above-mentioned programs for biodiversity awareness and advocacy and
for community outreach, partnerships and stakeholder participation. A coherent strategy will be produced to
feed into the systems plan (to be developed under 2/ D-g)) so as to integrate these Programs with the other
parts of the project as well as to build a work plan for the future post-project The Technical Advisor will
work with a local counterpart, and add input into Center design around these functions.
f) Establishment and operation of steering committee: The project will contribute to the establishment and
operation of a high-level steering committee representing the executing agency and the other two partners,
RSNC and Cousine Island Pty Ltd.
Seychelles Private Islands GEF MSP proposal – 14 August 2001
2.2 Current Situation-Baseline
2.2.1 Summary of biodiversity conservation achievements by the adjoining islands
Each island has a slightly different focus of activity and approach for biodiversity conservation that has yielded
successful results including:
 Unique programs leading to the recovery and gradual expansion of the most globally threatened land birds
associated with coastal forests in Seychelles (Seychelles warbler, magpie-robin, and fody)
 Maintenance of globally important breeding seabird populations to become the most important nucleus of
seabird rookeries outside Aldabra in the Indian Ocean
 Expansion of the globally threatened hawksbill turtle breeding population to become the most important in
the Western Indian Ocean.
 Maintenance of globally threatened reef fish species (such as the bump head parrotfish) such that it is the
most diverse in the granitic islands of Seychelles
 Various levels of restoration of indigenous forests from loss-making coconut plantations and conservation of
threatened botanical species (on Aride Island for example the reduction of threats to the endemic Rothmania
annea population)
 Good progress in maintaining a diverse range of endemic reptiles, amphibians and invertebrate taxa
 The only major islands in Seychelles hosting rare and endangered birds that are completely free of
mammalian predators; rats, cats, and dogs4
 Long-term data from monitoring programs, in some cases (for turtles on Cousin island for example) as far
back as 27 years
 Ability to generate revenues form eco-tourism to offset varying levels of recurrent costs for conservation
programs
 Education and awareness programs for both Seychellois and foreign visitors
2.2.2 Summary of baseline constraints
The baseline scenario does not strengthen collaboration among partners. With notable exceptions such as the
Magpie-robin Recovery Program, collaborative activities will continue to be ad-hoc and poorly coordinated.
Collaboration was initiated within the GEF funded Management of Avian Ecosystem project and the Dutch
Trust funded seabird project and included several collaborators but demonstrated key limitations and several
lessons learned.
The baseline case will also see biodiversity conservation in the adjoining island region continue on its present
course but without significant scope for enhancements in priority areas and limited ability to strengthen
collaboration. In the longer-term, the baseline case will see a continued reliance on expatriate professional and
technical staff and limited opportunities to develop local capacity. The baseline fiscal position of the partner
islands and government for new and incremental conservation is quite weak. This means that only very limited
outreach and partnership programs can be established to develop empowered stakeholders who will actively
participate in biodiversity conservation. Also, islands are not in a strong enough technical and financial position
to address growing environmental concerns from human development, for example improving water and
sanitation, converting to solar power, etc. The baseline scenario will see limited opportunities to raise greater
awareness among Seychellois about island biodiversity conservation.
The proposed project will address these baseline issues. In December 1996, BirdLife International and the
Royal Society for the Protection of Birds (RSPB) organized a participatory workshop as part of the process to
4
At the time of writing, three other islands, Denis, Fregate and Curieuse, were undertaking rat eradication programmes.
BirdLife Seychelles was providing direct technical assistance and materials to Fregate.
Seychelles Private Islands GEF MSP proposal – 14 August 2001
establish BirdLife Seychelles and an associated program of activities5. Many of the key issues identified through
this process mirror those listed above. Examples include inadequate public education, poor organization and
dissemination of scientific information, inadequate finances, poor coordination of programs, and shortage of
local skills.
2.2.3 Relevant conservation activities by other programs
Presently, there are several initiatives addressing biodiversity conservation for small islands in the Seychelles.
Major ones include:
A GEF co-financed Management of Avian Ecosystems project has been executed by the Government of
Seychelles and implemented by BirdLife Seychelles. Its aim is to improve ecosystems important for endemic
birds through research, biological and socio-economic island assessment and restoration activities including
translocations of globally threatened endemic birds. This project has had co-financing elements which
researched habit quality of magpie robins on Cousin island. Restoration activities are being undertaken on
degraded islands and not on Cousin, Cousine or Aride. The ability to conduct research and monitoring and to
improve general conservation and management on the three islands remains restricted as these were beyond the
scope of the project.
The Management of Marine Ecosystem Project is a recently approved medium-sized GEF project, executed
by GOS and implemented by the Marine Conservation Society of Seychelles, Marine Parks Authority and the
Ministry of Environment and Transport. The project will improve monitoring of marine ecosystems, identify and
address impacts on marine ecosystems, evaluate the socio-economic impacts of marine ecosystem degradation
and strengthen institutional arrangements through a network of marine protected areas. None of the island
partners (BirdLife Seychelles, RSNC or Cousine Island Ltd.) is an executor or implementer and human capacity
and necessary equipment to participate or take advantage of this project is currently lacking on these islands.
Moreover, the strengthening of the marine protected areas system component does not include the three islands.
This marine project however would build the necessary methodology and monitoring applications that can be
used by these partner islands if capacity and material resources are put in place as envisaged under this current
MSP application.
The Regional Coral Reef Monitoring Network program in member states of the Indian Ocean Commission
(COI) within the Global Coral Reef Monitoring Network (GCRMN) is partly co-financed by GEF. It is regional
in scope and focuses on strengthening marine networks between Comoros, Madagascar, Mauritius, Seychelles,
and Reunion. A National Coral Reef Network exists in Seychelles. BirdLife Seychelles is a member of this
network. The linkages with the current proposal are within the marine element where collaboration with the COI
and GCRMN will be necessary to ensure consistent and compatible methods for monitoring. Data collected from
partner islands will be shared with the Regional Coral Reef Monitoring Network through the national link,
which is the Ministry of Environment and Transport. The National Coral Reef Network is presently weak but is
expected to benefit from some limited regional GEF funding. At present it is unclear whether any of the partner
islands would benefit directly from this regional project because of the limited financing available.
The Shoals of Capricorn Program is a multi-disciplinary geographical and marine science research, education
and training project in Seychelles and Mauritius executed by the Royal Geographical Society (UK) in
collaboration with the governments of the two countries. Since 1997, the project has organized marine research
and education activities in Seychelles. Also, a marine display has been established at the Natural History
Museum in Victoria. BirdLife Seychelles is represented on the local coordinating committee. The Shoals of
Capricorn project has a limited budget, which was topped up recently by Darwin Initiative funds from the UK,.
The Shoals project is expected to come to closure by the end of 2001. The Government and the Royal
Geographical Society are presently making plans for the transfer of ownership to Seychelles. The coordinating
Hoffmann, D., Neubauer, E., and J. Stevenson (Eds.) 1997. Seychelles country programme – report on planning workshop.
December 16-20, 1996, Bedford, UK. RSPB and BirdLife International.
5
Seychelles Private Islands GEF MSP proposal – 14 August 2001
committee has approved the take over and maintenance of the educational component of this project by BirdLife
Seychelles. This will enhance the scope for collaboration within the Praslin Center.
The Praslin Development Fund (PDF) manages the 122 ha Fond Ferdinand, Coco de mer reserve on Praslin.
This area was purchased by the government in 1876 and was the first Coco de mer reserve in the country. A
project is underway to legislate the area to a National Park, develop tourism facilities and infrastructure, and
modify the natural habitat to support greater numbers of black parrots. The area will open in June 2001. A key
objective is to offer the area for education and awareness through the Wildlife Clubs of Seychelles. A strong link
exists with the proposed Praslin Center with joint education and awareness program. The Chairman of the PDF
has assisted BirdLife Seychelles with lease of land for the Center on Praslin and actively supports the present
GEF proposal.
2.3 Expected Outcomes of the GEF Alternative
2.3.1 Major project outcomes
The project will directly address the main issues that currently pose barriers to long term management and
conservation of the three islands. The main project outcomes will be:
 Development and establishment of mechanisms to improve the technical, institutional and financial
sustainability of biodiversity conservation on the three partner islands.
 Reduction and mitigation of human impact on the partner islands.
 Development and maintenance of enhanced systems and approach to enable world class science work to take
place.
 Improvement of support from local stakeholders and user groups.
 Enhancement and increase in conservation and management outputs through integration and sharing of
resources and capacity among the partner islands.
 Greater integration of Aride and Cousine Islands into the Seychelles environmental milieu and gradual
expansion of the NGO/private model of island biodiversity conservation to other sites.
2.3.2 Integrated island management as the foundation for project success6
The GEF Alternative (or ‘project’) follows the changing global approach in integrated island management
towards partnerships between NGOs and the private sector. The project recognizes that improving biodiversity
conservation is based on integrated and appropriate science geared to management outcomes. It also develops
financial sustainability to maintain conservation programs. The project intends build long-term capacity for
sustainable conservation and use of island biodiversity through program & capacity building, infrastructure
acquisition and installation, co-management and education & advocacy. The project will be replicable and can
form the basis for wider partnerships with key stakeholders such as community groups, fishers, hotel managers
and tour operators. As experience is gained in the project, it is anticipated that the collaborative management
model will be extended to other islands in the Praslin area, following careful assessment and selection based on
sound methodologies. The project also educates people about biodiversity conservation in the adjoining islands
and the value of biodiversity and thus reduces conflicts. By doing so, the project addresses market, institutional
and implementation failures that are root causes of biodiversity decline. The Praslin Center is an important focal
point for coordinating project activities as part of a broader goal of developing into a regional Center of
excellence for adjoining island biodiversity.7
6
7
Refer to attachment 2 for a definition of capacity building based on education andadvocacy a programmes
See attachment 3 for more details about the functions of the proposed Praslin Centre
Seychelles Private Islands GEF MSP proposal – 14 August 2001
2.4 Proposed Project Activities with Financial Inputs
The following broad activities are proposed, around four key project elements.
Main project elements and total project costs:
1. Small Island Ecosystem Management (USD 727,500 and Co-financing USD 795,200)
 Establish collaborative Management Center on Praslin
 Improved management of terrestrial and marine habitats and important species
 Institutional strengthening
 Capacity building and training
 Project co-ordination, monitoring and administration
2. Public education and advocacy programs (USD 237,000 and Co-financing USD 35,000)
 Develop biodiversity awareness and advocacy programs.
 Establish community outreach, partnership and stakeholder participation programs
The activities, index measurements, locations and outputs are listed below:
Activities
1.Small
island
Ecosystem
management
A. Establish collaborative
Management and Resource Center
on Praslin (Total: GEF+ Cofinancing. USD 658,500)
Location
Praslin







B. Institutional strengthening
(Total: GEF+ Co-financing. USD
413,500)
Mahe
Praslin
Cousin,
Aride
Cousine









C. Capacity building and training
(Total: GEF+ Co-financing. USD
20,000)
Praslin
Cousin,
Aride
Cousine
Outputs
Index Measurement


Land secured as matching contribution to
GEF funding.
Center designed and costed to fit budget
and detailed needs.
Technical working group established at
beginning of project Marketing and
promotion study completed
Project vehicle acquired
Construction and finishing completed,
including basic habitat rehabilitation as
budget will allow
All Center staff recruited and in place
Center fully operational, handling
management and project operations and
generating revenues
Work with government to strengthen
legal mandate for Cousine Island
Alternative energy systems identified,
ordered and installed
Begin work on green certification of
islands
Improve inter-island boat operations and
linkages and communications to improve
collaboration
Develop guidelines for dive –tourism
with islands government, dive operators,
etc.
Headquarters on Mahe designed and
construction initiated
Mahe headquarters completed and
opened to wildlife clubs, public, etc.
Development of longer-term financial
mechanisms
Establish registered Association for
partners to sustain activities after the
project
Training
plan
developed
and
implemented, intern and volunteer
programs designed
Courses implemented to build human
resource capacity








Buildings
Habitat garden
1 Report
24 meetings
Pickup truck
4 staff
20, 000 visitors
10 scientist weeks/yr.



Legislation
ISO certificate
Headquarters on main
island
New boats, engines;
mobile phones, email,
computers,
walkie
talkies
1 Report
Tourism
revenues
increased on partner
islands (10%)
Report on options for
establishing external
trust/endowed trust
fund
New organization








1 plan
25
interns
volunteers
10 courses
and
Seychelles Private Islands GEF MSP proposal – 14 August 2001
D. Improved management of
terrestrial and marine habitats and
important species
(Total: GEF+ Co-financing. USD
265,700)
Praslin
Cousin,
Aride
Cousine
Mahe














E. Project management and
administration (Total: GEF+ Cofinancing. USD 165,000)
Praslin
Mahe




2. Public Education and
Advocacy programs
A. Develop biodiversity
Awareness and advocacy
programs (Total: GEF+ Cofinancing. USD 96,000)
Praslin
Cousin,
Aride
Cousine
Mahe






B. Establish community
outreach, partnership and
stakeholder participation programs
(Total: GEF+ Co-financing. USD
176,000)
Praslin
Cousin,
Aride
Cousine
Other
islands







Establish systems plan
Establish
terrestrial
monitoring
frameworks, GIS and data base formats
Install permanent markers as specified,
digitize biodiversity data through GIS.
Establish climate monitoring station
Field technical advisor in science,
management planning, monitoring, etc,
for 12 months
Complete study and implement projects
for improved water and sewage
management
Field seabird monitoring coordinator
Strengthen computerized data bases with
partner islands
Work on vegetation dynamics initiated
Field technical advisor in regional and
international partnerships for one year
Recruit and install Aride Warden
Complete monitoring and data base
development, and vegetation dynamics
Establish marine monitoring frameworks,
and implement programs in collaboration
with ongoing projects
Procure diving boat and diving
equipment, regular maintenance

Project co-ordination unit established by
executing agency
Acquire office equipment and office
space for co-ordination unit, local
transport
Completion of project monitoring and
reporting as per Implementing Agency
requirements
Mid-term review in Yr2


Study tour or fielding of expert for input
in design of interpretative area and
materials
Center interpretative needs identified,
plan and costs developed
Strengthened eco-tourism capabilities on
each island
Interpretative material acquired for
Center, web site operational
Documentation
Center
completed
operational at Praslin Center
Final acquisition of materials for Praslin
Center


Initial
work
to
build
external
constituency, continuing through Yr3
Begin work to develop awareness
materials on each island
Technical advisor in education, advocacy
and outreach recruited for one year
Integrate ecosystem management outputs
with advocacy and outreach programs
Steering Committee established
Initiate work to review new island sites
through agreed process
Work with Ministry of Education to
integrate material into formal education
through Yr3






























1 plan and 2 subplans.
Computerized
database and GIS
24
surveys
and
studies
Equipment
6 scientific papers
5 reports
2 red list species
threat levels reduced
3 new projects and
programs
Aride Warden
1 sub-plan
24 surveys
Boat
Equipment
Staff
Equipment
and
materials
Quarterly and Annual
Reports
Budgets and accounts
Minutes of meetings
Review report
1 Report
20
posters
displays
24
lectures
workshops
Building
equipment
Visitor amenities
trails on islands
Web site
Library materials
25 media articles
programs
and
and
and
and
and
15
stakeholder
meetings
Newsletter, brochures
and leaflets
1 Report
1 staff
30 electronic and 4
physical meeting
Formal
education
materials
1 new partner
Poaching
levels
reduced (50%)
Seychelles Private Islands GEF MSP proposal – 14 August 2001
3.
SUSTAINABILITY ANALYSIS AND RISK ASSESSMENT
3.1 Sustainability analysis
The sustainability of the GEF Alternative is largely predicated on the Center generating sufficient revenues
through a mix of visitor fees, merchandising, accommodation, donations, fees for visiting scientists, etc, to at
least cover the recurrent costs after the GEF project ends. A financial analysis indicates that under conservative
assumptions of recurrent costs and revenues, the Center can sustain project activities and generate a modest
surplus. The GEF project is designed to put the Center on an operational footing and allow a reasonable
“breathing space” for the partners to achieve confidence in managing the facility and collaborative conservation
programs. A financially sustainable Center on Praslin will allow the comprehensive biodiversity conservation
programs to be sustained after the GEF project support ends.
A sensitivity analysis8 for the Center shows that net revenues are most responsive to changes in visitor numbers.
Tour companies have argued for a zero entry fee to encourage operators to bring people. Visitors can then spend
money through merchandise sales, donations and refreshments. The price elasticity of demand for an entry fee is
felt to be high and could discourage visitors. On the other hand, there is a strong case to be made for modest
entry fees. This option should be monitored over time, and if necessary, an entry fee considered. A recent survey
from Cousin island indicated that a significant proportion of visitors want to make a donation, purchase high
quality merchandise, or both. The exact mix of revenue generation by source will need to be determined with the
assistance of travel companies, who will be responsible for bringing a high proportion of foreign visitors to the
Center. A marketing/promotion study early in the project will help establish what the most efficient revenue mix
might be and how to extend the revenue generation function beyond the Center to hotels, other tourist areas, etc.
Given that almost 100,000 tourists visit Praslin each year, tour operators suggested that 25,000 is a realistic
figure for the Praslin Center through tours organized by major travel operators, and drop-in traffic. Presently, the
Vallee de Mai World Heritage Site on Praslin receives approximately 45,000 visitors per year. There are
excellent opportunities to develop new eco-tourism packages, which will include the Center as one stop.
Adding an external trust and trust fund would facilitate the longer-term vision of extending the model to other areas
of Seychelles. The GEF Alternative will provide legal assistance to explore the option of establishing a trust fund.
Aride is presently undertaking to increase endowments through a donation campaign. RSPB in the UK is presently
exploring a trust for BirdLife Seychelles. Another option is thus for existing (or planned) trusts to be augmented by
additional donations, and an agreed portion of annual income applied to collaborative conservation programs in
Seychelles.
3.2 Risk Assessment
The principle risks to project success and sustainability are:
a) Financial
The main risk is not generating sufficient revenues to sustain the Center and programs after the GEF support
ends. As shown in the previous section, under conservative assumptions, including 25,000 visitors per year, the
Center should generate enough revenue to sustain recurrent costs for the facility and various biodiversity
conservation programs initiated during the project. The Center is sustainable even with 20,000 visitors a year and
a zero entry fee. Discussions with major tourism companies indicate strong support to include the Center as part
of existing and new eco-tourism packages. The tour companies will be close collaborators in the tourism-visitor
side of the Center. The Center will be promoted to attract resources for collaborative research with marine
8
See attachment 4 for a spreadsheet showing the assumptions used in the sensitivity analysis
Seychelles Private Islands GEF MSP proposal – 14 August 2001
institutes, science networks, and universities. This “magnet” effect will build on current island experience and
contacts in this area.
b) Institutional Issues
The main risk is being unable to develop partnership mechanisms between the partner islands and owners/parent
organizations. Throughout the project formulation process, all partners have actively participated. A draft
implementation agreement is attached (see Annex 5) that indicate the commitment of all partners to this project,
both in terms of financial inputs and contributions in-kind. The collaborative approach developed and
coordinated by BirdLife Seychelles used for the critically endangered Seychelles Magpie-Robin (Seychelles
Magpie-robin Recovery Team – SMART) has demonstrated that effective island collaboration is possible.
c) Lack of government support
The Government of Seychelles has approved this project via the GEF focal point in the Ministry of Foreign
Affairs. BirdLife Seychelles has leased 2,000 m2 site for the Praslin Center worth an estimated 200,000 USD
through negotiations with the Ministry of Land Use and Habitat and the Praslin Development Board (see
Attachment 5). The Vice President, who is also the Minister of Environment, in a recent meeting with the Chief
Executive of BirdLife Seychelles, expressed his support for the project. Further, strong support is apparent from
other Ministers such as the Minister of Education and the Minister of Local Government, Youth and Sports. (see
Attachment 6) The executing agency is working with many government organizations through formal and
informal ties.
d) Severe downturn in tourism industry
The government of Seychelles has implemented an international tourism-marketing program to increase
revenues from this sector. One potentially important promotional element (tentatively called “Eco-Topia”) will
be directed towards a specialized high-income niche market favoring exclusive eco-tourism. Given the stable
government, small population and absence of ethnic or racial problems in Seychelles, it is extremely unlikely
that a Zimbabwe-style political and economic meltdown (where tourism dropped by 80 percent in the first six
months of 2000) could happen. The most likely scenario is increased tourism activity due to better marketing and
greater investment by Seychellois in tourism.
e) Human resource capacity constraints
A major thrust of this project is to develop local capacity for biodiversity conservation both in the adjoining
island region and beyond. This initiative is contingent on finding Seychellois professionals who can assume key
positions at the Center, augmenting existing skill sets with training programs. Cousin Island has been run wholly
by Seychellois wardens and manager since 1984. The Praslin Center positions will offer competitive salaries;
therefore recruiting highly competent and motivated local staff should not be an impediment to the project
success. BirdLife Seychelles has proven that highly skilled Seychellois can be recruited by an NGO offering
attractive conditions of self-development, career advancement and social responsibility. Another indicator is that
RSNC has set a long-term goal of establishing a Seychellois Warden on Aride; the project will assist with this
process.
4.
REPLICABILITY
One of the main barriers to sustained conservation of the three partner islands has been identified as the seeming
lack of appropriate models for high biodiversity sites that are not state–owned. The management on the three
islands have therefore evolved their own style of management. This project by installing a shared program
framework and infrastructure will enable the pooling of the experiences and distillation into what could be
disseminated as wise practices for conservation of NGO and privately owned and managed islands. The project
also has resources to explore the possibility of bringing in new partners locally. This will further hasten the
propagation of the model. The potential for replicability of the model internationally, especially amongst Small
Seychelles Private Islands GEF MSP proposal – 14 August 2001
Island Developing States (SIDS) is high since several of these countries posses privately owned or managed
conservation sites or are intending to follow that route.
5.
STAKEHOLDER INVOLVEMENT AND SOCIAL ASSESSMENT
A bottom-up approach was used with the PDF-A process to build consensus among potential partners who each
have a slightly different vision and model for island biodiversity conservation. Beginning in June 2000, the
external consultant and island managers developed a shared vision for the collaborative biodiversity conservation
project, identified priority issues, activities, and possible institutional structures for implementation, and
suggested stakeholders for wider consultation. This process resulted in a draft project design from an island
perspective.
In August-September 2000, senior management in the parent organizations and island owners met, reviewed the
draft and provided input from a broader perspective. The last step was a final meeting of island managers and
senior representatives in October 2000. At the same time, the consultant (as well as senior BirdLife Seychelles
staff) consulted with the stakeholders identified by island managers, to gather input and seek commitment where
appropriate.9 More than two-dozen individual stakeholders were consulted, up to the CEO, Principle Secretary
and Ministerial level. Stakeholders received periodic briefing notes and project review drafts throughout the
formulation process.
The executing agency has built a strong constituency among schools and community groups primarily through its
partnership with the Wildlife Clubs of Seychelles and also through other links. For example its Chief Executive
was in 2000 elected (for a 3 year term) Chairman of the national umbrella organization for NGOs in Seychelles
(LUNGOS), which has about 60 member NGOs including many grass-roots groups; he has been involved in
launching new groups ranging from the powerful Women’s Parliamentarians Association to the popularly-based
Association for Responsible Fathers. Aride, Cousin and Cousine have had some success building shared
understanding with other resource users such as fishers and tour operators, however much more work in this area
is required. The GEF Alternative will build on this progress by enhancing capacity among relevant stakeholder
groups and raising awareness among all Seychellois on the importance of biodiversity conservation on small,
adjoining islands.
6.
INCREMENTAL COST ASSESSMENT
Without the project, the partners would be able to implement a baseline conservation program costing
approximately 800,000 USD per year, with little scope for improvements. The longer-term financial constraints
would gradually reduce conservation activities on each island and preclude any development of collaborative
management programs for globally important avian and marine biodiversity. Other potential partners would have
no mechanism to engage in collaborative management and benefit from the shared knowledge of the three
islands. The partners would continue to rely on external consultants to a large degree with limited opportunities
to develop local capacity for sustained conservation of globally important biodiversity within the inter-island
region. Selected short-term conservation projects would be maintained but necessary and vital incremental
improvements to globally important biodiversity and program sustainability could not be addressed. Local
communities and other stakeholders would not gain an increased awareness of the value of globally important
biodiversity on the three islands (and in the wider region), with a subsequent continuation of poaching and other
impacts.
9
Refer to attachment 7 for a list of stakeholders consulted during the PDF-A process
Seychelles Private Islands GEF MSP proposal – 14 August 2001
The GEF alternative will provide the resources to address these issues and move the partners to a more
sustainable model of conservation for the conservation of globally important biodiversity in the region. The
model will be replicable and draw in other partners, thus extending the beneficial impacts of the GEF alternative.
Sustainability will be increased both in terms of developing critical financial mechanisms and through the
development of local human resource capacity. The total cost of the GEF alternative is USD 2,564,500.
INCREMENTAL COST MATRIX (in USD)
Baseline
Global Environmental Benefits
Domestic Benefits
Costs
Alternative
964,500
800,000
1,764,500
800,000
800,000
Increment (Alternative - Baseline)
964,500
0
964,500
The difference between the undiscounted cost of the Baseline Scenario (USD 800,000) and the cost of the GEF
Alternative (USD 2.56 million) is estimated at USD 1.76 million. This represents the incremental cost for achieving
long-term global environmental benefits through the establishment of a sustainable and replicable model of smallisland biodiversity conservation. The GEF Alternative will build capacity for enhanced and conservation, financing
and use of biodiversity through increased ecosystem management, environmental awareness, advocacy, education,
outreach and partnerships.
The GEF Alternative is financed through the GEF (USD 964,500 or 54 percent) and contributions from the
NGO/private partners (USD 830,200 or 46 percent). More details are provided in the budget analysis on the next
page.
Estimated Breakdown of Costs by Budget Component (USD) and Cost Sharing
Components
GEF
Preparation: PDF-A
25,000
Project Elements
Project Management
Consultants and Field Teams
Training
Public education and advocacy
Equipment, Materials, Infrastructure
Travel
Monitoring and Evaluation
TOTAL
48,600
352,450
15,000
55,750
442,200
8,500
42,000
964,500
BirdLife
Seychelles
Cousine
Island
RSNC
45,000
122,000
5,000
0
545,000
20,000
0
737,000
0
2,000
0
0
40,000
0
0
42,000
0
22,200
0
6,500
22,500
0
0
51,200
Note: PDF-A contribution of $25,000 is not included in the GEF funding share for the actual project
Seychelles Private Islands GEF MSP proposal – 14 August 2001
7.
PROJECT IMPLEMENTATION PLAN
7.1 Institutional Framework
Overall project oversight, responsibility and accountability will be held by the executing agency, BirdLife
Seychelles. A contract will be signed between the implementing agency (World Bank) and BirdLife Seychelles
outlining necessary procedures.
A high-level Steering Committee (SC) grouping the partners will be established, consisting of the Chief
Executive of BirdLife Seychelles (representing Cousin Island and the executing agency), the Chief Executive of
RSNC (representing RSNC itself and supporting Aride Island), and the Managing Director of Cousine Island
Pty Ltd.
The SC would oversee the annual work plan, indicative budget and related matters on a no objections basis. An
implementation agreement will be signed between RSNC, Cousine Inc, and the executing agency, outlining the
roles and responsibilities of each organization, contributions, asset ownership, and an efficient decision-making
process. Terms of reference for subsidiary bodies such as a technical Working Group (see below) will be
developed. These terms of reference would form the linkage between the SC, the executing agency and the
Working Group. The SC will meet physically at least once per year, and arrange monthly conference calls to
discuss reports and project performance. An adaptive management approach will be adopted to be receptive to
opportunities and external changes during the project cycle.
Collaborative project activities on the islands themselves will be linked through a technical working group (WG)
comprising of island conservation managers. The WG will initiate project activities on the three partner islands.
Two technical advisors recruited for 12 months early in the project (the first oriented to science and partnerships,
and the second towards education, awareness and outreach) would facilitate initial collaborative planning and
implementation of the project on the islands. The WG will build on the experiences gained from the SMART
program, which has emerged as an effective forum for collaboration between islands for Magpie-robin
conservation. The WG will regularly report to the Project Co-coordinator.
The project coordinator would deal with the World Bank/GEF and SC to fulfill the contractual obligations on
behalf of BirdLife, during the project, particularly monitoring and reporting, budgeting, controlling and
managing accounts, drafting terms of reference for consultants, managing procurement, completing reports to the
implementing agency, and generally servicing the SC as a non-voting Secretary. The project coordinator will be
the most critical link between the SC, WG, the executing agency, and the World Bank. During the project,
disbursements will be made by the executing agency, based on the annual work plan and indicative budget
agreed by the SC and approved by the implementing agency. The project coordinator will be provided with
scientific and technical advice and backstopping from at least four senior technical staff of the executing agency
throughout the project.
Following legal advice, the partners have agreed in principle to consider at the mid-term review the development
and establishment of a Registered Association in Seychelles or other appropriate mechanism before the end of
the project.
Seychelles Private Islands GEF MSP proposal – 14 August 2001
7.2 Implementation Plan
Implementation matrix
36
30
24
18
12
Duration (months)
6
Activities
1. Small island Ecosystem Management
A. Establish collaborative Management and Resource
Center
B. Institutional strengthening
C. Capacity building and training
D. Improved management of terrestrial and marine
habitats and important species
E. Project management and administration
2. Public Education and Advocacy
A. Develop biodiversity awareness and advocacy
programs
B. Establish community outreach, partnership and
stakeholder programs
8.
PUBLIC INVOLVEMENT PLAN
Local stakeholders have been and will continue to be an integral component of the project. Aside from the main
partners and parent organizations/island owners, the PDF-A process identified key stakeholders. These include
the Ministry of Land Use and Habitat, Praslin Development Board, Ministry of Local Government, Ministry of
Environment and Transport, Ministry of Education, parastatals, Wildlife Clubs, relevant NGOs, community
groups on Praslin and adjoining islands, tour operators and fishers. It is envisioned that an annual general
meeting (or open house) held near the end of each fiscal year would allow all interested stakeholders to be
briefed on the past project performance and provide input to the following year’s planned activities.
Stakeholders will also be invited to participate in various activities such as demonstrations, workshops, etc.
throughout the year. In addition, interested stakeholders would receive regular published outputs such as project
updates, brochures, research notes, etc. as they are produced and disseminated. The project will establish a
collaborative web site, linked to both science and tourism sites around the world. Regular media involvement
will be a feature of the project to help disseminate information from the project. The project has resources to
seriously explore the possibility of bringing in new partners as stated previously. Through these processes, some
stakeholders could eventually become collaborators in certain project elements. Specific project activities would
also develop shared knowledge with targeted stakeholders who have a critical role to play in achieving the
longer-term goal of sustained biodiversity conservation, financing and use.
Seychelles Private Islands GEF MSP proposal – 14 August 2001
9.
MONITORING AND EVALUATION PLAN
The project coordinator, in consultation with the technical working group, project staff, executing agency and
steering committee, will undertake regular monitoring and reporting on the project. This will include
performance against independently verifiable indicators, a description and analysis of stakeholder participation,
and budget performance. Annual independent financial audits are a regular component of monitoring and
evaluation. A mid-term review is planned to help guide adjustments to the project. Preliminary verifiable
indicators are presented in the following matrix. These will be used to guide the preparation of more detailed
indicators by the technical working group and project administrator, at project initiation.
Project activities
1.
Small Island Ecosystem management
2.
Public Education and Advocacy
Indicators
s) Management and Resource Center on Praslin built and
operational
t) Partners collaborating on all activities and working
effectively to deliver project outputs
u) Minimum of 20,000 visitors to Center in third year
v) Minimum of 1000 schoolchildren visitors in third year
w) Materials developed and introduced within National
Curriculum
x) At least one new partner joins collaborative
management program
y) 3-island reports on biodiversity monitoring and
management produced annually plus minimum 2 peerreviewed papers produced annually
z) Threat levels of minimum two IUCN red-listed species
reduced
aa) Registered Association in Seychelles to facilitate
partnership after project
bb) Tourist revenues increased on Aride and Cousin by
minimum 10%
cc) Legal conservation status for Cousine.
dd) At least one island achieves ISO certification
ee) BirdLife Seychelles headquarters operational on Mahe
with linkages to Praslin Center and backstopping
provided to all key project activities
ff) Poaching incidents reduced by 50%.
gg) 15 local staff on key programs
hh) 10 scientist weeks occupation of resource center
ii) 10 lectures/seminars/workshops
jj) Accounts managed properly
Seychelles Private Islands GEF MSP proposal – 14 August 2001
10. DETAILED BUDGET: Estimated Breakdown of costs by budgetary categories
GEF Funds
in USD
1.Small Island Ecosystem Management
A. Establish collaborative Management and Resource Center on
Praslin
a) Design and construct facility, acquire site
b) Creation of landscape habitats
c) Equipment and furnishings
d) Facility operating and maintenance costs
e) Center staff costs:
Center manager
Education, advocacy and outreach program coordinator
Receptionist
Administration officer-visitor services
Maintenance-cleaning services
f) Operation of the technical working group (WG)
g) Transport
h) Marketing, promotion study for sustainable revenue generation
Sub-Total 1-A
Co-Financing by in USD
BirdLife Cousine
RSNC
190,000
17,000
19,000
45,000
200,000
0
37,500
11,000
30,000
8,000
500
27,500
3,000
30,000
388,500
230,000
Total Cost in
USD
40,000
430,000
17,000
19,000
45,000
30,000
37,500
11,000
30,000
8,000
500
27,500
3,000
40,000
0
658,500
B. Institutional strengthening
a) Strengthen the legal status of Cousine and other potential
private partner islands
b) Strengthen rules, regulations and standards for dive tourism
c) Installation of alternative energy systems
d) Green certification of island operations
e) Improved inter-island boat links and operation
f) Improved inter-island communications
g)Construction of BirdLife Seychelles headquarters on Mahe
h) Technical assistance for external trust and fund creation
i) Establish new Association for partners
0
1,000
1,000
5,000
25,000
5,000
0
0
0
2,500
500
1,000
25,000
25,000
9,500
300,000
6,000
25,000
30,000
38,500
10,000
Sub-Total 1-B
38,000
359,500
C. Capacity building and training
a) Plan and implement capacity building and intern programs
15,000
5,000
Sub-Total 1-C
15,000
5,000
24,000
10,000
34,000
10,000
5,000
15,000
5,000
7,500
15,000
0
20,000
50,000
10,000
37,000
20,000
25,000
5,000
171,000
72,500
D. Improved management of terrestrial and marine habitats and
important species
a) Strengthen monitoring programs for habitats and important
terrestrial species
b) Improving scientific understanding of vegetation dynamics and
ecology, and alien species to guide habitat restoration
c) Improving scientific understanding of marine ecosystems to
guide conservation priorities
d) Strengthen computerized shared data bases and GIS
e) Seabird monitoring coordinator
f) Assessment and management of water and sewerage
g) Technical advisor: science and protected areas
h) Counterpart facility for Aride warden
i) Marine monitoring equipment and materials
Sub-Total 1-D
13,500
500
2,500
500
2,000
14,000
413,500
0
0
0
7,500
14,700
0
22,200
20,000
20,000
35,000
25,000
25,000
50,000
24,700
37,000
265,700
Seychelles Private Islands GEF MSP proposal – 14 August 2001
GEF Funds
in USD
F. Project management and administration
a) Project coordination unit
b) Provision of office equipment and office space
c) Consumables
d) Local transport
e) Phone, courier, postage
f) Professional auditing and management fees
g) Monitoring and Evaluation (Reviews)
77,000
4,000
9,500
3,000
3,000
13,500
5,000
Co-Financing by in USD
BirdLife Cousine
RSNC
Total Cost in
USD
77,000
29,000
9,500
23,000
3,000
13,500
10,000
25,000
20,000
5,000
Sub-Total 1-F
115,000
50,000
0
0
165,000
Total Element 1
727,500
717,000
42,000
36,200
1,522,700
6,500
54,500
8,500
4,000
7,500
30,000
15,000
96,000
2. Public Education and Advocacy
A. Develop biodiversity awareness and advocacy programs
a) Design and development of interpretive material for Praslin
Center
b) Develop documentation function at Praslin Center
c) Establishment of web site
d) Strengthen eco-tourism functions and capability on islands
Sub-Total 2-A
B. Establish community outreach, partnership and stakeholder
participation programs
a) Develop mechanisms for improved dialogue with stakeholders
b) Increase outreach and support through schools
c) Develop community awareness materials on islands’
biodiversity
d) New local partner development
e) Technical advisor: education, advocacy, outreach
f) Establishment and operation of steering committee
48,000
4,000
7,500
21,500
81,000
19,000
17,000
15,000
0
0
19,000
17,000
35,000
20,000
50,000
50,000
5,000
50,000
50,000
5,000
Sub-Total 2-B
156,000
20,000
0
0
176,000
Total Element 2
237,000
20,000
0
15,000
272,000
TOTAL PROJECT COSTS
964,500
737,000
42,000
51,200
1,794,700
TOTAL GEF
TOTAL CO-FINANCING
Total BirdLife Seychelles
Total RSNC
Total Cousine Island LTD
TOTAL PROJECT COST
964,500
830,200
737,000
51,200
42,000
1,794,700
Seychelles Private Islands GEF MSP proposal – 14 August 2001
Attachment 1. Description of the Adjoining Island Partners
Cousin Island is 29 ha, less than 2 km from the western seaboard of Praslin. In 1968, the island was purchased from the
private owners by the British section of International Council for Bird Preservation (ICBP) for just over £16,000. Because
the ICBP could not legally hold land, the title was held in trust by the Society for the Promotion of Nature Reserves (SPNR)
which was a constituent body of ICBP. Both organisations have since transformed: ICBP into BirdLife International and
SPNR into the Royal Society for Nature Conservation (RSNC). After 1968, BirdLife International managed the island from
the UK. In January 1998, BirdLife Seychelles (BLS) was established as a local NGO to manage Cousin Island on behalf of
BirdLife International within a broader mandate of environmental conservation in the country. The island is still held in
trust by RSNC for BirdLife International.
The island is an important bird area (IBA), of high ornithological value, and a designated Special Reserve by the
government of Seychelles. It hosts stable or growing populations of three globally threatened birds: Foudia sechellarum
(vulnerable), Acrocephallus sechellensis (critically endangered), and the Copsychus sechellensis (critically endangered).
The island also supports significant populations of less threatened endemic land and seabirds. Cousin is home to several
endemic reptiles including the rare terrapin (Pelusios subniger), giant tortoises (Dipsochelys dussumieri) and the globally
threatened hawksbill turtles (Eretmochelys imbricata).It is the W. Indian Ocean’s most important nesting site for this
species. The island’s reserve extends 400 metres into the sea, encompassing pristine coral reefs, diverse marine habitats and
most important fish biomass of the marine reserves in the granitic Seychelles. Nature conservation is centred around
terrestrial eco-tourism, with approximately 10,000 people (mainly foreign tourists) per year visiting the island on half-day
tours. The eco-tourism supports conservation and research activities on the island. The island is run by a local Manager,
Assistant Manager and 5 to 6 wardens. One major issue is that Cousin has reached a capacity limit for revenue generation.
The annual visitor load cannot be increased without higher congestion and reduced tourism values. In addition, higher
visitor numbers would require more staff presence on the island, which would bring higher environmental impacts relating
to water, sanitation and infrastructure. The island staff have extensive experience with working with local schools,
communities and decision-makers; they have significantly reduced poaching levels to almost zero over the last decade or so.
Aride Island is 68 ha, and lays 9 km north-west of Praslin, within visual sight of Cousin and Cousine islands. The late
Christopher Cadbury of the UK purchased the island in 1973 on behalf of the Royal Society for the Protection of Birds
(RSNC). Aride was declared a Special Reserve in 1979. The island is an IBA with over 1 million seabirds of 10 different
species, making it one of the most important seabird colonies in the Indian Ocean. With landbirds, Aride hosts the globally
threatened Acrocephallus sechellensis (translocated from Cousin in 1988), and attempts are now being made to translocate
the critically endangered Copsychus sechellensis (from Fregate island). Aride hosts eight major reptile species, of which
seven are endemic to the Seychelles, The island has a boundary extending 200 metres offshore, enclosing coral reefs with
diversified marine life. The island is managed as a wildlife sanctuary, with research and monitoring being primary
functions. With its long history, Aride has accumulated a wealth of scientific data on land and seabirds, and extensive
experience in habitat management. Eco-tourism is fairly small (about 2,000 day visitors per year) partly because of the
distance from Praslin and the rough seas during the winter monsoon season that hinder boat landings. The tourism operation
provides significant revenues for island conservation, but these are insufficient to cover all conservation costs. Budget
deficits are augmented by RSNC contributions and periodic donations from the Cadbury family. A Manager and partner,
three Seychellois staff as well as UK-sourced volunteers reside on the island. Poaching of seabird eggs is a periodic
problem.
Cousine Island is 26 ha and is located just 2 km west of Cousin. As a privately owned island, Cousine lacks the
environmental protection of Aride and Cousin’s Special Nature Reserve status. There is a need to strengthen the legal
environmental status of Cousine. The owner is managing the island as an eco-tourism resort, with four luxury villas catering
to high-income visitors who arrive by helicopter. The tourism operation has just started and will require some time to pay
back the investment and generate profits. One environmental concern is the impact of more intensive human activity on
Cousine, for example with surface and groundwater management. The owner is committed to conservation; eco-tourism
was established mainly to provide long-term sustainable income for biodiversity conservation. Cousine hosts similar avian
and marine species as on Cousin and also has valuable coral reefs offshore. The island is a major breeding site for the
globally threatened Hawksbill turtle. Permanent staff live on the island to manage hotel, catering and conservation
functions. The owner pays for a full time island conservation officer and funds research and conservation projects.
Seychelles Private Islands GEF MSP proposal – 14 August 2001
Attachment 2. Definition of Terms
The overall goal of the project is to build capacity for sustainable and integrated conservation, financing, and use of
biodiversity within the adjoining island region through enhanced environmental education, awareness, outreach, and
ecosystem management. The project is based on a partnership of three islands (two NGO and one private) that will
gradually be extended to other islands following a careful assessment using methods developed in the Avian GEF project. It
is important to reach a common understanding of terms and definitions, particularly as they relate to the capacity building
process, which is fundamental to the overall aims and objectives of this proposed project.
a) Capacity Building
The definition from Agenda 21 (Chapter 37, UNCED, 1992) is:
"Specifically, capacity building encompasses the country’s human, scientific, technological, organizational, institutional and
resource capabilities. A fundamental goal of capacity building is to enhance the ability to evaluate and address the crucial
questions related to policy choices and modes of implementation among development options, based on an understanding of
environment potentials and limits and of needs perceived by the people of the country concerned". This GEF project will
build technical and institutional capacity in the organisations supporting each partner island through scientific activities, and
collaboration with external scientists and research agencies. The project will also build similar capacity among other islands
and supporting organisations that may eventually join in the partnership. It will build technical capacity among local
professionals and graduate students who will collaborate in various project elements. Finally, the project will build capacity
for participation among communities, schools and environmental clubs. Capacity building is a process rather than an endproduct in itself and will be delivered through several methods using the proposed Praslin Centre as the focal point:
b) Education
Education is the process of learning or teaching material on biodiversity conservation relating to small adjoining islands.
The project will assist the Ministry of Education to integrate material on biodiversity conservation in the school curricula,
which can then be used in formal education programmes. The project will also facilitate the involvement of local students
and scientists in conservation activities.
c) Awareness
In the context of this project, awareness is when a target group has knowledge of biodiversity conservation issues. The
project will raise awareness among stakeholders on the importance of biodiversity conservation on small adjoining islands.
This will build understanding and support for biodiversity conservation in Seychelles in the general public.
d) Advocacy
Advocacy is arguing in favour of a cause, programme, policy, or action related to the environment and biodiversity
conservation. For example, the project will advocate for practices, policies and legislation that reduce degradation of island
biodiversity, for example pollution, overfishing, and poaching. Advocacy can take many forms including awareness and
education, working with stakeholders directly, and influencing policy and programme formulation.
e) Outreach
Outreach is a systematic approach to extend programmes to stakeholders in the project. One approach to be tested in this
project is working directly with communities on Praslin to raise awareness of island biodiversity issues and seek solutions
that are beneficial to all parties. In the longer term, it may be possible to develop community-based solutions to poaching or
over fishing, rather than the present and largely ineffective command and control approaches.
Seychelles Private Islands GEF MSP proposal – 14 August 2001
Attachment 3 - PRASLIN CENTRE FUNCTIONS
1. CENTRE FUNCTIONS
The Centre is an important component of the project and will serve as a focal point for the
following activities in the region:
a) Environmental education and awareness
 Professional displays, interpretive material, hands-on activities
 Provision of lectures, talks and presentations to the public
 Cover biodiversity issues and conservation activities for all three islands
 Organised visits by tourists through agents as part of island tours
 Key stop for organised tours to Cousin and Aride
 Drop-in tourist traffic from hotels on Praslin
 School trips from Praslin and Mahe (link to formal education curricula)
 Focal point for courses to students, teachers, etc.
 Production centre for education materials
 Demonstration of environmentally friendly building design and operation
b) Focal point for collaborative science
 Working space for visiting scientists on collaborative programmes
 Basic accommodation for visiting scientists, graduate students
 Good communications and computer facilities
 Accommodation for visiting scientists, graduate students on cost-recovery basis
c) Coordination of visitors to Cousin and Aride
 Link between tour operators and islands for charter tours to allow better planning
d) Focal point for advocacy, outreach and partnership programmes
 Anchor for advocacy and outreach programmes with other stakeholders, mainly on Praslin (community groups,
poachers, tour operators, etc.)
 Base for establishing expanded partnerships with other islands and management regimes in the area
 Facilities for workshops and advocacy meetings.
e) Documentation centre
 Focal point for documents, reports, references concerning island biodiversity conservation and management under
controlled environmental conditions
 Reference support for science programme, education and awareness
f) Revenue generation
 Generate revenues to sustain centre on at least a break-even basis through donations, sales of educational and
promotional products, accommodation fees for visiting scientists, guests, etc.
 Coffee shop and snack bar (contracted to private sector)
The design should feature high ceilings, bright and open areas, and good views looking out to the sea and the islands. The
interpretive material should be self-guided and could feature live displays of fish, coral and reptiles. An external habitat can
be created that will attract birds in a natural setting. Merchandising must be high quality, environmentally friendly and
attractive. Visitors must be able to make donations quickly and feel they are supporting a worthy cause.
Seychelles Private Islands GEF MSP proposal – 14 August 2001
Attachment 4 : Praslin Center Financial Analysis
Assumptions-Recurrent Costs
1. Exchange rate
2. Investment costs:
Vehicle investment cost (USD)
Boat investment cost (USD)
Diving equipment investment cost (USD)
Center cost (USD)
3. Operating costs:
Vehicle operating costs % of investment
cost
Boat operating costs % of investment cost
Diving equipment costs % of investment
cost
Center operating cost % of investment cost
4. Staff costs:
Science &Protected Areas/Center Manager
(SR)
Education, Advocacy, and Outreach Officer
(SR)
Centre Administration Officer (SR)
Reception and Visitor Services Officer (SR)
Maintenance Officer (SR)
5. Program Costs
Education, awareness, advocacy, outreach
(SR)
Ecosystem management (SR)
WG, stakeholder activities (SR)
Office supplies (SR)
Assumptions-Recurrent Revenues
1. Visitors per year
2. Entry fee for adults (SR)
3. Proportion of adults from total visitors (%)
4. Visitors buying products (%)
5. Average spending on products (SR)
5.8
Annual Recurrent Costs (USD)
1. Operating costs
2. Staff costs
3. Program costs
Total Recurrent Costs
20000
25000
5000
300000
USD
26750
64215
43103
134068
%
20
48
32
100
USD
54310
60345
%
39
44
17241
13
6034
137931
4
100
15
30
25
5
Salary
SSF
Annual Recurrent Revenues (USD)
2. Product sales revenue
3. Donation revenue
87000
34800 4. Accommodation revenue
72500
55100
31900
23200
29000 5. Snack bar revenue
22040 Total Recurrent Revenues
11803
5104
125000
100000
10000
15000
35000
0
70
30
75
Net Revenue for Center (USD)
8. Average donation (SR)
9. Charge/night for accommodation (SR)
10. Visitor-nights per year
11. Visitors using snack bar (%)
12. Average gross snack bar revenue/visitor (SR)
3863
25
200
500
50
20
Seychelles Private Islands GEF MSP proposal – 14 August 2001
6. Average mark-up on products (%)
7. Visitors making a donation (%)
40
40
13. Net snack bar revenue to Center (% gross sales)
10