02 Nov 2017
Assistance to implementation of Phase II of the EMPRES [1] Programme in the Western Region (West and Northwest Africa)
Assistance to implementation of Phase II of the EMPRES [2] Programme in the Western Region (West and Northwest Africa)
Commission for Controlling the Desert Locust in the Western Region (CLCPRO), 30 rue Asselah Hocine, B.P. 270 RP, Algiers, Algeria – T: +213 21 73 33 54 – F: +213 21 73 05 45 – Mail: clcpro@fao.org
The CLCPRO has been established under article XIV of the FAO constitution. The purpose of the Commission is to promote, at national, regional and international level, action, research and training to ensure the preventive control of and appropriate response to the invasions of the Desert Locust in the western region of its distribution area, encompassing West Africa and North-West Africa.
- Institut Agronomique et Vétérinaire Hassan II (IAV) d’Agadir, B.P. 121, Route d’Aït Melloul, Morocco
- Centre régional de formation et d’application en agrométéorologie et hydrologie opérationnelle (AGRHYMET), B.P. 11011, Niamey, Niger
- Centre de coopération internationale en recherche agronomique pour le développement (Cirad), Unité de recherche « Bioagresseurs », TA-A106/D, Campus international de Baillarguet, 34398 Montpellier Cedex 5, France
-Â United States Agency for International Development (USAID), 1201 Pennsylvania Avenue, NW, Suite #200, Washington D.C. 20004, United States of America
-Â Ministry of Foreign and European Affairs (MFEA), DGM/BPM/ALIM, 27 rue de la convention, CS 91533, 75732 Paris Cedex 15, France
- Fonds Français pour l’Environnement Mondial (FFEM), 5 rue Roland Barthes, 75598 Paris Cedex 12, France
- Agence française de développement (AFD), 5 rue Roland Barthes, 75598 Paris Cedex 12, France
-Â Food and Agriculture Organization of the United Nations (FAO), Viale delle Terme di Caracalla, 00153 Rome, Italy
Executing Agency: FAO.
The CLCPRO is established under the FAO constitution and its Trust Fund is hosted and managed by FAO.
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Total Project amount (Euro)
23,38 M €
Project funding requested from CDSF (Euro)
9,45 M €
48 months
Generation, wide dissemination and use of reliable and high quality climate information
25 %
Capacity enhancement of policy makers and policy support institutions through the generation of quality analysis and evidence on climate change
45 %
Implementation of pilot adaptation practices that demonstrate the value of mainstreaming climate information in development planning
30 %
Burkina Faso, Chad, Mali, Mauritania, Niger and Senegal
The Desert Locust (DL) is a serious threat to the agropastoral resources and livelihoods of the populations concerned, within a very vast area of the world, extending from the Atlantic coast of Africa to the Indo-Pakistani border, through to the Near East. Its migratory capacity, makes it an international problem for food security with major economic, social and environmental impacts. In addition, the Desert Locust is becoming even more dangerous in the context of exceptional weather events associated to climate change, due to its exceptional capacity to take advantage of new situations.
With the aim to address the Desert locust problem more effectively, the Western Region countries (Algeria, Burkina Faso, Chad, Libya, Mali, Morocco, Mauritania, Niger, Senegal and Tunisia), set up in 2002 the Commission for Controlling the Desert Locust in the Western Region (CLCPRO) and since that time joined the EMPRES Programme of FAO in order to implement a sustainable preventive control strategy. The EMPRES Programme was effectively launched in 2006 in the Western Region (Phase I : 2006-2010 – Phase II : 2011-2014).
A Project funded by the African Development Bank (AfDB), titled « Projet d’appui à la lutte préventive contre le Criquet pèlerin dans quatre Etats-Membres de la CLCPRO » (2006-2011), was the main contributor (US$6 million) to the Phase I of the EMPRES Programme in the Western region (US$11 million). This Project aimed at contributing to food security and environmental preservation in rural areas of the CLCPRO’s Member states.
The Mid-term evaluation Mission of the EMPRES Programme/Phase I underlined that the capacities were considerably strengthened but recommended the implementation of a second phase in order to consolidate lessons learned and to ensure continuity of the Desert Locust preventive control strategy in the Western region. In addition, the assessment at the end of 2011 of the economic and social impact of the above AfDB project concluded it had significantly and positively contributed to poverty reduction, food security and environmental preservation. This assessment recommended a second project as part of the EMPRES programme, not only to consolidate the lessons learned from the first one, but also for climate change adaptation.
The Present project for 4 years (2012-2016) aim sustain the preventive control strategy in the Desert Locust permanent habitat developed in the phase I in order to respond to the outbreaks and consequently ovoid the development of plague in order to preserve the natural resource in area already suffering from drought and climate change.
Seven (7) output or expected results have been identified aiming to in terms of climate change mitigation, to avoid/reduce plagues through preventive control and therefore lead to less desertification and drought (not to reduce the level of carbon sequestration). In the context of exceptional weather events associated to climate change, Preventive control strategy should be able to adapt approach to reduce the frequency of Plagues, allowing among others, the use of specific bio pesticides against outbreak.
The Programme cost is estimated at 23.38 million Euros. The financing gap is 11.54 million Euros. We have committed from donors 2.09 million Euros. Our request for financing from CDSF is 9.45 million Euros.
The Desert Locust (DL) is a serious threat to the agropastoral resources and livelihoods of the populations concerned, within a very vast area of the world, extending from the Atlantic coast of Africa to the Indo-Pakistani border, through to the Near East. The migratory capacity of this transboundary pest on hundreds—sometimes even thousands—of kilometres, makes it an international problem for food security with major economic, social and environmental impacts (use of huge amounts of pesticides and desertification). In addition, the Desert Locust is becoming even more dangerous in the context of exceptional weather events associated to climate change, due to its exceptional capacity to take advantage of new situations. The DL habitat area is subdivided into three regions: east, central and west.
In the Western Region there have been since 1860, nine (9) DL plague periods. The last crisis, in 2003/2005, cost the international community and affected countries over US$570 million to overcome the plague. Thirteen (13) million ha had to be treated, and almost 13 million litres of chemical pesticides were applied. The sahelian countries also suffered the high crop losses between 30 and 100 percent, in addition to adverse impacts on the naturally fragile ecosystems in the region. More than 8 million people suffered severe food shortage as a result of the locust invasion.
As a result, almost all the countries of the Western Region give a very high priority to agriculture and animal breeding. They consider the development of the agricultural sector as one of the main economic drivers that could allow them to reach the Millennium Development Goals (MDGs) by 2015, notably Goal 1, "Reduce extreme poverty and hunger" and Goal 7, "Ensure environmental sustainability".
With the aim to address the Desert locust problem more effectively, the Western Region countries (Algeria, Burkina Faso, Chad, Libya, Mali, Morocco, Mauritania, Niger, Senegal and Tunisia), set up in 2002 the Commission for Controlling the Desert Locust in the Western Region (CLCPRO) and since that time joined the EMPRES [3] Programme of FAO in order to implement a sustainable preventive control strategy. The EMPRES Programme was effectively launched in 2006 in the Western Region (Phase I : 2006-2010 – Phase II : 2011-2014).
A Project funded by the African Development Bank (AfDB), titled « Projet d’appui à la lutte préventive contre le Criquet pèlerin dans quatre Etats-Membres [4] de la CLCPRO » (2006-2011), was the main contributor (US$6 million) to the Phase I of the EMPRES Programme in the Western region (US$11 million). This Project aimed at contributing to food security and environmental preservation in rural areas of the CLCPRO’s Member states. More specifically it aimed at preventing DL plagues from the gregarious areas (mainly in Chad, Mali, Mauritania and Niger) and supporting the preventive control strategy through a regional approach.
The Mid-term evaluation Mission [5] of the EMPRES Programme/Phase I underlined that the capacities were considerably strengthened but recommended the implementation of a second phase in order to consolidate lessons learned of the first phase and to ensure continuity of the Desert Locust preventive control strategy in the Western region. In addition, the assessment [6] at the end of 2011 of the economic and social impact of the above AfDB project concluded it had significantly and positively contributed to poverty reduction, food security and environmental preservation. This assessment recommended a second project as part of the EMPRES programme, not only to consolidate the lessons learned from the first one, but also for climate change adaptation. More than ever, the preventive control strategy needs to be strengthened. Indeed, since that last crisis 2003/2005, several outbreaks occurred almost every year: 2006, 2008, 2009, 2010 and 2011 in Mauritania; 2009 in Niger. Contrary to what happened in 2003, and as a positive example, these outbreaks were rapidly controlled by the countries, through the preventive control.
For better management of the DL issue, the countries, through their Regional Commission and the EMPRES Programme, set up a preventive control strategy in the DL permanent habitat in order to respond to the DL outbreaks to ovoid the development of plague and consequently preserve the natural resource in area already suffering from drought and climate change. If all efforts are not focused on avoiding the gregarization of DL populations, this would result in being exposed to risks of plague, whose consequences are incalculable.
If in the past decades it was truly difficult to contain and target the areas liable to support the first outbreaks with the aim of locating them, today it is possible to scientifically and efficiently conduct the preventive control strategy. This is as a result of the current available knowledge on the bioecology, trends and behaviour of DL populations (albeit incomplete); field experiences acquired by the countries concerned; the means offered by new technologies (satellite imagery for meteorology and vegetation); geographical positioning technology (GPS and DGPS); and means for the collection/transmission/storing and processing of information. All of this makes it possible today to scientifically and efficiently carry out the preventive control strategy.
With respect to the costs of the surveillance and control operations, the 2003–2005 plague was estimated at US$570 million , whereas the cost for one year of preventive control for the entire Western Region was estimated at around US$3.3 M (Source: CLCPRO). Put differently, the expenses incurred between October 2003 and May 2005 (less than two years) could have financed 170 years of preventive control (Source: CLCPRO). Some data recorded on the 1987–1989 and 2003–2005 plagues may be cited to show the importance of the damage they caused. With respect to the 1987–1989 plague, the area treated in some Sahelian countries (Mali, Mauritania and Niger) extended up to a million hectares (Niger) and caused enormous destruction of different types of vegetation (pastureland, crops and arboriculture), at a rate ranging from 35 percent for arboriculture, 90 percent for pastureland and up to 100 percent for market gardening. In addition to the immediately negative impact from the destruction of the seasonal and annual crops on the food availability in the countries concerned, it must be noted that the damage caused to the arboreal pastureland and species can last several years. The same figures were shown in the 2003–2005 plague. The harvest losses were highest in the Sahelian countries, which are the most vulnerable (Burkina Faso, Mali, Mauritania): 80 to 100 percent of cereals; 85 to 90 percent of legumes; 30 to 85 percent of herbaceous pasture; and 50 to 80 percent of fodder trees and gathering products. In addition, the 13 million litres of chemical pesticides applied during the 2003-2005 plague have represented a significant risk for the environment and its fragile ecosystems.
At the national level, the target beneficiaries are, above all, the livestock raisers and the nomads, who live in the DL gregarigenous areas, where numerous and rich pasturelands are found. The rural people and farmers also benefit, because controlling outbreaks allows them to prevent swarm formation and plague in pastures and agricultural areas. Such a plague can lead to a domino effect of negative socio-economic and political consequences: problems in food security, disruption of ecosystem, an increase in poverty, rural exodus, etc. In this regard, the assessment of the economic and social impact of the above AfDB project conducted in 2011 concluded that, in the long term, women were the primary beneficiaries of the project in terms of livelihood in the rural areas, workload and education.
At the regional level, the other countries of the Western Region are also beneficiaries because if the plagues do not develop, they will not have to mobilize their intervention mechanisms and would therefore save their natural resources and vast financial resources. As a result, they would be able to normally follow their development programmes as planned. Finally, the protection of biodiversity in the ecologically fragile areas of West and Northwest Africa will be a considerable asset in terms of the environment and human health.
The stakeholders are the ten member countries of CLCPRO and the EMPRES-WR Programme, the development partners, FAO and CLCPRO. At the national level, the member countries operate through their National Locust Control Units (NLCUs). Most of them, particularly the front-line countries (Chad, Mali, Mauritania and Niger) where most of the gregarigenous areas are found, currently have, at least at the statutory level, an NLCU with a clearly defined autonomy at the administrative, financial and decision-making levels.
At the regional level, the Regional Coordination Unit of the EMPRES-Western Region Programme is provided by the CLCPRO Secretariat, based in Algiers. The Secretariat provides cooperation, collaboration and information sharing between the different stakeholders concerned by the DL issue in the Western region (the countries, FAO and donors).
At the international level, FAO coordinates activities related to transboundary pests, such as the DL, to which it has given particular interest since its creation in 1945. To this end, it created the FAO Desert Locust Control Committee (DLCC), whose mandate is to monitor the evaluation of the DL situation, coordinate control campaigns against DL, promote the general coordination of activities of various organizations, and national and regional DL control commissions, and to encourage the coordination of national and international policies directed towards preventive intervention against DL, both in terms of control and research.
To be noted, inaccessible DL breeding areas could lead to uncontrolled change in the DL situation due to a lack of monitoring of breeding areas. To mitigate this risk, measures envisaged are (i)Â the strengthening of the information network of the decentralized authorities and of the populations of the areas concerned and (ii) the use of new technologies, particularly remote sensing.
The overall objective of the project is to sustainably reduce the risks of Desert Locust plagues in the Western Region and contribute to poverty reduction, food security and the protection of human and animal health and the environment particularly by preserving natural resources in sahelian fragile ecosystems.
The direct results or specific objective that the project aims to reach is to ensure the sustainability of the preventive Desert Locust control system in the Western Region through fully operational National Locust Control Units, a strengthened Regional Commission and adequate sustainable management mechanisms.
The (7) seven outputs or expected results are shown below:
The National Locust Control Units (NLCUs) are sustainably operational
The sensitivity maps are available and used to monitor the impact of Desert Locust treatment
3. Sustainable management policies and mechanisms are developed and implemented
4. The Regional Research Plan is implemented
5. There is an adequate number of qualified human resources
6. The Secretariat of the Regional Commission is sustainably operational
7. An environmentally friendly integrated Desert Locust approach is implemented
The expected impacts on climate change of these inputs are to:
- in terms of climate change mitigation, to avoid/reduce plagues through preventive control and therefore lead to less desertification and drought (not to reduce the level of carbon sequestration);
- in terms of climate change adaptation and, considering the exceptional capacity of the Desert locust to take advantage of new situations and to become as a matter of fact more dangerous in the context of exceptional weather events associated to climate change, the preventive control contribute to reduce the frequency and impact of Desert Locust plagues, allow the use of specific bio pesticides against outbreak to preserve the fragile ecosystems in the Sahel area.
Output 1:
Plan and carry out surveillance, monitoring and early warning missions in the DL breeding areas (equipment, running costs)
Collect meteorological, ecological and Desert Locust data and store, process and disseminate these information
Carry out rapid intervention actions in each country (mapping ecological sensitive areas, Global Information System, promotion of biopesticide use)
Manage and maintain vehicles and equipment
Output 2
Establish an intersectorial platform for the elaboration of sensitivity mapping for the pesticides used in Desert Locust treatment;
Prioritize thematic maps to map;
Develop the device of data bases for the elaboration of thematic maps;
Print maps (contracts);
Integrate maps into the system data management locust (RAMSES) for their consideration during Desert Locust campaigns (contracts);
Train users (consultants);
Identify risk of Desert Locust treatments on sensitive areas to mitigate it (consultants);
Output 3:
Develop and implement the communication plan targeting public opinion, and national and international decision-makers (consultants)
Finetune and implement the Monitoring and Evaluation System (MES)
Complete the development, testing and updating of the Desert Locust contingency plans
Output 4:
Conducted research activities to better understand the effect of the climate change on Desert Locust behaviour (contract with research institutes);
Identified the main measures to mitigate the impact of climate change on the Desert locust Control strategy (equipment, consultants, running cost);
Performed the climate forecasting for better management of Desert Locust (consultants);
Disseminate and extend the research results.
Output 5:
Implement the Regional Training Plan 2011–2014 (contract with research institutes);
Assess the impact of the regional and national trainings (consultants).
Output 6:
Ensure the administrative management of the Programme;
Coordinate the technical and scientific activities of the programme;
Monitor the implementation of main strategic themes developed in a sustainable manner;
Strengthen human capacities of the CLCPRO Secretariat and mobilize financial resources;
Pursue and develop relationships with the Programme partners;
Pursue cooperation with the Central and Eastern Regions.
Output 7:
Implement the national environmental requirements (« Cahier des charges environnementales »)’
Promote the operational use of biopesticides
Promote the operational use of Insect Growth Regulators (IGRs)
1. Inaccessible DL breeding areas.
Uncontrolled change in the DL situation due to a lack of monitoring of breeding areas.
Average
Strengthening of the information network of the decentralized authorities and of the populations of the areas concerned
Use of new technologies, particularly Climate prediction and remote sensing
2. Upsurges of DL in the non-controlled Central Region.
Arrival of swarms in the Western Region.
Low
Implementation of DL risk management plans in the Western Region countries
3. The governments of the frontline countries do not assume operating and investment costs of their NLCUs.
Problems in deploying national surveillance and control mechanisms of frontline countries and in renovating equipment.
Low
Aid through CLCPRO’s own funds
Regional solidarity
Possible aid from donors
4. The member states do not regularly pay their dues to CLCPRO.
Problems in providing technical and financial aid to the countries in difficulty including the financing of activities planned by the Commission.
Low
Awareness raising of countries that do not regularly pay their contributions
Application of the clauses of the Agreement establishing the Commission
5. The Regional Coordination no longer has the human resources to guarantee the coordination of Phase II activities of the Empress Programme in the Western Region.
Problems in implementing the annual operation plans and in ensuring coordination between the countries and the partners.
Average
Support of member countries by providing additional human resources to the Regional Coordination
Recruitment of local technical personnel by the Commission’s own funds
The overall project cost of Phase II EMPRES Program in the Western region estimated by COSTAB is evaluated at 23,38 million Euros (US $30,75 million [at the rate 1US$= EUR 0.7602]). Estimated costs by project components are presented in Table1 Annex iii.
The financing plan (Table 2 Annex iii) includes beneficiary countries (Mauritania, Mali, Niger, and Chad), FAO and donors. The breakdown by sources of funding is listed as following:
Beneficiaries: 11,64 million Euros (US$15,32 million) include salaries paid by countries
FAO: 1,22 million Euros or US $ 1,61 million
CLCPRO: 760Â 200 Euros or US$ 1,000,000
USAID: 357Â 294 Euros or US$ 470,000
MFEA: 440Â 156 Euros or US$ 579,000
FFEM: 364Â 136 Euros or US$ 479,000
AFD: 167Â 244 Euros or US$ 220,000
The recipients at the national level will be NLCUs of the four front line countries (Chad, Mali, Mauritania and Niger) or the Ministries in charge of the DL control/Plant protection Directorates (PPD) in Burkina Faso and Senegal. The NLCUs of the four concerned countries are fully operational with a clearly defined autonomy at the administrative, financial and decision-making levels. In addition, they demonstrated their capacity to manage the AfDB Project « Projet d’appui à la lutte préventive contre le Criquet pèlerin dans quatre Etats-Membres [7] de la CLCPRO » from 2006 to 2011. As far as Burkina Faso and Senegal, their respective PPD managed a similar project from 2006 to 2010 funded by the World Bank (i.e. Africa Emergency Locust Project).
At the regional level, the recipient will be the CLCPRO, as coordinator of the activities implemented. The Secretariat of the CLCPRO has a great experience of project management, gained especially in the Phase I of the EMPRES Programme. For instance, the Secretariat was responsible for the coordination of the above AfDB project.
The coordination strategy, applied successfully throughout Phase I of the Programme EMPRES- Western Region, is being continued in Phase II. At the end of each year (in December), the Liaison Officers of the EMPRES- WR Programme, officially designated by the member countries to ensure its continuity, shall meet in one of the countries of the Western Region with the aim to:
assess the current progress of activities planned the previous year;
develop the operational plan for the following year while updating the PMA.
The annual operational plan and corresponding budget will be then immediately submitted to the Steering Committee of the Programme for advice and validation. This Committee consists of country representatives (including those from the Ministries of Finance), professional organizations of frontline countries, donors, regional and international technical partners, FAO and the Secretariat of the CLCPRO, responsible for the Regional Coordination of the Programme and its projects.
The heads of the NLCUs will be responsible for implementing the planned activities on the field at the national level, such as the surveillance and control operations and the capacity- buildings activities (training; research; environmental specifications for a desert locust control campaign; and drafting, updating and carrying out simulation exercises of the DL contingency plans).
The role of the Regional Coordination will be to greater stimulating the development of country capacities in DL control, which began during Phase I. It will ensure coherence and the harmonization of activities conducted within the framework of the Programme and will strengthen the institution and financial influence of CLCPRO, which is the institution ensuring the continuity of the preventive control strategy in the Western Region.
The actors of six countries (administration, civil society) will be more aware of the issues of the preventive control strategy to which they officially adhere through the creation of the CLCPRO.
The six countries and the regional level will have the tools and capacities for the prevention and rational management of DL crises.
The regional level will have strengthened competences and operational tools to ensure a key role in the monitoring and coordination of the efforts of the nine countries in liaison with FAO and donors.
The measures to mitigate the impact of climate change on the Desert locust Control strategy will be operationally used by at least 4 countries;
The six countries will have identified risk of Desert Locust treatments on sensitive areas and will put in place the mitigation measures;
Financial mechanism(s) will be set up guaranteeing the operational sustainability of national mechanisms and the responsiveness of the countries facing crises will be set up.
The objectively verifiable indicators (OVIs) on outcomes are:
The national annual surveillance and control plans are carried out.
At least five national DL control structures use in operational manner the sensitive mapping by the end of 2016.
The research teams are capable in at least 4 countries to monitor the Desert Locust dynamic population in relation with the Climate change by the end of 2016
The human and material means needed for the sustainability of the CLCPRO Secretariat are ensured by the end of 2016.
The environmental management and DL risk management plans are implemented by the governments of the Western Region by 2014.
The OVIs on the outputs are:
Output 1. The National Locust Control Units (NLCUs) are sustainably operational
100 percent of the annual operation and investment expenditures are covered by the State’s national budget by the end of 2015.
All the NLCUs of the four countries with gregarious areas implement 100 percent of their annual surveillance plans by the end of 2015.
Output 2 The sensitivity maps are available and used to monitor the impact of Desert Locust treatment
Agreement on the sensitivity mapping for the pesticides used in Desert Locust is drafted by intersectorial partners and thematic priorities known by the end of 2012;
4 countries have elaborated the device of data bases for the thematic maps by the end of 2013;
Sensitive maps are managed by RAMSES by six countries by the end of 2016;
Risk of Desert Locust treatments on sensitive areas are identified and mitigate in at least 4 countries by the end of 2016;
Output 3. Sustainable management policies and mechanisms are developed and implemented
The locust risk management plans are developed, approved and implemented in all countries by 2013.
Communication plans are established and disseminated at the national and regional levels by the end of 2013.
Bilateral cooperation is strengthened by including the DL issues in at least five bilateral commissions by the end of 2015.
Output 4: The Regional Research Plan is implemented
At least two Research study on better understanding of the effect of the climate change on Desert Locust behaviour are initiated and conducted by the end of 2013;
At least one PhD research thesis is conducted to Identify the main measures to mitigate the impact of climate change on the Desert locust Control strategy by the end of 2013;
Research on the climate forecasting for better management of Desert Locust is imitated in at least 2 countries by the end of 2012;
At least two publications on research results are release by the end of 2016.
Output 5. There is an adequate number of qualified human resources
At least four national training plans are developed by the end of 2013 and implemented, and their impact assessed by the end of 2015.
The adequate number of personnel is assigned according to organizational charts of all the NLCUs by 2013.
Output 6. The Secretariat of the Regional Commission is sustainably operational
Sustainable financing of at least three management positions for the CLCPRO Secretariat is ensured by the end of 2012.
Output 7. An environmentally friendly integrated Desert Locust approach is implemented
The basic requirements of environmental specifications for a desert locust control campaign are implemented in the countries by 2015.
Methods of alternative control are used in 40 percent of the applicable situations, by 2015.
Data collection and processing to control the indicators in the Performance and Implementation Plans will be carried out through the Monitoring and Evaluation System (MES) of the EMPRES Programme in the Western region. This MES will be carried out at the national and regional levels.
Annual meetings of the Liaison Officer and the Steering Committee of the Programme will also serve as forums for mutual and participatory information sharing, because this is where both the countries and the Regional Coordination will be present in detail their progress reports, problems encountered and improvements to be made in the planning.
1.2. Plan and carry out surveillance, monitoring and early warning missions in the Desert Locust breeding areas.
- Number of teams per month and year (reports and bulletins).
- % of surveyed areas/areas to be surveyed.
- At least x survey teams on the field (x varies according to countries).
1.3. Collect, store, analyse and disseminate locust information.
- No. of periodic bulletins.
- No. of created records/year in RAMSES.
1.4. Carry out rapid intervention actions in each country.
- % of treated areas/areas to be treated.
- At least y rapid intervention teams in the field (y varies according to countries).
1.5. Manage and maintain vehicles and equipment.
At least z logistics teams functional (z varies according to countries).
2.1 Establish an intersectorial platform for the elaboration of sensitivity mapping for the pesticides used in Desert Locust treatment;
X minutes of meetings
( partners from different ministries) and thematic priorities known
2.2 prioritize thematic maps to map;
X thematic identified
2.3 Develop the device of data bases for the elaboration of thematic maps;
Contract available and data base delivred
2.4 Print maps (contracts);
X maps (varies according to the priorities of each country)
2.5 Integrate maps into the system data management locust (RAMSES) for their consideration during Desert Locust campaigns (contracts)
Data base delivered in shapefiles
2.6 Train users (consultants)
X users trained (varies cording to countries needs)
2.7 Identify risk of Desert Locust treatments on sensitive areas to mitigate it (consultants)
List of mitigation measures for each map available
3.1. Develop and implement the communication plan targeting the public, and national and international decision-makers.
- Communication plan available for each country by the end 2011.
- Number of communication actions carried out.
3.2. Finetune and implement the Monitoring and Evaluation System (MES).
An MES is operational in all NLCUs before 2011.
3.3. Complete the development/testing and updating of locust risk management plans.
A locust risk management plan is available in each country and at CLCPRO by the end of 2010.
4.1. Implement the Regional Training Plan.
- At least one trainer trained per theme in each country and each year for regional training.
- At least 20 agents are trained in each country and each year for national training.
4.2. Assess the impact of the regional and national training.
Report on the assessment of the impact of the completed training available in 2014.
5.1 Conducted research activities to better understand the effect of the climate change on Desert Locust behaviour
Study on the evaluation of the impact of Climate change in the Desert Locust breeding areas available
Study on the monitoring of behaviour of Desert Locust in relation of Climate Change available
5.2 Identified the main measures to mitigate the impact of climate change on the Desert locust Control strategy
Research results on main measures available
5.3 Performed the climate forecasting for better management of Desert Locust (consultants);
The climate forecasting is used in operational by the Locust Unit and the country monthly bulletin on Desert locust reflected its use.
5.4 Disseminate and extend the research results.
X publications on the resultants of research
6.1. Ensure the Programme’s administrative management.
A report on the Programme’s administrative management available at the end of each year.
6.2. Coordinate technical and scientific activities of the Programme.
The annual technical report is available.
6.3. Monitor the implementation of main strategic themes developed in a sustainable manner.
The strategic direction activities become normative by 2014.
6.4. Strengthen human capacities of the CLCPRO Secretariat and mobilize financial resources.
Current human resources are maintained to carry out Phase II of the Programme by 2011.
6.5. Pursue and develop relationships with the Programme’s partners.
At least two meetings with partners are held each year
6.6. Pursue cooperation with the Central and Eastern Regions.
- Number of activities developed in one region and introduced in the other one by 2014.
- At least two exchange visits conducted each year.
7.1. Implement national list of environmental specifications for a desert locust control campaign.
The environmental specifications for a desert locust control campaign are met in all countries of the Western Region by 2014.
7.2. Promote the operational use of biopesticides.
The operational use of biopesticides is effective in 40% of applicable cases by 2014.
7.3. Promote the operational use of insect growth regulators (IGRs).
The operational use of IGRs is effective in 20% of applicable cases by 2014.
The financial management of the project and the administrative aspects (concerning contracts, letters of agreement, recruitment of consultants, etc.) will be ensured by the Head of the Budget appointed by the FAO Agriculture Department's Assistant Director-General and FAO’s Agriculture and Consumer Protection Department (AG). His or her duty station will be FAO headquarters where he or she will be assisted by the services concerned. The FAO Representations will also have to intervene in the organization of workshops that will be held in the countries where they are located. The contracts, negotiations and acquisition of goods and services will be carried out according to FAO procedures.
The proposed activities are necessary for attainment of results because the implementation of the project, in the overall framework of the second Phase II of the EMPRES Programme in the Western Region, will aim at consolidate the consolidate lessons learned of the first AfDB project about DL (2006-2010) and the first phase of the EMPREs Programme and, to ensure the sustainability of the DL preventive control strategy in the Western Region. Indeed, proposed activities in this project will provide less material support and more long-term technical support than the previous one such as (i) capacity building through training and research especially in the fields of DL information management and environmental requirements, (ii) development and implementation of sustainable management policies and mechanisms (contingency plans, financial governance, cooperation between the countries, communication) and (iii) particular focus given to strengthening the CLCPRO, an institution that guarantees the sustainability of the preventive control strategy in the Western Region.
Furthermore, the cost price of the preventive control is estimated at US$ 3.3 million per year in the Western Region, which is very low compared to the amount of US$ 1.25 billion paid in under six years during the last two Desert Locust emergencies (1987/1989 and 2003/2005). Put differently, the expenses incurred between October 2003 and May 2005 (US$ 570 million in less than two years) could have financed 170 years of preventive control.
At last, the preventive control strategy is more than ever the one to be supported especially as a tool of climate change adaptation and mitigation, in the field of Desert Locust. In the future, due to climate change, upsurge and plague could occur more frequently with greater impacts in terms of food security and environmental aspects, without any prevention and preparedness. Especially, as written at the end of the chapter 2.2, preventive control will impact in terms of climate change mitigation and adaptation.
To be noted that the autonomy at the administrative, financial and decision-making levels gained by the NLCUs in the front line countries (Chad, Mali, Mauritania and Niger), is one of the main achievement of the first Phase of the EMPRES programme. As a result, the NLCUs are operational and financial autonomy of these NLCUs is about 65% by the time being. The objective of the proposed activities is to have fully operational NLCUs at the end of the project and 100% funded by the budget of their respective State. The autonomy of the NLCUs gained in the previous years guarantees the sustainability of the preventive control strategy at the national level and budgets annually allocated to them by their respective Government.
Furthermore, the CLCPRO is a sustainable institution which plays a key role in implementing financial mechanisms with a strongest cooperation amongst its Member States and considering the locust control as a Regional Public Good. That will contribute towards the sustainability of the DL preventive strategy.
Sustainably reduce the risks of Desert Locust plagues in the Western Region and contribute to poverty reduction, food security and the protection of human and animal health and the environment particularly by preserving natural resources in sahelian fragile ecosystems.
Ensure sustainability of the preventive Desert Locust control system in the Western Region through fully operational NLCUs, a strengthened Regional Commission and adequate sustainable management mechanisms.
The national annual surveillance and control plans are carried out.
At least five national DL control structures use in operational manner the sensitive mapping by the end of 2016.
The research teams are capable in at least 4 countries to monitor the Desert Locust dynamic population in relation with the Climate change by the end of 2016
The human and material means needed for the sustainability of the CLCPRO Secretariat are ensured by the end of 2016.
The environmental management and DL risk management plans are implemented by the governments of the Western Region by 2014.
Annual plans
Survey reports
Periodic bulletins
DL breeding areas are accessible.
DL upsurges in the Central Region are controlled.
Recurrent and investment costs of NLCUs are covered by the States
The state contributions to the Commission for Controlling the Desert Locust in the Western Region (CLCPRO) are regularly paid.
The Regional Coordination continues to have adequate human resources to ensure the coordination of EMPRES-WR Phase II activities
Output 1. The National Locust Control Units (NLCUs) are sustainably operational.
1.1 100 percent of the annual operation and investment expenditures are covered by the State’s national budget by the end of 2015.
All the NLCUs of the four countries with gregarious areas implement 100 percent of their annual surveillance plans by the end of 2015.
Financial law, bank statements of the NLCUs, the System for Monitoring National Locust Control
Survey reports, periodic bulletins
Output 2 The sensitivity maps are available and used to monitor the impact of Desert Locust treatment
Agreement on the sensitivity mapping for the pesticides used in Desert Locust is drafted by intersectorial partners and thematic priorities known by the end of 2012;
4 countries have elaborated the device of data bases for the thematic maps by the end of 2013;
Sensitive maps are managed by RAMSES by six countries by the end of 2016;
Risk of Desert Locust treatments on sensitive areas are identified and mitigate in at least 4 countries by the end of 2016;
Agreement available
Device of data bases available
RAMSES the database is configured to operate the sensitivity maps
Sensitive areas are protected
Output 3. Sustainable management policies and mechanisms are developed and implemented
The locust risk management plans are developed, approved and implemented in all countries by 2013.
Communication plans are established and disseminated at the national and regional levels by the end of 2013.
Bilateral cooperation is strengthened by including the DL issues in at least five bilateral commissions by the end of 2015.
Annual reports of
the NLCUs
Communication plans
Minutes of the bilateral commissions
Output 4: The Regional Research Plan is implemented
At least two Research study on better understanding of the effect of the climate change on Desert Locust behaviour are initiated and conducted by the end of 2013;
At least one PhD research thesis is conducted to Identify the main measures to mitigate the impact of climate change on the Desert locust Control strategy by the end of 2013;
Research on the climate forecasting for better management of Desert Locust is imitated in at least 2 countries by the end of 2012;
At least two publications on research results are release by the end of 2016.
The theme and scope of the study are defined and the researcher identified
Idem
Idem
Joint publications, conventions
Output 5.: There is an adequate number of qualified human resources
At least four national training plans are developed by the end of 2013 and implemented, and their impact assessed by the end of 2015.
The adequate number of personnel is assigned according to organizational charts of all the NLCUs by 2013.
Developed plans, status reports, evaluation
Organizational charts and the System for Monitoring National Locust Control Mechanisms updated
Output 6.: The Secretariat of the Regional Commission is sustainably operational
Sustainable financing of at least three management positions for the CLCPRO Secretariat is ensured by the end of 2012.
6.1 Available funds
Output 7.: An environmentally friendly integrated Desert Locust approach is implemented
The basic requirements of environmental specifications for a desert locust control campaign are implemented in the countries by 2015.
Methods of alternative control are used in 40 percent of the applicable situations, by 2015.
Internal audit report
Treated areas, technical reports
SURVEILLANCE AND PREVENTIVE INTERVENTION
39,92
14,03
53,95
8,32
2,92
11,24
26
41
DURABLE DESERT LOCUST RISK MANAGEMENT
1,21
1,86
3,07
0,25
0,39
0,64
60
2
ASSISTANCE TO NLCUS
25,65
3,61
29,26
5
1
6,10
12
22
ENVIRONMENTAL ACTIONS
4,13
19,63
23,76
0,86
4,09
4,95
83
18
APLLIED RESEARCH
0,59
1,40
1,99
0
0
0,41
70
2
Contingences Physiques
6,66
4,77
11,43
1,39
0,99
2,38
42
9
Contingences Financières
4,08
1,91
6,00
1
0
1,25
32
5
Exchange rate: 1 Euro for 0,7602 Euro
Gouv. du Mali
1873,09
226,81
2099,90
3,90
0,47
Gouv. de Mauritanie
2301,21
376,51
2677,72
4,79
0,78
Gouv. du Niger
1201,16
170,95
1372,11
2,50
0,36
Gouv. du Tchad
1073,73
130,89
1204,61
2,24
0,27
FAO
683,34
89,95
771,29
1,42
0,18
Partenaires financiers
1882,05
4750,42
6632,47
3,92
9,90
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