TERRAFRICA EXPLAINED

1
1) Where does TerrAfrica come from? 2)
Overview of TerrAfrica 3) Where do we stand
today?
TERRAFRICA EXPLAINED
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OVERVIEW OF TERRAFRICA - SUMMARY
THE NEED . .
Scale up SLM in SSA

• Institutional
• Knowledge and technology dissemination
• Policy
• Financing
• Implementation

THE PROBLEM . .
Previous approaches have not taken enough account
of critical bottlenecks to implementing SLM
A NEW APPROACH IS NEEDED . .

• TERRAFRICA
• A partnership, built around a work program based
  on three mutually reinforcing Activity Lines
• AL 1 Coalition Building
• AL 2 Knowledge Management
• AL 3 Investments

TerrAfrica provides a collective vehicle for
addressing bottlenecks, resulting in unlocking
and increasing efficiency of financial and
non-financial resources, allowing for . . .
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WHERE DOES TERRAFRICA COME FROM?

• COMMON VISION
• The current trends of land degradation and
• unsustainable land management in Sub Saharan
• Africa (SSA) are negatively impacting rural
• land use productivity and the security of
• ecosystem functions.
• Scaling up Sustainable Land Management (SLM)
• is necessary in order to reverse these trends,
  and
• thereby address a major obstacle to economic
• growth in SSA.
• This is a common goal shared by a wide range
• of stakeholders.

Millennium Ecosystem Assessment poverty
strongly linked to degradation of ecosystem
services
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WHERE DOES TERRAFRICA COME FROM?

• PHYSICAL IMPACT OF LAND DEGRADATION
• Land degradation affects about 65 per cent of
  Africas population1
• Unless action is taken, it is projected that
  two-thirds of arable land in SSA could be
  non-productive by 20252
• It is also projected that under current land
  management practices 25 countries will become
  water scarce by 20253
• 1 Reich et al. (2001)
• 2 Millenium Ecosystem Assessment Desertification
  Synthesis Report (2004)
• 3 World Bank (2003)

MDG 7 ensure environmental sustainability
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WHERE DOES TERRAFRICA COME FROM?

• ECONOMIC IMPACT OF LAND DEGRADATION
• Agriculture provides employment for two- thirds
  of working Africans and generates one-third of
  the continents Gross National Income
• Over 3 per cent of agricultural GDP in Africa is
  lost annually as a direct result of soil and
  nutrient loss1
• This translates to an estimated loss in gross
  annual income of USD 9 billion per year2
• Thus land degradation is clearly a genuine
  constraint to economic growth
• 1 Drechsel and Gyiele 1999
• 2 GTZ CCD Factsheet on Desertification (cite
  Dregne 1991)

MDG 1 Eradicate extreme poverty and hunger
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WHERE DOES TERRAFRICA COME FROM?

• SLM REGIONAL CONTEXT FOR ACTION
• The United Nations Convention to Combat
  Desertification (UNCCD)
• Motivated by a will, especially amongst
  African countries, to address the problem of land
  degradation. Signed in 1994.
• The Comprehensive Africa Agriculture Development
  Program (CAADP)
• The New Partnership for Africas Development
  (NEPAD) launched CAADP in 2002 as an
  African-led commitment to address issues of
  growth in the agricultural sector, rural
  development and food security.
• NEPAD Action Plan of the Environment
• An integrated action plan designed to address
  environment challenges whilst also combating
  poverty and promoting socio-economic development.
  Launched in 2003.

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WHERE DOES TERRAFRICA COME FROM?

• DESPITE THE INSTITUTIONAL EFFORTS . . .
• Land degradation in SSA has not attracted policy
• makers and donors attention in a way
• commensurate with the dimension of the
• problem.
• Past efforts have been essentially fragmented
• and ineffective.
• There is a will, especially amongst African
• countries, to address the problem of land
• degradation.
• However, for lack of an appropriate policy
• environment, in a number of areas support for
• land degradation has continued to fall short of
• stakeholders expectations.

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LESSONS LEARNT FROM PAST EXPERIENCES
WHERE DOES TERRAFRICA COME FROM?

• PROBLEM
• Too many overlapping and scattered programs and
  missions with conflicting objectives
• Land degradation is too large a problem for a
  single institution to address alone
• Narrow approaches have had a limited and
  un-sustained impact
• Poor knowledge management has constrained the
  implementation of SLM scale-up

• LESSON LEARNT
• Better alignment and harmonization between
  stakeholders is required to reduce the drain on
  country resources
• By pooling resources, a regional partnership can
  reduce transaction costs and achieve economies of
  scale across SSA
• A comprehensive approach to SLM is required,
  which directly and jointly targets the identified
  barriers
• Better tools are needed to assess the economic
  and social benefits of SLM
• A vehicle is needed to share success stories and
  promote replication and benchmarking

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WHERE DOES TERRAFRICA COME FROM?

• SO HOW CAN WE SCALE UP SLM?
• Past experiences point to a range of barriers,
• or bottlenecks, which need to be dismantled if
• SLM is to be effectively and efficiently scaled
• up

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BARRIERS AND BOTTLENECKS
WHERE DOES TERRAFRICA COME FROM?

• INSTITUTIONAL AND
• SECTORAL BARRIERS
• KNOWLEDGE
• MANAGEMENT
• POLICY BARRIERS
• FINANCIAL BARRIERS

By directly addressing these bottlenecks,
TerrAfrica aims to create the enabling
environment for scaling up and mainstreaming SLM
at the country level.
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1) Where does TerrAfrica come from? 2)
Overview of TerrAfrica 3) Where do we stand
today?
TERRAFRICA EXPLAINED
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OVERVIEW OF TERRAFRICA

• TERRAFRICA LAUNCHED

• TerrAfrica is a multi-agency initiative, led by
  the WB
• Launched in 2005 to create an enabling
  environment for mainstreaming and financing
  effective nationally-driven SLM strategies
• The TerrAfrica partnership and associated
  Business Planning Framework have been designed to
  support and strengthen the implementation of the
  UNCCD, CAADP and NEPAD Action Plan of the
  Environment
• Learning from past experiences, TerrAfrica
  endorses the principles of PARTNERSHIP, KNOWLEDGE
  MANAGEMENT and harmonized, aligned and scaled-up
  INVESTMENT at the country level

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OVERVIEW OF TERRAFRICA

• SO WHAT IS TERRAFRICA EXACTLY?

A BUSINESS PLAN . .
. . AND A PARTNERSHIP
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OVERVIEW OF TERRAFRICA - BUSINESS PLAN

• The TerrAfrica business plan addresses the
  identified bottlenecks by harmonizing its
  activity through a work partnership, organized
  around three mutually reinforcing Activity Lines
  (AL)

AL3
Investments
AL1
Coalition
Building
Knowledge
Management
AL2
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OVERVIEW OF TERRAFRICA - BUSINESS PLAN
UNDER EACH ACTIVITY LINE ARE TARGETED OBJECTIVES
AL1
Building African owned coalitions and strategic
partnerships for SLM at regional and global levels
1)
COALITION BUILDING
Develop inclusive regional dialogue and advocacy
on strategic priorities, enabling conditions, and
delivery mechanisms
2)
Support high quality regional knowledge-based
networks
3)
AL2
KNOWLEDGE MANAGEMENT
Identification and generation of stronger
analytical underpinnings
4)
Harmonize monitoring and evaluations systems
5)
AL3
Advocacy for and mainstreaming of SLM into
development strategies and policy dialogues
6)
INVESTMENTS
Investment harmonization, development and
implementation
7)
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OVERVIEW OF TERRAFRICA - BUSINESS PLAN
For each objective there are a number of product
lines with specific activities, from which is
derived the annual work program ACTIVITY LINE 1
COALITION BUILDING
OBJECTIVES
PRODUCT LINES
EXAMPLES OF ACTIVITES

• Establishment of an inclusive governance
  structure for TerrAfrica
• Implementation of a joint targeted communications
  strategy
• Technical assistance to NEPAD and AU

Building African owned coalitions and strategic
partnerships for SLM at regional and global levels
1)

• Development and management of the TerrAfrica
  partnership
• Strengthening of regional African advocacy
  capacity and leadeship in support of SLM

• Review and analyzes of partners regional
  portfolio
• Development of a common understanding to engage
  in the support of country led SLM strategies
• Creation and operation of a TerrAfrica Leveraging
  Fund

Develop inclusive regional dialogue on strategic
priorities, enabling conditions, and delivery
mechanisms
2)

• Facilitation of dialogue, understanding and
  alignment among different actors
• Pooling and rationalization of resources

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OVERVIEW OF TERRAFRICA - BUSINESS PLAN
For each objective there are a number of product
lines with specific activities, from which is
derived the annual work program ACTIVITY LINE 2
KNOWLEDGE MANAGEMENT
OBJECTIVES
PRODUCT LINES
EXAMPLES OF ACTIVITES

• Mobilization of global programs to expand
  resources in SLM related ST in SSA
• Strengthening existing and development of new
  tools to collect, organize and share knowledge
  and information

• Alignment of priority regional knowledge based
  partnerships
• Results orientated knowledge sharing mechanisms

Support high quality regional knowledge-based
networks
3)

• Development of targeted analytical and technical
  tools
• Generation of priority knowledge, pilots and good
  practices

• Guideline for mainstreaming and aligning SLM
  priorities in PRSPs and other priority frameworks
• Analytical work on policies, policies, land
  tenure, etc

4)
Identification and generation of stronger
analytical underpinnings
Harmonize monitoring and evaluations systems
5)

• Monitoring and evaluation strategy and action
  plan
• Monitoring and evaluation indicators

• Establishment of harmonized ME approaches linked
  to decision making
• Development and testing of a harmonized set of
  benchmarks and progress indicators

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OVERVIEW OF TERRAFRICA - BUSINESS PLAN
For each objective there are a number of product
lines with specific activities, from which is
derived the annual work program ACTIVITY LINE 3
INVESTMENTS
OBJECTIVES
PRODUCT LINES
EXAMPLES OF ACTIVITES
Advocacy for and mainstreaming of SLM into
development strategies and policy dialogues
6)

• Support inclusive and results-based national and
  local multi-partner platforms, country dialogues
  and related SLM partnerships
• Development of entry points analytical and
  stocktaking work at country and sub-regional
  levels

• Coalition development and advocacy
• Analytical work and SLM mainstreaming to support
  decision making

• Investment coordination and harmonization
• Identification and development of well-informed
  targeted investments
• Development and implementation of inclusive and
  participatory programmatic SLM frameworks

• Technical support to integrate SLM elements in
  existing and emerging country, transboundary and
  sub-regional initiatives
• Identification of well informed targeted
  investments
• Country programs

Investment harmonization, development and
implementation
7)
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OVERVIEW OF TERRAFRICA

• SO WHAT IS TERRAFRICA EXACTLY?

A BUSINESS PLAN . .
. . AND A PARTNERSHIP
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OVERVIEW OF TERRAFRICA - PARTNERSHIP

• SUCCESS THROUGH JOINT ACTION
• The TerrAfrica Business Model is built on the
• realization, based on past experience, that no
• single institution can address the problems of
• land degradation alone.
• By acting through a joint work program,
• partners can leverage their own efforts, and
• organize and amplify their actions according to
• their respective COMPARATIVE ADVANTAGES.

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OVERVIEW OF TERRAFRICA

• WHAT IS THE RELATIONSHIP BETWEEN TERRAFRICA AND
  CAADP?
• The Comprehensive African Agriculture Development
  Programme (CAADP) was launched by NEPAD in 2002
• The objectives of CAADP are organized into four
  pillars the objective of Pillar 1 is to extend
  the area under sustainable land management and
  reliable water control systems
• However, since the launch of CAADP in 2002
  investments in the four key pillars have failed
  to match expectations
• TerrAfrica was conceived as a response to the
  repeated calls for action from the constituencies
  of NEPAD and the UNCCD
• The TerrAfrica partnership and associated
  Business Planning Framework has been designed as
  an operational mechanism through which the SLM
  objectives of the UNCCD, NEPAD EAP and NEPAD
  CAADP can be pursued
• TerrAfrica is a vehicle through which CAADPs
  Pillar 1 can be effectively implemented

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OVERVIEW OF TERRAFRICA
UNCCD / NEPAD EAP
TERRAFRICA
CAADP PROCESS
CAADP stocktaking and analytical process
Supports, strengthens, and expands diagnostic and
analytical work relating to SLM, helping to
identify entry points and define country SLM
frameworks, focusing on investments and governance
Programmatic Area 1 Land Degradation, drought
and desertification Programmatic Area
6 Transboundary Conservation and Management of
Natural Resources
CAADP ROUNDTABLES
TerrAfrica partners and stakeholders coordinate
engagement in CAADP / EAP processes with view to
having a single harmonized approach to SLM at the
country level
CAADP COMPREHENSIVE DOCUMENT
CAADP COUNTRY COMPACT
TERRAFRICA COUNTRY SLM PROGRAM IS DEFINED IN LINE
WITH CAADP AND EAP
Reduce poverty via improved environment
conditions
Sustainability and productivity of agriculture
increased
SLM scaled up
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1) Where does TerrAfrica come from? 2)
Overview of TerrAfrica 3) Where do we stand
today?
TERRAFRICA EXPLAINED
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WHERE DO WE STAND TODAY?

• EXAMPLES OF ACTIVITIES CURRUNTLY UNDER
  IMPLEMENTATION
• AL1 COALITION BUILDING
• Regional Partnership Building and Advocacy
• - Regional Governance Structure Operational
• - Regional SLM Advocacy/Communications Plan
  Developed
• Strategic Alignment
• - SLM Technical Vision Paper (FAO)
• - TerrAfrica Country Engagement Strategy Paper
  (GM)
• Pooling of Resources
• - TerrAfrica Leveraging Fund Created
• - Design of GEF Strategic Investment Program -
  SIP
• - Technical assistance

AL1 Example The Strategic Investment
Program The GEF Strategic Investment Program for
SLM in Sub-Saharan Africa (SIP) will provide a
strategic and programmatic financing mechanism
for scaling-up SLM in SSA. It is guided by the
GEF priority to commit substantial resources to
SSA for SLM under GEF4 (OP15). A range of
agencies are currently working with NEPAD on the
program brief for the full program, which will be
delivered to the GEF Council in June 2007.
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WHERE DO WE STAND TODAY?

• EXAMPLES OF ACTIVITES UNDER IMPLEMENTATION
• AL2 KNOWLEDGE MANAGEMENT
• Targeted Niche Analytical and Technical Tools
• - Mainstreaming guidelines
• - Financing mechanisms and delivery modality
  guidelines
• - Cost-benefit framework to support SLM
  decision-making
• - Country SLM Investment Framework (CSIF)
• Development of Results Orientated Knowledge
  Sharing Mechanism
• - Above targeted tools brought together with
  existing tools and data within SLM
• knowledge base
• - FIELD database update, including standard
  methodologies for SLM reporting
• and portfolio reviews

AL2 Example Country SLM Investment Framework
(CSIF) The CSIF is a tool which countries can
use to formulate comprehensive country programs,
to scale up SLM. The CSIF will allow countries
to build a shared vision for SLM at the country
level, to select and prioritize sources for
existing and additional funding, and to align and
harmonize SLM investments and activities. In
particular, the CSIF will emphasize the scaling
up of successful approaches, and will support
innovation and the generation and dissemination
of knowledge.
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WHERE DO WE STAND TODAY?

• EXAMPLES OF ACTIVITIES UNDER IMPLEMENTATION
• AL3 INVESTMENTS
• The TerrAfrica country programming support
  process aim to create the enabling environment
  for countries to embed SLM into their development
  frameworks at the national level. This process
  includes
• Diagnostic stage - Identification of
  stakeholders, stocktaking, cost benefit analysis,
  public expenditure reviews, land degradation
  assessment, etc
• Ongoing SLM advocacy to support the country-level
  engagement process at each stage
• Identification of entry points and defining of
  country program
• Alignment and harmonization or resources to
  support implementation of country programming
• Targeted TLF grants to support innovation and
  scale up
• Monitoring and evaluation

AL3 Example Uganda In Uganda the Ministry of
Agriculture has taken steps to establish a
country platform and has begun the process of
preparing a country program with participation
from local government bodies, specialized
national institutions and other development
partners.
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THE STRATEGIC INVESTMENT PROGRAM
(SIP) Monitoring and Evaluation Plan
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The SIP Monitoring and Evaluation Plan process
for development
Objectives Process for producing the
materials Results framework
Results Framework reflects detailed input from
stakeholders at Dakar SIP preparation workshop
Feedback received from versions circulated to
the SIP Steering Committee, a temporary group
overseeing (only) preparation of SIP Feedback
incorporated over past 6 months by a small
cooperative working group (UNDP, FAO, NEPAD,
ICRAF, WB, ME specialists)
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REVIEW HOW WILL THE SIP WORK?
NEPAD helps advocate for SLM among countries,
promoting country-level partnerships that can
leverage SIP
The country-level SIM will allow countries to
translate specific SLM priorities into
operational priorities
SIP PORTFOLIO
The SIP regional programming framework defines
project consistency criteria, regional investment
priorities, and ME criteria
Countries design funding projects as normal, but
aided by their own unique Country SLM Investment
Framework (CSIF)
SIP FINANCIAL UMBRELLA 50 of OP15 (GEF 4)
Open to all SSA countries
SIP Regional Committee guides the strategic
direction of the SIP
GEF pipeline entry on a rolling basis

• SIP coordination at NEPAD/RECs
• Coordinates Regional Committee
• ? Reports on ME at program level
• ? Knowledge exchange and advocacy for SLM

Program Level ME Project Level ME
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SIP RESULTS FRAMEWORK
Objectives Process for producing the
materials Results framework

• What is the Results Framework?
• Summarizes the logical presentation of the
  program
• Basis for building the ME system
• Provides a tabular summary of what an operation
  does
• Defines program success
• For SIP, provides phasing triggers to move from
  phase 1 to phases 2 and 3 of the program

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SIP RESULTS FRAMEWORK
Program Goal (2007 2018) Support sub-Saharan
countries in improving natural resource based
livelihoods by reducing land degradation in line
with MDGs 1 and 7
Development Objective (2007-2010) Stakeholders in
Phase I countries design, implement, and manage
suitable SLM policies, strategies, and
on-the-ground investments
Global Envl Objective (2007-2010) Prevent and
reduce impact of land degradation on ecosystem
services in SIP investments areas
Intermediate result 1 SLM applications on the
ground are scaled up in country-defined
priority agro-ecological zones
Intermediate result 2 Effective and inclusive
dialogue and advocacy on SLM strategic
priorities, enabling conditions, and delivery
mechanisms established and ongoing.
Intermediate result 4 Targeted knowledge
generated and disseminated and monitoring
established and strengthened at all levels.
Intermediate result 3 Commercial and advisory
services for SLM are strengthened and readily
available to land users.
CSIF component 1
CSIF component 2
CSIF component 3
CSIF component 4
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SIP RESULTS FRAMEWORK
Program Goal (2007 2018) Support sub-Saharan
countries in improving natural resource based
livelihoods by reducing land degradation in line
with MDGs 1 and 7

• Key indicators for progress toward this goal
• Total change in social and economic indicators
  for households, disaggregated by country,
  land-use type, and investment area by end of SIP
  phase 3
• Total change in soil carbon content in
  investment areas by end of SIP phase 3
• Total change in FAO land cover classification
  type (cropland, woodland, rangeland)

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SIP RESULTS FRAMEWORK
Development Objective (2007-2010) Stakeholders in
Phase I countries design, implement, and manage
suitable SLM policies, strategies, and
on-the-ground investments
Global Environmental Objective
(2007-2010) Prevent and reduce impact of land
degradation on ecosystem services in SIP
investments areas

• Key indicators for progress toward
• this objective
• Trigger 1 Minimum 10 increase in score on
  Composite Index for SLM Enabling Environment (see
  annex)
• Trigger 2 80 of Phase 1 investments leveraged
  at minimum 13 ratio by end of Phase I
• increased productivity in SIP investment areas
  by end of Phase I, reported by cropland,
  rangeland, and woodlands

• Key indicators for progress toward
• this objective
• change in soil carbon content in investment
  areas
• change in biological productivity (vegetation
  cover enhanced with rainfall use efficiency) by
  end of Phase I

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SIP RESULTS FRAMEWORK
Intermediate result 1 SLM applications on the
ground are scaled up in country-defined
priority agro-ecological zones
Intermediate result 2 Effective and inclusive
dialogue and advocacy on SLM strategic
priorities, enabling conditions, and delivery
mechanisms established and ongoing.
Intermediate result 4 Targeted knowledge
generated and disseminated and monitoring
established and strengthened at all levels.
Intermediate result 3 Commercial and advisory
services for SLM are strengthened and readily
available to land users.
Key indicators change in SLM applications
adopted by land users in investment areas
Key indicators At least X new or existing
national coalitions and one subregional or
transboundary SLM coalition established or
strengthened
Key indicators X persons receiving SLM services
(from extensionists, commercial or NGO providers)
in targeted communities compared to baseline
Key indicators All SIP projects have established
ME and learning systems within second year of
operation and are reporting on programmatic
indicators
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Some monitoring indices under development

• Monitoring indices currently under development
• Core Welfare Indicators Questionnaire
• SLM Enabling Environment composite index
• SLM advocacy index
• Sustainability index
• Infrared spectroscopy ICRAF (measuring soil
  carbon as an indicator of ecosystem health)

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• SLM Enabling Environment Index 6 broad areas
• Political support
• Policy formulation
• Organizational structure
• Programme resources
• Evaluation, monitoring and research
• Legal and regulatory environment
• Specific questions under each category
• Rated from 1-10

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• Issues to be resolved
• Subjectivity and reliability
• Utility of single index masking of failures ad
  successes in different fields

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SIP RESULTS FRAMEWORK
Next steps in finalizing the ME System (Sept
Dec 2006)

• Identify projects for testing SIP ME tools
• Pilot test and adapt SIP ME tools
• Composite policy index for SLM enabling envt
• SLM partnership and knowledge sharing assessment
  tool
• SLM advocacy index
• Score card for SLM ME and learning systems
• Develop SIP ME toolkit/operations manual
• Approve manual with NEPAD and partners

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SIP RESULTS FRAMEWORK
Initial ME activities under the SIP(2007 onward)

• Set up team and finalize ME plan, baselines, and
  target values
• Operationalize the ME system
• Establish ME databases for program and project
  levels
• Provide planning assistance to teams designing
  SIP investments
• Provide ME technical assistance to SIP project
  teams
• Etc.

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SIP RESULTS FRAMEWORK
Monitoring guiding principles

• There are large numbers of actors that also have
  contributions to make to the state of the art for
  SLM monitoring. Sharing responsibility for
  staying current on advances and best practices
  among the stakeholders will help the effort.
• By its nature, the SIP will require annual review
  of ME breakthroughs and best practices to stay
  current.

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SIP RESULTS FRAMEWORK
Monitoring guiding principles

• Unlike a discrete country level project, the SIP
  will be creating baseline as it goes along and
  adding progressively to accumulated results on
  key indicators. These will not only inform the
  triggering of additional resources, but will
  advance the SLM work itself.
• Linkages among all the actors are critical and
  will affect the ability to report results.
  Participatory ME is featured in SIP operations.
  The more we all share, the more we will learn.

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The SIP Monitoring and Evaluation Plan

• Needed from the breakout
• sessions
• Receive recommendations to finalize the SIP ME
  plan, to monitor and evaluate joint progress
  toward the agreed SIP goals and results.
• Feedback on key success indicators for SIP at the
  program level.
• Please see the SIP results framework
• and ME plan distributed via e-mail and
• in your packages.

Objectives Process for producing the
materials Results framework
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THE STRATEGIC INVESTMENT PROGRAM
(SIP) Monitoring and Evaluation Plan