Summary Report

TerrAfrica Leveraging Fund

December, 2012

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PREPARED BY: The World Bank

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Background The TerrAfrica Leveraging Fund (TLF) provides a flexible financing mechanism to implement the priorities established by the TerrAfrica Executive Committee and the Strategic Business Planning Framework. It supports the implementation of the priorities set by the Executive Committee of the TerrAfrica under the framework of its joint Annual Work Program. As seed money, the TLF mainly provides support to activities that have the potential to leverage wider Sustainable Land and Water Management (SLWM) benefits. The TLF helps to scale-up SLWM, it fills gaps, and includes the provision of resources to support integrated approaches. The TLF supports targeted activities typically between $10,000 and $350,000 that are not already adequately covered by existing funding mechanisms. The TLF provides targeted support to key products from activity line 1 ( Regional coalition building) and 2 (regional knowledge management), as well as targeted catalytic and seed funding for country activities under activity line 3 (country investment) – which is where most of the support is directed.

Overview and key messages for 2012 Since the TLF was established, the total contribution amount stands at $11.34 million. A €9.7 million commitment from the European Union is about to be signed. As of October 23rd 2012, the fund balance is $0.5 million. (See Annex 1: The summary financial report). In 2012, the TLF has supported the strategic positioning of TerrAfrica as a key program and partnership within wider growth agenda in Sub-Saharan Africa. The TerrAfrica’s approach offered key contribution to the Green Growth agenda, to the work on Climate Smart Agriculture and is starting to influence the dry lands’ sustainable development partnership in Africa currently under definition. (See Activity Line 1 for details). In 2012, the TLF has taken outreach activities one step further through innovative communication means such as social media, interactive exhibition, radio and TV show. Thanks to these targeted TLF supports, TerrAfrica audience has significantly widened this year. (See Activity Line 1 for details).

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In 2012, the TLF has consolidated its leveraging impact at country level. The Landscapes and Livelihoods activity in Nigeria ($430,000 from the TLF in 2011-2012) has led to the preparation of a $650 million (IDA, GEF, LDCF and government) investment with the Nigeria Erosion and Watershed Project (NEWMAP) that has been approved in May 2012. The Development of an Integrated Approach to Soil & Water Management in Shire Basin in Malawi ($1.2 million from the TLF in 2011-2012) has led to the preparation of a $132 million (IDA, GEF and LDCF) investment with the Shire River Basin Management Project that was approved in June 2012. Other country level activities involving TLF support have taken place in Togo, Mozambique and Burundi. (See Activity Line 3 for details)

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Contents

Strategic Positioning 4

Innovative Outreach and Training Activities 5

TerrAfrica Governance 6

Malawi-Climate Change Program 7

Multi-Country Online SLM Catalogs 8

Nigeria: Land Restoration from Gully Erosion 9

Malawi: Integrated Watershed Development 10

Togo: SLWM to Mitigate Risks from Floods 11

Mozambique: SLWM for Farmers’ Incomes 11

Burundi: Piloting Private Sector Partnership 12

Background .......................................................................................................................................................... 1

Overview and key messages for 2012 ..................................................................................................................... 1

Activity Line 1: Coalition Building .......................................................................................................................... 4

Activity Line 2: Knowledge Management ................................................................................................................ 7

Activity Line 3: Country Support ............................................................................................................................ 9

Next steps ........................................................................................................................................................... 13

Annex 1: Financial Report .................................................................................................................................... 14

Annex 2: Malawi – National Climate Change Program ............................................................................................. 15

Annex 3: Description of activities and expenditure categories of the TLF ................................................................. 17

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Activity Line 1: Coalition Building Strategic Positioning The NEPAD Planning and Coordinating Agency (NPCA) and the World Bank have both contributed to raise TerrAfrica profile. Through targeted TLF support, the World Bank has been able to position TerrAfrica as a contributor to key development initiatives and strategies , in particular under the green growth framework, as part of the work on climate smart agriculture as well as on the more recent dryland s agenda. The Sahel and West Africa Program in support of the Great Green Wall, the second generation TerrAfrica flagship program, has received in 2012 the Green Award from the World Bank. The World Bank’s publications below acknowledge TerrAfrica’s contribution.

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Innovative Outreach and Training Activities This year, TerrAfrica has conducted many communications activities to encourage various stakeholders to debate crucial environmental issues, offer solutions, as well as engage and motivate new audiences.

On June 28th 2012, TerrAfrica and Connect4Climate (C4C) awarded the winners from a first global competition to encourage youth to be part of the solution to the effects of global climate change . The Competition challenged young people ages 13-35 from all over the world to submit photos, videos, music videos, and podcasts that communicate compelling climate change stories. The event was timed to immediately follow Rio+20 COP to capitalize on the COP’s momentum and to reflect on the outcomes from Rio. The ceremony included a series of short talks, short videos/films, and music that address climate change and land degradation issues within the context of the sustainable development agenda. More than 670 guests attended with a large online audience participating. Based on the success of this first competition, another one was launched in August 2012 in collaboration with Connect4Climate and MTV. The Competition invites young people to submit photos, videos, music videos, and podcasts that tell powerful climate change and land degradation stories. Labeled Snap it. Sing it. Shoot it. Say it, the competition aim to kickstart an interactive dialogue amongst African youth and give them a voice. Through the partnership with Connect4Climate, TerrAfrica will share a community of 250,000 users in Facebook.

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Through the TLF support, the NEPAD Agency has organized the training of African journalists from Benin, Burkina-Faso, Mali, Niger and Togo on issues and solutions of land degradation. Through radio broadcasts, rural communities are increasingly aware of land degradation issues. From September to October 2012, the NEPAD Agency and the World Bank Institute (WBI) have partnered to create training modules on SLM and Climate Smart Agriculture . To increase awareness on SLWM, create a debate on SLWM and get media coverage, various media appearances were organized. Last October 24t h 2012, TerrAfrica was featured at Straight Talk Africa, a show widely broadcasted in Africa with an estimated worldwide audience 134 million people. Rudo Makunike was interviewed at UK Talking Africa with Sonny Decker, and Ousmane Djibo by the Deutche Welle Africa Desk.

TerrAfrica Governance The TLF, under the auspices of the NEPAD Planning and Coordinating Agency (NPCA), has provided support to ensure the smooth coordination and the enhanced communication of the TerrAfrica partnership. Key governance events and products have received full support from the TL F including the 9th and 10th meeting of the TerrAfrica Executive Committee Meetings in Durban, South Africa and in Addis Ababa, Ethiopia. The TLF further sponsored the preparation of the 2012 TerrAfrica Annual Report, the 2012 Work Program. In 2012, the TLF has supported the improvement of the TerrAfrica Knowledge Base and the TLF is paying the full hosting cost for the website. Communication activities in 2012 have included the training of radio journalists, and the collaboration between NEPAD and the Worl d Bank Institute (WBI) on creating an SLWM training module. Since the signing of the $1.5 million TLF grant in 2011, the NEPAD Agency is now in-charge of financing the aforementioned activities . The objective of the grant is to strengthen capacity at NEPAD Planning and Coordinating Agency (NPCA) to support country demand for sustainable land and water management. Through this grant, TerrAfrica has had success in building coalitions and scaling up investments. The grant is

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contributing to the overall objectives of NPCAs TerrAfrica program, and it’s Comprehensive Africa Agriculture Development Program – reinforcing performance of existing and future projects across sectors and countries to tackle land degradation, climate change and natural resource overreach. The grant is also strengthening the capacity at NPCA to maintain and strengthen the regional coalition on sustainable land management, manage knowledge and information, carry out communications and outreach, monitor progress, and facilitate the development of participating countries sustainable land management investment frameworks.

Activity Line 2: Knowledge Management

Malawi-Climate Change Program Implementation of activities supported, through the TLF, under Malawi's Climate Change Program have accelerated in recent months as work is underway under all the large contracts, providing data that feeds into other tasks. The Integrated Assessment of Land Use Opt ions study has produced a complete draft of the land use assessment & modeling (See Annex 2). The study to date has: (i) analyzed recent changes in land cover at the national level; (ii) modeled continuing land use changes under a range of land management, climate and populatio n growth scenarios; (iii) assessed the environmental consequences in terms of soil health, hydrological flows, sediment loading, carbon stocks, etc.; and (iv) conducted an economic analysis of the costs and environmental benefits of the modeling land use management investments. In addition to informing the priorities and elaborating the economic rationale for land management in general, this extremely rich study will provide numerous other useful information products for Malawi, such as improving understanding of the economics of SLM investments at the household level, and establishing carbon stock baselines for the country. The study has also been complemented by training in Climate -Smart Agriculture provided by WBI. The first training workshop, facilitated by Bunda Agricultural Colleg e, provided an introduction to CSA to a broad audience, and was very well received. This will be followed up with a more targeted training, which will aim to work with tra iners and educators to introduce CSA materials into academic and technical curricula in Malawi, as well as ongoing support to the CSA community of practice during the remainder of the grant.

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Multi-Country Online SLM Catalogs TLF funds (almost $200,000) were also used to design GIS web-based SLM catalogs for three West African countries (Burkina Faso, Niger and Togo). The site allows you to view metadata on soil quality and to compare maps from different regions/areas in different countries.

Togo’s SLM Geocatalog at http://tg-gdt.ige.fr/gdt.html

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Activity Line 3: Country Support The leveraging impact of the TLF is best illustrated under country support, as discrete investments of the TLF leads to wider SLWM investments supported by other financial resources such as IDA, GEF, LDCF, SCCF, GFDRR and other resources. At its 7th meeting in 2009, the Executive Committee decided to prioritize country level and climate cha nge related activity. The Executive Committee further identified three priority directions with conservation agriculture, energy poverty, and watershed managemen t. Key 2012 activities took place in Malawi, Burundi and Mozambique:

• Nigeria: Landscapes and Livelihoods: Development of Nigeria Erosion and Watershed Project – NEWMAP

• Malawi: Development of an Integrated Approach to Soil & Water Management in Shire Basin, and the Climate Change Program (CCP)

• Togo: Integrated Disaster and Land Management Project

• Mozambique: Fostering Community Participation and Local Government Coordination

• Burundi: Training in Sustainable Land and Water Management (SLWM) in coffee landscapes

Nigeria: Land Restoration from Gully Erosion The Landscapes and Livelihoods activity in Nigeria ($430,000) has led to the preparation of a $650 million investment with the Nigeria Erosion and Watershed Project (NEWMAP) approved in May 2012. This innovative, multi-sectoral project will finance State-led interventions to prevent and reverse land degradation, initially focusing on up to three gully erosion sites that threaten infrastructure and livelihoods in up to three leading southeastern States. Investments are a strategic combination of civil engineering, vegetative land management and other watershed protection measures, and community-led adaptive livelihood enhancements. Over the course of the 8-year program, up to 25 sites in up to 11 total States will be phased in as States become ready and as the designs of the anti-erosion infrastructure are developed. The sustainability of these investments will be reinforced by strengthening institutions and information services across

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sectors and States, including watershed planning, scientific monitoring, impact evaluation, and by strength ening the country’s capacity to promote and implement climate resilient, low carbon development.

Malawi: Integrated Watershed Development The Development of an Integrated Approach to Soil & Water Management in Shire Basin in Malawi ($1.2 million from the TLF) has led to the preparation of a $132 million (IDA, GEF and LDCF) investment with the Shire River Basin Management Project that was approved in June 2012. The objective of this project is to develop a strategic planning and development framework for the Shire River Basin and support targeted investments to improve land and water resources management, and associated environmental services and livelihoods in the Basin. The project will: (a) strengthen the institutional capacities and mechanisms for Shire Basin monitoring, planning, management and decision support systems; (b) invest in water related infrastructure that sustainably improves water resources management and development; (c) reduce erosion in priority catchments and sedimentation and flooding downstream, while enhancing environmental services, agricultural productivity and

improving livelihoods; and (d) improve flood management in the Lower Shire and provide community level adaptation and mitigat ion support; and (e) protect and enhance ecological services in the Basin.

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Togo: SLWM to Mitigate Risks from Floods The TLF support in Togo ($500,000) has leveraged $17 million towards the Integrated Disaster and Land Management Project (GFDRR, GEF and LDCF) that has started operations in September 2012. The Project will strengthen capacity to manage risk of flooding and land degradation and expand sustainable land management (SLM) in targeted landscapes and in climate vulnerable areas. Its primary focus is on local communities. This innovative project integrates disaster risk management activities together with SLM activities. By supporting ecosystem services restoration, SLM activities contribute to reduction and mitigation of flood magnitude and to climate change adaptation. Sustainable agricultural and forestry practices in the watershed are known to consolidate land coverage, reduce erosion, and improve rain absorption in the ground, and the project’s SLM activities thus help consolidate the outcomes of the Disaster Risk Management (DRM) activities. Conversely, by planning to invest in small -scale reforestation, tree nursery and tree planting, the DRM activities acknowledges the multiple benefits of sustainable land and water management on the ground.

Mozambique: SLWM for Farmers’ Incomes The Mozambique Fostering Community Participation and Local Government Coordination activity ($200,000 from the TLF) is supporting mainstreaming of SLWM into the $26.2 million Market led Smallholder Development in the Zambezi Valley project of which objective is to increase the incomes of smallholder farmers and to improve the ecosystem’s resilience . Activities being developed by the operation include (i) the preparation of delivered several key activities including (i) a training on land use plans to district authorities and extension officers, (ii) the introduction of different conservation agriculture techniques , (iii) the introduction of environment friendly honey production techniques, and (iv) the introduction of community reforestation and nurseries. A s a direct result, the project has been able to cover approximately 16,500 ha with different types of SLM activities, and a total of over 12,000 farmers are adopting different SLM techniques including 225 contact farmers and extension officers trained on conservation agriculture.

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Burundi: Piloting Private Sector Partnership

As a follow-up to the Burundi Rapid-Strategic Environmental Assessment of the Coffee Sector Reform TerrAfrica delivered in 2011, TerrAfrica agreed with the Government of Burundi, to fund training in Sustainable Land and Water Management (SLWM) in coffee landscapes in partnership with the Illy Café foundation and the University of Trieste in Italy. The training will support Burundi to develop sustainable coffee certification. As a result of TLF supported activities ($130,000) , Illy Café has selected coffee beans from Burundi for one of its high quality coffee. This activity is initiating a Public Private partnership in connection with the Burundi Sustainable Coffee Landscape Project which is financed by a GEF grant ($4.2 million).

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Next steps To enable the signing of the new EU contribution and based on the 2011 -2015 Strategic Planning Framework, the description of activities of the TLF and its standard provisions have been reviewed and approved by all three donors in August 2012 and administratively formalized in October 2012. The revised description of activities is annexed (Annex 3). The immediate next steps are the signing of the €9.7 million contribution from EU and then the organization of a call for proposals for country support activities. As for new activities in 2013, the decision of the Executive Committee will be sought on (i) a new contribution of the TLF ($100,000) the development a new training module and on (ii ) an additional financing to the NEPAD Agency ($ 1million) that should be informed by the performance of the current project and the TerrAfrica/TLF review. This additional financing could also incorporate contracting of partners on strategic topics.

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Annex 1: Financial Report Contribution $ Unpaid Contribution $ Contribution Paid-In $ Admin Fee USD Transfers-out in USD Inv. Income USD Sum of Fund Balance USD

TF070380 11,304,037 600,030 10,704,007 535,200 10,008,762 365,878 525,925

Fund Name Closing Date Grant Amount

USD Disbursements USD

Commitments USD

Available Balance USD

COUNTRY OPERATIONS 12/31/2013 2,022,230 1,828,300 46,509 147,421

COALITION BUILDING 12/31/2013 1,003,920 693,493 15,680 294,746

KNOWLEDGE MANAGEMENT 12/31/2013 1,203,920 716,954 33,960 453,006

Training in Sustainable Land Management Project 4/30/2013 33,000 0 33,000 0

Burundi: TerrAfrica Activities 7/31/2013 100,000 1,418 10,500 88,082

Nigeria: Adaptation to Climate Change in agriculture and water management 9/30/2012 200,000 200,000 0 0

Malawi - National Climate Change Program Technical Assistance 6/30/2013 1,000,000 190,367 294,456 515,178

Malawi - Development of an Integrated Approach to Soil & Water Mgmt in Shire Basin 11/9/2012 230,000 162,605 33,389 34,007

Nigeria: Landscapes and Livelihoods 8/16/2012 230,000 223,642 0 6,358

Mozambique: Fostering Community Participation and Local Government Coordination to scale-up SLWM in the Zambezi Valley

11/9/2012 200,000 71,940 0 49,060

Grant for NEPAD Planning and Coordinating Agency (NPCA) 6/30/2013 1,500,000 750,000 750,000 0

Mali: Technical studies for NRM in CC 12/18/2012 100,000 0 0 100,000

Sudan: SLM feasibility studies 100,000 0 0 100,000

Climate and land information portals for better climate risk management 11/9/2012 345,000 184,294 0 160,706

Togo: Integrated Disaster and Land Management Project 6/30/2013 500,000 0 0 500,000

STRENGTHENING ENGAGEMENT WITH TERRAFRICA PROCESSES 6/30/2010 312,731 312,731 0 0

ECO-AGRICULTURE WORK PROGRAM 2009 6/30/2010 180,000 180,000 0 0

Regional Sustainable Land and Water Management in the Lake Malawi/Nyasa/Niassa Basin 12/31/2011 14,618 14,618 0 0

Implementation of the Ghana National Sustainable Management Committee's Work Plan for 2009-2010

10/14/2011 200,000 200,000 0 0

Total 9,475,419 5,730,361 1,217,493 2,448,564

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Annex 2: Malawi – National Climate Change Program Figure 1: 1991 – 2010 Land Use Change in Malawi

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Table 1: Key results

Map 2: Hotspots with soil loss over 25t/ha/year

Climate Adaptation

Historical Coping Strategies

Future Adaptation Opportunities o Information o Institutions o Investments

Malawi’s residents have always been expected to cope with the vagaries of climate.

There are opportunities to enhance climate resilience through investments in information, institutions, and investments.

Need to explore regional context (forecasting, communication networks, capacity development, trade, economy, …)

Degraded areas to be rehabilitated.

Other maps based on LTS work

Hydromet network map (information) and other maps from COWI/ATKINS study

Pictures: Gauging sites, modern hydromet systems, institutions (training photos), operational control room plan, modern IT, examples of old and modern infrastructure, warning systems

Schematic: Adaptation strategies

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Annex 3: Description of activities and expenditure categories of

the TLF Institutional Background 1. The institutional structure is based on a two-tier arrangement, involving an existing Partnership (as defined below) and an existing Multi-donor Trust Fund: 2. The TerrAfrica Initiative for Sustainable Land Management in Sub-Saharan Africa (the “Partnership”) is a Global Partnership Program (GPP) established by resolution of the Constitutive Meeting of the Executive Committee of the Partnership held in Par is on September 15, 2005. 3. The Partnership was established among partners including, at the time of establishment, representatives of Sub Saharan Af rican countries, international organizations, regional organizations, bilateral institutions, scientific organizations and civil society. It is a regional platform to enable governments of sub-Saharan Africa, the international development community and other global, regional and national stakeholders to better work together to scale-up country-driven sustainable land management. It is a collective and inclusive effort for Sub-Saharan Africa which aims to foster long-term integrated and harmonized strategies, policy dialogue and actions, building on the comparative advantages of partners. 4. Further to the decision of the Constitutive Meeting of the Executive Committee dated September 15, 2005, the TerrAfrica Leveraging Fund (TLF) was established as a Programmatic Trust Fund to participate in the financing of activities included in t he joint Annual Work Program (as defined below) of the Partnership. The TLF is intended to provide a flexible financing mechanism to addr ess targeted needs that are not already adequately covered by existing funding mechanisms. Governance Structure 5. The TerrAfrica governance structure is lean. There is currently an Executive Committee and a Secretariat (“TerrAfrica Secretariat”) now hosted by the Africa Union’s NEPAD Planning and Coordination Agency (NPCA). Ad -hoc working groups are convened among partners as needed to assist on specific tasks (such as reviewing climate analytics, devising plans for TerrAfrica’s presence at the UNFCCC Durban conference in December 2011, or vetting the Partnership’s M&E framework).

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6. A joint Annual Work Program shall be prepa red by partners and countries based on the template of activities in the TerrAfrica Business Planning Framework, which is updated every 5 years in a process led by NPCA and approved by the Executive Committee. The emphasis in the Second Business Planning Framework (2010-2014) is on climate change and SLM, in particular the three priority SLM themes of (i) watershed management, (ii) conservation agriculture, and (iii) linkages between energy and land. This focus was agreed by the Executive Committee at its October 2009 meeting in Buenos Aires, Argentina. 7. The TerrAfrica Partnership’s Executive Committee is chaired by the NPCA and is responsible for, inter alia: (i) Overall guidance and strategic direction of the Partnership; (ii) Review and approval of joint Annual Work Programs (as defined below) and related budget and resources allocation prepared by the Partnership’s Secretariat; and (iii) Supervision of the performance of the TerrAfrica Leveraging Fund (which is administered by the World Bank). 8. The Partnership’s Secretariat reviews proposals of activities to be carried out by Partners under the joint Annual Work Progr am (the “Annual Work Program”). Under the guidance of the Partnership’s Executive Committee, the Secretariat consolidates the join t Annual Work Program, and develops a budget allocating available resources to activities included in the proposed Annual Work Plan an d, inter alia, clearly delineating the proposals of activities that would be eligible to receive financing from the TLF. In coordination with the TerrAfrica Secretariat, the Bank determines which activities included in the proposed Annual Work Plan are to be supported by the TLF. The Bank retains fiduciary responsibility for the TLF. Objective and Description of the Activities under the Project 9. Objectives. The overall objective of the TLF is to provide strategically targeted and flexible financial support to: (i) Strengthen awareness, harmonization, strategic directions on opportuniti es and modalities for improved sustainable land management scale-up and effectiveness; (ii) Improve and share analytical underpinnings to support policy dialogue and decision making; and (iii) Catalyze funding at country level. To meet these objectives, the TLF provides strategic seed financing and other small grant support for activities approved in the joint Annual Work Program. As mentioned above, the recent and current joint Annual Work Program (2010, 2011) and the current Second Business Planning Framework (2010-2014) all emphasize the linkages between SLM and climate change. SLM is widely recognized by partners as the key approach to both mitigate and adapt to climate change and variability in Africa. TerrAfrica has therefor e been focusing much of its support on the three aforementioned priority SLM themes of: (i) watershed management, (ii) conservation agriculture, and (iii) linkages between energy and land. What these three themes have in common is an emphasis on the landsca pe as

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a system that needs to be managed holistically. In line with the joint Annual Work Program and the Second Business Planning Framework, the TLF is expected to help deliver on the immediate objective of scaling up sustainable and climate -smart land and water management practices on the ground, in order to accumulate landscape carbon and help bridge Africa’s climate adaptation deficit. 10. Results. A simplified results framework is presented below. This results framework is a subset of the Partnership’s broader M&E framework which guides the joint annual work programming process and which guided the development of the Second Business Planning Framework. Targets in the results framework below are somewhat fluid, given that the TLF is seeking additional exter nal support from existing and potential new partners, and is also actively leveraging other sources of funding including IDA, GEF, other trust funds, and national budgets. Targets could be revised upwards if additional contributions to the TLF are made availabl e or if parallel co-financing is secured. It is important to note that discrete activities will have customized M&E arrangements calibrated to local circumstances, budgets, and capacities. The specific results include: Result 1. Countries scale up SLM practices in priority zones, in three key priority themes of Conservation Agriculture, watershed management and energy poverty. This will lead to multiple wins on the ground, including enhanced accumulation of carbon in so il and biomass, higher yields and lower yield variability, access to more diverse livelihoods, more predictable water availability, increased household access to renewable terrestrial energy sources, reduced siltation of reservoirs, and in situ biodiversity conservat ion in active farmscapes. Result 2. Climate risk incorporated into decision making on SLM at Country and Regional levels. This will lead to better knowledge dissemination and capacity building such as: improved practical knowledge in sub -Saharan African countries about climate risk to land and natural resource dependent livelihoods (such as via ClimDev); improved knowledge and capacity to implement adaptation and mitigation strategies through application of appropriate SLM approaches; and better institutional performance on investment planning, monitoring and knowledge management.

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Hierarchy of results Indicators Means of verification Assumptions

Result 1

Countries scale up SLM practices in priority zones, in three key priority themes:

Conservation agriculture

Watershed management

Energy poverty (land use

related)

# hectares with SLM practices, reported by:

land use (crop, range, forest)

type of practice (such as:

watershed plans, no-till,

woodlots plus improved

cookstoves, small hydro, re-

vegetation and other erosion

control measures, integrated

soil fertility management,

etc.)

# number of land users

applying improved techniques

reported by gender, reported

spatially (country, district)

(Note: Target to be determined during preparation of discrete investment operations)

Aggregated project monitoring and evaluation reports, field reports, household surveys

Appropriate technologies are used to improve land and water mgt in a way that can lead to intertwined impacts on all or some of these benefits:

Accumulation of carbon in soil and

biomass

Higher yields and improved food

security under climate variability

Continued access to diverse natural

resource based livelihoods

More predictable water availability

Increased household access to

renewable energy sources that do not

endanger food production

Reduced siltation

No additional loss of biodiversity in

farm scapes

Result 2

Climate risk incorporated into decision making on SLM at country and regional levels.

At least 4 participating countries have strategic investment plans to reduce climate risks via SLM by end of 2013

Periodic reports from countries’ National SLM Committees Project monitoring and evaluation reports

Political environment is conducive. Improved sector cooperation on investment planning on land/water management and climate change will lead to greater efficiencies, scale, and impacts. Regional organizations are equipped to back stop country activities.

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Hierarchy of results Indicators Means of verification Assumptions

Output 1

Country level flagship projects developed and being implemented

At least 3 country level climate/SLM investment operations under preparation by end of CY 2012 At least 6 investment operations under preparation address specific climate vulnerabilities through SLM by end of 2013

Project monitoring and evaluation reports, field reports Periodic reports from countries’ National SLM Committees

Government willing to participate.

Output 2

Country coalitions and knowledge sharing mechanisms strengthened

At least 4 participating countries with SLM investment frameworks by end of 2013 At least 4 participating countries have functional SLM coalitions by end of 2013 At least 4 participating countries with functional national SLM knowledge platform (e.g. management information system) by end of 2013

Periodic reports from countries’ National SLM Committees Project monitoring and evaluation reports

Political environment is conducive. Improved sector cooperation on investment planning on land/water management and climate change will lead to greater efficiencies, scale, and impacts. Knowledge platform enables information to be rationalized and put into use to inform policy, practice, and programming. Regional organizations are equipped to back stop country activities.

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11. General Activities. The Partnership’s activities which may be financed by the TLF (the Activities) are selected activities included in the Partnership’s Annual Work Plan duly approved by the Partnership’s Executive Committee, aiming at: (a) Coalition building: Strengthening coalitions and advocacy and developing knowledge based partnerships in Sub -Saharan Africa, through targeted and result-oriented information sharing, coordination, harmonization and other efforts to strengthen the collective ability of all stakeholders to address barriers to sustainable land management scale-up, including:

(i) financing of selective joint reviews of partners’ portfolio and shared stocktaking from existing activities and partnerships that would feed into the knowledge networks and benchmarking, specific monitoring and evaluation work, targeted technical assistance to NPCA and other regional organizations in support of political mobilization and improved investment planning and governance, analysis of enabling conditions for good practices and success stories, benchmarking among partners, constituency building and strengthening of coalition of Sub-Saharan African countries, including through the various elements of the Partnership’s governance; and (ii) building and strengthening transparent and inclusive result oriented knowledge based partnerships, in which pri ority is given to the valorization and dissemination of local knowledge, and the participation of civil society at various levels.

(b) Knowledge management: Improving analytics and dissemination mechanisms to support SLM scale -up, including:

(i) development of tools and guidelines (e.g., M&E, economic analyses, climate change assessments, terrestrial carbon management, integration of SLM into large scale decentralized community driven investments, and capacity building for multi -sector sustainable land management programs); (ii) public expenditure reviews, (iii) cost-benefit analyses, ecosystem valuations, and other economic work.

(c) Country investment support: Catalyzing funding at country level to support investment identification, preparation and implementation at country, multi-country and regional levels, including the following:

(i) provision of seed funding to catalyze upstream dialogues, national platforms, (ii) targeted support for identification and preparation of country and multi -country investment operations and broader programs, and (iii) targeted support for implementation of strategic programs and operations that are directly financing SLM actions or improving the enabling environment.

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Categories of Expenditures Allowed under the Project 12. The following categories of expenditures can be financed from the funds of the TerrAfrica Leveraging Fund: a) For Recipient Executed Activities: i) Consultant Services ii) Publications ii) Conference/Workshops iv) Goods v) Operating expenditures and incremental staff costs vi) Training

b) For Bank Executed Activities: i) Associated Overhead ii) Short Term Consultant Fees iii) Contractual Services iv) Extended Term Consultants

v) Staff Costs (Salary and Benefits including indirect costs1. vi) Travel Expenses vii) Media and Workshop Costs

1 Indirect costs charged as part of staff costs include expenses such as field benefits, communication and information technology, equipment and office space, furniture, supplies, copying, etc. These costs

are directly charged against the Multi-Donor Trust Fund.