Ministry of the Environment, Climate Change, and Natural Resources Strategic Plan (2019-2022)

MECCNAR Strategic Plan 2019-2022 THE REPUBLIC OF THE GAMBIA MINISTRY OF ENVIRONMENT, CLIMATE CHANGE AND NATURAL RESOURCES (MECCNAR) STRATEGIC PLAN (2019-2022) June 2019 MECCNAR Strategic Plan 2019-2022 TABLE OF CONTENTS ABBREVIATIONS AND ACRONYMS ----------------------------------------------------------------------------------------------------------- I LIST OF TABLES ------------------------------------------------------------------------------------------------------------------------------------ III 1. BACKGROUND AND CONTEXT--------------------------------------------------------------------------------------------------------- 1 1.1. NATIONAL CONTEXT ------------------------------------------------------------------------------------------------------------------- 1 1.2. ENVIRONMENT AND NATURAL RESOURCES MANAGEMENT ------------------------------------------------------------------------ 3 1.2.1 Ministry of Environment, Climate Change, Water, Wildlife and Fisheries -------------------------------------- 4 1.2.2 National Environment Agency --------------------------------------------------------------------------------------------- 4 1.2.3 Department of Parks and Wildlife Management --------------------------------------------------------------------- 5 1.2.4 Department of Forestry ------------------------------------------------------------------------------------------------------ 6 1.3. CROSS-SECTORAL LINKAGES ---------------------------------------------------------------------------------------------------------- 6 1.4. ENVIRONMENT AND NATURAL RESOURCES MANAGEMENT FRAMEWORK -------------------------------------------------------- 9 1.5. DEVELOPMENT COOPERATION ----------------------------------------------------------------------------------------------------- 10 1.6. POLICY CONTEXT -------------------------------------------------------------------------------------------------------------------- 11 2. VISION, MISSION, AND STRATEGIC OBJECTIVES ------------------------------------------------------------------------------- 12 2.1. VISION -------------------------------------------------------------------------------------------------------------------------------- 12 2.2. MISSION ----------------------------------------------------------------------------------------------------------------------------- 13 2.3. STRATEGIC OBJECTIVES ------------------------------------------------------------------------------------------------------------- 13 3. PROGRAMS ------------------------------------------------------------------------------------------------------------------------------- 15 4. IMPLEMENTATION STRATEGY------------------------------------------------------------------------------------------------------- 15 5. RESULTS AND RESOURCES FRAMEWORK ---------------------------------------------------------------------------------------- 18 5.1. LOGICAL FRAMEWORK -------------------------------------------------------------------------------------------------------------- 18 5.2. WORK PLAN AND BUDGET ---------------------------------------------------------------------------------------------------------- 40 5.3. FINANCING THE STRATEGIC PLAN -------------------------------------------------------------------------------------------------- 58 6. MONITORING AND EVALUATION FRAMEWORK------------------------------------------------------------------------------- 58 7. RISKS ---------------------------------------------------------------------------------------------------------------------------------------- 58 MECCNAR Strategic Plan 2019-2022 Feb. 26, 2018 Page - i ABBREVIATIONS AND ACRONYMS AfDB - African Development Bank ANR - Agricultural and Natural Resources BTF - Biodiversity Trust Fund CBD - Convention on Biodiversity CC - Climate Change CCPAP - Climate Change Priority Action Plan CCSF - Community Controlled State Forest CDM - Clean Development Mechanism CF - Community Forest CPMU - Centralized Project Management Unit DOF - Department of Forestry DPWM - Department of Parks and Wildlife Management DWR - Department of Water Resources EDF - European Development Fund EERC - Environmental Education Resource Centre ERP - Economic Recovery Programme EWS - Early Warning System GDP - Gross Domestic Product GEAP - Gambia Environment Action Plan GEF - Global Environment Fund GFCC - Gambia Forest Communication Concept GFMC - Gambian Forest Management Concept GNCA - Gambia National Carpentry Association ICZM - Integrated Coastal Zone Management IDA - International Development Association IPCC - Intergovernmental Panel on Climate Change IPM - Integrated Pest Management JFPM - Joint Forest Park Management Concept LDC - Least Developed Country LECRDS - Low Emissions Climate Resilient Strategy MEA - Multilateral Environmental Agreements MECCNAR - Ministry of the Environment, Climate Change, and Natural Resources MVA - Manufacturing Value Added NDMA - National Disaster Management Agency NDP - National Development Plan NEA - National Environment Agency NEMA - National Environment Management Act NEMC - National Environment Management Council NPS - National Population Secretariat NWRC - National Water Resources Council ODA - Overseas Development Assistance OVP - Office of the Vice President PFM - Participatory Forest Management MECCNAR Strategic Plan 2019-2022 Feb. 26, 2018 Page - ii POPs - Persistent Organic Pollutants PPP - Public-Private Partnerships RH - Relative Humidity SPCR - Strategic Programme for Climate Resilience TAC - Technical Advisory Committee TDA - Tourism Development Area UNDP - United Nations Development Program UNEP - UN Environment Program UNICEF - UN Children’s Agency MECCNAR Strategic Plan 2019-2022 Feb. 26, 2018 Page - iii LIST OF TABLES TABLE 1: ALIGNMENT OF MECCNAR STRATEGIC OBJECTIVES WITH THE NDP (2018-2021) OUTCOMES AND INTERVENTIONS --------- 14 TABLE 2: LOGICAL FRAMEWORK FOR MECCNAR SP (2019 – 2022) ------------------------------------------------------------------------- 18 TABLE 3: WORK PLAN AND BUDGET (2019 – 2022) -------------------------------------------------------------------------------------------- 40 TABLE 4: PROGRAM MONITORING AND COMMUNICATION PLAN ------------------------------------------------------------------------------- 58 MECCNAR Strategic Plan 2019-2022 Page 1 1. BACKGROUND AND CONTEXT 1.1. National Context1 The Gambia is the smallest country on the African continent, and occupies a total area of 11,295 Km2. The country is a small sub-tropical country lying between longitudes 13° 47' W and 16° 49' W, and latitudes 13° 02' N and 13° 50' N, and by Senegal on all sides except the West, where it is bordered by the Atlantic Ocean. The shape of the country roughly follows the course of River Gambia, which runs east to west across the entire length of the country, and splits it into two. The Gambia has a sub-tropical climate with two distinct seasons in the year: a hot, rainy season, and a cooler dry season. The dry season commonly known as Harmattan usually starts mid-October and ends around mid-June, with average temperatures of 32 °C (89.6 °F). The rainy season usually lasts from around mid- June to mid-October, with August being the wettest month. Temperatures during the rainy season can reach 41 °C (105.8 °F). The country has a total land area of 10,000 Km2 and an area of 1,295 Km2 of water bodies. The total population was 1.9 million in 2013, meaning a population density of about 171 persons per square Kilometre. The Gambia is thus one of the most densely populated countries in Africa, and this coupled with a population growth rate of 3.3% per annum, poses significant challenges to national development. Almost 70 percent of the country’s land area (6,550 Km2) is agricultural land, of which 588,000 Ha are arable, and 334,000 Ha are under cultivation. The country has 4,750 Km2 of forest area, constituting of 47.5% of land area. In addition to the 80 Km long coastline on the Atlantic Ocean, The Gambia has an exclusive fishing zone of 200 nautical miles within the continental shelf. Agriculture is a main driver of the Gambian economy, employing almost half of the working population, and 81% of the rural working population. In addition, the sector accounted for 20% of the Gross Domestic Product (GDP) in 2016, and provides livelihoods for 72% of the population. Groundnuts are the main cash crop, and account for 30% and 50% of foreign exchange earnings, and national food requirements, respectively. Horticulture and livestock production are important, and increasing, with livestock 1 Socio-economic, environmental, and natural resources data used in this document was obtained from sources such as the National Development Plan (2018-2021), the Supplementary ANR Policy, the Gambia Strategic Programme for Climate Resilience, as well other government policies, development cooperation frameworks, and publications from international organizations. MECCNAR Strategic Plan 2019-2022 Page 2 production accounting for 25% of the agriculture GDP. Despite this, the sector is undiversified, mainly based on smallholder, rain-fed subsistence food (millet, maize, rice, sorghum, cassava) and cash (groundnuts, cotton, and cashew) crops production. In addition, the performance of the sector is very low, because of a weak institutional and policy framework, inadequate budget, inadequate inputs, as well as rainfall variability, climate shocks, limited irrigation, and high post-harvest losses. Tourism is another important sector of the Gambian economy, accounting for 12% to 16% of the GDP, generating about $85 million in foreign exchange earnings, and accounting for over 35,000 direct and 40,000 indirect jobs. The sector attracted $45 million in foreign direct investment over the last 5 years, and is a major provider of air cargo services to other sectors such as fisheries, and horticulture. Although tourism in The Gambia has seen a steady growth in recent years, it is also susceptible to incidents such as the outbreak of 2013 in neighboring countries in West Africa. There is very little manufacturing in The Gambia, and the sector accounts for only 5.5% of the GDP, and employs about 4,500 people. Thus, the country has a very low level of industrialization, and light manufacturing (clothing and textiles, metal and metallic works, food and beverages, wood and leather processing) dominates the sector. Major challenges to the industrial sector in the country are lack of technological innovation, and an outdated industrial policy. The manufacturing subsector contributes 5.5% (2014) to GDP employs 4,500 people, but has been stagnant since 1995. This reflects a low level of industrialization as indicated by the Manufacturing Value Added (MVA) per capita, at about US$16 (UNIDO, 2010) - lower than the average for developing countries. Manufacturing activities in the country are dominated by light manufacturing consisting of and chemicals primarily used in the production of soaps and plastics, fish processing, etc. One of the critical challenges affecting the industrialization process is the lack of technological innovation, as well as an outdated industrial policy. The Gambia has been a trading nation for a long time, and trade has created jobs, generated income, and reduced poverty in the country. In addition, the country serves as a regional entrepôt providing imported goods to the hinterland of Senegal, and neighboring countries. This role is based on the relatively low tariffs on imports, an efficient port and customs services, as well as limited administrative bottlenecks. As such, imports dominate trading in The Gambia, and accounted for 39% of the GDP in 2014. ECOWAS, Asia, and the EU are the main sources of Gambian imports, and are the main destinations for Gambian exports. Although The Gambia is a Least Developed Country (LDC), and benefits from preferential access to the US and European markets, it has not been able to take full advantage of these MECCNAR Strategic Plan 2019-2022 Page 3 opportunities because of its inability to comply with requirements for access to these markets. Poverty has continues to be a significant development challenge in The Gambia, remaining almost flat at around 48 percent between 2010 and 2015, although the number of poor Gambians increased by over 150,000 over the same period. Furthermore, poverty has a rural-urban divide, with the rural population (which has 45 percent of the country’s population) accounting for 60 percent of the poor people in the country. Poverty is also an important driver of environmental degradation which according to circumstantial evidences is among factors that contributes to increased irregular migration by young Gambians from rural to urban areas and subsequently, to Europe and other developed countries. The Gambia also faces significant challenges with regards to the environment and climate change management. Among the major environmental issues affecting the environment are land degradation, coastal erosion, loss of forest cover, biodiversity loss, poor management of pesticides and waste, as well as poor planning and weak enforcement of existing laws and policies. The increasing burning of charcoal and felling of live trees and coastal sand mining, coupled with establishment of illegal settlements are activities that intensify the impacts of climate change in the country. Climate change has thus emerged as one of the most significant external factors that accelerate and exacerbate the challenges of environment and natural resources management in The Gambia. Climate change also hinders the growth of the economy by adversely impacting key sectors of the economy such as agriculture, tourism and industry. The geophysical and hydrological characteristics (low-lying and adjacent to the sea) of the country also make The Gambia one of the low-income countries that are most vulnerable to climate change, and especially, weather-related hazards such as drought, windstorms, floods and sea level rise. The Gambia is also experiencing reduced rainfall because of the negative impact of climate change, including global warming. While mean annual temperature increased from 25.8 °C in 1947 to 32.6 °C in 2010, average relative humidity decreased from over 75 percent in 1945 to just over 55 percent in 2010. As a result, ground water recharge has been reduced by 3 percent, and the saline front of the River Gambia now reaches up to 250 Km upstream. 1.2. Environment and Natural Resources Management Environment, climate change, and natural resources management in The Gambia is the responsibility of a network of institutions, with the Ministry of Environment, Climate Change, and Natural Resources (MECCNAR) serving as the lead institution. In discharging its mandate as the lead ministry for environment, climate change and natural resources MECCNAR Strategic Plan 2019-2022 Page 4 issues in The Gambia, MECCNAR is supported by the National Environment Agency (NEA), the Department of Forestry (DOF), and the Department of Parks and Wildlife Management (DPWM).In addition, MECCNAR works with other stakeholders such as Gambia government Ministries, Departments and Agencies (MDAs), civil society organizations (CSOs), the private sector, as well as international development partners who make important contributions to the overall national effort to protect and manage the environment and natural resources of the country. Over the last three decades, lead agencies responsible for the management of specific environment and natural resources sectors have developed policy frameworks and legal instruments to guide the governance and management of natural resources and environmental assets. However, misalignment between some policies and legal instruments dealing with environment and natural resources management remains a major challenge, as conflict among some policies is still evident. As a result, this Strategic Plan will among other things harmonize all environment and natural resources policies under the purview of MECCNAR to help ensure effective policy coherence and coordination of implementation. 1.2.1 Ministry of Environment, Climate Change, Water, Wildlife and Fisheries The Ministry of Environment, Climate Change and Natural Resources (MECCNAR) has the overall responsibility of overseeing and coordinating the development and implementation of policies and programs relevant to environment, climate change, and natural resources management in The Gambia. Toward this end, MECCNAR has two technical departments and one agency under its purview that are charged with specific mandates related to environment and natural resources management. The work of the two technical departments and agency are guided by legislative and policy frameworks. By virtue of the cross-cutting nature of environment, climate change and natural resource issues, MECCNAR builds partnerships and collaborate with other Gambia government ministries, as well as local, regional and international organizations to pursue and achieve its mandate. In view of its increasing role and responsibility, MECCNAR recently established a Centralized Project Management Unit (CPMU), assigned with the responsibility of coordinating the implementation of projects with a view to enhanced effective policy implementation and promote coherence. The CPMU conducts robust monitoring and evaluation (M&E) of programs and projects executed by MECCNAR and partner institutions in government, civil society and NGO’s, and gathers relevant information on the activities and programs of MECCNAR’s partners and their impacts on its mandate, as well as those of its subsidiary Departments and Agencies. 1.2.2 National Environment Agency The National Environment Agency (NEA) was created under the authority of the National Environment Management Act (1994) which repealed the pre-existing National Environment Management Act (1987). In its constitutive Act, the NEA is designated as the principal body responsible for the management of the environment and coordination of all MECCNAR Strategic Plan 2019-2022 Page 5 activities of the government related to environmental management in The Gambia. Towards that end, the NEA is also empowered to take the lead role in setting environmental quality standards in consultation with government departments and agencies. Promotion of public awareness and investigation and prosecution of infringements relating to environmental quality also form an integral part of organization’s responsibilities. Furthermore, the NEA is assigned, under Section 10 of NEMA (1994) with technical responsibilities for environmental impact assessments, environmental auditing, and special studies. Other statutes guiding the NEA’s work include the Environmental (Prevention of Dumping) Act(1988), the Waste Management Act (1999) and international agreements to which The Gambia is a party.2 Participation in the NEA work programs by external entities is made possible through NEA-based Technical Working Groups established by the agency, comprised of members drawn from institutions with mandates in the program areas each Working Group addresses. The NEA also serves as the secretariat to National Environment Management Council (NEMC). 1.2.3 Department of Parks and Wildlife Management The Department of Parks and Wildlife Management (DPWM) is responsible regulating the use of biological resources by promoting the protection, management, utilization, and conservation protection of biodiversity resources within and outside protected areas. Toward this end, the DWPM is empowered under the Biodiversity and Wildlife Act 2003 to establish Protected Areas (PAs) and promote ecotourism in consultation with relevant stakeholders, and oversee the management taking into account national, regional and international instruments including the conventions agreements ratified by The Gambia. In accordance with its mandate under the Biodiversity/Wildlife Act 2003, the DPWM is required to conduct national inventories and research, sensitization, and awareness-raising and preparation, updating and implementation of to develop management plans for established protected areas.3 The DPWM also issues licenses for domestic and commercial consumption of wildlife. Licenses for domestic hunting or for safari hunting are issued on condition that the license holder meets and adheres to the requirements of the license. The Biodiversity and Wildlife Act 2003 also specifies penalties for the breach of prohibitions attached to issuance of licenses. Furthermore, the DWPM is the lead government institution and focal point for the implementation of many regional and international convention and agreements on matters relating to biodiversity and wildlife conservation such as CMS, 2 Basel Convention (1989) on the Control of Transboundary Movements of Hazardous Wastes and Their Disposal, the Bamako Convention (1991) on the ban on the Import into Africa and the Control of Transboundary Movement and Management of Hazardous Wastes within Africa, and the Stockholm Convention (2001) on persistent organic pollutants (POPs) 3 Seven protected area countrywide covering, 46,072 hectares, approximately 4.3% of the country’s land surface MECCNAR Strategic Plan 2019-2022 Page 6 AEWA, UNCBD, RAMSAR, CITES, IUCN, PRCM, RAMPAO, etc4 Recently the DPWM through its policy shift, has prepared guidelines for private sector involvement in natural resources management, and has established several community bio-right (livelihood) projects and strengthened Site Management Committees to improve community involvement, participation and benefit sharing in wildlife and biodiversity resources. The establishment of Indigenous Community Conservation Areas (ICCAs) in 14 communities and the promotion of private game reserve initiative will go a long way in the diversification of governance types and sustainable use.5 1.2.4 Department of Forestry The Department of Forestry (DoF) was created in 1976, and is the lead government agency responsible for promoting the rational management of the forest resources of The Gambia. The DoF is responsible for ensuring the sustainable use and protection of all forest resources in The Gambia, including private forests, forest reserves and plantations. The 1998 Forest Act, which provides the legal framework for the exploitation and management of forest resources, was updated through the Forest Bill 2010. In addition, the Forest Policy (2010-2019) is the regulation and strategy that provides guidelines for sustainable forest management in the country. The Gambian Forest Management Concept (GFMC) of 2000 serves as the blue print for Participatory Forest Management (PFM) in The Gambia, the Joint Forest Park Management Concept (JFPM), the Community Controlled State Forest (CCSF) Management strategy, and the Community Forestry Implementation Guidelines of 2002. In view of the severe decline in the forest cover of the country from 44 % to 37 % between 1982 and 2010, with 47 % of mangrove forests being lost over the same period, it is clear that sustainable forest management is an important national development challenge. 1.3. Cross-sectoral Linkages The Gambia National Development Plan (NDP: 2018-2021), recognizes the environment and climate change as two of seven cross-cutting issues that are “critical enablers” which contribute directly to the achievement of the objectives of the NDP. These two issues are in turn impacted by various other sectors and sub-sectors of the economy, as well as the functions and activities of other MDAs of the Gambia government. Among the key 4 UNCBD (1992) on conservation of biological diversity and the fair and equitable sharing of benefits arising from the use of genetic resources CITES (1973) on protection of wildlife against over-exploitation, and elimination of international trade from threatening species Ramsar Convention (1971) on wetlands Cartagena Protocol (2000), a subsidiary agreement to the UN Convention on Biological Diversity (CBD) 5 UNCBD (1992) on conservation of biological diversity and the fair and equitable sharing of benefits arising from the use of genetic resources CITES (1973) on protection of wildlife against over-exploitation, and elimination of international trade from threatening species Ramsar Convention (1971) on wetlands Cartagena Protocol (2000), a subsidiary agreement to the UN Convention on Biological Diversity (CBD) MECCNAR Strategic Plan 2019-2022 Page 7 government institutions and agencies whose work directly or indirectly impacts environment and climate change issues are the Departments of Water Resources (DWR), and the Department of Fisheries (DoF); both under the Ministry of Fisheries, Water Resources and Assembly Matters (MoFWRNAM), the Ministry of Agriculture (MoA), the Ministry of Tourism and Culture (MoTC), the Ministry of Petroleum and Energy (MoPE), the Ministry of Lands and Regional Administration (MoLRA), the Ministry of Finance and Economic Affairs (MoFEA, and the Ministry of Trade Industry and Employment (MoTIE)Other important Ministries whose mandate and work impacts on environment and climate change issues include the Ministry of Health and Social Welfare (MoHSW), the Ministry of Youths and Sports (MoYS), and the Office of Vice President (OVP), under whose purview are the National Disaster Management Agency (NDMA), the Women’s Bureau, and the National Population Secretariat (NPS). Civil society, the private sector, and international development partners (both bi-lateral and multi-lateral) are also important players in environmental and climate change management in The Gambia. The Department of Water Resources (DWR) of the MoFWRNAM is responsible for technical investigations for research and operational purposes, dissemination of information/advisories to planners and developers, capacity building, and enforcement of provisions of the National Water Resources Council (NWRC) Act (1979). The DWR also performs functions relating to cross-sectoral coordination, and systematic measurements of meteorological variables, and in collaboration with regional and global partners, issues seasonal rainfall and daily weather forecasts to support decision-making in weather and climate-sensitive socioeconomic sectors and help protect life when extreme weather is forecast. The DWR is also delegated to engage with international organizations on international agreements relating to transboundary water resources, weather and climate.6 The Department of Fisheries (DoF) is another MoFWRNAM agency, and is responsible for overseeing the rational development of the Gambian fisheries sector in conformity with the Fisheries Act (2007).In particular, the DoF balances conflicting objectives of conservation and sustainable utilization of fisheries resources. Toward this end, the DoF uses the best scientifc information availabe to establish total allowable catch regulated through licencing and prohibtions related to fishing gear and methods, and champions aquaculture development, which is also regulated in accordance with best practices to forestall pollution of contiguous water bodies, and protect natural habitats. The DOF further enforces import controls on non-endemic species to prevent potentially catastrophic introduction of invasive species into aquatic ecosystems. Due to transboundary nature of fisheries resources, the 6 UNFCCC (1992) on prevention of dangerous climate change and stabilization of greenhouse gases in atmosphere, and the OMVG (1978) on development of common infrastructure for rational exploitation of water resources of River Gambia MECCNAR Strategic Plan 2019-2022 Page 8 DOF serves as The Gambia’s liaison with international organizations and works to safeguard it interests under international conventions to which The Gambia is a party.7 All these are important functions which have significant impact on the management of the environment and natural resources, as well as climate change adaptation in The Gambia. The agriculture and natural resources (ANR) sectors are inseparable, and as such, the MoA is an important partner of MECCNAR. In this regard, the 2009-2015 ANR policy identified various strategies and policies for the sound environmental management and climate change adaptation in The Gambia. Following the update of the 2009-2015 ANR Policy to the 2017 2026 ANR policy, MECCNAR prepared a Supplementary ANR Policy to better address the concerns of the of environment, natural resources and climate change issues in the updated ANR policy that was developed by MoA. Tourism, which accounts for 12 to 16 % of the GDP of The Gambia, also has both positive and negative impacts on the environment. For example, tourism-related activities, particularly those along the coast, contribute to coastal erosion, while the problem of waste disposal and pollution in the Tourism Development Area (TDA) also affects coastal and marine environment and species. However, revenue from tourism also directly contributes to nature protection, given that nature tourists constitute an important segment of overall tourists visiting The Gambia. Tourism therefore has significant bearing on the environment and natural resources management in The Gambia. The high population growth rate and increased urbanization in the country are some of the many issues that have significant environment and natural resources implications. Increased urbanization increases the generation of waste which is inappropriately disposed of into the environment. Settlements established in crowded urban areas particularly around the low lands areas increase the risk of flooding, and present new health threats which pose significant challenges for health planners. Environment, natural resources and climate change issues also important to the work of the MoFEA, which is responsible for the financial affairs, and resource mobilization efforts of the GoTG. In this regard, the work of MECCNAR could be the source of funds and resources, e.g. external funding sources are mobilized to pay for interventions in The Gambia. On the other hand, disasters caused by extreme weather events, disaster-prevention as well as climate resilience activities and projects often require funds. Either way, MoFEA will be involved directly or indirectly in the work of MECCNAR as well as its Departments and Agency. 7 ICRW(1946) provide for the proper conservation of whale stocks and thus make possible the orderly development of the whaling industry ICCAT (1966), conservation of tunas and tuna-like species in the Atlantic Ocean and its adjacent seas. MECCNAR Strategic Plan 2019-2022 Page 9 The environment affects human health and well-being. Direct exposure of people to harmful agents has serious health implications, while the amount of green space in the living environment also affects people’s health and well-being. Climate change also poses risks to human health and well-being by affecting the prevalence of certain diseases and ailments. Environmental issues such as dumping of wastes, access to clean water, and air quality can have significant damage to people’s health and wellbeing in The Gambia. In the same vein, the work of the Women’s Bureau, the NDMA, and the NPS all cut across MECCNAR’s mandate and work by virtue of the important role women have in environmental management, the importance of sound disaster management in the face of climate change, and the impact of increased population on the environment and natural resources. Two other important types of actors whose work also cuts across environmental, natural resources, and climate change issues are civil society, and private sector. With the country emerging from 22 long years of dictatorial rule during which civil society organizations (CSOs) were suppressed, they have now found their voice, and are now more than ever able to participate in the work of MECCNAR. Similarly, the private sector is now reinvigorated, and the renewed commitment of the GoTG to greater private sector involvement in the implementation of the NDP (2018-2021) means that MECCNAR’s work will increasingly impact and be impacted by private sector activities in the country. 1.4. Environment and Natural Resources Management Framework By virtue of its location in the semi-arid region of the West African Sahel, its generally low lying terrain, close proximity to the Atlantic Ocean, presence of the River Gambia throughout its length, as well as its increasing population, The Gambia is susceptible to the vagaries of environmental and climate changes. In addition to threats of climate change, the management of the country’s environment and natural resources is seriously challenged by land degradation, increased coastal erosion loss of forest cover, as well as biodiversity loss, and ineffective management of waste. Other important issues are deforestation through illegal logging and bushfires, illegal settlements, sand mining, and other uncontrolled activities. The impacts of climate change (CC) further compound the problems and challenges that are confronting the environment sector, as well as the agriculture, tourism, and industry, all of which have significant impacts on the growth of the economy. Thus, the increased incidence of droughts, floods, soil degradation, coastal erosion, erratic rainfall patterns and global warming caused by CC have reduced crop yields, increased pests and diseases, damaged infrastructure, and in extreme cases have resulted in loss of lives. The Gambia is at the top of the list of 100 countries that the International Panel on Climate Change (IPCC) ranked as the most vulnerable to CC, especially in terms of weather-related MECCNAR Strategic Plan 2019-2022 Page 10 hazards (e.g. drought, windstorms, flooding, and sea level rise). Among the key indicators of CC in the country are the increase in mean annual temperature from 25.8°C in 1947 to 32.6°C in 2010, the decrease in relative humidity (RH) from 75% in 1945 to just over 55% in 2010, and the increased strength, severity, and frequency of windstorms and flash floods. In the same vein rainfall, which in 2010 decreased 1 percent from normal levels, is projected to decrease 54 percent in 2100. CC and variability has a major impact on growth, and ultimately, national development because climate-sensitive activities such as agriculture form the productive base of the economy. Furthermore, the reduction in rainfall reduced arable land for agriculture, and resulted in a 21 to 44 percent decrease in food crop production in the country. Against this background, the National Development Plan (NDP - 2018-2021) has identified key environment, natural resources issues to address, including the susceptibility of The Gambia to the vagaries of climate change. 1.5. Development Cooperation As a member of the Least Developing Countries (LDC’s) with a high population growth rate, high levels of environmental and susceptibility to climate change impacts, The Gambia has had significant support from international development partners. Thus, the GoTG mobilized $654.2 million from grants and loans from development partners to cover 87 % of the total $752 million needed to implement the PRSP II. Although the projected contribution of overseas development assistance (ODA) to the $2.4 billion required to fund the implementation of the NDP (2018-2021) will fall to 42.7 % or about $1.02 billion, the amount is still significant. In 2016, The Gambia received D5.4 billion in ODA; D2.9 billion (53 %) of which as grants, and the remaining as loans. However, these disbursements were a significant decline from 2015, when the country received D8.1 billion in ODA. Of the D2.5 billion in loan disbursements received in 2016, 69 % was from multilateral creditors, with the Islamic Development Bank accounting for 34 % of the disbursements. On the other hand, multilateral donors accounted for 99.6 % of grants received in 2016, when Japan was the only bilateral donor. The largest multilateral donor agency in 2016 was the African Development Bank (AfDB), followed by the International Development Association (IDA)/World Bank, and the European Development Fund (EDF). Other important multilateral donor agencies are the Global Fund, UNDP, and UNICEF. The GoTG remains committed to working with donor agencies and development partners to implement the NDP (2018-2021). Thus, a consultation was held with key development partners to solicit their feedback on the draft NDP. In the same vein, the GoTG has developed an Aid Policy (2015-2020) to provide the institutional, regulatory, operational, MECCNAR Strategic Plan 2019-2022 Page 11 and accountability framework for sourcing and managing external aid resource flows into the country. 1.6. Policy Context The Gambia government has for many years pursued the sustainable management environmental and natural resources. As such, it has various laws such as the National Environment Management Act (NEMA) of 1994, the Hazardous Chemicals Act (1994), the Environmental Quality Standards (1999), the Biodiversity and Wildlife Act (2003), the and Renewable Energy Act (2013), all promulgated to ensure sound environmental and natural resources management in The Gambia. Other laws have also been passed to regulate sectors that have an indirect impact on the environment and natural resources in The Gambia. Among these are the Public Utilities Regulatory Act (2001), the Petroleum Act (2004), the Mines and Quarries Act (2005), the Fisheries Act (2007), the Information and Communications Act (2009), and the Petroleum Products Act (2016). Many policies, regulations and programs have also been developed to protect the environment and natural resources in the country and, lately, ensure that the country is resilient to climate change. As early as 1968, barely three years after independence from Great Britain in 1965, Abuko Nature Reserve was established. In addition, government proclaimed the Banjul Declaration of February 1977, which called for the protection of the flora and fauna of the country. In 1979, the Water Resources Act was enacted, and in 1981, the Ministry of Water Resources, Forestry and Fisheries was, along with an Environment Unit, carved from the Ministry of Agriculture. As part of the implementation of the Economic Recovery Programme (ERP), initiated in 1985, the government enacted the National Environmental Management Act (NEMA) in 1987 to address the underlying structural weaknesses and natural resources degradation of the country. Government also prepared the Gambia Environment Action Plan (GEAP) in 1992 to provide a framework for integrating environmental issues into socio-economic development objective of the country. In 1993, the National Environment Agency (NEA) was formed to serve as the technical secretariat to NEMC, and to coordinate environmental management strategies, programs and projects. In 1996, the GoTG developed Vision 2020, its long-term economic development framework aimed at transforming The Gambia into a middle income country by 2020. Toward this end, various medium-term development plans were prepared, starting with the Poverty Reduction Strategies (PRSP I and II), and the Programme for Accelerated Growth and Employment (PAGE; 2012-2015). The national priorities outlined in the PAGE include the exploitation of natural resources, as well as the development of agriculture, and other key sectors of the economy. Furthermore, the PAGE was fully aligned with the Millennium Development Goals (MDGs). MECCNAR Strategic Plan 2019-2022 Page 12 The GoTG also developed various sectoral policies and programs, including the Forestry Sub-Sector Policy (2010-2019), which was updated in 2013 to include the emerging issue of climate change. In the same vein, the Agriculture and Natural Resources Policy (2009 2015), and the Fisheries Strategic Action Plan (2012-2015) were both revised to take into consideration climate change issues, including adaptation measures. Other environment, natural resources and climate change related policies include the National Adaptation Programme of Action (2007), the Gambia Environmental Action Plan II (2009-2018), the Supplementary ANR Policy (2017), the Forestry Sub-Sector Policy (2010-2019), the National Biodiversity Strategy Action Plan (2015-2020), the National Climate Change Policy (2016), and the Revised National Biodiversity Strategy Action Plan. In addition, government developed a $47 million Climate Change Priority Action Plan (CCPAP), a Climate Change Policy and Strategy, and a Low Emissions Climate Resilient Strategy (LECRDS). Environment, natural resources, and climate change issues have also been given due consideration as critical enablers for the achievement of the objectives of the National Development Plan (NDP - 2018-2021). As such, the NDP identifies key issues to address including land degradation, coastal erosion, loss of forest cover, biodiversity loss, ineffective waste management, the management of pesticides, and the mitigation of climate change impacts on the country. Furthermore, the NDP identifies two important Outcomes it is aimed at achieving, namely, the sustainable use and management of natural resources, and a strengthening of the policy environment and tools to ensure the appropriate land use planning and management. Against this background, the MECCNAR Strategic Plan (2019 2022) has been developed to help The Gambia attain the environment, climate change and natural resources management objectives of the NDP. 2. VISION, MISSION, AND STRATEGIC OBJECTIVES Drawing lessons from previous sector-related program and projects and inspiration from on going stakeholder engagement processes, the MECCNAR Vision and Mission statements spelt out below, reflect a realistic aim for a Gambia that is economically viable, and that has an environmentally sustainable development, and with socially responsible management of natural resources and other environmental assets. Furthermore, the MECCNAR Vision and Mission, as well as the Strategic Objectives and Programs in this Strategic Plan are firmly rooted in the NDP, given the mandate of MECCNAR to lead efforts to achieve the NDP environment, natural resources, and climate change objectives. 2.1. Vision MECCNAR Strategic Plan 2019-2022 Page 13 The Gambia’s environment and natural resources are sustainably managed for the benefit of all citizens in a coordinated manner 2.2. Mission To ensure that Gambia’s environment and natural resources are sustainably managed and conserved for the benefit of all (including future generations), and to increase resilience to climate change. 2.3. Strategic Objectives The National Development Plan (NDP) is The Gambia’s national development blueprint for the next four years (2018-2021), and its overall goal is to “deliver good governance and accountability, social cohesion, and national reconciliation, and a revitalized and transformed economy for the well-being of all Gambians.” Toward this end, the NDP identifies eight strategic priorities and seven critical enablers that through which the most pressing economic and social ills besetting Gambian society will be addressed. To achieve these outcomes, the NDP has identified four Outcomes and related interventions to be implemented during the plan period: i) Environment and climate change-friendly policies, programs and awareness strengthened at all levels for resilience ii) Emergency and disaster risk reduction response strengthened at all levels iii) Natural resources sustainably managed iv) Strengthened policy environment and tools for appropriate land use planning and management The four critical enablers are closely linked and the MECCNAR, as the lead Ministry responsible for environment, natural resources and climate change issues, will directly contribute to the achievement of three NDP outcomes through the following Strategic Objectives: 1. Strategic Objective 1: Promote well-being of Gambians through socially responsive integrated environmental management 2. Strategic Objective 2: Strengthen evidence-based management of natural resources and ecosystems 3. Strategic Objective 3: Address underline cause of biodiversity loss by establishing and strengthening a national system of protected areas (forest, wildlife sanctuaries, marine parks, and well capture zones) 4. Strategic Objective 4: Strengthen institutional leadership capacities in strategic oversight of policy and program implementation MECCNAR Strategic Plan 2019-2022 Page 14 5. Strategic Objective 5:Strengthen the institutional framework for environmental coordination and management at local and national levels 6. Strategic Objective 6: Enhance stakeholder participation in natural resources management by promoting public private partnerships 7. Strategic Objective 7: Mobilize sufficient financial resources for strategic plan implementation 8. Strategic Objective 8: Implement programs and activities in partnership with other government Ministries, Departments, and Agencies (MDAs), as well as civil society, the private sector, and international development partners. These Strategic Objectives are firmly anchored to the NDP Outcomes as shown in Table 1. The MECCNAR Strategic Plan (2019-2022) is aligned with the NDP and to the Supplementary ANR policy as well as the new investment program on climate resilience called the Strategic Programme for Climate Resilience (SPCR). The MECCNAR Strategic Plan articulates the main priority actions that will be undertaken by the Ministry, its line departments and agency over the period 2019-2022, in order to contribute to the realization of the NDP outcomes. The strategic plan therefore charts the course for the sector’s contribution to national development and growth. The implementation of the Strategic Plan will ensure that sustainable use of environmental goods and services and the rational utilization of natural resources including enhancing adaptive capacity and resilience of the country is guarantees for the benefits to present and future generations. The Strategic Plan will serve as the entry point for building partnership and collaboration. The MECCNAR Strategic Plan is also relevant to efforts to attain the Sustainable Development Goals (SDGs) in The Gambia, by virtue of the fact that the NDP is itself relevant to the SDGs. This will certainly help efforts to mobilize resources and donor funding for the implementation of the MECCNAR Strategic Plan. Table 1: Alignment of MECCNAR Strategic Objectives with the NDP (2018-2021) Outcomes and Interventions NDP OUTCOMES INTERVENTIONS MECCNAR STRATEGIC OBJECTIVES Outcome 12.1 Environment and Climate Change friendly Policies, Programmes and Awareness strengthened at all levels for Resilience Establish appropriate, functional, and well-coordinated institutional and regulatory frameworks for enhanced enforcement of environmental laws Strategic Objective 1: Promote well-being of Gambians through socially responsive integrated environmental management Strategic Objective 5: Strengthen the institutional framework for environmental coordination and management at local and national levels Strategic Objective 6: Enhance stakeholder participation in natural resources management by promoting public private partnerships Undertake advocacy and Strategic Objective 2: Strengthen evidence MECCNAR Strategic Plan 2019-2022 Page 15 NDP OUTCOMES INTERVENTIONS MECCNAR STRATEGIC OBJECTIVES sensitization programs to build awareness and knowledge at all levels based management of natural resources and ecosystems Develop human and institutional capacities for sound environmental management Strategic Objective 4: Strengthen institutional leadership capacities in strategic oversight of policy and program implementation Strategic Objective 7: Mobilize sufficient financial resources for strategic plan implementation Outcome 12.2: Emergency and Disaster Risk Reduction and Response strengthened at all levels Enhance Early Warning Systems (EWS) Develop and implement a resilience programme for both urban and rural areas Strategic Objective 8: Implement programs and activities in partnership with other government Ministries, Departments, and Agencies (MDAs), as well as civil society, the private sector, and international development partners. Outcome 12.3: Natural Resources sustainably managed and utilized Consolidate and enhance management of protected areas and forests including the promotion of ecotourism Strategic Objective 3: Establish and strengthen a national system of protected areas (forest, wildlife sanctuaries, marine parks, and well capture zones) Sensitize and build capacities of communities in natural resource management to minimize deforestation and human-wildlife conflict Outcome 12.4: Strengthened policy environment and tools for appropriate land use planning and management Government will formulate a National Land Policy Strategic Objective 8: Implement programs and activities in partnership with other government Ministries, Departments, and Agencies (MDAs), as well as civil society, the private sector, and international development partners. 3. PROGRAMS Over the next four years, MECCNAR will implement various priority programs and activities to achieve the 8 Strategic Objectives of the Strategic Plan. While MECCNAR will implement some of these activities and programs on its own, and through its line Departments and Agencies, some of the activities will be implemented in partnership with other Ministries, Departments, and Agencies as well as the civil society organizations, the private sector, and international development partners. A detailed list of the activities that will be implemented under each Strategic Objective is provided in Section 5.1 (Logical Framework) below. 4. IMPLEMENTATION STRATEGY The relevance of the MECCNAR Strategic Plan to the realization of the Outcomes of the NDP is self-evident. Considering that the performance of most economic sectors still rely on increasing utilization of natural resources i.e., water, land, biodiversity and ecosystem services, the need for a sound implementation strategy that strengthens sustainable MECCNAR Strategic Plan 2019-2022 Page 16 environment and natural resource management practice and contributes to the economic security for present and future generations cannot be over-emphasized. Toward this end, MECCNAR will deploy the following strategies in the implementation of this Strategic Plan: 1. Program-based approach The Program-based Approach is consistent with the GoTG Integrated Financial Management System (IFMS) which is aimed at strengthening the effectiveness and efficiency of government financial management and spending. The program-based approach will involve three program areas and sub-programs that Ministry, line Departments and Agency will focus in the implementation of the Strategic Plan. The three programs are as follows: PROGRAM 1: Strategy, Policy and Management Program area 1 has one sub-program area call the General Administration. The sub-program entails the leadership and management roles of MECCNAR as well as its role in facilitating the implementation of policies and plans and as the vote controller directing and monitoring government budget and expenditure for itself (MECCNAR) and the two line departments (DoF and DPWM), and the agency (NEA) under its purview. 2. Public education, awareness-creation, and advocacy Public information and awareness campaign will aimed at raising public understanding of environmental issues and encouraging public participation in managing and protecting the natural environment. The pursuit of sustainable development and environmental conservation requires the public to be sufficiently sensitized about the multiple dimensions of environment and development. Awareness and understanding of environmental issues provide the basis and rationale for commitment and meaningful action towards environmentally sound and sustainable development. Through public statements, public notices, meeting, and special radio and TV awareness campaigns and advocacy program, MECCNAR and its Departments and agency will vigorously implement outreach programs to bridge the information gap so as to inspire the general public to take direct action to protect and sustainably use environment and natural resources. 3. Building strategic partnerships While recognizing its central role as the lead government institution responsible for environment and natural resources management issues in the country, MECCNAR equally understands that environment and natural resources issues are very complex, diverse and cross-cutting in nature. By building partnerships and collaborating with other government institutions, private and non-governmental organizations and the civil society, MECCNAR MECCNAR Strategic Plan 2019-2022 Page 17 can tap into and build synergies as well as unveil opportunities to streamline environment and natural resources considerations into activities and programs of its partners. 4. Harmonization of key sectoral policies The natural resources sector policies such as the forest policy, wildlife policy, water resources, the environment and climate change policies must be harmonized to reduce conflict and enhance coherence for effective implementation. While the recently developed Supplementary Agriculture and Natural Resources Policy can provide an important entry point, the recent policy review has highlighted significant areas of differences between the sub-sector policies which hinders effective policy coordination and implementation. Furthermore, MECCNAR will initiate the development of a framework for policy development to guide the formulation of new policies and enhance cross-linkages between polices within the sector and beyond. MECCNAR Strategic Plan 2019-2022 Page 18 5. RESULTS AND RESOURCES FRAMEWORK 5.1. Logical Framework Table 2: Logical Framework for MECCNAR SP (2019 – 2022) STRATEGIC OBJECTIVE STRATEGIES PRIORITY ACTIONS PERFORMANCE INDICATORS AND MEASURES EXPECTED OUTCOMES RESPONSIBILITY & PARTNERS Strategic Objective 1: Promote well being of Gambians through socially responsive integrated environmental management CN 1 Component 1: Policy, legislative and institutional review and development Comprehensively integrate climate change (including risks and resilience) into development plans, policies and programs Climate change integrated into development plans, policies and programs Climate change integrated into development plans, policies and programs R:MECCNAR P: NEA, DWR, DOF, DPWM, NDMA, NGOs & CSOs & other Development partners Revise/update sector legislations and their related regulations and strategies to mainstream climate change Revised climate change-integrated legislation, regulations and strategies Relevant legislation and their related regulations and strategies revised to mainstream climate change R: MECCNAR P: MECCNAR DAs, and other Sector institutions Develop the National Strategic Environmental Assessment Policy, Guidelines, and Procedures National SEA Policy, Guidelines and Procedures A National SEA Policy, Guidelines and Procedures developed R: NEA P: MECCNAR, DWR, DOF, DPWM, NDMA, NGOs & CSOs & Other Development partners CN 1 Component 3: Climate change research, capacity development and communication Prepare Concept papers on CC and NRM capacity development and communication Concept Papers on CC and NRM capacity development and communication prepared i) Increased capacity to mobilize resources for CC and NRM communication R: NEA P: MECCNAR, DWR, DOF, DPWM, NDMA, NGOs & CSOs & Other Development partners ii) Increased capacity for CC and NRM communication Policy Statement 4: The agency shall promote and scale up integrated approach to sector Facilitate the development of a National program on inventory and assessment of natural resources Publication of a National Inventory and Valuation Report Effective and sustainable management of our natural resources; increased community participation in R: DOF P: NEA, DPWM, MECCNAR, & other relevant institutions MECCNAR Strategic Plan 2019-2022 Page 19 STRATEGIC OBJECTIVE STRATEGIES PRIORITY ACTIONS PERFORMANCE INDICATORS AND MEASURES EXPECTED OUTCOMES RESPONSIBILITY & PARTNERS coordination and harmonization for sustainable resource utilization and management Implement an integrated monitoring and evaluation of resource utilization Integrated monitoring and evaluation of resource utilization system in place resource mapping, planning, and use R: MECCNAR P: MECCNAR DAs, and other Sector institutions Facilitate the production and use of community resource maps and ICCA management plans Community resource maps and plans prepared and effectively used by communities R: DOF P: NEA, DPWM, MECCNAR, & other relevant institutions Promote the use of GIS, Collect Earth and Remote Sensing technology in mapping natural resources, including monitoring of land use/land cover changes (early warning systems) The level and extent of use of GIS, Collect Earth and Remote Sensing technology in mapping national resources, including monitoring land use/land cover changes Improved mapping and monitoring of natural resources, including land use/land cover changes R: DOF, DOA, NDMA, DLS, Dept. of Lands & Surveys P: GBoS Strengthening human resource capacity at all levels through training programs (short- and long-term), workshops, study tours, and use of ICT-assisted learning Training programs, and number of beneficiaries of the programs Increased and strengthened institutional and individual capacities for sustainable natural resources management in the country R: MECCNAR P: MECCNAR Depts. & Agency Build the capacities of youths and women in natural resources management Training programs, and number of beneficiaries of the programs Improved local capacity, and increased involvement of women and youths in NRM R: MECCNAR P: MECCNAR DAs & partner MDAs (MoYs, WB, NYC) Develop & build capacities on national program on environment statistics (audit, accounting & economic valuation) Establishment of a national program on environment statistics, and publication of environmental statistics reports Better-informed decision making in environment and NRM R: NEA P: GBoS & partner MDAs Policy Statement 1: Ensure efficient and effective waste and sewage Finalize the draft waste management Bill Finalized Waste Management Bill A strengthened legal framework for waste management R: NEA P: MECCNAR, MoJ MECCNAR Strategic Plan 2019-2022 Page 20 STRATEGIC OBJECTIVE STRATEGIES PRIORITY ACTIONS PERFORMANCE INDICATORS AND MEASURES EXPECTED OUTCOMES RESPONSIBILITY & PARTNERS management Build and strengthen the capacity of the NEA to enforce the NEMA, 1994 and its regulations Increased material and human resources and capacities for the NEA to enforce the NEMA and its regulations at both national and regional levels Increased compliance with NEMA and its regulations, and improved environment and NRM in the country R: NEA P: MECCNAR Collaborate/guide the establishment of standard landfills for efficient waste management Standard landfills for efficient waste disposal and management established Increased efficiency of waste management R: NEA P: MECCNAR & other MDAs ( ML&RG & Local Authorities, NAWEC, MoH&SW, Dept of Physical Planning, DWR) Sensitize communities and build their capacities to segregate, reduce, re-use and recycle waste Number of communities sensitized and whose capacities have been built about re-use and recycling of waste Increased efficiency of waste management through re-use and recycling R: NEA P: Media, MoBSE, Communicators (traditional), MoH&SW, Youth & Women Groups, Councils Continue and strengthen the enforcement of the ban on plastic bags, and sensitize the public about the ban Reduction in the number of convictions and tonnage of plastic waste, and increased awareness about the ban on plastic bags Increased compliance with the ban on plastic bags R: NEA P: NEA partners (security forces & media) Provide trainings for national enforcement authorities (Police, Customs, GAF, GID, Judiciary, etc.) and decision makers (NAMs Select Committee on Environment) on the National Environment Management Act and its regulations. Number of courses, number of course participants, origin of course participants and curricula of courses Increased capacity of government (central and local) officials to effectively manage environmental issues R: NEA P: Police, Customs, GAF, GID, Judiciary, etc. Organize trainings for local government authorities in all regions/municipalities on safe/sound waste collection and disposal methods. R: NEA P: Area Councils/Municipalities MECCNAR Strategic Plan 2019-2022 Page 21 STRATEGIC OBJECTIVE STRATEGIES PRIORITY ACTIONS PERFORMANCE INDICATORS AND MEASURES EXPECTED OUTCOMES RESPONSIBILITY & PARTNERS Review and map out identified designated dumping grounds in all major growth centers Number, location, and hectares of dumping grounds mapped Improved management of waste in The Gambia R: NEA P: MECCNAR & other MDAs ( ML&RG & Local Authorities, Dept of Physical Planning, DWR) Feasibility studies, coordination and advice on the abandonment of the Bakoteh and Mile II dumpsites, and the identification and commissioning of alternative dumpsites (with standard management) for the GBA Number of studies conducted; Advice provided on the abandonment of the Bakoteh and Mile II dumpsites; Number, locations, and sizes of alternative dumpsites identified R: NEA P: MECCNAR & other MDAs ( ML&RG & Local Authorities, Dept of Physical Planning, DWR, NAWEC) Develop simple composting guidelines of organic waste for households Development of composting guidelines of organic waste for households. Increased composting of organic household wastes R: NEA P: MECCNAR & other MDAs (MoBSE, MoA, DWR, DCD), NGOs Develop a comprehensive Environmental Education and Communication (EE&C) Strategy and action plans; and support implementation Development of a comprehensive EE&C Strategy and action plans; EE&C Strategy implemented Increased awareness about environmental issues R: NEA A: MECCNAR & other MDAs ( MoICI), GPU, Media Policy Statement 2: Efficiently manage and control all hazardous chemicals and pesticides Strengthen the analytical capacities of technical staff of NEA and partners on hazardous chemicals and pesticides formulations Number of NEA and partners’ technical staff whose analytical skills have been strengthened. Improved management of hazardous chemicals and pesticides by NEA and its partners R: NEA P: Plant Protection, NARI, FSQA, UTG Monitor and control the importation, sale, storage and use of chemicals (including ozone-depleting substances and POPs), pesticides, and hydrocarbons in the country Volume of illegal chemicals and pesticides impounded, and the number of convictions for the importation and illegal use of chemicals and pesticides; the number of incidents of chemicals-, pesticides- and hydrocarbon-related accidents reported and controlled. More effective control of the use of banned chemicals and pesticides, and a reduction in the number of hydrocarbon related accidents R: NEA P: Security personnel (GRA, Police, GID) MECCNAR Strategic Plan 2019-2022 Page 22 STRATEGIC OBJECTIVE STRATEGIES PRIORITY ACTIONS PERFORMANCE INDICATORS AND MEASURES EXPECTED OUTCOMES RESPONSIBILITY & PARTNERS Promote and conduct research on the use of bio-pesticides as alternative to synthetic pesticides Reports of research findings Increased, and more environmentally-friendly and sustainable control of pests R: NEA P: Plant Protection, NARI, UTG Conduct public awareness campaign on the dangers and safe use of chemicals and pesticides and promote integrated pest management (IPM) methods (including bioremediation) among chemical and pesticide users The size of the audience reached, as well as the number, frequency, and types of awareness campaigns Increased public awareness about the dangers and safe use of chemicals and pesticides; increased use of IPM R: NEA P: DPWM, Plant Protection, NARI, UTG, Media Implementation and domestication of Multilateral Environmental Agreements (MEAs) such as the Stockholm, Basel, Rotterdam, Minamata ,Abidjan Convention and other relevant Conventions The degree of compliance with the obligations under various MEAs Greater protection of the Gambian population from banned chemicals and pesticides R: NEA, DOF, DPWM P: MECCNAR, DWR, NGOs and CSOs Policy Statement 3: The agency shall (in collaboration with other agencies) regulate sand and gravel mining, and ensure efficient management of Coastal Zones Sensitize the general public (with special emphasis on industrial operators) on sustainable exploitation and use of sand and gravel mining The number, types, and frequency of sensitization programs; the number of people sensitized Increased compliance with the guidelines and safeguards of sand and gravel mining R: NEA P: Geological Dept. DOF, DOA, NDMA, DLS, Dept of Lands & Surveys, GBoS, MOA, NGOs and CSOs Assessment and identification of potential gravel and sand mining areas (including inland mining areas) Number of potential gravel and sand mining sites identified and assessed Increased sustainability of, and environment-friendly sand and gravel mining R: Geological Dept P: NEA, MoLRG, Local Authorities Build and strengthen the capacity of CME Unit and its Working Group on Integrated Coastal Zone Management (ICZM) Increased capacity of the ICZM WG, the enactment of the ICZM, and the operationalization of the ICZM management and strategic plans Increased protection of the coastal zone R: NEA P: MECNNAR & other MDAs within the CME Working Group Review and update the draft ICZM Bill 2015 and its Management and Strategic Plans The ICZM Bill is passed, and the ICZM Management and Strategic Plans are completed R: NEA P: MECNNAR, MoJ, NEA, MoLRG, Local MECCNAR Strategic Plan 2019-2022 Page 23 STRATEGIC OBJECTIVE STRATEGIES PRIORITY ACTIONS PERFORMANCE INDICATORS AND MEASURES EXPECTED OUTCOMES RESPONSIBILITY & PARTNERS Authorities Establishment and operationalization of ICZM Secretariat The ICZM Secretariat is established and operational R: NEA P: MECCNAR & other MDAs within the CME Working Group Research, and promote the use of alternatives to sand and gravel in construction Publications/papers on using less sand and gravel in construction; percentage of buildings built using less sand and gravel Better protection, and Increased sustainability of the use of sand and gravel resources in the country R: NEA P: MECCNAR, Geological Dept, MoLRG, Local Authorities, DCD, UTG Conduct coastal/shoreline monitoring in order to provide time series data and understanding of the process on the coastline and identify hotspots Data on coastal/shoreline Increased understanding of environmental processes on the coastline R: NEA P: MECCNAR, NDMA, GTBoard, Dept of Physical Planning, GPA Setup a team of Coastal Management Observers (COMOs), sensitize, encourage but also report vital information on coastal zone management including periodic clean-up exercises Number of COMOs and teams created and sensitized, the reports they produce, cleaning exercises conducted, and area of coastal zones cleaned Improved and more environmentally-friendly and sustainable management of the coastal zone R: NEA P: Councils, Local Authorities Build the capacities of MECCNAR partners and provide environmental education to the general public Sensitize communities, school children and students on general environmental health, safety, hygiene and environmental laws Number of communities sensitized; level of compliance with environmental laws Increased awareness by communities about environmental laws R: NEA P: MECCNAR, MoBSE, Media Develop local level environmental action plans and support their implementation Number of local level environmental action plans developed and implemented Improved local governance and management of environmental issues R: NEA P: MECCNAR, DCD, Local Authorities Promote and advocate environmentally friendly initiatives, e.g. cleaning exercises, Number of environment-friendly initiatives promoted Increased awareness about environmental issues R: NEA P: MECCNAR, Councils, NGOs, CBOs, MECCNAR Strategic Plan 2019-2022 Page 24 STRATEGIC OBJECTIVE STRATEGIES PRIORITY ACTIONS PERFORMANCE INDICATORS AND MEASURES EXPECTED OUTCOMES RESPONSIBILITY & PARTNERS environmental education programs, etc. Securities Promote Market Analysis and Development (MA&D) on forest products and services Transfer of ownership of forest land from State to Communities Report and MoU signed; receipts; minutes of meetings, reports; list of forest enterprises; study tours/farmer-to farmer contacts 150 Enterprise Development Plans prepared; Community Forest Owners realize the maximum benefit of forest resources (undervalue of forest products and services) FORESTRY Participate in trade fair at both national and international level Develop and support Forest Enterprises Promote inter-sectoral linkages for efficient and unified systems for forest resource management through usage of livelihood projects such as women horticultural gardens, bee keeping, ecotourism, etc. Promote ecotourism in forest parks and CFs for livelihood improvement Cross-border activities implemented Increased inter-sectoral linkages for efficient and unified systems for forest resource management Joint sub-regional consultation on best practices in forest resource management Policy Statement 2: Monitor the sustainable management and utilization of forest resources Develop the management capability and responsibility within forestry staff and local communities for planning and forest management agreements; Capacity building programs implemented, and number of beneficiaries Forest resources are lawfully and sustainably exploited on the basis of regulations Support the establishment and maintenance of forest infrastructure, provision of mobility, office equipment and materials Communities benefit maximally, and sustainably from their forest resources Build the capacities of communities involved in participatory forest management (PFM ), Forest Policies, legislations, and technical forestry skills MECCNAR Strategic Plan 2019-2022 Page 25 STRATEGIC OBJECTIVE STRATEGIES PRIORITY ACTIONS PERFORMANCE INDICATORS AND MEASURES EXPECTED OUTCOMES RESPONSIBILITY & PARTNERS Provide Technical advice and extension support in Private Forestry management Develop and implement sensitization programs on sustainable forest management practices Support communities and other stakeholders for greater participation in the prevention and management of forest fires as well as establish/ formulate a national task force to address bush fires Number, size, and geographic distribution of communities and other stakeholders involved in the prevention and control of bush fires Capacity building and implementation of Forest related conflict resolution consensual negotiation processes Number and geographic distribution of conflicts prevented/resolved Promote restoration of degraded mangrove ecologies and forest lands through community and stakeholder participation Number, size, and geographic distribution of degraded mangrove sites degraded Enhance institutional capacity through provision of forest management equipment and materials Tools, materials and incentives provided to patrol staff Patrol staff are able to discharge their duties effectively Support conversion of potential forest parks to plantations with ecologically valuable and economically viable species Number, size, and geographic distribution of parks converted Increased protection of ecologically viable, and economically valuable species Promotion and introduction of sustainable land management (SLM) through simple/basic agro forestry Number, size, and geographic distribution of private natural/plantation forests established Increased forest cover in the country MECCNAR Strategic Plan 2019-2022 Page 26 STRATEGIC OBJECTIVE STRATEGIES PRIORITY ACTIONS PERFORMANCE INDICATORS AND MEASURES EXPECTED OUTCOMES RESPONSIBILITY & PARTNERS practices Promote the use of alternative energy sources such as gas, briquettes, improved stoves and solar energy; Number and types of promotional activities, and the audiences reached Reduced deforestation in the country Awareness creation at village, district and regional on the role of forests in climate change and desertification mitigation Number, size, and geographic distribution of agro-forestry sites and woodlots established Policy Statement 3: Grant local communities user and management rights, transfer to them control of forest use, and build their capacity for sustainable forest management Strengthening the capacities (motorcycles, computers, etc) of all relevant actors for increased collection and payment of forest revenues and fines to the National Forestry Fund (NFF) Direct payments made to Department of Forestry Increased resources for the Department of Forestry to discharge its mandate FORESTRY Increase the number of people deriving their livelihoods from off farm biodiversity/wildlife-based activities Proportion of women and youth enterprises based on biodiversity/wildlife Improved socio-economic well-being DPWM Conservation activities; beekeeping oyster culture, village banking, gardening, etc. Percent contribution of hunting camps to GDP Number of eco-tourism camps created MECCNAR Strategic Plan 2019-2022 Page 27 STRATEGIC OBJECTIVE STRATEGIES PRIORITY ACTIONS PERFORMANCE INDICATORS AND MEASURES EXPECTED OUTCOMES RESPONSIBILITY & PARTNERS Policy Statement 1: Government, through Parks and Wildlife shall conserve and manage Wildlife in accordance with Gambia’s obligations under international conventions and agreements to which Gambia is a party Raise the awareness of communities about wildlife conventions, acts and policies Number and types of awareness-raising programs implemented; number and types of audiences reached; changes in knowledge, attitudes, and practices related to wildlife conventions, acts and policies Enhanced compliance with international conventions and agreements The Gambia is party to; improved management of wildlife in the country; reduced conflict about wildlife issues DPWM Initiate/strengthen conflict resolution programs (including community driven resolution processes) in wildlife management;(creation barriers for hippos, recover some critical fields from farmers for grazing areas, alternative means to agriculture) Number and geographic distribution of conflict resolution programs initiated/strengthened Promote alternative livelihoods to reduce impact of agricultural and other activities. Number and geographic distribution of alternative livelihood programs initiated; number of beneficiaries of the programs Develop and implement an effective management program for vermin species Management program for vermin species implemented Conduct a nationwide wildlife inventory Implementation of a national wildlife inventory, and publication of the report on the inventory Species monitoring of wildlife, including the internationally threatened and endangered species eg manatees, dolphins, sitatunga, clawless otter, humpbacked dolphins, turtles and water birds Reports published; number and type of threatened and endangered species protected MECCNAR Strategic Plan 2019-2022 Page 28 STRATEGIC OBJECTIVE STRATEGIES PRIORITY ACTIONS PERFORMANCE INDICATORS AND MEASURES EXPECTED OUTCOMES RESPONSIBILITY & PARTNERS Strengthen the Research and Development Unit of the DPWM Tools, equipment, resources, and training programs provided to the Research and Development Unit Policy Statement 2: Ensure the efficient management of Protected Areas in accordance with internationally accepted standards; and conserve, and by Regulation, control trade in Wildlife Establish protected areas in all landscapes and seascapes Number, size, and geographic distribution of protected areas established Increased efficiency in the management of Protected Areas DPWM Prepare and implement species and protected area management plans Number of species and protected area management plans prepared and implemented Promote and Strengthen Ecotourism programs and facilities to galvanize revenue generation and employment creation Tools, equipment, resources, and training programs provided to the Ecotourism Unit Provide management gears (guns, uniforms, GPS, Binoculars, telescopes, field guide books, cyber trackers, dart guns, tranquilizers,, first aid boxes, eye googles, clippers etc.) for park management Tools, equipment, and resources provided for park management Promote and consolidate trans boundary resource management (forest, protected area and biosphere management) Trans-boundary resource management promotion activities and materials produced Ensure sustainable game hunting through designation of proper hunting zones, target species, designated times for hunting and training of hunting guides Number, sizes, and geographic distribution of hunting zones designated; Number and geographic distribution of target species designated for protection Strategic Objective 2: CN 1 Component 4: Furthering climate services Oversee and advise technical departments/agencies in the Deployment and use of automated observation systems Improved management of natural resources and MECCNAR MECCNAR Strategic Plan 2019-2022 Page 29 STRATEGIC OBJECTIVE STRATEGIES PRIORITY ACTIONS PERFORMANCE INDICATORS AND MEASURES EXPECTED OUTCOMES RESPONSIBILITY & PARTNERS Strengthen evidence-based management of natural resources and ecosystems investments and systems development of their capacities to monitor CO2 and other GHGs ecosystems Facilitate the dissemination of climate related observations through appropriate communications systems; Deployment and use of appropriate communications systems Establish Information Management System for ICT and planning Units of the Ministry and reliable Internet access at MECCNAR Deployment and use of equipment, as well as Internet access for climate and sectoral databases Provide computer and software facilities required to manage data receipt, storage, access, visualisation, and dissemination Computer and software facilities installed and used Pilot and roll-out a renewable energy program for MECCNAR and its Departments and Agencies Renewable energy program piloted by MECCNAR and its Departments and Agencies Provision of sustainable and environment-friendly energy to MECCNAR and its Departments and Agencies CN 1 Component 5: Developing the climate resilience monitoring, evaluation and reporting system Develop a climate resilience monitoring, evaluation and reporting system Number of government decision-makers with increased knowledge of climate change resilience, monitoring, evaluation and reporting system Enhanced climate resilience of the country Strengthen institutional capacity on R&D for scientific based evidence in the management of the environment Prepare topographic maps of beach profiles in critical sites in the coastal zone Updated topographic maps prepared Improved management of critical sites in the marine and coastal zone R: NEA P: MECCNAR, NDMA, GT Board Conduct a comprehensive study on the impacts of climate change on the marine and coastal zone, and develop strategies on both mitigation and Study on the CC impacts on marine and coastal zones conducted; Strategies for mitigation and adaptation measures prepared R: NEA P: MECCNAR and other MDAs MECCNAR Strategic Plan 2019-2022 Page 30 STRATEGIC OBJECTIVE STRATEGIES PRIORITY ACTIONS PERFORMANCE INDICATORS AND MEASURES EXPECTED OUTCOMES RESPONSIBILITY & PARTNERS adaptations measures Develop a course curriculum on Environmental Management, Principles and Guidelines at the UTG. Course curriculum on environmental management, principles and guidelines prepared at the UTG Environmental education in the Gambia is strengthened R: NEA P: MECCNAR, MOHERST, Curriculum Unit of MoBSE Review and update the Gambia Environment Action Plan (GEAP 3) monitoring and assessment indicators Updated GEAP 3 monitoring and assessment indicators Better management of the environment and natural resources, and increased adaptation to climate change in The Gambia R: NEA P:MECCNAR and other MDAs Update the Land-use Land-cover classes of the country Land-use/Land-cover classes updated R: NEA P: DPPH, Lands Office, NARI, DOA, DWR Upgrade and equip the NEA laboratory for better analytical capability in water, soil, air and chemicals pollution monitoring. Equipment and resources provided to the NEA laboratory Increased capability of the NEA to better management environmental issues in the country R: NEA P: NARI, DWR, PPS Upgrade and equip the NEA GIS center for better monitoring of the environment and sensitive ecosystems through remote sensing and satellite imagery Equipment and resources provided to the NEA GIS Center R: NEA P: MECCNAR Improve the function of the NEA Environmental Education Resource Centre (EERC); and regularly produce the bi-annual national environmental newsletter Earthnews Improvement in the NEA EERC, and publication of Earthnews Increased knowledge about environmental issues, and increased dissemination of such knowledge R:NEA P: MECCNAR, Schools Commission studies on appropriate technologies for sustainable NRM in The Gambia Publication of reports on appropriate technologies for sustainable NRM in the country R: NEA P: MECCNAR,MOA, DOF, DWR, Local Authority MECCNAR Strategic Plan 2019-2022 Page 31 STRATEGIC OBJECTIVE STRATEGIES PRIORITY ACTIONS PERFORMANCE INDICATORS AND MEASURES EXPECTED OUTCOMES RESPONSIBILITY & PARTNERS Biodiversity outside protected areas assessed, mapped, and conserved Inventory of biodiversity outside protected areas Critical Ecosystems rehabilitated and protected to enhance conservation and sustainable utilization of biodiversity DPWM Strategy for conservation of biodiversity outside protected areas Vermin & problem animal control mechanisms All wetlands inventoried, mapped and conserved for optimal ecological and economic benefits to local, national and transboundary interest groups Inventory & database of wetlands in place & regularly updated Wetlands management structures at all levels Legal & regulatory instruments Review, update and implement transboundary management plans (Niumi and Saloum) To establish new marine protected areas for future transboundary management purpose eg Kartong, Allahein river and southern Senegal Effectively manage Protected Areas and biodiversity therein conserved for ecological, social, economic and cultural benefits Area of critical habitat protected Annual update on number and status of rare or endangered species Increase national revenue generation from tourism products Establish a vigorous restoration strategy whereby cost is attached to Identification, Assessment and mapping of affected areas Number of villages participating in the consultations and area of affected areas mapped The cost of land damage is clearly defined FORESTRY MECCNAR Strategic Plan 2019-2022 Page 32 STRATEGIC OBJECTIVE STRATEGIES PRIORITY ACTIONS PERFORMANCE INDICATORS AND MEASURES EXPECTED OUTCOMES RESPONSIBILITY & PARTNERS land damage Development and implementation of restoration plan Area of forests/sites identified and established Monitoring and Evaluation of the implementation Reports prepared Case study on the impact of Participatory Forest Management to the livelihood of farmers Conduct a study on the impact of participatory forest management on the livelihood of farmers Area of orchards,woodlots/agroforestry sites established The impact of Participatory Forest Management on the livelihood of is clearly demonstrated Conduct a study on the consumption of forest product and services in the country Reports prepared Strategic Objective 3: Establish and strengthen a national system of protected areas (forest, wildlife sanctuaries, marine parks, and well capture zones) Promote sustainable management and protection of the ecological zones Review all legal national and international instruments on the coastal zone ratified by The Gambia. Number of legal national and international instruments reviewed Ecological zones sustainably managed NEA Build and strengthen capacity on sustainable integrated strategy in the management of natural resources Number of people and partners benefitting from capacity-building programs Support conversion of degraded forest parks to plantations Identify and assess degraded forest parks, reserves and plantations for restoration Size (Ha) of degraded forest parks identified, and converted to plantations 2,000 Ha of forest parks converted to plantations; multiplier effects created on on forest resource management and the domestic economy in general FORESTRY Conduct consultations and collaboration with communities and stakeholders on implementation of sustainable restoration and protection measures Number and distribution of communities and stakeholders consulted, and collaborated with Encourage and support communities to participate in the management and protection of community controlled State Forests Create multiplier effects on forest resource management and the domestic economy in general. MECCNAR Strategic Plan 2019-2022 Page 33 STRATEGIC OBJECTIVE STRATEGIES PRIORITY ACTIONS PERFORMANCE INDICATORS AND MEASURES EXPECTED OUTCOMES RESPONSIBILITY & PARTNERS Advocate for sound cross border forest management agreement in line with ECOWAS policy Establish cross border forest fire management committees at all levels Advocacy and training programs implemented; numbers, types, and distribution of beneficiaries Reduction in the number of bush fires; improved cross border forest management Conduct advocacy and training on cross border forest fires management Establishment of bush fire management structures Disseminate and increase awareness about the Gambia Forest Communication Concept Level of awareness about the GFCC Strategic Objective 4: Strengthen institutional leadership capacities in strategic oversight of policy and program implementation at the national level Strengthen the institutional framework for environmental coordination and management at local and national levels Establish a Climate Change Secretariat Climate Change Secretariat established Strengthening of institutional framework for environmental coordination and management at local and national level MECCNAR Construction of office complex for the Ministry and line departments MECCNAR and its DAs office complex completed Compile all environmental-related laws into single compendium Compendium of all environment-related laws prepared Draft/facilitate enactment of NEMA Amendment Bill to make NEA more responsive to current emerging issues Draft NEMA Amendment Bill prepared Enhance dialogue and collaboration with relevant government institutions and other stakeholders review existing legislation and adopt new ones Existing legislation reviewed and new ones adopted Monitor and review the policy developments within the agricultural and natural resources sectors and give recommendations Policy developments in the ANR sectors monitored and reviewed, and recommendations given Undertake staff capacity building and boost their Provide scholarships to Forestry Department staff for overseas studies Scholarships awarded to Forestry Department staff Increased capacity of Forestry Department staff FORESTRY/ MECCNAR MECCNAR Strategic Plan 2019-2022 Page 34 STRATEGIC OBJECTIVE STRATEGIES PRIORITY ACTIONS PERFORMANCE INDICATORS AND MEASURES EXPECTED OUTCOMES RESPONSIBILITY & PARTNERS dedication to work in forestry for 10 B. Sc. and 5 Masters degrees Policy Statement 1: Institutional Development aligned to the decentralization framework will be emphasized Promote public-private partnerships (PPP) for investment in the sub sector Number of PPP projects, and level of investment Increased number of programs, and improved program implementation Develop a comprehensive forest financing mechanism for Community forestry expansion Amount of funds raised; size of community forests expansion; number and distribution of beneficiary communities Increased protection of forest resources; increased and improved community involvement in forest management Upgrade Kafuta School to provide higher diploma and/or degree level education in forestry by linking it to the UTG or other international institutions Upgrading of Kafuta School Increased number of forestry professionals Strengthening data collection, management and ICT systems (GIS, Remote sensing, etc.) to enhance decision making and planning Information management and communication systems installed Improved policy and program implementation Establish an effective and sustainable governance framework for biodiversity/wildlife management Provide professional training to staff (5 BSc, 3 MSc 10 Diploma and 20 Certificate) % of personnel with adequate capacity (professional) increased Increased staff capacity; improved service delivery and management of biodiversity/wildlife DPWM Provide adequate mobility to staff (10 vehicles, 40 motorbikes, 100 bicycles) Staff mobility for service delivery Train staff in applied scientific and technological research Level of skill in applied scientific and technological research Rate of annual intake of M. Sc. and Ph.D. students in Biodiversity/wildlife MECCNAR Strategic Plan 2019-2022 Page 35 STRATEGIC OBJECTIVE STRATEGIES PRIORITY ACTIONS PERFORMANCE INDICATORS AND MEASURES EXPECTED OUTCOMES RESPONSIBILITY & PARTNERS relevant disciplines Number of collaborative graduate research projects commissioned Print and publish magazine, newsletters, brochures, e.g. MIIRO Number of research publications on wildlife/ biodiversity issues Increased generation and sharing of knowledge about wildlife/ biodiversity systems Build the capacity for negotiation and implementation of international environmental conventions and treaties Legal and regulatory measures to implement international conventions and treaties ratified by The Gambia Increased capacity to implement international environmental conventions and treaties; improved biodiversity/wildlife management Sector programming and financing based on PBB At least 75% of biodiversity/wildlife financing is program-based and channeled through national account/sector account Regular Joint sector planning and review involving stakeholders, district & non state actors Strategic Objective 5: Strengthen the institutional framework for environmental coordination and management at the regional and local levels Enhance the capacities of communities involved in participatory forest management (PFM) Provide functional education for Community Forest Communities in group management and strengthening, Forest Policy and Legislations, and technical forestry skills Number of Community Forest Committees trained Better understanding of Community forest programs, and increased capacities for forest management at the local levels FORESTRY Organize Regional and District sensitization of farmers on the role of forest on adaptation and mitigation of climate change Number of programs delivered, and number of beneficiaries MECCNAR Strategic Plan 2019-2022 Page 36 STRATEGIC OBJECTIVE STRATEGIES PRIORITY ACTIONS PERFORMANCE INDICATORS AND MEASURES EXPECTED OUTCOMES RESPONSIBILITY & PARTNERS Strengthen sectoral collaboration to reduce forest conversion to other land use Intensify effective partnership with potential collaborators in the management of existing forest cover Number of communities/institutions trained, and that understand the concept Reduction in conflict over forests Strategic Objective 6: Enhance stakeholder participation in natural resources management by promoting public private partnerships Create enabling environment for private sector involvement in NRM Identify and train partner institutions and private sector in general environmental management Number of training programs, and beneficiaries Increased capacities of stakeholders in environmental management NEA Hold regular (e.g. quarterly) consultations with stakeholder institutions Number of consultations held, and number of participants and institutions represented Engage in a dialogue with the stakeholders in the productive sectors of the economy on sound environmental management. Number of stakeholders engaged R: NEA P: Other stakeholders Promote private sector involvement in the initiation of large-scale re-use and recycling of suitable waste types such as plastic materials. Number of businesses involved in recycling waste NEA Monitor sectoral project intervention sites for compliance with environmental standards. Reports produced Promote forest enterprise development at the community level Improve accessibility of decentralized institution to simple technological transfer on forest products and services Number of technologies transferred, indigenous technologies promoted, and beneficiaries Improvement of technologies for forest management FORESTRY Establishment of decentralized processing centers on NTFPs Number of decentralized processing centers established Number of commuity/private forests increased; Enterprise Development Plans developed, increased involvedment of Provide technical advice and extension support in Community and Number of communities and businesses provided technical advice MECCNAR Strategic Plan 2019-2022 Page 37 STRATEGIC OBJECTIVE STRATEGIES PRIORITY ACTIONS PERFORMANCE INDICATORS AND MEASURES EXPECTED OUTCOMES RESPONSIBILITY & PARTNERS Private Forestry communities and public/private partnerships in forest management Strengthen the capacity of the Forestry Department and Non-State Actors (NSAs) involved in the management and implementation of NRM programs Training of FD and NGOs, CSOs, CBOs and LGAs on the implementation of PFM Number of capacity-building programs, and beneficiary institutions Increased capacities of NSAs in the management and implementation of NRM programs Conduct farmer to farmer visit at national and sub regional levels on general Forest management and protection (good practices) Number of study tours and exchange visits conducted, and number of participants Strategic Objective 7: Mobilize sufficient financial resources for strategic plan implementation CN1 Component 2: Enhanced mobilisation of climate finance Facilitate the establishment and operationalize the Gambia Climate Change Fund Climate Change Fund operationalized Improved national resilience and adaptation to CC MECCNAR Develop the climate change budget coding and tracking registry Climate Change Code and tracking Registry System developed Improved management of resources for CC management Commission an impact assessment/feasibility study to launch innovative climate financing mechanisms e.g. polluter pays, carbon tax, carbon credits, green labels Studies on innovative climate financing mechanisms completed Increased capacity to mobilize resources for CC adaptation and resilience in the country Introduce policies and incentives to leverage private sector investment in low carbon and climate resilient development initiatives Policies and incentives to leverage private sector investment in low carbon and climate resilient development initiatives introduced Increased mobilization of private sector funding for CC activities in the country Develop micro-finance products and provide support to local government, farmer organisations and cooperatives, other user groups and Micro-finance products developed Increased funding for local CC activities MECCNAR Strategic Plan 2019-2022 Page 38 STRATEGIC OBJECTIVE STRATEGIES PRIORITY ACTIONS PERFORMANCE INDICATORS AND MEASURES EXPECTED OUTCOMES RESPONSIBILITY & PARTNERS entrepreneurs to access and use climate finance at local levels Prepare and implement a resources mobilization strategy Use public-private partnership (PPP) to promote collective environmental responsibility Number of PPP activities implemented Increased private-sector involvement in environment and CC management NEA/MECCNAR Review environmental levies on development projects Environmental levies on development projects introduced/increased Increased resources for environment and CC management MECCNAR Levy environmental tax on the specific imported second-hand goods such as used cars and engines and electronic goods Environmental tax imposed on specific types of imports Increase budgetary allocation and environmental tax inflows to support activities of environment and CC activities Budgetary allocation and environmental tax increased to support environment and CC activities Facilitate the transfer of 50% of all forest-related levies and fines to National Forestry Fund Amount of funds in the National Forest Fund Strategic Objective 8: Develop and implement inter-sectoral programs and projects Work with other Ministries, Departments and Agencies (MDAs) to implement the various cross-cutting Components of the SPCR Collaborate with MOLRA to develop climate resilient infrastructure and land use planning Climate resilient infrastructure developed, and climate resilient land use plans prepared Increased climate resilience of infrastructure and land use in the country MECCNAR & MOLRA Coordinate with Ministry of health to promote environmental health in public places Number of promotion activities conducted, number of people reached by the activities, reports written about the activities Increased awareness about environmental health issues, improved health of the population MOWR, MOHSW, & MECCNAR Collaboration with ministry of energy to identify the alternative energy sources to reduce dependency on fuel wood Activities done to find alternatives to fuel wood Reduced dependence on fuel wood in the country MOWTI & MECCNAR MECCNAR Strategic Plan 2019-2022 Page 39 STRATEGIC OBJECTIVE STRATEGIES PRIORITY ACTIONS PERFORMANCE INDICATORS AND MEASURES EXPECTED OUTCOMES RESPONSIBILITY & PARTNERS Policy Statement 3: Solicit Institutional Support for Wildlife Conservation efforts by promoting awareness on the importance of Wildlife Protection in cooperation with other Government agencies and civil society Tap international funding opportunities (GEF, GCF, MAVA) Amount of funds raised from international sources Increase in resources for wildlife conservation DPWM & OTHER PARTNER Promote private sector involvement for re-introduction of lost species in PAs Number of businesses involved in the re-introduction of lost species in PAs Increased private sector involvement in the conservation of biodiversity Encourage the establishment of private game sanctuaries Number of private game sanctuaries established Collect revenues and establish the Biodiversity Trust Fund (BTF) Committee to manage BTF Amount of funds collected; Establishment of a functional BTF Committee Increase in resources for wildlife conservation Policy Statement 4: Pursue Inter-sectoral linkages by collaborating with other core agencies in research, training and development Empowering the site Management Committees Number of site Management Committees empowered Increased effectiveness in wildlife and biodiversity conservation Awareness raising and sensitization using local administrators Number and geographic distribution of local administrators sensitized Women empowerment for livelihood (oyster culture, village banking, vegetable garden, beekeeping, etc.) Number and geographic distribution of women empowered Better coordination of the ANRWG and similar platforms Number of meetings of the ANRWG and similar platforms Improved environmental and CC management Policy Statement 4: Cross sectoral linkages, Research and Program Development shall be fully endorsed and executed by all core agencies Promote inter-sectoral linkages for efficient and unified systems for forest resource management through usage of livelihood projects such as women horticultural gardens, bee keeping, ecotourism, bird-watching, mangrove re-plantation, etc. Number of inter-sectoral programs and projects implemented by core agencies and departments FORESTRY MECCNAR Strategic Plan 2019-2022 Page 40 5.2. Work Plan and Budget Table 3: Work Plan and Budget (2019 – 2022) STRATEGIC OBJECTIVE STRATEGIES PRIORITY ACTIONS YEAR BUDGET ($US; ‘000) RESPONSIBILITY & PARTNERS ‘19 ‘20 ‘21 ‘22 Strategic Objective 1: Promote well-being of Gambians through socially responsive integrated environmental management CN 1 Component 1: Policy, legislative and institutional review and development Comprehensively integrate climate change (including risks and resilience) into development plans, policies and programs 100,000 R:MECCNAR P: NEA, DWR, DOF, DPWM, NDMA, NGOs & CSOs & other Development partners Revise/update sector laws and their related regulations and strategies to mainstream climate change 100,000 R: MECCNAR P: MECCNAR DAs, and other Sector institutions Support the Development of the National Strategic Environmental Assessment Policy, Guidelines, and Procedures 150,000 R: NEA P: MECCNAR, DWR, DOF, DPWM, NDMA, NGOs & CSOs & Other Development partners CN 1 Component 3: Climate change research, capacity development and communication Prepare Concept papers on CC and NRM capacity development and communication 100,000 R: NEA P: MECCNAR, DWR, DOF, DPWM, NDMA, NGOs & CSOs & Other Development partners Policy Statement 4: The agency shall promote and scale up integrated approach to sector coordination and harmonization for sustainable Facilitate the development of a National program on inventory and assessment of natural resources 200,000 R: DOF P: NEA, DPWM, MECCNAR, & other relevant institutions MECCNAR Strategic Plan 2019-2022 Page 41 STRATEGIC OBJECTIVE STRATEGIES PRIORITY ACTIONS YEAR BUDGET ($US; ‘000) RESPONSIBILITY & PARTNERS ‘19 ‘20 ‘21 ‘22 resource utilization and management Implement an integrated monitoring and evaluation of resource utilization 50,000 R: MECCNAR P: MECCNAR DAs, and other Sector institutions Facilitate the production and use of community resource maps and ICCA plans 50,000 R: DOF P: NEA, DPWM Promote the use of GIS, Collect Earth and Remote Sensing technology in mapping natural resources, including monitoring of land use/land cover changes (early warning signs) 100,000 R: DOF, DOA, NDMA, DLS, Dept. of Lands & Surveys P: GBoS Strengthening human resource capacity at all levels through training programs (short- and long-term), workshops, study tours, and use of ICT-assisted learning 300,000 R: MECCNAR P: MECCNAR Depts. & Agency Build the capacities of youths and mainstream gender in natural resources management 100,000 R: MECCNAR P: MECCNAR DAs & partner MDAs (MoYs, WB, NYC) Develop & build capacities on national program on environment statistics (audit, accounting & economic valuation) 250,000 R: NEA P: GBoS & partner MDAs Policy Statement 1: Ensure efficient and effective waste and sewage management Finalize the draft waste management Bill 2007 15,000 R: NEA P: MECCNAR, MoJ Build and strengthen the capacity of the NEA to enforce the NEMA, 1994 and its regulations 20,000 R: NEA P: MECCNAR Collaborate/guide the establishment of standard landfills for efficient waste management 500,000 R: NEA P: MECCNAR & other MDAs ( ML&RG & MECCNAR Strategic Plan 2019-2022 Page 42 STRATEGIC OBJECTIVE STRATEGIES PRIORITY ACTIONS YEAR BUDGET ($US; ‘000) RESPONSIBILITY & PARTNERS ‘19 ‘20 ‘21 ‘22 Local Authorities, NAWEC, MoH&SW, Dept of Physical Planning, DWR) Sensitize communities and build their capacities to segregate, reduce, re-use and recycle waste 150,000 R: NEA P: Media, MoBSE, Communicators (traditional), MoH&SW, Youth & Women Groups, Councils Continue and strengthen the enforcement of the ban on plastic bags, and sensitize the public about the ban 40,000 R: NEA P: NEA partners (security forces & media) Provide trainings for national enforcement authorities (Police, Customs, GAF, GID, Judiciary, etc.) and decision makers (NAMs Select Committee on Environment) on the National Environment Management Act and its regulations. 50,000 R: NEA P: Police, Customs, GAF, GID, Judiciary, etc. Organize trainings for local government authorities in all regions/municipalities on safe/sound waste collection and disposal methods. 50,000 R: NEA P: Area Councils/Municipalitie s Review and map out identified designated dumping grounds in all major growth centers 10,000 R: NEA P: MECCNAR & other MDAs ( ML&RG & Local Authorities, Dept of Physical Planning, DWR) MECCNAR Strategic Plan 2019-2022 Page 43 STRATEGIC OBJECTIVE STRATEGIES PRIORITY ACTIONS YEAR BUDGET ($US; ‘000) RESPONSIBILITY & PARTNERS ‘19 ‘20 ‘21 ‘22 Feasibility studies, coordination and advice on the abandonment of the Bakoteh and Mile II dumpsites, and the identification and commissioning of alternative dumpsites (with standard management) for the GBA 150,000 R: NEA P: MECCNAR & other MDAs ( ML&RG & Local Authorities, Dept of Physical Planning, DWR, NAWEC) Develop simple composting guidelines of organic waste for households (increased from the NEA budget of 3,000) 20,000 R: NEA P: MECCNAR & other MDAs (MoBSE, MoA, DWR, DCD), NGOs Develop a comprehensive Environmental Education and Communication (EE&C) Strategy and action plans; and support implementation 50,000 R: NEA A: MECCNAR & other MDAs ( MoICI), GPU, Media Policy Statement 2: Efficiently manage and control all hazardous chemicals and pesticides Strengthen the analytical capacities of technical staff of NEA and partners on hazardous chemicals and pesticides formulations 300,000 R: NEA P: Plant Protection, NARI, FSQA, UTG Monitor and control the importation, sale, storage and use of chemicals (including ozone-depleting substances and POPs), pesticides, and hydrocarbons in the country 300,000 R: NEA P: Security personnel (GRA, Police, GID) Promote and conduct research on the use of bio pesticides as alternative to synthetic pesticides 500,000 R: NEA P: Plant Protection, NARI, UTG Conduct public awareness campaign on the dangers and safe use of chemicals and pesticides and promote integrated pest management (IPM) methods (including bioremediation) among chemical and pesticide users 150,000 R: NEA P: DPWM, Plant Protection, NARI, UTG, Media MECCNAR Strategic Plan 2019-2022 Page 44 STRATEGIC OBJECTIVE STRATEGIES PRIORITY ACTIONS YEAR BUDGET ($US; ‘000) RESPONSIBILITY & PARTNERS ‘19 ‘20 ‘21 ‘22 Implementation and domestication of Multilateral Environmental Agreements (MEAs) such as the Stockholm, Basel, Rotterdam, Minamata, Abidjan Convention and other relevant Conventions 300,000 R: NEA, DOF, DPWM P: MECCNAR, DWR, NGOs and CSOs Policy Statement 3: The Agency shall (in collaboration with other agencies) regulate sand and gravel mining, and ensure efficient management of Coastal Zones Sensitize the general public (with special emphasis on industrial operators) on sustainable exploitation and use of sand and gravel mining 150,000 R: NEA P: Geological Dept. DOF, DOA, NDMA, DLS, Dept of Lands & Surveys, GBoS, MOA, NGOs and CSOs Assessment and identification of potential gravel and sand mining areas (including inland mining areas) 10,000 R: Geological Dept P: NEA, MoLRG, Local Authorities Build and strengthen the capacity of CME Unit and its Working Group on Integrated Coastal Zone Management (ICZM) 25,000 R: NEA P: MECNNAR & other MDAs within the CME Working Group Review and update the draft ICZM Bill 2015 and its Management and Strategic Plans 10,000 R: NEA P: MECNNAR, MoJ, NEA, MoLRG, Local Authorities Establishment and operationalization of ICZM Secretariat 200,000 R: NEA P: MECCNAR & other MDAs within the CME Working Group Research, and promote the use of alternatives to sand and gravel in construction 100,000 R: NEA P: MECCNAR, Geological Dept., MoLRG, Local Authorities, DCD, UTG MECCNAR Strategic Plan 2019-2022 Page 45 STRATEGIC OBJECTIVE STRATEGIES PRIORITY ACTIONS YEAR BUDGET ($US; ‘000) RESPONSIBILITY & PARTNERS ‘19 ‘20 ‘21 ‘22 Conduct coastal/shoreline monitoring in order to provide time series data and understanding of the process on the coastline and identify hotspots 50,000 R: NEA P: MECCNAR, NDMA, GT Board, Dept of Physical Planning, GPA Setup a team of Coastal Management Observers (COMOs), sensitize, encourage but also report vital information on coastal zone management including periodic clean-up exercises 10,000 R: NEA P: Councils, Local Authorities Build the capacities of MECCNAR partners and provide environmental education to the general public Sensitize communities, school children and students on general environmental health, safety, hygiene and environmental laws 150,000 R: NEA P: MECCNAR, MoBSE, Media Develop local level environmental action plans and support their implementation 50,000 R: NEA P: MECCNAR, DCD, Local Authorities Promote and advocate environmentally friendly initiatives, e.g. cleaning exercises, environmental education programs, etc. 50,000 R: NEA P: MECCNAR, Councils, NGOs, CBOs, Securities Promote Market Analysis and Development (MA&D) on forest products and services Transfer of ownership of forest land from State to Communities 125,000 FORESTRY Participate in trade fair at both national and international level 100,000 Develop and support Forest Enterprises 150,000 Promote inter-sectoral linkages for efficient and unified systems for forest resource management through usage of livelihood projects such as Promote ecotourism in forest parks and CFs for livelihood improvement 700,000 Joint sub-regional consultation on best practices in 100,000 MECCNAR Strategic Plan 2019-2022 Page 46 STRATEGIC OBJECTIVE STRATEGIES PRIORITY ACTIONS YEAR BUDGET ($US; ‘000) RESPONSIBILITY & PARTNERS ‘19 ‘20 ‘21 ‘22 women horticultural gardens, bee keeping, ecotourism, etc. forest resource management Policy Statement 2: Monitor the sustainable management and utilization of forest resources Develop the management capabilities and responsibilities of forestry staff and local communities for sustainable planning on forest management practices 120,000 Support the establishment and maintenance of forest infrastructure, provision of mobility, office equipment and materials 2,000,000 Build the capacities of communities involved in participatory forest management (PFM), Forest Policies, legislations, and technical forestry skills 300,000 Provide Technical advice and extension support in Private Forestry management 50,000 Develop and implement sensitization programs on sustainable forest management practices 300,000 Support communities and other stakeholders for greater participation in the prevention and management of forest fires as well as establish/ formulate a national task force to address bush fires 500,000 Capacity building and implementation of Forest related conflict resolution consensual negotiation processes 120,000 Promote restoration of degraded mangrove ecologies and forest lands through community and stakeholder participation 1000,000 Enhance institutional capacity through provision of forest management equipment and materials 250,000 MECCNAR Strategic Plan 2019-2022 Page 47 STRATEGIC OBJECTIVE STRATEGIES PRIORITY ACTIONS YEAR BUDGET ($US; ‘000) RESPONSIBILITY & PARTNERS ‘19 ‘20 ‘21 ‘22 Support conversion of potential forest parks to plantations with ecologically valuable and economically viable species 250,000 Promotion and introduction of sustainable land management (SLM) through simple/basic agro forestry practices 200,000 Promotion and introduction of alternative domestic energy sources (gas, briquettes, improved stoves, solar energy etc;) 180,000 Awareness creation at village, district and regional on the role of forests in climate change and desertification mitigation 80,000 Policy Statement 3: Grant local communities user and management rights, transfer to them control of forest use, and build their capacity for sustainable forest management Strengthening the capacities (motorcycles, computers, etc) of all relevant actors for increased collection and payment of forest revenues and fines to the National Forestry Fund (NFF) 160,000 FORESTRY Increase the number of people deriving their livelihoods from off-farm biodiversity/wildlife-based activities 25,000 Policy Statement 1: Government, through Parks and Wildlife shall conserve and manage Wildlife in accordance with Gambia’s obligations under international conventions and agreements to which Gambia is a party Raise the awareness of communities about wildlife conventions, acts and policies 50,000 DPWM Initiate/strengthen conflict resolution programs (including community-driven resolution processes) in wildlife management;(creation barriers for hippos, recover some critical fields from farmers for grazing areas, alternative means to agriculture) 1,000,000 MECCNAR Strategic Plan 2019-2022 Page 48 STRATEGIC OBJECTIVE STRATEGIES PRIORITY ACTIONS YEAR BUDGET ($US; ‘000) RESPONSIBILITY & PARTNERS ‘19 ‘20 ‘21 ‘22 Promote alternative livelihoods to reduce impact of agricultural and other activities. 50,000 Develop and implement an effective management program for vermin species 25,000 Conduct a nationwide wildlife inventory 430,000 Species monitoring including the internationally threatened and endangered species, e.g. manatees, dolphins, sitatunga, clawless otter, humpbacked dolphins, turtles and water birds 40,000 Strengthen the Research and Development Unit of the DPWM 600,000 Policy Statement 2: Ensure the efficient management of Protected Areas in accordance with internationally accepted standards; and conserve, and by Regulation, control trade in Wildlife Establish protected areas in all landscapes and seascapes 100,000 Prepare and implement species and protected area management plans 100,000 Promote and Strengthen Ecotourism programs and facilities to galvanize revenue generation and employment creation 50,000 Provide management gears (guns, uniforms, GPS, Binoculars, telescopes, field guide books, cyber trackers, dart guns, tranquilizers,, first aid boxes, eye googles, clippers etc.) for park management 30,000 Prepare and implement species and protected area management plans 100,000 Promote and strengthen ecotourism programs and facilities to galvanize revenue generation and 50,000 MECCNAR Strategic Plan 2019-2022 Page 49 STRATEGIC OBJECTIVE STRATEGIES PRIORITY ACTIONS YEAR BUDGET ($US; ‘000) RESPONSIBILITY & PARTNERS ‘19 ‘20 ‘21 ‘22 employment creation Provide management tools (guns, bicycles, motorbikes, etc.) for park management 50,000 Promote and consolidate trans-boundary resource management (forest , protected area and biosphere management) 115,000 Implementation of the CITES act to regulate trade in endangered wildlife species. 75,000 Ensure sustainable game hunting through designation of proper hunting zones, target species, designated times for hunting and training of hunting guides 10,000 Strategic Objective 1 Sub-Total 14,495,000 Strategic Objective 2: Strengthen evidence based management of natural resources and ecosystems CN 1 Component 4: Furthering climate services investments and systems Oversee and advise technical departments/agencies in the development of their capacities to monitor CO2 and other GHGs 20,000 MECCNAR Facilitate the dissemination of climate related observations through appropriate communications systems; 35,000 Establish Information Management System for ICT and planning Units of the Ministry and reliable internet access at MECCNAR 95,000 Provide computer and software facilities required to manage data receipt, storage, access, visualisation, and dissemination 50,000 MECCNAR Strategic Plan 2019-2022 Page 50 STRATEGIC OBJECTIVE STRATEGIES PRIORITY ACTIONS YEAR BUDGET ($US; ‘000) RESPONSIBILITY & PARTNERS ‘19 ‘20 ‘21 ‘22 Pilot and roll-out a renewable energy program for MECCNAR and its Departments and Agencies 75,000 CN 1 Component 5: Developing the climate resilience monitoring, evaluation and reporting system Develop a climate resilient monitoring, evaluation and reporting system 90,000 Strengthen institutional capacity on R&D for scientific based evidence in the management of the environment Prepare topographic maps of beach profiles in critical sites in the coastal zone 50,000 R: NEA P: MECCNAR, NDMA, GT Board Conduct a comprehensive study on the impacts of climate change on the marine and coastal zone, and develop strategies on both mitigation and adaptations measures 100,000 R: NEA P: MECCNAR and other MDAs Develop a course curriculum on Environmental Management, Principles and Guidelines at the UTG. 50,000 R: NEA P: MECCNAR, MOHERST, Curriculum Unit of MoBSE Review and update the Gambia Environment Action Plan (GEAP 3) monitoring and assessment indicators 60,000 R: NEA P:MECCNAR and other MDAs Update the Land-use Land-cover classes of the country 50,000 R: NEA P: DPPH, Lands Office, NARI, DOA, DWR Upgrade and equip the NEA laboratory for better analytical capability in water, soil, air and chemicals 250,000 R: NEA P: NARI, DWR, PPS MECCNAR Strategic Plan 2019-2022 Page 51 STRATEGIC OBJECTIVE STRATEGIES PRIORITY ACTIONS YEAR BUDGET ($US; ‘000) RESPONSIBILITY & PARTNERS ‘19 ‘20 ‘21 ‘22 pollution monitoring. Upgrade and equip the NEA GIS center for better monitoring of the environment and sensitive ecosystems through remote sensing and satellite imagery 50,000 R: NEA P: MECCNAR Improve the function of the NEA Environmental Education Resource Centre (EERC); and regularly produce the bi-annual national environmental newsletter Earthnews 150,000 R:NEA P: MECCNAR, Schools Commission studies on appropriate technologies for sustainable NRM in The Gambia 50,000 R: NEA P: MECCNAR,MOA, DOF, DWR, Local Authority Biodiversity outside protected areas assessed, mapped, and conserved 75,000 DPWM All wetlands inventoried, mapped and conserved for optimal ecological and economic benefits to local, national and transboundary interest groups 200,000 Effectively manage Protected Areas and biodiversity therein conserved for ecological, social, economic and cultural benefits 200,000 Establish a vigorous restoration strategy whereby cost is attached to land damage Identification, Assessment and mapping of affected areas 70,000 FORESTRY Development and implementation of restoration plan 120,000 Monitoring and Evaluation of the implementation 50,000 Case study on the impact of Conduct a study on the impact of participatory forest 40,000 MECCNAR Strategic Plan 2019-2022 Page 52 STRATEGIC OBJECTIVE STRATEGIES PRIORITY ACTIONS YEAR BUDGET ($US; ‘000) RESPONSIBILITY & PARTNERS ‘19 ‘20 ‘21 ‘22 Participatory Forest Management to the livelihood of farmers management on the livelihood of farmers Conduct a study on the consumption of forest product and services in the country 40,000 Strategic Objective 2 Sub-total 1,970,000 Strategic Objective 3: Establish and strengthen a national system of protected areas (forest, wildlife sanctuaries, marine parks, and well capture zones) Promote sustainable management and protection of the ecological zones Review all legal national and international instruments on the coastal zone ratified by The Gambia. 10,000 R:NEA P:MECCNAR Build and strengthen capacity on sustainable integrated strategy in the management of natural resources 50,000 R: NEA P: MECCNAR and its partners, Local Authorities Support conversion of degraded forest parks to plantations Hold consultations and collaborate with communities and stakeholders 20,000 FORESTRY Identify and assess degraded forest parks and plantations 160,000 Encourage communities to participate in the management of State Forests 160,000 Advocate for sound cross border forest management agreement in line with ECOWAS policy Conduct advocacy and training on bush fires, and bush fire management, respectively 180,000 Establish bush fire management committees in all Regions and one at National level 100,000 Disseminate and increase awareness about the Gambia Forest Communication Concept (GFCC) 50,000 Strategic Objective 3 Sub-total 730,000 Strategic Objective 4: Strengthen the institutional Establish a Climate Change Secretariat 15,000 NEA/MECCNAR MECCNAR Strategic Plan 2019-2022 Page 53 STRATEGIC OBJECTIVE STRATEGIES PRIORITY ACTIONS YEAR BUDGET ($US; ‘000) RESPONSIBILITY & PARTNERS ‘19 ‘20 ‘21 ‘22 Strengthen institutional leadership capacities in strategic oversight of policy and program implementation at the national level framework for environmental coordination and management at local and national levels Construction of office complex for the Ministry and line departments 60m Compile and harmonize all Natural Resources and environmental laws under MECCNAR - into single compendium 50,000 Draft/facilitate enactment of NEMA Amendment Bill to make NEA more responsive to current emerging issues 25,000 Enhance dialogue and collaboration with relevant government institutions and other stakeholders review existing legislation and adopt new ones 15,000 Undertake staff capacity building and boost their dedication to work Provide scholarships to Forestry Department staff for overseas studies in forestry for 10 B. Sc. and 5 Masters degrees 400,000 FORESTRY/ MECCNAR Policy Statement 1: Institutional Development aligned to the decentralization framework will be emphasized Promote public-private partnerships (PPP) for investment in the sub-sector 50,000 Develop a comprehensive forest financing mechanism for participatory forest management expansion and consolidation 60,000 Upgrade National School of Forestry to provide diploma and degree courses in forestry and nature conservation by linking it to the UTG or other international institutions 300,000 Strengthening data collection, management and ICT systems (GIS, remote sensing, etc.) to enhance decision making and planning 148,000 Establish an effective and sustainable Provide professional training to staff (5 BSc, 3 MSc 10 500,000 DPWM MECCNAR Strategic Plan 2019-2022 Page 54 STRATEGIC OBJECTIVE STRATEGIES PRIORITY ACTIONS YEAR BUDGET ($US; ‘000) RESPONSIBILITY & PARTNERS ‘19 ‘20 ‘21 ‘22 governance framework for biodiversity/wildlife management Diploma and 20 Certificate) Provide adequate mobility to staff (10 vehicles, 40 motorbikes, 100 bicycles) 582,000 Train staff in applied scientific and technological research 45,000 Print and publish magazine, newsletters, brochures e.g. MIIRO 15,000 Build the capacity for negotiation and implementation of international environmental conventions and treaties 15,000 Strategic Objective 4 Sub-total 3,720,000 Strategic Objective 5: Strengthen the institutional framework for environmental coordination and management at the regional and local levels Enhance the capacities of communities involved in participatory forest management (PFM) Provide functional education for Community Forest Communities in group management and strengthening, Forest Policy and Legislations, and technical forestry skills 80,000 FORESTRY Organize Regional and District sensitization of farmers on the role of forest on adaptation and mitigation of climate change 10,000 Strengthen sectoral collaboration to reduce forest conversion to other land use Intensify effective partnership with potential collaborators in the management of existing forest cover 4,000 Strategic Objective 5 Sub-total 94,000 Strategic Objective 6: Enhance stakeholder participation in natural resources management by promoting public Create enabling environment for private sector involvement in NRM Identify and train partner institutions and private sector in general environmental management 10,000 NEA Hold regular (e.g. quarterly) consultations with stakeholder institutions 20,000 MECCNAR Strategic Plan 2019-2022 Page 55 STRATEGIC OBJECTIVE STRATEGIES PRIORITY ACTIONS YEAR BUDGET ($US; ‘000) RESPONSIBILITY & PARTNERS ‘19 ‘20 ‘21 ‘22 private partnerships Engage in a dialogue with the stakeholders in the productive sectors of the economy on sound environmental management. 20,000 R: NEA P: Other stakeholders Promote private sector involvement in the initiation of large-scale re-use and recycling of suitable waste types such as plastic materials. 15,000 NEA Monitor sectoral project intervention sites for compliance with environmental standards. 20,000 Promote forest enterprise development at the community level Improve accessibility of decentralized institution to simple technological transfer on forest products and services 80,000 FORESTRY Establishment of decentralized processing centers on NTFPs 60,000 Provide technical advice and extension support in Community and Private Forestry 100,000 Strengthen the capacity of the Forestry Department and Non-State Actors (NSAs) involved in the management and implementation of NRM programs Training of FD and NGOs, CSOs, CBOs and LGAs on the implementation of PFM 20,000 Conduct farmer to farmer visit at National and sub regional levels on general Forest management and protection (good practices) 35,000 Strategic Objective 6 Sub-total 380,000 Strategic Objective 7: Mobilize sufficient financial resources for strategic plan implementation CN1 Component 2: Enhanced mobilisation of climate finance Facilitate the establishment and operationalize the Gambia Climate Change Fund 40,000 MECCNAR Develop the climate change budget coding and tracking registry 5,000 MECCNAR Strategic Plan 2019-2022 Page 56 STRATEGIC OBJECTIVE STRATEGIES PRIORITY ACTIONS YEAR BUDGET ($US; ‘000) RESPONSIBILITY & PARTNERS ‘19 ‘20 ‘21 ‘22 Commission an impact assessment/feasibility study to launch innovative climate financing mechanisms e.g. polluter pays, carbon tax, carbon credits, green labels and payment of ecosystem services 30,000 Introduce policies and incentives to leverage private sector investment in Low Carbon Climate Resilient Development Initiatives 30,000 Develop micro-finance mechanism and provide support to local government, farmer organisations and cooperatives, other user groups and entrepreneurs to access and use climate finance at local levels 10,000 Prepare and implement a resources mobilization strategy Use public-private partnership (PPP) to promote collective environmental responsibility 10,000 NEA/MECCNAR Review environmental levies on development projects (NEA) 40,000 MECCNAR Increase budgetary allocation and environmental tax inflows to support activities of environment and CC activities (NEA) 0 Facilitate the transfer of 50% of all forest-related levies and fines to National Forestry Fund 0 Strategic Objective 7 Sub-total 165,000 Strategic Objective 8: Develop and implement inter-sectoral programs and projects Work with other Ministries, Departments and Agencies (MDAs) to implement the various cross cutting Components of the SPCR Collaborate with MOLRA to develop climate resilient infrastructure and land use planning 20,000 MECCNAR & MOLRA Coordinate with Ministry of health to promote environmental health in public places 10,000 MOWR, MOHSW, & MECCNAR Collaboration with ministry of energy to identify the 10,000 MOWTI & MECCNAR Strategic Plan 2019-2022 Page 57 STRATEGIC OBJECTIVE STRATEGIES PRIORITY ACTIONS YEAR BUDGET ($US; ‘000) RESPONSIBILITY & PARTNERS ‘19 ‘20 ‘21 ‘22 alternative energy sources to reduce dependency on fuel wood. MECCNAR Policy Statement 3: Solicit Institutional Support for Wildlife Conservation efforts by promoting awareness on the importance of Wildlife Protection in cooperation with other Government agencies and civil society Tap international funding opportunities (GEF, GCF, MAVA) 2,000 DPWM & Other Partners Promote private sector involvement for re-introduction of lost species in PAs 5,000 Encourage the establishment of private game sanctuaries 5,000 Collect revenues and establish the Biodiversity Trust Fund (BTF) Committee to manage BTF 1,000 Policy Statement 4: Pursue Inter sectoral linkages by collaborating with other core agencies in research, training and development Empowering the site Management Committees 2,000 Awareness raising and sensitization using local administrators 8,000 Women empowerment for livelihood (oyster culture, village banking, vegetable garden, beekeeping, etc.) 45,000 Better coordination of the ANRWG and similar platforms 20,000 Policy Statement 4: Cross sectoral linkages, Research and Program Development shall be fully endorsed and executed by all core agencies Promote inter-sectoral linkages for efficient and unified systems for forest resource management through usage of livelihood projects such as women horticultural gardens, bee keeping, ecotourism, bird watching, mangrove re-plantation, etc. 20,000 DOF Strategic Objective 8 Sub-total 148,000 TOTAL 21,702,000 MECCNAR Strategic Plan 2019-2022 Page 58 5.3. Financing the Strategic Plan The total budget for the implementation of the MECCNAR Strategic Plan (2019 2022) is $USD as shown in Table 3. MECCNAR will work with its line MDAs, the MOFEA, the development partners as well as the private sector and NGOs to mobilize resources to finance the implementation of the strategic plan. In particular, MECCNAR will work with MOFEA to ensure that adequate funding is provided by the GOTG (including local governments) to stimulate additional funds from other sources. Such sources of include the traditional UN partners, as well as the GEF and other sources of funds for CC activities. 6. MONITORING AND EVALUATION FRAMEWORK Table 4: Program Monitoring and Communication Plan Program Monitoring and Review Criteria Monitoring Schedule (and Responsibility) Reporting Requirement Communication Plan 1. Update progress toward achieving outputs Monthly reports consolidated quarterly (by MECCNAR and partners) Program implementation plan MECCNAR PS prepares monthly reports and submits them to the OP and other partners Description of activities Resources used 2. Update on issues/risks and external factors affecting MSP implementation As and when required (by PS, MECCNAR) Description of severity and/impact, and nature of the issue/risk MECCNAR tracks issues/risks affecting the program Action taken to resolve or mitigate the risk(s) MECCNAR determines if issue/risk threatens the implementation of the MSP, and informs partners about the risks, and their mitigation Recommended action if the issues can affect MSP outputs, budget, or schedules 3. Update of lessons learned report Quarterly (by MECCNAR) Description of learning and adaptation in the implementation of the MSP Lessons learned are included in Quarterly Reports 4. Quarterly Report Quarterly (by MECCNAR) Update and consolidate activity, issues/risk, lessons learned reports PS MECCNAR submits the Quarterly Report to OP Description of MSP contribution to NDP outcomes Financial details 5.Annual Annually (by MECCNAR) Consolidated program reports PS MECCNAR submits consolidated Annual Report 6. Mid-term/Final Reviews Mid-term/End of Plan (by MECCNAR) Reports by independent evaluators Mid-term/Final evaluation by independent evaluators Review and approve revisions for second half of the plan Final evaluation of plan prepared 7. RISKS MECCNAR Strategic Plan 2019-2022 Page 59 The implementation of the MECCNAR Strategic Plan will face a variety of risks, summarized in the risk matrix in Table 5. Table 5: Risk matrix for the implementation of the MECCNAR Strategic Plan (2019-2022) Risk Risk Level8 Mitigation Assumption Recurrence of bad governance in the country L Constant vigilance Strengthening institutions Transparency Consistent enforcement Regional frameworks Improve coordination between institutions Limited observation of democratic processes Lack of maintenance of Rule of Law Persistence of fragmentation and inefficiency in the public sector M Synergy Harmonization of policy Improve coordination Strengthen inter-institutional cooperation Inadequate consultation processes Lack of due diligence Untimely intervention of the executive branch Inadequate support from external donors and development partners M Innovative finance mechanisms (fundraising) Build trust by paying dues to conventions Increased transparency to donors Strong international standing Continuation of current geopolitical situation Donor fatigue Inadequate monitoring and evaluation systems and programs leading to low efficiency and effectiveness of resource use M Participatory approach Effective operationalization of effective M&E systems Inefficient implementation of programs Inadequate capacity across MDAs Shifting political priorities, thus de railing the implementation of the Strategic Plan M Effective public awareness Continuation of political will Timely implementation Communication and sharing of benefits Young democracy Legacy of dysfunctional system Inadequate capacity to implement the Strategic Plan M Strengthen capacity Planning of capacity building Improving networking Retention of human capacity Improper implementation arrangements Lack of gender equity Overlapping and ineffective coordination mechanisms H Clearly define roles Adequate translation of Strategic Plan in annual workplans Proper project appraisal Identify overlaps Better communication and coordination between institutions Review or update legislation and existing policies Ill-definition of institutional mandates and functions 8 L = Low; M = Medium; H = High