The World Bank Tanzania: Resilient Natural Resource Management for Tourism and Growth (P150523) REPORT NO.: RES47323 RESTRUCTURING PAPER ON A PROPOSED PROJECT RESTRUCTURING OF TANZANIA: RESILIENT NATURAL RESOURCE MANAGEMENT FOR TOURISM AND GROWTH APPROVED ON SEPTEMBER 28, 2017 TO UNITED REPUBLIC OF TANZANIA ENVIRONMENT, NATURAL RESOURCES & THE BLUE ECONOMY AFRICA EAST Regional Vice President: Hafez M. H. Ghanem Country Director: Mara K. Warwick Regional Director: Mark R. Lundell Practice Manager/Manager: Iain G. Shuker Task Team Leader(s): Enos E. Esikuri The World Bank Tanzania: Resilient Natural Resource Management for Tourism and Growth (P150523) ABBREVIATIONS AND ACRONYMS BoT Bank of Tanzania CAG Controller and Auditor General COVID-19 Coronavirus Disease 2019 DA Designated Account FFS Farmer Field School FY Fiscal Year GoT Government of the United Republic of Tanzania IDA International Development Association IFRs Interim Financial Reports IP Implementation Progress IRI Intermediate Results Indicator MINAPA Mikumi National Park MNRT Ministry of Natural Resources and Tourism MU Moderately Unsatisfactory NIRC National Irrigation Commission NNP Nyerere National Park PA Protected Area PAD Project Appraisal Document PDO Project Development Objective PIU Project Implementation Unit RBWB Rufiji Basin Water Board RF Results Framework RUNAPA Ruaha National Park SGR Selous Game Reserve SOE Statement of Expenditure TAWA Tanzania Wildlife Authority TANAPA Tanzania National Parks TAWIRI Tanzania Wildlife Research Institute TFS Tanzania Forest Service TTB Tanzania Tourist Board UNP Udzungwa National Park WB The World Bank Group The World Bank Tanzania: Resilient Natural Resource Management for Tourism and Growth (P150523) BASIC DATA Product Information Project ID Financing Instrument P150523 Investment Project Financing Original EA Category Current EA Category Partial Assessment (B) Partial Assessment (B) Approval Date Current Closing Date 28-Sep-2017 28-Sep-2023 Organizations Borrower Responsible Agency United Republic of Tanzania Ministry of Natural Resources and Tourism Project Development Objective (PDO) Original PDO The Project Development Objective (PDO) is to improve management of natural resources and tourism assets in priority areas of Southern Tanzania and to increase access to alternative livelihood activities for targeted communities OPS_TABLE_PDO_CURRENTPDO Summary Status of Financing (US$, Millions) Net Ln/Cr/Tf Approval Signing Effectiveness Closing Commitment Disbursed Undisbursed IDA-61430 28-Sep-2017 08-Nov-2017 06-Jun-2018 28-Sep-2023 150.00 12.59 138.90 Policy Waiver(s) Does this restructuring trigger the need for any policy waiver(s)? No The World Bank Tanzania: Resilient Natural Resource Management for Tourism and Growth (P150523) I. PROJECT STATUS AND RATIONALE FOR RESTRUCTURING Summary 1. In response to the request from the Government of the United Republic of Tanzania (GoT) dated December 10, 2020, this restructuring paper seeks to: (i) revise the project boundary and institutional arrangements to align with the new Nyerere National Park (formerly part of the Selous Game Reserve); (ii) revisit the original project implementation timeline in light of implementation delays and challenges occasioned by the on-going global COVID-19 pandemic; (iii) reallocate funding within components as agreed during the Project’s Medium Term Review and Restructuring Missions in order to ensure that the rate of implementation is stepped up and to maximize the Project’s development outcomes; iv) make agreed changes to some activities (including those that have already been undertaken using counterpart funds); v) make slight adjustments to the Project indicators to align with the new Nyerere National Park (NNP); and vi) support strengthened institutional and fiduciary functions. This is the first restructuring for this Project. Project Background and Status 2. The Project was approved on September 28, 2017 and became effective on June 6, 2018. The Project covers the Southern Circuit of Tanzania and focuses on four priority protected areas (PAs) namely the Mikumi National Park (MINAPA), Nyerere National Park (NNP), Ruaha National Park (RUNAPA), and Udzungwa National Park (UNP) and is jointly implemented by two main agencies: Ministry of Natural Resources and Tourism (MNRT) and Tanzania National Parks (TANAPA). Other implementing partners include Tanzania Wildlife Research Institute (TAWIRI), Tanzania Tourist Board (TTB), Tanzania Forest Services Agency (TFS), National Irrigation Commission (NIRC), and Rufiji Basin Water Board (RBWB). 3. Project performance is currently rated Moderately Unsatisfactory1 (MU) for both progress toward achievement of the PDO and Implementation Progress (IP). Implementation has experienced key delays that have led to a low disbursement rate of 8.31% as of August 31, 2021 (from 6.5% in June 2021). The main reasons that have affected project implementation since Board approval include:  Initial implementation delays since the Project’s approval on September 28, 2017. Following a delayed project effectiveness of about 8 months, project activities came to a standstill for an additional 9 months due to reasons2 beyond the control of the project implementing agencies and the World Bank. In March 2019, implementation of project activities resumed in the MINAPA, RUNAPA, and UNP.  Change in protection status for part of the Selous Game Reserve (SGR). Project implementation in the Selous Game Reserve only resumed in November 2019, following the Reserve’s partial transformation into a National Park - the new Nyerere National Park (NNP). While this re-designation gives higher protection to the wildlife and biodiversity in the newly created NNP, the change took time and delayed execution of overall project activities. As a result of this transformation, the project area is now located only in the Nyerere National Park and the corresponding project 1 An action plan to upgrade the IP rating from MU to MS/S has been agreed with counterparts and includes: (i) the deployment of additional procurement staff to support project implementation which was done as agreed on June 30, 2021; (ii) minimizing high staff turnover rate in all agencies so as to allow for continuity in project implementation with the PS MNRT having issued a directive to the same effect except for promotions and retirements; (iii) change in disbursement method from Statement of Expenditure (SOE) to Interim unaudited Financial Reports (IFR) in order to reduce processing time and ease access to funds by agencies. This change would come into effect after restructuring amendment letter is signed; (iv) monthly (mini missions) follow up meetings; and (v) streamlining MNRT internal processes to ensure efficiency and timely decision making. 2 The decision to create Nyerere National Park was made at the highest level of GoT and this implied that project activities had to be paused as the process of demarcation and re-designation was being carried out. The World Bank Tanzania: Resilient Natural Resource Management for Tourism and Growth (P150523) activities (approximately US$39 million) are, as part of this restructuring, transferred from the Tanzania Wildlife Management Authority (TAWA) to TANAPA.  Lengthy procurement processes. The procurement of consultancy services to prepare the designs for all infrastructure investments in the priority PAs has been lengthy due to slow approval processes at the MNRT, hence significantly affecting overall project execution.  High turnover of project staff. The Project has been exposed to a high turnover of staff across the agencies, affecting effective and efficient project coordination and implementation. The Bank has flagged this issue multiple times in previous missions and this restructuring agreed on the need to maintain predictable continuity in core project staff during the entire project implementation period.  COVID-19 related delays. The ongoing COVID-19 pandemic has occasioned additional delays, in terms of delivery of goods, implementation of several consultancy services as a result of international travel restrictions, and in activities on the ground following restrictions on gatherings thus limiting planned stakeholder consultations. In addition, Tanzania has experienced heavy rains and flooding in the early half of 2020/21 resulting in roads and bridges in the targeted PAs being damaged and non-motorable. This has hampered accessibility and reduced the ability to undertake various project activities. It is estimated that up to 6 months of valuable project time has been lost due to these delays. 4. Project implementation pace continues to improve since the Restructuring Mission that was carried out in February 2021. The increased implementation pace can be attributed to the execution of the agreed Action Plan including procurement clean-up and weekly follow-up which being carried out by all implementing agencies with the support of the World Bank team. Consequently, the following key design consultancies for the improvement of infrastructures in the targeted Protected Areas (PAs) are now fully under implementation with some key milestones having been delivered: (a) preliminary design was delivered on June 15, 2021 for the Consultancy Services for Design of the Roads (1,259km) and Trails (132.5km), and Bridges for Ruaha, Udzungwa, and Mikumi; (b) preliminary design delivered on May 18, 2021 for Consultancy Services for Design for Rehabilitation of the 8 existing Airstrips in Ruaha and Mikumi, and the detailed Design Report was delivered on June 8 2021; (c) preliminary design delivered on April 8 2021 for the Consultancy Services for Design of the Buildings and Facilities in Ruaha, Udzungwa, and Mikumi. In addition, the project has made great strides to strengthen management capacity and infrastructure maintenance in the PAs by (a) delivering a total of 44 vehicles (with 35 fully dedicated to and stationed in the PAs) that are now in full operation supporting park patrol and management, (b) delivering Supply of 16 heavy assorted equipment (tractors, compactors, excavator, bulldozer, etc) that are supporting maintenance of infrastructure to enhance accessibility and security in the PAs, and (c) supplying patrol equipment and staff uniforms for Ruaha, Udzungwa, and Mikumi. 5. The Project is now on a critical upward implementation path following the close follow up by the Bank team initiated since March 2021. There are key contracts that are now under implementation with payments expected to be processed shortly based on the deliverables highlighted above. Consequently, it is projected that the disbursement rate is projected to increase to 11.5% by end of September 2021. More importantly, the on-the-ground construction works to improve infrastructure in the PAs is expected to start in May 2022 during the dry season. This would significantly elevate Project disbursements by July 2022. 6. There are no overdue/pending audits pertaining to this Project and no procurement issues. Rationale for restructuring The World Bank Tanzania: Resilient Natural Resource Management for Tourism and Growth (P150523) 7. Given the accumulated delays in Project implementation as outlined above, and in order to align activities with the partial transformation of the Selous Game Reserve into NNP, the Project’s implementation period, component financing, institutional arrangements, and Results Framework (RF)3 need to be adjusted. The PDO remains unchanged. II. DESCRIPTION OF PROPOSED CHANGES A. Change in Loan Closing Date/Project Implementation Period 8. As noted above, following Board Approval, the Project has experienced significant delays with some being beyond the control of the implementing agencies. In addition, COVID-19 and heavy rains/flooding have led to delays in executing various key project activities. Therefore, the Project implementation period would be extended from the original closing date of September 28, 2023 to February 28, 2025 to allow for full execution of activities to achieve the PDO which remains highly relevant. B. Change in Components and Cost 9. Component 1: Strengthen Management and Improve Infrastructure in Priority Protected Areas (PAs). The Component’s original allocation of US$97 million is proposed to be changed to US$106 million after restructuring in order to cover the (a) originally underestimated budget (at appraisal) for light and heavy equipment when compared to current needs, and (b) ensuing changes in market prices/price variation due to time lag between project appraisal budget and implementation. In addition, activities and associated funding originally planned to be implemented by TAWA would be transferred to TANAPA following the partial transformation of the Selous Game Reserve into NNP (which is under TANAPA mandate). These reallocations are meant to upgrade the 4 targeted PAs into effectively manage high-quality tourist destinations and income generating Parks. The need to ensure data and evidence driven management of wildlife and the targeted national Parks is critical in order to maximize economic benefits in a sustainable way. TAWIRI is supported by the Project to carry out relevant research in the project target area addressing wildlife, ecology, and human-wildlife interactions so as to inform project activities. TAWIRI is based in Arusha (northern part of Tanzania) while the project is focused on southern Tanzania. During mid-term review it was determined that southern Tanzania lacks basic research facility to cover the critical wildlife issues and that the long distance between the only research facility in (Arusha) Tanzania and the project area makes the current efforts unsustainable in the long term. Consequently, among proposed changes is support to a proposed TAWIRI long-term wildlife research facility in southern Tanzania at Kihesa-Kilolo. The detailed changes are specified in Annex 1. 10. Component 2: Strengthen Alternative Livelihoods for Targeted Communities in Proximity to Priority PAs. The Component’s original allocation of US$17 million is proposed to be revised to US$11.5 million after restructuring since several activities (e.g. training of local government staff) have already been undertaken using counterpart funds in anticipation of on-the-ground Project execution. Other activities such as cultural tourism have been integrated into Component 1. The freed-up funding would be reallocated to Component 1. The detailed changes are specified in Annex 1 11. Component 3: Strengthen Landscape Management and Infrastructure Investments in and upstream of the Ruaha National Park. The Component’s original allocation of US$27 million is proposed to be revised to US$24.5 million after restructuring following cancellation of the construction of the Ng’iriama weir with freed up funding to be reallocated to other water augmentation measures. This cancellation is due to the inability to proceed with this activity since the original Terms of Reference and design of the weir did not include cost-benefit analysis and implications for other 3The change in protection status of Selous Game Reserve (which was part of the project) to Nyerere National Park (NNP) meant that the project had to be restructured to align with the new legal protection status of NNP, change the institutional arrangements since TAWA which is responsible for managing Game Reserves is no longer part of the project, re-allocate funds to TANAPA which is responsible for managing National Parks, and update the RF indicators to reflect the NNP. The World Bank Tanzania: Resilient Natural Resource Management for Tourism and Growth (P150523) downstream economic activities. The Project is proceeding with other water augmentation measures (sand dams, natural river pools, check dams, boreholes, etc) that would achieve the same objective. In addition, the Farmer Field School (FFS) consultancy is cancelled with freed up funding to be reallocated to structural improvements in the Madibira Irrigation Scheme. FFS cancellation was based on the existing GoT’s in-house capacity under NIRC to undertake the activities based on prior experience with similar activities in the same area. Based on prior experience in the same area, and to ensure sustainability of investments, it was determined that (i) NIRC’s in-house capacity would be used to continuously execute the activities with the farmers, and (ii) structural improvements and monitoring are critical to controlling flow and abstraction of water and that these investments would be prioritized. The detailed changes are specified in Annex 1. 12. Component 4: Project Management, Institutional Strengthening, Quality Assurance and Control, and Monitoring and Evaluation. The original Component allocation of US$9 million is proposed to be changed to US$8 million after restructuring following the removal of TAWA from the Project’s institutional arrangements. TAWA’s mandate is limited to management of Game Reserves while TANAPA’s mandate is focused on management of National Parks. Since the Project only targets the part of Selous Game Reserve that was transformed into the Nyerere National Park, all functions are being transferred from TAWA to TANAPA. In addition, the Ministry of Agriculture, Livestock and Fisheries (MALF) was part of the original implementing partners for the Project. However, all the activities envisaged under MALF are under the mandate of and being performed by NIRC and RBWB. Finally, key functions such as audit are performed by GoT’s Controller and Auditor General (CAG) hence negating the need to hire external auditors for the Project. Consequently, the Project management costs are revised to reflect this reality. C. Change in Institutional Arrangements 13. In November 2019, a big part of the Selous Game Reserve (SGR) was transformed into a national park - the Nyerere National Park (NNP). SGR was part of the original design of this Project. This reduced SGR in size, from 50,000km2 to 16,971km2 (38% of original size), with the remaining 30,893km2 (62% of original size) transformed into the new NNP now under TANAPA management. NNP is now the largest national park in Africa. The transformation of a larger part of the SGR into a photographic park devoid of hunting activities provides a higher level of protection and conservation of key wildlife species, populations, and habitats. This higher level of protection would enhance the protection of these critical tourism assets. Since the northern photographic part of SGR project area is now wholly located in the NNP, the Bank was informed in a letter dated November 11, 2019 that the respective Project activities will be transferred from TAWA to TANAPA. Consequently, all TAWA activities originally supported by the Project are being transferred to TANAPA and TAWA is no longer part of the Project’s institutional arrangements. In addition, the Ministry of Agriculture, Livestock and Fisheries (MALF) was originally slated to be one of the Project’s implementing partners but all foreseen activities are under the mandate of and being performed by NIRC and RBWB. Therefore, MALF is no longer part of the Project’s institutional arrangements. D. Change in Disbursement Arrangements 14. The project is disbursing based on the statement of expenditure (SOE) disbursement method. The Project is now at a phase where heavy capital outlay would be required for the payment of contractors going forward. There are also significant administrative costs and time used by the Project and the Ministry of Finance and Planning at the point of the Project drawing the proceeds of the loan from the World Bank to the Designated Account (DA) in Bank of Tanzania (BoT), and from BoT to Project accounts at the commercial banks. The frequent submitting of withdrawal applications for the replenishment of the DAs (for MNRT and TANAPA) by the Project exacerbates the administrative challenges in accessing the proceeds of the loan. As a mitigating measure, and to enhance efficient access and use of the loan, the disbursement method is proposed to be changed from SOE to interim unaudited financial reports (IFRs) disbursement method. The IFRs method-based disbursement would allow the Project to submit six-month cash The World Bank Tanzania: Resilient Natural Resource Management for Tourism and Growth (P150523) forecast for the Bank to approve for the purposes of disbursing the loan proceeds to the Project. The IFRs disbursement method would not only address the sizeable administrative (time/human) cost of accessing the loan but would assist and fast-track disbursement as the Project would have to commit to the delivery of time bound outputs within each given period of the IFRs cash forecast. E. Change in Results Framework (RF) 15. There are no changes in the overall indicators and their targets. However, (a) the Year 3 targets for airstrips rehabilitated, visitor information centers, ranger posts, and scholarships for community members are behind schedule even though the final target remains the same and would be achieved; and (b) Selous Game Reserve (SGR) was named as a key part of the PDO and Intermediate Results Indicators (IRI) in the original RF. Given the November 2019 transformation of a larger area of SGR into the Nyerere National Park (NNP), it is necessary to update the RF and adjust the name of the indicators as appropriate. Therefore, SGR would be deleted from the revised RF and replaced with NNP. F. Safeguards 16. There are no proposed changes to applicable environmental and social safeguards following a detailed review by the responsible safeguards specialists. All the proposed changes, including the proposed TAWIRI research facility in southern Tanzania, do not warrant any changes in the current safeguards provisions. III. SUMMARY OF CHANGES Changed Not Changed Results Framework ✔ Components and Cost ✔ Loan Closing Date(s) ✔ Disbursements Arrangements ✔ Disbursement Estimates ✔ Institutional Arrangements ✔ Implementing Agency ✔ DDO Status ✔ Project's Development Objectives ✔ PBCs ✔ Cancellations Proposed ✔ Reallocation between Disbursement Categories ✔ Overall Risk Rating ✔ The World Bank Tanzania: Resilient Natural Resource Management for Tourism and Growth (P150523) Safeguard Policies Triggered ✔ EA category ✔ Legal Covenants ✔ Financial Management ✔ Procurement ✔ Implementation Schedule ✔ Other Change(s) ✔ Economic and Financial Analysis ✔ Technical Analysis ✔ Social Analysis ✔ Environmental Analysis ✔ IV. DETAILED CHANGE(S) OPS_DETAILEDCHANGES_COMPONENTS_TABLE COMPONENTS Current Current Proposed Proposed Cost Action Component Name Component Name Cost (US$M) (US$M) 1. Strengthen management and 1. Strengthen management improve infrastructure in priority 97.00 Revised and improve infrastructure in 106.00 Protected Areas priority Protected Areas 2. Strengthen alternative 2. Strengthen alternative livelihoods for targeted livelihoods for targeted 17.00 Revised 11.50 communities in proximity to the communities in proximity to priority Protected Areas the priority Protected Areas 3. Strengthen landscape 3. Strengthen landscape management and management and infrastructure 27.00 Revised infrastructure investments in 24.50 investments in and upstream of and upstream of the Ruaha the Ruaha National Park National Park 4. Project management, 4. Project management, institutional strengthening, institutional strengthening, 9.00 Revised 8.00 quality assurance and control, quality assurance and control, and monitoring and evaluation and monitoring and evaluation TOTAL 150.00 150.00 The World Bank Tanzania: Resilient Natural Resource Management for Tourism and Growth (P150523) OPS_DETAILEDCHANGES_LOANCLOSING_TABLE LOAN CLOSING DATE(S) Original Revised Proposed Proposed Deadline Ln/Cr/Tf Status Closing Closing(s) Closing for Withdrawal Applications IDA-61430 Effective 28-Sep-2023 28-Feb-2025 28-Jun-2025 OPS_DETAILEDCHANGES_DISBURSEMENT_TABLE DISBURSEMENT ESTIMATES Change in Disbursement Estimates Yes Year Current Proposed 2018 14,999,999.96 2,500,000.00 2019 15,000,000.00 3,000,000.00 2020 30,000,000.00 4,000,000.00 2021 30,000,000.00 20,000,000.00 2022 9,999,999.96 30,000,000.00 2023 0.00 50,000,000.00 2024 0.00 30,000,000.00 2025 0.00 10,500,000.00 . The World Bank Tanzania: Resilient Natural Resource Management for Tourism and Growth (P150523) . Results framework COUNTRY: Tanzania Tanzania: Resilient Natural Resource Management for Tourism and Growth Project Development Objectives(s) The Project Development Objective (PDO) is to improve management of natural resources and tourism assets in priority areas of Southern Tanzania and to increase access to alternative livelihood activities for targeted communities Project Development Objective Indicators by Objectives/ Outcomes RESULT_FRAME_TBL_PDO Indicator Name PBC Baseline Intermediate Targets End Target 1 2 3 4 5 6 Area of the priority PA with improved access for basic management supported by the project Area of the priority Protected Area (PA) with improved access for basic 0.00 0.00 1,966.00 2,650.00 4,090.00 5,500.00 6,850.00 6,850.00 management supported by the project (Square kilometer(km2)) Nyerere National Park (Square 0.00 0.00 616.00 850.00 1,090.00 1,300.00 1,500.00 1,500.00 kilometer(km2)) Rationale: There is no change in the overall indicator/target. However, Selous Game Reserve (SGR) was named as a key part of the PDO and Intermediate Results Indicators Action: This indicator in the original Results Framework (RF). Given the November 2019 transformation of a larger area of SGR into the Nyerere National Park (NNP), it is necessary to has been Revised update the RF and adjust the name of the indicators as appropriate. Therefore, SGR is deleted from the revised RF and replaced with Nyerere National Park. Udzungwa National Park (Square 0.00 0.00 100.00 200.00 250.00 300.00 350.00 350.00 kilometer(km2)) The World Bank Tanzania: Resilient Natural Resource Management for Tourism and Growth (P150523) RESULT_FRAME_TBL_PDO Indicator Name PBC Baseline Intermediate Targets End Target 1 2 3 4 5 6 Mikumi National Park (Square 0.00 0.00 0.00 100.00 250.00 400.00 500.00 500.00 kilometer(km2)) Ruaha National Park (Square 0.00 0.00 1,250.00 1,500.00 2,500.00 3,500.00 4,500.00 4,500.00 kilometer(km2)) Total tourist visits to the priority PAs Total tourist visits to the 98,504.00 104,500.00 117,000.00 135,000.00 135,000.00 priority PAs (Number) Mikumi National Park 52,428.00 56,000.00 63,000.00 71,000.00 71,000.00 (Number) Ruaha National Park 18,961.00 19,500.00 22,000.00 26,000.00 26,000.00 (Number) Nyerere National Park 18,197.00 19,500.00 22,000.00 26,000.00 26,000.00 (Number) Rationale: Action: This indicator Same as before under PDO has been Revised Udzungwa National 8,918.00 9,500.00 10,000.00 12,000.00 12,000.00 Park (Number) Households with access to alternative livelihood activities supported by the project Households with access to alternative livelihood 0.00 0.00 1,000.00 5,000.00 8,000.00 15,000.00 20,000.00 20,000.00 activities supported by the project (Number) NRM-based (Number) 0.00 0.00 700.00 4,000.00 6,000.00 11,500.00 15,000.00 15,000.00 The World Bank Tanzania: Resilient Natural Resource Management for Tourism and Growth (P150523) RESULT_FRAME_TBL_PDO Indicator Name PBC Baseline Intermediate Targets End Target 1 2 3 4 5 6 Tourism-based 0.00 0.00 300.00 1,000.00 2,000.00 3,500.00 5,000.00 5,000.00 (Number) Land area under sustainable landscape management practices Land area under sustainable landscape 0.00 1,000.00 3,000.00 5,000.00 8,000.00 9,000.00 10,000.00 10,000.00 management practices (CRI, Hectare(Ha)) Share of beneficiaries with rating ‘Satisfied’ or above on project interventions Share of beneficiaries with rating  Satisfied  or above 0.00 20.00 50.00 65.00 65.00 on project interventions (Percentage) of which female 0.00 20.00 50.00 65.00 65.00 (Percentage) of which youth 0.00 20.00 50.00 65.00 65.00 (Percentage) PDO Table SPACE Intermediate Results Indicators by Components RESULT_FRAME_TBL_IO Indicator Name PBC Baseline Intermediate Targets End Target 1 2 3 4 5 6 1. Strengthen management and improve infrastructure in priority Protected Areas Access roads 0.00 0.00 0.00 0.00 400.00 782.00 982.00 982.00 rehabilitated inside The World Bank Tanzania: Resilient Natural Resource Management for Tourism and Growth (P150523) RESULT_FRAME_TBL_IO Indicator Name PBC Baseline Intermediate Targets End Target 1 2 3 4 5 6 priority Protected Areas (Kilometers) Nyerere National Park 0.00 0.00 0.00 0.00 200.00 400.00 600.00 600.00 (Kilometers) Action: This indicator has been Revised Ruaha National Park 0.00 0.00 0.00 0.00 100.00 189.00 189.00 189.00 (Kilometers) Mikumi National Park 0.00 0.00 0.00 0.00 100.00 193.00 193.00 193.00 (Kilometers) Airstrips rehabilitated in selected project sites 0.00 0.00 0.00 7.00 14.00 15.00 15.00 15.00 (Number) Nyerere National Park 0.00 0.00 0.00 3.00 6.00 6.00 6.00 6.00 (Number) Rationale: Action: This indicator Due to the 2019 transformation of a larger part of Selous Game Reserve into Nyerere National Park. has been Revised Ruaha National Park 0.00 0.00 0.00 3.00 7.00 8.00 8.00 8.00 (Number) Mikumi National Park 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 (Number) Ranger posts constructed or/and upgraded in 0.00 0.00 0.00 11.00 15.00 15.00 15.00 15.00 priority Protected Areas (Number) The World Bank Tanzania: Resilient Natural Resource Management for Tourism and Growth (P150523) RESULT_FRAME_TBL_IO Indicator Name PBC Baseline Intermediate Targets End Target 1 2 3 4 5 6 Udzungwa National 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 Park (Number) Nyerere National Park 0.00 0.00 0.00 4.00 5.00 5.00 5.00 5.00 (Number) Rationale: Action: This indicator See explanation above under PDO. has been Revised Ruaha National Park 0.00 0.00 0.00 4.00 7.00 7.00 7.00 7.00 (Number) Mikumi National Park 0.00 0.00 0.00 2.00 2.00 2.00 2.00 2.00 (Number) Visitor information centers constructed and operational in priority 0.00 0.00 0.00 2.00 4.00 5.00 5.00 5.00 Protected Areas (Number) Nyerere National Park 0.00 0.00 0.00 1.00 2.00 3.00 3.00 3.00 (Number) Action: This indicator has been Revised Ruaha National Park 0.00 0.00 0.00 1.00 2.00 2.00 2.00 2.00 (Number) Wildlife census conducted in priority 0.00 4.00 8.00 12.00 12.00 Protected Areas (Number) Udzungwa (Number) 0.00 1.00 2.00 3.00 3.00 The World Bank Tanzania: Resilient Natural Resource Management for Tourism and Growth (P150523) RESULT_FRAME_TBL_IO Indicator Name PBC Baseline Intermediate Targets End Target 1 2 3 4 5 6 Nyerere National Park 0.00 1.00 2.00 3.00 3.00 (Number) Action: This indicator has been Revised Ruaha National Park 0.00 1.00 2.00 3.00 3.00 (Number) Mikumi National Park 0.00 1.00 2.00 3.00 3.00 (Number) Product and Market Development Strategy No No Yes Yes Yes Yes Yes Yes for Southern Tanzania is developed (Yes/No) Destination management partnership for Southern No No Yes Yes Yes Yes Yes Yes Tanzania operational (Yes/No) 2. Strengthen alternative livelihoods for targeted communities in proximity to the priority Protected Areas Scholarships for vocational training in nature conservation and/or tourism 0.00 0.00 32.00 80.00 120.00 160.00 160.00 160.00 hospitality awarded (disaggregated by sex, age (16-29)) (Number) of which women 0.00 0.00 16.00 40.00 60.00 80.00 80.00 80.00 (Number) of which youth 0.00 0.00 20.00 60.00 80.00 120.00 120.00 120.00 (Number) The World Bank Tanzania: Resilient Natural Resource Management for Tourism and Growth (P150523) RESULT_FRAME_TBL_IO Indicator Name PBC Baseline Intermediate Targets End Target 1 2 3 4 5 6 Households trained by the project in alternative livelihood activities 0.00 0.00 3,500.00 8,000.00 15,000.00 20,000.00 20,000.00 20,000.00 (disaggregated by sex, age (16-29)) (Number) of which youth 0.00 0.00 1,750.00 4,000.00 7,500.00 10,000.00 10,000.00 10,000.00 (Number) of which women 0.00 0.00 1,750.00 4,000.00 7,500.00 10,000.00 10,000.00 10,000.00 (Number) Households trained by the project in reduction 0.00 0.00 1,000.00 3,000.00 5,000.00 6,000.00 6,000.00 6,000.00 of human-wildlife conflicts (Number) Communities using project-promoted techniques to reduce human-wildlife conflict 0.00 0.00 800.00 2,000.00 3,600.00 4,000.00 5,000.00 5,000.00 disaggregated by crop- protection and livestock- protection technique (Number) Crop-protection 0.00 0.00 400.00 1,000.00 1,800.00 2,000.00 2,500.00 2,500.00 technique (Number) Livestock-protection 0.00 0.00 400.00 1,000.00 1,800.00 2,000.00 2,500.00 2,500.00 technique (Number) 3. Strengthen landscape management and infrastructure investments in and upstream of the Ruaha National Park Dry season water supply 0.00 0.00 0.00 1.00 2.00 4.00 4.00 4.00 sources constructed by The World Bank Tanzania: Resilient Natural Resource Management for Tourism and Growth (P150523) RESULT_FRAME_TBL_IO Indicator Name PBC Baseline Intermediate Targets End Target 1 2 3 4 5 6 the project in Ruaha National Park (Number) Smallholder farmers trained through Farm Field Schools (FFS) on 0.00 0.00 1,500.00 5,000.00 10,000.00 15,000.00 20,000.00 20,000.00 improved farming (Number) Smallholder agriculture area benefiting from improved irrigation 0.00 0.00 0.00 0.00 1,000.00 2,000.00 2,200.00 2,200.00 infrastructure (Hectare(Ha)) Operational water user associations and irrigators organizations 0.00 0.00 1.00 4.00 8.00 12.00 16.00 16.00 strengthened under the project (Number) IO Table SPACE The World Bank Tanzania: Resilient Natural Resource Management for Tourism and Growth (P150523) Annex 1: Agreed changes after restructuring TANAPA Current Situation Proposed Reallocation Justification Sub Comp. 1.1: Transfer of all funds previously Following upgrading of part of the Sub activity 1.1.1: Earthworks; Funds allocated to TAWA and to be Selous Game Reserve to Nyerere NP allocated were: TANAPA USD 25 M; reallocated to TANAPA for all activities. which is currently under TANAPA’s TAWA USD 20 M; Total funds reallocated: USD 28.7 M management. Sub activity 1.1.2: Civil works; Funds allocated: TANAPA USD 15.6 M; TAWA USD 8.7 M Sub Comp.1.2: Funds from: Budget allocated for light and heavy Sub activity 1.2.1: light and heavy -Sub-component 1.2 sub-activity 1.2.2 equipment was originally equipment; Funds allocated were: USD 0.3; sub-activity 1.2.4, USD 1; sub- underestimated given the proposed TANAPA USD 4.5 M; TAWA USD 2.5 M activity 1.2.6, USD 0.5; sub-activity requirements and ensuing changes in 1.3.4, USD 1.2; sub-activity 1.3.5, USD market prices. This price variation is 0.3; due to time lag between budgeting -Sub-component 2.1 all activities, USD period and implementation period. 2; -Sub-component 2.3 sub activity 2.3.1, USD 0.3; sub-activities (2-5), USD 3.2; -Sub-component 3.1 sub-activity 3.1.1 (USD 2.5); -Sub-component 4.1 sub-activity 4.1.1, USD 1; Summing up to USD 12.3 M to be reallocated to Sub-activity 1.2.1. Sub activity 1.2.2: Contingency plan; Funds USD 0.3m to be reallocated to Fire management plan will be done by Funds allocated were TANAPA USD 0.3 1.2.1 using TANAPA counterpart funds. M and TAWA USD 0.2 M. The remaining USD 0.2 M will cover for the infrastructure management tools and contingency plans. Sub activity 1.2.3: Communication None system and patrol equipment; Funds allocated were TANAPA USD 1.5 M and TAWA was USD 0.5 M Sub activity 1.2.4: Payment system; This activity suggested to be cancelled This activity is already being executed TANAPA USD 1 M and funds transferred to 1.2.1. using counterpart funds Sub activity 1.2.6: Targeted training to This activity suggested to be cancelled Training to PA staff on infrastructures PA staff on infrastructure and funds transferred to 1.2.1. management is already being management; Funds allocated were undertaken by TANAPA using TANAPA USD 0.3 Mand TAWA USD 0.2 counterpart funds. M Sub activity 1.3.3: Build a destination Funds suggested to be reallocated to Designing and construction of this marketing Center; Funds allocated to this activity are USD 2m from activity destination marketing and MNRT USD 1.2m 1.3.1 and USD 4m from activity 1.3.2. management center in Iringa requires The World Bank Tanzania: Resilient Natural Resource Management for Tourism and Growth (P150523) The total funds will to be reallocated more funds than what was budgeted would be USD 6 M for during project appraisal. Funds transfer to TANAPA Sub Comp. 2.1: Sub-component 2.1 GoT has already initiated some of the Sub activity 2.1.1: legal and Sub activity 2.1.1 changes using counterpart funds. institutional framework; Funds Sub activity 2.1.2 Community operation manual has allocated MNRT USD 0.3 M TANAPA Sub activity 2.1.3 suggest the three (3) already been developed USD 0.3 M activities to be removed and allocate a total of USD 2m to sub-activity 1.2.1. Sub activity 2.1.2: strengthening Equipment including vehicles have outreach structures; Fund allocated been procured under the current was TANAPA USD 0.5 M and TAWA vehicles contract. USD 0.3 M Sub activity 2.1.3: cultural/historical Marketing strategies being developed tourism plan; Funds allocated to MNRT under Component 1 cover the USD 0.6m. cultural/historical tourism aspects and products. Communities will be sensitized to opt into cultural/historical tourism activities found within the villages under the community engagement activities. Sub Comp. 2.2: None Sub activity 2.2.1: tourism-related livelihoods; Funds allocated were TANAPA USD 5m and TAWA USD 2m Sub activity 2.2.2: natural resources- All funds to be transferred to TANAPA. Following upgrading of part of the based livelihoods; Funds allocated Selous Game Reserve to Nyerere NP were MNRT USD 1m, TANAPA USD 1.5m and TAWA USD 1.5m Sub Comp. 2.3: The activity to be implemented using Amount currently allocated for Sub activity 2.3.1: scholarships for USD 0.5m. The remaining USD 0.3m to scholarship for community members is community members; Funds allocated be reallocated to sub-activity 1.2.1 sufficient to attain the objective given were: TANAPA USD 0.5 M and TAWA the baseline assessment done during USD 0.3 M the development of the Community Operational Manual by TANAPA. Sub activity 2.3.2: sensitization and TAWA’s funds transferred to TANAPA. Due to the need to move fast in promotion of conservation activities; This activity to be cancelled and USD engaging communities, conservation Funds allocated were: TANAPA USD 0.4 0.7m to be moved to subcomponent activities are already underway by M and TAWA USD 0.3 M 1.2.1. TANAPA using counterpart funds. Fund will be allocated to 1.2.1 for light and heavy equipment which has been affected by current market prices. Sub activity 2.3.3: strengthening of This activity to be cancelled and USD There are ongoing land tenure issues eligible WMAs; Funds allocated was 0.8m to be moved to subcomponent and other challenges affecting WMAs TANAPA USD 0.4m and TAWA USD 1.2.1. in Tanzania that need higher level 0.4m resolution that is beyod the project scope to resolve. The World Bank Tanzania: Resilient Natural Resource Management for Tourism and Growth (P150523) Funds will be allocated to 1.2.1 for light and heavy equipment which has been affected by current market prices. Sub activity 2.3.4: management and This activity to be cancelled and USD Training of local government staff has leadership training for local 0.8m to be moved to sub-component already been undertaken using government; Funds allocated was 1.2.1 counterpart funds in anticipation of TANAPA USD 0.4m and TAWA USD on-the-ground project 0.4m implementation. Sub activity 2.3.5: Village Land Use TAWA’s funds allocated to TANAPA. Land use plans are available. Plans (VLUP); Funds allocated was This activity to be removed/omitted Enforcement of these plans require TANAPA USD 0.5m and TAWA USD and USD 0.9m to be moved to sub- establishment of bylaws that are 0.4m component 1.2.1 beyond MNRT and Project scope. Funds will be allocated to 1.2.1 for light and heavy equipment which has been affected by current market prices. Sub Comp. 3.1: Reallocate USD 2.5m to sub-activity Proposed Ng’iriama construction weir Sub activity 3.1.1: Assess and 1.2.1 for light and heavy equipment dropped. implement infrastructure measures to and this activity to remain with US augment dry season flows; Funds 6.5m. The equipment will help the Park to allocated were USD 9m to TANAPA. construct more check dams to augment dry season water availability. Sub-Component 4.1: Project Suggested to transfer USD 1m to sub- Some management activities including Management activity 1.2.1 for light and heavy auditing processes are contributed by Sub-Component 4.2: Project Results equipment from MNRT. The funds the GoT through the Controller and Based M&E allocation will become MNRT USD 5m Auditor General (CAG) regular work. Fund allocated MNRT was USD 6m and and TANAPA USD 3m TANAPA USD 3m TAWIRI Funds allocated for TAWIRI was USD USD 0.5m to be moved from this TAWIRI needs a research center in 2m for Wildlife related research activity to sub-activity 1.3.3 for southern Tanzania for data, sampling, initiatives to inform policy dialogue construction of TAWIRI research center training and research activities. The and integrated management at Kihesa-Kilolo and this sub-activity research center will serve as a long- remain with USD 1.5m. term facility for wildlife research in southern Tanzania. Funds remaining USD 1.5m as per Funds USD 0.065m out of the TAWIRI needs an additional vehicle to proposal in iv above will be used to remaining USD 1.5m is to be used for facilitate timely collection of seasonal accomplish wildlife related research procuring an additional vehicle at data by the four research groups. initiatives to inform policy dialogue TAWIRI. An additional vehicle will also serve and integrated management long-term wildlife research needs in the south. TTB 1.3.1 Marketing strategy development: Funds of US$ 2m to be moved from Marketing strategy consultancy was Fund allocated was US $2.5 this activity to sub-activity 1.3.3 Build a procured at less cost destination marketing centre Funds allocated to build a destination Activity to remain with fund US$ 0.5m marketing centre were not enough to meet suggested requirements in the ToR-Engineers recommendation The World Bank Tanzania: Resilient Natural Resource Management for Tourism and Growth (P150523) 1.3.2 Implementing of marketing and Funds US$ 4m to be moved from this Construction of destination marketing Branding strategies: Funds allocated to activity to sub-activity 1.3.3 centre is a more tangible investment. TTB was US$ 6m Reduced time for implementing the strategy from 5 to 2.5 years based on consultant expert recommendation. NIRC & RWB Sub Comp. 3.2: Sub activity Farmer Field Schools revisited and Unclear Outcome of the activities due Fund allocated was USD 2M for the merged with activity 3.2 (ii). Fund of to the poor control structures in most implementation of water-saving USD 2m allocated to sub activity 3.2.ii Irrigation Schemes upstream of Ihefu farming practices to increase water combined activities wetland. It is proposed to train availability for Great Ruaha River irrigation water use efficiency through Farmer Field Schools Technique after improvement or construction of water control structures (intake, main canal lining and improvement of drainage system) that will contribute tangible outcome Consequently this would increase water inflow to Ihefu Wetland during the dry season. Funds allocated were USD 11m for Irrigation infrastructure improvements Irrigation infrastructure improvements in selected areas to demonstrate in selected areas to demonstrate water-efficient methods (water water-efficient methods (water controlling structures, lining of canals, controlling structures, lining of canals drainage system and Training on and drainage system). Irrigation water use efficiency Technique) to increase water availability for the Great Ruaha River. Fund reallocated for this activity to be USD 13m by adding USD 2m from sub activity 3.2.1. iii. Fund allocated was USD 1m for Sub-activity changed and it is proposed Focus on a simplified way to monitor revisiting water permits and assessing to read; Establishing automated water water resources. incentive mechanisms for controlling resources monitoring stations and excessive use of water or increase of assessing incentive mechanisms for irrigation areas utilizing drainage controlling excessive use of water or water. increase irrigation areas utilizing drainage water. Funds allocated reduced to USD 0.5m Sub Comp. 3.3: Sub- activity; Sub- activity should read; Funds allocated were USD 0.5m for Implementation of selected watershed implementation of selected watershed management activities such as river management activities such as river boundary protection, procuring of boundary protection and sustainable heavy equipment’s for river training agricultural land management including stakeholder’s awareness practices. creation and sustainable agricultural land management practices Fund allocated increased to USD 2.5m. Sub Comp. 3.4: Sub- activity Sub activity to be removed and a fund Activity is being undertaken by the 1. Fund allocated was USD 1m for of USD 1m to be moved to sub-activity agencies using counterpart funds given facilitating cross-sectoral interaction 3.3.3. the elapsed time. The World Bank Tanzania: Resilient Natural Resource Management for Tourism and Growth (P150523) and consultations at the district level, including social and physical surveillance studies when needed, for informed decisions for water resources management. 2.Fund allocated was USD 1.5m for Funds reduced to USD 1m and USD Smoothening the implementation of strengthening the monitoring and 0.5m allocated to sub-activity 3.3.3. the activities by ensuring management capacity of Irrigation USD 1m to be divided to RBWB USD accountability and sustainability of the Organizations and Water Users 0.5m and NIRC USD 0.5m. Project achievement. Activities being Associations for RBWB. implemented using counterpart funds given elapsed time. The World Bank Tanzania: Resilient Natural Resource Management for Tourism and Growth (P150523)