Annex A Fina Doc For Eu 2013

Contracting Authority:
Delegation of the European Union to the Republic of South Africa National Development Policy Support Programme for South Africa Civil Society Component 'Sustainable Environment and Natural Resources for Development'
Grant Application Form

Budget line: 21.060200 Reference: EuropeAid/133370/L/ACT/ZA Deadline for submission of concept notes: 23 October 2012
Enhancing environmental sustainability, resilience to climate change and improved livelihoods for vulnerable communities in Limpopo Province through sustainable ecotourism development South Africa, Limpopo Province (Capricorn, Mopani, Vhembe and Waterberg Districts and Ehlanzeni District Municipality in Mpumalanga Province*)
* Ndzhaka and Buffelshoek lodges are part of the Limpopo African Ivory Route but due to provincial boundary changes now fall under the Province of Mpumalanga. The lodges are still managed by Secondary Co-operative.
Title of the action:
Location(s) of the action:
Name of the applicant Nationality of the applicant1
CESVI Italian
Dossier No
(for official use only)
For organisations, the statutes must make it possible to ascertain that the organisation was set up by an act governed by the national law of the country concerned. In this respect, any legal entity whose statutes have been established in another country cannot be considered an eligible local organisation. In this respect, see also footnotes of the Guidelines of the call.
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January 2012 CESVI Concept Note
EuropeAid ID2 Ongoing contract/Legal Entity File Lumber (if available)3 Legal status4
IT-2007-CRP-2711148746 6000054051 NGO Name: Limpopo Business Support Agency (LIBSA) incorporated into Limpopo Economic Development Agency
Partner
EuropeAid ID: ZA-2012-BCQ-2210355237 Nationality and date of establishment: South African, 25/07/2002 Legal status: Association Section 21 Name: The African Ivory Tourism Secondary Co-operative
Partner
EuropAid ID: ZA-2012-FXQ-1910348070 Nationality and date of establishment: South African, 06/01/2010 Legal status: Cooperative
Applicant's contact details for the purpose of this action Postal address: Telephone number: (fixed and mobile) Country code + city code + number Fax number: Country code + city code + number Contact person for this action: Contact person's email: Address: Website of the Organisation: Via Broseta 68/a 24128 Bergamo, Italy +39 035 2058058 +39 035 260958 Patrizia Gattoni patriziagattoni@cesvi.org Via Broseta 68/a 24128 Bergamo, Italy www.cesvi.org
Any change in the addresses, phone numbers, fax numbers and in particular e-mail, must be notified in writing to the Contracting Authority. The Contracting Authority will not be held responsible in case it cannot contact an applicant.
To be inserted if the organisation is registered in PADOR. This number is allocated to an organisation which registers its data in PADOR. For more information and to register, please visit http://ec.europa.eu/europeaid/onlineservices/pador. If an applicant has already signed a contract with the European Commission and/or has been informed of the Legal Entity File number. If neither of this apply, indicate "N/A". E.g. non profit making, governmental body, international organisation.
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NOTICE
If processing your application involves the recording and processing of personal data (such as names, addresses and CVs), such data will be processed pursuant to Regulation (EC) No 45/2001 on the protection of individuals with regard to the processing of personal data by the Community institutions and bodies and on the free movement of such data. Unless indicated otherwise, your replies to the questions and any personal data requested are required to evaluate your proposal in accordance with the Guidelines for the call for proposal and will be processed solely for that purpose by the data controller. Details concerning processing of your personal data are available on the privacy statement at http://ec.europa.eu/dataprotectionofficer/privacystatement_publicprocurement_en.pdf]
ACRONYMS LIST FOR CONCEPT NOTE
AIR DEA GLTFCA IDP LEDET LIBSA LTP NGO NRM DEA: NRMP PPCP TFPD
African Ivory Route Department of Environmental Affairs Great Limpopo Transfrontier Conservation Area Integrated Development Plan Limpopo Economic Development Environment and Tourism Limpopo Business Support Agency Limpopo Transboundary Programme Non Government Organization Natural Resource Management Natural Resource Management Programmes of DEA Public Private Community Partnership Trans-Frontier Parks Destinations
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Table of content
PART A. CONCEPT NOTE ............................................................................................. 5 1.1 Summary of the action ............................................................................................................ 5 1.2 Relevance of the action ........................................................................................................... 6
1.2.1 Relevance to the objectives/sectors/themes/specific priorities of the call for proposals 6 1.2.2 Relevance to the particular needs and constraints of the target country/countries, region(s) and/or relevant sectors (including synergy with other EU initiatives and avoidance of duplication) .............................................................................................. 6 1.2.3 Describe and define the target groups and final beneficiaries, their needs and constraints and how the action will address these needs .............................................. 8 1.2.4 Particularly value-added elements ............................................................................... 8
1.3 Description of the action ......................................................................................................... 9 PART B. FULL APPLICATION FORM ......................................................................... 11 1. General information ........................................................................................................... 11 2. The action ............................................................................................................................. 11
2.1 Budget of the action, amount requested from the Contracting Authority and other expected sources of funding ....................................................................................... 11 2.1.1 Budget .................................................................................................................. 12 2.1.2 Justification ........................................................................................................... 17 2.1.3 Expected sources of funding ................................................................................. 25 2.2 Description of the Action ............................................................................................. 26 2.2.1 Description ............................................................................................................ 26 2.2.4 Sustainability of the action..................................................................................... 46 2.3 Applicant's experience of similar actions ..................................................................... 53
3. The applicant ....................................................................................................................... 64

3.1 Identity .......................................................................................................................... 64
4. Partners of the applicant participating in the action ................................................ 65

4.1 Description of the partner and Partnership Statement African Ivory Tourism Secondary Co-operative ............................................................................................. 65
5. Associates of the applicant participating in the action ........................................... 71 6. Checklist for the full application form .......................................................................... 74 7. Declaration by the applicant............................................................................................ 76 8. Assessment grid of the full application form ............................................................. 77
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PART A. CONCEPT NOTE

1.1 SUMMARY OF THE ACTIO N
Title of the action: Location : Duration Requested contribution Objectives of action Enhancing environmental sustainability, resilience to climate change and improved livelihoods for vulnerable communities in Limpopo Province through sustainable ecotourism development South Africa, Limpopo Province (Capricorn, Mopani, Vhembe, Waterberg Districts) 42 months 1,500,000 EUR Overall objective: To sustain healthy ecosystems and livelihood opportunities for remote rural communities through supporting sustainable ecotourism development Specific objective: To support sustainable management of natural resources and ecotourism development to enhance the capacity of the existing African Ivory Route (AIR) PublicPrivate-Community Partnerships (PPCPs) to deliver resilient and sustainable livelihoods Result 1: 4 Districts, 9 Local Municipalities, 41 Traditional Authorities, ecotourism stakeholders of Limpopo Province Result 2: 41 AIR villages and member households, 100 community members providing goods and services, 50 employees, 30 additional staff Result 3: 1 AIR Secondary Cooperative and 9 Primary Cooperatives, 10 AIR lodges Result 4: Planners and decision makers dealing with natural resource management and the tourism sector in the country (10 showcase events and 15 exposure visits with an expected number of 150 participants) Population of the 41 AIR villages (estimated as 50,000 people) R1. Improved conditions for sustainable ecotourism development through enhanced capacity of Limpopo Province local authorities, communities and ecotourism stakeholders to plan and manage natural resource use in a sustainable manner R2. Enhanced capacity of communities to sustainably manage natural resources and to take advantage of livelihood opportunities arising through sustainable ecotourism development R3. Enhanced operational capacity for AIR enabling improved delivery of environmental and livelihood benefits derived through sustainable ecotourism development R4. Potential for replication of successful project experiences on ecotourism based on inclusive of poor and disadvantaged rural people is developed R1: A1.1 Support local authorities to incorporate in their Integrated Development Plans (IDPs) measures and policies to sustain the ecotourism sector; A1.2 Establish a multistakeholder forum to improve coordination and planning of AIR and ecotourism sector. R2: A2.1 Establish local mechanisms, agreements, rules, regulations and benefit sharing practices for the sustainable management of the ecosystems of the 41 targeted villages; A2.2 Involve existing DEA:NRMPs to enhance synergic environmental opportunities in the four AIR districts; A2.3 Build awareness of AIR staff, visitors and communities on the benefits of healthy and sustainable ecosystems; A2.4 Capacitate community members in securing ecotourism livelihood opportunities in the form of local jobs and provision of goods & services. R3: A3.1 Provision of training and basic equipment for the sustainable management of existing AIR primary and secondary cooperatives; A3.2 Improve existing AIR camp infrastructure through investment in environmentally friendly technologies; A3.3 Develop one AIR camp to test and showcase management models and environmental technologies; A3.4 market analysis and technical assistance to link AIR with existing marketing structures. R4: A4.1 Participate in showcase events and organize visits to the AIR showcase camp; A4.2 Implement a communication strategy to increase awareness of the opportunities of the ecotourism sector to deliver integrated and sustainable rural development.
Target group(s)
Beneficiari es Estimated results
Main activities
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1.2 RELEV ANCE OF THE ACT ION

1.2.1 Relevance to the objectives/sectors/themes/specific priorities of the call for proposals This action aims to enhance environmental sustainability and resilience to climate change and at the same time to secure existing and create new jobs in the green economy, thereby improving livelihoods and reducing poverty (global objective). This will be achieved through strengthening systems of environmental management and supporting ecotourism based on the sustainable use of local resources (specific objective). Drawing on prior experience, the project will focus on strengthening the performance of existing PPCPs concerning the management of the 10 existing ecotourism lodges included under the AIR, the sustainable development of which requires the maintenance of constituent ecosystems and resources in a healthy state, thus contributing to Priorities A, C, D, E, F and G of this call for proposals. Through improving environmental management the action will directly contribute to Priority A. Through the envisaged support, the action is anticipated to secure existing and to develop additional jobs based on sustainable management of natural resources, thus contributing to Priority C. Drawing from CESVI experience in Limpopo, the action is directly targeted to diversifying livelihoods and improving environmental and social resilience, specifically in underdeveloped remote rural areas of Limpopo Province, so addressing Priority D. A key part of strengthening environmental management will be to increase awareness of environmental issues and of the potential for ecotourism to contribute to sustainable use of natural resources, thus contributing to Priority E. Unlike crop and livestock production, which are the existing main forms of livelihood in the target area, ecotourism provides a complementary livelihood opportunity that is not directly dependent on rainfall, thus directly contributing to Priority F. Through supporting strategic planning and coordination systems, the action will improve capacity for implementation of environmentally sustainable policies from the level of the village to that of the Province, thus addressing Priority G. The proposed activities are consistent with the five main principles, as stated in the call for proposal: 1. Integration and scaling-up: by building on institutional arrangements and infrastructure that have already been established under the AIR. 2. Replication mechanisms: through developing an effective mechanism for including rural communities in sustainable ecotourism developments. 3. Facilitating partnerships: through facilitating multi-stakeholder partnerships between NGOs, communities, private and public sectors. 4. Beyond preparatory activities: the AIR has been successfully operating since 2002 under the responsibility of Government institutions. After this preparatory phase, in mid-2012 a more articulated structure was set in place establishing a PPCP with the objective to fully exploit the potential benefits of the ecotourism sector. 5. Gender mainstreaming: the action will continue to mainstream and improve gender balance as achieved by the AIR. While implementing the planned activities the project will develop and implement visibility and communication activities and robust systems for reporting, monitoring, evaluation, administration and financial accountability. 1.2.2 Relevance to the particular needs and constraints of the target country/countries, region(s) and/or relevant sectors (including synergy with other EU initiatives and avoidance of duplication) Pre-project situation. According to South Africa Environmental Outlook, 2006 (SAEO) data, confirmed by CESVI GIS analysis (2012), the area where the AIR lodges are based is populated by poor rural communities (areas with 72% of population under R400/month; Rural Tourism Strategy, 2012) with marginal agriculture land (mainly woodland and bush land cover area, with low to marginal potential of arable land and low grazing capacity), yet it is a biologically rich environment (biosphere reserve) and in close proximity to established protected areas or conservation areas. Livelihood opportunities for such remote rural communities are typically extremely limited. Traditional activities in the form of dry land crop and livestock production are directly dependent on and extremely vulnerable to annual fluctuations in rainfall and long-term climatic changes, and in many cases result in significant impacts to the environment, such that they are not sustainable. Indeed the area has already been marked by a moderate combined degradation index (SAEO). Ecotourism has good potential to offer complementary and more sustainable livelihood opportunities, in particular to assist the transition by rural communities from livelihoods based on direct use of natural resources to those based on employment. Over the last 10 years the Limpopo Province administration, through LEDET (Limpopo Economic Development Environment and Tourism), has supported these communities by initiating the development of an ecotourism economy based on establishment of the AIR, as a way for the resident population to manage and benefit from natural resources in a more sustainable way. Problems to be addressed. In CESVI-LTP experience, communities residing in nature-rich areas are often composed of poor members involved in livelihood activities that are heavily dependent on the surrounding
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environment, and there is an inherent conflict between their activities and the natural resource base, particularly in terms of land degradation and impacts to wildlife (human wildlife-conflict). This poses a significant challenge to the long-term sustainability of ecosystems and protected areas. Through supporting the development of sustainable ecotourism, and providing opportunities for communities to participate in the benefits derived by sustainable use of natural resources, the action will contribute to the establishment of healthy communities protecting healthy ecosystems. Many tourism developments occur with limited involvement of and benefit to local communities, who are often excluded from tourist areas whilst many employment opportunities are taken up by people from outside of the area. On the other hand poor rural areas often have significant tourism resources but these are not properly exploited or remain underutilised. A key need is to develop mechanisms whereby communities can meaningfully participate in sustainable ecotourism activities, particularly in remote and vulnerable areas, as well by building synergies with DEA:NRMPs. The establishment of the AIR by LEDET demonstrates strong commitment by government to fulfil this need. Under this initiative, in 2002, LEDET supported the construction of 10 ecotourism lodges on behalf of rural communities (the custodians), and which they initially managed through LIBSA (Limpopo Business Support Agency). More recently, recognizing that successful development is the product of a more complex interaction and cooperation among different stakeholders, LEDET initiated the establishment of a broader partnership involving the Public and Private sectors with Communities (represented through cooperatives) to manage the AIR, thus bringing on board management and marketing skills in order to make the AIR more profitable and increase the flow of benefits to participant communities. Based on a tender process, LEDET in early 2012 signed a management contract with Trans-Frontier Parks Destinations (TFPD), which is associated to this proposal, thus bringing in a private sector partner with demonstrated experience in the development of sustainable ecotourism enterprises. To make this arrangement effective in delivering livelihood and environmental benefits it is necessary that institutions and stakeholders promote integrated ecotourism planning and coordination. Moreover, communities have to be involved in natural resource management while suitable mechanisms for benefit sharing need to be set in place. Relation to existing plans. The Green Job Report (GJR) mentions that conservation of biodiversity is pursued for a number of benefits at different scales, explicitly mentioning Tourism. Also the 2012 EU study affirms that environment-related tourism is one of the fastest-growing sectors, accounting for more than 10% of the jobs that are directly dependent on the environment. The GJR mentions that the displacement effects of restoration programs might be compensated by the provision of ecosystem services such as touristic services, thereby generating additional employment. Eco-tourism synergies with other South African NRMP, best in vulnerable areas, are identified with the DEA NRMPs, as these have proven effective in building climate resilience and relieving poverty (White paper on Climate Change). Also the Medium-term strategic Framework, 2009 supports non-farm economic potential activities of rural areas like tourism, an industry that can compete in the global market. The potential role of local tourism is recognized in the Sustainable Development Action Plan, 2011-14 (SDAP). The GHK study (2007-10) has clearly identified the eco-tourism as one activity which has a direct link between employment and the environment, while the GJR specifically mentions the eco-tourism as typical land stewardship typology that can have a significant impact for communities who are the beneficiaries of land reform, but who are not in a position to pursue agriculture. The action is collaborating with cooperatives at community level, supporting alternative business models in line with the SDAP. The broad based engagement with the community is necessary to create community awareness and participation, and work together to protect the environment through changing attitudes and behavior in consuming resources sustainably and responsibly: a Strategic Objective on the South African Action Plan. The proposed action finally addresses key needs as identified by the National Department of Tourism and articulated within the National Tourism Sector Strategy (2011) and the Rural Tourism Strategy (2012), and also by the Department of Rural Development and Land Reform as stated in their Comprehensive Rural Development Programme Framework (2009) and more recent Green Paper on Land Reform (2011). The white paper on the Environmental Management Policy, the Limpopo Provincial Tourism Strategy and Plan as well as the integrated development plans (IDPs) for districts and local municipalities of Limpopo Province, were also taken into account in the formulation of the present proposal. Relation to previous actions. The proposed action builds directly on the previous development of the AIR by LEDET, as well as recent experience gained by CESVI under implementation of the Limpopo Transboundary Programme (LTP, www.limpopo-tp.net): a trans-boundary conservation initiative involving Mozambique, South Africa and Zimbabwe and implemented by CESVI and IUCN in collaboration with DEA: NRMPs, LEDET and TFPD, with funds provided by the Italian Ministry of Foreign Affairs during the period of 2009-2013. The LTP targets the Great Limpopo Transfrontier Conservation Area (GLTFCA) with activities ranging from the planning and governance of conservation areas to the development of NRMPs aimed at unlocking economic community benefits in vulnerable protected areas. This includes development of an equivalent PPCP to support development of the Awelani ecotourism lodge, similarly involving LEDET, TFPD and CESVI, as well as other ecotourism initiatives in Mozambique and Zimbabwe.
Relation to / synergies with other projects and programmes. The proposed action will directly contribute towards the realisation of on-going transfrontier conservation and development processes in Limpopo Province, specifically the Greater Mapungubwe Transfrontier Conservation Area to the west and the GLTFCA to the east. A number of the AIR lodges fall directly within specific nodes and routes identified under the 2012 Rural Tourism Strategy as being of highest priority for development within Limpopo Province. The proposed action complements previous and on-going initiatives supporting natural resource management and improved rural livelihoods in Limpopo Province, including: the Limpopo Commission for management of water resources in the Limpopo Basin; the interpretative centre at Mapungubwe National Park; established markets for fresh produce and advocacy support programmes currently being implemented under the Civil Society Advocacy Programme. By involving existing Government programmes, such as the DEAs NRMPs and the Land Care Initiative promoted by the Department of Agriculture, in restoration and natural resource management the action will implement a synergistic approach to natural resource management. 1.2.3 Describe and define the target groups and final beneficiaries, their needs and constraints and how the action will address these needs Target groups and final beneficiaries. Target groups vary according to the results. The principal target groups are: R1, stakeholders in the ecotourism sector in Limpopo Province, and in particular natural resource institutions at the district (4) and municipal levels (9) plus relevant traditional authorities (41 villages); R2, communities within the 41 villages comprising the formal custodians of the AIR ecotourism lodges, including households deriving direct employment through the AIR (80) or providing goods and services to the AIR (estimated as 100 individuals); R3, the AIR Secondary Cooperative (9 members) and nine Primary Cooperatives (47 members) and the 10 AIR ecotourism lodges; and R4, planners and decision makers in the natural resource and tourism sectors from throughout the country. The final beneficiaries are the population of the 41 participating communities, which collectively are estimated to include more than 50,000 people. Needs and constraints. Key needs and constraints identified for target groups are: for community members, the need to improve livelihoods and make optimal and sustainable use of the available natural resources (in this case through development of ecotourism); for cooperatives limited capacity and operational experience; for Natural Resource Management (NRM) institutions the need for improved coordination of efforts between sector institutions and between different levels within institutions; for the ecotourism sector the challenge of how to provide inclusive development options enabling participation of rural communities in sustainable ecotourism development. Relevance to identified needs and constraints. The action aims to address the identified needs of target groups through improving environmental management and providing sustainable ecotourism livelihood opportunities for members of communities (R2); institutional support to primary and secondary cooperatives (R3); strengthening mechanisms for strategic and coordinated planning at provincial, district, municipal and village levels (R1); and through making available and sharing experiences with similar developments elsewhere in the country (R4). These achievements will contribute to enhanced resilience and environmental sustainability at the local to national levels. Participatory processes to ensure participation. Communities, as the custodians of the land, have been directly involved in development of the AIR since its inception in 2002. Since 2009 this involvement has been formalized through establishment of a Primary Cooperative relating to each ecotourism lodge and with an overall umbrella Secondary Cooperative (comprising members from each of the Primary Cooperatives). Following signing of a management agreement in April 2012, TFPD has carried out in depth consultations with the participant communities for each lodge in order to understand the specific relationships between communities and the lodges and to establish the specific development needs for each lodge. The action benefits from the existing participatory approach and will enhance its efficiency by building the capacity of the Primary Cooperatives which have limited experience and capacity. 1.2.4 Particularly value-added elements The action specifically concerns the consolidation of existing PPCPs, recently established between participant communities, LEDET, through LIBSA and TFPD. It directly builds on previous experiences and lessons learnt by LEDET with the intention of developing and showcasing a viable model for involving rural communities in sustainable ecotourism development. Through the action it is intended to also develop and showcase best practice in terms of application of environmentally friendly technologies to the ecotourism sector, and in doing so to minimize the environmental footprint of the AIR. As part of the improvement of AIR lodges, infrastructure will be adapted to cater for people with disabilities. The AIR specifically targets the sustainable development of indigenous people, many of whom are members of minority ethnic groups (BaHananwa, BoLobedu VaTsonga and TsiVendas). Women make up 75% of TFPD staff members and 45% of AIR employees.
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1.3 DESCRIPTION OF THE AC TION

Background and objectives. Action outcomes foresee that institutions, privates and communities cooperate and promote coherent and environmentally sound planning and management of natural resources, while vulnerable individuals of the communities share economic benefit in a sustainable manner. Ecotourism has potential for providing sustainable livelihood opportunities while contributing to environmental protection. To take advantage of this potential multi-stakeholder management will be set in place, and the AIR will represent a successful partnership, where Public and Private partners operate jointly with Communities to deliver resilient livelihoods based on the sustainable use of natural resources (specific objective). As far as the multistakeholder partnerships promoted by the action are successful, ecotourism will have positive impact on the ecosystem and on the livelihood of poor rural communities ( overall objective). Stakeholder groups and consultations. The key stakeholder groups are community members; community institutions (AIR Primary and Secondary Cooperatives); TFPD; municipal, district and provincial natural resource and tourism institutions, in particular LEDET and LIBSA. TFPD has close working relationships with LEDET, LIBSA and the AIR Secondary Cooperative, and has carried out extensive discussions with members of the nine Primary Cooperatives. Similarly, CESVI has a sound working relationship with LEDET, and has worked closely with TFPD in the preparation of this action. Moreover, DEA: NRMP, a partner of the present CESVI-LTP project, committed to their involvement in the proposed action. Links between results and activity clusters. The communities of the 41 AIR villages are the final beneficiaries of the action. In order to derive sustainable benefits from ecotourism they require sustainable environmental management and mechanisms to reap potential livelihood benefits. R1 and R2 aim to enhance environmental management at large (R1) and local (R2) scales. R2 also develops capacity of communities to derive livelihood benefits, whilst R3 enhances AIR development to generate increasing benefits. Development of the AIR will provide an innovative model enabling the inclusion of rural communities in ecotourism development. The purpose of R4 is to disseminate the AIR experiences to a wider audience. Activities, outputs and results. R1. Improved conditions for sustainable ecotourism development through enhanced capacity of Limpopo Province local authorities, communities and ecotourism stakeholders to plan and manage natural resource use in a sustainable manner. Outputs: Four District Municipalities and Nine Local Municipalities integrate measures and policies to sustain environmental protection and the ecotourism sector in their respective IDPs; One stakeholder forum established, involving 41 Traditional Authorities and ecotourism stakeholders in Limpopo Province. R2. Enhanced capacity of communities to sustainably manage natural resources and to take advantage of livelihood opportunities arising through sustainable ecotourism development; specific gender attention will be dedicated in training activities. Outputs: 41 Traditional Authorities involved in establishing rules, regulations and mechanisms for sustainable natural resource management; at least two DEAs NRMPs implemented in the project area: monitor and reduce the cover of invasive plants and bush-encroached areas by 10% from baseline levels; up to 1,800 person days of employment (equivalent to approximately 80 full time employees) from the local communities; visitors increased to 6,000 and 41 villages with enhanced environmental and ecotourism awareness; 100 community members providing goods and services to the AIR lodges; employment secured for 50 existing AIR employees plus 30 new staff (equitable women participation). R3. Enhanced operational capacity for AIR enabling improved delivery of environmental and livelihood benefits derived through sustainable ecotourism development. Outputs: One AIR secondary cooperative and nine AIR primary cooperatives operational capacities improved: provision of training and basic equipment for the sustainable management; Ten AIR lodges adopting eco-friendly technologies (i.e. biogas, solar jars); One AIR camp implementing benefit sharing models of management and testing environmental technologies (i.e. introduce biogas, solar jars, elevated water tank); proved 34% reduction of the camp carbon footprint below a business-as-usual baseline by 2017; 10 partnerships/links established for marketing and promotion of AIR: one market analysis and technical assistance to link AIR with existing marketing structures, present AIR products in tourism fairs twice a year and link up with at least other 3 ecotourism routes in Southern Africa. R4. Positive experiences of the AIR outcomes concerning development of an ecotourism based economy inclusive of poor and disadvantaged rural people shared and disseminated. Outputs: 10 showcase events and 15 exposure visits where key representatives of the natural resource management and tourism sectors are exposed to the AIR best practices. Outreach material concerning the potential benefits and sustainable livelihood opportunities inherent in the ecotourism sector prepared and distributed. Timeframe and factors. The action is planned to run for 42 months (June 2013 to November 2016). Under the LTP, CESVI is already working in partnership with LEDET and TFPD, and for the proposed action the key partnerships and institutional arrangements are already in place, thus reducing risk and enabling an immediate start to the project. A mid-term and a final independent evaluation, complemented by a constant monitoring, will guarantee the proper re-addressing of activities and progressive analysis of its impact.
ACRONYMS LIST FOR FULL PROPOSAL
AIR ASC CDF CN CTA DAC DEA EDI EM EMS EPIP GIS GoSA HQ IDC IDP LED LEDA LEDET LEGDP LIBSA LTP M&E MoU NGO NRM DEA: NRMP PAC PC PPCP PRA QR SC SDF TIES TFPD VTA WP
African Ivory Route Action Steering Committee Community Development Forum Concept Note Community Tourism Association Development Assistance Committee Department of Environmental Affairs Earth Day Italy Environmental Management Environmental Management System Environmental Protection and Infrastructure Program Geographic Information System Government of South Africa High Quarter Industrial Development Corporation Integrated Development Plan Local Economic Development Limpopo Economic Development Agency Limpopo Economic Development Environment and Tourism Limpopo Employment Growth and Development Plan Limpopo Business Support Agency Limpopo Transboundary Programme Monitoring and Evaluation Memorandum of Understanding Non Government Organization Natural Resource Management Natural Resource Management Programmes of DEA Program Advisory Committee Primary Cooperative Public Private Community Partnership Participatory Rural Appraisal Quick Response Secondary Cooperative Spatial Development Frameworks The International Ecotourism Society Trans-Frontier Parks Destinations Village Tourism Association Working Package
January 2012 EuropeAid/132216/L/ACT/MM
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PART B. FULL APPLICATION FORM 1. GENERAL INFORMATION

EuropeAid/133370/L/ACT/ZA National Development Policy Support Programme for South Africa Civil Society Component 'Sustainable Environment Development' Name of the applicant No. of the proposal5 Title of the action CESVI DCI AFS/2012/103
Enhancing environmental sustainability, resilience to climate change and improved livelihoods for vulnerable communities in Limpopo Province through sustainable ecotourism development South Africa, Limpopo Province (Waterberg, Vhembe, Capricorn, Mopani District Municipalities in Limpopo Province and Ehlanzeni District Municipality in Mpumalanga Province*) * Ndzhaka and Buffelshoek lodges are part of the Limpopo African Ivory Route but due
to provincial boundary changes now fall under the Province of Mpumalanga. lodges are still managed by Secondary Co-operative. The
Reference of the Call for Proposals Title of the Call for Proposals
and
Natural
Resources
for
Location of the action -specify country(ies) region(s) that will benefit from the action
2.
THE ACTION
2.1 Budget of the action, amount requested from the Contracting Authority and other expected sources of funding
For restricted procedures only; the proposal number as allocated by the Contracting Authority and notified to the applicant at the time of communicating the outcome of the evaluation of the Concept Note.
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January 2012 EuropeAid/133370/L/ACT/ZA
2.1.1 Budget
Annex B. Budget for the Action1 Expenses Unit # of units All Years Unit rate Costs exclu (in EUR) VAT (in EUR)3 14% VAT Costs incl VAT (in EUR)3 # of units Unit Year 12 Unit rate Costs exclu (in EUR) VAT (in EUR)3 14% VAT Costs (in EUR)3
1. Human Resources Green (AIR),Orange (CESVI) 1.1 Salaries (gross amounts, local staff) 1.1.1 Technical 1.1.1.1 Deputy Project Manager (75%) Per month 42 1.1.1.2 Local Project Coordinator (50%) Per month 42 1.1.1.3 SC Community mobilizer (30%) Per month 42 1.1.1.4 Training & Awareness Coordinator Per month 42 1.1.1.5 Marketing Promoter (25%) Per month 42 1.1.1.6 External consultants (techincal, graphic, legal...) Per man days 100 1.1.2 Administrative/ support staff 1.1.2.1 local project administrator Per month 42 1.2 Salaries (gross amounts, expat/int. staff) 1.2.1 Project Manager Per month 42 1.2.2 Administrator part time Per month 42 1.3 Per diems for missions/travel5 1.3.1 Abroad 1.3.1.1 Support mission from CESVI HQ's Per diem 30 1.3.2 Local (staff assigned to the Action) 1.3.2.1 Local staff per diem for field activities (PC members: 2 days x 50 weeks/year x 10 PC x 2 years) Per diem 2 000 1.3.3 Seminar/conference participants Subtotal Human Resources 2. Travel6 2.1. International travel 2.1.1 Expat flights Per flight 8 2.1.2 HQ missions Per flight 3 2.2 Local transportation 2.2.1 Local transportation (Flights Interprovincial) Per flight 80 Subtotal Travel 7 3. Equipment and supplies 3.1 Purchase or rent of vehicle 3.1.1 Car purchase Vehicle 2 3.1.2 Car rent Vehicle 3.2 Furniture, computer equipment 3.2.1 Furniture Per set 3.2.2 Maintenance Per year 3.2.3 laptops computer and drives Per set 2 3.2.4 Scanner, printer , 3G modem, mobiles Set 1 3.3 Machines, tools 3.4 Spare parts/equipment for machines, tools 3.5 Other (please specify) 3.5.1. Back-up system and software Set 1,0 Subtotal Equipment and supplies 4. Local office 4.1 Vehicle costs 4.1.1 Vehicle fuel and maintenance (4 cars) Per month/car 168 4.2 Office rent 42 4.3 Consumables - office supplies 4.3.1 Consumables - office supplies Per month 42 4.4 Other services (tel/fax, electricity/heating, maintenance) 4.4.1 Telephone (land+mobile+internet) Per month 42
2 000 500 300 2 000 500 150 1 500 5 000 3 000
84 000 21 000 12 600 84 000 21 000 15 000 63 000 210 000 126 000
2 100
84 000 21 000 12 600 84 000 21 000 17 100 63 000 210 000 126 000
Per month Per month Per month Per month Per month Per man days Per month Per month Per month
12 12 12 12 12 30 12 12 12
2 000 500 300 2 000 500 150 1 500 5 000 3 000
24 000 6 000 3 600 24 000 6 000 4 500 18 000 60 000 36 000
630
24 000 6 000 3 600 24 000 6 000 5 130 18 000 60 000 36 000
150
4 500
4 500
Per diem
10
150
1 500
1 500
10
20 000 661 100 2 100
20 000 663 200
Per diem -
1 000 -
10
10 000 193 600 630
10 000 194 230
1 000 1 000 500
8 000 3 000 40 000 51 000
8 000 3 000 40 000 51 000
Per flight Per flight Per flight -
2 1 25 -
1 000 1 000 500 -
2 000 1 000 12 500 15 500 -
2 000 1 000 12 500 15 500
35 000
70 000 3 600 1 465
9 800 504 205
79 800 4 104 1 670
Vehicle Vehicle Per set Per year Per set Set
2 2 1
35 000 1 800 1 465
70 000 3 600 1 465
9 800 0 0 0 504 205
79 800 0 0 0 4 104 1 670
1 800 1 465
1 800
1 800 76 865
252 10 761
2 052 87 626
Set -
1 800 -
1 800 76 865
252 10 761
2 052 87 626
250 600 100
42 000 25 200 4 200
5 880 3 528 588
47 880 28 728 4 788
Per month/car Per month
48 12 12
250 600 100
12 000 12 000 1 200
1 680 1 680 168
13 680 13 680 1 368
300
12 600
12 600
Per month
12
300
3 600
3 600
JanuaryBudget 2012 final EuropeAid/133370/L/ACT/ZA
Page 12 of 78
Annex B. Budget for the Action1 Expenses Unit
# of units
All Years Unit rate Costs exclu (in EUR) VAT (in EUR)3
14% VAT
Costs incl VAT (in EUR)3
# of units Unit
Year 12 Unit rate Costs exclu (in EUR) VAT (in EUR)3
14% VAT
Costs (in EUR)3
4.4.2 Mobile phones PC (20 eur x 20 people x 24 months) 4.4.3 Other services (electricity, water, waste, security, insurance, pest control, car park) Subtotal Local office 5. Other costs, services9 5.1 Publications10 5.2 Studies, research10 5.3 Auditing costs 5.4 Evaluation costs 5.4.1 Mid Term & Final Evaluation 5.5 Translation, interpreters 5.6 Financial services (bank guarantee costs etc.) 5.7 Costs of conferences/seminars10 5.8 Visibility actions Subtotal Other costs, services 6. Other 6.1 Baseline Study (2 researchers x 15 days) 6.2 WP 1.1 Establish local mechanisms, agreements, rules, regulations and benefit sharing practices for the sustainable management of the ecosystems of the targeted communities; 6.2.1 Team mapping resources (2 consultant x 2,5 days x 15 village groupment) 6.2.2 Translator 6.2.3 Team analysis of system, agreements, and reccomendation reporting 6.3 WP 1.2 Involve existing DEA: Environmental Programmes to enhance synergic environmental opportunities in targeted areas; 6.3.1 Project Designer (DEA synergies, 3 projects 400 Eur/d x 15 gg) 6.3.2 community based installation/construction of equipment/infrastructure (DEA project) 6.4 WP 1.3 Improve environmental management of AIR camp staff and build awareness of visitors and communities on the benefits of healthy and sustainable ecosystems; 6.4.1 EMS Plan 6.4.2 Training for staff members (green line) 6.4.3 Green line Certification 6.4.4 interpretative and awareness material for camps 6.4.5 interpretative and awareness material for community days in schools (2 days x 10 schools x 3 years) 6.5 WP 1.4 Capacitate community members in securing ecotourism livelihood opportunities in the form of local jobs and provision of goods and services. 6.5.1 Training for local jobs Local Tech Trainer (4 days x 10 comm. X 3 years) 6.5.2 Training for local jobs (refreshment and training material: 15 people x 10 comm x 3 days x 3 years) 6.5.3 Kit support for services
Per month Per month
24 42
400 100
9 600 4 200 97 800 588 10 584
9 600 4 788 108 384
Per month Per month -
12 12 -
400 100 -
4 800 1 200 10 800 168 336
4 800 1 368 11 136
Per audit Per unit Per translation Per month Per year Per diem
3 2 42 3,5 30
10 000 11 400 100 800 150
30 000 22 800 4 200 2 800 59 800 4 500
4 200 3 192
34 200 25 992 4 200 3 192 67 584 4 500
Per audit Per unit Per translation Per month Per year Per diem
1 12 1 30
10 000
10 000 1 200 800 12 000 4 500
1 400 0 0 0 112 1 512
11 400 0 0 1 200 0 912 13 512 4 500
392 7 784
100 800 150
Team days Man/days Team days
40 80 40
300 25 300
12 000 2 000 12 000
1 680
13 680 2 000 13 680
20 60 40
300 25 300
6 000 1 500 12 000
840
6 840 1 500 13 680
1 680
1 680
Project
7 000
21 000
2 940
23 940
Project
7 000
7 000
980
7 980
Labour / days
1 800
15
27 000
27 000
Labour / days
600
15
9 000
9 000
Camp Camp/days Year Per camp Days
10 10 2 10 60
400 200 320 1 000 360
4 000 2 000 640 10 000 21 600
560 280 90 1 400 3 024
4 560 2 280 730 11 400 24 624
Camp Camp/days Year Per camp Days
10 10 2 5 20
400 200 320 1 000 360
4 000 2 000 640 5 000 7 200
560 280 90 700 1 008
4 560 2 280 730 5 700 8 208
Man/days Part/days Kit
120 1 350 100
54 3 40
6 480 4 050 4 000
907
7 387 4 050 4 560
Man/days Part/days Kit
40 450 30
54 3 40
2 160 1 350 1 200
302
2 462 1 350 1 368
560
168
Budget final
Page 13 of 78
Annex B. Budget for the Action1 Expenses 6.6 WP 2.1 Support local authorities to incorporate in their Integrated Development Plans (IDPs) measures and policies to sustain the ecotourism sector; 6.6.1 IDP review (consultant) 6.6.2 Training Municip Off. And SC In Eco-tourism: trainer man/days, 2 groups/location X 5 days X year 6.6.3 Training Municip Off. And SC In Eco-tourism: participants 2 groups/location X 20 participant x 5 days X 3 year 6.7 WP 2.2 Strengthening of existing local multistakeholder forum to improve coordination and planning of AIR and ecotourism sector. 6.7.1 Inception, Mid term & final meeting (70 people x 3 meetings) 6.7.2 Training of PC and comm members in community dev. (see 3.1) 6.8 WP 3.1 Provision of training and basic equipment for the sustainable management of existing AIR primary and secondary cooperatives; 6.8.1 Training on demand for secondary cooperative (2 groups x 5 days x 3 years) 6.8.2 Equipment for secondary cooperative 6.8.3 participation to act. 2.1 (5 people x 5 days x 10 communities) 6.8.4 training in community development (5 days X 3 groups. X 3 years) Trainer/days 6.8.5 training in community development (9 coop X 7 members X 7days X 3 years) Per diem/people 6.9 WP 3.2 Improve existing AIR camp infrastructure through investment in environmentally friendly technologies; 6.9.1 purchase and installation of renewable energy system for 5x cultural and 4x safari camps each with 12 units requiring provision of energy Unit 6.9.2 purchase and installation of water reticulation system including harvesting and purification at 9 camps 6.9.3 purchase and installation of environmentally appropriate water treatment and recycling plant 6.9.4 construct and equip environmentally appropriate ensuite ablution facilities for 5x guest accommodation units at 4 x cultural camps 6.9.5 purchase and equip 5x accommodation units at 5x cultural and 1x safari camp with environmentally appropriate linen 6.9.6 community based installation/construction of equipment/infrastructure Camp Camp Unit
# of units
14% VAT
# of units Unit
14% VAT
Costs (in EUR)3
Man/days Man/days
10 30
150 300
1 500 9 000
210 1 260
1 710 10 260
Man/days Man/days
10 10
150 300
1 500 3 000
210 420
1 710 3 420
Part/days
600
3 000
3 000
Part/days
200
1 000
1 000
Meeting Man/days
2 800
8 400 -
8 400 -
Meeting Man/days -
2 800 -
2 800 0
2 800 0
Training/days Laptop
30 2
300 1 000
9 000 2 000
1 260 280
10 260 2 280
10 2
300 1 000
3 000 2 000
420 280
3 420 2 280
Per diem/people
250
1 250
1 250
Per diem/people
100
500
500
45
160
7 200
1 008
8 208
Trainer/days
15
160
2 400
336
2 736
914
4 570
4 570
Per diem/people
305
1 523
1 523
108 9 9
800 5 500 8 000
86 400 49 500 72 000
8 467 4 851 7 056
94 867 54 351 79 056
Unit camp camp
60 5 5
800 5 500 8 000
48 000 27 500 40 000
6 720 3 850 5 600
54 720 31 350 45 600
Unit
20
2 000
40 000
3 920
43 920
unit
15
2 000
30 000
4 200
34 200
Unit
30
800
24 000
3 360
27 360
unit
20
30
600
84
684
Man/days
1 500
15
22 500
22 500
Man/days
1 000
15
15 000
15 000
Budget final
Page 14 of 78
Annex B. Budget for the Action1 Expenses 6.9.7 training for equipment/infrastructure maintenance (spare kit) Training/Camp 6.10 WP 3.3 Develop one AIR camp to test and showcase management models and environmental technologies; 6.10.1 purchase and installation of renewable energy system for showcase safari camp with 17 units requiring provision of energy Unit 6.10.2 purchase and installation of water reticulation system including harvesting and purification at showcase camp 6.10.3 purchase and installation of environmentally appropriate water treatment and recycling plant at showcase camp 6.10.4 purchase materials and construct 5x new lowimpact canvas, thatch and timber guest accommodation units using local material where possible 6.10.5 renovate 5x staff units to comply with environmental improvements to guest accommodation 6.10.6 renovate and equip guest and staff camp kitchens to be environmentally appropriate 6.10.7 renovate guest and staff dining facilities 6.10.8 purchase and equip guest dining facility with locally manufactured furniture 6.10.9 purchase and equip guest accommodation with locally manufactured furniture 6.10.10 purchase and equip 10x guest accommodation units with environmentally appropriate linen 6.10.11 community based installation/construction of equipment/infrastructure 6.10.12 training for equipment/infrastructure maintenance (spare kit) Training/Coop 6.11 WP 3.4 market analysis and technical assistance to link AIR with eco-tourism marketing structures 6.11.1 Development of a market analysis Lumpsum 6.11.2 Web site improvement and database management Per year 6.11.3 Promotional material and collaterals for tour operators 6.12 WP 4.1 Participate in showcase events and organize visits to the AIR showcase camp; 6.12.1 Show case events participation in country (2x year) Per show case 6.12.2 Visits to camps (4 in the last year, per diem & accomodation only for community leaders) 6.12.3 Visits to camps (4 in the last year, food + accomodation for 8 people each) Community visitors Visit Lumpsum Unit
# of units
14% VAT
# of units Unit
14% VAT
Costs (in EUR)3
200
1 800
252
2 052
Training/Camp
200
1 200
168
1 368
17
800
13 600
1 333
14 933
Unit
17
800
13 600
1 333
14 933
Camp
9 000
9 000
882
9 882
Camp
9 000
9 000
882
9 882
Camp
10 000
10 000
980
10 980
camp
10 000
10 000
980
10 980
Unit Unit Camp Camp Camp Unit Unit
5 5 1 1 1 10 10
8 000 3 100 3 500 4 500 4 000 1 000 800
40 000 15 500 3 500 4 500 4 000 10 000 8 000
3 920 1 519 319 410 560 1 400 1 120
43 920 17 019 3 819 4 910 4 560 11 400 9 120
unit unit camp camp camp unit unit
3 2 1 1 1 5 5
8 000 3 100 3 500 4 500 4 000 1 000 800
20 000 6 200 3 500 4 500 4 000 5 000 4 000
1 960 608 319 410 560 700 560
21 960 6 808 3 819 4 910 4 560 5 700 4 560
Man/days
300
15
4 500
4 500
Man/days
200
15
3 000
3 000
4 000
4 000
560
4 560
Training/Coop
2 000
2 000
280
2 280
1 3 1
10 000 3 300 10 000
10 000 9 900 10 000
10 000 9 900 10 000
Lumpsum Per year Lumpsum
1 1
10 000 3 300 10 000
10 000 3 300 -
10 000 3 300 0
6 40 32
5 000 110 95
30 000 4 400 3 040
30 000 4 400 3 040
Per show case Community visitors Visit -
5 000 110 95
10 000 -
1 400 0 0
11 400 0 0
Budget final
Page 15 of 78
Annex B. Budget for the Action1 Expenses 6.13 WP 4.2 Implement a communication strategy to increase awareness of the opportunities of the ecotourism sector to deliver integrated and sustainable rural development. 6.13.1 Production/improvement of a e-news letter Month 6.13.2 Systematization and lessons learnt study on project methods and findings Months 6.12.3 Development of a promotional documentary on the project experience Subtotal Other 7. Subtotal direct costs of the Action (1-6) 8. Provision for contingency reserve (5%, rounded figure) 9. Total eligible costs of the Action (7+ 8) 10. Administrative costs (maximum 7% of 9, total direct eligible costs of the Action; rounded figure) 11. Total eligible costs (9+10) Lumpsum Unit
# of units
14% VAT
# of units Unit
14% VAT
Costs (in EUR)3
42
300
12 600
12 600
Month
12
300
3 600
504
4 104
9 1
2 500 15 000
22 500 15 000 717 430 1 663 995 1 663 995 116 480 1 780 474
3 150 2 100 63 297 94 526 94 526
25 650 17 100 780 727 1 758 520 1 758 520 116 480 1 875 000
Months Lumpsum -
2 500 15 000 -
5 000 360 273 669 038 669 038 46 833 715 870
700 0 40 090 53 329 53 329
5 700 0 400 364 722 367 722 367 46 833 769 200
94 526
53 329
12. Taxes 13. Total accepted11 costs of the Action (11+12)
11
94 526 1 875 000
1 875 000
53 329 769 200
53329,43 769 200
1.
The description of items must be sufficiently detailed and all items broken down into their main components. The number of units and unit rate must be specified for each component depending on the indications provided. Unit rates may, where relevant, be based on average rates. Where the applicable regulation/financing agreement does not exclude the coverage of taxes (see section 1.3 and 2.1.4 of the Guidelines for applicants) and the beneficiary can show it cannot reclaim, taxes will be eligible and should be included in each relevant heading. Taxes that can be reclaimed are not costs. 2. This section must be completed if the Action is to be implemented over a period of more than 12 months. 3. If the Contracting Authority is not the European Commission, the budget may be established in euro or in the currency of the country of the Contracting Authority. Costs and unit rates are rounded to the nearest euro cent. 4. If staff are not working full time on the Action, the percentage should be indicated alongside the description of the item and reflected in the number of units (not the unit rate). 5. Indicate the country where the per diems are incurred and the applicable rates (which must not exceed the scales published by the E.C. at the time of contract signature ). If information is not available, enter a global amount. Per diems cover accommodation, meals and local travel within the place of the mission and sundry expenses. 6. Costs for C02 offsetting of air travel may be included. C02 offsetting shall in that case be achieved by supporting CDM/Gold Standard projects (evidence must be included as part of the supporting documents) or through airplane company programmes when available. Indicate the place of departure and the destination. If information is not available, enter a global amount. 7. Costs of purchase or rental. 8. Specify. Lump sums will not be accepted. 9. Only indicate here when fully subcontracted. 10. Communication and visibility activities should be properly planned and budgeted at each stage of the project implementation. 11. Only to be filled in where the applicable regulation/financing agreement excludes financing of taxes and the beneficiary (or where applicable, its partners) can show it cannot reclaim them. Please see glossary of terms (Annex A 1) of the Practical Guide to contract procedures for EU external actions for the definition of taxes. Please note that direct taxes are not included (such as taxes on salary of staff working for the action which are part of the gross salary). Taxes that can be reclaimed should not be indicated under this heading. NB: The Beneficiary alone is responsible for the correctness of the financial information provided in these tables.
Budget final
Page 16 of 78
2.1.2 Justification
Justification of the Budget for the Action Expenses 1. Human Resources 1.1 Salaries (gross amounts, local staff) 1.1.1 Technical Unit 0 0 # of units Unit rate (in EUR) All Years Costs exclu VAT (in EUR) All Years Costs incl VAT Clarification of the budget items1 (in EUR) -
14% VAT -
Justification of the estimated costs2
1.1.1.1 Deputy Project Manager (75%)
Per month
42
2 000
84 000
84 000
Experienced project manager with strong tourism and rural development background. Monthly salary in line with local standards, incl. own Support all activities of the PM and act on behalf of transport, laptop, mobile phone, social security etc. the PM at Limpopo level for 75% of its time dedicated but excl. kilometres, communication costs and out to the project action of town accommodation. The other 25% of his/her time will be dedicated to other general operational matters paid from other sources. Experienced in community based projects. Support all activities of the PM and act on behalf of 500 p/month salary incl. per diems in community the PM at Limpopo level for 50% of its time dedicated and transportation. The other 50% of his/her time to community liaison will be dedicated to other general operational matters paid from other sources. Act as facilitator and mobilizer between the various Knowledge of project locations and experience with activities and pre-empt logistical aspects to ensure social advocacy projects and community work. mass participation. Monitor implementation of all 300 p/month salary incl. per diems in community activities within the communities, for 30% of his/her and transportation. time. Qualified professional with experience in social skills, training and management Coordinate, manage and plan all training need assessments, processes, training sessions, Monthly salary 2000 in line with local standards, mentoring to trainees. incl. own transport, laptop, mobile phone, social Crosscutting activities security etc. but excl. Kilometres, communication costs and out of town accommodation Experienced marketing and PR exponent for the Provide all marketing, social media and promotional eco-tourism sector.He/she will be dedicated for 25% supports for the project. of the working time, in line with projects goals and requirements. Qualified professional with specific expertise Provide consultancy services to the PM on specific Daily fee 150 (excl. VAT) in line with local issues related to legal matters, taxes, job placement standards incl.own transport, mobile phone and UIF and other issues related to activities: legal, market (social security payments) but excl. kilometres, and graphics. Crosscutting activities. contribution to communication costs Support to administrative and financial reporting activities Responsible for overall project coordination and management on behalf of the leading agency and the donor. Based both in Limpopo Office and Cape Town, depending on action requirements. Crosscutting activities. Responsible for overall project administration on behalf of the leading agency and the donor. Based both in Limpopo Office and Cape Town, depending on action requirements. Crosscutting activities. Qualified administrator with accounting experience Suitably qualified manager with experience in coordination of social projects. Monthly salary of 5000 (based on 1 fte) incl. social insurances, taxes, mobile phone and local transport. Excl. contribution in mobile communication costs and kilometre contribution. Qualified international professional with experience in financial administration, Monthly salary 3000 will cover a part time contract.
1.1.1.2 Local Project Coordinator (50%)
Per month
42
500
21 000
21 000
1.1.1.3 SC Community mobilizer (30%)
Per month
42
300
12 600
12 600
1.1.1.4 Training & Awareness Coordinator
Per month
42
2 000
84 000
84 000
1.1.1.5 Marketing Promoter (25%)
Per month
42
500
21 000
21 000
1.1.1.6 External consultants (techincal, graphic, legal...) 1.1.2 Administrative/ support staff 1.1.2.1 local project administrator 1.2 Salaries (gross amounts, expat/int. staff)
Per man days
100
150
15 000
2 100
17 100
0 Per month 0
42 -
1 500 -
63 000 -
63 000 -
1.2.1 Project Manager
Per month
42
5 000
210 000
210 000
1.2.2 Administrator part time 1.3 Per diems for missions/travel5 1.3.1 Abroad
Per month 0 0
42 -
3 000 -
126 000 -
126 000 -
Budget final January 2012 EuropeAid/133370/L/ACT/ZA
Page 17 of 78
Justification of the Budget for the Action Expenses 1.3.1.1 Support mission from CESVI HQ's 1.3.2 Local (staff assigned to the Action) 1.3.2.1 Local staff per diem for field activities (PC members: 2 days x 50 weeks/year x 10 PC x 2 years) 1.3.3 Seminar/conference participants Subtotal Human Resources 2. Travel6 2.1. International travel 2.1.1 Expat flights 2.1.2 HQ missions 2.2 Local transportation 2.2.1 Local transportation (Flights Interprovincial) Subtotal Travel 3. Equipment and supplies7 3.1 Purchase or rent of vehicle 3.1.1 Car purchase 3.1.2 Car rent 3.2 Furniture, computer equipment 3.2.1 Furniture 3.2.2 Maintenance 3.2.3 laptops computer and drives 3.2.4 Scanner, printer , 3G modem, mobiles 3.3 Machines, tools 3.4 Spare parts/equipment for machines, tools 3.5 Other (please specify) 3.5.1. Back-up system and software Subtotal Equipment and supplies 4. Local office 4.1 Vehicle costs 4.1.1 Vehicle fuel and maintenance (4 cars) 4.2 Office rent 4.3 Consumables - office supplies 4.3.1 Consumables - office supplies 4.4 Other services (tel/fax, electricity/heating, maintenance) Unit Per diem 0 Per diem 0 0 0 0 Per flight Per flight 0 Per flight 0 0 0 Vehicle Vehicle 0 Per set Per year Per set Set 0 0 0 Set 0 0 0 Per month/car 0 0 Per month 168 42 42 1 2 1 80 2 # of units 30 2 000 8 3 1 000 1 000 500 35 000 1 800 1 465 1 800 250 600 100 Unit rate (in EUR) 150 10
All Years Costs exclu VAT (in EUR) 4 500 20 000 661 100 8 000 3 000 40 000 51 000 70 000 3 600 1 465 1 800 76 865 42 000 25 200 4 200
14% VAT 2 100 9 800 504 205 252 10 761 5 880 3 528 588
All Years Costs incl VAT Clarification of the budget items1 (in EUR) HQ desk officer supporting administrative and 4 500 monitoring issues twice a year from CESVI Crosscutting activities. Staff to travel for field activities, to meet with the 20 000 donor and/or other stakeholders. Crosscutting activities. 663 200 Return flight per year for each expat. And one flight 8 000 for the project manager for consultation at the HQ 3 000 40 000 51 000 79 800 4 104 1 670 2 052 87 626 47 880 28 728 4 788 Fuel and maintenance is needed for 4 project's vehicles. Electronic equipment for CESVI PM and Administrator Additional office equipment for CESVI PM and Administrator Means of transportation required for visits and transport of 1 flight per semester for 1 CESVI Desk Officer
Justification of the estimated costs2 Costs include mission benefit of 50 per day and per diem 100 Euro pp per day. Costs are based on 1 person X 3 missions of 10 days each) Per diem includes accommodation, food & beverages.
Flight ticket costs based on common average rates. Flight ticket costs based on common average rates.
staff members to travel to between Cape Town (DEA:NRMP & CESVI Regional Office), Polokwane Flight ticket costs based on common average rates (LEDET, LEDA) and Palaborwa (AIR) for crosscutting (2 people, 10 flights per year, for 4 years). activities.
Costs based on common local prices
2 laptops, 2 external monitors, power units. Costs based on common local prices. 1 Scanner, 1 printer, 2 mobiles, 1 H3g modems, Costs based on common local prices.
Additional office equipment for Data storage and data External hard-drives for data storage, backup sharing systems and other office software
Based on monthly costs as experienced over time by CESVI on daily mobility in project areas. Based on monthly costs as experienced over time Rent of office space in Palaborwa and/or Cape Town by CESVI on daily mobility in South Africa. Includes all office related equipment and Based on monthly costs as experienced over time consumables (stationary, IT equipment, refreshments by CESVI roughly divided as 50% for stationary, and beverages) and all consumables with youth 20% for IT and 30% on other. activities. Crosscutting activities.
Budget final
Page 18 of 78
Justification of the Budget for the Action Expenses 4.4.1 Telephone (land+mobile+internet) 4.4.2 Mobile phones PC (20 eur x 20 people x 24 months) 4.4.3 Other services (electricity, water, waste, security, insurance, pest control, car park) Subtotal Local office 5. Other costs, services9 5.1 Publications10 5.2 Studies, research10 5.3 Auditing costs 5.4 Evaluation costs 5.4.1 Mid Term & Final Evaluation 5.5 Translation, interpreters 5.6 Financial services (bank guarantee costs etc.) 5.7 Costs of conferences/seminars10 5.8 Visibility actions Subtotal Other costs, services 6. Other 6.1 Baseline Study (2 researchers x 15 days) 6.2 WP 1.1 Establish local mechanisms, agreements, rules, regulations and benefit sharing practices for the sustainable management of the ecosystems of the targeted communities; 6.2.1 Team mapping resources (2 consultant x 2,5 days x 15 village groupment) 6.2.2 Translator 6.2.3 Team analysis of system, agreements, and reccomendation reporting 6.3 WP 1.2 Involve existing DEA: Environmental Programmes to enhance synergic environmental opportunities in targeted areas; 6.3.1 Project Designer (DEA synergies, 3 projects 400 Eur/d x 15 gg) Unit Per month Per month # of units 42 24 Unit rate (in EUR) 300 400
All Years Costs exclu VAT (in EUR) 12 600 9 600
14% VAT -
All Years Costs incl VAT Clarification of the budget items1 (in EUR) General office expenditures for communication 12 600 activities General staff expenditures for communication 9 600 activities 4 788 108 384 34 200 25 992 4 200 3 192 67 584 4 500 Definition of baseline for LF indicators to be uset for monitoring project performance and inpact Office premises and project sites will be duly advertised and located through boards, labels and signals to represent Donor and stakeholders roles. Banking charges and banking fees General office and operational expenditures
Justification of the estimated costs2 Monthly costs of 100 Eur for internet line, 200 Euro for telephone lines. Support communication costs (20 Eur per person per month) for 20 people during 24 months. Based on monthly costs as experienced over time by CESVI roughly divided as 50% for security and insurance, 30% for electricity and 20% for parking services.
Per month 0 0 0 0 Per audit 0 Per unit Per translation Per month 0 Per year 0 0 Per diem
42 3 2 42 4 30
100 10 000 11 400 100 800 150
4 200 97 800 30 000 22 800 4 200 2 800 59 800 4 500
588 10 584 4 200 3 192 392 7 784 -
Local auditing is compulsory per each financial year
Prices based on local estimation
Externally contracted. Cost incl. all expenses: Mid term and Final evaluation composed of a mission 2 experienced evaluator fees x 15 days x 2 in country of a team of 2 people missions x around 440 Eur/day (excl. VAT) Cost estimated roughly at 0.5% of direct costs, as per present estimation Based on monthly costs as experienced over time by CESVI, in order to advertise Project and Donor visibility on project and office sites.
Based on costs esperienced in other similar initiatives set in place by CESVI in the country
40 80 40
300 25 300
12 000 2 000 12 000
1 680 1 680
13 680 2 000 13 680
Village based natural resources mapping to identify assets and critical areas in natural resource management
Externally contracted to two consultants with experience in participatory mapping and resources appraisal
Review of agreements, rules and regulations among Standard costs for consultants as experienced by AIR stakeholders. Provide reccomendation to support CESVI in similar activities in the country communication, accountability and information
Preparation of three plans for intervention and development to be implemented through the support of the Environmental Programmmes of the Department of Environmental Affairs Labour days from the targeted communities involved in enhancing environmental protection, forest and nature protection activities, amelihoration of environment status Externally contracted to a team operating in collaboration with the Department of Environmental Affairs Labour day cost according to standard accepted by the Department of Environmental Affairs for similar initiatives where community work is required for environmental protection activities
Project
7 000
21 000
2 940
23 940
6.3.2 community based installation/construction of equipment/infrastructure (DEA project) Labour / days 1 800
15
27 000
27 000
Budget final
Page 19 of 78
Justification of the Budget for the Action Expenses 6.4 WP 1.3 Improve environmental management of AIR camp staff and build awareness of visitors and communities on the benefits of healthy and sustainable ecosystems; 6.4.1 EMS Plan Unit # of units Unit rate (in EUR) -
All Years Costs exclu VAT (in EUR) -
14% VAT
All Years Costs incl VAT Clarification of the budget items1 (in EUR) Development of an Environment Management System for the camps that includes, among others, practices for procurement, water management, waste management electricity management Training costs for AIR staff members to enhance their capacity in setting in place Environment practices as set out in the Environment Management Systems defined in 6.4.1 Environmental certification of the camps, obtained from specialized companies operating in the certification business in the green sector 2 leaflets (cultural and safari camps) interpretative boards Awareness days at schools and guided visits of shools at selected lodges to enhance environmental awareness and consciusnes amond communities. Production of interpretative material, presentation and data on environmental issues, such as climate change environment protection
Camp
10
400
4 000
560
4 560
Calculated according to standard costs as provided by specialized companies such as GreenLine and Fair Trade that provide this type of service in South Africa Training costs according to standars and experienced costs for similar activities carried on by CESVI in the country Standard costs as provided by companies specialized in certification of green activities, such as GreenLine leaflets and other material: 200x camp boards: 800 eur x 10 boards
6.4.2 Training for staff members (green line)
Camp/days
10
200
2 000
280
2 280
6.4.3 Green line Certification 6.4.4 interpretative and awareness material for camps
Year
320
640
90
730
Per camp
10
1 000
10 000
1 400
11 400
6.4.5 interpretative and awareness material for community days in schools (2 days x 10 schools x 3 years) 6.5 WP 1.4 Capacitate community members in securing ecotourism livelihood opportunities in the form of local jobs and provision of goods and services. 6.5.1 Training for local jobs Local Tech Trainer (4 days x 10 comm. X 3 years) 6.5.2 Training for local jobs (refreshment and training material: 15 people x 10 comm x 3 days x 3 years) 6.5.3 Kit support for services 6.6 WP 2.1 Support local authorities to incorporate in their Integrated Development Plans (IDPs) measures and policies to sustain the ecotourism sector;
Days
60
360
21 600
3 024
24 624
Costs include transport and production of information material according to costs experienced for similar activities in south Africa
Training for the development of goods and services connected to the eco-tourism sector building upon vocational and entrepreneurial skills Vocational training for the development of local jobs involving all 10 camps with 15 people per camp
Man/days
120
54
6 480
907
7 387
Costs per man/day of externally contractd trainers and esperts Includes training materials, refreshments and session training costs
Part/days
1 350
4 050
4 050
Kit
100
40
4 000
560
4 560
In the frame of the job creation activities partecipants Costs of kits includes tools, light equipment and to the training will receive kits to support them in their basic management materials fitting the needs of the job improuving the equipments they use for their particular business being supported profession
Revision of Integrated Development Plans of the 10 local municipalities where the AIR operates. This activity will link local government planning witht the opportunities for development of the eco-tourism sector, particularly with WP1.1: participatory mapping of resources Training of municipal officers and planners to orientate IDPs plans toward NRM and eco-tourism sector development and to develop marketing and negotiation skills
6.6.1 IDP review (consultant)
Man/days
10
150
1 500
210
1 710
Externally contracted to consultants familiars with IDPs structure and objectives. Costs alligned with consultancy rates in South Africa Externally contracted to experts in NRM and familiar with local municipalities planning structure and prcedures. Costs defined according to consultancy rates of the country
6.6.2 Training Municip Off. And SC In Ecotourism: trainer man/days, 2 groups/location X 5 days X year
Man/days
30
300
9 000
1 260
10 260
Budget final
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Justification of the Budget for the Action Expenses 6.6.3 Training Municip Off. And SC In Ecotourism: participants 2 groups/location X 20 participant x 5 days X 3 year 6.7 WP 2.2 Strengthening of existing local multistakeholder forum to improve coordination and planning of AIR and ecotourism sector. 6.7.1 Inception, Mid term & final meeting (70 people x 3 meetings) 6.7.2 Training of PC and comm members in community dev. (see 3.1) 6.8 WP 3.1 Provision of training and basic equipment for the sustainable management of existing AIR primary and secondary cooperatives; 6.8.1 Training on demand for secondary cooperative (2 groups x 5 days x 3 years) 6.8.2 Equipment for secondary cooperative Unit # of units Unit rate (in EUR) 5
All Years Costs exclu VAT (in EUR) 3 000
14% VAT
Part/days
600
All Years Costs incl VAT Clarification of the budget items1 (in EUR) Training of municipal officers and planners to orientate IDPs plans toward NRM and eco-tourism 3 000 sector development and to develop marketing and negotiation skills Multi-stakeholder coodrination is essential for the promotion of the eco-tourism sector and this activity will ensure workshops with stakeholders provide the adequate terrain for coordination and joint action
Justification of the estimated costs2 Estimated costs for participant in the training calculated according to the standard of similar initiatives in the country
Meeting
2 800
8 400
8 400
Costs for organizing meetings includes travel, refreshment and accomodation when needed
Man/days
Training of Secondary Cooperative members and staff on NRM, marketing, management and skills development Equipment of Secondary Cooperative to improve its management and operational capacity Involvement of community members and representatives of primary and secondary cooperatives in the revision of the municipal IDPs
30 2 250
300 1 000 5
9 000 2 000 1 250
1 260 280 -
10 260 2 280 1 250
Externally contracted. Costs according to consultancy rates in the country Costs per laptop according to local market costs Estimated costs for participant in the training calculated according too the standard of similar initiatives in the Country
6.8.3 participation to act. 2.1 (5 people x 5 days x 10 communities) Per diem/people 6.8.4 training in community development (5 days X 3 groups. X 3 years)
Trainer/days
45
160
7 200
1 008
8 208
Training of community members and representative of primary and secondary cooperatives in community Externally contracted to experts in NRM development and eco-tourism development Training of community members and representative Estimated costs for participant in the training of primary and secondary cooperatives in community calculated according too the standard of similar development and eco-tourism development initiatives in the Country
6.8.5 training in community development (9 coop X 7 members X 7days X 3 years) 6.9 WP 3.2 Improve existing AIR camp infrastructure through investment in environmentally friendly technologies; 6.9.1 purchase and installation of renewable energy system for 5x cultural and 4x safari camps each with 12 units requiring provision of energy
Per diem/people
914
4 570
4 570
Improvement of the energy systems in the cultural and safari camps with focus on renewable sources (solar) and shifting to LED lights to ensure sustainable and eco-friendly use of energy Harvesting of water with tanks and efficient reticulation systems. Water purificatin to minimize tourism facilities impact on water resources. Ecotoilets to minimize water use Grey water treatment to assure recycling of water. Grey water canalized to be used for toilet flushing Improvement of ablution facilities at cultural camps ensuring reduction of water use, use or harvested water and minimizing impact on water resources
Unit
108
800
86 400
8 467
94 867
Costs estimated according to market prices and includes solar panels, batteries, led lights, cable, connections, regulators and monitoring equipment
6.9.2 purchase and installation of water reticulation system including harvesting and purification at 9 camps 6.9.3 purchase and installation of environmentally appropriate water treatment and recycling plant 6.9.4 construct and equip environmentally appropriate en-suite ablution facilities for 5x guest accommodation units at 4 x cultural camps 6.9.5 purchase and equip 5x accommodation units at 5x cultural and 1x safari camp with environmentally appropriate linen
Camp
5 500
49 500
4 851
54 351
Costs of tanks, plumbing connections, pipes and fittings according to market prices Costs calculated on market prices for plumbing works, connections and water treatment equipments Ablution facilities quoted on the bases of local market costs
Camp
8 000
72 000
7 056
79 056
Unit
20
2 000
40 000
3 920
43 920
Unit
30
800
24 000
3 360
27 360
Adoption of quick-drying and non-ironing sheets and Linen and sheets costs according to market prices linen to reduce water consumption
Budget final
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Justification of the Budget for the Action Expenses 6.9.6 community based installation/construction of equipment/infrastructure 6.9.7 training for equipment/infrastructure maintenance (spare kit) 6.10 WP 3.3 Develop one AIR camp to test and showcase management models and environmental technologies; 6.10.1 purchase and installation of renewable energy system for showcase safari camp with 17 units requiring provision of energy 6.10.2 purchase and installation of water reticulation system including harvesting and purification at showcase camp 6.10.3 purchase and installation of environmentally appropriate water treatment and recycling plant at showcase camp 6.10.4 purchase materials and construct 5x new low-impact canvas, thatch and timber guest accommodation units using local material where possible 6.10.5 renovate 5x staff units to comply with environmental improvements to guest accommodation 6.10.6 renovate and equip guest and staff camp kitchens to be environmentally appropriate Unit # of units Unit rate (in EUR) 15
14% VAT
All Years Costs incl VAT Clarification of the budget items1 (in EUR) 22 500
Man/days
1 500
Eco-friendly technologies and construction and ecoLabour costs calculated according to local market equipment deployment to be installed with the use of prices local man-power Kits for maintenance and to ensure systems and Maintenance equipment and spare parts costs technologies are kept in optimum working conditions. calculated according to local prices and costs Spare materials kept at camps
Training/Camp
200
1 800
252
2 052
Improvement of the energy systems in the showcase safari camp with focus on renewable sources (solar) and shifting to LED lights to ensure sustainable and eco-friendly use of energy Harvesting of water with tanks and efficient reticulation systems. Water purificatin to minimize tourism facilities impact on water resources. Ecotoilets and eco-showers to minimize water use Grey water treatment to assure recycling of water. Grey water canalized to be used for toilet flushing At the showcase camp construction of new units using eco-technologies and low impact and local materials Allignement of staff units to eco-friendly standard of the showcase camp Improvement of kitchens of the showcase camp. Adoption of environmentally-friendly technologies. Waste recycling, solar-powered ventilation, watercooled systems, biodegradable soaps and cleaning agents Improvement of dining facilities to allign to ecofriendly standards. Use of renewable materials, natural lightning and natural ventilation Locally produced forniture to boost local economy. Selection of local materials to ensure their sustainability Locally produced forniture to boost local economy. Selection of local materials to ensure their sustainability Costs estimated according to market prices and includes solar panels, batteries, led lights, cable, connections, regulators and monitoring equipment Costs of tanks, plumbing connections, pipes and fittings, toilets and showers according to market prices Costs calculated on market prices for plumbing works, connections and water treatment equipments Costs estimates according to local prices for equipment and material for construction. Canvas, thatch and timber Equipment and material costs calculated according to local and market prices
Unit
17
800
13 600
1 333
14 933
Camp
9 000
9 000
882
9 882
Camp
10 000
10 000
980
10 980
Unit
8 000
40 000
3 920
43 920
Unit
3 100
15 500
1 519
17 019
Camp
3 500
3 500
319
3 819
Materials and equipment costs calculated according to market prices
6.10.7 renovate guest and staff dining facilities 6.10.8 purchase and equip guest dining facility with locally manufactured furniture 6.10.9 purchase and equip guest accommodation with locally manufactured furniture 6.10.10 purchase and equip 10x guest accommodation units with environmentally appropriate linen 6.10.11 community based installation/construction of equipment/infrastructure 6.10.12 training for equipment/infrastructure maintenance (spare kit) 6.11 WP 3.4 market analysis and technical assistance to link AIR with eco-tourism marketing structures
Camp
4 500
4 500
410
4 910
Equipment and material costs calculated according to local and market prices Costs of furniture according to market prices
Camp
4 000
4 000
560
4 560
Unit
10
1 000
10 000
1 400
11 400
Costs of furniture according to market prices
Unit
10
800
8 000
1 120
9 120
Adoption of quick-drying and non-ironing sheets and Linen and sheets costs according to market prices linen to reduce water consumption Eco-friendly technologies and construction and ecoLabour costs calculated according to local market equipment deployment to be installed with the use of prices local man-power Kits for maintenance and to ensure systems and Maintenance equipment and spare parts costs technologies are kept in optimum working conditions. calculated according to local prices and costs Spare materials kept at showcase camp
Man/days
300
15
4 500
4 500
Training/Coop
4 000
4 000
560
4 560
Budget final
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Justification of the Budget for the Action Expenses 6.11.1 Development of a market analysis Unit Lumpsum # of units 1 Unit rate (in EUR) 10 000
14% VAT -
All Years Costs incl VAT Clarification of the budget items1 (in EUR) 10 000 Tour operator research, data collection and annual production of market strategies for the AIR Site-hosting, web design, SEO (Site earching optimisation)
Justification of the estimated costs2 Contracted service to an accredited service provider for annual market research and attendence costs to specific tour workshops Contracted service to an accredited service provider for the management of the site. Price based on current service costs (275 EURs per month).
6.11.2 Web site improvement and database management
Per year
3 300
9 900
9 900
6.11.3 Promotional material and collaterals for tour operators 6.12 WP 4.1 Participate in showcase events and organize visits to the AIR showcase camp;
Lumpsum 0 -
10 000 -
10 000 -
10 000 -
Brochures, banners and promotional material for Set of promotional material for national and national and international exibitions, fairs, workshops international operators. and tour operator visits.
6.12.1 Show case events participation in country (2x year)
Per show case
5 000
30 000
30 000
Particiation in local tourism shows in South Africa: Indaba, Getaway mainly, in order to promote the awareness of the AIR as eco-tourism friendly safari and cultural camps.
6.12.2 Visits to camps (4 in the last year, per diem & accomodation only for community Community visitors 40 leaders)
110
4 400
4 400
Look and learn tours to AIR eco-tourism camps for AIR community leaders.
6.12.3 Visits to camps (4 in the last year, food + accomodation for 8 people each) 6.13 WP 4.2 Implement a communication strategy to increase awareness of the opportunities of the ecotourism sector to deliver integrated and sustainable rural development. 6.13.1 Production/improvement of a e-news letter
Visit
32
95
3 040
3 040
Look and learn tours to AIR eco-tourism camps for AIR primary coop. Representatives and other affected community members.
Per event: 1 part. Fee: 1,000 EUR 2 people x transport: 1,000 EUR 2 people accomodation & meals: 6 days: 1,000 EUR promotional material: 1,000 EUR 1 best AIR employee transport + acc.: 1,000 EUR 110 EUR is the total cost per person (community leaders), in order to cover meals, accommodation, activities and transports. 4 leaders from villages associated to each of 10 AIR camps. 95 EUR is the total cost per person (cooperative members and affected community members), in order to to cover meals, accommodation, activities and transports. 8 people from villages associated to each of 4 selected AIR camps.
The monthly cost is related to the material and services related to necessary collection of information, photo shooting, post production, lay out and design of the newsletter. Externally contracted to a consultant. Monthly cost according to local prices for similar consultancy work Contracted service to an accredited service provider for 2 videos. Price based on current service costs
Month
42
300
12 600
12 600
Production and distribution of a monthly digital newsletter, designed to advertise AIR promotions, events, and related project activities. Structuring information and analysis of relevant information through a contracted consultant. Modeling and archiving project data and methodologies Production and distribution of two videos to advertise AIR community eco-lodges, events, and related project activities.
6.13.2 Systematization and lessons learnt study on project methods and findings
Months
2 500
22 500
3 150
25 650
6.12.3 Development of a promotional documentary on the project experience Subtotal Other 7. Subtotal direct costs of the Action (1-6) 8. Provision for contingency reserve (5%, rounded figure) 9. Total eligible costs of the Action (7+ 8) 10. Administrative costs (maximum 7% of 9, total direct eligible costs of the Action; rounded figure) 11. Total eligible costs (9+10)
Lumpsum 0 0 0 0 0 0 -
15 000 -
15 000 717 430 1 663 995 1 663 995 116 480 1 780 474
2 100 63 297 94 526 94 526 94 526
17 100 780 727 1 758 520 1 758 520 116 480 1 875 000
Budget final
Page 23 of 78
Justification of the Budget for the Action Expenses 12. Taxes11 13. Total accepted11 costs of the Action (11+12) Unit 0 0 # of units Unit rate (in EUR) -
All Years Costs exclu VAT (in EUR) 94 526 1 875 000
14% VAT -
All Years Costs incl VAT Clarification of the budget items1 (in EUR) 1 875 000 VAT taxes cannot be refunded
Justification of the estimated costs2 Cost estimated on 14% of products/services subject to VAT
1. The description of items must be sufficiently detailed and all items broken down into their main
components. The number of units and unit rate must be specified for each component depending on the indications provided. Unit rates may, where relevant, be based on average rates. Where the applicable regulation/financing agreement does not exclude the coverage of taxes (see section 1.3 and 2.1.4 of the Guidelines for applicants) and the beneficiary can show it cannot reclaim, taxes will be eligible and should be included in each relevant heading. Taxes that can be reclaimed are not costs. This section must be completed if the Action is to be implemented over a period of more than 12 months. If the Contracting Authority is not the European Commission, the budget may be established in euro or in the currency of the country of the Contracting Authority. Costs and unit rates are rounded to the nearest euro cent. If staff are not working full time on the Action, the percentage should be indicated alongside the description of the item and reflected in the number of units (not the unit rate). Indicate the country where the per diems are incurred and the applicable rates (which must not exceed the scales published by the E.C. at the time of contract signature ). If information is not available, enter a global amount. Per diems cover accommodation, meals and local travel within the place of the mission and sundry expenses. Costs for C02 offsetting of air travel may be included. C02 offsetting shall in that case be achieved by supporting CDM/Gold Standard projects (evidence must be included as part of the supporting documents) or through airplane company programmes when available. Indicate the place of departure and the destination. If information is not available, enter a global amount. Costs of purchase or rental. Specify. Lump sums will not be accepted. Only indicate here when fully subcontracted. Communication and visibility activities should be properly planned and budgeted at each stage of the project implementation. Only to be filled in where the applicable regulation/financing agreement excludes financing of taxes and the beneficiary (or where applicable, its partners) can show it cannot reclaim them. Please see glossary of terms (Annex A 1) of the Practical Guide to contract procedures for EU external actions for the definition of taxes. Please note that direct taxes are not included (such as taxes on salary of staff working for the action which are part of the gross salary). Taxes that can be reclaimed should not be indicated under this heading.
2. 3.
4. 5.
6.
7. 8. 9. 10. 11.
NB: The Beneficiary alone is responsible for the correctness of the financial information provided in these tables.
Budget final
Page 24 of 78
2.1.3 Expected sources of funding
Expected sources of funding & summary of estimated costs1

Amount EUR Percentage %
Expected Contributions EU/EDF contribution sought in this application (A) Other contributions (Applicant, other EU Funds or EU Member States etc) Name Conditions AIR Secondary cooperative Cesvi 1 424 379
375 000 75 621
Revenue from the Action To be inserted if applicable and allowed by the guidelines: In-kind contribution
Estimated Costs Estimated TOTAL ELIGIBLE COSTS 2 (B) EU/EDF contribution expressed as a percentage of total eligible costs 4 (A/B x 100) In case the Basic Act/financing agreement excludes financing of taxes and the Beneficiary or (partners) can show it cannot reclaim them: Estimated TOTAL ACCEPTED COSTS 3 (C) EU/EDF contribution expressed as a percentage of total accepted costs4 (A/C x 100) 1 875 000 75,97 1 780 474 80,00
1. It is reminded that the figures introduced in the table shall respect all the points included in the checklist for the full application form (part 6 of the full application form) 2. as per heading 11 of the Budget of the Action 3. as per heading 13 of the Budget of the Action 4. do not round, enter percentage with 2 decimals (e.g. 74,38%)
November 2010 (Update March 2011)
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2.2 Description of the Action 2.2.1 Description

The full proposal was developed with the support of CESVIs Project Cycle Management advisor together with local partners and associates, through an ad hoc assessment and design mission in the country lasting rd th from the 23 of March to the 14 of April 2013. The assessment and design tools included: structured and semi structured interviews and participatory workshops with the partners and associates (Natural Resource Environmental Programmes of the Department of Environmental Affairs, LEDET, LEDA (LiBSA), TFPD officers at central and district level, representatives of Secondary Cooperatives (SC)), key informant interviews with stakeholders identified in this proposal (representatives of the Local Economic Departments and Tourism associations of targeted municipalities, Primary Co-operative (PC) leaders, targeted villages tribal authorities and relevant representatives of targeted communities, including women, representatives of the African Ivory Route (AIR) and staff of AIR lodges, and local NGOs active at community levels). Findings were integrated with a literature review and the analysis of technical documentation produced by different stakeholders of Ecotourism and Natural Resource Management (NRM) for South Africa. Overall Objective (O. O.): To contribute to sustaining healthy ecosystems and livelihood opportunities for remote rural communities in the vicinity of the AIR Specific Objective (S. O.): to enhance the capacity of the existing AIR Public-Private-Community Partnerships (PPCPs) to support sustainable management of natural resources and the development of ecotourism The concept of eco-tourism considered in this proposal was defined by The International Ecotourism Society (TIES) in 1990, as "responsible travel to natural areas that conserves the environment and improves the well-being of local people." Cesvi takes this further as a form of tourism that aims to educate the tourist and the community, while off-setting a portion of the profits to fund on-going ecological conservation and to fund community projects that will improve on the quality of life of the community an introduce livelihoods that depend on the environment but do not degrade the natural resources in the area. The private company, TFPD has only recently (April 2012) been awarded the tender to save the AIR from a 6 ruinous economic situation by the Limpopo Economic Development Agency (LEDA), with budget support of LEDET and a PPCP agreement with the community representatives SC and PC. In this initial phase, TFPD is mainly focused on the renovation of the infrastructures and the marketing of its lodges. This action is ideally timed to re-set and maintain the PPCP in its original mandate to foster sustainable environmental management for the benefit of tribal communities. The preservation of the environment and community development are thus the two main foci contributed by CESVI to the PPCP. As shown in Figure 1, the project was conceived with a multi-level, multistakeholder approach, with each component/expected result (ER) focused on the capacity development of relevant stakeholders at different levels, from community to municipal/district to provincial and national levels with a bottom-up approach. The project, and therefore the AIR, act as a linking factor between the different levels, actively promoting NRM and eco-tourism at all levels, and guaranteeing that the views and interests of different stakeholders are reflected and respected under the PCPP and local agreements. The logic behind the project design is the following: As communities are educated about the Figure 1: Multi-level Multi-stakeholder approach
LEDA, partner of this proposal, is an Agency of the Limpopo Provincial Government resulting from the amalgamation, in the beginning of 2013, of the Limpopo Business Support Agency (LIBSA, former partner of this application), Trade and Investment Limpopo (TIL) and Limpopo Agro-processing Development (LimDev) to stimulate and strengthen the economic and development plans of Limpopo Province. January 2012 Page 26 of 78 EuropeAid/133370/L/ACT/ZA
importance of a healthy eco-system, and the potential of the sustainable use of their own natural resources, and are involved in the implementation of NRM programmes supported by the local authorities and the GoSA they will be able to create new livelihood opportunities in the eco-tourism sector (Result/Component 1), As local municipalities dialogue with community leaders they will become more aware of local communities expressed needs and the opportunities inherent in the sustainable use of natural re sources and eco-tourism (Result/Component 2), they will create an enabling environment for community development within their IDPs As the AIR Secondary Cooperative (SC) become more active in the promotion of a sustainable ecotourism for Limpopo, the AIR Primary Cooperatives (PC) become more interactive in community development and the AIR lodges improve their capacity to deliver tourist services in an environmentallyfriendly manner, they will obtain Environmental Management (EM) certification, introduce green technologies and increase linkages with the eco-tourism market (Result/Component 3), As the national stakeholders of the NRM and the tourism sector (DEA, eco-tourism municipal decision makers) become more aware of the potential of the sector and the AIR in particular, they will come to know and understand the mechanisms, methods, lessons learnt and successes of the action and the PPCP promoted, and will thus be able to enable replication of project experiences, The result will be the enhancement of the capacity of the existing African Ivory Route Public-PrivateCommunity Partnerships (PPCPs) to support sustainable management of natural resources and ecotourism development (Specific Objective). This will contribute to sustaining healthy ecosystems and livelihood opportunities for remote rural communities (Overall Objective), in the targeted areas and will potentially be replicated in other locations of South Africa where similar needs and conditions are present. The action foresees the progressive systematization of the project experience, yearly gathering of the significant documentation and the structuring of methods, processes and lessons learnt from the project in a study specifically intended to transfer the acquired knowledge to those decision makers that have interest in the replication of the action. In particular, the structuring of a PPCP model based on the project experience will be shared with the relevant GoSA structures in charge of the environmental development of the country. Figure 2 below maps the projects key achievements in its four components, outlining outputs and outcomes, principal responsibilities of partners and the main links between components:
ER 1: Enhanced capacity of communities to sustainably manage natural resources and to take advantage of livelihood opportunities of ecotourism ER 2: Enhanced capacity of local authorities, communities and ecotourism stakeholders to plan and manage natural resource use in a sustainable manner ER3: Improved operational capacity for AIR in the delivery of environmental and livelihood benefits in ecotourism ER4: Potential for replication of successful project experiences on ecotourism based on inclusive of poor and disadvantaged rural people is developed
Figure 2: Project Outputs and Outcomes
The following table summarizes the estimated numbers and typologies of beneficiaries per target group, achieved under the four project components at different levels:
Page 27 of 78
TARGET GROUP TYPOLOGY
RESULT 1 Community Direct (n)* Beneficiaries
PROJECT BENEFICIARIES RESULT 2 RESULT 3 Municipality AIR Direct (n)* Beneficiaries Direct (n)* Beneficiaries
RESULT 4 GoSA & Sect. Direct (n)* Beneficiaries
Community leaders 41 Community entrepreneurs 150 20 Community students 3000 Municipality Officers 18 AIR lodges staff*** AIR SC members*** AIR PC members*** AIR visitors GoSA and sector stk TOTAL 3191 38 * Minimum number ** Estimated population of communities surrounding the AIR *** They are also part of targeted communities
80 18 45 6000 6 143 100 100
All Activities Direct (n) Benef.* 41 150 3000 18 80 45 6000 100 9434
All Activities Indirect (n) Benef. **
50 000
WPs under ER 1: Enhanced capacity of communities to sustainably manage natural resources and to take advantage of livelihood opportunities of ecotourism W.P. 1.1 Strengthen local mechanisms, agreements, rules, regulations and benefit sharing practices for the sustainable management of the ecosystems of the targeted communities This WP has a two-fold aim: to support existing community structures in the analysis of the potential of their natural resources for the sustainable benefit of the community and, in particular to support the stakeholders in the improvement of mechanisms regulating the use of AIR resources. This WP includes the following activities: AIR mechanisms: Focus analysis on existing agreements of targeted communities for ecotourism development, in particular the agreements and regulations between different AIR stakeholders Participatory development and implementation of recommendations focused on improving downward, horizontal, mutual and upward communication and accountability mechanisms among AIR stakeholders and supporting definition of policies for operation of the AIR Community Resources: Participatory analysis of community resources and governance systems Participatory development of mapping of natural resources and community project concepts for the sustainable use of their ecosystems, including eco-tourism, to be submitted to the Municipalities for the inclusion in their Integrated Development Plans (IDPs, linking with activity 2.1) The agreement regulating the functioning of AIR (TFPD-AIR Secondary Cooperative agreement of April 2012) establishes periodic co-ordination meetings and quarterly reports to all parties, Nevertheless, not all the agreements are clear to all parties. Co-ordination meetings need to be more regularly implemented and communication and reporting mechanisms to be defined or refined, and accountability systems at all levels (especially downward) included. Communication and reporting mechanisms between the PC and the Tribal Authorities are depending on the participation of PC representatives in community forums, while reportbacks to villages is dependent on the good will of members present to such forums. The AIR SC constitution and single Primary Cooperatives constitutions establish the rules to regulate the inner functioning of the structures but do not set specific mechanisms to regulate the relationships with other stakeholders, including the communities they represent. During the assessment for the definition of this proposal, different stakeholders expressed the need to improve the communication and accountability mechanisms governing the AIR, which will increase ownership by different stakeholders and set the basis for a transparent and longlasting relationship in this initial phase of management by TFPD. The new PPCP was recently established, and policies and regulations for the operation of AIR will be further developed, and will include the principles 7 of environmental management . In this phase, the action will support the stakeholders in the participatory development of this regulatory documentation. The analysis and participatory drafting of mechanisms will be supported by experts contracted externally, guaranteeing impartiality and professionalism. Through desk review of existing documentation, interviews and participatory meeting among parties, the AIR stakeholders will agree on a communication and
7
During April 2013, TFPD and the SC began defining appropriate Human Resources Policies for the SC. January 2012 Page 28 of 78 EuropeAid/133370/L/ACT/ZA
accountability system involving all parties, including the final AIR beneficiaries at community level (e.g., display on community/lodges boards of main activities and revenues generated by the AIR during predetermined periods). The expected output is a set of rules agreed between the parties, including the 10 targeted local community structures, which the project staff and the SC and PC in particular will develop into regular practices. In this way, implementation of co-ordination meetings, reporting on activities and financial issues, structured feedbacks, and overall communication in the stakeholder chain will occur regularly and easily. The overall AIR strategy and accountability mechanisms will be clear and established on all levels. The targeted communities (9), include one community that is connected to two AIR lodges, which number ten in total, consist of clusters of villages under the administration of a Tribal Authorities (ruled through a Royal Council). 41 villages make up these AIR communities. Land-use is normally established through a Community Development Forum (CDF, the name of which differs slightly among different tribes), and gather together representatives of the villages (locally called indunas) and the Royal Council. The CDF decides on the use of land (or other natural resources) only when a specific request is issued by a third party, and has no plan or strategy to manage allocation. Decisions taken by the CDF on the use of land or resources will then be discussed with the Municipal Land Use Departments, during the annual revision of the municipal IDPs (see also activity 2.1). During this process the communities are asked to prioritize initiatives to be eventually included into the IDPs. Such public audiences normally last one day, and community representatives are frequently not adequately prepared to propose structured and sustainable initiatives for further development. Within this activity, the project will develop a participatory analysis of ecosystems that can be used for the sustainable benefit of the community, following methods in line with the Participatory Rural Appraisal (PRA) methodology. The project team will be supported by contracted experts (e.g. researchers involved in Environmental Issues at the University of Pretoria) and will involve relevant community structures, such as the CDF, the SCs and the PCs, in the participatory mapping of the natural resources and in the structuring of suggestions for sustainable use. Ward Councillors (a Ward being a cluster of villages), specifically appointed by the Municipality from the community will also be present as a link between the community structures and the municipal authorities. The project will encourage the active involvement of PC members, who will learn by doing the participatory development methodologies (link with activity 3.1). Whenever possible, the mapping exercise will be supported by the GIS Municipal maps, in some cases developed to village level, as is the case for the Bushbuckbridge Municipality and community. As an output of this activity, participatory mapping of all targeted communities (10) will be developed, and concept projects for natural resources development will be submitted to the Municipal authorities for support. W.P. 1.2 Involve existing DEA: Environmental Programmes to enhance synergic environmental opportunities in targeted areas The Department of Environmental Affairs (DEA) of the GoSA, in coordination with the Provincial Authorities such as LEDET, both associates to this project proposal, annually promotes the development of the Environmental Programs, e.g., in targeted areas the following programs are being undertaken: Environmental Protection and Infrastructure Program (EPIP), the program for the Wildlife Economy and the Adopt a River Initiative. These programs finance the development of local projects that, in line with local development plans, can create employment and economic development taking environmental principles into account. On the basis of community projects and municipal initiatives identified under activities 1.1 and 2.1, the project team, in particular the PM and the Local Coordinator, will promote the development of synergies with DEA programs and Provincial Authorities. This WP includes the following activities: Meeting with DEA and LEDET representatives Development of project designs (3) The development of WPs under results 1 and 2, in particular 1.1 and 2.1, will identify several communitybased project concepts for the use of natural resources and eco-tourism initiatives. On the basis of dialogues with relevant offices of DEA an LEDET, in Cape Town and Polokwane, some of these initiatives will be taken to a project design and submission stage. The project design will be outsourced to externally contracted consultants and developed in a participatory manner with relevant stakeholders. Throughout the project implementation, at least three projects will be designed and at least two are expected to be approved. The action can support the employment of 1800 labour/days from the targeted communities, to be used for local initiatives where other expenses are sustained by the identified synergic programs (e.g. equipment, infrastructure, management). W.P. 1.3 Improve environmental management of AIR camp staff and build awareness of visitors and communities on the benefits of healthy and sustainable ecosystems In line with their original conception, AIR lodges should become models for eco-tourism and the proper management of the natural resources, both for the communities and their visitors. In order for this to occur, AIR lodges and their staff will be properly trained and equipped (see also WPs 3.2 and 3.3), while local communities, in particular through school programmes, will become more aware of environmental challenges
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and potential sustainable uses of eco-systems. The AIR lodges will represent tangible examples for participants. Under this WP, the following activities will be implemented: Training of camp staff in Environmental Management (EM) leading to EM certification Development and installation of interpretative and environmental awareness material at the lodges Production of environmental awareness material and the promotion of environmental awareness days for schools The training of camp staff in environmental management will be developed by contracted professionals supported by the Training and Awareness Coordinator, with the aim of obtaining the certification of Environmental Management for AIR lodges and staff. In South Africa there are private specialized companies and organisations, e.g. GreenLine or Fair Trade that can provide services such as tailored Environmental Management Plans for lodges in natural/conservation areas, training of staff on the Environmental Management System (EMS, including policies and procedures) and issuing of yearly certificates for such management. The EMS, based on a field assessment by the contracted company, defines the EM framework and principles, including practices for: purchases and procurements; water management that covers technology, usage and waste; waste management that covers technology, usage, waste and disposal; electricity management that covers technology and usage; gas management that covers technology, use and waste; design and construction, transportation and equipment; awareness, communication & marketing; social involvement and responsibility; carbon impact and climate change mitigation; and risk assessment: aspects and impact registering procedures. Given the existing differences in infrastructure, all of the AIR lodges cannot achieve the same level of EMS, but all the AIR camp staff (50 people) will be trained on the EMS procedures. The EMS for the different lodges will be linked to the development of adequate infrastructures and equipment under WPs 3.2 and 3.3. The training of staff will be delivered by the contracted experts, with participatory practical lessons performed directly in the lodges and/or in centralized locations to optimize efficiency. After verification of EMS application, the contracted company will issue the annual certification. On the basis of the EMS taking into account each camps peculiarities (cultural or safari lodges in different ecosystems), interpretative material consisting of boards and leaflets, will be produced by project and camp staff, with the support of graphic design companies. The material will inform the visitors about the different ecosystems at each camp, and the eco-friendly, community based experience of the AIR lodges. It will also give information specific to each camp, about the project experience and the EU contribution to the projects development. Some of the AIR lodges (Baleni and Modjaji Cultural Lodges), in collaboration with the local municipalities, are already hosting local schools for guided visits. Within this activity, the camp staff, with the support of locally contracted NGOs (e.g.: Friends of Mutale), will develop community awareness materials and days involving the schools. Secondary schools will be targeted (2 days per community/school per 3 years), both with awareness days at the schools (theoretical lessons) and with guided visits to the lodges, where the EMS practices can be demonstrated practically. Theoretical lessons in schools will include climate change, focusing on adaptation. The Training and Awareness Coordinator and the Community Mobilizer, will actively involve the teachers and at least two volunteer members/parents from the communities, on rotational basis in the design and implementation of the awareness days, increasing the potential for multiplication of effects, and eventual replication. Synergies with the municipalities education departments (e.g. for transportation of students) are expected to increase the efficiency and replication of this activity. W. P. 1.4 Capacitate community members in securing ecotourism livelihood opportunities in the form of local jobs and provision of goods and services The AIR is unusual due to its relationship with the communities and in the benefits that the business can create for community development. The lodge staff on average 5 people per lodge come from the surrounding communities and will be trained by TFPD during the implementation of this project, to improve the existing skills in the everyday management and all tourism related activities. The development of the AIR and the connected eco-tourism value chain can create employment and development opportunities for the surrounding communities, a number of which are attached to each lodge. There will be new opportunities as the number of guests grows to set up micro-businesses, e.g. doing the laundry for the guests, growing fresh vegetables for the kitchen, providing pre-cooked meals, selling firewood, snacks and cool drinks, extending the guiding facilities to include heritage and traditional sites in the area, other cultural and artistic activities. The people who can benefit in these communities are largely the very poor women and youth, as the men who are able to find work are already engaged in migrant work. In South Africa, each person working in the rural areas will be actively supporting up to 6 other community/family members on their income. Each community on the route is indigenous to the area of each particular lodge. Under this WP, the action will support the training of community members for the development of goods and services that can be connected to the operation of the lodges in the eco-tourism sector, in line with the principles of environmental sustainability. The selection of trainees will prioritize women and youth and
whenever possible will build upon existing vocational and entrepreneurial skills, consolidating existing knowledge with technical training whenever necessary and providing basic business management skills. The PC members, together with the Training & Awareness Coordinator of the project, camp staff and community authorities, will identify those individuals or groups which entrepreneurial activities can be developed and linked to the eco-tourism market (market-driven approach). Targeted trainees will receive basic training in business management by the project trainer, supported by local skilled specialists in specific technical competencies. The training will take place within the same lodges and/or communities. In some communities there are particular local initiatives, that have already been identified, that can be developed further and linked with the eco-tourism market, e.g. the manufacture of the Baleni Salt by ancient traditional methods by a group of 30 women in the Baleni community, guides for bird watching at all lodges or tropical baths at Mtomeni. All trainees will receive training in environmental awareness and the proper management of natural resources, specific to those jobs where interaction with the environment occurs, e.g. ecologically-sound methods for laundry, wood collection, and human/wildlife interaction. The project will progressively train 150 community members (ideally 15 per each camp), with the aim of securing at least 100 local jobs along the AIR. Those successful workers will also receive a support kit consisting of tools, light equipment, and basic management material, fitting the needs of their particular business, to support the development of their activities. The following table provides an overview of outputs and outcomes of WPs under this project component/result:
ER 1 WP 1.1 Main Outputs AIR agreements and mechanisms analyzed involving representatives of 10 communities AIR communication and accountability mechanisms documentation produced Mapping and project concepts elaborated for 10 communities
Main Outcomes AIR operation mechanisms clarified among parties at different levels Stakeholders at different levels, including communities, are aware of existing upward, horizontal and downward mechanisms regulating the AIR Community representatives, including indunas from targeted villages, are aware of the potential of their land for a sustainable use Local stakeholders are aware of opportunities at local level Local stakeholders understand the mechanisms to develop project proposals and create new links Stakeholders submit structured proposals for further funding AIR lodges staff aware of EM procedures and capacitated for its proper application AIR lodges can be branded and promoted in ecotourism market Tourist awareness on the uniqueness and environmental richness of the sites enhanced, EU contribution highlighted Knowledge of students about environmental challenges, and eco-friendly practices increased Awareness of AIR lodges and the community sense of ownership will be enhanced and potential for dissemination of information in communities increased Efficiency increases replication potential Trainees acquire knowledge on technical and management practices in the eco-tourism sector Equity, inclusion and potential for success increased Risks of harmful impact on environment reduced Motivation increased among trainees, successful trainees possess better tools to perform new activities
WP 1.2 WP 1.3
Local programs by relevant authorities for environmental protection and development identified 3 local projects designed participatively 3 local projects submitted to authorities EM policies and EMS produced for 10 lodges 50 AIR camp staff trained on EMS EMS certification obtained interpretative and environmental awareness material developed for 10 lodges At least 60 community/school awareness days delivered, involving 3000 students, in lodges and in schools Teachers and community members involved Synergies with municipalities developed for school days
WP 1.4
150 people from communities trained in green jobs/occupations Priority given to women and the youth, and to an entrepreneurial and market-driven approach Awareness of eco-friendly job methodologies/opportunities provided to all relevant participants At least 100 green job kits offered to successful participants
WPs under ER 2: Enhanced capacity of local authorities, communities and ecotourism stakeholders to plan and manage natural resource use in a sustainable manner The Limpopo Employment Growth and Development Plan (LEGDP) is a programme designed to achieve structural change in the provincial economy. It pursues the same strategic priorities of the national Medium
Term Strategic Framework. District Municipalities (a grouping of more than one local municipality at District level) have economic plans as do Local Municipalities at a lower level. In the most of the Province and at all municipal levels, the provincial growth potential has been identified as resting on the three pillars of agriculture, tourism and mining. These need to be carefully managed to ensure job creation and economic growth without concomitant environmental degradation and pollution. The province exhibits a trend towards non-compliance with environmental legislation, while the communication between traditional leaders/municipalities and key-stakeholders has frequently been poor in the development of plans. WP 2.1 Support local authorities to incorporate in their Integrated Development Plans (IDPs) measures and policies to sustain the ecotourism sector Following a bottom-up approach and with the aim of ensuring the active participation of the targeted communities representatives, this action focuses attention on the Local Municipalities (LMs) and their Integrated Development Plans (IDPs). This approach is also in line with the policy approach of the GoSA, where local IDPs are supposed to inspire and determine the development plans at a provincial level and thereafter national level. This action takes this principle to the community level, linking this WP with WP 1.1: the participatory mapping of resources and recommendations produced with targeted communities, which will become the driving framework for the consultancies provided to the municipal officers during the IDP revision process. This WP includes the: Design of training and training of municipalities officers to orient IDPs towards NRM, eco-tourism sector development, communication and negotiations skills Review of existing IDPs and strategic sector documentation, including feedback analysis of the community mapping process and concept note ideas produced under WP 1.1 Municipal five years IDPs set the multi-sector programmes of development for the different sectors, based on National Spatial Development Frameworks (SDF). IDPs are reviewed annually through a process that involves different stakeholders at different levels, including public consultations at community level to allocate the annual budget for the development of specific projects prioritised by these communities. The annual budget integrates funding from different sources, including private funding and other non-municipal resources. IDP projects are also in line with sector strategies, such as the Strategy for Tourism development. All targeted local municipalities (9), mention tourism among their main pillars under Local Economic Development (LED) in their IDPs and have Tourism Strategies, even if some are not living documents. Most of the IDPs and tourism strategies, despite mentioning eco-tourism or respect of natural resources among their objectives, do not develop these aspects into practical plans and projects. Most of LED officers interviewed expressed the need for skills development in the environmental management and eco-tourism sector. Through the consultancies of sector experts, this action will train local municipalities officers in Eco -Tourism, NRM principles and development, marketing and negotiation skills for the sector, during the assessment phase as this has been identified by the officers as a specific need. With a demand-driven approach, the Training and Awareness Coordinator of the project will define, together with the officers, the final design of the training and its specific contents. This process will also involve those SC representatives who expressed similar capacity development needs. Two officers of the LED department for each municipality (18 people) are going to be trained over the project period together with all of the SC representatives (18, see also WP 3.1), in centralised workshops held in Phalaborwa or another central location that is agreed on, such as Polokwane. The training design will guarantee flexibility of implementation, and will consider the working needs of trainees, while the methodology used will be highly participative. At least three workshops/modules (one per year, of approx. 5 days) will be delivered during the project. The venues for the workshops will be provided by the same Municipalities or by LEDET. At the end of each module a structured questionnaire, prepared and analysed by the trainers, will test the quality of the training and its potential in skills development, as perceived by trainees. Through ad hoc advisory and advocacy meetings, the project staff, especially the Deputy Project Manager and SC members, will describe and promote project activities and community-developed project concept ideas defined under WP1.1 to municipal officers. The expected outcomes are the inclusion of some activities under municipal IDPs and the creation of practical synergies with municipal and other stakeholders resources for the development of community plans, such as: inclusion of community project under IDPs, support for transportation or other basic services for the targeted communities (e.g. solid waste management), development of feasibility studies for targeted areas, and additional training. W.P. 2.2 Strengthening of existing local multi-stakeholder forum to improve co-ordination and planning of AIR and the ecotourism sector: According to municipal officers interviewed, the development of a forum at Provincial level, linking District and Local Municipalities, failed in the recent past because of low financial sustainability, weak capacity and interest on the part of participants and internal competiveness. The targeted Local Municipalities, even though they have different levels of functionality, have already created multi-stakeholder platforms with the aim of promoting local tourism and inducing synergies among the public and private actors of the sector.
Giyani, Tzaneen and Bushbuckbridge Municipalities all have Tourism Forums, which appear to hold regular monthly meetings. However, communities are not represented and the concepts of eco-tourism, despite being perceived as important both for the environment and the market, are not included in discussions due to lack of capacity in the forums. According to stakeholders, previous attempts to involve community representatives in the municipal forums mainly failed because targeted participants were not sufficiently motivated and/or were not enough prepared to actively interact with others. In view of the creation of the AIR program, LEDET in 1998 promoted the formation of Village Tourist Associations (VTA), that were grouped into Community Tourist Associations (CTA) at community level. The CTA, which were supposed, among other tasks, to represent the communities into local sector forum, have been successively transformed into the Primary Cooperatives that now form the AIR structure. The participation of communities in the Tourism forum can be strengthened and revitalized through proper skills development of participants, while selection of participants can be more appropriate. Present forum currently represent the interests of local businesses. Tourism service and product stakeholders in the community have to be involved, as they will be sufficiently motivated to maintain an active presence. As an interlinked, multilevel platform, the AIR co-operatives need to be revitalized, and their principles re-affirmed throughout the system. All the main stakeholders on the AIR need to periodically come together to reconstitute the original concept of the AIR as an inter-municipal, provincial initiative to be owned and managed by its stakeholders, thereby linking the representatives of communities, public institutions and private companies in one project. Thus, this WP includes the following activities: Inception, mid-term and final AIR multi-stakeholder workshops Training of community representatives on basic principles of eco-tourism, project development and management (e.g. participatory analysis of needs and business planning) Support the inclusion of trainees and eco-tourism themes into Municipal Forum Three one-day workshops will be held in Phalaborwa or Polokwane, gathering the AIR stakeholders at different levels, including representatives of LEDET, LEDA, targeted municipal officers, tribal authorities, TFPD, the SC and PCs. The workshop in the initial phase, will revise the overall project objectives and plan (link with activity 0.1), outline the eco-logic behind the renovation and discuss the intensified community development approach since TFPD took over management of the AIR. The spirit of the original AIR project needs to be re-stimulated. In the mid-term workshop, the team will report on the main findings and issues of the action, including monitoring and evaluations results, for discussion among stakeholders and eventual adjustments to planning. In the final phase, the workshop will review with participants the main project outputs, including the final evaluation and the lessons learnt (link with activity 0.2 and 4.2), and agree on the main steps of the exit strategy (link with activity 0.3). In this workshop in particular, main stakeholders of the sector, including DEA, EU representatives and decision makers of the eco-tourism will be invited to participate. It will also be an occasion to broadcast the video produced on the project experience and support the potential for replication as envisaged under ER 4. In order to include community participation into existing local forum, the project team through the CDF and the PCs will first select those members representing small and micro-enterprises for training. Selection criteria will include the prioritisation of women and youth; the inclusion of representatives from groups or associations in preference to individuals; and high motivation for the eco-tourism sector/market and the production of marketable products/services for this sector/market. The training on basic principles of eco-tourism, project development, management, and business planning will be performed by contracted trainers supported by the project Training and Awareness coordinator. The training design will involve trainee input and will incorporate awareness on environmental issues as it relates to different small businesses. At least two (2) community representatives for each targeted community (20 people) and 5 members per PC will be trained for the 9 PCs (see WP 3.1), giving a total of an additional 45 people. Trainees will be divided into three groups/locations with a maximum of 25 people at each. Training will take place yearly in venues supported by the Municipalities or LEDET. Trainees will then regularly participate to the Tourism Forums promoted by the Municipalities, bringing the principles of NRM and ecotourism into the meetings. It is worth mentioning that the stakeholders interviewed are conscious of the importance of eco-tourism not only as a form of preserving the environment but also as a niche sub-sector which is growing exponentially in the market, particularly in targeted areas. In the case of the Greater Tzaneen Municipality, the interviewed municipal officer in charge of the local tourism forums proposed the incorporation of an eco-tourism task force in the municipal forum, and proper training of participants. The municipal officers trained under activity 2.1 will be those who also participating in municipal forum, thereby increasing the eco-focus of these co-ordinated instances. The following table provides an overview of main outputs and outcomes of WPs under this project component/result:
ER 2 Main WP Outputs Training on NRM, eco-tourism, negotiations skills designed with trainee input At least 18 municipal officers trained, together with 2 SC representatives Questionnaire on quality of training as perceived Main WP Outcomes Motivation and flexibility for active participation in training enhanced Trainees acquire knowledge on NRM, eco-tourism sector development, communication and negotiations skills/identified topics Page 33 of 78
WP 2.1
ER 2
WP 2.2
Main WP Outputs by participants given at the end of training Advocacy meetings with 9 Municipalities held to analyse IDPs, strategic sector documentation and community-based concept ideas for ecotourism development Three participative workshops of AIR representatives from all levels/sectors implemented. At least 20 eco-tourism service and product providers from the community are selected and trained Priority given to representatives of local institutions already involved, youth and women Questionnaire on quality perceived by participants given at the end of training Trainees participate in the municipal forum of respective municipalities
Main WP Outcomes The action team identifies flaws and strengths of the training to consider for improvements Awareness of municipal officers about the communities visions of development Bottom-up approach reinforced Participants understand the eco-logic of the renovations and the community focus of the AIR Participants are updated on the progress of the AIR, with a common understanding of issues Participants aware of lessons learnt and outputs Basic knowledge of eco-tourism, project and business management transferred to trainees Inclusion of all participants, impact of the AIR and its potential for success increased The action team identifies flaws and strength in the training to indicate where improvements are needed to the programme Representativeness, coordination and potential for synergies in the eco-tourism sector enhanced
ER3: Improved operational capacity for AIR in the delivery of environmental and livelihood benefits in the eco-tourism sector The AIR was established in 2002 to create a cultural and safari route crossing the Limpopo Province from one side to the other, and including a number of cultural and environmentally significant areas and tribal communities. Each destination has a safari (5) or cultural camp (5), manned by members of the local communities and belonging to a Primary Co-operative. The African Ivory Tourism Secondary Co-operative Ltd. (AITSC, otherwise named SC) is a community-lead legal entity made up of representatives from the 9 AIR Primary Co-operatives. The AIR Primary Co-operatives (PC) each has the ownership and/or concession rights to specific lodges on the AIR, with one PC managing two lodges. The table below details the structure of the AIR:
Cultural Lodges & Municipality
Mafefe in Lepelle Nkumpi Modjadji in Greater Tzaneen Baleni in Greater Giyani Fundudzi in Thulamela Blouberg in Blouberg
Primary Co-operative
Mafefe Community Tourism Primary Co-op Ltd Modjadji African Ivory Route Primary Co-op Ltd Mahumani Lodge and Multipurpose Primary Co-op Ltd Fundudzi Tshivhase Tourism Primary Co-op Ltd A.I.R. Blouberg Tourism Primary Co-op Ltd
Protected Area
Northern Drakensberg Modjadji Cycad Reserve Klein Letaba River, east of Giyani Mukumbani Village, Royal home of King Tshivhase Southern foot of the Blouberg Mountains
Tribes
BaPedi BaLobedu BaPedi VaTsonga VhaVenda
Villages
Mahlatjane, Mogoleng, Mahlatjana, Matosong, Dublin, Maredi Dublin Khetihakone, Seropeng, Madumane Nkomo, Shawela, Nsavulani Mukumbani, Tshidzivhe, Makwarani
BaPedi BaHananwa
Buffelshoek, My Darling, Inveran, Gakgatla, Burgrecht, Hananwa, Bogna Farm
Safari Lodges & Municipality

Safari Lodges & Municipality Buffelshoek and Ndzhaka in Bushbuckridge Mtomeni in Ba-Phalaborwa Mutale Falls in Mutale Nthubu in Mogalakwena
Primary Co-operative
Primary Co-operative Manyeleti Tourism Primary Co-operative Ltd Selomba Tourism Primary Co-op Ltd Mutale Falls Tourism Primary Co-operative Ltd Nthubu Tourism Primary Coop Ltd
Protected Area
Protected Area Manyeleti Game Reserve Letaba Ranch Reserve Makuya Park Game Reserve Masebe Nature Reserve
Tribes
Tribes BaPedi VaTsonga BaPedi VaTsonga VhaVenda VaTsonga BaPedi
Villages
Villages Utah, Gottenburg, Thorndale, Hlalakahle, Welverdiend Selwane, Lulekani, Mbaula, Phalaubeni Hamakuya, Gunda , Bileni, Mutele B, Mukoma, Lambani Magaga Matala, Moshuka, Mathekga, Dipere, Skrikfontein
The failure of SC and PCs to undertake their management function is due in particular to lack of management skills and expertise in the tourism sector. This led to the LEDET, upon the request of the SC representatives, to tender for a skilled representative in tourism from the private sector. Thus, on April 2012 the day-to-day management and promotion of the route was awarded to TFPD, along with capacity building for members of the PC and SC in the development of their roles. This action will support this effort. W.P. 3.1 Provision of training and basic equipment for the sustainable management of existing AIR Primary and Secondary Co-operatives;
The route as a whole is overseen by the SC, which was initially established to bring these rural communities and their PCs together and to enable access to the tourism market after the establishment of the route and the ten lodges. The SC was also tasked with developing further ancillary activities to increase the impact of the opportunities offered by an extended tourism value chain. Each AIR PC, as former Community Tourist Association, has the right to establish and operate a safari and/or cultural camp in specified locations in Limpopo and Mpumalanga Provincial Game Reserves or on land that falls under the control of Traditional Councils. At the present stage, the SC mainly plays an advisory role to the TFPD, while the coordination of other PC members and their capacity to promote community development in the eco-tourism sector needs to be developed. In line with the PPCP agreement between the LEDET, TFPD and SC; the SC and PC need to progressively evolve in their roles, develop their skills and empower their structures so that they are able to take over, in the long run, the full management of the AIR. They particularly need to understand the importance of the eco-tourism sector and how it differs from normal tourism. This WP will support this skills development, through the implementation of the following activities: Training for SC on Eco-tourism, NRM and marketing and provision of basic equipment (see also WP 2.1) Training for PC on Community Project Development and Business Planning (see also WP 2.2) Additional training on demand for PC and SC members on topics related to the development of their management skills and tasks. As future promoters of the development of the AIR and as requested during the assessment phase, SC members will be trained in topics such as Eco-Tourism, NRM principles and development, Marketing and negotiation skills for the sector. Given the needs expressed by both municipal officers and SC members, they will be trained together, as described in WP 2.1. During the assessment phase it became clear that the synergies between the SCs and the municipalities, especially the LED departments, can be strengthened. Thus, the joint training will improve not only the efficiency of the activity but also the confidence of and links between, the participants. The training to PC members, on basic principles of eco-tourism, project development and management, will be performed by the skilled trainers supported by the project as described in WP 2.2. The PC members will be trained with product holders in the eco-tourism sector of targeted communities. Additionally under this WP, the members of PC and SC will also receive ad hoc training on other topics, in line with the priorities of the project. The design of this ad hoc training will be developed in a participative manner depending on demand. Groups of 25 PC and SC members will thus be trained (5 days per 3 years) in centralized venues, with modalities similar to those described in WP 2.1 and 2.2. Only the most motivated members of cooperatives and local municipalities will be trained, favouring the interaction among different AIR PCs and municipalities. W.P. 3.2 Improve existing AIR camp infrastructure through investment in environmentally friendly technologies; The AIR lodges are divided into two categories: safari (5) and cultural (5) lodges. The safari lodges are unfenced with 5 x 2-bed dome tents on wooden decks. Ablutions include bucket showers, and lighting is provided by paraffin lanterns. Game drives and walks are available to guests and no hunting activity is permitted. The cultural lodges each have 5 x 2-bed rondavels with shared ablutions, shared self-catering facilities and paraffin lamps for lighting. The cultural lodges are closely associated with their local, traditional community who sell visitors meals, and provide tours to give an insight into their lives and traditional crafts. The safari lodges tend to be far from their communities and there is less informal interaction. Trips to visit these communities would have to be initiated to include them in the tourism value chain more thoroughly. All AIR lodges have to deal with waste in situ, difficult access to electricity, problems with access to water or water scarcity, and close interaction with wildlife. They are situated in areas with rich, delicate ecosystems which can be seriously harmed by improper practices in lodge management by the staff, visitors and the surrounding communities lodges TFPD has been focused on the renovation of existing infrastructures to host the visitors, with a limited budget. The present WP will support the building and installation of those infrastructures and equipment necessary for a proper integrated environmental management. The safari lodges need to be enlarged to cater for the typical size of group tours in the area (from 10 beds to 14 beds). The cultural lodges need an upgrade of existing ablution facilities. In 4 of the 5 cultural lodges, each hut needs to be provided with its own eco-bathroom due to guest preferences established ongoing market research by TFPD. This will amount to 5 bathrooms x 4 lodges and will make use of eco-friendly toilets, septic tanks and water/waste recycling. This WP includes the following activities: Building of solar, eco-toilets, water and waste management equipment/infrastructure, and any other appropriate environmentally-friendly equipment/infrastructure needed to make the lodges proper eco-tourist lodges. Community based installation/construction of equipment/infrastructure Training for equipment/infrastructure maintenance, and the delivery of spare kit to selected community members
The solar power component for all lodges has been assessed by TFPD operations management. Each camp would need approximately one larger and ten smaller solar panels, one large and twelve small batteries, LED lights, switches, brackets, electrical cabling, battery boxes, regulators, and lamps and mountings. Solar panels will be surrounded by security fencing to prevent further theft and vandalism. Solar panels will be installed for the kitchen, communal areas and each tent or chalet/room for hot water and lights. Not only is the solar power eco-friendly but it also carries no risk for fires as flammable liquids do. Sewage disposal and purification is currently provided by septic tanks using bio-friendly enzymes to break down fats and large products. The action will upgrade the system to process black water from toilets into grey water. Low water use eco-toilets will be installed. Rain water harvesting and grey water purification is important at the 6 lodges situated in water scarce areas in reserves and subject to the appropriate environmental legislation that is based around the concept on non-interference. Recycled water cannot be used for growing vegetables at these lodges but can be channelled to an appropriate location for a watering hole to allow for game viewing. The grey water will be recycled to flush the toilets. At the cultural lodges, which are on tribal land, there is a potential for vegetable garden micro-businesses for community members, irrigated with recycled water. Produce will be sold to guests and used for local school feeding schemes. The use of low flow showerheads and quick-drying/nonironing sheets will reduce water usage. Waterless mattress and carpet cleaning methods exist. Linen that does not require washing can be used for table cloths for catered lodges. The sheets are required by guests and allow for the development of a laundry micro-enterprise at the lodges. Eco-friendly materials and cleaning methods allow a semi-skilled individual to run such a business. All materials will be recycled by providing appropriate bins made from recycled material by local microbusinesses. These must be environmentally friendly, aesthetically pleasing, non-intrusive and should not be a source of danger for indigenous wildlife, bird life or insects. Any waste non-recyclable will be removed and disposed to an appropriate disposal site. A micro-enterprise opportunity exists in cleaning and preparing all plastics, glass, cardboard, wire, metal, paper, cardboard, etc., for use in the creation of culturally appropriate or inspired craft and artwork. Recycled items are a feature of South African craft and can be tailored to the cultural traditions of tribes involved in the AIR. Wet waste such as vegetable and fruit off-cuts, cooking remnants and the like will be collected and disposed of in a composting system. For lodges on a game reserve only the composting will be done on site in an appropriate and aesthetic facility. This is then transported off-site to the local community vegetable gardens for use as fertiliser. At the cultural lodges the waste produced will be used on apposite vegetable gardens. Guests will be provided with eco-friendly biodegradable soaps and cleaning agents, which will also be used by the staff in lodges to make the grey water from cooking and washing easier to use. Ventilation systems that run off solar power and use natural cooling to ventilate the building while filtering off dust, insects and pollens will be installed. The best technologies will be selected with the support of companies contracted under WP 1.3 for the development of the EMS, and purchases will follow EU and national procedures. The building of infrastructure and the installation of equipment will be done with the support and mentorship of local labour, under the coordination and supervision of the tendered companies, in order to increase potential local jobs, improve ownership by the community and guarantee the proper quality of the activity. Community members will be trained in the different processes of installation, to maintain and monitor the equipment so that each lodge has a local resident expert to troubleshoot, undertake small maintenance measures and alert management to any problems with the equipment in the future. W.P. 3.3 Develop one AIR camp to test and showcase management models and environmental technologies; One of the lodges, selected in a participative manner, will adopt, test and showcase all the integrated management practices mentioned above, including all the environmentally friendly technologies and the community linked activities. This camp will also be expanded, with eco-friendly methods and infrastructure, to cater for more clients at one time and thereby increase the revenue for the AIR. The camp will further be used as a model example for the decision makers and major stakeholders of the eco-tourism sector. In addition, it will attract new visitors, which will increase its potential attraction for replication by other rural lodges (link with WP 4.1). Increased revenue at one camp will allow for additional tents/rondavels to be built in the future at the other lodges to increase visitor numbers and revenue streams over the entire route. WP3.3 consists of the following: Development of an integrated electrical system through solar energy, an integrated water harvesting and purification system, an integrated sewage disposal system including eco-toilets, eco-showers, a septic tank and a bacterial-based black and grey water recycling system, a comprehensive natural composting and waste recycling system, ventilation via a solar-powered water-cooled system, biodegradable soaps and cleaning agents. The community will be involved in the selection and installation of this equipment and infrastructure. Expansion of accommodation structures Training for equipment/infrastructure maintenance and provision of a spare kit
All environmentally-friendly technologies and initiatives to involve the community mentioned in WP 3.2 will be developed at the model camp in the process of greening the lodge. The capacity of this lodge would be increased to cater for larger groups of 14 people to allow the lodge to capitalise on interest from the tour group market sector. This would increase visitor numbers and revenue dramatically as the model lodge would be included in the Limpopo itinerary, and would bring visitors to the camp on a weekly basis. As each camp has been renovated, visits would increase. A flexible price structure reflecting the level of improvements per lodge will be followed. Refurbishment done since TFPD started to manage the AIR in 2010 has already allowed for increased rates at two lodges, Buffelshoek (initially R125 per night per tent now R560 due to refurbishment already completed) and Ndzakha (initially R250 a night increased to R800 a night to reflect improvements). There has been no negative reaction to the increased rates from guests as they see and experience the improvements. Prices are still lower than those being charged by nearby Kruger Park lodges. This principle would be applied to each lodge as it was improved and became greener. The identification of the ideal environmentally-friendly technology to use will be done by consultants selected in WP 1.3. The installation will be done by experts supported by selected staff and/or community members, who will be trained and mentored during the installation. This will allow for the development of on-site staff/community members who will be able to assist with breakdowns, repairs and general maintenance of the equipment and infrastructure. W.P. 3.4 Market analysis and technical assistance to link AIR with existing marketing structures All the lodges are situated in natural, wild areas. The safari lodges in particular are located in reserves or protected areas and are thus bound by the appropriate national environmental legislation. The AIR needs to be supported in the analysis and development of new eco-tourism market niches and connections. This WP consists of the: Development of a market analysis to explore and quantify the green market both nationally and internationally Technical assistance to link AIR with existing green marketing structures and to develop innovative green promotional material Knowledge of the tourism market associated with specifically green tourism lodges and products has not been developed by TFPD. While TFPD has a broad and intensive knowledge of the tourism sector both at home and abroad, their focus has been on the local 4x4 and hiking or camping markets and the international safari market. The first phase is to develop an analysis of the green tourism market and to quantify the interest arising from the upgrade of the lodges to a fully environmentally-friendly status. Desktop research will identify which publications, trade shows, tour operators, websites and booking agents focus on this area. During this process an emailing list will be created (link with WP 3.1). Further research would determine what the appropriate advertising medium and what itineraries are necessary for the eco-friendly market. Current TFPD marketing strategy is to market to anyone who wants to go to the AIR lodges not to any specific segment of the market. By the conclusion of this project, the AIR can potentially be marketed as one of the greenest niche businesses in the South African tourism market. The technical assistance will focus on linking the AIR website to the green tourism market. Content on the site will be rewritten to reflect the focus on green technologies and infrastructure, and the renewed focus on community development and inclusion in the management of the lodges. The text will reflect the increased environmental awareness and knowledge, how it has been applied in the technology used on each site, and in the enrolment of community members in newly developed ancillary activities. A page that details the nature and type of technology used will be added. Search functions and Quick Response (QR) codes will be included in the new website to increase usability and value to the visitor. Interactive Google maps will be included on the site for each lodge as well the current overall view of the entire AIR route. All printed and digital media will be rewritten to reflect the environmental technology installed and environmental awareness training given to the staff, communities and other role-players. These will be distributed to appropriate trade shows and tour operators in the green market. Funding provided in this category would be used to enable attendance at green travel expos and shows. The new media will be used in advertising, and in direct mailing to tourism stakeholders and tour operators in the green market. A digital brochure and one-page handout will be produced for use in these situations to reduce printing. An expert photographer will be contracted to improve on the photographic material available for use on the website, in promotional material and for display at the Lodges. YouTube videos will be produced to highlight the natural environment, animals and birds, reflecting the eco-friendly and responsible tourism of the AIR lodges. The following table provides an overview of main outputs and outcomes of WPs under this ER:
ER 3 Main WP Outputs Training on NRM, eco-tourism sector development, communication and negotiation skills with trainees input At least 18 SC members trained together with municipal representatives Main WP Outcomes Motivation and flexibility for active participation in training enhanced Trainees acquire knowledge on identified topics Confidence between participants enhanced Basic knowledge on topics transferred to leaders Page 37 of 78
WP 3.1
ER 3
WP 3.2
WP 3.3

WP 3.4
Main WP Outputs PC members trained on eco-tourism, project development and business management SC and PC members trained on demand Questionnaire on perceived quality of training issued at the end of training Purchase and installation of an environmentallyfriendly integrated electrical system through solar energy provision; water harvesting and purification; waste recycling and composting; eco-toilets linked to sewage treatment program, and natural ventilation using solar power / water Construction of additional bathrooms in cultural lodges Community members trained during installation and construction phase One safari camp is outfitted and supplied to an ideal environmental / green status Purchase and installation of an integrated electrical system through solar energy provision; water harvesting and purification; waste recycling and composting; eco-toilets linked to sewage treatment program, and natural ventilation using solar power / water Beds numbers increased by 30% Community projects/facilities linked with ecodevelopment Community members trained during installation and construction phase One market analysis of the eco-tourism market for AIR produced The website redesigned and rewritten Interactive Google maps and apps for cocreation of the website All marketing and promotional material rewritten Photographs and YouTube videos produced
Main WP Outcomes that can apply it for the benefit of the community Trainees deepen/acquire knowledge on old/new topics The action team identifies flows and strength in the training to consider for improvements All camp equipped with relevant green technologies Increased potential of AIR green marketing 80% of cultural lodges have appropriate eco-toilet provision for guests Community members can provide small maintenance and repairs
Eco-tourism stakeholders can view and interact with a model green lodge facility and learn about best practice 100% of relevant green technologies are incorporated into current camp design Prices increased according to improvements
Increased visitor numbers Increased community employees Community members can provide small maintenance and repairs Improved niche marketing Targeting of AIR markets improved. Increased participation of visitors in the AIR website Website and other material reflects green status and has more interactive features EU contribution recognised Expert photographic and video material available
ER4: Potential for replication of successful project experiences on ecotourism based on inclusion of poor and disadvantaged rural people is developed
W.P. 4.1 Participate in showcase events and organize visits to the AIR showcase camp All the improvements achieved under WP 3.2, 3.3 and 3.4 will be used for disseminating the refurbished AIR eco-tourism approach, to attract the interest of new donors and role-players and to increase the potential for synergies with decision-makers of the environmental and eco-tourism sectors. This WP includes the following activities: Showcase event participation nationally (2x year), recognising contribution of EU Visits to lodges (4 in the last year, per diem & accommodation only for community leaders) Showcase events will display the progress in greening the lodges on a bi-annual basis and will include recognition of the financial and technical contribution of the EU. Showcase events will be focused on the environmental friendly technology installed and the environmental awareness developed by the staff, communities and municipal officers, SC and PC members and other role-players, associated with the lodges. Stakeholders will be invited to investigate a display of the potential for environmentally friendly-microenterprises, recycled or natural craft opportunities and eco-friendly job opportunities for the local community arising as a result of this project. TFPD already attends the Cape and Gauteng Getaway shows, the Beeld show, the Extreme Outdoor show, and the Indaba in South Africa.. Additionally, TFPD showcases AIR at other stands such as the Vakantiebeurs in Utrecht, further Dutch workshops held by SA Tourism, and the World Travel Market in London. With the support of this action, two specifically green and eco-tourist shows held nationally will be attended In the final year of the project, visits to showcase the lodges will occur on a quarterly basis. These events will occur primarily at the model camp with short additional visits to three other lodges. The events will be focused around communicating to stakeholders and interested parties a clear understanding of how the model can be replicated in other lodges and/or tourism services around the country. The events showcase the project to tourism stakeholders in national and local government, and to journalists and travel
stakeholders to facilitate the marketing and replication of the eco-friendly AIR lodges. Community leaders will also be invited and given accommodation during these events to encourage participation. TFPDs work empowering communities through the commercialisation of their tourism assets has already received international respect from the World Tourism market and Responsible Tourism service providers. The greening of the AIR lodges through the infrastructural improvements and education of all role-players in environmentally sound practices would increase the impact of AIR on the eco-tourism industry. Replication of this project will also be fostered by TFPDs improved reputation in the eco-tourism market place. W.P. 4.2 Implement a communication strategy to increase awareness of the opportunities of the ecotourism sector to deliver integrated and sustainable rural development. The development of the WPs under ER 1, 2 and 3 will test participatory methodologies, innovative for the area and the sector, and generate a massive quantity of data, experiences, findings, and lessons learnt. This information needs to be gathered, structured, analysed, systematised, synthetized and disseminated to properly targeted stakeholders, in order to highlight the uniqueness of the AIR, the unusual nature of the PPCP and increase the potential for replication by other relevant stakeholders in the tourism sector/industry. This WP supports this effort, through the development of the following activities, the: Systematization and synthesis of lessons learnt, and a study on project methods and findings Production of a e-news letter, recognising contribution of EU, and detailing project progress and outcomes on quarterly basis Development of a promotional documentary video on the project experience The project staff will be supported in the structuring and analysis of relevant information through the support of a contracted consultant, yearly data gathering, modelling and archiving of project data and methodologies (9 months over the project implementation). During the first year, in agreement with the PM, the consultant will prioritize the focus of this work and the criteria and procedures to be applied, and train and instruct the project staff. The focus will be on the priority aspects of the action, i.e. the environmentally-friendly, participatory, community-based methodologies, targeting the poorest individuals, the women and youth in rural areas. The consultancy will include desktop research, and field work to collect, discuss and share the information among stakeholders, using participatory methods. During the second and the third year the activity will be continued with the final aim of producing a study that systematizes the project methods, experiences, outcomes and lessons learnt. The study will dedicate specific attention to the unusual nature of the PPCP. The identified strengths and weakness of the project experience will support the constitution of a PPCP model that could be applied in similar contexts in the country and region. The study will be disseminated and shared through the various tools and channels of this action and the partners, including stakeholders websites, the conferences described under WP 2.2, CESVI and TFPD e -newsletters. The use of web tools will be preferred to reduce paper consumption. A quarterly AIR newsletter will be produced in e-format for distribution to the mailing list of interested parties, including new stakeholders of the green market identified under WP 3.4. As each phase of the project is completed, interest in the market would be stimulated by a frank discussion of the greening of the AIR and through education of the community and tourism stakeholders in the area. At the end of the project, the newsletter will reach a wider audience and thus further enable replication through uptake of the technologies and practices developed during the project. During the project implementation, (see also par. 2.2 below), a contracted professional producer will develop a video on the project experience timed to take in the occurrence of various strategic events throughout the lifetime of this project. Cesvi will select a professional filmmaker according the following criteria: the best combination between cost efficiency and high standards; professional skills and background; credibility at national and international level; reliability, and strong commitment to the social sector. He will work in close co-ordination with the CESVI HQs communications team in Italy. He will therefore visit the project areas together with a Communications Officer of Cesvi in order to document the on-going activities and the achieved results. The outcome will be a professional video in English, which would be translated into Italian for CESVIs Italian audience. The film will contextualize the project activities by giving a wider picture of the Limpopo Province through interviews with the local communities, the EU and all other stakeholder representatives. This activity will complement the research work with visual images focusing on the green and community development aspects of the project. The following table provides an overview of main outputs and outcomes of WPs under this ER:
ER 2 Main WP Outputs AIR participation to 6 sector show events in the eco-tourism 6 Green Trade Shows visited over 3 years Pricing varies as repairs are untaken A quarterly newsletter will be produced Main WP Outcomes Awareness on AIR green and community development objectives enhanced Marketing is occurring in niche market trade shows Increased visitor numbers improve potential for replication Page 39 of 78
WP 4.1
ER 2
WP 4.2
Main WP Outputs E-newsletter produced and distributed to mailing list compiled during market analysis process At least 4 visits to model camp realized with relevant sector stakeholders and decision makers of NRM of GoSA Promotional material for AIR produced Project findings gathered and analysed yearly Project team trained in data gathering and analysis Lessons learnt and PPCP model systematized e-news letter produced quarterly 1 video on project experience produced Project findings disseminated to targeted audience
Main WP Outcomes Visitors and stakeholders exposed to best practices and potentials for replication Contribution of EU acknowledged AIR eco-market niche informed
Project team play an active role in data collection and analysis Stakeholders have improved access to information Methods and findings can be transferred to third parties Audience of project findings increased and updated Findings are in a visual form and easily communicated to a larger public Potential for replication enhanced
Crosscutting Working Packages (WPs) to guarantee proper implementation This set of WPs includes crosscutting activities meant to ensure a proper co-ordination, a transparent management, an efficient implementation and a proper visibility of project results. WP 0.1 Inception Phase (estimated 4 months duration) This working package includes all activities directed to the start-up, setting and planning of further project WPs, and includes the following: Project Start up by partners representatives: selection and integration of newly-hired project consultants/staff; assessment and training of staff on EU procedures by CESVI PM; definition of comprehensive MoU between partners (including TFPD) for the proper implementation Constitution of the Action Steering Committee and the Project Advisory Committee (see also par. 2.2.2) Definition of baseline: the ASC, with support of researchers from local universities, sets the baseline for Logical Framework (LF) indicators interviewing local stakeholders and developing sampled surveys Project Planning, by ASC: aimed at defining the annual work plan and recommending appropriate integrations/variations to the initial proposal, including the LF; the plans will be shared and revised with PAC and eventual revision of the LF agreed with the EU delegates WP 0.2 Overall coordination, M&E, visibility actions (39 months) This WP includes the main following activities, delivered throughout the project implementation: Procurement, financial management and administration activities will be performed by program and finance staff in country with supervision at CESVI Italy HQ to guarantee compliance with donors requirements and national regulations Quarterly meetings of the ASC to coordinate the action in the country and the actions of PAC, to share main project outputs and to get advice for any problems that arise Annual reporting on financial and activity progress to EU Periodical informative and coordination meetings, held by the PM and Local project coordinator, in order to involve other stakeholders representatives operative in the sector The aim would be to exchange experiences, avoid duplication, and create synergies Auditing, monitoring and evaluation activities: the project will guarantee an annual Audit (by a contracted agency); a periodical monitoring system of on-going activities (described in par. 2.2.2); a mid-term formative evaluation, and a final summative independent evaluation (by a contracted service) Visibility actions: as described in par. 2.2.2 WP 0.3 Exit strategy (3 months) This WP includes those activities that guarantee a proper closure of the project WPs and that contribute to a proper continuation in the targeted areas: Definition of a strategy with ASC and PAC to consolidate project findings, define next steps and identify potential for replication Eventual final lobbying and advocacy by project management with local and international stakeholders and project beneficiaries, aiming at promoting replication of project activities Donation of purchased equipment to relevant actors, and signing of handovers certificates Gathering and explanation of information by project management to deliver financial, administrative and final narrative reports.
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2.2.2 Methodology
The proposal was designed, both for drafting and implementation purposes, following the methods and principles described below. Tailored Multi-Level, Multi-stakeholder partnership and synergy : in order to maximize the contribution of each public and private partner, associate and other stakeholders to the success of the project, each project component has been tailored around the specific role of AIR actors, supporting the evolution of roles and their interlinking during implementation: the community members in the proper use of natural resources, the PC in the development of sustainable and economic benefit from such resources, the SC to coordinate and promote PC activities, the municipalities to create an enabling environment and support community initiatives, the provincial (LEDET and LEDA) and national authorities (DEA) and eco-tourism stakeholders to support, promote and replicate the experience in the eco-tourism sector, and TFPD to green the business. Greening the business: despite the fact that the AIR has the respect of natural resources as a clause in its agreement, all the stakeholders at the present stage do not have the resources or skills for an integrated eco-friendly management. Thus, the action supports the greening of the business at different levels: in the NRM of communities, developing adequate skills in the municipalities officers and cooperatives members, in the lodges infrastructures and management, and in the development of links with the green markets. This approach is expected not only to increase the environmental sustainability of AIR but also the economic sustainability, as eco-tourism is a growing market, particularly in the targeted areas. Capacity Development and Demand training: the development of the knowledge and skills of the human resources in the project is incorporated at all levels and in all project components. In order to increase the motivation of trainees and the effectiveness of training, the design of the training will be developed in a participatory manner Revitalising/Strengthening vs Creation ex novo: in order to increase the overall sustainability, this action identifies and strengthens existing structures and resources rather than creating new ones. This is the case for existing community entrepreneurial skills, municipal fora that are already present, and traditional community structures. For the AIR initiative as a whole, the action builds on and develops the existing skills, structures and relationships, taking into account the all parties aspirations. As described below, the action also uses existing organisational structures for its management, thus increasing the efficiency of the system. Involving the community and increasing the ownership: no change or improvement of by-laws, policies, procedures or codes of conduct can be achieved without the wider consensus of all those people that have to enforce or adhere to such codes. No ownership can be achieved without understanding among all parties to the project. For this reason the action will bring the accountability mechanisms downward to the community level (ER 1) and will feed into policies from the bottom up (ER 2). The ownership of the AIR is held by the community and from here responsibility must devolve upwards if the AIR is to grow and improve. Synergy creation: AIR is not self-sustainable, in the sense that it needs the annual LEDET contribution and the additional synergies to become a self-sustaining business that truly benefits the community. The project partnership and this proposal presentation is already a synergy allowing for co-operation, while additional synergies will be generated with the stakeholders at different levels in the course of the project, as described in the activities. Innovation: the implementation of a Public-Private-Community Partnership is quite a new experience in South Africa, and is vital in a country with such diverse and abundant natural, protected and heritage sites. The addition of an international NGO to this experience will bring in new energies, support the expansion of the original pilot project, and reduce the risk of failure. Replication opportunity: the transfer of methods, the skills development training, the communication tools and the specific activities under ER 4 are conceived to multiply the effect of the project and as a measure of its success, promote project replication in other locations in South Africa. where the action is the prolongation of a previous action, explain how the action is intended to build on the results of this previous action. The action will continue to integrate the AIR project, which opened in 2002 but was first revised in 2010, with the formalisation of the Secondary Cooperative as a legal entity and, and revised again in April 2012, with the definition of the PPCP and the awarding of the management tender to TFPD. These decisions were taken by the Limpopo Economic Development Environment and Tourism Agency (LEDET, associate to this proposal), LiBSA and the communities after an evaluation of the AIR that indicated it would not become sustainable without sound management and market promotion by a professional company in the tourism sector. The need to develop additional synergies for making the AIR sustainable is intrinsic to its community ownership and explicit in the PPCP. Therefore the presentation of this proposal to further develop the
synergies on the AIR through greening of the lodges was agreed to with all partners and associates, including the DEA. Synergies between the proposed action and the Limpopo Transboundary Programme (LTP) implemented by Cesvi in Limpopo and the neighbouring countries of Mozambique and South Africawith will be established. With this regard the current action will incorporate the experiences gained by Cesvi in the establishment of parnteships for managing and promoting tourism structures (Awelani lodge in South Africa, Maramani Camp Site in Zimbabwe and Pafuri Pfukani Community Lodge in Mozambique) where private sector, local authorities and institutions and local communities operates jointly. where the action is part of a larger programme, explain how it fits or is coordinated with this programme or any other possibly planned project. Please specify the potential synergies with other initiatives; The AIR is a project that it is appropriate to develop under the umbrella of the national Green Economy programme, which looks for resource efficiency, low carbon development, economic growth and job creation. (See http://www.info.gov.za/speech/DynamicAction?pageid=461&tid=50584) Potential synergies envisaged by the project are specifically quoted under WP 1.2, and there are other synergies that can possibly be developed as a result of the partnership with CESVI and through the association of TFPD, LEDET and DEA to this action. As an example, the Industrial Development Corporation (IDC) has indicated in a public statement that it will give additional loans to any new investments in South Africas green economy http://www.southafrica.info/business/economy/development/patelidc-160211.htm#.UXT33qL-GSo. Partnerships between Local Municipalities, Province authorities (such as LEDET) and Private companies have committed to supporting bio-energy projects that manufacture solar energy. the procedures for follow up and internal/external evaluation; The Action Steering Committee and the Project Advisory Committee , whose functioning is described below, will manage and implement the project thus ensuring constant supervision, periodical monitoring of achievements and adherence to the rules and procedures of the EU and the GoSA. The basis for follow-up, monitoring and evaluation is a feasible and detailed budget and annual plan at the inception phase, on the basis of which the partnership can elaborate and revise six monthly activity and financially detailed implementation plans. Bank transfers from CESVI to partners will be made on the basis of completed financial reports for the previous period. An internal Monitoring and Evaluation (M&E) system is set at the beginning of the project to analyse baseline indicators and further monitor project progresses and impacts (see also WP 0 above). This will be complemented by regular reports compiled by technical staff and regular analysis of progress on the field, ensured by the PM and the Deputy PM. For financial management of the project, CESVI will provide a CESVI management system created for the project, which connects the offices in the field (managed by the General Administrator of the team) with the HQ desk officers in Italy. CESVI has software called GRIFO designed to properly monitor project results, information is entered in South Africa by the PM and revised at the CESVI HQ in Italy. Three monitoring missions by experienced EU-project desk officers from CESVI HQ are also foreseen. Frequent meetings with ASC and daily contact with the technical staff will allow key project team members to be thoroughly involved in the implementation and planning of activities (see also WP 2.2). An external formative evaluation, will occur at the end of the fourth semester of project implementation, and will identify strong and weak points, allowing actions to be readdressed if necessary or for a focus on best practices for the remaining period. A final external summative evaluation, based on the 5 DAC criteria, will also occur. The results of the evaluations are disseminated among partners and relevant stakeholders. Auditors will be contracted annually so as to to guarantee the transparency of management and to provide auditing reports. the role and participation in the action of the various actors and stakeholders The action does not assign new roles, but support existing roles by further developing their skills. The following table summarizes the participation of main stakeholders for each component/result: ER 0 Summary Cross cutting activities EU Stakeholders and Main Role CESVI (applicant): legal responsibility; Overall management and monitoring, reporting, relate to donor, networking; leads the ASC; guarantees compliance with EU regulations also through HQ revisions and ad hoc monitoring missions, sustain the visibility strategy SC (partner): as per PPCP, coordinate the PC and support the monitoring of the action, participate in the ASC and the PAC LEDA (partner): as per PPCP, provides financial and business advisory support
ER
Summary
EU Stakeholders and Main Role services and support to SC; participates in the ASC & PAC TFPD (associate): as per PPCP, manages, markets and operates the AIR lodges; facilitates all activities in South Africa; links with and coordinates activities with other stakeholders in the eco-tourism sector, participates in the ASC & PAC Community structures: participate in periodic co-ordination and monitoring meetings
Communit y
CESVI: guarantee the environmental and community development focus of the proposal and the AIR, bringing to bear own experience, and contracting experts for specific WPs; SC: facilitates coordination and organisation of community structures in WP 1.1, 1.2, 1.4 DEA (associate): participates in WP 1.2 LEDET (Associate): participates in WP 1.2 TFPD: organizes and implements WP 1.3, supports organisation of WP 1.4 PC & Community Structures: co-implements WP 1.1, 1.2 Community members: actively participates in training under 1.4
Municipal
CESVI: guarantees the environmental focus and contracts specific experts for development of WPs SC: facilitates coordination and organisation of community structures in WP 2.1 and actively participates in training under WP 2.1 TFPD: meets with municipalities relevant officers to develop synergies Municipality officers: actively participates in training under WP 2.1 and WP 2.2, identifies synergies with AIR PC & Community Structures: actively participates in training under WP 2.2 Community members: actively participates in training under WP 2.2
AIR
CESVI: guarantees the environmental focus and contracts specific experts for development of WPs PC & SC: actively participates in training under WP 3.1 TFPD: coordinates with SC and implements WP 3.2, 3.3; and WP 3.4 Eco-tourism market stakeholders: actively involved under WP 3.4
National
CESVI: supports networking with national stakeholders; contracts specific experts for development of WPs SC, DEA, LEDET, Eco-tourism market stakeholders: participate in WP 4.1 PC & Community Structures: support coordination & organisation of WP 4.1 TFPD: organises WP 4.1 and develops e-newsletters in WP 4.2
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the organisational structure and the team proposed for the implementation of the action; The picture below summarizes the project team, and the two units formed for good management and implementation:
The Action Steering Committee (ASC: Partners representatives, led by CESVI PM), will manage and co ordinate the action, which will be carried out by the action implementation team. The ASC will meet quarterly for general co-ordination of the project and will also meet quarterly with the Project Advisory Committee (PAC: including partners and associates representatives) to discuss progress, revise action planns, tender for consultants, and share decision-making. The TFPD personnel in operations who are relevant to the project have been incorporated into the action team. This team will be based in the TFPD office in Phalaborwa, which will be co-ordinated with the office in Cape Town. TFPD will also make available the office in CT for the management and networking purposes. As the PAC corresponds with the present Management Committee of the PPCP and CESVI, the project will be incorporated into the PPCP instead of creating parallel co-ordination structures. the main means proposed for the implementation of the action (equipment, materials, and supplies to be acquired or rented); Here below are reported the main equipment, materials, and supplies to be acquired or rented (see also the budget for other means): Main Means 2 cars purchased 2 laptop + software, Scanner, printer, 3G modem, mobiles Equipment and materials for WP 3.2: see budget breakdown Equipment and materials for WP 3.3: see budget breakdown 100 tool kits All the equipment purchased will belong to the AIR at the end of the project and the means will belong to the communities represented by the SC. the attitudes of all stakeholders towards the action in general and the activities in particular; The action was designed together with the present actors of AIR, in order to integrate and expand their own existing activities. In actuality they are partners or associates to this proposal. Other main stakeholders mentioned were also consulted and their visions and needs incorporated into the project. CESVI, DEA and TFPD are also partners in the on-going Limpopo Transboundary Programme (LTP) in the Limpopo Province (a tri-nation environmental project involving Mozambique, South Africa and Zimbabwe, financed by IUCN with CESVI as applicant, ending in August 2014), which includes one of the targeted Municipalities (Vhembe) of this proposal. The relationships between TFPD and the SC are positive, as they are in general
between the PCs and within the PCs, although more communication and involvement is needed to stabilize the functioning of AIR in its new form. The relationships between the PC and the municipalities are positive but in many cases the PC leaders need to be encouraged to be more pro-active. LED officers of the municipalities welcomed the idea of strengthening their links with the community while addressing the IDPs, as it is in their mandate. They also welcomed the potential for greater participation in tourism fora. The main topics of training have been jointly decided by all stakeholders. The importance of environment conservation and eco-tourism, not only for the sustainability of the environment but also as a profitable branding for the AIR, was recognised by all. The relationships between the PC and other community leaders appears positive, although it is not clear how much the community members are aware of the changes occurring on the AIR. Nevertheless, after 10 years of poor economic returns, the spirit and the ownership of the AIR needs also to be thoroughly revised, within the communities, as the proposal aimsto do. However, should this project be successful a conflict of interest between the parties might occur. It is therefore, essential that the policies, communication and accountability mechanisms are strengthened and clear to all. the planned activities in order to ensure the visibility of the action and the EU funding. The visibility strategy will be implemented in accordance with the formal requirements set by the communication and visibility manual of the EU and with the aim to communicate the meaning, the effectiveness, the results and the impact of the project. Caps, stickers, posters and other promotional materials with the EU and the AIR logo will be produced and given to stakeholder representatives during workshops, trainings and meetings, while AIR-EU shirts will be used by lodges staff as new uniforms. Stickers will be put on vehicles, major items distributed to trainees and any equipment purchased by the project. All electronic means available to the partners will be used to disseminate the project and EU visibility. The visibility strategys target groups will depend on the channels and tools used for dissemination, as the visibility of the project has also been integrated into many activities in the project. The AIR website (www.africanivoryroute.com.za) will target eco-tourism stakeholders both in SA and in Europe, while the enewsletter will be directed at public institutions and decision-makers in the country and the environmental sector. The conferences that will occur for WP 2.2 will also serve the visibility strategy, as will the studies and other project outputs delivered under WP 4.2. The awareness activities that will occur in the communities and schools (WP 1.3) are additional moments where the project and the contribution of the EU can be acknowledged, as with the interpretative boards placed in the lodges. The video documenting the project experience and accrediting the EUs contribution, will be disseminated not only via the web in South Africa but also in Italy, as described in chapter 2.2.4. The communication strategy for the projects visibility will include CESVI Press Officers in Italy, who are e ngaged in maintaining everyday contacts with Italian journalists, such as; organizing press conferences; preparing press kits, press releases and mailing lists; reviewing Italian dailies; organizing press tours, and looking for free or pay/discounted advertising spaces on the Italian media. The final goal is to attain the best media coverage and to ensure the best visibility to CESVI and its projects, donors and partners around the world.
2.2.3 Duration and indicative action plan for implementing the action
The duration of the action is 42 months.
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Activities
Proper impleme ntat.
I YEAR (months)
II YEAR (semest)
III YEAR (semest)
IV YEAR (semest)
Implementing Body ASC ASC+PAC External Eval. ASC+PAC
0.1 Inception Phase 0.2 Overall coordination, M&E, Visibility actions E 0.3 Exit strategy WP 1.1 Establish local mechanisms, agreements, rules, regulations and benefit sharing practices for the sustainable management of the ecosystems of the targeted communities AIR mechanisms analysis Community resources analysis WP 1.2 Involve existing DEA:NRMPs to enhance synergic environmental opportunities in targeted areas Preparation Execution WP 1.3 Improve environmental management of AIR camp staff and build awareness of visitors and communities on the benefits of healthy and sustainable ecosystems EM certification & training Camps Awareness material Days with schools WP 1.4 Capacitate community members in securing ecotourism livelihood opportunities in the form of local jobs and provision of goods and services Preparation Execution WP 2.1 Support local authorities to incorporate in their Integrated Development Plans (IDPs) measures and policies to sustain the ecotourism sector Preparation Execution WP 2.2 Strengthening of existing local multi-stakeholder forum to improve coordination and planning of AIR and ecotourism sector AIR workshops Trainig forum trainees Activities WP 3.1 Provision of training and basic equipment for the sustainable management of existing AIR primary and secondary cooperatives Preparation Execution WP 3.2 Improve existing AIR camp infrastructure through investment in environmentally friendly technologies Preparation Execution WP 3.3 Develop one AIR camp to test and showcase management models and environmental technologies Preparation Execution WP 3.4 market analysis and technical assistance to link AIR with eco-tourism marketing structures Market analysis Technical assistance WP 4.1 Participate in showcase events and organize visits to the AIR showcase camp, Show case events Visits to camps WP 4.2 Implement a communication strategy to increase awareness of the opportunities of the ecotourism sector to deliver integrated and sustainable rural development Systematization e-newsletter Documentary Video I YEAR (months) II YEAR (semest) III YEAR (semest) III YEAR (semest) E
ASC+PAC CESVI+SC
Activities Result 1
CESVI CESVI+Consult.
TFPD+Consult. Tfpd CESVI+SC+Tfpd
SC+Tfpd+Cons. SC+Tfpd+Cons.
Activities Result 2
ASC ASC
ASC SC+Tfpd+Cons. Implementing Body
Activities Result 3
Tfpd Tfpd+Cons.
Activities Result 4
Tfpd ASC
CESVI+Consult. Tfpd CESVI+Consult.
2.2.4 Sustainability of the action

Describe the expected impact of the action with quantified data where possible, at technical, economic, social, and policy levels (will it lead to improved legislation, codes of conduct, methods, etc.?). Given the multi-level design of the project, its impact will also be reflected at different levels. In the present PPCP, the SC receives on behalf of the community, 5% of the audited annual turnover generated by AIR lodges (after deduction of TFPD commission and VAT), rising to 10% over 11 years. The calculations of TFPDs first financial year 2012-13 (starting in April) shows a turnover of approximately 50.000 Euros, almost 10 times the previous years turnover without their management, but still significantly under their tender contract estimations. During this first year TFPD found itself focused primarily on the renovation of some of the lodges, as they were not in an operable condition. Should the project not occur, turnover is expected to rise at an average of 20% per year. The project, through its greening of the infrastructure, consequent marketing promotion and other synergies envisaged, is expected to increase the present forecasts by an average of at least 30% per year. The AIR is a unique route and project and the intention of the original founders was that the turnover would be equally distributed among the communities, regardless the performance of their specific lodges. Presently, the SC has jointly decided to accumulate their share of the annual turnover in a bank account, until it reaches a significant amount. The community shares are then supposed to be used by the SC and PCs for community development. This action will support the SC and community members in setting rules and putting accountability systems in place for the use of the funds. Their skills in sustainable development of community projects will be increased through this action. Thus, the action will increase not only the general economic impact of the AIR but also its capacity to develop community-based activities with a sound ecologically- and environmentally-friendly basis. Eco-tourism offers a wealth of alternative economic practices and makes activities that lead to deforestation, soil erosion and
over-use of land or poaching less attractive to very poor rural people who find most of their sustenance in the natural world around them. The sustainable use of biodiversity involves finding new forms of employment for the communities who are largely dependent on the environment for food, shelter, heating and medical herbs to supplement the small government grants or unskilled wages that are remitted home by family members who have migrated and are working in large cities. At least 60% of community members who are trained for eco-tourism jobs/services will increase their family income (target: 100 people, with an average six family members each) through activities that respect the environment. The personnel hired at AIR lodges, also from the communities, will be increased by at least 50%. At least 50% of the workers/labourers supported through the project will be female and young people, due to their economic vulnerability. As a result of the project, at least 60% of targeted AIR lodges will obtain certification for having Environmental Management Systems in place, which encompass all aspects of NRM, including the proper reduction of carbon emissions and the resulting increase in the cost/efficiency of the lodge in the long run. It is through this action that the tourism promoted by the AIR will really acquire the pre-fix Eco. As a pilot project in route eco-tourism and PPCP involving wholly community-owned tourism facilities, the AIR is an innovative project, the success of which can induce replication by decision-makers, in a country where the private use of the rich biodiversity can cause environmental damage that bypasses national boundaries. At least 1800 man/days of labour from targeted communities are expected to be generated through environmental projects implemented in synergy with other national/provincial or local authorities, i.e. using resources other than those of the action. By encouraging active community participation through meetings, training, jobs, school education and local procurement, the action encourages the community to take ownership of the AIR, and of their lives and futures. Planned activities will encourage the development of greater confidence and pride in the communities own traditions and culture, as well as the lush natural fauna and flora that they are surrounded by on community land. The stakeholders in the tourist sector and the visitors to the AIR lodges will be exposed to these principles constantly lodges. As an initial result of the project, the number of day, and overnight visitors for AIR lodges are expected to increase by 30%.
Describe a dissemination plan and the possibilities for replication and extension of the action outcomes (multiplier effects), clearly indicating any foreseen dissemination channel. Many of the possibilities for replication and channels for dissemination are built into the project activities described above. The multiplier effect, intrinsic to the AIR functioning, is described in the sustainability chapter. The AIR and partners websites and tools, including e-newsletters, will be a main channel for dissemination of information about the project, and will be combined with a targeting strategy to increase efficiency and efficacy. The systematisation study under WP 4.2 will clarify many of the technical aspects of project implementation and allow for its proper transfer to relevant stakeholders. The frequent proposed meetings, fora and conferences described will be additional occasions allowing for sharing the study and main findings of the project. The video produced under WP 4.2 will also be disseminated in Italy, to sensitise the EU citizens to the relevance of the project by particularly stressing its aspects of innovation and capacity to involve local communities, public actors and private companies. For the video dissemination, Cesvi intends to involve Earth Day Italy (EDI). Cesvi is already in contact with the Italian team of Earth Day, being one of the partner associations of Earth Day 2013 which will culminate in a large concert in Milan on April 22, 2013. Over the last 40 years, Earth Day network has developed successful environmental campaigns on issues ranging from climate change and drinking water to eco-tourism; creating dialogues; organizing conferences, and engaging civil society, corporates, and government leaders. More than 1 billion people now participate in its activities each year. The video will be presented in the framework of Earth Day Italy 2016 and it will benefit from the wide visibility of EDI and its communication channels. In particular, it will be available on the website www.earthdayitalia.org and it will be distributed on the Internet through EDI social media (Facebook, Twitter) and other online visibility actions. In addition, it will be shown during the 24-hour web/TV marathon which EDI carries out both online and on Sky TV on April 22. All the other CESVI channels for dissemination of this and other outputs will be used: bimonthly magazine Cooperando (60,000 copies) ; electronic newsletter Passaparola (40,000 email addresses) ; website www.cesvi.org (20,000 unique visitors per month) and www.cesvi.eu; the website www.foodrightnow.it, dedicated to a European campaign, financed by the EU and promoted by Cesvi and Alliance2015 to raise awareness on the right to food and sustainable development. Provide a detailed risk analysis and contingency plan. The following table summarizes the main risks and the prevention and mitigation measures associated with different project component / results:
ER ER0
Main Risk Event Inflation/economic changes to impact on budget forecasts
Likelihood Low
Impact Medium
Prevention & Mitigation measures Minimum variations included in unit costs Revise / divert budget lines to focus on soft and human resources costs less subject to change Page 47 of 78
ER
Main Risk Event Disagreements between partners or lower commitment during implementation
Likelihood Low
Impact High
ER1
Low participation of irrelevance to members decreases ownership of community-based initiatives on land use Divergence of points of view between stakeholders impedes agreements on AIR policies and mechanisms Low co-operation of some stakeholders (e.g. some PC members) decreases downward involvement Low profitability of micro enterprises promoted by the project; not enough eco-friendly Cultural restrictions decrease the action gender target Change of focal points/officers of Municipalities lowers targeted impact in IDPs and forums Low participation by targeted trainees decreases impact of training sessions Low participation by targeted trainees (PC and SC) decreases impact of training sessions Stealing or damaging of infrastructures and equipment installed in lodges International/local economic crises decrease expected ecotourism market response DEA, LEDET or other relevant stakeholders decrease the funds lowering opportunities for synergy and replication Ecological and Vulnerability foci of the action are superseded by business interests
Low
High
Medium
High
Medium
Low
Medium
Medium
Low Medium
Medium Medium
ER2
Low
High
Prevention & Mitigation measures Setting of proper MoU at start and transparent participatory methods for co-ordination & management Intensification of dialogue and interactions to solve any disputes that do occur Initial analysis and involvement of proper community structures, promotion of downward and female/youth participation. Include accountability systems toward communities Initial workshops to ensure ownership of initiatives by all stakeholders Recommend dialogue among parties invited for community meetings Involvement of all main stakeholders from the beginning of the activities Focus on collaborative instruments, advocate with SC to promote the dialogue or change the PC member Prioritize market driven approach in selection Mentoring/technical support by staff intensified Increase project awareness activities Discuss with relevant authorities and increase gender specific topics in awareness activities Formalize the results of every workgroup Involve more than one officer and technical roles in all the steps of the process Demand-driven training design. Advise municipality to avoid turnover for trainees by providing motivated and skilled staff Demand-driven training design. Discuss with relevant stakeholders how to increase commitment or change members Ensure security measures in installation of equipment and obtain insurance against Acts of God. Introduce community meetings to increase awareness and ownership of equipment Intensify local and international search for new niches. Request additional assistance from stakeholders. Intensify interactions to enhance commitment Target and involve new groups at local and international level to raise synergy and replication potential Discuss with national stakeholders and foster dialogue among parties to re-establish foci Refine communication & awareness strategy involving stakeholders
Low
High
Medium
Medium
ER3
Low
Medium
Low
High
ER4
Medium
High
Describe the main preconditions and assumptions during and after the implementation phase.
Unless there is an improbable and sudden change in policy to do with the action by the partners and associates, no preconditions have to be met before commencement of the activities. Between the submission of the concept note and the full proposal, the partner LIBSA was merged with two other major agencies for economic development by the Limpopo Provincial Government. Nevertheless, no change has occurred due to this in the PPCP or the operation of the AIR. LEDET, through LEDA, will continue paying the SC, an annual grant of 5.000.000 Rands (1 Eur = 11R), progressively decreasing to R0 over the course of 10 years. One key assumption is the maintenance of good relationships between stakeholders at all levels. The PPCP is recent and indicates a new phase in the operation of the AIR lodges. WP 1.1 is dedicated to the integration of policies and accountability mechanisms into the PPCP that will make this assumption of good relationships hold true. It is also essential that AIR maintains its environmental and community development foci. All stakeholders and CESVI in particular, will work to ensure that these aspects of the project are implemented. During project implementation there could be some turnover in the organizational structure of the local partner or the municipalities, due to ordinary management or elections. It is assumed that potential leadership/political changes will not be reflected in a change of attitude towards the formalized objectives of
the project. The creation of synergies assumes that the DEA and LEDET, associates to this proposal, maintain their present allocation of funds for the Province. The replication of the AIR into other contexts in South Africa will depend not only on the success of the PPCP, but also on the maintenance of the present policies, the trends of the national economy and the evolution of the eco-tourism market in the targeted areas. Explain how sustainability will be secured after completion of the action. The focus of activities on community ownership and on the revitalisation/strengthening of existing resources instead of the creation of new ones, as described in par. 2.2.2 above, are part of the built-in strategies to ensure the sustainability of the project. The awareness activities, the participatory methodologies and the communication strategies, used with the communities, the AIR stakeholders and the eco-tourism market, will reinforce the environmental, institutional and financial sustainability of the action. Financial sustainability: the grant assigned to the AIR by the provincial Government together with AIR operating income is not sufficient to cover all of the AIR operating costs. This is clear to all parties, and in fact in the PPCP it is expected that TFPD, by way of donor funding among others, secure the necessary working capital to make up this shortfall. The LEDET grant will be cancelled after 10 years (2022) and the AIR must become self-sustaining by that time. This action will be a determining factor in the achievement of this target in the long run. In the short term, the financing by the project of skills development activities for the communities and the co-operatives, will free some resources that can be dedicated to the extension of the lodges and their tourist services. This is also part of the PPCP but less attractive and remunerative for the business due to its indirect impact on the AIR. An increase in beds offered, in turn increases the revenue flowing through the lodges and translates into a direct increase in community fees paid into the Secondary Co-operative. More funds will be available for community development and more local jobs can be associated with the AIR. Also the action investment in greening the business will return as revenue, through attracting a certain niche of responsible visitors. An increase in visitors, will also allow for the development of additional enterprises doing laundry, providing meals, producing curios and artworks, performing cultural scenes, offering guided trips into the bush, into local villages and sites of traditional importance, creating an expanding circle of multiplier effects. The basic assumption of the multiplier effect used in eco-tourism is that the economy starts off with unused resources like workers who are cyclically and regularly unemployed, and an unused cultural, heritage and biodiversity capacity. Increasing the demand in the local economy for both workers and objects/places/fauna and flora of interest through eco-tourism therefore utilises what is already present to boost production. It is important to avoid an explosion in economic growth just as much as it is important to increase the economic health of the communities to prevent degradation of the environment. The action includes this challenge in its strategy. Institutional sustainability: capacity development crosscuts the four results of the action. The fostering of a sense of ownership of the AIR by the same AIR actors is the foundation of the projects philosophy. The present PPCP has assigned the management of the AIR to TFPD for the next 25 years. Institutional sustainability could be put at risk by the success of the project, as the financial success of one camp could lead to a conflict of interests between the parties involved. The WP 1.1 will mitigate this risk. Policy level sustainability: as mentioned in the concept note, the present action is consistent with many different policies and strategies of the environmental and economic sectors, at national and provincial level. In WPs 1.1 and 2.1 the action will guarantee consistency also with municipal policies and community plans. WP 1.1 will contribute to defining new AIR policies and codes of conduct, which are necessary for its sustainability. Environmental sustainability: by its nature, the success of the project will increase the environmental sustainability. The diversification of jobs proposed is part of a climate-change adaptation strategy, especially in target areas so dependent on the exploitation of natural resources for livelihood needs. In line with local requirements, the construction work in the lodges will be preceded by environmental impact assessments. The jobs linked to the AIR will always be supported by environmental awareness. The educational activities within the schools and the communities, and the specific capacity building activities in the field of eco-tourism and NRM, will also contribute to the environmental awareness of targeted communities.
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2.2.5 Logical Framework

LOGICAL FRAMEWORK Enhancing environmental sustainability, resilience to climate change and improved livelihoods for vulnerable communities in Limpopo Province through sustainable ecotourism development Intervention Objectively verifiable Sources and means of logic indicators of achievement verification To contribute to sustain healthy ecosystems and livelihood Beyond the project end: opportunities for remote rural communities O.O.i.1 AIR finance sougth to reach self-sustainability by the year Official strategic and financial documentation by TFPD 2022 O.O.i.2 The project proposed methods are sought to be replicated - DEA, LEDET and other relevant stakeholders of environment and eco-tourism in targeted areas by other stakeholders official documentation O.O.i.3 Institutional, environmental and economic sustainability for - AIR Manangement Committee (LEDA-TFPD-SC) Annual Reports targeted cooperatives - SC and PC Annual Reports to enhance the capacity of the existing African Ivory Route (AIR) Public-Private-Community Partnerships (PPCPs) to support sustainable management of natural resources and ecotourism development S.O.i.1 The audited annual turnover after deduction of Tour Operator commission and VAT (and consequently the AIRTSC benefit share) generated by AIR camps is increased by approximately 30% after project implementation By the end of the project: S.O.i.2 The policies and accountability mechanisms introduced through the action to integrate the AIR PPCP are regularly implemented by stakeholders at different levels (LEDA-TFPD-SCPC-Relevant authorities from the targeted communities) for at least 70% of targeted communities S.O.i.3 At least 1800 man/days of labor from targeted communities generated through environmental projects implemented in synergy with other national/provincial and/or local authorities S.O.i.4 Personnel hired at AIR camps increased by at least 50% At least 60% of community members' trainees for eco-tourism jobs/services declare an increased income by supported jobs/services S.O.i.5 at least 50% of workers/labourers supported through the project are female S.O.i.6 At least 60% of targeted AIR camps obtain a certification for Environmental Management; Mid Term and Final External Evaluation Reports EU Annual reports by the PM TFPD Audited financial reports compared to baseline and 2013 official estimations (financial year starting in April of each year)
Assumptions
Overall Objective
LEDET-TFPD-SC-PC maintain the PPCP agreements and regulations AIR continues to attract new donors and the environmental and community development focuses of the AIR are maintained in the long term. Eventual changes in National and Local authorities and targeted community representatives maintain a positive attitude towards elaborated relevant project outputs Political willingness and economic stability permit the maintenance of IDPs and DEAs Projects
Specific objective
Structured questionnaire and interviews with relevant stakeholders Analysis of Communication/Reporting official documentation issued at different level
Official Project Documentation by relevant authorities evidencing contributions by the parties Conflicts between AIR members and targeted communities do not arise on the application of agreements TFPD HR documentation compared to baseline Questionnaire with trainees by Training and Awareness Coordinator of the project Register of attendance to training Certification Issued by recognized entity No negative changes in the economy to impact on eco-tourism at local level
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Intervention Objectively verifiable logic indicators of achievement R1. Enhanced capacity of communities to sustainably manage ER 1.i.1Before the end of the second year, Policies regulating the natural resources and to take advantage of livelihood functioning and the accountability of AIR at different levels are opportunities of ecotourism introduced and oficially agreed among parties as a result of the project By the end of the project: ER 1.i.2 at least two project proposals in the environmental sector submitted through the action for the benefit of targeted communities are approved by DEA/Limpopo Government ; ER 1.i.3 At least 70% of targeted trainees providing goods and services for the eco-tourism sector; ER 1.i.4 At least 70% of targeted AIR camps dispose of an Environmental Management System and policy
Expected Result 1
Sources and means of Assumptions verification Mid Term and final external evaluations Availabiltiy, transparent and impartial attitude of TFPD, SC, PC and Annual reports by the PM community representatives for the implementation agreements, Project produced policies and accountability mechanisms endorsed by TFPD-SC- rules and benefit sharing mechanisms maintained PC DEA, LEDET and other relevant authorities maintain their Proposal submission documentation and official approval by relevant environmental programs and financial levels for the Limpopo National/Provincial Governments Province No negative economic changes for eco-turism sector to impact on AIR camps and communties promoted jobs Targeted trainees maintain their position
Payment receipt compared to training attendance lists EMS reporting documentation regularly filled by camps managers
R2. Enhanced capacity of local authorities, communities and By the end of the project: ecotourism stakeholders to plan and manage natural resource ER 2.i.1 at least 70% of municipal targeted trainees on ecouse in a sustainable manner tourism/NRM declare the training received through the action was useful for the development of their role ER 2.i.2 for at least 50% of targeted municipalities synergies with the action are generated and reflected into IDPs ER 2.i.3 the participation of community targeted trainees at municipal forums for tourism coordination is regular for at least 60% of targeted forums R3. Improved operational capacity for AIR in the delivery of By the end of the project: environmental and livelihood benefits in sustainable ER3.i.1 At least 70% of targeted SC and PC trainees express ecotourism satisfaction on training received and declare the training was useful for the development of their role ER3.i.2 At least 80% of target AIR camps introducing integrated electrical system through solar energy, an integrated water harvesting and purification system, Eco-toilets and eco-showers, a septic tank and bacterial based waste recycling system, a comprehensive composting and waste recycling system and equipment, ventilation via a solar run water-cooled system, biodegradable soaps and cleaning agents involving communities, with infrastructure/equipment regularly maintained ER3.i.3: for one AIR camp, achievement of ER3.1.2 + expansion of host capacity of at least 40% ER3.i.4 At least 5 new partnerships/links at the end of the second year and 8 new at the end of the third year established for the marketing and promotion of AIR in the Eco-tourism sector
Expected Result 2
Mid Term and Final Evaluation Reports Annual report by PM Quarterly reports by PSC & PAC Test on Quality perceived by trainees at the end of training IDPs and other official documentation produced by targeted municipalities (clear reference to the action) Attendance sheets of targeted fora by Municipalities
Eventual changes of roles in involved authorities maintain a positive attitude towards action agreements and achievements Timely implementation of activities during public audiences for inclusion of community initiatives into IDPs Targeted trainees maintain their position and interest in participation to fora
Mid term and final evaluation reports by contracted consultants Annual Reports by PM Quarterly reports by PSC & PAC Structured Questionnaire at the end of the training courses TFPD quarterly reports
Targeted Trainees in the Camps, SC and PC maintain their postion
Expected Result 3
Present trends for tourism in South Africa maintained
Expected Result 4
R4. Potential for replication of successful project experiences on ecotourism based on inclusive of poor and disadvantaged rural people is developed
ER4.i.1 A PCPP model is systematized on the basis of the AIR experience and shared with relevant stakeholders ER4.i.2 Main action methods, findings and lessons learnt structured in a study for replication purposes and shared with participants ER4.i.3 The number of visitors for AIR camps is increased by at least 30% at the end of the project
Mid term and final evaluation reports by contracted consultants Annual Reports by PM Quarterly reports by PSC & PAC Systematization studies produced annually
Relevant stakeholders for NRM and Eco-tourism at national, provincial and municipal level (DEA, LEDET, tour operators) maintain their programmes to invest in the eco-tourism
TFPD official projections compared to baseline and 2013 official projections TFPD quarterly reports
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Activities for proper implementation
ACTIVITIES 0.1 Inception Phase 0.2 Overall coordination, M&E, Visibility actions 0.3 Exit strategy
MEANS
SOURCES & COSTS MoUs between stakeholders; Narrative and Financial Reports; Monitoring and Evaluation Reports Auditing Reports and accountancy documentation; Minutes of Meetings; Trainings Registers and evaluation fiches; Tools and equipment delivery books; Log Books; Project Inventory; Photographic material; Documentary and visibility material; Hand over certificates COSTS EUR
Assumptions No inflationary environment/economic changes to impact on budget forecasts Positive and cooperative attitude among project stakeholders is maintained
WP 1.1 Establish local mechanisms, agreements, rules, regulations and benefit sharing practices for the sustainable management of the ecosystems of the targeted communities WP 1.2 Involve existing DEA: Environmental Programmes to enhance synergic environmental opportunities in targeted areas WP 1.3 Improve environmental management of AIR camp staff and build awareness of visitors and communities on the benefits of healthy and sustainable ecosystems WP 1.4 Capacitate community members in securing ecotourism livelihood opportunities in the form of local jobs and provision of goods and services WP 2.1 Support local authorities to incorporate in their Integrated Development Plans (IDPs) measures and policies to sustain the ecotourism sector WP 2.2 Strengthening of existing local multi-stakeholder forum to improve coordination and planning of AIR and ecotourism sector WP 3.1 Provision of training and basic equipment for the sustainable management of existing AIR primary and secondary cooperatives WP 3.2 Improve existing AIR camp infrastructure through investment in environmentally friendly technologies WP 3.3 Develop one AIR camp to test and showcase management models and environmental technologies WP 3.4 market analysis and technical assistance to link AIR with eco-tourism marketing structures WP 4.1 Participate in showcase events and organize visits to the AIR showcase camp, WP 4.2 Implement a communication strategy to increase awareness of the opportunities of the ecotourism sector to deliver integrated and sustainable rural development
1. Human Resources:
661 100 Availabiltiy, transparent and impartial attitude of SC, PC and community representatives for the definition of agreements, rules and benefit sharing mechanisms Conflicts of interest or power do not arise between AIR members
Activities Result 1
2. Travel:
51 000 DEA, LEDET and other relevant stakeholders maintain their environmental programme for targeted areas
3. Equipment and supplies:
Activities Result 2
Trainees maintain active participation in courses 76 865 Local authorities are fully cooperating with the project team and supporting their activities 97 800 Efficient and active cooperation between Local authorities and communities is maintained 59 800 Targeted trainees maintain their interest and active participation in project activities
4. Local office:
Activities Result 3
5. Other costs, services:
6. Other
717 430
10. Administrative costs (7%)
116 480
Activities Result 4
Stability of the eco-turism market trends 12. Taxes 94 526
TOTAL COSTS of the Action (1-10)
1 875 000
Security conditions do not prevent project start Targeted areas are accessible
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2.3 Applicant's experience of similar actions

Project title: Livelihood enhancement through transboundary natural resource management in the Limpopo corridor Location of the action Cost of the action (EUR) Sector (see Section 3.2.2 of Section 3): 41 General Environment Protection
lead manager or partner Lead Manager
Donors to the action (name) IUCN
Amount contributed (by donor) 5.566.986,00
Dates (from dd/mm/yyyy to dd/mm/yyyy) 01/01/2009 30/06/2013
Limpopo corridor 5.566.986,00 - South Africa, Zimbabwe and Mozambique Objectives and results of the action
Overall Objective: to improve the standards of living of people adjacent to the Great Limpopo Transfrontier Park (GLTP). Specific Objectives to contribute to the development of sustainable land and natural resource use systems in target areas adjacent to the Great Limpopo Trans-frontier Park (GLTP) and help communities to make the best use of the potential value added opportunities the Trans frontier Conservation Area (TFCA) has to offer. Expected Results: - Co-ordinated policies, planning and management of land and natural resources; leading to: - Larger intact ecosystems, with greater biodiversity and wildlife numbers, with lower risks of ecosystem collapse due to unpredictable events; and: - Greater economic opportunities derived from wildlife-based industries and the supply of goods and services to them. In conclusion, this broad concept for the GLTFCA relies on its large potential to spur regional economic development and biodiversity conservation through: the integration of three national parks in a very large trans-frontier protected area (ca.100.000 sq. km) which would greatly benefit regional ecosystem management, large mammals populations and biodiversity conservation; the promotion of appropriate land use practices within protected areas, enhancing wildlife conservation and its sustainable use.
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Project title: A consortium approach to the reduction of human pressure on the Futi corridor in Matutuine District. Location of the action Distrito de Matutuine, Provncia de Maputo, Mozambique Cost of the action (EUR) USD 250.400,00 ( 208.666,70 exchange rate: 1,2)
Sector (see Section 3.2.2 of Section 3): 41 General Environment Protection
Donors to the action (name)8 CEPF (Critical Ecosystem Partnership Fund)
Amount contributed (by donor) USD 250.400,00
Objectives and results of the action
Objective: Strengthen protection and management in under capacitated and emerging protected areas in 3 priority key biodiversity areas. Expected Results: Decreased local human pressure on the Futi corridor and surrounding areas; Increased monitoring and control of human activities in the area; Transfer of management responsibilities of natural resources towards communities in partnership with privates; Promotion of family income generation and rural development through sustainable economic activities in partnership with privates; Increased involvement of local authorities in the protection of the targeted area; Decrease in land conflicts through delimitation of communal lands.
If the Donor is the European Union or an EU Member State, please specify the EU budget line, EDF or EU Member State.
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Project title: Partnership models for sustaining viable land use initiatives and livelihoods in semi-arid TFCAs. Location of the action Semi-arid areas of Zimbabwe within four TFCAs (Greater Mapungubwe, Great Limpopo, KAZA, Lower Zambezi/Mana Pools) Cost of the action (EUR) 4.437.904,00
Sector (see Section 3.2.2 of Section 3): 31 Agriculture, food security, fishing
Donors to the action (name) European Commission
Overall objective: Improve livelihoods in four Trans frontier Conservation Areas (TFCA)s (Greater Mapungubwe, Great Limpopo, Lower Zambezi/Mana Pools, and KAZA) through intensification and diversification of land uses and sustainable management of the natural resources. Specific objectives: To establish business like partnership models within the TFCAs of the Lowveld and Zambezi regions, demonstrating potential for improved livelihoods and food security through sustainable, integrated and diversified management of smallholder farming and wildlife. Expected Results: A new irrigation scheme of 120 he producing high value crop established, together with appropriate training on best agricultural practices, farm management and institutional capacity. Established a PPCP for marketing and management of produce. Developed appropriate institutions in the Lowveld region for joint ventures in wildlife operations, in which rhinos are flagship species, and generated tangible community benefits from these win -win arrangements. Raised awareness and understanding of wildlife/livestock diseases, their control measures and their effect on livelihoods in TFCAs. Improved living standards and operational capacity of 150 rangers in the Zambezi region.
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Project title: Sustainable rural Sector (see Section 3.2.2 of Section 3): development and safeguard of biodiversity fishing through agriculture, livestock farming and trade: three ways to counter hunger and desertification in Mali Location of the action Gao and Koulikoro Regions (Mali). Province of Milano (Italy) Cost of the action (EUR) 128.500,00 lead manager or partner Lead Manager
41 General Environment Protection 31 Agriculture, food security,
Donors to the action (name) Regione Lombardia (Italy)
Amount contributed (by donor) 50.000,00
Overall objective: To contribute to the improvement of food security in Mali complying with local specificities and environmental biodiversity Specific objective: To reactivate and to enhance the food production systems in the targeted villages (Tessit and NTillit Gao Region; Dialakoroba an Sanankoroba Koulikoro Region). Results: Food security is guaranteed for targeted populations in a sustainable way Increased production for internal consumption and trade Targeted communities have been trained about production techniques Strengthened capacities of associations and cooperatives of producers (in particular womens groups) Biodiversity is safeguarded through the fight against desertification and promotion of natural and environmental resources Conflict is reduced by rationalizing the management of agricultural and agro-pastoral resources and by facilitating intra and inter-ethnic dialogue Nutritional situation of the targeted community at risk of malnutrition is improved by diversifying nutrition (especially among children) The experience of the Mali community is promoted in the context of the international initiatives of dialogue (particularly EXPO Milano 2015) for exchange experiences Increased awareness of population of Region Lombardia about sustainable development, North/South dialogue, and defense of common environmental heritage
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Project title: Enhancement of food security and access to drinkable water through defence, increase and development of biodiversity in Karamoja-Uganda
Sector (see Section 3.2.2 of Section 3):
41 General Environment Protection
Location of the action Abim District, Karamoja Region, Uganda
Cost of the action (EUR) 326.979,00
lead manager or partner Lead manager
Donors to the action (name) Municipality of Milano (Italy)
Overall objective: Substantial reduction of the losses of environmental resources and greater food security and access to drinkable water among the people of Karamoja in Uganda. Specific objective: 2000 families (12000 people) in the districts of Abim and Moroto, use agro-pastoral practices and forest eco-sustainable, produce crops with high nutritional value and have drinkable water Results: 470 families use the micro-gardens technique in order to improve their food availability 5 primary schools, students families and agro-pastoral groups are directly involved in training programs about reforestation and energy saving 30.000 liters of drinkable water are available for 5 schools and population living in the area (around 900 families) through the drilling and mechanization of five wells
Project title: Sustainable management for the conservation of two biosphere reserves in the Amazon Basin (Peru and Ecuador) by reducing CO2 Emissions from Deforestation and Forest Degradation (REDD)
Sector (see Section 3.2.2 of Section 3): 41 General Environment Protection 31 Agriculture, food security, fishing
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Location of the action Per (Cuzco y Madre de Dios Regions) and Ecuador (Province of Orellana)
Cost of the action (EUR) 2.802.671,00
lead manager or partner Partner
Overall Objective: Decrease the advance of deforestation and degradation of tropical forests in the buffer zones of Protected Areas of the Amazon Basin Specific Objectives To sustainably manage forests in the buffer zones of Protected Natural Areas Manu (Peru) and Yasun (Ecuador), through mechanisms for Reducing CO2 Emissions from Deforestation and Degradation (REDD) and to strengthen capacity building of local development stakeholders. Results: Associations of management rely on a payment mechanism of environmental services of tropical forests for forest management influencing national REDD policies. Families and local development actors have an organizational structure to manage REDD commitments as incentives for the conservation and sustainable management of their forests. The families living in the buffer zones use productive alternatives for the sustainable management of natural resources to meet commitments to REDD. Associations, local governments and headquarters of the Manu National Park (Peru) and Yasun (Ecuador) have strengthened their organizational capacities and sustainable forest management under REDD mechanisms.
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Project title: Reduction of Land Degradation and Prevention of Desertification through the Development of Natural Resources Management in Tajikistan Location of the action Khovaling and Temurmalik districts, Khatlon region, Tajikistan Cost of the action (EUR) 1.602.560,00
Overall objectives: To contribute to the reduction of poverty of the rural population in Southern Tajikistan through land degradation reduction and desertification prevention Specific objective: To improve the livelihoods of the rural population of Khovaling and Temurmalik districts trough the development of sustainable natural resources management Expected Results: Awareness and knowledge on desertification and natural resources management are improved among civil society and state actors Land degradation is attenuated through the application of sustainable soil management techniques Conservation and efficient use of water resources are improved
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Project title: Capacity building of Sector (see Section 3.2.2 of Section 3): 41 General Environment Protection indigenous and riverine communities for the sustainable and integrated forests in the Tiger and Amazonas Loreto basins Location of the action Mariscal Ramn Castilla y Loreto, Per Cost of the action (EUR) 2.551.010,00 lead manager or partner Lead Manager Donors to the action (name) Fondo Italo-Peruano Amount contributed (by donor) 2.295.810,00 Dates (from dd/mm/yyyy to dd/mm/yyyy) 01/11/2010 28/02/2013
Overall Objective: To improve the quality of life of the indigenous communities Specific Objectives To strengthen the organizational and management skills for a sustainable and integrated use of forest resources in the Loreto Region Expected Results: Increased capabilities of communal and inter-communal organizations in dealing with planning instruments Increased level of participation of women in the decision-making process and in the use of forest resources Improved knowledge and skills for the proper management of natural products
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Project title: Participatory and Inclusive Territorial Management in the Transboundary Area Mother of God - Peru and Pando - Bolivia Location of the action Region of Madre de Dios (Peru) and Department de Pando (Bolivia) Cost of the action (EUR) 988.134,00
Sector (see Section 3.2.2 of Section 3): 41 General Environment Protection
Overall Objective: To contribute to the improvement of governance in the southern Amazon of Latin America Specific Objectives To generate inclusive and co-managed Territorial Management Processes between civil society and the state, in the Madre de Dios and Pando areas (Peru and Bolivia). Expected Results: Strengthened grassroots organizations for what concerns negotiation and advocacy in the context of local, regional, national and international land management, including expectations of their bases. Consolidated local governments and participatory mechanisms for the coordination of decentralized public policy proposals. Increased focus on a Macro defined regional territorial management involving grassroots organizations and local governments. Use of participatory monitoring and evaluation of the implementation of democratic governance instruments at different levels (community, local, regional, international)
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Project title: Creation of a regional integrated system of protected areas, indigenous and forest lands for a sustainable systemic management of Bolivian Amazonia Location of the action Iturralde District, La Paz Department; Ballivian District, Beni Department; Manuripi y Surez District, Pando Department (Bolivia) Objectives and results of the action Cost of the action (EUR) 1.236.773,00
Donors to the action (name) DGCS (General Direction for Development Cooperation, Ministry of Foreign Affairs, Italy)
Overall objectives: To improve the quality of life of communities in the region To manage the ecosystems of the area in a sustainable way To optimize the transboundary relations among Bolivia, Peru and Brazil
Specific objective: To guarantee a systemic and sustainable management of natural resources in the northwestern sector of Bolivian Amazonia Expected Results: Increased integration and legislative and procedural compatibility among local authorities, guaranteeing a more harmonic and participative decision-making process Improved quality of knowledge about biodiversity and its potential sustainable use in TCOs and local communities Strenghtened process of interconnection among environmental policies at a transnational level (Bolivia, Peru and Brazil)
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Project title: Integrated management of natural resources and culture in the central Karakoram National Park Location of the action Skardu e Ghanche (Northern Areas Pakistan) Cost of the action (EUR) 2.075.542,00
lead manager or partner Lead manager
Donors to the action (name) DGCS (General Direction for Development Cooperation, Ministry of Foreign Affairs, Italy)
Overall objective: Environmental preservation and economic development of Pakistan Northern Areas Specific objectives: Improvement of the living conditions of the residential population of Skardu and Ganche districts through environmental and economic promotion of the CKNP and the preservation of its biodiversity Results: Operative methodology and appropriate management tools for the preservation of natural resources set up with an active participation of the local community. Methodological tools applied to scenarios of planning and systemic management of the territory; Environmental sustainable and profitable tourist services for local community; Intended sites for rational and sustainable management of the territory (sites for reforestation, for grazing and hunting) geographically designed and management of these areas set up; Improved management of both agro zoo technical eco-sustainable activities and water distribution.
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3.
THE APPLICANT
IT-2007-CRP-2711148746 Cesvi
EuropeAid ID number9 Name of the organisation
3.1 Identity
Information requested under this point need only be given in cases where there have been modifications or additions as compared to the information given in the Concept note form. The applicant's contact details for Patrizia Gattoni the purpose of this action:
Email: patriziagattoni@cesvi.org Telephone number: +390352058043 6000054051

Cesvi NGO recognised by Italian Ministry of Foreign Affairs D.M. n 128/004169/5 - September 14th, 1988
Legal Entity File number10 Abbreviation
Registration Number (or equivalent) Date of Registration
14.09.1988 Place of Registration Official address of Registration

11
Italy Via Broseta 68/a 24128 Bergamo, Italy
Country of Registration / Nationality 12 E-mail address of the Organisation Telephone number: Country code + city code + number
Italy
cesvi@cesvi.org +39 0352058058
Fax number: Country code + city +39 035260958 code + number Website of the Organisation www.cesvi.org
This number is available to an organisation which registers its data in PADOR. For more information and to register, please visit http://ec.europa.eu/europeaid/work/onlineservices/pador/index_en.htm If the applicant has already signed a contract with the European Commission For organisations. [If not in one of the countries listed in Section 2.1.1 of the Guidelines, please justify its location]. For individuals. [If not in one of the countries listed in Section 2.1.1 of the Guidelines, please justify its location].
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10 11 12
4.
PARTNERS OF THE APPLICANT PARTICIPATING IN THE ACTION
4.1 Description of the partner and Partnership Statement African Ivory Tourism Secondary Co-operative
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5.
ASSOCIATES OF THE APPLICANT PARTICIPAT ING IN THE ACTION
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6.
CHECKLIST FOR THE FULL APPLICATION FORM
Reference: EuropeAid/133370/L/ACT/ZA SUSTAINABLE ENVIRONMENT AND NATURAL RESOURCES FOR DEVELOPMENT - In Country Intervention: South Africa Budget line 21.060200
ADMINISTRATIVE DATA Name of the Applicant EuropeAid ID number Nationality13/Country14 registration and date Cesvi IT- 2007-CRP-2711148746 of Italy, 02.05.2001
Legal Entity File number15 Legal status16 Partner 1
6000054051
NGO Name: Limpopo Business Support Agency (LiBSA) incorporated into Limpopo Economic Development Agency (LEDA) EuropeAid ID: ZA-2012-BCQ-2210355237 Nationality and date of establishment: South African, 30/04/2000 Legal status: Association Section 21
Partner 2
Name: The African Ivory Tourism Secondary Co-operative EuropAid ID: ZA-2012-FXQ-1910348070 Nationality and date of establishment: South African, 06/01/2010 Legal status: Cooperative
13 14 15 16
For individuals. For organisations. If the applicant has already signed a contract with the European Commission. E.g. non profit making, governmental body, international organisation
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BEFORE SENDING YOUR PROPOSAL, PLEASE CHECK THAT EACH OF THE FOLLOWING POINTS IS COMPLETE AND RESPECTS THE FOLLOWING CRITERIA: Title of the Proposal: Enhancing environmental sustainability, resilience to climate change and improved livelihoods for vulnerable communities in Limpopo Province through sustainable eco-tourism development PART 1 (ADMINISTRATIVE) 1. The correct grant application form, published for this call for proposals, has been used 2. The Declaration by the applicant has been filled in and has been signed 3. 4. 5. 6. 7. 8. The proposal is typed and is in English. Where more than one language is allowed, the proposal is drafted in the language most commonly used by the target population in the country in which the action takes place. One original and 4 copy(ies) are included An electronic version of the proposal (CD-Rom) is enclosed Each partner has completed and signed a partnership statement and the statements are included. Please indicate Not applicable (NA) if you have no partner The budget is presented in the format requested, is expressed in and is enclosed The logical framework has been completed and is enclosed
To be filled in by the applicant Yes No
X X X X X X X X X X X X
PART 2 (ELIGIBILITY) 9. The duration of the action is between 24 months and 42 months (the minimum and maximum allowed) 10. The requested contribution is between 450,000 EURO and 1,500,000 EURO (the minimum and maximum allowed) 11. The requested contribution is between 50% and 80% of the estimated total eligible costs (minimum and maximum percentage allowed) 12. The requested contribution has not been modified by more than 20% compared to the amount requested at concept note stage].
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7.
DECLARATION BY THE APPLICANT
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8.
ASSESSMENT GRID OF THE FULL APPLICATION FORM

YES NO
OPENING &ADMINISTRATIVE CHECK AND CONCEPT NOTE EVALUATION
1. The submission deadline has been respected 2. The checklist of the Application form has been duly completed The administrative verification has been conducted by: Date: DECISION: A. The Committee has decided to evaluate the Concept Note after having passed the Administrative check. B. The Committee has decided to recommend evaluating the full application form The evaluation of the Concept Note has been conducted by: Date: ]
OPENING &ADMINISTRATIVE CHECK OF THE FULL APPLICATION FORM
1. The submission deadline has been respected 2. The checklist of the Application form has been duly completed. DECISION : The Committee has decided to evaluate the full application form after having passed the administrative check. The administrative verification has been conducted by: Date:]
EVALUATION OF THE FULL APPLICATION FORM
DECISION
A. The Committee has recommended the proposal for Eligibility verification after having been provisionally selected within the top ranked scored proposals within the available financial envelope. B. The Committee has recommended the proposal for Eligibility verification after having been put on the reserve list according to the top ranked scored proposals The evaluation of the proposal has been conducted by: Date:
ELIGIBILITY VERIFICATION
3. The checklist of the Application form has been duly completed. 4. The supporting documents listed hereunder, submitted according to the Guidelines (Section 2.4), satisfied all the eligibility criteria of the applicant and its partner(s) (if any) a. The applicant's statutes b. The statutes or articles of association of all partners c. The applicant's external audit report (if applicable) d. The Legal Entity File (see annex D of the Guidelines for Applicants) is duly completed and signed by the applicant and is accompanied by the justifying documents requested. e. A Financial Identification form (see annex E of the Guidelines for Applicants). f. Copy of the applicants latest accounts. The assessment of the eligibility has been conducted by:
Date:
DECISION:
The Committee has selected the proposal for funding after having verified its eligibility according to the criteria stipulated in the Guidelines for Applicants.
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Annex A Fina Doc For Eu 2013

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Contracting Authority:

Grant Application Form

Title of the action:

Location(s) of the action:

Name of the applicant Nationality of the applicant1

January 2012 CESVI Concept Note

January 2012 CESVI Concept Note

ACRONYMS LIST FOR CONCEPT NOTE

January 2012 CESVI Concept Note

3. The applicant ....................................................................................................................... 64

4. Partners of the applicant participating in the action ................................................ 65

January 2012 CESVI Concept Note

PART A. CONCEPT NOTE

Beneficiari es Estimated results

January 2012 CESVI Concept Note

1.2 RELEV ANCE OF THE ACT ION

January 2012 CESVI Concept Note

1.3 DESCRIPTION OF THE AC TION

ACRONYMS LIST FOR FULL PROPOSAL

January 2012 EuropeAid/132216/L/ACT/MM

PART B. FULL APPLICATION FORM 1. GENERAL INFORMATION

January 2012 EuropeAid/133370/L/ACT/ZA

2 000 500 300 2 000 500 150 1 500 5 000 3 000

2 000 500 300 2 000 500 150 1 500 5 000 3 000

24 000 6 000 3 600 24 000 6 000 4 500 18 000 60 000 36 000

24 000 6 000 3 600 24 000 6 000 5 130 18 000 60 000 36 000

20 000 661 100 2 100

20 000 663 200

10 000 193 600 630

10 000 194 230

1 000 1 000 500

8 000 3 000 40 000 51 000

8 000 3 000 40 000 51 000

Per flight Per flight Per flight -

1 000 1 000 500 -

2 000 1 000 12 500 15 500 -

2 000 1 000 12 500 15 500

70 000 3 600 1 465

9 800 504 205

79 800 4 104 1 670

Vehicle Vehicle Per set Per year Per set Set

35 000 1 800 1 465

70 000 3 600 1 465

9 800 0 0 0 504 205

79 800 0 0 0 4 104 1 670

250 600 100

42 000 25 200 4 200

5 880 3 528 588

47 880 28 728 4 788

Per month/car Per month

250 600 100

12 000 12 000 1 200

1 680 1 680 168

13 680 13 680 1 368

JanuaryBudget 2012 final EuropeAid/133370/L/ACT/ZA

Annex B. Budget for the Action1 Expenses Unit

Costs incl VAT (in EUR)3

Costs (in EUR)3

Per month Per month

9 600 4 200 97 800 588 10 584

9 600 4 788 108 384

Per month Per month -

4 800 1 200 10 800 168 336