The World Bank TN-Sustainable Oasis Landscape Management Project (P169955) Project Information Document (PID) Appraisal Stage | Date Prepared/Updated: 13-Dec-2019 | Report No: PIDA27022 Oct 09, 2019 Page 1 of 14 The World Bank TN-Sustainable Oasis Landscape Management Project (P169955) BASIC INFORMATION OPS_TABLE_BASIC_DATA A. Basic Project Data Country Project ID Project Name Parent Project ID (if any) Tunisia P169955 TN-Sustainable Oasis Landscape Management Project Region Estimated Appraisal Date Estimated Board Date Practice Area (Lead) MIDDLE EAST AND NORTH 02-Dec-2019 25-Mar-2020 Environment, Natural AFRICA Resources & the Blue Economy Financing Instrument Borrower(s) Implementing Agency Investment Project Financing Republic of Tunisia Ministry of Local Affairs anb Environment - DGEQV Proposed Development Objective(s) Strengthen the integrated development of oasis landscapes in targeted governorates in Tunisia Components Improving the environmental and economic management of oasis landscapes Promote sustainable investment in oasis landscapes Project Coordination and Management PROJECT FINANCING DATA (US$, Millions) SUMMARY -NewFin1 Total Project Cost 65.75 Total Financing 65.75 of which IBRD/IDA 50.00 Financing Gap 0.00 DETAILS -NewFinEnh1 World Bank Group Financing International Bank for Reconstruction and Development (IBRD) 50.00 Oct 09, 2019 Page 2 of 14 The World Bank TN-Sustainable Oasis Landscape Management Project (P169955) Non-World Bank Group Financing Counterpart Funding 15.75 Borrower/Recipient 10.75 Local Beneficiaries 5.00 Environmental and Social Risk Classification Moderate Decision The review did authorize the team to appraise and negotiate Other Decision (as needed) B. Introduction and Context Country Context 1. It is widely recognized that Tunisian economic policies of the 1990’ and 2000’ delivered significant achievements, including growth rates above the regional average, impressive progress in human development indicators and reduced poverty. However, the success of these policies has been mixed, because they have failed to address, and even exacerbated, the deep-rooted distortions in the economy that closed the channels for a more equal and inclusive society. 2. Tunisia has reached an important milestone. While some progress has been made the last years have been characterized by sluggish economic growth and low productivity with a growth profile that has not delivered much-needed jobs and economic prosperity, particularly for the youth and women. Tunisia’s growth performance has been weak and mostly driven by consumption, while investment, export, and productivity growth have been low. Economic growth averaged 1.5 percent per annum over 2011-2017. 3. Tunisia suffers from regional imbalances and gender disparities and its hinterland regions lag behind. Economic development has been characterized by significant regional imbalances between more developed coastal areas and lagging regions (in the North-Center, West-Center and South parts of the country), where many households remain only slightly above the poverty threshold and are vulnerable to exogenous shocks. There has been limited progress toward job creation. A study conducted by the International Labor Office (ILO) in June 2017, by comparing poverty rates, purchasing power, quality and proximity of public services, revealed significant inequality in various regions. According to the World Bank, wide socio-economic disparities are rooted in the Tunisian model mainly because of: (i) an economic duality, with a dynamic export-oriented sector in coastal regions alongside stagnant interior regions; (ii) prosperous areas along the coast and impoverished interior areas; and (iii) a differentiated labor market, Oct 09, 2019 Page 3 of 14 The World Bank TN-Sustainable Oasis Landscape Management Project (P169955) with secure jobs, mostly in the public sector, in contrast with rising unemployment and precariousness in the private sector - particularly affecting women, young and more educated Tunisians.1 The most important factors explaining regional disparities in Tunisia are: economic policies (industrial policy and labor market regulation and agricultural policy); persistent gaps in access to basic services (water, electricity, health, quality endowment and human capital); and a defective goods transportation system. 2 In addition, despite Tunisia’s advancement in promoting gender equality and effective protection of women's rights3, strong and persistent gender-based norms and attitudes undermine women’s empowerment, especially in the economic sphere4. 4. However, with a new Constitution adopted in 2014, a democratically-elected government established in 2015, and the presidential election in October 2019, there is today an unprecedented window of opportunity for Tunisia to embark on deep structural reforms to open the channels conducive to a more equal and inclusive society and put the country on a path of more economically and socially sustainable development. The Government of Tunisia has made significant efforts to address the above-mentioned problems through a Five-Year Development Plan 2016-2020 (FYDP) and an Economic and Social Roadmap (2018-2020) (as outlined below in Section B). The focus is now needed on accelerated implementation of economic reforms and concrete actions to consolidate the country macroeconomic and fiscal situation, improve the business environment to spur investment, exports and jobs and liberate resources to boost service delivery, strengthen the social protection system and entrepreneurship. Structural economic reforms must be supported, and greater socio-economic inclusion fostered, especially in the lagging regions and among the more disadvantaged segments of the society. Sectoral and Institutional Context 5. With their unique natural resources and the know-how of their populations, oases have been historical trading hubs, places of transit (migration and nomadism) and places where mathematical, agronomic and astronomical sciences and techniques have been developed and transmitted. From the nineteenth century, the colonialism and the establishment of administrative boundaries began to provoke a gradual transformation of the whole Saharan space into marginalized and fragmented peripheral areas. In Tunisia as in neighboring countries, this marked an irreversible social and economic decline of oases and their communities, with a deterioration in the various traditional flows of gold, slave labor, food and manufactured goods. Even before the discovery of oil and mineral wealth, the entire Saharan zone began to be considered essentially from the security angle and this prevailed to the detriment of social and economic development. With the progressive weakening of caravan activities (salt for the south and cereals for the north), oasis dwellers have retreated to marginal agro-pastoral activities. Climate hazards have hit their livelihoods hard, exacerbated their food insecurity and contributed to their marginalization, 1 IBRD et al. (2015) Country partnership framework for the Republic of Tunisia for the Period FY2016-2020; Aldana A.M. & El Fassi S. (2016) Tackling Regional Inequalities in Tunisia in Briefing Notes n.84 – April 2016, European Centre for Development Policy Management (ECDPM). 2 Banque mondiale (2015) Note d’Orientation sur les Disparités régionales en Tunisie. 3 The 2014 Constitution is considered the most progressive constitution in the Arab and Muslim world in terms of women’s rights . Several guarantees are devoted to it, namely: equality between citizens (Article 20) and the right to work in decent conditions and at equal pay (Article 40). In June 2016, the Tunisian Constitution was amended with a new element ensuring an even greater equality between its citizens and Article 49 establishes a better representation of women in local policies. 4 According to the World Development Indicator 2017, labor force participation rate (age above 15 years old, modeled ILO estimate) is 24.3% for female and 70.6% for male. Oct 09, 2019 Page 4 of 14 The World Bank TN-Sustainable Oasis Landscape Management Project (P169955) and have led to rural-urban migration and the initiation of alternative commercial activities. Moreover, the emergence of commercial traffic with the transport of illicit goods (cigarettes, weapons, smuggled cars, drugs and counterfeit medicines, and illegal migrants) has further contributed to fragilizing oasis communities. Taking advantage of the chronic poverty of the populations, extremist movements had great facilities to recruit their workforce among a clueless youth and the neglected of the modernity. The combination of insecurity, proliferation of weapons, rise of banditry and climate change have weakened the livelihoods of millions of people. All of this, in a global geopolitical context, has produced not only local but also far-reaching consequences that affect more particularly Africa, Europe and the Middle East.5 6. The main social, economic and environmental factors threatening that Tunisian oasis are well known, such as: the overexploitation of water resources and the creation of new irrigated palm groves (with consequent waterlogging of the irrigation network) resulted in increased soil salinization; loss of soil fertility; invasion of land and habitat by sand; and loss of biodiversity. In Tozeur, for example, one third of the total area of the oasis is now abandoned, threatened by an unstoppable process of desertification, aggravated by fires that ravage large areas of the oasis. Illegal exploitation of collective land systems (where water is technically accessible at low cost and high short-term economic benefits) and drilling are undergoing along with the development of new palm tree (mainly monoculture plantations of Deglet Nour),6 thus hindering the productivity and income diversification of poor and small producers. The development of uncontrolled tourism is also affecting oasis natural resources, mainly water. The absence of waste management practices coupled with non-compliance with phytosanitary regulations and poor control of water quality (for irrigation and human use) is increasing water scarcity in the region. 7 The rise in temperature projected in the coming years will also affect operating costs of tourist facilities. 7. The management of Tunisian oases has also been destabilized by a number of social factors, such as: a continued loss of traditional know-how; the collapse of traditional water management systems (leading to a considerable lengthening of water supply time allotments and a qualitative and quantitative degradation of date production); inheritance practices leading to continuous subdivision and fragmentation of land-holdings, including women’s limited access to private property; limited involvement of local populations, particularly women, in decision-making processes; weak capacity of civil society organizations; limited marketing opportunities for oasis products and by-products; limited access to producer credit; and, in general, the intensification of social tensions within and between oasis communities as a result of rising water scarcity. The negative impact of these factors is intensified by climate change, which is likely to result in many changes C. Proposed Development Objective(s) 5 See : Guibert B. (2017) Vers un développement des axes méridiens au Sahara. Note d’analyse stratégique (Centre d’Actions et de Réalisations internationales (CARI). 6A clear expansion of oasis areas occurred since the beginning of the implementation of the Southern Water Master Plan (PDES, 1975) and the successive water resources management strategies 1990-2000 and 2001-2011. Area increased from 16,720 hectares in 1974 to 31,500 hectares in 1993 and currently covers an area of 40,803 hectares. This increase is linked to the initiative of the State through numerous projects of modernization of hydraulic infrastructures, but also thanks to private initiatives creating new plantations. 7 See, among others, the results of research carried out in the oases of Nefzaoua by: Mekki I., Jacob F., Marlet S., Ghazouani W., 2013. Gestion des ressources en eaux souterraines en relation avec la durabilité des oasis : le cas de la région de Nefzawa en Tunisie. Journal of Environmental Management, 121: 142-151. Oct 09, 2019 Page 5 of 14 The World Bank TN-Sustainable Oasis Landscape Management Project (P169955) Development Objective(s) (From PAD) 8. The Waha Project Development Objective (PDO) is to strengthen the integrated development of oasis landscapes in targeted governorates in Tunisia (Gabes, Gafsa, Kebili and Tozeur). 9. Integrated development of oasis landscapes refers to long-term collaboration among different groups of land stakeholders, including private businesses, to achieve the multiple objectives required from the landscape (environmental, social and economic). Results will be achieved by simultaneously: (i) strengthening enabled environment for small and medium enterprises (SMEs) (measured by an index capturing their access to finance, access to markets and improved production capacity that will contribute to the creation of jobs and income in rural areas); (ii) improving land management (captured by areas under sustainable landscape management practices) that will contribute to conservation of biodiversity, reduced greenhouse gas emissions (GHG), reduced erosion and stabilization of the dunes and other environmental benefits. Key Results 10. The PDO-Level Results Indicators are the following: • Land area under sustainable landscape management practices (25,000 hectares);8 • SMEs receiving financing through the project (disaggregated by male/female-led SMEs) (250); • Target beneficiaries with rating “Satisfied� or above on project interventions (disaggregated by sex, age (15-35) (65%).9 D. Project Description 11. The project is structured around three mutually interrelated components that address the identified oases development constraints in selected governorates. Component 1 focuses on strengthening environmental and economic governance of oasis landscapes, which are the main backbones of the development of these landscapes. Component 2 focuses on promoting sustainable investment in oasis landscapes, firstly to restore their environmental and social functions and services, and secondly to increase the access of their products to domestic, national and international markets through approaches aimed at the development of productive alliances and value chains. Activities explicitly address climate-smart and sustainable agricultural practices; water saving, and mastering irrigation techniques; land degradation neutrality (LDN); and soil biodiversity conservation. And Component 3 focusing on the project and communication management to reach out local populations and key stakeholders. 12. All the components will directly address climate change-related objectives, namely: (i) promoting innovation and technology transfer for sustainable energy breakthroughs (supportive policies and strategies are fundamental to catalyze innovation and technology transfer for mitigation and enhance private sector investment); (ii) demonstrating mitigation options with systemic impacts (opportunities for an integrated approach to foster climate smart agriculture and sustainable land management while also increasing the prospects for food security for smallholders and communities that are dependent on farming for their livelihoods); and (iii) fostering enabling conditions for mainstreaming mitigation concerns 8 This indicator refers to 75 percent of a total area of about 33,000 ha. 9 All these indicators will be measured for each of the four governorates, before being consolidated for the project as a whole. Oct 09, 2019 Page 6 of 14 The World Bank TN-Sustainable Oasis Landscape Management Project (P169955) into sustainable development strategies. 13. The project will harness the potential of disruptive digital technologies to take advantage of the opportunities they offer. Stakeholders will be supported to fully understand the potential of breakthrough technologies and consistently apply them. COMPONENT 1: Improve the environmental and economic management of oasis landscapes ( about US$ 5 million) Sub-component 1.1: Promoting historical oases as part of the national heritage (Estimated budget: US$ 3 million) 14. This sub-component aims at promoting historic oasis as national cultural and natural heritage. (i) Designating historic oases as national heritage sites (estimated budget: 1 million US dollars) 15. In all historic oases, which are currently threatened and destabilized by numerous factors, the project will contribute to creating and implementing an innovative and dynamic approach aimed at providing them with a special status: that of National Heritage Oasis Site (NHOS). In this regard, in order to set up the NHOS status, three set of activities will be undertaken: (a) analyses of existing legal and institutional provisions to support specific sites labeling and provide necessary recommendation for improvement; (b) development of contractual specifications related to the NHOS status aiming to promote an environmentally appropriate, socially beneficial and economically viable management of oasis landscapes; and (c) conduct a process of formal labeling of historic oases, i.e., oases that respond to specific environmental, economic, social and aesthetic parameters. Overall, labeling is considered as a mechanism of good economic governance aimed at providing stakeholders with financial incentives to practice their activities (agriculture, pastoralism, handicraft, ecotourism, etc.) in a way that preserves the biodiversity and the ecosystem services of their landscapes, while improving their livelihoods, and integrating best production and processing practices and standards. (ii) Certification including Protected (or controlled) Designation of Origin (estimated budget: US$ 1 million) 16. The purpose of this activity is to promote the certification of oasis products and by-products in order to consider environmental, economic and social factors and provide security to producers and guarantee the product quality for the consumers. It will also increase livelihood diversification protecting the livelihoods of the most vulnerable citizens, while developing new, climate-friendly job opportunities and income diversification. In particular, it contributes to higher incomes and improved livelihoods in rural areas, where a substantial part of Tunisia’s poor and vulnerable live. For this reason, the certification process will involve a comprehensive inventory of agriculture, handicraft and ecotourism products and sub-products of Tunisian oasis landscapes that are managed by sustainable and climate smart practices. (iii) Capacity-building and awareness-raising activities (estimated budget: US$ 1 million) 17. To support the implementation of the project activities, capacity building initiatives will be organized for all stakeholders involved at national, regional and municipal levels. These initiatives will involve awareness- raising, education and training initiatives, particularly pertaining to: (i) the socio-economic and Oct 09, 2019 Page 7 of 14 The World Bank TN-Sustainable Oasis Landscape Management Project (P169955) environmental challenges of natural and cultural oasis heritages and their integrated sustainable development; (ii) the economic and commercial issues at stakes of oasis landscape labeling; (iii) the encouragement to use renewable energy in oases landscapes; (iv) the certification schemes; (v) the development of oasis products certification codes to respond to climate risks; (vi) the productive alliances and value chains development approaches; and (vii) fair trade. Coordinated capacity building initiatives (including study tours) will be organized within the context of a future regional program covering oasis ecosystems in MENA countries. Sub-component 1.2: Local planning (Estimated budget: US$ 2 million) 18. The project will support the ongoing local planning framework as required by the decentralization, which considers local municipalities (collectivités locales) as a driver of local development in accordance with the requirements of the Constitution. Local municipalities must develop their Local Development Plan (LDP), a comprehensive reference framework for all their actions as well as those of their related municipal bodies. The Waha Project will use the local government training and local development planning tools developed by the Urban Development and Local Governance Program (UDLGP) (P167043), while adapting them to a rural context. 19. The project will support the communes, through an inclusive, participatory and democratic planning process to develop their LDP taking into consideration rural and urban territories as requested by the decentralization law. In this regard, the LDP elaboration will consider: the land potential; the condition and resilience of existing resources; key social, cultural and economic factors and their impacts; issues related to vulnerable groups and gender (particularly female unemployment); and participation of all relevant stakeholders. COMPONENT 2: Promote sustainable investment in oasis landscapes (Estimated budget: US$40 million) 20. This component will provide grants, and co-financing grants to support strategic and technically feasible investments (subprojects) in order to restore and develop oasis landscapes functions and promote practices and productions that are respectful of the environment and adapted to local potential. Sub-component 2.1: Restoring oasis Landscapes functions (Estimated budget: US$25 million) 21. By supporting three kinds of priority work and activities, the proposed project aims at restoring the functions and resilience capacity of oasis ecosystems. More specifically, it will focus in the role of improved soil management techniques to change the ability of soils to perform their functions and to mitigate climate change effects through increased soil organic carbon sequestration. Farmers will be encouraged to implement adaptations as a result of multiple, intertwined driving forces, including market price changes, new technologies, and improved knowledge in combination with climate change. 22. The first category of priority work and micro-projects is related to necessary physical actions that are essential to restore the ecosystem conditions and improve integrated landscape management (tangible assets or capital) and which are related to soil, water and air quality. 23. The second category of sub-projects is related to necessary actions that are essential to restore the productivity of the oasis ecosystem and climate smart agriculture practices. Oct 09, 2019 Page 8 of 14 The World Bank TN-Sustainable Oasis Landscape Management Project (P169955) 24. The third category of sub-projects is related to necessary actions that are essential to restore and promote the intangible heritage of the historical oasis. 25. Project interventions will follow the systematic approach to achieving the goal of land degradation neutrality - namely, avoiding and reducing land degradation and reversing land degradation through sustainable land management practices. Sub-component 2.2: Supporting oases productive alliances and value chains (Estimated budget: US$15 Million) 26. This subcomponent aims to enhance access to economic opportunities and markets to improve livelihoods in rural areas and diversification of income for intended beneficiaries and vulnerable populations primarily by co-financing investments in Productive Alliances (PAs) and Value Chain (VC) development. a) Agricultural and craft productive alliance and value chain activities (Estimated budget: US$8 million) 27. The project will support the development of oasis landscape products (dates, fruit trees, aromatic plants and medicinal plants, therapeutic and culinary plants, olive oil, cereal and fodder crops, henna, tobacco, meat, milk etc.) and by-products (such as organic waste), as well as the craft products (weaving and basketry) under productive alliance (PA) and / or value chain (VC) approaches b) Development of sustainable ecotourism (Estimated budget: 7 million) 28. The project will support a range of complementary activities aimed at supporting ecotourism development with the aim to promote cultural oases heritage and the uniqueness of oasis landscapes. Under this sub- component 2.2, institutional arrangements are as follows: (i) Activities 2.2 (a) for the preparation of productive alliance and ecotourism micro-projects: The selected partner institution (PI) will provide support and guidance to GDAs, CSOs and SMEs, in collaboration with line departments (CRDA, tourism, heritage, etc.); for the preparation and monitoring of PA initiatives. For the development of value chains, the PMU will contract, if necessary, the Multi- Institutional Task Force for Value Chain Development (TFSCV); (ii) Activities 2.2.(b) for sustainable ecotourism: MALE will establish an agreement with ONTT which will prepare a call for tenders (to be published by the PMU) to recruit a specialized firm in ecotourism development. This firm will (i) provide technical support and guidance to local stakeholders, in collaboration with line departments (CRDA, tourism, heritage, etc.); for the preparation and submission of sub-projects to local government service (LGS); (ii) ensure supervision of the implementation of validates sub-projects. The ONTT will monitor the activities of the firm, validate its reports and authorize payments and report back to the PMU. COMPONENT 3: Project Coordination and Management (about US$ 5 million) Oct 09, 2019 Page 9 of 14 The World Bank TN-Sustainable Oasis Landscape Management Project (P169955) Subcomponent 3.1: Coordination, Management and Monitoring & Evaluation (Estimated budget: US$3.5 million) 29. The project will support the creation and operation of: (i) Project Management Unit (PMU), which, hosted by the Ministry of Local Affairs and Environment (MALE), will ensure fiduciary management, procurement, monitoring and evaluation for all project activities for overall project activities, including a monitoring system consistent Sustainable Development Goal (SDG) targets, particularly SDG 15.3 and its indicator 15.3.1 on LDN, while managing the project’s special accounts; prepare consolidated annual work programs and budgets; coordinate procurement and financial management reporting; and coordinate and consolidate periodic progress reports for the project activities. The participation of all relevant stakeholders involved in the regular monitoring and validation of LDN status reporting as well as project implementation outcomes, with a particular attention to gender, will be ensured. (ii) Regional Project Implementation Unit (UREP) in each of the four participating governorates (Gabes, Gafsa, Kebili and Tozeur), which, in close collaboration with all the institutional actors at governorate and commune levels, will prepare annual work programs and budgets (to be submitted to the PMU), execute all project activities, and ensure the management of environmental and social aspects, monitoring and evaluation and procurement. Subcomponent 3.2: Communication (Estimated budget: US$ 1.5 million) 30. The PMU and the UREPs will carry out all communication and information exchange with all stakeholders on the heritage values of NHOs and project interventions. This will involve, the design, development and maintenance of a dedicated website, with up-to-date information on the progress of the project, and serve as a platform for discussion on NHOS issues and challenges among all stakeholders, national, regional and local actors and the public. For all its activities, the project will promote digital and disruptive technologies applied to agriculture, value chains, biodiversity, and ecotourism and all supported activities will be promoted through the project to facilitate access to information for the promotion of oasis ecosystems products and help local stakeholders improve their livelihoods through better market connection. These technologies offer a wide range of solutions to some challenges mostly through improved information and communication processes. Disruptive technologies offer new opportunities through the availability of highly interconnected and data intensive computational technologies which can be applied to all aspects of proposed activities. It reflects a shift from generalized management of resources towards highly optimized, individualized, real time, hyper-connected and data driven management. The desired outcome of disruptive technologies are more productive, equitable and sustainable systems. They can leverage the smart use of data and communication to achieve oasis ecosystem optimization. . . Oct 09, 2019 Page 10 of 14 The World Bank TN-Sustainable Oasis Landscape Management Project (P169955) Legal Operational Policies Triggered? Projects on International Waterways OP 7.50 Yes Projects in Disputed Areas OP 7.60 No Summary of Assessment of Environmental and Social Risks and Impacts . The Environmental risks, both contextual risks and potential risks induced by the project investments, are deemed substantial due to the specificity of the area of intervention. The nature of activities to be funded have mainly positive Environmental impacts. Negative Risks/impacts are mainly due to the sensitivity of the area of intervention. The main Risks/impacts of activities are mostly on water resources, Biodiversity and quality degradation of soils. The potential for cumulative impacts may exist, but they can be readily avoided or mitigated by adequate mitigatory and/or compensatory measures. The social risks, both contextual risks and potential risks induced by the project investments, are deemed moderate. Social exclusion and land acquisition are the potential risks identified. The overall purpose of the project is to enhance environmental management of oasis, sustain and if possible diversify income generating activities, strengthen resilience of oasis dwellers and reduce social insecurity; as such, the reduction of social risks is part of the project prerogatives. E. Implementation Institutional and Implementation Arrangements 31. The organizational arrangements include national, regional and municipal levels: a) At central level: • The Steering Committee (COPIL), created by ministerial decision and co-chaired by the Minister of MALE, the Minister in charge of Agriculture, and the Minister of Investment, Development and International Cooperation and made up of different stakeholders, will supervise and validate all project activities (with bi-annual meetings); • A Project Management Unit (PMU), staffed by MALE staff or possibly dedicated staff, MARHP and other departments, will be created by decision of the Minister of Local Affairs and Environment. The PMU will provide fiduciary management and procurement and environmental and social risk management for all project activities and will implement the project. In this respect, a Framework Contract will be established between the PMU and a technical assistance firm (which will be identified later), to mobilize, at the request of the PMU, the necessary support in the management and project coordination, procurement, financial management, monitoring and evaluation, and measures related to environmental and social norms. Oct 09, 2019 Page 11 of 14 The World Bank TN-Sustainable Oasis Landscape Management Project (P169955) • A Project Management Committee (COGEP), comprising members of the PMU and a focal point at the level of the ministerial departments of MAHRP, the Ministry of Tourism and Handicrafts (MTA) and the Ministry of Cultural Affairs (MAC), will provide advisory services and support the PMU in the implementation of the project, ensuring the adherence of each stakeholder to project activities and facilitating the regular exchange of information (on a monthly base). If necessary, representatives of other institutions – including regional institutions - may be invited to participate in the work of this Committee. The COGEP will act as a multisectoral technical “think-tank� and advisory body aimed at fostering concrete, monthly cooperation between the project Team and different deconcentrated technical departments. • A partner institution will be responsible for supporting UREPs and participating municipalities in the design and implementation of community micro-projects. This institution, which will be identified by the PMU on a competitive basis, will provide technical coordination, support for the preparation and implementation of community micro-projects in close collaboration with civil society organizations (CSOs) and micro, small and medium-sized enterprises (MSMEs). b) At regional level: • In each Governorate, the Regional Council (RC), headed by the Governor and made up of representatives of main regional institutions and administrations, will be responsible for supporting the implementation and monitoring of the project at regional level and in close collaboration with participating Communes (particularly their PDL Implementing Committee (CE/PDL), and to return its work to the COPIL. • A Regional Project Implementation Unit (UREP), hosted by the Governorate at the level of the Local Government Service (Services des Collectivités locales), will be responsible, in close collaboration with all regional and municipal institutional actors, to mobilize local stakeholders, prepare annual work plans and budgets (to be submitted to the PMU), to carry out all project activities, to manage procurement procedures to ensure monitoring and evaluation. c) At the level of each of the 29 participating Communes: • In each Commune, the LDP Development Committee (CPS /LDP) - provided by law - is responsible for drafting the LDP. The project will provide the necessary support to this Committee in order to: (i) support the development of the LDP in the targeted municipalities; (ii) validate the eligible subproject files; and (iii) monitor the implementation of these sub-projects. . CONTACT POINT World Bank Oct 09, 2019 Page 12 of 14 The World Bank TN-Sustainable Oasis Landscape Management Project (P169955) Taoufiq Bennouna Sr Natural Resources Mgmt. Spec. Borrower/Client/Recipient Republic of Tunisia Implementing Agencies Ministry of Local Affairs anb Environment - DGEQV Hedi Chebili Chebili General Manager hedi.chebili@mineat.gov.tn FOR MORE INFORMATION CONTACT The World Bank 1818 H Street, NW Washington, D.C. 20433 Telephone: (202) 473-1000 Web: http://www.worldbank.org/projects APPROVAL Task Team Leader(s): Taoufiq Bennouna Approved By Environmental and Social Standards Advisor: Practice Manager/Manager: Country Director: Tony Verheijen 18-Dec-2019 Oct 09, 2019 Page 13 of 14 The World Bank TN-Sustainable Oasis Landscape Management Project (P169955) Oct 09, 2019 Page 14 of 14