Lake Victoria

Although pollution hotspots were identified, the merged component (including Water Quality, Industrial and Municipal Waste Management, and Management of Pollution Loading) became too focused on data collection with inadequate emphasis on addressing the critical pollution problems in the lake, especially related to urban wastewater flowing into the Winam Gulf at Kisumu. An industrial tertiary treatment pilot was set up but not subsequently applied on a larger scale. Improvement of Kisumu wastewater treatment plant had to be deferred when it became clear that IDA financing would not be extended. Attempts were made to model factors affecting water quality withoutsolid success.

Support to co-management and creation of Beach Management Units (BMUs) has helped bring an estimated decline in illegal fishing by about one third. The component achieved notable success in harmonizing the fisheries legislative and regulatory frameworks among the three countries. The Fish Levy Trust (FLT) is not yet operational in Kenya. Gazetted fishing areas were established as were Community Conservation Committees; closed fishing seasons were instituted but need to be enforced.

INDICATOR 1. Completion of gazetting and regulating fish landing sites within pilot zone areas and enforcing acceptable fishing practices within a 5 km radius of fishing villages within these areas, with full participation of lakeshore fishing communities. Gazetting of landing areas was successfully undertaken. Co-management through 51 active Beach Management Units (BMUs) was noted. And overall illegal fishing reduced in all countries.

The component undertook various activities in afforestation with support to community nurseries. It did not track cost-effectiveness, survival rate or have an exit strategy in place, which is likely to impede the success and survival rate of many of its activities. Nevertheless, the component collaborated with other catchment based activities to opportunities for diversification for communities. It is expected that the experience gained through this project will be useful in Kenya’s implementation of its Forest Policy, which emphasizes co-management.

INDICATOR 2. Establishing sustainable long-term capacity for management and control of water hyacinth and other invasive weeds in Lake Victoria Basin, through integrated weed control methods and community involvement Even though the component sought primarily to strengthen capacity, implementation was able to move further and address the problem itself. Water Hyacinth infestation was reduced to biological equilibrium levels representing an approximately 85 % reduction of the previous levels. There was strong community involvement in control activities. There has been a remarkable decrease (85 percent) in the water hyacinth infestation in the Lake, which is down to non-nuisance levels. One of the pilots supported in Kenya under this component was subject to an Inspection Panel (discussed below) when an Non-Governmental Organization (NGO) complained that communities had not been consulted sufficiently regarding experimental mechanical chopping of hyacinth in their area. As a result of the Inspection Pane,l emphasis on consultation and community outreach in implementation of the project was increased. Mechanical chopping as a control mechanism was not further pursued because by that point it was clear that biological control was a superior approach.

Instrument: protocol for sustainable development of the Lake Victoria Basin "INDICATOR 2. Harmonization among the three countries legislation addressing management of fisheries and environment variables important in the lake basin, and improved enforcement of this legislation. Notable success in harmonizing the fisheries legislation and regulatory frameworks among the three countries and enforcement of the fisheries legislation was initiated in all countries. The LVFO was established to play a crucial role in the implementation and enforcement of the legislations in the fisheries sector. Thr project also supported the development of co-management institutions or Beach Management Units (BMUs) and this institutional change helped improve the effectiveness of fisheries extension and strengthen fish quality assurance. " (#88, Lake Victoria Basin) "Lake Victoria Basin Commission is established by a protocol for sustainable development of Lake Victoria basin under article 33 as a permanent apex institution of the community responsible for the lake basin. The objectives and broad functions of the secretariat of the commission is to promote, coordinate and facilitate development initiatives within the Lake Victoria basin. The signing of the protocol for sustainable development of the Lake Victoria Basin on the 29th November 2003 and its ratification in December 2004, in effect cleared the way for the establishment of the lake Victoria Basin Commission." (#2405, Lake Victoria II) "Lake Victoria Basin Commission is established by a protocol for sustainable development of Lake Victoria basin under article 33 as a permanent apex institution of the community responsible for the lake basin. The objectives and broad functions of the secretariat of the commission is to promote, coordinate and facilitate development initiatives within the Lake Victoria basin. The signing of the protocol for sustainable development of the Lake Victoria Basin on the 29th November 2003 and its ratification in December 2004, in effect cleared the way for the establishment of the lake Victoria Basin Commission." (#3399, Lake Victoria Basin III)

Bodies: Lake Victora Basin Commission, Lake Victoria Fisheries Organization GEF Project: "INDICATOR 1. Establishment of the Lake Victoria Fisheries Organization (LVFO) The project resulted in the LVFO being active and coordinating regional activities. The three countries made considerable progress in advancing the regional perspective in both planning and implementation. The Lake Victoria Fisheries Organization was operationalized, although it requires strengthening. Fisheries sector frameworks were harmonized and regional information exchange was strengthened. During the course of implementation of the project, the East African Community (EAC) was re-established and recognized coordination of activities in Lake Victoria as among its priorities. Although the role of the EAC was not foreseen during preparation of the project and required some adjustment in understanding of responsibilities, it has been an important breakthrough in facilitating shared management. The EAC passed the Lake Victoria Protocol and, with its ratification by member states in November 2004, created the Lake Victoria Basin Commission (LVBC) based in Kisumu. A common Lake Victoria vision was developed by the partner states with extensive consultation at the community level. Through the EAC and LVBC it is expected that the riparian states will be in a strong position in the future to act on the enhanced knowledge about the lake by agreeing on common enforcement of standards and regulations, some of which are now on the books but unevenly enforced. The national secretariat was under the Ministry of Environment, Natural Resources and Wildlife, and reported to the Permanent Secretary of the ministry. The office was originally in Nairobi at the ministry headquarters, but moved to Kisumu in 2001/02 to be nearer the project operations, partly staffed by seconded ministerial staff and contract staff. Although systemic issues were a key factor in the delays in flow of funds, the secretariat's was unable effectively to address the problem. Long and continued dissatisfaction with the Secretariat’s performance resulted in the termination of the National Executive Secretary’s contract in May 2002. A new Secretary was appointed who remained until the end of 2002, when the whole Secretariat was dismissed due to heightened dissatisfaction with observed performance. Kenya Agricultural Research Institute (KARI) was then made the implementing agency in recognition of KARI's past success in implementation of projects and due to the need to find an agency able to implement the GEF financed activities that had to continue in Kenya for the regional effort to succeed. The transition was far from smooth and the new secretariat was only able to come on board in late 2003. This secretariat functioned strictly in a coordinating role and left implementation to the components. The components did appreciate the facilitative role of the coordinator in Kisumu, and KARI supported an increased pace of implementation compared to the earlier period. Nevertheless, implementation continued to be constrained by new problems with flows of funds. A detailed audit of financial management after the shift of responsibility for implementation to KARI revealed problems of commingling of project funds, resulting in some financing of LVEMP activities out of other sources, and use of LVEMP funds for other activities. Delays in flow of funds even after the transfer of implementing responsibility constrained activity within the components, and reduced overall effectiveness." (#88, Lake Victoria Basin)

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