Total PMC 24,200 39,300 39,300 39,168 24,000 $165,968 PROJECT TOTAL $816,700 $1,085,300 $749,300 $528,668 323,000 $3,502,968
Amount Year 1 (USD) Amount Year 2 (USD) Amount Year 3 (USD) Amount Year 4 (USD) Amount Year 5 (USD) Total (USD) Grant – GEF
Co-finance – UNDP
Co-finance – Government
TOTAL 8,627,214 7,497,300 5,825,300 6,078,668 2,339,000 30,367,482
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Costs of procuring specialist international services for Outcome 1:
(i) Chief Technical Specialist (long-term) to provide technical support and coordination on IAS management issues, especially on pathway analysis of IAS, NISFSAP, risk assessment,
prevention and quarantine. The expert will have knowledge and experience across the range of IAS management strategies, particularly prevention/restriction; inspection and quarantine
and provide guidance and strategy on IAS assessment, management and prevention to the project team, the lead agency (BAF) and an extensive array of other stakeholders at national,
regional, island and community levels (Outputs 1.2, 1.3 and 1.5). The Expert will work alongside the Project Coordinator and ensure that the project and project tasks are on and remain on
task throughout the duration of the project period. 48 months at USD 9,000/month = USD 432,000 (cost shared with Outcome 2) = USD 432,000/2 = USD 216,000.
(ii) Legal Specialist for drafting of invasive species legislation following NISFSAP (Output 1.2). Eight months short-term (4 months each in Year 2 and 3) = USD 9,000 x 8 = USD 72,000.
Cost of appointing:
(i) A National Project Coordinator (Technical Support) for 48 months for PIU who will be tasked with management and oversight and technical coordination of project activities across the
components (Outcome 1), USD 2,500/month x 48 = USD 120,000 (cost-shared with Outcome 2 and Project Management) = 25% of USD 120,000 = USD 30,000.
International and domestic travel costs (airfare, car hire, daily allowance, accommodation) for CTS and four specialist international consultants listed above = USD 72,000.
Travel and related costs associated with Outcome 1 for BAF and partner staff and PIU (Outcome 1) = USD 60,000.
Computer, software and accessories for BAF database development (Output 1.2) = USD 10,000.
Contractual services for technical support, publications, communication and publicity events related to following:
(i) Data Base Specialist (International) to conduct a desktop exercise to compile detailed information regarding IAS currently within the country, IAS which threaten the country and
biodiversity including endemics, threatened species and protected areas (Output 1.2). It is recommended that this compilation of IAS information for Fiji include the following: inventory of
IAS by district, island group and/or island; inventory of endemic and threatened species by district, island group and/or island; inventory of designated nature areas and ecosystems;
inventory of risk species already established in Fiji. Four months over a 3-year period at USD 10,000/month = USD 40,000.
(ii) Training Specialist (International) to develop long-term biosecurity training strategy and plan (Output 1.3). Two months at USD 10,000/month = USD 20,000.
(iii) Biosecurity Specialists (International) to conduct in-country specialized biosecurity-related training (Output 1.3). One month for Years 2, 3 and 4 at USD 10,000/month x 3 = USD 30,000.
(iv) Economic Assessment Specialist (national) (conducted in conjunction with FNU, USP and BAF) in Year 1 for supporting economic assessment of impacts of IAS (Output 1.4). Eight months
at USD 2,500/month = USD 20,000.
(v) Printing and communications related to NISFSAP (Output 1.2) = USD 25,000.
(vi) Outreach for the EDRR for public vigilance (Output 1.5) = USD 45,000.
Costs of purchase of offices supplies, stationery and related operating expenses for preparation of NISFSAP, EDRR, BAF database, and multi-sectoral coordinating committee, etc under
Outcome 1 = USD 40,000.
Cost of stakeholder forums, decision-making meetings and training workshops related to (covering room costs, catering, per-diem, travel costs for participants, materials etc.):
(i) Stakeholder forums for preparation of NISFSAP (Output 1.2). Four forums at USD 5,000 each = USD 20,000.
(ii) Stakeholder forums for preparation of BAF’s multi-year strategy (Output 1.3). Two forums at USD 5,000 each = USD 10,000.
(iii) Stakeholder forums and training relating to preparation of EDRR plan (Output 1.5). Four forums at USD 5,000 = USD 20,000.
(iv) Stakeholder forums for implementation of long-term biosecurity strategy and plan (Output 1.3). Two forums at USD 5,000 = USD 10,000.
(v) In-country specialist training programs on various IAS and biosecurity related themes for national and field staff on key topics related to biosecurity under Outcome 1 such as: (a)
surveillance and prevention strategies and tools; (b) legal and policy approaches to manage IAS; (c) cost-benefit assessment of IAS prevention and management; (d) IAS risk analysis; (e)
identification of IAS; (f) taxonomy; (g) rapid response; (h) veterinary and others. About 4-5 (3-5 day) training sessions/year in Years 1-5. (USD 5,000-10,000 each) = USD 160,000.
(vi) Participation in regional/international training workshops for BAF and other national partner agency staff on topics listed in 7(v) above (Output 1.3) at 5 persons/year in Years 1-4 at
USD 5,000 each = USD 5,000 x 5 x 4 = USD 100,000.
Training activities (v) and (vi) will be defined through the NISFSAP and Biosecurity training strategy and Plan. Chief Technical Specialist, Legal Specialist and Biosecurity Specialist will facilitate
the training for in-country training activities.
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Miscellaneous expenses including costs associated with compilation of NISFSAP sections, including possible local consultant reviews, discussion papers, meetings etc. and maintaining a
dedicated phone line for reporting IAS as part of EDRR implementation (Outputs 1.2 and 1.5) = USD 10,000.
Costs of procuring specialist international services for Outcome 2:
(i) Chief Technical Specialist (long-term) to provide technical support and coordination on IAS management issues, especially on pathway analysis of IAS, NISFSAP, risk assessment, prevention
and quarantine. The expert will have knowledge and experience across the range of IAS management strategies, particularly prevention/restriction; inspection and quarantine and provide
guidance and strategy on IAS assessment, management and prevention to the project team, the lead agency (BAF) and an extensive array of other stakeholders at national, regional, island
and community levels. The Expert will work alongside the Project Coordinator and ensure that the project and project tasks are on and remain on task throughout the duration of the
project period (Outputs 2.2 and 2.3). 48 months at USD 9,000/month = USD 432,000 (cost shared with Outcome 1) = USD 432,000/2 = USD 216,000.
Local consultant/contract costs as follows:
(i) National Project Coordinator (Technical support) for 48 months for PIU who will be tasked with management and technical oversight and coordination of project activities across the
activities in Output 2.1, 2.2 and 2.3. USD 2,500/month x 48 = USD 120,000 (cost shared with Outcome 1 and PM) = 25% of USD 120,000 = USD 30,000.
Contractual services for technical support as follows:
(i) Database Specialist for development of collated database of four islands (Output 2.1). Three months spread over three years at USD 8,000/month = USD 8,000 x 3 = USD 24,000.
(ii) Updating of data for four island database (Output 2.1). Six months at USD 2,500/month = USD 15,000.
International and domestic travel costs and per-diem for Chief Technical Specialist and international consultants (database specialist) for activities under Outcome 2 = USD 50,000.
Equipment and leasing costs for:
(i) Equipment costs for database development for four islands (Output 2.1) = USD 10,000.
(ii) Equipment for enhancing biosecurity inspection at four islands (e.g. veterinary and communication equipment, scopes, computers, mirrors on poles for boat hull inspections, and other
high end surveillance equipment etc. (Output 2.2) = USD 140,000.
(iii) Costs of (i) one vehicle (leasing costs of USD 40,000) and (ii) four boats (USD 20,000 leasing costs) for front line BAF and partner staff servicing Taveuni and islets to facilitate IAS
prevention, control and management (Output 2.2) = USD 60,000.
Training and workshop costs (covering room costs, catering, per-diem, travel costs for participants, local resource personnel, materials etc.) for new and existing BAF and partner agency
staff on the four islands to increase IAS prevention in topics such as surveillance and monitoring techniques and tools, operation of X-ray machines at domestic airports and goods and
passenger landings, treatment of pests and pest products, including quarantine, taxonomic training on identification of pests, goods clearance procedures and reporting, etc. (Output 2.3).
Two workshops in Year 1 and 5 and three in Years 2-4 (2-5 day workshops) at USD 6,000/each x 16 = USD 96,000.
Overhead costs for purchase of offices supplies, stationery and related operating expenses for four island operations (Outcome 2) = USD 40,000.
Maintenance and operating costs for vehicles and boats (Outcome 2) = USD 40,000.
Costs of procuring specialist international best practice eradication technical support for Outcome 3:
(i) International Reptile Eradication Specialist to develop GII eradication plan and provide training and oversight (Outputs 3.2 and 3.3) for 11 months spread over the project at USD
12,000/month x 11 months = USD 132,000.
Costs of procuring local expertise to boost eradication efforts and identification of GII impacts:
(i) Completion of community perception assessment of GII damage (Output 3.5; conducted in conjunction with FNU, USP and BAF) at USD 2,500/month x 4 months (2 months in each of
Year 1 and 5 = USD 10,000.
(ii) Design and completion (in conjunction with FNU, USP and BAF) of native iguana population surveys on islands to monitor potential impacts due to GII (Output 3.4) for 4 months in Year
1 and 2 months in Year 5 at USD 2,500/month = USD 15,000.
(iii) Four national Field Project Coordinators for Taveuni and islets (Output 3.3) at USD 1,000/month x 48 months = USD 192,000.
International and domestic travel costs and per-diem for international consultants (Outputs 3.1, 3.2 and 3.3) = USD 100,000.
Contractual services for firm/individual for:
(i) Two short-term field eradication specialists to provide cost-sharing of international best practices (e.g. New Zealand) in capture detection and capture techniques (Output 3.3) = 2 weeks
each at USD 5,000 each x 2 = USD 10,000.
(ii) Dog trainers to select and train native dogs and dog handlers in detection and capture of GII (Output 3.3) for 8 months spread over Years 1-4 = USD 12,000/month x 8 = USD 96,000.
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(iii) Hunting consultant to assess existing hunting techniques, train in international best practice hunting techniques and regularly evaluate and adjust eradication efforts (Output 3.3). Two
months in Year 1 and one month each in Years 2, 3 and 4 = USD 12,000 x 5 months = USD 60,000.
(iv) Development of multi-year outreach plans for Taveuni and islets (6 months in total for Year 1 and 2) (Output 3.1) = USD 8,000/month x 6 months = USD 48,000.
(v) Provision of veterinary services for hunting dogs, veterinary consumables, operation of kennels etc. (Output 3.3) at USD 10,000 in Years 1,5 and USD 20,000 in Years 2-4 = USD 80,000.
(ii) Design and preparation of materials for four island outreach program (Output 3.1) = USD 20,000.
Equipment costs for the following for eradication operations:
(i) Camping equipment (tents, sleeping bags, cook stoves, etc.) for outreach (Output 3.1) and eradication program (Output 3.3) = USD 20,000.
(ii) Field equipment (Outputs 3.3 and 3.4) (binoculars, spotting scopes, cameras, etc.) = USD 20,000.
(iii) Survey and hunting related equipment (transmitters, receivers, rim-fire rifles/suppresses, GPS, etc.) (Output 3.3) = USD 80,000.
(iv) Equipment for Taveuni and islet outreach (projectors, screens, generators, etc.) (Output 3.1) = USD 25,000.
(i) Rental and maintenance for office in Taveuni (Outcome 3) at USD 20,000/year. Starting YR1, QTR3 and ending YR5, QTR2 (subsequent costs beyond YR5, QTR 2 to be borne by GOF)
= USD 80,000.
(ii) Costs of rental of 4 boats for GII survey work (Output 3.3), 2 for GII survey work in Taveuni; and 2 for survey on Qamea, Matagi and Laucala = USD 4,000/year = USD 20,000
(iii) Vehicle and boat operation and maintenance costs for survey (Output 3.3) and outreach work (Output 3.1) in Taveuni and islets at USD 16,000/year = USD 80,000
Stakeholder forums, decision-making and specialist training sessions (covering room costs, catering, per-diem, travel costs, local resource personnel, materials etc.) as follows:
(i) Stakeholder forums for development of GII eradication plan (detection, capture, dog training) (Output 3.3) at 4 workshops (2 days)/year in Year 1 and 2 at USD 2,500 each = USD 20,000.
(ii) Local stakeholder forums associated with outreach for local communities, tour operators, land owners, industry to facilitate detection of GII, record keeping, prevention of IAS movement
(Outputs 3.1 and 3.3) through 20 village level forums (e.g. 5 forums each in Years 1 and 2 and four forums in each of Years 3 and 4 and 2 forums in Year 5) at USD 2,000 each = USD 40,000.
(iii) International/regional study tours to study successful reptilian eradication methods (Output 3.3) in Year 1 and 2 at USD 7,000/person for 5 staff members = USD 35,000.
Overhead costs for purchase of offices supplies, stationery and related operating expenses for outreach and eradication work (Outputs 3.1 and 3.3) on four islands = USD 20,000.
Local consultant/contract for populating national database and clearing house (Output 4.2) = 2,500 x 8 months = USD 20,000.
Contractual services to firm for the following activities::
(i) Development of national outreach and awareness plan (International) (Output 4.1) (8 months through Years 2 and 3) = USD 10,000 x 8 = USD 80,000.
(ii) Development of on-line IAS clearinghouse (international) (Output 4.2) (1 month x USD 10,000) = USD 10,000.
(iii) Development of national IAS database (international) (Output 4.2) (3 months in Year 2 x USD 10,000/month) = USD 30,000.
(i) Design and reparation of materials for national outreach and awareness program (national) (Output 4.1) = USD 40,000.
(ii) Printing and publication of best practices and project lessons learned (national) (Output 4.3) = USD 3,000.
International and domestic travel costs and per-diem for consultants for outreach, training and KM activities (Outputs 4.1, 4.2, 4.3) = USD 54,500
Equipment for the following:
(i) Computer and software for national database (Output 4.2) = USD 5,000.
(ii) Equipment for national outreach programs (computers, graphic equipment, screens, projectors, etc.) (Output 4.1) = USD 50,000.
Vehicle and maintenance and operating costs (Outcome 4) = USD 20,000.
Costs for Mid-Term Review (including international consultants and travel costs) = USD 30,000 (Managed by UNDP).
Costs for Terminal Evaluation of project (including international consultants and travel costs) = USD 35,000 (Managed by UNDP).
Costs for Inception workshop = USD 8,000.
Costs for Project Board meetings = USD 2,500.
NIM Audit costs USD 3,000/year x 5 = USD 15,000 (managed by UNDP).
Contractual appointment of:
(i) National Project Coordinator for 48 months for PIU who will be tasked with management and technical oversight and coordination of project activities across the components. USD
2,500/month x 48 = USD 120,000 (cost shared with Outcome 1 and 2) = 50% of USD 120,000 = USD 60,000.
(ii) Administrative and financial Assistant for PIU (USD 1,250/month x 48 = USD 60,000).
Travel costs associated with PIU = USD 20,000.
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Overhead costs for office supplies and office operation costs for PIU = USD 20,000.
Miscellaneous of USD 5,968 - DPC reserved for UNDP support services, e.g. IC recruitments for Midterm/Final evaluation and NIM audit. DPC will be discussed in detail prior to DOA
issuance and LOA will be drafted and agreed.
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XI. L EGAL C ONTEXT
Any designations on maps or other references employed in this project document do not imply the expression of
any opinion whatsoever on the part of UNDP concerning the legal status of any country, territory, city or area or its
authorities, or concerning the delimitation of its frontiers or boundaries.
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XII. A NNEXES
Proposed Fiji National Invasive Species Framework and Strategic Action Plan (NISFSAP) elements
Details of Government of Fiji proposed activities for “Improved biosecurity systems”
Details of Government of Fiji proposed activities for “Improved inspection and quarantine services
for Taveuni, Qamea, Matagi and Laucala”
Specific Recommendations for Inspection Services at International Air and Sea Ports(long-term
strategy of Government of Fiji)
Wharfs, Jetties and Landing at Taveuni and Laucala: Biosecurity Recommendations(BAF long-term
Strategic and Tactical Plan for Eradication of Giant Invasive Iguanas (Iguana iguana) from Fiji
Outline of community of practice on IAS management in Fiji
Stakeholders consulted during project development
Multi year Work-plan
Terms of Reference for Key Project Staff
GEF Tracking Tool
UNDP Social and Environmental and Social Screening Template (SESP)
Results of the Capacity Assessment of the Project Implementing Partner and HACT Micro
Annex 2 Details of Government of Fiji proposed activities for “Improved biosecurity systems” (Output 1.3) as part of co-financing and/or longer-term strategy
Complementing the GEF supported activities would be a number of other activities that would be
part of BAF’s long-term strategy, some of which will be supported as part of the co-financing
thcommitments, and others as part of the longer-term commitment of the government to
improve biosecurity. These include the following:
Provision of additional X-ray machines needed at international ports, including larger
machines for cargo screening with higher resolutions for determining organic matter and
further prevention of bioterrorism. This is a long-term objective that would be prioritized
in terms of which ports to supply and in what order as part of the BAF strategic plan.
Acquiring machines, training staff to utilize them and developing inspection protocols will
be a long-term commitment of the government. This is being supported with co-financing
from the Fiji Revenue and Customs Authority (FRCA), Airports Fiji Limited (AFL) and BAF
An additional 20-30 front line inspections nationwide would be recruited for complete
international (sea and air ports) and domestic (seaports) biosecurity coverage. This is a
long term, on-going activity that would be prioritized as part of the BAF’s co-financing
Additional patrol boats and other equipment as part of BAF’s long-term commitment to
support GII eradication
Upgrading inspection services and biosecurity supportive laboratory facilities for
identifying IAS with development of remote microscopy. This would be part of BAF’s long-
Ensuring that all international ports (including planning for the proposed international
port in Rotuma) have a full suite of appropriate and comprehensive biosecurity elements
in place and that staff are sufficient and appropriately trained and resourced. This would
be achieved as part of BAF’s strategic long-term plan
Increased inspection of total volume of vectors, goods and passengers as part of long-
Seaport inspections currently target high-risk items. Development of sampling
methodology for implementation of random inspections in the future. A specified
percentage of all goods would be inspected, not only targeted items but also a random
selection of the total volume
Training for both new and established officers as part of the BAF strategy (some support
for preliminary training would be considered under the current GEF project, but
ultimately training should be a long-term commitment from BAF
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Cross training of staff for front line agencies as part of long-term BAF strategy enabling
officers from various offices to support each other’s missions. This would include Police,
Health, Immigration, BAF, AFL and Customs
Tools, equipment and other resources required to conduct day to day inspection services
activities would to be identified, provided and maintained for each inspection services
facility, including vehicles, fuel, computers, etc. as a long-term measure and financed
through BAF’s longer term funding strategy
Adequate and appropriate inspection, quarantine and treatment facilities would be
established for each inspection services area with emphasis on main ports within
island/island groups as part of BAF long-term strategy
Review of status and improvements to inspection services at international air and
seaports (Nadi International Airport, Suva docks, Rotuma seaport, Rotuma airport, Levuka
seaport, Nasouri Airport, Vuda seaport, Denerau seaport) and covered with co-financing
commitments. Some specific examples for some ports are provided in Annex 4. Institute
domestic air service biosecurity inspections nationwide, expanding on the Taveuni,
Qamea, Matagi and Laucala biosecurity operations
Provision of comprehensive domestic water craft inspection services, expanding on the
Taveuni, Qamea, Matagi and Laucala biosecurity operations as part of long-term strategy
Ensuring that inspection stations for domestic movements (inter-island) are established
with appropriate quarantine and treatment/disposition facilities and resources under
BAF’s longer-term strategy and plan
BAF is currently planning to open additional domestic inspection stations. These new
stations as well as all other domestic stations would be upgraded, as most do not
currently have appropriate inspection facilities. A typical domestic inspection facility
would require: incinerator, vehicles, boats, computers, internet access, quarantine and
treatment areas, lab space, etc.
Review of status and improvements as needed to inspection services at ports, wharfs,
jetties and landings that handle domestic traffic (includes both domestic and international
ports). See Annex 5 for further details of specific requirements for air and sea ports.
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Annex 3 Details of Government of Fiji proposed activities for “Improved inspection and quarantine services for Taveuni, Qamea, Matagi and Laucala” (Output 2.2) as part of co-financing and/or long-term strategy This output will help establish more comprehensive biosecurity for the four-island group, reducing the
potential for pest species to enter and establish within the four-island group and move between these
islands. The specific elements to be undertaken as part of co-financing and long-term BAF strategy likely
include the following measures:
Improved communications between BAF leadership and staff on Taveuni. Currently weekly plans
are submitted and fortnightly reports sent. Given the improvements being suggested, it seems
reasonable that for the short term, bi-weekly phone conversations be set between management
in Suva and field staff on Taveuni. These conversations would begin prior to the start of the project
and continue for four to six months (if not longer), to ensure that the four-island biosecurity
development plans are proceeding appropriately and that field staff and Suva management are
each aware and regularly updated regarding the situation as it unfolds.
Improved BAF Taveuni office including moving to a more accessible location: The current BAF
office is being moved to main road near the post office in Waiyevo. Space is already under contract
and was in the process of being rehabilitated during June 2016. The new location will have two
main rooms and overall is about 2.5 times bigger than current office. Internet, computers, phones,
power, etc. has already been requested for the new office location. The office location should also
have a securable holding room/laboratory space with basic equipment such as viewing scopes,
microscope and freezer(s) for specimen treatment/storage. Office move and upgrading should be
completed by the second year of project implementation. This is part of co-financing
The establishment of holding facilities (quarantine) for plants and animals needs to be established
on Taveuni (currently any animals arriving sick (or suspected of being sick) are transported to their
final destination and treated on-site as feasible), which puts other animals/humans at
unnecessary risk. Quarantine facilities should be established by 2020 for both plants and animals
with interim facilities established by 2018. Clear quarantine procedures should also be developed
by 2018 as part of co-financing.
Taveuni needs a local veterinarian who can provide services to assist BAF as needed. If no
veterinarians are available, BAF should consider training 2 or more biosecurity officers on Taveuni
to serve as para-vets. Veterinary services (or para-vet training) to support BAF inspection services
should be established by 2019. This will be covered under BAF’s co-financing commitment
Movement of soil, including bags of potting soil and similar items would be restricted requiring
pest free certification or treatment prior to shipping. Treatment would be overseen by BAF and
funded by the shipper. Policy and procedures should be developed and in place by 2019 as part
of the GEF project, but its implementation will be part of BAF’s long-term strategy.
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Random inspections would be implemented for passengers and cargo on arriving ferries. Once
adequate staffing are in place to conduct inspection services, random inspections should be
initiated as part of long-term commitment.
A system for identifying potential high-risk cargo would be developed for both boat and air cargo.
In regards to ferry services, a manifest system for private truck and vehicle owners/drivers to
provide to biosecurity officers on arrival that list out major items being transported and
specifically ask questions regarding transport of high risk items would be considered. This type of
system would be similar to that which is used to screen international air passengers on arrival to
Fiji. A similar system would also be developed for domestic air and ferry passengers. Prototype
system should be trialed on Taveuni by 2020 as part of co-financing commitments.
Sanitation requirements for vehicles being transported on roll on/roll off ferries would be
established and enforced. Minimally vehicles would be free of noticeable dirt and vegetation.
Appropriate wash down facilities should also be established for vehicles requiring treatment.
Policy and procedures should be in place for vehicle sanitation by 2019 and implementation as