Document of The World Bank

Report No: ICR0000708

IMPLEMENTATION COMPLETION AND RESULTS REPORT (IDA-35470)

ON A

LEARNING AND INNOVATION LOAN

IN THE AMOUNT OF SDR 4.0 MILLION (US$ 5 MILLION EQUIVALENT)

TO THE

STATE OF ERITREA

FOR A

CULTURAL ASSETS REHABILITATION PROJECT

30 January, 2008

Fragile States, Conflict and Social Development Unit (AFTCS)

Eritrea Country Department

Africa Region

Pub

lic D

iscl

osur

e A

utho

rized

Pub

lic D

iscl

osur

e A

utho

rized

Pub

lic D

iscl

osur

e A

utho

rized

Pub

lic D

iscl

osur

e A

utho

rized

Pub

lic D

iscl

osur

e A

utho

rized

Pub

lic D

iscl

osur

e A

utho

rized

Pub

lic D

iscl

osur

e A

utho

rized

Pub

lic D

iscl

osur

e A

utho

rized

CURRENCY EQUIVALENTS

(Exchange Rate Effective 30 January, 2008)

Currency Unit = Nakfa 1.00 = US$ 0.067

US$ 1.00 = 15

FISCAL YEAR July 1 – June 30

ABBREVIATIONS AND ACRONYMS CAB Cultural Affairs Bureau CAS Country Assistance Strategy CBOs Community Based Organizations DCA Development Credit Agreement ECF Eritrea Conservation Fund ECHO European Commission Humanitarian Office EU European Union IDA International Development Association ISS Interim Support Strategy KPI Key Performance Indicator M&E Monitoring and Evaluation MOF Ministry of Finance MOND Ministry of National Development MTR Mid-term Review NGO Non-Governmental Organizations OHP Oral History Project PCU Project Coordination Unit PDO Project Development Objective PMT Project Management Team RDC Research and Documentation Center TA Technical Assistance TTL Task Team Leader

Vice President: Obiageli Ezekwesili Country Director: James Christopher Lovelace

Sector Manager: Ian Bannon Project Team Leader: Roxanne Hakim

ICR Team Leader: June Taboroff

ERITREA Cultural Assets Rehabilitation Project

CONTENTS

Data Sheet A. Basic Information B. Key Dates C. Ratings Summary D. Sector and Theme Codes E. Bank Staff F. Results Framework Analysis G. Ratings of Project Performance in ISRs H. Restructuring I. Disbursement Graph

1. Project Context, Development Objectives and Design ........................................................... 12. Key Factors Affecting Implementation and Outcomes........................................................... 93. Assessment of Outcomes ...................................................................................................... 144. Assessment of Risk to Development Outcome..................................................................... 205. Assessment of Bank and Borrower Performance.................................................................. 206. Lessons Learned.................................................................................................................... 237. Comments on Issues Raised by Borrower/Implementing Agencies/Partners ....................... 24Annex 1. Project Costs and Financing ...................................................................................... 26Annex 2. Outputs and KPIs and Ratings by Component ...........Annex 3. Bank Lending and Implementation Support/Supervision Processes ........................... 1Annex 4. Lessons Learnt: Synthesis from Borrower's ICR ....................................................... 3Annex 5. List of Supporting Documents .................................................................................... 5

MAP

i

A. Basic Information Country: Eritrea Project Name:

Cultural Assets Rehabilitation Project

Project ID: P058724 L/C/TF Number(s): IDA-35470 ICR Date: 01/31/2008 ICR Type: Core ICR Lending Instrument: LIL Borrower: STATE OF ERITREA Original Total Commitment:

XDR 4.0M Disbursed Amount: XDR 1.7M

Environmental Category: C Implementing Agencies: Ministry of National Development Ministry of Finance Cofinanciers and Other External Partners: B. Key Dates

Process Date Process Original Date Revised / Actual Date(s)

Concept Review: 02/29/2000 Effectiveness: 10/05/2001 10/05/2001 Appraisal: 11/08/2000 Restructuring(s): 04/13/2004 Approval: 07/06/2001 Mid-term Review: 04/13/2004 Closing: 01/31/2005 07/31/2007 C. Ratings Summary C.1 Performance Rating by ICR Outcomes: Moderately Satisfactory Risk to Development Outcome: Moderate Bank Performance: Moderately Satisfactory Borrower Performance: Moderately Unsatisfactory

C.2 Detailed Ratings of Bank and Borrower Performance (by ICR) Bank Ratings Borrower Ratings

Quality at Entry: Moderately Unsatisfactory Government: Moderately

Unsatisfactory

Quality of Supervision: Moderately Satisfactory Implementing Agency/Agencies:

Moderately Unsatisfactory

Overall Bank Performance: Moderately Satisfactory Overall Borrower

Performance: Moderately Unsatisfactory

ii

C.3 Quality at Entry and Implementation Performance Indicators Implementation

Performance Indicators QAG Assessments (if any) Rating

Potential Problem Project at any time (Yes/No):

Yes Quality at Entry (QEA):

None

Problem Project at any time (Yes/No):

Yes Quality of Supervision (QSA):

Moderately Satisfactory

DO rating before Closing/Inactive status:

Moderately Unsatisfactory

D. Sector and Theme Codes

Original Actual Sector Code (as % of total Bank financing) Central government administration 5 15 Other social services 95 85

Theme Code (Primary/Secondary) Conflict prevention and post-conflict reconstruction Primary Primary Participation and civic engagement Secondary Secondary E. Bank Staff

Positions At ICR At Approval Vice President: Obiageli Katryn Ezekwesili Callisto E. Madavo Country Director: James Christopher Lovelace Oey Astra Meesook Sector Manager: Ian Bannon Roger C. Sullivan Project Team Leader: Roxanne Hakim Peter A. Dewees ICR Team Leader: June Taboroff ICR Primary Author: June Taboroff F. Results Framework Analysis Project Development Objectives (from Project Appraisal Document) The objective of the project is to test and develop approaches, on a pilot basis, for more fully integrating the conservation and management of cultural assets into local and national economic development. This will be achieved through a focus in part on the architectural heritage in Asmara and other urban centers, on selected historical sites and on written, oral and artistic traditions. Revised Project Development Objectives (as approved by original approving authority)

iii

(a) PDO Indicator(s)

Indicator Baseline Value

Original Target Values (from

approval documents)

Formally Revised Target Values

Actual Value Achieved at

Completion or Target Years

Indicator 1 :

Eritrea has more resource centres and better documented resource materials on culture Eritrea has more resource centers a

Value National archives (RDC) Training &

iv

quantitative or Qualitative)

lacks equipment & skills Private archives (Pavoni) not inventoried No info on urban archaeological heritage

equipment to RDC Manuscripts inventoried Univ course in record mgmt estb Pavoni cataloguedACA used by planners Planning guidelines used by municip of A & M5 pub on Architecture

Date achieved 01/07/2000 07/31/2007 Comments (incl. % achievement)

Indicator 2 : Management of cultural resources illustrate and identify role and benefit for local govt, local community and technical bodies

Value quantitative or Qualitative)

Devpt plans do not take archaeological sites into consideration No experience in manageing restoration works No experience in managing archaeological sites

Archaeological survey of Amara integrated with dev plan 2 theatres restoredModel site mgmt plan for Qohaito

Date achieved 01/07/2000 07/31/2007 Comments (incl. % achievement)

Indicator 3 : Capacity and awareness of partner institutions and private sector is increased leading to a more active role in urban conservation planning

Value quantitative or Qualitative)

No guidelines on urban heritage mangmt No skills in supervising restoration works No institution for financial support to cul and conservation No capacity for supervision and restoration in munici

Historic area for A & M doc and planning guidelines for A in use by Munic. Improvement in skill pool for restoration ECF established with pilot projects

Date achieved 01/07/2000 07/31/2007 Comments (incl. % achievement)

Indicator 4 : Public is more exposed to culture through performance and publication of

v

materials on archaeology, architecture, oral tradition and oral history, with special targeting to school children

Value quantitative or Qualitative)

No materials accessible on architecture of A & M. Limited doc and awareness of oral history Oral traditions of 9 ethnic groups not well documented or disseminated

2 new exhibits in Museum Architecture books in schools Federal history book School reader on oral history Oral tradition of 9 grps done Hist of stage performance TV drama film of Tigray story

Date achieved 01/07/2000 07/31/2007 Comments (incl. % achievement)

(b) Intermediate Outcome Indicator(s)

Indicator Baseline Value

Original Target Values (from

approval documents)

Formally Revised

Target Values

Actual Value Achieved at

Completion or Target Years

Indicator 1 : Good practices for cultural asset conservation activities are identified.

Value (quantitative or Qualitative)

No documentation of good practises No clear responsibilities for managing cultural assets Mgmt of cul assets scattered and funding ad hoc

Devpt plans take account of archeological assets LG and comm take lead on Qohaito plan Restoration of 2 theatres commenced Guidelines for hist area of A in use ECF structure agreed

Date achieved 01/07/2000 07/31/2006 Comments (incl. % achievement)

vi

G. Ratings of Project Performance in ISRs

No. Date ISR Archived DO IP

Actual Disbursements (USD millions)

1 11/07/2001 Satisfactory Satisfactory 0.25 2 12/19/2001 Satisfactory Satisfactory 0.25 3 05/01/2002 Satisfactory Satisfactory 0.30 4 06/26/2002 Satisfactory Satisfactory 0.30 5 12/18/2002 Satisfactory Satisfactory 0.43 6 05/29/2003 Satisfactory Satisfactory 0.63 7 11/26/2003 Satisfactory Satisfactory 1.00 8 06/02/2004 Unsatisfactory Unsatisfactory 1.16 9 12/15/2004 Satisfactory Satisfactory 1.46

10 02/03/2005 Satisfactory Satisfactory 1.64 11 06/29/2005 Satisfactory Satisfactory 1.64 12 12/21/2005 Satisfactory Moderately Satisfactory 1.80

13 03/13/2006 Moderately Unsatisfactory Unsatisfactory 1.82

14 09/15/2006 Moderately Unsatisfactory

Moderately Unsatisfactory 1.91

15 12/19/2006 Moderately Unsatisfactory Unsatisfactory 1.91

16 06/28/2007 Moderately Unsatisfactory

Moderately Unsatisfactory 2.06

H. Restructuring (if any)

ISR Ratings at RestructuringRestructuring

Date(s)

Board Approved

PDO Change DO IP

Amount Disbursed at

Restructuring in USD millions

Reason for Restructuring & Key Changes Made

04/13/2004 N S S 1.16

(a) Low disbursements due to bottlenecks in implementation. (b) Political developments leading to changes in GOE priorities.

vii

I. Disbursement Profile

1

1. Project Context, Development Objectives and Design (this section is descriptive, taken from other documents, e.g., PAD/ISR, not evaluative)

1.1 Context at Appraisal (brief summary of country and sector background, rationale for Bank assistance) The Eritrea Cultural Asset Rehabilitation Project was identified and prepared in the late 1990s, at a time when the Government of Eritrea was beginning the process of rebuilding its economy after the apparent close of the conflict with Ethiopia. The project was coincident with progress being made in launching post-conflict activities oriented toward economic reconstruction and recovery, and other social and economic programs with poverty reduction objectives.

It was consistent with the previous CAS's objectives related to capacity building and increasing sources of growth and human resource and to the Interim Support Strategy for Eritrea that was discussed by the Board in conjunction with its review of the Eritrea Emergency Reconstruction Program in mid-November 2000. The Interim Support Strategy (ISS) articulated a program of future Bank support for meeting near-term emergency humanitarian needs, for reconstruction, and for Eritrea's wider economic recovery and development efforts. The ISS anticipated that, in addition to supporting reconstruction and recovery, future lending would focus on community-based development and education (among other things) complemented by activities to revive the private sector that would be necessary to generate growth and employment. It is within this framework that the Cultural Asset Rehabilitation Project was prepared.

Bank support for cultural asset conservation and management in Eritrea is an outcome of longer term discussions with Government; the Bank first agreed to consider providing support to the sector, at Government's request, in mid-1998. Appraisal of the project in November 2000 was delayed nearly two years because of the outbreak of new hostilities with Ethiopia. The project was approved eight months later in July 2001 without any updating or changes, and became effective in October of the same year.

At the time of preparation and appraisal, the Bank was experimenting with small cultural heritage projects, often LILs, in a number of post-conflict societies in sub-Saharan Africa, ECA and other regions.

1.2 Original Project Development Objectives (PDO) and Key Indicators (as approved) The primary objective of the proposed project is to assist the Government of Eritrea in testing several approaches, on a pilot basis, for integrating poverty reduction and growth objectives with the conservation and rehabilitation of the country’s cultural assets, focusing in part on the unique architectural heritage of Asmara and other urban centers, as well as on selected historic sites, and on its rich written, oral and artistic traditions. The project would work closely with communities in historic areas and in urban sites, to revitalize their economic and cultural life through conservation, for example by providing support for building skills, and for small and medium-size building enterprises. Job creation and skills development were to be supported through a modest civil works programs, and important groundwork for local tourism laid. The project aimed to strengthen the management of public records in order to contribute to the development of a historiography of Eritrea while improving the efficiency of the public sector. The project would also strengthen the management of public records both to contribute to the development of a historiography of Eritrea while improving the efficiency of the public sector.

2

The loan was processed as a LIL because of its strong capacity building elements, the pilot nature of individual components for which technical, financial, and social solutions required testing, and the need for experimentation with different institutional/partnership arrangements with the private sector, government bodies, communities, local institutions, and groups of artisans, craftsmen, and builders. In regard to Key Indicators, at the national level, progress in meeting the project’s Development Objectives was to be assessed by focusing on and disseminating good practices for cultural asset conservation and management activities piloted by the project, and the effectiveness of the Steering Committee in catalyzing action, setting priorities, and mobilizing resources for accomplishing national goals. The following indicators were originally proposed for the project components: Component A. Site Planning and Conservation

• Site inventories, plans, and conservation activities, with a strong community-based growth and development orientation, are developed and under implementation at pilot sites. An evaluation mechanism is in place to ensure that the lessons from these pilots are captured Site inventories, plans, and conservation activities, with a strong community-based in the design of future interventions. The results from these evaluations are effectively disseminated.

• The National Museum is better able to deliver on its mandate of education, research, and exhibition, with trained staff and management, and improved facilities.

Component B. Conserving the Built Environment

• A ‘growth-oriented’ planning process for urban architectural management and conservation is underway, and the capacity to carry out planning is improved. Guidelines for architectural management and conservation are developed and disseminated.

• A Conservation Fund is under implementation, designed to stimulate the private sector and to engage communities in urban architectural conservation, and is assessed for its effectiveness and sustainability. Results of the assessment are disseminated.

• Capacity for undertaking building conservation is improved in the building trades. Low income groups are targeted for training in specialized building trades related to conservation.

• Conservation of priority and targeted sites in Asmara and Massawa is completed, with a particular emphasis on improving community access to public services and spaces.

Component C. Supporting Living Cultures

• Traditions of oral literature are strengthened. Programs of training in oral history and oral literature and traditions are in place, and the management of information about oral history and literature is improved.

• Oral histories of various periods (i.e., pre colonial, Italian, British and Federal, and Ethiopian annexation and armed struggle, 1961-1991) are collected, disseminated, and incorporated into the educational curricula.

Component D. Documentation and Information Management

• The capacity for archives and records management is improved. Investments in improved records management technologies are made and are resulting in better records conservation.

3

• Asmara municipal building records are made more accessible through improved management.

• Inventory of arts and manuscripts in religious institutes (both Christian and Muslim) is undertaken, and appropriate storage facilities for safe keeping of parchments and other manuscripts is provided to selected monasteries.

PDO Indicators 1. Good practices for cultural asset conservation activities are

identified. 2. Regional and local governments gain perspectives on how cultural

asset management can generate benefits. 3. Partners in the private sector take a more active role in cultural

asset conservation. 4. Other local institutions are more fully involved in cultural asset

management and use.

1.3 Revised PDO (as approved by original approving authority) and Key Indicators, and reasons/justification The MTR took place in April 2004, with the project moving to another sector unit and the appointment of a new Team Leader. Although extensive changes were introduced in an effort to reduce implementation bottlenecks and accommodate the changing priorities of the Government, Management and the Task Team chose to retain the original PDOs rather than formally restructure the project. There was agreement within the Bank team and with implementing partner agencies that the retained and new cluster of activities would continue to contribute to the PDO. Thus while some activities had changed in form, they were still focused to the original PDO. In retrospect, it may have been more realistic to eliminate the poverty reduction and growth aspects of the development objective as Government support for community and private sector involvement was waning, tourism prospects were problematic, and expansion of the economy was uncertain. At the MTR some activities were dropped, some new activities introduced, and others amended (see Section 1.6). In view of these changes and the history of slow implementation, the new Bank team and the PCU developed refined PDO outcome indicators with clear benchmarks as below. PDO Indicator Baseline as on 01/07/2000 End of Project Status as on

31/07/2007 1. Eritrea has more resource centres and better documented resource materials on culture.

National archives (RDC) lacks equipment & skills. Private archives (Pavoni) not inventoried. No info on urban archaeological heritage.

Training and equipment to RDC. Islamic and Christian manuscripts inventoried. University course in record management established. Pavoni Center library of the Horn of Africa catalogued. Asmara Center for Architecture used by planners. Planning guidelines on historic perimeter used by Municipalities of Asmara &

4

Massawa. Five publications on architecture on the market.

2. Management of cultural resources illustrate and identify role and benefit for local government, local community and technical bodies.

Development plans do not take archaeological sites into consideration. No experience in bidding and managing restoration works. Limited surveying capacity and no experience in managing archaeological sites.

Archaeological survey of Amara complete and integrated with development plan of Asmara. Two theatres under restoration. Model site management plan for Qohaito archeological site prepared.

3. Capacity and awareness of partner institutions and private sector is increased leading to a more active role in urban conservation planning

No guidelines on urban heritage management. No skills in supervising restoration works. No institution for financial support to culture and conservation. No capacity for supervision and restoration works in Municipality of Asmara.

Historic area for Asmara and Massawa documented and planning guidelines for Asmara developed and in use by Municipality. Improvement in skill pool and resource base for restoration works. Eritrean Conservation Fund established with pilot projects

4. Public is more exposed to culture through performance and publication of materials on archaeology, architecture, oral tradition and oral history, with special targeting to school children.

No materials accessible on architecture of Asmara and Massawa. Limited documentation and awareness of oral history. Oral traditions of 9 ethnic groups poorly documented or disseminated

Two new exhibits in National Museum. Architecture books in market and schools. Oral history books on Federal period and school reader. Oral tradition of 9 ethnic groups catalogued and disseminated. History of stage performance published. TV drama film of Tigre story disseminated. School visits to archaeological sites.

Intermediate outcome indicator(s)

1. Good practices for cultural asset conservation activities are identified.

No documentation of good practices. No clear responsibilities for managing cultural assets. Management of cultural assets scattered and funding ad hoc.

Development plans take account of archeological sites. Local Government and community take lead on Qohaito plan. Restoration of 2 theatres commences. Guidelines for historic area of Asmara in use. Eritrean Conservation Fund structure agreed.

In addition, the Bank team and Project Steering Committee worked to identify detailed Key Performance Indicators (KPIs) with measurable benchmarks, aimed at tracking the progress of

5

each activity (see Annex 2). This served as a key tool through the rest of project implementation and was extremely useful to the Bank team as well as the Borrower as it provided a common framework. The KPIs are a projected output. See Annex 2 for actual achievements. Component A: Site Planning, Conservation and Museum Development A1: A pilot archaeological inventory of the Greater Asmara Area is completed An evaluation of the inventory approach is completed to assess its potential for wider application A2: Community based site conservation and management plan is prepared and is under implementation in Qohaito, and is evaluated for wider application, and community based restoration activities on Metera carried out A3: Upgrade and improve facilities, collections, and exhibitions in National Museum of Eritrea (NME) and Massawa Museum Component B: Conserving the Built Environment B4: Initiative to raise awareness (locally and internationally) on the built environment has been successfully implemented B5: Eritrea Conservation Fund (ECF) is established and is financing private sector and community based conservation activities. B6: Conservation plan for identified historic buildings in Massawa is completed B7: Conservation plans for identified historic buildings in Asmara, Dekemhare and 2 monasteries are completed B8: Restoration works for Asmara Theatre completed B9: Restoration works for Capitol Theatre completed B10: Design and civil works for open spaces and parking in Asmara completed and spaces being used by local community B11: Training program in building conservation carried out for Asmara municipality technicians and skilled labor B12: Preparation of planning guidelines for Asmara and Massawa are completed, which focus on improving regulatory framework, the development of special conservation areas, and development of selected conservation plans. Component C: Supporting Living Culture C13: Program of research on stage performance and training in collection of oral literature and traditions are carried out. C14: Program of research on stage performance and training in collection of oral literature and traditions are carried out C15: Representative oral literature and tradition are collected; performance opportunities are supported; collected material is documented, transcribed and disseminated; and materials submitted for inclusion into educational curricula. Component D: Documentation and Information Management D16: Program of overseas training in records management is completed, and local training program is developed and implemented. D17: Equipment/materials needed for digital conversion, audio-visual and photographing procured D18: Storage units for ecclesiastic manuscripts are procured and delivered to religious institutions and individual owners of manuscripts in conjunction with training in liturgical hymns and manuscript conservation, and equipment for manuscript archiving procured and deployed D19: Support and equipment is provided to the Pavoni Centre to complete library inventory on Horn of Africa and Technical Manual and Dictionary on Book Binding

6

See Annex 2 for the detailed benchmarks and assessment at end of project.

1.4 Main Beneficiaries (original and revised, briefly describe the "primary target group" identified in the PAD and as captured in the PDO, as well as any other individuals and organizations expected to benefit from the project) The main beneficiaries identified in the PAD are the main institutions responsible for the safeguarding of Eritrea’s cultural heritage. This includes the nine key institutions represented on the Steering Committee: the Research and Documentation Centre (RDC), the National Museums of Eritrea (University of Asmara), the People's Front for Democracy and Justice (PFDJ), the Ministry of Education, the Ministry of Tourism, the Ministry of Finance, the Office of the President, and the Municipalities of Asmara and Massawa. The Ministry of National Development and Ministry of Lands, Water and Environment (not cited in PAD) would also be target groups. Other stakeholders mentioned in the PAD are professional associations such as the Eritrean Society for Historical Architecture, the Eritrean Association of Architects and Engineers, and the Eritrean Association of Artists; the Pavoni Center (a private archive); the Debre Bizen Monastery Committee; and representatives from religious organizations, including the Orthodox Church, the Moslem Council, and the Catholic Patriarchal Office.

The private sector was intended to benefit through project support to building trades, publishing, media and information technology providers, and tourism services. Communities living adjacent to key cultural sites, such as Qohaito, Sembel and Nakfa as well as the urban population of Asmara and Massawa were also considered to be target groups. School children were expected to benefit from the project due to the introduction of new resources for the school curriculum, new museum exhibits and awareness raising on archaeological sites and urban architectural styles. The projected beneficiaries were not expected to significantly alter following the changes in project activities at MTR. However it was acknowledged that the involvement of the Tourism Ministry was low and that the impact on Debre Bizen Monastery and Massawa would be less as a result of changes in project activity. It was also recognized that the project would be restricted in its ability to involve the private sector and work with community groups due to changes in Government policy towards these groups. The disappointing curtailment of the Restore Asmara Campaign supported by the project demonstrated the limitations of working with communities, even in urban areas.

1.5 Original Components (as approved) The project comprised the following four components: a) Site planning and conservation. This component aimed at developing pilot community-based and “growth oriented” conservation activities at selected historic sites, in particular around Qohaito and Asmara, which are suffering from severe degradation. The component introduced community-based conservation approaches to assist in the management of cultural assets, including those created during the independence struggle prior to 1991 (such as underground theatres, clinics, libraries and other structures). It also planned to strengthen the National Museum of Eritrea by upgrading and improving its facilities and establishing linkages between the National Museum and educational institutions in Asmara, thereby contributing to educational curriculum development.

b) Conserving the built environment. This component focused on integrating poverty reduction and growth objectives with the conservation of the unique architectural heritage of Asmara, and

7

on developing future interventions in Massawa and other sites. The component was expected to strengthen the institutional and legal framework for protecting and conserving historically and architecturally important buildings, neighborhoods, and streets. It was also intended to support enterprise development and economic growth through various innovative arrangements (“custodial assignments,” private-public partnerships); improve the delivery of community and public services, by focusing on the conservation and use of community assets and public spaces to serve the poorest groups; and through training and capacity building improve the institutional, regulatory, and technical capacity of public institutions to manage urban conservation and development. The project aimed to provide resources to develop the mechanisms for listing and protecting historic buildings; for restoring modified buildings to their original form and shape; afnd for assessing the nature of the built heritage in other parts of Eritrea such as Massawa, Debre Bizen, Dekamhare, and Keren, by carrying out detailed surveys and assessments of the historic built environment, making selected emergency investments in stabilizing historic structures or in otherwise improving the stability and integrity of important buildings.

c) Supporting living cultures. This component was designed to support the development of language, literature, and history and strengthen Eritrea's rich oral traditions, in particular poetry and storytelling. It planned to provide performance opportunities for oral poets and storytellers, training in field methods for the collection of oral literature and history, and pilot field studies to document and record threatened oral traditions. These activities were to be linked to educational curriculum development and to improving literacy.

d) Documentation and information management. This component aimed to support the development of national and regional archives. The focus in the first instance was to provide training and capacity building for the eventual establishment of a National Archive, including equipment and information management technologies for a user-friendly system of information retrieval. The component also planned to support the management of other public and private archives, namely the collection at the Pavoni Center, and Asmara's municipal building records.

1.6 Revised Components The MTR identified certain triggers to demonstrate Borrower commitment to the proposed changes. The project was then extended for two years until 31 July, 2007. The structure of the four components was conserved but several activities changed. The activities that were cancelled are:

a) Renovation of a historic building for a new National Museum. Due to the deadlock between the National Museum and CARP PMU, stemming from lack of agreement on an appropriate site. (Component A)

b) Nakfa Site Management Plan. Practical difficulties related to the need for the involvement of the Ministry of Defense, technical issues related to the restoration of trenches, distant location of the site, and travel restrictions. (Component A)

c) Emergency repairs to historic structures. Cancellation of small scale civil works at the insistence of CARP Coordinator and Ministry of National Development in favor of restoration of two Asmara historic buildings. (Component B).

New activities that were agreed are:

a) Upgrading and improvement of collections and exhibits in the National and Massawa museums. This includes the development of new exhibits and displays. (Component A).

8

b) Restoration of Asmara and Capitol Theatres in Asmara. CARP, in consultation with the GOE, proposed the restoration of two prominent Asmara theatres with increased costs to be met by reallocations from dropped activities in Component A, reduction in allocation towards the Eritrea Conservation Fund, and some reallocations from Components C and D. (Component B).

The DCA was revised formally and signed by the Borrower to reflect the changes in activities and the new KPIs.

1.7 Other significant changes (in design, scope and scale, implementation arrangements and schedule, and funding allocations) The project was originally placed under the Ministry of National Development as there was no Ministry that had the official mandate for cultural heritage. The project was moved to the Ministry of Finance in 2007, along with all other donor projects. This late change in Ministry resulted in a sudden decision to cancel a proposed second project extension which was aimed at completing the much delayed civil works of two theatres.

Over the course of the project, three main shifts are observed in Government orientation that affected project activities and achievement of development objectives:

(a) Activities in support of the private sector were eliminated or greatly reduced. This had an impact on the proposed Eritrean Conservation Fund, Component A and ultimately on poverty reduction and growth objectives. (b) The scope to work with community groups was greatly restricted. This was evident in the stop put on the Restore Asmara Campaign, and gave a strong message to the project regarding working directly with community groups. (c) The withdrawal of construction contractors’ licenses imposed by the Government in the last few of years resulting in delays in activities involving civil works, many of which remained undone at project closure. The lack of reliable information on when this would be lifted left the project in limbo, thereby preventing the re-allocation of the civil works budget to alternative activities. This also had a negative impact on the project’s job creation and growth objectives.

Aside from the above significant changes, in the period following the MTR the project team made efforts to ensure that the project had the flexibility to respond to bottlenecks. For example, the management oversight for the Qohaito archaeological site was shifted to the Zoba (local government) with the National Museum limited to a technical role. This adjustment was made so that funding would continue beyond the project and reduce the chances of procedural bottlenecks. The changes in activities at MTR resulted in changed funding allocations. The categories of funding were re-arranged to accommodate the Government’s request for restoration of the two theatres in Asmara, thereby significantly increasing the allocation for civil works and associated consultancies.

9

Amount of the Credit Allocated % of (Expressed in Expenditures Category SDR Equivalent) to be Financed

Original Credit Reallocated Credit

1. Civil works 1,025,000 1,806,983 90%

2. Goods 475,000 472,237 100% of foreign expenditures and 90% of local expenditures

3. Consultants services, workshops, training, study tours and Audit

950,000 1,293,446 100%

4. Grants 630,000 - 100% of amounts disbursed

5. Operating Costs 475,000 259,635 90%

6. Unallocated

445,000 167,699

TOTAL

___________

4,000,000

==========

__________

4,000,000

=========

Component allocations were also revised at MTR and then again at frequent intervals to reflect the progress of activities and response to changes in priorities and bottlenecks. The winners of increased funding were Components B and D, while Component A lost funding. At Appraisal (US $) In 2006 (US $) Component A 1.40 0.66 Component B 2.3 2.51 Component C 0.5 0.51 Component D 0.5 0.76

2. Key Factors Affecting Implementation and Outcomes

2.1 Project Preparation, Design and Quality at Entry (including whether lessons of earlier operations were taken into account, risks and their mitigations identified, and adequacy of participatory processes, as applicable)

10

Project preparation was detailed and drew on the knowledge of internationally recognized Eritrean cultural experts as well as expertise from the International Centre for the Preservation (ICCROM). Project preparation and design benefited from the preceding Institutional Development Fund grant of 1999 which focused on the institutional framework for addressing the management of cultural assets. This grant drew attention to the need to integrate economic growth and development objectives with investments in cultural asset management and to focus on local development priorities. Because the CARP project was one of the early cultural heritage LILs and no evaluation of their design or outcomes had been undertaken, it was premature to draw lessons from similar Bank projects. However, a series of detailed technical studies undertaken at project preparation show that the team drew adequately on international expertise in each of the sub-areas of cultural management and used that to inform project design.

A weak point in the design was the identification of risks and their mitigation (see section 3.1). Several important risks, especially, political risk, were underestimated. The project was also overambitious in its scope and included too many small activities in each component (e.g., see list of activities originally in Component B). It would have worked to the project’s advantage to have had fewer activities under each aspect of cultural management that was being piloted. Project preparation was informed by considerable consultation, especially with national experts. In 1999, Government created a multi-sectoral and high level Steering Committee on Cultural Heritage under the authority of the Ministry of Finance to begin to coordinate responsibilities and to develop a strategy for cultural asset management activities across institutions. The Steering Committee, the locus of strategic thinking about the direction of Government’s approach to cultural asset conservation and management, prepared a series of policy notes that addressed national concerns such as the conservation of historic architecture, archaeological sites and museums, Eritrean historical documents, folklore, and oral history. These policy notes articulated progress made to date and propose activities to address cultural asset management in each of these areas. Activities for each component were discussed in detail with the primary implementing agency and there was enthusiastic buy-in from these agencies. Direct consultation at the local level, in areas to be affected by project activities, does not appear to have been undertaken but was assumed through interaction with main implementing agencies.

2.2 Implementation (including any project changes/restructuring, mid-term review, Project at Risk status, and actions taken, as applicable) The project had two distinct phases of implementation – pre and post Mid Term Review with very different approaches and results, therefore meriting different ratings. The initial years of the project focused on the built heritage, with some attention to records management. However, there was almost no progress on other components and little or no attention to budgetary discipline. While the project had laudable achievement in raising awareness of the country’s remarkable architectural legacy and mapping of Asmara’s historic district was underway, by early 2004 about half of the project activities had not yet commenced, disbursement was under 20%, and no supervision mission had been carried out for almost two years. In this critical stage of project start up only two Bank missions (one for two days) were carried out by the Task Leader. Moreover, the appointment of a Task Leader with no operational experience and outside the Africa region resulted in serious deficiencies in project management. Project budgets were not available and expenditure categories did not relate to activities on the ground. Numerous deviations from project design without adequate justification or record keeping took place. Although some were worthy activities, such as the Pedals for Progress program, they tended to

11

distract from core activities. It is therefore surprising that the project was consistently rated S in all areas of implementation until June 2004, despite periods during which there was no Task Leader and virtually no supervision. As discussed by the QAG team, Management input was also insufficient, as these inadequacies were not picked up by the sector or country management. When the project was transferred to AFTS2 in 2004, only one year of implementation remained although no Mid-Term Review had been conducted. The new sector manager appointed a new Task Team Leader. Three missions (including MTR) were carried out in 2004 to put the project back on track. As noted in Section 1.3, while the project was not formally restructured (the PDO was not changed), the MTR explored the bottlenecks that were preventing so many activities from starting up, evaluated the extent to which these bottlenecks could be resolved, and made decisions on dropping or amending activities. The April 2004 mission organized a very successful workshop where all the implementing partners came together for the first time to discuss activities within a common framework and objectives. Project restructuring was stretched over two missions to ensure buy in to restructured activities and correspondence with budgets. These budgetary matters took several months and a new finance officer to sort out. The project was extended until July 31, 2007 only after the project had met established triggers. The final two years of the project were characterized by intensive supervision and contact between CARP and the Bank team. The team took a proactive approach to implementation support with regular bi-annual missions, regular follow up every two weeks via video conference or phone meetings to discuss progress on activities and address any bottlenecks, and a brisk Email traffic. The Bank team brought on a technical consultant who was able to provide significant support to the PCU and National Museum. The development of the KPI annex (see Annex 1 of all Aide Memoires from 2004 onward) that was used consistently through the remainder of the project to measure progress was greatly valued by the client and the Bank team as an aide to comprehensive implementation support. From 2005 onwards the project ratings swung back and forth between satisfactory, moderately unsatisfactory, and unsatisfactory reflecting the low disbursements stemming from wavering Government policy and poor decision making on the part of the second Project Coordinator, despite the Task Team’s proactive efforts to induce better performance. The project had risk flags on several occasions. Eritrea has a country at risk flag as a result of the border dispute with Ethiopia. Other flags included disbursement lags and a resettlement flag which was soon resolved.

2.3 Monitoring and Evaluation (M&E) Design, Implementation and Utilization The initial monitoring indicators are sometimes abstract and not conducive to measurement. In particular, the list includes such difficult to measure concepts as “good practices for cultural asset conservation activities are identified,” or “regional and local governments gain perspectives on how cultural asset management can generate benefits.” Other indicators are proposed that were beyond the project’s control, namely partners in the private sector take a more active role in cultural asset conservation, and other local institutions are more fully involved in cultural asset management and use. Following the MTR, the task team worked consistently with the project implementors to develop more precise and measurable indicators for the PDO as well as detailed KPIs for all project activities. Every mission involved detailed discussion on the progress of each activity along the agreed benchmarks and an estimation of the percent completion of each KPI. This provided an easy to visualize way to gauge project progress towards objectives, especially for a

12

project with many small activities. This joint activity went a long way in creating a cooperative atmosphere between the Bank team and the implementing bodies as true partners working on common goals. The KPI table (see Annex 2) was very useful as a consistent framework for the Aide-Memoires, ISRs and Borrower monitoring reports. The percentage completion, while very helpful in tracking leaders and laggards, does not reflect the relative importance of the activities for the project as a whole. The new Bank team approached OPCS on two or three occasions to discuss the monitoring needs of the project. Each time they were assured that the Aide-Memoires, borrower reports and the KPI table were adequate monitoring from the Bank’s side. Borrower monitoring was inconsistent. The project unit did not hire a M & E specialist as was originally planned. Quarterly reports were received from the Project Unit until the last year when there were delays due to absence of a Project Coordinator. These reports indicated basic activity progress but were not very reflective on PDO or outcomes. The Project Unit hired a consultant up to 2004 who delivered bi-annual monitoring reports; the content was acceptable but basic. The consultant was not renewed when the intermediate project coordinator took over, despite consistent mention from the Bank team that project M & E was not satisfactory.

2.4 Safeguard and Fiduciary Compliance (focusing on issues and their resolution, as applicable) It is inexplicable that the project was judged to be exempt from the Cultural Property OPN 11.03 as it clearly had the potential for significant impact on cultural properties, both archaeological and historic. The PAD notes, “The project is being implemented in part by the National Museum of Eritrea, which has primary responsibility for safeguarding heritage sites and cultural property.” This, however, does not change the potential for impact. The QAG review stated that “While the project should have triggered OPN 11.03 on Cultural Property, project implementation and supervision has in fact been fully compliant. Failure to trigger the policy was a procedural error which did not result in any adverse impact. As noted earlier the Panel also believes OP 4.01 and OP 4.12 should have been triggered; however these are largely procedural mistakes which are unlikely to have resulted in adverse impacts on the ground. The current Task Team did in fact recognize the applicability of OP 4.12, and addressed it during supervision.” The Bank looked carefully at potential resettlement issues at the Alfa Romeo building where the activity was dropped due to Government’s refusal to resettle four families during the planned civil works. The team raised a potential issue at Teatro Asmara, and after many queries and an on-site inspection during the October 2006 mission, was satisfied that the activity would not involve resettlement. It is justifiable, therefore to conclude that while there were procedural issues in the initial stages of the project, and Safeguards were not always stringently addressed in the early 2000s), the new Task Team took adequate action to ensure that there was safeguard compliance. The MTR raised serious concern on the state of financial management which had gone unobserved in the initial period of implementation and had been marked as S in all ISRs prior to 2004. The team took significant steps to prioritize and rectify the situation including (a) recruiting a new and well qualified finance officer in the Project Coordination Unit, (b) specifying rectified budgets as a trigger to project extension, (c) insisting that the Project Coordinator send quarterly finance reports to the Steering Committee, (d) arranging Bank

13

supervision by a technical specialist, and (e) re-allocating budgets and amending schedule in the DCA to reflect changes in project activities. Audit reports have been consistently satisfactory and delivered on time since 2004.

2.5 Post-completion Operation/Next Phase (including transition arrangement to post-completion operation of investments financed by present operation, Operation & Maintenance arrangements, sustaining reforms and institutional capacity, and next phase/follow-up operation, if applicable) The project envisaged two mechanisms to ensure a healthy post-Project afterlife: the Eritrea Conservation Fund (ECF); and the creation of a cadre of trained heritage managers. Although a well researched and serious proposal for the ECF was prepared under the Project by an Eritrean legal expert, the Government has yet to establish the Fund. It is unclear when or if the ECF will become operational through a legal proclamation, in part due to the Government’s declining support to the private sector. Significant training given and experience retained by the staff of key cultural institutions, including the Research and Documentation Center (RDC), National Museum, Cultural Affairs Bureau, Oral History Project and Asmara Municipality, under the project provide a sound basis for sustaining project impacts. Further, each of these key institutions has benefited from valuable equipment (including training in its use and maintenance). The creation of the Asmara Center for Architecture and the establishment of a system for screening all building works in the Historic Perimeter of Asmara will ensure that project goals continue to the met. The RDC has been transformed into a credible institution to serve as the National Archive in Eritrea and developed a stable base to provide training and guidance across the country. The National Museum was introduced to site management planning and deepened its capacity to carry out archaeological field surveys as part of environmental assessment. The capacity building goals of the project have been well met in all the sub-sectors. The project also assisted the Government to have three monuments placed on the World Monuments Fund’s “100 Endangered Monuments” list which resulted in attracting other donor funding for restoration of two of the monuments. Discussions about the UNESCO Tentative World Heritage List for Eritrea began with proposals for nominations for Asmara and Qohaitu although work remains to be done for submission. A key outcome of the project has been the experience these cultural institutions have had to work together. Project implementors were unanimous in their assessment that one of the most important gains from CARP has been this “space that has been created for us to work together and think of the cultural sector as a whole. This is what will be most missed once CARP is closed.” In order to fully consolidate the project’s impacts, the challenge remains with the central government, municipalities, and the voluntary and private sectors. The Government has to find a home for the culture sector. CARP served as an important point of reference and signposting for the cultural sector, both internally and for international donors. There is a risk that this identity will become submerged in that of the Ministry of National Development, particularly without a designated budget. At the local level, CARP has greatly enhanced the capacity of Municipality staff and developed planning regulations and a documentation resource base to better manage the historic built environment. However, the voluntary and private sectors need to work together with government to demonstrate that cultural heritage assets can be a source of growth.

14

At project closure, the individual institutions involved in the project became the stewards for their activities but often lacked adequate support from central Government. These institutions and their heads who served as CARP’s Steering Committee have been closely involved in the drafting of the Draft Culture Policy document for Eritrea which lays out the vision for cultural management in Eritrea and has drawn on the CARP experience. This policy however, still remains to be officially discussed in Parliament. At present World Bank country strategy does not include any follow-on project. CARP, however, has been instrumental in raising donor awareness and willingness to invest in Eritrea’s cultural assets. The project had successful partnerships with the Alliance Francaise, Italian Trust Fund, Netherlands Trust Fund, NGO Pedals for Progress, and British High Commission. The Italian Cooperation and the Norwegian Embassy also expressed interest in funding additional activities linked to CARP. It is particularly encouraging that the EU has recently made inquiries about carrying forward some of the work of CARP.

3. Assessment of Outcomes

3.1 Relevance of Objectives, Design and Implementation (to current country and global priorities, and Bank assistance strategy) This project is in many respects a visionary project in its efforts to bring together the various strands of heritage – archaeology and museums, the built environment, oral history and oral traditions – under one umbrella and to demonstrate their relevance to the social and economic reconstruction of a post-conflict society. Therefore its objectives and design are highly relevant, although its implementation was uneven. At Appraisal the project was broadly in line with the previous CAS objectives related to capacity building, increasing sources of growth, and human resource development. Capacity building was to be the focus of training activities associated with community-based approaches to site planning, traditional building skills for conservation of the built environment, and the national archives. Increasing sources of growth was linked to improvement in urban and historic sites for tourism purposes and overall urban growth. Human resource development was to be achieved through linkages with the National Museum and educational institutions and support for development of arts, language and literature. Overall the project design was moderately unsatisfactory. While preparation benefited from the input of national and international experts, risks and their mitigation were not adequately identified. The project was overambitious with too many activities, especially in Component B. The project design overestimated the Steering Committee role and capacity in project management. Initially nine institutions were represented on the SC, of which four are Ministries, two are municipalities, and three are autonomous government agencies (Research and Documentation Centre, University of Asmara [National Museum of Eritrea] and the People’s Front for Democracy and Justice [PFDJ]). There was an inherent and unrecognized conflict of interest in this arrangement as five of the SC members were directly responsible for implementing project components, including the Project Coordinator. Even more problematic was the fact that the later also headed the SC. The assumptions on risk factors were deficient. The project’s main overall risk assessment was negligible (N) with individual component ratings as follows: A) Site Planning and Conservation – N; B) Conserving the Built Environment – M; C) Supporting Living Culture – N; and D) Documentation and Information Management – N. Other risk factors were clear mechanisms for

15

collaboration and cooperation between multiple stakeholders (N), counterpart funds (S), and timely hiring of staff (M). Risk mitigation measure did not always correspond to the risk, for example the risk that conserved sites will be attractive to tourists was to be mitigated by social assessment and focus on community role in site management. A more realistic mitigation measure would be investment in site infrastructure and interpretation and visitor facilities. In retrospect, the risk assessment was overly optimistic and should have been Moderate (M) rather than Negligible (N). Indeed, during implementation other risk factors seriously affected implementation: change in Government support for the involvement of the private sector; a downturn in tourism as a result of regional instability and border conflict; resulting depleting human resource base with out-migration and army enrollment; and an inadequately staffed PCU.

3.2 Achievement of Project Development Objectives (including brief discussion of causal linkages between outputs and outcomes, with details on outputs in Annex 2) Overall the project was able to meet its objectives of testing out and developing the means for more fully integrating the conservation and management of cultural assets into local and national economic development. Furthermore, it promoted learning in many areas that are central to development at an institutional and skills level. The main achievements of the project are:

• Urban development plans take into account impacts on archaeological and built heritage.

• Strengthened capacity for management of the historic built environment.

• Development of a robust and capable institution (RDC) to serve as the National archives.

• Increase in skill base for historic building restoration.

• Increased knowledge base and access for archaeological and architectural heritage, and written and oral traditions.

• Dissemination of oral history and oral traditions through publications and performances

targeting communities and school children.

• Documentation of oral traditions of all nine ethnic groups with emphasis on fold songs, poems, stories etc.

• Significantly raised awareness of the significance of Eritrea’s cultural assets at both a

national and international level.

• Trained cadre of survey archaeologists, urban planners, archival and record management staff, and recorders of oral history.

• Creation of an acknowledged institutional forum for the management of heritage and

culture. Prior to the project cultural institutions were fragmented with little cohesion.

• Procurement experience with reference to selective bidding on archaeological outputs and restoration civil works.

16

• Building social capital around cultural restoration as embodied in the Restore Asmara Campaign.

3.3 Efficiency (Net Present Value/Economic Rate of Return, cost effectiveness, e.g., unit rate norms, least cost, and comparisons; and Financial Rate of Return) The PAD argued that because of the pilot nature of the project, only notional and qualitative economic analyses were to be undertaken a priori. The project was expected to generate a range of benefits associated with: a) experience gained with various institutional partnership arrangements for cultural asset conservation; b) improved planning and site interpretation to accommodate conservation needs and tourism interests in cultural sites; c) growth and poverty reduction associated with the development of enterprises and the private sector to support built heritage conservation; d) conservation of cultural assets which might otherwise have been lost, for example, to theft or as a result of development; e) community involvement in cultural site conservation and management; f) improved management of public records; and g) improved institutional capacity to formulate and implement cultural asset management programs.

The PAD also asserted that cost-effectiveness was carefully considered during project design. As pilot operations, interventions under all components are expected to be relatively small-scale and to optimize the impacts of resource use by developing partnership and possible co-financing arrangements with domestic and international organizations such as Mrara Art Association, Mahber Fikri Sine-Tibeb, ICCROM, and UNESCO. With the inclusion of larger scale conservation works at Teatro Asmara and Cinema Capital at the later stages of the project, this was no longer a valid assumption. Site conservation activities are expected to use local building materials and labor intensive methods.

Overall the project shows good value for money in view of the extensive training that was achieved in many areas of heritage management, including archaeological field surveys, site management planning, urban heritage planning, archive management, and oral history. The majority of assumed benefits were realized, although the growth and poverty reduction benefits stemming from private sector involvement were not forthcoming. The institutional legacy envisaged through the re-use of the Alfa-Romeo building and Eritrean Conservation Fund has fallen short. Nevertheless, it must be recognized that significant time and energy of the project went into creating institutional buy-in, building partnerships between institutions (e.g. RDC and Pavoni Center) and cooperation with different sub-sectors. While this is not reflected in project disbursement, it has been one of the main project achievements: the building blocks of a practical vision, based on sound experience, of how culture can be managed in Eritrea.

3.4 Justification of Overall Outcome Rating (combining relevance, achievement of PDOs, and efficiency) Rating: Moderately Satisfactory. The project was highly relevant, achieved a good part of its PDO, and demonstrated considerable value for money. However, it is noted that the penultimate and final ISRs rated the project as Moderately Unsatisfactory. The task team had been rating the DO as S for several missions as they felt that the objectives were being met, albeit not uniformly through all activities. The Implementation Progress was hence rated MU or U. The team was subsequently advised by the Region’s OPCS that this was inconsistent, and recommended lowering the DO rating to MU. The final ICR, was similarly treated as a reflection of the disappointing progress in the last 6 months, thereby retaining the MU ratings. On reflection, the task team states that had they realized that

17

the last ICR should have been treated as an overall evaluation of the project, the DO rating would definitely have been MS. The ICR firmly believes that a MS rating is fully justified as the project demonstrates extensive achievements and lessons learnt. It also demonstrated that investing in cultural assets is an element of nation building, as for example the work carried out on record management and oral history, and post-conflict reconstruction. It is difficult to assess, however, the contribution of cultural assets to economic growth in the present circumstances of Eritrea. On the less positive side, the project experienced many delays and did not disburse the full loan. More synergies could have been developed among the project components, for example using oral history in museum exhibitions or in urban conservation or utilizing recent archaeological findings in school curricula. As the project was a LIL, the ICR takes the view that it is important to focus on the strong learning aspects of the project, which are often not adequately reflected when viewed through the lens of incomplete disbursements. The QAG at supervision noted the following: “The project has clearly contributed to increased recognition of the importance of cultural heritage in Eritrea. Among other achievements, it has led to the production of a number of important publications and studies of Eritrean cultural heritage, particularly related to the old districts of Asmara and Massawa. These publications and studies have become popular among both tourists and scholars and have increased awareness of the cultural heritage of the country. The potential for increased tourism and international interest in historic sites and local culture provide important opportunities both for building social capital and for contributing to economic growth. The project has also successfully provoked increased cooperation among municipalities and other Government bodies, urban planners, the private sector and cultural heritage professionals (e.g., professionals at the National Museum) directed towards the preservation and protection of the cultural heritage of the country. This has included new zoning and building height and frontage regulations designed to preserve the historic cores of Asmara and Massawa.” The outcome of awareness raising on historical architecture and cultural tourism exceeded expectation. The project attracted numerous write ups in international and national press; BBC and other documentaries were made (information from project participants and Task Team). More recently, a traveling exhibition on Asmara’s architectural heritage is drawing audiences in several cities in Europe and gaining interest of travel promotion groups. The project has also had laudable success in creating a good base for records management in Eritrea. The RDC has taken every opportunity to provide significant training to staff and is now fully equipped and capable of serving as a national archive. The project takes credit for breaking the deadlock between the Pavoni Center (private archives) and the RDC who now work together through a Memorandum of Understanding.

3.5 Overarching Themes, Other Outcomes and Impacts (if any, where not previously covered or to amplify discussion above) (a) Poverty Impacts, Gender Aspects, and Social Development Poverty impacts are primarily anecdotal as social assessment was not carried out at the beginning of the project. In regard to gender aspects, the project trained a good proportion of women and the Qohaito Management Plan paid particular attention to the role of women through field work and consultations. The oral history and oral traditions project used female informants as well as male. The Pedals for Progress activities focused primarily on facilitating girls to go to school. The

18

architecture and urban environment and hygiene competitions got school children from all over the country exposed to historical architecture. The community discussions, visits and school visits to the archaeological sites of Asmara, Qohaito and Metera made archaeology a part of the living heritage to communities living around the sites. It can be argued that the project was strongly committed to social development, as one of its prime target groups were children and the project adopted an explicitly inclusive policy towards all ethnic groups and languages in the recording of oral traditions and history. The Restore Asmara Campaign was a wonderful example of building social capital through cultural restoration. The project brought together a large number of citizens and resources in Asmara to restore the main avenue over one weekend. Unfortunately the campaign was stopped at the last minute. (b) Institutional Change/Strengthening (particularly with reference to impacts on longer-term capacity and institutional development) The project started in a relatively new country with negligible capacity, immature institutions, and no vision for the management of its cultural assets. The objective of the LIL was not to establish institutions but to pilot institutional arrangements and learn from them, an objective that has been well met by CARP.

- Drafting of culture policy: The project has served as the central arena for discussion and formulation of a draft policy on culture management in Eritrea. The Steering Committee brought together the key players in different aspects of culture services (museums, archives, oral traditions and history, archaeology, building and urban conservation), who until now worked in isolation under different institutional set-ups. The policy discusses options for institutional management of culture in Eritrea, and draws heavily on the CARP experience.

- Institutional legacy beyond CARP: The team, supported by Management were resolute on retaining the ECF to ensure institutional sustainability for cultural activities in Eritrea following project closure. Steering Committee and GOE support was secured by expanding the scope of the ECF beyond architectural conservation (as in PAD) to include other aspects of culture (archaeology, oral traditions, archiving etc.), and extending its mandate to support both private and public sector initiatives. The project has designed the fund but it remains to be legally established.

- Institutional development to support Architecture: The project has established the Asmara Center for Architecture which is affiliated to the Municipality. It serves as a resource center for training and a repository for architectural information which is now accessible to researchers, architects and professionals. CARP has also established the Committee for the Historical Perimeter of Asmara, which is chaired by the Municipality, and includes private sector and government professionals to review and advice on construction within the Historic Perimeter using the building guidelines developed through CARP.

- Institutional model for management of archaeological sites: The project demonstrated flexibility in piloting different arrangements for site management. The current model of local government (management, budget, works), National Museum (technical role) and community (services -guides, shops) has been accepted by MOND as a model for management of archaeological sites in Eritrea.

-Linking culture with education: The project has built strong links between culture and education. This is seen in a range of activities: school tours and public lectures during metera stelae restoration, competition for school children focussing on urban architecture and

19

environmental awareness, publication and distribution of school materials and research books on architecture, oral history, and oral traditions.

-Donor interest for Eritrean culture: CARP has been extremely successful in demonstrating the value of investing in cultural assets. The project generated a lot of interest from many donors and private entrepreneurs and took on board several activities that these groups wanted to support (e.g. Municipality and archaeology survey training (Italians), competition for school children (British), exhibition on archaeology (French), restoration of stelae (French), training on building skills (Italians) etc.). Donor investment in cultural assets is very likely to continue as is demonstrated by the recent interest of the Norwegians to build on CARP investment to further enhance the resources of the RDC.

-Link to international resources: The project has ensured that long-term links are established with international funding and technical resource institutions. The selection of 3 structures on the current World Monuments Fund Endangered list, the hosting of Africa meeting of UNESCO's heritage sites selection conference in Asmara, links with the BBC, Merrel publishers etc. all go a long way to ensure that funds will keep flowing into the management of cultural resources in Eritrea. (c) Other Unintended Outcomes and Impacts (positive or negative) The planning guidelines of the historic perimeter of Asmara and the archaeological survey of Greater Asmara are currently being used to develop the city’s strategic plan, under financing from the African Development Bank. The project made a big effort to work with the Municipality and build ownership with the intention of integrating project outputs into relevant development plans. Asmara has become well known among architects and preservationists for its outstanding modernist architecture, due to the Internationally renowned publication by Merrel Publishers on “Asmara – Africa’s Secret Modernist City. This was based on the material documented through the Project (currently available for purchase in local shops and via Amazon.com), exhibitions in Europe that used the material collected through the Project (at the Royal Institute of British Architectures headquarters in London, Cairo and various cities in Germany in 2007 and now in many cities in Italy in 2008) as well as magazine articles writing about the project and architecture in Eritrea. This media attention on Eritrea’s cultural heritage has created a positive image of Eritrea and laid the foundation for niche tourism. Three monuments in Eritrea were successful in entering the World Monuments Fund list of 100 Most Endangered Monuments and attracted funding for restoration. The intiative to propose the monuments and the financing of the application were a result of the project. The project also financed the Conference for Africa submissions to the tentative list of UNESCO World Heritage Sites. It was agreed at the Conference that Eritrea should submit an application but this is still to be done as the country lacks some the legal and management requirements.

3.6 Summary of Findings of Beneficiary Survey and/or Stakeholder Workshops (optional for Core ICR, required for ILI, details in annexes) No surveys were undertaken although household interviews and focus groups were conducted as part of the Qohaito Site Management Plan. A very successful workshop of implementing partners was held during the MTR to draw on common lessons and develop a common vision for the project and is detailed in the April 2004 Aide Memoire. The Steering Group met during the 2006 mission to consider lessons learned and heads of individual components submitted their observations to CARP in October 2007.

20

4. Assessment of Risk to Development Outcome Rating: Moderate CARP aimed at piloting arrangements for management of culture in Eritrea, and served as an umbrella institution for the different agencies working on culture. Prior to the project, each agency working on an aspect of culture functioned on its own, with minimal communication or exchange with the private sector, or even between public agencies (such as Museum, Archives etc.). The project created synergies between institutions, brought in the private sector and demonstrated the potential of community involvement. The institutional experience gained from CARP has significantly informed the proposed institutional structure in the draft culture policy. However, there is a risk that these synergies may not be further strengthened if this policy remains unendorsed for a long time. There is also a similar risk that the ECF may take a while to be established by legal proclamation. CARP has achieved significant success in the area of capacity building both through training of personnel and investment in necessary equipment. The project has consistently ensured that technology was tailored to the available skills and adequate attention has been given to training in equipment maintenance and access to spare parts. The projected financial flow to the sector is somewhat uneven. While the project has recorded significant success in increasing donor interest to financing cultural management in Eritrea, the support from Government looks less promising. Following project closure, some donor funds are being channeled directly to individual implementing agencies. However donors explicitly commented that they were less willing to invest in the absence of an umbrella institution to replace CARP. The social development outcomes are dependant on the future economic and political stability in Eritrea and the resolution of its border situation. The project has created much awareness within and outside Eritrea, exposed school children to the different sub-sectors, and demonstrated how culture can serve to create employment, build social capital and reduce conflict. However, these building blocks can result in economic and social development only with stable national growth and regeneration of the economy. The recent political developments indicate that the country is on its way to addressing these issues. With economic growth, the Government is highly likely to invest in cultural management as the project has adequately demonstrated its potential for economic growth and national integration. If this happens, coupled with the raised interest from the private sector, donors and community groups, CARP’s legacy will result in its intended objectives for a long time.

5. Assessment of Bank and Borrower Performance (relating to design, implementation and outcome issues)

5.1 Bank Performance (a) Bank Performance in Ensuring Quality at Entry (i.e., performance through lending phase) Rating: Moderately Unsatisfactory. The design team cannot be faulted on the detailed and admirable technical background work done which drew on relevant international expertise in the different sub-sectors of cultural management. The design however, was overambitious. Too many small activities, especially in Component B,

21

were not in tune with the light management structure expected in a LIL. The project was also heavily dependant on outputs linked to the National Museum who were one of the weakest institutions in terms of limited technical skills and an inefficient decision making structure. Finally, the institutional design of the implementing partners being the core of the Steering Committee (SC) and the Project Coordinator doubling as its head, limited the scope of the SC to resolve bottlenecks with implementation agencies and look beyond individual components. The definition of outcomes indicators and the analysis of risks at entry were weak. While the political instability may not have been predictable, other risks linked to fledgling institutions and a nascent economic base were underestimated. There was no QAG at entry. (b) Quality of Supervision (including of fiduciary and safeguards policies) Rating: Moderately Satisfactory To judge the quality of supervision it is necessary to differentiate the two distinct phases of the project: pre Mid Term Review (Moderately Unsatisfactory) and Post Mid Term Review (Satisfactory). The quality of supervision pre Mid Term Review was poor. From effectiveness in 2001 until 2004 when the project had only a year left for implementation (although no mid-term review had been conducted), no supervision mission had been carried out for almost 2 years and a short term consultant with no project supervision experience had been assigned as Task Manager. Although the project did much to raise awareness of the country’s remarkable architectural legacy, and the mapping Asmara’s historic district was underway, about half the activities had not yet commenced, and disbursement was under 20%. No Project Implementation Plan (PIP) was prepared, project budgets were not available, and expenditure categories did not relate to activities on the ground. The office did not have a procurement staff. Three Safeguard policies should have been triggered and were not, although there were negative impacts or consequences. Despite this, the ISRs are rated S. Bank management failed to respond to these inadequacies in supervision. From 2004 the quality of supervision improved dramatically and was satisfactory. The development of the KPI annex (see Annex 1 of all AMs) using percentages to indicate status has been an excellent tool that is greatly valued by the client and the Bank team as an aide to comprehensive supervision. The Bank team was proactive, with regular mission and intensive communication through email and regular Video Conferences to monitor progress and address bottlenecks. The QAG review rated the project as a moderately satisfactory, although they specifically commented that the task team’s “supervision and insights were of high quality” but felt that management could have been more proactive to respond to the issues raised by the team. In this regard it needs to be stated that country management response was extremely proactive and supportive in the last year of the project. (c) Justification of Rating for Overall Bank Performance Rating: Moderately Satisfactory Based on the bank performance discussed above and considering that overall the highlighted inadequacies in Quality at Entry were outweighed by a technically robust design and proactive implementation support in the post MTR phase, overall bank performance is rated as moderately Satisfactory.

5.2 Borrower Performance (a) Government Performance Rating: Moderately Unsatisfactory.

22

The Government showed strong commitment to the project at the identification stage while during the last two years of the project there were difficulties in reaching decisions in a timely manner on some key matters, including the physical works at the Asmara theatres and the design and establishment of ECF. The PCU, particularly under the last Project Coordinator, worked very hard to deliver the project under considerable pressure of time. Amongst the issues effecting Government performance are: Effectiveness delay: The project took more than eleven months from Appraisal (11/2000) to Effectiveness (10/2001). Staff turnover: Changes and delays in appointing Project Coordinators significantly disrupted project implementation as there was no system of handover. The project remained without a Project Coordinator for several months in the last phase which caused unnecessary delays and disbursement hold-ups. Lengthy response time from Project Unit: A pattern of long gaps in response and reluctance to make decisions resulted in many delays on activities that could have moved ahead. This was very evident during at least the last two years of the project, despite numerous reminders from the Bank team. This had a negative impact on the proposed civil works for theatres, the ECF etc. Changing and unpredictable Government priorities: The MTR agreed to the restoration of two theatres following strong demand from the Project Unit and Ministry. These activities progressed slowly despite World Bank flexibility on procurement and ultimately remained undone at project closure. This tied up funds which could have been used on other activities. Revocation of contractor’s licenses: The effective stoppage of licensed contractors in Asmara resulted in a situation where physical works approved under the project, namely the repair of the National Museum and the restoration of the two theatres was first delayed and finally cancelled. In the case of the National Museum, asbestos removal was seen as a health risk to staff and visitors but no exemption was granted by Government. Decreasing support to private sector: The changing political environment in Eritrea resulted in decreasing support to private sector and community groups. This meant that the project had to change certain activities that were originally envisaged with strong civil society involvement. (b) Implementing Agency or Agencies Performance Rating: The PCU experienced three distinct phases with three Project Coordinators. Up to the MTR the PCU had significant achievements in component B but other activities had not even commenced. The coordinator was a great visionary, passionate about architecture and urban planning. However, the unit lacked management skills, and procurement and financial management were unsatisfactory. Relations with implementing partners on the Steering Committee were not always smooth and the project recorded uneven progress. Following the MTR, a new project coordinator was appointed. This phase started out in a promising manner, and financial management improved significantly. However, there were significant delays in decision making without adequate justification. Low morale set in within PCU staff and there was reluctance to delegate or take decisions efficiently. The ECF, Qohaito management plan, museum exhibits and theatre civil works suffered significant set-backs. The final year of the project again saw delays as the Project Coordinator left and there was a long delay before an Acting Coordinator was appointed. Although he was not from the relevant

23

technical field, he created a feeling of partnership within the Steering Committee and worked hard to push through decisions efficiently. Unfortunately by this period, time was running short and the Ministry of Finance decided not to extend the project. It is worth noting that the Aide Memoires raised relevant issues related to the performance of the PCU in a candid manner. (c) Justification of Rating for Overall Borrower Performance Rating: Moderately Unsatisfactory. Based on the bank performance discussed above, overall borrower performance is rated as moderately unsatisfactory.

6. Lessons Learned (both project-specific and of wide general application) Begun in a new and post-conflict country with negligible capacity, immature institutions, and no vision for the management of its cultural assets, the Cultural Asset Rehabilitation LIL had as its objective to pilot institutional arrangements and learn from them, not to establish institutions. Therefore most of the learning focuses on aspects of cultural asset management. The project has left behind very relevant experience to inform the creation of a new institution for culture management in Eritrea. The project offers a number of lessons that should be considered for future operations to make project impacts more sustainable and replicable:

(a) Importance of a common institutional umbrella for management of the culture sector: The project has served as the central arena for discussion and formulation of a draft policy on culture management in Eritrea. The Steering Committee brought together the key players in different aspects of culture services (museums, archives, oral history, archaeology, building and urban conservation), who previously had worked in isolation under different institutional set-ups. The project clearly demonstrated that culture cannot continue to be managed by different bodies under different institutional set-ups. It proved the value and effectiveness of a common umbrella housing the different bodies working on culture.

(b) Linking culture with education: The project has built strong links between culture and education, and demonstrated the importance of culture to national identity and integration. This is seen in a range of activities: school tours and public lectures during the Metera stelae restoration, competition for school children focusing on urban architecture and environmental awareness, publication and distribution of school materials, and research books on architecture, oral history, and oral traditions.

(c) Role of private sector and community in cultural conservation: The project demonstrated the important role that non-government players have in supporting culture. The discussions around the Eritrean Conservation Fund (ECF), the method of procurement for restoration works, the role of the community in archaeological site management in Qohaito, the creation of the Committee for the Historical Perimeter of Asmara, the activities targeted at school children all contributed to convince public sector bodies that the private sector and civil society are a partner in their endeavor rather than competitors to be held at arms length. In some cases, such as the Pavoni – RDC partnership, it convinced private sector to acknowledge the importance of public bodies in safeguarding culture.

(d) Donor interest for Eritrean culture: CARP has been very successful in demonstrating the value of investing in cultural assets. The project generated important interest from many donors and private entrepreneurs and took on board several activities that these groups wanted to support (e.g., competition for school children [British], exhibition on archaeology [French], restoration of

24

stelae [French], training on building skills [Italians] etc.). Donor investment in cultural assets is likely to continue if an appropriate and transparent institutional home is established.

(e) Link to international resources: The project has ensured that long-term links are established with international funding and technical resource institutions. The selection of three structures on the current World Monuments Fund Endangered list, the hosting of a UNESCO conference on World Heritage Sites in Asmara, contact with the Africa desk at the World Heritage Centre in regard to the tentative list nomination of Qohaito, links with the BBC and Merrel publishers etc. are positive steps to ensure external support for the management of cultural resources in Eritrea.

(f) Using culture as a unifying force in post conflict societies: CARP had a tremendous response and success in organizing a community initiative to restore the main street in Asmara using donations (paint, cement) from private companies and sponsors. This was a great attempt at using culture to build community social capital in a conflict environment. Similarly, the school competitions, public discussions at archaeological sites, and dissemination of oral history and traditions to people have contributed in promoting national identity and tolerance. As the QAG report noted, “Cultural heritage should be recognized for its potential as a unifying force in a post-conflict situation. Failure to recognize this constitutes a serious missed opportunity.”

(g) Need for simplicity in designing LILs: The initial project design was overambitious that resulted in several years of slow implementation with many activities not even commenced over almost 4 years. As a LIL, project design has to be simple. A few activities are adequate to test an objective. The focus should be on the learning through the activity and not on the number of activities achieved. Moreover, activities should be tailored to capacity and management skills, something that was significantly over-estimated in a new country like Eritrea.

(h) Need for flexibility in design and supervision: The project demonstrated the need for the project team and Bank management to be flexible and sensitive to bottlenecks and problems, especially when working in a new sector and in an unstable post-conflict situation. The purpose of the LIL is to learn, and the project implemented this concept by being open to changing arrangements and adapting activities within the project, in order to meet the objectives in the most feasible manner. This is demonstrated in the piloting of different arrangements for the Qohaito site management. The current model of local government (management, budget, works), National Museum (technical role) and community (services -guides, shops) has now been accepted as a model for management of archaeological sites in Eritrea, and is very different from the earlier arrangement where the whole site was under the sole authority of the technical National Museum.

(i) Need for sustained engagement by Bank management. The project also points attention to support mechanisms within the Bank. “The Panel [QAG of Supervision] also feels that the project has been treated as marginal within the Bank's portfolio in Eritrea, and that an important opportunity to promote cultural heritage for national-building and unification of a post-conflict situation has not been sufficiently taken advantage of. The failure to plan for a follow-up to this LIL heightens the sense that work in this area is not a priority for the Bank or Government.” The End of Project Evaluation submitted by the Borrower lists detailed lessons learned for each of the main components (see Annex 4).

7. Comments on Issues Raised by Borrower/Implementing Agencies/Partners (a) Borrower/implementing agencies

25

MOND voiced concern with World Bank procurement procedures that were deemed inflexible to the particular situation of restoration works. However, the World Bank tried to be extremely flexible, but when a compromise was agreed, the project moved to MOF who cancelled the activity under discussion. The PCU was concerned over the gap in TTLship and the inadequate field visits prior to the MTR. Procurement support was also limited, but this improved dramatically with the recruitment of a procurement analyst in the WB Asmara office. Implementing agencies expressed sincere appreciation of the effort made by the post MTR team to be flexible and supportive of their needs, and for providing close technical guidance. They also found the team to be effective in addressing conflict issues between the PCU and themselves. (b) Cofinanciers Many donor agencies were extremely impressed with CARP and approached the Project to provide funding to culture through the CARP channel (see above for list of activities funded by donors). CARP could not accommodate all the demands though a host of activities were absorbed into the project. The donor agencies have voiced their concern that they will lack a channel to fund cultural activities following the closure of CARP (as the ECF is not established and cultural management remains disbursed in Eritrea). However, the individual agencies have been significantly strengthened and donors can channel funds through the relevant sub-sector as is demonstrated by the proposed intention of the Norwegians to invest in the RDC and restoration of the historic church in Senafe by the World Monuments Fund. (c) Other partners and stakeholders (e.g. NGOs/private sector/civil society) There was much interest and demand from the private sector for funding a range of activities such as restoration of historic buildings (e.g. gas station, wooden balcony in Massawa etc.), supporting artists and performers and financing individual researchers. CARP was extremely flexible in its approach and stretched to accommodate many demands. However, support to these activities such as publication of text on Archaeology, tourist guide for Keren, support to Artist group for postcards, workshop on traditional music instruments were done in a somewhat ad-hoc manner. There was open demand for a more formal process that was originally envisaged through ECF but did not see implementation due to lack of support from Government.

26

Annex 1. Project Costs and Financing

Project Costs: Financial Allocation and Disbursement Status

Table1.1: Project Financing by Component and Source (in USD million equivalents) before the 2006 reallocation.

Appraisal Estimate Actual as of July31/2007

Percentage of Actual/Appraisal

Component IDA GOE Total IDA GOE Total IDA GOE Total Site Planning, Conservation and Museum Development. 1.40 0.10 1.50 0.26 0.01 0.27 18.6% 10.0% 18.0%Conserving the Built Environment 2.30 0.20 2.50 0.75 0.01 0.76 32.6% 5.0% 30.4%Support Living Culture 0.50 0.02 0.52 0.27 0.02 0.29 54.6% 90.0% 56.0%Documentation & Information Management 0.50 0.05 0.55 0.35 0.01 0.36 70.0% 14.0% 64.9%Coordination & Management 0.30 0.04 0.34 0.37 0.20 0.57 123.3% 487.5% 166.2%Total Baseline Cost 5.00 0.41 5.41 2.00 0.24 2.24 40.1% 58.5% 41.5%Source: Source: CARP, Finance Section, October 2007 Note: Figures are rounded

Table1.2: Project Financing by Component and Source (in USD million equivalents) after the 2006 reallocation.

Appraisal Estimate Actual as of July31/2007

Percentage of Actual/Appraisal

Component IDA GOE Total IDA GOE Total IDA GOE Total Site Planning, Conservation and Museum Devt. 0.66 0.01 0.67 0.26 0.01 0.27 39.4% 100.0% 40.3%Conserving the Built Environment 2.51 0.20 2.71 0.75 0.001 0.75 29.7% 0.5% 27.5%Support Living Culture 0.51 0.04 0.55 0.27 0.02 0.29 53.5% 45.0% 52.9%Documentation & Information Management 0.76 0.08 0.84 0.35 0.01 0.36 46.1% 8.8% 42.5%Coordination & Management 0.56 0.07 0.63 0.37 0.20 0.57 66.1% 278.6% 89.7%Total Baseline Cost 5.00 0.40 5.40 2.00 0.24 2.24 40.0% 60.0% 41.4%Source: Source: CARP, Finance Section, October 2007 Note: Figures are rounded

27

Table 2.1: Project Financing by Category (in USD million equivalent) before the 2006 reallocation

Appraisal Estimate Actual as of July31/2007 % of Appraisal

Expenditure Category IDA GOE Total IDA GOE Total IDA GOE Total Civil Works 1.30 0.14 1.44 0.01 0.01 0.02 0.8% 7.1% 1.5%Goods & Equipment 0.60 0.21 0.81 0.60 0.02 0.62 100.0% 9.5% 76.5%Consulting Service , Training, Audit, Workshops, etc. 1.20 0.00 1.20 1.20 0.00 1.20 100.0% 0.0% 100.0%Grants 0.80 0.00 0.80 0.00 0.00 0.00 0.0% 0.0% 0.0%Operating Cost 0.60 0.06 0.66 0.19 0.21 0.40 31.7% 351.7% 60.8%Unallocated 0.50 0.00 0.50 0.00 0.00 0.00 0.0% 0.0% 0.0%Total 5.00 0.41 5.41 2.00 0.24 2.24 40.0% 58.8% 41.4%Source: Source: CARP, Finance Section, October 2007 Note: Figures are rounded

Table 2.2: Project Financing by Category (in USD million equivalent) after the 2006 reallocation

Reallocated Estimate

Actual as of July31/2007 % of Appraisal

Expenditure Category IDA GOE Total IDA GOE Total IDA GOE Total Civil Works 2.37 0.14 2.51 0.01 0.01 0.02 0.4% 0.7% 0.4%Goods & Equipment 0.60 0.20 0.80 0.60 0.02 0.62 100.0% 15.0% 78.8%Consulting Service , Training, Audit, Workshops, etc. 1.02 0.00 1.02 1.20 0.00 1.20 117.6% 0.0% 117.6%ECF Consultants 0.20 0.00 0.20 0.00 0.00 0.00 10.0% 0.0% 10.0%Operating Cost 0.60 0.06 0.66 0.19 0.21 0.40 28.3% 354.5% 58.0%Unallocated 0.21 0.00 0.21 0.00 0.00 0.00 0.0% 0.0% 0.0%Total 5.00 0.40 5.40 2.00 0.24 2.24 40.0% 60.9% 41.5%Source: Source: CARP, Finance Section, October 2007 Note: Figures are rounded

Table 3: Project Cost by Procurement Arrangement (Actual as of July 31/2007 in USD Million equivalent)

Procurement Arrangement Category SS DC QCBS ICB NCB Shop Total

Civil Works 0.00 0.00 0.00 0.01 0.00 0.00 0.01Goods and Equipment 0.00 0.09 0.00 0.13 0.01 0.40 0.63Consulting Service , Training, Audits, Workshops, etc 0.76 0.03 0.07 0.30 0.00 0.05 1.2

28

Operating Cost 0.00 0.00 0.00 0.00 0.00 0.40 0.40Total 0.76 0.12 0.07 0.44 0.01 0.84 2.23

Percent of total 0.34 0.05 0.03 0.20 0.00 0.38 1.00Source: CARP, Finance Section, October 2007 Chart 1: Project Financing by Component and Source

0.00

1.00

2.00

3.00

4.00

5.00

6.00

IDA GOE Total IDA GOE Total IDA GOE Total

Appraisal Estimate Actual as of July31/2007 Percentage of Actual/Appraisal

Site Planing ,Conservation andMuseium Devt.Conserving the BuiltEnvironment

Support Living Culture

Documentation &InformationManagementCoordination &Management

Total Baseline Cost

Source: (CARP), Table 1&2, Annex 1. Chart II: Project Financing by Category

Project Financing by Category

0.00

1.00

2.00

3.00

4.00

5.00

6.00

IDA GOE Total IDA GOE Total

Appraisal Estimate Actual as of July31/2007

USD

mill

ion

Civil Works

Goods & Equipment

Consulting Service ,Training,Audit,WorkshopGrants

Operating Cost

Unallocated

1

Annex 2: Outputs and KPIs and Ratings by Component RESTRUCTURED KEY PERFORMANCE INDICATORS AND PROGRESS AS OF 31 JULY, 2007

Component A . Site Planning, Conservation and Museum Development

KPI A1 Benchmarks & Current Rating Activities Covered Progress Action A pilot archaeological inventory of the greater Asmara area is completed, and an evaluation of the inventory approach is completed to assess its potential for wider application

25% equipment procured and training on its use completed; 50% phase 1 of survey completed, phase 2 sites identified and survey started; 75% survey completed and TOR for evaluation finalized; 100% methodology evaluated and final report submitted and published Previous Rating: 100%

Current Rating: 100%

(i) equipment; (ii) training by

Manzo, (iii) field survey, (iv)

interim and final report

preparation and publication

KPI achieved.

KPI achieved

KPI A2 Benchmarks & Current Rating Activities Covered Progress Action Community based site conservation and management plan is prepared and is under implementation in Qohaito, and is evaluated for wider application, and community based restoration activities on Metera carried out

25% implementation committee set-up, preliminary work plan submitted and TOR for consultant for site plan finalized, restoration of Metera completed using community labor, 1 school tours of Q, 1 school tour of M completed; 50% 2nd school tour of M completed, consultant for site plan recruited, visitor center designed and located, time-line and content of community awareness workshops finalized, draft site plan; 75% 3 public workshops held, civil works for visitor center commenced, site plan final, goods for visitor center procured; 100% visitor center ready with displays, community workshops completed, signage posted, guides trained, civil works completed, site management plan finalized. Previous Rating: 70%

Current Rating: 73%

(i) IC setup and operation for Q, (ii) consultant for site management plan for Q, (iii) site management of Q by zoba (iv) visitor center design and civil works in Q, (v) visitor center goods and equipment including preparation of visitor materials, (vi) other site specific civil works in Q, (vii) community awareness activities in Q, (viii) training of guides in Q and M, (ix) community based restoration activities in Metera (with French donor), (x) 1 school tour of Q, (xi) 2 school tours of M

(i) Final management plan submitted by Consultant but falling short of several areas. (ii) Inventory of 300 of 750 known sites completed. (iii) No progress on construction of visitor center or development of exhibit material. (iv) No progress on training of guides or signage. (v) 3 public workshops held to discuss plan with community, govt and private stakeholders.

KPI partly achieved

2

KPI A3 Benchmarks & Current Rating Activities Covered Progress Action Upgrade and improve facilities, collections and exhibitions in National museum (NM) and Massawa museum (MM)

25% photo exhibit on archaeology prepared, goods and equipment for NM and MM procured, draft bid documents for NM civil works ready; 50% photo exhibit on archaeology on display, civil works on NM commenced, proposals for 2 new exhibits completed; 75% civil works for NM completed, one exhibit ready; 100% 2 exhibits in NM and MM upgraded and on display

Previous Rating: 55%

Current Rating: 60%

(i) Photo exhibit on archaeology with Alliance Francaise, (ii) civil works to upgrade NM building, (iii) goods and equipment for NM and MM exhibit improvements.

(i) No progress on exhibits. (ii) Furniture for National museum procured. (iii) No progress on civil works despite CARP PCU’s extensive efforts to elicit interest from the limited licensed contractors.

KPI partly achieved

Component B . Conserving the Built Environment

KPI B4 Benchmarks & Current Rating Activities Covered Progress Action Initiatives to raise awareness [locally and internationally] on the built environment have been successfully implemented

25% consultants recruited for identified books/maps on Asmara (A) and Massawa (M), Renovate Asmara Campaign ready, workshop on culture and sustainability; 50% guide book, map and international publication on A published, 2 urban environment activities linked to pedals for progress commenced, UNESCO conference held, Tigrinya book on culture published; 75% guide book and map on M published, WMF proposals submitted, World Heritage Site proposal for A submitted; 100% school booklet on built environment completed in English, Tigrinya and Arabic and delivered to schools, CARP books available in local outlets in major cities in Eritrea.

Previous Rating: 85%

(i) publication and distribution of maps and guides to built environment on A and M, (ii) Tigrinya book on culture, (iii) international book on Asmara secret city, (iv) school booklet in English, Tigrinya and Arabic on built environment for Min of Education, (v) UNESCO conference on nomination of World Heritage site, submission of proposal for Asmara and workshop on WHS requirements, (vi) WMF proposals, (vii) Renovate Asmara

(i)School booklets on built environment submitted to Ministry of Education for distribution to schools in all regions. (ii) Guide books on M & A, Tigrinya book on culture and international book on A available to public in 2 local bookstores.

KPI achieved

3

Current Rating: 100% Campaign, (viii) activities linked to Pedals for Progress with Netherlands Embassy, (ix) urban awareness activities for schools with British & Netherlands Embassy (x) workshop on culture and sustainability

KPI B5 Benchmarks & Current Rating Activities Covered Progress Eritrean Conservation Fund (ECF) is established and is financing private sector and community based conservation activities.

25% TOR for ECF studies drafted and consultant recruited, 50% Pilot design for ECF structure submitted and pilot activities begin; 75% Funds for pilots 50% disbursed and legal activities to establish ECF underway; 100% pilot sub-projects completed and ECF legally established

Previous Rating: 45%

Current Rating: 46%

(i) Studies/Consultancies for structure of ECF, (ii) setting up ECF, (iii) piloting sub-projects.

(i) ECF design finalised and approved by Steering Committee. (ii) No progress on ECF piloting. (iii) No progress on legal establishment of ECF.

KPI partly achieved.

KPI B6 Benchmarks & Current Rating Activities Covered Progress Action Conservation plans for identified historic buildings in Massawa are completed

25% consultants for design of covered walkway and Banco d'Italia recruited; 50% design for covered walkway complete and Banco d'Italia underway; 75% design for Banco d'Italia complete and consultant for design of Governor Palace recruited; 100% design for Governor Palace complete

Current Rating: 100%

(i) design of covered walkway, (ii) design of Banco d’Italia, (iii) design for Governor Palace

KPI achieved

KPI achieved

4

KPI B7 Benchmarks & Current Rating Activities Covered

Progress Action

Conservation plans for identified historic buildings in Asmara, Dekemhare and 2 monasteries are completed

25% consultants for design of 4 of 9 identified buildings recruited; 50% 4 of 9 designs complete, and consultants recruited for design of 2 more buildings; 75% 5 of 9 designs complete, and consultants for design of remaining 2 buildings recruited; 100% 9 of 9 designs complete Previous Rating: 100%

Current Rating: 100%

(i) design of Alfa Romeo, (ii) design of Asmara Theatre, (iii) design of Eritrean War Disabled Building, (iv) design of Abuna Bitsu Amlak Monastery, (v) design of Dekemhare Martyrs Cemetery, (vi) design of Central Post Office, (vii) design of Capitol Theatre (viii) design of library and museum for Debre Bizen monastery, (ix) design for Sudan Embassy

KPI achieved The mission would like to note that the design for the Asmara and Capitol Theatres and War Disabled Building ensures that they are disable accessible.

KPI achieved

KPI B8 Benchmarks & Current Rating Activities Covered Progress Action Restoration works for Asmara Theatre completed

25% bid documents ready and approved; 50% civil works contract awarded and work commenced, consulting supervisor recruited, 75% civil works 50% complete; 100% civil works 100% complete Previous Rating: 30%

Current Rating: 30%

(i) preparation of bid documents, (ii) civil works, (iii) consultant supervisor

No progress due to MOF decision to close project.

KPI partly achieved

KPI B9 Benchmarks & Current Rating Activities Covered

Progress Action

Restoration works for Capitol Theatre completed

25% bid documents ready and approved; 50% civil works contract awarded and work commenced, consulting supervisor recruited, 75% civil works 50% complete; 100% civil works 100% complete

Previous Rating: 30%

(i) preparation of bid documents, (ii) civil works, (iii) consultant supervisor

No progress due to MOF decision to close project.

KPI partly achieved

5

Current Rating: 30%

KPI B10 Benchmarks & Current Rating Activities Covered Progress Action Design and civil works for 2 open spaces in Asmara completed and spaces being used by local community

25% consultant recruited and draft design proposed, 2 sites selected; 50% bid documents approved and bid awarded; 75% civil works 50% complete; 100% civil works for 2 spaces complete and spaces being used by local community

Previous Rating: 40%

Current Rating: 100%

(i) Design of open spaces, (ii) civil works, (iii) furniture for open spaces

(i) Firm contracted to proceed with civil works for 2 open spaces. (ii) Civil works for 2 open spaces completed and spaces being used by local community.

KPI achieved

KPI B11 Benchmarks & Current Rating Activities Covered

Progress Action

Training program in building conservation carried out for Asmara municipality technicians and skilled labor

25% plan for trainings developed, identification of schools & partner institutions, trainers for urban planning course recruited; 50% trainers for skilled labor training recruited, both trainings underway, Asmara Center for Architecture set-up; 75% both trainings at least 50% complete; 100% both trainings completed with at least 50% of trainees using skills in work place, manual on conservation techniques completed and distributed, Asmara Center for Architecture providing services to municipality

Previous Rating: 100% Current Rating: 100%

(i) management for ACA ready,, (ii) consultant trainers, (iii) goods and equipment needed for trainings, (iv) preparation and publication of manual on restoration techniques, (v) establishment of ACA.

KPI achieved KPI achieved

KPI B12 Benchmarks & Current Rating Activities Covered

Progress Action

Planning initiatives for 25% TOR developed and consultants recruited (i) preparation of guidelines (i) Exhibition on Asmara architecture KPI achieved

6

Asmara and Massawa are completed, which focus on improving regulatory framework, the development of special conservation areas, and development of selected conservation plans.

to prepare guidelines on historic perimeter (HP) in Asmara, consultants for preparation of green book on Asmara recruited, 50% Phase 1 of HP consultancy complete, green book on Asmara HP complete, consultants recruited for blue book on Massawa, 75% phase 2 of HP consultancy underway, green book data being used by Asmara municipality, blue book on Massawa in preparation, 100% complete guidelines on HP delivered to Asmara municipality, blue and green book data being used by researchers Previous Rating:100%

Current Rating: 100%

for historic perimeter in Asmara, (ii) green book on Asmara, (iii) blue book on Massawa, (iii) guidance provided by CARP to municipalities of Asmara and Massawa on restoration and new building construction, (iv) procedures in place to ensure use of HP guidelines and blue and green book data

in Berlin, London and other places took place successfully. This was inspired by CARP’s products. Done in cooperation with German and Eritrean architects, G & E embassies, Municipalities & CARP. Exhibition expected to return to A following world tour. KPI achieved

Component C . Supporting Living Culture:

KPI C13 Benchmarks & Current Rating Activities Covered Progress Action Program of research on stage performance and training in collection of oral literature and traditions are carried out.

25% equipment for collection specified, training program developed; TOR for consultancy on history of performance developed; 50% equipment for collection procured, trainees identified and trainers recruited for collection training, consultancy on history of performance underway; 75% 1 month training on collection completed; research on history of performance complete; 100% refresher training on collection completed, research on history of performance compiled and ready for editing, all equipment procured.

Previous Rating: 98% Current Rating: 100%

(i) Equipment for collection of oral traditions, (ii) 1 month training of collectors of oral tradition and refresher course, (iii) research for book on history of performance

(i) Remaining equipment procured. KPI achieved

7

KPI C14 Benchmarks & Current Rating

Activities Covered Progress Action

Representative oral literature and traditions are collected, performance opportunities are supported, collected material is documented, transcribed and disseminated, and materials submitted for inclusion into educational curricula

25% collection of oral traditions commenced, transcribers recruited, two public performances completed and recorded on audio; 50% collection of oral traditions 50% complete, transcription of 3 ethnic groups underway; 75% collection of oral tradition of 9 ethnic groups completed, collected material of 9 ethnic groups is 25% transcribed & catalogued, book on history of stage performance published & distributed, Tigre TV drama shown on TV; 100% transcription and cataloguing of material of 9 ethnic groups completed, selected material submitted for inclusion in educational curricula, TV drama distributed, selected material published in CAB journal/books, performances of oral tradition in Tigre speaking area.

Previous Rating: 80% Current Rating:100%

(i) collection of oral traditions in 9 ethnic groups, (ii) transcription of collected material of 3 groups, (iii) cataloguing and classification of collected material of 3 groups, (iv) publication of selected material in 2 journals, (v) editing and publishing of book on history of stage performance, (vi) support to cultural performances in schools and in public

(i) Cataloguing of 9 ethnic groups completed. (ii) Book on Saho, Nara, Tigre oral tradition published (iii) Book on Tigre oral tradition published (iv) Publication of collected material in “Quolahta” children’s journal (50,000 copies) (v) Selection of material for inclusion in school curricula. (vi) Performance of Tigre drama and cultural show in 20 Tigre speaking villages.

KPI achieved

KPI C15 Benchmarks & Current Rating Activities Covered Progress Action Training in collection of oral history is carried out and oral histories are collected, published and disseminated m

25% collectors recruited, partner organizations identified, equipment identified; 50% research for books on federal period underway, initial training for partner organizations completed, transcribers recruited, draft of book on federal period part 1 ready, 80% equipment procured; 75% book on federal period part 1 published in Tigrinya, research on federal period part 2 underway, book on readings in oral history 50% completed, training to partner organizations completed; 100% all equipment procured, book on readings in oral history published and book on federal

(i) equipment for collection and publication of oral history, (ii) collection of oral history through interviews, (iii) transcription and cataloguing of collected material, (iv) publication of books on federal history - part 1, (v) preparation of book on federal history – part 2, (vi) publication of book on readings in on oral

(i) Research on Federal period part II complete, edited and ready for publication. (ii) Book on readings on oral history published. (iii) Book on Federal period part 1 translated into Arabic.

KPI achieved

8

period part 2 ready for publication, book on federal period part 1 also translated to Arabic.

Previous Rating: 85% Current Rating: 100%

history, (vii) training to partner organizations

Component D . Documentation and Information Management

KPI D16 Benchmarks & Current Rating Activities Covered Progress Action Program of overseas training in records management is completed, and local training program is developed and implemented.

25% RDC director enrolled in UK MSc program, undergraduate course for Univ. of Asmara designed; 50% 1st batch of students graduate from Univ. of Asmara course, consultant recruited for preparation of national framework on record management needs, 1st English language training completed, training on documentation and preservation of f photographic and cartographic materials completed; 75% 2nd batch of students graduate from Univ. of Asmara course, 2nd English course for RDC completed, national framework completed and delivered to RDC; 100% RDC delivers training on electronic records management , RDC director successfully completes MSc course. Previous Rating: 95%

Current Rating: 100%

(i) masters course in UK for RDC director, (ii) 2 batches of 1 year course in Asmara university, (iii) training in English language, (iv) provision of training on electronic records by RDC, (v) consultancy for national framework on record management needs, (vi) training on documentation and preservation of photographic and cartographic materials

(i) RDC director completes Masters course and graduates (ii) Software for records management procured (iii) All additional equipment procured

KPI achieved

KPI D17 Benchmarks & Current Rating Activities Covered Progress Action Equipment/materials needed for digital conversion, and conservation of audio-visual and photographic material is procured and

25% equipment for audio-visual conversion and conservation specified; 50% equipment for audio-visual conversion and conservation procured, photographic equipment specified; 75% most photographic equipment procured and consultant recruited for training in use of photographic equipment; 100% training in use of photographic equipment

(i) purchase of mini discs and betacam cassettes for digital conversion and conservation, (ii) purchase of equipment for conservation of photographs, (iii) training

(i) Remaining equipment for photographic conservation delivered and set up

KPI achieved

9

deployed complete and all equipment procured and in use

Previous Rating: 95%

Current Rating: 5%

in use and maintenance of audio visual and photographic equipment

KPI D18 Benchmarks & Current Rating Activities Covered Progress Action Storage units for ecclesiastic manuscripts are procured and delivered to religious institutions and individual owners of manuscripts in conjunction with training in liturgical hymns and manuscript conservation, and equipment for manuscript archiving procured and deployed

25% Orthodox and Islamic manuscripts commenced; 50% workshop on conservation to manuscript owners, inventory of religious manuscripts & objects completed, storage containers procured; 75% storage containers delivered to monasteries with training, micro-film equipment procured; 100% training for priests in liturgical hymns completed, inventory for Islamic manuscripts completed, storage containers delivered to individual owners with training, binding of old manuscripts completed Previous Rating: 100%

Current Rating: 100%

(i) inventory of orthodox and Islamic manuscripts, (ii) workshop on manuscript conservation, (iii) procurement and delivery of manuscript storage containers, (iv) procurement of micro-film for manuscript archiving, (v) binding of old manuscripts (vi) training for priests in liturgical hymns (in collaboration with UNESCO)

KPI achieved KPI achieved

KPI D19 Benchmarks & Current Rating Activities Covered Progress Action Support and equipment is provided to the Pavoni center to complete library inventory on Horn of Africa and manual and dictionary on book binding

25% Equipment needed for cataloguing and binding training specified, dictionary on book binding published; 50% all equipment procured, consultants for cataloguing and binding manual recruited, vol. 1 of manual complete; 75% inventory of Horn of Africa 75% complete, vol. 2 of manual complete; 100% inventory on Horn of Africa complete and in use, vol. 3 of manual complete and all 3 vols. in use Previous Rating: 100%

Current Rating: 100%

(i) equipment for cataloguing and binding training, (ii) printing of dictionary on book binding, (iii) development of 3 part manual on binding techniques, (iv) consultancy on inventory of Horn of Africa, (v) consultancy on binding

KPI achieved Cataloguing of Horn of Africa material continuously updated and has now been expanded to include periodicals and journals.

KPI achieved

1

Annex 3. Bank Lending and Implementation Support/Supervision Processes

(a) Task Team members

Names Title Unit Responsibility/ Specialty

Lending Peter Dewees Sr. Environment Specialist AFTI TTL

Marylou Bradley Operations Officer AFTH3 Costing and operations

Supervision/ICR Arlene Flemming Consultant, Cultural Heritage ENV TTL Roxanne Hakim Sr. Anthropologist AFTCS TTL Francesco Sarno Consultant, Procurement Procurement Sandra Jo Bulls Program Assistant AFTEN ACS Efrem Fitwi Procurement Analyst AFTPC Procurement Rogati Anael Kayani Consultant AFTPC Procurement Brighton Musungwa Senior Finance Officer LOAFC Finance Ernestine Ngobo-Njoke Language Program Assistant AFTEN ACS

June Taboroff Consultant, Cultural Heritage AFTCS Technical support and ICR

Moses Sabuni Wasike Sr Financial Management Specialist OPCFM Finance

(b) Staff Time and Cost Staff Time and Cost (Bank Budget Only)

Stage of Project Cycle No. of staff weeks USD Thousands (including

travel and consultant costs)Lending

FY99 31.73 FY00 10 74.44 FY01 6 22.85 FY02 1 4.23 FY03 0.00 FY04 0.00 FY05 0.00 FY06 0.00 FY07 0.00 FY08 0.00

Total: 17 133.25 Supervision/ICR

FY99 0.00 FY00 0.00 FY01 0.00 FY02 5 43.04 FY03 4 49.86

2

FY04 12 87.53 FY05 13 66.79 FY06 16 84.07 FY07 16 59.82 FY08 3 10.13

Total: 69 401.24

3

Annex 4. Lessons Learned: Synthesis from Borrower’s ICR

Component A • The need for professionals in various fields • The benefits of coordination of various institutions in the protection of cultural

assets • Existing potentials of the country in the area of archaeological assets and

antiquities have been discovered; • The empowerment to identify, know and write Eritrean ancient history free from

Axumite hegemony and excessive Sabean influence • Recognition of traditional skills (such as stone and wood carvings, leather works,

iron and gold smithery, etc.) as well as building confidence in such traditional skilled trades;

• Identification of local materials and tools, which can easily be merged and/or be complemented with modern materials and tools in the maintenance and renovation efforts

Component B

• It has been realized that there is local capacity and strong learning aspect in restoration work

• Municipality of Asmara has realized the need of continuing training (through its own funds) initiated by CARP

• Municipality staff developed criteria for the application and identification of inconsistent structures and errors in design and architecture.

Component C • Oral literature, as part and parcel of the informal education and training, is the

best media for the expression of daily lives of the people. It is a ‘life long’ process that equips young people with skills and competencies to co-exist in their society. It will continue to exist as new ones crop up and old ones are recorded and pass to the new generation.

• Oral literature is under the custodian of private people, often with little personal means, capacity and motivation to preserve and pass it (even orally) to the next generation. CARP is indeed a learning and innovative project not only because it created awareness and knowledge on its utility among decision makers, but equally on how it should be collected, protected and stored before the present custodians pass away.

• There is the cognition on the usefulness of indigenous sources for historical research

• Improved interpretation of Eritrean history by Eritreans • Thorough understanding, interpretation and analysis of colonial history of Eritrea • Enhanced relevance of school curriculum by availing rich source of historical

material.

4

• The importance of flexibility in the utilization of WB funds-transfer of funds to local training instead of training abroad when local capacity exists

• The importance of creativity and vision in better implementation of project • The usefulness of coordination and cooperation in management of cultural assets-

artefacts were properly listed and recorded by RDC and final report submitted to NME

• Cooperation and coordination between RDC and Pavoni centre is positive and advantageous to all sides

5

Annex 5. List of Supporting Documents 1) The World Bank, Project Appraisal Document, for a Cultural Assets Rehabilitation

Project, May 2001. 2) The World Bank: Eritrea – Aide Memoir, Culture Heritage Project (LIL)

Pre-appraisal Mission, May 9 to 21, 2000. 3) The World Bank: Eritrea – Aide Memoir, Culture Assets Rehabilitation Project (LIL),

Appraisal Mission, November 8 To 14, 2000 4) The World Bank: Eritrea – Aide Memoir, Project Appraisal Document on a Proposed

Learning and Innovation Loan (LIL), May 29 to June, 2001. 5) The World Bank, Eritrea: Aide Memoir, Cultural Assets Rehabilitation Project,

Supervision and Implementation Support Mission, November 11-19, 2001. 6) The World Bank, Eritrea: Aide Memoir, Cultural Assets Rehabilitation Project

Supervision and Implementation Support Mission, May 6-24, 2002. 7) The World Bank, Eritrea: Aide Memoir, Cultural Assets Rehabilitation Project,

Supervision Mission, November 6-24, 2002. 8) The World Bank, Eritrea: Aide Memoir, Cultural Assets Rehabilitation Project,

Supervision Mission, January 27 to February 3, 2004. 9) The World Bank, Eritrea: Aide Memoir, Cultural Assets Rehabilitation Project,

Supervision Mission, November 30th – December 8th, 2004 10) The World Bank, Eritrea: Aide Memoir, Cultural Assets Rehabilitation Project,

Supervision Mission, March 15 – 23, 2005 11) The World Bank, Eritrea: Aide Memoir, Cultural Assets Rehabilitation Project,

Implementation Support Mission, November 15 – 21, 2005 12) The World Bank, Eritrea: Aide Memoir, Cultural Assets Rehabilitation Project

Implementation Support Mission, April 18 – 29, 2006. 13) The World Bank, Eritrea: Aide Memoir, Cultural Asset Rehabilitation Project

Technical and Supervision mission, October 16-21, 2006 14) The World Bank, Eritrea: Aide Memoir, Cultural Asset Rehabilitation Project,

Implementation Support Mission, February 25 – March 7, 2007. 15) The World Bank, Quality of Supervision Assessment (QSA7), November 2006 16) T. Consultant, CARP: Monitoring and Evaluation Report, March 2003. 17) T. Consultant, CARP: Monitoring and Evaluation Report, May 2003. 18) T. Consultant, CARP: Monitoring and Evaluation Report, July 2003. 19) T. Consultant, CARP: Monitoring and Evaluation Report, January 2004 20) Comprehensive Report on the Implementation of CARP of Component C2: Oral

Literature, MOE: CAB, August17, 2007. 21) Report of Activities implemented with CARP, Component C1: Oral History, August 23,

2007 (Tigrigna). 22) Memhir Asres Tessema, ‘Teamot’, 2006 (A Book Written in Tigrigna, sponsored by

CARP, and describing the History of Stage Performance in Eritrea). 23) Yosief Libsekal, National Museum of Eritrea, CARP Implementation Report, August 27,

2007 24) Azeb Tewolde, Final Report of CARP, Component D: Documentation and Information

Management, August 2007 25) Tesfa Mariam Tekie, End of Project Evaluation (CARP), September 24, 2007