- Evaluation Plan:
- 2021-2025, China
- Evaluation Type:
- Mid Term Project
- Planned End Date:
- 11/2021
- Completion Date:
- 11/2021
- Status:
- Completed
- Management Response:
- Yes
- Evaluation Budget(US $):
- 49,100
Mid-Term Review for China's Protected Area Reform (C-PAR) 2
| Document | Type | Language | Size | Status | Downloads |
|---|---|---|---|---|---|
 5689 N 5690 COVID UNDP-GEF-MTR-TOR-revised.docx |
tor | English | 76.75 KB | Posted | 567 |
 MTR Report Final-CPAR 2 PIMS 5689-Gansu.pdf |
report | English | 1695.21 KB | Posted | 564 |
| Title | Mid-Term Review for China's Protected Area Reform (C-PAR) 2 | ||||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Atlas Project Number: | 00096227 | ||||||||||||||
| Evaluation Plan: | 2021-2025, China | ||||||||||||||
| Evaluation Type: | Mid Term Project | ||||||||||||||
| Status: | Completed | ||||||||||||||
| Completion Date: | 11/2021 | ||||||||||||||
| Planned End Date: | 11/2021 | ||||||||||||||
| Management Response: | Yes | ||||||||||||||
| Focus Area: |
|
||||||||||||||
| Corporate Outcome and Output (UNDP Strategic Plan 2018-2021) |
|
||||||||||||||
| SDG Goal |
|
||||||||||||||
| SDG Target |
|
||||||||||||||
| Evaluation Budget(US $): | 49,100 | ||||||||||||||
| Source of Funding: | Project budget | ||||||||||||||
| Evaluation Expenditure(US $): | 44,760 | ||||||||||||||
| Joint Programme: | No | ||||||||||||||
| Joint Evaluation: | No | ||||||||||||||
| Evaluation Team members: |
|
||||||||||||||
| GEF Evaluation: | Yes
|
||||||||||||||
| Key Stakeholders: | Gansu Grassland and Forestry Bureau | ||||||||||||||
| Countries: | CHINA, PEOPLE'S REPUBLIC |
| Lessons | |
|---|---|
| Findings |
| Recommendations | |
|---|---|
| 1 | Finalize the Environmental and Social Risk Assessment (ESIA), Environmental and Social Management Plan (ESMP) and Grievance Redress Mechanism (GRM) as a matter of urgency, while ensuring that SES requirements for disclosure are adhered to. |
| 2 | When the ESMP is finalized, review all project outputs and activities (including those completed, underway and future) against the ESMP to ensure risks are appropriately managed, make any necessary changes to the design of activities and identify any required remedial actions, and have the findings endorsed by the PSC and RTA |
| 3 | Provide enhanced technical oversight and support, including targeted capacity building, to UNDP Country Office and other stakeholders for the complex processes involved in managing high-risk safeguards projects |
| 4 | Review the processes followed in environmental and social risk management in this project since CEO endorsement, identify lessons learned and opportunities to improve safeguards outcomes in future projects |
| 5 | Coordinate implementation of the recommendations on environmental and social risk management at a C-PAR programmatic level to maximize identification of systemic issues, opportunities for improvement and lessons learned |
| 6 | Prepare a revised results framework for approval by the PSC and RTA with all baselines and targets reviewed and confirmed and with clarity around how each will be measured and reported |
| 7 | Develop and document a standard transparent process for data collection, analysis and reporting of species and threats and ensure that this is compatible with the methodologies that were used to establish the indicator baselines |
| 8 | Establish baseline status and end-of-project targets for the KAP survey and have these approved by the PSC and RTA |
| 9 | Clarify how the successful ‘establishment’ of the four corridors will be measured and reported and include this in the revised results framework |
| 10 | Develop a clear ecological objective for each corridor, including simple diagrams showing the corridor in the landscape and the wildlife populations that will benefit |
| 11 | Continue to refine the content of the PA management plans and sustainable financing plans to focus on practical and feasible measures, and provide ongoing support to the nature reserves for implementation |
| 12 | Assess the role of the Yuhe NR management plan to inform management of the Giant Panda NP in accordance with the official approval and management plan for the Giant Panda NP |
| 13 | Undertake a gap analysis of the alternative livelihoods training and capacity building and modify the training and support |
| 14 | Implement research to identify the remaining fundamental barriers to adopting alternative livelihoods, develop recommended approaches to assisting beneficiaries with these barriers, and modify training and support where appropriate |
| 15 | Develop provincial plans for conservation of other globally threatened species |
| 16 | Develop a sustainability plan before the end of the third year of the project to identify how the project’s results can be continued beyond the GEF funding and use this to inform activities over the final two years of implementation |
Management Response Documents
1. Recommendation:
Finalize the Environmental and Social Risk Assessment (ESIA), Environmental and Social Management Plan (ESMP) and Grievance Redress Mechanism (GRM) as a matter of urgency, while ensuring that SES requirements for disclosure are adhered to.
Management Response: [Added: 2021/12/26] [Last Updated: 2021/12/26]
Fully Accept
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 1.3 Include the implementation of the ESMP into the annual work plan of C-PAR2
[Added: 2021/12/26] [Last Updated: 2022/06/28] |
PMO | 2024/01 | Initiated | Changing a type. (2022 to 2024) History | |
| 1.1 Modify and improve the Chinese version of the ESMP of C-PAR2 in accordance with the comments from the international consultant and UNDP
[Added: 2021/12/26] [Last Updated: 2022/10/30] |
UNDP/CPAR1/PMO | 2022/10 | Completed | As confirmed by porogramme colleagues offline. Updated on Oct 31, 2022. History | |
| 1.2 Organize ESMP training on stakeholders of the C-PAR2
[Added: 2021/12/26] [Last Updated: 2022/08/26] |
PMO/Demo. sites | 2022/08 | Completed | Confirmed by Programme Officers and PMOs on Aug 26 2022. History | |
| 1.4 Issue the C-PAR2 ESMP to PMUs through an official document to guide and supervise the long-term implementation of the ESMP in each project site
[Added: 2021/12/26] [Last Updated: 2022/01/03] |
PMO/ Demo. sites | 2024/01 | Not Initiated | History | |
| 1.5 Monitor the progress of the ESMP annually and update accordingly
[Added: 2021/12/26] |
PMO | 2024/01 | Not Initiated |
2. Recommendation:
When the ESMP is finalized, review all project outputs and activities (including those completed, underway and future) against the ESMP to ensure risks are appropriately managed, make any necessary changes to the design of activities and identify any required remedial actions, and have the findings endorsed by the PSC and RTA
Management Response: [Added: 2021/12/26]
Fully Accept
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 2.1 Sort out the annual work plan from 2019 to 2021 and divide project activities into three categories: completed, ongoing and future
[Added: 2021/12/26] [Last Updated: 2022/04/09] |
PMO | 2022/03 | Completed | Completed as per the Gansu PMO. Status updated on April 9 2022. History | |
| 2.2 Communicate with the social inclusion consultant (national) and identify the plans and reports requiring modification in accordance with the finalized ESMP
[Added: 2021/12/26] [Last Updated: 2022/10/30] |
PMO | 2022/10 | Completed | As confirmed by porogramme colleagues offline. Updated on Oct 31, 2022. History | |
| 2.3 Submit the list of plans and reports that need to be modified to the PSC and RTA for approval, if needed
[Added: 2021/12/26] |
PMO/PSC/RTA | 2022/12 | Not Initiated | ||
| 2.4 Integrate the ESMP into the workplans and report
[Added: 2021/12/26] |
PMO/ Demo. Sites /Subcontractors/Consultants | 2023/12 | Not Initiated | ||
| 2.5 Report on the implementation of the ESMP on the annual PSC meeting
[Added: 2021/12/26] |
PMO/PSC | 2024/01 | Not Initiated |
3. Recommendation:
Provide enhanced technical oversight and support, including targeted capacity building, to UNDP Country Office and other stakeholders for the complex processes involved in managing high-risk safeguards projects
Management Response: [Added: 2021/12/26]
Fully accepted
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 3.2 UNDP Regional Office will enhance capacity building of CO and strengthen the technical oversight on safeguard compliance/ensurance
[Added: 2021/12/26] |
UNDP Regional Office | 2023/12 | Initiated | ||
| 3.1 UNDP CO will appoint focal point for safeguard issues to ensure the full compliance with SES standards and procedures.
[Added: 2021/12/26] [Last Updated: 2022/10/30] |
UNDP CO | 2022/10 | Completed | As confirmed by porogramme colleagues offline. Updated on Oct 31, 2022. History |
4. Recommendation:
Review the processes followed in environmental and social risk management in this project since CEO endorsement, identify lessons learned and opportunities to improve safeguards outcomes in future projects
Management Response: [Added: 2021/12/26]
Fully accepted
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 4.1 the lessons learned will be analyzed and included in the safeguard specialist report and project implementation report as important reference for other/future projects
[Added: 2021/12/26] [Last Updated: 2022/01/03] |
UNDP CO, PMO, Safeguard Specialist | 2024/01 | Not Initiated | History | |
| 4.2 Both UNDP and GFGB will take these lessons learnt into future formulation and implementation actions
[Added: 2021/12/26] [Last Updated: 2022/01/03] |
UNDP, GFGB | 2024/01 | Not Initiated | History |
5. Recommendation:
Coordinate implementation of the recommendations on environmental and social risk management at a C-PAR programmatic level to maximize identification of systemic issues, opportunities for improvement and lessons learned
Management Response: [Added: 2021/12/26]
Fully Accept
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 5.1 Follow up with UNDP’s comments to the ESIA and ESMP reports and timely feedback to PMOs for improvement
[Added: 2021/12/26] [Last Updated: 2022/03/01] |
C-PAR1 | 2022/02 | Completed | Per communications with colleagues, this key action is completed. History | |
| 5.2 Coordinate the international safeguards consultant and PMOs to finalize the ESIA and ESMP to guide the risk management activities of PMOs
[Added: 2021/12/26] [Last Updated: 2022/10/30] |
C-PAR1 | 2022/10 | Completed | As confirmed by porogramme colleagues offline. Updated on Oct 31, 2022. History |
6. Recommendation:
Prepare a revised results framework for approval by the PSC and RTA with all baselines and targets reviewed and confirmed and with clarity around how each will be measured and reported
Management Response: [Added: 2021/12/26]
Fully Accept
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 6.1 Sort out the indicators in the results framework that requires modification in accordance with the recommendations from the MTR report
[Added: 2021/12/26] |
PMO | 2021/12 | Completed | ||
| 6.2 Analyze the gap in the indicators to be modified to identify the modification direction and content
[Added: 2021/12/26] [Last Updated: 2022/01/03] |
PMO | 2021/12 | Completed | This is completed according to colleagues. History | |
| 6.3 Submit the revised indicators to the PSC and RTA for approval
[Added: 2021/12/26] [Last Updated: 2022/04/26] |
PMO/PSC/RTA | 2022/04 | Completed | Per our communications with our colleagues, this key action has been completed. History | |
| 6.4 Design project activities in accordance with the approved indicators and complete in the second half of the project and ensure the adjusted activities fully incorporated into the workplans from 2022
[Added: 2021/12/26] |
PMO | 2024/01 | Not Initiated |
7. Recommendation:
Develop and document a standard transparent process for data collection, analysis and reporting of species and threats and ensure that this is compatible with the methodologies that were used to establish the indicator baselines
Management Response: [Added: 2021/12/26]
Fully Accept
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 7.2 In accordance with the comments from stakeholders, identify the methodologies and approaches for ‘data collection, analysis and reporting of species and threats’
[Added: 2021/12/26] |
PMO/ Subcontractors | 2022/12 | Initiated | ||
| 7.4 Organize training on survey and data collection regrading species population and threatening factors
[Added: 2021/12/26] |
PMO/ Subcontractors | 2022/12 | Initiated | ||
| 7.1 PMO and stakeholders conduct survey to learn about the methodologies and approaches for ‘data collection, analysis and reporting of species and threats’
[Added: 2021/12/26] |
PMO/Demo. PAs/ Subcontractors | 2021/11 | Completed | ||
| 7.3 Analyze the methodologies that were used to establish the indicator baselines and develop a unified, effective, and compatible methodology for data collection based on current situation
[Added: 2021/12/26] [Last Updated: 2022/05/30] |
PMO/ Subcontractors | 2022/05 | Completed | Per communications with our colleagues, this has been completed. History | |
| 7.5 Establish a procedure and platform to collect, analyze and report on species and threats data and test its effectiveness
[Added: 2021/12/26] |
PMO/ Subcontractors | 2022/12 | Not Initiated | ||
| 7.6 Promote the sustainable operation of the procedure and the platform, regularly compare and analyze data, and research on the change of species and threatening factors
[Added: 2021/12/26] |
PMO/ Demo. PAs | 2024/01 | Not Initiated |
8. Recommendation:
Establish baseline status and end-of-project targets for the KAP survey and have these approved by the PSC and RTA
Management Response: [Added: 2021/12/26]
Fully Accept
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 8.1 During the MTR, the PMO has confirmed with the MTR consultants that it will use the 2020 KAP survey as baseline and the final KAP survey will be conducted in 2022
[Added: 2021/12/26] |
PMO | 2021/10 | Completed | ||
| 8.2 The KAP baseline and end-of-project target has been submitted to the MTR consultants during the MTR
[Added: 2021/12/26] |
PMO | 2021/10 | Completed | ||
| 8.3 Submit the identified KAP baseline and end-of-project target to the PSC and RTA for approval
[Added: 2021/12/26] [Last Updated: 2022/04/09] |
PMO/PSC/RTA | 2022/03 | Completed | Completed as per the Gansu PMO. Status updated on April 9 2022. History | |
| 8.4 In accordance with the approved end-of-project KAP target, update in the results framework
[Added: 2021/12/26] [Last Updated: 2022/04/09] |
PMO/PSC/RTA | 2022/03 | Completed | Completed as per the Gansu PMO. Status updated on April 9 2022. History | |
| 8.5 Align knowledge management and awareness raising with the end-of-project KAP target to ensure the full realization
[Added: 2021/12/26] |
PMO | 2024/01 | Not Initiated |
9. Recommendation:
Clarify how the successful ‘establishment’ of the four corridors will be measured and reported and include this in the revised results framework
Management Response: [Added: 2021/12/26]
Fully Accept
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 9.1 Invite stakeholders to establish the EC Network Coordination Committee
[Added: 2021/12/26] [Last Updated: 2022/04/09] |
PMO/GFGB/local government/township, town | 2022/03 | Completed | Completed as per the Gansu PMO. Status updated on April 9 2022. History | |
| 9.2 Hold the first meeting of the EC Network Coordination Committee, establish its responsibilities and mechanism, etc.
[Added: 2021/12/26] [Last Updated: 2022/06/28] |
PMO/GFGB/local government/township, town | 2022/06 | Completed | Completed per communications with our colleague. History | |
| 9.3 Identify the protection status of the EC
[Added: 2021/12/26] |
PMO/demo. NRs/ local government | 2022/12 | Not Initiated | ||
| 9.4 Hold the EC Network Coordination Committee meeting regularly, and monitor and report of the implementation progress of the EC implementation plan (written report)
[Added: 2021/12/26] |
PMO/GFGB/local government/township, town | 2024/01 | Not Initiated |
10. Recommendation:
Develop a clear ecological objective for each corridor, including simple diagrams showing the corridor in the landscape and the wildlife populations that will benefit
Management Response: [Added: 2021/12/26]
Fully Accept
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 10.1 Publicize widely after the EC is legally protected
[Added: 2021/12/26] |
PMO/GFGB/Demo. NRs/local government /township, town | 2024/01 | Not Initiated | ||
| 10.2 Make diagrams indicating the location, vegetation distribution and the areas to be restored, controlled and managed
[Added: 2021/12/26] |
PMO/ Subcontractors | 2022/12 | Not Initiated | ||
| 10.3 Update this information into the EC implementation plan
[Added: 2021/12/26] |
PMO/Consultants | 2022/12 | Not Initiated | ||
| 10.4 The relevant EC management agencies regularly monitor and report on the implementation progress of the EC implementation plan (written report)
[Added: 2021/12/26] [Last Updated: 2022/01/03] |
PMO/GFGB/ Demo. NRs/ local government | 2024/01 | Not Initiated | History |
11. Recommendation:
Continue to refine the content of the PA management plans and sustainable financing plans to focus on practical and feasible measures, and provide ongoing support to the nature reserves for implementation
Management Response: [Added: 2021/12/26]
Fully Accept
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 11.6 Go through administration procedures to get the management plans and financing plans re-approved.
[Added: 2021/12/27] [Last Updated: 2022/10/30] |
Demo. NRs | 2022/12 | Initiated | History | |
| 11.1 Subcontractors to organize training on application of the management plan and financing plan, identify shortcoming and discuss about approaches to improve
[Added: 2021/12/26] [Last Updated: 2022/04/09] |
Demo. NRs / Subcontractors | 2022/03 | Completed | Completed as per the Gansu PMO. Status updated on April 9 2022. History | |
| 11.2 Demo. NRs to analyze the shortcomings in its management plan and sustainable financing plan to strengthen its operability, and measure the workload to improve them
[Added: 2021/12/27] [Last Updated: 2022/04/09] |
Demo. NRs / Subcontractors /PMO | 2022/04 | Completed | Completed as per the Gansu PMO. Status updated on April 9 2022. History | |
| 11.3 Measure the budget required to improve the management plans and sustainable financing plans, reasonably adjust grant budget, and allocate additional fund to this work
[Added: 2021/12/27] [Last Updated: 2022/05/30] |
Demo. NRs / Subcontractors /PMO | 2022/05 | Completed | Per communications with our colleagues, this has been completed. History | |
| 11.4 Target NRs sign complementary agreements with original subcontractors to modify and improve their management plan and financing plan in accordance with MTR consultants’ recommendation
[Added: 2021/12/27] [Last Updated: 2022/11/23] |
Demo. NRs / Subcontractors /PMO | 2022/11 | Completed | As discussed with colleagues, key action 11.4 has been completed. History | |
| 11.5 Review the modified management plans and financing plans
[Added: 2021/12/27] [Last Updated: 2022/10/30] |
PMO | 2022/10 | Completed | As confirmed by porogramme colleagues offline. Updated on Oct 31, 2022. History |
12. Recommendation:
Assess the role of the Yuhe NR management plan to inform management of the Giant Panda NP in accordance with the official approval and management plan for the Giant Panda NP
Management Response: [Added: 2021/12/27] [Last Updated: 2022/01/03]
Reject (Personnel has changed due to institutional reform. Therefore, this task cannot be completed.)
Key Actions:
13. Recommendation:
Undertake a gap analysis of the alternative livelihoods training and capacity building and modify the training and support
Management Response: [Added: 2021/12/27]
Reject (Needs assessment has been conducted in pre-phase. Most trainings have not been conducted yet. No need to conduct gap analysis)
Key Actions:
14. Recommendation:
Implement research to identify the remaining fundamental barriers to adopting alternative livelihoods, develop recommended approaches to assisting beneficiaries with these barriers, and modify training and support where appropriate
Management Response: [Added: 2021/12/27]
Fully Accept
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 14.1 Re-assess community’s need on alternative livelihoods
[Added: 2021/12/27] |
PMO/ Demo. NRs | 2022/11 | Completed | ||
| 14.2 Collect documents and data regarding community’s need on alternative livelihoods
[Added: 2021/12/27] |
PMO/ Demo. NRs | 2022/11 | Completed | ||
| 14.3 Analyze the assessment on community’s need on alternative livelihoods and plan for matching resources
[Added: 2021/12/27] |
PMO | 2022/11 | Completed | ||
| 14.4 Provide substantive support to community alternative livelihoods
[Added: 2021/12/27] [Last Updated: 2022/06/28] |
PMO/Demo. NRs /Subcontractors | 2022/08 | Completed | Completed per our colleague. History |
15. Recommendation:
Develop provincial plans for conservation of other globally threatened species
Management Response: [Added: 2021/12/27]
Partially Accept
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 15.3 Gap Analysis on Conservation of Gansu Provincial Endangered Species and PA Planning developed to inform the provincial conservation plan of other globally threatened species
[Added: 2022/01/03] |
GFGB/PMO/Subcontractors | 2024/01 | Initiated | ||
| 15.1 The giant panda conservation plan was executed in accordance with the National Giant Panda Conservation Program Planning (2016-2025)
[Added: 2021/12/27] [Last Updated: 2022/01/03] |
NFGA | 2021/01 | Completed | This was completed in December 2016. History | |
| 15.2 Develop Gansu Provincial Snow Leopard Conservation Strategic Plan
[Added: 2021/12/27] [Last Updated: 2022/01/03] |
GFGB | 2021/01 | Completed | Revised: This was completed in December 2018. History |
16. Recommendation:
Develop a sustainability plan before the end of the third year of the project to identify how the project’s results can be continued beyond the GEF funding and use this to inform activities over the final two years of implementation
Management Response: [Added: 2021/12/27]
Fully Accept
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 16.1 Conceive the sustainability plan
[Added: 2021/12/27] [Last Updated: 2022/01/03] |
PMO | 2021/11 | Completed | This was completed according to colleagues. History | |
| 16.2 Draft the sustainability plan
[Added: 2021/12/27] [Last Updated: 2022/01/03] |
PMO | 2021/12 | Completed | This was completed according to colleagues. History | |
| 16.3 Discuss about the sustainability plan with stakeholders
[Added: 2021/12/27] [Last Updated: 2022/01/03] |
PMO/Stakeholders | 2021/12 | Completed | This was completed according to colleagues. History | |
| 16.4 Finalize the sustainability plan
[Added: 2021/12/27] [Last Updated: 2022/01/03] |
PMO | 2021/12 | Completed | This was completed according to colleagues. History | |
| 16.5 Advance the execution of the sustainability plan
[Added: 2021/12/27] |
PMO/Stakeholders | 2023/12 | Not Initiated |