Reclasification and Effective Management of Protected Areas System

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Evaluation Plan:
2007-2010, Zambia
Evaluation Type:
Project
Planned End Date:
06/2008
Completion Date:
06/2008
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
23,700

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Title Reclasification and Effective Management of Protected Areas System
Atlas Project Number:
Evaluation Plan: 2007-2010, Zambia
Evaluation Type: Project
Status: Completed
Completion Date: 06/2008
Planned End Date: 06/2008
Management Response: Yes
Focus Area:
  • 1. Environment & Sustainable Development
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
  • 1. Development plans and programmes integrate environmentally sustainable solutions in a manner that promotes poverty reduction, MDG achievement and low-emission climate-resilient development
  • 2. National and local governments and communities have the capacities to adapt to climate change and make inclusive and sustainable environment & energy decisions benefitting in particular under-served populations
Evaluation Budget(US $): 23,700
Source of Funding: GEF
Joint Programme: No
Joint Evaluation: Yes
  • Joint with Global Environmental Facility (GEF)
Evaluation Team members:
Name Title Email Nationality
Oliver Chapeyama and David Mulolani Team Leader
GEF Evaluation: Yes
Evaluation Type:
Focal Area:
Project Type:
GEF Phase: GEF-null
PIMS Number:
Key Stakeholders: Ministry of Tourism and Natural Resourses (MTENR), Government, Protected Areas Management Boards, Cooperating Partners
Countries: ZAMBIA
Lessons
Findings
Recommendations
1 The original arrangement where the project was coordinated at the MTENR removed the perception of it being a sectoral initiative. Should It not be possible to revert to this arrangement, then consideration should be given to expanding the focus of the project beyond national parks and include other sectors such as forestry as these sectors will make it possible for the project to increase its coverage of protected area categories in Zambia
2 If REMNPAS coordination is retained at ZAWA, reporting lines should be through a project management team comprised of the two Divisional Directorates at ZAWA and the PTC. It should not be directly coordinated through the Director General?s Office
3 The position of Communication/Partnership Development Officer at REMNPAS should be held by a Zambian national who can/will be able to communicate at all levels without the need for translation. In addition, an Information and Communication Unit responsible for communicating project outcomes and outputs that the PTC has suggested should be established possibly within the Directorate of Research, Planning and Information. Consideration could also be given to attaching a Zambian national to the unit so that they take over from the current consultant at the end of his contract
4 ZAWA should let go of control over the revenue sharing process and allow communities to manage this on themselves. ZAWA?s responsibility would be restricted to policy implementation
5 The Director General at ZAWA should not sit on local boards such as Lower Zambezi Conservation Trust and Bangweulu Wetlands Management Board. If there is need for ZAWA representation on these local boards the local ZAWA Officers (Regional Wardens/Area wardens should be the ones to sit on these as they can relate to local issues more directly. Matters requiring policy decisions can always be referred to ZAWA Head Quarters before meetings in the same manner that private sector representatives also seek guidance from their boards before committing themselves to actions at meetings
6 Project Management should establish oversight bodies early in the project cycle and ensure that they meet as scheduled so as to provide effective project oversight
7 That ZAWA institutes a plan to ensure that the skills developed among its senior staff through training provided under REMNPAS are effectively used. In addition, ZAWA should periodically evaluate the performance of the staff to assess the impact the training is having on its operations
1. Recommendation: The original arrangement where the project was coordinated at the MTENR removed the perception of it being a sectoral initiative. Should It not be possible to revert to this arrangement, then consideration should be given to expanding the focus of the project beyond national parks and include other sectors such as forestry as these sectors will make it possible for the project to increase its coverage of protected area categories in Zambia
Management Response: [Added: 2010/04/15]

Noted: Expansion of project scope should be tied to the site location, the current sites do not offer the option of scope expansion. The last Steering committee meeting of 2008 recognised this gap and has extended invitations to the Foresrty and Fisheries Departments to be part of the steering committee to take into account emerging issues in the two sectors. This idea was welcomed by both the Heritage Commission and Fisheries department. Fisheries however noted that working together is only effective at policy level

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Extending the project focus and scope beyond national parks and include sectors such as forestry as these sectors will make it possible for the project to increase it coverage of protected area categories in Zambia
[Added: 2010/04/15]
Ministry of Tourism Environment and Natural Resources 2009/08 Completed Expansion of project scope should be tied to the site location, the current sites do not offer the option of scope expansion. The last Steering committee meeting of 2008 recognised this gap and has extended invitations to the Foresrty and Fisheries Departments to be part of the steering committee to take into account emerging issues in the two sectors. This idea was welcomed by both the Heritage Commission and Fisheries department. Fisheries however noted that working together is only effective at policy level
2. Recommendation: If REMNPAS coordination is retained at ZAWA, reporting lines should be through a project management team comprised of the two Divisional Directorates at ZAWA and the PTC. It should not be directly coordinated through the Director General?s Office
Management Response: [Added: 2010/04/15]

Finding and recommendation was noted. The meeting however advised that this may require further consultations as having duel or multiple reporting lines could lead to confusion and possibly lead to failure of achieving project outputs. - Decision was refered to Steering Committee

Key Actions:

Key Action Responsible DueDate Status Comments Documents
If REMNPAS coordination is retained at ZAWA, reporting lines should be through a project management team comprised of the two Divisional Directorates at ZAWA and the PTC. It should not be directly coordinated through the Director General?s Office
[Added: 2010/04/15]
Steering Committee 2009/08 Completed Recommendation rejected. Steering committee advises that current management arrangements should comtinue to avoid duel reporting in the same inistitution
3. Recommendation: The position of Communication/Partnership Development Officer at REMNPAS should be held by a Zambian national who can/will be able to communicate at all levels without the need for translation. In addition, an Information and Communication Unit responsible for communicating project outcomes and outputs that the PTC has suggested should be established possibly within the Directorate of Research, Planning and Information. Consideration could also be given to attaching a Zambian national to the unit so that they take over from the current consultant at the end of his contract
Management Response: [Added: 2010/04/15]

Noted but recommendation not adopted.

Key Actions:

4. Recommendation: ZAWA should let go of control over the revenue sharing process and allow communities to manage this on themselves. ZAWA?s responsibility would be restricted to policy implementation
Management Response: [Added: 2010/04/15]

Recommendation noted. Dialogue to contine of the issue and possibly elevated to policy and legislative review

Key Actions:

Key Action Responsible DueDate Status Comments Documents
ZAWA to let go of control over the revenue sharing process and allow communities to manage this on themselves. ZAWA?s responsibility to be restricted to policy implementation
[Added: 2010/04/15]
Project Management and MTENR 2009/08 Completed Steering committee noted that revenue sharing should follow current legislation and policy. Recommendation noted but status quo should continue
5. Recommendation: The Director General at ZAWA should not sit on local boards such as Lower Zambezi Conservation Trust and Bangweulu Wetlands Management Board. If there is need for ZAWA representation on these local boards the local ZAWA Officers (Regional Wardens/Area wardens should be the ones to sit on these as they can relate to local issues more directly. Matters requiring policy decisions can always be referred to ZAWA Head Quarters before meetings in the same manner that private sector representatives also seek guidance from their boards before committing themselves to actions at meetings
Management Response: [Added: 2010/04/15]

Recommendation noted. The matter defered to the steering committee for further consultation. It was however noted the recommendation that option of a Regional Manager rather than the Area Warden was more plausible as the Warden was lower in rank and had limited jusidiction

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The Director General at ZAWA to stop sitting on local boards such as Lower Zambezi Conservation Trust and Bangweulu Wetlands Management Board. If there is need for ZAWA representation on these local boards the local ZAWA Officers (Regional Wardens/Area wardens should sit on these as they can relate to local issues more directly. Matters requiring policy decisions to always be referred to ZAWA Head Quarters before meetings in the same manner that private sector representatives also seek guidance from their boards before committing themselves to actions at meetings
[Added: 2010/04/15]
ZAWA 2008/08 Completed Steering committee agrees with the recommendation. ZAWA advised to find alternative representation
6. Recommendation: Project Management should establish oversight bodies early in the project cycle and ensure that they meet as scheduled so as to provide effective project oversight
Management Response: [Added: 2010/04/15]

Noted. Project steering Committee has been consitituted and has so far met 3 times

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Establish oversight bodies early in the project cycle and ensure that they meet as scheduled so as to provide effective project oversight
[Added: 2010/04/15]
Project Management 2008/08 Completed Project steering committee has been reconstituted and has so far met 3 times
7. Recommendation: That ZAWA institutes a plan to ensure that the skills developed among its senior staff through training provided under REMNPAS are effectively used. In addition, ZAWA should periodically evaluate the performance of the staff to assess the impact the training is having on its operations
Management Response: [Added: 2010/04/15]

Noted

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Institute a plan to ensure that the skills developed among its senior staff through training provided under the REMPAS are effectively used.
[Added: 2010/04/15] [Last Updated: 2012/01/25]
ZAWA 2010/12 Completed ZAWA management advised to make active follow-up and monitor implementation. These skills have been integrated into the developed business plan at ZAWA and individual protected areas business plans. The effectiveness of the changes in management system has been assessed through the 2010 METPAZ.
Periodically evaluate the performance of staff to assess the impact the training is having on its operations
[Added: 2010/04/15] [Last Updated: 2012/01/25]
ZAWA 2007/01 Completed ZAWA management advised to make active follow-up and monitor implementation and their assement for effective management has been covered in the 2010 METPAZ.

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