Mid-Term Evaluation of the Strengthening Management Effectiveness and Generating Multiple Environmental Benefits within and around the Greater Kafue National Park and West Lunga National Park in Zambia Final Evaluation of the promoting Innovative, Inclusive and Equitable Peri-Urban Areas of Zambia.

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Evaluation Plan:
2016-2021, Zambia
Evaluation Type:
Mid Term Project
Planned End Date:
05/2017
Completion Date:
10/2017
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
60,000

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Title Mid-Term Evaluation of the Strengthening Management Effectiveness and Generating Multiple Environmental Benefits within and around the Greater Kafue National Park and West Lunga National Park in Zambia Final Evaluation of the promoting Innovative, Inclusive and Equitable Peri-Urban Areas of Zambia.
Atlas Project Number: 00088132
Evaluation Plan: 2016-2021, Zambia
Evaluation Type: Mid Term Project
Status: Completed
Completion Date: 10/2017
Planned End Date: 05/2017
Management Response: Yes
Focus Area:
  • 1. Environment & Sustainable Development
  • 2. Others
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
  • 1. Output 1.3. Solutions developed at national and sub-national levels for sustainable management of natural resources, ecosystem services, chemicals and waste
Evaluation Budget(US $): 60,000
Source of Funding: Project Budget, Donor
Evaluation Expenditure(US $): 143,469
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
GEF Evaluation: Yes
GEF Project Title: Strengthening Management Effectiveness and Generating Multiple Environmental Benefits within and around the Greater Kafue National Park and West Lunga National Park in Zambia Final Evaluation of the promoting Innovative, Inclusive and Equitable Peri-Urban Areas of Zambia.
Evaluation Type: Mid-term Review
Focal Area: Biodiversity
Project Type: FSP
GEF Phase: GEF-5
GEF Project ID: 4639
PIMS Number: 4625
Key Stakeholders: Global Environmental Facility (GEF), Ministry of Lands, Natural Resources and Environmental Protection (MLNREP), Ministry of Tourism and Arts (MoTA), , Priority Line Ministries, Civil Society organizations, Private Sector, and Other Cooperating Partners
Countries: ZAMBIA
Comments:

This evaluation was completed in June 2017. The final version was shared with the GEF unit at the Regional Service Centre which eventually sent it to HQ for Approval. The Consultant is currently addressing the comments provided by HQ.

Lessons
1.

Strengthen significantly cooperation between the wildlife and forest sectors and coordination of both sectors with further relevant sectors, and with local stakeholders

Strengthen significantly the forest sector and its management and enforcement capacity
 

Develop and implement a National strategy for a holistic wildlife crime action, based on a multi-sectorial multi-agency approach

Give Protected Areas, wetlands, forest, and wildlife appropriate status of “economic asset to the country”

Review revenue sharing policies from PAs with the Wildlife and Forest sectors and with communities

Establish a graded career path with promotion horizon and training milestones for Wildlife and Forest staff (including Village Scouts)

Mainstream education for biodiversity conservation and natural resources sustainable management into the national and local formal

Revisit the rules of GEF Projects implementation aiming to enable much more flexibility to the Project team in leading the day-to-day Project management and funding processes

Define a Project's preparation phase, before initiating implementation

and informal education and communication systems


Findings
1.

The Project addresses essential national and local needs and has a high potential to achieve the objectives of improved management effectiveness, with local engagement, of the two target ecosystems, as well as to create sustainability of its results. The Project design supports national ownership, and thereby sustainability, through capacity support to the two key sectors, and local ownership, through the local governance structures (CRBs and VAGs).

The Project design did not take into account significant institutional risks that emerged during the initiation of its implementation. Implementation initiation was significantly delayed, and implementation is still much slower than planned, however, recent significant progress is very encouraging. While some progress in achieving the project’s objective and expected outcomes was made, it is not yet translated into notable actual on-ground impact. The two target ecosystems, and their natural resources, are still subjected to significant threats. Good progress was made mainly in establishing the local governance structures, awareness efforts, pilot land-use planning, impact-generating pilots (CF), and gender aspects, and in providing support to enforcement and management planning and activities of the EAs, as well as enhancing cooperation between them. Partnerships with key actors promote achieving the joint goals and objectives.

The Project has a high potential to create sustainability of its results, if its implementation would be accelerated through urgent mitigation of the identified management bottlenecks and focused on sustainability-enhancing activities, and its duration extended to enable sufficient progress in achieving the main results. 

Risks mitigation must be strengthened through further flexibility and innovative adaptive management changes, by Project team and partners. Government attention and efforts to mitigation of existing environmental, institutional and financial risks to sustainability, must be strengthened, through reviewing policies and through a multi-sectorial approach.

Focus must be given to sustainability-enhancing activities, including – seeking innovative solutions to establishing financial and socio-economic sustainability; promoting multi-sectorial approach and close cooperation at all levels; and supporting the Government in reviewing policies, legislation and strategies, for enhancing environmental, institutional and financial sustainability. Moreover, a communication, awareness, and visibility strategy should be developed and implemented, in close coordination with the EAs, as an important instrument to strengthen achieving the project objectives and for enhancing sustainability of the results.

A wider perspective, beyond the Project area, is required, including the identification and strategic addressing of demand drivers, for generating significant impact on reducing threats in the Project area.


Recommendations
1

1. Urgent acceleration of implementation

2

Recommendation 2: No-cost extension of the Project by at least 12 months (preferably 18)

3

Recommendation 3: Revision of the Project organization structure

4

Recommendation 4: Revision of the Project financial management system and devolution of fiduciary responsibilities to the Project organization arrangements

5

Recommendation 5: Include essential upstreaming strategic activities to support the IPs in reducing threats, in particular wildlife crime, through an integrated multi-sectorial approach

6

Recommendation 6: Prioritize implementation of impact-generating/trust-building pilots with communities and extend exposure of CRBs and VAGs to a wide variety of income-generation options

7

Recommendation 7: Elaborate and implement a communication and visibility strategy

8

Recommendation 8: Enhance cooperation between the two IPs and with other relevant stakeholders and sectors at all levels.

9

Recommendation 9: Provide training to key stakeholders on participatory approach and conflict resolution

10

Recommendation 10: Revision of the indicators

11

Recommendation 11: Strengthen significantly cooperation between the wildlife and forest sectors and coordination of both sectors with further relevant sectors, and with local stakeholders

12

Recommendation 12: Strengthen significantly the forest sector and its management and enforcement capacity

13

Recommendation 13: Develop and implement a National strategy for a holistic wildlife crime action, based on a multi-sectorial multi-agency approach

14

Recommendation 14: Give Protected Areas, wetlands, forest, and wildlife a status of “economic asset to the country”

15

Recommendation 15: Review revenue sharing policies from PAs with the Wildlife and Forest sectors and with communities

16

Recommendation 16: Establish a graded career path with promotion horizon and training milestones for Wildlife and Forest staff (including Village Scouts)

17

Recommendation 17: Mainstream education for biodiversity conservation and natural resources sustainable management into the national and local formal and informal education and communication systems

18

Recommendation 18: Promote biodiversity conservation and natural assets protection for enabling local sustainable development, through raising awareness, education and capacity building

19

Recommendation 19: Seek actively sustainable and innovative livelihoods and revenue generating activities, and ways to spread them to household level throughout the area

20

Recommendation 20: Seek actively sustainable revenue generating activities and innovative solutions to enable funding of VAGs and CRBs

21

Recommendation 21: Lobby for strengthened mandate, authority, capacity and benefit sharing for community members’ engagement in protection and sustainable management of natural assets

22

Recommendation 22: Improve gender balance of leading structures;

23

Recommendation 23: Revisit the rules of GEF Projects implementation aiming to enable much more flexibility to the Project team in leading the day-to-day Project management and funding processes

1. Recommendation:

1. Urgent acceleration of implementation

Management Response: [Added: 2018/03/15] [Last Updated: 2018/08/23]

 Finalisation of the acceleration strategy and 

Implementation of an acceleration strategy

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Finalize development of acceleration strategy and implement acceleration strategy
[Added: 2018/08/23] [Last Updated: 2019/05/15]
Project Implementation Unit 2020/11 Initiated Activities are being implemented and some activities will continue to be implemented until teh end of the project (which has now been extended to November 2020.) History
2. Recommendation:

Recommendation 2: No-cost extension of the Project by at least 12 months (preferably 18)

Management Response: [Added: 2018/03/15]

Guidelines on project extension permit extensions under circumstances such as natural disasters and similarly extreme cases. As such, the project will accelerate the implementation as per the acceleration strategy developed. (see attached)

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Conduct GAP analysis to review whether project will require to be extended. Review results of the acceleration strategy to determine whether extension will be warranted.
[Added: 2018/08/23] [Last Updated: 2019/05/15]
UNDP, Implementing Partners and Project Implementation Unit 2019/04 Completed In December 2018 the process of requesting for a no cost extension was initiated. In April 2019 a no cost extension was granted for 18 months bur the implementation of the acceleration strategy will continue. History
3. Recommendation:

Recommendation 3: Revision of the Project organization structure

Management Response: [Added: 2018/03/15]

·         There are three structures for oversight; monitoring visits, quarterly review, annual review and steering committee. In these platforms, UNDP, two IPs and other key stakeholders are represented. Further, issues of the budget and activities to be implemented are discussed at the quarterly, annual and steering committee meetings.

·         Furthermore, the technical committee meeting (comprising experts on forests and wildlife from relevant institutions will be established. One of the terms of Reference for this committee will be reviewing/validating technical reports and strategies for the implementation of the project. In addition, the steering committee composition will be reviewed to add non-state actors

·         Revise the Terms of Reference for the National Steering Committee to provide a firewall between the technical committee and the National Committee

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Revise TORs for National Steering Committee
[Added: 2018/08/23]
National Steering Secretariat 2017/12 Completed History
Establish of technical committee
[Added: 2018/08/23]
Implementing Partners and UNDP 2017/12 Completed Attached are terms of reference with committee composition
4. Recommendation:

Recommendation 4: Revision of the Project financial management system and devolution of fiduciary responsibilities to the Project organization arrangements

Management Response: [Added: 2018/03/15]

The project operates on the Direct Request Payment system whereby the PIU generates payment requests that are cleared by the directorate offices of the two IPs approved and payment made by UNDP. Since the project is in a different site from the IP directorates and UNDP there have been delays in the payments. Fiduciary responsibilities are clearly outlined in the PRODOC and POPP as well as NIM procedures. These are being followed in the implementation of the project. Since the project operates in outlying areas, there is need for bank accounts to be opened at the local level.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Conduct HACT assessment to establish whether IP has sufficient controls in place to receive money on an advance modality
[Added: 2018/08/23] [Last Updated: 2019/05/15]
UNDP 2018/12 Completed HACT assessment was completed in December 2018 History
Recruitment of finance officer
[Added: 2018/08/23]
UNDP 2017/07 Completed
Review processes of payments to remove those steps that do not add value in order to improve efficiency
[Added: 2018/08/23]
Project Finance Officer 2018/02 Completed PFO presented findings from his review of the process to the technical committee in the attached draft minutes History
5. Recommendation:

Recommendation 5: Include essential upstreaming strategic activities to support the IPs in reducing threats, in particular wildlife crime, through an integrated multi-sectorial approach

Management Response: [Added: 2018/03/15]

 There has been an acknowledged of high wildlife and forestry crimes. Government has set up a Central Joint Operations Committee which comprises representatives from natural resources sector, the defence forces and non-state actors. Further, the defence force (Zambia Army) is now providing law enforcement on forest products key national forests, Kafue and West Lunga National Parks are covered. This has acted as a deterrent to illegal timber production and trafficking as well as poaching. The Committee embarked on developing a strategic plan for curbing crimes in wildlife and forest sector. Thus, no further support is required from the project.

Key Actions:

6. Recommendation:

Recommendation 6: Prioritize implementation of impact-generating/trust-building pilots with communities and extend exposure of CRBs and VAGs to a wide variety of income-generation options

Management Response: [Added: 2018/03/15] [Last Updated: 2018/08/23]

    To strengthen CBNRM, landuse plans in thirty six VAGs have been completed. The next steps are validation and development of income generating activities that will also include implementation of REDD+

    The project will rely on the GCF proposal on adaptation, the Zambia Honey Council, Zambia Farmers Union and Musika. Further information will be collected during the tour to Mozambique on REDD+

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Complete and validate landuse plans
[Added: 2018/08/23] [Last Updated: 2019/05/15]
IPs and PIU 2019/12 Initiated Land use plans were completed and maps are being finalised. By-laws are yet to be approved. History
Identification of income generating activities
[Added: 2018/08/23]
PIU 2018/07 Completed History
Conduct community study tour
[Added: 2018/08/23]
PIU 2018/05 Completed
Initiate small grants for income generating activities supported by the REDD+ grant
[Added: 2018/08/23]
PIU 2018/07 Completed Advert sent out and proposals received. Grant to be awarded to successful applicants by September 2018
7. Recommendation:

Recommendation 7: Elaborate and implement a communication and visibility strategy

Management Response: [Added: 2018/03/15]

Recruit a UNV to develop a communication strategy

Implement the communication strategy

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Recruit UNV to develop communications strategy
[Added: 2018/08/23] [Last Updated: 2019/05/15]
UNDP 2019/06 Overdue-Initiated UNV has been recruited. A communication strategy has been drafted and will be finalized in the 2nd quarter of the year. History
Implement the communication strategy
[Added: 2018/08/23] [Last Updated: 2019/05/15]
UNV and PIU 2019/12 Initiated Implementation has commenced with the draft communication strategy pending its finalisation. History
8. Recommendation:

Recommendation 8: Enhance cooperation between the two IPs and with other relevant stakeholders and sectors at all levels.

Management Response: [Added: 2018/03/15]

The seventh national development plan has made a shift from sectoral approach to outcome based. Forest and Wildlife departments will be contributing to the same programmes in the SNDP. At the national level, structures for implementing the SNDP in a coordinated manner has been established through the national coordinating committee (Committee of the Permanent secretaries) cluster advisory groups and the technical committee. Further, at the project level, the established technical and the steering committees will amplify the arrangements for the coordinated approach.

Key Actions:

9. Recommendation:

Recommendation 9: Provide training to key stakeholders on participatory approach and conflict resolution

Management Response: [Added: 2018/03/15]

 Continue the capacity building activities   for CRBs/VAGs  including conflict management and resolution  skills. The conflict management will be done during validation VAG land use plans

Conflicts at the sectoral level will be addressed by the National technical committee and the project technical committee.

Key Actions:

10. Recommendation:

Recommendation 10: Revision of the indicators

Management Response: [Added: 2018/03/15] [Last Updated: 2018/08/23]

     The technical committee to meet to review and advise the steering committee on the status of the indicators.

    Thereafter the steering committee will request UNDP to engage GEF regional service centre

    

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Review and advise on status of indicators based on theory of change recommendations
[Added: 2018/08/23] [Last Updated: 2019/05/15]
Technical Committee 2019/03 Completed Technical committee met in the first quarter of 2019, reviewed teh theory of change and observed that indicators wold have needed to change in view of adapting to changes over time in project environment. The committee made a submission through a minuted resolution to inform steering committee on the current status of indicators and how this affects projects rated performance. History
11. Recommendation:

Recommendation 11: Strengthen significantly cooperation between the wildlife and forest sectors and coordination of both sectors with further relevant sectors, and with local stakeholders

Management Response: [Added: 2018/03/15]

The seventh national development plan has made a shift from sectoral approach to outcome based. Forest and Wildlife departments will be contributing to the same programmes in the SNDP. At the national level, structures for implementing the SNDP in a coordinated manner has been established through the national coordinating committee (Committee of the Permanent secretaries) cluster advisory groups and the technical committee. Further, at the project level, the established technical and the steering committees will amplify the arrangements for the coordinated approach.

 (Same actions as for recommendation 8)

Key Actions:

12. Recommendation:

Recommendation 12: Strengthen significantly the forest sector and its management and enforcement capacity

Management Response: [Added: 2018/03/15]

The Seventh National Development Plan that is molded around an integrated approach. The capacity of the forestry department will be strengthened for achievement of the programmes in the Seventh National Development Plan to ensure that the outcomes are achieved.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Conduct trainings in fire monitoring and mapping, fire management, GIS, Carbon Assessment Calculation, Gender Mainstreaming
[Added: 2018/08/23]
PIU and IPs 2018/07 Completed
13. Recommendation:

Recommendation 13: Develop and implement a National strategy for a holistic wildlife crime action, based on a multi-sectorial multi-agency approach

Management Response: [Added: 2018/03/15]

 There has been an acknowledged of high wildlife and forestry crimes. Government has set up a Central Joint Operations Committee which comprises representatives from natural resources sector, the defence forces and non-state actors. Further, the defence force (Zambia Army) is now providing law enforcement on forest products key national forests, Kafue and West Lunga National Parks are covered. This has acted as a deterrent to illegal timber production and trafficking as well as poaching. The Committee embarked on developing a strategic plan for curbing crimes in wildlife and forest sector. Thus, no further support is required from the project.

Key Actions:

14. Recommendation:

Recommendation 14: Give Protected Areas, wetlands, forest, and wildlife a status of “economic asset to the country”

Management Response: [Added: 2018/03/15]

 In the Seventh National Development Plan, tourism (nature based) has been identified as one of the economic growth sectors.

In addition, government is conducting Wealth Accounting and Valuation of Ecosystem Services (WAVES) and Biodiversity Financing (BioFin) which will put a value to forest, wildlife and fisheries as well as ecosystem services

Key Actions:

15. Recommendation:

Recommendation 15: Review revenue sharing policies from PAs with the Wildlife and Forest sectors and with communities

Management Response: [Added: 2018/03/15]

Revenue sharing policies will be reviewed using information generated by the REDD+ and CFM consultancies

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Review of revenue sharing policies using information generated from the CFM consultancies
[Added: 2018/08/23]
PIU 2018/06 Completed CFM consultancy has recommended that the new statutory instrument number 11 of 2018 the Forests (Community Forest Management) Regulations, 2018 should e translated into local languages so that they are able to understand it in order to implement CFM which has elements of benefit sharing. (Page 132)
Review revenue sharing policies using information from the REDD+ consultancy
[Added: 2018/08/23] [Last Updated: 2019/05/15]
PIU 2019/09 Initiated REDD+ consultancy is still ongoing History
16. Recommendation:

Recommendation 16: Establish a graded career path with promotion horizon and training milestones for Wildlife and Forest staff (including Village Scouts)

Management Response: [Added: 2018/03/15]

Capacity needs assessment will be conducted

Training strategy to be developed

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Conduct capacity needs assessment and develop training strategy
[Added: 2018/08/23]
PIU and IPs 2018/03 Completed
17. Recommendation:

Recommendation 17: Mainstream education for biodiversity conservation and natural resources sustainable management into the national and local formal and informal education and communication systems

Management Response: [Added: 2018/03/15]

The primary and secondary school curriculum already has specific subjects on natural resources management.  Further, there are specific tertiary institutions providing programmes on biodiversity management (University of Zambia, Copperbelt University, Mulungushi University, Wildlife colleges, Natural Resources Development College and Zambia Forestry College offer programmes on biodiversity management)

At the community level, natural resources management is being promoted by non-State actors such as WWF, TNC, CBNRM Forum

In the project areas, the project is strengthening community resource based management in all the VAGs

Key Actions:

18. Recommendation:

Recommendation 18: Promote biodiversity conservation and natural assets protection for enabling local sustainable development, through raising awareness, education and capacity building

Management Response: [Added: 2018/03/15]

This will be covered as part of recommendation 17

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Continue training communities in CBNRM to create awareness on biodiversity conservation and natural assets protection
[Added: 2018/08/23] [Last Updated: 2019/05/15]
PIU 2018/12 Completed Fire management and action planning training has been done and entrepreneurship training has been done. Awareness creation will continue to be part of the CBNRM training and is ongoing. History
19. Recommendation:

Recommendation 19: Seek actively sustainable and innovative livelihoods and revenue generating activities, and ways to spread them to household level throughout the area

Management Response: [Added: 2018/03/15] [Last Updated: 2018/08/23]

    Once landuse plans in thirty six VAGs have been completed, the next steps are validation and development of income generating activities that will also include implementation of REDD+

 

    Mangement Response to be adressed through key actions from recommendation 6

Key Actions:

20. Recommendation:

Recommendation 20: Seek actively sustainable revenue generating activities and innovative solutions to enable funding of VAGs and CRBs

Management Response: [Added: 2018/03/15]

This will be implemented as part of the recommendations from the Community Forest Management (CFM) and REDD+ consultancy

Key Actions:

21. Recommendation:

Recommendation 21: Lobby for strengthened mandate, authority, capacity and benefit sharing for community members’ engagement in protection and sustainable management of natural assets

Management Response: [Added: 2018/03/15]

Facilitate a Benefit sharing study with the Forestry sector (with inputs from the Benefit Sharing Study conducted under the Project Preparatory Grant (PPG) of the GEF 5 Project)

Key Actions:

22. Recommendation:

Recommendation 22: Improve gender balance of leading structures;

Management Response: [Added: 2018/03/15]

At a national level, there is a gender policy that brings in aspects of reducing inequalities and increasing women empowerment. In this regard, the project follows the targets that are provided for in the policy.

In terms of specific gender related activities for the project, these will be finalised and facilitated once the gender analysis has been completed

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Mainstream gender considerations in all project interventions based on gender analysis consultancy In the project
[Added: 2018/08/23] [Last Updated: 2019/05/15]
PIU 2018/12 Completed Gender has been mainstreamed in teh annual workplan, training programmes and sensitization activities by ensuring deliberate targeting of women. History
23. Recommendation:

Recommendation 23: Revisit the rules of GEF Projects implementation aiming to enable much more flexibility to the Project team in leading the day-to-day Project management and funding processes

Management Response: [Added: 2018/03/15] [Last Updated: 2018/08/23]

This will be implemented as part of recommendation 1 as part of the finalisation and implementation of the acceleration strategy

 

Recommendation addressed by key action 4.4 of Recommendation 4

Key Actions:

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