Forest nature reserves mid-term evaluation

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Evaluation Plan:
2016-2021, Tanzania
Evaluation Type:
Mid Term Project
Planned End Date:
06/2018
Completion Date:
07/2018
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
35,000

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Download document PIMs 5106 TOR for Midterm Review FNR 24th Jan 2018 Intl.pdf tor English 842.16 KB Posted 83
Download document PIMs 5106 TOR for Midterm Review FNR Jan 2018 National.pdf tor English 1021.68 KB Posted 73
Download document PIMS 5106 FNR Tanzania MTR Report 27 04 2018 Final Report.pdf report English 760.35 KB Posted 230
Title Forest nature reserves mid-term evaluation
Atlas Project Number: 83123
Evaluation Plan: 2016-2021, Tanzania
Evaluation Type: Mid Term Project
Status: Completed
Completion Date: 07/2018
Planned End Date: 06/2018
Management Response: Yes
Focus Area:
  • 1. Environment & Sustainable Development
  • 2. Others
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
  • 1. Output 2.5. Legal and regulatory frameworks, policies and institutions enabled to ensure the conservation, sustainable use, and access and benefit sharing of natural resources, biodiversity and ecosystems, in line with international conventions and national
Evaluation Budget(US $): 35,000
Source of Funding: GEF, UNDP
Evaluation Expenditure(US $): 26,825
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Veronica Muthui Lead Consultant nyawira.muthui@gmail.com
Stephen Mariki National Consultant stephenmariki49@gmail.com
GEF Evaluation: Yes
GEF Project Title: Enhancing the Forest Nature Reserves Network for Biodiversity Conservation in Tanzania
Evaluation Type: Mid-term Review
Focal Area: Biodiversity
Project Type: FSP
GEF Phase: GEF-6
GEF Project ID: 5034
PIMS Number: 5106
Key Stakeholders: Ministry of Natural Resources and Tourism, Vice President's Office, Local Government Authorities
Countries: TANZANIA (UNITED REPUBLIC OF )
Lessons
1.
  1. Lessons learned are documented as part of the Annual Project Review/Project Implementation Reports (APR/PIR).  The reports that include the lessons captures are presented to the PSC that include the key partners. The reports are widely shared with partners and also publicly made available through the project website
  2. The MTR finds that the project has an active website where all relevant documents are uploaded regularly (http://www.nature-reserves.go.tz). However, the UNDP and GEF logos are being used incorrectly on the website, contravening compliance with UNDP’s and GEF’s Branding Guidelines. In addition, the MTR finds that the implementing agency and project partners have implemented substantial promotion related activities and training in all levels from national to local levels including newsletters, journals, calendars and signboards that carry promotional as well as forest management messages. The MTR finds the awareness and promotion made have contributed to effective participation of key players at all levels. This has also contributed to the fundraising initiatives.
  3. The Project Team including Conservators routinely use the social media to share progress and lessons/best practices. The MTR however finds that other than the website, there has not been a formal forum for the technical teams and stakeholders to discuss technical issues of FNRs, share progress and best practices. Although all the Conservators responsible for the FNRs attend the PSC meetings, these PSC focuses on project policy, review of project progress and other project implementation issues. The MTR finds that there is a need for additional forums, focused on technical discussions. This is more so noting that the NRs are under different stages of management ranging from the initial ones (Amani NR) followed by the next bath (Nilo, Uluguru, Kilombero) and the more recent ones.
  4. However, the MTR finds that the project has demonstrated several best practices and generated several lessons that it has not effectively shared nationally or internationally. As outlined in the recommendations section, the project has exceeded the target on gazetting FNRs; an unusual achievement for many ordinary projects, and one that can probably be attributed to perfect timing and political commitment. It used a unique project coordination arrangement that proved efficient and effective; it has a network of FNR managers who could be exchanging ideas. Although these achievements are reported in the project reports such as the PIR, they should be synthesized and communicated widely to national, regional and global audiences.  These achievements should be used to sell the FNRs widely to promote mobilization of funds from the private sector, foundations and bilateral donors, at the national and international levels.

 


Findings
1.
  1. The overall project performance is rated as Satisfactory. Based on the design of the project in relation to the threats and barriers, the project is relevant as it addresses national priorities on securing and strengthening management effectiveness of forest nature reserves’ networks. The project complies with the GEF strategic objectives to ‘Improve Sustainability of Protected Area Systems’ and contributes to the Outcomes on ‘Improved management effectiveness of existing and new protected areas’; and ‘Increased revenue for protected area systems to meet total expenditures required for management’.
  2. The project has demonstrated good best practices and has generated several lessons including the speedy gazettement of FNRs and unique project coordination arrangement adopted that has proved to be efficient and effective. These need synthesis to be communicated widely to national, regional and global audiences for the purpose of promoting the FRNs and mobilization of funds. The Project strategy and implementation arrangements are built on national structures and systems that not only ensure ownership by implementing institutions (TFS and partners) but also reduces project overhead costs as applied conventionally in PMUs.
  3. The project implementation draws a wide co-financing arrangements and partnerships from the main implementing agency, other government institutions, NGOs and development partners to support the FNRs network, which explains the significant achievements the project registered in the first half of the implementation period.
  4. At 72% delivery on end of project targets, the project has recorded impressive progress towards results at output level; notable contributions towards the outcomes are the gazettement of 6 new FNRs (one more than the end of project target), formulation of the tourism development strategy for all the six new FNRs, approximately 75% completion of construction of all the offices and Ranger Posts, completion of roads, footpaths and boundary marking and clearing, and completion of JFMPs for all the 6 new FNRs. The implementation strategy adopted by the project including the governance structures contributes to this and provides best practice and lessons for future project management.
  5. Sustainability of the project interventions hinges on guaranteed financial sustainability. While TFS demonstrates confidence for continued support in the management of the FNRs, the infancy of revenue generation from these reserves leaves the NRs management susceptible should TFS fail to sufficiently provide the needed financial resources.
  6. The project did not have a gender action plan or gender disaggregated indicators. Most indicators adopted do not need to be disaggregated by gender due to the nature of the indicators themselves – e.g. kilometres of roads cleared, number of completed offices, etc. There are however relevant gender issues that affect the project. For example the nature of forestry sector is such that it is dominated by men; hence the forest Conservators are mainly men. This means the PSC is also dominated by men, as are decision-makers in the sector. Although the project is unlikely to change this structural dynamic, it should be aware of its impact on the gender marker of the project. More importantly, formulation and implementation of the JFMPs should be guided by a gender action plan to ensure full capture of gender issues and that implementation is cognizant of, and delivers benefits equitably across all gender groups. Fortunately, the project has plans to design a project gender action plan, which no doubt, should capture these gender issues.

Recommendations
1

It is recognized that most activities in the newly gazetted NFRs are in their initial stages of implementation under various partners support. These are expected to continue beyond the project period and therefore the need to share lessons and best practices. It is recommended that a formal partners’ forum be identified for information sharing and dissemination within and beyond the project lifetime.

2

Management of the NFRs will largely depend on sustainable financing generated from tourism related value chain targeting ecotourism in the NFRs. The development of NFRs as nature-based tourism and recreation destinations is identified as a role to be played in collaboration with the private sector. It is recommended that partnerships be developed with the Tanzania National Parks Authority (TANAPA), Tanzania Wildlife Management Authority (TAWA), Tanzania Tourist Board (TTB) and the private sector to market and invest appropriately in these NFRs.

3

The long-term solution is effective and secure management of the NFRs network is by having individual NFRs adequately resourced including sufficient staff and sustainable funding. It is recommended that:

3a. placement of sufficient numbers of staff with the necessary skills be implemented

3b. Adequate funding be allocated in the annual TFS budgets

3c Further fundraising initiatives in terms of co-financing be pursued

4

Between 2015 and 2017, six additional NFRs were gazetted. The success has renewed enthusiasm for expansion of new NFRs including the Magombera Forest Reserve. While this is a positive development, it is recommended that addition of new NFRs be undertaken strategically in consideration of the necessary facilitation that will be required including development of the basic infrastructure and technical and institutional capacity to run them.

5

The fundamental incentive for community participation in JFM is an assurance of tangible benefits. The established FNFRs are yet to generate adequate revenues for sharing. Complementary IGAs are being promoted outside the NFRs as an alternative incentive. It is recommended that adequate support be provided for these IGAs for communities to realize adequate/significant benefits for renewed Joint Forest Management (JFM) co-management with local communities.

 

6

The new government has directed that all revenues generated by government entities, including the TFS are submitted to the Central Treasury, from where allocations would be made through the budgetary process. Unless an alternative arrangement (or exemption) is granted, this will make it impossible for the TFS to share revenues under the JFM agreements directly, and increase the transaction costs for processing community share of the revenues. It is recommended that an exemption be negotiated with Treasury across all NFRs using the Amani FNFR revenue sharing model.

7

Signing of JFM Agreements has been delayed by the district councils meaning communities can not enjoy agreed benefits. It is recommended that respective Conservators follow up with District councils to expedite the approvals.

8

Execution of the infrastructure development under Outcome 1 was contracted in 2017. In general construction delivery is at about 75%. Some contractors have reached 90% meaning all facilities will be completed by end of 2017/2018 Financial year while the funding was spread across years. It is recommended that UNDP requests an upfront provision of the 2019 funds from GEF to cover the costs for the completed construction works.  The 8th PSC meeting held in April 2018 endorsed the recommendation.

9

The MTR noted shrinking of partners funding: a) WCS has lost USAID funding in Mbeya following the political directive from the President of the US on USAID funding globally; b) the TFCG-AVA project working in Chome and Mkingu NFRs ended in March 2018. The project supported the JFM Agreements, which are yet to be secure final approvals, and there is need to consolidate IGAs + conservation agriculture. It is recommended that additional resources be mobilized to continue these important initiatives.

10

The MTR finds that the implementation of the first quarter activities (January – March) was routinely hampered by delays in disbursements from UNDP and therefore implementation of activities during the first quarters has been through the use of own funds, co-financed budgets and carry-over/committed funds. It is recommended that reasons for the regular disbursement delay for the first quarters be identified and addressed

 

11

It is recommended that TFS mainstreams and incorporate in its annual plans, continued support for relevant initiated partner activities.

12

The success in gazetting 12 NFRs means a requirement for additional resources to support their management and effectiveness. It is recommended to continue with initiatives on fundraising now that all the NFRs have been gazzetted with updated management plans and the demonstrated potential for tourism including engagement with the private sector.

13

Significant co-finance has been delivered but precise figures were not shared by implementing partners. It is recommended that the Project Team liaises with the respective partners to populate the co-financing from these partners.

14

The WB will support a project named REGROW within MNRT that will support tourism development in the southern circuit. It is recommended that TFS pursues the potential for linking Mt. Rungwe NFR with the planned tourism development in the Southern highlands. Similar initiative should be established with TANAPA and TAWA for respective NFRs where such networks and packages can be developed.

15

It is recommended that establishment of a formal annual forum bringing together the Conservators and the Implementing Partners across the entire NFRs network be developed. The Forum will focus discuss technical issues such as conservation, tourism development, etc

16

The Tanzania Tourism Board (TTB) has been identified as a key stakeholder in the development of the NFRs as a tourism product. They have not been engaged in the development of the tourism investment plans and marketing strategies for the NFRs. It is recommended that TTB be engaged as part of the project marketing and promotion strategy of the tourism products and services in NFRs.

17

JFMPs have been developed. It is recommended that the government mobilizes further funding and partnerships to facilitate the implementation of JFMPs, informed by an assessment of current practices to identify best practices and conditions for successful conservation and beneficiation from implementation of JFMPs. The implementation should be guided by a gender action to ensure equitable distribution of roles, responsibilities and benefits.

18

The current plant to formulate a gender action plan for the project should be expedited. 

1. Recommendation:

It is recognized that most activities in the newly gazetted NFRs are in their initial stages of implementation under various partners support. These are expected to continue beyond the project period and therefore the need to share lessons and best practices. It is recommended that a formal partners’ forum be identified for information sharing and dissemination within and beyond the project lifetime.

Management Response: [Added: 2018/07/05]

TFS and the project management agreed with this recommendation and will seek to establish a nature reserves partners forum to facilitate the long-term conservation of the network of NFRs

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Identify key NFR partners
[Added: 2018/07/05]
Project Coordinator (PC)/Project Director (PD) 2018/12 Overdue-Initiated
Invite them to an initial meeting to establish partners forum
[Added: 2018/07/05]
PC/PD 2018/12 Overdue-Initiated At least one meeting held by end of 2018
2. Recommendation:

Management of the NFRs will largely depend on sustainable financing generated from tourism related value chain targeting ecotourism in the NFRs. The development of NFRs as nature-based tourism and recreation destinations is identified as a role to be played in collaboration with the private sector. It is recommended that partnerships be developed with the Tanzania National Parks Authority (TANAPA), Tanzania Wildlife Management Authority (TAWA), Tanzania Tourist Board (TTB) and the private sector to market and invest appropriately in these NFRs.

Management Response: [Added: 2018/07/05]

Tanzania Forest Service (TFS) and the project management agree with this recommendation.  Considerable efforts will be placed on increasing the tourism opportunities and experience at the nature reserves in the last period of the project. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Seek to operationalize the existing tourism development plan for the NFRs
[Added: 2018/07/05]
PC, other TFS staff 2019/12 Initiated
Establish partnerships with TANAPA, TTB and TAWA over tourism development and shared promotion of different sites
[Added: 2018/07/05]
PC, other TFS staff 2019/12 Initiated At least one MOU or letter of agreement between TFS and TANAPA, TAWA or Tanzania Tourist Board (TTB) in place
Reach out to the private sector to establish further partnerships to bring private-public partnerships to the NFRs to enhance visitors and funding
[Added: 2018/07/05]
PC, other TFS staff 2019/12 Initiated
3. Recommendation:

The long-term solution is effective and secure management of the NFRs network is by having individual NFRs adequately resourced including sufficient staff and sustainable funding. It is recommended that:

3a. placement of sufficient numbers of staff with the necessary skills be implemented

3b. Adequate funding be allocated in the annual TFS budgets

3c Further fundraising initiatives in terms of co-financing be pursued

Management Response: [Added: 2018/07/05]

TFS and the project management agree with this recommendation.  The Project Management of the NFR project and TFS management in general will seek to fulfil this recommendation

Key Actions:

Key Action Responsible DueDate Status Comments Documents
NFR management to hold meetings with TFS HQ and zonal management on issue of resourcing NFR system in long terms
[Added: 2018/07/05]
PC 2018/12 Overdue-Initiated History
NFR management and TFS more generally seek funding for NFR in the long term
[Added: 2018/07/05]
PD 2019/12 Initiated History
4. Recommendation:

Between 2015 and 2017, six additional NFRs were gazetted. The success has renewed enthusiasm for expansion of new NFRs including the Magombera Forest Reserve. While this is a positive development, it is recommended that addition of new NFRs be undertaken strategically in consideration of the necessary facilitation that will be required including development of the basic infrastructure and technical and institutional capacity to run them.

Management Response: [Added: 2018/07/05]

TFS and the project management agree with this recommendation.  The network of new NFR requires considerable effort to get fully functioning and further new NFR will not be considered within the lifespan of this project.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Develop resourcing plan for minimum requirements for all 13/14 NFR in Tanzania
[Added: 2018/07/05]
PC 2018/12 Overdue-Initiated
Conduct desk review of potential new NFR that might be considered in longer term
[Added: 2018/07/05]
Technical Advisor (TA)/PD 2019/12 Initiated
5. Recommendation:

The fundamental incentive for community participation in JFM is an assurance of tangible benefits. The established FNFRs are yet to generate adequate revenues for sharing. Complementary IGAs are being promoted outside the NFRs as an alternative incentive. It is recommended that adequate support be provided for these IGAs for communities to realize adequate/significant benefits for renewed Joint Forest Management (JFM) co-management with local communities.

 

Management Response: [Added: 2018/07/05]

TFS and the project management agree with this recommendation.  The main challenge is one of generating enough revenue from the NFR to cover basic management costs and then have funds available to support community IGA and JFM activities.  Partnerships with NGOs and others may facilitate this recommendation to be achieved

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Convene the NFR forum as noted under recommendation 1 and see if partnerships for each NFR can be established
[Added: 2018/07/05]
PC/PD 2020/12 Initiated
Seek other ways to support IGA and the JFM activities around the NFR for surrounding communities
[Added: 2018/07/05]
PC/PD 2020/12 Initiated
6. Recommendation:

The new government has directed that all revenues generated by government entities, including the TFS are submitted to the Central Treasury, from where allocations would be made through the budgetary process. Unless an alternative arrangement (or exemption) is granted, this will make it impossible for the TFS to share revenues under the JFM agreements directly, and increase the transaction costs for processing community share of the revenues. It is recommended that an exemption be negotiated with Treasury across all NFRs using the Amani FNFR revenue sharing model.

Management Response: [Added: 2018/07/05]

TFS and the project management agree with this recommendation.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
TFS and the NFR management to seek an exemption from treasury for NFR revenues to be shared with communities using the Amani model
[Added: 2018/07/06]
PC, TFS 2019/12 Initiated
7. Recommendation:

Signing of JFM Agreements has been delayed by the district councils meaning communities can not enjoy agreed benefits. It is recommended that respective Conservators follow up with District councils to expedite the approvals.

Management Response: [Added: 2018/07/05]

TFS and the project management agree with this recommendation.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Conservators of NFR follow up with district councils to facilitate approval of the JFM agreements
[Added: 2018/07/06]
NFR conservators 2019/12 Initiated
8. Recommendation:

Execution of the infrastructure development under Outcome 1 was contracted in 2017. In general construction delivery is at about 75%. Some contractors have reached 90% meaning all facilities will be completed by end of 2017/2018 Financial year while the funding was spread across years. It is recommended that UNDP requests an upfront provision of the 2019 funds from GEF to cover the costs for the completed construction works.  The 8th PSC meeting held in April 2018 endorsed the recommendation.

Management Response: [Added: 2018/07/05]

TFS and the project management agree with this recommendation.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
NFR unit to work with UNDP to facilitate this proposed solution
[Added: 2018/07/06] [Last Updated: 2018/08/22]
PC, UNDP 2018/08 Completed History
9. Recommendation:

The MTR noted shrinking of partners funding: a) WCS has lost USAID funding in Mbeya following the political directive from the President of the US on USAID funding globally; b) the TFCG-AVA project working in Chome and Mkingu NFRs ended in March 2018. The project supported the JFM Agreements, which are yet to be secure final approvals, and there is need to consolidate IGAs + conservation agriculture. It is recommended that additional resources be mobilized to continue these important initiatives.

Management Response: [Added: 2018/07/05]

TFS and the project management agree with this recommendation.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The NFR project will convene a NFR stakeholder’s forum as under recommendation 1 and seek partnership with NGOs and others as feasible
[Added: 2018/07/06]
PC/PD and TA 2018/12 Overdue-Not Initiated
The TA will continue to seek additional funding for the NFR from other donors in Europe and USA
[Added: 2018/07/06]
TA 2019/12 Initiated
10. Recommendation:

The MTR finds that the implementation of the first quarter activities (January – March) was routinely hampered by delays in disbursements from UNDP and therefore implementation of activities during the first quarters has been through the use of own funds, co-financed budgets and carry-over/committed funds. It is recommended that reasons for the regular disbursement delay for the first quarters be identified and addressed

 

Management Response: [Added: 2018/07/05]

TFS and the project management agree with this recommendation.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
TFS to work with UNDP to review the office and ranger post construction schedule and ensure budget is allocated accordingly.
[Added: 2018/07/06]
UNDP and TFS 2018/12 Overdue-Initiated Budget revision has been initiated
11. Recommendation:

It is recommended that TFS mainstreams and incorporate in its annual plans, continued support for relevant initiated partner activities.

Management Response: [Added: 2018/07/05]

TFS and the project management agree with this recommendation.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
TFS mainstreams and incorporate in its annual plans, continued support for relevant initiated partner activities e.g. Facilitation of Joint Forest Management activities i.e. by TFCG, WCS, EU
[Added: 2018/07/06]
PC/PD 2020/12 Initiated Some of the activities have been included in the 2018/2019 activities.
12. Recommendation:

The success in gazetting 12 NFRs means a requirement for additional resources to support their management and effectiveness. It is recommended to continue with initiatives on fundraising now that all the NFRs have been gazzetted with updated management plans and the demonstrated potential for tourism including engagement with the private sector.

Management Response: [Added: 2018/07/05]

TFS and the project management agree with this recommendation.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
TFS and the NFR team will continue fundraising efforts with donors and the private sector in Tanzania
[Added: 2018/07/06]
PC/PD and UNDP 2020/12 Initiated
The TA will continue resource mobilization efforts with donors in Europe and the USA
[Added: 2018/07/06]
PC/PD and UNDP 2020/12 Initiated
UNDP will also continue to look for resource mobilization opportunities in collaboration with TFS
[Added: 2018/07/06]
PC/PD and UNDP 2020/12 Initiated
13. Recommendation:

Significant co-finance has been delivered but precise figures were not shared by implementing partners. It is recommended that the Project Team liaises with the respective partners to populate the co-financing from these partners.

Management Response: [Added: 2018/07/05]

TFS and the project management agree with this recommendation.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
NFR project team will work with partners to gather more precise co-funding information
[Added: 2018/07/06]
PC/PD & TA 2020/12 Initiated
14. Recommendation:

The WB will support a project named REGROW within MNRT that will support tourism development in the southern circuit. It is recommended that TFS pursues the potential for linking Mt. Rungwe NFR with the planned tourism development in the Southern highlands. Similar initiative should be established with TANAPA and TAWA for respective NFRs where such networks and packages can be developed.

Management Response: [Added: 2018/07/05]

TFS and the project management agree with this recommendation.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
NFR team (and Mt Rungwe conservator) will contact WB and seek opportunities for collaboration and support from REGROW
[Added: 2018/07/06]
PC, Rungwe Conservator 2018/12 Overdue-Initiated
15. Recommendation:

It is recommended that establishment of a formal annual forum bringing together the Conservators and the Implementing Partners across the entire NFRs network be developed. The Forum will focus discuss technical issues such as conservation, tourism development, etc

Management Response: [Added: 2018/07/05]

TFS and the project management agree with this recommendation.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
NFR forum will be established as per recommendation 1
[Added: 2018/07/06]
PC/PD, TA 2020/12 Initiated
16. Recommendation:

The Tanzania Tourism Board (TTB) has been identified as a key stakeholder in the development of the NFRs as a tourism product. They have not been engaged in the development of the tourism investment plans and marketing strategies for the NFRs. It is recommended that TTB be engaged as part of the project marketing and promotion strategy of the tourism products and services in NFRs.

Management Response: [Added: 2018/07/05]

TFS and the project management agree with this recommendation.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
PC and the NFR team will reach out to the TTB to seek assistance to market the NFR products alongside other tourism possibilities in Tanzania
[Added: 2018/07/06]
PC/PD 2019/12 Initiated
17. Recommendation:

JFMPs have been developed. It is recommended that the government mobilizes further funding and partnerships to facilitate the implementation of JFMPs, informed by an assessment of current practices to identify best practices and conditions for successful conservation and beneficiation from implementation of JFMPs. The implementation should be guided by a gender action to ensure equitable distribution of roles, responsibilities and benefits.

Management Response: [Added: 2018/07/05]

TFS and the project management agree with this recommendation.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The Project team and TFS seeks to make more use of the management plans for NFRs as a fundraising tool
[Added: 2018/07/06] [Last Updated: 2018/08/22]
PC and TFS 2020/01 Initiated History
A gender section should be inserted in all Management Plans to ensure that the roles of women and men are clearly specified where relevant
[Added: 2018/07/06] [Last Updated: 2018/08/22]
PC and TFS 2018/12 Overdue-Initiated History
18. Recommendation:

The current plant to formulate a gender action plan for the project should be expedited. 

Management Response: [Added: 2018/07/05]

TFS and the project management agree with this recommendation.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
NFR project will develop a gender action plan and present to the project steering committee for endorsement and further action
[Added: 2018/07/06]
PC 2018/12 Overdue-Initiated

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