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Final Evaluation for Wetlands Portfolio - Xinjiang

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Evaluation Plan:
2016-2020, China
Evaluation Type:
Final Project
Planned End Date:
04/2019
Completion Date:
06/2019
Status:
Completed
Management Response:
No
Evaluation Budget(US $):
28,850

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Title Final Evaluation for Wetlands Portfolio - Xinjiang
Atlas Project Number: 00070004
Evaluation Plan: 2016-2020, China
Evaluation Type: Final Project
Status: Completed
Completion Date: 06/2019
Planned End Date: 04/2019
Management Response: Yes
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 1.4.1 Solutions scaled up for sustainable management of natural resources, including sustainable commodities and green and inclusive value chains
SDG Goal
  • Goal 15. Protect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage forests, combat desertification, and halt and reverse land degradation and halt biodiversity loss
SDG Target
  • 15.1 By 2020, ensure the conservation, restoration and sustainable use of terrestrial and inland freshwater ecosystems and their services, in particular forests, wetlands, mountains and drylands, in line with obligations under international agreements
Evaluation Budget(US $): 28,850
Source of Funding:
Evaluation Expenditure(US $): 28,850
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
James Lenoci Team Leader james@lenociltd.com
Liu Shuo National Consultant liushuo@caas.cn
GEF Evaluation: Yes
GEF Project Title: CBPF-MSL: Strengthening the Management Effectiveness of the Protected Area Landscape in Altai Mountains and Wetlands
Evaluation Type: Terminal Evaluation
Focal Area: Biodiversity
Project Type: FSP
GEF Phase: GEF-5
GEF Project ID: 4653
PIMS Number: 4596
Key Stakeholders: Ministry of Environment
Countries: CHINA, PEOPLE'S REPUBLIC
Lessons
Findings
Recommendations
1

Prepare a sustainability strategy and action plan. A sustainability strategy and action plan should be developed to guide enabling stakeholders in ensuring project results are sustained after GEF funding ceases. The strategy and action plan should be based on the project theory of change, e.g., focusing on the assumptions and impact drivers for achieving long-term impacts. The plan should outline the actions requiring follow-up after project closure, assigning roles and responsibilities and identifying timeframes.
2

Reassess PA management effectiveness of the target PA’s. The baseline and terminal METT assessments should be redone, to provide a more realistic indication of improvements achieved with respect to PA management effectiveness
3

Ensure supervision and reporting functions are in place until all contracted activities are completed. With operational closure occurring on 26 February 2019, it is important that there are appropriate supervisory and reporting functions in place for project activities that are not yet completed.
4

Prepare a technical guidance document for reclamation of abandoned mining sites in the Altai Mountains and Wetlands Landscape. The experiences and lessons learned should be distilled into a practical technical guidance document on reclamation of abandoned mining sites in the AMWL region.
5

Identify a fund management entity for the community development fund and conclude an agreement before project closure.  Renegotiate the agreement with the FFSA on the continuation (or conclusion) of the Eco-Damu microcredit scheme. If the parties agree to continue the scheme beyond the second phase of loan disbursements, then it would be important, for example, to ensure the contributed GEF funds remain earmarked for biodiversity conservation or restoration of degraded lands, preference should be given to women and other vulnerable groups.
6

Formalize the co-management committees. The co-management agreements should be signed by three parties, including representatives of the local communities. And, community-based organizations (or equivalent) should be established that would formally represent the interests of the local people on the co-management committees and also have the ability to raise funds on their own.
7

Apply the METT tool in assessing management effectiveness of wetland parks. Wetland parks and other nature parks are increasingly important part of PA systems in China. On this project, METT and EHI assessments were carried out at nature reserves but not wetland parks. It would be advisable to apply the METT tool to wetland parks within the AMWL region, to identify gaps in management and assist the management administrations in prioritizing resource allocations.
8

Further advance transboundary collaboration. Achieving effective and sustainable transboundary collaborative arrangements will require involvement of higher level governmental stakeholders and proactive regional engagement. As a first step, it would be advisable to increase the participation of XUAR stakeholder among regional platforms, such as the Global Snow Leopard and Ecosystem Protection Program (GSLEP).
9

Enhance the community develop fund through provision of an integrated package of services. Consider an integrated package of services rather than just disbursing zero-interest loans; for example, offering insurance, enterprise development (such as management training, marketing support) and welfare related services (e.g., gender awareness training).
10

Consider a complementary project focusing on cross-cutting approaches, such as ecosystem-based adaptation or integrated water resources management. The strengthened enabling conditions associated with biodiversity conservation and sustainable land management provide solid foundational capacity for implementing ecosystem-based adaptation interventions and integrated water resource management in the AMWL region.

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