- Evaluation Plan:
- 2016-2020, China
- Evaluation Type:
- Final Project
- Planned End Date:
- 04/2019
- Completion Date:
- 05/2019
- Status:
- Completed
- Management Response:
- Yes
- Evaluation Budget(US $):
- 35,000
Final Evaluation for Wetlands Portfolio - National
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Title | Final Evaluation for Wetlands Portfolio - National | ||||||||||||||
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Atlas Project Number: | 00069198 | ||||||||||||||
Evaluation Plan: | 2016-2020, China | ||||||||||||||
Evaluation Type: | Final Project | ||||||||||||||
Status: | Completed | ||||||||||||||
Completion Date: | 05/2019 | ||||||||||||||
Planned End Date: | 04/2019 | ||||||||||||||
Management Response: | Yes | ||||||||||||||
Focus Area: |
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Corporate Outcome and Output (UNDP Strategic Plan 2018-2021) |
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SDG Goal |
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SDG Target |
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Evaluation Budget(US $): | 35,000 | ||||||||||||||
Source of Funding: | |||||||||||||||
Evaluation Expenditure(US $): | 35,000 | ||||||||||||||
Joint Programme: | No | ||||||||||||||
Joint Evaluation: | No | ||||||||||||||
Evaluation Team members: |
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GEF Evaluation: | Yes
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Key Stakeholders: | Ministry of Environment | ||||||||||||||
Countries: | CHINA, PEOPLE'S REPUBLIC |
Lessons | |
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Findings | |
1. | Considering that the project is promoting mainstreaming biodiversity among the key production sectors nationally, in the opinion of the MTR team, the project is also relevant according to Objective 2 of the GEF-5 Biodiversity Strategy, which is defined as “Mainstream Biodiversity Conservation and Sustainable Use into Production Landscapes, Seascapes and Sectors”. The objectives stated in the project document and the CEO Endorsement Request do not mention Objective 2 of the GEF-5 Biodiversity Strategy. Tag: Crop production Biodiversity Global Environment Facility fund |
2. | The project strategy was formulated according to the systemic, institutional, and financial barriers identified in the project document that are impeding effective management of wetland PAs in China. This is a logical approach. Tag: Programme/Project Design Strategic Positioning |
3. | Barrier 1, defined as “Insufficient Systemic and Institutional Capacity at the National Level” was addressed through Outcome 1, “Wetland PA Sub-System Strengthened through Better Ecological Representation and Enhanced Management Capacity”. The outputs and activities under Outcome 1 were sensibly formulated, in the opinion of the MTR team. There could have been more emphasis placed on advocacy built into the design of this outcome, as well as with other components of the project, in order to better highlight the added value of a GEF financed project. Tag: Global Environment Facility fund Advocacy Capacity Building National Institutions |
4. | Outcome 2, defined as “External threats to Wetland PAs reduced through mainstreaming wetland PA considerations in sector planning” was designed in response to Barrier 2, “Disconnect between the Wetland PA Sub-System and Development and Sector Planning”. Again, the project outcome is directly aligned with this barrier. The scope of the outcome, however, seems a bit beyond the reach of a 5-year project with less than USD 3 million in GEF funding. As discussed in the following section on the strategic results framework, achieving policy and planning reform in other line ministries, some of which are much larger than the SFA, is a bit unrealistic. Project stakeholders have realized this during implementation, and the focus of Outcome 2 has shifted towards developing guidelines approved by the SFA that will be applicable to other sectors. Tag: Natural Resouce management Global Environment Facility fund Rule of law Trade and Development Policy Advisory |
5. | Outcome 3, defined as “Increased knowledge management, lessons sharing, and awareness for wetland PAs” was designed in response to Barrier 3, “Insufficient Awareness, Knowledge and Access to Suitable Information”. The outputs under Outcome 3 were reasonably formulated, given the circumstances at the time the project was prepared, in 2011-2012. Due to both internal and external factors, the knowledge management strategy has changed. For example, social media has become an integral part of the lives of the general public and this information technology platform now represents the most efficient way to reach a broad audience. Tag: Civic Engagement Communication Innovation Knowledge management Awareness raising Natural Resouce management |
6. | Indicator No. 1 is relevant at the MSL Programme level, but not necessarily for the national project. The national project has somewhat of an oversight role with respect to the individual provincial level projects, but the project does not have any direct influence over the level of management effectiveness achieved at the site level by the provincial projects. The MTR team also feels that the application of the median METT score among the 41 protected areas is more appropriate than the average, which can be much more skewed as a result of low or high outliers. Tag: Effectiveness Oversight Results-Based Management |
7. | The phrasing of Indicator No. 1.1 was revised after the midterm review, to more accurately reflect the figures presented in the 2nd national wetland survey report. Tag: Challenges Monitoring and Evaluation Results-Based Management |
8. | The term “safeguard” used in the original version of Indicator No. 2.1 is not sufficiently specific; the meaning of this term in this context was unclear to the MTR team and also to the interviewed PMO staff members. Achieving of standards and/or procedures for each sector, e.g., water resources, agriculture, land resources, etc., is also not particularly achievable, as the project does not have activities designed to facilitate or even advocate for such regulatory or procedural sector reforms. The phrasing of this indicator was revised after the midterm review. Tag: Challenges Monitoring and Evaluation Results-Based Management |
9. | The activities originally planned under Indicator No. 3.1 have been revised over the course of the project through adaptive management, responding to the current needs of the DWM with respect to information management. The DWM has separately developed a wetland data management system, and has requested the project to support development of an information management system that is accessible to the general public. It would be advisable to revise the indicator and end-of-project target accordingly. Tag: Natural Resouce management Monitoring and Evaluation Results-Based Management Data and Statistics |
10. | 3.3 Lessons learned and linkages with other projects Tag: Biodiversity Natural Resouce management Global Environment Facility fund Knowledge management Programme Synergy Programme/Project Design |
11. | 3.4 Planned stakeholder participation Tag: Communication Knowledge management Partnership Programme/Project Design Capacity Building |
12. | 3.6 UNDP comparative advantage Tag: Biodiversity Global Environment Facility fund Gender Equality UNDP Management UNDP management Capacity Building National Institutions |
13. | 3.7 Management arrangements Tag: Global Environment Facility fund Implementation Modality UNDP Management UNDP management National Institutions |
14. | NGFA is responsible for the execution of the project, providing support and inputs to the implementation of project activities, recruitment of project staff, and contracting of consultants and service providers, under the advice and involvement of UNDP as required by the contracting arrangements. The NFGA reports to the Project Steering Committee (PSC), which provides comprehensive guidance for project implementation, support and supervision, coordination and solving major issues in project implementation process to ensure the smooth implementation of the project. The PSC is a joint body serving the MSL Program as well as the national project, and was established by the SFA’s General Administrative Office through its Document No. [2013]45 (Annex 4) on 12 November 2013. Tag: Human and Financial resources Implementation Modality Project and Programme management |
15. | The day-to-day administration of the project is carried out by the “national” Project Management Office (PMO). The PMO is a joint office, supporting the implementation of both the national level project and the Daxing’anling project, and is financed from the GEF and national cofinancing budgets. The Director General of the Department of Wetlands Management is the National Project Director (NPD) of project, and the Deputy President of the Academy of Forest Inventory and Planning of the NFGA serves as the Deputy NPD. The composition of the PMO indicted in the project design included the following staff members: Project Manager, Deputy Project Manager, Chief Technical Advisor, Communication Officer/Translator, and Administrative Assistant. Tag: Human and Financial resources Implementation Modality Project and Programme management |
16. | Key Achievements: Tag: Natural Resouce management Effectiveness Policy Advisory |
17. | Key Achievements: • 16 new Ramsar sites declared in China during the time period of 2013-2018, including 3 among the 6 provincial MSL projects, and 6 Chinese cities designated as World Wetland Cities in 2018. Tag: Natural Resouce management Effectiveness |
18. | Issues/Challenges: Tag: Biodiversity Environmental impact assessment Challenges |
19. | Key Achievements: Tag: Natural Resouce management Effectiveness |
20. | Issues/Challenges: Tag: Challenges Monitoring and Evaluation |
21. | Key Achievements: Tag: Effectiveness Global Climate Fund Capacity Building |
22. | Issues/Challenges: Tag: Challenges Knowledge management Capacity Building |
23. | Key Achievements: Tag: Environmental impact assessment Effectiveness |
24. | Issues/Challenges: Tag: Challenges Sustainability Sustainability |
25. | Key Achievements: Tag: Effectiveness Knowledge management Coordination |
26. | Issues/Challenges: Tag: Challenges Partnership Coordination |
27. | Key Achievements: Tag: Natural Resouce management Protected Areas Effectiveness Innovation Technical Support |
28. | Issues/Challenges: Tag: Natural Resouce management Protected Areas Challenges |
29. | Key Achievements: Tag: Environment Policy Natural Resouce management Effectiveness |
30. | Issues/Challenges: Tag: Challenges Advocacy |
31. | Key Achievements: Tag: Effectiveness Resource mobilization Technical Support |
32. | Issues/Challenges: Tag: Challenges Technical Support |
33. | Key Achievements: • The contributions from the project focused on promoting public access to part of the information on the system. Approval is pending from the data security authority for granting public access. Tag: Communication Human and Financial resources Technology Awareness raising Data and Statistics Civil Societies and NGOs |
34. | Issues/Challenges: Tag: Challenges Advocacy Data and Statistics Civil Societies and NGOs |
35. | Key Achievements:
Tag: Effectiveness Communication Knowledge management |
36. | Key Achievements: Tag: Effectiveness Communication Knowledge management Project and Programme management |
37. | Issues/Challenges: Tag: Challenges Monitoring and Evaluation |
38. | The end-of-project assessment of the GEF-5 BD-1 tracking tool contains a compilation of METT scores from the target wetland PA’s on the six provincial child projects. The average METT score among the 42 PA’s was 66.9, exceeding the end target of 64. The TE team observed some inconsistencies in the METT scores for the Altai project (PIMS 4596), and the final assessment of achievement of this indicator is predicated on the PMO making a quality review of all 42 METT scores. Tag: Effectiveness Global Environment Facility fund Monitoring and Evaluation |
39. | The end-of-project Capacity Development Scorecard assessments indicated overall scores of 77% for the NFGA and 80% for the MEE, exceeding and reaching the 75% and 80% end targets, respectively. An assessment was not made for the State Oceanic Administration (SOA) because this institution was moved under the NFGA as part of the 2018 governmental institutional restructurings. Tag: Effectiveness Global Environment Facility fund Capacity Building |
40. | By the end of 2017, the level of protection of wetland ecosystems reached 49.03%, exceeding the revised end target of 48%. The phrasing of this indicator remained unclear throughout the project; “coverage of natural wetlands in the national PA network”. In fact, the project has been measuring the percentage of total wetland ecosystems that are protected, i.e., within protected areas. The reference value of the total coverage of wetland ecosystems is 800 million mu (53.33 million ha), which is from the 2nd National Wetland Survey report (2013). 49.03% of the total coverage of wetland ecosystems is 26.15 million ha, representing an increase of 2.94 million ha from the baseline in 2013 of 43.51%. Tag: Ecosystem based adaption Ecosystem services Natural Resouce management Protected Areas Effectiveness |
41. | Regarding Indicator No. 5, the child projects utilized the Ecosystem Health Index (EHI) to assess ecosystem health of the target wetland PA’s, particularly nature reserves, and the project supported a technical assistance contract for development of a revised EHI that is less subjective in nature. Although the EHI assessments were useful activities for the local PA managers and provided valuable guidance for focusing resources, there was no evidence that the EHI has been adopted as a management tool, either among the child projects or across the broader wetland PA system. And, there is no evidence that the DWM or other enabling stakeholders are promoting the revised EHI as a management tool. Tag: Ecosystem based adaption Ecosystem services Environmental impact assessment Natural Resouce management |
42. | The National Wetland Conservation and Rehabilitation Systems Plan, approved by the SFA (NFGA) in November 2016 is a significant achievement, and each of the 31 provinces have since developed implementation plans accordingly. Another important governmental decision during the course of the project is the national standard on establishing wetlands as an official land use category (National Standard GB/T21010-2017) by the Ministry of Land Resources. This standard has far-reaching benefits, as wetlands will now be officially represented on land use plans and local governments will be better enabled to protect wetland ecosystems, e.g., through redlining. Tag: Ecosystem based adaption Natural Resouce management Protected Areas Rule of law Policy Advisory |
43. | As recorded in the GEF-5 BD-1 tracking tool end-of-project assessment, governmental financing for operation of wetland PA’s in 2017 was USD 130 million, or USD 2.5/ha, which is an increase from the baseline figure in 2012 of USD 35.17 million, or USD 0.71/ha. There is an inconsistency in Section III (Financial Sustainability Scorecard) of the tracking tool. The total coverage of wetland PA’s is indicated to be 52,033,656 ha in the tracking tool. The total area of wetland ecosystems in the country is 53.33 million ha, according to the 2nd national wetland survey, and 49.03% (26.15 million ha) of those were under protection by the end of 2017. The figure indicated in the tracking tool should be reassessed. Tag: Natural Resouce management Protected Areas Government Cost-sharing Resource mobilization |
44. | Project resources funded technical assistance for development of a methodology for valuation of wetland ecosystem services, and a draft standard has been reviewed by an expert group and then submitted to the standard department of the NFGA in November 2018. Approval of the standard is expected in June 2019. This is an important achievement; for example, this standard could potentially be used to determine compensations for development of wetland ecosystems. The end target of establishing new sustainable PA financing mechanisms was not achieved – and likely overly ambitious for a 5 or 6 year duration project. Tag: Environmental impact assessment Natural Resouce management Protected Areas Effectiveness Technical Support |
45. | Project resources contributed to the development of a wetland PA information management platform, prepared by experts from the Xinhua University. The specific added value of the project was to promote public access to wetland information, and certain sections of the system were developed to allow public access. Public access is pending approval from the data security authorities; there is particular scrutiny on maps being made available publicly. Approval is expected to be achieved before project closure in September 2019; there is a moderate chance that additional time will be needed before approval is granted. Tag: Civic Engagement Communication Innovation Data and Statistics |
46. | An end-of-project knowledge, practices and attitudes (KAP) survey was made in February 2019 by the same institution (China Agricultural University) that made the baseline KAP survey in 2012. The overall result of the end-of-project KAP survey was 84%, exceeding the end target of 82%. The respondents to the end-of-project survey are summarized below.
The surveyed stakeholders are consistent with those included in the baseline survey. It might have been advisable to include more people outside of Beijing, as the survey was meant to be a national level representation. Tag: Effectiveness Knowledge management |
47. | Project coordination was successfully achieved, through convening regular steering group meetings, organizing cross visits among the child projects, holding joint training activities, maintaining a project website and facilitating frequent joint communication activities. Tag: Effectiveness Communication Knowledge management Project and Programme management Coordination |
48. | 4.2.2 Relevance Relevance is rated as: Highly Satisfactory Tag: Natural Resouce management Protected Areas Relevance Global Environment Facility fund Policy Advisory National Institutions |
49. | The project was approved under the GEF-5 replenishment cycle and was closely aligned to the GEF-5 Biodiversity Strategy, specifically Objective 1, “Improve Sustainability of Protected Area Systems”, Outcome 1.1, “Improved management effectiveness of existing and new protected areas” and Outcome 1.2, “Increased revenue for protected area systems to meet total expenditures required for management.” Tag: Biodiversity Relevance Global Environment Facility fund |
50. | And, the project objective is consistent with the strategic directions outlined in the National Biodiversity Conservation Strategy and Action Plan (NBCSAP) and closely aligned with Outcome 1 of the 2011-2015 United Nations Development Assistance Framework (UNDAF) for China: “Government and other stakeholders ensure environmental sustainability, address climate change, and promote a green, low-carbon economy”. Tag: Climate Change Adaptation Green Economy Relevance Strategic Positioning UN Agencies |
51. | At project entry, the project objective was consistent with two outcomes of the 2011-2015 UNDP Country Programme Document for China: Outcome 4: “Low carbon and other environmentally sustainable strategies and technologies are adapted widely to meet China’s commitments and compliance with Multilateral Environmental Agreements”; and Outcome 5: “The vulnerability of poor communities and ecosystems to climate change is reduced”. The project remains relevant with respect to the priorities outlined in the 2016-2020 UNDP Country Programme Document, specifically Output 2.1, “China’s actions on climate change mitigation, biodiversity and chemicals across sectors are scaled up, funded and implemented”. Tag: Climate Change Adaptation Emission Reduction Biodiversity Ecosystem based adaption Environment Policy Relevance Country Government Poverty Alleviation |
52. | 4.2.3 Efficiency Efficiency is rated as: Moderately Satisfactory
As of 31 March 2019, total project expenditures incurred were USD 2,261,651, or 85% of the USD 2,654,771 GEF grant Tag: Efficiency Global Environment Facility fund Government Cost-sharing Operational Efficiency |
53. | Spending has been generally consistent across the project components, with respect to the indicative budget included in the Project Document. Actual expenditures for Component 2 have been USD 811,449 through 31 March 2019, compared to the USD 1,100,000 indicative budget. Considering the operational closure date of 24 September 2019, most of the balance of USD 393,120 is expected to be expended in Q2 and Q3 2019. Financial delivery was good during the first three full years of project implementation, at 97%, 98% and 87% in 2014, 2015 and 2016, respectively (see Figure 5). Delivery decreased in 2017 and 2018 to 55% and 51%, respectively. Tag: Efficiency Human and Financial resources Operational Efficiency |
54. | On 19 March 2018, the SFA sent a request to the UNDP for a one-year, no-cost time extension. Among the reasons justifying the requested time extension, 4 of the 7 child projects had closure dates later than the national project, which has the role of program coordination (lesson learned). The UNDP approved the extension on 6 June 2018. The extended closure date of the project is 24 September 2019. Moderate efficiency gains were also achieved as a result of the decreasing value of the Chinese yuan against the US dollar over the course of the project. At the project start date on 24 September 2013, the USD:CNY exchange rate was 6.13678 and by the time of the terminal evaluation, 30 April 2019, the exchange rate was 6.73123 (see Figure 6). Tag: Efficiency Operational Efficiency Project and Programme management |
55. | According the project asset report with the effective date of 31 December 2016, the cumulative purchase value of assets procured were USD 5,923.95 for assets acquired below a value of USD 1,500 and USD 7,151.62 for assets acquired above a value of USD 1,500. The purchased assets include desktop and laptop computers and digital cameras. Tag: Efficiency Human and Financial resources Monitoring and Evaluation Operational Efficiency |
56. | 4.3 Sustainability Overall: Likelihood that benefits will continue to be delivered after project closure: Likely Supporting Evidence:
Tag: Sustainability Sustainability |
57. | Financial Dimension: Likelihood that benefits will continue to be delivered after project closure: Likely With respect to the financial dimension of sustainability, the likelihood that generated benefits will continue to be delivered after project closure is rated as likely. The Government of China has steadily increased financing for wetlands conservation and rehabilitation. For instance, the annual budget in 2018 for the Department of Wetlands Management reached CNY 2 billion (approx. USD 300 million), which covers investments in national level wetland parks and eco-compensation programs such as conversion of farmland to wetlands. Moreover, the reported4 financing available for operation of wetland PA’s in 2017 was USD 130 million, or USD 2.5/ha, which is an increase from the baseline figure in 2012 of USD 35.17 million, or USD 0.71/ha. Tag: Sustainability Government Cost-sharing Civic Engagement Sustainability Civil Societies and NGOs |
58. | Socioeconomic Dimension: Likelihood that benefits will continue to be delivered after project closure: Likely The socioeconomic dimension of sustainability is rated as likely.
Tag: Natural Resouce management Protected Areas Tourism Sustainability Sustainability Education |
59. | Institutional Framework and Governance Dimension: Likelihood that benefits will continue to be delivered after project closure: Likely There are several factors that enhance the sustainability likelihood with respect to the institutional framework and governance influencing a rating of likely for this dimension. Tag: Natural Resouce management Protected Areas Sustainability Local Governance Rule of law National Institutions Regional Institutions |
60. | Wetlands management (weighted at 1.83%) was included among the green development indicator (GDI) system implemented in 2016. The performance of all local governments is assessed according to the GDI system and the inclusion of wetlands management is an effective way to promote ownership of wetland related issues. Tag: Sustainability Sustainability Capacity Building National Institutions |
61. | Environmental Dimension: Likelihood that benefits will continue to be delivered after project closure: Likely The environmental dimension of sustainability is rated as likely. Protection of wetland ecosystems has increased from 43.51% in 2013 to 49.03% by the end of 2017, representing an expansion of the national sub-system of wetland PA’s of 2.94 million ha. This increased coverage strengthens protection of globally significant biodiversity and national and regionally important ecosystem functions. Tag: Climate Change Adaptation Biodiversity Natural Resouce management Protected Areas Sustainability Global Environment Facility fund Civil Societies and NGOs |
62. | 4.4 Progress towards impact Tag: Biodiversity Natural Resouce management Protected Areas Impact Local Governance |
63. | Environmental Status Change: Tag: Mine Action Environmental impact assessment Natural Resouce management Protected Areas Wildlife Conservation Impact |
64. | Contributions to Changes in Policy/Legal/Regulatory Enabling Frameworks: Tag: Impact Rule of law Advocacy Policy Advisory |
65. | Arrangements to Facilitate Follow-up Actions: Tag: Impact Government Cost-sharing |
66. | Replication: Tag: Impact Sustainability Rule of law Knowledge management Sustainability National Institutions Regional Institutions |
67. | 5 Assessment of Monitoring & Evaluation Systems Monitoring and Evaluation design at entry is rated as: Satisfactory The M&E plan was developed using the standard UNDP template for GEF-financed projects. Tag: Global Environment Facility fund Human and Financial resources Monitoring and Evaluation |
68. | 5.2 M&E implementation Implementation of Monitoring and Evaluation Plan is rated as: Satisfactory Implementation of the M&E plan improved through the implementation phase. Following the midterm review, the PMO hired a part-time M&E Officer and new quality control procedures were developed and applied for review of project deliverables, including consultancy reports, knowledge products and tracking tools. The Financial Scorecard (Part II of the GEF-5 Financial Sustainability Scorecard) was commendably filled out. Other parts of this scorecard contained inconsistences, e.g., the coverage of the national wetland PA system. And, METT assessments on the Altai child project (PIMS 4596) were found to contain several erroneous and inconsistent entries. The project should have implemented more effective program level quality control on tracking tools and other M&E tools. Tag: Human and Financial resources Monitoring and Evaluation Project and Programme management |
69. | Tracking Tools: Tag: Environmental impact assessment Challenges Innovation Monitoring and Evaluation Technology |
70. | Midterm review: Tag: Monitoring and Evaluation |
71. | 6 Assessment of Implementation and Execution 6.1 Quality of implementation Quality of Implementation (UNDP) is rated as: Satisfactory The quality of implementation by UNDP as the GEF agency on this project is rated as satisfactory. UNDP has provided support throughout the project life cycle, from conceptualization to project development and throughout implementation. The UNDP Country Office (CO) provided strategic guidance to the project, and the Environment and Energy Program Manager participated in each of the project steering committee meetings. The UNDP CO also provided extensive implementation support to the implementing partner; including procurement, contracting and financial administration. There could have been broader involvement of the UNDP CO, e.g., with respect to gender mainstreaming, consistent with the institutional strength of UNDP in human development issues. There was also room for improvement with respect to program level reporting and program quality control and backstopping regarding the application of GEF tracking tools and other M&E tools, including the UNDP Capacity Development Scorecard.
Tag: Effectiveness Implementation Modality Project and Programme management UNDP Management UNDP management |
72. | 6.2 Quality of execution Quality of Execution (NFGA) is rated as: Satisfactory The quality of execution by the NFGA is rated as satisfactory. The key positions of National Project Director, Deputy Project Director, Project Manager, Deputy Project Manager and Chief Technical Advisor remained consistent throughout the duration of the implementation. Such consistency adds to the coherency of the project execution. Following the midterm review, a Project Assistant and part-time M&E Officer were recruited, further strengthening the quality of project execution. There were concerns raised at the midterm review of the Project Manager being part-time on the project and also sharing his time with management of the Daxing’anling child project (PIMS 4824). Full-sized GEF projects should have full-time project managers, in the opinion of the TE team (Lesson learned). Tag: Effectiveness Implementation Modality Project and Programme management |
73. | 7.2 Materialization of cofinancing Tag: Challenges Government Cost-sharing Country Government UNDP Management UNDP management |
74. | 7.3 Environmental and social safeguards Tag: Challenges Project and Programme management Risk Management |
75. | 7.4 Gender concerns Tag: Gender Equality Gender Mainstreaming Gender Parity Women's Empowerment Monitoring and Evaluation Results-Based Management |
76. | 7.5 Indigenous peoples (ethnic minorities) Tag: Natural Resouce management Protected Areas Challenges Programme/Project Design Indigenous people |
77. | 7.7 Stakeholder engagement Tag: Effectiveness Partnership Coordination Civil Societies and NGOs Indigenous people National Institutions Private Sector Regional Institutions |
78. | The achievability of the end-of-project target for Indicator No. 2, i.e., 20% of the country’s wetland PAs adopting the METT as a regular monitoring tool, is questionable and unrealistic for this project. Facilitating a decision by the SFA to adopt the METT as a tool would have been a more meaningful target, considering the project is running only for 5 years, and in practice this would facilitate uptake of the METT across up to 100% of wetland PAs. Tag: Monitoring and Evaluation Results-Based Management |
79. | The project has had limited activities aimed at strengthening the capacity of other line agencies, including the Ministry of Environmental Protection (MEP) and the State Oceanic Administration (SOA), with respect to conservation and management of wetlands. Assigning an objective level indicator that aims to increase the capacities of these other, major agencies seems less relevant and possibly also unachievable. Tag: Natural Resouce management Capacity Building National Institutions |
80. | Achieving new sustainable financing mechanisms, within the budgetary and time constraints of the project, as recorded in Indicator No. 2.2 is also unlikely. Realizing new financing mechanisms requires extensive and time-consuming governmental consultation, and beyond the scope of this project. Tag: Sustainability Resource mobilization |
81. | Application of a Knowledge, Attitudes, and Practices (KAP) survey is a quantitative, objective way to measure public awareness. It would have been advisable to disaggregate this indicator by gender. Tag: Civic Engagement Knowledge management Awareness raising Data and Statistics |
82. | Indicator No. 3.3 is firstly not particularly measurable, for all aspects of the end-of-project target. For instance, “lessons documented and shared widely” is fairly open to interpretation. Establishment of a Wetland PA Coordination Forum does not seem relevant, considering that the national Ramsar Coordination Committee partly fulfils this role, and there does not seem to be any interest or progress in establishing a separate forum. Tag: Challenges Monitoring and Evaluation Results-Based Management |
83. | The in-house specialists within the Energy and Environment team at the UNDP Country Office supported the project during the preparation and implementation phase, and senior management in the CO provided strategic guidance. The UNDP Regional Technical Advisor provided high level advisory services, e.g., through sharing best practices and lessons learned from the large portfolio of GEF biodiversity projects supported by UNDP. Tag: Biodiversity Energy Natural Resouce management Global Climate Fund Human and Financial resources |
84. | • The project supported 2 training Ramsar Convention training events, one in October 2016 and the other in October 2017. Topics included demonstration of the METT and presentation of methodologies for valuation of wetland ecosystem services. Tag: Natural Resouce management Capacity Building |
85. |
Tag: Education Capacity Building |
86. | • A compilation of protected area staff qualification criteria was prepared through a technical assistance agreement with the National Highland Wetland Research Center at the Southwest Forestry University. The recommended criteria have not yet been approved or piloted. Tag: Natural Resouce management Results-Based Management Technical Support |
87. | • Other guidelines were developed under this output, including: Guideline on conducting fishing, aquaculture farming in wetland PAs and surrounding areas; and Guideline on pollution control for lakes, rivers, pools and ponds in China. Tag: Aquaculture Natural Resouce management Water resources |
88. | There are a few factors that diminish the prospects of sustainability, including continued development pressure in many parts of China. The decision in 2017 to include wetlands as an official land use category has wide-reaching benefits in facilitating protection of wetland ecosystems, e.g., through the redlining process. Tag: Sustainability Local Governance Sustainability Civil Societies and NGOs |
89. | There are existing coordination mechanisms that enhance governance of wetland Pas; these include the National Ramsar Coordination Committee and the National Biodiversity Coordination Committee. Tag: Biodiversity Sustainability Rule of law Coordination |
90. | The UNDP Country Office (CO) provided strategic guidance to the project, and the Environment and Energy Program Manager participated in each of the project steering committee meetings. The UNDP CO also provided extensive implementation support to the implementing partner; including procurement, contracting and financial administration. There could have been broader involvement of the UNDP CO, e.g., with respect to gender mainstreaming, consistent with the institutional strength of UNDP in human development issues. There was also room for improvement with respect to program level reporting and program quality control and backstopping regarding the application of GEF tracking tools and other M&E tools, including the UNDP Capacity Development Scorecard. Tag: Monitoring and Evaluation Procurement Programme Synergy Project and Programme management Quality Assurance UNDP Management UNDP management |
91. | Grant cofinancing from UNDP did not materialized as planned, as allocation of core resources5 across the UNDP have been significantly decreased. The UNDP CO has reported in-kind cofinancing as part of the UNDP-CICETE6-Coca Cola Partnership on Water Governance. The TE team concurs that the scope of this program is consistent with the project and MSL program objectives. Tag: Global Environment Facility fund UNDP Management UNDP management Coordination |
92. | Following the midterm review, a Project Assistant and part-time M&E Officer were recruited, further strengthening the quality of project execution. There were concerns raised at the midterm review of the Project Manager being part-time on the project and also sharing his time with management of the Daxing’anling child project (PIMS 4824). Full-sized GEF projects should have full-time project managers, in the opinion of the TE team (Lesson learned). Tag: Human and Financial resources Monitoring and Evaluation Project and Programme management |
93. | The project/program steering committee was effective at providing strategic guidance to both the project and the MSL program. Rotating the steering committee meetings among the provinces where the child projects were implemented, organizing cross visits and regular group teleconferences were good practices in facilitating program management. There were shortcomings with respect to the lack of program level annual reporting and insufficient quality control on the application and consistency of GEF tracking tools and other M&E tools across the child projects (Lesson learned). Tag: Challenges Monitoring and Evaluation Project and Programme management |
Recommendations | |
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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 the GEF-5 BD-1 tracking tools, including the Financial Sustainability Scorecard and summary of METT scores. The inconsistencies in the Financial Sustainability Scorecard should be resolved, and the METT scores for the 42 wetland nature reserves should be quality reviewed and the reporting updated. |
3 | Prepare and disseminated a knowledge product summarizing the results of overseas learning exchanges. The international best practices and approaches shared during the overseas learning exchanges have not been documented. A knowledge product should be prepared and disseminated among national and provincial PA agencies and shared with project development and implementation teams of other GEF-financed projects and programs in China. |
4 | Apply the METT (or similar tool) to wetland parks. Wetland parks make up a large proportion of the newly established wetland PA’s; however, METT assessments were not carried out for these types of PA’s under the project. |
5 | Finalize a standard procedure for assessing wetlands coverage. Building upon the pilot demonstration of dynamic monitoring implemented on the project, it is important to finalize a standard procedure for assessing wetlands coverage in each province. |
6 | Carry out a national level assessment of the wetland PA sub-system and develop an expansion strategy. Much of the expansion of the wetland PA sub-system has been through establishment of wetland parks, and it is uncertain how these parks are contributing towards objectives associated with biodiversity conservation and protection of ecological functions and services. The national level assessment should be used in the development of a national wetland PA sub-system expansion strategy. |
Key Action Update History
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.
Management Response: [Added: 2019/07/25] [Last Updated: 2020/12/19]
Agreed. A sustainability strategy and action plan will be developed soon together with CTA to ensure the project to achieve not only a wrapping-up of all projected outcomes and outputs of the national project but a thoroughgoing assessment and summarization of the overall CBPF-MSL programmatic approach thus enhancing impacts and the visibility of results of the CBPF-MSL programmatic approach as a whole as outlined in the project document, and guarantee the sustainability from mainstreaming, environmental, social, institutional and financial aspects after closure of GEF CBPF-MSL programme.
Key Actions:
Key Action | Responsible | DueDate | Status | Comments | Documents |
---|---|---|---|---|---|
1.1 Discussion with CTA on the sustainability strategy and action plan
[Added: 2019/10/06] |
PMO,CTA | 2019/08 | Completed | Through the discussion, the key points need to be included in the strategy and action plan has been clarified History | |
1.2 Develop a sustainability strategy and action plan wrapping-up of all projected outcomes and outputs of the national project and summarization of the overall CBPF-MSL programmatic approach thus enhancing impacts and the visibility of results
[Added: 2019/10/06] [Last Updated: 2020/06/01] |
PMO | 2020/03 | Completed | The strategy and action plan is under developing and this will be a part of the closure report submitted to Ministry of Finance for decision making reference. CO colleagues have reached out to PMO colleagues, with no response yet. This key action is postponed to Mar 2020. Recorded on Dec 23 2019. As confirmed by PMO, this action has been well completed. History |
Reassess the GEF-5 BD-1 tracking tools, including the Financial Sustainability Scorecard and summary of METT scores. The inconsistencies in the Financial Sustainability Scorecard should be resolved, and the METT scores for the 42 wetland nature reserves should be quality reviewed and the reporting updated.
Management Response: [Added: 2019/07/25] [Last Updated: 2020/12/19]
Agreed. PMO will work together with the METT consultant and colleagues from provincial projects to quality review the METT including the Financial Sustainability Scorecard and score summary and the METT scores for the involved 38 PAs (excluding 4 PAs in Jiangxi Province, as FAO-GEF Jiangxi Project is still in the implementation phase) will be updated and the inconsistencies in the Financial Sustainability Scorecard also will be solved.
Key Actions:
Key Action | Responsible | DueDate | Status | Comments | Documents |
---|---|---|---|---|---|
2.1 ask for the updated data of METT from provincial projects and provided to the METT consultant
[Added: 2019/10/06] |
PMO | 2019/08 | Completed | PMO has collected the updated data of METT from provincial projects History | |
2.2 contact with the METT consultant to review and update the METT report
[Added: 2019/10/06] |
PMO | 2019/09 | Completed | The METT data has been quality reviewed and the report has been updated History | |
2.3 make proposal to the flyway project under PPG phase
[Added: 2019/10/06] |
PMO | 2019/08 | Completed | To remind the flyway project under PPG phase to do a better job on METT baseline History |
Prepare and disseminated a knowledge product summarizing the results of overseas learning exchanges. The international best practices and approaches shared during the overseas learning exchanges have not been documented. A knowledge product should be prepared and disseminated among national and provincial PA agencies and shared with project development and implementation teams of other GEF-financed projects and programs in China.
Management Response: [Added: 2019/07/25] [Last Updated: 2020/12/19]
Agreed. All the international best practices and approaches shared during the overseas learning exchanges have been documented in one report, but these best practices have not been fully refined and shared with provincial projects. Before our project closure, PMO will work together with CTA and service providers to refine those best practices and approaches to prepare a knowledge product and disseminate among the involved stakeholders of overall CBPF-MSL Programme and other GEF-financed projects and programs in China as well.
Key Actions:
Key Action | Responsible | DueDate | Status | Comments | Documents |
---|---|---|---|---|---|
3.1 refined the international best practices collected through the overseas learning exchanges
[Added: 2019/10/06] |
PMO | 2019/08 | Completed | PMO has worked together with the service providers guided by Prof.Yu Xiubo to refine the best practices History | |
3.2 shared the best practices with provincial projects and extend to other PAs through trainings
[Added: 2019/10/06] [Last Updated: 2020/06/01] |
DWM/NFGA,PMO | 2020/03 | Completed | CO colleagues have reached out to PMO colleagues, with no response yet. This key action is postponed to Mar 2020. Recorded on Dec 23 2019. As confirmed by PMO, this action has been well completed. History |
Apply the METT (or similar tool) to wetland parks. Wetland parks make up a large proportion of the newly established wetland PA’s; however, METT assessments were not carried out for these types of PA’s under the project.
Management Response: [Added: 2019/07/25] [Last Updated: 2020/12/19]
Agreed. The TE report have been submitted to Department of Wetland Management(DWM) of NFGA timely after receipt, Mr. Bao Daming, Deputy Director General said DWM will make full use of the valuable experiences and best practices gained from the implementation of the project over five years and combine with the current situation of wetland PAs, Including the nature reserves and wetland parks, the part of METT adapt to be used for wetland PAs in China will be refined and Integrated into the M&E tool to extend nationwide through the trainings and workshops. Furthermore, the Ramsar-METT which was facilitated by Ramsar Convention Secretariat will be applied to all Ramsar Sites in China.
Key Actions:
Key Action | Responsible | DueDate | Status | Comments | Documents |
---|---|---|---|---|---|
4.1 submitted the TE report to DWM/NFGA
[Added: 2019/10/06] |
PMO | 2019/06 | Completed | The TE report have been submitted to DWM/NFGA timely after receipt of final draft version History | |
4.2 the part of METT adapt used for wetland PAs in China will be refined and Integrated into the M&E tool to extend nationwide through the trainings and workshops
[Added: 2019/10/06] [Last Updated: 2021/12/22] |
DWM/NFGA, PMO | 2021/12 | Completed | The key action is well completed as confirmed by relevant programme colleagues. History | |
4.3 the Ramsar-METT which was facilitated by Ramsar Convention Secretariat will be applied to all Ramsar Sites in China
[Added: 2019/10/06] [Last Updated: 2021/12/22] |
DWM/NFGA | 2021/12 | Completed | The key action is well completed as confirmed by relevant programme colleagues. History |
Finalize a standard procedure for assessing wetlands coverage. Building upon the pilot demonstration of dynamic monitoring implemented on the project, it is important to finalize a standard procedure for assessing wetlands coverage in each province.
Management Response: [Added: 2019/07/25] [Last Updated: 2020/12/19]
Agreed. The successful pilot demonstration of dynamic monitoring implemented on the project have been extended to other provinces by DWM, and also has been used for the third national land survey organized by Ministry of Natural Resources (“wetland” type in updated land use category), this is very important reference for DWM to use to make a standard procedure for assessing wetlands coverage.
Key Actions:
Key Action | Responsible | DueDate | Status | Comments | Documents |
---|---|---|---|---|---|
5.1 extend the successful pilot demonstration of dynamic monitoring implemented on the project to other provinces
[Added: 2019/10/06] [Last Updated: 2021/12/22] |
DWM/NFGA | 2021/12 | Completed | The key action is well completed as confirmed by relevant programme colleagues. History | |
5.2 use the successful pilot demonstration of dynamic monitoring implemented on the project for the third national land survey organized by Ministry of Natural Resources (“wetland” type in updated land use category)
[Added: 2019/10/06] [Last Updated: 2021/12/22] |
DWM/NFGA | 2021/12 | Completed | The key action is well completed as confirmed by relevant programme colleagues. History | |
5.3 finalize a standard procedure for assessing wetlands coverage
[Added: 2019/10/06] [Last Updated: 2021/12/22] |
DWM/NFGA | 2021/12 | Completed | The key action is well completed as confirmed by relevant programme colleagues. History |
Carry out a national level assessment of the wetland PA sub-system and develop an expansion strategy. Much of the expansion of the wetland PA sub-system has been through establishment of wetland parks, and it is uncertain how these parks are contributing towards objectives associated with biodiversity conservation and protection of ecological functions and services. The national level assessment should be used in the development of a national wetland PA sub-system expansion strategy.
Management Response: [Added: 2019/10/06] [Last Updated: 2020/12/19]
Agreed.
The National Forestry and Grassland Administration formally established in 2018 during the national institutional reform and the main responsibility is earnestly intensify the protection of the ecosystem, carry out important ecosystem protection and restoration projects, strengthen the overall coordination of the supervision and management of forest, grassland and wetlands, vigorously promote land greening and safeguard the national ecological security. The establishment of a protected area system with a focus on national parks will be accelerated. All kinds of protected areas will be conscientiously sorted out, standardized and integrated in a united way, and a consistent, standardized and efficient national park system will be set up with Chinese characteristics.
And responsible for the supervision and management of all kinds of protected areas. To draw up plans and related national standards for different protected areas. To be in charge of the establishment, plan and construction and concession of national parks. To be responsible for the asset management of the natural resource of protected areas such as national parks where the central government directly exercises their ownership, and for the national land use. To put forth review and proposal and submit for approval according to stipulated procedure for new establishment or adjustment of national-level protected areas. To organize and appraise the applications for the World Natural Heritage, and appraise, jointly with other organizations concerned, the applications for both the World Natural Heritage and World Cultural Heritage. To be responsible for the related work of biodiversity conservation.
Currently, China has about 11,800 PAs of various types, accounting for 18% of the country's land area. In the coming years, NFGA will focus on analyzing conservation gaps and integrating various protected areas to develop an expansion strategy and the ecological functions and services of different types PAs will be assessed, including wetland PA sub-system. The national level assessment will also contribute to the development of a national wetland PA sub-system expansion strategy.
Key Actions:
Key Action | Responsible | DueDate | Status | Comments | Documents |
---|---|---|---|---|---|
6.1 submitted the TE report to DWM/NFGA
[Added: 2019/10/06] |
PMO | 2019/06 | Completed | The TE report have been submitted to DWM/NFGA timely after receipt of final draft version History | |
6.2 Carry out a national level assessment of the wetland PA sub-system and develop an expansion strategy.
[Added: 2019/10/06] [Last Updated: 2021/12/22] |
NFGA | 2024/12 | Completed | The key action is well completed as confirmed by relevant programme colleagues. History |