Finalize the Environmental and Social Risk Assessment (ESIA), Environmental and Social Management Plan (ESMP) and Grievance Redress Mechanism (GRM) as a matter of urgency, while ensuring that SES requirements for disclosure are adhered to.

When the ESMP is finalized, review all project outputs and activities (including those completed, underway and future) against the ESMP to ensure risks are appropriately managed, make any necessary changes to the design of activities and identify any required remedial actions, and have the findings endorsed by the PSC and RTA

Provide enhanced technical oversight and support, including targeted capacity building, to CO and other stakeholders for the complex processes involved in managing high-risk safeguards projects

Review the processes followed in environmental and social risk management in this project since CEO endorsement, identify lessons learned and opportunities to improve safeguards outcomes in future projects

Coordinate implementation of the recommendations on environmental and social risk management at a C-PAR programmatic level to maximize identification of systemic issues, opportunities for improvement and lessons learned

Prepare a revised results framework for approval by the PSC and RTA with all baselines and targets reviewed and confirmed and with clarity around how each will be measured and reported.

Establish end-of-project targets for the KAP survey under Indicator 12d and have these approved by the PSC and RTA

Revise the wording of the EOP target for Indicator 3 to be more specific and measurable and to be within the control of the project to achieve

Revise the EOP target for Indicator 2 to shift the primary focus to the total area of expansion, without being specific about the contributions of the pilot NPs, and support this proposed change with an analysis of the biodiversity conservation benefits (including KBA coverage) that have been delivered by the establishment of the large areas of TRS and GP NPs.

Reorient the strategy for Xianju to pursue its declaration as a protected area in a category other than a NP, to achieve enhanced biodiversity protection and

further contribute to PA system reforms

Prepare an end-of-project CPAR program report (at terminal evaluation) that assesses 1. Progress against program indicators and 2. Progress towards outcomes and achievements beyond individual child projects

Improve regular interaction between those involved in related project work at national and local levels to provide better strategic guidance, share knowledge and facilitate input to each other’s work

Use the expertise and enthusiasm of the PSC by continuing to hold more than one PSC meeting per year and involving them in strategic discussions about the complex matters that the project is addressing

Drive a new focus on achieving targets for female participation and on optimising gender mainstreaming outcomes, by 1. developing annual gender action plans and 2. updating the gender action plan that was developed during project preparation (Annex I of the project document) after the completion of the ESIA, in line with the SESP risk mitigation measure described in the project document

Develop a corridor policy and guideline that can be used by projects for ecological-based planning, establishment and management of corridors.

Undertake trial implementation of the climate-responsive PA planning and monitoring guideline at the three NP pilots, to inform biodiversity management in the pilots and to validate and strengthen the national guideline and improve the quality of the scientific assessments.

Develop a sustainability plan during the final year of the project to identify how the project’s results can be continued beyond the GEF funding and upscaled where possible.