Appendix A4 Mid-term Evaluation Report (February 2003) Introduction

Appendix A4 Mid-term Evaluation Report (February 2003) 1

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1.Introduction 1

Methodology 2

The scope of the MTR was broad; it investigated both evaluation issues (results and performance) and redesign issues. This was an enormous scope of work to accomplish within the budget and time given, consequently the team leader proposed that the MTR use a strategic, team consensus and rapid appraisal approach to do the work. This approach was approved by UNDP, and it was agreed that the detailed TORs and report contents prepared by UNDP (see Appendix A) would not be followed by the MTR. Instead the MTR would focus on the three questions listed above, would only provide information significant for these three questions and only to the level of detail needed for TPR decision-making (i.e. not detailed). The emphasis would be on logic and clarity of analysis rather than detail. Finally, team member inputs would be coordinated and consensus approaches would be used to develop the findings and recommendations. 2

The rapid appraisal and team approach used by the MTR involved: 2

MTR Report 3

Acknowledgement 3

2.Context 3

2.1Project Background and Context 4

2.1.1The Wetlands Project 4

2.1.2China 5

2.1.2GEF 7

2.1.3UNDP 8

2.1.4AusAID 9

2.1.5UNOPS 9

2.2Changes since the Project Began 10

2.2.1China 10

(c)Government reform – The GOC is pursuing an ambitious program of government reform, which includes streamlining and reducing the size of government. As a result, the administrative staff of SFA has shrunk since the project began. The government also introduced a related policy in 1998 to govern the management of donor projects. This policy, which applies to the CPMU, requires project offices to be managed by separate business units, like AFIP, outside the normal administrative workings of the bureaucracy. 11

2.2.2Project 11

2.2.3Donors 13

3.Project Results and Impacts 14

In the past two years, considerable investment has been directed to the Wetlands Project. The question is this: what has been accomplished through this expenditure? The answer: despite many inputs and a high level of activity, there has been limited progress made in terms of achieving the project’s objectives. Experts have done numerous studies (61 reports); personnel have undergone training; equipment has been delivered to project areas. However, without a major redesign, these inputs are unlikely to lead to the conservation of globally significant wetland biodiversity in China. 14

Progress in relation to the project’s objectives is presented in section 3.2. Details on the results of specific activities and outputs of the project are given in sections 3.3 and other results are presented in Section 3.4. 14

3.1Status 14

3.2Achievement of Objectives 15

3.2.1Outputs and Intermediate Objectives 15

3.2.2Overall Objective 21

3.3Quality and Utility of Specific Products 22

3.3.1Biodiversity Assessments 22

3.3.2Socio-economic Surveys 23

3.3.3Training 24

3.3.4Equipment 28

3.3.5Protected Area (PA) Management Plans 29

3.3.6Subcontract 1: Basemaps and Biodiversity Overlays 30

3.3.7Subcontract 3: Restoration of Honghe Hydrology 31

4.Design and Management Issues 32

4.1Design Improvements Needed 32

Table 4.1: Design Improvements Needed 34

4.2Management/Implementation Improvements Needed 36

Table 4.2: Implementation Improvements Needed 38

5. Options for Optimizing Remaining Project Resources 40

5.1Remaining resources 40

GEF and Third Party Financing 40

Government Co-financing 41

5.2Options for Sub-contracts 42

5.2.1Subcontract 1 42

5.2.2Subcontract 2 43

5.2.3Sub-contract 3 43

5.2.4Subcontract 4 43

6.Recommendations 44

6.1General Recommendation 44

Should the project continue? 44

Precondition for Redesign – Partners must change their commitment and mindset towards the project 45

6.2Programming Recommendations 46

Reprogramming Concept 46

6.3Management Recommendations 51

6.3.1Essential Management Changes 51

6.3.2Management of the Programs 55

6.4Other Considerations 56

6.4.1.Should the project be extended? 56

6.4.2.CTA Position 57

6.5Next Steps 57

APPENDIX B: Itinerary and Activities 75

APPENDIX C 81

INTERNATIONAL EXPERTS’ FEEDBACK ABOUT THE GEF/UNDP PROJECT ON CHINA WETLANDS (CPR/98/G32) 81

Contracting and Terms of Reference 81

Results of your Work 82

Questions about the overall Project 83

General Comments and Suggestions 83

APPENDIX C 83

International Experts Feedback about the GEF/UNDP China Wetlands Biodiversity and Sustainable Use Project 83

A. Project Management 84

B. Supporting Consultants and Resources 85

C. Project Staff Interest 85

Benefits and outcomes of the Expert’s Work 87

Appendix A5 Report of Tripartite Review (March 2003) 89

Title 94

Tripartite Review Meeting 96

Appendix A6 Concept for Project Redesign (March 2003) 97

1. Introduction 104

2. Lessons learned and responses proposed 104

2.1 Scope 104

2.2 Approaches 105

2.3 Management 106

3. Assessment of Threats and constraints 107

3.1 The Wetland Sites 107

3.1.1 Dongting 108

3.1.2 Ruoergai Marshes 108

3.1.3 Sanjiang 109

3.1.4 Yancheng 109

3.2 The Nature Reserves 109

3.3 Underlying causes 110

4. Responses to the problems, and Strategies for implementation 111

5. Outline for redesigned project 112

The rationale of this design is that lessons learned under Immediate Objective 1, which includes demonstrations of different aspects of wetland resource mangement, are passed up to provincial and national level to feed into policy review and development. 114

5.1 The outputs 114

5.1.1 Output 1.1 Strengthened protected area facilities and management for eleven nature reserves at four wetland sites 114

5.1.2 Output 1.2 A basic biodiversity monitoring programme for the whole of the Dongting Lake designed and operational 116

5.1.3 Output 1.3 Raised capacity of local government and nature reserve officials in understanding the Ruoergai ecosystem and application of sound ecological principles in their decision making, , and good interagency coordination in economic development of the region 117

5.1.4 Output 1.4 Ruoergai herders cognizant of ecological principles and using their experience together with newly acquired knowledge and skills to contribute to decisions on grazing management systems, infrastructure and economic development 119

5.1.5 Output 1.5 Sound ecological and hydrological principles in use by local officials, planners and developers, including project managers, on the Sanjiang plains in land-use planning and water management 120

5.1.6 Output 1.6 Strengthened public information on biodiversity conservation, and improved environmental education programmes in the Yancheng coastal marshes area 121

5.1.7 Output 2.1 Strengthened processes and capacities for coordination of development and other activities affecting wetland biodiversity and nature reserves 122

5.1.8 Output 2.2 Proposals for changes in policy and legislation with respect to wetland biodiversity conservation and nature reserves submitted to the Chinese government 123

5.2 Duration of the project 125

5.3 Management Arrangements 125

5.3.1 Roles and Responsibilities of each partner in Management 125

5.3.2 Staff of Central Project Management Unit (CPMU) 128

5.2.3 Decentralized management 130

5.2.4 Sub-contracts 131

5.2.5 Monitoring and evaluation 132

6. Indicative budget 133

7. Next steps 134

7.1 Tripartite Review Meeting 134

7.2 Planning workshops 134

Appendix B1 Threats, planned responses and project outcomes 138

Appendix B2 Descriptions of project sites 153

Appendix B3 Project Logical Framework 158

Appendix B4 Institutional Responsibilities 171

Appendix B5 Tasks for project staff, consultants, subcontractors, civil society organizations, and the technical advisory group 174

Appendix B6 Partners in implementation 190

Appendix B7 Sustainability of project results 195

Appendix B8 Assumptions and risk analysis 197

Appendix B9 Standard GEF Monitoring and Evaluation Plan 201

Appendix B9: Standard M&E Plan and Budget for FSP and MSP 201