Ana səhifə

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


Yüklə 1.47 Mb.
səhifə9/33
tarix24.06.2016
ölçüsü1.47 Mb.
1   ...   5   6   7   8   9   10   11   12   ...   33

Options for Sub-contracts

This section outlines the options the MTR considered for the sub-contracts.




      1. Subcontract 1


The likely results and effectiveness of sub-contract 1, if it is unchanged, are discussed in Chapter 3. As sub-contract 1 is not producing maps useful to the project, and is unlikely to given its design, we recommend that the sub-contract be changed. The two options for consideration follow.
Option 1: To keep the continuation of the project, the present subcontractor Changchun Institute of Geography (CIG) will continue this subcontract in the condition that they work closely with SFA’s GIS division and CPMU to provide technical supports and guidance to the biodiversity supplement survey at PPMU and NR level. Most of the efforts and funds should be diverted to the NR level. The work of supplement survey and biodiversity overlay should be jointly conducted by the nature reserve and local research institutes and universities under the guidance of CIG, SFA’s GIS division and a specialist team, with the emphases on the capacity building of the nature reserve staff and the sustainable monitoring system. CPMU and PPMU should organize, coordinate and monitor this biodiversity overlay building process.
Option 2: Terminate sub-contract 1 on completion of ongoing land-cover overlays, and design biodiversity overlay process and use the funds to complete this work in SFA’s own GIS division using the monitoring program to generate data (eg see reprogramming proposed for DongTing Lake). The work of supplement survey and biodiversity overlay should be jointly conducted by the nature reserve and local research institutes and universities under the guidance of SFA’s GIS division and a specialist team, with the emphases on the capacity building of the nature reserve staff and the sustainable monitoring system. CPMU and PPMU should organize, coordinate and monitor this biodiversity overlay building process.


      1. Subcontract 2

As described in Chapter 3, providing public awareness through a sub-contract that is isolated from the rest of the project is inappropriate. To be effective, public awareness activities should be closely related to the other project activities, especially capacity building. Thus we recommend that this sub-contract be terminated and the sub-contracts funds become part of the pool used for reprogramming. Chapter 6 outlines the reprogramming we recommend.


Although the sub-contract would be gone, this should not mean that awareness raising activities are dropped. Rather awareness raising should be integral to all of the seven proposed reprogramming components Awareness raising is needed and it is needed at all levels, not just of the “public”. The project should provide awareness raising for all levels from farmers/fishermen to county authorities, to provincial and national authorities. Support from decision-makers is essential for conservation of wetlands. For this reason the main target of awareness raising should be country, provincial and national authorities.


      1. Sub-contract 3


The likely outcome of this sub-contract is also described in Chapter 3. This sub-contract should be continued, but needs to be fine-tuned to make it more effective. Specifically, the remaining work should focus on developing practical solutions that can be implemented. This means the solutions proposed must be much cheaper and also should consider other development and water restoration plans (such as expansion of Honghe NNR boundaries. It is essential that the solution proposed continues to be appropriate once these wider developments occur – otherwise valuable counterpart funds could be wasted.


      1. Subcontract 4

What to do about this sub-contract was a question the MTR team struggled with and did come to agreement about by the end of the mission. This is because the issues related to this sub-contract are complex and information about local socio-economic conditions was limited (see Chapter 3 for discussion about the quality of socio-economic surveys).


The National and International Team leaders are of the opinion that this sub-contract should remain a sub-contract and also that it should continue to be done by WWF. WWF could play a very important role in this project – making links with stakeholders that need to be involved in the project but which SFA has difficulty working with as they are outside of SFA’s mandate. Such stakeholder could include, for example, other departments involved in economic develop of wetlands, local officials for agencies outside of NRs, local community officials, etc. Having an NGO who can work with multiple agencies would allow the project to work across sectors more effectively than using the WMA model. Another effective role for WWF would be to facilitate local/grass-roots community work. Finally WWF could provide effective support for any environmental initiatives undertaken by the project (eg proposed demo for Yancheng – see Chapter 6 for details).
We see two possible models for continuing sub-contract 4. Option 1 would involve assigning WWF responsibility for some or all of 1-3 components of the program. The proposed programs that would most fit WWF’s strengths are the Ruoergai demonstration, the Yancheng demonstration and the basic capacity training component (program #1). The actual package of work assigned to WWF would depend on the scope of work involved in each program and the available budget. Option 2 would involve integrating WWF more directly into the overall program – by for example making the NGO a resource that has some assigned responsibilities (eg Ruoergai demo) and also becomes a general resource that is drawn on and used for all the programs.
This section is not final as it is waiting for input from the socio-economic specialist.
1   ...   5   6   7   8   9   10   11   12   ...   33


Verilənlər bazası müəlliflik hüququ ilə müdafiə olunur ©atelim.com 2016
rəhbərliyinə müraciət