ࡱ> 24#$%&'()*+,-./01i[ 7bjbj 2> ΐΐQ+# ( DL6 9(::4:A< 9GdJ9;;;;;;,;O<"A<OO;:4:P|T|T|TO>R:4:9|TO9|T|Tf"4: ,Rp%f0eR0(QL7M|TM_NuQLQLQL;;TvQLQLQLOOOOQLQLQLQLQLQLQLQLQL  :  Mountain Areas Conservancy Project Pakistan Mid-Term Evaluation Report Peter Hunnam Gernot Brodnig Huma Khawar Malik Muhammad Khan November 2003 Mountain Areas Conservancy Project UNDP Project Number: PAK/98/G31 GEF Project Number: 947 Mid Term Evaluation Report Contents TOC \o "1-2" \h \z   HYPERLINK \l "_Toc58595961" Abbreviations  PAGEREF _Toc58595961 \h ii  HYPERLINK \l "_Toc58595962" Executive Summary  PAGEREF _Toc58595962 \h 1  HYPERLINK \l "_Toc58595963" Mid-Term Evaluation Mission  PAGEREF _Toc58595963 \h 10  HYPERLINK \l "_Toc58595964" Evaluation Project Concept, Strategy and Design  PAGEREF _Toc58595964 \h 12  HYPERLINK \l "_Toc58595965" Evaluation Project Execution and Implementation Arrangements  PAGEREF _Toc58595965 \h 17  HYPERLINK \l "_Toc58595966" Evaluation Project Budget and Expenditure  PAGEREF _Toc58595966 \h 21  HYPERLINK \l "_Toc58595967" Evaluation Project Performance  PAGEREF _Toc58595967 \h 23  HYPERLINK \l "_Toc58595968" Component Output 1. Community Organisation & Planning  PAGEREF _Toc58595968 \h 23  HYPERLINK \l "_Toc58595969" Component Output 2. Education and Awareness  PAGEREF _Toc58595969 \h 26  HYPERLINK \l "_Toc58595970" Component Output 3. Monitoring & Evaluation  PAGEREF _Toc58595970 \h 28  HYPERLINK \l "_Toc58595971" Component Output 4. Village Eco-Development  PAGEREF _Toc58595971 \h 30  HYPERLINK \l "_Toc58595972" Component Output 5. Sustainable Resource Use & Livelihoods  PAGEREF _Toc58595972 \h 33  HYPERLINK \l "_Toc58595973" Component Output 6. Enabling Policy Framework  PAGEREF _Toc58595973 \h 36  HYPERLINK \l "_Toc58595974" Component Output 7. Financing Mechanism  PAGEREF _Toc58595974 \h 38  HYPERLINK \l "_Toc58595975" Gender Evaluation  PAGEREF _Toc58595975 \h 41  HYPERLINK \l "_Toc58595976" ANNEXES  PAGEREF _Toc58595976 \h 44  HYPERLINK \l "_Toc58595977" MTE Itinerary Achieved  PAGEREF _Toc58595977 \h 45  HYPERLINK \l "_Toc58595978" MTE Contacts and Respondents  PAGEREF _Toc58595978 \h 46  HYPERLINK \l "_Toc58595979" MTE Reference Documents  PAGEREF _Toc58595979 \h 55  HYPERLINK \l "_Toc58595980" MACP Financing Mechanism ~ MACF and VCFs  PAGEREF _Toc58595980 \h 57  HYPERLINK \l "_Toc58595981" Summary of MTE Recommendations  PAGEREF _Toc58595981 \h 58  Abbreviations $ US dollar AKDN Aga Khan Development Network AKRSP Aga Khan Rural Support Programme CCB Community Citizen Board CMP Conservancy Management Plan CSO Cluster Support Organisation CTA Chief Technical Advisor DCC District Conservation Committee DG Director-General D/RR Deputy/ Resident Representative E&A Education and awareness EMC Executive Management Committee EU European Union GEF Global Environment Facility GoP Government of Pakistan GR Game Reserve ICDP Integrated Conservation and Development Programme/ Project ϲʿֱֳ World Conservation Union (Pakistan) LF Logical Framework MACF Mountain Areas Conservancy Fund MACP Mountain Areas Conservancy Project M&E Monitoring and Evaluation MILO Middle-level objective/ output MoU Memorandum of Understanding MRDP Malakand Rural Development Project MTE Mid-Term Evaluation NA Northern Areas NCSA National Capacity Self-Assessment NGO Non-Government Organisation NP National Park NPD National Project Director NPM National Project Manager NRM Natural Resource Management NWFP North West Frontier Province PAMP Protected Areas Management Project PCDP Palas Conservation and Development Project PMC Project Management Committee PRIF Pre-Investment Facility PSC Project Steering Committee RNA Resource and Needs Assessment RPM Regional Project Manager SRU Sustainable Resource Use TPR Tri-Partite Review UNDP United Nations Development Programme (Pakistan) VCC Valley Conservation Committee VCF Valley Conservation Fund VCP Valley Conservation Plan VO Village Organisation WG Womens Group WO Womens Organisation WS Wildlife Sanctuary WWF-P World Wide Fund for Nature - Pakistan Executive Summary The Mountain Areas Conservancy Project (MACP) is an initiative of the United Nations Development Programme (UNDP), the Government of Pakistan and the Global Environment Facility (GEF), and is being implemented by the national conservation organisation, ϲʿֱֳ Pakistan (International Union for Conservation of Nature/ World Conservation Union), with WWF Pakistan (World Wide Fund for Nature) co-implementing one component. The MACP is designed as a 7-year project, to run from 1999 to 2006, although start-up was delayed until the end of 1999. It follows a pilot, PRIF phase (GEF Pre-Investment Facility) which tested approaches and methodology at a small number of sites in the period 1995-1998. The overall goal of MACP is conservation of nature in the mountains and high valleys of northern Pakistan. The planned approach is to empower the local village and valley communities to safeguard the natural environment and wildlife at the same time as they develop their local economies and livelihoods based on the sustainable harvest of natural resources. The objective is for the Project to make sufficient progress in developing the resource management capacities of local communities, government agencies and other development partners, to demonstrate the successful establishment of an initial system of four extensive Mountain Areas Conservancies by 2006. An independent Mid-Term Evaluation (MTE) of the Project was carried out in October-November 2003. MACP documents and reports were reviewed and many of the Project stakeholders, participants, partners and staff were consulted during the MTE mission, which included 11 days viewing Project areas and activities on the ground in North-West Frontier Province and Northern Areas. The observations and conclusions of the evaluation mission were presented and discussed with implementation and execution partners and senior Project staff at a series of de-briefings in Islamabad, and compiled into the evaluation report which follows. The Executive Summary outlines the main findings of the Mid-Term Evaluation and provides a summary of lessons drawn and recommendations made by the mission to the MACP managers, partners and participants. The recommendations are focused on adjustments required to the ways in which the MACP is governed, managed and administered to deliver the required results and outcomes, particularly over the second half of the Project. MACP Overview Concept, Strategy and Design Overall, the Mountain Areas Conservancy Project is a relevant and worthwhile initiative that should prove useful as a model for achieving conservation and rural development in the mountains and high valleys of northern Pakistan, and for other nature conservation endeavours, both in other regions of the country and across the wider region of South and Central Asia, Iran and the Middle East where comparable circumstances prevail. One lesson from the work to date is that there needs to be a broad strategic framework agreed nationally, within which the MACP can operate, alongside a programme of other projects and activities. This could take the form of a shared vision and a general strategy for pursuing conservation and sustainable development in the Mountain Areas of Pakistan and for developing the approach of extensive, multiple-use Conservancies as a new element of a national conservation system. The MACP has suffered from the failure of the main partners to formulate such a strategic framework. Various stakeholders have tended to treat the Project itself as an open-ended programme, not recognising that the MACP is just a project, an intensive but short-term and experimental intervention, to try to introduce effective new ways in which government and development assistance partners can support the economic and social development of rural communities and the conservation and sustainable use of their natural resources. The MACP is a large and ambitious undertaking, with a budget of $ 10.35 million over 7 years allocated to achieving the substantial objective of establishing four separate Conservancies encompassing more than 16,000sq.km., 50 valleys, 500 villages and perhaps 200,000 people. Even though it is a well-funded initiative, it must nevertheless be concerned to devise and introduce a conservation management system that is appropriate, feasible and affordable. The lesson is that the type of management system that is to be established must be realistic and appropriate for the prevailing social, economic and political circumstances, irrespective of the size of the project budget; i.e. the project may be a high-cost mechanism but its purpose is to devise and introduce a low-cost system. One broad comment of the MTE mission is that the Project needs to be implemented more intensively and strategically in order to reach its overall objective. There is an outstanding need for clearer and more rigorous planning by Project management, to elaborate what will need to be done, by which party, when and how, in order to achieve the MACPs main 7-year objective of establishing four Conservancies. These plans need to be elaborated and communicated to the MACP partners and stakeholders as the overall Project implementation strategy. This strategic management process needs to be carried out dynamically throughout the life of the Project, using the Logical Framework as the principal planning and monitoring tool, and developing and adjusting the Logical Framework and budget plan continually. The Project is designed around the following 7 distinct components, each aimed at a middle-level output (MILO), which in combination are intended to result in the establishment of the four proposed Conservancies: Local community institutions for planning and management Local community education and awareness Project monitoring and evaluating system Village eco-developments Village livelihoods and sustainable uses of natural resources Supportive government institutions, policies and regulations Sustainable financing mechanism for Conservancy management. A key lesson is that the compartmentalised design has hindered the realisation of a coherent approach to pursuing the overall objective. The outputs are acted on in a piecemeal fashion, with inadequate attention to linking them. Two of the most significant features of the design are (a) the linkage of village economic and social development with sustainable use and conservation of natural resources, and (b) the engagement of both local communities and government in a co-management regime of Conservancies over the extensive natural landscape of Pakistans northern mountains and high valleys. These represent new approaches to nature conservation for Pakistan, which heighten the value of the Project but also the challenges it faces. The Project design was based on unreasonable assumptions with respect to these critical features. For (a), the funding and assistance to meet any development needs of communities was to come from partner agencies rather than the Project budget, but these additional inputs have not materialised. With respect to (b), government agencies are intended to receive little direct assistance from the Project as encouragement for their engagement in the establishment and operation of the new co-management system. Recommendations are made, especially in relation to Outputs 1 and 4, to address these two significant issues that jeopardise the success of the Project. A critical aspect of this problem for the MACP is that local communities are being encouraged to introduce natural resource conservation measures before there has been confirmation of local peoples rights over those resources. The Project document states that accordance to communities of (use) rights over wild resources... is critical... (and that the Government of Pakistan) has agreed to take necessary policy and regulatory measures.... to decentralise controls and ensure effective implementation of the strategy. These are the concerns of component 6., which is poorly integrated with the rest of the Project, and is not being implemented with sufficient care or vigour. Project Execution and Implementation Arrangements Three main parties Government of Pakistan, UNDP and ϲʿֱֳ are responsible for overall arrangements for MACP execution and implementation, but the situation is complicated by the involvement of a wider range of potential partners and participants. Project governance overall direction and supervision has tended to be confused with organising and coordinating collaboration in Project activities by this wider group of players. For example, large Project Steering and Management Committees (national PSC and two regional PMCs) have been formed and mistakenly given a role in Project supervision, approval of budgets and work plans, etc. Conversely, these broad committees have not been used to formulate and guide broader, programmatic initiatives engaging multiple projects and partners. The MTE mission recommends a number of changes to ensure greater government engagement in and use of the MAC Project, but also to allow the Project to be implemented more dynamically and flexibly. These include forming an Executive Management Committee (the same as the UNDP Tri-Partite Review body); using a combined PSC-PMCs to coordinate and drive an overall MAC Initiative; attaching the MAC Project more closely to the three government administrations, but as an autonomous unit; and designating a Conservancy Programme Coordinator in each of the three administrations. The implementing agency ϲʿֱֳ has appointed a dedicated team of staff to implement the MAC Project. A National Project Manager and two Regional Managers direct technical staff in two regional offices and 6 Field Units within the proposed Conservancy areas. The regional and field staff operate a busy programme of liaison, discussions and supporting actions for village and valley groups. Their work is complicated by the lack of separation between the implementing agencys regional offices and administrative structure, and those of the Project. This is exacerbated by component 2. being sub-contracted to a different implementing agency, WWF, which has insisted on maintaining a degree of separation from the rest of MACP. The main MTE recommendations are to harmonise administrative arrangements with sub-contractors and partners; to delegate implementation and financial authorities to the NPM, RPMs and field staff; to review Project staffing and re-allocate resources to fill gaps identified in the MTE; and to secure the appointments of senior Project staff. An important lesson is that there needs to be continual reinforcement of the respective roles of, on the one hand, Project management and staff, and on the other, government officers and local community members. The former are essentially facilitators of MACP actions by the latter, but this has not been made clear or maintained in the MACP: government officers have not been getting engaged in MACP activities; there is a perception that the Project staff are taking over government officers functions; and there is not enough effort made to ensure village and valley ownership, genuine local participation and determination of Project activities. The main recommendation from the MTE to address this issue is to ensure that all parties recognise and understand the purpose behind the Project, which is to enable and assist the primary stakeholders local communities and their governments to set up and manage Conservancies. The Project needs to do this primarily by assisting the development of institutions and capacity among community organisations and individual village businesses, and among government agencies and officers. The Project should help government and local communities to identify what each party needs to do to establish and run the new Conservancies, and then help them to develop the required mechanisms, resources and skills. Essentially for the MACP, this must mean placing central emphasis on the local community being helped to undertake their own ICD programme, with government playing a supporting role. An important MTE recommendation is to extend the Project by 6-12 months, in order to give enough time for methods to be tested, and for sufficient progress to be made towards the Projects key objectives and results. Project Budget and Expenditure The MTE includes a review of the Project budget and expenditure to date, and makes a number of recommendations for revising budgetary allocations to provide for the following: (a) extension of Project duration; (b) increased funding to components 4 and 5; (c) enabling component 5. funds to be spent by participating community groups themselves; (d) reduced proportion of expenditure on Project management and operations; (e) achieving cost-savings by integration of components 1, 2 and 3. and continuing this work for the life of the Project; (f) allocation of a significant proportion of Output 2. funds to village development initiatives (Output 4); (g) support for a Conservancy Programme Coordinator in each of the three lead government agencies; (h) funding a comprehensive institutional review and reform process; (i) reduced rate of payment of Agency Support Costs to ensure that funds are available to the implementing agency for the extended Project period; and (j) reconfiguring the proposed MACF and VCF mechanisms. Component 1. Community Organisation and Planning Support for local community organisation and communal decision-making about local natural resources forms the centre of the MACP, and it is appropriate that most of the Projects efforts over the past three years have gone into facilitating such activities in villages and valleys across the four proposed Conservancy areas. Field units have worked hard to engage key community members and in enrolling villagers in the process. Many community groups have shown strong commitment, enthusiasm and resourcefulness. Important lessons include the value of re-introducing traditional resource use practices; the use of exchange visits between villages and valleys; and the need to link community decisions with government procedures and regulations. Some progress has been made towards the higher level objective of establishing the proposed Conservancies, including facilitating formation of larger cluster organisations and of District Conservation Committees (DCC). Progress with local communities has been more difficult, complex and slow than had been anticipated, hindered in many cases by lack of interest or suspicion of the Project, conflicts within and between neighbouring communities, or antagonism with religious leaders. The plan was to have largely completed the community mobilisation work by the mid-term, but it is clear that the work will need to continue for the life of the Project. One lesson is that a flexible and participatory approach to community organisation and planning is more likely to be effective and fruitful. Rather than following a standard recipe for how a group of local people organise themselves and make collective decisions, a diversity of mechanisms should be facilitated. In particular, the MACP should provide opportunities for local people to formulate and share their own ideas about conservation and development. A significant lesson for MACP as a whole is that community organisation and planning (Output 1) are merely means, which must be directed towards the substantial ends of village infrastructure development (Output 4) and SRU enterprises and livelihoods development (Output 5). There is considerable frustration that the Project offers villagers little support, beyond community organisation, assessment and planning work, to implement their decisions. Inevitably, communities priorities are to meet their basic needs clean water, health services, fuel, income generation, education rather than to protect wildlife. There is little point in pushing ahead with community conservation plans if there is inadequate attention to implementation of sustainable development activities, or to creation of a suitable enabling environment by government (Output 6). A number of specific recommendations are made to strengthen the mechanism and scope of valley conservation planning, including: (a) facilitating genuine community participation and focus on their needs and aspirations; (b) community mapping of resource tenure and use rights and their genealogical history; (c) seconding government officers to MACP Field Units; (d) enabling other agencies to use the same participatory planning process and take into consideration local communities conservation as well as development objectives; and (e) supporting implementation of actions rather than just aiming to complete VCPs. In a way, the Project is trying to achieve too much under this complex and time-consuming component. The only strategy seems to be to get all communities in the proposed Conservancies to form committees (VCCs), establish communal trust finds (VCFs) and prepare plans (VCPs), but this is not realistic or useful. The MTE recommends instead that the Project should facilitate a range of pilots, in each of the four Conservancies, which demonstrate mechanisms by which local communities can take on functions of co-managing the proposed Conservancies. The MTE mission also recommends an independent study of the motivations and social dynamics underlying the community participation and institutional development processes under MACP, and a study tour for a small group of MACP stakeholder representatives to an established, comparable conservation management system. Component 2. Education and Awareness The MACP has produced an impressive array of information and education materials and activities in participating villages, to various formats. These have been used to work with village schools, teacher trainers, religious leaders, youth leaders, VCC members, government officials, village men and, to a lesser extent, women. The Project is also actively using local public media for communications and promotions. Implementation has been sub-contracted to the conservation organisation WWF Pakistan. WWF has secured additional funding from the European Union for a parallel environmental education project in support of the MACP. The main lesson is that the E&A component needs to be more effectively directed towards the central purpose of the Project, to build capacities of local communities and government to co-manage Mountain Areas Conservancies. This should be done by making component 2. an integral part of the community organisation and communal planning effort (component 1). The impression gained by the MTE mission is that the E&A programme is focused too narrowly on promoting conventional Western ideas about wildlife conservation, and on using means that are too sophisticated for local village participants. The E&A component should be more participatory, enabling local people to explore and express their own ideas about conservation and development, rather than imparting conservation values from outside. The main MTE recommendations are concerned with not having two separate E&A projects or separate education field staff; with linking the MACP education work with government education departments and programmes; with using E&A funds to meet the basic needs of students and teachers in villages; and with doing more to enable local people to develop their own information materials in their own languages and situations. Component 3. Monitoring and Evaluation The Project design stipulated a substantial M&E system as a separate component. However, the MTE concludes that there has been no advantage in this arrangement; M&E has not been a strong part of the MACP to date. There is no clear M&E system; few substantial baseline or monitoring data are available; most attention has been given to progress reporting on activities carried out under the Project. The essential lesson is that M&E should be an integral part of the substantial components of an initiative, carried out progressively throughout its life, and leading to continual adjustments to the ways in which management and implementation are conducted. i.e. adaptive management is essential to elaborate and adjust the initial plan, streamline activities to make them as effective as possible, maintain flexibility, experiment and take up opportunities and issues as they emerge, learn from interim results and impacts arising throughout the project. This requires good strategic management, light supervision and administration, good continuing planning and monitoring. It is a concern for the MTE mission that virtually no adjustments have been made to the Project plan or implementation arrangements since it started; there has been a reluctance to make strategic management decisions. Recommendations include revising the Logical Framework following the MTE and annually thereafter, and using it as the guide for management and routine monitoring. Revisions include formulating clearer objectives and indicators for an integrated set of components, with M&E as a cross-cutting Project function. There should be regular (annual) reviews of progress towards the middle and higher level objectives, leading to regular adjustments in the Projects management settings and planned activities. As far as possible, monitoring and research, assessment and survey activities carried out under the Project should be participatory. In the absence of baseline data, each substantial Project activity should be preceded by an assessment of the status of the social, economic, ecological or managerial factors that are intended to be influenced by the activity. Component 4. Village Eco-Development Component 4 is concerned with development of productive infrastructure in participating villages, such as irrigation and water supply schemes, more efficient agricultural techniques and social forestry. The plan was for other agencies to provide the development schemes, with the Project assisting to plan for them as part of the VCP process, and ensuring that developments are ecologically-sound. Beyond signing of general MoUs between MACP and potential partner organisations, little progress has been made towards Output 4. and there is no sign that activity will pick up in the second half of the project. The Project partners have not been effective in forming useful partnerships between MACP, government departments, non-government organisations and agencies. For example, little effort has been invested in reaching out to non-NRM government agencies such as public works, health, finance, planning, etc. The MTE considers the Projects over-reliance on unconfirmed partners to be a major design flaw. The failure to provide communities with resources or assistance to meet their priority development needs is jeopardising achievements under other Project components. Lessons to be drawn from component 4 include the difficulty and inappropriateness of separating conservation and development in community-centred natural resources programmes; and the need to ensure that the development component of ICDPs has sufficient resources, with firm commitments from secured, strategic and institutionalised partnerships. The MTE also stresses the importance of realistic risk assessments and contingency planning during project design, and of adequate adaptive management measures to make critical changes in a timely and decisive manner. The main recommendation from the MTE is to re-engineer component 4. for the second half of the Project, by a combination of four options: providing a knowledge-based support service rather than actual delivery of development interventions; increasing efforts to attract new partners and funds; reconfiguring the MACP financing mechanisms (MACF and VCFs see Output 7.); re-allocating Project resources to fund the most stringent and critical development needs. Component 5. Village Livelihoods and Sustainable Uses of Natural Resources Under component 5, communities are to develop sustainable resource use (SRU) activities, towards improvement of incomes and livelihoods. This was intended to be a major focus of MACP, recognising the impoverished and under-developed state of remote high valley communities, their reliance on local resources for subsistence, the range of wild resources that have potential uses, and the need to enhance the value of these resources and enable local people to benefit from their harvest. The prescribed strategy is to develop a number of SRU-based demonstration projects, in three fields sports hunting of trophy animals, hunting of game birds and harvesting economically valuable wild plants. Development of tourism is also identified in the design. Reasonable progress has been made on some aspects of this component. A small number of communities have successfully established trophy hunting of markhor and ibex as a community enterprise and have been able to invest significant amounts of income in their VCFs. There have also been resource assessment and training activities towards commercial use of medicinal plants, game bird hunting, eco-tourism, and improved pasture and livestock management. The lesson is that it is a complex business requiring whole-hearted attention and specialist technical assistance, to establish new community enterprises on sound economic, ecological, social-cultural and legal footings. The MTE concluded that greater attention is needed to this component in the second half of the Project, with an emphasis on assisting local people to actually establish viable enterprises, and then making good use of these as demonstration sites. The MACP will not succeed if it focuses primarily on placing limits on any enterprise to ensure that it is ecologically sustainable. A more strategic and comprehensive approach is required, and should include creative identification of a wider range of options, business planning, credit financing and marketing. The Project needs small business and community development specialists on staff. At the end of the Project period, a broad suite of potential enterprises relevant to the villages and valleys in the proposed Conservancies should have been devised, started to be tested, and made available through information services, trainings and practical demonstration of successful pilots. An important recommendation is that community members should be involved as much as possible in the research, planning and development work preparatory to establishing SRU enterprises. This is contrary to the design, which plans for this component to be implemented directly by the Project, rather than by the Project supporting a genuine community-centred, participatory effort, and facilitating the engagement of government agencies in resolving legal and policy questions. The budget for this component is inadequate. As with component 4, Project management must somehow rely on other agencies using other funds to produce most of the planned SRU enterprise and livelihood results. Few funds are available directly to the Project and these are only for limited purposes: GEF funds are to be used to incorporate biodiversity concerns into enterprise development, and the UNDP funds, just $100,000, are earmarked only for eco-tourism developments. Villages participating in the MACP are considerably frustrated by the Projects inability to respond to their needs for assistance. The underlying lesson is, again, to consider the whole initiative from the local community perspective; villagers living under considerable hardship in the remote high valleys of the Mountain Areas cannot afford to spend time developing conservation plans without any promise of help for also securing a sustainable livelihood from the area. The MTE mission recommends re-allocation of the MACP budget: funds and other assistance should be readily available from the Project to enable all communities participating in the MACP to initiate at least some of their SRU enterprise/ livelihood projects once they have planned them. Component 6. Enabling Government Institutions, Policies and Regulations Component 6. is a crucial part of MACP, aiming to bring about major changes to the governance and regulation of natural resource uses in the Mountain Areas, including community-based management of natural resources; secure resource tenure and use rights for local communities; and a novel type of community-government co-management of a Conservancy. Some work has been done on model provincial Wildlife Laws and Joint Forest Management Plans, but the MTE mission concluded that the Project has hardly started to address the central issues. They will need to be tackled much more comprehensively and strategically than they have been to date. The essential purpose of the MAC Project, as a mechanism for introducing and testing a new co-management system for Mountain Areas Conservancies, has not been grasped and accepted by the main stakeholders. Consequently, the Project implementing agency and government have not forged an adequate working relationship, and the task has not been adequately thought through, planned or communicated. The Project design refers loosely to moulding of government policies and regulations... and strengthening institutional capacities, but what is required of government in the establishment and management of a Conservancy has not yet been considered and spelt out clearly. Governments have not been engaged adequately in making use of the Project, but have rather been overly concerned about controlling the Project. To be successful, there needs to be a close collaboration between government officers and Project management. They need to jointly plan, agree and then implement a clear, incisive programme, first to devise the proposed Conservancy co-management system and then to build the capacity of government (institutions, law, policy, human resources and management systems) to fulfil its functions. Conservancy co-management needs to consider all aspects of governance and management of the ways in which the landscape and natural resources in the proposed areas are to be used and developed. The MTE mission highlighted the range of outstanding questions about Conservancies and stressed that the underlying purpose of the Project is to help the principal stakeholders government and communities to start to develop the answers. Specific recommendations include for each of the three administrations to designate a focal point Coordinator for Mountain Areas Conservancy work and to set up a Commission or Task Force to analyse needs, prepare and subsequently implement a plan for whole-of-government capacity development. One of the most important recommendations from the MACP MTE is for the three governments, with the Projects assistance, to review and confirm the ownership and use rights of all resources in the proposed Conservancy, and to put in place an adequate regulatory framework, procedures and guidelines necessary to ratify and support the establishment of resource harvesting operations by local communities within Conservancies. Component 7. Sustainable Financing Mechanism for Conservancy Management The design of the MACP incorporates the significant positive feature of a long-term financing mechanism, which recognises the need for Mountain Areas communities to have access to continuing funding in order to play a key role in the management of the local environment and biodiversity. A two-tier mechanism of national and valley-level trust funds is proposed. Project resources are to be used to devise and institute appropriate mechanisms, provide the initial capital and help the government and local communities to secure sufficient additional capital endowments. The Project design proposed that the national Fund (MACF) would be a $ 5 million endowment ($3 million from the Project budget; $2 million to be secured from elsewhere) producing up to $130,000 annually towards the recurrent costs of managing the four planned Conservancies. The types of costs anticipated included village wildlife guides, sustainable use specialists, technical assistance, District Committee (DCC) meetings, Conservancy cluster forums, monitoring, awareness and education. Valley Conservation Funds (VCFs) were to be established early in the Project, to produce a community income as an incentive for engaging in conservation. They were intended to finance village conservation-related activities, implementation of Valley Conservation Plans, and/ or productive and social infrastructure. Each VCF was to be capitalised jointly by the Project (75%) and local community (25%), with further, continuing inputs from communities SRU enterprises. It was envisaged that a combined total endowment of $ 500,000 would yield $ 80,000 per annum (16% interest), of which half would be re-invested and half disbursed to the communities. This would amount to around $ 1,500 per VCC/ VCF per annum. Only limited progress has been made to establish the MACF over the past 4 years. The MTE mission was advised that the formal legal steps would be completed by the end of the year (2003). No progress has apparently been made with securing the additional $ 2 million capital endowment. Around 10 VCFs appear to have been established to date. In a few cases, there has been significant income to the VCF from trophy hunting. Nevertheless, a total of only $ 66,000 has been transferred from Project funds to VCFs, suggesting total capital of around $ 88,000, well short of the planned $ 500,000. Clearly, the investment climate for funds of this sort has changed considerably since the PRIF and design phases of the MACP. Interest rates have fallen from 16% to around 4%. VCFs, as planned, will not be a sufficiently large endowment and participating communities have become well aware that it is beyond their capacity to raise sufficient capital to yield a worthwhile amount. The main recommendation from the MTE is for Project management to urgently re-think and re-design how best to organise a financing mechanism. It will be important to first work out and agree what income is required from a financing mechanism; basic questions seem to remain unanswered: how is a Conservancy to be managed, what functions are to be carried out, and therefore what costs will be incurred by each of the players? Crucial lessons are to cut the coat to suit the cloth, i.e. to devise a Conservancy management system that is realistically affordable; and to stipulate in advance both how funds will be invested, administered and governed and how revenue will be disbursed, to whom, for what activities, under what procedures. The re-design of the MACF must also address clearly the future possibility of expansion beyond the initial four Conservancies. The MTE mission was concerned about the continued failure of the MACP to grasp the significant opportunity of establishing the proposed financing mechanism, and makes detailed recommendations for bringing the MACF and VCFs into operation without further delay. The spreadsheet produced as ANNEX IV of the MTE report suggests that around $135,000 additional funding could be made available each year, from 2004, towards establishment and management of the four Conservancies, and as seed finance for community conservation and development activities. Participation of Women in the MACP Clearly, a project centred on assisting isolated rural people living in a harsh environment must give critical consideration to the needs and aspirations of rural women. The MTE reviewed the participation of women in the MACP. The central concerns of the MACP local communities, social and political participation and governance of natural resources are dominated by men, although women have the greater role in using local natural resources, with responsibilities for rearing livestock, cultivating crops, collection of wood for fuel, fetching water, grazing of goats, gathering fodder, processing milk and other food products, etc. They are also responsible for managing the household and taking care of the children. Despite these responsibilities, women are not allowed an equal direct say over the use of natural resources or the governance of village development. They tend to have supportive, menial roles while men take on the tasks of governance and controlling commercial activities. Women receive less education and training and achieve lower levels of literacy. Overall, the MTE mission concluded that women are not adequately involved in or benefiting from the MACP, and that the Project could do more to address this situation. In many communities, there has been active discouragement, by men and religious leaders, of womens involvement. Women have little or no spare time to engage in additional activities. The Project has employed very few female staff and there are very low numbers of women employees in the government offices with which the Project interacts. These factors impede the active participation of village women in awareness-raising, organisation and planning activities. A relatively small number of womens groups, sub-committees to VCCs and womens VCFs have been supported by the Project. Significantly, the Project has implemented few activities exclusively for women and the issues dealt with through village meetings and workshops have been treated as primarily the concerns of men. The conclusion of the MTE mission is that the MACP will be successful only if it is recognised that women are the more important half of rural society, given their roles in the household, community and utilisation of natural resources, and if their needs are specifically addressed. This will require positive discrimination by the Project and its government and non-government partners, towards addressing womens priorities, which include education, health care, secure water and domestic fuel supplies, sustainable harvesting of food and other natural products, and appropriate income and livelihood opportunities. The recommendations from the MTE are that the MACP must get beyond simply trying to engage women in awareness-raising, community organisations and communal planning, and must work harder to demonstrate ways in which to improve the lives of women, showing that solutions can be found to the pressing problems of water, fuel and food supplies. Project management must devise a solid strategy for achieving Output 4. and implement this strategy in each of the participating communities. The Project must also do more to facilitate identification and testing of sustainable livelihood and SRU options that are specifically relevant and suited to village women, with respect to their interests, skills and cultural constraints. The Project should do more to strengthen womens rights to access and use local resources and to own their own assets and money. Project staff will require to be briefed and instructed to take on the additional proposed tasks targeted specifically to women. The MTE mission recommends enrolling more village women and paying them to work for the Project as facilitators, planners and trainers. Mid-Term Evaluation Mission The mid-term review and evaluation (MTE) of the Mountain Areas Conservancy Project were conducted in November 2003, 4 years after the actual start of the Project in November 1999 (4.5 years after the intended start date). A team of four independent experts, comprising Team Leader Peter Hunnam, Technical Expert Gernot Brodnig, National Expert Mohamad Malik Khan and Gender analyst Huma Khumar, worked together in Pakistan over a three week period, with considerable support and inputs from the main MACP partners Governments of Pakistan, North-West Frontier Province and Northern Areas, UNDP, ϲʿֱֳ and WWF and the Project management and staff. The MTE process involved briefings from the Projects implementing and executing agencies, review of background information, planning documents and reports produced by the Project, consultations with Project staff, partner agencies, participating community groups and other stakeholders, followed by analysis and compilation of the MTE report. The MTE mission included 11 days of travel by road to the Mountain Areas region, visiting local government offices, local village communities and local Project staff involved in each of the four proposed Conservancies. The overall itinerary, main centres visited and meetings held are listed in ANNEX I. A total of over 400 respondents were met during the MTE mission, as listed in ANNEX II. Following the field visits, a number of consultations were held in Islamabad with senior representatives of MACP partner agencies, during which the findings and draft recommendations of the MTE mission were presented and discussed. The results of these discussions were incorporated into the final MTE report. MTE Issues The Mid-Term Evaluation of the MACP was a useful exercise in reviewing the Project design, implementation strategy and arrangements for supervision, management and administration; assessing progress over the first half of the Project; drawing lessons; and making recommendations for strengthening delivery over the second half of the Project. The mission was assisted greatly by the constructive and cooperative response to the evaluation from the implementing and executing agencies, the Project staff and the wider groups of participants. Good record-keeping and administration by UNDP, ϲʿֱֳ and Project management also made the task of reviewing activities and results efficient. One underlying issue for the MACP is the virtual lack of adaptive management since Project inception. The offices responsible appear to have been reluctant or unable to impose much strategic management or rigour to Project implementation. Few if any adjustments have been made to the Project structure or management arrangements in the light of changes in external or internal factors. The Project is still being managed in accordance with the specifications drawn up in the original Project document and logical framework. There has been no elaboration of the many significant ideas outlined in the Project document or progressive development of the mechanisms and systems which the Project is aiming to introduce and influence. The failure to adapt Project management progressively through its life has resulted in the accumulation of many relatively-small problems. The MTE mission has attempted to note these and suggest ways of resolving them, but it would have been preferable for this to have been done as a routine part of quarterly and annual monitoring of progress, by the Project management, backed where necessary by the implementing and executing agencies. There are a small number of major changes to the MACP that are overdue and essential to make without further delay. These include the outstanding needs to balance community-based conservation efforts with community-based development support, and for the three government administrations to be much more proactively engaged in the overall MAC initiative. On top of this, there is a general need for the Project to be driven more rigorously and strategically. The MTE report discusses these issues and makes a series of recommendations for them to be addressed. It is important to note that the MACP is at the end of its fourth year and has only three years left to run. It is thus late in the process to be making major changes to Project strategy. However, as noted above, problems have been allowed to accumulate and some changes are essential if the MACP is to be reasonably successful. One consequence of the lack of adaptation and adjustment by Project management is that the MTE report is longer and contains more recommendations than is desirable, largely because so many notable problems have accumulated over the four years since the Project document was prepared. The length and complexity of the MTE report and the short remaining time present a challenge to the implementing agencies and Project management. It will be advisable for the MTE recommendations to be turned into an action plan and for progress with implementing the recommendations to be monitored carefully by the proposed Executive Management Committee and strengthened Project management. With this in mind, a summary list of the MTE recommendations has been prepared as a draft action plan in ANNEX V. It will be valuable to maintain liaison with the MTE team during this process, in order to readily obtain clarification or elaboration of points made. Evaluation Project Concept, Strategy and Design The Mountain Areas Conservancy Project (MACP) is a 7-year initiative to introduce, pilot and demonstrate a new approach to biodiversity conservation, centred on local communities working together with supportive government agencies, to manage their local resources for conservation and sustainable development, in the high mountains and valleys of North-West Frontier Province (NWFP) and Northern Areas (NA) of Pakistan. The Mountain Areas of Pakistan The geography of the region is formed by three of the worlds great mountain ranges, the Hindu Kush, Karakoram and Himalayas, meeting at the confluence of the Indus and Gilgit rivers in northern Pakistan. The landscape is of high mountains with steep, unstable slopes, deeply cut by narrow valleys. The mountains form a rain shadow and the area is classified as cold desert, with annual rainfall on the valley floor averaging less than 200mm. Significant snowfall, up to 2000mm annually, occurs above 4000m, leading to marked seasonal variation in river flows. Valley air temperatures range from around 45 degrees Celsius in summer to below 20 degrees in winter. There are four main biomes - Dry alpine valleys and snowfields; Well-watered alpine meadows; Dry temperate coniferous forest, dominated by cedar (Cedrus deodora) and blue pine (Pinus wallichiana) at higher altitudes; and Holly oak scrub. Large mammal species include the endangered Markhor, Snow Leopard and Brown Bear, Himalayan Ibex, Urial Sheep, Blue Sheep, Himalayan Black Bear, Lynx and Grey Wolf. Birds of prey include the Golden Eagle, Lammergeier, Himalayan Griffon Vulture, Common Kestrel, Long-Legged Buzzard and Alpine Chough. Important game birds include the Chukar, Snowcock, Koklas Pheasant, Hill Pigeon and Snow Pigeon. The human population in the Mountain Areas was estimated at 1.2 million in 1995, with a high annual growth rate of over 3% (AKRSP Database 1995). The region is characterised by a rich mix of peoples, cultures and languages. Major ethnic groups include the Shin, Yashkun, Balti and Pathan; minorities include the Kalash, Dom and Gujar. The three major sects of Islam Shia, Sunni and Ismaili are represented in the region. People live in villages and hamlets dispersed along the valleys, engaged principally in farming, for subsistence and cash-crops. Less than 10% of the land is suitable for farming, which is dependent on artificial irrigation from networks of small channels. Water is diverted along the sides of valleys, sometimes for considerable distances, from upstream rivers and from streams carrying snow meltwater. Important crops include maize, wheat, barley, millet, potatoes, peas and beans, fruit and nut trees. Livestock husbandry sheep, goats, cattle and yaks is important, with extensive grazing in valleys and high-level summer pastures. Road construction over the past twenty years has enabled greater mobility of local people and increased off-farm employment, including in trade and the public sector. There has also been a significant emigration, particularly of young men, to work in cities and overseas, especially in the Arabian peninsula countries.  Project Concept The Project concept is to protect biological diversity across the broad landscape, by strengthening conservation and sustainable use activities of local communities and forming larger-scale management units by geographic clusters of communities. The Project seeks to test and prove a way in which remote local communities, living in considerable hardship, can manage their uses of local natural resources, so as to achieve economic and social development that is ecologically sustainable as well as to conserve the significant natural values of the region. The three legs for the model are (a) local communities empowered and able to conserve nature; (b) local communities securing sustainable development and livelihoods in their valleys; and (c) government support for community-based conservation, providing a conducive institutional framework and co-management of natural landscapes and resources in a new type of Conservancy. The conclusion of the MTE mission is that the concept is sound and remains highly relevant in the prevailing social, political, economic and ecological conditions in the Mountains Area. It is an ambitious initiative: to introduce a novel, sustainable, collaborative, multiple-use management system over extensive areas of high mountain landscapes, which are occupied by diverse isolated small village communities, living closely among a unique, rich and vulnerable biological community. The MACP has significance for the whole of the northern region of Pakistan, as well as for the country as a whole and for the wider region of countries facing similar challenges. Communication of the results obtained and lessons drawn from the Project to wider audiences is an important ancillary function of the Project, fostering replication of the model elsewhere. Mountain Areas Conservation Initiative: At present, the MACP is not guided by any broader strategy. The MTE recommends that the partners GoP, UNDP, ϲʿֱֳ should formulate together a shared vision and a strategy for a Mountain Areas Conservation Initiative. The aim would be to define a broad, long-term programme of actions leading ultimately to the sustainable development and conservation of the whole Mountain Areas region, and potentially beyond Pakistan to include the greater Himalayan region. It would be a partnership programme to which all stakeholders could subscribe and contribute in appropriate ways. Several current projects besides the MACP would contribute to the Initiative, and the partnership could devise and mobilise additional ones. The MAC Projects role could include facilitating formulation of the overall MAC Initiative and strategy as well as piloting and demonstrating ways of achieving its key mechanisms. The MAC Initiative could usefully draw on existing policy documents such as Pakistans Biodiversity Action Plan and Conservation Strategies, and would link well with proposals for mountain regions developed under the UN Framework Convention on Climate Change and the Convention on Desertification. Project Strategy The strategy for implementation of the MACP was developed through a GEF Pre-Investment Facility project (PRIF), Maintaining Biodiversity in Pakistan with Rural Community Development, which ran from 1995 to 1998. The pilot, applied in 15 valleys, was found to produce very positive results in a short period through a process for engaging communities in conservation efforts through awareness raising, participatory planning methodologies, identifying local concerns, needs and priorities, and challenging community members to rethink their development strategies. MACP is extending the community-centred process, in time in the PRIF locations, and geographically into new, contiguous areas. The scaling-up strategy is to form clusters of village and valley communities into larger, ecologically-meaningful management units termed Conservancies. A Conservancy is envisaged as a new type of nature protected area for Pakistan, in which the natural environment and biota would be conserved by local communities engaged in a multiple use management regime in partnership with government and other assistance agencies. Four proposed pilot Conservancies were identified in the design of the MACP, two in NA and two in NWFP. Their summary characteristics are shown below. Significantly, each of the areas encompasses lands that are contiguous with one or more existing nature reserves, sanctuaries or national parks, with the explicit intention of strengthening these areas in various ways. MACP Proposed Conservancies Proposed ConservancyMountain RegionHabitatsArea (sq.km.)Contiguous PAsTirichmirNWFPHindu Kushcold dry Alpine desert3,580Chitral Gol NPQashqarNWFPHindu Kushdry temperate forest3,050Goleen Gol and Mahudand GRsGojalNAKarakoramcold dry Alpine desert4,830Khunjerab NPNanga ParbatNAW. Himalayadry temperate coniferous forest, dry Alpine habitats4,905Deosai Plateau NP Satpara WS Astore WS One concern expressed by the MTE mission is that no clear strategy has been spelt out and agreed for how the central objective of MACP to foster community and government co-management of natural resources for both conservation and development is to be achieved and what roles and functions are to be played by each of the main stakeholders. As a consequence, Project management has not been sufficiently strategic. There has been a tendency, by many of the key players, to regard MACP itself or ϲʿֱֳ as the agency that is setting up and managing the new types of Conservancies. Even parts of the Project Document are written as though this was the case. However, this is invalid; the Project is only a facilitating mechanism, testing and passing on new ways of achieving conservation and development. The purpose of the Project is to enable and assist the primary stakeholders local communities and their governments to set up and manage Conservancies. The Project will need to do this primarily by assisting the development of institutions and capacity among community organisations and individual village businesses, and among government agencies and officers. The Project should help government and local communities to identify what each party needs to establish and run the new Conservancies and to help them to develop the required mechanisms, resources and skills. The mission believes that recognising this fact about the MACP is the key to getting beyond the tension over who owns and controls the Project. It is too early to say that the model being tested is successful; while village-level and valley-level organisations and processes are proving to be effective, governments and other assistance agencies are not adequately engaged in the MACP initiative, and a management regime has not yet been defined or established effectively for any of the Conservancies. Through its first 4 years, the Project has been pre-occupied with activities centred on local community organisations, their assessment of resources and needs, and participatory planning. This is understandable as the work forms the heart of MACP. However, the Project must endeavour also to co-opt government agencies and rural development assistance programmes into the MAC Programme. The mission makes recommendations see components 4. and 6. for adjustments to the ways in which the Project is working with governments and potential partners, and considers that if these adjustments prove effective, the co-management Conservancy model is likely to have been tried and proved useful by the end of the Project period. An additional solid opportunity to strengthen the Projects capacity-building efforts will be provided shortly by the GEF-funded Pakistan National Capacity Self Assessment (NCSA). The self-assessment process should work with the MAC Project to identify and start to address the need for the capacity of government agencies and local community organisations to be developed towards co-management of Mountain Areas Conservancies. Project Design The Project is designed as a 7-year intervention implemented by the conservation organisation, ϲʿֱֳ Pakistan, working under the direction of the Government of Pakistan (GoP), with support and guidance from UNDP Pakistan. Funding is primarily from the GEF, with co-financing from UNDP and GoP. Significant complementary financing was identified in the design, from the European Union (EU) for an Education & Awareness component of MACP to be implemented by another conservation organisation, WWF Pakistan, and from a number of development assistance agencies, intended for community development projects in the villages and valleys targeted by the MACP. Two critical features of the MACP design are (a) formulation and introduction of a co-management regime involving the key stakeholders of local communities and government; and (b) the approach of addressing both conservation and development needs of local communities in an integrated manner. These critical features involve risks for the Project: with respect to (a), government agencies are to receive little direct assistance from the Project as encouragement for their engagement in the establishment and operation of a new co-management system; with respect to (b), the funding and assistance to meet any development needs of communities are to come from partner agencies rather than the Project budget. The Project Document noted for example that the Aga Khan Rural Support Programme (AKRSP) indicated it would spend $ 3.5 million across the MACP sites on a variety of community and sustainable resource use development activities, effectively financing MACPs component Output 4, with GEF and UNDP TRAC contributing only $ 375,000 to this component. These two areas of risk were identified during the Project design, but assessed as low; it was assumed that government agencies would readily engage in the initiative and contribute to the co-management of the new Conservancies using their own resources, and that partner agencies such as AKRSP would mobilise their required resources successfully and engage fully in joint programming and delivery of assistance to MACP participant communities. Unfortunately, neither has happened to an adequate degree. Recommendations are made, especially in relation to Output 1 and 4, to address these two significant issues that jeopardise the success of the Project. Logical Framework: The Logical Framework represents the complete Project design in summary form. The MTE mission considers that the MACP Log Frame does not make clear the objectives underlying each of the component Outputs and does not have well-developed indicators of performance under some of the components. It is good Project management practice to make thorough use of the Logical Framework as both a planning and monitoring framework, and to update it periodically as the Project progresses, results are achieved and circumstances change. This has not happened with MACP. Now in its fourth year, the MACP Log Frame should be updated and developed by Project management, and used to inform the PMCs and PSC of the way in which the MACP is developing as it progresses. The Project has a relatively simple design, based on seven component Outputs as listed in the summary framework below which, in combination, are intended to lead to the Immediate Objective of effectively establishing the four pilot Mountain Area Conservancies, and consequently to the higher goal of protecting the regions biodiversity. Summary Project Framework Intervention LogicObjectivesConcernsDevelopment ObjectiveTo protect and ensure the sustainable use of biodiversity in the (Mountain Areas of Pakistan)improvements in habitat quality and population health of key speciesImmediate ObjectiveEstablishment and effective long-term management of four Conservancies...an enabling institutional, policy, regulatory and financial framework multiple-use zoning management of sustainable use of wild resourcesComponent Output 1. Institutional and human capacity of community level organisations to conserve biological diversity...; planning and management structures...community participatory planning womens involvement VCCs and DCCs VCPs and CMPsComponent Output 2. Conservation values... imparted to local communities through a well-targeted education and awareness drive, with... sharing of information and experiences among villagersvillage forums discussing conservation issues conservation education in schools village exchange visits local media coverageComponent Output 3. A system for monitoring and evaluating project impacts including ecological and socio-economic outcomes...M&E systems, surveys, case studies, trainingComponent Output 4. Development agencies and communities will be targeting financial and human resources towards village eco-development in the ConservanciesVCPs include eco-developments village specialist training increased fodder production increased tree plantations decrease in livestock on high pasturesComponent Output 5. Enhanced knowledge base regarding sustainable resource use of biodiversity, applied to community development activities sustainable use trainings product marketing Management Plans for specific wild resourcesComponent Output 6. Government policies and regulations... remoulded to support management of Conservancies; institutional capacities for managing participatory conservation models strengthenedsupportive policy and legal framework use rights granted to local communities PA classification system including Conservancies designation of four ConservanciesComponent Output 7. A Biodiversity Fund will be in operation and contributing to meeting recurrent costs of Conservancy management Trust Fund established $ 5 million capitalisation VCFs established The MTE mission concludes that designating seven distinct components has tended to lead to the separate implementation of seven sets of activities, some more vigorously than others, whereas it is important for them to be more deliberately linked with one another. Most importantly, components 1, 2, 4, 5, 6 and 7 of the MACP represent aspects of what should be an integrated programme of actions. It appears that designating them as separate components has resulted in this concept becoming lost to some extent. Awareness raising and education activities (Component 2.) should be used as the foundation for community organisation and participatory planning (Component 1.), the purposes of which include wildlife conservation but also how the community might secure eco-development (Component 4.) and sustainable livelihoods based on natural resource uses (Component 5.). Designing them as separate components has lead to component 1. giving inadequate attention to securing Outputs 4. and 5. Similarly, Output 6, government engagement, would be more effectively achieved by thoroughly involving government in component 1. activities, helping communities to identify their needs, which include securing concessions and support from government. Further, Output 7, financing mechanism, needs to be planned and developed closely alongside components 1, 4, 5 and 6, as these will determine what the revenue from Output 7 is required for. This need for integrated approaches of conservation with development, and of community organisation with assessment, planning, management and governance appears to have been lost sight of during design and implementation. Recommendations to address this situation are made in the sections below concerned with each of the planned Outputs. Recommendations The MACP partners GoP, ϲʿֱֳ and UNDP should formulate a Mountain Areas Conservation Initiative as a shared vision and partnership for a broad, long-term programme of actions leading to the sustainable development and conservation of the whole Mountain Areas region. Strategic management: Project management should elaborate and communicate to its partners and stakeholders the overall Project implementation strategy and the roles to be played by each. It will be necessary to first devise a clear plan for how the Conservancies are to be managed, the strategy that will be followed in establishing this new management regime, and the functions to be provided by each of the players. Only once this plan and strategy have been designed and agreed, will it be possible to identify what it is going to cost to manage a Conservancy and how these costs are to be borne. Suggested Adjustment of the MAC Project Design, within a broader Initiative Mountain Areas Conservancy ProjectEducation and awareness (2.)monitoring & evaluation (3.)Community capacity and organisation.... planning and management (1.)Village eco-development (4.)Sustainable resource uses and livelihoods (5.)Financing mechanism (7.)Development of Government capacity policies, co-management systems, regulations (6.)Establishment of Co-Management of four pilot Conservancies Pakistan Mountain Areas Initiative Strategic Partnership Evaluation Project Execution and Implementation Arrangements Description The execution and implementation arrangements for the MACP are summarised in the diagram below, and are largely based on the model established during the PRIF phase. MACP is nationally executed by the Government of Pakistan, with overall responsibilities vested in the Ministry of Environment. In line with UNDP policies and procedures, the Executing Agency is entrusted with co-ordination of the project, assuming ultimate responsibility for the achievement of project objectives. In consultation with UNDP, the Executing Agency appoints a National Project Director as the focal point responsible for liaising with UNDP and the Implementing Agent, overall oversight of the project, ensuring overall accountability to UNDP through a Project Steering Committee (PSC), co-ordination with other government line agencies, and reporting. Diagrammatic Overview of Implementation Arrangements  The Project Steering Committee has been established to provide policy guidance to the project and monitor progress and performance. The PSC facilitates inter-agency co-ordination of the project at the national level, provides avenues for maintaining inter-provincial linkages, and ensures that the lessons learned from implementation of the project are integrated into Pakistans overall conservation programme. Project Management Committees (PMCs) have also been formed in NWFP and NA to supervise project implementation, ensure that project targets are met, and monitor on-the-ground impacts. The NPD, the National Project Manager (NPM) and a UNDP representative are members of both PMCs. The Project is implemented by ϲʿֱֳ Pakistan, working with the NWFP Department of Forestry, Wildlife and Fisheries, the newly restructured NA Forests, Parks and Wildlife Department, and partner NGOs. As the designated implementing agent, ϲʿֱֳ is accountable to the Project Steering Committee and UNDP for the quality, timeliness and effectiveness of the services it provides, activities it implements, and the project funds it receives. The implementing agent has appointed a National Project Manager (NPM) who is responsible for organisation and management of project activities to produce outputs, provision of technical assistance for project implementation, co-ordination and supervision of project personnel, and reporting. Regional Project Managers (RPMs) based in NA and NWFP assist the NPM in these tasks. The NPM is based at ϲʿֱֳ Islamabad to maintain linkages with the national Executing Agency, UNDP and partner organisations. Regional Project Offices, headed by the RPMs, are established in Gilgit, NA, and Chitral, NWFP, serving as the operational base for project activities in each region. In order to co-ordinate community organisation and planning activities at the site level, six Field Units have been established in the Conservancies. Project staff totals 57, equally distributed between NWFP and NAs. Main Findings and Lessons Learned The red thread that runs through all aspects of project management and implementation arrangements is the tension between the Executing Agency both at federal and provincial level and the Implementing Agent, ϲʿֱֳ Pakistan. Compared with two other large-scale ICDPs currently under implementation, the GEF-World Bank Protected Areas Management Project (PAMP) and the EU-financed Palas Conservation and Development Project (PCDP), MACPs implementation by an NGO is unusual. Both PAMP and PCDP use conservation NGOs only for technical inputs, leaving the overall control to government agencies. This tension, if not mistrust, has affected the implementation of the project in various ways. First, government is asserting its authority through the PSC, PMCs and the NPD, often considerably delaying project implementation. For example, annual work plans were held up in the PSC twice for several months. Second, there is not a close partnership between the Project team and the regional administrations, where the direct participation of government staff in Project activities and capacity building exercises appears to be awkward and likely to be blocked by senior officials, rather than taking place automatically and comprehensively. Another tension affecting implementation negatively is the unclear delineation between ϲʿֱֳ Pakistan and the Project, MACP. ϲʿֱֳ senior management maintains the approval authority for the majority of disbursements, leaving the NPM and staff with limited authority and power. This situation has helped to reinforce bad feelings on the part of government, which sees MACP primarily benefiting ϲʿֱֳ. Ironically, another implementation arrangement faces the inverse problem, with delineation too rigid between the MAC Project and the overall MAC approach. This is the case for the implementation of Output 2, sub-contracted to WWF Pakistan. WWF not only manages the MACP component but has also been funded by the EU to implement an environmental education support project for MACP. Insistence on separate administration and financing of the two projects has become a stumbling block for effective and efficient management of that component. MACP has suffered from staff turnover, most importantly in the post of CTA/ NPM. In addition, the position of RPM for Northern Areas has still not been filled. Finally, the staff and skill mix of MACP are biased towards Outputs 1 to 3, with no staff dealing with the major challenges of Outputs 4 to 7. Short-term consultancies cannot fill the gap of qualified project staff for such issues as enterprise development, natural resources law or business administration. The MTE mission also concluded that efforts need to be increased to ensure an appropriate gender balance among project staff. One of the main challenges of the project is to reach out to women and ensure their participation in conservation and development planning and in the implementation of sustainable income-generating activities. This is best achieved through qualified female staff. At the same time, MACP needs to address concerns among some communities that the project staff are outsiders. This is linked to the question of the location of field offices. In Gojal Conservancy, for example, communities are adamant about re-locating the Hunza Field Office to Sust. See also the Gender Evaluation section below. The issue of office location has been specifically raised in NWFP, where staff advocate relocating the Regional Office from Chitral to Mingora, with the argument that bad road and air connections with Chitral hamper the efficiency of work. The MTE has been asked to review this issue. Last but not least, all the above issues seem to have instilled Project management with a relatively passive attitude towards emerging issues. A general feeling of disempowerment at various levels has prevented the adoption of dynamic adaptive management approaches that could have addressed problems earlier and more decisively. A critical review of project management arrangements produces the following lessons: The essential purpose of the MAC Project as a mechanism for facilitating engagement of local communities and government in a new co-management system for Mountain Conservancies has not been grasped and accepted by the main stakeholders. The role required of government in the establishment and management of the Conservancies proposed under MACP has not been considered and spelt out clearly. As a consequence, government is overly concerned about controlling the Project and is not engaged adequately in making full use of the Project. The same holds true for the separation of project staff from their organizations. In case of too close an overlap between project and non-project issues, the independence and credibility of project staff as facilitators is undermined. Project implementation institutions must ensure a balance of power between stakeholders. The predominance of one actor can lead to resentment and sometimes obstruction. In complex projects such as MACP, the authority and responsibilities of the various implementation mechanisms need to be well defined and delineated. Every effort should be made to streamline project components funded by different donors or implemented by different organizations. Otherwise, the duplication of administrative burdens distracts from the unity of substantive tasks. A well-balanced staff mix is critical in achieving the diverse objectives and outputs of a multi-dimensional project like MACP. Recommendations Project Governance: Creative and innovative mechanisms need to be devised and implemented to facilitate greater government engagement in and use of the Project, but also to allow the Project to be implemented more dynamically and flexibly. The following adjustments are recommended: The Tri-Partite Review body comprising UNDP, Government of Pakistan and Implementing Agency, ϲʿֱֳ should serve as the MACP Executive Management Committee (EMC), and exercise its responsibility for directing and supervising Project implementation, reviewing progress, approving and amending work plans and budgets. A senior representative from NA and NWFP governments and from WWF as co-implementing agency should be added to the TPR. Project management should serve as the secretariat to the TPR. The PSC and PMCs should concentrate on coordination and steering the overall Mountain Areas Conservancy Initiative, using their broad membership to forge partnerships between the major stakeholders and serve their common objectives. These go beyond the MAC Project, and include responsibility for preparing and coordinating a broad MAC strategy, overseeing establishment and operation of the proposed MAC Fund, and coordinating contributions from other projects. The PSC and PMCs should operate in concert as a linked body, with an integrated schedule and agenda so that there is no duplication of effort. The capacity of the three administrations (Federal, NWFP, NAs) to engage in the establishment and management of Mountain Areas Conservancies should be strengthened by three new designated positions: a Conservancy Programme Coordinator to assist the DG Environment/ NPD in Islamabad, plus two MAC Programme Managers in NWFP and NA administrations. These offices would be responsible for steering the overall MAC Initiative, coordinating the engagement of government agencies in the MACP, and organising a comprehensive government institutional review and reform process (see Output 6. below). The Project should be attached to these government MAC Programme Offices, so that it continues to operate as a distinct project with dedicated resources, but from within the government administration. The NPM, RPMs, their staff and resources would operate as an autonomous unit, implementing the agreed Project plan under the auspices of the respective heads of the three administrations but under the direction of the EMC/ TPR. The District Conservation Committees (DCCs) set up in the Project areas should be strengthened and authorised to serve as the immediate governing bodies for the proposed Conservancies, and a major link between the MACP, local communities and government. MACP should create more opportunities and incentives for government staff to participate actively in project activities, including implementing village development projects and engagement as resource persons in community planning and development of SRU projects. MACP needs to be more decentralized in terms of approval procedures and financial arrangements with more authority delegated to the NPM, RPMs and field staff. This would help to dispel the perception of MACP as an ϲʿֱֳ affair and encourage more creative and bottom-up solutions. MACP and the WWF component and project should undertake a strategic staffing review as soon as possible in light of identified skill deficiencies and human resource gaps. This should be followed by a re-allocation of resources to achieve a balanced staff profile. To counter resource constraints, MACP should make every effort to employ the skills developed in VCCs and local communities through increased use of community motivators and inter-valley exchanges. Project Administration Given the delays in start up and slow progress with some components, the Project timeline should be extended by 6-12 months. MACP should review its arrangements with sub-contractors and partners, and ensure that different policies, rules and regulations are harmonized to avoid complicated, inequitable and contradictory procedures such as travel and financial management. The Project Management and EMC should decide on the question of relocation of NWFP Regional Office from Chitral to Mingora, using criteria of how best to serve the purpose of the Project. Staff from the Hunza Field Office should be seconded for longer periods or wholly to the newly formed Gojal Conservation and Development Organization. Project staff should be contracted for periods of 3 years renewable, rather than 1 year. Project management should confirm as soon as possible the appointment of the RPM for NA, taking into account the important contributions made by the current Acting RPM. Evaluation Project Budget and Expenditure Description and Main Findings The MACP is financed with a total of $ 10.35 million from the GEF, UNDP TRAC, and Government, as indicated in the Financial Summary table compiled below by the MTE mission from records provided. MACP Financial Summary BUDGETEXPENDITURE 1999 - 2003BALANCE 2004 - 06ITEMGEFTRACGoP% of TotalGEFTRACGoP% of BudgetGEFTRACGoP% of BudgetProject Mgt. & Operation3,559342,001561,55944OutputsO.1 Community organisation51852324528655O.2 Education & Awareness61464026521235O.3 Monitoring & Evaluation44042535718743O.4 Infra./ Development0250203313021787O.5 Sust.Livelihoods (SRU)59493727561493193151O.6 Policy/ Legal Support105163604240O.7 MACF Mechanism 1,60675075030270011,57975075099O.7 VCF Mechanism 3724661830682 Agency Support Costs66435743019642331636 TOTALS $x,000 8,1001,50075010,3501003,68317903,862374,2691,3207506,33961 Budget: Examination of the budget indicates that the bulk of funds are allocated to (a) resourcing and operating the Project over 7 years (34%) and (b) establishing an endowment fund (30%) to contribute to the costs of managing the proposed Conservancies in the long-term. 7% of the budget is to cover the overhead and Project servicing costs of the implementing agency. Relatively small amounts of funds are intended to be spent directly in or by local communities, i.e. on Output 1, 2, 4 and 5; a total of $ 2 million (just 19% of the budget) is to be disbursed among over 500 villages over 7 years. Over half of this amount, $ 1.1 million (11% of budget), is to be spent on the soft activities of community organisation, awareness raising, education and participatory planning. These education and awareness figures do not include the separate EU-WWF project funding for the same purpose, for which the mission did not obtain data. The community allocation also has $ 680,000 (7% of budget) available to develop demonstration SRU projects (Output 5.) but only $ 250,000 (2% of budget) earmarked for development of village and community infrastructure (Output 4.). The budget is unbalanced with respect to Output 4., because it was presumed that an additional $ 3-4 million would be forthcoming from other agencies and projects financing the required village development of productive infrastructure. This issue and options to rectify it are discussed further under Output 4. below. Expenditure: The expenditure pattern indicates clearly the emphasis placed by Project management in the first two years on community awareness, organisation and planning activities (56% of the budget has been spent), and the lack of progress with productive infrastructure in communities (just $33,000 or 13% of expenditure) and with establishing the Valley Conservation Funds ($ 66,000 or 18% of expenditure). The slow start to the Project, with little activity or expenditure in the first year, suggests that a one year extension to the timeline should be considered, in particular to allow sufficient progress to be made with establishing sustainable livelihood projects and conservation management in the participating valleys. However, the financial summary indicates that this may not be feasible, as the main Project support, management and activity expenditures have made up for the lost time, and are at or above the levels expected at this mid-stage of the project. Excluding the funds for capitalising the MACF, $ 3.8 million of the $ 7.2 million available (53%) have been spent in the first half of the Project. Recommendations The MTE mission recommends that Project management should review and, subject to the approval of the EMC/ TPR, formally re-allocate the remaining funds across the budget for the period 2004 to 2007, taking into account the following needs and options: It is desirable to extend Project duration by 6 months to one year. More funds should be allocated to component Outputs 4 and 5. It is suggested that around $ 1,000,000 should be available for this purpose, roughly double the current budget remaining for these Outputs. Efforts should be made to reduce the high levels of expenditure by the Project on Project management. Over the first half of the Project, just under 60% of actual expenditure has been on Project management (i.e. not counting the implementing agencys overhead and service costs). The costs of Community organisation and planning, Education and awareness, Monitoring and Evaluation should be reduced by combining the activities under these components. The combination of functions should enable the social mobilisation/ community organisation work to be continued for the life of the Project, including the proposed extension. This streamlining may mean taking on no additional communities to those to which the Project has already made a commitment. A significant proportion of Output 2. funds (GEF and EU funds) should be allocated to village development initiatives delivering education and awareness outcomes indirectly (Output 4.). Sufficient funds should be allocated to component Output 6. to support a Conservancy Programme Office(r) in each of the three lead government agencies (GoP, NWFP, NAs). Fund a comprehensive institutional review and reform process by government (see Output 6. below). The rate of payment of Agency Support Costs should be reduced, to ensure that funds are available to the implementing agency for the whole period, including the suggested extension of 6-12 months. The rate appears to have been an excessive 12% of total expenditure over the first half of the Project. Consideration should be given to removing the MACF capital costs from the equation, as the costs incurred by the implementing agency in servicing this activity will be slight. The capital financing of the proposed MACF and VCFs should be carefully reviewed and revised, as recommended under Output 7. Evaluation Project Performance Component Output 1. Community Organisation & Planning Institutional and human capacity of community level organisations to conserve biological diversity...; planning and management structures...community participatory planning womens involvement VCCs and DCCs VCPs and CMPs Description MACPs purpose is to establish extensive areas of Pakistans northern mountainous region as Conservancies in which local people will collectively manage their natural resources for conservation. The Projects planned Output 1. is community engagement, capacity building and organisation to participate in managing the new Conservancies. The proposed Conservancies encompass a total of over 16,000 sq.kms of remote high valleys and watersheds. Approximately 150,000 people live in 500+ villages and hamlets within the four Conservancy boundaries, 10% of the population of the Mountain Areas region as a whole. A multiple-use and community-based approach to conservation is to be devised, tested and demonstrated through the Project. The Project has established 6 small Field Units to serve the four Conservancies, each comprising a social mobiliser, educator and conservation planner, contacting local communities and systematically engaging them in a process of mobilisation, awareness-raising, formation of community organisations and participation in planning. The approach and methodology are based on the experiences gained in the PRIF phase as well as from other ICDPs in many other parts of the world over the past decade or so. The process involves efforts to involve community civic and religious leaders, members of jirga, village elders, women and youth, to use existing community organisations wherever possible, and to organise exchanges of ideas and experiences by cross-visits between villages and valleys. The Project marks progress in a community by a series of milestones, including initial dialogue, Resource and Needs Assessments (RNA), formation of village and womens groups, appointment by the villages in a valley of a Valley Conservation Committee (VCC), compilation of a Valley Conservation Plan (VCP) and establishment of a Valley Conservation Fund (VCF). Throughout the process, villagers able and interested to work as motivators in their communities or farther afield, or as specialists such as wildlife guides, are identified and recruited by the Project to continue and extend the organising and planning effort. Main Findings and Lessons This component of community organisation and communal decision-making about local natural resources forms the centre of MACP, and it is appropriate that most of the Projects efforts over the past three years have gone into facilitating such activities. Considerable progress appears to have been made. The MACP Field Units are dedicated, dynamic professionals who are working hard under challenging conditions to introduce the concepts of community-based conservation to the villages within the proposed Conservancies. This has been helped by the prior involvement of many of the villages in other assistance programmes, notably those supported by the Aga Khan Development Network (AKDN). The Annual Project Report for 2002 indicates that over 20 valley-level organisations had been formed and made solid progress in preparing conservation plans and setting up VCFs. In addition, the Project had entered and initiated dialogue with a further 20+ valley communities that year. The Project Field Units report that they have continued the process of initiating discussions with new communities in 2003, as well as servicing the needs of VCCs formed previously. Strengths of the Projects work under this key component to date include the following: the commitment, enthusiasm and resourcefulness shown by the participating community groups; the care and caution of the Field teams, using Terms of Participation agreements (ToP) to explain the commitment of each party, avoid raising unrealistic expectations, and facilitate democratic community institutions; efforts to engage with key community members such as religious leaders, elders, womens groups; enrolment of villagers in the process, as facilitators, motivators and specialists, supplementing the Project staffs inputs; re-introduction of traditional resource use practices; inter-village and inter-Conservancy exchange visits; and linking of community decisions with government, through DCC endorsement of VCPs. Progress has been more difficult, complex and slow than had been anticipated. The work done during the PRIF phase and earlier institution building work of the AKRSP have both proved of less value than had been thought, in view of the small number of PRIF sites, the limited scope of AKRSPs process, delays in MACP being able to follow-up on earlier developments, and so on. The plan for MACP was to have largely completed the community mobilisation work by the mid-term, but it is clear that it will need to continue for the life of the Project. Project entry, social mobilisation and participatory planning have been hindered in many cases by suspicion and unease within communities, conflicts within and between neighbouring communities, antagonism with religious leaders, and lack of interest in what the Project is promoting. Communities who have problems with their natural resources tend to be more motivated than those who perceive they have no problems and those who consider their resources to be already irrevocably damaged. Women have had limited involvement in the communal planning process in the majority of sites, but have made an important contribution where they have been allowed to. Womens organisations, sub-committees to VCCs and womens VCFs have been supported by the Project at a number of sites. Communities seem to have a reasonable understanding of the MACP and its purpose, but there is considerable frustration that the Project offers villagers little support, other than for resource assessments and wildlife surveys. Project staff have not been able to offer any follow-up, in the absence of the anticipated partners. Inevitably, communities priorities are to meet their basic needs clean water, health services, fuel, income generation, education before becoming too concerned about wildlife protection. The Project needs to have a clear strategy for responding to these demands, essentially by strengthening component Outputs 4 and 5. One impression gained by the mission is that the Project is tending to impose a standard recipe on participating communities. This is understandable, given the pressure on the Project staff to cover the ground and get results within the given time-frame. However, it is inappropriate and unnecessary to try to limit the way in which a group of local people organise themselves to increase their common understanding and make collective decisions about their shared situation. The Project should be supporting a diversity of types of VCCs and VCPs, and should be encouraging local people to formulate and share their own ideas about conservation and development. Such a flexible and participatory approach is likely to be more effective and fruitful in the long term. Some progress appears to have been made towards the higher level objective of establishing the proposed Conservancies, including facilitating formation of larger cluster organisations, such as the Gojal Association. An important development has been the formation of District Conservation Committees (DCC), which has been facilitated by the Project. The 6 DCCs have played an active part in ratifying and legitimising the decisions made by VCCs in their VCPs. The DCCs are headed by the District Nazim (NWFP) or Deputy Commissioner (NAs) and provide a significant link between the local community organisations and government. More needs to be done in this regard, towards devising and piloting a co-management system for the proposed Conservancies. In a way, the Project is trying to achieve too much under this component. There does not seem to be a clear strategy to which Project management and staff can refer, other than the simple notion of getting all villages and valley communities in the proposed Conservancies to form VCCs, VCPs and VCFs. This is not realistic or useful. Comprehensive plans for all participating valleys cannot be completed, let alone achieve implementation of major parts of those plans within a few years. It would be sufficient for the Project to facilitate a range of pilots, in each of the four Conservancies, which demonstrate a mechanism by which local communities can take on functions of co-managing the proposed Conservancies. Recommendations Project management must focus more clearly and strategically on their Immediate Objective: by 2006, co-management regimes should have been established for the four pilot Conservancies. The essential task under component 1 is to devise and demonstrate a satisfactory (feasible, affordable, sustainable-beyond-the Project) mechanism for local community co-management of the Conservancies. In 2004, the Project should confirm for itself and the major stakeholders the strategy to be followed to establish co-management of the four proposed Conservancies. What will co-management of a Conservancy need to look like? How will the Project assist the appropriate community and government institutions to develop their respective roles and form the co-management system? The mechanism and scope of VCPs should be reviewed. Important considerations are that (a) it must be owned by the local community, reflecting their aspirations and issues, and serving their needs; (b) it must be comprehensive in scope encompassing the elements listed below; and (c) it should be a communal planning and decision-making framework, and a continuing process; it should not try to be a complete master plan or blue-print. Recommended Scope of the VCP planning & management framework Wildlife, habitat and environment protectionWildlife, habitat and environment restoration, recovery and enhancementManagement of natural resource usesVillage and community development; infrastructure and servicesSustainable livelihoods and enterprises development The Project must continue to develop its methods to improve genuine community participation, including adequate provision for the perspectives of women, youth, men, local residents and absent stakeholders to be incorporated. Further co-option of village women, youth groups and elders as ancillary members of the Project Field Units should be considered. In each Project area, the community should demarcate and map the tenure and use rights patterns over resources and the genealogical history of these patterns. Efforts should continue to resolve any outstanding conflicts and questions over ownerships and use rights, including with government (see also Output 6. also). Efforts must be strengthened to enable other agencies, especially development assistance organisations, to contribute support to the communities participating in MACP, using the same participatory planning process, and taking into consideration the communitys conservation as well as development objectives (see also Output 4. and 5.). The Project partners should consider sending a small group of stakeholder representatives on a study tour of an established, comparable conservation management system (such as the UK National Park system and/ or another European country); component 2. could support such a learning exercise. An independent academic study should be commissioned from a suitable national institute of the motivations and social dynamics that underlie the community participation and institutional development that are occurring under the MACP. Component Output 2. Education and Awareness Conservation values... imparted to local communities through a well-targeted education and awareness drive, with... sharing of information and experiences among villagersvillage forums discussing conservation issues conservation education in schools village exchange visits local media coverage Description Component 2. is a programme of education and awareness-raising activities aimed at participating village and valley communities. It includes also the task of communicating information about the Project, concept, approach, methods, activities, results, impacts and lessons to wider audiences. Implementation of the component has been sub-contracted to the conservation organisation WWF Pakistan. In addition, WWF has secured funding from the European Union to implement a parallel environmental education project in support of the MACP. To organise delivery, education staff have been appointed to each MACP Field Unit and the two Regional offices. Main Findings and Lessons The Project has produced an impressive array of information, educational and promotional materials and has supported a busy programme of activities in participating villages and valleys. The work seems to be implemented diligently and to high professional standards, guided by a strategic plan prepared by the Project. The Project is using a multi-pronged approach to disseminate informative materials on biodiversity conservation, environmental management, ecology and sustainable use themes - fact sheets, brochures, wall-charts and posters on mountain flora and fauna, trophy hunting, poaching, deforestation, over-grazing of pastures, solid waste management, tourism, and so on. One focus is on building the resources, skills and knowledge of teachers in village schools through training of teacher Master Trainers. Other activities include organisation of village Youth Forums, training youth leaders in natural resource management, promoting School nature clubs and participation in World...Days, debates, drawing and essay competitions, walks etc.. Conservation awareness workshops are held with VCC members, elders and government officials, village men and, to a lesser extent, women; exchange visits are organised between villages and valleys. A useful effort has been made to reach out specifically to religious leaders, including compilation of a book on Conservation and Islam. The Project is also actively using local public media, with press releases, feature articles in local newspapers, promotional videos and radio broadcasts in local languages. The Project itself is promoted widely in Pakistan, with the MACP logo and attractive natural images displayed in many government offices and tourist venues. The MTE mission considers the range and quality of materials produced under this component to be impressive and effective in giving MACP a reasonably high profile. The main question raised by the mission concerns whether the E&A component is effectively integrated with and serving the central purpose of the Project, namely building the capacities of local communities and local government to co-manage the establishment and long-term operation of multiple-use Conservancies in the Mountain Areas region of Pakistan. The E&A products reinforce the perception that MACP is a wildlife conservation project; they provide little assistance to the building of skills in group processes, negotiation, planning, management, economics, governance, law, and so on. The impression gained by the mission is that the E&A programme is focused to too great an extent on purveying conventional Western ideas about nature conservation, on marketing conservation, and using sophisticated means to do so. Materials are predominantly written in Urdu and English rather than local languages. The mission concluded that the E&A component, like other parts of the Project, should be more participatory: rather than introducing ideas and presuming to impart conservation values from outside by various means, the Project should be doing more to enable local people to explore, express and share their own ideas about conservation and development, and the history of these ideas and their changing values, needs and priorities. They should be enabled to do this exploration and sharing in all manner of ways, in local languages, social groups, times and venues, to suit themselves. The Projects task is to facilitate such processes and help to exchange the ideas which arise. Importantly, this exploration and sharing of ideas locally, should be an integral part of the community organisation and communal planning effort (component 1.). One apparent difficulty with using E&A activities to serve the purposes of components 1, 4, 5, 6 and 7, is that E&A is managed and administered as a discrete component. The funds do not even flow via the main implementing agency. The E&A staff follow different operating procedures from the rest of the staff, and have one line of management and reporting for the GEF-funded E&A and another for the WWF EU-funded E&A. There has been no apparent attempt to evaluate the effectiveness of the E&A work, apart from the level of recognition of MACP among the main audiences. There has been no baseline established nor subsequent monitoring of changes in attitude or behaviour among Project participants. Recommendations The separate management and administration rules for the two E&A projects should be removed by ϲʿֱֳ and WWF, and all E&A activity directed towards serving the substantial Project components 1, 4, 5, 6 and 7. There should not be separate education field staff (nor planners and social mobilisers); members of field units should be multi-skilled and multi-tasked. The main difference between members of each team is that some should be men and some should be women; Project field staff must include enough women to work with village women on all aspects of social mobilisation, education, training, institutional development and planning. The focus on schools as one part of the programme should be maintained. Further efforts should be made to link the MACP education work with government education departments and programmes, to enable them to maintain the programme beyond the Project. Where necessary Project funds should be used to meet the basic needs of students and teachers to work together in both classroom and field settings; for example, environment messages can be conveyed in teaching literacy and the 3Rs, in the provision of writing materials and in construction of school rooms and of simple outdoor education facilities (for example, a school orchard, a stream monitoring station). The Project should deliberately try to enable local people to develop their own information materials, in their own languages and working environments. This should include doing more to enable traditional law, lore, beliefs, practices and history to be re-kindled and shared. The Project should explore the possibility of making more use of local public radio and, if feasible, internet e-mail, as means of communications among communities and local government offices for management operations across Conservancies. Component Output 3. Monitoring & Evaluation A system for monitoring and evaluating project impacts including ecological and socio-economic outcomes...M&E systems, surveys, case studies, training Description The Project design specified that a system would be established for monitoring and evaluating project impacts. This was to cover (3.1) the status of a number of key species and habitats; (3.2) the performance of the project (including community monitoring of natural resources and their uses; (3.3) degree of compliance with management rules introduced; and (3.4) lessons learned during Project implementation. Main Findings and Lessons It is unusual to specify an M&E system as a distinct project output. Presumably the intention during the design of the MACP was to highlight the importance of having a comprehensive and effective system in place. However, it is preferable, in terms of clarity and rigour, to design M&E as an integral part of the Project, not for it to be treated as somehow separate. For MACP, distinction should be made between M&E of Project performance and of consequent impacts of the Project on the social, economic, environmental and biological factors prevailing in the target areas. The objective of Project performance M&E is an efficient and effective project: a set of appropriate indicators need to be devised, concerning, for example, the Projects governance mechanisms, administration, human resources, reporting, M&E, partnership formation and so on, which have not yet been made explicit. On the other hand, the objectives of Project impact M&E concern the external impacts that are being sought through Project activities, under the substantial Outputs 1, (2), 4, 5, 6, 7. Following this approach, the Projects Logical Framework provides the main tool for M&E. There are 5 or 6 substantial component Outputs planned, each with indicators of performance specified. The M&E system needs to track each of these indicators. Project management has established efficient routine monitoring of Project activities and administration, leading to the distribution of regular substantial progress reports. However, the planned results and impacts of Project activities and indicators of performance have not been clearly developed, making it difficult to evaluate the effectiveness of activities carried out and progress made. As a consequence, stakeholders are kept well-informed about the considerable amount of Project activity but are not able to assess whether or not it is enough, on track and successful. Equally important, it is difficult for management to be adaptive if progress towards planned results is not monitored adequately. The Projects governance and management bodies do not seem to be making adequate use of the Logical Framework as the summary plan of Project interventions and as the overall matrix for monitoring progress. It is good practice to periodically review, up-date, amend as necessary and re-affirm the Logical Framework as the overall plan for the project. The LF can be used as the structure for annual reporting to the projects management team and governing body. The LF may be linked to an outputs budget (which for the MACP needs to be developed beyond the simple indicative Outputs budget in the Project Document) to facilitate monitoring of the projects financial performance. Project management reported in 2000 that the main indicators nominated for the Immediate Objective are not able to be operationalised and have developed a new more useful set of indicators. The indicators in some other parts of the MACP Logical Framework also need to be revised. But as noted above, the substantial objectives of the seven main components have not been stated clearly in the Logical Framework either. The objective for this M&E component is stated as an M&E system established, which is of little use to guide implementation. Funds are allocated to this components budget for a substantial amount of biological monitoring, including wildlife surveys and habitats observations and mapping. Few baseline (before intervention) data have been collated for the Project. These are essential for the managers and stakeholders to start to know whether the Project has helped to change, inter alia, the management capacities of government agencies, the social cohesion within communities, literacy or skills of participants, the conservation values of villagers, the wealth and health of local people, and their resource security. Project studies have tended to be on the status of wildlife populations and natural resources. Recommendations The Logical Framework should be revised following the MTE, reviewed annually and used as the overall Project plan for guiding management and routine monitoring. Clearer objectives and indicators should be devised for the integrated set of components and planned outputs. M&E should be made into a cross-cutting Project function, part of each component. There should be regular (annual) reviews of progress towards the middle and higher level objectives, leading to regular adjustments in the Projects management settings and planned activities. As far as possible, monitoring should be participatory. This applies to the Project staff, who should be self-monitoring their activities, results and wider impacts as part of routine recording and reporting. It also applies to research, assessment and survey activities carried out under the Project. The principle should be that the people who need the information to properly plan and manage their activities should also be the ones who gather and hold the information. This means enabling local community organisations and government agencies to carry out and learn from the research and surveys, not the Project or implementing agency. In the absence of baseline data, each substantial Project activity should be preceded by an assessment of the status of whatever social, economic, ecological or managerial factors are intended to be influenced by the activity, and comparative assessments should be made following the activity. This will enable Project executants to learn which activities are effective in producing the required results and are therefore worth repeating or extending. Component Output 4. Village Eco-Development Development agencies and communities will be targeting financial and human resources towards village eco-development in the ConservanciesVCPs include eco-developments village specialist training increased fodder production increased tree plantations decrease in livestock on high pastures Description Output 4, together with Output 5, covers the development component of MACP in line with the precepts and concepts of integrated conservation and development projects (ICDPs). The distinction between the two components is that 4. is concerned with community development and infrastructure, while 5. is concerned with sustainable livelihoods and income generation based on sustainable uses of natural resources. The plan under component 4. was for other agencies to form complementary partnerships with the MACP, and provide communities participating in the MACP with village development schemes. The schemes were to be planned as part of the VCP process, and the added role of the Project was to ensure that developments were ecologically-sound and contributed to conservation objectives. Just under $5 million financing was indicated for Output 4. in the Project document, all but $125,000 being from non-GEF sources. The document refers to these envisaged partner programmes as a sizeable baseline of sustainable development interventions, to which the project will provide a conservation overlay. The types of eco-developments envisaged in the Project document included infrastructure such as irrigation schemes, demonstration of more efficient and sustainable agricultural techniques, support for social forestry, other sustainable livelihood initiatives and village eco-enterprises. Main Findings and Lessons Learned A summary of progress prepared by Project management for the MTE highlights some of the achievements made towards this output. In the first two years of the project, emphasis was given to the signing of MoUs with partner organizations, notably AKRSP. These MoUs provide a policy framework for co-operation but do not contain commitments in terms of joint programming or resource allocations. In addition to the MoUs, partner staff participated jointly with Project staff formally and informally - in the preparation of VCPs. This made it possible to draw on the rich experiences of AKRSP and others in the area of social mobilization and participatory planning. In 2002, a number of small-scale infrastructure projects were initiated in two valleys of NWFP, and this year another MoU was signed with the Malakand Rural Development Project (MRDP), which builds on already existing informal contacts. Beyond these activities, little progress has been made towards achieving Output 4. With regard to the mainstreaming of conservation issues into development schemes, there is no hard evidence that other development assistance agencies have been internalising the approaches championed by MACP. Not even the planned strategy of focused training for partner staff did materialise, according to the Annual Project Report for 2002. As far as the delivery of eco-development projects is concerned, the mission saw very little progress for this sub-output. While not explicitly mentioned in the project document, partnerships include, importantly, the various arms of government. Again, apart from some site-specific co-operative activities and MoUs, there is no strategic collaboration between the MACP and different government authorities. The mission also did not encounter any signs to suggest that activities towards Output 4 will pick up in the second half of the project. On the contrary, the main potential partner, AKRSP, has shifted its strategy from the actual delivery of infrastructure projects to more upstream interventions. Output 4 must, if nothing else, be considered awkward. The language suggests that MACP has the authority and control over the programming and resources of potential partners. It is unclear how the Project is to operationalise village eco-development. The performance indicators developed for Output 4 cover only some aspects of the objectives. For example, there is no indicator to measure the progress towards sensitisation of development partners to conservation issues. The MTE mission considers it a major issue for MACP that this component has not eventuated as intended. The Project will fail to achieve this critical output without a drastic re-orientation of efforts and resources. The failure to provide communities with resources or assistance in the acquisition of development interventions has the potential to jeopardize achievements made under other outputs. Particularly in those communities where conservation activities are not being translated into short-term economic benefits, such as through trophy hunting, it remains doubtful that the VCCs will maintain their momentum gained in the VCP exercises. Many VCPs are not limited to pure conservation activities but contain sustainable use and development projects. Where and when resources are not available to implement those activities, frustrations will develop and are likely to undo the social capital built up through the social mobilization and participatory planning. This scenario is further aggravated in those communities where the conservation activities advocated by MACP actually lead to restrictions in resource use. The most widespread and obvious case is fuelwood use. Many VCPs stipulate bans and controls on logging and even the use of fallen wood. While these plans might contain provisions for alternative sources of energy, the implementation of these goals is not being promoted or facilitated by MACP. The mission concludes that the Projects over-reliance on partners represents a major design flaw. Not only did it underestimate the risk of changes in partner strategies but it also espoused false optimism with regard to potential synergies with partners. This point is best illustrated with the example of AKRSP. Their model of social mobilization has formed the basis for the PRIF phase and MACP proper. However, more thorough analysis shows that from the beginning a number of structural obstacles to an effective partnership existed: first, AKRSP focused primarily on private lands below the irrigation channel and on Ismaili communities. Second, it only worked in 6 out of MACPs 22 valleys in NWFP. Third, the boundaries of MACP valleys and proposed Conservancies do not correspond to the units in which AKRSP works. Hence, the projects partnership strategy can only be described as irrational exuberance. The same holds true for other partners. With the exception of well-defined relationships such as with WWF implementing Output 2, the various MoUs did not move beyond some fairly abstract declarations of intent without firm commitments. This does not come as a surprise, as many donor agencies and projects operate under fairly rigid conditions and procedures, which often do not allow for the necessary flexibility to adjust and adapt to other initiatives such as MACP. Again, a more realistic assessment of opportunities and constraints would have allowed embarking on focused and prioritised partnership strategies. The shortcomings in the mobilization of partner resources are further aggravated by the insufficient resources allocated to the Village Conservation Funds (see Output 7). Only those communities that benefit from trophy hunting can reasonably expect to make any progress in meeting basic development needs. MACP has also had a difficult time in forging effective and synergistic relationships with government departments and agencies. Missed opportunities have been apparent throughout the MTE. In particular, little effort has been invested in reaching out to non-NRM government agencies such as public works, health, finance, planning, etc. The main reason for this disconnect is lack of engagement by government in the Project, which has been addressed in this report under component 6. Several lessons can be drawn from the design and implementation of Output 4: If a project is designed as an ICDP, it is critical that the incentive structure is sound. Project resources and hard commitments by partners should form the bulk of the development component. It is difficult to separate conservation and development issues in community-based NRM and planning. For resource-reliant communities, the lynchpin is sustainable use to enhance their livelihoods. MoUs and informal contacts cannot substitute for strategic and institutionalised partnerships. From the initial stages of MACP conception and design, partnerships should have been confirmed and the MACP should have been planned jointly by the partners as their joint programme. It is paramount that realistic risk assessments are conducted to identify and evaluate the likelihood and scope of external factors that can hamper project success. These assessments should be accompanied by alternative strategies. Where circumstances change, the project must use a portfolio of adaptive management measures to address the critical changes in a timely and decisive manner. Recommendations MACP must devise a solid strategy for achieving planned Output 4. and implement this strategy in each of the communities it seeks to have participating in the programme. The strategy must recognise that it is not feasible for the Project itself to simply provide improved supplies of water, fuel and food: the strategy must be to enable each community to develop the improved supplies, through engagement in other development assistance and self-help schemes. MACP can assist each community to identify and plan how to meet its priority development needs (in ways that are culturally appropriate, financially feasible and ecologically sustainable) and to access any outside assistance that may be needed, from government and NGO partners. To turn Output 4 around in the second half of the project constitutes a major challenge for MACP. Only a concerted effort and re-engineering of the component will ensure that the achievements made under other outputs are not rendered obsolete. The mission has identified four broad options, which are not mutually exclusive. Option 1: In light of resource constraints, MACP acknowledges that it is not in a position to achieve the objectives originally envisaged in Output 4. As a result, it needs to transform this component from the actual delivery of development interventions into a more knowledge-based support role. This would be in line with the new AKRSP strategy, which targets community umbrella organizations through the brokerage and clearing of support services. In this scenario, the VCCs could become part of the CSO (Cluster Support Organisation) structure envisaged by AKRSP. This strategy has the advantage that VCCs would be more aligned with local government structures and their resources, as the AKRSP CSOs aim to tie in with Union Councils and the proposed Community Citizen Boards (CCBs). However, such an approach is dependent on overcoming the obstacles to an effective MACP- AKRSP partnership outlined above. In particular, the disjuncture between valleys and administrative units need to be addressed. Option 2: Acknowledging that the partnerships originally envisaged did not materialize, MACP must increase its efforts in terms of lobbying and fund-raising to attract new partners. A necessary condition for this approach is the recruitment of staff dedicated to this task. A new partnership strategy would consist of two parts: first, the traditional donor community should be approached with an emphasis on non-conservation activities. A logical partner is UNDP, which does have resources to address poverty-environment issues such as alternative rural energy. Second, non-traditional partners must be identified, particularly in the private sector. Many activities implemented by the communities provide significant benefits to outside industry, such as watershed protection and the tourism, agriculture, power and water industries; there may be room for soliciting contributions from industry associations or individual entrepreneurs for these services. Option 3: In order to make up for the shortfall of partner resources under Output 4, the MACF/ VCFs need to be reconfigured through increased capitalization or alternative designs. This approach is covered in more detail under Output 7. Option 4: MACP should engage in a prioritisation exercise in order to identify those valleys where the development needs are most stringent and critical to the success of conservation efforts. Such a needs assessment would result in a list of urgent interventions to be undertaken through a re-allocation of project resources from components 1 and 2 for instance and the targeted mobilization of partners. The mission feels that option 4 might be the most immediately actionable, while options 1 and 2 will only bear fruit after some time. Option 3 could be used within a year to address some priority resource gaps for communities. For all these options, it will be essential to have a forum that can provide a platform for information exchange and pragmatic decision-making. The District Conservation Committees (DCCs) could play such a role, particularly where they can broaden their mandate from conservation to sustainable development. The mission is encouraged by remarks from local government authorities in this regard. Component Output 5. Sustainable Resource Use & Livelihoods Enhanced knowledge base regarding sustainable resource use of biodiversity, applied to community development activities sustainable use trainings product marketing Management Plans for specific wild resources Description Component Output 5. is concerned with communities developing the range of sustainable resource use (SRU) activities that their members may undertake towards the objective of securing livelihoods and incomes from their resources. The Project Document stresses that this is to be a major focus of MACP, recognising the impoverished and under-developed state of local communities, their reliance on local resources for subsistence, the range of wild resources in the mountains and high valleys that have potential uses, and the need to enhance the value of these resources and enable local people to benefit from their harvest, as a means of offsetting the costs of conservation. Based on the results obtained during the PRIF phase, the Project design directs attention towards three options sports hunting of trophy animals, hunting of game birds and harvesting economically valuable wild plants. Development of tourism is also identified in the design. The strategy prescribed for the MACP is to develop a number (unspecified) of SRU-based demonstration projects: markhor and ibex hunting and possibly tourism are to be developed and demonstrated at selected sites in all four Conservancies; game bird hunting and wild plant harvesting in Nanga Parbat and Tirichmir; and morel mushroom marketing in Qashqar. The Project design places emphasis on ensuring that biological, social, legal and economic factors are taken into account during the testing and demonstrating of each type of SRU initiative. Main Findings and Lessons According to reports available to the MTE mission, reasonable progress has been made on some aspects of this component over the first three years of the project. Trophy hunting can be singled out as the closest to a success story. The Project has worked at several levels on this initiative: (a) it has strengthened the scientific basis for managing the hunting of selected big game species, markhor and ibex, as a sustainable business; (b) it has assisted government wildlife departments to develop the regulations and procedures for governing trophy hunting of these species as commercial community enterprises attracting national and international sports hunters; (c) it has assisted local communities to plan and prepare for operating trophy hunting as a business (for example with training in survey and monitoring of local populations of the game animals) and sharing the proceeds equitably; and (d) it has helped to promote the responsibly regulated industry among national and international hunting associations. As a result, in the last year, a small number of communities in the Project areas have received substantial sums from trophy hunting and have invested their portion of the revenue in their VCFs. There has also been a lot of activity around the commercial use of medicinal plants, centred on surveys by outside experts and provision of various training exercises to village groups in many of the valleys. Other avenues explored have been game bird hunting; eco-tourism; improved pasture and livestock management, including rotational grazing, hay-making and other techniques. The MTE mission gained the impression that the Project may not be giving this component sufficient, whole-hearted attention. There are no small business or community development specialists on the Project staff. Most are perhaps too conservation-oriented, thinking cautiously and bureaucratically, primarily about the need to place limits on any enterprise to ensure that it is ecologically sustainable. This is no way to stimulate a diverse range of successful commercial enterprises among communities in the Project areas. A greater emphasis should be placed on assisting local people to actually establish viable enterprises. This will require creative identification of options, business planning, credit financing, marketing. A systematic, strategic approach will be necessary for the Project to make sufficient progress with this component. The example of trophy hunting emphasises the complexities involved in establishing new community enterprises on sound economic, ecological, social-cultural and legal footings. A range of actions are required by a variety of players in order to achieve adequate results. The Project seems to have limited its inputs to organising training, which it is apparent does not meet the needs of communities. To be successful with a community enterprise development, Project staff and community participants will need to work dynamically and skilfully to a clear strategy, engaging relevant government agencies and additional partners as required to address specific aspects. For example the proposed plan for developing eco-tourism (Project Document output 5.4) is not adequate. It is focussed on the conventional aspects of marketing and enabling access by tourists. Only token attention is proposed to environmental, infrastructural, social and management costs that will be incurred by communities. A more comprehensive and rigorous approach is required. The design does not seem to link the assessment and planning needed under this Output 5 to that carried out under Output 1; as noted elsewhere, the design of separate components hinders the achievement of an integrated process. The Project design for this component 5 is a conventional non-participatory exercise done by outsiders on the local communities resources; the research, planning and development work that are envisaged prior to establishing SRU enterprises are being outsourced to experts. The MTE mission considers that it would be more effective and appropriate for the Project to enable community members to be involved in these activities as much as possible, by employing community-based participatory research and planning techniques, and using outside experts and government officers only as resource persons advising the community. This should be done clearly as a continuation of component 1. activities. Similarly, the mission considers it an error that this component is designed to be implemented directly by the Project, rather than the Project facilitating and supporting a genuine community-centred, participatory effort, and facilitating the engagement of government agencies in resolving legal and policy questions. The consequences of the current approach can be seen in the lack of ownership being shown by both community and government participants; the Project has retained ownership of both the problems and the possible solutions. Funding available for this component of community SRU enterprises is not straightforward; five funding sources are listed in the Project Document under Output 5, only two of which (GEF and UNDP) are in the budget available to Project management. Accessing the other funds necessitates organising a joint activity between MACP and another project being implemented by another agency and manager. Further, the MACP managers GEF funds are to be used to incorporate biodiversity concerns into enterprise development, leaving only the UNDP funds, which amount to just $100,000 and which are earmarked only for eco-tourism developments. Even presuming that all the co-financing identified in the design does materialise, there is inadequate provision in the MACP budget for component Output 5. This is highlighted by comparing the budgets for Output 1. and 5. Output 1. has $3 million available to establish village and valley organisations and facilitate participatory planning, but only $1 million is available for implementing any of the SRU ideas that arise in the planning process. Notwithstanding the strategy of financing only a limited number of SRU demonstration projects, the MTE mission considers that this imbalance is misguided. It is important to consider the whole MACP initiative from the local community perspective, i.e. villagers living under considerable hardship in the remote high valleys of the Mountain Areas. They cannot afford to spend time developing conservation plans without any promise of help for also securing a sustainable livelihood from the area. Funds and other assistance should be readily available from the Project directly or from an immediate, secured partner project to enable all communities participating in the MACP to initiate at least some of their SRU enterprise/ livelihood projects once they have planned them. It is clear to the MTE mission that the villages participating in MACP are considerably frustrated by the failure of the project to respond to their needs for assistance. This component of developing SRU enterprises and livelihoods is one of the three major motivators for community engagement in conservation activities. The other two are the development of adequate village infrastructure (Output 4.) and government provision of a suitable enabling environment (Output 6.). However, rather than considering that these three motivators are necessary precursors to conservation, MACP has pushed ahead most actively with Output 1., encouraging and assisting communities to prepare conservation plans. It is not surprising that community members run out of enthusiasm for conservation, when there is little parallel progress in addressing these motivating factors. Specifically, it seems premature for a community to plan to sustainably harvest a resource over which they have not been granted use rights by the State, or for which the co-management mechanism between community-and-government has not been agreed or operationalised, or for which no preparatory work has been started to confirm the economic viability of the SRU enterprise. Recommendations There is an outstanding need to define and communicate the strategy to be followed across each proposed Conservancy and each participating valley towards securing sustainable livelihoods and income generation. This should be done with and from the perspective of local people needing to subsist and achieve sustainable social and economic development for their communities. This will mean ensuring that all communities identify something to aim for and receive some initial assistance, rather than being expected to merely observe the efforts of an adjacent valley and wait. For both women and men, the MTE mission recommends making greater systematic efforts to diversify the range of options and opportunities that might be considered by Mountain Areas communities. At the end of the Project, a broad suite of potential enterprises should have been (a) devised; (b) at least started to be tested and proved feasible and appropriate culturally and ecologically; and (c) made available, through information services, trainings and practical demonstration of successful pilots, to the villages and valleys in the proposed Conservancies. The planning should be based on the VCC-VCP framework, folding up to inform Conservancy management planning. The VCCs and DCCs should be assisted to identify the livelihood and enterprise options that might be explored. For each type of livelihood and enterprise, the strategy that is to be followed to research, pilot and demonstrate the specific option should be defined. Throughout, the emphasis should be on enabling local people to participate, learn and benefit to the greatest extent. Component Output 6. Enabling Policy Framework Government policies and regulations... remoulded to support management of Conservancies; institutional capacities for managing participatory conservation models strengthenedsupportive policy and legal framework use rights granted to communities PA system including Conservancies designation of four Conservancies Description Project component 6. is concerned with facilitating the introduction of a new type of governance and management regime which may be termed community and government co-management of Conservancies over extensive, remote natural areas of the Mountain region. The Project design proposes moulding of government policies and regulations... and strengthening institutional capacities.... Project actions towards these objectives have included support for development of model provincial Wildlife Laws and assisting local community organisations and Provincial Forest Departmental staff to prepare Joint Forest Management Plans. Main Findings and Lessons This component is a crucial part of MACP. It is concerned with bringing about major changes to the governance and regulation of natural resource uses within extensive mountain areas, requiring introduction of significant new arrangements, including (a) community-based management of natural resources; (b) secure resource tenure and use rights for local communities; and (c) a novel type of community-government co-management of a Conservancy. The MTE mission concluded that the Project has hardly started to tackle these issues. This component needs to be approached much more comprehensively and strategically than it has been to date. The Project implementing agency and government have not forged an adequate working relationship. Although there remains considerable goodwill and commitment on both sides, the nature and size of the task does not seem to have been adequately thought through, planned or communicated, in either the design or the implementation of the Project. For the Project to be successful, there needs to be a close collaboration between government officers and Project management. They need to jointly plan, agree and then implement a clear, incisive programme, to first devise the proposed Conservancy co-management system and then to build the capacity of government to fulfil its functions. Conservancy co-management needs to consider all aspects of governance and management of the ways in which the landscape and natural resources in the proposed areas land, rivers, forests, wildlife are used and developed. Questions abound see the box below and the purpose of the Project is to help the principal stakeholders government and communities to at least start to develop the answers. Questions for Conservancy Co-ManagementWhat new legislation is needed to formally designate a Conservancy ?Will there be a different management regime for land, forests, wildlife, village development, business development within and outside a Conservancy ?How will the legal regime span customary laws, laws of local, regional and national government, and international agreements ?Will special concessions be granted to local communities over all natural resources within a Conservancy ?Will more or less government funding be available for infrastructure and services within a Conservancy ?How will management of State land and resources within a Conservancy take into account the special nature of the area ?What say will local communities have over the management and operation of State assets within a Conservancy ?What special considerations will be given to the proposed construction of roads, settlements, quarries, water supplies, power generators, industries within the Conservancy area ?What arm of government administration will have authority over a Conservancy ?What new skills, resources and systems will the Conservancy co-management body require ?What will be the changed role, functions and procedures of government forest and wildlife departments in Conservancy co-management and in servicing community-based management ?Will downstream water users pay for the catchment protection afforded by a Conservancy ?Will commercial enterprises using Conservancies contribute to management and conservation costs ?  Recommendations It is important for governments to commit themselves to a shared vision and strategy for the extension and long-term support of Conservancies in the Mountain Areas region, beyond the current MAC Project. The PSCs and PMCs should take on the task of developing such a vision and strategy and then steering concerted actions by the various stakeholders to implement the strategy. The Project should work more closely alongside government, to ensure that government offices feel comfortable and involved with their programme of activities, and able to make good use of the Project, in particular in assessing their capacity needs and in developing the required systems and procedures for governance and management of Conservancies. The Project should arrange for individual Government officers to be seconded to MACP Field Units, participating in fieldwork as part of their regular duties, and understanding the overall programme to which they are contributing. At the same time, the government administrations must enable the Project to be implemented freely and flexibly by the designated agency, recognising the innovative and experimental nature of their work. Each administration should designate a focal point a Programme Coordinator or Manager for Mountain Areas Conservancy work. These offices should work with the Project to analyse and prepare a plan for the development of the governments capacity institutions, law, policy, human resources and management systems to co-manage Conservancies. The whole of government should be considered in the formulation of the development plan. Administrations should consider setting up a Commission or Task Force to drive the planning and capacity development process. Over its final 3 years (2004 2006), the Project should be able to facilitate implementation of these development plans. The Project should continue to work closely with the District Conservation Committees which have been established in Project areas, and should facilitate their development as Conservancy management bodies. As a key part of this strategy, it is recommended that, within the next year, the Federal, NA and NWFP administrations should review and confirm the ownership and use rights of all resources in the Project areas, and should put in place an adequate regulatory framework, procedures and guidelines necessary to ratify and support the establishment of resource harvesting operations trophy hunting, timber harvesting, firewood collection, etc by local communities and community businesses within Conservancies. The Project should provide as much assistance as it can to this review and reform exercise. The legal mechanism for ratifying the institutional and planning systems that are being planned and developed should also be clarified and developed. These include formalisation of VCCs and confirmation of their status in relation to Union Councils and Community Citizen Boards; and approval of VCPs, their linkage to Conservancy-level management planning and regulations and to District and Provincial planning, and effective ways of linking the VCP process with mainstream government development programming. Component Output 7. Financing Mechanism A Biodiversity Fund will be in operation and contributing to meeting recurrent costs of Conservancy managementTrust Fund established $ 5 million capitalisation VCFs established Description Component 7. of the MACP is to establish an effective financing mechanism for the long-term support of the four proposed Conservancies and the local communities living within them. A two-tier system is envisaged, with a Mountain Areas Conservation Fund (MACF) administered nationally and separate Valley Conservation Funds (VCF) owned by each participating valley community. Project resources are to be used to devise and institute appropriate mechanisms. Project funds will provide the initial capital for the MACF and VCFs and will help the government and local communities to secure and invest sufficient additional capital for both funds to operate as endowment funds. MACF: The Project Document specifies that the MACF will have capital funds of $5 million, with GEF providing $ 1.5 million, UNDP $ 750,000, and Government of Pakistan $ 750,000. The balance of $ 2 million is to be secured from other donors before any withdrawal of funds is started. The design assumed an average annual net return of 6%, or $ 300,000, of which approximately $ 100,000 would be re-invested and $ 70,000 spent on Fund administration, providing up to $ 130,000 annually towards Conservancy management costs. The MACF is intended to contribute to the recurrent costs of managing the four planned Conservancies, particularly the community-based institutional frameworks. The Project Document lists the following anticipated management costs for which external funding is likely to be needed. The list explicitly excludes costs that will be incurred on government agencies operations, development and maintenance of productive infrastructure and social forestry programmes: Estimated Recurrent Costs of Conservancy Management (Project Document) Items requiring external funding $ p.a.per Conservancyfor 4 ConservanciesVillage wildlife guides 7,20028,800Sustainable use specialists1,800 7,200Technical assistance6,00024,000District Committee (DCC) Meetings 8003,200Conservancy cluster forums2,0008,000Monitoring2,50010,000Awareness & education3,00012,000Miscellaneous2,000 8,000Totals25,300101,200 VCFs: The VCFs are intended to provide the local communities with early incentives for engaging in conservation. Each fund is to be capitalised jointly, with 75% coming from the Project ($ 400,000 of UNDP funds) and 25% from local community members. Further inputs are to derive from communities SRU enterprises (at least 30% of net proceeds) and other sources including grants and fines. It was envisaged that the $ 500,000 (rising to at least $ 700,000 during the life of the Project) would be invested in an account yielding around 16% interest or $ 80,000 (rising to $112,000) per annum, of which 50% would be re-invested and 50% ($40 56,000) made available to communities. This would amount to $ 1,500 2,100 per VCC/ VCF per annum. The Project Document suggests that the proceeds from the VCF would be used to finance village conservation-related activities, implementation of the Valley Conservation Plans, and/ or productive and social infrastructure. The main idea seems to have been to establish the VCFs at an early stage of the Project, to produce a community income prior to the establishment of the (MACF) Trust Fund. Main Findings and Lessons The MTE mission was advised that the Government has not yet completed the arrangements for establishment of the MACF, but that this will be achieved by the end of the year (2003). The Project records indicate that only limited progress has been made in each of the past 4 years to prepare the governance and management structure, address issues of national law and secure agreements from the government and donors. No progress has apparently been made with securing the additional $ 2 million capital endowment, although the MTE was advised that a strategy is being prepared. The following VCFs appear to have been established and capitalised over the first four years of the Project. Financial data on the size and composition of these funds were not collated by the MTE mission. The financial summary indicates that a total of $ 66,000 has been transferred to VCFs over the first four years ($ 44,000 of this was transferred in 2003). Five VCFs were established and capitalised under the PRIF phase. The current status of these funds and whether they have been or might be re-financed by the Project was not clear to the mission. VCFs established and capitalised to date under the MACP 2000200120022003Northern AreasKhunjerab((Mendi((Shigari Kalan((Bulan(Hussaini(Rama(Shigri Kalan(SNT(NWFPGabral((Tirich Paeen((VCF established ( VCF capitalised (( Having a long-term financing mechanism built into the design is a significant positive feature of the MACP. It recognises that there is a need to provide the Mountain Areas valley communities with continuing funding if they are to fulfil a key role in the management of the local environment and biodiversity for the purposes of conservation and sustainable development. It will cost money to maintain conservation measures, especially for the community to impose constraints on how local resources are used and developed either by its members or outsiders. An important lesson from establishment of other environmental trust funds is to plan carefully and gain agreement on the funds purpose and operational procedures in advance of its establishment: in addition to stipulating how the funds will be invested, administered and governed, it is essential to confirm how revenue is to be disbursed, to whom, for what activities, under what procedures. It is not apparent that these questions have been considered and addressed carefully and thoroughly for either the MACF or the subsidiary VCFs. Project staff, local communities, government and NGO partners do not seem to have clear, common ideas about the VCFs and the MACF, or how they might be linked. Just as the Conservancy co-management system and the respective roles of governments and local community organisations are undefined, so it is unclear what if any revenue will go to both parties to fund their recurrent costs of Conservancy management. The investment climate for funds of this sort has changed considerably since the PRIF and design phases of the MACP. It is clear that the VCFs, as planned to date, will not be a sufficiently large endowment to produce a useful return. Interest rates have fallen from 16% to around 4%. Communities are aware also that it is beyond their capacity to raise sufficient capital (even when it is matched 3:1 by the Project/ UNDP) to yield a worthwhile amount. However, there does not seem to be much dynamic re-thinking and re-planning of how these financing mechanisms might best be organised. This is one area that exemplifies the problem of the Project, its staff and its community partners, the VCCs, not having the authority or confidence to tackle the issue and work out a solution themselves. Everyone seems to be waiting for someone else to tell them how to do it and how it is going to work. Recommendations The Project management must thoroughly re-think and re-plan the dual-level financing mechanism, and develop succinct, comprehensive specifications on how it is to be established, managed and operated. This should include forward financial modelling which allows for a variety of future settings. It will be necessary to first devise a clear plan for how the Conservancies are to be managed, the strategy that will be followed in establishing this new management regime, and the functions to be provided and costs incurred by each of the players. In the long-term, if the MACP pilot is demonstrably successful, there will be similar Conservancies across the whole of Pakistans Mountain Areas. The Conservancy model may be replicated also in other regions of the country. Planning for the MACF must address this future possibility and prepare for the expansion or replication of the MACF beyond the initial four Conservancies. In addition, the MTE mission recommends the following course of actions on the MACF and VCFs (Refer to the spreadsheet in ANNEX IV): The MACF should be established and the secured funds from GEF, UNDP and GoP ($ 3 million) invested without further delay. If this was done by the end of the year, it could produce an annual return of $ 150,000 (5% interest) from 2004 onwards. For the 3 remaining years of the Project (2004-06), 90% of these proceeds should be disbursed, leaving 10% for administration (and none to be re-invested until the capital fund of $ 5 million is reached (2006)). 50% of the disbursed funds (around $ 67,500) should be made available to the relevant District and Provincial administrations for establishing and managing the four Conservancies. The other 50% should be disbursed to the VCFs, and used to stimulate the establishment of all 52 planned VCFs. Thus, each VCF would have a grant of around $ 1,300 to be spent by the VCC, each year, from 2004 onwards. This would be additional to the annual proceeds (of $ 200-300) from the VCFs own endowment fund. Gender Evaluation The Mid-Term Evaluation of the MACP provides an opportunity to review the participation of women and make recommendations to address any outstanding issues over the remainder of the Project and beyond. This section is compiled from visits and interaction with village communities, Womens Groups, Valley Conservation Committees, Project staff, government officials and NGO partners. The Mountain Areas Conservancy Project The goal of the MACP is to protect and ensure the sustainable use of biological diversity... across extensive areas of the mountain and high valley landscape of northern Pakistan. The central idea is to create a new type of nature protected area termed a Conservancy, in which local communities have a central role in managing the local natural resources, for conservation and for sustainable economic and social development. Within the boundaries of the proposed Conservancies there are some 500 villages and hamlets, dispersed through more than 50 valleys. The total population is roughly 150,000. The main task for the Project is to enable local village and valley communities and local, provincial and national government to develop their capacities, appropriate mechanisms and systems for managing the Conservancies and the natural resources within them. The Project operates two regional offices, in Chitral (NWFP) and Gilgit (NA), with a team of staff in each. There are also two Field Units in each province, each employing a social mobiliser, conservation planner, and educator. These three functions relate to Outputs 1. and 2. of the Project, supporting and facilitating a process of community organisation, participatory planning, education, awareness and communications. Other planned Project outputs are village developments, sustainable livelihoods, supportive government policies and programmes, and a funding mechanism for the long-term support of community conservation and development. Clearly, across a project of this type and size, centred on assisting isolated rural people living in a harsh environment, critical consideration must be given to understanding and accommodating the needs and aspirations of women. These needs and aspirations are governed by the prevailing economic and social conditions. In the Project areas, poverty plays a lead role in over-use of natural resources and loss of biodiversity, with population growth increasing the pressures. Unsustainable collection of fodder and fuel wood and over-stocking of livestock degrade the local forests and pastures on which many livelihoods depend. Women in the Mountain Areas In rural Pakistan, including the Project areas, women are disadvantaged compared to men of the same socio-economic level, hence working towards gender equality requires giving explicit attention to womens needs, interests and perspectives. Women lead more physically demanding lives than men, in the household, child-rearing and food production, but they are not allowed an equal direct say over the use of natural resources or the governance of village development. In the great majority of rural communities in the Project areas, men take on the tasks of governance and controlling commercial activities, while women work in supportive, menial roles. Women receive less education and training and achieve lower levels of literacy. From many remote rural areas, a significant proportion of young men migrates to urban areas for employment. The women take on a greater role in using local natural resources, as they are made responsible for rearing livestock, cultivating crops, collection of wood for fuel, fetching water, grazing of goats, gathering fodder, processing milk and other food products, etc., as well as being responsible for managing the household and taking care of the children. Women in MACP Overall, the MTE mission concluded that women are not adequately involved in or benefiting from the MACP, and that the Project could do more to address this situation. The Project itself has employed very few female staff either in its offices or Field Units. The normal reasons are given for this pattern, namely that there are fewer men than women available with the necessary skills and that it is not easy for a woman to work in the ways that are required for the Project, for example travelling in remote areas. It is also notable that the there are very low numbers of women employees in the government offices with which the Project interacts. The shortage of women staff is a major impediment to the Projects hope that village women will be active participants in the local communities awareness-raising, organisation and planning activities. Male staff usually cannot even initiate any Project activities with the local women or girls, through lack of trust and over-protective controlling attitudes of local men. However, it is important to note also that even women working for the Project are often not trusted as outsiders, and find it difficult to make headway with instigating a participatory process. Overall, there are few village women involved in Project activities. In a large number of communities, there has been active discouragement by men and religious leaders (also men of course) of womens involvement. Only a small number of Womens Groups and Womens Sub-Committees of the VCCs have been formed. Most VCCs are men-only groups, and very few are mixed. In these difficult circumstances, the Project field staff have worked steadily, building up trust, clarifying their ideas, and have achieved a reasonable level of success. It is apparent that women do manage to exert an influence on the progress of the Project, albeit behind the scenes, through normal processes of family and household life. The Project has implemented a few activities specifically for women, notably training about medicinal plants as a prospective local industry. By and large however, Project activities have been for men and the issues dealt with through village meetings and workshops have been treated as primarily the concerns of men forest management, wildlife management, organisation of Valley committees, and ideas for income generation, from tourism, trophy hunting, game birds, and the like. These factors suggest that different approaches should be tried by MACP. The Project has been rather limited in following the single model of fielding teams of motivators, educators and planners to visit villages and encourage villagers to participate. In the second half, the Project must get beyond simply trying to engage women in awareness-raising, community organisations and communal planning. These activities may be continued, but the important task for the Project is to demonstrate how womens priorities for village development and sustainable livelihoods can be met. The underlying objectives need to be kept in mind: these are to enable womens particular needs and issues to be given adequate attention; for womens views and ideas to have an adequate influence on the communal planning and decision-making process that MACP aims to promote and facilitate; and for womens lives to be improved at the same time as nature conservation is achieved, by the community taking solid steps to address their needs. The important point, for the Project and its government and non-government partners, and for the male-dominated community itself, is that MACP will lead to a successful outcome only if it is recognised that women are the more important half of rural society, given their roles in the household, community and utilisation of natural resources, and if their needs are specifically addressed. Priorities for village women include the following : education health care secure water and domestic fuel supplies sustainable harvesting of food and other natural products income and livelihood opportunities. Special efforts are required to ensure that the Project is supporting, facilitating and promoting initiatives that are not only ecologically sustainable, but also contribute to meeting these needs. The MACP should have devised and be following a clear strategy for doing this. In this regard it is doubly unfortunate for women that the Projects strategy is centred on components 4. village eco-development and 5. sustainable use of natural resources and sustainable livelihoods. As commented on elsewhere in the MTE Report, these components are not adequately resourced and are not operating effectively. Recommendations Project management should use component 4. to demonstrate ways of improving the lives of women. The Project cannot hope for a valley community to take an interest in the big notion of being involved in co-management and conservation of a Conservancy, without showing that solutions can be found to the pressing problems of water, fuel and food supplies, which are felt most keenly by women. Unless finding these daily necessities can be made easier, at least half the village population women and girls will not have the time or energy to spend on activities such as meetings, training or studying, or to even consider trying to engage in an enterprise to produce cash income. If component 4. is successful, women may be able to consider participating in efforts to develop additional income-producing activities, based on the sustainable use of local resources, i.e. MACPs planned Output 5. Again, the Project must do more to facilitate the identification and testing of sustainable livelihood and SRU options that are specifically relevant to women. The strategy must include greater efforts to enable the community to systematically search for and identify the types of options that are particularly suited to village women, with respect to their interests, skills and cultural constraints. As part of this greater direct focus on women, the Project must enable womens specific rights to access and use local resources and to own their own assets and money to be recognised and strengthened. This empowerment should include improving the resource security of unmarried and widowed women. Project management must take steps to implement the above recommendations to strengthen the specific attention to women in the Conservancy valley communities. This will require Project staff to be briefed and instructed for the additional proposed tasks targeted specifically to women. Male or female staff with appropriate technical skills should be able to take on this role. In addition, the mission recommends extending the capacities of the Projects field teams by enrolling village women and paying them to work as facilitators, planners and trainers with women in their own and neighbouring villages and valleys. The Project should ensure that a reasonable proportion of the women employed in this way are able to work with male Project staff. Ways of achieving this might include employing small groups of 2-3 women from a village, or husband-and-wife and brother-and-sister teams from a village, to work together with the Project staff member. ANNEXES I MTE Itinerary Achieved II MTE Respondents III MTE Reference Documents IV MACP Financing Mechanism ~ MACF and VCFs V Summary of MTE Recommendations ANNEX I MTE Itinerary Achieved DateMTE ActivityPlaceList* Oct-29Briefing with UNDP Deputy Resident RepresentativeIslamabad1Oct-29Meeting with MACP partners, ϲʿֱֳ PakistanIslamabad2Oct-29Meeting with UNDP Resident Representative Islamabad3Oct-30Travel to NWFP Peshawar by roadOct-31Internal meeting of all 4 Team Members4Oct-31Meeting with Chief Conservator Wildlife, Govt, NWFPPeshawar--Oct-31Meeting with MACP PMC members, NWFPPeshawar5Oct-31 Travel to Mingora by roadNov-1Travel to Kalam by roadNov-1Meeting with Mingora Field TeamKalam/ Swat6Nov-1Meeting with MACP partners, NWFP Kalam/7Nov-1Meeting with Womens Group Kalam/-Nov-1Meeting with Bhan VCC representatives Kalam/8Nov-1Return to Mingora by roadNov-2Travel to Chitral by roadNov-3Meeting with MACP regional staff and partners, NWFP Chitral9Nov-3Meeting with VCC representatives Garam Chashma10Nov-3Meeting with WG representatives of Garam Chashma Garam Chashma11Nov-4Travel to Gilgit by roadNov-5Meeting with Secretary Forest, Northern AreasGilgit12Nov-5Meeting with MACP regional staff & partners, NAs Gilgit13Nov-5Travel to Hunza by RoadNov-5 Meeting with Hunza Field UnitHunza14Nov-6 Meeting with VCC representatives of KVO, GojalGojal15Nov-6Meeting with (combined) VCC representativesSost/ Gojal16Nov-6Meeting with combined VCC representatives Skido KhyberGojal17Nov-6Return to Gilgit by roadNov-7Meeting with Chief Secretary, NAGilgit18Nov-8Travel to Astore by roadNov-8Meeting with Astore Field UnitAstore19Nov-8Meeting with Rama Chagram VCC representativesRama/ Astore20Nov-8Meeting with Bunji VCC representativesBunji/ Astore21Nov-8Return to Gilgit by roadNov-9Travel to Skardu by roadNov-9Meeting with Mendi VCC representativesMendi/ Hangu Nanga Parbat22Nov-9Meeting with Mendi Womens Group Mendi/ Hangu23Nov-9Meeting with SKB VCC representativesBasingho/ Nanga Parbat24Nov-9Meeting with SKB Womens Group Basingho/ Nanga Parbat25Nov-9Meeting with Skardu Field Unit & partnersSkardu26Nov-10Return to Islamabad by air Nov 12De-briefing workshop with MACP partners Islamabad27Nov 17De-briefing with UNDP & partnersIslamabad28Nov-20Presentation of MTE findings and recommendations Islamabad29Nov-20Wrap-up meeting with UNDP DRR Islamabad30 * Lists of respondents see following Annex ANNEX II MTE Contacts and Respondents Briefing with UNDP, Islamabad 29 October 2003 List No.1Name Organization1Lena Lindberg DRR, UNDP2Arif AlauddinUNDP, Islamabad3Abdul Qadir UNDP, Islamabad4Peter HunnamTeam Leader, Mission5Huma KhawarGender Expert, Mission6Malik Mohammad KhanMember Tech, Mission Meeting with Project partners, ϲʿֱֳ Office Islamabad 29 October 2003 List No.2Name Organization1Abdul Latif Rao, Country Representativeϲʿֱֳ, Pakistan2Aleem Chaudhry, NPMMACP, Islamabad3Faiz Ali Khan, RPM NA MACP, Gilgit, NA4Iqmail Hussain Shah, RPM NWFPMACP, Chitral, NWFP5Jawed Ali Khan, NPDMo/ Environment6Akhtar Jan, S.O.Mo/ Environment8Peter HunnamTeam Leader, Mission9Huma KhawarGender Expert, Mission10Malik Mohammad KhanMember Tech, Mission Meeting with UNDP Resident Representative, Islamabad 29 October 2003 List No.3Name Organization1Onder YucherRR, UNDP Pakistan2Arif AlauddinUNDP, Islamabad3Abdul Qadir UNDP, Islamabad4Peter HunnamTeam Leader, Mission5Huma KhawarGender Expert, Mission MTE Team 30 October 2003 List No.4Name Organization1Peter HunnamTeam Leader, Mission2Huma KhawarGender Expert, Mission3Malik Mohammad KhanMember Tech, Mission4Gernot BrodnigMember Tech, Mission Meeting with MAC Project Management Committee, NWFP 31 October 2003 List No.5NameOrganizationLaiq ShahAdditional Chief Secretary, NWFP In Chair Abdul Qadir UNDP, Pakistan Syed Manzoor Ali Shah Secretary P&D, NWFP Muharam Khan Additional Secretary, P&D, NWFPKazim Chief Green P&D Dept, NWFPShujaur Rehman Head ϲʿֱֳ Sarhad OfficeAshiq Ahmed Khan CTA WWF-P, Peshawar Muhammad Mumtaz Malik Conservator Wildlife NWFP Aleem Chaudhry NPM-MACP-Islamabad. S. Iqmail Hussain ShahRPM MACP, NWFP Chitral MTE Team Meeting with MACP Mingora Field Unit 3 November 2003 List No.6NameDesignationAbdul GhafoorBDSIqmail Hussain ShahRPM, NWFP Altaf Hussain E. C. MACP Kaleem-ur-Rehman Rural Sociologist Abdul Haleem Khan Conservation Planner MACP-CFUMohammad Shakil C. P FU Booni Mir Fayaz Khan S. O MACP C.F Atta Elahi E. Officer Noor Afzal S. O. Booni F. U MTE Team Meeting with MACP Staff and NGO partners, Swat 1 November 2003 List No.7NameOrganizationAleem Chaudry NPM, MACPMTE TeamHaseebTeam Leader SOU-Upper Swat Madyan (MRDP) Ahmad SaidConservation Officer, WWF-PMehtab KhanDFO W/L Swat Ajmad Ali KhanEEO-MACP-WWF-PFareedullahN. Nazim UC KalamGulzadaNazim UC Kalam Malik Amir Zada Member of Provincial Assembly NWFP M. Faiqke KhanCP-MACP-Mingora.Abdul GhafoorBDS-MACP-ChitralAsim JamalSO-MACP-MingoraFaqir Gul D/R-W/L Kalam Jamrooz KhanW/L.W, Swat Kalam  Meeting with VCC Bhan, Swat 1 November 2003 List No.8NameAddressMalak Ghazanfer Khan President VCC Bhan Gul FaqirS. V. President VCC BhanHatam Khan General Secretary VCC BhanM. NabiF. Secretary VCC BhanAjmali Khan Member VCC BhanAbdul Qayum Master Trainer Member VCC BhanRahat BachaPresident VCC Godar Zareen Khan General Secretary VCC GodarAbdul Wadood Finance Secretary VCC GodarShahi Room Senior Naib President VCC GodarAmir Sahib President V. CC Shahoo ShehzadaGeneral Secretary VCC ShahooAbdul Wadood Finance Secretary VCC ShahooFaqir Jan Member VCC ShahooAqat Zada President VCC Gujar GabralMaulvi Abdullah Jan Finance Secretary VCC Gujar GabralJallal KhanGeneral Secretary VCC Gujar GabralNasir Khan Press Secretary VCC Gujar GabralTahir FarqalsiMember VCC Gujar Gabral M. Karam KhanMaster Trainer VCC Gujar GabralJallal Khan Member VCC Godar Malik ShujahS. Vice President VCC Gabral Shairullah Master Trainer VCC MahodanlFareedullahN. Nazim U. C Kalam M. AliMaster Trainer Shahoo VCC Abdul Raziq Member VCC Gabral Abdul Salam Master Trainer VCC Godar Faqir Zada Joint Secretary VCC Shahoo MTE Team Meeting with MACP Staff and partner organisations, NWFP 3 November 2003 List No.9NameDesignationIqmail Shah RPM, MACP, NWFP Alamosvi Khan Ganadapur Divisional Forest Officer A.N. Gandapur Tahir Rasheed Social Scientist PAMPAsad Lodhi PM PAMP Altaf Hussain CEF MACP Gul Degor Khan Rep. IWL Dept. Kaleem Ur Rehman RS-MACP-NWFPUsman Rao Accounts Officer MACP-NWFPAziz Ali PM CCS Chitral Miraj KhanRPM-AKRSPAbdul Ghafoor BDS-MACPBashir Ahmad SO WWF-PMohammad ShakeelCP MACP Noor Afzal Khan SO MACP Idris Hayat Manager Admin MACPMTE Team Hammad ShammiSection Officer EADAkhtar Jan Wazir Ministry of Environment Meeting with VCC Garam Chashma, NWFP 3 November 2003 List No.10NameDesignationEitbar ShahPresident VCC ArkariZar Khan Master Trainer VCC ArkariQasim Khan Member VCC ArkariRoziman Shah General Secretary VCC ArkariGulshah Manager VCC ArkariEkhtibar ShahMember VCC ArkariAkbar Hayat Member VCC ArkariBadshah Gul President VCC Begusht Amir Hazar Khan General Secretary VCC BegushtAmir Wali Manager VCC BegushtMohammad WaliFinance Secretary VCC BegushtGul Nawaz Member VCC BegushtWazir Ahmad Member VCC Munoor Mohammad Sadique President VCC MunoorMohammad Rahim General Secretary VCC MunoorSharaft ShahFinance Secretary VCC MunoorWazir Mohammad Member VCC MunoorBahauddin President VCC Gobor Mohammad Sarwar Finance Secretary VCC GoborMohammad Sali General Secretary VCC GoborMohammad AleemMember VCC GoborJamil Ahmad Member VCC GoborMast Khan Member VCC GoborMohammad Hakim President VCC Terich Parfeen Sher Ghani General Secretary VCC Terich ParfeenHaji Amir Khan Senior Vice President VCC Terich ParfeenRehmat Nabi Member VCC Terich ParfeenMohammad Wali Finance Secretary VCC BegushtDost Mohd KhanS. E. TAlim Khan Member VCC GoborMir Sali Jana Goom Badshah Gul President VCC BegushtIqmail ShahRPM, MACP, NWFPMTE Team Meeting with Womens Group, Garam Chashma, NWFP 3 November 2003 List No.11NameDesignationSafia Bibi Sec: Owir Arkari Perreen NisaManager Arkari Shahida Member W. G ArkariLaila Naz Manager ArkariRahana Saeed Sec: Sevah ArkariBibi Dana President WG Begusht Jahan Ara Manager WG Upper BegushtNajma Bibi President Sorava Shahab Manager Yarjogh Begusht Jaan Perveez Member WG Yourjogh Panjulam Member WG Parrabick Gobar Shahida Bibi Manager Parrabick Bibi Rana President Islam Bibi Manager WG Zeture Gdoor Mah Jabeen President Zeture Gul Than Member Gobor Zar Bibi Munor Valley Lambrma Munor ValleyFatimaMunor ValleyGul Ara Munor ValleyZuhran Bibi Munor ValleyFatima Gulshad FSO MACP Huma KhawarMember, Evaluation Mission Meeting with Secretary, Forestry, Gilgit Northern Areas 5 November 2003 List No.12NameDesignationSanaullah Secretary, Forests, NAs Ghulam Tahir Conservator of Forests, Northern Areas Imdad Ali Khan DFO Wildlife Mohammad Sharif Wildlife Management Officer Khyerab National Park 5.Faiz Ali KhanActing RPM, MACP, NA6MTE Team Meeting with MACP Regional staff and partner organisations, Gilgit 5 November 2003 List No.13NameDesignationMuhammad Saleem RPM Gilgit AKRSP Muhammad Afzal Mir Rural Sociologist MACP Faiz Ali Khan Acting RPM MACP NAAhsanullah Mir Head ϲʿֱֳ, Danesh Ali Manager Education, WWF-PNajamul HudaEnvironmental Education Coordinator MACPAbdul Aleem Chaudhry NPM MACPAkhtar Jan SO, Ministry of EnvironmentHammad Shamimi SO E&DMTE Team Meeting with MACP Hunza Field Unit, NA 5 November 2003 List No.14NameDesignationShirazullah Beg Conservation Planner Mohd ZafarEnvironment Education Officer Roshan Yadgari Social Organizer Sultan Hameed Consultant, Community Mobilization Faiz Ali Acting RPM, MACP, NAAleem ChaudhryNPM, MACPMTE Team Meeting with KVO Community, NA 6 November 2003 List No.15NameDesignationArif Hussain Conservation Planner MACP  Mohammad Shifa Convener for Tourism Development Barkatullah Chairman LB/ Member KVO Fazal Karim Vice Chairman SDKIDO Tuwasal Shah President ICGBMohd Rahim General Secretary K. V. O Sajida Member K. V. OZolika Member K. V. OSaiat Numa Member K. V. OGohar Numa Member K. V. OBibi Maraj Member K. V. OSajida Ahmad Member K. V. ONasima Begum Member K. V. OShimam Member K. V. OAisha Sultana Member K. V. OM. Zafar Khan EECO-MACPSheraz Ullah Baig CP, MACP Huzar Ali KVOFarman Baig SKIDO Manzar Kahio KVO Member Hammad Shamimi SO EADAkhtar Jan SO Mo /EnvironmentFaiz Ali Acting RPM MACP, NAAbdul Aleem ChaudryNPM MACPMTE Team Meeting with Gojal Conservation & Development Association 6 November 2003 List No.16NameDesignationVillageAli Rehmat Gojal Youth Cons. Forum Hussaini Sher Aziz Wildlife Guide VCC Hussaini Sifatuddin President Ghottein Roshan Kailga SO MACP Gilgit MACP StaffSaima Ulfat Karim Master Trainer of WWFP Jamalabad Ayaz-ud-Din President GULMIT-C-CGulmit Sultan AliFinance Secretary Ramigi Mohabat Karim Joint Secretary UVO Aziz Khan President SEE Muzzafar uddin Shah Member Khuda Abad Karim Khan Member Khuda AbadAfzal Khan Member Gulmt Salauullah Baig CC Ghulkum Abdul Rashid Member G. C. D. APassu M. Zafar Khan EEO-MACP Farman Baig Chairman SKIDO Khyber Fazal Karim Vice Chairman SKIDO Khyber Tawasul ShahPresident SSGB Zeeshan Karim MTE Team Meeting with SKIDO, Khyber 6 November 2003 List No.17NameDesignationFarman Baig Chairman, SKIDO Fazal Karim Vice Chairman, SKIDOTawasul Shah Member, SKIDOGuda Mohd Member, SKIDOShoujat Ali Member, SKIDOMohd Afzal Member, SKIDOMohd Sefat Member, SKIDOShah Bagum Member, SKIDOShafat Bagum Member, SKIDOHusan Parveen Member, SKIDOZulfiqar Ali Member, SKIDOHaqiqat Ali Member, SKIDOMohd JamilMember, SKIDOMohd Rafi Member, SKIDOAhmed Karim Member, SKIDONoor Khan Member, SKIDOAssad Ullah Member, SKIDOMTE Team Meeting with Chief Secretary, Northern Areas, Gilgit 7 November 2003 List No.18NameDesignationSheikh Ghazanfer HussainChief Secretary, NasSanaullahSecretary, Forest NAGhulam TahirConservator Forest NA Imdad Ali KhanDivisional Forest Officer NA Mohammad SharifDivisional Forest Officer Wildlife NA Faiz Ali Khan Acting RPM NA 7.Akhtar JanSO Mo/ Environment8.Hammad ShamimSO EAD9.MTE Team Meeting with MACP Astore Field Unit 8 November 2003 List No.19NameDesignationAli Mohammad Consultant Kaleem Ullah EEO Shakil Social Mobilizer Najamul-Huda Education Coordinator Faiz Ali RPM Gernot Brodnig Member, Evaluation TeamHuma KhawarMember, Evaluation Team Meeting with Rama Chagram village, Astore 8 November 2003 List No.20NameDesignationAli Mohammad FaiziS. MobilizerAnwar Ali Tanveer Mehmood Mohd Shafa Member DC Azur KhanMohd Issa Lal Khan Azur Khan Shufa Liakat AliTeacher Shabir Hussain TeacherAhmad AliTeacherAli Raza Rafiullah AfridiSher Baz Khan Fida Mohammad Abdul Wahab Lone Ferman AliTeacherGulzar Khan Raja Mohd Sher Sher Mohammad Shah Behram Imran Ali Mohd Raza Aqil Mir Mohd Ibrahim Ali Mohammad Ahmad Ali Johar Ali Saif Ali Mohd Ali Mohd Tariqi Basharat Hussain MTE Team Meeting with VCC Bunji 8 November 2003 List No.21NameDesignationMuhammad Amin F. SecyLiaqat Ali Khan Member VCCSanaullah Khan H. W. Officer Salahuddin DCC Member Ghazi Khan Guard Sami ullah GuardMuhammad Nisar GuardShuja Ul Haque GuardMuhammad Nabeer Member Abdul Haleem Member Muhammad Saboor V. President Javaid Alam Volunteer Arifullah Khan VolunteerShabullah Khan VolunteerNasruminallah Volunteer Murad Khan Volunteer Khurshid Ahmed Volunteer Muhammad Naeem Volunteer Muhammad Yer Member Imdadullah VolunteerSaifullah VolunteerHaseeb-ur-rVolunteerFaizaullah VolunteerGoharam VolunteerHaji Niamat UllahPresident VCC Zul-Lul-Lah, Notable BunjiMohd Afzal MirRural Sociologist MACPAftab IsmailMACP-GilgitSheraz Ullah Baig Conservation Planner MACP Najam-ul-HudaCoordinator MACP-Gilgit MTE Team Meeting with VCC Mendi 9 November 2003 List No.22NameDesignationSyed Hasan KazmiGeneral Secretary Ather Ali Khan Conservation Officer Raja Ali Sher Khan Member Committee Raja Muhammad Ali Shah Member Hasan Jo Member Syed Akbar Shah Ali Khan Member Raja Mansoor Hussain Muhammadi Ali Cashier Musa Fida Hussain Muhammad Ali Sher Muhammad Fida Ali Ghulam Ali Member Wazir Malik Baghdoor Wazir Ghulam Rasool Member Syed Safdar Shah Khan Faiz Muhammad Member Fida Hussain MemberKalbi Ali MemberSyed Safdar Khan MemberAli Madad MemberGhulam Hussain Zulfi Ali Rustam Ali MTE Team  Meeting with Womens Group, Mendi 9 November 2003 List No.23NameVillageHameeda W/o Nisar Mendi Aabida W/o Khan MendiHabiba d/o Khalil MendiKulsoom d/o Abbass MendiBulbul d/o Ali Muhammad MendiZohra d/o Abbass MendiNargis W/o Taqi MendiGulshan W/o Farman MendiRazia W/o Rahim MendiNargis d/o Qasim MendiAzra d/o Khalil MendiZahira d/o Ghulam Hussain MendiSabira d/o Hassan MendiZahara d/o Ali Muhammad MendiSaba Bi d/o Ali Muhammad MendiRubaba d/o Khalil MendiMumtaz d/o Ali Sher Khan MendiShahida d/o Raja Abdullah Khan MendiHuma KhawarMember, Evaluation Mission Meeting BasinghoSkoo, Krabathang Basinghi (SKB) 9 November 2003 List No.24NameDesignationMaster Muhammad Ali Member VCCMuhammad Ibrahim Gulam Abbas Haji Ahmad Hawaldar Talib Muhammad Yousuf Dr. Medi Sikandar Ghulam Rasool Takhaidar Ali Muhammad Ali Haji Mahmood Raja Fida Ali Muhammad Sadiq Akbar Ali Kachu Fida Hussain Kachi Waliat Habib Akbar Ali Yaqoob Ibrahim Jaffery Ali Raza Nisar Shabir Hussain Fida Ali Muhammad Khan Manzoor Hussain Nusrat Hussain Muhammad Khan Shikma AliFarman Ali Nazir Hussain Ibrahim Khyber Manzoor Hussain Muhammad Sadiq Dawood Ali Essa Mir Haji Abdullah Khan Raja Abdullah Khan Muhammad Baheen  Meeting with Womens Group, SKB 9 November 2003 List No.25NameVillage1Haleema Basingo 2Raziaa W/o Khan 3Hudaiba d/o Khan4Razia d/o Ali 5Batool d/o Muhammad 6Zohra d/o Rehman7Nasreen W/o Taqi 8Resham W/o Farman 9Rozina W/o Rahim 10Nargis d/o Qayum11Huma KhawarMember, Evaluation Mission Meeting with MACP Skardu Field Unit 9 November 2003 List No.26NameDesignation Faiz Ali KhanActing NPM MACP, NA Saima Consultant MACP Tahir Musavi SO MACP Akhtar Ali Khan Conservation Planner MACP Babar Khan EEO MACP Mohd IqbalConsultant MACP Sajid BalochDC Skardu Mohd Nazeer RMP AKRSP Skardu Aleem Chaudhry NPM MACP MTE Team MTE De-Briefing Workshop, Islamabad 12 November 2003 List No.27Name Designation Department Contact #Muhammad Iqbal Deputy Secretary Forest Dept, NA 50222Khalid Ali Sadiq Assistant Chief P&D Dept, NWFP (091) 9210432Mumtaz Malik Conservator Wildlife Wildlife Dept, NWFP(091) 9211479Aleem Chaudry NPM MACPMACP(051) 2270686Abdul Latif Rao Country Representative ϲʿֱֳ Pakistan (021) 5561540S. Iqmail Hussain Shah RPM-MACP-NWFPMACP(0933) 413568Sarmad Hasan Manager Finance ϲʿֱֳ Pakistan 2270686Faiz Ali Khan ARPM MACP NAMACP(05811) 55692Sajjad Imran CEE, WWF IslamabadWWF Pakistan 2829456M. Azam TMLE Specialist ϲʿֱֳ Pakistan 2770686Arif Alauddin ARR UNDP UNDP 2800057Shirin Gul YPOUNDP 2800133Akhtar Jan S. O M/o E LG & RD9207954Jawed Ali Khan D. G (Environment)M/o E LG & RD9202574Farah Ayub Taim Dy. Secretary (EAD) EAD 9202093Hammad Shamimi Section Officer EAD 9205204Abdul Qadir Programme Officer UNDP 2800057Huma Khawar Evaluation Mission 2211913Malik Muhammad Khan Tech. Member Mission 5508126Abdul Khalid M/o Environment9209249Niamalullah PBRC Astore NA VCC Peter Hunnam Leader, Evaluation Mission  MTE Presentation, Islamabad 17 November 2003 List No.28Name Designation Department 1Ghulam TahirConservator ForestForest Dept, NA 2Safdar Ali ShahDFO, Wildlife NWFP Wildlife Department 3Aleem Chaudry NPM MACPϲʿֱֳ 3Abdul Latif Rao Country Representative ϲʿֱֳ Pakistan 4Ghulam AkbarDirector EET, NAWWF-P 5Lena LindbergDRRUNDP Pakistan7M. Azam TariqM&E Specialist ϲʿֱֳ Pakistan 8Arif Alauddin ARR UNDP UNDP 9Akhtar Jan SO M/o Environment10Mohammad KhursheedSOM/o Environment11Jawed Ali Khan D. G (Environment)M/o Environment 12Farah Ayub TarinDy. Secretary (EAD) EAD 13Hammad Shamimi Section Officer EAD 14Abdul Qadir Programme Officer UNDP 15Huma Khawar Gender Expert, Mission 16Malik Muhammad Khan Tech. Member Mission 17Peter HunnamMission Leader MTE Presentation, Islamabad 20 November 2003 List No.29Name Designation Department  MTE Wrap-up Meeting, UNDP 20 November 2003 List No.30Name Designation Department 1.Lena LindbergDRRUNDP Pakistan2. Abdul QadirProgramme OfficerUNDP Pakistan3.Arif AlauddinARR UNDP Pakistan4. Huma KhawarGender Expert MTE Team5.Mohammad Malik KhanMTE Team member5. Peter HunnamMTE Team Leader ANNEX III MTE Reference Documents TitleYearOrganizationActivity Based Workplan of Bhan Valley2003MACP, ϲʿֱֳCommunity based management of natural resources in ChitralRegional Manager MACP ChitralConservation and Islam2002WWF Pakistan, MACPEmerging Directions in Biodiversity under GEF-32003GEF CouncilEnhancement and Enchantment: The Role of Community in Natural Resource ConservationArun Agrawal & Clark C. Gibson Forestry Sector Master Plan (FSMP) 1992GoP, ADB, UNDPGreat Wild Animals of the NorthudWWF PakistanKhunjerab Villages Development OrganizationAKRSP, UNDPMACP 14th Quarterly Narrative Report Jan March 20032003MoE GoP, UNDP, ϲʿֱֳMACP 16th Quarterly Narrative Report April June 20032003MoE GoP, UNDP, ϲʿֱֳMACP Annual Project Report, 2002 2002MoE GoP, UNDP, ϲʿֱֳMACP Detailed Overall Progress Review 2003MACP, ϲʿֱֳMACP GEF Project Budget2003MACPMACP Notes to MTE Mission Aliabad Hunza Office 2003MACPMACP Impact Indicators (Draft)ϲʿֱֳMACP Implementation and Conservation in NWFP2003MACP NWFP MACP Lessons Learned in implementation 2003MACP ϲʿֱֳMACP List of case studies 2003ϲʿֱֳ MACPMACP Minutes of Project Management Committee meeting, 12 April 20032003MACPMACP MTE Briefing 26.10.20032003MACPMACP Notes for MTE Mission2003MACP, ϲʿֱֳMACP Output based Summary of Progress (November 1999 September 2003) 2003MACPMACP Points of Regional Team NWFP2003MACP Regional Manager ChitralMACP Presentation Baltistan Skardu 2003MACP SkarduMACP Presentation Northern Areas 2003MACP NAMACP Presentation (July 1999-2006)2003MACP, ϲʿֱֳMACP Project Budget 2003UNDP GoPMACP Project Document 1999Ministry of Environment GoP MACP Project Expenditure and Commitments (01.01.2003 12.11.2003)2003UNDP, MACPMACP Project Implementation Review (PIR) 2000UNDP, GEFMACP Project Implementation Review (PIR) 2001UNDP, GEF MACP Project Implementation Review (PIR) 2002UNDP, GEFMACP Review of environmental Education Programme (January 2000 - Sept. 2003)2003WWF, MACPMACP Sustainable Environment & Enterprise Development Scheme (SEEDS) Executive Summary2003UNDP, MACPMACP Sustainable Environment & Enterprise Development Scheme (SEEDS) Concept Paper 2003UNDP, MACPMACP Terms of Reference for Mid Term Evaluation 2003UNDP, ϲʿֱֳ, GoPMACP UNDP GoP Project Budget 2003UNDPMaintaining Biodiversity in Pakistan with Rural Community Development (MBPRCD) Project Document 1995Ministry of Environment & Urban Affairs Division GoP IslamabadMap-1 NA Physical & Human Geography Map2000NA Public Works Department Gilgit MBPRCD Project Process Evaluation 1999Ministry of Environment, ϲʿֱֳ, UNDPMBPRCD Terminal Evaluation Report1999Ministry of Environment, ϲʿֱֳ, UNDP Mendi - Hango Valley Profile Demography2003MACPNorth West Frontier Province Forest Ordinance 2002GoNWFP Law DepartmentNorth West Frontier Province Private Game Reserve Rules1993GoNWFP Forestry, Fisheries & Wildlife Department North West Frontier Province Wildlife (Protection, Preservation, Conservation & Management) Act 1975GoNWFP Law DepartmentPakistan Biodiversity Action Plan 2000Ministry of Environment, GoP, ϲʿֱֳPakistan Draft Wildlife Policy 1996ϲʿֱֳ Pakistan GilgitPakistan National Conservation Strategy1990Ministry of Environment, GoPPakistan Wetlands Project Document2003Ministry of Environment, GoPPakistan Wildlife Policy Draft discussion paper1996ϲʿֱֳ Pakistan GilgitProceedings of workshop Biodiversity Conservation in Northern Mountain Region (Sept. 20-21, 2002)2002MACP, ϲʿֱֳ Chitral NWFPPakistan Protected Areas Management Project (PAMP) Appraisal Document 2001World Bank Rural Dev Sector UnitRange Vegetation Assessment in Qashqar Conservancy 2002Muhammad Noor MACP ϲʿֱֳReport on Medicinal Plants Training Workshop (August 10-13, 2003)2003Ikram Ur Rehman MACP ϲʿֱֳ Sustainable Development of Mountain Eco-System in Northern AreasNA Forest DepartmentThe Shimshal Governance Model Inayat Ali and David ButzVCP Bhan Valley Kalam Swat NWFP2002MACP, Bhan VCC Swat NWFPVCP Gibral Valley Kalam Swat, NWFP2003MACP, Gibral VCC Swat NWFPVCP Lower Tirich Valley 2003MACP, Tirich Lower VCCVCP Manour Valley Chitral 2003MACP, Manour VCC ChitralWorking Plan (2002-2011) for Government-managed Private Coniferous Forests in Chilas, Darel & Tangir Sub-Div. of Diamer District2002NA Forest Department ANNEX IV MACP Financing Mechanism ~ MACF and VCFs  MACF Projected PerformanceTotals\ Years20032004200520062007200820092010201120122013Initial capital funding - GEF1,500,0001,500,000Initial capital funding - UNDP750,000750,000Initial capital funding - GoP750,000750,000Additional funds - other donations2,000,0002,000,000Total capital inputs each year 3,000,000002,000,0000000000Total capital carried forward from previous year03,000,0003,000,0003,000,0005,125,0005,253,1255,384,4535,519,0645,657,0415,798,4675,943,429Accumulated MACF capital3,000,0003,000,0003,000,0005,000,0005,125,0005,253,1255,384,4535,519,0645,657,0415,798,4675,943,429Anticipated interest income (5%) 0150,000150,000250,000256,250262,656269,223275,953282,852289,923297,171Interest income reinvested (0 - 50%)000125,000128,125131,328134,611137,977141,426144,962148,586Interest income disbursed (50-90%)0135,000135,000125,000128,125131,328134,611137,977141,426144,962148,586Funds disbursed p.a. to Conservancy mgt. (50%)(4)067,50067,50062,50064,06365,66467,30668,98870,71372,48174,293Funds disbursed p.a. to VCFs (52)067,50067,50062,50064,06365,66467,30668,98870,71372,48174,293VCFs Projected PerformanceTotals\ Years20032004200520062007200820092010201120122013Initial capital funding - UNDP372,000372,000Initial capital funding - Communities93,00093,000Additional funds from Communities 1175,00025,00025,00025,00025,00025,00025,00025,00025,00025,00025000Additional funds - other donations50,00010,00010,00010,00010,00010,000Total capital inputs each year 475,00035,00035,00035,00035,00025,00025,00025,00025,00025,00025,000Total capital carried forward from previous year0475,000522,750571,694621,861673,283715,740759,258803,865849,586896,451Accumulated capital in all VCFs  475,000510,000557,750606,694656,861698,283740,740784,258828,865874,586921,451Accumulated capital in each VCF (52)9,1359,80810,72611,66712,63213,42914,24515,08215,94016,81917,720Anticipated interest income (5%)  025,50027,88830,33532,84334,91437,03739,21341,44343,72946,073Interest income reinvested (50%) 012,75013,94415,16716,42217,45718,51819,60620,72221,86523,036Interest income disbursed (50%) 012,75013,94415,16716,42217,45718,51819,60620,72221,86523,036Proposed revenue from MACF to total VCFs067,50067,50062,50064,06365,66467,30668,98870,71372,48174,293Funds disbursed p.a. from each VCF (52)0245268292316336356377398420443Proposed MACF funds available to each VCF (52)01,2981,2981,2021,2321,2631,2941,3271,3601,3941,429Total funds disbursed p.a. per village (500)0161163155161166172177183189195NOTES 1.Anticipated annual contribution from communities to VCFs totals $25,000 (ProDoc suggests $50,000)  ANNEX V Summary of MTE Recommendations Project Concept, Strategy and DesignLeadStart DateEnd DatePlan and promote a Mountain Areas Conservation Initiative as a shared vision and partnership for a broad, long-term programme of actions GoP, UNDP, ϲʿֱֳ, WWF and othersQ1.20042007 and beyondDevelop a clear plan for establishment and management of the proposed Conservancies. Elaborate and communicate to partners and stakeholders the overall Project implementation strategy.Project ManagementQ1.2004Q3.2004Project Execution and Implementation ArrangementsLeadStart DateEnd DateFacilitate greater government engagement in and use of the Project, but also allow the Project to be implemented more dynamically and flexibly: form an Executive Management Committee; use the combined PSC and PMCs to coordinate the overall MAC Initiative; designate a Conservancy Programme Coordinator in each of the three administrations; attach the Project to the three administrations, as an autonomous unit; strengthen the DCCs; create more opportunities for government staff to participate in Project activities. EMC/ TPR Project Management PSC and PMCs GoP, NWFP, NA DCCsQ1.20042007Delegate fuller approval procedures and financial arrangements to the NPM, RPMs and field staff. Review staffing and re-allocate resources to fill gaps identified in the MTE and achieve a balanced staff profile. Make greater use of local community members, women and men, as facilitators and resource persons.EMC, ϲʿֱֳ Project Management Local communitiesQ1.20042007Revise Project administration arrangements: extend the Project by 6-12 months; harmonise administrative arrangements with sub-contractors and partners; review field office locations; secure the appointments of senior Project staff.EMC ϲʿֱֳ and WWF Project ManagementQ1.20042007Project Budget and ExpenditureLeadStart DateEnd DateRevise budgetary allocations: allow for extension to Project duration; increase funding to components 4 and 5; reduce proportion of expenditure on Project management and operations; achieve cost-savings by integration of components 1, 2 and 3. and continue this work for the life of the Project; allocate a significant proportion of Output 2. funds to Output 4. village development initiatives; support a Conservancy Programme Office(r) in each of the three governments; fund a comprehensive institutional review and reform process; reduce rate of payment of Agency Support Costs to ensure that funds are available to the implementing agency for the extended Project period; and reconfigure the proposed MACF and VCFs mechanisms. Project management EMCQ1.2004annual reviewComponent 1. Community Organisation and PlanningLeadStart DateEnd DateFormulate a clear strategy for devising and establishing co-management of the four proposed Conservancies by local community and government institutions. Project managementQ1.2004Q2.2004Strengthen the mechanism and scope of valley conservation planning, VCPs. Project managementQ1.2004continuingStrengthen genuine community participation in all aspects of Project implementation, including adequate provision for incorporating the perspectives of women, youth, men, local residents and absent stakeholders. Project management Local communitiesQ1.2004continuingAssist participating communities to demarcate and map resource tenure and use rights and their genealogical history. Continue efforts to resolve conflicts over ownership and use rights, including with government. Project management Local communitiesQ2.2004Q2.2006Increase efforts to enable other agencies to contribute support to communities participating in MACP, using the same participatory planning process, and taking into consideration the communitys conservation as well as development objectives. Project management Development assistance agenciesQ1.2004continuingPlan and organise a study tour for a small group of stakeholder representatives to an established, comparable conservation management system.Project management EMCQ3.2004Q3.2004Commission an independent academic study of the motivations and social dynamics underlying community participation and institutional development under MACP.Project managementQ2.20042006 Component 2. Education and AwarenessLeadStart DateEnd DateHarmonise management and administration procedures for the two E&A projects. Direct all E&A activity towards serving the substantial Project components 1, 4, 5, 6 and 7. ϲʿֱֳ and WWF EMCQ1.2004continuingAppoint multi-skilled and multi-tasked Field Unit staff rather than separate educators, planners and social mobilisers. Include sufficient women staff to work with village women. Project managementQ2.2004continuingMaintain the focus on schools as one part of the programme. Strengthen links to government education departments and programmes. Use Project funds to meet the basic needs of students and teachers in villages.Project management Education departmentsQ2.2004continuingFacilitate development by local people of their own information materials, in their own languages and working environments. Enable traditional law, lore, beliefs, practices and history to be re-kindled and shared.Project management Local communitiesQ1.2004continuingMake more use of local public radio and, if feasible, internet e-mail, for communications among communities and local government operations across Conservancies.Project managementQ1.2004continuingComponent 3. Monitoring and EvaluationLeadStart DateEnd DateReview and revise the Logical Framework regularly and use as the principal guide to MACP planning, management and monitoring. Design clearer objectives and indicators for the integrated components and planned outputs. Strengthen M&E as a cross-cutting function, part of each component.Project managementQ1.2004continuingConduct regular (annual) reviews of progress towards middle and higher level objectives, leading to regular adjustments in the Projects management settings and planned activities. Project managementQ2.2004continuingEmploy participatory monitoring, research, assessment and survey techniques so that local community organisations and government agencies learn and benefit. Project managementQ1.2004continuingIn the absence of baseline data, assess the status of relevant factors before and following each substantial Project activity. Project managementQ1.2004continuingComponent 4. Village Eco-DevelopmentLeadStart DateEnd DateDevise a solid strategy for re-engineering component 4. and implement in each participating community: strengthen knowledge-based support; increase efforts to attract new partners and funds; reconfigure the MACF and VCFs; re-allocate Project resources to support valleys with priority development needs.Project management EMCQ1.2004continuingSupport development of a forum for information exchange and pragmatic decision-making, perhaps using the District Conservation Committees (DCCs) in such a role.Project management DCCsQ2.2004continuingComponent 5. Sustainable Resource Use and LivelihoodsLeadStart DateEnd DateDefine and communicate the strategy to be followed towards securing sustainable livelihoods and income generating enterprises in each participating valley and each proposed Conservancy. Project managementQ1.2004continuingDesign, test and make available a broad suite of potential enterprises as options that might be considered by Mountain Areas communities, men and women. Base SRU and livelihoods planning on the VCC-VCP framework. Project management Local communitiesQ1.2004continuingDefine the strategy to research, pilot and demonstrate each type of livelihood and enterprise, with emphasis on enabling local people to participate, learn and benefit.Project managementQ1.2004continuingComponent 6. Enabling Government Institutions, Policies and RegulationsLeadStart DateEnd DateCommit to a shared vision and strategy for creation and long-term support of Conservancies in the Mountain Areas region beyond the current MAC Project. Governments PSC and PMCsQ2.20042007 and beyondStrengthen the partnership between the MACP and government, to ensure governments are engaged in and making good use of the Project. Attach the Project to government offices but as an autonomous unit. Second individual Government officers to MACP Field Units. Support self-assessments of governments capacity needs to develop the required systems and procedures for governance of Conservancies. Project management GoP, NWFP and NA administrationsQ1.2004continuingDesignate a Programme Coordinator for Conservancy work in each government administration. Analyse, plan for and implement development of whole-of-government capacity to co-manage Conservancies. Set up a Commission to drive the planning and capacity development process.GoP, NWFP and NA administrationsQ1.2004continuingContinue to work closely with District Conservation Committees to facilitate development of their role in Conservancy management. Project management DCCsQ1.2004continuingReview and confirm ownership and use rights of all resources in the Project areas. Institute a regulatory framework, procedures and guidelines to ratify and support resource harvesting operations by local communities and community businesses within Conservancies. GoP, NA and NWFP administrations Project managementQ1.2004Q1.2005Clarify and develop the legal procedures for ratifying the institutions and planning systems that are being planned and developed VCCs, Union Councils and Community Citizen Boards; VCPs, Conservancy management plans; District and Provincial government development programming. Project management GoP, NA and NWFP administrationsQ1.2004Q1.2005Component 7. Financing MechanismLeadStart DateEnd DateRe-think and re-plan the proposed dual-level financing mechanism and how it will be established, managed and operated. Project management EMCQ1.2004Q2.2004Plan the MACF to anticipate and prepare for the expansion of Mountain Area Conservancies beyond the initial four. EMC PSC and PMCsQ1.20042007 and beyondEstablish the re-configured MACF and VCFs without further delay. (Refer to ANNEX IV) Project management EMCQ1.2004continuingParticipation of Women in the MACPLeadStart DateEnd DateRe-engineer component 4. to demonstrate solutions to the pressing problems of water, fuel and food supplies. Project managementQ1.2004continuingUnder component 5, strengthen efforts to systematically search for, identify and test sustainable livelihood and SRU options that are specifically relevant and suited to village women. Project managementQ1.2004continuingSupport recognition and strengthening of womens specific rights to access and use local resources and to own their own assets and money, including improved resource security for unmarried and widowed women.Project management GoP, NA and NWFP administrationsQ1.2004continuingStrengthen the Projects attention to womens participation: task Project staff to organise activities specifically for women. Employ a reasonable proportion of women staff. Extend the capacities of Project field teams by enrolling village women as facilitators, planners and trainers; employ small groups of women or husband-and-wife and brother-and-sister teams from a village.Project managementQ1.2004continuing  E.g. the Grass Roots Initiative, Protected Areas Management Project (PAMP), National Wetlands Project  The MACP should have its own separate EMC as governing body; other collaborative projects and programmes should each have their own EMC.  There should be one PSC-PMC to coordinate and guide all projects and programmes relevant to MAC work, rather than having separate ones for each.  The three governments involved Federal, NWFP and NAs have agreed to make equal contributions of $ 250,000 to the MACF.  The current range of options is too small; there is no point in assisting every community to embark on medicinal plant harvesting.  The Project Document is inconsistent in describing the intended operation of a VCF as both a self-supporting revolving fund and an endowment invested in a high yielding deposit disbursing only a portion of the annual returns to the community.     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F&$Ifgdjqkdv$$IflF*V#*,0    4 lalJKLW[rll$If & F&$Ifgdjqkd$$IflF*V#*,0    4 lal[\]jqrll$If & F&$Ifgdjqkd$$IflF*V#*,0    4 lalqrsrll$If & F&$Ifgdjqkd$$IflF*V#*,0    4 lalrll$If & F&$Ifgdjqkd$$IflF*V#*,0    4 lalrll$If & F&$Ifgdjqkd$$IflF*V#*,0    4 lalrll$If & F&$Ifgdjqkd$$IflF*V#*,0    4 lalrlf$If$If & F&$Ifgdjqkd$$IflF*V#*,0    4 lalrlf$If$If & F&$Ifgdjqkd$$IflF*V#*,0    4 lalm}w$Ifkd$$IflF*V#*,0    4 lalmnot $$Ifa$$Iflkd $$Ifl4##  04 lalf4p </))$If & F%$Ifgdjqkd$$Ifl\v#vx * (04 lalp(fY & F%$IfgdjqkdT$$Ifl\v#vx *04 lal$If l_YYY$If & F%$Ifgdjqkdy$$Ifl\v#vx *04 lal   #5l_YYY$If & F%$Ifgdjqkd$$Ifl\v#vx *04 lal567Jbml_YYY$If & F%$Ifgdjqkd$$Ifl\v#vx *04 lalmno|l_YYY$If & F%$Ifgdjqkd$$Ifl\v#vx *04 lall_YYY$If & F%$Ifgdjqkd $$Ifl\v#vx *04 lall_YYY$If & F%$Ifgdjqkd2$$Ifl\v#vx *04 lall_YYY$If & F%$IfgdjqkdW$$Ifl\v#vx *04 lal%1l_YYY$If & F%$Ifgdjqkd|$$Ifl\v#vx *04 lal123?GRl_YYY$If & F%$Ifgdjqkd$$Ifl\v#vx *04 lalRST`hol_YYY$If & F%$Ifgdjqkd$$Ifl\v#vx *04 lalopql_YYY$If & F%$Ifgdjqkd$$Ifl\v#vx 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F*$Ifgdjqkd8;$$IflF*V#*,0    4 lalrlf$If$If & F*$IfgdjqkdG<$$IflF*V#*,0    4 lalrll$If & F*$IfgdjqkdV=$$IflF*V#*,0    4 lalrll$If & F*$Ifgdjqkde>$$IflF*V#*,0    4 lalrll$If & F*$Ifgdjqkdt?$$IflF*V#*,0    4 lal rll$If & F*$Ifgdjqkd@$$IflF*V#*,0    4 lal$/rll$If & F*$IfgdjqkdA$$IflF*V#*,0    4 lal/01ALrll$If & F*$IfgdjqkdB$$IflF*V#*,0    4 lalLMN^irll$If & F*$IfgdjqkdC$$IflF*V#*,0    4 lalijkyrll$If & F*$IfgdjqkdD$$IflF*V#*,0    4 lalrll$If & F*$IfgdjqkdE$$IflF*V#*,0    4 lalrll$If & F*$IfgdjqkdF$$IflF*V#*,0    4 lalrll$If & F*$IfgdjqkdG$$IflF*V#*,0    4 lalrll$If & F*$IfgdjqkdH$$IflF*V#*,0    4 lalrll$If & F*$Ifgdjqkd J$$IflF*V#*,0    4 lal rll$If & F*$IfgdjqkdK$$IflF*V#*,0    4 lal(6rll$If & F*$Ifgdjqkd(L$$IflF*V#*,0    4 lal678G^rll$If & F*$Ifgdjqkd7M$$IflF*V#*,0    4 lal^_`myrll$If & F*$IfgdjqkdFN$$IflF*V#*,0    4 lalyz{rll$If & F*$IfgdjqkdUO$$IflF*V#*,0    4 lalrll$If & F*$IfgdjqkddP$$IflF*V#*,0    4 lalrll$If & F*$IfgdjqkdsQ$$IflF*V#*,0    4 lal}w$IfkdR$$IflF*V#*,0    4 lal) $$Ifa$$IflkdS$$Ifl4##  04 lalf4p )*+<OZMGG$If & F0$IfgdjqkdST$$IflF*V#*, 0    4 lalpOPQawrll$If & F0$IfgdjqkdU$$IflF*V#*,0    4 lalwxyrll$If & F0$IfgdjqkdV$$IflF*V#*,0    4 lalrll$If & F0$IfgdjqkdW$$IflF*V#*,0    4 lalrll$If & F0$IfgdjqkdX$$IflF*V#*,0    4 lalrll$If & F0$IfgdjqkdY$$IflF*V#*,0    4 lalrll$If & F0$IfgdjqkdZ$$IflF*V#*,0    4 lalrll$If & F0$Ifgdjqkd\$$IflF*V#*,0    4 lal'0rll$If & F0$Ifgdjqkd]$$IflF*V#*,0    4 lal01289rll$If & F0$Ifgdjqkd%^$$IflF*V#*,0    4 lal9:;IJrll$If & F0$Ifgdjqkd4_$$IflF*V#*,0    4 lalJKLZ[rll$If & F0$IfgdjqkdC`$$IflF*V#*,0    4 lal[\]lmrll$If & F0$IfgdjqkdRa$$IflF*V#*,0    4 lalmnoyzrll$If & F0$Ifgdjqkdab$$IflF*V#*,0    4 lalz{|rll$If & F0$Ifgdjqkdpc$$IflF*V#*,0    4 lalrll$If & F0$Ifgdjqkdd$$IflF*V#*,0    4 lalrll$If & F0$Ifgdjqkde$$IflF*V#*,0    4 lalrll$If & F0$Ifgdjqkdf$$IflF*V#*,0    4 lalrll$If & F0$Ifgdjqkdg$$IflF*V#*,0    4 lalrll$If & F0$Ifgdjqkdh$$IflF*V#*,0    4 lalrll$If & F0$Ifgdjqkdi$$IflF*V#*,0    4 lalrll$If & F0$Ifgdjqkdj$$IflF*V#*,0    4 lal'.rll$If & F0$Ifgdjqkdk$$IflF*V#*,0    4 lal./0BIrll$If & F0$Ifgdjqkdl$$IflF*V#*,0    4 lalIJKV]rll$If & F0$Ifgdjqkdn$$IflF*V#*,0    4 lal]^_oprll$If & F0$Ifgdjqkdo$$IflF*V#*,0    4 lalpqr}~rll$If & F0$Ifgdjqkd$p$$IflF*V#*,0    4 lal~rll$If & F0$Ifgdjqkd3q$$IflF*V#*,0    4 lalrll$If & F0$IfgdjqkdBr$$IflF*V#*,0    4 lal}w$IfkdQs$$IflF*V#*,0    4 lal*%{I[WFGWKP[tu )*67T7Rx{+~fiRST`a~)Bghih`qCJOJQJ h`qCJH* h`q5h`qh`q5>*CJ h`q5CJ h`qCJR $$Ifa$$Iflkd`t$$Ifl4##  04 lalf4p ZMGG$If & F1$Ifgdjqkd"u$$IflF*V#*, 0    4 lalp  !rll$If & F1$Ifgdjqkd|v$$IflF*V#*,0    4 lal!"#6<rll$If & F1$Ifgdjqkdw$$IflF*V#*,0    4 lal<=>RXrll$If & F1$Ifgdjqkdx$$IflF*V#*,0    4 lalXYZsyrll$If & F1$Ifgdjqkdy$$IflF*V#*,0    4 lalyz{rll$If & F1$Ifgdjqkdz$$IflF*V#*,0    4 lalrll$If & F1$Ifgdjqkd{$$IflF*V#*,0    4 lalrll$If & F1$Ifgdjqkd|$$IflF*V#*,0    4 lalrll$If & F1$Ifgdjqkd}$$IflF*V#*,0    4 lalrll$If & F1$Ifgdjqkd~$$IflF*V#*,0    4 lalrlf$If$If & F1$Ifgdjqkd$$IflF*V#*,0    4 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F,$Ifgdjqkd±$$IflF*V#*,0    4 lalrll$If & F,$IfgdjqkdѲ$$IflF*V#*,0    4 lalrll$If & F,$Ifgdjqkd$$IflF*V#*,0    4 lal./rll$If & F,$Ifgdjqkd$$IflF*V#*,0    4 lal/01;<rll$If & F,$Ifgdjqkd$$IflF*V#*,0    4 lal<=>FGrll$If & F,$Ifgdjqkd $$IflF*V#*,0    4 lalGHI}w$Ifkd$$IflF*V#*,0    4 lal $$Ifa$$Iflkd+$$Ifl4##  04 lalf4p ZTTT$Ifkd$$IflF*V#*, 0    4 lalpyyy$IfkdG$$IflF*V#*,0    4 lalyyy$IfkdV$$IflF*V#*,0    4 lalyyy$Ifkde$$IflF*V#*,0    4 lalyyy$Ifkdt$$IflF*V#*,0    4 lalyyy$Ifkd$$IflF*V#*,0    4 lal,-yyy$Ifkd$$IflF*V#*,0    4 lal-.0CDyyy$Ifkd$$IflF*V#*,0    4 lalDEGYZyyy$Ifkd$$IflF*V#*,0    4 lalZ[^opyyy$Ifkd$$IflF*V#*,0    4 lalpqtyyy$Ifkd$$IflF*V#*,0    4 lal}w$Ifkd$$IflF*V#*,0    4 lal$Iflkd$$Ifl4##  04 lalf4p ZMGG$If & F+$Ifgdjqkd$$IflF*V#*, 0    4 lalp"3rll$If & F+$Ifgdjqkd$$IflF*V#*,0    4 lal345CMrll$If & F+$Ifgdjqkd$$IflF*V#*,0    4 lalMNO`{rll$If & F+$Ifgdjqkd&$$IflF*V#*,0    4 lal{|}rll$If & F+$Ifgdjqkd5$$IflF*V#*,0    4 lalrll$If & F+$IfgdjqkdD$$IflF*V#*,0    4 lalrll$If & F+$IfgdjqkdS$$IflF*V#*,0    4 lalrll$If & F+$Ifgdjqkdb$$IflF*V#*,0    4 lalrll$If & F+$Ifgdjqkdq$$IflF*V#*,0    4 lal  rll$If & F+$Ifgdjqkd$$IflF*V#*,0    4 lalZ}w$Ifkd$$IflF*V#*,0    4 lalZ[\bn{$If$Iflkd$$Ifl4##  04 lalf4p kd`$$IflrN Y#  T 204 lalp2Fkd$$IflrN Y#  T04 lal$If & F2$Ifgdjq)=SF & F2$IfgdjqkdM$$IflrN Y#  T04 lal$If=KLM\ejxSF & F2$Ifgdjqkd$$IflrN Y#  T04 lal$IfxyzYLFFFF$If & F2$Ifgdjqkd$$IflrN Y#  T04 lalYLFFFF$If & F2$Ifgdjqkd$$IflrN Y#  T04 lal +3YLFFFF$If & F2$Ifgdjqkd9$$IflrN Y#  T04 lal345DQVdYLFFFF$If & F2$Ifgdjqkdt$$IflrN Y#  T04 laldeftYLFFFF$If & F2$Ifgdjqkd$$IflrN Y#  T04 lalYLFFFF$If & F2$Ifgdjqkd$$IflrN Y#  T04 lalYLFFFF$If & F2$Ifgdjqkd%$$IflrN Y#  T04 lal  YLFFFF$If & F2$Ifgdjqkd`$$IflrN Y#  T04 lal)1?GYLFFFF$If & F2$Ifgdjqkd$$IflrN Y#  T04 lalGHIYlzYLFFFF$If & F2$Ifgdjqkd$$IflrN Y#  T04 lalYLFFFF$If & F2$Ifgdjqkd$$IflrN Y#  T04 lalYLFFFF$If & F2$IfgdjqkdL$$IflrN Y#  T04 lal YLFFFF$If & F2$Ifgdjqkd$$IflrN Y#  T04 lal';<DYLFFFF$If & F2$Ifgdjqkd$$IflrN Y#  T04 lalDEF[qrzYLFFFF$If & F2$Ifgdjqkd$$IflrN Y#  T04 lalz{|YLFFFF$If & F2$Ifgdjqkd8$$IflrN Y#  T04 lalYLFFFF$If & F2$Ifgdjqkds$$IflrN Y#  T04 lalYLFFFF$If & F2$Ifgdjqkd$$IflrN Y#  T04 lal5YTN$If$a$kd$$IflrN Y#  T04 lal567=IV$If$Iflkd$$$Ifl4##  04 lalf4p VWYfy<6666$Ifkd$$Ifl\N &#    (04 lalp(lffff$Ifkdl$$Ifl\N &#   04 lallffff$Ifkd$$Ifl\N &#   04 lal"lffff$Ifkd$$Ifl\N &#   04 lal"#%2CJlffff$Ifkd$$Ifl\N &#   04 lalJKM[_mlffff$Ifkd$$Ifl\N &#   04 lalmnp~lffff$Ifkd%$$Ifl\N &#   04 lallffff$IfkdJ$$Ifl\N &#   04 lallffff$Ifkdo$$Ifl\N &#   04 lallffff$Ifkd$$Ifl\N &#   04 lal"5Flffff$Ifkd$$Ifl\N &#   04 lalFGJ[pulffff$Ifkd$$Ifl\N &#   04 laluvylffff$Ifkd$$Ifl\N &#   04 lallffff$Ifkd($$Ifl\N &#   04 lallffff$IfkdM$$Ifl\N &#   04 lal #$lffff$Ifkdr$$Ifl\N &#   04 lal$%(5DElffff$Ifkd$$Ifl\N &#   04 lalEFGljd$Ifkd$$Ifl\N &#   04 lal$If$Iflkd$$Ifl4##  04 lalf4p <6666$Ifkd$$Ifl\N &#    (04 lalp(lffff$Ifkd) $$Ifl\N &#   04 lallffff$IfkdN $$Ifl\N &#   04 lallffff$Ifkds $$Ifl\N &#   04 lallffff$Ifkd $$Ifl\N 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