4 approach and methodology 4.1 general considerations

Lower Mekong Basin Wetland Management and Conservation Project Technical Proposal

GITEC ● Landell Mills ● TANCONS ● LEM 17

4 APPROACH AND METHODOLOGY

4.1 General Considerations

Given the complexity of the project across various institutional and geographic components and locations, the Consultant will (i) play a coordination and technical oversight role, linking various implementing partners (including the PIAs/PEAs and selected service providers), (ii) foster project coherence across sites and between countries, and (iii) ensures consistency in high-quality technical standards and practice. The approach the consultant will use for the delivery of services are may be broken down into conceptual, technical, and operational themes. Conceptual Approach:

1) The consultant emphasizes the ecological coherence of the project’s focal areas at regional, national and sub-national levels. Enhancing the ecological coherence and natural connectivity of the sites into an integrated whole. Studies and concepts deployed during planning and implementation will be developed in such a way as makes ecological links between sites explicit, relating to migration pathways (wetland bird species, the contribution of each site to the integrity of the Mekong fishery as a whole) and longitudinal environmental flows.

2) The project contains a number of social and ecological objectives. Conceptually, social and

ecological elements of wetland systems may best be understood as conjoined parts of a larger whole, what may be referred to as a social-ecological wetland system. This conceptual framing will facilitate project effectiveness and the coherence of various social and ecological objectives and activities.

3) A third conceptual frame relates to approaching project sustainability in light of substantial

uncertainty, relating not only to current conditions and systems dynamics (that will be partially clarified through commissioned studies) but also to future uncertainties, magnified by climate change. We see sustainability then as relating in large part to the resilience of the social-ecological wetland system, or the ability of the system to negotiate change and maintain core ecosystem service functions. A resilience-based approach to sustainability involves building the capacity of local managers to adaptively manage the system as conditions and drivers change through time. It also involves

Technical Approach: These are elaborated in some detail in the sections hereafter and so we present here some general considerations only.

1) Local wetland users have immense, detailed understanding of wetland conditions, species, process and observed changes that are not commonly understood or adequately leveraged in management planning and implementation. Recognizing this, the consultant seek to bring together local knowledge and international, technical knowledge and best-practice within the context-specificity of each social-ecological wetland system.

2) Landscape-based approaches for sustainable development- In order to adequately address

multi-sectoral needs across the Ramsar sites and surrounding areas, leverage synergies and effectively mitigate potential trade-offs in the management of wetlands, the consultant will take a landscape-based approach. Investments will be integrated and leveraged to support the twin objectives of biodiversity conservation and local livelihoods. Integrated Landscape



Initiatives have demonstrated particular promise in promoting these two objectives. The consultant will support local managers to identify, design and implement specific measures, link these to one another to promote synergy, and appropriately analyse trade-offs.

Operational Approach:

1) Collaborative Planning and Decision-Making- The implementation of the project in our view is as much about the delivery of wetland Guidelines, management plans and investments as about fostering an enabling environment for collaborative decision-making and co-management and developing experiential learning, capacity building and knowledge-transfer for wetland managers. The Consultant will pay particular attention to supporting the process, building appropriate skills and capacity of implementers and managers, without rushing too quickly to output. Consultation processes will be iterative and community-led. Community managers will be involved throughout the planning process, identifying key ecosystem service values and livelihood functions, threat analysis, and mitigation planning. Local leaders will be involved in each consultation, informing the design, delivery and outcomes of consultation and planning. Each specific product of the various stages, including maps, technical studies, sectoral and spatially-explicit integration will be produced to fit specifications that community-leaders determine to be appropriate for local use. Draft and final versions will be produced in close collaboration. Monitoring of project outcomes will be carried out in collaboration with local communities to ensure that the project responds adequately to their needs and interests.

2) There is a risk that regional efforts to develop monitoring systems and knowledge platforms

will not be adequately deployed on-site as each partner develops and implements their respective work programmes. The Consultant will focus efforts on bridging these components, facilitating communication of on-the-ground insights and practice to MRC-S actors to help inform their work, while distilling and translating their knowledge products for implementers to ensure these are adequately field-tested and employed within the three sites.

3) The Consultant will play a supportive and facilitative role, enabling PIAs in particular to

effectively deliver this project by providing high quality, timely technical inputs and guidance to support decision-makers. Ensuring that technical inputs are produced in a format that is readily digestible, clear and concise. Where technical studies or other inputs are not easily understandable, the consultant will support through summarization and the distillation of key messages and data.

4) In all stages of the project, the consultant will pay particular attention to the effective

(versus formal, only) involvement of local communities through appreciative consultation and deliberative decision-making, recognizing local users as the primary caretakers and rights-holders of local wetland systems. In each step of the work plan, the consultant has sought to make adequate provision for local decision-making, participation and ownership.

5) Across all aspects of service delivery, we have placed strong, targeted emphasis on skills

transfer and capacity building for wetland managers and PIA, especially the NPMUs to ensure that local capacity is built, with positive outcomes far beyond the life of the project. The Consultant will support NPMU core team to develop and deliver technical capacity investments for PPIO (Cambodia) and PPMUs (Lao PDR), enabling them to train district staff and local community managers (TOT model).

In each section below we will include some commentary on how this will look for each activity domain. The consultant’s specific outputs of each task area will vary by partnership arrangement,



generally supporting the deliverables of service providers in areas with stronger existing programs (i.e. Prek Toal and BKN) and directly delivering elements not covered by such providers.

4.2 Specific Aspects of the Consultant’s Approach

We have structured our general approach according to the overall results-chain of the project, focusing on Outputs 1 and 2 as prescribed in the consultant’s ToR. The specific logic framework of these two components are illustrated and described in greater detail under section 4.2 below. The approaches indicated here relate to the approach which the consultant will take for each output area and the general management of the project. Section 5 provides specific details with regard to how these approaches will be operationalized within the project timeline. As we have introduced in Section 3, the consultant’s role is differentiated by tasks related to overall project management, the management of implementation and technical inputs and support (Figure 6). In this section we describe these various functions in greater detail.

Figure 6: Consultant's Roles

4.2.1 Establishing Project Enabling Conditions

Standard Procedures of Operation A key function of the consultant focuses on establishing the preconditions necessary for progress throughout the project life. Preconditions include the establishment of the consultant’s office(s) and teams, clarifying roles, communication procedures and working relationships. The consultant will support the PEAs and PIAs by establishing project operational procedures—including tender and procurement procedures, financial protocols, criteria for determining eligible investments, etc.—codified and communicated in the project’s Standard Procedures of Operation (SPO), the project’s implementation manual (Figure 7).



Figure 7: Provisional Contents of the Standard Procedures of Operation Manual

Project Plan of Operation The second key function of the consultant is the elaboration of the project’s work plan, implementation arrangements by task area, and supporting materials. The consultant will work with the PEAs and PIAs in updating project design elements to reflect current conditions and agreed outputs, systematizing the project-level work plan (codified in the Project’s Plan of Operation). Figure 8 described the approach, task areas, outputs and anticipated outcomes.



Figure 8: Key Task Areas, Outputs and Outcomes during the Project's Inception Period

The consultant will work together with the PEAs and PIAs to identify service provision needs for each project site, tender and procure service providers and work together with these to define work plans that contribute to and integrate effectively with the overall project Plan of Operation. The approach to this is depicted in Figure 9, including identification of key services needed and the various steps required for procurement and contract negotiation. The approach taken will vary by site. For BKN and Prek Toal, the consultant will review the technical and financial proposals of the pre-selected service providers (IUCN and WCS, respectively) and ensure the adequacy of these.

Figure 9: Identification of Service Provision Needs and Procurement Process



During the following 6 months of the Project Planning Phase (Year 1) the consultant will support the PIAs and PEAs to delivery against Outputs 1 and 2, providing coordination with the knowledge-products developed under Output 3 by the MRC-S. Table 1 below details the specific activities of each Output aggregated for project-level implementation, with cross-referencing to the original, country-specific activities specified in the ToR.

Table 1: Organization of Activities under Outputs 1 and 2

Module objective (outcome level): Contribute to sustainable rehabilitation, conservation and management of wetlands ecosystem services while improving the livelihood of local communities in selected wetlands sites. Activities

Output 1: Capacity in sustainable wetlands management of responsible management agencies, communities and other stakeholders is strengthened in line with the Ramsar mechanism Wetland Management Planning 1 Revisit current management plans to identify needs for updating and

revision L1.1, L1.2

2

Identification of key stakeholders to be involved in planning processes, define roles and consultation approach

3 Carry out technical studies as needed (hydrological studies, species, ecosystem service functions, etc.) to inform wetland management planning

L1.5, L1.6

4 Defining planning boundaries, preliminary zoning and demarcation for management planning, elaboration of GIS-based spatial data systems

L1.4, L1.7

5 Develop sector implementation plans for integration L1.1, L1.3 6 Produce integrated spatial five-year management plans for wetlands

protection, conservation, and sustainable use and community areas; C1.1, L1.2

7 Elaborate work plans and associated budgets, define roles and responsibilities for implementation

8 Assist Ramsar committees in updating registration status as needed (e.g. BKN) and other administrative measures for Ramsar governance

L1.8

9 Elaborate monitoring system for wetland management, including indicator species, indicators of ecosystem service management outcomes (in coordination with MRC Wetlands Database and Knowledge Platform)

C1.2, C1.3

National Wetland Management Guidelines 1 Global review of best-practice in wetland management L1.9 2 Develop and approve guidelines for integrated management of

wetlands; C1.4, L1.10

3 Develop replicable packages for improved wetlands management (subcomponent within the Guidelines)

C1.5

4 Elaborate integrated monitoring systems and protocols L1.11 5 Field-test Guidelines and associated technical packages

6 Promote Guidelines among national and regional stakeholders

L1.12




Capacity Building for Wetland Managers 1 Enhance capacity of Ramsar Committee members and staff of

concerned government agencies (e.g. water management training in BKN)

C1.6, L1.13, L1.14

2 Provide training and support in extending the successful Ramsar site management practices to other Ramsar sites.

C1.7, L1.12

3 Training community managers in technical and managerial aspects of wetland management

C1.6

Educational Investments in Schools 1 Reviewing existing environmental curriculum in schools (primary and

secondary, as appropriate) around wetland sites C1.8, L1.15

2 Develop improved educational materials and training for local educators

C1.8

3 Enhance educational facilities in participating schools (e.g. school-based Environmental Resource Centres in 8 schools in Laos)

C1.8, L1.16

Output 2: Wetlands management is improved through application of co-operative management approaches and sustainable financing of protection of wetland resources and biodiversity is ensured.

Implement Wetland Management Plans and Investments 1 Implement integrated and sector wetland management plans (local

authorities, communities and responsible agencies); C2.1

2 Confirm and demarcate site boundaries; Demarcate management zones with posts and signs; and develop associated site-specific management plans and regulations (assisting Ramsar Committees in oversight)

C2.2, L2.2

3 Establish and support community-managed areas (e.g. Community Fisheries, Community -managed Forests)

C2.6, L2.2

4 Execute patrolling with strong participation of communities; C2.5, L2.3

5 Implement feasible investments (including water level control gates in BKN, if appropriate)

L2.1, L2.4

6 Improve protected area infrastructure; C2.3 7 Tender, construct and run visitors centres; C2.7, L2.8 8 Rehabilitate wetland vegetation, forest and fish habitats; Restore

streams and reduce river bank erosion; C2.8, L2.5

9 Establish and implement invasive species removal as needed (e.g. M. pigra, P. canaliculata, N. lugens, etc.)

L2.6

Livelihood Investments 1 Support livelihood activities for wetland dependent communities (e.g.

through improved productivity of fisheries, forestry and agricultural production);

C2.9




2 Implement appropriate livelihood investments (based on feasibility studies, e.g. bore hole wells in villages)

C2.9, L2.10, L2.11

3 Improve social infrastructure; C2.10 4 Establish micro-credit funds where needed (e.g. Phommaleu, Phapho,

Nongmaket, Phakkha villages in BKN) L2.9

5 Set up and equip the Ramsar site office within the Wetland Experience Centre.

L2.13

6 Assist wetland managers (communities and concerned government agencies) to prepare and execute business plans for the sustainable development of ecotourism;

C2.11, C2.12, L2.7

7 Based on business plans, design and tender investments for ecotourism infrastructure (e.g. restaurants, car-parks in Ban Kiat Ngong and Ban Phapho in Laos).

L2.8

8 Develop concept and business plan for the establishment of a Wetlands Education /Experience Centre (WEC) and implement if feasible

L2.12

Sustainable Financing 1 Identify option for sustainable financing options, or improvements to

existing systems (e.g. Prek Toal) C2.13, L2.14

2 Develop and establish legal system ensuring that local revenues gained in the Ramsar sites (e.g. entrance fees, other tourism income) is used for management of Ramsar sites;

C2.14, L2.15

3 Collect revenues with accountability and transparency; C2.15 4 Replace Project funding of protected area management (especially

patrolling) through local revenues to a gradual increasing extent. C2.16, L2.16

Workshop and Training for Implementation Agencies and Service Providers In the sections that follow we provisionally recommend a set of technical approaches and practices for the delivery of project Outputs 1 and 2. Recognizing both that implementation agencies and service providers have internal norms and standards, and also the need for coordinated approaches that are linked across sites and consistent with international best-practice, the consultant will support the PEA to carry out a consultation workshop to discuss practical approaches to the delivery of technical project works (wetland management planning, etc.) and arrive at some consensus with regard to these. Training in specific aspects of technical delivery will be carried out in the context of this meeting and during subsequent capacity-building plans.



4.2.2 Output 1: Capacity in Sustainable Wetland Management of responsible Management Agencies, Communities and other Stakeholders is strengthened in Line with the Ramsar Mechanism

4.2.2.1 Key Tasks and Outcomes under Output 1 (all Project Phases)

This output covers four large and inter-related domains (Figure 10). The consultant will support the PIA and sub-national institutions and communities to deliver these task areas while ensuring coherence across sites and with Outputs 2 and 3 in a mutually-reinforcing manner. The four task areas include:

1) The wetland management planning process in three sites 2) National Wetland Management Guideline development in Cambodia and Lao PDR, with

associated replicable technical packages 3) Capacity building for wetland managers, including Ramsar committee members, concerned

government agencies and local communities 4) Educational investments to enhance local understanding of wetland values and threats,

building future capacity2

Figure 10: Key Tasks, Outputs and Outcomes under Output 1

2 Educational activities through local educational institutions are divided between Output 1 (for Cambodia) and Output 2 (for Lao PDR). To facilitate project planning and reporting we suggest putting these together under Output 1.



4.2.2.2 The Wetland Management Planning Process

The wetland management planning process depends on high-quality, relevant data that is understandable to, and usable by, wetland managers, participatory and deliberative processes that involve key stakeholders, the development of management interventions that are relevant and effective for specific management goals and a process for monitoring the effectiveness of these interventions during the project’s Implementation Phase. This section defines the general parameters of the proposed approach of the Consultant for supporting project implementers to deliver the wetland management plans (see Figure 11). Recognizing that the consultant will fill a dual function, directly supporting management planning in Stung Treng but playing a secondary support-function for Prek Toal and BKN, the consultant will provide close coordination during the wetland management planning period to ensure that the site-specific measures and processes are coherent across sites, inform one another, and are appropriate leveraged to address the Guideline development and the deliverables of Output 3 under the MRC-S. Specific Steps in the Management Planning Process: Approaches and Tools In this section we provide a generalized approach for the structuring and elaboration of the Management Plan. We explain this here somewhat comprehensively because these stages may inform not only the approach used for planning, but also a rough idea of the content and flow of the National Wetland Management Guidelines. This will of course be determined in close cooperation with the PEAs in each country but is provided here as a preliminary suggestion. Key steps include the determination of key social-ecological system values, identification and characterization of threats to the values (arising from climate and non-climate risks), sector planning to enhance values and mitigate threats, and the integration of this into a management plan with associated monitoring structures. We will reference but not reiterate these elements in the section following on the Guidelines. The process is summarized in Figure 11 and detailed below.

Figure 11: Steps in the Wetland Management Planning Process



Step 1: Global Analysis of Best-Practice The Consultant will support decision-makers and project implementers through a targeted analysis of existing global best practice in wetlands management planning to identify and concisely summarize key processes, techniques and approaches. The output of this analysis will be not more than 20 pages, identify existing analytic and planning tools available and support the PEAs and PIAs in tool selection for site planning. Step 2: Integration of Existing Planning Resources and Gap Analysis Significant efforts have been undertaken in recent years for each of these sites. Resource efficiency in the project will be enhanced by a careful assessment and integration of existing plans, technical studies and other available information for the sites. In BKN, this will include at minimum the existing Management Plan and other outputs developed under the ADB’s BCC project and various technical studies carried out by ICEM and other experts. In Stung Treng, this will include management planning currently under review by MoE with the support of WWF and other partners, in Prek Toal, the comprehensive planning carried out under WCS. Key resources including data, approach methods and data, will be integrated to identify key gaps that need to be filled through the project’s technical studies and consultation process. For Prek Toal and BKN, the Consultant will serve a supportive, coordination role for primary efforts under WCS and IUCN, respectively. Step 3: Stakeholder Identification and Analysis Effective planning must be collaborative and participatory, involving key social actors who utilize wetland resources, have a mandate to manage them, or whose actions impact on the wetland. It is essential that the project identify early on the full range of relevant stakeholders who need to be involved in the process, the appropriate format for their involvement, and a strategy for soliciting their effective (versus formal only) involvement (Figure 12). Typical stakeholder analysis often focuses on local communities and government officials whose mandate relates directly to the management area. Less common have been effective approaches to gain substantive participation from private sector actors outside of the local area and government agencies in planning and finance whose mandates are very relevant. The Consultant will support project implementers in adequately identifying and strategically engaging these. A key issue for Stung Treng will be the degree to which the project will be able to engage with upstream hydropower developers, whose actions will almost certainly play an important role in future wetland conditions. This will need to be considered during the implementation stage and secure appropriate political buy-in.

Figure 12: Stakeholder Analysis Matrix

Step 4: Defining Planning Boundaries While the Ramsar boundaries have been preliminarily defined for the three sites (though less so for Stung Treng), effective planning will depend upon the ability of the project to adequately engage with the spatial scale of key drivers and the ecological boundaries of key ecosystem service functions. The Consultant will support implementing partners to work together with local wetland users in the identification and mapping of these spatial domains, enhancing later problem analysis and intervention planning. Analytical boundary studies will be used during Output 2 to support zonation and formalization and demarcation of boundaries.



Step 5: Technical Studies to Inform Decision Making and Establish Monitoring Baselines Effective decision-making on the part of local communities, the PIA (especially the PPMU and PPIO in Lao PDR and Cambodia, respectively) depends upon quality, relevant data. Based upon the selection of ecosystem process and driver analysis, the Consultant will support decision-makers by structuring and delivering technical studies not previously done (see Gap Analysis above) and updated existing information where needed. These studies may include:

1) Biodiversity assessment for key species (1) of high biodiversity value, (2) that play a structuring role in ecosystem function, (3) may serve as effective indicators of system change and/or (4) constitute key livelihood resources (in consultation with the NMCs’ efforts under Output 3). This will likely include key fish species, migratory birds and, potentially, macrobenthic invertebrates (water quality indicators).

2) Assessment of invasive species will be used to identify the risk of invasive species to ecological functions (e.g. Giant Sensitive Plant Mimosa pigra) and to local livelihoods and cropping systems (e.g. Golden Apple Snail Pomacea canaliculata and the Brown Leafhopper Nilaparvata lugens). The studies will include recommended removal actions, such as physical removal (for M. pigra) and/or biological control (for P. canaliculata and N. lugens).

3) Habitat Assessment to identify key habitats supporting biodiversity and ecosystem functions with risk-assessment ad driver analysis (including anthropogenic risks to these habitats such as wetland conversion and hydropower development

4) Hydrological assessment (see above), including forecasting of hydrologic change resulting from climate drivers and potential hydropower development. This will also include assessment of water quality conditions and change

5) Socioeconomic dynamics and driver analysis, affecting market dynamics (wetland resource extraction) and market-based drivers of land use change

6) Demographic analysis of population change through time, including economic migrations 7) Other studies as required, identified during initial planning and consultation process

Each technical study will include characterization of relevant social, economic and ecological parameters as well as the identification and characterization of key threats and risks to these. Study reports will be structured to facilitate practical application. As such, they will be short (20-pages maximum plus annexes where needed), focus on key findings and practical recommendations, fronted by a two-page, non-technical summary. This will ensure that the results of the studies are read by project implementing agencies and that summaries are accessible to local stakeholders. Annexes will be employed to provide more comprehensive detail for technical experts and international agencies. The generalized process for defining and implementing technical studies is depicted in Figure 13.

Figure 13: Process for Designing and Carrying-out Technical Studies



These studies will also provide data for constructing baselines for appropriate indicators, to facilitate monitoring for the effectiveness of the wetland management plans and implementation, as well as for project monitoring more generally. Key to this will be three inter-related sets of baselines relating to intended overall project outcomes of (1) ecosystem service provision (2) biodiversity values and (3) livelihoods. These will be incorporated into the Integrated Monitoring System component of the Wetland Management Plan, while the process for constructing this system will be packaged within the National Wetland Management Guidelines. Step 6: Sector Planning The main function of the Management Plan will be to provide a framework for integrating multiple objectives across several different planning domains. These include ecological objectives, such as for biodiversity values, as well as livelihood and community development needs and larger, sectoral planning among government agencies and the private sector. Working together with stakeholders (defined above), the consultant will support managers and implementers to identify key sectors and values to be managed for and elaborate outcome-based plans for each. This will include identification of sector plans and national strategies produced by concerned government agencies as well as community plans. Sectors to be included will depend on the context and local decisions, but will likely include:

1) Fisheries sector planning to enhance fish populations for local livelihoods and biodiversity values

2) Forestry sector planning to improve forest conditions for livelihood support (e.g. Non-Timber Forest Products), climate and water regulation, biodiversity values and to contribute to national forest targets

3) Agricultural sector planning to achieve food security and commercial production, making provision for climate change impacts

4) Mining and hydropower sectors that may either directly or indirectly affect wetland functions or impact on the catchment areas servicing the wetland

5) Tourism sector plans that may support ecotourism in the wetland. 6) Commercial integration and transport corridors, progressing at a rapid rate throughout the

Mekong Region may also impinge on wetland values, while also providing opportunities for market access and may support tourism.

7) Water resources planning, integrated with targets for shared waters, including the Mekong 8) Biodiversity planning, including not only the diversity of species assemblages and

functional groups support ecosystem services but also species of special conservation significance, particular wetland-nesting bird species, migratory fish of the Mekong Basin that spawn in the wetlands, and terrestrial species such as large cats and ungulates that visit the wetland

Step 7: Integration of Sector Plans Some sector objectives and plans may be compatible while others will not, but all must be factored into planning to produce a realistic, socially-acceptable outcome. Bringing together the sector plans produced under Step 6, the Consultant will support wetland managers to identify potential conflicts, linkages and synergies between the various sector plans. Consultation will seek to minimize risks while enhancing potential benefits and balance multiple uses in the wetland. Managers will take the lead on prioritization exercises and identifying conflict-mitigation needs and approaches. Step 8: Integrated Spatial Planning A key part of this stage in the process will be to integrate these sector plans within the spatial domains of the wetland and its effective area. The consultant recommends that these linkages between sectors in space be elaborated through an Integrated Spatial Plan, currently being deployed elsewhere in the Mekong. Integrated Spatial Plans make potential conflicts and synergies more clear for decision-makers and will facilitate later zonation and boundary demarcation processes under Output 2.



Step 9: Work Planning- Activities, Targets and Budgets To make the Management Plan actionable, each management objective of plan will need to be elaborated into sets of realistic activities, targets set, and associated budgets assigned. This will produce a work plan over the 5-year term of the Management Plan. The Consultant will facilitate managers carry out this process, providing support with regard to project budget availability and allocations, providing guidance on technical aspects of activities and identification of specific, measurable, achievable, realistic and time-bound (SMART) targets. For each activity area, indicators will be developed and monitored for under Step 10 below. Step 10: Defining Roles and Responsibilities Without adequate role assignment, the Management Plan will be unsuccessful. The consultant will support project managers to define their mandates and functions with regard to each activity area in the Management Plan. Roles will be largely informed by existing mandates at each level, but it will be important that managers responsible for various activities are those most closely utilize the relevant resources. In principle, management responsibilities should be devolved to the lowest practical level, with communities assuming the largest share of responsibility, supported technically and financially by the Project, where needed. Generally, the consultant will support the government implementing agencies directly, facilitating their support to the communities. Step11: Structured Adaptive Management and Co-Learning Recognizing that there are large uncertainties relating to ecosystem functions and drivers (particularly under climate change) and that wetland values, opportunities and threats will change (sometimes rapidly) through time, the wetland management plan will need to be robust to uncertainty and adaptable through time. Project support is time-limited and so managers will need to have the capacity to adapt management plans. This rests in large part on the capacity-building and the sustainable financial resources (Output 2, below), but it also requires that management planning be developed with change in mind and be flexible but in a structured way. The Consultant will support managers to establish mechanisms for appropriately modifying elements of the management plan during implementation. This will include:

1) An agreed-upon processes for making amendments 2) Appropriate time-intervals between changes to allow for intervention outcomes to be

appropriately assessed and the time needed for appropriate consultation 3) Decision-support tools to determine what changes may be needed. This will relate closely

to indicators (defined below). Step 12: Integrated Monitoring Systems Key to understanding whether or not interventions are successful is the selection of appropriate indicators and systems for integrating and monitoring against these. The consultant will support managers to identify a limited set of indicators that allow for accurate assessment of management effectiveness against the outcomes (rather than outputs). These indicators will be selected in collaboration with the MRC-S regional Output 3, using manager-identified options and suggestions to help inform the regional Output and, in turn, using the insights, feedback and Knowledge Platform of that Output to assist in indicator selection.

4.2.2.3 National Wetland Management Guidelines

We understand that the Consultant will have primary responsibility in the support of the PEAs and PIAs in the development of the National Wetland Management Guidelines and associated replicable technical packages. The process for developing Guidelines should be iterative, elaborated and revised throughout the life of the project. During the initial Planning Phase of the project (prior to wetland management planning within the project areas) the consultant will support to PEAs and PIAs to hold a high-level consultation process involving key ministries, international agencies and select area



experts to parameterize the scope, form and target audience of the Guidelines. The consultation will inform the direct the consultant and the PEAs and PIAs going forward in the process. While this consultation will largely determine the content and flow of the Guideline, we tentatively suggest Figure 14 below as an option. The main content of the Guideline may follow the steps elaborated in section 4.3.1.1 above. The latter material in the figure, dealing with performance stands and capacity building and technical guidance may follow the process suggested in section 4.3.1.3 below. Forms, attached as appendices to the Guideline, will facilitate managers in implementation, while a section on Technical Resources will support further study and provide background information to support analysis. We suggest that the Guideline in its final form comprise not more than fifty (50) pages, exclusive of Appendices, to facilitate uptake and deployment in other wetlands.

Figure 14: Provisional Contents of the Wetland Management Guideline

The consultant will support the project by drafting initial Guidelines that will serve as the conceptual and practical basis for the elaboration of wetland management plans within the project sites. The process of wetland management planning will provide an opportunity to field-test the Guideline and associated technical material, the outcome of which will inform a second high-level consultation process. The consultant will support the project by assisting the identification of key weaknesses in the first draft of the Guidelines and suggest appropriate revisions. The consultation will solicit feedback based on these findings and recommendations, leading to the second version of the Guideline. This revision process is presented in Figure 15 below. We recommend that the draft Guideline (version 2) stand as a working document during the Implementation Phase of the project. The implementation of the management plans during this phase of the project will provide an evidentiary basis on which to elaborate the final version of the Guideline through a third high-level consultation process. The consultant will support the PEAs and PIAs by distilling key lessons-learnt, identifying gaps and weakness revealed during implementation, and recommend possible revision options. This consultation process will assess the effectiveness of



the Guidelines and come to consensus on final revisions and approval. The consultant will support the PEAs and PIAs through finalization. We recommend that a national workshop be held wherein the PIAs lead wetland managers and concerned government agencies in other areas through the Guideline, providing practical examples and experience from the wetland sites (planning through implementation), serving to promote the Guideline and replication elsewhere.

Figure 15: Parallel Process for Guideline and Management Planning

4.2.2.4 Capacity Building for Wetland Managers

A key role for the consultants in the delivery of this project is to build into wetland managers relevant knowledge areas, skills sets and capacities needed for wetland management, not only within the context of this project, but also for future applications at all levels to that wetland management in Lao PDR and Cambodia is enhanced. The consultants will make this a focus of all aspects of service delivery. Capacitation of managers, in our view, involves the following core steps:

1) Systematic identification of knowledge areas, skills and capacities needed for wetland management

2) Assessment of current capacity relative to these 3) Structured development planning for individuals (in core roles) and groups throughout the

lifetime of the project 4) Experiential learning-by-doing in the context of project delivery, and 5) Systems to assessing capacity enhancement based on performance in wetland planning and

management To achieve this, the consultants will approach capacity-building through the following activities: Capacities and Performance Standards for Wetland Managers The consultants will work together with the PEA and PIAs to systematically analyse and compiles the set of skills, capacities and knowledge and relevant standards of performance for wetland management, taking into consideration both international standards and contextual factors. Key capacity areas are summarized in Figure 16, by way of example. This process will produce a replicable set of Capacities and Performance Standards for Wetland Managers, disaggregated by the role of various actors in wetland management, integrated within the Guidelines.



Figure 16: Defining Knowledge, Skills and Capacities for Wetland Managers

Training Needs Assessment and Individualized Capacity Development Plans for Core Implementers Working together with key managers within the implementation team, the consultant will support self-assessment based upon the individual’s core function and role within the project and their current capacity relative to essential Capacities and Performance Standards. This assessment will be used to elaborate an individualized capacity development plan, including capacity improvement areas, development plans, targets and development time-frames (Figure 17 below).

Figure 17: Generalized Capacity Development Plan Matrix

PIA members will be supported to carry out a similar process for managers at sub-national levels, developing individualized plans for core team functions at all levels. Capacity-Building for Core Managers Working together with project managers and the PIA, the consultant will support structured planning to delivery against these plans, focusing primarily on in-house training and collaboration and skills transfer during planning and implementation stages. While large training components have not been built into the project, the consultant will leverage existing activities to train and capacitize staff. Each technical study, planning and management process will be preceded by in-house training and, during implementation, core team members will be involved in all stages. This includes the delivery of technical assessments carried out during early project stages. Core team members working with the project will also be capacitized and supported to deliver effective training for community-members, below.



Capacity-Building for Community Managers While individualized development plans may not be feasible for community members within wetland areas, enhancement of their capacity for wetland management is at least as essential for sustainability. Key knowledge domains, skill areas and capacities for community managers will be identified during the project Planning Phase. This will serve as the basis for the development of capacity-building initiatives. As above, this will focus on collaborative delivery of studies, planning and implementation through a learning-by-doing modality. Capacity-building for communities will demonstrate appreciation for local knowledge, drawing on this knowledge to enhance project performance. Educational Investments for Schools The consultant will support investment in educational institutions and curriculum in local schools and the proposed Wetland Experience Centres (where feasible) within the wetland sites. Support will involve two activity areas: (1) Curriculum development for environmental education, and (2) investments in schools and education centres. The consultant will support project implementers to enhance environmental curriculum development within the local educational system by working together with local teachers to identify key areas of knowledge that require improvement, review of existing curriculum both within the school system and relevant environmental education initiatives, such as WWF’s Green School programme, carried out in BKN until 2009. Based on this analysis gaps in existing educational tools, the consultant will support implementing agencies to work together with Ministry of Education officials and teachers to re-design or create new curriculum focused on experiential-learning and application, bridging the gap between knowledge and practice. Teachers will be trained in the new curriculum and supported to carry out educational events for local students. In order to assess the effectiveness of the revised curriculum and teacher training, students will be pre- and post-tested to assess knowledge improvement. Working together with Ministry of Education officials and experts, the consultant will work together with the project implementers and local educators to revise curriculum or re-train teachers as needed (Figure 18).

Figure 18: Provisional Process for Education Investments

Potential investments in educational facilities will be determined during the project planning phase and in cooperation with Ministry of Education officials. Based on the outcome of feasibility and need analyses, the consultant will support investments and procurement of resources by providing investment design support in the tender and procurement process. All investment should be supported by sustainability plans, including provisions for management, financing and repair. The consultant will support project implementers by providing quality assurance of investments.



4.2.2.5 Monitoring Considerations for Output 1

Integrated monitoring systems will be developed with support from the Consultant, linking management outcomes of each intervention with effective indicators for each outcome, drawing on the regional knowledge-products of Output 3 under the MRC-S. Integrated monitoring systems will include specific means of verification for each indicator, including data collection systems and other assessment methods. Figure 19 provisionally lays out the parameters of such an outcome-based monitoring system for Output 1 (cross-reference to Output Results chain in Figure 10). Monitoring systems will be linked with adaptive management processes established during the planning stage to facilitate the revision and improvement of planned interventions. Demonstrated effectiveness of management applications will also be fed into the revision of the National Guidelines.

Figure 19: Monitoring Against Output 1 Outcomes

Reporting on monitoring will be delivered through a traffic-light tool (Figure 20), indicating progress achieved against planned progress for the relevant quarter. The color-coded system (green = on-track, amber = area of concern, red = critical) will allow the PEA and KfW to quickly understand progress in each area and those aspects of project delivery that are delayed. The consultant will work with project implementers to develop rectification plans for addressing delays.



Figure 20: Illustrative Example of Traffic-Light Monitoring Tool

4.2.3 Output 2: Wetland Management is improved through the Application of Co-operative management Approaches and Sustainable Financing for the Protection of Wetland Resources and Biodiversity is ensured

4.2.3.1 Key Tasks and Outcomes under Output 2

Main activities in this Output include the following:

1) wetland management interventions 2) ecotourism and livelihood investments 3) sustainable financing.

These task areas speak to two general objectives (1) the implementation of management interventions within the scope of the project and (2) establishing mechanism for securing the financial resources to replicate and sustainably manage interventions into the future. The consultant will support project implementers in delivering Output 2, emphasize coherence of and shared-learning across sites and cross-walking between site-level implementation of the management plans and the draft Guideline to inform and improve practice and the quality of these Guidelines through field-testing. We review these task areas in order below. The implementation of wetland management plans will serve as the foundation for practical, hands-on learning and capacity building for wetland managers. The logical framework integrating these task areas is illustrated in Figure 21 below.



Figure 21: Key Tasks, Outputs and Outcomes under Output 2

4.2.3.2 Implementation of Wetland Management Plans

The role of the consultant in delivery of wetland management will primarily be that of facilitator, technical back-stopper and as a decision-support unit for wetland managers. This task area involves several different components, for which the consultant will fill this function to ensure quality of delivery, link approaches across sites and directly apply lessons-learnt to the revision of the draft Guidelines. The consultant’s role, as we have indicated, will involve more direct investment in Stung Treng where capacity and service providers may be more limited. We break down the individual task areas below and suggest appropriate generalized methodology. Zonation, demarcation and determination of community-managed areas Key to effective management is the establishment of zones within the wetland with associated regulations consistent with the zone’s purpose and clear demarcation of these zones on the ground. Closely-related to this is the establishment of roles and responsibilities for these zones, with a special emphasis placed on the creation of areas that are under the direct management of local communities (e.g. Community Fisheries and Community Forests). Zonation will be hierarchical created under the general Integrated Spatial Plan described in section 4.3.1.1 above, focusing on site-specific consultation with managers and other stakeholders, informed by appropriate technical studies and other decision-support tools. Zones will depend on use- and objective-functions. The consultant will support zonation processes within each zone to ensure overall coherence with the Wetland Management Plan. Once zones have been defined and demarcated on the ground, the consultant will support wetland managers to develop zone-specific regulations consistent with defined uses.



Wetland rehabilitation, invasive species removal, hydrologic enhancement and water resource management In order to enhance natural restoration of ecosystem service function, specific investments may be needed to reduce change drivers, restore wetland functions, or mitigate local impacts. These investments will be determined in general during early planning stages, being refined and implemented during the project’s Implementation Phase. The consultant’s role here will be to provide technical support to wetland managers in the refinement of approaches, design and procurement of service providers where needed, implementation oversight while interventions are undertaken and final support in evaluation and reporting of the outcomes of intervention. The consultant will provide support in linking the outputs of specific interventions to management goals and indicators. Where needed, the consultant will assist to identify further actions that may be needed where interventions are insufficient. Patrolling and law enforcement The consultant will support law enforcement and patrolling systems led by and in close cooperation with local communities and, where needed, with appropriate support from law enforcement agencies. An efficient but effective approach to this includes a first-order reliance on existing local authorities’ application of wetland-wide and zone-specific regulations. The consultant will work together with wetland managers to support village institutions to regulate community uses in accordance with agreed-upon regulations and to identify threats and the need for law enforcement measures above the authority of these institutions. We suggest two general approaches that may be considered by wetland managers: (a) Systematic Threat Assessment for strategic patrolling and enforcement:- There are a number of tools that have been developed to identify key risk areas (both topically and spatially) and to prioritize specific areas for patrolling and law enforcement action (the Strategic and Tactical Enforcement Patrol Programme (STEPP) approach developed by the Department of Forest Inspections in Lao PDR is one such example). The consultant will support wetland managers by recommending options, strategic approaches and design. (b) Strategic, adaptive systems for patrolling effectiveness: Similarly, there are existing systems for supporting patrol systems through the collection of geo-referenced data on incidence of infractions and observed threats and risks. These systems allow patrolling teams to adapt patrols to intensify efforts in high-risk areas, even as these changes through time. The Spatial Monitoring and Reporting Tool (SMART) is one such system that has been implemented at local levels in Cambodia and Lao PDR. The consultant will support wetland managers to institute such systems, where needed, and provide training and technical support during implementation.

4.2.3.3 Livelihood Investments and Ecotourism

The sustainability of the wetland ecosystem services depends on maintaining appropriate incentives for conservation through sustainable use. The consultant plays an important role supporting managers to enhance ecosystem service values and direct benefit-streams toward local communities, with the twin goal of conservation and improving local livelihoods . In the view of the consultants, efforts should focus on enhancing self-reinforcing incentives rather than ‘alternative livelihoods’ options where possible. In the selected wetland sites, actions centre on the sustainable extraction of wetland resources (principally through fisheries and forest management) and the promotion of ecotourism revenues, and ensuring that local communities primarily benefit from these benefit streams. These task areas are specified in the project design, but we elaborate below several methodological approaches that could be considered (in conceptual order): Business Planning - Foundational to structuring appropriate investments, ensuring that revenues are generated and that revenues accrue to local beneficiaries requires an enabling environment,



supported by business planning. The consultant will work together with wetland managers to support business planning process that incentivize and support small- and medium-scale enterprises within the wetland sites. Business plans will be used as a guide for integrating ecotourism investments, agricultural investments and community management of fisheries and forest areas. Community Fisheries building on established community fisheries areas (above), the consultant will work with wetland managers to identify specific areas, such as deep pools, that might be conserved to promote fish spawning. Management regulations designed and administered by local managers will help to ensure fingerling survival and non-destructive fishing practices. Community forest management - alongside aquatic species, local communities derive a large part of their diet through the collection of Non-Timber Forest Products. Supporting the development and implementation of management regulations for community-managed forestry areas, the consultant will support project implementers to enhance these values, possibly supported through supplemental planting of important NTFPs (where feasible). Developing appropriate safeguards to ensure that community-forestry areas are not encroached on by outside commercial interests will be important, and require high-level political will. Ecotourism investments - each project site, but perhaps most notable BKN and Prek Toal, have existing ecotourism initiatives that can be strengthened to increase revenues from tourism. Initially, studies and consultation with local communities can be used to identify opportunities to increase tourism as well as constraints currently limiting options. In some part, limitation likely include poor service delivery in the wetlands, difficulty in ensuring that tourism revenues accrue to local communities (versus external tourism operators), and a lack of appropriate infrastructure on-site. Working together with wetland managers, the consultant will help to identify, design and tender appropriate interventions and other initiatives to increase tourism, while ensuring adequate safeguards to mitigate social and environmental impacts.

4.2.3.4 Sustainable Financing

To enhance sustainability, the project will devolve management to the most practical local-level, entrusting resource management to those who benefit most directly from the resource and live day-to-date within the project areas, building appropriate incentives for conservation and sustainable use, and supporting local enforcement and governance through existing community institutions. In his way, the need for external intervention and financing will be minimal in the long-term. However, there remains a need for local law enforcement and government agencies to support community management, requiring sustainable financing. Support for sustainable financing will involve a number of steps (Figure 22), supported technically (through studies) and administratively by the consultant. Efforts will vary by site. Preliminary implementation in Prek Toal where an appropriate enabling environment has been established will be used as a basis for assessing options for Stung Treng and BKN, accounting for variation in policy contexts.



Figure 22: Process for Developing Sustainable Financing Mechanisms

4.2.3.5 Monitoring Considerations for Output 2

Integrated monitoring systems will be developed with support from the Consultant, linking management outcomes of each intervention with effective indicators for each outcome, drawing on the regional knowledge-products of Output 3 under the MRC-S. Integrated monitoring systems will include specific means of verification for each indicator, including data collection systems and other assessment methods. Figure 19 provisionally lays out the parameters of such an outcome-based monitoring system for Output 2 (cross-reference to Key Tasks under Figure 21). Each year, a Management Effectiveness Tracking Tool (METT) scoring process will be carried out to assess overall management effectiveness over the four years (Implementation and Consolidation Phases) management. Monitoring systems will be linked with adaptive management processes established during the planning stage to facilitate the revision and improvement of planned interventions. Demonstrated effectiveness of management applications will also be fed into the revision of the National Guidelines. Reporting on monitoring will be delivered through a traffic-light tool (Figure 20, above), indicating progress achieved against planned progress for the relevant quarter. The color-coded system (green = on-track, amber = area of concern, red = critical) will allow the PEA and KfW to quickly understand progress in each area and those aspects of project delivery that are delayed. The consultant will work with project implementers to develop rectification plans for addressing delays.



Figure 23: Monitoring against Output 2 Outcomes

5

WORK PROGRAMME AND ORGANISATION



5 WORK PROGRAMME AND ORGANISATION

5.1 Work Programme

The Consultant will support the work of the PEAs and PMU at all levels to ensure effective project delivery. This involves the provision of key technical and managerial inputs to project partners as well as providing various support functions, as detailed before. The provision of these inputs is structured in such a way as to provide timely guidance to project implementers and to assist in translating these into actionable interventions. To do this effectively, the Consultant Team will organize his work programme in the manner described in this section. Overview of Key Task Areas by Project Phase

Planning Phase, Period 1: Inception (0-6 months) In this period the consultant will work together with the PEAs and PIAs to establish the key operational and methodological infrastructure of the project. Key tasks include the establishment of the consultant’s office(s), teams and task clarifications between project partners. In order to enable project implementation, the consultant will develop the Project’s Operational Manual (providing detailed guidance on financial and administrative mechanism and regulatory controls regarding financial management, tendering and procurement, as described above) and Plan of Operation (focusing on joint plans and work flows, delineation of roles and responsibilities, and the integration of project components and partners). During this period the consultant will also work with the PEAs and KfW to secure service providers for site-level components. Early consultation process will be carried out toward the drafting of the Watershed Management Guidelines.

Planning Phase, Period 2 (6-12 months) The remainder of the planning phase focuses primarily on initiating the core operations of the project. Building on the project Work Plan and the work plans of individuals service providers, efforts during this period will focus on initiating consultations and planning for each activity area, including:

1. the application of the draft wetland management processes to elaborate wetland management plans in each site

2. Training needs assessment and capacity-development plans 3. Community education planning 4. Business planning for ecotourism and sustainable development 5. Consultation and planning for sustainable financing mechanisms

Implementation Phase (Years 2-3) The Implementation Phase focuses on steady progress in delivering project work plans as developed during the planning stage, supported by the management structures developed. During this phase, key task areas include the elaboration of wetland zonation, establishing and supporting community-managed areas, delivery of livelihood interventions, social and infrastructural works, wetland rehabilitation and supportive regulatory measures such as patrolling. This phase also emphasizes the institution of sustainable financing mechanisms, capacity building and knowledge transfer to ensure project sustainability following completion.



The Work Programme shown in Table 2 focuses specifically on the tasks of the consultant, developed in relation to but distinct from the Project Work Plan more generally. The table incorporated inputs and deliverables for three sites within both national implementation contexts. It is important to note here, however, that implementation intensity and contribution will vary by site given variant implementation arrangements. A greater effort in direct support will be provided to Stun Treng, while the Consultant will provide technical support, monitoring and coordination function for BKN and Prek Toal, which benefit from IUCN and WCS support, respectively.

Consolidation Phase (Years 4-5) This phase focuses on preparing the project for handover following the end of project funding. As such, emphasis is placed on the successful completion of implementation measures, revision of work plans and management plans based on lessons-learned during implementation, and the gradual handover of wetland management to local managers, communities and concerned line-agencies, supporting by sustainable financing. The Consultant’s role during this phase is to ensure knowledge transfer, quality of project reporting and closure, and supporting enabling conditions for potential future replication.



5.2 Work Plan of the Consultant

Table 2: Consultant's Project Work Plan

Planning Implementation Consolidation

Task Areas Activities

Expertise required

Year 1 Year 2 Year 3 Year 4 Year 5 PM 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 Int'l Nat'l

Project Management and Oversight Inception 7 35

1 Develop Project Standard Procedures of Operation (SPO)

Management

2 Develop Project Plan of Operation Management 3 Establishment of Consultant Office Management 4 Establishment of Consultant Team Management

5 Tendering and Procurement of Service Providers (3 sites)

Management

6 Workshop with Implementers and Service Providers to agree on technical approaches

Management

7 Steering Committee Meetings Management 8 Bi-Country Meetings Management 9 PIA Coordination Meetings Management 10 Annual Reports Management 11 Semi-Annual Reports Management 12 Adaptive Planning: Annual Work Plan review Management 13 Mid-term Evaluation Management 14 Final Project Reporting and Hand-over Management

Project Communications, Publicity and Scientific Publications 1 Local media articles on significance of wetlands, climate

change and other Management

2 Local media articles on project and project sites Management 3 Press releases in international media Management 4 Online, social media platforms (to be determined during

inception stage Management

5 Scientific publications (peer-reviewed journals, working papers in international venues)

Several technical areas: wetlands, biodiversity, management





Expertise required


Output 1: Capacity in sustainable wetland management of responsible management agencies, communities and other stakeholders is strengthened in line with the Ramsar mechanism

National Guidelines on Integrated Wetlands Management 4 7 1 Produce benchmarking of best-management practices in

wetland management (global review) Wetlands management

2 Facilitate multi-stakeholder consultation under PEAs on Guideline development in Cambodia and Lao PDR by providing key conceptual and technical guidance on best-practice, coordination of technical inputs from NGOs, UN agencies and other organizations.

Management

3 Distil key lessons-learned from regional Ramsar exchange visits under MRC-S component and provide these with analytic review to guideline development committee

Wetlands management

4 Provide detailed review and critical feedback on draft guidelines, coordinate external review by relevant organizations (NGOs, UN agencies, etc.) and provide summary key recommendations

Wetlands management

5 Facilitate incorporation of MRC-S monitoring products into national guidelines

Wetlands management

6 Approve operational version of Wetland Management Guidelines for application in project sites and further field testing

Management

7 Facilitate the Finalization of National Guideline documents, including textual and technical editorial review of final versions.

Wetlands management

Wetland Management Plans (for each of 3 sites. Consultant to provide direct oversight in Stun Treng, providing technical support and coordination with WCS in Prek Toal, IUCN in BKN)

3 7

1 Support PEAs and PIAs to carry out preliminary stakeholder for each wetland site

Management

2 Facilitate multi-stakeholder consultation workshop under PEA in each country to initiate management planning, establish sectoral working groups and coordination committee under PEAs, with site-level representatives for each site

Management





Expertise required


3 Provide technical comment and review of current, related management plans, focusing on logical framework linkages, practicability of proposed interventions, and appropriate monitoring systems consistent with MRC-S monitoring systems under development

Wetlands management

4 Provide technical guidance and procurement procedures for analytic studies of key processes, ecosystem functions and threats and climate change scenarios

Management and wetlands management

5 Support elaboration of sector planning processes in each site

Wetlands management

6 Support spatial planning, mapping and zonation activities in project sites through technical guidance on best-practice, review of mapping outputs and recommendations on improvement

Wetlands management

7 Coordinate between parallel planning processes in Stun Treng, Prek Toal and BKN and advise PEAs on linkages and cross-site learning

Wetlands management

8 Provide technical support to PIAs in the integration of sectoral plans into integrated planning document

Wetlands management

9 Distil key lessons-learned from regional Ramsar exchange visits under MRC-S component and provide these with analytic review to drafting committee

Wetlands management

10 Support the elaboration of integrated monitoring systems against key ecosystem values, identify indicator species and baselines.

Wetlands management

11 Facilitate Consultation workshop under PEA to review draft management plans, coordinate technical inputs from analytic studies


12 Provide detailed review of proposed management plans to PEAs to facilitate decision-making, focusing on technical practices, effective monitoring systems consistent with MRC-S products, and benchmarking


13 Facilitate final consultation under PEAs to approve five-year management plans for each site, including summary points and technical recommendations

Management

Capacity-building for project partners and beneficiaries





Expertise required


Implementation Team Capacity Building 1 4

1 Develop matrix of key skills and capacities needed for each project implementing partner according to roles and functions within the project

Management

2 Carry out training needs assessment of each partner agency and key individuals within the scope of the project

Management

3 Based on the output of the TNA, develop capacity building plan for main project implementing partner

Management

4 Develop and apply training modules, on-the-job learning opportunities, and other interventions to strengthen capacity of each

Diverse (including fisheries, livelihoods, wetlands management)

Kumban (Laos) and Commune (Cambodia), community-level capacity building support

0.5 3

1 Support prioritization of key knowledge areas related to wetland management among project beneficiaries by identify skill & knowledge areas & supporting self-assessment among target groups (e.g. village committees, school children).

Wetlands management

2 Support PIAs to develop and implement training for community wetland managers in project sites.

Wetlands management

3 Support PIAs to work with local educators to develop training modules or lessons (focusing on experiential and applied learning) to deliver in school-based (Cambodian sites) and environmental education centres (at BKN site).

Wetlands management

4 Support IUCN and PIAs in their efforts to establish Wetland Experience Centres (WECs) and Environmental Resource Centres in 8 schools in BKN area by reviewing tender design and procurement process and technical backstopping education content

Wetlands management

Output 2: Wetland Management is improved through the application of cooperative-management approaches and sustainable financing for the protection of wetland resources and biodiversity is ensured.

Boundary demarcation and zoning 1 3





Expertise required


1 Facilitate zonation in Stun Treng by providing guidance on best-practice, technical backstopping for implementation teams, facilitating consultation processes with communities and ensuring final product

Wetlands Management

2 Support the finalization of site boundaries in Stun Treng by providing technical inputs regarding ecological boundaries and backstopping field surveyors with GIS support

Wetlands Management

3 Facilitate zonation in Prek Toal (WCS) and BKN (IUCN) by providing technical backstopping, cross-site comparison and coordination with MRC-S.

Wetlands Management

4 Support boundary demarcation of each of three Ramsar sites by providing technical oversight and backstopping on demarcation and consultation processes, consistency of physical boundaries with GIS-based data.

Wetlands Management

Designation and improvement of community-managed areas 2 3

1 Support Community Fisheries (CFi) and Community-managed Flooded Forests through technical advice on site identification, boundary identification and marking for existing sites in Stun Treng and Prek Toal (Cambodia), provide technical guidance on identification of potential new sites


2 Facilitate the establishment of community-managed fisheries in BKN for each community by providing technical guidance on site identification, boundary demarcation and best practice, drawing on existing practice under IUCN


Implementation of wetland social and infrastructural investments 1.5 7

1 For BKN, provide technical backstopping for IUCN in the development of actionable work plans for communities and sectoral line-agencies

Management

2 For Prek Toal, provide technical backstopping for WCS in the development of actionable work plans for communities and sectoral line-agencies

Management





Expertise required


3 For Stun Treng (Cambodia) support communities and sectoral line-agencies in the development of actionable, annual work plans deriving from five-year management plan, provide technical counsel on areas of overlap to support synergies and reduce duplication of efforts.

Management

4 Support design and tendering processes for wetland infrastructure identified during management planning processes, contributing technical guidance on key, climate-smart design consideration and contractor selection in line with donor requirements and best-practice. Provide monitoring and oversight to completion of works

Management

5 Support design and tendering process for social infrastructure investments identified during Inception Phase and planning processes. Provide monitoring and oversight to completion of works

Management

Supporting Local Livelihoods 1 4 1 Support project implementation partners to prioritize and

design best-practice livelihood interventions identified during Planning Phase

Livelihoods

2 Provide practice guidance on effectiveness monitoring indicators & systems for livelihood interventions, support adaptive management of interventions based on monitoring results

Livelihoods

3 Support micro-credit mechanism, fiduciary controls and other measures for the establishment of micro-financing system for 4 villages in BKN, supporting IUCN

Livelihoods

4 Provide technical support, where needed, for siting and design considerations and tendering process for borehole well establishment in Ban Kelei Noi (BKN)

Livelihoods

Wetland Rehabilitation and Restoration 0.5 2 1 Design best-practice guidance for specific rehabilitation

interventions identified in the wetland management plans, including intervention design and implementation schedule

Wetlands Management





Expertise required


2 Design technical approaches for invasive species removal (e.g. Mimosa pigra) and provide technical backstopping for project implementers, including effectiveness assessment, for removal activities

Wetlands Management

3 Design hydrological study parameters and support tendering of study teams to assess hydrological conditions and identify key, practical interventions for the regulation or enhancement of water provisioning within wetland ecosystem

Wetlands Management

4 Support hydrological regime management in BKN by providing technical guidance to IUCN and PIAs

Wetlands Management

Patrolling and enforcement 1 2 1 Identify enforcement needs, threats and risks for

management zones and other areas identified by managers. In Laos, utilize STEPP system for threat assessment. Develop similar threat analysis procedure for Cambodian sites. Revisit patrol planning and fixed intervals for adaptive management.

Law enforcement, wetlands management

2 Facilitate communities and relevant government agencies in the development of enforcement procedures, roles and responsibilities, reporting networks and practice and penalty systems where needed.


3 Facilitate the establishment of an incident-based patrolling system, adapting over time to target efforts in high-risk areas (e.g. SMART system)


4 Provide technical assistance to patrolling and law enforcement teams on incident analysis and investigative procedures


5 In Cambodian sites, provide technical support to explore options for boat-registration and enforcement system. If approved, provide technical support on registration systems and community-based monitoring and reporting, linkages with law enforcement agencies

Law enforcement

Sustainable Financing Business-planning for ecotourism 0.5 2





Expertise required


1 Carry out participatory assessment of constraints and opportunities for private sector enabling environment for ecotourism businesses, focusing on locally-owned and woman-led microenterprises

Livelihoods

2 Provide technical support to communities to structure key interventions for better private sector enabling environment, with associated social and environmental safeguards to protect wetland and community values

Livelihoods

3 Support local businesses through training and other interventions (as determined by needs assessment above) to enhance revenue generation

Livelihoods

Enhancing revenue collection and fund management for sustainable wetland financing

1 3

1 Carry out assessment of possible financing mechanisms, benefit-sharing options and provide assessment to policy-makers and project implementers to facilitate the development of financial mechanisms to ensure wetland revenues are enhanced, well-managed, and accrue to wetland management institutions.

Livelihoods

2 Support consultation processes and the development of revenue-management measures

Livelihoods

3 Support project implementers to identify targets and benchmarks for the gradual replacement of project funds with sustainable financing toward financial self-sufficiency by project year 5.

Livelihoods

TOTAL

24 82



5.2.1 Responsibilities and Tasks of the Consultant

The Consultant’s core function is to enhance the effectiveness of the PEAs and project implementation partners to deliver a project that is timely, cost-effective and meets the expectations of the donor and standards of international best-practice.

• Technical inputs include the provision of guidance on conceptual, technical and practical approaches for the management of wetlands, governance expectations and norms under the Ramsar mechanism, and other aspects of project delivery. Specifically, the consultant will function to provide evidenced-based guidance to project partners on each major element of project delivery (including livelihood interventions, ecosystem services, wetland rehabilitation and other aspects) in a format that is clear, concise and readily understandable.

• Financial support focuses on ensuring that project implementers understand and are able to apply donor financial requirements related to expenditure, tendering processes, and other aspects of financial regulation and report on these in a manner acceptable to the donor.

• Management support focuses on project planning and reporting procedures, monitoring systems and project evaluation. Given the complexity of this project, the consultant will focus particular attention on facilitating the identity of the project as a whole, consistency across management and reporting systems, and streamlined donor-reporting, allowing the donor to easily view across relative progress within the various project components. These responsibilities are detailed in the work plan above (Table 2).

In the spirit of this facilitative role, the consultant will focus attention on capacity-building and knowledge-transfer with all levels of project implementation partnerships, ensuring that implementation agencies benefit not only from the effective delivery of this project but also enhanced skills and capacities for the direct delivery of similar future projects and for replication and scaling-up. This will be delivered through close, collaborative working relations with technical staff in all aspects of the project, enabling partners to deliver technical tasks in other contexts. This will also entail that technical advice provided in this context is packaged in such a way as allows for future reference. In light of the institutional complexity of project implementation arrangements, the consultant will serve a liaison role across these institutions from a technical standpoint, ensuring that regional project components benefit from national-level learning and on-the-ground practice and, conversely, that regional outputs (such as knowledge production, monitoring systems and assessment tools) are deployed effectively in national implementation. This role will also function across country-contexts, sharing key lessons-learned from each national context to enhance the effectiveness of one another. The final task area, not originally envisioned in the project design, is that GITEC will support a minimum of three scientific studies by internationally-recognized experts within the context of these wetlands for publication within international venues (including peer-reviewed scientific journals), highlighting project achievements and practical and conceptual insights relevant to global wetlands governance. For each of these, the donor and project partners will be acknowledged, strengthening the international profile of the project.

5.2.2 The Consultant’s internal Organisation

The Consultant comprises of a consortium of two international and two national firms (Figure 24). GITEC Consult GmbH is the lead firm, taking primary responsibility for the delivery of the project in accordance with all contractual obligations and donor expectations. At the international level, support is provided by Landell Mills Ltd., GITEC’s joint-venture partner who renders support with the



recruitment of key international expert positions and specialized support and backstopping where needed. At the national levels, the consultant is supported by Lao Environmental Management Consultants Company Ltd. in Lao PDR (LEM) and by TANCONS Co. Ltd. in Cambodia (TANCONS). These sub-contracted firms support local recruitment and project implementation as well as facilitation of stakeholder interaction.

Figure 24: Consultant's Internal Structure

5.2.3 Interactions of the Consultant with the PEAs, PIAs, KfW and other Stakeholders

The consultant will foster collaborative relationships with key project partners to facilitate streamlined management and reporting, project design and implementation, the cross-fertilization of ideas and lessons-learned, and knowledge-transfer between the technical team and project implementing agencies. This will be achieved while balancing frequency of interaction with concerns of time-efficiency. Semi-annual Steering Committee meetings (in each country, so four times per year in total) will support inter-agency coordination and, where planned in accordance with reporting cycles, will help to streamline coordinated reporting across project components. GITEC suggests to include quarterly coordination meetings with PIA agencies, in Phnom Penh and Vientiane as well as at sub-national levels as needed. These PIA coordination meetings will facilitate timely deployment of project resources, avoid obstacles, and ensure coordinated project delivery. These quarterly meetings could include MRC-S teams as needed to ensure operational coherence between national and regional project components. In close coordination with the PIAs, the Consultant will also carry out direct meetings with other government agencies and external partners (including international organizations) to facilitate particular aspects of the project and to promote synergies with related



efforts at sub-national, national and regional levels. For example, these will include such partners as FAO, which is currently delivering the Climate Adaptation in Wetland Areas (CAWA) Project in Lao PDR (with IUCN); World Fish and Foundation Ensemble-supported project work under CEPA in Stung Treng and the EU-funded work of IUCN and FACT in Tonle Sap. We suggest three Bi-Country Meetings, following each project stage, providing opportunities for direct interaction between the Project partners and KfW. GITEC will also maintain close communication with the donor through the Home Office to ensure compliance and coordination. Consultations interaction processes are summarized in Table 3 below.

Table 3: Project Consultation Processes

Consultation Process or Approach Key Partners Frequency

Steering Committee Meetings Steering Committee Members, including PEA, PIA and concerned government agencies

Semi-annually (twice per year)

PIA Coordination Meetings NPMU, PPMUs and IUCN (in Lao PDR) NPMU, PPIOs and WCS (in Cambodia)

Quarterly

Direction Consultation Partners and external agencies (FAO, etc.)

As needed

Day-to-Day Interactions PIAs in Phnom Penh and Vientiane, office-based

Daily

Bi-Country Project Meetings All PEAs and PIAs, PIAs, IUCN, WCS and donor

Three times during the project

In addition to scheduled interactions, the consultant will maintain standing offices within each PEA institution in Laos and Cambodia, with field offices at relevant implementation levels. The only full-time position that operates throughout the project period is the Assistant CTA, whose presence will ensure a consistent point of contact for the PIAs. This will facilitate day-to-day interaction between the Consultant and project partners, allow for quick resolution of issues arising, and fostering productive working relationships. As much as possible, the Consultant has sought to appoint international team members otherwise resident within the national implementation contexts to facilitate ad hoc availability for consultation to avoid project delays. The contact details of the Consultant Team are provided in this document. The Consultant welcomes ad hoc consultation and discussion with the implementing agencies. Short, direct interactions and feedback outside of scheduled processes are un-costed.

5.2.4 Deployment of the Consultant’s Staff

The Consultant Team comprises of 10 expert positions (5 international, 5 national) whose functions mirror one another but are differentiated by area of responsibility. International expert will be deployed primarily to provide direct technical inputs, review and other specific contributions in their area of expertise. National experts will have a more prolonged presence, serving as the key technical delivery team working in close cooperation with the PIAs at each level. These positions by expertise and country are detailed in Figure 25. In addition to this core team, the Home Office will provide targeted contributions on a needs-basis for quality assurance, technical backstopping and liaison with the donor in Germany. The deployment of the consultant team and the phasing and timing of inputs as well as distribution of time between the two country components are shown in Figure 25. The plan is tentative only, and for the purpose of this tender. We suggest to review the staff deployment schedule in detail during the Inception Phase and to make adjustments in the timing of the experts and time allocation to the country components where necessary. The rationale behind the phasing of the international and

Figure 25: Tentative Staff Deployment Schedule PM

1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 0 11 12 1 2 3 4 5 6 7 8 9 0 11 12 1 2 3 4 5 6 7 8 9 0 11 12 1 2 3 4 5 6 7 8 9 0 11 12

Kingdom of Cambodia 90.75Chief Technical Advisor 1.00 0.50 0.30 0.75 0.60 0.50 0.70 0.50 0.75 5.60

Assistant CTA 1.00 0.50 0.50 1.00 1.00 1.00 0.70 1.00 1.00 1.00 0.50 1.00 0.50 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.50 1.00 1.00 1.00 1.00 1.00 0.80 0.80 1.00 1.00 1.00 1.00 0.70 31.50#

Key Expert 1 (International) 1.00 0.50 0.75 0.75 0.50 0.75 0.50 0.75 5.50* Integrated wetland management planning* Community based wetland management* Wetland rehabilitation & habitat management* Support of wetland (Ramsar site) governance & protection

Key Expert 1: (National- Cambodia) 0.75 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.25 1.00 1.00 21.00* Integrated wetland management planning* Community based wetland management* Wetland rehabilitation & habitat management* Support of wetland (Ramsar site) governance & protection

Key Expert 2 (International) 0.60 0.60 0.40 1.60* Livelihood measures 0.00

Key Expert 2 (National- Cambodia) 1.00 1.00 1.00 1.00 1.00 1.00 6.00* Livelihood measures

Key Expert 3 (International): 1.00 1.00 2.00* Community fisheries (Cambodia only)* Fish sanctuaries management and protection (Cambodia only)

Key Expert 3 (National): 1.00 1.00 1.00 1.00 1.00 ## 0.50 6.00* Community fisheries (Cambodia only)* Fish sanctuaries management and protection (Cambodia only)

Short-Term ExpertsFish and ecosystem monitoring (International) 0.25 0.50 0.50 0.35 1.60

Fish and ecosystem monitoring (National) 0.25 0.50 1.00 0.75 1.00 0.70 1.00 0.50 1.00 0.50 7.20

Project Monitoring Expert (International) 0.25 0.25 0.50 0.25 0.25 1.50

Project Monitoring Expert (National) 0.25 0.25 0.75 1.25Lao PDR 15.25

Chief Technical Advisor (International) 0.50 0.30 0.20 0.20 0.20 1.40

Assistant CTA (National) 0.50 0.30 0.50 0.50 0.50 0.20 0.20 0.50 0.30 3.50* General project management and administration

Key Expert 1 (International) 0.50 0.25 0.25 0.50 1.50* Integrated wetland management planning* Community based wetland management* Wetland rehabilitation & habitat management* Support of wetland (Ramsar site) governance & protection

Key Expert 2 (International): 0.20 0.20 0.40* Livelihood measures

Short-Term ExpertsFish and ecosystem monitoring (International) 0.20 0.20 0.40Fish and ecosystem monitoring national) 0.25 0.25 0.25 0.05 0.80

Water Engineering Expert (International) 1.00 1.00 2.00Water Engineering Expert (National) 1.00 1.00 1.00 1.00 4.00

Project Monitoring Expert (International) 0.25 0.25 0.50Project Monitoring Expert (national) 0.25 0.25 0.25 0.75Total 106.00

Year 1 Year 2 Year 3 Year 4 Year 5



national staff is to ensure that the CTA and in the absence of the CTA the ACTA is present as far as practicable during the inputs of short-term experts in order to guide and oversee their work. There is staff, with country functions only and other staff with cross-border functions. Each expert will receive specific ToR for each assignment that specifies defined activities and outputs. Phasing will aim to ensure that in particular the consultant tandem positions are mobilised at the same time or at least overlapping, and that the national staff will continue to make progress with the work programme, following distinct tasks and objectives when the international specialists are absent.

5.2.5 Detailed description of Tasks to be performed by the Consultant’s Staff

The Consultant Team will carry out each task area specific to the various team members (presented in Table 4 below) in a coordinated manner to ensure that each task links effectively with other tasks in both countries, ensuring project coherence. The consultant will directly support the Lao PIAs to deliver management planning and interventions within the Stung Treng site, while serving a facilitating and coordination function with regard to activities in Prek Toal and BKN under WCS and IUCN, respectively.



Table 4: Detailed Tasks Areas of the Consultant Team

Position Key Functions Specific Tasks Chief Technical Advisor

Overall team oversight, technical support and coordination between team members, quality assurance, main point of contact for donor at PEAs

Facilitation of technical inputs for multi-stakeholder consultations Collation and provision of technical summaries for PEA consultation and decision-making

Coordination of component processes and country elements

Law enforcement technical inputs for development of legal framework, patrolling standards and systems

Development and oversight of delivery of capacity building processes

Oversight of sustainable financing and ecotourism inputs Final sign off on all project reports Oversight of MTR

Assistant Chief Technical Advisor

Oversight of technical teams, main point of day-to-day contact for PIAs

Facilitation of technical inputs for multi-stakeholder consultations Collation and provision of technical summaries for PEA consultation and decision-making Coordination of component processes and country elements Law enforcement technical inputs Development and oversight of delivery of capacity building processes Oversight of sustainable financing and ecotourism inputs Final sign off on all project reports Oversight of MTR

International Wetlands Expert

Technical delivery of wetland management activities, rehabilitation and inputs to capacity building and knowledge management

Technical inputs for the completion of National Wetland Management Guidelines Technical Oversight of Wetland Management Plan in Stung Treng

Technical oversight and monitoring of wetland management planning in BKN and Prek Toal

Wetland zoning and demarcation

Oversight of GIS and spatial planning Technical oversight of wetland rehabilitation works Technical oversight and monitoring of wetland management plan implementation

National Wetlands Expert

Technical delivery of wetland management activities, rehabilitation

Technical inputs for the completion of National Wetland Management Guidelines Technical Oversight of Wetland Management Plan in Stung Treng Technical support and monitoring of wetland management planning in BKN and Prek Toal



Position Key Functions Specific Tasks and inputs to capacity building and knowledge management

Wetland zoning and demarcation GIS and spatial planning Technical oversight of wetland rehabilitation works Technical oversight and monitoring of wetland management plan implementation

International Livelihood Expert

Technical design and delivery of livelihood programs, technical oversight of investments and contributions to capacity building

Technical oversight of livelihood development planning, implementation and monitoring in Stung Treng

Technical support and monitoring of livelihood works in BKN and Prek Toal

Technical inputs, consultation and monitoring of livelihood implementation, tendering processes and reporting (all sites) Inputs to capacity building programs relating to livelihood measures

National Livelihoods Expert

Technical design and delivery of livelihood programs, technical oversight of investments and contributions to capacity building

Technical oversight of livelihood development planning, implementation and monitoring in Stung Treng Technical support and monitoring of livelihood works in BKN and Prek Toal Technical inputs, consultation and monitoring of livelihood implementation, tendering processes and reporting (all sites) Inputs to capacity building programs relating to livelihood measures

International Fisheries Expert

Technical oversight of fisheries management and establishment of Community Fisheries (Cambodia)

Technical support, best practice and other guidance for establishment and management of Community Fisheries in Prek Toal and Stung Treng

Technical inputs to capacity building programs relating to fisheries management

National Fisheries Expert

Technical oversight of fisheries management and establishment of Community Fisheries (Cambodia)

Technical support, best practice and other guidance for establishment and management of Community Fisheries in Prek Toal and Stung Treng Technical inputs to capacity building programs relating to fisheries management

Home Office Technical and administrative backstopping, quality assurance, donor liaison

Technical backstopping on all project elements Backstopping and assurance of financial control protocols and tendering processes, donor requirements Liaison with donor office (Germany), European point of contact for donor and international agencies



5.3 Responsibilities and Tasks of the Project Executing Agencies

The National Mekong Committees (NMCs) of Lao PDR and Cambodia have been selected as the respective PEAs in each country. The core function of the PEAs is to provide coordination, oversight and ultimate responsibility for the delivery of the project in accordance with the donor project agreement. It is important that in Lao PDR, the PEA also functions as the Project Implementation Agency at the national-level, while Cambodia these roles are differentiated.

5.4 Responsibilities and Tasks of the Project Implementing Agencies

Implementation arrangements differ between each national context. In Cambodia, the Project Implementation Agency (PIA) comprises jointly of the Department of Freshwater Wetlands Conservation (DFWC), under MoE and the Department of Fishery Conservation (DFC) under the Fisheries Administration in MAFF, though the National Project Management Unit (NPMU) will be housed within MoE. At sub-national levels, the NPMU is represented by Provincial Project Implementation Offices (PPIOs) in Stung Treng (1 PPIO) and Battambang (2 PPIOs) Provinces under the MoE and MAFF line-agencies, comprising of representatives of both. In Lao PDR, project implementation is carried out directly by the NPMU established within the National Environment Program Coordinator Division of the PEA, the LNMC under MONRE. The NPMU is represented in Champasak Province by the Provincial Project Management Office (PPMU), comprising of staff from PoNRE, and at the District-level by the District Project Management Unit (DPMU) under DoNRE. While sub-national implementation will be carried out by the PPMU and DPMU, it is notable that the MAF line-agency is not directly involved at these levels. Close coordination laterally between these sub-national institutions and equivalent sub-national offices of MAF, supported by vertical coordination from MAF-representatives on the Project Steering Committee will be essential to effective delivery. In both contexts, the Project Implementation Agencies are directly responsible for the day-to-day delivery of the project. Key responsibilities include: • Coordination for project implementation with concerned stakeholders • Development and implementation of project management, administrative and financial controls

and procedures • Quality assurance and monitoring processes of the project • Regular, semi-annual reporting on project progress. The PIAs will form the key point of coordination with the Consultant toward the effective delivery of the project and knowledge-transfer. The proposed tasks of the Consultant have been developed with to coincide with and support the work programme of the PIAs and PPIOs/PPMU.

5.5 Tasks of the Steering Committees

In each national context, a Steering Committee has been appointed to guide project implementation. The function of the steering committee in this project is particularly relevant to address the needs and inevitable difficulties of multi-sectoral wetland planning. High-level participation and consistency in representation on the Steering Committee will be essential to effective project delivery. The roles and responsibilities of the Steering Committees are similar in both contexts, including: • Guiding planning process across all components within the respective country • Provide general supervision of the various components



• Ensure that project activities are consistent with, and contribute effectively to, national and international development planning and policy strategies (including national socioeconomic development plans)

• Ensure that all donor investments and project activities within the project’s focal sites complement but do not unhelpfully duplicate project activities or divert staff or other resources from the project

• Serve as a coordination mechanism between project stakeholders, allowing for collaborative and productive resolution to issues arising, such as those relating to differential agency mandates.

The composition of each Steering Committee varies by country context in accordance with project needs and agency mandate. International observers will be selected and invited in consultation with the Committee Chair. These may include the World Wide Fund for Nature (WWF), the International Union for the Conservation of Nature (IUCN), the Wildlife Conservation Society (WCS), WorldFish, Birdlife International, and the consultant. In Cambodia, the Steering Committee comprises of representatives of the following institutions: • Cambodia National Mekong Committee (CNMC, Committee Chair) • Ministry of Agriculture, Forestry and Fisheries (MAFF) • Ministry of Environment (MoE) • Ministry of Economy and Finance (MEF) • Ministry of Water Resources and Meteorology (MWRM) • Ministry of Tourism (MoT) • Tonle Sap Authority (TSA) • Stung Treng Provincial Administration • Battambang Provincial Administration In Lao PDR, the Steering Committee comprises of the following institutions and individuals: • Ministry of Natural Resources and the Environment (MONRE, Vice-Minister as Co-Chair) • Champasak Provincial Administration (Vice-Governor as Co-Chair) • Secretary General of the Lao National Mekong Committee Secretariat • Ministry of Information, Culture and Tourism • Ministry of Education and Sports • Ministry of Planning and Investment • Ministry of Finance Under MONRE, several departments are represented on the Committee, these include: • Department of Environmental Quality Promotion (DEQP) • Department of Water Resources (DWR) • Department of Disaster Management and Climate Change (DDMCC) • Department of Land Planning and Development (DLPD) • Department of Planning and Cooperation (DPC) Under the Ministry of Agriculture and Forestry (MAF), several departments are represented on the committee, these include: • Department of Livestock and Fisheries (DLF) • Department of Forestry (DoF) • Department of Forest Inspections (DoFI) • Department of Agriculture Extension (DAE) • National Agriculture and Forestry Research Institute (NAFRI)



Notably absent from the Lao PDR Project Steering Committee is the Department of Forest Resources Management (DFRM), under MONRE. This may have important management implications since the largest catchment servicing BKN and parts of the Ramsar site itself fall within Xe Pian National Protected Area (NPA), under the mandate of DFRM. Further implications of this omission relate to the fact that DoFI’s law enforcement and inspections mandate does not extend directly into the NPA. The co-chairmanship of the Champasak Provincial Vice-Governor may mitigate this.

5.6 Reporting Schedule

The Consultant will provide regular reporting and feedback to project partners and the donor to ensure clear flow of communication, timely updates on project progress and issues arising, and facilitate coordination. Project reporting schedules and indicative timeline for submission are indicated in Table 5 below. In addition to reporting requirements specifies in the Consultant’s ToR, the Consultant will provide additional support to all project components to collate and distribute component-specific reports to the donor, ensuring consistency and enhancing donor oversight of project delivery. All project reports will be submitted in four (4) hard-copies, one each to the PMUs, one to KfW and one to the PEA of the relevant country.

Table 5: Project Reports and Reporting Schedule

Product Detail Indicative Dates or Reporting Intervals

Inception Report The Inception Report will be developed and submitted within the first year of the project, including detailed project work plans, procurement and tendering guidelines specific to the project, a description of financial measures and controls, and details of studies that will be carried out during the Project Implementation Phase. The Inception Report will also include narrative description of progress against work plans and agreed tasks during the Planning Period, together with relevant monitoring data.

Before end of Year 1

National Wetland Management Guidelines

The Consultant will support the PEAs to produce and obtain approval for National Watershed Management Guidelines (or similar, pending determination of the PEA) for each project country. These will include replicable packages for the extension of integrated wetland management planning to other freshwater wetlands, with a particular focus on Ramsar sites. Guidelines will include relevant policy frameworks and recommendations, and specific technical guidance. In the case of Cambodia, the Guideline will include generalized guidance on the feasibility of its application to marine and estuarine systems.

By end of Q2 in Year 2

Wetland Management Plan (Stung Treng)

The Stung Treng Wetland Management Plan will be finalized and submitted to the PEA, PMUs and KfW by Q2 of Year 2 of the Project, integrating sectoral plans, work plans, and associated monitoring and evaluation indicators and systems. The Wetland Management Plan will include specific, practical benchmarking for assessing progress against planning and internal structures and processes for adaptive management. While wetland management plans Prek

By end of Q1 in Year 2



Product Detail Indicative Dates or Reporting Intervals

Toal and the updated management plan for BKN will be the responsibility of WCS and IUCN, respectively, the consultant will provide technical support where needed and ensure coherence across plans.

Semi-annual and Annual Reports (Technical and Financial)

Semi-Annual Reports will be prepared and submitted within six (6) weeks of each reporting period. The Annual Report submitted following Q4 of each year will be comprehensive for the year. The Reports will comprise of technical, financial and administrative portions, reporting against project work plans and associated impact indicators, spending patterns and forecasts, staffing needs and issues, and overall assessment of the effectiveness of development assistance for the reporting period.

Semi-annually

Mid-Term Review The Consultant will produce and submit a Mid-Term Review together with the Annual Report at the end of Year 3. The Mid-Term Review will provide a comprehensive assessment of the effectiveness of project delivery, investment efficiency and suggests any structural changes that may be required for transition to the Consolidating Phase of the project. This Mid-Term Review will also respond to specific issues identified during the external MTR for the project.

Within 6 weeks of the end of Year 3

Hydrologic study (BKN)

The Project, the Consultant will finalize and deliver the results of the Hydrological study carried out for BKN. The study will include assessment based on the IUCN Eflow approach to characterize flows, utilization patterns and recommendations for water regulation sensitive to climate change forecasting for the site.

Q3 or Year 1

Technical Studies (to be specified)

Technical Reports will be completed and submitted within 4 weeks of the conclusion of the study. The content of these studies will vary with topic and the scope of the study. All studies will be identified during the Project Inception phase and elaborated within the Inception Report.

Within four (4) weeks of study completion

Final Project Reports

The Final Project Report will be completed within 6 weeks of the completion of all project activities, during Q4 of Year 5. The final report will be comprehensive of all project components measuring effectiveness against outcome-level indicators, species monitoring results against baselines, livelihood outcomes and the goal of the Project. The Final Report will also include recommendations regarding continuation beyond the project period, and assessment of project sustainability.

Q4 of Year 5

GITEC will support the PIA at all levels to effectively and efficiently develop and finalize all reports. This will be done in such a way as to systematically incorporate feedback and inputs from key stakeholders while ensuring consistency in reporting across sites, where relevant. While the process



for reporting and communication will vary by the type of report, Figure 26 below presents a generalized reporting process that will be used.

Figure 26: Generalized Reporting Process

4 approach and methodology 4.1 general considerations

Documents