Monitoring and Evaluation Systems: the KwaZulu-Natal Experience

Khulani Mkhize

Chief Executive Officer

Ezemvelo KZN Wildlife

Introduction Overview

• Organisations structure

• Corporate Performance Evaluation and Indicators

• Province Wide Rapid Assessment (WWF RAPPAM)

• Site Level Evaluation (Enhancing Our Heritage)

• Integration of M & E Information

• The Way Forward

KZN Wildlife Management Structure

Chief Executive Officer

Head Finance Head Conservation Other Heads

General ManagerCoast

General ManageruKhahlamba

General Manager Zululand

Outside P.A.Protected Areas

KZN Management Regions• 3 Regions.

• 110 Public Protected Areas.

• 7 128 km2 - 7.7 % of the province.

Corporate Performance Indicators At the corporate level, the organisation adopts a business strategy and performance measures approach to achieving it mission which is:

The sustainable biodiversity conservation and ecotourism The sustainable biodiversity conservation and ecotourism management in KwaZulu-Natal in partnership with people.management in KwaZulu-Natal in partnership with people.

Biodiversity ObjectivesTo ensure exemplary conservation of the indigenous biodiversity of KZN both within and beyond protected areas.

• Address conservation priorities with stakeholders• Ensure management effectiveness• Manage for sustainable use• Build a sound knowledge base• Contribute nationally and internationally• Develop co-operative biodiversity governance

Key Performance Indicators

• The level of protection afforded biodiversity in the province (representation in formal or agreement parks).

• The status and trend of threatened and or endemic biodiversity features.

• The status and trend of protected area management effectiveness.

Biodiversity

Province Wide Rapid Assessment (WWF RAPPAM)

• Pilot P.A. management effectiveness assessment undertaken in conjunction with WWF International.

• EKZNW was in a state of transition, and the primary aim of the assessment was to: Identify strengths and weakness of current P.A.

management practices and identify priorities for management action and resource allocation.

• The Comparative Approach was necessary and valuable.

• System wide threats were assessed and quantified.

Province Wide Rapid Assessment (WWF RAPPAM)

• Management actions and resource allocation were prioritised.

• Assessment outcomes were adopted by the organisation (for details see Goodman 2003a & b).

Site Level Evaluation (Enhancing Our Heritage)

• Pilot study in conjunction with the Enhancing our Heritage Programme.

• Undertaken in the Greater St Lucia Wetland Park World Heritage Site.

• A large effort has gone into data collection and reporting.

• Detailed information across all evaluation elements (Context, Planning, Inputs, Processes, Outputs, Outcomes) was collected and synthesised.

• Much of the information appears to impinge on that collected for the conventional Management Plan and its repeated evaluation through the management process.

• The synthesis of the large body of data and its accessibility for management action appears complex, but its use for management and planning has not yet been fully assessed.

Integration of M & E Information

• Links between levels of evaluation must be established.

• Seamless upward synthesis to inform corporate performance measures is essential.

• Mechanisms for enabling prioritisation and resource allocation at Executive and Regional levels are essential.

• Compatibility of methodologies between levels and standardisation of terminologies is essential.

Executive

RegionRegion Region

P.A. P.A. P.A.

Resources

Information & Priorities

Information & Priorities

The Way Forward • Management effectiveness evaluation and prioritisation is part

of the corporate culture at all levels.

• There will always be a need to prioritise resource allocation – RAPPAM has been adopted and will be adapted where necessary for this purpose.

• The need for a rapid site level evaluation tool has been identified and RAPPAM is being adapted to meet this need.

• Management implementation has become cumbersome, as have management plans. Strategic more streamlined plans with evaluation built in are being developed.

• The seamless integration of the three levels of monitoring and evaluation is to be pursued.