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Executive Summary

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Strengthening Protected Area Financing and Management Systems Project aims at the establishment of a sustainable protected area financing system, with associated management structures, systems and capacities needed to ensure the effective use of generated revenues for priority biodiversity conservation needs as well as remove or significantly reduce a wide range of barriers to sustainable financing.
The project will maintain a sustainable PA system operated by an autonomous NCS having the financial wherewithal and management capacities needed for effective management based on the following pillars:

  • Legal, policy, regulatory and institutional frameworks that support sustainable PA financing.
  • Tools and practices for revenue generation and mobilization.
  • Business planning and other tools for cost-effective management.

Since the approval of this project by GEF and EEAA, major events took place, and needed to be incorporated in the project. The first was the Revolution of 25th of January 2011, which calls for real changes, transparency, social justice, and innovative ways for sustainable development. The other event took place in October 2010 in Nagoya, Japan, where new trends in biodiversity were approved by the COP10. These were the new biodiversity strategy (2011-2020), resource mobilization strategy, and Access and Benefit Sharing (ABS) Protocol of CBD. The third event was the directives of the Minister of Environment to implement the first stage of the project in selected protected areas (Ras Mohammed, Wadi El-Gemal and Wadi El-Rayan) as pilot project, to be replicated later on, once results are successful, at other protected areas.

This first annual work plan is considered as the preparatory phase of the project which will concentrate on development of NCS/EEAA and field actions at the 3 pilot PAs of the 8 PAs priority sites stated in the project document. It reflects the insights of the project manager on how the project document and planned outputs will be translated into logical implementation steps. Many consultation meetings were held with all possible stakeholders and partners to view the project and obtain inputs regarding implementation, responsibilities and commitments. Many good ideas were considered in the preparation of the Inception Workshop and the Annual Work Plan, such as co-funding, concessions, revenue generation, resolving legal regulatory and institutional challenges, etc. This annual work plan also incorporates the results of work developed during the preparatory phase (e.g. METT and Financial Scorecards and Staff Evaluation), and also builds on the experience gained during implementation of other donor projects. This annual work plan is expected to produce tangible results after the first year. It establishes a system of revenue generation other than tourism, retention, and allocation; lays out principals of cost-management effectiveness; shows how marketing of PA harmonises management and business planning of PAs, and develops the relevant capacities of NCS and pilot PAs.