Report Cover Image
Evaluation Plan:
2019-2022, Ecuador
Evaluation Type:
Planned End Date:
Completion Date:
Management Response:
Evaluation Budget(US $):


Document Type Language Size Status Downloads
Download document TDR TE ZARUMILLA FINAL.pdf tor English 535.78 KB Posted 1035
Download document Evaluación Final Zarumilla.pdf report English 5869.79 KB Posted 1093
Atlas Project Number: 00083398
Evaluation Plan: 2019-2022, Ecuador
Evaluation Type: Project
Status: Completed
Completion Date: 06/2020
Planned End Date: 03/2020
Management Response: Yes
Focus Area:
  • 1. Others
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 1.2.2 Enabling environment strengthened to expand public and private financing for the achievement of the SDGs
SDG Goal
  • Goal 12. Ensure sustainable consumption and production patterns
  • Goal 13. Take urgent action to combat climate change and its impacts
  • Goal 15. Protect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage forests, combat desertification, and halt and reverse land degradation and halt biodiversity loss
SDG Target
  • 12.4 By 2020, achieve the environmentally sound management of chemicals and all wastes throughout their life cycle, in accordance with agreed international frameworks, and significantly reduce their release to air, water and soil in order to minimize their adverse impacts on human health and the environment
  • 13.2 Integrate climate change measures into national policies, strategies and planning
  • 15.1 By 2020, ensure the conservation, restoration and sustainable use of terrestrial and inland freshwater ecosystems and their services, in particular forests, wetlands, mountains and drylands, in line with obligations under international agreements
Evaluation Budget(US $): 20,000
Source of Funding: GEF
Evaluation Expenditure(US $): 23,670
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Nationality
Alex Pires International consultant BRAZIL
GEF Evaluation: Yes
GEF Project Title: Integrated Management of Transboundary Water Resources in River Basins Puyango-Tumbes, Chira and Catamayo-Zarumilla
Evaluation Type: Terminal Evaluation
Focal Area: International Waters
Project Type: FSP
GEF Phase: GEF-5
GEF Project ID: 5284
PIMS Number: 4402
Key Stakeholders: Ministerio del Ambiente, SENAGUA Ecuador, ANA Perú, Fondos de Agua, sociedad civil.
Countries: ECUADOR

To build a proposal for the second phase of the project.

It is recommended that this first phase of the 3 Basins project is followed by a second phase aiming to increase the sustainability of its achievements and the likelihood of its impact. To consider in its design all lessons learned from the first phase of the project, including addressing the eight Recommendations described above; the recommendations for the second phase listed below under Follow up actions numbers 2, 5, 6, 7, 8, 10, 11, 12, 14, and, specially, 13; the set of recommendations emerging from Proposal 1 “To increase the integrated approach of ecosystem-climate- land-water-livelihoods”, and Proposal 2 “To take to the next level relevant processes that already are in place at the basin”; and the best and worst practices described in paras. 156 to 160. To build for this second phase a solid M&E plan, with SMART indicators accompanied with data collection tools, indicators profile sheets (with detailed information to assist data collection, calculation of its components, aggregation of scales, selection of sources and means of verification, identification of main assumptions, description of the method adopted to define the baseline and targets, and references to scientific literature), and adequate allocation of resources/budget including for hiring a M&E staff, for designing M&E protocols and instruments, for contracting data collection and surveys services, as well as for the development capacity building activities for M&E, a acquisition/development of a robust and easy-to-use managerial tool for M&E, etc. (see paras. 81, 84 and 88)


To measure the impact of capacity building activities.

It is recommended to carry out an online survey with the participants of the capacity building activities to measure the application of their knowledge on IWRM. It is recommended for the design of the second phase of the project to adopt instruments to measure the effectiveness of knowledge management and capacity building actions/activities.


To implement the management models for W&S

To provide support and monitor the implementation of these five management models for water and sanitation.


To follow up the construction of Paimas’ WWTP.

To provide support and monitor the implementation and operation of the Paimas’ WWTP.


To commit to declaring four water protection zones.

To reach a formal commitment between the authorities responsible to declare water protection zones and design a work plan to create the four water protection zones. 


To commit to declaring four water protection zones.

To support, in the second phase of the project, the scaling-up and replication of this initiative, i.e. the simplification and/or integration of public policy and regulations needed to declare water protection zones.


To foster the gender approach on the follow-up actions.

To take into consideration for the exit strategy, the work during the intersectional period, and for the design of the second phase (PIF/ProDoc), the proposals and recommendations presented on the Gender Strategy developed in 2019. If possible, the project partners should consider and/or explore how to include a gender perspective in the last products of the project (i.e. NAPs and economic estimation for SAP implementation).


To inform readers about some limitations of TDA and SAPs.

To mention on the TDA/SAP publications these limitations, and, if it is the case, inform the readers that these issues will be considered in the next revision of the TDA/SAPs (planned for 2028).


To work toward the endorsement of the SAPs.

To keep the high commitment and seek the endorsement of the SAPs and NAPs by the highest possible level as an official governmental strategy.


To put in place a targeted knowledge sharing strategy.

To make accessible to the public and actively disseminate the knowledge generated by the project to the target audience. This would contribute to expanding knowledge sharing, promote further activities based on this knowledge and improve the use of the products delivered by the project. The project webpage at IW: LEARN site and social media could be used as a repository and/or channels for dissemination. But this recommendation goes beyond just publishing the documents there, it encompasses the construction of a targeted knowledge sharing strategy to be implemented by the project partners in the next months, even after the closure of the PCU. It is especially relevant to consider the roles (both as the target audience and as possible collaborators) of key stakeholders outside the sphere of influence of the project, such as other ministries, local/regional governments, Universities, NGOs, and the private sector. It is recommended to construct this knowledge sharing strategy before the last SC, aiming for its formal approval before project closure. This strategy should indicate the roles, responsibilities, resources, timeframes, and means of verifications.  It is recommended to UNDP to track and support the implementation of the agreed strategy.


To increase inter-ministerial engagement with project outcomes, especially SAPs and NAPs.
Before the project closure, to agree on a strategy or set of actions to promote incidence and to mainstream the project outcomes, specially SAPs, and NAPs, with key ministries and governmental bodies beyond water- environment sectors, such as line ministries of Finance, Health, Mining, Agriculture, Fisheries, Infrastructure, Urban Development, Science, Planning, Social Development, Tourism, Energy, and Response to Emergencies. The TE recommends formally agree on a strategy or set of actions, at the last SC meeting. If possible, the project partners should consider and/or explore if some ministerial actors could be engaged in the NAPs process currently under execution. It is recommended for the second phase of the project to promote a management arrangement that will lead to national coordination at the ministerial level, using if possible, existing mechanisms and instruments. This coordination could be built around concrete topics such as the implementation of the SAP/NAPs.


To promote the implementation of SAPs and NAPs, and to leverage sources at scale.
To have the SAP approved by the highest possible level as an official governmental strategy (see follow up action 8 above). 


To promote the implementation of SAPs and NAPs, and to leverage sources at scale.
To identify the possible national sources for each investment necessary for SAPs/NAPs implementation and start as soon as possible the articulation and engagement of these actors bringing commitments for their implementation. 


To promote the implementation of SAPs and NAPs, and to leverage sources at scale.

To explore external sources to bring funds at scales, such as GCF and development banks active in the region, CAF, IDB, and WB.


To continue working on the intersectional period.

To construct a solid exit strategy and approve it at the last SC with clear commitments to conduct activities during the intersectional period to sustain and expand the project outcomes. This exit strategy should consider the new scenery that will emerge from the COVID-19 crises. 


To continue working on the intersectional period.

To identify what actions on the intersectional period, the project partners can do with their own resources (especially staff time and if it is the case funds) aiming to start the implementation of the SAPs/NAPs or at least to keep the SAPs/NAPs processes “alive” (i.e. working with communication, incidence, mainstream, and endorsement). 


To continue working on the intersectional period.

To guaranty a proper flow/hand-over of documents, knowledge, and background information between the phases of the intersectional period (i.e. from the closure of the PCU to the beginning of the PPG process; from the PPG process to the startup of the second phase). It is recommended to ensure a hard-copy disc with all information, including the exit strategy, this TE report and the management response to be prepared by UNDP with the collaboration of major stakeholders. It is recommended to clearly define the “guardians” of this material/knowledge: considering the nature of the project RTA, UNDP COs, and the GEF OFP may share these responsibilities. Beyond the formal documents listed above, hand-over notes could also be adopted as a complementary mean to transfer knowledge 


To engage key stakeholders in the construction of the exit strategy, and design for the second phase (PIF/ProDoc).

To foster the interaction with these institutions, consulting them for the construction of the project’s exit strategy of the project, and the development of PIF/ProDoc for the second phase.


To continue supporting the work of the BC9RB.

To continue supporting the creation of these ITWRM frameworks. To pay special attention to the roles, nature, structure, and resources to be assigned for the Technical Secretariat of the BC9RB. To consider whether the secretariat would be a binational body that could mobilize and manage resources, receive resources from the governments, have a dedicated technical body, and have a presence in the field. To consider its dependence degree on the capitals. To take advantage of the PPG phase to support binational meetings for ProDoc preparation/endorsement. To consider in the design of the second phase of the project how it could contribute to the strengthening/consolidation of the BC9RB technical secretariat.

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