India High Range Landscape (CPD Output 3.2)

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Evaluation Plan:
2018-2022, India
Evaluation Type:
Mid Term Project
Planned End Date:
07/2021
Completion Date:
06/2021
Status:
Completed
Management Response:
No
Evaluation Budget(US $):
30,000

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Download document India High Range Landscape Final MTR.pdf report English 2538.80 KB Posted 89
Title India High Range Landscape (CPD Output 3.2)
Atlas Project Number: 00075746
Evaluation Plan: 2018-2022, India
Evaluation Type: Mid Term Project
Status: Completed
Completion Date: 06/2021
Planned End Date: 07/2021
Management Response: Yes
UNDP Signature Solution:
  • 1. Sustainable
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 1.4.1 Solutions scaled up for sustainable management of natural resources, including sustainable commodities and green and inclusive value chains
SDG Goal
  • Goal 12. Ensure sustainable consumption and production patterns
  • 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
  • 12.5 By 2030, substantially reduce waste generation through prevention, reduction, recycling and reuse
  • 15.4 By 2030, ensure the conservation of mountain ecosystems, including their biodiversity, in order to enhance their capacity to provide benefits that are essential for sustainable development
  • 15.6 Promote fair and equitable sharing of the benefits arising from the utilization of genetic resources and promote appropriate access to such resources, as internationally agreed
Evaluation Budget(US $): 30,000
Source of Funding:
Evaluation Expenditure(US $): 30,000
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
James Lenoci
Nivedita P. Haran
GEF Evaluation: Yes
GEF Project Title: Developing an effective multiple use management framework for conserving biodiversity in the mountain landscapes of the High Ranges, Western Ghats, India.
Evaluation Type: Mid-term Review
Focal Area: Biodiversity
Project Type: FSP
GEF Phase: GEF-5
GEF Project ID: 4743
PIMS Number: 4651
Key Stakeholders: Ministry of Environment, Forest & Climate Change and Government of Kerala
Countries: INDIA
Lessons
Findings
Recommendations
1

Reorganize and strengthen project governance and management arrangements

  • Designate or recruit a full-time Project Manager and develop terms of reference that clearly outlines the roles and responsibilities for this position.
  • Relocate the Project Officer-Convergence and consolidate the other positions to Munnar, where the District Forestry and Wildlife Department has provided ample office space and facilities.
  • Ensure the National Project Officer anchored with the MoEFCC maintains close review of each project activity, with regular visits to field sites, under the directions of the Deputy Inspector General (DIG) and Inspector General (IG).
  • The MoEFCC should carry out an internal review of the operations of the NPSC and SPSC, and prepare updated terms of reference for both committees, indicating members and describing responsibilities, cooperation and coordination, and an increased frequency of convening meetings during the remaining project implementation timeframe, etc.
  • The NPSC may set up a group headed by the DIG to carry out on-the-ground assessment of the activities under the Project at regular intervals and to brief the NPSC members at every meeting.
  • Describe clearly how project assurance and direct implementation roles are segregated through updating ToRs for respective individuals and preparing an updated Governance and Management Arrangements narrative for the project.

Operationalise a performance appraisal system for project team members, providing constructive feedback.

2

Develop and initiate the implementation of a sustainability plan.

a) Develop a Theory of Change that describes the envisaged intermediate outcomes (following closure of the GEF project) and long-term intended impacts, and the key assumptions for achieving these results. The MTR team has prepared a preliminary draft of a Theory of Change (included in the MTR report).

b) Carry out proactive advocacy with the State Forest Development Agency (SFDA) for hosting the LLLUP and taking over the interventions initiated during the project, e.g., presenting the LLLUP at SFDA biannual governing council meetings, describing how the plan and interventions can be integrated into the SFDA’s strategic planning and budgetary frameworks)

c) Encourage the Forest Departments and other subnational entities to integrate the project interventions into their annual operating budgets.

d) Establish a Working Group reporting directly to the State Project Steering Committee as the cross-sectoral, multi-stakeholder mechanism for overseeing the implementation of the LLUP and facilitate regular meetings. In this way the mechanism would be operationalized during the project’s lifetime, allowing time to sort out the specific roles and responsibilities of the members and agreeing upon a nodal agency for instituting the multi-stakeholder landscape management strategy.

e) The Nodal Officers need to hold review meetings once a quarter at Munnar or any of the project sites, where all departments and agencies engaged in the projects under review may attend. This will ensure gradual take-over of ownership by the government entities and the beneficiaries.

3

Post a Project Coordinator (Special Officer) in Munnar. In coordination with the District Forest Department, arrange to have a Senior Deputy Conservator of Forests (DCF) posted for a period of two years as Project Coordinator (Special Officer) in Munnar, in charge of coordinating project activities. The Project Coordinator would be seconded from her/his current position, i.e., funded through co-financing contributions, if the posting is exclusively for the project. Alternatively, the DFO, Forest and Wildlife Munnar may be designed as the Special Officer for the project. The project team based in Munnar would work under the overall guidance and supervision of the Special Officer. It is also recommended to issue directions to engage District Coordinator/s of HKM in IDK, ERK and TSR districts as the Project Coordinator/s for the Non-Forest related activities. The District Coordinators should be invited for all review meetings of the Project Coordinator (Special Officer). However, since the MTR field mission, the HKM stands disbanded; hence the role of the SFDA becomes even more crucial

4

Develop and implement quality control measures

  • Terms of reference for contractual services should be performance-based, with clear breakdowns of activities and deliverables, means of verification progress and completion, and release of funds only after fulfilment of performance criteria.
  • Establish and implement a management system for controlling quality, including weekly review of progress by the Project Officer-Convergence; monthly review of progress by the project manager; sensitivity training of project team members on the basic concepts of biodiversity conservation and mainstreaming.
  • All project team members posted in Kerala (in Munnar) should attend the Project Officer (PO)’s weekly meetings. The NPO may join online to be updated with the level of progress and to be able to brief the DIG/ IG at regular intervals. The balance project period being only a year in order to show results all concerned need to move at an added speed.
  • Through the direction of the Project Coordinator (Special Officer), monthly meetings should be held with contracted service providers and officials from relevant departments and agencies, to discuss progress, synergies, troubleshooting, and sustainability issues.

Arrange a systematic financial audit of the project to assess management of funds and accountability.

5

Develop and implement safeguard management plans.

  • Stop forthwith the procurement of lemongrass oil distillation units until FPIC is carried out.
  • Develop and implement an Indigenous Peoples Plan (or equivalent, integrated into an updated Stakeholder Engagement Plan).
  • Develop and implement a gender analysis and action plan.
  • Regularly update the SESP.
  • Assign (or recruit) a person on the project management team to be responsible for project safeguards (updating the terms of reference for this person).
  • Deliver trainings to contracted service providers and project partners on UNDP social and environmental standards, including gender mainstreaming, FPIC, environmental safeguards, etc.

Carry out focused monitoring and evaluation, report progress, and implement adaptive management measures where and when needed

6

Prepare an updated work plan for the remaining implementation timeframe coupled with a critical path analysis

7

Prepare and implement a project monitoring plan

8

Identify the strategic linkages for the biodiversity mainstreaming objective

9

Develop and implement a knowledge management strategy and action plan.

  • Identification of key messages, target audiences, methodologies, assessment, procedures and FPIC processes for documenting traditional knowledge.
  • Design a project website or linking with Forest Department’s site.
  • Utilise social media for timely messaging.
  • Garner attention of students and youth through online discussions, fun games, and other methods.

Use innovative methods to propagate ideas and information, e.g., stationary with photographs or images of Nilgiri tahr and grizzled giant squirrel, as well as Neelakurinji, different varieties of ragi and paddy rice.

10

Strengthen engagement with production sector stakeholders.

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