Mid Term Evaluations of the GEF CIAP child projects: GGP Adaptative Management & Learning, and Reducing Deforestation from Commodity Production

Report Cover Image
Evaluation Plan:
2018-2021, RBLAC
Evaluation Type:
Mid Term Project
Planned End Date:
11/2019
Completion Date:
11/2019
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
115,000

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Title Mid Term Evaluations of the GEF CIAP child projects: GGP Adaptative Management & Learning, and Reducing Deforestation from Commodity Production
Atlas Project Number:
Evaluation Plan: 2018-2021, RBLAC
Evaluation Type: Mid Term Project
Status: Completed
Completion Date: 11/2019
Planned End Date: 11/2019
Management Response: Yes
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
Evaluation Budget(US $): 115,000
Source of Funding: GEF funding
Evaluation Expenditure(US $): 120,000
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Malika Virah-Sawmy Team Leader malikavs@gmail.com
Maryline Guiramand Team Leader mg@marylineguiramand.com
GEF Evaluation: Yes
GEF Project Title: 00097946 GGP Adaptative Management & Learning, and 00098209 Reducing Deforestation from Commodity Production
Evaluation Type: Mid-term Review
Focal Area: Biodiversity
Project Type: FSP
GEF Phase: GEF-6
GEF Project ID: 9179 & 9180
PIMS Number: 5665 & 5664
Key Stakeholders: WWF, CI, Governments, Academia, Producers and Production CSOs in participating countries
Lessons
1.

Adaptive Management and Learning for the Commodities IAP - PIMS 5665

The entire GGP programme has not been designed in a way that connects interventions from the various global child projects (Demand, Production and Transactions) in specific supply chains. Instead, each child project has its own individual Theory of Change with the aim that they theoretically reinforce each other. As a result, one of the main reasons for a lack of deeper integration between the child projects is the lack of a systems approach in GGP to identify leverage points. In addition, the lack of common objectives/indicators between child and A&L projects, whilst ensuring there is no double counting of achievement among projects, has resulted in insufficient buy-in and incentives for integration between agencies at the country level and with the A&L team. Indeed, the lack of a systems approach leads actors to think there is an overestimation on potential of integration: while there are many interdependencies between these organizations and their child projects, in general people suffer from “systems blindness” and do not recognize interlinkages and opportunities to change the broader system. The role of A&L right now is solely to support integration between the child projects, but not integration at systems level. For the latter, the A&L could support child projects on how to get government and partner buy-in and motivation for working on leverage points between Production, Transaction and Demand. It could be helpful to develop a unique GGP approach for integration using proven systems change methodologies, such systems modelling, prototyping and multi-stakeholder dialogue.   


2.

Adaptive Management and Learning for the Commodities IAP - PIMS 5665

The strong coordination structure supported by GGP contributes to build cohesiveness, helping to bring the group under ‘a collective GGP umbrella’. In fact, the A&L project has been successful in its aim to be viewed as a cohesive whole and its coordination role is excellent for accelerating learning and collective engagement. Therefore, future projects that aim for integrated approaches for systemic change should ensure that a robust A&L component rooted in systems approaches is used for design, implementation, monitoring and evaluation.


3.

Adaptive Management and Learning for the Commodities IAP - PIMS 5665

Adaptive management stories are being documented (GGP database) but they are focused on reactive adaptive management, so adapting to changing contexts. Whilst being reactive is very valuable, nonetheless it limits iterative learning concerning assumptions of the GGP project and hence to a large extent the project cannot undertake pro-active adaptive management. Pro-active adaptive management, which involves clarifying the assumptions and questioning them and having multiple options in order to determine the best strategy, would also be needed.


4.

Adaptive Management and Learning for the Commodities IAP - PIMS 5665

The key assumption in GGP’s Theory of Change for integration is that other activities than working only via the market level (hence VSS) is needed. As valuable as Outcome 2 is for providing access to credible research on the sustainability impacts of supply chain initiatives and tools, including standards and certification, however, within GGP, this outcome is a standalone activity and has not served and supported the A&L vision sufficiently. Component 2 should contribute more to reinforce other A&L activities and efforts towards integration, coordination, collective umbrella, and learning on systemic change. 


5.

Adaptive Management and Learning for the Commodities IAP - PIMS 5665

The Community’s learning curricula, although user driven, is mainly focus on technical aspects. As a result, the current method in place within the CoP of turning collective experiences and shared learning into guidance material and good practice documents, encompasses technical themes but is not tied enough to what is integrated and systemic approach. To make the Community even more impactful for future projects, its learning method should be linked with a more holistic M&E system, which ideally would be more focused on learning about the theory of change and its assumptions around the integration of Transactions, Production and Demand. In this way, the GGC method would also include critical visions for systemic change.


6.

Adaptive Management and Learning for the Commodities IAP - PIMS 5665

The Community of Practice has aimed to strengthen country practitioners’ capacity – virtually and through face-to-face encounters and events – on issues relevant across multiple commodities such as land-use, stakeholder dialogue, private sector and financial institutions engagement, farmer support, gender, etc. For instance, creating coaching and dialogue circles as was done for staff working on platforms seem to have played an important role in supporting adoption of best practices and sharing challenges on how to engage on multi-stakeholder platforms. Thus, this could also be replicated for the other components and thematic areas.


7.

Taking Deforestation out of Commodity Production Project - PIMS 5664

Whilst it is recognized that UNDP platforms offer a good environment for policy change, there is still however a delicate tension between UNDP being a neutral facilitator as platform managers and GGP’s goals for policy change that may require being directly involved. The neutrality is crucial for the facilitation, but GGP may have to step out of this neutral role to promote the policy change. In addition, GGP policy work is tricky and necessitates government approval which can take time and persuasion. Therefore, UNDP role as both platform manager and policy changer should be better structured to ensure smoother buy in from government for policy change.


8.

Taking Deforestation out of Commodity Production Project - PIMS 5664

Under component 1, it is currently clear that there is still a gap between platform work and the policy change needed. For instance, action plans as formulated identify key areas of actions, but more effort should be addressed to the missing link on how the proposed actions are connected to the current policy environment in each country. Therefore, platforms for multi-stakeholder dialogue should be better used to ensure a participative process for policy reform, farmers system support and land use planning. In each country, areas where dialogue can be extended to better leverage some of the project work must be identified, as well as additional space for government and private sector engagement towards enabling environment reforms.


9.

Taking Deforestation out of Commodity Production Project - PIMS 5664

Most people interviewed identified the project design phase as the weakest aspect of the project. In general, design phases have been far too focused on writing technical project documents rather than facilitating dialogue and partnerships on how integration will achieve systemic change. So, normally competitive partners were asked to sit round a table to write a joint project document in line with GEF requirements. The design phase of GGP, being rushed without enough consultation between partners, local stakeholders and governments, did not encourage dialogue in way that fosters fair and transparent decision-making. As a result, a lot of coordination time during implementation is needed in order to find common grounds or gain government buy-in. A rushed design phase has also led to issues regarding modalities, budgets, competition, roles, strategies and integration. For future projects, more time should be dedicated to the design phase, facilitating dialogue that would emerge as the start of the overall partnership process.


10.

Taking Deforestation out of Commodity Production Project - PIMS 5664

The main Knowledge Product of Component 4 is a Landscape Analysis Tool, which is designed to track the landscape-level dynamics of change towards reduced deforestation commodity production in the targeted landscape, in order to understand GGP Production project contribution. The KP is meant to inform GGP at the end of the project in terms of what works and what does not work, but it might be difficult to discuss attribution and contribution of project on merely landscape changes observed. In fact, the measurement of impacts must be focused on systemic change. Therefore, more information on how the Theory of Change of Production is working in practice is needed, as well as a more robust system to assess it. The value for money of the LAT for the project should be reassessed if no review of the ToC is done. 


11.

Taking Deforestation out of Commodity Production Project - PIMS 5664

GGP production is reaching positive results, but potential changes in government and disengagement of the wider audience represent a constant risk for the achievement of lasting impacts. As a result, it is crucial to demonstrate the benefits of the project in terms of the potential transformational change it brings. In order to do so, a strong presence with the Governments must be maintained, especially at the highest possible level in all the key Ministries involved in the project. A specific strategy on key messages has to be prepared for each country to highlight the key progress so far and the key benefits of the sector to the economy, and remaining challenges. 


Findings
1.

Adaptive Management and Learning for the Commodities IAP - PIMS 5665

Project Strategy:

Whilst A&L’s vision of the GGP is a giant step in the right direction, nonetheless its design needs to improve. For example, the vision of GGP is to take a supply chain approach to transform key commodity supply chains. This means leveraging Production, Demand and Transaction for systemic change at the level of the supply chain system. However, both the project design and the inception phase did not specify how systemic change can be achieved concretely. In particular, while A&L was designed with the objectives of integration between projects and learning, nonetheless the language in the Prodoc and in the results framework reduce the ambition to much smaller than country level supply chain integration. The result framework prescribes sequenced work planning, coordination and collaboration as separate activities rather than a more outcome-oriented approach to leveraging the Production, Transaction and Demand projects as a whole.


2.

Adaptive Management and Learning for the Commodities IAP - PIMS 5665

Project Progress:

In general, progress against target has been excellent for the A&L component, with most activities and targets reached ranked as satisfactory. The function of the A&L component has proven itself instrumental to catalyse partnerships and collaboration under a collective umbrella for systemic change. In particular, GGP’s A&L has provided a robust foundation for supporting dialogues, coordination structures and building of trust. The Community of Practice has also provided an excellent learning environment and infrastructure that should be maintained and further capacitated. With both aspect, UNDP has demonstrated that it is ideally positioned as a neutral partner and independent facilitator for approaches needing integration, collaboration and learning and hence move towards systemic change.


3.

Adaptive Management and Learning for the Commodities IAP - PIMS 5665

Project Implementation and Adaptive Management:

Good practices in project implementation, coordination and ‘reactive’ adaptive management has been deployed to a highly satisfactory level. In other words, the quality of activities whether for coordination, communication, learning and reporting has been excellent in general. The main challenge is the M&E which focuses only on monitoring of implementation of activities (is the project doing things) rather than whether the activities make sense (are we doing the right thing).


4.

Adaptive Management and Learning for the Commodities IAP - PIMS 5665

Sustainability:
The overall Sustainability is rated as moderately likely because while there are three long-term infrastructures (improved partnerships observed under a collective umbrella, the Community of Practice for learning so the community moves towards systemic change, and Evidensia) that are likely to last beyond the project lifetime, financial investment will be needed post GGP for their long-term sustenance.


5.

Taking Deforestation out of Commodity Production Project - PIMS 5664

Project Strategy:

The project design had the intention of systemic change in most of the components, but the implementation and measurement of impacts of the project is not focusing on systemic change. This is due to the gap between the vision and the scale of intended impact within the project timeframe as well as with the results framework indicators and the tools used for M&E. A lot of knowledge has been provided from the Global level especially through the communities of practice, some tools and by the technical advisers. However, important lessons on how well the Theory of Change of Production is working might not be captured because the M&E focuses mainly on output/structure indicators.

 


6.

Taking Deforestation out of Commodity Production Project - PIMS 5664

Project Progress:

the project has progressed well towards its target in all three countries, although Indonesia is more advanced than Liberia and Paraguay due partially to a later start of the project in Liberia and Paraguay. The overall rating of progress towards results is moderately satisfactory.

Despite all these good achievements, some issues remain like low buy in from government in Indonesia, the link between the action plans and the necessary policy change, low corporate engagement, financial sustainability of platforms and farmers support systems, and learning environment is still not conducive to learn effectively on what works and not for sustainable production.


7.

Taking Deforestation out of Commodity Production Project - PIMS 5664

Project Implementation and Adaptive Management:

Monitoring and Evaluation was implemented according to its design. Project implementation and ‘reactive’ adaptive management has been satisfactory, despite the different set-up among pilot countries. In addition, the quality of activities whether for coordination, communication, learning and reporting, has been excellent in general.


8.

Taking Deforestation out of Commodity Production Project - PIMS 5664

Sustainability:

Financial sustainability has been identified as major risk as the financing mechanism for the platform and action plan implementation is not clear yet. The divestment of Sime Darby in Liberia and the delay in the NAP legalization are creating risks to the sustainability Government willingness to support policy reform in sustainability have been rightly identified as a high risk. The risk posed by sustainable intensification of beef has also been identified as high risk. It is not clear how the project is working on this risk without a systems approach.  


Recommendations
1

Adaptive Management and Learning for the Commodities IAP - 5665

To start supporting the original vision of leveraging at systems level and hence achieve systemic change, capacity building of the CoP with training in the application of systems thinking and prototyping is recommended. Such capacity building will support practitioners to be capacitated with a better understanding of what systemic change might look like in the context of GGP. It will also help them identify policies and activities that need to better prototyped (a prototype is a practical and tested mini version of what later could become a pilot policy/activity that can be shared and eventually scaled. The feedback received from testing the prototype policy/activity with stakeholders is then the basis for refining the concept and its underlying assumptions of systemic change before it is scaled).

2

Adaptive Management and Learning for the Commodities IAP - 5665

Capacity building of the platform teams through the Community of Practice, to facilitate systems approaches and to measure the effectiveness of approaches used in GGP through the ladder of change

3

Adaptive Management and Learning for the Commodities IAP - 5665

Given the delay, it is strongly encouraged for the A&L to have an extra 10 months of no cost extension until the end of Dec 2021 in order to ensure A&L is synchronised with the end of all other child projects. This is in order to continue the critical role of coordination, learning, and acting as an umbrella for all the child projects.

4

Adaptive Management and Learning for the Commodities IAP - 5665

A Theory of Change process is recommended as a lesson learning exercise. This could be achieved with an outcome mapping exercise to collect some key outcomes of GGP that was not anticipated from the project but is significant to be highlighted. Budget Allocation would be needed for this process. In addition. given that all GEF IAP appears to suffer from same design issues, with lack of more robust systems approach linking design, implementation, monitoring and evaluation to move towards systemic change this process could also be led and funded by GEF as a collective IAP process.

5

Adaptive Management and Learning for the Commodities IAP - 5665

We recommend developing a robust systems approach for integration or buy-in for integration (the same as GCP did for multi-stakeholder platform) for at least one country, ideally Paraguay

6

Adaptive Management and Learning for the Commodities IAP - 5665

ISEAL Alliance and GGP could re-assess some better areas for collaboration to build the vision for integration.

7

Taking Deforestation out of Commodity Production - 5664

High level meetings at Minister level in Indonesia and Paraguay to demonstrate the benefits of the project. Project progress and benefits for the country of the potential transformational change linked to the project should be presented at the highest possible level in all the key Ministries involved in the project.

• A specific strategy on key messages has to be prepared for each country to ensure the efficiency of the meeting

• In Indonesia, meeting is a priority given the current slow process and the final step needed for legalization

• In Paraguay, meetings should highlight the dual benefit for Paraguay to have a sustainable beef sector as well as to preserve its current forest. Promote the Value added of including the Ministry of Finance as part of the National Platform, and of the space of dialogue provided by the Platform

8

Taking Deforestation out of Commodity Production - 5664

Secure financial sustainability of Platform and implementation of its action plan. Define and implement strategy to secure the financial sustainability of all platforms in each pilot country. It may rely on a mix of sources (e.g. ensuring costing is carried out, and costs are included in government budgets at all relevant levels, exploring public-private partnerships for long term solutions, or donor funding for medium term).

9

Taking Deforestation out of Commodity Production - 5664

Ensure Action Plans have a clear monitoring framework Clear monitoring frameworks with indicators and targets should be developed for each action plan to facilitate monitoring of their implementation.

10

Taking Deforestation out of Commodity Production - 5664

Strengthen the corporate engagement Designing a coherent strategy, building on the concept of Value Beyond Value Chain, would enable to foster the systemic change required. This should also be coordinated with the other child projects who have also corporate engagement.

11

Taking Deforestation out of Commodity Production - 5664

Better use of platform for multi-stakeholder dialogue to ensure a participative process for policy reform, farmers system support and land use planning:

• Identify in each pilot country areas when dialogue through platform can be extended to better leverage some of the project work on these themes.

• Given the positive results from the dialogue and collaboration held in Platform for systemic change, explore how the government and private sector themselves could communicate on the results to further support the engagement of stakeholders and demonstrate how certain activities (such as policy reform) are critical for the process success, as well as better understand their motivation. Lessons from this extended use can provide input to further refine the concept of Multi-stakeholder Collaboration for systemic change.

 

12

Taking Deforestation out of Commodity Production - 5664

Explore Producer Incentives for voluntary forest conservation In Paraguay, the legislation enables to deforest up to 75 %. It is therefore critical to explore the potential of financial incentives to conserve biodiversity and forests above legal requirements through financing mechanism linking to REDD+.

13

Taking Deforestation out of Commodity Production - 5664

Country Project efficiency In each country office, there are some areas to be considered for better efficiency:

• In Indonesia, teams work in silos, there should be more coordination among the Platform work and the work at Landscape level.

• In Indonesia, continue to leverage the power of the other child projects to support the work, as much as possible. More sharing on the corporate engagement work could be useful.

• In Liberia, explore if the root cause of the Sime Darby divestment and potentially other divestments is the lack of a financially viable outgrower model, or other factors. Support the country accordingly.

• In Paraguay, the platform coordination work is shared with the BAPAA project which will end in June 2020. Securing funding to continue to benefit from the expertise of the Platform team (coordinator, beef specialist) is therefore crucial.

• In Paraguay, the budget should be revised as there were some mistakes at project design.

• Paraguay Recommendation is to explore the benefits and costs to implement the Systems approach in order to have a comprehensive approach for a sustainable beef sector with reduced deforestation

14

Taking Deforestation out of Commodity Production - 5664

Paraguay: strategy for a common vision on sustainable beef Ensure discussion in the National Platform leads to agreement on a common vision of "sustainable beef production". Systems approaches are often very valuable for getting collective agreement over sustainable beef production.

15

Taking Deforestation out of Commodity Production - 5664

Obtain a 6 months no cost extension for the Production Project

Management Response Documents
1. Recommendation:

Adaptive Management and Learning for the Commodities IAP - 5665

To start supporting the original vision of leveraging at systems level and hence achieve systemic change, capacity building of the CoP with training in the application of systems thinking and prototyping is recommended. Such capacity building will support practitioners to be capacitated with a better understanding of what systemic change might look like in the context of GGP. It will also help them identify policies and activities that need to better prototyped (a prototype is a practical and tested mini version of what later could become a pilot policy/activity that can be shared and eventually scaled. The feedback received from testing the prototype policy/activity with stakeholders is then the basis for refining the concept and its underlying assumptions of systemic change before it is scaled).

Management Response: [Added: 2020/02/06] [Last Updated: 2020/02/06]

Management response: Agree with the recommendation

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Develop a thematic stream on Systemic Change and Systems Approach under the new cycle of the Green Commodity Community.
[Added: 2020/02/06]
 GGP A&L PMU – Pascal Fabié, Lead Knowledge & Impact 2020/02 Overdue-Initiated
Organise virtual workshops to implement the stream.
[Added: 2020/02/06]
GP A&L PMU – Pascal Fabié, Lead Knowledge & Impact 2021/03 Initiated History
 Include a face to face workshop at the second good growth conference on discussing the practicalities of systemic change and systems approach for multi-stakeholder collaboration.
[Added: 2020/02/06]
GGP A&L PMU –Lise Melvin, Senior Platform Advisor 2021/04 Not Initiated
2. Recommendation:

Adaptive Management and Learning for the Commodities IAP - 5665

Capacity building of the platform teams through the Community of Practice, to facilitate systems approaches and to measure the effectiveness of approaches used in GGP through the ladder of change

Management Response: [Added: 2020/02/06] [Last Updated: 2020/02/06]

Management response: Agree with the recommendation.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Build the capacity of platform teams to facilitate systems approach and measure their effectiveness through the ladder of change
[Added: 2020/02/06]
GGP A&L PMU –Lise Melvin, Senior Platform Advisor 2021/03 Not Initiated
3. Recommendation:

Adaptive Management and Learning for the Commodities IAP - 5665

Given the delay, it is strongly encouraged for the A&L to have an extra 10 months of no cost extension until the end of Dec 2021 in order to ensure A&L is synchronised with the end of all other child projects. This is in order to continue the critical role of coordination, learning, and acting as an umbrella for all the child projects.

Management Response: [Added: 2020/02/06]

Agree with the recommendation

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Get approval from Project Board
[Added: 2020/02/06]
GGP A&L PMU 2020/06 Overdue-Not Initiated
Get approval from UNDP GEF
[Added: 2020/02/06]
GGP A&L PMU 2020/08 Overdue-Not Initiated
4. Recommendation:

Adaptive Management and Learning for the Commodities IAP - 5665

A Theory of Change process is recommended as a lesson learning exercise. This could be achieved with an outcome mapping exercise to collect some key outcomes of GGP that was not anticipated from the project but is significant to be highlighted. Budget Allocation would be needed for this process. In addition. given that all GEF IAP appears to suffer from same design issues, with lack of more robust systems approach linking design, implementation, monitoring and evaluation to move towards systemic change this process could also be led and funded by GEF as a collective IAP process.

Management Response: [Added: 2020/02/06]

The GGP Steering Committee reviewed this recommendation and decided to not invest in a Theory of Change process for lesson learning at global level at this stage. Indeed, the GEF is already planning a Lessons Learning workshop for all the GEF IAP in 2020 which should be achieving key learnings on the Integrated Approaches, including revisiting assumptions that were made initially. Hence no key actions are deemed necessary here.

Key Actions:

5. Recommendation:

Adaptive Management and Learning for the Commodities IAP - 5665

We recommend developing a robust systems approach for integration or buy-in for integration (the same as GCP did for multi-stakeholder platform) for at least one country, ideally Paraguay

Management Response: [Added: 2020/02/06]

Agree with the recommendation. The GGP Steering Committee agreed to use system thinking and a system approach as part of the two workshops it is planning to hold in Brazil and Paraguay in Q1 2020.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Ensure workshops are held with high quality sessions on systems approaches to an integrated way of working
[Added: 2020/02/06]
GGP A&L PMU 2020/03 Overdue-Initiated
Agree on date for the workshops with GGP partners
[Added: 2020/02/06]
GGP A&L PMU 2019/12 Completed
Agree on agenda and resources for the workshops with GGP partners
[Added: 2020/02/06]
GGP A&L PMU 2020/01 Completed
6. Recommendation:

Adaptive Management and Learning for the Commodities IAP - 5665

ISEAL Alliance and GGP could re-assess some better areas for collaboration to build the vision for integration.

Management Response: [Added: 2020/02/06]

Agree with the recommendation

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Enable the wider GGP and Green Commodities Programme to work with Evidensia through: 1 Video instructions 2 Dedicated webinar and walk-through for the GGP partners 3 Make better use of the monthly updates by giving partners key insights 4 Include link to Evidensia directly from GGP website home page 5 Position Evidensia as one of the key components in the knowledge hub offering of the GGP, tightly interlinked with the COP
[Added: 2020/02/06]
GGP Steering Committee & ISEAL 2020/06 Overdue-Initiated
ISEAL will bring expertise from non-GGP activities into the Green Commodities Community via specific webinars already agreed with UNDP on topics such as jurisdictional assurance claims guidance (note: no funding for this ISEAL role available via GEF grant)
[Added: 2020/02/06]
UNDP & ISEAL 2020/06 Overdue-Initiated
GGP Steering Committee and ISEAL will explore how to maximize the value of ISEAL’s contribution to any future GGP projects and activities both via Evidensia and more widely
[Added: 2020/02/06]
GGP Steering Committee & ISEAL 2020/02 Overdue-Initiated
7. Recommendation:

Taking Deforestation out of Commodity Production - 5664

High level meetings at Minister level in Indonesia and Paraguay to demonstrate the benefits of the project. Project progress and benefits for the country of the potential transformational change linked to the project should be presented at the highest possible level in all the key Ministries involved in the project.

• A specific strategy on key messages has to be prepared for each country to ensure the efficiency of the meeting

• In Indonesia, meeting is a priority given the current slow process and the final step needed for legalization

• In Paraguay, meetings should highlight the dual benefit for Paraguay to have a sustainable beef sector as well as to preserve its current forest. Promote the Value added of including the Ministry of Finance as part of the National Platform, and of the space of dialogue provided by the Platform

Management Response: [Added: 2020/02/06]

Agree with the recommendation

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Project progress and benefits for the country of the potential transformational change linked to the project should be presented at the highest possible level in all the key Ministries involved in the project. A specific strategy on key messages has to be prepared to ensure the efficiency of the meeting
[Added: 2020/02/06]
Indonesia Production Project Team 2020/03 Overdue-Not Initiated
Project progress and benefits for the country of the potential transformational change linked to the project should be presented at the highest possible level in all the key Ministries involved in the project. A specific strategy on key messages has to be prepared to ensure the efficiency of the meeting
[Added: 2020/02/06]
Paraguay Production Project Team 2020/03 Overdue-Not Initiated
8. Recommendation:

Taking Deforestation out of Commodity Production - 5664

Secure financial sustainability of Platform and implementation of its action plan. Define and implement strategy to secure the financial sustainability of all platforms in each pilot country. It may rely on a mix of sources (e.g. ensuring costing is carried out, and costs are included in government budgets at all relevant levels, exploring public-private partnerships for long term solutions, or donor funding for medium term).

Management Response: [Added: 2020/02/06]

Agree with the recommendation

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Define a strategy for Platforms and Action Plans Financial Sustainability
[Added: 2020/02/06]
Indonesia Project Team Liberia Project Team Paraguay Project Team 2020/06 Overdue-Initiated
Implement the strategy
[Added: 2020/02/06]
Indonesia Project Team Liberia Project Team Paraguay Project Team 2021/12 Not Initiated
9. Recommendation:

Taking Deforestation out of Commodity Production - 5664

Ensure Action Plans have a clear monitoring framework Clear monitoring frameworks with indicators and targets should be developed for each action plan to facilitate monitoring of their implementation.

Management Response: [Added: 2020/02/06] [Last Updated: 2020/02/06]

Agree with the recommendation

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Define monitoring frameworks for each action plan developed
[Added: 2020/02/06]
Indonesia Project Team Liberia Project Team Paraguay Project Team 2020/09 Initiated History
10. Recommendation:

Taking Deforestation out of Commodity Production - 5664

Strengthen the corporate engagement Designing a coherent strategy, building on the concept of Value Beyond Value Chain, would enable to foster the systemic change required. This should also be coordinated with the other child projects who have also corporate engagement.

Management Response: [Added: 2020/02/06] [Last Updated: 2020/02/06]

Agree with the recommendation

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Design a strategy for corporate engagement in support of the national and/or subnational action plans in coordination with other child projects, as relevant
[Added: 2020/02/06]
Supported by Senior Partnership Advisor Indonesia Project Team Liberia Project Team Paraguay Project Team 2020/09 Not Initiated
Implement the strategy for corporate engagement in coordination with other child projects
[Added: 2020/02/06]
Indonesia Project Team Liberia Project Team Paraguay Project Team Supported by Senior Partnership Advisor 2020/12 Not Initiated
11. Recommendation:

Taking Deforestation out of Commodity Production - 5664

Better use of platform for multi-stakeholder dialogue to ensure a participative process for policy reform, farmers system support and land use planning:

• Identify in each pilot country areas when dialogue through platform can be extended to better leverage some of the project work on these themes.

• Given the positive results from the dialogue and collaboration held in Platform for systemic change, explore how the government and private sector themselves could communicate on the results to further support the engagement of stakeholders and demonstrate how certain activities (such as policy reform) are critical for the process success, as well as better understand their motivation. Lessons from this extended use can provide input to further refine the concept of Multi-stakeholder Collaboration for systemic change.

 

Management Response: [Added: 2020/02/06]

Agree with the recommendation

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Identify in each pilot country areas when dialogue through platform can be extended to work on policy reforms, farmer support system and land use planning, and derive key action points
[Added: 2020/02/06]
Indonesia Project Team Liberia Project Team Paraguay Project Team 2020/03 Overdue-Initiated
Implement the action points identified above
[Added: 2020/02/06]
Indonesia Project Team Liberia Project Team Paraguay Project Team 2020/12 Not Initiated
12. Recommendation:

Taking Deforestation out of Commodity Production - 5664

Explore Producer Incentives for voluntary forest conservation In Paraguay, the legislation enables to deforest up to 75 %. It is therefore critical to explore the potential of financial incentives to conserve biodiversity and forests above legal requirements through financing mechanism linking to REDD+.

Management Response: [Added: 2020/02/06] [Last Updated: 2020/02/06]

Agree with the recommendation

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Explore potential financial incentives to conserve biodiversity and forests beyond legal requirements
[Added: 2020/02/06]
Paraguay Project Team 2020/03 Overdue-Initiated
Put plan in place for implementing financial incentives
[Added: 2020/02/06]
Paraguay Project Team 2020/03 Overdue-Not Initiated
Implement the plan
[Added: 2020/02/06]
Paraguay Project Team 2020/12 Not Initiated
13. Recommendation:

Taking Deforestation out of Commodity Production - 5664

Country Project efficiency In each country office, there are some areas to be considered for better efficiency:

• In Indonesia, teams work in silos, there should be more coordination among the Platform work and the work at Landscape level.

• In Indonesia, continue to leverage the power of the other child projects to support the work, as much as possible. More sharing on the corporate engagement work could be useful.

• In Liberia, explore if the root cause of the Sime Darby divestment and potentially other divestments is the lack of a financially viable outgrower model, or other factors. Support the country accordingly.

• In Paraguay, the platform coordination work is shared with the BAPAA project which will end in June 2020. Securing funding to continue to benefit from the expertise of the Platform team (coordinator, beef specialist) is therefore crucial.

• In Paraguay, the budget should be revised as there were some mistakes at project design.

• Paraguay Recommendation is to explore the benefits and costs to implement the Systems approach in order to have a comprehensive approach for a sustainable beef sector with reduced deforestation

Management Response: [Added: 2020/02/06] [Last Updated: 2020/02/06]

Agree with the recommendation

Key Actions:

Key Action Responsible DueDate Status Comments Documents
SPOI team to continue with joint planning and ensure joint at least monthly technical meetings between the Platform and Landscape teams
[Added: 2020/02/06]
Indonesia Project Team 2021/12 Initiated
In Indonesia, continue to leverage the power of the other child projects to support the work, as much as possible, including more sharing on corporate engagement, through yearly integration workshop by end of Q1 and quarterly monitoring of actions taken
[Added: 2020/02/06]
Indonesia Project Team 2021/12 Initiated
In Paraguay, carry-out a budget revision to correct mistakes made in the design phase
[Added: 2020/02/06]
Paraguay Project Team 2020/01 Overdue-Initiated
In Paraguay, explore the costs and benefits to implement a systems approach in order to have a comprehensive approach for a sustainable beef sector with reduced deforestation
[Added: 2020/02/06]
Paraguay Project Team with support from A&L Team 2020/03 Overdue-Initiated
In Liberia, understand the root cause of Sime Darby Divestment, and propose what UNDP can do on the policy side, beyond what it is already doing, to avoid more divestments
[Added: 2020/02/06]
Liberia Project Team 2020/03 Overdue-Not Initiated
In Paraguay, secure funding for the BAAPA platform team beyond June 2020
[Added: 2020/02/06]
Paraguay Project Team 2020/03 Overdue-Not Initiated
14. Recommendation:

Taking Deforestation out of Commodity Production - 5664

Paraguay: strategy for a common vision on sustainable beef Ensure discussion in the National Platform leads to agreement on a common vision of "sustainable beef production". Systems approaches are often very valuable for getting collective agreement over sustainable beef production.

Management Response: [Added: 2020/02/06] [Last Updated: 2020/02/06]

Agree with the recommendation

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Agree on common vision of sustainable beef production at national level
[Added: 2020/02/06]
Paraguay Project Team 2020/12 Initiated
15. Recommendation:

Taking Deforestation out of Commodity Production - 5664

Obtain a 6 months no cost extension for the Production Project

Management Response: [Added: 2020/02/06] [Last Updated: 2020/02/06]

Agree with the recommendation

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Get approval from Project Board
[Added: 2020/02/06]
GGP Production PMU 2020/06 Overdue-Not Initiated
Get approval from UNDP GEF
[Added: 2020/02/06]
GGP Production PMU 2020/10 Not Initiated

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