00094636 Illegal Wildlife Trade (IWT) GEF Mid-Term Evaluation

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Evaluation Plan:
2021-2025, Indonesia
Evaluation Type:
Mid Term Project
Planned End Date:
09/2021
Completion Date:
08/2021
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
40,000

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Download document ToR MTR-IWT-International Consultant.pdf tor English 527.38 KB Posted 86
Download document ToR MTR-IWT-National Consultant.pdf tor English 525.54 KB Posted 89
Download document PIMS 5391 MTR Report.pdf report English 9263.48 KB Posted 103
Title 00094636 Illegal Wildlife Trade (IWT) GEF Mid-Term Evaluation
Atlas Project Number: 00094636
Evaluation Plan: 2021-2025, Indonesia
Evaluation Type: Mid Term Project
Status: Completed
Completion Date: 08/2021
Planned End Date: 09/2021
Management Response: Yes
UNDP Signature Solution:
  • 1. Sustainable
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 2.4.1 Gender-responsive legal and regulatory frameworks, policies and institutions strengthened, and solutions adopted, to address conservation, sustainable use and equitable benefit sharing of natural resources, in line with international conventions and national legislation
SDG Goal
  • 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
  • 15.5 Take urgent and significant action to reduce the degradation of natural habitats, halt the loss of biodiversity and, by 2020, protect and prevent the extinction of threatened species
Evaluation Budget(US $): 40,000
Source of Funding:
Evaluation Expenditure(US $): 30,000
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Camillo Ponziani External Evaluator camillo_ponziani@yahoo.ca
Wshnu Sukmantoro External Evaluator wisnubowo74@gmail.com
GEF Evaluation: Yes
GEF Project Title: 00094636 Combatting illegal and unsustainable trade (IWT) GEF Mid-Term Evaluation
Evaluation Type: Mid-term Review
Focal Area: Biodiversity
Project Type: FSP
GEF Phase: GEF-6
GEF Project ID: 00094636
PIMS Number: 5391
Key Stakeholders:
Countries: INDONESIA
Lessons
1.

The MTR finds the following lessons generated from the review of the documents and consultations with the project stakeholders:

Lesson 1 - NGOs / CSOs can contribute immensely to law enforcement and ought to be considered strong partners in IWT efforts: The MTR assessment surfaced the tremendous value and innovation demonstrated by NGOs / CSOs that one would not normally associate with the dismantling of illegal wildlife trade.  The results from the microgrants have clearly demonstrated they have a strong role to play in the Project and should be leveraged to their full capacity.  From SOPs on animal handling, DNA forensics, recommendations on how to leverage anti-money laundering legislation to the coordinating role on the NASTRA, to name just a few, NGOs bring a lot to the table and are an essential piece to the law enforcement puzzle.

Lesson 2 - When it comes to tackling IWT, the sum is greater than its parts: Criminal syndicates have an uncanny ability to evolve, exploit weaknesses, leverage technology effectively to operate under cover and stay ahead of the curve to avoid detection.  For this reason, efforts to combat the unsustainable and illegal trade of wildlife are only as strong as the weakest link.  Collaboration and cooperation is not just key, but indispensable and an “all hands on deck” strategy is required to pool together the assets, services and intelligence that different actors bring from their own unique lens.

Lesson 3 - If you build it, will they come?: The Project has proposed a number of ICT products that are forthcoming, including (i) an android and IOS based mobile protected species application to assist law enforcement agencies in the field such as forest rangers, customs, police, and coast guards in wildlife identification; and (ii) a knowledge management system for e-learning.  To ensure uptake and business continuity any new system ought to be accompanied by a change management plan, as well as accompanying documentation of new proposed business processes to support transition.

Lesson 4 - Campaigns have limited shelf life and need to be refreshed and sustained over time to be effective: The MTR has highlighted the power of social marketing and the power of electronic and social media towards changing perceptions of the general public and policy makers who are consumers of goods.  Use of public figures is also an effective way for people to connect with an issue.  With limited attention spans these days, awareness raising should continue throughout projects and be accompanied by a mechanism to gauge changes in opinion on key issues.  Also, is it enough to focus campaigns at the domestic level or should the net be cast wider across the region?


Findings
1.
  1. By its nature, and according to the requirements defined in the ToR, this midterm review has followed a rigorous and exhaustive process, albeit entirely virtual, to gather and analyze sufficient data in order to obtain fact-based evidence that is credible, reliable and useful for the purposes of the review. Through this process, a detailed, objective, and accurate view of the project progress to-date has been ascertained.
  2. The overall conclusion of the MTR is that the hallmarks of a foundational Project and the enabling conditions for success are largely in place.  Despite a slow start bogged down in procedural and administrative matters, delays in securing a shared vision, a caretaker National Project Manager persisting until January 2019, and amidst a global pandemic - which together must have stolen nearly a year and a half of uninterrupted implementation - considerable progress has been made on a number of fronts that can help to advance the cause of more effective efforts to address the unsustainable and illegal wildlife trade in Indonesia and within the region.
  3. Strong successes have been registered, particularly in the areas of improved data management and intelligence capabilities within Gakkum’s operations, development of a foundational long-term blueprint for IWT that will endure long after the Project, top rate communications efforts leveraging myriad tools, training and capacity-building using synchronous and asynchronous methods, and to a lesser extent, enhanced threat reduction efforts to flagship species through an aggressive regime of joint patrolling within a relatively short time period.  A number of promising community participation models are also in their infancy that if nurtured carefully, will be a boon for scaling and replication efforts under Outcome 3 when it gets moving.  These are all things the Project should be proud of thanks to an experienced, passionate and flexible PMU that showed remarkable tenacity, persistence and adaptive management in the face of unprecedented setbacks.
  4. Examining the areas in which the project has been relatively successful and contrasting those with the aspects where the project has been weak, it soon becomes apparent that the project has had the most success in its efforts on Outcome 2, while progress at the higher legislative and policy level has been more muted, albeit in a better position going forward with the NASTRA now drafted. The intention of the original project design, working on four different levels, was undoubtedly to encourage synergies among all levels, that would strengthen and lead to a multiplier effect towards the realization of the overall objective.
  5. The project strategy is still highly relevant and well-aligned with national policy and both the former and current CPD. The project thus is driven by strong national needs.  While combatting IWT issues has strong country ownership, this has not necessarily always translated to ownership of the Project itself.  At present the project is only partly on track to achieve its planned results and significantly shift the baseline situation in Indonesia.  Implementation to date has shown that the project strategy needs to be further adapted to give greater attention to priority legislation and ensuring the levers to increase fines and sentences translate to law enforcement agencies, prosecutors and the judiciary being able to apply them successfully, in order to tip the scales back in the favour of biodiversity and flagship species.  There is also a need to prioritize joint efforts and collaboration with target countries such as China, Vietnam, Malaysia, Thailand and Singapore, as well as accelerating efforts at key ports and at the landscape level to ensure the Project’s geographic and ecological coverage are met. The Project would benefit from greater attention to addressing the socio-economic dimensions of IWT at the grassroots level by tackling both the “push” and “pull” factors that make engaging in these activities attractive and realign the calculus of those who might consider it an option through more stringent enforcement measures. There is also an uncapitalized opportunity for significant knowledge transfer from WCS' WCU (cyber patrol unit) to Gakkum to strengthen its online presence and operations.
  6. Additionally, the project currently has 14 planned outputs under its 4 outcomes, each of which involves numerous activities at national and subnational levels, including significant interventions pending at demonstration ports and at the landscape level, at sites in remote areas. Given the unanticipated delays and challenges and a remaining implementation timeframe of approximately 3.5 years, even with a six-month extension, the project risks spreading itself too thin and not delivering sufficient impact at scale unless its scope is reduced by being laser focused at prioritizing the interventions and investments that are most likely to deliver significant and sustainable impacts by the end of the project. The MTR process facilitated a Theory of Change (ToC) workshop precisely to shed light on the key impact pathways to enable the Project to focus on the investments that are likely to deliver results. The Project Results Framework also needs to be comprehensively reviewed and updated to ensure that indicators, baselines and targets are sufficiently ‘SMART’ and can capture project progress in a meaningful and objective manner.
  7. The Project is already generating some useful lessons, communication products, disseminating information and participating in knowledge management activities organized by the GWP.  These can provide invaluable guidance to other IWT initiatives and child projects.  There is an opportunity here for the project to take more of an active leadership role and not be a passive bystander.  This is an area where there is also good potential synergy with and mentorship to the forthcoming UNDP-GEF CONSERVE project. 
  8. Project management is generally good in that project planning, and technical and financial monitoring and reporting, is timely and follow due process. Annual Work Planning should consider co-financing commitments and inputs for each activity going forward so the Terminal Evaluation does not have to wait for a post-facto assessment by the IP.  For more critical analysis of monitoring results, and for harmonizing and integrating reporting and risk monitoring across different reporting formats, Project implementation would benefit from further developing the capacity of PMU staff on monitoring and reporting on higher-level results and impacts against Results Framework indicators rather than at the activity level. There is also need for better understanding of how to accelerate gender considerations into project activities to meet the beneficiary target of 50% in the Project Document. 
  9. Stakeholder engagement, including communication through effective campaigns, has been generally good when microgrant initiatives were active but needs to be further strengthened both with CSOs through regimented updates, and with local communities and/or other stakeholders at the subnational level in the lead up to ramping up Outcome 3 activities.  The Project should consider including stakeholders from other relevant government departments and sectors; in light of the pandemic and obvious linkages between IWT and zoonoses, the Ministry of Health would be appropriate here, perhaps as an observer at PB meetings. Communication strategies are also likely to be more effective if these are tailored to the interests and priorities of different audiences, and therefore, the KAP survey should be expanded nationally.
  10. The CIWT Project has resulted in several positive initiatives related to community livelihoods to date, although the scale has been quite small as seen from the interventions carried out and the scope of participants and the number of activities implemented.  Activities in the context of the livelihood systems and initiation of training in community patrols or related to animal handling are still scattered and not systematically focused.
  11. Gender mainstreaming is constrained by the fact that law enforcement is male dominated and the strongly paternalistic cultures of the rural communities in the landscape level are slow to penetrate. Gender issues can and should become a highlight if the CIWT Project if packaged properly.
  12. The sustainability of project outcomes will continue to depend on external funding in the medium-term as the Project transitions to other sources of financial and human resources when the GEF investment is fully utilized.  A Project exit strategy - and perhaps even a change management strategy to improve transition of new operating practices - ought to be considered immediately following the MTR, with options for sustaining and building on successful project outcomes. This strategy needs to be developed by the CIWT project and its partners as soon as possible and well before the end of the project.

 


Recommendations
1

Undertake a comprehensive, participatory and strategic review of the project design and Results Framework. This includes:

• reducing the overall scope of work

• prioritizing interventions that are likely to have greatest sustainable impact by the end of the project as per outcomes of the Theory of Change workshop Organized by the MTR consultant team;

• paring down and ensure objective indicators are unique;

• ensuring all indicators are SMART;

• revisiting dependencies between outcomes, outputs and activities;

• ensuring that project progress and impacts can be measured systematically and rolls up to the objective level;

• Take a Theory of Change approach to the prioritization of investments, including the consideration of the Rare behavioural dynamics approach raised during the ToC workshop;

• systematically recording all major changes to the original project design described in the Project Document and seek approval from the Project Board.

2

Extend the timeframe of the Project by at least six months for operational contingency to account for time lost at the outset of the Project and disruption caused by the COVID-19 pandemic.

3

Consider how to improve engagement of women in remaining Project activities improve chances of reaching gender beneficiary targets of 50%.

4

Strengthen Communication and Coordination, and Leverage Synergies Between Microgrant Initiatives

5

Continue High-Level Engagement For Greater Buy-In and More Effective Implementation of the Legislative and Policy Aspects of the Project

6

Clear Traceability Mapping of the NASTRA to the CIWT Project’s Outputs and Activities:

•             Step 1: Develop and map the NASTRA’s forthcoming action plan to the CIWT project’s outputs and activities. The mapping may not be one to one;

•             Step 2: Highlight commonalities and associated progress by the Project;

•             Step 3: Identify items that are not in common (either unique to NASTRA or to the Project) and articulate / document the status;

•             Step 4: If there are actions in the NASTRA that are not part of the Project scope but can be undertaken with minimal disruption to the Project, following existing governance processes, and assuming no additional funding required from the Project, schedule for delivery in concert with the Project’s ongoing activities. Also if there are items in the Project’s scope not covered in the NASTRA, it should either be amended or the IP should acknowledge and commit to its delivery within the remaining timeframe; 

•             Step 5: Monitor the project’s critical path closely to proactively address issues (people, process, technology, governance).

7

Actively Seek Out Support for the NASTRA at the Highest Level in Government

8

Right-Sizing of Products for the Target Audience

9

Phased Software Rollout Versus Big Bang

10

Improve Communications and Knowledge Sharing

11

More Targeted Communications and Campaigns to Extend Early Project Successes

12

Adopt a One Health Approach to IWT

13

Aggressively Pursue Collaboration with National & Regional Law Enforcement Entities

14

Expedite a Decision on Operational Modalities for Outcome 3

15

Demonstrate Stronger Leadership on Knowledge Management by Adopting an Active Approach, as Opposed to Passively Waiting for Yearly GWP Conferences

16

Involvement of RTA in Annual Work Planning

17

Ongoing Tabulation of Co-Financing During Work Planning

18

Initiate Twice Yearly Project Board Meetings

19

Expand CSO Partnerships and Re-Engagement of Microgrant Entities

20

Risk Review and Mitigation Measures

21

A Good Exit Strategy Needs to be Developed Early and Implemented

22

More Frequent Project Updates and Communication

23

Terminal Evaluation to Include a Gender and Community Specialist

24

Adopt Workflow Automation

Management Response Documents
1. Recommendation:

Undertake a comprehensive, participatory and strategic review of the project design and Results Framework. This includes:

• reducing the overall scope of work

• prioritizing interventions that are likely to have greatest sustainable impact by the end of the project as per outcomes of the Theory of Change workshop Organized by the MTR consultant team;

• paring down and ensure objective indicators are unique;

• ensuring all indicators are SMART;

• revisiting dependencies between outcomes, outputs and activities;

• ensuring that project progress and impacts can be measured systematically and rolls up to the objective level;

• Take a Theory of Change approach to the prioritization of investments, including the consideration of the Rare behavioural dynamics approach raised during the ToC workshop;

• systematically recording all major changes to the original project design described in the Project Document and seek approval from the Project Board.

Management Response: [Added: 2021/08/06]

There will be a coordination meeting between Implementing Partner (Ministry of Environment and Forestry/MoEF), UNDP, and the Project to discuss the results of the MTR to take a comprehensive and strategic review related to the project design and result frameworks in the project document.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Organize meeting between Implementing Partner (Ministry of Environment and Forestry/MoEF), UNDP, and the Project to discuss the results of the MTR recommendations regarding the project design and Results Framework
[Added: 2021/08/11] [Last Updated: 2021/08/13]
PMU, Implementing Partner , Project Board 2021/12 Initiated History
PMU will hire a resource person to assist the process and conclude the recommendations at the meeting
[Added: 2021/08/11] [Last Updated: 2021/08/13]
PMU 2021/11 Initiated History
Report the meeting result regarding the project design and Results Framework to Project Board Meeting (PBM)
[Added: 2021/08/11] [Last Updated: 2021/08/13]
PMU, Implementing partner , Project Board 2021/12 Initiated History
2. Recommendation:

Extend the timeframe of the Project by at least six months for operational contingency to account for time lost at the outset of the Project and disruption caused by the COVID-19 pandemic.

Management Response: [Added: 2021/08/11]

Agree with the recommendation by the MTR consultant. Will be reviewed at the beginning of the final year of project implementation (early 2023) regarding the GEF-UNDP procedure.

 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Time frame of the project will be reviewed at the beginning of the final year of project implementation (early 2023) regarding the GEF-UNDP procedure. However, the project still confident to complete the project as requested by the Project Document.
[Added: 2021/08/11] [Last Updated: 2021/08/13]
UNDP CO, RTA and GEF 2022/12 Initiated History
3. Recommendation:

Consider how to improve engagement of women in remaining Project activities improve chances of reaching gender beneficiary targets of 50%.

Management Response: [Added: 2021/08/11]

IP and the Project will make efforts to fulfill the involvement of women in project activities related to IWT in a participatory and proportional way.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Initiate “Perempuan Inspiratif Mitra Polisi Kehutanan” (Women Forest Rangers Community Partner) in project sites to improve engagement and reaching gender beneficiary target of 50%.
[Added: 2021/08/11] [Last Updated: 2021/08/19]
Project Management Unit (PMU) and Implementing Partner 2023/09 Initiated The project successfully engaged to facilitate the Training of Perempuan Inspiratif Mitra Poliisi Kehutanan (PIMP) or Inspiring Women for forest rangers' partners (15 personil) at Bogani Nani Wartabone National Park (BNWNP)on 8 October 2020-14 October 2020. The training gave positive feedback and support from the local government and covered by 20 national and local online media. PIMP also featured in People not Poaching Webinar held by the IUCN CEESP/SSC Sustainable Use and Livelihoods Specialist Group (SULi), The International Institute for Environment and Development (IIED) and TRAFFIC and UNDP Exposure: Women Fighting Wildlife Crime. PIMP itself at BNWNP is the first initiative in Indonesia and is expected to be replicated in other locations. As stated by the Director of Forest Protections and National Project Director of the CIWT Project, Sustyo Iriyono, “This training is expected to form a pioneer and role model that will hope to change the behaviours of illegal activities in the conservation area and protected the wildlife, as well as to inspire new livelihood alternatives,” says Sustyo Iriyono. The PIMP came from the collaboration between the Directorate of Forest Protection, Directorate-General of Law Enforcement Ministry of Environment and Forestry, Ministry of Environment and Forestry of Indonesia, Bogani Nani Wartabone National Park Management, and the CIWT Project. The presence of PIMP is an effort to embrace the involvement of local people not to be left behind, especially women, in conservation efforts and safeguarding the BNWNP area. PIMP formed to become a point of contact for the people around the BNWNP conservation area to raise their awareness not to carry out activities in the area that violating the regulations. They also play an important role in engaging people who have already carried out activities in the BNWNP area to participate in the settlement program launched by BNWNP, such as collaborative ecosystems restoring initiative, natural tourism, and non-timber forest products utilization. The PIMP members are also expected to deliver approaches and guidance to communities to obtain alternative livelihoods. They also persuade the local communities to prevent hunting activities of the protected wild animals as an effort to protect the endemic biodiversity of Sulawesi in BNWNP. As a part to support the performance of the PIMP personnel in the field, the CIWT Project supported a 9-day training aimed to increase their capacity and knowledge. The training series includes materials on the conservation insights, introduction to BNWNP conservation area, community awareness on conservation and prevention of hunting of the protected wildlife, conflict management, and making eco print batik from plants as an alternative livelihood. Not to forget, the CIWT Project also provides uniforms as equipment for the activities of the personnel’s in the field. History
Organize Gender Leader Seminar (GLEADS) with the Bureau of Planning, Ministry of Environment, and Forestry in the context of gender mainstreaming. This monthly virtual meeting was attended by 30 participants consisting of Echelon II and the Head of Agency.
[Added: 2021/08/11] [Last Updated: 2021/08/19]
Project Management Unit (PMU) and Implementing Partner (IP) 2021/11 Initiated Gender Leader Seminar (GLEADS) aims to increase leadership commitment related gender perspective. GLEADS has been started with opening remark from Minister of MoEF, and its been implemented 2 times with participants from Eselon II, MoEF. GLEADS will be held for 6-10 times during 4 months through zoom meeting. History
Organize the preparation of gender mainstreaming modules in the field of law enforcement on Environment and Forestry with the Secretariate of Directorate General of Law Enforcement on Environment and Forestry. These modules as teaching materials on gender mainstreaming awareness for Directorate General of Law Enforcement on Environment and Forestry staff.
[Added: 2021/08/11] [Last Updated: 2021/08/19]
Project Management Unit and IP 2021/10 Initiated Through this activity, it is hoped that a series of modules related to gender in the environment and forestry sector can be arranged as well as campaign materials for gender mainstreaming in the environment and forestry sector. The compiled module can be used as a guide for instructors in the Gender Working Group in each directorate within the Directorate General of Law Enforcement on Environment and Forestry to mainstream gender issues for all staff under the Directorate General of Law Enforcement on Environment and Forestry. History
Organize mentor training for gender working groups under Directorate General of Law Enforcement on Environment and Forestry.
[Added: 2021/08/11] [Last Updated: 2021/08/19]
Project Management Unit and Implementing partner 2022/03 Initiated History
4. Recommendation:

Strengthen Communication and Coordination, and Leverage Synergies Between Microgrant Initiatives

Management Response: [Added: 2021/08/11]

To follow up on the recommendation, the IP and PMU will be carried out activities with related stakeholders.  

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Meeting with Indonesian Financial Transaction Reports and Analysis Center (PPATK) to discuss the data and information exchange protocols as a follow-up to the MoU and agreement including the improvement of the SOP for Money Laundering that has been prepared.
[Added: 2021/08/11] [Last Updated: 2021/08/13]
PMU and IP 2022/04 Initiated History
Facilitate activities for legalization efforts on Economic Value Assessment of Protected Wildlife to Support Legal Processes.
[Added: 2021/08/11]
PMU and IP 2022/12 Initiated
Facilitate peer review by experts for Economic Value Assessment of Protected Wildlife to Support Legal Processes
[Added: 2021/08/11] [Last Updated: 2021/08/19]
PMU, IP 2021/07 Completed To enrich the views related Economic Value Assessment of Protected Wildlife to Support Legal Processes, the project with Secretariat of Directorate General Law Enforcement on Environment and Forestry conducted a peer review which is planned to be completed in July 2021. History
5. Recommendation:

Continue High-Level Engagement For Greater Buy-In and More Effective Implementation of the Legislative and Policy Aspects of the Project

Management Response: [Added: 2021/08/11]

Taking into account the dynamics that occurred in the process of revising Law Number 5, IP and the project prepared several scenarios

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Plan A: Law No. 5/1990 runs according to the current situation (revised): - Identifying the results of CIWT project activities that can be used as input for Law No. 5/1990 (such as NASTRA and Economic Valuation), as well as to synchronize regulations related to IWT. - Conducted discussions/FGDs related to position papers regarding the revision of Law No. 5/1990. - Monitoring information related to the progress of the revision of Law No. 5/1990
[Added: 2021/08/11]
PMU, IP 2022/12 Initiated
Plan B: - Informing the updated status of the Regulation of the Minister of Environment and Forestry as a derivative of Job Creation Law – commonly known as the “Omnibus Law”. Possibility to be discussed in PBM for changes in indicators according to the contextual dynamics of actual changes in the law
[Added: 2021/08/11]
PMU, IP, PB 2022/12 Initiated
6. Recommendation:

Clear Traceability Mapping of the NASTRA to the CIWT Project’s Outputs and Activities:

•             Step 1: Develop and map the NASTRA’s forthcoming action plan to the CIWT project’s outputs and activities. The mapping may not be one to one;

•             Step 2: Highlight commonalities and associated progress by the Project;

•             Step 3: Identify items that are not in common (either unique to NASTRA or to the Project) and articulate / document the status;

•             Step 4: If there are actions in the NASTRA that are not part of the Project scope but can be undertaken with minimal disruption to the Project, following existing governance processes, and assuming no additional funding required from the Project, schedule for delivery in concert with the Project’s ongoing activities. Also if there are items in the Project’s scope not covered in the NASTRA, it should either be amended or the IP should acknowledge and commit to its delivery within the remaining timeframe; 

•             Step 5: Monitor the project’s critical path closely to proactively address issues (people, process, technology, governance).

Management Response: [Added: 2021/08/11]

To legalize National Strategy & Action Plan 2021-2025 on Combatting illegal wild animal trade in Indonesia (NASTRA IWT), IP and the project have developed a roadmap to pave the way for NASTRA IWT legalization.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Conduct a preliminary meeting before the follow-up meeting to discuss the interconnection between National Strategy & Action Plan 2021-2025 on Combatting illegal wild animal trade in Indonesia (NASTRA IWT) and CIWT project activities.
[Added: 2021/08/11] [Last Updated: 2021/08/19]
PMU, IP 2022/01 Initiated History
Organize Meeting/FGD to discuss identification and interconnection between NASTRA IWT and CIWT project activities. Output: Matrix of identification of the interconnection between NASTRA IWT and CIWT project activities.
[Added: 2021/08/11] [Last Updated: 2021/08/19]
PMU, IP 2022/12 Initiated History
Facilitate peer review by experts for National Strategy & Action Plan 2021-2025 on Combatting illegal wild animal trade in Indonesia (NASTRA IWT).
[Added: 2021/08/11] [Last Updated: 2021/08/19]
PMU, IP 2021/07 Completed To enrich the views related National Strategy & Action Plan 2021-2025 on Combatting illegal wild animal trade in Indonesia (NASTRA IWT), the project with Secretariat of Directorate General Law Enforcement on Environment and Forestry conducted a peer review which is completed in July 2021. History
7. Recommendation:

Actively Seek Out Support for the NASTRA at the Highest Level in Government

Management Response: [Added: 2021/08/11]

To legalize National Strategy & Action Plan 2021-2025 on Combatting illegal wild animal trade in Indonesia (NASTRA IWT), IP and the project have developed a roadmap to pave the way for NASTRA IWT legalization.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Facilitate the legalization process of the National Strategy & Action Plan 2021-2025 on Combatting illegal wild animal trade in Indonesia (NASTRA IWT).
[Added: 2021/08/11] [Last Updated: 2021/08/13]
IP 2022/12 Initiated History
Facilitate peer review by experts for National Strategy & Action Plan 2021-2025 on Combatting illegal wild animal trade in Indonesia (NASTRA IWT).
[Added: 2021/08/11] [Last Updated: 2021/08/19]
IP 2021/07 Completed To enrich the views related National Strategy & Action Plan 2021-2025 on Combatting illegal wild animal trade in Indonesia (NASTRA IWT), the project with Secretariat of Directorate General Law Enforcement on Environment and Forestry conducted a peer review which is completed in July 2021. History
8. Recommendation:

Right-Sizing of Products for the Target Audience

Management Response: [Added: 2021/08/11]

To follow up on the recommendation, the IP and PMU will be carried out activities with related stakeholders. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Organize meeting for finalization of legalization on Economic Value Assessment of Protected Wildlife to Support Legal Processes.
[Added: 2021/08/11]
PMU, IP 2022/03 Initiated
Production and distribution of handbooks to relevant agencies or stakeholders (including electronic versions)
[Added: 2021/08/11]
PMU, IP 2022/06 Initiated
Facilitate peer review by experts Economic Value Assessment of Protected Wildlife to Support Legal Processes
[Added: 2021/08/11] [Last Updated: 2021/08/19]
PMU, IP 2021/07 Completed To enrich the views related Economic Value Assessment of Protected Wildlife to Support Legal Processes, the project with Secretariat of Directorate General Law Enforcement on Environment and Forestry conducted a peer review which is completed in July 2021. History
9. Recommendation:

Phased Software Rollout Versus Big Bang

Management Response: [Added: 2021/08/11]

Agree with the recommendation. The launch of the application will be done gradually with initial testing in the internal of the Directorate General of Law Enforcement on Environment and Forestry and Ministry of Environment and Forestry internals. After that, a trial will be carried out with the relevant agencies (Customs, Quarantine, and Port Authority) to find out feedback from the application.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Organize meeting for standard operating procedures (SOP) for the software operation
[Added: 2021/08/11] [Last Updated: 2021/08/13]
PMU, IP 2021/10 Initiated History
Initial testing for internal stakeholders under the Directorate General of Law Enforcement and the Environment and MoEF.
[Added: 2021/08/11] [Last Updated: 2021/08/19]
PMU, IP 2021/10 Initiated History
Trial deployment for the relevant agencies (Customs, Quarantine, and Port Authority) to find out feedback from the application
[Added: 2021/08/11]
PMU, IP 2021/10 Initiated
Launching event for the software
[Added: 2021/08/11]
PMU, IP 2021/12 Initiated
Organize meeting with relevant stakeholders related to software development
[Added: 2021/08/11] [Last Updated: 2021/08/19]
PMU , IP 2021/07 Completed Software development, as per 9 July 2021, developed a decision tree on animal identification History
10. Recommendation:

Improve Communications and Knowledge Sharing

Management Response: [Added: 2021/08/11]

The process of developing a communication strategy and knowledge management will be carried out after the completion of a Knowledge, Attitude, and Practice (KAP) survey at the national level by selected consultants.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Facilitate a Knowledge, Attitude, and Practice (KAP) survey at the national level by the selected consultant
[Added: 2021/08/11] [Last Updated: 2021/08/19]
PMU, IP 2021/12 Initiated History
Facilitate project’s communication strategy by the selected consultant.
[Added: 2021/08/11]
PMU, IP 2022/03 Initiated
11. Recommendation:

More Targeted Communications and Campaigns to Extend Early Project Successes

Management Response: [Added: 2021/08/11]

The process of developing a communication strategy and knowledge management will be carried out after the completion of a Knowledge, Attitude, and Practice (KAP) survey at the national level by selected consultants. The involvement of microgrant NGOs in the campaign will consider the suitability of the communication strategy that will be prepared after the implementation of the KAP survey at the national level by selected consultants

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Facilitate a Knowledge, Attitude, and Practice (KAP) survey at the national level by the selected consultant.
[Added: 2021/08/11] [Last Updated: 2021/08/19]
PMU, IP 2022/03 Initiated History
Facilitate the project’s communication strategy by the selected consultant.
[Added: 2021/08/11] [Last Updated: 2021/08/19]
PMU,,IP 2022/06 Initiated History
12. Recommendation:

Adopt a One Health Approach to IWT

Management Response: [Added: 2021/08/11]

Adoption will be carried out in the preparation of a communication strategy including the involvement of the Directorate of Conservation and Biodiversity Ministry of Environment and Forestry related to zoonoses.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Organize a meeting with Directorate of Conservation and Biodiversity, Ministry of Environment and Forestry related zoonoses, and One Health Approach
[Added: 2021/08/11] [Last Updated: 2021/08/19]
PMU, IP 2022/01 Initiated History
Facilitate project’s communication strategy by the selected consultant that adapts One Health Approach
[Added: 2021/08/11] [Last Updated: 2021/08/19]
PMU, IP 2022/06 Initiated History
13. Recommendation:

Aggressively Pursue Collaboration with National & Regional Law Enforcement Entities

Management Response: [Added: 2021/08/11]

The Implementing Partner (MoEF) and PMU have held a series of meetings to begin the preparation of the ASEAN Handbook on Legal Cooperation to Combat Illegal Wildlife Trade and the ASEAN Working Group on CITES and Wildlife Enforcement (AWG CITES & WE)

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Organize series of meetings the preparation of the ASEAN Handbook on Legal Cooperation to Combat Illegal Wildlife Trade and the ASEAN Working Group on CITES and Wildlife Enforcement (AWG CITES & WE)
[Added: 2021/08/11] [Last Updated: 2021/08/19]
IP 2022/12 Initiated The project has facilitated meetings related to The Sixteenth Meeting of The ASEAN Working Group on The Convention on International Trade in Endangered Species on Wild Fauna and Flora and Wildlife Enforcement on 26-27 May 2021 (16TH AWG-CITES AND WE). Several CIWT project activities are quoted in the Indonesia delegate presentation. Also, the CIWT project is mentioned as a future plan of the Directorate of Forest Protection to optimize cooperation History
Workshop on the possibility to extend the utilization of Mobile Application (Species Identification) at Regional Level
[Added: 2021/08/11]
IP 2022/07 Initiated
14. Recommendation:

Expedite a Decision on Operational Modalities for Outcome 3

Management Response: [Added: 2021/08/11]

The Implementing Partner (MoEF) and PMU have made coordination and communication efforts with the Regional Law Enforcement Center and the Regional Ecosystem Conservation and Natural Resources Center located in the project site landscape related to the implementation of CIWT Project activities in the field.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Organize coordination and communication meetings with the Regional Law Enforcement Center and the Regional Ecosystem Conservation and Natural Resources Center located in the project site landscape related to the implementation of the CIWT Project activities in the field.
[Added: 2021/08/11] [Last Updated: 2021/08/19]
PMU,IP 2022/12 Initiated The project has conducted several coordination and communication meetings with the Regional Law Enforcement Center and the Regional Ecosystem Conservation and Natural Resources Center in Northern Sumatera and Northern Sulawesi landscapes. History
15. Recommendation:

Demonstrate Stronger Leadership on Knowledge Management by Adopting an Active Approach, as Opposed to Passively Waiting for Yearly GWP Conferences

Management Response: [Added: 2021/08/11]

CIWT project will coordinate with the Public Relations of the Directorate General of Law Enforcement on Environment and Forestry, the Public Relations the Ministry of Environment and Forestry, and the UNDP CO Communication Unit for more extensive communication.  The project has developed an online and offline knowledge management repository with the Directorate General of Law Enforcement on Environment and Forestry.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Organize an international conference related to illegal wildlife trade
[Added: 2021/08/11]
IP, PMU, UNDP CO, RTA 2022/12 Initiated
Develop an online knowledge management repository related project’s activity with the Directorate General of Law Enforcement on Forestry and Environment
[Added: 2021/08/11] [Last Updated: 2021/08/19]
PMU, IP 2021/12 Initiated The project has developed an online knowledge management repository related project’s knowledge results in the Directorate General of Law Enforcement on Forestry and Environment website. History
16. Recommendation:

Involvement of RTA in Annual Work Planning

Management Response: [Added: 2021/08/11]

The RTA can be involved in the consultation process for the preparation of the Annual Work Plan (AWP).

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Include Consultation with of RTA for the Annual Work Plan Development in the project’s SOP.
[Added: 2021/08/11]
PMU , UNDP CO 2021/12 Initiated
Conduct Consultation with of RTA for the future Annual Work Plan Development
[Added: 2021/08/11]
PMU, UNDP CO 2021/12 Initiated
17. Recommendation:

Ongoing Tabulation of Co-Financing During Work Planning

Management Response: [Added: 2021/08/11]

The Implementing Partner (MoEF) and CIWT Project have tracked co-financing with details for each project component contained in the Project Document (It is stated in a letter from the Secretary of the DG Law Enforcement on Environmental and Forestry MoEF to UNDP Indonesia regarding co-financing for Midterm Review for the fiscal year of 2017-2020).

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Organize tabulation of ongoing co-financing from relevant parties during annual work planning
[Added: 2021/08/11]
PMU, IP, UNDP CO, WCS 2022/12 Initiated
18. Recommendation:

Initiate Twice Yearly Project Board Meetings

Management Response: [Added: 2021/08/11]

Agree with the consultant's recommendation. The Implementing Partner (MoEF) and PMU will be carried out Project Board Meeting (PBM) twice a year

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The Implementing Partner (MoEF) and PMU will be carried out Project Board Meeting (PBM) twice a year.
[Added: 2021/08/11]
PMU, IP 2022/12 Initiated
Update the project’s SOP to accommodate PBM will be held twice a year.
[Added: 2021/08/11]
PMU,IP 2021/12 Initiated
19. Recommendation:

Expand CSO Partnerships and Re-Engagement of Microgrant Entities

Management Response: [Added: 2021/08/11]

For information, there has been cooperation with the Ministry of Health at the level of the Secretariat General of the Ministry. A meeting will be held with the Directorate of Biodiversity Conservation related to the One Health concept related to zoonoses.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Organize a meeting with the Secretariat General of the Ministry of Environment and Forestry and the Directorate of Biodiversity Conservation related to the potential of collaboration with the Ministry of Health.
[Added: 2021/08/11]
PMU,IP 2022/03 Initiated
Organize a meeting with the Ministry of Health related to the collaboration of the One Health concept.
[Added: 2021/08/11]
PMU, IP 2022/08 Initiated
Organize meetings with potential CSOs for further cooperation in combatting illegal wildlife activities.
[Added: 2021/08/11]
PMU, IP 2022/12 Initiated
Continue engagement of with the potential CSOs
[Added: 2021/08/11] [Last Updated: 2021/08/19]
PMU,IP 2023/07 Initiated The project has conducted several meetings with potential CSOs for further cooperation in combatting illegal wildlife activities and will continue. History
20. Recommendation:

Risk Review and Mitigation Measures

Management Response: [Added: 2021/08/11]

IP, UNDP CO, and PMU will review the recommendations submitted by the UNDP NCE-VF Desktop Safeguards Review as an effort to review the SESP risks listed in the Project Document.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Organize a meeting for review of the recommendations submitted by the UNDP NCE-VF Desktop Safeguards Review as an effort to review the SESP risks listed in the Project Document
[Added: 2021/08/11] [Last Updated: 2021/08/19]
PMU , IP UNDP CO 2022/06 Initiated History
Engage consultant review for the SESP
[Added: 2021/08/11] [Last Updated: 2021/08/19]
PMU,IP, UNDP CO 2022/04 Initiated History
21. Recommendation:

A Good Exit Strategy Needs to be Developed Early and Implemented

Management Response: [Added: 2021/08/11]

The Implementing Partner (IP) and PMU have compiled a follow-up matrix for the products that have been produced by the CIWT Project. There will be a review of the matrix that has been compiled as input for the preparation of the exit strategy.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Engage consultant for developing an exit strategy plan
[Added: 2021/08/11] [Last Updated: 2021/08/19]
PMU, IP, UNDP CO 2022/09 Initiated History
Organize a meeting with relevant stakeholders for an exit strategy plan
[Added: 2021/08/11] [Last Updated: 2021/08/19]
PMU , IP, UNDP CO 2023/01 Initiated History
22. Recommendation:

More Frequent Project Updates and Communication

Management Response: [Added: 2021/08/11]

The project currently has produced several knowledge management products and has been published through various media and channels such as the Directorate General of Law Enforcement on Environment and Forestry website, UNDP Exposure, the GWP channel. The project has established communication with the social media team of DG of Law Enforcement to produce more frequent news and articles related to project activities and combatting illegal wildlife trade issues. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Produce a monthly newsletter as periodic information for the progress of project activities.
[Added: 2021/08/11]
PMU 2021/12 Initiated
Produce a half-year newsletter as a media communication for the progress of project activities.
[Added: 2021/08/11]
PMU 2021/12 Initiated
23. Recommendation:

Terminal Evaluation to Include a Gender and Community Specialist

Management Response: [Added: 2021/08/11]

The project team appreciated the recommendation as part to enrich the terminal evaluation of the project

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The project will re-assess the implementation of gender mainstreaming action plan before start the TE.
[Added: 2021/08/11]
PMU 2023/05 Initiated
24. Recommendation:

Adopt Workflow Automation

Management Response: [Added: 2021/08/19]

The IP and project team appreciated the recommendation which is in the process of formalization following the Government policies and regulation. It will be adopted when it was approved for implementation by the Ministerial regulation. Therefore, there will be no key action to address this recommendation that can be controlled by the project.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
PMU will invite the relevant unit in UNDP related to information systems to have a knowledge exchange meeting regarding the implementation of automation for administrative processes with the IP.
[Added: 2021/08/19]
PMU and IP 2021/11 Initiated History

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