Mid Term Review - Combatting Illegal Wildlife Trade, focusing on Ivory, Rhino Horn, Tiger and Pangolins in Thailand

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Evaluation Plan:
2017-2021, Thailand
Evaluation Type:
Mid Term Project
Planned End Date:
08/2021
Completion Date:
10/2021
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
35,000

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Title Mid Term Review - Combatting Illegal Wildlife Trade, focusing on Ivory, Rhino Horn, Tiger and Pangolins in Thailand
Atlas Project Number: 00086286
Evaluation Plan: 2017-2021, Thailand
Evaluation Type: Mid Term Project
Status: Completed
Completion Date: 10/2021
Planned End Date: 08/2021
Management Response: Yes
Focus Area:
  • 1. Energy
  • 2. Others
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 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
  • 12.8 By 2030, ensure that people everywhere have the relevant information and awareness for sustainable development and lifestyles in harmony with nature
  • 15.2 By 2020, promote the implementation of sustainable management of all types of forests, halt deforestation, restore degraded forests and substantially increase afforestation and reforestation globally
  • 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 $): 35,000
Source of Funding: GEF
Evaluation Expenditure(US $): 25,000
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Nationality
Carsten Germer Team Leader
Tien-ake Tiyapongpattana Team member THAILAND
GEF Evaluation: Yes
GEF Project Title: Combatting Illegal Wildlife Trade, focusing on Ivory, Rhino Horn, Tiger and Pangolins in Thailand
Evaluation Type: Mid-term Review
Focal Area: Biodiversity
Project Type: EA
GEF Phase: GEF-6
GEF Project ID: 9527
PIMS Number: 5619
Key Stakeholders:
Countries: THAILAND
Lessons
1.

1. The project has had a prolonged start up period followed by a slow project initiation which in effect has created substantial delays in the implementation of project activities and achievements in key project deliverables. The project was signed, following a cabinet approval, in November 2018, ten months after the CEO endorsement. And while the PMU was populated in the first quarter of 2019, project implementation did not begin in earnest due to and internal restructuring within DNP. Implementation during 2019 was also affected by the process of “on-boarding” the Responsible Parties, where the Responsible Parties agreements with UNDP were signed in July/August 2019. Further, the lack of a DNP dedicated bank account caused some delay although that was to some extent circumvented through UNDP’s provision of project support.

2. The work with the WIFOS laboratory, which is a vital part of the project, was complicated by the internal restructuring within DNP, where WIFOS for instance moved from the auspices of the CITES office to the Wildlife Conservation office, causing an internal staff change within WIFOS itself. The turbulence in 2019 also resulted in that it was difficult to engage in the originally planned activities and that the assigned international support was retracted in a cost-saving measure. Unfortunately, it subsequently has become impossible to re-deploy said support due to the COVID-19 pandemic and the Thai Government’s imposed travel and visa restrictions. In an adaptive management approach, work, which could be undertaken outside Thailand, has been pursued, such as work on protocols and assays. The critical work on capacitating WIFOS and ensuring that it, and its staff, meet international acceptable standards is still pending.

3. For the project main communication work different campaigns have been initiated and initial survey work undertaken. However, there seems to be a disconnect between the project stated intent and the contractual arrangements (and understanding) with the Responsible Party. This is most clearly expressed in that the project is to measure perception and attitude change in different target groups within Thailand over the course of the project (i.e. measuring how the project, through its communication work and other project achievements, have caused changes in attitude surveys)). As a minimum, surveys at project start and end of project should be engaged in. However, the Responsible Party agreement signed with UNDP only has a duration of 36 months, which leaves the final survey outside the purview of the Responsible Party. Complicating the matter is that the initial survey has not been engaged in so far. Thus, there is a need for the project to have a critical look at what the project wants to obtain from project’s third component, while keeping within the bounds acceptable to GEF/UNDP.

4. An important part of realizing the project’s potential of becoming a key-stone project, will be to build the project’s communication strategy, which will have as aim to highlight and underline the importance of IWT enforcement both within the DNP and the Thai Government, but also within Thai public at large. Equally important will be to use the relevant international platforms such as Exposure and Panorama and international eventssuch asthe UN Biodiversity Conference (COP 15) in Kunming, China, to position Thailand aslead and front runner in the IWT enforcement in Southeast Asia.


Findings
1.

Although the project has had a slow start up, as well as been affected by the COVID-19 pandemic caused by government safeguards and restrictions such as lockdowns, working from home, restrictions on travel and restrictions in people gatherings etc., it has been able to bring itself into a positive position. Many of the key structures of the project to be established appear to be in the later stages of the needed approval processes, and provided such approvals are given in the near future, the project will have time to operationalize them – at least to a certain extent. However, one thing is the establishment, another is to ensure that they are anchored financially within an associated budget. Doing the latter will take time and there is an open question as to whether there is sufficient time under the project to ensure that this will happen. Because of this the project should as a priority ensure that not only are the needed structures established (i.e. Thailand WEN sub-groups, Thailand WEN taskforces, Provincial WENs, Community agreements), but also that financing islinked to the long-term sustainability of these, as well as WIFOS and the established coordination modalities DRSG and TAC. For all of these, long-term strategies, which extend beyond the project period, should be developed (and approved) before the end of the project, providing for a very strong exit strategy for the project, cementing the legacy of the GEF intervention and creating a lasting engagement in IWT enforcement in Thailand for the years to come.

Thus, the project has the potential to become a key-stone project with high visibility directing IWT enforcement in Thailand, but it requires a strong leadership and enhanced coordination, as well as expedited and consolidated efforts towards the implementation of the project remaining activities. This includes a strong and active engagement in building the capacities of the various IWT law enforcement agencies, as these entities are the ones which will bring changes to fruition on-the-ground, creating the desired change which will provide for the sought-after global environmental benefits.

Following a year of “setting up”, the movement in the project activities has been apparent and has progressed at a steady pace. However, activities under several key outputs were stalled by the prolonged process of establishing the Thailand WEN committee. While it should be appreciated that the DNP, due to the importance of the Thailand WEN, wanted to get the composition of the Thailand WEN committee just right, it did delay the development of the Thailand WEN strategy, the protocol for information exchange, setting up joint enforcement initiatives at provincial level including the establishment of community agreements with local communities.


Recommendations
1

Revise the project’s monitoring framework. 

2

Establish stronger ownership and leadership. For the reasons discussed in this MTR report, where there were delays in a subset of its activities and deliverables, there is a need to expedite and consolidate the project implementation. To ensure this, strong coordination and a stronger focus by senior management is needed. This, particularly to ensure the coordination between different departments within DNP but also in the coordination with the project’s Responsible Parties. Also, for the project to be ultimately successful it needs to establish itself as a key-stone project with high visibility not least within government. This requires strong ownership and leadership within DNP, so as to champion the IWT enforcement (and the project) more broadly.

3

Prepare an adaptive management plan to ensure that project targets and deliverables are met.

4

Align and determine “task managers” for the project outputs for the project duration. The Responsible Parties agreement with UNDP are for 36 months there is a question as to whether all ongoing and future planned activities are having assigned “task managers” Thus, in order to “bring the project home” it will be important for the project to have a clear vision for who will be in charge of what, for the remaining part of the project. This could include no-cost extensions of the current Responsible Parties agreement, and it could include DNP taking over certain parts (or all) of the outstanding activities

5

Engage in realistic budget discussions.

To ensure long-term sustainability of the project, established structures for long-term financing needs to be secured and active discussions and agreements for this need to be reached. As part of this, alternative financing models and budget, reallocations should be reviewed. Part of these discussions could/should include the findings of project’s TSA work as well as other work the project is still to initiate.

6

Prepare documentation supporting decision-makers.

To facilitate the discussions and subsequent agreement on the financing of the long-term operations of the project established structures, the project should as a priority 1) build upon the economic assessment of the losses attributable to IWT affecting the national economy, and discuss realistic suggestions for how IWT enforcement can be sustainably financed through government channels and cost-recovery; and 2) prepare “Operational Requirements” documents for the project established structures (i.e. Thailand WEN including its sub-groups, taskforces, and the Provincial WENs etc. as well as the established coordination modalities DRSG and TAC).

7

Expedite the development and implementation of the project’s capacity building efforts.

The project should consider options for how training could become more accessible and systematic for instance, in making training materials and videos etc. available online (potential via a secure system). The project should also tap into already established training (and materials) including those within the GWP “ecosystem”, as well as those within the overall UNDP system

8

Ensure accreditation of WIFOS.

While an ISO 17025 accreditation, due to its prolonged accreditation process and cost, might not be a realistic avenue for the project, it should as a minimum pursue the SWFS auditing/assessments which is to be renewed every second year. Further, an “Operational Requirements” document should be developed outlining the operational setup of WIFOS and the associated cost etc. for running said operational of the laboratory long-term.

9

Enhance IWT enforcement in the project’s border provinces.

While the project’s focus on the provincial efforts for an effective engagement at the border crossings and the surrounding areas, including active involvement of local communities, the project should also look into how the project’s local activities could support (or benefit from) the ongoing SDG localization efforts. The DocuSign Envelope ID: AE64D526-ACFF-4077-B1F5-CE6F0A80EDD4 project should thus, together with UNDP look at, whether and/or how the two project provinces could become targets for expanded interventions now or in the future

10

Develop a fit for purpose communication strategy.

Linked with other recommendations, the project needs to develop a communication strategy, which can help DNP in bringing the message on the importance of IWT enforcement to light. This strategy should provide guidance on how to “sell” the need for increased efforts to support the long-term IWT work in Thailand. The strategy should also outline how the project will make the best use of the available platforms such as Exposure and Panorama, as well as how to promote the project and Thailand’s IWT enforcement work internationally.

1. Recommendation:

Revise the project’s monitoring framework. 

Management Response: [Added: 2021/11/04]

Fully accept for Objective indicator 0.3, Component 1 indicator 1.1 & 1.2 c), Component 2 Indicator 2.1, Outcome indicator (3.1,3.2 and 3.3) and Component 3 indicators 3.1, 3.2, 3.3

Partially accept for Objective indicator 0.1

Reject for GEF Core Indicators

Key Actions:

Key Action Responsible DueDate Status Comments Documents
PMU to organize the consultation meeting with DNP IWT project implementation team and each Responsible party (TRAFFIC, TRACE, and IUCN) to identify the mentioned targets and address the unclear or pending baseline, midterm, and completion indicators target within the project result framework
[Added: 2021/11/04] [Last Updated: 2021/11/09]
PMU-DNP 2021/08 Completed All mentioned targets, unclear, pending baseline, midterm, and completion target in the project result framework had revised through the consultation meeting with DNP and all responsible parties History
Project manager will share the revised project monitoring indicators with CO and RTA to obtain technical clearance from UNDP on the validity of the indicators (and their targets)
[Added: 2021/11/04] [Last Updated: 2021/12/02]
PMU , CO UNDP , RTA 2021/10 Completed The revised project monitoring indicators had cleared by CO and RTA, however, it has planned to submit for the project board acknowledgement by Feb 2022. History
PMU to conduct the Project board meeting to present and obtain approval of the revised indicators in the project results framework
[Added: 2021/11/04] [Last Updated: 2022/01/26]
PMU-DNP 2021/10 Completed The revised indicators have been endorsed virtually during the consultation meeting and DNP & PMU to organize Face to Face Project Board Meeting in Mid-February. History
Project manager revises the SESP and reassess its risk table and re-evaluate the risk levels in accordance with any emerging SE risks. In related to the COVID-19 pandemic needs to feature stronger within said risk monitoring set-up. (Within three months of MTR)
[Added: 2021/11/04] [Last Updated: 2021/12/20]
Project manager / DNP / Responsible Parties 2021/12 Completed The revised project SESP and its risk table has been developed in consultation with DNP and all Responsible parties since September 2021 and just finalized by project manager in early December 2021. History
2. Recommendation:

Establish stronger ownership and leadership. For the reasons discussed in this MTR report, where there were delays in a subset of its activities and deliverables, there is a need to expedite and consolidate the project implementation. To ensure this, strong coordination and a stronger focus by senior management is needed. This, particularly to ensure the coordination between different departments within DNP but also in the coordination with the project’s Responsible Parties. Also, for the project to be ultimately successful it needs to establish itself as a key-stone project with high visibility not least within government. This requires strong ownership and leadership within DNP, so as to champion the IWT enforcement (and the project) more broadly.

Management Response: [Added: 2021/11/04]

Fully accept: PMU will develop the project road map and milestones to expedite and consolidate the project implementation in close consultation with senior management of DNP , Responsible Parties and UNDP

Key Actions:

Key Action Responsible DueDate Status Comments Documents
PMU to identify key task person of DNP both management and implementation team and Responsible parties to layout project road map and milestones from the Midterm stage to the completion stage
[Added: 2021/11/04] [Last Updated: 2021/11/09]
PMU – DNP, Responsible Parties 2021/10 Completed The key task person of DNP and each RPs had identified to discuss the layout project road map and milestones from the Midterm stage to the completion stage. History
PMU submit the project road map action plan to obtain approval from DNP high-level management
[Added: 2021/11/04] [Last Updated: 2021/12/08]
PMU - DNP 2021/11 Completed The project road map action plan has been approved by DNP in early December. History
PMU monitor the implementation of activities under the project road map and milestones
[Added: 2021/11/04] [Last Updated: 2021/12/20]
PMU - DNP 2021/12 Completed The monitoring plan for the project activities has developed by the PMU with regular monitored by PMU since November 2021. History
3. Recommendation:

Prepare an adaptive management plan to ensure that project targets and deliverables are met.

Management Response: [Added: 2021/11/04]

PMU will develop a proper exit strategy and sustainability plan to ensure that all project outcomes and outputs are sustainable over time after project closure.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
PMU conducts the consultation meeting with all implementation team, DNP , Responsible party to revisit the adaptive management plan under the scenario of a prolonged COVID-19 pandemic with exploring the realistic solution to use available virtual solutions/alternatives.
[Added: 2021/11/04] [Last Updated: 2021/11/09]
PMU /DNP/ Responsible parties 2021/10 Completed The adaptive management plan for some key implementation activities (meeting, workshop, training) of each RPs and DNP has been revisited to use available virtual solutions/alternatives. History
Revision of some project activities with possibility to switch to virtual or alternative platform and address in the project work plan.
[Added: 2021/11/04] [Last Updated: 2021/12/20]
PMU /DNP/ Responsible parties 2021/12 Completed The keys IWT virtual capacity building activities have developed and address in the project workplan in consultation with both DNP and local partners implementation team. History
Develop a proper exit strategy and sustainability plan adaptive management plan to ensure that project targets and deliverables are met
[Added: 2021/11/04] [Last Updated: 2022/03/22]
PMU /DNP/ Responsible parties 2022/03 Completed The initiate exit strategy and project adaptive management plan has already developed and reflected in the 2022 project workplan. History
4. Recommendation:

Align and determine “task managers” for the project outputs for the project duration. The Responsible Parties agreement with UNDP are for 36 months there is a question as to whether all ongoing and future planned activities are having assigned “task managers” Thus, in order to “bring the project home” it will be important for the project to have a clear vision for who will be in charge of what, for the remaining part of the project. This could include no-cost extensions of the current Responsible Parties agreement, and it could include DNP taking over certain parts (or all) of the outstanding activities

Management Response: [Added: 2021/11/04]

Fully accept. PMU will develop a proper exit strategy and sustainability plan to ensure that all project outcomes and outputs are sustainable over time after project closure.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
PMU will conduct the consultation meeting with all Responsible Parties, DNP, and UNDP to identify options and seek recommendations on how best to come up with a clear vision for the transition period and develop an action plan as a way forward.
[Added: 2021/11/04] [Last Updated: 2021/11/09]
Project Manager / TRAFFIC / UNDP CO/ RTA / DNP 2021/11 Completed The series of consultation meetings with DNP and RPs, UNDP has been discussed to develop the vision for the transition periods and on going develop the draft action plan for the way forward. History
Develop a proper exit strategy and sustainability plan including mutual agreement on project transition action plan with the task manager.
[Added: 2021/11/04] [Last Updated: 2022/03/22]
Project Manager / TRAFFIC / UNDP CO/ RTA / DNP 2022/03 Completed The initiate exit strategy and sustainability plan , mutual agreement on project transition action plan with DNP, TRAFFIC ,IUCN , TRACE had already developed with clear task manager History
5. Recommendation:

Engage in realistic budget discussions.

To ensure long-term sustainability of the project, established structures for long-term financing needs to be secured and active discussions and agreements for this need to be reached. As part of this, alternative financing models and budget, reallocations should be reviewed. Part of these discussions could/should include the findings of project’s TSA work as well as other work the project is still to initiate.

Management Response: [Added: 2021/11/04]

Partially accept : PMU will develop a proper exit strategy and sustainability plan to ensure that all project outcomes and outputs are sustainable over time after project closure. In order to accomplish this task PMU agree to conduct a deep discussion with DNP and all institutional agencies for the outstanding of the exiting financing to IWT situation at this stage using the findings from MTR as the evidence. However, we believe that this would take a long period of series of discussions before reaching an agreement on the realistic budget. Using the findings from the TSA study on the impact of IWT on the national economy will be an appropriate key message to bring those IWT agencies concerned with the sustainable financing issue which will be explained in recommendation 6.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
5.1 PMU agrees to conduct a deep discussion with DNP and all institutional agencies for the outstanding of the exiting financing to IWT situation at this stage using the findings from MTR as the evidence.
[Added: 2021/11/04] [Last Updated: 2022/06/23]
PMU 2022/10 Completed PMU agreed to conduct the deep discussion with DNP and will have plan to use the findings from MTR. History
6. Recommendation:

Prepare documentation supporting decision-makers.

To facilitate the discussions and subsequent agreement on the financing of the long-term operations of the project established structures, the project should as a priority 1) build upon the economic assessment of the losses attributable to IWT affecting the national economy, and discuss realistic suggestions for how IWT enforcement can be sustainably financed through government channels and cost-recovery; and 2) prepare “Operational Requirements” documents for the project established structures (i.e. Thailand WEN including its sub-groups, taskforces, and the Provincial WENs etc. as well as the established coordination modalities DRSG and TAC).

Management Response: [Added: 2021/11/04]

Fully accept: PMU will undertake series of consultations with several government agencies using the result of TSA finding to prepare the operational requirements on sustainable financing and cost recovery for better combating IWT as the documentation supporting policy to endorse this long term financing plan.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
PMU to review the TSA final report including the recommendation of sustainable financing for IWT
[Added: 2021/11/04] [Last Updated: 2021/11/09]
PMU - UNDP 2021/10 Completed PMU has already reviewed the TSA finding report including the recommendation of sustainable financing for IWT. The TSA full report and policy brief have been sent to DG-DNP for consideration. History
PMU present the sustainable financing model to IWT project board and the Thailand WEN committee to seek recommendation and management response since Project board members and Thailand WEN committee are the keys national institutions with the mandate to deal with the IWT
[Added: 2021/11/04] [Last Updated: 2022/03/22]
PMU - UNDP 2022/03 Completed PMU had already presented the sustainable financing model using the finding of the IWT Target Scenarios analysis study to the project board meeting and Thailand WEN committee through the online platform History
7. Recommendation:

Expedite the development and implementation of the project’s capacity building efforts.

The project should consider options for how training could become more accessible and systematic for instance, in making training materials and videos etc. available online (potential via a secure system). The project should also tap into already established training (and materials) including those within the GWP “ecosystem”, as well as those within the overall UNDP system

Management Response: [Added: 2021/11/04]

Fully accept: PMU will facilitate the DNP capacity building unit to develop IWT capacity building training course to make it more accessible and systematic including online through an already established training (and materials) and those with the GWP and other IWT partners.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
PMU to facilitate the braining storming discussion among the DNP capacity building unit and other IWT agencies on how to improve the existing DNP IWT training course to be more accessible and systematic including those trainings that have already been identified and implemented under the project so far
[Added: 2021/11/04] [Last Updated: 2022/01/30]
PMU – DNP , WCS, US Wildlife Asia , GWP , UNDP 2022/01 Completed PMU has already discussed with each DNP capacity building unit team , USAID UWA ,WCS to develop the IWT E-learning course for the IWT practitioner which base on the existing IWT training course of DNP and other IWT agencies such as USAID UWA , WCS , WWF and the new developing. And the E-learning will potential host by DNP. History
Develop an additional online platform training course
[Added: 2021/11/04] [Last Updated: 2022/01/30]
PMU - DNP 2022/01 Completed The additional of DNP- IWT capacity building training coursed has already identified through both physical and virtual platforms. There are 3 training course including 1) IWT case data base information sharing , 2) Identification of key CITES species. History
8. Recommendation:

Ensure accreditation of WIFOS.

While an ISO 17025 accreditation, due to its prolonged accreditation process and cost, might not be a realistic avenue for the project, it should as a minimum pursue the SWFS auditing/assessments which is to be renewed every second year. Further, an “Operational Requirements” document should be developed outlining the operational setup of WIFOS and the associated cost etc. for running said operational of the laboratory long-term.

Management Response: [Added: 2021/11/04]

Fully accept: PMU and UNDP will coordinate with TRACE to develop an action plan for the DNP-WIFOS and the milestones to pursue ISO 17025 accreditation. Further using the SWSF auditing assessment process including developing the operational requirement associated cost for the WIFOS-DNP laboratory in the long-term.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
PMU-DNP coordinate meeting with TRACE (virtual meeting) to update the status of the WIFOS ISO 17025 and develop an action plan to move forward.
[Added: 2021/11/04] [Last Updated: 2021/12/06]
PMU-DNP , UNDP 2021/11 Completed TRACE 2022 annual workplan including the first draft action plan to proceed for WIFOS ISO 17025 was developed in consultation with TRACE. History
PMU facilitate the internal discussion among the WIFOS DNP team to identify the operational requirement associated cost for the WIFOS-DNP laboratory in the long term.
[Added: 2021/11/04] [Last Updated: 2021/12/06]
PMU-DNP / WIFOS team 2021/11 Completed The draft WIFOS-DNP operational requirement including human resources , equipment , and budget was developed by WIFOS-DNP team. History
9. Recommendation:

Enhance IWT enforcement in the project’s border provinces.

While the project’s focus on the provincial efforts for an effective engagement at the border crossings and the surrounding areas, including active involvement of local communities, the project should also look into how the project’s local activities could support (or benefit from) the ongoing SDG localization efforts. The DocuSign Envelope ID: AE64D526-ACFF-4077-B1F5-CE6F0A80EDD4 project should thus, together with UNDP look at, whether and/or how the two project provinces could become targets for expanded interventions now or in the future

Management Response: [Added: 2021/11/04]

Fully accept: PMU-DNP needs to expedite the official approval of both the Provincial WEN committee from the provincial governors and identify the potential type of joint partnership activities among the law enforcement agencies and local communities which already have been planned so far using the SDG localization effort to monitor the impact and the overall achievement.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
PMU-DNP follow up meeting with both demo-sites to accelerate the approval of establishing Provincial WEN committee
[Added: 2021/11/04] [Last Updated: 2021/11/09]
PMU-DNP / Both Demo site project office 2021/09 Completed After the series of meeting between PMU and both demo sites, Finally, the Songkhla Provincial WEN committee had approved by the provincial governor. The establishing of the Nongkhai Provincial WEN committee is in the final stage of getting approval from the provincial governor. History
PMU revisit the joint collaboration project activities among the law enforcement agencies and the local communities selected which has been planned so far to implement and regularly monitor
[Added: 2021/11/04] [Last Updated: 2021/12/20]
PMU-DNP / Both Demo site project office 2021/12 Completed The joint collaboration project activities was revisited by PMU in consultation with various law enforcement agencies and local communities in both demo-sites. There was some modification of project activities in term of timeline and implement which need to monitor regular through 2022 AWP. History
10. Recommendation:

Develop a fit for purpose communication strategy.

Linked with other recommendations, the project needs to develop a communication strategy, which can help DNP in bringing the message on the importance of IWT enforcement to light. This strategy should provide guidance on how to “sell” the need for increased efforts to support the long-term IWT work in Thailand. The strategy should also outline how the project will make the best use of the available platforms such as Exposure and Panorama, as well as how to promote the project and Thailand’s IWT enforcement work internationally.

Management Response: [Added: 2021/11/04]

Fully accept: PMU in consultation with UNDP will consider hiring the communication specialist consultant to develop a communication strategy for the project.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Develop the TOR for the Communication specialist
[Added: 2021/11/04] [Last Updated: 2021/12/02]
PMU - UNDP 2021/10 Completed The final TOR has been completed in November 2021 by Project Manager and submitted to DNP for reviewing process. History
Recruitment process
[Added: 2021/11/04] [Last Updated: 2022/01/26]
PMU - UNDP 2021/12 Completed ToR of this position has been finalized and underway to recruit and hiring. History
Develop project communication strategy
[Added: 2021/11/04] [Last Updated: 2022/05/27]
PMU - UNDP 2022/05 Completed The communication strategy has been developed and discussed, expected to finalize by the end of June. History
Final project communication strategy be endorsed and approved from the project board
[Added: 2021/11/04] [Last Updated: 2022/06/23]
PMU - UNDP 2022/06 Completed Communication Strategy has been finalized and will be endorsed by the project board. History

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