BRA/18G31 - Phytotherapic Value Chains MTE

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Evaluation Plan:
2017-2022, Brazil
Evaluation Type:
Mid Term Project
Planned End Date:
04/2022
Completion Date:
03/2022
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
20,000

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Title BRA/18G31 - Phytotherapic Value Chains MTE
Atlas Project Number: 00111078
Evaluation Plan: 2017-2022, Brazil
Evaluation Type: Mid Term Project
Status: Completed
Completion Date: 03/2022
Planned End Date: 04/2022
Management Response: Yes
Focus Area:
  • 1. Sustainable
  • 2. Others
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 3.4.1 Innovative nature-based and gender-responsive solutions developed, financed and applied for sustainable recovery
SDG Goal
  • Goal 1. End poverty in all its forms everywhere
  • 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
  • 1.5 By 2030, build the resilience of the poor and those in vulnerable situations and reduce their exposure and vulnerability to climate-related extreme events and other economic, social and environmental shocks and disasters
  • 15.1 By 2020, ensure the conservation, restoration and sustainable use of terrestrial and inland freshwater ecosystems and their services, in particular forests, wetlands, mountains and drylands, in line with obligations under international agreements
  • 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
Evaluation Budget(US $): 20,000
Source of Funding: GEF
Evaluation Expenditure(US $): 20,000
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Nationality
MARIA ONESTINI MSC ARGENTINA
GEF Evaluation: Yes
GEF Project Title: 18/G31 Phytotherapic Value Chains MTE
Evaluation Type: Mid-term Review
Focal Area: Biodiversity
Project Type: FSP
GEF Phase: GEF-5
GEF Project ID: 9449
PIMS Number: 5792
Key Stakeholders: Ministry of Environment Brazil
Countries: BRAZIL
Lessons
Findings
Recommendations
1

Request an ample no -cost extension

Considering the impact of COVID-19 and delays caused by recurring political shifts. It is important for the Project to make a strong argument as to the on the ground and general impact that the pandemic has had upon project implementation in order to support this request. This request should be started as soon as the GEF implementing agency (i.e. UNDP) requires this to be done formally and should be based on grounded information and consolidating reasons why this should take place. Should an extension request be presented, it is the consideration of this review that it should be granted given the implementation delays that the Project experienced. To assure that this extension is operated properly, this request should be seen as an opportunity for the Project (including all relevant stakeholders and partners) to bring up to date and clear-out several implementing, planning and programming issues that have hindered successful implementation processes to date.

2

Adjust as necessary the work planning and delivery to be effective in implementation

Understanding that requests are not automatically granted, not even with the COVID-19 context in Brazil and its hindrance upon implementation, the project should carry – out and speed – up work planning and delivery in order to make up for lost time and have this as a contingency should the extension not be granted. For this, it is suggested that the Project should adjusting as necessary to be effective in implementation and move the implementation forward at a faster pace. In order to move delivery forward at a quick pace, consider bundling.

3

Lay the groundwork and generate the preparatory materials

The Project should quickly lay the groundwork and generate preparatory materials (including but not only terms of reference) to diagnostic work and products (preliminary or those included in the expected results framework). The Project needs to determine this quickly.

4

Design a robust indicator system with strong metrics

Generate the missing indicator values that make up the log frame (indicator values for baselines, for midpoint, and targets). These should be understood as an indicator system that aids in implementation, monitoring etc. Indicators should be SMART, results-oriented, and gender-disaggregated.

5

Strengthen project management team, incorporating key personnel to fully support implementation.

Generate and follow through with efficient procurement processes speeding up the so that all needed posts are filled quickly in order to impel and accelerate implementation. This should include, as needed and as pertinent the following staff and consultants, to not only strengthen management system.

6

Generate a clear schedule for the time-bound action (roadmap)

The schedule should regard the activities that the Project intends to implement in relation to objectives and results-based management (in the remaining period of implementation).

7

Activate a multi-stakeholder platform from governance structures

Understanding that other actors have advanced in some areas that the Project should have progressed, generating products and processes that were planned to take place within the Phytotherapic Project, then these should be streamlined or cancelled, thereby avoiding needless duplication of efforts. For this, the activation of multi – stakeholder platforms that should come from governance structures (planned but never implemented) will be essential.

8

Convene governance structures (both Indigenous and Local Communities Consultative Commission as well as Project Advisory Committee) to impel their role in overall multi-stakeholder guidance for project implementation while at the same time generating buy-in, through:

- The governance system and decision-making processes should be consolidated and underpinned within the Project;

- It should be used to maintain interest and buy-in by the many stakeholders that are aligned in this process.

- In particular regarding ILCCC, verify that the communities and groups convened are not led by false expectations and that their inputs are taken as valid and constant.

- Improve the functioning of the Project Board by reincorporating technical personnel in their deliberation. It is understood that technical personnel do not have voting powers in the Project Board, but their inputs can only benefit the functioning of the board as a decision-making occurrence.

- Use or develop clear guidance on how these processes and decision-making governance structures need to function (adopting manuals of procedures if those are not already been adopted as indicated in planning).

9

Generate appropriation of the Project through dialogues and information sharing

Generate different process and events such as meetings –ad hoc, formal, informal, etc. These dialogues and information sharing process should aim at generating appropriation of the Project at several different levels and engender ownership for future processes of implementation.

10

Generate events or processes engaging the local government and all key agencies for the project

Generate events or processes where government – level articulation is maintained and/or generated and supported by UNDP as the implementing partner. With the understanding that this is not a project that only deals with environment, but it also deals with other key areas of the State (health and agriculture primarily) these processes need to be multi – stakeholder’s platforms that engage all agencies with government, properly reflecting the different value-added of each agency in dealing with the issues that the project attempts to confront.

11

Seek, through GEF and UNDP’s networks, exchanges and/or collaboration with other similar interventions

In other countries or regions that promote phytotherapic and herbal medicine, particularly those that work with indigenous and local communities, in order to learn from each other.

1. Recommendation:

Request an ample no -cost extension

Considering the impact of COVID-19 and delays caused by recurring political shifts. It is important for the Project to make a strong argument as to the on the ground and general impact that the pandemic has had upon project implementation in order to support this request. This request should be started as soon as the GEF implementing agency (i.e. UNDP) requires this to be done formally and should be based on grounded information and consolidating reasons why this should take place. Should an extension request be presented, it is the consideration of this review that it should be granted given the implementation delays that the Project experienced. To assure that this extension is operated properly, this request should be seen as an opportunity for the Project (including all relevant stakeholders and partners) to bring up to date and clear-out several implementing, planning and programming issues that have hindered successful implementation processes to date.

Management Response: [Added: 2022/03/18] [Last Updated: 2022/03/18]

Create an adaptive project management plan, to subsequently generate a substantive review of the project.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
An assessment will be made of the current status of the project (financial and technical indicators), a mapping of the activities already carried out by both the project and the stakeholders (SEBRAE/SENAR; MS; MCTI;MAPA/FIOCRUZ, MDR – Rotas Bio), an evaluation and update of the Project's strategic planning, an update and definition of indicators and project risks, in addition to an alignment between the Project team and the Ministry of the Environment. This includes building a detailed timeline with the engagements and processes that must be initiated (TORs).
[Added: 2022/03/18] [Last Updated: 2022/05/03]
Project team, supported by UNDP PO 2022/04 Completed Completed History
2. Recommendation:

Adjust as necessary the work planning and delivery to be effective in implementation

Understanding that requests are not automatically granted, not even with the COVID-19 context in Brazil and its hindrance upon implementation, the project should carry – out and speed – up work planning and delivery in order to make up for lost time and have this as a contingency should the extension not be granted. For this, it is suggested that the Project should adjusting as necessary to be effective in implementation and move the implementation forward at a faster pace. In order to move delivery forward at a quick pace, consider bundling.

Management Response: [Added: 2022/03/18]

The updated strategic planning will be carried out by the UNDP team and the Ministry of the Environment in accordance with the feasibility of the activities foreseen within the term of the Project.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Update the strategical planning;
[Added: 2022/03/18] [Last Updated: 2022/05/03]
UNDP project team 2022/04 Completed Completed History
Align and validate with key stakeholders in the project governance arrangement;
[Added: 2022/03/18] [Last Updated: 2022/05/03]
UNDP project team 2022/04 Completed Completed History
Conclude updated workplan
[Added: 2022/03/18] [Last Updated: 2022/05/03]
UNDP project team 2022/04 Completed Completed History
3. Recommendation:

Lay the groundwork and generate the preparatory materials

The Project should quickly lay the groundwork and generate preparatory materials (including but not only terms of reference) to diagnostic work and products (preliminary or those included in the expected results framework). The Project needs to determine this quickly.

Management Response: [Added: 2022/03/18]

The project team will develop an engagement plan with indigenous peoples, traditional communities and local farmers in order to accelerate implementation and the effective engagement of all stakeholders during the different phases of the project.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
For the implementation to be effective, the team considers that some actions are key, namely: (1) Indigenous Peoples Plan – with the support of the gender specialist;
[Added: 2022/03/18] [Last Updated: 2022/05/03]
UNDP project team 2022/04 Completed Completed History
(2) Elaboration of some Terms of Reference: TOR Indicators – Monitoring; TOR Partner Institution; TOR Database ANVISA ; TOR Legal Assistance ABS – ABS Project
[Added: 2022/03/18] [Last Updated: 2022/05/03]
UNDP project team 2022/04 Completed Completed History
(3) Training of Prescribers in partnership with MS and Training Management selected APLs
[Added: 2022/03/18] [Last Updated: 2022/05/03]
UNDP project team 2022/04 Completed Completed History
4. Recommendation:

Design a robust indicator system with strong metrics

Generate the missing indicator values that make up the log frame (indicator values for baselines, for midpoint, and targets). These should be understood as an indicator system that aids in implementation, monitoring etc. Indicators should be SMART, results-oriented, and gender-disaggregated.

Management Response: [Added: 2022/03/18]

The recommended action will be taken within the strategic plan and adaptive management of the project.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Based on the updated strategical implementation plan, assess the indicators
[Added: 2022/03/18]
UNDP project team 2022/07 Not Initiated History
Update the Indicators matrix
[Added: 2022/03/18]
UNDP project team 2022/07 Not Initiated History
Assess TT related to the project
[Added: 2022/03/18]
UNDP project team 2022/07 Not Initiated
5. Recommendation:

Strengthen project management team, incorporating key personnel to fully support implementation.

Generate and follow through with efficient procurement processes speeding up the so that all needed posts are filled quickly in order to impel and accelerate implementation. This should include, as needed and as pertinent the following staff and consultants, to not only strengthen management system.

Management Response: [Added: 2022/03/18]

The recommendation has already been partially carried out. The project team was hired in December and has been operating since then.

However, based on the adaptive management plan, the Project team will carry out an analysis of the actual capacity of the installed team to verify whether or not it will be satisfactory for project implementation.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The project team was reinforced with a PA, technical assistant and a manager, that is on current empowerment process on the projects and partner needs;
[Added: 2022/03/18] [Last Updated: 2022/05/03]
UNDP Project team 2022/05 Completed Completed History
Finish the hire of the additional Project Manager Assistant to incorporated to the team.
[Added: 2022/03/18] [Last Updated: 2022/05/03]
UNDP Project team 2022/05 Completed Completed History
6. Recommendation:

Generate a clear schedule for the time-bound action (roadmap)

The schedule should regard the activities that the Project intends to implement in relation to objectives and results-based management (in the remaining period of implementation).

Management Response: [Added: 2022/03/18]

The recommended action will be carried out within the adaptive project management plan described in more detail in response 1.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Update the strategical planning;
[Added: 2022/03/18] [Last Updated: 2022/05/03]
UNDP project team 2022/04 Completed Completed History
Align and validate with key stakeholders in the project
[Added: 2022/03/18] [Last Updated: 2022/05/03]
UNDP project team 2022/04 Completed Completed History
Conclude updated workplan
[Added: 2022/03/18] [Last Updated: 2022/05/03]
UNDP project team 2022/04 Completed Completed History
7. Recommendation:

Activate a multi-stakeholder platform from governance structures

Understanding that other actors have advanced in some areas that the Project should have progressed, generating products and processes that were planned to take place within the Phytotherapic Project, then these should be streamlined or cancelled, thereby avoiding needless duplication of efforts. For this, the activation of multi – stakeholder platforms that should come from governance structures (planned but never implemented) will be essential.

Management Response: [Added: 2022/03/18]

The items will be worked on in the adaptive management plan, as follows:

- Mapping of activities already carried out by others stakeholders;

- Updating the strategic plan based on initiatives already underway.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Structure a stakeholder mapping
[Added: 2022/03/18] [Last Updated: 2022/05/03]
UNDP project team 2022/04 Completed Completed History
8. Recommendation:

Convene governance structures (both Indigenous and Local Communities Consultative Commission as well as Project Advisory Committee) to impel their role in overall multi-stakeholder guidance for project implementation while at the same time generating buy-in, through:

- The governance system and decision-making processes should be consolidated and underpinned within the Project;

- It should be used to maintain interest and buy-in by the many stakeholders that are aligned in this process.

- In particular regarding ILCCC, verify that the communities and groups convened are not led by false expectations and that their inputs are taken as valid and constant.

- Improve the functioning of the Project Board by reincorporating technical personnel in their deliberation. It is understood that technical personnel do not have voting powers in the Project Board, but their inputs can only benefit the functioning of the board as a decision-making occurrence.

- Use or develop clear guidance on how these processes and decision-making governance structures need to function (adopting manuals of procedures if those are not already been adopted as indicated in planning).

Management Response: [Added: 2022/03/18] [Last Updated: 2022/03/18]

The team will generate a schedule of meetings with governance structures to ensure meetings with stakeholders.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
In order to reinforce the project's governance system, the team will generate a simplified Governance document with the decision-making process flows, which will be validated by all actors within the governance. This document will include the role and commitments of each actor already foreseen in the PRODOC of the Project, in addition to the response deadlines of the actors participating in the Project.
[Added: 2022/03/18] [Last Updated: 2022/05/03]
UNDP project team 2022/06 Completed Completed History
9. Recommendation:

Generate appropriation of the Project through dialogues and information sharing

Generate different process and events such as meetings –ad hoc, formal, informal, etc. These dialogues and information sharing process should aim at generating appropriation of the Project at several different levels and engender ownership for future processes of implementation.

Management Response: [Added: 2022/03/18]

The team will carry out a Communication Plan. The process is already underway, as the contracting of the company that will carry out the consultancy for the communication of the Project is in progress with JOF.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Based on the updated strategical plan, structure a communication and engagement plan with the broad society
[Added: 2022/03/18]
UNDP project team 2022/06 Not Initiated
10. Recommendation:

Generate events or processes engaging the local government and all key agencies for the project

Generate events or processes where government – level articulation is maintained and/or generated and supported by UNDP as the implementing partner. With the understanding that this is not a project that only deals with environment, but it also deals with other key areas of the State (health and agriculture primarily) these processes need to be multi – stakeholder’s platforms that engage all agencies with government, properly reflecting the different value-added of each agency in dealing with the issues that the project attempts to confront.

Management Response: [Added: 2022/03/18]

The team will generate a Knowledge Management Plan within the scope of the project, seeking to activate and engage the actors that was foreseen in the project's governance. Seeking greater effectiveness, this item will be articulated jointly with the Communication Plan.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
In order to promote dialogue and exchange of information, the team will use the information from the mapping of activities provided for in the Adaptive Management Plan to identify new partnerships and reactivate the actors that were already foreseen in the Project document and that will be part of the communication strategy. and Project knowledge management.
[Added: 2022/03/18]
UNDP project team 2022/06 Not Initiated
11. Recommendation:

Seek, through GEF and UNDP’s networks, exchanges and/or collaboration with other similar interventions

In other countries or regions that promote phytotherapic and herbal medicine, particularly those that work with indigenous and local communities, in order to learn from each other.

Management Response: [Added: 2022/03/18]

The Project team foresees the determination of actions of engagement and internal polarization between the projects of the Brazil Program of the UNDP, initially during the meetings of the Program Unit, within which the projects will be presented and a space for the exchange of knowledge and creation of synergies between projects can be made. Aiming at international connections, the team will map similar initiatives in the international UNDP so that later it can be mobilized so that alignment sessions and knowledge exchange are articulated between the international Programs.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The team will contact the Program Unit of Programa Brasil so that the creation of these alignment sessions between projects will be on the agenda of the next meeting of the Program Unit.
[Added: 2022/03/18]
UNDP project team 2022/06 Not Initiated

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