Strengthening HIV Resilience in Thailand Mobile Populati

Report Cover Image
Evaluation Plan:
2007-2011, Thailand
Evaluation Type:
Project
Planned End Date:
12/2007
Completion Date:
12/2007
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
10,000

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Title Strengthening HIV Resilience in Thailand Mobile Populati
Atlas Project Number:
Evaluation Plan: 2007-2011, Thailand
Evaluation Type: Project
Status: Completed
Completion Date: 12/2007
Planned End Date: 12/2007
Management Response: Yes
Focus Area:
  • 1. Poverty and MDG
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
Evaluation Budget(US $): 10,000
Source of Funding:
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Nationality
Pimonpan Isarabhakdi Team Leader
GEF Evaluation: No
Key Stakeholders:
Countries: THAILAND
Lessons
Findings
Recommendations
1 Human resource development: For the project of the same kind, all key players on the ground should be those who have already had responsibility for many community activities. Many selected key players are those involve in primary health care such as Community Health Volunteer. They have basic primary health care and be willing to help people, but they also have many others missions to be responsible for. Implementing agency should gradually build capacity of new persons to be members of community core groups.
2 Expanding the length of implementing period is recommended for income generation activities. The long community preparation at the beginning of the project results in a speeding up at the end of the project. Some activities just started in year 2 of the project, as a consequence, achievement of some activities cannot be seen or measured.
3 Alternative options of support for People Living with HIV and AIDS should be considered. Some income generation activities may not be appropriate for PWHAs such as food processing. This is because some PWHAs perceive that others may object to their participation in food processing. Some may be not willing to join and work in the group. Other kind of support such as individual skill training should be an option for them.
4 Marketing planning is crucial. Implementing agency should pay more emphasis to this issue. Though at the time of the evaluation, this is not a serious problem as the groups started running on their own before the project came. It may happen in the future if the groups have no plan and cannot adapt themselves to the competitive market system.
5 By the end of the project, implementing agency should clearly identify local partners to help maintain project activities for sustainability reason.
6 Involve local authorities, particularly the local administrative authorities as advisory committee or core group members so that they can assist and access to resources after the project withdraw from the areas. And the collaboration from relevant government agencies will not be difficult.
7 There should be lessons-learned synthesisation at every level.
8 Key leaders and players in communities have other missions and tasks to be responsible for. This might result in a non-continuity of income generation and HIV activities after the project ends. Therefore, strong core groups should be established at sub-district level.
9 The Bua Ban group involves several stakeholders such a local authorities, community leaders, volunteers as well as People Living with HIV and AIDS. They also work closely with government officials in the areas they could bring about sustainability as when the project ends, these officials will help communities to keep their activities on.
10 The group also has the well established groups to act as a ?mentor? of newly established groups in the project. The ?Sadoa Wan Group? is a group of PQHAs in Warinchamrab district. They assist the PWHAs in Huay Kayung to form the ?Ban Chuen Group? under the project and to conduct group activities.
1. Recommendation: Human resource development: For the project of the same kind, all key players on the ground should be those who have already had responsibility for many community activities. Many selected key players are those involve in primary health care such as Community Health Volunteer. They have basic primary health care and be willing to help people, but they also have many others missions to be responsible for. Implementing agency should gradually build capacity of new persons to be members of community core groups.
Management Response: [Added: 2009/12/03] [Last Updated: 2009/12/03]

Noted. Since the project had already been completed, the recommendations is fully noted for consideration by other future similar projects.

Key Actions:

2. Recommendation: Expanding the length of implementing period is recommended for income generation activities. The long community preparation at the beginning of the project results in a speeding up at the end of the project. Some activities just started in year 2 of the project, as a consequence, achievement of some activities cannot be seen or measured.
Management Response: [Added: 2009/12/03] [Last Updated: 2009/12/03]

Noted. Since the project had already been completed, the recommendation is fully noted for consideration by other future similar projects.

Key Actions:

3. Recommendation: Alternative options of support for People Living with HIV and AIDS should be considered. Some income generation activities may not be appropriate for PWHAs such as food processing. This is because some PWHAs perceive that others may object to their participation in food processing. Some may be not willing to join and work in the group. Other kind of support such as individual skill training should be an option for them.
Management Response: [Added: 2009/12/03] [Last Updated: 2009/12/03]

Noted. Since the project had already been completed, the recommendation is fully noted for consideration by other future similar projects.

Key Actions:

4. Recommendation: Marketing planning is crucial. Implementing agency should pay more emphasis to this issue. Though at the time of the evaluation, this is not a serious problem as the groups started running on their own before the project came. It may happen in the future if the groups have no plan and cannot adapt themselves to the competitive market system.
Management Response: [Added: 2009/12/03] [Last Updated: 2009/12/03]

Noted. Since the project had already been completed, the recommendation is fully noted for consideration by other future similar projects.

Key Actions:

5. Recommendation: By the end of the project, implementing agency should clearly identify local partners to help maintain project activities for sustainability reason.
Management Response: [Added: 2009/12/03] [Last Updated: 2009/12/03]

Noted. Since the project had already been completed, the recommendation is fully noted for consideration by other future similar projects.

Key Actions:

6. Recommendation: Involve local authorities, particularly the local administrative authorities as advisory committee or core group members so that they can assist and access to resources after the project withdraw from the areas. And the collaboration from relevant government agencies will not be difficult.
Management Response: [Added: 2009/12/03] [Last Updated: 2009/12/03]

Noted. Since the project had already been completed, the recommendation is fully noted for consideration by other future similar projects.

Key Actions:

7. Recommendation: There should be lessons-learned synthesisation at every level.
Management Response: [Added: 2009/12/03] [Last Updated: 2009/12/03]

Noted. Since the project had already been completed, the recommendation is fully noted for consideration by other future similar projects.

Key Actions:

8. Recommendation: Key leaders and players in communities have other missions and tasks to be responsible for. This might result in a non-continuity of income generation and HIV activities after the project ends. Therefore, strong core groups should be established at sub-district level.
Management Response: [Added: 2009/12/03] [Last Updated: 2009/12/03]

Noted. Since the project had already been completed, the recommendation is fully noted for consideration by other future similar projects.

Key Actions:

9. Recommendation: The Bua Ban group involves several stakeholders such a local authorities, community leaders, volunteers as well as People Living with HIV and AIDS. They also work closely with government officials in the areas they could bring about sustainability as when the project ends, these officials will help communities to keep their activities on.
Management Response: [Added: 2009/12/03] [Last Updated: 2009/12/03]

Noted. Since the project had already been completed, the recommendation is fully noted for consideration by other future similar projects.

Key Actions:

10. Recommendation: The group also has the well established groups to act as a ?mentor? of newly established groups in the project. The ?Sadoa Wan Group? is a group of PQHAs in Warinchamrab district. They assist the PWHAs in Huay Kayung to form the ?Ban Chuen Group? under the project and to conduct group activities.
Management Response: [Added: 2009/12/03] [Last Updated: 2009/12/03]

Noted.

Key Actions:

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