- Evaluation Plan:
- 2009-2012, Haiti
- Evaluation Type:
- Project
- Planned End Date:
- 06/2012
- Completion Date:
- 06/2012
- Status:
- Completed
- Management Response:
- Yes
- Evaluation Budget(US $):
- 15,000
Terminal Evaluation of the project "Capacity Building in and Mainstreaming of Sustainable Land Management in Haiti".
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Title | Terminal Evaluation of the project "Capacity Building in and Mainstreaming of Sustainable Land Management in Haiti". | ||||||||||
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Atlas Project Number: | PID46489 | ||||||||||
Evaluation Plan: | 2009-2012, Haiti | ||||||||||
Evaluation Type: | Project | ||||||||||
Status: | Completed | ||||||||||
Completion Date: | 06/2012 | ||||||||||
Planned End Date: | 06/2012 | ||||||||||
Management Response: | Yes | ||||||||||
Focus Area: |
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Corporate Outcome and Output (UNDP Strategic Plan 2018-2021) |
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Evaluation Budget(US $): | 15,000 | ||||||||||
Source of Funding: | GEF | ||||||||||
Joint Programme: | No | ||||||||||
Joint Evaluation: | No | ||||||||||
Evaluation Team members: |
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GEF Evaluation: | Yes
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Key Stakeholders: | MDE, PNUD, MARNDR | ||||||||||
Countries: | HAITI |
Lessons | |
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Findings |
Recommendations | |
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1 | When formulating projects, it is important to ensure the quality of the situational analysis, of which depends necessarily the logic of the project, as well as a correct reading of the risks involved, which should lead to a strategy to operate the project, in case the expected arrangements would not occur. |
2 | This specially includes having a proper ex - ante evaluation of the capabilities of involved organizations, and their institutional needs, which allows to properly establishing their mode of participation in the project, and incorporate it as a comprehensive operational plan, which would be the navigation map of the PMU. |
3 | To ensure additional support and supervision, because the PMU is designed initially to implement the project in the ideal scenario, but not to facing a non-optimal situation. |
4 | Annual supervision reports must point out the strategic issues that deserve corrective responses, and not those of the order of micro-management. UNDP/CO and the regional UNDP / GEF unit should invest directly institutional resources in an M&E systemic approach oriented to results, both at national and regional levels. |
5 | As the project did not reached completely its planned outcomes, the sustainability of partial results obtained in spite of this, depends directly on the continuity of the actions themselves |
6 | The opportunity of this continuity is given by UNDP's institutional support to MoE, i.e. by the PAGE project. |
7 | It should be necessary to insure also other substantive activities such as organizing training sessions, establishing a national system of information, and incorporating SLM principles for decision-making and national interventions. There are plans being next to be implemented from the UNDP - EEU partners that might be an opportunity to warrant continuity. |
8 | Additional lines of activity are: Resume NAPCD formulation and undertake a draft investment plan. |
9 | To perform a full environmental regulation recognized by all stakeholders, the MoE requires cross-cutting policy documents and professional staff and skills trained in a broad conception of the problems of land use |
10 | To achieve a full normative approach in environmental regulation it is necessary to understand the diversity of economic rationalities of their direct users, which can only be learned in the field, with the direct agents of land use. |
11 | The development of training modules is a step in this direction, but it will be necessary to ensure the inclusion of the training process into local development interventions |
12 | It is as well recommendable to continue in the implementation of a comprehensive information system, which should operate at four levels |
13 | Cartographic analysis tools are important to the institutional normative approach to Sustainable Land Management, there is a need to work at a closer scale |
14 | It is urgent to take advantage of the phase of international harmonization of NAPs to resume the interrupted process and link it to the previous recommendation. |
15 | Address the issues of land tenure and its institutional enforcement is a priority because it is the basis of the problem, building an effective policy and going around with effective measures |
16 | Respect to legal framework of land management should be adopted concrete action policy providing that nothing should be done without peasant families, major users of the lands |
17 | Do not pretend to solve the problem of land as a prerequisite for SLM. Harmonization should instead focus on a large corpus of standards |
18 | The central aspect of SLM to Haiti requires promoting the empowerment through professional training, oriented to give an eclectic approach centered on perennial species in general and trees in particular. |
19 | Provide solutions for two types of situations that occur predominantly in Haiti (60% of land in intensively used areas and the remaining 40% under dry hillsides and other sites generally used in a "mining" way by many families). |
20 | It is necessary to continue the development of models of land use based on trees cropping and exploitation of woodlands, according to biogeographic characteristics. |
21 | To harmonize the wood - charcoal with the objectives of SLM should be considered as a priority to increase the share of supply of wood for various uses which comes from human grown trees. |
22 | The Sustainable Land Management approach must include innovative alternatives, such as the comestible Jatropha, other more specific to certain soils (shaded coffee, fruit), and others. |
23 | The question of changes in the mode of operation is broader and covers agricultural activities in general, as for example the case of vetiver (Chrysopogon zizanioides) in areas of intensive farming in the upper basin of Cavaillon. |
24 | The approach by Territorial Planning must actually be part of the entire SLM, but it needs for this to be fed adequately by local experimentation. The CIAT has to be that the LD becomes a central concern in planning land use |
25 | Working under watersheds concept consistently with the objectives of SLM requires that all investments in degraded forest areas at risk are made by the farmers themselves and in their interest, so as to ensure ownership and sustainability. |
Key Action Update History
Management Response: [Added: 2012/12/30]
Attention to quality of situational analysis in future project development Training of staff involved in project development
Key Actions:
Management Response: [Added: 2012/12/30]
Institutionalize evaluations of organizational capacities as part of the project development process
Key Actions:
Management Response: [Added: 2012/12/30]
Key Actions:
Management Response: [Added: 2012/12/30] [Last Updated: 2016/02/22]
Increased investment in learning for designated M&E officers in the CO
Key Actions:
Management Response: [Added: 2012/12/30]
Take note of activities to be followed up in the development of next project in support of the Ministry of Environment
Key Actions:
Management Response: [Added: 2012/12/30]
Take note of activities to be followed up in the next project in support of the Ministry of Environment
Key Actions:
Management Response: [Added: 2012/12/30]
Explore opportunities for collaboration with other actors.
Key Actions:
Management Response: [Added: 2012/12/30]
Key Actions:
Management Response: [Added: 2012/12/30] [Last Updated: 2012/12/30]
Key Actions:
Management Response: [Added: 2012/12/30]
Key Actions:
Management Response: [Added: 2012/12/30]
Key Actions:
Management Response: [Added: 2012/12/30] [Last Updated: 2012/12/30]
Key Actions:
Management Response: [Added: 2012/12/30]
Key Actions:
Management Response: [Added: 2012/12/30]
Key Actions:
Management Response: [Added: 2012/12/30]
Key Actions:
Management Response: [Added: 2012/12/30] [Last Updated: 2012/12/30]
Key Actions:
Management Response: [Added: 2012/12/30]
Key Actions:
Management Response: [Added: 2012/12/30]
Key Actions:
Management Response: [Added: 2012/12/30] [Last Updated: 2016/02/22]
Key Actions:
Management Response: [Added: 2012/12/30]
Key Actions:
Management Response: [Added: 2012/12/30]
Key Actions:
Management Response: [Added: 2012/12/30]
Key Actions:
Management Response: [Added: 2012/12/30]
Key Actions:
Management Response: [Added: 2012/12/30]
Key Actions:
Management Response: [Added: 2012/12/30]
Key Actions: