Mid-term evaluation Sustainable Forest Management and Multiple Global Environmental Benefits

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Evaluation Plan:
2015-2019, Guatemala
Evaluation Type:
Mid Term Project
Planned End Date:
06/2017
Completion Date:
03/2017
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
20,000

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Document Type Language Size Status Downloads
Download document TDR Evaluación Experto en Evaluación.pdf tor Spanish 649.34 KB Posted 296
Download document TDR Evaluacion Experto Forestal.pdf tor Spanish 675.28 KB Posted 214
Download document Mid Term Review SFM PMIS 4637 Project 73935 vs English 2018.pdf report English 3451.09 KB Posted 162
Title Mid-term evaluation Sustainable Forest Management and Multiple Global Environmental Benefits
Atlas Project Number: 00073935
Evaluation Plan: 2015-2019, Guatemala
Evaluation Type: Mid Term Project
Status: Completed
Completion Date: 03/2017
Planned End Date: 06/2017
Management Response: Yes
Focus Area:
  • 1. Others
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
  • 1. Output 1.1. National and sub-national systems and institutions enabled to achieve structural transformation of productive capacities that are sustainable and employment - and livelihoods- intensive
  • 2. Output 1.3. Solutions developed at national and sub-national levels for sustainable management of natural resources, ecosystem services, chemicals and waste
Evaluation Budget(US $): 20,000
Source of Funding: UNDP/GEF
Evaluation Expenditure(US $): 20,000
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Gustavo Pinelo Forestry Officer gpinelo@gmail.com
Ronny Muñoz Assessment Expert evaluador.costarica@gmail.com
GEF Evaluation: Yes
GEF Project Title:
Evaluation Type:
Focal Area: Multifocal Areas
Project Type: FSP
GEF Phase: GEF-5
GEF Project ID:
PIMS Number: 4637
Key Stakeholders: National Council on Protected Areas, National Forestry Institute and Ministry of the Environment and Natural Resources
Countries: GUATEMALA
Lessons
Findings
Recommendations
1

To strengthen the execution of the project, the PMU must: 1) give feedback to the new authorities on the project; 2) to increase the communication about the hiring process and that the institutions improve the efficiency in the approval of the consultancies and provide greater support and presence in the field; 3) implement strategies to make the project visible and also the institutions involved in the areas of intervention; And 4) document and share the lessons learned from the adaptive management process with key partners.

1. Recommendation:

To strengthen the execution of the project, the PMU must: 1) give feedback to the new authorities on the project; 2) to increase the communication about the hiring process and that the institutions improve the efficiency in the approval of the consultancies and provide greater support and presence in the field; 3) implement strategies to make the project visible and also the institutions involved in the areas of intervention; And 4) document and share the lessons learned from the adaptive management process with key partners.

Management Response: [Added: 2017/12/08]

This recommendation is being attended since 2016. For this, the project became more active communicating all the issues related to the project, especially with the national authorities thru the advisory technical committee (ATC) and the Project Board meetings (1.1). In the case of the hiring process, the project, has stablished an agreement with the partners to bring more accountability of the whole selection process as well as the active participation of officials in the process, and together stablished a mechanisms with times, to speed up the approval of the consultancies products (1.2). For making the project more visible, the project already constructed a branding manual of the project that already was socialize with the project partners, and conducted a capacity-building event, to all the project partners to repot more effectively and strengthen the visibility of the project (1.3) (1.4). And to document and share de lessons learned from the adaptative management, the project have a person in charge of all the monitoring and evaluation system, so all the good and bad decisions will be properly documented and will be shared with the partner at the ATC meetings (1.5).

Key Actions:

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