Final Evaluation Project on Sustainable Management of Forests and Multiple Global Environmental Benefits

Report Cover Image
Evaluation Plan:
2015-2019, Guatemala
Evaluation Type:
Final Project
Planned End Date:
08/2018
Completion Date:
12/2018
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
25,000

Share

Document Type Language Size Status Downloads
Download document 1806 TdR_CI_EvaluaciĆ³nFinal_Proyecto Bosques.pdf tor Spanish 7168.09 KB Posted 80
Download document PIMS 4637 TE Sustainable Management of Forests.pdf report English 3213.21 KB Posted 94
Title Final Evaluation Project on Sustainable Management of Forests and Multiple Global Environmental Benefits
Atlas Project Number: 00086515
Evaluation Plan: 2015-2019, Guatemala
Evaluation Type: Final Project
Status: Completed
Completion Date: 12/2018
Planned End Date: 08/2018
Management Response: Yes
Focus Area:
  • 1. Others
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
  • 1. 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 $): 25,000
Source of Funding: UNDP/GEF
Evaluation Expenditure(US $): 25,000
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Javier Jahnsen
GEF Evaluation: Yes
GEF Project Title: Sustainable Forest Management and Multiple Global Environmental Benefits.
Evaluation Type: Terminal Evaluation
Focal Area: Biodiversity
Project Type: FSP
GEF Phase: GEF-5
GEF Project ID: 4479
PIMS Number: 4637
Key Stakeholders: National Council on Protected Areas Ministry of the Environment and Natural Resources
Countries: GUATEMALA
Lessons
1.
  • The commitment and political will are key to the success of an intervention, particularly with regard to international agreements in the field of reforestation and forest management.
  • Technical advisory committees can become important instances of coordination and technical support if the role assigned to them goes beyond the informative aspect and focuses on the proposal of technical solutions to identified bottlenecks.
  • Through the planning instruments available thanks to the project, municipal stakeholders can have a significant impact on sustainability, by targeting local resources in strategic management of forests and soils (e.g. development of forestry nurseries, dissemination of information on resources of the forestry incentives and preventive activities that reduce the stress placed on the ecosystems.
  • The socialization of consulting products linked to manuals and guides and dissemination of the project results framework, allows, respectively, the knowledge of the technical tools available to beneficiaries and project expectations at all levels.
  • The active involvement of partners from the academic sector, such as technical advisers, provides technical and scientific recommendations on aspects of implementation and rigorous measurement of indicators, respectively.
  • The involvement of the private sector and stakeholders such as AGEXPORT in this project is also necessary to generate processes of sustainability through productive chains.
  • Every project, regardless of its mode of implementation, should have an M&E plan and a person responsible for that area from the beginning.
  • The TORs of the RMT should include identifying if there is an exit strategy. Otherwise, they should specifically recommend the steps to develop and implement one (according to the project specificity).
  • Similar projects should consider in its design the duration of the various parallel processes of institutional approval of documents, policies and manuals (REDD+ strategy).
  • All project initiations have a learning curve, which can be better exploited if the management is oriented to results.
  • At the beginning, the PRODOC needs to be spread to all stakeholders of the project. Otherwise, the intervention is sprayed and not allowed to have a project overview from top to bottom and vice versa.
  • The mid-term review must be carried out in a timely manner, even if there is no progress to show, because this allows you to identify potential bottlenecks and gives sufficient time to make adjustments and improve performance.
  • Any training activity should be part of a plan and must have quantitative and qualitative indicators, which will help assessing the effects of this series of activities.
  • All agreements should have a formal assessment to measure their benefit before and in the middle of its completion.
  • The definition of a clear exit strategy promotes ownership and sustainability of activities.
  • The counterpart of each beneficiary institution is key to strengthening the commitment and ownership of each project. 
  • Awareness materials and promotion must be tailored to the audience (students of different levels, languages, etc.).
  • Temporary bodies such as the CTA should be more proactive and strategic to add value to the activities/processes in the project.
  • Create thematic networks among all those responsible from technical entities can improve the sustainability of interventions and can facilitate their replication/scaling (e.g.  Network of environmental offices in each region)
  • It cannot be assumed that the agreements work alone and will generate a substantial change.
  • The design must contemplate the operational tools that allow for an agile implementation, which are the conditions necessary for advancing or and which are barriers, for example, the partnership strategy of micro-capital could have included; that was something not expected to be included and it generated a good result. This was also a good adaptive management.
  • Take the integrality of all stakeholders involved, social organizations, private sector, the diversity of institutions, in order to have a good coordination that can be maintained over time, once a project is completed. This requires analytical reading and a deeper policy on the theme and to invest resources in a more strategic way.  
  • Influence in municipalities with the planning instruments, such as this project did through SEGEPLAN, although there is always the need to give continuity and invest in follow-up mechanisms. It is positive that mayors should commit to these documents and tools and invest and capture resources. For example, there were municipalities that were helped with this planning and they were requested to have their own forest nursery and now they have their own plants for the reforestation of the areas they define and are already capturing resources from the forestry incentives. Also, they already have forest firefighters for the dry seasons, and brigades have been formed.
  • It is necessary to collect information on the fire brigades’ activities and results in order to show the results, they should be systematized.

Findings
Recommendations
1

Just like there is a workshop to launch the project, a closing work workshop should be planned, perhaps applying a SWOT methodology, whose result would serve as a planning tool for the participating entities.

2

The review and assessment of inter-institutional agreements at the middle of its implementation period is recommended as a good practice. 

3

The project coordinator should officially send all training materials to the authorities of the municipalities of intervention, in order to be kept as working and induction tools for new staff members.

4

For both DIM and NIM modalities, management should be results-oriented and be supported by a robust strategic planning (critical path, CTA, M&E).

5

Toward the end of the management, the UGP should make an assessment of the execution of each agreement signed and its implications for the project. This assessment should include an analysis of the benefits obtained or the existence of bottlenecks.

6

During the execution of the project other key stakeholders (who were not necessarily mentioned in the PRODOC) should be identified and become involved.  In the particular case of this project, we included other stakeholders through the micro-capital agreements, as was the case with CATIE, Fundación Solar, AGEXPORT, UVG, ADA2 and FCG; as well as local organizations, at the community level, bringing benefits to the project. However, it should be noted that could more advantage could have been taken from the private sector participation in the activities of the project.

7

The UGP should be prepared to socialize the Project results through project closure activities, and mainly, it should prepare and plan the content and information to be disseminated. Such activities may include events/workshops of the closure for the authorities, presenting the project’s achievements, the barriers and challenges ahead (with responsible bodies at the political/technical level).

8

The preparation of the Operations Manual for the project from the beginning, is always advisable in order to define and describe the relevant processes for the project management; moreover, it can be used as a reference for future projects.

9

Include, from the initial approach to risk management, which the resolution actions will be in the face of the electoral processes that constitute a political risk for the sustainability of interventions.

10

Provide continuity to the incentives program and to the implementation of management plans developed by the communities are concrete actions that could impact the sustainability of efforts achieved with the project.

11

It is advisable to promote organizational processes in the institutions that allow the continuity of the results and management of projects of the same line or thematic axis.

12

Planning a better water harvesting as an adaptation measure to improve the resilience and reduce environmental risks to the sustainability of interventions.

13

The extension activities of the MAGA can be a key element for the sustainability of interventions, at least from the point of view of the supervision of the continuity of activities in the intervened municipalities.

14

In conjunction with the Project Unit of the MARN, the UGP should develop an exit strategy for the project. Said strategy should take into account the following guidelines:

  1. Consider and select national stakeholders that will intervene in the joint monitoring of the activities and results proposed by the project, institutions that participate in the multi-sectoral approach to the sustainable management aspects of forests and soils, development NGOs that work in municipalities, representatives of municipal mayors and municipal delegations of state institutions.
  2. The Project Board, supported by the Management Unit, shall act as coordinator of the project’s exit strategy and after its closing shall pass on the responsibility of continuity to the group of stakeholders selected.
  3. Systematization of answers to the question: What activities of the project are to stay beyond the closure?
  4. Joint development of a schedule that allows closing the project and detail the nature, term and cost of activities that should be given continuity.  
  5. Inclusion of indicators that will allow for a rapid monitoring of activities that integrate the exit strategy. These indicators correspond to the percentage of planned activities that were executed and the percentage of commitments that needed to be maintained and that were met by the various institutions.
  6. The exit strategy should incorporate the following information:

     

Strategy/Exit Activity/Continuity

Who will be responsible?

Date on which the strategy will be executed

How will it be monitored?

What is the cost of this activity?

 

 

 

 

 

 

1. Recommendation:

Just like there is a workshop to launch the project, a closing work workshop should be planned, perhaps applying a SWOT methodology, whose result would serve as a planning tool for the participating entities.

Management Response: [Added: 2018/12/12] [Last Updated: 2019/11/12]

The Project has held four closing meetings; two at the regional level, one with the national actors and one with the team of the Project Management unit.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.1. Closing regional meetings for presentation and analysis of project results and distribution of the knowledge products generated by the project partners and local actors.
[Added: 2019/05/28]
Project Management Unit (PMU) 2018/12 Completed
1.2 Meeting with national stakeholders for presentation and analysis of project results and distribution of the knowledge products generated by the project partners and local stakeholders, and feedback on actions taken.
[Added: 2019/11/12]
Project Management Unit (PMU) 2018/12 Completed
1.3 Technical meeting with the PMU for the analysis of results, evaluation of impacts, sustainability analysis of project actions.
[Added: 2019/11/12]
Project Management Unit (PMU) 2018/12 Completed
2. Recommendation:

The review and assessment of inter-institutional agreements at the middle of its implementation period is recommended as a good practice. 

Management Response: [Added: 2018/12/12] [Last Updated: 2019/11/12]

The project carried out evaluations and periodic reviews of the agreements, however, it is considered necessary that in future projects there must be a standardized format for carrying out the review and evaluation of the agreements and that this must be included in the agreement document.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.1 Analysis and review of the reports of the agreements signed by the project.
[Added: 2019/11/12]
Project Management Unit (PMU) 2018/12 Completed
3. Recommendation:

The project coordinator should officially send all training materials to the authorities of the municipalities of intervention, in order to be kept as working and induction tools for new staff members.

Management Response: [Added: 2018/12/12] [Last Updated: 2019/11/12]

The project has officially delivered all the training materials.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
3.1. Knowledge and training materials have been officially delivered to all the partners and municipal authorities.
[Added: 2019/11/12]
Project Management Unit (PMU) 2018/12 Completed
4. Recommendation:

For both DIM and NIM modalities, management should be results-oriented and be supported by a robust strategic planning (critical path, CTA, M&E).

Management Response: [Added: 2018/12/12] [Last Updated: 2019/11/12]

For both DIM and NIM implementation modalities, management should be results-oriented and be supported by a robust strategic planning (critical path, CTA, M&E).

Key Actions:

Key Action Responsible DueDate Status Comments Documents
4.1. In future projects, UNDP will incorporate these elements, from the beginning of the planning phase.
[Added: 2019/11/12]
Project Management Unit (PMU) 2018/12 Completed
5. Recommendation:

Toward the end of the management, the UGP should make an assessment of the execution of each agreement signed and its implications for the project. This assessment should include an analysis of the benefits obtained or the existence of bottlenecks.

Management Response: [Added: 2018/12/12] [Last Updated: 2019/11/12]

The project carried out periodic evaluations and reviews of the agreements, however, it is considered necessary that in future projects there must exist a standardized format for reviewing, evaluating and valuing the benefits obtained through the signing of the agreements and thereby identifying the bottleneck, risks and possible obstacles that may occur during its implementation.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
5.1 Review, evaluation and analysis of impacts of the results obtained from the agreements
[Added: 2019/11/12]
Project Management Unit (PMU) 2018/12 Completed
6. Recommendation:

During the execution of the project other key stakeholders (who were not necessarily mentioned in the PRODOC) should be identified and become involved.  In the particular case of this project, we included other stakeholders through the micro-capital agreements, as was the case with CATIE, Fundación Solar, AGEXPORT, UVG, ADA2 and FCG; as well as local organizations, at the community level, bringing benefits to the project. However, it should be noted that could more advantage could have been taken from the private sector participation in the activities of the project.

Management Response: [Added: 2018/12/12] [Last Updated: 2019/11/12]

The project sought to ensure the inclusion of actors that were not visible at the beginning, such as the private sector and the academy. With this strategy, the project achieved the generation of value chains for agricultural products with the support of the private sector; enhancing the sustainability of the project's actions.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
6.1 By using the micro capital agreements, the project was able to include actors that were not visible at the beginning, such as AGEXPORT, and others.
[Added: 2019/11/12]
Project Management Unit (PMU) 2018/12 Completed
7. Recommendation:

The UGP should be prepared to socialize the Project results through project closure activities, and mainly, it should prepare and plan the content and information to be disseminated. Such activities may include events/workshops of the closure for the authorities, presenting the project’s achievements, the barriers and challenges ahead (with responsible bodies at the political/technical level).

Management Response: [Added: 2018/12/12] [Last Updated: 2019/11/12]

Three workshops were held to close the project, 2 at the level of the pilot regions and one at the national level, which included the participation of the beneficiaries and project partners, where information generated by the project was delivered.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
7.1. Realization of closing events and delivery of knowledge products generated by the project
[Added: 2019/11/12]
Project Management Unit (PMU) 2018/11 Completed
8. Recommendation:

The preparation of the Operations Manual for the project from the beginning, is always advisable in order to define and describe the relevant processes for the project management; moreover, it can be used as a reference for future projects.

Management Response: [Added: 2018/12/12] [Last Updated: 2019/11/12]

The project operations respond to UNDP Program and Operation Policies and Procedures (POPP) Guide. The POPP, was taken as the operations manual for the project, as a standardized and operative document for this and all other projects under UNDP management

Key Actions:

Key Action Responsible DueDate Status Comments Documents
8.1 Use of POPP as a standardized document for the implementation, administration and management of the project.
[Added: 2019/11/12]
Project Management Unit (PMU) 2018/12 Completed
9. Recommendation:

Include, from the initial approach to risk management, which the resolution actions will be in the face of the electoral processes that constitute a political risk for the sustainability of interventions.

Management Response: [Added: 2018/12/12] [Last Updated: 2019/11/12]

For the attention of the effects of the electoral processes, the project sought to improve and strengthen the CTA to diminish the effects of the political dynamics and change of authorities, while at the same time ensuring continuity to the implementation of the project.

 

The strategic planning of the municipalities was strengthened as a way to reduce the risk generated by the electoral processes at the local level, as it provides guide for the actions and financial resources to be planned, directed and utilized by the forest/environment management unit.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
9.1 Strengthening the work and participation of the project partners in the CTA, by making more periodic meetings.
[Added: 2019/11/12]
Project Management Unit (PMU) 2018/12 Completed
9.2 Municipal strategic planning documents strengthened and aligned with the national priorities of the National Development Plan.
[Added: 2019/11/12]
Project Management Unit (PMU) 2018/12 Completed
10. Recommendation:

Provide continuity to the incentives program and to the implementation of management plans developed by the communities are concrete actions that could impact the sustainability of efforts achieved with the project.

Management Response: [Added: 2018/12/12] [Last Updated: 2019/11/12]

By supporting the Probosque Law and strengthening the strategic planning of INAB and its work in the regions, especially in relation to the promotion of the national incentive programs, the project is ensuring the continuity of the incentive programs and the work of INAB.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
10.1 Ensure that national partners know and have the facilities to provide an adequate follow-up to forest incentives and development plans.
[Added: 2019/11/12]
Project Management Unit (PMU) 2018/12 Completed
11. Recommendation:

It is advisable to promote organizational processes in the institutions that allow the continuity of the results and management of projects of the same line or thematic axis.

Management Response: [Added: 2018/12/12] [Last Updated: 2019/11/12]

The project approach was more programmatic, and from the beginning the strengthening of the institutions was sought as they have a greater link with the areas of action of the project, particularly in the areas of forest management, forest fires and sustainable land management.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
11.1 Strengthen national and local institutions linked to the topics of forest management, prevention and control of forest fires and sustainable land management, in conjunction with municipalities, the private sector, non-governmental organizations and communities, through the provision of equipment, training and development of educational materials.
[Added: 2019/11/12]
Project Management Unit (PMU) 2018/12 Completed
12. Recommendation:

Planning a better water harvesting as an adaptation measure to improve the resilience and reduce environmental risks to the sustainability of interventions.

Management Response: [Added: 2018/12/12] [Last Updated: 2019/11/12]

Two basin plans were elaborated, which were socialized and partially implemented to improve the integral management of the water resource.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
12.1 Elaboration, socialization and implementation of two watershed plans as well as the implementation of mechanisms to improve the sustainable management of water, in the pilot region 1 (South East).
[Added: 2019/11/12]
Project Management Unit (PMU) 2018/12 Completed
13. Recommendation:

The extension activities of the MAGA can be a key element for the sustainability of interventions, at least from the point of view of the supervision of the continuity of activities in the intervened municipalities.

Management Response: [Added: 2018/12/12] [Last Updated: 2019/11/12]

Together with MAGA and local actors, a manual of good agroforestry practices was developed with a territorial approach. This will serve as a guide for the regional offices as well as to the centers of the Ministry of Agriculture, Livestock and Food -MAGA- making its interventions more effective. This will also allow the extension workers to have adequate material to meet the needs of each of the regions of work

Key Actions:

Key Action Responsible DueDate Status Comments Documents
13.1 Together with MAGA, INAB, MARN and other local actors, elaborate, socialize and distribute the manuals of good agricultural and forestry practices with a local background.
[Added: 2019/11/12]
Project Management Unit (PMU) 2018/12 Completed
14. Recommendation:

In conjunction with the Project Unit of the MARN, the UGP should develop an exit strategy for the project. Said strategy should take into account the following guidelines:

  1. Consider and select national stakeholders that will intervene in the joint monitoring of the activities and results proposed by the project, institutions that participate in the multi-sectoral approach to the sustainable management aspects of forests and soils, development NGOs that work in municipalities, representatives of municipal mayors and municipal delegations of state institutions.
  2. The Project Board, supported by the Management Unit, shall act as coordinator of the project’s exit strategy and after its closing shall pass on the responsibility of continuity to the group of stakeholders selected.
  3. Systematization of answers to the question: What activities of the project are to stay beyond the closure?
  4. Joint development of a schedule that allows closing the project and detail the nature, term and cost of activities that should be given continuity.  
  5. Inclusion of indicators that will allow for a rapid monitoring of activities that integrate the exit strategy. These indicators correspond to the percentage of planned activities that were executed and the percentage of commitments that needed to be maintained and that were met by the various institutions.
  6. The exit strategy should incorporate the following information:

     

Strategy/Exit Activity/Continuity

Who will be responsible?

Date on which the strategy will be executed

How will it be monitored?

What is the cost of this activity?

 

 

 

 

 

 

Management Response: [Added: 2018/12/12] [Last Updated: 2019/11/12]

Regarding items (a) and (b): the UPM has gathered in a digital file all the guidelines and materials that has been prepared, that will allow the direct partners to continue with the actions that were developed during the project implementation. In the case of MARN it will be able to manage the topics of Climate Change and sustainable land management; MAGA will be in charge of topics related to Climate Change and Agriculture and Sustainable Land Management; INAB will be able to manage sustainable forest management and forestry incentives; Segeplán will be in charge of topics related to strategic planning and territorial ordering and, in the case of non-governmental organizations, they will have instruments for the promotion and valorization of natural resources, and environmental goods and services.

 

Regarding items (c): As part of the CTA, the cost of the activities and financial progress will always be socialized. Actors will receive the existing monitoring and evaluation file. It will allow them to consider the costs of each one of the items or products. This information may help the institutions to continue with other actions and will let them follow-up the project results

Key Actions:

Key Action Responsible DueDate Status Comments Documents
14.1 Delivery of monitoring and evaluation system, and financial information
[Added: 2019/11/12]
Project Management Unit (PMU) 2018/12 Completed

Latest Evaluations

Contact us

1 UN Plaza
DC1-20th Floor
New York, NY 10017
Tel. +1 646 781 4200
Fax. +1 646 781 4213
erc.support@undp.org