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:
Completion Date:
Management Response:
Evaluation Budget(US $):


Document Type Language Size Status Downloads
Download document 1806 TdR_CI_EvaluaciĆ³nFinal_Proyecto Bosques.pdf tor Spanish 7168.09 KB Posted 36
Download document PIMS 4637 TE Sustainable Management of Forests.pdf report English 3213.21 KB Posted 33
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: No
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
Mandatory Evaluation: 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

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.


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


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.


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


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.


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.


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).


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.


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.


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.


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.


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


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.


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 not available

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