Mid-Term Review Sustainable Management of Biodiversity in Thailand's Production Landscape (SMBT) Project

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Evaluation Plan:
2012-2016, Thailand
Evaluation Type:
Mid Term Project
Planned End Date:
04/2014
Completion Date:
03/2015
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
25,500

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Title Mid-Term Review Sustainable Management of Biodiversity in Thailand's Production Landscape (SMBT) Project
Atlas Project Number: 00077720
Evaluation Plan: 2012-2016, Thailand
Evaluation Type: Mid Term Project
Status: Completed
Completion Date: 03/2015
Planned End Date: 04/2014
Management Response: Yes
Focus Area:
  • 1. Others
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 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 $): 25,500
Source of Funding: GEF
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Nationality
Keith Lindsay International Consultant
Walaitat Worakul National Consultant THAILAND
GEF Evaluation: Yes
Evaluation Type:
Focal Area: Biodiversity
Project Type: EA
GEF Phase: GEF-1
PIMS Number: 3642
Key Stakeholders: Biodiversity-based Economy Development Officer, Raks Thai Foundation, Thailand Environment Institute
Countries: THAILAND
Comments: The ToR was designed in early 2014 but selections process of consultants were only finalized in October 2014 with expected date of the Mid-Term Review to be completed by December 2014. But the report was actually finalized in March 2015.
Lessons
Findings
Recommendations
1 Corrective actions for the design, implementation, monitoring and evaluation of the project The following actions are proposed to aid project implementation and M&E: 1. Extend the project timescale, to compensate for time lost during Inception, recruitment and launching of implementation. There should not be significant financial implications, but there may be need for additional funds in UNDP for project management/oversight, and with RTF/TEI for management/administrative costs. It will be necessary to discuss, receive proposals and negotiate. 2. If a no extension is considered possible by UNDP-GEF, there should be accelerated efforts on a few key priority areas. These include: ? Accelerating the certifying process for pilot CbSEs products. ? Developing BEDO?s staff capacity based on a systematic needs assessment. ? Building a roster/database of potential funders for CbSEs ? Seeking and agreeing more MoUs to sustain support after the project ends. 3. Results Framework revision. The RF should be revised to create greater coherence between some Indicators, Baselines and Targets. The changes proposed would appear to need consideration and approval by the PMU, UNDP CO and Regional Technical Advisor and Project Board. An appropriate process of approval should be set underway following consideration of this MTR report. Quarterly reports should make more specific reference to progress towards RF Targets.
2 Actions to follow up or reinforce initial benefits from the project The following actions are proposed to help reinforce the progress made by the project thus far: 4. Outcome 1.1: Greater momentum is needed to increase BEDO institutional and staff capacity. A comprehensive training needs assessment of BEDO?s staff should be developed and linked to the Organizational competency profile and staff performance assessment. 5. Outcome 1.2: Considerably more attention is needed towards developing a more broadly based, multi-sectoral and sustainable Partner Network. BEDO should play a more active role in bringing together relevant agencies such as Industrial Promotion Department, which works extensively with SMEs throughout the country and Community Development Department, focal point for the OTOP. Academic and private sector service providers should also be engaged more thoroughly, to support BEDO's work with communities. The role of BEDO?s National Assembly should be further strengthened to serve as a platform for knowledge, resources and market exchange among participating communities. 6. Outcome 2.2: Work with experts on measuring harvesting/offtake in forestry and fisheries to estimate MSY as a benchmark to set conservative, sustainable offtake levels, and include such measures in the community biodiversity monitoring programme of Outcome 2.1. In addition, get assistance to develop methods for estimating and improving revenue/cost ratios. 7. Outcome 2.3: Continue support efforts at community level, focusing on developing comprehensive business and conservation plans, improving product design and quality to meet market demand/preferences, accelerating the process of getting certifications from relevant bodies, including BEDO brand, and strengthening CbSE management capacity to ensure its long term sustainability. 8. Outcome 3.1: For this Outcome's target is to be achieved, there should be product development and marketing strategies based on market research. The ?high-end market? should be broadened to include the domestic niche market in the first instance, with the international market as a longer term goal. The possibility of a "low-end/ high volume" contract to supply biodegradable bamboo pots for forestry seedlings should be followed up. 9. Outcome 3.3: There should be systematic study to identify potential investment options/ windows to support pilot CbSEs, and efforts made to develop such opportunities. Efforts should be made to encourage private financial institutions to provide "micro-credit" or other investment options to CbSEs, and to encourage greater support through corporate social responsibility. 10. Implementation and sustainability: Greater direct involvement of BEDO staff at site level would assist RTF and TEI with needed expertise on product development/ marketing, contribute to BEDO staff development and promote post-project sustainability.
3 Taking the project achievements forward would involve building on the lessons learned and making use of opportunities for replication and scaling-up of the CbSEs. Proposals for future directions underlining main objectives The following proposals would support future directions for the project to underline the main objectives: 11. Analyse the lessons learned from the pilot efforts, with respect to different factors presented by their specific conditions, documentation of impacts on biodiversity indices, all leading to documentation of opportunities for future implementation and scaling-up. In the context of such an analysis, consider the factors that are known to promote small businesses and CbSEs, including the enabling environment, the specifics of community composition that require special attention in mobilisation and participation, the availability of support services and the access to markets of different types. 12. Sustainability and Impact ? It is essential to begin now on developing a Sustainability Plan, with an Exit Strategy. ? Although not needed until EoP, the PMU and UNDP should consider now an approach to Reviewing Outcomes to Impacts (ROtI). 13. The Sustainability Plan should consider whether there should be follow-up activities to extend the lifespan of the existing initiatives. If this follow-up forms part of the plan, BEDO should consider incorporating the project activities into its Community Economy Development Program, with help if needed from the Marketing Strategy Program. Plans should be made and initiated without delay for relevant BEDO staff to coordinate actively with the PMU, so that there is a smooth transition at project completion. 14. Where possible, CbSE project experiences from pilot sites should be replicated by other communities under the Assembly. Replication plans should be developed and should consider: ? Whether to work with implementation partners, as in the current project, or whether BEDO field staff could take it on. ? Which new communities, and which products ? What budget would be needed ? costed plans would be needed Where funding would come from ? directly from BEDO
1. Recommendation: Corrective actions for the design, implementation, monitoring and evaluation of the project The following actions are proposed to aid project implementation and M&E: 1. Extend the project timescale, to compensate for time lost during Inception, recruitment and launching of implementation. There should not be significant financial implications, but there may be need for additional funds in UNDP for project management/oversight, and with RTF/TEI for management/administrative costs. It will be necessary to discuss, receive proposals and negotiate. 2. If a no extension is considered possible by UNDP-GEF, there should be accelerated efforts on a few key priority areas. These include: ? Accelerating the certifying process for pilot CbSEs products. ? Developing BEDO?s staff capacity based on a systematic needs assessment. ? Building a roster/database of potential funders for CbSEs ? Seeking and agreeing more MoUs to sustain support after the project ends. 3. Results Framework revision. The RF should be revised to create greater coherence between some Indicators, Baselines and Targets. The changes proposed would appear to need consideration and approval by the PMU, UNDP CO and Regional Technical Advisor and Project Board. An appropriate process of approval should be set underway following consideration of this MTR report. Quarterly reports should make more specific reference to progress towards RF Targets.
Management Response: [Added: 2015/11/01] [Last Updated: 2015/11/30]

Project team has reviewed the recommendations and provided key actions as follows:

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.1 FDA and BEDO certification Most CbSEs (except Kanjanaburi)have submitted for FDA mark and BEDO mark. At August 2015, FDA have visited CbSEs for certification and given recommendations to improve manufacturing process to meet FDA standard. Phang Nga CbSE?s products (Chilipaste with sea animal) has already been certified by FDA.
[Added: 2015/11/30] [Last Updated: 2017/05/03]
BEDO-PMU 2015/10 Completed History
1.2 Kanjanaburi CbSE has applied to Community Development Department for Community Product Standard certification. Their bamboo scrap product is expected to be certified within October
[Added: 2015/11/30] [Last Updated: 2017/05/03]
Community Development Department 2015/10 Completed History
1.3 All CbSEs are certified by BEDO
[Added: 2015/11/30] [Last Updated: 2017/05/03]
BEDO 2015/10 Completed History
1.4 BEDO-PMU and UNDP has agreed not to alter project?s indicators and objectives, only include description for each successful/ unsuccessful indicator.
[Added: 2015/11/30]
BEDO-PMU 2015/12 Completed
2. Recommendation: Actions to follow up or reinforce initial benefits from the project The following actions are proposed to help reinforce the progress made by the project thus far: 4. Outcome 1.1: Greater momentum is needed to increase BEDO institutional and staff capacity. A comprehensive training needs assessment of BEDO?s staff should be developed and linked to the Organizational competency profile and staff performance assessment. 5. Outcome 1.2: Considerably more attention is needed towards developing a more broadly based, multi-sectoral and sustainable Partner Network. BEDO should play a more active role in bringing together relevant agencies such as Industrial Promotion Department, which works extensively with SMEs throughout the country and Community Development Department, focal point for the OTOP. Academic and private sector service providers should also be engaged more thoroughly, to support BEDO's work with communities. The role of BEDO?s National Assembly should be further strengthened to serve as a platform for knowledge, resources and market exchange among participating communities. 6. Outcome 2.2: Work with experts on measuring harvesting/offtake in forestry and fisheries to estimate MSY as a benchmark to set conservative, sustainable offtake levels, and include such measures in the community biodiversity monitoring programme of Outcome 2.1. In addition, get assistance to develop methods for estimating and improving revenue/cost ratios. 7. Outcome 2.3: Continue support efforts at community level, focusing on developing comprehensive business and conservation plans, improving product design and quality to meet market demand/preferences, accelerating the process of getting certifications from relevant bodies, including BEDO brand, and strengthening CbSE management capacity to ensure its long term sustainability. 8. Outcome 3.1: For this Outcome's target is to be achieved, there should be product development and marketing strategies based on market research. The ?high-end market? should be broadened to include the domestic niche market in the first instance, with the international market as a longer term goal. The possibility of a "low-end/ high volume" contract to supply biodegradable bamboo pots for forestry seedlings should be followed up. 9. Outcome 3.3: There should be systematic study to identify potential investment options/ windows to support pilot CbSEs, and efforts made to develop such opportunities. Efforts should be made to encourage private financial institutions to provide "micro-credit" or other investment options to CbSEs, and to encourage greater support through corporate social responsibility. 10. Implementation and sustainability: Greater direct involvement of BEDO staff at site level would assist RTF and TEI with needed expertise on product development/ marketing, contribute to BEDO staff development and promote post-project sustainability.
Management Response: [Added: 2015/11/30] [Last Updated: 2015/11/30]

Project team has reviewed the recommendations and provided key actions as follows:

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.1 Develop BEDO?s role as a national focal point of biodiversity business.
[Added: 2015/11/30]
bedo 2015/10 Completed
2.2 BEDO staff competency has been evaluated by an educational institute to design suitable business facilitator training programmes.
[Added: 2015/11/30] [Last Updated: 2017/05/03]
BEDO 2015/12 Completed History
2.3 Maximum Sustainable yield has been researched and evaluated in all pilot sites. Business plans of all CbSEs have been designed to control Biodiversity resources usage to prevent overuse.
[Added: 2015/11/30]
BEDO 2015/12 Completed
2.4 Outcome 2.3, BEDO and partners (TEI/ RTF) have discussed to carry on site level work after project termination.
[Added: 2015/11/30] [Last Updated: 2017/05/03]
BEDO 2015/12 Completed History
2.5 Outcome 3.3, private investment and subsidies studied have been researched by project partners and educational institutes
[Added: 2015/11/30] [Last Updated: 2017/05/03]
BEDO 2015/10 Completed History
3. Recommendation: Taking the project achievements forward would involve building on the lessons learned and making use of opportunities for replication and scaling-up of the CbSEs. Proposals for future directions underlining main objectives The following proposals would support future directions for the project to underline the main objectives: 11. Analyse the lessons learned from the pilot efforts, with respect to different factors presented by their specific conditions, documentation of impacts on biodiversity indices, all leading to documentation of opportunities for future implementation and scaling-up. In the context of such an analysis, consider the factors that are known to promote small businesses and CbSEs, including the enabling environment, the specifics of community composition that require special attention in mobilisation and participation, the availability of support services and the access to markets of different types. 12. Sustainability and Impact ? It is essential to begin now on developing a Sustainability Plan, with an Exit Strategy. ? Although not needed until EoP, the PMU and UNDP should consider now an approach to Reviewing Outcomes to Impacts (ROtI). 13. The Sustainability Plan should consider whether there should be follow-up activities to extend the lifespan of the existing initiatives. If this follow-up forms part of the plan, BEDO should consider incorporating the project activities into its Community Economy Development Program, with help if needed from the Marketing Strategy Program. Plans should be made and initiated without delay for relevant BEDO staff to coordinate actively with the PMU, so that there is a smooth transition at project completion. 14. Where possible, CbSE project experiences from pilot sites should be replicated by other communities under the Assembly. Replication plans should be developed and should consider: ? Whether to work with implementation partners, as in the current project, or whether BEDO field staff could take it on. ? Which new communities, and which products ? What budget would be needed ? costed plans would be needed Where funding would come from ? directly from BEDO
Management Response: [Added: 2015/11/30] [Last Updated: 2015/11/30]

Project team has reviewed the recommendations and provided key actions as follows:

Key Actions:

Key Action Responsible DueDate Status Comments Documents
3.1 Designed structure of lesson learned report. The report consisted of two parts which are project formulation and project implementation.
[Added: 2015/11/30] [Last Updated: 2017/05/03]
BEDO-PMU 2015/09 Completed History
3.2 Project termination strategies have been prepared by BEDO and partners. To continue running CbSEs model, pilot CbSEs will be transferred to be under BEDO support, which includes marketing, publication, and hi-end product development.
[Added: 2015/11/30] [Last Updated: 2017/05/03]
BEDO-PMU, Partners (TEI/ RTF) 2015/12 Completed History

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