Strengthening Financial Technical support to Consolidation of National Protected Areas project evaluation

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Evaluation Plan:
2016-2020, Guinea-Bissau
Evaluation Type:
Final Project
Planned End Date:
08/2017
Completion Date:
07/2019
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
50,000

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Title Strengthening Financial Technical support to Consolidation of National Protected Areas project evaluation
Atlas Project Number: 00087219
Evaluation Plan: 2016-2020, Guinea-Bissau
Evaluation Type: Final Project
Status: Completed
Completion Date: 07/2019
Planned End Date: 08/2017
Management Response: Yes
UNDP Signature Solution:
  • 1. Poverty
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 1.1.2 Marginalised groups, particularly the poor, women, people with disabilities and displaced are empowered to gain universal access to basic services and financial and non-financial assets to build productive capacities and benefit from sustainable livelihoods and jobs
SDG Goal
  • Goal 1. End poverty in all its forms everywhere
  • Goal 15. Protect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage forests, combat desertification, and halt and reverse land degradation and halt biodiversity loss
SDG Target
  • 1.a Ensure significant mobilization of resources from a variety of sources, including through enhanced development cooperation, in order to provide adequate and predictable means for developing countries, in particular least developed countries, to implement programmes and policies to end poverty in all its dimensions
  • 15.1 By 2020, ensure the conservation, restoration and sustainable use of terrestrial and inland freshwater ecosystems and their services, in particular forests, wetlands, mountains and drylands, in line with obligations under international agreements
Evaluation Budget(US $): 50,000
Source of Funding: Project Budget
Evaluation Expenditure(US $): 26,422
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Guido Fernandez de Velasco International Consultant guido.fernandez.velasco@gmail.com
GEF Evaluation: Yes
GEF Project Title: Strengthening the financial and operational framework of the national PA system in Guinea-Bissau
Evaluation Type: Mid-term Review
Focal Area: Biodiversity
Project Type: EA
GEF Phase: GEF-1
GEF Project ID: 5368
PIMS Number: 5117
Key Stakeholders: GEF, Secretary of State of Environment, IBAP
Countries: GUINEA-BISSAU
Lessons
Findings
Recommendations
1

Evaluation Recommendation 1: In relation to the design of the project and as proposed in section 4.1 Project strategy, the evaluator recommends taking advantage of the MTR to update the logical framework of the ProDoc. This will facilitate the monitoring and generation of quarterly reports, as well as provide greater clarity when planning the annual work. On the other hand, the modification of the matrix providing new indicators and their goals will allow to better communicate the results at the end of the project, in a more direct and transparent way. What is sought with the change of the indicators of results is to express more reliably what the project is achieving. They do not imply changes of direction but rather of context. Also, all the indicators in the matrix should have their respective baselines and goals.

2

Evaluation Recommendation 1: In relation to the design of the project and as proposed in section 4.1 Project strategy, the evaluator recommends taking advantage of the MTR to update the logical framework of the ProDoc. This will facilitate the monitoring and generation of quarterly reports, as well as provide greater clarity when planning the annual work. On the other hand, the modification of the matrix providing new indicators and their goals will allow to better communicate the results at the end of the project, in a more direct and transparent way. What is sought with the change of the indicators of results is to express more reliably what the project is achieving. They do not imply changes of direction but rather of context. Also, all the indicators in the matrix should have their respective baselines and goals.

3

Evaluation Recommendation 2: The PSC ought to be convened at an earlier stage during the year when the AWP is designed and its members should have a say into what is planned, both technically and financially.

4

Evaluation Recommendation 3: UNDP is looking at the best way to resume the transfer of the GEF USD 1.3 million to FBG. If no solution is found by 2019 the project ought to consider renouncing to transfer GEF funds and return them and concentrate on identifying other potential donors. 

5

Evaluation Recommendation 4: Establish a more visual communication strategy to help park rangers communicate with local authorities. Design a way for local representatives to effectively note their colleagues’ complaints to be transferred to authorities as they develop. Explore the possibility of using social networks and media, as Facebook or Instagram, to pass on key messages to youth especially in urban areas.

6

Evaluation Recommendation 5: To foster conservation efforts within CNP, design and implement a training of trainers environmental programme with schools. Also make better use of the potential provided by the radio.

7

Evaluation Recommendation 6: Improve monitoring and reporting. Include both components, 1 and 2. Do not have separate reports. This also applies to GEF FSC. Right now, they have one for FBG and another for IBAP. The financial sustainability should be seen as a whole, not per project. IBAP’s financial unit to lead on financial reporting to UNDP and GEF taking into consideration inputs from both IBAP, NPAs and FBG.

8

Evaluation Recommendation 7: To ensure sustainability efforts in CNP, the biodiversity friendly activities component ought to be strengthened. We need to consider that people live inside the park and thus the traditional conservation approach doesn’t apply. It is important to rethink management and opt for co-management model for CNP alternating conservation with the rational use of natural resources.  Undertake a regional comparative analysis to determine best cases and lessons learnt that could be applied locally.

9

Evaluation Recommendation 8: Extend the useful life of the project by half a year until March 2021. The project started late. It suffered delays due to the political unrest in the country and the conformation of the team also suffered delays. The evaluator recommends requesting an extension of a minimum of 6 months that will allow compliance with the main goals of the project.

10

Evaluation Recommendation 9: Design the exit strategy of the project by component, working actively with the actors using existing spaces such as the PSC, the Extended Steering Committees and FBG’s Board. The Exit Strategy will provide guidance and guidelines to achieve the sustainability of the actions. The Strategy can answer some of the questions that still remain to be answered, such as whether the Government has the capacity to implement all the regulations that are being drafted or if the FBG endowment capital will be able to cover for a percentage of SNAP’s recurrent costs;

11

Evaluation Recommendation 11: Create an IBAP-DGFF Commission to ensure the continuity of coordination between actors. In addition to strengthening it, it is important to get the United Nations to join the Commission. The joint commission could arise due to the requirements of REDD institutional.

12

Evaluation Recommendation 12: Reinvest, once agreed upon actual amount with GoGB, the revenues obtained from the sale of VCS (potentially by 2020) to expand the FREL to the rest of SNAP.

13

Evaluation Recommendation 13: Innovative co-management models. This implies having greater participation of local authorities in planning exercises, implementation and supervision of conservation activities.

14

Evaluation Recommendation 14: Greater visibility of CNP authorities within the park’s areas and buffer zones. Visibility that could help halt illegal actions. The Park’s headquarters were finished in august 2018 and therefore it is safe to assume that the Director and rangers can now spent all the time in place and have greater presence.

1. Recommendation:

Evaluation Recommendation 1: In relation to the design of the project and as proposed in section 4.1 Project strategy, the evaluator recommends taking advantage of the MTR to update the logical framework of the ProDoc. This will facilitate the monitoring and generation of quarterly reports, as well as provide greater clarity when planning the annual work. On the other hand, the modification of the matrix providing new indicators and their goals will allow to better communicate the results at the end of the project, in a more direct and transparent way. What is sought with the change of the indicators of results is to express more reliably what the project is achieving. They do not imply changes of direction but rather of context. Also, all the indicators in the matrix should have their respective baselines and goals.

Management Response: [Added: 2019/11/13]

1.1.  The project National Coordinator to refocus the project according to this recommendation.

         a. Update the logical framework of the Prodoc;

         b. Modification of the matrix providing new indicators and their goals and the existing indicators to be updated with baselines and targets.

Key Actions:

2. Recommendation:

Evaluation Recommendation 1: In relation to the design of the project and as proposed in section 4.1 Project strategy, the evaluator recommends taking advantage of the MTR to update the logical framework of the ProDoc. This will facilitate the monitoring and generation of quarterly reports, as well as provide greater clarity when planning the annual work. On the other hand, the modification of the matrix providing new indicators and their goals will allow to better communicate the results at the end of the project, in a more direct and transparent way. What is sought with the change of the indicators of results is to express more reliably what the project is achieving. They do not imply changes of direction but rather of context. Also, all the indicators in the matrix should have their respective baselines and goals.

Management Response: [Added: 2019/11/13]

Agreed.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.1. The project National Coordinator to refocus the project according to this recommendation. a. Update the logical framework of the Prodoc; b. Modification of the matrix providing new indicators and their goals and the existing indicators to be updated with baselines and targets.
[Added: 2019/11/13]
IBAP 2020/02 Overdue-Not Initiated
3. Recommendation:

Evaluation Recommendation 2: The PSC ought to be convened at an earlier stage during the year when the AWP is designed and its members should have a say into what is planned, both technically and financially.

Management Response: [Added: 2019/11/13]

Ageed.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.1. PSC to be updated when the AWP is being designed for next year.
[Added: 2019/11/13]
IBAP/FBG 2019/12 Overdue-Not Initiated
4. Recommendation:

Evaluation Recommendation 3: UNDP is looking at the best way to resume the transfer of the GEF USD 1.3 million to FBG. If no solution is found by 2019 the project ought to consider renouncing to transfer GEF funds and return them and concentrate on identifying other potential donors. 

Management Response: [Added: 2019/11/13]

Not Agreed.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
3.1 Given the importance of the capitalizing the FBG endowment capital for the sustainability of funding for biodiversity conservation in Guinea-Bissau, we propose that first all options are exhausted; however, if no solutions are found in 2020, an attempt should be made to convert the funds into standard project funding for other biodiversity conservation activities in Cantanhez NP and possibly other parks of Guinea-Bissau.
[Added: 2019/11/13]
UNDP, IBAP, FBG 2020/12 Not Initiated
5. Recommendation:

Evaluation Recommendation 4: Establish a more visual communication strategy to help park rangers communicate with local authorities. Design a way for local representatives to effectively note their colleagues’ complaints to be transferred to authorities as they develop. Explore the possibility of using social networks and media, as Facebook or Instagram, to pass on key messages to youth especially in urban areas.

Management Response: [Added: 2019/11/13]

Agreed.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
4.1. Develop a specific communication plan for the Cantanhez National Park (PNC), which will identify and take into account the local socio-cultural, economic and environmental reality. a. Recruit a consultant to develop a project communication plan; b. Involve the local communities in their design; c. Return and disseminate the strategy to and around the PNC communities
[Added: 2019/11/13]
IBAP 2020/02 Overdue-Not Initiated
6. Recommendation:

Evaluation Recommendation 5: To foster conservation efforts within CNP, design and implement a training of trainers environmental programme with schools. Also make better use of the potential provided by the radio.

Management Response: [Added: 2019/11/13]

Ageed.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
5.1. IBAP to organize train sessions for teachers and students on different topics related to biodiversity conservation: a. Streamline and strengthen environmental verification schools (EVAs); b. Develop a training plan for local actors; c. Spread the good practices.
[Added: 2019/11/13]
IBAP 2020/03 Overdue-Not Initiated
7. Recommendation:

Evaluation Recommendation 6: Improve monitoring and reporting. Include both components, 1 and 2. Do not have separate reports. This also applies to GEF FSC. Right now, they have one for FBG and another for IBAP. The financial sustainability should be seen as a whole, not per project. IBAP’s financial unit to lead on financial reporting to UNDP and GEF taking into consideration inputs from both IBAP, NPAs and FBG.

Management Response: [Added: 2019/11/13]

Agreed.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
6.1. All processes to be unified including one FSC to be compiled for all SNAP donors in Guinea-Bissau. a. IBAP Finance team to be strengthened so it is able to compile this data as a routine anytime – current status of PA finance in GB – and ideally also updated finance needs and planning.
[Added: 2019/11/13]
IBAP 2020/01 Overdue-Not Initiated
8. Recommendation:

Evaluation Recommendation 7: To ensure sustainability efforts in CNP, the biodiversity friendly activities component ought to be strengthened. We need to consider that people live inside the park and thus the traditional conservation approach doesn’t apply. It is important to rethink management and opt for co-management model for CNP alternating conservation with the rational use of natural resources.  Undertake a regional comparative analysis to determine best cases and lessons learnt that could be applied locally.

Management Response: [Added: 2019/11/13]

Agreed.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
7.1. Promote study and exchange visits in the subregion and internationally
[Added: 2019/11/13]
IBAP 2020/03 Overdue-Not Initiated
9. Recommendation:

Evaluation Recommendation 8: Extend the useful life of the project by half a year until March 2021. The project started late. It suffered delays due to the political unrest in the country and the conformation of the team also suffered delays. The evaluator recommends requesting an extension of a minimum of 6 months that will allow compliance with the main goals of the project.

Management Response: [Added: 2019/11/13]

Agreed.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
8.1. IBAP, SEAB and UNDP to analyze the possibility of project extension: a. SEAB to formalize the request in line with the new requirements of UNDP.
[Added: 2019/11/13]
IBAP 2020/02 Overdue-Not Initiated
10. Recommendation:

Evaluation Recommendation 9: Design the exit strategy of the project by component, working actively with the actors using existing spaces such as the PSC, the Extended Steering Committees and FBG’s Board. The Exit Strategy will provide guidance and guidelines to achieve the sustainability of the actions. The Strategy can answer some of the questions that still remain to be answered, such as whether the Government has the capacity to implement all the regulations that are being drafted or if the FBG endowment capital will be able to cover for a percentage of SNAP’s recurrent costs;

Management Response: [Added: 2019/11/13]

Ageed.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
9.1. The project National Coordinator to elaborate an exit strategy
[Added: 2019/11/13]
IBAP & FBG 2020/01 Overdue-Not Initiated
11. Recommendation:

Evaluation Recommendation 11: Create an IBAP-DGFF Commission to ensure the continuity of coordination between actors. In addition to strengthening it, it is important to get the United Nations to join the Commission. The joint commission could arise due to the requirements of REDD institutional.

Management Response: [Added: 2019/11/13]

Partilly agreed.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
11.1. Institutionalize the commission: a. Hold committee institutionalization meetings; b. Formalize and regulate the commission
[Added: 2019/11/13]
IBAP 2020/03 Overdue-Not Initiated
12. Recommendation:

Evaluation Recommendation 12: Reinvest, once agreed upon actual amount with GoGB, the revenues obtained from the sale of VCS (potentially by 2020) to expand the FREL to the rest of SNAP.

Management Response: [Added: 2019/11/13]

Pertially agreed.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
12.1. Meet with the Government to discuss this issue.
[Added: 2019/11/13]
IBAP 2020/03 Overdue-Not Initiated
13. Recommendation:

Evaluation Recommendation 13: Innovative co-management models. This implies having greater participation of local authorities in planning exercises, implementation and supervision of conservation activities.

Management Response: [Added: 2019/11/13]

Agreed.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
13.1. Greater involvement of local actors in the PNC management process.
[Added: 2019/11/13]
IBAP 2020/01 Overdue-Not Initiated
14. Recommendation:

Evaluation Recommendation 14: Greater visibility of CNP authorities within the park’s areas and buffer zones. Visibility that could help halt illegal actions. The Park’s headquarters were finished in august 2018 and therefore it is safe to assume that the Director and rangers can now spent all the time in place and have greater presence.

Management Response: [Added: 2019/11/13]

Agreed.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
14.1. Increase the number of rangers and collaborators within the park and give them uniforms and relevant equipment to increase their effectiveness and motivation.
[Added: 2019/11/13]
IBAP 2020/01 Overdue-Not Initiated

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