Terminal Evaluation of the Mainstreaming Sustainable Forest Management in the Miombo Woodlands of Western Tanzania

Report Cover Image
Evaluation Plan:
2016-2021, Tanzania
Evaluation Type:
Final Project
Planned End Date:
11/2017
Completion Date:
12/2017
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
35,000

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Document Type Language Size Status Downloads
Download document TOR -Miombo National Consultant.pdf tor English 374.48 KB Posted 71
Download document TOR - Miombo - INTL.pdf tor English 244.74 KB Posted 68
Download document Final TE Report for the Miombo SFM Project 18 December 2017.pdf report English 3306.86 KB Posted 160
Title Terminal Evaluation of the Mainstreaming Sustainable Forest Management in the Miombo Woodlands of Western Tanzania
Atlas Project Number: 61743
Evaluation Plan: 2016-2021, Tanzania
Evaluation Type: Final Project
Status: Completed
Completion Date: 12/2017
Planned End Date: 11/2017
Management Response: Yes
Focus Area:
  • 1. Environment & Sustainable Development
  • 2. Others
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
  • 1. Output 2.5. Legal and regulatory frameworks, policies and institutions enabled to ensure the conservation, sustainable use, and access and benefit sharing of natural resources, biodiversity and ecosystems, in line with international conventions and national
Evaluation Budget(US $): 35,000
Source of Funding: UNDP, GEF
Evaluation Expenditure(US $): 29,000
Joint Programme: No
Mandatory Evaluation: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Cliff Bernard Nuwakora International Consultant UGANDA
Shukuru Lokelo Nyagawa National Consultant
GEF Evaluation: Yes
GEF Project Title: Mainstreaming Sustainable Forest Management in the Miombo Woodlands in Tanzania
Evaluation Type: Terminal Evaluation
Focal Area: Biodiversity
Project Type: FSP
GEF Phase: GEF-4
GEF Project ID: 3000
PIMS Number: 3091
Key Stakeholders: Vice President's Office, Regional Administrative Secretary - Tabora
Countries: TANZANIA (UNITED REPUBLIC OF )
Lessons
1.
  1. Popular and effective participation of all stakeholders at various level is key for successful policy formulation and implementation.
  2. Mainstreaming of sustainable forest management principle may not be holistically achieved within a short time but the seeds sown live longer while generating the desired results but in a conducive policy environment with continuous awareness creation about need for biodiversity conservation.
  3. Working through partnerships with other government entities and harnessing local capacity is critical for project success as it stimulates ownership and facilitate resource mobilization as the case been under the co-funding arrangements of the project.
  4. Achievement of sustainable results in biodiversity conservation requires multiple approaches given the multi-dimensional nature of the threats. The project well diagnosed the barriers, which supported the design of a holistic approach to biodiversity conservation in the Miombo woodlands.
  5. A comprehensive exit strategy focused on institutional and financial mechanisms for sustainability is important right from the design stages of a project. This is because if the exit plan is developed at the design stage, it is well integrated in the general project implementation.
  6. The use of risk register helps the project to keep afloat as it creates the potential of timely designing of mitigation measures.

Findings
Recommendations
1

Six months extension to wind up priority activities: Should resources allow, the project should be awarded a six-month no-cost extension to systematically wind-up pending activities and implement its exit strategy.

2

The future design of the project should be more focused and develop strategic activities with clear targets and performance indicators which are “SMART” as well as avoiding over ambitious activities that cannot be realized within the project or program time frame.

3

Develop an M&E system and reporting for planning and building a knowledge management and database. This can be interlinked, integrated and interfaced with the existing government M&E system which not only enhances management but also enhances institutional memory through proper reporting, record keeping and archiving at all central and local government levels for streamlined integrated data base management as a pillar for effective Results-Based Monitoring & Evaluation/Management.

4

In future design to enhance Project visibility communication and multimedia strategy should be one of the core mainstreaming activities and clearly spelt out in the project document. Further still proper branding and labelling of project activities should be promoted

5

It is crucial that in future, capacity needs assessments and gaps be undertaken before the start of the project and prior to selection and prioritization of key activities of implementation. The Capacity Needs Assessment across board would generate areas and gaps within their priority which would hence lead to the development of an informed criteria of community activity selection and prioritization this will address downstream capacity gaps in specific areas.

6

In future, there is need for embedding and application of RBM which should also be applied hand in hand with Performance Based Contract Management (PBM) system so that the programs and operations personnel on the side of Funder, stakeholders and government side are held accountable during their respective appraisal processes because of what they were set to implement on the project. This would curtail the laxity of civil servants in public sector offices in central and local governments

7

In future project, in order to improve programmatic achievements, management and coordination the project should strictly adhere to planned time frames as well as the National Implementation Modality at its core.

1. Recommendation:

Six months extension to wind up priority activities: Should resources allow, the project should be awarded a six-month no-cost extension to systematically wind-up pending activities and implement its exit strategy.

Management Response: [Added: 2018/01/17] [Last Updated: 2018/01/17]

Agree.

 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1. Handing over activities to various institutions and commissioning (to cater for the defects liability period on machines and equipment supported by the project 2. Finalization of project completion reports (PCR) 3. Finalize some outstanding activities (priorities included in the 6th Months Action plan including operationalization of honey processing plant, finalization of VLUP, JFM and CBFM processes, preparation of harvesting plans.
[Added: 2018/01/17] [Last Updated: 2018/08/22]
Project Coordination Unit, UNDP and Government 2018/07 Completed
2. Recommendation:

The future design of the project should be more focused and develop strategic activities with clear targets and performance indicators which are “SMART” as well as avoiding over ambitious activities that cannot be realized within the project or program time frame.

Management Response: [Added: 2018/01/17] [Last Updated: 2018/01/17]

Agree.

 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1. Develop strategic activities with SMART performance indicators and targets 2. Need for M&E systems with knowledge management/database 3. Proper sequencing of project activities
[Added: 2018/01/17] [Last Updated: 2018/08/22]
UNDP and Government 2018/01 Completed Ongoing - taken up for future projects' design
3. Recommendation:

Develop an M&E system and reporting for planning and building a knowledge management and database. This can be interlinked, integrated and interfaced with the existing government M&E system which not only enhances management but also enhances institutional memory through proper reporting, record keeping and archiving at all central and local government levels for streamlined integrated data base management as a pillar for effective Results-Based Monitoring & Evaluation/Management.

Management Response: [Added: 2018/01/17]

Agree

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1. Maintain NIM approach 2. Encourage M&E sections of government to be more involved in the projects
[Added: 2018/01/17] [Last Updated: 2018/08/22]
UNDP and Ministry of Finance & Planning 2018/06 Completed Ongoing - these key actions are being taken into consideration for all upcoming projects
4. Recommendation:

In future design to enhance Project visibility communication and multimedia strategy should be one of the core mainstreaming activities and clearly spelt out in the project document. Further still proper branding and labelling of project activities should be promoted

Management Response: [Added: 2018/01/17]

Agree/disagree

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1. Establish modality for systematic information sharing and feedback including branding of project activities 2. Initiate activities around Knowledge Management, 3. Develop a communication strategy-publications, TV, Radio, Documentary, Newspapers)
[Added: 2018/01/17] [Last Updated: 2018/08/22]
UNDP and Government 2018/06 Completed Ongoing - these key actions are being taken into consideration for all upcoming projects
5. Recommendation:

It is crucial that in future, capacity needs assessments and gaps be undertaken before the start of the project and prior to selection and prioritization of key activities of implementation. The Capacity Needs Assessment across board would generate areas and gaps within their priority which would hence lead to the development of an informed criteria of community activity selection and prioritization this will address downstream capacity gaps in specific areas.

Management Response: [Added: 2018/01/17]

Agree/ disagree

Key Actions:

6. Recommendation:

In future, there is need for embedding and application of RBM which should also be applied hand in hand with Performance Based Contract Management (PBM) system so that the programs and operations personnel on the side of Funder, stakeholders and government side are held accountable during their respective appraisal processes because of what they were set to implement on the project. This would curtail the laxity of civil servants in public sector offices in central and local governments

Management Response: [Added: 2018/01/17]

Agree/ Disagree

Key Actions:

7. Recommendation:

In future project, in order to improve programmatic achievements, management and coordination the project should strictly adhere to planned time frames as well as the National Implementation Modality at its core.

Management Response: [Added: 2018/01/17]

Agree

Key Actions:

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