Mid-Term Review: Maximizing carbon sink capacity and concerving biodiversity through sustainable conservation, restoration, and management of peat swamp ecosystems.

Report Cover Image
Evaluation Plan:
2017-2021, Thailand
Evaluation Type:
Mid Term Project
Planned End Date:
06/2019
Completion Date:
07/2019
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
35,000

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Title Mid-Term Review: Maximizing carbon sink capacity and concerving biodiversity through sustainable conservation, restoration, and management of peat swamp ecosystems.
Atlas Project Number: 00075449
Evaluation Plan: 2017-2021, Thailand
Evaluation Type: Mid Term Project
Status: Completed
Completion Date: 07/2019
Planned End Date: 06/2019
Management Response: Yes
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 1.4.1 Solutions scaled up for sustainable management of natural resources, including sustainable commodities and green and inclusive value chains
Evaluation Budget(US $): 35,000
Source of Funding: GEF
Evaluation Expenditure(US $): 20,718
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Adrian Stokes Team Leader stokesenvironmental@outlook.com
Walaitat Worakul National Consultant walaitat@hotmail.com THAILAND
GEF Evaluation: Yes
GEF Project Title: Maximizing carbon sink capacity and concerving biodiversity through sustainable conservation, restoration, and management of peat swamp ecosystems.
Evaluation Type: Mid-term Review
Focal Area: Multifocal Areas
Project Type: FSP
GEF Phase: GEF-5
GEF Project ID:
PIMS Number: 4951
Key Stakeholders:
Countries: THAILAND
Lessons
Findings
Recommendations
1

Ensure that UNDP, ONEP and RECOFTC have a shared understanding of the approaches being used to achieve the project's outcomes and targets.

There was limited understanding within UNDP and ONEP of how the numerous activities that RECOFTC had underway were combining to deliver the project's high-level outcomes. Much of the quarterly reporting focuses on activities rather than outcomes, which is partly why this understanding is low. After a verbal briefing of the strategic context for RECOFTC's activities, the MTR team was impressed with the “big picture” that was described. It is important that this strategic view is communicated to other project parties and documented. The MTR team recommends that a workshop between the three parties is held with the specific purpose of achieving this shared understanding; graphic tools, such as simple flowcharts or “mind maps” that show the connections between the activities and outcomes, should be used. The quarterly reporting should be changed to place more emphasis on progress towards outcomes and less emphasis on activities.

2

Establish a delivery mechanism for implementation of the recommendations from the hydrological modelling, with the engagement of relevant line agencies as a matter of very high priority

The activities in Output 2.1 to manage water levels to re-wet peat across 4,600 ha are central to the achievement of Outcome 2, including the reduction of forest fires and the achievement of the ambitious GHG targets. Progress on implementing these changes is pending completion of hydrological modelling, and is expected to rely heavily on provincial agencies picking up the recommendations from this modelling. For this reason, the MTR team considered there to be a critical risk to the project if an effective mechanism is not developed soon for ensuring implementation of these water level changes. This should include consideration of how to convey the findings to key stakeholders.

1. Recommendation:

Ensure that UNDP, ONEP and RECOFTC have a shared understanding of the approaches being used to achieve the project's outcomes and targets.

There was limited understanding within UNDP and ONEP of how the numerous activities that RECOFTC had underway were combining to deliver the project's high-level outcomes. Much of the quarterly reporting focuses on activities rather than outcomes, which is partly why this understanding is low. After a verbal briefing of the strategic context for RECOFTC's activities, the MTR team was impressed with the “big picture” that was described. It is important that this strategic view is communicated to other project parties and documented. The MTR team recommends that a workshop between the three parties is held with the specific purpose of achieving this shared understanding; graphic tools, such as simple flowcharts or “mind maps” that show the connections between the activities and outcomes, should be used. The quarterly reporting should be changed to place more emphasis on progress towards outcomes and less emphasis on activities.

Management Response: [Added: 2019/08/26] [Last Updated: 2019/08/26]

Agreed.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Project staff has been gradually understood synergy between OPs and activities and how these OPs contributing to the project's outcomes. Each project staff will be trained how to prepare monthly and quarterly output-based report. The project designed its programmatic structure in simple versions for communication with project staff and responsible parties. Monthly and quarterly meeting among relevant parties help updating the progress and design for any adaptive actions for individual OP.
[Added: 2019/08/26]
RECOFTC/ ONEP/UNDP 2020/06 Initiated The PMU has reviewed and improved the quarterly report by Q2/2019 towards outcomes and more emphasis on results. Need continuous improvement. The reports need to explain the result against the target indicators of each output and outcome levels.
2. Recommendation:

Establish a delivery mechanism for implementation of the recommendations from the hydrological modelling, with the engagement of relevant line agencies as a matter of very high priority

The activities in Output 2.1 to manage water levels to re-wet peat across 4,600 ha are central to the achievement of Outcome 2, including the reduction of forest fires and the achievement of the ambitious GHG targets. Progress on implementing these changes is pending completion of hydrological modelling, and is expected to rely heavily on provincial agencies picking up the recommendations from this modelling. For this reason, the MTR team considered there to be a critical risk to the project if an effective mechanism is not developed soon for ensuring implementation of these water level changes. This should include consideration of how to convey the findings to key stakeholders.

Management Response: [Added: 2019/08/26]

RECOFTC and field team works closely with water management research team to put water management strategy from the water circulation model into pilot areas. Also, the Department of National Parks, Wildlife Conservation (DNP) commissioned the Prince Songkhla University to study water control measure in KKL. The findings will be revealed in Q4/2019.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Water modeling has been completed for calibration and verification with the existing operation by RID. Research team together with RID setting up the pilot model in 4 target sites for testing with involvement of local communities. Monitoring system will be in placed. The landscape task force has been regularly updated to ensure relevant agencies agree to provide inputs in testing the model.
[Added: 2019/08/26] [Last Updated: 2019/12/31]
RECOFTC/ONEP 2020/07 Initiated Water modeling team is working with the Royal Irrigation Department and relevant stakeholders to come up with a mutually agreeable water management system and will test it in an identified area. It is expected that this will be completed by the project's end date in July 2020. History

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