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Final Evaluation Project on Sustainable Management of Forests and Multiple Global Environmental Benefits
Commissioning Unit: Guatemala
Evaluation Plan: 2015-2019
Evaluation Type: Project
Completion Date: 12/2018
Unit Responsible for providing Management Response: Guatemala
Documents Related to overall Management Response:
 
1. Recommendation:

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.

Management Response: [Added: 2018/12/12] [Last Updated: 2019/11/12]

The Project has held four closing meetings; two at the regional level, one with the national actors and one with the team of the Project Management unit.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.1. Closing regional meetings for presentation and analysis of project results and distribution of the knowledge products generated by the project partners and local actors.
[Added: 2019/05/28]
Project Management Unit (PMU) 2018/12 Completed
1.2 Meeting with national stakeholders for presentation and analysis of project results and distribution of the knowledge products generated by the project partners and local stakeholders, and feedback on actions taken.
[Added: 2019/11/12]
Project Management Unit (PMU) 2018/12 Completed
1.3 Technical meeting with the PMU for the analysis of results, evaluation of impacts, sustainability analysis of project actions.
[Added: 2019/11/12]
Project Management Unit (PMU) 2018/12 Completed
2. Recommendation:

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

Management Response: [Added: 2018/12/12] [Last Updated: 2019/11/12]

The project carried out evaluations and periodic reviews of the agreements, however, it is considered necessary that in future projects there must be a standardized format for carrying out the review and evaluation of the agreements and that this must be included in the agreement document.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.1 Analysis and review of the reports of the agreements signed by the project.
[Added: 2019/11/12]
Project Management Unit (PMU) 2018/12 Completed
3. Recommendation:

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.

Management Response: [Added: 2018/12/12] [Last Updated: 2019/11/12]

The project has officially delivered all the training materials.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
3.1. Knowledge and training materials have been officially delivered to all the partners and municipal authorities.
[Added: 2019/11/12]
Project Management Unit (PMU) 2018/12 Completed
4. Recommendation:

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

Management Response: [Added: 2018/12/12] [Last Updated: 2019/11/12]

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

Key Actions:

Key Action Responsible DueDate Status Comments Documents
4.1. In future projects, UNDP will incorporate these elements, from the beginning of the planning phase.
[Added: 2019/11/12]
Project Management Unit (PMU) 2018/12 Completed
5. Recommendation:

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.

Management Response: [Added: 2018/12/12] [Last Updated: 2019/11/12]

The project carried out periodic evaluations and reviews of the agreements, however, it is considered necessary that in future projects there must exist a standardized format for reviewing, evaluating and valuing the benefits obtained through the signing of the agreements and thereby identifying the bottleneck, risks and possible obstacles that may occur during its implementation.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
5.1 Review, evaluation and analysis of impacts of the results obtained from the agreements
[Added: 2019/11/12]
Project Management Unit (PMU) 2018/12 Completed
6. Recommendation:

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.

Management Response: [Added: 2018/12/12] [Last Updated: 2019/11/12]

The project sought to ensure the inclusion of actors that were not visible at the beginning, such as the private sector and the academy. With this strategy, the project achieved the generation of value chains for agricultural products with the support of the private sector; enhancing the sustainability of the project's actions.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
6.1 By using the micro capital agreements, the project was able to include actors that were not visible at the beginning, such as AGEXPORT, and others.
[Added: 2019/11/12]
Project Management Unit (PMU) 2018/12 Completed
7. Recommendation:

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).

Management Response: [Added: 2018/12/12] [Last Updated: 2019/11/12]

Three workshops were held to close the project, 2 at the level of the pilot regions and one at the national level, which included the participation of the beneficiaries and project partners, where information generated by the project was delivered.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
7.1. Realization of closing events and delivery of knowledge products generated by the project
[Added: 2019/11/12]
Project Management Unit (PMU) 2018/11 Completed
8. Recommendation:

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.

Management Response: [Added: 2018/12/12] [Last Updated: 2019/11/12]

The project operations respond to UNDP Program and Operation Policies and Procedures (POPP) Guide. The POPP, was taken as the operations manual for the project, as a standardized and operative document for this and all other projects under UNDP management

Key Actions:

Key Action Responsible DueDate Status Comments Documents
8.1 Use of POPP as a standardized document for the implementation, administration and management of the project.
[Added: 2019/11/12]
Project Management Unit (PMU) 2018/12 Completed
9. Recommendation:

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.

Management Response: [Added: 2018/12/12] [Last Updated: 2019/11/12]

For the attention of the effects of the electoral processes, the project sought to improve and strengthen the CTA to diminish the effects of the political dynamics and change of authorities, while at the same time ensuring continuity to the implementation of the project.

 

The strategic planning of the municipalities was strengthened as a way to reduce the risk generated by the electoral processes at the local level, as it provides guide for the actions and financial resources to be planned, directed and utilized by the forest/environment management unit.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
9.1 Strengthening the work and participation of the project partners in the CTA, by making more periodic meetings.
[Added: 2019/11/12]
Project Management Unit (PMU) 2018/12 Completed
9.2 Municipal strategic planning documents strengthened and aligned with the national priorities of the National Development Plan.
[Added: 2019/11/12]
Project Management Unit (PMU) 2018/12 Completed
10. Recommendation:

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.

Management Response: [Added: 2018/12/12] [Last Updated: 2019/11/12]

By supporting the Probosque Law and strengthening the strategic planning of INAB and its work in the regions, especially in relation to the promotion of the national incentive programs, the project is ensuring the continuity of the incentive programs and the work of INAB.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
10.1 Ensure that national partners know and have the facilities to provide an adequate follow-up to forest incentives and development plans.
[Added: 2019/11/12]
Project Management Unit (PMU) 2018/12 Completed
11. Recommendation:

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.

Management Response: [Added: 2018/12/12] [Last Updated: 2019/11/12]

The project approach was more programmatic, and from the beginning the strengthening of the institutions was sought as they have a greater link with the areas of action of the project, particularly in the areas of forest management, forest fires and sustainable land management.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
11.1 Strengthen national and local institutions linked to the topics of forest management, prevention and control of forest fires and sustainable land management, in conjunction with municipalities, the private sector, non-governmental organizations and communities, through the provision of equipment, training and development of educational materials.
[Added: 2019/11/12]
Project Management Unit (PMU) 2018/12 Completed
12. Recommendation:

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

Management Response: [Added: 2018/12/12] [Last Updated: 2019/11/12]

Two basin plans were elaborated, which were socialized and partially implemented to improve the integral management of the water resource.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
12.1 Elaboration, socialization and implementation of two watershed plans as well as the implementation of mechanisms to improve the sustainable management of water, in the pilot region 1 (South East).
[Added: 2019/11/12]
Project Management Unit (PMU) 2018/12 Completed
13. Recommendation:

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.

Management Response: [Added: 2018/12/12] [Last Updated: 2019/11/12]

Together with MAGA and local actors, a manual of good agroforestry practices was developed with a territorial approach. This will serve as a guide for the regional offices as well as to the centers of the Ministry of Agriculture, Livestock and Food -MAGA- making its interventions more effective. This will also allow the extension workers to have adequate material to meet the needs of each of the regions of work

Key Actions:

Key Action Responsible DueDate Status Comments Documents
13.1 Together with MAGA, INAB, MARN and other local actors, elaborate, socialize and distribute the manuals of good agricultural and forestry practices with a local background.
[Added: 2019/11/12]
Project Management Unit (PMU) 2018/12 Completed
14. Recommendation:

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: [Added: 2018/12/12] [Last Updated: 2019/11/12]

Regarding items (a) and (b): the UPM has gathered in a digital file all the guidelines and materials that has been prepared, that will allow the direct partners to continue with the actions that were developed during the project implementation. In the case of MARN it will be able to manage the topics of Climate Change and sustainable land management; MAGA will be in charge of topics related to Climate Change and Agriculture and Sustainable Land Management; INAB will be able to manage sustainable forest management and forestry incentives; Segeplán will be in charge of topics related to strategic planning and territorial ordering and, in the case of non-governmental organizations, they will have instruments for the promotion and valorization of natural resources, and environmental goods and services.

 

Regarding items (c): As part of the CTA, the cost of the activities and financial progress will always be socialized. Actors will receive the existing monitoring and evaluation file. It will allow them to consider the costs of each one of the items or products. This information may help the institutions to continue with other actions and will let them follow-up the project results

Key Actions:

Key Action Responsible DueDate Status Comments Documents
14.1 Delivery of monitoring and evaluation system, and financial information
[Added: 2019/11/12]
Project Management Unit (PMU) 2018/12 Completed

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