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Terminal Evaluation, Integrated Community-based Forest and Catchment Management through an Ecosystem Service Approach Project
Commissioning Unit: Thailand
Evaluation Plan: 2017-2021
Evaluation Type: Project
Completion Date: 10/2017
Unit Responsible for providing Management Response: Thailand
Documents Related to overall Management Response:
 
1. Recommendation:

After the project closure, a PES management unit should be established with in MoNRE:

  • Promote/support PES
  • Host and promote active use of PES database
  • Monitor documents and lessons from original pilot sites to be used as references for policy recommendations and replication
  • Provide recommendations to develop enabling policy, strategies and mechanism to support PES.
Management Response: [Added: 2017/11/29] [Last Updated: 2021/01/19]

As a result from the national reform agenda and the 20th year strategy, MONRE has established a permanent office and MONRE will use this office to coordinate a multi-agency PES ad-hoc working group, picking up from what CBFCM has initiated and translate into actions with other relevant organisations  to implement PES schemes and bio-carbon for forest and catchment management.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The recommendation was raised at the final project board for OPS action.
[Added: 2017/11/29]
Bureau of Strategic Planning, Office of the Permanent Secretary (OPS), MONRE 2017/11 Completed
2. Recommendation:

A PES management unit should continue to support 4 pilot REOs and respective communities to implement their signed MOAs.

Management Response: [Added: 2017/11/29] [Last Updated: 2021/01/19]

Same as Recommendation #1

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Same as Recommendation #1
[Added: 2017/11/29]
MONRE 2017/11 Completed
3. Recommendation:

Participatory Action Research should be conducted each site 4 pilot REOs and respective communities by key stakeholders who are the implementer of the MOA and PES related activities to develop the know-how on PES implementation in real context.

Management Response: [Added: 2017/11/29] [Last Updated: 2021/01/19]

This will depend on whether the PES coordination unit/ facility can be set up and provide financial support to undertake this recommendation.

Key Actions:

4. Recommendation:

Site-specific recommendations

Mae Sa Catchment

The Mae Sa Watershed Management Committee should play supporting roles in providing technical advice, additional budget and further promoting PES agreements between community groups and other potential buyers of the services where opportunities arise.

At the community level, Mae Sa and Mae Raem Watershed Working Group will be key mechanism driving conservation activities identified in the MOU as well as community action plan which has been absorbed into TAO’s development plan. Meanwhile, the Mae Sa Watershed Management Committee (chaired by Mae Rim Chief District Officer with line agencies and REO as members) should play a supporting role, e.g. providing technical advice, additional budget, and further promoting PES agreements between community groups and other potential buyers of the services where opportunities arise. Participatory Action Research (PAR) should be conducted on the implementation process of different PES arrangements (current and emerging). Through the action and reflection cycle of PAR, communities together with private sector and government agencies will gradually generate knowledge and better understanding how the PES mechanism could be implemented in the real context for win-win-win (environment-community-private sector) benefits.

Community conservation networks to continue their activities, including monitoring improvements in natural resources in their areas, using economic valuation instruments (to be trained by NIDA). The findings could be used as basis for fair negotiations with potential buyers of PES or for resource mobilization from funding sources.

Village # 9 in Mae Raem sub-district, Mae Rim district which has been actively implemented various conservation activities (e.g. living weirs, sustainable forest management, fire protection, etc.), should be supported to serve as a learning site on CBFCM and be equipped with IEC materials for visitors. REO1 is replicating PES in a few other provinces. The process should be closely supervised/guided and monitored by REO 1 and NIDA, with systematic documentation of best practices and lessons learnt. Information on grounded implementation should be fed to the PES Management Unit on regular basis to influence necessary policy support.

Management Response: [Added: 2017/11/29] [Last Updated: 2021/01/19]

REO 1 is the Secretariat of this Committee and will continue the coordination after project ends.

Key Actions:

5. Recommendation:

Participatory Action Research should be conducted on the different implementation of PES arrangements.

Management Response: [Added: 2017/11/29] [Last Updated: 2021/01/19]

Same as recommendation # 3.

Key Actions:

6. Recommendation:

Community conservation networks to continue their activities, incl. monitoring improvement of natural resources in their areas, using economic valuation instruments (to be trained by NIDA). The findings should be used as a basis for fair negotiations with potential buyers of PES for resource mobilization from funding sources.

Management Response: [Added: 2017/11/29] [Last Updated: 2021/01/19]

REO 1 is to further coordinate under the Mae Sa Watershed Committee.

Key Actions:

7. Recommendation:

Village #9 should be supported to serve as a learning site of CBFCM and equipped with IEC materials for visitors.

Management Response: [Added: 2017/11/29] [Last Updated: 2021/01/19]

REO 1 is to further coordinate under the Mae Sa Watershed Committee.

Key Actions:

8. Recommendation:

REO1 is replicating PES in few other provinces. The process should be closely supervised and guided by REO1 and NIDA with systematic documentation of best practices and lessons-learnt. Information on grounded implementation should be fed to the PES Management Unit on regular basis to influence necessary policy support.

Management Response: [Added: 2017/11/29] [Last Updated: 2021/01/19]

Same as Recommendation # 1

Key Actions:

9. Recommendation:

Thachin Catchment

After the project closure, Office of Internal Security Operation Command (ISOC) will coordinate implementation of activities under all MOAs which have been signed under the project. PES management Unit should provide training on the practical concept of PES to a focal point from the ISOC, leaders of the four networks responsible for implementing the four different MOAs as well as their partners from private sector. The training should include discussion how each MOA could potentially be developed in the future into PES agreements, if the conditions permit.

Management Response: [Added: 2017/11/29] [Last Updated: 2021/01/19]

Same as Recommendation #1

Key Actions:

10. Recommendation:

Thachin Catchment

REO should support community networks to establish a result-based monitoring mechanism and systematic documentation of best practices and lessons learnt from their implementation. The lessons learnt should then be fed back to PES Management Unit.

Management Response: [Added: 2017/11/29] [Last Updated: 2021/01/19]

Same as Recommendation #1

Key Actions:

11. Recommendation:

Lam Sebai

The Governor of Ubol Ratchathani has appointed two committees to carry on the project initiated activities after the project ends. The Advisory Committee is chaired by Chief District Office with representatives of concerned agencies and REO12 as members. The implementing Committee is chaired by Mayor of Hua Don TAO; membership comprises of representatives from communities and private sector. REO12 as secretary of both committees should ensure that the two committees will continue to be active in supporting and driving activities under the current MOAs between Lam Sebai conservation group and private sector.

Management Response: [Added: 2017/11/29] [Last Updated: 2021/01/19]

REO 12 is to further coordinate.

Key Actions:

12. Recommendation:

Lam Sebai

To move from MOA to PES agreement, future work is needed. For example, to monitor and prove that the conservation of Dong Yao forest has contributed to certain amount of carbon credits. SS Alcohol company could pay for significant amount of this to off-set GHG emission from their production process and include it is their DJSI report.

Management Response: [Added: 2017/11/29] [Last Updated: 2021/01/19]

REO 12 is to further coordinate.

Key Actions:

13. Recommendation:

Koh Phangan

The signed MOU should be implemented and potential to further develop them to PES agreement should be explored.

Management Response: [Added: 2017/11/29] [Last Updated: 2021/01/19]

REO 14 will further coordinate, with the support from OPS.

Key Actions:

14. Recommendation:

Koh Phangan

The ‘Friends of Pha-Ngan Network’ should be sustained as key driver to implement ideas jointly developed under the Sustainable Pha Ngan Plan.

Management Response: [Added: 2017/11/29] [Last Updated: 2021/01/19]

This will depend on the commitment of the local groups.

Key Actions:

15. Recommendation:

Koh Phangan

Future linkage to mid-stream and upstream communities on sustainable environmental practices (e.g. through organic farmer groups) should be explored and stengtened through implementation of Sustainable Pha Ngan Plan with possible expanded activities to cover upland buffer zone forest areas. To the least, an action plan to solidify and continue the modest organic farming efforts should be developed.

Management Response: [Added: 2017/11/29] [Last Updated: 2021/01/19]

REO 14 to further coordinate.

Key Actions:

16. Recommendation:

4.2 Recommendations

Before the project closure:

The project has delivered a substantial set of achievements which could be further strengthened to fully achieve the project’s intended objective in the long run. In the absence of the project’s exit strategy, it is recommended that a concluding workshop is conducted before the project’s official closure date, not only to share key achievements and lessons learnt but also to discuss how the project results/initiatives could be sustained/further developed at ministerial, regional and community levels. The workshop should include key stakeholders from every level and result in a consensus on the sustainability plan beyond the project phase. Recommendations from the TE may be used as a starting point for further review /discussion by the participants and to reach at conclusions how they could be practically adjusted to suit the realities on the ground as well as at the policy level. It should result on a roadmap for further steps. 

Management Response: [Added: 2021/01/11] [Last Updated: 2021/01/19]

Key Actions:

17. Recommendation:

After the project closure

Outcome 1:A PES management unit or similar mechanism should be established within MONRE in order to: - promote/support PES and application of economic instruments in natural resource management by REOs and Provincial Environmental Offices - host and promote active use of updated data base on PES - monitor and document grounded process/lessons from the original 4 pilot sites to be used as references for policy recommendations and replication - based on grounded knowledge/lessons learnt, provide recommendations to develop enabling policy, strategies and mechanism to support PES

Outcome 2: PES Management Unit should continue to support the 4 pilot REOs and respective communities to implement their signed MOUs (e.g. providing technical advice through consultants, ensuring sufficient budget to support REOs, etc.) Participatory Action Research should be conducted at each site by a team of key stakeholders (e.g. REO, key agencies, private sector, communities) who are implementers of the MOU and PES- related activities to develop the ‘know-how’ on PES implementation in real context.

Management Response: [Added: 2021/01/11] [Last Updated: 2021/01/19]

Key Actions:

18. Recommendation:

Recommendations for future UNDP-supported GEF-financed projects

For a project to test new and complex concepts, a CTA should be engaged throughout the project life to ensure that the underpinned concept/approach is consistently well understood and implemented.

More attention should be given to the inception process/phase of the project to ensure thorough understanding by key stakeholders of the project objectives, strategies, and important technical concepts as well as to secure their genuine commitment.

NIM proves to be a good management modality for long-term sustainability of project initiatives. However, country ownership must be firmly committed and the project should not be seen as an additional responsibility by implementing partners. It should be counted as part of their KPI, in order to get priority

In addition to providing co-finance, the Implementing Partner should set up internal support system to ensure continuity of the project despite the change of administration, the willingness to address financial and operational complication and the ownership and the commitment to see the project through to the end in partnership with the IA. An example of concrete solution is to set up a special unit for project implementation. The role of the unit is to ensure efficient and effective management of the project and sustainability of its results. This unit should be operated through special arrangement to streamline bureaucratic procedures based on the approval of the top management of the IP and should be sufficiently staffed. In general, the project activities are in line with the mandates of the IP.Hence, it should become an integral part of the organization’s operation and performance systems. This may require necessary revision of current KPIs to reflect extra work staff put into the project.

Prior to project start up, a guideline on financial and administrative procedures which harmonize UNDP and RTG rules should be developed to support smooth and timely project implementation (streamlined, practical and transparent). Training on UNDP financial/audit requirements which isususally provided to PM and project administration staff (both project-employed and government) during the inception phase should be refreshed on a regular basis or when need emerges.

UNDP should set up a small ‘rescue’ team to ensure that issues concerning project management are dealt with in a timely manner.

UNDP should provide a more rigourous training and coaching process on work planning and budget planning process to ensure that the IP understand and has the capacities to develop a result-based work plan and budget plan that could meet the financial requirement of spending up to 80% of the advanced budget before the new request can be made. This is a part of capacity building process for the government counterparts to get to know result-based management and to apply it to their day to day works.

Management Response: [Added: 2021/01/11] [Last Updated: 2021/01/19]

Key Actions:

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