It is important that a thorough review of the results framework be carried out, especially in terms of setting goals and reviewing assumptions and risks. It is especially recommended to review and update the goals for the 11 indicators that show progress less than or equal to 22%. Likewise, it is recommended to address the weaknesses found in terms of compliance with the SMART criteria in the formulation of indicators.

Based on the adjustment in the results framework, a strategic planning is recommended for the remaining period until the end of the project, which ensures the execution of almost USD 5 million per year. Each Component must explain its intervention strategies, identifying potential partners, specific actions, and specific mechanisms to speed up execution.

It is necessary for the project to have a final and complete version of its M&E system, which includes the 5 indicators at the objective level that have not yet been considered, as well as all the baselines that are still incomplete or they are not accurate.

For indicator 17 in particular, it is recommended to review the baseline and its goal, considering that about half of the producers considered are irregular, and, therefore, the project will not be able to incorporate them as beneficiaries.

It is recommended that the PPS consider the review of SESP from a strategic perspective, since new risks are registered derived from the increase in illicit activities in the area of ??intervention, as well as the economic and social impacts of COVID 19.

In the opinion of the interviewees, it is considered that the EP has the necessary profiles to operate from Lima, however, it is key to strengthen the presence in the territory through alliances that allow a greater volume of execution to be delegated in the territory.

Update the Stakeholder Participation and Involvement Plan based on an updated and detailed analysis of the stakeholders in the territory, as well as ensure its systematic implementation.

It is necessary to review and seek alternative policies, guidelines and procedures to improve contracting and procurement processes, and that these are adapted to the context of rural sites.

In relation to capacity building (Component 1 and 3), during the coming months and while face-to-face work is regularized, it is recommended to look for alternatives to face-to-face training, possibly identifying partners that can facilitate technological platforms that allow advancing in the objectives of the draft. For example, the good experience of the project to carry out remote training for local communities in alliance with the PUCP is mentioned. Further outsourcing of training functions is recommended to accelerate implementation and budget execution.

It is recommended to extend the duration of the agreements of the executing partners in the territory, this consideration for 2 factors, in the first place, due to the delays of the activities, which would mean that the contracts require an extension of time. On the other hand, agreements and partners in the territory add value and ensure cost-effective execution in the territory. Likewise, it is important that these agreements make explicit the commitment of the partners beyond the pilots, regarding the scaling and sustainability of the investments made.

It is recommended to prepare a roadmap for the development of the selected PIPs, their approval and execution

It is recommended that the PPS strengthen its capacity for strategic communication to give greater visibility and positioning to the project, especially in terms of the necessary support to support the implementation of the results that are under the responsibility of executing partners in Components 2 and 3.

It is important that the PPS, especially for Components 2 and 3, maintain fluid levels of communication with producers, but it is also recommended to invest in relationships of trust and a line of strategic communication with private actors in the coffee value chains. and palm, especially around the marketing link.

It is recommended to monitor the committed co-financing, so that it can be anticipated, and take actions in time, to meet the commitments. For this, it is necessary for the EP to generate an integrated tool for its M&E system, based on examples or formats that work for other projects.

It is recommended that the analysis of the risk matrix of the project be strengthened, in terms of the risks associated with climate change. The Peruvian Amazon is already being affected by floods or droughts that could directly affect the activities to be carried out with the prioritized value chains.

It is recommended that the analysis of the risk matrix of the project be strengthened, in terms of the risks associated with climate change. The Peruvian Amazon is already being affected by floods or droughts that could directly affect the activities to be carried out with the prioritized value chains.

 It is recommended that the project begin to measure the indicators, which are viable, by gender in certain indicators, for example, indicator 9 "Multiple actors have better capacities for sustainable landscape management", could be disaggregated by gender, in order to include their results at the end of the project.