End Review of the REDD+ pilot project implemented by the Jane

Transcription

Royal Norwegian Embassy in Tanzania
End Review of the REDD+ pilot project implemented by
the Jane Goodall Institute in Kigoma, Tanzania
Final Report
21 May 2014
Auckland
A14-10697
DISCLAIMER
Indufor makes its best effort to provide accurate and complete information while executing the
assignment. Indufor assumes no liability or responsibility for any outcome of the assignment.
Copyright © 2014 Indufor
All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any
means, electronic or mechanical, including, but not limited to, photocopying, recording or otherwise.
ACKNOWLEDGEMENTS
The evaluation team would like to thank the Royal Norwegian Embassy in Dar es Salaam for
facilitating this End-of-Project-Review, the JGI staff in Tanzania for their collaboration and
organisation of the field visit, and to the stakeholders interviewed, who willingly and openly
provided their views and feedback.
© INDUFOR: A14-10697 End Review of JGI REDD+ pilot project – Final Report
i
PREFACE
This report was prepared at the request of the Royal Norwegian Embassy in Tanzania (the
Client) by Indufor Asia Pacific. The intended user of this report is the Client. No other third party
shall have any right to use or rely upon the report for any purpose.
The report includes the end-of-project review assessment of the REDD+ pilot project “Building
REDD+ Readiness in the Masito Ugalla Ecosystem (MUE) Area in Support of Tanzania’s
National REDD Strategy” conducted at the request of the Client.
This report may only be used for the purpose for which it was prepared and its use is restricted
to consideration of its entire contents. The conclusions presented are subject to the assumptions
and limiting conditions noted within.
Indufor Asia Pacific
Dr Rosa Rivas Palma
Team Leader
Nelson Gapare
REDD+/MRV Expert
Dr Pete Watt
REDD+/MRV Expert
Bariki Kaale
National Consultant
Contact:
e-mail: rosa.rivaspalma@indufor-ap.com
7th Floor, 55 Shortland St
PO Box 105 039
Auckland City
NEW ZEALAND
Tel. +64 9 281 4750
www.indufor-ap.com
ii
EXECUTIVE SUMMARY
The Norwegian Ministry of Foreign Affairs (MFA) represented by the Royal Norwegian Embassy
(RNE) in Tanzania funded the Jane Goodall Institute (JGI) REDD+ Pilot Project - “Building
REDD Readiness in the Masito-Ugalla Ecosystem Pilot area in Support of Tanzania’s National
REDD Strategy”. The project main goal is “to enable communities and high bio-diversity value
forests in western Tanzania to benefit from REDD based global approaches to climate change
mitigation”.
Since 2007 the JGI Tanzania has been developing a Community-Based Natural Resources
Management Program in the Masito-Ugalla Ecosystem (MUE). The program is located along
the Eastern shores of Lake Tanganyika in Western Tanzania. Currently, a number of villages in
Kigoma and Mpanda Districts are actively involved in the program.
The Evaluation Team (ET) believes the project has achieved major outputs and established real
and functional community-driven forest conservation efforts. These efforts are driven by not only
the prospect of financial returns, but from real and actual benefits from the forest. Prime
examples cited include, improved stream water flows which were initially sporadic but are now
flowing permanently due to improved forest cover caused by avoidance of deforestation and
forest degradation. Wildlife populations are reported to have increased substantially while the
prevention of illegal logging, poaching and wild fires has increased non-timber forest products
such as mushrooms, honey, wild fruits and others.
The main conclusion from this project is that it achieved important outputs that demonstrate
positive impacts on the livelihood of the participating communities by creating opportunities for
income generation from alternative activities other than those that cause deforestation and
forest degradation. The project components have helped to reduce deforestation and forest
degradation, carbon emissions, protect and enhance biodiversity and other ecosystem service
benefits, and improve sustainable livelihoods in one of the poorest regions of Tanzania.
The ET considers there were a combination of factors that have led to the successful
implementation of project activities, including:
a. the sound reputation of JGI’s ongoing work in the area facilitated trust,
communication and engagement with the village governments to be part of the
project,
b. The project design complementing and building on the efforts of other JGI projects
in the area and dedicated project staff working on the project implementation,
c.
Using pre-existing community administration structures, such as environmental
village committees for the establishment of the Community Based Organisation
(CBO) JUWAMMA, and
d. Commitment of the village governments to support of the project activities such as
forest monitoring.
There were multiple project objectives and generating income from carbon credits was one of
the key outputs. This would have been facilitated through the completion of a Project Design
Document (PDD) to allow access to the voluntary carbon market through the Verfied Carbon
Standard (VCS). However the PDD was not completed within the project timeframe. Despite
this omission, it would appear overly negative to consider this failure as monumental or one that
diminishes the project’s value for money. This could have been avoided if the PDD had been
prioritised and if the management team were able to call on additional technical expertise at an
early stage. The situation could still be rectified with additional support. It is highly recommended
that JGI and the Government of Tanzania consider options to complete the PDD for validation
and verification with VCS.
iii
It should be stated that completing the PDD is an important component of the project. It provides
and maps out the expected revenue while also reducing the scepticism amongst villagers
around the promised benefits from REDD+ in Tanzania. An escalation of scepticism may result
in reversal of gains made in motivating the local communities to sustainably manage their forests
for long-term benefits which are greater than the opportunity cost. There are positive signs that
show the beneficiaries’ behavioural changes towards the driver activities of deforestation and
forest degradation. This extends to an increased participation in the project’s income generating
activities. Through the review, villagers indicated they are adopting the land use plans in order
to supply their needs for firewood. A direct measure or evidence of the leakage level, as well as
closer leakage monitoring and management is expected to be part of the VCS project
implementation once the PDD is compiled.
On the basis of being a pilot project, and one of many projects supporting a national REDD+
framework, the JGI pilot project should be viewed as good value for money. There are some
lessons learnt from this project that will certainly inform the REDD+ process in Tanzania. Noting
that REDD+ governance and institutional frameworks are still evolving, there are components
of the pilot project that resemble national level gaps. For instance, coordination with regional
and district council is yet to mature. Safeguards information from pilot projects and in fact subnational or jurisdictional projects will need to feed into a national framework which is also still in
development or planned.
A fundamental element for access to carbon rights is land tenure which in turn is a critical aspect
of a completed PDD. The project area is classified as “general land”, and through the project,
this area now has a participatory forest management (PFM) plan. This is part of the efforts to
gazette the forest and regulate the access to the resources in the forest. The issue of land tenure
is a critical component for a performance-based REDD+ regime and it is highly recommended
that the Government takes an active interest and role, through the REDD+ governance
decentralisation process, to support local district councils expedite the decision-making process.
At present the process of clarifying land ownership and carbon rights appears to take so long
that it may frustrate potential private sector project proponents.
In general, there is need to be conservative in ambitions to ensure project designs have realistic
timeframes to achieve specific goals such as a full operating systems to achieve financial
benefits from sale of carbon credits from avoided deforestation. Carbon trading is a concept with
long-term view because of the effort required to achieve significant sequestration levels. REDD+
projects have a lifespan that ranges from 10 to 30 years and sometimes longer. As such, the
design needs to consider the sustainability of the project activities with that timeframe in mind.
It is also important that project proponents are cognisant of the need to avoid creating unrealistic
expectations in the community. International discussions on REDD+ have been agonisingly
slow. Rural communities may not necessarily understand this and if the promised financial
benefits are not realised, there is a very real risk of reversal.
The large project area requires that all surrounding villages complement their efforts in
management of the resource. Further strengthening and integration of the project activities with
the leakage and project villages is desirable, particularly in addressing issues of governance,
the drivers of deforestation, and to ensure adequate monitoring.
iv
MUHTASARI (SWAHILI TRANSLATION OF EXECUTIVE SUMMARY)
Wizara ya mambo ya Nje ya Norway ikiwakilishwa na Ubalozi wa Ufalme wa Norway nchini
Tanzania ilifadhili Taasisi ya Jane Goodall ili iweze kutekeleza mradi wa majaribio ulioitwa
“Kujenga utayari wa Mpango wa Kupunguza Uzalishaji wa Hewa ya Ukaa kutokana na Ukataji
miti ovyo na Uharibifu wa Misitu (MKUHUMI) katika eneo la Mfumo wa ikolojia ya Masito-Ugalla
ili kuchangia katika Uandaaji wa Mkakati wa Taifa wa MKUHUMI” Lengo kuu la mradi ni
kuwezesha jamii na misitu yenye thamani kubwa ya bioanuai katika misitu ya ukanda wa
magharibi mwa Tanzania kunufaika na mifumo ya kimataifa ya MKUHUMI ya kupunguza
mabadiliko ya tabianchi.
Tangu mwaka 2007, Taasisi ya Jane Goodall imekua ikiandaa Programu ya Jamii ya usimamizi
wa maliasili katika misitu ya Mfumo ikolojia ya Masito- Ugalla. Programu hii inapatikana katika
mwambao wa fukwe za Mashariki mwa Ziwa Tanganyika, magharibi mwa Tanzania. Kwa sasa,
kuna vijiji kadhaa katika wilaya za Kigoma na Mpanda ambavyo vinashiriki kikamilifu katika
program hii.
Timu iliyofanya tathmini inaamini kuwa mradi umeweza kufanikiwa kupata matokeo mazuri na
pia umeweza kuanzisha mfumo imara wa jamii uliojikita katika kusimamia jitihada za kuhifadhi
misitu. Juhudi hizi hazitokani na matarajio ya fedha yaliyopo, lakini ni kutokana na faida zilizopo
za uhifadhi wa misitu. Mifano halisi iliyopo ni pamoja na kuongezeka kwa kiasi cha maji kwenye
vyanzo kwani vijito na mito mingi ilikuwa imeanza kukauka lakini imekuwa inatiririsha maji muda
wote kutokana na kuimarika kwa misitu kutokana na kupunguza shughuli za ukataji miti ovyo
na uharibifu wa misitu. Idadi ya wanyama pori imeripotiwa kuongezeka maradufu wakati huohuo
uzuiaji wa upasuaji haramu wa mbao, uwindaji haramu na mioto imeongezeka, mazao yasiyo
timbao kama uyoga, asali na matunda pori vimeongezeka.
Hitimisho kubwa katika mradi huu ni kwamba ulifanikiwa kufikia matokeo muhimu ambayo
yameleta mafanikio chanya katika maisha ya jamii zinazoshiriki kwa kuwawezesha kubuni fursa
mbadala za kujipatia kipato, kuliko zile ambazo zinasababisha ukataji miti ovyo na uharibifu wa
misitu. Utekelezaji wa Mradi huu umesaidia kupunguza ukataji misitu ovyo na uharibifu wa
misitu, kupunguza uzalishaji wa hewa ukaa, kulinda na kuongeza uwezo wa misitu kuhifadhi
bioanuai na kuongeza faida nyingine za mfumo ikolojia, na kusaidia kukuza shughuli endelevu
za kimaisha katika moja ya mikoa maskini Tanzania.
Tathmini hii inaonyesha kuwa kumekuwa na vigezo mbalimbali ambavyo vimefanya utekelezaji
wa shughuli za mradi zifanikiwe;
a. Sifa nzuri ya taasisi ya Jane Goodall na juhudi zake kwenye eneo la mradi
zimesaidia kukuza mawasiliano na ushiriki, ikiwa pamoja na kuhamasisha serikali
za vijiji kuwa sehemu ya mradi.
b. Muundo wa mradi ulioanisha na kutumia uzoefu wa miradi ya awali iliyotekelezwa
na taasisi ya Jane Goodall, pia uwepo wa watumishi wa mradi wenye uwezo na
wapenda maendeleo.
c.
Kutumia muundo wa utawala wa serikali za vijiji uliopo hasa Kamati za Mazingira
za Vijiji.Kamati hizi zilitumika kuanzisha Jumuiya ya Watunzaji wa Msitu wa Masito
(JUWAMMA) na.
d. Ushiriki kamilifu wa serikali za vijiji kutekeleza shughuli za ufuatiliaji mfano ulinzi,
utoaji wa taarifa za uhalifu au moto unapoonekana na hatua dhabiti kuchukuliwa.
Mradi huu ulikuwa na malengo mengi, ambapo kuongeza kipato kutokana na hewa ukaa ilikuwa
ni moja ya matokeo ya msingi. Hili lingewezeshwa kupitia kukamilishwa kwa andiko la usanifu
wa mradi (PDD) ili kuweza kufaidika na soko huria la hewa ukaa lijulikanalo kama Verified
Carbon Standard (VCS), lakini andiko la usanifu wa mradi halikuweza kukamilika kwa wakati.
Pamoja na ukosefu wa andiko hilo, haimaanishi kuwa mradi umefeli au bado hairudishi nyuma
thamani ya mradi. Mapungufu haya yangeweza kuthibitiwa endapo uandaaji wa andiko la
usanifu wa mradi ungepewa kipaumbele na kama timu ya usimamizi wa mradi wangehusisha
wataalamu wenye ujuzi huo mapema wakati wa uendeshaji wa mradi. Hata hivyo suala hili
linaweza kurekebishwa kwa kuongeza msaada zaidi. Inashauriwa kuwa Taasisi ya Jane
v
Goodall na Serikali ya Tanzania wafikirie namna bora ya kumalizia andiko la usanifu wa mradi
kwa ajili ya uhakiki na uthibitishwaji kwa kutumia soko la Viwango vya Hiari vya hewa ukaa.
Ni vizuri kukumbuka kuwa ukamilishaji wa andiko la usanifu wa mradi ni moja ya vipengele
muhimu vya mradi, kwa sababu linatoa mwelekeo thabiti wa mapato yanayotarajiwa na pia
kupunguza hofu miongoni mwa wanajamii kuhusu faida za MKUHUMI kwa Tanzania.
Kuongezeka kwa hofu kunaweza kusababisha faida endelevu zilizokusudiwa kutokana na
usimamizi wa misitu zisifikiwe. Kuna viashiria chanya vinavyoonyesha kuwa wanajamii
wamebadili tabia na kupunguza ukataji wa miti na uharibifu wa misitu. Kupitia tathmini hii
wanajamii walionyesha kuwa wanashiriki katika utekelezaji wa mipango ya matumizi bora ya
ardhi, ili kukidhi mahitaji mbalimbali ikiwa pamoja na upatikanaji wa kuni. Andiko la muundo wa
mradi linatarajiwa kutoa takwimu za kiasi cha uvujaji (kueneo kwa shughuli za uharibifu nje ya
maeneo ya mradi) na pia kutoa mwongozo wa namna ya kufanya ufuatiliaji wa jirani wa uvujaji
huo.
Kwa kuwa huu ni mradi wa majaribio na moja ya miradi mingi ambayo matokeo yake yamesaidia
katika uandaaji wa mifumo ya kitaifa ya MKUHUMI, hivyo mradi wa JGI unaweza kuchukuliwa
kuwa na manufaa makubwa. Kuna mambo mengi ambayo mradi umejifunza ambayo
yatachangia katika uendelezaji wa mchakato wa MKUHUMI kwa Tanzania. Pamoja na kuwa
masuala ya utawala na mifumo ya kitaasisi unaendelea kukua, kuna baadhi ya masuala ambayo
yamefanyika katika miradi ya majaribio ambayo yanafanana na changamoto zilizopo katika
ngazi ya kitaifa. Kwa mfano, shughuli za uratibu katika ngazi ya mkoa na wilaya bado
hazijaeleweka, vile vile bado hakuna mfumo wa taarifa za kinga (Safeguard) za MKUHUMI
katika ngazi ya mradi, wilaya na mkoa ambao watapaswa kutoa taarifa hizo katika ngazi ya taifa
ambao bado pia unaundwa.
Jambo jingine la msingi kwa ajili ya upatikanaji wa haki za hewa ukaa ni taratibu wa umiliki wa
ardhi ambao pia ni muhimu sana kuainishwa katika andiko la usanifu wa mradi. Eneo la mradi
linajulikana kama “ardhi ya jumla”, na kwa kupitia mradi eneo hili limekamilisha mpango wa
usimamizi shirikishi wa misitu. Hizi ni sehemu za jitihada za kuutangaza msitu na kuweka
taratibu za kutumia rasilimali zake. Suala la umiliki wa ardhi ni kipengelecha msingi sana katika
mfumo wa malipo ya MKUHUMI unaotegemea kiasi hewa ukaa iliyopunguzwa na inashauriwa
kuwa serikali ichukue nafasi kubwa ya majukumu, kupitia mfumo wa utawala wa MKUHUMI na
kupeleka madaraka mikoani na katika ngazi za chini, ili kuwezesha halmshauri za wilaya
kuharakisha utoaji wa maamuzi. Kwa sasa mchakato wa kuelezea umiliki wa ardhi na haki za
hewa ukaa unachukua muda mrefu kumalizika, hivyo unaweza kuhatarisha uwezekano wa
sekta binafsi kujihusisha katika shughuli za MKUHUMI.
Kwa ujumla, ipo haja ya kuwa makini wakati wa kuweka malengo ili kuhakikisha kuwa, usanifu
wa mradi unakua na muda halisi na stahiki wa kuweza kufanikisha malengo mahususi kama
vile mifumo ya utekelezaji ya kufikia manufaa ya mifedha kutokana na mauzo ya ukaakutokana
na kuacha ukataji wa miti Biashara ya hewa ukaa ni dhana yenye malengo ya muda mrefu
kutokana na juhudi zinazotakiwa kufanywa, ili kuweza kufikia kiwango stahiki cha upunguzwaji
wa hewa ukaa. Miradi ya MKUHUMI huwa inachukua kati ya miaka 10 hadi 30 na wakati
mwingine huwa zaidi. Hivyo basi, usanifu unatakiwa kuzingatia uendelevu wa shughuli za mradi
kwa kurejea huo muda. Ni muhimu pia watekelezaji wa mradi wakajua kuwa hawatakiwi kuleta
fikra na matarajio yasiyofikiwa kwa wanajamii wanaotekeleza mradi. Mazungumzo ya kimataifa
kuhusu MKUHUMI yanaendeshwa taratibu sana. Wanajamii mara nyingi wanaweza wakawa
hawaelewi kuwa mazungumzo yanachukua muda mrefu kufikia muafaka, hivyo kama kuna
matarajio ya kupata fedha yasipofikiwa yanaweza kuleta madhara makubwa ikiwa pamoja na
kuwakatisha tamaa na kususia shughuli za uhifadhi wa misitu.
Ukubwa wa eneo la mradi unahitaji vijiji vyote vinavyozunguka mradi kuunganisha juhudi za
kuhifadhi na kuendeleza rasilimali hiyo. Pia juhudi za kuimarisha na kuoanisha shughuli za
miradi na zile za vijiji vya eneo la uvujaji na vijiji vya mradi ni muhimu hususan hasa katika kutoa
ufumbuzi wa masuala ya utawala bora, vichocheo vya ukataji misitu ovyo na kuhakikisha
ufuatiliaji endelevu wa misitu.
vi
GLOSSARY
Term
Definition
CBO
Community Based Organisation
CCBA
Climate, Community and Biodiversity Alliance
CFMs
Community Forest Monitors
EPR
End-project-review
ET
Evaluation team
FPIC
Free, Prior and Informed Consent
FMP
Forest Management Plan
GMU
Gombe Masito Ugalla
GPS
Global Position System
GIS
Geographical Information System
IRA
Institute of Resource Assessment
JFM
Joint Forest Management
JGI
Jane Goodall Institute
JUWAMMA
Jumuiya ya Watunzaji wa Msitu wa Masito
(Community organisation that takes care of the Masito forest)
LoI
Letter of Intent
MFA
Norwegian Ministry of Foreign Affairs
MNRT
Ministry of Natural Resources and Tourism
MUE
Masito Ugalla Ecosystem
MRV
Monitoring, Reporting and Verification
MTR
Mid-term Review
NAFORMA
National Forest Resources Monitoring and Assessment project
NCMC
National Carbon Monitoring Centre
NGOs
Non-Governmental Organisation
OECD-DAC
Organisation for Economic Co-operation and DevelopmentDevelopment Assistance Committee
ODK
Open Data Kit
PDD
Project Design Document
PFM
Participatory Forest Management
PMP
Performance Monitoring Plan
REDD
Reduced Emissions from Deforestation and Forest Degradation
REDD+
Reducing Emissions from Deforestation and Forest Degradation,
conservation, sustainable management of forests and enhancement of forest
carbon stocks
RNE
Royal Norwegian Embassy
SUA
Sokoine University of Agriculture
ToR
Terms of Reference
UDSM
University of Dar es Salaam
UNDP-GEF
United Nations Development Programme – Global Environmental Facility
UN-REDD
United Nations collaborative initiative on Reducing Emissions from
Deforestation and forest Degradation (REDD) in developing countries
USAID
United States Agency for International Development
VCS
Verified Carbon Standard
VPO
Vice President’s Office
vii
TABLE OF CONTENTS
ACKNOWLEDGEMENTS
I
PREFACE
II
EXECUTIVE SUMMARY
III
MUHTASARI (SWAHILI TRANSLATION OF EXECUTIVE SUMMARY)
V
GLOSSARY
VII
TABLE OF CONTENTS
VIII
SUMMARY OF KEY FINDINGS
2
MASUALA MUHIMU YALIYOJITOKEZA (SWAHILI TRANSLATION OF THE
SUMMARY OF KEY FINDINGS)
4
1
INTRODUCTION
6
1.1
Background to the project
6
1.2
Purpose of the review
7
2
3
METHODOLOGY
8
2.1
Document review
8
2.2
Individual Interviews and Groups Discussions
8
2.3
Analysis and Reporting
9
REVIEW RESULTS
9
3.1
Effectiveness
9
Assessment of Achievement of Project Purpose and Outputs
9
Effectiveness in the Involvement of Communities and other
Partners and Stakeholders in the Individual Projects 11
3.2
Effectiveness in the Monitoring and Reporting Systems
12
Effectiveness in the Role and Application of GIS in Project
Management
13
Overall Effectiveness Rating
14
Efficiency
14
Efficiency in Project Expenditure Compared to Plans, Progress and
Project Outputs
14
3.3
3.4
Assessment of Alternatives on the Implementation
16
Overall Efficiency Rating
16
Impact
18
Assessment of Achievement of the Main Project Goal
18
Assessment of Unexpected Results/Impacts (Positive or
Negative)
19
Overall Impact Rating
19
Sustainability
19
Sustainability on the Key Institutional Structures of the Project
21
Sustainability of the Projects Activities to address Gender Issues 22
Overall Sustainability Rating
viii
22
3.5
4
Relevance
22
Contribution of the JGI Pilot Project in REDD+ Process in
Tanzania
22
Overall Relevance Rating
23
PROJECT RISKS AND MANAGEMENT
24
4.1
Risks Identified
24
4.2
Mid-term Review Recommendations
25
4.3
Risk of Conflicts
25
4.4
Capacity and Capability of Financial Management and Audit
Systems
25
5
LESSONS LEARNED AND SUCCESS STORIES
26
6
CONCLUSIONS AND GENERAL RECOMMENDATIONS
28
HITIMISHO NA MAPENDEKEZO YA JUMLA (SWAHILI TRANSLATION OF
THE CONCLUSIONS AND GENERAL RECOMMENDATIONS)
30
7
SPECIFIC RECOMMENDATIONS
32
7.1
Recommendations to the Village Stakeholders
32
7.2
Recommendations to the District and Regional Stakeholders
32
7.3
Recommendations to National Level Stakeholders
32
MAPENDEKEZO MAHUSUSI (SWAHILI TRANSLATION OF THE SPECIFIC
RECOMMENDATIONS)
33
8
Mapendekezo kwa wadau wa vijijini
33
Mapendekezo kwa wadau wa Wilayani na Mkoani
33
Mapendekezo kwa wadau ngazi ya taifa
33
REFERENCES
35
APPENDICES
Appendix 1: End-Project-Review Evaluation Framework
Appendix 2: UNDP-GEF Project Evaluation Ratings
Appendix 3: Review Schedule and Full List of Interviewees
Appendix 4: Summary of Project Activities, Indicators, Targets, and Results
ix
SUMMARY OF KEY FINDINGS
1. The JGI REDD+ pilot project achieved its purpose to “build awareness and enhance capacity
and governance mechanisms for local communities and government institutions…” This is
shown through the project activities implemented and main achievements of the capacity
building outputs. The project has achieved major outputs and established a functional
community-driven forest conservation efforts. In addition, the capacity building targeting local
communities has increased awareness of the value of forest and resource conservation.
2. The project design included multiple outputs and options for income generation which enabled
the achievement of important community benefits. While this increased the challenge for
implementation, it encompassed multiple stakeholders and by doing so generated interest as
it appealed to different community needs. In terms of securing the income generation through
carbon credits, the project team did not complete the preparation of a Project Design Document
(PDD) which would enable access to the VCS market. The situation could still be rectified with
additional support and it is highly recommended that JGI and the Government of Tanzania
consider options to complete the PDD for validation and verification with VCS with the aim of
achieving participation in the voluntary carbon market.
3. One of the most relevant elements for access to carbon rights is land tenure. The project area
is classified as “general land”, which now has a participatory forest management (PFM) plan.
The PFM is part of the efforts to regulate the access to the resources in the forest. Resolving
land tenure and ownership rights remains critical in order to maintain the momentum and
motivation among the communities to continue forest management and protection efforts on
their own. This will also make allow project proponents to register REDD+ projects.
4. The implementation of the project was based on a collaborative and consultative approach with
the involvement of the village government, CBO, district council staff and officials from central
government and academia. Sokoine University of Agriculture (SUA) supported the project
implementing the forest inventory based on the National Forest Resources Monitoring and
Assessment project (NAFORMA) approach. As expected for projects of this nature,
Geographic Information System (GIS) and remote sensing technologies were used to analyse
forest cover and forest cover change, forest monitoring and inventory. Field data were collected
using Global Position System (GPS) devices, Android phones and tablets and stored in the
Google Cloud. In the event of the operationalization of the National Carbon Monitoring Centre
(NCMC) and a final decision on the custodianship of the NAFORMA, pilot project data and
information generated would need to be integrated into a national systems. The methods used
with the GPS and Androids devices is documented in several reports. It would be useful if this
information is made available in a central repository say the NCMC or even shared with other
pilot projects.
5. In assessing whether the project delivers value for money, it is necessary to identify evidence
demonstrating that funds were spent on the intended outputs and are likely to achieve the
intended impact and long term sustainability. Data to assess future impact is not available,
therefore the value for money discussed here is purely qualitative. Value for money in this
instance is considered in the context of Norway’s development cooperation objectives of
supporting REDD+ pilot activities in the field, research and capacity building, national strategy
development and implementation. The expenditure of funds in the project implementation was
within the agreed budget, with budgets over and under at the output level. The value for money
assessment considered both the efficiency and effectiveness of the project implementation, as
well as the inputs and costs needed to achieve quality outputs and outcomes. The assessment
of results show that the project outputs had good to average value for money and perhaps the
project should be considered as a no-regret investment required to support the broader national
REDD+ framework development. The inherent analysis and drawing of lessons on project
performance through mid-term and final evaluations are important processes for stimulating
debate and discussions on options and best practice for important components such as benefit
sharing, governance and stakeholder engagement. In addition, the pilot projects provide
baseline data for estimating the cost elements of REDD+ implementation, for which there are
no alternatives without pilot projects.
2
6. When the project experienced delays in the provision of funds the team perhaps needed to reassess prioritisation and sequencing of the activities that needed to be finalised. In this
instance, the focus should have shifted towards those activities that mitigated the identified
risks affecting the project sustainability. The project document noted the major risk was the
generation of REDD+ carbon credits, which is linked to the sustainability of the project and
financial viability of the income generating activities. The important lesson to draw from this is
that projects are dynamic and hence the project management team needs to be adaptive by
using project management processes such as tailoring, change management and continuously
reviewing the business case to make sure the project delivers the intended output. Where
necessary, the project team should raise necessary change requests if the change is above
the agreed tolerances with the funders.
7. While the village governance structures setup through the project are likely to remain in place,
it is doubtful as to whether these will continue to operate in the absence of additional financial
support during the incubation stage of the income generating activities. This creates some
significant risks from leakage noting that the participating villages do not actually reside within
the project area. This is magnified in the absence of a completed PDD outlining how the
communities will participate in a voluntary carbon market, as well as identifying those
stakeholders involved in mitigation measures.
8. The sustainability of income generation activities, including carbon, and benefit sharing
mechanism is vital to the achievement of long-lasting impact and making the project selfsustaining. The premise of income generation from carbon credits was one strong factor to
engage interest from stakeholders. This is an important point to note as it will vary from
community to community. Where communities reside within the project area, the pressure on
the forest may increase if the expected benefits do not accrue within a reasonable timeframe.
9. The JGI pilot project treats the issue of gender seriously through deliberate inclusion of women
in specific roles. In general, it was noted that women participate well and equitably in the
governance structures at village level, or at least are recognised as having an important role to
play. During one village meeting, the ET noted that there is a belief that women have
unwavering commitment and are more trustworthy at managing finances. Of course this may
not be a universal belief but it illuminates the need for project proponents to recognise local
cultural beliefs and use them as opportunities to increase project ownership.
10. The approach taken to motivate the communities to adopt sustainable forest management
provides some useful insights of how other project proponents could design similar projects.
Through publicising successes, it could motivate other communities to adopt similar initiatives
especially where it leads to alternative opportunities to improve livelihoods. The focus being on
sources of income that remove the reliance on deforestation and forest degradation activities.
At this juncture, promoting and disseminating these lessons would be an important role for the
government in strengthening information and knowledge, promote REDD+ awareness, and the
role of REDD+ in rural development.
11. The need for stronger coordination between the local councils, the CBOs and central
government cannot be understated especially for ensuring sustainability. The JGI pilot project
provides important insights into how community forest monitoring might work under the right
conditions. In addition, the capacity building on fire protection and law enforcement compliment
the role of the local councils and has certainly enhanced the coordination and collaboration for
effective monitoring. In the event of a jurisdictional or national monitoring system, the sharing
of responsibility between authorities and communities is an important social and environmental
safeguard.
3
MASUALA MUHIMU YALIYOJITOKEZA (SWAHILI TRANSLATION OF THE SUMMARY OF
KEY FINDINGS)
1. Madhumuni ya mradi wa majaribio wa JGI ya “Kujenga uelewa, uwezo na mifumo ya utawala
kwa jamii na taasisi za Serikali “yamefikiwa. Hii imeonekana kupitia utekelezaji wa shughuli za
mradi na mafanikio ya matokeo ya kujenga uwezo Mradi umefanikiwa kutekeleza masuala ya
msingi na kuifanya jamii ihamasike na kujitolea katika shughuli za uhifadhi. Zaidi ya hayo,
mafunzo yaliyotolewa kwa kulenga wanajamii yameongeza uwelewa wa thamani ya msitu na
uhifadhi wa rasilimali ya misitu.
2. Muundo wa mradi ulibainisha matokeo mbalimbali na fursa za kujipatia kipato ambazo
zimefanya jamii iweze kufaidika zaidi. Wakati hili lilikuwa kama changamoto kwa utekelezaji
wa mradi, lakini ilisaidia kushirikisha wadau mbalimbali,na kwa kufanya hivyo wadau
mbalimbali wakapata hamasa ya kushiriki. Kwa upande wa mapato yanayotokana na uuzaji
wa hewa ukaa, timu ya mradi yakukamilisha uuandaji wa andiko la usanifu wa mradi (PDD)
ambalo lingeweza kusaidia kufikia soko la hiari la hewa ukaa. Hali hii hata hivyo ingeweza
kurekebishwa kwa kupata msaada zaidi wa namna ya kumalizia andiko hili kutoka taasisi ya
Jane Goodall na Serikali ya Tanzania, ili kuweza kuhakikiwa na kuthibitishwa kwa kutumia
viwango vya VCS ili kushiriki katika soko huria la hewa ukaa.
3. Moja ya kipengele cha msingi katika kupata haki ya hewa ukaa ni umiliki wa ardhi. Eneo la
mradi linajulikana kama ardhi ya jumla, ambalo kwa sasa limesha ingia kwenye mpango wa
Usimamizi Shirikishi wa Msitu (USM). USM unalenga katika kupunguza uharibifu wa rasilimali
za misitu. Suala la umiliki wa ardhi ni jambo la muhimu katika kuhakikisha kuwa wanajamii
wanaendelea kuhamasika na uhifadhi na ulinzi wa misitu. Uhakika wa umiliki wa ardhi utafanya
watekelezaji wa mradi kuingia katika shughuli za MKUHUMI kwa urahisi.
4. Utekelezaji wa mradi ulikuwa unafanywa kwa ushirikiano mkubwa na serikali za vijiji, taasisi
zisizo za kiserikali, wataalam kutoka wilayani, wataalamu kutoka serikali kuu, wanazuoni na
watafiti. Chuo Kikuu cha Sokoine kilisaidia katika kufanya tathmini ya hali ya msitu kwa kutumia
mfumo wa NAFORMA. Teknolojia za kisayansi kama vile mifumo ya taarifa za kigeografia
(GIS) na nyinginezo zilitumika kutambua kiasi cha misitu kilichopo na tofauti iliyopo. Taarifa za
awali za hali ya misitu zilichukuliwa pia kwa kutumia njia mbalimbali kama vile GPS, Simu za
mkononi za kisasa na komputa, na kuhifadhiwa kwa kutumia teknolojia ya Google. Taarifa hizi
ni za muhimu sana, hivyo baada ya kuwa na kituo cha kitaifa wa kufuatilia hewa ukaa (NCMC),
na hapo uamuzi wa mwisho utakapofanyika juu ya nani mtunzaji wa taarifa za NAFORMA,
itasaidia kuhakikisha kuwa taarifa zilizokusanywa kwenye miradi ya majaribio zitaunganishwa
kwenye mfumo wa kitaifa na hatimaye kuwa na mafanikio zaidi. Taarifa zilizokusanywa kwa
njia ya GPS na simu za kisasa zimewekwa katika taarifa mbalimbali za utekelezaji wa mradi,
hivyo itakuwa vema kama taarifa hizo zitapelekwa kwenye mamlaka za juu za kitaifa kama vile
NCMC au zikasambazwa kwa miradi mingine ya majaribio inayoendelea.
5. Katika kutathmini kama mradi umeweza kuleta matokeo yanayoendana na kiasi cha fedha
zilizotumiwa, ilikuwa ni jambo la muhimu kuainisha viashiria vinavyoonyesha kuwa fedha
zilitumiwa vizuri kuleta matokeo yaliyokusudiwa. Takwimu za kutathimini matokeo
hazikupatikana kwa hiyo uchambuzi huu umetokana na taarifa za maelezo pekee yake. Kwa
kuangalia sera ya shirika linaloshughulikia masuala ya nje la Norway, thamani ya fedha kwa
muktadha huu utalenga katika kuangalia malengo ya shirika la maendeeo la Norway la
kusaidia shughuli za miradi ya majaribio, utafiti, na kujengewa uwezo, uandaaji na utekelezaji
wa mkakati wa kitaifa wa MKUHUMI. Matumizi ya fedha wakati wa utekelezaji wa mradi
yalikuwa kama yalivyokuwa yameainishwa kwenye andiko la mradi. Tathmini inaonyesha kuwa
mradi umeweza kupata matokeo mazuri na yenye manufaa kulingana na thamani ya fedha
iliyokuwa imetengwa, hivyo mradi huu ni moja ya uwekezaji ambao haupaswi kujutiwa. Mambo
yaliyo jitokeza kwenye utekelezaji wa mradi huu ni muhimu yakaendelea kuibua mijadala na
majadiliano ya masuala mbalimbali kama vile mgawanyo wa mapato, utawala bora na
ushirikishwaji wa wadau wa MKUHUMI. Zaidi ya hayo, utekelezaji wa miradi ya majaribio
unatoa fursa ya kufanya makadilio ya gharama halisi ya utekelezaji wa MKUHUMI.
6. Wakati fedha za utekelezaji wa mradi zilipocheleweshwa, ilikuwa ni muda muafaka wa
watekelezaji wa mradi kuangalia shughuli ambazo zilikuwa zipewe kipaumbele. Kwa mantiki
4
hii, mwelekeo ungekuwa kukamilisha shughuli ambazo zinaleta changamoto ya uendelevu wa
mradi. Andiko la mradi lilibainisha kuwa changamoto kubwa ilikuwa ni kupata mapato ya hewa
ukaa, ambayo yalikuwa yamehusianishwa moja kwa moja na uendelevu wa mradi na uhalisia
wa shughuli za kujipatia kipato. Kitu cha muhimu cha kujifunza hapa ni kuwa utekelezaji wa
mradi unategemea hali halisi ya wakati, hivyo watekelezaji wa mradi walitakiwa walielewe hilo
na kutumia njia mbadala za usimamizi wa miradi kama vile kuendelea kubadili mtazamo na
uendeshaji kwa ujumla ili kuhakikisha mradi unapata matokeo yaliyotazamiwa. Ikiwezekana
watekelezaji wa mradi walikuwa na fursa ya kueleza nini walitaka kibadilishwe ili kuleta ufanisi
wa mradi.
7. Mifumo ya utawala ya vijiji iliyoanzishwa na mradi inaweza kuendelea kufanya kazi, lakini kuna
wasiwasi kama itakuwa endelevu bila kuwa na msaada wa kifedha wa kuendeshea, hasa
shughuli mbadala za kujiongezea kipato. Hali hii inaleta wasiwasi mkubwa wa kuongezeka kwa
shughuli za uvujaji ukizingatia kuwa wanajamii wengi wanaoshiriki kwenye mradi hawakai
katika maeneo hayo. Hali hii inakuzwa zaidi na ukosefu wa andiko la usanifu wa mradi
linaloonyesha namna gani jamii itahusishwa katika soko huria la hewa ukaa na pia kubainisha
wadau watakao husika na mbinu za kukabiliana.
8. Uendelevu wa shughuli za kujiingizia kipato, pamoja na hewa ukaa, na mfumo wa ugawanyaji
wa mapato ni muhimu ili kufanikisha matokeo ya kudumu na uendelevu wa mradi. Msingi wa
uzalishaji wa kipato kutokana na hewa ukaa ulikuwa sababu kubwa ya kupata kibali toka kwa
wadau. Hii ni suala muhimu kuzingatia kwa kuwa litatofautiana baina ya jamii moja na nyingine.
Kwa jamii wanaoishi katika eneo la mradi, msukumo wa kuharibu msitu unaweza kuongezeka
kama manufaa yanayotarajiwa hayapatikani ndani ya muda stahiki
9. Mradi wa JGI unashughulikia suala la jinsia kwa umakini kupitia uhusishwaji wa makusudi wa
wanawake kwenye majukumu mahususi. Kwa ujumla, ilifahamika kwamba wanawake
wanashiriki vyema na kwa usawa kwenye mifumo ya kiutawala katika ngazi ya kijiji, au angalau
wanatambulika kuwa na nafasi muhimu. Wakati wa mkutano katika kijiji kimoja, wataalam
walifahamu kwamba kuna imani kwamba wanawake wanamsimamo thabiti na wanaaminika
katika kusimamia fedha. Hii inaweza isiwe imani ya mahali pote lakini inaangaza hitaji la wenye
mradi kutambua imani za kitamaduni na kuzitumia kama fursa ili kuongeza kukuza umiliki wa
mradi.
10. Utaratibu uliochukuliwa kuhamasisha jamii kutekeleza usimamizi endelevu wa misitu unatoa
uelewa fulani wa jinsi miradi mingine wanavyoweza kuandaa miradi kama hiyo. Kupitia
kutangaza mafanikio, inaweza kuhamasisha jamii nyingine kutekeleza miradi kama hii hususan
pale ambapo inapelekea fursa mbadala kuboresha kipato. Lengo ni vyanzo vya mapato
ambavyo vinaondoa utegemezi wa shughuli za ukataji miti hovyo na uharibfu wa misitu. Katika
kipindi hiki, kukuza na kusambaza elimu hii itakuwa jambo muhimu kwa serikali, kwa
kuimarisha mifumo ya taarifa, kukuza uelewa wa MKUHUMI, na nafasi ya MKUHUMI katika
maendeleo kijijini.
11. Hitaji la kuwa na uratibu thabiti baina ya halmashauri za wilaya, Asasi za kijamii na serikali kuu
haliwezi kuchukuliwa kirahisi hususan kwenye kuhakikisha uendelevu. Mradi wa JGI unatoa
uelewa wa jinsi ufuatiliaji wa msitu ngazi ya jamii unavyoweza kufanya kazi chini ya masharti
sahihi. Kwa kuongezea, kujenga uwezo juu ya udhibiti wa moto na utekelezaji wa sheria
unazisaidia halmashauri za wilaya na kwa uhakika imeongeza uratibu na ushirikiano kwa ajili
ya ufuatiliaji madhubuti. Kwenye mfumo wa ufuatiliaji wa kimamlaka au kitaifa, ugawanaji wa
majukumu baina ya mamlaka na jamii ni kinga muhimu ya kijamii na kimazingira.
5
1
INTRODUCTION
1.1
Background to the project
In 2008, the governments of Norway and Tanzania signed a Letter of Intent (LoI) for a Climate
Change Partnership focussed on REDD+ to “implement programmes on adaptation and
mitigation of climate change”. One of the main activities was the establishment of pilot projects
for the promotion of a national REDD+ process, including incentive schemes, capacity building,
provision of technical assistance, monitoring and verification systems.
The Norwegian Ministry of Foreign Affairs (MFA) represented by the Royal Norwegian Embassy
(RNE) funded 9 REDD+ pilot projects to be implemented by NGOs in different regions in
Tanzania, selecting them jointly with the National REDD+ Task Force in 2009. Of the 9 projects,
2 have been discontinued. One of the pilot projects was called “Building REDD+ Readiness in
the Masito Ugalla Ecosystem (MUE) Area in Support of Tanzania’s National REDD+ Strategy”
(the JGI pilot project), and was implemented in Kigoma, Western Tanzania by the Jane Goodall
Institute (JGI).
The JGI was founded in 1977 by the renowned primatologist Jane Goodall. JGI has been
working on chimpanzee habitats conservation through community-centred conservation
programs that combine education and the promotion of sustainable livelihoods in human
populations in the surrounding areas of these habitats.
The purpose of the JGI REDD+ pilot project was to “build awareness and enhance capacity and
governance mechanisms for local communities and government institutions to administer and
benefit from REDD+-related obligations and opportunities in the MUE in support of national
REDD+ readiness”. The expected project outputs were:
Output 1. Cadre of local trainers comprised of stakeholders from the project area empowered
to facilitate broad stakeholder participation in REDD+ project design and
management, including the collection, analysis and application of lessons learned
in reducing deforestation and forest degradation in Western Tanzania.
Output 2. Inter-village forest conservation Community Based Organisations (CBOs) formed
and empowered to manage forests on general lands in support of a national
REDD+ accounting program and sub-national forest carbon projects.
Output 3. Replicable and scalable methodology for remote-sensing based forest and carbon
accounting at village scale, developed, tested, verified, documented and
disseminated.
Output 4. Communities and CBOs provided with the tools and skills to monitor forest
biomass and carbon stocks.
Output 5. Community based equitable benefit sharing mechanism developed and practiced.
Output 6. Remote sensing and Geographical Information System (GIS) capacity for carbon
mapping and monitoring at the national scale supported, strengthened and
disseminated.
The initial scope of the project was to include 15 villages in the MUE. This number was reduced
to seven villages in Kigoma district, which became the main focus of the activities. This decision
was made after discussion amongst district and the project staff based on the fact the project
was a pilot, and that the wider project implementation in the MUE could benefit from a staggered
approach. The forest area originally planned as part of the project was not influenced by the
reduction of villages.
6
The contract agreement between the MFA and JGI included a project budget over three years
of USD2.759 million (up to NOK19.32 million). The project was implemented from January 2010
to June 20131. The following target indicators were outlined in order to assess the project impact:
Table 1-1: Project Impact & Indicators
1.2
Impact Dimension
Target Indicators
Emissions reductions
55 000 tonnes CO2-e saved agains baseline (annual average)
Incomes and beneficiaries
Annual net income of USD400 000
Carbon management
70 000 ha of forest under PFM
Carbon financing
7 villages benefiting from PFM
Carbon accounting
Two forest types – miombo woodland and afromontane forest
Carbon marketing
PDDs verified for VSC (and possibly CCBA)
Purpose of the review
The project agreement stipulated that a mid-term and an end-of-project review be conducted.
The Mid-term Review (MTR) was completed in 2012.
The RNE requested the end-of-project review (EPR). According to the terms of reference (ToR),
the overall objective of the EPR is to “draw out lessons and recommendations for future REDD+
activities in Tanzania, while also assessing the risks in the current REDD+ landscape”.
Specific purposes of the EPR are to:
1. Assess the relevance, impact, effectiveness, efficiency, and sustainability of the
activities and modalities supported under the Project
2. Assess the project and risk management
3. Investigate challenges, lessons, and opportunities linked to piloting REDD+ projects
at district and community levels and suggest recommendations.
The EPR will be used by the Embassy, central and local government authorities in Tanzania
and local communities, as background material for implementation of REDD+ activities in
Tanzania. It is also expected the review should provide recommendations for future prioritisation
of support to meet the requirements for performance-based REDD+ financing. In this context, it
is imperative to draw out key components of the JGI pilot project that might constitute best
practice for various components of REDD+ implementation. It should be noted that the JGI pilot
project is one of several REDD+ pilot projects. As such, there is merit in assembling the
collective lessons from all the projects in order to provide a more comprehensive overview of
their contribution to the national REDD+ framework.
The EPR is being conducted by Indufor Asia Pacific and comprises the following evaluation
team (ET):
 Dr Rosa Rivas Palma
Team Leader
 Mr Nelson Gapare /Dr Pete Watt
REDD+/MRV Expert reviewers
 Mr Bariki Kaale
National Reviewer
1
Proposed implementation dates were from January 2010 to December 2012. A no-cost extension was granted for the
continuation of the project activities through to June 2013.
7
2
METHODOLOGY
The evaluation terms of reference (ToR) requested an analysis and assessment of the activities
supported by the project following the OECD-DAC2 criteria for evaluation of development
assistance. This is used to assess relevance, impact, effectiveness, efficiency and sustainability
of the activities supported under the project. Appendix 1 presents the evaluation framework
used for the review. This incorporates the questions covering the issues outlined in the ToR,
and the sources of information reviewed and key aspects to consider in the assessment.
UNDP-GEF (2012) rating scales were used to assess the project performance under each
criteria. The rating scales and definitions are presented in Appendix 2. The methodological
approaches followed in the review are explained in the following sections.
2.1
Document review
In the preparatory phase of the review, project document and secondary sources of information
were reviewed. The ET understands the main reporting documents generated by the project
include: (i) Annual Financial Statements; (ii) Annual Budget and Work plan; (iii) Semi-annual
Progress Reports; (iv) Audited annual financial statements; and (v) Final report covering the
entire project period3.
Other project documents include technical reports related to Participatory Forest Management,
Development of Benefit Sharing Mechanisms, Calculation of REDD+ credits that could be
available to the communities, carbon mapping and monitoring, Gender, Safeguards, Best
practices, and financial performance. JGI and RNE provided the documents developed through
the project.
In addition, other sources of information related to the project and REDD+ were collected and
assessed in detail in order to triangulate and corroborate findings. The ET also considered the
findings and observations of the MTR finalised in August 2012. All the documents reviewed by
the ET are listed in the reference section.
2.2
Individual Interviews and Groups Discussions
Most interviews and group discussions with key project stakeholders took place during the incountry mission from 24 March to 4 April 2014. Beyond this date, additional information was
collected from some stakeholders, via email and Skype.
The group discussions were undertaken in three of the villages that are part of the project during
the 27 - 31 March field visit to Kigoma. The groups targeted were the village governments,
Community Forest Monitors (CFMs) of each village, and key representatives of the Community
Based Organisation (CBO) JUWAMMA. The sessions were organised in advance by the JGI
staff. The discussions were in Kiswahili language and the National reviewer took the role of
directly communicating and interacting with the attendees, and translating for the rest of the ET.
Table 2-1 outlines the number of attendees to the group sessions. A full list of all the
interviewees, and review schedule is presented in Appendix 3.
Table 2-1: Number of Attendees to the Village Group Discussions
Group
2
3
8
Total Attendees
Female Attendees
CFMs
JUWAMMA
10
1
--
Ilagala village
25
7
3
Sunuka village
22
4
4
Karago village
29
6
4
http://www.oecd.org/dac/evaluation/daccriteriaforevaluatingdevelopmentassistance.htm
JGI staff informed the final report is in preparation and will be finalised in April 2014.
2.3
Analysis and Reporting
The information gathered through the interviews, discussions and document reviews was
collated and analysed in the context of the evaluation framework. Preliminary findings were
presented in the inception report and these were discussed with the RNE. Further findings are
consolidated and presented in this report.
3
REVIEW RESULTS
3.1
Effectiveness
Assessment of Achievement of Project Purpose and Outputs
For the purpose of project piloting REDD+ implementation at a local-level, the project results
and outputs are relevant and provide useful contributions and lessons. These will assist in
establishing the national REDD+ framework as Tanzania works towards readiness and
participation in incentive-based schemes. More specifically, the project provides important
insights into the pertinent issues of national REDD+ decentralisation, benefit sharing framework,
and governance.
The ET considers that the broad project purpose to “build awareness and enhance capacity and
governance mechanisms for local communities and government institutions” was achieved to a
large extent. This is shown through the project activities implemented and main achievements
of the capacity building outputs (Outputs 1, 2 and 4). The project design is commendable
because it leveraged on existing community-based development programmes in an effort to
sustain the momentum of improving livelihoods. In addition, the newly formed CBO JUWAMMA,
the community forest management activities used existing village bodies such as the
environment committee and village government. This lead to increased effectiveness.
Overall most of the activities were either finalised or almost completed (Table 3-1). The activities
which had limited or no progress are those related to the income generation through carbon
credits (Output 5). This involved assisting the CBO and village governments to secure certified
credits for carbon emission reductions from REDD+ projects in the voluntary carbon markets.
The key objective of developing and register the project PDD in the voluntary carbon market
was not achieved. This can be attributed to limited understanding of the stringent voluntary
carbon market requirements which perhaps led to ineffective prioritisation. The development of
the PDD needed to be a key priority.
The planned project activities are outlined in the Performance Monitoring Plan (PMP) 20092012 document (baseline activities programmed). The ET understands this document was
approved at the start of the project, and that progress in the implementation of project activities
is reported in the semi-annual reports. Appendix 4 presents a table that outlines the Activities,
Indicators, Targets and Progress achieved. Through the review of the information, the ET found
some inconsistencies in the labelling of reporting of activities and indicators between the PMP
and financial reporting. These type of inconsistencies were also noted in the partner meeting
notes (2011, 2012, and 2013). The appendix highlights the activities or indicators that are
inconsistent.
9
Table 3-1: Outputs and Activity Progress Summary
Activity Progress
Main achievements
Activities not completed
Output 1: Empowered cadre of local trainers comprised of stakeholders that facilitate broad stakeholder
participation in REDD project design and management, including the collection, analysis and application
of lessons learned in reducing deforestation and forest degradation.
Activities 2.1.1; 2.1.3, and
2.1.5 completed
Activity 2.1.2 progressed
about 93%
Activity 2.1.4 mostly
completed with one element
up to 42% development
Activity 2.1.6 not completed
 Training and sensitisation to
community representatives
and authorities on carbon
related policies, project
design and trading
 Ongoing public awareness
campaigns
 REDD+ project sites administered
according to international standards
 Research findings documented and
disseminated
Output 2: Inter-village forest conservation CBOs formed and empowered to manage forests on general
lands in support of a national REDD+ accounting program and sub-national forest carbon projects.
Activities 2.2.1, 2.2.3, and
2.2.4 completed
Activity 2.2.2 progressed
about 77%
 Functional CBO formed and
supported by community
members
 Village environmental
committee and CFMs trained
and capable to support the
project
 Training of fewer village
environmental committee members
than originally planned
Output 3: A replicable methodology for remote sensing/GIS based forest and carbon accounting at
national and village scales developed, analysed, tested, verified, documented and disseminated.
2.3.3 completed
Activities 2.3.4 and 2.3.5
unknown
 Carbon mapping and
monitoring methodologies
validated and applied at local
level
 Carbon monitoring training
modules developed
 Second characterisation of drivers
and agents of deforestation and
forest degradation and assess
leakage risks
 Estimates of annual change in
carbon sequestration
 Dissemination of results from the
assessment
Output 4: Communities and CBOs are provided with the tools and skills to monitor forest biomass and
carbon stocks
Activities 2.4.1, and 2.4.2
completed
Activity 2.4.3 about 53%
 CBO and CFMs capable and
equipped to monitor forest
biomass and carbon stocks
 Training of fewer community
members and CFMS than originally
planned
Output 5: A community based equitable benefit sharing mechanism developed and practiced.
2.5.4 completed
Activities 2.5.3 not completed
 Benefit sharing mechanism
developed through a
participatory approach
 CBO was trained on
governance principles
 Expected income generated from
carbon credits not fulfilled (Activity
2.5.3) as in PDD development,
validation and registration were not
completed
Output 6: Remote sensing and GIS capacity for carbon mapping and monitoring at the national scale
supported, strengthened, and disseminated.
2.6.7 completed
Activities 2.6.1, 2.6.2, 2.6.3,
and 2.6.5 not completed
10
 Assessment of behaviour
change through the project
period
 Publications on proven
methodologies not completed
 Training using state of the art
software was not completed.
Delays in the implementation of some activities were noted in the project documents reviewed.
For instance, the 2011 partners meeting notes point out MRV related activities were behind
schedule (Outputs 3,4,and 6), and the need to focus resources on these activities. Similarly, the
MTR in 2012 recommended the need to concentrate efforts on developing the documents to
access voluntary carbon markets to create viable exit strategy that is replicable across other
communities.
The contract between the RNE and JGI outlines target indicators which were used to assess
the project impact dimension (see section 1). Table 3-2 presents the progress made by the
project against these indicators:
Table 3-2: Target Indicators Included in the Contract Agreement Between RNE and JGI
Impact Dimension
Emissions reductions
Incomes and beneficiaries
Carbon management
Carbon financing
Carbon accounting
Carbon marketing
Target Indicators
Progress*
55 000 tonnes CO2-e saved
agains baseline (annual average)
Annual net income of
USD400 000
70 000 ha of forest under PFM
7 villages benefiting from PFM
Two forest types – miombo
woodland and afromontane forest
PDDs verified for VSC (and
possibly CCBA)
No reduction that can be
attributed to project
Not realised
Completed (90 989 ha)
Completed (7 villages&1 CBO)
Forest inventory completed for all
forest types
Not completed
* Source: Semi-annual report Jan.-June 2013
Effectiveness in the Involvement of Communities and other Partners and Stakeholders
in the Individual Projects
The implementation of the project was clearly based on a collaborative and consultative
approach. This was evident by the involvement of the village government, CBO, district council
staff and officials from central government and Sokoine University of Agriculture (SUA). The
three villages interviewed during the evaluation were quite complimentary of JGI and the
REDD+ pilot project. Decision making on components such as benefit sharing and the selection
of village representatives conforming JUWAMMA clearly involved the communities. With
regards to Output 1, the feedback from informants suggests that stakeholder participation was
broad. The level of understanding of REDD+ and the concept of carbon and benefit from
reducing deforestation was evident.
For Output 2, the project was effective in establishing a functional village-level CBO and enlisting
the support of the district council in the governance of benefit sharing and management.
However, the feedback from the local council is that the implementation of REDD+ projects
created an additional burden on their already stretched resources. Nevertheless it was
acknowledged these projects are important development activities that benefit local
communities.
The project also fulfilled part of its objectives through collaborative capacity building aspects
such as data collection and monitoring. As part of Output 3 and Output 5, JGI facilitated several
activities including a biomass estimation and mapping training for a total of 30 participants from
Tanzania, Kenya, Uganda, Zambia, Malawi and government institutions, and universities. The
course focused on the application of geospatial technologies to estimate and map aboveground
biomass and carbon introducing participants to methods that used MODIS, Landsat and GLASS
remote sensing data and linking this to forest inventory data. It is also notable that villagers now
have a good understanding of the causes and effect of deforestation and the importance of
identifying the location of illegal activities through spatial visualisation on maps.
It is noted that the carbon inventory carried out by experts from SUA in 2011 adopted the
National Forest Resources Monitoring and Assessment project (NAFORMA) sampling design
which uses a cluster sampling design. Field teams comprising members of the village
governments, village environmental committees and forest guards from the villages surrounding
11
the MUE, staff from JGI, and foresters from Kigoma District Council were trained using the
NAFORMA Biophysical Field Manual as part of the local capacity on forest carbon assessment.
This training was quite appropriate to build capacity for future measurements. Notwithstanding
the technical complexity of forest inventory, the JGI pilot project clearly provided a good example
of involving villagers in developing a monitoring system. For instance, CFMs expressed very
positive views of the training received on the use of GPS and Android tablets and smartphones,
and proved capable of undertaking the monitoring with these equipment.
Perhaps there was further opportunity for collaboration on data storage and sharing in addition
to the use of NAFORMA procedural manuals and methodological approaches. The national
REDD+ framework looks to the pilot projects for best practices and scalability opportunities. In
implementing the monitoring system, the JGI pilot project chose to utilise revolutionary Android
technology in the form of smartphones and tablets with all data stored in Google Cloud
Geodatabase. Data collected through smartphones and Android tablets was consolidated and
reported using a combination of free online tools for building data entry forms for use in Open
Data Kit (ODK). ODK is a free and open-source set of tools developed by researchers at the
University of Washington Department of Computer Science and Engineering. With ODK, users
can build data collection forms or surveys to collect data on a mobile device and send it to a
server – in this instance the Google cloud. For the JGI pilot project, the data hosted in the Google
cloud is accessible online through GIS software such as ArcGIS but users must have a good
internet connection.
The JGI pilot project data is relevant and should be shared with both NAFORMA and the
National Carbon Monitoring Centre (NCMC) (once operational) as it will contribute to the
development of the national carbon reporting framework. However, at present it is not clear how
the data will be shared or transferred to a central repository to become part of the national
framework.
Currently the data is stored in a password protected account on the Google cloud and
presumably can be easily shared with relevant stakeholders. Noting that the Google cloud is
run by a private institution with a somewhat unclear data hosting continuity strategy or known
long term service offering, it would be essential that data of national importance is hosted in an
environment that guarantees long-term support and maintenance. It is also necessary to be
cognisant of the need to clearly document and create metadata (information about the data) to
assist stakeholders to understand the data quality, limitations, and accuracy.
Effectiveness in the Monitoring and Reporting Systems
Projects of this nature are often complex and challenging to implement as they do require an
effective project management structure and robust monitoring. For the JGI pilot project, it would
appear there are two levels of monitoring and reporting. The first level is administrative, whereby
JGI office staff kept the RNE and the National REDD+ Task Force informed about the overall
implementation of the project. At this level, regular meetings, semi-annual and annual financial
reports were the main instruments for monitoring and reporting. The project was well structured
with appropriate reporting mechanisms through the reports and progress monitored against
annual work plans and PMP agreed with the RNE including financial reporting. In general, the
project was well-resourced with a well-qualified team who understood the overall objectives of
the project.
However, the monitoring and review process perhaps missed to identify how critical and
complex the development of the PDD was. It is now apparent that technical guidance was
required to ensure the completion of the VCS PDD. The MTR in 2012 clearly identified that the
project was falling behind in developing a PDD for VCS. However, it did not point to the
underlying issue of land ownership and tenure or provide specific advice on what the project
team should do.
The second level of monitoring occurs at the project implementation level. At this level the ET
concludes that the effectiveness of monitoring and reporting was appropriate. The JGI team
maintained regular contact with JUWAMMA, and the local district council and international
experts facilitated the execution of work plans. The process was effective based on the feedback
12
from villagers interviewed during the EPR. This is part of the evidence on incorporation of
inherent safeguards in the monitoring and reporting components. The project was implemented
with adaptive management to respond to changing circumstances on the ground. As the design
contained a number of safeguards performance monitoring has been fairly effective.
However, it appears that the project team and communities also went through a challenging
learning process in the first year. This included developing the operational expertise required to
manage beehives and deliver the honey to market. It is understood that during the first year the
villagers were unable to extract honey on time due to late procurement of production equipment.
However, the ET believes that the challenges of income generating projects are well understood
and that appropriate risk management processes are in place.
Effectiveness in the Role and Application of GIS in Project Management
As necessary, GIS and remote sensing technology were used in the project to analyse forest
cover and forest cover change as well as components of the monitoring. As part of the initial
characterisation of land use and land use change in the project area, a combination of satellite
imagery and ground validation was employed. Some of the datasets used included 2001, 2007
and 2011 Landsat TM and ETM satellite imagery, ground-truth data derived from field surveys,
oblique aerial photos and very high resolution satellite imagery collected from 2001-2012.
There are numerous options available to VCS project proponents in terms of methodology,
analysis software, and data management systems. For the JGI pilot project since the choice to
participate in carbon trading through VCS was made right from the beginning, there was merit
in considering several options. The project team chose the use of GPS enabled Android tablets
for field data collection, Landsat imagery and forest inventory for estimating biomass and carbon
stock. The CFMs and project staff interviewed demonstrated reasonable understanding of the
methods and appreciated the training.
There are a number of observations relating to the choice of technology. The project team made
every effort to demonstrate that local communities can use mobile devices to collect georeferenced data and pictures that are in digital format that can be easily shared with the relevant
local, national and international stakeholders in a transparent and cost-effective way. In some
respect they succeeded in demonstrating that communities can easily learn and use mobile
devices to collect such data and this is exemplified by the extent of information presented on
maps cited by the ET.
However there are some observable challenges and limitations. Some of the limitations can be
overcome but some are more fundamental as they affect long term sustainability. The use of
Android units proved challenging due to limited battery life and durability as well as internet
connectivity. JGI staff informed the ET on their plans to introduce solar power in the villages
(including villages involved in the pilot project) to address the device charging challenge and set
up focal internet hotspots using portable modems and cellular networks. These developments
will certainly strengthen the ability of the CFMs to continue utilising Android phones and tablets.
However, these developments alone are unlikely to address the broader issue of ongoing
support necessary to maintain the activities of JUWAMMA and CFMs as well as fire protection.
As noted, the execution of the exit strategy at the end of funding from the RNE has not been
effective with a real risk that even the forest protection activities by local villages may seize if
there is no further funding or reasonable source of income.
The JGI pilot project mobile technology component also complements larger JGI’s efforts as
part of the USAID Gombe Masito Ugalla (GMU) project to empower 52 local communities to
better monitor their forests by using mobile and cloud technologies in western Tanzania. This
raises an important implication for the other pilot projects in Tanzania in light of the need to nest
into a national monitoring system. In the ET’s view, some consideration would be necessary for
pilot projects to follow some standard or prescribed data collection, storage and archiving
methodologies. It is unfortunate that there is no national REDD+ data repository at the central
government level at this stage. This is perhaps a role for a national body such as the NCMC.
13
The capacity building in the use of remote sensing and GIS seems to have been effective, at
least for the initial stages. Since the project funding has officially ended, there is limited
continuity in data collection because CFMs are finding it difficult to travel and spend time
carrying out activities for which the remuneration is very limited.
Overall Effectiveness Rating
Overall
rating
3.2
Highly
satisfactory
(HS)
Satisfactory
(S)
Moderately
Satisfactory
(MS)
Moderately
Unsatisfactory
(MU)
Unsatisfactory
(U)
Highly
Unsatisfactory
(HU)
Efficiency
Efficiency in Project Expenditure Compared to Plans, Progress and Project Outputs
The ET evaluated the implementation of the activities based on the progress described in the
semi-annual reports and comparing this against the PMP 2009-2012 document (baseline
activities programmed) (see Table 3-1). The semi-annual financial reports were also analysed
to assess the expenditure levels for each activity. The sources of financial information used
were considered as approved and verified by the project’s audits and RNE’s special audits. The
ET did not undertake a verification of the accuracy of expenditure included in the financial
reports.
The project had a few delays to start up, and there were additional delays in the disbursement
of funds between October 2011 and March 2012. This was due to a suspension to enable an
investigation of administrative issues. All these reasons allowed the project to qualify to a nocost extension in 2013. This permitted the completion of several activities.
The use of funds in the project implementation was within the total approved budget, with over
and under spent budget at the activity and output level. Figure 3-1 presents the actual
expenditure by output through time, and Figure 3-2 compares the budget and actuals.
Output 5 had the highest budget with about 35% of the total activity budget and also the highest
over spend. Close to 50% of Output 5 expenditure (USD200 000) was used on the
demonstration of the benefit sharing mechanisms. This expenditure was described in the
progress reports as “project funding available for provision to communities as financial
incentives” (reported under Activity 2.5.3)4. These funds were later used by the villages in to
start building infrastructure for community use in in accordance with the decisions taken through
the participatory benefit sharing mechanism developed.
The efficiency assessment analysed the use of resources to achieve the desired outputs. Purely
focusing on targets and budget, the progress and financial reports indicate several of the
activities were deemed as completed in the first years of the project (see Appendix 4), many of
which sustained additional implementation and use of resources after this time. For instance,
the activities in Output 1 focused in training, sensitisation, public awareness, and capacity
building. The target for the activities under this output were considered as completed in 2010
and 2011. There was, however, a continuation of the implementation of these activities post2011.
4
There was no explicit link between potential income from REDD credits and these funds. The estimated carbon stocks
accumulated in the project area for 2 years is 332 103 tonnes of CO2 (Zahabu, 2011). These potential REDD credits
will be worth USD200 000 if traded at a carbon price of USD0.6/tonne CO2.
14
Figure 3-1: Actual Expenditure by Project Output
Figure 3-2: Comparison of Actual Expenditure and Budget by Project Output
For future projects, the donors could consider closer monitoring and evaluation of the project
activities to ensure key activities are completed. Delays of available budgets effectively reduced
the timeframes for project implementation. It would have been prudent to reassess the priority
of the activities that needed to be finalised in light of the new timelines and flow of budget. The
focus was needed for activities that mitigated the identified risks affecting the project
sustainability. The project document noted the major risk was the generation of REDD+ carbon
credits. This activity is linked to the sustainability of the project and financial viability of the
income generating activities developed.
Understanding the requirements to implement those risk mitigating activities is essential to
ensure their feasibility. The development of a PDD, and the level of income generation from
carbon credits was perhaps an ambitious target considering the project involved working with
the communities in capacity building, and setting up forest management structures through the
15
project. Also additional requirements were identified, such as resolving land tenure issues can
extend over a long period. The ET notes that realisation of these challenges through the project
duration did not distract the focus of the project staff from aiming to complete the activities
planned for the project.
The value for money assessment considers both the efficiency and effectiveness of the project
implementation, and whether the inputs and funds were used to achieve quality outputs and
outcomes in terms of impact and long term sustainability. It is also important to consider the
context of the assessment and define the value for money for whom, of what and by when. On
the basis of Norway’s international development commitment and policy, the value for money
was assessed in the context of Norway’s development cooperation objectives of supporting
REDD+ pilot activities in the field, research and capacity building, national strategy development
and implementation.
The long term impact of the outcomes is somehow difficult to determine. In the strictest sense,
a project can be defined as good value for money if it results in a net positive gain to society
which is greater than that which could be achieved through any alternatives. For the JGI pilot
project, it would mean quantitatively assessing the investment in the various income generating
activities and the capacity building and determining the per capita net benefit. This, however,
was not possible in the scope of this EPR. An important aspect to consider in the project design
stage is to apply some quantitative due diligence and outline indicators to assess the value for
money.
The value for money analysis included in this report is based on a qualitative assessment. The
majority of the JGI pilot project activities planned were completed or progressed, and the
outcomes are commendable. The quality of the project outputs is reflected in the enthusiasm
expressed by the villages visited and the dedication of the project staff. Some of the activities
had delays in the implementation and others had a higher cost than planned, which affected the
overall value for money.
Table 3-3 summarises the results by project outputs. The conclusion of the assessment is that
the project outputs ranged from good to average value for money.
Assessment of Alternatives on the Implementation
The ET considers some of the key activities for the success of the project are around community
sensitisation and forest monitoring (Outputs 1 and 2). In terms of the use of resources for
planning and implementation of the activities, it could have been more efficient and effective to
integrate the some of the activities that involved work in the villages, to minimise time and costs
of transport and assembling participants.
For projects of this nature which have to acquire and apply technological innovation, it is always
necessary for project implementers to choose technologies that are reasonably stable,
affordable and not susceptible to short-term obsolescence. The key innovations in this project
of course related to application of remote sensing and GIS, use of mobile technology for field
data collection with dependence on access to internet to upload data to Google servers. With
the current state of income generation, the ability of the villagers to replace Android phones and
tablets is severely limited. The repeatability of such methods considering the expense, data
management, updates required, and sustainability at the local level, calls for a solid assessment
on whether alternatives could still provide robust lower-cost information.
Overall Efficiency Rating
Overall
rating
16
Highly
satisfactory
(HS)
Satisfactory
(S)
Moderately
Satisfactory
(MS)
Moderately
Unsatisfactory
(MU)
Unsatisfactory
(U)
Highly
Unsatisfactory
(HU)
Table 3-3: Qualitative Value for Money Assessment
Project Output
Value for Money Assessment*
Output 1: Empowered cadre of local trainers
comprised of stakeholders that facilitate broad
stakeholder participation in REDD project design
and management, including the collection,
analysis and application of lessons learned in
reducing deforestation and forest degradation.
The training, capacity building, and sensitisation
activities were effective and achieved wide
community participation. The cost involved in the
implementation was perhaps high and the indicators
for long term impact and sustainability are dependent
on follow-up actions. The value for money was
considered as average.
Output 2: Inter-village forest conservation CBOs
formed and empowered to manage forests on
general lands in support of a national REDD+
accounting program and sub-national forest
carbon projects.
The CBO is functional, dedicated and its work
continues after the project closure and is supported
by the villages. The resulting ownership of the project
by the CBO and community offsets the high cost of
implementation. .However, the fact that the CBO
requires ongoing financial support to maintain their
activities needs income generating activities to be
self-sustaining and profitable. It is considered this
output represents an average value for money.
Output 3: A replicable methodology for remote
sensing/GIS based forest and carbon accounting
at national and village scales developed,
analysed, tested, verified, documented and
disseminated.
While remote sensing was selected and data analysis
methods established, the failure to finalise a PDD
leaves some doubt about the effectiveness and
efficiency of money spent towards the draft PDD.
However, the local communities seem to have
grasped very well the rational for forest monitoring
and carbon measurement. The uncertainty around
the sustainability of forest monitoring and data
collection raises questions whether the capacity
building effort will eventually prove to be good value
for money. The value for money was considered as
average.
Output 4: Communities and CBOs are provided
with the tools and skills to monitor forest biomass
and carbon stocks
Indicators and feedback from villagers suggests the
capacity building involving the CBOs and CFMs and
provision of equipment for activities such as forest
monitoring and fire protection has had a significant
impact and likely to be long-term. This activity had a
successful and timely implementation, and was good
value for money.
Output 5: A community based equitable benefit
sharing mechanism developed and practiced.
The cost of the implementation was high and with
mixed results. The development of the benefit sharing
mechanism was participatory, adopted and practiced
by the community. There are some difficulties in
measuring value for money from the injection of cash
into the community to test benefiting sharing
schemes, governance structures, and alternative
sources of income. The expected generation of
income from carbon credits was not realised. The
value for money was considered as average.
Output 6: Remote sensing and GIS capacity for
carbon mapping and monitoring at the national
scale supported, strengthened, and
disseminated.
There were lessons learned from the development of
the activity (i.e. behaviour change assessment, best
practices study), it is not clear how the application at
the national level will be integrated. The value for
money for this component is average.
*Cost evaluated in terms of expenditure
17
3.3
Impact
Assessment of Achievement of the Main Project Goal
The main project goal was to “enable communities and high bio-diversity value forests in
western Tanzania to benefit from REDD+-based global approaches to climate change
mitigation”. Similarly, the project purpose states the intent to “build awareness and enhance
capacity and governance mechanisms”.
After the review of the project activities’ implementation, it can be concluded that the project
activities worked effectively towards enabling and preparing the communities on the elements
necessary to implement a local REDD+ initiative. This was achieved through community
organisation, improved governance, and capacity building.
An important outcome from the project was the development of participatory management plans,
which continue to be implemented after the end of the project. For instance, as the fire risk
incidence in the project area is one of the main threats for forest conservation, a Community
Based Fire Management Plan was developed to prevent and control forest fires with the
community participation. The plan also focused on promoting the use of indigenous knowledge,
preventive measures (reducing fire fuels, construction of fire lines, adopting prescribed burning
areas), developing an effective detection and communication system to suppress fire, and train
and equip firefighting crews. It is intended that the plan is revised annually year to incorporate
the lessons learned from the implementation.
Other important output that contributed to achieving the project goal was the development of a
benefit sharing mechanism. This process followed a consultative approach in which
communities and representatives were able to discuss and decide on an equitable and
acceptable benefit sharing mechanism. The project beneficiaries agreed that the payment to
villages should be conditional on reducing deforestation, and that the funds should be used to
support village development projects approved by the village assembly. As such, criteria for
assessing performance were developed as part of the consultative process. It was agreed that
JUWAMMA keeps 10% of the financial incentives from the REDD+ project to enable the CBO
operation, the work of CFMs and the project administration. The remaining funds are to be
distributed between the villages according to their achievements.
A significant achievement was the creation of a fully operational and active CBO with
representatives from all the project villages, supported by village governments, and teams of
CFMs. JUWAMMA received substantial capacity building on the principles of sustainable forest
management, fire management, forest protection and utilisation through the project. Through
the project duration, they helped to strengthen community participation in decision-making at
the village level and served as a platform to enable discussions with the district council. This
role continues after the project culmination.
Besides working with the community preparation, one key factor to enable communities to
actually receive the benefits from REDD+ approaches is to have clear land tenure
arrangements. The project proposal outlined the need for a legal review of the tenure and rights
over carbon credits. The project area is classified as “general land” and under the authority of
the director of Forest and Beekeeping.
Through the project, JGI facilitated the development of a participatory Forest Management Plan
(FMP) for the project area in accordance with the National Forest Policy (1998) and Forest Act
(2002) and in coordination with the villages and district officials. The PFM designates the
protection of about 90,989 ha of indigenous forests, and is part of the efforts to regulate the
access to the resources in the forest.
The ET is aware that coordination activities, additional to the project, were undertaken between
the District authorities and communities to discuss land tenure options as stipulated in the law
(Semi-annual report, 2013). JGI staff informed that the initial process of district consultation for
setting up a Joint Forest Management (JFM) arrangement between the district council and
villages was finalised. The next stages in the implementation are at the regional and central
government levels. It is expected that the MUE will become a reserve prior to the 2015 election.
18
Assessment of Unexpected Results/Impacts (Positive or Negative)
Some of the unexpected positive impacts from the project included JUWAMMA becoming an
authorised agent for tax collection for the Kigoma District Council. Tax is collected on all goods
related to natural resources such as charcoal, poles, timber and cattle trespassing the Masito
Forest (unauthorised activities). The tax collection has generated a potential source of income
generation for the CBO. Project reports indicate that the income is limited, as the effective forest
monitoring implanted by the project is preventing these activities in the project area.
Negative unexpected impacts included the stakeholders’ perceptions around the changes on
their economic activities due to the forest conservation efforts and the negative impacts this has
represented in their livelihoods. The ET was made aware in one of the sessions that some
stakeholders, particularly from the Sunuka and Songabele villages which are closer to the
project area, considered they were displaced from the forest lands. Their view is that they have
lost land they used for farming without sufficient compensation. The negative perception of the
project was somehow resolved through the project’s implementation of income generating
activities, although the new income does not compare to that of the previous forest activities like
charcoal-making. The project targeted individuals whose livelihoods was impacting on the forest
(i.e. making charcoal) and encouraged to shift to the project income generating activities.
The ET understands the legal status of JUWAMMA has changed from a CBO to a private
enterprise. This interest seems to have arisen from the desire to have a stronger legal position
that will enable options to take action in case of incidents with other organisations or authorities.
While the ET is not fully familiar with the legal obligations for a private enterprise in Tanzania,
these will potentially include tax payments and social responsibilities to employees (i.e. CFMs)
which the CBO may not have considered. Although this is not a direct result from the project
activities, it may be considered as an indirect or unexpected impact from the implementation.
Overall Impact Rating
Overall
rating
3.4
Significant (S)
Minimal (M)
Negligible (N)
Sustainability
The project was designed with the ultimate intention of being self-sustaining through revenue
generated from the sale of carbon credits and income generating activities such as beekeeping
and other permitted activities. The ability of the project to participate in carbon trading requires
a completed PDD for validation, verification, and registration with a recognised scheme such as
VCS and CCBA. Unfortunately this process has not been finalised and it is unclear how and
when this will happen.
Without substantial revenue streams the continuation of project activities are at risk of ceasing.
It is perhaps an expectation that revenue generated from the sale of carbon credits and revenue
generating projects would sustain all activities after the end of the support from Norway. It is the
ET’s view that perhaps there was limited understanding during project design, of what entails
developing a completed PDD. Perhaps a comprehensive feasibility analysis would have
assisted the project team in identifying key priorities necessary to complete a PDD. VCS is
generally regarded as the most demanding standard. It requires clarity of elements such as land
tenure and carbon ownership rights. Initial discussions with the project staff seemed to indicated
there was some confusion as to whether a PDD was a project deliverable or not. Further
discussion and the review of project design documents, reports, work plans, and the contract
signed between JGI and the RNE confirmed the PDD was a project deliverable. It is unfortunate
that the development of the PDD was not given the highest priority amongst the deliverables.
The returns from income generating activities must be substantial and have the ability to offset
the opportunity cost of alternative sources of income such as charcoal making. The global
discourse on benefit sharing looks at a number of factors. Firstly, there is a school of thought
that says benefits should be used to bring about change in a manner that reduces emissions.
19
The JGI pilot project has anecdotally achieved some reduction in deforestation in the project
area although real evidence will only be revealed through future assessments. Secondly, there
is the notion that benefits should go to those with legal rights over carbon and existing land and
forest tenure. For the JGI pilot project, the issue of ownership and land tenure is unresolved.
The uncertainty around the land tenure creates doubts among villagers as to whether their
efforts will be properly recognised in the future once the land tenure is defined. It would be
prudent for the both central and local; government to be clear and perhaps even reassure and
acknowledge the efforts of the communities engaged in the JGI pilot project. Such an approach
would certainly enhance sustainability of the activities as the local communities would see their
effort as being valued.
A third aspect on the sustainability and impact of benefit sharing is that of ensuring equitable
compensation of those incurring the costs. There are villagers that may have in the past utilised
the forest in the project area but may no longer able to do so because of restrictions arising from
the implementation of this project. A further school of thought is that benefits should also go to
effective facilitators of implementation such as provincial and district councils and private sector
developers. Noticeably, the funds used to pilot the benefit sharing were solely targeted for the
participating villages and JUWAMMA. The capacity limitations of the local district council to
support villagers to effectively implement REDD+ activities, especially monitoring and protection
are clearly visible and evident based on feedback from a meeting at Uvinza District Council.
This is not to suggest that project funds should be shared with the district councils, but rather,
central government needs to ensure the decentralisation process not only devolves decisionmaking but the national budgeting process recognises the additional burden on local
government institutions. The fiscal management of a future REDD+ fund or financing
mechanism should then be structured in a manner that support efforts of local government in
facilitating REDD+ activities at sub-national level.
The criteria developed for the distribution of financial incentives is quite robust and in fact. But
it needs to be recognised that district councils are in fact facilitators of REDD+ implementation
and could be incentivised through a proportion of the benefit sharing or are able to request a
service fee as a safeguard. This may not have been practical at this pilot level but it is imperative
that the role of local government is properly recognised through some allocation of the financial
support or a service fee. Such an approach is not entirely new as it is noted that a near similar
proposal was discussed under the UN-REDD activities in Babati district - although it was never
implemented. So the government indeed has several options for supporting local authorities to
be more effective in supporting implementation of REDD+.
The sustainability of forest monitoring largely depends on the ability of the community to
continue to financially support CFMs and to adequately equip them. Since the end of the project,
it appears the forest monitoring activities have scaled down because the communities have no
means to financially support the CFMs to a level that keeps them motivated.
The setting up and supporting the existence of the CBO certainly enhances the sustainability of
project activities. The CBO themselves are likely to be sustainable because they emanate from
governance structures established at central government level. However, the institutional
governance of JUWAMMA, village government, and forest monitoring require constant technical
and administrative support with clear strategies for performance appraisal beyond the pilot
project phase. This issue came up in each of the meetings held during the field visit in Kigoma.
Considerations (safeguards) need to be made at the design stage to set out how the
participating communities will continue to receive support – especially technical support to grow
the businesses established as part of the revenue generation activities.
The participating villages are optimistic about the income generation activities, particularly of
beekeeping. However, the income is rather small based on the first year returns from honey
sale totalling no more than TZS 100 000. Related to this, is the whole issue of production and
marketing of honey products. For the communities to continue generating revenue, they seem
to need more support to take products to more prominent markets beyond Kigoma.
20
While the villagers received substantial support, the expectation of benefiting from carbon
trading is not adequately supported with technical expertise and financial capital to generate
income and cover input costs. Again, unfortunately a completed PDD would have provided the
necessary guidance and strategy for carbon trading.
Noting the PDD is not completed, it means additional expertise will be required in the future.
The remote sensing and GIS work required to prepare baseline and land use maps for the
project is complex and quite technical to the point where it would be beneficial for the community
to be supported by say a tertiary institution (SUA, University of Dar es Salaam (UDSM), etc.) or
better still, the NCMC, once operational. It may be difficult to predict the sustainability of these
activities but there are also options of outsourcing such requirements as the need arises.
The sustainability may well be enhanced by additional support in the form of marketing and
creating a clear supply chain for the CBO to generate cash through selling of the non-timber
forest products. There are some basics that may have been missed in the beginning that are
necessary for say beekeeping. It is noted that the supply of appropriate equipment for harvesting
and processing honey was late in the first season perhaps due to lack of understanding. Such
issues provide important lessons for other projects.
The project team were conscious of the need for an exit strategy and took some steps to be
prepared. These included the continuation of support for CFMs from other JGI projects,
engaging the Kigoma District Council in all activities as they are a permanent government
structure. District council officials interviewed were complimentary of the support from JGI and
RNE. However, there is a high degree of despondence due to lack of resources and support
from central government. The council’s ability to perform routine task such as assisting forest
monitoring is severely stifled by lack of financial and other resources such as transportation.
Sustainability on the Key Institutional Structures of the Project
The sustainability of the governance structure setup by the project may also be questionable in
the absence of predictable revenue generation. It is doubtful whether the JUWAMMA will
continue to operate in the absence of financial support and in fact the expected revenue from
carbon sale. This creates some significant risks from leakage noting that the participating
villages do not actually reside within the project area, and the absence of a completed PDD
outlining how the communities will participate in a voluntary carbon market as well as identifying
those stakeholders involved in mitigation measures. For instance, a completed PDD would
outline the full suite of activities and requirements necessary to manage leakage. In addition, a
more fundamental issue is that of ownership rights which are undefined for the purpose of VCS
requirements.
A key component of the project is capacity building targeting local communities to increase
awareness of the value of forest and resource conservation. There is high level of awareness
now judging by the constant reference to the benefits arising from forest regeneration, clean
water in rivers and links to improving community health. These sentiments were expressed in
all three villages visited and are further highlighted in a number of studies carried out to assess
project components such as safeguards, community behaviour change and gender
assessment. Local communities were trained in undertaking forest inventories, monitoring, and
management of forests in a joint effort between international experts, SUA, UDSM and
government departments.
However, the sustainability of this gained knowledge is now in question as the project has ended
and the financial support to continue capacity building has stopped which means there is a real
risk of reversal. Forest monitoring and fire protection activities have scaled back due to
inadequate resources such as transportation. While the local council may be able to continue
law enforcement as part of the general service, it is unlikely to be sufficient to match what had
been achieved through the project. CFMs are inadequately remunerated and they no longer
have the GPS enabled Android phones to continue collecting data as initially planned. There is
also the broader issue of whether the communities will have the financial means to replace old
Android phones and tablets. It appears that some of the Android phones were lost but there is
no particular process to manage the equipment at the village level.
21
Resolving land tenure and ownership rights remains critical in order to maintain the momentum
and motivation among the communities to continue forest management and protection efforts
on their own.
The sustainability of income generation activities and benefit sharing mechanism is vital to the
achievement of long-lasting impact. It is evident that the project was designed with safeguards
to enhance project sustainability.
Implementing REDD+ projects requires careful consideration of the long-term impact on the
community. There are positive impacts arising from the implementation of this project but the
lack of a clear continuity or sustainability plan beyond project funding should have been
addressed during the project’s design phase.
Sustainability of the Projects Activities to address Gender Issues
Addressing gender issues appeared to be central to the implementation of the project with the
capacity building activities (Output 1) equally targeting both men and women. It is noted that
during the selection of JUWAMMA representatives, the community made a deliberate decision
to reserve at least one role for a female representative.
It is also noted the link between capacity building efforts across other development projects such
as the JGI’s Roots & Shoots has also improved the likely participation of women. This project
provided training to a total of 667 (358 males, and 309 female) youth program members. This
project encourages youth to be informed and take action in making a difference in their
environment and community. This is a particularly useful approach as it generates interest at an
early age.
In general, it was noted that women participate well and equitably in the governance structures
at village level or at least are recognised as having an important role to play.
Overall Sustainability Rating
Overall
rating
3.5
Likely (L)
Moderately
Likely (ML)
Moderately
Unlikely (MU)
Unlikely (U)
Relevance
Contribution of the JGI Pilot Project in REDD+ Process in Tanzania
The Cancun Agreement (2010) identifies three phases in REDD+. Phase 1 involves the
development of national REDD+ Strategies or action plans and capacity building. In this phase,
the country, through various institutions prepare a national REDD+ Strategy and start building
capacity through inclusive stakeholder consultation at national, sub-national and community
levels. Phase 2 involves initial implementation of national policies and measures, national
strategies or action plans including capacity-building, technology development and transfer and
results-based demonstration activities. Ultimately, Phase 3 focuses on results-based actions (at
a national scale) that should be fully measured, reported and verified.
Pilot projects fall in the transitional phase between Phase 1 and Phase 2. It is important to be
cognisant of the fact that the boundaries between these phases can be blurred. Especially if
activities overlap phases or if phases are not sequential. In the context of Tanzania, pilot projects
provide critical information to assist the government in strategizing for eventual participation in
a performance-based REDD+ regime.
The contribution to the national REDD+ framework from a single project may not be so
conclusive and complete to inform national policies and strategies but there are some valuable
insights from the JGI pilot project. The project design had identified the correct activities through
extensive consultation with the National REDD+ Task Force, the participating villages and
subject matter experts from academia. The process followed in engaging local villagers in
choosing project activities and setting up governance structure provides an important basis for
22
the formulation of national policies and framework for application in other areas. Similarly, the
consultation on the format of benefit sharing also provides a good framework that can be
adopted for other locations. Notably, the success of REDD+ projects will come from appropriate
selection of project activities and establishment of clear and shared vision as well as sense of
ownership among local communities. There needs to be some quick wins as well as a variety
of options for different communities and sometimes individuals, to choose what they prefer. This
seems to be the case with this project where villagers had choices ranging from beekeeping,
poultry, and improved farming.
However, it is worth noting that the process of mapping out the benefit sharing mechanism
needs to take into account the roles and responsibility of each stakeholder and establish an
equitable benefit sharing system which recognises and increases motivation and commitment
of each stakeholder. As noted earlier, REDD+ decentralisation means local district authorities
take on added responsibilities to support REDD+ implementation but at this point in time it does
not appear central government will provide additional budget to cover this extra workload.
It is noted that the need for ensuring safeguards are in place across key components such as
governance, forest condition, and livelihoods was well recognised during consultation. However,
there is perhaps need for project proponents to be cognisant of the requirement for a
comprehensive assessment of adequate safeguard parameters and monitoring. The safeguard
monitoring or at least what is reported in the project reports could have been more
comprehensive to ensure potential risks, leakage and any potential reversal is identified. As
highlighted in this report, beyond piloting, project proponents will need to ensure that income
generating activities offset the opportunity cost. This could be achieved by assisting local
communities during the start-up phase.
Each of the six project outputs are highly relevant in developing and collecting a wealth of
information on optimal approaches to REDD+ governance and institutional setup at the
community level. The need for stronger coordination between the local councils, the CBOs and
central government cannot be understated especially for assuring sustainability. In the event of
a jurisdictional or national monitoring system, this sharing of responsibility between authorities
and communities is an important social and environmental safeguard.
In recent years Western Tanzania began to experience a high degree of forest degradation
particularly due to the recently improved accessibility. There is now a road providing access to
project villages from Kigoma town. The JGI pilot project targeted restoration and sustainable
management of resources with a focus on forests, land, and wildlife. The conservation values
endeared by JGI and in cooperation with the government agencies, stimulated communities and
other non-governmental organisations to participate in livelihood improvements and facilitate
the regeneration of natural resources to contribute to ecosystem resilience.
Overall Relevance Rating
Overall
rating
Relevant
Not
relevant
23
4
PROJECT RISKS AND MANAGEMENT
4.1
Risks Identified
The project document outlined risks that could affect the sustainability of the project and
proposed mitigation actions as part of the project activities which have been implemented. From
the risks listed, the ones that materialised with the highest incidence were linked to illegal
activities in the project area such as pit sawing and wildlife hunting5.
The major risk identified in the project document was the failure to generate of REDD+ carbon
credits. The viability and generation of carbon credits is intrinsically linked to the financial
sustainability of the project’s and the impact on the livelihood of the communities. To manage
this risk, the project team proposed a process of continuous assessment and progress
monitoring. The expectation to deliver emissions reductions and substantial income from carbon
credits played an important part in creating momentum and interest from the communities and
other stakeholders. .
In hindsight, it now appears that inexperience on what was required to develop a PDD resulted
on poor prioritisation and subsequent delays to start its preparation and the potential access to
the voluntary carbon markets. The MTR in 2012 noted the risks related to the generation of the
carbon credits and recommended that the project focused on gaining access to voluntary carbon
markets to create a viable exit strategy that is replicable across other communities.
While the PDD was not completed, many of the elements required for its preparation were
developed through the project (i.e. carbon stock assessment, remote sensing
assessment/definition of the project and leakage areas, etc.). Although the project has ended,
there are still impetus to finalise the PDD and most importantly, to define the land tenure status
of the project area.
The following risks were identified in addition to those listed in the project document:
a) Sustainability/continuity of the project activities; JUWAMMA and the project beneficiaries
are interested in continuing the project activities. However, there was no clear plan for a
long term arrangement or strategy for local and/or central government authorities to carry
on facilitating or encouraging the project activities. Such arrangement would ensure that
despite changes in the council’s personnel or re-structures, such as the split between
Uvinza and Kigoma District Councils, does not affect the continuation of activities. The ET
understands the JGI is committed to supporting the activities while their work continues in
the area.
b) Land tenure status of the project area poses a risk for the accreditation of carbon rights in
the area (see Impact and Sustainability section).
c) Land displacement of village members through the conservation efforts was an
unexpected result of the project (see Impact section)
d) Risks during forest monitoring. CFMs have to confront people engaging in illegal
activities in the forest area who at times can be aggressive and threatening and perhaps
armed which in cases can result in personal safety risk. CFMs considered further military
training will be helpful for self-defence purposes.
e) Political interference in the project area. From interviews with the villagers, the ET
understands messages from politicians during electoral campaigns, contradicted the
sustainable forest management objectives. They encouraged ignoring the conservation
efforts and trespassing the project area. JGI staff has addressed these issues with direct
dialogue with local politicians. This alludes to broader issues of tensions that exist between
the sometimes short-sighted nature of local politics and the broader interests of
development objectives. It is important that project proponents are always aware and
5
24
According to the monitoring database information (Kessy, 2013)
engage or educate local politicians early in the implementation of projects of this nature to
minimise negative impacts on the project objectives.
4.2
Mid-term Review Recommendations
The ET considered the MTR assessment during the review. The MTR was complimentary of
the progress of the project and recommended some specific actions to be followed up in the
second half of the project (Table 4-1). The MTR identified these actions under the assessment
of the Impact criteria.
Table 4-1: MTR Recommendations and Status
Issue
Recommendation
Status
Achievement of
project goals
1. Project should focus on developing
documents to access voluntary
carbon markets to create a viable
exit strategy that is replicable in
other communities
The project staff engaged the services
of a consultant to develop the PDD. At
the end of the project, an initial draft was
completed.
Deforestation
increase
2. Deforestation rates need to be
monitored through remote sensing
Unless the PDD is completed and
outlines the monitoring and reporting
requirements, the deforestation rate will
be difficult to determine.
Behaviour changes
without project
interventions?
3. Behaviour impacts should be
quantified in second half of the
project.
There is evidence of changes due to
project interventions – in some cases
change could overlap with long term JGI
interventions in the area
In terms of the first MTR recommendation, the delays in progressing activities to access the
carbon market have been discussed in previous sections (Effectiveness and Sustainability).
From the interviews and discussions, the ET concluded that the project activities had a positive
result in changing behaviour towards forest conservation and carbon management. The JGI
pilot project interventions were preceded by a long standing relationship and work of JGI in the
area which paved the way for the project purposes. The JGI pilot project created the expectation
of the income from carbon credits, which assisted to encourage participation.
4.3
Risk of Conflicts
The project reports have documented the following conflicts risks in the project area
a) Conflict of village environmental committee/CFMs and other villagers undertaking
illegal activities in the forest, as they are considered to be opposing their livelihoods and
incomes. Project reports mentioned past incidents and a negative attitude towards
conservation had developed in local people. With the implementation of the projects
activities, these attitudes have been changing and are now generally more accepting of
forest conservation. Incidents still occur, and these are being monitored and managed.
b) Conflicting interests within the communities have been reported in some villages with
the implementation of land use plans. In particular land allocated for certain uses was not
respected by some villagers. There were also some conflicts in the process of boundary
demarcation. The implementation of the land use plans is an important management action
and is required in order to address the deforestation in the project area.
4.4
Capacity and Capability of Financial Management and Audit Systems
The project staff had dedicated resources for the financial management of the project and
reporting progress. Yearly reporting requirements included the presentation of an annual work
plan and discussion of the corresponding budget. The annual work plans reviewed by the ET
included a high level outline of the project activities that will be worked through the year by
project outcome. There was no specification of the specific activity to be undertaken.
25
The project management presented semi-annual technical and financial reports to present
progress in the actual implementation of activities and resultant expenditure. All these reports
were reviewed by the RNE. Any changes to the reports were requested directly to the project
managers.
The project implementation involved annual audits to the financial activities. The RNE
commissioned special audits to assess potential weaknesses in the system. The ET
understands these audits have been able to provide adequate recommendations to resolve the
matters identified.
5
LESSONS LEARNED AND SUCCESS STORIES
The JGI pilot project provides some important lessons for sub-national governance, stakeholder
engagement, benefit sharing and safeguards. On governance, it is notable that the ingredient
for success of REDD+ implementation at community level will come from clear identification of
the project stakeholders including beneficiaries. This should be followed by identifying existing
community structures such as village government or any other cultural structures respected and
recognised by the villagers. In doing so, project proponents will need to be mindful of the fact
that provincial and district council are stakeholders and in many instances facilitate key
components such as definition of land ownership and carbon rights. The success story here is
seeing the close collaboration between the Kigoma District Council, JGI and the seven villages
and demonstrating how concerted monitoring and law enforcement effort can result in
sustainable forest management and regeneration. The villagers interviewed clearly take pride
in participating in the project and are excited about witnessing the positive impact of forest
regeneration on waterways, wildlife and abundance of non-forest timber products that had
diminished as a result of deforestation and forest degradation.
With regards to stakeholder engagement, the JGI pilot project demonstrates some good
practices. Exhaustive consultation and Free Prior and Informed Consent (FPIC) are necessary
to correctly identify the interests of the communities and their preferred options.
On the other hand, the design of all REDD+ projects, whether national or sub-national, publicly
funded or privately funded can benefit from initial due diligence of their potential to achieve
stated goals - especially if beneficiaries are local communities with potentially high financial
expectations. The JGI pilot project was very clear in its intention to benefit communities in need
of improved livelihoods as well as address drivers and causes of deforestation and forest
degradation. It was clear on expected net revenue but perhaps less so on the execution
(developing the actually material and processes that will enable the benefit realisation).
There is no doubt that REDD+ projects are complex and often protracted. While the JGI staff
were experienced in running long-term projects, it appears the technical knowledge and
understanding of the fundamental components to access the voluntary carbon markets was
lacking for this project. This is perhaps symptomatic of limited due diligence of project design
documents and identification of key performance indicators. While the project was approved in
consultation with the National REDD+ Task Force, subsequent monitoring activities continued
to miss the fact that the expected revenue from carbon credits would not materialise unless the
project is registered, validated and verified under VCS. The ET believes that the RNE and the
responsible government institutions could support pilot projects with frequent robust technical
reviews and support. The MTR was carried out late in the project timeframe, and somewhat
lacked detail and did not provide strong enough recommendations for the JGI team to react to
avoid a costly oversight.
To attain a successful result for community development, there must be sufficiently high quality
design actions and a good acceptance by the intended beneficiaries and other stakeholders.
Visits to the selected villages in Kigoma revealed a high level of ownership and acceptance of
the project. The history of community development work by JGI, and the interactions between
different projects and project activities seemed to be the driving force behind the motivation and
understanding of the long-term benefits. All this suggested a high degree of ownership.
26
The additional key lesson here is to make use of existing structures and development efforts
already underway. The project team used existing community governance structures and FPIC
approach for engaging with the project beneficiaries who took ownership of the implementation.
Effective sensitisation of the community of the benefits of forest conservation, coupled with
activities that can address the drivers of deforestation in the area (income generation) will bear
results that are tangible to the community.
The shortcomings in the JGI pilot project are in fact lessons for other projects and the ET
believes at this juncture it is necessary for the RNE to assess the status of progress for the other
pilot projects intending to generate carbon credits through the voluntary market. Secondly, it is
worth seeking independent reviews by subject matter experts on project design documents to
ensure the execution strategy and performance indicators are well aligned.
With regards to provision of alternative sources of income, while the communities were able to
choose which activities they preferred, some proper business planning and strategy are still
necessary to ensure the proposed activities succeed. The example of villagers failing to harvest
or extract honey from the beehives at the right time because they did not have the proper
protective gear and equipment is a rather basic misjudgement in support planning yet one that
has a significant negative impact on the morale of the village groups.
The JGI pilot project introduced high-end technology in the form of Android tablets and cloudbased computing and data management. While innovation is ideal, the reality of the situation in
the villages proved challenging for using Android devices due to lack of reliable power supply
for recharging.
27
6
CONCLUSIONS AND GENERAL RECOMMENDATIONS
1. The project achieved important outputs that demonstrated positive impacts on the livelihood
of the participating communities by creating opportunities for income generation from
alternative activities other than those that cause deforestation and forest degradation.
2. The ET considers there were a combination of factors that have led to the ownership and
successful implementation of project activities, including:
a. The sound reputation of JGI’s ongoing work in the area facilitated trust, communication
and engagement with the village governments to be part of the project.
b. The project design dovetailing and building on the efforts of other JGI projects in the
area and dedicated project staff working on the project implementation.
c. Using pre-existing community administration structures, such as environmental village
committees for the establishment of the JUWAMMA.
d. Commitment of the village governments to support of the project activities such as
forest monitoring.
3. The project capacity building activities are relevant, participatory and have a strong focus
on public awareness, training and sensitisation of local leaders, authorities and
beneficiaries. The topics were relevant and ranged from carbon related topics such as
policies and trade, sustainable forest management, forest risk management, amongst
others. These were successful in achieving the engagement and ownership of the project
by the community.
4. The project outputs and impacts do have a reasonable opportunity for long-term
sustainability but only with additional effort on the part of JGI and perhaps the Government
of Tanzania through its national REDD+ efforts. The community expectations are high. It is
therefore necessary to manage these expectations because a failure to do so would be a
serious impediment to the long sustainability of the impact of the project.
5. There were multiple project objectives, and generating income from carbon credits was one
of the key outputs which did not materialised. The project team acknowledged that the
development of the PDD proved more complex than anticipated but it was realised too late
in the project. The ET considers it would appear overly negative to account this failure as
monumental or one that diminishes the project’s value for money. Understandably this could
have been avoided if the PDD had been prioritised and if the management team were able
to call on additional technical expertise at an early stage. The situation could still be rectified
with additional support.
6. Completing the PDD is an important component not just for the expected revenue but one
that would prevent scepticism among villagers on the promised benefits from REDD+ in
Tanzania. An escalation of scepticism may result in reversal of gains made in motivating
the local communities to sustainably manage their forests for long-term benefits which are
greater than the opportunity cost.
7. The fundamental element for access to carbon rights is land tenure. The project area is
classified as “general land”, and through the project this area now has a participatory forest
management (PFM) plan. The key conclusion here is that the completion of the PDD
requires expedited resolution of land tenure and ownership rights issues. As such it presents
an opportunity for the Government of Tanzania to demonstrate its ability to resolve such
issues as part of its REDD+ readiness preparation for a performance-based REDD+ regime
as well as providing assurance that performance-based REDD+ mechanism is practical at
the local level.
8. Project monitoring activities followed the protocols established in the agreement between
the RNE and JGI. Regular meetings between the partners were scheduled, and addressed
the progress in implementation and any issues. The project implementation had some
challenges with recruitment issues and budget delays. It is noted that some of activities are
not completed, with activities both over and under budget. The ET considers that the project
28
would have benefited if greater attention was paid to monitoring implementation and budget
forecasting.
9. There are positive signs on the beneficiaries’ behavioural changes towards the driver
activities of deforestation and forest degradation, as well as increased participation in the
income generating activities from the project. Through the review, for instance, villagers
indicated they are adopting the land use plans in order to supply their needs for firewood.
A direct measure or evidence of the leakage level, as well as closer leakage monitoring and
management is expected to be included in the PDD if it does get finalised.
10. The continuation of the project activities is expected with the current level of organisation
and governance between JUWAMMA, village governments, CFMs, and other beneficiaries.
There is potential support from JGI in the short term. It would be advisable that ongoing
support is provided to assist in finalising and operationalising the PDD, in order to crystallise
the self-sustainability of the project.
11. The large project area requires that all surrounding villages complement their efforts in
management of the resource. Further strengthening and integration of the project activities
with the leakage and project villages is desirable, particularly in addressing issues of
governance, the drivers of deforestation, and to ensure adequate monitoring.
29
HITIMISHO NA MAPENDEKEZO YA JUMLA (SWAHILI TRANSLATION OF THE
CONCLUSIONS AND GENERAL RECOMMENDATIONS)
1. Hitimisho kuu kwenye mradi huu ni kwamba, Mradi umepata matokeo muhimu ambayo
yanaonyesha athari chanya kwenye maisha ya jamii inayoshiriki, kwa kutengeneza fursa
kwa ajili ya kuzalisha kipato kutoka kwenye shughuli mbadala zaidi ya zile ambazo
zinasababisha ukataji wa miti ovyo na uharibifu wa msitu.
2. Tathmini inazingatia kwamba kulikuwa na mchanganyiko wa mambo ambayo
yamesababisha umiliki na utekelezaji madhubuti wa shughuli za mradi, pamoja na:
a. Sifa nzuri ya kazi zinazoendelea za JGI kwenye hilo eneo ilileta uaminifu, mawasiliano
na ushirikiano na serikali za vijiji kuwa sehemu ya mradi.
b. Muundo wa mradi kuunganisha na kuongezea kwenye juhudi za miradi mingine ya
JGI kwenye eneo na watumishi wa mradi wanaojituma kufanya kazi kwenye
utekelezaji wa mradi.
c. Kutumia mifumo ya jamii ya utawala iliyokuwepo awali, kama vile kamati za mazingira
za vijiji kwa ajili ya kuanzisha JUWAMMA.
d. Msimamo wa serikali za vijiji kusaidia shughuli za mradi kama vile ufuatiliaji wa msitu.
3. Shughuli za mradi za kujenga uwezo ni sahihi, ni shirikishi na zinalenga zaidi uelewa wa
umma, mafunzo na kuelimisha viongozi wa vijiji, mamlaka na wanufaika. Mada zilikuwa
sahihi na zilihusisha mada zinazohusiana na hewa ukaa kama vile sera na biashara,
usimamizi endelevu wa misitu na usimamizi wa hatari ya misitu. Hizi zilifanikiwa katika
kufanikisha jamii kushiriki na kumiliki mradi
4. Matokeo na athari za mradi zina fursa za maana kwa ajili ya uendelevu wa muda mrefu,
kwa upande wa JGI juhudi za nyongeza zinatakiwa wakati kwa upande wa Serikali ya
Tanzania ni kupitia juhudi zake na kitaifa za kutekeleza MKUHUMI. Matarajio ya jamii ni
makubwa. Kwahiyo ni muhimu kusimamia haya matarajio kwa sababu kushindwa kufanya
hivyo kutadhoofisha kwa kiasi kikubwa uendelevu wa muda mrefu wa athari za mradi.
5. Kulikuwa na malengo mengi ambapo kupata kipato kutoka kwenye biashara ya hewa ukaa
ni moja ya tokeo kuu lakini kuna jambo moja ambalo bado halijafanikiwa. Watekelezaji wa
mradi walitambua kwamba utengenezaji wa andiko la usanifu wa mradi (PDD) ulikuwa
mgumu zaidi kuliko ilivyotarajiwa, jambo hili lilitambuliwa baadae sana wakati wa utekelezaji
wa mradi. Kwa mtazamo wa tathmini hii, kushindwa kuandaa andiko la usanifu wa mradi
hakujapunguza thamani ya mradi kifedha. Kwa dhahiri, hii ingeweza kuepukika kama PDD
ingepewa kipaumbele na kama timu ya wasimamizi wangeweza kuhusisha utaalamu wa
kiufundi mwingne katika hatua za awali. Hali hii bado ingeweza kurekebishika kutokana na
msaada wa ziada.
6. Kukamilisha PDD ni sehemu muhimu sio tu kwa mapato yanayotarajiwa lakini pia kwa
kuzuia mashaka miongoni mwa jamii juu ya manufaa yaliyoahidiwa kutokana na MKUHUMI
Tanzania. Kukua kwa mashaka kunaweza kusababisha ugumu wa manufaa yaliyopatikana
kutokana na kushawishi wanavijiji kusimamia misitu yao kwa njia endelevu, kwa ajili ya
manufaa ya muda mrefu ambayo ni makubwa kuliko gharama zitokanazo na fursa zilizopo.
7. Sehemu muhimu kupata haki ya hewa ukaa ni umiliki wa ardhi. Eneo la mradi limeainishwa
kama “ardhi ya jumla”, na kupitia mradi eneo hili kwa sasa lina mpango wa usimamizi
shirikishi wa msitu. Hitimisho kuu hapa ni kwamba ukamilishaji wa PDD unahitaji utatuzi wa
haraka wa masuala ya umiliki wa ardhi na umiliki wa haki. Kwa hiyo inatoa fursa kwa Serikali
ya Tanzania kuonyesha uwezo wake wa kushughulikia masuala haya kama sehemu ya
uandaaji wa utayari wa utekelezaji wa MKUHUMI kwa ajili ya mfumo wa MKUHUMI
unaolenga utendaji pamoja na kuihakikishia jamii kuwa mfumo wa MKUHUMI unaolenga
utendaji unafanya kazi katika ngazi ya kijiji.
8. Shughuli za ufuatiliaji za mradi zilifuata utaratibu uliowekwa kwenye makubaliano kati ya
RNE na JGI. Mikutano ya kawaida kati ya wabia ilipangwa, na kushughulikia maendeleo
kwenye utekelezaji na masuala mengine. Utekelezaji wa mradi ulikuwa na changamoto
30
mbalimbali kwenye masuala ya kuchelewa kuajiri na kuchelewa kwa fedha. Inafahamika
kwamba baadhi ya shughuli hazijakamilika, na fedha za shughuli ziko chini au juu ya bajeti.
Inaamini kwamba mradi ungenufaika kama umakini zaidi ungewekwa kwenye utekelezaji
wa ufuatiliaji na kukisia bajeti
9. Kuna ishara chanya kwa kubadilika kwa tabia za wanufaika juu ya shughuli za visababishi
vya ukataji wa miti ovyo na uharibifu wa misitu, pamoja na kuongezeka kwa ushiriki kwenye
shughuli za kujiingizia kipato kutoka kwenye mradi. Kupitia tathmini, kwa mfano, wanavijiji
walionyesha wanatekeleza mipango ya matumizi bora ya ardhi ili kupata mahitaji yao ya
kuni. Hatua ya moja kwa moja au ushahidi wa kiwango cha uvujaji, pamoja na ufuatiliaji wa
karibu wa uvujaji na usimamizi unatarajiwa kuingizwa kwenye PDD kama itakamilishwa.
10. Mwendelezo wa shughuli za mradi unatarajiwa kutokana na kiwango cha utaratibu na
utawala baina ya JUWAMMA, serikali za vijiji, Usimamizi wa Misitu ya jamii (CFM) na
wanufaika wengine. Kuna uwezekano wa msaada kutoka JGI kwa muda mfupi. Inashauriwa
kwamba msaada unaoendelea unatolewa ili kusaidia kukamilisha na kutekeleza PDD, ili
kukuza kujiendeleza kwa mradi.
11. Eneo kubwa la mradi linataka vijiji vyote vya karibu viunganishe juhudi zao kwenye
usimamizi wa rasilimali. Uimarishaji zaidi na uunganishaji wa shughuli za mradi na vijiji vya
uvujaji na vijiji vya mradi unafaa, hususan kwenye kushughulikia masuala ya utawala,
visababishi vya ukataji miti ovyo, na kuhakikisha ufuatiliaji wa kutosha.
31
7
SPECIFIC RECOMMENDATIONS
7.1
Recommendations to the Village Stakeholders
1. The village governments should make every effort to continue and support the project
activities and governance structures that helped achieve the project outcomes:
environmental committee, CBO, CFMs. Forest conservation activities should be performed
as the benefits are wider than the carbon income. These benefits were evident and
recognised by the village stakeholders, including, for instance, improved water flows, the
increase of wildlife populations, and the provision of non-timber forest products (i.e.
mushrooms, honey and wild fruits). In turn these represented an improved quality of life for
the villagers, better health, and sources of income generation.
2. It is important that the CBO continues to work collaboratively with the district council to
manage project area. The council is the immediate authority in the area, and their
collaboration with the project has been evidenced though the support of the monitoring
activities and help with the law enforcement actions. The council and village roles could be
agreed in advance to prevent misunderstandings or conflicts.
7.2
Recommendations to the District and Regional Stakeholders
1. The sustainability of pilot projects efforts depends not only on the ongoing work of the
communities involved, but also on the support of the authorities at all levels. Ongoing set
arrangements at the local and regional level could be part of the exit strategies and effected
in the remaining REDD+ pilot projects. The support may range from ongoing commitment
on monitoring activities, legalisation of land, awareness activities, etc.
2. While the JGI REDD+ pilot project has ended, the villages aim to continue working on the
project activities and are interested in completing the activities to achieve the generation
and trade of carbon credits. They need the support from the regional and district authorities
to achieve this. One particular area of support required is to resolve the land tenure
arrangements of the project area, as this is a requirement to participate in carbon trading.
7.3
Recommendations to National Level Stakeholders
1. It is fitting that the lessons learned from the project are used in the wider preparation for the
participation on an international REDD+ regime in Tanzania. The JGI pilot project made
significant progress to establish local governance structures and benefit sharing
mechanisms that will permit the successful implementation of a performance-based carbon
project managed by the community. At the end of the project, however the project activities
are not self-sustaining. From the outset of any REDD+ pilot project, it is necessary to:
(i) understand the requirements of the activities that are aimed to achieve the project
sustainability, and (ii) prioritise the implementation of such activities.
2. As noted in this report, the issue of land tenure is a critical component for a performancebased REDD+ regime and it is highly recommended that the Government takes an active
interest and role, through the REDD+ governance decentralisation process, to support local
district councils expedite the decision-making process. At present the process of clarifying
land ownership and carbon rights appears to take rather long that it may frustrate potential
private sector project proponents.
3. Noting that the funding support from RNE ended, it is highly recommended that JGI and the
Government of Tanzania take ownership of supporting the communities to complete the
PDD and register the project under VCS to ensure the expectations of the communities are
met.
4. It is recommended that the operationalization of the NCMC is considered by the
Government. The NCMC is required to administer the valuable data, information and
lessons gathered through the pilot projects that in turn will contribute to the development of
the national carbon reporting framework. Such framework is one of the key foundations for
the implementation of a performance-based national REDD+ regime in Tanzania.
32
MAPENDEKEZO MAHUSUSI (SWAHILI TRANSLATION OF THE SPECIFIC
RECOMMENDATIONS)
Mapendekezo kwa wadau wa vijijini
1. Serikali za vijiji zinapaswa kufanya juhudi zote kuendelea na kusaidia shughuli za mradi na
mifumo ya utawala ambayo ilisaidia kufanikisha matokeo ya mradi: kamati ya mazingira,
Asasi ya kiraia na wafuatiliaji wa msitu. Shughuli za uhifadhi wa msitu zinapaswa
kutekelezwa kwa kuwa manufaa ni makubwa kuliko kipato kitokanacho na hewa ukaa.
Manufaa haya yamethibitika na kutambuliwa na wadau katika vijiji, pamoja na, kwa mfano,
kuboreka kwa mitiririko ya maji, kuongezeka kwa idadi ya wanyamapori, na upatikanaji wa
bidhaa zisizo timbao (k.m uyoga, asali na matunda pori). Mwishowe hizi zilionyesha
kuimarika kwa ubora wa maisha ya wanavijiji, afya bora, na vyanzo vya kujiingizia kipato.
2. Ni muhimu kwa Asasi ya kiraia kuendelea kufanya kazi kwa kushirikiana na halmashauri ya
wilaya ili kusimamia eneo la mradi. Halmashauri ni mamlaka ya karibu kwenye hilo eneo,
na ushirikiano wao na mradi umethibitishwa kupitia msaada wa shughuli za ufuatiliaji na
msaada wa shughuli za utekelezaji wa sheria. Majukumu ya Halmashauri na kijiji yanaweza
kukubaliwa awali ili kuzuia kutokuelewana au migogoro.
Mapendekezo kwa wadau wa Wilayani na Mkoani
1. Uendelevu wa juhudi za mradi wa majaribio unategemea sio tu kazi inayoendelea ya jamii
iliyohusika, bali pia msaada wa mamlaka katika ngazi zote. Taratibu zilizopo zinazoendelea
katika ngazi ya jamii na mkoa zinaweza kuwa sehemu ya mikakati ya kuondoka kwa mradi
na pia kutumika na miradi mingine ya majaribio ya MKUHUMI. Msaada unaweza kuwa
jukumu linaloendelea la ufuatiliaji wa shughuli, sheria ya ardhi, shughuli za kukuza uelewa,
n.k.
2. Wakati mradi wa majaribio wa MKUHUMI wa JGI umeisha, vijiji vinalenga kuendelea
kufanyia kazi shughuli za mradi na wanapendelea kumalizia shughuli ili kufanikisha
uzalishaji na uuzaji wa hewa ukaa. Wanahitaji msaada kutoka kwenye halmashauri za mkoa
na wilaya ili kufanikisha hili. Eneo moja mahususi linalohitaji msaada ni kubainisha utaratibu
wa umiliki wa ardhi kwenye eneo la mradi, kwa kuwa hii ni sharti linalohitajika ili kushiriki
kwenye biashara ya hewa ukaa.
Mapendekezo kwa wadau ngazi ya taifa
1. Ni sahihi kwamba tuliyojifunza kutoka kwenye mradi yanatumika kwenye kujiandaa kwa
upana kwa ajili ya ushiriki kwenye mfumo wa kimataifa wa MKUHUMI Tanzania. Mradi wa
majaribio wa JGI umepiga hatua kubwa kuanzisha mifumo ya utawala ngazi ya vijiji na
mifumo ya ugawanaji wa manufaa ambao utaruhusu utekelezaji madhubuti wa mradi wa
hewa ukaa unaolenga utendaji unaosimamiwa na jamii. Ingawa mwisho wa mradi shughuli
za mradi bado haziwezi kujiendeleza zenyewe. Tangu kuanza kwa mradi wa MKUHUMI wa
majaribio, ni lazima (i) kuelewa mahitaji ya shughuli ambazo zinalenga kupata uendelevu
wa mradi, na (ii) kuweka kipaumbele juu ya utekelezaji wa hizi shughuli.
2. Kama ilivyofahamika kwenye ripoti hii, suala la umiliki wa ardhi ni sehemu muhimu sana ya
mfumo wa MKUHUMI unaolenga utendaji na inapendekezwa kwa kiasi kikubwa kwamba
Serikali ichuke nafasi kubwa, kupitia mchakato wa kupereka madaraka ya utawala wa
MKUHUMI katika ngazi za halmashauri za Wilaya, ili kuharakisha mchakato wa ufanyaji
maamuzi. Kwa sasa, mfumo wa kubainisha umiliki wa ardhi na haki za hewa ukaa
unaonekana kuchukua muda mrefu na inaweza kuzuia miradi ijayo ya sekta binafsi
3. Kwa kuzingatia kwamba ufadhili kutoka Ubalozi wa Norway (RNE) umeisha, inapendelezwa
sana kamba JGI na Serikali ya Tanzania wanachukua umiliki wa kusaidia wananchi
kumalizia PDD na kusajili mradi chini ya Soko huria (VCS) ili kuhakikisha matarajio ya jamii
yanafikiwa.
4. Imependekezwa kuwa utekelezaji wa Taasisi ya Taifa ya Ufuatiliaji wa hewa ukaa (NCMC)
usimamiwe na serikali. NCMC inahitaji kuratibu takwimu muhimu, taarifa na mafunzo
33
yanayotokana na miradi ya majaribio ambayo itachangia katika maendeleo ya muongozo
wa utoaji wa taarifa za kitaifa za hewa ukaa. Muongozo huu ni mojawapo ya misingi
muhimu ya utekelezaji wa muundo wa MKUHUMI nchini Tanzania unaoendana zaidi na
utendaji wa kitaifa.
34
8
REFERENCES
VCS Project Description Document Draft v3. 2014. Masito Ugalla Ecosystem REDD+ Pilot
Project: Building REDD+ Readiness in Support of Tanzania’s National REDD Strategy.
Development Impact (DI). 2013. Assessment of gender mainistreaming into REDD+ initiatives,
Kigoma-Tanzania.
FORCONSULT. 2013. Institutionalising REDD+ safeguards and trainings in Masito-Ugalla
ecosystem, Kigoma, Tanzania.
JGI. 2013. Semi – Annual Progress Report – January 2013 – June 2013.
JGI & RNE. 2013. Minutes of the Fourth Formal partners Meeting between the JGI and RNE
held at Norwegian Embassy – Dar es Salaam. 5th February 2013.
Kessy, J. 2013. Characterization of Drivers and Agents of Deforestation and Forest Degradation
and Assessment of Leakage Risks in Masito Forests, Kigoma, Tanzania. Final Consultancy
report. 30th April 2013.
Kessy, J. & Machanya, J. 2013. Documentation of Best Practices and Lessons of Experience
in the REDD JGI project around Masito Forest, Kigoma. 25 p.
Shemdoe, R. 2013. Assessment of Previous JGI Interventions and Influence on Community
Behaviour Change in Natural Resources Management – Gauging Relevance for REDD
Initiative.
Deloitte. 2012. Mid-term Review Report of Nine NGO REDD+ Pilot Projects in Tanzania - Jane
Goodall Institute (JGI) –“Building REDD Readiness in the Masito Ugalla Ecosystem Pilot Area
in Support of Tanzania’s National REDD Strategy.
Hatibu, H. 2012. Community Based Fire Management Plan. Masito Community Forest Reserve.
Natural Forest Resources Management and Agroforestry Centre (NAFRAC). 39 p.
JGI & RNE. 2012. Minutes of the Third Formal partners Meeting between the JGI and RNE held
at Norwegian Embassy – Dar es Salaam. 6th March 2012.
JGI. 2012. Semi– Annual Progress Report – July 2012 – December 2012.
JGI. 2012. Criteria Development for the Distribution of Financial Incentives to Communities
Targeted by the JGI REDD Project as Payments for their Efforts in Sequestering Carbon
Through Conserving their Forests. 27 p.
Nzunda, E.F. Forest Management Plan for Implementation of a Pilot REDD+ Project for Masito
Community Forest Reserve, Kigoma, Tanzania. 88 p.
UNDP. 2012. Project-level Evaluation. Guidance for Conducting Terminal Evaluations of UNDP
supported, GEF-financed projects. 53 p.
JGI. 2011. Semi – Annual Progress Report – July 2011 – December 2011.
JGI & RNE. 2011. Minutes of the Second Formal partners Meeting between the JGI and RNE
25th February 2011 at the Norwegian Embassy – Dar es Salaam.
Zahabu, E. 2011. Ground Forest Carbon Assessment of the Masito Ugalla Ecosystem Pilot
Area. Final consultancy report.
JGI. 2010. Semi – Annual Progress Report – July 2010 – December 2010.
JGI & RNE. 2010. Minutes of the JGI-REDD project First formal meeting with RNE. July 23,
2010.
35
Building REDD Readiness in the Masito Ugalla Ecosystem Pilot Area In Support of Tanzania’s
National REDD Strategy. 2009. Proposal submitted to: Royal Norwegian Embassy in Tanzania
and the Government of Tanzania’s National REDD Task Force through the Institute of Resource
Assessment (The Jane Goodall Institute Tanzania)
MFA & JGI. 2009. Contract between the Norwegian Ministry of Foreign Affairs (MFA) and the
Jane Goodall Institute (JGI) regarding "Building Reduced Emissions from Deforestation and
Forest Degradation (REDD) Readiness in the Masito Ugalla Ecosystem Pilot Area in Support of
Tanzania’s National REDD Strategy". December 2009.
Performance Monitoring Plan (PMP): 2009 – 2012 for Building REDD Readiness in the Masito
Ugalla Ecosystem Pilot Area In Support of Tanzania’s National REDD Strategy.
Blomley, T., Ramadhani, H. 2004. Going to Scale with Participatory Forest Management: Early
Lessons in Tanzania. TNRF Occasional Paper No. 4. 10 p.
36
Appendix 1
End-Project-Review Evaluation Framework
End-Review Assessment Framework1
Criteria 1: Effectiveness: extent to which the initiative’s intended results (outputs or outcomes) have been achieved or the extent to which progress toward outputs or outcomes has
been achieved.
Issues
1. To what extent have the project purpose and outputs have been achieved.
2. How have the communities and other partners and stakeholders in the individual
projects been involved and benefited from the project.
3. How effective were the project’s monitoring and reporting systems
4.
1
How effective was the role and application of GIS in project management.
Relevant documents/Data sources
Assessment guide
Work plans
Semi Annual Progress Reports
Stakeholders’ interviews
Work plans
Participatory Forest Management Plan
Stakeholders’ interviews-JGI, CBO, FM
Reports related to mapping resources
and monitoring systems
Stakeholders’ interviews-JGI, CBO, FM,
WHRC, UDSM
Reports related to mapping resources
and monitoring systems
Stakeholders’ interviews-JGI, SUA,
IRA, WHRC
Measure state of related outputs. Positive or
negative change?
What were the limitations or advantages for
progress?
Were any changes due to the project or BAU (would
have happened without the project)?
Criterion definitions based on the UNDP Handbook on Planning, Monitoring and Evaluating for Development Results
© INDUFOR: A14-10697 End Review of JGI REDD+ pilot project – Final Report. Appendix 1
1
Criteria 2: Efficiency: measures how economically resources or inputs (such as funds, expertise and time) are converted to results. An initiative is efficient when it uses resources
appropriately and economically to produce the desired outputs. Efficiency is important in ensuring that resources have been used appropriately and in highlighting more effective uses
of resources
Issues
Assessment guide
5. Was the expenditure justifiable when compared to the plans, progress and
Semi Annual Progress Report
Assessment of actual against budgeted
output of the project
expenditure. Positive or negative balance?
Financial statements
6. Could the project have been implemented with fewer resources without
Comparison of balance against outputs achieved
reducing the quality or quantity of the results (e.g. areas of non-priority, wasteful Baker Tilly review
Where there alternative means of implementation?
or unnecessary expenditure, or alternative ways to achieve same results).
Criteria 3: Impact: measures changes in human development and people’s well-being that are brought about by development initiatives, directly or indirectly, intended or unintended.
Many development organizations evaluate impact because it generates useful information for decision making and supports accountability for delivering results. Impact should be
assessed whenever their direct benefits on people are discernible.
Issues
Assessment Guide
7. To what extent was the main project Goal achieved. Did the project contribute
Community behaviour change report
Consistent indicators of changes in perceptions and
to “enabling communities and high bio-diversity value forests in western
behaviours, at individual and collective level?
Safeguards report
Tanzania benefit from REDD based global approaches to climate change
Has there been a change towards activities that
Best practices report
mitigation” (main goal of the project)
drive deforestation or degradation?
Positive and negative impacts?
Primary and secondary long-term impacts?
8. Has there been any unexpected results/impacts (positive or negative) as a
Direct or indirect impacts?
result of the project. [moved from effectiveness]
Intended or unintended?
Community Behaviour Change report
Characterization of Drivers report
Safeguards report
2
Criteria 4: Sustainability: extent to which benefits of initiatives continue after external development assistance has come to an end. Assessing sustainability involves evaluating the
extent to which relevant social, economic, political, institutional and other conditions are present and, based on that assessment, making projections about the national capacity to
maintain, manage and ensure the development results in the future.
Issues
Assessment Guide
9. What is the probability of long-term benefits arising from the project, including
Any exit strategy implemented?
Community behaviour change report
the institutional capacity building of JUWAMMA and local authorities where the
Will the initiative be financially supported after
Gender study report
project is being implemented
project?
Safeguards report
Organizational arrangements supporting the
10. How have gender issues been addressed, and recommend lessons for
Best practices report
initiatives?
application in future related projects.
What are the existing or potential constraints for the
continuation or repeatability of the project?
Criteria 5: Relevance: concerns the extent to which the project and its intended outputs or outcomes are consistent with national and local policies and priorities and the needs of
intended beneficiaries. Relevance also considers the extent to which the initiative is responsive to human development priorities of empowerment and gender equality issues.
Relevance concerns the congruency between the perception of what is needed as envisioned by the initiative planners and the reality of what is needed from the perspective of
intended beneficiaries. It also incorporates the concept of responsiveness—that is, the extent to which the donor was able to respond to changing and emerging development
priorities and needs in a responsive manner.
Issues
11. What was the project contribution to the REDD process in Tanzania [moved
from Impact]
National REDD Strategy
Tanzania R-PP
Assessment Guide
How does the project fit in the national REDD+
implementation?
How can the lessons learned from the
implementation contribute to the REDD+ process
nationally?
Where the activities developed in the project
appropriate for the local context and overall
purpose?
3
Project and Risk Management [recommend lessons for future use]
12. How did the project address the risks outlined in the project document?
13. Were there any risks beyond the ones mentioned in the project document which
affected project implementation? If so how were these addressed?
14. How did the project address the risk of land ownership use conflicts?
15. Assessment of the capacity and capability of financial management and audit
systems of JGI, including timeliness and efficiency in formal administrative
requirements (e.g. work planning, budgeting, financial and administrative
reporting)
16. Assessment of challenges, lessons and opportunities related to piloting REDD+
project at district and community levels and suggest recommendations.
4
Project reports
Assessment Guide
Were there actions or activities planned in the
project that managed the risks? How did the project
implementation manage unforeseen risks? Were
there any specific activities dealing with land tenure
issues?
What are the systems in place for financial
management and audit?
Summary of key findings from review
Appendix 2
UNDP-GEF Project Evaluation Ratings
Ratings for Sustainability
Ratings
Definition
Likely (L)
Negligible risks to sustainability, with key outcomes expected to
continue into the foreseeable future
Moderately Likely (ML)
Moderate risks, but expectations that at least some outcomes will be
sustained
Moderately Unlikely (MU)
Substantial risk that key outcome will not carry on after project closure,
although some outputs and activities should carry on
Unlikely (U)
Severe risk that project outcomes as well as key outputs will not be
sustained
Ratings for Effectiveness and Efficiency
Ratings
Definition
Highly satisfactory (HS)
The project had no shortcomings in the achievements of its objectives
in terms of relevance, effectiveness, or efficiency
Satisfactory (S)
There were only minor shortcomings
Moderately Satisfactory (MS)
There were moderate shortcomings
Moderately Unsatisfactory (MU)
The project had significant shortcomings
Unsatisfactory (U)
There were major shortcomings in the achievement of project objectives
in terms of relevance, effectiveness, or efficiency
Highly Unsatisfactory (HU)
The project had severe shortcomings
Ratings for Relevance
Ratings
Relevant (R)
Not relevant (NR)
Ratings for Impact
Ratings
Significant (S)
Minimal (M)
Negligible (N)
Additional ratings where relevant:
Not Applicable (NA)
Unable to Assess (U/A)
1
Appendix 3
Review Schedule and Full list of Interviewees
Review Schedule
Date
Time
Meeting
Tuesday 25 March
9 am
Prof. Pius Yanda
Director, Institute of Resource Assessment (IRA) /
National REDD Secretariat
Wednesday 26 March
8 am
Briefing at Royal Norwegian Embassy
Ms. Berit Kristin Tvete
PM
Dr Julius Ningu
REDD Task Force Chair /Vice President Office (VPO)
Mr Soren Dalsgaard
NAFORMA
Thursday 27 March
6.30 am
Depart to Kigoma
PM
Meeting with Uvinza District Council officials
8 am
Leave to Ilagala
AM
Meeting with main representatives of JUWAMMA in Ilagala
PM
Meeting with Ilagala village government
AM
Meeting with Sunuka village government and CFMs
PM
Meeting with Karago village government and CFMs
AM
Return to Kigoma
PM
Work on findings and inception report
10 am
Meeting with JGI staff in Kigoma
3 pm
Meeting with Freddy Kimaro.
Interim Director of JGI. Kigoma
PM
Inception report due
10 am
Depart to Dar es Salaam
PM
Work on findings and draft report
Wednesday 2 April
AM
Dr. Zahabu
SUA
Thursday 3 April
AM
Mr. Tamrini
Ministry of Natural Resources and Tourism (MNRT). Zanzibar.
Friday 4 April
AM
Briefing at Royal Norwegian Embassy
Ms. Berit Kristin Tvete
PM
Dr Lilian Pintea (teleconference)
Friday 28 March
Saturday 29 March
Sunday 30 March
Monday 31 March
Tuesday 1 April
© INDUFOR: A14-10697 End Review of JGI REDD+ pilot project – Final Report Appendix 3
1
Attendees to Group Discussions in Villages
Ilagala Village – Uvinza District
2
N
Name
Gender
Designation (Title)
1
Moshi Hassan
Male
Village chairperson
2
Ntundu Ramadhani
Male
Village Executive Officer
3
Salumu Shabani
Male
Village Government Committee member
4
Kiza Y. Kamena
Male
5
Rahi S. Kalema
Male
6
Mwajabu Nassoro
Female
7
Zela Filipo
Female
8
Zuhura Mrisho
Female
9
Bora Hassani
Female
10
Sada Y. Kamganga
Female
11
Sifa Amani
Female
12
Sikitu Saidi
Female
13
Credo C. Kibiriti
Male
14
Hezron J. Mayira
Male
15
Ally Shaaban
Male
16
Rashidi Ningu
Male
17
Hamimu Ramadhani
Male
18
Adamu Yasini
Male
19
Abdi Salehe
Male
20
Salum J. Kasase
Male
21
Ahmed Ngaruka
Male
22
Issa S. Ngela
Male
23
Agustino Zilaliye
Male
Forest monitoring
24
Kibadeni Dialo
Male
Forest monitoring
25
Wajhi Hussein
Male
Forest monitoring
© INDUFOR: A14-10697 End Review of JGI REDD+ pilot project Final Report - Appendix 3
Karago Village – Uvinza District
N
Name
Gender
Designation (Title)
1
Mrisho Saidi
Male
Village chairperson
2
Hamis Yahya
Male
Village Government Secretary
3
Hassan Mbinde
Male
4
Mchafu Pastori
Male
5
Issa Zuberi
Male
6
Mariam Hassan
Female
7
Beulina Josia
Female
8
Mauwa Mtagwa
Female
9
Mwajuma Ismail
Female
10
Sina Tambwe
Female
11
Sauda Misigaro
Female
12
Abeli Gobegwa
Male
13
Maguno Hussein
Male
14
Athumani Belele
Male
15
James Mahwaya
Male
Forest Monitoring
16
Eliya Zacharia
Male
Forest Monitoring
17
Ramathani Joseph
Male
18
Jonas Lukube
Male
19
Shimie Petwal
Male
20
Jumanne Zuberi
Male
21
Zamoyoni Boazi
Male
22
Yasini Anzuruni
Male
23
Jonas Vicent
Male
24
Fundi Bongo
Male
25
Zakayo Samwel
Male
26
Rahurenti Morisi
Male
Forest Monitoring
27
Masumbuku Salehe
Male
Forest Monitoring
28
Alex Francis
Male
29
Hassan Nyembo
Male
3
Sunuka Village – Uvinza District
N
Name
Gender
Designation (Title)
1
J. Mbembela
Male
Village chairperson
2
Wilson J. Bilozia
Male
Acting Village Executive Officer
3
Moshi S. Shaabani
Male
Forest Monitoring
4
Kisinza Ramadhani
Male
5
Elisomi Yona
Male
6
Honda Isaya
Male
7
Butoki Kechegwa
Male
Forest Monitoring
8
Hamisi Ramadhani
Male
Forest Monitoring
9
Kitamila Kisahila
Male
10
Naomi B Kabage
Female
11
Rose Kembwe
Female
12
Akili kinguti
Male
13
Hassan A. A.
Male
14
Musa Kada
Male
15
Iddi Kwetu
Male
16
Ramadhani Kiembwe
Male
17
Malius Majeshi
Male
18
Amani M. Kalekela
Male
Forest Monitoring
19
Mlori Sadiki Ndabitayo
Male
20
Moshi I. Mkanda
Male
21
Mayuya Mstafa
Female
22
Katarina John
Female
JUWAMMA
4
N
Name
Gender
1
Abendinego Bigera
Male
2
Majaliwa Abedi
Male
3
Kisubi Hasani
Male
4
Naomi B Kabage
Female
5
Rashidi Mattasi
Male
6
Moshi Hasani
Male
7
Miundu Ramadha
Male
8
Augustino Zilaline
Male
9
Kibadeni Dialo
Male
10
Watihi A Huseros
Male
© INDUFOR: A14-10697 End Review of JGI REDD+ pilot project Final Report - Appendix 3
Appendix 4
Summary of Project Activities, Indicators, Targets and Results
Summary of project indicators and results
The project activities are those included in the Financial reports and the indicators and targets are included on the Performance Monitoring Plan (PMP) 2009-2012 document.
These were matched accordingly in the tables below for most of the activities reported. The red font indicates when either the topics under the activities or indicators could not
be reconciled.
The assessment of results based on semi-annual reports. The green colour in the results indicates the target was achieved, orange indicates not completed, and pink indicates
the target was not achieved.
The notes in the target column indicate when agreement to a change in target is documented or if there was a target change observed in the reports.
Activities (Financial reports)
Indicator (PMP)
Target (PMP)
Progress on indicators
(Semi-annual reports
progress tables)
%
Output 1: Empowered cadre of local trainers comprised of stakeholders from the
project area that facilitate broad stakeholder participation in REDD project design
and management, including the collection, analysis and application of lessons
learned in reducing deforestation and forest degradation in Western Tanzania:
Number of ecosystem level core planning
teams that oversee all stages of REDD
project
2009/10: 30 participants
2010: 39 including JGI staff
2011: 74 participants
>100%
2.1.1 Training provided to local
trainers
Indicator 1.1: # of training modules
produced
2009/10: 10 modules
2010: 10 modules
100%
2.1.2 Training on central government
policies related to carbon
Indicator 1.2: Conduct
sensitization/training of district
government officials (# modules delivered
and #officials participating)
2009/10: 30 leaders
2010: 28 leaders
93%
2.1.3 Sensitization on basic
principles of the carbon and its trade
Indicator 1.3: # of village leaders
reached with awareness and knowledge
campaigns
[added after 2011 partners meeting]
2009/10: 300 leaders
2010: 276 leaders
2011: 1278 leaders and
community members
2013: 6000 leaders and
community members
>100%
Note: 150 in 2010,2011,2012&2013
reports
1
2
Indicator (PMP)
Target (PMP)
progress tables)
%
2.1.4 Public awareness & knowledge
campaigns
Indicator 1.4: # of knowledge campaigns
held to increase public awareness
2009/10: 10 weeks radio broadcasts/500
pamphlets/1000 posters/12 newspaper
articles
2010/11: 20 weeks radio: 12 newspapers
articles
2011/12: 20 weeks radio
Note:
2011 report: 26 weeks radio broadcasts;
500 pamphlets; 1000 posters; 12
newspaper articles;
2013 report: 90 weeks radio broadcasts;
500 pamphlets; 2000 posters; 24
newspaper articles
2010: None
2011&2012&2013 reports:
81 weeks radio; 2000 posters;
1000 brochures; 1000
calendars; 10 newspaper
articles
>100%
weeks
radio and
posters;
42%
newspaper
articles;
>100%
brochures;
calendars
additional
2.1.5 Build capacity of selected
stakeholders to participate in
delivery of REDD Project design
Indicator 1.5: # of villages pursuing
REDD opportunities
2009/10: 9 villages
Note:
2010,2011,2012&2013 reports:7 villages
2010: 7 villages
Based on
reports
target:
100%
Indicator 1.6: # of CBO’s and village
leaders trained to manage REDD project
sites according to national and
international standards.
2010/11: 30 stakeholders
Note: 2nd partners meeting agreed that
only one CBO will be formed
2013: None
0%
Indicator 1.7: # REDD project sites
administered according to international
standards
2010/11: 9 by village
2011/12: 2 by CBO
2013: None
0%
Indicator 1.8: # of publications of fire
related findings
1 newsletter (2010,2011&2013 report)
2012: Stated as accomplished,
but not clear in which year
100%
Indicator 1.9: # of copies produced on
literature review conducted on impact of
fire on miombo woodlands
200 CD: 200 printed copies (2010 report)
100%
Indicator 1.10: # of Research findings
documented and disseminated
2009/10: 100 printed copies
2013: None
0%
Indicator (PMP)
Target (PMP)
progress tables)
%
Output 2: Inter-village forest conservation CBOs formed and empowered to manage
forests on general lands in support of a national REDD accounting program and
sub-national forest carbon projects
Number of enforced joint agreements
between villages participating in forest
conservation CBOs
Note:
2010/11: 2
2011,2012&2013 report: 1
2010: None
2011:1 PFM developed,
approved, developed and
functional
Based on
reports
target:
100%
2.2.1 Facilitate inter-village forest
management and CBO formation
Indicator 2.1: # community members
trained in CBO formation, rights and
constitution
2009/10: 63 members
2010/11: 63 members
Note: 2011,2012&2013 report: 56
members
2010: 60 members
2011: 134 members
>100%
2.2.2 Facilitate assignment of forest
management rights
Indicator 2.2: # community
environmental committee trained in forest
management rights
2009/10: 45 members
2010/11: 45 members
Note: 2011,2012&2013 report: 35 for all
project
2010: 35 members
77%
2.2.3 Train and equip CBO's in
sustainable forest management
practices
Indicator 2.3: # community
environmental committee trained in
sustainable forest management practices
2009/10: 45 members
2010/11: 45 members
project
2010: None
2011: 60 members
>100%
2.2.4 Train and empower Community
Forest Monitors to reduce and
control risks to forest carbon from
fire, inappropriate harvests, etc
Indicator 2.4: Train and empower
Community Forest Monitors (CFM) to
reduce and control risks to forest carbon
from fire, inappropriate harvests, etc. (#
of CFM trained)
2009/10: 30 CFM
2010/11: 30 CFM
project
2010: 30 members
2011: 60 members
2013: 85 members
>100%
Number of scalable carbon accounting
methodologies disseminated elsewhere
2010/11: 1
100%
2.1.6 Collect, Compile and Document
outcomes from previous JGI work
and how this informs a national and
Africa-wide REDD Program
Output 3: A replicable methodology for remote sensing/GIS based forest and
carbon accounting at national and village scales developed, analysed, tested,
verified, documented and disseminated
3
Indicator (PMP)
Target (PMP)
progress tables)
%
2.3.1 Validate methods for mapping
and monitoring of forest carbon
stocks
Indicator 3.1: # of carbon mapping
methodologies applied at village and
program levels
2009/10: 4
2010/11: 4
2011/12: 4
project
2010&2011: None
2012: None (stated as
accomplished)
2013: 4
100%
2.3.2 Develop training modules for
access to the methodology
developed
Indicator 3.2: # training modules
describing carbon monitoring
methodologies developed
2009/10: 10 modules
2010-2012: None
2013: 10
100%
2.3.3 Provide remote sensing, GIS
and methodology support
Indicator 3.3: Forest carbon stock
mapping and monitoring methodology for
national and village scale developed
2009/10: 1
2010: None
2011: None
2012: Stated as accomplished
100%
Indicator 3.4: Forest carbon baseline,
including determination of leakage and
additionality risks evident in the project
area developed
2010/11: 1
2011/12: 1
2013: 1 assessment
(characterize drivers and
agents of deforestation and
forest degradation and assess
leakage risks in Masito forest)
50%
Indicator 3.5: Deforestation, annual
changes in carbon sequestration and
emission rates in designated forest
carbon reserves carbon emission trends
developed
2009/10: 1 start
2011/12: 1 final
Note: 2011,2012&2013report: 1 for all
project
2010-2012: None
2013: Data prepared and rates
will be estimated using
methods advised by PDD
consultant
50%
NA
NA
2011 report sections indicate
is completed
Unknown%
2.3.4 Conduct research to determine
effects of fire on carbon accounting
2.3.5 Dissemination of results from
NA
the assessment
Output 4: Communities and CBOs are provided with the tools and skills to monitor
forest biomass and carbon stocks.
Indicator 4.1: # of villages and CBOs
who monitor forest biomass
4
NA
Unknown%
Number of high quality periodic carbon
monitoring reports produced by
community members
Note: 2011 report: 8 ; 2012 report: 5 ;
2013 report: 36
2010: None
2011: None
2012: None
2013: 62
2010/11: 9 villages & 2 CBOs
2011/12: 9 villages & 2 CBOs
2010-2013: None
>100%
Indicator (PMP)
Target (PMP)
progress tables)
%
Indicator 4.2: # of designated forest with
carbon reserve database
2009/10: 9
2010/11: 9
2011/12: 9
2012,2011&2013 report: 8
2010: 7
77%
Indicator 4.3: # of CBOs with active
biomass assessment teams
2010/11: 2
2011/12: 2
2010-2013: None
2.4.3 Training on participatory
mapping
Indicator 4.4: # of community members
and Forest Monitors trained in
participatory mapping of their forests and
threats
2009/10: 63 (9 villages)
2010/11: 63 (9 villages)
2011/12: 63 (9 villages)
Note: 2010-2013 reports: 56 members
2010: 51
2011,2012&2013: 30 (referred
as progress to date)
Based on
report: 53%
2.4.2 Train CFMs on GPS and field
protocols to collect data
Indicator 4.5: CFMs trained to use GPS
and field protocols to collect forest
measurements for validating carbon
maps produced through remote
sensing/GIS based forest and carbon
accounting.
Indicator 4.6: # of trained and equipped
community member teams to carry out
forest biomass assessments
2009/10: 30 members
2010: None
2011,2012&2013: 60 (referred
>100%
2010: None
2011,2012&2013: 60 (referred
Based on
report:
>100%
2010: None
2011: None
2012: None
2013: None (comment
indicated the money has been
disbursed 2 times,
USD200,000 in total)
Understand
a
document
was
prepared
2.4.1 Train project and district staff,
and selected community members to
instruct & mentor CFMs
Output 5: A community based equitable benefit sharing mechanism developed and
practiced.
Note: 2011,2012&2013 report: 33
2009/10: 63 members (9 villages)
Note: 2011,2012&2013 report: 56
REDD credits in $ that are available for
communities
Note:
2010/11: 1 document
2011,2012&2013 report: $50,000
2.5.2 Develop and implement
participatory benefit sharing
mechanisms
Indicator 5.1: # of villages and CBOs
who apply benefit sharing mechanism
2010/11: 7 villages & 1 CBO
2010: None
2011: 7 villages
100%
2.5.3 Establish a REDD carbon credit
pool fund
Indicator 5.2: Income in $ generated
from certified carbon sequestration
2010/11: $50 000
2011/12: $50 000
2010-2013: None
(disbursement of USD200 000
reported under this activity)
0%
5
Indicator (PMP)
Target (PMP)
progress tables)
%
2.5.4 Conduct training in business
management and marketing skills for
participating CBO's and village
governments
Indicator 5.3: # of training workshops
2009/10: 2 workshops
2010,2011,2012&2013: 2
workshops
100%
2010/11: 1
2010-2013: None
Understand
a benefit
sharing
document
was
prepared in
2012 but
not
reported in
progress
report table
2.5.2 Develop and implement
participatory benefit sharing
mechanisms
delivered (2 to train CBOs and 2 to
train village gov. in benefit sharing and
other REDD related issues)
Indicator 5.4: A participatory benefit
sharing mechanism developed and
implemented
2.5.3 Establish a REDD carbon credit
pool fund
Indicator 5.5: A REDD carbon credit
2.5.1 Conduct training in good
governance
Indicator 5.6: # of workshops held to
pool fund to be disbursed for certified
carbon credits established
train CBO’s and village government on
good governance principles for
participating forest management
Output 6: Remote sensing and GIS capacity for carbon mapping and monitoring at
the national scale supported, strengthened, and disseminated.
Indicator 6.1: # of publications on proven
methodologies
Indicator 6.2: Document and
disseminate experiences and
methodologies developed
6
(income generating activities
reported under activity 2.5.2)
2010/11: 4 reports
2011/12: 4 reports
2010-2013: None
(disbursement of the
USD200,000 reported under
this activity)
2010: 2 workshops
100%
Number of national technical reports on
carbon mapping and monitoring
2009/10: 2
2010/11: 2
2011/12: 2
Note: 2011,2012&2013 report : 2 for all
project
2011/12: 1
2010: None
2011: None
2012: 2
100%
2011/12: 200 mailed. 3 meetings
2010: None
2011: None
(Best practices study reported
under activity 2.6.3)
2010: None
2011: None
Indicator (PMP)
Target (PMP)
progress tables)
%
2.6.4 Baseline assessment and
behavioural responses to carbon
emissions
Indicator 6.3: Baseline assessment of
behavioural responses to forest
degradation; carbon emission reduction
risks, opportunities and benefits of REDD
prepared
Indicator 6.4: Print and poster display
with proposed methodology to use
satellite imagery to map carbon at the
national and community scales
developed
Indicator 6.5: Cumulative review of
behaviour change towards NRM
developed
2009/10: 1 assessment
2011: 1 assessment
2012: 1 assessment
100%
100%
Note:
2011 report: 1 assessment
2012 report: 2 assessments
2010: None
2011: 1 assessment
2012: 1 assessment
100%
Indicator 6.6: Conduct Mid-Term
Evaluation (MTE) of the project
2009/10: 1 annual
2010/11: 1 MTE
2011/12: 1 final
2010-2013: None
(MTR
occurred in
2012)
2.6.6 Produce print and visual
documentation of risks, benefits and
opportunities from strengthened
organizations
NA
NA
2013: Stated as accomplished
(1 poster produced), but not
clear in which year
100%
2.6.1 Facilitate and coordinate
training using state of the art
software and expertise
NA
NA
is completed
Unknown%
2.6.2 Mapping and Monitoring of
biomass and carbon at a national
scale
NA
NA
progress
Unknown%
2.6.3 Document and share
information gathered
NA
NA
Unknown
Unknown%
2.6.5 Production of print and visual
documentation of risks and benefits
from community forest monitoring
NA
NA
Unknown
Unknown%
2.6.7 Produce report on cumulative
behaviour change in project area
Note: 2011&2012 report: 2 assessments
2009/10: 1 poster
2011/12: 1 poster
Note: 2011&2012 report: 1 poster
7
Indufor Oy
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FINLAND
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indufor@indufor.fi
7th Floor, 55 Shortland St, PO Box 105 039,
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Tel. +64 9 281 4750
Fax +64 9 281 4769
www.indufor.fi

End Review of the REDD+ pilot project implemented by the Jane

Transcription

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