The narrative report should be based on the monitoring and evaluation system set up using as a basis the Logical framework matrix. As such, narrative report must inform all the indicators defined in the logical framework. Monitoring and/or evaluation reports relating to the performance of the Action shall be used and mentioned in the narrative reports.

  • What is your assessment of the results of the action so far? Include observations on the performance and the achievement of outputs, outcomes and impacts and whether the action has had any unforeseen positive or negative results.

The results of the action are on track to be completed by the end of the reporting period. The two main impacts expected to be fulfilled at the end of the project implementation, have been achieved as follows:

  • Number and types of native and endemic trees planted and maintained to maturity- 71.42% completion (based on number of trees planted)
  • Income for National Park management earned through ecotourism and other sources aside from grants- 25% completion


  • Explain how the Action has mainstreamed cross-cutting issues such as promotion of human rights, gender equality, democracy, good governance, children's rights and indigenous peoples, youth, environmental sustainability and combating HIV/AIDS (if there is a strong prevalence in the target country/region).

Under this project, we have been involved in promoting sustainable livelihoods and poverty reduction within indigenous groups (maroon communities), and the empowerment of youth through ecotourism business ventures within those communities. We also conducted several environmental management workshops within those communities to ensure that their businesses are environmentally sustainable.

  1. Referring to the logical framework matrix (see point 2.3. below) please comment for each level of results (output, outcome, impact) the level of achievement of all the results on the basis of the corresponding current value of the indicators and all the related activities implemented during the reporting period:

Outcome 1

Design and Implement a Public Education and Community Outreach Programme to promote the significance of the forest ecosystems of the Blue and John Crow Mountains in terms of their biodiversity and role e.g., in hydrogeological security, disaster prevention and mitigation of extreme climate events and promote appropriate care for these forest ecosystems.

  1. Intermediary outcome (iOc 1) - Number of activities or products designed and produced.

    We have identified a Public Education & Community Outreach Consultant to conduct research into Environmental Behaviours, and to design a new Public Education and Community Outreach strategy; the strategy has not been designed as yet. Therefore, there have been no educational or outreach activities.

    • Output 1.1 (op 1.1) - Community Environmental Intervention Research

      The consultant has produced a research instrument, has piloted it, currently moving into data collection.

  2. Intermediary outcome (iOc 2)- Number of participants: 0

    There have been no educational or outreach activities yet (directly related to this outcome), since the strategy has not yet been designed, but there has been community outreach.

    • Output 1.2 (op 1.2) - Community Environmental Education & Outreach Campaign Plan Implemented

      There has been no activity yet since the research must finish first.

  3. Intermediary outcome (iOc 3)- Level of increase in environmental knowledge and attitudes

    KAP Survey (2018) has been analysed and the final report submitted. Environmental attitudes and behaviours were found to not be aligned, findings which echoed past studies. Results suggest that attitudes but not behaviours varied among regions. While some regional differences in attitudes were noted, they were largely minimal. The study’s findings hint at the complexity and interconnectivity of conservation and community work

Outcome 2

Improve the management effectiveness of the Blue and John Crow Mountains National Park through support for:- critical management programmes such as Enforcement and Compliance and sourcing medium to long term funding sources for management

  1. Intermediary outcome (iOc 1) - METT Scorecard

    This was scheduled for end of 2023.

  2. Intermediary outcome (iOc 2) - Number of NP breaches

    An average of 6.5 per quarter were reported within the reporting period.

    • Output 2.1 (op 2.1) - Patrols by trained, uniformed Rangers

      Average of 43.75 patrols were conducted each month, and boots were procured for all Rangers in 2022. One Ranger, Mr. Rudolph Poyser, retired at the end of August 2022.

  3. Intermediary outcome (iOc 3) - Amount of untied funds generated by JCDT

    We engaged a Business Development Consultant to revamp a number of tour products, and a Business Development Officer (but did not yield the desired results) and so we terminated that contract and have made smaller, more specific contracts to tackle key areas. We are still in the development phase so there are, as yet, no financial returns/additional surplus has been made from this investment. The line item for the Business Development Officer was broken down into more specific activities:

    1. Salesperson
    2. Launch online bookings/reservation platform, REZDY
    3. Gift Shop
    4. Holywell Development Plan (architect)
    5. Outlook magazine placement
    6. Business Plan refining (including marketing strategy and tour contracts- JSIF assistance)
    7. Minor repairs
    8. Events

    Also, as the Business Development Consultant cost less than anticipated and we are getting technical assistance from the Jamaica Social Investment Fund (JSIF) and further identified inadequate accounting and financial management and reporting systems as a limiting factor for business development, we will use funds from this line item for a consultancy to improve these systems. We therefore request removing the line item Business Development Officer for the reasons outlined above, and adding the remaining budgeted amount of 19,500 EURO to line item Business Development Consultancy to account for the activities listed above (see Annex VI (3) model narrative and financial report.xlsx).

    • Output 2.2 (op 2.2) - Private Voluntary Market Carbon Trading Project designed

      • National Park Manager participated in two training courses to increase the JCDT’s capacity to develop a carbon project. We continue to work with climate consultants (Ostrum Climate Consultants) who are unexpectedly providing their services pro-bono.

    • Output 2.3 (op 2.3) - Other funding sources explored particularly ecotourism

      No financial returns/additional surplus has been made from ecotourism as we are still in the development phase. We accessed funds from the Global Environment Facility Small Grants Programmes for improvements at Holywell.

Outcome 3

Strengthen the in-situ and ex-situ forest conservation work with respect to learning how to propagate and grow native, endemic and threatened tree species

  1. Intermediary outcome (iOc 1) - Number of native species successfully propagated.

    1 species: Blue Mahoe

    • Output 3.1 (op 3.1) - Improved plant nurseries

      No activity in this project period but will be completed by the end of the project implementation period. The Research Technician primarily working on this output resigned; there is not a lot of literature on the target plants species for propagation and there was low success on locating target species in the field; there was a lack of support from academia who were hard to engage in the field. The corrective strategies employed to date include involving more local community knowledge (especially around the Cinchona area), utilising a volunteer with expertise in research/ field work for the identification of threatened trees and determining the propagation strategies from seed; lack of support from academia, hard to engage in the field.

    • Output 3.2 (op 3.2) - Mature Native & Endemic Trees in reforested areas

      We have planted 5000 native and endemics, which are all growing and being maintained but are not yet mature.

    • Output 3.3 (op 3.3) - Additional Native species propagated

      Not many were propagated from seeds; still relying heavily on seedling collection and procurement of tress rather than propagation from seeds; the seedlings are growing; still awaiting successful experiments.

Outcome 4

Work with local communities, particularly Maroons those in the upper Yallahs and Hope watersheds to reduce poverty and empower youth through sustainable community tourism and alternative livelihoods e.g. invasive species control and forest restoration.

  1. Intermediary outcome (iOc 1) - Number of participants

    236 participants in sustainable activities from Rio Grande Valley, Scott's Hall, St Mary and Hayfield, St. Thomas – engaged in Capacity Building Workshops in February – March 2022, Business training workshops in June 2022, Environmental Mitigation Workshops in June 2022, Tour Guide Training and Certification in July 2022. We also started to engage community members 26 community members in the Upper Yallahs Watershed (Cinchona region) for sustainable agriculture / Agroforestry.

    • Output 4.1 (op 4.1) - Community Tourism Products (trails & tours)

      The Community Tourism Products have not been sold as yet. The communities are aiming for July/ September 2023. Communities are currently implementing Subgrants projects to make repairs and to improve the infrastructure which will be a part of the tourism offerings within the community (January 2023 – April/May 2023).

  2. Intermediary outcome (iOc 2) - Revenue earned through sustainable business ventures

    No revenue has been earned yet. Most of work to date has been in the development phase, with the aim of helping the communities to launch their business ventures. Each community should begin to earn no later than August/September 2023.

    • Output 4.2 (op 4.2) - Community sustainable forest products

      No business yet from forest products; focus on eco-tourism; we hope to incorporate forest products into their eco-tourism products; still exploring feasibility of charcoal from invasive trees

    • Output 4.3 (op 4.3) - JCDT Ecotourism Business Plan

      Maroon Community Tourism: A final Business Plan was submitted to JCDT by the Jamaica Business Development Corporation (JBDC) at the beginning of January and is being reviewed.

      Holywell/BJCMNP: The contract with the Business Development Officer (BDO) was terminated as it became clear that we needed someone based in Kingston and who could spend more time at the office and/or on site as well as who was able to do more with respect to sales and direct marketing. We have started to seek this contractor.

      Whilst we got useful guidance and documentation from the Business Development Consultant, the tour operators were not forth coming despite several meetings and site visits.

      The new Holywell Business Plan was sent to JSIF REDI II, comments were received, and we are working to improve on certain components of the Plan with JSIF REDI II guidance. JCDT is working with the JSIF REDI II Project to improve on our Business Development especially marketing and sales.

JCDT | Protecting & Preserving Our Future

The JCDT appreciates the involvement and support of our Partners, Donors, and Sponsors
  • NEPA
  • Forestry Department
  • Jamaica National Heritage Trust
  • Environmental Foundation of Jamaica
  • Forest Conservation Trust
  • Pear Tree Press
  • Jamaica energy Partners