Waste for Wealth Project: Promoting a Zero Waste Environment

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Evaluation Plan:
2012-2016, Malawi
Evaluation Type:
Final Project
Planned End Date:
06/2012
Completion Date:
06/2012
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
20,000

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Title Waste for Wealth Project: Promoting a Zero Waste Environment
Atlas Project Number:00071385
Evaluation Plan: 2012-2016, Malawi
Evaluation Type:Final Project
Status:Completed
Completion Date:06/2012
Planned End Date: 06/2012
Management Response:Yes
Focus Area:
  • 1. Environment & Sustainable Development
Corporate Outcomes (UNDP Strategic Plan 2008-20013)
  • 1. National and local governments and communities have the capacities to adapt to climate change and make inclusive and sustainable environment & energy decisions benefitting in particular under-served populations
Evaluation Budget(US $): 20,000
Source of Funding: TRAC + CS
Joint Programme:No
Mandatory Evaluation:No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Leston Yoyola Phiri Mr
Deric Mesherckie Zanera Mr
Lucy Msungeni Ms
Symon Langisi Mr
GEF Evaluation:No
Key Stakeholders:Lilongwe City Council; UN Habitat
Countries: MALAWI
Lessons
Findings
Recommendations
1 Partner capability should be assessed thoroughly in determining inclusion into the PPP framework. Thus it is important to conduct a full assessment of the partners and their practical ability to contribute to the objectives of the project. A project coordinator working independent of the partners should be recruited whose role is to coordinate partner efforts in implementing the PPP framework and if not possible, the project coordinator or manager from implementing partner organization must be relieved of other duties to concentrate on project activities.
2 In case of any future project, UNDP should analyse the material requirements of the partners independent of funds and make provisions ahead of the project implementation to enable the smooth running of the project and avoid delays. In curbing funding delays to partners, UNDP should employ a project accountant to be located at implementing partner organization and ensure that a separate account from the Government funds is established.
3 Construction of the waste composting facility should come earlier before commencement of compost production, water for composting should have been made available and land ownership for composting should be an issue to consider at the beginning of the project to avoid land squabbles.
4 The marketing strategy for compost should be intensified in order to draw a number of compost markets for diversity as a means of promoting competition among compost buyers which in turn could lead to good prices of compost for the benefit of waste entrepreneurs.
5 In case of any future project, key stakeholders must be involved from project designing as these might provide necessary advice on policy and other technicalities.
6 Scaling up of similar project activities to other areas is necessary as this would promote sustainable waste management through community participation and contribute to livelihood generation of those people involved.
1. Recommendation: Partner capability should be assessed thoroughly in determining inclusion into the PPP framework. Thus it is important to conduct a full assessment of the partners and their practical ability to contribute to the objectives of the project. A project coordinator working independent of the partners should be recruited whose role is to coordinate partner efforts in implementing the PPP framework and if not possible, the project coordinator or manager from implementing partner organization must be relieved of other duties to concentrate on project activities.
Management Response:

UNDP utilized HACT framework to support capacity of Lilongwe City Council as the implementing partner to generate greater impetus for improvement in accountability and transparency of the Waste for Wealth Project. However no micro-assessments were done on the other PPP partners because they are not UNDP?s IPs. Should UNDP support a similar project in future, consideration should be given to strengthening capacity of project partners in addition to the IP.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
No actions are applicable for this evaluation as the area is no longer relevant to the Country Programme 2012/01 No Longer Applicable Activity closed as the area is outside the 2012-2016 CP.
2. Recommendation: In case of any future project, UNDP should analyse the material requirements of the partners independent of funds and make provisions ahead of the project implementation to enable the smooth running of the project and avoid delays. In curbing funding delays to partners, UNDP should employ a project accountant to be located at implementing partner organization and ensure that a separate account from the Government funds is established.
Management Response:

The role of UNDP within the HACT framework is to support strengthening the financial management capability of the Implementing Prtner, in this case the city council and in particular city council staff assigned with the project accounting function. A UNDP recruited accountant would run counter to the National Implementation Modality (NIM) philosophy of UNDP project execution modality . It should be noted that the creation of a separate project account is already a requirement for UNDP supported projects and this was already the case with the Lilongwe City Council (LCC). Several trainings on financial management and reporting were also conducted for finance & Accont staff of LCC.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2012/01 No Longer Applicable
3. Recommendation: Construction of the waste composting facility should come earlier before commencement of compost production, water for composting should have been made available and land ownership for composting should be an issue to consider at the beginning of the project to avoid land squabbles.
Management Response:

The composting facility was planned to be one of the final components of the project. The compost facility is a capital project and could only be constructed once UNDP was convinced that the required threshold of trained and interested entrepreneurs as well as a stable market for compost had been established. To have built the facility before the assurance of demonstrated entrepreneurship and a market for compost would run the risk of spending a lot of resources on what could eventually turn into a ?white elephant?.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2012/01 No Longer Applicable
4. Recommendation: The marketing strategy for compost should be intensified in order to draw a number of compost markets for diversity as a means of promoting competition among compost buyers which in turn could lead to good prices of compost for the benefit of waste entrepreneurs.
Management Response:

UNDP agrees with this recommendation as currently there is only one significant stable market outlet for the compost. Nevertheless, it is encouraging to note that even after project completion and closure, the sale of compost is continuing, also to local individual buyers.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2012/01 No Longer Applicable
5. Recommendation: In case of any future project, key stakeholders must be involved from project designing as these might provide necessary advice on policy and other technicalities.
Management Response:

UNDP fully agrees with this recommendation and this is within the standard project formulation procedures for UNDP supported projects.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2012/01 No Longer Applicable
6. Recommendation: Scaling up of similar project activities to other areas is necessary as this would promote sustainable waste management through community participation and contribute to livelihood generation of those people involved.
Management Response:

UNDP in collaboration with other UN agencies especially UN-Habitat and UNICEF though UNDAF clusters 1.3 and 2.3 will support efforts by Lilongwe City Council and other cities in Malawi to seek partners scale up/replicate this approach. The project has also produced a municipal waste management policy and bylaw which will be instrumental in institutionalizing this approach not just in Lilongwe but also in other cities. Nevertheless, being a UNDP supported pilot project and waste management not being one of the key priorities of UNDP in the new UNDAF, UNDP itself will not be directly involved in similar projects.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2012/01 No Longer Applicable

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