Terminal Evaluation of the Implementing Urgent Adaptation Priorities Through Strengthened Decentralised and National Development Plans Project

Report Cover Image
Evaluation Plan:
2019-2023, Malawi
Evaluation Type:
Final Project
Planned End Date:
01/2020
Completion Date:
05/2020
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
40,000

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Title Terminal Evaluation of the Implementing Urgent Adaptation Priorities Through Strengthened Decentralised and National Development Plans Project
Atlas Project Number: 00081840
Evaluation Plan: 2019-2023, Malawi
Evaluation Type: Final Project
Status: Completed
Completion Date: 05/2020
Planned End Date: 01/2020
Management Response: Yes
UNDP Signature Solution:
  • 1. Energy
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 2.3.1 Data and risk-informed development policies, plans, systems and financing incorporate integrated and gender-responsive solutions to reduce disaster risks, enable climate change adaptation and mitigation, and prevent risk of conflict
SDG Goal
  • Goal 13. Take urgent action to combat climate change and its impacts
SDG Target
  • 13.2 Integrate climate change measures into national policies, strategies and planning
Evaluation Budget(US $): 40,000
Source of Funding: GEF
Evaluation Expenditure(US $): 11,234
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Wezzie Mtumbuka
Chaudhry Inayatullah Dr. inayat.undp@gmail.com PAKISTAN
GEF Evaluation: Yes
GEF Project Title: Implementing urgent adaptation priorities through strengthened decentralised and national development plans-ADAPT PLAN
Evaluation Type: Terminal Evaluation
Focal Area: Climate Change
Project Type: FSP
GEF Phase: GEF-5
GEF Project ID: 5015
PIMS Number: 4958
Key Stakeholders: GEF, Ministry of Natural Resources, Energy and Mining, Department of Climate Change and Environmental Affairs.
Countries: MALAWI
Lessons
Findings
Recommendations
1

In future projects, clear targets at the output level should also be mentioned for various stages of the project implementation, and outcome and indicators to which the projects are feeding at the GEF/AMAT level should also be narrated in the ProDoc for effective and accountable monitoring.

2

In future programming a major component of the project should be targeted to increase household income. Further, the project design should be flexible enough to accommodate activities that are highly essential immediately after the disasters to help the communities. The focus on policy research and advocacy should also be there to scale up the proven interventions.

3

The NIM modality and engagement of GoM staff should be followed in future projects with the following changes:

 

3a.     In each District, a District Coordinator on project payroll must be engaged from the very beginning for coordination, oversight on the use of finances by the sectoral staff and timely production of results.

3b.    In each district, an M&E Officer should also be hired on project payroll to monitor the project activities and take corrective actions and timely production of well- informed reports. The M&E Officers should be particularly tasked to document the impacts.

3c.       In future projects, budgetary provision should be kept for the central GoM departments to further enhance ownership at the ministerial level as well as to strengthen oversight.

4

.     In future projects, various modalities of scaling up should be included in the design. For example, in future projects, UNDP after demonstration of best practices should put a condition of cash contribution of the GoM or communities for scaling up proven practices.

4b.    The GoM and donors should consider pooling funds in the National Climate Change Fund for supporting groups and cooperatives on the pattern of GEF-SGP for scaling up proven interventions.

4c.     In future projects, the project management should also look at other avenues to mobilize additional resources in the project area and link groups and cooperatives to other projects for accessing more funds for upscaling (parallel financing). This should particularly be promoted by the District Governments.

4d. In future projects, the projects should also consider supporting some well-off beneficiaries on parallel financing basis which will contribute to enhancing employability and national economy.

5

Training of Finance and Admin Assistants:

5a.   To avoid delays in the release of advances, UNDP should provide sufficient training to the accounting staff in District Councils to follow UNDP procedures, followed by refresher sessions to prepare proper advance requests.

5b.       To avoid delays in the release of advance requests, the GoM should consider curtailing its channels (assignment accounts) while transferring funds to the District Councils.

6

The communities should be trained in participatory monitoring and reporting, which will help to increase accountability of local extension staff. Further, the projects should identify and engage go-getters who can help in replication and upscaling.

7

Watershed Management and Promotion of other Water-Lifting  Schemes

7a.    Irrigation requires heavy initial capital investment and programmes should consider allocating adequate funds at the planning and feasibility stage. For drying up irrigation schemes, catchment conservations through plantation and construction of check-dams should be one of the key interventions.

7b.    The TA Mbwana, district Nkhatabay is a coastal area of Lake Malawi, so the groundwater level is not so deep and strong winds blow in the area. Animal driven dug-wells or wind-mill water lifting schemes should be encouraged in this and other similar areas which will be more cost-effective than the solar power irrigation schemes.

8

Accurate Weather Forecasting and Crop/livestock Insurance

8a.     The DCCM and MAIWD should work together to improve the weather and agricultural forecasting system and at the district level, the accurate forecasts should be released through radio and SMS services.

8b.    Further, the concerned GoM department(s) should work with the private sector companies providing crop and livestock insurance as is happening in Uganda and Kenya. This will certainly help to minimize the miseries of communities.

9

A successor project should be developed to scale up the proven practices with contributions from communities, GoM and other donors with a clear focus on enhancing productivity, value addition and agro-livestock market development; and to document the economic impacts of the interventions and improvement in Resilience Index of participating communities.

1. Recommendation:

In future projects, clear targets at the output level should also be mentioned for various stages of the project implementation, and outcome and indicators to which the projects are feeding at the GEF/AMAT level should also be narrated in the ProDoc for effective and accountable monitoring.

Management Response: [Added: 2021/05/26]

Fully accepted. UNDP agrees on the recommendation to include Output Level targets and indictors in the project results framework.  As the project is now phasing out, this will be considered for future projects to support effective monitoring of project outputs. 

Key Actions:

2. Recommendation:

In future programming a major component of the project should be targeted to increase household income. Further, the project design should be flexible enough to accommodate activities that are highly essential immediately after the disasters to help the communities. The focus on policy research and advocacy should also be there to scale up the proven interventions.

Management Response: [Added: 2021/05/26]

Partially accept. UNDP partially agrees with this recommendation and notes that policy research and advocacy were outside the scope of the project while increase in household income was attained for beneficiary households during the project’s implementation period. In addition, the project’s objectives did not provisions for crises which were unpredictable as the adaptation options for future were guided by detailed assessments and context specific needs.  UNDP also already has ongoing work on climate change related policies in Malawi and disaster risk management. 

Key Actions:

3. Recommendation:

The NIM modality and engagement of GoM staff should be followed in future projects with the following changes:

 

3a.     In each District, a District Coordinator on project payroll must be engaged from the very beginning for coordination, oversight on the use of finances by the sectoral staff and timely production of results.

3b.    In each district, an M&E Officer should also be hired on project payroll to monitor the project activities and take corrective actions and timely production of well- informed reports. The M&E Officers should be particularly tasked to document the impacts.

3c.       In future projects, budgetary provision should be kept for the central GoM departments to further enhance ownership at the ministerial level as well as to strengthen oversight.

Management Response: [Added: 2021/05/26]

 Rejected. UNDP does not agree with this recommendation as staffing for projects is based on capacity assessment of the implementing partner, and UNDP serves to build the capacity of government that is why initially districts were left for govt to lead. GEF project formulation guidelines also require not more than 5% of the budget to go towards project management. UNDP has taken note of the recommendation and each context is unique, so decisions on staffing will be based on capacity assessments and feedback from UNDPs quality assurance function as an accredited entity of the GEF.

Key Actions:

4. Recommendation:

.     In future projects, various modalities of scaling up should be included in the design. For example, in future projects, UNDP after demonstration of best practices should put a condition of cash contribution of the GoM or communities for scaling up proven practices.

4b.    The GoM and donors should consider pooling funds in the National Climate Change Fund for supporting groups and cooperatives on the pattern of GEF-SGP for scaling up proven interventions.

4c.     In future projects, the project management should also look at other avenues to mobilize additional resources in the project area and link groups and cooperatives to other projects for accessing more funds for upscaling (parallel financing). This should particularly be promoted by the District Governments.

4d. In future projects, the projects should also consider supporting some well-off beneficiaries on parallel financing basis which will contribute to enhancing employability and national economy.

Management Response: [Added: 2021/05/26]

Partially accept. UNDP agrees with the recommendations (4a and 4c). However, some of the proposed areas are beyond the scope of the project design. The recommendation makes reference to other projects or initiatives which arose three years after this project was approved, as such the recommendation has flown outside the scope of the project. UNDP will pay attention to the changing context but is bound to deliver on elements of the project design and make changes as appropriate with approval of the GEF.

 With regard to recommendation 4b, UNDP is already supporting the institutionalization of the National Climate change fund to ensure an increased flow of resources towards climate change response.   The fund will establish mechanisms for the mobilization of funds from domestic and international sources which will enable government and non-governmental entities to implement wider adaptation priorities.

Key Actions:

5. Recommendation:

Training of Finance and Admin Assistants:

5a.   To avoid delays in the release of advances, UNDP should provide sufficient training to the accounting staff in District Councils to follow UNDP procedures, followed by refresher sessions to prepare proper advance requests.

5b.       To avoid delays in the release of advance requests, the GoM should consider curtailing its channels (assignment accounts) while transferring funds to the District Councils.

Management Response: [Added: 2021/05/26]

Partially accept. UNDP partially agrees with this recommendation as UNDP provides training to all programme and finance staff when starting any new project, but there is very high rate of turn over especially for government where finance staff are moved around under common service and UNDP has no control over such movements. UNDP will continue to pay attention to staff movements and ensure that there is consistent capacity within project sites and capacity gaps will continuously be addressed.

Key Actions:

6. Recommendation:

The communities should be trained in participatory monitoring and reporting, which will help to increase accountability of local extension staff. Further, the projects should identify and engage go-getters who can help in replication and upscaling.

Management Response: [Added: 2021/05/26]

Accept. UNDP agrees with the recommendation. As the project no longer has funds to support the exercise, this will be considered for future projects.

Key Actions:

7. Recommendation:

Watershed Management and Promotion of other Water-Lifting  Schemes

7a.    Irrigation requires heavy initial capital investment and programmes should consider allocating adequate funds at the planning and feasibility stage. For drying up irrigation schemes, catchment conservations through plantation and construction of check-dams should be one of the key interventions.

7b.    The TA Mbwana, district Nkhatabay is a coastal area of Lake Malawi, so the groundwater level is not so deep and strong winds blow in the area. Animal driven dug-wells or wind-mill water lifting schemes should be encouraged in this and other similar areas which will be more cost-effective than the solar power irrigation schemes.

Management Response: [Added: 2021/05/26]

Fully accept. UNDP agrees with recommendation 7a  and will ensure that future projects have adequate funding allocations for feasibility  and planning stage. On the other hand, in identifying appropriate water systems, assessments will be done to ascertain feasibility of relevant strategies that are specific to impact areas which cannot be pre-defined.

Key Actions:

8. Recommendation:

Accurate Weather Forecasting and Crop/livestock Insurance

8a.     The DCCM and MAIWD should work together to improve the weather and agricultural forecasting system and at the district level, the accurate forecasts should be released through radio and SMS services.

8b.    Further, the concerned GoM department(s) should work with the private sector companies providing crop and livestock insurance as is happening in Uganda and Kenya. This will certainly help to minimize the miseries of communities.

Management Response: [Added: 2021/05/26]

Rejected. UNDP notes that this recommendation is beyond the scope and resources of the project. While accurate weather forecasting  remains key in adaptation planning, the project focused on effective dissemination of weather forecasts. Engagement of the private sector to pay for climate services also requires a clear business case, UNDP is already exploring these options through MCLIMES, once the business case is established such options will be further explored

Key Actions:

9. Recommendation:

A successor project should be developed to scale up the proven practices with contributions from communities, GoM and other donors with a clear focus on enhancing productivity, value addition and agro-livestock market development; and to document the economic impacts of the interventions and improvement in Resilience Index of participating communities.

Management Response: [Added: 2021/05/26]

Fully accept. UNDP is  engaging with government on the appropriate avenues for upscaling best practices, disseminating lessons learnt and reinforcing the mainstreaming of climate change adaptation in development planning. As recommended by the evaluation team and previously regional office, UNDP will work on  successor project drawing from best practices and lessons from the GEF supported project. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Design a successor project that will aim at scaling up the interventions and implement best practices the Adapt Plan.
[Added: 2021/05/26]
Resilience and Sustainable Growth Portfolio 2020/06 Completed A project titled: Transformational Adaptation and Climate Resilience in Malawi (TRANSFORM) has been developed and approved.

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