Evaluation à mi-parcours du projet Bassin du Niger et Système Aquifère

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Evaluation Plan:
2019-2022, Niger
Evaluation Type:
Mid Term Project
Planned End Date:
03/2021
Completion Date:
10/2021
Status:
Completed
Management Response:
No
Evaluation Budget(US $):
50,000

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Download document NB-ITTAS Mid-Term Evaluation - Terms of Reference.pdf tor English 300.27 KB Posted 510
Download document Final mid-term Evaluation Report NB-ITTAS-Eng.pdf report English 2428.71 KB Posted 590
Title Evaluation à mi-parcours du projet Bassin du Niger et Système Aquifère
Atlas Project Number: 00096687
Evaluation Plan: 2019-2022, Niger
Evaluation Type: Mid Term Project
Status: Completed
Completion Date: 10/2021
Planned End Date: 03/2021
Management Response: Yes
Focus Area:
  • 1. Poverty
  • 2. Sustainable
  • 3. Others
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 1.4.1 Solutions scaled up for sustainable management of natural resources, including sustainable commodities and green and inclusive value chains
SDG Goal
  • Goal 12. Ensure sustainable consumption and production patterns
  • Goal 13. Take urgent action to combat climate change and its impacts
SDG Target
  • 12.2 By 2030, achieve the sustainable management and efficient use of natural resources
  • 13.1 Strengthen resilience and adaptive capacity to climate-related hazards and natural disasters in all countries
  • 13.2 Integrate climate change measures into national policies, strategies and planning
  • 13.3 Improve education, awareness-raising and human and institutional capacity on climate change mitigation, adaptation, impact reduction and early warning
Evaluation Budget(US $): 50,000
Source of Funding: Project budget
Evaluation Expenditure(US $): 31,601
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Nationality
Glen Hearns Consultant international
Ibrahim Madougou Consultant national NIGER
GEF Evaluation: Yes
GEF Project Title: Improving IWRM, knowledge-based management and governance of the Niger Basin and the Iullemeden-Taoudeni/Tanezrouft Aquifer System (ITTAS)
Evaluation Type: Mid-term Review
Focal Area: International Waters
Project Type: FSP
GEF Phase: GEF-6
GEF Project ID: 5535
PIMS Number: 4798
Key Stakeholders: Niger Basin Authority and Members countries, GEF
Countries: NIGER
Lessons
1.

The “Improving IWRM, knowledge-based management and governance of the Niger Basin and the Iullemeden-Taoudeni/Tanezrouft Aquifer System (ITTAS)” is an innovative project in the GEF portfolio, and indeed in the water resources development context globally.  It has merged two separate, but complementary and geographically overlapping projects, dealing with surface water (from NBA, implementing SAP) and groundwater (from OSS, developing TDA/SAP) to develop a novel conjunctive management approach towards integrated conjunctive water resource management in the Niger Basin and ITT aquifer system. In this regard the project is helping to build capacity of the national governments and strengthen the governance capability of the NBA, thereby promoting sustainable use of transboundary water resources.  The project further strengthens the OSS as an international institution for groundwater management. Moreover, the project has brought together institutional relationships between UN agencies that will undoubtedly persist beyond the life of this project providing an example of cooperative engagement on conjunctive management of water resources.  The significance of this project, therefore, extends well beyond the Niger Basin and ITTAS. 

The project has, unfortunately, experienced significant delays. One of the major factors being the challenge of the complex implementation arrangements and the challenges of developing and implementing a pioneering project addressing conjunctive water resources management. The PCU has responded to recommendations of the Steering Committee and hired new staff. The advances made since the hiring of the new Project Coordinator, in June 2021, show all indications that the project will prove successful providing provided enough time is allowed to catch up on the initial delays.  Internal communication concerns have been addressed through the establishment of the monthly Inter-agency Meetings; however, the need for a web-site and a knowledge management platform remain a priority for outreach to national level stakeholders and focal points. The project is addressing the COVID-19 and security situation through Task Leaders developing a “COVID/insecurity Proof” strategy for conducting activities and meetings. 

In summation, while the project has experienced delays and operational challenges it has, for the most part, addressed these and is now in a position to successfully complete the project, providing the initial delays can be adjusted for through an extension of the project.


Tag: Sustainability

Findings
1.

The project :

1. Should have an extraordinary no-cost extension of 18 months until 30 November 2024 to ensure sufficient time for the products and results to be fully realized.

2. Need to ensure a continued focus on communication between stakeholders and partner agencies- to ensure project success. 

3. Should organize virtual meetings or put in place a system of email decision making based on no-objection passes or specific decisions, to avoid the delay of decisions needed by the Steering Committee, when a physical meeting is either not feasible or not warranted.

4. Needs to finalize its review and assessment of project indicators and have the changes approved of by the Steering Committee to facilitate monitoring of the project.

5. Should involve where possible and feasible, national academic institutions and NGOs, in the implementation of pilot projects and the collection and analysis of data.

6. Should collaborate, where possible, with the private sector to help advance outcome 3.2.


Recommendations
1

The project should have an extraordinary no-cost extension of 18 months until 30 November 2024 to ensure sufficient time for the products and results to be fully realized. The reasoning for this includes: i) a delay of 12 months in starting project activities due to administrative issues and delay in hiring the Project Coordinator; ii) further 3 months administrative delay in bringing on the new project Coordinator; and, iii) ensuring sufficient time (2-3 months) to close such a complex project implemented in different countries.  Based on the release of funds to date (20% of the GEF grant), it is reasonable to assume that there will be sufficient funds to continue until the recommended closure date.

It should additionally be recommended for any future projects that the “start-up time” be incorporated into the planning phase and that it be a minimum of 3 months in duration.

2

A continued focus on communication between stakeholders and partner agencies is needed to ensure project success.  A project website and a knowledge management platform should be developed as soon as possible to provide information on events, reports, project details, contact information of partners and focal points.  Consideration should be given for a designated communications officer The Inter-Agency Meetings should continue on a regular basis (monthly or as needed). Component level coordination meetings should occur prior to the Inter-Agency meetings and include relevant Focal Points when appropriate.

3

All documents released and general communication to Focal Points in the project should be in both French and English for ease of communication between stakeholders.

4

Steering committee meetings should be held every 12 months. To avoid the delay of decisions needed by the Steering Committee, virtual meetings should be convened for specific decisions when a physical meeting is either not feasible or not warranted, or a system of email decision making based on no-objection passes.  The Project Coordinator should provide the Steering Committee and stakeholders with a 2-3 page update at the time of PIR reporting in June.

5

Component 4 should be reviewed in terms of meeting activity commitments and reassessing collaboration and support between executing agencies. A revised program of activities including roles and responsibilities should be developed that considers a project extension, and be approved by the Steering Committee.

6

Project planning would benefit from a combined annual budgeting and planning for all components with the Gantt chart to facilitate understanding and decision-making of the project Steering Committee.

7

The Pilot Project Manual should be promoted to focal points, user associations, NGOs, and other stakeholders; and placed on the web-site for easy access.  Key issues should be included such as developing and signing contracts between partner agencies and local communities of businesses, how to take precautions around COVID,  maintaining medical equipment on the project site.  The Pilot Project Manual should form part of the “lessons learned” from the NB-ITTAS project and promoted through “Experience Notes” on IW:LEARN.

8

The project needs to finalize its review and assessment of project indicators and have the changes approved of by the Steering Committee to facilitate monitoring of the project.

9

Where possible and feasible, national academic institutions and NGOs should be encouraged to be involved in the implementation of pilot projects and the collection and analysis of data.  This helps develop greater cohesion between line agencies responsible for many activities and academic institutions and NGOs and promotes greater sustainability of project benefits.

10

The PCU and the executing agencies should align and streamline administrative procedures to ensure that there are no further hold up of funds for the pilot projects, in particular at the local community level.  The procedure should be presented at the next Steering Committee meeting.

11

Where possible, the private sector should be collaborated with to help advance outcome 3.2

12

To ensure active participation in key internet (web-based) meetings the project should  consider renting conference room space at hotels with acceptable internet connection and IT support, providing food, and explore the possibility of an honorarium for participation.

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