Mid Term Review of the Improving Ocean Governance and Integrated Management of the BCLME III

Report Cover Image
Evaluation Plan:
2019-2023, Namibia
Evaluation Type:
Mid Term Project
Planned End Date:
05/2020
Completion Date:
06/2020
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
40,000

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Title Mid Term Review of the Improving Ocean Governance and Integrated Management of the BCLME III
Atlas Project Number: 00097898
Evaluation Plan: 2019-2023, Namibia
Evaluation Type: Mid Term Project
Status: Completed
Completion Date: 06/2020
Planned End Date: 05/2020
Management Response: Yes
UNDP Signature Solution:
  • 1. Sustainable
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 3.4.1 Innovative nature-based and gender-responsive solutions developed, financed and applied for sustainable recovery
SDG Target
  • 1.5 By 2030, build the resilience of the poor and those in vulnerable situations and reduce their exposure and vulnerability to climate-related extreme events and other economic, social and environmental shocks and disasters
  • 13.2 Integrate climate change measures into national policies, strategies and planning
  • 14.5 By 2020, conserve at least 10 per cent of coastal and marine areas, consistent with national and international law and based on the best available scientific information
Evaluation Budget(US $): 40,000
Source of Funding: GEF
Evaluation Expenditure(US $): 24,900
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Stephanie Hodge Independent Evaluator shodge1@gmail.com
GEF Evaluation: Yes
GEF Project Title: Improving Ocean Governance and Integrated Management in the BCLME (PIMS 5313) implemented through the United Nations Development Programme (UNDP)/Benguela Current Convention (BCC),
Evaluation Type: Mid-term Review
Focal Area: International Waters
Project Type: FSP
GEF Phase: GEF-6
GEF Project ID: 5753
PIMS Number: 5313
Key Stakeholders: Benguela Current Convention, Govts of Angola, Namibia and South Africa through the BC Commission and Ecosystem Advisory Committee
Countries: NAMIBIA
Comments:

The Benguela Current Large Marine Ecosystem (BCLME) spans some 30 degrees of latitude, extending from AngolaÔÇÖs Cabinda Province in the north, to just east of Port Elizabeth in South Africa. It is one of the world's richest marine ecosystems and supports an abundance of life, sustaining both artisanal and large-scale fishery activities which contribute to local food security and employment for hundreds of thousands of people in areas of limited alternatives; these fisheries activities serve as important drivers of economic development. In addition to fisheries, non-living marine resources exploitation is socially and economically important with total marine goods extraction worth some US$260 billion per annum. The GEF co-funded Benguela Current Large Marine Ecosystem (BCLME) Programme, for which planning discussions commenced by the mid-1990s, ran effectively from 2002 to 2008 and promoted the integrated management and sustainable use of marine resources of the BCLME. Over the past years, BCLME project has accomplished several achievements in the three countries (Angola, Namibia and South Africa) among which the establishment of BCC and the signing of the convention can be mentioned. This proposed project is therefore initiated to build on the strong political commitment of the three countries to sustainable management of the BCLME and on the past GEF investment in the region, the proposed project aims to 1) promote further policy, legal, institutional and management reform at both regional and national level to implement SAP and Convention; 2) promote the engagement of communities as well as private sectors in stress reduction demonstration activities and in the implementation of SAP and Conventions; and 3) strengthen institutional and human capacity building through, among other means, south-south cooperation.

Lessons
Findings
1.

3. Findings

3.1 Design Linkages to Needs and Priorities, Strategy and Log frame

Design Linkages to Needs and Priorities

Key finding 1. Highly Relevant and Linked to International, Regional and National Priorities.

  • The MTR determined in interviews with high-level officials from all three Party countries and through document and project report reviews (including the Governance Baseline Assessment/Institutional Assessment), that the project is highly relevant to their national and international policy implementation needs and that the support is highly valued by all three countries for its contributions to their international and national committee’s and priorities.
  • Evaluator found tight appreciation of the cooperation between the countries concerning the regional ecosystem management, science and monitoring themes. 
  • At the regional level, high-level interviewees perceive the project as actively supporting BCLME convention implementation, providing political platforms and setting up the workshops for the scientists and policy dialogues, helping with the BCC business and work process, sharing good practices for policy harmonization, aid for standards and setting indicators that are critical for future BCLME decision-making; through data collection and support to capacity for joint monitoring and compliance work as well as resource mobilization and partnerships.
  • The project is actively working with the BCC parties to support implementation of the following stated and related commitments:

Key finding 2. Aligned and contributing to the UNDP/GEF corporate priorities in countries and regionally

  • The project is fully aligned with UNDP/GEF regional and national corporate priorities. In particular, it contributes to the UNDP corporate priorities for resilience, disaster risk reduction and oceans governance in all three countries. It is clearly linked to UNDP/GEF regional priorities on oceans and ecosystem management for resilience. It was on record and highly appreciated for its contribution to the cooperation framework for the current UNDP Namibia Country Programme Evaluation (2019) as principal agent for GEF project implementation (UNDP Namibia interviews).

Strategy and Log frame

Key finding 1. Unprecedented and groundbreaking work. There is no example globally for a large marine ecosystem LME project design on ecosystem monitoring.

  • The BCLME convention is a first of its kind globally. Thus, per interviewees, there are no benchmarks for this experience. This groundbreaking convention includes a holistic ecosystem monitoring approach including work for setting up the ecosystem monitoring indicators, policy harmonization and undertaking implementation showcasing of integrative monitoring and compliance work, joint monitoring and management arrangements.

Key finding 2: While the strategy is robust, it is complex, ambitious and dependent on political process.

  • The Theory of Change is highly dependent on the continued political will and political processes outside the control of the implementation. The PMU or others cannot rush or influence these factors during implementation.  During this project implementation the position of BCC Executive Secretary has been vacant. MTR found this to be seriously influencing the overall implementing environment. This is a serious oversight and need to be addressed soon to support this projects oversight and implementation as execution partners. MTR consultant was assured by commissioners that this process was proceeding.

Key finding 3. The project learning by doing approach assumes there is sufficient capacity at PMU /Secretariat to impart to other BCC structures.

  • While the thematic focus is on supporting BCLME governance and SAP, the project is dependent on showcasing success and undertaking concrete implementation by “doing” through BCC and with a national component and demonstration. The work is complex for a streamlined PMU to implement, monitor and manage for results.

Key finding 4. Project thematic focus is in component one: governance and institutional strengthening and capacity development. This includes capacity building for BCC implementation and include the national institutional coordination mechanisms (NICs) and demonstration.  Project has implementation and monitoring needs -regional and national/subnational results.

  • The project is focused on SAP implementation at regional and national levels, yet the national-level SAP level institutional capacity and policy-learning interventions details are not evident in the design strategies, neither are results clarified for the documentation and knowledge sharing of the national success stories. SAP is largely implemented at national level, role of Secretariat and PMU is to coordinate.

Key finding5. Design implies impeccable and sufficient management and monitoring capacity at PMU with multidisciplinary technical and monitoring inputs, inclusive scheduling, work planning and budgeting between components.

  • Component one includes principle thematic work linked to overall /outcome level results: the governance assessment, the organizational assessment; support for key work processes (scientific diagnostics and strategic programming) through TDA and SAP review with its related consultations and inputs. Along with assessments, Component one includes high-level technical support to EAC on the development and implementation of a regional ecosystem monitoring programme and strengthening monitoring, compliance, surveillance and enforcement of policies and regulations.

Key finding 6. Regional focus on working groups’ science and compliance is advancing.  The project monitoring and results from these need to be reported as softer results in PIR and other reports against smart process level indicators.

  • The interviewees said that the design implementation focus is rightly focused on support to the BCC EAC working groups and the BCC monitoring- compliance programme. The support to the scientific work is generally through the EAC committee work, monitoring and convention-related policy at the national level to support BCC functioning. This includes national support to BCC monitoring, reporting to the convention and involvement in joint compliance measures, emphasizing work plan support of the methods and procedures for scientific decision-making.

Key finding 7. The project’s capacity development, stakeholder engagement and resource mobilization components needs to be streamlined to all using studies and baseline information from all other components.

  • The project’s third component, capacity building, intends to support BCLME implementation and support capacities with a focus on ecosystem based approach, yet the component need to be streamlined with other comments work including: technical learning strategies, stakeholder engagement learning needs, knowledge management and strategic public and policy communications. The capacity development component is also linked to increasing stakeholder engagement in all of the BCC key work areas and, as such, knowledge management becomes a capacity development strategy and can be supported under this component.

Key finding 8: Communication and knowledge management have been a weak part of design and need strategies at regional and national level. 

  • This third phase, according to interviewee, is to augment regional learning through sharing and learning imparted between countries based on demonstration projects to showcase integrated ecosystem monitoring approaches at selected national sites. These also needed a strategy and modality for this sharing.

Key finding 9. Log frame outcomes are relevant, but the project indicators and targets are not smart.

  • The logical framework and project architecture sits well on the project strategy (theory of change) towards key third phase UNDP/GEF support, expected results around governance and SAP implementation; however, it is weaker on cross-cutting areas and national-level needs for changes. In addition, per the main project thematic focus on governance, science and monitoring, including SAP support and implementation, the design assumes monitoring work around national implementation. It also assumes monitoring around the cross-cutting components at national level: stakeholder engagement, capacity building and resources and finance work, including economic valuation exercises dependent on component one work before it can be fully implemented towards the outcome targets.

 


Recommendations
1

Recommendation 1: GEF SECRETARIAT Grant project 12-month extension.

GEF Secretariat should grant the project at a 12-month extension justified by the delays and factors beyond the control of the project. Due to the delays, notably the delay in hiring the BCC executive secretary ES, the late recruitment of the PM and considering the complex implementation and oversight arrangement (learning by doing through a learning institution), provide the project with a 12-month extension.

2

Recommendation 2:  Senior BCC Management hire the new BCC Executive Secretary. The senior management of the BCLME convention facilitates the recruitment of the BCC Executive Secretary ES as a matter of priority i.e. in six months as a condition for continuing.

The Executive Secretary of the BCC is ultimately the accountable person to the UNDP as implementing partner for results and fiduciary implementation. This position can be filled as soon as possible to enable this project to get on track in line with what had been agreed on at the onset.

3

Recommendation 3:  UNDP/GEF/ Hire a UNDP Chief Technical Officer. Using project funds, the UNDP can recruit a CTA and support the PMU with technical monitoring capacity for results at the regional, national level and sub-national levels.

While the project design had clearly stated expected results at the regional levels and arrangement i.e. PM, the expected results at the national level are not so clear. There is a need to establish a monitoring system and authority for integrated results and integrated results at regional and national, sub-national levels. The national coordinators are the monitoring focal point for national-level results, but this was included later, and the results were established at the policy level and national-level but not learning from each other for policy results. Teamwork at the national-level and joint results and work planning at the national level are needed. The CTA can oversee the streamlining and the integrated monitoring framework i.e. vetted log frames and work plans for each country and at the regional level. This CTA position can be filled as a priority before any further work planning is completed. The post should be paid for by project funds. The position must be accountable to senior BCC senior management and to UNDP/GEF. The CTA role should be highly technical function – institutional and capacity building focus and monitoring oversight and can be closely managed by UNDP. The technical monitoring officer must be a senior-level ecosystem technical profile with a background in ecosystem science but also monitoring for results and results-based management to support work planning and provide training to supplement the PMU and BCC staff needs as well as support capacity development needs in countries. This staff will support the project manager and the EAC program with work planning and work with BCC technical staff to train and guide them in their planning efforts to move towards results.

4

Recommendation 4: BCC/ PMU, UNDP, augment capacity at PMU for cross-cutting implementation support areas. 

UNDP/GEF support project install programmatic cross-cutting at PMU level by developing strategies with all relevant BCC technical staff for BCC implementation on knowledge management, capacity development, results-based monitoring, procurement, stakeholder engagement, partnerships, and resource mobilization. Using project funds, augment the capacity of the PMU for cross-cutting areas including procurement, communications and knowledge management, capacity building. The BCC PMU needs resources for cross-cutting strategies to implement and facilitate and monitor for cross-cutting areas results, in particular capacity development, communications (in particular for policy level results) and knowledge management and results-based monitoring. The project design lacks the strategies for these cross-cutting areas’ support for implementation.

Sub-recommendations  

- Procurement  

  •  Do a budget plan for procurement acceleration linked post MTR integrated work plan redesign;
  •  Accelerate the expenditure and initiate actions i.e. procurement support to support BCC undertake this. 
  •  Determine SOPs to support national demonstration projects move on their procurements. 
  •  Do project related procurement learning and capacity work with all stakeholders involved across the three countries;

 UNDP provides capacity and learning support to procurement in terms of how to do accelerated recruitment for 

  • projects, SOPs, and bigger work packages.

Knowledge Management 

· Due to needs identified for stakeholder engagement, knowledge sharing, and capacity building, policy level results, develop a knowledge management strategy for knowledge sharing and project-level communications. This should focus on showcasing, regional monitoring and compliance work, NIC intersectoral and sustainability, demonstration inter-sectoral work and multi-stakeholder engagement and policy support. The knowledge management function is a modality for results around learning and sharing including for continued policy learning goals among Party states. It will augment the work as BCC becomes a knowledge-based institution for the sub-region.

· Develop a regional online learning platform for regional capacity. 

Communications  

· Hire a PMU KM/Communication support officer and enlist BCC technical and program support officers into planning for communication strategy around the project KM and learning work and for what reasons i.e. policy level results, intercountry sharing, etc. The work is also an opportunity to build capacity for this function at the BCC secretariat in its effort to become an effective knowledge platform and to increase the visibility of good work and cooperation across the region and in the world.

5

Recommendation 5. UNDP/GEF/PMU/BCC co-facilitate post-MTR project team-building retreat and work planning exercise and focus on integrated results and streamlining needs for results.

- The project’s components are interlinked. At the MTR, integration and streamlined work planning toward the expected outcome-level results became apparent. Facilitate integrative work planning to fully enable the monitoring of project expected results. The baseline work, consisting of governance and organizational review as well as gender policy, ecosystem valuation and cost benefits, can be used in a work planning exercise that aims at institutional capacity building and governance policy targets. 

-         The need was identified for integration planning and results monitoring namely 1. That the full scale of regional and national-level capacity development, technical and monitoring support needs for impact-level results have not been fully fleshed out during project inception; and 2 that SAP support work planning is

dependent on the studies in other components and need to be vetted by senior management and agreed upon for way forward. 

6

Recommendation 6: UNDP/PMU/BCC. Policy Work –Science for Policy and Governance

- PMU should enable the BCC commissioners to be more involved in monitoring project results to get Governance and SAP implementation policy level results and buy-in. PMU/BCC enable BCLME senior management involvement in the monitoring of results at all levels including strategic trips to visit the demonstrations – regional, national and sub-national for policy purposes.   

- PMU should provide support more policy-level influencing steering committee meetings. To do this it can have standing agenda item on key project outputs and sharing of output level results by consultant’s presentation of key reports, i.e. governance baseline work, institutional work at country level and also reports by demsortaion project stakeholders. Make sure reports are in official languages. Ensure translation and documents are sent to PSC on time for feedback. PMU develop and share policy briefs linked the component one and four outputs -governance and organizational assessments, ecosystem valuation and cost-benefit analysis to the BCLME Management group for feedback.

- PMU can facilitate the development of the post MTR streamlined and integrated work plan based on the feedback from senior managers, governance and organizational assessments, input from the EAC -science and compliance monitoring program during an inclusive project-wide redesign workshop/teambuilding retreat. 

- UNDP/GEF can support PMU and BCC with ongoing value added through, institutional capacity development support, monitoring strategy development and implementation for results, procurement capacity development support, results-based management training, and knowledge management strategy support.  This might be done through the recruitment of the new CTA. The UNDP and or CTA can help PMU prioritize work planning on monitoring system and data gaps and getting results from the working groups on conserving and protecting the agreed

shared resource- concept of shared stocks seem to be getting lost in the broader work program of transboundary and EPAS.

- UNDP/GEF provides training to PMU support on policy-level communications. 

1. Recommendation:

Recommendation 1: GEF SECRETARIAT Grant project 12-month extension.

GEF Secretariat should grant the project at a 12-month extension justified by the delays and factors beyond the control of the project. Due to the delays, notably the delay in hiring the BCC executive secretary ES, the late recruitment of the PM and considering the complex implementation and oversight arrangement (learning by doing through a learning institution), provide the project with a 12-month extension.

Management Response: [Added: 2020/07/17]

Fully Accept the recommendation for a project extension due to the delay in the recruitment of the Project Manager and internal BCC processes that have since been addressed.

However, PSC recommends an extension of 18 months instead of 12 months if the budget allows. This is also to take into consideration delays that may come as a result of COVID-19. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
a) PMU to do a budget revision and present two scenarios for: (i) a 12 months’ extension, and (ii) a 18 months extension for the remaining time period and present to PSC for final decision.
[Added: 2020/07/17]
GEF SECRETARIAT 2020/09 Not Initiated MTR assigned the responsibility to this recommendation to the GEF Secretariat. However, the BCC Secretariat and UNDP will ensure that submission is made to the GEF Secretariat.
b) PMU/Secretariat to request UNDP for the extension
[Added: 2020/07/17]
GEF SECRETARIAT 2020/12 Not Initiated MTR assigned the responsibility to this recommendation to the GEF Secretariat. However, the BCC Secretariat and UNDP will ensure that submission is made to the GEF Secretariat.
2. Recommendation:

Recommendation 2:  Senior BCC Management hire the new BCC Executive Secretary. The senior management of the BCLME convention facilitates the recruitment of the BCC Executive Secretary ES as a matter of priority i.e. in six months as a condition for continuing.

The Executive Secretary of the BCC is ultimately the accountable person to the UNDP as implementing partner for results and fiduciary implementation. This position can be filled as soon as possible to enable this project to get on track in line with what had been agreed on at the onset.

Management Response: [Added: 2020/07/17]

Fully accept. The BCC is in the process of recruiting the Executive Secretary. Up to the point that the position is filled, the BCC’s Acting Executive Secretary is fully accountable for project execution in line with the Cooperative Agreement between UNDP and BCC.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
a) PSC to recommend to EAC to encourage the Commission to fast track the recruitment of the Executive Secretary and importantly to add timeframe to the process.
[Added: 2020/07/17]
Senior BCC Management 2020/11 Initiated
b) Commission to recruit the Executive Secretary
[Added: 2020/07/17]
Senior BCC Management 2021/06 Not Initiated
3. Recommendation:

Recommendation 3:  UNDP/GEF/ Hire a UNDP Chief Technical Officer. Using project funds, the UNDP can recruit a CTA and support the PMU with technical monitoring capacity for results at the regional, national level and sub-national levels.

While the project design had clearly stated expected results at the regional levels and arrangement i.e. PM, the expected results at the national level are not so clear. There is a need to establish a monitoring system and authority for integrated results and integrated results at regional and national, sub-national levels. The national coordinators are the monitoring focal point for national-level results, but this was included later, and the results were established at the policy level and national-level but not learning from each other for policy results. Teamwork at the national-level and joint results and work planning at the national level are needed. The CTA can oversee the streamlining and the integrated monitoring framework i.e. vetted log frames and work plans for each country and at the regional level. This CTA position can be filled as a priority before any further work planning is completed. The post should be paid for by project funds. The position must be accountable to senior BCC senior management and to UNDP/GEF. The CTA role should be highly technical function – institutional and capacity building focus and monitoring oversight and can be closely managed by UNDP. The technical monitoring officer must be a senior-level ecosystem technical profile with a background in ecosystem science but also monitoring for results and results-based management to support work planning and provide training to supplement the PMU and BCC staff needs as well as support capacity development needs in countries. This staff will support the project manager and the EAC program with work planning and work with BCC technical staff to train and guide them in their planning efforts to move towards results.

Management Response: [Added: 2020/07/17]

Partially accept because the full time CTA as recommended will result in high PMU costs However the need to strengthen the M&E capacity at PMU/ Secretariat is acknowledged.

It is recommended that the BCC (instead of UNDP/GEF) contracts the services of a CTA/M&E Specialist who will not be a full-time PMU staff to support PMU/Secretariat with results based monitoring (including training, facilitating development of a results based. The CTA/ M&E Expert should address results and impact monitoring in relation to SAP. As the Executing Agency BCC will contract the CTA/M&E Specialist while UNDP will continue to provide the oversight function.  

Key Actions:

Key Action Responsible DueDate Status Comments Documents
a) Develop ToR for the CTA/ M&E Specialist
[Added: 2020/07/17] [Last Updated: 2020/08/31]
BCC 2020/08 Completed ToR developed History
b) Advertise the vacancy
[Added: 2020/07/17] [Last Updated: 2020/08/31]
BCC 2020/08 Completed Post advertised. History
c) Select suitable Specialist – tender evaluation committee
[Added: 2020/07/17]
BCC 2020/09 Not Initiated
d) Finalise contract and have the Specialist onboard
[Added: 2020/07/17]
BCC 2020/10 Not Initiated
4. Recommendation:

Recommendation 4: BCC/ PMU, UNDP, augment capacity at PMU for cross-cutting implementation support areas. 

UNDP/GEF support project install programmatic cross-cutting at PMU level by developing strategies with all relevant BCC technical staff for BCC implementation on knowledge management, capacity development, results-based monitoring, procurement, stakeholder engagement, partnerships, and resource mobilization. Using project funds, augment the capacity of the PMU for cross-cutting areas including procurement, communications and knowledge management, capacity building. The BCC PMU needs resources for cross-cutting strategies to implement and facilitate and monitor for cross-cutting areas results, in particular capacity development, communications (in particular for policy level results) and knowledge management and results-based monitoring. The project design lacks the strategies for these cross-cutting areas’ support for implementation.

Sub-recommendations  

- Procurement  

  •  Do a budget plan for procurement acceleration linked post MTR integrated work plan redesign;
  •  Accelerate the expenditure and initiate actions i.e. procurement support to support BCC undertake this. 
  •  Determine SOPs to support national demonstration projects move on their procurements. 
  •  Do project related procurement learning and capacity work with all stakeholders involved across the three countries;

 UNDP provides capacity and learning support to procurement in terms of how to do accelerated recruitment for 

  • projects, SOPs, and bigger work packages.

Knowledge Management 

· Due to needs identified for stakeholder engagement, knowledge sharing, and capacity building, policy level results, develop a knowledge management strategy for knowledge sharing and project-level communications. This should focus on showcasing, regional monitoring and compliance work, NIC intersectoral and sustainability, demonstration inter-sectoral work and multi-stakeholder engagement and policy support. The knowledge management function is a modality for results around learning and sharing including for continued policy learning goals among Party states. It will augment the work as BCC becomes a knowledge-based institution for the sub-region.

· Develop a regional online learning platform for regional capacity. 

Communications  

· Hire a PMU KM/Communication support officer and enlist BCC technical and program support officers into planning for communication strategy around the project KM and learning work and for what reasons i.e. policy level results, intercountry sharing, etc. The work is also an opportunity to build capacity for this function at the BCC secretariat in its effort to become an effective knowledge platform and to increase the visibility of good work and cooperation across the region and in the world.

Management Response: [Added: 2020/07/17]

Partially accepted

Procurement – fully accepted

Following the MTR, the project will review the work plan and budget for the remaining duration of the project and prepare a procurement plan. Training on BCC procurement procedures will be provided for the national demonstration projects.

Knowledge management – fully accepted

The M&E Expert will support the BCC to extract knowledge management outputs and produce products.

Communications – partially accepted

The PMU will procure technical services to communicate project results when required instead of hiring a Communications Support Officer. This is to ensure that staff costs are not exceeded.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
e) Disseminate material/products on project results
[Added: 2020/07/17]
BCC/ PMU, UNDP 2021/12 Initiated This action is ongoing and will continue until project end.
c) Provide training on BCC procurement procedures to all staff members
[Added: 2020/07/17] [Last Updated: 2020/08/31]
BCC/ PMU, UNDP 2020/08 Completed Staff members were trained on the BCC procurement procedures through sessions and this is still ongoing. History
a) Review the entire project work plan and budget (after the integrated work planning session);
[Added: 2020/07/17]
BCC/ PMU, UNDP 2020/12 Not Initiated
b) Develop an annual procurement plan for 2021 (and for every year thereafter)
[Added: 2020/07/17]
BCC/ PMU, UNDP 2020/12 Not Initiated
d) M&E Specialist to produce knowledge management products and provide training/ mentoring to BCC/ PMU staff
[Added: 2020/07/17]
BCC/ PMU, UNDP 2020/11 Not Initiated
5. Recommendation:

Recommendation 5. UNDP/GEF/PMU/BCC co-facilitate post-MTR project team-building retreat and work planning exercise and focus on integrated results and streamlining needs for results.

- The project’s components are interlinked. At the MTR, integration and streamlined work planning toward the expected outcome-level results became apparent. Facilitate integrative work planning to fully enable the monitoring of project expected results. The baseline work, consisting of governance and organizational review as well as gender policy, ecosystem valuation and cost benefits, can be used in a work planning exercise that aims at institutional capacity building and governance policy targets. 

-         The need was identified for integration planning and results monitoring namely 1. That the full scale of regional and national-level capacity development, technical and monitoring support needs for impact-level results have not been fully fleshed out during project inception; and 2 that SAP support work planning is

dependent on the studies in other components and need to be vetted by senior management and agreed upon for way forward. 

Management Response: [Added: 2020/07/17]

Fully accept. The BCC agrees to undertake a retreat and work planning exercise to focus on integrated results and streamlining needs for results. The exercise will be facilitated by experts and will involve all BCC Staff and projects.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Undertake a team retreat and work planning session to produce an integrated work plan for the BCC in line with the SAP.
[Added: 2020/07/17]
UNDP/GEF/PMU/BCC 2020/11 Not Initiated
6. Recommendation:

Recommendation 6: UNDP/PMU/BCC. Policy Work –Science for Policy and Governance

- PMU should enable the BCC commissioners to be more involved in monitoring project results to get Governance and SAP implementation policy level results and buy-in. PMU/BCC enable BCLME senior management involvement in the monitoring of results at all levels including strategic trips to visit the demonstrations – regional, national and sub-national for policy purposes.   

- PMU should provide support more policy-level influencing steering committee meetings. To do this it can have standing agenda item on key project outputs and sharing of output level results by consultant’s presentation of key reports, i.e. governance baseline work, institutional work at country level and also reports by demsortaion project stakeholders. Make sure reports are in official languages. Ensure translation and documents are sent to PSC on time for feedback. PMU develop and share policy briefs linked the component one and four outputs -governance and organizational assessments, ecosystem valuation and cost-benefit analysis to the BCLME Management group for feedback.

- PMU can facilitate the development of the post MTR streamlined and integrated work plan based on the feedback from senior managers, governance and organizational assessments, input from the EAC -science and compliance monitoring program during an inclusive project-wide redesign workshop/teambuilding retreat. 

- UNDP/GEF can support PMU and BCC with ongoing value added through, institutional capacity development support, monitoring strategy development and implementation for results, procurement capacity development support, results-based management training, and knowledge management strategy support.  This might be done through the recruitment of the new CTA. The UNDP and or CTA can help PMU prioritize work planning on monitoring system and data gaps and getting results from the working groups on conserving and protecting the agreed

shared resource- concept of shared stocks seem to be getting lost in the broader work program of transboundary and EPAS.

- UNDP/GEF provides training to PMU support on policy-level communications. 

Management Response: [Added: 2020/07/17]

Fully accepted.

The PSC will continue to update the BCC Commissioners on project activities through the existing BCC structures (Executive Secretary, PSC/EAC).

The project will continue to support PSC/EAC to communicate policy recommendations.

The project will support the BCC to facilitate the development of an integrated work programme.

UNDP and GEF will continue to support the PMU with policy level communications.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
a) Share project update reports with the Commission
[Added: 2020/07/17]
UNDP/PMU/BCC 2022/03 Initiated This is an ongoing action that the project will continuously do until project end.
b) Extract policy messages, produce and disseminate knowledge products (M&E Specialist).
[Added: 2020/07/17]
UNDP/PMU/BCC 2022/03 Initiated Project is continuously extracting policy messages, producing and disseminating knowledge products. Oncoming M&E Specialist to strengthen this area.

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