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Final Evaluation of the Inter-community Dialogue through inclusive Cultural Heritage Preservation project

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Evaluation Plan:
2016-2020, Kosovo
Evaluation Type:
Final Project
Planned End Date:
03/2020
Completion Date:
03/2020
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
13,500

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Title Final Evaluation of the Inter-community Dialogue through inclusive Cultural Heritage Preservation project
Atlas Project Number: 00110254
Evaluation Plan: 2016-2020, Kosovo
Evaluation Type: Final Project
Status: Completed
Completion Date: 03/2020
Planned End Date: 03/2020
Management Response: Yes
Focus Area:
  • 1. Others
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 3.1.1 Core government functions and inclusive basic services4 restored post-crisis for stabilisation, durable solutions to displacement and return to sustainable development pathways within the framework of national policies and priorities
SDG Goal
  • Goal 11. Make cities and human settlements inclusive, safe, resilient and sustainable
SDG Target
  • 11.4 Strengthen efforts to protect and safeguard the world’s cultural and natural heritage
Evaluation Budget(US $): 13,500
Source of Funding: EU 10159
Evaluation Expenditure(US $): 12,916
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Nationality
Christian Bugnion de Moreta International Evaluation Specialist
GEF Evaluation: No
Key Stakeholders: Ministry of Culture, Youth and Sports, EU Office, Prizren, Gjakove/Djakovica, Prishtina/Pristina, Peje/Pec, Lipjan/Ljipljan, Mitrovica North,Viti/Vitina, Dragash/Dragaš municipalities
Countries: KOSOVO
Lessons
1.

• Communication, information and coordination from the UNDP staff to the project stakeholders. Stakeholders unanimously commended UNDP for its capacity to be available, responsive, open and communicate clearly all the relevant information regarding the implementation of the project.
2.

• Commitment and dedication from the UNDP staff. Without the tenacity, perseverance and persuasion of the UNDP project staff, some of the administrative bottlenecks could have impeded the restoration work on some of the sites.
3.

• Risk taking in support of innovative and creative manners to engage women and youth in intangible cultural heritage, through a mix of different NGOs, each with a specific approach and different expected results. Good support and management from UNDP to the NGOs means that the results were all achieved at the output level, and that each partner submitted a final report containing the description of the action, the results achieved and the description of the long-term benefits of the intervention and the sustainability of the project. In this sense the format provided by UNDP for reporting also ensures a coherent and consistent reporting across the different NGOs involved.
4.

• Language and communication skills of the UNDP project management (English, Albanian, and Serbian languages fluent)
5.

• Ability to convene and cooperate with different actors in a very sensitive political environment
6.

• Excellent administrative and financial procedures. Not one of the respondents interviewed (not even the two contractors) had anything negative to say about the handling of the contract. Technical specifications were followed, the process was conducted smoothly, payments arrived on time, technical oversight from CHwB helped solve some difficulties, sometimes the religious representatives had some issues about
22
specific technical questions, these were eventually addressed and solved to the full satisfaction of the beneficiaries (as shown from the ratings provided).
Findings
Recommendations
1

 Design and implementation – UNDP and EUOK  

  1. UNDP has specific corporate guidance on the development of logical frameworks, hierarchy of results and SMART indicators to improve the evaluability and logic of an intervention. It is suggested that the DoA and the logical framework for a potential next phase be revised by a technical M&E RBM. The theory of change linking the different project interventions could also be strengthened.
  2. Time frame and start of the project: the timing for the project implementation is mindful of the construction period and that the approval be given after the summer in order to use the cold months for preparation, planning, procurement and contracting of the necessary services. Furthermore, it is not realistic to expect a project of this level of complexity, to reach its objective in 18 months. The minimum for the project should be 24 months (two years), but as the processes evolve and additional components can be developed in a future phase, it would be preferable to consider a 36 months implementation period.
  3. Project budget: while the budget was EUR 2 million and half of this amount was devoted to the physical works. A potential new phase of EUR 3 million over 36 months could provide an excellent opportunity for consolidation of the processes that have developed. Special attention should be given to municipalities that have both a CH policy and a local development plan in the areas of tourism, employment and job creation through craftsmanship and creative CH industries.

Investing in the physical works of CH sites: It is recommended that considering the high amount of administrative work required for any physical intervention regarding CH sites, a lower number of sites be selected but with a higher investment (approximately EUR 300,000 per site), again with a strategy of selecting sites which represent priorities for the different religious communities and municipalities.
2

 Networking and creating a platform of NGOs on CH promotion and preservation:

  1. Consider closer ties and using synergies between the different NGOs that implemented the specific project interventions and create a network or platform of NGOS on CH promotion and preservation to foment inter-community dialogue.
  2. Develop further the youth camps that work on practical cases on CH and include study tours.
  3. Link the activities related to ICH to the municipal development plans where existing, particularly in those places where CH is embedded in a policy and supports tourism, local economic development and employment schemes.

Maintain to the highest possible degree an inclusive participation from all the communities in Kosovo to participate in project activities, and maintain the priority given to include women and youth
3

UNDP and municipalities

  1. Ensure written commitment to maintain and ensure the protection and preservation of public CH sites restored by the project after it is finished
  2. Pursue awareness-raising and consider additional technical study tours, not only to Albania but also other countries in the Balkans or in the region
  3. Leverage support for the activities of the NGOs for their involvement in ICH and connected activities which benefit the communities and the municipalities (e.g. in-kind support such as given workshop premises for producing crafts, training facilities or grants) through a common strategy on the development of ICH with the municipality

 

 
4

UNDP M&E and RBM

  1. The design of a potential new phase should take into account stronger M&E and RBM when developing the logical framework, the hierarchy of results, and the writing of a theory of change, that can reflect better how the different activities are linked in contributing to the higher-level objective and how to report and monitor the successes and progress through evidence-based data collection.
  2. Invest more resources in ensuring mid-term and final evaluation have enough time to cover the entire range of project components and ensure a review of all the activities undertaken and outputs achieved.

 

 

 
View Details / Add / Update
1. Recommendation:

 Design and implementation – UNDP and EUOK  

  1. UNDP has specific corporate guidance on the development of logical frameworks, hierarchy of results and SMART indicators to improve the evaluability and logic of an intervention. It is suggested that the DoA and the logical framework for a potential next phase be revised by a technical M&E RBM. The theory of change linking the different project interventions could also be strengthened.
  2. Time frame and start of the project: the timing for the project implementation is mindful of the construction period and that the approval be given after the summer in order to use the cold months for preparation, planning, procurement and contracting of the necessary services. Furthermore, it is not realistic to expect a project of this level of complexity, to reach its objective in 18 months. The minimum for the project should be 24 months (two years), but as the processes evolve and additional components can be developed in a future phase, it would be preferable to consider a 36 months implementation period.
  3. Project budget: while the budget was EUR 2 million and half of this amount was devoted to the physical works. A potential new phase of EUR 3 million over 36 months could provide an excellent opportunity for consolidation of the processes that have developed. Special attention should be given to municipalities that have both a CH policy and a local development plan in the areas of tourism, employment and job creation through craftsmanship and creative CH industries.

Investing in the physical works of CH sites: It is recommended that considering the high amount of administrative work required for any physical intervention regarding CH sites, a lower number of sites be selected but with a higher investment (approximately EUR 300,000 per site), again with a strategy of selecting sites which represent priorities for the different religious communities and municipalities.
Management Response: [Added: 2020/04/17] [Last Updated: 2020/05/13]

UNDP Kosovo takes note of the recommendation and related components stressing that some aspects are dependent on the funding partner (templates, budget, duration, start of project).

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Recommendations will be considered and incorporated should there be a follow-up phase of the project.
[Added: 2020/04/17] [Last Updated: 2020/10/12] 		Programme 2020/09 Completed A range of potential large scale sites are incorporated in rhe ProDoc. Final selection of actual sites is dependent on the project Board. History
2. Recommendation:

 Networking and creating a platform of NGOs on CH promotion and preservation:

  1. Consider closer ties and using synergies between the different NGOs that implemented the specific project interventions and create a network or platform of NGOS on CH promotion and preservation to foment inter-community dialogue.
  2. Develop further the youth camps that work on practical cases on CH and include study tours.
  3. Link the activities related to ICH to the municipal development plans where existing, particularly in those places where CH is embedded in a policy and supports tourism, local economic development and employment schemes.

Maintain to the highest possible degree an inclusive participation from all the communities in Kosovo to participate in project activities, and maintain the priority given to include women and youth
Management Response: [Added: 2020/04/17] [Last Updated: 2020/05/13]

UNDP Kosovo takes note of the recommendation and agrees with the need to maintain certain aspects of the project.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Recommendations are taken in consideration and will be incorporated in the concept note development
[Added: 2020/04/17] [Last Updated: 2020/11/16] 		Programme 2020/10 Completed UNDP has taken in consideration the recommendations and, to extent possible, they were incorporated in the new phase of the project History
3. Recommendation:

UNDP and municipalities

  1. Ensure written commitment to maintain and ensure the protection and preservation of public CH sites restored by the project after it is finished
  2. Pursue awareness-raising and consider additional technical study tours, not only to Albania but also other countries in the Balkans or in the region
  3. Leverage support for the activities of the NGOs for their involvement in ICH and connected activities which benefit the communities and the municipalities (e.g. in-kind support such as given workshop premises for producing crafts, training facilities or grants) through a common strategy on the development of ICH with the municipality

 

 
Management Response: [Added: 2020/04/17] [Last Updated: 2020/05/13]

UNDP Kosovo takes note of the recommendation which will be considered should there be a follow-up phase of the project.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Recommendations will be considered and incorporated should there be a follow-up phase of the project
[Added: 2020/04/17] [Last Updated: 2021/05/28] 		Programme Unit 2021/03 Completed The CH III project proposal has considered all proposals and incorporated what the donor also saw as feasible. History
4. Recommendation:

UNDP M&E and RBM

  1. The design of a potential new phase should take into account stronger M&E and RBM when developing the logical framework, the hierarchy of results, and the writing of a theory of change, that can reflect better how the different activities are linked in contributing to the higher-level objective and how to report and monitor the successes and progress through evidence-based data collection.
  2. Invest more resources in ensuring mid-term and final evaluation have enough time to cover the entire range of project components and ensure a review of all the activities undertaken and outputs achieved.

 

 

 
Management Response: [Added: 2020/04/17] [Last Updated: 2020/05/13]

UNDP Kosovo takes note of this recommendation which is related to Recommendation 1. The recommendation will be considered should there be a follow-up phase of the project.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Recommendations will be considered and incorporated in upcoming project development funded by the EU
[Added: 2020/04/17] [Last Updated: 2020/11/16] 		Programme Unit 2020/10 Completed Recommendations were incorporated in the design of the new phase of the project. History

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