Climate Resilient Integrated Water Management Project (CRIWMP) MTR

Report Cover Image
Evaluation Plan:
2018-2022, Sri Lanka
Evaluation Type:
Project
Planned End Date:
08/2021
Completion Date:
06/2021
Status:
Completed
Management Response:
No
Evaluation Budget(US $):
30,000

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Title Climate Resilient Integrated Water Management Project (CRIWMP) MTR
Atlas Project Number: 57445
Evaluation Plan: 2018-2022, Sri Lanka
Evaluation Type: Project
Status: Completed
Completion Date: 06/2021
Planned End Date: 08/2021
Management Response: Yes
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 1.1.2 Marginalised groups, particularly the poor, women, people with disabilities and displaced are empowered to gain universal access to basic services and financial and non-financial assets to build productive capacities and benefit from sustainable livelihoods and jobs
  • 2. Output 1.4.1 Solutions scaled up for sustainable management of natural resources, including sustainable commodities and green and inclusive value chains
Evaluation Budget(US $): 30,000
Source of Funding: GCF
Evaluation Expenditure(US $): 19,469
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Anne C Woodfine Lead Consultant awoodfine@gmail.com
GEF Evaluation: No
Key Stakeholders: Ministry of Irrigation, Department of Agrarian Development, Department of Agriculture, Department of National Community Water Supply, National Water Supply and Drainage Board, Disaster Management Center, Meteorology Department.
Countries: SRI LANKA
Comments:

GCF MTR planned for 2021

Lessons
Findings
Recommendations
1

`1. The IE recommends prioritizing progress under Output 2 (subject to the approval of the Restructuring Proposal) as it is an integral part of the overall project design and meets a vital human need.  If not, all aspects are approved. The Project could consider scaling up rainwater harvesting, which is proving very popular and effective (also linked to groundwater recharge) or other alternatives – particularly for the communities of Mannar, Vavuniya, and Trincomalee.

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2.  The low mobilisation of co-finance and underspend on the GCF grant limits project progress and needs to be addressed. However, the Nov 2020 letter from MoI indicated GoSL are addressing the problem.

[Dependent on release of tranche 4 of GCF grant].  

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3. Project achievements in the rehabilitation of the tank-cascades should be supported by policy dialogues, policy changes, institutional changes at the cascade level enabling multiple users of the cascades to come to a common form, and if necessary, the legal backup.

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4. The EE, RPs, PMU and sub-national stakeholders should recognize the very positive progress the Project is making and ensure that the Project's momentum continues for the remaining period to enhance the likelihood of post-project sustainability. This should include more awareness-raising on the benefits of the inter-sectoral river basin approach, the innovative technologies being used and also mainstreaming project lessons, such as the innovative interventions via the agricultural policy, irrigation and CSA guidelines. After the IE, workshops among beneficiaries at the district level could be held to share lessons learned.

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5. The Project Board have a significant role in project implementation and mainstreaming. PB should aim to meet in person at least twice/ year (COVID-19 permitting), using ICT to communicate more regularly. It would be beneficial to hold PB meetings in the project river basin areas for site visits to see interventions and meet with beneficiaries. This will reinforce ownership, transparency and understanding of the win-win benefits of intersectoral approaches. This will contribute to maximizing the impacts during implementation and the likelihood of sustainability / scaling up post-project. Some meetings could be held virtually if COVID-19 conditions do not allow frequent in-person meetings. Field visits could also involve local MPs. The Project should also establish the IMCC and TAC, catalyzing regular meetings, as recommended in the FP.

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6. There should be and make it 5.2 budget revision to focus as many of the funds as possible to support drinking water solutions – as the Project is on track to attain most of the Output indicators but has underspent on the GCF funds and not mobilized all the promised co-financing. 

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7. Financial Control issues between the PMU and UNDP CO should be addressed and solved

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8. The Project should work with others to mitigate the increasing instances of conflict between humans and elephants (HEC); also other wild animal attacks (monkeys, giant squirrels, wild boar, insects), as CC affects the availability of water in the forests and improved (perennial) crop growing offer an alternative forage. [For example, rehabilitation of upstream forest tanks to provide water for wildlife outside the VISs]. The Project requires developing a sustainable solution to the risk raised by local cattle having lost their feeding grounds due to increased cultivation.

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9. Given the Objective, Outcome and Outputs of the Project, in addition to the CI indicator, the Project should use participatory methods to monitor their crop yields and food (in)security regularly. Further, if possible, HH incomes, as this reinforces the benefits of the Project and enhances involvement, which will contribute to post-project sustainability.

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10. All stakeholders should address the lack of gender balance in the Project Board, also the GoSL and UNDP project staff, by positive discrimination.

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11. Extra attention is needed to increase youth participation, especially CSA farm practices, value-addition cottage industries and linking to markets to attract both male and female youths.

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12. Project team and stakeholders should continue advocating and publicizing the benefits of the Project's innovative approaches and technologies to scale up adoption and enhance the availability and the range of technologies (e.g., conduct programs for increasing the ICT literacy of farmers; promoting renewable and sustainable energy (solar) as a CSA practice; develop mobile phone apps to disseminate agro-met and disaster early warnings.  

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13. Project visibility boards are seen rarely at the project sites in all the districts. Some of the direct beneficiaries, indirect beneficiaries, and outsiders of the Project are extremely concerned about the transparency of the project activities, especially concerning the name of the Project, financial allocation, implementing agency, contractor, and project duration etc. The visibility boards will increase the transparency of the project activities while ensuring the right to information of the public.

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14. Develop sufficient value chains because the harvests of the seasonal and perennial crops will come by May 2021, including reactivating forward sales agreements between the producer groups.

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15. Develop a central seed bank with district branches to ensure the availability of drought-resistant seeds for smallholder farmers and home gardens.

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