Final Evaluation of the Project "Crisis Support for Solid Waste, Water Supply and Sewage Institutions in Aden and Mukalla Cities"

Report Cover Image
Evaluation Plan:
2019-2022, Yemen
Evaluation Type:
Final Project
Planned End Date:
07/2021
Completion Date:
07/2021
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
60,000

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Title Final Evaluation of the Project "Crisis Support for Solid Waste, Water Supply and Sewage Institutions in Aden and Mukalla Cities"
Atlas Project Number: 00114138
Evaluation Plan: 2019-2022, Yemen
Evaluation Type: Final Project
Status: Completed
Completion Date: 07/2021
Planned End Date: 07/2021
Management Response: Yes
Focus Area:
  • 1. Poverty
  • 2. Governance
  • 3. 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
  • 2. Output 3.2.1 National capacities strengthened for reintegration, reconciliation, peaceful management of conflict and prevention of violent extremism in response to national policies and priorities
SDG Goal
  • Goal 16. Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels
SDG Target
  • 16.6 Develop effective, accountable and transparent institutions at all levels
Evaluation Budget(US $): 60,000
Source of Funding: Government of Japan
Evaluation Expenditure(US $): 23,800
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Dagmar Kunzmann Briefel Ms d_kunzmann@bluemail.ch
Mohammed Almussaabi Mr almussaabi@gmail.com YEMEN
GEF Evaluation: No
Key Stakeholders:
Countries: YEMEN
Lessons
1.

Working on institution building along with rehabilitation has proved to be more effective than only providing equipment and rehabilitation. The organizational capacity building is the greatest guarantor for the development and continuity of the services of the target institutions.


2.

Including external related Government parties (Ministry of civil service, Ministry of legal affairs) in organizational capacity building workshops in governmental institutions is necessary in order to accelerate implementation later. These Ministries and other Government bodies are needed to sign off certain documents related to organizational change.


3.

Installing an official project standing committee that includes beneficiaries and local authorities for progress update, information exchange and guidance is necessary to enhance support from all parties. This committee or board should be different to the UNDP project decision making body.


4.

Holding capacity trainings in the evening hours had a negative impact on the participation of women. Women could not attend trainings held in the evening due to family obligations. By offering to hold trainings during regular work hours, the management is enhancing women in the work force and generally giving the capacity building training the necessary support and validation.


5.

In support of the WASH committees, engaging existing community committees that are supported by local authorities and have an official status might be easier than relying on a new nomination process. These committees already have community representation roles. Some outreach and awareness campaign might be necessary to ensure adequate representation of women.


Findings
1.

Finding 1: Stakeholders highlighted the positive results achieved under difficult circumstances, benefiting all the population, including vulnerable groups. The evaluators received positive feedback regarding the impact of the project in terms of cleaner streets, access to water and WASH facilities, better working conditions and the delivery of training courses that have helped staff to perform their tasks more efficiently.

Beneficiaries have demonstrated resilience and a keen interest to pursue this project, implemented at a critical time. The project team and partners successfully adapted to and addressed the huge challenges they faced. The targeted institutions expressed their satisfaction with the project modality and its long-term impact, combining the rehabilitation of infrastructure, the provision of equipment and organizational capacity building. International stakeholders emphasized that UNDP should continue to play an active key role in the humanitarian-development nexus in the WASH sector by providing institutional support to the CF and PCWS particularly with a view to moving towards a post-conflict development phase.

The flexibility and support of the project team, well prepared studies ahead of the project, good cooperation with the local authorities and the effective


Recommendations
1

A new project should follow-up with outputs of the capacity building work to deepen the impact of the achieved results. The institutions still need further support to implement the proposed guides, plans and structural changes. This includes a continued focus to empower women by providing further administrative and financial training and support their career development through additional capacity building. Another phase of the UNDP project would further enhance the impact achieved during the current project.

2

The project should include access for third person monitoring in a new project and enhance monitoring and evaluation (M&E). This could be achieved by providing for an M&E position in the project office. The Project Board should fulfill its oversight function as outlined in the project document. A wider range of stakeholders should be included in a different body that meets frequently to discuss progress and challenges.

3

UNDP should explore how to include more women tailored activities that are still accepted by society during the design phase through consultations with UNWOMEN, national women machineries[1] and national women led organisations. The experience of this project has shown that there is willingness to support women’s empowerment within these institutions. It is worth exploring other ideas that are acceptable within the local context.

 


[1] National women's machineries (or “national machineries for women's advancement”) are government offices, departments, commissions or ministries that provide leadership and support to government efforts to achieve greater equality between women and men.

4

 Project activities should include an awareness raising campaign (messages on cleaning, rational use of water, paying for water to ensure sustaining the service) along with rehabilitation work. This will help to increase the engagement and responsiveness of the population in the waste management and water sector.

5

The project management team should adhere to original project plans and strengthen these through investing more time in detailed planning with each institution. This should include a provision to fund emergency interventions if the needs arise during project implementation. Assessing progress would be more efficient if the results framework would be improved, including verifiable output indicators that reflect the actual project activities and to use a uniform, gender sensitive reporting format that measures progress against the indicators in the results framework.

6

A new project should continue to explore the role of the WASH Committees. Using these committees to provide an interface between citizens and these public institutions is a novel approach that warrants further support. Some outreach and awareness campaign will be necessary to ensure an adequate representation of women. Further engagement by UNDP would be beneficial to foster leadership roles and ownership of the process by women.

7

The UNDP WASH team should look at innovative ideas from other UNDP projects in Yemen and apply them in new projects. This is particularly important in regard to sustainable, environmental friendly solutions such as reusing solid waste to generate energy

1. Recommendation:

A new project should follow-up with outputs of the capacity building work to deepen the impact of the achieved results. The institutions still need further support to implement the proposed guides, plans and structural changes. This includes a continued focus to empower women by providing further administrative and financial training and support their career development through additional capacity building. Another phase of the UNDP project would further enhance the impact achieved during the current project.

Management Response: [Added: 2021/07/31]

Agree with the recommendation 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
UNDP will incorporate capacity building components in successor WASH project.
[Added: 2021/07/31]
WASH project manager 2022/07 Initiated UNDP is developing successor WASH projects. Implementation of the recommendation is contigent upon succesful mobilisation resources for a new WASH projects.
2. Recommendation:

The project should include access for third person monitoring in a new project and enhance monitoring and evaluation (M&E). This could be achieved by providing for an M&E position in the project office. The Project Board should fulfill its oversight function as outlined in the project document. A wider range of stakeholders should be included in a different body that meets frequently to discuss progress and challenges.

Management Response: [Added: 2021/07/31]

Agree with the recommendation 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
UNDP will strengthen M&E function for new WASH projects, including, when resources allow, engaging a third party monitoring agency.
[Added: 2021/07/31]
WASH PM, MSU 2022/10 Not Initiated UNDP is developing successor WASH projects. Implementation of the recommendation is contigent upon succesful mobilisation resources for a new WASH projects.
3. Recommendation:

UNDP should explore how to include more women tailored activities that are still accepted by society during the design phase through consultations with UNWOMEN, national women machineries[1] and national women led organisations. The experience of this project has shown that there is willingness to support women’s empowerment within these institutions. It is worth exploring other ideas that are acceptable within the local context.

 


[1] National women's machineries (or “national machineries for women's advancement”) are government offices, departments, commissions or ministries that provide leadership and support to government efforts to achieve greater equality between women and men.

Management Response: [Added: 2021/07/31]

Agree with the recommendation 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
UNDP will strengthen the gender focus in new WASH projects,a nd increase collaboration with relevant specialised agencies.
[Added: 2021/07/31]
UNDP Gender Analyst, WASH Project Manager 2022/10 Not Initiated UNDP is developing successor WASH projects. Implementation of the recommendation is contigent upon succesful mobilisation resources for a new WASH projects.
4. Recommendation:

 Project activities should include an awareness raising campaign (messages on cleaning, rational use of water, paying for water to ensure sustaining the service) along with rehabilitation work. This will help to increase the engagement and responsiveness of the population in the waste management and water sector.

Management Response: [Added: 2021/07/31]

Agree with the recommendation 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
UNDP will incorporate awareness raising campalgns in successor WASH projects
[Added: 2021/07/31]
WASH project manager 2022/07 Initiated New WASH projects are under development. Implementation of the recommendation is contigent on success mobilisation of resources for successor WASH projects.
5. Recommendation:

The project management team should adhere to original project plans and strengthen these through investing more time in detailed planning with each institution. This should include a provision to fund emergency interventions if the needs arise during project implementation. Assessing progress would be more efficient if the results framework would be improved, including verifiable output indicators that reflect the actual project activities and to use a uniform, gender sensitive reporting format that measures progress against the indicators in the results framework.

Management Response: [Added: 2021/11/23]

Agree with the recommendation 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Future projects will include detailed institution-based plan of action and monitoring mechanism for the agreed actions
[Added: 2021/11/23]
Programme team 2022/09 Initiated
6. Recommendation:

A new project should continue to explore the role of the WASH Committees. Using these committees to provide an interface between citizens and these public institutions is a novel approach that warrants further support. Some outreach and awareness campaign will be necessary to ensure an adequate representation of women. Further engagement by UNDP would be beneficial to foster leadership roles and ownership of the process by women.

Management Response: [Added: 2021/11/23]

Agree with the reocmmendation 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Recommendation will be integrated in new project. Curerntly a number of proposals have been submitted and they are all in the pipeline
[Added: 2021/11/23]
Programme team 2022/09 Not Initiated History
7. Recommendation:

The UNDP WASH team should look at innovative ideas from other UNDP projects in Yemen and apply them in new projects. This is particularly important in regard to sustainable, environmental friendly solutions such as reusing solid waste to generate energy

Management Response: [Added: 2021/11/23]

Agree with the recommendation 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
UNDP will ensure close collaboration of future WASH projects with other projects like Waste to Energy initiatives
[Added: 2021/11/23]
Programme team 2022/09 Not Initiated

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