- Evaluation Plan:
- 2017-2023, Mauritius
- Evaluation Type:
- Mid Term Project
- Planned End Date:
- 12/2020
- Completion Date:
- 03/2021
- Status:
- Completed
- Management Response:
- Yes
- Evaluation Budget(US $):
- 16,625
Mid Term Review for the GEF funded Joint Management Area project
| Document | Type | Language | Size | Status | Downloads |
|---|---|---|---|---|---|
 1.UNDP-JMA Project Document.pdf |
tor | English | 1224.05 KB | Posted | 130 |
| JMA_MTR_Report_FINAL_2_April_2021_MN_signature.pdf |
report | English | 6084.75 KB | Posted | 149 |
| JMA_MTR_Report_FINAL_2_April_2021_MN_signature.pdf |
report | English | 6084.75 KB | Posted | 20 |
| Title | Mid Term Review for the GEF funded Joint Management Area project | |||||||||
|---|---|---|---|---|---|---|---|---|---|---|
| Atlas Project Number: | 00087614 | |||||||||
| Evaluation Plan: | 2017-2023, Mauritius | |||||||||
| Evaluation Type: | Mid Term Project | |||||||||
| Status: | Completed | |||||||||
| Completion Date: | 03/2021 | |||||||||
| Planned End Date: | 12/2020 | |||||||||
| Management Response: | Yes | |||||||||
| Focus Area: |
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| Corporate Outcome and Output (UNDP Strategic Plan 2018-2021) |
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| SDG Goal |
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| SDG Target |
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| Evaluation Budget(US $): | 16,625 | |||||||||
| Source of Funding: | Project | |||||||||
| Evaluation Expenditure(US $): | 16,625 | |||||||||
| Joint Programme: | No | |||||||||
| Joint Evaluation: | No | |||||||||
| Evaluation Team members: |
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| GEF Evaluation: | No | |||||||||
| Key Stakeholders: | Department for Continental Shelf Maritime Zones Administration and Exploration (Mauritius)and the Blue Economy Department (Seychelles) | |||||||||
| Countries: | MAURITIUS |
| Lessons | |
|---|---|
| Findings |
| Recommendations | |
|---|---|
| 1 | Re-assess the indicator and targets in the Revised UNDP-JMA Project Results Framework, which was approved at the Inception Meeting. The linkages between indicators and targets have to be clear and not too detailed. They have to be measurable and achievable by the end of the project. In the same table, a very clear distinction has to be made between the outputs and activities, while both of these have to be clearly linked with the respective indicators and targets. In this respect, introduce a clear definition of major terms in the ProDoc (MSP, management strategy, MSP approach, MSP process, MSP framework) to avoid terminological ambiguity and strengthen the linkages among outcomes and outputs. Finally, the PRF should have a clear timeline for the realisation of the targets. A list of proposed changes should be circulated to the PSC and changes made in time for the next reporting period. |
| 2 | Speed up implementation of the remaining activities, in particular those whose completion has been delayed (establishment of Working Groups, development of the management strategy, training). Stricter control of implementation of activities should be introduced. |
| 3 | The allocation of the unspent funds should be reviewed and the budget revision to re-allocate the remaining funds of the project urgently prepared (46% of the project funds have not been distributed yet). This refers particularly to the travel budget where a large amount has been unspent due to the impacts of the Covid-19 crisis. |
| 4 | System of reporting on co-financing should be improved. Prepare annual co-financing reports containing, as a minimum, the information on the amount of annual co-financing provided by each partner; distribution of co-financing per component/outcome; rate of co-financing provided and the amount left for the remaining period of the project’s implementation; perceived risks, if any, in provision of co-financing by partner; and proposal for actions to be taken to mitigate risks. The co-financing report should be presented to, discussed at and adopted by the PSC on a yearly basis. |
| 5 | Improve the visibility of the project by speeding up the implementation of the communications strategy of the project |
| 6 | Improve the quality of the project’s web site and update it regularly. It should contain all the project’s outputs as well as other information of interest for potential users, including videos, information bulletins, etc. Reports of the most important project meetings should be placed on the web site as soon as they will be prepared. A special page should be developed to monitor the progress of implementation of the project’s activities per outcome and output. |
| 7 | Develop indicators on gender mainstreaming and integrate them into the PRF and the monitoring system. |
| 8 | Increase the capacity building efforts, including training on GIS, MCS, MSP zoning etc. |
| 9 | Develop a proposal to extend the project by 6 months to allow sufficient time to achieve progress towards outcomes that have been delayed in starting implementation of project activities, because of the Covid-19 crisis and the lengthy consultation process between the two countries. |
| 10 | Speed up efforts to establish the designated authority for the JMA, which is an essential prerequisite for the implementation of the MSP roadmap and the future JMA Management Strategy. |
| 11 | Increase efforts to accept the Ecosystem based Management as the underlying approach to manage JMA as an integrated ecosystem that includes ECS and water column and sea surface above it. Need for EBM should be made explicit in the PRF but relevant awareness efforts should also be directed towards the members of the JMC, other administrative and decision-making levels in both countries and, ultimately, to the public at large in both countries. |
| 12 | Engage more actively towards integration of the private sector into the implementation of the Joint Management Strategy. This is an essential step towards implementation of MSP. PMU to consider employing or engaging as a consultant a Business Development specialist to develop and promote their products and services to private sector stakeholders in both countries and beyond. |
| 13 | Clearly define the scope of the JMA Management Strategy. The document, which will outline the vision, objectives, strategic directions and basic outcomes, should be accompanied by the Plan of Action. It should contain an extensive list of activities sorted by the strategy’s outcomes. For each activity the following should be defined: objective of the activity, short description of the contents of each activity, linkage with other activities/outcomes/objectives, benefits, outputs, timeline, cost and responsibilities. |
| 14 | Considering the complexity and novelty of the JMA Project as well as its demonstration character, the PMU should explore possibilities for networking with other similar initiatives elsewhere. This particularly refers to exploring experiences in integration of Marine Spatial Planning in Areas Beyond National Jurisdiction in other regions of the world carried out by FAO, UNEP and UNDP. |
Management Response Documents
- UNDPManagement_Response_JMA_MTR_ UNDP 08 July 2022 TS.doc UNDP Management Response JMA MTR
1. Recommendation:
Re-assess the indicator and targets in the Revised UNDP-JMA Project Results Framework, which was approved at the Inception Meeting. The linkages between indicators and targets have to be clear and not too detailed. They have to be measurable and achievable by the end of the project. In the same table, a very clear distinction has to be made between the outputs and activities, while both of these have to be clearly linked with the respective indicators and targets. In this respect, introduce a clear definition of major terms in the ProDoc (MSP, management strategy, MSP approach, MSP process, MSP framework) to avoid terminological ambiguity and strengthen the linkages among outcomes and outputs. Finally, the PRF should have a clear timeline for the realisation of the targets. A list of proposed changes should be circulated to the PSC and changes made in time for the next reporting period.
Management Response: [Added: 2022/02/10]
The CO is agreeable to this recommendation.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 1.1 TOR to be developed for an international consultancy to review the results framework of the project
[Added: 2022/02/10] [Last Updated: 2022/07/15] |
PMU and PSC | 2022/08 | Overdue-Not Initiated | Draft TOR History | |
| 1.2 Hire an international consultant to review result framework
[Added: 2022/02/10] [Last Updated: 2022/07/15] |
PMU and PSC | 2022/09 | Overdue-Not Initiated | Hire an IC History | |
| 1.3 Organize a validation workshop to clarify the definition in respect of MSP and to approve the timeline for Project Result Framework.
[Added: 2022/02/10] [Last Updated: 2022/07/15] |
PMU and PSC | 2022/09 | Overdue-Not Initiated | Draft concept note for workshop History |
2. Recommendation:
Speed up implementation of the remaining activities, in particular those whose completion has been delayed (establishment of Working Groups, development of the management strategy, training). Stricter control of implementation of activities should be introduced.
Management Response: [Added: 2022/02/10]
The CO is agreeable to this recommendation. COVID 19 pandemic and delay in the recruitment of Project Manager has exacerbated the implementation of activities. A no cost extension would allow us to complete all remaining activities.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 2.3 Develop implementation plan of project activities related to MSP
[Added: 2022/02/10] [Last Updated: 2022/07/15] |
PMU | 2022/09 | Overdue-Initiated | To be concluded History | |
| 2.1 Request for Project Extension for 12 months
[Added: 2022/02/10] [Last Updated: 2022/07/15] |
UNDP CO and PMU | 2022/02 | Completed | Completed History | |
| 2.2 Establish a technical working group, for the implementation of MSP.
[Added: 2022/02/10] [Last Updated: 2022/07/15] |
PMU and PSC | 2022/02 | Completed | Completed History |
3. Recommendation:
The allocation of the unspent funds should be reviewed and the budget revision to re-allocate the remaining funds of the project urgently prepared (46% of the project funds have not been distributed yet). This refers particularly to the travel budget where a large amount has been unspent due to the impacts of the Covid-19 crisis.
Management Response: [Added: 2022/02/10]
The CO is agreeable to this recommendation.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 3.1 Conduct of a detailed budget revision as advised by Evaluator.
[Added: 2022/02/10] [Last Updated: 2022/07/15] |
PMU and UNDP CO | 2022/02 | Completed | Completed History | |
| 3.2 Prepare the Annual Workplan with redistributed amounts from travel to other major activities.
[Added: 2022/02/10] [Last Updated: 2022/07/15] |
PMU & PSC | 2022/02 | Completed | Completed History |
4. Recommendation:
System of reporting on co-financing should be improved. Prepare annual co-financing reports containing, as a minimum, the information on the amount of annual co-financing provided by each partner; distribution of co-financing per component/outcome; rate of co-financing provided and the amount left for the remaining period of the project’s implementation; perceived risks, if any, in provision of co-financing by partner; and proposal for actions to be taken to mitigate risks. The co-financing report should be presented to, discussed at and adopted by the PSC on a yearly basis.
Management Response: [Added: 2022/02/10]
The CO is agreeable to this recommendation and has already taken steps to act upon the recommendation.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 4.2 Co-financing update to be presented at every PSC meeting
[Added: 2022/02/10] [Last Updated: 2022/07/15] |
PMU | 2022/12 | Initiated | Ongoing History | |
| 4.3 Quarterly cumulative tracking of co-financing until end of project
[Added: 2022/02/10] [Last Updated: 2022/07/15] |
PMU & PSC | 2022/12 | Initiated | Ongoing History | |
| 4.1 Drafting of tracking tool on co-financing and disbursement, including risk and mitigation measures and tabled at the PSC meeting for approval.
[Added: 2022/02/10] [Last Updated: 2022/07/15] |
PMU and PSC | 2022/02 | Completed | Completed History |
5. Recommendation:
Improve the visibility of the project by speeding up the implementation of the communications strategy of the project
Management Response: [Added: 2022/02/10]
The CO is agreeable to this recommendation and has already hired a communication firm.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 5.3 Work with the Avarts ltd. firm to popularize the project.
[Added: 2022/02/10] [Last Updated: 2022/07/15] |
PMU and PSC | 2022/09 | Overdue-Initiated | Quite advanced History | |
| 5.1 Review the communication strategy of project September 2022
[Added: 2022/02/10] [Last Updated: 2022/07/15] |
PMU & PSC | 2022/09 | Overdue-Not Initiated | History | |
| 5.2 Work with the UNDP communications team to implement the provisions in the communications strategy.
[Added: 2022/02/11] [Last Updated: 2022/07/15] |
PMU &PSC | 2022/09 | Overdue-Not Initiated | Not yet started History |
6. Recommendation:
Improve the quality of the project’s web site and update it regularly. It should contain all the project’s outputs as well as other information of interest for potential users, including videos, information bulletins, etc. Reports of the most important project meetings should be placed on the web site as soon as they will be prepared. A special page should be developed to monitor the progress of implementation of the project’s activities per outcome and output.
Management Response: [Added: 2022/07/15]
The CO is agreeable to this recommendation and has already hired a communication firm.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 6.1: IT Consultant and Communication Firm to finalize content for the JMA website.
[Added: 2022/07/15] |
PMU and PSC | 2022/08 | Overdue-Initiated | Design of website pages approved at the last PSC. | |
| 6.2: Website developed and maintained until end of project (an officer to be designated for regular update and feeding of contents).
[Added: 2022/07/15] |
PMU | 2022/09 | Overdue-Initiated | Started | |
| 6.3: Hold meeting with the UNDP Communication to discuss and agree on communications strategy for project
[Added: 2022/07/15] |
PMU & PSC | 2022/09 | Overdue-Not Initiated |
7. Recommendation:
Develop indicators on gender mainstreaming and integrate them into the PRF and the monitoring system.
Management Response: [Added: 2022/07/15]
The CO is agreeable to this recommendation.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 7.1 TOR to be developed for an international consultancy to review the results framework of the project
[Added: 2022/07/15] |
PMU | 2022/09 | Overdue-Not Initiated | ||
| 7.2 Hire an international consultant to review project document and integrate gender indicators into result framework
[Added: 2022/07/15] |
PMU | 2022/09 | Overdue-Not Initiated |
8. Recommendation:
Increase the capacity building efforts, including training on GIS, MCS, MSP zoning etc.
Management Response: [Added: 2022/07/15]
The CO is agreeable to this recommendation and training has already been conducted for GIS and MCS, to be followed by training in MSP zoning.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 8.1 Hire a firm/consultant to conduct training on GIS and MSP
[Added: 2022/07/15] |
PMU and PSC | 2022/02 | Completed | Contract awarded | |
| 8.2 Conduct training on GIS & MSP
[Added: 2022/07/15] |
PMU & PSC | 2022/03 | Completed | Contract awarded | |
| 8.3 Consultant to conduct MSP zoning training for Stakeholders
[Added: 2022/07/15] |
PMU & PSC | 2022/02 | Completed | Contract awarded |
9. Recommendation:
Develop a proposal to extend the project by 6 months to allow sufficient time to achieve progress towards outcomes that have been delayed in starting implementation of project activities, because of the Covid-19 crisis and the lengthy consultation process between the two countries.
Management Response: [Added: 2022/07/15]
The CO is agreeable to this recommendation and the necessary is being done.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 9.1 Clean up of project budget to be done in Atlas
[Added: 2022/07/15] |
PMU & UNDP CO | 2022/06 | Completed | Completed | |
| 9.2 Request for Project Extension
[Added: 2022/07/15] |
PMU & UNDP CO | 2022/06 | Completed |
10. Recommendation:
Speed up efforts to establish the designated authority for the JMA, which is an essential prerequisite for the implementation of the MSP roadmap and the future JMA Management Strategy.
Management Response: [Added: 2022/07/15]
The CO is agreeable to this recommendation.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 10.1 Write letter to both Governments requesting them to establish the designated authority for the JMA in preparation for the implementation of the MSP roadmap.
[Added: 2022/07/15] |
PMU & UNDP CO | 2022/09 | Overdue-Not Initiated | Project Manager to draft the letters. |
11. Recommendation:
Increase efforts to accept the Ecosystem based Management as the underlying approach to manage JMA as an integrated ecosystem that includes ECS and water column and sea surface above it. Need for EBM should be made explicit in the PRF but relevant awareness efforts should also be directed towards the members of the JMC, other administrative and decision-making levels in both countries and, ultimately, to the public at large in both countries.
Management Response: [Added: 2022/07/15]
The CO is agreeable to this recommendation.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 11.1 The PSC will keep advocating for Ecosystem based Management principles. That been said the PMU will fast track the implementation of the management strategy which captures the Ecosystem Base Management.
[Added: 2022/07/15] |
PMU & PSC | 2022/12 | Not Initiated | ||
| 11.2 International consultant on M& E recruited to integrate EBM as an indicator in the Result framework.
[Added: 2022/07/15] |
PMU & PSC | 2022/09 | Overdue-Not Initiated |
12. Recommendation:
Engage more actively towards integration of the private sector into the implementation of the Joint Management Strategy. This is an essential step towards implementation of MSP. PMU to consider employing or engaging as a consultant a Business Development specialist to develop and promote their products and services to private sector stakeholders in both countries and beyond.
Management Response: [Added: 2022/07/15]
The CO is agreeable to this recommendation.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 12.1: TOR to be developed for the hiring of a business development Specialist to develop and promote their products and services to private sector members in both Countries.
[Added: 2022/07/15] |
PMU | 2022/12 | Not Initiated | ||
| 12.2: Engage with the JMA for recruitment of a BD specialist.
[Added: 2022/07/15] |
PMU | 2022/12 | Not Initiated |
13. Recommendation:
Clearly define the scope of the JMA Management Strategy. The document, which will outline the vision, objectives, strategic directions and basic outcomes, should be accompanied by the Plan of Action. It should contain an extensive list of activities sorted by the strategy’s outcomes. For each activity the following should be defined: objective of the activity, short description of the contents of each activity, linkage with other activities/outcomes/objectives, benefits, outputs, timeline, cost and responsibilities.
Management Response: [Added: 2022/07/15]
The CO is agreeable to this recommendation that will help in the strategic direction of the JMA after completion of the first phase of the project.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 13.1 Draft Terms of Reference for the recruitment of an International Consultant for the implementation of the JMA Strategic Plan.
[Added: 2022/07/15] |
PMU & PSC | 2022/09 | Overdue-Not Initiated | ||
| 13.2 Recruitment of an International Consultant.
[Added: 2022/07/15] |
PMU & PSC | 2022/09 | Overdue-Not Initiated |
14. Recommendation:
Considering the complexity and novelty of the JMA Project as well as its demonstration character, the PMU should explore possibilities for networking with other similar initiatives elsewhere. This particularly refers to exploring experiences in integration of Marine Spatial Planning in Areas Beyond National Jurisdiction in other regions of the world carried out by FAO, UNEP and UNDP.
Management Response: [Added: 2022/07/15]
The CO is agreeable to this recommendation.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 14.1 The project has already engaged with several partners such as IOC-UNESCO, WIOMSA, and the Nairobi Convention Secretariate.
[Added: 2022/07/15] |
PMU | 2022/09 | Overdue-Not Initiated | ||
| 14.2 UNDP to send an email to RBA for networking possibilities with similar initiatives to explore experience in Marine Spatial Planning in another Country.
[Added: 2022/07/15] |
UNDP CO | 2022/09 | Overdue-Not Initiated |