Final Project Evaluation of Climate Smart Agriculture

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Evaluation Plan:
2021-2025, Eswatini
Evaluation Type:
Final Project
Planned End Date:
12/2021
Completion Date:
12/2021
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
15,000

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Title Final Project Evaluation of Climate Smart Agriculture
Atlas Project Number: 00110491
Evaluation Plan: 2021-2025, Eswatini
Evaluation Type: Final Project
Status: Completed
Completion Date: 12/2021
Planned End Date: 12/2021
Management Response: Yes
Focus Area:
  • 1. Poverty
  • 2. Others
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. Organisational Output 2.1 UNDP recognized as a development partner of choice
SDG Goal
  • Goal 1. End poverty in all its forms everywhere
  • Goal 17. Strengthen the means of implementation and revitalize the Global Partnership for Sustainable Development
SDG Target
  • 17.16 Enhance the Global Partnership for Sustainable Development, complemented by multi-stakeholder partnerships that mobilize and share knowledge, expertise, technology and financial resources, to support the achievement of the Sustainable Development Goals in all countries, in particular developing countries
  • 17.9 Enhance international support for implementing effective and targeted capacity-building in developing countries to support national plans to implement all the Sustainable Development Goals, including through North-South, South-South and triangular cooperation
Evaluation Budget(US $): 15,000
Source of Funding: UNDP
Evaluation Expenditure(US $): 10,000
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Nationality
Qand'elihle G. Simelane Climate Change Expert
GEF Evaluation: No
Key Stakeholders: UNDP COMESA/EU Ministry of Agriculture, NAMBOARD
Countries: ESWATINI
Lessons
Findings
Recommendations
1

Based on project results, adoption at national level and scale is possible, however, caution should be taken not to try and achieve too much in a limited time and resources frame. Stakeholders and resources are pooled together to achieve a common goal.

2

There is need to ensure that the implementing institution (NAMBoard in this case) itself is up to the pace of project implementation to avoid slowing down the rate of implementation and deliverables.

3

NAMBoard as an implementer needs to set up a PMU for all their projects, and projects should work within their PMU to reduce friction of systems and knowledge gaps from both ends.

4

To avoid improper allocation of resources, all projects should involve the Ministry at planning level, including the relevant department, this will enable identification of efforts and resources that are duplicated to be deployed somewhere else

5

Address system failures associated with farmers’ cash-flow constraints that resulted from payment cycles by NAMBoard and the lack of clarity on how to sell to other markets and more importantly, how to recover the funds from sales made outside the NAMBoard route.

6

Collaboration with existing financial service providers (Eswatini Bank has indicated keenness) needs to be explored to ensure linkages of farmers who benefitted from the revolving loan fund to more structured and conventional funding.

7

Up-scaling of CSA in the country considers mechanization more than handheld operations.

8

Ensure that the whole extension system is able to drive their message to farmers to engage in CSA, and ensure that the machinery is kept in a useable and well serviced condition to enable farmers to take full advantage of its availability in the RDA and increase reliance on CSA for their livelihoods.

9

Synchronize value chain development process and critical infrastructure in implementation.

10

NAMBoard should consider completing the packhouse structures to fully fledged cold storage facilities, to ensure that they benefit from the work that has been started. NAMBoard revisits all these structures and ensure they are completed and utilized to the full before moving on to engage in any new infrastructure.

1. Recommendation:

Based on project results, adoption at national level and scale is possible, however, caution should be taken not to try and achieve too much in a limited time and resources frame. Stakeholders and resources are pooled together to achieve a common goal.

Management Response: [Added: 2022/01/18] [Last Updated: 2022/01/26]

Fully Accept, but its implementation was beyond the scope of the project. However, it is noted as an improvement that will be incorporated in future projects.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Set realistic scope and targets for future projects in line with available resources.
[Added: 2022/01/18] [Last Updated: 2022/01/26]
NAMBoard 2021/12 Completed Lessons and recommendations of the TE were disseminated. History
2. Recommendation:

There is need to ensure that the implementing institution (NAMBoard in this case) itself is up to the pace of project implementation to avoid slowing down the rate of implementation and deliverables.

Management Response: [Added: 2022/01/18] [Last Updated: 2022/01/20]

Partially accept. NAMBoard was up to the pace of the project however there were delays in the procurement process which was further exacerbated by the occurrence of COVID -19

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Recommendations of the TE are shared to ensure that this lesson is observed.
[Added: 2022/01/26]
NAMBoard 2021/12 Completed
3. Recommendation:

NAMBoard as an implementer needs to set up a PMU for all their projects, and projects should work within their PMU to reduce friction of systems and knowledge gaps from both ends.

Management Response: [Added: 2022/01/18] [Last Updated: 2022/01/20]

Reject. Due to limited number of projects it would be costly to have a standing Project Management Unit

Key Actions:

4. Recommendation:

To avoid improper allocation of resources, all projects should involve the Ministry at planning level, including the relevant department, this will enable identification of efforts and resources that are duplicated to be deployed somewhere else

Management Response: [Added: 2022/01/18] [Last Updated: 2022/01/20]

Reject. The Ministry is involved in planning all projects and this project was implemented on behalf of the Ministry. 

Key Actions:

5. Recommendation:

Address system failures associated with farmers’ cash-flow constraints that resulted from payment cycles by NAMBoard and the lack of clarity on how to sell to other markets and more importantly, how to recover the funds from sales made outside the NAMBoard route.

Management Response: [Added: 2022/01/18] [Last Updated: 2022/01/26]

Fully Accept. A review of system failures associated with farmers' cash flow will be conducted.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
A new revolving loan policy will be developed.
[Added: 2022/01/18] [Last Updated: 2022/01/26]
NAMBoard 2022/12 Initiated History
6. Recommendation:

Collaboration with existing financial service providers (Eswatini Bank has indicated keenness) needs to be explored to ensure linkages of farmers who benefitted from the revolving loan fund to more structured and conventional funding.

Management Response: [Added: 2022/01/18] [Last Updated: 2022/01/20]

Fully Accept.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
An MOU will be signed with Eswatini Bank to strengthen collaboration with existing financial service providers.
[Added: 2022/01/18] [Last Updated: 2022/01/26]
NAMBoard 2022/12 Initiated History
7. Recommendation:

Up-scaling of CSA in the country considers mechanization more than handheld operations.

Management Response: [Added: 2022/01/18] [Last Updated: 2022/01/20]

Fully accept.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Budget for more CSA tractor-drawn implements
[Added: 2022/01/18] [Last Updated: 2022/01/26]
Ministry of Agriculture 2023/03 Not Initiated Negotiations for including heavy machinery in the national budget are ongoing. History
8. Recommendation:

Ensure that the whole extension system is able to drive their message to farmers to engage in CSA, and ensure that the machinery is kept in a useable and well serviced condition to enable farmers to take full advantage of its availability in the RDA and increase reliance on CSA for their livelihoods.

Management Response: [Added: 2022/01/18] [Last Updated: 2022/01/18]

Fully Agree.  Progressively train and orient extension officers on CSA

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Two workshops per year
[Added: 2022/01/18]
Ministry of Agriculture (CSA Task Team) 2023/03 Initiated Ongoing.
9. Recommendation:

Synchronize value chain development process and critical infrastructure in implementation.

Management Response: [Added: 2022/01/18]

Fully accept. Processes will be synchronised during project implementation

Key Actions:

Key Action Responsible DueDate Status Comments Documents
To be incorporated in future projects.
[Added: 2022/01/18]
NAMBoard 2023/12 Initiated
10. Recommendation:

NAMBoard should consider completing the packhouse structures to fully fledged cold storage facilities, to ensure that they benefit from the work that has been started. NAMBoard revisits all these structures and ensure they are completed and utilized to the full before moving on to engage in any new infrastructure.

Management Response: [Added: 2022/01/18] [Last Updated: 2022/01/20]

Fully accept.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Intamakuphila cold-room to be budgeted in FY2022/23
[Added: 2022/01/18]
NAMBoard 2022/03 Overdue-Initiated
Installation of cold-room.
[Added: 2022/01/18] [Last Updated: 2022/01/26]
NAMBoard 2023/03 Initiated Negotiations to include cold room installation costs in the national budget are ongoing. History

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