- Evaluation Plan:
- 2022-2026, Barbados
- Evaluation Type:
- Final Project
- Planned End Date:
- 01/2022
- Completion Date:
- 01/2022
- Status:
- Completed
- Management Response:
- No
- Evaluation Budget(US $):
- 20,000
Monitoring and assessment of MEA implementation and environmental trends in Antigua and Barbuda
| Document | Type | Language | Size | Status | Downloads |
|---|---|---|---|---|---|
 5425 TE TOR - MEA CCCD ATG 2021_JW- FINAL.pdf |
tor | English | 1010.10 KB | Posted | 20 |
| TE MEA AntiguaBarbuda- FINAL JAN 2022-.pdf |
report | English | 1885.89 KB | Posted | 20 |
| Title | Monitoring and assessment of MEA implementation and environmental trends in Antigua and Barbuda | ||||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Atlas Project Number: | 00099053 | ||||||||||||||
| Evaluation Plan: | 2022-2026, Barbados | ||||||||||||||
| Evaluation Type: | Final Project | ||||||||||||||
| Status: | Completed | ||||||||||||||
| Completion Date: | 01/2022 | ||||||||||||||
| Planned End Date: | 01/2022 | ||||||||||||||
| Management Response: | Yes | ||||||||||||||
| UNDP Signature Solution: |
|
||||||||||||||
| Corporate Outcome and Output (UNDP Strategic Plan 2022-2025) |
|
||||||||||||||
| SDG Goal |
|
||||||||||||||
| SDG Target |
|
||||||||||||||
| Evaluation Budget(US $): | 20,000 | ||||||||||||||
| Source of Funding: | UNDP project budget | ||||||||||||||
| Evaluation Expenditure(US $): | 18,240 | ||||||||||||||
| Joint Programme: | No | ||||||||||||||
| Joint Evaluation: | No | ||||||||||||||
| Evaluation Team members: |
|
||||||||||||||
| GEF Evaluation: | Yes
|
||||||||||||||
| Key Stakeholders: | Ministries of Climate; Physical Planning; Communication; Works; Social Development; Housing and Community Development; Gender Affairs; Economic Planning; Emergency Management agencies; Health and Well-being; Sustainable Development; Tourism; Energy | ||||||||||||||
| Countries: | BARBADOS |
| Lessons | |
|---|---|
| Findings |
| Recommendations | |
|---|---|
| 1 | Recuperate the gender responsiveness of the PRF indicators. The gender responsiveness of the indicators related with data collection should be recuperated and given visibility. Collecting gender disaggregated data for the participation of women to trainings and workshops does not complete the task |
| 2 | Design an exit strategy to consolidate the Information System and the established working mechanisms. Establishing the system is only a point of departure; to keep momentum, consolidate the participating agencies’ working mechanism and make the Information System sustainable. Among others, an exit strategy could: i) building on Table 10 below in the text, further define and complete the identification of the users’ roles and responsibilities for the maintenance of the overall Information System and working mechanism, asking each agency to incorporate data management tasks in the job description of relevant officers; ii) define a Maintenance Plan for the NEIS-NRI, assessing the need to extend the warranty plan with the consultants beyond the 4 months starting in January 2022 (it is suggested that DoE enters into a Service Agreement with the consultants for a minimum of 1-2 years) or finding alternative ways; iii) ensure data are systematically collected and digitalized; iv) continue training agencies which already signed a MoU and expand the number of agencies committing to sustain the System, mobilizing funds to satisfy IT soft and hard equipment and staffing needs; v) ensure duplication of efforts are identified and avoided in the collection of data; vi) sign a MoU with the IT Centre to grant support; vii) provide for quality assurance to accommodate the diversity of data formats as well as deploy new efforts towards the standardization and harmonization of data collection |
| 3 | Build on the monitoring system to boost a reflection on Project’s outcomes and prepare lesson learnt. With due consideration for the fact that during implementation, management is always too busy to go beyond the simple collection of data and information for UNDP, GEF and Government reporting needs, and while the Project definitely has an efficient monitoring system, reporting is limited to requirements and based on tracking indicators, therefore it results “cold” while it could benefit from a more solid contemplation of the significance of results to inform the way forward and draw lessons (including technical ones) to be shared nationally and regionally to support scaling up. |