PIMS 230 CMI-BD - COASTAL MARINE ISLAND BIODIVERSITY

Report Cover Image
Evaluation Plan:
2007-2011, Eritrea
Evaluation Type:
Project
Planned End Date:
06/2007
Completion Date:
08/2007
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
4,900

Share

Title PIMS 230 CMI-BD - COASTAL MARINE ISLAND BIODIVERSITY
Atlas Project Number:
Evaluation Plan: 2007-2011, Eritrea
Evaluation Type: Project
Status: Completed
Completion Date: 08/2007
Planned End Date: 06/2007
Management Response: Yes
Focus Area:
  • 1. Crisis Prevention & Recovery
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
Evaluation Budget(US $): 4,900
Source of Funding:
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Team Leader
GEF Evaluation: Yes
Evaluation Type:
Focal Area:
Project Type:
GEF Phase: GEF-null
PIMS Number:
Key Stakeholders:
Countries: ERITREA
Comments: Terminal Evaluation
Lessons
Findings
Recommendations
1
2 RECOMMENDATIONS FROM PRICEWATERHOUSECOOPER REVIEW 1. Provide a comprehensive medical cover for all staff and their immediate dependants. Membership of the medical insurance cover should be compulsory unless the staff member can provide documentary evidence that he or she is covered under another scheme acceptable to the Project 2. The PCC should develop an exit strategy for the Project to ensure smooth transition and sustainability of the Project initiatives 3. Weekly meetings should be done with NPM leadership and issues that keep recurring and which are not actioned on should be resolved fast. Otherwise these should be referred to the PCC 4. Institute a leave policy and the manager should develop a leave schedule for all the staff working in the Project 5. Ensure an appraisal system is in place to monitor staff performance vis a vis ToRs. The TA and NPM should be evaluated by the PCC and the evaluation should be pegged on their annual development plans derived from their ToRs 6. Ensure a recruitment policy is in place specific for the Project that will ensure transparency, competence competitiveness, consistency and speedy recruitment 7. Equipment, particularly those of high value should be insured against such things as fire, theft or damage Ensure a framework for networking with a view of sharing information and experiences with national, regional and international groups is in place and adhered to 8. Ensure the institutional arrangements are well established and the role of each stakeholder is adequately documented and communicated. This could be in the form of a memorandum of understanding (MoU) that will guide the working relationship between the Project and the stakeholders 9. Ensure time bound action plan is prepared to implement recommendations of the PCC and TPR. This should indicate the responsible person(s) for each recommendation 10. The NPM should ensure outstanding recommendations from staff meetings are actioned on. Alternative strategies should be devised if recommendations are taking too long to implement 11. Ensure a format is in place for field visits to help monitor implementation activities 12. There should be an impact assessment framework for the Project . Impact assessment should be on a periodic basis 13. Ensure efficiency in Project use of resources. This can be achieved through effective monitoring and evaluation system by the PCC and UNDP. Technical monitoring should be primary and its success will depend on how well the NPM manages the Project 14. A qualified accountant should be recruited to head the accounting unit. This accounts function should be appropriately overseen by the NPM with support from the UNDP office 15. Ensure the preparation of a detailed Project cash flow. The cash-flow statement is a document that models the flow of money in and out of the Project 16. Maintain all records of direct payments from the Project by UNDP, UNOPS etc to ensure full financial control and accountability 17. Ensure GoE contribution plan is in place and adhered to 18. A documented policy and format for recording lessons learnt from field activities should be in place 19. Ensure contract administration is open and all involving to assist all stakeholders buy in and own the process and the work products 20. The Project needs to urgently complete the revision of the log frame and embark on developing a detailed work plan for the year. This would then be used by management of the Project in developing a comprehensive procurement plan to ensure all goods and services required for specific activities as outlined in the work plan are procured in time 21. Fixed assets should be closely monitored by ensuring a laid down procedure for ascertaining existence of fixed assets e.g. periodic physical counts, which should be reconciled to the register and tagging of all fixed assets for identification purposes 22. A complete fixed assets and reference materials register should be maintained 23. A muster roll/payroll should be maintained and used whenever salaries and benefits to staff are paid. This should have details of the employee name, gross pay, statutory deductions, net pay and signature of the staff on receipt of the funds 24. Management training should be as objective and participatory as possible to ensure management issues are addressed for the project to be effective and beneficial to Eritrea 25. Ensure the NPM and the TA are engaged in a short training on Project management 26. The PCC should meet and establish (with help of technical people) a monitoring an evaluation system to review performance of the Project. It should review progress every three months and hold the NPM and the TA accountable for Project implementation 27. A comprehensive Project operations manual and an implementation plan should be developed specific for the ECMIB Project. This should incorporate best practices, GoE rules and regulations and the NEX guidelines. It should include financial and procurement procedures
1. Recommendation:
Management Response: [Added: 2008/01/03]

Key Actions:

2. Recommendation: RECOMMENDATIONS FROM PRICEWATERHOUSECOOPER REVIEW 1. Provide a comprehensive medical cover for all staff and their immediate dependants. Membership of the medical insurance cover should be compulsory unless the staff member can provide documentary evidence that he or she is covered under another scheme acceptable to the Project 2. The PCC should develop an exit strategy for the Project to ensure smooth transition and sustainability of the Project initiatives 3. Weekly meetings should be done with NPM leadership and issues that keep recurring and which are not actioned on should be resolved fast. Otherwise these should be referred to the PCC 4. Institute a leave policy and the manager should develop a leave schedule for all the staff working in the Project 5. Ensure an appraisal system is in place to monitor staff performance vis a vis ToRs. The TA and NPM should be evaluated by the PCC and the evaluation should be pegged on their annual development plans derived from their ToRs 6. Ensure a recruitment policy is in place specific for the Project that will ensure transparency, competence competitiveness, consistency and speedy recruitment 7. Equipment, particularly those of high value should be insured against such things as fire, theft or damage Ensure a framework for networking with a view of sharing information and experiences with national, regional and international groups is in place and adhered to 8. Ensure the institutional arrangements are well established and the role of each stakeholder is adequately documented and communicated. This could be in the form of a memorandum of understanding (MoU) that will guide the working relationship between the Project and the stakeholders 9. Ensure time bound action plan is prepared to implement recommendations of the PCC and TPR. This should indicate the responsible person(s) for each recommendation 10. The NPM should ensure outstanding recommendations from staff meetings are actioned on. Alternative strategies should be devised if recommendations are taking too long to implement 11. Ensure a format is in place for field visits to help monitor implementation activities 12. There should be an impact assessment framework for the Project . Impact assessment should be on a periodic basis 13. Ensure efficiency in Project use of resources. This can be achieved through effective monitoring and evaluation system by the PCC and UNDP. Technical monitoring should be primary and its success will depend on how well the NPM manages the Project 14. A qualified accountant should be recruited to head the accounting unit. This accounts function should be appropriately overseen by the NPM with support from the UNDP office 15. Ensure the preparation of a detailed Project cash flow. The cash-flow statement is a document that models the flow of money in and out of the Project 16. Maintain all records of direct payments from the Project by UNDP, UNOPS etc to ensure full financial control and accountability 17. Ensure GoE contribution plan is in place and adhered to 18. A documented policy and format for recording lessons learnt from field activities should be in place 19. Ensure contract administration is open and all involving to assist all stakeholders buy in and own the process and the work products 20. The Project needs to urgently complete the revision of the log frame and embark on developing a detailed work plan for the year. This would then be used by management of the Project in developing a comprehensive procurement plan to ensure all goods and services required for specific activities as outlined in the work plan are procured in time 21. Fixed assets should be closely monitored by ensuring a laid down procedure for ascertaining existence of fixed assets e.g. periodic physical counts, which should be reconciled to the register and tagging of all fixed assets for identification purposes 22. A complete fixed assets and reference materials register should be maintained 23. A muster roll/payroll should be maintained and used whenever salaries and benefits to staff are paid. This should have details of the employee name, gross pay, statutory deductions, net pay and signature of the staff on receipt of the funds 24. Management training should be as objective and participatory as possible to ensure management issues are addressed for the project to be effective and beneficial to Eritrea 25. Ensure the NPM and the TA are engaged in a short training on Project management 26. The PCC should meet and establish (with help of technical people) a monitoring an evaluation system to review performance of the Project. It should review progress every three months and hold the NPM and the TA accountable for Project implementation 27. A comprehensive Project operations manual and an implementation plan should be developed specific for the ECMIB Project. This should incorporate best practices, GoE rules and regulations and the NEX guidelines. It should include financial and procurement procedures
Management Response: [Added: 2008/01/03]

PROJECT MANAGEMENT RESPONSE 1. 1. Recommendation out of governing employment rules and regulations. 2. Medical insurance started late 3. Researchers ensured abroad for diving related illness 2. Since 2005, no exit strategy but ICAM approved by the PCC, TPR and all stakeholders to serve as the basis for future coastal and marine activities 3. For normal requests or emergencies the NPM has always been available for meetings. 4. Government leave policy applied for nationals. Given the nature of the work and weather of the areas leaves are always in July/August. 5. Assessment done but not on strict evaluation of the basis of TOR; the main job is a team work 6. The project recruitment policy defines positions and TORs. Procedures followed by the project (NEX) in line with Government regulations 7. Vehicles ensured but not other items, no practice in government offices, project NEX. Insurance for staff was considered for diving and implemented from 2005. In 2007 the new boat w

Key Actions:

Latest Evaluations

Contact us

1 UN Plaza
DC1-20th Floor
New York, NY 10017
Tel. +1 646 781 4200
Fax. +1 646 781 4213
erc.support@undp.org