Support to Local Governance fro Enhanced Islands Development Programme (Tuvalu)

Report Cover Image
Evaluation Plan:
2008-2012, Fiji
Evaluation Type:
Project
Planned End Date:
04/2008
Completion Date:
07/2008
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
020

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Title Support to Local Governance fro Enhanced Islands Development Programme (Tuvalu)
Atlas Project Number:
Evaluation Plan: 2008-2012, Fiji
Evaluation Type: Project
Status: Completed
Completion Date: 07/2008
Planned End Date: 04/2008
Management Response: Yes
Focus Area:
  • 1. Democratic Governance
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
Evaluation Budget(US $): 020
Source of Funding:
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Ma. Antonina B. Ortega Team Leader
GEF Evaluation: No
Key Stakeholders:
Countries: FIJI
Comments: Multi-Country project evaluation done in Kiribati and Tuvalu
Lessons
Findings
Recommendations
1 The project intervention continues to be highly relevant and, within the limitations of available resources, UNDP should continue its assistance in support of local governance.
2 Continue providing policy and technical advice in planning, financial management and the law as these are real needs in the outer islands. Expand support to include audit functions in collaboration with the Chief Accountant and Auditor?s General?s Office.
3 Given constraints due to unreliable shipping schedules and poor communication systems, and therefore inability of the specialists to visit the outer islands promptly and on a regular basis, there is a need to develop supplementary training materials that the Kaupules and Falekaupules can use as reference. Training manuals need to be developed and translated into Tuvalu language to help institutionalize the training and ensure sustainability of interventions.
4 Strive to address the gaps presented as part of the findings, including: ?Poor information management and communication system at both local and central level; ?Weak monitoring including financial monitoring functions; and ?Need for asset management systems at the local level.
5 Improve access to accurate and reliable information both at central and local levels. This can be addressed through regular publication and dissemination of the Kaupule Gazette, and improving information systems for easy collection and retrieval of relevant data
6 Update existing island profiles in preparation for the formulation of local development plans.
7 Facilitate the formulation of local development plans through participatory planning-budgeting workshops in the outer islands, in close collaboration with the members of the KPMTF.
8 Strengthen inter-departmental coordination within MHARD through regular meetings and involvement of other departments in SLG project activities.
9 Strengthen the KPMTF and expand its mandate beyond coordinating infrastructure related projects for the outer islands to serve as an important resource pool of technical experts for the outer islands.
10 Given poor transportation and communication infrastructure, Kaupules from remote islands find it difficult to get in touch with DRD to request technical assistance. Thus, Funafuti and relatively near islands (i.e. Vaitupu and Nukufetau) have better access to technical support from the DRD, leaving the other islands dependent on the next shipping schedule to visit the DRD, or wait for the DRD staff to visit their islands. One strategy to address this gap and make the DRD more responsive to Kaupule needs is to organize and coordinate inter-agency visits to the outer islands and provide opportunity for meaningful dialogue between the local leaders and national sectoral agencies to identify issues constraining local development and finding ways to address them.
11 Explore the possibility of establishing a local government network to promote sharing of ideas and experiences in decentralization among Kaupule elected officials. This network can serve as a forum for discussing issues related to the implementation of the FA, and a means to engage in productive dialogue with central government regarding local governance concerns.
12 Strengthen monitoring and evaluation functions of the MHARD, particularly in monitoring island development projects. It would be worth considering assigning at least 2 dedicated monitoring and evaluation officers for FTF and other island projects.
13 Pilot the establishment of a vocational training school in one of the outer islands to address the issue of lack of skilled labour and the need for income generating activities for the youth. The vocational school is envisioned to fabricate light tools and machineries and manufacture wood works that can be used for construction and engineering work.
14 Continued advocacy for strengthening the Falekaupule Act should be sustained through research and documentation and continuous dialogue between local and central government to address local governance issues.
15 In support to the implementation of the FA, develop model standing orders to help local governments efficiently manage their day to day operations.
16 Define and implement a strategy for strengthening demand for good governance. Future interventions should focus on building organizational capacities of civil society organizations (CSOs) targeting youth and women?s groups, to equip them with leadership and advocacy skills so they may be empowered to demand for their rights from their local governments. This will also enable them to participate meaningfully in the overall island governance.
17 Ensure consistency in the design in terms of strategies being operationalized with the outcomes and outputs in the project?s results framework, and clear linkages between outputs and outcome(s) being identified. Further, develop SMART indicators at output and outcome levels which will enable monitoring of progress.
18 One possibility is to second staff from other departments (e.g. Attorney General?s Office) to DRD to provide dedicated service to the local governments. MHARD may also expand and strengthen the KPMTF and develop it into a ?quick response team? for the outer islands. The new proposed policy for the DRD and its modified structure may help ensure sustainability when approved by Cabinet.
1. Recommendation: The project intervention continues to be highly relevant and, within the limitations of available resources, UNDP should continue its assistance in support of local governance.
Management Response: [Added: 2009/12/17]

Agree in principle. UNDP will discuss with the Government of Tuvalu a Phase II design

Key Actions:

Key Action Responsible DueDate Status Comments Documents
UNDP to discuss the Management Response and dialogue on Phase II
[Added: 2010/01/27]
UNDP Governance Team 2008/09 Completed
2. Recommendation: Continue providing policy and technical advice in planning, financial management and the law as these are real needs in the outer islands. Expand support to include audit functions in collaboration with the Chief Accountant and Auditor?s General?s Office.
Management Response: [Added: 2009/12/17]

Agree in principle. UNDP would need to explore with the Government of Tuvalu an integrated approach to strengthening Local Governance mechanisms.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
UNDP and Government to discuss an integrated approach between National Planning and the Ministry of Home Affairs and Rural Development with a view of integrating into Phase II project design
[Added: 2010/01/27]
UNDP Governance Team 2008/09 Completed
3. Recommendation: Given constraints due to unreliable shipping schedules and poor communication systems, and therefore inability of the specialists to visit the outer islands promptly and on a regular basis, there is a need to develop supplementary training materials that the Kaupules and Falekaupules can use as reference. Training manuals need to be developed and translated into Tuvalu language to help institutionalize the training and ensure sustainability of interventions.
Management Response: [Added: 2009/12/17]

Agree in principle. This has the potential to assist in enabling mainstreaming of capacity in the local governments, however central/local roles and responsibilities for conducting training in the long term need to be clarified.

Key Actions:

4. Recommendation: Strive to address the gaps presented as part of the findings, including: ?Poor information management and communication system at both local and central level; ?Weak monitoring including financial monitoring functions; and ?Need for asset management systems at the local level.
Management Response: [Added: 2009/12/17]

Agree in Principle but given that UNDP is on the second Phase of the Project Design, with the view that the focus of Phase II is to build capacity within the 3 year period, activities are limited to tangible outputs such as asset management and financial monitoring frameworks. Discussions on information/communication systems in Tuvalu would best be addressed through infrastructure development.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
UNDP to discuss with the GoT e options for strengthening finance and asset management and information/communication between central and local government, as part of phase 2.
[Added: 2010/01/27]
UNDP Governance Team 2008/09 Completed
5. Recommendation: Improve access to accurate and reliable information both at central and local levels. This can be addressed through regular publication and dissemination of the Kaupule Gazette, and improving information systems for easy collection and retrieval of relevant data
Management Response: [Added: 2009/12/17]

Agree in principle UNDP will explore this recommendation with Government. There is a need to improve the capacity of local governments to communicate with the community.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
UNDP to further discuss with Government
[Added: 2010/01/27]
UNDP Governance Team 2008/09 Completed
6. Recommendation: Update existing island profiles in preparation for the formulation of local development plans.
Management Response: [Added: 2009/12/17]

Agree in principle. UNDP to explore with Government broader linkages with MDG reports or CEDAW/CRC reporting frameworks and whether it will be a key priority for Government

Key Actions:

Key Action Responsible DueDate Status Comments Documents
UNDP to discuss further with the Government as part of scoping exercise for phase 2.
[Added: 2010/01/27]
UNDP Governance Team 2008/09 Completed
7. Recommendation: Facilitate the formulation of local development plans through participatory planning-budgeting workshops in the outer islands, in close collaboration with the members of the KPMTF.
Management Response: [Added: 2009/12/17]

Agree. UNDP appreciates the value of local development plans, however this needs to be driven by the Government through the planning office.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
UNDP to include in proposed scope of phase 2.
[Added: 2010/01/27]
UNDP Governance Team 2008/09 Completed
8. Recommendation: Strengthen inter-departmental coordination within MHARD through regular meetings and involvement of other departments in SLG project activities.
Management Response: [Added: 2009/12/17]

Agree. To be explored with GoT

Key Actions:

Key Action Responsible DueDate Status Comments Documents
UNDP to discuss with the Government inclusion as part of Phase II project Design.
[Added: 2010/01/27]
UNDP Governance Team 2008/09 Completed
9. Recommendation: Strengthen the KPMTF and expand its mandate beyond coordinating infrastructure related projects for the outer islands to serve as an important resource pool of technical experts for the outer islands.
Management Response: [Added: 2009/12/17]

Agree in principle. UNDP to further discuss with Government

Key Actions:

Key Action Responsible DueDate Status Comments Documents
UNDP to discuss with Government possible inclusion as part of Phase II project Design
[Added: 2010/01/27]
UNDP Governance Team 2008/09 Completed
10. Recommendation: Given poor transportation and communication infrastructure, Kaupules from remote islands find it difficult to get in touch with DRD to request technical assistance. Thus, Funafuti and relatively near islands (i.e. Vaitupu and Nukufetau) have better access to technical support from the DRD, leaving the other islands dependent on the next shipping schedule to visit the DRD, or wait for the DRD staff to visit their islands. One strategy to address this gap and make the DRD more responsive to Kaupule needs is to organize and coordinate inter-agency visits to the outer islands and provide opportunity for meaningful dialogue between the local leaders and national sectoral agencies to identify issues constraining local development and finding ways to address them.
Management Response: [Added: 2009/12/17]

Disagree. UNDP acknowledges the need for regular visits to the outer island, however this recommendation falls outside the ambit of this Project, and would best be addressed by Government as part of infrastructure development.

Key Actions:

11. Recommendation: Explore the possibility of establishing a local government network to promote sharing of ideas and experiences in decentralization among Kaupule elected officials. This network can serve as a forum for discussing issues related to the implementation of the FA, and a means to engage in productive dialogue with central government regarding local governance concerns.
Management Response: [Added: 2009/12/17]

Agree in principle. This concept has merit and could be a more effective means to enable central-local dialogue. Another development partner is currently leading this initiative.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
UNDP to discuss this recommendation with Government
[Added: 2010/01/27]
UNDP Governance Team 2008/09 Completed
12. Recommendation: Strengthen monitoring and evaluation functions of the MHARD, particularly in monitoring island development projects. It would be worth considering assigning at least 2 dedicated monitoring and evaluation officers for FTF and other island projects.
Management Response: [Added: 2009/12/17]

Disagree. While M&E frameworks are important, this recommendation would require a review of the Tuvalu Public management systems.

Key Actions:

13. Recommendation: Pilot the establishment of a vocational training school in one of the outer islands to address the issue of lack of skilled labour and the need for income generating activities for the youth. The vocational school is envisioned to fabricate light tools and machineries and manufacture wood works that can be used for construction and engineering work.
Management Response: [Added: 2009/12/17]

Disagree. This does not align with UNDPs comparative advantage in local governance and is unlikely to be achieved within a year project.

Key Actions:

14. Recommendation: Continued advocacy for strengthening the Falekaupule Act should be sustained through research and documentation and continuous dialogue between local and central government to address local governance issues.
Management Response: [Added: 2009/12/17]

Agree in part. Another development partner is currently working in this area and therefore UNDP?s role would need to be further explored.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Explore options for enhancing central/local dialogue as part of phase 2
[Added: 2010/01/27]
UNDP Governance Team 2008/09 Completed
15. Recommendation: In support to the implementation of the FA, develop model standing orders to help local governments efficiently manage their day to day operations.
Management Response: [Added: 2009/12/17]

Agree. This work commenced in phase 1, therefore it is logical to complete it in phase 2, if possible in partnership with the Office of the Attorney General.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Completion of standing orders to be proposed for phase 2.
[Added: 2010/01/27]
UNDP Governance Team 2008/09 Completed
16. Recommendation: Define and implement a strategy for strengthening demand for good governance. Future interventions should focus on building organizational capacities of civil society organizations (CSOs) targeting youth and women?s groups, to equip them with leadership and advocacy skills so they may be empowered to demand for their rights from their local governments. This will also enable them to participate meaningfully in the overall island governance.
Management Response: [Added: 2009/12/17]

Agree in principle. However, such a strategy would ideally be aligned with other development partners? work in this area.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
UNDP to explore further with development partners.
[Added: 2010/01/27]
UNDP Governance Team 2008/09 Completed
17. Recommendation: Ensure consistency in the design in terms of strategies being operationalized with the outcomes and outputs in the project?s results framework, and clear linkages between outputs and outcome(s) being identified. Further, develop SMART indicators at output and outcome levels which will enable monitoring of progress.
Management Response: [Added: 2009/12/17]

Agree. Future project designs will be conducted in accordance with UNDP corporate requirements, including Results Based Management (RBM) and Prince 2.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
UNDP to complete future project design in accordance with its corporate requirements.
[Added: 2010/01/27]
UNDP Governance Team 2008/09 Completed
18. Recommendation: One possibility is to second staff from other departments (e.g. Attorney General?s Office) to DRD to provide dedicated service to the local governments. MHARD may also expand and strengthen the KPMTF and develop it into a ?quick response team? for the outer islands. The new proposed policy for the DRD and its modified structure may help ensure sustainability when approved by Cabinet.
Management Response: [Added: 2009/12/17]

Disagree. Secondment of staff does not address human resource limitations and may in fact exacerbate them.

Key Actions:

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