Evaluation Detail

Millennium Village Programme Final Evaluation

Evaluation Plan:: 2010-2011, Mozambique
Evaluation Type:: Final Project
Planned End Date:: 06/2012
Completion Date:: 06/2013
Status:: Completed
Management Response:: Yes
Evaluation Budget(US $):: 30,000

Document	Type	Language	Size	Status	Downloads
MV Programme Final Evaluation Report.pdf	report	English	630.47 KB	Posted	843
ToRs Millennium Villages Final Evaluation.pdf	tor	English	198.27 KB	Posted	497

Title

Millennium Village Programme Final Evaluation

Atlas Project Number:

00057644

Evaluation Plan:

2010-2011, Mozambique

Evaluation Type:

Final Project

Status:

Completed

Completion Date:

06/2013

Planned End Date:

06/2012

Management Response:

Yes

Focus Area:

1. Democratic Governance

Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)

1. Civil society, including civil society organizations and voluntary associations, and the private sector contribute to the MDGs in support of national planning strategies and policies
2. Strengthened national, regional and local level capacity to mainstream gender equality and women's empowerment in government policies and institutions

Evaluation Budget(US $):

30,000

Source of Funding:

71309

Joint Programme:

Joint Evaluation:

Evaluation Team members:

Name	Title	Email	Nationality
Annie N. Nielsen	Team Leader
Khanysa E. Mabyeka	Gender Consultant

GEF Evaluation:

Key Stakeholders:

MCT, Un agencies, MVs, Japan

Countries:

MOZAMBIQUE

Comments:

Strategic Plan Areas - Democratic Governance; Partners - MCT

Lessons
Findings

Recommendations
1	A careful selection of interventions is recommended, based on prioritising those that will lead to greater sustainability and integration into the local development agenda.
2	A specific focus should be placed on the further strengthening of the local committees through capacity-building efforts in planning and monitoring and leadership.
3	We recommend the provision of on-going training to programme staff in order to enhance its capacity to include gender into all programme areas.
4	Project management?s successes with building partnerships at different levels should be pursued in the second phase, with a specific view to creating permanent partnerships at the local level, to ensure alternative sources of support when the MVP resources dry up. Essential partners at district level are government institutions that have a mandate in the areas of agricultural extension, and the provision of education and health services. Strategic partnerships should also involve civil society and private sector entities that may benefit from implementing activities, either commercial or social in well-organised communities.
5	We recommend that this work be continued and intensified, through the development of partnerships with social media channels such as television programmes, radio programmes and newspaper articles. The PVM website should be updated, and used as an important information sharing tool. Lessons learned should be documented for wider dissemination.
6	We strongly recommend that a proper baseline survey be conducted, which can provide clear data on which to build benchmarks and target indicators, to help the internal monitoring of project progress during the second phase, and a secure base for an external final impact evaluation.
7	A gender profile of the MVs should be done at the beginning of the 2nd cycle so that there is data to monitor where the changes are occurring and if they are due to the MVP. A revision of the M&E tools is recommended in order to include gender sensitive information (including sex-disaggregated information), which inform on how the programme is contributing to gender equality.
8	The creation of associations, and the strengthening of already existing ones, to improve income generation should be one of the focus points for this component. There is a need for further training of members of the associations in financial management, and support to the official registration of them, to make them more self-reliant in the medium term.
9	The results of the first phase show a need for a more careful introduction of new types of crops and livestock, in order to avoid disappointment among the community members. Small market studies should be carried out; to establish which products would have the most profitable outcome and secure that value chains do exist to guarantee that products reach the appropriate market.
10	The creation of youth corners allows young people to develop new skills that can help them produce an income, besides becoming more aware of how to deal with health and reproductive issues. We suggest that the programme explores whether courses offered by the INEFP through its mobile training programme might be applied in each of the villages. We also recommend that the programme produces or borrows literacy material in order to help learners reflect on topics such as HIV/AIDS and gender while learning to read and write.
11	This could be a good opportunity to introduce early in the education of children issues related to water and sanitation, HIV prevention and care of HIV positive people, sexual harassment fair division of work by boys and girls and women and men, offering examples of women taking traditional male roles such as road construction and vice-versa.
12	We recommend the continued capacity building of the committees to expand their valuable work to spread information on issues related to health and sanitation, including nutritional issues. In this component, we recommend that more systematic data collection be included in the monitoring activities, in order for the programme to document improvements, which may be ascribed to the specific project activities. Regarding the HIV component, there should be a more stable partnership with the public health sector so that access to condoms for example is continuous. The programme does not need to distribute condoms itself; it should inform beneficiaries where they are available for free or not during the sensitization campaigns. The MVP only distributed condoms during the 1st year of implementation.

1. Recommendation: A careful selection of interventions is recommended, based on prioritising those that will lead to greater sustainability and integration into the local development agenda.

Management Response: [Added: 2014/04/01]

The project is closed. The CO will take this recommendation into consideration for its future planning of similar interventions and will be available to provide its expertise to the IP and future partners as needed.

Key Actions:

2. Recommendation: A specific focus should be placed on the further strengthening of the local committees through capacity-building efforts in planning and monitoring and leadership.

Management Response: [Added: 2014/04/01]

The project is closed. The CO will take this recommendation into consideration for its future planning of similar interventions.

Key Actions:

3. Recommendation: We recommend the provision of on-going training to programme staff in order to enhance its capacity to include gender into all programme areas.

Management Response: [Added: 2014/04/01]

The project is closed. The CO will take this recommendation into consideration for its future planning of similar interventions.

Key Actions:

4. Recommendation: Project management?s successes with building partnerships at different levels should be pursued in the second phase, with a specific view to creating permanent partnerships at the local level, to ensure alternative sources of support when the MVP resources dry up. Essential partners at district level are government institutions that have a mandate in the areas of agricultural extension, and the provision of education and health services. Strategic partnerships should also involve civil society and private sector entities that may benefit from implementing activities, either commercial or social in well-organised communities.

Management Response: [Added: 2014/04/01]

The project is closed and no second phase is foreseen. However the country office will always be open to advise the IPs on these issues and will take this recommendation into consideration for its future planning of similar interventions.

Key Actions:

5. Recommendation: We recommend that this work be continued and intensified, through the development of partnerships with social media channels such as television programmes, radio programmes and newspaper articles. The PVM website should be updated, and used as an important information sharing tool. Lessons learned should be documented for wider dissemination.

Management Response: [Added: 2014/04/01]

The project is closed and no second phase is foreseen. The CO will take this recommendation into consideration and improve the knowledge management and communication in future projects.

Key Actions:

6. Recommendation: We strongly recommend that a proper baseline survey be conducted, which can provide clear data on which to build benchmarks and target indicators, to help the internal monitoring of project progress during the second phase, and a secure base for an external final impact evaluation.

Management Response: [Added: 2014/04/01]

The project has been closed and no second phase is foreseen. The CO will take this recommendation into consideration its future planning exercises.

Key Actions:

7. Recommendation: A gender profile of the MVs should be done at the beginning of the 2nd cycle so that there is data to monitor where the changes are occurring and if they are due to the MVP. A revision of the M&E tools is recommended in order to include gender sensitive information (including sex-disaggregated information), which inform on how the programme is contributing to gender equality.