Public Private Partnerships for the Urban Environment

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Evaluation Plan:
2008-2012, Lesotho
Evaluation Type:
Project
Planned End Date:
04/2009
Completion Date:
03/2010
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
9,000

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Title Public Private Partnerships for the Urban Environment
Atlas Project Number:
Evaluation Plan: 2008-2012, Lesotho
Evaluation Type: Project
Status: Completed
Completion Date: 03/2010
Planned End Date: 04/2009
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
Evaluation Budget(US $): 9,000
Source of Funding: Project
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Team Leader
GEF Evaluation: No
Key Stakeholders: MCC
Countries: LESOTHO
Lessons
Findings
Recommendations
1 Evaluation recommendation 1. The evaluation found that whilst the project contributed to greater awareness of and knowledge about PPPs within the municipality and amongst stakeholders, more work needs to be done to create the desired enabling policy and regulatory environment 1.1 Efforts should be continued to build knowledge about and awareness of PPPs in key national ministries and in the MCC and an overarching and MCC-specific policy and legislative framework should be established 1.2 That the guidelines and regulations for PPPs for the MCC should be operationalised in the management of all future PPPs
2 Evaluation recommendation 2. The evaluation found that good capacity has been built in the MCC and amongst stakeholders for the use of the PPP modality and all things being equal, the MCC is now in the position to effectively manage new PPPs. It is nevertheless recommended that: 1. Additional capacity building should be provided to MCC officials, particularly in directorates beyond Planning and Development and in the parent MLG&C; 2. Whilst training for the important function of monitoring has been provided through the project, additional and tailor-made training should be made available for officials responsible for the monitoring of PPP projects coming on stream; 3. Resources for some capacity and team building for the planned Steering Committee should be made available, due to the importance of the oversight function for this new service delivery modality the MCC is embarking on, which should also be accompanied by some role definition and allocation; 4. Finally, efforts should be continued to address the management, systems, financial and human resource challenges facing the municipality, including through proposals for the establishment of a PPP Task Team at the centre of the municipality, as well as mooted change management and restructuring processes, in order to create a more enabling environment for efficient service delivery through PPPs.
3 Evaluation recommendation 3. Whilst the pilot solid waste management achieved numerous successes, it was also subject to a number of challenges, chief of them being its implementation in the absence of critical prerequisites. It is therefore recommended that: 1. New solid waste management initiatives should be framed and implemented through the PPP modalities recommended by the MCC, in order amongst other things, to continue to service public expectations and prevent further injury to the credibility of the MCC; 2. Specialist short-term assistance, possibly from the PPPUE unit in Johannesburg, South Africa as well as from local experts should be made available to frame these new solid waste management projects; 3. Consultative and planning processes should be undertaken to identify other service delivery projects that can be implemented using the PPP modality; 4. A short to medium term planning and implementation cycle should be developed for the implementation of these new PPP service delivery initiatives; 5. For all the above, high-level leadership and funding commitment should be solicited and secured from the MLG&C; and Pipeline UNDP and UN-HABITAT programmes and projects should be adapted to support these short to medium term service delivery objectives and should be accompanied by substantive monitoring and oversight capacity
1. Recommendation: Evaluation recommendation 1. The evaluation found that whilst the project contributed to greater awareness of and knowledge about PPPs within the municipality and amongst stakeholders, more work needs to be done to create the desired enabling policy and regulatory environment 1.1 Efforts should be continued to build knowledge about and awareness of PPPs in key national ministries and in the MCC and an overarching and MCC-specific policy and legislative framework should be established 1.2 That the guidelines and regulations for PPPs for the MCC should be operationalised in the management of all future PPPs
Management Response: [Added: 2010/03/10]

Management concurs with the recommendations. The evaluation was conducted at the end of the pilot phase of PPP in Lesotho to document lessons learnt from the initial work, but also and most importantly to inform the design of the successor programme PPP for Integrated Solid Waste Management that was to be submitted by October 2009. As such this recommendation is properly and fully incorporated into the successor project and its activities.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.1 Awareness building activities incorporated in the new project document and specific attention provided to involve ministries over and above MCC alone
[Added: 2010/03/10]
Lineo Mdee 2009/10 Completed Incorporated in document
1.2 PPP management integrated into the future activities of MCC
[Added: 2010/03/10]
Lineo Mdee 2009/10 Completed Incorporated in document
2. Recommendation: Evaluation recommendation 2. The evaluation found that good capacity has been built in the MCC and amongst stakeholders for the use of the PPP modality and all things being equal, the MCC is now in the position to effectively manage new PPPs. It is nevertheless recommended that: 1. Additional capacity building should be provided to MCC officials, particularly in directorates beyond Planning and Development and in the parent MLG&C; 2. Whilst training for the important function of monitoring has been provided through the project, additional and tailor-made training should be made available for officials responsible for the monitoring of PPP projects coming on stream; 3. Resources for some capacity and team building for the planned Steering Committee should be made available, due to the importance of the oversight function for this new service delivery modality the MCC is embarking on, which should also be accompanied by some role definition and allocation; 4. Finally, efforts should be continued to address the management, systems, financial and human resource challenges facing the municipality, including through proposals for the establishment of a PPP Task Team at the centre of the municipality, as well as mooted change management and restructuring processes, in order to create a more enabling environment for efficient service delivery through PPPs.
Management Response: [Added: 2010/03/10]

Management response: Management concurs with the recommendations. Again, giving the timing of the evaluation, the recommendations could easily be integrated in the new PPP project document. One major challenge that is only limitedly highlighted here is the financial sustainability of the PPP itself which is addressed through the project by innovative pro-poor fee structures.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.1 Identification of capacity development beyond training and exposure in project document ? including national volunteers (through the corps) that will eventually be absorbed
[Added: 2010/03/10]
Lineo Mdee 2009/10 Overdue-Initiated Incorporated in document, 2 volunteers deployed feb 2010
2.2 Identification of additional training for officials (through amongst others WASTE as partner)
[Added: 2010/03/10]
Lineo Mdee 2009/10 Overdue-Initiated Incorporated in document, training dates planned
2.3 Formal establishment and regular meetings of the steering committee (or project board)
[Added: 2010/03/10]
Lineo mdee 2009/10 Overdue-Initiated Incorporated in document, project manager assigned and roles defined
2.4Financial sustainability addressed through innovative and pro-poor fee structures and collection mechanism
[Added: 2010/03/10]
Lineo Mdee 2009/10 Overdue-Initiated Incorporated in document
2.5 Review of PPP management structure in MCC
[Added: 2010/03/10]
Lineo Mdee 2009/10 Overdue-Not Initiated Incorporated in document, project manager assigned and roles defined
3. Recommendation: Evaluation recommendation 3. Whilst the pilot solid waste management achieved numerous successes, it was also subject to a number of challenges, chief of them being its implementation in the absence of critical prerequisites. It is therefore recommended that: 1. New solid waste management initiatives should be framed and implemented through the PPP modalities recommended by the MCC, in order amongst other things, to continue to service public expectations and prevent further injury to the credibility of the MCC; 2. Specialist short-term assistance, possibly from the PPPUE unit in Johannesburg, South Africa as well as from local experts should be made available to frame these new solid waste management projects; 3. Consultative and planning processes should be undertaken to identify other service delivery projects that can be implemented using the PPP modality; 4. A short to medium term planning and implementation cycle should be developed for the implementation of these new PPP service delivery initiatives; 5. For all the above, high-level leadership and funding commitment should be solicited and secured from the MLG&C; and Pipeline UNDP and UN-HABITAT programmes and projects should be adapted to support these short to medium term service delivery objectives and should be accompanied by substantive monitoring and oversight capacity
Management Response: [Added: 2010/03/10]

Management concurs with the recommendations. All of the recommendations have been taken on board through the development of the new PPP ISWM project with help from WASTE (NGO from the Netherlands on waste management) as well as the regional center. The regional center also deployed a specialist for 6 weeks from their team to work with MCC on documentation of best practices and overall structuring of the PPP efforts. So far, UNDP?s support remains limited to PPP on waste management as a key driver while the lessons from this are being applied by MCC (and others) to work on other PPPs. Several successful examples already exist. In addition UNDP is working with broader Government on a PPP policy note.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
3.1 New PPP project to be developed taking into account lessons learned.
[Added: 2010/03/10]
Lineo Mdee No due date No deadline established Done
3.2 PPP unit to deploy expert for several weeks to work with MCC on lessons learned and framing of new project
[Added: 2010/03/10]
Lineo Mdee 2009/10 Completed One expert has been deployed for 6 weeks
3.3 Planning for other PPP initiatives ? this will be limited to development of a PPP policy note as UNDP cannot invest in more PPPR intitives at this stage.
[Added: 2010/03/10]
Lineo Mdee 2009/10 Overdue-Initiated Policy note on PPP is being

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