Community centered sustainable development project and early recovery project

Report Cover Image
Evaluation Plan:
2008-2012, Samoa
Evaluation Type:
Project
Planned End Date:
03/2011
Completion Date:
10/2011
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
30,000

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Title Community centered sustainable development project and early recovery project
Atlas Project Number:
Evaluation Plan: 2008-2012, Samoa
Evaluation Type: Project
Status: Completed
Completion Date: 10/2011
Planned End Date: 03/2011
Management Response: Yes
Focus Area:
  • 1. Environment & Sustainable Development
  • 2. Cross-cutting Development Issue
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. National and local governments and communities have the capacities to adapt to climate change and make inclusive and sustainable environment & energy decisions benefitting in particular under-served populations
  • 2. UNDP programmes/projects integrate capacity development
Evaluation Budget(US $): 30,000
Source of Funding: Project Budget
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Nationality
Gouri Team Leader
GEF Evaluation: No
Key Stakeholders: Gov't of CKI, Niue, Samoa & Tokelau, NGO's Devpt Partners, UNDP, Communities
Countries: SAMOA
Lessons
Findings
Recommendations
1 SAMOA CCSDP 1. The CCSDP project has been a flagship project for UNDP. It was instrumental in providing the community to come together to discuss their development needs and develop a plan for their own development. The inclusion of vulnerable sections was an important effort for strengthening participation based on equity and gender. However, the momentum and the initial thrust on involving community lost its edge when no one went back to the project area for follow-ups with community and participatory processes. Therefore as a first step, it is recommended that immediate field visits be made to the project villages to follow-up on LED and sustainable environment sustainability interventions. 2. A community oriented project like CCSDP pre-assumed regular and frequent presence of project staff in all the project sites, therefore regular field visits be undertaken by the staff henceforth. 3. Since nothing much happened beyond VSDP preparation; therefore it is recommended that no more funds be spent on developing VSDPs, rather on LED and sustainable environment management. 4. It is also important that the VSDPs are shared with the Ministries and the donors to ensure that the developmental priorities reflected in them (but are not part of the project) are addressed. 5. Women were expected to have key role in the project in the three project components. It is imperative that keeping the gender strategy in mind, focused and planned interventions need to be planned to ensure participation of women. To begin with it is recommended that: a. at the village level - a list of vulnerable villages, the existing women groups, ensuring substantial representation and participation of women in Village Councils and identification of viable income generation need to be enlisted and appropriate followups done. b. at the country level, a comprehensive gender strategy be followed in terms of developing gender disaggregated data for every sector and every development initiatives; strengthening women groups, women councils, women commissions; initiating gender budgeting and gender audit in all the four countries 6. CCSDP worked through the community and did work closely with the Village Councils in Samoa which is the main local governance structure. The relationship between these structures and the village development committees or the village action teams was not however, institutionalized. Therefore, it is recommended that through CCSDP, effort is made for capacity building and greater involvement of these traditional and important local government structures. Also it is important for the donors to think of working through the village councils and/or other existing VLIs like women groups, youth groups rather than create separate project based ad-hoc community structures which are unsustainable and die at the end of the project. 7. The monitoring and evaluation system in the project needs to be streamlined. Efforts have already begun towards this but it is important to have gender disaggregated data for each village/ interventions, assimilation and systematization of the data at the project level is very important. The PSU at UNDP along with the project team could look into how to simplify reporting and systematize the data bank and the availability of information. 8. CCSDP has positive and noteworthy effect on the lives of people as it gave them opportunity to be part of planning the activities for the development of their villages, therefore it is important that the best practices, innovative strategies and even constraints faced need to be documented. This qualitative documentation can be in the form of process documentation and case studies. 9. CCSDP has positive and noteworthy effect on the lives of people as it gave them opportunity to be part of planning the activities for the development of their villages, therefore it is important that the best practices, innovative strategies and even constraints faced need to be documented. This qualitative documentation can be in the form of process documentation and case studies. 10. To increase awareness and sensitization on gender, environment, climate change, EWS, DRR, micro-planning, strengthening local governance etc; IEC material in the form of posters, banners, pamphlets, games, AV CDs etc should be developed and disseminated. Thematic newsletters on DRR/ DRM/ EWS, gender and climate change/ environmental sustainability could also be initiated. 11. For all multi-country projects, there needs to be a provision of experience sharing and learning from each workshop, so that the project implementing teams can learn from each other?s efforts and innovative approaches. Exposure and exchange visits among the project countries may also be organized. 12. CCSDP prodoc did not have an exit strategy. It is essential that in every project document, provision of baseline, monitoring and evaluation and exit/ withdrawal strategy are inbuilt. 13. It is important at this stage in CCSDP, to take stock of the situation as it exists, relook at the project document as part of midcourse modifications in implementation strategies and subsequently plan for a withdrawal phase so that the expected outcomes are visible by the end of the project. 14. The CCSDP is housed in the Environment and CPR Unit. CCSDP being a community oriented projects with focus on income generation activities, UNDP may think of housing it with GPRU. This will also facilitate convergence of project objectives and MDGs. 15. There is a need for installing stringent Monitoring and Evaluation Systems in the project. Collection, consolidation, compilation of information from government counterparts, partners, donors, CSO partners etc from the field is very important. Together with data collection, the MIS, Reporting system (monthly quarterly progress reports, handover notes etc),regular meetings(staff, units, inter-unit), meeting with partners, donors stakeholders, missions to countries all need to be systematised and strengthened. 16. At UNDP, the process to strengthen the Program Management is already underway and this is supportive to CCSDP as well. It is however recommended that to further hone the monitoring and evaluation and project management skills of the project staff, trainings and exposure visits to similar projects be organized.
2 Early Recovery Project SAMOA 1. The ERP was an important response initiative to support the communities after the tsunami in Samoa; the relief and coordination work done by UNDP was highly appreciated, however UNDP needs to take a lead in coordinating the DRR/ DRM program in Samoa on long-term strategy. 2. To increase awareness and sensitization on gender, environment, climate change, EWS, DRR, micro-planning, strengthening local governance etc., IEC material in the form of posters, banners, pamphlets, games, AV CDs etc. should be developed and disseminated. 3. Thematic newsletters covering DRR/ DRM/ EWS, gender and climate change/ environmental sustainability could be initiated for updates, awareness building and image projection by UNDP. 4. Since community, local village institutions, CBOs, CSOs are the first ones who had to face the disaster and are the first responders, therefore it is imperative that there is increased focus on their capacity building on EWS, preparation of village specific DRR plans, first aid, developing and using evacuation routes. The trainings should be greatly supported by relevant IEC material for increased awareness and dissemination. 5. DRR/ DRM should be an overarching issue in all future projects in the region in view of the vulnerability to disasters of Samoa, Cook Islands, Tokelau and Niue. Gender, environment sustainability, climate change adaptation are other overarching issues that are important to be incorporated in all ongoing and future projects of UNDP. 6. For all multi-country projects, there needs to be a provision of experience sharing workshops and learning from each, so that the project implementing teams can learn from each other?s efforts and innovative approaches. These needs to be well documented and video graphed for lesson learnt and dissemination. 7. DRR/ DRM projects should be planned for all the four countries as they are all vulnerable and need to be prepared and well equipped, should a disaster strikes. UNDP along with UNOCHA can prepare a multi pronged DRR/ DRM strategy for all the four countries.
3 Cook Islands CCSDP 1. The CCSDP project has been a flagship project for UNDP. In Cook Islands, it was instrumental in providing the community to come together to discuss their development needs and prepare a plan for their own development. The inclusion of vulnerable sections was an important effort for strengthening participation based on equity and gender in the planning process. However, there needs to be greater focus on LED and sustainable environment components. 2. It is also important at this stage in project to share the VSDP priorities with other Ministries, for exploring funding as well as for sustainability purposes. Women were expected to have key role in the project in the three project components. It is imperative that keeping the gender strategy in mind, focused interventions need to be planned to ensure participation of women. To begin with at the island level - a list of vulnerable villages, the existing women groups, ensuring substantial representation and participation of women in island Councils and identification of viable income generation activities need to be enlisted and appropriate followups done. At the country levels, a comprehensive gender strategy be followed in terms of developing gender disaggregated data for every sector and every development initiatives; strengthening women groups, women councils, women commissions; initiating gender budgeting and gender audit at national level. 3. CCSDP worked through the community and did work closely with the Island Councils in Cook Islands - the main local governance structure. The relationship between these structures and the village development committees or the village action teams was not however, institutionalized. Therefore, it is recommended that through CCSDP, effort is made for capacity building and greater involvement of these traditional and important local government structures. 4. The monitoring and evaluation system in the project needs to be streamlined. Efforts have already begun towards this but it is important to have gender disaggregated data for each village/ interventions, assimilation and systematization of the data at the project level is very important. 5. A project like CCSDP, which is community oriented needs to involve CSOs for community mobilization, facilitate participatory processes, carry out household survey, and create awareness about the project, capacity development. It is recommended that in this last year of the project, more CSOs be involved, especially those working in the areas of community participation, gender, environment, livelihoods to support the implementing partners in withdrawal from the project villages and provide the sustainability link to the project. 6. CCSDP has positive and noteworthy effect (due to community mobilization and strengthening bottom up planning) on the lives of people, therefore it is important that the best practices, innovative strategies and even constraints faced need to be documented. This qualitative documentation can be in the form of process documentation and case studies including audiovisual formats. 7. To increase awareness and sensitization on gender, environment, climate change, EWS, DRR, micro-planning, strengthening local governance etc; IEC material in the form of posters, banners, pamphlets, games, AV CDs etc. should be developed and disseminated. 8. For all multi-country projects, there needs to be a provision of experience sharing and learning through workshops and exchange visits, so that the project implementing teams can learn from each other?s efforts and innovative approaches. Exposure and exchange visits among the project countries may also be organized. 9. CCSDP prodoc did not have an exit strategy. It is essential that in the project a withdrawal plan be developed for ensuring ownership, transfer of assets created, sustainability and establishing replicable models. 10. It is important that UNDP has an official based in Cook Islands who provides technical oversight and monitoring support to the implementing partners. S/he will also provide the much needed liaison between UNDP and the partners.
4 Early Recovery Project Cook Islands 1. The ERP was an initiative to support the communities after the cyclone; UNDP took a lead in coordinating the recovery process but it is important that the efforts of UNDP are more visible. 2. To increase awareness and sensitization on gender, environment, climate change, EWS, DRR, micro-planning, strengthening local governance etc; IEC material in the form of posters, banners, pamphlets, games, AV CDs etc. should be developed and disseminated. Thematic newsletters on DRR/ DRM/ EWS, gender and climate change/ environmental sustainability could also be initiated. 3. Since community, local village institutions, CBOs, CSOs are the first ones who face the disaster and are the first responders, therefore it is imperative that there is increased focus on their capacity building on EWSs, preparation of village specific DRR plans, first aid, developing and using evacuation routes. The trainings should also be supported by relevant IEC material for increased awareness and dissemination. 4. In view of the vulnerability to disasters DRR/ DRM should be an overarching issue in all future projects in all the outer islands in Cooks. Gender, environment sustainability, climate change adaptation are other overarching issues that are important to be incorporated in all ongoing and future projects of UNDP. 5. For all multi-country projects, there needs to be a provision of experience sharing workshops and learning from each, so that the project implementing teams can learn from each other?s efforts and innovative approaches. 6. It is recommended that the implementation of this project, for practical purposes, be made on a Grant basis to the Aid Management Department of the Ministry of Finance, similar to other UNDP (and other donors for that matter) funded projects. Financial reports will then be thatsubmitted by Department. 7. DRR/ DRM projects should be planned for all the four countries as they are all vulnerable and need to be prepared and well equipped, should a disaster strikes. UNDP along with UNOCHA can prepare a multi pronged DRR/ DRM strategy for all the four countries.
5 NIUE CCSDP 1. Niue is a small country and had only two villages to pilot the project. The project team including the implementing partner-DCA have been actively involved and performed their responsibilities in implementing the CCSDP; however it is important that the project moves beyond the VSDP development and consultation phase to really have a visible impact in terms of the project investments. Time bound action plan for implementation of the LED and sustainable environment management needs to be developed by project team and DCA and shared at the earliest with UNDP. 2. Women played an important role as project personnel and as active village committee members, however their role needs to be strengthened as part of gender strategy that needs to be developed and actualised. 3. There has to be a strategic focus on identification and promoting viable green IGAs especially involving women. 4. Due to geographical distance of Niue from Samoa, DCA was implementing the project on its own with some inputs here and there from UNDP in the form of planning the next steps and developing AWPs; but it is important that UNDP has a staff posted in Niue to provide support to the DCA in the form of technical backstopping and oversight. This staff can also monitor other projects of UNDP as well as help in developing a good rapport with government and donors in Niue. Alternately, the Project Manager who is paid by UNDP could be indoctrinated through integrating and orienting on the UNDP policies and procedures so that s/he also acts for image building of the UNDP as its representative. 5. CCSDP was a multi-country project and every country implemented it within the same framework but in a different situations. It is therefore recommended that there are frequent capacity building events or sharing workshops along with visits to other project countries be planned as a sustainability strategy where the project teams get opportunity to interact with each other and facilitate cross-learning. 6. The process that went into the development of VSDPs and village consultations were very intensive, it is therefore recommended that such processes are captured through documentation and video films in the form of case studies for wider sharing and replication of the experiential learning processes. 7. The monitoring and evaluation system in the project needs to be streamlined. Efforts have already begun towards this, but it is important to have gender disaggregated data for each village/ interventions, assimilation and systematization of the data at the project level. 8. A project like CCSDP, which is community oriented needs to involve CSOs actively as part of project for community mobilization, facilitate participatory processes, carry out household survey, and create awareness about the project, capacity development. It is recommended that in the last year of the project, it is important to involve the CSOs working especially in the area of community participation, gender, environment and livelihoods to support the implementing partners in withdrawal from the project villages and provide the sustainability link to the project. 9. CCSDP prodoc did not have an exit strategy. It is essential that every project document has inbuilt provision of baseline, monitoring and evaluation and exit/ withdrawal strategy. In the last year, project should move as per a quickly worked out exit/ withdrawal strategy for ensuring sustainability of the interventions. 10. There is a need for installing stringent Monitoring and Evaluation Systems in the project. Collection, consolidation, compilation of information from government counterparts, partners, donors, CSO partners etc. from the field is very important. Together with data collection, the MIS, reporting systems (monthly quarterly progress reports, handover notes etc., regular meetings (staff, units, inter-unit), meeting with partners, donors, other stakeholders, missions to countries all need to be systematized and strengthened through capacity building interventions of the project staff in different country programs.
6 Tokelau CCSDP 1.CCSDP was a multi-country project and every country implemented it within the same framework but in a different situation. It is therefore recommended that the project teams get an opportunity to interact with each other and visit the other project countries to learn from each other. A visit of all country project teams to Tokelau must be organized and similarly the project beneficiaries and implementers also get to visit other countries. 2. The process that went into the development of VSDPs and village consultations were very intensive, it is therefore recommended that such processes are captured in the form of case studies and video films for replication.3. A project like CCSDP, which is community oriented, needs to involve CSOs for community mobilization, facilitate participatory processes, carry out household survey, and create awareness about the project, capacity development. It is recommended that in the last year of the project, it is important to involve the CSOs working especially in the area of community participation, gender, environment and livelihoods to support the implementing partners in withdrawal from the project villages and provide the sustainability link to the project. 4. The last year of the project needs strategic focus on the implementation of activities under LED and Sustainable Environment Management components so as to have real impact reflected as in final outputs and impact after the project closure. 5. CCSDP prodoc did not have an exit strategy. It is essential that in every project document, provision of baseline, monitoring and evaluation and exit/ withdrawal strategy are there. 6. There is a need for installing stringent Monitoring and Evaluation Systems in the project.
1. Recommendation: SAMOA CCSDP 1. The CCSDP project has been a flagship project for UNDP. It was instrumental in providing the community to come together to discuss their development needs and develop a plan for their own development. The inclusion of vulnerable sections was an important effort for strengthening participation based on equity and gender. However, the momentum and the initial thrust on involving community lost its edge when no one went back to the project area for follow-ups with community and participatory processes. Therefore as a first step, it is recommended that immediate field visits be made to the project villages to follow-up on LED and sustainable environment sustainability interventions. 2. A community oriented project like CCSDP pre-assumed regular and frequent presence of project staff in all the project sites, therefore regular field visits be undertaken by the staff henceforth. 3. Since nothing much happened beyond VSDP preparation; therefore it is recommended that no more funds be spent on developing VSDPs, rather on LED and sustainable environment management. 4. It is also important that the VSDPs are shared with the Ministries and the donors to ensure that the developmental priorities reflected in them (but are not part of the project) are addressed. 5. Women were expected to have key role in the project in the three project components. It is imperative that keeping the gender strategy in mind, focused and planned interventions need to be planned to ensure participation of women. To begin with it is recommended that: a. at the village level - a list of vulnerable villages, the existing women groups, ensuring substantial representation and participation of women in Village Councils and identification of viable income generation need to be enlisted and appropriate followups done. b. at the country level, a comprehensive gender strategy be followed in terms of developing gender disaggregated data for every sector and every development initiatives; strengthening women groups, women councils, women commissions; initiating gender budgeting and gender audit in all the four countries 6. CCSDP worked through the community and did work closely with the Village Councils in Samoa which is the main local governance structure. The relationship between these structures and the village development committees or the village action teams was not however, institutionalized. Therefore, it is recommended that through CCSDP, effort is made for capacity building and greater involvement of these traditional and important local government structures. Also it is important for the donors to think of working through the village councils and/or other existing VLIs like women groups, youth groups rather than create separate project based ad-hoc community structures which are unsustainable and die at the end of the project. 7. The monitoring and evaluation system in the project needs to be streamlined. Efforts have already begun towards this but it is important to have gender disaggregated data for each village/ interventions, assimilation and systematization of the data at the project level is very important. The PSU at UNDP along with the project team could look into how to simplify reporting and systematize the data bank and the availability of information. 8. CCSDP has positive and noteworthy effect on the lives of people as it gave them opportunity to be part of planning the activities for the development of their villages, therefore it is important that the best practices, innovative strategies and even constraints faced need to be documented. This qualitative documentation can be in the form of process documentation and case studies. 9. CCSDP has positive and noteworthy effect on the lives of people as it gave them opportunity to be part of planning the activities for the development of their villages, therefore it is important that the best practices, innovative strategies and even constraints faced need to be documented. This qualitative documentation can be in the form of process documentation and case studies. 10. To increase awareness and sensitization on gender, environment, climate change, EWS, DRR, micro-planning, strengthening local governance etc; IEC material in the form of posters, banners, pamphlets, games, AV CDs etc should be developed and disseminated. Thematic newsletters on DRR/ DRM/ EWS, gender and climate change/ environmental sustainability could also be initiated. 11. For all multi-country projects, there needs to be a provision of experience sharing and learning from each workshop, so that the project implementing teams can learn from each other?s efforts and innovative approaches. Exposure and exchange visits among the project countries may also be organized. 12. CCSDP prodoc did not have an exit strategy. It is essential that in every project document, provision of baseline, monitoring and evaluation and exit/ withdrawal strategy are inbuilt. 13. It is important at this stage in CCSDP, to take stock of the situation as it exists, relook at the project document as part of midcourse modifications in implementation strategies and subsequently plan for a withdrawal phase so that the expected outcomes are visible by the end of the project. 14. The CCSDP is housed in the Environment and CPR Unit. CCSDP being a community oriented projects with focus on income generation activities, UNDP may think of housing it with GPRU. This will also facilitate convergence of project objectives and MDGs. 15. There is a need for installing stringent Monitoring and Evaluation Systems in the project. Collection, consolidation, compilation of information from government counterparts, partners, donors, CSO partners etc from the field is very important. Together with data collection, the MIS, Reporting system (monthly quarterly progress reports, handover notes etc),regular meetings(staff, units, inter-unit), meeting with partners, donors stakeholders, missions to countries all need to be systematised and strengthened. 16. At UNDP, the process to strengthen the Program Management is already underway and this is supportive to CCSDP as well. It is however recommended that to further hone the monitoring and evaluation and project management skills of the project staff, trainings and exposure visits to similar projects be organized.
Management Response: [Added: 2012/01/03] [Last Updated: 2012/01/03]

1. In keeping with the MCOs M & E plan for 2011, the project manager and project coordinator have been tasked with site visits to the project sites to document the progress of project activities. 2. Project officers to work more (visible) in and with the community for implementation of project activities. 3. As per tripartie meeting between UNDP and the Government of Samoa. It was generally agreed that no more new VSDPs are to be developed but for the project to move towards implementation of the activities. 4. This has been incorporated into the revised workplan for the VSDP to have CIM plans incorpated and available both in English and Samoa and disseminated to the public. 5. Gender needs to more evidently mainstreamed in the project, Gender mainstreaming training will be conducted by UNDP with implementing partners. 6. CCSDP to continue to use and enforce the existing structures within the community to channel project activities. 7. Monitoring and Evaluation has been incorporated in the revised workplan using exisiting UNDP M&E tools for e.g. SMART.8. CSOS for community mobilisation has been Incorporated in the revised workplan. 9. Knowledge management and lessons learnt is incorporated in the revised workplan. 10. The project to produce thematic awareness materials compliment awareness materiasl as well as effective Communications for development with M & E. 11. Knowledge management and lessons learnt to be captured now as nearing the end of the project. 12. Exit strategy to be incorporated in the workplan. 13. The CCSDP project has been on hold till the project evaluation and management response are in place and hence the workplan has been revised to reflect the recommendations in the project evaluation. 14. As the project is linked to the UNDAF outcome 4 on sustainable environmental management, it will remain within the environment unit but will be co-managed with the GPR unit. 15. Through the approved M & E plan of the MCO, Monitoring and Evaluation incorporated in the revised workplan using exisiting UNDP M&E tools for e.g. SMART as well as the MWCD existing structures for example the Aiga ma Nuu manuia who provide baseline information on the current status of living conditions of people in the community. 16. In keeping with the MCOs M & E plan for 2011, the project manager and project coordinator have been tasked with site visits to the project sites to document the progress of project activities.

Key Actions:

2. Recommendation: Early Recovery Project SAMOA 1. The ERP was an important response initiative to support the communities after the tsunami in Samoa; the relief and coordination work done by UNDP was highly appreciated, however UNDP needs to take a lead in coordinating the DRR/ DRM program in Samoa on long-term strategy. 2. To increase awareness and sensitization on gender, environment, climate change, EWS, DRR, micro-planning, strengthening local governance etc., IEC material in the form of posters, banners, pamphlets, games, AV CDs etc. should be developed and disseminated. 3. Thematic newsletters covering DRR/ DRM/ EWS, gender and climate change/ environmental sustainability could be initiated for updates, awareness building and image projection by UNDP. 4. Since community, local village institutions, CBOs, CSOs are the first ones who had to face the disaster and are the first responders, therefore it is imperative that there is increased focus on their capacity building on EWS, preparation of village specific DRR plans, first aid, developing and using evacuation routes. The trainings should be greatly supported by relevant IEC material for increased awareness and dissemination. 5. DRR/ DRM should be an overarching issue in all future projects in the region in view of the vulnerability to disasters of Samoa, Cook Islands, Tokelau and Niue. Gender, environment sustainability, climate change adaptation are other overarching issues that are important to be incorporated in all ongoing and future projects of UNDP. 6. For all multi-country projects, there needs to be a provision of experience sharing workshops and learning from each, so that the project implementing teams can learn from each other?s efforts and innovative approaches. These needs to be well documented and video graphed for lesson learnt and dissemination. 7. DRR/ DRM projects should be planned for all the four countries as they are all vulnerable and need to be prepared and well equipped, should a disaster strikes. UNDP along with UNOCHA can prepare a multi pronged DRR/ DRM strategy for all the four countries.
Management Response: [Added: 2012/01/03] [Last Updated: 2012/01/03]

1. DRR/DRM national structures are already inplace with their National Disaster Management plan in review. UNDP to continue to provide support and funding in DRR/DRM activities. 2. ER to recruit a national UNV and a national communications consultant to implement awareness raising activities and produce thematic awareness materials. 3. ER to recruit a national UNV and a national communications consultant to implement awareness raising activities. 4. As discussed in the tripartie meeting between UNDP and the government of Samoa. The project needs to move from the planning phase more into implementing DRR activites. 5. DRR/DRM risks are to be incorparated where applicable to future UNDP projects. 6. ER to recruite a communication consultant to implement awareness raising activities. UNDP to network using exisiting communication channels to implement this activity. The PM is currently engaged in the DRR toolkit for UNESCO in which ER project materials and lessons learnt are incorporated in the tool kit. 7. ER is a DIM project modality.

Key Actions:

3. Recommendation: Cook Islands CCSDP 1. The CCSDP project has been a flagship project for UNDP. In Cook Islands, it was instrumental in providing the community to come together to discuss their development needs and prepare a plan for their own development. The inclusion of vulnerable sections was an important effort for strengthening participation based on equity and gender in the planning process. However, there needs to be greater focus on LED and sustainable environment components. 2. It is also important at this stage in project to share the VSDP priorities with other Ministries, for exploring funding as well as for sustainability purposes. Women were expected to have key role in the project in the three project components. It is imperative that keeping the gender strategy in mind, focused interventions need to be planned to ensure participation of women. To begin with at the island level - a list of vulnerable villages, the existing women groups, ensuring substantial representation and participation of women in island Councils and identification of viable income generation activities need to be enlisted and appropriate followups done. At the country levels, a comprehensive gender strategy be followed in terms of developing gender disaggregated data for every sector and every development initiatives; strengthening women groups, women councils, women commissions; initiating gender budgeting and gender audit at national level. 3. CCSDP worked through the community and did work closely with the Island Councils in Cook Islands - the main local governance structure. The relationship between these structures and the village development committees or the village action teams was not however, institutionalized. Therefore, it is recommended that through CCSDP, effort is made for capacity building and greater involvement of these traditional and important local government structures. 4. The monitoring and evaluation system in the project needs to be streamlined. Efforts have already begun towards this but it is important to have gender disaggregated data for each village/ interventions, assimilation and systematization of the data at the project level is very important. 5. A project like CCSDP, which is community oriented needs to involve CSOs for community mobilization, facilitate participatory processes, carry out household survey, and create awareness about the project, capacity development. It is recommended that in this last year of the project, more CSOs be involved, especially those working in the areas of community participation, gender, environment, livelihoods to support the implementing partners in withdrawal from the project villages and provide the sustainability link to the project. 6. CCSDP has positive and noteworthy effect (due to community mobilization and strengthening bottom up planning) on the lives of people, therefore it is important that the best practices, innovative strategies and even constraints faced need to be documented. This qualitative documentation can be in the form of process documentation and case studies including audiovisual formats. 7. To increase awareness and sensitization on gender, environment, climate change, EWS, DRR, micro-planning, strengthening local governance etc; IEC material in the form of posters, banners, pamphlets, games, AV CDs etc. should be developed and disseminated. 8. For all multi-country projects, there needs to be a provision of experience sharing and learning through workshops and exchange visits, so that the project implementing teams can learn from each other?s efforts and innovative approaches. Exposure and exchange visits among the project countries may also be organized. 9. CCSDP prodoc did not have an exit strategy. It is essential that in the project a withdrawal plan be developed for ensuring ownership, transfer of assets created, sustainability and establishing replicable models. 10. It is important that UNDP has an official based in Cook Islands who provides technical oversight and monitoring support to the implementing partners. S/he will also provide the much needed liaison between UNDP and the partners.
Management Response: [Added: 2012/01/03] [Last Updated: 2012/01/03]

1, The revised workplan to focus more on LED and Sustainable environment management activities. 2. The MCO will conduct a gender training for all implementing partners in the 4th quarter 2011 whereby the Cook Islands CCSDP project coordinator will be trained in tools for gender mainstreaming and collection of gender desiminated data.3. The project to use and enforce existing community structures for the implementation of project activities. 4. The MCO will conduct a gender training for all implementing partners in the 4th quarter 2011 whereby the Cook Islands CCSDP project coordinator will be trained in tools for gender mainstreaming and collection of gender desiminated data. 5. In the final year UNDP will increase involvement of the CSOs in the activities regarding capacity building etc as recommended and will resource mobilise to CSOs to support this initiative. 6. lessons learnt and knowledge management will be captured for the project and to be incorporated in the revised workplan and will be discussed at the proposed sub regional project coordinators meeting. 7. The project to produce thematic awareness materials compliment awareness materiasl which are already in place. 8. The will be discussed in the proposed sub regional workshop for NPCs. 9. The exit strategy to be incorporated in the project workplan as recommended. 10. UNDP has now recruited a permanent staff who is the project manager for the CCSDP CKI project. The staff should provide the technical backstopping and improved communication between CKI and MCO-Samoa and should conduct site vists and attend project steering committee meetings. In the midterm-longterm a UNDP personnel will be posted in Cook Islands.

Key Actions:

4. Recommendation: Early Recovery Project Cook Islands 1. The ERP was an initiative to support the communities after the cyclone; UNDP took a lead in coordinating the recovery process but it is important that the efforts of UNDP are more visible. 2. To increase awareness and sensitization on gender, environment, climate change, EWS, DRR, micro-planning, strengthening local governance etc; IEC material in the form of posters, banners, pamphlets, games, AV CDs etc. should be developed and disseminated. Thematic newsletters on DRR/ DRM/ EWS, gender and climate change/ environmental sustainability could also be initiated. 3. Since community, local village institutions, CBOs, CSOs are the first ones who face the disaster and are the first responders, therefore it is imperative that there is increased focus on their capacity building on EWSs, preparation of village specific DRR plans, first aid, developing and using evacuation routes. The trainings should also be supported by relevant IEC material for increased awareness and dissemination. 4. In view of the vulnerability to disasters DRR/ DRM should be an overarching issue in all future projects in all the outer islands in Cooks. Gender, environment sustainability, climate change adaptation are other overarching issues that are important to be incorporated in all ongoing and future projects of UNDP. 5. For all multi-country projects, there needs to be a provision of experience sharing workshops and learning from each, so that the project implementing teams can learn from each other?s efforts and innovative approaches. 6. It is recommended that the implementation of this project, for practical purposes, be made on a Grant basis to the Aid Management Department of the Ministry of Finance, similar to other UNDP (and other donors for that matter) funded projects. Financial reports will then be thatsubmitted by Department. 7. DRR/ DRM projects should be planned for all the four countries as they are all vulnerable and need to be prepared and well equipped, should a disaster strikes. UNDP along with UNOCHA can prepare a multi pronged DRR/ DRM strategy for all the four countries.
Management Response: [Added: 2012/01/03] [Last Updated: 2012/01/03]

1, UNDP will provide the technical and financial backstopping to the project for smooth operation of the project. 2, The project is in its final stages and will work with the project coordinator to facilitate this activitiy.3, The Evacuation Centres is in place as per the Aitutaki Disaster Recovery plan and institutional structure and will be improved throughout the course of the project. 4. DRR/DRM risks are to be incorparated where applicable to future UNDP projects. 5. Knowledge management and lessons learnt to be captured at the end of the project. 6. UNDP to consider this in future projects for Early Recovery. 7. ER is a DIM project modality.

Key Actions:

5. Recommendation: NIUE CCSDP 1. Niue is a small country and had only two villages to pilot the project. The project team including the implementing partner-DCA have been actively involved and performed their responsibilities in implementing the CCSDP; however it is important that the project moves beyond the VSDP development and consultation phase to really have a visible impact in terms of the project investments. Time bound action plan for implementation of the LED and sustainable environment management needs to be developed by project team and DCA and shared at the earliest with UNDP. 2. Women played an important role as project personnel and as active village committee members, however their role needs to be strengthened as part of gender strategy that needs to be developed and actualised. 3. There has to be a strategic focus on identification and promoting viable green IGAs especially involving women. 4. Due to geographical distance of Niue from Samoa, DCA was implementing the project on its own with some inputs here and there from UNDP in the form of planning the next steps and developing AWPs; but it is important that UNDP has a staff posted in Niue to provide support to the DCA in the form of technical backstopping and oversight. This staff can also monitor other projects of UNDP as well as help in developing a good rapport with government and donors in Niue. Alternately, the Project Manager who is paid by UNDP could be indoctrinated through integrating and orienting on the UNDP policies and procedures so that s/he also acts for image building of the UNDP as its representative. 5. CCSDP was a multi-country project and every country implemented it within the same framework but in a different situations. It is therefore recommended that there are frequent capacity building events or sharing workshops along with visits to other project countries be planned as a sustainability strategy where the project teams get opportunity to interact with each other and facilitate cross-learning. 6. The process that went into the development of VSDPs and village consultations were very intensive, it is therefore recommended that such processes are captured through documentation and video films in the form of case studies for wider sharing and replication of the experiential learning processes. 7. The monitoring and evaluation system in the project needs to be streamlined. Efforts have already begun towards this, but it is important to have gender disaggregated data for each village/ interventions, assimilation and systematization of the data at the project level. 8. A project like CCSDP, which is community oriented needs to involve CSOs actively as part of project for community mobilization, facilitate participatory processes, carry out household survey, and create awareness about the project, capacity development. It is recommended that in the last year of the project, it is important to involve the CSOs working especially in the area of community participation, gender, environment and livelihoods to support the implementing partners in withdrawal from the project villages and provide the sustainability link to the project. 9. CCSDP prodoc did not have an exit strategy. It is essential that every project document has inbuilt provision of baseline, monitoring and evaluation and exit/ withdrawal strategy. In the last year, project should move as per a quickly worked out exit/ withdrawal strategy for ensuring sustainability of the interventions. 10. There is a need for installing stringent Monitoring and Evaluation Systems in the project. Collection, consolidation, compilation of information from government counterparts, partners, donors, CSO partners etc. from the field is very important. Together with data collection, the MIS, reporting systems (monthly quarterly progress reports, handover notes etc., regular meetings (staff, units, inter-unit), meeting with partners, donors, other stakeholders, missions to countries all need to be systematized and strengthened through capacity building interventions of the project staff in different country programs.
Management Response: [Added: 2012/01/03] [Last Updated: 2012/01/03]

1, The project has now moved from the planning phase with the endorsed VSDP to the implementation of the activites as identified in the workplan. 2. Women and Men have an active role in the consultations and implementation of the CCSDP project in Niue and the mainstreaming of gender should continue and be supported for the project. 3. Support the statement. 4. UNDP has now recruited a permanent staff who is the project manager for the CCSDP Niue project. The staff should provide the technical backstopping and improved communication between NIUE and MCO-Samoa and should conduct site vists and attend project steering committee meetings. In the midterm-longterm a UNDP personnel will be posted in Niue. 5. UNDP will be establishing networks with the CCSDP coordinators through improved communication by email and teleconference, site visits and also planning to have a regional meeting with all coordinators to share their experiences, best practice and lessons learns and the way forward for the project. 6. Documentation of best practices and lessons learnt will be part of the workplan incorporated in the monitoring and evaluation component. 7. The project will need to provide baseline information as a basis of monitoring and evaluation and gender mainstreaming to be emphasised within the project. 8. UNDP will be working with the project in resource mobilisation of the project with the CSOs. 9. An exit strategy will need be put in place for the project to implement. This will include UNDP procedures for closing a project. 10. Through the approved M & E 2011 plan of the MCO, Monitoring and Evaluation incorporated in the project workplan using exisiting UNDP M&E tools for e.g. SMART.

Key Actions:

6. Recommendation: Tokelau CCSDP 1.CCSDP was a multi-country project and every country implemented it within the same framework but in a different situation. It is therefore recommended that the project teams get an opportunity to interact with each other and visit the other project countries to learn from each other. A visit of all country project teams to Tokelau must be organized and similarly the project beneficiaries and implementers also get to visit other countries. 2. The process that went into the development of VSDPs and village consultations were very intensive, it is therefore recommended that such processes are captured in the form of case studies and video films for replication.3. A project like CCSDP, which is community oriented, needs to involve CSOs for community mobilization, facilitate participatory processes, carry out household survey, and create awareness about the project, capacity development. It is recommended that in the last year of the project, it is important to involve the CSOs working especially in the area of community participation, gender, environment and livelihoods to support the implementing partners in withdrawal from the project villages and provide the sustainability link to the project. 4. The last year of the project needs strategic focus on the implementation of activities under LED and Sustainable Environment Management components so as to have real impact reflected as in final outputs and impact after the project closure. 5. CCSDP prodoc did not have an exit strategy. It is essential that in every project document, provision of baseline, monitoring and evaluation and exit/ withdrawal strategy are there. 6. There is a need for installing stringent Monitoring and Evaluation Systems in the project.
Management Response: [Added: 2012/01/03] [Last Updated: 2012/01/03]

1. UNDP will be establishing networks with the CCSDP coordinators through communication by email and teleconference and also planning to have a sub regional meeting with all coordinators to share lessons learns and the way forward for the project. 2. Documentation of best practices and lessons learnt will be part of the workplan incorporated in the monitoring and evaluation component. 3. In the final year UNDP will increase involvement of the CSOs in the activities regarding capacity building etc as recommended and will resource mobilise to support this initiative. 4. Support this recommendation as discussed in the meeting with Tokelau Government and UNDP in June 2011. 5. An exit strategy will will be incorporated in the revised workplan as recommended. 6. Through the approved M & E plan of the MCO, Monitoring and Evaluation incorporated in the revised workplan using exisiting UNDP M&E tools for e.g. SMART.

Key Actions:

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