Evaluation of the Integrating Climate Change Risks into Resilient Maldives Project

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Evaluation Plan:
2011-2015, Maldives
Evaluation Type:
Mid Term Project
Planned End Date:
11/2012
Completion Date:
12/2012
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
15,000

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Title Evaluation of the Integrating Climate Change Risks into Resilient Maldives Project
Atlas Project Number: 00072423
Evaluation Plan: 2011-2015, Maldives
Evaluation Type: Mid Term Project
Status: Completed
Completion Date: 12/2012
Planned End Date: 11/2012
Management Response: Yes
Focus Area:
  • 1. Environment & Sustainable Development
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
  • 1. Development plans and programmes integrate environmentally sustainable solutions in a manner that promotes poverty reduction, MDG achievement and low-emission climate-resilient development
  • 2. Local and national authorities have the capacities to access and integrate multiple sources of public and private environmental financing in support of sustainable human development, including gender equality and poverty reduction
  • 3. 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
Evaluation Budget(US $): 15,000
Source of Funding: GEF
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Roberta Medeiros Lossio Evaluator
GEF Evaluation: Yes
GEF Project Title: Integrating Climate Change Risks into Resilient Island Planning in the Maldives
Evaluation Type: Mid-term Review
Focal Area: Climate Change
Project Type: FSP
GEF Phase: GEF-4
GEF Project ID: 3847
PIMS Number: 4093
Key Stakeholders: Government; Beneficiary Islands
Countries: MALDIVES
Lessons
Findings
Recommendations
1 Re-launch the project through a participatory annual work planning exercise. The formulation or endorsement of 2013 Work plan might be taken as an opportunity to involve key stakeholder, revise or ratify the agreements for project implementation and ensure that project concepts, strategy, objectives and schedule of activities are clear to all the parties involved. The ?notion of urgency? for the implementation should be shared by all key stakeholders, in the perspective of the relevance of the expected outcomes to the country and in prospective of continued GEF supported projects in Maldives. The formulation of the work plan should take into consideration the National election planned for September 2012. Activities that need coordination and management decisions at National level should be carried out preferably before elections. A well designed set of activities to introduce the project to new elected leadership and new appointed staff should be introduced in the WP. In the first 6 months of the year 2013, it is recommended that project concentrates on the following: (i) carrying out all the procurements, (ii) finalizing all guidelines and Information system; (iii) preparing a training ? technical assistance plan, (iv) starting implementation of demonstration activities and combine these two experiences with local level capacity building; (vi) starting an awareness raising campaign. After elections in September, it is suggested that the project focuses on: (i) completing demonstration activities; (ii) continuing implementation of awareness campaign; (iii) implementing training and technical assistance on the topics and modality contained in the training plan; (iv) promoting policy dialogue and advocacy
2 Review Logical Framework Matrix. The targets for outputs should be revised in order to reflect the changes made in the number of demonstration activities. The budget must be revised according to major changes that occurred particularly in relation to the demonstration activities and the allocation of saved funds initially planned for preparation of guidelines. The LFM should be considered as a dynamic project management tool, it should be updated during project implementation in order to reflect changing conditions and be useful for implementation, monitoring and evaluation.
3 Reformulate project management arrangements. The management organization should be simplified in this final stretch of implementation, aiming at maximum efficiency and closely linked to project activities and outputs. The revised structure should be formed by the Project Board with the objective of providing strategic direction and oversight, and a Coordination Committee, that needs to be reinstated and its purpose, revised. The Coordination Committee should be operational to monitor progress and ensure technical collaboration on the implementation of activities, while promoting horizontal and vertical coordination and ownership of key institutions. ICCR focal points should be appointed within key institutions that are useful for project implementation. The members of the CC should include: Project Coordinator, Project Manager, ICCR senior technical advisor, EPA (MEE), MMS, Land Use Planning Section (MHI), Local Government Authority (MHA), NDMC (MoSD) and experts in the relevant fields as appropriate. The Committee should meet monthly to review implementation status and advice on specific issues. Members of the committee could be called for specific technical advice or assistance.
4 Revise project manager position. ICCR should have a full time, dedicated Project Manager in order to ensure that project activities are implemented as planned, stakeholders are kept involved and adaptive measures are promptly taken if necessary. The experience of ICCR and LSM projects , have proven that the management arrangement of a shared PM is not effective.
5 Strengthen the policy component. The purpose of Output 2.4 is to produce policy notes, based on the information formulated with ICCR?s support, to guide the integration of Climate Change Risk management into existing policy framework. The results of ICCR have so far been somehow disconnected and isolated. Effective ?scale-up? of project?s findings into policies and plans, depends highly on the generation of an active political debate on the key topics (such as land use planning, EIA, coastal protection). The project design should be revised in order to foster policy dialogue and advocacy, engage and influence key decision makers at National and local levels
6 alignment of PMU (permanent staff and temporary consultants) with project?s needs. ICCR has focus on three main lines of action in order to achieve results in this last period: (1) policy and planning related work; (2) capacity building of authorities through training/technical assistance and (3) awareness of communities and civil society. The demonstration activities in the two islands will be functional to strengthen these three main lines of action. It must be considered that there will be a concentration of activities that need to be carried out effectively in 2013, and if the project is to be effective and efficient, the set up of the PMU should reflect that, with three main actions: ? The division of tasks in the PMU should be clarified so that each staff member understands clearly his/her tasks and responsibilities. Staff management tools such as performance monitoring, should be introduced to ensure accountability and continues feedback, in order to identify capacity gaps to improve performance. ? The project should have a dedicated Knowledge and Management staff to coordinate all activities related to training and awareness. The Administrative assistance should be a separate figure to deal only with administration (authorizations, communications, organization of meetings, etc.). In order to achieve project?s objective, the PMU should have (in accordance with the Work Plan) competent International and national consultants/ advisors with relevant expertise in the main topics covered by the project, such as Climate risk management, land use planning and coastal protection. These consultants should be able to provide technical inputs on specific project activities provide training to civil servants and technical assistance in the form of coaching to ensure that key institutions understand and are able to integrate concepts into their work. A senior advisor should be hired to lead the activities related to policy dialogue and advocacy.
7 PMU with the help of UNDP should strengthen project management tools, focusing on RBM approach to increase effectiveness and accountability. ? The project management should formulate and effectively use Plans with realistic timeframe and targets, and monitor the progress. In addition to the Annual Work plans/budget, a shorter term plan should be developed and linked to monitoring exercises, in order to measure progress, identify implementation problems in time and timely implement adaptive measures. ? Develop a Risk management plan with useful mitigation measures that can be applied to reduce negative impact to the project, taking into consideration high probability risks that Elections in September 2013 will impact some activities. ? Formulate a procurement plan with all procedures that are planned to take place in 2013, with detailed activities, considering all the steps needed from the preparation of documents to launch the tender to contracting. While formulating the plan, it is important to take into account different procurement modalities, and select UNDP?s or GoM?s procedures, depending on the one that will produce best results for each particular case. ? Monitoring should be a regular and continuous exercise. In addition to the biweekly meetings with UNDP?s senior management, the Coordination Committee meetings should be used to objectively monitor activities based on what was planned for that period. Regular planning and monitoring staff meetings could be used to foster reflective thinking, identify and integrate lessons learned into management. ? Reporting should be made more analytical, discussed and shared with project stakeholders.
8 Strengthen project?s project visibility. This should be made by the launching of project website, participation in Climate Change Networks and forums, publication and dissemination of project?s products, etc. Visibility may influence ownership and priority setting.
9 implement an awareness raising campaign. Awareness raising is a fundamental part of involving and getting support from communities and government authorities about the issues raised in the project. This activity should be outsourced to a professional company able to design and coordinate implementation of activities.
10 An analysis of the options to expedite the next procurements in ICCR should be carried out in order to improve efficiency. Improvement of coordination mechanisms and setting up clear agreement with relevant sections of MEE and MFT could be a way to expedite procurement processes. The selection of procedures would help to formulate and monitor a realistic procurement plan.
11 strengthen linkages with other projects and interventions dealing with Climate Change related issues in order to foster coordination and synergies, and contribute to building momentum needed to influence policies and practice. Examples of the synergies that can be created are: (i) the Youth Climate Network, which has a mobilized Youth groups in Kulludhuffushi island, and (ii) the USAID Enhance Climate Resiliency and Water Security Project, which has activities in 2013 to build the capacity of MMS staff.
12 maximize ?lessons learned, lessons exchanged and lessons implemented?. GEF should ensure that the general knowledge accumulated in the projects is channeled to new projects. GEF projects being implemented around the world should be virtually linked to each other to allow an effective exchange of experience and information sharing in real time. This would allow project staff around the world to tap into experiences, ensuring that lessons are not only learned but also implemented. Additionally, it would be useful to have a database of lessons learned on critical technical and management issues, so that it could be easily accessible to project managers and staff
1. Recommendation: Re-launch the project through a participatory annual work planning exercise. The formulation or endorsement of 2013 Work plan might be taken as an opportunity to involve key stakeholder, revise or ratify the agreements for project implementation and ensure that project concepts, strategy, objectives and schedule of activities are clear to all the parties involved. The ?notion of urgency? for the implementation should be shared by all key stakeholders, in the perspective of the relevance of the expected outcomes to the country and in prospective of continued GEF supported projects in Maldives. The formulation of the work plan should take into consideration the National election planned for September 2012. Activities that need coordination and management decisions at National level should be carried out preferably before elections. A well designed set of activities to introduce the project to new elected leadership and new appointed staff should be introduced in the WP. In the first 6 months of the year 2013, it is recommended that project concentrates on the following: (i) carrying out all the procurements, (ii) finalizing all guidelines and Information system; (iii) preparing a training ? technical assistance plan, (iv) starting implementation of demonstration activities and combine these two experiences with local level capacity building; (vi) starting an awareness raising campaign. After elections in September, it is suggested that the project focuses on: (i) completing demonstration activities; (ii) continuing implementation of awareness campaign; (iii) implementing training and technical assistance on the topics and modality contained in the training plan; (iv) promoting policy dialogue and advocacy
Management Response: [Added: 2013/01/31]

Agreed.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Devise a communication/visibility plan
[Added: 2013/01/31] [Last Updated: 2013/12/30]
MEE (now has dedicated communications focal person) 2013/03 Overdue-Initiated Communication Plan in draft
Formulate a risk management plan.
[Added: 2013/01/31] [Last Updated: 2013/12/30]
PM 2013/03 Overdue-Initiated Risk for 2013 had been identified, however a risk management plan has not been devleoped
Engage the LGA in order to take care of challenges in communication between the national and local level Formulate MOUs for engagement with Island Councils (use standard UNDP template)
[Added: 2013/01/31] [Last Updated: 2013/12/30]
MEE & UNDP 2013/03 Overdue-Initiated This was used in speeding up procurement process especially on the infrastructure component
2. Recommendation: Review Logical Framework Matrix. The targets for outputs should be revised in order to reflect the changes made in the number of demonstration activities. The budget must be revised according to major changes that occurred particularly in relation to the demonstration activities and the allocation of saved funds initially planned for preparation of guidelines. The LFM should be considered as a dynamic project management tool, it should be updated during project implementation in order to reflect changing conditions and be useful for implementation, monitoring and evaluation.
Management Response: [Added: 2013/01/31]

Agreed.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Update indicators, log frame and targets
[Added: 2013/01/31] [Last Updated: 2013/12/30]
PM 2013/03 Overdue-Not Initiated With the resignation of the technical officer this activity has been on halt
3. Recommendation: Reformulate project management arrangements. The management organization should be simplified in this final stretch of implementation, aiming at maximum efficiency and closely linked to project activities and outputs. The revised structure should be formed by the Project Board with the objective of providing strategic direction and oversight, and a Coordination Committee, that needs to be reinstated and its purpose, revised. The Coordination Committee should be operational to monitor progress and ensure technical collaboration on the implementation of activities, while promoting horizontal and vertical coordination and ownership of key institutions. ICCR focal points should be appointed within key institutions that are useful for project implementation. The members of the CC should include: Project Coordinator, Project Manager, ICCR senior technical advisor, EPA (MEE), MMS, Land Use Planning Section (MHI), Local Government Authority (MHA), NDMC (MoSD) and experts in the relevant fields as appropriate. The Committee should meet monthly to review implementation status and advice on specific issues. Members of the committee could be called for specific technical advice or assistance.
Management Response: [Added: 2013/01/31]

Agreed.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Appoint project focal points in all key institutions.
[Added: 2013/01/31] [Last Updated: 2013/03/18]
PM 2012/01 Completed PM to share a list of all the focal points with UNDP
Appoint local focal points/contact persons who are councilors
[Added: 2013/01/31] [Last Updated: 2013/03/18]
PM 2013/03 Completed PM to share the list with UNDP to be uploaded here
Establish a technical level committee
[Added: 2013/01/31] [Last Updated: 2013/03/18]
PMU 2013/03 Completed Established but not functioning. This issue to be taken in the high level coordination meeting
4. Recommendation: Revise project manager position. ICCR should have a full time, dedicated Project Manager in order to ensure that project activities are implemented as planned, stakeholders are kept involved and adaptive measures are promptly taken if necessary. The experience of ICCR and LSM projects , have proven that the management arrangement of a shared PM is not effective.
Management Response: [Added: 2013/01/31]

Agreed.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Recruit Adaptive Management Advisor.
[Added: 2013/01/31] [Last Updated: 2013/03/18]
UNDP 2013/03 Overdue-Not Initiated Ministry has informed they no longer need AMA at this point, however will revisit this option depending on the implementation rate of the projects
Revise TOR for Adaptive Management Advisor
[Added: 2013/01/31] [Last Updated: 2013/03/18]
UNDP 2013/01 Overdue-Not Initiated MEE informed they no longer need the AMA however the TOR will be revised if the AMA is required depending on the delivery of the project
5. Recommendation: Strengthen the policy component. The purpose of Output 2.4 is to produce policy notes, based on the information formulated with ICCR?s support, to guide the integration of Climate Change Risk management into existing policy framework. The results of ICCR have so far been somehow disconnected and isolated. Effective ?scale-up? of project?s findings into policies and plans, depends highly on the generation of an active political debate on the key topics (such as land use planning, EIA, coastal protection). The project design should be revised in order to foster policy dialogue and advocacy, engage and influence key decision makers at National and local levels
Management Response: [Added: 2013/01/31]

Agreed.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Update indicators, log frame and targets
[Added: 2013/01/31] [Last Updated: 2013/03/18]
PM 2013/03 Overdue-Not Initiated to be addressed under the recommendation 2
6. Recommendation: alignment of PMU (permanent staff and temporary consultants) with project?s needs. ICCR has focus on three main lines of action in order to achieve results in this last period: (1) policy and planning related work; (2) capacity building of authorities through training/technical assistance and (3) awareness of communities and civil society. The demonstration activities in the two islands will be functional to strengthen these three main lines of action. It must be considered that there will be a concentration of activities that need to be carried out effectively in 2013, and if the project is to be effective and efficient, the set up of the PMU should reflect that, with three main actions: ? The division of tasks in the PMU should be clarified so that each staff member understands clearly his/her tasks and responsibilities. Staff management tools such as performance monitoring, should be introduced to ensure accountability and continues feedback, in order to identify capacity gaps to improve performance. ? The project should have a dedicated Knowledge and Management staff to coordinate all activities related to training and awareness. The Administrative assistance should be a separate figure to deal only with administration (authorizations, communications, organization of meetings, etc.). In order to achieve project?s objective, the PMU should have (in accordance with the Work Plan) competent International and national consultants/ advisors with relevant expertise in the main topics covered by the project, such as Climate risk management, land use planning and coastal protection. These consultants should be able to provide technical inputs on specific project activities provide training to civil servants and technical assistance in the form of coaching to ensure that key institutions understand and are able to integrate concepts into their work. A senior advisor should be hired to lead the activities related to policy dialogue and advocacy.
Management Response: [Added: 2013/01/31]

Agreed.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Outsource the Knowledge component of the project and devise a knowledge sharing plan
[Added: 2013/01/31] [Last Updated: 2013/12/30]
PM 2013/03 Overdue-Initiated This activity has not been initiated
Monitor the implementation progress in March and if behind, hire a dedicated project manager
[Added: 2013/01/31] [Last Updated: 2013/12/30]
PM 2013/03 Overdue-Initiated This was again reviewed with the Board in September 2013. However the decision to have one manager remains the same
Review TOR of PMU members
[Added: 2013/01/31] [Last Updated: 2013/03/18]
PM 2013/01 Completed this task has been completed and shared with UNDP
7. Recommendation: PMU with the help of UNDP should strengthen project management tools, focusing on RBM approach to increase effectiveness and accountability. ? The project management should formulate and effectively use Plans with realistic timeframe and targets, and monitor the progress. In addition to the Annual Work plans/budget, a shorter term plan should be developed and linked to monitoring exercises, in order to measure progress, identify implementation problems in time and timely implement adaptive measures. ? Develop a Risk management plan with useful mitigation measures that can be applied to reduce negative impact to the project, taking into consideration high probability risks that Elections in September 2013 will impact some activities. ? Formulate a procurement plan with all procedures that are planned to take place in 2013, with detailed activities, considering all the steps needed from the preparation of documents to launch the tender to contracting. While formulating the plan, it is important to take into account different procurement modalities, and select UNDP?s or GoM?s procedures, depending on the one that will produce best results for each particular case. ? Monitoring should be a regular and continuous exercise. In addition to the biweekly meetings with UNDP?s senior management, the Coordination Committee meetings should be used to objectively monitor activities based on what was planned for that period. Regular planning and monitoring staff meetings could be used to foster reflective thinking, identify and integrate lessons learned into management. ? Reporting should be made more analytical, discussed and shared with project stakeholders.
Management Response: [Added: 2013/01/31]

Agreed.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Develop procurement, risk management and monitoring and evaluation plans.
[Added: 2013/01/31] [Last Updated: 2013/03/18]
PM 2013/01 Overdue-Initiated Procurement Plan has been developed and Risk also identified, however needs a proper M&E plan. M&E plan to finalized by the end of March 2013
Form a technical committee that will report on a quarterly basis.
[Added: 2013/01/31] [Last Updated: 2013/12/30]
PMU 2013/03 Overdue-Initiated A technical committee doesnot exist however stakeholder agencies is acting as the committee
Project manager should update the minister on a quarterly basis and attend weekly senior management meetings
[Added: 2013/01/31] [Last Updated: 2013/03/18]
PM 2012/01 Completed initiated and ongoing
8. Recommendation: Strengthen project?s project visibility. This should be made by the launching of project website, participation in Climate Change Networks and forums, publication and dissemination of project?s products, etc. Visibility may influence ownership and priority setting.
Management Response: [Added: 2013/01/31]

Agreed.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Devise a communication/visibility plan
[Added: 2013/01/31] [Last Updated: 2013/03/18]
MEE (now has dedicated communications focal person) 2013/03 Overdue-Initiated will be addressed under recommendation 1
9. Recommendation: implement an awareness raising campaign. Awareness raising is a fundamental part of involving and getting support from communities and government authorities about the issues raised in the project. This activity should be outsourced to a professional company able to design and coordinate implementation of activities.
Management Response: [Added: 2013/01/31]

Agreed.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Devise a communication/visibility plan.
[Added: 2013/01/31] [Last Updated: 2013/03/18]
MEE (now has dedicated communications focal person) 2013/03 Overdue-Initiated will be addressed in recommendation 1
Make greater use of existing web platforms to increase visibility.
[Added: 2013/01/31] [Last Updated: 2013/12/30]
PM 2012/01 Completed The webpage and FB pf the ministry is being utilized by the PMU.
Share links between the MEE website and UNDP website to share results documents and activities.
[Added: 2013/01/31] [Last Updated: 2013/03/18]
PM & UNDP 2012/01 Overdue-Not Initiated The project doesnot have a dedicated page, this to be taken for discussion in the coordination meeting
10. Recommendation: An analysis of the options to expedite the next procurements in ICCR should be carried out in order to improve efficiency. Improvement of coordination mechanisms and setting up clear agreement with relevant sections of MEE and MFT could be a way to expedite procurement processes. The selection of procedures would help to formulate and monitor a realistic procurement plan.
Management Response: [Added: 2013/01/31]

Agreed.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Hire a procurement person to the PMU
[Added: 2013/01/31] [Last Updated: 2013/12/30]
PMU 2013/03 Completed recruited
11. Recommendation: strengthen linkages with other projects and interventions dealing with Climate Change related issues in order to foster coordination and synergies, and contribute to building momentum needed to influence policies and practice. Examples of the synergies that can be created are: (i) the Youth Climate Network, which has a mobilized Youth groups in Kulludhuffushi island, and (ii) the USAID Enhance Climate Resiliency and Water Security Project, which has activities in 2013 to build the capacity of MMS staff.
Management Response: [Added: 2013/01/31]

Agreed.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Project to have monthly meetings to find synergies.
[Added: 2013/01/31] [Last Updated: 2013/12/30]
MEE 2013/01 Overdue-Initiated Weekly meetings with UNDP colleagues and other project managers initiated however was stopped
12. Recommendation: maximize ?lessons learned, lessons exchanged and lessons implemented?. GEF should ensure that the general knowledge accumulated in the projects is channeled to new projects. GEF projects being implemented around the world should be virtually linked to each other to allow an effective exchange of experience and information sharing in real time. This would allow project staff around the world to tap into experiences, ensuring that lessons are not only learned but also implemented. Additionally, it would be useful to have a database of lessons learned on critical technical and management issues, so that it could be easily accessible to project managers and staff
Management Response: [Added: 2013/01/31]

Agreed.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Creation of a combined platform for lessons learnt. This would be on the agenda for the first project managers meeting.
[Added: 2013/01/31] [Last Updated: 2013/12/30]
MEE 2013/01 Overdue-Not Initiated Team work not utilized

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