Terminal Evaluation of the Increasing Climate Change Resilience of Maldives through Adaptation in the Tourism Sector Project

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Evaluation Plan:
2011-2015, Maldives
Evaluation Type:
Final Project
Planned End Date:
05/2015
Completion Date:
11/2016
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
20,000

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Title Terminal Evaluation of the Increasing Climate Change Resilience of Maldives through Adaptation in the Tourism Sector Project
Atlas Project Number: 00076855
Evaluation Plan: 2011-2015, Maldives
Evaluation Type: Final Project
Status: Completed
Completion Date: 11/2016
Planned End Date: 05/2015
Management Response: Yes
Focus Area:
  • 1. Others
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
  • 1. Output 5.2. Effective institutional, legislative and policy frameworks in place to enhance the implementation of disaster and climate risk management measures at national and sub-national levels
Evaluation Budget(US $): 20,000
Source of Funding: GEF
Evaluation Expenditure(US $): 38,531
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Maria Onestini International Evaluator ARGENTINA
GEF Evaluation: Yes
GEF Project Title: Increasing Climate Change Resilience of Maldives through Adaptation in the Tourism Sector
Evaluation Type: Terminal Evaluation
Focal Area: Climate Change
Project Type: MSP
GEF Phase: GEF-5
GEF Project ID: 4431
PIMS Number: 4396
Key Stakeholders: Government; Beneficiary Islands
Countries: MALDIVES
Lessons
Findings
Recommendations
1

 

1. Generate a process and implement a platform where all documents, products, and knowledge generated by TAP be in a repository that can continually be accessed after project effective conclusion.

2

 

2. Promote a knowledge management process for the outputs of TAP in order for them to be incorporated into policy debates, decision – making processes, and financing mechanisms that deal with climate change adaptation in the Maldives.

3

 

3. Establish mechanisms in order for the achievements and outputs of TAP be incorporated into future projects and programmes that deal with climate change in the Maldives.

4

 

4. Design as well as project inception need to be precise and well defined in order to guide implementation processes and obtaining achievements, outcomes and overall results.

5

5.  Design (and its ensuing implementation) need to carefully acknowledge in practical ways who the target stakeholders are and act accordingly.

6

 

6. Project reformulations, changes, reforms and other such alterations need to be precise, not ad hoc. If projects are to experience changes, these need to follow a pattern where changes are associated to a full log frame modification.

7

7. Work planning and reporting should follow established formats and instruments.

8

8. When high rotation and institutional turnovers are characteristic, projects should have mechanisms in order to have transfer of knowledge and information so that institutional knowledge and capacity transfer is assured.

9

9. Design and inception should state and follow a ‘road map’ where not only the achievement of outputs and products are indicated but the timing of such achievements needs to be specified in order to avoid generating most outputs at the end of a project and therefore not impelling outcomes and effects.

10

 

10. Knowledge management exercises need to be established, not only relying on technical and academic reports but restructuring such outputs into more user friendly / results – oriented processes.

11

11. Projects should better draw on the information and tools generated by UNDP, GEF, and other international agencies in climate change adaptation in order to better assimilate these instruments and not start generating instruments anew with each project.

12

 

12. Pilot and demonstration interventions should not be stand alone when they are a part of a larger intervention. Knowledge generated by a project needs to be incorporated at some level in demonstration pilots.

 

13

13. When working with local civil society groups and local communities a projects need to be aware of skills, knowledge, and institutional capacity these organizations have.

14

 

14. When situations indicate that in–country knowledge base and expertise is not sufficient for generating outputs and there is a need for harnessing expertise from outside of the country, efforts should be made to generate local capacity as well as introduce national issues in the products.

15

15. Efforts should be made and commitments sought in order that the personal capacities that a project generates are absorbed in a permanent matter in public institutions and private enterprises and therefore solidifying institutional capacities.

16

16. Projects should include all aspects of development at all of its levels of work and stages.

17

17. Replication, mainstreaming, and generation of capacity should be designed and implemented taking into account local conditions.

18

18. Sustainability strategies should be drawn as early as possible in a project and not generate them at the very end when a project concludes.

19

19. Vulnerability to climate change is a very dire issue in the Maldives and continues to be, affecting not only the tourism industry but also the well – being and development of the country, therefore the Project’s outlook should be reinforced and replicated as much as possible in future programming

1. Recommendation:

 

1. Generate a process and implement a platform where all documents, products, and knowledge generated by TAP be in a repository that can continually be accessed after project effective conclusion.

Management Response: [Added: 2016/08/16]

Agreed- Make all documents available online on the Ministry of Tourism website

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Make all documents available online on the Ministry of Tourism website
[Added: 2016/08/16] [Last Updated: 2018/09/16]
Ministry of Tourism 2016/12 Completed Documents uploaded http://www.tourism.gov.mv/projects/tourism-adaptation-project/ History
2. Recommendation:

 

2. Promote a knowledge management process for the outputs of TAP in order for them to be incorporated into policy debates, decision – making processes, and financing mechanisms that deal with climate change adaptation in the Maldives.

Management Response: [Added: 2016/08/16]

agreed- Key talking points and advocacy messages need to be developed to enable UNDP and Ministry to send out or share impact ful messages at appropriate forums

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Key talking points and advocacy messages need to be developed to enable UNDP and Ministry to send out or share impact ful messages at appropriate forums
[Added: 2016/08/16] [Last Updated: 2018/09/16]
Ministry of Tourism 2016/12 Completed Messaged developed and used in key forums and on Facebook History
3. Recommendation:

 

3. Establish mechanisms in order for the achievements and outputs of TAP be incorporated into future projects and programmes that deal with climate change in the Maldives.

Management Response: [Added: 2016/08/16]

agreed-

UNDP and Ministry to advocate for utilization of the policy, strategy and regulatory documents produced by TAP in future high level discussions of government and other line ministries

Ministry to make staff familiar with the available TAP documents

Key Actions:

Key Action Responsible DueDate Status Comments Documents
UNDP and Ministry to advocate for utilization of the policy, strategy and regulatory documents produced by TAP in future high level discussions of government and other line ministries Ministry to make staff familiar with the available TAP documents
[Added: 2016/09/18] [Last Updated: 2018/09/16]
UNDP Ministry of Tourism Ministry of Environment and Energy 2016/12 Completed The documents are generally well accepted at a technical level. Challenge would be to make these documents the basis of the future national development plans Incorporation of these documents into a new Tourism Master Plan would greatly enhance the chances of them being used or implemented in the future Printed Copies of all documents have been delivered to all government ministries, relevant departments, private sector stakeholders, public and school libraries with a cover letter requesting them to utilize the information within in their own technical and policy discussions History
4. Recommendation:

 

4. Design as well as project inception need to be precise and well defined in order to guide implementation processes and obtaining achievements, outcomes and overall results.

Management Response: [Added: 2016/08/16]

Agreed - Lessons learned in the implementation of the project should be referred to when formulating future climate change projects by government institutions and civil society. Private sector can also refer to the recommendations for climate resilience when designing

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Lessons learned in the implementation of the project should be referred to when formulating future climate change projects by government institutions and civil society. Private sector can also refer to the recommendations for climate resilience when designing their tourist facilities
[Added: 2016/09/18] [Last Updated: 2019/02/01]
Ministries UNDP 2016/12 Completed Status is not applicable. History
5. Recommendation:

5.  Design (and its ensuing implementation) need to carefully acknowledge in practical ways who the target stakeholders are and act accordingly.

Management Response: [Added: 2016/08/16]

Agreed -

Partnerships built by the project need to be maintained and fostered. Review of target stakeholders to be conducted regularly based on the outputs and planned activities.

Continued participation of stakeholders and partners at decision making and implementation level will enable a wider range of climate change adaptation measures being adopted.

Future project design need to include more specific terms of reference and expanded role for stakeholder.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Partnerships built by the project need to be maintained and fostered Review of target stakeholders to be conducted regularly based on the outputs and planned activities Continued participation of stakeholders and partners at decision making and implementation level will enable a wider range of climate change adaptation measures being adopted. Future project design need to include more specific terms of reference and expanded role for stakeholders
[Added: 2016/09/18] [Last Updated: 2018/09/16]
Ministry of Tourism UNDP 2017/01 Completed TAP had a broad involvement of government, civil and private partners in its implementation. The Ministry and UNDP increased awareness of TAP activities using social media History
6. Recommendation:

 

6. Project reformulations, changes, reforms and other such alterations need to be precise, not ad hoc. If projects are to experience changes, these need to follow a pattern where changes are associated to a full log frame modification.

Management Response: [Added: 2016/08/16]

Agreed -

Incorporat e lessons learned from TAP when formulating future climate change project proposals and design

Include TAP Technical Committee, Project Board and PMU in stakeholder consultation during future project design

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Incorporate lessons learned from TAP when formulating future climate change project proposals and design Include TAP Technical Committee, Project Board and PMU in stakeholder consultation during future project design
[Added: 2016/09/18] [Last Updated: 2018/09/16]
UNDP Ministry of Tourism 2017/01 Completed Management of scope of the project needs to be fluid and sensitive to the needs of the stakeholders and beneficiaries identified during the project. In a development sector that is lead by the private sector it is important to be able to modify the project in order to get maximum ownership and investment from partners Lengthy and inclusive involvement of all stakeholders and partners during project formulation and design will minimize the need for drastic changes later on History
7. Recommendation:

7. Work planning and reporting should follow established formats and instruments.

Management Response: [Added: 2016/08/16]

agreed - More emphasis on meeting reporting obligations needs to be put throughout the project cycle

Key Actions:

Key Action Responsible DueDate Status Comments Documents
More emphasis on meeting reporting obligations needs to be put throughout the project cycle
[Added: 2016/09/18] [Last Updated: 2018/09/16]
UNDP 2017/01 Completed Project Work Plan followed standard UNDP format. Weekly meetings were held to brief senior management on project progress UNDP and GEF reporting requirements were fulfilled. History
8. Recommendation:

8. When high rotation and institutional turnovers are characteristic, projects should have mechanisms in order to have transfer of knowledge and information so that institutional knowledge and capacity transfer is assured.

Management Response: [Added: 2016/08/16]

Agreed -

Ensure proper handover of tasks and knowledge management materials during turnovers

 Anticipate turnovers and manage recruitment to enable overlap of incoming and outgoing staff to minimize the impact on the project

 Include incentives for staff loyalty into the project design

 Design the project in order to complete key activities with 2 to 3 months remaining in the project in order to facilitate downscaling of the PMU by the end of the project and smooth closure

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Ensure proper handover of tasks and knowledge management materials during turnovers Anticipate turnovers and manage recruitment to enable overlap of incoming and outgoing staff to minimize the impact on the project Include incentives for staff loyalty into the project design Design the project in order to complete key activities with 2 to 3 months remaining in the project in order to facilitate downscaling of the PMU by the end of the project and smooth closure
[Added: 2016/09/18] [Last Updated: 2018/09/16]
UNDP Ministry of Tourism 2017/01 Completed TAP had a high turnover throughout the project with 50% of PMU leaving with 3 months remaining in the project. Project Manager was engaged in project closure to ensure proper handover History
9. Recommendation:

9. Design and inception should state and follow a ‘road map’ where not only the achievement of outputs and products are indicated but the timing of such achievements needs to be specified in order to avoid generating most outputs at the end of a project and therefore not impelling outcomes and effects.

Management Response: [Added: 2016/08/16]

agreed -

Design activities into the project to implement some of the outputs during the project cycle in order to achieve at least partially some level of Outcomes of the project within the project timeline

 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Design activities into the project to implement some of the outputs during the project cycle in order to achieve at least partially some level of Outcomes of the project within the project timeline
[Added: 2016/09/18] [Last Updated: 2018/09/16]
UNDP Ministry of Tourism 2017/01 Completed Since the baselines were missing before there was little concrete background to build activities around. Now that they are have been done, future projects can be more evidence based and need oriented History
10. Recommendation:

 

10. Knowledge management exercises need to be established, not only relying on technical and academic reports but restructuring such outputs into more user friendly / results – oriented processes.

Management Response: [Added: 2016/08/16]

Agreed -

Formulate the outputs into attractive, concise and impactful packages that will be accepted by the tourism industry.

Ensure that exiting knowledge products are disseminated at appropriate venues and forums

 Re-share online material through the official social media outlets of the Ministry and UNDP on a regular basis

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Formulate the outputs into attractive, concise and impactful packages that will be accepted by the tourism industry. Ensure that exiting knowledge products are disseminated at appropriate venues and forums Re-share online material through the official social media outlets of the Ministry and UNDP on a regular basis
[Added: 2016/09/18] [Last Updated: 2018/09/16]
Ministry of Tourism UNDP 2017/01 Completed In a sector that is lead by the Private Sector, the outputs of TAP needs to be packaged in a way that makes business sense in order for stakeholders and partners to feel a vested interest in implementing the TAP outputs and recommendations. Development of knowledge products that are more user friendly towards the tourism sector and Government was done to some extent through use of experts in communications and marketing. Some knowledge products were thus produced at the latter stage that took into account such an audience. History
11. Recommendation:

11. Projects should better draw on the information and tools generated by UNDP, GEF, and other international agencies in climate change adaptation in order to better assimilate these instruments and not start generating instruments anew with each project.

Management Response: [Added: 2016/08/16]

Agreed -

Project development should refer to and utilize existing tools developed in countries with similar geographical and vulnerability profiles

The Outputs of TAP, case studies and lessons learned should also be made readily available and actively shared within the international development arena

 Terms of Reference of consultants in future projects should ensure the consultants make a more thorough research into existing UNDP documentation and tools to encourage their use

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Project development should refer to and utilize existing tools developed in countries with similar geographical and vulnerability profiles The Outputs of TAP, case studies and lessons learned should also be made readily available and actively shared within the international development arena Terms of Reference of consultants in future projects should ensure the consultants make a more thorough research into existing UNDP documentation and tools to encourage their use
[Added: 2016/09/18] [Last Updated: 2019/02/01]
UNDP 2016/12 Completed Some such tools were used, such as in the case of small grants facility by using the existing GEF SGP templates and tools and amending to suit the needs of TAP History
12. Recommendation:

 

12. Pilot and demonstration interventions should not be stand alone when they are a part of a larger intervention. Knowledge generated by a project needs to be incorporated at some level in demonstration pilots.

 

Management Response: [Added: 2016/08/16]

partially agreed -

Technical knowledge  and baselines of TAP should be a guidance when formulating pilot projects

However pilot projects should remain a testing ground for newer technologies and theories instead of implementing established science

 The designs, results and lessons learned from Pilot projects need to be shared with other grant mechanisms in order to facilitate progressive development  of the project designs and avoid repetition of same mistakes

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Technical knowledge and baselines of TAP should be a guidance when formulating pilot projects However pilot projects should remain a testing ground for newer technologies and theories instead of implementing established science The designs, results and lessons learned from Pilot projects need to be shared with other grant mechanisms in order to facilitate progressive development of the project designs and avoid repetition of same mistakes
[Added: 2016/09/18] [Last Updated: 2019/02/01]
UNDP 2016/12 Completed Some elements of knowledge sharing was conducted through the MTAP website training/workshop. The Project Managers of the Small Grants were trained on Project Cycle Management by the PMU. During the training the Project Managers made presentations on their individual projects covering the projectâ??s purpose, design, status and challenges. This was followed by a Q and A session. It enabled other managers to learn from lessons and develop ideas for future proposals. History
13. Recommendation:

13. When working with local civil society groups and local communities a projects need to be aware of skills, knowledge, and institutional capacity these organizations have.

Management Response: [Added: 2016/08/16]

Agreed-

Ensure broad involvement of civil society in the design and implementation of the project.

 Include more activities on capacity building of small grant proponents in future projects and budget accordingly, including more training, networking, local and international exposure visits and possibly short academic courses

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Ensure broad involvement of civil society in the design and implementation of the project. Include more activities on capacity building of small grant proponents in future projects and budget accordingly, including more training, networking, local and international exposure visits and possibly short academic courses
[Added: 2016/09/18] [Last Updated: 2019/02/01]
UNDP 2016/12 Completed Even if a civil society has little to offer, their participation and involvement in the project will enable them to become more capable and knowledgeable It is the responsibility of UNDP and Government to support the development of civil society organizations Civil society organizations have key grassroots level experience and information that they bring to the table even if they might not be technically advanced Small grants component of the project was designed to build the capacity of the NGOs and local communities to address limitations where they exist, but this can be given more emphasis in future projects History
14. Recommendation:

 

14. When situations indicate that in–country knowledge base and expertise is not sufficient for generating outputs and there is a need for harnessing expertise from outside of the country, efforts should be made to generate local capacity as well as introduce national issues in the products.

Management Response: [Added: 2016/08/16] [Last Updated: 2016/09/18]

Agreed -

Projects should encourage utilization of local experts as much as possible

In instances where an international consultant is deemed necessary, a local expert can be attached to him in order to provide the local context and also to build their own technical capability
 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Projects should encourage utilization of local experts as much as possible In instances where an international consultant is deemed necessary, a local expert can be attached to him in order to provide the local context and also to build their own technical capability
[Added: 2016/09/18] [Last Updated: 2018/09/16]
UNDP 2017/01 Completed . A local counterpart, either a PMU member or Ministry of Tourism staff were often linked with international consultants for local perspective which also allows knowledge transfer History
15. Recommendation:

15. Efforts should be made and commitments sought in order that the personal capacities that a project generates are absorbed in a permanent matter in public institutions and private enterprises and therefore solidifying institutional capacities.

Management Response: [Added: 2016/08/16] [Last Updated: 2016/09/18]

Agree-

Ensure that staff who go on trainings make the requisite ‘Presentation of learning experience’ to all staff upon their return

Require staff who go on trainings to submit an action plan by which they will incorporate their learning into the day to day activities of the office and monitor their implementation of the plan

When the project is implemented by a separate PMU, try to retain at least some of the staff after the project ends in order to retain the capacity and institutional memory

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Ensure that staff who go on trainings make the requisite. 'Presentation of learning experience'. to all staff upon their return Require staff who go on trainings to submit an action plan by which they will incorporate their learning into the day to day activities of the office and monitor their implementation of the plan When the project is implemented by a separate PMU, try to retain at least some of the staff after the project ends in order to retain the capacity and institutional memory
[Added: 2016/09/18] [Last Updated: 2018/09/16]
Ministry of Tourism UNDP 2017/01 Completed In the case of TAP, the PMU was managed by staff who were specifically on contract for the project. Therefore when the project ended, all the staff left the Ministry. Although the capacity that was build in them is likely to continue to contribute to the government in some form, the Ministry will not be benefited directly by it in the long term unless they were employed by the Ministry itself. Therefore the project plan should have some provision on how the PMU will be retained beyond the project. For TAP there was a middle management staff allocated to the Project as a focal point who assisted the PMU and was also involved in implementation. Therefore he would retain some of the institutional memory of the project. However if he had been assigned as part of the PMU itself he would have been more involved in the implementation. This is not always possible when the Ministry is facing staff shortages. History
16. Recommendation:

16. Projects should include all aspects of development at all of its levels of work and stages.

Management Response: [Added: 2016/08/16] [Last Updated: 2016/09/18]

Partially agreed-

Project are based on government priorities with stakeholder engagement to suit local needs and ensure sustainability

Projects have a multi-sectoral approach but with focus on specific aspects of development in order to reach outcomes within limited budget and timeline for such projects

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Project are based on government priorities with stakeholder engagement to suit local needs and ensure sustainability Projects have a multi-sectoral approach but with focus on specific aspects of development in order to reach outcomes within limited budget and timeline for such projects
[Added: 2016/09/18] [Last Updated: 2019/02/01]
UNDP Ministry of Tourism 2016/12 Completed No due date. History
17. Recommendation:

17. Replication, mainstreaming, and generation of capacity should be designed and implemented taking into account local conditions.

Management Response: [Added: 2016/08/16] [Last Updated: 2016/09/18]

Agreed - 

it is recorded as a general recommendation that applies to all initiatives. No particular action is planned at this final stage of project implementation.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
it is recorded as a general recommendation that applies to all initiatives. No particular action is planned at this final stage of project implementation.
[Added: 2016/09/18] [Last Updated: 2019/02/01]
UNDP 2016/12 Completed No due date. History
18. Recommendation:

18. Sustainability strategies should be drawn as early as possible in a project and not generate them at the very end when a project concludes.

Management Response: [Added: 2016/08/16] [Last Updated: 2016/09/18]

Agreed-

Implementation of the Sustainable Strategy needs to be initiated as soon as possible when TAP is still on the minds of stakeholders

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Implementation of the Sustainable Strategy needs to be initiated as soon as possible when TAP is still on the minds of stakeholders
[Added: 2016/09/18] [Last Updated: 2018/09/16]
UNDP Ministry of Tourism 2017/01 Completed The development of the Sustainable Strategy of TAP was delayed due to procurement constraints and since so much of the project was delivered at the end of the project. At one point the AWP had allocation for implementing some parts of the Sustainable Strategy during the project but it was taken out in view of time constraints History
19. Recommendation:

19. Vulnerability to climate change is a very dire issue in the Maldives and continues to be, affecting not only the tourism industry but also the well – being and development of the country, therefore the Project’s outlook should be reinforced and replicated as much as possible in future programming

Management Response: [Added: 2016/09/18]

Agreed-

Advocacy was a big part of the project, both to the tourism sector and the Government on the climate change vulnerabilities in general and with regards to the tourism sector. Knowledge products, sustainability strategy will support in continuing this advocacy and in future project development by UNDP, Ministry of Tourism or any other Government entity.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Advocacy was a big part of the project, both to the tourism sector and the Government on the climate change vulnerabilities in general and with regards to the tourism sector. Knowledge products, sustainability strategy will support in continuing this advocacy and in future project development by UNDP, Ministry of Tourism or any other Government entity.
[Added: 2016/09/18] [Last Updated: 2018/09/16]
UNDP Ministry of Tourism 2017/01 Completed A sustainability strategy has been developed under the project that would continue the foundation laid in the project and bring in wider climate adaptation and mitigation initiatives History

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