Evaluation of the Tourism Adaptation to Climate Change Project

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Evaluation Plan:
2011-2015, Maldives
Evaluation Type:
Mid Term Project
Planned End Date:
10/2013
Completion Date:
03/2014
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
13,500

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Title Evaluation of the Tourism Adaptation to Climate Change Project
Atlas Project Number: 00076855
Evaluation Plan: 2011-2015, Maldives
Evaluation Type: Mid Term Project
Status: Completed
Completion Date: 03/2014
Planned End Date: 10/2013
Management Response: Yes
Focus Area:
  • 1. Others
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
  • 1. Output 5.1. Mechanisms in place to assess natural and man-made risks at national and sub-national levels
  • 2. 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
  • 3. Output 5.4. Preparedness systems in place to effectively address the consequences of and response to natural hazards (e.g. geo-physical and climate related) and man-made crisis at all levels of government and community
Evaluation Budget(US $): 13,500
Source of Funding: GEF
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Mr. Ivica Trumbic Mr. ivica.trumbic@gmail.com
GEF Evaluation: Yes
GEF Project Title: Increasing Climate Change Resilience of Maldives through Adaptation in the Tourism Sector
Evaluation Type: Mid-term Review
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 The adaptive management approach taken by the project to-date needs to be continued as it permits adjustments to project activities in response to changing circumstances. Any adjustments should be based on clearly developed justification, but without losing sight of the overall objective of the project. Responsibility: PMU, UNDP CO, PB.
2 Improve the functioning of the coordination mechanism, in particular the Technical Committee. Partners and other stakeholders who are members of the TC should be requested to keep the membership of the TC by the respective individuals as permanent as possible, because that secures continuity of ?institutional? memory. PM should insist on keeping regular schedule of TC meetings. After each meeting the minutes or report should have clear indication of decisions taken and responsibilities assigned
3 Recommendation 3: Secure more active participation of major ?non-institutional? stakeholders, in particular the private sector of the tourist industry including MATI, other segments of private sector, and representatives of island tourism dependent communities. This should be paralleled with the creation of a better enabling environment and improved regulatory framework to facilitate sector's growth coupled with the maintenance of high environmental standards. The creation of enabling environment will be stimulated by putting to use the improved knowledge base on the impacts of climate change and outcomes of adaptation measures, as well as through implementation of demo projects. The demo projects will assist in solving the urgent environmental and climate change problems, and show the tourism sector and tourism dependent communities that investing in climate change adaptation pays. To this respect, the outreach of the project needs to be improved through more frequent visits to the communities and resorts; targeted presentations to MATI and other stakeholder groups; development of products showing that improving resilience to climate change pays and brings economic benefits (in particular the economic valuation and risk transfer studies); and by seeking similar examples in other countries and adapting them to the Maldivian context. Responsibility: PMU, TC, EPA, MATI, LAM, Divers Association.
4 Facilitate more active role of the most important ?institutional? partners and stakeholders such as MEE with EPA and MHI, in the utilization of the TAP?s results. That will contribute to the longer-term sustainability of the project. Their participation in the project should extend beyond the membership in the TC. They could, for example, be more actively involved in proposing, selecting and monitoring the implementation of demo projects
5 Very detailed procedure for projects selection, contracting, implementation and monitoring needs to be prepared. PMU should examine the possibility of having a two-step selection process. During the first step, a general call for ideas could be announced and, based on the ideas proposed, somewhat larger group of projects could be selected. During the second step, more detailed project proposals could be prepared, with the assistance of PMU and other implementing partners (see Recommendation 4). This procedure may minimise the risk of not getting enough good proposals. The drawback is that the selection process might last a bit longer than the standard one, but the project proposals will be better prepared. In the event of project extension of 12 to 18 months, the remaining 1.5 to 2 years of project's duration, i.e. 0.5 years currently remaining plus 1 to 1.5 year of extension, would be enough for the demo projects? selection, preparation, contracting, implementation and monitoring of results. The possibility of hiring an additional staff member/consultant who will manage demo projects should also be explored.
6 The TAP overall workplan envisages that the thematic studies aimed at increasing the knowledge base on impacts of climate change and adapting to it (Outcome 1), be prepared prior to the implementation of demo projects, so that the projects can take on some of the recommendations of the studies. As in finalisation of some studies is delayed, certain number of demo projects could be initiated earlier, i.e. before all studies are finalised and validated. The first batch of demo projects could focus on issues of water, wastewater and solid waste
7 MTAP has to be finalized and become operational very soon. The current Facebook profile is far from being considered as a platform. On the basis of the consultant?s MTAP report, a detailed structure of MTAP will have to be developed, and material to be uploaded selected. Project?s virtual community needs to be expanded by involving large group of stakeholders in its design, ?population? of materials, and maintenance. PMU should prepare a proposal for the future of MTAP. It is recommended to consider MTAP extending its ?life? after the project closure. It could serve as a tool to maintain and expand the knowledge base (studies and results of the demo projects). This will assist the tourism sector and tourism dependent communities to continue with climate change adaptation. While the existing MTAP committee could remain as a steering body, the logistics of MTAP could stay with MT. Responsibility: PMU, MTAP Committee.
8 MTAP has to be finalized and become operational very soon. The current Facebook profile is far from being considered as a platform. On the basis of the consultant?s MTAP report, a detailed structure of MTAP will have to be developed, and material to be uploaded selected. Project?s virtual community needs to be expanded by involving large group of stakeholders in its design, ?population? of materials, and maintenance. PMU should prepare a proposal for the future of MTAP. It is recommended to consider MTAP extending its ?life? after the project closure. It could serve as a tool to maintain and expand the knowledge base (studies and results of the demo projects). This will assist the tourism sector and tourism dependent communities to continue with climate change adaptation. While the existing MTAP committee could remain as a steering body, the logistics of MTAP could stay with MT
9 Disbursement of funds has to be increased by speeding up the implementation of the project's activities. The current rate of expenditure is very low, and it reflects difficulties the project?s implementation is going through. Responsibility: PMU, TC, PB, UNDP CO.
10 Make financial reporting more transparent. Revision of the project?s budget should reflect changes in annual expenditure rate. It is important that revised budget takes in consideration the dynamics of the future implementation of the project, in particular the need to avoid the expenditure of large funds during the last year of the project?s implementation. The budget revision should be detailed enough to show division of funds among outcomes, outputs and activities of the project. Eventual extension of the project?s duration should immediately be followed by the respective budget revision
11 Consistent system of reporting on co-financing needs to be established. The co-financing report should contain, as a minimum, the information on the amount of annual co-financing provided by partner, separately in cash and in kind; distribution of co-financing per component/outcome; rate of co-financing provided and the amount left for the remaining period of the project?s implementation; budgetary items co-financing is referred to (experts, equipment, offices, other); perceived risk in provision of co-financing by partner and proposal for actions to be taken to mitigate risks; and other elements that PMU will propose and PB adopt as necessary. The co-financing report should be presented to, discussed at and adopted by the PB on a yearly basis
12 Take measures to improve the quality of outputs and avoid lengthy delays in their delivery by making the respective TORs very precise in terms of objectives, expected benefits, contents of the output, methodology of the preparation of outputs, interim reporting, etc. Better monitoring of the outputs' preparation process should be implemented, preferably on a periodical basis during each phase of the preparation of the output. Consider using the peer reviewers and, if necessary, offer financial remuneration for their work. This is particularly important for the Outcomes 1 and 3 studies (valuation study, and financial instruments studies) because adequate capacity to assess the quality of these innovative studies is not easy to find nationally
13 Improve annual work planning. While the present annual workplan have budgets and quarterly timetables only, the future ones should have: timetables on a monthly basis; budgets based on the revised overall TAP budget; list of meetings and workshops with the title, brief description, location, tentative date, and responsible person; developed activities with indication of the deliverable; key milestones, etc. The annual workplan needs to be discussed and approved by PB before the end of the current year
14 In order to achieve long term sustainability TAP, during the remaining period of its implementation the project management needs to focus on two critical areas: on turning the knowledge base into an element of the enabling environment that will facilitate implementation of the adaptation measures, and on practical demonstration of ways to solve concrete problems on the ground to stimulate long term interest of major stakeholder groups. Improved advocacy, dissemination and application of results, in particular within the context of MTAP, but also through larger involvement of the implementing partners and other stakeholders (see Recommendations 4 and 5) will be the instruments of focusing on the first critical area. Selecting demo projects that will aim at solving environmental problems (including ?no regret? measures), and showing that the implementation of adaptation measures could pay off, will be the instruments of focusing on the second critical area. It would help if the PMU prepares an action plan to achieve the abovementioned proposal for a strategic direction of TAP
15 Improve the project?s web site. Efforts should be made to update it regularly. It would be useful if the date were always placed when an update is being made. The access to the project documentation needs to be made easier by making the availability of documents as wide as possible. Reports of the most important project meetings should be placed on the web site. Page should be prepared to monitor the progress of implementation of the project?s activities per outcome.
16 Prepare the Replication Strategy. While the Project Document doesn?t request this strategy, it may be necessary to prepare one with a view to making the project more sustainable. The PB should adopt the strategy at its next meeting in 2014.
17 The communication products already produced are few and new ones have to be prepared with a view to presenting the project?s achievements. Prepare the communications strategy of TAP as a matter of priority. Improve existing and develop new communication products, such as popularly written annual reports, leaflets, short videos, eventually ipad/iphone applications, etc. Widely use and disseminate the new TAP logo and develop guidelines for its implementation
18 Increase the number and duration of workshops, when feasible, and try to gather as large group of stakeholders as possible. Utilise the existing positive experiences. Try to involve more representatives of the tourism sector operators
19 Request a no-cost extension of 12 to 18 months duration. The justification for an extension is: (1) delayed start of the project because of lengthy mobilization period, and for administrative purposes of filling up the posts of the PMU; (2) unstable political situation in Maldives during the last two years; and (3) quality issues with some of the deliverables.
20 Finalise consultations and reporting on the Outcome 3 outputs, notably the risk transfer instruments. Open the discussion with a view of developing other innovative instruments such as tourism levy, environmental guidelines and standards for tourism resorts, climate change labelling, etc. These initiatives need lengthy periods to secure the ?buy in? of the tourism industry. MTAP needs to be made fully operative as soon as possible to facilitate effective exchange of experiences and information on this subject
21 Improve linkages and partnerships and create synergies and partnerships with other projects and initiatives in Maldives as this may create opportunities for long-term project?s sustainability.
22 The gender strategy was not developed during the initial phase of the project and its importance has not been raised as an issue. However, the issue should be revisited and eventually followed by the development and implementation of a gender-mainstreaming plan
1. Recommendation: The adaptive management approach taken by the project to-date needs to be continued as it permits adjustments to project activities in response to changing circumstances. Any adjustments should be based on clearly developed justification, but without losing sight of the overall objective of the project. Responsibility: PMU, UNDP CO, PB.
Management Response: [Added: 2014/05/06] [Last Updated: 2014/05/06]

Agreed

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Continue adaptive management approaches taken by TAP PMU
[Added: 2014/05/06] [Last Updated: 2018/09/13]
PMU/ UNDP 2014/03 Completed The PMU will continue to review activies and plans for better management efficiency and delivery of project outcomes. So far adjustments have been made as necessary. History
2. Recommendation: Improve the functioning of the coordination mechanism, in particular the Technical Committee. Partners and other stakeholders who are members of the TC should be requested to keep the membership of the TC by the respective individuals as permanent as possible, because that secures continuity of ?institutional? memory. PM should insist on keeping regular schedule of TC meetings. After each meeting the minutes or report should have clear indication of decisions taken and responsibilities assigned
Management Response: [Added: 2014/05/06]

Agreed

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Minutes records to be kept for all TC meetings
[Added: 2014/05/06] [Last Updated: 2018/09/13]
PMU 2014/03 Completed Minutes noted and shared. Attendance schedule History
3. Recommendation: Recommendation 3: Secure more active participation of major ?non-institutional? stakeholders, in particular the private sector of the tourist industry including MATI, other segments of private sector, and representatives of island tourism dependent communities. This should be paralleled with the creation of a better enabling environment and improved regulatory framework to facilitate sector's growth coupled with the maintenance of high environmental standards. The creation of enabling environment will be stimulated by putting to use the improved knowledge base on the impacts of climate change and outcomes of adaptation measures, as well as through implementation of demo projects. The demo projects will assist in solving the urgent environmental and climate change problems, and show the tourism sector and tourism dependent communities that investing in climate change adaptation pays. To this respect, the outreach of the project needs to be improved through more frequent visits to the communities and resorts; targeted presentations to MATI and other stakeholder groups; development of products showing that improving resilience to climate change pays and brings economic benefits (in particular the economic valuation and risk transfer studies); and by seeking similar examples in other countries and adapting them to the Maldivian context. Responsibility: PMU, TC, EPA, MATI, LAM, Divers Association.
Management Response: [Added: 2014/05/06]

partially agree

Key Actions:

Key Action Responsible DueDate Status Comments Documents
-Prepare Communication plan. -Participation of other tourism industry representatives -MATI participation
[Added: 2014/05/06] [Last Updated: 2018/09/13]
PMU NPD 2014/06 Completed Communication Plan drafted. Facebook page, Twitter account already created to keep communications on-going. -Currently planned are Project Briefing for Ministry staff, other industry representative associations (eg LAM, DAM, resort/hotel operators etc). NPD to be requested for at least briefing meetings when project consultants work. -MATI members do not often attend meetings. A representative is normally sent in Ministry meetings. Project staff has visited local islands & resorts during Ministry inspections to disseminate CC & TAP information. PMU to keep a schedule. The schedule to be a part of the Communications Plan. History
4. Recommendation: Facilitate more active role of the most important ?institutional? partners and stakeholders such as MEE with EPA and MHI, in the utilization of the TAP?s results. That will contribute to the longer-term sustainability of the project. Their participation in the project should extend beyond the membership in the TC. They could, for example, be more actively involved in proposing, selecting and monitoring the implementation of demo projects
Management Response: [Added: 2014/05/06]

Agreed

Key Actions:

Key Action Responsible DueDate Status Comments Documents
-Produce TAP Grants criteria -Commence grant projects
[Added: 2014/05/06] [Last Updated: 2018/09/13]
PMU 2014/05 Completed -Grants criteria developed and endorsed by MTAP steering committee -Grants technical committee had participation of relevant stakeholders in evaluation, technical guidance and monitoring History
5. Recommendation: Very detailed procedure for projects selection, contracting, implementation and monitoring needs to be prepared. PMU should examine the possibility of having a two-step selection process. During the first step, a general call for ideas could be announced and, based on the ideas proposed, somewhat larger group of projects could be selected. During the second step, more detailed project proposals could be prepared, with the assistance of PMU and other implementing partners (see Recommendation 4). This procedure may minimise the risk of not getting enough good proposals. The drawback is that the selection process might last a bit longer than the standard one, but the project proposals will be better prepared. In the event of project extension of 12 to 18 months, the remaining 1.5 to 2 years of project's duration, i.e. 0.5 years currently remaining plus 1 to 1.5 year of extension, would be enough for the demo projects? selection, preparation, contracting, implementation and monitoring of results. The possibility of hiring an additional staff member/consultant who will manage demo projects should also be explored.
Management Response: [Added: 2014/05/06]

Partially Agreed

Key Actions:

Key Action Responsible DueDate Status Comments Documents
-Allow 2 stage submission of proposals -Hiring additional staff member/consultant
[Added: 2014/05/06] [Last Updated: 2018/09/13]
PMU/UNDP 2014/05 Completed 2 stage proposal submission in place in line with other grants schemes run by the country office History
6. Recommendation: The TAP overall workplan envisages that the thematic studies aimed at increasing the knowledge base on impacts of climate change and adapting to it (Outcome 1), be prepared prior to the implementation of demo projects, so that the projects can take on some of the recommendations of the studies. As in finalisation of some studies is delayed, certain number of demo projects could be initiated earlier, i.e. before all studies are finalised and validated. The first batch of demo projects could focus on issues of water, wastewater and solid waste
Management Response: [Added: 2014/05/06]

Partially Agree.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Commencing demo projects prior to completion of all studies. Project areas are not predetermined to allow pool of adaptation ideas.
[Added: 2014/05/06] [Last Updated: 2018/09/13]
PMU/MTAP 2014/06 Completed Demo projects application for grants was in place http://www.tourism.gov.mv/projects/tourism-adaptation-project/ History
7. Recommendation: MTAP has to be finalized and become operational very soon. The current Facebook profile is far from being considered as a platform. On the basis of the consultant?s MTAP report, a detailed structure of MTAP will have to be developed, and material to be uploaded selected. Project?s virtual community needs to be expanded by involving large group of stakeholders in its design, ?population? of materials, and maintenance. PMU should prepare a proposal for the future of MTAP. It is recommended to consider MTAP extending its ?life? after the project closure. It could serve as a tool to maintain and expand the knowledge base (studies and results of the demo projects). This will assist the tourism sector and tourism dependent communities to continue with climate change adaptation. While the existing MTAP committee could remain as a steering body, the logistics of MTAP could stay with MT. Responsibility: PMU, MTAP Committee.
Management Response: [Added: 2014/05/06]

Agreed

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Request for project extension
[Added: 2014/05/06] [Last Updated: 2018/09/13]
PMU/PB/UNDP 2014/06 Completed Project was extended History
8. Recommendation: MTAP has to be finalized and become operational very soon. The current Facebook profile is far from being considered as a platform. On the basis of the consultant?s MTAP report, a detailed structure of MTAP will have to be developed, and material to be uploaded selected. Project?s virtual community needs to be expanded by involving large group of stakeholders in its design, ?population? of materials, and maintenance. PMU should prepare a proposal for the future of MTAP. It is recommended to consider MTAP extending its ?life? after the project closure. It could serve as a tool to maintain and expand the knowledge base (studies and results of the demo projects). This will assist the tourism sector and tourism dependent communities to continue with climate change adaptation. While the existing MTAP committee could remain as a steering body, the logistics of MTAP could stay with MT
Management Response: [Added: 2014/05/07]

Agrred

Key Actions:

Key Action Responsible DueDate Status Comments Documents
-Expand MTAP community -Creation of knowledge products -Project Sustainability plan preparation
[Added: 2014/05/07] [Last Updated: 2018/09/13]
PMU/CSR officer 2014/03 Completed These key actions were taken before the completion of the project with more activities conducted to increase outreach. The Project Sustainability plan was completed http://www.tourism.gov.mv/projects/tourism-adaptation-project/ History
9. Recommendation: Disbursement of funds has to be increased by speeding up the implementation of the project's activities. The current rate of expenditure is very low, and it reflects difficulties the project?s implementation is going through. Responsibility: PMU, TC, PB, UNDP CO.
Management Response: [Added: 2014/05/07] [Last Updated: 2014/05/07]

Agreed

Key Actions:

Key Action Responsible DueDate Status Comments Documents
-Plan activities for 2014 & 2015 in advance. - Prepare and monitor procurement plan -Reduce disbursement difficulties by direct payment on important activities.
[Added: 2014/05/07] [Last Updated: 2018/09/13]
NPD/PMU/UNDP 2014/05 Completed -2014 & 2015 activities planned. TORs being prepared for outsourced activities. -Monitor the procurement plan closely -LOA drafted to be signed between UNDP & MoT. During the final year of the project a staff under UNDP contract was managing the project while all payments were made through direct payments History
10. Recommendation: Make financial reporting more transparent. Revision of the project?s budget should reflect changes in annual expenditure rate. It is important that revised budget takes in consideration the dynamics of the future implementation of the project, in particular the need to avoid the expenditure of large funds during the last year of the project?s implementation. The budget revision should be detailed enough to show division of funds among outcomes, outputs and activities of the project. Eventual extension of the project?s duration should immediately be followed by the respective budget revision
Management Response: [Added: 2014/05/07]

Agreed

Key Actions:

Key Action Responsible DueDate Status Comments Documents
-Request for project extension -Detial budget planning
[Added: 2014/05/07] [Last Updated: 2018/09/13]
UNDP/PMU 2014/05 Completed Project extension up to June agreed by PB & UNDP. Project was extended. History
11. Recommendation: Consistent system of reporting on co-financing needs to be established. The co-financing report should contain, as a minimum, the information on the amount of annual co-financing provided by partner, separately in cash and in kind; distribution of co-financing per component/outcome; rate of co-financing provided and the amount left for the remaining period of the project?s implementation; budgetary items co-financing is referred to (experts, equipment, offices, other); perceived risk in provision of co-financing by partner and proposal for actions to be taken to mitigate risks; and other elements that PMU will propose and PB adopt as necessary. The co-financing report should be presented to, discussed at and adopted by the PB on a yearly basis
Management Response: [Added: 2014/05/07]

Partially Agree.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
-Meet with the co-financing partners to review and update the commitments. -Prepare co-finance reporting format to share with support agencies. -PB endorsement
[Added: 2014/05/07] [Last Updated: 2018/09/13]
PMU/UNDP 2014/06 Completed At the meeting (led by UNDP) to discuss the changes in institutions and updates on co-financing structure Co-finance reporting faced difficulty mandate changes of respective agencies during the period. End 2013 reports have been obtained based on previous format. New reports will followed a new format to capture details specified. UNDP supported the government in reporting. History
12. Recommendation: Take measures to improve the quality of outputs and avoid lengthy delays in their delivery by making the respective TORs very precise in terms of objectives, expected benefits, contents of the output, methodology of the preparation of outputs, interim reporting, etc. Better monitoring of the outputs' preparation process should be implemented, preferably on a periodical basis during each phase of the preparation of the output. Consider using the peer reviewers and, if necessary, offer financial remuneration for their work. This is particularly important for the Outcomes 1 and 3 studies (valuation study, and financial instruments studies) because adequate capacity to assess the quality of these innovative studies is not easy to find nationally
Management Response: [Added: 2014/05/07]

Agree

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Prepare precise TOR?s Improve the quality of outputs of consultancy reports Undertake peer review of new draft study reports
[Added: 2014/05/07] [Last Updated: 2018/09/13]
PMU/UNDP 2014/05 Completed Get feedback/comments from peers, local and regional experts on TORs before finalizing. Policy was put in place for senior management and head of units to sign off on all TORs. To share with technical persons, including through UNDP regional office Most technical reports were completed and continued peer review for new activities. History
13. Recommendation: Improve annual work planning. While the present annual workplan have budgets and quarterly timetables only, the future ones should have: timetables on a monthly basis; budgets based on the revised overall TAP budget; list of meetings and workshops with the title, brief description, location, tentative date, and responsible person; developed activities with indication of the deliverable; key milestones, etc. The annual workplan needs to be discussed and approved by PB before the end of the current year
Management Response: [Added: 2014/05/07]

Partially Agree

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Annual work plans on monthly basis, however continue to prepare quarterly work plans with monthly breakdown
[Added: 2014/05/07] [Last Updated: 2018/09/13]
PMU 2014/03 Completed This was implemented during the project lifetime History
14. Recommendation: In order to achieve long term sustainability TAP, during the remaining period of its implementation the project management needs to focus on two critical areas: on turning the knowledge base into an element of the enabling environment that will facilitate implementation of the adaptation measures, and on practical demonstration of ways to solve concrete problems on the ground to stimulate long term interest of major stakeholder groups. Improved advocacy, dissemination and application of results, in particular within the context of MTAP, but also through larger involvement of the implementing partners and other stakeholders (see Recommendations 4 and 5) will be the instruments of focusing on the first critical area. Selecting demo projects that will aim at solving environmental problems (including ?no regret? measures), and showing that the implementation of adaptation measures could pay off, will be the instruments of focusing on the second critical area. It would help if the PMU prepares an action plan to achieve the abovementioned proposal for a strategic direction of TAP
Management Response: [Added: 2014/05/07]

AGREE Previously addressed in recommendation 8

Key Actions:

15. Recommendation: Improve the project?s web site. Efforts should be made to update it regularly. It would be useful if the date were always placed when an update is being made. The access to the project documentation needs to be made easier by making the availability of documents as wide as possible. Reports of the most important project meetings should be placed on the web site. Page should be prepared to monitor the progress of implementation of the project?s activities per outcome.
Management Response: [Added: 2014/05/07]

Agree: previously addressed in Recommendation8

Key Actions:

16. Recommendation: Prepare the Replication Strategy. While the Project Document doesn?t request this strategy, it may be necessary to prepare one with a view to making the project more sustainable. The PB should adopt the strategy at its next meeting in 2014.
Management Response: [Added: 2014/05/07]

Partially agree. While not called a ?Replication Strategy?, project has a sustainability plan activity to be undertaken in 2015

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Undertake TAP sustainability strategy
[Added: 2014/05/07] [Last Updated: 2018/09/13]
PMU 2015/08 Completed TAP sustainability strategy was completed History
17. Recommendation: The communication products already produced are few and new ones have to be prepared with a view to presenting the project?s achievements. Prepare the communications strategy of TAP as a matter of priority. Improve existing and develop new communication products, such as popularly written annual reports, leaflets, short videos, eventually ipad/iphone applications, etc. Widely use and disseminate the new TAP logo and develop guidelines for its implementation
Management Response: [Added: 2014/05/07]

Agree

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Prepare TAP LOGO and guidelines
[Added: 2014/05/07]
PMU 2014/01 Completed
18. Recommendation: Increase the number and duration of workshops, when feasible, and try to gather as large group of stakeholders as possible. Utilise the existing positive experiences. Try to involve more representatives of the tourism sector operators
Management Response: [Added: 2014/05/07]

Agree

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Increase stakeholder participating workshops Involve more tourism representation (also addressed in Recommendation 4)
[Added: 2014/05/07] [Last Updated: 2018/09/13]
PMU 2015/08 Completed Outreach and participation of different partners were increased http://www.tourism.gov.mv/cat/tap/page/2/ History
19. Recommendation: Request a no-cost extension of 12 to 18 months duration. The justification for an extension is: (1) delayed start of the project because of lengthy mobilization period, and for administrative purposes of filling up the posts of the PMU; (2) unstable political situation in Maldives during the last two years; and (3) quality issues with some of the deliverables.
Management Response: [Added: 2014/05/07]

AGREE Previously addressed in Recommendation 10

Key Actions:

20. Recommendation: Finalise consultations and reporting on the Outcome 3 outputs, notably the risk transfer instruments. Open the discussion with a view of developing other innovative instruments such as tourism levy, environmental guidelines and standards for tourism resorts, climate change labelling, etc. These initiatives need lengthy periods to secure the ?buy in? of the tourism industry. MTAP needs to be made fully operative as soon as possible to facilitate effective exchange of experiences and information on this subject
Management Response: [Added: 2014/05/07]

Agreed

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Finalise consultations and reporting on the Outcome 3 outputs, notably the risk transfer instruments
[Added: 2014/05/07] [Last Updated: 2018/09/13]
PMU 2014/01 Completed These activities were completed History
21. Recommendation: Improve linkages and partnerships and create synergies and partnerships with other projects and initiatives in Maldives as this may create opportunities for long-term project?s sustainability.
Management Response: [Added: 2014/05/07]

AGREED

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Representation from multiple stakeholders in the different project committees such as TC, PB, MTAP, GEC.
[Added: 2014/05/07] [Last Updated: 2018/09/13]
PMU 2014/03 Completed Stakeholders from key line ministries and industry was included in all committees History
22. Recommendation: The gender strategy was not developed during the initial phase of the project and its importance has not been raised as an issue. However, the issue should be revisited and eventually followed by the development and implementation of a gender-mainstreaming plan
Management Response: [Added: 2014/05/07]

Agreed

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Gender focus in grants component Add gender specific stakeholder in the committees, for example Government representative from Ministry of Health and Gender, Gender-focussed NGO. Share reports/findings with gender specialists
[Added: 2014/05/07] [Last Updated: 2018/09/13]
PMU/ 2014/03 Completed Gender mainstreaming was incorporated in the grants criteria and scoring. Mainstreaming Gender was also included in the sustainability plan developed through the project History

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