Mid Term Evaluation of Mainstreaming Prevention and Control Measures for Invasive Alien Species

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Evaluation Plan:
2012-2016, Seychelles
Evaluation Type:
Mid Term Project
Planned End Date:
05/2013
Completion Date:
05/2013
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
18,894
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Title Mid Term Evaluation of Mainstreaming Prevention and Control Measures for Invasive Alien Species
Atlas Project Number: 00053109
Evaluation Plan: 2012-2016, Seychelles
Evaluation Type: Mid Term Project
Status: Completed
Completion Date: 05/2013
Planned End Date: 05/2013
Management Response: Yes
Focus Area:
  • 1. Others
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
  • 1. Output 1.3. Solutions developed at national and sub-national levels for sustainable management of natural resources, ecosystem services, chemicals and waste
Evaluation Budget(US $): 18,894
Source of Funding: GEF
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Sophie van De Meeren Ms sophie_vandermeeren@yahoo.co.uk
GEF Evaluation: Yes
Evaluation Type:
Focal Area: Biodiversity
Project Type: FSP
GEF Phase: GEF-5
PIMS Number: 3820
Key Stakeholders: Government, UNDP, GEF Regional Coordination Unit
Countries: SEYCHELLES
Comments: Mid Term Evaluation started December 2012 and will be completed by May 2013
Lessons
Findings
Recommendations
1 The MTE has evaluated the project with respect to its Achievement of Outcomes (Overall Project Outcome Rating) as marginally satisfactory MS, raising several shortcomings that are analysed in detail, and the overall assessment of the prospects for sustainability as being moderately unlikely MU, i.e. with significant risks for ensuring the durability of results
2 A key weakness identified by the MTR is in the project logic behind the strategy. The report indicates that PRODOC provides detail to explain the logic in the framework and how outputs and outcomes work to address the key weaknesses identified at design. However, the MTR has found significant weaknesses in the objectively verifiable indicators (OVIs) within the project's logical framework. The MTR argues that the majority of indicators do not meet the required criteria of being Specific, Measurable, Achievable, Relevant and Time Bound (SMART). The MTR concludes that the indicator framework does not support effective monitoring and evaluation of the level of achievement of the project Objective and Outcomes, and assessment of sustainable impact
3 The MTR makes an important point on the fact that the MTR was originally scheduled for July 2010, the Mid Term Review was only commissioned in November 2012, approximately one month before the original intended end of project (EOP) date. The late scheduling of the MTR significantly limits its potential to guide adaptive management and to support achievement of intended Outcomes before the end of the project.
4 The MTR indicates that the project should contribute to establishing a legislative and strategic framework that gives the Plant and Animal Health Section (PAHS) of the Seychelles Agriculture Agency (SAA) the core role, and sole legal mandate, in all aspects of Biosecurity / IAS management in the Seychelles. The MTE raised significant concerns over the potential impact of this ?institutional framework?, arguing that PAHS is an agricultural support agency, a section of the Seychelles Agricultural Agency, and that it however it does not, and currently cannot, on its own provide an effective overall ?Biosecurity Service? for the Seychelles. Further concerns are raised on weaknesses in the Biosecurity Bill (e.g. on risk analysis, prioritisation systems and decision making frameworks) and the fact that project is falling short on developing an ?integrated, consolidated ?Biosecurity Service?? covering environmental, agricultural and border control expertise.
5 Request a no-cost 18 month project extension
6 Amend the OVIs in the project's logical framework to establish an effective monitoring plan: Indicators must be specific, measurable, achievable, relevant and time bound (SMART). It is important that the revised indicators capture and reflect key areas of intended project impact as specified in the project document under the descriptive of the Objective and three Outcomes as outlined in the normative solution and alternative strategy. In revising OVIs the project team should be careful not to devise indicators that are easy to achieve but do not reflect intended project results. The risks and assumptions of the logical framework should also be reviewed and revised if necessary.
7 Strengthen project level systems for recording and monitoring project expenditure, including for co-financing contributions. Also establish a monitoring system to accurately record co-financing and ensure that project management and project partners have a clear understanding of co-financing
8 Examination by UNDP, with the project team and PCU, of the apparent 70% overspend on project management
9 Examine potential options to support an ex-post evaluation 2-3 years after EOP. Information from an ex-post evaluation would help to guide future GEF projects, which may be of interest to GEF given the significance of IAS management for biodiversity on small islands, and would provide important evaluative feedback for the Seychelles on the effectiveness of their IAS management systems.
10 Align Project support with the Seychelles Sustainable Development Strategy (SSDS)
11 Revise and amend the Biosecurity Strategy and Develop a monitoring and evaluation framework/plan for the Biosecurity Policy and revised national Biosecurity / IAS Management Strategy and . Support implementation of the revised Strategy
12 Develop and implement a communication and awareness raising plan as outlined under Output 1.4 and under Objective 5- action 5c in the Biodiversity Strategy.
13 Develop Emergency / Rapid Response Plan and Protocols to guide inter-agency co-ordination in the case of an IAS incursion.
14 Revive the National IAS Management Committee which operated in the Seychelles prior to project start-up. The Biosecurity Committee as currently established in the draft biosecurity legislation would then function as a specialised sub-committee of the overall IAS Management Committee, advising specifically on border control aspects of IAS management
15 Amend the draft Biosecurity Bill and ensure that Seychelles IAS management / Biosecurity legislation supports inter-agency collaboration in IAS management and positive biodiversity conservation outcomes, in line with the SSDS and intended Project results.
16 Continue to strengthen the capacity of border control staff within PAHS. Quarantine staff expressed the need for more support in IAS identification (such as ID sheets/booklets/access to PestNet at the airport and port) and a quarantine kit to enable them to safely remove and transport samples to the research station at PAHS. Further project support to PAHS for the identification and safe removal of IAS species from imports / passengers would help to increase the agency's effectiveness in core international border control/ quarantine work
17 Support / encourage PAHS to populate the IAS database with data from the IAS baseline report and from their own records and provide access to the database for all IAS management agencies through an online password access system.
18 Ensure border control mechanisms incorporate effective assessment of IAS risks to Seychelles environment / biodiversity
19 Assess the risk of entry of IAS from the Seychelles garbage disposal system and provide recommendations on ways to reduce this risk The MTR recommends that the project should support the Seychelles to assess this risk and to identify possible mechanisms to reduce the risk of entry of IAS to the Seychelles from the garbage disposal system (including inclusion within monitoring and rapid response systems)
20 Establish a multi-stakeholder IAS monitoring network to implement the monitoring and evaluation framework established under #11 above
21 Establish a National IAS Knowledge and Learning Network as specified under Output 3.2. During the MTR stakeholders stressed the need for Seychelles to strengthen coordination and networking mechanisms between agencies and organisations. Establishment of a national IAS Knowledge and Learning Network should support implementation of the integrated management strategy for Biosecurity / IAS Management as outlined under Recommendation 6. It is recommended that the project focuses work on establishing a national network, and that where ever possible this national network is supported to link in to relevant regional and international networks. The EOP target should be amended to reflect this
22 Support further sensitization and awareness raising. This was identified in project design as a key area to be supported under both Outcome 3 and output 1.4. In discussions with key stakeholders, the MTR has identified a number of opportunities for sensitisation and awareness raising support including:  Development of a concise and clear briefing note for the Ministry of Finance, drawing on the Economic Valuation of the Influence of IAS on the National Economy completed under Outcome 1. Development of public awareness raising material for the general public in the Seychelles. The project should also support awareness raising and communication mechanisms that are already established in the Seychelles.
23 The MTR has raised significant concerns over the potential impact of a number of key strategic documents developed under the project, and over the lack of progress towards intended MTR targets in a number of important areas. In order to achieve intended results it will be important for the project to amend existing strategic documents to establish an integrated, well coordinated, multi stakeholder framework for IAS management in the Seychelles. The project has made little progress towards establishing IAS management tools, monitoring systems, improved networking and awareness raising, these are all key areas for achieving intended project impact
1. Recommendation: The MTE has evaluated the project with respect to its Achievement of Outcomes (Overall Project Outcome Rating) as marginally satisfactory MS, raising several shortcomings that are analysed in detail, and the overall assessment of the prospects for sustainability as being moderately unlikely MU, i.e. with significant risks for ensuring the durability of results
Management Response: [Added: 2013/09/10] [Last Updated: 2013/09/10]

Management is addressing the matter by ensuring that before the end of 2014, the appropriate structure and legislative frameworks are in place to ensure sustainability.

Key Actions:

2. Recommendation: A key weakness identified by the MTR is in the project logic behind the strategy. The report indicates that PRODOC provides detail to explain the logic in the framework and how outputs and outcomes work to address the key weaknesses identified at design. However, the MTR has found significant weaknesses in the objectively verifiable indicators (OVIs) within the project's logical framework. The MTR argues that the majority of indicators do not meet the required criteria of being Specific, Measurable, Achievable, Relevant and Time Bound (SMART). The MTR concludes that the indicator framework does not support effective monitoring and evaluation of the level of achievement of the project Objective and Outcomes, and assessment of sustainable impact
Management Response: [Added: 2013/09/10] [Last Updated: 2013/09/10]

Management takes note of the observations. The Project logframe cannot be revised at this stage. The project main indicators will be evaluated at the end of the project.

Key Actions:

3. Recommendation: The MTR makes an important point on the fact that the MTR was originally scheduled for July 2010, the Mid Term Review was only commissioned in November 2012, approximately one month before the original intended end of project (EOP) date. The late scheduling of the MTR significantly limits its potential to guide adaptive management and to support achievement of intended Outcomes before the end of the project.
Management Response: [Added: 2013/09/10]

Management takes note of the delayed MTR and this has been explained in the PIR under Adjustments. The late start of the project in 2009 as opposed to 2007 as was initially planned was the delayed approval of the financial clearance of the project by the GEF given this project was funded under the remains of GEF III allocations. With the extension of the closing date this will not have any significant impact on project implementation. The recommendations of the MTR will be taken on board between now and end of the project.

Key Actions:

4. Recommendation: The MTR indicates that the project should contribute to establishing a legislative and strategic framework that gives the Plant and Animal Health Section (PAHS) of the Seychelles Agriculture Agency (SAA) the core role, and sole legal mandate, in all aspects of Biosecurity / IAS management in the Seychelles. The MTE raised significant concerns over the potential impact of this ?institutional framework?, arguing that PAHS is an agricultural support agency, a section of the Seychelles Agricultural Agency, and that it however it does not, and currently cannot, on its own provide an effective overall ?Biosecurity Service? for the Seychelles. Further concerns are raised on weaknesses in the Biosecurity Bill (e.g. on risk analysis, prioritisation systems and decision making frameworks) and the fact that project is falling short on developing an ?integrated, consolidated ?Biosecurity Service?? covering environmental, agricultural and border control expertise.
Management Response: [Added: 2013/09/10] [Last Updated: 2014/01/14]

Management takes note of the recommendation and agrees with the first part of the recommendation which is to further develop the capacity of the PAHS at the Seychelles Agricultural Agency. However, management does not necessarily agree with the second part of the observation that PAHS is not the best institution to have the overall responsibility for biosecurity in Seychelles. Given the context of scare human resource and the institutional setup, the PAHS is the best institution to drive the project and to ensure sustainability after the end of the project. Appropriate capacity development and strengthening of the institution will be maintained during the remainder of the project, with the Biosecurity Advisor working closely with the SAA and PAHS personnel. The project continues to work closely with agencies responsible for Customs, Public Health, Trade and Environment to strengthen Biosecurity functions.)

Key Actions:

5. Recommendation: Request a no-cost 18 month project extension
Management Response: [Added: 2013/09/10] [Last Updated: 2013/09/10]

The Request for Extension has already been completed and granted. No further action

Key Actions:

6. Recommendation: Amend the OVIs in the project's logical framework to establish an effective monitoring plan: Indicators must be specific, measurable, achievable, relevant and time bound (SMART). It is important that the revised indicators capture and reflect key areas of intended project impact as specified in the project document under the descriptive of the Objective and three Outcomes as outlined in the normative solution and alternative strategy. In revising OVIs the project team should be careful not to devise indicators that are easy to achieve but do not reflect intended project results. The risks and assumptions of the logical framework should also be reviewed and revised if necessary.
Management Response: [Added: 2013/09/10] [Last Updated: 2014/01/14]

The work plan prepared for 2013 and 2014 has captured the essence of the monitoring required for the remainder of the project. The OVIs however will not be amended at this stage, but the workplan will ensure that the targets set in the original logframe are met at the end of the project. The new workplan for the new PM as well as for the extension of the Biosecurity Advisor has taken into account the MTR recommendations.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Revise work-plan for 2013 and 2014 to integrate recommendations of the MTR. Update the Risk Log in ATLAS for 2013/14
[Added: 2013/09/10] [Last Updated: 2014/01/14]
Project Manager Biosecurity Advisor 2013/04 Completed New work-plan completed for 2013 and 2014 and approved. New Risk Log prepared and updated in ATLAS as well as management responses.
7. Recommendation: Strengthen project level systems for recording and monitoring project expenditure, including for co-financing contributions. Also establish a monitoring system to accurately record co-financing and ensure that project management and project partners have a clear understanding of co-financing
Management Response: [Added: 2013/09/10] [Last Updated: 2014/01/14]

Noted. The PCU will ensure that co-financing is captured on a yearly basis from co-financiers and reflected in the PIRs and the Evaluation Reports. This has been institutionalized as a requirement within the revised agreement between Government and the PCU to ensure that Government reports its own co-financing accurately and supports other institutional co-financiers to do the same. The SC meeting chaired by the MEE will request and review the updated co-financing at least once a year before the preparation of the PIRs. All project co-financier are fully aware of the concept and no further explanation is required.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Co-financing will feature as an item on the SC meetings. Yearly returns from project co-financers will be requested by the SC Chairman and reports prepared by the PM for the Project SC and for the annual PIR on co-financing expenditure.
[Added: 2013/09/10] [Last Updated: 2014/01/14]
Project Manager Programme Coordination Unit No due date No deadline established This is an ongoing process which will be completed when project ends.
8. Recommendation: Examination by UNDP, with the project team and PCU, of the apparent 70% overspend on project management
Management Response: [Added: 2013/09/10] [Last Updated: 2013/09/10]

Noted. The Management does not agree with the observation as all data and records are provided to the PCU as well as to the auditors during the NIM audits. This project has been audited twice already during its lifetime. The issue of recording against the wrong account code has been noted as it was highlighted in previous audit reports, which explains the obesetrvation of over expenditure on project management budgets. Management will undertake necessary actions to ensure proper recording on budget lines are maintained.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The follow up action plan of the last audit has already taken care of this observation. The 2013 and 2014 work-plan has correctly budgetd the cost of the Biosecurity Advisor across the outcomes instead of under Project Management Cost as was previously the case with the Financial Reporting from the Project Coordination Unit.
[Added: 2013/09/10]
Project Manager- Programme Coordination Unit 2013/05 Completed New work-plan has already taken care of this recommendation
9. Recommendation: Examine potential options to support an ex-post evaluation 2-3 years after EOP. Information from an ex-post evaluation would help to guide future GEF projects, which may be of interest to GEF given the significance of IAS management for biodiversity on small islands, and would provide important evaluative feedback for the Seychelles on the effectiveness of their IAS management systems.
Management Response: [Added: 2013/09/10] [Last Updated: 2013/09/10]

Management takes note of the recommendations. If funds available this can be undertaken as GEF project provides only for terminal evaluation and not ex-post evaluations

Key Actions:

Key Action Responsible DueDate Status Comments Documents
No further action required at this stage from project management.
[Added: 2013/09/10]
GEF No due date No deadline established This can only be acted upon if GEF decides on ex-post evaluation for projects
10. Recommendation: Align Project support with the Seychelles Sustainable Development Strategy (SSDS)
Management Response: [Added: 2013/09/10] [Last Updated: 2013/09/10]

The project objectives are in line with SSDS but needs to pay attention to the recommendations and ensure a coordinated approach for prevention and control of IAS. The necessary institutional and legislative frameworks being developed under the project will all be aligned to the objective of the SSDS.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Strengthen Biosecurity Strategy Improve M &E framework Develop Emergency and Rapid Response Protocols by end of Project. The revision of the Biosecurity Bill can only take place after it is reviewed by the Attormey General?s Office and Cabinet of Ministers.
[Added: 2013/09/10] [Last Updated: 2014/12/15]
Project Management Unit- Ministry of Environment Biosecurity Advisor PCU 2014/09 Completed Biosecurity Project Completed and recommendation now taken on board in New Biosecurity Bill
11. Recommendation: Revise and amend the Biosecurity Strategy and Develop a monitoring and evaluation framework/plan for the Biosecurity Policy and revised national Biosecurity / IAS Management Strategy and . Support implementation of the revised Strategy
Management Response: [Added: 2013/09/10] [Last Updated: 2013/09/10]

Noted. The remainder of the project is addressing this recommendation for the revision of the Strategy as well as establishment of the appropriate M & E Framework.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The project will define the institutional and management framework for the agencies involved in IAS and how the Biosecurity Strategy will be implemented. The appropriate M & E Framework is being developed.
[Added: 2013/09/10] [Last Updated: 2014/12/15]
Biosecurity Advisor Project Manager PCU 2014/09 Completed The further requirements for development of strategic interventions for biosecurity noted in the SSDS are also taken up within the 2014 revision of the NBSAP.
12. Recommendation: Develop and implement a communication and awareness raising plan as outlined under Output 1.4 and under Objective 5- action 5c in the Biodiversity Strategy.
Management Response: [Added: 2013/09/10] [Last Updated: 2014/01/14]

The project focussed more on building awareness rather than on a communication plan however this recommendation has been taken on board and targeted awareness campaigns will be created as part of the overall awareness programme for all GEF projects that's being developed by the PCU and implemented early on in 2014.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
A short film that will be featured on local channels as well as on board flights will be developed. Banners, leaflets and Website to be used to disseminate information. The PCU has recruited a Communications Officer since January December 2012 and awareness of all projects is being undertaken by the PR Officer. The project will work on specific awareness and educational programmes to be implemented till the end of the project.
[Added: 2013/09/10] [Last Updated: 2014/12/15]
Communication Officer/Biosecurity Advisor Project Manager-PCU UNDP Country Office 2014/09 Completed Film produced and now being shows on incoming air Seychelles flight
13. Recommendation: Develop Emergency / Rapid Response Plan and Protocols to guide inter-agency co-ordination in the case of an IAS incursion.
Management Response: [Added: 2013/09/10] [Last Updated: 2013/09/10]

Noted. This recommendations has been addressed in the recommendations above

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Actions will follow as outlined in #10 above
[Added: 2013/09/10] [Last Updated: 2014/12/15]
Same as #10 above 2014/06 Completed The ERP has been developed
14. Recommendation: Revive the National IAS Management Committee which operated in the Seychelles prior to project start-up. The Biosecurity Committee as currently established in the draft biosecurity legislation would then function as a specialised sub-committee of the overall IAS Management Committee, advising specifically on border control aspects of IAS management
Management Response: [Added: 2013/09/10] [Last Updated: 2013/09/10]

Noted. The PS of MENR is now the Chair of the NIASMC with the PS of MEE and the Commissioner of Public Health are also on the committee. The appropriate sub-committee will be established

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Committee has been revived and at the last SC held in August 2013, the proposal was tabled for establishment of the appropriate subcommittees.
[Added: 2013/09/10]
MEE Project Manager Biosecurity Advisor 2013/12 Completed Action completed for the main Committee and pending for the subcommittees. The subcommiteees will be established by Dec 2013
15. Recommendation: Amend the draft Biosecurity Bill and ensure that Seychelles IAS management / Biosecurity legislation supports inter-agency collaboration in IAS management and positive biodiversity conservation outcomes, in line with the SSDS and intended Project results.
Management Response: [Added: 2013/09/10] [Last Updated: 2013/09/10]

Management has taken note of the detailed recommendations. Overall this is a repeat of recommendation #11

Key Actions:

Key Action Responsible DueDate Status Comments Documents
No further action. Addressed at #11 above
[Added: 2013/09/10]
Same as #11 above No due date No deadline established Same as #11 above
16. Recommendation: Continue to strengthen the capacity of border control staff within PAHS. Quarantine staff expressed the need for more support in IAS identification (such as ID sheets/booklets/access to PestNet at the airport and port) and a quarantine kit to enable them to safely remove and transport samples to the research station at PAHS. Further project support to PAHS for the identification and safe removal of IAS species from imports / passengers would help to increase the agency's effectiveness in core international border control/ quarantine work
Management Response: [Added: 2013/09/10] [Last Updated: 2013/09/10]

Management takes note of the recommendation and will ensure additional training is carried out by the Biosecurity Advisor up to the end of the project to build capacity of the PAHs. Appropriate booklet and guide will be further updated and use during the training

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The PM and the Biosecurity Advisor have prepared a Training Plan for PAHS and SAA for up to end of the project. Training is organized at regular (weekly)intervals both formal training and on-site training. All training materials developed will be part of the project and will be used as future reference by the PAHS and staff of the Biosecurity Agency.
[Added: 2013/09/10] [Last Updated: 2014/01/14]
Project Manager Biosecurity Advisor PCU 2013/12 Completed Training Plan Prepared and Various Training activities carried out throughout 2013 by the Biosecurity Advisor and the new PM. The Training will also continue through 2014.
17. Recommendation: Support / encourage PAHS to populate the IAS database with data from the IAS baseline report and from their own records and provide access to the database for all IAS management agencies through an online password access system.
Management Response: [Added: 2013/09/10] [Last Updated: 2013/09/10]

Recommendation noted and will be implemented during remainder of the project

Key Actions:

Key Action Responsible DueDate Status Comments Documents
PM will ensure that PAHS database is updated and maintained.
[Added: 2013/09/10] [Last Updated: 2014/12/15]
Project Manager PCU Biosecurity Advisor 2014/11 Completed This has been initiated and will be completed with the completion of the Project in Nune 2014
18. Recommendation: Ensure border control mechanisms incorporate effective assessment of IAS risks to Seychelles environment / biodiversity
Management Response: [Added: 2013/09/10] [Last Updated: 2013/09/10]

Recommendations noted and will be implemented as part of the remainder of the project.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Border Control mechanisms will incorporate the risk of IAS to Seychelles. Rating of risk will be provided to the border control agents. The functioning of the Biosecurity Service will be implemented even if not formal structure or institution will be established. The function of the service will be distributed among existing agencies with appropriate protocols and guidelines and processes established and well defined to ensure functioning inter-agency coordination
[Added: 2013/09/10] [Last Updated: 2014/12/15]
Project Manager PCU Biosecurity Advisor 2014/11 Completed Current risk analysis procedures require adequate assesment of the risks to the environment/biodiversity and there are mechanisms to ensure these are done by adequately qualifed officers. Specific procedures will developed to with import of biological control agents and beneficial organisms
19. Recommendation: Assess the risk of entry of IAS from the Seychelles garbage disposal system and provide recommendations on ways to reduce this risk The MTR recommends that the project should support the Seychelles to assess this risk and to identify possible mechanisms to reduce the risk of entry of IAS to the Seychelles from the garbage disposal system (including inclusion within monitoring and rapid response systems)
Management Response: [Added: 2013/09/10] [Last Updated: 2013/09/10]

Noted. Will be part of the ongoing activities of the project up to EOP

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The Biosecurity Advisor and the PCU will discuss the matter with the SAA and the PAHS and appropriate measures will be implemented on site.
[Added: 2013/09/10] [Last Updated: 2014/01/14]
Project Manager/ Biosecurity Advisor- PCU, SAA, PAHS No due date No deadline established Ongoing process. Garbage disposal remains a concern because of the number of parties involved. The project team with work the ED, SAA and the other parties involved to ensure biosecurity risks associated with aircraft and sea vessels are adequately addressed.
20. Recommendation: Establish a multi-stakeholder IAS monitoring network to implement the monitoring and evaluation framework established under #11 above
Management Response: [Added: 2013/09/10] [Last Updated: 2013/09/10]

Recommendation noted and addressed under 11 above

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Project Manager and Biosecurity Advisor will establish the appropriate structure as part of the broader institutional framework.
[Added: 2013/09/11]
PM/Biosecurity Advisor, PCU No due date No deadline established
21. Recommendation: Establish a National IAS Knowledge and Learning Network as specified under Output 3.2. During the MTR stakeholders stressed the need for Seychelles to strengthen coordination and networking mechanisms between agencies and organisations. Establishment of a national IAS Knowledge and Learning Network should support implementation of the integrated management strategy for Biosecurity / IAS Management as outlined under Recommendation 6. It is recommended that the project focuses work on establishing a national network, and that where ever possible this national network is supported to link in to relevant regional and international networks. The EOP target should be amended to reflect this
Management Response: [Added: 2013/09/10] [Last Updated: 2013/09/11]

Recommendation Noted.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Project Manager and Biosecurity Advisor will raise this issue with the National Biosecurity Committee in Q3 or early Q4 2013. The National IAS Committee (a sub-committee of the NBC) will be tasked to establish this network, supported by the project.The National IAS Committee has been established as a sub-committee of the NBC.
[Added: 2013/09/11] [Last Updated: 2014/12/15]
PM/Biosecurity Advisor, PCU No due date No deadline established A framework for a IAS knowledge and learning network will be established in Q4 2013.The National IAS Committee has been establised as a sub-committee of the NBC but has not met in 2013. The issue will be discussed at the next NBC/IAS Committee meeting in Q1 of 2014.
22. Recommendation: Support further sensitization and awareness raising. This was identified in project design as a key area to be supported under both Outcome 3 and output 1.4. In discussions with key stakeholders, the MTR has identified a number of opportunities for sensitisation and awareness raising support including:  Development of a concise and clear briefing note for the Ministry of Finance, drawing on the Economic Valuation of the Influence of IAS on the National Economy completed under Outcome 1. Development of public awareness raising material for the general public in the Seychelles. The project should also support awareness raising and communication mechanisms that are already established in the Seychelles.
Management Response: [Added: 2013/09/10] [Last Updated: 2013/09/11]

Noted. Awareness has been captured under Recc # 12 above

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Same actions as in #12
[Added: 2013/09/11]
No due date No deadline established
23. Recommendation: The MTR has raised significant concerns over the potential impact of a number of key strategic documents developed under the project, and over the lack of progress towards intended MTR targets in a number of important areas. In order to achieve intended results it will be important for the project to amend existing strategic documents to establish an integrated, well coordinated, multi stakeholder framework for IAS management in the Seychelles. The project has made little progress towards establishing IAS management tools, monitoring systems, improved networking and awareness raising, these are all key areas for achieving intended project impact
Management Response: [Added: 2013/09/10] [Last Updated: 2013/09/10]

Management has taken note of the recommendation and this is being addressed during the remainder of the project. the contract of the Biosecurity Advisor has been extended and terms of reference amended to ensure that this recommendation is clearly addressed. The remaining task of the Biosecurity Advisor is to complete the establishment of the IAS management tools and further awareness-raising activities at national level

Key Actions:

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