Strenghtening Multi-Sectoral Management of Critical Landscape (SMSMCL) - MTE

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Evaluation Plan:
2013-2017, Samoa
Evaluation Type:
Mid Term Project
Planned End Date:
04/2016
Completion Date:
11/2016
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
20,000

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Title Strenghtening Multi-Sectoral Management of Critical Landscape (SMSMCL) - MTE
Atlas Project Number: 00073781
Evaluation Plan: 2013-2017, Samoa
Evaluation Type: Mid Term Project
Status: Completed
Completion Date: 11/2016
Planned End Date: 04/2016
Management Response: Yes
Focus Area:
  • 1. Others
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
  • 1. Output 2.5. Legal and regulatory frameworks, policies and institutions enabled to ensure the conservation, sustainable use, and access and benefit sharing of natural resources, biodiversity and ecosystems, in line with international conventions and national
SDG Goal
  • Goal 14. Conserve and sustainably use the oceans, seas and marine resources for sustainable development
  • Goal 15. Protect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage forests, combat desertification, and halt and reverse land degradation and halt biodiversity loss
SDG Target
  • 14.5 By 2020, conserve at least 10 per cent of coastal and marine areas, consistent with national and international law and based on the best available scientific information
  • 15.2 By 2020, promote the implementation of sustainable management of all types of forests, halt deforestation, restore degraded forests and substantially increase afforestation and reforestation globally
Evaluation Budget(US $): 20,000
Source of Funding:
Evaluation Expenditure(US $): 17,828
Joint Programme: No
Joint Evaluation: Yes
Evaluation Team members:
Name Title Email Nationality
James Lenoci Mr james@lenociltd.com HUNGARY
GEF Evaluation: No
Key Stakeholders: GoS, CSOs, CBOs, NGOs
Countries: SAMOA
Lessons
Findings
Recommendations
1

Critically review the project strategy. Several of the end targets within the project results framework do not match national strategies or capacities. A few suggestions have been made as part of this MTR, but a thorough critical review of the project strategic results framework should be made as soon as possible. Once the review has been made, a meeting should be held with senior level officials of MNRE, Ministry of Finance, and UNDP officials to determine whether to recommend changes to the GEF Secretariat.

2

Identify and operationalize strategic partnerships. Partnerships are the key aspect to the multi-sectoral approach promoted on this project; however, the requisite partnership arrangements are not yet in place.

  • Identify partners for each indicator in the results framework. Particular attention should be placed on developing memoranda of understanding with the MAF, MWSCD, and the SACEP.
  • Develop a joint strategy for realizing the envisaged project results. The strategies should include clearly mapped out pathways for achieving the results.
  • Develop a resource allocation plan for implementing the strategic partnerships; including labor requirements, project funding, co-financing, monitoring and evaluation, etc.
  • Implement the strategic action plans.
3

Strengthen project monitoring and evaluation systems. Monitoring and evaluation systems are not in place and requisite resources are under-estimated

  • Validate and/or update each of the individual baselines. For the expected result of greenhouse gas emissions avoided, the results of the GEF Carbon Benefits Project (CBP) should be consulted in reassessing baseline figures.
  • Assign responsibilities among the project team leaders and develop M&E protocols for each individual indicator in the results framework.
  • The GEF LD tracking tool indicator integrated into the project results framework should be clarified with the UNDP-GEF regional technical advisor.
  • Prepare cost estimations for implementing the M&E protocols.
  • Implement the M&E protocols and report regularly to the project board.
4

Improve work planning processes. Project results are not integrated into the current work planning processes.

  • Work planning should be prepared based upon the project results framework, with end targets integrated as milestones.
  • Team leaders should be assigned a set of indicators and develop work plans for those accordingly.
  • Critical path work planning should be implemented for each individual indicator, and quarterly progress represented on Gantt charts, communicated to the project board.
5

Develop and implement a knowledge management strategy for the project. The project has several opportunities for contributing towards expanded knowledge of SLM, but there is no coherent knowledge management strategy.

  • Develop a knowledge management strategy, identifying key messages, beneficiaries, roles and responsibilities for implementing the KM strategy, etc.
  • Prepare a separate action plan for management of traditional ecological knowledge, drawing from regional and international best practice, consultations with local communities, developing a roadmap for enabling communities to draw on their local knowledge, and record and disseminate it in forms that are useful for them.
6

Strengthen risk management processes. Time is of the essence for the second half of the project; there is less than 2 years remaining to project closure. A proactive risk management process should be implemented.

  • Prepare an updated analysis of current project risks.
  • Assign risk “owners” to each of the identified risks, and develop a quarterly risk evaluation and reporting procedure.
  • Develop and implement risk mitigation measures, and report progress at minimum quarterly to the project board.
7

Integrate gender considerations into the project strategy. Gender considerations have not yet been thoroughly analyzed and integrated into the project strategy. A gender analysis should be prepared by a qualified specialist, and a gender action plan should be developed, not only addressing the remaining period of project implementation but also how to integrate gender and social inclusion considerations into the community driven development and management plans promoted by the project.

8

Improve project record-keeping. Project record-keeping should be improved, including keeping an updated tally of co-financing contributions, documenting project board meetings, keeping the project asset register up to date, etc. It would be advisable to develop and implement a file management system for all types of project documentation, including electronic files, hardcopy documents, audio-visual documentation, etc.

1. Recommendation:

Critically review the project strategy. Several of the end targets within the project results framework do not match national strategies or capacities. A few suggestions have been made as part of this MTR, but a thorough critical review of the project strategic results framework should be made as soon as possible. Once the review has been made, a meeting should be held with senior level officials of MNRE, Ministry of Finance, and UNDP officials to determine whether to recommend changes to the GEF Secretariat.

Management Response: [Added: 2017/01/07] [Last Updated: 2017/09/10]

TAgreed, recommendation to be prioritised as this is important to ensure that the project targets are realistic and in line with national strategies and capacities. This can be discussed at quarterly project or in special meeting. The GIS contract with CI last year include the validation of the Strategic Results Framework Targets. Unfortunately, this was not realized as the contractor found out critical errors in the basic GIS data and information system of MNRE the basis for validating the Targets. Steps were underway to extend or have a second phase of the GIS contractor with CI to correct the GIS data and information. The first step to address this is to correct the base GIS information and data at MNRE the basis for calculating and validating the Targets. In this first quarter of 2017 the UNDP/MNRE and CI will finalize another contract to correct the data enabling the validation of the Targets and from whence the decision can be made realistically to reconsider more practical Targets for the Project as per recommendations from the MTR. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.2. Project board to thoroughly review suggested modifications in Annex 6 of the MTR on the SRF targets and decide whether to recommend changes. The UNDP CO will seek advice from the RTA during this process to make sure that modifications are in line with the UNDP-GEF adaptive management policy
[Added: 2017/01/07] [Last Updated: 2017/12/20]
PMU MNRE MOF UNDP 2017/02 Completed The project board literally agreed and support the suggested modifications to the SRF targets to be practical within our project capacity to implement given examples of our national capacity to implement similar services do not meet some of these project targets expectations as these were found to be too ambiguous to achieve within the allocated timeframe. (Note: Refer to Project Inception Report, Section 3.3 Proposed revisions to strategic results framework, paragraph 1-5). Specific attention to the explanation given in paragraph 5 of the same section 3.3. History
1.3. To inform project board decisions 1.1 above, a workshop will be organised involving all stakeholders to review MTR recommendations and identify possible appropriate amendments
[Added: 2017/01/07] [Last Updated: 2017/12/20]
MNRE MOF UNDP 2017/02 Completed STA advised for the project to coordinate meetings with key stakeholders involved in the implementation of some of the common activities that links to project objectives and focus, thus explanation is given in Management response in 2.1. This include both internal and external agents. History
1.1. First finalize a new contract with CI to correct the GIS data and information of MNRE and validate the SRF Targets this first Quarter of 2017. An important component of this new contract is the training of the MNRE Technical Services and those responsible with managing the MNRE GIS to ensure they fully understood and work the corrected data and are able to update and provide the means for ease of access to system’s services by both government and other interested parties.
[Added: 2017/09/10] [Last Updated: 2017/12/20]
PMU MNRE MOF UNDP 2017/02 Completed • Discussions have taken place with the MNRE Technical services to present the GIS Phase I findings in particular discrepancies in the spatial national data eg SAMFRIS, and seek support for Phase II with Senior GIS official to be full committed when Phase II starts as part of the capacity building to be able to assist with the MNRE GIS data monitoring and management including GIS technical support for the project implementation. • The project had been in several discussions including meetings with UNDP official eg. Tasi & Anne to further discuss possible way forward including issues experienced in the process of the GIS Phase I in particular some discrepancies found in the spatial datasets that hindered the completion of other remaining deliverables of the first GIS consultancy; • UNDP managed to negotiate with the Head of CI Office in NZ and agreed on the terms for UNDP and the project to deal directly with the GIS consultant as he is no longer with CI at the time of the negotiation due to the result of CI Office reforms. • It was agreed that TOR for Phase II must be developed by the project for UNDP to advertise the work to ensure implement the second phase which is basically to help with correcting the spatial data and to conduct GIS training; • GIS specialist Contract finalised and signed on 28th August 2017 for GIS specialist contract to start. History
1.4. Project board to consult on the validated SRF Targets; work out with the key implementing agencies the most appropriate amendments from the workshop and raise these changes with UNDP and GEF for consideration and endorsement
[Added: 2017/09/10] [Last Updated: 2018/09/12]
MNRE MOF MWCSD UNDP 2018/03 Completed The scope of work under the GIS Phase II as currently implementing will have an opportunity to further validate SRF based on the results and findings of the MTR before we can put together a summary report of any change for UNDP and GEF consideration and endorsement. 13.9.18 GIS Phase 2 completed and SRF has been reviewed and validated and will be submitted to UNDP GEF History
2. Recommendation:

Identify and operationalize strategic partnerships. Partnerships are the key aspect to the multi-sectoral approach promoted on this project; however, the requisite partnership arrangements are not yet in place.

  • Identify partners for each indicator in the results framework. Particular attention should be placed on developing memoranda of understanding with the MAF, MWSCD, and the SACEP.
  • Develop a joint strategy for realizing the envisaged project results. The strategies should include clearly mapped out pathways for achieving the results.
  • Develop a resource allocation plan for implementing the strategic partnerships; including labor requirements, project funding, co-financing, monitoring and evaluation, etc.
  • Implement the strategic action plans.
Management Response: [Added: 2017/01/07]

The managements agrees with this recommendations and will endeavour to fully implements the suggested steps.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Identify partners for each indicator in the results framework.
[Added: 2017/01/07] [Last Updated: 2018/09/12]
PMU 2018/04 Completed History
Develop TOR and recruit consultant to; a. develop a joint strategy for realizing the envisaged project results. The strategies should include clearly mapped out pathways for achieving the results. Strategy to be published b. Develop a resource allocation plan for implementing the strategic partnerships; including labor requirements, project funding, cofinancing, monitoring and evaluation, etc.
[Added: 2017/01/07] [Last Updated: 2019/01/14]
UNDP - Climate Change and Environment Unit 2018/12 Completed Work has been undertaken by the Senior Technical Adviser and PMU History
Develop memorandum of understanding with the MAF, MWSCD, and the SACEP
[Added: 2017/01/07] [Last Updated: 2017/12/20]
PMU 2017/04 No Longer Applicable [Justification: SACEP project is completed and UNDP has worked through the YEP programme to connect with MAF and MWCSD]
History
3. Recommendation:

Strengthen project monitoring and evaluation systems. Monitoring and evaluation systems are not in place and requisite resources are under-estimated

  • Validate and/or update each of the individual baselines. For the expected result of greenhouse gas emissions avoided, the results of the GEF Carbon Benefits Project (CBP) should be consulted in reassessing baseline figures.
  • Assign responsibilities among the project team leaders and develop M&E protocols for each individual indicator in the results framework.
  • The GEF LD tracking tool indicator integrated into the project results framework should be clarified with the UNDP-GEF regional technical advisor.
  • Prepare cost estimations for implementing the M&E protocols.
  • Implement the M&E protocols and report regularly to the project board.
Management Response: [Added: 2017/01/07]

The management agrees with this recommendation and will ensure project monitoring and evaluation systems are strengthened as necessary.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Develop TOR and recruit M&E consultant or Senior Technical Advisor to; a. Validate and/or update each of the individual baselines b. Develop M&E protocols for each individual indicator in the results framework c. Prepare cost estimations for implementing M&E protocol
[Added: 2017/01/07] [Last Updated: 2019/01/14]
UNDP - Climate Change and Environment Unit 2018/12 Completed Work has been undertaken by the Senior Technical Advisor History
4. Recommendation:

Improve work planning processes. Project results are not integrated into the current work planning processes.

  • Work planning should be prepared based upon the project results framework, with end targets integrated as milestones.
  • Team leaders should be assigned a set of indicators and develop work plans for those accordingly.
  • Critical path work planning should be implemented for each individual indicator, and quarterly progress represented on Gantt charts, communicated to the project board.
Management Response: [Added: 2017/01/07]

The management agrees with this recommendation and will work with PMU to modify current work planning process to include evaluation recommendations to be reflected in the 2017 annual work plan.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Revise 2017 AWP to be based on results framework with end targets integrated as milestone
[Added: 2017/01/07] [Last Updated: 2017/12/20]
Climate Change and Environment UNit 2017/04 Completed AWP has been revised History
Team leaders to develop individual work plans with assigned set of indicators
[Added: 2017/01/07] [Last Updated: 2019/01/14]
PMU 2018/12 Completed STA has been working with PMU to develop these workplans and asisgned indicators and these were used to revise 2018 workplan and as well as remainder of funding for the extension period of the project History
Critical path work planning should be implemented for each individual indicator, and quarterly progress represented on Gantt charts, and communicated to the project board on the quarterly basis
[Added: 2017/01/07] [Last Updated: 2019/01/14]
PMU 2018/12 Completed History
5. Recommendation:

Develop and implement a knowledge management strategy for the project. The project has several opportunities for contributing towards expanded knowledge of SLM, but there is no coherent knowledge management strategy.

  • Develop a knowledge management strategy, identifying key messages, beneficiaries, roles and responsibilities for implementing the KM strategy, etc.
  • Prepare a separate action plan for management of traditional ecological knowledge, drawing from regional and international best practice, consultations with local communities, developing a roadmap for enabling communities to draw on their local knowledge, and record and disseminate it in forms that are useful for them.
Management Response: [Added: 2017/01/07]

The management agrees with evaluation recommendation. The project is currently conducting several community and national workshops and updates on activities are posted on their Facebook page and in on other media but there is a need for a coherent knowledge management strategy and action plan for management of traditional ecological knowledge. The project has Communication & Knowledge Management TA and the project can either build on the experience of other projects such as the ICCRIFS project or hire a consultant to support the development knowledge management strategy

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Develop TOR for a knowledge management consultant to; a. Develop a knowledge management strategy, identifying key messages, beneficiaries, roles and responsibilities for implementing the KM strategy, etc b. Prepare a separate action plan for management of traditional ecological knowledge, drawing from regional and international best practice, consultations with local communities, developing a roadmap for enabling communities to draw on their local knowledge, and record and disseminate it in forms that are useful for them
[Added: 2017/01/07] [Last Updated: 2019/12/29]
PMU and UNDP 2019/12 Completed ToR completed and recurited consultant History
6. Recommendation:

Strengthen risk management processes. Time is of the essence for the second half of the project; there is less than 2 years remaining to project closure. A proactive risk management process should be implemented.

  • Prepare an updated analysis of current project risks.
  • Assign risk “owners” to each of the identified risks, and develop a quarterly risk evaluation and reporting procedure.
  • Develop and implement risk mitigation measures, and report progress at minimum quarterly to the project board.
Management Response: [Added: 2017/01/07]

The management agrees with the recommendation and will endeavour to strengthen risk management processes in the project management and decision making.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Develop TOR for a consultant or Senior Technical Adviser to; 1. Prepare an updated analysis of current project risks 2. Assign risk ‘owners’ to each of the identified risks 3. Develop a quarterly risk evaluation and reporting procedure 4. Develop risk mitigation measures
[Added: 2017/01/07] [Last Updated: 2019/12/29]
PMU and UNDP MCO 2019/03 Completed STA now on board and providing technical support to project History
Implement risk mitigation measures, and report progress to project board on the quarterly basis
[Added: 2017/01/07] [Last Updated: 2020/05/27]
PMU 2020/04 Completed This has been addressed to some point History
7. Recommendation:

Integrate gender considerations into the project strategy. Gender considerations have not yet been thoroughly analyzed and integrated into the project strategy. A gender analysis should be prepared by a qualified specialist, and a gender action plan should be developed, not only addressing the remaining period of project implementation but also how to integrate gender and social inclusion considerations into the community driven development and management plans promoted by the project.

Management Response: [Added: 2017/01/07]

The management agrees with the recommendation. Gender is currently considered in the project through the various stakeholder consultations and trainings but may not be reflected in project reporting. A gender action plan and training will allow the project team to fully integrate gender and social consideration in activities for the remaining period of project implementation.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Develop TOR for Gender specialist to; 1. Conduct a gender analysis 2. Develop a gender action plan for the project 3. Conduct training with project team on how to integrate gender and social inclusion considerations in project activities
[Added: 2017/01/07] [Last Updated: 2017/12/20]
PMU 2017/03 Completed Gender analysis has been conducted including the training. History
Implement Gender Action Plan and report to project board on quarterly basis
[Added: 2017/01/07] [Last Updated: 2020/05/27]
PMU 2020/01 Completed In 2017 the project engaged an international consultant who completed a Gender Analysis Report (August 2017). The report contained recommendations made in the context of SMSMCL outcomes and outputs regarding: • Access to and control over assets and resources; • Gender division of labor; • Participation and gender-based livelihood patterns, and • Power and decision-making The gender consultant also prepared a Gender and Social Inclusion Action Plan (October 2017) that proposed aligned activities with specific outputs, targets, monitoring mechanisms and estimated costs. History
8. Recommendation:

Improve project record-keeping. Project record-keeping should be improved, including keeping an updated tally of co-financing contributions, documenting project board meetings, keeping the project asset register up to date, etc. It would be advisable to develop and implement a file management system for all types of project documentation, including electronic files, hardcopy documents, audio-visual documentation, etc.

Management Response: [Added: 2017/01/07]

The management agrees with this recommendation and will ensure a system is established for documenting project records.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Develop and implement file management system for all types of project documentation, including electronic files, hardcopies, audio-visual documentation etc.
[Added: 2017/01/07] [Last Updated: 2019/12/29]
PMU 2019/06 Completed STA provided support to project for documentation History

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