Livelihood Recovery for Peace Project (LRP): Mid-term Evaluation

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Evaluation Plan:
2013-2017, Nepal
Evaluation Type:
Mid Term Project
Planned End Date:
12/2013
Completion Date:
05/2013
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
15,000

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Title Livelihood Recovery for Peace Project (LRP): Mid-term Evaluation
Atlas Project Number:
Evaluation Plan: 2013-2017, Nepal
Evaluation Type: Mid Term Project
Status: Completed
Completion Date: 05/2013
Planned End Date: 12/2013
Management Response: Yes
Focus Area:
  • 1. Crisis Prevention & Recovery
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
  • 1. Livelihoods and economic recovery generated, including infrastructure restoration, employment and sustainable income earning opportunities for crisis affected communities
Evaluation Budget(US $): 15,000
Source of Funding: TRAC
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Lokendra Poudyal Team Leader lokendrapp@gmail.com
Balkrishna Upadhyay Economist balkrishnau@gmail.com
Laxmi Karki GESi specialist laxmiabcd@hotmail.com
GEF Evaluation: No
Key Stakeholders: UNDP, Ministry of Federal Affairs and Local Development
Countries: NEPAL
Comments: This project is linked to CPAP outcome/output 9.4: Targeted populations participate in social and economic empowerment initiatives and integration programs to diminish future conflict risks
Lessons
Findings
Recommendations
1 1. Cover the Uncovered: The extent of VEEDs covered by the project at present is 8% (out of the 30% identified during the poverty mapping exercise). The project needs to find ways of covering the remaining VEEDs than spreading thinly.
2 2. Implement Complete Components of the Intervention Package in Each Cluster: The project has not implemented complete components of the intervention package in some areas (e.g. there are clusters not covered by the infrastructure component).
3 3. Meet Budget Gaps: Seek adequate budget to implement all activities mentioned in the project document. If the project has to make any choice due to resource limitations, it first complete all targeted activities in the Cluster I and Cluster II and then only move to Cluster III as resource permits.
4 4. Improve Coordination: The project has attempted coordination among interrelated projects and institutions. Plans related to DDC, DADO, WCO and DLSO are developed through DLCC. The DLCC meetings are organized regularly. Besides these meetings, the project has also been organizing other issue based stakeholder meetings, orientations and workshops. MoU is signed with MEDEP, while the CGs are linked with the WCF established under the LGCDP. Despite these efforts, ensuring complimentarity by making the process obligatory among all parties concerned has become difficult due to the variation in priorities.
5 5. Support Scaling-Up of the Enterprises: The CG member established enterprises are gradually growing. As they lack ideas on scale-up opportunities, the project could train them on market assessment and also help in developing link with institutional source of credit. It could also encourage them to establish collective enterprises. The project could also insist establishment of cooperative, which has been discussed by the PALs with CG members already.
6 6. Emphasize Sustainability: The project should emphasize sustainability of the implemented programmes by establishing post-project link for the maintenance of community infrastructures. It could develop relations with the VDC and other projects for support. Similarly, it could request financial institutions for providing loan to up-scale the IGAs of its CG members.
7 7. Apply Exit Plan: The project has prepared exit strategy which is in the finalization process. As some CGs is almost completing three years, they should be made self-reliant by gradually phasing out LRP support. For this purpose, the project should finalize and implement its exit strategy soon. The CGs which will be qualified for effective phase out should include those, which have completed the cycle of awareness, transformation and engagement.
8 8. Add Multiple Sources of Support: The project should attempt to link its exit strategy with the support of other agencies and projects (e.g. VDC, DDC, LGCDP, MEDEP etc.) to the extent their support can be made complementary for further improvement of the CG members.
9 9. Build Capacity of the Partner Agency Staff in New Subject Areas: The current capacity building package of the project is largely tailored for monitoring and reporting. In order to accomplish better results from the support agency staff, they should also be trained on the subject areas such as inter-component linkage building, inter-group learning, inter-group networking, self-monitoring and cooperative establishment procedure. .
10 10. Implement Vocational Skills Training: The project area has demand for vocational training to enhance opportunities for employment. The project could support vocational training activities in selected subject areas (e.g. related non-agricultural activities for the landless and agricultural value chain for those who lease the land).
11 11. Support for Implementation of Strategy against GBV: The project has successfully mobilized three district WCOs and related stakeholders in the process of developing strategy against GBV. The project needs further collaboration for the implementation of these strategies.
12 12. Improve GESI Guidelines: The project is GESI responsive. To make the guidelines more forceful, it should apply gender sensitive words. For this to happen, it should revisit the guidelines and avoid gender bias terminologies
13 13. Orientation on the UN Resolution 1325 and 1820: The Ministry of Peace and Reconstruction has developed a National Plan of Action for the implementation of UN Resolution of 1325 and 1820. The LRP staff members should be familiarized about this Plan of Action as it helps to mainstream GESI in the project activities.
14 14. Gender Balanced Nomination of Candidates in Training, Workshop and Meetings: The participation of women is significant in the project at the grassroots level. However, at the VDC and DDC level training programmes, workshops and meetings, their representation is limited. Therefore, the project should attempt to strike gender balance aiming at 33% representation of women in all opportunities.
15 15. Uniform Qualification Standard for Women Activist: The Social Mobilization Guideline specifies minimum secondary level qualification for the Women Activist. In the guidelines for Enhancing Women's Empowerment and Promoting Gender Equality, it has specified their qualification as literate or up to secondary level. These inconsistencies should be avoided by fixing the qualifications uniformly.
16 16. Continued Support for the Women Activists: The activities launched through WRF needs further support of Women Activists in preventing violence. Therefore, their facilitative services should be extended till the WRFs become fully capable to take over the Women Activists role.
17 17. Contract Papers in Nepali: The project contracts are currently prepared in English. In order to make those understandable among the CG members, who are less educated, it would be essential to prepare the contracts in Nepali.
18 18. Documentation of the Case Studies: The contribution of project in preventing violence and building peace are not adequately highlighted. For the reporting of these qualitative achievements, case studies should be developed capturing success stories and processes for wider dissemination of learning. In particular, such case studies should cover the results obtained from Youth Club and WRF intermediations.
1. Recommendation: 1. Cover the Uncovered: The extent of VEEDs covered by the project at present is 8% (out of the 30% identified during the poverty mapping exercise). The project needs to find ways of covering the remaining VEEDs than spreading thinly.
Management Response: [Added: 2013/12/25] [Last Updated: 2013/12/26]

Based on the available budget, project selected and supported ultra-poor households in each project VDC. Project is well aware of the fact that many ultra poor households are left out and it intends to cover the uncovered but the limitation is availability of budget for the left over population ? As the project has worked more than 3 years in cluster one VDCs; it has started exiting activities from there.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Project will continue implementation taking into consideration DO -NO-Harm approach, making its working process more participatory & transparent involving people from wider economic strata so that they understand why and how LP works with the selected group of the ultra poor.
[Added: 2013/12/25] [Last Updated: 2014/05/05]
M&E / LRP 2014/01 Completed Do-No- harm approach have been incorporated in the training contents of social mobilization and conducted two events of training to make the process more transparent to avoid conflict right from the beginning in III-cluster. In I and II cluster no budget to cover the uncovered. It is not applicable now.
Project shall transform some of the community groups into cooperatives which will allow the uncovered to participate get benefitted.
[Added: 2013/12/26] [Last Updated: 2014/12/30]
M&E / LRP 2014/12 Completed Total 247 Community Groups are linked to new or existing cooperatives.
2. Recommendation: 2. Implement Complete Components of the Intervention Package in Each Cluster: The project has not implemented complete components of the intervention package in some areas (e.g. there are clusters not covered by the infrastructure component).
Management Response: [Added: 2013/12/25] [Last Updated: 2013/12/26]

1. The community infrastructure support has been delivered to most needy. 2. Because of weak institutional capacity and unavailability of Youth Clubs (YC), project could not select YC from each VDC

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Community infrastructure support shall be continued to the neediest communities in clusters II and III.
[Added: 2013/12/25] [Last Updated: 2014/12/30]
CIDS /LRP 2014/12 Completed In 2014, additional 13 community infrastructure projects completed in Cluster III of Sarlahi and Rautahat Districts
3. Recommendation: 3. Meet Budget Gaps: Seek adequate budget to implement all activities mentioned in the project document. If the project has to make any choice due to resource limitations, it first complete all targeted activities in the Cluster I and Cluster II and then only move to Cluster III as resource permits.
Management Response: [Added: 2013/12/25] [Last Updated: 2013/12/26]

UNDP Country Office is continuously making its efforts to search possible donors for funding project till 2014 and beyond.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The most neediest community infrastructures will be supported in II and III clusters within project period
[Added: 2013/12/25] [Last Updated: 2014/12/30]
NPM / M&E 2014/12 Completed Small Infrastructure like Hand pump and PCC Road support provided in Cluster III
If budget becomes available, project will implement its all component in III cluster
[Added: 2013/12/26] [Last Updated: 2014/12/30]
NPM / M&E 2014/12 Completed All of the components implemented in cluster III in 2014.
4. Recommendation: 4. Improve Coordination: The project has attempted coordination among interrelated projects and institutions. Plans related to DDC, DADO, WCO and DLSO are developed through DLCC. The DLCC meetings are organized regularly. Besides these meetings, the project has also been organizing other issue based stakeholder meetings, orientations and workshops. MoU is signed with MEDEP, while the CGs are linked with the WCF established under the LGCDP. Despite these efforts, ensuring complimentarity by making the process obligatory among all parties concerned has become difficult due to the variation in priorities.
Management Response: [Added: 2013/12/25] [Last Updated: 2013/12/26]

LRP will continue putting its sincere efforts for better coordination for complementarily with relevant stakeholders through meetings and workshops,

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Two DLCC meetings per year per district will be organized
[Added: 2013/12/25] [Last Updated: 2014/05/08]
DPC / M&E LRP 2014/12 Completed Three events one each district were completed in 2013.
Two issues based workshops will be organized per year per district
[Added: 2013/12/26] [Last Updated: 2014/12/30]
DPC / M&E LRP 2014/12 Completed NGO partners organized coordination and information sharing workshop in all three districts with the representation of all government stakeholders.
12 Coordination meeting will be organized by LRP Implementing Partners (IP)
[Added: 2013/12/26] [Last Updated: 2014/12/30]
DPC / M&E LRP 2014/12 Completed 9 event of Phase over meeting completed in Sarlahi, Mahottari and Rautahat.
5. Recommendation: 5. Support Scaling-Up of the Enterprises: The CG member established enterprises are gradually growing. As they lack ideas on scale-up opportunities, the project could train them on market assessment and also help in developing link with institutional source of credit. It could also encourage them to establish collective enterprises. The project could also insist establishment of cooperative, which has been discussed by the PALs with CG members already.
Management Response: [Added: 2013/12/25] [Last Updated: 2013/12/26]

1. Build capacity of community group to up-scale up their business 2. Make communities aware of possible MFIs services so that they can improve their access. 3. Transform some of the potential CGs into cooperatives for financial services to support up-scaling and collective enterprises

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Organize capacity building training to communities / group leaders / facilitators
[Added: 2013/12/25] [Last Updated: 2014/05/08]
LRP 2014/12 Completed Training were organized for 402 group leaders on business scale up and cooperative formation in 2013.
Provide information on MFIs by type and process required to follow for the financial services
[Added: 2013/12/26] [Last Updated: 2014/05/08]
AS LRP 2014/12 Completed Information provided to community groups and CGs linked to MFIs. Some of them have received the financial services.
Register potential CGs into cooperatives
[Added: 2013/12/26] [Last Updated: 2016/12/06]
AS LRP 2015/12 Completed 247 CGs were linked with 62 cooperatives in Sarlahi and Mahottari Cluster I and II History
6. Recommendation: 6. Emphasize Sustainability: The project should emphasize sustainability of the implemented programmes by establishing post-project link for the maintenance of community infrastructures. It could develop relations with the VDC and other projects for support. Similarly, it could request financial institutions for providing loan to up-scale the IGAs of its CG members.
Management Response: [Added: 2013/12/25] [Last Updated: 2013/12/26]

1. Guideline on community infrastructure?s management, use and maintenance developed and oriented to communities 2. List of community infrastructures will be provided to Village Development Committee (VDC) for record.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Organize orientation on guideline to communities through PLA session for proper utilization and maintenance of the community infrastructures
[Added: 2013/12/25] [Last Updated: 2016/12/06]
LRP Team 2015/12 Completed Assessment of the physical and management status of CI has been done in 2014. Based on the assessment necessary actions have been designed in 2015. History
Organize interaction meeting between community and VDCs; secretary, financial institutions, cooperatives for sustainability of the project initiatives
[Added: 2013/12/26] [Last Updated: 2014/05/08]
LRP Team 2014/12 Completed Two interaction meetings were organized in March 2014.
7. Recommendation: 7. Apply Exit Plan: The project has prepared exit strategy which is in the finalization process. As some CGs is almost completing three years, they should be made self-reliant by gradually phasing out LRP support. For this purpose, the project should finalize and implement its exit strategy soon. The CGs which will be qualified for effective phase out should include those, which have completed the cycle of awareness, transformation and engagement.
Management Response: [Added: 2013/12/25] [Last Updated: 2013/12/26]

Finalize exit strategy

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Prepare and implement exit action plan starting from cluster I.
[Added: 2013/12/25] [Last Updated: 2014/05/08]
NPM 2014/12 Completed Exit strategy has been prepared and action plan implemented in both I & II cluster
8. Recommendation: 8. Add Multiple Sources of Support: The project should attempt to link its exit strategy with the support of other agencies and projects (e.g. VDC, DDC, LGCDP, MEDEP etc.) to the extent their support can be made complementary for further improvement of the CG members.
Management Response: [Added: 2013/12/25] [Last Updated: 2013/12/26]

CGs are well linked to agencies concerned

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Exit strategy will be shared with agencies concerned
[Added: 2013/12/25] [Last Updated: 2014/05/08]
SM LRP 2014/12 Completed Exit strategy shared in all three program districts.
Increase representation of CG members in Ward citizen forum (WCF)
[Added: 2013/12/26] [Last Updated: 2016/12/06]
SM LRP 2015/12 Completed LRP continued its advocacy. In cluster III VDCs, 77% of the CG represented Ward Citizen Forum in 2014. History
Organize interaction meeting between CG and VDC
[Added: 2013/12/26] [Last Updated: 2014/05/04]
SM LRP 2014/12 Completed Done.
9. Recommendation: 9. Build Capacity of the Partner Agency Staff in New Subject Areas: The current capacity building package of the project is largely tailored for monitoring and reporting. In order to accomplish better results from the support agency staff, they should also be trained on the subject areas such as inter-component linkage building, inter-group learning, inter-group networking, self-monitoring and cooperative establishment procedure. .
Management Response: [Added: 2013/12/25] [Last Updated: 2013/12/26]

Capacity building training for partners staff is planned for 2013 and will continue also in 2014

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Include the recommended subjects in the training to be organized through partners for IPs staffs.
[Added: 2013/12/25] [Last Updated: 2014/12/30]
NPM / M&E LRP 2014/12 Completed Capacity building trainings on Cooperative management and Social Mobilization provided to Implementing partners of Cluster III IPs
10. Recommendation: 10. Implement Vocational Skills Training: The project area has demand for vocational training to enhance opportunities for employment. The project could support vocational training activities in selected subject areas (e.g. related non-agricultural activities for the landless and agricultural value chain for those who lease the land).
Management Response: [Added: 2013/12/25] [Last Updated: 2013/12/26]

It is not implemented

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Not applicable
[Added: 2013/12/25] [Last Updated: 2014/05/04]
not applicable 2013/01 No Longer Applicable
11. Recommendation: 11. Support for Implementation of Strategy against GBV: The project has successfully mobilized three district WCOs and related stakeholders in the process of developing strategy against GBV. The project needs further collaboration for the implementation of these strategies.
Management Response: [Added: 2013/12/25] [Last Updated: 2013/12/26]

Women and Children Office is taking lead under LRP support and planning and review workshops have been planned for smoother implementation of GBV strategy

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Two events of planning and review workshop each will be organized per year per district
[Added: 2013/12/25] [Last Updated: 2016/12/06]
GSIS LRP 2014/12 No Longer Applicable No events conducted in 2014 History
12. Recommendation: 12. Improve GESI Guidelines: The project is GESI responsive. To make the guidelines more forceful, it should apply gender sensitive words. For this to happen, it should revisit the guidelines and avoid gender bias terminologies
Management Response: [Added: 2013/12/25] [Last Updated: 2013/12/26]

LRP will review and revise all the guidelines

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Re-visit the guidelines to make them GESI sensitive
[Added: 2013/12/25] [Last Updated: 2014/05/04]
GSIS LRP 2013/12 Completed Done.
13. Recommendation: 13. Orientation on the UN Resolution 1325 and 1820: The Ministry of Peace and Reconstruction has developed a National Plan of Action for the implementation of UN Resolution of 1325 and 1820. The LRP staff members should be familiarized about this Plan of Action as it helps to mainstream GESI in the project activities.
Management Response: [Added: 2013/12/25] [Last Updated: 2013/12/26]

LRP staff shall be familiarized with UN Resolution 1325 and 1820.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Organize a training programme for LRP staff members
[Added: 2013/12/25] [Last Updated: 2014/05/05]
GSIS LRP 2013/12 Completed Done
14. Recommendation: 14. Gender Balanced Nomination of Candidates in Training, Workshop and Meetings: The participation of women is significant in the project at the grassroots level. However, at the VDC and DDC level training programmes, workshops and meetings, their representation is limited. Therefore, the project should attempt to strike gender balance aiming at 33% representation of women in all opportunities.
Management Response: [Added: 2013/12/25] [Last Updated: 2013/12/26]

Despite LRP?s efforts to increase women?s participation at district level events, women?s participation reported low because of their very low representation in these institutions.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Indicate special need for women?s participation in LRP events in invitation letter to be sent to the district level institutions in the future.
[Added: 2013/12/25] [Last Updated: 2014/12/30]
DPC / GSIS LRP 2014/12 Completed LRP followed the recommendation and letters were sent and participation of women has increased.
15. Recommendation: 15. Uniform Qualification Standard for Women Activist: The Social Mobilization Guideline specifies minimum secondary level qualification for the Women Activist. In the guidelines for Enhancing Women's Empowerment and Promoting Gender Equality, it has specified their qualification as literate or up to secondary level. These inconsistencies should be avoided by fixing the qualifications uniformly.
Management Response: [Added: 2013/12/25] [Last Updated: 2013/12/26]

These two guidelines have been developed to serve two different functions at two different levels.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
LRP will review the guidelines and maintain uniformity where possible.
[Added: 2013/12/25] [Last Updated: 2014/05/08]
SMS/GSIS LRP 2013/12 Completed The guideline was reviewed in 2013. Different qualification standards are set for two different functions to be carried at different levels.
16. Recommendation: 16. Continued Support for the Women Activists: The activities launched through WRF needs further support of Women Activists in preventing violence. Therefore, their facilitative services should be extended till the WRFs become fully capable to take over the Women Activists role.
Management Response: [Added: 2013/12/25] [Last Updated: 2013/12/26]

LRP will continue the function of WAs with priority without a compromise

Key Actions:

Key Action Responsible DueDate Status Comments Documents
PALs will take responsibility of strengthening capacities of WRFs
[Added: 2013/12/25] [Last Updated: 2014/12/30]
SMS/GSIS 2014/12 Completed PALs of III clusters were oriented and are engaged in facilitating women's right forum on GBV.
17. Recommendation: 17. Contract Papers in Nepali: The project contracts are currently prepared in English. In order to make those understandable among the CG members, who are less educated, it would be essential to prepare the contracts in Nepali.
Management Response: [Added: 2013/12/25] [Last Updated: 2013/12/26]

English is the corporate language of the UN and it is also not easy for the CG members to comprehend Nepali because they speak local dialects.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
LRP will continue to regularly discuss such agreement papers in local language during weekly participatory learning and action (PLA) sessions of community groups.
[Added: 2013/12/25] [Last Updated: 2014/12/30]
LRP team 2014/12 Completed LRP agreements with various stakeholders in the district are explained to the CGs in local language during weekly PLA sessions continued in cluster 2 and 3.
18. Recommendation: 18. Documentation of the Case Studies: The contribution of project in preventing violence and building peace are not adequately highlighted. For the reporting of these qualitative achievements, case studies should be developed capturing success stories and processes for wider dissemination of learning. In particular, such case studies should cover the results obtained from Youth Club and WRF intermediations.
Management Response: [Added: 2013/12/25] [Last Updated: 2013/12/26]

Case studies will be developed capturing qualitative achievements covering the results from youth clubs and WRF

Key Actions:

Key Action Responsible DueDate Status Comments Documents
LRP will publish a document on case studies from field
[Added: 2013/12/25] [Last Updated: 2014/12/30]
Communication Officer LRP 2014/07 Completed The book called Women Empowerment is Smart Peace building ? Human stories from field have been published and distributed.

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