Évaluation à mi-parcours - Renforcement de la résilience côtière

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Evaluation Plan:
2015-2020, Tunisia
Evaluation Type:
Mid Term Project
Planned End Date:
11/2019
Completion Date:
10/2019
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
25,000

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Title Évaluation à mi-parcours - Renforcement de la résilience côtière
Atlas Project Number: 00079688
Evaluation Plan: 2015-2020, Tunisia
Evaluation Type: Mid Term Project
Status: Completed
Completion Date: 10/2019
Planned End Date: 11/2019
Management Response: Yes
UNDP Signature Solution:
  • 1. Sustainable
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 2.3.1 Data and risk-informed development policies, plans, systems and financing incorporate integrated and gender-responsive solutions to reduce disaster risks, enable climate change adaptation and mitigation, and prevent risk of conflict
SDG Goal
  • Goal 13. Take urgent action to combat climate change and its impacts
SDG Target
  • 13.2 Integrate climate change measures into national policies, strategies and planning
  • 13.3 Improve education, awareness-raising and human and institutional capacity on climate change mitigation, adaptation, impact reduction and early warning
  • 13.b Promote mechanisms for raising capacity for effective climate change-related planning and management in least developed countries and small island developing States, including focusing on women, youth and local and marginalized communities
Evaluation Budget(US $): 25,000
Source of Funding: SCCF
Evaluation Expenditure(US $): 24,479
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
GEF Evaluation: Yes
GEF Project Title: Addressing Climate Change Vulnerabilities and Risks in Vulnerable Coastal Areas of Tunisia
Evaluation Type: Mid-term Review
Focal Area: Climate Change
Project Type: FSP
GEF Phase: GEF-5
GEF Project ID: 5105
PIMS Number: 4697
Key Stakeholders:
Countries: TUNISIA
Lessons
Findings
Recommendations
1

Recommendation 1.
Corrective actions for the design, implementation, monitoring and evaluation of the project APAL should act to urgently set out an institutional restructuring programme to enhance its mandate and internal capacities and from this to produce a new business plan and mandate (under the heading of a Strategic Action Plan incorporating a new Operations Manual). It is acknowledged that this process can take time (beyond the remaining project implementation programme) and so it is proposed that this recommendation is linked with upcoming climate finance related opportunities (donor funded) plus to link it to the new national 5 years development plan. A nominated staff member within APAL, on behalf of the Director General, should be given clearer decision-making mandates (within a revised re-organisation structure within APAL), in order to enable it to make decisions in between future PSC meetings.

2

Recommendation 2.
Corrective actions for the design, implementation, monitoring and evaluation of the project 

There is also a need to improve the involvement of the current Director General (DG - the Project Director) in the project related activities. The management structure decision making process in APAL needs to be restructured to ensure that at the project level (although The UNDP country office may provide support services for assistance with reporting requirements and direct payment at the request of the National partner), improvements are undertaken by APAL regarding the streamlining and efficiency regarding the signature of any project financial payments. This is needed as currently this remains mostly centralized and the responsibility of the DG. Efficiency mechanisms also are needed in regards with the direct support and commitment in the preparation of ToRs for non-traditional works (e.g.: Beach Occupation Plans), which currently appears to be one reason for delays in the support of  certain activities leading to reduced project efficiency. APAL also needs to become more accountable to the project by taking a stronger coordinating role with other initiatives taking place that affects the coastal zone of Tunisia (possibly linking to the future need for APAL to better embrace Integrated Marine Management in broaden the remit of ICZM in Tunisia).

3

Recommendation 3

Corrective actions for the design, implementation, monitoring and evaluation of the project

To assist with the recent delivery of the remaining project implementation, the current Project Director of APAL (with the PSC) should undertake a forward-looking review of staffing needs for the project spanning the current operational phase, reporting, closure period and “life after the SCCF project” period. The review should make a clear distinction between short-term technical deliverables and one-off tasks that can be assigned to consultants and on-going or core project management and representational roles that should be assigned to project staff. This intervention is needed as it is within APALs mandate to build their own capacity, hence it is their responsibility to review all technical needs to interpret report outcomes and actions, establish strategies to avoid any overlaps, and (using enhanced capacity improvements) to help steer the project in a direction that allows the intended impacts for Tunisia to be realised. Capacity improvements regarding staffs who better understand climate finance (for example to help the efficient implementation of Component 3) is proposed as currently APALs knowledge and implementation capacity for this is very weak. It is recommended that this staffing review should be completed within three months after the adoption of this MTR report and should be clearly linked to the budget revision and project extension proposals

4

Recommendation 4.

Corrective actions for the design, implementation, monitoring and evaluation of the project

The official end date of the SCCF project is 31st of December 2019. To this end, a no-cost time extension should be pursued with GEF (through the UNDP and after approval of the PSC and under the direction of the DG of APAL) to allow more substantive achievement of project outcomes. The MTR evaluator believes that it is fully justified to request a no-cost extension of 12 months duration, at a minimum. The justifications that such an extension is needed are set out as follows: (1) there have been 4 changes of APAL DG (and hence Project Directorship) resulting in at least 3 months delay each time a new DG took position; and (2) the political situation in Tunisia affected the early period of the projects implementation. The extension request should be accompanied by bringing up to date the log-frame of the project (including updated GEF Tracking Tool – see Annex XI) as well as formalizing the streamlining and adaptive management that has taken place to date throughout the project. One proposal for consideration is that an additional 6 months is added to the no cost time extension (making it 18 months in total) if an indicator is created demonstrating that APAL (by 1 August 2019) have formally demonstrated their internal re-organisation structure and revised reporting process to UNDP (see Recommendation 1 above) by 1st of October 2019 (demonstrated by submission of a Draft 5 year Strategic Action Plan (outlining revised mandate etc) and supporting Operations Manual. Such documents would also need to be formally endorsed (in principal at least) by the Ministry of Local Affairs and Environment.

5

Recommendation 5.

Corrective actions for the design, implementation, monitoring and evaluation of the project

Efforts are needed to fast track procurement and delivery of Component 3 activities which have not commenced at the time of writing the MTR. In tandem to this, it is very important that APAL and the Ministry of Finance show improved commitment to the technical input of this Component. Ownership and responsibility from APAL (on non-traditional APAL subject areas) needs to be improved by demonstrating their clear understanding of all technical reports and outputs produced (including Component 3 work – financing instruments). One positive activity to demonstrate this may be for the frequency of PSC meetings be changed to be every 3 months until the end of the project to ensure outputs are delivered and PSC members are fully on board with helping the PMU to deliver activities on time. In addition, the DG of APAL must take better ownership of the project through to completion, with more visible presence at meetings needed. One idea is for the Ministry of Local Affairs and Environment (or directly from APAL) to formally provide a Chair Person for proposed Climate Finance related Workshops that may be held from July 2019 onwards (see Recommendation13).

6

Recommendation 6.
Corrective actions for the design, implementation, monitoring and evaluation of the project As the final selection of Component 2 feasibility study intervention sites are still pending, it is recommended to take a final decision on exact sites very soon (by end of July 2019), as a matter of the highest priority for the entire project. In the event of the project extension for 12-18 months (see Recommendation 4), the remaining total of 6 months of project's duration plus a possible 1.5 year project extension – see Recommendation 3), should be sufficient contractor selection processes contracting, implementation and some early monitoring of intervention results.

7

Recommendation 7.
Corrective actions for the design, implementation, monitoring and evaluation of the project APAL need to ensure a strong advocacy so that the Government of Tunisia formally ratify the ICZM Protocol (Barcelona Convention) which still is currently awaiting authorisation. This is urgent as Tunisia (through the SCCF project) is currently preparing an ICZM Strategy (divided into three separate Gulf areas of Tunisia) which is expected to be compliant with the expectations of the Barcelona Convention (Article 18 (1)). As per Article 30 of the Convention, a national Focal Point needs to be formally nominated (i.e.: APAL, though their role as an anchor to move ICZM forward still remains weak). One proactive action proposed for APAL to undertaken would be to provide assistance to formulate the templates and guidance to form a series of Inter-Municipality Working Groups for ICZM. These could be prepared to help Municipalities on Djerba in particular to take forward such an initiative. Ghar el Melh Municipality are currently setting up a Committee that links to all Administrations to help inform of change (non-permanent committee of 6 members to take into account integrated matters).

8

Recommendation 8.

Corrective actions for the design, implementation, monitoring and evaluation of the project

The PMU needs to strengthen the day-to-day project monitoring and evaluation processes. The collection of lessons learned from specific activities could also help to provide guidance to the implementation of the upcoming activities.

Recommended improvements may include, but are not limited to the following:
• Critically review the project results framework, rationalize and validate baseline figures and end targets.
• Develop an updated SCCF M&E plan and assign responsibilities among the project team, including the national coordinators.
• Integrate new data and information baseline findings (lessons learned) into the M&E plan (link to the 2019 Annual Work Plan).
• Review the baseline GEF IW tracking tool (2015) and carry out an additional midterm assessment version (2019 onwards). Where possible this should demonstrate progress links to SDG13 and 14.
• Integrate programmatic objectives into the project monitoring and evaluation systems as set out in the 2019 AWP.
• Improve mechanisms of delivery feedback times for the remainder of the project under the leadership of the Project Director (DG of APAL).
• Identify clear South-South Cooperation activities for already completed tasks and those about to be completed up to the end of the project.

9

Recommendation 9.

Corrective actions for the design, implementation, monitoring and evaluation of the project

The additional extension of the period of the project’s implementation (see Recommendation 4) should be followed by the respective budget revision, transferring circa 10% of the spare Component 2 funds over to Component 1 with immediate effect. This recommendation can be substantiated as there is a need to conclude the Component 1 activities as without doing this, and having no authorised or agreed formal institutional protocols set out for the future, the work on the ground could be argued as being implemented within a mandatory ICZM policy “vacuum”, hence a high risk strategy for ensuring a long term upscaling and replication in Tunisia. The budget revision should be detailed enough to show division of funds among components, outcomes, outputs and activities of the project.

10

Recommendation 10.

Actions to follow up or reinforce initial benefits from the project

The PMU should urgently start demonstrating project advocacy by collecting coastal observatory data in Djerba (from wave buoys and tide gauges) and effectively demonstrate that this information is being used to design sustainable engineering schemes. The Djerba Wave Buoy (vandalised 20km offshore and now not in operation) must therefore be redeployed and APAL  ust do every effort to consult with the Ministry of Defence to allow satellite telemetry data transfer to occur for an agreed length of time (to support the pilot initiative). This data collection and use is a critical action to help improve project advocacy and to help with coastal adaptation intervention implementation (for example) as per the 1km ganivelle placement site at Sidi Hachani. Additional recommendations to improve advocacy may include the rapid commencement of specific activities of the project that can be embedded within the larger development initiatives e.g.: aspects of the specific Coastal Management Plans, Master Plans or Beach Occupation Plans for Djerba and Ghar el Melh.

11

Recommendation 11.

Actions to follow up or reinforce initial benefits from the project

A challenge links to the fact there is no formal IT Knowledge Portal in existence whereby project outputs can be uploaded for others to refer to and learn from. Therefore, there is a need to formalise and launch the projects Information Management web portal, possibly housed on the APALs institutional IT hosting site platform. This is needed as access to all SCCF project documentation must be made easier by making the availability of documents as wide as possible. Some suggestions for inclusion are a page is needed to demonstrate progress monitoring of the project’s activities per component. A separate effort to create a web-based GIS pilot focus for geographic areas such as on Djerba (to help all Municipalities and implementation of the Master Plan outputs) may also be considered. Efforts should be continued to have it regularly updated. It would be useful if the date were always placed when an update is being made

12

Recommendation 12.
Actions to follow up or reinforce initial benefits from the project
Project study findings and interventions needs to be better communicated to all stakeholders. An improved and updated SCCF project “Communications and Visibility Plan - CaVP”, that is re-launched and effectively disseminated to all relevant parties is needed for the remaining project period.

13

Recommendation 12.
Actions to follow up or reinforce initial benefits from the project
Project study findings and interventions needs to be better communicated to all stakeholders. An improved and updated SCCF project “Communications and Visibility Plan - CaVP”, that is re-launched and effectively disseminated to all relevant parties is needed for the remaining project period.

14

Recommendation 13.
Actions to follow up or reinforce initial benefits from the project
Increase efforts towards capacity building, especially with regards to climate financing. Implementation of the planned training workshops should start as a matter of priority, in particular for Component 3 (Climate Financing Workshop event by August 2019). Specific training and capacity development focal areas should consider training to Parliamentarians on the importance of ICZM to Tunisia and the implications on no action regarding DRM and CCA. Consideration should be given to the possibility of “twinning” with countries whom are better versed in this sector that those companies Tunisia. Conducting a more detailed pre-training and post training capacity or knowledge assessment would also be helpful to track the improvement in stakeholder’s knowledge and capacities regarding climate change, climate finance issues and Ecosystem based Adaptation.

15

Recommendation 14.
Proposals for future directions underlining main objectives
LiDAR capture for Djerba is recommended as part of a future upscaling project to help with taking forward a “whole
island approach” to decision making. This could be used to help generate new information needed to pursue the Blue
Economy aspects for Tunisia in a future GCF Concept Note application which may focus directly on the establishment
of a Policy for Integrated Coastal and Marine Management as a natural progression for the SCCF project to take forward
ICZM though to better embrace ocean related matters and hence pursuance of the “blue economy” in Tunisia. APALs
SAP should embrace this opportunity where possible.

Management Response Documents
1. Recommendation:

Recommendation 1.
Corrective actions for the design, implementation, monitoring and evaluation of the project APAL should act to urgently set out an institutional restructuring programme to enhance its mandate and internal capacities and from this to produce a new business plan and mandate (under the heading of a Strategic Action Plan incorporating a new Operations Manual). It is acknowledged that this process can take time (beyond the remaining project implementation programme) and so it is proposed that this recommendation is linked with upcoming climate finance related opportunities (donor funded) plus to link it to the new national 5 years development plan. A nominated staff member within APAL, on behalf of the Director General, should be given clearer decision-making mandates (within a revised re-organisation structure within APAL), in order to enable it to make decisions in between future PSC meetings.

Management Response: [Added: 2020/02/07]

The support to APAL restructuring is crucial to enhance its mandate and internal capacities and interaction with other stakeholders in coastal management. This reform will enable APAL to fully assume its mission in the management of coastal areas fostering Climate Change Adaptation in the coastal zone. Furthermore, the project has already launched a reflection to better define the mandate and prerogatives of the APAL at the level of the study on the management of the Maritime Public Domain. This initiative will facilitate launching the APAL restructuring study. 
The APAL restructuring will help NDC implementation in which Coastal adaptation is considered as a priority and will contribute to the achievement of sustainable development goals in line with the 2030 Agenda.
Hence, the preparation of the TORs of the study related to the structural, organizational and financial reform of the Coastal Protection and Planning Agency is ongoing in close collaboration with APAL. A new business plan and mandate (under the heading of a Strategic Action Plan incorporating a new Operations Manual) will be elaborated and suggested.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.1 Launching the study of restructuring the Coastal Protection and Planning Agency (APAL) (organizational and financial management reform)
[Added: 2020/02/07]
PM/PSC/APAL 2020/04 Overdue-Initiated The TORs related to “the structural, organizational and financial management reform of the Coastal Protection and Planning Agency” are under preparation and will be published by October 2019.
1.2 : Finalizing the ongoing study “ Legal, institutional and technical adjustments to take climate risks into account in the integrated management of the Maritime Public Domain”
[Added: 2020/02/07]
PM/PSC/APAL 2020/04 Overdue-Initiated A reflection to better define the mandate and prerogatives of the APAL is ongoing in the framework of the study on the management of the maritime public domain.
2. Recommendation:

Recommendation 2.
Corrective actions for the design, implementation, monitoring and evaluation of the project 

There is also a need to improve the involvement of the current Director General (DG - the Project Director) in the project related activities. The management structure decision making process in APAL needs to be restructured to ensure that at the project level (although The UNDP country office may provide support services for assistance with reporting requirements and direct payment at the request of the National partner), improvements are undertaken by APAL regarding the streamlining and efficiency regarding the signature of any project financial payments. This is needed as currently this remains mostly centralized and the responsibility of the DG. Efficiency mechanisms also are needed in regards with the direct support and commitment in the preparation of ToRs for non-traditional works (e.g.: Beach Occupation Plans), which currently appears to be one reason for delays in the support of  certain activities leading to reduced project efficiency. APAL also needs to become more accountable to the project by taking a stronger coordinating role with other initiatives taking place that affects the coastal zone of Tunisia (possibly linking to the future need for APAL to better embrace Integrated Marine Management in broaden the remit of ICZM in Tunisia).

Management Response: [Added: 2020/02/07]

The Project Management Unit regularly organizes follow-up meetings with the Director General, who is also the national project director on a monthly basis to present the major implementation activities and progress and to discuss the bottlenecks encountered. This meeting is organized in collaboration with the national project coordinator at APAL and attended by all APAL executives involved in the implementation of the different project activities. A schedule of implementation with fixed deadlines is set up in these exchange meetings. 

Regarding the coordination with the other ongoing projects at APAL and in relation to the Integrated Coastal Zone Management, it was proposed to the director general of the APAL, to coordinate a meeting for discussion and exchange between different projects, notably with the Tunisian Coastal Protection Project (PPLT) conducted with the German bank KFW.

Some coordination meetings had taken place between UNDP and KFW to ensure complementarity. the Project Management Unit held two meetings with the technicians/engineers in charge of the implementation of the PPLT project and the exchanges conducted has allowed to identify their axes of intervention and the possible complementarities  between the two projects. The project has ensured the involvement of the technicians/engineers in charge of the implementation of the PPLT project in the monitoring of the SCCF project.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Organizing monthly followup meetings with the director general/national project director, send him monthly project progress reports and continue sending quarterly progress reports to PSC members
[Added: 2020/02/07]
APAL/UNDP 2019/08 Completed - Monthly meetings to be organized with the DNP. - 2 PSC meetings/year
3. Recommendation:

Recommendation 3

Corrective actions for the design, implementation, monitoring and evaluation of the project

To assist with the recent delivery of the remaining project implementation, the current Project Director of APAL (with the PSC) should undertake a forward-looking review of staffing needs for the project spanning the current operational phase, reporting, closure period and “life after the SCCF project” period. The review should make a clear distinction between short-term technical deliverables and one-off tasks that can be assigned to consultants and on-going or core project management and representational roles that should be assigned to project staff. This intervention is needed as it is within APALs mandate to build their own capacity, hence it is their responsibility to review all technical needs to interpret report outcomes and actions, establish strategies to avoid any overlaps, and (using enhanced capacity improvements) to help steer the project in a direction that allows the intended impacts for Tunisia to be realised. Capacity improvements regarding staffs who better understand climate finance (for example to help the efficient implementation of Component 3) is proposed as currently APALs knowledge and implementation capacity for this is very weak. It is recommended that this staffing review should be completed within three months after the adoption of this MTR report and should be clearly linked to the budget revision and project extension proposals

Management Response: [Added: 2020/02/07]

Staffing review should be completed within three months after the adoption of the MTR report and should be clearly linked to the budget revision and project extension proposals. 
In addition, a capacity building program for the benefit of the APAL technicians will be produced and implemented in the activities related to the Economic Assessment of Adaptation and financing mechanisms. This program will also target the others stakeholders on the coast.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Staffing review
[Added: 2020/02/07]
APAL 2020/04 Overdue-Not Initiated A discussion is to be held with the PND of APAL.
Conducting Capacity Building Program in the Climate Finance Field
[Added: 2020/02/07]
APAL/UNDP 2020/04 Overdue-Not Initiated This program will be identified by the Economic Assessment of Adaptation Study and the Financial Mechanisms Study.
4. Recommendation:

Recommendation 4.

Corrective actions for the design, implementation, monitoring and evaluation of the project

The official end date of the SCCF project is 31st of December 2019. To this end, a no-cost time extension should be pursued with GEF (through the UNDP and after approval of the PSC and under the direction of the DG of APAL) to allow more substantive achievement of project outcomes. The MTR evaluator believes that it is fully justified to request a no-cost extension of 12 months duration, at a minimum. The justifications that such an extension is needed are set out as follows: (1) there have been 4 changes of APAL DG (and hence Project Directorship) resulting in at least 3 months delay each time a new DG took position; and (2) the political situation in Tunisia affected the early period of the projects implementation. The extension request should be accompanied by bringing up to date the log-frame of the project (including updated GEF Tracking Tool – see Annex XI) as well as formalizing the streamlining and adaptive management that has taken place to date throughout the project. One proposal for consideration is that an additional 6 months is added to the no cost time extension (making it 18 months in total) if an indicator is created demonstrating that APAL (by 1 August 2019) have formally demonstrated their internal re-organisation structure and revised reporting process to UNDP (see Recommendation 1 above) by 1st of October 2019 (demonstrated by submission of a Draft 5 year Strategic Action Plan (outlining revised mandate etc) and supporting Operations Manual. Such documents would also need to be formally endorsed (in principal at least) by the Ministry of Local Affairs and Environment.

Management Response: [Added: 2020/02/07]

The MTR report sent to the Implementation Partner APAL. A meeting was held on the 2nd August 2019 with the Project Steering Committee to present the findings of the MTR and to discuss about the recommendations including the no cost extension of the project of 12 months at a minimum. The PSC proposed to extend the project period to 18 months and recommended the PMU to start the process of the extension with the UNDP-GEF unit.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
APAL sends an official request with the steering committee meeting minutes and the planning
[Added: 2020/02/07]
APAL 2020/04 Overdue-Initiated Minutes of this meeting are being signed
The UNDP Country Office seeks the relevant internal authorization for an extension of 12 or 18 months as a priority.
[Added: 2020/02/07]
PM/PSC 2020/01 Completed The steering committee discussed the MTR recommendations and validate the MTR report. APAL sent an official request of the no cost extension of the project and will attach the updated timeline of the project. and the signed minutes of the Steering Committee meeting The NCE request was sent to GEF for request.
5. Recommendation:

Recommendation 5.

Corrective actions for the design, implementation, monitoring and evaluation of the project

Efforts are needed to fast track procurement and delivery of Component 3 activities which have not commenced at the time of writing the MTR. In tandem to this, it is very important that APAL and the Ministry of Finance show improved commitment to the technical input of this Component. Ownership and responsibility from APAL (on non-traditional APAL subject areas) needs to be improved by demonstrating their clear understanding of all technical reports and outputs produced (including Component 3 work – financing instruments). One positive activity to demonstrate this may be for the frequency of PSC meetings be changed to be every 3 months until the end of the project to ensure outputs are delivered and PSC members are fully on board with helping the PMU to deliver activities on time. In addition, the DG of APAL must take better ownership of the project through to completion, with more visible presence at meetings needed. One idea is for the Ministry of Local Affairs and Environment (or directly from APAL) to formally provide a Chair Person for proposed Climate Finance related Workshops that may be held from July 2019 onwards (see Recommendation13).

Management Response: [Added: 2020/02/07]

Currently, three studies related to the Component N°3 are launched and a progress is recorded.

The Project Management Unit has involved the Ministry of Local Affairs and Environment in the study on “Green Job Opportunities” at the level of Adaptation projects and has conducted several fruitful exchanges that led to the preparation of the TORs. The Sustainable Development Unit within the beforementioned ministry will lead the study.

APAL and the Ministry of Finance and members of the PSC will be widely involved in the different studies notably those related to the Economic Assessment of Adaptation and financing mechanisms of the Coastal Adaptation. The outputs and the main results will be discussed during exchange workshops chaired by them. The appropriation of the recommendations and the execution of the action plans will be the proof of their commitments in this component.

However, it is important to mention that an output be will be undertaken for the benefit of APAL in relation with the analysis of the economic costs and the benefits of the coastal development. With such a document APAL could provide the public decision-maker with the elements essential to the economic and institutional plans that can guide public policy choices towards greater consideration of the impacts and risks expected from climate change.

The Project Management Unit raised significantly the day-to-day project monitoring and evaluation processes. An up dated follow-up report each month is sent to APAL and UNDP.

UNDP Management will be involved to raise awareness and sensitize the APAL director general to be more involved in the project guidance. The lessons learned collected could also provide guidance for the implementation of the upcoming activities and the preparation of the eventual upscaling. 

The PMU will increase the frequency of PSC meetings and will be held each 4 months until the end of the project. An updated follow-up report will be sent by mail each month to the PSC members.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Conducting Study and workshops on the potential of Palmivelles Green Employment
[Added: 2020/02/07]
PM/APAL/UNDP 2020/04 Overdue-Initiated Study launched in July 2019
Conducting study on the Economic and institutional assessment of coastal adaptation to climate change in Tunisia
[Added: 2020/02/07]
PM/APAL/UNDP 2020/04 Overdue-Initiated Study launched in March 2019
Conducting the study on the identification of the financing mechanisms for coastal adaptation to climate change Institutional and opportunities for Tunisia
[Added: 2020/02/07]
PM/APAL/UNDP 2020/04 Overdue-Initiated Study launched in July 2019
APAL will send a letter to the Ministry of Local Affairs and Environment to formally designate a Person to chair the Climate Finance workshops likely to be held in December 2019
[Added: 2020/02/07]
APAL 2020/01 Completed A concept note is being prepared for an international side event on climate finance to be held in December
6. Recommendation:

Recommendation 6.
Corrective actions for the design, implementation, monitoring and evaluation of the project As the final selection of Component 2 feasibility study intervention sites are still pending, it is recommended to take a final decision on exact sites very soon (by end of July 2019), as a matter of the highest priority for the entire project. In the event of the project extension for 12-18 months (see Recommendation 4), the remaining total of 6 months of project's duration plus a possible 1.5 year project extension – see Recommendation 3), should be sufficient contractor selection processes contracting, implementation and some early monitoring of intervention results.

Management Response: [Added: 2020/02/07]

Priority measures are dimensioned for Ghar el Melh at the level of the area of Boughaz and Lido expanding 600m Linear, which prose innovative techniques including the installation of wooden groins, the sand replenishment of the beaches and. implantation of the ganivelles.
The procurement selection process of a company to carry out this work is ongoing. For additional protection zones for the southern part from Ghar el melh to Kalaat el Andalous (900 ml) interventions are also dimensioned.
The installation of Ganivelles at the level of Djerba pilot site is finalized.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Conducting the Feasibility study for the identification of soft adaptation measures;
[Added: 2020/02/07]
PM/APAL/UNDP 2020/04 Overdue-Initiated Study is ongoing
Setting up of 900 ml of Ganivelles at the bottom of the arrow of Ras R'Mel is finalized and 1080 ml of Palmivelles (palm tree leaf) is finalized.
[Added: 2020/02/07]
PM/APAL/UNDP 2019/05 Completed
7. Recommendation:

Recommendation 7.
Corrective actions for the design, implementation, monitoring and evaluation of the project APAL need to ensure a strong advocacy so that the Government of Tunisia formally ratify the ICZM Protocol (Barcelona Convention) which still is currently awaiting authorisation. This is urgent as Tunisia (through the SCCF project) is currently preparing an ICZM Strategy (divided into three separate Gulf areas of Tunisia) which is expected to be compliant with the expectations of the Barcelona Convention (Article 18 (1)). As per Article 30 of the Convention, a national Focal Point needs to be formally nominated (i.e.: APAL, though their role as an anchor to move ICZM forward still remains weak). One proactive action proposed for APAL to undertaken would be to provide assistance to formulate the templates and guidance to form a series of Inter-Municipality Working Groups for ICZM. These could be prepared to help Municipalities on Djerba in particular to take forward such an initiative. Ghar el Melh Municipality are currently setting up a Committee that links to all Administrations to help inform of change (non-permanent committee of 6 members to take into account integrated matters).

Management Response: [Added: 2020/02/07]

First, an advocacy work was already conducted through the legal department of the Ministry of Local Affairs and Environment for the ratification of the ICZM Protocol. Then, a strategy for this advocacy is established ensuring the involvement of all concerned actors intervening in the coast, the NGOs and the Assembly of the Representative of the People.

The process was finalized, and the complete file is at the level of the Ministry of Foreign Affairs since March 2019. The PMU is continuing the advocacy so that the file will be sent first to the Prime Ministry to be subject to a Council of Ministers and then to the Assembly of the Representatives of the People for ratification. However, it is important to note that Tunisia is in a period of institutional change with the legislative and presidential elections that will lead to the change of government and parliament.

Also, the project Management Unit is already proactively engaged in supporting the creation of the ICZM interministerial platform. All stakeholders on the coast as well as all concerned sectors are involved in the exchange for the finalization of the design of this platform. The platform will facilitate decision making on sustainable coastal development balancing decisions with potential socio-economic benefit.

A similar work is conducted at the level of Djerba within the framework of establishing Coastal Development Plans (PAC) and the three municipalities are largely involved this regional platform will facilitate decision making on the management the hole island in an integrated approach with a large concertation.

The project has adopted a participatory approach by conducting broad consultations and discussions with all involved stakeholders in Djerba Island and we will continue providing support to formulate the templates and guidance to form a series of Inter-Municipality Working Groups for ICZM and the Spatial Development Plan of Djerba Island (SDAZS). In particular, the project will continue working jointly with the department of Land Use and Spatial Planning (DGAT) relevant to the Ministry of Equipment, Housing and Land Planning to define needs and expected results regarding the new planning document.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Providing support to formulate the templates and guidance to form a series of Inter-Municipality Working Groups for ICZM. forward such an initiative
[Added: 2020/02/07]
PMU/DGAT 2020/04 Overdue-Not Initiated the project will continue working jointly with the department of Land Use and Spatial Planning (DGAT) under the Ministry of Equipment, Housing and Land Planning to define needs and expected results regarding the new planning document
8. Recommendation:

Recommendation 8.

Corrective actions for the design, implementation, monitoring and evaluation of the project

The PMU needs to strengthen the day-to-day project monitoring and evaluation processes. The collection of lessons learned from specific activities could also help to provide guidance to the implementation of the upcoming activities.

Recommended improvements may include, but are not limited to the following:
• Critically review the project results framework, rationalize and validate baseline figures and end targets.
• Develop an updated SCCF M&E plan and assign responsibilities among the project team, including the national coordinators.
• Integrate new data and information baseline findings (lessons learned) into the M&E plan (link to the 2019 Annual Work Plan).
• Review the baseline GEF IW tracking tool (2015) and carry out an additional midterm assessment version (2019 onwards). Where possible this should demonstrate progress links to SDG13 and 14.
• Integrate programmatic objectives into the project monitoring and evaluation systems as set out in the 2019 AWP.
• Improve mechanisms of delivery feedback times for the remainder of the project under the leadership of the Project Director (DG of APAL).
• Identify clear South-South Cooperation activities for already completed tasks and those about to be completed up to the end of the project.

Management Response: [Added: 2020/02/07]

All mentioned tasks should be finalized within three months after the adoption of this MTR report and should be clearly  linked to the monitoring and evaluation systems, to the budget revision and project extension proposals. The UNDP CO is waiting for more visibility on the project no cost extension to launch recruitment of a new M&E officer for the climate and environment cluster that will replace the former M&E officer who resigned. The project PMU will benefit from the support of a new M&E officer to update the project logframe.
Concerning South-South Cooperation activities, the project established contacts with UNDP Egypt, which is currently providing support to the Egyptian authorities in a similar project financed  y the Global Environment Facility (GEF) in the Delta area.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Reviewing the project results framework, rationalize and validate baseline figures and end targets.
[Added: 2020/02/07]
PM/PSC 2020/04 Overdue-Initiated Following the finalization of the MTR, APAL and UNDP will take into consideration the results of this evaluation and review the end targets.
Developping an updated SCCF M&E plan and assign responsibilities among the project team, including the national coordinators.
[Added: 2020/02/07]
PM/PSC 2020/04 Overdue-Initiated Periodic meetings to follow up on the various project activities. As a coordination and communication tool, a table will be prepared and shared to determine each team member's tasks, deliverables and timelines.
Integrating new data and information baseline findings (lessons learned) into the M&E plan (link to the 2019 Annual Work Plan).
[Added: 2020/02/07]
PM/PSC 2020/04 Overdue-Initiated Lessons learned have been summarized for 2018, the project continues this exercise in 2019
Reviewing the baseline GEF IW tracking tool (2015) and carry out an additional midterm assessment version (2019 onwards). Where possible this should demonstrate progress links to SDG13 and 14.
[Added: 2020/02/07]
PM/PSC 2020/04 Overdue-Initiated An expert has been recruited to support the integration of SDGs 11, 13 and 14
Improving mechanisms of delivery feedback times for the remainder of the project under the leadership of the Project Director (DG of APAL).
[Added: 2020/02/07]
PM/APAL 2020/04 Overdue-Initiated The project will send monthly reports to APAL the Project National Director & director general of APAL.
Integrating programmatic objectives into the project monitoring and evaluation systems as set out in the 2019 AWP.
[Added: 2020/02/07]
PM/PSC 2020/04 Overdue-Initiated Set up monitoring and evaluation procedures that allow all stakeholders to regularly draw clear lessons from their respective actions
Identifing clear South-South Cooperation activities for already completed tasks and those about to be completed up to the end of the project.
[Added: 2020/02/07]
PM/PSC 2020/04 Overdue-Initiated The project established contacts with UNDP Egypt The project will organize a mission trip to exchange with Spain authorities about coastal management
9. Recommendation:

Recommendation 9.

Corrective actions for the design, implementation, monitoring and evaluation of the project

The additional extension of the period of the project’s implementation (see Recommendation 4) should be followed by the respective budget revision, transferring circa 10% of the spare Component 2 funds over to Component 1 with immediate effect. This recommendation can be substantiated as there is a need to conclude the Component 1 activities as without doing this, and having no authorised or agreed formal institutional protocols set out for the future, the work on the ground could be argued as being implemented within a mandatory ICZM policy “vacuum”, hence a high risk strategy for ensuring a long term upscaling and replication in Tunisia. The budget revision should be detailed enough to show division of funds among components, outcomes, outputs and activities of the project.

Management Response: [Added: 2020/02/07]

A budget revision, transferring circa of 20% instead of the spare Component 2 funds over to Component 1 with immediate effect is needed as there is a need to conclude the Component 1 activities as without doing this, and having no authorised or agreed formal institutional protocols set out for the future, the work on the ground could be argued as being implemented within a mandatory ICZM policy.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Detailing the budget revision to show division of funds among components, outcomes, outputs and activities of the project.
[Added: 2020/02/07]
PM/PSC 2020/04 Overdue-Initiated The budget revision should be detailed enough to show division of funds among components, outcomes, outputs and activities of the project
10. Recommendation:

Recommendation 10.

Actions to follow up or reinforce initial benefits from the project

The PMU should urgently start demonstrating project advocacy by collecting coastal observatory data in Djerba (from wave buoys and tide gauges) and effectively demonstrate that this information is being used to design sustainable engineering schemes. The Djerba Wave Buoy (vandalised 20km offshore and now not in operation) must therefore be redeployed and APAL  ust do every effort to consult with the Ministry of Defence to allow satellite telemetry data transfer to occur for an agreed length of time (to support the pilot initiative). This data collection and use is a critical action to help improve project advocacy and to help with coastal adaptation intervention implementation (for example) as per the 1km ganivelle placement site at Sidi Hachani. Additional recommendations to improve advocacy may include the rapid commencement of specific activities of the project that can be embedded within the larger development initiatives e.g.: aspects of the specific Coastal Management Plans, Master Plans or Beach Occupation Plans for Djerba and Ghar el Melh.

Management Response: [Added: 2020/02/07]

The project has procured three tide gauges and a buoy to strengthen the extreme weather forecast database of the APAL observatory. It is the first time that APAL has received real-time meteo-oceanographic data from the tide gauges installed on the coast.
Tide gauge data produced during the last 18 months were shared with the oceanographic and hydraulic marine services (CHOMN) to supplement their oceanographic information databases. Also, currently in collaboration with National Institute of Marine Science and Technology (INSTM), these newly acquired data are used to calibrate hydrodynamic and oceanographic models.
APAL held many meetings and conducting exchange with the ministry of defense to have the necessary authorizations for the reestablishment of the buoy in the sea on August 2019.
Following various exchanges and several working sessions held till July 2019, it is proposed that a cooperation agreement be signed between APAL and the Ministry of Defense to allow the launching of the buoys and the resumption of data collection
However, due to complications regarding administrative authorizations, the repaired buoy has not yet been re-established in the sea. The current speed data are no longer received at the level of the coastal observatory.
Currently, APAL continues the meteo-oceanographic data collection only by using the three tide gauges and meteorological stations. Raw data are controlled and analyzed and stored on SQL server at the National Coastal Observatory and can be used to feed vulnerability and protection studies of Tunisian coastal zones. These data will be used as inputs to the studies ongoing as the Coastal Management Plans and the study on climate risk assessment. The UNDP CO exposed this situation through official letters sent to the Minister of Local Affairs and Environment and APAL director general in 2018 and 2019 requesting his intervention to resolve the issue. The new UNDP CO management will also be involved to monitor closely this situation.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Signature of an agreement APL / Ministry of Defense for the redeployment of the oceanographic data collection buoy from Djerba
[Added: 2020/02/07]
PM/PSC 2020/04 Overdue-Initiated The convention will allow APAL to redeploy the Buoy
Meteo-oceanographic data collection used to feed vulnerability and protection studies of Tunisian coastal zones
[Added: 2020/02/07]
PM/PSC 2020/04 Overdue-Initiated The data that are being collected tide gauge and the data that will be produced by the buoys as soon as they are deployed will be used as inputs to the studies ongoing as the Coastal Management Plans and the study on climate risk assessment
11. Recommendation:

Recommendation 11.

Actions to follow up or reinforce initial benefits from the project

A challenge links to the fact there is no formal IT Knowledge Portal in existence whereby project outputs can be uploaded for others to refer to and learn from. Therefore, there is a need to formalise and launch the projects Information Management web portal, possibly housed on the APALs institutional IT hosting site platform. This is needed as access to all SCCF project documentation must be made easier by making the availability of documents as wide as possible. Some suggestions for inclusion are a page is needed to demonstrate progress monitoring of the project’s activities per component. A separate effort to create a web-based GIS pilot focus for geographic areas such as on Djerba (to help all Municipalities and implementation of the Master Plan outputs) may also be considered. Efforts should be continued to have it regularly updated. It would be useful if the date were always placed when an update is being made

Management Response: [Added: 2020/02/07]

The project proposes to set up a long-term information and data management system and will:
? Launch the development of a software solution (GIS) for the management of these data.
? Provide a training session for the benefit of the users of this system.
The data produced by the project is of major importance to a multitude of coastal users notably at the two project sites. The GIS has to be available to the different users taking into account the current as well as the future users. The GIS will include a page to demonstrate progress monitoring of the project’s activities per component.
An additional effort will be made to create a GIS -web pilot focus for the geographic areas of Ghar El Melh and Djerba.
The exploitation of this data and information is necessary for further improvement of the intervention on the ground in relation with the Integrated Coastal Zone Management. Equipment and applications must be adapted to the needs. Data organization, preparation and development of advanced products have to satisfy different users.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Development of an SGBD and a GIS web for the management of the date produced within the project implementation
[Added: 2020/02/07]
PM/PMU 2020/04 Overdue-Initiated The SGBD and GIS web to produce will be available to several users and it is essential to take into account current users and future users. TORs for this action are finalized and publication to follow soon in late November
12. Recommendation:

Recommendation 12.
Actions to follow up or reinforce initial benefits from the project
Project study findings and interventions needs to be better communicated to all stakeholders. An improved and updated SCCF project “Communications and Visibility Plan - CaVP”, that is re-launched and effectively disseminated to all relevant parties is needed for the remaining project period.

Management Response: [Added: 2020/02/07]

The project has:
? Launched the recruitment of a communications officer (in a cost-sharing arrangement with another UNDP-GEF project);
? Finalized the elaboration of a Climate Adaptation Communication Strategy and associated action plan. This will help to anchor the adaptation approach to climate change risks. Currently the action plan is being implemented.
? Produced Communication products:
? A film related to CC adaptation know how of small farmer in Ghar El Melh
? A video about the activities to be undertaken by NGO’s within the framework of the small adaptation project financed by the SCCF project
? A film on ganivelles as a soft technique implemented in Djerba island
A “photo roman” novel photo is being produced.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Recruitment of a Communications Officer
[Added: 2020/02/07]
UNDP/PMU 2020/04 Overdue-Initiated The former communication officer resigned in August 2019. Recruitment is undergoing for an expert to support implementation of communication priority actions from the project communication plan. The UNDP CO is waiting for more visibility on the project no cost extension to launch recruitment of new communication officer for the project.
Documentation of the implementation of the project and the preparation of audio-visual media for the capitalization of goodpractices on coastal resilience
[Added: 2020/02/07]
UNDP/PMU 2019/07 Completed Implementation of the climate adaptation communications strategy and associated action plan developed by the project
Implementation of the project's communication plan
[Added: 2020/02/07]
UNDP/PMU 2020/04 Overdue-Initiated Audio-visual communication products are being developed (awareness capsules, documentary film, …°
13. Recommendation:

Recommendation 12.
Actions to follow up or reinforce initial benefits from the project
Project study findings and interventions needs to be better communicated to all stakeholders. An improved and updated SCCF project “Communications and Visibility Plan - CaVP”, that is re-launched and effectively disseminated to all relevant parties is needed for the remaining project period.

Management Response: [Added: 2020/02/07]

The project has:
? Launched the recruitment of a communications officer (in a cost-sharing arrangement with another UNDP-GEF project);
? Finalized the elaboration of a Climate Adaptation Communication Strategy and associated action plan. This will help to anchor the adaptation approach to climate change risks. Currently the action plan is being implemented.
? Produced Communication products:
? A film related to CC adaptation know how of small farmer in Ghar El Melh
? A video about the activities to be undertaken by NGO’s within the framework of the small adaptation project financed by the SCCF project
? A film on ganivelles as a soft technique implemented in Djerba island
A “photo roman” novel photo is being produced.

Key Actions:

14. Recommendation:

Recommendation 13.
Actions to follow up or reinforce initial benefits from the project
Increase efforts towards capacity building, especially with regards to climate financing. Implementation of the planned training workshops should start as a matter of priority, in particular for Component 3 (Climate Financing Workshop event by August 2019). Specific training and capacity development focal areas should consider training to Parliamentarians on the importance of ICZM to Tunisia and the implications on no action regarding DRM and CCA. Consideration should be given to the possibility of “twinning” with countries whom are better versed in this sector that those companies Tunisia. Conducting a more detailed pre-training and post training capacity or knowledge assessment would also be helpful to track the improvement in stakeholder’s knowledge and capacities regarding climate change, climate finance issues and Ecosystem based Adaptation.

Management Response: [Added: 2020/02/07]

Trainings and capacity building were conducted successfully for the benefit of the representatives of the relevant ministries, regional and local actors for a better planning that takes into consideration CC risks. The different trainings sessions and capacity building have witnessed a good participation and a satisfactory assessment has been done by participants. Overall, from the beginning of the project 240 key decision makers and technical agents have benefited from training on adaptation tools in coastal planning and the capacity of 500 local partners, professional bodies and civil society at the project sites were strengthened in relation with ICZM, planning for development Within the framework of the study related to the identification of Financing mechanisms for Coastal Adaptation to CC and the study of the economic and institutional assessment of coastal adaptation to climate change in Tunisia, it is expected that an action plan will be produced for capacity building to access to international adaptation funding and for the integration of the national financial sector into the climate dynamics. These training with pre-training and post training knowledge assessment will track the improvement in stakeholder’s knowledge and capacities regarding climate change, climate finance issues and Ecosystem based Adaptation.
Concerning the setting up of a training workshop in particular for Component 3 (Climate Financing Workshop) as a priority, the PMU is organizing an international side event to be held in the COP25 on the blue economy in an Integrated Coastal Management Context ICZM.
In order to establish “twinning” with the entities which has an in depth- experience and knowledge in ICZM and to accelerate the implementation of the ICZM strategy, the PMU tries to ensure the involvement of the Priority Actions Program / Regional Activity Center (PAP / RAC) that provides support to Mediterranean countries to ratify and implement the ICZM Protocol, as well as to implement the Mediterranean Strategy for Sustainable Development (MSSD) as part of their mission.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Conducting Capacity building training to access to international adaptation funding and for the integration of the national financial sector into the climate dynamics
[Added: 2020/02/07]
PMU/UNDP/APAL 2020/04 Overdue-Not Initiated The training will be identified at the level of the action plan to be produced for capacity building in the framework of the ongoing financial studies
Organizing an international side event to be held in the COP25 on the blue economy in an integrated coastal management context ICZM
[Added: 2020/02/07]
PMU/UNDP/APAL 2020/01 Completed The recruitment of an international expert to design the side event and to elaborate the concept note The side event was held at Cop25
Conducting a training for parliamentarians on the various aspects related to the ratification of the ICZM Protocol
[Added: 2020/02/07]
PMU/UNDP/APAL/ the Parliamentary Academy 2020/04 Overdue-Initiated it is important to take into account the institutional changes with the legislative elections and the change of parliament that will follow. So this action will start once the new parliament is place. But as UNDP CO has set a very good partnership with the Parliamentarian Academy with the Tunisian Parliament the project will build on this ongoing partnership. It is also noteworthy to mention that the UNDP climate and environment cluster already organized training for the Parliament Academy on climate change concepts and challenges globally and in Tunisia. So a core team is already in place at the parliament.
15. Recommendation:

Recommendation 14.
Proposals for future directions underlining main objectives
LiDAR capture for Djerba is recommended as part of a future upscaling project to help with taking forward a “whole
island approach” to decision making. This could be used to help generate new information needed to pursue the Blue
Economy aspects for Tunisia in a future GCF Concept Note application which may focus directly on the establishment
of a Policy for Integrated Coastal and Marine Management as a natural progression for the SCCF project to take forward
ICZM though to better embrace ocean related matters and hence pursuance of the “blue economy” in Tunisia. APALs
SAP should embrace this opportunity where possible.

Management Response: [Added: 2020/02/07]

LiDAR capture for Djerba will be recommended as a result of the upscaling expertise that the project is conducting. This
could be used to help generate new information needed to continue the Blue Economy aspects for Tunisia in a future
GCF Concept Note application.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Conducting an upscaling expertise of the project results
[Added: 2020/02/07]
PM/UNDP/APAL 2020/04 Overdue-Initiated The development of a feasibility study for the upscaling and the capitalization of climate change adaptation interventions and achievements in the Tunisian coastal areas is ongoing

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