UNDP-OUTCOME EVALUATION IN THE PRACTICE OF ENVIRONMENT AND DISASTER RISK REDUCTION

Report Cover Image
Evaluation Plan:
2015-2019, Angola
Evaluation Type:
Outcome
Planned End Date:
11/2017
Completion Date:
12/2017
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
15,072

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Title UNDP-OUTCOME EVALUATION IN THE PRACTICE OF ENVIRONMENT AND DISASTER RISK REDUCTION
Atlas Project Number: 00067547,00064743,00077907,00078044
Evaluation Plan: 2015-2019, Angola
Evaluation Type: Outcome
Status: Completed
Completion Date: 12/2017
Planned End Date: 11/2017
Management Response: Yes
Focus Area:
  • 1. Others
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
  • 1. Output 1.1. National and sub-national systems and institutions enabled to achieve structural transformation of productive capacities that are sustainable and employment - and livelihoods- intensive
  • 2. Output 1.3. Solutions developed at national and sub-national levels for sustainable management of natural resources, ecosystem services, chemicals and waste
  • 3. Output 1.4. Scaled up action on climate change adaptation and mitigation across sectors which is funded and implemented
  • 4. Output 5.5. Policy frameworks and institutional mechanisms enabled at the national and sub-national levels for the peaceful management of emerging and recurring conflicts and tensions
Evaluation Budget(US $): 15,072
Source of Funding: Project Budgets
Evaluation Expenditure(US $): 15,072
Joint Programme: No
Mandatory Evaluation: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Carla Serrão serrao.carla@hotmail.com
GEF Evaluation: No
Key Stakeholders: Un agencies, GOA and UNDP
Countries: ANGOLA
Comments:

OUTCOME EVALUATION IN THE PRACTICE OF ENVIRONMENT AND DISASTER RISK REDUCTION

Lessons
1.

 

UNDP integrated programming requires innovation. Innovative approaches are necessary to demonstrate that UNDP can deliver integrated programming within a multi-sectoral format of implementation.

Projects success is directly linked to ownership in design  and implementation and to immediate and tangible benefits to the communities (beneficiaries). This has been the case with UNDP’s gender project “Promoting the Empowering of Women through CSOs” , with added relevance in the 2016-2017 phase, addressing the drought-affected southern provinces.

When full ownership or accountability appears lacking during project implementation UNDP should take this up with the relevant implementing partner and be ready to put the project on hold or cancel it, even though the project may be addressing a key “governance deficit”, as was the case with the Iona Project, especially in what concerns its second component and the starting of implementation of Cuvelai’s programme.

In order to ensure the mainstreaming of gender considerations in a programme or project, it is important that gender-based expected results, indicators and targets identified during the formulation of the programme or project become part of the implementation of the project as well as part of reporting project progress.

Administrative procedures can cause significant delays in projects, namely at their start, compromising their effectiveness from a timeliness perspective. Key informant interviews revealed this to be the case with “Promoting climate-resilient development and enhanced adaptive capacity to withstand disaster risks in Angolan’s Cuvelai River Basin”, “Addressing urgent Coastal Adaptation needs and capacity gaps in Angola” and “Promotion of Sustainable Charcoal in Angola through a Value Chain Approach” projects, where the decreasing  delay in projects implementation  confirms the learning curve assumed by the stakeholders interviewed. UNDP’s advisory role in the structuring and streamlining of procedures could play an important part in reducing the start-up of projects.

Project design can be overly ambitious, and it appears to have been the case in regards to the Municipal Strategies for Building Resilience, as Municipalities don’t possess the autonomy to include them in their yearly budgets. Taking these factors into account at the design level phase is fundamental to ensure both effectiveness (at the results level) and efficiency (from a resources allocation perspective).

UNDP strategy (and achievements) in the environment and disaster areas lacks an effective communication strategy.  This communication strategy is essential both to generate awareness and promote advocacy and to gauge further support from Government, Donors and stakeholders in general.

Governments are mostly sensitive to economic arguments, therefore it is fundamental for UNDP Angola Environment and Risk Programme to use “numbers” for advocacy. This is especially relevant for environmental and disaster programmes. The Environment and Risk Programme in Angola must emphasize the economic chain-value of sustainable natural resources to induce government to budget the necessary funds to address climate change and environment issues.

In most cases, achieving success involves changing human behaviour. Again, this has been the case with UNDP’s gender project “Promoting the Empowering of Women through CSOs”, whereby  12 drought resistant crops were organized and coordinated by women benefiting  a total of 360 women , confirming that an approach that generates immediate benefits to the beneficiaries is the most effective one in changing their attitudes. 


Findings
1.

In the current socio-economic environment, biodiversity conservation requires the support of international donors. The Government of Angola is making progress towards improving its capacity to support biodiversity conservation. However, there will be a continuing need for external inputs for several years and UNDP is emerging among the primary donors in the field of biodiversity,  particularly in terms of its ability to successfully capture and program GEF funds.

Most activities implemented under the Environment and Disaster portfolio require a multi-agency/stakeholder approach, including different government entities at different levels: national, regional and local. They require perspectives and involvement of multiple sectors. This is a challenge, given the traditional boundaries between ministries and between government and civil society, and has originated delays in implementation.  However, there is some evidence of a learning curve, translated in a diminishment of delays in subsequent projects, through a built ownership.  According to GEF focal point “In the Cuvelai project, what we have is a clear ownership of the partner institutions regarding this approach. The  project is coordinated by the Ministry of the Environment, but it involves  6 sectors (energy and water, agriculture, civil protection and fire services, CETAC (Center for Tropical Ecology and Climate Change of Huambo) and the Ministry of Telecommunications and Information Technologies, due to INAMET - Meteorology and Geophysics Institute), as well as 13 actors.” 


Recommendations
1

1. It is recommended to include gender and human rights considerations in programme and project strategies in order for it to become part of the implementation of the project and an institutional cross-cutting approach.

2

Recommendation 2: It is recommended that new programmes reinforce the need for coordination and decentralized implementation.

3

Recommendation 3: It is recommended to improve (proactive) coordination between sector ministries and strengthen governance to guarantee projects implementation and sustainability.

4

Recommendation 4: It is recommended that UNDP uses innovative approaches to demonstrate that UNDP can deliver integrated programming within a multi-sectoral format of implementation.

5

Recommendation 5: It is recommended that project conception/design takes into consideration stakeholders capacities to effectively correspond to their attributed responsibilities.

6

Recommendation 6: It is recommended to develop an effective communication strategy to promote advocacy and divulge achievements in the environment and disaster areas.

7

Recommendation 7: It is recommended to create routine information systems to provide regular data on key sector indicators for environment and disaster risk reduction.

1. Recommendation:

1. It is recommended to include gender and human rights considerations in programme and project strategies in order for it to become part of the implementation of the project and an institutional cross-cutting approach.

Management Response: [Added: 2017/12/27] [Last Updated: 2017/12/28]

The focus of GEF Initial projects was on policy development and infrastructure improvement. More recently, GEF’s projects have included in design and implement impact social investments addressing local community’s development challenges. The trend is noticeable in Cuvelai and Charcoal projects. The design of GEF 6 projects have included gender gap analysis to map out not only needs but also opportunities that project could bring to community in area of eco-tourism and income generation activities.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.1. Integration of the Gender Gap analysis results in the project Development for GEP 6 projects on Marine protected areas-MPA
[Added: 2018/01/16] [Last Updated: 2018/10/30]
UNDP project team in environment portfolio 2019/12 Completed
2. Recommendation:

Recommendation 2: It is recommended that new programmes reinforce the need for coordination and decentralized implementation.

Management Response: [Added: 2017/12/27] [Last Updated: 2017/12/28]

Implementation of projects is done at local decentralized level and Project focal points have been critical for coordination mechanism and implementation. Clear stakeholder engagement strategy will be needed to engage local authorities in projects, documenting good practices and alignment between government sectorial budgets and projects investments.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.1. Use of Project Board meeting to reinforce coordination mechanisms
[Added: 2018/01/16] [Last Updated: 2018/10/30]
UNDP project team in environment portfolio 2019/12 Completed
3. Recommendation:

Recommendation 3: It is recommended to improve (proactive) coordination between sector ministries and strengthen governance to guarantee projects implementation and sustainability.

Management Response: [Added: 2017/12/27] [Last Updated: 2017/12/28]

The cross-sector nature of the project has been more a liability than asset. New projects will present make division of labour clearer. The ministry of Environment will continue leading and ensuring coordination and project performance. Key sector will have strong mandates in implementation of specific components in a given project.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
3.1. Conduct stakeholder engagement analysis.
[Added: 2018/01/16] [Last Updated: 2018/10/30]
UNDP project team in environment portfolio 2019/12 Completed
4. Recommendation:

Recommendation 4: It is recommended that UNDP uses innovative approaches to demonstrate that UNDP can deliver integrated programming within a multi-sectoral format of implementation.

Management Response: [Added: 2017/12/27] [Last Updated: 2017/12/28]

As broker UNDP will continuing to establish bridges among sectors, ensuring sound financial management and facilitating alignment of sector with SDGs. The focus will be strengthening the Inter-Ministerial committee on environment and tourism.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
4.1 Through promotion SDG UNDP will continue to support sectors to align SDG with Sectorial Plans.
[Added: 2018/01/16]
UNDP project team in environment portfolio 2019/12 Initiated
5. Recommendation:

Recommendation 5: It is recommended that project conception/design takes into consideration stakeholders capacities to effectively correspond to their attributed responsibilities.

Management Response: [Added: 2017/12/27] [Last Updated: 2017/12/28]

All projects have institutional capacity development component and UNDP within the HACT implementation module will continue support ministries in financial management and reporting areas which represent of biggest challenging in project implementation by partners. Following the recommendation of the HACT Micro-assessment, UNDP will design a clear plan for needs for capacity building identified in the assessment report.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
5.1. Training on HACT for key ministries and stakeholders.
[Added: 2018/01/16] [Last Updated: 2018/08/14]
UNDP finance UNIT and Project staff 2019/12 Initiated
5.2. Plan micro-assessment for remaining stakeholder.
[Added: 2018/01/16]
UNDP finance UNIT and Project staff. 2019/12 Initiated
6. Recommendation:

Recommendation 6: It is recommended to develop an effective communication strategy to promote advocacy and divulge achievements in the environment and disaster areas.

Management Response: [Added: 2017/12/27] [Last Updated: 2017/12/28]

As part of the UNDP documenting good practices and success stories will continue supporting the capacity of the ministry environment Communication and visibility Department. UNDP will support the ministry to develop the Annual Calendar of events reflecting special environment days and printing of material to register progress and impact of projects.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
6.1. Operationalize country Communication Plan.
[Added: 2018/01/16] [Last Updated: 2018/10/31]
Communication Unit and Project Teams 2019/12 Completed CO communication team developed a Calendar communication on UN Days, including environment observance days.
6.2. Improve country visibility infrastructure.
[Added: 2018/01/16] [Last Updated: 2018/10/31]
Communication Unit and Project Teams 2019/12 Completed
6.3. Collect and disseminate success stories from projects.
[Added: 2018/01/16] [Last Updated: 2018/10/31]
Communication Unit and Project Teams 2019/12 Completed
7. Recommendation:

Recommendation 7: It is recommended to create routine information systems to provide regular data on key sector indicators for environment and disaster risk reduction.

Management Response: [Added: 2017/12/27] [Last Updated: 2017/12/28]

In absence of harmonized environmental data in the country, UNDP through implementation of projects collecting baseline data information in environmental sector. The ministry and sectors will be technically helped to gather priority data aligned with SDGs indicators and targets.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
7.1 Establish mechanism for project data collection, consolidation and dissemination.
[Added: 2018/01/16] [Last Updated: 2018/10/31]
UNDP project team in environment portfolio 2019/12 Completed On July 19, 2018, the National Statistical Institute (INE) launched the first Baseline Indicators Report of the Sustainable Development Objectives (ODS). Under the leadership of Statistics Portugal, the Report is the result of a long process of data and information collection, which began in the second half of 2017. The preparation of the Report is the result of a partnership between INE, the Ministerial Departments and the United Nations agencies in Angola. The UN, including the United Nations Development Program in Angola (UNDP), has actively participated in consultative meetings with partners to provide technical and methodological assistance, as well as to promote dialogue among different stakeholders on Agenda 2030 for Sustainable development.

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