Mid-Term Evaluation: Addressing the Risks of Climate Induced Disasters through Enhanced National and Local Capacity for Effective Actions

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Evaluation Plan:
2014-2018, Bhutan
Evaluation Type:
Mid Term Project
Planned End Date:
01/2017
Completion Date:
01/2017
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
35,000

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Title Mid-Term Evaluation: Addressing the Risks of Climate Induced Disasters through Enhanced National and Local Capacity for Effective Actions
Atlas Project Number: 00076998
Evaluation Plan: 2014-2018, Bhutan
Evaluation Type: Mid Term Project
Status: Completed
Completion Date: 01/2017
Planned End Date: 01/2017
Management Response: Yes
Focus Area:
  • 1. Others
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
  • 1. Output 5.3. Gender responsive disaster and climate risk management is integrated in the development planning and budgetary frameworks of key sectors (e.g. water, agriculture, health and education)
SDG Target
  • 1.5 By 2030, build the resilience of the poor and those in vulnerable situations and reduce their exposure and vulnerability to climate-related extreme events and other economic, social and environmental shocks and disasters
  • 11.5 By 2030, significantly reduce the number of deaths and the number of people affected and substantially decrease the direct economic losses relative to global gross domestic product caused by disasters, including water-related disasters, with a focus on protecting the poor and people in vulnerable situations
  • 13.1 Strengthen resilience and adaptive capacity to climate-related hazards and natural disasters in all countries
Evaluation Budget(US $): 35,000
Source of Funding: GEF
Evaluation Expenditure(US $): 26,565
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Oxford Policy Management Ltd Consulting Firm sophie.eadle@opml.co.uk
GEF Evaluation: Yes
GEF Project Title: Addressing the risk of climate-induced disasters through enhanced national and local capacity for effective actions
Evaluation Type: Mid-term Review
Focal Area: Climate Change
Project Type: FSP
GEF Phase: GEF-5
GEF Project ID: 4976
PIMS Number: 4760
Key Stakeholders: National Environment Commission
Countries: BHUTAN
Comments:

Revision of Evaluation Plan to Q1 2017

Lessons
Findings
1.

Overall comments:

The Mid-Term Review (MTR) highlights the following important points in the report:

  • Project objectives are in line with the GEF Focal Area objectives augmenting disaster resilience, institutional capacities and mainstreaming adaptation into policies and governance in Bhutan.
  • The Project is on track to achieve the end-of-project objectives.
  • Flood buffering, river bank protection and slope stabilization work are progressing as per project timelines and are expected to protect the communities from risks of climate-induced floods and landslides, as explicitly laid out in the Outcome statement.
  • Project has demonstrated high impact stakeholder engagement, community mobilization initiatives and last mile service delivery in remote locations within budgeted costs and resources, thus fulfilling the project outcome of strengthened community resilience to climate-induced risks.
  • The project has made strategic investments in Bhutan’s Disaster Management abilities.
  • Robust implementation and adaptive management practices have been followed in the project. 
  • There is a clear focus on results and the stakeholders plan and implement activities with a clear understanding of the work plan targets.
  • Project activities have been able to create and sustain strong community level institutions.

Recommendations
1

Evaluation Recommendation or Issue 1: Engage community institutions in DM to reduce risks and ensure successful achievement of Outcome 1.

 

Possible avenues of engagement include:

Community engagement in trans-boundary DM through Friendship Associations and informal, CSO level dialogues in Gewog Thromde

Transboundary business associations

Broadening of agenda of current dialogue mechanisms.

2

Evaluation Recommendation or Issue 2: Regularly review and report the risks to investments and assets.

This can help ensure that assets created by the project remain stable and functional in the face of recurring land movements and climate-induced risks.

i) Land movements, if left unchecked, in the vicinity of Rinchending Goenpa has the potential to impact slope stabilization works undertaken by the project downstream

ii) Scientific dredging to be planned and implemented in PIA for flood plain buffering

iii) Capacities of Dzongkhag level CBDRM institutions can be built to monitor and report risks such as land movements near project areas

iv) Revise indicator from 30% reduction in dredging costs to Flood protection measures in place protecting lives and safeguarding economic assets from Barsachu flooding

3

Evaluation Recommendation or Issue 3:    Harmonize work streams for maximizing impact of project investments

 

This can help integration and replication for scaling up the project impacts. For example, the community water harvesting and storage model under

i) Outputs 2.1.5 – 2.1.10 have emerged as a replicable model that combines risk reduction, and water harvesting with community institutions for DM and livelihoods support. 

ii) Outputs 3.1 and Output 1.2 by way of integrating flood plain buffering with AWLS sensor installation can yield better impacts.

iii) Capacity building and mock-drills be offered to communities along the Pasakha river (PIA) for optimal outputs (1.2)

4

Evaluation Recommendation or Issue 4:  Promote hybrid models of last-mile service delivery through strong stakeholder linkages.

CSO-based Last Mile Service Delivery models be explored for optimizing impacts (reach and penetration of gov. sponsored programs under Outcome 2.

5

Evaluation Recommendation or Issue 5: Measure and quantify impacts of community engagement for capturing co-benefits of the intervention and further scaling up.

Co-benefits of water harvesting interventions such as reduction in drudgery and economic value generated for women, labor, female education enrollment, health impacts, ecosystem services, capital and credit availability and financial literacy be captured for impact assessments of Outcome 2

6

Evaluation Recommendation or Issue 6:     Share and promote adoption of good practices in Contract and Procurement

Progress under the work packages for activities 2.1.1, 2.1.2, and 2.1.3 were adversely impacted by quality control issues with contractor/service provider being unable to deliver outputs as promised.

Our review of the contractor-client interaction in Mongar as a part of the review of outputs 2.1.1.-2.1.3 shows the possibility of improvement in the current relationships and optimize the impacts of the intervention.

Good practices such as tripartite review meetings between client, contractor and consultants in Phuentsholing has helped iron out constraints in time-sensitive civil construction works

Opportunities to empanel, and award contracts to qualified contractors meeting QA standards in the project could be explored, if complying with RGoB procurement protocols.

As an example, community members in the PIA flood plains had suggestions on the required height of the wall for effective flood proofing. A feedback loop integrating community-consultants-contractors with PMU can ensure peer scrutiny, community audit and QC along with necessary buy-in.

7

Evaluation Recommendation or Issue 7:    Develop a Knowledge Management Strategy

The KM strategy will help identify avenues for learning, transfer of lessons and capacity building in the project under Outcome 2

KM Strategy will assist the operationalization of awareness generation and capacity building activities under various Outcomes

It can further ensure the sustainability and adaptability of program learnings and benefit future projects

The project generates considerable knowledge at various levels (example: training programs undertaken by officials at ADPC, RIMES etc.). Consolidating the knowledge accessed and shared under the project and converting them to appropriate products incorporating local knowledge can help develop a customized, local training program for RGoB.

8

Evaluation Recommendation or Issue 8:   Adopt a CBDR approach in Capacity building based on a Training Needs Analysis

A project as complex as this would generate considerable demand for capacity building across work streams. However, it is also very pertinent to identify the ‘responsibilities and respective capabilities’ for customizing targeted sections.

Capacity building of Dzongkhag level officials (Project Management) and field level staff (technical and O&M) to be taken up on priority and integrated into Water Sector interventions (Outputs 2.1.1-2.1.5). Capacity building initiatives be linked to Training Needs Assessment outputs

Capacity is being built for DHMS and DGM on Early Warning Systems and weather forecasting. Considering the multiple sectors they cater to and the range of forecasting products they must develop, a Weather and Climate Services blue print can be prepared.

Capacity building at national level for line departments (DHMS, DGM) be undertaken with the NEOC and NWFFWC to emphasize on convergence of EWS products originating from different projects (e.g. GLOF alerts, Flood alerts, Storm-Rainfall alerts)

End user studies be undertaken to understand the product requirements (seasonal forecasts, medium range and long range forecasts) for different user categories. Trainee feedback and client feedback must for QC.

9

Evaluation Recommendation or Issue 9:    Request No Cost Extension for the project

A No Cost Extension (six months) of the project is recommended. This will help to compensate for the delays in inception stage and help achieve the outputs and outcomes outlined in the project.

The No-Cost-Extension may be best utilized to capture lessons and impacts for sharing and dissemination.

1. Recommendation:

Evaluation Recommendation or Issue 1: Engage community institutions in DM to reduce risks and ensure successful achievement of Outcome 1.

 

Possible avenues of engagement include:

Community engagement in trans-boundary DM through Friendship Associations and informal, CSO level dialogues in Gewog Thromde

Transboundary business associations

Broadening of agenda of current dialogue mechanisms.

Management Response: [Added: 2018/09/19] [Last Updated: 2018/09/19]

The NAPA II Project is investing USD 4.3 million towards landslides stabilization and flood protection works, which are located near the Bhutan-India border. The project has identified vandalism from communities living across the border as a risk that could cause potential delay to the project. During the monitoring visits, it has been observed that the Indian communities living across the border have been grazing their cattle and goat in the NAPA II project areas thereby posing risks to the outcomes of the bio-engineering works.

UNDP CO has noted the opportunity to engage community to reduce trans-boundary risks to the outcome of the project, and will advocate the implementation with IP and RPs.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
UNDP country office will also encourage PT to explore means of engaging the local Governments in Bhutan and the neighboring Indian towns to seek supports.
[Added: 2018/09/19]
UNDP and PMU 2017/05 Completed On 8th of June, a high level coordination meeting was held with senior Government officials from the neighboring Alipur District of India. The meeting was chaired by the Director for the Department of Law and Order. During the meeting, the District Magistrate agreed to effectively inform the local communities through the Gram-Pantchyat, and also instructed the SSB and Jaigoan police to sensitize the people living along the border on the issues highlighted. History
2. Recommendation:

Evaluation Recommendation or Issue 2: Regularly review and report the risks to investments and assets.

This can help ensure that assets created by the project remain stable and functional in the face of recurring land movements and climate-induced risks.

i) Land movements, if left unchecked, in the vicinity of Rinchending Goenpa has the potential to impact slope stabilization works undertaken by the project downstream

ii) Scientific dredging to be planned and implemented in PIA for flood plain buffering

iii) Capacities of Dzongkhag level CBDRM institutions can be built to monitor and report risks such as land movements near project areas

iv) Revise indicator from 30% reduction in dredging costs to Flood protection measures in place protecting lives and safeguarding economic assets from Barsachu flooding

Management Response: [Added: 2018/09/19]

Since significant investment shave been made to stabilize the landslides at Rinchending areas in Phuntsholing, where state-of the art techniques have been used for the first time in Bhutan, it will be important to set a system for continuous monitoring of the movement of these slides.

The UNDP CO also takes note of the need for scientific dredging as this activity will have to continue post project.

The UNDP CO also takes note of the need to build a dzongkhag level CBDM institutions to protect lives and properties but also to monitor and report risks

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.1 During the course of implementation of the work packages under PT, PMU and PT with technical support from UNDP, will conduct periodic monitoring to ensure quality of the ongoing investment during which risks analysis will also be conducted. UNDP CO will also partner with DGM and PT and explore avenues to develop an effective monitoring system. 2.2 While the ongoing flood stabilization works at Pasakha will protect the industrial areas from flooding, once complete, periodic dredging, during the dry season when the water level is low, will have to be continued in order for the investment to be effective. IMSRN’s (the firm that was hired to design the mitigation actions) proposal to build a sedimentation dam upstream of Pasakha industrial area had to be shelved after the Project Board decided against it. The Project Board found the design was costly, the scope had been reduced from its initial design, and was transformative in nature, while NAPA funds were meant for urgent and immediate needs. Since river dredging will have to continue even after the project’s intervention, the project’s target- reduced annual cost of riverbed dredging in Pasakha Industrial Area by 30 % - will be compromised. A sustainable and scientific solution to annual dredging will have to be explored and advocated. The existing model of Rigsar Construction implementing river dredging works at Ammochu in Phuntsholing on the contractor “pays all and recovers costs” from selling the dredged sand and boulders will have to be explored and studied. Rigsar has invested 30 million Ngultrums so far on the prospect of recovering the costs and making profits from exporting the dredged soil and boulders to Bangladesh. UNDP CO will encourage PT to study this arrangement and explore potential for replication at Pasakha Industrial Areas. UNDP in partnership with DGM and PT will explore options to develop a slide monitoring and risk analysis mechanism. 2.3 UNDP and PT will explore the potential of developing capacities of the CBDRM institutions to monitor and report risks. 2.4 UNDP and PMU will table a proposal to revise the indicator as proposed by the midterm review during the upcoming Project Board Meeting. After its endorsement, UNDP will then seek regional Technical Specialist’s support to make the changes in the GEF portal.
[Added: 2018/09/19] [Last Updated: 2018/11/12]
UNDP, PT and DGM 2017/07 Completed 2.1 Following the receipt of the draft MTR report, UNDP has already initiated to pilot the use of UAV (unmanned aerial vehicles) equipped with LiDAR (Light Detection and Ranging) technology to monitor the slides, capitalizing on the existing MOU between DJI, a manufacturer of UAV and UNDP. 2.2 During the Project’s quarterly review and planning meeting held on 5th of July 2017 this was discussed extensively. It was agreed that PT would explore this option. History
3. Recommendation:

Evaluation Recommendation or Issue 3:    Harmonize work streams for maximizing impact of project investments

 

This can help integration and replication for scaling up the project impacts. For example, the community water harvesting and storage model under

i) Outputs 2.1.5 – 2.1.10 have emerged as a replicable model that combines risk reduction, and water harvesting with community institutions for DM and livelihoods support. 

ii) Outputs 3.1 and Output 1.2 by way of integrating flood plain buffering with AWLS sensor installation can yield better impacts.

iii) Capacity building and mock-drills be offered to communities along the Pasakha river (PIA) for optimal outputs (1.2)

Management Response: [Added: 2018/09/19]

While UNDP takes note of the benefits of maximizing impacts of the project’s investment by harmonizing work streams, setting up of an Automated Water Level Station at Barsachu in Pasakha, which was initially proposed, was found not to be feasible during feasibility assessment.

The recommendation to replicate risk reduction and water harvesting with community institutions will be propagated in the future UNDP Projects, more specifically, the NAPA III project that’s being submitted to GEF Council for approval.

The DEpartrment of Disaster Mangement has developed a disaster management and contingency plans for Phutsholing Thromde covering PIA detailing identifying safe site and evacuation plans.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
UNDP CO will advocate PT and DDM to enhance disaster preparedness of communities along Barsachu.
[Added: 2018/09/19]
UNDP and PT 2017/04 Completed In April 2017, PT in collaboration with DDM, conducted capacity building on disaster preparedness including mock drills where 155 participants including local communities, Thromde, Forest, RBP and representatives from Industries participated.
4. Recommendation:

Evaluation Recommendation or Issue 4:  Promote hybrid models of last-mile service delivery through strong stakeholder linkages.

CSO-based Last Mile Service Delivery models be explored for optimizing impacts (reach and penetration of gov. sponsored programs under Outcome 2.

Management Response: [Added: 2018/09/19]

UNDP CO will advocate promoting hybrid model of last mile project delivery through CSO engagement more widely in project’s activities, particularly involving the Tarayana Foundation (TF) in achieving Project’s last mile services delivery. UNDP will encourage the government agency, of engaging TF or other CSO in similar activities in future project particularly NAPA III and GCF Project. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
UNDP will explore possibilities of engaging TF in similar activities in future project particularly NAPA III and GCF Project.
[Added: 2018/09/19] [Last Updated: 2018/11/12]
UNDP CO 2018/09 Completed No action possible since there is no buy-in from the government. History
5. Recommendation:

Evaluation Recommendation or Issue 5: Measure and quantify impacts of community engagement for capturing co-benefits of the intervention and further scaling up.

Co-benefits of water harvesting interventions such as reduction in drudgery and economic value generated for women, labor, female education enrollment, health impacts, ecosystem services, capital and credit availability and financial literacy be captured for impact assessments of Outcome 2

Management Response: [Added: 2018/09/19]

Based on the preliminary findings of MTR, a rapid impact assessment on community based adaption was commissioned to highlight positive spinoffs from the project particularly on community based water harvesting. A comprehensive quantitative and qualitative impact assessment will be undertaken towards the end of the project as part of the terminal evaluation of the project.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
UNDP CO will conduct impact assessment of co-benefits of water harvesting interventions such as reduction in drudgery and economic value generated for women, labor, female education enrollment, health impacts, ecosystem services, etc.
[Added: 2018/09/19]
UNDP CO 2016/12 Completed A rapid impact assessment on community based adaptation to highlight positive spinoffs from the project was commissioned in December 2016, following the presentation of the draft MTR. The results from this assessment could serve as baseline for project’s terminal evaluation.
6. Recommendation:

Evaluation Recommendation or Issue 6:     Share and promote adoption of good practices in Contract and Procurement

Progress under the work packages for activities 2.1.1, 2.1.2, and 2.1.3 were adversely impacted by quality control issues with contractor/service provider being unable to deliver outputs as promised.

Our review of the contractor-client interaction in Mongar as a part of the review of outputs 2.1.1.-2.1.3 shows the possibility of improvement in the current relationships and optimize the impacts of the intervention.

Good practices such as tripartite review meetings between client, contractor and consultants in Phuentsholing has helped iron out constraints in time-sensitive civil construction works

Opportunities to empanel, and award contracts to qualified contractors meeting QA standards in the project could be explored, if complying with RGoB procurement protocols.

As an example, community members in the PIA flood plains had suggestions on the required height of the wall for effective flood proofing. A feedback loop integrating community-consultants-contractors with PMU can ensure peer scrutiny, community audit and QC along with necessary buy-in.

Management Response: [Added: 2018/09/19]

The Project Management Unit organizes quarterly review and planning workshops followed by knowledge sharing and learning field visits to project sites.  Good practices particularly in dealing with contractors involved in construction of slopes stabilizations were shared with the Responsible Partners during quarterly review and planning workshop.  Tripartite review meetings between client, contractor and consultants in Phuentsholing has been possible particularly during the design and study phase, since options for flood protection works were developed by Consultants in consultation with the communities of the Pasakha Industrial Areas. This was not done in the case of rehabilitation of Mongar Municipality’s water harvesting and distribution system as the design was done in-house.

While UNDP CO takes note of the opportunities to empanel, and award contracts to qualified contractors meeting QA standards in the project to ensure quality and cost effectiveness, such mechanisms are bound by thresholds specified in the RGOB procurement norms, which is very low and not applicable for huge works contracts, as the NAPA II project is implemented under full National Implementation Modality.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
No key action required
[Added: 2018/09/19]
No key action required 2016/12 No Longer Applicable [Justification: While UNDP CO takes note of the opportunities to empanel, and award contracts to qualified contractors meeting QA standards in the project to ensure quality and cost effectiveness, such mechanisms are bound by thresholds specified in the RGOB procurement norms, which is very low and not applicable for huge works contracts, as the NAPA II project is implemented under full National Implementation Modality. No key action required]
No key action required
7. Recommendation:

Evaluation Recommendation or Issue 7:    Develop a Knowledge Management Strategy

The KM strategy will help identify avenues for learning, transfer of lessons and capacity building in the project under Outcome 2

KM Strategy will assist the operationalization of awareness generation and capacity building activities under various Outcomes

It can further ensure the sustainability and adaptability of program learnings and benefit future projects

The project generates considerable knowledge at various levels (example: training programs undertaken by officials at ADPC, RIMES etc.). Consolidating the knowledge accessed and shared under the project and converting them to appropriate products incorporating local knowledge can help develop a customized, local training program for RGoB.

Management Response: [Added: 2018/09/19]

While a specific Knowledge Management Strategy has not been developed for the project, the Project has taken steps to generate knowledge and share them periodically. As part of this exercise, all Project Managers of the Responsible Parties were trained on documenting lessons learnt during the course of implementation of the project. The training resulted into a publication called “NAPA II Experience” which was published and shared with relevant stakeholders.

The regular quarterly review and planning workshops also serves as a platform for learning, transfer of lessons and capacity building. Experiential learning opportunity through site visit after the meeting has become a practice, and this has been proven to be useful among the IP and RPs.

The PMU has plans to conduct periodic seminars to share knowledge to wider sections in the country.  The first seminar was conducted in February 2017 where NCHM, DDM, PT and TF presented the experiences gained and lessons learned in implementing the Project’s activities. Similar experiences-sharing seminar have been planned for second half of 2017 where DGM, WRCD, CCD and DoFPS will share lessons learned.

Advocacy posters highlighting project objectives and the three broad outcomes have been developed and showcased during the recent Tarayana Foundation fair, 28-30 April, 2017.

A specified NAPA II website hosted at nec.gov.bt (http://www.nec.gov.bt/napaii/) and a NAPA II Project Facebook page ( https://www.facebook.com/groups/875306682515902/) has been created to share information and knowledge on NAPA II Project.

Videos highlighting the need for adaptation and the on-going adaptation interventions under the various components have been produced for public awareness and enhancing project’s visibility. A final 15 minute video planned for production by the end of the project will highlight the concrete impacts the project has brought about from the beneficiaries’ perspective.

Key Actions:

8. Recommendation:

Evaluation Recommendation or Issue 8:   Adopt a CBDR approach in Capacity building based on a Training Needs Analysis

A project as complex as this would generate considerable demand for capacity building across work streams. However, it is also very pertinent to identify the ‘responsibilities and respective capabilities’ for customizing targeted sections.

Capacity building of Dzongkhag level officials (Project Management) and field level staff (technical and O&M) to be taken up on priority and integrated into Water Sector interventions (Outputs 2.1.1-2.1.5). Capacity building initiatives be linked to Training Needs Assessment outputs

Capacity is being built for DHMS and DGM on Early Warning Systems and weather forecasting. Considering the multiple sectors they cater to and the range of forecasting products they must develop, a Weather and Climate Services blue print can be prepared.

Capacity building at national level for line departments (DHMS, DGM) be undertaken with the NEOC and NWFFWC to emphasize on convergence of EWS products originating from different projects (e.g. GLOF alerts, Flood alerts, Storm-Rainfall alerts)

End user studies be undertaken to understand the product requirements (seasonal forecasts, medium range and long range forecasts) for different user categories. Trainee feedback and client feedback must for QC.

Management Response: [Added: 2018/09/19]

The NAPA II Project has a strong component with identified resources on capacity building. The Project Management Unit has already commissioned a capacity needs assessment across all sectors. The National Center for Hydrology and Meteorology (NCHM) also has allocated resources under the project towards capacity building of officials involved in installation and Operations and Maintenance of hydromet infrastructure built by the project. An assessment of functionality and effectiveness of the hydromet stations set up by the NCHM is being planned by the Project Management Unit, in line with activity 3.1.4 defined in the Project Document.

Inline with the project’s work plan, the NCHM has trained 78 officials (24 female and 53 male) across all climate sensitive sectors to build their understanding of weather, climate, cryosphere and hydrology applicable to their own sector.

The NEOC is currently being equipped. As defined in the DM Act 2013, the NEOC will be the nodal center for coordination of disasters, and all warning centers including National Weather and Flood Warning Center (NWFWC) will be integrated with the NEOC. Preliminary discussion between DDM and NCHM has already happened.

Based on the presentation of the draft recommendation from the MTR, the Project Board held on 25th of November, 2016, and 23rd March, 2017 allocated additional resources towards capacity building of Project and technical staff at Mongar Municipality, Department of Geology and Mines and National Center for Hydrology and Meteorology. The trainings will be undertaken in the second and third quarter of 2017 respectively. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
UNDP CO will ensure that training - Operations and Maintenance for the technicians in Mongar is conducted by the end of the project.
[Added: 2018/09/19]
MM 2017/02 Completed Implemented
9. Recommendation:

Evaluation Recommendation or Issue 9:    Request No Cost Extension for the project

A No Cost Extension (six months) of the project is recommended. This will help to compensate for the delays in inception stage and help achieve the outputs and outcomes outlined in the project.

The No-Cost-Extension may be best utilized to capture lessons and impacts for sharing and dissemination.

Management Response: [Added: 2018/09/19]

The UNDP CO is in agreement with the recommendation. While the project was planned for implementation from the 1st of January, 2014, the effective implementation of the project started only from 12th of June, 2014, following GEF CEO endorsement in 24th March, 2014 and Project Inception Meeting on 12th of June, 2014.

The project activities under Outcome 1 of the project are mostly civil engineering in nature. The landslides stabilization and flood protection works including for detail assessment, design and actual mitigation works are dependent on the season. While the detail assessment was done during both wet and the dry season, actual mitigation works could happen only during the dry season. The contractual works had to be planned accordingly such that the entire activities of the project would be completed by December 2017. This caused delays in implementation and completion of work packages by December 2017 will be difficult. Based on the progress made in the field, a few activities on bioengineering works will most likely spill into 2018. Bioengineering works, which entails planting trees, shrubs and grasses along the slides to stabilize them, requires time for proper growth and establishment. It also requires periodic replacement of dead plants. 

The year 2018 will be an election year for Bhutan. With three rounds of elections scheduled in 2018, where public consultation and gathering will not be allowed, only few months will be available for effective project implementation. Therefore, in addition to using the project extension to capture impacts and lessons learnt for sharing and dissemination, the extension will also be used for conducting the terminal evaluation.

Given that evaluations can take between 3-8 months to finalize, it is proposed that the extension is requested until 31st December, 2018 (which is two additional months from that proposed by the MTR)

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Request for no cost extension until 31st December 2018 after seeking endorsement from the Project Board Meeting.
[Added: 2018/09/19]
PMU and UNDP CO 2018/10 Completed No cost extension approved until end of October 2018

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