Terminal evaluation of Uganda/ UN REDD National Programme

Report Cover Image
Evaluation Plan:
2016-2020, Uganda
Evaluation Type:
Final Project
Planned End Date:
01/2018
Completion Date:
08/2018
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
30,000

Share

Title Terminal evaluation of Uganda/ UN REDD National Programme
Atlas Project Number: 00089380
Evaluation Plan: 2016-2020, Uganda
Evaluation Type: Final Project
Status: Completed
Completion Date: 08/2018
Planned End Date: 01/2018
Management Response: Yes
Focus Area:
  • 1. Environment & Sustainable Development
  • 2. Others
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
  • 1. Output 5.2. Effective institutional, legislative and policy frameworks in place to enhance the implementation of disaster and climate risk management measures at national and sub-national levels
SDG Target
  • 13.2 Integrate climate change measures into national policies, strategies and planning
  • 15.2 By 2020, promote the implementation of sustainable management of all types of forests, halt deforestation, restore degraded forests and substantially increase afforestation and reforestation globally
Evaluation Budget(US $): 30,000
Source of Funding: UNREDD
Evaluation Expenditure(US $): 30,000
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Mr Nelson Gapare Evaluator gaparen@greensoftgroup.com
GEF Evaluation: No
Key Stakeholders: Ministry of Water and Environment
Countries: UGANDA
Comments:

Refer to attached board minutes on page 18 where the project extension was approved.

Lessons
1.
  1. Joint Program Planning: The joint program planning between the GoU, UN-REDD, World Bank and ADC is an example excellent of leveraging that strengthens the delivery of a national REDD+ program. Such an approach could be an important lesson as Uganda embarks on developing emission reductions programs which are likely to have multiple interventions and potential multiple sources of funding. This approach creates efficiencies and an effective way to reduce administrative burdens on the limited resources

2.

2. Understanding economic value and contribution of the forestry sector to the economy requires accurate data and time: Significant interest was generated from the development of the prototype forest accounts. The GoU selected a very strategic element because having the data and information to inform policy makers is critical for evidence-based decision making. However, it has become clear that while the Forest Accounts are important, to create credible accounts requires accurate data and time. The time allocated for undertaking the exercise was insufficient to enable access to all the necessary data from the mandated institutions.


3.

3. Timely recruitment of technical specialists is important to avoid delays: REDD+ NPs are proving to be more complex and challenging to design than originally envisaged.  The 2-year timeframe for the UNP does not seem to have been sufficient and it took a long time to recruit international staff.  As noted in the recommendations, budgeting for an inception phase at the beginning and extending the programme timeframe to say 3.5 years could be more effective.


4.

4. Engaging special interest groups could see broader embracing of REDD+: Religious and cultural leaders seem to hold considerable influence in their communities and could play a vital role to change the mindset of communities on natural resource stewardship. This could lead to more effective and inclusive stakeholder engagement at both national, sub-national level


Findings
1.

Criterion

Rating

Summary Assessment

Concept and relevance of the NP

 

 

Design

R

This final evaluation finds the design to be relevant.

Relevance

R

The UNP is highly relevant especially noting the critical need for transformation of the forestry sector

Results and contribution to stated objectives

 

 

Delivery of Outputs

S

The overall delivery of the program and outputs is not solely attributable to the UNP, but the contribution of the UNP is satisfactory noting Uganda has prepared a National REDD+ Strategy, significantly advanced NFMS incorporating MRV and submitted a FREL to the UNFCCC.

Effectiveness

S

In the context of the complementary role, the UNP effectively contributed to the objectives of the R-PP objectives but the overall impact should be evaluated at the completion of the REDD+ Readiness process which is still in progress.

Efficiency

MS

The UNP had a no-cost extension from 1st August – 31st December 2017 but mostly attributable to issues at the beginning due to the need for adjustments to fit in within the existing FCPF program framework and slow recruitment.

Cross-cutting issues:

 

 

Gender

MS

Crosscutting issues are becoming increasing important in mainstreaming climate change. This rating reflects the design aspects. Fundamentally, design at the minimum, necessarily need to include gender issues.

Capacity Development

MS

The capacity development is satisfactory but there is general feedback for further capacity building at both national and sub-national level.

Normative Products

S

Working as three agencies with capacity and expertise across a wide spectrum of thematic areas remains one of the strongest comparative advantages of the UN agencies. The key result from the normative work of each agency has been the increasing and supporting dialogue necessary to enhance sectoral integration and mainstreaming climate in line with the Uganda Green Growth Development Strategy

Sustainability

L

The likelihood for sustainability is moderate because of the capacity challenges facing government institutions. The freeze on recruitment is a significant limitation to continuity since the national REDD+ program implementation has been supported by a large pool of international experts with terminal involvement.

Up-scaling

L

The complimentary role to the FCPF program makes the likelihood for upscaling high since the FCPF is continuing with additional funding. There are plans already underway to develop emission reductions programs in selected landscapes.

Likelihood of Impact

S

The results of the UNP will have a significant impact in the long-term but this will depend on the ability of the GoU to maintain the systems setup under both the FCPF, ADC and UNP. For instances, there is need for substantive capacity to maintain the NFMS, the necessary engagement with the communities who will be involved in implementation of intervention.

Factors affecting performance

 

 

Programme management and coordination

MS

Coordination of the program implementation was a joint effort between the government and the UN agencies and this seems to have worked satisfactorily.

Human and financial resources administration

MS

Staff resourcing with the UN agencies was adequate to support the delivery of the UNP. International advisors are imbedded in government agencies such as FD. There were some delays in bringing technical advisors at the beginning and this report proposes some options for preventing delays at the beginning.

Technical backstopping and supervision

S

The technical backstopping was adequate and satisfactory. Both UNDP, FAO, and UNEP provided technical backstopping through the regional offices and Head offices.

Government participation and ownership

S

The GOU showed its interest in taking ownership of the implementation of the UNP right from the beginning and continued with making incremental institutional adjustments necessary for the success of the UNP.

Monitoring, reporting and evaluation

S

Effective reporting was performed through semi-annual and annual progress reports. The mid-term review provided an opportunity for re-aligning the UNP.

Overall Programme Performance

S

The UNP is satisfactory and both the GOU and the UN agencies should be credited for a well implemented program that is likely to have a significant impact.


Recommendations
1

RECOMMENDATION 1 – Staff Recruitment: Staff recruitment needs to be expedited to avoid program delays. Understandably, UN agencies processes can be protracted but considerations could be made to initiate program staff recruitment at the earliest possible time. This could potentially reduce some of the implementation delays and failure to meet targets. For instance, considerations could be made to initiate the recruitment process once it is certain that a program will go ahead by soliciting expressions of interest conditional on final project funding approval.

2

RECOMMENDATION 2 – Activity Sequencing:  During the formulation phase, it is important to consider sequencing activities in such a manner that they are useful for the key products. The forest accounts work proved to be a key output, but the sequence resulted in the loss of opportunity to inform the REDD+ process on data gaps that could have informed the formulation of the activities under the FCPF additional funding. As outlined in this report, Forest Accounts could be a highly valuable tool for informing policy and key decision makers on the critical value of the forest sector and justification for equitable fiscal support going forward.

3

RECOMMENDATION  3: National REDD+ Strategy: Following the acknowledgment that additional work is necessary to improve that NRS, the Roadmap prepared under Outcome 3 by IUCN outlines important aspects that are in the critical path for successful implementation of the REDD+ strategy options at sub-national level. It is highly recommended that considerations be made on how to respond to the proposals. In doing so, further considerations could be made how REDD+ can add value towards strengthening forest sector governance in anticipation of the implementation of landscape emission reductions programs that are being planned.

4

RECOMMENDATION 4: Institutional Capacity: Noting the future role of NFA GIS Unit, the current level of staff complement is inadequate considering the high demand for services, data, and analytical support in future as the implementation of the NRS begins. Technical units can benefit from closer collaboration with tertiary institutions by having defined internship programs for instance.

5

RECOMMENDATION 5: Upscaling and fund/resource mobilization: As the country transition from REDD+ Readiness to implementation, there are significant efforts across institutions, development partners, CSOs and private sector to develop program proposals to mobilize funding resources. This is a positive sign but also one that needs careful coordination and collaboration to reduce the risk of duplication, inconsistencies, and potential conflicts between program proposals in different institutions. The coordination capacity of FSSD will need to be strengthened to ensure proposal to international climate funds are complementary and not competing.

1. Recommendation:

RECOMMENDATION 1 – Staff Recruitment: Staff recruitment needs to be expedited to avoid program delays. Understandably, UN agencies processes can be protracted but considerations could be made to initiate program staff recruitment at the earliest possible time. This could potentially reduce some of the implementation delays and failure to meet targets. For instance, considerations could be made to initiate the recruitment process once it is certain that a program will go ahead by soliciting expressions of interest conditional on final project funding approval.

Management Response: [Added: 2018/08/13]

Project management to initiate the recruitment process once it is certain that a program will go ahead by soliciting expressions of interest conditional on final project funding approval

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Initiate the recruitment process once it is certain that a program will go ahead by soliciting expressions of interest conditional on final project funding approval
[Added: 2018/08/13]
Project management 2018/08 No Longer Applicable [Justification: Project ended but this will be adopted in future programming]
2. Recommendation:

RECOMMENDATION 2 – Activity Sequencing:  During the formulation phase, it is important to consider sequencing activities in such a manner that they are useful for the key products. The forest accounts work proved to be a key output, but the sequence resulted in the loss of opportunity to inform the REDD+ process on data gaps that could have informed the formulation of the activities under the FCPF additional funding. As outlined in this report, Forest Accounts could be a highly valuable tool for informing policy and key decision makers on the critical value of the forest sector and justification for equitable fiscal support going forward.

Management Response: [Added: 2018/08/13]

Project management to always consider sequencing activities in such a manner that they are useful for the key products during the formulation phase

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Always consider sequencing activities in such a manner that they are useful for the key products during the formulation phase
[Added: 2018/08/13]
Project management 2020/12 Initiated
3. Recommendation:

RECOMMENDATION  3: National REDD+ Strategy: Following the acknowledgment that additional work is necessary to improve that NRS, the Roadmap prepared under Outcome 3 by IUCN outlines important aspects that are in the critical path for successful implementation of the REDD+ strategy options at sub-national level. It is highly recommended that considerations be made on how to respond to the proposals. In doing so, further considerations could be made how REDD+ can add value towards strengthening forest sector governance in anticipation of the implementation of landscape emission reductions programs that are being planned.

Management Response: [Added: 2018/08/13]

Management to implement a roadmap prepared under Outcome 3 by IUCN which outlines important aspects that are in the critical path for successful implementation of the REDD+ strategy options at sub-national level.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Implement a roadmap prepared under Outcome 3 by IUCN which outlines important aspects that are in the critical path for successful implementation of the REDD+ strategy options at sub-national level.
[Added: 2018/08/13]
UNDP and partners 2020/12 Initiated
4. Recommendation:

RECOMMENDATION 4: Institutional Capacity: Noting the future role of NFA GIS Unit, the current level of staff complement is inadequate considering the high demand for services, data, and analytical support in future as the implementation of the NRS begins. Technical units can benefit from closer collaboration with tertiary institutions by having defined internship programs for instance.

Management Response: [Added: 2018/08/13]

UNDP and partners to ensure closer collaboration with tertiary institutions by having defined internship programs.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Have closer collaboration with tertiary institutions by having defined internship programs.
[Added: 2018/08/13]
UNDP and partners 2020/12 Initiated
5. Recommendation:

RECOMMENDATION 5: Upscaling and fund/resource mobilization: As the country transition from REDD+ Readiness to implementation, there are significant efforts across institutions, development partners, CSOs and private sector to develop program proposals to mobilize funding resources. This is a positive sign but also one that needs careful coordination and collaboration to reduce the risk of duplication, inconsistencies, and potential conflicts between program proposals in different institutions. The coordination capacity of FSSD will need to be strengthened to ensure proposal to international climate funds are complementary and not competing.

Management Response: [Added: 2018/08/13]

UNDP and partners to ensure careful coordination and collaboration to reduce the risk of duplication, inconsistencies, and potential conflicts between program proposals in different institutions.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Coordinate and collaborate to reduce the risk of duplication, inconsistencies, and potential conflicts between program proposals in different institutions
[Added: 2018/08/13]
UNDP and partners 2020/12 Initiated

Latest Evaluations

Contact us

1 UN Plaza
DC1-20th Floor
New York, NY 10017
Tel. +1 646 781 4200
Fax. +1 646 781 4213
erc.support@undp.org