Final Evaluation of Low Emission Carbon Resilient Development (LECReD) Programme

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Evaluation Plan:
2016-2020, Maldives
Evaluation Type:
Final Project
Planned End Date:
02/2018
Completion Date:
03/2018
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
20,000

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Title Final Evaluation of Low Emission Carbon Resilient Development (LECReD) Programme
Atlas Project Number: 77340
Evaluation Plan: 2016-2020, Maldives
Evaluation Type: Final Project
Status: Completed
Completion Date: 03/2018
Planned End Date: 02/2018
Management Response: Yes
Focus Area:
  • 1. Environment & Sustainable Development
  • 2. Cross-cutting Development Issue
  • 3. Others
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
  • 1. Output 1.4. Scaled up action on climate change adaptation and mitigation across sectors which is funded and implemented
Evaluation Budget(US $): 20,000
Source of Funding: Donor
Evaluation Expenditure(US $): 21,852
Joint Programme: Yes
Joint Evaluation: Yes
  • Joint with UN Agencies
Evaluation Team members:
Name Title Email Nationality
GEF Evaluation: No
Key Stakeholders: Laamu Atoll Community, Government of Maldives
Countries: MALDIVES
Lessons
Findings
Recommendations
1

Continue implementing adaptive management approach as it permits adjustments to project activities in response to changing
circumstances. Any adjustments should be based on clearly developed justification, but without losing sight of the overall objective of the project.

2

Speed up implementation of LECReD’s activities in the remaining period. Stricter control of implementation of activities should be
introduced by insisting on respecting the work plan agreed upon by all PUNOs. Agencies could have a “free hand” to propose rescheduling of activities,
but once it was jointly agreed there should be no room for changes except if caused by exceptional circumstances, which will have to be properly
justified and documented. Consequently, monitoring and reporting process will have to be improved by forcing agencies to be more expedient by
keeping strictly to the reporting schedule.

3

Facilitate more active role of the most important institutional partners and stakeholders such as MEE in the utilization of the LECReD’s results. That will contribute to the longer-term sustainability of the project. Their participation in the project should extend beyond the membership in the PB and/or PTC. Co-ordination with government should be improved by better utilisation of project's bodies through more direct involvement of focal points, either LECREeD’s FPs in the Ministries, or PUNOs Maldives FPs. The participation of FPs should be stimulated by presenting positive practices either realized in the project or elsewhere. Focal Points should be considered as a special target group and appropriate
communication tools should be utilized through implementation of CSAP and CSES.

4

Make financial reporting more transparent. Revision of the project’s budget should reflect changes in annual expenditure rate. It is important that revised budget takes in consideration the dynamics of the future implementation of LECReD, in particular the need to avoid the expenditure of large funds during the last year of the project’s implementation. The budget revision should be detailed enough to show division of funds among Outputs, Smart Outputs and Activities of the project. Eventual extension of the project’s duration should immediately be followed by the
respective budget revision.

5

Increase disbursement of funds by speeding up the implementation of the project's activities. The current rate of expenditure is very low, and it reflects difficulties project’s implementation is going through. However, every expenditure has to be accompanied by clearly explained justification and followed by respective deliverables. Disbursements aimed just at raising the expenditure rate should be avoided at any cost. Any larger expenditure will have to obtain the co-approval of the CTA/PM.

6

Take measures to improve quality of deliverables and avoid lengthy delays in their delivery by making the respective TORs very precise in terms of objectives, expected benefits, contents of the deliverable, methodology of the preparation of deliverables, interim reporting, etc.Better monitoring of the deliverables' preparation process should be implemented, preferably on a periodical basis during each phase of the preparation of the deliverable. PCU and in particular CTA/PM should be constantly informed about the implementation of this recommendation.

7

Improve Joint Annual Work Planning. The future JAWPs should, inter alia, have: timetables on a monthly basis; budgets based on the revised overall LECReD budget; list of meetings and workshops with the title, brief description, location, tentative date, and responsible person; developed activities with indication of the type of deliverable expected; key milestones, etc. The JAWP needs to be discussed and approved by PB before the end of the current year. Current JAWP template should be made simpler. The sub-activities should be significantly reduced in number, with better coordination between activities by avoiding overlaps; sub-activities should be more simply described; and temporal linkages between activities
and sub-activities should be created. CTA/PM and PCU should be regularly and, well in advance, informed of any change.

8

Improve coordination within the PCU, vertically and horizontally. The role of PCU should be strengthened, in particular at the local level. It has established good standing with the communities, which gives ground to giving it a somewhat larger role in implementation of activities as well as a stronger mandate to deal with PUNOs. This should be followed by allocating the respective budget. Execution facilities in Laamu should be improved, in particular by increasing its mobility means, which would involve low-emission means of transport. Linkages between PCU unit
in Laamu and unit in Male need to be improved. Modalities of their coordination and joint work should be written in a sort of short operational guidlines

9

Speed up implementation of CSAP and CSES. Explore the possibility that both documents be merged as there are many common points between them. Communications products should be streamlined (for example, merging several news-letters into one or two). Separate LECReD web site should be opened. Better coordination should be established between the communities’ officer in Laamu and communication officer in Male. Internal coordination between PUNOs should be improved by better utilization of communication mean, such as intranet, internal operational newsletters, etc

10

Define the missing targets for Outputs in the revised Joint Programme Monitoring Framework as presented in the Inception Report. These targets are milestones to measure progress of activities. PUNOs should link their activities with the indicators and targets in this revised Joint Programme Monitoring Framework.

11

Improve performance of IWGs by explaining better their role to island communities. The IWGs are critical tool for long term sustainability of LECReD’s results. The most significant change of behaviour has to occur at the island level. Revise CSAP and CSES by introducing IWGs as a special target group for which special communication strategy has to be developed, including improved channels of communication between IWGs, and PCU and PUNOs. Revive the performance of IWGs by giving larger role to PCU and improve information sharing by expanding connections to all IWG members and not only through focal points (using Viber, WhatsApp, Skype, etc.). Involve other stakeholders such as PTAs and plan workshops in
other type of facilities such as schools, public halls etc.

1. Recommendation:

Continue implementing adaptive management approach as it permits adjustments to project activities in response to changing
circumstances. Any adjustments should be based on clearly developed justification, but without losing sight of the overall objective of the project.

Management Response: [Added: 2018/09/02]

Agreed. The Programme will continue to implement adaptive management.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Adaptive management will be reported through narrative report.
[Added: 2018/09/02] [Last Updated: 2019/02/01]
CTA/PM, PCU, HoA 2018/11 Completed History
2. Recommendation:

Speed up implementation of LECReD’s activities in the remaining period. Stricter control of implementation of activities should be
introduced by insisting on respecting the work plan agreed upon by all PUNOs. Agencies could have a “free hand” to propose rescheduling of activities,
but once it was jointly agreed there should be no room for changes except if caused by exceptional circumstances, which will have to be properly
justified and documented. Consequently, monitoring and reporting process will have to be improved by forcing agencies to be more expedient by
keeping strictly to the reporting schedule.

Management Response: [Added: 2018/09/02]

Partially agree. Activity level M&E to be conducted and reported by PUNOs and overall monitoring framework to be regularly updated by PCU.
PTC/PB will do the oversight of progress on agreed activities/timelines in JAWP, through the PUNOs reports and Programme monitoring

Key Actions:

3. Recommendation:

Facilitate more active role of the most important institutional partners and stakeholders such as MEE in the utilization of the LECReD’s results. That will contribute to the longer-term sustainability of the project. Their participation in the project should extend beyond the membership in the PB and/or PTC. Co-ordination with government should be improved by better utilisation of project's bodies through more direct involvement of focal points, either LECREeD’s FPs in the Ministries, or PUNOs Maldives FPs. The participation of FPs should be stimulated by presenting positive practices either realized in the project or elsewhere. Focal Points should be considered as a special target group and appropriate
communication tools should be utilized through implementation of CSAP and CSES.

Management Response: [Added: 2018/09/02]

Agreed. LECReD Programme has explicitly considered involvement of FPs who have expertise in the relevant fields.This has been very relevant to
the Programme’s success so far and is key to sustain results.The Programme team willensure the continued effective and efficient involvement of the
government FPs.

Key Actions:

4. Recommendation:

Make financial reporting more transparent. Revision of the project’s budget should reflect changes in annual expenditure rate. It is important that revised budget takes in consideration the dynamics of the future implementation of LECReD, in particular the need to avoid the expenditure of large funds during the last year of the project’s implementation. The budget revision should be detailed enough to show division of funds among Outputs, Smart Outputs and Activities of the project. Eventual extension of the project’s duration should immediately be followed by the
respective budget revision.

Management Response: [Added: 2018/09/02]

Agreed. JAWP and Budget 2016 has applied recommendation.

Key Actions:

5. Recommendation:

Increase disbursement of funds by speeding up the implementation of the project's activities. The current rate of expenditure is very low, and it reflects difficulties project’s implementation is going through. However, every expenditure has to be accompanied by clearly explained justification and followed by respective deliverables. Disbursements aimed just at raising the expenditure rate should be avoided at any cost. Any larger expenditure will have to obtain the co-approval of the CTA/PM.

Management Response: [Added: 2018/09/02]

Partially agreed. JAWP and Budget 2016 has applied recommendation. PUNOs have financial autonomy and even though budget is discussed and
approved for activities in the work plan, expenditure is responsibility of each agency.

Key Actions:

6. Recommendation:

Take measures to improve quality of deliverables and avoid lengthy delays in their delivery by making the respective TORs very precise in terms of objectives, expected benefits, contents of the deliverable, methodology of the preparation of deliverables, interim reporting, etc.Better monitoring of the deliverables' preparation process should be implemented, preferably on a periodical basis during each phase of the preparation of the deliverable. PCU and in particular CTA/PM should be constantly informed about the implementation of this recommendation.

Management Response: [Added: 2018/09/02]

Agreed

Key Actions:

7. Recommendation:

Improve Joint Annual Work Planning. The future JAWPs should, inter alia, have: timetables on a monthly basis; budgets based on the revised overall LECReD budget; list of meetings and workshops with the title, brief description, location, tentative date, and responsible person; developed activities with indication of the type of deliverable expected; key milestones, etc. The JAWP needs to be discussed and approved by PB before the end of the current year. Current JAWP template should be made simpler. The sub-activities should be significantly reduced in number, with better coordination between activities by avoiding overlaps; sub-activities should be more simply described; and temporal linkages between activities
and sub-activities should be created. CTA/PM and PCU should be regularly and, well in advance, informed of any change.

Management Response: [Added: 2018/09/02]

Partially

Key Actions:

8. Recommendation:

Improve coordination within the PCU, vertically and horizontally. The role of PCU should be strengthened, in particular at the local level. It has established good standing with the communities, which gives ground to giving it a somewhat larger role in implementation of activities as well as a stronger mandate to deal with PUNOs. This should be followed by allocating the respective budget. Execution facilities in Laamu should be improved, in particular by increasing its mobility means, which would involve low-emission means of transport. Linkages between PCU unit
in Laamu and unit in Male need to be improved. Modalities of their coordination and joint work should be written in a sort of short operational guidlines

Management Response: [Added: 2018/09/02]

Key Actions:

9. Recommendation:

Speed up implementation of CSAP and CSES. Explore the possibility that both documents be merged as there are many common points between them. Communications products should be streamlined (for example, merging several news-letters into one or two). Separate LECReD web site should be opened. Better coordination should be established between the communities’ officer in Laamu and communication officer in Male. Internal coordination between PUNOs should be improved by better utilization of communication mean, such as intranet, internal operational newsletters, etc

Management Response: [Added: 2018/09/02]

Partially agreed. This activity was already ongoing by the time of the MTR, in particular CSES and CSAP were always intended to be merged and there is only one LECReD
newsletter. Also, PUNOs already have a big number of available tools for internal communication (viber group, in particular, is very effective).

Key Actions:

10. Recommendation:

Define the missing targets for Outputs in the revised Joint Programme Monitoring Framework as presented in the Inception Report. These targets are milestones to measure progress of activities. PUNOs should link their activities with the indicators and targets in this revised Joint Programme Monitoring Framework.

Management Response: [Added: 2018/09/02]

Agreed

Key Actions:

11. Recommendation:

Improve performance of IWGs by explaining better their role to island communities. The IWGs are critical tool for long term sustainability of LECReD’s results. The most significant change of behaviour has to occur at the island level. Revise CSAP and CSES by introducing IWGs as a special target group for which special communication strategy has to be developed, including improved channels of communication between IWGs, and PCU and PUNOs. Revive the performance of IWGs by giving larger role to PCU and improve information sharing by expanding connections to all IWG members and not only through focal points (using Viber, WhatsApp, Skype, etc.). Involve other stakeholders such as PTAs and plan workshops in
other type of facilities such as schools, public halls etc.

Management Response: [Added: 2018/09/02]

Agreed

Key Actions:

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