Mainstreaming Environment and Climate Change adaptation in the national policies and development plans project terminal evaluation

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Evaluation Plan:
2016-2021, Tanzania
Evaluation Type:
Final Project
Planned End Date:
09/2016
Completion Date:
11/2016
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
40,000

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Title Mainstreaming Environment and Climate Change adaptation in the national policies and development plans project terminal evaluation
Atlas Project Number: 61990
Evaluation Plan: 2016-2021, Tanzania
Evaluation Type: Final Project
Status: Completed
Completion Date: 11/2016
Planned End Date: 09/2016
Management Response: Yes
Focus Area:
  • 1. Environment & Sustainable Development
  • 2. 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 $): 40,000
Source of Funding: CORE AND NON-CORE RESOURCES
Evaluation Expenditure(US $): 35,000
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
DR MARY DENGLER International Consultant
MR ERNEUS KAIJAGE National Consultant
GEF Evaluation: No
Key Stakeholders: Vice-President’s Office (VPO), Ministry of Finance (MoF) and National Environment Management Council (NEMC).
Countries: TANZANIA (UNITED REPUBLIC OF )
Lessons
Findings
Recommendations
1

There was significant progress made towards establishment of the NCFM and it would be highly beneficial to further support the MoF in the final capacity building required to be accredited as the NIE for the Green Climate Fund

2

There is continued need for capacity building at the district level. Activity at this level is beneficial for furthering implementation on the ground where the impacts of climate change are making people’s lives more uncertain.

3

Depending on available funding another possible future project design approach to enhance climate change awareness and capacity building at the district level could be to identify a district in each eco-region that could pilot potential strategies and then inform the practice of other similar districts

4

The GoT is extremely fortunate to have a few key actors in the global climate change negotiation arena who are well-respected leaders internationally and well-networked with other key decision-makers. Their continued participation at the COP meetings is strategically highly beneficial for the GoT and, indeed, other African nations. Their participation can be optimized through ensuring that they have an adequate team to represent the GoT in the meetings. There is benefit to the attendance at the meetings by individuals from some key sectors, like MALF and MEM, as well as the MoF. In addition, there is strategic benefit to sending some mid-level individuals from particularly the VPO-DOE and MALF to provide support to the key actors in the negotiation who can also gain practical experience about the dynamics of international climate change negotiations

5

Although the project was relatively short in duration it possibly could have been structured in two phases. This may have been useful from a funding perspective by using available funds at the start of the project for Phase I while raising funds for Phase II. This could have incentivized reaching clear interim targets that may have assisted in furthering progress on Output 4 in particular and also increased the number of districts visited in Output 5.

6
  1. The funding arrangement where the three different partners had separate budgets had benefits because it gave each partner some autonomy in furthering their component of the project. One weakness with this approach was when NEMC was identified to be the NIE for the Adaptation Fund they did not then have resources to further this initiative. Perhaps if this had been designed as a staged project with phased implementation this could have been addressed both by having more funding available and the ability to direct some of the funds to NEMC to support the needed internal capacity building related to Output 4.
1. Recommendation:

There was significant progress made towards establishment of the NCFM and it would be highly beneficial to further support the MoF in the final capacity building required to be accredited as the NIE for the Green Climate Fund

Management Response: [Added: 2016/12/28]

It is accepted. Future support will focus on operationalizing of the NCFM.

Key Actions:

2. Recommendation:

There is continued need for capacity building at the district level. Activity at this level is beneficial for furthering implementation on the ground where the impacts of climate change are making people’s lives more uncertain.

Management Response: [Added: 2016/12/28]

It is accepted. There is potential for scaling up and scaling out of district and community-level adaptation with link to livelihood initiatives

Key Actions:

3. Recommendation:

Depending on available funding another possible future project design approach to enhance climate change awareness and capacity building at the district level could be to identify a district in each eco-region that could pilot potential strategies and then inform the practice of other similar districts

Management Response: [Added: 2016/12/28]

Accepted, the idea will be incorporated in the follow up project

Key Actions:

4. Recommendation:

The GoT is extremely fortunate to have a few key actors in the global climate change negotiation arena who are well-respected leaders internationally and well-networked with other key decision-makers. Their continued participation at the COP meetings is strategically highly beneficial for the GoT and, indeed, other African nations. Their participation can be optimized through ensuring that they have an adequate team to represent the GoT in the meetings. There is benefit to the attendance at the meetings by individuals from some key sectors, like MALF and MEM, as well as the MoF. In addition, there is strategic benefit to sending some mid-level individuals from particularly the VPO-DOE and MALF to provide support to the key actors in the negotiation who can also gain practical experience about the dynamics of international climate change negotiations

Management Response: [Added: 2016/12/28]

Accepted

Key Actions:

5. Recommendation:

Although the project was relatively short in duration it possibly could have been structured in two phases. This may have been useful from a funding perspective by using available funds at the start of the project for Phase I while raising funds for Phase II. This could have incentivized reaching clear interim targets that may have assisted in furthering progress on Output 4 in particular and also increased the number of districts visited in Output 5.

Management Response: [Added: 2016/12/28]

Accepted.

Key Actions:

6. Recommendation:
  1. The funding arrangement where the three different partners had separate budgets had benefits because it gave each partner some autonomy in furthering their component of the project. One weakness with this approach was when NEMC was identified to be the NIE for the Adaptation Fund they did not then have resources to further this initiative. Perhaps if this had been designed as a staged project with phased implementation this could have been addressed both by having more funding available and the ability to direct some of the funds to NEMC to support the needed internal capacity building related to Output 4.
Management Response: [Added: 2016/12/28]

It is accepted for improvement in future. However, NIE was not one of project’s outputs.

Key Actions:

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