Preservation and promotion of Kuwaitâ??s cultural heritage

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Evaluation Plan:
2015-2019, Kuwait
Evaluation Type:
Final Project
Planned End Date:
04/2019
Completion Date:
04/2019
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
20,000

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Title Preservation and promotion of Kuwaitâ??s cultural heritage
Atlas Project Number: 00099130
Evaluation Plan: 2015-2019, Kuwait
Evaluation Type: Final Project
Status: Completed
Completion Date: 04/2019
Planned End Date: 04/2019
Management Response: Yes
UNDP Signature Solution:
  • 1. Not Applicable
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 1.1.1 Capacities developed across the whole of government to integrate the 2030 Agenda, the Paris Agreement and other international agreements in development plans and budgets, and to analyse progress towards the SDGs, using innovative and data-driven solutions
SDG Goal
  • Goal 11. Make cities and human settlements inclusive, safe, resilient and sustainable
  • Goal 12. Ensure sustainable consumption and production patterns
SDG Target
  • 11.4 Strengthen efforts to protect and safeguard the world’s cultural and natural heritage
  • 12.b Develop and implement tools to monitor sustainable development impacts for sustainable tourism that creates jobs and promotes local culture and products
Evaluation Budget(US $): 20,000
Source of Funding: Project fund
Evaluation Expenditure(US $): 17,615
Joint Programme: Yes
Joint Evaluation: Yes
  • Joint with UN Agencies
  • Joint with UNESCO
Evaluation Team members:
Name Title Email Nationality
Christian Bugnion de Moreta
GEF Evaluation: No
Key Stakeholders: National Council for Culture, the Arts and Literature (NCCAL), GSSCPD
Countries: KUWAIT
Lessons
Findings
1.

Relevance
The project supports the objectives for cultural development of the Kuwait National Development Plan 2015-2020 in the following areas: a) institutional strengthening; b) Museum development, c) Handicrafts and creative industries development, as the three areas represent the main components of the project design.

The KNDP identifies a number of challenges in “culture, art and media”:

  • The need for modern cultural facilities, especially theaters supporting the theater scene.
  • Invigorating Kuwait's role in supporting Arab and Islamic culture by preserving Arab and Islamic tradition and expanding methods for spreading the culture, including electronically.
  • Poor cinematic production, weak art, literature, and musical festivals, and an inability to foster gifted persons.
  • Government media inability to deal with competition from the private sector. This requires additional technological modernization and the development of production and satellite broadcasting capabilities.
  •  Ensuring media freedoms whilst preserving identity.

Tag: Relevance Communication Knowledge management Country Government Institutional Strengthening National Institutions

2.

Efficiency
According to the unofficial figures that have been provided by UNESCO and UNDP, as of March 2019 the project delivery rate (expenditures versus budget) is 90,3%, with a total expenditures of US$ 744,512.—for outputs 1 to 5 and US$ 158,051.—for project management, miscellaneous, evaluation and GMS, bringing the total of expenditures to US$ 902,563.—versus a total budget of US$ 1,000,000.--.

Additional commitment during April 2019 for US$ 28,593.—have been reported by UNDP, therefore the final delivery rate as of end of April 2019 will be 93%. The official final financial information will be submitted at a later date.


Tag: Efficiency Human and Financial resources Implementation Modality Project and Programme management

3.

Effectiveness
The primary impact of the project is linked to the Output 3 and to a lesser extent Output 2, and it is the institutional strengthening and capacity development of the KNM. On this particular objective, the project achieves very high marks, with an average rating of 4,91 out of 5 from 6 KNM respondents (e.g. trainees and management), on a scale of 1 (minimum) to 5 (maximum).
The support to the KNM was appreciated for various reasons. For one, it was directly fulfilling the needs of the KNM staff, and the variety of the trainings proved to be critical to develop staff level of knowledge and skills. The list of the training undertaken is included under output 3 hereunder. It is highly valued not only by the KNM staff, but also by other participants who represent other cultural institutions.8 Another strength was the direct applicability of the learning, as in some cases it included demonstrations through practical applications. One of the main recommendations for the pursuit of capacity development trainings is in fact linked to more practical, hands-on application of the trainings, and a preference for longer periods of training with enhanced application versus shorter periods of theoretical knowledge which may not be so relevant to the work undertaken by the staff at the KNM.


Tag: Effectiveness Project and Programme management Capacity Building National Institutions

4.

Output 1: NCCAL strengthened through cultural policy development and institutional restructuring
Revised workplan activities: 1) develop a cultural policy, 2) review legal framework for culture, 3) revise NCCAL strategy Results:
1) A framework for the development of a national policy for culture for Kuwait produced by UNESCO in February 2019
2) A Kuwait Cultural Policy Paper draft outline prepared by UNESCO 3) A legal framework for the protection of the cultural heritage in Kuwait: analysis, evaluation and new Approach, UNESCO consultant, August 2018
4) A Proposed Structure of a Draft Law on the Protection, Management and Promotion of Tangible and Intangible Cultural Heritage in Kuwait, UNESCO consultant, undated

5) Roundtable discussion reports on reviewing the Antiquities Law, 14th May and 25th July 2018
6) Mapping Kuwait’s cultural assets, services and institutions, a baseline study, UNESCO 7) Assessment of the NCCAL strategic plan 2015-2020, UNESCO, February 2019 8) Proposal for restructuring Museums Division, March 2019


Tag: Effectiveness Institutional Strengthening National Institutions

5.

Output 2: Institutional strengthening for NCCAL with focus on Museums Division
Revised workplan activities: 2.1. Evaluate MoMA and KNM services and department and 2.2. Develop studies and programmes for NCCAL museums Results:
1) KNM Storages survey report, UNESCO, February 2018 2) MoMA Storages survey report, UNESCO, March 2018 3) Report on the KNM Ethnographic Collection Condition Survey, UNESCO, January 2019 4) Reinstallation of Adlib bilingual software at KNM and training 5) Expanding the Visitors Services at the KNM, A feasibility Study, UNESCO, December 2018 6) Museological Programming for the KNM, A feasibility Study, UNESCO, January 2019 7) Holding of the RE-ORG workshop to reorganise KNM affiliated storage areas, 25th November 2018 to 6th December 2018, using ICCROM methodology, and participation from professionals from Kuwait and Oman
8) Revival of the Collection Management System for the National Council for Culture, Arts and Literature, Summary and Recommendations, Prepared by UNESCO, April 2018


Tag: Effectiveness Institutional Strengthening National Institutions

6.

Output 3. Capacity development plan for NCCAL implemented and handicrafts and creative industries framework established and capacities enhanced
Revised workplan activities: 3.1. Organised specialised trainings of NCCAL staff and 3.2 Develop a framework for crafts development in the NCCAL Strategic Plan 2015-2020, specifically under Axis 6 of the Sectors Strategic Objectives (“Supporting, encouraging and developing Fine Arts”)

Results:
1) The following training courses and workshops have been held during the life of the project:

  • a. Conservation principles, April to November 2018
  • b. Role of Museums in Kuwait: policies and practices, 8-9 May 2018
  • c. Adlib Software training, 1-4 July 2018
  • d. UNESCO 2003 Convention (safeguarding ICH), 28-30 October 2018
  • e. RE-ORG training, 25 November to 6 December 2018
  • f. Conservation of metals, 9 to 20 December 2018
  • g. Training for Museums’ Guides, 12 December 2018
  • h. Training in Communication for Cultural Organisations, 15-16 January 2019
  • i. Exhibition Development, 20-22 January 2019
  • j. Conservation of Siliceous Material, 6 to 24 January 2019
  • k. Conservation of Organic Material, 26 to 31 January 2019
  • l. Conservation of textiles, 3 to 14 February 2019
  • m. Illicit Trafficking of Cultural Property, 18-19 February 2019
  • n. Conservation of Paper, 10 to 21 February 2019

2) Establishment of an Arts and Crafts Centre in Kuwait, A feasibility Study, UNESCO, 2019

3) Capacity development plan for the NCCAL, Kuwait, A UNESCO report, January 2019


Tag: Effectiveness Capacity Building Institutional Strengthening National Institutions

7.

Output 4. NCCAL undertakings widely disseminated Revised workplan activity: Develop rebranding strategies
Results: Framework for an upgraded communications strategy for the NCCAL; Kuwait, UNESCO, February 2019
This report has just been completed and no feedback was obtained on its contents from the evaluation respondents. From the point of the view of the evaluator, the document is useful, didactic and well written and can be a good resource for the NCCAL. Again, the results have no relationship with the output statement which is vague and inadequate


Tag: Effectiveness Communication Strategic Positioning

8.

Output 5. SSC/TrC enacted through benchmarking and knowledge sharing
Revised workplan activity: 5.1 Build on the successful experience of DAI, explore international cooperation through a range of activities including scholarships and artists in residence programmes Results: Recommendations for International Positioning of Kuwait through the Arts and Culture Sector, UNESCO, February 2019 This report has just been completed at the end of February 2019 and no feedback was obtained on its contents from the evaluation respondents. From the point of the view of the evaluator this should not be an output and the deliverable is just a compliance with the project requirement, although it is not clear to what extent if fulfils the expectations and meets the activity description.


Tag: Sustainability Knowledge management South-South Cooperation

9.

Impact

It is difficult to appraise the impact of the project as there is not enough time after two years to assess the long-term consequences. There is however anecdotal evidence of positive outcomes as follows:

1) There has been an observable attitudinal change amongst the training and workshop participants, in terms of knowledge, motivation, and ownership, with a willingness to enhance the performance of their work, and not only amongst the KNM participants. This can lead to behaviour change if it is sustained and supported by senior management.
2) The NCCAL has established a committee composed of some ten members in late 2018 that have met three times to either draft a new law or amend the antiquities law. While this was not directly linked to the activities of output 1, it is nonetheless a spin-off from the project and shows that the NCCAL is taking the recommendations regarding the law seriously. However, it would have been preferable to form a Scientific Committee for the revision/drafting of the law, to ensure a participatory approach including all people with the adequate technical knowledge and competencies could participate and follow technical criteria in line with international standards and good practices.
3) The NCCAL created a Task Force in order to facilitate project implementation. While not all members of the Task Force contributed positively to the process, this shows interest from NCCAL to create an enabling environment for the project. In order to be more effective, it needs to be formally institutionalised with clear roles and responsibilities for the various TF members, and shorten the turn-around time required on deliverables to inform decision making.
4) Based on their high appreciation of the workshops and trainings, KNM management has reportedly requested an extension of six months to the GS SCPD in order to continue capacity development activities. It is unclear if this relates to only output 3 components (trainings) or whether it applies to the entire project, considering that no written documentary evidence was shared on this subject.

The sum of the various deliverables and products has the potential to generate positive impact over the longer-term provided senior management structures of government counterparts act on the recommendations and create an enabling environment which may lead, in time, to an institutional restructuring of the NCCAL while contributing to increased institutional performance.


Tag: Impact Sustainability Knowledge management Ownership Institutional Strengthening National Institutions

10.

Sustainability
The project was not designed to be sustainable nor does it contemplate a sustainability strategy. It has been funded by the Government of Kuwait and its continuation is dependent on funding allocation. There is a potential for sustainability of some of the trainings, provided an expressed willingness from the beneficiary is shown to institutionalise the trainings and create a pool of certified trainers within KNM for specialised trainings.
The sustainability of the benefits of the project will also depend on the extent to which the government partners decide to follow-up on the recommendations, feasibility studies and other products produced by the project, as well on depending on the priority level given to support to the culture sector as indicated within the next Kuwait National Development Plan 2020-2025.


Tag: Sustainability Country Government

Recommendations
1

Ensure quality assurance of the project design and its results framework, in line with best project cycle development practices, and an RBM compliant results-framework for both UNESCO and UNDP

2

Establish clear and detailed delineation of roles and responsibilities between UNESCO and UNDP, and ensure the UN speaks with One Voice

3

Consider providing an RBM training for the UN/government staff in Kuwait

4

Improve the evidence-base in English language that inform about the decisions taken by the project

1. Recommendation:

Ensure quality assurance of the project design and its results framework, in line with best project cycle development practices, and an RBM compliant results-framework for both UNESCO and UNDP

Management Response: [Added: 2019/05/29] [Last Updated: 2021/01/02]

All UNDP Kuwait CO Projects are RBM Compliant however with exception to this project being a joint project with UNESCO, a few output/outcome indicators could've been better designed. The Programme will insure future projects will be RBM compliant.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
During the preparation of new projects, the programme team will review and ensure RBM compliance
[Added: 2019/06/20] [Last Updated: 2020/09/16]
Programme Team 2020/12 Completed Project templates are agreed upon between partner agencies and then, shared with the relevant consultant to ensure RBM compliance. History
2. Recommendation:

Establish clear and detailed delineation of roles and responsibilities between UNESCO and UNDP, and ensure the UN speaks with One Voice

Management Response: [Added: 2019/05/29] [Last Updated: 2021/01/02]

The CO disagrees with this recommendations as role and responsibilities are established in the project document. UNDP Kuwait will continue to establish a clear role in its projects with all partner agencies. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Future projects will be clearly identify other agencies roles and responsibilities if applicable
[Added: 2019/06/20] [Last Updated: 2020/09/16]
Programme Team 2020/12 Completed Roles clearly defined in future project design. UN Meetings are held before meeting with stakeholders. History
3. Recommendation:

Consider providing an RBM training for the UN/government staff in Kuwait

Management Response: [Added: 2019/05/29] [Last Updated: 2021/01/02]

The country office will provide RBM training for its programme staff in the CPD / programme cycle. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Provide RBM training for programme staff.
[Added: 2019/06/20] [Last Updated: 2020/09/16]
RR/DRR 2020/12 Completed Staff have access to RBM training through UNDP learning portal. History
4. Recommendation:

Improve the evidence-base in English language that inform about the decisions taken by the project

Management Response: [Added: 2019/05/29] [Last Updated: 2021/01/02]

The working language in the Kuwaiti governement is Arabic. Meetings that take place at the governement are minuted by national staff and thus written in arabic. It would be difficult to request that minutes are done in english. The Evaluators reservation is that he could not read the minutes and therefore was not able to extract the observations. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
provide translated Minutes of meeting when requested in the future
[Added: 2019/06/20] [Last Updated: 2020/09/16]
Programme and Project Team 2020/12 Completed Interpretation in meetings and translation of meeting minutes available, when requested. History

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