Midterm Outcome evaluation of the Environment and Resilience development

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Evaluation Plan:
2017-2021, Gambia
Evaluation Type:
Outcome
Planned End Date:
06/2020
Completion Date:
05/2021
Status:
Completed
Management Response:
No
Evaluation Budget(US $):
40,000

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Title Midterm Outcome evaluation of the Environment and Resilience development
Atlas Project Number: 00074214
Evaluation Plan: 2017-2021, Gambia
Evaluation Type: Outcome
Status: Completed
Completion Date: 05/2021
Planned End Date: 06/2020
Management Response: Yes
Focus Area:
  • 1. Environment & Sustainable Development
  • 2. Others
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
  • 1. Output 1.1. National and sub-national systems and institutions enabled to achieve structural transformation of productive capacities that are sustainable and employment - and livelihoods- intensive
SDG Goal
  • Goal 13. Take urgent action to combat climate change and its impacts
SDG Target
  • 13.2 Integrate climate change measures into national policies, strategies and planning
  • 13.3 Improve education, awareness-raising and human and institutional capacity on climate change mitigation, adaptation, impact reduction and early warning
Evaluation Budget(US $): 40,000
Source of Funding: GEF
Evaluation Expenditure(US $): 25,000
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
• Richard Crawford Prentice Lead consulant Crawford.prentice@gmail.com
GEF Evaluation: No
Key Stakeholders:
Countries: GAMBIA
Lessons
Findings
Recommendations
1

Political economy analysis can contribute to addressing such deep-seated problems by revealing the informal forces, power relations and reciprocal obligation that impede development, and it can help to pinpoint where constructive change might be most feasible and thereby inform how best to position development assistance.  Yet there was no evidence in any of the project documents we reviewed or in our discussions with project or Country Office staff that these matters were of sufficient significance (or were sufficiently understood) even to warrant mention let alone serious discussion or analysis. It is believed that not recognising the significance of these matters, or turning a blind eye to them, is detrimental to project performance and that this is a serious defect of project design, project implementation, and project management that should be rectified as soon as practicable.

2

Project design. interested development partners should be invited to become formally involved in the design process at an early stage. Before approval, project documents should be subject to review by, preferably, two independent referees of international standard in the field(s) covered by the project, one appointed by UNDP and the other by the IP(s) involved

 


 


 

3

Human resource management: Emphasis should be placed on developing selection and remuneration systems that optimise the selection of high-quality professional project staff. After project design, this is the most critical contributor to project performance. However, management capability is also extremely important and should be given greater attention in the selection of team leaders or project managers; it should also be part of the professional development of Country Office staff. 

4

Greater attention should be given to the timely production of meaningful, and sufficiently testing, but more on realistic and feasible, outcomes, outputs and indicators. It must be understood and accepted that the impacts of the programme under review need a longer time to be realized including the climate-friendly SLM aspects for crop production

5

Aligning projects with government plans could avoid duplication of efforts. However, future UNDP interventions should focus on areas where the government has clear technical, human, and financial shortfalls. Most of the environment and biodiversity programme components lacked the experience or the resources needed to make a difference. However, interventions that address the real capacity needs of the government such as smart agriculture/conservation farming, single model farmer package, and to some extent village banking are innovative in nature and results in clear impacts.

6

More effort in resource mobilization: the resources mobilized for the Environment and Resilient Development projects were limited as a result of which the effort of the agency appeared to be scattered and small. UNDP can achieve maximum impact by mobilizing resources for well-articulated priority areas. This requires strengthening the capacity of UNDP in project formulation and implementation with the use of more national experts.

7

The need for continuous capacity building: Frequent staff turnover has been cited as a major problem in relation to programmes implemented by the government. Future interventions need to have an inbuilt continuous capacity-building component. Moreover, remarks of none existence of long-term training have been expressed.

8

Continues support to sustenance of promising projects: Some projects that have shown promising results should be supported for longer term and mechanisms for handover to the government be put in place.

9

Continues support to the sustenance of promising projects:
Some projects that have shown promising results should be supported for longer-term and mechanisms for handover to the government be put in place

10

UNDP can achieve more impact by testing innovative approaches to problem-solving, steering successful methods/approaches, and devising mechanisms for their scale-up. The approaches used in the PAN conservation farming, coastal beach nourishment, and multifunctional women horticultural gardening have future potential benefits if scaled up

11

Gender considerations and empowerment:
In the fulfilment of programme objectives, women and youths are very vital as they are the main resource users. In order to ensure the mainstreaming of gender considerations in a programme or project, it is important that gender-based expected results, indicators and targets are identified during the formulation of the programme or project and become part of the decision-makers for the implementation of the project as well as part of reporting project progress.

12

The need to coordinate with other agencies and development partners: UNDP should work more closely with national and international development partners in programme design and resources mobilization so as to contribute more to bigger interventions and better replications. This becomes increasingly important in the face of looming financial crises that might affect the flow of foreign development assistance to The Gambia.

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