Terminal Evaluation of the Low Emmission Capacity Building Project

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Evaluation Plan:
2014-2018, Bhutan
Evaluation Type:
Final Project
Planned End Date:
03/2018
Completion Date:
05/2018
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
15,000

This project is very relevant and appropriate to address national challenges and development needs in line with commitments to climate change mitigation and in line with the Constitution of the Kingdom of Bhutan, National Environment Protection Act 2007, National Forest Policy 2011, Economic Development Policy 2010, Water Act of Bhutan 2011, Waste Prevention and Management Act 2009 and Waste Prevention and Management Regulation, 2012.

The project key objectives have been achieved and target outputs realized. The evaluation also finds that in addition, the LECB activities contributed substantially to the process of development of the INDC and ratification of the Paris Agreement.

The partnerships between NECS and other government ministries guided by UNDP CO were effective in delivering expected results. UNDP CO performed exceptionally well to ensure that the project was implemented smoothly. There was value for money as project funds were well utilized in implementation of planned activities. Financial management was well coordinated between UNDP, NECS and other partners involved in the project.

The project was a good prototype for incorporation of gender concerns, and women were actively involved both as part of the project implementation team among the different stakeholders that were directly or indirectly involved in the project activities.

This evaluation finds that capacity building support provided under the project was guided by clearly defined institutional mandates and focused on strengthening low emission development. More specifically this included developing GHG inventory systems, NAMAs, LEDS, low emission strategies and the update of the National transport policy.

It was also noted that the information generated by the performance indicators during project implementation was effectively used to adapt and improve the project and lessons learned reported which was good practice to support future projects and interventions.

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Title Terminal Evaluation of the Low Emmission Capacity Building Project
Atlas Project Number: 00065875
Evaluation Plan: 2014-2018, Bhutan
Evaluation Type: Final Project
Status: Completed
Completion Date: 05/2018
Planned End Date: 03/2018
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
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
Evaluation Budget(US $): 15,000
Source of Funding: EU, EC, Govt of Germany, USAID, AUSAID
Evaluation Expenditure(US $): 5,461
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Yeshi Dorji National Consultant yeshidd@gmail.com
GEF Evaluation: No
Key Stakeholders: Gross National Happiness Commission and Department of Energy
Countries: BHUTAN
Lessons
1.

Evaluation Lessons are:

a) Technical assistance needs on climate change mitigation is still important in Bhutan. It is recommended to continue to support the country, both for assistance that responds to identified situations, and for long-term support, and to provide the country with the recent developments in designing and implementing a low carbon and climate resilient strategy. This technical assistance should focus on the new developments at the international level, along the Paris Agreement.

b) A second phase of the LECB project is a very important next step for Bhutan, to develop a NDC strategic framework that aligns with the 12FYP and SDG targets. The next phase should also cover implementation of the findings and recommendations consolidated through studies and assessment from the first phase. This should reassure certain beneficiaries as to the continuation of their activities, and that project results and lessons learned are shared with all stakeholders.

c) The country, in particular through activities initiated by the project, is well informed of the new sources of climate finance and the strategies adopted through NAMAs, LEDS and MRV across major sectors of transport, energy efficiency and industry. The NDC submitted by Bhutan to the UNFCCC includes several other sectors that have been prioritized and its elaboration and focus needs to be implemented. It is suggested to adopt a coherent framework to achieve transformational change by using NDC implementation as a mechanism to scale up investments in inclusive, gender-responsive climate actions that help to achieve NDC targets and through this, deliver on the Paris Agreement and the SDGs. This will also gear up the RGoB with a stronger investment case for advancing the climate agendas and expand the option for attracting international, domestic and private capital.

d) Much has been stressed on the role of the MSTCCC group however their role in the project board meeting was found to be almost negligent. The unstable representation also led to weak leadership and guidance as they were not familiar with the project objective and targets. Recommendation to sensitize the MSTCCC now C4 from project initiation and also appoint relevant members to represent in the Project board meeting for the next phase support

e) The thematic working groups under the LECB prgramme was found to be too big leading to high project cost for capacity building programs. Contribution and commitment was observed from only few members. Recommendation to keep working groups small and focused during the next phase

f) Under M&E and knowledge sharing although several sensitization workshops and meetings have been organized, there is no or limited documentation on good practices and lessons learnt. There is limited evidence of field reports, training reports, and workshop/meeting reports. For the next phase it is recommends to maintain small budget to capture results and impacts for dissemination to partners, stakeholders and donors

g) A project manager was appointed for the implementation of the project in the NEC, however the focal person is also tasked with other responsibilities over and beyond the management of the LECB project. While the various working groups and project board was established the project submitted requests for multiple extensions leading to project completion delays by eighteen months. Some of the key reasons for extension include a) Non-availability of local and international experts to carry out the wide range of assessment supported through the project b) Delay in completion of assignments and request for no additional cost extension and c) Activities stalled during absence of the project manager. During the next phase it is recommended that the project appoint an alternate project manager to ensure smooth flow of activities without any delay during the project manager’s absence. The appointment of an alternate or a full time project manager will also reduce the burden on the project manager


Findings
1.

Summary of evaluation findings:

This Evaluation finds the project as designed relevant and appropriate to address national challenges and development needs in line with commitments to climate change mitigation. The project fits well in national efforts as guided by the Constitution of the Kingdom of Bhutan, National Environment Protection Act 2007, National Forest Policy 2011, Economic Development Policy 2010, Water Act of Bhutan 2011, Waste Prevention and Management Act 2009 and Waste Prevention and Management Regulation, 2012.

The project key objectives have been achieved and target outputs realized. The evaluation finds the project evolution justified and the added outputs vital for supplementing the outcomes in the initial project document. The outputs have been expanded through the inclusion of the LECB enhanced and INDC project to address mitigation issues and support in establishing structures and systems related to mitigation. The evaluation also finds that in addition, the LECB activities contributed substantially to the process of development of the INDC and ratification of the Paris Agreement.

The partnerships between NECS and other government ministries guided by UNDP CO were effective in delivering expected results. The NECS as DNA on climate change in Bhutan is the project’s implementing government partner and provided high-level government supportto the project though the Climate Change Division, NECS (being the member secretary of the Project Management Board). There were strong direct and tangential partnership arrangements with the relevant stakeholders in delivering project objectives.UNDP CO performed exceptionally well to ensure that the project was implemented smoothly.There was value for money as project funds were well utilized in implementation of planned activities. Financial management was well coordinated between UNDP, NECS and other partners involved in the project.

The project was a good prototype for incorporation of gender concerns, equality as well as women empowerment. During the execution of the project, women were actively involved both as part of 10

the project implementation team among the different stakeholders that were directly or indirectly involved in the project activities.

This evaluation finds that capacity building support provided under the project was guided by clearly defined institutional mandates and focused on strengthening low emission development. More specifically this included developing GHG inventory systems, NAMAs, LEDS, low emission strategies and the update of the National transport policy. Strengthening the technical and institutional climate change mitigation capacities allow the reinforcement of country mitigation actions to exploit climate change financing opportunities. Improvement of the climate change mitigation capacity will contribute to a reduction in emissions and anthropogenic climate change contributions which will in turn reduce risk and vulnerability in the country.It was also noted that the information generated by the performance indicators during project implementation was effectively used to adapt and improve the project and lessons learned reported which was good practice to support future projects and interventions.


Recommendations
1

Technical assistance needs on climate change mitigation is still important in Bhutan. It is recommended to continue to support the country, both for assistance that responds to identified situations, and for long-term support, and to provide the country with the recent developments in designing and implementing a low carbon and climate resilient strategy. This technical assistance should focus on the new developments at the international level, along the Paris Agreement

2

A second phase of the LECB project is a very important next step for Bhutan, to develop a NDC strategic framework that aligns with the 12FYP and SDG targets. The next phase should also cover implementation of the findings and recommendations consolidated through studies and assessment from the first phase. This should reassure certain beneficiaries as to the continuation of their activities, and that project results and lessons learned are shared with all stakeholders.

3

The role of the MSTCCC group in the project board meeting was found to be almost negligent, and observed unstable representation leading to weak leadership and guidance. It is recommended to sensitize the MSTCCC now C4 from project initiation and to include relevant members to represent in the Project board meeting for the next phase support.

4

The thematic working groups under the LECB prgramme was found to be too big leading to high project cost for capacity building programs. Contribution and commitment was observed from only few members and is recommended to to keep working groups small and focused for the next phase support.

5

Under M&E and knowledge sharing although several sensitization workshops and meetings have been organized, there is no or limited documentation on good practices and lessons learnt. There is limited evidence of field reports, training reports, and workshop/meeting reports. It is recommended to provision appropriate budget to capture results and impacts for dissemination to partners, stakeholders and donors.

6

A project manager was appointed for the implementation of the project in the NEC, however the focal person is also tasked with other responsibilities over and beyond the management of the LECB project. While the various working groups and project board was established the project submitted requests for multiple extensions leading to project completion delays by eighteen months. Some of the key reasons for extension include a) Non-availability of local and international experts to carry out the wide range of assessment supported through the project  b) Delay in completion of assignments and request for no additional cost extension and c) Activities stalled during absence of the project manager. During the next phase it is recommended that the project appoint an alternate project manager to ensure smooth flow of activities without any delay during the project manager’s absence. The appointment of an alternate or a full time project manager will also reduce the burden on the project manager.

1. Recommendation:

Technical assistance needs on climate change mitigation is still important in Bhutan. It is recommended to continue to support the country, both for assistance that responds to identified situations, and for long-term support, and to provide the country with the recent developments in designing and implementing a low carbon and climate resilient strategy. This technical assistance should focus on the new developments at the international level, along the Paris Agreement

Management Response: [Added: 2018/10/15]

This recommendation is well noted and deserves the attention considering country’s commitment to maintain carbon neutrality and Paris Agreement.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
UNDP in partnership with the National Environment Commission, the National Commission for Women and Children and with Gross National Happiness Commission is in the process of designing the next phase of the NDC project with strong gender integration. The project will work around gender sensitive NDC and develop investment plans for low carbon development.
[Added: 2018/10/15] [Last Updated: 2018/11/12]
Environment and Livelihood Program 2018/08 Completed In consultation and collaboration with Global NDC partners and RGoB, project is preparation is under negotiation. History
2. Recommendation:

A second phase of the LECB project is a very important next step for Bhutan, to develop a NDC strategic framework that aligns with the 12FYP and SDG targets. The next phase should also cover implementation of the findings and recommendations consolidated through studies and assessment from the first phase. This should reassure certain beneficiaries as to the continuation of their activities, and that project results and lessons learned are shared with all stakeholders.

Management Response: [Added: 2018/10/15]

The gender NDC project under development considers the importance of aligning closely with the 12th FYP and with the SDG goals, including the unpacking of NDC and its investment plans.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Integration and or aligning of gender NDC with the goals and objectives of 12 FYP and SDG goals, and to include the unpacking of investment plans towards pilot demonstration in waste management exploring the collaboration of private sector participation
[Added: 2018/10/15] [Last Updated: 2018/11/12]
Environment and Livelihood Program 2018/08 Completed Government partners have agreed and activities are being planned in line with key actions identified History
3. Recommendation:

The role of the MSTCCC group in the project board meeting was found to be almost negligent, and observed unstable representation leading to weak leadership and guidance. It is recommended to sensitize the MSTCCC now C4 from project initiation and to include relevant members to represent in the Project board meeting for the next phase support.

Management Response: [Added: 2018/10/15]

The MSTCCC, now C4 comprises senior government official and is not always easy to get their presence. In to make it effective, 2-3 key relevant representative from the C4 will be included as part of the project board and sensitized on the project from the inception phase.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Include relevant representative from C4 in the project board
[Added: 2018/10/16] [Last Updated: 2018/11/12]
Environment and Livelihood Program 2018/08 Completed The proposal include project board structure suitable as recommended History
4. Recommendation:

The thematic working groups under the LECB prgramme was found to be too big leading to high project cost for capacity building programs. Contribution and commitment was observed from only few members and is recommended to to keep working groups small and focused for the next phase support.

Management Response: [Added: 2018/10/16]

The working group for new gender NDC and other new projects will be kept small with relevant officials. Other stakeholders as relevant will be consulted through wider group discussions.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Consider this recommendation to be included to have smaller and effective working group.
[Added: 2018/10/16]
Environment and Livelhood 2018/08 Completed The proposal already considered
5. Recommendation:

Under M&E and knowledge sharing although several sensitization workshops and meetings have been organized, there is no or limited documentation on good practices and lessons learnt. There is limited evidence of field reports, training reports, and workshop/meeting reports. It is recommended to provision appropriate budget to capture results and impacts for dissemination to partners, stakeholders and donors.

Management Response: [Added: 2018/10/16]

Knowledge management and dissemination is considered as important to create impact at scale. All the projects in the future will consider this as an important.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Communication strategy will be developed to appropriately disseminate and communicate knowledge and resultsm with an aim to generate minimum one communication piece annually, and budget will also be provisioned.
[Added: 2018/10/16]
Environment and Livelihood Program 2018/08 Completed Agreed in the draft and proposed workplan and budget
6. Recommendation:

A project manager was appointed for the implementation of the project in the NEC, however the focal person is also tasked with other responsibilities over and beyond the management of the LECB project. While the various working groups and project board was established the project submitted requests for multiple extensions leading to project completion delays by eighteen months. Some of the key reasons for extension include a) Non-availability of local and international experts to carry out the wide range of assessment supported through the project  b) Delay in completion of assignments and request for no additional cost extension and c) Activities stalled during absence of the project manager. During the next phase it is recommended that the project appoint an alternate project manager to ensure smooth flow of activities without any delay during the project manager’s absence. The appointment of an alternate or a full time project manager will also reduce the burden on the project manager.

Management Response: [Added: 2018/10/16]

UNDP CO will ensure recruitment of project support officer for the next phase support.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Under the PMU of Gender NDC project, include budget for project support staff.
[Added: 2018/10/16] [Last Updated: 2018/11/12]
Environment and Livelihood Program 2018/08 Completed Proposed to recruit project support staff History

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