The Lebanese Expatriate Project, Live Lebanon - Evaluation

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Evaluation Plan:
2017-2021, Lebanon
Evaluation Type:
Final Project
Planned End Date:
10/2018
Completion Date:
12/2018
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
15,000

The Lebanese Expatriate Project concept note

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Download document 20180502-Live-Lebanon-Request_for_Quotation_86_18.pdf tor English 2315.46 KB Posted 623
Download document Live Lebanon Final Evaluation Report.pdf report English 1387.13 KB Posted 723
Download document Concept Note for Eng. Facility Live Lebanon.docx.pdf summary English 249.75 KB Posted 324
Title The Lebanese Expatriate Project, Live Lebanon - Evaluation
Atlas Project Number: 00058413
Evaluation Plan: 2017-2021, Lebanon
Evaluation Type: Final Project
Status: Completed
Completion Date: 12/2018
Planned End Date: 10/2018
Management Response: Yes
UNDP Signature Solution:
  • 1. Poverty
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 3.1.1 Core government functions and inclusive basic services4 restored post-crisis for stabilisation, durable solutions to displacement and return to sustainable development pathways within the framework of national policies and priorities
SDG Goal
  • Goal 1. End poverty in all its forms everywhere
SDG Target
  • 1.4 By 2030, ensure that all men and women, in particular the poor and the vulnerable, have equal rights to economic resources, as well as access to basic services, ownership and control over land and other forms of property, inheritance, natural resources, appropriate new technology and financial services, including microfinance
Evaluation Budget(US $): 15,000
Source of Funding: UNDP, project funds
Evaluation Expenditure(US $): 12,772
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
GEF Evaluation: No
Key Stakeholders: Ministry of Foreign Affairs, UNDP, private donors (goodwill ambassadors)
Countries: LEBANON
Lessons
Findings
1.

5.1 Relevance
The implementation review section confirms that LL managed to constantly re-invent itself over the past 9 years and maintained its capacity to deliver, despite operating based on a project document drafted in 2009. This has been made possible largely through the commitment of its key stakeholders (Goodwill Ambassadors, UNDP and the LL team), yet this arrangement appears to be nearing exhaustion and hence this evaluation calls for an “LL plus” or an “LL 2.0”.


Tag: Impact Relevance Health Sector Theory of Change Humanitarian development nexus Youth Agenda 2030

2.

5.2 Effectiveness
Effective, timely and professional delivery of activities is a strong asset of Live Lebanon, largely thanks to UNDP’s commitment and know-how, and to the availability of a wide array of in-house expertise that is made available to the LL team through the different UNDP units and programmes. This mainly applies to the 65 projects that were identified, financed and executed by LL over the past 9 years (indicated on the map in Figure 1).
There is however a significant caveat at the programme level due to the fact that the annual programming and the activities of LL were developed based on a project document drafted in 2009 and extended continuously up until December 2019, but without revisiting and/or updating targets, milestones and indicators, at least from 2011 onwards. This – in turn – led to a quasi-absence of M&E data, whether ex-ante (baselines, output/outcome/impact level indicators), or ex-post (linking reporting to indicators and reporting beyond the output level).
As such, LL seems to have been operating along a “permanent emergence” model rather than a PCM-compliant forward-looking and backward-looking planning approach, with emergent activities and priorities incorporated in its Annual Work Plans (AWP) together with the associated funding sources.


Tag: Effectiveness Monitoring and Evaluation Project and Programme management Theory of Change

3.

5.3 Efficiency
The Annual Work Plans (2012-2018) reveal that the bulk of LL spending is on project implementation (63%) while management and coordination accounts for 28% of the spending. Communication and marketing, both of whom are instrumental to achieve Live Lebanon’s objectives account for 9% of the spending, with significant variation from year to year, mainly because these costs were covered during some years through in-kind contribution by a media or corporate partner.


Tag: Efficiency Human and Financial resources Operational Efficiency Project and Programme management

4.

5.4 Sustainability
Looking at the funding sources of Live Lebanon over the past 9 years, it appears clearly that Goodwill Ambassadors are the rock bottom on which the project was able to build most of its achievements. There are currently five Goodwill Ambassadors supporting LL, alone account for 77% of the total Goodwill Ambassadors contribution, with a yearly average of 86,000 USD per Ambassador, but with significant annual variances as it can be visualized in Figure 9 below.


Tag: Sustainability Bilateral partners

5.

5.4.2 Turning Live Lebanon into an Impact Investing platform
Impact Investing is an investment approach with the intention to generate financial returns alongside measurable positive social and/or environmental impact. Impact investors vary in their financial return expectations. While some seek competitive or market-rate returns, others may be willing to accept below market-rate returns to maximize impact. The approach appears to match the entrepreneurial spirit of the Lebanese population, while adding to it a social and/or environmental concern. It could complement (or ultimately replace) the philanthropy-based model around which LL is constructed.

As such, LL could become the backbone for UNDP operations and financing SDG goals as a country support platform as defined according to UNDP Strategic Plan 2018-2021.
For example, Lebanon is already experiencing significant problems with reliability of electricity supply and opportunities for investing in solar energy are still rather limited despite 300 days of sunshine per year. UNDP is carrying a similar experience for a 1 MW solar plant in Moldova in  partnership with the “Sun Exchange” platform based on crowd-funding, with an expected return on investment at around 4-5%. The experience could be replicated and adapted to the Lebanese context and would give a new impetus to the crowd-funding

 


Tag: Energy Environmental impact assessment Impact

6.

5.4.3 Exploring new means of alternative financing
Alternative financing differs to traditional banking or capital market finance through technologyenabled “disintermediation”, which means utilising third party capital by connecting fundraisers directly with funders, reducing hence transactional costs and improving market efficiency. Two promising options emerged while conducting this evaluation: click-funding and block-chain funding.


Tag: Innovation

7.

5.4.4 Transitioning Live Lebanon from a project-based model into a platform-based model centred on innovation At present the LL stakeholders (Goodwill Ambassadors, UNDP and the LL team) are the driving force behind the generation of ideas that are funded and executed by LL. Under a platform-based model, LL would further strengthen its capacities in human-centred design (co-designing) and serve as a catalyst for new innovations and ideas (generated outside the LL circles) and as a facilitator for putting these ideas into practice, rather than the primary implementer of these ideas as it is the case under the present model.


Tag: Innovation Programme/Project Design Project and Programme management Capacity Building

8.

5.5 Impact
The time and resources allocated to this evaluation did not allow to conduct an extensive impact analysis, however all field and institutional partners that were met during the evaluation were highly appreciative to LL and to the Goodwill Ambassadors who supported the project. It is interesting to note the smooth transition from mainly local-type of projects during the beginnings of LL, to regional (for example Warak Beirut) but also to national projects (Ensa Joura, Haki Ousal, Moto Ambulance, etc…). Regional and national types of projects normally tend to have a wider impact than local level ones.


Tag: Effectiveness Impact Project and Programme management

Recommendations
1

Conduct an “ecosystem mapping” study to identify priority issues and emerging opportunities that can shape the revised design of Live Lebanon (LL) and feed into its new project document

2

Develop a new LL project document for 2020- 2025 (Live Lebanon 2.0)

3

Determine jointly with all concerned stakeholders (UNDP, GWAs, LL team, strategic partners) the “level of ambition” of LL for the coming phase, and ensure that resource mobilization and staffing levels are commensurate with this level of ambition

4

Explore alternative fundraising modalities to increase the available resources to LL and ensure its sustainability

5

Develop (for the 2019 programming and beyond) an updated results framework that defines the inputs/outputs/outcomes/impact chain, together with targets, milestones and indicators

6

Ensure that every programme or major activity implemented by LL, especially those with a clear innovation component are analysed evaluatively (such as self-assessment, after-action review, etc..)

7

Revisit the online presence and social media tools currently in place and ensure that these not only inform about LL activities but also stimulate interest and catalyse a desire to support and get involved in the activities of LL.

1. Recommendation:

Conduct an “ecosystem mapping” study to identify priority issues and emerging opportunities that can shape the revised design of Live Lebanon (LL) and feed into its new project document

Management Response: [Added: 2018/12/06] [Last Updated: 2020/12/13]

The project will recruit a consultant to do the ecosystem mapping and ensure that the emerging opportunities are reflected in the Project Document

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Conduct a comprehensive mapping of the current ecosystem in which LL operates
[Added: 2018/12/06] [Last Updated: 2019/11/14]
UNDP Live Lebanon Project Team 2019/10 Completed -Volunteering program with Live Love was terminated - New agreement with MoFA - A partnership with Bank Audi and the possibility to become an institutional partner - New media partner: LBCI - New potential GWAs: Ramzi Haidar History
Prioritize issues and/or emerging opportunities and plan on how to address them
[Added: 2018/12/06] [Last Updated: 2019/11/14]
SLD programme LL team 2019/10 Completed - LL is now focused on innovative projects on a national level targeting pressing issues such as equipping the Civil Defense with AFTs after the major fires which took place recently. History
Shape new design
[Added: 2018/12/06] [Last Updated: 2021/04/23]
SLD Programme LL Team 2021/01 Completed ?A new project document for the engagement facility was submitted. History
2. Recommendation:

Develop a new LL project document for 2020- 2025 (Live Lebanon 2.0)

Management Response: [Added: 2018/12/06] [Last Updated: 2020/12/06]

The project team started working on the new Project Document

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.2 Ensure that the new project document is aligned with the CPD, SDGs, GoL priorities and the UN Global Compact among others 2.3 Ensure that the new project document revisits the partnership with MoFAE and defines clear roles and responsibilities for both partners 2.4 Ensure that the new project document revisits the assumption that the Lebanese diaspora will be interested to contribute to rural development spontaneously and/or along an exclusively philanthropic model. 2.5 Embed a Theory of Change that guides LL programing and highlights LL’s contribution towards improving emerging social, economic and environmental problems in Lebanon
[Added: 2018/12/06] [Last Updated: 2021/04/23]
SLD Programme LL team 2021/09 Overdue-Initiated History
2.1 Establish building blocks of the new project document and build consensus around them. Collect and implement feedback
[Added: 2018/12/06] [Last Updated: 2021/04/23]
SLD Programme LL Team 2021/01 Completed PD submitted with new building blocks and taking into consideration the feedback from the stakeholders.? History
3. Recommendation:

Determine jointly with all concerned stakeholders (UNDP, GWAs, LL team, strategic partners) the “level of ambition” of LL for the coming phase, and ensure that resource mobilization and staffing levels are commensurate with this level of ambition

Management Response: [Added: 2018/12/06] [Last Updated: 2020/12/06]

The project already shared the LL evaluation recommendationswith all concerned stakeholders. The project will work closely with the concerned partners and GWAs to ensure that the needed resources are mobilized.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
3.1 Re-work the design of LL within the existing annual financial volume 3.2 Double the annual volume of LL over 2020-2022 and re-work its design
[Added: 2018/12/06] [Last Updated: 2021/07/09]
SLD Programme LL Team 2021/05 Completed the new budget was set but it was not doubled due to the current economic situation in the country History
4. Recommendation:

Explore alternative fundraising modalities to increase the available resources to LL and ensure its sustainability

Management Response: [Added: 2018/12/06] [Last Updated: 2020/12/06]

The project is working with the innovation facility at the Hub as well as with an international experts to explore the available alternative fund raising modalities.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
4.1 Turn Live Lebanon into an impact investing platform 4.2 Explore new means of alternative financing 4.3 Transition Live Lebanon from a project-based model into a platform-based model centred on innovation
[Added: 2018/12/06] [Last Updated: 2019/11/14]
SLD Programme LL Team 2019/10 Completed LL developed a digital currency and is planning to launch the first pilot project. History
5. Recommendation:

Develop (for the 2019 programming and beyond) an updated results framework that defines the inputs/outputs/outcomes/impact chain, together with targets, milestones and indicators

Management Response: [Added: 2018/12/06] [Last Updated: 2020/12/06]

The project is working on updating the results framework.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
5.1 Financial resource allocation and related administrative arrangements should be imperatively associated with an updated results framework and monitoring data should be collected along with it.
[Added: 2018/12/06] [Last Updated: 2021/07/09]
SLD Programme LL team 2021/09 Overdue-Initiated History
6. Recommendation:

Ensure that every programme or major activity implemented by LL, especially those with a clear innovation component are analysed evaluatively (such as self-assessment, after-action review, etc..)

Management Response: [Added: 2018/12/06] [Last Updated: 2020/12/06]

LL team will make sure that any innovative intervention implemented is analyzed and evaluated.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
6.1 Develop a clear evaluative stance for innovations/initiatives regarding their utility, potential for up-scaling, contribution to fundraising beyond the money raised from Goodwill Ambassadors, as well as their sustainability and/or longer-term policy implications.
[Added: 2018/12/06] [Last Updated: 2021/04/23]
UNDP program / LL team 2021/09 Overdue-Initiated History
7. Recommendation:

Revisit the online presence and social media tools currently in place and ensure that these not only inform about LL activities but also stimulate interest and catalyse a desire to support and get involved in the activities of LL.

Management Response: [Added: 2018/12/06] [Last Updated: 2020/12/06]

The  project recently recruited a communication expert to review LL online presence. The project will ensure that all plateforms are always up-to-date.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
7.1 Maintain a strong presence on Facebook and Instagram 7.2 Increase engagement around posts and feeds 7.3 Restructure the online presence of LL along an awareness/interest/desire/action cycle that reflects the ToC of LL
[Added: 2018/12/06] [Last Updated: 2019/11/14]
LL team 2019/07 Completed A communication expert joined the team end of 2018 and is following up on all the online presence of Live Lebanon. The launching of the new website design is almost done and will be up and running in the coming weeks. LL is maintaining a strong presence on social media. Enhancing that area requires funding. History

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