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Clearing for Result III: Mine Action for Human Development (mid-term)
Commissioning Unit:Cambodia
Evaluation Plan:2016-2018
Evaluation Type: Project
Completion Date:02/2018
Unit Responsible for providing Management Response: Cambodia
1. Recommendation:
  1. The project should lead a Capacity Development Needs Assessment (CDNA) of CMAA and MAPUs (as well as related agencies anticipated to pick up residual MA work after 2025) using UNDP’s global Capacity Development Framework.  This would address a number of issues. First, it would solve the problem of current capacity building activities being too focused on the individual, creating gaps in capacity and workflow as government staff are routinely reassigned to new duties, departments or ministries. Secondly, it would address coordination of capacity building activities amongst partners in the sector, with a Capacity Development Plan serving as the main coordination tool for such activities. Finally, it would address capacity building issues for CMAA, MAPUs and other sectors as noted in the NMAS 2018-2025. Moreover, the last full assessment of CMAA was undertaken in 2014 and as such, the institution is well over-due for a follow-up.
Management Response: [Added: 2018/03/01] [Last Updated: 2018/04/05]

The Project agrees with the MTR’s recommendation.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Engage external consultants to conduct the Capacity Development Needs Assessment and develop the capacity develop plan.
[Added: 2018/04/05] [Last Updated: 2018/11/07]
CMAA with support from CfRIII team 2019/12 Initiated The project will undertake the CDNA and develop the CDP to support CMAA in conjunction with the current GICHD OPS Assessment and the Capacity Self-Assessment by DFID CD project
2. Recommendation:

2. CMAA, with CfRIII support, should develop a ‘Safe Village’ policy and necessary implementing regulations to scale-up the ‘Safe Village’ strategy being piloted by CfRIII in three provinces. As noted above in the findings section, the ‘Safe Village’ strategy has found much favour at the sub-national level and provincial leaders are keen to champion such an approach, as it will allow more comprehensive development planning to take place, and thereby reduce the costs for both government and donors in project implementation. It was noted that guidelines on what constitutes ‘safe’ would be needed (for example, shallow clearance, deep clearance and under water clearance), and a formal certification process to declare a village ‘safe’ be developed. The policy and implementing regulations should tangibly link land release with community development, encouraging donors to plan for activities in ‘Safe Villages’, most appropriately through the TWG-Mine Action (see below). The new PMS will be an excellent tool to support these links, as the data being collected will be more socially and environmentally-conscientious, and demonstrate a commitment to community needs and well-being, rather than simply a focus on the total area of land released.

Management Response: [Added: 2018/03/01] [Last Updated: 2018/04/05]

The Project agrees with the MTR’s recommendation.

The current CfRIII approach is to achieve impact-free, and not mine free, in target villages. In this case, the term “safe village” will refer to impact-free village.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
- Develop and implement the impact free village policy. - Modify planning and prioritisation (P&P) guidelines to implement the impact-fee village concept.
[Added: 2018/04/05] [Last Updated: 2019/01/15]
CMAA with support from CfRIII team 2019/07 Initiated Mine-free village strategy is drafted, disseminated to operators for comments.
3. Recommendation:

3.  CMAA should prioritize the activities of the TWG-Mine Action to improve development effectiveness in the mine action sector. Using the NMAS 2018-2025, the proposed Capacity Development Plan and data collected through a more robust PMS, CMAA will have the tools it needs to effectively coordinate actors and activities in the sector, improve development effectiveness, and advocate for more, or at the least more strategic, resources for mine action and resulting community development needs. Engaging an advocacy and communications specialist to support the development of a workplan in this regard would be a worthwhile investment. CMAA should also explore options of setting up a Mine Action Trust Fund to pool financing for the sector to improve coordination, transparency and efficiency in land release, particularly as funding for the sector decreases. Such a fund would be administered through the Ministry of Economy and Finance, with the support of a Secretariat of seconded CMAA staff.

Management Response: [Added: 2018/03/01] [Last Updated: 2018/04/05]

The Project agrees with the MTR’s recommendation.

To ensure better coordination of the MA sector, CMAA will revise the Term of reference (ToR) and membership of the TWG-MA, and regularly hold the meetings of this group.

Establishment of MA Trust Fund is an interesting concept, CMAA will explore an interest from stakeholders on building this Fund.

A communications volunteer has already joined the project team.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Review the TOR and membership of the TWG-MA.
[Added: 2018/04/05] [Last Updated: 2018/10/28]
CMAA with support from CfRIII team 2018/10 Completed TOR of TWG-MA was developed.
Convene TWG-MA meetings twice per year as stated in the NMAS 2018-2025.
[Added: 2018/04/05] [Last Updated: 2018/12/10]
CMAA with support from CfRIII team 2019/01 Initiated First meeting of TWG-MA was held on 29 March 2018.
Explore interest of stakeholders on establishment of the Trust Fund.
[Added: 2018/04/05] [Last Updated: 2018/10/28]
CMAA with support from CfRIII team 2018/10 Completed MoEF raised the idea of forming a Trust Fund for mine action at the TWG-MA. Yet, no interest from stakeholders observed
4. Recommendation:

The project should develop a formal partnership strategy to improve efficiency in capacity development within the mine action sector and within CMAA specifically. The results of the CDNA and development of a Capacity Development Plan can serve as the basis for this, and should be guided by the coordination efforts of the TWG-Mine Action so as not to undermine their leadership in coordinating the sector.

Management Response: [Added: 2018/03/01] [Last Updated: 2018/04/05]

The Project agrees with the MTR’s recommendation.

 

The current mine action coordination mechanism at sub-national level, the MAPU, is where the MA uses to exchange information about contamination and released land and the development opportunity. This mechanism allows MA to leverage resources made available by others within and outside of the sector to maximize the benefit of the mine/ERW affected communities.

 

To systematically guide this effort, CMAA will develop a partnership strategy referring to the capacity development plan and the guidance from the TWG-MA (as it is also part of the partnership strategy).

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Develop the partnership strategy
[Added: 2018/04/05] [Last Updated: 2019/01/14]
CMAA with support from CfRIII team and communication volunteer. 2019/06 Initiated Partnership strategy (with DFID CD project or other stakeholders) will be developed to support the implementation of CMAA’s CD activity
5. Recommendation:

5.  CfRIII, together with CMAA, needs to develop an action plan to support the work of ARMAC, which would leverage CMAA and other local stakeholders’ knowledge and experience to make ARMAC a centre of excellence, and facilitate Cambodia as a leading contributor to South-South Cooperation in the Mine Action Sector. Some initial ideas include surveying sector counterparts in the Southeast Asia region to identify particular needs or knowledge gaps, and designing training programmes or similar to which CMAA could lend its particular knowledge and expertise as trainers or facilitators.

Management Response: [Added: 2018/03/01] [Last Updated: 2018/04/05]

The Project agrees with the MTR’s recommendation.

Action plan to support and engage with ARMAC is included in the CfRIII 2018 work plan. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Upon approval by all ASEAN member states, the CMAA and CfRIII will provide technical advisory support to ARMAC in areas agreed upon with ARMAC.
[Added: 2018/04/05] [Last Updated: 2018/10/28]
CMAA with support from CfRIII team 2018/12 Overdue-Initiated This depends on the ARMAC – a memorandum of understanding was developed outlining cooperation between CMAA and ARMAC but has not been signed as of date – mainly due to ARMAC internal processes.
Provide ARMAC with networking opportunities. This also includes support to south-south cooperation initiatives of the project.
[Added: 2018/04/05] [Last Updated: 2018/10/28]
CMAA with support from CfRIII team 2018/12 Overdue-Initiated Support a meeting of the ARMAC Steering Committee meeting, development of ToR for MA Advisor for ARMAC. CFRIII continues to promote and seek support for ARMAC amongst various donors.
6. Recommendation:

6.  The issues related to the inconsistent information on the Planning and Prioritization (P&P) process in Battambang province.  It is recommended that CMAA undertake spot checks of the planning process to investigate what is actually happening on the ground, and who is participating in the process. The overall impression of the consultants was that irregularities in the P&P process were not related to capacity or knowledge gaps, but rather to attitudes within the MAPU office. While recommending staffing changes are not within the scope of this MTR, the consultants propose peer-to-peer learning, potentially seconding the Chief of MAPU from Banteay Meanchey for three to six months, to problem solve within the unit, and get the P&P process back on track.

Management Response: [Added: 2018/03/01] [Last Updated: 2018/04/05]

The Project agrees with the MTR’s recommendation.

The revised P&P guideline specifies how villages are prioritized for annual mine clearance plan. CMAA will ensure a consistent application of the P&P guidelines.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
CMAA to conduct a spot check to MAPU in Battambang province to monitor their performance on selection of prioritized villages for annual mine clearance plan.
[Added: 2018/04/05]
CMAA 2018/03 Completed Soon after the MTR report, a spot check to MAPU in BTB was conducted by CMAA. The chief of MAPU in BTB committed to improve their performance, and the chief of PMAC will review the MAPU chief’s performance over the next three months.
7. Recommendation:

7.  The consultants were privy to a number of comments suggesting an over-familiarity between operators and the Quality Monitoring teams which oversee their work. While there was no suggestion of wrong-doing, such as inaccurate reporting of non-compliance issues, it is important that Quality Monitoring teams retain a certain degree of impartiality towards operator activities. Moreover, ensuring that operators are abiding by mine action safety standards is of increasing importance as climate change impacts (such as flooding and landslides) can shift mines around and Quality Monitoring teams need to ensure that operators are taking these risks into account. This is particularly important in the case of CfRIII, in which the Quality Monitoring teams financially supported by the project oversee the operators undertaking land release activities funded by the project. It was recommended by another stakeholder that CMAA should institute a policy whereby Quality Monitoring teams are rotated between provinces (all teams, not just those financially supported by the project) on a regular basis to reinforce the integrity of their work. The MTR consultants fully agree with this recommendation.

Management Response: [Added: 2018/04/05]

The Project agrees with the MTR’s recommendation.

However, it is to acknowledge that because of the years-long working experience of the QM team and operator staff, it is very much likely that those people happened to know each other, though a QM team rotation is applied.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Revise internal CMAA/QM team regulation and include a requirement of team rotation.
[Added: 2018/04/05] [Last Updated: 2018/08/09]
CMAA 2018/06 Completed CMAA revised its QM team internal regulation and include the requirement of team rotation to strengthen the monitoring quality of the team.
8. Recommendation:

8.  The MTR consultants, both results-based management specialists, noted that support for CMAA senior management to participant in international forums and meetings has been budgeted under output 2 of the project (support to monitoring and data collection). We were unclear as to the rationale for the placement of this activity under this output. However, with the implementation of the NMAS 2018-2025, and the recommendation for CfRIII to place some priority on developing a relationship with ARMAC to facilitate CMAA’s South-South Cooperation as part of NMAS, the consultants recommend that all activities related to CMAA participation in international fora be transitioned to output 1 of the project (policy and strategy), so that the results of such activities can make a strategic contribution to the achievement of this output and to the intended outcome of the project.

Management Response: [Added: 2018/04/05]

The Project agrees with the MTR recommendation.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Move the budget line under KD2 to KD1 and seek approval from the Project Board for this revision.
[Added: 2018/04/05] [Last Updated: 2018/08/09]
CMAA with support from CfRIII team 2018/04 Completed Budget revised and approved by Project Board

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