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Mid Term Evaluation of the AFB Project – Ecosystem-Based Adaptation to Climate Change in Seychelles
Commissioning Unit: Seychelles
Evaluation Plan: 2017-2020
Evaluation Type: Project
Completion Date: 05/2018
Unit Responsible for providing Management Response: Seychelles
Documents Related to overall Management Response:
 
1. Recommendation:

As an urgent priority, the PCU, with active participation of the Project Implementation Team (PIT), should enhance project management

Recommendation to: PCU, PIT

Management Response: [Added: 2018/06/05] [Last Updated: 2018/06/05]

PCU has undertaken a review of project management and initiated a number of improvements based on discussions held during the MTR.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.1 Provide training in overall project management and M&E to Project Manager to enhance the effectiveness of project management and implementation.
[Added: 2018/06/05] [Last Updated: 2020/02/02]
PCU 2019/03 Completed Training was provided by UNDP RBA team in 2019. History
1.2 Review and reach internal agreement on all Project Implementation Team (PIT) TORs along with functioning of PIT, including roles, responsibilities, lines of reporting and communication structures.
[Added: 2018/06/05]
PCU, MEECC 2018/04 Completed TORs are all in place and agreed by the Project Steering Committee (PSC). (Changing TORs would mean re-issuing contracts). The roles and responsibilities are clearly articulated in the PIT contracts. Additionally the Aide Memoire between the MEECC and PCU is also being reviewed and will be used as a source of reference once completed.
1.3 Document agreed project management arrangements in formal Project Organizational Chart, as this differs somewhat from the version in the Prodoc.
[Added: 2018/06/05]
PCU, MEECC 2018/06 Completed Revised organizational structure to be prepared for PSC approval, documenting the divergent structure from the Prodoc. The PSC proposed a revised organizational structure and this is being documented for approval. History
1.4 Enhance overall EbA Project work planning and implementation by developing a detailed, activities-based Work Plan for the project and detailed, activities-based Work Plans for each team member.
[Added: 2018/06/05] [Last Updated: 2020/02/02]
PIT, PCU 2021/12 Initiated Ongoing annually until end of project History
1.5 Set up a centralized online Project Information Management system, preferably on PCU server, that can be accessed by all PIT members. The PCU IT provider will be asked to reinstate the previous PIM system that has not functioned since the PCU move to new premises.
[Added: 2018/06/05] [Last Updated: 2020/02/02]
PCU 2021/12 Initiated PCU website is functional again and will be updated in due course. History
1.6 Develop team Code of Practice concerning information sharing, especially vis-à-vis external parties through regular team meetings.
[Added: 2018/06/05] [Last Updated: 2020/02/02]
PIT, PCU 2020/12 Initiated Ongoing History
2. Recommendation:

As another urgent priority, improve the role of the PCU and the Project Steering Committee in project governance and strategic oversight.

Recommendation to: PCU, PIT

Management Response: [Added: 2018/06/05]

This recommendation was discussed at the SCM held on 18/5/2018. The PSC has decided to have 3 PSC meetings per year.  Extraordinary meetings will be called as and when required. In addition, the PSC has instructed the PCU to set up the schedule of meetings at the beginning of each year and to communicate to members so that meetings are planned in advance. PSC has also noted that the level of participation is not high as some members are no longer turning up for meetings. The Chairperson has agreed to review the composition of the PSC to add some new members as well as request nomination of new persons from the key institutions on the PSC. Tourism and DRDM will be contacted to be members of the PSC.

 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.1 Re-instate two mandatory meetings annually
[Added: 2018/06/05] [Last Updated: 2020/02/02]
MEECC, PCU 2021/12 Initiated Ongoing. History
2.2 Call for extraordinary meetings, if important issues affecting project implementation appear, which need urgent resolution before next mandatory meeting
[Added: 2018/06/05]
PCU, MEECC 2018/05 Completed This is normal practice, and if not practical to call a PSC Meeting then information is shared by email and PSC comments elicited.
2.3 Review PSC membership to ensure that all key institutions of importance to project implementation, including community and civil groups, are represented
[Added: 2018/06/05]
MEECC, PCU, NPD 2018/05 Completed It is recommended by MTR that key representatives from the Tourism sector be added. Also, NPD will encourage the stakeholder institutions to nominate individuals with a specific interest in the project. The NPD has issued letters requesting for the relevant institutions (Including Tourism, Land Use Plan Department and DRDM) to attend the project steering committee. Members of the PSC will be informed of their role stated in the TOR for the PSC.
2.4 Train the PSC members to enhance their understanding of what EbA is, how it can generate multiple benefits and why it is important that EbA is implemented across a multitude of sectors
[Added: 2018/06/05] [Last Updated: 2020/02/02]
PM, PCU, PIT, MEECC, GCCA+ Component A 2021/12 Initiated PSC members have been trained but are continually engaged with EbA and CC adaptation measures in collaboration with the GCCA+ project. History
2.5 Use the PSC as a platform to enhance cross-sectoral dialogue and coordination for EbA in the Seychelles. This however, is the role of the National Climate Change Committee, PCU will call specific cross-project meeting when the need arises.
[Added: 2018/06/05] [Last Updated: 2020/02/02]
NCCC,MEECC,PCU, PSC 2021/12 Initiated Ongoing History
3. Recommendation:

The PCU and PIT should strengthen project monitoring and evaluation to ensure stronger alignment with Project Outcomes and better documentation of project results

Recommendation to: PCU, PIT

Management Response: [Added: 2018/06/05]

PCU agrees there are serious problems with the project logframe and indicators, which are not SMART and do not reflect delivery of the project.  This issue however was not clearly stated nor documented at the Inception Workshop. UNDP will seek approval of the Adaptation Fund to see if some of the indicators can be revised based on comments from the MTR.  The solution reached is to document this issue in this response, and to develop a set of “shadow” indicators as a tracking tool that more accurately reflects project delivery.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
3.1 Add a number of new additional and more feasible (SMART) indicators with more realistic targets to the existing project indicators. (i.e. a set of “shadow indicators”).
[Added: 2018/06/05] [Last Updated: 2018/07/19]
PIT, PCU, PSC, UNDP-GEF RTA 2018/07 Completed It is unclear if AF will accept the addition of new indicators, even if more accurately reflecting what the project is supposed to deliver. The MTR highlighted that the project is at risk of not attaining satisfactory results if the existing set of indicators will be used as the sole standard for measuring progress. If endorsed by the AF, the EBA project can propose a set of SMART shadow indicators for approval by the PSC and project stakeholders. These can be used to help the PIT to better measure progress towards goal by the terminal evaluation. The PIT has developed the new set of indicators which is used to help them in management of the project and tracking of progress History
3.2 Develop a basic M&E Action Plan for how to monitor, track and measure indicators to ensure clarity about who will monitor what, when and how, while guaranteeing adequate arrangements and/or finance to implement the plan.
[Added: 2018/06/05] [Last Updated: 2020/02/02]
PIT, PCU, MEECC 2021/12 Initiated Ongoing History
3.3 Systematically collect and store M&E data on centralized online Project Information Management system
[Added: 2018/06/05] [Last Updated: 2020/02/02]
PCU, PM, MEECC 2021/12 Initiated Ongoing History
4. Recommendation:

The PIT, with active support from the PCU and UNDP HQ, should better define project communication to enhance public/stakeholder awareness about project activities and the multiple benefits they generate

Recommendation to: PIT, with support from PCU and UNDP HQ Communications Unit.

Management Response: [Added: 2018/06/05]

PCU and UNDP agrees that the project needs to pay more attention to communications and will support this.  UNDP notes, however, that both PCU and MEECC have been without a Communications Specialist for more than six months prior to the MTR and this has hampered an effective communications programme, given the many other calls upon the time of the PIT. UNDP recommends PCU to work on both the Communications Strategy for the EBA as well as to find ways to update/review the draft PCU Communications Strategy. As PCU is part of the MEECC, this should be done in collaboration with the Ministry

Key Actions:

Key Action Responsible DueDate Status Comments Documents
4.1 Develop an integrated Project Communications Strategy. This Strategy should build on a strategic planning exercise with the entire PIT team to identify key messages, key target audiences and how to most effectively reach these, i.e. what needs to be prepared (written documents and other media) to get the messages across most effectively, and identify partners to work with to ensure maximum outreach.
[Added: 2018/06/05] [Last Updated: 2020/02/02]
PIT, PCU, MEECC (Communications Specialist) 2019/12 Completed A communications strategy was developed and finalized in 2019, Implementation of key messages will continue until project end History
4.2 Once a year, as part of the broader work planning, identify which key events during a calendar year to target with key messages and how, using this as basis for which knowledge products to prepare.
[Added: 2018/06/05] [Last Updated: 2020/02/02]
PIT 2021/11 Initiated History
4.3 Align the Project Communications Strategy with the broader PCU Communications Strategy to enhance collaboration with other projects.
[Added: 2018/06/05] [Last Updated: 2020/02/02]
PIT, PCU 2020/12 Initiated The PCU communications Strategy needs to be updated. The Projects strategy is already finalized and being implemented. History
4.4 Use the project’s impressive photos to prepare effective knowledge products, documenting and sharing project experiences and lessons.
[Added: 2018/06/05] [Last Updated: 2020/02/02]
PIT, PCU, MEECC 2021/12 Initiated History
5. Recommendation:

Strengthen documentation of project results, with an emphasis on lessons learned and good practices.

Recommendation to: PIT, with support from PCU, PSC and UNDP Regional Technical Advisor

Management Response: [Added: 2018/06/06]

PCU/UNDP agrees that this is a priority.  PCU/UNDP does not agree with the comment of the MTR that the project team has not started documenting lessons learned in a systematic manner as yet.  While key activities are still under implementation, extensive documentation and dissemination of methodologies and initial results has taken place e.g. in regard to the forest monitoring at Baie Lazare (through collaboration with UNISEY).  A member of the project’s scientific panel has prepared a detailed methodology and it is well documented. PCU will ensure that the project results continue to be disseminated through local, regional and international media, following up activities already undertaken. A number of results have been captured and is available. However, UNDP recommends that the Project organises itself with regards to documentation of information in a way that is can be easily accessible and disseminated to wider stakeholders.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
5.1 In line with the new Communications Strategy (see 4.1), prepare and disseminate additional information and communication materials that focus on good practices and lessons learned and identifying critical factors that affect success and failure. Focus in particular on documenting Ecosystem-based Adaptation in a SIDS context vis-à-vis climate change and national level development planning
[Added: 2018/06/06] [Last Updated: 2020/02/02]
PIT, PCU, MEECC, RTA 2021/12 Initiated Ongoing until project closure History
5.2 Increase involvement from entire project team in development of knowledge products. The project management and the rest of the technical project team should make increased support to the Community Engagement Specialist an ongoing priority.
[Added: 2018/06/06] [Last Updated: 2020/02/02]
PIT, PCU 2019/12 Completed An additional staff has been recruited to support the CES and the PIT is fully engaged in community engagement History
6. Recommendation:

The PIT, with active support from the PCU, PSC and the UNDP Regional Technical Advisor, should improve stakeholder involvement. 

Recommendation to: PIT, with active support from the PUC, PSC and the UNDP Regional Technical Advisor.

Management Response: [Added: 2018/06/06]

PCU/UNDP agrees that the stakeholder engagement developed by the project should be documented and it made clearer how the team is engaging with the various stakeholders and who is the lead person within the PIT.  PCU/UNDP also agrees and highlights the importance of the watershed management committees, which were pioneered by the project and taken up within the new Water Policy as a model for community engagement. PSC members are encouraged to provide inputs to the communications strategy TOR before it is finalized and advertised and to engage with the consultant during the preparation of the Communications Strategy.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
6.1 Develop a basic Stakeholder Engagement Strategy with clearly defined activities and timeline. This strategy should identify which key stakeholder (i.e. ‘who’) to engage with, why, how and when. The Strategy should also highlight who in the team is responsible for what and how the team needs to work together to make this happen
[Added: 2018/06/06]
PIT, PCU 2018/08 Overdue-Initiated This is primarily a case of documenting the stakeholder relationships already developed by the project and will be part of the stakeholder mapping exercise. This will be further elaborated in the Communications Strategy of the project that is now being tendered out.
6.2 Continue monthly meetings with each Watershed Committee, emphasizing participation of DA and district team, to strengthen the district and community level stakeholders’ involvement in the project. In addition to the specific agendas, the objective should also be to provide updates about project work progress and to solicit inputs regarding opportunities and challenges to ensure the sustainability of key project initiatives and potential replication of demonstration activities beyond the project closure.
[Added: 2018/06/06] [Last Updated: 2020/02/02]
PIT 2021/12 Initiated Ongoing. The capacity of the Watershed committees has also been enhanced with training. History
7. Recommendation:

The PIT should consolidate the Watershed Committees to encourage stronger buy-in from members, enhance their effectiveness and ensure their long-term sustainability

Recommendation to: PIT

Management Response: [Added: 2018/06/06]

As noted above, PCU/ UNDP acknowledges the importance of the watershed committees in ensuring project delivery benefits the local population in general and will support the further development of the committees (and their formalization under the new Water Act, when enacted). The PIT/PCU is encouraged to liaise closely with PUC with regards to the future roles and responsibilities of watershed Committees post project. A training needs analysis will be undertaken for all committees.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
7.1 Formalize their rationale, structure and capacities of the Committees by convening all 4 Committees at once for a Strategic Planning Workshop to prepare TORs and Constitutions for the committees, based on a joint clarification of status, vision, mission, objectives and rules for memberships for the Committees.
[Added: 2018/06/06] [Last Updated: 2020/02/02]
PIT, PCU 2018/12 Completed The constitution for the WSC has been prepared History
7.2 Provide training to the Watershed Committees in how to organize meetings, prepare work plans and specific events, along with how to better advocate for watershed rehabilitation vis-à-vis local and national decision-makers.
[Added: 2018/06/06] [Last Updated: 2020/02/02]
PIT 2019/12 Completed Initial training completed. Will support WSC until end of project closure History
7.3 Build on existing exchange activities, to create better incentives for local community members to join and be part of the Watershed Committees. Successful examples of incentives from elsewhere include exchange visits to connect several Watershed Committees; training, sponsored social events; like picnics or field trips to project sites; and public acknowledgement of watershed committee activities.
[Added: 2018/06/06] [Last Updated: 2020/02/02]
PIT 2021/12 Initiated Ongoing- until project closure History
8. Recommendation:

The PCU, in close collaboration with the PIT and PSC, should strengthen the long-term sustainability of project interventions through definition of a clearly defined project exist strategy.

Recommendation to: PCU, in close collaboration with the PIT and PSC

Management Response: [Added: 2018/06/06]

MEECC/ UNDP agrees the importance of a defined exit strategy and the PCU is encouraged to start developing the Strategy. UNDP notes that MEECC has already taken the initiative to assign responsibilities for long-term management of project infrastructural developments, commencing with the Bougainville barrage.  Similar infrastructures will continue to be developed with the stakeholder groups who will manage them, e.g. the Fire and Rescue Service in regard to small barrages and restored wetlands on Praslin.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
8.1 Gather MEEC and the PUC Water division to start discussions about a concrete project exit strategy, including definition of how and when to hand over of project activities to the respective divisions in charge of relevant aspects of project interventions.
[Added: 2018/06/06]
PCU, MEECC 2018/12 Overdue-Initiated Formal exit strategy to be developed by end 2018. There is existing Joint collaboration between the relevant departments of the MEECC and the EBA Project. The hand-over of project-developed infrastructure, long-term maintenance arrangements and donation of project equipment are underway. A more formalised strategy and documentation will be developed with the MEECC. Several meetings have been conducted in line with this recommendation.
8.2 Strengthen the implementation of the maintenance component of the forest rehabilitation methodology to ensure that project interventions are sustained in the long term
[Added: 2018/06/06]
PIT 2018/05 Completed No specific further action as this is part of the forest rehabilitation methodology. The project steering committee, scientific panel and MEECC will provide on-going support to the PIT for this recommendation.
8.3 Lobby for and actively work towards embedding both enhanced water management and forest rehabilitation in the public works programmes and forest management in Seychelles, respectively. This will require enhancing the already positive working relationship with SAA, PUC, SNPA and Ministry of Habitat, Infrastructure and Land Transport, among other existing project stakeholders, e.g. to incorporate catchment management in land use plans and discussions about future planning for coastal realignment.
[Added: 2018/06/06] [Last Updated: 2020/02/02]
PIT, PCU, MEECC 2019/12 Completed The project has effectively managed to get support from various departments for effective management of water catchments. History
8.4 Mobilize PSC to lobby for long-term financing options for watershed management and forest rehabilitation
[Added: 2018/06/06] [Last Updated: 2020/02/02]
PSC 2019/12 Completed Although this recommendation is completed- ongoing work with PSC will continue to support and identify potential areas for replication and access to finance. History
9. Recommendation:

UNDP should ensure continuity of Technical Advisory services and timely follow up. This will be particularly important in light of the imminent departure of the PCU Programme Coordinator. While this PCU position will be filled with a local Seychellois, the TOR is being changed and will no longer include the Technical Advisor role and responsibilities.

Recommendation to: UNDP CO, RTA

Management Response: [Added: 2018/06/06]

UNDP takes note of the departure of the Programme Coordinator and recruitment of a local person who contribute less on technical oversight. Whilst UNDP RTA will be called upon to provide backstopping, UNDP recommends that the Ministry of Environment through the NDA plays a more active role in oversight of the PCU. The PCU and the PIT needs to continually ensure that technical inputs from local institutions are sought in a timely manner and coordinated through the new Programme Coordinator. UNDP will increase oversight and closer monitoring of the PCU during initial stages of the new PC is in place. The RTA and the CO agrees to assume additional responsibilities and closer involvement with the project on a daily basis during the initial period of the new PC.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
9.1 UNDP-CO and RTA to exercise increased technical oversight
[Added: 2018/06/06] [Last Updated: 2020/02/02]
UNDP, UNDP-GEF RTA 2021/12 Initiated Will be ongoing til project closure History
9.2 PIT and MEECC to ensure that linkages with key technical institutions is enhanced
[Added: 2018/06/06] [Last Updated: 2020/02/02]
PIT, NPD 2021/12 Initiated Ongoing History

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