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Strengthening Climate information and Early Warning Systems in Tanzania for Climate Resilient Development and Adaptation to Climate Change Project Mid-term Review
Commissioning Unit:Tanzania
Evaluation Plan:2016-2021
Evaluation Type: Project
Completion Date:11/2016
Unit Responsible for providing Management Response: Tanzania
1. Recommendation:

The UNDP-GEF must provide the necessary support to Project Management Units to establish an multiannual programming for bridging strategy to executions, clarifying among all executors, the concept and scopes of each expected outcomes and outputs; the necessary procedures to achieving them, the key responsibilities linked to necessary collaborations to achieve each outputs and outcomes; a planned timing with compromises, clear milestones and performance indicators whose fulfillment have to be tied to a variable disbursement tranches in depending of performance in fulfillment, in order to ensure basic levels of effectiveness, efficiency, coherence and sustainability in the and from the execution.

Management Response: [Added: 2016/12/28]

UNDP will continue to provide technical support to Project Management Unit, Prime Minister’s Office – Disaster Management Department the executor of this project and all implementing partners; Tanzania Meteorological Agency, Ministry of Water and Irrigation, Pangani Basin Water Board and Ruvuma and Southern Coast Basin Water Board. UNDP will assist the project to come up with multiannual plan towards project completion. This plan will clarify the roles and scope of each partner in achieving the expected outcomes and output for the time left.

Key Actions:

2. Recommendation:

It is quite necessary to develop the project with a Monitoring and Evaluation System, tailor-made of project current necessities and tied with the disbursements, as well as update the Risk Log in an accurate and coherent with Result-Based Management approach.

It is highly recommended that the project's executors and managers proceed to review the GEF-TT and fill at the pertinent indicators related with outcome 1.1, 1.2 and 3.2, ensuring that the provided information is reliable, specific, useful and relevant.

Management Response: [Added: 2016/12/28]

The project will strengthen the existing Monitoring and Evaluation System to continue guiding the implementation of activities. The system will ensure the progress towards achieving indicators are well captured and contribute to the achievement of project outcomes.  The M&E will be tied up with disbursement. The project will use result based management approach to identify risks and update the risk log regularly.  

Key Actions:

3. Recommendation:

To ensure that the financial inputs are driving Project execution toward outcomes, is quite necessary modifying the current system of disbursement from the UNDP to PMO and form UNDP to executors, through performing a result-based financial management (i.e. performance indicators dully tied to annual or semi-annual goals, that allow verification on how the financial management is driving toward outputs and outcomes, and suitable tool to make verifications of fulfillment).Only in this way, the financial planning of budget can be useful to make informed decisions regarding the budget as a financial tool to enhance the performance toward outcomes and don't lose the trail of a good cost-effectiveness of interventions.

Management Response: [Added: 2016/12/28]

UNDP will continue using and complying with the Harmonized Approach to Cash Transfer (HACT) framework through the FACE Forms used by project executors for Request for Funding Authorization, Reporting project expenditures and Certification of project expenditures. This will continue and further improvements made to take intou account the recommendation

Key Actions:

4. Recommendation:

The project report should use a standard format, linked to project result framework, financial performance and work-plan, as well as with performance of each executor.

Elaborate a tool and perform a regular process to systematization of experience, in order to ensure that the lessons learnt will be available to share and enhance Public Policies tools.

Management Response: [Added: 2016/12/28]

The project is accepting the recommendation, a tool will be developed that will help to perform a regular process to systematization of experience, documenting in paper and digital forms the lessons that will be available to share and enhance public policies tools.

Key Actions:

5. Recommendation:
  1. It is urgent to work on positive actions to balance gender on project staff and Steering Committee, by integrating specialists on gender and representatives of women groups, respectively. In addition, the managers have to monitoring and reporting effectively the gender aspects of the project.
  2. Perform credible, reliable, useful and relevant actions to identify legal, cultural or religious constraints to women’s participation in the project, in order to perform accurately actions to encourage and involve women and girls in the project. To do this, perform a specific programming of actions and budgeting to increase aware the women and girls about their involvement in this project and to facilitate actions performed directly by women and girls
Management Response: [Added: 2016/12/28]

The project will continue integrating gender considerations into its activities. The targets set by the government is to attain one third of women participation in decisions making bodies by 2020. The project will see the possibility of adding more members in the Project Steering Committee. The discussion will be undertaken with project executors for gender balance. The project will review the District Management Committee in the pilot sites to consider gender balance. The project will be strengthening project reporting to included gender aspect of the project.

The recommendation is accepted. The project will review existing and upcoming plans to include more activities that will encourage more involvement of women and girls in the execution the project interventions.  

Key Actions:

6. Recommendation:
  1. Steering committee should increase their attention on about project outcomes as a direct responsibility.Should provide a clear strategic vision to guide technical and local levels, and thus clear the path to successful.To save time on this and not distract them from their essentials functions, the steering committee can resort to high-level technical assistance to advise in this regard.
  2. Perform the accounting of co-financials commitments, in order to ensure its strategic use in sustainability of outcomes and in terms of project transparency and accountability. The Steering Committee may need to perform meetings, to align financing priorities and annual work plans to their co-financial responsibilities.
Management Response: [Added: 2016/12/28]

As from the forthcoming meeting, the project will review the Project Steering Committee common agenda to increase more attention about the project outcomes to be one of the PSC direct responsibility

The project will be quantifying the government and its agencies/ministries in-kind co-financing on quarterly basis for project transparency and accountability. Also, the project will continue, through the PSC, to request the government through the Implementing Partners to include the preventive and maintenance operation costs in their annual budgets a way of ensuring sustainability the project interventions.

Key Actions:

7. Recommendation:
  1. In this new phase that is opening after MTR and to expand on-progress toward the success, is quite necessary that the managers work hard in order to increase the stakeholder’s mobilization (sensitization, meetings, workshops and simulations), especially of those who has execution responsibilities, given the characteristics that must assume the project's implementation in next months.
  2. Define a working agenda with media at national and local level, in order to communicate, make transparent and facilitate the accountability, as well as in order to communicate at Tanzanian society, all that you achieve with this project to benefit people.Involve much more political authorities in these actions, in order to increase the project's ownership and the feeling that project success is their own success. Reinforce these objectives by creating a web presence.
  3. UNDP is a great sink of information and source of knowledge.In this sense, is highly recommended that UNDP increase its efforts to support at Executing Agency and Implementing Partners, through mobilizing suitable technical assistance to this new phase.
Management Response: [Added: 2016/12/28]

The recommendation is accepted. The project’s team, managers, technical working groups and Project Steering Committee will work hard to accomplish the project intervention as per review made by MTR to increase the stakeholders’ mobilization, accomplishing the pending activities so that the project achieve the project outcomes in the remained time.

The project will contunue to work with local media at national and local level as means for communications, transparent and accountability in disseminating climate information and products to Tanzania society. The project will continue involving more political authorities in execution of project intervention to increase the project's ownership and sustainability of intervention.

The project will continue benefiting from Multi country Support Regional Program in strengthening   Climate Information System in Africa that have designed to provide cost effective technical support, procurement support, regional coordination and knowledge sharing. The technical support is covering meteorological, climate and hydrological observing and forecasting systems; climate change risk management and viable communication system or Process for disseminating information, the use of alternative cost effective technologies and engagements with the private sector. The regional program also provides opportunity of data and information sharing among countries and strengthen the use of regional centres.

 

UNDP Tanzania will continue support this project by providing frequent technical support, meeting with partners and regularly visiting interventions at the sites. UNDP will also coordinate the hiring and procurement process of technologies and consultancies needed by the project.  

Key Actions:

8. Recommendation:

To support at managers and executors in their race to achieve the outcomes, the MTR mission recommend to pack the Outputs in three different Procurement Lots, in order to conduct its execution in a concentrated manner, as soon as possible, avoiding the effort dispersion.  By hiring these three packages, the probabilities to achieve the outcomes with quality and basic sustainability, can be real in the short time that remains.

Management Response: [Added: 2016/12/28]

The project accepts the recommendations and will implement the listed actions. 

Key Actions:

9. Recommendation:

1. Amend outcomes indicators as proposed on section 4.1.2 in order to ensure its credibility specificity, reliability, usefulness and relevance in relationship with the outcomes. In this regards and to ensure the outcomes achievement in the short remaining time, an unavoidable step is reorganizing the project's outputs, placing of performance indicators for them, reformulate the actions and place milestones for each action.In this sense, MTR mission recommend a complete reformulation of work-plan 2016/2017, in order to:

  • Concentrate the work on prioritizing and execute only those essentials actions that leading directly to achieve the outcomes.
  • Ensure that the exit actions and project's closure will perform in timely manner.

2. Revise and review project targets and progress made in intervals: Nov 2016, July 2017 and Dec 2017

Management Response: [Added: 2016/12/28]

The project accepts the recommendations and will implement the listed actions. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Amend the 2016/17 work plan
[Added: 2016/12/28] [Last Updated: 2018/08/22]
UNDP and PMU 2017/12 Completed
10. Recommendation:
  1. To make a suitable use of acquired equipment around output 2.2, emphasizing the credibility, usefulness and relevance of 24/7 emergency unit, MTR mission suggest:

 

  • Review the document design of 24/7 Emergency Operation Center, in order to:
  • Develop a section that incorporate lessons learned through similar activities regionally and in neighboring countries.
  • Develop a section identifying clearly (i) the service to be provide/delivered, (ii) the procedures to provide/delivered those services and (iii) the profile of the permanent staff and the staff who will be provide by sectorial institutions in emergency case.
  • Develop an architectural design for the room, in base of international standards and learned lessons.
  • Enhance the financial sustainability section, in order to provide a clear, direct and suitable guidance to develop an EOC, step by step, in base on real sustainability.
  • In base of a reviewed 24/7 Emergency Operation Center design, proceeds to recruit and train staff.
  • Proceeds to acquire and install equipment.
  • Design and execute a “desk simulation” to support District emergency response for drought and floods.
  • Up-date the TEPRP for droughts and floods, developing a specific SOP for different kinds of floods and drought.
Management Response: [Added: 2016/12/28]

The project accepts the recommendations and will implement the listed actions.  

Key Actions:

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