Commissioning Unit: | Samoa |
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Evaluation Plan: | 2018-2022 |
Evaluation Type: | Project |
Completion Date: | 10/2018 |
Unit Responsible for providing Management Response: | Samoa
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Documents Related to overall Management Response: |
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Key Action Update History
Streamline and accelerate procurement and administrative processes in order to avoid further delays that are impacting upon the implementation process.
Management Response: [Added: 2019/02/14] [Last Updated: 2019/08/07]
Agree with recommendation. The establishment of a new governance and oversight structure - the Project Oversight Steering Team (POST) – provides an opportunity to streamline processes, particularly as it meets every fortnight. Revised procurement and reporting/approval processes need to be developed to incorporate this change.
Key Actions:
Key Action | Responsible | DueDate | Status | Comments | Documents |
---|---|---|---|---|---|
1.1 Develop revised procurement and administrative processes to incorporate the requirements of POST.
[Added: 2019/07/29] [Last Updated: 2020/01/16] |
Project Oversight and Steering Committee and Project implementation Unit | 2020/01 | Completed | New processes have been put in place History | |
1.2 Revised process shared with UNDP to ensure that it fits with the UNDP and GEF quarterly reporting requirements.
[Added: 2019/07/29] |
Project implementation unit | 2019/07 | Completed | Process submitted to POST and shared with UNDP | |
1.3 All parties provide all inputs, and requirements and approvals in timely manner in accordance with revised processes.
[Added: 2019/07/29] [Last Updated: 2020/02/09] |
Project Oversight and Steering Committee and the Project implementation. Unit | 2020/01 | Completed | This recommendation has been taken on board by the PMU, and the POST to ensure project activities are implemented in a timely manner History |
Update and rationalise the numerous activities that were originally planned in order to streamline implementation, reforming work plan as needed and seeking effectiveness and high impact processes and products, maintaining planning of the project’s second tranche focused on obtaining results, generating results-based incentives, effects and outcomes, as well as weaving in sustainability factors in all products and processes the project implements.
Management Response: [Added: 2019/02/14] [Last Updated: 2019/08/07]
Agreed with MTR recommendation 2
Key Actions:
Key Action | Responsible | DueDate | Status | Comments | Documents |
---|---|---|---|---|---|
2.1 Carry out detailed review of remaining project activities as planned in the Project document.
[Added: 2019/07/29] [Last Updated: 2020/02/09] |
project implementation unit and the chief technical advisor | 2020/01 | Completed | 2020 AWP completed and approved. MYWP revised History | |
2.2 Make recommendations to National Project Director, project and technical working group for approval of a revised workplan to project end
[Added: 2019/07/29] [Last Updated: 2020/06/02] |
project implementation unit and chief technical advisor | 2020/01 | Completed | CTA and project have provided recommendations to TWG History | |
2.3 Present modified project plan for consideration and approval by UNDP
[Added: 2019/07/29] [Last Updated: 2020/09/08] |
National Project Director, project implementation unit and chief technical advisor | 2020/07 | Completed | Project workplans are shared with UNDP MCO for consideration prior to discussion and endorsement by project boards and UNDP Senior management History |
Fully incorporate staff to Project Implementation Unit as needed (such as national technical staff) in order to have a completely functioning management unit with all needed personnel as soon as possible.
Management Response: [Added: 2019/02/14] [Last Updated: 2019/08/07]
Agree with recommendation 3
Key Actions:
Key Action | Responsible | DueDate | Status | Comments | Documents |
---|---|---|---|---|---|
3.1 Appoint a replacement Technical Officer
[Added: 2019/07/29] [Last Updated: 2021/02/21] |
Niue Public Services Commission, National Project Director and Project implementation unit | 2021/12 | Canceled | History |
Strive to generate national capacity at all levels and in all areas (technical, project management, etc.).
Management Response: [Added: 2019/08/07] [Last Updated: 2019/08/07]
Agreed with recommendation 4
Key Actions:
Key Action | Responsible | DueDate | Status | Comments | Documents |
---|---|---|---|---|---|
4.1 Maintain and enhance the practice of consultants working with local counterparts to pass on skills & experience.
[Added: 2019/08/07] [Last Updated: 2020/09/16] |
According to each consultancy: PIU, Consultants | 2021/12 | Completed | this is the ongoing practice with all consultancies through the project History | |
4.2 Provide opportunities for students to join consultants in their work
[Added: 2019/08/07] [Last Updated: 2020/09/16] |
PIU, Consultants | 2021/12 | Completed | This is now ongoing practice with consultancies History | |
4.3 Continue the practice of consultants holding workshops to share details of their activities and results
[Added: 2019/08/07] [Last Updated: 2020/09/16] |
PIU, Consultants | 2021/12 | Completed | This is now the ongoing practice with consultancy TORS History |
Establish and enhance work with communities being fully aware of their needs without creating false expectations, and without overburdening communities with activities. Imbed livelihood aspects and income generation issues related to comparative advantages of sustainable use of biodiversity.
Management Response: [Added: 2019/08/07]
Agreed with MTR recommendation 5
Key Actions:
Key Action | Responsible | DueDate | Status | Comments | Documents |
---|---|---|---|---|---|
5.1. Develop a community consultation plan each year to identify the different engagement activities and the outcomes sought.
[Added: 2019/08/07] [Last Updated: 2020/09/16] |
PIU | 2021/12 | Completed | This has been adopted in practice by the PMU History | |
5.2. Assist communities to establish or further develop committees to drive their R2R activities.
[Added: 2019/08/07] |
PIU | 2019/03 | Completed | 1st Round consultations complete, R2R committees in order for most villages under village councils. History | |
5.3 Complete work to identify possible mechanisms to incentivize conservation area creation
[Added: 2019/08/07] [Last Updated: 2020/09/16] |
PIU, Protected Areas consultancy | 2021/12 | Completed | Ongoing practice with project implementaton History |
Impel work, analysis, concept notes, and other processes and mechanisms to deal with sustainable financing of the products and process the project is and will achieve
Management Response: [Added: 2019/08/07]
Agreed with MTR recommendation 6
Key Actions:
Key Action | Responsible | DueDate | Status | Comments | Documents |
---|---|---|---|---|---|
6.1 Sustainable financing will be addressed in the 2nd phase of the Protected Areas Consultancy
[Added: 2019/08/07] [Last Updated: 2022/01/17] |
PIU | 2021/12 | Completed | Sustainable financing has been incorporated in the marine spatial planning in Niue involving all government agencies, the Niue R2R project, the NOW project and other development partners History |
Continue to promote linkages with different government departments as well as other related projects so that these linkages in turn support and anchor further collaborations and sustainability.
Management Response: [Added: 2019/08/07]
Agreed with MTR recommendation 7
Key Actions:
Key Action | Responsible | DueDate | Status | Comments | Documents |
---|---|---|---|---|---|
7.2 Draft TOR and recruit consultant for Needs Assessment and institutional strengthening
[Added: 2019/08/07] [Last Updated: 2022/01/17] |
PIU, CTA, DG | 2022/04 | Overdue-Initiated | PIU and CTA to work with a national consultant to complete this work History | |
7.3 Complete work aimed at institutional strengthening of MNR to allow its Departments to collaborate more closely with the R2R project and sustain its initiatives in the long-term.
[Added: 2019/08/07] [Last Updated: 2022/01/17] |
MNR, DG, PIU, CNA Consultant | 2022/04 | Overdue-Initiated | this work is being carried out by the PIU and CTA with a national consutlant History | |
7.1 Continue to work closely with Government stakeholders through the POST and WG
[Added: 2019/08/07] |
PIU | 2019/01 | Completed | Technical working group now has POST oversight which provides wider policy guidance and regulatory advice. |
Generate an exit strategy/sustainability plan for all the implementing aspects of the project. This sustainability plan/exit strategy should outline explicitly what is needed for sustaining products, outcomes, and effects
Management Response: [Added: 2019/08/07]
Agreed with MTR recommendation 8
Key Actions:
Key Action | Responsible | DueDate | Status | Comments | Documents |
---|---|---|---|---|---|
8.1 Identify expected end of project products, outcomes and effects.
[Added: 2019/08/07] [Last Updated: 2022/01/17] |
PIU, CTA, NPD | 2022/04 | Overdue-Initiated | work to be continue in 2022 to be completed by project end History | |
8.2. Work with stakeholders (particular Government Departments and communities to identify how these products, outcomes and effects will be sustained.
[Added: 2019/08/07] [Last Updated: 2022/01/17] |
PIU, CTA, NPD, UNDP MCO | 2022/04 | Overdue-Initiated | PIU, CTA, NPD are working with project stakeholder to include this in project exit/sustainbility plan History | |
8.3 Complete exit strategy/sustainability plan
[Added: 2019/08/07] [Last Updated: 2022/01/17] |
CTA, PIU, DG | 2022/04 | Overdue-Initiated | Exit/sustainability plan to be finalise by PIU and CTA in discussion with project partners History |
Orientation mechanisms (presentations, inception-type meetings, written materials) should be developed at this mid-point stage.
Management Response: [Added: 2019/08/07]
Agreed with MTR recommendation 9
Key Actions:
Key Action | Responsible | DueDate | Status | Comments | Documents |
---|---|---|---|---|---|
Develop report on Niue’s biodiversity incorporating survey results (for general audience)
[Added: 2019/08/07] [Last Updated: 2020/09/16] |
CTA | 2020/08 | Completed | CTA has finalised report History |
Improve communication as well as dissemination of the information the project is and will be generating.
Management Response: [Added: 2019/08/07]
Agree with MTR Recommendation 10
Key Actions:
Key Action | Responsible | DueDate | Status | Comments | Documents |
---|---|---|---|---|---|
10.1 Fully implement the Communication Strategy (and launch it)
[Added: 2019/08/07] [Last Updated: 2020/09/16] |
CO, PM | 2020/12 | Completed | Communications strategy is being implemented History | |
10.2 improve social media engagement
[Added: 2019/08/07] [Last Updated: 2020/09/16] |
CO,PM | 2021/12 | Completed | This is now ongoing practice by the PMU History | |
10.3 Finalise and publish all technical and survey reports completed by the project
[Added: 2019/08/07] [Last Updated: 2021/10/27] |
CO, PM, CTA | 2021/02 | Completed | PMU has faced some challenges with procurement in Niue due to COVID-19 History |
Start generating knowledge management mechanisms to promote the exchange of knowledge and expertise that is being created throughout the Project and sharing best practices and lessons learned.
Management Response: [Added: 2019/08/07]
Agree with MTR recommendation 11
Key Actions:
Key Action | Responsible | DueDate | Status | Comments | Documents |
---|---|---|---|---|---|
11.5 Procurement for EIMS associated equipment, software and training
[Added: 2019/08/07] [Last Updated: 2022/01/17] |
PIU, CTA, UNDP, EIMS specialist | 2022/04 | Overdue-Initiated | PIU is working with consultancy to procurement and provide training to key Niue government partners to ensure sustainability beyond project duration History | |
11.1 Review requirements for activities in output 1.4 (Environmental Information Management System and Environmental Monitoring System) as part of project streamlining.
[Added: 2019/08/07] [Last Updated: 2020/01/16] |
PIU CTA | 2019/12 | Completed | Assess scaling down of some components, without compromising usefulness and functionality of the tools to be gained. Scoping for EiMS to be undertaken in Qtr 1 2020 History | |
11.2 Finalize draft TOR for the EIMS scoping
[Added: 2019/08/07] [Last Updated: 2020/01/16] |
PIU, CTA, UNDP | 2020/01 | Completed | TOR has has been finalised History | |
11.3 Advertise for scoping (design and specification) assessment consultant
[Added: 2019/08/07] [Last Updated: 2020/06/02] |
PIU, CTA, UNDP | 2020/02 | Completed | Recruitment of EMIS has been finalised History | |
11.4 Advertise for EIMS specialist
[Added: 2019/08/07] [Last Updated: 2020/09/16] |
PIU, CTA, UNDP | 2020/09 | Completed | EIMS scoping underway History |
Assure that gender issues are more than just participation of women. Interweave gender equality outlooks in all tools, studies, publications, etc
Management Response: [Added: 2019/08/07]
Agree with MTR recommendation 12
Key Actions:
Key Action | Responsible | DueDate | Status | Comments | Documents |
---|---|---|---|---|---|
12.1 Recruit a Gender Specialist (based on TOR drafted in Sept 2018) Carry out agreed work to develop a gender assessment and gender action plan.
[Added: 2019/08/07] |
UNDP, PIU, CTA | 2019/07 | Completed | UNDP recruitment delayed as selected applicant fell ill, UNDP internal consultant visited and drafting report | |
12.2 Implement Gender Action Plan and mainstream into all project activities studies etc.
[Added: 2019/08/07] [Last Updated: 2020/09/16] |
PIU, CTA, project partners | 2020/08 | Completed | PMU is following recommendation of the Gender Assessment and action plan History | |
12.2 Implement Gender Action Plan and mainstream into all project activities studies etc.
[Added: 2019/08/07] [Last Updated: 2022/01/16] |
PIU, CTA, project partners | 2021/12 | Canceled | History |
Generate exit and sustainability strategies for all the implementing aspects of the Project.
Management Response: [Added: 2019/08/07]
Agree with MTR recommendation 13. This is linked to MTR recommendation 7 and 8
Key Actions:
Key Action | Responsible | DueDate | Status | Comments | Documents |
---|---|---|---|---|---|
13.2 Ensure long term sustainability of terrestrial and marine conservation areas is factored into management planning via development of business plans for tourism related activities to sustain the terrestrial and marine conservation areas long term.
[Added: 2019/08/07] [Last Updated: 2022/01/17] |
PIU, CTA, PA, VCs and R2R committees | 2022/04 | Overdue-Initiated | draft plans have been completed and finalisation by CTA and PIU underway History | |
13.4 Implement recommendation form the Capacity needs assessment to ensure key stakeholder partners are committed, well equipped and resourced to take on the extra responsibility of providing support, coordination and sustainability of the CAs and Reefs long term at Govt and Community level.
[Added: 2019/08/07] [Last Updated: 2022/01/17] |
PIU, MNR Niue Tourism, NCOC and relevant Government and community partners | 2022/04 | Overdue-Initiated | PIU working with CTA to complete this work History | |
13.1 Ensure CAs and Reefs have long term sustainability cemented into long term maintenance plans of village communities well before project termination.
[Added: 2019/08/07] [Last Updated: 2020/09/16] |
PIU, CTA, PA, VCs and R2R committees | 2021/12 | Completed | Sustainable financing developed to ensure longterm support for CAs post R2R. ongoing for the duration of the project History | |
13.3 Complete and launch and implement Vaiea Business Plan and replicate and customize for other sites. Ensure the economic benefits of these business plans are being implemented successfully prior to project termination.
[Added: 2019/08/07] [Last Updated: 2020/09/16] |
PIU, CTA, PA, VCs, Niue Tourism, NCOC and R2R committees | 2021/12 | Completed | Vaiea business plan has been launched. Implementation of Vaiea business plan to provide lessons learned for other village CAs and Reefs. Shortfalls to be highlighted and amended for implementation in other villages. History |
An extension should be requested for the Project
Management Response: [Added: 2019/08/07]
Agreed
Key Actions:
Key Action | Responsible | DueDate | Status | Comments | Documents |
---|---|---|---|---|---|
14.1 Agree with POST and WG whether an application for an extension is to be made and for how long, based on revised work planning (in response to recommendation 2)
[Added: 2019/08/07] [Last Updated: 2021/02/21] |
PIU, PEB, PD, POST, CTA, UNDP MCO | 2020/10 | Completed | Project extension for 12 months to April 2022 was approved History |
Generate exchange mechanisms (South-South, between and among Ridge to Reef Projects in the Pacific, etc.) sharing best practices and lessons learned as well as technical issues that arise out of the interventions.
Management Response: [Added: 2019/08/07]
Agree with MTR recommendation 15
Key Actions:
Key Action | Responsible | DueDate | Status | Comments | Documents |
---|---|---|---|---|---|
15.1 Ensure clarity between projects and what sector specific activities are being targeted to ensure closer cooperation and coordination ongoing
[Added: 2019/08/07] [Last Updated: 2020/09/16] |
PIU, Regional R2R PM, | 2021/12 | Completed | this is ongoing History | |
15.1 Ensure clarity between projects and what sector specific activities are being targeted to ensure closer cooperation and coordination ongoing
[Added: 2019/08/07] [Last Updated: 2020/09/16] |
PIU, Regional R2R PM, | 2021/12 | Canceled | STAR R2R activities, progress and outcomes to date shared with regional R2R to assist in the regional R2R MTR. Regional R2R Mid-term review currently in progress. Positive outcome will attest to commitment and support between both projects. |
Support staff and associated stakeholders in generating and obtaining capacity (both at the technical and at the organizational level and well as technical issues that arise out of the interventions.
Management Response: [Added: 2019/08/07]
Agree with MTR recommendation 16
Key Actions:
Key Action | Responsible | DueDate | Status | Comments | Documents |
---|---|---|---|---|---|
16.1 Support MNR staff undertaking capacity building
[Added: 2019/08/07] [Last Updated: 2020/09/16] |
PIU, MNR | 2021/12 | Completed | This is ongoing. 1 x participant completed JCU PGC online course DAFF staff engaged in USP upskilling Project has provided on-the-job through the various specific capacity components of all consultancies History | |
16.2 Assess ongoing outcomes of community consultations to ensure responsiveness to changing dynamics within communities as interventions impact at ground level
[Added: 2019/08/07] [Last Updated: 2020/09/16] |
PIU, MNR | 2021/12 | Completed | Ongoing practice by PIU. PIU undertake quarterly site visits and reporting to WG and included in Qtrly reports. Implementation and support for community projects ongoing as changing dynamics call for adaptive measures as needed. History |
Having learned that whatever is or is not included in design of projects permeates into implementation and often in results, design should be specific in certain aspects and expected results.
Management Response: [Added: 2019/08/07]
Agree with MTR recommendation 17
Key Actions:
Key Action | Responsible | DueDate | Status | Comments | Documents |
---|---|---|---|---|---|
17.1 Develop and use a Monitoring matrix for project to gauge progress of project outcomes
[Added: 2019/08/07] [Last Updated: 2020/09/16] |
CTA, PIU | 2021/12 | Completed | Ongoing. PIU closely follows outcomes matrix in prodoc to assist in tracking deliverables. Specific monitoring matrix in development to assist in template for long term monitoring after R2R. History | |
17.2 Monitoring of outcomes to gauge successful outcomes needs to be measurable in terms of results. Assess outcomes in prodoc and provide specific measurable gauge upon which the project results can be assessed.
[Added: 2019/08/07] [Last Updated: 2020/09/16] |
PIU, CTA, UNDP | 2021/12 | Completed | Ongoing History |