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Terminal Evaluation of the Adaptation in the Coastal Zones of Mozambique Project
Commissioning Unit: Mozambique
Evaluation Plan: 2017-2021
Evaluation Type: Project
Completion Date: 11/2018
Unit Responsible for providing Management Response: Mozambique
Documents Related to overall Management Response:
1. Recommendation:

4.2 Actions to follow up or reinforce initial benefits from the project A small set of recommendations emerges from the TE:

Recommendation 1. Check on outstanding payments to service providers

During the field consultations it was brought to the attention of the evaluators that several institutions seemed to think that they still needed to be paid for some of their work. For example, the team at CEPAM in Pemba was under the impression that payments were not done. It is important to service all project agreements or at least to communicate clearly what certain payments may not have been made.

Management Response: [Added: 2018/12/10] [Last Updated: 2020/11/29]

Noted. However, for this recommendation it is important to clarify that all corresponding measures have already been taken through the project Implementing Partner (under the leadership of the Ministry Permanent Secretary), in which the concerned parties have been adequately informed on the completion of the project, as well as clarifications and completion of all corresponding administrative procedures were made.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.1. Follow-up on the formal communication from MITADER Permanent Secretary to the project involved parties to ensure that they are all informed on the completion of the project.
[Added: 2018/12/11]
Env., NRM, CC & Resilience Unit. 2018/12 Completed
2. Recommendation:

Recommendation 2. Invest into distilling some case studies from the project

This project piloted a great diversity of interventions. On all levels, but specifically with regards to the adaptation options on the community level some very interesting demonstrations have been set up. However, due to the poor knowledge management aspects of the project no systematic documentation of the investments, processes and performance of the demonstrations are available. It is recommended that this be done esp. with the view that UNDP has prepared a new LDFC project with MITADER, which could benefit from a thorough analysis of previous efforts.

Management Response: [Added: 2018/12/11] [Last Updated: 2020/11/29]

Acknowledged. The country office will take advantage from the upcoming LDCF project PPG to draw up a summary of lessons from this closing project to better inform the design of the new project. It is important to mention that at MTR it was recommended a substantial change of the project management unit recruited by the IP, which was under performing. The CO made necessary due diligences that resulted in changes at project administrative and financial assistant only, remaining the project manager on duty, which had strong support from Micro-finance expert hired by UNDP to ensure delivery on the project results for the remaining years. This also served as a lesson for the other projects that the recruitment of PMU should be done by UNDP to ensure effective control over the performance of each project management unit.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.1. Invest some resources from CO regular resources to complement LDCF PPG funding in order to capture lessons learned that will inform the new LDCF and other projects in the subject of CCA, with innovative approach on Micro-finance.
[Added: 2018/12/11] [Last Updated: 2020/04/30]
Env., NRM, CC & Resilience 2019/12 Completed The CO committed 200,000 USD from regular resources to reinforce management capacity to capture lessons learned into the portfolio. History
2.2. Recruitment and performance assessments of the project management unit under UNDP’s responsibilities.
[Added: 2018/12/11] [Last Updated: 2020/04/30]
Env., NRM, CC & Resilience 2019/12 Completed Upon project's closure, the CO has carried out a series of reviews including in the SOPs for recruitment and performance assessment. This was also verified in the 2019 Country Office audit. History
2.3. Ensure that all projects effectively allocate resources on M&E and communication related activities.
[Added: 2018/12/11] [Last Updated: 2020/04/30]
Env., NRM, CC & Resilience and Management Support Unit 2019/12 Completed Projects budget design all consider monitoring budget lines per output as per Prodoc standards. Independent evaluations and communications also have standalone budget lines. CO has reinforced its processe for QA with the reestablishment of the Project Management Support Unit. History
3. Recommendation:

Recommendation 3. At least analyze the micro-finance innovation

As the absolute minimum document and analyze the micro-finance component of the project well. This approach may provide some excellent innovative ideas for strengthening communities’ resilience, however, at this point no independent and detailed review of project inputs and results is available.

Management Response: [Added: 2018/12/11] [Last Updated: 2020/11/29]

Recommendation well noted. Through its diverse portfolio, the CO will ensure that an analysis on the micro-finance innovation under the climate change adaptation umbrella is conducted to better inform future investments in this thematic area.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
3.1. Conduct a quick analysis on the impact of micro-finance initiatives under the adaptation projects in 2 out of the 3 project pilot sites and drawn up key recommendations.
[Added: 2018/12/11] [Last Updated: 2020/04/30]
Env., NRM, CC & Resilience 2019/12 Completed The project conducted assessment to re-evaluate the viable options in each of the 3 project target sites. The successful experience witnessed in Závora (Inhambane Province) proved to be a successful approach to be replicated. History
4. Recommendation:

Recommendation 4. Still undertake the endline surveys

The lack of endline surveys limit the scope to replicate/ scale-up the project. Especially in light of preparing for another large LDCF investment, it should be a worthwhile investment to provide a deeper analysis of this pilot project.

Management Response: [Added: 2018/12/11] [Last Updated: 2020/11/29]

Noted. As indicated above, the CO will take the advantage of the upcoming LDCF PPG and invest its regular resources to complement PPG funding in order to capitalize on the lessons from this current project and better inform the new project and other related initiatives that could benefit from this project best practices and innovative approaches.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
4.1. Invest some resources from CO regular resources to complement LDCF PPG funding to conduct necessary surveys that will provide necessary analysis of the current project to better inform the new LDCF and other upcoming/related projects; ensuring that good practices are appropriately replicated.
[Added: 2018/12/11] [Last Updated: 2020/04/30]
Env., NRM, CC & Resilience 2019/12 Completed The CO invested resources to complement the development of the new GEF-LDCF PPG to ensure that the local consultation process was inclusive in the selected Districts (Moamba, Guijá, Vilankulo, Machanga and Angoche) History
4.2. Ensure that future projects provide necessary budget allocations dedicated for such kind of surveys, which can be costly to be included under PM charges
[Added: 2018/12/11] [Last Updated: 2020/04/30]
Env., NRM, CC & Resilience and Management Support Unit. 2019/12 Completed The CO is developing a PPG Development for GEF LDCF on “Scaling up local adaptation and climate-risk informed planning for resilient livelihoods – Mozambique” and the recommendation has already been considered into its planning. History
5. Recommendation:

4.3 Proposals for future directions underlining main objectives

Before the new LDCF project will be incepted it will be extremely useful to process the actual technical results in some more depth and discuss them with the key stakeholders and partners in a learning event. 

4.4 Best and worst practices in addressing issues relating to relevance, performance and success

Lessons #1: The quality of the project implementation team and effective project management are a critical success factor for project performance 

The best persons for the job should be attracted to lead the PMU; the blend of talent you can attract my render it necessary to hire staff not previously foreseen in the project document. For example, if you hire a PM who has strong project management, M&E and knowledge management capacity you may not need a M&E specialist. Or vice-versa. It is important to review the team at time of project inception. Hired staff should probably undergo a two to three months’ probation time prior to the inception workshop and be assessed for performance at that time. 

Lessons #2: During inception build a joint vision amongst the project team and ensure everyone understand their roles and responsibilities

It may be worthwhile to invest into upfront training in project management related skills development of the project team; orientations on roles and responsibilities are needed for all staff and project partners including the project board. Probably it would be a good decision to increase Project Management cost to include upfront investments into building a good team. While the inception workshop is a very helpful institution in this regard, some additional mandatory and well delivered upfront project management basics should be shared amongst the wider project team. 

Lessons #3: Identifying the most suitable implementation arrangements

Countries take a of pride in NIM projects, and ownership usually is very good. This is an important asset. However, it is also clear that there are numerous barriers and pitfalls including that huge government bureaucracies take away the possibility for nibble and flexible project execution – often so important in demonstration project, and for adaptive management. Further thinking on how the most flexible yet well owned and integrated project delivery can be achieved needs to be part of every project design process.  

4.5 Ratings

As part of the TE, a table with the summary ratings of the project’s results and performance are provided in a TE Ratings & Achievement Summary Table(pg. 53). 

Management Response: [Added: 2020/11/24] [Last Updated: 2020/11/29]

Key Actions:

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