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The ‘Capacity Development for Sustainable Land Management (SLM)’ project, funded by a Global Environment Facility (GEF) grant of US$475,000, was signed in 2007 between the Government of Seychelles (GOS) and the United Nations Development Programme (UNDP). The project is part of a global portfolio of SLM projects for Least Developed Countries (LCDs) and Small Island Development States (SIDS) to respond to the obligation of the United Nations Convention to Combat Desertification (UNCCD). The project was developed to address land degradation issues in the Seychelles with particular emphasis on integrating SLM principles into resource management policies and practices and capacity development in key partners.
Addressing land degradation issues requires the appropriate understanding of the drivers and causes leading to land degradation and the pressures of competing interests for different types of land uses and development. Similarly, there is a need to be aware of the definition, principles, and the benefits concerning the adoption of Sustainable Land Management (SLM) in the Seychelles to mitigate and prevent land degradation. SLM integrates both economic and environmental aspects of development and requires that environmental concern and sustainable use of resources be given equal importance as the economic performance of a country. However, practicing SLM can only be relevant and successful when there is enough capacity developed. The involvement and on-going commitment of decision-makers is significant in considering the importance of SLM in national and sectoral development. There is a need to establish linkages and dialogues between policy and decision-makers in order to improve the coordination for putting in place coherent policies, competent institutions, trained manpower and effective actions to mitigate land degradation issues and mobilize the adoption of SLM.
EVALUATION PURPOSE
The Monitoring and Evaluation (M&E) policy at the project level in UNDP/GEF has four objectives: i) to monitor and evaluate results and impacts; ii) to provide a basis for decision making on necessary amendments and improvements; iii) to promote accountability for resource use; and iii) to document, provide feedback on, and disseminate lessons learned. A mix of tools is used to ensure effective project M&E. These might be applied continuously throughout the lifetime of the project – e.g. periodic monitoring of indicators - or as specific time-bound exercises such as mid-term reviews, audit reports and independent evaluations.
Mid-term evaluations are intended to identify potential project design problems, assess progress towards the achievement of objectives, identify and document lessons learned (including lessons that might improve design and implementation of other UNDP/GEF projects), and to make recommendations regarding specific actions that might be taken to improve the project. It is expected to serve as a means of validating or filling the gaps in the initial assessment of relevance, effectiveness and efficiency obtained from monitoring. The mid-term evaluation provides the opportunity to assess early signs of project success or failure and prompt necessary adjustments.
This Mid-term Evaluation will be coordinated by the UNDP Seychelles Office, the Project Coordination Unit with the support of the Regional Coordination Unit. The Mid-Term Evaluation will determine progress being made towards the achievement of outcomes and will identify course correction if needed. It will focus on the effectiveness, efficiency and timeliness of project implementation; will highlight issues requiring decisions and actions; and will present initial lessons learned about project design, implementation and management. Findings of this review will be incorporated as recommendations for enhanced implementation during the final half of the project’s term.
The Mid-term Evaluation serves to document lessons learnt and plays a critical role in supporting accountability. Its main objectives are:
- To monitor and, particularly, evaluate results and impacts
- To promote accountability for resources use
- To document, provide feedback on and disseminate lessons learned
- To provide a basis for decision making on necessary amendments and improvements
In brief the purpose of the evaluation is to assess the progress that has been achieved in the first half of the implementing phase of the project, according to UNDP/GEF guidelines and to draw lesson so far so that we could improve on the process.
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The following aspects will need to be addressed by the Consultant:
Progress towards Results
- Changes in development conditions. Assess the progress towards the following, with a focus on the perception of change amongst stakeholders:
- cost effective and timely delivery of GEF resources to the target countries
- enhancement of individual and institutional capacities for SLM
- systemic capacity building and mainstreaming of SLM principles into development planning
- Measurement of change: Progress towards results should be based on a comparison of indicators before, during and after (so far) the project intervention. Progress can also be assessed by comparing conditions in the project area prior to the start of the project design process.
- Project strategy: How and why outcomes and strategies contribute to the achievement of the expected results:
- Examine their relevance and whether they provide the most effective route towards results.
- Will the outcomes really meet the project objective and is the strategy currently followed the best approach for achieving the project objective? Consider alternatives.
- Assess adequacy of the log frame and indicators in responding to the GEF strategic priorities and achieving project objective
- Sustainability: Based on project progress so far, the current prospects for longer-term impacts and using a combination of quantitative and qualitative feedback on project results to date, assess the extent to which the benefits of the project will continue, within or outside the project domain, after it has come to an end. Relevant factors include for example the prospects for: development of a sustainability strategy, establishment of/access to financial and economic instruments and mechanisms, mainstreaming project objectives into the economy or community production activities, adequate follow-up support at the (sub-) regional level, etc. Provide tangible measures that can be undertaken to improve prospects of sustainability.
- Gender perspective: Extent to which the project accounts for gender differences when developing and applying project interventions. How are gender considerations mainstreamed into project interventions? Suggest measures to strengthen the project’s gender approach.
Project’s Adaptive Management Framework
(a) Monitoring Systems
- Assess if the monitoring tools currently being used generate adequate information for project evaluation:
- Do they provide the necessary relevant information?
- Do they involve key partners?
- Are they efficient?
- Are additional tools required?
- Assess the adequacy/relevance of baseline data. If reconstruction is required this should follow a participatory process.
- Ensure that the monitoring system, including performance indicators, at least meets GEF minimum requirements.
- Apply the GEF Tracking Tool (all elements) and provide a description of comparison with initial application of the tool. If the Tracking Tool has not been previously applied, provide a comparison against the estimated baseline.
(b) Risk Management
- Validate whether the risks identified in the project document and PIRs are the most important and whether the risk ratings applied are appropriate. If not, explain why. Describe any additional risks identified and suggest risk ratings and possible risk management strategies to be adopted
- Assess the project’s risk identification and management systems:
- Is the UNDP-GEF Risk Management System appropriately applied?
- How can the UNDP-GEF Risk Management System be used to strengthen project management?
(c) Work Planning
- Assess the use of the logical framework as a management tool during implementation and suggest any changes required
- Ensure the logical framework meets UNDP-GEF requirements in terms of format and content
- What impact will the possible retro-fitting of impact indicators have on project management?
- Assess the use of routinely updated work plans.
- Assess the use of electronic information technologies to support implementation, participation and monitoring, as well as other project activities
- Are work planning processes result-based? If not, suggest ways to re-orientate work planning.
- Consider the financial management of the project, with specific reference to the cost-effectiveness of interventions. Any irregularities must be noted.
(d) Reporting
- Assess how adaptive management changes have been reported by the project management
- Assess how lessons derived from the adaptive management process have been documented, shared with key partners and internalized by partners.
Underlying Factors
- Assess the underlying factors beyond the project’s immediate control that influence outcomes and results. Consider the appropriateness and effectiveness of the project’s management strategies for these factors.
- Re-test the assumptions made by the project management and identify new assumptions that should be made
- Assess the effect of any incorrect assumptions made by the project
UNDP Contribution
- Assess the role of UNDP against the requirements set out in the UNDP Handbook on Monitoring and Evaluating for Results. Consider:
- Field visits
- Project Executive Committee
- Global Advisory Committee (TOR, follow-up and analysis)
- PIR preparation and follow-up
- GEF guidance
- Consider the new UNDP requirements outlined in the UNDP User Guide, especially the Project Assurance role, and ensure they are incorporated into the project’s adaptive management framework.
- Assess the contribution to the project from UNDP “soft” assistance (i.e. policy advice & dialogue, advocacy, and coordination). Suggest measures to strengthen UNDP’s soft assistance to the project management.
Partnership Strategy
- Assess how partners are involved in the project’s adaptive management framework:
- Involving partners and stakeholders in the selection of indicators and other measures of performance
- Using already existing data and statistics
- Analysing progress towards results and determining project strategies.
- Identify opportunities for stronger substantive partnerships between UNDP and other counterparts, with particular reference to:
- Contracts and/or MoUs with relevant regional institutions
- The development of partnerships with any other organizations
- Assess how stakeholders participate in project management and decision-making. Include an analysis of the strengths and weaknesses of the approach adopted by the project and suggestions for improvement if necessary.
- Consider the dissemination of project information to partners and stakeholders and if necessary suggest more appropriate mechanisms
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