Lesson Learned. The third phase of the Project builds on achievements and lessons learned from previous stages. A balanced combination of the policy advice support mechanism - the EUHLPAM per se - with operational management exercised by UNDP and attention to cross-cutting issues and inter-institutional collaboration are at the core of the project’s performance strategy. The strategic advice, the project was supposed to provide, was envisaged to be in line with the country’s strategic documents, but this was difficult to adhere to, due to frequent changes of the government in the last two years. Consequently, the government programme was changed, which made it challenging to rely on strategic planning processes of the Moldovan public administration. Thus, a certain level of flexibility should be in-build in the project planning process, to permit adjustments to this kind of changes. Given the specificity of this project, experts and expertise are its main asset. Finding the right expert is key for a successful delivery of policy advice. The recruitment process has underlined a number of lessons learned presented below. Although the demand was usually followed by a fair share of supply in terms of number of applicants, identifying candidates who exhibit and prove an optimum mix of advisory, policy and area expertise is prone to difficulties. As a result, beneficiaries demand flexibility when applying the requirements of the profile identified in the Description of Action, which puts the recruiting agency in a delicate position/under pressure, given rules and procedures binding the implementer. In addition to that, the selection criteria were prone to changes when beneficiaries modify the requirements towards candidates after the selection stage, deviating from the agreement reached and expressed in the terms of reference for individual positions. While the changing demands and needs of the beneficiary are to be understood and responded to, a certain level of diligence should be manifested and clearly explained what changes can be accepted and what is not in line with the mission’s objectives. The same was applicable for other demands, such as provision of visibility materials and/or organisation of capacity development events. One major issue observed as a result of the implementation of the project is related to the advisers’ understanding of cross-cutting issues, such as human rights, gender-mainstreaming etc. Due to a certain novelty of these aspects, most of the advise...
Lesson Learned. Even though the project supported vehicle maintenance, the lack of involvement in the overall management systems for the fleet led to limited impact on the availability of vehicles for transport.
Lesson Learned. The integration of work planning and data review in quarterly meetings strengthened project activities and ownership.
Lesson Learned. The District Health Board is potentially an effective forum for coordinating district health activities, but it needs to be owned and managed by the DHO.
Lesson Learned. The effectiveness of CMAM is contingent on a combination of managerial, technical and social factors: Early identification and referral of suspected cases Capacity-building of health care providers at all levels and regular monitoring /on-site training Continuous availabilityof therapeutic food products (F75, F100. RUTF) and medical kits Existence of adequate referral arrangements Links with other programs with preventive initiatives such as promotion of good infant and young child feeding practices In most cases, health staff were overwhelmed and did not have time for any individual counseling, not even informing the caregiver whether the child gained weight or not or whether he/she will be enrolled in the OTP or SFP. In all health centers, women/caregivers and the children spend long hours at the health center (from around 7:00 am to about 2 to 3:00 pm). The MTE recommended that IMC start having less “hands-on” role and more of coaching or monitoring of health center staff. During its visits to the various health facilities, the evaluation observed that IMC supervisors were not engaged in implementation. During focus group discussions, IMC staff confirmed being more involved in supervision and coaching. In conclusion, CMAM was delivered, as intended and relevant adjustments) were made in response to changes in national guidance (such as ration size). IMC responded to the MTE recommendation by instructing CMAM supervisors to cease their involvement in implementation of activities and focus on supervision and coaching. High health staff turnover is a major challenge facing CMAM (as well as GM).
Lesson Learned. There has been a great synergy in the MYAP between the forced stabling of goats in the improved cross-breeding activities and the required fodder cropping on contour berms. The need for fodder stimuated production on the contour berms whch encouraged construction and use of berms. In the longer term, it is not clear how the quality of this activity will be sustained as no benchmark of quality has been established and there needs to be a continuous effort of education and of setting and enforcing best practices, under the joint responsiblities of the committees and local administration. In terms of the quantity of this activity, the barrier analysis reveals that beneficiaries think that proper berm maintenance is achievable if done regularly and is part of the planned community work. The LAE committees have only started to put in place a sustainable system of compensation to encourage them to continue their unpaid work and cost recovery for tools through the production and sale of grasses. There has been no element of hillside erosion damage rehabilitation, such as gullies and few tools are available to do the work though CRS was planning to distribute toolkits soon. The agro-forestry component does not have clear goals for reforestation and erosion management other than the production and distribution of saplings which were bought by CRS only in the first year for distribution to vulnerable household for planting as an anti-erosion measure. The proportion of households having planted trees has increased from 39 to 58% and more particularly in women-headed households. The saplings were produced by tree nurseries or “associations” who are also part of the agro-enterprise sector (see I.R. 2.2a below) and they have continued to produce and sell saplings in large quantities after the initial support from CRS.
Lesson Learned. In addition to the direct benefits from participation in SILC savings and lending, the SILC groups offer a platform and devlivery channel for other benefits. For example, the MYAP disseminated improved varieties of seed and cuttings thrugh the SILC group as part of the crop and livestock technologies intervention. At the time of the evaluation, 278 SILC groups had been formed, 98 of which were for Mother Care Groups from SO1 and 36 had been formed independently of the project. Women represent about 65% of SILC beneficiaries and 20-30% of members belong to 2 to 4 groups concurrently, primarily to maximize their investment and secondarily to stagger the share-out times. Groups in their second or third cycle have tripled the weekly contribution from the original $0.3 to $1 now and some envisage $2 soon. Coverage of SILC groups among the targeted populations in the 3 provinces ranges from 10% in Muyinga to 70% in Kayanza (small population) based on the potential participation of 2 adults per household. After working on the establishment of the SILC system, the project is now working on measures to make the dissemination self-sustaining and to link other activities to SILC groups due to their strong social cohesion. For example for each colline or small number of collines there will be approved SILC Technical Agents who have the skills, experience and credibility to both support the existing groups and start new groups and some of them already have worked out arrangements to be compensated for their services. They are also trained to promote keyhole gardens (primarily for Mother Care groups, but not only) throughout the SILC groups. Linked to the knowledge transfer, each SILC group is now encouraged to assign members to be knowledge specialists in the different sectors: anti-erosion measures, for each agricultural product, marais, gender and social issues and livestock. It is clear that the SILC groups have had an excellent impact, both economic and social, and they are highly appreciated and very sustainable. All interviewed noted the end of the traditional practice of usury with 100% interest and several mentioned that it gave them the opportunity to diversify activities and do other “life projects”. There are few cases of repayment delays, usually limited to a maximum of 1 month and a few early participants dropped out for not being able to contribute every week and were demotivated to continue. Interestingly none of the SILC beneficiaries have pooled their ...
Lesson Learned. The MYAP did an effective job of identifying Gender Focal Points to be trained to disseminate messages around the benefits of changed gender roles at the household-level. Consulting with existing community-based organizations, they sought men and women with the following qualities: Keen interest in the type of change being promoted Courage to be able to confidently spread the messages Ability to create good rapport with people Recognized as influential leaders (formal or informal) Ready to vilunteer time The Mid-Term Evaluation (MTE) made a number of recommendations for improving the quality of gender programming in the MYAP. One of these, providing more training to Acteur Relais to be able to provide support to houses in conflict, was focused specifically on activities under IR 3.2., and the program effectively addressed the recommendation. Other MTE recommendations focused on cross-cutting gender issues, specifically engaging women in the design of action research on water harvesting and key hole gardens and establishing a database of participants disaggregated sex. The program responded to both of these recommendations, choosing not to implement the action research but disaggregating the projects's participant database by sex. The MTE also included a gender recommendation as one of the top ten recommendations, to push the "gender envelope". Although the intent of this recommendation is certainly valid, the articulation of it was a bit confusing and the MYAP did not fully internalize it.
Lesson Learned. Pros and Cons: these will help with identifying new ideas for the app.
Lesson Learned. Identify lessons learned in carrying out the Project. Describe what worked and what did not work, and how similar efforts could be utilized within the Project area, as well as in other watersheds.
