Project/Program #: Z-020258-001
Project/Program Name: Local Agenda 21 Romania
Third year-end narrative report April 2003 – March 2004
The third year of work has been focused on three main activities:
Activity 1: Selection of the demonstration micro-pilot projects.
Activity 2: Implementation of the demonstration micro-pilot projects.
Activity 3: Dissemination of LA21 capacity building project experiences nationwide and
internationally.
Activity 1
Selection of the demonstration micro-pilot projects
The evaluation of the demo micro pilot project proposals was completed in April 2003.
The proposals were screened and ranked by the Local Steering Committees, then by
NCSD and the Project Manager from IISD. The recommendations had been sent to
CIDA’s representative Ms. Annick Amyot and desk officer Ms. Aoife Gibson for their
comments. Based on the feedback and the emerging questions, Project Manager Peter
Hardi and local coordinator Radu Vadineanu have traveled to each city for interviews and
discussions with the selected applicants. The purpose of these meetings was multiple:
• Get personal impressions on the groups and consortiums that submitted proposals
• Get answers to the questions emerged during the evaluation process
• Discuss budget related issues
• View locations of proposed activities where it was applicable
• Answer the different questions raised by the applicants.
The applicants received the evaluators’ questions and observations ahead of the meeting,
so they had time to prepare for the discussions. Several groups brought written replies
with them to the meetings, and/or held short presentations to clarify the points in
question. Almost in all cases we received satisfactory answers. The field trips to the
localities of several proposed activities, particularly in Oradea and Rm. Valcea were
extremely helpful in better understanding the character and purpose of the proposed
activities.
Following the meetings, the applicants reworked their proposals and submitted the
addenda to the Project Manager. After a final evaluation stage, the Local Steering
Committees officially announced the results and notified the winners.
Above expectation:
Activity 2
Implementation of the demonstration micro-pilot projects
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The Project Manager (PM) and the Local Coordinator (LC) were providing continuous
support to the micro-project managers in finalizing the contracts, accelerating the
transfer of funds and launching the projects. The PM visited all nine micro-pilots
between September 7 and 12, 2003. They reviewed the status of the projects with each
project management team in all three cities, providing advice and guidance when
needed. Members of the LA21 Secretariats were also present at the meetings.
The PM has developed a standard narrative and financial reporting format for all the
micro pilot projects. The forms, with explanations how to use them and what to focus
on in the final reports, were sent out to all micro pilot project managers prior to the
PM’s visit to Romania. The PM visited all nine micro-pilots the second time between
December 1 and 7, 2003. The LC and IISD YCLSF intern Bianca Bacinschi (the
intern) accompanied him to the three cities, Iasi, Oradea and Rm. Valcea. They
reviewed the project reports with each project management team in all three cities,
clarified still outstanding issues and provided advice and guidance for future activities
and dissemination of the results. Members of the LA21 Secretariats were also present
at the meetings.
To the satisfaction of the PM and the LC, all micro-pilots seemed to accomplish their
objectives and have been completed according to schedule and within budget. None of
the micro-pilots reported any significant problems. Cooperation among project partners
has been excellent and, in a few cases, the managers could leverage additional support to
the pilots. The pilot project managers prepared the final narrative and financial reports
that were approved by the Project Manager and UNDP, respectively. The outputs of the
pilots were those identified in the plans, and the short term outcomes in each and every
case are very positive. In three of the nine pilot projects the outcome is already beyond
expectation, and plans to continue and/or repeat the activities have been prepared.
Cooperation among project partners was excellent and, in a few cases, the managers
could leverage additional support – both financial and administrative - to the pilots.
Activity 3
Dissemination of LA21 capacity building project experiences nationwide and
internationally
Dissemination of project results has continued both on local and international levels.
The cities continued to work on communicating and disseminating their results nationally
and internationally. The Project Manager helped the Secretariat of Ramnicu Valcea to
prepare presentations on the city’s achievement in LA21 planning and implementation
for a European competition. The city achieved great international success: it received the
European Union’s “European Sustainability City Award 2003”, a certificate of
distinction for achieving significant progress in the promotion and delivery of local
sustainable development.
One crucial task was the dissemination of project results to date among the municipalities
that recently launched their LA21 capacity building projects. In addition, the results have
been discussed with USAID which relied on these experiences in its own “GRASP”
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projects, which have similar objectives. As an acknowledgement of the competence of
NCSD, USAID signed an agreement with NCSD to manage a US$200,000 USAID
contribution to support nine of the additional 40 cities that decided to launch LA21
projects.
The PM and the intern have been working on a platform to integrate the lessons learnt
from the micro pilots and made preparations to disseminate these results as soon as the
final evaluation would be completed.
Project results
The call for proposals resulted in an adequate number of proposals in each city. Some of
the proposals have already demonstrated a good understanding of the LA21 strategic
plans and well corresponded to the implementation of these plans. It was particularly
encouraging that all of the projects could enlist local financial support, and in several
cases local contribution well exceeded the required 33%. Most of the projects are based
on multiple partnership, with NGOs, City Halls and local business participating.
The project has met almost all expected results and progressed with no significant
difficulties or delays. In the final year of activities participants managed to change
behavior of local business leaders who have been reluctant to support Local Agenda
programs till the launch of the demonstration pilot projects. Many NGOs succeeded in
bringing local businesses into the process and gained financial support to the
demonstration projects.
The third year also produced above expectation results in designing and implementing the
demonstration pilot projects. Each project was completed as planned and within budget;
several of them exceeded expectations both by the number of participants, local financial
contribution and success within the local population. More local funds were secured for
the demonstration pilot projects than expected. Better gender equity was achieved in
project management than originally planned.
The national impact of the project continued to be outstanding; additional cities started
their LA21 projects. Internationally the executive agency has been invited by EU
member states to participate in developing projects for the 6th Framework Programme of
the EU.
The project could maintain and increase the support of the national government for the
project.
Lessons learned and risk management
One of the lessons learned is the great emphasis on social issues. Contrary to earlier
expectations, the majority of the proposals have dealt with social and information needs,
instead of an environmental focus. Among the social issues, the social status of women
and their role and opportunities in local business have received strong attention.
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Another lesson is the participation of many youth groups in the pilot project proposals.
Their interest in the LA21 process is encouraging for the lasting impact of the Canadian
donor activity in local capacity building.
Additional lessons learned:
• International cooperation and teamwork have increasingly important role to
make the best impacts of our work possible.
• Harmonization of local and national level initiatives is an important factor for
lasting results in the progress toward SD.
• Stable institutional solutions are needed to avoid the volatility of all efforts to
promote SD in case of sudden and/or dramatic changes in politics and
economic progress.
• More continuous support and presence of donor organizations and
implementing agencies are necessary to make the results sustainable.
• Dissemination of the positive impacts of the LA21 process could be an
important activity in other Balkan countries.
Risks
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NGOs may not be able to well manage pilot projects
Cooperation between NGOs and local authorities may not be harmonious
Participation and support of local business and individual entrepreneurs might be
below expectation.
Mitigating Risks
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Frequent visits and continuous advising by the Project manager and the Local
Coordinator during the implementation process helped the local managers
overcome initial difficulties and avoid pitfalls in imp-lementation.
Careful selection and approval process, with the involvement of City Halls,
secured the buy-in and continuous support of local authorities
During the design and implementation of the demonstration micro pilot projects,
the civil organization managers succeeded in creating good partnership both with
local administrations and local businesses. The repeated efforts of the project
manager and NCSD brought good results in business involvement, a previously
less successful aspect of the project.
Result-based Management
IISD and the Project Manager and continuously relied on result-based management in the
different activities of the project. The most important examples for the effectiveness of
RBM are the following:
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The process of transferring funds from Canada to UNDP Romania, and then from
UNDP to some of the cities, was a much lengthier one than anticipated and it
strained the resources of two NGOs managing their micro-pilots. We have
discussed the causes of the delay and streamlined the transfer process for future
cases.
The PM held discussions with the members of the LA21 secretariats in the three
cities concerning the future activities and the existence of the secretariats. Some of
the recommendations from the lessons learnt have already been implemented. In
Iasi, for better efficiency and easier accessibility, the Secretariat moved out from
the City Hall and received an office as an in-kind contribution from one of the
project participants, the ‘Petre Andrei’ University. The move is considered an
improvement in citizens contact.
Based on emerging need for NCSD’s involvement in future NGO capacity
building activities, the PM and the Center’s management started discussions with
CIDA representative to draft a proposal for building environmental assessment
capacity at the Center and nationally.
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