FINAL EVALUATION REPORT
DEVELOPING RENEWABLE
GROUNDWATER RESOURCES IN ARID LANDS
A PILOT CASE: THE EASTERN DESERT OF EGYPT
Submitted to
UNDP Egypt Country Office
Submitted by
Dr. Neno Kukuric
January 2009
List of Acronyms
ACSAD:
The Arab Center for the Studies of Arid Zones and Dry Lands
APR :
Annual Project Report(s)
CU
:
Cairo University
CEDARE:
Center for Environment and Development for the Arab Region and
Europe
EWP :
Egyptian Water Partnership
GEF :
Global Environment Facility
GIS
:
Geographical Information System
IC
:
International Consultant
IR
:
Inception Report
ICARDA:
Center for Agricultural Research in the Dry Areas
MALR :
Ministry of Agriculture and Land Reclamation
MWRI :
Ministry of Water Resources and Irrigation
NWRC: National Water Research Center
NWRP :
National Water Resources Plan
PI
:
Principal Investigator
PIR
:
Project Implementation Report(s)
PM :
Project Manager (National Project Director)
SC :
Steering Committee.
STL :
Science Team Leader
TL
:
Team Leader
ToR :
Terms of Reference
TRP :
Targeted Research Project
TRMM :
Tropical Rain Measurement Mission
TSKL :
Task Leader
UNDP :
United Nations Development Program
UWM :
University of Western Michigan
WFP :
World Food Programme
Eastern Desert Project
ii Final Evaluation Report
Acknowledgement
The reviewer would like to express his gratitude to several organisations and their
representatives; those who have made the final evaluation of the Eastern Desert
Project possible. The UNDP Country Offfice and the Regional Office were very
instrumental in organising the evaluation process; the evaluation mission was
planned to coincide with the final project workshop, which provided a precious insight
into the project. The UNDP project coordinator also arranged all logistics of the
mission, allowing the reviewer to concentrate on the content of the evaluation. The
reviewer is equal y grateful to the project manager of the Eastern Desert Project for
offering his full cooperation through the provision of project documentation,
organisation of interviews and personal care. Final y, my appreciation goes to all
interviewees, for their sincere responses and eagerness to, once more contribute to
this chal enging project.
Eastern Desert Project
iii Final Evaluation Report
Table of Contents
1.0
Executive Summary ........................................................................................ 1
1.1
Brief description of project ........................................................................... 1
1.2
Context and purpose of the evaluation ........................................................ 1
1.3
Main conclusions, recommendations and lessons learned .......................... 2
1.3.1
Main conclusions ..................................................................................... 2
1.3.2
Recommendations ................................................................................... 3
1.3.3
Lesson learned ........................................................................................ 4
2.0
Introduction ..................................................................................................... 5
2.1
Purpose of the evaluation ............................................................................ 5
2.2
Key issues addressed ................................................................................. 5
2.3
Methodology of the evaluation..................................................................... 6
2.4
Structure of the evaluation .......................................................................... 7
3.0
The project and its development context ......................................................... 8
3.1
Project start and its duration ........................................................................ 8
3.2
Problems that the project seek to address .................................................. 9
3.3
Immediate and development objectives of the project ............................... 10
3.4
Main stakeholders ..................................................................................... 11
3.5
Results expected....................................................................................... 11
4.0
Findings and conclusions ............................................................................. 13
4.1
Project formulation .................................................................................... 13
4.1.1
Project conceptualisation/design ........................................................... 13
4.1.2
Country ownership and the stakeholders participation ........................... 14
4.1.3
Baseline conditions ................................................................................ 14
4.2
Project implementation .............................................................................. 14
4.2.1
Implementation approach ...................................................................... 15
4.2.2
Monitoring and Evaluation ..................................................................... 16
4.2.3
Stakeholder participation ....................................................................... 16
4.2.4
Financial Planning ................................................................................. 18
4.3
Results ...................................................................................................... 19
4.3.1
Achievement of objectives ..................................................................... 19
4.3.2
Replicability ........................................................................................... 21
4.3.3
Sustainability ......................................................................................... 22
4.3.4
Contribution to upgrading skil s of the national staff ............................... 23
5.0
Recommendations ........................................................................................ 25
6.0
Lessons Learnt ............................................................................................. 27
Appendix I Terms of Reference ............................................................................ 29
Appendix II Itinerary ............................................................................................. 36
Appendix III List of interviewees ........................................................................... 37
Appendix IV - Questionnaire used and summary of results ..................................... 38
Appendix V References ........................................................................................ 40
Appendix VI Summary of field visits ..................................................................... 42
Eastern Desert Project
iv Final Evaluation Report
1.0 Executive Summary
1.1 Brief description of project
The Eastern Desert Project (EDP) is a targeted research project that is funded
through the Global Environmental Facility (GEF), implemented through the United
Nations Development Programme (UNDP) and executed by Cairo University in
collaboration with the Ministry of Water Resources and Irrigation in Egypt. The
immediate objective of the project is to develop a replicable integrated technique for
evaluating the extent of renewable ground water resources in arid lands, with the
Eastern Desert of Egypt as the test site. The project aims to contribute to the
development of non-conventional water resources, and hence assist Egypt, and
through replication, other countries in arid regions, in achieving its national goals of
meeting the increased demand of water while alleviating pressure on its surface
waters and freshwater ecosystems.
According to the project plan, a Methodology for Developing Groundwater Resources
in Arid Lands should encompass the use of various geochemical and isotopic
techniques, surface and ground water modelling, analysis of satellite images and
digital elevation data, seismic and dril ing data, field observations and exploration of
development scenarios. Accordingly, implementation of the methodology should lead
to a more accurate estimation of the available groundwater water resources, their
distribution, quantity, and development potential.
The realisation of the project also includes assessment of adverse ecological effects
that could result from the exploitation of the investigated freshwater resources and
provision of in-country and out-of-country scientific, technical, and research-oriented
training and outreach activities centring on the assessment of alternative water
resources.
1.2 Context and purpose of the evaluation
The purpose of a final evaluation of GEF/UNDP projects is to assess the
achievements of the project against its original objectives and provide donors,
government and project partners with an independent review of project final outputs.
The EDP review process included technical, financial and managerial aspects of the
project in order to estimate the project relevance, performance and success. GEF
project review criteria, such as stakeholder participation, cost-effectiveness and
sustainability, are applied in this process. The evaluation identified factors that have
facilitated or impeded the achievement of objectives; that resulted in
recommendations and lessons learnt for either the execution of similar projects or for
a further implementation of the developed methodology in Egypt and elsewhere.
The evaluation encompassed a desk review of project technical and management
documentation, a mission to Egypt (including attendance of the final project
workshop and interviews with stakeholders) and the compilation of findings and
conclusions in a final evaluation report.
1.3 Main conclusions, recommendations and lessons
learned
1.3.1 Main conclusions
The final evaluation has confirmed that all the expected project results have been
achieved, with the exception of the Environmental Impact Assessment (EIA). It is
understood that this on-going activity wil be completed next month. Then the
conclusion can be drawn that this project has produced all the expected results and
achieved its immediate objective.
The main achievement of this project is the development of a cost-effective,
replicable integrated technique for the assessment of alternative renewable
groundwater resources in arid lands. A technology transfer and improved cooperation
and attention provided for Eastern Desert and similar areas are additional main
successes of the project.
The main conclusions with respect to the developed methodology are as follows:
The methodology consists of ,,classical, and logical, steps commonly used in
hydrogeological investigations. It also contains a number of very useful
novelties, such as the integration of technologies, the structured use of
satellite imagery and the implementation of advanced ICT. As such, the
methodology can, and should, certainly be used while developing
groundwater resources in similar arid and semi-arid regions.
The methodology is clearly integrated, and not an accidental collection of
various methods and techniques. The implementation of the methodology
from regional to local assessment, including field verification, shows all the
advantages of an integrated approach.
The structured use of contemporary global satel ite data sets is one of the
highlights of the methodology. In areas characterised by a lack of field data,
the use of advanced satellite images to create mosaics such as digital
elevation model and precipitation coverage is simply essential for regional
studies.
The conclusions given below are about the project performance and long-term
benefits:
The amount and quality of work produced and the results achieved in this
project give a strong overall indication of the high cost-effectiveness of the
project. Given the relatively low wage rates typical of the Egyptian labour
market, the high dedication and extraordinary effort made by the project team
enabled the accomplishment of the project.
The benefits of the EDP will certainly perpetuate after the project completion
because the project results are now being used routinely by two main
institutions engaged in the assessment and development of groundwater
resources in Egypt: the Ministry of Water Resources and Irrigation, which is
primarily responsible for the development of Egypts water resources, and the
Faculty of Engineering at Cairo University, which is largely responsible for
advancing the research in this area.
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2 Final Evaluation Report
The promotion and dissemination of project-related information in the EDP
has been impressive. It has been implemented through various national and
international events, articles in renowned international journals, awareness
and promotion material, extensive project documentation and a web-based
project portal. The web-based project portal contains an information system
and it is extremely important for sustainability of the project benefits.
The EDP provided a solid regional study of the test area. However, the
complete methodology, including a local study steps, is applied only in
several wadies. Further local assessment in the area, which is very much
needed, should be based on the valuable information and experience
obtained during the EDP execution.
1.3.2 Recommendations
The first set of recommendations is related to the completion of the project. The
recommended actions are necessary for the project completion.
Environmental Impact Assessment needs to be rounded off.
A final project report needs to be completed.
The final project report should include a summary of baseline conditions at
the beginning of the project execution (2002).
A brochure (4-8 pages) about the Methodology for Developing Groundwater
Resources in Arid Lands should be produced and distributed to relevant
organisations (ministries, research institutes, universities, NGOs) in countries
where this methodology has replication potential.
The following set of recommendations is about the imbedding of the developed
methodology at the MWRI and CU, and about further implementation of the
developed methodology in Egypt and elsewhere:
Additional field investigations in Eastern Desert, for the purpose of local
assessment, should be planned and executed. In the next project phase,
about 20-30 wells should be drilled and constructed in all major types of
potential groundwater reservoirs.
The developed methodology should be applied in the Sinai Peninsula in
synergy with the on-going assessment of groundwater potential in that region.
Moreover, further contacts should be made with neighbouring countries to
ensure extrapolation of the EDP results to the region1.
The web-based information system developed in this project should be
regularly updated and extended to receive data from other regions in Egypt.
The technical part of this task is the responsibility of the Information and
Decision Support Department of the MWRI. However, the content of the
updates is common responsibility of the Groundwater Department at MWRI,
NWRC and Cairo University.
1 see the recommendation on brochures given above
Eastern Desert Project
3 Final Evaluation Report
Realisation of a development action plan for Eastern Desert needs to be
continued with the revival of the inter-ministerial committee and the
coordination of the Planning Sector of the MWRI. The EDP findings should be
incorporated in the currently revised National Water Resources Plan in such a
way as to guide further water resources development in Eastern Desert
region of Egypt.
A joint proposal could be made regarding further cooperation between Cairo
University, supported by UNDP, and the World Food Programme. The
proposal should be submitted to both the MWRI and MALR with a request for
joint financing from these two, and perhaps other ministries. This is a
recommendation of the leader of the WFP project "Development of Bedouin
Communities".
1.3.3 Lesson learned
A GEF International Waters Experience Note on EDP is prepared and made
available on-line via the website http://www.iwlearn.org/. The main lessons learnt are
listed below:
Continuity in terms of time in the project should be secured as much as
possible during both the development formulation and implementation of the
project. Within these phases, continuity of people involved should be secured
as well. Institutional framework ought to be capable of providing continuity
between the project development and project implementation phase.
In complex projects, where various organisations and various disciplines join
to achieve common goals, the agreements on the roles, responsibilities and
ownership of the future partners need to be included in a project document.
Management of the project through a task-based, deliverable-oriented grant
distribution, as implemented in the EDP, appears to be far more efficient than
the lump-sum payment procedure. Also for that reason, the project tasks
need to be clearly detailed in the Inception Report.
Feasibility of possible additional (unplanned and unbudgeted) project
activities should be carefully examined.
Non-technical activities required to contribute to the achievement of a long-
term development objective also need to be specified and budgeted in the
project document.
The Eastern Desert Project makes a unique example of the development of
the equal project partnership between Cairo University and the governmental
departments/institutes. This precedent should be appreciated and further
developed in practice.
Eastern Desert Project
4 Final Evaluation Report
2.0 Introduction
This chapter describes the purpose of the evaluation, the key issues addressed, the
methodology used and, final y, the structure of the evaluation. As such, it provides
brief guidelines for reviewing project information and assessing the projects most
relevant criteria.
2.1 Purpose of the evaluation
The final project evaluation is a standard part of the UNDP/GEF Monitoring and
Evaluation (M&E) policy for all regular and medium-sized GEF-supported projects. In
principle, the evaluation is most effective when carried out after the full completion of
the project activities. At the moment of writing this evaluation report, the EDP is about
to be completed, but missing the final project report. Nevertheless, the information
provided by PM, UNDP and interviewees seems to be sufficient for an independent
and complete evaluation of the project.
The purpose of the final evaluation is to assess the relevance, performance and
success of the project. An estimation of a projects potential impact in terms of
contribution to capacity development and the achievement of global environmental
benefits is also a part of the final evaluation. Finally, identification and extraction of
lessons learned is carried out during this process, providing recommendations for
other UNDP/GEF projects. Besides being addressed in the final evaluation report,
the lesson learned ought to be published on www.iwlearn.net in a form of GEF IW
Experience Notes.
The performance of the project, including the outcomes, is a central issue of the
evaluation, reflecting its relevance and future impact. The evaluation concentrates on
the technical and managerial aspects of the project execution, following the
realization of project tasks (efficiency) and the achievement of project objectives
(effectiveness). A thorough insight in the project performance and the factors that
facilitated or hindered the project execution, gives a solid basis for an evaluation of
the project success and impact at the stage of project execution. More complete
evaluation of the projects impact wil be possible a few years after project
completion.
2.2 Key issues addressed
The key issues addressed in the evaluation are prescribed in the evaluation ToR as:
Analysis of the attainment of global environment objectives, outcomes,
impacts, project objectives and delivery and completion of project outputs
based on indicators;
Evaluation of project achievements according to GEF Project Review
Criteria:
- Implementation approach;
- Country ownership/driveness;
- Stakeholder participation/Public involvement
- Sustainability;
- Replication approach;
- Financial planning;
- Cost-effectiveness;
Eastern Desert Project
5 Final Evaluation Report
- Monitoring and evaluation
These issues have been incorporated in each evaluation activity (see the following
section) and used as the main criteria while structuring the evaluation outcome
(Section 2.4). Although targeting various aspects of the project, the criteria listed
above are very much interconnected, ensuring a thorough consideration of the
project relevance, performance and success.
2.3 Methodology of the evaluation
The methodology used to carry out the evaluation consisted basically of three steps:
A review of basic project documentation
Mission to Egypt
Compilation of findings and conclusions in a final report
Prior to the mission to Egypt, the basic project documentation was made available by
UNDP, namely: the Project Document, the Annual Project Reports (APR) and the
Project Implementation Reports (PIR). Upon request, a Mid-Term Evaluation Report
and a template for IW-LEARN Experience Note have been provided as wel . Lacking
more extensive information on project results, the project reviewer additionally
reviewed two project-related articles recently published in the Journal of Hydrology
(see References in Appendix V).
The mission to Egypt included:
Attendance of the Final Dissemination Workshop
Interviews
Further review of the project documentation
The ToR for the final evaluation states that "the mission should also rely on
information gathered through field visits, if deemed necessary". During the mission to
Egypt, no field visits were undertaken, primarily because of the fact that a very few
evidences of the project are physically present in the field (e.g. the wells in the Wadi
Qena). Checking location of the wells, for instance, would not real y contribute the
evaluation of the project, and the costly time of the mission (the test sites are very
remote) would be substantial y reduced.
Instead of the field visits, the core of the mission was the Final Dissemination
Workshop, held in El-Sokhna, 24-25 of December 2008. During the workshop, a
number of interviews were conducted with representatives of governmental
institutions and NGOs (see List of Interviewees in Appendix 3). The interviews with
the representatives of Cairo University were conducted in Cairo.
The Project Manager (PM) provided the project reviewer in Cairo extensive project
documentation before departing to the workshop. Therefore, the remaining part of the
mission was spent reviewing the documentation and seeking the answers on
immediate questions from the project team members and UNDP.
Some additional documentation such as actual financial overview, the list of
workshops/trainings, etc, was provided after the completion of the mission. Together
with the technical project documentation, this information was used while sorting out
the findings and compiling the report.
Eastern Desert Project
6 Final Evaluation Report
2.4 Structure of the evaluation
The structure of the evaluation reflects the key issues and the purpose of the
evaluation. The same structure can be recognized in the Questionnaire used to
conduct the interviews (see Questionnaire in Appendix VI). Hence, the evaluation is
structured in such a way as to encompass the main elements of the assessment:
Project formulation
Project implementation
Results
Recommendations and Lesson Learned
Al the GEF Project Review Criteria are represented in one or more elements of the
evaluation structure. The implemented structure allowed for almost immediate
focusing on key issues of the evaluation. The evaluation findings, conclusions and
associated rating are presented in Chapter 4.
Eastern Desert Project
7 Final Evaluation Report
3.0 The project and its development context
Chapter 3 introduces the project, its time frame, the content and the purpose. A
distinction between immediate and development objectives of the project deserves
special attention. The development context of the project is elaborated on in Section
3.2 and the development objective specified in Section 3.3. Achievement of the
development objective can be evaluated through the impact that the project
implementation and the project results have made. In order to achieve the immediate
(technical) project objective, a set of activities is planned and budgeted. The
expected results of these activities are listed in Section 3.5, after the main project
stakeholders are briefly described (Section 3.4).
3.1 Project start and its duration
The project started in July 2002 and it was original y planned to last 36 months. At
the moment of preparation of this final evaluation report (December 2008), the
project was not yet fully completed. However, it is estimated that not more than a
month should be needed to round off the remaining activities.
A draft proposal of this project was submitted to GEF exactly ten years ago; in
December 1998. This long time span from proposal to realisation has had a certain
impact on the project. The project was envisaged as a ,,targeted research project and
the immediate project objectives were defined accordingly as a set of technical,
applied research objectives. Fol owing the same logic, the leadership of project
execution was assigned to Cairo University. The project document also contains a
definition of a very relevant development objective. In this document, a development
aspect of the problem is used merely as a framework for the research, technical
objective, without any elaboration of development related activities.
In the meantime, inspired by UNDPs development experience, GEF emphasized the
importance of strengthening the linkages to national development priorities in UNDP
implemented projects. Specifically for this project, this has led to the recommendation
of the Mid-Term reviewers to introduce a socio-economic policy and development
linkages to the projects technical activities. Accordingly, additional activities were
added to the project, requiring additional time as they involve extensive coordination,
consultation and negotiations among various partners. The Steering Committee,
following the recommendations of the Mid-Term Review, approved a one-year
extension of the project, but no additional budget was granted.
The additionally introduced non-technical component of the project was not the only
reason for the project delay; finding and keeping the balance between research and
development, technical and non-technical issues, the university and the ministry was
one of the chal enges of this project. This demanding and time-consuming process
was also a reflection of the stockholders (i.e. project partners) background, ways of
working and position or interest in this project.
Some delay has been caused by usual project execution stoppages such as delays
in equipment delivery and installation, unforeseen developments in the field, etc.
However, the main reason for the project extension, rather than delay, was the
additional, valuable effort to extend the development dimension of the project and to
strengthen cooperation among the project partners.
Eastern Desert Project
8 Final Evaluation Report
3.2 Problems that the project seek to address
This project seeks to address a problem of water shortage in the arid and semi-arid
regions by exploring opportunities for development of renewable groundwater
resources.
Arid and semi-arid countries worldwide are facing continuous increases in demand
for fresh water supplies, mainly due to population growth and limited water supplies.
These problems are exemplified in countries of Saharan Africa (North Africa) and the
Middle East where scarcity of water resources contributes to political instabilities,
disputes, and conflicts. Studies have shown that the number of countries unable to
meet their water needs to be self-reliant in food production were 12 in 1993, 16 in the
year 2000, and wil be 18 by 2025.
Sources of fresh water supplies in these areas include: surface runoff (e.g. River Nile
in Egypt and Sudan) that generally originates from allochthonous precipitation over
distant mountains located in wetter climates and groundwater resources that
originated as autochthonous precipitation that recharged the aquifers in previous wet
climatic periods (e.g., Nubian Aquifer in Egypt, Sudan, Libya). Nowadays,
groundwater from the Nubian Aquifer is being extracted extensively for irrigation in
the oasis and lowlands of the Western Desert of Egypt (e.g., Kharga, Dakhla,
Farafra), eastern Libya (e.g., Kufra Basin), and northern Chad. As a consequence,
the naturally flowing springs in many of these oases and lowlands have dried up and
groundwater levels have been dropping for decades due to excessive pumping.
Looking for alternative water resources, additional to River Nile and Nubian Aquifer
has become a necessity.
In many arid and semi-arid countries worldwide, sporadic precipitation occurs over
mountainous areas and is channelled throughout extensive watersheds as surface
runoff and subsurface groundwater flow. Within these watersheds, networks of minor
valleys join into main valleys that ultimately drain into other water bodies (e.g.,
oceans, lakes, and rivers). Because some of the watersheds collect precipitation over
large areas and channel it through a few main valleys, substantial amounts of
freshwater
could
potentially recharge the
alluvial aquifers flooring
these main valleys during
sporadic
storms.
This
project was initiated to
investigate the distribution
of these alluvial aquifers
and their recharge rates
Project
and the Eastern Desert of
Area
Egypt, in the figure on the
left, was selected as the
test area. A methodology
to be developed for the
test
area
should
be
reusable in other similar
areas.
Eastern Desert Project
9 Final Evaluation Report
Egypt has been chosen as a test site for this project for several reasons. Firstly,
Egypts landscape and its climatic and hydrologic settings are ideal for this study and
it resembles these settings in neighbouring countries. Hence, results obtained in
Egypt can be used as a model and wil be applicable to many neighbouring countries.
Secondly, like many arid countries, Egypt relies almost exclusively on its surface
water: Nile River, and its fossil groundwater: Nubian aquifer. After preliminary
identification of areas in Egypt that are most likely to yield renewable water resources
Eastern Desert was chosen over the Sinai peninsula, mostly because extensive
coverage of various relevant data was readily available for the Eastern Desert, but
not for the Sinai peninsula.
Regarding the problems that the project original y addressed, it should be noted that
some analysis of the non-renewable groundwater (Nubian Aquifer) in the test region
has also been included in the project activities. This was practically unavoidable
given the fact that a part of the groundwater residing in shal ow alluvial aquifers
originates from Nubian Aquifer, so that the distinction between fossil water and water
of meteoric origin needed to be investigated. The analysis was restricted only to a
part of paleo-water that ascends along deep-seated faults to the alluvial deposits. If
the fossil groundwater would be intercepted before it makes it to the Nile River and at
a rate that does not disrupt the existing steady state groundwater flow regime, a
sustainable exploitation of this groundwater resource could probably be attained.
3.3 Immediate and development objectives of the
project
As stated in the project document, the immediate objective of this project is to
develop a replicable integrated technique for evaluating the extent of renewable
ground water resources in arid lands, with the Eastern Desert of Egypt as a test site.
Although the main activities of the proposed project are technical by nature,
development of techniques for the assessment of alternative water resources in arid
areas, in Egypt and elsewhere, wil on the long-run produce benefits to the population
in general and the farming community in particular and to the economy. In Egypt, it is
expected that the farming community in Upper Egypt, a community that has been
neglected for decades, wil benefit the most from this pilot project.
The importance of groundwater development, and hence of this project, for the local
population in Eastern Desert has already been demonstrated during the fieldwork in
the project test areas of Wadi Qena and Wadi El-Nakhil. In Wadi Qena, according to
an interviewed project team member the local population was very supportive to the
project team during the field exploration, and in Wadi El-Nakhil the project team
assisted WFP project "Development of Bedouin Communities" to successfully locate
the production wells2.
In the project document, a development objective is defined as ,,to develop non-
conventional water resources, thus assisting Egypt in achieving its national goals of
meeting increased demand of water while alleviating pressure on its surface waters
and freshwater ecosystems.
Although defined well ahead of the 2005National Water Resources Plan (NWRP), the
objectives of this project are in full accordance with the NWRP, where the
2 Based on information from interviews with the project manager of the WFP project.
Eastern Desert Project
10 Final Evaluation Report
development of additional water resources and the creation of living space in the
desert are important targets.
3.4 Main stakeholders
The main immediate stakeholders of this project are:
The Ministry of Water Resources and Irrigation (MWRI) including the
Groundwater department, Information Department and the Planning Sector;
The National Water Research Center (NWRC) including the Research
Institute for Groundwater (RIGW) and Water Resources Research Institute
(WRRI);
Cairo University (CU) including the Faculty of Engineering and the Faculty of
Science;
University of Western Michigan (USA).
University of Western Michigan (UWM) is listed here because it actively participated
in the project. The UWM was officially the project international consultant, and that
usually has a connotation of short-term, task related engagement. Nevertheless,
UWM specialists contributed substantially to the development of the project
methodology and also publicised various aspects of the methodology in wel -known
research journals. It is worth mentioning that the consultant is awarded two new
grants (Sinai Peninsula and Quetta region in Pakistan) because of the success
achieved in the Eastern Desert project. Hence, the benefits to the UWM are certainly
larger than the sole consultancy fees waged in this project.
The benefits obtained by Egyptian stakeholders wil be described in Chapter 4 where
the main project findings and results are addressed. Yet, at this place it should be
noted that the final and the main beneficiary of this project is the people of Egypt, and
particularly the population of Eastern Desert.
In addition to the main stakeholders, the project wil be beneficial to educational and
governmental institutions in neighbouring countries, particularly in the MENA region,
if these countries decide to utilize the project results by replicating the developed
methodology3.
3.5 Results expected
According to the Project Document, the main outputs of the project are:
1. Identification of the source, extent, and histories of groundwater in alluvial
aquifers under investigation.
2. Development of a rainfall/surface-runoff model, estimation of the timing of the
recharge cycle and evaluation of the extent of the renewable groundwater
resources recharged by rainwater precipitating over the Red Sea Hil s area in
the Eastern Desert.
3. Construction of a groundwater flow model, and investigation of groundwater
flow in the alluvial aquifers flooring one of the main valleys of the Eastern
Desert
4. Production of a replicable model in neighbouring Middle Eastern and Saharan
countries, hence contributing to the preservation of freshwater ecosystems in
the area.
3 see Chapter 4 for dissemination and training details
Eastern Desert Project
11 Final Evaluation Report
5. Assessment of adverse ecological effects that could result from the
exploitation of the investigated freshwater resources.
6. Provision of in-country and out-of-country scientific, technical, and research-
oriented training and outreach activities centring on the assessment of
alternative water resources.
Strictly speaking, the realisation of the ,,technical outputs listed above is taken as the
main criterion for the evaluation of the project completion. Expected results in terms
of broader, development objectives could be evaluated only through the impact that
the project implementation and realised outputs have made (and that will take some
time). Further on, because the activities related to the socio-economic and policy
component of the project are not clearly identified and budgeted in the project
document, their progress within the project lifetime is difficult to evaluate. Hence,
expected results, as stated in this section, refer to the planned activities and
immediate project objective, whereas the achievement of the development objective
is evaluated through the project impact and the benefits gained from the project
results4.
4 see further in Section 4.3
Eastern Desert Project
12 Final Evaluation Report
4.0 Findings and conclusions
4.1 Project formulation
A formulation of the EDP started with the initiation of the project proposal and
concluded with the initiation of the project. Clearly, continuity in terms of time and
people involved is very important for an efficient project formulation. This wil be
detailed in Section 4.1.1. The EDP stakeholders participation was secured from the
beginning, but the roles and responsibilities of the future partners need to be included
in the Project Document, to be discussed in Section 4.1.2. Similarly, a state of the
information relevant to the project should be assessed as early as possible in order
to define baseline conditions, as is discussed in Section 4.1.3, and reuse lessons that
are learnt elsewhere.
4.1.1 Project conceptualisation/design
A draft proposal for the EDP was submitted to GEF in 1998 and the Project
Document finalised in 2002. During this long period, the majority of those involved in
the project preparation left, leaving the project elaboration and execution to new
personnel, including a project manager. Factually, the project agreements were
made among the organisations and not individuals, so that organisational
commitment to the project was not put at risk by the change of personnel, yet the
latter was not helpful to the project. It is worthy to note that this was accentuated by
the fact that the Project Document does not contain detailed agreements on roles,
responsibilities, and ownership among the future project partners. Therefore, the
institutional framework needs to be capable of providing continuity between the
project development and project implementation phase. In this project, it would have
been helpful if the Memorandum of Understanding (MoU) between CU and MWRI
was signed already in the project preparation phase.
In a complex project, where various organisations and various disciplines join to
achieve common goals, the basic agreements on issues like those stated above
should be a part of a project document. This would substantially speed up the
description and particularization of the project tasks and the actual commencement
of the project. The definition and assignment of the EDP project tasks described in
the Inception Report took more than six months, mostly due to intensive negotiation
among the project partners. The elaboration of project tasks as done in the Inception
Report should be carried out as much as possible in the project preparation phase.
Likewise, relevant information from similar (past and on-going) projects, conducted
by international organizations, should preferably be thoroughly analysed prior to
project implementation. This would improve incorporation of the lesson learnt and in
the case of on-going projects, enhance the integration of efforts.
From the content point of view, the concept introduced and its elaboration in project
activities/components seems to be realistic and appropriate with respect to the
problem addressed. In the project document, there is no information on the
institutional, legal and regulatory setting that indicates any inadequacy of the chosen
approach to the problem.
Rating for the project conceptualisation: Satisfactory
Eastern Desert Project
13 Final Evaluation Report
4.1.2 Country ownership and the stakeholders
participation
Most of the stakeholders in the Eastern Desert Project are governmental
departments, institutes and institutions, confirming a strong country-ownership of the
project. The governmental representatives were involved in the project proposals
from the beginning, showing continuous commitment to the project idea, also in
terms of financial commitment.
The main project findings wil be incorporated into the National Water Resources
Plan that is currently under revision. The intention of the Government of Egypt, and
the Planning Sector of MWRI in particular, is to produce a development plan that
would be used as guidelines for further water resources developments in Eastern
Desert region of Egypt.
Rating for the stakeholder participation: Satisfactory
4.1.3 Baseline conditions
Prior to elaborating and executing a project plan, a state of the information regarding
the project area needs to be assessed. Among the project documentation original y
provided to the reviewer only two short reports were included with an overview of the
initially available information. However, during the interviews at Cairo University the
reviewer was presented with extensive documentation on the state of information
before the project started, including an initial information processing. Besides, the
web-based project portal located at the MWRI http://gis.mwri.gov.eg/gis provides
various historical data including data on the location of wells and metadata, situation
2002.
Benchmarking available information at the beginning of the project is very much
needed for an objective evaluation of the project achievements. It is therefore
recommended to provide a summary of baseline conditions, including, for example,
the estimation of groundwater potential, if any, and the groundwater use in the final
project report.
Benchmarking is not restricted only to the information on the project area. In order to
secure a sound basis for the project, experience gained elsewhere should have been
collected and analysed by this stage. Accordingly, the EDP team reviewed various
documents produced by The Arab Center for the Studies of Arid Zones and Dry
Lands (ACSAD) and International Center for Agricultural Research in the Dry Areas
(ICARDA). Moreover, a compilation of previous investigations carried in the project
region was prepared and made available to UNESCO IHP Programme specialists
for their analysis and possible comments but none have been received so far.
4.2 Project implementation
Evaluation of the project implementation encompasses basically a project
management, monitoring and evaluation procedure, stakeholder participation and a
financial aspect of the project. The stakeholder participation includes both internal
(i.e. among the project partners) and external (NGOs, end-users) cooperation, and
the mechanisms for dissemination of project information.
Eastern Desert Project
14 Final Evaluation Report
4.2.1 Implementation approach
During the project formulation phase a logical management framework was applied,
resulting in an elaborated set of tasks and related agreements included in the
Inception Report. In this way a sound basis was created for the coming project
implementation. However, project management required substantial flexibility and
adaptability during the execution of the defined tasks. Original y, intention was to
carry out the tasks as much as possible in an integrated manner, i.e. involving
various project partners. Unfortunately, this col aborative approach, correct and
desired, did not work in many cases. One of the limiting factors was certainly a way
of working among the same partners in the past. Subsequently, sub-tasks were
defined and assigned to individual partners, creating a sense of ownership. This
sense of ownership appeared to be a very significant contributor to the success of
this project. For example, placing the project web-portal at the Information and
Decision Support Department of the MWRI certainly increased dedication to its
development and maintenance.
The Inception Report was produced in October 2002, containing details of 53 project
tasks. The preparation of the Inception Report required a slight amendment of the
Project Document; the inclusion of the fossil water of the alluvial deposits and the
setting up of the project priorities5. The Inception Report was a pil ar of the
subsequent project implementation. Because of its precision and clarity it can be
used elsewhere as an example of proper project preparation procedure. A
suggestion is therefore to detail project tasks as much as possible as a part of the
project preparation, prior to implementation of the project.
Feedback from periodical Monitoring and Evaluation assessments, including the risk
analysis, was also regularly used in project management to adjust or amend some of
the project activities6.
The main project management chal enge was, however, a cooperation among the
project partners, namely between Cairo University and the MWRI departments and
institutes. Apparently, a common practice in Egypt is that water-related projects
involving governmental departments/institutes are also led by these institutions. The
usual role of university specialists in those projects is consultancy. In this respect the
Eastern Desert Project makes a unique example of development of the equal project
partnership between the university and the governmental departments/institutes. This
precedent should be appreciated and further developed in practice.
Assigning a leadership of the project to Cairo University was instrumental to this
positive development. In principle, the affiliation of the project manager should not be
important as long as the project objectives and the personal skil s are used as the
main criterion for the selection. The Eastern Desert Project is a targeted, applied,
technical research project and the selection of a PM from Cairo University was a
logical choice. If the realisation of the project development objective was elaborated
through a set of (budgeted) activities, the positioning of the PM role within a
governmental dept or institute might have been more appropriate. Another option
could be, if in accordance with UNDP regulations, to appoint two Principal
Investigators (PI) who would coordinate activities under UNDP authority. In any case,
this project vividly demonstrated that:
5 see Section 3.2
6 see further in Section 4.2.3 below
Eastern Desert Project
15 Final Evaluation Report
The relationship between organisations has a strong impact on cooperation at
the project level, and
The choice of a capable PM is much more important than her/his affiliation. A
competent PM wil find a way to develop cooperation sufficient for the
successful project execution, for instance ,,precisely defined tasks and ,,sense
of ownership mentioned above.
Generally speaking, activity overlap among universities (theoretical research)
governmental institutes (applied research) and consultancies (implementation) is
necessary to provide a flow of knowledge. In practice, this overlap can become quite
extensive, causing a tension among various kinds of organisations. In this respect,
the situation in Egypt is anything but unique. Good cooperation at the project level
and feasible agreements at the top level are bringing the improvement.
Rating for the implementation approach: Satisfactory
4.2.2 Monitoring and Evaluation
The progress of Eastern Desert Project has been monitored and evaluated by UNDP,
as implementing agency, jointly with the project manager and counterparts on a
regular basis. A Mid-Term Evaluation was conducted in 2006. A certain monitoring
and evaluation role has also been assigned to the project Steering Committee7.
Based on the project document, inception report and progress achieved in previous
year(s) (the latter not applicable for the first year), project Annual Plans are produced
by project manager. The realisation of the Annual Plans has been monitored through
quarterly and annual Project Reports. The reports include essentially evaluation of
project performance, comprising project adjustments, lesson learnt and financial
situation, and risk analysis. Both description and rating are used to evaluate the
project situation.
Feedback from the project evaluation is used by the project manager to adjust, or
rather extend project activities. Both Project Manager and UNDP have been
advocating adaptive project management. The Project Committee also accepted
recommendation of the Mid-Term Evaluation to embark on a socio-economic and
policy aspect of the project. Although some success has been achieved, such as the
formation of local user associations, a production of a development action plan was
obviously too ambitious. Moreover, this additional activity was coupled with a regular
project activity, the Environmental Project Assessment, putting an extra burden on
the project8. This is also a lesson learned for the Monitoring and Evaluation
procedure: feasibility of possible additional project activities should be carefully
examined.
Rating for the monitoring and evaluation: Satisfactory
4.2.3 Stakeholder participation
The main stakeholders have been actively involved in the project implementation as
project partners. Cooperation among the main stakeholders Cairo University and the
7 see Section 4.2.3
8 see also Section 3.3
Eastern Desert Project
16 Final Evaluation Report
MWRI, during the project implementation should be seen as a desirable process of
the development of new working relationship9.
Cooperation and understanding at higher management levels, than project execution,
are also instrumental to this development. In this project, a Steering Committee
provided such an opportunity. The Committee has not only given legitimacy to the
project activities, it has also been helpful in removing many administrative obstacles.
Unfortunately, a change of representatives in the Steering Committee has occurred
quite often; that certainly has not contributed to the project continuity and the team
spirit building. The same holds for some governmental departments and sectors that
have experienced a rapid change at the top management level in previous years.
The stakeholders that are not directly involved in the project execution, as project
partners, are the local population and educational and governmental institutions in
other arid countries neighbouring countries10.
No concrete activities were defined in the Project Document to involve local
population in the project. Yet some concrete steps were taken in that direction,
following a recommendation of the Mid-Term Evaluation and a decision of the Project
Steering Committee to reinforce realisation of the project development objective.
Besides, useful contacts with the local population were made during the field work
and also through cooperation with the WFP project "Development of Bedouin
Communities".
Curiously enough, cooperation between EDP and WFP started by coincidence,
rather than as a result of the project dissemination campaign; curiously, because the
EDP has not been lacking production and dissemination of information about the
project and achieved results.
First project website was launched at the University of Western Michigan
(http://www.esrs.wmich.edu) followed by a mirror site at the Information and Decision
Support Department of the MWRI (http://gis.mwri.gov.eg/gis). The latter is now an
advanced interactive web portal11.
Together with Egyptian Water Partnership (EWP), two national workshops were
organised. Also, EWP prepared a ,,Water Awareness Kit for children in Arabic and
English. The kit was missing a groundwater component that is prepared with the
assistance of the EDP staff. This useful awareness material, with a character named
"Drop of Water", has been distributed in schools throughout Egypt.
Flyers of single and double A4 page format have been produced, presenting, in a
rather il ustrative way, the basic project facts. These flyers are very appropriate for
decision makers and some of them for the general public. It is recommended to the
PM to produce a brochure, 4 to 8 pages in length, about the newly developed
methodology, to be distributed to relevant organisations such as ministries, research
institutes, universities and NGOs, in countries where the methodology might be
replicated.
The project has been promoted abroad at various occasions. For the regional impact
and a possible replication of developed methodology, the most important were Arab
Water Regional Conferences in 2004 and 2006 organised by CEDARE. In 2006, a
9 see Section 4.2.1
10 see also Session 3.5
11 Section 4.3.1
Eastern Desert Project
17 Final Evaluation Report
special session was dedicated to the EDP, extensively introducing the project to
regional water specialists and decision makers.
During the World Water Forum (WWF) in Mexico, the project was presented in the
World Bank session as an example of Best Practices. The project presentation in
Mexico, and also those held at GEF events in Brazil and India, were attended by the
project reviewer as well.
The EDP has produced an extensive project documentation that wil soon be made
available via the project portal. Final y, several articles have been published in
prominent international journals, which is an excellent promotional step for the project
and for the developed methodology.
Rating for the stakeholder participation, including dissemination: Highly Satisfactory
4.2.4 Financial Planning
IA own
Government
Other*
Total
Total
Co financing
Financing
Disbursement
Type/Source
(mill US$)
(mill US$)
(mill US$)
(mill US$)
(mill US$)
Planned
Actual
Plan.
Act.
Plan.
Act.
Plan.
Act.
Planned
Actual
Grants
0.83
0.83
0.83
0.83
0.83
0.74
Loans/
Concession
Credits
Equity
investment
In-kind support
0.59
1.29
0.06
0.59
1.35
1.35
Other (*)
Totals
0.83
0.83
0.59
1.29
0
0.06
1.42
2.18
2.18
An overview of financial planning is presented original y in the project document
(2002) and is summarized in the figure above. The document shows the breakdown
of the GEF grant of $0.83M by the type of the costs (e.g. personnel, training,
equipment, etc.), and the total project budget of $1.835M with activity breakdown.
According to the document, a part of the total budget is spent prior to the start of the
project (in total $0.415M, cash contribution). Hence, the available budget at the
beginning of the project was $0.83M (the GEF grant) and $0.59M (in-kind
contribution of NWRC and Cairo University). Accordingly, the total budget available
at the project inception time was $1.42M.
The amount reported in the project document of $1.835M is maintained in available
APRs (2005-2008) as the original y committed budget. The additional contribution to
the project, committed after the project document finalisation, amounts to $0.76M in
the APR for 2008. Hence, the total project budget, excluding contributions spent
before the inception was (1.42 + 0.76) 2.18 M$ as can be seen in the figure above.
The Ministry of Agriculture and Land Reclamation (MALR) contributed an additional
$0.30M, Ministry of Water Resources and Irrigation (MWRI) $0.40M and the US
Egypt Join Research Programme $0.06M. Most of the additional contribution
provided by the MWRI is spent on digging the wells in Wadi Dara, whereas the
MALR financed two production wells in Wadi El-Nakhil (the WFP project)12.
Expenditure of the additional contribution is not further elaborated in APRs.
According to the 2008 APR, disbursement of the GEF grant in June 2008 was
$0.74M. Using UNDP Combined Delivery Reports (2003-2007), both GEF and
12 see Section 4.2.3
Eastern Desert Project
18 Final Evaluation Report
governmental disbursement by activity can be followed, but only to a certain extent.
Therefore the table given above does not show the actual total disbursement. It is in
general, however, very difficult to keep a complete expenditure record of all
governmental in-kind contributions.
In this project a ,,delivery-based management is introduced, applying payment upon
completion of the project tasks. Based on APRs, Mid-Term Evaluation and the
interviews conducted during the final evaluation, it can be concluded that managing
the project through a task-based system and deliverable-oriented grant distribution is
seen as far more efficient than the lump-sum payment procedure.
The only major project component not delivered until now is ,,Assessment of adverse
ecological effects, originally budgeted for $0.053M. The cost of this activity should be
disbursed from the remaining GEF grant after the activity completion.
The amount and quality of work produced and the results achieved in this project
give a strong overall indication of the high cost-effectiveness of the project. In face of
the relatively low wage rates typical of the Egyptian labour market, the high
dedication and extraordinary effort made by the project team enabled the
accomplishment of the project.
4.3 Results
Some project findings are already presented in the previous sections on project
formulation and implementation (sections 4.1 and 4.2, respectively). This section
concentrates on the completion of project outcomes, as being specified in the project
document. Since the EDP is a targeted research project, attainment of the technical
research objectives, including the development of the Methodology, is evaluated
firstly (Section 4.3.1 below). The possibilities for replication of the methodology are
evaluated in the Section 4.3.2. Sustainability, addressed in Section 4.3.3 is very
much related to realisation of the project development objective. Final y, evaluation of
the contribution of this project to upgrading skil s of the national staff is given in the
closing result section (Section 4.3.4).
4.3.1 Achievement of objectives
The expected project results are listed in Section 3.5. Available APRs and the project
documentation confirm that all the expected results of the project have been
achieved, with exception of the ,,Assessment of adverse ecological effects that could
result from the exploitation of the investigated freshwater resources. It is understood
that this Environmental impact Assessment (EIA) wil be completed next month. Then
the conclusion can be drawn that this project has produced all the expected results
and achieved its immediate objective.
Execution of the EIA, which is not real y a technical research activity, was obviously
not a priority of the researchers at the Faculty of Engineering at Cairo University.
Besides, coupling of this regular project activity with additional, demanding and
original y not planned preparation of a development action plan slowed down the EIA
execution. Therefore, it has been decided to carry out the EIA solely and at the
regional level as an on-going activity.
The EDP was formulated as a Targeted Research Project (TRP). Accordingly, the
realisation of the research outputs (Project Document, Annex I) has been taken as
the main criterion for the evaluation of the project completion. Expected results in
Eastern Desert Project
19 Final Evaluation Report
terms of broader, development objectives can be evaluated only through the impact
that the project implementation and realised outputs have made (see Sustainability,
Section 4.3.2).
The methodology for developing groundwater resources in arid lands, as developed
in this project, consists of seven steps or stages:
1. Collection of all available relevant data (including geological, hydrogeological,
remote sensing and geochemical data sets) and their transformation into
common digital formats,
2. Addressing deficiencies in geochemical and isotopic data,
3. Development and utilisation of web-based Geographical Information System
(GIS) for data integration, assimilation and visualisation,
4. Development of conceptual models for groundwater exploration (This step
included identification of potential reservoir types and of criteria for their
analysis.),
5. Identification of potential reservoirs (using conceptual models developed in
the previous step),
6. Additional (mainly geophysical) field investigations in order to verify and refine
initial selection, and
7. Modelling to constrain runoff, recharge and discharge.
(A suggestion: the second step could also be called: ,,Analysis of water quality and its
origin and the seventh: ,,Numerical modelling of identified reservoirs and simulation
of development scenarios.)
From a hydrogeological point of view, the presented methodology consists of
,,classical and logical steps commonly used in hydrogeological investigations.
Focusing on techniques used in the methodology, one can argue whether one, for
example isotopic or geophysical, method is more suitable than the other, but as long
as the hydrogeological community cannot come up with a clearly prevailing
preference, a broad discussion within this project does not seem to be necessary.
Similar question could also be raised about an optimal extent of geophysical
investigations which are somehow often more promising than delivering.
Nevertheless, a very good step made by the project team has been to broadly
publicise and publish the methodology and its implementation. That allows
commenting and discussion about the methodology details in the international
research arena, where it eventual y belongs; outcomes of discussion can lead only to
improvements of the methodology.
Although ,,traditional with respect to it basic composition, the methodology holds a
number of very valuable novelties. One of them is certainly the integration. This is
clearly an integrated methodology and not an accidental col ection of various
methods and techniques. Implementation of the methodology steps from regional to
local assessment (including field verification) for Wadi Qena showed all the
advantages of an integrated approach. It should also be noted that field verification is
not the only verification procedure included in the methodology: e.g. regional
precipitation derived from satellite images (TRMM) is verified using available field
observations.
The structured use of contemporary global satellite data sets is one of the highlights
of the methodology. In areas characterised by a lack of field data, the use of
advanced satellite images to create mosaics such as digital elevation model and
precipitation coverage is simply the necessity for regional studies.
Eastern Desert Project
20 Final Evaluation Report
That EDP has been committed to the application of advanced technology is also
evident from development of an interactive web-based GIS application. Project data
is stored in an ORACLE database and original y deployed through ArcIMS platform of
the Western Michigan University. However, enthusiastic GIS developers of the
Information and Decision Support Dept of the MWRI were eager to implement a
modular and interactive (visualisation, processing and dissemination) tool. This has
resulted in the application of a technologically advanced ArcGIS server that is up and
running. Although there are stil chal enges ahead, such as copyrights from Egyptian
Survey Authority and possible implementation of OpenGIS, development of this
application is not only a fulfilment of immediate project objectives, but also very
important for the sustainability of project achievements13.
The EDP provided a solid regional study of the test area. However, the complete
methodology, including a local study steps, is applied only for several wadies. Further
local assessment in the area, which is very much needed, should be based on very
valuable information and experience obtained during the EDP execution.
The overall conclusion for the achievement of the immediate objective is: this project
has produced a sound methodology for the development of groundwater resources in
arid and semi-arid regions. The methodology is successfully tested in the region of
Eastern Desert in Egypt.
Rating for the achievement of objectives: Highly Satisfactory
4.3.2 Replicability
The methodology developed in this project could, and should, be used in the
development of groundwater resources in regions with comparable hydrological and
geological characteristics. The methodology consists of ,,classical steps commonly
used in hydrogeological investigations. It also contains novelties such as the
integration of technologies, structured use of satellite imagery and the
implementation of advanced ICT. As such, the formulated methodology is sufficiently
familiar and substantially innovative to attract specialists in the regions with similar
groundwater problems. Implementation and verification of the methodology within
this project also contributed to replicability of the methodology.
A success of reusing the EDP methodology elsewhere depends on several factors.
The availability of data is certainly one of the most important criteria. State of the
information regarding satellite imagery and cartography of the region needs to be
reviewed beforehand; it might happen that some pieces of information are not freely
available; the others need digitalisation or another kind of intensive pre-processing.
When the field data is too sparse, the results of the desk studies cannot be verified.
Besides, field investigations, such as monitoring and well development, are in
general costly, especially if conducted in remote areas.
The methodology is developed using a particular area, Eastern Desert, as a test site.
It could be that the methodology is not sufficiently elaborated to encompass specifics
that are not encountered in this case study. Hence, the methodology should be seen
as guidelines, to be implemented in practice according to the specifics of the new
case. Subsequently, new experiences can be used to improve and further elaborate
the methodology.
13 see Section 4.3.2
Eastern Desert Project
21 Final Evaluation Report
The guiding role of the newly developed methodology is very important. In many
regions some of the methodology steps have already been implemented. Thanks to
the methodology, the regional specialists now have an overview of all the required
steps, their role and contribution in the overall assessment. Particularly added value
of ,,novelties becomes clearer if those are embedded in an integrated methodology.
Eventual y, this should lead to easer decision-making and better groundwater
assessment. Whether the implementation of the methodology is cost-effective or not
for a certain region depends on many factors (the wealth of a country, the need for
groundwater development, available data and skil ed personnel, etc.). In any case,
this methodology provides valuable knowledge that would not became so easily
available without carrying out this project.
Al the information about the methodology is freely available for potential users and it
is in principle self-explanatory. Yet, cooperation with developers of the methodology
could be useful since the EDP team might provide training courses, specific guidance
or occasional consultations.
Rating for the replicability: Satisfactory
4.3.3 Sustainability
The benefits of the EDP wil certainly perpetuate after the project completion because
the project results are now being used routinely by two main institutions that are
engaged in the assessment and development of the groundwater resources in Egypt:
the Ministry of Water Resources and Irrigation, the agency primarily responsible for
the development of Egypts water resources and the Faculty of Engineering at Cairo
University that is largely responsible for advancing the research in this area. The
web-based information system provided within the Eastern Desert project will
certainly encourage and use EDP results Moreover, there is a Methodology
developed and promoted that can successfully be replicated in other locations within
Eastern Desert or in similar arid regions elsewhere.
Yet, more should be done to achieve a development project objective that is to
eventual y develop non-conventional water resources in this part of Egypt. The
development project objective was clearly stated in the project document but not
complemented with activities and the budget required for its achievement. Realising
a lacking of development activities in the project, the Mid-Term reviewers suggested
drafting a development plan that should build on gained technical knowledge and
include the socio-economic aspect of possible developments. The suggestion was
accepted and a Ministerial decree was issued on the establishment of an inter-
ministerial committee to carry out this task. Besides, the intention was to combine
this activity with the Environmental Impact Assessment (EIA) in order to immediately
scrutinise various development scenarios according to their environmental impact.
Unfortunately, the time required to undertake consultations with five ministries in
preparing and negotiating this activity was too long and the attempt to come up with a
development plan before the project completion had to be abandoned. Nevertheless,
according to the Head of Planning Sector of MWRI, the intention is to incorporate
findings of this project into the National Water Resources Plan (NWRP) that is
currently under revision.
Attempting to realise a development plan for Eastern Desert within this project was
too ambitious, but the project team has carried out several development activities.
For instance, the project team has successfully established four local user
associations. Further, in Wadi El-Nakhil the project team assisted a WFP project
Eastern Desert Project
22 Final Evaluation Report
Development of Bedouin Communities to successfully locate the production wells.
The wells are financed by the Ministry of Agriculture and Land Reclamation, who is
executing this WFP project. Apparently there is obvious wil ingness and the need for
continuous assistance of Cairo University, supported by UNDP, and MWRI to the
WFP project, since the latter encompasses a number of potential locations for
settlement of Bedouin communities.
No financial and economics instruments have been established specifically to this
project to ensure the on-going flow of benefits once the GEF assistance ends.
Unfortunately, this is often a case in both developed and less-developed countries
and it can be seen as one of the shortcomings of the project-based way of working.
Once the project is completed, the care about the project results and further
development should be taken by involved organisations. However, without clear
arrangements, no guarantees can be given about a proper maintenance and further
developments of the project results. The technical project results such as software
applications should preferably be maintained by governmental organisations to
enable continuity and non-project related budget rather than consultancies. The good
example of this project is placement of the project portal and related applications at
the MWRI.
During the Final Dissemination Workshop held in December 2008, the government
officials, including HE Minister of WRI and the Chairman of the Land Use Council
were very positive about the project results in terms of replicability and the need for
developed methodology. Although no concrete arrangements have been made yet,
these statements are very encouraging with respect to beneficial use of project
results on the long term.
Rating for the sustainability: Satisfactory
4.3.4 Contribution to upgrading skills of the national
staff
As an integral part of the project, an extensive training program has been organised
on a number of subjects such as remote sensing, geophysics, surface water
modelling (with Watershed Model ing System WMS software), groundwater modelling
(with Groundwater Modelling System GMS software), groundwater assessment and
meteorology.
Most of the trainings lasted 3-6 days, having in average around ten participants.
According to information obtained during the interviews, the participants found the
courses useful, especially the training on remote sensing. This is an indication about
the quality of the course and the contribution of UWM to the technology transfer, but
also of a recognised value of remote sensing investigation techniques in arid and
semi-arid areas. Indeed, the EDP confirmed that the upgrade of remote sensing
knowledge and its application was very useful.
Interviewed participants were very positive about practicality of the training and the
training handouts (,,I stil use them). Some suggestions for improvement of the
trainings include:
Level of the covered material could be more in-depth.
Composition of the trainers team could be more diverse, e.g. chemical and
agricultural specialists could be included as well.
Size of the trainers team could be larger.
Eastern Desert Project
23 Final Evaluation Report
There is a strong desire from the governmental partners in the project to hold future
trainings not only at the university, but also in the ministerial departments and
research institutes. These ,,in-company trainings are very common in industry and
financing, and less in the world of research. Nevertheless, they can be tailored
according to organisational needs and indeed valuable to attend for the participants.
Besides, already developed course material can be reused in these training.
Contribution of this project to upgrading skil s of the national staff goes far beyond the
formal trainings. According to the interviewees, execution of the project has been
very educational. Some of them see the implementation of the developed
methodology as a road from ,,theory to practice. Besides, several young researchers
have been involved in the project; they got a chance not only to enlarge their content
knowledge but also to develop their project management and communication skil s.
In meantime, some of them already proved their qualities also internationally. The
contribution of the University of Western Michigan to the transfer of technology and
the upgrading skil s of the national staff in Egypt was substantial.
Eastern Desert Project
24 Final Evaluation Report
5.0 Recommendations
The first set of recommendations is related to the completion of the project:
Environmental Impact Assessment needs to be rounded off. Al the expected
results of the project have been achieved with exception of the ,,Assessment
of adverse ecological effects that could result from the exploitation of the
investigated freshwater resources. This activity should be carried out solely
(i.e. without coupling with any additional activity) and pragmatical y, having in
mind the necessity to officially complete the project.
A final project report needs to be completed.
The final project report should include a summary of baseline conditions at
the beginning of the project execution (2002).
It is recommended to the EDP project manager to produce a brochure (4-8
pages in the length) about the Methodology for Developing Groundwater
Resources in Arid Lands; subsequently, the brochure should be distributed to
relevant organisations (ministries, research institutes, universities, NGOs) in
the countries where this methodology might be replicated.
The following set of recommendations is about the embedding of the developed
methodology at the MWRI and Cairo University, and about further implementation of
developed methodology in Egypt:
Additional field investigations in Eastern Desert should be planned and
executed. The EDP provided a solid regional study of the test area. However,
a complete methodology (including a local study steps) is applied only for
several wadies. In the next phase of the project, about 20-30 wells should be
drilled and constructed in all major types of potential groundwater reservoirs.
These production wells wil also be used for the definition of hydraulic
properties and for the monitoring. The location planning of the wells needs
coordination with Ministry of Housing, Utilities and Urban Development and
perhaps with the WFP project (see below).
Developed methodology should be applied in the Sinai Peninsula (in synergy
with the on-going assessment of groundwater potential in that region).
Moreover, further contacts should be made with neighbouring countries to
ensure extrapolation of the EDP results to the region14.
The web-based information system developed in this project should be
regularly updated and extended to accommodate data from other regions in
Egypt.
Realisation of a development action plan for Eastern Desert needs to be
continued with revival of inter-ministerial committee and under coordination of
the Planning Sector of the MWRI. The EDP findings should be incorporated in
the currently revised National Water Resources Plan in such a way as to
guide further water resources developments in Eastern Desert region of
Egypt. The plan should assess the prospects regarding both, the locations of
14 see the recommendation on brochure
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25 Final Evaluation Report
further developments and the possible water use (i.e. water supply, tourism,
agriculture, etc). The latter should be carried out with awareness that each
drop of water belonging to this fragile resource is precious. Moreover,
developed resources should be made available to local population who knows
how to maximise a value of scarce resources.
A joint proposal could be made regarding a further cooperation between the
EDP and the WFP project and submitted to both the MWRI and MALR with a
request for joint financing from these two, and perhaps also other, ministries.
In Wadi El-Nakhil the EDP assisted a WFP project Development of Bedouin
Communities to successfully locate the production wells. The wells were
financed by the Ministry of Agriculture and Land Reclamation, who is
executing this WFP project. Apparently, there is obvious wil ingness and the
need for continuous assistance of the EDP to the WFP project, since the
latter encompasses a number of potential locations for settlement of Bedouin
communities.
The final set of recommendation is for the potential users of the methodology for
developing groundwater resources in arid lands as developed in this project:
The methodology consists of ,,classical and logical steps commonly used in
hydrogeological investigations. It also contains a number of very useful
novelties such as the integration of technologies, the structured use of
satellite imagery and the implementation of advanced ICT. This should
certainly be used while developing groundwater resources in similar arid and
semi-arid regions.
The methodology is clearly integrated, and not an accidental collection of
various methods and techniques. Implementation of the methodology steps
from regional to local assessment, including field verification, shows all the
advantages of an integrated approach.
The structured use of contemporary global satel ite data sets is one of the
highlights of the methodology. In areas characterised by a lack of field data,
the use of advanced satellite images to create mosaics such as digital
elevation model and precipitation coverage is simply the necessity for
regional studies. Data copyrights and costs of data processing could be
constrains for implementation of satellite imagery.
Development of a web-based portal for data and information storage,
visualisation, processing and dissemination is of extreme importance for the
fulfilment of immediate and development objectives of the project. Such a
portal is very helpful in the preservation of achieved project results and their
use as a basis for future investigations. The databases behind the portal are
augmentative, ensuring, in technological terms, continuity and enlargement of
knowledge about the area. Development of such a web-based database is
very much encouraged.
Eastern Desert Project
26 Final Evaluation Report
6.0 Lessons Learnt
This closing chapter of the evaluation report contains some lessons that are leant
during the formulation and implementation of the Eastern Desert Project. This
valuable experience should be kept in mind during further groundwater explorations
in Eastern Desert of Egypt, but also while preparing similar GEF/UNDP projects
worldwide. Therefore, a GEF International Waters Experience Note is prepared and
made available on-line via the website http://www.iwlearn.org/. The main lessons
learnt are listed below:
Continuity in terms of time and people involved in the project should be
secured as much as possible during both the formulation and implementation
of the project. Although the commitment to the project was made by
organisations, and not individuals, the change of personnel was not helpful to
the project, also because the Project Document does not contain elaborated
partner agreements. Project continuity and the team spirit also did not benefit
from the regular changes in the Steering Committee and in the management
of some governmental departments and sectors during the project execution.
In complex projects, where various organisations and various disciplines join
to achieve common goals, the agreements on the roles, responsibilities and
ownership of the future partners need to be included in a project document.
That would substantially speed up elaboration of the project tasks and the
actual commence of the project. Definition and assignment of the EDP project
tasks (described in the Inception Report) took more of six moths, mostly due
to intensive negotiation among the project partners.
Management of the project through a task-based, deliverable-oriented grant
distribution appears to be far more efficient that the lump-sum payment
procedure. In this project a ,,delivery-based management is introduced,
applying payment upon completion of the project tasks. Also for that reason,
the project tasks need to be clearly elaborated in the Inception Report.
Feasibility of possible additional, unplanned and unbudgeted, project activities
should be carefully examined in terms of required resources. In this project, a
recommendation of the Mid-Term Evaluation to embark on a socio-economic
and policy aspect of the project was followed. Although some success has
been achieved such as the formation of local user associations, a production
of a development action plan was obviously too ambitious. Moreover, this
additional activity was coupled with a regular project activity (Environmental
Impact Assessment), putting an extra burden on the project. Any additional
activity.
Non-technical activities required to contribute to the achievement of a long-
term development objective also need to be specified and budgeted in the
project document. In the Eastern Desert Project, a development aspect of the
problem is used merely as a framework for the research, technical objective,
without any elaboration of development related activities. Nevertheless, the
realisation of the EDP technical objectives certainly contributed to
achievement of the EDP development objective that is to develop of non-
conventional water resources in Egypt.
The Eastern Desert Project makes a unique example of the development of
the equal project partnership between Cairo University and the governmental
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27 Final Evaluation Report
departments/institutes. This precedent should be appreciated and further
developed in practice. Assigning a leadership of the project to Cairo
University was instrumental to this positive development. In principle, the
affiliation of the project manager should not be important as long as the
project objectives and the personal skil s are used as the main criterion for the
selection. The Eastern Desert Project is targeted, applied, technical research
project and the selection of a PM from Cairo University was a logical choice. If
the realisation of the project development objective was elaborated through a
set of budgeted activities, the positioning of the PM role within a
governmental department or institute might have been more appropriate.
Another option could be, if in accordance with UNDP regulations, to appoint
two Principal Investigators (PI) who would work under UNDP authority.
***
During the final evaluation interviews (see Appendix III and IV), the EDP staff was
asked about their personal best and worse experience during this project. Two
responses will be mentioned here, being found essential for this project, but also for
many other GEF/UNDP project worldwide:
Interviewee 1:
The worst experience: when we cannot agree.
The best experience: when we agree and do it together.
Interviewee 2:
The worst experience: when we dril a well and dont find the water.
The best experience: when we find the water.
Eastern Desert Project
28 Final Evaluation Report
Appendix I Terms of Reference
Terms of Reference for Final Evaluation
Developing Renewable Groundwater Resources in
Arid Lands,
A Pilot Case- the Eastern Desert of Egypt Project
(PIMS 1815 - 00012358)
I. INTRODUCTION
The Eastern Desert project is a targeted research project that is funded through the
Global Environmental Facility (GEF), implemented through the United Nations
Development Programme (UNDP) and executed by Cairo University in collaboration
with the Ministry of Water Resources and Irrigation in Egypt. It aims to develop a
replicable model for demonstrating different approaches for the integration of
renewable groundwater resources of watersheds into national water budgets in arid
regions.
The project conducts comprehensive investigations to evaluate the potential and extent
of alternative water resources arising from sporadic precipitation over large watersheds
in arid and semi-arid areas using the Eastern Desert of Egypt as a pilot site. Several
techniques are used in this context, including the analysis of satel ite images and digital
elevation data, surface and groundwater modeling, seismic, dril ing data and field
observations. Tasks inferred by the project include rainfall analysis and prediction of
design storms, geo-chemical and isotopic analysis of groundwater samples to
determine its source, soil sampling, infiltration tests, remote sensing tasks to develop
co registered mosaics for geology, land use, soil, and elevations of the entire Eastern
Desert of Egypt, surface water modeling for al major wadies (narrow val eys),
computation of recharge to quaternary basins, geophysical tests, groundwater
modeling, and exploration of development scenarios.
The project intended to develop procedures that could be used to accurately estimate
the available groundwater water resources, its distribution, quantity, and
development potential. They could be applied in Egypt as wel as in neighboring
countries to enable planning for water resources management with minimum
environmental, financial, and social risks. Thus, this project is geared to assist the
Government of Egypt and, through replication, other countries with similar bio-
climatic conditions and hydrological regimes in achieving national goals and
policies to meet increased demand of water, and provides valuable input to the
national water resources management strategies and plans.
After six years of implementation the project has now reached is closing date and is
initiating a terminal evaluation in line with UNDP and GEF policies.
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; i ) to provide a basis
for decision making on necessary amendments and improvements; i i) to promote
accountability for resource use; and iv) 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.
Eastern Desert Project
29 Final Evaluation Report
periodic monitoring of indicators -, or as specific time-bound exercises such as mid-
term reviews, audit reports and final evaluations.
In accordance with UNDP/GEF M&E policies and procedures, all regular and
medium-sized projects supported by the GEF should undergo a final evaluation upon
completion of implementation.
Final evaluations are intended to assess the relevance, performance and success of
the project. They look at early signs of potential impact and sustainability of results,
including the contribution to capacity development and the achievement of global
environmental goals. They wil also identify/document lessons learned and make
recommendations that might improve design and implementation of other
UNDP/GEF projects.
II. OBJECTIVES OF THE EVALUATION
As an integral part of the project implementation cycle, UNDP has initiated a final
evaluation that wil analyze the achievements of the project against its original
objectives while providing donors, government and project partners with an
independent review of project final outputs. The evaluation will review technical and
managerial aspects and consider issues of effectiveness, efficiency, relevance,
impact and sustainability. The evaluation will identify factors that have facilitated
and/or impeded the achievement of objectives and should result in recommendations
and lessons learned that will help in re-orienting and re-prioritizing project activities
and managerial arrangements as needed.
III. PRODUCTS EXPECTED FROM THE EVALUATION
Two main products are expected of the final evaluation; (i) a comprehensive report;
(i ) a GEF International Waters Experience Note. The final evaluation should provide
an overall rating of achievement of the projects objectives.
The final evaluation will be structured according to the following outline, as detailed in
Section VII:
1
Executive summary
2
Introduction
3
The project(s) and its development context
4
Findings and Conclusions
4.1 Project formulation
4.2 Implementation
4.3 Results
5
Recommendations
6
Lessons learned
7
Annexes
The final evaluation report should not exceed 50 pages excluding annexes and will
be submitted to UNDP Egypt, two weeks after the end of the mission. The report wil
be circulated for two weeks to the government counterparts and project management
unit to verify factual statements. Meanwhile any discrepancies between the
impressions and findings of the evaluation team and the aforementioned parties
these should be explained in an annex attached to the final report.
The GEF International Waters Experience Note wil focus on a specific process,
theme or best practice of the project worthy of documenting for replication and/or
learning throughout the project. This being a demonstration project, the experience
note is expected to capture its value. The final selection of the topic will be
Eastern Desert Project
30 Final Evaluation Report
undertaken through a consultative process between the project manager, national
counterpart and UNDP country office and regional coordination unit. The template of
the experience note will be provided to the consultant ahead of time in order to
provide an idea of the content and issues that need to be looked at during the
evaluation.
IV. METHODOLOGY OR EVALUATION APPROACH
The evaluation wil be based on information obtained from reviewing documents such
as the project document, project brief, quarterly progress reports, Annual Project
Reports (APR), Project Implementation Reports (PIR) and minutes from Tripartite
Review, Project Technical Reports and minutes from relevant meetings. The mission
should also rely on information gathered through field visits, if deemed necessary,
and interviews with target beneficiaries and project staff including government
officials, University professors and/or consultants. Interviews should include Cairo
University, Ministry of Water Resources and Irrigation (National Water Research
Centre, Groundwater Sector, and Central Information Unit), Michigan University and
UNDP. Furthermore, the consultant is expected to contact international research
centers, academic institutions and other relevant organizations that can provide a
professional opinion on the merits and significance of the project and its
methodology. The methodology that wil be used by the evaluator should be
presented in the report in detail. It shal include scrupulous information on
documentation review, interviews held; field visits; participatory techniques and other
approaches for the gathering and analysis of data.
V. EVALUATION TEAM
The final evaluation will be carried out by an independent international consultant that
has not participated in the project preparation and/or implementation and does not
have any conflict of interest with project related activities. The expert wil be
responsible for conducting a mission to Egypt to meet with the stakeholders, and wil
be responsible for drafting and finalizing the report.
The appropriate evaluator for this assignment shal be a water resources specialist
with technical expertise recognized at international level. S/He must have an
advanced university degree preferably in engineering/ water science fields with 10-15
years of relevant experience preferably in the groundwater sector and technical
issues related to water in developing countries, remote sensing and computer
modelling. Previous involvement and understanding of UNDP and GEF procedures
is an advantage and extensive international experience in the fields of project
formulation, execution, and evaluation is required; experience in science to policy
linkages would be welcome. The consultant should be fluent in English and possess
strong technical writing and analytical skil s coupled with relevant experience in
results-based monitoring and evaluation techniques. The consultants acquaintance
with general water resources development related information in Egypt and in
particular groundwater is preferred.
VI.
IMPLEMENTATION ARRANGEMENTS
UNDP Egypt wil contract the consultant and be responsible for liaising with the
project team to set up stakeholder interviews, arrange field visits, coordinate with the
Government and ensure the timely provision of per diems and travel arrangements.
The consultancy will be for 22 working days and the activities and timeframe are
broken down as follows:
Activity
Timeframe and responsible party
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31 Final Evaluation Report
Desk review
4 working days
Mission to Egypt including field visits
6 working days
interviews to the stakeholder
Writing draft report
8 working days
Finalization of the evaluation report 4 working days
(incorporating comments received on first
draft)
VII.
SCOPE OF THE EVALUATION- SPECIFIC ISSUES TO BE ADDRESSED
The scope of evaluation includes 2 principal components:
analysis of the attainment of global environment objectives, outcomes, impacts,
project objectives and delivery and completion of project outputs (based on
indicators);
evaluation of project achievements according to GEF Project Review Criteria:
o Implementation approach;
o Country ownership/driveness;
o Stakeholder participation/Public involvement;
o Sustainability;
o Replication approach;
o Financial planning;
o Cost-effectiveness;
o Monitoring and evaluation
An annex providing more detailed guidance on terminology and the GEF Project
review Criteria is an integral part of this ToRs and is provided in Annex 1.
Please note that some of the categories in the findings and conclusions need to be
rated in conformity with the GEF guidelines for final evaluations. The detailed outline
of the report should be as follows:
1. Executive summary
Brief description of project
Context and purpose of the evaluation
Main conclusions, recommendations and lessons learned
2. Introduction
Purpose of the evaluation
Key issues addressed
Methodology of the evaluation
Structure of the evaluation
3. The project(s) and its development context
Project start and its duration
Problems that the project seek to address
Immediate and development objectives of the project
Main stakeholders
Results expected
4. Findings and Conclusions
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32 Final Evaluation Report
In addition to a descriptive assessment, all criteria marked with (R) should be rated
using the following divisions: Highly Satisfactory, Satisfactory, Marginal y
Satisfactory, Marginal y Unsatisfactory, Unsatisfactory, Highly Unsatisfactory
4.1.
Project Formulation
Conceptualization/Design (R). This should assess the approach used in design and
an appreciation of the appropriateness of problem conceptualization and whether the
selected intervention strategy addressed the root causes and principal threats in the
project area. It should also include an assessment of the logical framework and
whether the different project components and activities proposed to achieve the
objective were appropriate, viable and responded to contextual institutional, legal and
regulatory settings of the project. It should also assess the indicators defined for
guiding implementation and measurement of achievement and whether lessons from
other relevant projects (e.g., same focal area) were incorporated into project design.
Country-ownership/Driveness. Assess the extent to which the project
idea/conceptualization had its origin within national, sectoral and development plans
and focuses on national environment and development interests.
Stakeholder participation (R) Assess information dissemination, consultation, and
"stakeholder" participation in design stages.
Replication approach (R) Determine the ways in which lessons and experiences
coming out of the project were/are to be replicated or scaled up in the design and
implementation of other projects (this is also related to actual practices undertaken
during implementation).
Other aspects to assess in the review of Project formulation approaches would be
UNDP comparative advantage as IA for this project; the consideration of linkages
between projects and other interventions within the sector and the definition of clear
and appropriate management arrangements at the design stage.
4.2. Project Implementation
Implementation Approach (R). This should include assessments of the following
aspects:
(i) The use of the logical framework as a management tool during
implementation and any changes made to this as a response to changing
conditions and/or feedback from M and E activities if required.
(i ) Other elements that indicate adaptive management such as comprehensive and
realistic work plans routinely developed that reflect adaptive management and/or risk
monitoring and management/mitigation; changes in management arrangements to
enhance implementation.
(i i) The project's use/establishment of electronic information technologies to
support implementation, participation and monitoring, as well as other project
activities.
(iv) The general operational relationships between the institutions involved and
others and how these relationships have contributed to effective
implementation and achievement of project objectives.
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33 Final Evaluation Report
(v) Technical capacities associated with the project and their role in project
development, management and achievements.
Monitoring and evaluation (R). Including an assessment as to whether there has
been adequate periodic oversight of activities during implementation to establish the
extent to which inputs, work schedules, other required actions and outputs are
proceeding according to plan; whether formal evaluations have been held and
whether action has been taken on the results of this monitoring oversight and
evaluation reports.
Stakeholder participation (R). This should include assessments of the mechanisms
for information dissemination in project implementation and the extent of stakeholder
participation in management, emphasizing the following:
(i) The production and dissemination of information generated by the project.
(i )Local resource users and NGOs participation in project implementation and
decision making and an analysis of the strengths and weaknesses of the approach
adopted by the project in this arena.
(i i) The establishment of partnerships and collaborative relationships developed by
the project with local, national and international entities and the effects they have had
on project implementation.
(iv) Involvement of governmental institutions in project implementation, the extent of
governmental support of the project.
(v) The involvement of the project steering committee and the extent to which
resource persons of the steering committee have been leveraged to support the
project in achieving its objectives, ensuring national ownership, leveraging co-
financing and managing constraints.
Financial Planning: Including an assessment of:
(i) The actual project cost by objectives, outputs, activities
(i ) The cost-effectiveness of achievements
(i i) Financial management (including disbursement issues)
(iv) Co-financing
Execution and implementation modalities. This should consider the effectiveness of
the UNDP counterpart and Project Co-ordination Unit participation in selection,
recruitment, assignment of experts, consultants and national counterpart staff
members and in the definition of tasks and responsibilities; quantity, quality and
timeliness of inputs for the project with respect to execution responsibilities,
enactment of necessary legislation and budgetary provisions and extent to which
these may have affected implementation and sustainability of the Project; quality and
timeliness of inputs by UNDP and GoC and other parties responsible for providing
inputs to the project, and the extent to which this may have affected the smooth
implementation of the project.
4.3. Results
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34 Final Evaluation Report
Attainment of Outcomes/ Achievement of objectives (R): Including a description and
rating of the extent to which the project's objectives (environmental and
developmental) were achieved using Highly Satisfactory, Satisfactory, Marginal y
Satisfactory, Marginal y Unsatisfactory, Unsatisfactory, Highly Unsatisfactory ratings.
If the project did not establish a baseline (initial conditions), the evaluators should
seek to determine it through the use of special methodologies so that achievements,
results and impacts can be properly established.
This section should also include reviews of the following:
Sustainability: Including an appreciation of the extent to which benefits continue,
within or outside the project domain after GEF assistance/external assistance has
come to an end. Relevant factors include for example: development of a
sustainability strategy, establishment of financial and economic instruments and
mechanisms, mainstreaming project objectives into the economy or community
production activities.
Contribution to upgrading skil s of the national staff: particular attention wil be given
to impact evaluation of capacity building activities of the project, namely the
subsequent use and application of training received and extent of integration of
practices and approaches promoted by the project into routine trainee work.
5. Recommendations
Corrective actions for the design, implementation, monitoring and evaluation of
similar projects
Actions to follow up or reinforce initial benefits from the project
Proposals for future directions underlining main objectives
6. Lessons learned
This should highlight the best and worst practices in addressing issues relating to
relevance, performance and success.
7. Evaluation report Annexes
Evaluation TORs
Itinerary
List of persons interviewed
Summary of field visits
List of documents reviewed
Questionnaire used and summary of results
Comments by stakeholders (only in case of discrepancies with evaluation findings
and conclusions)
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35 Final Evaluation Report
Appendix II Itinerary
Eastern Desert Project
36 Final Evaluation Report
Appendix III List of interviewees
Dr. Ahmad Wagdy, Project Manager, Cairo University
Dr. Mohamed Bayoumi, (Project Overseeing & Monitoring) Assistant Resident
Representative UNDP
Dr Mohamed Sultan, external consultant, Western Michigan University
Dr. Nahed El-Araby, Director RIGW
Dr. Mahamed Abdel-Motaleb, Head Planning Sector MWRI, a former head of
WRRI
Dr. Mohamed Ramy, Director Info & DS Dept. MWRI
Geo. Shaymaa Ahmed, geologist, Groundwater Sector MWRI
Gen. Ahmed El-Molla, Project Manager of WFP-project, MALR
Dr. Hisham Bekhit, Assistant professor, Cairo University
Eng. Ibrahim El-Hefnawi, Teaching Assistant, Cairo University
Eng. Hany Gomaa, Teaching Assistant, Cairo University
Eng. Mohamed El-Kordy, Teaching Assistant, Cairo University
Dr. Sameh Affifi, (Mid-Term Review coauthor) UNDP
Dr. Khaled Abu Zeid, Water Resources Management Expert, CEDARE
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37 Final Evaluation Report
Appendix IV - Questionnaire used and summary of
results
Questionnaire
Interview no:
Datum and place:
Name of interviewee:
Relation to the project:
(At the beginning of the interview the evaluator explains the purpose of the final
project evaluation and the role of interviews, being an integral part of the final
evaluation).
Project Formulation
Were you involved in project formulation and if so - do you have any
remarks regarding the project design, country-ownership/driveness and
stakeholder participation at that stage of the project?
Did a project design phase include experience and lesson learned from
previous UNDP/GEF projects?
Did you have sufficient overview of previous investigations in order to
establish baseline conditions?
Project Implementation
Could you say something about the implementation approach used in this
project?
o Was the framework logical (note: refer to tasks defined in the
Inception Report)?
o Was the project execution sufficiently adaptive to changing conditions
(e.g. available technical capacity, relationships among the institutions
involved, etc.)?
Could you briefly elaborate monitoring and evaluation procedure used in this
project and give your reflection on its effectiveness?
How was in your view- the cooperation in this project? Were all the project
parties (i.e. stakeholders) sufficiently involved and committed to the project?
Were you involved in the project financial planning and/or the financial
management and administration? If so, could you pinpoint any project activity
having major discrepancy between planned and actual costs? Were the
activities (and the project as whole) cost-effective? Did the retroactive
disbursement influence the cost-effectiveness of the project? Was to your
knowledge - any co-financing to the project?
Project Results
Has the project (to your knowledge) achieved the project objectives? Has the
project activity you were involved in achieved its objective?
What are the main benefits of this project? (Note: content/hydrogeological
achievements, cooperation, upgrading skil s, etc.)
Do you see those benefits extending after a project completion? (Note:
combine with Recommendations)
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38 Final Evaluation Report
Do you see chances for extension/continuation of this project? (Note:
combine with Recommendations)
Recommendations and Lessons Learned
What actions should be taken to ensure continuation of the benefits of this
project? Do you have any concrete suggestion/proposal regarding the
financing of the project continuation?
If there was a possibility for continuation of the project, what activities would
you suggest?
What is your best and the worst experience regarding this project?
What would you do differently if you were to begin this project again?
Summary of the results
In total fourteen interviewed were conducted during this evaluation. Al of them
(except one with Dr. Sultan) took place during the Final Dissemination Workshop in
El-Sokhna (24-25.12.2008) and the following three days in Cairo.
The questionnaire was prepared beforehand, mostly based on the ToR content and
experience of the evaluator. As expected, it was not possible to strictly follow the
predefined questionnaire because of very diverse roles that individual interviewees
were having in the project. Besides, the time for the interviews during the workshop
was quite limited and for the evaluator was the most important to hear the genuine
impressions about the project. Therefore, only a few "compulsory" questions are put
to all the interviewees.
Al the interviews (with no exception) were very cooperative and keen to express their
view on the project. Depending on their role in the project, most of them very quickly
concentrated on issues such as technical project content, cooperation among the
stakeholders, training and dissemination. The individual comments were interwoven
in the Final Evaluation Report. (Next to the project documentation, interviews were
the most important source of information for the final evaluation.)
In general, all the interviewees expressed their appreciation of the project. While
doing that, some interviewees were more enthusiastic, and others were more
cautious about extend of the success. Nevertheless, it can clearly be stated that the
conducted interviews have confirmed success of the project.
Eastern Desert Project
39 Final Evaluation Report
Appendix V References
Developing Renewable Groundwater Resources in Arid lands; A Pilot Case
Study the Eastern Desert, Project Document, 2002.
Inception Report, October 2002
Annual Performance Report (APR) & Project Implementation Review (PIR) for
2005, 2006, 2007 and 2008
Developing Renewable Groundwater Resources in Arid lands; A Pilot Case
Study the Eastern Desert, Mid-Term Evaluation Report, Dr. Abdallah Droubi
and Dr. Sameh Afifi, 2006
EDP Report: Integrated Methodology, January 2008
EDP Report: Generation of the ArcGIS Server Web Application, January 2008
EDP Report: Local Assessment & field Verification for Wady Qena, January
2008
EDP Report: Suggested Dril ing Locations from Remote Sensing, GIS,
Geophysical and Field data, September 2007
EDP Report: Generation of ArcIMS web-based GIS, July 2007
EDP Report: Extension of Fossil Water Aquifers of the Golf of Suez Coastal
Plane along Red Sea Coastal Plane, July 2007
EDP Report: Field Geophysical Investigation (I), December 2006
EDP Report: Geophysical Investigations in Wadi Dara Area; Previous Studies
on Wadi Dara Area, August 2005
EDP Report: Input Data Report of Wadi Dara, August 2005
EDP Report: Geochemical and Isotopic Constraints on the Origin of the
Eastern Desert Groundwater, December 2004
EDP Report: Application of Remote Sensing and GIS Techniques for
Hydrological Investigation of Wade Systems in the Eastern Desert of Egypt,
November 2004
EDP Report: Sustainable Development of Wady Asuity: A groundwater Flow
Model, November 2004
EDP Report: Surface Water Modeling Tasks ( 2) 29-32 Wadi Sannour,
November 2004
EDP Report: Surface Water Modeling Tasks ( 2) 29-32 Wade Qena, October
2002
Eastern Desert Project
40 Final Evaluation Report
EDP Report: Surface Water Modeling Tasks ( 2) 29-32 ,Wade Abbad,
October 2002
An integrated approach for identifying aquifers in transcurrent fault systems:
The Najd shear system of the Arabian Nubian shield, Sultan M. et al, Journal
of Hydrology (2008) 349, 475 488.
Natural discharge: A key to sustainable utilization of fossil groundwater,
Sultan M. et all, Journal of Hydrology (2007) 335, 25 36
Project Flyers
Awareness material of Egyptian Water Partnership
Presentations from the Final Dissemination Workshop of Eastern Desert
Project, El-Sokhna (some presentations were made available, the evaluator
was present, taking notes)
Interview notes (fourteen interviews in total) with the project stakeholders
Website of the MWRI http://gis.mwri.gov.eg/gis
Website of the Western Michigan University http://www.esrs.wmich.edu
Eastern Desert Project
41 Final Evaluation Report
Appendix VI Summary of field visits
The Terms of Reference for the final evaluation states that ,,the mission should also
rely on information gathered through field visits, if deemed necessary. No field visits
were undertaken, primarily because due to the fact that very few evidences of the
project are physically present in the field (e.g. the wel s in the Wadi Qena). Checking
location of the wells, for instance, would not real y contribute the evaluation of the
project, and the costly time of the mission (the test sites are very remote) would be
substantial y reduced. The mission was therefore planned to coincide with the Final
Dissemination Workshop that is held in El-Sokhna, 24-25 of December 2008. The
rest of the 6-days mission was spent in Cairo, mostly conducted interviews at Cairo
University and UNDP.
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42 Final Evaluation Report