Climate Smart Urban Development

Report Cover Image
Evaluation Plan:
2021-2025, Serbia
Evaluation Type:
Final Project
Planned End Date:
08/2022
Completion Date:
08/2022
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
22,000

Share

Document Type Language Size Status Downloads
Download document ToR TE- Climate Smart Urban Development (GEF) .docx tor English 91.08 KB Posted 37
Download document CSUD Serbia TE Report.pdf report English 2799.61 KB Posted 35
Title Climate Smart Urban Development
Atlas Project Number: 87660
Evaluation Plan: 2021-2025, Serbia
Evaluation Type: Final Project
Status: Completed
Completion Date: 08/2022
Planned End Date: 08/2022
Management Response: Yes
Focus Area:
  • 1. Others
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 2.1.1 Low emission and climate resilient objectives addressed in national, sub-national and sectoral development plans and policies to promote economic diversification and green growth
Evaluation Budget(US $): 22,000
Source of Funding: GEF
Evaluation Expenditure(US $): 21,200
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Nationality
Natasa Markovska International Consultant
Tanja Popovicki National Consultant SERBIA
GEF Evaluation: Yes
GEF Project Title: Climate Smart Urban Development
Evaluation Type: Terminal Evaluation
Focal Area: Climate Change
Project Type: EA
GEF Phase: GEF-6
GEF Project ID: 00094603
PIMS Number: 5551
Key Stakeholders: Ministry of Environmental Protection
Countries: SERBIA
Lessons
Findings
Recommendations
1

Differentiate the projects to be supported in the following groups:

  • Group 1: Projects based on mature technology and have well established methodology for calculation of GHG reductions
  • Group 2: Projects with significant potential for social impact/behavioural changes

Group 3: Projects with pronounced focus on innovation

2

Publish targeted call for each of the different groups and define adequate key indicators for Group 2 and Group 3, like for example, “number of persons reported pro-environment behaviour” or “delivery of a patent (yes/no)”. Examples of key indictors: Include the Group 2 and Group 3 specific key indicators in the main Projects Results Framework, besides the “achievable GHG reductions” relevant for Group 1 only projects.

3

Prepare Manuals for Evaluators which will describe the general principles and procedures that will be used in the evaluation and selection of project proposals. The Manuals should include guidance and examples for all three project groups. Ideally, for each of the three project groups assign different experts for evaluation.

4

 Focus on additionality and GHG emissions reduction MRV component only for the Group 1 projects

5

Provide additional support to the selected beneficiaries for marketing and branding of their products and/or project results. Put more emphasizes on these elements when designing the challenge calls in future

6

Given the importance of communications for reaching out potential beneficiaries and stakeholders, plan communication component separately and include communications targeted line in the project budget

7

Take into consideration needs and capacities of LSGs more thoroughly during the preparatory or inception phase of the projects in order to avoid that some of them are not ready enough or not committed to participate fully into the project activities. Exchange and share regularly knowledge with SCTM (due to their position and knowledge regarding LSGs readiness, interests, needs and capacities) in order to minimize the potential risks related to LSGs involvement

8

In cases when the main goal is “opening data”, avoid supporting preparation of strategic and planning documents as their formal adoption is highly uncertain. Particularly, the strategic and planning documents which still does not represent a formal obligation for the beneficiary institution.  Instead, support Studies which will inform CSUD projects design, facilitate their implementation and measure their impacts.

9

When a LSG is PBP beneficiary, apply a modified/ customized contract model considering complex and unfriendly procurement procedures which introduce high risk of impeding project implementation.  For example, LSG should keep monitoring and supervision role, while a third entity should be in charge for implementation of the PBP agreement and procurement.

10

Organize more intensive campaigns with showcase events and other communication products presenting the LSG achievements under open data and innovation challenges.

Organize peer-to-peer trainings with most advanced LSGs from open data innovation challenge serving as trainers in order to motivative and capacitate the other LSGs to prepare applications for the calls. This will also enable transfer of knowledge and experiences from successful projects (Example: promotion of the solution for animal waste mapping and management in Sremska Mitrovica).

11

Given the wide scope of CSUD topic, enhance the interministerial cooperation/ engagement, particularly for CSUD open data challenge where a great portion of relevant data is in the domain of the Ministry of Mining and Energy

12

Maintain and enhance the partnerships with the umbrella institutions like SCTM (for LSGs) and Chamber of commerce and NALED (for private sector) enabling mutual exchanges and support, as well as for effective outreach through established networks and contacts.

13

Improve the prospects for cooperation and building partnerships and synergetic action with other Donors and national partners through:

  • Enhancing transparency of the Environment portfolio
  • Reinforcing the country and other stakeholders' ownership over the projects and their results

Highlighting the contributions of the projects from the Environment portfolio to the objectives of other portfolios, particularly contributions in terms of transparency, openness, inclusiveness which are drivers of Good Governance portfolio.

Management Response Documents
1. Recommendation:

Differentiate the projects to be supported in the following groups:

  • Group 1: Projects based on mature technology and have well established methodology for calculation of GHG reductions
  • Group 2: Projects with significant potential for social impact/behavioural changes

Group 3: Projects with pronounced focus on innovation

Management Response: [Added: 2022/10/21]

Fully accepted

Differentiation of the projects to be supported depends on the type of challenge call, namely, aim target groups and type of projects. Based on the experience of conducted challenge calls under the CSUD project, in the case of the first group projects should be focused on innovative solutions and business models, proposed by Public Utility Companies and the private sector, in the sectors which have already defined minimum best available technology (BAT), such as IPPC operators. The second group focused on the significant potential for social impact/behavioral changes and should include innovative solutions proposed by civil society organizations (CSOs) and research institutions. In this case potential for GHG emission reduction is minimal and cannot be calculated. The third group of projects should be mainly focused on the contribution of the research/scientific institutions and organizations to the green transformation of society. Therefore, the future project should include three different types of challenge calls. Project under the Group 1 will be supported by the Performance-Based Payments Agreements (PBPs) and project under Group 2 and Group 3 by Innovation awards. This recommendation was already identified by the Project team and is reflected in the new GEF 7-funded project “Reducing Community Carbon Footprint by a Circular Economy Approach in the Republic of Serbia” which started in March 2022

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Innovation Challenge Call for projects based on mature but innovative technology
[Added: 2022/10/21]
Project Team 2022/12 Initiated Call was published under new GEF 7 project
Innovation Challenge Call to source and support up to 10 innovative circular economy based low-carbon solutions proposed by the R&D sector
[Added: 2022/10/21]
Project Team 2022/12 Initiated Call will be published in November 2022 under new GEF 7 project
Innovation Challenge Call to source and support new initiatives for the integration of informal waste collectors in the waste management system
[Added: 2022/10/21]
Project Team 2023/06 Initiated Call will be in February 2023 published under new GEF 7 project
2. Recommendation:

Publish targeted call for each of the different groups and define adequate key indicators for Group 2 and Group 3, like for example, “number of persons reported pro-environment behaviour” or “delivery of a patent (yes/no)”. Examples of key indictors: Include the Group 2 and Group 3 specific key indicators in the main Projects Results Framework, besides the “achievable GHG reductions” relevant for Group 1 only projects.

Management Response: [Added: 2022/10/21]

Partially accepted

Innovation Challenge Calls for Group 2 and Group 3 will have specific indicators which can be reflected in the Project Results Framework. These indicators are not envisaged in the Results Framework of the new GEF funded project. However, by applying adaptive management response these indicators can be included in the addition to the one already defined and reflected in the mid-term review.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Updating the Project Results Framework of the new GEF funded project
[Added: 2022/10/21]
Project Team 2023/06 Initiated
3. Recommendation:

Prepare Manuals for Evaluators which will describe the general principles and procedures that will be used in the evaluation and selection of project proposals. The Manuals should include guidance and examples for all three project groups. Ideally, for each of the three project groups assign different experts for evaluation.

Management Response: [Added: 2022/10/21]

The Project team will apply this recommendation for Calls within the new GEF project. The team will engage a consultant with an experience in the evaluation of innovation projects, especially the one proposed by the research and development organizations. The Consultant shall develop a Manual for Evaluators for the Innovation Challenge Call for solutions proposed by the R&D sector and a Manual for Evaluators for Innovation Challenge Call for solutions proposed by informal waste collectors. Therefore, principles and indicators will be more specific and clear, and evaluation reports uniform

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Developing a Manual for Evaluators for Innovation Challenge Call for solutions proposed by the R&D sector
[Added: 2022/10/21]
Project Team 2022/12 Initiated Expert support shall be contracted
Developing a Manual for Evaluators for Innovation Challenge Call for solutions proposed by informal waste collectors
[Added: 2022/10/21]
Project Team 2023/05 Not Initiated Expert support shall be contracted
4. Recommendation:

 Focus on additionality and GHG emissions reduction MRV component only for the Group 1 projects

Management Response: [Added: 2022/10/21]

Partially accepted

The CSUD project was focused on supporting innovative solutions and business models as well as mobilizing private sector capital for climate & innovation-related development goals, which can have a far-reaching impact in attracting increasing private sector capital and co-financing for future UNDP and GEF-supported projects. The CSUD project coached and inspired the company to change, therefore, the overall project concept, and increase the GHG reduction capacity of their Project. It is noted that some stakeholders, who participated in the CSUD Incubator and Accelerator, also applied for the new Challenge Call under the new ongoing GEF-funded project with the proposal focused on scaling up, new investments and inclusion of new elements of circular economy and decarbonization. It is necessary to consider that the new project donor (GEF) limited co-financing to up to 20% of the project investment value. The project’s local GHG monitoring team will be supported by the projects’ international technical advisor. MRV system for tracking GHG emission reduction will be developed for the projects that will be co-financed by the PBPs Agreement and monitored during the implementation.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Development of methodology and project specific guidance for monitoring and evaluation of each new supported project in line with GEF guidelines and specific characteristics of each sector/sub-sector
[Added: 2022/10/21]
Project Team 2023/12 Not Initiated Expert support shall be contracted
Clarifying and strengthening the definition of additionality
[Added: 2022/10/21]
Project Team 2023/06 Not Initiated To be done in consultation with UNDP/GEF IRH/HQ M&E Units
5. Recommendation:

Provide additional support to the selected beneficiaries for marketing and branding of their products and/or project results. Put more emphasizes on these elements when designing the challenge calls in future

Management Response: [Added: 2022/10/21]

Partially accepted

CSUD Incubator and Accelerator programme included numerous workshops and training including marketing analysis and expert support in developing a marketing plan, pitching, and preparing PowerPoint presentations. Marketing and branding products and/or project results depend on the type of innovative solutions.

The project team will strengthen this type of technical support, with a focus on branding, in future challenge calls.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Updating Acceleration programme for the new challenge calls with emphasize on marketing and branding
[Added: 2022/10/21]
Project Team 2022/12 Initiated
6. Recommendation:

Given the importance of communications for reaching out potential beneficiaries and stakeholders, plan communication component separately and include communications targeted line in the project budget

Management Response: [Added: 2022/10/21]

Fully accepted

The Project team will strengthen the communication component in the new GEF project. The Communication consultant will update the Communication and Outreach Plan to elaborate on different communication channels to reach potential beneficiaries and stakeholders.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Updating the project outreach strategy for the new GEF project, including activities which can make challenge calls more attractive and applicable to different stakeholders
[Added: 2022/10/21]
Project Team 2023/05 Initiated
7. Recommendation:

Take into consideration needs and capacities of LSGs more thoroughly during the preparatory or inception phase of the projects in order to avoid that some of them are not ready enough or not committed to participate fully into the project activities. Exchange and share regularly knowledge with SCTM (due to their position and knowledge regarding LSGs readiness, interests, needs and capacities) in order to minimize the potential risks related to LSGs involvement

Management Response: [Added: 2022/10/21]

Fully accepted

The Project Team will extend established cooperation with SCTM through regular exchange meetings. The role of SCTM will be important for the implementation of project activities related to LSGs in the new GEF project. The focus will be on the readiness and commitments of LSGs in the waste management sector.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Strengthen cooperation with SCTM by regular exchange meetings (at least quarterly)
[Added: 2022/10/21]
Project Team 2023/05 Initiated
8. Recommendation:

In cases when the main goal is “opening data”, avoid supporting preparation of strategic and planning documents as their formal adoption is highly uncertain. Particularly, the strategic and planning documents which still does not represent a formal obligation for the beneficiary institution.  Instead, support Studies which will inform CSUD projects design, facilitate their implementation and measure their impacts.

Management Response: [Added: 2022/10/21]

The recommendation is fully accepted and will be reflected in the project design phase of the new projects, especially the one under development where the focus will also be on “opening data” of LSGs in the waste management sector by applying IT solutions.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Project team will incorporate different approach in opening data of cities and municipalities at the new project design phase
[Added: 2022/10/21]
Project Team 2023/09 Not Initiated
9. Recommendation:

When a LSG is PBP beneficiary, apply a modified/ customized contract model considering complex and unfriendly procurement procedures which introduce high risk of impeding project implementation.  For example, LSG should keep monitoring and supervision role, while a third entity should be in charge for implementation of the PBP agreement and procurement.

Management Response: [Added: 2022/10/21]

Partially accepted

PBPs Agreements have defined rules and procedures for all stakeholders, including LSGs. On the other hand, LSG must follow procurement procedures in line with national legislation. The recommendation that "LGS should keep a monitoring and supervision role while a third entity should be in charge of the implementation of the PBP agreement and procurement" can be applied to projects where a proposal is not related to local public services and activities under the jurisdiction of LSGs. In new projects, LSGs is a project partner to other stakeholders in the case that LSGs should provide a location for implementation of project activities if LSGs is in the Public Private Partnership and similar cases.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
For new GEF project potential role of LSGs will be evaluated and some correction measures proposed
[Added: 2022/10/21]
Project Team 2023/06 Initiated
10. Recommendation:

Organize more intensive campaigns with showcase events and other communication products presenting the LSG achievements under open data and innovation challenges.

Organize peer-to-peer trainings with most advanced LSGs from open data innovation challenge serving as trainers in order to motivative and capacitate the other LSGs to prepare applications for the calls. This will also enable transfer of knowledge and experiences from successful projects (Example: promotion of the solution for animal waste mapping and management in Sremska Mitrovica).

Management Response: [Added: 2022/10/21]

Fully accepted

A communication consultant, engaged in the inception phase of the implementation of the new GEF project, will update the existing outreach strategy defined in the Communication and outreach plan. New outreach activities will include the organization of peer-to-peer training for LSGs where cities and municipalities that participated in the CSUD Challenge Calls (open data, bio-waste management) will transfer their knowledge and experience. Moreover, specific training will be organized for exchanging knowledge between LSGs participating in the new GEF project.

The Project team will continue with the practice of making short videos on different innovative solutions, with a focus on projects proposed and implemented by the LSGs. Moreover, examples of good practices will continue to be showcased in public events and conferences.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Updating the project outreach strategy of new projects regularly to include activities which can make LSGs projects more attractive and applicable to other LSGs
[Added: 2022/10/21]
Project Team 2023/12 Initiated
The new project document was designed previewing a communication consultant since the beginning of the project
[Added: 2022/10/21]
Project Team 2022/09 Completed
11. Recommendation:

Given the wide scope of CSUD topic, enhance the interministerial cooperation/ engagement, particularly for CSUD open data challenge where a great portion of relevant data is in the domain of the Ministry of Mining and Energy

Management Response: [Added: 2022/10/21]

Partially accepted

Cooperation with other ministries started under the CSUD project will be strengthened during the implementation of the new ongoing projects started in 2022. Relevant ministers for decarbonization and green transformation of industry are part of Steering Committees of ongoing projects. New projects include strengthening the capacity of the Ministry of Mining and Energy for managing data relevant to the energy consumption of public institutions that were relevant for the CSUD open data challenge.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Strengthening cooperation with the Ministry of Mining and Energy in ongoing projects
[Added: 2022/10/21]
Project Team 2022/09 Completed
12. Recommendation:

Maintain and enhance the partnerships with the umbrella institutions like SCTM (for LSGs) and Chamber of commerce and NALED (for private sector) enabling mutual exchanges and support, as well as for effective outreach through established networks and contacts.

Management Response: [Added: 2022/10/21]

Partially accepted

The CSUD project has established good cooperation and partnership with the umbrella organization since the implementation phase. The Standing Conference of Towns and Municipalities (SCTM) was involved in the development of Local Low-Carbon development strategies. CSUD and SCTM organized different workshops for raising the capacity of LSGs. The CSUD project supported the Chamber of Commerce and Industry of Serbia (CCI) in establishing the Platform for the Circular Economy that was the base for the new GEF project. Moreover, CCi is a formal partner in new GEF 7 projects. The CSUD project cooperated with NALED in outreach activities related to food waste. The engagement plan for the new GEF project has already started. In this plan, it would be possible to establish a new approach to the duties and responsibilities of project partners. Moreover, SCTM and CCI are project partners in implementing project activities under the EU for the Green Agenda project, for exchanging information and organizing outreach activities, focusing on the circular economy

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Establishing partnership with umbrella institutions
[Added: 2022/10/21]
Project Team 2022/10 Completed
13. Recommendation:

Improve the prospects for cooperation and building partnerships and synergetic action with other Donors and national partners through:

  • Enhancing transparency of the Environment portfolio
  • Reinforcing the country and other stakeholders' ownership over the projects and their results

Highlighting the contributions of the projects from the Environment portfolio to the objectives of other portfolios, particularly contributions in terms of transparency, openness, inclusiveness which are drivers of Good Governance portfolio.

Management Response: [Added: 2022/10/21]

Fully accepted

Cooperation with the national partners and donors will be strengthened through the new projects started in 2022 and the ones under preparation. The Environmental portfolio has established good cooperation and relationship inside and outside CO, including the usage of internal resources and capacities in relevant areas (gender, digital etc.).

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Continuing and follow-up and cooperation with the Ministry of Environmental Protection
[Added: 2022/10/21]
Project Team 2023/12 Initiated
Continuing engagement with other portfolios, especially in the framework of gender analysis and gender-responsive actions and indicators
[Added: 2022/10/21]
Project Team 2023/12 Initiated

Latest Evaluations

Contact us

1 UN Plaza
DC1-20th Floor
New York, NY 10017
Tel. +1 646 781 4200
Fax. +1 646 781 4213
erc.support@undp.org