- Evaluation Plan:
- 2018-2022, Jordan
- Evaluation Type:
- Mid Term Project
- Planned End Date:
- 01/2021
- Completion Date:
- 03/2021
- Status:
- Completed
- Management Response:
- Yes
- Evaluation Budget(US $):
- 15,000
Migratory Soaring Birds II
| Document | Type | Language | Size | Status | Downloads |
|---|---|---|---|---|---|
 UNDP-GEF-MTR-TOR-MSBII+RFF_YdS.docx |
tor | English | 104.26 KB | Posted | 981 |
| Final MTR MSBII-clean.docx |
report | English | 2410.20 KB | Posted | 1044 |
| Title | Migratory Soaring Birds II | ||||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Atlas Project Number: | 00093761 | ||||||||||||||
| Evaluation Plan: | 2018-2022, Jordan | ||||||||||||||
| Evaluation Type: | Mid Term Project | ||||||||||||||
| Status: | Completed | ||||||||||||||
| Completion Date: | 03/2021 | ||||||||||||||
| Planned End Date: | 01/2021 | ||||||||||||||
| Management Response: | Yes | ||||||||||||||
| Focus Area: |
|
||||||||||||||
| Corporate Outcome and Output (UNDP Strategic Plan 2018-2021) |
|
||||||||||||||
| SDG Goal |
|
||||||||||||||
| SDG Target |
|
||||||||||||||
| Evaluation Budget(US $): | 15,000 | ||||||||||||||
| Source of Funding: | |||||||||||||||
| Evaluation Expenditure(US $): | 13,000 | ||||||||||||||
| Joint Programme: | No | ||||||||||||||
| Joint Evaluation: | No | ||||||||||||||
| Evaluation Team members: |
|
||||||||||||||
| GEF Evaluation: | Yes
|
||||||||||||||
| Key Stakeholders: | |||||||||||||||
| Countries: | JORDAN |
| Lessons | |
|---|---|
| Findings |
| Recommendations | |
|---|---|
| 1 | The findings of the awareness questionnaire recently shared with stakeholders to be used to set a realistic baseline for Component 1 indicator. Conduct a second questionnaire by project-end to measure awareness change in the selected focus group. |
| 2 | Brake down indicator target “flyway sensitive guidelines, best practices and related materials” per vehicle country to enable more accurate monitoring and better inform decision making. |
| 3 | Establish a new CMS related indicator to fully capture the work being done with the Convention. |
| 4 | Split component 1 indicator 1 target “Minimum 15 articles (and other media releases) in each country annually by project end” and 3 “At least 100 requests by project end” and component 2, indicator 5 target “2015 figure + minimum of 10 by project end for each national partner” by country and according to the reality in each country to ensure the target will be met”. |
| 5 | Split component 2 indicator 4 target “2015 baseline figure plus a minimum of 10 partnerships by project end for each national partner” by country differentiating between potential number of partnerships achievable per country and vehicle. |
| 6 | Link the outputs per component to the correspondent indicators for ease of monitoring. |
| 7 | Include the number of green jobs being generated directly or indirectly by the project at country level due to mainstreaming MSB conservation at the objective level as an indicator in the logframe. |
| 8 | Update the risks matrix to include new risks identified (high staff turn-over rate; COVID-19 effects and inflation) and propose adequate mitigation measures and monitor them throughout the remaining two years. |
| 9 | Work with UNDP Sudan to find a feasible financial solution to transfer the vehicle project funds to Sudan. |
| 10 | Lessons learnt from mix NGO and NEX execution vs higher delivery under complex situations (armed conflicts, financial and political crisis, etc) |
| 11 | Start working in 2021 on the flyway financial plan at the same time as with the exit strategy. Do not propose a tranche III of the project since it might not be considered sustainable. Start planning the “new phase” of the project. To do so consider a shift from mainstreaming conservation of MSB to enforcement of existing rules and regulations and generation of green jobs through conservation. |
| 12 | Consider looking into GEF private sector engagement strategy recently approved by the 59th meeting of GEF council or even the GCF. Both funds have as a priority to engage the private sector in conservation and mitigation, adaptation to climate change |
| 13 | Consider hiring more technical staff to support EEAA PMU and thus ensure activities are executed. |
| 14 | Ensure NCE’s participation in all capacity building exercises and find way to subcontract them to implement some of the activities |
| 15 | Focus the capacity building exercises on strengthening SWS capacities |
| 16 | Establish new vehicle selection criteria to ensure GEF resources are fully utilized within the remaining lifespan of the project. Besides importance, feasibility and effectiveness of mainstreaming, include efficiency, the good use of time and resources in a way that does not waste any and there is assurance that the funds can be utilized by 2022. |
| 17 | Identify critical entry points for sectors with greater impact potential to determine best vehicle projects to invest in during the second half of the project. Focus and concentrate on those countries with greater impact potential and sustainability (Jordan, Egypt and Lebanon) with stronger NGOs to ensure delivery and project closure. Propose selection criteria with agreed variables such as Partner NGO capacity; Relationship with Host Government; Potential impact; Job creation, etc. |
1. Recommendation:
The findings of the awareness questionnaire recently shared with stakeholders to be used to set a realistic baseline for Component 1 indicator. Conduct a second questionnaire by project-end to measure awareness change in the selected focus group.
Management Response: [Added: 2021/04/24] [Last Updated: 2021/04/24]
Accept
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Analysis of results
[Added: 2021/04/24] [Last Updated: 2022/11/28] |
PCCD | 2023/02 | Initiated | History | |
| Comparison developed between the first and second questionnaire results for reporting
[Added: 2021/04/24] [Last Updated: 2022/11/28] |
PCCD | 2023/03 | Initiated | History | |
| Internal discussion to determine a suitable time to roll out to the Partners to avoid saturation of Partners ability. (Need to ensure partners have updated complete list of stakeholders).
[Added: 2021/04/24] [Last Updated: 2022/03/28] |
RFF + PCCD | 2022/04 | Completed | The second questionnaire was initiated beginning of 2022 History | |
| Socialize the roll out and questionnaire with Partners
[Added: 2021/04/24] [Last Updated: 2022/03/28] |
RFF/PCCD | 2022/04 | Completed | The second questionnaire discussions with partners took place in preparation of the roll out process History | |
| Roll out second questionnaire in Q1 2022 with enough lead time to allow Partner response
[Added: 2021/04/24] [Last Updated: 2022/09/28] |
RFF/PCCD | 2022/09 | Completed | Questionairre has been rolled out to partners History |
2. Recommendation:
Brake down indicator target “flyway sensitive guidelines, best practices and related materials” per vehicle country to enable more accurate monitoring and better inform decision making.
Management Response: [Added: 2021/04/24] [Last Updated: 2021/04/26]
Reject: It will be difficult at this period of project delivery to establish a new indicator (in fact a set of targets/indicators) per vehicle per country for already contracted & agreed targets with partners). However, it is worth to mention that monitoring of this indicator is broken down and reported on by country.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| RFF will aim to capture this information in project activities reporting and will ensure accurate monitoring to feed informed decision-making processes at all vehicles/countries.
[Added: 2021/04/24] [Last Updated: 2021/09/26] |
RFF | 2022/12 | Initiated | All reporting is and will be done with the required disaggregation to ensure accurate monitoring. History |
3. Recommendation:
Establish a new CMS related indicator to fully capture the work being done with the Convention.
Management Response: [Added: 2021/04/24]
Accept
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| A new indicator will be included in the upcoming PIR to cover the period from project start. This can be along the lines of:
“Country commitments in key sectors under CMS translated into national policy actions”.
The project will capture all related CMS work under this indicator including hunting, energy, Raptor MoU etc.
[Added: 2021/04/24] [Last Updated: 2021/12/28] |
RFF | 2021/12 | Completed | CO has already submitted the request to HQ to include the new indicator in the 2022 PIR History |
4. Recommendation:
Split component 1 indicator 1 target “Minimum 15 articles (and other media releases) in each country annually by project end” and 3 “At least 100 requests by project end” and component 2, indicator 5 target “2015 figure + minimum of 10 by project end for each national partner” by country and according to the reality in each country to ensure the target will be met”.
Management Response: [Added: 2021/04/24]
Reject: Not Agree (same as Recommendation 2), to formally restructure the Project Results Framework at this late period and to add a set of new indicators per country will not be workable for already contracted partners.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| RFF will aim to further enhance and be more precise in reporting results of Indicator 6 (articles), Indicator 8 (Requests) and Indicator 12 (Joint Partnerships).
[Added: 2021/04/24] [Last Updated: 2021/09/26] |
RFF | 2023/01 | Initiated | During PIR, reporting was and will continue to be done with the required level of detail and disaggregation. History | |
| Follow up with partners to cover their work in different communications channels (website, social media, media, and newspapers).
[Added: 2021/04/24] [Last Updated: 2021/09/26] |
RFF CEPA | 2023/01 | Initiated | Communication and visibility of partners work relevant to the project is ensured on Social Media, FB page and/or UNDP website. History | |
| Ensure covering regional events and webinars in different communications channels (website, social media, media, and newspapers) in order to fill in the gaps (if existed).
[Added: 2021/04/24] [Last Updated: 2021/09/26] |
RFF CEPA | 2023/01 | Initiated | History |
5. Recommendation:
Split component 2 indicator 4 target “2015 baseline figure plus a minimum of 10 partnerships by project end for each national partner” by country differentiating between potential number of partnerships achievable per country and vehicle.
Management Response: [Added: 2021/04/24]
Reject: (same as Recommendation 2 & 4) to formally restructure the Project Results Framework at this late period and to add a set of new indicators per country will not be workable for already contracted partners.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| RFF will ensure accurate reporting differentiating achievable partnerships per vehicle/sector per country,
[Added: 2021/04/24] [Last Updated: 2021/09/26] |
RFF | 2023/01 | Initiated | Ensured in PIR, through detail and disaggregation provided in reporting. History |
6. Recommendation:
Link the outputs per component to the correspondent indicators for ease of monitoring.
Management Response: [Added: 2021/04/24]
Accept
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Present a revised version of the Project Results Framework with a new column between Outcomes and indicators relating them to project outputs
[Added: 2021/04/24] [Last Updated: 2021/09/29] |
RFF | 2021/12 | Completed | submitted to UNDP on July 1st 2021 History |
7. Recommendation:
Include the number of green jobs being generated directly or indirectly by the project at country level due to mainstreaming MSB conservation at the objective level as an indicator in the logframe.
Management Response: [Added: 2021/04/24]
Accept
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Suggest a new indicator to capture the number of green jobs generated directly or indirectly by the project with breakdown in reporting per country/sector.
[Added: 2021/04/24] [Last Updated: 2021/09/29] |
RFF | 2023/01 | Completed | Done and passed on to UNDP in July 2021 History |
8. Recommendation:
Update the risks matrix to include new risks identified (high staff turn-over rate; COVID-19 effects and inflation) and propose adequate mitigation measures and monitor them throughout the remaining two years.
Management Response: [Added: 2021/04/24]
Accept
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Revise the project risks matrix and include economic crisis, civil unrests, COVID etc
[Added: 2021/04/24] [Last Updated: 2021/09/26] |
RFF with approval from BSC | 2021/12 | Completed | Risk Matrix updated on atlas History |
9. Recommendation:
Work with UNDP Sudan to find a feasible financial solution to transfer the vehicle project funds to Sudan.
Management Response: [Added: 2021/04/24]
Accept
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Contact partner in Sudan to get updated information on the status of financial transfers after lifting of sanctions
[Added: 2021/04/24] [Last Updated: 2021/06/07] |
RFF | 2021/05 | Completed | he project team has already contacted our partner in Sudan (Sudanese Wildlife Society) where they stated that they have now a USD account in the bank of Khartoum (attached bank details). The rates of the USD is now at banks are at a similar rate to the black market rate which reduces the chances of money loss due to differences in exchange rates Nevertheless, the banks in Sudan are stating that although the sanctions were recently lifted, banks are not yet ready to receive international bank transfers Hence, the best way meanwhile is to continue payments primarily through UNDP in Sudan. We are considering exchanging further communications with SWS to explore other options. History | |
| Discuss and agree with UNDP on best ways forward
[Added: 2021/04/24] [Last Updated: 2021/08/29] |
RFF/UNDP | 2021/09 | Completed | Discussion on way forward was completed. History |
10. Recommendation:
Lessons learnt from mix NGO and NEX execution vs higher delivery under complex situations (armed conflicts, financial and political crisis, etc)
Management Response: [Added: 2021/04/24]
Accept
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Prepare communication material of lessons learnt showing the added value of mixed NGO/NEX modality reflecting the strength of government as national legislation bodies but also NGO contribution as hubs of technical expertise, raising awareness and engaging in global policy fora3.
[Added: 2021/04/24] |
RFF CEPA | 2023/01 | Not Initiated |
11. Recommendation:
Start working in 2021 on the flyway financial plan at the same time as with the exit strategy. Do not propose a tranche III of the project since it might not be considered sustainable. Start planning the “new phase” of the project. To do so consider a shift from mainstreaming conservation of MSB to enforcement of existing rules and regulations and generation of green jobs through conservation.
Management Response: [Added: 2021/04/24]
Accept
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 1.1. Suggest and agree with UNDP Jordan on a working plan for a new phase of the project that includes:
- scoping opportunity and potential funding
- development of a concept note
- discussions with UNDP as implementing/accredited agency.
- appointment of a consultant
- Development of a proposal
- exploration of co-financing
- consultation with key regional and national stakeholders
[Added: 2021/04/24] [Last Updated: 2022/11/28] |
BSC / RFF / UNDP | 2023/04 | Initiated | History |
12. Recommendation:
Consider looking into GEF private sector engagement strategy recently approved by the 59th meeting of GEF council or even the GCF. Both funds have as a priority to engage the private sector in conservation and mitigation, adaptation to climate change
Management Response: [Added: 2021/04/24]
Accept
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| check the GEF private sector engagement document & include proposed actions in new phase
[Added: 2021/04/24] [Last Updated: 2022/09/28] |
RFF | 2022/09 | Completed | Done. The new draft is dependent on private sector and this is reflected in the new phase draft prposal History | |
| Engage private sector in events and webinars.
[Added: 2021/04/24] |
RFF / project partners | 2023/01 | Not Initiated | ||
| Reach out to private sector in partner countries
[Added: 2021/04/24] |
RFF / Project Partners | 2023/01 | Not Initiated |
13. Recommendation:
Consider hiring more technical staff to support EEAA PMU and thus ensure activities are executed.
Management Response: [Added: 2021/04/24]
Accept
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Within the allocated budget of the national component in Egypt, support allocations of needed budgets to hire more technical staff.
[Added: 2021/04/24] [Last Updated: 2021/09/29] |
RFF/National Project in Egypt | 2021/09 | Completed | The MSB project gave green light to the project in Egypt to allocate and revise needed budget. History |
14. Recommendation:
Ensure NCE’s participation in all capacity building exercises and find way to subcontract them to implement some of the activities
Management Response: [Added: 2021/04/24]
Accept
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Within the allocated capacity budget, ensure participation of NCE in all capacity building exercises.
[Added: 2021/04/24] [Last Updated: 2022/09/28] |
RFF/NCE – RFF/National Project in Egypt | 2022/09 | Completed | . Additional support from partner project (EUR90K) is solely passed to NCE to support its engagement especially with the Energy sector History |
15. Recommendation:
Focus the capacity building exercises on strengthening SWS capacities
Management Response: [Added: 2021/04/24]
Accept
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Support the Capacity of the Sudan Wildlife Society with needed contracts to include development of organization strategy and communication plan. Contract aspects here
[Added: 2021/04/24] [Last Updated: 2022/09/28] |
RFF/PCCD | 2022/09 | Completed | Done. Two scoping visists to Amman by SWS delegation took place in May & September. SWS produced their new strategy and plan. History |
16. Recommendation:
Establish new vehicle selection criteria to ensure GEF resources are fully utilized within the remaining lifespan of the project. Besides importance, feasibility and effectiveness of mainstreaming, include efficiency, the good use of time and resources in a way that does not waste any and there is assurance that the funds can be utilized by 2022.
Management Response: [Added: 2021/04/24]
Accept
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Develop a revised vehicle selection criterion to highlight feasibility, effective mainstreaming, efficiency and assurance of expenditure by 2022
[Added: 2021/04/24] [Last Updated: 2021/09/29] |
RFF | 2021/09 | Completed | vehicle selection criteria has been designed History |
17. Recommendation:
Identify critical entry points for sectors with greater impact potential to determine best vehicle projects to invest in during the second half of the project. Focus and concentrate on those countries with greater impact potential and sustainability (Jordan, Egypt and Lebanon) with stronger NGOs to ensure delivery and project closure. Propose selection criteria with agreed variables such as Partner NGO capacity; Relationship with Host Government; Potential impact; Job creation, etc.
Management Response: [Added: 2021/04/24]
Accept
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Focus on greater impact successful vehicles to ensure delivery & project closure.
[Added: 2021/04/24] [Last Updated: 2022/09/28] |
RFF/BSC | 2022/09 | Completed | Done. The new rounds of vehicles launched are all in the energy sector covering Jordan, Lebanon and Ethoipia. History |