- Evaluation Plan:
- 2021-2025, Georgia
- Evaluation Type:
- Project
- Planned End Date:
- 02/2022
- Completion Date:
- 03/2022
- Status:
- Completed
- Management Response:
- Yes
- Evaluation Budget(US $):
- 20,000
Final Project Evaluation: Fostering Local & Regional Development_Phase II
| Document | Type | Language | Size | Status | Downloads |
|---|---|---|---|---|---|
 TOR-FRLD2-Final-2022.docx |
tor | English | 63.66 KB | Posted | 22 |
 Evaluation Report-FRLD2-Final-2022.pdf |
report | English | 3219.86 KB | Posted | 23 |
| Title | Final Project Evaluation: Fostering Local & Regional Development_Phase II | ||||||
|---|---|---|---|---|---|---|---|
| Atlas Project Number: | 00095157 | ||||||
| Evaluation Plan: | 2021-2025, Georgia | ||||||
| Evaluation Type: | Project | ||||||
| Status: | Completed | ||||||
| Completion Date: | 03/2022 | ||||||
| Planned End Date: | 02/2022 | ||||||
| Management Response: | Yes | ||||||
| Focus Area: |
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| Corporate Outcome and Output (UNDP Strategic Plan 2018-2021) |
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| SDG Goal |
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| SDG Target |
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| Evaluation Budget(US $): | 20,000 | ||||||
| Source of Funding: | SDC/ADA | ||||||
| Evaluation Expenditure(US $): | 23,524 | ||||||
| Joint Programme: | No | ||||||
| Joint Evaluation: | No | ||||||
| Evaluation Team members: |
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| GEF Evaluation: | No | ||||||
| Key Stakeholders: | SDC, ADA, Ministry of Regional Development and Infrastructure | ||||||
| Countries: | GEORGIA, REPUBLIC OF |
| Lessons | |
|---|---|
| Findings |
| Recommendations | |
|---|---|
| 1 | 1/ Ensure full training of the office staff in Results-Based Management and reporting, to ensure the office is able to provide evidence of results at the higher levels; |
| 2 | 2/ Separate the efforts in decentralisation reform to those relating to LED, and consolidate results in LED under a specific LED project in the economic development portfolio |
| 3 | 3/ Gains in decentralisation are not irreversible, so continue through another project the support to local empowerment through legislative amendments and good governance |
| 4 | 4/ LED needs to be addressed more comprehensively with a design that links into micro-finance support, business development skills, and a revolving graduation system of up to three micro-grants per entrepreneur to ensure the business is able to reach a critical mass and achieve some degree of sustainability – with a consolidation phase over the next four years |
| 5 | 5/ Key results indicators for the next LED project should include the number of jobs created and number of businesses able to reach a critical mass to ensure sustainability |
| 6 | 6/ Additional business services need to be provided to entrepreneurs and NGOs on specific skills (business plans, value-chain approach, etc.) |
| 7 | 7/ Identify other economic development projects on which to piggy-back LED in municipalities, to use potentially existing synergies between the projects, even if they are funded by other donors |
| 8 | 8/ Ensure a fully trained M&E specialist is available for the next phase of the project, tasked with the development of the results framework, the theory of change and the development of indicators, this is collaboration with the donors and with the support of UNDP management and M&E expert. It is necessary to identify qualitative means of verification to capture the project’s contribution at the outcomes and goal levels. |
| 9 | 9/ Considering reporting from the regional perspective, e.g. from the changes the project is leveraging in the regions, instead of narrative and descriptive reporting following a list that does not indicate the important achievements of the project. |
1. Recommendation:
1/ Ensure full training of the office staff in Results-Based Management and reporting, to ensure the office is able to provide evidence of results at the higher levels;
Management Response: [Added: 2022/06/06]
Agree
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 1.1/ Conducting RBM training for CO programme and relevant project staff
[Added: 2022/06/06] |
CO M&E Specialist | 2022/12 | Not Initiated |
2. Recommendation:
2/ Separate the efforts in decentralisation reform to those relating to LED, and consolidate results in LED under a specific LED project in the economic development portfolio
Management Response: [Added: 2022/06/06]
AGree
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 2.1/ LED projects, if initiated by the CO, will be placed under Economic Development Portfolio, subject to successful resource mobilization efforts.
[Added: 2022/06/06] |
Programme Unit, Economic Development Portfolio | 2022/12 | Initiated |
3. Recommendation:
3/ Gains in decentralisation are not irreversible, so continue through another project the support to local empowerment through legislative amendments and good governance
Management Response: [Added: 2022/06/06]
Agree
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 3.1/ Governance Portfolio will continue supporting local empowerment through legislative amendments and good governance under Decentralization and Good Governance, as well as newly initiated EU4ITD (Integrated Territorial Development) projects.
[Added: 2022/06/06] |
Democratic Governance Portoflio | 2022/04 | Completed | The CO mobilized EU funding for the project EU4ITD (Integrated Territorial Development), which will be implemented by the same team as DGG project, ensuring full synergy of efforts. |
4. Recommendation:
4/ LED needs to be addressed more comprehensively with a design that links into micro-finance support, business development skills, and a revolving graduation system of up to three micro-grants per entrepreneur to ensure the business is able to reach a critical mass and achieve some degree of sustainability – with a consolidation phase over the next four years
Management Response: [Added: 2022/06/06]
Agree
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 4.1/ LED projects, if initiated by the CO, will be
addressing this recommendation under Economic Development Portfolio, subject to successful resource mobilization efforts.
[Added: 2022/06/06] |
Economic Development Portfolio | 2022/12 | Not Initiated |
5. Recommendation:
5/ Key results indicators for the next LED project should include the number of jobs created and number of businesses able to reach a critical mass to ensure sustainability
Management Response: [Added: 2022/06/06]
Agree
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 5.1/ LED projects, if initiated by the CO, will be
addressing this recommendation under Economic Development Portfolio, subject to successful resource mobilization efforts.
[Added: 2022/06/06] |
Economic Development Portfolio | 2022/12 | Initiated |
6. Recommendation:
6/ Additional business services need to be provided to entrepreneurs and NGOs on specific skills (business plans, value-chain approach, etc.)
Management Response: [Added: 2022/06/06]
Agree
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 6.1/ LED projects, if initiated by the CO, will be addressing this recommendation under Economic Development Portfolio, subject to successful resource mobilization efforts
[Added: 2022/06/06] |
Economic Development Portfolio | 2022/12 | Initiated |
7. Recommendation:
7/ Identify other economic development projects on which to piggy-back LED in municipalities, to use potentially existing synergies between the projects, even if they are funded by other donors
Management Response: [Added: 2022/06/06]
Agree
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 7.1/ CO will further streamline the rural development, rural skills and private sector development projects to ensure stronger synergies
[Added: 2022/06/06] |
Economic Development Portoflio | 2022/12 | Not Initiated |
8. Recommendation:
8/ Ensure a fully trained M&E specialist is available for the next phase of the project, tasked with the development of the results framework, the theory of change and the development of indicators, this is collaboration with the donors and with the support of UNDP management and M&E expert. It is necessary to identify qualitative means of verification to capture the project’s contribution at the outcomes and goal levels.
Management Response: [Added: 2022/06/06]
Agree
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 8.1/ Fully trained M&E specialist will be recruited for the next phase of the project, if it materializes. Besides, the CO will make sure to provide full-time M&E specialist for the currently implemented decentralization projects.
[Added: 2022/06/06] [Last Updated: 2022/07/04] |
Democratic Governance portfolio | 2022/06 | Completed | Full-time M&E specialist was recruited for the running decentralization project (DGG). History |
9. Recommendation:
9/ Considering reporting from the regional perspective, e.g. from the changes the project is leveraging in the regions, instead of narrative and descriptive reporting following a list that does not indicate the important achievements of the project.
Management Response: [Added: 2022/06/06]
Agree
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 9.1/ This recommendation will be shared with and followed up in other decentralization projects, as well as LED projects, if initiated.
[Added: 2022/06/06] [Last Updated: 2022/07/04] |
Democratic Governance Portfolio | 2022/07 | Initiated | The recommendation will be followed up by the Democratic Governance Team Leader and CO M&E specialist. History | |
| 9.2/ Training on reporting, focusing on higher level change, will be also incorporated in RBM training to be conducted for programme/ project staff.
[Added: 2022/06/06] |
CO M&E Specialist | 2022/12 | Not Initiated |