Final Project Evaluation: Fostering Local & Regional Development_Phase II

Report Cover Image
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

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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:
  • 1. Governance
  • 2. Others
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 1.2.1 Capacities at national and sub-national levels strengthened to promote inclusive local economic development and deliver basic services including HIV and related services
SDG Goal
  • Goal 1. End poverty in all its forms everywhere
  • Goal 16. Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels
SDG Target
  • 1.4 By 2030, ensure that all men and women, in particular the poor and the vulnerable, have equal rights to economic resources, as well as access to basic services, ownership and control over land and other forms of property, inheritance, natural resources, appropriate new technology and financial services, including microfinance
  • 16.6 Develop effective, accountable and transparent institutions at all levels
  • 16.7 Ensure responsive, inclusive, participatory and representative decision-making at all levels
Evaluation Budget(US $): 20,000
Source of Funding: SDC/ADA
Evaluation Expenditure(US $): 23,524
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Nationality
Rusudan Kardava Local evaluator GEORGIA, REPUBLIC OF
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

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