Terminal Evaluation report NAP Cities /Integrating adaptation into cities, infrastructure and local planning in Uruguay.

Report Cover Image
Evaluation Plan:
2021-2025, Uruguay
Evaluation Type:
Final Project
Planned End Date:
Completion Date:
Management Response:
Evaluation Budget(US $):


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Download document T__proc_notices_notices_080_k_notice_doc_76330_856090314.pdf tor Spanish 1675.67 KB Posted 172
Download document Report_Evaluation_NAP-Cities (002).pdf report English 2113.19 KB Posted 188
Download document Audit Trail Matrix.docx related-document Spanish 34.26 KB Posted 181
Download document PO 2781 MORELLI eval final NAPCiudades.pdf related-document Spanish 94.83 KB Posted 181
Title Terminal Evaluation report NAP Cities /Integrating adaptation into cities, infrastructure and local planning in Uruguay.
Atlas Project Number: 00084926
Evaluation Plan: 2021-2025, Uruguay
Evaluation Type: Final Project
Status: Completed
Completion Date: 06/2021
Planned End Date: 06/2021
Management Response: Yes
UNDP Signature Solution:
  • 1. Resilience
  • 2. Sustainable
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 2.3.1 Data and risk-informed development policies, plans, systems and financing incorporate integrated and gender-responsive solutions to reduce disaster risks, enable climate change adaptation and mitigation, and prevent risk of conflict
  • 2. Output 2.4.1 Gender-responsive legal and regulatory frameworks, policies and institutions strengthened, and solutions adopted, to address conservation, sustainable use and equitable benefit sharing of natural resources, in line with international conventions and national legislation
SDG Goal
  • Goal 1. End poverty in all its forms everywhere
  • Goal 11. Make cities and human settlements inclusive, safe, resilient and sustainable
  • Goal 13. Take urgent action to combat climate change and its impacts
SDG Target
  • 1.5 By 2030, build the resilience of the poor and those in vulnerable situations and reduce their exposure and vulnerability to climate-related extreme events and other economic, social and environmental shocks and disasters
  • 11.3 By 2030, enhance inclusive and sustainable urbanization and capacity for participatory, integrated and sustainable human settlement planning and management in all countries
  • 13.3 Improve education, awareness-raising and human and institutional capacity on climate change mitigation, adaptation, impact reduction and early warning
Evaluation Budget(US $): 8,600
Source of Funding: GCF
Evaluation Expenditure(US $): 8,600
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Giacomo Morelli
GEF Evaluation: No
Key Stakeholders: UNDP
Countries: URUGUAY

The project resulted highly satisfactory in terms of relevance, effectiveness, efficiency and sustainability because of the following elements that emerged clearly during the entire evaluation process, i.e. both from the consultation of documents and from the absolute convergence of the answers obtained from the project actors interviewed:
? The active participation of beneficiaries and partner organizations in the formulation of a development initiative is key to ensure a high level of participation and country ownership during the implementation of the initiative.
? The design should build on existing pertinent guidelines, already tested by other recognized institutions.
? The set-up of management arrangements with clear roles for each main project partner already included in the project document facilitate the implementation of activities avoiding institutional misunderstandings about the specific responsibilities of each one.
? The coordination of different capacities, search for consensual solutions, and dedicated project staff to follow up the different lines of action with relevant expertise.
? The will to reach a large audience of participants and to enable them to actively participate in the process, i.e. inform them regularly about the progress of activities, the serious effort to take into consideration their feedback, and the openness to their needs is key for a successful implementation of a development initiative. Under this perspective, hiring project team members with specific knowledge and experience in communication, participation and gender issues is key.
In other words, the general approach that should characterize all UN initiatives finds in the NAP-Cities project the confirmation of its validity. This approach is, indeed, very relevant when it comes to formulate and implement capacity development initiatives.


Mainstreaming effectively gender issues and human rights into national and local programming requires dedicated financial resources and staff able to produce relevant management tools to support the implementation of a given project. To be effective a generic will of the Project Team and Project Board is not enough. Cross-cutting issues are integral part of the approach that UN agencies should follow in all their interventions.
As for lesson-learned n. 1, the approach that should characterize all UN initiatives finds in the NAP-Cities project the confirmation of its validity.


The thematic relevance of an initiative is evidently the pre-requisite for a development project to be successful. However, those in charge of project management should be able to capture the attention of other stakeholders. Relevant managerial competencies, commitment and capacities to listen and understand different interests, openness to dialogue and personal commitment are key factors to promote an effective engagement of stakeholders in a development initiative.


The active involvement of the academic sector in development initiative is key in terms of knowledge generation and dissemination. The promotion of agenda 2030 and the attainment of SDGs constitute a challenge for all countries. Creation and diffusion of scientific knowledge on this regard is crucial. UN projects represents an ideal means to produce scientific knowledge rooted in practical experience for a broader audience, which may go beyond the physical borders of a country. Furthermore, by its very nature, the academic sector can take responsibility for continuing to work on project themes alone for its own teaching and research interest. In doing this, it may spread and broaden the knowledge generated within the project itself to a larger audience.


The formulation of the project was based on the LEG Guidelines on NAP (2012), entailed a great participation of relevant stakeholders, and was built upon the development of the National Policy on Climate Change (2017).


The design of the project identified clearly how the collaboration between UNDP and main institutional partners should be organized to promote effective project governance mechanisms.


The approved proposal and ProDoc clearly highlighted the great importance of participation of a vast array of national and local stakeholders.


A gender sensitive approach to guide the implementation of the project and inform its main deliverable was already suggested in the ProDoc.


The project was implemented in accordance to the ProDoc. No need for substantial changes of the project design emerged during the implementation. Because of the COVID-19 pandemic, all events, which previously were presential turned into virtual and were implemented via on-line communication applications/platform.


The great level of participation to project activities is the project’s feature that emerged as the most outstanding both by consulting available documentation and throughout the whole process of interviews.


The participatory approach put in place by the Project Team was effective:
o Stakeholders were properly informed prior their participation to any project event so to be able to actively take part in project activities;
o The Project Team took feedback from the various participants into seriously consideration. In other words, the opinions and suggestions of the participants informed effectively the production of project’s deliverables;
o The Project Team made efforts in order to adjust project activities to specific needs of the stakeholders involved in the process.


Project funds were spent in line with the original budget included in the ProDoc.


The implementation of the project did not need an articulated M&E system. The implementation of each activity was under the full control of the Project Team and, therefore, the monitoring of the activities overlapped fully with their implementation. In addition, the Project Team had to report to the GCF twice per year by compiling the Readiness Progress Reports and yearly to the UNDP Country Office.


The great and active involvement of the members of the Technical Committee made sure that the quality of the deliverables was in line with the expectations of the main national institutional partners and beneficiaries of the project, i.e. MVOT and MA. The two institutions were as well involved both in the Project Board. The project also foresaw an active involvement of the SNRCC and other public institutions belonging to the National Government, such as the MIEM and the OPP.


The quality of the work done by UNDP, specifically by its Project Team, was appreciated by every individual interviewed on the matter. The deliverables of the project are considered as well very satisfactory in terms of overall quality.


Now of the evaluation, the project substantially achieved all expected outputs. There are still few activities to be completed. They mainly refer to the dissemination and socialization to have the NAP-Cities document in its final version validated by relevant stakeholders, in line with the participatory approach that characterized the entire implementation process.


The project resulted aligned to the interests, both institutional and professional, of all stakeholders interviewed on the matter.


The project was implemented efficiently.


The evaluation exercise did not identify any kind of elements that may jeopardized the achievements of the project in the near future.


Lessons learned n° 1 and n° 2 may be applied to UNDP projects that include, amongst their outputs, the formulation of planning and regulatory documents or tool. Their application generates capacity development effects and promotes country ownership.

1. Recommendation:

Lessons learned n° 1 and n° 2 may be applied to UNDP projects that include, amongst their outputs, the formulation of planning and regulatory documents or tool. Their application generates capacity development effects and promotes country ownership.

Management Response: [Added: 2021/08/03]


Key Actions:

Key Action Responsible DueDate Status Comments Documents
Incorporate this recommendation in the designing process of future UNDP GEF projects.
[Added: 2021/08/03]
UNDP Country Office in Uruguay, and more generally any UNDP Country Office worldwide 2021/06 Completed Completed. It will be taken in account in the design of projects.

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