- Evaluation Plan:
- 2016-2020, Turkey
- Evaluation Type:
- Outcome
- Planned End Date:
- 01/2019
- Completion Date:
- 02/2019
- Status:
- Completed
- Management Response:
- Yes
- Evaluation Budget(US $):
- 25,000
Outcome Evaluation of Climate Change and Environment (CCE) Portfolio
| Document | Type | Language | Size | Status | Downloads |
|---|---|---|---|---|---|
 TOR for OutcomeEvalution of CCE Portfolio.pdf |
tor | English | 919.32 KB | Posted | 26 |
| CCE Portfolio Outcome Evaluation 2016-2020 - Final.pdf |
report | English | 1989.99 KB | Posted | 27 |
| Title | Outcome Evaluation of Climate Change and Environment (CCE) Portfolio | ||||||||
|---|---|---|---|---|---|---|---|---|---|
| Atlas Project Number: | 00061845,00056563,00082077,00081796,00096470 | ||||||||
| Evaluation Plan: | 2016-2020, Turkey | ||||||||
| Evaluation Type: | Outcome | ||||||||
| Status: | Completed | ||||||||
| Completion Date: | 02/2019 | ||||||||
| Planned End Date: | 01/2019 | ||||||||
| Management Response: | Yes | ||||||||
| Corporate Outcome and Output (UNDP Strategic Plan 2018-2021) |
|
||||||||
| Evaluation Budget(US $): | 25,000 | ||||||||
| Source of Funding: | Budgets of projects under the CCE Portfolio | ||||||||
| Evaluation Expenditure(US $): | 20,000 | ||||||||
| Joint Programme: | No | ||||||||
| Mandatory Evaluation: | No | ||||||||
| Joint Evaluation: | No | ||||||||
| Evaluation Team members: |
|
||||||||
| GEF Evaluation: | No | ||||||||
| Key Stakeholders: | |||||||||
| Countries: | TURKEY |
| Lessons | |
|---|---|
| Findings |
| Recommendations | |
|---|---|
| 1 | When technically possible, update the design and RF if more than two years have elapsed after preparation before the project becomes effective |
| 2 | Introduce detailed costings and prepare joint budgets to be implemented as parallel co financing.
|
| 3 | Explore ways and means of doing joint co-financing as opposed to parallel co-financing.
|
| 4 | Introduce some economic feasibility analysis in the designs, and link it with the Results Framework. |
| 5 | Consider making the main report part of the Project Documents smaller in size, while expanding their annexes. |
| 6 | Try to stay away from quantitative targets unless well justified and warranted. |
| 7 | Always bear in mind that UNDP’s key role is to trigger change. |
| 8 | Utilize the Theory of Change intensively and do not take chances on the Result Framework Preparation |
| 9 | Continue with the efforts to mainstream gender equality across the entire portfolio, and start firmly with the designs. |
| 10 | Incorporate the concept of resilience in the CCE strategy and action by ensuring that relevant project designs include multi-hazard risk assessments, taking into account seismic and climatic risks and others if deemed necessary and providing estimates of the potential impact on project staff, partners, beneficiaries and project activities |
| 11 | Embedded project staff at implementing partners is key to sustained partner cooperation. Try to spread this practice with all FSPs. |
| 12 | Detailed multi-year joint (integrated) budgets can enhance ownership and increase accountability with implementing partners. Give it a try despite difficulties |
| 13 | Try to closely monitor co-financing to the extent politically and technically feasible. |
| 14 | Remain alert and evaluation-ready at all times. Do not wait for 5 years till the next OE |
| 15 | Establish a central system (or re-model the existing system) with satellite sub-systems based at large projects with one PMU per cluster (or focus area) if and when possible.
|
| 16 | Do system automation, and produce reports on demand by database queries. |
| 17 | Prepare semi-annual summaries for the portfolio, and annual impact reports using the incoming reports to the system, mainly the PIRs. |
| 18 | Disclose M&E Reports on the WEB |
| 19 | Adopt co-financing ratio as a distinct performance indicator and monitor it closely. |
| 20 | Use co-financing amounts and ratios as indicator for efficiency and sustainability. |
| 21 | Help establish a program/portfolio M&E based on a re-configured Portfolio Results Framework and GEF principles using external consultants |
| 22 | Bring gender within the purview of M&E and insist on disaggregated data where disaggregated data makes sense. |
1. Recommendation:
When technically possible, update the design and RF if more than two years have elapsed after preparation before the project becomes effective
Management Response: [Added: 2019/02/18]
The design of the projects are revised and updated during the PPG phases of the projects. If the donor is different than GEF project inception phases are going to use for the necessary revisions and updates.
Key Actions:
2. Recommendation:
Introduce detailed costings and prepare joint budgets to be implemented as parallel co financing.
Management Response: [Added: 2019/02/18]
Key Actions:
3. Recommendation:
Explore ways and means of doing joint co-financing as opposed to parallel co-financing.
Management Response: [Added: 2019/02/18]
Key Actions:
4. Recommendation:
Introduce some economic feasibility analysis in the designs, and link it with the Results Framework.
Management Response: [Added: 2019/02/18]
Key Actions:
5. Recommendation:
Consider making the main report part of the Project Documents smaller in size, while expanding their annexes.
Management Response: [Added: 2019/02/18]
Key Actions:
6. Recommendation:
Try to stay away from quantitative targets unless well justified and warranted.
Management Response: [Added: 2019/02/18]
Key Actions:
7. Recommendation:
Always bear in mind that UNDP’s key role is to trigger change.
Management Response: [Added: 2019/02/18]
Key Actions:
8. Recommendation:
Utilize the Theory of Change intensively and do not take chances on the Result Framework Preparation
Management Response: [Added: 2019/02/18]
Key Actions:
9. Recommendation:
Continue with the efforts to mainstream gender equality across the entire portfolio, and start firmly with the designs.
Management Response: [Added: 2019/02/18]
Key Actions:
10. Recommendation:
Incorporate the concept of resilience in the CCE strategy and action by ensuring that relevant project designs include multi-hazard risk assessments, taking into account seismic and climatic risks and others if deemed necessary and providing estimates of the potential impact on project staff, partners, beneficiaries and project activities
Management Response: [Added: 2019/02/18]
Key Actions:
11. Recommendation:
Embedded project staff at implementing partners is key to sustained partner cooperation. Try to spread this practice with all FSPs.
Management Response: [Added: 2019/02/18]
Key Actions:
12. Recommendation:
Detailed multi-year joint (integrated) budgets can enhance ownership and increase accountability with implementing partners. Give it a try despite difficulties
Management Response: [Added: 2019/02/18]
Key Actions:
13. Recommendation:
Try to closely monitor co-financing to the extent politically and technically feasible.
Management Response: [Added: 2019/02/18]
Key Actions:
14. Recommendation:
Remain alert and evaluation-ready at all times. Do not wait for 5 years till the next OE
Management Response: [Added: 2019/02/18]
Key Actions:
15. Recommendation:
Establish a central system (or re-model the existing system) with satellite sub-systems based at large projects with one PMU per cluster (or focus area) if and when possible.
Management Response: [Added: 2019/02/18]
Key Actions:
16. Recommendation:
Do system automation, and produce reports on demand by database queries.
Management Response: [Added: 2019/02/18]
Key Actions:
17. Recommendation:
Prepare semi-annual summaries for the portfolio, and annual impact reports using the incoming reports to the system, mainly the PIRs.
Management Response: [Added: 2019/02/18]
Key Actions:
18. Recommendation:
Disclose M&E Reports on the WEB
Management Response: [Added: 2019/02/18]
Key Actions:
19. Recommendation:
Adopt co-financing ratio as a distinct performance indicator and monitor it closely.
Management Response: [Added: 2019/02/18]
Key Actions:
20. Recommendation:
Use co-financing amounts and ratios as indicator for efficiency and sustainability.
Management Response: [Added: 2019/02/18]
Key Actions:
21. Recommendation:
Help establish a program/portfolio M&E based on a re-configured Portfolio Results Framework and GEF principles using external consultants
Management Response: [Added: 2019/02/18]
Key Actions:
22. Recommendation:
Bring gender within the purview of M&E and insist on disaggregated data where disaggregated data makes sense.
Management Response: [Added: 2019/02/18]
Key Actions: