Outcome Evaluation of Climate Change and Environment (CCE) Portfolio

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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

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Download document 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)
  • 1. Output 1.1.1 Capacities developed across the whole of government to integrate the 2030 Agenda, the Paris Agreement and other international agreements in development plans and budgets, and to analyse progress towards the SDGs, using innovative and data-driven solutions
  • 2. Output 1.4.1 Solutions scaled up for sustainable management of natural resources, including sustainable commodities and green and inclusive value chains
  • 3. Output 2.1.1 Low emission and climate resilient objectives addressed in national, sub-national and sectoral development plans and policies to promote economic diversification and green growth
  • 4. 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
  • 5. 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
  • 6. Output 2.5.1 Solutions developed, financed and applied at scale for energy efficiency and transformation to clean energy and zero-carbon development, for poverty eradication and structural transformation
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:
Name Title Email Nationality
Suha Satana Economist, Phd suhasatana@gmail.com TURKEY
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:

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