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 121
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
UNDP Signature Solution:
  • 1. Sustainable
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
SDG Goal
  • Goal 12. Ensure sustainable consumption and production patterns
  • Goal 14. Conserve and sustainably use the oceans, seas and marine resources for sustainable development
SDG Target
  • 12.2 By 2030, achieve the sustainable management and efficient use of natural resources
  • 12.4 By 2020, achieve the environmentally sound management of chemicals and all wastes throughout their life cycle, in accordance with agreed international frameworks, and significantly reduce their release to air, water and soil in order to minimize their adverse impacts on human health and the environment
  • 14.5 By 2020, conserve at least 10 per cent of coastal and marine areas, consistent with national and international law and based on the best available scientific information
Evaluation Budget(US $): 25,000
Source of Funding: Budgets of projects under the CCE Portfolio
Evaluation Expenditure(US $): 20,000
Joint Programme: 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:

Key Action Responsible DueDate Status Comments Documents
The design and the RF will be updated if more than two years have elapsed before the project officially starts.
[Added: 2019/04/02]
Portfolio Manager and related Cluster Leads 2020/12 Initiated
2. Recommendation:

Introduce detailed costings and prepare joint budgets to be implemented as parallel co financing.

 

Management Response: [Added: 2019/02/18]

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Preparing joint budgets requires corporate decision. If any new rules and regulations will be introduced at the POPP regarding this matter it will be adopted directly to the project management.
[Added: 2019/04/02]
Portfolio Manager and related Cluster Leads. 2020/12 Initiated
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:

Key Action Responsible DueDate Status Comments Documents
Preparing joint budgets requires corporate decision. If any new rules and regulations will be introduced at the POPP regarding this matter it will be adopted directly to the project management.
[Added: 2019/04/02]
Portfolio Manager and related Cluster Leads. 2021/12 Initiated
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:

Key Action Responsible DueDate Status Comments Documents
Economic feasibility analysis to be introduced in the designs of the projects. Also, the analysis will be linked to the Results Framework.
[Added: 2019/04/02]
Portfolio Manager and related Cluster Leads. 2020/12 Initiated
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:

Key Action Responsible DueDate Status Comments Documents
Further clarifications and new format for Project Documents will be explored.
[Added: 2019/04/02]
Portfolio Manager and related UNDP staff. 2020/12 Initiated
6. Recommendation:

Try to stay away from quantitative targets unless well justified and warranted.

Management Response: [Added: 2019/02/18]

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Both well justified quantitative and qualitative targets will be justified and warranted through a set of SMART indicators during the design of the projects in line with the M&E system of the portfolio.
[Added: 2019/04/02]
Portfolio Manager, related Cluster Leads and M&E Advisor. 2020/12 Initiated
7. Recommendation:

Always bear in mind that UNDP’s key role is to trigger change.

Management Response: [Added: 2019/02/18]

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Following the building and adoption of a CCE Portfolio Level Results Framework, relevant indicators to track these changes would be developed and existing ones sharpened.
[Added: 2019/04/02]
Portfolio Manager, related Cluster Leads and M&E Advisor. 2020/12 Initiated
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:

Key Action Responsible DueDate Status Comments Documents
Results Framework specific for the CCE Portfolio will be prepared collaboratively in line with the CPD and SDG targets of the portfolio considering to utilize the theory of change.
[Added: 2019/04/02]
Portfolio Manager, related Cluster Leads and M&E Advisor. 2020/12 Initiated
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:

Key Action Responsible DueDate Status Comments Documents
Human capacity of projects and portfolio for gender mainstreaming will be enriched via hiring experts for relevant projects. In 2018, a need analysis finalized and hiring relevant experts will be in place in 2019.
[Added: 2019/04/02]
Portfolio Manager 2019/12 Initiated
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:

Key Action Responsible DueDate Status Comments Documents
Once the strategy is decided on how to incorporate the concept of resilience in the CCE portfolio, multi-hazard risk assessments, taking into account seismic and climatic risks and others will be included to the relevant project designs.
[Added: 2019/04/02]
Portfolio Manager and related Cluster Leads. 2020/12 Initiated
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:

Key Action Responsible DueDate Status Comments Documents
Embedding dedicated project staff at implementing partners will tried to be spread as a common practice for the projects under the portfolio.
[Added: 2019/04/02]
Portfolio Manager 2020/12 Initiated
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:

Key Action Responsible DueDate Status Comments Documents
Preparing joint budgets requires corporate decision. If any new rules and regulations will be introduced at the POPP regarding this matter it will be adopted directly to the project management.
[Added: 2019/04/02]
Portfolio Manager 2020/12 Initiated
13. Recommendation:

Try to closely monitor co-financing to the extent politically and technically feasible.

Management Response: [Added: 2019/02/18]

Key Actions:

Key Action Responsible DueDate Status Comments Documents
During the preparation of project progress reports, mid-term and terminal evaluation reports a co-finance table will be prepared within consultation to the partners of the project as a monitoring activity
[Added: 2019/04/02]
Portfolio Manager, Cluster Leads and M&E Advisor 2020/12 Initiated
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:

Key Action Responsible DueDate Status Comments Documents
Within the scope of the M&E strategy of the portfolio it is already decided to conduct the outcome evaluations every 3 years.
[Added: 2019/04/02]
Portfolio Manager and M&E Advisor 2020/12 Initiated
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:

Key Action Responsible DueDate Status Comments Documents
For every cluster and the project under the portfolio the responsibility unit/staff for the M&E activities were introduced in line with the M&E strategy of the portfolio to increase the efficiency of the M&E activities.
[Added: 2019/04/02]
M&E Advisor 2020/12 Initiated
16. Recommendation:

Do system automation, and produce reports on demand by database queries.

Management Response: [Added: 2019/02/18]

Key Actions:

Key Action Responsible DueDate Status Comments Documents
More efficient and automated report formats will be explored and new methodologies will be introduced in order to increase effectiveness and efficiency of the portfolio.
[Added: 2019/04/02]
M&E Advisor 2020/12 Initiated
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:

Key Action Responsible DueDate Status Comments Documents
All these reporting tools will be used to prepare annual summary for the portfolio and also impact assessment will be conducted to the portfolio.
[Added: 2019/04/02]
M&E Advisor 2020/12 Initiated
18. Recommendation:

Disclose M&E Reports on the WEB

Management Response: [Added: 2019/02/18]

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Further ways will be explored to disclose the M&E reports on the website of UNDP. In addition, a process for dissemination of M&E reports and gathering suggestions from key stakeholders will be explored.
[Added: 2019/04/02]
Portfolio Manager and M&E Advisor 2020/12 Initiated
19. Recommendation:

Adopt co-financing ratio as a distinct performance indicator and monitor it closely.

Management Response: [Added: 2019/02/18]

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Co-finance tables will be prepared within consultation to the partners of the projects as a monitoring activity and tools will be developed to monitor co-financing.
[Added: 2019/04/02]
Portfolio Manager and M&E Advisor 2020/12 Initiated
20. Recommendation:

Use co-financing amounts and ratios as indicator for efficiency and sustainability.

Management Response: [Added: 2019/02/18]

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Co-finance tables will be prepared within consultation to the partners of the projects as a monitoring activity and tools will be developed to monitor co-financing.
[Added: 2019/04/02]
Portfolio Manager and M&E Advisor 2020/12 Initiated
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:

Key Action Responsible DueDate Status Comments Documents
Results Framework specific for the CCE Portfolio will be prepared collaboratively in line with the CPD and SDG targets of the portfolio.
[Added: 2019/04/02]
Portfolio Manager 2020/12 Initiated
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:

Key Action Responsible DueDate Status Comments Documents
Sex-disaggregated data to be collected and analysis of male/female (M/F) differences to be included in all reports and assessments to clarify differences between M/F vulnerability will be done. In addition, in availability of sex- disaggregated data will be identified.
[Added: 2019/04/02]
Portfolio Manager, Gender Advisor and M&E Advisor 2020/12 Initiated

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