Final Evaluation of Inclusive Budgeting and Financing for Climate Change Resilience Project

Report Cover Image
Evaluation Plan:
2017-2021, Bangladesh
Evaluation Type:
Final Project
Planned End Date:
03/2022
Completion Date:
03/2022
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
30,000

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Title Final Evaluation of Inclusive Budgeting and Financing for Climate Change Resilience Project
Atlas Project Number: 78091
Evaluation Plan: 2017-2021, Bangladesh
Evaluation Type: Final Project
Status: Completed
Completion Date: 03/2022
Planned End Date: 03/2022
Management Response: Yes
Focus Area:
  • 1. Others
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. 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
Evaluation Budget(US $): 30,000
Source of Funding:
Evaluation Expenditure(US $): 25,975
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Nationality
Langnan Chen International Consultant – Lead Evaluator
Aftab Ahmad National Consultant
GEF Evaluation: No
Key Stakeholders:
Countries: BANGLADESH
Lessons
Findings
Recommendations
1

The Project should consider the logical chain between activities, outputs and outcomes as this chain provide a useful tool for managing the project implementation for future project design. More importantly, any updates on this logical chain should consider the updates on another logical chain below. (Project Design)

2

The Project should consider the logical chain between the results, indicators, and targets as this chain offer a powerful instrument for monitoring and evaluating the project performance for future project design. Any updates on the results, indicators and targets should consider another logical chain above. (Project Design)

3

The Project should replace the current project implementation team with a professional PMU, which should include at least one staff in project/programme management for future project implementation. In addition, two external consultants should be recruited as needed to ensure the implementation of activities. This approach will allow Bangladesh – as a country - to develop greater technical expertise in the country and some instances, provide opportunities for developing new expertise areas. A professional PMU will resolve the delay and other implementation issues. (Project Implementation)

4

The Project should focus on the components/outcomes that are highly relevant to the objectives of the Project and UNDP. More importantly, the Project should concentrate on the CFF related policy formulation and implementation. (Relevance)

5

The Project should complete the activities in other components/outcomes, particularly Outcome 2, 4 and 5. As shown above, for each output, there is % of targets that have not been achieved. As such, the Project should close the gap before the end of the Project to enhance its effectiveness of the Project. (Effectiveness)

6

The Project should be implemented by better following the AWP so as to ensure that the limited resources and timeframe can be better aligned with the objectives and scope of the Project for future project implementation. (Efficiency)

7

To scale up the impact, the Project should provide high priority to fully implement all key outputs which have been released but have not yet been fully implemented, particularly the implementation of CFF and other important knowledge products. (Impact)

8

The Project should consider the measures below to implement the exit strategy for the Project. (i) The staff in the Finance Division and other divisions under the Ministry of Finance, who were highly involved in the project activities, should be enabled to have a full understanding of the major project knowledge outputs. (ii) The priorities in the frameworks and policies should be mainstreamed into Finance Division and other divisions in the Ministry of Finance and other Ministries’ Annual Work Plans frequently. (sustainability)

9

Many of the key outputs produced by the Project remain to be finalized and fully implemented by Finance Division under the Ministry of Finance. To ensure that the Project activities to date have the intended beneficial impact, it was essential that additional resources be provided for a post-Project to enable the much-needed operationalization and realization. (Sustainability and Impact)

10

The demand is still very high to ensure the effective mainstreaming of gender within the Ministry of Finance and other ministries in Bangladesh. The Project should design the activities to foster women’s empowerment and gender mainstreaming within the Ministry of Finance, such as capacity building for female employees to increase their participation in decision-making and policy formulation associated with climate finance. More importantly, the Project should include more elaborate gender-specific indicators and targets in the logical framework, M&E Plan, and in the preparation of progress and annual reports. (Cross-cutting Issue)

1. Recommendation:

The Project should consider the logical chain between activities, outputs and outcomes as this chain provide a useful tool for managing the project implementation for future project design. More importantly, any updates on this logical chain should consider the updates on another logical chain below. (Project Design)

Management Response: [Added: 2022/04/30]

Agreed

Since the Project came to an end on 30th September 2021 after completing its tenure for over 5 years, no action can be taken now. It is to be noted that the IBFCR project was a novel initiative of the Government and UNDP, which pursued a set of agendas to transform the PFM landscape of the country by introducing climate finance. The project interventions, on many counts, influenced the government policies for better outcomes and set an example of integrating climate change policies and strategies adopted by the government in both upstream and downstream activities of PFM. However, for future project design, the recommendations will be followed.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Document IBFCR Process for better learning of other countries.
[Added: 2022/04/30]
Resilience & Inclusive Growth Portfolio (UNDP) and Ministry of Finance 2022/12 Initiated
2. Recommendation:

The Project should consider the logical chain between the results, indicators, and targets as this chain offer a powerful instrument for monitoring and evaluating the project performance for future project design. Any updates on the results, indicators and targets should consider another logical chain above. (Project Design)

Management Response: [Added: 2022/04/30]

Agreed

While designing similar project interventions, the guidelines provided in the recommendation will be followed.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
This recommendation will be considered while designing the next cycle of the project.
[Added: 2022/04/30]
Ministry of Finance and Public Private Partnership Authority (PPPA) 2022/12 Initiated History
3. Recommendation:

The Project should replace the current project implementation team with a professional PMU, which should include at least one staff in project/programme management for future project implementation. In addition, two external consultants should be recruited as needed to ensure the implementation of activities. This approach will allow Bangladesh – as a country - to develop greater technical expertise in the country and some instances, provide opportunities for developing new expertise areas. A professional PMU will resolve the delay and other implementation issues. (Project Implementation)

Management Response: [Added: 2022/04/30]

Partially Agreed

There is no scope for the replacement of the implementation team as the project tenure is over. Delay in project implementation was, in fact, beyond control due to the situation arising out of the COVID-19 pandemic, which raged the country for a long period beginning from March 2020. The implementation team still put in its best endeavour to keep the momentum of project activities using a virtual platform. Some of the important team members fell sick during this time. This situation had essentially slowed down the project activities. Had there even been any professional PMU, the situation would not have been anything better.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
An appropriate PMU will be designed for the next phase
[Added: 2022/04/30]
Ministry of Finance and Public Private Partnership Authority (PPPA) 2022/12 Initiated
4. Recommendation:

The Project should focus on the components/outcomes that are highly relevant to the objectives of the Project and UNDP. More importantly, the Project should concentrate on the CFF related policy formulation and implementation. (Relevance)

Management Response: [Added: 2022/04/30]

Agreed

In any TA intervention, the project management always looks for an opportune moment to push ahead any new agenda for change. The TA team kept on instigating the demands but those did not always come by instantly. For example, the activities of Component-5 which were highly relevant for the Project could not be implemented in tandem with the activities of other activities because the functionaries at the pilot sites (Union Parishads) were not ready to receive the support. The project team visited the pilot sites on a number of occasions, held discussions with the recipients to take on board their views, and prepared the ground for landing which took longer than expected. The project team indeed concentrated on CFF and took up for implementation of the activities set out there. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Consider this recommendation in the next cycle of project design.
[Added: 2022/04/30]
Ministry of Finance and Public Private Partnership Authority (PPPA) 2022/12 Initiated
5. Recommendation:

The Project should complete the activities in other components/outcomes, particularly Outcome 2, 4 and 5. As shown above, for each output, there is % of targets that have not been achieved. As such, the Project should close the gap before the end of the Project to enhance its effectiveness of the Project. (Effectiveness)

Management Response: [Added: 2022/04/30]

Agreed

Noted for future guidance. Most of the activities under outcomes 2, 4 and 5 were undertaken, but some of them couldn’t be completed. One such example is the development of policy briefs after the completion of the Local Climate Fiscal Framework (LCFF) for UPs under Component-5. The task could not be taken up because the LCFF document was not finally approved.  

Key Actions:

Key Action Responsible DueDate Status Comments Documents
In the next cycle of project design, this recommendation will be considered.
[Added: 2022/04/30]
Ministry of Finance and Public Private Partnership Authority (PPPA) 2022/12 Initiated History
6. Recommendation:

The Project should be implemented by better following the AWP so as to ensure that the limited resources and timeframe can be better aligned with the objectives and scope of the Project for future project implementation. (Efficiency)

Management Response: [Added: 2022/04/30]

Partially Agreed

The Project endeavoured its best to implement its activities set out in AWPs approved by the Project Steering Committee (PSC). Within UNDP, there was a system of the internal review of project progress in line with AWP. However, the recommendation is well-noted.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
This recommendation will be considered in the next cycle of project design.
[Added: 2022/04/30]
Ministry of Finance and Public Private Partnership Authority (PPPA) 2022/12 Initiated
7. Recommendation:

To scale up the impact, the Project should provide high priority to fully implement all key outputs which have been released but have not yet been fully implemented, particularly the implementation of CFF and other important knowledge products. (Impact)

Management Response: [Added: 2022/04/30]

Partially Agreed

The Project prioritized its activities having assessed the demand from the stakeholders. The publication of the climate budget reports and citizens' climate budget reports is a case in point. These outputs drew the attention of the members of Parliaments and the citizens at large including the NGOs /CSOs/think tanks to the critical importance of climate finance in general as well as to the government’s commitment to allocate resources to address climate vulnerabilities in the country. Secondly, the publication of Climate Finance Tracking Methodology set an example for other countries to emulate, and the document as a knowledge product is well regarded as it showed a scientific approach to tracking climate finance, replacing the existing rudimentary methodology. In addition, using the methodology, a climate finance module was installed in the IFMIS of the Finance Division, locally called iBAS++, to generate reports on climate finance which have not been done anywhere in the region and beyond. The introduction of climate performance audit in the Supreme Audit Institution (SAI) of Bangladesh is another significant milestone that the Project achieved during its tenure. Two reports on climate performance audits have also travelled down to Parliament, which will be picked up for discussion by the Standing Committee on Public Accounts Committee (PAC) to ensure accountability and transparency of climate finance. No other country in the region could accomplish this task. The combined impact of these documents is quite pronounced and in all these areas, Bangladesh is a forerunner.  

Key Actions:

Key Action Responsible DueDate Status Comments Documents
In the next cycle of project design, this recommendation will be taken into account.
[Added: 2022/04/30]
Ministry of Finance and Public Private Partnership Authority (PPPA) 2022/12 Initiated
8. Recommendation:

The Project should consider the measures below to implement the exit strategy for the Project. (i) The staff in the Finance Division and other divisions under the Ministry of Finance, who were highly involved in the project activities, should be enabled to have a full understanding of the major project knowledge outputs. (ii) The priorities in the frameworks and policies should be mainstreamed into Finance Division and other divisions in the Ministry of Finance and other Ministries’ Annual Work Plans frequently. (sustainability)

Management Response: [Added: 2022/04/30]

Agreed

Noted for guidance. The sustainability of project outputs has always been an overriding consideration, and therefore, all the major outputs were delivered by taking on board the relevant officials working for the Finance Division and the other Divisions within the Ministry of Finance.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
This recommendation will be considered in the next cycle of project design.
[Added: 2022/04/30]
Ministry of Finance and Public Private Partnership Authority (PPPA) 2022/12 Initiated
9. Recommendation:

Many of the key outputs produced by the Project remain to be finalized and fully implemented by Finance Division under the Ministry of Finance. To ensure that the Project activities to date have the intended beneficial impact, it was essential that additional resources be provided for a post-Project to enable the much-needed operationalization and realization. (Sustainability and Impact)

Management Response: [Added: 2022/04/30]

Agreed

Noted for guidance. UNDP took the initiative to design the second phase of the IBFCR Project to finalise the outputs. The proposal is still under active consideration by the government. UNDP has demonstrated its readiness to mobilise the support from the interested development partners to continue with the agenda.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Consider this recommendation in the next cycle of project design.
[Added: 2022/04/30]
Ministry of Finance and Public Private Partnership Authority (PPPA) 2022/12 Initiated
10. Recommendation:

The demand is still very high to ensure the effective mainstreaming of gender within the Ministry of Finance and other ministries in Bangladesh. The Project should design the activities to foster women’s empowerment and gender mainstreaming within the Ministry of Finance, such as capacity building for female employees to increase their participation in decision-making and policy formulation associated with climate finance. More importantly, the Project should include more elaborate gender-specific indicators and targets in the logical framework, M&E Plan, and in the preparation of progress and annual reports. (Cross-cutting Issue)

Management Response: [Added: 2022/04/30]

Agreed

Well-noted. While designing the future Project this important aspect will be given due weightage.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
In the next cycle of project design, this recommendation will be taken into account.
[Added: 2022/04/30]
Ministry of Finance and Public Private Partnership Authority (PPPA) 2022/12 Initiated

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