Initial Implementation of Accelerated HCFC Phase Out in the CEIT Region

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Evaluation Plan:
2018-2022, Ukraine
Evaluation Type:
Final Project
Planned End Date:
10/2020
Completion Date:
12/2020
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
25,000

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Title Initial Implementation of Accelerated HCFC Phase Out in the CEIT Region
Atlas Project Number: 66300
Evaluation Plan: 2018-2022, Ukraine
Evaluation Type: Final Project
Status: Completed
Completion Date: 12/2020
Planned End Date: 10/2020
Management Response: Yes
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 $): 25,000
Source of Funding: Project budget; donor
Evaluation Expenditure(US $): 9,300
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Sean Burke Managing Director, New Frontier Services sean@frontierservices.eu
GEF Evaluation: Yes
GEF Project Title: Initial Implementation of Accelerated HCFC Phase Out in the CEIT Region
Evaluation Type: Terminal Evaluation
Focal Area: Ozone Depleting Substances
Project Type: FSP
GEF Phase: GEF-4
GEF Project ID:
PIMS Number: 4309
Key Stakeholders:
Countries: UKRAINE
Lessons
Findings
Recommendations
1

Develop a transition project of targeted post-project actions to boost visibility of results and ensure continuity

Detailed Recommendation: It is recommended that a transition project of targeted post-project actions to boost visibility of results and ensure continuity, and thereby avoid any complete loss of momentum. Targeted actions that could be considered could include:

  • A limited targeted communications action on results achieved by the project could be considered, including capacity building activities, company demonstration projects, with a view to preparing for a post-project phase once a national strategy is developed.

Specific profiling of the conversion work under the company demonstration projects, and wider communication to specific industries, including involvement of representative industry and sectoral bodies.

2

Carry out rapid feasibility work to relaunch a national Ozone Centre.

Detailed Recommendation: It is not clear that the Ozone Centre has achieved a satisfactory level of development or sustainability. Furthermore, it is doubtful that the Ozone Centre can fulfil its potential and exert maximum impact from being located inside the Government.

It is recommended that the current situation be reviewed, with a view to relaunching the Ozone Centre on an independent funding, with one if its mandates being to a be vector for increasing public awareness, understanding, knowledge and

This review and rapid feasibility work should include:

  • Determining its mandate
  • Carrying out feasibility work on its structure and funding
  • Developing a sustainable funding model and plan
  • Looking at good practice, ideas and experience from other countries.

A (recommended) important part of the work of the Centre could be to co-implement a transition period of actions (under Recommendation 1 above) to boost the visibility of this project’s results and ensure continuity.

It is also recommended that the Government show its commitment to a relaunched centre by not only supporting this work, but also considering if it could help reduce costs by providing an under-used public building that could house the centre. Such a gesture would also be a positive signal from the Government to move to an accelerated phase out effort with real involvement of non-state actors, and in particular the private sector, in a much more public-private partnership ethos.

3

Provide support for the development of a credible national strategy, as part a post-project transition period

Detailed Recommendation: It is recommended that UNDP and the project stakeholders consider a short-term transition project to orchestrate and support the process of developing a comprehensive national strategy and phase-out plan. There is no strategy current in place, and the project implementation has also been overly focused on the environmental dimension of HFCFC phase-out, with insufficient focus on business and industry considerations, and a lack of meaningful involvement of private sector stakeholders.

4

Develop credible and workable implementation arrangements for implementing a national strategy

Detailed Recommendation: Closely linked to the above recommendation on the development of a comprehensive national strategy, particular attention needs to be devoted to national implementation arrangements. The level of political change and institutional transition over the lifetime of this past project means that it is appears neither realistic nor credible to base operation implementation for a national strategy inside a government ministry. Instead, it is recommended that a set-up has to be developed that allows the government to play the important supporting role that will be required, but with independent operational implementation outside of government structures that will be not be impacted by government and institutional changes.

This should include exploring, inter alia, the following with such future implementation arrangement:

  • A representative national commission/committee
  • Enjoying political endorsement but not directly dependent on national ministry (ministries)
  • Identification of distinct role for Ministry of Environmental Protection and Natural Resources

Real inter-ministerial and inter-institutional collaboration

5

Develop a gender mainstreaming and gender promotion strategy and action plan for post-project actions and transition projects. 

Detailed Recommendation: The Ukraine project implementation (and wider regional implementation) that while gender was not prioritised in this project, that there are nonetheless opportunities to promote gender mainstream and advance gender equality. It is recommended that for any transition project developed, along with any or initiative that a full gender mainstreaming is carried out, as well as a gender promotion strategy and action plan to promote gender equality in the sector, including for example:

  • Promoting gender-sensitive messages in any post-project communications and awareness-raising campaign
  • Showcasing gender-related success stories. etc.

Etc.

6

Consider setting up a dedicated project management centre within the Ministry to improve project management and implementation delivery. 

 

Detailed Recommendation: As seen, a series of significant implementation challenges have severely constrained project progress, and led in part to the ‘decoupling’ of the project implementation has been severely constrained by a range of challenges, with one of these constraints have included overly bureaucratic implementation environment at the primary beneficiary Ministry for Ecology and Natural Resources, and none of these issues have been significantly addressed or mitigated by the project of government structures that will be not be impacted by government and institutional changes.

This should include exploring, inter alia, the following with such future implementation arrangement:

  • Provided dedicated and trained project managers, that can co-ordinate inputs from Ministry staff on an as-needs and ad-hoc basis.
  • Ensure a more results-oriented implementation approach to project implementation

Strengthened inter-ministerial and inter-institutional collaboration

7

Put practices in place in UNDP CO to ensure improved dialogue with leadership of counterpart Ministries.    

 

Detailed recommendation: The project implementation suffered at a number of junctures from sub-standard management, communication and engagement with the primary beneficiary ministry. While people selection and performance prediction are never an exact science, it is not clear why UNDP’s CO management did not pick up on this earlier. At the very least, UNDP should seek to organise period high-level meetings with Ministry leadership counterparts, to listen and dialogue and understand. This could be a mix of formal meetings, as well as more informal settings such as a working lunch of dinner, and will help Ministry leadership to see that regarding of difficulties or project implementation challenges that the relationship is important and valued on UNDP’s side.

1. Recommendation:

Develop a transition project of targeted post-project actions to boost visibility of results and ensure continuity

Detailed Recommendation: It is recommended that a transition project of targeted post-project actions to boost visibility of results and ensure continuity, and thereby avoid any complete loss of momentum. Targeted actions that could be considered could include:

  • A limited targeted communications action on results achieved by the project could be considered, including capacity building activities, company demonstration projects, with a view to preparing for a post-project phase once a national strategy is developed.

Specific profiling of the conversion work under the company demonstration projects, and wider communication to specific industries, including involvement of representative industry and sectoral bodies.

Management Response: [Added: 2021/01/26]

Recommendation is accepted, subject to availability of funds and donor interest

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.1. Signing of MoU with the Ministry of Ecology to commence work on a transition project to ensure the sustainability of the actions under the HCFC project
[Added: 2021/01/26] [Last Updated: 2021/05/04]
UNDP CO, E&E Team Lead, IRH 2021/12 Initiated Subject to confirmed interest of Ministry of Ecology; History
1.2. Launch of communications campaign to highlight impact of previous project
[Added: 2021/01/26] [Last Updated: 2021/05/04]
Project Team, IRH 2021/12 Initiated History
1.3 Resource Mobilization exercise by E&E portfolio to raise funds to commence the development of a transition project
[Added: 2021/01/26] [Last Updated: 2021/05/04]
UNDP CO, E&E Team Lead, IRH 2021/12 Initiated The concept "Complete HCFC Phase-Out in Ukraine through Promotion of zero ODS, low GWP, Energy-Efficient Technologies" has been submitted to the Ministry but was not either supported, neither rejected. History
1.4. Subject to 1.2, Project Manager to implement recommendations R2-R6 as set out below
[Added: 2021/01/26] [Last Updated: 2021/05/04]
Project Team, IRH 2021/12 Initiated Based on workplan to be defined History
1.4. Subject to successful conclusion of 1.2, Hiring of National Project Manager and Project Associate with an understanding and experience in HCFC phase out to launch the relevant project and move into definition and resource mobilization phase.
[Added: 2021/01/26] [Last Updated: 2021/05/04]
UNDP CO, E&E Team Lead, IRH 2021/12 Not Initiated Subject to resource mobilization or funds allocation History
2. Recommendation:

Carry out rapid feasibility work to relaunch a national Ozone Centre.

Detailed Recommendation: It is not clear that the Ozone Centre has achieved a satisfactory level of development or sustainability. Furthermore, it is doubtful that the Ozone Centre can fulfil its potential and exert maximum impact from being located inside the Government.

It is recommended that the current situation be reviewed, with a view to relaunching the Ozone Centre on an independent funding, with one if its mandates being to a be vector for increasing public awareness, understanding, knowledge and

This review and rapid feasibility work should include:

  • Determining its mandate
  • Carrying out feasibility work on its structure and funding
  • Developing a sustainable funding model and plan
  • Looking at good practice, ideas and experience from other countries.

A (recommended) important part of the work of the Centre could be to co-implement a transition period of actions (under Recommendation 1 above) to boost the visibility of this project’s results and ensure continuity.

It is also recommended that the Government show its commitment to a relaunched centre by not only supporting this work, but also considering if it could help reduce costs by providing an under-used public building that could house the centre. Such a gesture would also be a positive signal from the Government to move to an accelerated phase out effort with real involvement of non-state actors, and in particular the private sector, in a much more public-private partnership ethos.

Management Response: [Added: 2021/01/26]

Recommendation is accepted

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.2. Defining administrative/budgetary arrangements for the relaunch of the Ozone centre
[Added: 2021/01/27] [Last Updated: 2021/09/03]
Project team, IRH, Ministry of Ecology 2021/06 Completed The arrangements of the Ozone center are detailed in the statute of the Ozone centre. History
2.1. Definition and launch of rapid feasibility study
[Added: 2021/01/27] [Last Updated: 2021/05/04]
UNDP CO, E&E Team Lead, Ministry of Environmental Protection and Natural Resources of Ukraine, State Environmental Academy, IRH 2021/12 Not Initiated History
3. Recommendation:

Provide support for the development of a credible national strategy, as part a post-project transition period

Detailed Recommendation: It is recommended that UNDP and the project stakeholders consider a short-term transition project to orchestrate and support the process of developing a comprehensive national strategy and phase-out plan. There is no strategy current in place, and the project implementation has also been overly focused on the environmental dimension of HFCFC phase-out, with insufficient focus on business and industry considerations, and a lack of meaningful involvement of private sector stakeholders.

Management Response: [Added: 2021/01/26]

Recommendation is accepted

Key Actions:

Key Action Responsible DueDate Status Comments Documents
3.1. Develop a strategy for transition of the project
[Added: 2021/01/27] [Last Updated: 2021/09/03]
UNDP CO, E&E Team Lead, Ministry of Environmental Protection and Natural Resources of Ukraine, IRH 2021/10 Not Initiated The development of strategy requires further consultations. History
4. Recommendation:

Develop credible and workable implementation arrangements for implementing a national strategy

Detailed Recommendation: Closely linked to the above recommendation on the development of a comprehensive national strategy, particular attention needs to be devoted to national implementation arrangements. The level of political change and institutional transition over the lifetime of this past project means that it is appears neither realistic nor credible to base operation implementation for a national strategy inside a government ministry. Instead, it is recommended that a set-up has to be developed that allows the government to play the important supporting role that will be required, but with independent operational implementation outside of government structures that will be not be impacted by government and institutional changes.

This should include exploring, inter alia, the following with such future implementation arrangement:

  • A representative national commission/committee
  • Enjoying political endorsement but not directly dependent on national ministry (ministries)
  • Identification of distinct role for Ministry of Environmental Protection and Natural Resources

Real inter-ministerial and inter-institutional collaboration

Management Response: [Added: 2021/01/26]

The recommendation is accepted

Key Actions:

Key Action Responsible DueDate Status Comments Documents
4.1 Definition and design of a new approach to ensuring sustainable engagement by the Government of Ukraine in HCFC phase-out
[Added: 2021/01/27] [Last Updated: 2021/05/10]
Team Lead E&E, Project Team 2021/09 Not Initiated Subject to availability of funds and donor interest History
5. Recommendation:

Develop a gender mainstreaming and gender promotion strategy and action plan for post-project actions and transition projects. 

Detailed Recommendation: The Ukraine project implementation (and wider regional implementation) that while gender was not prioritised in this project, that there are nonetheless opportunities to promote gender mainstream and advance gender equality. It is recommended that for any transition project developed, along with any or initiative that a full gender mainstreaming is carried out, as well as a gender promotion strategy and action plan to promote gender equality in the sector, including for example:

  • Promoting gender-sensitive messages in any post-project communications and awareness-raising campaign
  • Showcasing gender-related success stories. etc.

Etc.

Management Response: [Added: 2021/01/26]

Recommendation is accepted

Key Actions:

Key Action Responsible DueDate Status Comments Documents
5.1 Ensure full gender mainstreaming in transition project
[Added: 2021/01/27] [Last Updated: 2021/09/03]
Team Lead E&E, Project Team, CO Gender lead 2021/10 Not Initiated Subject to agreement on transition project. While the preparation of the transition project is ongoing, the full gender mainstreaming is postponed. History
6. Recommendation:

Consider setting up a dedicated project management centre within the Ministry to improve project management and implementation delivery. 

 

Detailed Recommendation: As seen, a series of significant implementation challenges have severely constrained project progress, and led in part to the ‘decoupling’ of the project implementation has been severely constrained by a range of challenges, with one of these constraints have included overly bureaucratic implementation environment at the primary beneficiary Ministry for Ecology and Natural Resources, and none of these issues have been significantly addressed or mitigated by the project of government structures that will be not be impacted by government and institutional changes.

This should include exploring, inter alia, the following with such future implementation arrangement:

  • Provided dedicated and trained project managers, that can co-ordinate inputs from Ministry staff on an as-needs and ad-hoc basis.
  • Ensure a more results-oriented implementation approach to project implementation

Strengthened inter-ministerial and inter-institutional collaboration

Management Response: [Added: 2021/01/26]

Recommendation is accepted

Key Actions:

Key Action Responsible DueDate Status Comments Documents
6.3 Establish mechanism for inter-ministerial/institutional collaboration to disseminate results
[Added: 2021/01/27] [Last Updated: 2021/08/04]
Project Team, IRH 2021/06 Completed The Interministerial Commission has been establihsed by GOU https://zakon.rada.gov.ua/laws/show/879-2020-?#Text History
6.1 Training and capacity building provision to key staff at the beneficiary end
[Added: 2021/01/27] [Last Updated: 2021/05/10]
EE Portfolio Management 2021/10 Not Initiated History
6.2 Application of robust M&E to transition project
[Added: 2021/01/27] [Last Updated: 2021/09/03]
Project Team, IRH 2021/10 Not Initiated All actions under 6. are subject to agreement with the ministry, and successful resource mobilization for a transition project. While the transition project is under discussion, application of the M&E is subject to the timeline of the discussion. History
7. Recommendation:

Put practices in place in UNDP CO to ensure improved dialogue with leadership of counterpart Ministries.    

 

Detailed recommendation: The project implementation suffered at a number of junctures from sub-standard management, communication and engagement with the primary beneficiary ministry. While people selection and performance prediction are never an exact science, it is not clear why UNDP’s CO management did not pick up on this earlier. At the very least, UNDP should seek to organise period high-level meetings with Ministry leadership counterparts, to listen and dialogue and understand. This could be a mix of formal meetings, as well as more informal settings such as a working lunch of dinner, and will help Ministry leadership to see that regarding of difficulties or project implementation challenges that the relationship is important and valued on UNDP’s side.

Management Response: [Added: 2021/01/26]

Recommendation is accepted

Key Actions:

Key Action Responsible DueDate Status Comments Documents
7.1 Improved communications with beneficiary ministry
[Added: 2021/01/27]
CO Management, Team Leader of Portfolio, Project team 2021/12 Not Initiated The new CO team and Team Lead have initiated regular meetings and communications with the Ministry of Environment. This will continue throughout.

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