Midterm Evaluation GEF Small Grants Programme

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Evaluation Plan:
2018-2022, Egypt
Evaluation Type:
Mid Term Project
Planned End Date:
12/2020
Completion Date:
11/2019
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
30,000

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Title Midterm Evaluation GEF Small Grants Programme
Atlas Project Number: 00098847
Evaluation Plan: 2018-2022, Egypt
Evaluation Type: Mid Term Project
Status: Completed
Completion Date: 11/2019
Planned End Date: 12/2020
Management Response: Yes
UNDP Signature Solution:
  • 1. Poverty
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. 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 13. Take urgent action to combat climate change and its impacts
SDG Target
  • 15.5 Take urgent and significant action to reduce the degradation of natural habitats, halt the loss of biodiversity and, by 2020, protect and prevent the extinction of threatened species
  • 7.2 By 2030, increase substantially the share of renewable energy in the global energy mix
  • 7.3 By 2030, double the global rate of improvement in energy efficiency
Evaluation Budget(US $): 30,000
Source of Funding: UNDP, GEF, OPS
Evaluation Expenditure(US $): 15,000
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
GEF Evaluation: Yes
GEF Project Title: Sixth Operational Phase of the GEF SGP in Egypt
Evaluation Type: Mid-term Review
Focal Area: Multifocal Areas
Project Type: FSP
GEF Phase: GEF-6
GEF Project ID: 6956
PIMS Number: 5471
Key Stakeholders: Ministry of Environment- This is a regional project
Countries: EGYPT
Lessons
Findings
Recommendations
1

Strengthen the landscape strategies.

2

Enhance the composition of the National Steering Committee

3

Reconcile achievement of multi-stakeholder governance within the target landscapes

4

Assess how to best use the project resources allocated for strategic projects

5

Adjust the performance metrices in the project results framework

6

Expand and strengthen stakeholder engagement

7

Strengthen the knowledge management approach on the project

8

Improve project monitoring and evaluation

9

Develop and implement improved procedures for allocating  project expenditures

10

Develop a sustainability plan and initiate implementation prior to project closure

1. Recommendation:

Strengthen the landscape strategies.

Management Response: [Added: 2019/11/04]

Accepted 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.2 delineating the project interventions onto landscape level maps
[Added: 2019/11/04] [Last Updated: 2021/04/14]
CPMU, NSC, landscape stakeholders 2021/12 Initiated This recommendation has faced some delays because of the delay in projects’ start due to the delay in obtaining the necessary clearances to use the grants. However, ongoing projects were requested to present their on maps. Those will be available towards the projects’ end in December 2021. History
1.1. breaking out the consolidated landscape strategy into four separate documents, one for each landscape
[Added: 2019/11/04] [Last Updated: 2021/04/14]
CPMU, NSC, landscape stakeholders 2020/06 Completed PMU has worked on the breakout of the consolidated landscape strategy. Four separate strategies (one for each landscape) are available. History
1.3 elaborating the strategies by including stakeholder analyses, partnership opportunities, more information on local and national development strategies
[Added: 2019/11/04] [Last Updated: 2021/04/14]
CPMU, NSC, landscape stakeholders 2020/12 Completed This information was included in the landscape strategies and will be updated if needed, however all ongoing projects are in line with national and local strategies and have succeeded to establish partnerships with relevant stakeholders and signed cooperation agreements. History
1.4. facilitating validation of the landscape strategies by local government units.
[Added: 2019/11/04] [Last Updated: 2021/04/14]
CPMU, NSC, landscape stakeholders 2020/12 Completed This recommendation has been taken into full consideration and discussed during the Multi-Stakeholders Platforms, which include representatives of relevel local government bodies, to ensure that ongoing projects meet local and national plans and validated by the local government units accordingly History
2. Recommendation:

Enhance the composition of the National Steering Committee

Management Response: [Added: 2019/11/04]

Accepted

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.1. ensure majority representation by CSOs
[Added: 2019/11/04] [Last Updated: 2021/04/14]
NSC, UNDP, CPMU 2020/03 Completed SGP has launched 3 rounds of calls (2 for small grants up to $50K and 1 for strategic projects up to $150K). The program has received 236 project proposals from the 4 targeted landscapes in different focal areas. The SGP NSC has approved 35 projects (32 small grants + 3 Strategic projects) for funding with total commitment of 100% of the grants amount. History
2.2. address representation of the beneficiaries within the target landscapes
[Added: 2019/11/04] [Last Updated: 2021/04/14]
NSC, UNDP, CPMU 2020/03 Completed PMU has already achieved this recommendation. Approved 35 projects are targeting diversity of beneficiaries in the different landscapes; men, women, youth, farmers, water associations, representatives of different local authorities agriculture, irrigation and water resources, electricity, etc.), households, public buildings, universities focusing on university students and local community members through different public awareness activities History
2.3. include enabling development partners, such as the Ministry of Local Development, National Council of Women, as well as donors and private sector organizations.
[Added: 2019/11/04] [Last Updated: 2021/04/14]
NSC, UNDP, CPMU 2020/03 Completed A representative of the Ministry of Local Development (Minister's Advisor) has joined the NSC since September 2019. SGP grantees have been urged to coordinate their planned activities with the National Council for Women, especially those related to women. The NCW representatives have actively participated in OP7 Multi-stakeholder online consultations, held to prepare the OP7 ProDoc. They reconfirmed their willingness to partner with SGP projects in implementing activities in targeted landscapes. SGP is supporting the financial partnership with Bioenergy for Sustainable Rural Development Association (BSRDA) and the Micro, Small and Medium Enterprises Agency concerning projects targeting installing biogas units in rural areas. This mechanism will allow grantees to obtain a soft loan in addition to the SGP grant to increase the number of units installed and accordingly the number of beneficiaries. History
3. Recommendation:

Reconcile achievement of multi-stakeholder governance within the target landscapes

Management Response: [Added: 2019/11/04]

Accepted 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
3.1 Establish multi-stakeholder partnerships, platforms and groups
[Added: 2019/11/04] [Last Updated: 2021/04/14]
CPMU, NSC 2020/03 Completed Four Multi-stakeholder Platforms have been formulated and functioning based on a prepared Terms of Reference; one for each landscape. Members of these platforms represent local governments; local authorities concerned with agriculture, water resources and irrigation, youth, social solidarity, National Council for Women, local media representatives, NGOs, academia, and the Egyptian Environmental Affairs Agency (Regional Branch Office). Grantees coordinate with relevant members who facilitate and support the implementation of their activities. History
3.2 Develop terms of reference for the multi-stakeholder governance structures envisaged for each landscape
[Added: 2019/11/04] [Last Updated: 2021/04/14]
CPMU, NSC 2020/03 Completed Such platforms gathering concerned stakeholders on the landscape level is a unique experience in Egypt. As per the TOR, platforms meeting regularly (either physically or virtually) to discuss ongoing projects, share lessons learned, exchange knowledge and experience, follow up and monitor progress of implementation of the landscape strategy and provide necessary assistance to SGP grantees to overcome any obstacles and challenges facing the implementation of their projects. The latest meeting was for the Upper Egypt Multi-stakeholder Platform held in Qena Governorate on April 12th, 2021 in the presence of the SGP CPM and 22 members, followed by a field visit to 3 ongoing projects. History
3.3 convene stakeholder workshops to help initiate the process.
[Added: 2019/11/04] [Last Updated: 2021/04/14]
CPMU, NSC 2020/03 Completed Although, PMU has faced some challenges in organizing planned workshops due to COVID 19 and precautionary measures taken by the government, but Multi-stakeholder Platforms have actively participated in the online consultations to prepare OP7 ProDoc , in which they contributed based on their different expertise and emphasized its support to SGP activities and projects in different landscapes. Additionally, 2 multi-stakeholder workshops have been organized in November 2020, and April 2021. History
4. Recommendation:

Assess how to best use the project resources allocated for strategic projects

Management Response: [Added: 2019/11/04]

Accepted 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
4.1. Develop a rapid needs assessment to evaluate how best to use grant resources earmarked for strategic projects
[Added: 2019/11/04] [Last Updated: 2021/04/14]
CPMU, NSC, UNDP 2020/03 Completed Based on the gaps in project targets and targeted landscapes for Strategic Projects, needs assessment has been prepared by the PMU and was approved by the NSC in their meeting on the 22nd of January, 2020 Those gaps were addressed in the final call for proposals, in which the final 7 projects have been approved by NSC members in September 2020. History
4.2. Prepare TORs for strategic projects and launch a call for those projects
[Added: 2019/11/04] [Last Updated: 2021/04/14]
CPMU, NSC, UNDP 2020/03 Completed A call for Strategic Project has been prepared and launched on the 26th of March till the 26th of April History
4.3. Develop a plan of action on the two proposed strategic projects to be reviewed and approved by NSC members.
[Added: 2019/11/04] [Last Updated: 2021/04/14]
CPMU, NSC, UNDP 2020/12 Completed 10 project proposals were received, 2 proposals have been approved for funding by NSC. One on promoting renewable energy at Al Azhar University and another project to announce Fayoum free of plastic. Those 2 projects are in progress. However, the first Strategic project approved in September 2018 to” Mainstream Biodiversity and Support CSOs Participation in CBD COP14”, has been satisfactorily completed in May 2020. A presentation on the project’s achievements has been presented in the NSC meetings and were praised by the members. History
4.3. Develop a plan of action on the two proposed strategic projects to be reviewed and approved by NSC members.
[Added: 2019/11/04] [Last Updated: 2021/04/14]
CPMU, NSC, UNDP 2020/12 Completed 10 project proposals were received, 2 proposals have been approved for funding by NSC. One on promoting renewable energy at Al Azhar University and another project to announce Fayoum free of plastic. Those 2 projects are in progress. However, the first Strategic project approved in September 2018 to” Mainstream Biodiversity and Support CSOs Participation in CBD COP14”, has been satisfactorily completed in May 2020. A presentation on the project’s achievements has been presented in the NSC meetings and were praised by the members. History
5. Recommendation:

Adjust the performance metrices in the project results framework

Management Response: [Added: 2019/11/04]

Accepted

Key Actions:

Key Action Responsible DueDate Status Comments Documents
5.1. Adjust the performance metrices in the project results framework and discuss suggested revisions with UCP Global Coordinator and NSC members
[Added: 2019/11/04] [Last Updated: 2021/04/14]
CPMU, NSC, UNDP 2020/03 Completed Recommendations of the MTR report has been highlighted in the NSC meeting held on the 3rd of September, 2020. Recommendations on adjusting the project results were discussed and approved by UCP Global Coordinator. History
6. Recommendation:

Expand and strengthen stakeholder engagement

Management Response: [Added: 2019/11/04]

Accepted 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
6.1. Expand and strengthen engagement with enabling stakeholders, such as protected area stakeholders, private sector, Ministry of Agriculture, Desert Research Center - Expand NSC composition to include members representing mentioned entities as much as possible. - Invite those entities to join the multi-stakeholder platforms - Organize meetings between NGOs and businessmen associations to discuss potential cooperation
[Added: 2019/11/04] [Last Updated: 2021/04/14]
CPMU, NSC 2020/12 Completed SGP PMU and Grantees have strengthened and expanded the engagement of relevant stakeholders either protected areas, private sector or academia & research centers (such as the Egyptian Center of Excellence for Saline Agriculture / Desert Research Center). Representatives of those entities were invited to join the multi-stakeholder platforms and the multi-stakeholder consultations. PMU plans to organize the meeting between NGOs and businessmen associations the 3rd quarter of 2021. History
7. Recommendation:

Strengthen the knowledge management approach on the project

Management Response: [Added: 2019/11/04]

Accepted

Key Actions:

Key Action Responsible DueDate Status Comments Documents
7.1. Develop a knowledge management (KM) strategy and action plan that articulates the objectives for knowledge management on the project
[Added: 2019/11/04] [Last Updated: 2021/04/14]
CPMU, UNDP, NSC 2020/03 Completed A Knowledge Management Strategy has been prepared and approved by the NSC in January 2020. This KM Strategy has been shared with NGOs who have submitted KM project proposals to amend their projects' activities in line with the Strategy. One project was approved in the NSC meeting dated 29th July, 2020 with total grant $50K History
7.2. Implement the knowledge management (KM) strategy and action plan
[Added: 2019/11/04] [Last Updated: 2021/04/14]
CPMU, UNDP, NSC 2021/03 Completed The ongoing KM project’s activities are responding to the KM strategy and action plan, and activities are implemented in coordination with the SGP team. History
8. Recommendation:

Improve project monitoring and evaluation

Management Response: [Added: 2019/11/04]

Accepted 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
8.1. track social co-benefits, e.g., number of direct beneficiaries, gender-dis-aggregated results, etc
[Added: 2019/11/04] [Last Updated: 2021/04/14]
CPMU, UNDP 2021/03 Completed Social co-benefits (number of direct beneficiaries and gender-disaggregated data) are reported annually in the AMR and PIR, in addition to using this data as the baseline for OP7 ProDoc. History
8.2. keep a running tally of co financing contributions
[Added: 2019/11/04] [Last Updated: 2021/04/14]
CPMU, UNDP 2021/03 Completed co financing contributions are already there History
8.3. Prepare / estimate GEF-7 core indicators building on the implementation practices in GEF-6
[Added: 2019/11/04] [Last Updated: 2021/04/14]
CPMU, UNDP 2020/03 Completed The PMU has already prepared GEF-7 Core indicators and they are being revised by the International Consultant and National Consultants to be submitted with the final ProDoc in October 2020 History
9. Recommendation:

Develop and implement improved procedures for allocating  project expenditures

Management Response: [Added: 2019/11/04]

Accepted

Key Actions:

Key Action Responsible DueDate Status Comments Documents
9.1 Improve procedures for allocating project management costs and other project expenditures - Full coordination with NHI, UNDP and UNOPS concerning project expenditures - Follow up on NHI administrative and financial procedures to ensure they are accepted by / in line with UNOPS - Ensure facilitation of payments disbursement for grantees
[Added: 2019/11/04] [Last Updated: 2021/04/14]
UNDP, UNOPS, NHI 2020/12 Completed External audit results conducted in November 2020 were satisfactory. -Disbursements of payments for grantees are going smoothly and in full coordination with UNOPS and NHI financial staff History
10. Recommendation:

Develop a sustainability plan and initiate implementation prior to project closure

Management Response: [Added: 2019/11/04]

Accepted

Key Actions:

Key Action Responsible DueDate Status Comments Documents
10.1. Develop and initiate the implementation of a sustainability plan that identifies specific actions, responsible parties and partnerships and funding opportunities.
[Added: 2019/11/04] [Last Updated: 2021/04/14]
CPMU, UNDP, NSC 2020/06 Completed The PMU is planning to maintain sustainability through the continuation of activities in OP7. The SGP Team with the assistance of the International Consultant and three National Consultants (Climate Change consultant, Biodiversity Consultant and Gender Consultant) have finalized the ProDoc and submitting for the GEF for necessary clearances. History

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