- Evaluation Plan:
- 2018-2022, Jordan
- Evaluation Type:
- Mid Term Project
- Planned End Date:
- 12/2020
- Completion Date:
- 12/2020
- Status:
- Completed
- Management Response:
- Yes
- Evaluation Budget(US $):
- 15,000
Reduction & Elimination of POPs MID TERM EVALU
| Document | Type | Language | Size | Status | Downloads |
|---|---|---|---|---|---|
 MTR _GEF POPs_5667.docx |
report | English | 750.20 KB | Posted | 1042 |
 TORs POPs Evalutation.pdf |
tor | English | 654.28 KB | Posted | 1014 |
| Title | Reduction & Elimination of POPs MID TERM EVALU | ||||||||||||||
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| Atlas Project Number: | 105137 | ||||||||||||||
| Evaluation Plan: | 2018-2022, Jordan | ||||||||||||||
| Evaluation Type: | Mid Term Project | ||||||||||||||
| Status: | Completed | ||||||||||||||
| Completion Date: | 12/2020 | ||||||||||||||
| Planned End Date: | 12/2020 | ||||||||||||||
| Management Response: | Yes | ||||||||||||||
| Focus Area: |
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| Corporate Outcome and Output (UNDP Strategic Plan 2018-2021) |
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| SDG Target |
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| Evaluation Budget(US $): | 15,000 | ||||||||||||||
| Source of Funding: | |||||||||||||||
| Evaluation Expenditure(US $): | 9,625 | ||||||||||||||
| Joint Programme: | No | ||||||||||||||
| Joint Evaluation: | No | ||||||||||||||
| Evaluation Team members: |
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| GEF Evaluation: | Yes
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| Key Stakeholders: | |||||||||||||||
| Countries: | JORDAN | ||||||||||||||
| Comments: | The uploaded evaluation plan differs slightly in terms of titles but still targets the same areas mentioned in the CPD evaluation plan. Changes to the evaluation plan has been discussed and approved by the regional bureau. |
| Lessons | |
|---|---|
| Findings |
| Recommendations | |
|---|---|
| 1 | Continue to work on the institutional strengthening of government partners, especially within the framework of their role within the project, but also strengthen the spaces of collective participation, so that the integrality of the actions and the objective of the project is achieved. |
| 2 | The 11 autoclaves that have been installed in the hospitals will need to have preventive and corrective maintenance. This is not an activity that the hospitals have trained people to do it, therefore it will be important to identify the best solution to this need. It can be through the outsourcing of the maintenance, which could be the most effective solution. This will need to be included within the sustainability strategy for the project closure so that when the funding has finished the MoH or the hospitals will have already budgeted this to guarantee the continuity of the service.
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| 3 | Project Coordination should keep the UNDP/Program Officer informed of the progress and quality of the institutions’ participation. In this manner, the UNDP/Program Office can address these issues with the institutions that have less aggressive participation. |
| 4 | Ensure that the monitoring and evaluation processes established by the UNDP Office are carried out in a timely manner so that Project development can be ensured. |
| 5 | To lead the project always with the perspective of the role that each institution has, that is, to have clarity of the responsibilities of each and above all define how the sustainability of this project will be obtained with the leadership of the counterparties. |
| 6 | This project has three components that are linked to the purpose of protecting the health and the environment with environmentally sound waste management and the complementing of a green economy. It is important to establish in the best possible way the complementarity each component has with each other and/or the importance that, as one component progresses, another component subsequently advance or be directed. The components are not isolated but integrated parts of the project. |
| 7 | Seek to continue enhancing women empowerment and gender equity in different project activities. Responsible parties for their completion: PMU, UNDP, MoENV. |
| 8 | In working with social and economically sensitive sectors, for instance, the informal e-waste sector, the target population should be involved from the beginning of the process. This will allow for this group to believe that their opinion is heard and form part of the actions that need to be implemented and make for a smoother transition to a modern economically viable and structured E-waste management scheme |
| 9 | Establish a clear sustainability strategy to strengthen the institutional capacities of those who are part of the project to be integrated during the remaining time. It is important to prepare and start strengthening efforts towards the sustainability of the results once the project has ended. |
| 10 | Financial stability must be improved with a better accounting of the co-financing contributions that have not been accounted for as of this evaluation. Responsible parties for their completion: UNDP AND PMU, TC. |
| 11 | Considering all the progress made so far and the way of work that has been developed, research and evaluations should be undertaken in this pandemic context to assess how the project could contribute to the country's socio-economic recovery and to strengthen it with improved conditions after this crisis. This would of course have to be done within the limits of the project's mandate and its objectives. |
| 12 | The Project Management Unit must implement, among the institutions that have committed the co-financing, a system of reporting cash and in-kind investments. It is important that the accounting be available at least at the end of each semester. |
| 13 | The COVID-19 Pandemic’s isolation measures and economic impacts could slow the progress of certain activities planned in the 2020 AWP and possibly until the second quarter of 2021 and beyond. The recommendation of this evaluation is to request a project duration extension for a period of 18 months. This extension will be necessary to recover the work processes that have been delayed and will be affected by the socio-economic impacts of COVID-19. |
| 14 | The project is facing challenging issues about the RDF output under component 3 of this project. It is not feasible to complete the output of the generation of 500 T/yr. for 4yrs of RDF under the present conditions that are aggravated with the lockdowns that are imposed by the COVID-19 Pandemic.
After consultation with the PMU, UNDP, and the MoEnv this evaluator agrees on recommending the following actions to be undertaken within the first quarter of 2021. |
Management Response Documents
1. Recommendation:
Continue to work on the institutional strengthening of government partners, especially within the framework of their role within the project, but also strengthen the spaces of collective participation, so that the integrality of the actions and the objective of the project is achieved.
Management Response: [Added: 2021/02/20] [Last Updated: 2021/02/21]
Agree
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Continue to involve project partners in all project activities; including the development of workplans and in decision making process through board and technical committee meetings.
[Added: 2021/02/20] [Last Updated: 2021/08/29] |
PMU and UNDP | 2023/05 | Initiated | Continuous till the end of the project implementation History | |
| Continue monitoring any areas with lack of capacity in order to implement awareness and capacity building programmes if needed.
[Added: 2021/02/21] [Last Updated: 2021/08/29] |
PMU and UNDP | 2023/05 | Initiated | Continuous till the end of the project implementation History | |
| Consultations with the government senior officials to ensure integration with government plans and national priorities.
[Added: 2021/02/21] [Last Updated: 2021/08/29] |
PMU and UNDP | 2023/05 | Initiated | Continuous till the end of the project implementation with special emphasis during the annual planning period History |
2. Recommendation:
The 11 autoclaves that have been installed in the hospitals will need to have preventive and corrective maintenance. This is not an activity that the hospitals have trained people to do it, therefore it will be important to identify the best solution to this need. It can be through the outsourcing of the maintenance, which could be the most effective solution. This will need to be included within the sustainability strategy for the project closure so that when the funding has finished the MoH or the hospitals will have already budgeted this to guarantee the continuity of the service.
Management Response: [Added: 2021/02/20] [Last Updated: 2021/02/21]
Agree with immediate implementation
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| UNDP CO and PMU to provide follow up on this intervention through;
- Meeting with the Ministry of Health officials to emphasize the importance of proper operation of the autoclaves.
- Official correspondences to be sent in this regard.
- Close follow up with MoH focal points to accelerate the issue of outsourcing a company to perform operations and maintenance activities
[Added: 2021/02/21] [Last Updated: 2021/08/29] |
PMU, UNDP, MoH, MoEnv | 2023/05 | Completed | The project has successfully facilitated the process with the MoH to outsource a company to perform autoclaves operations and maintenance activities. History |
3. Recommendation:
Project Coordination should keep the UNDP/Program Officer informed of the progress and quality of the institutions’ participation. In this manner, the UNDP/Program Office can address these issues with the institutions that have less aggressive participation.
Management Response: [Added: 2021/02/21]
Agree
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Conduct Bi-weekly meetings to update UNDP CO on project progress, updates and partners participation in the project.
[Added: 2021/02/21] |
PMU | 2023/05 | Initiated | Bi Weekly meeting records | |
| Submit Quarter reports and annual reports on due dates.
[Added: 2021/02/21] [Last Updated: 2021/08/29] |
PMU, Technical committee | 2023/05 | Initiated | Each quarter, annually History | |
| Provide feedback through the monthly technical committee meetings on the levels of participation.
[Added: 2021/02/21] [Last Updated: 2021/08/29] |
PMU, Technical Committee, UNDP | 2023/05 | Initiated | Technical committee MoM History | |
| Organize field visits to project sites to oversee the implementation on ground as appropriate
[Added: 2021/02/21] [Last Updated: 2021/08/29] |
UNDP | 2023/05 | Initiated | History |
4. Recommendation:
Ensure that the monitoring and evaluation processes established by the UNDP Office are carried out in a timely manner so that Project development can be ensured.
Management Response: [Added: 2021/02/21]
Agree
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Revisit the monitoring plan and make any changes if found necessary especially due to the COVID-19 pandemic and response. Assessing the monitoring and evaluation schedule and amend whenever necessary in accordance
[Added: 2021/02/21] [Last Updated: 2021/09/26] |
UNDP | 2023/05 | Initiated | The process of revisiting the M&E plan will be ongoing through the course of the project History | |
| Sharing the monitoring and evaluation plans and schedule with the Central Team at UNDP (which is a practice already started in 2019) so as to have the proper support in ensuring timely completion of the relevant assignment.
[Added: 2021/02/21] [Last Updated: 2021/08/29] |
UNDP | 2021/08 | Completed | the central team is already following up with the project to ensure timely delivery of M&E plans including the financial audit which was finalized in May 2021, and also following up with the project on the Management response plan related to MTR which was finalized in Dec. 2020 History |
5. Recommendation:
To lead the project always with the perspective of the role that each institution has, that is, to have clarity of the responsibilities of each and above all define how the sustainability of this project will be obtained with the leadership of the counterparties.
Management Response: [Added: 2021/02/21]
Agree
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Stress continuously on partners' roles and responsibilities through Project Board meetings, especially their role in adopting strategies and plans to ensure the sustainability of the project.
[Added: 2021/02/21] [Last Updated: 2022/06/04] |
PMU, UNP and Project Board | 2023/06 | Initiated | Will be discussed during the upcoming project board History | |
| Integrate sustainability aspects within the project`s components and demonstrate the project benefits to the targeted groups.
[Added: 2021/02/21] [Last Updated: 2022/06/04] |
PMU, UNDP | 2023/06 | Initiated | PMU is drafting the sustainability plan to be discussed and developed in consultation and coordination with the project stakeholders History | |
| Present and discuss with the project board the findings and recommendation of the MTR, in particular to listed to feedback and suggestions of the members on how to better implement Recommendation 5
[Added: 2021/02/21] [Last Updated: 2022/10/26] |
UNDP | 2022/10 | Completed | The project board was held on the 29 of September, during which these points were discussed with the members (project progress to date, co-financing, project expenditures and remaining budgets, MTR recommendations and the way forward specially with recommendation number 5) History |
6. Recommendation:
This project has three components that are linked to the purpose of protecting the health and the environment with environmentally sound waste management and the complementing of a green economy. It is important to establish in the best possible way the complementarity each component has with each other and/or the importance that, as one component progresses, another component subsequently advance or be directed. The components are not isolated but integrated parts of the project.
Management Response: [Added: 2021/02/21]
Agree
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Revisit the workplan on regular basis and identify complementary points of intersection among all components.
[Added: 2021/02/21] [Last Updated: 2021/09/26] |
PMU, UNDP, Technical Committee | 2023/05 | Initiated | This activity will remain continuous through the course of the project History | |
| To design and redesign the capacity development activities so as to serve the three components and have the training events as a platform to discuss synergies and integration among the three components
[Added: 2021/02/21] [Last Updated: 2021/09/26] |
UNDP, PMU | 2023/05 | Initiated | This activity will remain continuous throughout the course of the project. History | |
| To share with the stakeholders a comprehensive brief action plan explaining the linkages between the activities for ensuring timely responses from the relevant stakeholders.
[Added: 2021/02/21] [Last Updated: 2021/06/07] |
PMU, MoEnv, UNDP, Technical Committee | 2021/05 | Completed | An action plan has been already shared with project stakeholders and weekly meetings will be organized with IP to go through detailed action plans History | |
| Incorporating a task in all ToRs to be launched in 2021 and beyond calling consultants to advise on and ensure proper synergies among the three components.
[Added: 2021/02/21] [Last Updated: 2021/07/06] |
UNDP | 2021/06 | Completed | Done so far for new TORs History |
7. Recommendation:
Seek to continue enhancing women empowerment and gender equity in different project activities. Responsible parties for their completion: PMU, UNDP, MoENV.
Management Response: [Added: 2021/02/21]
Agree
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Revisit the activities regularly in order to identify further opportunities for enhancing women empowerment/engagement especially in light of the effects of the COVID-19 pandemic.
[Added: 2021/02/21] [Last Updated: 2021/09/26] |
PMU, UNDP, MoEnv | 2023/05 | Initiated | This key action will be continuous through the course of the project History | |
| Work closely with UNDP gender task force to identify new activities to enhance women engagement in the project activities under different components
[Added: 2021/02/21] [Last Updated: 2022/10/26] |
UNDP Gender Focal Team, Env Team, Project Team | 2022/10 | Completed | The project in consultation with UNDP gender focal point is preparing the TORs for the Gender mainstreaming activities related to all project activities focusing on the women participation in the application of Sorting at source & Refuse-Derived Fuel (RDF) activities. History | |
| Discuss this recommendation with the implementing partners so as to support better empowerment and mainstreaming of gender not only in project activities but in the broader sector.
[Added: 2021/02/21] [Last Updated: 2022/06/04] |
PMU, UNDP | 2022/06 | Completed | Discussions with IP gender focal point has been initiated and discussed to support gender mainstreaming in project activities and other IP activities. History |
8. Recommendation:
In working with social and economically sensitive sectors, for instance, the informal e-waste sector, the target population should be involved from the beginning of the process. This will allow for this group to believe that their opinion is heard and form part of the actions that need to be implemented and make for a smoother transition to a modern economically viable and structured E-waste management scheme
Management Response: [Added: 2021/02/21]
Agree
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Involve the informal sector in the project activities and keep them informed with regards to new procedures and regulation in coordination with the MoEnv
[Added: 2021/02/21] [Last Updated: 2022/06/04] |
PMU, MoEnv | 2023/05 | Initiated | The informal sector has been invited to participate in project activities, including awareness and training. History | |
| Organize a training program on e-waste operation and safety measures targeting both formal and informal sectors.
[Added: 2021/02/21] [Last Updated: 2022/03/28] |
PMU | 2022/05 | Completed | the project organized a specialized training on e-waste dismantling and recycling targeted formal e-waste sector and municipalities. other training programs will be planned for informal sector too. History | |
| Demonstrate successful models of collaboration specially with private sector engagement
[Added: 2021/02/21] [Last Updated: 2021/12/28] |
PMU, UNDP communication team | 2021/12 | Completed | The project has already initiated the collaboration with the private sector in different field mainly in the design and preparation of e-waste collection sites and this collaboration will continue to the following years in the fields of developing mobile application, collection and transportation of e-waste. Collaboration with private sector is also planned for the third component of the project with regards to MSW collection and sorting and the application of RDF. History |
9. Recommendation:
Establish a clear sustainability strategy to strengthen the institutional capacities of those who are part of the project to be integrated during the remaining time. It is important to prepare and start strengthening efforts towards the sustainability of the results once the project has ended.
Management Response: [Added: 2021/02/21]
Agree
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Develop a project sustainability plan in consultation and coordination with the project stakeholders and set list of actions to be implemented through the relevant institutions.
[Added: 2021/02/21] [Last Updated: 2022/06/04] |
UNDP, PMU, Project Board | 2023/02 | Initiated | Sustainability plan development has been initiated through consultative processes History | |
| Improve communication strategy which can lead in showcasing project impacts to large audience
[Added: 2021/02/21] [Last Updated: 2022/06/04] |
PMU, UNDP communication team | 2023/05 | Initiated | Awareness and communication materials are under development and will be disseminated through several workshops and meetings until the end of the project History | |
| Further engagement and empowerment of the concerned entities at the IPs so as to have them properly capacitated and ready for hand over.
[Added: 2021/02/21] [Last Updated: 2022/06/04] |
UNDP, PMU, Project Board, Technical Committee | 2023/05 | Initiated | This key action will be continuous through the course of the project History |
10. Recommendation:
Financial stability must be improved with a better accounting of the co-financing contributions that have not been accounted for as of this evaluation. Responsible parties for their completion: UNDP AND PMU, TC.
Management Response: [Added: 2021/02/21]
Agree
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| To keep following up with partners for providing co-financing information and maintaining records of them
[Added: 2021/02/21] [Last Updated: 2021/09/26] |
UNDP, project partners | 2023/05 | Initiated | Follow up will be continued through the life of the project. History | |
| To request the support of the project board members in that regard and have that recommendation as an item on the agenda of the upcoming board meetings
[Added: 2021/02/21] [Last Updated: 2022/10/26] |
UNDP, PMU, Project Board | 2022/10 | Completed | Co-financing is one of the important items that was raised during the board meeting, it was agreed to investigate more opportunities to work with the private sector and to increase the co-financing. History |
11. Recommendation:
Considering all the progress made so far and the way of work that has been developed, research and evaluations should be undertaken in this pandemic context to assess how the project could contribute to the country's socio-economic recovery and to strengthen it with improved conditions after this crisis. This would of course have to be done within the limits of the project's mandate and its objectives.
Management Response: [Added: 2021/02/21]
Agree
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Coordinate with other UN agencies to explore opportunities of collaboration in supporting the government in responding to the pandemic.
[Added: 2021/02/21] |
UNDP, PMU, Technical Committee | 2022/12 | Not Initiated | As needed | |
| Investigate new sources of funds to complement and/or upscale project`s activities
[Added: 2021/02/21] |
UNDP, project partners | 2022/12 | Not Initiated | ad hoc - as needed | |
| Include relevant criteria in planned research and evaluations through the project
[Added: 2021/02/21] |
PMU, UNDP | 2023/05 | Not Initiated | As needed |
12. Recommendation:
The Project Management Unit must implement, among the institutions that have committed the co-financing, a system of reporting cash and in-kind investments. It is important that the accounting be available at least at the end of each semester.
Management Response: [Added: 2021/02/21]
Agree
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| To agree with partners on a system for registering co-finance related investments on an annual basis.
[Added: 2021/02/21] [Last Updated: 2021/12/28] |
PMU, UNDP | 2021/12 | Completed | This key action is already initiated, partners were communicated to provide their co-financing records during December 2020, by the 1st quarter of 2022; partners will be approached again to provide their co-financing for the year 2021. History | |
| To establish a proper reporting mechanism for co-financing that is reported against quarterly.
[Added: 2021/02/21] [Last Updated: 2022/03/28] |
PMU, UNDP | 2022/05 | Completed | Partners reported their cash and in-Kind investment during the MTR period. They will provide their investments on annual basis. History |
13. Recommendation:
The COVID-19 Pandemic’s isolation measures and economic impacts could slow the progress of certain activities planned in the 2020 AWP and possibly until the second quarter of 2021 and beyond. The recommendation of this evaluation is to request a project duration extension for a period of 18 months. This extension will be necessary to recover the work processes that have been delayed and will be affected by the socio-economic impacts of COVID-19.
Management Response: [Added: 2021/02/21]
Agree
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Put extra efforts by PMU and project stakeholders to conclude all project activities within the timeframe of the project. If the extension is needed, UNDP will raise this issue with the project board and UNDP regional office to proceed with the extension as per GEF rules and regulations.
[Added: 2021/02/21] [Last Updated: 2021/09/26] |
UNDP, PMU, Technical Committee and Project Board. | 2023/02 | Not Initiated | NCE request will be initiated in February of 2023 if required only. History |
14. Recommendation:
The project is facing challenging issues about the RDF output under component 3 of this project. It is not feasible to complete the output of the generation of 500 T/yr. for 4yrs of RDF under the present conditions that are aggravated with the lockdowns that are imposed by the COVID-19 Pandemic.
After consultation with the PMU, UNDP, and the MoEnv this evaluator agrees on recommending the following actions to be undertaken within the first quarter of 2021.
Management Response: [Added: 2021/02/21]
Agree
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Explore the feasibility of RDF production under the current scenario.
[Added: 2021/02/21] [Last Updated: 2021/07/06] |
UNDP, PMU, TC, MoEnv AND MoLA | 2023/05 | Initiated | Local expert has been recruited to explore the feasibility of RDF production within the remaining project timeframe and expected quantities. History | |
| Consult with other development actors that have ongoing similar projects to explore opportunities for collaboration and overlapping activities.
[Added: 2021/02/21] [Last Updated: 2021/07/06] |
UNDP, PMU, TC, MoEnv AND MoLA | 2023/05 | Initiated | The project often consults with other organizations to learn about the various activities they carry out to integrate efforts and not to duplicate them. Opportunities for collaboration with GIZ in the field of electrical and electronic waste management and in the management of hazardous waste stored at the Hazardous Waste Treatment Centre in Swaqa have been found, consultation with different actors is still ongoing on the RDF component. History | |
| Investigate other methods for RDF raw material collection, technologies, and RDF types to be produced under the project while serving the same objectives.
[Added: 2021/02/21] [Last Updated: 2021/07/06] |
UNDP, PMU, TC, MoEnv AND MoLA | 2021/06 | Completed | Three scenarios for the collection of RDF materials were presented to the Ministry of Environment to discuss, study and decide on the best scenario to be implemented. History | |
| Consult with the private sector and identify opportunities for collaboration.
[Added: 2021/02/21] [Last Updated: 2022/03/28] |
UNDP, PMU, TC, MoEnv AND MoLA | 2022/03 | Completed | Consultations with private sector, cement manufacturers and others like food industry and steel manufacturers were initiated. History | |
| Assessing the proposed scenarios and proceeding with the implementation as best serves the scope.
[Added: 2021/02/21] [Last Updated: 2021/12/28] |
UNDP, PMU, TC, MoEnv AND MoLA | 2021/12 | Completed | Project assessed the proposed best scenarios to proceed with in consultation with the Ministry of Environment and Ministry of Local Administration. In Nov 2021, the project held a meeting with participation of at decision makers in both Ministries where it was agreed to target Al-Hasan Industrial Estate as it generates huge amounts of textiles and packaging waste, where the materials are separated, and the textiles are shredded and recovered through the RDF unit along with the paper cardboard and plastic materials. History |