Transcript Document

Monitoring and Evaluation for LEDS
UNDP LECB Global Workshop
Christine Woerlen, Arepo Consult and GGBP Co-Author
October 16, 2014
October 8, 2014
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Background Dr. Christine Wörlen

Founder Arepo Consult (since 2009)
specializing in M&E for climate mitigation
co-author of M&E chapter of GGBPI

Head of Renewable Energy Division at the
German Energy Agency (dena), 2007 – 2009

Program Manager Renewable Energy at the
Global Environment Facility (GEF) Secretariat
2002 – 2007

Research Associate German Parliament, Study
Commission „Sustainable Energy Supplies in
View of Globalization and Liberalization“

Ph.D. 2003, Boston University: Technical and
economic aspects of renewable energy
innovation policy
Agenda
11:00–11:20 Good Practices with M&E for LEDS and
Green Growth
» Christine Woerlen, Arepo Consult and GGBP Co-Author
11:20-11:40 Experiences with LEDS M&E for the Philippines
and Colombia
» Joyceline Goco (Philippines)
» Katherine Ovalle Sanabria (Colombia)
11:40-12:15 Table Discussions
12:15-12:30 Report Out and Group Summary
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Green Growth Best Practice Initiative
Key question:
are the effective approaches that countries have
“ What
taken for green growth planning, implementation and
monitoring?
”
Assessing, and sharing best practices on green growth
• Conduct high-quality, fact-based assessment to identify good practices
around the world.
• Document results in products tailored for different audiences
• Foster use of results to inform policymakers and practitioners
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Green Growth Best Practice
Working with a global network
• Launched in October 2012
with support from CDKN, ECF
and GGGI
• 75 authors conducting the
assessment from all regions
• 20+ partner organizations and
200+ experts in the Expert
Network
• 12 organizations on the
• Steering Committee
• 4 Implementing partners
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Fostering Broad Use of Results and Collaboration
Partnering on country specific outreach
•
Engaging authors in discussing and applying relevant findings with countries (including
DRC, Indonesia, Sri Lanka, Kenya, Rwanda, and others)
Cooperating on technical resources
•
Adding further cases to on-line handbook to facilitate access to content
•
Partnering with ILO, UNITAR, GGKP, WB,UNESCAP, LEDS GP on e-learning materials and
presenting results at green growth related courses
Conducting other joint outreach and peer learning activities
•
Convening joint events at workshops and webinars
Presenting results and exploring use of findings for international assistance
agencies and programs - UNDP, USAID, GIZ, GGGI, CDKN, OECD & others
Welcome recommendations for enhanced future analysis and outreach
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Relationship between LEDS and Green Growth
•
For this assessment, we defined green growth as programs at national,
state, provincial and local levels that are designed to achieve both
economic growth and environmental protection together with the following
key characteristics:
– Form part of a comprehensive framework for long-term economic, social, and
environmental development
– Foster efficient and sustainable use of natural resources
– Aim to achieve socially inclusive development, enhanced resilience to climate
change and natural disasters, and a low GHG emission economy
•
These are also key features of LEDS and many of the cases we evaluated
were in fact LEDS programs
•
Thus, the findings on M&E for green growth are also good practices for
M&E for LEDS program share the same basic characteristics
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Key Conclusions
•
Growing numbers of national and sub-national governments are capturing
concrete economic, environmental, and social benefits from green growth
– Enhances resource efficiency and productivity.
– Values and achieves sustainable use of natural systems & ecosystem services
– Captures opportunities for technology, business, and social innovation
– Improves quality of life and social equity
•
Green growth programs are most effective where they recognize trade-offs and
smoothen the transition to a green economy.
•
Integrated and robust planning, analysis, implementation, and monitoring are
essential.
•
Broad support for transformative change at adequate speed and scale is required.
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GGBP Topics & Integrated Green Growth Approach
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Chapter 9. Monitoring and Evaluation
Lead Authors
• Nick Harrison (Ecofys)
• Kelly Levin (World Resources Institute, US)
• Wanxin Li (Hong Kong University, China)
Contributing Authors
• Ashley Allen (US Agency for International Development,
US)
• Anya Boyd and Anthony Dane (University of Cape Town,
South Africa)
• John Kioko Musingi (University of Nairobi, Kenya)
• Amrikha Singh (Ministry of Environment and Drainage,
Barbados)
• John Talberth (World Resources Institute, US)
• Jeremy Webb (United Nations Economic Commission for
Africa)
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• Christine Woerlen (Arepo Consult, Germany)
M&E, MRV, what‘s the difference?
M&E
MRV
•
•
= Measure, Report, Verify; specific
agreement within the UNFCCC
•
Negotiated requirement for
UNFCCC
•
No emphasis (so far) on the
„Evaluate“
Can relate to :
•
•
•
= Monitoring and Evaluation,
general concept in ODA,
philanthropy and evidence-based
policy making
Requirement for many climate
funds (GEF, CIF, …) as well as
bilateral projects
Evaluation allows for benefits
beyond M
Can relate to anything, esp.:
– Projects
– Programs
– Policies
•
– Climate funding flows
– (National) GHG emissions
– NAMAs
Monitoring and Evaluation
Key components:
- Indicators
- Institutional arrangements
- Communications and engagement
Cases analyzed in this chapter:
Location
Cases
Australia
• National Greenhouse and Energy
Reporting (NGER) Scheme
•
•
Effective monitoring and evaluation
(M&E) increases government
transparency and accountability,
enhances public trust, improves
adaptability and facilitates learning.
Our starting point was: Impact – how
can M&E have impact (i.e. improve
the projects, programmes and
policies)?!
Denmark
• Green energy strategy
Karnataka,
• The Sujala Watershed Management
India
Kenya
and Poverty Alleviation Project
• MRV+ system
South Africa • Green growth monitoring strategy
South Korea
• Government-wide monitoring and
evaluation system, Management
Performance Assessment Tool
USA
• Environmental Monitoring and
Assessment Program (EMAP)
•
M&E should be an integral
component of every stage of green
growth planning and implementation.
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Monitoring and
Evaluation
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Key lessons for LEDS and green growth monitoring and
evaluation
Indicators
Combine headline indicators to
facilitate easy communication with
more detailed sets of indicators
measuring specific economic,
environmental, and social outputs
and outcomes
Institutional arrangements
• Prioritize accountability and
transparency
• Assign clear roles and
responsibilities
• Integrate with existing M&E
systems
Examples
• Economy-wide overarching headline
indicators: OECD’s Green Growth
Indicators, Bhutan’s Gross National
Happiness Index, Copenhagen’s OECD
local-level green indicators, Ecological
Footprint, Genuine Progress Indicator
• Sectoral and thematic indicators: US
Green jobs indicators
Examples
• Kenyan MRV+ system and Australian
National Greenhouse and Energy
Reporting (NGER) Scheme: use
mandates to assign responsibilities
• South Africa’s Management
Performance Assessment Tool:
streamlining systems and organizations
for efficiency and reliability
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Good Practices with Indicators
•
Combine a small number of easy-to-communicate headline indicators with
more detailed sets of indicators measuring specific outputs and outcomes
– For LEDS it is necessary to supplement convention economic headline indicators
(GDP, employment, inflation, average income, etc.) with other measures such as
green job creation, resource productivity, pollution (including GHG emissions) and
human welfare
– These headline indicators can include composite indicators, such as the Ecological
Footprint, Genuine Progress Indicator, or World Bank’s measure of Genuine Savings
• These composite indicators synthesize or aggregate complex environmental, economic, and social
data into metrics that are easy to communicate
– Can draw on existing frameworks and indicator sets such as the Sustainable
Development Indicators used to track the Millennium Development Goals or
National Development Indicator sets
– OECD has developed a framework of headline indicators for green growth
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OECD “Headline Indicators”
•
•
•
Supplement “standard indicators” (like GDP) with “green” aspects
Green Growth Headline Indicators attempt to combine environmental and economic
(welfare) aspects.
OECD framework :
– GDP trends and structure
– Net national income and GDP
– Labor and multifactor productivity growth
– Trade in goods and services
– Consumer and commodity price indices
– Labour participation and unemployment
– Population trends
– Life expectance and healthy life years at birth
– Educational attainment
(obviously: this concept has advantages and disadvantages!)
•
online comparison / time series tool(s):
http://www.compareyourcountry.org/green-growth#
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Effective use of Indicators
•
Incorporate more detailed indicators which cover economic, environmental
and social objectives relevant for green growth
– Detailed indicator sets allow for monitoring of various underlying changes required
to achieve green growth in key sectors such as energy, transport, and agriculture
– South Korea’s green growth monitoring strategy includes 23 indicators distributed
across four thematic areas: socio-economic context; environmental and resource
productivity; natural asset base; and economic opportunities and policies
– Denmark has established various sector specific performance targets, such as 100%
renewable energy use across power, heat, industry, and transport by 2050
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Lessons for LEDS and green growth monitoring and
evaluation
Creating feedback loop
• Communicate in a timely the tailored
M&E results to relevant people:
Differentiate technical vs. nontechnical information for easy use by
different audiences
• Use multiple channels including
formal and informal cultivating
institutionalized and lasting
stakeholder interests
• Maintain a continuous feedback loop
for bottom-up data collection as well
as enhancing program effectiveness
and learning
Examples
• US Environmental Monitoring and
Assessment Program:
communicating “value aspects of
the environment”
• Karnataka, India – extensive
stakeholder engagement as
elaborated in next slide
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Featured case study
Watershed Management and Poverty Alleviation Project in
Karnataka
Context/Background
A project to increase productivity of the natural resource base and improve
environmental management in the 500,000 hectares of the Karnataka watershed in
Sujala, India.
It used an inclusive and flexible M&E process with active stakeholder engagement
led to the project’s overall greater effectiveness, efficiency and robustness.
Success Factors
• Indicators linked with poverty reduction objectives
• Relying on a capable and independent statistics agency for data collection and
analysis, the Indian Space Research Organization, Antrix
• Participatory project monitoring and evaluation by project beneficiaries
• Using maps to explain detailed findings to partially-literate stakeholders
• Resulting in strong buy-in by local communities and program expansion
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Complementary communication pyramids
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Discussion Questions
1. What do you think are the key elements of a national M&E architecture for LEDS
and how can it be linked with National Communications/Biennial Update
Reports?
2. What types of institutional arrangements, mandates and incentives are being
used in your countries to get key agencies to engage fully in LEDS M&E?
3. How can M&E processes be designed to ensure that evaluation results are used in
an ongoing way to adjust and improve LEDS plans and measures over time?
4. How can LEDS M&E be linked to more specific MRV systems for NAMAs and
related programs and projects? What approaches are you using in your countries?
5. What additional resources and assistance would be helpful in your countries
strengthen LEDS M&E? What are the three main barriers that you are facing?
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Discussion Questions / report back
1. What do you think are the key elements of a national M&E architecture for LEDS
and how can it be linked with National Communications/Biennial Update
Reports?
4. How can LEDS M&E be linked to more specific MRV systems for NAMAs and
related programs and projects? What approaches are you using in your countries?
2. What types of institutional arrangements, mandates and incentives are being
used in your countries to get key agencies to engage fully in LEDS M&E?
3. How can M&E processes be designed to ensure that evaluation results are used in
an ongoing way to adjust and improve LEDS plans and measures over time?
5. What additional resources and assistance would be helpful in your countries
strengthen LEDS M&E? What are the three main barriers that you are facing?
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