UN CC:Learn is a partnership of 36 multilateral organizations working to build human capacities in developing and transition countries to plan and implement effective climate change actions. It aims to strengthen climate change (CC) learning globally, regionally and nationally.

A independent end of project evaluation was undertaken to assess the relevance, effectiveness, efficiency, sustainability, impact, coherence and project management of the UN CC:Learn project’s fourth phase, drawing on experiences from previous phases. The evaluation seeks to identify what went well, as well as any problems or challenges encountered. It makes recommendations and notes lessons learned on project design, implementation and management, which also seek to inform future project phases.

The evaluation used both qualitative and quantitative approaches, commencing with an initial desk review and stakeholder analysis. From this analysis, the evaluation questions were developed and stakeholder surveys created. The key evaluation tools used were stakeholder interviews, two national / regional case studies, surveys of four stakeholder groups, and a literature review and website review.

Limitations include the following:

• COVID-19 prevented travel
• Work in West Africa and Southern Africa is still in its early stages.
• It was not possible to interview participants from all countries involved in the current phase.
• Most Global Partners did not respond to FGD/KII or survey requests despite reminders.
• A substantial amount of the qualitative data was collected through interviews and is therefore subjective. Where possible findings have been triangulated to try to mitigate this.

The evaluation findings demonstrate that the fourth project phase has been highly relevant, highly coherent and overall very efficient at global, regional and national levels. It is reaching many of its intended users and addressing their needs and priorities, in a way that is coherent with climate and development policies, other learning initiatives and with international norms and standards. Efficiency is demonstrated through low costs, high numbers of course participants, extensive collaboration at global, regional and national levels, and evidence from stakeholders. The Secretariat’s Project Management is mostly highly effective and efficient. The key concerns evidenced by the evaluation are sustainability, reach and scale, which affect the project’s potential effectiveness. All of the recommendations relate to this. The project is not yet sustainable and there are clear opportunities to strengthen its impact, effectiveness and efficiency.

 The evaluation findings demonstrate that the fourth project phase has been highly relevant, highly coherent and overall very efficient at global, regional and national levels. It is reaching many of its intended users and addressing their needs and priorities, in a way that is coherent with climate and development policies, other learning initiatives and with international norms and standards. Efficiency is demonstrated through low costs, high numbers of course participants, extensive collaboration at global, regional and national levels, and evidence from stakeholders. The Secretariat’s Project Management is mostly highly effective and efficient. The key concerns evidenced by the evaluation are sustainability, reach and scale, which affect the project’s potential effectiveness. All of the recommendations relate to this. The project is not yet sustainable and there are clear opportunities to strengthen its impact, effectiveness and efficiency.

Its global level work is effective at engaging and building the knowledge of government policy makers, development practitioners, and increasingly academic organisations, businesses, NGOs, teachers, and the general public. Many of these beneficiaries report significant personal behaviour change and are taking action to bring change to their families, communities, workplaces and beyond.

With the onset of the COVID-19 pandemic, the project’s national and regional work has been delayed. CC learning strategies are near completion, and implementation activities are planned, but not commenced. However, there are indicators of effectiveness and impact, including effective collaboration across government and other stakeholders; stories of personal behaviour change; and evidence of effective knowledge sharing and support between countries within (sub) regions. There is also evidence that previous phases have been largely effective. However, regional hubs are struggling to make sufficient progress

Based on the above findings, the evaluation issued five recommendations:

The evaluation makes five recommendations, which are all linked with each other and all related to the future sustainability and coherence of the next phases of the project.

• R1. Identify significant additional sources of funding to meet CC learning demand
• R2. Develop a fuller, evidence based, theory of change to support project impact, clarity and effectiveness
• R3. Review the operational model to support increased scale, reach, sustainability and effectiveness
• R4. Strengthen collective understanding on collaboration terms of the UN CC:Learn global partnership to improve clarity, reach and effectiveness
• R5: Make the impacts of climate change on vulnerable groups, and opportunities to empower those groups, explicit across all of UN CC:Learn’s global, regional and national work

• L1: Digital presence is efficient
• L2: A well-articulated Theory of Change can ensure partner engagement and project success
• L3: Smaller UN agencies and projects can be more agile
• L4: Effective collaboration requires contextual understanding, written agreements and relationship