Monitoring, Evaluation & Learning

The initial NAMA Facility Monitoring and Evaluation (M&E) Framework was published in 2015. It serves to harmonise monitoring and evaluation purposes of individual NSPs and across the NAMA Facility portfolio. It includes an overview of NAMA Facility monitoring and evaluation processes, as well as guidance on the NAMA Facility Logframe, indicators and risk monitoring. Therefore, it provides the theoretical background to NAMA Facility monitoring and reporting processes. The NAMA Facility M&E Framework was revised in 2017 according to the findings of the NAMA Facility’s First Interim Evaluation. In addition to recommendations from this mid-term evaluation, feedback from a variety of stakeholders, including implementers of NAMA Support Projects, have been considered when revising the M&E Framework. Another revision was undertaken in 2020 in order to include the latest developments and learnings across the portfolio. NAMA Support Organisations (NSOs) are required to send semi-annual and annual reports to the TSU. A final report must be submitted within six months of the end of the project. 


Monitoring provides a way of measuring how well projects and programmes are being implemented. It generally analyses the efficiency and effectiveness of a project or a programme (i.e. measuring actual outputs or outcomes against planned outputs or outcomes). Monitoring is a systematic management activity aimed at analysing data on a continuous basis so that action can be taken if implementation is deviating from expected results. This is a swift and continuous activity that produces an immediate corrective effect, which makes it of key importance for improving performance. The OECD defines monitoring as ‘a continuing function that uses systematic collection of data on specified indicators to provide management and the main stakeholders of an ongoing development intervention with indications of the extent of progress and achievement of objectives and progress in the use of allocated funds’.

As far as the NAMA Facility is concerned, the Technical Support Unit (TSU) monitors how the overall programme (i.e. the totality of the supported NAMA Support Projects) performs. Individual project results feed into the overall monitoring of the NAMA Facility project portfolio and are aggregated within the overall NAMA Facility outcome. The information and insights generated by the TSU’s monitoring form one component of the continuous learning and improvement of the NAMA Facility. Monitoring and reporting is one of the TSU’s core responsibilities. 

NAMA Facility monitoring seeks to answer key questions as outlined below. The monitoring is based on NAMA Support Project reports on the five mandatory core indicators of the NAMA Facility. 

  • Are the outputs described in the NAMA Facility Logframe being delivered as planned?
  • Will the planned and delivered outputs of individual NAMA Support Projects contribute to attain the NAMA Facility outcome?
  • Which risks and challenges faced by NAMA Support Projects need to be taken into account in the future?
  • What lessons for ongoing and future projects can be learnt from the implementation of the NAMA Facility?
The mandatory core indicators of the NAMA Facility

The NAMA Facility makes use of five mandatory core indicators. 

Category Indicator

Reduced greenhouse gas emissions in NAMA Support Projects


Number of people directly benefitting from NAMA Support Projects

Transformational Change

Degree to which the supported activities catalyse impact

Public Finance

Volume of public finance mobilised for low-carbon investment and development

Private Finance

Volume of private finance mobilised for low-carbon investment and development

Monitoring requirements for projects

All NAMA Support Projects need to present a monitoring plan within their first year of implementation. Indicators measuring co-benefits, engagement on gender issues, assistance to public institutions and policy support are mandatory. Additionally, sector and project specific indicators regarding output, outcome and impact (from the project logframe) are followed up for the purpose of measuring progress. The monitoring plan contains detailed information on the monitoring tasks relevant to a particular project, including frequency of and responsibility for data collection. All monitoring costs must be included in the project budget.


The OECD defines evaluation as a ‘systematic and objective assessment of an ongoing or completed project, program or policy, its design, implementation and results. The aim is to determine the relevance and fulfilment of objectives, development efficiency, effectiveness, impact and sustainability’. It is, above all, a learning exercise.

Evaluations are conducted at the NAMA Facility and NSP levels. They complement monitoring and enable a more in-depth analysis of strategic issues, the assessment of the effects and possible impacts of supported actions. Both programme and project level evaluations are based on the five OECD DAC evaluation criteria.

Programme-level evaluations of the NAMA Facility are conducted every four years, as defined in the NAMA Facility M&E Framework. They are formative evaluations to draw out lessons learnt, provide orientation, and realignment of strategies for the NAMA Facility. To date, two such evaluations have been conducted: the First Interim Evaluation and the Second Interim Evaluation.

Project-level evaluations concern all NSPs with an overall duration of more than three years. The NSPs are subject to a mid-term, a final evaluation and learning exercise (ELE). These ELEs are part of the NAMA Facility’s working approach to catalyse transformational change through incremental monitoring processes that allow fearless learning.

The TSU has commissioned AMBERO and Oxford Policy Management to conduct the ELEs. The exercise is based on a theoretical framework that involves a document review, participatory workshops and stakeholder interviews to collect evidence about NSPs’ results and lessons. These elements are then analysed using a theory-based approach centred on the use of contribution analysis and reinforced by elements of process tracing. The ELEs seek to address the following questions:

    Has the NSP achieved its results?
    Has the NSP triggered transformational change?
    What can be learnt from the NSP?

    The ELEs conclude with a compilation of lessons learnt and recommendations aimed at the evaluated NSP, local implementing partners, future applicants, and the NAMA Facility itself. The recommendations are addressed by a Management Response.

    Knowledge & Learning Hub

    The goal of the NAMA Facility is to foster a rigorous learning culture in which lessons learnt are derived from all outcomes – both positive and negative – to improve processes and guide its efforts in the future. By extracting this knowledge, the NAMA Facility can share and exchange these lessons across the wider climate finance community and support its main target group: countries that seek to be at the forefront of climate mitigation action. The NAMA Facility serves as a Knowledge & Learning Hub.  

    With a maturing portfolio, a growing focus is on monitoring and evaluation to embed learning across all its activities, focusing on sharing learning from projects to enable them to be scaled up and replicated. Additional activities to illustrate the NAMA Facility’s role as a Knowledge & Learning Hub include:

    • Facilitating thematic working groups in areas such as financial mechanisms, financial management, energy efficiency and transport.
    • Sharing lessons learnt through events, publications on our website, webinars, and social media
    • Engaging with partners from the international climate finance community through events and technical learning workshops
    • Conducting upstream activities and feedback calls to provide support and obtain perspectives from applicants and selected projects on internal processes

    Climate Investment Funds and the NAMA Facility co-host a workshop titled “Transformation Change in International Climate Finance” (Photo credit: Mirco Lomoth)

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