“Peru Sustainable Urban Transport” enables advancements in equity, quality and environmental soundness of urban transport, Final Evaluation and Learning Exercise finds
Developed by the Government of Peru, the NAMA Support Project (NSP) “Peru Sustainable Urban Transport” promotes the transformation of the Peruvian urban transport sector into a sustainable and low-carbon one. It builds upon the provision of high-quality public transport and optimisation of the vehicle fleet.
On this account, during the period of July – October 2021, AMBERO and Oxford Policy Management undertook a final Evaluation and Learning Exercise (ELE) on the progress of the project.
Below are some of the key findings of the ELE:
- The technical support provided by the NSP to national and local government addressed their specific needs. Restrictions of car mobility brought about by Covid-19 protection measures added to the relevance of the project.
- Due to administrative hurdles and a turbulent political context in Peru in recent times, the NSP stepped in to maintain governmental interest in sustainable urban transport but could not replace the missing leadership arrangements.
- The NSP has helped to introduce gender equality considerations to the urban transport agenda, although they will take some time to be mainstreamed.
- The NSP was able to push through key institutional, policy and regulation changes providing the basis to advance urban transport efforts. Additionally, the key institutional structures created through the NSP’s support are now pivotal in coordinating funding and actions for sustainable urban transport from development partners and international financial institutions
The following lessons learnt and recommendations were derived by the evaluators of the ELE for future NSPs in the transport sector:
- Any transport and reform initiatives should engage early on with private sector actors and citizens whose behaviour, decisions, and investments they seek to influence. A significantpart of the transformational effort of a transport system lies with service providers and users.Involving them early in the initiative can help minimise policy resistance and reduce the need for public sector investment and control, as users and service providers self-regulate.
- Sustain technical recommendations with advocacy activities. If NSP activities consider reforming regulation using technical inputs, follow-up activities to influence the inclusion of the NSP’s technical recommendations in the final version of the regulations should be part of the NSP’s strategy.
- Consider executing pilots in cities of different sizes. Considering a broader scope of cities may provide quicker results, impacts, and lessons more readily applicable to a wider range of urban contexts.
Following the main findings and recommendations of the ELE, the TSU and NSP have compiled a management response to address the key points that were raised.
The management response and the full final ELE report are available in the Knowledge & Learning Hub.
The NAMA Facility is supporting NAMA Support Projects (NSPs) that drive sector-wide shifts toward sustainable, irreversible, carbon-neutral pathways in developing countries and emerging economies. All NSPs with an overall duration of more than three years are subject to a mid-term and to 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 Technical Support Unit (TSU) has commissioned AMBERO and Oxford Policy Management to conduct the ELEs. The exercise is based on a theoretical framework which 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 centered 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 started to trigger transformational change?
– What was learnt from the NSP?