From my experience as an evaluation analyst at the GEF Independent Evaluation Office working with the LDCF and SCCF, I have seen that the real challenge is not producing recommendations, but ensuring they are used. In our evaluation of GEF support to Climate Information and Early Warning Systems (CIEWS), we emphasized that sustainability requires more than technical outputs—it depends on embedding financial and institutional strategies that continue after projects close. For recommendations to be useful, they must strike the right balance: too prescriptive and they risk irrelevance; too vague and they are ignored. Incentives matter, too—whether through accountability mechanisms or integration into decision cycles, organizations need to create conditions that make feedback actionable. While “champions” can accelerate uptake, relying on individuals is risky in institutions with high turnover. Instead, systems approaches—such as requiring sustainability strategies across all projects or institutionalizing follow-up mechanisms—provide continuity and resilience. Ultimately, feedback gains influence when it is institutionalized, incentivized, and framed in ways that decision-makers can adapt to their realities.
RE: How to Ensure Effective Utilization of Feedback and Recommendations from Evaluation Reports in Decision-Making
Mexico
Rasec Niembro
Evaluation Analyst
GEF IEO
Posted on 28/08/2025
From my experience as an evaluation analyst at the GEF Independent Evaluation Office working with the LDCF and SCCF, I have seen that the real challenge is not producing recommendations, but ensuring they are used. In our evaluation of GEF support to Climate Information and Early Warning Systems (CIEWS), we emphasized that sustainability requires more than technical outputs—it depends on embedding financial and institutional strategies that continue after projects close. For recommendations to be useful, they must strike the right balance: too prescriptive and they risk irrelevance; too vague and they are ignored. Incentives matter, too—whether through accountability mechanisms or integration into decision cycles, organizations need to create conditions that make feedback actionable. While “champions” can accelerate uptake, relying on individuals is risky in institutions with high turnover. Instead, systems approaches—such as requiring sustainability strategies across all projects or institutionalizing follow-up mechanisms—provide continuity and resilience. Ultimately, feedback gains influence when it is institutionalized, incentivized, and framed in ways that decision-makers can adapt to their realities.