Support to the UNDP Life Programme

Report Cover Image
Evaluation Plan:
2002-2006, Jamaica
Evaluation Type:
Project
Planned End Date:
02/2007
Completion Date:
02/2005
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
--
1. A major consideration in ensuring sustainability of the UNDP Life methodology and processes of community engagement is improved documentation of both success and failures. Efforts must be made to improve the level of documentation at both the project and central level; 2. UNDP Life's image and prominence is inextricably linked with the excellent work carried out by the current National Coordinator. To communities, "Mrs. Grant is UNDP Life, UNDP Life is Mrs. Grant". There is an inherent vulnerability in this scenario. This must be overcome by deliberately broadening the Secretariat structure through a process of engaging more full-time and "part-time" operatives to champion particular projects by leveraging resources for community support to projects. It is hoped that now that LIFE exists, this will be made easier as it will be able to increase its bidding for projects as well as attract new funding from sources, including the international donor community, that would previously not be accessible; 3. Life should now focus on mobilizing financial resources, now that it is an NGO, including the possible engagement of a professional fundraiser to help achieve the purpose of increasing resources to leverage greater community development. This operative, the fundraiser, should be engaged in a manner which rewards the incumbent on the basis of performance as and when needed. 4. Institutionalisation of Life processes and mainstreaming into policy at higher levels has not been as successful as was anticipated. Some successes have been achieved. Life needs to draw more fully on the comparative advantage derived from the composition of its National Steering Committee and Executive Board to ensure greater mainstreaming of its processes and activities into policy. It is now timely to draw on greater corporate involvement and international development partners who can be attracted by LIFE's knowledge of conditions on the ground in their programmes and activities; 5. A fu

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Title Support to the UNDP Life Programme
Atlas Project Number:
Evaluation Plan: 2002-2006, Jamaica
Evaluation Type: Project
Status:Completed
Completion Date:02/2005
Planned End Date: 02/2007
Management Response:Yes
Focus Area:
  • 1. Poverty and MDG
Corporate Outcomes (UNDP Strategic Plan 2008-20013)
Evaluation Budget(US $): --
Joint Programme:No
Mandatory Evaluation:Yes
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Anderson, Winston Team Leader
GEF Evaluation:No
Key Stakeholders:
Countries: JAMAICA
Lessons
Findings
Recommendations
1 3. Life should now focus on mobilizing financial resources, now that it is an NGO, including the possible engagement of a professional fundraiser to help achieve the purpose of increasing resources to leverage greater community development. This operative, the fundraiser, should be engaged in a manner which rewards the incumbent on the basis of performance as and when needed.
2 5. A further Phase 5 support to LIFE is recommended. This should focus on the important aspect of support to policy-level work which needs to be consolidated.
3 2. UNDP Life's image and prominence is inextricably linked with the excellent work carried out by the current National Coordinator. To communities, "Mrs. Grant is UNDP Life, UNDP Life is Mrs. Grant". There is an inherent vulnerability in this scenario. This must be overcome by deliberately broadening the Secretariat structure through a process of engaging more full-time and "part-time" operatives to champion particular projects by leveraging resources for community support to projects. It is hoped that now that LIFE exists, this will be made easier as it will be able to increase its bidding for projects as well as attract new funding from sources, including the international donor community, that would previously not be accessible;
1. Recommendation: 3. Life should now focus on mobilizing financial resources, now that it is an NGO, including the possible engagement of a professional fundraiser to help achieve the purpose of increasing resources to leverage greater community development. This operative, the fundraiser, should be engaged in a manner which rewards the incumbent on the basis of performance as and when needed.
Management Response:

This is being followed up by the NGO, they have been successful in mobilizing resources from a variety of donors.

Key Actions:

2. Recommendation: 5. A further Phase 5 support to LIFE is recommended. This should focus on the important aspect of support to policy-level work which needs to be consolidated.
Management Response:

This was not possible due to budgetary constraints and changes in program priorities. In anticipation of this, UNDP supported the transition to NGO status by the project management unit. This allowed sustainability of the activities of the project after the project was completed.

Key Actions:

3. Recommendation: 2. UNDP Life's image and prominence is inextricably linked with the excellent work carried out by the current National Coordinator. To communities, "Mrs. Grant is UNDP Life, UNDP Life is Mrs. Grant". There is an inherent vulnerability in this scenario. This must be overcome by deliberately broadening the Secretariat structure through a process of engaging more full-time and "part-time" operatives to champion particular projects by leveraging resources for community support to projects. It is hoped that now that LIFE exists, this will be made easier as it will be able to increase its bidding for projects as well as attract new funding from sources, including the international donor community, that would previously not be accessible;
Management Response:

This perception was also in part due to the small size of the organization. The NGO has increased the number of its staff and while the organization is still strongly identified with one person, this is changing as more field staff are employed.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Check on staffing complement with respect to field staff. Jamaica 2008/02 Overdue-Initiated

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