Assessment of Development Results: Cote d'Ivoire

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Evaluation Plan:
2009-2013, Independent Evaluation Office
Evaluation Type:
ADR
Planned End Date:
01/2013
Completion Date:
02/2013
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
160,000

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Title Assessment of Development Results: Cote d'Ivoire
Atlas Project Number:
Evaluation Plan: 2009-2013, Independent Evaluation Office
Evaluation Type: ADR
Status:Completed
Completion Date:02/2013
Planned End Date: 01/2013
Management Response:Yes
Corporate Outcomes (UNDP Strategic Plan 2008-20013)
Evaluation Budget(US $): 160,000
Source of Funding:
Joint Programme:No
Mandatory Evaluation:No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Nadia Bechraoui team leader nadia.bechraoui@hotmail.fr TUNISIA
GEF Evaluation:No
Key Stakeholders:
Location of Evaluation:Country Level
Countries: COTE d'IVOIRE
Lessons
Findings
Recommendations
1 Recommendation 1. Support the Ivorian Government to ensure its transition towards development. Côte d?Ivoire has entered a recovery phase and must now put in place transition mechanisms that will allow it to consolidate the results of humanitarian actions and focus on development issues. This will involve preparing to take over from UNOCI and the distribution of tasks between the various development partners.
2 Recommendation 2. Maintain a focus on welldefined areas of concentration. The Country Office must make the most of its strengths, focus on budget-friendly activities at the strategic level and activities at the operational level, and use its resources in a catalytic manner for pilot initiatives. By drawing on its network of expertise, and given its position as a neutral multilateral organization, it is ideally placed to initiate a national dialogue on structural problems (such as economic stimulus, job creation, reform of the administration and public bodies, restoring the authority of the State, rural land tenure reform, social cohesion and reform of the justice system). Drawing on its advocacy capacities, it should seek to generate a ripple effect among development partners in order to replicate successful initiatives on a larger scale. The office could intervene judiciously in areas/sectors that are generally ?neglected? but where needs are just as important, and reduce its presence in areas where new stakeholders are now involved and working on the same thematic areas, because the Country Office is not in a position to compete in terms of human and financial resources.
3 Recommendation 3. Pay greater attention to the management of natural resources and environmental protection. The UNDP Country Office should restore the management of natural resources and protection of the environment to the heart of its priorities and support the Ivorian Government in its reflection and its actions in terms of a greater application of, and compliance with, the regulatory framework, but also in terms of defining regional policies with neighbouring countries. This sector has been somewhat neglected during the crisis and there needs to be renewed interest in it given its intrinsic links to the other problems that the country must address such as poverty reduction, social cohesion, governance and land disputes.
4 Recommendation 4. Play a more proactive role in coordinating aid. At the UNS level, this means establishing a proper collaboration strategy with all the agencies, including a joint action plan in the event that another crisis should arise, in terms of programming and resource mobilization. It means going beyond the traditional proxy activities of UNDAF preparation and the participation in meetings and thematic groups by the country staff and the establishment of ad hoc partnerships. With regard to other financial partners of Côte d?Ivoire, the UNDP Country Office should be more proactive and play an intermediary role between the Government and all of its partners in order to ensure that aid is coordinated efficiently, on the one hand, and to ensure a better distribution and complementarity in the roles of each partner, on the other, within the spirit of the Paris Declaration.
5 Recommendation 5. Rethink the strategy for mobilizing resources. Given that official development assistance from the main donors is increasingly focused on budgetary support, UNDP risks seeing a decrease in local opportunities for resource mobilization and should therefore be prepared for this eventuality. Resource mobilization must become an integral part of planning activities, so that it becomes more predictable and less timeconsuming for the programme, to the detriment of more strategic activities.
6 Recommendation 6. Take advantage of the transformative potential of the crisis so that UNDP can address the needs of communities, while also considering aspects of gender. UNDP must take advantage of the transformative potential of the crisis so that the services offered meet the needs of communities, while also considering the specific aspects of gender. In the medium term, this means supporting the implementation of the National Action Plan (2008-2012) for the Implementation of United National Security Council Resolution 1325 through its four components: (i) including issues of gender in development policies and programmes; (ii) ensuring the participation of both women and men in the development process; (iii) protecting women and girls from sexual violence; and (iv) strengthening the participation of women in the decision-making process.
7 Recommendation 7. Rethink the intervention strategy in the field. Choose a limited number of pilot interventions in the field and adopt a holistic approach, based on preliminary studies and rigorous criteria for the choice of projects, service providers and beneficiaries, to produce lasting results, focusing on quality over quantity.
8 Recommendation 8. Ensure greater visibility. Develop a communication policy that exceeds the framework of the institutional mandate in this area and is more focused on specific needs. The objectives will be to: (i) provide a better understanding of UNDP?s mandate and change the negative image of donors that it gives; (ii) improve the visibility of its interventions at all stages of programme implementation, not just when projects are signed, e.g. by providing a budget line dedicated to communication in each project; (iii) help the programme communicate when projects end or local offices close.
9 Recommendation 9. Pay more attention to ensuring that actions have lasting effects. To ensure the sustainability of achievements, systematically plan an exit and takeover strategy that can be carried out on a larger scale, by identifying alternative sources of funding from other donors or by ensuring the existence of budget lines in the Government.
10 Recommendation 10. Improve the functioning of operations. Continue with efforts to improve the functioning of operations within the Country Office in order to relieve the impact of bureaucracy and address the delays in disbursement of funds. To increase the motivation of UNDP field staff in joint offices, earn the trust of the staff by developing a clear contracting policy.
11 Recommendation for UNDP Headquarters. To enable Country Offices to be in a position to react to a crisis situation, a support mechanism should be put in place by the UNDP headquarters/ regional bureau, with the objective of processing support requests from Country Offices and organizing timely and appropriate responses.
1. Recommendation: Recommendation 1. Support the Ivorian Government to ensure its transition towards development. Côte d?Ivoire has entered a recovery phase and must now put in place transition mechanisms that will allow it to consolidate the results of humanitarian actions and focus on development issues. This will involve preparing to take over from UNOCI and the distribution of tasks between the various development partners.
Management Response:

The CPD is extend to be extend to be coherent with the National Development plan (PND 2012-2015) in order to ensure full alignment with the national priorities and the new UNDAF

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Shared ADR report DCD/P 2013/05 Completed
2. Recommendation: Recommendation 2. Maintain a focus on welldefined areas of concentration. The Country Office must make the most of its strengths, focus on budget-friendly activities at the strategic level and activities at the operational level, and use its resources in a catalytic manner for pilot initiatives. By drawing on its network of expertise, and given its position as a neutral multilateral organization, it is ideally placed to initiate a national dialogue on structural problems (such as economic stimulus, job creation, reform of the administration and public bodies, restoring the authority of the State, rural land tenure reform, social cohesion and reform of the justice system). Drawing on its advocacy capacities, it should seek to generate a ripple effect among development partners in order to replicate successful initiatives on a larger scale. The office could intervene judiciously in areas/sectors that are generally ?neglected? but where needs are just as important, and reduce its presence in areas where new stakeholders are now involved and working on the same thematic areas, because the Country Office is not in a position to compete in terms of human and financial resources.
Management Response:

The extended CPD is more focus with only 3 outcomes compare to 9 in the previous one. The office have also elaborated a NHDR to advocate more on the youth employment a crucial issue in the country

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Le bureau entend renforcer le controle de qualité pour améliorer la coherence programmatique en lien avec le nouveau plan strategique du PNUD DCD/P No due date No deadline established
3. Recommendation: Recommendation 3. Pay greater attention to the management of natural resources and environmental protection. The UNDP Country Office should restore the management of natural resources and protection of the environment to the heart of its priorities and support the Ivorian Government in its reflection and its actions in terms of a greater application of, and compliance with, the regulatory framework, but also in terms of defining regional policies with neighbouring countries. This sector has been somewhat neglected during the crisis and there needs to be renewed interest in it given its intrinsic links to the other problems that the country must address such as poverty reduction, social cohesion, governance and land disputes.
Management Response:

A pipeline of projects related to management of natural resources and environment is under establishment by the CO to mobilize more fund to deal with those issues

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Le projet environnement en cours sera évalué, ceci permettra de d'etendre les activites du projet jusqu'en 2015 Point focal Environnement 2014/07 Overdue-Initiated Les echanges pour l'extension du projet ont demarre et seront finalizes d'ici fin mai
4. Recommendation: Recommendation 4. Play a more proactive role in coordinating aid. At the UNS level, this means establishing a proper collaboration strategy with all the agencies, including a joint action plan in the event that another crisis should arise, in terms of programming and resource mobilization. It means going beyond the traditional proxy activities of UNDAF preparation and the participation in meetings and thematic groups by the country staff and the establishment of ad hoc partnerships. With regard to other financial partners of Côte d?Ivoire, the UNDP Country Office should be more proactive and play an intermediary role between the Government and all of its partners in order to ensure that aid is coordinated efficiently, on the one hand, and to ensure a better distribution and complementarity in the roles of each partner, on the other, within the spirit of the Paris Declaration.
Management Response:

The CO has elaborated a project for aid coordination and is fully engaged in the new mechanism of aid coordination under the leadership of the Prime Minister and has contributed in the organization and preparation of the Group consultative for resources mobilization of the PND 2012-2015

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Un projet pour la coordination de l'aide a été élaboré et en cours de validation Unité Stratégique 2014/03 Completed Le projet a ete finalise et approuve
5. Recommendation: Recommendation 5. Rethink the strategy for mobilizing resources. Given that official development assistance from the main donors is increasingly focused on budgetary support, UNDP risks seeing a decrease in local opportunities for resource mobilization and should therefore be prepared for this eventuality. Resource mobilization must become an integral part of planning activities, so that it becomes more predictable and less timeconsuming for the programme, to the detriment of more strategic activities.
Management Response:

A new strategy of resource mobilization and partnership have been formulated and adopted by the CO. A dedicated retreat with the participation of senior management has been held for this purpose

Key Actions:

6. Recommendation: Recommendation 6. Take advantage of the transformative potential of the crisis so that UNDP can address the needs of communities, while also considering aspects of gender. UNDP must take advantage of the transformative potential of the crisis so that the services offered meet the needs of communities, while also considering the specific aspects of gender. In the medium term, this means supporting the implementation of the National Action Plan (2008-2012) for the Implementation of United National Security Council Resolution 1325 through its four components: (i) including issues of gender in development policies and programmes; (ii) ensuring the participation of both women and men in the development process; (iii) protecting women and girls from sexual violence; and (iv) strengthening the participation of women in the decision-making process.
Management Response:

The need of communities are better addressed by the CO taking into consideration gender issues

Key Actions:

7. Recommendation: Recommendation 7. Rethink the intervention strategy in the field. Choose a limited number of pilot interventions in the field and adopt a holistic approach, based on preliminary studies and rigorous criteria for the choice of projects, service providers and beneficiaries, to produce lasting results, focusing on quality over quantity.
Management Response:

A reflexion is on going related to the strategy of field intervention to adopt a more holistic approach

Key Actions:

Key Action Responsible DueDate Status Comments Documents
L'approche d'appui aux communauté est en cours de revue pour s'orienter vers le developpement local Programme Specialist Pauvreté 2014/07 Overdue-Initiated Le programme de lute contre la pauvrete fera l'objet d'une extension jusqu'en 2015 a partir de de fin juin 2014
8. Recommendation: Recommendation 8. Ensure greater visibility. Develop a communication policy that exceeds the framework of the institutional mandate in this area and is more focused on specific needs. The objectives will be to: (i) provide a better understanding of UNDP?s mandate and change the negative image of donors that it gives; (ii) improve the visibility of its interventions at all stages of programme implementation, not just when projects are signed, e.g. by providing a budget line dedicated to communication in each project; (iii) help the programme communicate when projects end or local offices close.
Management Response:

A communication strategy is under finalization. The CO has redesign it Web site which will be launched very soon. Communication materials have also been elaborated such as (flyer, resume etc.)

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Le nouveau site web est lancé Communication Officer 2013/12 Completed
9. Recommendation: Recommendation 9. Pay more attention to ensuring that actions have lasting effects. To ensure the sustainability of achievements, systematically plan an exit and takeover strategy that can be carried out on a larger scale, by identifying alternative sources of funding from other donors or by ensuring the existence of budget lines in the Government.
Management Response:

The new strategic for field interventions take into account systematically an exist strategy and development of partnership to scale up projects undertaken on the field

Key Actions:

10. Recommendation: Recommendation 10. Improve the functioning of operations. Continue with efforts to improve the functioning of operations within the Country Office in order to relieve the impact of bureaucracy and address the delays in disbursement of funds. To increase the motivation of UNDP field staff in joint offices, earn the trust of the staff by developing a clear contracting policy.
Management Response:

The CO has review its business process and establish a new Standard operations policy to accelerate delivery and establish a monthly meeting between programme and operation under the leadership of the Country Director

Key Actions:

11. Recommendation: Recommendation for UNDP Headquarters. To enable Country Offices to be in a position to react to a crisis situation, a support mechanism should be put in place by the UNDP headquarters/ regional bureau, with the objective of processing support requests from Country Offices and organizing timely and appropriate responses.
Management Response:

A monthly teleconference in done between the CO and HQ (all the units who provided support to the CO, meanly BCPR,RBA)

Key Actions:

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