- Evaluation Plan:
- 2018-2024, Rwanda
- Evaluation Type:
- UNDAF
- Planned End Date:
- 01/2022
- Completion Date:
- 12/2021
- Status:
- Completed
- Management Response:
- Yes
- Evaluation Budget(US $):
- 8,000
UNDAP Mid-Term performance Review
| Document | Type | Language | Size | Status | Downloads |
|---|---|---|---|---|---|
 Final Draft_UN SD Cooperation Framewwork Draft 031221.docx |
related-document | English | 1315.25 KB | Posted | 306 |
 UN Rwanda Common Country Analysis 2021.pdf |
related-document | English | 3137.55 KB | Posted | 347 |
| Final Draft_UN SD Cooperation Framewwork Draft 031221.docx |
related-document | English | 1315.25 KB | Posted | 315 |
| Draft annotated agenda UN SC 08.12.21.docx |
related-document | English | 61.45 KB | Posted | 308 |
| ToR Cooperation Framework rev FND 14 April 2021.pdf |
tor | English | 224.17 KB | Posted | 297 |
| UNDAP II Mid Term Performance Review Report 02130921.pdf |
report | English | 3237.88 KB | Posted | 302 |
| UNDAP II Mid Term Performance Review Report 07.12.2021.pdf |
report | English | 3159.09 KB | Posted | 15 |
| Title | UNDAP Mid-Term performance Review | |||||||||
|---|---|---|---|---|---|---|---|---|---|---|
| Atlas Project Number: | ||||||||||
| Evaluation Plan: | 2018-2024, Rwanda | |||||||||
| Evaluation Type: | UNDAF | |||||||||
| Status: | Completed | |||||||||
| Completion Date: | 12/2021 | |||||||||
| Planned End Date: | 01/2022 | |||||||||
| Management Response: | Yes | |||||||||
| Focus Area: |
|
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| Corporate Outcome and Output (UNDP Strategic Plan 2018-2021) |
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|||||||||
| Evaluation Budget(US $): | 8,000 | |||||||||
| Source of Funding: | UN RCO , ( UNDP) Contribution stated above from Programme M&E budget | |||||||||
| Evaluation Expenditure(US $): | 30,270 | |||||||||
| Joint Programme: | Yes | |||||||||
| Joint Evaluation: | Yes
|
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| Evaluation Team members: |
|
|||||||||
| GEF Evaluation: | No | |||||||||
| Key Stakeholders: | All UN agencies in Rwanda | |||||||||
| Countries: | RWANDA | |||||||||
| Comments: | Evaluation of all outcomes of the UNDAF |
| Lessons | |
|---|---|
| Findings |
| Recommendations | |
|---|---|
| 1 | Core Programming principles strengthening: Through tools such as the gender scorecard the UN has been able to establish the extent to which gender has been mainstreamed in its Programmes and operations and then develop remedial measures. Similar targeted analyses need to be adopted and applied to all the other aspects of the core Programming principles especially human rights and climate change adaptation that the MTPR has identified requiring more technical support to be fully mainstreamed. This also applies to other critical reform areas such as disability and inclusion. Following such analyses mainstreaming strategies should be reviewed and/or developed for each of these areas as has been done for GEWE. |
| 2 | Private sector strategic engagement: Clarity on partnership strategy for involvement of private sector in delivery of UNDAP II is needed. The deliberate partnership strategy with philanthropy and private sector within the framework of SDGs, NST1 needs to be more explicit as there is much reiteration of this need but no clear guidance to the UNCT on how to achieve private sector engagement strategically and to what end. The private sector partnership strategy should focus on establishing symbiotic relationships beyond the Private Sector Federation with critical focus on leveraging among others corporate social responsibility as a mechanism for resource mobilization and Programme delivery. |
1. Recommendation:
Core Programming principles strengthening: Through tools such as the gender scorecard the UN has been able to establish the extent to which gender has been mainstreamed in its Programmes and operations and then develop remedial measures. Similar targeted analyses need to be adopted and applied to all the other aspects of the core Programming principles especially human rights and climate change adaptation that the MTPR has identified requiring more technical support to be fully mainstreamed. This also applies to other critical reform areas such as disability and inclusion. Following such analyses mainstreaming strategies should be reviewed and/or developed for each of these areas as has been done for GEWE.
Management Response: [Added: 2022/06/14] [Last Updated: 2022/06/30]
Accepted
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Programming principles especially human rights and climate change adaptation that the MTPR has identified require more technical support to be fully mainstreamed. This also applies to other critical reform areas such as disability and inclusion. UNDP to lead in the development of these mainstreaming tools
[Added: 2022/06/17] [Last Updated: 2022/06/30] |
UNDP. TGU to lead on disability and inclusion while SGU leads on climate change adaptation | 2024/06 | Initiated | History |
2. Recommendation:
Private sector strategic engagement: Clarity on partnership strategy for involvement of private sector in delivery of UNDAP II is needed. The deliberate partnership strategy with philanthropy and private sector within the framework of SDGs, NST1 needs to be more explicit as there is much reiteration of this need but no clear guidance to the UNCT on how to achieve private sector engagement strategically and to what end. The private sector partnership strategy should focus on establishing symbiotic relationships beyond the Private Sector Federation with critical focus on leveraging among others corporate social responsibility as a mechanism for resource mobilization and Programme delivery.
Management Response: [Added: 2022/06/14] [Last Updated: 2022/06/17]
Accepted
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Provide clarity on partnership strategy for involvement of private sector in delivery of UNDAP II . This private sector partnership strategy should focus on establishing symbiotic relationships beyond the Private Sector Federation with critical focus on leveraging among others corporate social responsibility as a mechanism for resource mobilization and Programme delivery.
[Added: 2022/06/17] [Last Updated: 2022/06/30] |
UNDP /IGEU | 2024/06 | Initiated | History | |
| Need for clarity on partnership strategy for involvement of private sector in delivery of UNDAP II. The private sector partnership strategy should focus on establishing symbiotic relationships beyond the Private Sector Federation with critical focus on leveraging among others corporate social responsibility as a mechanism for resource mobilization and Programme delivery.
[Added: 2022/06/17] [Last Updated: 2022/06/30] |
UNDP/ IGEU | 2024/06 | Initiated | History |