Independent Country Programme Evaluation: Cote d'Ivoire

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Evaluation Plan:
2018-2021, Independent Evaluation Office
Evaluation Type:
ICPE/ADR
Planned End Date:
12/2019
Completion Date:
12/2019
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
50,000

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Title Independent Country Programme Evaluation: Cote d'Ivoire
Atlas Project Number:
Evaluation Plan: 2018-2021, Independent Evaluation Office
Evaluation Type: ICPE/ADR
Status: Completed
Completion Date: 12/2019
Planned End Date: 12/2019
Management Response: Yes
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 1.1.1 Capacities developed across the whole of government to integrate the 2030 Agenda, the Paris Agreement and other international agreements in development plans and budgets, and to analyse progress towards the SDGs, using innovative and data-driven solutions
  • 2. Output 2.1.2 Capacities developed for progressive expansion of inclusive social protection systems
  • 3. Output 3.2.2 National and local systems enabled and communities empowered to ensure the restoration of justice institutions, redress mechanisms and community security
Evaluation Budget(US $): 50,000
Source of Funding:
Evaluation Expenditure(US $): 49,600
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Elizabeth Wojnar Research Consultant elizabeth.wojnar@undp.org
GEF Evaluation: No
Key Stakeholders:
Countries: COTE d'IVOIRE
Lessons
Findings
1.

Finding 1: UNDP’s country programme is composed of two interdependent pillars – governance and sustainable development – with corresponding outcomes. The programme was designed as a response to the triple link between: (i) inclusive sustainable development, (ii) prevention and peaceful resolution of conflicts and strengthened social cohesion, and (iii) democratic and security governance. The components were all relevant in the context of Côte d’Ivoire, but overly ambitious in scope, especially given the resources available. The CPD foresaw an investment of approximately one quarter of its resources in governance programming and three quarters in sustainable development, but after two years of implementation, this ratio was reversed in practice, with the programme’s focus driven more by resource availability than by design.


Tag: Economic Recovery Inclusive economic growth Human rights Local Governance Strategic Positioning Conflict Crisis prevention Post Conflict Promotion of dialogue Resilience Relevance Technical Support

2.

Finding 2. At the mid-point of the current country programme, UNDP had helped lay the foundation for further work to strengthen policy and fully operationalize the monitoring of the NDP, through support to prioritizing and integrating the SDGs in the NDP, the organization of international conferences on emergence, establishing consultation frameworks, and developing a programme to support strategic management of development and achievement of the SDGs.


Tag: Capacity Building Agenda 2030 Monitoring and Evaluation Effectiveness Policy Advisory

3.

Finding 3. Through its past contributions, UNDP is perceived as the partner of choice for the government on governance issues, however results under the current programme have been scattered and limited in scope. The intended vehicle for UNDP support to republican institutions under the current country programme is the National Programme of Support to Institutional Reforms and Modernization of the State (PRIME). It is characterized by slow implementation and funding challenges, and it is unlikely that it will be able to produce the intended outputs and achieve its objectives within the programme period.


Tag: Capacity Building Economic Recovery Election Operational Efficiency Effectiveness Efficiency Technical Support

4.

Finding 4. UNDP support to capacity building of institutions and actors at the central, regional and community levels contributed to an improvement in the dynamics of conflict management in Côte d'Ivoire. Initiatives for the promotion of peace, the prevention and management of conflict and the promotion of social cohesion, as well as the fight against GBV yielded encouraging results, but these need to be consolidated in a still fragile post-crisis context.


Tag: Capacity Building Gender-Based Violence Strategic Positioning Crisis prevention Post Conflict Promotion of dialogue Effectiveness Impact Technical Support

5.

Finding 5. Under the preceding and present country programmes, in partnership with Japan and building on work by UNOCI, UNDP support contributed to upgrading the professionalism of Ivorian police personnel and helped anchor the principle of continuous professional training. This allowed active staff to continue to improve their skills and provide a more effective response to the security needs of populations. The sustainability of the actions nevertheless depends on the government’s commitment to continue to pursue this transformation and provide the means to create a veritable neighbourhood police force able to carry out its mission.


Tag: Donor relations Partnership Aid Coordination Sustainability Donor Coordination

6.

Finding 6. UNDP reinforced the achievements of past interventions by establishing and supporting socio-security dialogue mechanisms. These are contributing to improved relations between populations and security forces, with mistrust gradually being reduced.


Tag: Programme Synergy Crisis prevention Security Coherence Relevance Advocacy

7.

Finding 7. UNDP and UN partner support led to localized advances in access to justice, particularly in response to GBV, thus contributing to the strengthening of social cohesion. However, the institutionalization of structures created and their sustainability is not yet guaranteed.


Tag: Human rights Justice system Gender-Based Violence Partnership Effectiveness Impact UN Agencies Technical Support

8.

Finding 8. At the time of the evaluation, UNDP was not on track to achieve two expected country programme outputs in the area of inclusive sustainable development (improved access to renewable energy and adoption of production practices and sustainable production management by actors in the agricultural and forestry sector).


Tag: Inclusive economic growth Operational Efficiency Sustainability Clean Energy Natural Resouce management Renewable energy Effectiveness Efficiency Agriculture Forestry Technical Support

9.

Finding 9: UNDP contributed to reducing the vulnerability of disadvantaged groups, including young people, women and internally displaced persons, through the development of income-generating activities and training and support to young entrepreneurs to undertake economic activities, particularly in the south-west and the north of the country. There are some questions as to the sustainability of the results. A new programme to support value chain development was launched in July 2017, but implementation faced significant delays, limiting progress towards intended results.


Tag: Disabilities Inequalities Gender Mainstreaming Sustainability Displaced People Effectiveness Technical Support

10.

Finding 10. In partnership with United Nations Volunteers (UNV) programme, UNDP contributed to increasing the employability of young men and women through establishing a national volunteer programme.


Tag: Jobs and Livelihoods Youth Partnership Effectiveness UN Agencies Coordination

11.

Finding 11. The UNDP country programme is aligned with national development priorities and the United Nations Joint Programming Framework, but the absence of explicit theories of change makes it difficult to assess the relevance and effectiveness of the contribution of a multiplicity of products to the expected outcome-level results. The variety of themes taken up by the country programme, given its limited resources, risks limiting its scale for impact and the visibility of results.


Tag: Programme Synergy Coherence Relevance Country Government UN Agencies

12.

Finding 12. Arrangements for results-based management, monitoring and evaluation lack a sufficiently analytical dimension at the outcome level and consequently do not capitalize on knowledge.


Tag: Monitoring and Evaluation Results-Based Management Coherence Technical Support

13.

Finding 13. UNDP’s programme interventions are rich in experience and knowledge, but UNDP's current knowledge management strategy does not sufficiently address the documentation and dissemination of information, experiences and lessons in a systematic way for policy dialogue and other uses.


Tag: Knowledge management Policies & Procedures Efficiency Technical Support

14.

Finding 14. UNDP considers the gender dimension systematically in the design and implementation of its interventions and has made direct and indirect contributions to the promotion of gender equality and the empowerment of women. The majority of results are considered ‘gender-targeted’, while others are ‘gender-sensitive’ or potentially ‘gender-transformative’.


Tag: Gender Equality Gender Mainstreaming Implementation Modality Effectiveness Technical Support

15.

Finding 15. UNDP successfully mobilized resources to implement its programme but did not fundamentally rethink its resource mobilization strategy following the ADR 2013 recommendation on this. This is still relevant, given that official development assistance from donors is increasingly focused on budget support. The imminent end to financing through the PBF in 2020 could translate into a reduction of resources corresponding to 30–40 percent of the UNDP country programme budget.


Tag: Operational Efficiency Resource mobilization Efficiency Coordination

16.

Finding 16. UNDP developed partnerships with government actors, UN agencies, bilateral and multilateral partners, civil society organizations and the private sector. Generally, the collaboration between UNDP and the government was fruitful, but there were gaps in communication. Within the United Nations System, collaboration was more in the form of ‘joint submissions’ than ‘joint programmes’.


Tag: Multilateral Partners Partnership Efficiency Bilateral partners Civil Societies and NGOs Coordination

17.

Finding 17. UNDP is a major actor in the coordination of official development assistance within the United Nations System and between the Government of Côte d’Ivoire and its partners. Thus, it contributes to the strengthening of overall development effectiveness. UNDP’s role in coordination has contributed to its reputation as an important development actor


Tag: Partnership Effectiveness Country Government Donor UNDP Management Coordination

18.

Finding 18. For many of its partners, UNDP is an appreciated partner with established credibility. The perception that UNDP programming is too scattered could damage its reputation.


Tag: Operational Efficiency Coherence Relevance Bilateral partners Donor Coordination

19.

Finding 19. The majority of projects in Côte d’Ivoire use the direct implementation modality (DIM) which may limit the appropriation of initiatives by national partners.


Tag: Implementation Modality Effectiveness Technical Support

20.

Finding 20. UNDP shows weaknesses in terms of programme coherence and the capacity to anticipate and manage risks, as well as demonstrate the achievement of the programme’s development objectives, exacerbated by the absence of a deputy country director (programme) and a monitoring and evaluation specialist in the UNDP country office.


Tag: Operational Efficiency Monitoring and Evaluation Programme Synergy Coherence Relevance Technical Support

21.

Finding 21. The sustainability (or potential sustainability) of results obtained with UNDP support varies according to the area of intervention.


Tag: Sustainability Challenges Technical Support

Recommendations
1

UNDP should revisit its theory(s) of change for the current programme in order to render them more explicit and visible. This would give its partners a greater understanding of UNDP contributions aimed at achieving sustainable change.

Updating its theories of change will enable UNDP to better articulate its priorities and document results achieved or results in the making. Undertaking such an exercise before the end of the current programme would create solid foundations for the development of a vision and a theory (or theories) of change for the following country programme. At the same time, this would assist UNDP in communicating with partners.

It will be necessary to identify explicitly the expected changes in terms of outcomes, as well as corresponding hypotheses on the responsibilities of partners, and other necessary conditions. Similarly, UNDP should review its results and resources framework and adjust it to include relevant outcome indicators, in addition to the usual output indicators. This will assist in measuring transformational changes through an analysis of UNDP’s contribution.

2

To reinforce effectiveness and learning, UNDP should immediately undertake a mapping of its projects to regroup and systematically categorize data and results achieved or underway. This would feed into updated theories of change and analysis of lessons learned to improve effectiveness for the development of the new country programme. UNDP should also pursue dialogue with its partners to ensure the sustainability of results obtained thus far.

It is particularly important to consolidate lessons learned from the peacebuilding projects to retain the vast experience and richness of results of these interventions, and to be able to continue to advise the government on strategic and programmatic aspects of a veritable consolidation of peace, even if new terminology replaces the terminology of the immediate post-crisis environment, and even if the country no longer has access to the PBF. This analysis of the results of these projects, along with other analyses of opportunities for inclusive, sustainable development, the maintenance of social peace and the strengthening of the local economic fabric for greater development, can feed into advocacy for future strategies, integrating the principles of civil rights and liberties and the improvement of socio-economic conditions for lasting development and achievement of the SDGs.

For example, the inter-connections between existing intercommunity dialogue platforms should be the subject of analysis with all relevant partners with a view to promoting the coordination of, and interlinks between, mechanisms for the prevention and peaceful management of conflict and reinforcing the integration of the needs of vulnerable groups (women, youth, poor people and people living with disabilities). With respect to work in access to justice, UNDP and its partner agencies should engage with the Ministry of Justice and Human Rights in reflections on, and pursue actions to clarify, the legal status and financing of legal clinics to guarantee the sustainability of results. A review with partners to highlight good practices, lessons learned and challenges in the fight against GBV should also be done, again to inform strategies for the new programme.

3

Addressing the triple linkage between peacebuilding, security and democratic governance and sustainable inclusive development remains relevant in the context of Côte d’Ivoire and can form the basis of the next country programme and its theories of change. At the same time, the design of the next country programme must also take into account UNDP’s structural and organizational capacities and resources, and focus on a select number of thematic areas.

With specific reference to security sector reform, future support should build on lessons learned and go beyond the premise of the classic framework for sectoral reform (army, policy, judiciary). Future support should be a coordinated and systemic approach with a long-term view of change, taking into account the multiple interactions between various security actors. Future action should be considered from a frame similar to ‘development of security systems’ and characterized by: (i) a holistic and inclusive approach with a paradigm shift, contributing to community wellbeing, human security and empowerment of the population; (ii) strengthening of competencies and sharing of capacities for the provision of community services (police-gendarmerie-justice); (iii) improvement of relations between army, policy, gendarmerie, judiciary and the nation/citizen; and (iv) institutionalization of democratic oversight, all within a fiscal policy and oversight mechanisms in line with national and regional challenges.

The process of planning the country programme must be more than an intellectual, virtual exercise in order to integrate the necessary balance between ambition and realism. This realism is to be measured on the one hand by the alignment of inputs and intended outputs, and on the other hand by the capacities objectively available – or capable of being mobilized – and those necessary to achieve the intended objectives within the designated time frame. The slow start-up or implementation of PRIME, PACIPIL and PPSD confirms the need for UNDP to ensure the feasibility and viability of projects from the outset, and to periodically review the likelihood of achieving the intended results. In the specific case of the projects mentioned, the evaluation recommends that UNDP organize a review with relevant partners to determine the actions to be taken in pursuit of their implementation.

Generally speaking, UNDP should focus on strategic support and institutional capacity building. At the macro or policy level UNDP should serve as a technical advisor, a laboratory for ideas and the generation and dissemination of knowledge. At the meso level, UNDP should continue to strengthen national institutional capacity to implement inclusive development programmes. In principle, UNDP should not focus on community-level interventions where its limited resources can only have limited impact, but rather promote civil society action to contribute to the dynamics of change. That said, UNDP should continue to disseminate its knowledge and lessons learned from its past interventions at the community level.

4

UNDP should maintain and reinforce its emphasis on gender equality and women’s empowerment, not only ensuring the participation of women in its activities but also ensuring that interventions respond to women’s needs and pursue transformation (changing norms, values, power structures and the roots of gender inequality and discrimination).

UNDP should continue to implement the recommendations of the Gender Seal assessment. UNDP is well positioned to ensure a gender analysis is integrated in the common country assessment and the new United Nations Sustainable Development Cooperation Framework. In its own interventions, UNDP should further strengthen the gender dimension, continuing to advocate for and facilitate women’s participation in governance and peacebuilding mechanisms (for example seeking to increase the percentage of women in CECs and CMCs beyond the current 15 percent).

5

UNDP should reinforce its focus on youth, particularly those at risk.

The National Volunteer Programme would merit support to consolidate its results and ensure its sustainability. Special attention should be given to advocacy efforts with structures able to identify at-risk youth (e.g. broken ties with society, or with little education or resources but experience with arms) and orient them towards personalized support designed to prevent a drift into exclusion and delinquency, or violent extremism. 

6

UNDP should reinforce its mechanisms for planning, monitoring and evaluation, risk management and communication.

Connected to the recommendation on revisiting its theories of change, the UNDP country office should reinforce its mechanisms for planning and monitoring and evaluation. Once theories of change have been articulated, improved results frameworks and indicators need to be developed. The monitoring function should include not only tracking indicators, but also regular monitoring of possible scenarios in the context of the evolution of programmatic hypotheses (are they playing out as anticipated, do they need to be revised?), of risks, of progress towards results, and of evidence of change (intended or unintended). UNDP should undertake a mid-term review of its evaluation plan and revise it periodically as necessary.

It remains important to identify multiple scenarios to anticipate situations that could lead to a break in the chain of expected results. Multi-scenario planning is a tool to consider in project-level risk management, to facilitate the development of flexible, innovative and resilient long-term strategies.

Orientation and training sessions for implementing partners organized by UNDP on financial and other organizational procedures should include sessions to strengthen capacities for results-based project management, monitoring and evaluation, so that partners have a better understanding of the issues and can contribute further to strengthening the efficiency and effectiveness of interventions.

With respect to communication, the country office should build on the foundations created following the ADR 2013, putting greater emphasis on communicating the positive changes resulting from UNDP supported interventions.

It is important that the country office has the necessary human resources to ensure appropriate country programme design, implementation, oversight and evaluation. The evaluation recommends the reopening of the post of deputy resident representative for programme and the creation of a permanent monitoring and evaluation unit.

7

Reiterating the Assessment of Development Results 2013 recommendation, UNDP should rethink and accelerate the implementation of its strategy for resource mobilization, adapting it to the new orientations of official development assistance for Côte d’Ivoire and identifying potential new partners.

The shift of official development assistance to budgetary support, as anticipated in the 2013 ADR, has hampered UNDP’s resource mobilization in areas other than peacebuilding. The imminent end to financing through the PBF in 2020 will translate into a significant reduction of resources. UNDP therefore urgently needs to sharpen and adapt its resource mobilization strategy. On the one hand, UNDP may continue to reach out to traditional partners with whom its credibility has already been established (Japan, European Union, Germany, French Agency for Development), while on the other hand UNDP should actively explore new niches among non-traditional donors and new financing mechanisms. UNDP should strengthen its collaboration with the Ministry of Planning and Development with a view to engaging the government in its advocacy efforts with other development partners where there may be possibilities to channel funding into UNDP programmes.

1. Recommendation:

UNDP should revisit its theory(s) of change for the current programme in order to render them more explicit and visible. This would give its partners a greater understanding of UNDP contributions aimed at achieving sustainable change.

Updating its theories of change will enable UNDP to better articulate its priorities and document results achieved or results in the making. Undertaking such an exercise before the end of the current programme would create solid foundations for the development of a vision and a theory (or theories) of change for the following country programme. At the same time, this would assist UNDP in communicating with partners.

It will be necessary to identify explicitly the expected changes in terms of outcomes, as well as corresponding hypotheses on the responsibilities of partners, and other necessary conditions. Similarly, UNDP should review its results and resources framework and adjust it to include relevant outcome indicators, in addition to the usual output indicators. This will assist in measuring transformational changes through an analysis of UNDP’s contribution.

Management Response: [Added: 2020/05/06] [Last Updated: 2020/10/21]

The country office, as part of the joint review of the CPD 2017-2020, assessed progress towards expected results with a view to accelerate their achievement. The review of the theory of change cannot be updated in the CPD, given that the programme is entering its final year of implementation.

Key Actions:

2. Recommendation:

To reinforce effectiveness and learning, UNDP should immediately undertake a mapping of its projects to regroup and systematically categorize data and results achieved or underway. This would feed into updated theories of change and analysis of lessons learned to improve effectiveness for the development of the new country programme. UNDP should also pursue dialogue with its partners to ensure the sustainability of results obtained thus far.

It is particularly important to consolidate lessons learned from the peacebuilding projects to retain the vast experience and richness of results of these interventions, and to be able to continue to advise the government on strategic and programmatic aspects of a veritable consolidation of peace, even if new terminology replaces the terminology of the immediate post-crisis environment, and even if the country no longer has access to the PBF. This analysis of the results of these projects, along with other analyses of opportunities for inclusive, sustainable development, the maintenance of social peace and the strengthening of the local economic fabric for greater development, can feed into advocacy for future strategies, integrating the principles of civil rights and liberties and the improvement of socio-economic conditions for lasting development and achievement of the SDGs.

For example, the inter-connections between existing intercommunity dialogue platforms should be the subject of analysis with all relevant partners with a view to promoting the coordination of, and interlinks between, mechanisms for the prevention and peaceful management of conflict and reinforcing the integration of the needs of vulnerable groups (women, youth, poor people and people living with disabilities). With respect to work in access to justice, UNDP and its partner agencies should engage with the Ministry of Justice and Human Rights in reflections on, and pursue actions to clarify, the legal status and financing of legal clinics to guarantee the sustainability of results. A review with partners to highlight good practices, lessons learned and challenges in the fight against GBV should also be done, again to inform strategies for the new programme.

Management Response: [Added: 2020/05/06] [Last Updated: 2020/10/21]

The country office has already taken action through the recent joint review of the CPD 2017-2020 with its partners, which resulted in an updating of the project mapping, a review of progress towards expected outputs by programme portfolio, and an extraction of lessons learned for the CPD 2021-2025. In addition, the country office has committed to pursue dialogue with its  artners through quarterly joint programme reviews in order to take any necessary corrective measures, and to reinforce synergies and coherence of interventions within and between portfolios, and consolidate achievements.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Update the integrated monitoring and evaluation plan and ensure monitoring of its implementation.
[Added: 2020/10/21] [Last Updated: 2020/10/27]
RR ai/DRR/P; Team leaders; Policy and strategy unit 2019/12 Completed The IWP 2020 has been developed and constitutes a reference framework for the program History
Organize periodic portfolio reviews for quality control of progress towards the achievement of intended CPD outputs
[Added: 2020/10/21] [Last Updated: 2020/10/28]
Team leaders; Policy and strategy unit; M&E specialist 2020/12 Completed The portfolio meetings are carried out every week. and a monthly program meeting led by the DRR / P is carried out History
Organize joint programme reviews to assess progress towards the achievement of CPD outputs
[Added: 2020/10/21] [Last Updated: 2020/10/27]
RR ai/DRR/P; Policy and strategy unit; M&E specialist 2020/12 Completed With reference to the recommendations of the CPD annual review workshop in November 2019, the coordination unit of the cooperation framework between the UNDP and Côte d'Ivoire is set up and operational. Regular working sessions are carried out with the parties concerned. The periodic review of the 2017-2020 CPD was carried out in June 2020. History
3. Recommendation:

Addressing the triple linkage between peacebuilding, security and democratic governance and sustainable inclusive development remains relevant in the context of Côte d’Ivoire and can form the basis of the next country programme and its theories of change. At the same time, the design of the next country programme must also take into account UNDP’s structural and organizational capacities and resources, and focus on a select number of thematic areas.

With specific reference to security sector reform, future support should build on lessons learned and go beyond the premise of the classic framework for sectoral reform (army, policy, judiciary). Future support should be a coordinated and systemic approach with a long-term view of change, taking into account the multiple interactions between various security actors. Future action should be considered from a frame similar to ‘development of security systems’ and characterized by: (i) a holistic and inclusive approach with a paradigm shift, contributing to community wellbeing, human security and empowerment of the population; (ii) strengthening of competencies and sharing of capacities for the provision of community services (police-gendarmerie-justice); (iii) improvement of relations between army, policy, gendarmerie, judiciary and the nation/citizen; and (iv) institutionalization of democratic oversight, all within a fiscal policy and oversight mechanisms in line with national and regional challenges.

The process of planning the country programme must be more than an intellectual, virtual exercise in order to integrate the necessary balance between ambition and realism. This realism is to be measured on the one hand by the alignment of inputs and intended outputs, and on the other hand by the capacities objectively available – or capable of being mobilized – and those necessary to achieve the intended objectives within the designated time frame. The slow start-up or implementation of PRIME, PACIPIL and PPSD confirms the need for UNDP to ensure the feasibility and viability of projects from the outset, and to periodically review the likelihood of achieving the intended results. In the specific case of the projects mentioned, the evaluation recommends that UNDP organize a review with relevant partners to determine the actions to be taken in pursuit of their implementation.

Generally speaking, UNDP should focus on strategic support and institutional capacity building. At the macro or policy level UNDP should serve as a technical advisor, a laboratory for ideas and the generation and dissemination of knowledge. At the meso level, UNDP should continue to strengthen national institutional capacity to implement inclusive development programmes. In principle, UNDP should not focus on community-level interventions where its limited resources can only have limited impact, but rather promote civil society action to contribute to the dynamics of change. That said, UNDP should continue to disseminate its knowledge and lessons learned from its past interventions at the community level.

Management Response: [Added: 2020/05/06] [Last Updated: 2020/10/21]

The country office recognizes that consolidation of peace, democratic and security governance and inclusive sustainable development remain challenges for the country. The country office will ensure a strengthening of synergies and better alignment of country office structural and organizational capacities and resources with the portfolios and areas of intervention selected in the next CPD.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Contribute to joint situation analyses with the UNCT and partners on development challenges, taking into account the triple links in the programming process (SDCF and CPD 2021-2025).
[Added: 2020/10/21] [Last Updated: 2020/10/27]
RR ai/DRR/P, Team leaders, Policy and strategy unit, M&E specialist 2020/01 Completed A CPD review workshop was held with the government on June 9 and 10, 2020. Validation work of the PTA 2020 of the CPD 2016-2020 coordination and monitoring unit Workshop on joint planning with the UNCT on the new 2021-2025 program cycle History
Undertake a global analysis of the office capacities with respect to the areas of support selected in the CPD 2021-2025
[Added: 2020/10/21] [Last Updated: 2021/04/01]
RR ai/DRR/P, Policy and strategy unit 2020/12 Completed The diagnosis of the National Development Plan has been validated. UNDP participated in the Common Country Assessment with UNCT. This enabled a situational analysis to develop the CPD 2021-2025 Theory of Change. History
4. Recommendation:

UNDP should maintain and reinforce its emphasis on gender equality and women’s empowerment, not only ensuring the participation of women in its activities but also ensuring that interventions respond to women’s needs and pursue transformation (changing norms, values, power structures and the roots of gender inequality and discrimination).

UNDP should continue to implement the recommendations of the Gender Seal assessment. UNDP is well positioned to ensure a gender analysis is integrated in the common country assessment and the new United Nations Sustainable Development Cooperation Framework. In its own interventions, UNDP should further strengthen the gender dimension, continuing to advocate for and facilitate women’s participation in governance and peacebuilding mechanisms (for example seeking to increase the percentage of women in CECs and CMCs beyond the current 15 percent).

Management Response: [Added: 2020/05/06] [Last Updated: 2020/10/21]

This recommendation will be taken into account in the implementation of its gender strategy, to be updated. Reflections were already initiated during the joint review of the CPD 2017-2020 with a view to strengthening the integration of gender and other cross-cutting themes in the 2021-2025 CPD in order to better target women and contribute to a reduction in gender inequality

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Update the country office gender strategy.
[Added: 2020/10/21] [Last Updated: 2021/04/01]
RR ai/DRR/P, Gender focal point and Gender task force 2020/03 Completed Une strategie jeunesse dans l'innovation entreprenariale est élaborée History
Ensure the integration of gender issues and concerns of vulnerable groups in formulating the new programme cycle, as well as new projects under the CPD 2021-2025, including the use of the gender marker.
[Added: 2020/10/21] [Last Updated: 2020/10/28]
RR ai/DRR/P, Gender focal point, Team leaders, Policy and strategy unit 2020/12 Completed The Office ensured that gender was taken into account in the framework of the preparation of the CPD 2021-2025 from the consultation of stakeholders which saw the participation of the Ministry of Women, UNWOMEN, and civil society feminine. History
Undertake preparatory work for a new Gender Seal certification of the country office
[Added: 2020/10/21] [Last Updated: 2020/10/28]
RR ai/DRR/P, Gender focal, point and Gender task, force 2020/03 Completed Action achieved History
5. Recommendation:

UNDP should reinforce its focus on youth, particularly those at risk.

The National Volunteer Programme would merit support to consolidate its results and ensure its sustainability. Special attention should be given to advocacy efforts with structures able to identify at-risk youth (e.g. broken ties with society, or with little education or resources but experience with arms) and orient them towards personalized support designed to prevent a drift into exclusion and delinquency, or violent extremism. 

Management Response: [Added: 2020/05/06] [Last Updated: 2020/10/21]

The country office will continue reflections internally as well as with national partners to strengthen the focus on youth, with an emphasis on the most vulnerable and at-risk groups.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Systematize the disaggregation of data and indicators by age in project formulation and monitoring.
[Added: 2020/10/21] [Last Updated: 2020/10/27]
RR ai/DRR/P, Youth focal point, Team leaders, Policy and strategy unit 2020/12 Completed The CPD 2021-2025 indicators are disaggregated by age History
Ensure a better focus on youth in formulating the new programme cycle as well as new projects under the CPD 2021-2025, based on lessons learned and government priorities.
[Added: 2020/10/21] [Last Updated: 2021/08/02]
RR ai/DRR/P, Youth focal point, Team leaders, Policy and strategy unit 2021/02 Completed Le CPD 2021-2025 a été approuvé en fevrier 2021 History
6. Recommendation:

UNDP should reinforce its mechanisms for planning, monitoring and evaluation, risk management and communication.

Connected to the recommendation on revisiting its theories of change, the UNDP country office should reinforce its mechanisms for planning and monitoring and evaluation. Once theories of change have been articulated, improved results frameworks and indicators need to be developed. The monitoring function should include not only tracking indicators, but also regular monitoring of possible scenarios in the context of the evolution of programmatic hypotheses (are they playing out as anticipated, do they need to be revised?), of risks, of progress towards results, and of evidence of change (intended or unintended). UNDP should undertake a mid-term review of its evaluation plan and revise it periodically as necessary.

It remains important to identify multiple scenarios to anticipate situations that could lead to a break in the chain of expected results. Multi-scenario planning is a tool to consider in project-level risk management, to facilitate the development of flexible, innovative and resilient long-term strategies.

Orientation and training sessions for implementing partners organized by UNDP on financial and other organizational procedures should include sessions to strengthen capacities for results-based project management, monitoring and evaluation, so that partners have a better understanding of the issues and can contribute further to strengthening the efficiency and effectiveness of interventions.

With respect to communication, the country office should build on the foundations created following the ADR 2013, putting greater emphasis on communicating the positive changes resulting from UNDP supported interventions.

It is important that the country office has the necessary human resources to ensure appropriate country programme design, implementation, oversight and evaluation. The evaluation recommends the reopening of the post of deputy resident representative for programme and the creation of a permanent monitoring and evaluation unit.

Management Response: [Added: 2020/05/06] [Last Updated: 2020/10/21]

The country office has already taken action, notably through the establishment of an optimum quality control mechanism, promotion of internal skills and creation of a monitoring and evaluation position. UNDP intends to expand its communication activities with a view to increasing the visibility of intervention results.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Finalize the recruitment of a monitoring and evaluation specialist
[Added: 2020/10/21] [Last Updated: 2021/04/01]
DRR/O, Human resources 2021/11 Initiated The post was frozen by the headquarters. Recruitment is delayed History
Ensure monitoring of the implementation of the integrated monitoring and evaluation plan, including the tracking of indicators and regular monitoring of progress in the corporate planning system
[Added: 2020/10/21] [Last Updated: 2021/08/02]
RR ai/DRR/P, Policy and strategy unit, M&E specialist 2020/12 Completed Le systeme de suivi des resultats prend en compte la desagregation des indicateurs par sexe et par age History
Ensure quality control of data (indicators and risks) linked to project management (including in Atlas).
[Added: 2020/10/21] [Last Updated: 2020/10/28]
RR ai/DRR/P, Team leaders, M&E specialist 2020/12 Completed Data related to planning and results, including risk updating, are updated quarterly in Atlas. History
Validate the country office communication strategy action plan to improve the visibility and positioning of UNDP.
[Added: 2020/10/21] [Last Updated: 2020/10/28]
RR ai/DRR/P, Communication specialist 2020/12 Completed The communication plan is available. The communication unit has been strengthened by the recruitment of 02 staff. facebook and tweeter pages are active https://twitter.com/pnudcotedivoire; https://twitter.com/pnudcotedivoire History
7. Recommendation:

Reiterating the Assessment of Development Results 2013 recommendation, UNDP should rethink and accelerate the implementation of its strategy for resource mobilization, adapting it to the new orientations of official development assistance for Côte d’Ivoire and identifying potential new partners.

The shift of official development assistance to budgetary support, as anticipated in the 2013 ADR, has hampered UNDP’s resource mobilization in areas other than peacebuilding. The imminent end to financing through the PBF in 2020 will translate into a significant reduction of resources. UNDP therefore urgently needs to sharpen and adapt its resource mobilization strategy. On the one hand, UNDP may continue to reach out to traditional partners with whom its credibility has already been established (Japan, European Union, Germany, French Agency for Development), while on the other hand UNDP should actively explore new niches among non-traditional donors and new financing mechanisms. UNDP should strengthen its collaboration with the Ministry of Planning and Development with a view to engaging the government in its advocacy efforts with other development partners where there may be possibilities to channel funding into UNDP programmes.

Management Response: [Added: 2020/05/06] [Last Updated: 2020/10/21]

This recommendation will be taken into account in the development of its partnership and resource mobilization strategy. Furthermore, the office has already taken action, notably through the creation of a resource mobilization committee and the elaboration of a partnership, communications and resource mobilization strategy action plan.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Finalize the partnership, communications and resource mobilization strategy action plan.
[Added: 2020/10/21] [Last Updated: 2021/04/01]
RR ai/DRR/P, Team leader Policy and strategy unit Communication specialist 2020/01 Completed Action plan 2021 History
Regularly monitor pipelines
[Added: 2020/10/21] [Last Updated: 2021/04/01]
RR ai/DRR/P, Team leader 2020/12 Completed pipeline reviewed History
Regularly update the partnership,communications and resource mobilization strategy to ensure mobilization of the resources necessary for the implementation of the CPD 2021-2025.
[Added: 2020/10/21] [Last Updated: 2020/10/28]
RR ai/DRR/P, Team leader, Policy and strategy unit Communication specialist 2020/06 Completed the partnership and resource mobilization strategy is updated History

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