- Evaluation Plan:
- 2017-2022, Saudi Arabia
- Evaluation Type:
- Final Project
- Planned End Date:
- 01/2022
- Completion Date:
- 01/2022
- Status:
- Completed
- Management Response:
- No
- Evaluation Budget(US $):
- 35,000
Final evaluation Ministry of Economy and Planning Project
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Title | Final evaluation Ministry of Economy and Planning Project | ||||||||
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Atlas Project Number: | 00116709 | ||||||||
Evaluation Plan: | 2017-2022, Saudi Arabia | ||||||||
Evaluation Type: | Final Project | ||||||||
Status: | Completed | ||||||||
Completion Date: | 01/2022 | ||||||||
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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SDG Goal |
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SDG Target |
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Evaluation Budget(US $): | 35,000 | ||||||||
Source of Funding: | Project budget | ||||||||
Evaluation Expenditure(US $): | 27,817 | ||||||||
Joint Programme: | No | ||||||||
Joint Evaluation: | No | ||||||||
Evaluation Team members: |
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GEF Evaluation: | No | ||||||||
Key Stakeholders: | |||||||||
Countries: | SAUDI ARABIA |
Lessons | |
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1. | In the extremely specific realities of the KSA, the results-oriented approach and continuously monitoring of internal and external supporting and constraining factors affecting operations are key factors to ensure the conception and implementation of relevant interventions. |
2. | The importance of strategic partnerships between international organizations and national partners on advancing knowledge and integrating evidence at the policy-making level is critical and essential. |
Findings | |
1. | Relevance The relevance of the project is rated as ‘Acceptable’.
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2. | Effectiveness The effectiveness of the project is rated as ‘Acceptable’.
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3. | Efficiency The efficiency of the project is rated as ‘Needs mild improvement’.
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4. | Sustainability The sustainability of the project is rated as ‘Acceptable’.
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5. | Conclusion
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Recommendations | |
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1 | UNDP Recommendation 1: Continue supporting the project in resource mobilization and design for the coming phase to reach sustainability of existing successful initiatives considering UNDP’s core role serving scalability and higher impact. |
2 | UNDP Recommendation 2: Maintain, develop, and further systemize standards and procedures (meetings, assessments/situational analysis/contingency plans, etc.) to ensure readiness to quickly identify and address unexpected/emerging issues with a solid documentation and clear formulation of the framework and corresponding tools. |
3 | UNDP Recommendation 3: Activate the project board/ steering committee and recruit a Chief Technical Advisor who can bring to the table the comparative and competitive advantage of UNDP (as part of the UN system) - as compared to private management consulting firms-, and to adopt an implementation approach that is based on a solid system-level analysis which will most likely translate into strategic results and policy-focused interventions. |
4 | UNDP Recommendation 4: Develop rigorous transparent communication processes and mechanisms with the national partner where all credible concerns related to the project’s implementation are investigated and addressed appropriately. In addition, develop an onboarding package for the new staff which includes the organizational mandatory trainings that are related to the rules and regulations and job responsibilities and ensure that the staff always conduct themselves in a professional and disciplined manner. |
5 | UNDP Recommendation 5: Focus future efforts towards improving the business maturity of existing successful initiatives rather than initiating new ones using a phased approach with clear outcome level indicators and exit strategies, unless otherwise is identified based on the continuous assessment of needs or as deemed necessary. Under the new agreement, there is an imminent need for improving business stability, active incentives, and strategies to engage beneficiaries. |
6 | UNDP Recommendation 6. Develop a measurement standard to systematically track the type, quality, and effectiveness of its contribution to gender results that also captures the context of change and the degree of its contribution to that change. |
7 | UNDP Recommendation 7. Establish a M&E system based on a shared understanding of goals and intended results, the architecture of the new agreement and the approved multi-year work plan, in addition to its corresponding quantitative and qualitative reporting tools, in view of monitoring and measuring achievements and progress of the project. |
8 | UNDP Recommendation 8: Support the modernization of knowledge and the transformation of conventional capacity development tools to uphold introduced changes (Prioritization of pilot initiatives through current/available proposals suggested by the MEP to embed knowledge at the institutional level. For example, creation of knowledge hub/repository, community of national economists, pool of experts for potential assignment, gradual production of research outputs). |
9 | MEP Recommendation 9: Continue enhancing and improving the business/investment environment. |
10 | MEP Recommendation 10: Assign a thematic division within the MEP as a focal point (keep recruitment and performance appraisal issues within the Directorate of the Human Resources Development Department). |
11 | MEP Recommendation 11: Support the development of liaison and coordination mechanisms and processes between the MEP and the UNDP, with clear and demarcated lines of reporting and decision-making capabilities across and between established structures, to jointly: 1) Regularly align expectations, 2) Analyze needs/emerging needs, 3) Strategize, prioritize, and plan integration into the broader MEP strategy, 4) Explore partnerships and synergies options, 5) Coordinate mobilization and allocation of resources, 6) Manage, monitor, and evaluate interventions, delivered capacity building interventions, and generated knowledge products, and 7) Agree on information sharing at both the institutional (internal) and large audience (external) levels. |