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Sawasya II – Mid Term Evaluation

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Evaluation Plan:
2018-2022, Palestine
Evaluation Type:
Mid Term Project
Planned End Date:
02/2021
Completion Date:
01/2021
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
100,000

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Title Sawasya II – Mid Term Evaluation
Atlas Project Number: 00099474
Evaluation Plan: 2018-2022, Palestine
Evaluation Type: Mid Term Project
Status: Completed
Completion Date: 01/2021
Planned End Date: 02/2021
Management Response: Yes
UNDP Signature Solution:
  • 1. Governance
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 2.2.3 Capacities, functions and financing of rule of law and national human rights institutions and systems strengthened to expand access to justice and combat discrimination, with a focus on women and other marginalised groups
SDG Goal
  • Goal 16. Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels
SDG Target
  • 16.3 Promote the rule of law at the national and international levels and ensure equal access to justice for all
Evaluation Budget(US $): 100,000
Source of Funding: Programme Funding
Evaluation Expenditure(US $): 98,800
Joint Programme: Yes
Joint Evaluation: Yes
  • Joint with UN Agencies
  • Joint with UNICEF, UNWOMEN
Evaluation Team members:
Name Title Email Nationality
Dr. Patrick Hagan Deputy Head DCAF-ISSAT p.hagan@dcaf.ch
GEF Evaluation: No
Key Stakeholders: Ministry of Justice, High Judicial Council, Palestinian Bar Association, Local CSO’s, Palestinian Civil Police, Public Prosecutor, etc
Countries: OCCUPIED PALESTINIAN TERRITORIES
Lessons
Findings
Recommendations
1

1. The programme is a critical element of national and international efforts supporting necessary reforms to justice provision in Palestine. As such given the current state of reforms, the need for the programme remains clear and immediate, and it should be extended for a further 2 years as was an option under the current programme document.
2

2. UN and donor management of the programme, while adapting to crisis as required, should maintain a focus and priority of effort on the underlying system level reforms.
3

3. Formalise the currently informal UN Head of Agency coordination meetings, and make it an explicit remit that prioritisation occur. Continue the highly positive engagement and involvement of donors to support the consistent necessary pressure for reform.
4

4. The Sawasya II programme should remain engaged in its informal central coordination role, and continue its practice of providing significant enabling support (both information and expertise) to the next Deputy Head of the Justice Sector Working Group.
5

5. The programme should explore options to integrate one or both of UNODC and UNFPA into the programme, in order to holistically reflect UN work in the sector and include the remaining major UN system actors with extant justice sector programmes.
6

6. Sawasya II should increase efforts to support the social and political alliances required to get the Family Protection Bill passed. This will require a more explicit programme strategy and monitoring of its impact on societal and institutional resistance to change.
7

7. Building from the strength of current Civil society advocacy, the programme should deliberately focus on advocacy efforts targeting known reform blockages, and attempt to broaden the components of civil society involved in advocacy.
8

8. Maintain and develop current processes for internal project learning. While the programme overall seems to adapt well and programme teams have a well-developed level of engagement, equally Sawaysa II is a complex programme and further investment in linking the data collected to the learning systems is warranted.
9

9. Sawasya II should analyse its current civil society partnerships, in consultation with its key donors, in an effort to identify partners who hold lower risk management profiles and have greater potential influence over positive and sustainable community roles in improved justice delivery. Provision of standardized guidance, for example on communication, in addition to a tiered approach depending on levels of capacity and trust, might free some space for building CSO capacity while maintaining the necessary level of controls.
10

10. Sawasya II should have a clear and documented process to assess the sustainability requirements of new capabilities it is investing in developing. This is easiest and most critical for support aimed at developing technological enhancements to justice delivery, such as IT infrastructure and online service provision.
View Details / Add / Update
Management Response Documents
1. Recommendation:

1. The programme is a critical element of national and international efforts supporting necessary reforms to justice provision in Palestine. As such given the current state of reforms, the need for the programme remains clear and immediate, and it should be extended for a further 2 years as was an option under the current programme document.
Management Response: [Added: 2021/03/31]

1. There is wide agreement with this recommendation and follow-up has begun with Development Partners to operationalize it.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.1 Conclude funding agreement with the EU
[Added: 2021/03/31] 		UNDP Senior Management through the follow-up of the programme team: Chris Decker, Petrit Skenderi, Nader Attar. 2021/05 Overdue-Initiated
1.2 Prepare documents in coordination with the Netherlands to approve the extension of the programme.
[Added: 2021/03/31] 		Chris Decker, Petrit Skenderi, Nader Attar 2021/07 Initiated
1.3 Prepare documents in coordination with Sweden to approve the extension of the programme.
[Added: 2021/03/31] 		Programme Management Team: Chris Decker, Petrit Skenderi, Nader Attar 2021/07 Initiated
1.4 Prepare documents in coordination with Spain to approve the extension of the programme.
[Added: 2021/03/31] 		Programme Management Team: Chris Decker, Petrit Skenderi, Nader Attar 2021/07 Initiated
2. Recommendation:

2. UN and donor management of the programme, while adapting to crisis as required, should maintain a focus and priority of effort on the underlying system level reforms.
Management Response: [Added: 2021/03/31]

2. It is understood that this recommendation particularly applies to the work on a national and government led legal aid scheme. As there is continued resistance from the Palestinian Bar Association the Programme is seeking alternative methods to achieve the longer-term structural reform.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.1 Finalize a new legal aid strategy document.
[Added: 2021/03/31] 		Programme Team: Chris Decker, Petrit Skenderi, Nader Attar 2021/05 Initiated
2.2 Dialogue and engagement with the National Legal Aid Council
[Added: 2021/03/31] 		Programme Team: Chris Decker, Petrit Skenderi, Nader Attar 2021/12 Initiated
3. Recommendation:

3. Formalise the currently informal UN Head of Agency coordination meetings, and make it an explicit remit that prioritisation occur. Continue the highly positive engagement and involvement of donors to support the consistent necessary pressure for reform.
Management Response: [Added: 2021/03/31]

3. Under the Programme Document, there is a requirement for a quarterly Head of Agency meeting. The frequency will be increased. The Programme will continue to strategize with development partners to coordinate policy.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
3.1 Hold bi-monthly Head of Agency meetings.
[Added: 2021/03/31] 		Programme Management Team and HoAs through the follow-up of Chris Decker, Petrit Skenderi and Nader Attar 2021/12 Initiated
3.2 Renew the policy discussions with Development Partners.
[Added: 2021/03/31] 		Programme Management Team: Chris Decker, Petrit Skenderi and Nader Atter 2021/12 Not Initiated These were regular meetings but have not been held during COVID. Planned to hold 10 per year under normal circumstances.
4. Recommendation:

4. The Sawasya II programme should remain engaged in its informal central coordination role, and continue its practice of providing significant enabling support (both information and expertise) to the next Deputy Head of the Justice Sector Working Group.
Management Response: [Added: 2021/03/31] [Last Updated: 2021/03/31]

4. The Programme is in contact with the Deputy Chair on a weekly basis in order to provide information, strategic and policy advice.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
4.1 Discuss information, policy and strategy with the Deputy Chair.
[Added: 2021/03/31] 		Joint Programme Manager through the follow-up by the Programme Management Team: Chris Decker, Petrit Skenderi and Nader Attar 2021/12 Initiated History
4.2 Take part in the Study Group (Informal Donor Group)
[Added: 2021/03/31] 		Joint Programme Manager through the follow-up from the Programme Management Team: Chris Decker, Petrit Skenderi and Nader Attar 2021/12 Initiated
5. Recommendation:

5. The programme should explore options to integrate one or both of UNODC and UNFPA into the programme, in order to holistically reflect UN work in the sector and include the remaining major UN system actors with extant justice sector programmes.
Management Response: [Added: 2021/03/31]

5. UNODC and UNFPA are currently part of a joint UN programme with UN Women and two other agencies which is aimed at addressing issues around violence against women. In order to include the two agencies in Sawasya, this would require a complete rewrite of the project document, which the evaluation has not called for. There are some particular issues which could require those agencies’ expertise and the programme can explore the appropriateness of including them if required. For example, the Ministry of Justice has requested assistance in forensic issues. UNODC previously had a project on the topic. If there is a need and willingness on the part of the partners for a Sawasya III then it is appropriate to include the two agencies at time in discussion for a new programme.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
5.1 Conduct a needs assessment of forensic capabilities
[Added: 2021/03/31] 		Joint Programme Manager through Programme Management Team: Chris Decker, Petrit Skenderi and Nader Attar 2021/08 Not Initiated
5.2 Conduct a political analysis on the Family Protection Bill, which will include an examination as to the need to engage with religious leaders on the Family Protection Bill.
[Added: 2021/03/31] 		UN Women component and Joint Programme Manager through Programme Management Team: Chris Decker, Petrit Skenderi and Nader Attar 2021/08 Not Initiated
5.3 Discussions concerning possible Sawasya III with all partners including UNODC and UNFPA
[Added: 2021/03/31] 		Sawasya Management Team/HoA through the follow-up from Programme Management Team: Chris Decker, Petrit Skenderi and Nader Attar 2021/07 Not Initiated
6. Recommendation:

6. Sawasya II should increase efforts to support the social and political alliances required to get the Family Protection Bill passed. This will require a more explicit programme strategy and monitoring of its impact on societal and institutional resistance to change.
Management Response: [Added: 2021/03/31]

6. Additional emphasis on the Family Protection Bill will need a concerted effort of several parties.  This recommendation is also linked with 2-5, and therefore strategic engagement as well as the identification of potential new partnerships needs to be fostered.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
6.1 Action plan developed for the Programme specifically on the Family Protection Bill in consultation with Development Partners and CSOs.
[Added: 2021/03/31] 		Sawasya/UN Women component through the follow-up from Programme Management Team: Chris Decker, Petrit Skenderi, Nader Attar 2021/05 Not Initiated
6.2 Conduct a political analysis on the Family Protection Bill (see 5.2 above)
[Added: 2021/03/31] 		Sawasya/UN Women component through the follow-up from Programme Management Team: Chris Decker, Petrit Skenderi and Nader Attar 2021/08 Not Initiated
7. Recommendation:

7. Building from the strength of current Civil society advocacy, the programme should deliberately focus on advocacy efforts targeting known reform blockages, and attempt to broaden the components of civil society involved in advocacy.
Management Response: [Added: 2021/03/31]

7. This will need to be balanced with risk management aspects to insulate UN Agencies and Development Partners from potential backlash. It also needs to be carried out in a manner which does not make it appear that the international community is pushing an agenda which could be counterproductive to the work being carried out by civil society.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
7.1 CSO strategy document is updated to take on board this portion of the evaluation.
[Added: 2021/03/31] 		Sawasya Programme Team: Chris Decker and Petrit Skenderi 2021/05 Not Initiated
8. Recommendation:

8. Maintain and develop current processes for internal project learning. While the programme overall seems to adapt well and programme teams have a well-developed level of engagement, equally Sawaysa II is a complex programme and further investment in linking the data collected to the learning systems is warranted.
Management Response: [Added: 2021/03/31]

8. There is need to ensure that greater analysis is conducted of data being collected and the story behind that data is understood.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
8.1 Hiring of a dedicated reporting officer.
[Added: 2021/03/31] 		Joint Programme Manager through the follow-up by Chris Decker, Petrit Skenderi and Nader Attar 2021/10 Not Initiated
8.2 Draft a quarterly thematic report analyzing data collected in reporting against targets.
[Added: 2021/03/31] 		Programme Management Team: Chris Decker, Petrit Skenderi and Nader Attar 2021/07 Not Initiated
9. Recommendation:

9. Sawasya II should analyse its current civil society partnerships, in consultation with its key donors, in an effort to identify partners who hold lower risk management profiles and have greater potential influence over positive and sustainable community roles in improved justice delivery. Provision of standardized guidance, for example on communication, in addition to a tiered approach depending on levels of capacity and trust, might free some space for building CSO capacity while maintaining the necessary level of controls.
Management Response: [Added: 2021/03/31]

9. This initiative can become an aspect of the grant making process with in the Programme.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
9.3 Continue developing the capacity of the NGO coalition dealing with court monitoring in order to increase their proficiency in carrying out their watchdog role in the justice sector.
[Added: 2021/03/31] 		Programme Team by the follow-up by Chris Decker, Petrit Decker, Nader Attar 2021/12 Initiated
9.1 Communications and advocacy, reporting and M&E training programmes developed for specifically identified CSO partners.
[Added: 2021/03/31] 		Programme Management Unit: Chris Decker, Petrit Skenderi, Nader Attar 2021/12 Not Initiated
9.2 Review of internal visibility guidelines
[Added: 2021/03/31] 		Programme Management Unit: Chris Decker, Petrit Skenderi and Nader Attar 2021/12 Not Initiated
10. Recommendation:

10. Sawasya II should have a clear and documented process to assess the sustainability requirements of new capabilities it is investing in developing. This is easiest and most critical for support aimed at developing technological enhancements to justice delivery, such as IT infrastructure and online service provision.
Management Response: [Added: 2021/03/31]

10. While the Programme has taken a slow and steady approach to supplying hardware, there is room to improve the assessment process upon which these decisions are made.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
10.1 Prior to approval of any allocation of hardware from the Programme a needs and sustainability assessment shall be undertaken.
[Added: 2021/03/31] 		Programme Team through the follow-up by Chris Decker, Petrit Skenderi and Nader Attar 2021/12 Not Initiated
10.2 A yearly independent technical assessment will be undertaken to validate the sustainability of IT investment in the justice sector.
[Added: 2021/03/31] 		Programme Management Team: Chris Decker, Petrit Skenderi and Nader Attar 2021/12 Not Initiated

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