- 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
Sawasya II – Mid Term Evaluation
| Document | Type | Language | Size | Status | Downloads |
|---|---|---|---|---|---|
 2020.10.12 ToR Sawasya II Mid-Term Evaluation Final.docx |
tor | English | 340.13 KB | Posted | 185 |
 2020.08.17_Annex_List of Sawasya Partner Organizations.xlsx |
related-document | English | 35.63 KB | Posted | 689 |
| 2021.01.18 Sawasya 2 Evaluation report Final.docx |
report | English | 539.97 KB | Posted | 134 |
| 2020.07.21 Sawyasa II Evaluation Inception Report.docx |
related-document | English | 214.47 KB | Posted | 115 |
 2018.07.02 Signed SAWASYA II Pro DOC.pdf |
related-document | English | 7238.07 KB | Posted | 117 |
| 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: |
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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 $): | 100,000 | ||||||||
| Source of Funding: | Programme Funding | ||||||||
| Evaluation Expenditure(US $): | 98,800 | ||||||||
| Joint Programme: | Yes | ||||||||
| Joint Evaluation: | Yes
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| Evaluation Team members: |
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| 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. |
| 11 | Sawasya II has successfully implemented its monitoring framework, and is collecting data suitable for demonstrating outcomes, and guiding programme implementation. As such UNDP’s Global Programme should look at which aspects of its approach, resourcing, and management can influence other country programmes. |
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 |
|---|---|---|---|---|---|
| 1.3 Prepare documents in coordination with Sweden to approve the extension of the programme.
[Added: 2021/03/31] [Last Updated: 2021/06/23] |
Programme Management Team: Chris Decker, Petrit Skenderi | 2021/11 | Initiated | History | |
| 1.1 Conclude funding agreement with the EU
[Added: 2021/03/31] [Last Updated: 2021/06/23] |
UNDP Senior Management through the follow-up of the programme team: Chris Decker, Petrit Skenderi | 2021/08 | Completed | The agreement with EU has been signed in June 2021. History | |
| 1.2 Prepare documents in coordination with the Netherlands to approve the extension of the programme.
[Added: 2021/03/31] [Last Updated: 2021/07/15] |
Chris Decker, Petrit Skenderi | 2021/07 | Completed | The extension has been signed. History | |
| 1.4 Prepare documents in coordination with Spain to approve the extension of the programme.
[Added: 2021/03/31] [Last Updated: 2021/09/08] |
Programme Management Team: Chris Decker, Petrit Skenderi | 2021/07 | Completed | All documents have been prepared and submitted to Spain. History |
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 |
|---|---|---|---|---|---|
| 2.2 Dialogue and engagement with the National Legal Aid Council
[Added: 2021/03/31] [Last Updated: 2021/05/18] |
Programme Team: Chris Decker, Petrit Skenderi | 2021/12 | Initiated | History | |
| 2.1 Finalize a new legal aid strategy document.
[Added: 2021/03/31] [Last Updated: 2021/06/22] |
Programme Team: Chris Decker, Petrit Skenderi | 2021/05 | Completed | The legal aid strategy was finalized. History |
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] [Last Updated: 2021/05/18] |
Programme Management Team and HoAs through the follow-up of Chris Decker, Petrit Skenderi | 2021/12 | Initiated | History | |
| 3.2 Renew the policy discussions with Development Partners.
[Added: 2021/03/31] [Last Updated: 2021/05/18] |
Programme Management Team: Chris Decker, Petrit Skenderi | 2021/12 | Not Initiated | History |
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] [Last Updated: 2021/05/18] |
Joint Programme Manager through the follow-up by the Programme Management Team: Chris Decker, Petrit Skenderi | 2021/12 | Initiated | History | |
| 4.2 Take part in the Study Group (Informal Donor Group)
[Added: 2021/03/31] [Last Updated: 2021/05/18] |
Joint Programme Manager through the follow-up from the Programme Management Team: Chris Decker, Petrit Skenderi | 2021/12 | Initiated | History |
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] [Last Updated: 2021/06/23] |
Joint Programme Manager through Programme Management Team: Chris Decker, Petrit Skenderi | 2021/10 | Initiated | History | |
| 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] [Last Updated: 2021/05/18] |
UN Women component and Joint Programme Manager through Programme Management Team: Chris Decker, Petrit Skenderi | 2021/10 | Initiated | History | |
| 5.3 Discussions concerning possible Sawasya III with all partners including UNODC and UNFPA
[Added: 2021/03/31] [Last Updated: 2021/05/18] |
Sawasya Management Team/HoA through the follow-up from Programme Management Team: Chris Decker, Petrit Skenderi | 2021/11 | Not Initiated | Needs to be postponed because of the current situation in Palestine History |
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] [Last Updated: 2021/09/08] |
Sawasya/UN Women component through the follow-up from Programme Management Team: Chris Decker, Petrit Skenderi | 2021/07 | Completed | Action plan developed for the Programme specifically on the Family Protection Bill in consultation with Development Partners and CSOs has been completed. History | |
| 6.2 Conduct a political analysis on the Family Protection Bill (see 5.2 above)
[Added: 2021/03/31] [Last Updated: 2021/05/18] |
Sawasya/UN Women component through the follow-up from Programme Management Team: Chris Decker, Petrit Skenderi | 2021/10 | Not Initiated | History |
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] [Last Updated: 2021/05/18] |
Sawasya Programme Team: Chris Decker and Petrit Skenderi | 2021/10 | Not Initiated | History |
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 |
|---|---|---|---|---|---|
| 8.2 Draft a quarterly thematic report analyzing data collected in reporting against targets.
[Added: 2021/03/31] [Last Updated: 2021/07/15] |
Programme Management Team: Chris Decker, Petrit Skenderi | 2021/07 | Completed | The first report has been finalized and shared with the donors. History | |
| 8.1 Hiring of a dedicated reporting officer.
[Added: 2021/03/31] [Last Updated: 2021/05/18] |
Joint Programme Manager through the follow-up by Chris Decker, Petrit Skenderi | 2021/10 | Not Initiated | History |
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] [Last Updated: 2021/05/18] |
Programme Team by the follow-up by Chris Decker, Petrit Decker | 2021/12 | Initiated | History | |
| 9.1 Communications and advocacy, reporting and M&E training programmes developed for specifically identified CSO partners.
[Added: 2021/03/31] [Last Updated: 2021/05/18] |
Programme Management Unit: Chris Decker, Petrit Skenderi | 2021/12 | Not Initiated | History | |
| 9.2 Review of internal visibility guidelines
[Added: 2021/03/31] [Last Updated: 2021/05/18] |
Programme Management Unit: Chris Decker, Petrit Skenderi | 2021/12 | Not Initiated | History |
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] [Last Updated: 2021/05/18] |
Programme Team through the follow-up by Chris Decker, Petrit Skenderi | 2021/12 | Not Initiated | History | |
| 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] [Last Updated: 2021/05/18] |
Programme Management Team: Chris Decker, Petrit Skenderi | 2021/12 | Not Initiated | History |
11. Recommendation:
Sawasya II has successfully implemented its monitoring framework, and is collecting data suitable for demonstrating outcomes, and guiding programme implementation. As such UNDP’s Global Programme should look at which aspects of its approach, resourcing, and management can influence other country programmes.
Management Response: [Added: 2021/05/18] [Last Updated: 2021/05/18]
The Programme has developed tools and systems to track data which can be replicated at the global/country office level. The Programme team also has the in-house knowledge to assist other units in developing this expertise.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 11.1 Conduct capacity development sessions to UNDP Global Programme staff.
[Added: 2021/05/18] |
Global Programme Team through follow-up by Project Management Team: Chris Decker and Petrit Skenderi. | 2021/05 | Completed | Session conducted on 17 May 2021. | |
| 11.2 Conduct capacity development/ knowledge sharing sessions to UNDP Country Office Staff
[Added: 2021/05/18] |
Global Programme Team through follow-up by Chris Decker and Petrit Skenderi | 2021/09 | Not Initiated | ||
| 11.3 Review the possible transfer M&E software to the Global Programme.
[Added: 2021/05/18] |
Christ Decker and Petrit Skenderi | 2021/09 | Not Initiated |