Independent Country Programme Review: Botswana

Report Cover Image
Evaluation Plan:
2018-2021, Independent Evaluation Office
Evaluation Type:
Planned End Date:
Completion Date:
Management Response:
Evaluation Budget(US $):


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Title Independent Country Programme Review: Botswana
Atlas Project Number:
Evaluation Plan: 2018-2021, Independent Evaluation Office
Evaluation Type: ICPE/ADR
Status: Completed
Completion Date: 12/2019
Planned End Date: 12/2020
Management Response: No
UNDP Signature Solution:
  • 1. Governance
  • 2. Resilience
  • 3. Sustainable
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 1.2.3 Institutions and systems enabled to address awareness, prevention and enforcement of anti-corruption measures to maximize availability of resources for poverty eradication
  • 2. Output 1.4.1 Solutions scaled up for sustainable management of natural resources, including sustainable commodities and green and inclusive value chains
  • 3. Output 2.2.1 Use of digital technologies and big data enabled for improved public services and other government functions
  • 4. 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
  • 5. Output 3.3.1 Evidence-based assessment and planning tools and mechanisms applied to enable implementation of gender-sensitive and risk-informed prevention and preparedness to limit the impact of natural hazards and pandemics and promote peaceful, just and inclusive societies
Evaluation Budget(US $): 20,000
Source of Funding:
Evaluation Expenditure(US $): 20,000
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Daniel Alonso Lead Evaluator
Gilbert Adjimoti Research Associate
Eduardo Gomez Rivero Research Associate
GEF Evaluation: No
Key Stakeholders:
Countries: BOTSWANA

For the next programme cycle, UNDP should reinforce its strategic focus on overcoming barriers; on capacity development for policy implementation; and on data for planning and monitoring. Innovation and leveraging UNDP knowledge and expertise should be at the centre of its value proposition. UNDP should also conduct specific analysis in key areas of intervention to strengthen its targeted response, such as relaunching the cancelled evaluation on UNDP contribution to data for planning, monitoring and evaluation. It should ensure an integrated programme approach and mainstream gender and human rights in all of its focus areas.


In developing the new CPD, extra care should be taken to develop a thorough theory of change for each of the practice areas and ensure their operationalization in project delivery and CPD outcome-level contributions. This exercise should guide the formulation of the programme design and development of the CPD results framework, but also be used as a basis for establishing substantive dialogue with the Government and all relevant partners. The CPD results framework should be designed to adequately measure UNDP progress, and only include objectives, targets and indicators on which UNDP can realistically have a measurable influence. To this end, UNDP should work with the UNCT to revisit the structure of its current UNSDCF results framework, building on lessons learned from its implementation. To ensure that the results framework remains relevant, UNDP should proactively revisit and update it as required by changes in the operational and programmatic context. Subsequently, the country office should improve its results-based management and practices so that it better captures UNDP contributions to transformative change, while supporting knowledge management, innovation and communication for development. This should include a review of the programme reporting structure, ensuring consistency and compliance of reporting, and strengthening the M&E and research capacity of individual projects, especially for innovative and pilot projects. The country office should also consider balancing its evaluation plan to better reflect its current portfolio composition and strategic priorities, including more non-GEF evaluations.


UNDP should ensure (and clearly document) that future project designs systematically build on existing literature, demonstrated lessons learned and good practices from other projects in the same thematic area and/or country. The country office should ensure that initiatives are built on clear results chains to show how they contribute to the achievement of CPD outputs and outcomes. All projects should include a structured and comprehensive stakeholder analysis to determine the interests and influence of different stakeholders, including in advocating for the implementation of new policies. Beyond preempting likely bottlenecks at implementation, it is also an opportunity for each project to identify potential partnerships, better design a buy-in approach, increase the focus on needs assessments and build potential synergies with the work of other development actors.


UNDP should develop and implement a clear and comprehensive strategy for multi-stakeholder partnerships to build alliances, mobilize expertise, knowledge and resources, and promote synergies with interventions of all relevant players. The strategy should be rooted in UNDP comparative advantages and positioning in Botswana and highlight the UNDP value proposition as a partner rather than donor. The strategy should provide key principles of operational partnerships vis-à-vis CSOs, private sector and other development partners in key areas of common interest. For example, UNDP could explore joint programmes with other United Nations agencies, build stronger partnerships with the African Development Bank and the World Bank on EDIG and data and monitoring, or with the European Union on the GHR portfolio, to name a few. With the private sector, the current initiative of linking buyers with SME suppliers has potential to be scaled up and could address development needs in several other sectors.


Sustainability should be more clearly emphasized at the heart of programme/ project design, monitoring and adaptive management efforts. All project documents should ensure clearer sustainability/ exit strategies at design stage. This should particularly be the case for projects unlikely to have a second phase, such as projects with communities and community trusts. Concrete steps should also be taken to monitor and ensure sustainability before completing projects and terminating assistance. Finally, the country office should explore new ways to ensure proper involvement of national counterparts and other stakeholders in adopting and replicating good practices, building on lessons learned from previous UNDP Botswana projects.

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