Mid term Evaluation of the Democracy Strengthening in Zambia project

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Evaluation Plan:
2016-2022, Zambia
Evaluation Type:
Mid Term Project
Planned End Date:
09/2022
Completion Date:
05/2022
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
60,000

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Download document FINAL DSZ Midterm Evaluation Report May2022.pdf report English 2395.49 KB Posted 68
Title Mid term Evaluation of the Democracy Strengthening in Zambia project
Atlas Project Number: 00124412
Evaluation Plan: 2016-2022, Zambia
Evaluation Type: Mid Term Project
Status: Completed
Completion Date: 05/2022
Planned End Date: 09/2022
Management Response: Yes
Focus Area:
  • 1. Governance
  • 2. Others
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 2.2.2 Constitution-making, electoral and parliamentary processes and institutions strengthened to promote inclusion, transparency and accountability
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
  • 16.6 Develop effective, accountable and transparent institutions at all levels
  • 16.7 Ensure responsive, inclusive, participatory and representative decision-making at all levels
Evaluation Budget(US $): 60,000
Source of Funding: European Union, France, Germany, Ireland, Sweden, United Kingdom and USAID
Evaluation Expenditure(US $): 57,000
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Nationality
Catherine Lowery International Consultant- Team leader
Joseph Simbaya National Consultant
GEF Evaluation: No
Key Stakeholders: Electoral Commission of Zambia, Zambia Police Service, Human Rights Commission, Judiciary and Ministry of Justice
Countries: ZAMBIA
Lessons
Findings
Recommendations
1

Carry out an independent lesson learnt reflection on the causes to the DSZ implementation delays

2

Risk Management: Although a risk register existed, its use as a management tool was less evident. Moving forward, a review of the risk register needs to be carried out on a quarterly basis involving reflection on activities’ impacts and possible alternative strategies where delays are likely. 

3

 Developing Effective M & E System & Quality Assurance

4

Added value of final evaluation to be determined on its ability to test new platforms having operated to scale.

5

Supporting the further validation of iVerify through piloting and development of MOU with key stakeholders

6

Building sustainable voter education

Management Response Documents
1. Recommendation:

Carry out an independent lesson learnt reflection on the causes to the DSZ implementation delays

Management Response: [Added: 2022/06/13] [Last Updated: 2022/10/03]

While it is acknowledged that the project experienced significant delays in the implementation, the reasons for the delays have been systematically 
documented and explained in the periodic Project Progress Reports. Therefore, an independent exercise to diagnose the reasons for the delays, many of which are known and 
have already been addressed, would not represent judicious use of time and resources in the remaining period of the project

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Organize a stakeholders’ workshop to reflect on the challenges identified in the mid-term evaluation, and in the light of project extension, to develop an action plan to address the implementation delay challenges
[Added: 2022/06/13] [Last Updated: 2022/11/28]
Governance Unit, PCOM 2023/03 Initiated History
2. Recommendation:

Risk Management: Although a risk register existed, its use as a management tool was less evident. Moving forward, a review of the risk register needs to be carried out on a quarterly basis involving reflection on activities’ impacts and possible alternative strategies where delays are likely. 

Management Response: [Added: 2022/06/13] [Last Updated: 2022/10/03]

Our approach to communicating and reporting risks is inclusive. It requires consultation with all relevant stakeholders (national partners, experts, donors, target groups, staff and project affected people). Communication and consultations on registered and emerging risks is done on a quarterly basis. These are reported to the Overall Comments: 
Management accepts the recommendations and will work with the Project Management Unit, Technical Committee, Steering Committee, Government, and stakeholders to take corrective actions to address the concerns and recommendations highlighted in the remaining period of the project implementation. Project Technical and Steering Committee through progress reports. Further management holds ad hoc meetings with stakeholders as may be necessary, to inform risk identification, assessment, treatment, monitoring, reporting and review. The regular monitoring and reporting of Risk Logs to the project stakeholders will be reviewed to ensure
better dissemination through the Project governance bodies (Technical and Steering Committees).

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Include updated Risk Logs as an Annex to the Project progress reports to the Technical and Steering Committees.
[Added: 2022/06/13] [Last Updated: 2022/10/03]
Project M&E Officer 2023/03 Initiated An annex of the Risk Logs will be attached to the next quarterly meeting of the Steering Committee. History
3. Recommendation:

 Developing Effective M & E System & Quality Assurance

Management Response: [Added: 2022/06/13] [Last Updated: 2022/10/03]

The Project document provided in the relevant section a "Detailed Result Framework" that informed the key results and indicators for the project. The M&E plan takes into account the implementation environment realities and seeks alignment to the existing M&E systems and capacities in the implementing partner institutions.
In some instances, delays were experienced in extracting baseline data from responsible parties. The results framework subsequently underwent some revisions to address 
stakeholders (government, donors and implementing partners) data and information needs. The current M&E Plan and Results Framework is the result of these consultations.
The M&E plan and the subsidiary documents are live documents that will be improved continuously to take into account stakeholders’ demands and recommendation.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Review the existing project Resources and Results framework to address the issues identified in the evaluation including the revision of some indicators and baselines
[Added: 2022/06/13] [Last Updated: 2022/10/03]
UNDP 2022/12 Initiated The recruitment of the M & E Specialist is currently in progress and is scheduled for completion by the fourth quarter History
Submission and approval of the revised Resources and Results Framework by the Governance Bodies
[Added: 2022/10/03] [Last Updated: 2022/11/28]
UNDP Senior Management 2023/03 Initiated History
Submission and approval of the revised Resources and Results Framework by the Governance Bodies
[Added: 2022/10/03] [Last Updated: 2022/11/28]
UNDP Senior Management 2023/03 Initiated History
4. Recommendation:

Added value of final evaluation to be determined on its ability to test new platforms having operated to scale.

Management Response: [Added: 2022/06/13] [Last Updated: 2022/10/03]

 Partially agree. This recommendation was valid at the time of the evaluation. The Project has been granted a one-year extension (up to 31 December 
2023). This will allow for the systems developed with the project support to gain traction and ensure sustainability.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Commission an independent terminal evaluation of the Project, not later than 3 months before the expected end of the Project.
[Added: 2022/06/13] [Last Updated: 2022/10/03]
Gender and Governance 2023/09 Not Initiated History
5. Recommendation:

Supporting the further validation of iVerify through piloting and development of MOU with key stakeholders

Management Response: [Added: 2022/06/13] [Last Updated: 2022/10/03]

 Fully accepts the recommendations and will implement measures to achieve the recommendation. The Responsible Party agreement with Panos institute has been extended for a further term. The focus in the second phase is to ensure sustainability of the system and strengthening of established partnerships to guarantee sustainability beyond the current project support. With the support of UNDP, Panos is working with media houses and various networks of journalists and response partners to build capacity in fact checking and response to misinformation, disinformation and hate speech. To formalize these partnerships, UNDP is providing technical support to Panos in developing memoranda of understanding (MOUs). .

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Support PANOS to sign MOUs with media houses and community radio stations
[Added: 2022/06/13] [Last Updated: 2022/10/03]
Governance and Gender 2022/12 Initiated UNDP is providing technical support to Panos in developing MOUs with various partners. History
6. Recommendation:

Building sustainable voter education

Management Response: [Added: 2022/06/13] [Last Updated: 2022/10/03]

Fully agrees with the recommendation and will implement measures to achieve the recommendation. Working with ECZ and other stakeholders, UNDP will provide technical support for a continuous voter education capacity needs assessment to inform voter education sustainability strategies. Once developed, the knowledge product will be the basis for action by ECZ, government agencies and other stakeholders.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Finalization of a knowledge product on the institutionalization of voter education activities as part of the Government programmes, including incorporation of voter education in the school curriculumas a permanent feature of the education system
[Added: 2022/06/13] [Last Updated: 2022/10/03]
Governance and Gender 2023/06 Initiated Voter education survey will soon be undertaken along with engagements with the curriculum development unit in the Ministry of Education. History

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