Evaluation of UNDP's Role and Contribution in the HIV/AIDS Response in Southern Africa and Ethiopia

Report Cover Image
Evaluation Plan:
2004-2008, Independent Evaluation Office
Evaluation Type:
Thematic
Planned End Date:
05/2007
Completion Date:
05/2006
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
--
The evaluation assessed UNDP's HIV/AIDS strategy, contributions as well as outcomes in ten countries during the period 1999-2004. It reviewed the policy and planning choices made by these countries in relation to HIV/AIDS and assessed whether UNDP was targeting the right things. It is strategic and forward-looking and is expected to have implications for future UNDP activities. It attempts to assist the concerned UNDP country offices in positioning themselves for an increasingly effective role in HIV/AIDS.

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Title Evaluation of UNDP's Role and Contribution in the HIV/AIDS Response in Southern Africa and Ethiopia
Atlas Project Number:
Evaluation Plan: 2004-2008, Independent Evaluation Office
Evaluation Type: Thematic
Status: Completed
Completion Date: 05/2006
Planned End Date: 05/2007
Management Response: Yes
Focus Area:
  • 1. Poverty and MDG
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
Evaluation Budget(US $): --
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Dr.Sulley Gariba Team Leader
Team Leader
Team Leader
GEF Evaluation: No
Key Stakeholders:
Location of Evaluation: Global
Countries: ANGOLALESOTHOMALAWINAMIBIABOTSWANAETHIOPIAESWATINISOUTH AFRICAZAMBIA
Lessons
Findings
Recommendations
1 Clarify strategic direction. Country Offices should (i) formulate or update UNDP country HIV and AIDS strategies and (ii) integrate them into national HIV and AIDS strategies and programs. Strategies should (a) Include UNDP inputs from the Regional Centre and Headquarters Units, and promote mainstreaming, especially the full integration of HIV and AIDS into poverty reduction strategies. Draw upon initiatives from Headquarters BDP staff and the Regional Center, where those initiatives are relevant to the country's situation. Base strategy on country demand and need rather than UNDP supply, and take into account implementation of the 'Three Ones' principles and support donor harmonization. Support for integration of HIV and AIDS into poverty reduction strategies, and implementation of associated actions should feature prominently in UNDP country HIV and AIDS strategies and programs. (b) Integrate all UNDP financial resources for HIV and AIDS, whether managed at country, r
2 Shift programme focus. (a) Give central attention to supporting implementation of country HIV and AIDS programs, especially at decentralized levels. (b) With support from the Regional Centre, assist partner countries in designing, financing, and executing programs that take actions successfully piloted by UNDP and other external partners to scale on a country-wide basis. (c) Assist partner countries with mobilization, disbursement and effective utilization of external financial resources for HIV and AIDS, with support from the Regional Centre.
3 Strengthen HIV and AIDS capacity. Country offices should strengthen their HIV and AIDS capacity, with support from the Regional Centre for Southern Africa and headquarters. CO HIV and AIDS capacity should be understood to include budgets; staff skills, attitudes, and deployment; staff incentives; organization for HIV and AIDS work; and CO internal and external leadership. Leadership by example rather than mandate should characterize UNDP cooperation with United Nations organizations and other partners. In their work on HIV and AIDS, COs should go beyond UNDP projects and plan, draw upon and facilitate deployment of the entirety of the institutional resources available to UNDP through UNAIDS and the United Nations system.
4 Strengthen HIV and AIDS capacity. Country offices should strengthen their HIV and AIDS capacity, with support from the Regional Centre for Southern Africa and headquarters. CO HIV and AIDS capacity should be understood to include budgets; staff skills, attitudes, and deployment; staff incentives; organization for HIV and AIDS work; and CO internal and external leadership. Leadership by example rather than mandate should characterize UNDP cooperation with United Nations organizations and other partners. In their work on HIV and AIDS, COs should go beyond UNDP projects and plan, draw upon and facilitate deployment of the entirety of the institutional resources available to UNDP through UNAIDS and the United Nations system.
5 Foster a monitoring and evaluation culture. Foster an M&E culture by strengthening monitoring, evaluation, exit strategies, and learning from experience, with an expectation of measurable results from each UNDP HIV and AIDS intervention or project. (a) Review each UNDP HIV and AIDS project or activity for adequacy of its monitoring, evaluation and exit strategy. Projects should have a planned exit strategy involving evaluation and transfer of responsibility for subsequent stages of successful activity to the host government or other partners. (b) Establish successful work on M&E as a criterion for positive evaluation of staff performance. (c) Draw upon the M&E work of the Regional Centre for methodology, synthesis of M&E analysis in forms usable by others, for establishment and dissemination of good practices, and for lessons learned.
6 Assume new HIV and AIDS leadership roles. (a) Support stronger RC/RR leadership on HIV and AIDS. RBA should support and promote increasingly proactive RR and RC leadership on HIV and AIDS, through job design, selection and performance appraisal, and through support with other units of UNDP and external partners. (b) Review and, where necessary, revise the strategies and mandates of the SACI and especially the Armada projects, in close cooperation with the Regional Centre, to give central attention to supporting country HIV and AIDS programs, with particular reference to monitoring and evaluation, supporting expansion of pilots evaluated as successful, and - more generally - to design and support of public management actions necessary for scaled-up HIV and AIDS programmes, and contributing to the formulation and execution of CO HIV and AIDS strategies and programmes. (c) Lead a task force for independent assessment of CO, Regional Centre, and RBA capacity on HIV and AIDS, covering in
7 Review corporate HIV and AIDS strategy. Review UNDP's corporate HIV and AIDS strategy in light of the evaluation report, to support implementation of country HIV and AIDS programs and poverty reduction strategies. (a) Focus on the two themes of (i) Support to implementation of country HIV and AIDS projects and programs, and (ii) Support to integration of HIV and AIDS into poverty reduction strategies. UNDP/BDP HIV and AIDS programs outside the two central themes should gradually be consolidated and transferred to other partners, except to the extent that they are directly responsive to country demand and have been evaluated to be successful. The revised corporate strategy should encompass a review of UNDP approaches to mainstreaming. (b) Assist the Regional Centre and especially Country Offices with UNDP HIV and AIDS country strategy formulation and implementation. (c) Review BDP HIV and AIDS capacity, including budgets, staff skills, attitudes, and incentives, and links with other UND
8 Accelerate implementation of financial management improvement programme. BOM's financial management strengthening programme should make it possible for users in BDP, regional bureaux and COs to access and effectively use real-time, consistent, comparable financial data on the full range of UNDP HIV and AIDS activities.
9 Clarify working relationships. Examine and - where necessary - refine and revise internal HIV and AIDS working and reporting relationships and external partnerships. The Office of the Associate Administrator should position UNDP for increasingly effective engagement on HIV and AIDS. (a) Take the lead in defining standards and procedures for use by COs for resolution of problems that arise in implementation of the division of labour among UN agencies on HIV and AIDS recently agreed in follow-up to the work of the Global Task Team on AIDS Coordination. Particular attention is needed in this connection to effective cooperation between UNDP and the UNAIDS secretariat. (b) Review collaboration and reporting relationships of the Headquarters offices and bureaux concerned, of the Regional Centre and COs. The principle should be established that the COs are supported by the other units, within the framework of agreed strategies. (c) Review UNDP role as Principal Recipient for the Global Fund f
10 Request a report on the implementation of the recommendations for its 2007 annual session. The Executive Board should monitor their implementation, and commission a further evaluation at a convenient mid-point between 2006 and 2015.
1. Recommendation: Clarify strategic direction. Country Offices should (i) formulate or update UNDP country HIV and AIDS strategies and (ii) integrate them into national HIV and AIDS strategies and programs. Strategies should (a) Include UNDP inputs from the Regional Centre and Headquarters Units, and promote mainstreaming, especially the full integration of HIV and AIDS into poverty reduction strategies. Draw upon initiatives from Headquarters BDP staff and the Regional Center, where those initiatives are relevant to the country's situation. Base strategy on country demand and need rather than UNDP supply, and take into account implementation of the 'Three Ones' principles and support donor harmonization. Support for integration of HIV and AIDS into poverty reduction strategies, and implementation of associated actions should feature prominently in UNDP country HIV and AIDS strategies and programs. (b) Integrate all UNDP financial resources for HIV and AIDS, whether managed at country, r
Management Response: [Added: 2006/10/25]

Agree with the need to ensure that country strategies are integrated into national AIDS programmes, include inputs from the RSC and headquarters, and support implementation of three ones principles.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Ethiopia, Ghana, Mali, Senegal, Tanzania, Rwanda and Zambia have been provided financial and technical support to lead the integration of HIV into PRSPs. The support is provided within a consolidated framework and bringing together global, regional and CO resources. In mid-September, 2006, a workshop was held in Maputo with 7 new countries were added to the list of countries who are integrating HIV into PRSP. These include : Kenya, Burkina Fasso, Burundi, Malawi, Mozambique and Uganda.
[Added: 2006/11/01] [Last Updated: 2006/11/26]
2007/11 Overdue-Initiated
2. Recommendation: Shift programme focus. (a) Give central attention to supporting implementation of country HIV and AIDS programs, especially at decentralized levels. (b) With support from the Regional Centre, assist partner countries in designing, financing, and executing programs that take actions successfully piloted by UNDP and other external partners to scale on a country-wide basis. (c) Assist partner countries with mobilization, disbursement and effective utilization of external financial resources for HIV and AIDS, with support from the Regional Centre.
Management Response: [Added: 2006/10/26]

The recommendation is in line with RBA's efforts to strengthen operational capacity of the RSC and ensure it is responsive to country needs.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
UNDP program focus has been fully realigned with the defined division of labor within the UNAIDS family of co-sponsors - as evidenced by the results oriented ATLAS activities set up following new service lines.<br> 13 support missions were undertaken to countries where UNDP is the Principal Recipient for the GFATM - Guinea-Bissau (2), Benin, Equatorial Guinea, Togo, Ivory Coast, CAR, Gabon, STP, Zimbabwe, Angola, DRC and Niger,
[Added: 2006/11/01]
2006/10 Completed UNDP program focus has been fully realigned with the defined division of labor within the UNAIDS family of co-sponsors - as evidenced by the results oriented ATLAS activities set up following new service lines. 13 support missions were undertaken to countries where UNDP is the Principal Recipient for the GFATM - Guinea-Bissau (2), Benin, Equatorial Guinea, Togo, Ivory Coast, CAR, Gabon, STP, Zimbabwe, Angola, DRC and Niger,
3. Recommendation: Strengthen HIV and AIDS capacity. Country offices should strengthen their HIV and AIDS capacity, with support from the Regional Centre for Southern Africa and headquarters. CO HIV and AIDS capacity should be understood to include budgets; staff skills, attitudes, and deployment; staff incentives; organization for HIV and AIDS work; and CO internal and external leadership. Leadership by example rather than mandate should characterize UNDP cooperation with United Nations organizations and other partners. In their work on HIV and AIDS, COs should go beyond UNDP projects and plan, draw upon and facilitate deployment of the entirety of the institutional resources available to UNDP through UNAIDS and the United Nations system.
Management Response: [Added: 2006/10/26]

Agree with the need to strengthen the capacities of UNDP country offices to respond to HIV/AIDS with support from the RSC and headquarters.

Key Actions:

4. Recommendation: Strengthen HIV and AIDS capacity. Country offices should strengthen their HIV and AIDS capacity, with support from the Regional Centre for Southern Africa and headquarters. CO HIV and AIDS capacity should be understood to include budgets; staff skills, attitudes, and deployment; staff incentives; organization for HIV and AIDS work; and CO internal and external leadership. Leadership by example rather than mandate should characterize UNDP cooperation with United Nations organizations and other partners. In their work on HIV and AIDS, COs should go beyond UNDP projects and plan, draw upon and facilitate deployment of the entirety of the institutional resources available to UNDP through UNAIDS and the United Nations system.
Management Response: [Added: 2006/10/26]

Agree with the need to strengthen the capacities of UNDP country offices to respond to HIV/AIDS with support from the RSC and headquarters.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
A focal points meeting and training on HIV/AIDS and Gender Mainstreaming was organised in June 2006 - for all countries in West and Central Africa. The HIV Team in the RSC is working closely with the UNAIDS regional team for Eastern and Southern Africa to coordinate support to the UNCT. Support has been provided to Mozambique, Botswana and Lesotho.
[Added: 2006/11/01]
2007/12 Overdue-Not Initiated
5. Recommendation: Foster a monitoring and evaluation culture. Foster an M&E culture by strengthening monitoring, evaluation, exit strategies, and learning from experience, with an expectation of measurable results from each UNDP HIV and AIDS intervention or project. (a) Review each UNDP HIV and AIDS project or activity for adequacy of its monitoring, evaluation and exit strategy. Projects should have a planned exit strategy involving evaluation and transfer of responsibility for subsequent stages of successful activity to the host government or other partners. (b) Establish successful work on M&E as a criterion for positive evaluation of staff performance. (c) Draw upon the M&E work of the Regional Centre for methodology, synthesis of M&E analysis in forms usable by others, for establishment and dissemination of good practices, and for lessons learned.
Management Response: [Added: 2006/10/26]

Agree that fostering an M&E culture is important for strengthening HIV programmes and assessing results.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
All UNDP HIV support programs are being monitored and evaluated against a clearly defined framework, i.e, MYFF service lines. The ATLAS activity set up and the MYFF reporting are used as tools to promote an systematic M & E culture.
[Added: 2006/11/01] [Last Updated: 2006/11/26]
2007/12 Overdue-Initiated
6. Recommendation: Assume new HIV and AIDS leadership roles. (a) Support stronger RC/RR leadership on HIV and AIDS. RBA should support and promote increasingly proactive RR and RC leadership on HIV and AIDS, through job design, selection and performance appraisal, and through support with other units of UNDP and external partners. (b) Review and, where necessary, revise the strategies and mandates of the SACI and especially the Armada projects, in close cooperation with the Regional Centre, to give central attention to supporting country HIV and AIDS programs, with particular reference to monitoring and evaluation, supporting expansion of pilots evaluated as successful, and - more generally - to design and support of public management actions necessary for scaled-up HIV and AIDS programmes, and contributing to the formulation and execution of CO HIV and AIDS strategies and programmes. (c) Lead a task force for independent assessment of CO, Regional Centre, and RBA capacity on HIV and AIDS, covering in
Management Response: [Added: 2006/10/26]

Recommendation in line with commitment by United Nations organizations in the subregion and United Nations reform initiatives with respect to intensifying HIV responses and articulated in Secretary General's 2005 letter to RCs. On both SACI and Armada, recommendations are fully in line with the move RBA has taken to appropriately anchor the two initiatives. SACI - UNDP considers SACI as a complementary contribution to direct and already existing HIV related responses. In this regard, SACI interventions are undertaken to mitigate the impact of HIV on capacity and included in the response framework guiding United Nations teams in Southern Africa. On Armada, most operations have been in West and Central Africa, however, the Regional Bureau has adopted the initiative as an integral component of HIV and AIDS responses.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Corporate strategy fully defined for all the service lines and the guidance note shared with country offices.
[Added: 2006/11/01] [Last Updated: 2006/11/02]
2006/10 Completed RBA in transition - RBA has recently defined its new strategic direction for Africa, entitled : Capacity Development for Pro-Poor Growth and Accountability. The strategy highlights the response to HIV as one of the priority areas for UNDP. It is expected that this transition will help intensify efforts and provide a coherent framework of response for all programs in the region.
7. Recommendation: Review corporate HIV and AIDS strategy. Review UNDP's corporate HIV and AIDS strategy in light of the evaluation report, to support implementation of country HIV and AIDS programs and poverty reduction strategies. (a) Focus on the two themes of (i) Support to implementation of country HIV and AIDS projects and programs, and (ii) Support to integration of HIV and AIDS into poverty reduction strategies. UNDP/BDP HIV and AIDS programs outside the two central themes should gradually be consolidated and transferred to other partners, except to the extent that they are directly responsive to country demand and have been evaluated to be successful. The revised corporate strategy should encompass a review of UNDP approaches to mainstreaming. (b) Assist the Regional Centre and especially Country Offices with UNDP HIV and AIDS country strategy formulation and implementation. (c) Review BDP HIV and AIDS capacity, including budgets, staff skills, attitudes, and incentives, and links with other UND
Management Response: [Added: 2006/10/26]

The recommendation on reviewing the HIV/AIDS Corporate Strategy is aligned with actions taken in 2005-6. (a) Agree that support to implementation of country HIV programmes and integration of HIV into poverty reduction strategies is critical in the region. However, not to the exclusion of programmes that lie within the lead role of UNDP as a Cosponsor of UNAIDS that are appropriately adapted to specific country circumstances. (b) Agree that greater attention should be give to support country strategy formulation and implementation. (c) A review of BDP HIV capacity has been undertaken to better align skills and competencies with new directions.

Key Actions:

8. Recommendation: Accelerate implementation of financial management improvement programme. BOM's financial management strengthening programme should make it possible for users in BDP, regional bureaux and COs to access and effectively use real-time, consistent, comparable financial data on the full range of UNDP HIV and AIDS activities.
Management Response: [Added: 2006/10/26]

Fully agree with recommendation.

Key Actions:

9. Recommendation: Clarify working relationships. Examine and - where necessary - refine and revise internal HIV and AIDS working and reporting relationships and external partnerships. The Office of the Associate Administrator should position UNDP for increasingly effective engagement on HIV and AIDS. (a) Take the lead in defining standards and procedures for use by COs for resolution of problems that arise in implementation of the division of labour among UN agencies on HIV and AIDS recently agreed in follow-up to the work of the Global Task Team on AIDS Coordination. Particular attention is needed in this connection to effective cooperation between UNDP and the UNAIDS secretariat. (b) Review collaboration and reporting relationships of the Headquarters offices and bureaux concerned, of the Regional Centre and COs. The principle should be established that the COs are supported by the other units, within the framework of agreed strategies. (c) Review UNDP role as Principal Recipient for the Global Fund f
Management Response: [Added: 2006/10/26]

Overall agree that the Office of the Administrator has an important role to play in positioning UNDP for effective action on AIDS both internally and with external partners. The principle has been established that country offices are supported by other units from the Regional Centre and headquarters through an agreed strategy that builds on the division of labour among UNAIDS Cosponsors and is reflected in the revised MYFF service lines. The primary role of UNDP with the Global Fund is in developing the capacity of national partners to access and implement grant resources. Where UNDP is requested by Governments, it acts as Principal Recipient, with the understanding that this is a temporary arrangement, and includes an exit strategy for early phase-out.

Key Actions:

10. Recommendation: Request a report on the implementation of the recommendations for its 2007 annual session. The Executive Board should monitor their implementation, and commission a further evaluation at a convenient mid-point between 2006 and 2015.
Management Response: [Added: 2006/10/26]

Key Actions:

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