- Evaluation Plan:
- 2002-2006, Jamaica
- Evaluation Type:
- Planned End Date:
- Completion Date:
- Management Response:
- Evaluation Budget(US $):
Support to the UNDP Life Programme
|UNDP LIFE Jamaica Evaluation FINAL.pdf||report||Posted||731|
|Title||Support to the UNDP Life Programme|
|Atlas Project Number:|
|Evaluation Plan:||2002-2006, Jamaica|
|Planned End Date:||02/2007|
|Corporate Outcomes (UNDP Strategic Plan 2008-20013)|
|Evaluation Budget(US $):||--|
|Evaluation Team members:||
|1||3. Life should now focus on mobilizing financial resources, now that it is an NGO, including the possible engagement of a professional fundraiser to help achieve the purpose of increasing resources to leverage greater community development. This operative, the fundraiser, should be engaged in a manner which rewards the incumbent on the basis of performance as and when needed.|
|2||5. A further Phase 5 support to LIFE is recommended. This should focus on the important aspect of support to policy-level work which needs to be consolidated.|
|3||2. UNDP Life's image and prominence is inextricably linked with the excellent work carried out by the current National Coordinator. To communities, "Mrs. Grant is UNDP Life, UNDP Life is Mrs. Grant". There is an inherent vulnerability in this scenario. This must be overcome by deliberately broadening the Secretariat structure through a process of engaging more full-time and "part-time" operatives to champion particular projects by leveraging resources for community support to projects. It is hoped that now that LIFE exists, this will be made easier as it will be able to increase its bidding for projects as well as attract new funding from sources, including the international donor community, that would previously not be accessible;|
This is being followed up by the NGO, they have been successful in mobilizing resources from a variety of donors.
This was not possible due to budgetary constraints and changes in program priorities. In anticipation of this, UNDP supported the transition to NGO status by the project management unit. This allowed sustainability of the activities of the project after the project was completed.
This perception was also in part due to the small size of the organization. The NGO has increased the number of its staff and while the organization is still strongly identified with one person, this is changing as more field staff are employed.
|Check on staffing complement with respect to field staff.||Jamaica||2008/02||Overdue-Initiated|