Evaluation of Second Country Cooperation Framework

Report Cover Image
Evaluation Plan:
2002-2008, Kuwait
Evaluation Type:
Others
Planned End Date:
12/2006
Completion Date:
07/2008
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
21,000

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Title Evaluation of Second Country Cooperation Framework
Atlas Project Number:
Evaluation Plan: 2002-2008, Kuwait
Evaluation Type: Others
Status: Completed
Completion Date: 07/2008
Planned End Date: 12/2006
Management Response: Yes
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
Evaluation Budget(US $): 21,000
Source of Funding:
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Team Leader
Team Leader
Team Leader
GEF Evaluation: No
Key Stakeholders:
Countries: KUWAIT
Lessons
Findings
Recommendations
1

Preparation for the future should be guided by and based on the lessons learnt and experience gained from the past five years. The “Country Programme” that will replace the CCF should first be based on clear understanding of the respective roles of the partners and help the Government of Kuwait draw maximum benefits from the experience and resources of UNDP.

2

The fact that elections took place one year ahead of schedule, gives UNDP and the Government an opportunity to start planning the Country Programme soon rather than waiting until the end of 2007.

3

One of the main lessons to be drawn from the experience of the past five years is that UNDP should be involved in upstream activities to assist the policy makers and provide advice in strategic matters of development. This will change the perception of UNDP as a purveyor of experts and consultants.

4

Programme planning cannot be done piecemeal; the new Country Programme should address this issue. Now that the new Government has outlined its plan of action for the next five years, the preparation could benefit from multi agency meetings to be held at UNDP HQ, as one step to prepare a road map for responding to the needs of the Government’s own programme. This would lead to taking whole sectors for analysis and for assessing the capacity for implementing the Government’s programme in a given sector.

5

In order to avert the problems of delays in decision making and signing projects, it is imperative that the decisions of Committee 29 be implemented without delay.

6

Continuous attention should also be given in the next Country Programme to capacity building and the significant improvement of the training process.

7

Monitoring and evaluation policies and procedures should be strictly applied; performance assessment should be continuous rather than wait until the end of an activity, if at all.

8

Strengthening the role of Civil Societies were not sufficiently addressed within ongoing projects. .

9

The youth in Kuwait would certainly benefit from an advocacy campaign that addresses their problems in terms of education, employment, health and keep them informed of the challenges and opportunities they will face in the labor market in a world that is becoming increasingly globalized.

1. Recommendation:

Preparation for the future should be guided by and based on the lessons learnt and experience gained from the past five years. The “Country Programme” that will replace the CCF should first be based on clear understanding of the respective roles of the partners and help the Government of Kuwait draw maximum benefits from the experience and resources of UNDP.

Management Response: [Added: 2016/11/28]

The path for the preparation of a solid Country Programme is clear and the new Kuwaiti Government is cognizant of what it needs to do in the next five years and wants to prepare a vision of the economy and social development for the next 20 years. The programme outline announced by the Government and referred to above needs to be utilized in translating many aspects of it into projects and supporting action to realize the cherished goals.

Key Actions:

2. Recommendation:

The fact that elections took place one year ahead of schedule, gives UNDP and the Government an opportunity to start planning the Country Programme soon rather than waiting until the end of 2007.

Management Response: [Added: 2016/11/28]

It is estimated that if preparations and consultations could start at the beginning of 2007, the process for Programme clearance and approval by both partners could be completed by mid-2007 and implementation could start at the beginning of 2008.

Key Actions:

3. Recommendation:

One of the main lessons to be drawn from the experience of the past five years is that UNDP should be involved in upstream activities to assist the policy makers and provide advice in strategic matters of development. This will change the perception of UNDP as a purveyor of experts and consultants.

Management Response: [Added: 2016/11/28]

UNDP in Kuwait will support policy making, assist in fulfilling the vision of the Government and contribute to build capacities for effective implementation of programmes and projects that are in harmony with that vision.

Key Actions:

4. Recommendation:

Programme planning cannot be done piecemeal; the new Country Programme should address this issue. Now that the new Government has outlined its plan of action for the next five years, the preparation could benefit from multi agency meetings to be held at UNDP HQ, as one step to prepare a road map for responding to the needs of the Government’s own programme. This would lead to taking whole sectors for analysis and for assessing the capacity for implementing the Government’s programme in a given sector.

Management Response: [Added: 2016/11/28]

UNDP on this basis believes that the technical support needed to implement the programme is translated into specific but interdependent projects. UNDP will associate relevant UN agencies in the preparation exercise of the Country Programme.

Key Actions:

5. Recommendation:

In order to avert the problems of delays in decision making and signing projects, it is imperative that the decisions of Committee 29 be implemented without delay.

Management Response: [Added: 2016/11/28]

The Committee’s decisions are not subject to clearance with any other authority. Decisions should be sent to the beneficiary agency without delay to expedite the start of project implementation process.

Key Actions:

6. Recommendation:

Continuous attention should also be given in the next Country Programme to capacity building and the significant improvement of the training process.

Management Response: [Added: 2016/11/28]

Renewal of skills and knowledge of MOP staff and the staff of beneficiary agencies should be given due emphasis.

Key Actions:

7. Recommendation:

Monitoring and evaluation policies and procedures should be strictly applied; performance assessment should be continuous rather than wait until the end of an activity, if at all.

Management Response: [Added: 2016/11/28]

Documentation of project implementation should be significantly improved and documents should be made available electronically at all times, with frequent updates, to legitimate stakeholders.

Key Actions:

8. Recommendation:

Strengthening the role of Civil Societies were not sufficiently addressed within ongoing projects. .

Management Response: [Added: 2016/11/28]

The new Country Programme should also emphasize the necessity for partnering with civil society organizations and NGOs wherever this is possible. Pilot and Civil Society Organizations (CSOs) activities, focused on youth and capacity building for CSOs should be given special consideration in the appropriate projects such as sustainable environment management project, water security and support for expanded political participation

Key Actions:

9. Recommendation:

The youth in Kuwait would certainly benefit from an advocacy campaign that addresses their problems in terms of education, employment, health and keep them informed of the challenges and opportunities they will face in the labor market in a world that is becoming increasingly globalized.

Management Response: [Added: 2016/11/28]

The attention to be given to Kuwait youth should involve other UN agencies, particularly UNESCO, ILO, WHO and others such as UNEP to inform them on issues related to water security and the environment. In such campaigns targeting youth, relevant government agencies and NGO’s need to be drawn into a multi-agency effort and a partnership between the public and private sector. to the benefit and involvement of youth.

Key Actions:

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