Evaluation of the outcome 2.2: Representational, Law-making and oversight function and capacities of the parliament and its subsidiary bodies strengthened

Report Cover Image
Evaluation Plan:
2007-2008, Georgia
Evaluation Type:
Outcome
Planned End Date:
09/2007
Completion Date:
02/2009
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
14,000

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Title Evaluation of the outcome 2.2: Representational, Law-making and oversight function and capacities of the parliament and its subsidiary bodies strengthened
Atlas Project Number:
Evaluation Plan: 2007-2008, Georgia
Evaluation Type: Outcome
Status: Completed
Completion Date: 02/2009
Planned End Date: 09/2007
Management Response: Yes
Focus Area:
  • 1. Democratic Governance
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
  • 1. Representational, law-making and oversight functions and capacities of the Parliament and its subsidiary bodies strengthened
Evaluation Budget(US $): 14,000
Source of Funding:
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Team Leader
GEF Evaluation: No
Key Stakeholders:
Countries: GEORGIA, REPUBLIC OF
Lessons
Findings
Recommendations
1

The Outcome will require introduction of a new dedicated monitoring system to track and measure progress effectively

2

reliance on donor support for mainstream overheads remains a risky and often unsustainable strategy, which the institutions should address as a matter of urgency. Donor support can be easier to justify when it targets important capacity gaps but the institutions should be encouraged to mainstream the delivery of its own core overhead costs

3

good practice in Parliamentary outreach work would involve the establishment of outreach offices covering the entire population. Outreach offices would be controlled by a dedicated central co-ordination unit which provides clear and consistent guidance and support to regional offices in terms of the activities and strategies that should be deployed. Staff (from all levels) from the regional and co-ordination office should meet regularly to discuss joint strategies and gain understanding of each others' operational circumstances

4

any new support directed towards the CCG should be based on the results of an appropriate needs analysis which examines the quality of work carried out to date and gaps in donor support for essential SAI work. The analysis should be independent and involve in-depth consultation with staff from operational levels as well as representatives from the bodies that had been audited by the CCG

1. Recommendation:

The Outcome will require introduction of a new dedicated monitoring system to track and measure progress effectively

Management Response: [Added: 2008/02/11] [Last Updated: 2019/11/04]

Accepted

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Newly introduced experience under the Outcome on Public Administration will serve for the purpose here. The project will need to be adjusted to the Atlas-compliant format.
[Added: 2008/02/11] [Last Updated: 2009/02/09]
Project Manager(s) of the Project under the relevant Outcome, Programme Analyst 2008/12 Completed
2. Recommendation:

reliance on donor support for mainstream overheads remains a risky and often unsustainable strategy, which the institutions should address as a matter of urgency. Donor support can be easier to justify when it targets important capacity gaps but the institutions should be encouraged to mainstream the delivery of its own core overhead costs

Management Response: [Added: 2008/02/11] [Last Updated: 2019/11/04]

Accepted

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The sustainability strategy will be developed within the relevant projects and should be finalized at least before 6 months prior to ending of the project.
[Added: 2008/02/11] [Last Updated: 2019/03/19]
Project Manager(s) of the Project under the relevant Outcome, Programme Analyst 2009/12 Completed Sustainability strategy is integrated in all project documents. History
3. Recommendation:

good practice in Parliamentary outreach work would involve the establishment of outreach offices covering the entire population. Outreach offices would be controlled by a dedicated central co-ordination unit which provides clear and consistent guidance and support to regional offices in terms of the activities and strategies that should be deployed. Staff (from all levels) from the regional and co-ordination office should meet regularly to discuss joint strategies and gain understanding of each others' operational circumstances

Management Response: [Added: 2008/02/11] [Last Updated: 2019/11/04]

Accepted

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Such system will be set up if the outreach offices are considered important after the new Parliament comes in place after May 2008 elections.
[Added: 2008/02/11] [Last Updated: 2011/12/29]
Project Manager(s) of the Project under the relevant Outcome, Programme Analyst 2011/12 Completed UNDP activities for support of Parliament no longer focus on strengthening the outreach office. Instead, it concentrates on strengthening Parliament's capacities in public finance and programme budgeting,local governance,supervisory function of the parliament, etc.
4. Recommendation:

any new support directed towards the CCG should be based on the results of an appropriate needs analysis which examines the quality of work carried out to date and gaps in donor support for essential SAI work. The analysis should be independent and involve in-depth consultation with staff from operational levels as well as representatives from the bodies that had been audited by the CCG

Management Response: [Added: 2008/02/11] [Last Updated: 2019/11/04]

Accepted

Key Actions:

Key Action Responsible DueDate Status Comments Documents
This recommendation will be taken into account and will be enforced after the Parliamentary elections of May 2008, which will affect the Chamber of Control of Georgia (CCG) as an institution exercising the government oversight and being accountable to the parliament.
[Added: 2008/02/11] [Last Updated: 2019/04/17]
Project Manager(s) of the Project under the relevant Outcome, Programme Analyst 2011/12 Completed XX History

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