Capacity Development for Multisectoral Response to HIV & AIDS national response

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Evaluation Plan:
2007-2010, Zambia
Evaluation Type:
Others
Planned End Date:
12/2008
Completion Date:
05/2009
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
50,000

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Title Capacity Development for Multisectoral Response to HIV & AIDS national response
Atlas Project Number:
Evaluation Plan: 2007-2010, Zambia
Evaluation Type: Others
Status: Completed
Completion Date: 05/2009
Planned End Date: 12/2008
Management Response: Yes
Focus Area:
  • 1. Poverty and MDG
  • 2. Democratic Governance
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
  • 1. Strengthened capacities to mainstream action into national policies, plans and strategies on the socio-economic causes and consequences of HIV and the linkage to the health MDG
  • 2. Strengthened national capacity for inclusive governance and coordination of national HIV responses, and for the protection of human rights of people affected by HIV, including women and other vulnerable groups
  • 3. Strengthened national capacities for implementation of HIV funds and programmes, including those financed through multilateral initiatives like the Global Fund to fight AIDS, Tuberculosis, and Malaria
  • 4. Institutional capacity built to plan and implement multi-secoral strategies at both national and sub-national levels to limit the spread of HIV/AIDS and mitigate its social and economic impact on poor people
Evaluation Budget(US $): 50,000
Source of Funding: UNDP TRAC
Joint Programme: No
Joint Evaluation: Yes
  • Joint with Government (MoFNP)
Evaluation Team members:
Name Title Email Nationality
Dr. Chiselembwe Ng'andwe and Dr. Kasolo Hassan Team Leader
GEF Evaluation: No
Key Stakeholders: Government Implementing Agencies, Other Implementing Partners, Cooperating Partners
Countries: ZAMBIA
Comments: Mid Term Evaluation of this project done as part of the CPAP Mid-Term Evaluation conducted by the Country Office and completed by May, 2009.Refer to pages 7 and 20 of uploaded CPAP MTR report
Lessons
Findings
Recommendations
1 The approach to design should continue to be consultative to ensure national ownership, and relevance to national development priorities.
2 Capacity building should be explicitly articulated in all projects.
3 Sustainability strategies need to be explicitly articulated in the project design
4 The log frame needs to be improved with a specific column for activities, and better articulation of outputs/outcomes and indicators
5 Current delays in releases of UNDP funds need to be addressed. Sensitization/training of partners in UNDP financial procedures is one possible strategy
6 The partnership strategy needs to be strengthened with more robust coordination and communications systems
7 Given the generally weak M & E capacities at implementing agencies, special efforts should be rendered to promote full operationalisation of the M & E Department at the Ministry of Finance and National Planning and strengthening of M & E capabilities at all implementing agencies.
8 UNDP should examine civil society?s concern at inadequate direct engagement with UNDP
9 UNDP should design strategies for more pronounced role of private sector especially in the area of sustainable environment
10 UNDP and government should continue to work together in resource mobilization
11 Beneficiary entities should be empowered to mobilize own resources from other sources. The primary strategy would be empowering them with strategic skills and capacity to develop strategic plans that can be used to mobilize resources
12 UNDP should resist pressure to spread projects resources thinly at the risk of impact
13 All operational plans should be adequately covered by appropriate budgetary provisions.
14 UNDP CDP/CPAP should be viewed as a road map towards sustainable human development, rather than a process document or a rigid mandate. It should have sufficient flexibility to lead to closer interagency collaboration and cooperation, rather than striving to fill the appropriate boxes with different specific projects. This is one way through which the issues of pro-poor initiatives in poverty reduction can be enhanced.
15 All new programmes / projects within the UNDP CPAP should include a gender analysis in their situation analyses and that all programme/project evaluations include the evaluation of the impact on gender equality.
16 In order for decentralization to yield optimal benefits, the UNDP together with other partners could assist Government to increase Districts? capacity to deliver services and analyze the decentralization policy. The most fruitful points of intervention would be the implementation of the decentralisation road map as a consultative framework and consensus. Local structures and communities have a key role to play in their own development, and the cooperation between the UN agencies and Government should empower them to reach this goal.
1. Recommendation: The approach to design should continue to be consultative to ensure national ownership, and relevance to national development priorities.
Management Response: [Added: 2010/02/04]

Agreed: National ownership is a key driver of sustainable development. It embodies empowerment and builds up self-confidence, commitment and leadership. Genuine and broad-based consultation is a key element in strengthening national ownership and ensuring the relevance of a development intervention to national priorities and challenges.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.1 Continue promoting national ownership across programme management cycles
[Added: 2010/02/26] [Last Updated: 2012/01/26]
UNDP Programme Section No due date No deadline established The CO has held consultations with government agencies aimed at ensuring the CPD 2011-2015 addresses national priorities for increased national ownership and sustainability of programmes. Working together with the government, UNDP has held further consultations with Cooperating Partners and Civil Society on the identified priority areas. Government is also a partner of equal stake in the CPAP and thus, UNDP and MoFNP have joint responsibility to ensure the planned programmes and projects in the CPAP are implemented and reviewed through Annual Programme Progress Reviews. By co-signing CPAP and annual workplans, the government commits to owning process and the responsibilities associated with their implementation. This process has continued into new programmes that have developed for the 2011-2015 period.
2. Recommendation: Capacity building should be explicitly articulated in all projects.
Management Response: [Added: 2010/02/04]

Agreed: But the focus must be more on capacity development rather than on capacity building. Capacity development is a critical and indispensable pillar of national ownership of the development processes. At design stage capacity development issues to be addressed need to be explicitly elaborated to facilitate the monitoring and evaluation function. Where specific capacity development interventions cannot be explicitly articulated at the design stage, a capacity assessment activity is normally incorporated as an integral part of the overall intervention. A case in point in this regard is paragraph 55 of CPAP (2007-10) document which states:? Financial and procurement capacity assessments of all prospective implementing partners will be undertaken as part of the implementation of annual work plans for 2007.? In line with this requirement, 11 implementing partners have been assessed to-date and preparation of an appropriate training programme is under way.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.2 Carry out detailed capacity assessments during the design stage of all new interventions
[Added: 2010/02/26] [Last Updated: 2012/01/26]
UNDP Programme Section 2010/12 Completed Capacity development has adopted a key common thread for the new (2011-2015) Country Programmes and its CPAP. Working through the governance unit, The Country Office has integrated capacity development to all programmes and projects in other thematic areas. UNDP standard capacity assessment tools and additional information from the constraints analysis carried out by the Millennium Challenge Account have generated capacity constraints which have integrated into the design of the new Country Programme and its associated programmes/projects.
3. Recommendation: Sustainability strategies need to be explicitly articulated in the project design
Management Response: [Added: 2010/02/04]

Agreed: A sustainability strategy entails identifying and addressing technical capacity constraints at the level of individuals, institutions and overarching policy and regulatory frameworks. The purpose must be to ensure long-term sustainability long after the end of a development intervention. It is in this regard that in paragraph #28 the CPAP(2007-10) document recognizes various capacity constraints for programme cycle management, including financial management on the part of implementing partners. UNDP is committed to supporting government in enhancing national capacity for programme cycle management, financial risk management, and accountability for results and resources. All this must be explicitly and sufficiently elaborated at the design stage.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.3 Carry out detailed sustainability assessments during the design stage and incorporate an appropriate exit strategy
[Added: 2010/02/26] [Last Updated: 2012/01/26]
i) UNDP Programme Section ii) Proposed Implementing Partners No due date No deadline established All new programme and project documents development after the CPD/CPAP MTR have included a thorough sustainability assessment with a dedicated sustainability sections for new programmes and projects developed after the review. These include the following: the Adaptation to Climate Change project, The UN REDD Programme, the 2011-2015 CPAP and its new programmes in Governance, Climate Change and Environment, and the Gender.
4. Recommendation: The log frame needs to be improved with a specific column for activities, and better articulation of outputs/outcomes and indicators
Management Response: [Added: 2010/02/04]

Not fully agreed. The recommendation is noted in terms of the need for SMART-based articulation of results (outputs and or outcomes,) and their respective, indicators, targets and baselines. As for the inclusion of activities in CPAP?s results matrix, this will remain an option. It is appropriate that at the CPAP level, results, indicators, targets and baselines are sufficiently elaborated while the annual work plans in turn sufficiently and explicitly elaborate annual requirements in terms of inputs, activities, and deliverables as processes towards the programme?s intended results. Perhaps this the reason why UNDP?s corporate template does not include a column for elaboration of multi-year activities.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.1.1 Review current CPAP results, indicators and baselines
[Added: 2010/02/26] [Last Updated: 2012/01/26]
UNDP Programme Section 2009/12 Completed CPAP 2007/10 results, indicators and baselines have been reviewed as part of the CPD 2011/15 preparation process. Further review has been done through the preparation of the CPAP 2011-15.
2.1.2 Annex Annual Workplans to the CPAP document
[Added: 2010/02/26] [Last Updated: 2012/01/26]
UNDP Programme Section 2009/12 Completed In the 2011-2015 CPAP implementation period, we will continue to keep copies of all annual workplans for all programmes. The signed CPAP actually indicates that the CPAP and the workplan make up legally binding documents to support implementation of the project.
5. Recommendation: Current delays in releases of UNDP funds need to be addressed. Sensitization/training of partners in UNDP financial procedures is one possible strategy
Management Response: [Added: 2010/02/04]

Agreed: The recommendations of the assessment reports under the Harmonised Approach to Cash Transfers (HACT) process should be reviewed with to a view to including the requirements arising out of the above recommendation (i.e., in terms of additional capacity gaps that need to be addressed).

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.2.1 Review recommendations of HACT assessment reports and determine additional capacity needs in light of this recommendation
[Added: 2010/02/26] [Last Updated: 2012/01/26]
UNDP Programme Section 2010/12 Completed For the 2007-2010 programme cycle, this recommendation has been addressed although the information gathered is still being used in the new programme. Through the review of HACT assessment reports and constraints in implementing partners accessing programme/project funds on time, the need for financial reporting and procurement guidelines was indentified. While the recommendations of the HACT for the implementation of the 2011-2015 Country Programme, the HACT assessments for the new (2011-2015) Country Programme are currently underway. To help with this, a NIM guidelines training was undertaken in 2011 which addressed some of the issues addressed by HACT assessments. In the same vain, the Country Office continues to use NIM audit findings to identify capacity gaps which are addressed on an on-going basis. The lessons learnt in these processes during the 2007-2010 programme cycle have informed the developed of the new programme.
2.2.2 Draw up an appropriate training programme for implementing partners
[Added: 2010/02/26] [Last Updated: 2012/01/26]
UNDP Programme Section 2010/12 Completed Training of Project Managers has always been done through one to one meetings with UNDP?s Programme Analysts and in some areas through regional workshops which bring in the South-South sharing of experiences and lessons. In 2011, a training workshop on updated NIM Guidelines and basis on IPSAS was conducted. The 2011 APR has also highlighted need for training in Capacity Development, Monitoring and Evaluation and Gender.
6. Recommendation: The partnership strategy needs to be strengthened with more robust coordination and communications systems
Management Response: [Added: 2010/02/04]

Agreed: Building and managing sustainable partnerships with key players in the development arena is a fundamental requirement for successful delivery of development results. Moreover, such an achievement (especially of higher-level development results or outcomes) greatly depends on a collaborative relationship among several entities which must necessarily have: (i) similar expectations for outcomes, (ii) a shared commitment towards achievement of the defined outcomes (iii) clearly defined roles and contributions towards the achievement of the agreed outcomes, (iv) an agreed framework within which to discuss and review progress towards the shared outcomes.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.3.1 Develop a partnership and resource mobilization strategy for the current CPAP.
[Added: 2010/02/26] [Last Updated: 2012/01/26]
UNDP Programme Section No due date No deadline established The Country Office has exceeded its target of non-core resources mobilized in the 2007/2010 programme cycle. Non-core resources picked in 2011 with over US$80 Million due to the global funds and the partnership strategy for the 2011-2015 Country Programme is being finalized. This new strategy responds to the changing development architecture and increased conservatism among donors.
7. Recommendation: Given the generally weak M & E capacities at implementing agencies, special efforts should be rendered to promote full operationalisation of the M & E Department at the Ministry of Finance and National Planning and strengthening of M & E capabilities at all implementing agencies.
Management Response: [Added: 2010/02/04]

Agreed: (i) UNDP Zambia has already embarked on the process of strengthening the M & E function, moving away from the current situation of having a focal-point with no dedicated attention to an M & E to situation of a full-time focal point with dedicated/focused attention to M & E matters for both programmatic and office management portfolios. (ii) The Ministry of Finance and National Planning has established an M & E Unit but this appears to have a very weak capacity - needs to be explored to identify how it should be strengthened and this in future be possibly extended to line ministries.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
3.1.1 Establish a dedicated M&E Function in the UNDP Country Office
[Added: 2010/02/26]
UNDP CD Office 2009/09 Completed The Country Office completed its recruitment of the M&E Officer to strengthen its M&E function in September, 2009.
3.1.2 Support the RCO in aligning M&E procedures in the UN.
[Added: 2010/02/26] [Last Updated: 2012/01/26]
UNDP CO Office, Collaborating with UN RCO 2009/09 Completed The UNDP M&E Officer is part of the UNCT M&E Working group which has aligned the CPDs and CPAPs to the UNDAFs, reporting, and evaluations. The RCO has developed an accountability framework for individual UN agencies through the various institutional arrangements developed for the implementation of the 2011-2015 UNDAF.
3.1.3 Assess capacity needs of the M&E Department at MoFNP.
[Added: 2010/02/26] [Last Updated: 2012/01/26]
UNDP Programme Section Collaborating with MoFNP and Implementing Partners 2009/12 Completed The Country Office has been in constant discussions with the MoFNP to come up with concrete technical needs based on the outcomes of the consultation workshop on M&E for the Sixth National Development Plan. These assessments have also been conducted through the Cooperating Partners M&E group to ensure UNDP?s interventions are coordinated with the support provided by other multilateral and bilateral organizations and avoiding duplication. Some assessments have been done through the development of the new programme and some of the identified areas of support have been incorporated in the new governance programme for the 2011-2015 period.
8. Recommendation: UNDP should examine civil society?s concern at inadequate direct engagement with UNDP
Management Response: [Added: 2010/02/04]

Agreed: UNDP Zambia has had and continues to have a number of working partnerships with CSOs. CSOs? concerns might be centred on how the partnerships may be deepened and or broadened. Therefore, the initial action will be centred on dialoguing with a sample of CSOs to get more insights as to the nature and range of their general concerns.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
4.1.1 Explore opportunities for increased partnership with CSOs. Work with UNCT TF on CSO engagement for alignment with UNCT approaches, findings, conclusions and recommendations.
[Added: 2010/02/26] [Last Updated: 2012/01/26]
UNDP Programme Section UNDP CD Office, collaborating with UN RCO No due date No deadline established The Country Office has pro-actively engaged CSOs in the consultations carried out as part of the CPD 2011/15 preparation process. UNDP is also leading the formation of the Civil Society Advisory body to the UN in Zambia in its work with Civil Society. The mapping of civil society organizations has been done and initial consultations have been conducted.
4.1.2 Consider and implement the recommendations of the exploratory report
[Added: 2010/02/26] [Last Updated: 2012/01/26]
UNDP Programme Section 2010/12 No Longer Applicable The exploratory assessment has been done through the mapping process which involved completion of questionnaires by Civil Society Organisations that also collected on many aspects of interest.
4.1.3 Disseminate/ communicate on opportunities for, and the principles governing, the promotion of partnership with CSOs in UNDP?s programmatic interventions in Zambia.
[Added: 2010/02/26] [Last Updated: 2012/01/26]
UNDP Programme Section No due date No deadline established This is being done as part of the process of developing a UN Zambia civil society advisory body led by UNDP.
9. Recommendation: UNDP should design strategies for more pronounced role of private sector especially in the area of sustainable environment
Management Response: [Added: 2010/02/04]

Agreed: This will be acted upon in a manner similar to the case of CSO concerns above.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
4.2.1 Explore opportunities for increased partnership with the private sector, including review.
[Added: 2010/02/26] [Last Updated: 2012/01/26]
UNDP Programme Section No due date No deadline established In addressing this action, the Country Office is also responding to the 6th recommendation of the ADR. The Country Office has forged partnerships with the private sector for economic empowerment of women and in the protection of natural resources through Public Private Partnerships and private sector led CDM projects.
4.2.2 Disseminate/ communicate on opportunities for, and the principles governing, the promotion of partnership with the private sector in UNDP?s programmatic interventions in Zambia.
[Added: 2010/02/26] [Last Updated: 2012/01/26]
UNDP Programme Section No due date No deadline established This was done through the 2011 AGoA conference in which UNDP worked with Africa Women Entrepreneur Programme (AWEP) which led to Zambia being recognized as Hub for women?s economic empowerment activities. The dissemination of principles and opportunities has been a key part of the work with the private during the formation of the partnerships for economic empowerment of women, natural resource management and CDM projects.
10. Recommendation: UNDP and government should continue to work together in resource mobilization
Management Response: [Added: 2010/02/04]

Agreed: Government is UNDP?s primary partner and the two should continue to work together in various ways including resource mobilization for Zambia?s development. Ways will be explored in which to help the country to efficiently use existing internal and external resources as well as to access new and additional resources in support of its development objectives, even if such resources are not (or are only partially) channeled through UNDP CO.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
5.1 Continue to work in close partnership with government in the development of a partnership and resource mobilization strategy
[Added: 2010/02/26] [Last Updated: 2012/01/26]
UNDP CD Office No due date No deadline established The CO has actively engaged the government in the identification of programmatic priorities for the 2011-201. These activities have formed the basis for the partnership strategy that is currently under development. Government has also provided inputs into the strategy such as the aid disbursement data which are guiding the development of the partnership strategy.
11. Recommendation: Beneficiary entities should be empowered to mobilize own resources from other sources. The primary strategy would be empowering them with strategic skills and capacity to develop strategic plans that can be used to mobilize resources
Management Response: [Added: 2010/02/04]

Agreed: This will require training selected beneficiary entities in resource mobilisation skills as well as in programme-cycle management.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
5.2.1 Identify gender entities to be assessed for programme-cycle management and resource mobilization training.
[Added: 2010/02/26] [Last Updated: 2012/01/26]
UNDP Programme Section 2009/12 Completed A number of assessments have been conducted in the 2007-2010 programme cycle and also in 2011. They include: the impact assessment of the micro-finance project implemented by the Micro-Bankers to adapt the Grameen Model, assessment for feasibility of proposed economic empowerment activities with AMSCO and the Mid-Term Review of the Joint Gender Support Programme. Through these assessments, beneficiary gender entities mostly women groups and association have been assessed on their programme management capacities. Capacity for resource mobilization has been addressed mainly through training in business management and promotion of partnerships such the one developed at national level for the economic empowerment of women.
5.2.2 Prepare and conduct an appropriate training programme
[Added: 2010/02/26] [Last Updated: 2012/01/26]
UNDP Programme Section 2009/12 Completed The main focus of training has been on in business management for beneficiary groups and individuals, and also formation of partnerships such the one developed at national level for the economic empowerment of women.
12. Recommendation: UNDP should resist pressure to spread projects resources thinly at the risk of impact
Management Response: [Added: 2010/02/04]

Agreed: UNDP and the Zambian Government must guard against the pressure to spread few resources too thinly across a wide geographical area. At the same time UNDP and the Zambian Government have the abiding challenge to avoid treating ?pilot projects? as ends rather than as points for knowledge and lesson gathering for (i) subsequent widespread replication and or (ii) feedback into national policy formulations. One Country Cooperation Framework (CCF) evaluation advised UNDP and the Zambian Government against being complacent with ?enclaves of success? designed initially as pilots or demonstrations in few and isolated areas of the country. In other words, a successful pilot project should be one that only serves as an informed basis for the establishment of similar ventures across the country or for formulation of national frameworks that benefit the entire country.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
5.3.1 For each pilot project, conduct an assessment of reasonable impact before considering a scaling up to other parts of the country. This requirement should be explicitly stated at the design stage of a programme.
[Added: 2010/02/26] [Last Updated: 2012/01/26]
UNDP Programme Section 2010/12 Completed The Country Office has complied with this requirement in the 2007-2010 programme cycle through to end of 2011. The main pilot projects that have been implemented include: i) Micro-finance project implemented by MBT, ii) MDG Localization Project implemented by Africa 2000, iii) GEF projects such as Lake Tanganyika and Reclassification, and iv) the Accelerated localization of MDGs in Petuake. The Accelerated Attainment of MDGs project in Petauke has packaged best practices from all other pilot projects mentioned above. All the above named pilot projects have been evaluated as agreed and as per timeline and as of December 2011, only the review of the MDGs project in Petauke and the Final evaluation of the Reclassification have not been finalized but are underway.
13. Recommendation: All operational plans should be adequately covered by appropriate budgetary provisions.
Management Response: [Added: 2010/02/04]

Agreed: This is always the intention.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
5.4.1 Regularly update resource frameworks and share such update with implementing partners
[Added: 2010/02/26] [Last Updated: 2012/01/26]
UNDP Programme Section 2010/12 Completed Main mechanisms for sharing information on the resources and new development are the APR, Quarterly Review Meetings, and Project/Outcome Steering Committee meetings. The Country Office has also started sharing information which includes resources mainly through the CPAP and Programme/Project documents uploaded on the Country Office website.
5.4.2 Always ensure that budgets do not exceed the resources available or firmly committed by funding resources
[Added: 2010/02/26] [Last Updated: 2012/01/26]
UNDP Programme Section 2010/12 Completed Each project is allocated funds based on the Assigned Spending Limit (ASL) or Cash Limits and once workplans are developed and signed, they also used to control expenditure on line items. Mandatory project budget revisions conducted in the second half of the fiscal year are a key mechanism for addressing to resource envelops. Regular updates and monitoring of programme and project budgets is done through programme management team meetings. The risk management system also looks at projects not adhering to workplans and spending limits and is part of the criteria for selecting projects to be audited.
14. Recommendation: UNDP CDP/CPAP should be viewed as a road map towards sustainable human development, rather than a process document or a rigid mandate. It should have sufficient flexibility to lead to closer interagency collaboration and cooperation, rather than striving to fill the appropriate boxes with different specific projects. This is one way through which the issues of pro-poor initiatives in poverty reduction can be enhanced.
Management Response: [Added: 2010/02/04]

Agreed: One way to achieve this is by ensuring that the Annual Progress Reviews include sector performance in terms of outputs.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.1 Consult with MoFNP on broadening the scope of the Annual Programme Progress Reviews as to include sector performances as well as well as joint UN reviews
[Added: 2010/02/26] [Last Updated: 2012/01/26]
UNDP Programme Section in Collaboration with UN RCO and MoFNP 2009/09 Completed The scope of the APR now extends to sector wide performance through aggregating project specific results to report progress on sector outcomes with particular focus to UNDP?s value addition to the results attained. Since the 2009 APR, the presentation of progress is done at sector level. This outcome focus is also linked to the UNDAF Outcome groups through the UN wide support is assessed in terms of its contribution to the sector outcome results in the National Development Plan.
15. Recommendation: All new programmes / projects within the UNDP CPAP should include a gender analysis in their situation analyses and that all programme/project evaluations include the evaluation of the impact on gender equality.
Management Response: [Added: 2010/02/04]

Agreed but only to the extent that the recommendation refers to ?All new programmes / projects - - - and progemme / project evaluations - - -?. UNDP and the Zambian Government recognise gender mainstreaming as a key driver of sustainable development. Mainstreaming gender entails that gender issues are given due consideration in the programme-cycle management. It is in this regard that the current CPAP document (as the umbrella ?project document?) has gender analysis in section 13 of Part II. Similarly, regarding evaluations, it should be noted that the TORs for this CPAP MTR require the consultants to ?Assess progress towards the implementation of development drivers e.g. gender equality, - - - as outlined in the CP? and consult with the main stakeholders of this review - - - including: - - - Gender in Development Division, - - -?. The TOR also require the consultants to ?Assess whether crosscutting issues of - - - gender - - - are being adequately addressed in the interventions and have contributed to the achievement of the - - - outcomes; and if not, establish the reasons for not addressing the cross-cutting issues and suggest the appropriate remedial measures.? Regarding the inclusion of gender analysis at design of programmes and evaluation TORs, the recommendations does not seem bring an added value.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.1 Continue addressing gender issues not only in the design stage but through out programme/project cycle management
[Added: 2010/02/26] [Last Updated: 2012/01/26]
UNDP Programme Section in Collaboration with MoFNP and Implementing partners 2010/12 Completed Beginning 2010, all annual programme and project workplans have to contain substantive gender activities (whenever applicable) before they are signed. All Country Office projects have been assigned a Gender Marker rating which determine the level of expected gender differential impacts during reporting. The Country Office has planned to conduct a thematic evaluation to assess the mainstreaming of gender within UNDP programmes/projects during the 2011-2015 programme cycle.
16. Recommendation: In order for decentralization to yield optimal benefits, the UNDP together with other partners could assist Government to increase Districts? capacity to deliver services and analyze the decentralization policy. The most fruitful points of intervention would be the implementation of the decentralisation road map as a consultative framework and consensus. Local structures and communities have a key role to play in their own development, and the cooperation between the UN agencies and Government should empower them to reach this goal.
Management Response: [Added: 2010/02/04]

Agreed. Decentralisation, especially devolution confers empowerment to local communities for development that is genuinely based on locally identified priorities and locally mobilisable resources.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
3.1 Explore prospects for increased support to decentralization initiatives, using analytical and advocacy tools like National Human Development Reports
[Added: 2010/02/26] [Last Updated: 2012/01/26]
UNDP Programme Section collaborating with Strategy and Policy Unit 2009/12 Completed The 2011 NHDR has been completed and its findings disseminated. The report focuses on decentralized service delivery in Education, Health, Agriculture and Water & Sanitation. The report does only bring out gaps and constraints but also provides an action plan. It has also provided a baseline for the new government which has included decentralization among its major priorities.

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