PFM

Report Cover Image
Evaluation Plan:
2007-2011, Yemen
Evaluation Type:
Project
Planned End Date:
07/2009
Completion Date:
07/2009
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
20,000

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Title PFM
Atlas Project Number:
Evaluation Plan: 2007-2011, Yemen
Evaluation Type: Project
Status: Completed
Completion Date: 07/2009
Planned End Date: 07/2009
Management Response: Yes
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
Evaluation Budget(US $): 20,000
Source of Funding:
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Kevin Curnow Team Leader
Kevin Curnow Team Leader
Kevin Curnow Team Leader
Kevin Curnow Team Leader
Kevin Curnow Team Leader
Kevin Curnow Team Leader
Kevin Curnow Team Leader
GEF Evaluation: No
Key Stakeholders:
Countries: YEMEN
Lessons
Findings
Recommendations
1 1: a) The Phase 2 of the Action Plan needs to be redesigned to take into account implementation that has taken place under Phase 1 and to realign the timelines to achievable timelines. b) The redesign of Phase 2 of the Action Plan must focus on piloting PFM reforms within major line ministries and executing agencies in order to achieve demonstrable outputs to assist in building national ownership as well as the credibility and reliability of the PFM reforms. c) Technical support to the GOY in respect of PFM reforms must be closely aligned to GOY management structures and not create parallel structures, while providing leadership and direction to implementation processes. d) Future donor support to PFM reforms in Yemen require extensive coordination between the donors but within a structure that has the GOY as the lead implementing partner in all aspects, including recruitment and procurement.
2 2: Donors within the governance sector need to engage their sectoral colleagues to enhance PFM reforms through enhancing linkages to all sector support programmes.
3 3: At the inception of the any new project, UNDP Yemen is recommended to make available, from within its regional technical capacity, relevant sectoral expertise to commence project implementation until permanent staff are recruited.
4 4: Technical Lead Advisors within technical implementation projects must possess, not only the relevant technical skills, but also sufficient leadership and communication skills as will be able to enhance interaction with stakeholders and address implementation issues in a timely manner.
5 5: When UNDP manages projects on behalf of other donors, UNDP Yemen needs to undertake a specific and focused review of the implementation implications for UNDP Yemen before undertaking that management.
6 6: Procurement planning for UNDP Yemen managed projects is a priority matter in order to ensure that human and physical resources are procured in a timely manner. This must be the first priority of all inception activities and the quality and accuracy of that procurement planning is critical.
1. Recommendation: 1: a) The Phase 2 of the Action Plan needs to be redesigned to take into account implementation that has taken place under Phase 1 and to realign the timelines to achievable timelines. b) The redesign of Phase 2 of the Action Plan must focus on piloting PFM reforms within major line ministries and executing agencies in order to achieve demonstrable outputs to assist in building national ownership as well as the credibility and reliability of the PFM reforms. c) Technical support to the GOY in respect of PFM reforms must be closely aligned to GOY management structures and not create parallel structures, while providing leadership and direction to implementation processes. d) Future donor support to PFM reforms in Yemen require extensive coordination between the donors but within a structure that has the GOY as the lead implementing partner in all aspects, including recruitment and procurement.
Management Response: [Added: 2009/08/16]

UNDP will discontinue its TA to the sector. World Bank will take over phase 2 of PFM.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.1 UNDP country office will forward the evaluation report to the WB for them to take its recommendation into consideration when preparing for phase 2 of the project.
[Added: 2009/08/16]
Governance Unit 2009/08 Completed
2. Recommendation: 2: Donors within the governance sector need to engage their sectoral colleagues to enhance PFM reforms through enhancing linkages to all sector support programmes.
Management Response: [Added: 2009/08/16]

Observation noted and immediate action will be initiated with World Bank and respective national institutions (MoPIC and MoF)

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.1 UNDP country office will forward a memo to the WB and GoY highlighting major recommendations in order to improve and facilitate the implementation of PFM phase 2.
[Added: 2009/08/16] [Last Updated: 2009/11/01]
NPCU, EPA and CO team 2009/10 Completed
3. Recommendation: 3: At the inception of the any new project, UNDP Yemen is recommended to make available, from within its regional technical capacity, relevant sectoral expertise to commence project implementation until permanent staff are recruited.
Management Response: [Added: 2009/08/16]

Action will be taken immediately for any future projects, concerned Programme Officers will be required to sort out any technical assistance available at the regional centers or substantive units at HQ to help the country offices and the project in finalization of project related technical activities.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
3.1 Guidance to the Programme Officers through quarterly extended Programme -Operational meetings.
[Added: 2009/08/16]
Advisory Team No due date No deadline established
3.2 E-mail to the programme team and CTA group in regards to the above recommendation will be initiate
[Added: 2009/08/16]
Advisory Team No due date No deadline established
4. Recommendation: 4: Technical Lead Advisors within technical implementation projects must possess, not only the relevant technical skills, but also sufficient leadership and communication skills as will be able to enhance interaction with stakeholders and address implementation issues in a timely manner.
Management Response: [Added: 2009/08/16]

Noted and will make sure that TORs for all new projects does give equal weight for managerial and leadership skills

Key Actions:

Key Action Responsible DueDate Status Comments Documents
4.1 Internal message will be prepared and forwarded to the programme and HR units and also this issue will constantly be reviewed during the LPACs of the new projects
[Added: 2009/08/16]
Advisory Team No due date No deadline established
5. Recommendation: 5: When UNDP manages projects on behalf of other donors, UNDP Yemen needs to undertake a specific and focused review of the implementation implications for UNDP Yemen before undertaking that management.
Management Response: [Added: 2009/08/16]

Noted and immediate action will be taken when such issues arise

Key Actions:

Key Action Responsible DueDate Status Comments Documents
5.1 This is a continuous type of recommendation which has been noted and action will be taken during the negotiation stages with respective donors during project formulation.
[Added: 2009/08/16]
Programme unit and senior management 2009/08 Completed
6. Recommendation: 6: Procurement planning for UNDP Yemen managed projects is a priority matter in order to ensure that human and physical resources are procured in a timely manner. This must be the first priority of all inception activities and the quality and accuracy of that procurement planning is critical.
Management Response: [Added: 2009/08/16]

Noted and immediate action already has been initiated

Key Actions:

Key Action Responsible DueDate Status Comments Documents
6.1 A principle action has already been institutionalized through issuance of procurement Standard Operations Procedures (SOP) and requirement of each project to prepare a head of time a procurement plan
[Added: 2009/08/16]
Programme Officers and Procurement unit 2009/08 Completed

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