Assessment of Development Results: Zambia

Report Cover Image
Evaluation Plan:
2009-2013, Independent Evaluation Office
Evaluation Type:
ICPE/ADR
Planned End Date:
03/2010
Completion Date:
02/2010
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
--

This report states that UNDP Zambia has in general been effective in its contributions to development in Zambia. However, programme resources were spread too thinly across many initiatives and insufficient attention was given to ensuring sustainability. While cooperating partners and non-governmental organizations would have preferred UNDP to play a stronger role in advocacy, the Government appreciates UNDP as a consistent partner. The evaluation suggests that, within the context of the United Nations country team, UNDP missed opportunities to develop more joint initiatives. The evaluation recommends that the UNDP?s country programme in Zambia should focus more narrowly on upstream policy-level support in areas where it has clear comparative advantages within its three established primary thematic areas of cooperation, and especially in the area of governance. Moreover, it is suggested that there is much scope for strengthening UNDP?s contribution to gender equality, particularly in cooperation with the United Nations country team, other cooperating partners and civil society. A review of UNDP?s partnership strategy is advised, both as a means of leveraging its support to the Government more effectively and, in this context, of developing a systematic approach towards capacity development. The findings and recommendations of the evaluation thus highlight that there are advantages in providing consistent, long-term support to countries in the achievement of development results, but that UNDP must be ready to adjust its approach in line with its corporate mandate and the changing development environment. It is hoped that this report has provided an opportunity to reflect on UNDP?s contribution to development results in Zambia, and to identify ways in which the country programme can be further strengthened over the coming years.

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Title Assessment of Development Results: Zambia
Atlas Project Number:
Evaluation Plan: 2009-2013, Independent Evaluation Office
Evaluation Type: ICPE/ADR
Status: Completed
Completion Date: 02/2010
Planned End Date: 03/2010
Management Response: Yes
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
Evaluation Budget(US $): --
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Team Leader
GEF Evaluation: No
Key Stakeholders:
Countries: ZAMBIA
Lessons
Findings
Recommendations
1 In line with the CPD and CPAP, UNDP should concentrate its resources on fewer areas and adapt its staffing to better match the changing development cooperation architecture in Zambia. UNDP should apply a more a clear and demonstrated advantage.
2 UNDP should take the initiative towards increased integration and collaboration within the UNCT. It is especially recommended that UNDP, in close cooperation with other UN agencies, prepare proposals for a One-UN Fund to be established under the Office of the UN Resident Coordinator. The purpose of the Fund should be to pool the financial and technical resources of UN agencies, thereby providing more effective responses to development challenges in Zambia. UNDP should take the lead in promoting this in the preparation of the new UNDAF and Country Programme.
3 UNDP should work closer with stakeholders from Zambian civil society, not least with women?s organizations in the human rights area, and in the areas of energy and environment.
4 UNDP should strengthen its capacity in developing evaluable results frameworks, as well as in the monitoring and evaluation of development results within an outcomes-based approach.
5 UNDP should develop a systematic and operational approach to capacity development.
1. Recommendation: In line with the CPD and CPAP, UNDP should concentrate its resources on fewer areas and adapt its staffing to better match the changing development cooperation architecture in Zambia. UNDP should apply a more a clear and demonstrated advantage.
Management Response: [Added: 2010/09/07] [Last Updated: 2011/01/13]

Agreed, the proposed CPD 2011-2015 will focus on a narrower number of sub-areas guided by the theme of wealth creation and equity, to ensure the country office has fewer projects which are greater in size to increase the impact and reduce transaction costs for both the government and the country office. This will be done through: i) a more strategic and selective approach of intervention through greater use of empirical information and joint programmes; ii) thematic and geographic consolidation; iii) closer monitoring of programme results against agreed indicators; iv) greater response to emerging challenges in a timely manner; and (v) ensuring the country office has adequate capacities and ability to draw from UNDP?s knowledge networks and Service Centres, to support the implementation of programmes and developing implementing partners' capacities. On staffing, refer to the response to recommendation 2 below.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Address the recommendations of the ADR in the design of the 2011-2015 CPD and CPAP
[Added: 2011/01/12] [Last Updated: 2012/01/26]
CD/ UNDP Programme/Operations Units/ Section/ Strategy and Policy Unit (SPU) 2011/01 Completed Addressed in 2011-2015 CPD & CPAP and new programmes/projects. The lessons section of the CPAP indicates lessons learnt from the ADR.
Consolidate and Implement in the 2007-2010 programme cycle an integrated HIV/AIDS and poverty reduction programme concentrated in a specified district in Zambia. Similar consolidation of environment-related projects in natural resource management and climate change is expected including GEF-supported initiatives.
[Added: 2011/01/12] [Last Updated: 2012/01/26]
UNDP Programme Unit 2010/05 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.
2. Recommendation: UNDP should take the initiative towards increased integration and collaboration within the UNCT. It is especially recommended that UNDP, in close cooperation with other UN agencies, prepare proposals for a One-UN Fund to be established under the Office of the UN Resident Coordinator. The purpose of the Fund should be to pool the financial and technical resources of UN agencies, thereby providing more effective responses to development challenges in Zambia. UNDP should take the lead in promoting this in the preparation of the new UNDAF and Country Programme.
Management Response: [Added: 2010/09/07] [Last Updated: 2011/01/13]

Noted and within the UN Country Team, UNDP will seek to build on partnerships forged through the development of the UNDAF and take this to the implementation level through a Delivering as One approach, including joint programmes.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Participate in the Zambia UN Country Team learning tour to Mozambique on Delivering as One.
[Added: 2011/01/12] [Last Updated: 2011/01/13]
RR/RC/CD/UNCT 2010/02 Completed UNCT Learning Tour to Mozambique undertaken in February 2010. This has led to the initiation of CO task team to review options towards a One UN Fund.
Identify areas for joint programmes and joint programming for the 2011-2015 UNDAF/CPD.
[Added: 2011/01/12] [Last Updated: 2012/01/26]
RR/RC/CD, UNDP Programme Unit 2011/01 Completed Eight (8) joint programmes have been developed and UNDP is leading the development of two programmes (one on climate change and another on Gender Based Violence). UNDP is also co-lead with UNICEF on the Joint Programme focusing on Poverty and MDGs. The United Joint programmes on HIV&AIDS and UNREDD are still being implemented in the Country Programme Cycle.
3. Recommendation: UNDP should work closer with stakeholders from Zambian civil society, not least with women?s organizations in the human rights area, and in the areas of energy and environment.
Management Response: [Added: 2010/09/07] [Last Updated: 2011/01/13]

Agreed, a partnership strategy will be implemented to coincide with the Country Programme Cycle focussing on support to Civil Society Organisations (CSOs). The partnership strategy will also focus on the private sector, which is a key partner, especially in the environment and economic sectors. The Country office will tap into among others, the recommendations of the CIVICUS/GRZ-led Civil Society Index for concrete recommendations on how to support civil society in a comprehensive and systematic manner through on-going channels. It will also build on the supportive relationship established with civil society during the drafting of the UNDAF and CPD towards implementation.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1 Develop and implement a partnership strategy for engaging Civil Society and Private Sector.
[Added: 2011/01/12] [Last Updated: 2013/03/20]
DCD-P 2013/02 Completed The Country Office pro-actively engaged CSOs in the consultations carried out as part of the 2011/2015 CPD and CPAP preparation process. UNDP has also held consultations with the Department of the Ministry of Community Development Mother and Child Health which is responsible for coordinating the registration of NGOs. UNDP also completed its strategy for coordinating CSOs. It will continue to support the UN with the formation of the Civil Society Advisory Council.
The Country Office will dedicate a focal person to oversee the partnership with Civil Society
[Added: 2011/01/12] [Last Updated: 2013/03/20]
CD, UNDP Programme Unit 2010/12 Completed Following the resignation of the first CSO Coordinator (UNV Coordination Officer), the CO designated the ARR Poverty and HIV/AIDS as the New CSO Coordinator. The Coordinator has developed the CSO partnership strategy and is working with the UN RCO to develop a joint mechanism for coordinating the UN's engagement with CSOs.
4. Recommendation: UNDP should strengthen its capacity in developing evaluable results frameworks, as well as in the monitoring and evaluation of development results within an outcomes-based approach.
Management Response: [Added: 2010/09/07] [Last Updated: 2011/01/13]

Agreed and UNDP has already taken steps in this direction by recruiting a Monitoring and Evaluation Officer to help with the development of evaluable results. It also recognises that this process starts with the development of the UNDAF outcomes and outputs and thus, participates in the UN Country Team (UNCT) groups responsible for preparing UNDAF Outcomes and Outputs. In this regard, the M&E Officer participates in the UNCT M&E group which is responsible for guiding UNDAF outcome groups in coming up with evaluable results as the results frameworks are being developed. As part of the 2011-2015 UNDAF/CPD preparation process, UNDP also strengthened the capacity of its programme staff to develop evaluable results through an M&E and an RBM training, led by a Regional Service Centre M&E Expert. Moreover, the Country office has sharpened its mission statement to ensure that it responds to the SMART principle.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Enhance linkages of projects to development outcomes in ATLAS
[Added: 2011/01/12] [Last Updated: 2012/01/26]
UNDP Programme Unit/Monitoring and Evaluation Officer 2011/01 Completed The Programme tree in Atlas has been revised to focus on the new outcomes in the 2011-2015 Country Programme. The reporting systems have also been revised to deepen the focus on outcome results. However, the completion of the 2011 ROAR has indicated that UNDP needs to drop two other outcomes in the UNDAF and CPD/CPAP because the nature of activities it is implementing are more skewed to other outcomes it is linked to. Discussions on dropping these outcomes with continue with other UN Agencies through the UNDAF Annual Review and OSG.
Encourage use of RBM tools among programme and project staff through continued online and hands-on training
[Added: 2011/01/12] [Last Updated: 2013/03/20]
CD, DCD-P/DRR-O 2012/10 Completed Training of Staff and Implementing Partners on NIM Guidelines in 2011 also covered M&E. A follow up learning exchange to further orient and enhance the understanding of the linkage of UNDP Programmes to National Development Results and how to capture the results, and report to meet both government and UNDP needs was conducted in 2012.Within the office, emphasis on on-line ERBM tools has continued to improve the quality of reports building on the OSG Director's Visit in 2011 and the new developments such as the revised CD Tracker and the the revised ROAR. As a result of increased focus on results in the Country Office, Zambia was among Countries with the best ROARs in 2012.
5. Recommendation: UNDP should develop a systematic and operational approach to capacity development.
Management Response: [Added: 2010/09/07] [Last Updated: 2011/01/12]

Agreed, capacity development is a critical and indispensable pillar of the Country Office programmes to ensure national ownership and sustainability of the development process. At design and implementation stages, capacity development issues will be integrated. Further, the Country office will in 2010, establish a capacity support initiative which will respond to emerging strategic capacity needs and gaps, which have national, regional and south-south implications.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Carry out capacity assessments during the design stage of all new interventions and develop an overall capacity development strategy.
[Added: 2011/01/12] [Last Updated: 2013/03/20]
UNDP Programme/ Operations Units/SPU 2012/06 Completed Capacity Development was integrated into programming through having it as one of the markers of success of the 2011-2015 CPAP. As opposed to a broader Country Programme Capacity Development Strategy, the Country Office took a programme approach to target specific institutions with tailor made capacity developmnt interventions. using this approach, each of the programmes and projects developed for the 2011-2015 Country Programme assessed the capacity of targeted institutions. Further, the Country Office through being the Principal Recepient of the last resort for Global Fund Grants has developed and is implementing the Capacity Development Plan in 2012 for the Ministry of Health to enable it return to being the Prencipal Recepient.

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