UNDP Swaziland Governance Outcome (2011-2015)

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Evaluation Plan:
2011-2015, Eswatini
Evaluation Type:
Final Project
Planned End Date:
12/2014
Completion Date:
12/2014
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
22,000

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Download document TOR Governance Evaluation TORs 20052014.doc tor English 805.00 KB Posted 297
Download document GOVERNANCE OUTCOME EVALUATION REPORT.pdf report English 828.03 KB Posted 337
Download document Summary and Lessons Learnt - Governance Outcome Evaluation.docx summary English 86.10 KB Posted 361
Title UNDP Swaziland Governance Outcome (2011-2015)
Atlas Project Number: 00077239
Evaluation Plan: 2011-2015, Eswatini
Evaluation Type: Final Project
Status: Completed
Completion Date: 12/2014
Planned End Date: 12/2014
Management Response: Yes
Focus Area:
  • 1. Others
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
  • 1. Output 2.3 Capacities of human rights institutions strengthened
Evaluation Budget(US $): 22,000
Source of Funding: Governance Project
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Richard M. Chiwara Dr. rmchiwara@verizon.net
GEF Evaluation: No
Key Stakeholders: Parliament, Ministry of Justice and Constitutional Affairs, Human Rights Commission, Anti-Corruption Commission, Civil Society, UNDP and Donors
Countries: ESWATINI
Comments: This is an Outcome Evaluation
Lessons
Findings
Recommendations
1 UNDP should focus its governance programme on areas where it has the greatest comparative advantage to achieve the greatest impact. In order to do this, UNDP should develop a programme with strategic focus informed by a comprehensive assessment of the governance issues and challenges in Swaziland, and a thorough audit of its comparative advantages, including mapping the strengths and focus of development partners.
2 UNDP should develop independent programme document for the integrated governance programme. A focused governance programme with multiple interventions spanning across several sectors (public service, justice, human rights, elections, etc.) would require that there should be a dedicated programme document that serves as its specific road map. The programme document should contain a clear articulation of the programme?s theory of change, including critical risks and assumptions for the programme?s success.
3 UNDP should strengthen capacity and practice of results-based management in programme design and implementation. UNDP may also consider engaging an external consultant to review its programme monitoring and evaluation framework, including appropriates and efficacy of its performance indicators.
4 UNDP should adopt the strategic capacity development approach in designing and developing interventions. While UNDP had developed a good practice that included supporting development of strategic plans and policy implementation frameworks, it was apparent that many interventions were not based on a comprehensive capacity needs assessment.
5 UNDP should develop and strengthen strategic partnerships with other actors in the governance sector. At global level, UNDP expects increasing difficulty in accessing funding in the future, thereby making partnerships even more critical.
6 UNDP should develop and implement an exit strategy and sustainability plan for all interventions. Although UNDP?s interventions hade delivered good outputs, including strategic action plans, etc. many of them lacked implementation. UNDP should therefore develop an exit strategy and sustainability plan based on systematic assessment of potential risks and specific risk mitigation strategy that will ensure sustainability of results.
1. Recommendation: UNDP should focus its governance programme on areas where it has the greatest comparative advantage to achieve the greatest impact. In order to do this, UNDP should develop a programme with strategic focus informed by a comprehensive assessment of the governance issues and challenges in Swaziland, and a thorough audit of its comparative advantages, including mapping the strengths and focus of development partners.
Management Response: [Added: 2014/12/15] [Last Updated: 2014/12/19]

The CO is presently preparing a new CPD for 2016- 2020 and intends to align the 2015 annual implementation plan to the new Corporate strategy. This provides an opportunity for UNDP CO to conduct a comprehensive assessment prior to the development of the new CPD. The new corporate strategy provides for a much focused approach to address Governance areas.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.1 Conduct a comprehensive assessment to determine the CO focus area on Governance
[Added: 2014/12/19] [Last Updated: 2018/08/22]
Programme Analyst -Governance and Country Office 2014/12 Completed The process of developing the CPD has been initiated History
2. Recommendation: UNDP should develop independent programme document for the integrated governance programme. A focused governance programme with multiple interventions spanning across several sectors (public service, justice, human rights, elections, etc.) would require that there should be a dedicated programme document that serves as its specific road map. The programme document should contain a clear articulation of the programme?s theory of change, including critical risks and assumptions for the programme?s success.
Management Response: [Added: 2014/12/15] [Last Updated: 2014/12/19]

The development of a programme document outlining a theory of change is one of the key priority areas for development in preparation for the 2015 CPD. Theory of change for Outcome 2 will be developed in preparation of the CPD.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.1 Theory of change for Outcome 2 will be developed in preparation of the CPD.
[Added: 2014/12/19] [Last Updated: 2018/08/22]
Programme Analyst ? Governance and CO 2015/03 Completed The process of developing the CPD has been initiated History
3. Recommendation: UNDP should strengthen capacity and practice of results-based management in programme design and implementation. UNDP may also consider engaging an external consultant to review its programme monitoring and evaluation framework, including appropriates and efficacy of its performance indicators.
Management Response: [Added: 2014/12/15] [Last Updated: 2014/12/19]

The recommendation is noted. A UN M&E committee has been established and it provides M&E guidance on the developments of M&E framework for CPDs to all UN agencies. Strengthening M&E is noted as a priority in the new CPD development.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
3.1 Strengthening M&E is noted as a priority in the new CPD development
[Added: 2014/12/19] [Last Updated: 2018/08/22]
Country Office and UN M&E Committee 2015/12 Completed This will be implemented as part of the JP on Strategic Data and Information History
4. Recommendation: UNDP should adopt the strategic capacity development approach in designing and developing interventions. While UNDP had developed a good practice that included supporting development of strategic plans and policy implementation frameworks, it was apparent that many interventions were not based on a comprehensive capacity needs assessment.
Management Response: [Added: 2014/12/15] [Last Updated: 2014/12/19]

Capacity assessments for new UNDP partners to implement the new CPD will be conducted prior to Implementing Partner?s engagement.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
4.1 Conduct Capacity assessments for new UNDP partners to implement the new CPD will be conducted prior to Implementing Partner?s engagement.
[Added: 2014/12/19] [Last Updated: 2018/08/22]
Country Office 2015/09 Completed UNDP Capacity Assessment Tool will be used as contained in the UNDP NIM Manual History
5. Recommendation: UNDP should develop and strengthen strategic partnerships with other actors in the governance sector. At global level, UNDP expects increasing difficulty in accessing funding in the future, thereby making partnerships even more critical.
Management Response: [Added: 2014/12/15] [Last Updated: 2014/12/19]

The recommendation is noted, strategic partnership and regional initiative approach will be explored with other countries to enhance resource mobilisation for the governance pillar.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
5.1 Resource Mobilization Plan should be developed for the Governance Pillar
[Added: 2014/12/19] [Last Updated: 2018/08/24]
September 2015 2011/01 Completed A resource mobilisation strategy for the governnace pillar is being developed. History
6. Recommendation: UNDP should develop and implement an exit strategy and sustainability plan for all interventions. Although UNDP?s interventions hade delivered good outputs, including strategic action plans, etc. many of them lacked implementation. UNDP should therefore develop an exit strategy and sustainability plan based on systematic assessment of potential risks and specific risk mitigation strategy that will ensure sustainability of results.
Management Response: [Added: 2014/12/15] [Last Updated: 2014/12/19]

The recommendation is noted, with clear project documents and theories of change outlining project implementation an exit strategy should be agreed on between partners. During the design of the CPD an exit staregy for the intervention will be given priority.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
6.1 Project documents and theories of change outlining project implementation an exit strategy will be developed in consultation with partners.
[Added: 2014/12/19] [Last Updated: 2018/08/22]
Programme Analyst ? Governance and Country Office 2015/03 Completed This will be developed as part of the design stage of the project. History

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