Terminal evaluation UNDP Swaziland country programme action plan (2011 - 2015)

Report Cover Image
Evaluation Plan:
2011-2015, Eswatini
Evaluation Type:
Others
Planned End Date:
02/2015
Completion Date:
04/2015
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
40,000

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Download document ToR CPAP 2011-2015 Final.docx tor English 39.65 KB Posted 409
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Download document CPAP 2011-2015 Final Evaluation Report -100415.docx report English 196.32 KB Posted 557
Title Terminal evaluation UNDP Swaziland country programme action plan (2011 - 2015)
Atlas Project Number:
Evaluation Plan: 2011-2015, Eswatini
Evaluation Type: Others
Status: Completed
Completion Date: 04/2015
Planned End Date: 02/2015
Management Response: Yes
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
Evaluation Budget(US $): 40,000
Source of Funding: Related UNDP projects
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Mr. Richard Chiwara Mr. rm.chiwara@verizon.net
GEF Evaluation: No
Key Stakeholders: Government, civil society and UNDP
Countries: ESWATINIESWATINI
Lessons
Findings
Recommendations
1 UNDP should improve its strategic focus and not to spread itself too thinly.
2 UNDP should adopt a targeting approach to improve its impact.
3 UNDP should strengthen efforts to enhance the national implementation capacity. UNDP is well positioned to support national implementation capacities, especially through developing implementation guidelines for regional administrations in support of the decentralisation agenda.
4 UNDP should strengthen efforts to improve availability of timely and reliable data for evidence-based decision-making.
5 UNDP should strengthen its resource mobilization, including engaging with non-traditional donors. UNDP should explore different approaches of engaging with partners, including strengthening public-private partnerships as funding vehicle for development programmes.
6 UNDP should clearly identify and articulate a strategy for South-South and Triangular cooperation.
7 UNDP should strengthen its M&E systems, including performance monitoring. The performance monitoring system that was established was not effectively being used to inform planning, and the programme team did not appear to be fully involved in performance monitoring, hence the monitoring matrix was not updated.
8 UNDP should incorporate exit and sustainability planning in programme and project design
1. Recommendation: UNDP should improve its strategic focus and not to spread itself too thinly.
Management Response: [Added: 2015/07/23]

Management agrees with the recommendation. UNDP has already taken steps in this direction through the proposed CPD 2016-2020; narrowing programme intervention to two Regions (Hhohho and Shiselweni) as well as adopt a portfolio programme and targeting approach which focus on larger programme areas that enhance synergies, increase the impact and reduce transaction costs of programme implementation and delivery.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.1 Develop a new CPD ensuring portfolio programme and targeting approach and focusing on the most excluded groups in the most disadvantaged regions.
[Added: 2015/07/23]
DRR/ UNDP Programme/ Policy and Strategy and Unit (PSU)/Operations Units/ 2015/06 Completed Comments: Draft CPD in place awaiting EB approval
1.2 Develop more focused issues based programmes, ensuring synergies and coherence between projects
[Added: 2015/07/23] [Last Updated: 2018/08/22]
UNDP Programme/ Policy and Strategy Unit (PSU) 2016/03 Completed One UN Programme under development History
2. Recommendation: UNDP should adopt a targeting approach to improve its impact.
Management Response: [Added: 2015/07/23]

Management agrees with the recommendation, and responsively the new CPD has narrowed its coverage and adopted the targeting approach in its strategy.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.1 Develop new CPD aligned with the new UNDP strategic plan based on Theory of Change, a more targeting approach and incorporating new emerging issues.
[Added: 2015/07/23]
DRR/ UNDP Programme/ Policy, and Strategy Unit (PSU)/Operations Units/ 2015/06 Completed Draft CPD in place awaiting EB approval. The CO has aligned its current programme and incorporated the same principles in the design of the new CPD 2016-2020
3. Recommendation: UNDP should strengthen efforts to enhance the national implementation capacity. UNDP is well positioned to support national implementation capacities, especially through developing implementation guidelines for regional administrations in support of the decentralisation agenda.
Management Response: [Added: 2015/07/23]

Agreed, capacity development is an important component of the ongoing programmes and this is further being emphasized in the New CPD (2016-2020) to ensure national ownership and sustainability of the development process. At design and implementation stages, capacity development issues will be integrated into all programmes/projects.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
3.1 Use UNDP standard capacity assessment tools to Identify and integrate capacity development to all programmes and projects
[Added: 2015/07/23] [Last Updated: 2018/08/22]
UNDP Programme/Operations Teams 2016/06 Completed UNDP Capacity Assessment Tool will be used as contained in the UNDP NIM Manual. Conscious efforts would be made to enhance the capacity of both programme and operations staff to support delivery of capacity building initiatives History
3.2 UNDP will ensure that training activities including HACT conducted by projects are well planned and targeted to ensure meeting capacity development needs of IPs
[Added: 2015/07/23] [Last Updated: 2018/08/22]
UNDP Programme/Operations Teams 2016/06 Completed HACT Training for staff and IPs is scheduled for the next quarter. Monitoring mechanisms to be developed History
4. Recommendation: UNDP should strengthen efforts to improve availability of timely and reliable data for evidence-based decision-making.
Management Response: [Added: 2015/07/23]

Accepted. The New CPD focuses on supporting country systems with quality data and information through the establishment of a Research Agenda to support the development of various analytical studies and data disaggregated by gender, by most disadvantaged regions and excluded groups report to inform evidence-based planning and decision making.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
4.1 Design and establish a Research Agenda to enhance the collection and analysis of data/information to inform the CO Policy and Advisory interventions.
[Added: 2015/07/23] [Last Updated: 2018/08/22]
DRR/ UNDP Programme/ Policy and Strategy Unit (PSU) 2016/09 Completed CO is aligning its programme to upstream policy advisory services that is evidence-based considering the country's MIC status.UNDP?s latest CPD focuses on improving knowledge and information management in all areas of work. The CPD reinforces high level policy support and analytical studies that will influence policy reforms in relevant institutions. Mechanisms will be established to improve learning, knowledge management, document management and reporting aligned to the Corporate Strategic Advice Monitoring (SAM) tool. History
5. Recommendation: UNDP should strengthen its resource mobilization, including engaging with non-traditional donors. UNDP should explore different approaches of engaging with partners, including strengthening public-private partnerships as funding vehicle for development programmes.
Management Response: [Added: 2015/07/23]

Recommendation is accepted. The CO Resources Mobilization and Partnership Strategy would be further enhanced and aligned with the new CPD 2016-2020.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
5.1 Review and further develop a Partnership Resource Mobilization Strategy to widen the partnership base under the new CPD
[Added: 2015/07/23] [Last Updated: 2018/08/22]
DRR/ UNDP Programme/ Policy and Strategy and Unit (PSU) 2016/03 Completed Resource Mobilization targets have been established for the new CPD and will be part of the RMT for the CPD. The CO had developed a Resource Mobilization Strategy in 2012. Its implementation was constrained by the limited donor base in Swaziland. However, significant resources were mobilized from the GEF. The CO would explore working with the UN RCO to develop a joint mechanism for coordinating the UN's engagement and partnership building strategy. History
6. Recommendation: UNDP should clearly identify and articulate a strategy for South-South and Triangular cooperation.
Management Response: [Added: 2015/07/23]

This recommendation is noted. It was considered in the development of the new CPD. The CO will develop a more systematic approach to South-South Cooperation particularly in identifying best practices and knowledge.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
6.1 Design and facilitate more structured country led south-south cooperation with other countries and Centres of Excellence.
[Added: 2015/07/23] [Last Updated: 2018/08/22]
UNDP Programme/ Policy and Strategy Unit (PSU 2016/06 Completed This would be considered during the design stage of all our project History
7. Recommendation: UNDP should strengthen its M&E systems, including performance monitoring. The performance monitoring system that was established was not effectively being used to inform planning, and the programme team did not appear to be fully involved in performance monitoring, hence the monitoring matrix was not updated.
Management Response: [Added: 2015/07/23]

The recommendation is noted. The recent change management exercise would facilitate the creation of a functional M&E work closely with Programme Management Teams for proper monitoring and reporting of development results. The CO in conjunction with the other UN Agencies would take advantage of new UNDAF cycle to promote joint monitoring systems and provide technical support to strengthen national systems. These would include the development of systems and mechanisms for M&E, training and knowledge sharing.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
7. Promote joint monitoring of activities and partnership with national institutions, provide technical support for M&E activities
[Added: 2015/07/23] [Last Updated: 2018/08/22]
DRR/ UNDP Programme/ Policy and Strategy Unit (PSU 2016/01 Completed This would be developed as part of the design stage of all the projects. The CO has supported various M&E capacity training and facilitated Government (MEPD) to develop a National M&E Framework. Further collaboration is envisaged with other partners to support national M&E systems. The UN has also established a joint M&E, data management structure. This is aimed at supporting efficient coordination of existing overall M&E system. History
8. Recommendation: UNDP should incorporate exit and sustainability planning in programme and project design
Management Response: [Added: 2015/07/23]

The recommendation is noted. Management acknowledges the need to design and integrate explicit exit strategies in the current and any new projects. The new CPD emphasises the need to implicitly integrate exit strategies in all project design.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
8.1 Design and integrate exit strategies in projects and programmes
[Added: 2015/07/23] [Last Updated: 2018/08/22]
UNDP Programme/ Policy and Strategy Unit (PSU 2016/03 Completed Exit strategy to be integrated at the design stage of the projects. It will also be agreed and signed off by the IPs. History

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