- Evaluation Plan:
- 2011-2015, Serbia
- Evaluation Type:
- Outcome
- Planned End Date:
- 03/2015
- Completion Date:
- 03/2015
- Status:
- Completed
- Management Response:
- Yes
- Evaluation Budget(US $):
- 35,000
Assessment of UNDP?s contributions towards Good Governance in Serbia (2011-2015)
| Document | Type | Language | Size | Status | Downloads |
|---|---|---|---|---|---|
 Outcome evaluation ToR final.docx |
tor | English | 60.86 KB | Posted | 1309 |
 Good Governance Outcome Evaluation (Final Report).pdf |
report | English | 8602.45 KB | Posted | 1599 |
| Title | Assessment of UNDP?s contributions towards Good Governance in Serbia (2011-2015) | |||||||||
|---|---|---|---|---|---|---|---|---|---|---|
| Atlas Project Number: | 00062090 | |||||||||
| Evaluation Plan: | 2011-2015, Serbia | |||||||||
| Evaluation Type: | Outcome | |||||||||
| Status: | Completed | |||||||||
| Completion Date: | 03/2015 | |||||||||
| Planned End Date: | 03/2015 | |||||||||
| Management Response: | Yes | |||||||||
| Focus Area: |
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| Corporate Outcome and Output (UNDP Strategic Plan 2018-2021) |
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| SDG Goal |
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| SDG Target |
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| Evaluation Budget(US $): | 35,000 | |||||||||
| Source of Funding: | TRAC | |||||||||
| Evaluation Expenditure(US $): | 47,000 | |||||||||
| Joint Programme: | No | |||||||||
| Joint Evaluation: | No | |||||||||
| Evaluation Team members: |
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| GEF Evaluation: | No | |||||||||
| Key Stakeholders: | Ministry of Finance, Ministry of Foreign Affairs | |||||||||
| Countries: | SERBIA |
| Lessons | |
|---|---|
| Findings |
| Recommendations | |
|---|---|
| 1 | UNDP should continue to expose stakeholders, with its governance programmes, to opportunities to come together to deal with reform efforts that are intrinsically complex, nonlinear, and interconnected. |
| 2 | UNDP should remain fully conscious of its strengths and cultivate them by integrating them it its strategic and operational plans, and day-to-day management. The development of an explicit partnership strategy, which commits not only UNDP but also its partners, would be recommendable. UNDP should continue supporting its project personnel housed in government agencies and in institutions such as in the Public Procurement Office, National Assembly, and others. Given its experience and partnerships, UNDP should consider supporting closer coordination and cooperation between the central government bodies its has established working relationships with. |
| 3 | UNDP should ensure that its profile is perceived as clear and unique among potential donors, in order to succeed on an increasingly competitive market. UNDP should make clear each time it approaches a partner, which objective (mission or revenue) it pursues in the specific interaction. UNDP should consider bidding for projects where those qualities are required and represent a significant advantage over other organizations. |
| 4 | UNDP Serbia should revisit its strategic orientation in the subject matter areas currently covered by SEESAC, such as the police and the military. Similarly, UNDP should ensure that its support in the area of human rights strengthening becomes better integrated into it strategic frameworks. |
| 5 | UNDP should make the most of genuine UN agendas, such as in the areas of human rights and anti-corruption, and assist Serbia in dealing with its integration into the global economy. In order to strengthen its role, UNDP should contribute keenly to improving the integration of ODA efforts, via more systemic co-ordination, towards generating synergies and cost savings in the times of scarcer none-EU ODA financial presence. |
| 6 | UNDP should make greater efforts to define and agree indicators that meet common quality standards. Where planning cycles are too long to agree on results that are sufficiently specific, UNDP should reduce those cycles or provide possibilities and incentives for revising results and indicators (e.g. at mid-term) in consultation with partners and stakeholders. |
| 7 | UNDP should consider making the monitoring of CPD country outputs obligatory. UNDP Serbia should find ways to increase external feedback received on the success of its programmes. |
| 8 | In line with the provisions of the Paris Declaration, UNDP should ensure that government processes and procedures are used wherever possible and legally required. Where external factors, such as temporary austerity measures to stabilize the economy, are used to justify resorting to substitute government capacity, exit strategies should be agreed with government. |
1. Recommendation: UNDP should continue to expose stakeholders, with its
governance programmes, to opportunities to come together to deal with reform efforts that
are intrinsically complex, nonlinear, and interconnected.
Management Response: [Added: 2015/04/06] [Last Updated: 2016/01/14]
Within the new CPD 2016-2020 UNDP will continue pursuing governance related programmes focusing on public finance management and parliamentary development
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| develop new public finance and parliamentary development projects
[Added: 2016/01/14] |
Jelena Manic | 2015/12 | Completed |
2. Recommendation: UNDP should remain fully conscious of its strengths and cultivate them
by integrating them it its strategic and operational plans, and day-to-day management. The
development of an explicit partnership strategy, which commits not only UNDP but also its
partners, would be recommendable. UNDP should continue supporting its project personnel
housed in government agencies and in institutions such as in the Public Procurement Office,
National Assembly, and others. Given its experience and partnerships, UNDP should
consider supporting closer coordination and cooperation between the central government
bodies its has established working relationships with.
Management Response: [Added: 2015/04/06] [Last Updated: 2016/01/14]
Discuss partnership strategy development
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Incorporate partnership strategy within the new CPD
[Added: 2016/01/14] |
Steliana Nedera | 2015/12 | Completed |
3. Recommendation: UNDP
should ensure that its profile is perceived as clear and unique among potential donors, in
order to succeed on an increasingly competitive market. UNDP should make clear each time
it approaches a partner, which objective (mission or revenue) it pursues in the specific
interaction. UNDP should consider bidding for projects where those qualities are required
and represent a significant advantage over other organizations.
Management Response: [Added: 2015/04/06] [Last Updated: 2016/01/14]
UNDP will concentrate its efforts to scale up successful past initiatives
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| scale up public finance and parliamentary development interventions
[Added: 2016/01/14] |
Jelena Manic | 2015/12 | Completed |
4. Recommendation: UNDP Serbia should revisit its strategic orientation in the subject
matter areas currently covered by SEESAC, such as the police and the military. Similarly,
UNDP should ensure that its support in the area of human rights strengthening becomes
better integrated into it strategic frameworks.
Management Response: [Added: 2015/04/06] [Last Updated: 2016/01/14]
Management of SEESAC has been transferred to IRH.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| finalise the transfer of managerial SEESAC responsibilities to regional hub
[Added: 2016/01/14] |
Steliana Nedera | 2015/12 | Completed |
5. Recommendation: UNDP should make the most of
genuine UN agendas, such as in the areas of human rights and anti-corruption, and assist
Serbia in dealing with its integration into the global economy. In order to strengthen its role,
UNDP should contribute keenly to improving the integration of ODA efforts, via more
systemic co-ordination, towards generating synergies and cost savings in the times of
scarcer none-EU ODA financial presence.
Management Response: [Added: 2015/04/06] [Last Updated: 2016/01/14]
Strive for better development aid coordination among Gvt and donors
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| organize meeting with EU Delegation
[Added: 2016/01/14] |
Steliana Nedera | 2015/12 | Completed |
6. Recommendation: UNDP should make greater efforts to define and agree
indicators that meet common quality standards. Where planning cycles are too long to agree
on results that are sufficiently specific, UNDP should reduce those cycles or provide
possibilities and incentives for revising results and indicators (e.g. at mid-term) in
consultation with partners and stakeholders.
Management Response: [Added: 2015/04/06] [Last Updated: 2016/01/14]
Improve outcome level monitoring
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| introduce new monitoring procedures and formats
[Added: 2016/01/14] |
Daniel Varga | 2015/12 | Completed |
7. Recommendation: UNDP should consider making
the monitoring of CPD country outputs obligatory. UNDP Serbia should find ways to increase external feedback
received on the success of its programmes.
Management Response: [Added: 2015/04/06] [Last Updated: 2016/01/14]
Plan better outreach for communicating achieved results
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| make CPD outputs and related indicators more realistic
[Added: 2016/01/14] |
Steliana Nedera | 2015/07 | Completed |
8. Recommendation: In line with the provisions of
the Paris Declaration, UNDP should ensure that government processes and procedures are
used wherever possible and legally required. Where external factors, such as temporary
austerity measures to stabilize the economy, are used to justify resorting to substitute
government capacity, exit strategies should be agreed with government.
Management Response: [Added: 2015/04/06] [Last Updated: 2016/01/14]
Continue using NIM and DIM modalities, as apparopriate
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| ensure that each project has signed LOA
[Added: 2016/01/14] |
Steliana Nedera | 2015/12 | Completed |