Mid-Term Evaluation of the 2011-2015 Country Programme

Report Cover Image
Evaluation Plan:
2011-2015, Zambia
Evaluation Type:
Others
Planned End Date:
09/2013
Completion Date:
09/2013
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
50,000

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Title Mid-Term Evaluation of the 2011-2015 Country Programme
Atlas Project Number:
Evaluation Plan: 2011-2015, Zambia
Evaluation Type: Others
Status: Completed
Completion Date: 09/2013
Planned End Date: 09/2013
Management Response: Yes
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
Evaluation Budget(US $): 50,000
Source of Funding: UNDP
Joint Programme: No
Joint Evaluation: Yes
  • Joint with Ministry of Finance
Evaluation Team members:
Name Title Email Nationality
Amadou T.B Jallow Dr tijan.jallow@gmail.com
Jorry Mwenechanya Professor jorry@zamnet.zm
GEF Evaluation: No
Key Stakeholders: Government and Government Institutions, Implementing Partners, Civil Society Organisations, and Cooperating Partners
Countries: ZAMBIA
Comments: The evaluation was completed in September 2013
Lessons
Findings
Recommendations
1 Invest more resources to obtain accurate data to track and report on progress. This will strengthen the credibility of the reporting process.
2 Increase the number of programmes implemented through the JP approach ? this has potential to scale up impact, enhance UNDP?s contribution to DAO and offer prospects for increased resources
3 Delivery of UNDP programmes has been excellent and this not a critical issue going forward. There is now a need to focus on the quality of the delivery. For example strategies have to be found to reduce the concentration of activities on 3rd and 4th QTR which often means limited space and time to meaningfully implement them. The Parliamentary training activities undertaken in 2012 were delayed due to late disbursement of funds. UNDP needs to take into account the Parliament schedule to ensure that activities are done in good time and not cramped into the final quarters just to ensure that funds are used.
4 UNDP pilots: a number of interesting pilot activities are being supported by UNDP with the expectation of scaling up or informing new policy orientations. From our assessment, these pilots are having a good local impact but there appears to be no movement in the scaling up or in the generation of new policies. A number of these pilots are also being undertaken by other actors which raises the question of the added value of UNDP.
5 Careful reflection is needed to assess the opportunities for upscaling to achieve national level impact or to yield lessons for policy before venturing into such work. A particular case in point is the climate adaptation work.
6 Sustainability and exit strategies: projects in the future should be more carefully designed with these two issues in mind, otherwise projects risk becoming an end in themselves.
7 There is a need for UNDP to look more closely at underlying causes for project success and sustainability: this requires a better understanding of the communities/context of UNDP?s work. For example, there is a marked difference between the climate adaptation project being implemented in Kazungula district, Southern Province (with a good rate of success and high prospects for sustainability) and the food security project implemented in Petauke district where both success and sustainability are much less.
8 UNDP should continue to improve staff quality and staff engagement on policy dialogue processes ? create the space and time ? as Zambia shifts to LMIC status, these functions will become more critical in addition to mobilizing and channeling resources through projects.
9 Consider measures to reduce transaction costs associated with programme implementation, among them: migration of more projects from RDP to cash transfer, reviewing the disbursement chain in sub-grant arrangements (e.g. NAC), and programme consolidation. The HACT micro-assessments should be used not only to justify transfers by RDP, but also as a tool to address the shortcomings in the internal financial management systems of the implementing partners.
10 While UNDP in general has been responsive to national priorities as broadly reflected in the SNDP and other policy frameworks, this can be further strengthened by seeking to align interventions more closely to the short and medium-terms GRZ priorities and introducing greater joint planning.
11 UNDP should strengthen its reporting by, for example, sharing with donors, and other partners audit reports, etc. As this appears to be at least partly caused by lack of continuity in the position of communication specialist, consideration should be given to reviewing the duration of the contracts.
12 UNDP should work with other UN agencies to accelerate the development of a strategy on how it will work with and engage Civil Society Organizations
13 UNDP?s record on resource mobilization has been excellent. However, this performance is mainly due to two sources ? Global Fund and GEF. With a possible narrowing of the donor base in Zambia on account of its LMIC status, and possible loss of Global Fund PR role, UNDP will be seriously challenged in the near future and appropriate strategies are needed to counter this trend UNDP should review the implications and the potential impact of the transfer of Global Fund PR role to GRZ in the near future, on its extra-budgetary resources, and devise appropriate strategies to mitigate potential adverse effects on staffing and operations.
14 GRZ should make significant efforts in the prioritization of its development agenda, and to strengthen its capacity to coordinate the different interventions - the current process of the revision of the SNDP provides a good opportunity to accomplish this.
15 Strengthen internal arrangements of MoF for the coordination and management of the CPAP and its programmes
16 Strengthen working relationship with the national execution body: the coordination/consultation structures envisaged under the CPAP have not functioned well and need to be reviewed ? the national steering committee
17 Refocus the CPAP on five outcomes ? the outcome on food security (2.1) can be integrated into climate change, natural resource management and environment work. With respect to outcome 2.2, it should either be dropped given that the indicators and targets bear little relevance to the outcome or be completely reformulated and more importantly to design and implement it as a Joint Programme on youth and women employment.
18 UNDP should use the MTE findings to lay the basis of the next CPD/CPAP as many projects of the current portfolio will be carried over into next cycle; a third of the project portfolio is a carry-over. The process and design of any new projects must be carefully done, so as to avoid them being just a continuation of on-going activities, taking account the proposal made on way forward.
19 Consideration should be given to setting up/strengthening policy think tanks in the country - this becomes critical as Zambia assumes its LMIC status and it progressively transitions out of external aid-driven development process.
20 The need for GRZ/UNDP to seriously look at how to support the decentralization agenda of government - the emphasis on jobs and rural development will require improved capacities at local level to own and coordinate the development agenda
21 Zambia shares borders with eight countries, and these borders are often very porous with movement of people, goods, services and natural resources. This reality should be reflected in UNDP/GRZ programmes ? there are several ecosystems that straddle borders and regional projects for the integrated management of trans-boundary resources will be the critical. The least that can be done is to ensure/support a system for sharing experiences, information and harmonizing standards and approaches with neighbouring countries
22 IPs work to strengthen internal management (financial and programmatic) systems and ensure close alignment of external support with institutional priorities to ensure relevance, impact and long-term sustainability
1. Recommendation: Invest more resources to obtain accurate data to track and report on progress. This will strengthen the credibility of the reporting process.
Management Response: [Added: 2015/04/10]

The Country Office (CO) has developed a reporting template and some programmes have adopted it. It will continue to ensure that all projects have adopted the new reporting template and that annual reports are supported and/or validated by monitoring visits

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.1. Conduct a follow up training for CO, project staff and implementing partner staff on the new reporting template
[Added: 2015/04/10]
Programme and M&E 2014/03 Completed Further training on M&E and reporting conducted in August 2014 at the Programme Management Retreat
2. Recommendation: Increase the number of programmes implemented through the JP approach ? this has potential to scale up impact, enhance UNDP?s contribution to DAO and offer prospects for increased resources
Management Response: [Added: 2015/04/10]

The CO is already the Administration and leading agency for two (2) out of the six (6) joint programmes developed for the implementation of the 2011-2015 UNDAF. The CO will work with other UN Agencies to increase the portfolio of its resources delivered through Joint Programmes during the development of the New UNDAF to be developed by 2014.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.1. Increase the number of programmes implemented through the Joint Programme approach during the development of the new UNDAF and CPD.
[Added: 2015/04/10]
Programme 2015/04 Completed The preparation of the New UNDAF (United Nations Sustainable Development Partnership Framework) and the CPD is under way. The UNSDPF ephasises on strengthening joint programming and thuse more joint programmes are expected in the 2016-2021 Country Programme cycle.
3. Recommendation: Delivery of UNDP programmes has been excellent and this not a critical issue going forward. There is now a need to focus on the quality of the delivery. For example strategies have to be found to reduce the concentration of activities on 3rd and 4th QTR which often means limited space and time to meaningfully implement them. The Parliamentary training activities undertaken in 2012 were delayed due to late disbursement of funds. UNDP needs to take into account the Parliament schedule to ensure that activities are done in good time and not cramped into the final quarters just to ensure that funds are used.
Management Response: [Added: 2015/04/10]

Noted, the CO will put in place monitoring mechanisms to ensure delivery is spread-out throughout the year starting with early planning and commencement of implementation, and monitoring delivery and activity implementation status throughout the year. Through the review meetings and on a case by case basis, the CO will also pay particular attention to programmes and projects whose implementation is dependent on maximizing available implementation windows and those whose implementation is affected by whether patterns, changes in laws e.t.c.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
3.1 Hold at least one (1) annual CO internal reviews before the APR to track implementation status of planned activities, delivery, risks and results.
[Added: 2015/04/10]
Programme 2013/11 Completed The CO agreed in a Country Office Management team (COMT) meeting to have CO review meetings in addition to the APR to help with timely monitoring of implementation and delivery. In 2014, the first review meeting was held in May and will be followed by another one after the 3rd Quarter before the APR.
4. Recommendation: UNDP pilots: a number of interesting pilot activities are being supported by UNDP with the expectation of scaling up or informing new policy orientations. From our assessment, these pilots are having a good local impact but there appears to be no movement in the scaling up or in the generation of new policies. A number of these pilots are also being undertaken by other actors which raises the question of the added value of UNDP.
Management Response: [Added: 2015/04/10]

The CO holds discussions with relevant government and non-state partners on the scale-up and sustainability of pilot projects although the actual scale-up is dependent on resources and in some cases, on how the outcome of the project influences policy. There are notable gaps in this area and the CO is stepping up its efforts to document lessons in these projects and produce policy briefs to influence the changes in policies that can enable scale-up and sustainability of best practices. The CO will also pay more attention to the issue of scale-up and sustainability during the development of new programmes and projects.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
4.1 Develop a lessons leant document for the adaptation to climate change project and hold a dissemination workshop to discuss the findings and produce a policy brief for submission to the Ministry of Agriculture and Livestock.
[Added: 2015/04/10]
Programme (Environment) 2014/12 Completed A document highlighting 12 lessons and best practices for small-scale farmers? adaptation to climate change and scale-up has been developed and disseminated to the Ministry of Agriculture under the Adaptation Project.
4.2 The CO will continue to conduct Environmental and Social Screening procedures for new programmes being developed along with programme quality assurance standards introduced as part of the 2014-2017 strategic plan.
[Added: 2015/04/10]
Programme No due date No deadline established The CO has initiated a system of screening new programmes and projects for Environmental and Social sustainability including implementation of new programme quality assurance measures.
5. Recommendation: Careful reflection is needed to assess the opportunities for upscaling to achieve national level impact or to yield lessons for policy before venturing into such work. A particular case in point is the climate adaptation work.
Management Response: [Added: 2015/04/10]

Noted and the response is the same as in Evaluation Recommendation or Issue 4 Above.

Key Actions:

6. Recommendation: Sustainability and exit strategies: projects in the future should be more carefully designed with these two issues in mind, otherwise projects risk becoming an end in themselves.
Management Response: [Added: 2015/04/10]

Noted and the response is the same as in Evaluation Recommendation or Issue 4 Above.

Key Actions:

7. Recommendation: There is a need for UNDP to look more closely at underlying causes for project success and sustainability: this requires a better understanding of the communities/context of UNDP?s work. For example, there is a marked difference between the climate adaptation project being implemented in Kazungula district, Southern Province (with a good rate of success and high prospects for sustainability) and the food security project implemented in Petauke district where both success and sustainability are much less.
Management Response: [Added: 2015/04/10]

The CO has consistently conducted evaluations and reviews to identify the underlying causes of success and sustainability but this has been done from the lens of looking at individual programmes and projects. The Country Office Management Team has discussed the need for a meta-evaluation to consolidate the key lessons in project management and operations issues. To lessen duplication of efforts, the issue will be addressed through the scheduled outcome evaluations for the 2014-2015 Country Programme.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
7.1The scope of work of the outcome evaluations to be conducted in 2014 to include a review of the underlying causes of success and sustainability for projects clusters that contribute to the CO outcome.
[Added: 2015/04/10]
Programme and M&E 2014/09 Completed The evaluation ToRs were developed and shared with the Ministry of Finance M&E Department but the evaluations could not be undertaken because the UNDAF evaluation was being undertaken at the same time and covering a similar scope.
7.2 Conduct outcome evaluations which include a review of the underlying causes of success and sustainability for projects clusters that contribute to the CO outcome.
[Added: 2015/04/10] [Last Updated: 2017/11/01]
M&E and Programme 2015/09 No Longer Applicable [Justification: The UN and the Government Conducted an UNDAF Evaluation in 2014. Since Zambia is a Delivering and One-Self Starter, the Government did not approve of separate UNDP outcome evaluations at the same time or in the same year of the UNDAF Evaluation citing transaction costs and lack of coherent approach among UN Agencies.]
The Outcome Evaluations could not be done due to the UNDAF evaluation conducted in 2014. The UN and the Government Conducted an UNDAF Evaluation in 2014. Since Zambia is a Delivering and One-Self Starter, the Government did not approve of separate UNDP outcome evaluations at the same time or in the same year of the UNDAF Evaluation citing transaction costs and lack of coherent approach among UN Agencies. History
8. Recommendation: UNDP should continue to improve staff quality and staff engagement on policy dialogue processes ? create the space and time ? as Zambia shifts to LMIC status, these functions will become more critical in addition to mobilizing and channeling resources through projects.
Management Response: [Added: 2015/04/10]

The CO has already started this process through the CO financial sustainability and effectiveness plan. Programme focus areas have been agreed to align with the 2014-2017 strategic plan but also for the CO to effectively contribute to national development and be a useful partner to the government. The CO will proceed to defining the functions and a capacity assessment which will determine the follow up actions.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
8.1 Address the issue of continuing to improve staff quality and increasing staff engagement on policy dialogue through the functional and capacity assessments, as part of the CO Financial Sustainability and Effectiveness Plan.
[Added: 2015/04/10]
Senior Management 2014/12 Completed This CO completed its implementation plan but the process was stopped after it met the requirements for the first reductions in management core budget.
9. Recommendation: Consider measures to reduce transaction costs associated with programme implementation, among them: migration of more projects from RDP to cash transfer, reviewing the disbursement chain in sub-grant arrangements (e.g. NAC), and programme consolidation. The HACT micro-assessments should be used not only to justify transfers by RDP, but also as a tool to address the shortcomings in the internal financial management systems of the implementing partners.
Management Response: [Added: 2015/04/10]

Noted, the CO continues to review the operating environment of Implementing Partners (IPs) and in some cases, the RDP system is used even when the organization has a satisfactory HACT assessment to mitigate the risks. The CO will endeavor to put more organizations with satisfactory HACT assessments on advances and will build in capacity development measures to address the shortcomings identified during the HACT assessments.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
9.1 Conduct HACT Quality Assurance plan which will provide the basis for reviewing the IPs on RDPs for possible upgrade to Advance system based on HACT micro-assessment for the IP.
[Added: 2015/04/10] [Last Updated: 2017/11/01]
Operations Unit and Programme Units. 2014/12 Completed HACT quality assurance undertaken as part of the UN-HACT task force quality assurance processes. History
10. Recommendation: While UNDP in general has been responsive to national priorities as broadly reflected in the SNDP and other policy frameworks, this can be further strengthened by seeking to align interventions more closely to the short and medium-terms GRZ priorities and introducing greater joint planning.
Management Response: [Added: 2015/04/10]

The CO developed a technical facility project which would enable it to respond to short and medium term national priorities. This project also had a component to finance emerging needs to research, planning and capacity development. It has noted the recommendation and discussions have already been held on how to strengthen collaboration with the MoF at technical levels and have more frequent planning, information sharing and review meetings in addition to the Annual Programme Review (APR).

Key Actions:

Key Action Responsible DueDate Status Comments Documents
10.1 Hold a meeting to discuss with the MoF on how to deepen and strengthen the collaboration and alignment of programmes to country needs.
[Added: 2015/04/10] [Last Updated: 2017/11/01]
Programme Unit Head & M&E Officer 2014/12 Completed The meeting has not been held and will be done as part of the CPD development process and will build on the outcome of the one held in 2013 where MoF presented its strategic plan. The engagement process has continued with some challenges in some areas due to high staff turn-over and restructuring of the ministry. History
11. Recommendation: UNDP should strengthen its reporting by, for example, sharing with donors, and other partners audit reports, etc. As this appears to be at least partly caused by lack of continuity in the position of communication specialist, consideration should be given to reviewing the duration of the contracts.
Management Response: [Added: 2015/04/10]

Noted, however COs are not required the share audit reports with donors without the permission of government agencies responsible for auditing and implementation. This will be followed up on a case by case basis in relation to signed cost sharing agreements. The CO has however already noted the need to strengthen its communication with external partners mainly on results achieved and discussions are on-going on how best to finance the Communication Officer position which is currently occupied by a United Nations Volunteer (UNV). The sharing of audit reports in not necessarily done through the communication office.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
11.1 Engage HQ and other units in the CO for consensus on a continuing Communication Position and Activities.
[Added: 2015/04/10]
Country Director 2014/12 Completed Discussions have been held in the Country Office Management Team (COMT) meetings and the agreement was to maintain the current system until the New CPD is developed.
12. Recommendation: UNDP should work with other UN agencies to accelerate the development of a strategy on how it will work with and engage Civil Society Organizations
Management Response: [Added: 2015/04/10]

The CO has been working with other UN Agencies to prepare a Civil Society engagement strategy through the United Nations Country Team (UNCT), it has been agreed that UNDP will lead this process and the UNCT also agreed to establish a CSO Advisory Body. On the sidelines of the UN-wide work, UNDP has also developed its own Civil Society engagement strategy.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
12.1 Update and finalise the UNDP Civil Society Strategy
[Added: 2015/04/10]
ARR-Poverty and HIV/AIDS 2014/11 Completed The initial draft was developed in 2013 but the process of updating is awaiting the finalization of the United Nations Sustainable Development Partnership Framework. Meanwhile the CO completed a civil sociaty mapping and has pro-actively engaged civil society organisations in its programmes since the evaluation.
12.2 Support the UNCT to finalize its Civil Society engagement strategy and Establish the UN Civil Society Advisory Council
[Added: 2015/04/10] [Last Updated: 2017/11/01]
Country Director and ARR-Poverty and HIV/AIDS 2014/12 Completed The process of developing a UN Wide CSO engagement strategy and establishing a UN-Wide CSO Advisory Council was completed although there have been challenges to adequately finance the coordination mechanism. History
13. Recommendation: UNDP?s record on resource mobilization has been excellent. However, this performance is mainly due to two sources ? Global Fund and GEF. With a possible narrowing of the donor base in Zambia on account of its LMIC status, and possible loss of Global Fund PR role, UNDP will be seriously challenged in the near future and appropriate strategies are needed to counter this trend UNDP should review the implications and the potential impact of the transfer of Global Fund PR role to GRZ in the near future, on its extra-budgetary resources, and devise appropriate strategies to mitigate potential adverse effects on staffing and operations.
Management Response: [Added: 2015/04/10]

Noted, the CO has already made efforts with good results in terms of increasing resources mobilized in Governance and Gender programmes. This is particularly important because UNDP is neutral partner that can implement governance programmes with funding from bilateral donors. Despite these efforts, the CO has realized that even these current alternatives may not match the losses due to ending of the Global Fund PRship role in 2016. Thus, while taking into account the changing development finance environment, it has established a task team to explore alternative resource mobilisatiion measures and revise the resource mobilization strategy accordingly. This has also been done as part of the UNDP CO Financial Sustainability and Effectiveness Plan. However, in 2014 the UNCT has agreed to develop a UN wide resource mobilization strategy which will guide the agency specific resource mobilization strategies.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
13.1 Finalise the CO resource mobilization strategy taking into account the changes in the development finance environment, the CO Financial Sustainability and Effectiveness Plan, and the UN-Wide Resource Mobilisation Strategy.
[Added: 2015/04/10]
Country Director and Task Team 2015/03 Completed The CO task team created to spearhead this process completed strategy and provided the CO with options to be implemented in future. The finalization of the strategy for the next Country Programme implementation will be done as part of the UN-wide resource mobilization strategy under the United Nations Sustainable Development Partnership Framework.
14. Recommendation: GRZ should make significant efforts in the prioritization of its development agenda, and to strengthen its capacity to coordinate the different interventions - the current process of the revision of the SNDP provides a good opportunity to accomplish this.
Management Response: [Added: 2015/04/15]

The Government through the Ministry of Finance will work with UNDP and other partners to clearly define the priorities for the national development agenda through the National Development Plans that are consistent with Global Development Agenda such as MDGs and SDGs, and towards the aspirations of the Vision 2030. The agreed national priorities will guide the development of the New UNDAF and the Country Programme Document.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
14.1 Hold a strategic prioritization meeting with the UN during the development of the New UNDAF
[Added: 2015/04/15]
Ministry of Finance Planning Unit and RCO. 2015/03 Completed The strategic prioritization meetings between the UN and Government Agencies were held from November 2014 to February 2015. They were led by the MoF and UN RCO
14.2 Hold consultative meetings with UNDP during the development of the New CPD for it to address national priorities.
[Added: 2015/04/15] [Last Updated: 2017/11/01]
Ministry of Finance Planning Unit and UNDP. 2015/05 Completed This has been completed the new CPD was approved by the executive board in 2015. History
15. Recommendation: Strengthen internal arrangements of MoF for the coordination and management of the CPAP and its programmes
Management Response: [Added: 2015/04/15]

The MoF and UNDP will hold a meeting to discuss how to strengthen the management arrangements for the current and new CPD.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
15.1 Hold a meeting aimed at strengthening the management arrangement for the CPD which include formulation, implementation and monitoring
[Added: 2015/04/15] [Last Updated: 2017/11/01]
Ministry of Finance PS and UNDP Country Director 2015/03 Completed This was implemented and a new CPD developed and approved in 2015. There is need to strengthen the joint management and coordination mechanism now that the CPD is being implemented. History
16. Recommendation: Strengthen working relationship with the national execution body: the coordination/consultation structures envisaged under the CPAP have not functioned well and need to be reviewed ? the national steering committee
Management Response: [Added: 2015/04/15]

UNDP and the MoF to meet and discuss the performance of the coordination and execution functions for the CPAP and put in place the necessary and structured mechanisms for managing the Country Programme in the remaining period and beyond.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
16.1 Hold a meeting with the Ministry of Finance to discuss the coordination and management of the Country Programme executions functions as per SBAA.
[Added: 2015/04/15]
Country Director 2014/11 Overdue-Initiated Initial suggestion was to include this in the CO Retreat programme. Some elements were discussed during the Annual Programme Retreat (APR held in December 2014
16.2 Constitute the National Steering Committee envisaged under the CPAP or an equivalent coordination and management mechanism.
[Added: 2015/04/15]
Country Director 2014/12 No Longer Applicable The discussion on the national steering committee also needs to look at other viable options in case there are limitations with the initially envisaged National Steering Committee. With the sector steering committee covering the roles of outcome boards and APR, these were deemed sufficient. The idea to be reviewed for consideration during the start-up phase of the new CPD.
17. Recommendation: Refocus the CPAP on five outcomes ? the outcome on food security (2.1) can be integrated into climate change, natural resource management and environment work. With respect to outcome 2.2, it should either be dropped given that the indicators and targets bear little relevance to the outcome or be completely reformulated and more importantly to design and implement it as a Joint Programme on youth and women employment.
Management Response: [Added: 2015/04/15]

The Country Office has already refocused its programme on six (6) outcomes after exiting from outcomes 1.3 and 2.1. The Country Office and the MoF to discuss further on how to revise the focus areas in the current programme document for upstream poverty reduction interventions especially those conducted by the Strategy and Policy Unit.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
17.1 Refocus the programme on outcomes where UNDP has comparative advantage over other UN Agencies and other stakeholders take into account the findings of the MTE, the New Strategic Plan, Revised SNDP in the development of the New UN Sustainable Development Partnership and CPD
[Added: 2015/04/15]
Country Director 2015/04 Completed The two outcomes where UNDP did not comparative advantage were phased out and the CO also took into account the findings of the MTE, the New Strategic Plan, Revised SNDP in the development of the New UN Sustainable Development Partnership and CPD.
17.2 Develop a Country Programme transitioning and alignment concept note
[Added: 2015/04/15]
Programme Team and Alignment Task Team 2014/12 Overdue-Initiated The alignment workplan was developed and implementation of its activities has been built into the new CPD development as part of the UN Strategic Partnership Development Framework (UNSPDF). Alignment parameters to also be included in the scope of outcome evaluations.
18. Recommendation: UNDP should use the MTE findings to lay the basis of the next CPD/CPAP as many projects of the current portfolio will be carried over into next cycle; a third of the project portfolio is a carry-over. The process and design of any new projects must be carefully done, so as to avoid them being just a continuation of on-going activities, taking account the proposal made on way forward.
Management Response: [Added: 2015/04/15]

The Country Office will address this recommendation through the activities lined up to respond to recommendation 17 above. Initial prioritization has already taken place as part of the Financial Sustainability Exercise (FSE).

Key Actions:

19. Recommendation: Consideration should be given to setting up/strengthening policy think tanks in the country - this becomes critical as Zambia assumes its LMIC status and it progressively transitions out of external aid-driven development process.
Management Response: [Added: 2015/04/15]

Noted and UNDP Zambia has identified the need for strengthening its policy support services as the Country assumes its LMIC status. Initial efforts have focused on rationalizing the functions of the Assistant Resident Representatives (ARR) or Unit heads so that they dedicate sufficient time to policy and advisory services in addition to the programme management functions they perform. The Country Office will take this into account during the on-going Financial Sustainability Exercise.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
19.1 The CO will take the above into account during the functional review and capacity assessment stage of the Financial Sustainability Exercise.
[Added: 2015/04/15]
Senior Management No due date No deadline established The CO has already discussed this issue during the initial stages of the Financial Sustainability Exercise such as the workload study and defining the areas of focus under the current strategic plan. The process has been put on hold after the CO met its initial targets for cost reduction.
20. Recommendation: The need for GRZ/UNDP to seriously look at how to support the decentralization agenda of government - the emphasis on jobs and rural development will require improved capacities at local level to own and coordinate the development agenda
Management Response: [Added: 2015/04/22] [Last Updated: 2015/04/22]

Noted, UNDP Zambia has had programmes in support of the decentralization agenda including the completion of the capacity assessment for local authorities which has informed the current direction with respect to decentralization. The Country Office will continue to engage the Ministry of Local Government and the decentralization secretariat on how it can be involved within the current initiatives through the Governance Programme and on future areas of support for the new Country Programme.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
20.1 Discuss with the Ministry of Local Government on the possible areas of support under the current governance programme and for the new Country Programme.
[Added: 2015/04/22]
Governance Advisor No due date No deadline established Following the support provided to the decentralization in the 2007-2010 Country Programme, there have been initial discussions for support under the 2011-2015 Governance Programme.
21. Recommendation: Zambia shares borders with eight countries, and these borders are often very porous with movement of people, goods, services and natural resources. This reality should be reflected in UNDP/GRZ programmes ? there are several ecosystems that straddle borders and regional projects for the integrated management of trans-boundary resources will be the critical. The least that can be done is to ensure/support a system for sharing experiences, information and harmonizing standards and approaches with neighbouring countries
Management Response: [Added: 2015/04/22]

The CO has implemented components of regional programmes like the Lake Tanganyika Integrated Management Programme and is currently working with other countries through a regional programme to support the integration of HIV/AIDS and Gender in the impact assessments for the construction of the Kazungula bridge which will benefit and affect Zambia, Botswana, Zimbabwe and to some extent Namibia. The UNREDD programme is also designed to link to the transfrontier conservation programme which covers Zambia, Namibia and Angola. Zambia and Zimbabwe have also had joint events on the fight against malaria under the Global Fund. The CO with scale up these efforts and take this into account when developing the new programme to address issues with cross border effects and link to other UNDP Offices in those countries.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
21.1 Take into account the cross-border causes and effects in the design of the new Country Programme and engage UNDP Offices in affected countries.
[Added: 2015/04/22]
Senior Management 2015/04 Completed The new CPD focusses on promoting South-South cooperation and domestication of international and regional treaties and protocols with a view to harmonizing policies, laws, guidelines and standards whenever possible.
22. Recommendation: IPs work to strengthen internal management (financial and programmatic) systems and ensure close alignment of external support with institutional priorities to ensure relevance, impact and long-term sustainability
Management Response: [Added: 2015/04/22]

The CO builds into programmes designed with specific implementing partners measures to address capacity gaps identified in the completed HACT assessments. Implementing the HACT capacity gaps strengthens the implementing partners to effectively manage the financial resources from external partners and government, and also strengthens the management of programmes to ensure relevance, impact and long-term sustainability.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
22.1 Conduct HACT quality assurance activities that will assess the changes in the internal management capacities and also ensure close alignment of external support with institutional priorities to ensure relevance, impact and long-term sustainability.
[Added: 2015/04/22]
Programme and Operations Units and Implementing Partners No due date No deadline established The CO has discussed the need to conduct HACT quality assurance assessments which was in response to a key recommendation in the 2014 Country Office Audit.

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