Evaluation of the marking of the tenth anniversary of the international year of volunteers

Report Cover Image
Evaluation Plan:
2011-2014, UNV
Evaluation Type:
Project
Planned End Date:
01/2013
Completion Date:
07/2013
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
80,000

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Title Evaluation of the marking of the tenth anniversary of the international year of volunteers
Atlas Project Number:
Evaluation Plan: 2011-2014, UNV
Evaluation Type: Project
Status: Completed
Completion Date: 07/2013
Planned End Date: 01/2013
Management Response: Yes
Focus Area:
  • 1. Poverty and MDG
  • 2. Democratic Governance
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
  • 1. Capacities of national and local institutions enhanced to scale up proven MDG acceleration interventions and to plan, monitor, report and evaluate the MDG progress in the context of related national development priorities
  • 2. Civil society, including civil society organizations and voluntary associations, and the private sector contribute to the MDGs in support of national planning strategies and policies
Evaluation Budget(US $): 80,000
Source of Funding: SVF
Joint Programme: No
Mandatory Evaluation: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Kallick Russell Consulting
GEF Evaluation: No
Key Stakeholders: UNV
Comments: UNV's role as focal point for Global Volunteerism - Linkage to future SW VR evaluation
Lessons
Findings
Recommendations
1 1. Develop a theory of change for each initiative to articulate a clear purpose and goals, implement effectively and efficiently, and continue to build on initiative?s gains after initiative is completed.
2 2. Plan from inception how to capitalize on heightened stature to increase resources and mobilization.
3 3. Strengthen work on promotion and advocacy of volunteerism through capacity building of national volunteer mechanisms.
4 4. Facilitate norm setting, but not strive to be a norm-setting organization.
5 5. Establish a useful and feasible monitoring system that is aligned with initiative and corporate outcomes.
6 6. Continue to build communications capacity throughout the organization.
1. Recommendation: 1. Develop a theory of change for each initiative to articulate a clear purpose and goals, implement effectively and efficiently, and continue to build on initiative?s gains after initiative is completed.
Management Response: [Added: 2014/05/12]

Successor programmes (post-2015, SWVR 2014) and strategies (advocacy, research agenda) incorporate theory of change, linked to UNV SF 2014-2017 theories of change.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
a. Incorporate theory of change b. Implement and report regularly on implementation progress via regular project and workplan reporting c. Mainstream follow-up and monitoring into section and unit workplan after initiative ends d. Anchor UNV's corporate advocacy strategy through the identification of an Advocacy Focal Point in the organization to ensure continuity beyond major corporate time-bound initiatives.
[Added: 2014/05/12] [Last Updated: 2018/01/12]
VKIS, ONY 2017/12 Completed The Post 2015 project was created with theory of change for advocacy and volunteerism. Post 2015 project is closed and has been evaluated. In addition, the UNV SF incorporated regular planning, monitoring and reporting on all UNV activities. Finally, with the UNV transformation, advocacy has been included in the Volunteer Advocacy and Support Section (VASS) and specific advocacy activities will be carried out an supported within that section.
2. Recommendation: 2. Plan from inception how to capitalize on heightened stature to increase resources and mobilization.
Management Response: [Added: 2014/05/12]

Incorporate into strategies and workplans to build and expand national resource and mobilization partnerships and collaborations.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
a. Link advocacy and research related strategies, frameworks,and workplans to Partnership strategy and country related workplans b. Link advocacy and research related strategies, frameworks,and workplans to Partnership strategy and global related workplans
[Added: 2014/05/12] [Last Updated: 2018/01/12]
VKIS, PPS, DPS, PCD 2017/12 Completed Advocacy strategy, Civil Society Egngagment strategy and partnerships strategy were created to support UNV SF 2014-20217 and work at corporate level. In addition, Global Programmes embedded advocacy into them to address at the programmatic level. This will continue with the new UNV SF 2018-2021 and new VI Global Project which will guide all of UNVs work in VI.
3. Recommendation: 3. Strengthen work on promotion and advocacy of volunteerism through capacity building of national volunteer mechanisms.
Management Response: [Added: 2014/05/12]

Incorporate into advocacy strategy and civil society framework

Key Actions:

Key Action Responsible DueDate Status Comments Documents
a. Link advocacy related strategies, frameworks,and workplans to capacity building and learning workplans of PDD and VKIS
[Added: 2014/05/12] [Last Updated: 2018/01/12]
VKIS, PDD 2017/12 Completed Global Programmes developed to support this recommendation/key action. Volunteer networks, volunteer groups, Volunteer organization steering committees created at country level to support IVY +10. For sustainability some of these efforts have been overtaken by governments and other civil society organizations.
4. Recommendation: 4. Facilitate norm setting, but not strive to be a norm-setting organization.
Management Response: [Added: 2014/05/12]

Extend knowledge sharing and practice exchanges within and beyond UNV.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
a. Incorporate relevant advocacy and research related knowledge into KM and learning strategies for UNV, UN Volunteers, and stakeholders
[Added: 2014/05/12] [Last Updated: 2018/01/12]
VKIS. PDD 2017/12 Completed AIM (advocacy, integration and mobilization) efforts included field unit induction trainings/workshops, training on planning, advocacy, promotion and implementation of volunteer projects and programmes. Knowledge Management - created group of interested parties to develop knowledge products and share learning at country and HQ learning. KM strategy developed but not implemented. Knowledge product: guidance note on developing youth volunteer schemes- used by countries and VIOs.
5. Recommendation: 5. Establish a useful and feasible monitoring system that is aligned with initiative and corporate outcomes.
Management Response: [Added: 2014/05/12]

Link RBM monitoring of programmes/ initiatives and Strategic Framework

Key Actions:

Key Action Responsible DueDate Status Comments Documents
a. UNV Strategic Framework was developed with baselines and indicators to be monitored regularly. b. Programme monitoring framework is planned for 2014
[Added: 2014/05/12] [Last Updated: 2018/01/12]
VKIS, QAU 2017/12 Completed Post 2015 project and VKIS project specifically addressed implementation and monitoring of work on VI. Regular and appropriate planning, monitoring and reporting have been built into all UNV work through the Strategic Framework, Integrated Results and Resource Matrix and Annual Business Plans. These continue to be used in UNV corporate efforts.
6. Recommendation: 6. Continue to build communications capacity throughout the organization.
Management Response: [Added: 2014/05/12]

Implement relevant aspects of Communication Strategy

Key Actions:

Key Action Responsible DueDate Status Comments Documents
a. Partner with Communications to build relevant workplans and capacities among Bonn staff and field
[Added: 2014/05/12] [Last Updated: 2018/01/12]
CS, VPMG, PS 2017/12 Completed As part of the management response to the UNV SF 2014-2017 evaluation and UNV transformation UNV is undertaking a review of corporate level communication products and needs. With the assistance of communication staff in the Regional Offices, these communication products will be translated and updated to ensure they are appropriate to the regional and country context.

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