Supporting Implementation of Bahrain's Universal Periodic Report (UPR) Action Plan

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Evaluation Plan:
2008-2011, Bahrain
Evaluation Type:
Final Project
Planned End Date:
04/2012
Completion Date:
07/2012
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
30,000

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Title Supporting Implementation of Bahrain's Universal Periodic Report (UPR) Action Plan
Atlas Project Number: 00062339
Evaluation Plan: 2008-2011, Bahrain
Evaluation Type: Final Project
Status: Completed
Completion Date: 07/2012
Planned End Date: 04/2012
Management Response: Yes
Focus Area:
  • 1. Democratic Governance
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Strengthened capacities of national human rights institutions
Evaluation Budget(US $): 30,000
Source of Funding: UPR Project Budget
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Nationality
PETER HOSKING Team Leader
ROUBA AL-SALEM
GEF Evaluation: No
Key Stakeholders: Ministry of Human Rights
Countries: BAHRAIN
Comments: 2.3 Enhanced national capacities to demand and deliver services and set policies in a transparent, accountable and coordinated manner
Lessons
Findings
Recommendations
1 Delays to be avoided for recruitment of project manager and the implementation of activities
2 As the project is terminating, it?s proposed to have two separate projects; one continuing to support human rights UPR commitments under a longer-term project and another one focusing on supporting NIHR capacity-building and improving its functions.
3 The UPR Steering Committee working methods require re-evaluation to ensure a transparent and participatory approach (including the meaningful participation of all stakeholders including civil society) is maintained in the implementation of new UPR recommendations and the preparation of UPR related reports.
4 Maintaining the project Manager at the international level assisted by a national project staff.
1. Recommendation: Delays to be avoided for recruitment of project manager and the implementation of activities
Management Response: [Added: 2012/11/29]

The sources for delays in recruiting a project manager have been detected and this would be avoided during the new project. During the formulation of the new project, ToR of the project manager will be advertised at advance stages. The circumstances that affected the slow-progress of the project following the February 2011 events are beyond the control of the project and any uncompleted activities will be considered for the remaining part of the project and/or become part of the new project planned to be formulated after the 2nd UPR Cycle review by the Human Rights Council.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
During the formulation of the new project, ToR of the project manager will be advertised at advance stages.
[Added: 2012/11/29] [Last Updated: 2017/12/30]
MoHR, UNDP and OHCHR 2012/11 No Longer Applicable [Justification: The project has been terminated since 2012.]
The Project had implemented several activities but was constrained by three significant factors ? the fact that a project manager was not appointed until February 2010 (eighteen months into the Project); that the events of February 2011 and their aftermath essentially brought a halt to most activities for several months; and the Project?s shift from MoFA to MoHR&SD and then to MoHR. This resulted in some of the planned activities not being completed. History
2. Recommendation: As the project is terminating, it?s proposed to have two separate projects; one continuing to support human rights UPR commitments under a longer-term project and another one focusing on supporting NIHR capacity-building and improving its functions.
Management Response: [Added: 2012/11/29]

The Government has agreed, in partnership with OHCHR, has agreed to incorporate lessons learned from the current project. This will be considered in the project formulation stage.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Project formulation being planned win coordination with MoHR and OHCHR.
[Added: 2012/11/29] [Last Updated: 2017/12/30]
MoHR, UNDP and OHCHR 2013/06 No Longer Applicable [Justification: The project has been terminated since 2012.]
To support the Government?s UPR commitments, the project should focus on the implementation of 2012 UPR recommendations and capacity development of the newly established Ministry of Human Rights (MoHR), other ministries, Parliament, Judiciary with capacity building a central objective. Strengthening of NGO capacities including on registration issues and mechanisms for civil society to work with government and vice versa should also be included. The new project will also include the BICI recommendations in the development. A second new project aimed at strengthening the NIHR, will focus on compliance with Paris Principles along with institution-building in the field of education, training and promotion of human rights. In additions, capacities for attending to claims and resolution are needed along with increasing competencies in human rights policies and monitoring legislation, policies and practices for consistency with national and international standards and research in the light of the recommendations of the Bassiouni-chaired Independent Commission of Inquiry. An important dimension of the new projects would be the partnerships between the government, UNDP and OHCHR. History
3. Recommendation: The UPR Steering Committee working methods require re-evaluation to ensure a transparent and participatory approach (including the meaningful participation of all stakeholders including civil society) is maintained in the implementation of new UPR recommendations and the preparation of UPR related reports.
Management Response: [Added: 2012/11/29]

The UPR Steering Committee size and mandate will be re-configured under the new project.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The mandate of the UPR SC will be strictly associated with project implementation and progress to avoid confusion with the UPR national committees with clear ToR for the members of the SC
[Added: 2012/11/29] [Last Updated: 2017/12/30]
MoHR, UNDP and OHCHR 2013/06 No Longer Applicable [Justification: The project has been terminated since 2012.]
Having the UPR Steering Committee to act as the Project Steering Committee was not a success. It would have been preferable to have established a smaller PSC simply to oversee the Project History
4. Recommendation: Maintaining the project Manager at the international level assisted by a national project staff.
Management Response: [Added: 2012/11/29]

The combination of having both international CTA and national project staff will be explored for project management team under the new project.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Recruitment of an international project manager will be part of the project formulation task along with the recruitment of a national project staff to whom responsibilities can be progressively delegated as the projects are implemented.
[Added: 2012/11/29] [Last Updated: 2017/12/30]
MoHR, UNDP and OHCHR 2013/12 No Longer Applicable [Justification: The project has been terminated since 2012.]
Considerable efforts were put into employing a national project manager and only when it proved impossible to find a suitable candidate was an international project manager employed. As it turned out, this proved advantageous during 2011 particularly when sectarian tensions developed. There are advantages, particularly for sustainability, in employing a national project manager. The combination of international project manager with assistance by a national staff to whom responsibilities will be progressively delegated would be a successful approach. History

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