- Evaluation Plan:
- 2011-2013, RBEC
- Evaluation Type:
- Mid Term Project
- Planned End Date:
- 11/2014
- Completion Date:
- 09/2014
- Status:
- Completed
- Management Response:
- Yes
- Evaluation Budget(US $):
- 42,118
Final Evaluation of Public Finance for Development programme
| Document | Type | Language | Size | Status | Downloads |
|---|---|---|---|---|---|
 PFD_evaluation_final_ToR_24062013 final PB approved 1 July 2013.docx |
tor | English | 91.38 KB | Posted | 709 |
 PFD_Evaluation Report_Sept2014.pdf |
report | English | 1330.20 KB | Posted | 401 |
| Title | Final Evaluation of Public Finance for Development programme | ||||||||
|---|---|---|---|---|---|---|---|---|---|
| Atlas Project Number: | 71644 | ||||||||
| Evaluation Plan: | 2011-2013, RBEC | ||||||||
| Evaluation Type: | Mid Term Project | ||||||||
| Status: | Completed | ||||||||
| Completion Date: | 09/2014 | ||||||||
| Planned End Date: | 11/2014 | ||||||||
| Management Response: | Yes | ||||||||
| Focus Area: |
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| Corporate Outcome and Output (UNDP Strategic Plan 2014-2017) |
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| Evaluation Budget(US $): | 42,118 | ||||||||
| Source of Funding: | Govt cost-sharing | ||||||||
| Joint Programme: | No | ||||||||
| Joint Evaluation: | No | ||||||||
| Evaluation Team members: |
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| GEF Evaluation: | No | ||||||||
| Key Stakeholders: | BRC, Ministry of Finance, Ministry of Foreign and European Affairs | ||||||||
| Location of Evaluation: | Regional | ||||||||
| Countries: | MONTENEGROSLOVAK REPUBLICMOLDOVA, REPUBLIC OF |
| Lessons | |
|---|---|
| Findings |
| Recommendations | |
|---|---|
| 1 | If the intention of UNDP?s participation in the Programme is to support capacity development of the Slovak Government as an emerging donors, and/or the intention of the Slovak Republic is to develop internal capacity for management of programmatic aid, the Programme should embed a mechanism and resources for building such a capacity. |
| 2 | The Results Framework should be streamlined to support an effective results-based management. |
| 3 | To increase the efficiency and effectiveness of the Programme, the needs of the beneficiary countries should be better matched with the capacity of the Slovak Ministry of Finance professionals to respond to the needs. |
| 4 | The Programme should express a healthy dosage of ambition but its design should be pragmatic and realistic in its expectations. |
| 5 | The Programme governance model, including the role and responsibility of various stakeholders such as the Donor and the UNDP country offices, should be clearly specified and agreed upon. |
| 6 | Embed a realistic time frame and effective operational mechanisms in the Programme implementation |
| 7 | The reporting could be simplified and reduced in scope if better streamlined without reducing its quality and value for immediate purposes (in-year reporting focused on outputs and end-of-year reporting focused on contribution to expected results) |
| 8 | Given the long-term nature of the human and institutional capacity building, the Programme should pay more attention to embedding sustainability issues in the design of the Programme and individual projects (respond to some critical factors which contribute to sustaining the results, e.g. institutionalization of capacity development mechanisms, more attention to soft aspects reflecting the enabling environment, increasing synergies with capacity development institutions PEMPAL/CEF). |
| 9 | To increase its spin-off effects, the Programme could consider establishing a platform for exchange of information and experience.(e.g. internal portal for Slovak experts to exchange relevant information and experience, sharing information with participating stakeholders) |
| 10 | If the Slovak Republic wants to bring the management of the SlovakAid to a more advanced stage, it needs to clearly articulate and translate its strategic visions in concrete actions and professionalize the structure and capacity to implement and manage development aid. |
1. Recommendation: If the intention of UNDP?s participation in the Programme is to support capacity development of the Slovak Government as an emerging donors, and/or the intention of the Slovak Republic is to develop internal capacity for management of programmatic aid, the Programme should embed a mechanism and resources for building such a capacity.
Management Response: [Added: 2015/01/14]
UNDP accepts this recommendation. Public Finance for Development Programme (PFD) was designed to support capacity development in the area of public financial management of the programme beneficiaries in target countries in the region. Building capacities for management of programmatic aid has been embedded in a different project - the Slovak-UNDP Trust Fund (STF). The successor project to STF and PFD ?Slovak Republic ? UNDP Partnership for Results in the International Development Cooperation? (?partnership project?) was launched on 31 July 2014. The new project will address capacity development of the Slovak Government authorities (MFEA and MF SR) within activities under Output 1 ? Effective development cooperation tools and mechanisms enhanced and strengthened. PFD programme will continue to support PFM capacities of beneficiaries under Output 2? National capacities in partner countries enhanced and strengthened through effective provision of the Slovak transition knowledge and experience.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 1.1. Results and Resources framework that clearly describes intended outputs and targets for new Public Finance for Development Programme activities under Output 2 of the partnership project.
[Added: 2015/01/14] |
New Partnerships and Emerging Donors Team | 2014/06 | Completed |
2. Recommendation: The Results Framework should be streamlined to support an effective results-based management.
Management Response: [Added: 2015/01/14]
UNDP accepts this recommendation. The Results and Resources framework for a new project was designed to ensure evidence-based monitoring and achievement of results through effective results-based management. It will be also ensured to solicit measurable contribution to strengthening PFM capacities of the recipient countries.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 2.1. The results and resources framework is clearly defined with logical chain of results related to Public Finance for Development programme in the new partnership project document.
[Added: 2015/01/14] |
UNDP Istanbul Regional Hub | 2014/06 | Completed |
3. Recommendation: To increase the efficiency and effectiveness of the Programme, the needs of the beneficiary countries should be better matched with the capacity of the Slovak Ministry of Finance professionals to respond to the needs.
Management Response: [Added: 2015/01/14]
UNDP accepts this recommendation. Continuous alignment of a number of partner countries and a scope of assistance with available Slovak PFM and programme management capacity for implementation will be ensured.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 3.1 Update on the progress of projects implementation in Montenegro and proposal for continuation to be submitted to the Project Board. Map demand for assistance in one potentially new beneficiary country (Albania). (Ukraine)
[Added: 2015/01/14] [Last Updated: 2016/08/12] |
Project manager | 2015/12 | Completed | Planned for March 2015 but completed in February 2016 for Ukraine. Needs assessment for Ukraine was approved by the Project Board in May 2015. The assessment was completed in February 2016. Follow up project implementation was agreed with MF Ukraine and is now being prepared to start in August 2016. (Note: The system does not allow to change the year to 2016) History | |
| 3.2 Status on internal PFM capacity available for project implementation updated by MF SR
[Added: 2015/01/14] [Last Updated: 2016/08/12] |
Project manager | 2015/04 | Completed | Completed in April 2015 Updated in June 2016. MF SR mapped available expert capacity for possible engagement in the Public Finance Programme in the area of macro-economic and fiscal forecasting, accounting and budgeting. Update of available expert capacity was completed by MF SR in June 2016. History |
4. Recommendation: The Programme should express a healthy dosage of ambition but its design should be pragmatic and realistic in its expectations.
Management Response: [Added: 2015/01/14]
UNDP accepts this recommendation. The areas and objectives of assistance has been and will continue to be derived from needs identification conducted in a participatory manner with beneficiaries to ensure local commitment and ownership. Linkages to national priorities or more specifically to countries? PFM strategies (where available) remain to be important principles of effective development cooperation. Interim project implementation results will continue to provide inputs to needs assessment and projects design. External PFM assessments will be consulted as appropriate. Programme will continue to work in the PFM areas where capacity of Slovakia is sufficient to address the needs of beneficiaries.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 4.1 New phase of project was designed in line with this recommendation and the project document was developed in close consultation with partners.
[Added: 2015/01/14] |
New Partnerships and Emerging Donors Team | 2014/06 | Completed |
5. Recommendation: The Programme governance model, including the role and responsibility of various stakeholders such as the Donor and the UNDP country offices, should be clearly specified and agreed upon.
Management Response: [Added: 2015/01/14]
Recommendation not relevant and not acceptable. The programme management and organization structure has been defined in the programme document for the implementation period of 2009-2014. A role of UNDP COs has been clarified during the programme implementation as part of the agreement on their cost recovery for project support. The next phase of PFD implementation will be governed by the project organization structure described in the project document of the new partnership project and defined in line with UNDP?s Programme and Operations Policies and Procedures (POPPs). Relevant sections of POPPs were attached to the project document.
Key Actions:
6. Recommendation: Embed a realistic time frame and effective operational mechanisms in the Programme implementation
Management Response: [Added: 2015/01/14]
UNDP accepts this recommendation. Implementation plans for country specific projects have been and will continue to include specific timeframes for capacity building activities. Capacity for project management, recipient and contractors? capacity for implementation will be considered. Reducing time related to contracting through the use of long-term consultants? contracts will be considered.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 6.1 Projects implementation plans are developed in line with this recommendation.
[Added: 2015/01/14] [Last Updated: 2016/08/17] |
Project manager | 2015/12 | Completed | History |
7. Recommendation: The reporting could be simplified and reduced in scope if better streamlined without reducing its quality and value for immediate purposes (in-year reporting focused on outputs and end-of-year reporting focused on contribution to expected results)
Management Response: [Added: 2015/01/14]
UNDP accepts this recommendation. Reporting requirements were set in the project document of the new partnership project. A semi-annual progress report will be prepared and will replace quarterly reporting previously used in the PFD programme implementation. The second semi-annual report will substitute for the annual report.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 7.1 Project reporting requirements were agreed with partners
[Added: 2015/01/14] [Last Updated: 2015/01/21] |
New Partnerships and Emerging Donors Team | 2014/06 | Completed |
8. Recommendation: Given the long-term nature of the human and institutional capacity building, the Programme should pay more attention to embedding sustainability issues in the design of the Programme and individual projects (respond to some critical factors which contribute to sustaining the results, e.g. institutionalization of capacity development mechanisms, more attention to soft aspects reflecting the enabling environment, increasing synergies with capacity development institutions PEMPAL/CEF).
Management Response: [Added: 2015/01/14]
UNDP accepts this recommendation. The programme design facilities sustainability of the developed capacity by addressing factors which are under its control (inclusion of training of trainers, coaching, on-the-job training, etc). The programme will continue to pay attention to sustainability of developed capacities in a more systematic way when designing any future assistance. Accumulated knowledge and skills will be strengthened by their continuous application in practice, sharing knowledge and experience will target broader group of stakeholders, including non-government stakeholders. Strengthening sustainability through partnerships with other capacity development institutions will be explored.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 8.1 Capacity development activities are incorporated into country specific projects implementation plans and opportunities for partnerships are identified.
[Added: 2015/01/14] [Last Updated: 2016/08/17] |
Project manager | 2015/12 | Completed | History |
9. Recommendation: To increase its spin-off effects, the Programme could consider establishing a platform for exchange of information and experience.(e.g. internal portal for Slovak experts to exchange relevant information and experience, sharing information with participating stakeholders)
Management Response: [Added: 2015/01/14]
Partially relevant and acceptable. Sharing information on PFM reforms with beneficiaries and other stakeholders has been and will continue to be part of the programme. Innovative ways of knowledge sharing with stakeholders and also among experts will be explored.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 9.1 Identify innovative ways for knowledge sharing between stakeholders and beneficiaries
[Added: 2015/01/14] [Last Updated: 2016/08/17] |
New Partnerships and Emerging Donors Team | 2015/12 | Completed | Innovative ways for knowledge sharing between stakeholders and beneficiaries completed. Further the task is ongoing. Possible new ways of knowledge sharing are considered during preparation of capacity development projects in Moldova, Montenegro and Ukraine, potentially Serbia. Current beneficiary countries expressed satisfaction with all forms of knowledge sharing. MF SR is active in framing their development cooperation with partner countries, packaging PFM knowledge and experience, and preparing e-learning activities. History |
10. Recommendation: If the Slovak Republic wants to bring the management of the SlovakAid to a more advanced stage, it needs to clearly articulate and translate its strategic visions in concrete actions and professionalize the structure and capacity to implement and manage development aid.
Management Response: [Added: 2015/01/14]
UNDP does not accept this recommendation as it is not relevant for the programme and is beyond the scope of the programme external evaluation. However, this was communicated to the relevant Ministries and can be supported if requested through UNDP under Output 1 of the new partnership project. Activities are planned to be implemented to support the Slovak government institutions to plan, deliver, monitor and evaluate development activities.
Key Actions: