Evaluation of UNDP Botswana Country Programme: (2010-2014)

Report Cover Image
Evaluation Plan:
2010-2014, Botswana
Evaluation Type:
Others
Planned End Date:
12/2014
Completion Date:
03/2014
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
30,000

Share

Document Type Language Size Status Downloads
Download document Final CP Evaluation Report 270314 (2).pdf report English 1185.44 KB Posted 327
Title Evaluation of UNDP Botswana Country Programme: (2010-2014)
Atlas Project Number:
Evaluation Plan: 2010-2014, Botswana
Evaluation Type: Others
Status: Completed
Completion Date: 03/2014
Planned End Date: 12/2014
Management Response: Yes
Focus Area:
  • 1. Others
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
  • 1. Output 1.1. National and sub-national systems and institutions enabled to achieve structural transformation of productive capacities that are sustainable and employment - and livelihoods- intensive
Evaluation Budget(US $): 30,000
Source of Funding: TRAC and Cost Sharing
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Primson Management Services
GEF Evaluation: No
Key Stakeholders:
Countries: BOTSWANA
Lessons
Findings
Recommendations
1 Against the backdrop that the South-South and Triangular cooperation initiatives are built around the good experience on good governance and control of corruption, UNDP should consider building on the good work done so far and enhance support to the DCEC in order to enable it to manage complex aspects of corruption and address private sector motivation for good governance.
2 The evaluation recommends a review of programme interventions in the governance sector in order to identify strategic and priority national interventions which have the potential for generating ripple effects on governance across the country.
3 Against the backdrop that Botswana has potential for earthquakes and other forms of complex risks such as economic shocks, UNDP should consider a proper place for disaster management the need to support the GoB with the right kind of technical service in order to improve country resilience and support through appropriately building resilience issues areas in the design of its new CP.
4 The UNDP CP should focus on supporting the implementation of Botswana's Economic Diversification Drive in partnership with other international development agencies that have the financial strength to support the hardware requirements of economic diversification.
5 UNDP should invest in development of policies and strategies that will strengthen Botswana's competitiveness as it transforms from a resource to an efficiency-based economy, as well as consolidates its position among upper middle income countries
6 UNDP should continue with its upstream policy advisory focus for pro-poor development planning in order to help Botswana achieve inclusive growth and improve its development indicators, i.e. poverty prevalence rates, unemployment, inequality measures, HDI and HPI.
7 There is need for UNDP to use its convenor role to build a coordinated approach for strengthening the UNCT technical advisory role to the MDG reporting processes.
8 In the short to medium term, (i.e. till 2016) UNDP should see through the completion and implementation of the BPES, LED Policy Framework and National Strategy for Sustainable Development/PEI to ensure that future national economic growth and diversification agendas are founded on solid pro-poor, green growth and inclusive policy frameworks.
9 UNDP should develop an exit strategy in a short term to ensure continued support from other development partners.
10 Sustained efforts must be made by key implementing partners to roll out the pilot project on community conversations on PMTCT. Some gains have been made in developing capacities at the community level. The intervention has a unique potential to empower communities to confront barriers to HIV and AIDS services as well as addressing issues of stigma and discrimination.
11 UNDP should encourage the involvement of IPs in development of the CP results frameworks for greater ownership and buy-in.
12 UNDP should consider devising a sound strategy that specifies resources allocation and technical skills to support integration of HIV and AIDS in the sustainable development and governance units ensuring continues support to the GoB on Health, HIV and AIDS governance matters as per the corporate UNDP Division of Labour (DoL) mandate.
13 UNDP should acquire the capacity to mentor and support CSOs in executing projects. This should be acquired not by hiring extra staff but by employing local skills in accounting, management, compliance etc. on a retainer basis to be available and employed when needed
14 UNDP should engage with government on harmonising its policy with respect to Community Based Natural Resource Management and making sure that all policies support the concept. Namibia provides a best practice in that score and could be potentially used for benchmarking. Unless this is done, there can be little chance of significantly enhanced benefits from either the environment or use of renewable natural resources.
15 UNDP should remain prepared to support a revised RERE project, although there are current constraints, notably the GoB is not yet ready to move all the way towards solar power application and any major role for the private sector in such a project. UNDP should use its neutral and catalytic role to influence the GoB towards a sustainable approach to issues of renewable energy.
16 The CO should consider developing (in the short and medium term) a Plan of Action for improved learning and training for CO staff to enhance their skills. Participation in the Global UNDP learning platform will also be complementary to such an Action Plan.
17 UNDP should consider inviting the UNDP African Regional Bureau in partnership with independent service providers to conduct retraining on RBM in the context of UNDP programmes. Involvement of a private sector service provider will ensure a good bridging for enhancing the skills of IPs including CSOs and private sector who may be new to the concepts.
18 UNDP CO should consider introducing Brown Bag Series or Policy Dialogue Series as platforms for sharing experiences of programme implementation or learning from experts? new skills that can improve implementation of the CP.
19 UNDP should consider conducting an organisational Gender Audit for the Country Office which will help them determine where they are, align with corporate requirements, improve capacity and develop a road map for sustained gender mainstreaming.
20 In the short term, particularly from henceforth, to 2016, the CO should adequately communicate with GoB to ensure a shared appreciation of the implications of the Botswana Status (UMIC/NCC). This will provide ample time and ground for managing new modalities of programme delivery.
21 The bridging Period (2015-16) should be used to complete unfinished planned outputs in the 2010-2014 CP.
22 The CO should consider developing a successor CP that is guided by the Global UNDP SP (2014- 2017) with a thrust on three repackaged issue areas: i) Sustainable Development Pathways (environment, climate change; ii) Resilience; iii) Inclusive and Effective Democratic Governance.
23 In the new successor CP, a nexus of poverty, environment and climate change and South-South and Triangular Cooperation should be flagship programmes of the CO. The evaluation recommends that the programme be designed in a way to draw best practices from the three issue areas of the Strategic Plan (2014-2017).
24 During 2015/16, the UNDP and the TA for NSSD should focus on strategic placement and institutional rationalisation of the Sustainable Development process.
25 Knowledge management: For increased value addition, the CO should consider strengthening its support to strategic knowledge management around data and information. Building internal CO capacities in knowledge management also becomes critical.
26 Sustainability: For increased efficiency in the management of technical assistance, there is need for UNDP to dialogue with GoB and come up with a clear mechanisms for transfer of skills to IP preferably through a mentorship approach.
27 The CO should work closely with the GoB to develop and clear exit strategy for the 2010-2014 programme in a manner that will enhance sustainability of benefits.
28 Lean Programme: Against the backdrop of NCC status by 2016, UNDP should consider developing a lean programme informed by her comparative advantage and value addition. The CO should consider dropping programme areas where other UN Agencies can plan a more leading role. In the areas of governance, UNDP should consider innovation in programme design and find approached for involvement of Civil Society, private sector and non-state actors. Strengthening programme design in governance for the environment sector, local government management and extractive industry appear high on the priority. Enhancing the capacity of the DCEC is pivotal.
29 UMIC/NCC: UNDP should set in motion a process of learning from countries that have successfully managed the UMIC/NCC status and build a unique model informed by Botswana country situation.
1. Recommendation: Against the backdrop that the South-South and Triangular cooperation initiatives are built around the good experience on good governance and control of corruption, UNDP should consider building on the good work done so far and enhance support to the DCEC in order to enable it to manage complex aspects of corruption and address private sector motivation for good governance.
Management Response: [Added: 2016/01/12]

UNDP continues to support DCEC on capacity building and institutional strengthening initiatives by allocating funds for activities through the Annual Work Planning modality

Key Actions:

Key Action Responsible DueDate Status Comments Documents
UNDP will continue to contribute towards the enhancement of the DCEC mandate through jointly agreed and funded interventions.
[Added: 2016/01/12]
UNDP CO portfolio managers and senior management No due date No deadline established
2. Recommendation: The evaluation recommends a review of programme interventions in the governance sector in order to identify strategic and priority national interventions which have the potential for generating ripple effects on governance across the country.
Management Response: [Added: 2016/01/12]

By observing the evolving needs of the country, engaging in consultations and conducting annual planning, UNDP remains committed to identify and support strategic and priority interventions that have positive and far reaching implications across the country.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Joint Planning and implementation between Government and UNDP CO facilitated through mechanisms such as Results Groups.
[Added: 2016/01/12] [Last Updated: 2017/09/17]
UNDP CO portfolio managers and senior management 2016/12 No Longer Applicable [Justification: During the development of new UNSDF 2017 - 2021 ( UNDAF), the results groups were discontinued by UNCT.]
During the development of new UNSDF 2017 - 2021 ( UNDAF), the results groups were discontinued by UNCT. History
3. Recommendation: Against the backdrop that Botswana has potential for earthquakes and other forms of complex risks such as economic shocks, UNDP should consider a proper place for disaster management the need to support the GoB with the right kind of technical service in order to improve country resilience and support through appropriately building resilience issues areas in the design of its new CP.
Management Response: [Added: 2016/01/12]

UNDP continues to support the National Disaster Management Office in Office of President to execute its mandate in disaster preparedness and response. Several disaster risk vulnerability assessments in disaster prone areas have already taken place with support from UNDP.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Technical and financial support for review of National Disaster Management Policy (1996).
[Added: 2016/01/12] [Last Updated: 2017/09/17]
UNDP Governance Programme/portfolio 2016/12 Completed This support is budgeted for under the Governance Portfolio AWP 2017 and will be implemented by the NDMO. History
4. Recommendation: The UNDP CP should focus on supporting the implementation of Botswana's Economic Diversification Drive in partnership with other international development agencies that have the financial strength to support the hardware requirements of economic diversification.
Management Response: [Added: 2016/01/12]

UNDP CO is supporting the Botswana Economic diversification drive through the local economic development (LED) process.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
A technical advisor has been seconded to the Ministry of Local Government and Rural Development to facilitate the development a LED framework, Guidelines on mainstreaming LED into the structures and work processes of local authorities and Local Economic Assessment (LEA) reports to facilitate the pilot districts to understand the opportunities to grow their economies.
[Added: 2016/01/12] [Last Updated: 2017/09/17]
UNDP Economic Diversification and Poverty Eradication Programme 2016/12 Completed In the new Programme cycle 2017 - 2021, A new focus on Economic Diversification and Inclusive growth has be agreed by the country office. A PRODOC is under design for implementation over a period of 5 years. History
5. Recommendation: UNDP should invest in development of policies and strategies that will strengthen Botswana's competitiveness as it transforms from a resource to an efficiency-based economy, as well as consolidates its position among upper middle income countries
Management Response: [Added: 2016/01/12]

UNDP business model is based on upstream policy advisory services. The component that relates to strengthening Botswana?s competitiveness is on local economic development that seeks to build the structures for competitiveness at the local/district level

Key Actions:

Key Action Responsible DueDate Status Comments Documents
LED technical advisor recruited.
[Added: 2016/01/12] [Last Updated: 2017/09/17]
UNDP Economic Diversification and Poverty Eradication Programme 2016/12 Completed The key action has been done. There is an LED technical adviser in place to support gov't efforts for economic diversification at sub national level. The LED programme will be implemented over a period of 5 years through the Economic Diversification and inclusive Growth Portfolio. History
6. Recommendation: UNDP should continue with its upstream policy advisory focus for pro-poor development planning in order to help Botswana achieve inclusive growth and improve its development indicators, i.e. poverty prevalence rates, unemployment, inequality measures, HDI and HPI.
Management Response: [Added: 2016/01/12]

Because of the strategic nature of the intervention in a MIC context, UNDP is continuing with its upstream policy advisory focus in the country.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The support UNDP provided is the development of LED tools and introduction National Poverty Eradication Strategy and Multi-dimensional approach to poverty eradication
[Added: 2016/01/12] [Last Updated: 2017/09/17]
UNDP Economic Diversification and Poverty Eradication Programme 2016/12 Completed History
7. Recommendation: There is need for UNDP to use its convenor role to build a coordinated approach for strengthening the UNCT technical advisory role to the MDG reporting processes.
Management Response: [Added: 2016/01/12] [Last Updated: 2016/01/12]

Recommendation noted. As the user of the coordinated approach, the UNCT will have to make a contribution on how best to coordinate their efforts not only MDG reporting but also on other critical areas of development intervention reporting.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Engagement with UNCT to build a coordinated approach for strengthening the UNCT technical advisory in reporting processes.
[Added: 2016/01/12]
RR, UNCT No due date No deadline established
8. Recommendation: In the short to medium term, (i.e. till 2016) UNDP should see through the completion and implementation of the BPES, LED Policy Framework and National Strategy for Sustainable Development/PEI to ensure that future national economic growth and diversification agendas are founded on solid pro-poor, green growth and inclusive policy frameworks.
Management Response: [Added: 2016/01/12]

UNDP is committed to completing the BPES, LED Policy framework and the National Strategy for Sustainable development. The utilization of these strategic tools will however, be largely dependent on the intended user which the government.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
UNDP technical advisors have been placed in relevant government ministries to ensure that the full participation and buy-in the process of developing the BPES, LED Framework, NSSD
[Added: 2016/01/12] [Last Updated: 2017/09/17]
UNDP Management, Programme managers and technical advisors 2016/12 Completed The LED Policy Framework has been approved by Cabinet in August 2016. History
9. Recommendation: UNDP should develop an exit strategy in a short term to ensure continued support from other development partners.
Management Response: [Added: 2016/01/12]

After realizing the need to continue with the HIV and AIDS program in Botswana despite the funding challenges. UNDP does not intend to exit. The HIV and AIDS program was re structured. UNDP took part in the global Fund and got some funding for the LEA regional project. Other funding was sourced by the HQ office

Key Actions:

Key Action Responsible DueDate Status Comments Documents
No specific activities planned.
[Added: 2016/01/12]
tbd No due date No deadline established
10. Recommendation: Sustained efforts must be made by key implementing partners to roll out the pilot project on community conversations on PMTCT. Some gains have been made in developing capacities at the community level. The intervention has a unique potential to empower communities to confront barriers to HIV and AIDS services as well as addressing issues of stigma and discrimination.
Management Response: [Added: 2016/01/12]

This is currently not a priority for the country and the program is so far excelling in the prevention of new HIV infection as it is currently at 2%. The GoB is currently using the CCE and CATCH at the communities to fast trach the epidemic control. The CCE strategy was completed by PEPFAR and institutionalized at the MLGRD, under NACA.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
specific actions to be developed once sufficient consultations have been done.
[Added: 2016/01/12]
TBD No due date No deadline established
11. Recommendation: UNDP should encourage the involvement of IPs in development of the CP results frameworks for greater ownership and buy-in.
Management Response: [Added: 2016/01/12]

The development of CP results frameworks already involves IPs. Efforts will be made to improve the level of participation by IPs for greater ownership and buy-in.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The up-coming preparation for the next programme cycle will ensure enhanced participation by IPs.
[Added: 2016/01/12] [Last Updated: 2017/09/17]
Pogramme managers, implementing partners 2016/04 Completed The UNDP country programme 2017 - 2021 has been been developed and approved in consultation with national partners. History
12. Recommendation: UNDP should consider devising a sound strategy that specifies resources allocation and technical skills to support integration of HIV and AIDS in the sustainable development and governance units ensuring continues support to the GoB on Health, HIV and AIDS governance matters as per the corporate UNDP Division of Labour (DoL) mandate.
Management Response: [Added: 2016/01/12]

UNDP is currently having challenges with the funding. The GoB?s resources are also depleting in which UNDP largely depends on. Funding gets worse with time where by the core funding by the HQ office will be affected in 2016. The priorities are mainly controlled by the GoB?s position and the UNAIDS strategy. There is UN joint HIV program which is guided by the Division of Labor. There are HIV components in the poverty program

Key Actions:

Key Action Responsible DueDate Status Comments Documents
specific actions to be developed once sufficient consultations have been done.
[Added: 2016/01/12]
TBD No due date No deadline established
13. Recommendation: UNDP should acquire the capacity to mentor and support CSOs in executing projects. This should be acquired not by hiring extra staff but by employing local skills in accounting, management, compliance etc. on a retainer basis to be available and employed when needed
Management Response: [Added: 2016/01/12]

UNDP continues to utilize its internal expertise to assist communities and civil society to build capacity. A deliberate effort has been made to include civil society and Community Based Organizations representatives in technical reference groups and Project Steering Committees not only for inclusive decision making but also for building capacity on project management and implementation. UNDP also continues to advertise all consultancies locally before opening them to international consultants.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
specific actions to be developed once sufficient consultations have been done.
[Added: 2016/01/12]
RR/DRR No due date No deadline established
14. Recommendation: UNDP should engage with government on harmonising its policy with respect to Community Based Natural Resource Management and making sure that all policies support the concept. Namibia provides a best practice in that score and could be potentially used for benchmarking. Unless this is done, there can be little chance of significantly enhanced benefits from either the environment or use of renewable natural resources.
Management Response: [Added: 2016/01/12]

UNDP is implementing a number of projects in the country promoting inclusive governance and decision making in management of natural resources. The projects are targeted at promoting the livelihoods of the rural communities and their representatives through Community Trusts and village and district leadership presents opportunities for the communities to play a central role. The existence of GEF/SGP which solely focuses on CBNRM is evidence of commitment to implementing related policies. All these initiatives are implemented jointly with government as most of them are co-funded by the government.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
specific actions to be developed once sufficient consultations have been done
[Added: 2016/01/12]
Environment & Climate Change Portfolio No due date No deadline established
15. Recommendation: UNDP should remain prepared to support a revised RERE project, although there are current constraints, notably the GoB is not yet ready to move all the way towards solar power application and any major role for the private sector in such a project. UNDP should use its neutral and catalytic role to influence the GoB towards a sustainable approach to issues of renewable energy.
Management Response: [Added: 2016/01/12]

UNDP has been instrumental in demonstrating and promoting renewable energy initiatives in Botswana. The effectiveness of such initiatives are evident from both the Draft Energy Policy and Draft Climate Change Response Policy which contains specific provisions on renewable energy. UNDP shall further be implementing projects supported under the GEF 6 Mitigation STAR Allocation which will further promote the utilization of renewable energy in Botswana.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
specific actions to be developed once sufficient consultations have been done.
[Added: 2016/01/12]
Environment and Climate Change Portfolio No due date No deadline established
16. Recommendation: The CO should consider developing (in the short and medium term) a Plan of Action for improved learning and training for CO staff to enhance their skills. Participation in the Global UNDP learning platform will also be complementary to such an Action Plan.
Management Response: [Added: 2016/01/12]

As part of the induction processes, new CO staff are required to complete learning modules in the LMS platform in order enhance requisite skills in their respective areas of work. Overall, learning and training is a continuous process for the entire CO staff for purpose of meeting the various demands of the respective portfolios

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Staff to complete mandatory courses related to specific functions in the learning online learning platform
[Added: 2016/01/12]
Human Resources No due date No deadline established improved learning and training for CO staff to enhance their skills is a continuous porcess
17. Recommendation: UNDP should consider inviting the UNDP African Regional Bureau in partnership with independent service providers to conduct retraining on RBM in the context of UNDP programmes. Involvement of a private sector service provider will ensure a good bridging for enhancing the skills of IPs including CSOs and private sector who may be new to the concepts.
Management Response: [Added: 2016/01/12]

Inviting the UNDP African Regional Bureau in partnership with independent service providers to conduct retraining on RBM in the context of UNDP programmes will be considered on the basis on specific needs requirements as well as availability of resources. In addition to extending invitations to the RBA, the bureau itself conducts packaged training for programme staff on RBM.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
specific actions to be developed once sufficient consultations have been done
[Added: 2016/01/12]
RR/DRR No due date No deadline established
18. Recommendation: UNDP CO should consider introducing Brown Bag Series or Policy Dialogue Series as platforms for sharing experiences of programme implementation or learning from experts? new skills that can improve implementation of the CP.
Management Response: [Added: 2016/01/12]

Prior to this recommendation being made the CO developed an internal knowledge sharing mechanism for staff and by staff. This plan is being rolled out to 2016.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Programme managers, technical advisors and relevant operational staff to implement according to plan
[Added: 2016/01/12]
Programme managers, technical advisors and relevant operational staff No due date No deadline established A number of learning exchanges LED by have already taken place in 2015. this will be an on going process.
19. Recommendation: UNDP should consider conducting an organisational Gender Audit for the Country Office which will help them determine where they are, align with corporate requirements, improve capacity and develop a road map for sustained gender mainstreaming.
Management Response: [Added: 2016/01/12]

There are corporate guidelines on the establishment on assessing the extent to which the CO budgets for and spends funds on gender focused initiatives. This include the gender marker.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
No specific key actions planned.
[Added: 2016/01/12]
Country Office Management No due date No deadline established There is a Gender Action Plan for the country office developed in 2015 following CO review of its gender situation
20. Recommendation: In the short term, particularly from henceforth, to 2016, the CO should adequately communicate with GoB to ensure a shared appreciation of the implications of the Botswana Status (UMIC/NCC). This will provide ample time and ground for managing new modalities of programme delivery.
Management Response: [Added: 2016/01/12]

The CO is communication with government through various means to flag the impending NCC status to the government and other partners.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
correspondence on the implications of UMIC/NCC status to the government drafted and submitted.
[Added: 2016/01/12]
RR/DRR 2015/12 Completed
21. Recommendation: The bridging Period (2015-16) should be used to complete unfinished planned outputs in the 2010-2014 CP.
Management Response: [Added: 2016/01/12]

The bridging Period (2015-16) is being utilized to complete unfinished planned outputs in the 2010-2014 CP.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Use of Annual work plans to implement, monitor and report on progress.
[Added: 2016/01/12] [Last Updated: 2017/09/17]
All relevant staff 2016/12 Completed The bridging programme 2015 - 2016 has been concluded and evaluated. The evaluation report was part of the base documents that have informed the new programme cycle 2017 - 2021. History
22. Recommendation: The CO should consider developing a successor CP that is guided by the Global UNDP SP (2014- 2017) with a thrust on three repackaged issue areas: i) Sustainable Development Pathways (environment, climate change; ii) Resilience; iii) Inclusive and Effective Democratic Governance.
Management Response: [Added: 2016/01/12]

This is what the CO intends to do in compliance to the call by HQ for alignment to UNDP SP 2014-2017.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Programme alignment process during both the UNDAF and CPD development processes.
[Added: 2016/01/12] [Last Updated: 2017/09/17]
All relevant CO units and IPs. 2016/09 Completed The successor programme has been developed. The main programme focus is on i. Policy and programme design, ii. Policy and Programme implementation and iii. Data and M&E instead of focus on the traditional thematic topics. The traditional UNDP areas still remain and addressed through the 3 Programme Pillars. History
23. Recommendation: In the new successor CP, a nexus of poverty, environment and climate change and South-South and Triangular Cooperation should be flagship programmes of the CO. The evaluation recommends that the programme be designed in a way to draw best practices from the three issue areas of the Strategic Plan (2014-2017).
Management Response: [Added: 2016/01/12]

Recommendation noted. The CO programming process will largely be informed by UNDPs comparative advantage in the development sphere, national development priorities and alignment to the UNDP SP 2014- 2017

Key Actions:

Key Action Responsible DueDate Status Comments Documents
specific actions to be developed once sufficient consultations have been done.
[Added: 2016/01/12]
All relevant units in the CO No due date No deadline established
24. Recommendation: During 2015/16, the UNDP and the TA for NSSD should focus on strategic placement and institutional rationalisation of the Sustainable Development process.
Management Response: [Added: 2016/01/12]

Recommendation noted, however the approach and the timing of any interventions related to sustainable development will be informed by joint decision making between government and the UNDP.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
specific actions to be developed once sufficient consultations have been done
[Added: 2016/01/12]
RR/DRR No due date No deadline established
25. Recommendation: Knowledge management: For increased value addition, the CO should consider strengthening its support to strategic knowledge management around data and information. Building internal CO capacities in knowledge management also becomes critical.
Management Response: [Added: 2016/01/12]

The CO contributes towards the Human Development Report, African Economic Outlook and MDG progress reporting.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The CO will continue to explore ways of strengthening its support to strategic knowledge management around data and information
[Added: 2016/01/12]
All relevant CO units No due date No deadline established
26. Recommendation: Sustainability: For increased efficiency in the management of technical assistance, there is need for UNDP to dialogue with GoB and come up with a clear mechanisms for transfer of skills to IP preferably through a mentorship approach.
Management Response: [Added: 2016/01/12]

technical assistance from UNDP is imbedded within the institutional structure of government for exact reason of transfering skills to IPs through mentorship and under-study approach

Key Actions:

Key Action Responsible DueDate Status Comments Documents
No specific key actions planned in relation to the recommendation
[Added: 2016/01/12]
RR/DRR No due date No deadline established Dialogue between Government and UNDP is always on going how to best utilise TA and transfer of skills
27. Recommendation: The CO should work closely with the GoB to develop and clear exit strategy for the 2010-2014 programme in a manner that will enhance sustainability of benefits.
Management Response: [Added: 2016/01/12]

Since the CO programme implementation will go beyond 2010-2014, no plans for an exit strategy are envisaged.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
No specific key actions planned in relation to the recommendation.
[Added: 2016/01/12]
N/A No due date No deadline established
28. Recommendation: Lean Programme: Against the backdrop of NCC status by 2016, UNDP should consider developing a lean programme informed by her comparative advantage and value addition. The CO should consider dropping programme areas where other UN Agencies can plan a more leading role. In the areas of governance, UNDP should consider innovation in programme design and find approached for involvement of Civil Society, private sector and non-state actors. Strengthening programme design in governance for the environment sector, local government management and extractive industry appear high on the priority. Enhancing the capacity of the DCEC is pivotal.
Management Response: [Added: 2016/01/12]

The impending NCC status dictates that the CO develops a leaner programme which is informed by her comparative advantage coupled with the strategic needs of the government.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Appropriate steps are/will be taken during the programme design phase
[Added: 2016/01/12] [Last Updated: 2017/09/17]
CO Management, Programme and Operations 2016/12 Completed The country office continues to look for alternative sources of funding due to its NCC status (e.g. the GEF, gcf Through the UNCT DaO initiative, there is better coordination of work in terms of which agencies are better suited to carry out a development agenda with support from other resident and non resident agencies. History
29. Recommendation: UMIC/NCC: UNDP should set in motion a process of learning from countries that have successfully managed the UMIC/NCC status and build a unique model informed by Botswana country situation.
Management Response: [Added: 2016/01/12]

The process of learning from countries that have successfully managed the UMIC/NCC status is on-going and appropriate steps will be taken by the CO to build a model informed by Botswana country situation.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Continuous engagement with other COs with similar UNMIC/NCC status and the government
[Added: 2016/01/12]
CO management No due date No deadline established

Latest Evaluations

Contact us

1 UN Plaza
DC1-20th Floor
New York, NY 10017
Tel. +1 646 781 4200
Fax. +1 646 781 4213
erc.support@undp.org