Evaluation Democratic Governance and Rule of Law Portfolio 2016

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Evaluation Plan:
2013-2017, Myanmar
Evaluation Type:
Outcome
Planned End Date:
01/2017
Completion Date:
12/2016
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
90,000

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Title Evaluation Democratic Governance and Rule of Law Portfolio 2016
Atlas Project Number:
Evaluation Plan: 2013-2017, Myanmar
Evaluation Type: Outcome
Status: Completed
Completion Date: 12/2016
Planned End Date: 01/2017
Management Response: Yes
Focus Area:
  • 1. Others
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 2.1. Parliaments, constitution making bodies and electoral institutions enabled to perform core functions for improved accountability, participation and representation, including for peaceful transitions
  • 2. Output 3.6. Governance institutional, and other critical bottlenecks addressed to support achievement of the MDGs and other internationally agreed development goals
  • 3. Output 3.4. Functions, financing and capacity of rule of law institutions enabled, including to improve access to justice and redress
Evaluation Budget(US $): 90,000
Source of Funding: Core
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Phillip Rawkins Lead Evaluator rawkins@rogers.com
Frederick Rawski Evaluator frederickrawski@gmail.com
Sai Htun Thiha Evaluator saihtunthiha@gmail.com
GEF Evaluation: No
Key Stakeholders:
Countries: MYANMAR
Lessons
Findings
Recommendations
1

Pillar 3 management re-assess the current alignment of roles and responsibilities, with a view to strengthening the position of both the CTAs and Programme Specialists (Output Leads), and taking some of the pressure of administrative workload from the PTL

2

A Deputy Programme Manager, with substantial experience of UNDP projects, be recruited, to support the PTL.

3

To enhance a sense of commitment on the part of the leadership of counterpart institutions, it may be advisable for UNDP to consider utilizing a series of Letters of Agreement to complement the overarching MOU, and thus confirm the official link between it and each of its government partners

4

Pillar 3 management initiate an informal consultative review of the practice pertaining to the Pillar and Output Boards, with a view to improving their effectiveness, as well as their relevance to both government counterparts and development partners. Greater involvement of civil society might also be considered.

5

Programme governance, along with donor coordination and communication, be treated as a sphere of activity with results to be accomplished, and with an appropriate allocation of human resources, creative thinking and a budget to support it

6

For Phase 2 of the Programme, a senior capacity development and performance management adviser be recruited (on a retainer basis, to be involved on a continuing, occasional basis) to work consultatively with the Pillar management and team on development and implementation of a capacity development strategy, and to facilitate the preparation of an RRF and Theory of Change. In addition, a gender equality advisor might be engaged on a similar basis to work with the capacity development advisor.

7

In developing a future programme, UNDP gives priority to areas of engagement, which cut across programming components, and which have shown real promise: One of the most promising of these is evidence-based policy development and the presentation and utilization of research data to support policy decision-making

8

Due in part to the uncertain context in which it was first established, and the need to take advantage of opportunities for engagement wherever they appeared, the Programme is doing too many things with too many partners in too many places. It is, therefore, recommended that -In the future, consideration should be  given to the possibility of eliminating, or at least limiting expansion of, some non-core activities.

9

Given the ongoing need to maintain involvement in building the capacities of core governance institutions, the Pillar maintains its primary focus at the Union level.  However, through close cooperation with Pillar 1 and building on the work of Pillar 3 in the states and regions, the Programme’s relevance can be enhanced by strengthening links between local governance and civil society, and Union-level institutions. Rapid expansion at the state and regional level should be resisted, with consideration given to sequenced or ‘pilot’ approaches

10

The Programme develop an explicit, shared political analysis to guide programming decisions and priority-setting.

11

Higher priority is given to facilitating cooperative work with other UN agencies, where such cooperation would add value to the Programme.

12

Through the Country Office, and in conjunction with the other Pillars, Pillar 3 management advocate for, and contribute to preparing, a plan to develop on a continuous basis the capacity of national staff and mentor their professional development.

13

Pillar 3 management makes a deliberate effort to strengthen the quality and detail of financial reporting and enhance transparency of financial information to meet the needs of its partners and stakeholders.

14

Recognition be given to the central importance of Public Administration Reform as the core of overall democratic governance reform and the focus for specific reform initiatives impacting on all other components of governance and rule of law. It is also recommended that there be an enhanced budget and improved staffing levels for the PAR component.

15

In planning future programming, focused attention is given to thinking through how to ensure that a rights-based approach and gender equality are integrated in a realistic way into programme design and results frameworks

1. Recommendation:

Pillar 3 management re-assess the current alignment of roles and responsibilities, with a view to strengthening the position of both the CTAs and Programme Specialists (Output Leads), and taking some of the pressure of administrative workload from the PTL

Management Response: [Added: 2017/12/21]

The office and projects will be undergoing a change management process which will look at new structures and individual roles and responsibilities of staff.

Key Actions:

2. Recommendation:

A Deputy Programme Manager, with substantial experience of UNDP projects, be recruited, to support the PTL.

Management Response: [Added: 2017/12/21]

The planned Change Management process will look into solutions to strengthen programme management functions in the team.

Key Actions:

3. Recommendation:

To enhance a sense of commitment on the part of the leadership of counterpart institutions, it may be advisable for UNDP to consider utilizing a series of Letters of Agreement to complement the overarching MOU, and thus confirm the official link between it and each of its government partners

Management Response: [Added: 2017/12/21]

UNDP will be exploring various ways to increase government ownership and commitment as part of the new programming cycle 2018-2022.

Key Actions:

4. Recommendation:

Pillar 3 management initiate an informal consultative review of the practice pertaining to the Pillar and Output Boards, with a view to improving their effectiveness, as well as their relevance to both government counterparts and development partners. Greater involvement of civil society might also be considered.

Management Response: [Added: 2017/12/21]

UNDP agrees with this recommendation. As part of the new programming cycle, the programme governance structure will be reviewed in coordination with counterparts and development partners.

Key Actions:

5. Recommendation:

Programme governance, along with donor coordination and communication, be treated as a sphere of activity with results to be accomplished, and with an appropriate allocation of human resources, creative thinking and a budget to support it

Management Response: [Added: 2017/12/21]

UNDP agrees with the recommendation.

Key Actions:

6. Recommendation:

For Phase 2 of the Programme, a senior capacity development and performance management adviser be recruited (on a retainer basis, to be involved on a continuing, occasional basis) to work consultatively with the Pillar management and team on development and implementation of a capacity development strategy, and to facilitate the preparation of an RRF and Theory of Change. In addition, a gender equality advisor might be engaged on a similar basis to work with the capacity development advisor.

Management Response: [Added: 2017/12/21]

The office will be  undergoing a Change Management process which will advise on future CO needs and structure, based on the new CPD 2018-2022. The CO will recruit a Gender Specialist for the whole programme.

Key Actions:

7. Recommendation:

In developing a future programme, UNDP gives priority to areas of engagement, which cut across programming components, and which have shown real promise: One of the most promising of these is evidence-based policy development and the presentation and utilization of research data to support policy decision-making

Management Response: [Added: 2017/12/21]

This recommendation will be implemented during the formulation of the new Country Programme Document, and subsequent Project Documents

Key Actions:

8. Recommendation:

Due in part to the uncertain context in which it was first established, and the need to take advantage of opportunities for engagement wherever they appeared, the Programme is doing too many things with too many partners in too many places. It is, therefore, recommended that -In the future, consideration should be  given to the possibility of eliminating, or at least limiting expansion of, some non-core activities.

Management Response: [Added: 2017/12/21]

UNDP agrees with the recommendation, and will ensure a greater focus in the new CPD 2018-2022.

Key Actions:

9. Recommendation:

Given the ongoing need to maintain involvement in building the capacities of core governance institutions, the Pillar maintains its primary focus at the Union level.  However, through close cooperation with Pillar 1 and building on the work of Pillar 3 in the states and regions, the Programme’s relevance can be enhanced by strengthening links between local governance and civil society, and Union-level institutions. Rapid expansion at the state and regional level should be resisted, with consideration given to sequenced or ‘pilot’ approaches

Management Response: [Added: 2017/12/21]

UNDP agrees on the need for a continued focus at Union level, and the need to strengthen linkages between Union and subnational levels of governance. UNDP’s approach to expanded work in States and Regions will be further strengthened in the new programming cycle 2018-2022.

Key Actions:

10. Recommendation:

The Programme develop an explicit, shared political analysis to guide programming decisions and priority-setting.

Management Response: [Added: 2017/12/21]

UNDP agrees with the recommendation.

Key Actions:

11. Recommendation:

Higher priority is given to facilitating cooperative work with other UN agencies, where such cooperation would add value to the Programme.

Management Response: [Added: 2017/12/21]

UNDP agrees with the recommendation, and will pursue opportunities for joint programming and projects in the new programming cycle.

Key Actions:

12. Recommendation:

Through the Country Office, and in conjunction with the other Pillars, Pillar 3 management advocate for, and contribute to preparing, a plan to develop on a continuous basis the capacity of national staff and mentor their professional development.

Management Response: [Added: 2017/12/21]

UNDP agrees with this recommendation, and will ensure continued emphasis on national staff capacity development on an office-wide basis.

Key Actions:

13. Recommendation:

Pillar 3 management makes a deliberate effort to strengthen the quality and detail of financial reporting and enhance transparency of financial information to meet the needs of its partners and stakeholders.

Management Response: [Added: 2017/12/21]

UNDP upholds the principles of transparency, and follows corporate financial reporting requirements.

Key Actions:

14. Recommendation:

Recognition be given to the central importance of Public Administration Reform as the core of overall democratic governance reform and the focus for specific reform initiatives impacting on all other components of governance and rule of law. It is also recommended that there be an enhanced budget and improved staffing levels for the PAR component.

Management Response: [Added: 2017/12/21]

UNDP will further develop its Public Administration portfolio during the new programming cycle and ensure integration and linkages with other areas are built into the new initiative.

Key Actions:

15. Recommendation:

In planning future programming, focused attention is given to thinking through how to ensure that a rights-based approach and gender equality are integrated in a realistic way into programme design and results frameworks

Management Response: [Added: 2017/12/21]

UNDP agrees with this recommendation, and will ensure a strong HRBA and gender focus in the new programming cycle.

Key Actions:

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