- Evaluation Plan:
- 2012-2015, Zimbabwe
- Evaluation Type:
- Outcome
- Planned End Date:
- 12/2014
- Completion Date:
- 11/2014
- Status:
- Completed
- Management Response:
- Yes
- Evaluation Budget(US $):
- 30,000
Evaluation of country programme outcomes under good governance and sustainable development
| Document | Type | Language | Size | Status | Downloads |
|---|---|---|---|---|---|
 ToR Outcome Evaluation Good Governance IEO3 (2).docx |
tor | English | 82.60 KB | Posted | 701 |
 GGSD Outcome Evaluation Final Report.pdf |
report | English | 1175.29 KB | Posted | 1034 |
| Title | Evaluation of country programme outcomes under good governance and sustainable development | ||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Atlas Project Number: | |||||||||||||
| Evaluation Plan: | 2012-2015, Zimbabwe | ||||||||||||
| Evaluation Type: | Outcome | ||||||||||||
| Status: | Completed | ||||||||||||
| Completion Date: | 11/2014 | ||||||||||||
| Planned End Date: | 12/2014 | ||||||||||||
| Management Response: | Yes | ||||||||||||
| Focus Area: |
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| Corporate Outcome and Output (UNDP Strategic Plan 2018-2021) |
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| Evaluation Budget(US $): | 30,000 | ||||||||||||
| Source of Funding: | |||||||||||||
| Joint Programme: | No | ||||||||||||
| Joint Evaluation: | No | ||||||||||||
| Evaluation Team members: |
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| GEF Evaluation: | No | ||||||||||||
| Key Stakeholders: | UNDP, GOZ | ||||||||||||
| Countries: | ZIMBABWE |
| Lessons | |
|---|---|
| Findings |
| Recommendations | |
|---|---|
| 1 | UNDP should use the current programme to draw a concept note and lead a strategic thinking process on the future of good governance for sustainable development in Zimbabwe. The outcome of this process should be at a minimum a conceptually clear and evidence based strategic framework that builds on current successes and takes into account the national development framework, the ZIMASSET. |
| 2 | For sustainable development outcomes to be fully realised, and for optimal contribution of the governance outcomes, there needs to be synergies established between programme units to ensure that formulation of outcomes is not unduly restricted by predetermined thematic areas |
| 3 | The failure to take off of the anti-corruption project and the consigning to the back burner of the IRBM undermined the capacity dimension of the programme. It is recommended that these be fast tracked, if possible beginning within the remaining programme period, and that embedded in this should be a thorough going public sector reform strategy. |
| 4 | UNDP has a unique opportunity to spear head the development and implementation of the Constitutional Implementation strategy mooted in the CPAP and left undeveloped. Such a strategy could include; legislative alignment, advocacy and education on constitutionalism, further strengthening of constitutional bodies, among others. |
| 5 | Strengthen programme design and M & E and results based reporting capacity of UNDP staff and partners |
| 6 | Strengthen internal system audit and build partners competencies to minimise programme delivery bottlenecks and build IP capacity to manage and report on UNDP Projects |
| 7 | Strengthen internal capacities on gender mainstreaming and human rights based approaches to programming |
1. Recommendation: UNDP should use the current programme to draw a concept note and lead a strategic thinking process on the future of good governance for sustainable development in Zimbabwe. The outcome of this process should be at a minimum a conceptually clear and evidence based strategic framework that builds on current successes and takes into account the national development framework, the ZIMASSET.
Management Response: [Added: 2014/12/21]
The recommendation is noted and will be addressed as part of the on-going ZUNDAF (2016-2020) and CPD (2016-2020) drafting processes.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 1.1. The CO together with partners through the CCA and ZUNDAF development process will strategically think through and develop a Good Governance background analysis for the ZUNDAF (2016-2020) within the Public Administration and Governance Cluster in line with the ZUNDAF 2014 Country Analysis and national development framework, the ZIMASSET
1.2 The CO will develop the draft CPD (2016-2020) based on a strategic thinking around Good Governance (this is guided by the ZIMASSET and the UNDP strategic plan as the overarching development framework
[Added: 2014/12/21] |
GGM, Poverty Unit | 2014/12 | Completed | The background analysis for the Public Administration and Governance Cluster was developed and validated on December 2nd 2014. |
2. Recommendation: For sustainable development outcomes to be fully realised, and for optimal contribution of the governance outcomes, there needs to be synergies established between programme units to ensure that formulation of outcomes is not unduly restricted by predetermined thematic areas
Management Response: [Added: 2014/12/21]
The recommendation is taken on board and will guide consultations leading into the development of the next CPD (2016-2020) with a focus on breaking silos and encouraging synergies between programme units.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 2.1. The CO will hold internal consultations around the drafting of the next CPD (2016-2020), leveraging on cross-units synergies
2.2. The CO will develop the next CPD (2016-2020) bearing in mind synergies between outcomes? programmatic areas
[Added: 2014/12/21] [Last Updated: 2016/08/01] |
UNDP programme Units | 2015/03 | Completed | The development of a draft CPD (2016-2020) narrative and Results Resources Framework has been initiated History |
3. Recommendation: The failure to take off of the anti-corruption project and the consigning to the back burner of the IRBM undermined the capacity dimension of the programme. It is recommended that these be fast tracked, if possible beginning within the remaining programme period, and that embedded in this should be a thorough going public sector reform strategy.
Management Response: [Added: 2014/12/21]
While the recommendation is noted, context sensitivities and lack of buy-in from implementing partners has hampered the roll-out of mentioned programmes
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 3.1 The CO will re-strategize its support to the public sector reform under the next CPD (2016-2020) and ZUNDAF (2016-2020) processes
3.2 The CO will re-launch the IRBM Programme under the Governance Unit
[Added: 2014/12/21] [Last Updated: 2016/08/01] |
GGM Unit | 2015/12 | Completed | A new IRBM programme has been developed and ?LPACed?. Implementation will commence in 2015 History |
4. Recommendation: UNDP has a unique opportunity to spear head the development and implementation of the Constitutional Implementation strategy mooted in the CPAP and left undeveloped. Such a strategy could include; legislative alignment, advocacy and education on constitutionalism, further strengthening of constitutional bodies, among others.
Management Response: [Added: 2014/12/21]
The recommendation is noted. UNDP is currently prioritizing support to legislative alignment to the Constitution, and increased Constitution?s printing and dissemination under existing programmes.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 4.1 The CO will support the alignment of existing legislations to the Constitution through the ?Enhancing Justice Delivery and Human rights for all? project
4.2 The CO will support printing and dissemination of the Constitution under the ?Enhancing Justice Delivery and Human rights for all? project for increased outreach
4.3 UNDP will facilitate Documentation of the lessons in the constitution making process
[Added: 2014/12/21] [Last Updated: 2016/08/01] |
GGM Unit | 2015/12 | Completed | Re-printing of the Constitution has already started in 2014, and was a continuous process focusing on abridged versions in vernacular languages, braille and sign language. Attached is the evaluation report for the just completed Justice Programme. History |
5. Recommendation: Strengthen programme design and M & E and results based reporting capacity of UNDP staff and partners
Management Response: [Added: 2014/12/21]
The recommendation is well noted. UNDP is committed to continue strengthening programme staff and partners? programme design, M&E and RBM capacities
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 5.1 The CO will ensure that quality checks and support is continuously provided by the M&E Specialist (development of Annual Work Plan, M&E Frameworks, Annual Reports, etc.).
5.2 The CO will hold quarterly Programme Implementation Meetings (PIM) with targeted presentations and support from the M&E Specialist
5.3 The CO will support targeted RBM trainings for IP upon request
[Added: 2014/12/21] [Last Updated: 2016/08/01] |
M&E Focal Points, UNDP CO (Programme) | 2015/12 | Completed | So far, all projects do have AWPs and M&E plans; Atlas monitoring and project management tools are updated quarterly; reports are now being done in the prescribed format and there is marked improvement results reporting; An RBM capacity building training for all UNDP IPs was conducted in January 2014. Additional targeted RBM trainings were conducted for projects (Enhancing Justice Delivery Project, Capacity building support for CSOs project) in 2014. M&E support has continued to be provided across the CO projects, with targeted training having been provided for targeted IPs in 2015, namely the Ministry of Gender as well as the Zimbabwe Human Rights Commission. On file are also the minutes for the PIM meetings held in 2015. History |
6. Recommendation: Strengthen internal system audit and build partners competencies to minimise programme delivery bottlenecks and build IP capacity to manage and report on UNDP Projects
Management Response: [Added: 2014/12/21]
The recommendation is well noted and UNDP will continue building both internal audit capacities as well as the capacities of UNDP partners in managing and reporting on UNDP projects
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 6.1 The CO will provide continuous support to build IP?s capacities to manage and report UNDP projects
6.2 The CO will recruit programme coordinators to strengthen the IP?s capacities to manage targeted projects
[Added: 2014/12/21] [Last Updated: 2016/08/01] |
GGM Unit | 2015/12 | Completed | In September IPs were updated on the UNDP systems and processes to ensure results accountability. Programme Coordinators are in place for four governance projects (Local Government; ZHRC; Enhancing Justice Delivery; CPR). History |
7. Recommendation: Strengthen internal capacities on gender mainstreaming and human rights based approaches to programming
Management Response: [Added: 2014/12/21]
The recommendation is well noted and UNDP will continue strengthening internal programme staff capacities to mainstream gender and human rights based approaches.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 7.1 The CO will support gender mainstreaming throughout the programming cycle (planning, M&E and reporting). The CO has registered its interest to participate in the UNDP Corporate Gender Equality Seal process in 2015 to further identify gender mainstreaming gaps and enhance its capacity in gender mainstreaming
7.2 The CO will raise awareness and equip staff with human rights based approaches to programming
[Added: 2014/12/21] [Last Updated: 2017/11/16] |
Gender Focal Point, GGM Unit Gender Focal Team | 2016/12 | Completed | The CO has a Gender Seal Committee in place, which meets regularly, and an action plan has been developed and approved which is currently under implementation. There is an allocated budget from the CO learning plan of $8,000. History |