Pro-poor growth and economic transformation Outcome Evaluation

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Evaluation Plan:
2013-2018, Rwanda
Evaluation Type:
Outcome
Planned End Date:
07/2018
Completion Date:
05/2018
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
150,000

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Title Pro-poor growth and economic transformation Outcome Evaluation
Atlas Project Number: 00078100
Evaluation Plan: 2013-2018, Rwanda
Evaluation Type: Outcome
Status: Completed
Completion Date: 05/2018
Planned End Date: 07/2018
Management Response: Yes
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 1.1.2 Marginalised groups, particularly the poor, women, people with disabilities and displaced are empowered to gain universal access to basic services and financial and non-financial assets to build productive capacities and benefit from sustainable livelihoods and jobs
Evaluation Budget(US $): 150,000
Source of Funding: UNDP project
Evaluation Expenditure(US $): 43,550
Joint Programme: No
Joint Evaluation: Yes
  • Joint with UNDP, UNEP, UNHABITAT, UNIDO, ILO, ECA
Evaluation Team members:
Name Title Email Nationality
Cliff Bernard Nuwakora Consultant cliff.nuwakora@gmail.com UGANDA
GEF Evaluation: No
Key Stakeholders: Government, Development Partners, UN agencies, Civil Society
Countries: RWANDA
Comments:

 This  Pro-poor growth and economic transformation Outcome Evaluation is still ongoing and requires the involvement of many stakeholders. So, we are requesting you to help in changing the end date till June 30th, 2018.

Lessons
Findings
Recommendations
1

Mainstream the capacity strengthening component of the programme in the national capacity building initiative to ensure that capacity gaps are consistently and systematically identified and relevant programmes to fill such gaps are designed and delivered accordingly.

2

Put up measures to retain key staff with requisite capacities in the core functions of service delivery planning and implementation. This calls for the design and implementation of a highly competitive remuneration policy for key governmental officials in order to reduce employee turnover.

3

In the spirit of partnership strengthening, development partners should mobilize themselves together into specific oriented platform for future programme activities in order to mitigate against financial shortfalls which adversely affect activity implementation. This requires robust resource mobilization strategies through enhanced and broadened partnerships that consider diversified financing mechanisms. Programme should conduct comprehensive risk analysis, develop risk registers and put up mitigation plans.

4

There should be closer coordination, collaboration between Operations Management Team and Development Results Groups.

5

In future programmes, it is important to put in place sustainability frameworks at the planning stage to facilitate smooth programme closure. Much as there is encouraging evidence for programme sustainability potential, developing and documenting a sustainability plan at the design phase of the programme is a good programme management practice.

6

A combination of both upstream and downstream interventions should be prioritized because of its capacity to yield more direct results even within the programme’s lifespan. This is because much as the programme interventions are able to support the achievement of the outcome, there are a number of moderating factors along the programme path whose effect on the outcome may arise way after the programme closure. In the evaluator’s opinion, whereas, upstream interventions can be broad based in nature, more direct downstream interventions (preferably on pilot basis) that address the outcome can help reveal the practicability of outcome achievement.

7

Financial reporting should rhyme with activity planning in order to best track expenditure vis-à-vis activity implementation. This is helpful in ensuring that programme expenditure is well tied to results hence value for money.

8

Successor programme(s) should include a specific component of harnessing the gains of the current programme(s) interventions to ensure systematic and coherent achievement of long term national development goals.

1. Recommendation:

Mainstream the capacity strengthening component of the programme in the national capacity building initiative to ensure that capacity gaps are consistently and systematically identified and relevant programmes to fill such gaps are designed and delivered accordingly.

Management Response: [Added: 2018/08/28]

Accepted. While the National Capacity Building Programme will not be continued under the new CPD, capacity development is among the cross-cutting areas of organizational priority for UNDP to mainstream into future programmes and will feature prominently in a number of initiatives.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Include the capacity needs assessment in the new programme to support MINECOFIN
[Added: 2018/08/28]
Poverty Reduction and Environment Unit/MINECOFIN (team drafting project document) 2018/12 Overdue-Initiated
Systematically identify areas for capacity strengthening in new programmes, including opportunities for cross-unit synergy and collaboration to strengthen capacity
[Added: 2018/08/28]
Country office management 2019/12 Initiated
2. Recommendation:

Put up measures to retain key staff with requisite capacities in the core functions of service delivery planning and implementation. This calls for the design and implementation of a highly competitive remuneration policy for key governmental officials in order to reduce employee turnover.

Management Response: [Added: 2018/08/28]

Accepted in principle. For the next programmes with Minecofin and other partners, greater emphasis will be placed on capacity building and putting in place the personnel needed to deliver on the key components. Knowledge sharing will also be used more effectively to strengthen individual capacity and support institutional development. The country office, however, does not have either the resources or government agreement to undertake the design of a remuneration policy for the government.  

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Look into possibility of retention strategy of staff which have been trained in partner institutions, potentially through a MoU between UNDP and the concerned IP.
[Added: 2018/08/28]
Poverty Reduction and Environment Unit 2018/12 Overdue-Initiated
3. Recommendation:

In the spirit of partnership strengthening, development partners should mobilize themselves together into specific oriented platform for future programme activities in order to mitigate against financial shortfalls which adversely affect activity implementation. This requires robust resource mobilization strategies through enhanced and broadened partnerships that consider diversified financing mechanisms. Programme should conduct comprehensive risk analysis, develop risk registers and put up mitigation plans.

Management Response: [Added: 2018/08/28] [Last Updated: 2018/08/28]

Accepted. The CO will collaborate with the Ministry of Finance and other Implementing Partners to engage with donors and development partners and promote harmonized support for the programmes. As of 2018, UNDP Rwanda has also established a Resource Mobilization Task Team, which is focused on building on existing partnerships as well as mobilizing new ones. The team has formulated a ResMob strategy as well as created an online partner management system, to ensure that adequate resources are mobilized to implement the next cycle of projects. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Implement ResMob strategy and continuously pursue new and innovative ways of mobilizing adequate resources
[Added: 2018/08/28]
CO and the ResMob Task Team 2023/06 Initiated
4. Recommendation:

There should be closer coordination, collaboration between Operations Management Team and Development Results Groups.

Management Response: [Added: 2018/08/28]

Agreed within the new UNDAP and Delivering as One Framework and also within UNDP. This is a broad agenda that relates not only to UNDP but the One UN

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Provide technical support to MINECOFIN to strengthen the coordination and collaboration mechanisms as well as partnerships for the implementation of the new development agenda, NST1 and domestication of regional and international frameworks like SDGs etc.
[Added: 2018/08/28]
Poverty Reduction and Environment Unit 2024/06 Initiated
UNDP will also participate in the reconfigured Development Results Groups (UNDP will chair one and serve as alternate chair of another of the 4 DRGs) and also in the Operations Management Team both of which have been mandated to collaborate more closely to deliver on the UNDAP.
[Added: 2018/08/28]
CD and DCD offices 2019/06 Initiated
5. Recommendation:

In future programmes, it is important to put in place sustainability frameworks at the planning stage to facilitate smooth programme closure. Much as there is encouraging evidence for programme sustainability potential, developing and documenting a sustainability plan at the design phase of the programme is a good programme management practice.

Management Response: [Added: 2018/08/28]

Accepted. It is indeed paramount to formulate an exit strategy at the design of the project. This is being taken onboard in the current formulation of the new programme, through a mandatory section on “Scaling up and Sustainability” in the project document.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Formulate an exit strategy and consider the sustainability of the project during the formulation of the new projects for 2018-2023.
[Added: 2018/08/28]
Poverty Reduction and Environment Unit and Implementing Partners – drafting teams 2018/12 Overdue-Initiated
6. Recommendation:

A combination of both upstream and downstream interventions should be prioritized because of its capacity to yield more direct results even within the programme’s lifespan. This is because much as the programme interventions are able to support the achievement of the outcome, there are a number of moderating factors along the programme path whose effect on the outcome may arise way after the programme closure. In the evaluator’s opinion, whereas, upstream interventions can be broad based in nature, more direct downstream interventions (preferably on pilot basis) that address the outcome can help reveal the practicability of outcome achievement.

Management Response: [Added: 2018/08/28]

Partially accepted. The majority of the CO programmes include both upstream and downstream elements, addressing policy/enabling environment, institution building, and support to beneficiaries. A small number of projects, however, have focused on capacity strengthening in key institutions which have important mandates, including MINECOFIN. While the CO will continue seeking to establish more downstream partnerships e.g. with civil society organizations (CSOs) and private sector companies where relevant, the focus of the work with Minecofin in particular will likely remain upstream.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Seek out partnerships with downstream actors, such as CSOs, where appropriate, e.g. in the YouthConnekt initiative.
[Added: 2018/08/28]
Poverty Reduction and Environment Unit 2024/06 Initiated On going
7. Recommendation:

Financial reporting should rhyme with activity planning in order to best track expenditure vis-à-vis activity implementation. This is helpful in ensuring that programme expenditure is well tied to results hence value for money.

Management Response: [Added: 2018/08/28]

Accepted. The country office is developing/standardizing its reporting template which will consistently integrate financial data with narrative progress.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Finalize the design of the project reporting template with financial and narrative progress reporting integrated into the same area to assess progress substantively and financially.
[Added: 2018/08/28]
Country office/MSU, Poverty Reduction and Environment Unit 2018/09 Overdue-Initiated
8. Recommendation:

Successor programme(s) should include a specific component of harnessing the gains of the current programme(s) interventions to ensure systematic and coherent achievement of long term national development goals.

Management Response: [Added: 2018/08/28]

Accepted. This is desired for all new programmes currently being developed. The new interventions proposed in the Country Programme Document will build on achievements already made.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Ensure that new programmes include components of building on the achievements already made in the past.
[Added: 2018/08/28]
Poverty Reduction and Environment Unit 2018/12 Overdue-Initiated

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