Terminal Evaluation - Strenghtening Personal and Community Security in Liberia

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Evaluation Plan:
2013-2019, Liberia
Evaluation Type:
Final Project
Planned End Date:
07/2013
Completion Date:
07/2013
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
10,750

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Title Terminal Evaluation - Strenghtening Personal and Community Security in Liberia
Atlas Project Number: 00049777
Evaluation Plan: 2013-2019, Liberia
Evaluation Type: Final Project
Status: Completed
Completion Date: 07/2013
Planned End Date: 07/2013
Management Response: Yes
Focus Area:
  • 1. Democratic Governance
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
  • 1. Effective, responsive, accessible and fair justice systems promote the rule of law, including both formal and informal processes, with due consideration on the rights of the poor, women and vulnerable groups
Evaluation Budget(US $): 10,750
Source of Funding: Norway
Joint Programme: No
Mandatory Evaluation: Yes
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Oscar Bloh Evaluator Oscarbloh2004@yahoo.com
GEF Evaluation: No
Key Stakeholders: LNP
Countries: LIBERIA
Lessons
Findings
Recommendations
1 For Norwegian Government: A need to support the maintenance of the infrastructure but for a limited time: While it is true that the Government of Liberia (GoL) is under obligation to provide the resources needed to maintain the structures that have been built, it is equally important that the Norwegian Government provides support for a limited timeframe (one year) while the (GoL) secures funding for the continued maintenance of facilities at the NPTA.
2 For UNDP: Undertake periodic analysis of a situation before altering scope of works of a given project: In order to limit the game-blame in project implementation, it is imperative that a timely and periodic analysis of the situation is done and that additional funds are assured before any significant change is made in the original scope of works of a given project.
3 Improve communication with implementing partners, donor and beneficiaries: The effective and timely sharing of information on major decisions reached particularly in any change in the scope of works and alert donor on any delay is necessary for coordination and increased accountability of the actions of all parties in the implementation of a project. Communication with the direct beneficiaries on the expected outputs of a given project is critical in managing expectations
4 Build in the budget recurring cost for maintenance: There is a general consensus that the government is responsible for the maintenance of projects from external funding. Due to competing needs marked by resource constraints, it is important that a certain percentage of a project of this value be built in the budget to cover recurring expenses on maintenance for a period of not more than a year. This amount can be matched with existing LNP budget for maintenance. This combined amount can contribute significantly in reducing the fast depreciation of newly constructed buildings
5 Develop a Memorandum of Understanding: It is important to develop a Memorandum of Understanding (MoU) with the LNP or any state institution prior to the implementation of the project. The MoU should contain clearly defined roles and responsibilities of the parties. This will go a long way in helping to improve communication, foster mutual accountability, manage unrealistic expectations and ensure collaboration between the parties in the attainment of the desired outputs.
6 For LNP: Strategically position a staff responsible for infrastructural development: Given the technical nature of infrastructural development and the time it requires for effective monitoring, it is essential that the LNP recruits an infrastructural development supervisor whose time will be fully dedicated to providing technical expertise to the LNP when erecting or renovating structures. This will increase the capacity of the LNP to monitor the implementation of projects with support either from the government or external donors to ensure quality and that the outputs are valued for money.
7 Institutionalise a culture of maintenance: Due to competing interests in the region, external resources are bound to reduce with time and the LNP will have no alternative but to assume leadership role in maintaining its infrastructures. The LNP needs to be innovative in finding other ways by which structures that are being built can be kept in good shape long after external funding ends. One of the ways is to design the training programme in such a way that it creates the opportunity for trainees to acquire and specialise in technical skills that can be placed at the disposal of the LNP in the maintenance of its property. It is also important to develop a maintenance strategy and policy.
8 Develop a plan to generate internal resources: While the LNP continues to negotiate with the government for increased budget allocation, it is equally important that the LNP develops a plan that will enable it to generate resources that can be used internally for maintenance purposes. For instance, the LNP can provide protective services to banks for transporting money across the country and the income generated goes toward this purpose. This arrangement can be concluded with the Ministry of Finance so that the LNP has the authority to place such revenue directly into its account.
9 Develop a plan to upgrade the NPTA to a college level: As a result of this intervention, the NPTA has the requisite infrastructure and facilities to upgrade the status of the NPTA to a college level and begin offering a full degree in criminal justice. The programme should be designed in a way that allows individuals to have a choice to pursue the college degree or serve the country at the current standard of training at the NPTA. This will contribute immensely in raising the professional standard of the LNP and putting its officers on par with other colleges in the country.
10 Limit the dependency on external sources for funding: After nearly ten years of external support to the LNP in terms of operational, human resource, institutional and technical capacity building interventions by different actors, the LNP needs to show greater ownership of this process. The sooner the LNP can limit its dependency on external actors for continuous support the better it will be for the institution to own the reform process. This will require sustained engagement and lobby by the leadership of the LNP and MoJ with the National Legislature to see reason for regular budgetary increment
11 For UNOPS: Develop a system for documentation and communication: Because UNOPS operation is project-based and staffs are retained based on resources, it is necessary to develop a system of documentation and communication so that personnel in transition can have access to decisions reached in the implementation of projects.
12 Do a comprehensive analysis of the project scope before signing off on the contract: In order to avoid delays as well as the incompletion of some of the project?s deliverables it is a necessary requirement to undertake a comprehensive assessment and financial analysis of the works that are to be completed before entering into a legally binding contract that requires specific performance
13 For MoJ: Given that the government has allocated some funds in the 2013-2014 budget of the LNP for maintenance, it is critical that the MoJ commissions regular audits to be done by the General Auditing Commission (GAC) to assess the extent to which funds allocated for maintenance purposes are utilized for those purposes.
1. Recommendation: For Norwegian Government: A need to support the maintenance of the infrastructure but for a limited time: While it is true that the Government of Liberia (GoL) is under obligation to provide the resources needed to maintain the structures that have been built, it is equally important that the Norwegian Government provides support for a limited timeframe (one year) while the (GoL) secures funding for the continued maintenance of facilities at the NPTA.
Management Response: [Added: 2014/03/28] [Last Updated: 2014/04/06]

UNDP has emphasized the Government of Liberia responsibility for the maintenance of all facilities at the end of donor funding.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
UNDP will discuss with Norway to support maintenance cost for civil work project for at least one year in the future.
[Added: 2014/03/28]
Norway, UNDP, GoL 2014/03 Overdue-Not Initiated
2. Recommendation: For UNDP: Undertake periodic analysis of a situation before altering scope of works of a given project: In order to limit the game-blame in project implementation, it is imperative that a timely and periodic analysis of the situation is done and that additional funds are assured before any significant change is made in the original scope of works of a given project.
Management Response: [Added: 2014/03/28] [Last Updated: 2014/04/06]

Noted.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
In the future, UNDP will ensure a complete design and BOQ for any civil work project before its commencement
[Added: 2014/03/28]
UNDP, IP No due date No deadline established
3. Recommendation: Improve communication with implementing partners, donor and beneficiaries: The effective and timely sharing of information on major decisions reached particularly in any change in the scope of works and alert donor on any delay is necessary for coordination and increased accountability of the actions of all parties in the implementation of a project. Communication with the direct beneficiaries on the expected outputs of a given project is critical in managing expectations
Management Response: [Added: 2014/04/06] [Last Updated: 2014/04/06]

Communication with the donor, IP and beneficiaries was maintained throughout the project period.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Weekly meetings were held to discuss how to improve communications. Sharing more information is underway.
[Added: 2014/04/06]
UNDP, Donor, IP, Beneficiaries No due date No deadline established Ongoing
4. Recommendation: Build in the budget recurring cost for maintenance: There is a general consensus that the government is responsible for the maintenance of projects from external funding. Due to competing needs marked by resource constraints, it is important that a certain percentage of a project of this value be built in the budget to cover recurring expenses on maintenance for a period of not more than a year. This amount can be matched with existing LNP budget for maintenance. This combined amount can contribute significantly in reducing the fast depreciation of newly constructed buildings
Management Response: [Added: 2014/04/06] [Last Updated: 2014/04/06]

Noted

Key Actions:

Key Action Responsible DueDate Status Comments Documents
This issue was raised at Management and accountability review meeting for action in October October 2013
[Added: 2014/04/06]
UNDP/GOL No due date No deadline established
5. Recommendation: Develop a Memorandum of Understanding: It is important to develop a Memorandum of Understanding (MoU) with the LNP or any state institution prior to the implementation of the project. The MoU should contain clearly defined roles and responsibilities of the parties. This will go a long way in helping to improve communication, foster mutual accountability, manage unrealistic expectations and ensure collaboration between the parties in the attainment of the desired outputs.
Management Response: [Added: 2014/04/06] [Last Updated: 2014/04/06]

Noted for future interventions.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Noted for future interventions
[Added: 2014/04/06]
UNDP/GOL No due date No deadline established
6. Recommendation: For LNP: Strategically position a staff responsible for infrastructural development: Given the technical nature of infrastructural development and the time it requires for effective monitoring, it is essential that the LNP recruits an infrastructural development supervisor whose time will be fully dedicated to providing technical expertise to the LNP when erecting or renovating structures. This will increase the capacity of the LNP to monitor the implementation of projects with support either from the government or external donors to ensure quality and that the outputs are valued for money.
Management Response: [Added: 2014/04/06] [Last Updated: 2014/04/06]

The issue was raised at weekly meetings with IPs. Due to insufficient funding, the staff could not be recruited.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
No action taken due to insufficient funding
[Added: 2014/04/06]
GOL No due date No deadline established
7. Recommendation: Institutionalise a culture of maintenance: Due to competing interests in the region, external resources are bound to reduce with time and the LNP will have no alternative but to assume leadership role in maintaining its infrastructures. The LNP needs to be innovative in finding other ways by which structures that are being built can be kept in good shape long after external funding ends. One of the ways is to design the training programme in such a way that it creates the opportunity for trainees to acquire and specialise in technical skills that can be placed at the disposal of the LNP in the maintenance of its property. It is also important to develop a maintenance strategy and policy.
Management Response: [Added: 2014/04/06] [Last Updated: 2014/04/06]

Noted.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Noted for action.
[Added: 2014/04/06]
GOL No due date No deadline established
8. Recommendation: Develop a plan to generate internal resources: While the LNP continues to negotiate with the government for increased budget allocation, it is equally important that the LNP develops a plan that will enable it to generate resources that can be used internally for maintenance purposes. For instance, the LNP can provide protective services to banks for transporting money across the country and the income generated goes toward this purpose. This arrangement can be concluded with the Ministry of Finance so that the LNP has the authority to place such revenue directly into its account.
Management Response: [Added: 2014/04/06] [Last Updated: 2014/04/06]

Noted.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Under discussion
[Added: 2014/04/06]
GOL No due date No deadline established
9. Recommendation: Develop a plan to upgrade the NPTA to a college level: As a result of this intervention, the NPTA has the requisite infrastructure and facilities to upgrade the status of the NPTA to a college level and begin offering a full degree in criminal justice. The programme should be designed in a way that allows individuals to have a choice to pursue the college degree or serve the country at the current standard of training at the NPTA. This will contribute immensely in raising the professional standard of the LNP and putting its officers on par with other colleges in the country.
Management Response: [Added: 2014/04/06] [Last Updated: 2014/04/06]

Noted.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Noted.
[Added: 2014/04/06]
GOL No due date No deadline established
10. Recommendation: Limit the dependency on external sources for funding: After nearly ten years of external support to the LNP in terms of operational, human resource, institutional and technical capacity building interventions by different actors, the LNP needs to show greater ownership of this process. The sooner the LNP can limit its dependency on external actors for continuous support the better it will be for the institution to own the reform process. This will require sustained engagement and lobby by the leadership of the LNP and MoJ with the National Legislature to see reason for regular budgetary increment
Management Response: [Added: 2014/04/06] [Last Updated: 2014/04/06]

Noted.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Noted.
[Added: 2014/04/06]
GOL No due date No deadline established
11. Recommendation: For UNOPS: Develop a system for documentation and communication: Because UNOPS operation is project-based and staffs are retained based on resources, it is necessary to develop a system of documentation and communication so that personnel in transition can have access to decisions reached in the implementation of projects.
Management Response: [Added: 2014/04/06] [Last Updated: 2014/04/06]

Noted.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Noted.
[Added: 2014/04/06]
UNOPS No due date No deadline established
12. Recommendation: Do a comprehensive analysis of the project scope before signing off on the contract: In order to avoid delays as well as the incompletion of some of the project?s deliverables it is a necessary requirement to undertake a comprehensive assessment and financial analysis of the works that are to be completed before entering into a legally binding contract that requires specific performance
Management Response: [Added: 2014/04/06] [Last Updated: 2014/04/06]

Noted.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Noted.
[Added: 2014/04/06]
UNOPS No due date No deadline established
13. Recommendation: For MoJ: Given that the government has allocated some funds in the 2013-2014 budget of the LNP for maintenance, it is critical that the MoJ commissions regular audits to be done by the General Auditing Commission (GAC) to assess the extent to which funds allocated for maintenance purposes are utilized for those purposes.
Management Response: [Added: 2014/04/06] [Last Updated: 2014/04/06]

Noted.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Noted.
[Added: 2014/04/06]
GOL/LNP No due date No deadline established

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