Assessment of Development Results (ADR) : Kenya

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Evaluation Plan:
2009-2013, Independent Evaluation Office
Evaluation Type:
ICPE/ADR
Planned End Date:
12/2013
Completion Date:
12/2013
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
150,000

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Title Assessment of Development Results (ADR) : Kenya
Atlas Project Number:
Evaluation Plan: 2009-2013, Independent Evaluation Office
Evaluation Type: ICPE/ADR
Status: Completed
Completion Date: 12/2013
Planned End Date: 12/2013
Management Response: Yes
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
Evaluation Budget(US $): 150,000
Source of Funding:
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Fumika Ouchi IEO Evaluation Manager fumika.ouchi@undp.org
Edward Ontita External National Evaluation Specialist KENYA
Grace Okonji External National Evaluation Specialist KENYA
James Maraga External National Evaluation Specialist KENYA
Abhijit Bhattacharjee External International Evaluation Specialist INDIA
GEF Evaluation: No
Key Stakeholders:
Location of Evaluation: Country Level
Countries: KENYA
Lessons
Findings
Recommendations
1

UNDP should take a more strategic approach to programming to improve its programme effectiveness.

2

UNDP should re-examine its programme results framework and overall results/progress reporting systems for improved demonstration of results and greater accountability.

3

Critical risk areas in internal operational modalities and programme delivery ? particularly the timeliness in financial and procurement transaction processes ? should be urgently addressed to improve programme efficiency and sustainability.

4

Given the significant role CSOs have had in the country programme implementation, and yet with varying levels of capability, UNDP should define a clear strategy for effectively working with CSOs as implementing partners.

5

UNDP should continue (and scale up) its efforts to champion issues related to human rights, gender equity and protection of vulnerable people, including those living with HIV/AIDS.

6

In consultation with the Government, UNDP should take the lead in support of the country?s new devolution system, ensuring capacity-building of county-level authorities, promotion of human development and use of partnerships with a diverse range of stakeholders.

7

UNDP should strengthen its strategic partnerships with international development partners, by ensuring appropriate representation and timely and close communication with them at sector-related and other external engagements.

1. Recommendation:

UNDP should take a more strategic approach to programming to improve its programme effectiveness.

Management Response: [Added: 2014/06/13] [Last Updated: 2016/08/09]

UNDP took a strategic focus on design to the CPD 2014-2018. The CPD was fully aligned to the UNDAF and the Corporate Strategic Plan.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.1 Align the CPD to UNDAF and Corporate Plan
[Added: 2016/08/09]
Kenya CO Management Team 2014/06 Completed
1.2 Limit the number of outcome areas in the current CPD to maximum four outcomes
[Added: 2016/08/09]
Kenya CO Management Team 2014/06 Completed
1.3 Ensure strategic alignment of all projects in the CO
[Added: 2016/08/09] [Last Updated: 2018/05/10]
Kenya CO Management Team 2014/06 Completed A continuous process to the end of the CPD period in June 2018. History
2. Recommendation:

UNDP should re-examine its programme results framework and overall results/progress reporting systems for improved demonstration of results and greater accountability.

Management Response: [Added: 2014/06/13] [Last Updated: 2016/08/09]

The current CDP has a resources framework approved as part of the CPD.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.1 Develop a results and resources framework as part of CPD
[Added: 2016/08/09]
Kenya CO Management Team 2014/06 Completed
2.2 Ensure all projects have a results and resources framework and M&E plans with costs
[Added: 2016/08/09] [Last Updated: 2018/05/10]
Kenya CO Management Team 2014/06 Completed On-going process with all developed CPD projects. History
3. Recommendation:

Critical risk areas in internal operational modalities and programme delivery ? particularly the timeliness in financial and procurement transaction processes ? should be urgently addressed to improve programme efficiency and sustainability.

Management Response: [Added: 2014/06/13] [Last Updated: 2016/08/09]

UNDP reviewed CO SOPs to address the gaps identified in procurement and payments.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
3.1 Review the CO SOPs
[Added: 2016/08/09]
Kenya CO Management Team 2015/06 Completed
3.2 Train staff on the new SOPs
[Added: 2016/08/09]
Kenya CO Management Team 2015/06 Completed
4. Recommendation:

Given the significant role CSOs have had in the country programme implementation, and yet with varying levels of capability, UNDP should define a clear strategy for effectively working with CSOs as implementing partners.

Management Response: [Added: 2014/06/13] [Last Updated: 2016/08/09]

UNDP has continuously defined engagement with CSOs in various projects depending on implementation modality.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
4.1 Define the role of CSOs during the design phase of projects
[Added: 2016/08/09] [Last Updated: 2018/05/10]
Kenya CO Management Team 2014/06 Completed Role of CSOs to be defined depending on projects developed within the CPD cycle. History
5. Recommendation:

UNDP should continue (and scale up) its efforts to champion issues related to human rights, gender equity and protection of vulnerable people, including those living with HIV/AIDS.

Management Response: [Added: 2014/06/13] [Last Updated: 2016/08/09]

The CPD and projects are informed by UN programming principles. Targeting is well spelt out in all CO interventions.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
5.1 Define target groups in the CPD
[Added: 2016/08/09]
Kenya CO Management Team 2014/06 Completed
5.2 Define target groups in projects
[Added: 2016/08/09] [Last Updated: 2018/05/10]
Kenya CO Management Team 2014/06 Completed Continuous process throughout the programme cycle. History
5.3 Mainstream HRBA in CO work
[Added: 2016/08/09] [Last Updated: 2018/05/10]
Kenya CO Management Team 2014/06 Completed Continuous process throughout the programme cycle. History
6. Recommendation:

In consultation with the Government, UNDP should take the lead in support of the country?s new devolution system, ensuring capacity-building of county-level authorities, promotion of human development and use of partnerships with a diverse range of stakeholders.

Management Response: [Added: 2014/06/13] [Last Updated: 2016/08/09]

UNDP developed a transition to devolution support project prior to the 2013 elections, this was preceded with an integrated project for 2014-18.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
6.1 Continue to support devolution and support devolution and work to develop capacity of county governments.
[Added: 2016/08/09] [Last Updated: 2018/05/10]
Kenya CO Management Team 2014/06 Completed On-going under the UNDP Support to the Devolution process in Kenya 2014-2018. History
7. Recommendation:

UNDP should strengthen its strategic partnerships with international development partners, by ensuring appropriate representation and timely and close communication with them at sector-related and other external engagements.

Management Response: [Added: 2014/06/13] [Last Updated: 2016/08/09]

UNDP participates in major sector and donor working groups based on its comparative advantage.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
7.1 Participate in Sector Working Groups and donor working groups including taking leadership as appropriate.
[Added: 2016/08/09] [Last Updated: 2018/05/10]
Kenya CO Management Team 2014/06 Completed Continuous throughout the programme cycle. History

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