End-Term Evaluation of UNDP Civil Society Democratic Governance Facility-Amkeni Wakenya (Jul 2008 - Dec 2014)

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Evaluation Plan:
2014-2018, Kenya
Evaluation Type:
Final Project
Planned End Date:
06/2015
Completion Date:
07/2015
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
50,000

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Title End-Term Evaluation of UNDP Civil Society Democratic Governance Facility-Amkeni Wakenya (Jul 2008 - Dec 2014)
Atlas Project Number: 00061019
Evaluation Plan: 2014-2018, Kenya
Evaluation Type: Final Project
Status: Completed
Completion Date: 07/2015
Planned End Date: 06/2015
Management Response: Yes
Focus Area:
  • 1. Others
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
  • 1. Output 3.2. Functions, financing and capacity of sub-national level institutions enabled to deliver improved basic services and respond to priorities voiced by the public
Evaluation Budget(US $): 50,000
Source of Funding: Project Funds
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
GEF Evaluation: No
Key Stakeholders: Implementing Partners, Development Partners and UNDP
Countries: KENYA
Lessons
Findings
Recommendations
1 1) Facility clearly linked to the relevant and important governance programmes, processes and frameworks in Kenya;
2 2) Facility addressed the gap in the ?demand? side for the governance reforms
3 3) Facility had a flexible and responsive design - the design of the Facility evolved over time in response to the changing context;
4 4) Amkeni Wakenya-supported projects have created awareness among targets and beneficiaries on the options for accessing justice, human rights, and the need for public participation in devolved governance
5 5) Amkeni Wakenya?s support has contributed to increased realization of human rights, and creation of a human rights culture in Kenya at the local levels
6 6) Facility has contributed to growing demands for accountability and equality and non-discrimination
7 7) The Facility has contributed to shifting citizen engagements from official patronage to greater public agency;
8 8) Facility designed to cover the entire country and support local actors so as to increase/widen reach to address the issues of peace, governance, human rights, voter education etc.
9 9) Facility had robust management arrangements, and there was good coordination with development partners, but engagement between the development partners and UNDP Country Office not regular;
10 10) Facility provided good guidance and capacity building on the grants management process, but response rate on grant issues could have been better;
11 Capacities of IPs strengthening in programme management skills, including financial management, and training on various thematic governance topics;
12 Learning and knowledge management generated a wide range of knowledge products;
13 Grants management and capacity building methodologies were well-integrated, but not the learning and knowledge management methodology, but the ?triangulation? approach did not generally work well;
14 Facility has done well in addressing many of the key recommendations made during the EVALUATION, and the recommendations made on monitoring and evaluation from the audit findings.
15 Many gaps were noted in M&E and documentation. This is an area that will require significant attention and resources;
16 Good results in terms of value-for-money as administration and operations costs to IPs receiving grants does not surpass 30%;
17 Threat to sustainability seems to affect both the partners and the Facility;
18 Cessation of Facility?s financial support adversely affected many IPs;
19 Sustainability of the capacity building efforts under threat owing to staff turnover at IPs, particularly those affected by cessation of funding;
20 Consolidation of project results hampered by the short length of grants;
21 Design of Amkeni Wakenya?s Calls encouraged IPs to develop project proposals that were aligned to the prevailing GoK and county government programmes and frameworks;
22 IPs not incentivized to collaborate in project design and pooling of resources;
23 Facility active in seeking to create good synergies with other governance baskets operating in Kenya; Donors were active and partnered closely with PMU;
24 Facility broke new ground and set an important precedent in the governance sector in providing support to small local community-based groups;
25 It deliberately and with lasting impact, integrated the focus on disability within the governance sector; Facility also allowed the implementing partners to strengthen their financial management capacities through trainings as well as guidelines on budgeting and financial reporting;
26 Facility has commendably provided lasting knowledge and tools to civil society groups on the human rights based approach to programming that allows them to integrate human rights in initiatives beyond the Amkeni Wakenya-funded projects;
27 New leaders emerged from the pool of beneficiaries of Amkeni Wakenya-funded projects;
28 The use of media was noted to be crucial in the delivery of the projects funded by the Facility. There is need to develop a media engagement strategy and guideline.
29 PMU should develop thorough risk assessments for its partners and put in place a risk mitigation plans that are regularly monitored and updated.
30 Strategic collaboration, partnership and networking with key institutional actors are key to the sustainability of
31 While funding provided was adequate for planned activities, the time to undertake budgeted activities was quite limited and constrained the effectiveness and efficiency of achieving results.
32 CSOs are well placed to bring their expertise and experience to influence county governments? structures, processes and priorities in ways that promote democracy, peaceful elections, conflict resolution, human rights accountability and inclusive conceptions of citizenship.
33 Building public understanding on issues of peace, conflict resolution, human rights and democratic governance with the expectation of changing attitudes should be viewed as a long-term process.
34 Sustainability of civil society groups remains considerably precarious.
35 The basket design of Amkeni Wakenya allowed for the pooling of resources and support to small community-based groups that a bilateral financial support approach would not have managed. A PMU approach allows for the recruitment of personnel with the expertise, experience and knowledge of the local governance terrain. This was a key strength of Amkeni Wakenya.
36 Hosting of Amkeni Wakenya Facility within UNDP allowed the PMU to leverage the convening power of UNDP given its credibility with the Kenyan government. It is doubtful that Amkeni Wakenya would have gained the same level of influence in government policy spaces were it not located within UNDP. The Facility should therefore continue to operate under UNDP in order to continue leveraging this influence.
37 Future IP project design processes should allow for more stakeholder input.
38 Amkeni Wakenya should make it a requirement, and provide funding for IPs to develop solid baselines for their projects.
39 There is still a need to streamline reporting and strengthen partner capacities in this area.
40 Many of the beneficiaries expressed a desire for further capacity strengthening in the area of human rights-based approach.
41 As part of its regular capacity building and reflections for IPs, the Facility could consider training IPs on less confrontational approaches to human rights and governance work and policy influencing. IPs working on human rights and governance could also benefit from training on how to frame policy arguments and to develop data-oriented policy proposals.
42 More investment is needed in learning and knowledge management for its IPs.
43 Some IPs have integrated their Amkeni Wakenya-supported work to other initiatives strengthening the possibility that the gains might be sustained beyond the lifetime of the Facility. On reflection, this linkage with other initiatives should be explored as a requirement for Amkeni Wakenya support in future.
44 Core funding ought to be considered to allow for capacity building and contribute to developing the sustainability of the organizations and their capacities to mobilize resources. Where this is not possible, the last phase of the funding should be dedicated to transitioning the IPs with requirements for ensuring sustainability of gains and results as part of the support agreement.
45 The evaluation therefore recommends that in the next phase of the project, Amkeni Wakenya should consider reducing the number of IPs.
46 The Amkeni Wakenya Facility did not have a clear sustainability plan in place.
47 The evaluation team notes that Amkeni Wakenya has now developed an information management system. This is a welcome development. The evaluation recommends that Amkeni Wakenya should effectively deploy the system for effective information processing and data collection, data and information management and retrieval. Given the very large number of beneficiaries that Amkeni Wakenya works with, such an investment is a key management tool.
48 The triangulation model did not work well. The larger groups for instance, did not have the incentive to work with small community-based groups. Amkeni Wakenya should consider setting aside funding support that is earmarked for collaborative work between the larger groups (think tanks or research centers for instance) and the community-based groups.
49 This evaluation finds that most of the partners could still do more to ensure that mechanisms for promotion of gender equality go beyond just numbers to also address the amplification of the voices of women and transformation of power structures that disadvantage women?s participation in governance. This will involve more capacity building for IPs in gender mainstreaming, and practical guidance on how to undertake gender-sensitive programming.
50 The safety and security of implementing partners in some parts of the country emerged as an issue of concern. Some have received threats and even forced to go into hiding at some point. Given the socio-political environment of the country, it is safe to conclude that such threats will continue. Amkeni Wakenya should therefore undertake a risk assessment of its IPs and develop a strategy of addressing such risks including security training.
51 County governments have important human rights responsibilities, particularly those relating to socio-economic rights. Consequently, Amkeni Wakenya should ensure that in future funding cycles it deepens its support to organizations that seek to engage with country institutions.
52 Elections are central to dynamism of public policy choices and national cohesion, and contribute to accountable, inclusive and participatory democracy. Previous multiparty elections in Kenya have marred by divisive politics, vote-rigging, violence, and weak administrative management, among other challenges. Consequently, Amkeni Wakenya should consider funding civil society interventions that will support free, fair and peaceful elections. Suggested areas of support include: institutional strengthening to election management bodies; support to election observation, including monitoring of pre-election malpractices and violence; and advocacy for implementation of electoral and political party law reforms.
1. Recommendation: 1) Facility clearly linked to the relevant and important governance programmes, processes and frameworks in Kenya;
Management Response: [Added: 2015/11/13]

Amkeni will continue to review the context of the programme on a regular basis to ensure sustained relevance

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Amkeni will continue to review the context of the programme on a regular basis to ensure sustained relevance
[Added: 2016/02/18] [Last Updated: 2016/11/30]
PMU No due date Completed Ongoing History
2. Recommendation: 2) Facility addressed the gap in the ?demand? side for the governance reforms
Management Response: [Added: 2015/11/13]

Noted and agreed Stimulation of society?s demand for policy action and legislation remains the focus of 2nd phase Amkeni?s programme.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Stimulation of society?s demand for policy action and legislation remains the focus of 2nd phase Amkeni?s programme.
[Added: 2016/02/18] [Last Updated: 2016/12/16]
PMU No due date Completed Ongoing History
3. Recommendation: 3) Facility had a flexible and responsive design - the design of the Facility evolved over time in response to the changing context;
Management Response: [Added: 2015/11/13]

Noted and agreed. UNDP and stakeholders will subject Amkeni?s design to regular reviews to ensure responsiveness to dynamic context and emerging needs.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
UNDP and stakeholders will subject Amkeni?s design to regular reviews to ensure responsiveness to dynamic context and emerging needs.
[Added: 2016/02/18] [Last Updated: 2016/12/16]
PMU No due date Completed Regular project steering committee give stakeholder opportunity to review Amkeni's design and strategies for responsiveness History
4. Recommendation: 4) Amkeni Wakenya-supported projects have created awareness among targets and beneficiaries on the options for accessing justice, human rights, and the need for public participation in devolved governance
Management Response: [Added: 2015/11/13]

Noted and agreed. Amkeni has retained a focus on human rights and access to justice as a key results area in the design of the 2nd phase

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Amkeni has retained a focus on human rights and access to justice as a key results area in the design of the 2nd phase
[Added: 2016/02/18] [Last Updated: 2016/12/16]
PMU No due date Completed Amkeni has already initiated a call for proposal and funded the first batch of 6 grantees who focus on human rights and access to justice in 3 counties History
5. Recommendation: 5) Amkeni Wakenya?s support has contributed to increased realization of human rights, and creation of a human rights culture in Kenya at the local levels
Management Response: [Added: 2015/11/13]

Noted and agreed. Amkeni has retained a focus on human rights and access to justice as a key results area in the design of the 2nd phase

Key Actions:

Key Action Responsible DueDate Status Comments Documents
In the second phase, Amkeni will promote the application of the human rights based approach to development as a way of entrenching sustainability of interventions in this area
[Added: 2016/02/18] [Last Updated: 2016/12/16]
PMU No due date Completed Amkeni has developed a HRBA training manual and trained stakeholders on application of HRBA in CSO programming and policy analysis. History
6. Recommendation: 6) Facility has contributed to growing demands for accountability and equality and non-discrimination
Management Response: [Added: 2015/11/13]

Noted and agreed. This focus is maintained in the second phase of the facility

Key Actions:

Key Action Responsible DueDate Status Comments Documents
This focus is maintained in the second phase of the facility
[Added: 2016/02/18] [Last Updated: 2016/12/16]
PMU No due date Completed Ongoing- Amkeni's ongoing interventions promote accountability and non- discrimination in public sector. The Facility has just concluded a project that sought to stimulate demand for accountability in service delivery in Health Sector History
7. Recommendation: 7) The Facility has contributed to shifting citizen engagements from official patronage to greater public agency;
Management Response: [Added: 2015/11/13]

Noted and agreed. The Facility will maintain focus on citizen engagement for enhanced public participation on national and devolution issues

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The Facility will maintain focus on citizen engagement for enhanced public participation on national and devolution issues
[Added: 2016/02/18] [Last Updated: 2016/12/16]
PMU No due date Completed Ongoing interventions of Amkeni have continued to foster citizen engagement History
8. Recommendation: 8) Facility designed to cover the entire country and support local actors so as to increase/widen reach to address the issues of peace, governance, human rights, voter education etc.
Management Response: [Added: 2015/11/13]

Noted. In phase two the project will target ten counties in order to intensify its activists for enhanced results and impact.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
In phase two the project will target ten counties in order to intensify its activists
[Added: 2016/02/18] [Last Updated: 2017/06/15]
PMU 2017/01 Completed The facility is fully operational in 3 counties and will extend to 12 additional counties upon receipt of EU funds. History
9. Recommendation: 9) Facility had robust management arrangements, and there was good coordination with development partners, but engagement between the development partners and UNDP Country Office not regular;
Management Response: [Added: 2015/11/13]

Noted. UNDP will ensure high level representation (senior management level) at all Development Partners Meetings related to Amkeni.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
UNDP will ensure high level representation (senior management level) at all Development Partners Meetings related to Amkeni.
[Added: 2016/02/18] [Last Updated: 2016/12/16]
PMU No due date Completed The Team Leader of Democratic Governance Unit and the Head of Programmes have been participating (alternately) in Development Partners Meeting related to Amkeni History
10. Recommendation: 10) Facility provided good guidance and capacity building on the grants management process, but response rate on grant issues could have been better;
Management Response: [Added: 2015/11/13]

Partially agree: whereas there might have been delays in responding to issues related to grants, Amkeni was keen to ensure any such responses were well grounded owing to risks that attach to managing CSO grants.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Improving turn-around time for response related to guidance and capacity building on grants
[Added: 2016/02/18] [Last Updated: 2016/12/16]
PMU No due date Initiated Amkeni has so far funded 17 grantees in Phase II and has ensured reduced turn-around time for responses on queries related to grants while addressing the relevant risks History
11. Recommendation: Capacities of IPs strengthening in programme management skills, including financial management, and training on various thematic governance topics;
Management Response: [Added: 2015/11/13]

Noted and agreed. This focus will be sustained in the second phase of Amkeni

Key Actions:

12. Recommendation: Learning and knowledge management generated a wide range of knowledge products;
Management Response: [Added: 2015/11/13]

Noted and agreed. Amkeni in second Phase will devote more resources to this area for greater impact

Key Actions:

13. Recommendation: Grants management and capacity building methodologies were well-integrated, but not the learning and knowledge management methodology, but the ?triangulation? approach did not generally work well;
Management Response: [Added: 2015/11/13]

Noted and agreed Triangulation approach did not work well due to limited research capacities of partners supported during phase 1. Amkeni will nevertheless reach out to research ?oriented institutions to challenge for calls for proposals in phase 2. Amkeni will develop a more robust LKM strategy that will sufficiently be integrated into all other components of Amkeni?s 2nd phase programme. Amkeni will also ensure adequate funding for the LKM strategy.

Key Actions:

14. Recommendation: Facility has done well in addressing many of the key recommendations made during the EVALUATION, and the recommendations made on monitoring and evaluation from the audit findings.
Management Response: [Added: 2015/11/13]

Noted and agreed. This will be scaled up in the second Phase of the programme by addressing recommendations of this ETE.

Key Actions:

15. Recommendation: Many gaps were noted in M&E and documentation. This is an area that will require significant attention and resources;
Management Response: [Added: 2015/11/13]

Agreed. The PMU is currently planning for a baseline survey to establish baseline values for its indicators which will be tracked overtime to establish progress in achieving the set targets. This will be immensely complemented by the newly established M&E System which is currently being tested and commissioned. Moreover the M&E Capacity for the IPs will also be strengthened including development of data collection tools to enable them report timely and accurately.

Key Actions:

16. Recommendation: Good results in terms of value-for-money as administration and operations costs to IPs receiving grants does not surpass 30%;
Management Response: [Added: 2015/11/13]

Agreed and noted

Key Actions:

17. Recommendation: Threat to sustainability seems to affect both the partners and the Facility;
Management Response: [Added: 2015/11/13]

Agreed. Selection of IPs will be based on their demonstration of sustainability of project activities beyond Amkeni Funding. A sustainability plan for Amkeni was developed as a follow-up to the Mid Term Review. The same will be reviewed in light of the findings from the ETE for consideration by UNDP SMT

Key Actions:

18. Recommendation: Cessation of Facility?s financial support adversely affected many IPs;
Management Response: [Added: 2015/11/13]

Agreed This observation will be addressed as part of the broader sustainability solution of Amkeni?s IPs

Key Actions:

19. Recommendation: Sustainability of the capacity building efforts under threat owing to staff turnover at IPs, particularly those affected by cessation of funding;
Management Response: [Added: 2015/11/13]

Agreed. Sustainability is at the heart of Amkeni Phase 2. Capacity building strategy is being revised and will be a flagship of the current phase.

Key Actions:

20. Recommendation: Consolidation of project results hampered by the short length of grants;
Management Response: [Added: 2015/11/13]

Agreed. The grant making strategy is being revised to provide for longer duration and bigger grants to enhance impact and results.

Key Actions:

21. Recommendation: Design of Amkeni Wakenya?s Calls encouraged IPs to develop project proposals that were aligned to the prevailing GoK and county government programmes and frameworks;
Management Response: [Added: 2015/11/13]

Agreed and noted. This focus will be sustained in the second phase of Amkeni.

Key Actions:

22. Recommendation: IPs not incentivized to collaborate in project design and pooling of resources;
Management Response: [Added: 2015/11/13]

Agreed. The grants strategy currently under review is exploring innovative grant making strategies including consortiums of CSOs as well as well use of the main grantees and sub grantees strategy. Thematic review meetings were piloted in Phase One and proved a huge success. These meetings will be held more regularly, bringing together grantees working within the same thematic areas to foster collaboration and cross-learning.

Key Actions:

23. Recommendation: Facility active in seeking to create good synergies with other governance baskets operating in Kenya; Donors were active and partnered closely with PMU;
Management Response: [Added: 2015/11/13]

Agreed and noted This focus will be sustained in the second phase of Amkeni

Key Actions:

24. Recommendation: Facility broke new ground and set an important precedent in the governance sector in providing support to small local community-based groups;
Management Response: [Added: 2015/11/13]

Agreed and noted. The Amkeni space/niche of reaching the ?unreachable? community level CSOs/CBOs will be sustained in the second phase

Key Actions:

25. Recommendation: It deliberately and with lasting impact, integrated the focus on disability within the governance sector; Facility also allowed the implementing partners to strengthen their financial management capacities through trainings as well as guidelines on budgeting and financial reporting;
Management Response: [Added: 2015/11/13]

Agreed and noted This focus will be sustained and deepened in the second phase of Amkeni

Key Actions:

26. Recommendation: Facility has commendably provided lasting knowledge and tools to civil society groups on the human rights based approach to programming that allows them to integrate human rights in initiatives beyond the Amkeni Wakenya-funded projects;
Management Response: [Added: 2015/11/13]

Agreed and noted This focus will be sustained and deepened in the second phase of Amkeni

Key Actions:

27. Recommendation: New leaders emerged from the pool of beneficiaries of Amkeni Wakenya-funded projects;
Management Response: [Added: 2015/11/13]

Agreed and noted. This focus will be sustained, deepened and expanded in the second phase of Amkeni

Key Actions:

28. Recommendation: The use of media was noted to be crucial in the delivery of the projects funded by the Facility. There is need to develop a media engagement strategy and guideline.
Management Response: [Added: 2015/11/13]

Agreed Approach will be improved in phase 2 with the development of a communication strategy that will also incorporate the media

Key Actions:

29. Recommendation: PMU should develop thorough risk assessments for its partners and put in place a risk mitigation plans that are regularly monitored and updated.
Management Response: [Added: 2015/11/13]

Agreed and noted. In the current proposal template there is a risk assessment section filled in by grantees that they present to the PMU. This will be enhanced to ensure that risk mitigation measures are properly identified, implemented and monitored. Capacity building strategy will also entail support for grantees in developing viable risk management plans/strategies.

Key Actions:

30. Recommendation: Strategic collaboration, partnership and networking with key institutional actors are key to the sustainability of
Management Response: [Added: 2015/11/13]

Agreed Strategic collaboration will be cultivated and deepened with key institution actors in phase 2.

Key Actions:

31. Recommendation: While funding provided was adequate for planned activities, the time to undertake budgeted activities was quite limited and constrained the effectiveness and efficiency of achieving results.
Management Response: [Added: 2015/11/13]

Agreed. As mentioned the grants lifespan will be reviewed in Amkeni second phase to allow longer implementation duration.

Key Actions:

32. Recommendation: CSOs are well placed to bring their expertise and experience to influence county governments? structures, processes and priorities in ways that promote democracy, peaceful elections, conflict resolution, human rights accountability and inclusive conceptions of citizenship.
Management Response: [Added: 2015/11/13]

Agreed and noted. This is the mandate of Amken

Key Actions:

33. Recommendation: Building public understanding on issues of peace, conflict resolution, human rights and democratic governance with the expectation of changing attitudes should be viewed as a long-term process.
Management Response: [Added: 2015/11/13]

Agreed That is why we are proposing giving longer and bigger grants to CSOs

Key Actions:

34. Recommendation: Sustainability of civil society groups remains considerably precarious.
Management Response: [Added: 2015/11/13]

Agreed. Sustainability of CSOs will be a key area of focus in phase 2 where capacity building is being viewed as a flagship and driver for sustainability of CSOs

Key Actions:

35. Recommendation: The basket design of Amkeni Wakenya allowed for the pooling of resources and support to small community-based groups that a bilateral financial support approach would not have managed. A PMU approach allows for the recruitment of personnel with the expertise, experience and knowledge of the local governance terrain. This was a key strength of Amkeni Wakenya.
Management Response: [Added: 2015/11/13]

Agreed and noted Amkeni Phase 2 will maintain a strong PMU

Key Actions:

36. Recommendation: Hosting of Amkeni Wakenya Facility within UNDP allowed the PMU to leverage the convening power of UNDP given its credibility with the Kenyan government. It is doubtful that Amkeni Wakenya would have gained the same level of influence in government policy spaces were it not located within UNDP. The Facility should therefore continue to operate under UNDP in order to continue leveraging this influence.
Management Response: [Added: 2015/11/13]

Agreed and noted. UNDP Kenya has maintained Amkeni Phase 2 as 0ne of its programmes

Key Actions:

37. Recommendation: Future IP project design processes should allow for more stakeholder input.
Management Response: [Added: 2015/11/13]

Agreed and noted. In the second phase of the programme innovative partnership among the IPs will be encouraged by requesting them to develop joint proposals in a consortium which is expected to promote cost effectives, impact and enhance sustainability. Eligible proposals must demonstrate sufficient proof of stakeholder consultation and input.

Key Actions:

38. Recommendation: Amkeni Wakenya should make it a requirement, and provide funding for IPs to develop solid baselines for their projects.
Management Response: [Added: 2015/11/13]

Partially agree: Even though this is important, it?s not practical and cost effective for the IPs to carryout comprehensive baseline studies. Amkeni will therefore require the prospective grantees to provide baseline information that could be reasonably collected at the IP level. Amkeni plans to conduct sector-wide baselines in partnership with other PMUs, and this will provide CSOs with additional baseline information for purposes of their own programming.

Key Actions:

39. Recommendation: There is still a need to streamline reporting and strengthen partner capacities in this area.
Management Response: [Added: 2015/11/13]

Agreed and noted. This will be addressed in phase 2 of the programme.

Key Actions:

40. Recommendation: Many of the beneficiaries expressed a desire for further capacity strengthening in the area of human rights-based approach.
Management Response: [Added: 2015/11/13]

Agreed and noted. In phase 2 of the project, HRBA will be a key area of focus. Amkeni has already drafted a manual for training CSOs on HRBA.

Key Actions:

41. Recommendation: As part of its regular capacity building and reflections for IPs, the Facility could consider training IPs on less confrontational approaches to human rights and governance work and policy influencing. IPs working on human rights and governance could also benefit from training on how to frame policy arguments and to develop data-oriented policy proposals.
Management Response: [Added: 2015/11/13]

Agreed and noted. In phase 2 of the project, Amkeni will continue strengthening capacities of CSOs in policy advocacy using the HRBA

Key Actions:

42. Recommendation: More investment is needed in learning and knowledge management for its IPs.
Management Response: [Added: 2015/11/13]

Agreed A knowledge management strategy aligned to the prodoc will be developed in phase 2. This will also indicate the resource requirements for implementation and will be funded accordingly.

Key Actions:

43. Recommendation: Some IPs have integrated their Amkeni Wakenya-supported work to other initiatives strengthening the possibility that the gains might be sustained beyond the lifetime of the Facility. On reflection, this linkage with other initiatives should be explored as a requirement for Amkeni Wakenya support in future.
Management Response: [Added: 2015/11/13]

Agreed and noted. Linkage with other initiatives will be part of the criteria to be evaluated under IPs sustainability plan section in their proposals

Key Actions:

44. Recommendation: Core funding ought to be considered to allow for capacity building and contribute to developing the sustainability of the organizations and their capacities to mobilize resources. Where this is not possible, the last phase of the funding should be dedicated to transitioning the IPs with requirements for ensuring sustainability of gains and results as part of the support agreement.
Management Response: [Added: 2015/11/13]

Agreed and noted. Sustainability will be a key area of focus in phase 2.

Key Actions:

45. Recommendation: The evaluation therefore recommends that in the next phase of the project, Amkeni Wakenya should consider reducing the number of IPs.
Management Response: [Added: 2015/11/13]

Agreed and noted. As mentioned Amkeni in Phase 2 will work in 10 counties with less IPs and bigger and longer grants

Key Actions:

46. Recommendation: The Amkeni Wakenya Facility did not have a clear sustainability plan in place.
Management Response: [Added: 2015/11/13]

Partially agreed: From the onset, Amkeni did not have a clear sustainability plan. However, on recommendations from the Mid- Term Review, the PMU developed a draft sustainability plan, which however has been overtaken by findings of the ETE. Below is a summary of the elements of the revised strategy (i) Sustainability of Amkeni as a facility will preoccupy UNDP and development partners in the coming period. Some of the options would be: UN agencies to explore if under the framework of Delivering- As- One Amkeni Wakenya would become a common platform for the United Nations to channel support to civil society organisations, (ii) Two other scenarios would be an option in the context of the Public Benefits Organizations (PBO) Act: Scenario 1: PBO Act is implemented effectively and strong self-regulatory body for CSOs emerges a. Scale- down to a small advisory unit within UNDP to support Civil Society engagement on UNDAF b. Wind-up Amkeni and handed over it assets to the PBO Federation Scenario 2: PBO Act is not implemented and regulatory chaos persist in the sector a. Transition Amkeni into an indigenous CSO-led facility b. Transition Amkeni into a private sector model of a technical/financial assistance facility (like KPMG, Deloitte)

Key Actions:

47. Recommendation: The evaluation team notes that Amkeni Wakenya has now developed an information management system. This is a welcome development. The evaluation recommends that Amkeni Wakenya should effectively deploy the system for effective information processing and data collection, data and information management and retrieval. Given the very large number of beneficiaries that Amkeni Wakenya works with, such an investment is a key management tool.
Management Response: [Added: 2015/11/13]

Noted and agreed. The M&E tracking and reporting system has components of knowledge management that captures data and knowledge emanating from implementing partners in form of success stories, innovative business models and lessons learnt and recommendations through the quarterly reports the IPs will be generating.

Key Actions:

48. Recommendation: The triangulation model did not work well. The larger groups for instance, did not have the incentive to work with small community-based groups. Amkeni Wakenya should consider setting aside funding support that is earmarked for collaborative work between the larger groups (think tanks or research centers for instance) and the community-based groups.
Management Response: [Added: 2015/11/13]

Agreed and noted. It is agreed that triangulation is important for the interventions to be effective and impactful. In Phase 2 Amkeni will revisit the triangulation model to establish the weaknesses which will be addressed to make it realize the intended results (partnership with research centers will be explored and finding of their work will be linked to the Implementing partners)

Key Actions:

49. Recommendation: This evaluation finds that most of the partners could still do more to ensure that mechanisms for promotion of gender equality go beyond just numbers to also address the amplification of the voices of women and transformation of power structures that disadvantage women?s participation in governance. This will involve more capacity building for IPs in gender mainstreaming, and practical guidance on how to undertake gender-sensitive programming.
Management Response: [Added: 2015/11/13]

Agreed and noted. This recommendation will be incorporated in the capacity building strategy to ensure IPs training on gender mainstreaming approaches and women empowerment interventions are strongly embedded. The grant assessment guideline will require the IP proposals to have a strong gender mainstreaming component including gender-inclusive interventions as well as reporting on gender disaggregated data.

Key Actions:

50. Recommendation: The safety and security of implementing partners in some parts of the country emerged as an issue of concern. Some have received threats and even forced to go into hiding at some point. Given the socio-political environment of the country, it is safe to conclude that such threats will continue. Amkeni Wakenya should therefore undertake a risk assessment of its IPs and develop a strategy of addressing such risks including security training.
Management Response: [Added: 2015/11/13]

Agreed and noted. During the first phase, security training for selected grantees was carried out on a pilot basis which led to heightened awareness of security risks. In the second phase, this training will be scaled up to all grantees. In addition, risks assessments will be carried out as part of capacity assessments for grantees. Those identified with high security risks, Amkeni will support them to develop and implement viable risk management strategies.

Key Actions:

51. Recommendation: County governments have important human rights responsibilities, particularly those relating to socio-economic rights. Consequently, Amkeni Wakenya should ensure that in future funding cycles it deepens its support to organizations that seek to engage with country institutions.
Management Response: [Added: 2015/11/13]

Noted and agreed. Devolution is one of the key outcomes in the second phase of the programme.

Key Actions:

52. Recommendation: Elections are central to dynamism of public policy choices and national cohesion, and contribute to accountable, inclusive and participatory democracy. Previous multiparty elections in Kenya have marred by divisive politics, vote-rigging, violence, and weak administrative management, among other challenges. Consequently, Amkeni Wakenya should consider funding civil society interventions that will support free, fair and peaceful elections. Suggested areas of support include: institutional strengthening to election management bodies; support to election observation, including monitoring of pre-election malpractices and violence; and advocacy for implementation of electoral and political party law reforms.
Management Response: [Added: 2015/11/13]

Noted and agreed. This will be done in close collaboration with the Elections project supported by UNDP.

Key Actions:

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