Outcome 31 - Inclusive and sustainable economic transformation informed by evidence-based macro-economic policy promoting access to livelihood, innovative and competitive private sector and efficient natural resource management.

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Evaluation Plan:
2013-2019, Liberia
Evaluation Type:
Outcome
Planned End Date:
02/2017
Completion Date:
03/2018
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
100,000

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Title Outcome 31 - Inclusive and sustainable economic transformation informed by evidence-based macro-economic policy promoting access to livelihood, innovative and competitive private sector and efficient natural resource management.
Atlas Project Number: 00085801
Evaluation Plan: 2013-2019, Liberia
Evaluation Type: Outcome
Status: Completed
Completion Date: 03/2018
Planned End Date: 02/2017
Management Response: Yes
Focus Area:
  • 1. Others
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
  • 1. Output 1.1. National and sub-national systems and institutions enabled to achieve structural transformation of productive capacities that are sustainable and employment - and livelihoods- intensive
  • 2. Output 1.3. Solutions developed at national and sub-national levels for sustainable management of natural resources, ecosystem services, chemicals and waste
  • 3. Output 1.4. Scaled up action on climate change adaptation and mitigation across sectors which is funded and implemented
  • 4. Output 1.5. Inclusive and sustainable solutions adopted to achieve increased energy efficiency and universal modern energy access (especially off-grid sources of renewable energy)
Evaluation Budget(US $): 100,000
Source of Funding: Various
Evaluation Expenditure(US $): 27,072
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Hindowa Batilo Momoh International Consultant hindowam@yahoo.com
GEF Evaluation: No
Key Stakeholders: GOL, UNDP, CSOs
Countries: LIBERIA
Lessons
Findings
1.

4.1.1 Relevance:
The Outcome Evaluation demonstrates that UNDP’s engagement in SET support reflects strategic considerations. There was an especially demonstrable strategic linkage of relevance to the development aspirations of the GoL. The design of the SET program was in synch with the country’s AfT, Vision 2030 and other national development trajectories. As a matter of fact, UNDP’s contribution to the development context of Liberia has been relevant and strategic.


Tag: Relevance Strategic Positioning Country Government Advocacy Capacity Building Institutional Strengthening

2.

4.1.2 Effectiveness
The SET Outcome Evaluation found the overall effectiveness of the programme to be satisfactory based on UNDP contribution toward an improvement in national government capacity, including institutional strengthening. UNDP has contributed to all of the most significant priorities of Liberia’s transition, as these were defined by the government, the United Nations Mission in Liberia (UNMIL), and leading analyses of the underlying causes of the conflict. UNDP has successfully carved a niche for itself during each stage of a phased approach to the transition from conflict to development and has sought to address each among the most intractable structural causes of conflict. The evaluation notes that UNDP’s support to SET outcome and outputs remains key to long-term stability and development in Liberia.


Tag: Effectiveness Country Government Capacity Building Institutional Strengthening

3.

4.1.3 Efficiency
In consideration of financing to C4DE component, a goal of US$ 11,492,425 was the total resources required, of which US$ 675,000 came from UNDP’s core resources, plus US$ 315,000 from other external funding and US$ 500,000 from the GoL for the period covering 2013-2017.Other contributions from GoL were made in kind. While UNDP did not quite meet its core target in this outcome area, a funding gap of US$10,425,000m existed.22


Tag: Efficiency Human and Financial resources Operational Efficiency Project and Programme management

4.

4.1.4 Sustainability
Program sustainability is about the capacity to endure. It is about positing the functionality of systems and processes at institutional level, and also putting emphasis on the resilience of the systems and processes. From an evaluation point of view, the consultants discovered that there is the likelihood that some of UNDPs’ SET interventions will be sustainable. “The government of Liberia in its partnership with the UNDP, has come a long way of success of building national capacity across sectors which has strengthened various institutions to take ownership of development initiatives. This has assured a hall mark of a country led process with primary responsibility of national institutions in planning, coordination and overall management of development programmes, reporting and accounting on resources utilized (narrative and financial), as well as monitoring and evaluating of programmes. The result of this intervention has been a clear manifestation of the use of national systems, national ownership, national capacity development, simplification and reduced costs as envisaged by the Paris Declaration on Aid Effectiveness”.23


Tag: Sustainability Ownership Capacity Building Institutional Strengthening

5.

4.1.5 Partnership
The evaluation established that UNDP partnership strategy has been very appropriate and effective. The Agency is a key partner of the GoLin the area of development planning, sustainable economic transformation, SDG domestication, New Deal process, and capacity building. This leadership is recognized, and encouraged moving forward, by the Ministry of Finance and Development Planning and other stakeholders, including IFIs and bilateral donors. UNDP has also been catalytic in improving national capacities in procurement, a key area contributing to transparency and integrity in public finance management.


Tag: Sustainability Procurement Bilateral partners Country Government Donor Capacity Building Institutional Strengthening

6.

4.1.6 Gender considerations
From an evaluation perspective, the consultants noted that UNDP has demonstrated commitment in ensuring effective inclusion and participation of women in the design, implementation and monitoring of the SET interventions in Liberia. This is reflected in UNDP’s Strategic Plan (2018-2021), the CPD (20132017) and UNDAF (2013-2017) outcomes 1 and 4 all of which have strong elements of gender equality and empowerment sections in their designs. For instance, UNDP Strategic Plan’s vision is to eradicate extreme poverty and significant reduction in inequalities and exclusion. This policy imperative reflects UNDP’s commitment to improving not only the livelihood of women but also empowering them by unlocking opportunities for women and girls in the development of their capacities, social relations, the economy, interaction with the environment, political participation and leadership, crisis and conflict management, and equal protection of rights under the law, including freedom from violence and discrimination.26Furthermore, gender equality and women’s empowerment is a UN mandate , a GoL goal, and a programming principle for development assistance within the One Programme.


Tag: Relevance Gender Mainstreaming Women's Empowerment Strategic Positioning Capacity Building Women and gilrs

7.

4.1.7 Poverty Reduction
The TOR required the consultants to examine the extent to which poor, indigenous, women and other disadvantaged and marginalized groups benefitted from UNDPs work in support to economic transformation and poverty reduction.The SET Programme in Liberia involves ensuring that growth benefits the marginalized and most vulnerable segments of society as well as supporting the creation of meaningful jobs and livelihood opportunities across key productive sectors in the Liberian economy. Projects such as the BOSS, CCAAP, PSD and NRM, Natural Resource Management to name a few were designed to help in Liberia’s poverty reduction drive. To a very large extent and from pragmatic point of view, very few poor, indigenous, women and other vulnerable groups have benefitted from UNDP’s work in support to economic transformation portfolio. This was largely due to lack of adequate resources to cater for the many people trapped in this category and the multiplicity of projects undertaken that did not match funds available.


Tag: Jobs and Livelihoods Poverty Reduction Indigenous people Vulnerable Women and gilrs

8.

4.2 Component 2: Private Sector Development (PSD) (Enabling environment and support to MSME’s)
The overarching objective of this component was to create an enabling policy and regulatory environment for ensuring inclusive and sustainable private sector development; strengthen capacity of Micro Small and Medium Enterprises for improved productivity, competitiveness and diversification; enhance capacity for governance of the extractive industry. It will also enhance Liberia’s competitive advantage by developing viable local businesses, conducive environment and natural resource management for jobs creation, increase opportunities and resilient local economies. In achieving these programme outcomes, the programme promoted a mix of upstream policy and regulatory interventions and downstream catalytic and transformational interventions intended to bring about an inclusive and sustainable growth with the private sector in the front and centre of development.


Tag: Effectiveness Sustainability Capacity Building Private Sector

9.

4.2.1 Relevance
UNDP’s SET program is generally well aligned to the national development priorities as articulated in the Agenda for Transformation and LIBERIA RISING: VISION 2030, as well as other sectoral policies and programmes. In addition, the SET efforts provided a strong strategic fit and linkage between the poverty reduction and governance pillars of UNDP’s strategic plan at the global level.
The design of the SET program, which relates to private sector development, is in synch with UNDP’s contribution to UN’s agenda as envisaged under UNDAF Outcome 2- Private Sector Development: Improved equal access to sustainable livelihood opportunities in an innovative and competitive private sector for rural and urban areas. This outcome is also in line with UNDAF Outcome 4: enhancing national capacity for effective natural resource management. UNDAF Action Plan output stressed mechanisms developed to streamline the regulatory framework for the private sector, including the standardization of enforcement mechanisms by 2017.


Tag: Natural Resouce management Relevance UN Agencies Poverty Reduction Capacity Building Private Sector

10.

4.2.2 Effectiveness
UNDP’s single biggest and most effective contribution under this component is the provision of an enabling environment to promote private sector development in the country. In the overall scheme of things, the evaluation finds UNDP to have been somehow effective in its offering in this regard. The results are very apparent. The National Private Sector Development Strategy, which sets the stage for inclusive growth & Development has been formulated and clearly lays the foundation for private sector growth and institutionalization of the private sector; 255 Women Entrepreneurs and farmers in Sinoe, Gbarpolu, Bomi, Rivercess, and River Gee were trained in Adult Literacy training, basic reading and writing skills, business management skills, financial literacy-VSLA, Voter’s registration, which has begun adding value to locally grown crops; the restructured, upgraded and re-launched of the NIC website to make it more user friendly has also led to an increase in the number of investor inquiries averaging about 14 inquiries per day; BOSS project empowered a total of 150 entrepreneur/micro-businesses in Margibi, Grand Bassa, Bong, Nimba Counties benefitted from mentoring, coaching and advisory services. FGD with some of these entrepreneurs in Bassa indicate that their turnovers are on the increase.


Tag: Effectiveness Education Jobs and Livelihoods Capacity Building Private Sector

11.

4.2.3 Efficiency
The Evaluation discovered that UNDP has delivered most of its financial and technical support for the SET programme implementation. In terms of financing to achieve planned outcome, the SET Outcome evaluators’ review of the data on mobilization and utilization of programme resources revealed that UNDP has exhibited a high degree of efficiency in this regard. In consideration of financing to PSD Outcome, total resources required for this outcome was US$3,857,900 million (2013-2017). UNDP co-resources amounted to US$400,000while other external funds amounted to US$3,467,000. The GoL of Liberia did not meet its counterpart financing.29 Total resources required was fully mobilized and utilized.


Tag: Efficiency Human and Financial resources Operational Efficiency Project and Programme management

12.

4.2.4 Sustainability
Most projects under the PSD components how some degree of national ownership and respective state institutions have taken a close and active interest in implementing the activities. From an evaluation viewpoint, the establishment and institutionalization of a Centre of Excellence on extractive governance by LEITI has fostered knowledge management, knowledge sharing and documentation, which is a sustainable marker. This generally bodes well for the long-term sustainability.


Tag: Sustainability Ownership Country Government Capacity Building National Institutions

13.

4.2.5 Partnership
The consultants note that the SET projects have forged strong and varied partnerships working with the Governments, Agencies, Commissions, educational institutions and the private sector. With GoL present at both Centre and State, UNDP enjoys a long-standing relationship and is perceived as a partner that is non-partisan, reliable and a thought leader in human development. Mobilization of resources to support these projects is a clear sign of the mutual aims and trust between UNDP and the Government.


Tag: Sustainability Bilateral partners Country Government Civil Societies and NGOs

14.

4.2.6 Gender considerations
From an evaluation standpoint, the PSD has been, to some extent, responsive to gender equality and empowerment at the project design and implementation stages that witnessed women benefitting from the PSD component. The selection process for the CIPS level 3 Certification training attracted heads of institutions and other senior officials resulting in having 19 females (27%) against 50males in the two training sessions of 69 trainees, which would not have been possible considering the very few women procurement staff in various institutions and 255 Women Entrepreneurs and farmers in Sinoe, Gbarpolu, Bomi, Rivercess, and River Gee were trained and have begun adding value to locally grown crops; Skills acquired were:-(Adult Literacy training, basic reading and writing skills, business management skills, financial literacy-VSLA, Voter’s registration). Etc.


Tag: Sustainability Gender Mainstreaming Women's Empowerment Human and Financial resources Capacity Building Women and gilrs

15.

4.3 Component (3): Energy and Environment
The five-year program objective of the Energy & Environment was delivered through the following components: Climate change, natural resource management and water governance, disaster risks management and other key activities. Under the climate change management component of the programme, the interventions focused on agriculture adaptation, coastal adaptation, and early warning system as mitigation measures to strengthen resilience. The emphasis on natural resource management over the five years placed emphasis on education and awareness raising on the sustainable use of water, land and forest by communities to strengthen livelihood. Over the programme period, work in disaster risks management focused on the provision of technical support to the government for the institutionalization of disaster risks management. To achieve the key program activities, funds were mobilized from the Global Environment Facility (GEF) and other sources. The UNDP/GEF Small Grant Programme was also used to support local NGOs/CBOs to achieve the programme objectives.
Projects clustered under this Component include:
1. Mainstreaming Energy & Environment Project 2. Coastal Adaptation 3. Climate Change Adaptation Strengthening Liberia Capability to Provide Climate Info & Service (EWS)
4. Liberia High Level Support to Water Supply and Sanitation (WSSC) 5. Green Climate Change-Readiness 6. The National Adaptation Plan 7. The Green Growth Platform 8. Cross Cutting Capacity Development


Tag: Agriculture Climate Change Adaptation Disaster risk management Natural Resouce management Water resources Global Environment Facility fund Risk Management

16.

4.3.1 Relevance
The evaluation has seen that UNDP support to the Energy and Environment Component is clearly relevant to Liberia’s economic transformation. UNDP Strategic Plan Environment and Sustainable Development Primary Outcome is Sustainable Rural Development at national/sub-national/community levels and ensure the internalization of governance systems that could lead to long-term sustainability of rural production into their core institutional systems.


Tag: Agriculture Food Security Ecosystem based adaption Energy Effectiveness

17.

4.3.2 Effectiveness
The Evaluation measured the extent to which the E&E component achieved its desired/planned results and outputs. The consultants noted that UNDP was effective in delivering on this outcome. Examples of the results from the various outputs under this outcome abound. Some of the key results recorded include: 11 automatic weather stations were procured and installed on Cellcom towers across the country. These equipment have been generating weather information and achieving them for the past one and half year; engaged a systematic and iterative approach to coordination and multi-stakeholder engagement that works consultatively in defining the national climate change priorities and strategies in collaboration with the NAP development, enabling an iterative process of ongoing development for defining and redefining these priorities and strategies – engaging civil society, academia, private sector, and with other stakeholder groups and sectors; the GCF developed a country programme that identifies strategic priorities for engagement with the GCF, disseminating information and engaging stakeholders in the country programme; provided assistance for mainstreaming climate change considerations into national finance and development decisions and ensuring that the development of investment proposals are in accordance with the national strategy and priorities; GCF output made conscious efforts to engage more women representatives from the government and nongovernment stakeholders in the consultations and decision-making process; and promoted and encouraged the development of concept notes and projects that put emphasis on women’s participation and have adequate gender responsive mechanisms and activities and the CCAAP-mainstreamed into the curricula of the department of Agriculture and Forestry at the University of Liberia (UL) and the Department of Agriculture and Sustainable Development at the Cuttington University (CU).


Tag: Climate Change Adaptation Effectiveness Capacity Building

18.

4.3.3 Efficiency
Total resources required for the implementation of this component amounted to US$13,009,000m. Coresources for UNDP funding was US$1,750,000m; others US$11,250,900 while GoL funding was equivalent to US$500,000. Total resources mobilized exceeded resources required by US$500,000 largely due to the demand for Ebola emergency response that required UNDP reprogramming. Total resource for the E&E outcome was US$13,509,000 including excess funding.


Tag: Efficiency Human and Financial resources Operational Efficiency

19.

4.3.4 Sustainability
Most projects in the energy and environment outcome are implemented as joint programmes between UNDP and the respective arms of government institutions. This helps considerably in cultivating ownership among the central line ministries, agencies and commissions, which is fundamental for longterm sustainability.From an evaluation perspective, technical capacities of staff in the MACs working on the Energy and Environment Outcome were built during the program period. For instance, staff capacity at the Meteorology Department were developed to produce standard and customized weather and climate forecasts and packaging meteorological data and information into a suitable format for user agencies and local community end-users. There was also institutional capacity strengthening at the department to develop policies and strategies that take climate change risks into account.


Tag: Climate Change Adaptation Natural Resouce management Sustainability Bilateral partners Country Government

20.

4.3.5 Partnership
The evaluation assessment finds that strong Agency’s partnership with the Ministries, Agencies and Commissions has been quintessentially vital for the successes recorded under this outcome. For UNDP, the evaluation was cognizant of the strength of partnerships that characterize UNDPs work in Liberia, true also in this outcome area. “UNDP is the best partner the Government of Liberia is always proud of”, remarked a partner during a personal interview, reflective of the close proximity of relationship that exists.UNDP has played a catalysing role in working with a variety of partners among various government ministries, agencies and departments. With its non-intrusive agenda, UNDP in partnership with EPA, MoT, MLME, is able to get engaged in sensitive areas of energy and the environment. For example, the agency’s engagement on early warning system, the coastal project and climate change have been outstanding. Moreover, UNDP’s aims of inclusion and outreach to get the marginalized sections on board (as in the coastal project in Bassa) as active agents of their own development, as equal partners, not just as beneficiaries, is an important feature and partnership asset observed by the evaluation team. The Energy and Environment CORE component worked in close collaboration with the Coastal, Agriculture and the GoALWaSH projects through workshops, meetings and activities as well as using the expertise of staff from all projects. It also worked in close partnership with the Ministry of Transport in formulating and launching the Early Warning Project.


Tag: Effectiveness Sustainability Global Environment Facility fund Bilateral partners Country Government Donor

21.

4.3.6 Gender considerations
The UNDP Strategic Plan (SP) 2014-2017 places special emphasis on gender equality and the empowerment of women. The SP integrates gender concerns into six of its outcomes, and gender equality is the sole focus of Outcome 4. UNDP Gender Equality Strategy, 2014-2017 provides strategic guidance to UNDP business units to mainstream gender as they operationalize the UNDP SP.32


Tag: Sustainability Global Climate Fund Gender Equality Women's Empowerment Project and Programme management

22.

4.3.7 Poverty Reduction Liberia faced acute lack of basic social services after the civil war.

Such services like water and sanitation (key poverty reduction sectors with the potential to serving many people) have not been available to a large majority of Liberians. It, therefore, became apparent that one of the key priorities for the GoL and UNDP was to provide support in the provision of these services. Water governance in Liberia continues to be characterized by a multitude of responsibilities share amongst different ministries and agencies of government. There is inadequate water and sanitation service delivery to both rural and urban areas of the country.34


Tag: Water resources Challenges Effectiveness Poverty Reduction

23.

The evaluation team finds UNDP method of delivery as appropriate to the development context of Liberia. The Agency’s role as a traditional donor has been reducing substantially. During the implementation of the SET, UNDP has been able to adjust to working more strategically to leverage its position as a knowledge leader and trusted development partner. From the evaluation perspective, the UNDP programme of support in the SET portfolio represented a highly relevant mix of approaches including advocacy, partnerships with Government, and embedding policy and technical advisors within strategic units at the national and state level for maximum effect from the investment of minimal resources.


Tag: Relevance Health Sector Procurement Country Government Advocacy Capacity Building Institutional Strengthening Private Sector

24.

The evaluation found the C4DE effective and producing results in many other areas: the Regional Training Hub decentralized in Grand Bassa County has responded to the vast capacity deficit at the regional level and provided support to capacity development; 2 Senior staff (1 male and 1 female) trained in leadership skills in South Africa are contributing to fast tracking project implementation by Implementing Partners; A study conducted on baseline data and recommended NKIs, and SDGs, G-7+ agreed indicators and baseline in preparation of a successor AfT development has resulted in the measuring development interventions of the next medium-term plan, which serves as tool for M&E purposes and policy making; 3 PIU staff trained in Project Appraisal Methodologies and Compliance training held in Ghana and now using their skills and knowledge to substantially contribute and take lead in the formulation of the PPP strategy of the PFM Art of Liberia; 2 large baggage scanners have been installed and operational at Roberts International Airport (RIA) arrival terminals, which resulted in the detection of illicit drugs, explosives and other contrabands.
The evaluation reveals that UNDP has worked effectively with other UN Agencies, International Development and National partners, Civil Society Organizations, CSOs and the private sector to promote sustainable economic transformation in Liberia. Overall, Liberia is gaining some international recognition in “Aid Effectiveness” due to development results. The GoL promotes country ownership, development partner alignment with country priorities and mutual accountability although more progress is still expected to be made in the future. Accordingly, as development assistance is channelled more and more through national systems, this will strengthen national capacity to plan, budget and effectively deliver services to citizens. The C4DE Project was declared as the most “Audit Compliant” Specialized Unit in the MFDP during the 2017 internal audit assessment of all Specialized Units which was commissioned by the administration of the MFDP; accumulated a total score of 100% in the audit conducted by the Internal Audit Unit (IAU) with no findings/observations.


Tag: Effectiveness Sustainability Regional Human and Financial resources Capacity Building Institutional Strengthening

25.

Institutional capacity building is one of the core functions of UNDP. UNDP has enabled existing institutions to perform better by embedding experts within the ministries and departments and by working directly at state and sub-state levels. The evaluation is satisfied, in particular from recalling the interview discussions with leading Government counterparts, that some these interventions have resulted in knowledge transfer which directly speaks to ownership, and that the support provided by UNDP has thereby been effective in supporting the achievement of the outcome. For instance, the embedding of a Chief Technical Adviser at the MFDP to provide support has greatly enhanced capacity building of national  staff (through knowledge transfer) and has contributed to the implementation of the various projects under the C4DE outcome.


Tag: Sustainability Human and Financial resources Procurement Country Government Capacity Building Institutional Strengthening

26.

The evaluation noted that UNDP’s support has helped addressed gender in some way. It has help to promote the training of 120 (16 females and 114 males) county staff in planning, Results-Based Monitoring and Evaluation which has contributed to overall improvement in the use of AfT development projects results-based reporting template by MACs, including increase in the frequency of submission of national project reports; One Day Coaching and Mentoring Session in which 55 participants (42 male and 13 female) from 24 institutions gained knowledge on how to prepare content and format of project/program financial reporting instruments namely: the FACE, Statement of Cash Position, Assets Inventory and interpretation of the Combined Delivery Report (CDR) as the project financial statement.


Tag: Sustainability Gender Mainstreaming Women's Empowerment Monitoring and Evaluation Women and gilrs

27.


UNDP has also effectively worked with UN agencies and other donors in the implementation of the E&E component of the SET. From an evaluation perspective, UNDPs partnership with other donors such as the Global Environment Facility (GEF), GoALWaSH and GCF led to the achievements of most of the outputs under this outcome.
Another key E&E effectiveness relates to a new exit strategy that has been developed with support of UNDP/Climate Change Regional Technical Advisor (RTA). The new strategy clearly spells out key remaining activities to be implemented and outputs to be achieved from the remaining CCAAP funds.   

The evaluation reveals that UNDP has collaborated effectively with EPA, IAA, LIPA, LRA, LISGIS, MFDP, MoA, MoT, MIA, MLME, MOCI and NIC in the implementation of this outcome. The partnership participated in the recruitment of a National Coordinator for NCCS based at EPA and supported by the EWS Project for 4 years project lifespan. The partnership has resulted in the outcomes listed above.
However, the effectiveness of this component, as in others discussed above, is having little impact on the general population of the country. For instance, clean drinking water remains a nightmare for many Liberians.


Tag: Sustainability Global Climate Fund Global Environment Facility fund Country Government

28.

From an evaluation viewpoint, the E&E component responded well to priorities for adaptation as outlined in the NAPA. It was the top priority project identified for implementation through the NAPA process with the objective of enhancing resilience to increasing rainfall variability through the diversification of crop cultivation and small ruminants rearing (agriculture). Major adaptation activities identified included: carrying out the timing of crops cultivation in response to changing patterns of rainfall; intercropping, irrigation, and the optimization of lowland/swamp farming practices; pest control including fencing of farms against rodent, regular weeding and echoing bells and maintaining fast growing nitrogen fixing trees species to improved soil fertilizer and using.


Tag: Agriculture Food Security Resilience building Water resources Relevance

Recommendations
1

UNDP’s next CPD and the UNDAF should be aligned to the revised Agenda for Transformation, one that clearly responds to improving livelihoods, creating jobs for the youths and undertaking pro-poor initiatives in support of the new Gol Pro-Poor development agenda. There is need to strengthen and deepen joint programming and resource mobilization for these initiatives in the face of resource scarcity and funding challenges facing the global community. Joint programming can also widen and deepen UNDP’s influence and reach in the sustainable economic transformation initiatives. They serve as platforms for knowledge exchange and can decrease duplicative activities.

2

Money is the muscle of sustainable economic development and in the context of forecasted decrease in financial resources at the global level, adequate resource mobilization and use is critical. Funds should be more focused and targeted to issues that bring tangible poverty reduction results, and allocated appropriately for beneficiaries (youths, women and other vulnerable groups) trapped in poverty.

3

Liberia should move to and focus on developing marginalized groups in society. This can be achieved by remodelling projects and reducing the number of partners engaged to assure impact. A focus on a few projects such as addressing urban and rural poverty, by focusing on promoting livelihood opportunities, youth employment, entrepreneurial and skills development and women empowerment cannot be overstated.

4

UNDP is spread too thin. The programmatic spread has emanated from a positive urge to meet the many demands of the government. This is not helpful to UNDP and its national strategic goal. UNDP should develop a smaller number of budgeted multi-year projects which clearly articulate the programme’s objectives and outputs and use available catalytic funding sources to demonstrate UNDP commitment, results and generate donor support.

5

Develop exit strategies for all programmes/projects and review project outcomes, outputs, targets, implementing partners, in light of available funds, and determine what can be realistically achieved within specified program period.

6

In order to consolidate the UNDP offer, the consultants encourage UNDP to consider rebranding the current Sustainable Economic Transformation pillar to read “Sustainable Economic Development that speaks to youth & women empowerment, Jobs and Livelihoods” with cross cutting integrated engagement at county/community level and embedding support to development planning.

1. Recommendation:

UNDP’s next CPD and the UNDAF should be aligned to the revised Agenda for Transformation, one that clearly responds to improving livelihoods, creating jobs for the youths and undertaking pro-poor initiatives in support of the new Gol Pro-Poor development agenda. There is need to strengthen and deepen joint programming and resource mobilization for these initiatives in the face of resource scarcity and funding challenges facing the global community. Joint programming can also widen and deepen UNDP’s influence and reach in the sustainable economic transformation initiatives. They serve as platforms for knowledge exchange and can decrease duplicative activities.

Management Response: [Added: 2018/05/02] [Last Updated: 2021/01/07]

UNDP has always aligned its Outcomes to the Government of Liberia Developlemental Agenda. Within this context, the new CPD and the UNDAF will be contextualized to address key pority areas of the Pro-poor development Agenda of the current government.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The next CPD and UNDAF will be aligned with the government Pro-poor agenda for Prosperity and Development. This will be done through a strong consultative process containing meetings as well as making inputs into the documents especially where UNDP has comparative advantage.
[Added: 2018/05/14] [Last Updated: 2019/03/15]
UNDP CO 2018/12 Completed The current CPD and UNDAF being developed are aligned to the government's new national development agenda (Pro-poor agenda for Prosperity and Development). Given that job creation, youth and the economy are the bedrock of the new national plan; and given that UN supports the government's plan, the UNDAF and CPD being developed have outlined clear strategies for supporting the government's effort. History
2. Recommendation:

Money is the muscle of sustainable economic development and in the context of forecasted decrease in financial resources at the global level, adequate resource mobilization and use is critical. Funds should be more focused and targeted to issues that bring tangible poverty reduction results, and allocated appropriately for beneficiaries (youths, women and other vulnerable groups) trapped in poverty.

Management Response: [Added: 2018/05/02] [Last Updated: 2021/01/07]

The economic meltdown is still felt across the globe. Even developed countries are still recovering from this shock. UNDP depends on these countries that are undergoing economic austerity for support.  In order to increase and scale up our resource mobilization, we will look into the possibility of opening new windows of opportunity with non traditional donors while at the same time developing proposals that are salable to partners and the government. We are alson aligning our projects where synergies exists to reduce duplications and transaction costs of hosting some of these projects as stand alone. This will allow for better impact of resources to specific targets and needs.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
UNDP, though SET, has taken some action in this regard by aligned our PSD portfolio with the BOSS project already
[Added: 2018/05/14]
SET Pillar 2018/05 Completed This has been achieved programmatically; however, the technical details are being worked out.
3. Recommendation:

Liberia should move to and focus on developing marginalized groups in society. This can be achieved by remodelling projects and reducing the number of partners engaged to assure impact. A focus on a few projects such as addressing urban and rural poverty, by focusing on promoting livelihood opportunities, youth employment, entrepreneurial and skills development and women empowerment cannot be overstated.

Management Response: [Added: 2018/05/02] [Last Updated: 2021/01/07]

We take note of this recommendation and focus on promoting livelihood opportunities which has started with the insertion of the Business Oppprtuibnities through Support Services project which speaks to this appaorach. There is also a new livelihood project developed that focus mainly on youth and women focusing on communities. This will be fully aligned with the pro-poor agenda and mainly speak to youth, women and other vulnerable groups.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
A livelihood proposal has already developed which will help mobilize resources and impleement activities which will further the agenda of leave no one behind.
[Added: 2018/05/14] [Last Updated: 2019/03/15]
UNDP CO 2018/12 Completed The proposal developed has been infused into the new CPD being developed. The CO will attract funding through projects which have been envisioned for the new CPD cycle. History
4. Recommendation:

UNDP is spread too thin. The programmatic spread has emanated from a positive urge to meet the many demands of the government. This is not helpful to UNDP and its national strategic goal. UNDP should develop a smaller number of budgeted multi-year projects which clearly articulate the programme’s objectives and outputs and use available catalytic funding sources to demonstrate UNDP commitment, results and generate donor support.

Management Response: [Added: 2018/05/02] [Last Updated: 2021/01/07]

This recommdation was a key bullet in the report of the review committee. UNDP CO is already taking action to merge projects that are similar while at the same time focusing projects that will put the young people to work in Liberia.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Some work has started with the preparation of a draft proposal and the alignment of Private Sector Development (PSD) with Business Opportunity through Support Services (BOSS) project which has reduced the number of partners UNDP is engaged with.
[Added: 2018/05/14] [Last Updated: 2019/03/15]
UNDP 2018/12 Completed The 2019 AWP subsumed activities from the old PSD project with the BOSS project. History
5. Recommendation:

Develop exit strategies for all programmes/projects and review project outcomes, outputs, targets, implementing partners, in light of available funds, and determine what can be realistically achieved within specified program period.

Management Response: [Added: 2018/05/02] [Last Updated: 2021/01/07]

The pillar will work with all its partners to be able to achieve this. This issue has always been a challenge but the SET pillar will endeavor to be more robust with the issue of exit strategy and what is achievable and inform partners.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
We will be working with our partners, as we are doing now, through fewer projects that should be winding down and new ones that are being developed.
[Added: 2018/05/14] [Last Updated: 2019/03/15]
SET 2018/12 Completed The CO has put this as part of its plan for the phasing out projects that will not be rolled over into the next CPD cycle. History
6. Recommendation:

In order to consolidate the UNDP offer, the consultants encourage UNDP to consider rebranding the current Sustainable Economic Transformation pillar to read “Sustainable Economic Development that speaks to youth & women empowerment, Jobs and Livelihoods” with cross cutting integrated engagement at county/community level and embedding support to development planning.

Management Response: [Added: 2018/05/02] [Last Updated: 2021/01/07]

We take key note of this recommendation as we  improve the reporting environment for clear information disemination.  We will sugget to management on the issue of the rebranding to Sustainable Economic Management and work towards it.

On the issue of spreading too thin, we have taking some key actions of merging where possible and realigning where necessary.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The Pillar will work with Programme Support Unit (PSU) to improve quality of reporting and information.
[Added: 2018/05/14] [Last Updated: 2019/03/15]
SET 2018/12 Completed Though there is still some way to go before partners' reporting are at the levels it should be, partners' reporting have improved. This is due to various training provided to partners since the end of the this evaluation. History

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