Assessment of Development Results (ADR) : Sierra Leone

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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 $):
160,000

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Title Assessment of Development Results (ADR) : Sierra Leone
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 $): 160,000
Source of Funding:
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Chandi Kadirgamar Evaluation Manager, UNDP IEO chandi.kadirgamar@undp.org
Rajeev Pillay Team Member, Independent Consultant
Dunstan Spenser Team Member, Independent Consultant
GEF Evaluation: No
Key Stakeholders:
Location of Evaluation: Country Level
Countries: SIERRA LEONE
Lessons
Findings
Recommendations
1

Evaluation recommendation 1. UNDP should take on a lead role in the governance and security sector reform areas as an integral part of the One UN team. The UNDP Programme is at a critical juncture in terms of the transition taking place within Sierra Leone with the departure of UNIPSIL

2

Evaluation recommendation 2.1: UNDP should also prioritize carefully and not spread itself too thinly by taking on a full range of activities that could fall within its mandate

3

Evaluation recommendation 2.2: The UNDP Country Office should take an inventory of current projects and programmes within the next 12 months, review progress and ensure that exit strategies over the forthcoming 3-5 year period are well planned for and implemented  

4

Evaluation recommendation 2.3: The UNDP’s programme needs to have new emphasis on institutional sustainability. While operational support was vital in a post-conflict reconstruction context, the dependence it created is debilitating and should be phased out. The transition from operational support to programming should focus on the transfer and exchange of expertise and technology while ensuring capacity building and national ownership. In this connection it would be appropriate for UNDP to take a lead role in coordinating donor policies with respect to salary supplements and other incentives with the ultimate objective of raising the sustainability of the capacity created in key institutions and reducing dependence on ODA.

5

Evaluation recommendation 2.4: UNDP should also assess the various South-South interventions that were undertaken during the review period with the goal of documenting instructive practices and developing new areas of intervention for the upcoming country programme.

6

Evaluation recommendation 3: The Resident Representative and the Country Director should take on a higher profile advisory role that was previously filled by the ERSG. In this connection, it is recommended that, using programme funds, the UNDP Country Office constitute a team of 5 senior advisers working in close proximity to the Country Director to undertake essential analysis, liaise with relevant officials in the ministries, judiciary and parliament and provide policy advice to the Country Director and Resident Representative as necessary. These advisers would be expected to prepare concept notes, policy papers and advise on programme strategy on a regular basis and support UNDP’s interventions in key policy forums. It is suggested that these advisers include the following: i) General governance strategist (with a strong background in government finance, decentralization, democratization, human rights or other area of relevance); ii) Security sector reform specialist; iii) Employment generation and poverty alleviation specialist; iv) senior economist/MDG adviser; and v) an adviser on gender issues. Provision should also be made for a resident Evaluation Adviser at least for the first few years of the new country programme, who could then return at key points during the mid-term and final reviews of the country programme implementation.

7

Evaluation recommendation 4: UNDP needs to urgently undertake an internal strategic analysis and review of the current situation in Sierra Leone with a view to determining the key areas which are most likely to present threats to stability in the medium term and help devise preventive development interventions that can be funded and approved during the course of 2014/2015. For the new CPD programme, the ADR recommends that UNDP Sierra Leone build on the strategies of streamlining and focus that was initiated with the 2012-2013 CPD. In this UNDP should carefully assess where it is best positioned to provide support in alignment with the directions contained in the new Strategic Plan of the organization. Governance and Access to Justice as well as Poverty Reduction activities that target youth employment in a more comprehensive manner, appear to hold promise. The environment portfolio, a key area of growing importance, was somewhat overshadowed by the more pressing priorities such as the conduct of elections during the CP period 2008-2014. Should UNDP decide to engage more comprehensively in this sector, it will need to ensure a longer-term commitment and more substantial partnerships to ensure meaningful results

8

Evaluation recommendation 5.1: In the access to justice sector, it is strongly recommended that UNDP supplement its current heavy emphasis on the prosecution of SGBV to improve access to justice more generally, to ensuring due process with sufficient and trained representation for both plaintiffs and defendants and increasing the pool of trained members of the judiciary.

9

Evaluation recommendation 5.2: It is also recommended that UNDP support any proposals to: i) compile and analyse existing laws and cases in order to ensure at least one full set of laws and cases is available to the judiciary; and ii) any proposals to review and codify traditional law practices throughout the country.

10

Evaluation recommendation 6: In the critical area of youth employment, UNDP should, working closely with the ILO, work on bringing together potential employers (particularly large multinationals with investments in Sierra Leone), the World Bank and African Development Bank as well as key ministries and commissions to develop a more systematic and coherent strategy for the creation of jobs in the country while ensuring safety and standards. This should be accompanied by a systematic analysis of current practices and approaches to training, economic policies and involvement of the private sector with a view to propagating best practices that have been tried and tested in the country and regionally.

11

Evaluation recommendation 7: In order to consolidate peace and stability, UNDP should encourage the Government to further strengthen local governance which should be replicated throughout the country. Particular attention should be paid to current issues pertaining to the overlap of mandates and roles of different bodies at the local level reviewed and ironed out as an integral part of the constitutional review process.

12

Evaluation recommendation 8: In fresh programming, UNDP should articulate a clear internal country office policy that spells out measures to improve programme design, monitoring and evaluation. This policy should emphasize needs assessments, formulation of theories of change, assess capacity gaps and clearly articulate counterpart commitments. Project Appraisal Committees should be revived which should inter alia ensure that programme designs, results and implementation arrangements are clearly articulated, and that good monitoring and evaluation systems are established and adequately funded. High level attention from senior management- throughout the next CPD programme – will be vital. There may be a need to strengthen the Business Development and Oversight Unit of the country office for this purpose. The country office should actively draw on resources available from all regional service centres, globally, for short-term project design, appraisal, monitoring and evaluation support.

1. Recommendation:

Evaluation recommendation 1. UNDP should take on a lead role in the governance and security sector reform areas as an integral part of the One UN team. The UNDP Programme is at a critical juncture in terms of the transition taking place within Sierra Leone with the departure of UNIPSIL

Management Response: [Added: 2014/08/22] [Last Updated: 2017/12/28]

Management response 1: The Country Office (CO) has taken action on this recommendation by continuing its work on governance in its new Country Programme Document (CPD) starting 2015 including recruitment of a Governance Team Leader which is ongoing. UNDP has commenced a new Security Sector Reform (SSR) Project with support from the peacebuilding fund and BCPR. These are in the area of SSR Governance and Border Management as recommended by the Technical Assessment Mission (TAM) report as areas of focus for UNDP once the mission has drawn down. The CO has started implementation of the Security Sector Reform Project having taken over the responsibility from UNIPSIL. UNDP is also the convener 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.1 UNDP have established an SSR Programme which commenced in October 2013 focusing on improved SSR Governance and oversight and border management.
[Added: 2017/12/27] [Last Updated: 2018/05/15]
SSR Programme Unit 2013/10 Completed The SSR Programme was implemented and evaluated in 2016 and a recommendation made for a merger of both A2J and SSR projects and that has been done History
1.2 The ERSG has convened high level donor meetings on SSR. This will continue under the leadership of the new RC
[Added: 2017/12/27] [Last Updated: 2018/05/15]
SSR Programme and RC Office 2014/03 Completed The SSR Programme was implemented and evaluated in 2016 and a recommendation made for a merger of both A2J and SSR projects and that has been done History
1.3 Developing a media strategy and media development project document
[Added: 2017/12/28]
Governance 2013/12 Completed History
1.4 Supporting capacity building scoping exercise at the National Electoral Commission
[Added: 2017/12/28] [Last Updated: 2018/05/16]
Elections Programme Manager 2014/12 Completed UNDP supported the NEC to conduct a capacity assessment in 204 which was followed by a capacity assessment strategy History
1.5 Develop and implement a conflict prevention programme
[Added: 2017/12/28]
Country Office 2017/11 Completed History
1.6 Recruitment of Governance Portfolio Team Leader
[Added: 2017/12/28] [Last Updated: 2018/05/15]
Country Office 2017/09 Completed The Governance Team Leader was hired (International Staff) History
1.7 Continue its lead role in supporting Parliament on strategic issues
[Added: 2017/12/28] [Last Updated: 2018/05/15]
CTA, Support to Parliament 2018/01 Completed UNDP, through its CTA to parliament, continues to provide support on strategic issues. History
1.8 Parliament Assistance Coordination Office (PACO) created by UNDP should be supported further to strengthen development programme assistance coordination & technical advisory services
[Added: 2017/12/28] [Last Updated: 2018/05/15]
Programme Support, Support to Parliament 2018/01 Completed With UNDP technical support and mentorship, the PACO has now been made a full-fledged department of the Parliamentary Service with responsibilities of donor coordination, communication, planning and strategy. The head of PACO has now been promoted as a Director (she is the first female director ever appointed in the institution). Two new partners have been brought on board to support parliament. History
2. Recommendation:

Evaluation recommendation 2.1: UNDP should also prioritize carefully and not spread itself too thinly by taking on a full range of activities that could fall within its mandate

Management Response: [Added: 2014/08/22] [Last Updated: 2017/12/28]

Management response 2.1: The CO volunteered itself as a pilot country office of the strategic plan alignment exercise. As part of this exercise, the CO sharpened it focus and reduced work in Solid Waste Management, Land and Public Sector Reform where it has no clear comparative advantage, where previous investments have been catalytic and where resources are insufficient

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.1.1 Overall Country Office portfolio diagnosis to identify project synergies and establish programme clusters
[Added: 2017/12/28]
Country Office 2014/03 Completed History
2.1.2 Participate in HQ Alignment exercise to ensure full alignment with the new strategic plan that served as a useful input for the new CPD
[Added: 2017/12/28]
Country Office 2014/05 Completed History
2.1.3 Move work on Aid Effectiveness to Governance Programme Portfolio from Inclusive Growth and combine the work with support on New Deal
[Added: 2017/12/28] [Last Updated: 2018/05/15]
Country Director 2014/03 Completed With the set up the Strategic Advisory Unit led by the Senior Economist.The entire Aid effectiveness framework and Development Assistance Coordination are implemented by his office. History
2.1.4 Phasing out support on Public Sector Reform, Land Reform and Waste Management
[Added: 2017/12/28] [Last Updated: 2018/05/16]
Country Director and Programme Managers 2015/12 No Longer Applicable [Justification: UNDP no longer supports PSR initiatives.]
History
2.1.5 Ensure the above message is incorporated in the RC’s messages during DEPAC Meetings
[Added: 2017/12/28] [Last Updated: 2018/05/16]
Country Director 2014/07 No Longer Applicable [Justification: This never materialized.]
History
3. Recommendation:

Evaluation recommendation 2.2: The UNDP Country Office should take an inventory of current projects and programmes within the next 12 months, review progress and ensure that exit strategies over the forthcoming 3-5 year period are well planned for and implemented  

Management Response: [Added: 2014/08/22] [Last Updated: 2017/12/28]

Management response 2.2: Actions on this recommendation are already taken in the Country Office’s new programme planning process. The CO has completed implementation of the recommendation as part of the Country Programme alignment exercise

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.2.1 Prepare project and programme reviews and inventory and define exit strategies for all projects
[Added: 2017/12/28]
Country Office 2013/12 Completed History
2.2.2 Continuously advocate greater government cost sharing and involvement of resident and non-resident donors in new projects and ensure clear plans for takeover are in place
[Added: 2017/12/28] [Last Updated: 2018/05/15]
Programme Team 2018/01 Completed The CO has managed to attract funding from government, traditional and non-traditional donors (comprising of both resident and non-resident donors) for new and existing projects to further their development agenda. History
2.2.3 Public Sector Reform exit (phasing out)
[Added: 2017/12/28] [Last Updated: 2018/05/16]
Senior Management 2014/12 No Longer Applicable [Justification: This activity was never done and is not relevant.]
History
4. Recommendation:

Evaluation recommendation 2.3: The UNDP’s programme needs to have new emphasis on institutional sustainability. While operational support was vital in a post-conflict reconstruction context, the dependence it created is debilitating and should be phased out. The transition from operational support to programming should focus on the transfer and exchange of expertise and technology while ensuring capacity building and national ownership. In this connection it would be appropriate for UNDP to take a lead role in coordinating donor policies with respect to salary supplements and other incentives with the ultimate objective of raising the sustainability of the capacity created in key institutions and reducing dependence on ODA.

Management Response: [Added: 2014/08/22] [Last Updated: 2017/12/28]

Management response 2.3: UNDP is already negotiating all its new projects or extension of ongoing projects for the counterpart to progressively absorb all recurring costs. In addition, in few of its large programmes such as Elections, UNDP is also undertaking serious capacity assessment which will not only inform a focused capacity building for institutional sustainability but also in turn help to devise an exit strategy

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.3.1 Eliminate operational support and ensure support is based on institution building and national ownership using a phasing out approach
[Added: 2017/12/28] [Last Updated: 2018/05/15]
Senior management 2015/03 Completed All projects are positioned in relevant line ministries, departments and agencies (MDAs) and collaborate with government and other national level counterparts such as Civil Society Organizations (CSOs), as implementing partners. UNDP SLE CO staff are also embedded within the MDAs and continue to provide one-on-one technical and financial support for effective skills transfer, management of projects and proper accountability. This is part of the phasing out/exit strategy. History
2.3.2 Uniform policy on DSA agreed with Government.
[Added: 2017/12/28]
Senior Management 2013/12 Completed History
5. Recommendation:

Evaluation recommendation 2.4: UNDP should also assess the various South-South interventions that were undertaken during the review period with the goal of documenting instructive practices and developing new areas of intervention for the upcoming country programme.

Management Response: [Added: 2014/08/22] [Last Updated: 2017/12/28]

Management response 2.4: This recommendation is well noted and implementation has started for all projects. The CO will develop a more systematic approach to South South Cooperation particularly in identifying instructive practices and useful knowledge, which were sporadically documented in the past In the current programme, the entire approach is more structured and South-South Cooperation will be seen as an objective in itself.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.4.1 Documentation of lessons learnt from all projects in the last two programme cycles 2008 - 2014.
[Added: 2017/12/28] [Last Updated: 2018/05/15]
Senior Management 2014/09 Completed Several assessments, evaluations and surveys have been conducted by the CO, that have provided critical lessons that have been factored into project designs and have subsequently improved development results. History
6. Recommendation:

Evaluation recommendation 3: The Resident Representative and the Country Director should take on a higher profile advisory role that was previously filled by the ERSG. In this connection, it is recommended that, using programme funds, the UNDP Country Office constitute a team of 5 senior advisers working in close proximity to the Country Director to undertake essential analysis, liaise with relevant officials in the ministries, judiciary and parliament and provide policy advice to the Country Director and Resident Representative as necessary. These advisers would be expected to prepare concept notes, policy papers and advise on programme strategy on a regular basis and support UNDP’s interventions in key policy forums. It is suggested that these advisers include the following: i) General governance strategist (with a strong background in government finance, decentralization, democratization, human rights or other area of relevance); ii) Security sector reform specialist; iii) Employment generation and poverty alleviation specialist; iv) senior economist/MDG adviser; and v) an adviser on gender issues. Provision should also be made for a resident Evaluation Adviser at least for the first few years of the new country programme, who could then return at key points during the mid-term and final reviews of the country programme implementation.

Management Response: [Added: 2014/08/22] [Last Updated: 2017/12/28]

Management response 3: The recommendation is currently being implemented. The CD’s office now has two advisers, the Senior Economist and Peace and Development Advisers, in addition to the two deputies. The advisers were selected based on their ‘non direct involvement in programme, thus ensuring necessary independence and impartiality. Additional advisers will be consulted as required. The CO has nominated a Gender Focal Point and is now exploring resources available in the wider system at Policy Bureaus as well as the regional centres. UNDP Sierra Leone will also explore the Mutual Support Facility (MSF) in the sub-region on various support/advisory areas.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
3.1 Selection of a Gender Focal Point and recruitment of a Gender Specialist and any other adviser deemed necessary
[Added: 2017/12/28] [Last Updated: 2018/05/15]
Senior Management 2016/12 Completed A Gender Specialist (National) was hired to provide support to the CO on all gender related/mainstreaming issues. The specialist is supported by a gender focal team to particularly deal with issues surrounding the Gender Seal, to which the CO obtained a Bronze award. History
3.2 Utilization of the available human resources in the wider system through the mutual support facility
[Added: 2017/12/28] [Last Updated: 2018/05/16]
Senior Management 2018/01 Completed UNDP has received support from the RSCA, the UNDP Brussels offce, UNDP Zambia, SURGE Support. History
7. Recommendation:

Evaluation recommendation 4: UNDP needs to urgently undertake an internal strategic analysis and review of the current situation in Sierra Leone with a view to determining the key areas which are most likely to present threats to stability in the medium term and help devise preventive development interventions that can be funded and approved during the course of 2014/2015. For the new CPD programme, the ADR recommends that UNDP Sierra Leone build on the strategies of streamlining and focus that was initiated with the 2012-2013 CPD. In this UNDP should carefully assess where it is best positioned to provide support in alignment with the directions contained in the new Strategic Plan of the organization. Governance and Access to Justice as well as Poverty Reduction activities that target youth employment in a more comprehensive manner, appear to hold promise. The environment portfolio, a key area of growing importance, was somewhat overshadowed by the more pressing priorities such as the conduct of elections during the CP period 2008-2014. Should UNDP decide to engage more comprehensively in this sector, it will need to ensure a longer-term commitment and more substantial partnerships to ensure meaningful results

Management Response: [Added: 2014/08/22] [Last Updated: 2017/12/28]

Management response 4: UNDP Sierra Leone has undertaken strategy analyses for each of the CO programme priority areas and re-strategizing under its new CPD and supported special assessments such as the fragility assessment and a proposed conflict prevention analysis. The energy, environment and natural resource management portfolio is being scaled up, and programming is informed by lessons learned from the 2012-2013 CPD as well as strategic analyses carried out by UNEP, the World Bank, and the extractive industry.   

Key Actions:

Key Action Responsible DueDate Status Comments Documents
4.1 Support to the new Fragility Assessment
[Added: 2017/12/28] [Last Updated: 2018/05/15]
Government of Sierra Leone 2014/08 Completed The Fragility Assessment was conducted. History
4.2 Support to a comprehensive conflict prevention analysis
[Added: 2017/12/28] [Last Updated: 2018/05/16]
RC’s Office 2015/12 Completed The Common Country Assessment in preparation for the next UNDAF cycle has incorporated a Conflict Analysis Component. History
4.3 Support assessment for entry points of UNDP interventions in the extractives industry
[Added: 2017/12/28] [Last Updated: 2018/08/23]
Country Office 2015/05 Completed It is still an ongoing activity as the CO broadens its resource mobilization drive to new areas. History
8. Recommendation:

Evaluation recommendation 5.1: In the access to justice sector, it is strongly recommended that UNDP supplement its current heavy emphasis on the prosecution of SGBV to improve access to justice more generally, to ensuring due process with sufficient and trained representation for both plaintiffs and defendants and increasing the pool of trained members of the judiciary.

Management Response: [Added: 2014/08/22] [Last Updated: 2017/12/28]

Management response 5.1: It is recognized that Gender Justice has been an area of strong focus for the A2J Project and will continue to be so as reflected in the new CPD. The Programme will also prioritize interventions focusing on systemic issues within the Justice sector, particularly with regard to pre-trial detention and corruption, institutional reforms 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
5.1.1. Broaden donor base to enable focus on systemic issues to commence with the launch of the new CPD
[Added: 2017/12/28] [Last Updated: 2018/05/16]
Rule of Law and INL projects 2015/01 Completed Following targeted consultation with justice and security institutions and identification of needs, UNDP developed two thematic rule of law projects, the Promoting Transparency in Sierra Leone and From Prisons to Corrections which have both received full and partial funding from the US Department of State - Bureau of International Law Enforcement Affairs. During the Ebola crisis the security sector was also supported through funds from the Japanese government. Most recent the project has received additional funds from the US/INL and proposals are with BPPS for consideration. The funding base has hence been diversified and the rule of law team are working on continuation of this trend. History
5.1.2. Continue its focus on Gender Justice
[Added: 2017/12/28] [Last Updated: 2018/05/16]
Country Office 2015/01 No Longer Applicable [Justification: The Country Office was advised through two project evaluations to merge the A2J and SSR projects and more holistically broaden its support to the justice and security sector under one umbrella programme and with key contextual challenges targeted including gender justice which is still part of the programme, but not the only focus. ]
History
5.1.3. Utilize catalytic funding from BCPR to start new initiatives and attract new funding
[Added: 2017/12/28] [Last Updated: 2018/05/16]
Rule of Law and INL projects 2015/12 Completed See response to 5.1.1 History
9. Recommendation:

Evaluation recommendation 5.2: It is also recommended that UNDP support any proposals to: i) compile and analyse existing laws and cases in order to ensure at least one full set of laws and cases is available to the judiciary; and ii) any proposals to review and codify traditional law practices throughout the country.

Management Response: [Added: 2017/12/26] [Last Updated: 2017/12/28]

Management response 5.2: The CO recognizes the need to support publication of laws, reports, improvement of online legal database and training of local court personnel. With respect to Customary Law, the Project is supporting the implementation of the Local Courts Act including court personnel. This Act seeks to regulate and oversee the provision of Customary Law. UNDP is also supporting the Constitutional Review Process which may look at amending Customary Law practices. The CO will wait for finalization of this process before carrying out further work in this area. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
5.2.1 Support publication of law reports and improvements to an online database of Sierra Leone Laws.
[Added: 2017/12/28] [Last Updated: 2018/05/15]
A2J Programme 2014/12 Completed Sector wide engagements on law reforms and publication were undertaken involving the MOJ, Parliament, Judiciary, Law Reform Commission and Cabinet with a proposal developed. However attracting donors on the subject matter has been challenging History
5.2.2 Support the Judiciary to provide training to local court personnel (who apply customary law) on best practices including general legal practice and also support legal assistance programmes that represent clients before Customary Law Courts.
[Added: 2017/12/28] [Last Updated: 2018/05/15]
A2J Programme 2014/12 Completed Between 2015 and 2016, UNDP has provided support for the recruitment of local court personnel to align with requirements of the Local Court Act of 2011. However the Judiciary has not been able to finalize the process. History
5.2.3. Support local courts who apply Customary Law and provide training to justice officials on general legal practice and procedure
[Added: 2017/12/28] [Last Updated: 2018/05/16]
A2J Programme 2014/12 Completed UNDP has continuously provided support to Local Courts in selected districts to enable them apply human right standards and minimize discriminatory practices against women. In 2017, UNDP's support to the HUWASAL contributed to interfaces between local court authorities and CSOs for the resolution of property and inheritance matters involving women History
5.2.4 Providing support to development of the land policy which is one key area where Customary Law decisions may adversely impact clients particularly women
[Added: 2017/12/28] [Last Updated: 2018/05/16]
Land reform project 2017/12 Completed A land policy has been developed with UNDP and FAO support and has received government approval in 2017. History
5.2.5 Support legal aid providers who advice users of Customary Law
[Added: 2017/12/28] [Last Updated: 2018/05/16]
Rule of Law project 2017/12 Completed UNDP has been working with CSO legal aid providers to enhance people knowledge and understanding on the laws and practice. With the enactment of the Legal Aid Act in 2012 and the establishment of the Legal Aid Board, UNDP has strengthened the ability of the Board to operate including provided support to develop its paralegal training manual, mapping of legal aid service providers and providing legal support and advice to women and girls. History
10. Recommendation:

Evaluation recommendation 6: In the critical area of youth employment, UNDP should, working closely with the ILO, work on bringing together potential employers (particularly large multinationals with investments in Sierra Leone), the World Bank and African Development Bank as well as key ministries and commissions to develop a more systematic and coherent strategy for the creation of jobs in the country while ensuring safety and standards. This should be accompanied by a systematic analysis of current practices and approaches to training, economic policies and involvement of the private sector with a view to propagating best practices that have been tried and tested in the country and regionally.

Management Response: [Added: 2017/12/26] [Last Updated: 2017/12/28]

Management response 6: The CO agrees with the need for close collaboration among operators in bringing together key stakeholders. The CO will support development of comprehensive programme to guide all interventions and sector coordination and is now working in close collaboration with all donors to introduce a mechanism for sector working groups within DEPAC. Further to this recommendation, Sierra Leone has developed a Blueprint for Youth Development: Five Years Youth Employment and Empowerment Strategy Document that will address lapses in current practices and approaches to targeting youth in the country. Lastly, the CO will support the formulation and implementation of policies on CSR and Local Content in line with international best practices. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
6.1 Developing the second status of youth report, which is supposed to provide information on the general status of youth in Sierra Leone
[Added: 2017/12/28] [Last Updated: 2018/05/16]
UNDP YEEP 2014/08 Completed The status of the Youth Report was completed in 2013. History
6.2 Introduce a mechanism for sector working groups within DEPAC
[Added: 2017/12/28] [Last Updated: 2018/05/16]
NDP YEEP 2014/07 Completed The sector working groups were established with the youth commission as well as within DEPAC in 2014 History
6.3 Establish a mechanism to support the roll-out of the Five Years Youth Employment and Empowerment Strategy
[Added: 2017/12/28] [Last Updated: 2018/05/16]
UNDP YEEP 2015/07 Completed A 5-year Blue Print youth strategy was developed and rolled out in 2014 History
11. Recommendation:

Evaluation recommendation 7: In order to consolidate peace and stability, UNDP should encourage the Government to further strengthen local governance which should be replicated throughout the country. Particular attention should be paid to current issues pertaining to the overlap of mandates and roles of different bodies at the local level reviewed and ironed out as an integral part of the constitutional review process.

Management Response: [Added: 2017/12/28]

 

Management response 7: This recommendation is very well taken. To this end, the CO will provide support for the formulation of a strategy for Local Governance and Economic Development countrywide, to enshrine decentralization and local governance in the new constitution and will continue its advocacy efforts for clarity of roles of different functionaries especially on local revenue collection and transfers 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
7.1. Support LoCASL to table a proposal to enshrine decentralization and local governance in the new constitution
[Added: 2017/12/28] [Last Updated: 2018/05/16]
LGED-JP 2013/12 Completed The decentralization proposal is enshrined in the new draft constitution and is awaiting endorsement by new government. History
7.2 Support to MoFED/LGFD and MLGRD to extend the LED experience to all LCs, THE Fiscal Decentralization framework to consider specific grants for LED through the Performance-based Grants system (PBGS)
[Added: 2017/12/28] [Last Updated: 2018/05/16]
LGED-JP 2015/12 Completed The LED experience has already been extended to all the 19 LCs through the Peer Review Mechanism. History
7.3. Careful talks with MLGRD and MoFED/LGFD on the need to review the current roles of Senior District Officers and Chiefdom Administration against the roles of LCs especially on local revenue collection and remittances.
[Added: 2017/12/28] [Last Updated: 2018/05/16]
LGED-JP 2017/12 Completed The roles of Senior District Officers and Chiefdom Administration against the roles of LCs (on local revenue collection and remittances) was done. However there is need to continue with the process especially when three addtional LCs have been created.. History
12. Recommendation:

Evaluation recommendation 8: In fresh programming, UNDP should articulate a clear internal country office policy that spells out measures to improve programme design, monitoring and evaluation. This policy should emphasize needs assessments, formulation of theories of change, assess capacity gaps and clearly articulate counterpart commitments. Project Appraisal Committees should be revived which should inter alia ensure that programme designs, results and implementation arrangements are clearly articulated, and that good monitoring and evaluation systems are established and adequately funded. High level attention from senior management- throughout the next CPD programme – will be vital. There may be a need to strengthen the Business Development and Oversight Unit of the country office for this purpose. The country office should actively draw on resources available from all regional service centres, globally, for short-term project design, appraisal, monitoring and evaluation support.

Management Response: [Added: 2017/12/28]

Management response 8: UNDP Sierra Leone is committed to improving programme design, monitoring and evaluation. In line with this commitment, the CO will strengthen the Programme Management Support Unit in order to ensure systematic quality assurance and oversight, particularly in the areas of data collection, research, capacity building, reporting and donor relations. Further, the Co will also review and streamline local oversight and quality assurance bodies such as Local Project Appraisal Committees and Project Boards to ensure clear terms of reference and functioning for successful programme planning and valuable quality assurance. In addition, the CO has taken an internal decision to establishing a ‘3% Pool Fund’ including a 1% allocation to M&E in order to ensure that programme management and oversight are adequately funded. This has also been captured in the 2014 AWP and the new CPD. 

 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
8.1 Review and re-align programme support through the establishment and strengthening of a Programme Management Support Unit (PMSU) .
[Added: 2017/12/28]
Senior Management 2015/12 Completed History
8.2 Review and streamline Project Appraisal Committees with clear terms of reference for effective programme planning assurance
[Added: 2017/12/28] [Last Updated: 2018/05/15]
Senior Management 2014/09 Completed Project Appraisal Committees (PACs) members were instituted by the Country Director and have clear TORs that guide their work. History
8.3 Further strengthen programme oversight and assurance by ensuring regular project and outcome board meetings are held and annual reviews and reports are provided
[Added: 2017/12/28] [Last Updated: 2018/05/15]
Senior management 2013/09 Completed Projects usually hold their project board meetings each quarter and minutes are written. Annual reports are also written that are also reviewed and shared with the project board. History
8.4 Implement ‘Pool Fund’ and M&E allocations for integrated programme oversight and support
[Added: 2017/12/28] [Last Updated: 2018/05/15]
Senior Management 2013/12 Completed Projects allocate 2% of their activity budgets towards M&E Activities. History
8.5 Hire a third party firm to support with programme monitoring, data collection and analysis, research and M&E capacity building
[Added: 2017/12/28] [Last Updated: 2018/05/15]
Senior Management 2014/07 Completed A third-party firm continues to augment the CO monitoring and evaluation functions through support in field monitoring, data collection and analysis. History

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