Midterm Evaluation of the Subregional Programme

Report Cover Image
Evaluation Plan:
2012-2016, Barbados
Evaluation Type:
Others
Planned End Date:
01/2015
Completion Date:
06/2015
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
40,000

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Title Midterm Evaluation of the Subregional Programme
Atlas Project Number:
Evaluation Plan: 2012-2016, Barbados
Evaluation Type: Others
Status: Completed
Completion Date: 06/2015
Planned End Date: 01/2015
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 1.4. Scaled up action on climate change adaptation and mitigation across sectors which is funded and implemented
  • 3. 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)
  • 4. Output 2.4. Frameworks and dialogue processes engaged for effective and transparent engagement of civil society in national development
  • 5. Output 2.5. Legal and regulatory frameworks, policies and institutions enabled to ensure the conservation, sustainable use, and access and benefit sharing of natural resources, biodiversity and ecosystems, in line with international conventions and national
  • 6. Output 3.6. Governance institutional, and other critical bottlenecks addressed to support achievement of the MDGs and other internationally agreed development goals
  • 7. Output 5.4. Preparedness systems in place to effectively address the consequences of and response to natural hazards (e.g. geo-physical and climate related) and man-made crisis at all levels of government and community
  • 8. Output 7.1. Global consensus on completion of MDGs and the post 2015 agenda informed by contributions from UNDP
Evaluation Budget(US $): 40,000
Source of Funding: Co-financing
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Valerie Gordon Ms gordon.valrie@gmail.com JAMAICA
Oscar Huertas Díaz Mr oscarhuertas77@gmail.com COLOMBIA
GEF Evaluation: No
Key Stakeholders:
Countries: BARBADOS
Lessons
Findings
Recommendations
1 The next 2 years of the Programme and the SPD (2017-2021) should continue with the same areas of focus i.e. Climate Change and DRR, Energy and Environment and SHD and Inclusive Governance. The overall theme/driver of the Programme should be the creation of an Empowered secure citizenry, participating in equitable sustainable growth pathways to create resilient nations The Governance component should be expanded to address the emerging issues of: a) Youth empowerment through social and economic engagement to include: Transforming educational systems to engage boys more and emphasize entrepreneurship, skills training and job readiness (partner -UNESCSO) Leveraging creativity and use of ICTs to take advantage of jobs of the future; (ITU,UNESCO) Strengthening of, and linking to existing social groups e.g. Police Youth Clubs, Boys Brigades, other youth related CSOs; mentorship by private sector titans; increased engagement, possibly mentorship and investment by the Caribbean Diaspora. b) Constitutional reform in other countries that would effectively enshrine Gender, Climate Change, Environment and equity for all. The Grenada experience should serve as a model. c) Improved security of women and children through: Establishing accountability and reporting mechanisms to monitor and enforce compliance with agreed international and national commitments on children and women rights and security. Creating opportunities for education, training, employment and income-generation for young men and women as a viable alternative to criminality. Strengthening States response to violence against women and children as a security threat through norms and protocols, in particular for the security sector Strengthening the capacity of civil society groups, especially women groups, to conduct integrated monitoring of women?s security situation in keeping with agreed international, and national commitments to women human rights. Designing and implementing information, awareness-raising and capacity-building campaigns on personal security
2 In consideration of the move away from the siloes approach, the SPD should pursue the layered approach to multidimensional project interventions with Climate change, gender, citizen security, and governance considerations as cross cutting issues.
3 UNDP HQ should develop an explicit, holistic and strategic business model that is better suited to this SRO, one of the most important development partners in the subregion, and which is charged with supporting some of the most highly indebted and vulnerable SIDs in the world. Moving the sub region?s development agenda forward effectively will require that the SRO is seen through the same lens as that applied to SIDS. It is well appreciated that SIDs have multiple vulnerabilities and peculiar development needs, and the challenge they face will only increase in the future as Climate change takes effect. Just as the development community has seen fit to apply certain exceptions to this group, so should some exceptions be applied to this office that has to deliver in an environment where there are few economies of scale, national capacities are low, and country and regional partners require technical, advocacy, management and monitoring support to implement their projects. The situation of this SRO is not unlike that of UNDP Fiji and so that model should be examined with a view to replication or adaptation.
4 A core issue to determine in the next phase of the SPD regarding effectiveness (as well as efficiency), is how the Sub Regional Office focuses its limited resources on the regional level mainly, with some small scale initiatives at the national level, implementing pilot projects that could be replicated and feed into regional public policy making. The Small Grants Programme is a good vehicle to implement at the national level, identifying best practices and opportunities to scale up or replicate. This could also be the level at which a repository of documentation of case studies on pilots is developed and maintained. In this way, the lessons learned would be available to inform project development and strategic planning of future SPDs.
5 The UNDP approach to contributing to development and corporate results at the regional level needs to be set within the broader context of an organization-wide business model. Only through re-examining the UNDP fundamental principles and overall strategy in a rapidly changing global environment can UNDP identify the most appropriate role of regional level actions.
6 UNDP Senior Management should adequately consult with regional counterparts and donors on the next phase of as well as identify more effective means of engaging key stakeholders on an on-going basis through exploring the formation of new mechanisms (e.g. an informal advisory group with open membership, regular newsletters, feedback polls, scheduled briefings).
7 The next SPD should ensure a results framework with distinct and well-defined activities and detailed and measurable impact and operational performance indicators for the next phase, based on a comprehensive needs assessment.
8 Gender and youth should be fully mainstreamed into the overall programming approach and project development. This should include formal spaces for understanding gender issues in all areas, and the designation of responsibilities, roles and tools for gender mainstreaming. It is key to implement the gender/youth approach from the onset, defining the starting point situation to women and youth group, explaining how the project might benefit them and using participatory approaches to determine which components or strategies need to be implemented to achieve the desired impacts.
9 Region and country readiness, existing coordination structures and capacities should be assessed during project planning and design phase, and provision made for capacity development of these structures in future programmes. This analysis should affect the selection of implementation modalities (NIM vs DIM). In general, this evaluation recommends to prioritize DIM modalities rather than NIM; the reason for this is the specificity and complexity of the region in terms of national capacity, it is well known that UNDP strives to transfer capacity while delivering results, but in this case it is necessary to make sure of reaching the final beneficiaries and delivering the outputs on time.
10 The SRO needs to develop a comprehensive capacity building strategy to provide coherence and a rationale to the many CB initiatives undertaken over the past years and to then guide the roll-out of future CB initiatives, particularly training courses and including the development of a pool of master trainers to ensure sustainability.
11 For future projects, it will be necessary to identify and continue building on such synergies (capacity building) with counterparts, to ensure sustainability of project outcomes through concretising the further engagement and ownership of the project by counterparts.
12 The SRO to ensure sustainability and consistency of delivery through core functions being undertaken by staff, possibly supplemented by consultants who in turn ensure transfer of skills to staff.
13 UNDP should systematically assess good practices and develop knowledge of the underlying causes of these results. Governments face increasingly complex national capacity challenges, and this situation requires a continuous learning process. There are clear opportunities for regional institutions, governments and UNDP to identify both why capacity development successes have happened and the implications for replication. This should become the priority for UNDP?s work in the remaining phase of the SPD and the next programming cycle. It will require dedicated resources and the development of new approaches for learning lessons beyond the traditional monitoring and evaluation systems that focus on end results. Finally, it means enhancing knowledge management across the working areas to ensure that good practices and lessons are disseminated.
14 When developing projects, due time and consideration should be given to providing a detailed description of objectives, outcomes, outputs, indicators and coordination mechanisms. Project implementation would benefit from a more realistic planning of activities.
15 Due to funding needs, disseminate results and accountability reasons, it is recommended to design and implement a communications strategy in the remaining phase of the SPD, to establish clear narratives, key messages and dissemination channels at the project and program levels, with dedicated information targets. The narratives and key messages should inform about success stories, best practices, life stories from the field, quantitative / qualitative changes, etc.
16 The brand of the UNDP needs to be better established with the support of a Brand development/ marketing/Communication specialist, and an appropriate Marketing strategy developed that will help to attract funding. The plan should be implemented out of the RC?s Office which may need to be provided with additional administrative capacity
17 Project design need to include appropriate results chain and theories of change which are specific to the project scope, but linked to the overall Programme level Outcomes. Therefore, for each project there should be an appropriate M&E framework with realistic, qualitative and quantitative indicators which relates specifically to the project at the micro level, and can be tracked by a robust internal monitoring system.
18

The M&E can include qualitative indicators such as perception from stakeholders on different strategic lines from the project, that can be measured periodically starting from the baseline (e.g. CSO perception on the CSO capacity to engage with the government in development matters before and after UNDP´s project). The use of milestones is recommended for intangible processes such as the governance, human development, etc. As the processes are not easy to measure, they can be divided by specific milestones with percentages to measure the progress; e.g. a CSO empowerment process could have different milestones like: (i) CSO mapping, (ii) CSO call to participate in the trainings, (iii) training process finished, (iv) establishing a CSO network, (v) CSO network participating in development discussions with the government. This example has 5 milestones that can be registered and each one of them has a deadline or a date, and can be measured in percentage, where each milestone weighs 20% for a total 100% if the progress was complete.

19 Given the comprehensive nature of the work undertaken by the SRO, it is proposed that at least a part-time Monitoring, Evaluation & Knowledge specialist be employed. The Specialist would be responsible for overseeing monitoring of the UNDP?s contribution and project level progress in line with the SPD; participate in ongoing monitoring along agreed guidelines; support and inform external evaluation exercises; identify and disseminate lessons learned, best practices and other knowledge products derived from projects.
20 The UNDPs fund raising activities need to continue to target non-traditional donors, and specifically, extend to the private sector and foundations within, and external to the region.
21 At the project level, administrative arrangements should be clear and transparent to all stakeholders from project outset in order to increase programme efficiency and effectiveness. A through stakeholder analysis undertaken as part of the project design should inform who are the critical stakeholders, their capacities, and pre- project roles and responsibilities. The programme´s hierarchy, division of labour, supervision arrangements and reporting lines can then be established and agreed to through a project level letter of agreement or other such instrument which leaves no room for ambiguity.
22 UNDP administrative procedures should be improved so that they support rather than constrain effective programming in all areas, especially in natural disasters. Administrative and programming procedures should not only ensure accountability, but also enable SRO to respond with faster and well-planned interventions. UNDP should continue to refine its administrative procedures to allow for faster procurement, more efficient staff recruitment and flexibility in funding during crises.
23 SRO needs to develop systems and tools to ensure that the impact of capacity building is monitored, understood and feeds into programme planning and implementation.
1. Recommendation: The next 2 years of the Programme and the SPD (2017-2021) should continue with the same areas of focus i.e. Climate Change and DRR, Energy and Environment and SHD and Inclusive Governance. The overall theme/driver of the Programme should be the creation of an Empowered secure citizenry, participating in equitable sustainable growth pathways to create resilient nations The Governance component should be expanded to address the emerging issues of: a) Youth empowerment through social and economic engagement to include: Transforming educational systems to engage boys more and emphasize entrepreneurship, skills training and job readiness (partner -UNESCSO) Leveraging creativity and use of ICTs to take advantage of jobs of the future; (ITU,UNESCO) Strengthening of, and linking to existing social groups e.g. Police Youth Clubs, Boys Brigades, other youth related CSOs; mentorship by private sector titans; increased engagement, possibly mentorship and investment by the Caribbean Diaspora. b) Constitutional reform in other countries that would effectively enshrine Gender, Climate Change, Environment and equity for all. The Grenada experience should serve as a model. c) Improved security of women and children through: Establishing accountability and reporting mechanisms to monitor and enforce compliance with agreed international and national commitments on children and women rights and security. Creating opportunities for education, training, employment and income-generation for young men and women as a viable alternative to criminality. Strengthening States response to violence against women and children as a security threat through norms and protocols, in particular for the security sector Strengthening the capacity of civil society groups, especially women groups, to conduct integrated monitoring of women?s security situation in keeping with agreed international, and national commitments to women human rights. Designing and implementing information, awareness-raising and capacity-building campaigns on personal security
Management Response: [Added: 2015/11/26] [Last Updated: 2016/01/04]

Address the emerging issues of youth empowerment, constitutional reform, citizen security with focus on women and children

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Implementation of the pilot of SocialINNOV4Change on youth engagement in St. Lucia
[Added: 2016/01/04]
UNDP 2015/12 Completed
Support development of the OECS Youth Development Strategy
[Added: 2016/01/04] [Last Updated: 2018/11/22]
UNDP 2016/12 Completed Completed December, 2016. History
Development and implementation of the Grenada Constitutional Reform project
[Added: 2016/01/04] [Last Updated: 2018/11/22]
UNDP 2016/12 Completed Completed December, 2016, including post-reform assessment. History
Development of proposals on citizen security
[Added: 2016/01/04] [Last Updated: 2018/11/22]
UNDP 2016/12 Completed CARISECURE project approved and commenced in July 2016. History
2. Recommendation: In consideration of the move away from the siloes approach, the SPD should pursue the layered approach to multidimensional project interventions with Climate change, gender, citizen security, and governance considerations as cross cutting issues.
Management Response: [Added: 2015/11/26] [Last Updated: 2016/01/04]

Strengthen use of the quality assurance tools to pursue the layered approach to multidimensional project interventions

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Organization of internal Pre-PAC meetings involving all programme staff and key operations staff
[Added: 2016/01/04] [Last Updated: 2018/11/22]
UNDP 2016/12 Completed Design QAs implemented for all projects; pre-PAC's initiated for complex projects. History
Provision of learning opportunities for staff on climate change, gender, citizen security, etc.
[Added: 2016/01/04] [Last Updated: 2018/11/22]
UNDP 2016/12 Completed PMDs include specific learning outcomes; information on upcoming training through LMS and webinars communicated to staff; all-staff/Programme meetings used to provide additional feedback on personal development/capacity building opportunities. History
3. Recommendation: UNDP HQ should develop an explicit, holistic and strategic business model that is better suited to this SRO, one of the most important development partners in the subregion, and which is charged with supporting some of the most highly indebted and vulnerable SIDs in the world. Moving the sub region?s development agenda forward effectively will require that the SRO is seen through the same lens as that applied to SIDS. It is well appreciated that SIDs have multiple vulnerabilities and peculiar development needs, and the challenge they face will only increase in the future as Climate change takes effect. Just as the development community has seen fit to apply certain exceptions to this group, so should some exceptions be applied to this office that has to deliver in an environment where there are few economies of scale, national capacities are low, and country and regional partners require technical, advocacy, management and monitoring support to implement their projects. The situation of this SRO is not unlike that of UNDP Fiji and so that model should be examined with a view to replication or adaptation.
Management Response: [Added: 2015/11/26] [Last Updated: 2016/01/04]

UNDP HQ, in consultation with SRO, will develop an explicit, holistic and strategic business model that is better suited to this SRO, one of the most important development partners in the subregion, and which is charged with supporting some of the most highly indebted and vulnerable SIDS in the world.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Development of the Multi-country Sustainable Development Framework (MSDF) for the Caribbean 2017-2021
[Added: 2016/01/04] [Last Updated: 2018/10/29]
UNDP (lead) with UNCTs 2016/12 Completed Key themes and possible outcomes were identified. History
Development and implementation of regional projects led by SRO
[Added: 2016/01/04] [Last Updated: 2018/11/22]
UNDP 2016/12 Completed Regional projects on Climate Change (J-CCCP) and data enhancements for citizen security (CARISECURE) under implementation History
4. Recommendation: A core issue to determine in the next phase of the SPD regarding effectiveness (as well as efficiency), is how the Sub Regional Office focuses its limited resources on the regional level mainly, with some small scale initiatives at the national level, implementing pilot projects that could be replicated and feed into regional public policy making. The Small Grants Programme is a good vehicle to implement at the national level, identifying best practices and opportunities to scale up or replicate. This could also be the level at which a repository of documentation of case studies on pilots is developed and maintained. In this way, the lessons learned would be available to inform project development and strategic planning of future SPDs.
Management Response: [Added: 2015/11/26] [Last Updated: 2016/01/04]

Develop the SPD 2017-2021 taking consideration lessons learned from the current SPD 2012-2016

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Approval of the SPD 2017-2021
[Added: 2016/01/04] [Last Updated: 2018/10/29]
UNDP 2016/09 Completed Document presented September, 2016 and approved. History
5. Recommendation: The UNDP approach to contributing to development and corporate results at the regional level needs to be set within the broader context of an organization-wide business model. Only through re-examining the UNDP fundamental principles and overall strategy in a rapidly changing global environment can UNDP identify the most appropriate role of regional level actions.
Management Response: [Added: 2015/11/26] [Last Updated: 2016/01/04]

Identify the most appropriate role of UNDP at regional level through re-examining the UNDP fundamental principles and overall strategy in a rapidly changing global environment

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Situation Analysis for the SPD 2017-2021
[Added: 2016/01/04] [Last Updated: 2018/11/22]
UNDP 2016/05 Completed Analysis completed and Multi-country sustainable development framework completed July 2017. History
6. Recommendation: UNDP Senior Management should adequately consult with regional counterparts and donors on the next phase of as well as identify more effective means of engaging key stakeholders on an on-going basis through exploring the formation of new mechanisms (e.g. an informal advisory group with open membership, regular newsletters, feedback polls, scheduled briefings).
Management Response: [Added: 2015/11/26] [Last Updated: 2016/01/04]

Strengthen engagement of key stakeholders

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Organization of quarterly meetings with national counterparts
[Added: 2016/01/04] [Last Updated: 2018/11/22]
UNDP 2016/12 Completed Quarterly meetings with national counterparts in all countries has been impractical. In addition to twice-yearly meetings with national counterparts, ad-hoc meetings between Programme staff and senior management are scheduled as needed. History
Active participation and contribution to the ECDPG
[Added: 2016/01/04] [Last Updated: 2018/11/22]
UNDP 2012/01 Completed Quarterly meetings chaired by UNRC/UNDP RR and attended by UNDP DRR History
7. Recommendation: The next SPD should ensure a results framework with distinct and well-defined activities and detailed and measurable impact and operational performance indicators for the next phase, based on a comprehensive needs assessment.
Management Response: [Added: 2015/11/26] [Last Updated: 2016/01/04]

Develop the SPD 2017-2021 including a results framework with distinct and well-defined activities and detailed and measurable impact and operational performance indicators, based on a comprehensive needs assessment.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Development of the SPD 2017-2021 based on a comprehensive needs assessment.
[Added: 2016/01/04] [Last Updated: 2018/10/29]
UNDP 2016/09 Completed The SPD has been approved. History
8. Recommendation: Gender and youth should be fully mainstreamed into the overall programming approach and project development. This should include formal spaces for understanding gender issues in all areas, and the designation of responsibilities, roles and tools for gender mainstreaming. It is key to implement the gender/youth approach from the onset, defining the starting point situation to women and youth group, explaining how the project might benefit them and using participatory approaches to determine which components or strategies need to be implemented to achieve the desired impacts.
Management Response: [Added: 2015/11/26] [Last Updated: 2016/01/04]

Mainstream gender and youth into the overall programming approach and project development.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Development of the SPD 2017-2021 using quality assurance tools
[Added: 2016/01/04] [Last Updated: 2018/10/29]
UNDP 2016/09 Completed SPD has been approved. History
Organization of the whole office learning session on gender
[Added: 2016/01/04] [Last Updated: 2020/08/26]
UNDP 2019/12 Completed Activity was completed in the first 6 months of 2019. History
9. Recommendation: Region and country readiness, existing coordination structures and capacities should be assessed during project planning and design phase, and provision made for capacity development of these structures in future programmes. This analysis should affect the selection of implementation modalities (NIM vs DIM). In general, this evaluation recommends to prioritize DIM modalities rather than NIM; the reason for this is the specificity and complexity of the region in terms of national capacity, it is well known that UNDP strives to transfer capacity while delivering results, but in this case it is necessary to make sure of reaching the final beneficiaries and delivering the outputs on time.
Management Response: [Added: 2015/11/26] [Last Updated: 2016/01/04]

Complete HACT assessments for all existing and future IPs and carry out wider capacity assessments if possible

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Complete HACT assessments
[Added: 2016/01/04] [Last Updated: 2018/11/22]
UNDP 2016/12 Completed HACT assessments of all existing IPs completed. Will continue assessments with new IP. History
10. Recommendation: The SRO needs to develop a comprehensive capacity building strategy to provide coherence and a rationale to the many CB initiatives undertaken over the past years and to then guide the roll-out of future CB initiatives, particularly training courses and including the development of a pool of master trainers to ensure sustainability.
Management Response: [Added: 2015/11/26] [Last Updated: 2016/01/04]

Develop a comprehensive capacity building strategy

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Develop a comprehensive capacity building strategy
[Added: 2016/01/04] [Last Updated: 2018/11/22]
UNDP 2019/12 Overdue-Initiated Unit-level capacity gaps are being identified and a comprehensive office-level strategy will be discussed in 2019. History
11. Recommendation: For future projects, it will be necessary to identify and continue building on such synergies (capacity building) with counterparts, to ensure sustainability of project outcomes through concretising the further engagement and ownership of the project by counterparts.
Management Response: [Added: 2015/11/26] [Last Updated: 2016/01/04]

Identify and continue building on synergies (capacity building) with counterparts for future projects

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Mapping of existing initiatives/projects before developing new projects in and out of UNDP
[Added: 2016/01/04] [Last Updated: 2018/11/22]
UNDP 2016/12 Completed All new projects include a mapping of existing initiatives in the partner country, both those undertaken by UNDP and those implemented by other development partners. History
Inclusion of sustainability plan in all new projects
[Added: 2016/01/04] [Last Updated: 2020/08/26]
UNDP 2019/12 Completed Sustainability has been mainstreamed into programming; a template to facilitate this process was developed and subsequently rolled out in Q1 2020. History
12. Recommendation: The SRO to ensure sustainability and consistency of delivery through core functions being undertaken by staff, possibly supplemented by consultants who in turn ensure transfer of skills to staff.
Management Response: [Added: 2015/11/26] [Last Updated: 2016/01/04]

Ensure sustainability and consistency of delivery through core functions being undertaken by staff

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Fill in vacant staff posts based on the office needs and funding availability
[Added: 2016/01/04] [Last Updated: 2018/11/22]
UNDP 2016/12 Completed All existing vacant posts filled by end-2016. History
13. Recommendation: UNDP should systematically assess good practices and develop knowledge of the underlying causes of these results. Governments face increasingly complex national capacity challenges, and this situation requires a continuous learning process. There are clear opportunities for regional institutions, governments and UNDP to identify both why capacity development successes have happened and the implications for replication. This should become the priority for UNDP?s work in the remaining phase of the SPD and the next programming cycle. It will require dedicated resources and the development of new approaches for learning lessons beyond the traditional monitoring and evaluation systems that focus on end results. Finally, it means enhancing knowledge management across the working areas to ensure that good practices and lessons are disseminated.
Management Response: [Added: 2015/11/26] [Last Updated: 2016/01/04]

Strengthen knowledge management

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Include collection of good practices and systematization of knowledge throughout the project cycle
[Added: 2016/01/04] [Last Updated: 2018/11/22]
UNDP 2016/12 Completed A project monitoring toolkit has been developed that includes a knowledge management platform that allows lessons learned and knowledge gained to be collected throughout the project implementation and this, along with independent evaluations of projects, is used to support new project design and development. History
14. Recommendation: When developing projects, due time and consideration should be given to providing a detailed description of objectives, outcomes, outputs, indicators and coordination mechanisms. Project implementation would benefit from a more realistic planning of activities.
Management Response: [Added: 2015/11/26] [Last Updated: 2016/01/04]

Improve planning for project development

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Use of quality assurance tools for project development
[Added: 2016/01/04] [Last Updated: 2018/10/29]
UNDP 2016/12 Completed QA tools have been integrated into project development through design stage QAs History
15. Recommendation: Due to funding needs, disseminate results and accountability reasons, it is recommended to design and implement a communications strategy in the remaining phase of the SPD, to establish clear narratives, key messages and dissemination channels at the project and program levels, with dedicated information targets. The narratives and key messages should inform about success stories, best practices, life stories from the field, quantitative / qualitative changes, etc.
Management Response: [Added: 2015/11/26] [Last Updated: 2016/01/04]

Design and implement a communications strategy

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Conduct an assessment of the office and programmatic communication needs to determine the relevance and practicality of developing an in-house communication strategy.
[Added: 2016/01/04] [Last Updated: 2020/08/26]
UNDP 2019/06 Completed A communications plan has been done. A communications infrastructure has been developed and was rolled out as part of a full suite of programmatic services. History
16. Recommendation: The brand of the UNDP needs to be better established with the support of a Brand development/ marketing/Communication specialist, and an appropriate Marketing strategy developed that will help to attract funding. The plan should be implemented out of the RC?s Office which may need to be provided with additional administrative capacity
Management Response: [Added: 2015/11/26] [Last Updated: 2016/01/04]

Develop and implement a marketing strategy

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Conduct an assessment of the office and programmatic marketing needs to determine the relevance and practicality of developing an in-house marketing strategy.
[Added: 2016/01/04] [Last Updated: 2020/09/08]
UNDP 2020/10 Initiated The strategy is currently being developed by the Poverty, Governance and Monitoring and Evaluation Cluster Lead and Communications Officer. The process is expected to be finalised by September 30, 2020. History
17. Recommendation: Project design need to include appropriate results chain and theories of change which are specific to the project scope, but linked to the overall Programme level Outcomes. Therefore, for each project there should be an appropriate M&E framework with realistic, qualitative and quantitative indicators which relates specifically to the project at the micro level, and can be tracked by a robust internal monitoring system.
Management Response: [Added: 2015/11/26] [Last Updated: 2016/01/04]

Include appropriate results chain and theories of change which are specific to the project scope, but linked to the overall Programme level Outcomes in the project design

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Implementation of more rigorous project appraisal process using QA tools, pre-PAC and peer reviews
[Added: 2016/01/04] [Last Updated: 2018/11/22]
UNDP 2016/12 Completed Design and implementation QA used for all projects; Pre-PAC applied to complex projects as required. History
18. Recommendation:

The M&E can include qualitative indicators such as perception from stakeholders on different strategic lines from the project, that can be measured periodically starting from the baseline (e.g. CSO perception on the CSO capacity to engage with the government in development matters before and after UNDP´s project). The use of milestones is recommended for intangible processes such as the governance, human development, etc. As the processes are not easy to measure, they can be divided by specific milestones with percentages to measure the progress; e.g. a CSO empowerment process could have different milestones like: (i) CSO mapping, (ii) CSO call to participate in the trainings, (iii) training process finished, (iv) establishing a CSO network, (v) CSO network participating in development discussions with the government. This example has 5 milestones that can be registered and each one of them has a deadline or a date, and can be measured in percentage, where each milestone weighs 20% for a total 100% if the progress was complete.

Management Response: [Added: 2015/11/26] [Last Updated: 2018/11/22]

Diversify indicators and refine the associated M&E framework(s)

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The use of qualitative indicators will be rolled out for a sample of projects
[Added: 2016/01/04] [Last Updated: 2020/08/26]
UNDP 2020/12 Initiated History
19. Recommendation: Given the comprehensive nature of the work undertaken by the SRO, it is proposed that at least a part-time Monitoring, Evaluation & Knowledge specialist be employed. The Specialist would be responsible for overseeing monitoring of the UNDP?s contribution and project level progress in line with the SPD; participate in ongoing monitoring along agreed guidelines; support and inform external evaluation exercises; identify and disseminate lessons learned, best practices and other knowledge products derived from projects.
Management Response: [Added: 2015/11/26] [Last Updated: 2016/01/04]

Take measures to strengthen M&E

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Analyse the SRO financial situation to explore the possibility of having a part-time Monitoring, Evaluation & Knowledge specialist
[Added: 2016/01/04] [Last Updated: 2018/10/29]
UNDP 2016/03 Completed M&E Analyst hired in June 2018. History
20. Recommendation: The UNDPs fund raising activities need to continue to target non-traditional donors, and specifically, extend to the private sector and foundations within, and external to the region.
Management Response: [Added: 2015/11/26] [Last Updated: 2016/01/04]

Diversify source of funds for the SRO projects

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Develop a resource mobilization strategy along with the new SPD
[Added: 2016/01/04] [Last Updated: 2018/11/22]
UNDP 2016/12 Completed Completed for the new SPD. History
21. Recommendation: At the project level, administrative arrangements should be clear and transparent to all stakeholders from project outset in order to increase programme efficiency and effectiveness. A through stakeholder analysis undertaken as part of the project design should inform who are the critical stakeholders, their capacities, and pre- project roles and responsibilities. The programme´s hierarchy, division of labour, supervision arrangements and reporting lines can then be established and agreed to through a project level letter of agreement or other such instrument which leaves no room for ambiguity.
Management Response: [Added: 2015/11/26] [Last Updated: 2016/01/04]

Strengthen stakeholder analysis as part of the project design

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Carry out stakeholder analysis for all projects
[Added: 2016/01/04] [Last Updated: 2018/11/22]
UNDP 2016/12 Completed Stakeholder analysis completed for all relevant projects in the SRO. History
22. Recommendation: UNDP administrative procedures should be improved so that they support rather than constrain effective programming in all areas, especially in natural disasters. Administrative and programming procedures should not only ensure accountability, but also enable SRO to respond with faster and well-planned interventions. UNDP should continue to refine its administrative procedures to allow for faster procurement, more efficient staff recruitment and flexibility in funding during crises.
Management Response: [Added: 2015/11/26] [Last Updated: 2016/01/04]

Improve administrative procedures

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Implementation of recommendations made by the RBLAC Advisor
[Added: 2016/01/04] [Last Updated: 2018/11/22]
UNDP 2016/12 Completed History
Application of the Delivery Acceleration Package
[Added: 2016/01/04]
UNDP 2015/12 Completed
Preparation of procurement plans supported by a Procurement Expert
[Added: 2016/01/04] [Last Updated: 2018/10/29]
UNDP 2016/03 Completed History
Procurement training sessions
[Added: 2016/01/04] [Last Updated: 2018/11/22]
UNDP 2016/03 Completed Procurement training completed; Procurement Unit enhanced with additional personnel and support tools. History
23. Recommendation: SRO needs to develop systems and tools to ensure that the impact of capacity building is monitored, understood and feeds into programme planning and implementation.
Management Response: [Added: 2015/11/26] [Last Updated: 2016/01/04]

Develop systems and tools to ensure that the impact of capacity building is monitored, understood and feeds into programme planning and implementation.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Develop a monitoring system to determine the impact of any capacity building actions undertaken in the SRO.
[Added: 2016/01/04] [Last Updated: 2020/09/07]
UNDP 2019/12 Completed This process is ongoing; pre and post test have been implemented to assess the impact of capacity building sessions. History

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