End of Rule of Law Programme 2012-2014

Report Cover Image
Evaluation Plan:
2011-2017, Somalia
Evaluation Type:
Final Project
Planned End Date:
06/2015
Completion Date:
09/2015
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
50,000
Relevance All informants confirmed that the Programme?s interventions were aligned to the local governments and communities needs of South Central and its goals and objectives were consistent with UN and Somali Government strategies. Achievements South Central mostly benefited from programme related mobilization where the information on the strategies of the programmes and its interventions were disseminated. In Mogadishu, much of the work stopped at this level due to insecurity and late entrant districts such as Adado enjoyed more programme benefits in the area of fostering LG transparency, accountability and participation all of which were triggered by the local government institutions due of community participation in development planning that paved the way for the transparency and accountability elements to oversee the implementation of the DDF (collective oversight in project procurement and implementation). Systems Improvement The key systems improvements identified by key informants were in the areas of Public Finance Management, Procurement and Planning. Investments For Adado district, the LDF was seen much as the means towards developing institutional capacity through LDF allocations and procurement and implementation good practices with prospects that such a system would be mainstreamed in the districts PFM. Training The provision of training delivered with the aegis of the programme was seen as satisfactory but inadequate in terms of the time allocated to training workshops. Impact Without JPLG1 there would have been stagnation in Odado district because support from the Diaspora was little. On had it stopped in 2012 again it was pointed out that because Odado came on board late it would have been a still birth. Conclusion The interview data secured in relation to the Programme?s activities and achievements in South Central reveals some uneven support to Mogadishu, BRA and Odado districts. Chronic insecurity in the former appears to be the key factor explaining the weak progress, performance and impact of the programme over the years.

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Title End of Rule of Law Programme 2012-2014
Atlas Project Number: 00058614
Evaluation Plan: 2011-2017, Somalia
Evaluation Type: Final Project
Status: Completed
Completion Date: 09/2015
Planned End Date: 06/2015
Management Response: Yes
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
SDG Goal
  • Goal 16. Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels
SDG Target
  • 16.3 Promote the rule of law at the national and international levels and ensure equal access to justice for all
  • 16.6 Develop effective, accountable and transparent institutions at all levels
Evaluation Budget(US $): 50,000
Source of Funding: Project funds
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Nationality
Monica Rispo Ms
Dominique Lapprand Mr
GEF Evaluation: No
Key Stakeholders: Donors, Government of Somalia
Countries: SOMALIA
Lessons
Findings
Recommendations
1 Both projects: Improve the capacity of local service providers  Apply a close and tight guidance through accurate TOR  Closely monitor their activities and assess their products  Provide them with support to enhance their capacity and leverage effect
2 Both projects: Capitalize regional experience by sharing lessons learnt and best practices  Complete a comparative assessment of similar activities  Draw lessons learnt and identify best practices (UNDP and beneficiary) 
3 Both projects: See Theory of Change as incremental  Develop multi step implementation of change projects  Assess each step for adjustment  Build following step on previous achievements
4 CPP: Avoid the mission trap and focus on institutional building  Liaise closely with existing police missions but keep the project bearing to articulate joint activities with the project core rationale  Focus on institutional development (strategy, management and support capacity)  Think long term and in terms of sustainable achievement
5 CPP: Focus on leveraging key institutional capacity builders  Define a strategy to build the beneficiary support capacity with a focus on human resources  Pay attention to the management (organisation and men)  Help the beneficiary develop a comprehensive strategic approach that ensures the coherence of the project support
6 A2J: Strengthen the monitoring system to improve project statistics and analysis  Introduce quality indicators (i.e. analyze the results of inspection schemes)  Analyze activities in the prisons to monitor the impact on pretrial detention  Capitalize best practices and lessons learned  Restructure annual work-plans,  Introduce databases and online repositories
7 A2J: Engage more in the implementation of activities for the demand side of justice  Implement a legal awareness campaign for the population  Develop community-based paralegal schemes  Develop Bar Associations  Replicate the Alternative Dispute Resolution (ADR) model of the CSP project
8 A2J: Take the project to the next stage  Develop the court case-tracking system into a case-management system  Ensure that justice SGBV structures (Prosecution Units) are geographically integrated with police structures (Women Desks at police stations)  Support governments to provide legal representation schemes for serious cases,  Encourage governments to increase the budget for justice  Continue to build the capacities of national partners  Develop a plan to build the managerial capacities of UNDP national staff in the light of their increased responsibilities
1. Recommendation: Both projects: Improve the capacity of local service providers  Apply a close and tight guidance through accurate TOR  Closely monitor their activities and assess their products  Provide them with support to enhance their capacity and leverage effect
Management Response: [Added: 2015/12/15]

The JROL programme will be focused on ?capacity development versus capacity substitution.? And therefore the Programme will invest enhancing the capacity of both state and non-state local service providers, ?rather than providing international technical advisors to undertake the work

Key Actions:

Key Action Responsible DueDate Status Comments Documents
 Coaching and mentoring and skills transfers wil take place for local service providers through technically qualified UNDP national staff.  To have a close monitoring all local service providers have personal workplans against which their payments are processed.
[Added: 2015/12/15] [Last Updated: 2016/11/22]
Rule of law 2016/12 Completed History
2. Recommendation: Both projects: Capitalize regional experience by sharing lessons learnt and best practices  Complete a comparative assessment of similar activities  Draw lessons learnt and identify best practices (UNDP and beneficiary) 
Management Response: [Added: 2015/12/15]

The integration of the projects into the JROL Programme will lead to greater capitalization on regional experience by sharing lessons learnt and best practices, both within UNDP and among other UN agencies. In the new JROL Programme, a capacity assessment and perception survey will be conducted, to ensure that implementing partners have robust

Key Actions:

Key Action Responsible DueDate Status Comments Documents
 A comparative assessment of similar activities is included as part of the JROL institutional Capacity assessment, (included in the JROL Workplan).  A comprehensive list of lessons learnt that identifies best practices and challenges is being developed. In particular lessons learned from previous projects are being documented for workshops on mobile courts.
[Added: 2015/12/15] [Last Updated: 2016/11/23]
Rule of Law 2016/06 Completed Joint rule of Law Programme document finalized and approved. History
3. Recommendation: Both projects: See Theory of Change as incremental  Develop multi step implementation of change projects  Assess each step for adjustment  Build following step on previous achievements
Management Response: [Added: 2015/12/15]

While the Theory of Change is used to define all the milestones required to achieve the long-term objective of the Programme, there are multi-step implementation objectives of the change projects, outlined in the JROL Programme document.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
 The Joint Rule of law project has a theory of change
[Added: 2015/12/15]
Rule of law 2015/09 Completed
4. Recommendation: CPP: Avoid the mission trap and focus on institutional building  Liaise closely with existing police missions but keep the project bearing to articulate joint activities with the project core rationale  Focus on institutional development (strategy, management and support capacity)  Think long term and in terms of sustainable achievement
Management Response: [Added: 2015/12/15]

all participating UN agencies will be working closely together on shared objectives. UNDP?s focus will be on institutional and strategy development, shifting some of the other tasks to other agencies with a greater comparative advantage in that field (e.g. stipends to UNOPS

Key Actions:

Key Action Responsible DueDate Status Comments Documents
 The JROL Programme takes a long-term approach to both increasing police capability and supporting police reform. UNDP will assist the government with technical and financial support in the drafting of new laws and strategies, as outlined in the JROL programme Work Plan. Under Output 2 of the Police JROL Work Plan, UNDP will assist in developing police strategy, tactics, organization and methodologies which lead to the reform processes which stimulate changes in thinking, including at the highest levels of government and the donor community.
[Added: 2015/12/15] [Last Updated: 2017/11/16]
Rule of law 2017/09 Completed See attached History
5. Recommendation: CPP: Focus on leveraging key institutional capacity builders  Define a strategy to build the beneficiary support capacity with a focus on human resources  Pay attention to the management (organisation and men)  Help the beneficiary develop a comprehensive strategic approach that ensures the coherence of the project support
Management Response: [Added: 2015/12/15]

Under the JROL Programme, UNDP will have a greater role to play in leveraging key institutional capacity builders. However, it is important to stress the context that the project has been working in ? for example, there have been 7 different police commissioners in the last several years at the Federal level, and therefore setting up a robust planning process has been a challenge.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Institutional capacity assessment will be undertaken. Finance, human resources plans will be developed by justice institutions. UNDP technical national staff will mentor and guide the process.
[Added: 2015/12/15] [Last Updated: 2017/11/16]
Rule of law 2017/08 Completed All training and technical mentoring ongoing for ROL partners. History
6. Recommendation: A2J: Strengthen the monitoring system to improve project statistics and analysis  Introduce quality indicators (i.e. analyze the results of inspection schemes)  Analyze activities in the prisons to monitor the impact on pretrial detention  Capitalize best practices and lessons learned  Restructure annual work-plans,  Introduce databases and online repositories
Management Response: [Added: 2015/12/15]

Effective monitoring will ensuring that the Programme learns from participating UN organization?s past successes and challenges and applies them to current interventions. Specifically, the Programme will aim to promote and enhance national ownership in all it?s monitoring interventions, make use of multiple approaches to monitoring and encourage women?s empowerment (by monitoring whether the

Key Actions:

Key Action Responsible DueDate Status Comments Documents
 Project will develop monitoring tools & databases, train staff, institutionalize third party monitoring and conduct perceptions survey for project monitoring at all levels.  Annual Work Plans are structured as per the JROL programme format and include the work of all agencies. Separate Work Plans were developed for SL and PL.  An online document sharing file was created for the Joint agencies.
[Added: 2015/12/15] [Last Updated: 2016/11/22]
Rule of law No due date Completed Project is utilizing: Third party monitoring; Perception Surveys and corporate compliance tools to maintain oversight for the project and improve performance. History
7. Recommendation: A2J: Engage more in the implementation of activities for the demand side of justice  Implement a legal awareness campaign for the population  Develop community-based paralegal schemes  Develop Bar Associations  Replicate the Alternative Dispute Resolution (ADR) model of the CSP project
Management Response: [Added: 2015/12/15]

Under the Somalia Joint Rule of Law Programme document, it has been noted that a key lesson learned is that ?addressing both the supply and demand-side of the rule of law equation and ensuring a balance of support to state and civil society actors, has proved being a key ingredient to increase inclusivity in the implementation of projects, an important element to further improve state-society relations and also spreads political risks.?

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The new ROL programme:  of national legal aid strategy,  national legal awareness strategy for harmonized and coordinated legal awareness campaigns;  a somali diaspora expert will develop a harmonized design for law clinics;  provide the legal definition for paralegals through consultative process with CSOs.
[Added: 2015/12/15] [Last Updated: 2016/11/22]
Rule of law 2016/06 Completed See QPRs History
8. Recommendation: A2J: Take the project to the next stage  Develop the court case-tracking system into a case-management system  Ensure that justice SGBV structures (Prosecution Units) are geographically integrated with police structures (Women Desks at police stations)  Support governments to provide legal representation schemes for serious cases,  Encourage governments to increase the budget for justice  Continue to build the capacities of national partners  Develop a plan to build the managerial capacities of UNDP national staff in the light of their increased responsibilities
Management Response: [Added: 2015/12/15]

Through the JROL Programme, UNDP will take the project to the next stage. A case management system has been developed in Puntland and Somaliland, but will however be enhanced and key justice actors trained in its correct usage. At the Federal level, a case management system will be established. Following an assessment in 2011, the International Security Sector Assessment Team (ISSAT) made a number of recommendations to develop Model Police Stations as opposed to women and children?s desks, which had only a limited value. A key lesson learned is that stronger national ownership of projects has contributed to the UN efforts of decreasing the ?dependency syndrome? of the international community.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
 A manual colour coding case management systemis will be initiated at the AGO and HJC across all regions.  As part of the joint programming this has been handed over to UNWomen.  The government is coming up with legal aid strategy which includes monitoring of different cases including cases of grievous crimes.  IT is expected that Somaliland will increase the budget for justice. Project will advocate the increase to the government, however, this is an outcome level change.  All new Letters of Agreement will have specific areas of capacity development of national partners.  The project has a training calender making use of the corporate trainings in UNDP. Mentoring will be provided by senior international staff.
[Added: 2015/12/15] [Last Updated: 2016/11/23]
Rule of law 2016/06 Completed History

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