- Evaluation Plan:
- 2014-2017, Independent Evaluation Office
- Evaluation Type:
- Planned End Date:
- Completion Date:
- Management Response:
- Evaluation Budget(US $):
Assessment of Development Results: Ethiopia
|ADR Ethiopia TOR.pdf||tor||English||546.66 KB||Posted||408|
|Title||Assessment of Development Results: Ethiopia|
|Atlas Project Number:|
|Evaluation Plan:||2014-2017, Independent Evaluation Office|
|Planned End Date:||12/2015|
|Corporate Outcomes (UNDP Strategic Plan 2008-20013)|
|Evaluation Budget(US $):||160,000|
|Source of Funding:|
|Evaluation Team members:||
|Location of Evaluation:||Country Level|
|1||By building on its track record, and taking account of GoE priorities in GTP II, UNDP should continue to support institutional building and capacity development, particularly in sustainable economic growth, democratic governance and climate-sensitive and -resilient development. At the same time, continued attention to the private sector and community level development will be necessary to support expected development outcomes. An explicit focus on resilience should be included.|
|2||UNDP should maintain and use its strong relationship with government to engage in policy dialogue, but strengthen its sustainable human development perspectives. These are critical to meeting the needs of Ethiopiaâ??s people and consistent with the UNDP Strategic Plan priorities and engagement principles, including participation and citizens empowerment|
|3||To enhance sustainability, UNDP should incorporate well-defined exit strategies into all its programmes and projects, as well as explicit learning and scale-up strategies for pilot projects. This should be complemented by building synergies horizontally across programming units as well as vertically through clear articulation of macro-micro linkages between local projects and upstream policy and institutional reform where relevant.|
|4||UNDP should ensure the clear articulation and ownership of theories of change at the time of programme design by engaging key stakeholders. This should be complemented by appropriate outcomes indicators and baselines as part of a systematic and more institutionalized approach to M&E. While UNDP should continue to strengthen its RBM approach, it will have to be prepared to deal with natural hazard and socioeconomic shocks and stresses. This will require flexibility and adaptive management.|
|5||More systematic participatory assessments of community assets and needs are required to better align UNDP?s projects to specific community priorities and at the same time ensure greater ownership and sustainability at that level and to nurture bottom-up processes of self-empowerment. Supporting bottom-up self-empowering engagement processes with communities will also increase communities? voice and participation.|
|6||UNDP should prioritize gender mainstreaming in the next country programme. The 2014 Gender Equality Strategy (GES) must be accompanied by an operational implementation framework with dedicated staff to ensure that necessary systems and structures are in place to contribute to gender transformative results.|
The recommendations raised are well aligned with the COÃ¢??s current thinking on what will constitute our programme priorities over the next CPD, and we agree that more resources and support to GoE should be sustained to ensure that the whole realm of public governance continues to be strengthened to safeguard current democratic dividends, while ensuring that the country stays on a path of rapid democratization and development. On the later aspect of ensuring sustainable development, the CO agrees that building a programme to enhance capacities to deliver economic rights and freedoms is important in promoting inclusive development in general and private sector development in particular. We also agree to take up a greater leadership and coordination role on resilience and early recovery within the UNCT system and with development partners, and to deepen our downstream interventions in communities that are most vulnerable to droughts and climate hazards, with targeted responses for women, youth and children, and marginalized groups.
UNDP management recognizes its privileged position as Ethiopiaâ??s trusted partner. Goodwill that has been built over years of repeated interaction with the senior GoE leadership. This goodwill and trust will be leveraged by UNDP (and the UN Resident Coordinatorâ??s Office) to enhance strategic dialogue with the government especially on politically strategic issues where such levels of trust as now exist are important in brokering dialogue with government. UNDP will, however, remain astute and careful in its engagement with government so as to maintain and deepen the trust and respect it has earned, and to ensure that this privileged position is sustained in the coming years
UNDP programming in Ethiopia is executed through the NIM and upstream and downstream interventions are designed and implemented through and within existing government structures. This approach has an in-built sustainability mechanism that will need to be strengthened further by making exit strategies and other sustainability benchmarks more explicit in our programme documents and work-plans as we move forward to implement the upcoming CPD. We also welcome the recommendation to strengthen and leverage upstream interventions to support greater impact of our downstream interventions. We think that as Ethiopia is a DaO country, further efforts will be made to coordinate UNDP interventions with other UN agencies to foster synergies in downstream and upstream interventions across the UN system wherever possible, and thereby enhance the impacts and sustainability of results at project and outcome level. We will also be looking into entry-points to harness macro-micro linkages to strengthen programme delivery and impacts at project and outcome level
The CO will continue to improve programme design and content and ensure more clarity on the theory of change that underpins our programme rationale and its relevance to results and outcomes. As part of this initiative, UNDP will also provide training to its implementing partners to ensure that the implementation process is also in line with the programme document and M&E framework for the projectâ??s SMART indicators.
UNDP utilizes various approaches to engage with local communities in programme formulation and implementation, and ensures that all locally-implemented projects and programmes are endorsed by the community and local government structures. Local government representatives are also called in to participate in the local appraisal committees that approve beneficiary selection and, subsequently, the project document before it is submitted to government for signature. More efforts will, however, be made to enhance documentation of this process in future projects. Moving forward, we will take on this recommendation to strengthen collection and documentation of baseline information at the community and project levels, including on household and community assets to support future programming, progress evaluation and impact monitoring. Local authorities, CSOs and other representation groups/associations will also be supported to enhance their skills for effective engagement and participation in project formulation and monitoring, decision-making, policy engagement, and also to enhance their skills to demand for greater participation and voice as may be necessary and relevant to the project and local context.
The CO agrees with this recommendation. Efforts will be undertaken to strengthen the gender dimension in the new CP, and to increasingly target women as beneficiaries and actors of change. The office will continue to support the mainstreaming of gender across programme components, as outlined in the UNDP GES, and will monitor progress using the gender marker and Gender Equality Seal. To that intent, the office will develop an operational implementation framework that accompanies the GES in the next programme cycle. The M&E system will be strengthened to include more explicit reporting of gender results throughout the CPD period.