Mid-term UNDAF evaluation

Report Cover Image
Evaluation Plan:
2021-2025, Eswatini
Evaluation Type:
UNDAF
Planned End Date:
11/2018
Completion Date:
10/2018
Status:
Completed
Management Response:
No
Evaluation Budget(US $):
50,000

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Download document TORs -MTR UNDAF 16 August 2018.pdf tor English 335.06 KB Posted 174
Download document UNDAF MTR REPORT_Final 30 October 2018.pdf report English 1541.89 KB Posted 226
Title Mid-term UNDAF evaluation
Atlas Project Number: 00046150
Evaluation Plan: 2021-2025, Eswatini
Evaluation Type: UNDAF
Status: Completed
Completion Date: 10/2018
Planned End Date: 11/2018
Management Response: Yes
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
Evaluation Budget(US $): 50,000
Source of Funding: UNCT Coordination
Evaluation Expenditure(US $): 35,000
Joint Programme: No
Joint Evaluation: Yes
  • Joint with UN Agencies
  • Joint with Joint with UN Agencies
Evaluation Team members:
Name Title Email Nationality
GEF Evaluation: No
Key Stakeholders: Target Ministries/Departments/CSOs/UN Agencies
Countries: ESWATINI
Lessons
Findings
Recommendations
1

Building on SDGs (and SSDIG) momentum, UNCT Eswatini should urgently re-focus (on priorities of priorities), re-package and re-sell, and advocate for ownership of, UNDAF to the new Parliament, Government stakeholders, central Ministries as well as relevant MDA, at the level of the minister and PS and technical staff (directors and technical specialists) for greater impact and visibility in the remaining 2.5 years of UNDAF.

2

UNCT Eswatini should re-focus on a few priorities of priorities where jointly, the UN entities can maximize their impact, and shift the development trajectory above just developing national tools. 

3

Based on the importance and challenges that Eswatini is facing in the following areas: Climate Change, Gender and Human Rights, Education and Health, and the comparative advantage of UN Agencies, there is need to jointly dialogue and plan with GoEs and re-design strategic support, including capacity development, to the counterpart ministries to effectively address strategic issues in these areas.

4

Advocate and support implementation of strategic policies and strategies (show case) that could have multiplier effect and bring bigger impact. For example -  in the area of climate change, human rights, quality of education, integrated quality health, and gender mainstreaming.

5

For future UNDAF, UNCT should dialogue and start laying foundation for three to four Joint Programmes on the following strategic issues: Climate change, GEWE, Youth SRH and Development, Governance and Human rights. 

6

There is need to re-focus on some of the following Priorities in the remaining period of the current UNDAF: 

7

Support efforts towards improving quality of basic education (including ECDE) and training (TVET).

8
  • Support Integration of Non-Communicable Diseases with HIV /AIDS program.
  • Support scaling up of treatment and support services for HIV positive adolescent and youth (10-24 years).
9
  • Support efforts to create an independent Nutrition Council.

 

10
  • Support creation of awareness of SDGs among youths and their role/stake in Eswatini in addressing Agenda 2030 for Sustainable Development.

 

11

Support strengthening and monitoring sexuality education and SRH interventions for targeting and effectiveness.

12

Use UNDAF Resource Mobilization and Partnership Building Strategy to dialogue with Government and build commitment for joint resource mobilization.

13

Leverage, build on and scale up innovations in resource mobilization and partnerships with the private sector and other potential financiers (e.g. Bush Fire for advocacy on SDGs, Entrepreneurship & Job Creation partnership).

14

Develop tool(s) for UNDAF financial accountability and reporting, and for consolidation at RCO level to be able to effectively monitor implementation of UNDAF activities.

15

UNCT Eswatini should advocate, initiate and support Gender Responsive Budgeting (GRB) for effectiveness and efficient implementation of UNDAF.

16

Re-think, dialogue and build consensus on re-organizing the leadership (chairs and co-chairs) of Priority Areas (Pillar 1 in Particular). For example, putting UNDAF co-chair to be PM or Secretary to Cabinet. Also, having alternate to co-chairs (a senior officer who can represent and make decision on behalf of a PS in Pillar or UNCT meetings).

17

The lessons learned from good practices by Pillar 3 and Pillar 2 in terms of coordination, JAWPs, jointly convening of partners and production of one report should be sustained, copied by Pillar 1, and made even more effective in informing implementation/delivery under UNDAF.

18

RCO should be strengthened, by hiring (or on consultancy basis) experienced professionals in M&E, Communication and Resource Mobilization, and getting additional financial resources for coordination and monitoring UNDAF activities and training.

19

Support the creation of an effective database and information management system in RCO for effective coordination, monitoring progress and accountability

20

Re-establish and constitute PPSG to serve as the main “think tank”, giving technical advice to the UNCT based on evidence. Strengthen and support M&E Group by appointing a UN agency head to chair it, and seconding only M&E focal persons from agencies as members.

Create a framework and platform to bring together Programme leaders (PPSG), OMT, M&E and Communication for joint dialoguing, sharing and thinking. 

21

Enhance and ensure AJWPs and Annual reports are done and approved in time to strengthen linkages, coordination and accountability under UNDAF by having schedules meeting and accountability framework for resource mobilization and utilization, and reporting on UNDAF activities

22

Re-create an empowering framework and modality for effective engagement, dialoguing, sharing and thinking together with the CSO/NGOs and the Private Sector

23

Support institutional and technical capacity building for strategic NGOs, with strategic reach to primary beneficiaries, for effective coordination and bigger sustained impact of UNDAF activities.

24

Building on SDGs (and SSDIG) momentum, UNCT Eswatini should urgently re-focus (on priorities of priorities), re-package and re-sell, and advocate for ownership of, UNDAF to the new Parliament, Government stakeholders, central Ministries as well as relevant MDA, at the level of the minister and PS and technical staff (directors and technical specialists) for greater impact and visibility in the remaining 2.5 years of UNDAF.

25

UNCT Eswatini should re-focus on a few priorities of priorities where jointly, the UN entities can maximize their impact, and shift the development trajectory above just developing national tools. 

26

Based on the importance and challenges that Eswatini is facing in the following areas: Climate Change, Gender and Human Rights, Education and Health, and the comparative advantage of UN Agencies, there is need to jointly dialogue and plan with GoEs and re-design strategic support, including capacity development, to the counterpart ministries to effectively address strategic issues in these areas.

27

Advocate and support implementation of strategic policies and strategies (show case) that could have multiplier effect and bring bigger impact. For example -  in the area of climate change, human rights, quality of education, integrated quality health, and gender mainstreaming.

28

For future UNDAF, UNCT should dialogue and start laying foundation for three to four Joint Programmes on the following strategic issues: Climate change, GEWE, Youth SRH and Development, Governance and Human rights. 

29

There is need to re-focus on some of the following Priorities in the remaining period of the current UNDAF: 

30

Support efforts towards improving quality of basic education (including ECDE) and training (TVET).

31
  • Support Integration of Non-Communicable Diseases with HIV /AIDS program.
  • Support scaling up of treatment and support services for HIV positive adolescent and youth (10-24 years).
32
  • Support efforts to create an independent Nutrition Council.

 

33
  • Support creation of awareness of SDGs among youths and their role/stake in Eswatini in addressing Agenda 2030 for Sustainable Development.

 

34

Support strengthening and monitoring sexuality education and SRH interventions for targeting and effectiveness.

35

Use UNDAF Resource Mobilization and Partnership Building Strategy to dialogue with Government and build commitment for joint resource mobilization.

36

Leverage, build on and scale up innovations in resource mobilization and partnerships with the private sector and other potential financiers (e.g. Bush Fire for advocacy on SDGs, Entrepreneurship & Job Creation partnership).

37

Develop tool(s) for UNDAF financial accountability and reporting, and for consolidation at RCO level to be able to effectively monitor implementation of UNDAF activities.

38

UNCT Eswatini should advocate, initiate and support Gender Responsive Budgeting (GRB) for effectiveness and efficient implementation of UNDAF.

39

Re-think, dialogue and build consensus on re-organizing the leadership (chairs and co-chairs) of Priority Areas (Pillar 1 in Particular). For example, putting UNDAF co-chair to be PM or Secretary to Cabinet. Also, having alternate to co-chairs (a senior officer who can represent and make decision on behalf of a PS in Pillar or UNCT meetings).

40

The lessons learned from good practices by Pillar 3 and Pillar 2 in terms of coordination, JAWPs, jointly convening of partners and production of one report should be sustained, copied by Pillar 1, and made even more effective in informing implementation/delivery under UNDAF.

41

RCO should be strengthened, by hiring (or on consultancy basis) experienced professionals in M&E, Communication and Resource Mobilization, and getting additional financial resources for coordination and monitoring UNDAF activities and training.

42

Support the creation of an effective database and information management system in RCO for effective coordination, monitoring progress and accountability

43

Re-establish and constitute PPSG to serve as the main “think tank”, giving technical advice to the UNCT based on evidence. Strengthen and support M&E Group by appointing a UN agency head to chair it, and seconding only M&E focal persons from agencies as members.

Create a framework and platform to bring together Programme leaders (PPSG), OMT, M&E and Communication for joint dialoguing, sharing and thinking. 

44

Enhance and ensure AJWPs and Annual reports are done and approved in time to strengthen linkages, coordination and accountability under UNDAF by having schedules meeting and accountability framework for resource mobilization and utilization, and reporting on UNDAF activities

45

Re-create an empowering framework and modality for effective engagement, dialoguing, sharing and thinking together with the CSO/NGOs and the Private Sector

46

Support institutional and technical capacity building for strategic NGOs, with strategic reach to primary beneficiaries, for effective coordination and bigger sustained impact of UNDAF activities.

47

Strengthen the Delivery as One (DaO) modality by implementing the recommendations of Rapid Scan Report for DaO (Dec 2016), in particular the alignment between agency AWP and JAWP (including Joint Annual Work Plan template) and standardization of joint programming process, including timelines and more formalized, unified structure. 

48

UN agencies and government counterparts should jointly have a reflection and planning session (s) on how to plan and effectively operationalize and monitor the DaO modality based on lessons learned in the past two and half years

49

There is need for UN agencies and government to recommit and develop accountability mechanism for Joint Annual Work Plans for UNDAF, joint annual reviews, and production of one UN Report.  Such reports should be produced and signed-off in time. Developing guidelines/tools, including standard time-lines, for the same is critical for effective implementation of UNDAF.

50

Designing two to three joint programmed (refer 2.3 above) is one of the strategies for operationalising and strengthening DaO modality, and for effective UNDAF implementation.

51

Based on the re-focused and trimmed UNDAF activities for the next 24 months (recommendations 1.2 and 2.2) get technical assistance to develop UNDAF M&E Framework, with SMART indicators and a clear road map, milestones and outputs (including. Standardized meeting schedules)

52

UNCT should strengthen M&E group by recognizing its role. The Group should be chaired by a head of UN Agency. Members from Agencies should be those with M&E and information portfolio and should be given time to attend to UNDAF issues.

53

Create a platform for Programme people to dialogue, think and review UNDAF together with OMT, M&E and Communication Groups (arrangement for effective implementation of UNDAF).

54

Lobby and support evidence generation (knowledge management) for UNDAF- studies/surveys for credible and timely data and information for decision 

55

Support the creation of data/information Hub in key MDAs for storage, analysis, and dissemination.

56

Support documentation, reporting and dissemination of what is working and best practices (on various issues) under UNDAF e.g. harmonization, joint support, monitoring or reaching the vulnerable.

57

Draw a road-map and provide framework and forum for dialoguing, sharing information and re-selling UNDAF and winning ownership and accountability from new Parliament and Cabinet, the PM, Secretary to Cabinet, and CANGO.

58

Get external facilitator to work jointly with RCO to package and disseminate MTR Report, and facilitate dialogue with various stakeholders (duty bearers and right holders) as a strategy for re-selling, targeting and redesigning UNDAF for improved delivery and bigger impact for the remaining duration.

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