Assessment of Development Results: Gabon

Report Cover Image
Evaluation Plan:
2014-2017, Independent Evaluation Office
Evaluation Type:
ICPE/ADR
Planned End Date:
06/2016
Completion Date:
12/2015
Status:
Completed
Management Response:
No
Evaluation Budget(US $):
160,000

Share

Document Type Language Size Status Downloads
Download document ADR_Gabon_FR_2015.pdf report French 2662.93 KB Posted 663
Download document ADR_Gabon_Executive_Summary_FR_2015.pdf summary French 94.54 KB Posted 361
Download document ADR_Gabon_EN_2015.pdf report English 1641.79 KB Posted 396
Download document 2015-gabon_final_brief.pdf summary English 82.84 KB Posted 88
Title Assessment of Development Results: Gabon
Atlas Project Number:
Evaluation Plan: 2014-2017, Independent Evaluation Office
Evaluation Type: ICPE/ADR
Status: Completed
Completion Date: 12/2015
Planned End Date: 06/2016
Management Response: No
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 1.3. Solutions developed at national and sub-national levels for sustainable management of natural resources, ecosystem services, chemicals and waste
  • 3. Output 1.4. Scaled up action on climate change adaptation and mitigation across sectors which is funded and implemented
  • 4. Output 2.1. Parliaments, constitution making bodies and electoral institutions enabled to perform core functions for improved accountability, participation and representation, including for peaceful transitions
  • 5. Output 2.2. Institutions and systems enabled to address awareness, prevention and enforcement of anti-corruption measures across sectors and stakeholders
  • 6. Output 3.1. Core functions of government enabled (in post conflict situations) to ensure national ownership of recovery and development processes
  • 7. Output 3.2. Functions, financing and capacity of sub-national level institutions enabled to deliver improved basic services and respond to priorities voiced by the public
Evaluation Budget(US $): 160,000
Source of Funding:
Evaluation Expenditure(US $): 160,000
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Cheikh Faye
GEF Evaluation: No
Key Stakeholders:
Countries: GABON
Lessons
Findings
Recommendations
1

Reassess the intervention context to that of a middle-income country
As an upper middle income country, Gabon is increasingly clear on its particular development and development cooperation needs. In-depth consultations should be organised with the government, at political and technical level, and with civil society, to determine the best entry points  and possible impact of UNDP cooperation.

2

Restructure the country office
The UNDP country office is currently losing responsibility for the management of funds, including GEF and Shell-Gabon, due to the continuous depletion of its technical capacity (low staff numbers with inadequate profiles). On the basis of the conclusions of the previous recommendation, new remits for cooperation need to be defined, and relevant staff profiles identified. In this way, taking into account current budget restrictions and the need to attract state funding more effectively, greater numbers of local staff can be recruited with the highest standards of skills and productivity, based on clearly defined criteria.

3

Refocus the programme at a strategic level
There have been many failures in the programme’s operational interventions, such as the lack of impact of income-generating activities and direct funding to associations in phase I of ARTGOLD, anecdotal evidence of the unequal impact of waste collection services, and inconclusive operationalization of the Ndougou health department. For each new project, the country office should focus its efforts at the strategic level, providing services such as research, organising stakeholders, capacity building and monitoring
and evaluation. Operational aspects can be delegated to a national implementing agency, supported by a United Nations agency with expertise in the particular field.

4

Improve monitoring and evaluation of the
programme

A very small number of evaluations have been conducted over the 2007-2015 period; and joint reviews with the government have become increasingly rare in recent years. This makes it difficult to detect problems quickly enough to resolve them. In the absence of a monitoring and evaluation unit, a member of the office team must be given responsibility and accountability for this function; drawing up and delivering an overall annual monitoring and evaluation plan.

5

Use state funding as leverage for the development of national capacity


Where UNDP has handed management of grantsfrom GFATM over to the State, these resources were quickly suspended on the grounds of inadequate capacity and results. To get national partner agencies to a point where they can implement activities themselves, UNDP needs to conduct a specific analysis of their capacity requirements, and systematically plan and implement relevant capacity building using appropriate techniques, whilst involving them in the financial management of projects.

6

Develop and implement a strategy to win back resources and funding

In recent years, the country office has lost partners (GEF, GFATM and Shell-Gabon) and needs to win them back, whilst also building new relationships. Building on the previous recommendations, with stronger, relevant strategic focus and technical capacity, UNDP should build a more systematic approach to recovering funding relationships, with a regularly evaluated ad-hoc plan and appropriate institutional communication, with buy-in from the whole office.

Management response not available

Latest Evaluations

Contact us

220 East 42nd Street
20th Floor
New York, NY 10017
Tel. +1 646 781 4200
Fax. +1 646 781 4213
erc.support@undp.org